Lessons Learned: Protection and Rehabilitation of Coastal Ecosystems ACCCoast Project

ACCCoast Project

Lessons Learned Paper Goals 1,3,4

Final Report | June 3, 2014

By Marifel T. Moyano

Contents

2

Executive summary

5

Overall findings

7

Methodology

8

Objective of the study

11

Context

12

Capacity-development “objectives” mapping for Project Goals (1-5)

15

Project Steering, Cooperation, M&E Overview

16

Goal 1 : Building the capacity of the Coastal Marine Division-BMB-DENR Strategy Scope of the capacity-building Processes Performance: Specific achievements Intermediate Capacity Outcomes

24 26 33 35

Goals 3 and 4: Philippines 1/Pride and Social Marketing (SM) Lite Overall Strategy Scope of the capacity-building Participants Program Designs Shared Core Elements Differences Processes Phils 1 Performance: Specific achievements Processes SM Lite Performance: Specific achievements Intermediate Capacity Outcomes

38 40 41 43 40 50 60 64 71 72

Overall Lessons Learned

72

Recommendations

76

Annexes A B C D E F G H I J K L M N O P Q R

Document Review Interview and Focus Group Discussion Questions Online Questions and Responses Key Informant Interviews Focus Group Discussion with Regions 6 & 8 Inter-LGU alliances and Coastal Marine Division Staff Checklist Capacity Areas and Intermediate Capacity Outcomes ACCCoast activities in the NCCC 2010-2013 NCCC Resolution 2014-01 Coastal Marine Division ICM Matrix ICM Scoping Checklist Theories of Change Phils 1 and Social Marketing Lite Consolidation Sample KAP Data Report Vulnerability Workshop cum Trainings Documentation SM Lite Invitation February 2012 MEAT Tool Phils 1 MPA Management Plans Phils 1 Campaign materials summary SM Lite Campaign materials

Tables 1 2 3 4 5 6 7 8 9 10

List of individuals and organizations for KII, FGD and Online Survey Results-based Monitoring Matrix Checklist: ACCCoast Project (Goals 1,3,4) Rare’s Logframe (Goals 3, 4) Intermediate Capacity Outcomes for Goal 1 of ACCCoast Pride Campaign/ Phils 1 Conservation Fellows SM Lite inter-LGU alliance participants Implementation processes Phils 1 Implementation processes SM Lite Intermediate Capacity Outcomes Goal 3 Intermediate Capacity Outcomes Goal 4

3

Acronyms and abbreviations ACB ASEAN Center for Biodiversity ACCCoast Protection and Rehabilitation of Coastal Ecosystems for an Improved Climate Change Adaptation in the Philippines as a Contribution to the Coral Triangle Initiative ALFARMDC Alliance of Local Fisheries and Aquatic Management Office BFAR Bureau of Fisheries and Aquatic Resources BMB Biodiversity Management Bureau BMUB German Federal Ministry for the Environment, Nature Conservation, Building and Nuclear Safety CCA Climate change adaptation CCEF Coastal Foundation and Education Foundation CENECCORD Central Negros Council for Coastal Resources Development CIVAT Coastal Integrity Vulnerability Assessment Tool( CLUP Comprehensive Land Use Plan CMD Coastal Marine Division CRM Coastal Resources Management CRMP Coastal Resources Management Plan CSO Civil Society Organizations CSS Client Satisfaction Survey CTI Coral Triangle Initiative CTI-CFF Coral Triangle Initiative-Coral Reefs, Fisheries and Food Security DA Department of Agriculture DAO DENR Department Order DENR Department of Environment and Natural Resources DILG Department of Interior and Local Governments DoF Department of Finance DSRF Diliman Science Research Foundation EcoGov Environmental Government ELA Executive and Legislative Agenda EO Executive Order GIZ Deutsche Gesellschaft fuer Internationale Zusammenarbeit ICM Integrated Coastal Management ICRMP Integrated Coastal Resource Management Project ICSEA Integrated Coastal Sensitivity, Exposure, and Adaptation for Climate Change IMS Information Management System IRR Implementing Rules and Regulations KAP Knowledge, Attitudes and Practices KBAs Key Biodiversity Areas

LGU Local Government Unit M&E Monitoring and Evaluation MBDA Macalajar Bay Development Alliance MCD Municipal Coastal Database MEAT Management Effectiveness Assessment Tool MERF UPMSI Marine Environment and Resources Foundation, Inc./ University of the Philippines-Marine Science Institute METT Management Effectiveness Tracking Tool MPA Marine Protected Area MSN MPA Support Network MWWP Marine Wildlife Watch of the Philippines NCCC National CTI Coordination Committee NEDA National Economic and Development Authority NFR NGO for Fisheries Reform NGO Non-government Organization NICMP National Integrated Coastal Management Programme NIPAS National Integrated Protected Areas System NNARMAC Northern Negros Aquatic Resources Management NPoA National Plan of Action PALMDEVC Pacific Alliance of LGUs for Marine Development Council PAWB Protected Areas and Wildlife Bureau PCRA Participatory Coastal Resources Assessment PDP Philippine Development Plan PEMSEA Partnerships in Environmental Management for the Seas of East Asia PEO Project Evaluation Officer RA Republic Act RBM Results-based Monitoring RESILIENT SEAS Remote Sensing Information for Living Environments and Nationwide Tools for Sentinel Ecosystems in our Archipelagic Seas RPoA Regional Plan of Action SCREMP Sustainable Coral Reef Ecosystem Management Program SNCDMC Southern Negros Coastal Development Council SUAKREM Siliman University-Angelo King Center for Research and Environment ToC Theory of Change TURF Tools for Understanding Resiliency of Fisheries TWG Technical Working Group VA Vulnerability Assessment ZSL Zoological Society of London

Executive summary This lessons learned paper is focused on looking into the capacity-building activities of the “Protection and Rehabilitation of Coastal Ecosystems for an Improved Climate Change Adaptation in the Philippines as a Contribution to the Coral Triangle Initiative” (ACCCoast), pertaining to three of the six goals of the Project namely: •

Goal 1: Improved DENR PAWB Coastal and Marine Management Office (CMMO, now the Coastal and Marine Division or CMD) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

•

Goal 3: Raised community awareness through social marketing to engage communities in the management of MPAs (Rare Component)

•

Goal 4: Capacity-building through strengthening of MPA governance and development of adaptive management systems (Rare Component)

The Project’s main partners in relation to these goals are the DENR-BMB through its Coastal Management Division and Rare, a US-based conservation NGO. This paper aimed to look into the strategy, processes and results of the Project’s capacity-building activities from the aforementioned goals to derive lessons learned from the implementation of these. Put simply, the focus is on change or effects, and capacity development as a process of empowerment in determining the extent of progress multiple actors tried, to come up with some measure of agreement on shared values, frameworks for action and interpretation.

For Goal 1, there has been positive receptiveness and key adoption of some of the recommendations from the Organization and Institutional Studies done by the Project. Organizational and Institutional studies, including an initial CSS (2011) have been conducted for both the CMD and the CTI-NCC. The Assessment Report on the NCC was officially accepted for further review of the recommendations through NCCC-Resolution 2014-01. For the CMD, there is positive receptiveness on the part of the Director of BMB on the Esguera et al. study with some actions in organizational structuring already taken.

For the Coastal and Marine Division of the BMB, interventions have enhanced both attitude and skills towards improving the Division’s monitoring and evaluation, and systems thinking to enable them to develop and support existing programs for ICM and Coral Reefs. The development of the ICM Profiling tool and its roll-out in 31 provinces with regional CMD staff contributed to expediting the technical assistance to map nationwide the ICM and MPA implementation in the local levels. To date, the CMD-National decided that the use of the ICM profiling tool be continued for other regions and the consultants to work in coordination with CMD chiefs to learn the tool. There is also an improved awareness and pro-activeness of CMD to review its several project-based databases and its possible development of a single database for ICM, MPAs and mangroves. Initial linking of the database to existing performance tools such that of DILG has started (i.e., Good Housekeeping Scoring Tool). Furthermore, the Project raised awareness of the CMD to scale-up its projects by using program-based budgeting approach of the national government that enabled the DENR to obtain increased budget allocation for environment projects, including SCREMP. This presents an important opportunity for the DENR to demonstrate the positive impact of ICM in improving conditions in local communities and build up the profile of the agency as a service provider in marine protected areas.

For Goals 3 and 4, which were implemented under a small grant with Rare, a U.S. based conservation NGO led not only to production of a myriad of effective materials and events, but enabled partner sites from over 30+ municipalities to engage in a more meaningful way with their coastal constituents with regards to involving them to protect and value their MPAs. For the Pride sites undergoing the process of formulating their respective MPA Management Plans was not easy, as this entailed organizational strengthening and absorbing and relaying of skills, expert-level and communitylevel, to apply tools to assess coastal resources. The use of the MEAT tool was found to be rewarding for it gave their MPA management plans strategic direction to know where are their capacity, enforcement and management gaps.

However, for the conduct of Vulnerability Assessments, the general acceptance is still low as they find it difficult to grasp and translate results into climate change adaptation measures or strategies. For SM Lite, inter-LGU alliances from Regions 6,8 and 10, who are partner sites of GIZ with the Environment and Rural Development Program, gained skills in effective communication, for some a greater sense of pride about the resilience of their coastal communities, as the Visayas region recovers from the devastation from Hurricane Haiyan/ Typhoon Yolanda.

57

Summary of findings The summary of findings of the capacity-building activities for each goal are below:

Goal 1 • The partnerships of the Project with different high-level experts from both the academe, NGO and scientific community on strategic and applied sciences helped the project boost local MPA managers technical skills on both required and new methods to develop a good understanding of key biological, physical, socio-economic and cultural factors that need to be taken into account in improving MPA governance. These technical skills revolved around instilling monitoring, measuring success and adaptive management to ensure MPA networks or MPA steering structures achieve their objectives.

• The Project was able to plough through difficulties in changes of leadership in the Coastal Marine Division (CMD) throughout its project lifetime and still maintain a sustained communication with the DENR-BMB and implement its planned activities. The feed backing environment that existed between the Project and DENR-BMB remained positive and fruitful in helping enhance technical key roles within the Coastal Marine Division through monitoring and evaluation exercises how to set and achieve project objectives, solve problems and perform functions pro-actively.

• There is greater awareness of DENR-BMB-CMD on the utilization of social marketing to steer events and IEC production towards a more meaningful and focused way.

Goals 3 & 4 • There is a difference in perspective between Rare and the Project with regards to social mobilization and capacitation and how to enable communities to understand climate change.

ACCCoast works within the context of technical cooperation where climate change adaptation is anchored on minimizing gaps between national policies and technical assistance on how to operationalize these on the ground; while Rare’s work is framed only to work with and directly with communities to help them reframe their identity with regards to conservation and how they can adapt more sustainable living patterns. The blend of these two, the technical and what is practical, evidently were not ironed out and the ‘creases’ became evident during the implementation of social marketing for Regions 6,8, and 10 and independent nature of Rare produced documents of the experiences of the participants on their Pride campaigns and SM Lite.

• There is high appreciation from both Phils 1 and Social Marketing Lite participants with regards to the skills they have gained from undergoing their social marketing Programs. The two programs had shared core elements as well as differences. These similarities and differences both lead to different implementation experiences. Most positive were the enabling of closer ties of the participants with their communities and in understanding their behaviour and threshold for change; while the more difficult experiences were related to lack of budget, time and people to deliver their campaigns.

7

Methodology The assessment for this study used the following methodologies:

• • • • • • •

Document review (Annex A) Review of the websites of CTI and participating agencies Preparation of guide questions Face-to face interviews, using guide questions (Annex B) Online survey questionnaires (Annex C) Documentation of Interviews and FGDs (KII: Annex D, FGDs: Annex E) Analysis of information

Total participants/respondents for the interviews, online survey and FGDs

• There was a total of 39 individuals/respondents.

• Interviews were conducted from April 28 to May 16, 2014. There were 8 total KII interviews.

• The online survey was made accessible from May 1 to 15, 2014 (15 days). There were 3 who responded.

• Focus Group Discussions (FGDs) were done with the Coastal Marine Division (CMD) staff and five inter-LGU alliances, comprising a total of 28 individuals.

• Table 1 shows the target and actual target participants for the interview,FGD and the online survey. Those marked with a “square” were respondents for the online survey who were invited but did not do the survey.

Limitations

• The study was intended to have a balance between quantitative and qualitative results for social marketing participants, key active members of the NCCC Secretariat/TWG, and former staff of the CMD. There was to be an interview of 1 site each where social marketing was deemed most and least successful, however, to maximize site visit expenses, several other alliances were interviewed through the conduct of an FGD. For Conservation Fellows, there was lack of availability of email addresses provided and low actual response rate.

• The basis of findings is largely qualitative.

• Online survey responses among key active members were low to none.

8

Table 1. List of individuals and organizations for KII, FGD and Online Survey

Participants DENR-BMB CMD

DA-BFAR

Dir. Theresa Mundia S.Lim Mr. Carlo Custodio Mr. Jacob Meimban Ms. Angelita P. Meniado Ms. Lynette Laroya Mr. John Erick Avelino Ms. Criselda Castor Ms. Imee S. Hacla Ms. Lisette P. Perlado Mr. Bartolome L. Brion, Jr. Mr. Mark Pacaliaga Ms. Jessica Munoz

NEDA

Mr. Nheden Amiel Same

WWF RARE CI PALMDEVC Alliance

ALFARMDC

Cadiz CAO

CENECCORD

Sagay GIZ

Conservation Fellows

Position

Name

Ms. Luz Baskinas Ms. Rocky Tirona Enrique Nunez Kristofer L. Biton Mr. Lucio Sumaling Mr. Melacio A. Bruyoc Mr. Epropio S. Amin, Jr. Mr. Marlou H. Paw Ms. Margie P. Amolo Ms. Erma K. Cailitan Ms. Maria Elena L. Basong Ms. Rocel B. Celeste Ms. Bernadette C. Ogaro Ms. Ofelia L. Bernadas Ms. Lucia Z. Oronos Ms. Veronica V. Abreta Ms. Candelaria G Razonable Ms. Jocelyn M Say Ms. Donnabel A. Montoya Mr. Jennifer J. De La Llave Ms. Lea D. Bimbao Ms. Mayrenee g. Gareza Mr. Jose J. Quiteo Ms. Marilou R. Penafiel Ms. Helen A. Cutillar Ms. Reman B. Gallego Mr. Patrick Schwab Ms. Donie Fabuna Dr. Ari Barcelona Mr. Arnold Gaviola Catherine Demesa Renante Cempron Jovenal Edquilag

Director Former Asst.Director Former Asst.Director OIC-Division Chief Former Staff CMD Technical Coordinator PEO II PEO II PEO II PEO III IRA II Program Director Project Management Office Supervising Economic Development Specialist-Agriculture Staff VP for Project Development Country Senior Director

KII

FGD

x x o o o x

Online Survey

x

o o x x o

AC, LGU San Juan AT, LGU Silago MAO, LGU Anahawan -AT, LGU Hinunangan AT, LGU San Juan OIC-MA, LGU St. Bernard MA, LGU San Juan AT, LGU Hinundayan AT, OPA ACC,OPA AT. OPA HMT, OPA Supervisor, Aquaculturist Agriculturist II Clerk III PENRO, Maasin City MAO MAO LGU Pontevedra TIBSOC, SE Executive Director Info & Tourism Officer LGU Sagay Museo Sang Bata sa Negros GIZ GIZ GIZ PENRO, Maasin City

x

x

x

x

x x x x x x x o

Actual Total

8

6

3

9

Analysis of findings

1

Review of Project Management/Steering/Cooperation/M&E

2

Review of Goal 1 capacity-building activities

3

Review of Goals 3, 4 Rare components

1

“Product”/ Strategy

2

Processes (implementation)

3

“Performance”/ Specific accomplishments vis-à-vis Project goals

PART

Sections of the report

PART

PART

STEP

How content was analyzed per section

STEP

Lessons Learned Paper For ACCCoast Project STEP

the Project. An effective results story explains how interventions helped to enhance one or more

and intermediate capacity-building outcomes

characteristics within these institutional capacity areas to remove or minimize the identified challenge(s).

Components of a Capacity Development Mapping/Story

Mapping of the capacity-building “story” to trace results Development Goal Institutional Capacity Areas (these serve as the change objectives)

Change Agents

A beneficiary-centered statement of the desired high-level outcome(s) that articulates what benefits are targeted and for whom The most common challenges to the achievement of the development goal fall into one of three areas: • Strength of stakeholder ownership: Low or divergent priority is attached to the development goal by key stakeholders. Assess information dissemination, consultation and stakeholder participation in design and evolving stages.

• Efficiency of policy instruments: There are deficiencies in the policy instruments guiding pursuit of the development goal by different stakeholders • Effectiveness of organizational arrangements: Organizations charged with the achievement of the development goal have weak performance The critical individuals or groups who could play effective roles in managing or initiating the needed changes

Intermediate Capacity Outcomes

An improvement in the ability or disposition of the local change agents to take actions that will effect institutional changes toward the development goal. There are six standard types of ICOs: • Raised awareness • Enhanced knowledge or skills • Improved consensus and teamwork • Strengthened coalitions • Enhanced networks • New implementation know-how

Capacity Development Interventions

The knowledge services provided to address priority reforms and achieve the targeted changes in the institutional constraints.

Interventions typically include a combination of learning programs, technical assistance, knowledge exchange experiences or other services and resources.

Belowfor aredetermining some examples of capacity development outcomes that can be further developed or The checklist used institutional capacity areas and Intermediate Capacity Outcomes is refined according to the discussions with the Client. in Annex F. Examples of attributes that will be assigned for intermediate capacity outcomes

10

Type of Intermediate Capacity Outcomes Raised awareness

Specific attributes to measure

  

Attitude Understanding Confidence

Objective of the study The “Protection and Rehabilitation of Coastal Ecosystems for an Improved Climate Change Adaptation in the Philippines as a Contribution to the Coral Triangle Initiative” (ACCCoast) is a project of the Deustche Gesellschaft für Internationale Zusammenarbeit (GIZ) and the Department of Environment and Natural Resources (DENR)-Biodiversity Management Bureau (BMB, formerly PAWB). It is funded by the German Federal Ministry of Environment, Nature Conservation, Building and Nuclear Safety (BMU) under the framework of its International Climate Protection Initiative. The project implementation is from January 2011 till June 2014.

This lessons learned paper is focused on looking into the capacity-building activities of the Project, pertaining to three of the six goals of the Project namely: • Goal 1: Improved DENR PAWB Coastal and Marine Management Office (CMMO, now the Coastal and Marine Division or CMD) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI) • Goal 3: Raised community awareness through social marketing to engage communities in the management of MPAs (Rare Component) • Goal 4: Capacity-building through strengthening of MPA governance and development of adaptive management systems (Rare Component) The Project’s main partners in relation to these goals are the DENR-BMB through its Coastal Management Division and Rare, a US-based conservation NGO.

Defining capacity development GIZ’s thrust of work is in development cooperation. German development cooperation bases its capacity development in three levels: people, organizations and society. GIZ upholds five success factors in its capacity development principle, namely: Strategy, Cooperation, Steering Structure, Processes, Learning and Innovation. This paper aims to look into these factors in the description of strategy, processes and results of the Project’s capacity-building activities from the aforementioned goals to derive lessons learned from the implementation of these. In simple terms, the focus is on change or effects, and capacity development as a process of empowerment. It is about noting the complex learning, adaptation and attitudinal changes at the individual, group and organizational/institutional levels and determining the extent of progress multiple actors tried, to come up with some measure of agreement on shared values, frameworks for action and interpretation. And in doing so, it can be found if new responsibilities and adopting new ways of looking at things happened or not.

It has to be mentioned that the ‘softer’ issues of capacity development- motivation, fear, commitment, legitimacy, identity, hope are difficult to manage and let alone measure, and conventional monitoring and evaluation systems regularly fail to capture the various dimensions of capacity-building to learn which strategies/processes/methodologies, under which circumstances, are best suited to achieve the desired result and systematically characterise the lessons learned.

11

Context In order to gain better understanding of the capacity-building activities of ACCCoast for the aforementioned goals, the following are described to grasp the context in which policies the Project is anchored on and what institutional environment it existed and evolved with from its first initial planning workshop with DENR and towards its implementation from 2011 to the present (May 2014).

The Coral Triangle Initiative Overfishing, destructive fishing practices, pollution and the effects of climate change have contributed to the destruction of the diversity of species that thrive in the Coral Triangle, one of the most biodiverse environments in the world and an area with 647 million hectares of land and sea located within the territories of Indonesia, Malaysia, the Philippines, Papua New Guinea, Solomon Islands and Timor-Leste. Hence, the Coral Triangle Initiative on Coral Reefs, Fisheries and Food Security (CTI-CFF) was formed in 2007 to address threats to the coastal and marine resources within. The governments of these six countries, coined as CT6, formalized both a regional plan of action (RPoA) and each member country announced its national efforts and initiatives that would lead to the attainment of RPoA goals.

In 2009, Executive Order (EO) 797 was issued, affirming the Philippines’ commitment to work harmoniously with the other CT5 countries in achieving the CTI Regional Plan of Action. The EO officially adopted a National Plan of Action (NPoA) and recognized its complementarity to the Philippines’ commitments to international conventions. It mandated the DENR and the Department of Agriculture (DA) to coordinate the implementation of the NPoA and serve as the focal point of contact for the regional and national CTI processes.

EO 797 tasks the DENR-Protected Areas and Wildlife Bureau (PAWB) and DA-Bureau of Fisheries and Aquatic Resources (BFAR) to establish a Joint NCCC Secretariat with full-time representatives from the Department of Foreign Affairs (DFA), Department of Finance (DoF), National Economic and Development Authority (NEDA), the non-governmental organizations, the academic institutions and the business sector.

The EO also specifies (Section 1) that the NPoA “shall serve as the primary framework for the development and implementation of all related plans and programs of marine and coastal management in the country.”

The other provisions also states that the NPoA’s priority actions be integrated into both national and local plans and programs using an Integrated Coastal Management (ICM) approach.

The capacity-building activities initiated by ACCCoast is anchored on a cross-cutting component of the CTICFF National Plan of Action (NPoA), capacity-building, wherein in it aims to contribute in addressing the need to build in-country skills and expertise on coastal and marine resources management. Specifically, in strengthening institutional and human capacity to conduct natural and social research; develop capacity in implementing existing laws; and build capacity in managing MPAs and seascapes. It aims to complement and contribute to the other governments, development agencies, scientific institutions, local and international NGOs in the Philippines initiatives and efforts in working to achieve the goals of the CTI-CFF National Plan of Action and the achievement of the priority goals as the contribution to the overall Coral Triangle Initiative, by focusing on three of the six priority goals, namely: Marine Protected Areas, Threatened Species and Climate Change Adaptation (CCA).

At the local level, ACCCoast has provided support by catalyzing local people, selected practitioners and organizations to build the skills and abilities of local MPA managers for them to effectively and sustainably manage their coastal and marine resources.

12

Facilitating factors for the capacity-building activities The following facilitating factors were derived and gathered based from the report “Facilitating the Process of Establishing the CMMO (Coastal and Marine Management Office) as a Competence Centre in the Coastal and Marine Sector (Esguerra et al.) of the Project”. Positive change in institutional arrangements in the coastal and marine sector, mandated roles of the CMD across several policies that puts the Division in a unique leadership role in the coastal and marine sector; and plentiful efforts of local initiatives of various groups on sustainable development of coastal and marine resources despite the lack of a national framework and weak support from national government in the past are the key facilitating factors for the Project’s capacity-building goals.

Positive change in institutional arrangements in the coastal and marine sector Below are key past and most current institutional arrangements that created an enabling environment for the Project: • The Integrated Coastal Management (ICM) was formally adopted as a national strategy in 2006. An Executive Order with the imprimatur of the President enunciated a unified and cogent approach by which central government was to have a proactive role in the sector, i.e., one that supports local actors (Civil Society Organizations (CSOs), Local Government Units (LGUs), organized communities, etc.) which had been the main agents of sustainable development in marine protected area (MPA) management and governance.

• The DENR transferred the CMMO from the Office of the Secretary to the PAWB in 2008. This signalled the start of a transition from a purely ad hoc unit to one with a solid institutional base. Since its creation, the CMMO being at the Office of the Secretary had direct access to the top policy maker in the environment sector with control over all operating units of the DENR. • The national government scaled-up Sustainable Coral Reef Ecosystem Management Project (SCREMP) in 2013. Program-based budgeting approach of national government enabled the DENR to obtain increased budget allocation for environment projects, including SCREMP. This presents an important opportunity for the DENR to demonstrate the positive impact of ICM in improving conditions in local communities and build up the profile of the agency as a service provider in marine protected areas.

• The approval by the Department of Budget and Management of the DENR rationalization plan in 2014 firmly instituted CMMO as a division within the PAWB, renamed Coastal Management Division (CMD) under the Biodiversity Management Bureau (BMB) Leadership advantages of CMD’s mandated roles The following are the three major roles recognized by ACCCoast and of which the Project wanted to capitalize on, because these roles put CMD in the unique position to interact with multi-level stakeholders giving it greatest access to information, opportunities and developments relevant to the sector.

• As provider of secretariat support to the Philippine National CTI-CFF Coordinating Committee (NCCC), as stipulated within Executive Order 797, provides CMD access to a high level policy making platform and can influence its agenda. Based on research and documented experiences, CMD can bring up policy questions and emerging National Plan of Action (NPoA) concerns and guide the resolution of these.

• As responsible agency to implement and monitor progress of the National Integrated Coastal Management Programme (NICMP), as stipulated under Executive Order 533, CMD can strengthen its partnership with the Department of Interior and Local Government (DILG) to push for greater support from the LGUs for coastal management. By disseminating useful scientific information and incentives to the LGUs, CMD and Department of Interior and Local Government (DILG) can create a significant network of allies to effectively conserve coastal and marine resources nationwide.

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• As implementer of the Sustainable Coral Reef Ecosystem Management Program (SCREMP), stipulated under DENR Department Order (DAO No.2013-12), CMD has the opportunity to gain valuable experience and to pilot innovations that will boost its standing and credibility in the sector.

Plentiful pockets of successes and local efforts on advancing local MPA governance Before ACCCoast, the coastal and marine sector already has many worthwhile initiatives taking place in particular sites. Notably, a number of coastal local government units have established marine sanctuaries to protect coral reefs and arrest dwindling fish catch. Reputable academic institutions, community based organizations and international agencies continue to have on-going projects to conserve marine resources in key biodiversity areas (KBAs). The BMB has declared some areas as marine protected areas under the National Integrated Protected Areas System (NIPAS).

The “Added-Value” of ACCCoast In a technical cooperation setting, the end and ultimate beneficiary is the national government partner, and in the case of ACCCoast, it is the DENR-Biodiversity Management Bureau and its Coastal and Marine Division. The science, the strength of local initiatives, the policies were already conducive factors before the entry of the Project, what can be termed as the “added-value” of ACCCoast, according to the Director of the Biodiversity Management Bureau, Ms. Mundita S. Lim, are the following: Linking policy and practice closer together. Pockets of success initiatives on MPA management from the project supported sites were able to understand better how to utilize scientific methods, some of which were already known to the communities while some were new. Their experiences with being equipped with the skills and tools serve as basis to review or amend policies to check the level of practicality of national government policies. In addition, the ACCCoast helped communities understand and develop ownership over these learnings and address perceptions that such initiatives are only government-driven.

“Local MPA managers will be able to see that they have established an MPA because they have made scientific studies, though when you take their learnings in one area, one may need other type of studies for another area. What is important is the learning from this, that they become more effective in managing the MPA because they are able to link policy with the science. It is always useful to use science, especially if there are political considerations or issues that crop up. Although there are certain cases, where the science cannot catch up, then you need to take on a precautionary approach, where perhaps social marketing can be utilized.”

Complementing existing and broader goals of the government rather than having a new or independent goals of their own. Dir. Lim cited that the predecessor of the project was another GIZ project, titled ACCBio, wherein the project recognized that it must anchor its project goals to the national government’s programs and align their project goals with the national priorities.

“When we started discussing ACCCoast we already had directions in place that allowed us to channel the Project support to create a bigger impact. And then use that budget also to leverage for bigger support from other sources, from the national budget. A specific example is the support for the Tubbataha Project to formulate the Implementing Rules and Regulations (IRR) for the Tubbataha Reef, without it, we wouldn’t have been able to conduct all the consultations. It’s a contribution of the Project to just one component to [strengthen] the management of Tubbataha. Yet, this process is important for any community-based and Protected Areas-based support. It enabled us to accomplish this step and finalize the IRR and use this to gain support elsewhere.”

Strengthening the Coastal and Marine Division came at the right time as DENR is building up its coastal and marine mandate “Before, the accountability was based on a task, mainly on events and everybody reported to the Director of the CMD. With this structure now [ICM and Coral Reef assigned groups], each staff is able to see what and where their work is anchored on and what is the bigger goal. At this point, the changes are yet to be seen. We are still transitioning and we still don’t have the staff. But through the exercises that were undertaken with the Project, we were able to recognize who among the staff, can be absorbed under the new Division. We are still waiting for the approval, the staffing pattern, to boost the capacity for the Division.”

14

Capacity-building objectives mapping of the ACCCoast Project Goals (1-5) Build in-country expertise on coastal and marine resources management

Strengthen institutional and human capacity to conduct natural and social research to improve governance of Marine Protected Areas for increased climate change adaptation and conservation of biodiversity in the Philippines

Build local managers’ capacity in managing MPAs and seascapes

Improved DENR PAWB Coastal and Marine Management Office (CMMO, now the Coastal and Marine Division or CMD) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

Develop capacity in operationalizing existing laws

Develop capacity in implementing existing laws and (i.e., R.A. 8550, EO 797, EO 533)

+

Policy

+

Science

Practices

MPAs are recognized as focal area for management and science to reduce stressors, monitor conditions and trends and engage the public Develop/ alignment of new strategies and models with existing policies

Conducting studies and submitting position and recommendations

MPAs distinct advantage in addressing climate change impacts is recognized

Strategic science

Applied Science Conduct of biophysical studies Participatory Coastal Resources Assessment

Social Marketing Conduct and trainings on Vulnerability Assessments

MPA/ICM sites profiling Gathering and evaluation of learnings and best practices for policy work

ICM database MPA database Mangrove maps Central database of fishponds

Testing Larval Connectivity and Resilience within MPA Networks in the Central Philippines

Establish most effective methods for pond-mangrove reversion Thermal ecology and biogeography of climate change risk in intertidal invertebrate species used in subsistence fisheries

MPA sites monitoring: Use of the METT and MPA MEAT Tool Establishing baselines

Capacity-building objective

Regular tasks of the DENR-BMB-CMD

ACCCoast interventions

15

Project steering overview Before the capacity-building interventions are discussed in detail, this consultancy also opted to gain understanding of the overall Project Management to gain overview of who are the key actors “driving” the Project and how are the Project goals (1,2,3,4,5) interrelated. In doing so, a few insights and lessons from project steering, monitoring and evaluation and cooperation were obtained.

Proposed Management Structure for the ACCCoast Project Steering Committee

(Either via NCI-TWG for Costal Ecosystems/ Climate Change or CTI National Coordinating Committee)

GIZ

DENRPAWB Director

MERF Rare

PAWB/ CMMO Regional Directors

DENRFASPO

Steering Committee NCCC DENR

Co-Chair

DA-BFAR

NEDA

DoF/ DFA

Academe

CSOs

DILG

DAR

CCC

HLURB

DSWD

Private Sector

PAWZCMS Source: February 15-16, 2011: Planning Workshop for the DENR-PAWB - GIZ Partnership Project: Protection and Rehabilitation of Coastal Ecosystems for an Improved Climate Change Adaptation in the Philippines as a Contribution to the Coral Triangle Initiative (ACCCoast)

LGUs & Communities

Donors

Planned structure The figure above shows the intended project steering structure for the ACCCoast, during the Project Planning Workshop held in 2011 with the key project partners. During the first two years of the project, there was a Technical Working Group (TWG) planned composed of representatives from PAWB (now BMB), Rare, BFAR, and the academe.

At the Project Management level, there were three main representations planned: Rare, MERF, GIZ to link with DENR.

Monitoring and Evaluation Review of the project progress. According to ACCCoast, they had initially drafted a Results-Based Monitoring (RBM) for the Project but this did not push through. As Ms. Dolores Fabunan, Senior Advisor - ACCCoast recalled: “We tried to redo that, using the project offer. We use a Project Monitoring Matrix, details there are all within [what is mentioned in the] Project offer. In reviewing progress, we look at the six goals, but not into detail. DENR would know we are on track but not in detail, just the milestones. It cannot really be called a logframe, its really more how we work together and there are tasks, related to more tasks. We only follow what you’ve seen from the first Planning Workshop in Tagaytay. Its really more activity-based, summary will

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be arranged by indicator already.” Mr. Schwab added: “For the BMU report, that is where the team went into detail, used the existing monitoring matrix,that is when we got very detailed. We used our own M&E once in awhile, so its a little unorthodox, but this way, it left us with some flexibility.”

Monitoring of project results of Rare-led components. When the ACCCoast was asked about how it monitors results from the Rare components, Ms. Fabunan replied: “Rare has their own logframe, however when we met, we detailed this further into a Plan of Operations, and developed it together.”

This consultancy has reviewed the Progress Reports for Goals 3,4 submitted by Rare in a bi-annual basis from 2011 to 2014. Ms. Rocky Tirona of Rare describes the sharing of information with the Project: “We shared all the data, where they could, they would incorporate it to a larger purpose, like the State of the Coasts Report. The data we gathered, we gave to GIZ and also to MERF.” The “Results-based Management Matrix-Checklist” of ACCCoast (depicting only Goals 1,3,4) and Rare’s logframe for Goals 3 and 4 are shown in Tables 2 and 3, respectively.

Communication Feed backing mechanism with DENR. Dir. Lim stated that before, coastal projects are on their own, being implemented independently, and sometimes there are disjoints between what the national directions aims to achieve and what the actual efforts at the local level.

“They will implement only what they think are needed in their community, and while we, at the national, issue policies [that are much broader] to achieve sustainable management of coastal resources.”

The feed backing mechanism the project did was found to be useful. The project coordinated with both partners from the national government, the DENR-BMB-CMD, and the local communities and in doing so, has contributed in minimizing the disjoints and enhancing the link between what the coastal and marine resources-related policies want and how these policies can be realistically implemented at the local level.

At the national level, the project experiences are shared and the degree of practicality of CCA, MPA, CTIrelated policies has been fedback by the project with DENR-PAWB to enable the national level to gauge the adaptability of these policies and make them more flexible. At the local level, the partners gain more recognition of these policies and increased their understanding why these policies are important for their community.

Feed backing mechanism between Rare-GIZ to DENR. When asked about how Rare and DENR interacted, and how the results were shared to the lead national government partner, Rare replied: “We suppose that these [data/studies/information] are submitted eventually to DENR by GIZ. But we don’t know whose responsibility it is to do the follow through. After the planning meeting, the main communication between Rare and GIZ is just reporting, in the presentation and the close-out, and copies of the report. We have always worked at the local level, and partner one by one, we do want to get more involved in national policy only to an extent but our focus in on the ground. We leave it to GIZ, to weave such things at the policy level.”

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1

1

Goal/activity/sub-activity

Targets (2011-2014)

Improved governance of Marine Protected Areas for increased climate change adaptation and conservation of biodiversity in the Philippines

Totality of six goals. In particular, by 06/2014, enhanced biomass and biodiversity in selected MPAs are observed; there is increased catch-per-unit effort in the border zones of 70% of supported MPAs; and MPA governance would have improved in at least 70% of the supported community- and governmentled MPAs covering an area of more than 6,000 hectares.

Improved DENR PAWB Coastal and Marine Management Office (CMMO) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

By 12/2013, the DENR PAWB CMMO receives an increased recognition from its clients as national and regional (CTIrelated) competence centre for MPA governance compared to the 2011 base line (Client Satisfaction Survey).

1.1

Conduct initial Client Satisfaction Survey (CSS) on the DENR PAWB By 05/2011, at least 3 CSSs have been conducted in selected CMMO service delivery at the national, regional and provincial DENR CMMO at national, regional and provincial levels. levels.

1.2

Conduct institutional and capacity development-related training for DENR PAWB CMMO staff including regional CMMO and provincial CMM focal persons.

1.3

Support CTI National Plan of Action activities such as workshops, monitoring, capacity development, etc. (other than those covered

by Project Goal 2, no direct MPA support).

1.4.

Conduct final CSS on the DENR PAWB CMMO service delivery at the national, regional and provincial levels.

1.5

Develop a functional DENR/MPA information management information system.

1.6

Facilitate the process leading to the passage of the ICM bill and the MPA Policy review.

1.7

Provide technical assistance on the development of PAWB’s strategic communication plan.

1.8

Develop the Dalaw Turo Toolkit and collaborate on a CCA/MPA/ CTI-related play.

By 4/2014, the Dalaw-turo Toolkit has been developed; the Toolkit published and distributed; and concommitant play organised/staged by 06/2014.

Raised community awareness through social marketing to engage communities in the management of MPAs.

Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities/cities by 12/2013 (KAP survey in 2011 and 2013).

3.1

Conduct Pride Lite campaigns for community awareness on coastal biodiversity protection and climate change in at least 18 selected municipalities/cities.

By 12/2013, at least 18 LGU and NGA/Alliance partners have implemented a social marketing or community-based/LGU-led communication program/s as part of their climate change adaptation/MPA governance programs.

3.2

Compilation and analysis of related KAP surveys (12 CFs plus SM Lite)--raised to the national level, and published.

By 05/2014, a KP to this effect have been developed, published and distributed.

3.3

Provide Alumni Grants to Phils 1 and SM Lite partners to pursue further SM campaigns.

By 12/2013, appropriate MOAs have been signed and pertinent Plans adopted.

3.4

Provide technical assistance on the development of strategic communication plans and fund support to related proposals as well as CC- and CCA-related collaterals from partner LGUs and alliances.

3

4

By 05/2014, Institutional and organisational development studies have been completed, the CMMO strategic planning facilitated and at least one capacity development training course was conducted for DENR PAWB CMMO staff including Regional CMMO and Provincial CMM Focal Persons.

By 5/14, CSS similar to 1.1 have been conducted.

By 06/2014, at least one stakeholder consultation workshop has been conducted.

Capacity-building through strengthening of MPA governance and development of adaptive management systems.

4.1

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Sub-activity

Activity

Goal

Overall goal

Table 2. Results-based Monitoring Matrix Checklist: ACCCoast Project (Goals 1,3,4)

Development of a toolbox for replication at community-managed MPAs, which will include promotional materials, templates for community and LGU agreements, as well as a checklist and selfassessment tool.

By 12/2013, community attitudes and knowledge shift towards supporting MPAs and viewing them as assets for which significant pride is generated (KAP Survey in 2011 and 2013); by 12/2013, beneficiaries of PRIDE campaign have successfully applied their learned knowledge in at least 10 of the 12 supported partner LGUs (Project and media reports).

Table 3. Rare’s Logframe (Goals 3,4) OUTPUT 4 Capacity-building through strengthening of MPA governance and development of adaptive management systems (a Rare component) By 12/2013, community attitudes and knowledge shift towards supporting MPAs and viewing them as assets for which significant pride is generated (Knowledge, Attitudes, Practices (KAP) Survey in 2011 and 2013). By 12/2013, beneficiaries of PRIDE campaign have successfully applied their learned knowledge in at least 10 of the 12 supported partner LGUs (Project and media reports).

Short Term Impacts

1

At least 20 target communities have been involved (based on roles and responsibilities) in MPA governance and implementation. (up to March, 2013)

2

Conclusions to upscale Rare’s experience/ approach are available for other sites outside the core models focus areas of Rare

3

All campaign information and data, mascots and actual outputs of the 12 model showcase sites made available at www.Rareplanet.org to allow sharing and collaboration

4

At least 10 MPAs achieve level 3 using the MEAT / METT methodology and all data sets for MPA governance submitted to CMMO (March, 2013)

5

Generate significant media mileage for the project through a coordinated media targeted program to highlight the strength of MPAs in building up resilience to buffer climate change threats in communities

6

Significant Increase in enforcement efforts, arrests and enforcement in 12 model MPA showcase sites in the Philippines highlighting best practices for dissemination to the region (Up to March, 2013)

OUTPUT 3 Raised community awareness through social marketing to engage communities in the management of MPAs (a Rare component) Goal: Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities / cities by 12/2013 (KAP survey in 2011 and 2012 / 2013).

Short Term Impacts

1

At least 20 (12 Rare-led) target community MPA Management committees have a significantly increased level of understanding on the role of MPAs as an adaptive strategy in coastal biodiversity protection and CC (by Dec, 2012)

2

Social marketing impacts and lessons are documented and made available at national conference on Social Marketing for MPAs with documentation (Dec, 2012)

3

Conduct a series of “PRIDE light” workshops in strategic parts of the Philippines to share and disseminate key portions of the PRIDE methodology with at least 5 LGU networks / their representatives attending and conducting their own mini-campaigns and development of materials to target support of MPAs (March, 2013)

4

Plan, deliver and launch 12 major intensive 12 month long social marketing campaigns in the Philippines on MPAs. (September 2011 – September 2012)

5

Conduct baseline data on Knowledge, Attitudes and Practices before and after 12 campaigns with full data sets for 12 communities show statistically significant community support to MPAs in Knowledge, Attitudes, Interpersonal communication and Practices at the community level due to the campaigns. (March, 2011, March 2012)

6

Adopt three control sites to follow surveys in non intervention control sites to see difference between PRIDE and sites with no Pride interventions and follow KAP, Biophysical and MEAT / METT monitoring protocol. (March – June, 2011 – March – June 2012)

7

Conduct media campaigns in at least 30 target Municipalities with strategic national media interventions that highlight the role of MPAs and MPA alliances as a climate change adaptation strategy (up to March, 2013)

8

Plan, develop and conduct a Social Marketing workshop for Local Chief Executives in the Philippines, train and embed curriculum within the League of Municipalities of the Philippines to ensure ongoing dissemination of Social Marketing curriculum. (up to March, 2013)

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Cooperation between GIZ and Rare On doing a lighter version of the signature Pride Campaign. Rare communicated during the interview that when they agreed to work with GIZ, they discussed to do a lighter version, dubbed “Social Marketing Lite or SM Lite”. SM Lite will just be trainings and principles on social marketing, to enable them to develop their own social marketing campaigns. Ms. Tirona further described: “We knew we wouldn’t have the same impacts, because our 12 Conservation Fellows (Phils 1) are highly motivated (...) with dedicated Project managers to support them, and they would not get a Masters, if they don’t do the steps. With SM lite, we can provide remote mentoring, we can provide the SM lite tools. The expectations were set lower.”

On climate change and climate change adaptation knowledge inputs. According to Rare, SM Lite Program was designed with the assumption that all the “Barrier Removal” such as management effectiveness were already being done by ACCCoast.

“The inputs of understanding climate change for Philippines 1 and SM Lite, it’s a philosophical agreement.

For ACCCoast it’s a primary deliverable, but it’s a management point of view, yes the Management Committee needs to understand they are vulnerable to climate change. What are you going to tell the fisherman? You will tell them you are now more climate resilient? So for the fishers, you see, it’s more about the food in the stomach.”

Logistics. In relation to SM Lite, upon completion of the Program in GIZ selected sites, Ms. Tirona highlighted a coordination issue with GIZ: “Major areas of challenge with GIZ, was coordination and who is the point of contact in each site. From Rare, we just know that we would run the workshops. But the logistics is GIZ. ACCCoast expected we would do more direct follow-ups, there were some instances there were finger pointing who does what.”

Blending of ecological and climate change knowledge inputs and the social marketing approach of Rare Use of science. Rare, through its partnership with MERF-UPMSI stated that it used existing tools to conduct the biophysical studies alongside the social marketing baseline gathering method of Rare (pre KAP).

As elaborated further by Ms. Tirona: “For the biophysical, it’s setting up and talking to the community and explaining the results. For the KAP they [Conservation Fellows] train the enumerators, and get the data. For the biophysical results, these contributes to the planning of the campaign. Looking across all the results, biophysical and the MEAT, this was done early, they write the SMART objectives [for their Pride Campaign] and do their KAP. The biophysical [studies] are background information, whether you have fish or not. It’s like marketing you either know if your sales are up or not.”

Key challenges and how they were addressed Lack of a formal and regular Project Management “Body” Structure • Both the Project Steering Committee and the Technical Working Groups, had initial momentum to meet regularly at least four times annually, however these structures eventually were not sustained as planned by the third year of the Project due to the following circumstances.

• The One GIZ Steering and Reporting initiative from DENR in 2012, infused all GIZ projects to do reporting to DENR of all its project to the Executive Committee of DENR, with representatives from the Department’s concerned Bureaus.

In the level of how the One GIZ Steering affected the project, Mr. Patrick Schwab commented that:

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• “In my view, this was very inefficient, as there is not enough time allotted to every project to discuss issues and concerns. Thus, the Project defaulted to its TWG. Ideally, it is to meet four times to six times a year. We started thinking once a month, after two months, first of the year (annually). By the third year, we met only once. We had no steering committee, on the technical level, we had one or two.”

In the interview with Ms. Rocky Tirona, in their participation in the Project Steering Committee “We were not part of the Project Steering Committee. Even in our proposal, it was structured, the contact with GIZ, it’s clear which were led by Rare, the others are the project goals. They are independent from each other.”

•

Weak knowledge inputs in understanding climate change with Rare for Phils 1 and SM Lite. Ms. Tirona’s feedback was obtained on the pushing of climate change in the workshop modules: “I think we were addressing climate change, strengthening MPAs, as things progressed, are we going to say we delivered on the climate change adaptation for MPAs. MPA is a climate change mitigation tool, but its really different when you are doing marketing materials for the fishers, you need to simplify the message, talk to their heart and their stomach.”

As a catch-up measure to deepen climate change inputs, the SM Lite Program, an additional module was inserted by early 2014, after the realization of the Project that the inputs on climate change lagged behind the social marketing principles and tools in the workshop modules as well as the reawakening on the uncertainty climate change imbibes brought by the massive devastation Typhoon Yolanda in the Visayas in November 2013. This module was coined “The SM Lite Express” and was an added to the initial planned Program design.

•

Changes in DENR-BMB-CMD leadership. From 2011 to 2014, the Coastal and Marine Division has experienced three changes in leadership. Despite this, ACCCoast continued efforts to have constant communication and relationship building with each of the new Division Head whom they worked with.

How were these constraints addressed?

•

Utilization of bilateral meetings. Due to lack of a formal management structure, the ACCCoast Project worked to keep communication and cooperation levels through bilateral meetings with the Director of the BMB (then PAWB) and the CMD staff. Mr. Schwab adds: “We conducted bilateral meetings with the relevant decision makers in BMB and CMD staff, and this proved to be more efficient. It evolved and proved to be very effective.”

•

Open-line communication and continuous relationship-building with DENR. Ms. Dolores Fabunan notes: “There are always people involved. We can all think of technologies and innovation, but building relationship is another. When we came in, there was a set of people, then soon after a new set of people. Although as time passed, the relationship is closer, communication is more open, assistance is more open. They also have a lot of deliverables as DENR, that is why we have difficulties sometimes, which is understandable, as we are not the only project they have.”- Dolores Fabunan, ACCCoast Dir. Lim stated that having an open line communication with the Project advisers of ACCCoast helped her to keep abreast on the developments and issues between the Project and the point/lead person at CMD to coordinate with the Project, in addition from updates provided to her by the CMD. This ensures a check and balance on what issues to take on and what to address.

Other added observations In addition to differing management principles evident between Rare and ACCCoast in climate change and how it should be communicated in the local level, this consultancy also observed the following through the conduct of review of project documents, email correspondences between ACCCoast and Rare, and conduct

21

of in-depth interviews with both key project management from ACCCoast and Rare, the following are some observations related to monitoring methods and the documentation of experiences: • On the use of two different monitoring tools related to Rare goals. Although ACCCoast had expressed that having an activity-based monitoring offered flexibility operationally, this gave leeway to a jumble of information and data sets reported by Rare that are harder to categorize and structure into outputs and use-of-outputs to determine relationships and levelling up from inputs-outputsuse of outputs in order to report robust impacts in the real sense of a Results-based Management system. The differences in definitions were also noticeable, for example, Project monitoring classified as “Goals” are classified as “Outcomes” by Rare, and Rare’s classification and listing of “Short-term Impacts” is a mixture of inputs-outputs-use of outputs with no clear structuring to meet the Project’s “Targets”.

• Many template-based documents from Rare, mainly for Rare’s purposes. It was found, during the period of this consultancies’ data gathering period, that Rare housed many project documents and the “more-detailed” project outputs such as biophysical studies and analyses, MPA management plans, personal reports (from both Rare and GIZ sites Pride and SM Lite participants), were internally with Rare, tucked away as annexes in Half-Year Progress Reports or referred to be available in their website (e.g., MPA Management Plans of Phils 1). From a project monitoring perspective, this makes it harder to consolidate overall project progress and learnings related, mine and distinguish facts and figures necessary for monitoring and evaluation of effects beyond output level throughout the project implementation.

• It is not clear, if Rare and GIZ levelled off on how documentation of experiences on social marketing would be produced.

• In addition, the many documentation of workshops and conduct of trainings for both the Pride and SM Lite sites differed in formats as well as substance; many lacked the important Annexes of obtaining the “how-to” level of description of the scientific tools and methods for which the trainings were being conducted for (e.g., Vulnerability Assessments tools) and what were the reflections of the participants during the trainings. These type of documents are necessary as supporting documents for replication or upscaling purposes. Although these were eventually submitted as annexes in progress reports, having had these earlier, would have enabled the project to strategically document lessons learned efficiently and timely to serve steering improvements for implementation and the potential end purpose of replicating or evaluating social marketing’s experiences for upscalibility.

• Lack of a clear documentation (e.g., Minutes of Meeting) of how to handle the climate change adaptation content in the Phils 1 implementation and SM Lite workshops and what are the division of tasks between Rare and GIZ. The only documentation that were found is that there is agreement in costs and budget for SM Lite roll-out, but no discussions on how to proceed with regards to imparting climate change inputs relevant to local planners or local MPA managers.

In relation to the inter-linking of Project outputs among the CMD staff: • Lack of a common strategic documentation (i.e., consultancy reports, training workshops on scientific tools) and a shared document depository system for the Project to prepare for upscaling.

Outputs from consultancies were housed per Project advisor managing the respective Project Goal.

The Project did not have a single depository system, to track evolution of interventions that supports the monitoring and evaluation reporting system project-wide, so that lessons and emerging trends from implementation are obtained, consolidated, linked together and fed back to the implementing levels for steering purposes and possibly prepared or considered to be re-packaged towards a more friendly format for replication and upscaling purposes suited for national government decisionmakers and implementers.

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• Lack of project-wide meetings with the CMD staff. As the Project had several goals, different advisors were assigned to each. In a project-division-of-expertise angle this is the usual practice, however, it was noticeable during the interview with CMD staff that they were not able to link across their work outputs for ACCCoast with other staff members working on the other components of ACCCoast (e.g., ICM Profiling Tool with the NCCC support staff). No project-wide meetings, except for the website, was recalled by any of the CMD staff.

Goal 1:

Improved DENR PAWB Coastal and Marine Management Office (CMMO, now the Coastal and Marine Division or CMD) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

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Goal 1:

Improved DENR PAWB Coastal and Marine Management Office (CMMO, now the Coastal and Marine Division or CMD) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

Strategy Scope of the capacity-building approach for the CMD Conduct of Institutional/Organizational Development studies Organizational development through the conduct of studies was intended to provide CMD performance and capacity review lenses for it to know how it currently stands today in delivering its mandate (e.g., policy work, instituting guidelines for conservation, protection and development, and monitoring and evaluating practices in the local levels); what are the key functional/work elements it can invest in to become the go-to center for coastal and marine ecosystems; and what “roadmap” can it take in the following years to support the coastal and marine sector.

The process of undergoing an organizational/institutional development study consisted of three sets of consultancy work, wherein the following outputs were produced: • Client Satisfaction Surveys • Organizational Diagnosis Report • Training Needs Analysis • Study to Institute the CMD as a Competence Center • Two plans: Institutional Development Plan (done in 2012) and Strategic Plan 2013-2020 (done in 2013) • Assessment of the National CTI-Coordination Committee and the Implementation of the NPoA Institutional level: Build technical expertise in addressing high priority science needs High priority science needs for integrating sustainable fisheries, biodiversity, and climate change objectives of the CTI-CFF Philippines NPoA into local MPA management design include both applied and strategic science. Applied science refers to situations where the required methods and tools already exist, but field practitioners require assistance to apply them to local MPA management and network design; while strategic science refers to situations where new methods and tools are required or further tested to integrate multiple objectives into MPA management.

Data sets and information gathered from the field were to be housed in the CMD Central Office through the means of a database. The CMD has various project-based databases, and the Project aimed to steer the creation of a single database for both ICM and MPAs, in start-off selected sites through the use of a profiling with scoring tools and the MEAT tool. Capacity-building focused on improving technical expertise on how to proactively scope, determine, and consolidate the ecological level and status of the sites and respectively the level of the management effectiveness of ICM and MPA practices. The larger purpose of this exercise is to equip skills on how to manage knowledge gained and having data sets and information that are reliable and can be easily shared.

Sharing of what has been compiled and analysed from the Project experiences can feed into other purposes such as ammunition for DENR’s policy work for addressing gaps in coastal and marine policies, or adjusting

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the flexibility of these policies to make them more practical for field practitioners. In the context of ACCCoast, and address the apparent lack of a national consolidated and single database on the overall status of ICM, MPAs and mangroves. Thus, the ACCCoast worked to assist the CMD to harmonize their current project-based databases and the creation of a website to enhance information sharing on ICM, MPAs and mangroves and best practices gained by the Project.

In the area of strategic science, is the social marketing intervention coupled with the documentation of best practices from the small grants of Project Goal 2. It was also intended that climate and monitoring data from the local level be used and analyzed to look for correlations in key climate change sensitive areas; learnings in the conduct and application of Vulnerability Assessments (VAs) documented and if the results of the VAs formed the basis of/contributed influence to identifying climate change adaptation measures in the partner sites.

The following are the scientific partners tapped by the Project to provide technical assistance to address the high priority applied science needs by providing the assistance, advice and training needed to assist practitioners with/in localizing the CTI-CFF NPoA: • Social Marketing : Rare • Biophysical studies, MEAT analysis and Vulnerability Assessments cum Trainings: Marine Environment and Resources Foundation, Inc./ University of the Philippines-Marine Science Institute (MERF/ UPMSI) • MPA Governance and Management: Siliman University-Angelo King Center for Research and Environment (SUAKREM); Coastal Foundation and Education Foundation (CCEF); Tubbataha Management Office; Xavier University-Ateneo de Cagayan • Mangrove Conservation and Rehabilitation Initiative: Dr. Jurgenne Primavera of Zoological Society of London (ZSL); and the NGO for Fisheries Reform (NFR) • Biodiversity Research Projects: Diliman Science Research Foundation (DSRF), Marine Wildlife Watch of the Philippines (MWWP) Tapping science-based experts aimed to empower local MPA managers and partner sites to: • Have a good understanding of key biological, physical, socioeconomic, and cultural factors that need to be taken into account in MPA network design; • Using conservation planning methods and tools • Instilling monitoring, measuring success, and adaptive management to ensure MPA networks or MPA steering structure and their MPA management plans achieve their objectives Organizational level The national partner, DENR-BMB-Coastal and Marine Division, formerly Coastal and Marine Management Office, is a relatively “young“ and evolving Office. It was created in 2002 as the “interim administrative arrangement to ensure the efficiency and effectiveness of the DENR in the delivery of services (...) for coastal management” under the Office of the Secretary and until recently, the rationalization plan in 2014 firmly instituted CMMO as a division, now referred to as Coastal Management Division, within the BMB. DENR recognizes that its capacity to fulfil its coastal and marine mandate is still inadequate. The Project during its lifetime, experienced three leadership changes in the CMD. Given this, the capacitybuilding activities for the CMD also aimed to improve organizational and human resource level related to strengthening the Division’s ability to have strategies and awareness-raising of the human resources (the individuals) monitoring and evaluation skills, as well as to make them able to undertake their mandated duties by enhancing how to set and achieve objectives, solve problems, and perform functions sustainably.

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Processes This section will describe and summarize the processes involved in the conduct of two types of organizational studies in relation to the CMD: (1) Sets of studies directly related to CMD as an institution and organization, done by two consultants, and (2) the Assessment of the National CTI-Coordination and the Implementation of the National Plan of Action (NPoA).

Conduct of organizational development studies: CMD Receptivity of DENR-BMB to the conduct of the studies According to Director Mundita Lim, the studies were very timely as DENR is building their capacity for their coastal and marine mandate.

“Before the coastal and marine functions were lodged directly with the Office of the Secretary, eventually they wanted to mainstream it, and they thought that the best agency to mainstream the coastal and marine functions of the Department would be PAWB (at the time)/BMB. It was also timely because we were working on our Rationalization Plan. The implementation of the Rationalization Plan was facilitated only in the past two years. We wanted to find out the fate of our coastal and marine office, the Project provided us a lot of good insights.”

Who were involved In the process of implementing the interventions, the participation of the management and staff of BMBCMD, as well as their counterparts in the field offices was sought. Likewise, consultations and conduct of workshops were done by both of the consultants who did the sets of organizational development studies, the first set in 2012, and the other in 2013, with the heads and representatives of relevant organizations within the coastal and marine sector were conducted. This resulted to a set of recommendations for the CMD and two guiding “roadmaps” in the form of an Institutional Development Plan (2012) and a Strategic Development Plan (2013).

Why two sets of organizational development studies for the CMD The outputs produced by the first consultant, which were several (Client Satisfaction Survey, Institutional Diagnosis Study, Training Needs Analysis, Institutional Development Plan) were not accepted by DENRBMB-CMD due to the following reasons: • Lack of reflection of the institutional aspect of CMD’s work and recommendation primarily focused on the organizational level.

• Too comprehensive • Weak analysis and presentation of results Director Mundita Lim, states that: “We were very much involved in the process of these studies. The first set of studies, the results were too generic and we were not satisfied with the outputs, so we wanted more refined recommendations. There were a lot of consultations that were done, apparently what was lacking was the analysis, and were found to be generic so they were not taken into consideration. We had expressed this to the Project, that is why the second study took place.”

The second set of studies was done by Esguerra et al., which were found to be more useful and relevant by DENR-BMB-CMD, as described by Dir. Lim:

26

“The second study was more valuable. It gave me some important feedback on how to improve the structure and delivery of outcomes by CMD. The study provided me the information that the structure of the CMD was very lateral, there were no divisions of responsibilities, the setup was very centralized to the head of the unit. I had known these previously based from informal feedback but the study was able to organize it in a complete and concrete manner.”

To date, although no formal documentation of the acceptance of the report has been received by ACCCoast, actions have been taken based from the Esguerra et al. outputs. Dir. Lim stated that she has divided the CMD staff into two sections, one being assigned to ICM and another to Coral Reef roadmap. With this structure in place, Director Lim stated it enabled each staff to see what and where their work is anchored on, and what are the bigger goals.

According to ACCCoast, the success factor of the Esguerra et al. organizational studies were the consultant’s familiarity among the DENR-BMB-CMD staff and their knowledge of the internal dynamics in national government agencies. Methods applied were personal dialogues and consultations with key heads relevant to the study prior to the start of their consultancy to gauge and learn personal feedback on the first set of studies and what are their level of expectations for undergoing another organizational study.

From the staff of the CMD interviewed, they recalled their Strategic Development Plan being done in February 2013.

“We had to identify the indicators with the different regions, and have specific targets. After the workshop, we were informed that there would be successive interviews and collection of data. CMD shared documents, what are our project accomplishments and what are the projects we are working on at that time.”

Given that availability of staff was a consideration, and other events happening, the coordination with the second set of consultants was found to be productive and efficient.

NCCC organizational study: The Assessment of the National CTI-Coordination and the Implementation of the National Plan of Action (NPoA) Background on the participation of the ACCCoast Project in the NCCC Based from the review of the NCCC-Secretariat’s Minutes of Meeting, ACCCoast has been invited to join several meetings of the NCCC-TWG and NCCC-Secretariat since 2011 (Annex G). ACCCoast was most active in relation to providing BMUB-funding means and technical assistance for NCCC activities I the write-shops for the State of the Coast Report (2013), visibility related events such as the CTI Forum and CTI-CFF Roadshow, and the sharing of experiences from the field implementation of ACCCoasts for MPAs, Threatened Species and the MEAT Tool. ACCCoast is also part of the TWG for MPAs, CCA and Threatened Species.

How did the study came about The Study is initiated by the NCCC, through a Project Proposal titled:”Strengthening Coordination and Implementation Agreement for the Philippines- National Plan of Action for the Coral Triangle Initiative” submitted by WWF Philippines, who is among the NCCC’s most active INGO TWG member.

The main objective of the Project is to strengthen the implementation of the Philippines’ CTI-NPoA through development of an integrated framework that describes the four key roles of the NCCC, namely coordination, implementation arrangements and monitoring and evaluation mechanisms, as well as a framework for a financial architecture for the NPoA. The output aimed to help in the implementation of the NPoA and in devising a sustainability strategy, with the necessary additional specific interventions and identification of standards for next practice that will enable the NCCC to respond dynamically to new and developing challenges.

DENR-BMB provided 50% counterpart to the total cost of the consultancy.

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Who were involved The overall management of the consultancy was done by GIZ, DENR-BMB-CMD, and the NCCC. At least 18 Key Informant Interviews were done by the consultant among the key and active members of the NCCC Secretariat and TWG members.

Final outputs The consultancy was given to Prism Enterprise to conduct over a period of half a year. The key outputs were the final Assessment Report, policy brief and monthly progress updates. The final output was officially presented on March 2, 2014 attended mostly by DENR (Usec. Manuel D. Gerochi, BMB, EMB, Financial Management Service, Budget Division, FASPO, PAO, RTDs III and IV-A), DA-BFAR, DFA, NEDA, Conservation International, ADB-RETA and GIZ, Usec. Gerochi found the study timely, while BMBCMD commented that the assessment was fair and critical. Discussions further highlighted the need: on how to mainstream the NPoA at the local level, monitoring and inventory of what is going on in the coastal and marine sector, clarifications on the proposed organizational chart, how to make NCCC visible, and the need for funding.

Acceptance status of the outputs The Assessment Report was formally accepted by the NCCC through NCCC Resolution No.2014.1 (Annex H ) last April 3, 2014 and stipulated that it has “agreed to accept the assessment report, note the recommendations and initiate measures”. In addition to this, Director Lim added further insights on the study based from the interview with her on May 16, 2014: “ They presented the study and we have provided comments. We are yet to engage other agencies in support of the National Plan of Action. What I recall, is the recommendation of the consultant to have more budget for the CTI from DENR, but we need to further promote the study with other agencies. I think the realization of the goals of the NPoA-CTI, shouldn’t just come from DENR, there should be contribution from other national government agencies as they have other programs that can contribute to attainment of the CTI. Further discussions between DENR and BFAR will have to be done in terms of issuing joint policies. The next steps are doing advocacy with other sectors and develop further buy-in from other national government agencies.”

Further she stated: “The problem is that the CTI is not a separate program, it has to be seen that it is the primary framework and the other programs feed into CTI. By allocating separate funds for the implementation of the CTI, you start looking at it as a separate program. Where in fact, if you increase your budget for Ecosystem-based activities or if you increase the budget for MPAs, then you are already addressing CTI. There are goals under the CTI, which you can already address by adding budget in the regular programs of the Department.”

From the perspective of Ms. Luz Baskinas of WWF, a key proponent in the development of the study and its proposal, stated that the strengths of the Study were: the participation of key NCCC member institutions and that the financial and implementation arrangements were assessed. Weaknesses of the study included: limited recommendations with regards to monitoring and evaluation (M&E) recommendations and on linking NPoA with other national policies like Philippine Development Plan (PDP).

Enhancing data collection and monitoring skills on ICM, MPAs and mangroves through the development of profiling tools as data inputs to establish a single national database Background on the status of ICM Plans of coastal city/municipalities in the Philippines As a regular task to fulfil their mandate CMD helps the regions develop ICM plans through conduct of national workshops with the CMD Chiefs in the regions and maps are submitted to them are updated this process. According to Mr. Bartolome Brion, Jr. CMD’s Project Evaluation Officer (PEO III) of CMD, the official guidelines on how to do an ICM Plan is pending approval at the Office of the Secretary. Currently,

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Coastal Resources Management Plans (CRMP) are being assisted to integrate the scope of ICM. Out of a total of 825, only 200 coastal city/municipalities have ICM Plans and this effort took three years. Mr. Brion Jr. further stated: “We studied the CRM as the basis and integrated the upland ecosystem. What remains is the updating of their CRM Plans. What the LGUs find difficult to do are: considering the upland ecosystem, as they are already familiar with the coastal ecosystem, second is the doing the Vulnerability Assessment and climate change [adaptation aspect] and often they just ask if they could just stick with their CRM Plan as this is easier to do and not do an ICM Plan.”

Mr. Brion Jr. shared the guiding matrix used in the provision of technical assistance in ICM (Annex I ).

“This is what we use, it is not uploaded in our website. There are three process with unit of broad measurement and cost: (1) Resource Assessment (PhP150,000 per LGU); (2) Coastal Environment Profile and (3) third the ICM Plan. That’s it. If they want to adopt it, that is up to each LGU. It is slightly different from CFRM, but with ICM you take into consideration the ridge-to-reef approach, including the forests and watershed which need to be considered. What is more difficult also is that now we have SCREMP, so this has put aside the ICM Plan on the side. It would be best that the ICM Plan be prioritized but this is up to the management.”

With the intention of initiating a single national database for MPAs and ICMs in the country, the ACCCoast developed an ICM Profiling Tool, to systematically scope and collect data on ICM and MPA plans and scope the level of management effectiveness in the selected sites.

Mapping of mangrove pond-reversion areas According to the CMD staff tasked to work in relation to mangrove pond-reversion areas and the mapping of these, this was an initiative conducted primarily with the NGO for Fisheries Reform (NFR), supported

by CMD. Profiling of selected Provincial coastal management and MPAs using the ICM profiling Tool Given the on-going efforts by the CMD to help regions formulate ICM plans, ACCCoast executed this invention through a consultancy, to enhance CMD’s current data collection to be more systematic and used for planning and decision-making. The consultancy focused on two key result areas.

•

Assessment of the scope of ICM programs to determine the breadth and depth of ICM in the country and to help identify technical assistance and support programs to be developed/strengthened and/or sourced for the sites. It took a scoping of: 1) what programs/components are and are not implemented, and how well these are implemented (based on a prescribed tool), and (2) what sites are strong and what sites need assistance.

•

Data-gathering and data-banking which 1) tested tools and avenues of data-accessing, 2) identified data sources and data types usually available, 3) sampled a system of consolidation and data-banking, and 4) explored partnerships and mechanisms for data-sharing.

Outputs • A mapped database with accompanying tables of attributes using the indicators in the ICM profiling tool. The map and data show the municipal/city level ICM programs and initiatives as well as the provincial and regional statistics.

• MPA Listing with name, location, size, type, date established, management, Profiles and MPA rating of MPAs in ten (10) select provinces in the country using tools proposed by GIZ (MEAT and METT).

• Profiles and ICM rating of ICM programs and initiatives in 10 select provinces in the country using tools proposed by GIZ. Detailed Coastal Resource Management Initiatives in the Provinces

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of Cagayan, Quezon, Palawan, Sorsogon, Bohol, Eastern Samar, Davao Oriental, Surigao del Norte, Zamboanga Sibugay, and Zamboanga del Sur and in at least three select municipalities in each province (a total of 33 municipalities).

Methodology The results of the national ICM scoping (Output 1) were gleaned from the review of secondary literature and interviews with institutions and agencies implementing coastal resource programs and/or projects. In addition, the Scoping Checklist (Annex J), initially administered during the CTI provincial roadshow for Luzon participants, was sent out to provincial contacts throughout the country.

For Output 2, one of the members of the consultants’ team was assigned to focus on the collection and compilation of MPAs throughout the country. Sources were databases of various CRM projects and implementers themselves who were contacted and requested to provide lists and basic data on their MPAs. Basic information on MPA management was summarized using secondary information and existing databases by the Coastal Conservation and Education Foundation (CCEF), MPA Support Network (MSN), Integrated Coastal Resource Management Project (ICRMP), Environmental Government (EcoGov) and State of the Coasts reports. Additional information such as location, coordinates, legislation, management plans, and assessment results were gathered from the site visits.

Level of involvement of the CMD In the interviews with two of the CMD staff involved in the development of the database related to the ACCCoast and the ICM tool, Ms. Imee S. Hacla- PEO II and Ms. Lisette P. Perlado-PEO II, they recalled the consultancy as follows: “A set of consultants were hired and they went down to the sites, there were provinces profiled and selected MPAs. This effort builds on the NICMP Program and to complement PEMSEA data, wherein the ICM is the core framework.”

“The data collected by the consultants were not just the plans, but more to gauge and determine the level of ICM [implementation], and mechanisms for fisheries management, and measures they have on climate change adaptation, depending on the indicators. If these are reflected in their MPA management, and their supporting documents should show this, then the area is scored accordingly.”

They described the central office’s involvement for each of the phases of the consultancy: • Phase 1: Communication memo telling the field people to prepare their documents was sent. There were 33 provinces (58 municipalities) profiled. Phase 1 was primarily led by the consultants.

• Phase 2: Consultants asked [central/national office] the CMD to gather CMD Chiefs from different regions, so the consultants can share the outputs and results of Phase 1.

Feedback from the regions on the experience of data collection for MPA and ICM “From the regions, none were officially emailed. During the workshop in Cebu, presentation of the tool and results from Phase 1, the comments were that it is useful. The tool was modified, to be useful for the Phase 2, like in the checklist/questions asked during fieldwork.”

Feedback from the Central CMD staff on the ICM Profiling tool “PEMSEA has an ICM Scoping Tool [used for the NICMP of DENR]. If we compare it to the GIZ ICM Profiling Tool, theirs is more broad and is to be used/applied for PEMSEA selected sites. Together with the MERF-UPMSI, we noticed that it is like the GIZ ICM Profiling tool, but broader. We are using these tools, but we have not yet harmonized them.”

Status of database development The CMD staff interviewed cited that the outputs from the ICM Profiling are for the intention of developing

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a database. It was found during the FGD discussion that the CMD has several databases, each for serving the purpose of a particular project. They stated that before the ACCCoast Project, the method of databasing was the Municipal Coastal Database (MCD), to keep track of what is submitted from the regions, but the software for this is now is outdated and cannot be accessed anymore. Also, the PEMSEA project has an Information Management System (IMS), that uses a client-server interface, and is found by the CMD staff to be very broad compared to the MCD. There is a provision there to upload documents, for example like plans, but it is not yet updated to be website-based.

“We were capacitated to use it, and then now we are capacitating the region to use this. However, in the second half 2012, there was a move from the ACCCoast, given there are several databases [i.e., MCD, IMS, ACB] Mr. Andre [Uychiaoco] (Senior Advisor-ACCCoast) informed us that it would be good to come up with a simplified database depends on what we wanted to retain. He saw the IMS as so broad. At the time, it was not realized. With Mr. Andre, we even tried to work with DILG, who is using the “Good Housekeeping Tool for Good Governance.”

“Mr. Andre supported us to consider what are the relevant areas to score in relation to coastal and marine governance. We got involved in editing the tool, which is implemented every three years, we remember giving comments but if these inputs were incorporated eventually within the DILG tool, we don’t know, as this was carried, as we know by GIZ with DILG. Eventually, I think this effort just transitioned into us working on the ICM Tool, consolidating the outputs of using the tool (excel files, manually collected and filed) into a database and the development of the website where these can be depicted in a map.”

The website: For the Project or the CMO? The intended goal mentioned was for the ICM Profiling database be uploaded in the website. However, aside from having understanding of what can be put in the website, the FGD also relayed perspectives communicating CMD’s lack of sense of ownership over the website. Currently, the BMB website does contain information about CMD, but only the outlining of their mandates and none of their activities are posted; while ACCCoast has an allotted section in the website wherein project goals and activities are described.

Below are reflections of the CMD staff on the process and outcomes: “Supposedly, the website was for CMMO. It evolved to be a website of ACCCoast, it was explained instead that the engine/website can be re-used and be CMMO’s or for SCREMP. My understanding then was that it was supposed to be our website. I think the Project consultant had reservations on difficulties to make it a CMMO website so they made it to be the Project website so that it pushes through.”

“We were involved in the conceptualization and the Terms of Reference for the consultant. In terms of design, initially it was general, however when it was time to decide on what content to put, it became more managed by the ACCCoast Project and its staff. Our inputs would have been more relevant if it was for CMO and our purposes. The target of the output is different. When it was already constructed and finished, there was a presentation of it, and informed then that we can reuse it.”

“In terms of ownership, we take note that it will be ours eventually as explained by the consultants. However, there are other ways to come up with our website, without being limited with what was done for the ACCCoast.”

Status of adoption of initiatives “After the presentation of the outputs of Phase 2, the plan is to present the output to the Coastal and Marine Division Chiefs, and for them to define what the possible outputs are. This will take place perhaps sometime in June.”

“Personally, the NICMP can really focus on determining what the objectives of these tools are and what the official ICM tool is. In terms of learning, with regards to the GIZ ICM Profiling Tool, maybe we can consider adopting it for SCREMP, for monitoring.”

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To date, the CMD has not yet shared the next steps of who will continue the ICM Profiling Tool among the staff and how it will be coordinated at the CMD-national-regional level after the ACCCoast Project terminates. Director Lim, however, states that: “It is hoped that the CMD reconciles the tools from the different Projects, and mainstream this tool in the ground. They must consolidate their databases to have just one database for coastal and marine so that the information is at the tip of your fingers, and enable me to make decisions and for work planning. For example, the use a specific tool for each type of assessment, for coral reef or MPAs. There is data, we need maps, so we can make decisions.”

Support of the ACCCoast in CMD’s policy related work An institutional capacity area that ACCCoast aimed to enhance is the ability of the CMD to glean lessons, draw policy implications and consolidate field information to give government policy makers comprehensive and accurate information of the state of the coasts.

Passage of the pending ICM Bill During the FGD with some CMD staff, they reflected a general knowledge of the pending ICM Bill as it remains an Executive Order. One participant recalls having read the draft of the Bill. The GIS Specialist recalls that their Office is asked to comment on the bill, but none of the FGD participants recalled contributing a comment to the Bill. For those who has read it, the general agreement was: “The Bill is much like the EO 533. How is it different?”

Director Lim of the BMB, however offered several perspectives how to move along the ICM Bill by building wider support beyond just fisheries.

“ACCCoast has helped initiate support based from the small community interventions. There are pockets of success in terms of ICM planning at the local level, not everyone is applying it yet. ACCCoast contributed to these pocket of success but we need to build on these to nationalize the impact, “What we need are champions at the Senate. Our usual partners for the passage of the ICM Bill are from the fishery sector. Usually the senators will listen to points that would connect efforts of biodiversity conservation with food security and climate change resiliency. It would be useful to have a developmental NGO, not only the traditional environmental NGO, that sees the link to broader development goals and supports the cause by seeing the importance of the Bill for the ICM or the Bill for the MPA, this way. The fisherfolks must be able to lobby with the legislators on the importance of protecting coastal and marine resources for their livelihood. Another aspect is the integration of these concerns in the development plans of the local government, for example when they formulate their land use plans, they are able to integrate marine biodiversity conservations, then you are making an impact. Third is broadening the constituents, going beyond fisheries, we need to consider other development goals, like looking at other industries like tourism, and have supporters from these sectors.”

Reversion of Fishpond Leasing Agreements (FLAs) into mangroves According to the CMD staff tasked on support for mangrove rehabilitation and reversion of FLAs to mangroves: “Reversion of FLAs into mangroves, on the policy level it is still difficult, we need the data from BFAR for the FLAs, since we have the mandate for reversion. The initial plan was to have an JAO (Joint Administrative Order) with regards to cancellation and reversion. There were a series of meetings and writeshops however, both agencies found it difficult. So, BFAR issued a FAO, and with DENR the reversion DAO is still pending.

We are still planning on meeting again. We, as CMD, is pushing for the signing of the DAO. It has been reviewed on the policy level but will still have to go through the Provincial Technical Working Groups.”

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“We do not have any directive to the regions to use MEAT for MPAs, we only know that this is a tool used

by MSN for the MPA awards. For the SCREMP, this is the tool that will be used.

Other monitoring tools With regards to the status of adoption of a Vulnerability Assessment Tool and the MEAT and METT for NIPAS MPAs as the nationally adopted governance monitoring and main methodology for National Government assessments, Dir. Lim stated: Use of MEAT (local government) and METT (NIPAS) and Vulnerability Assessment “METT is endorsed as the assessment tool for NIPAS Areas. The MEAT is used for the MPA Awards and is not yet endorsed by the DENR. We would like to harmonize, elements of MEAT that can be put in the METT. I am still awaiting reports or recommendations from the CMD on the MEAT.” Vulnerability Assessment Tool “There has been VA used, for example the Verde Island Passage. There has been several, there has to be an administrative order, so it can be institutionalized and then we can monitor.”

Performance: Specific accomplishments Achievements related to Project Goal 1 Goal 1: Improved DENR PAWB Coastal and Marine Management Office (CMMO) capacity in support of MPA governance in the Philippines and in the implementation of the Philippine National Plan of Action of the Coral Triangle Initiative (CTI)

Target: By 12/2013, the DENR PAWB CMMO receives an increased recognition from its clients as national and regional (CTI-related) competence centre for MPA governance compared to the 2011 base line (Client Satisfaction Survey).

Positive receptiveness in the recommendations from the Organizational and Institutional Studies • Organizational and Institutional studies, including an initial CSS (2011) have been conducted for both the CMD and the CTI-NCC. The Assessment Report on the NCC was officially accepted for further review of the recommendations through NCCC-Resolution 2014-01. For the CMD, there is positive receptiveness on the part of the Director of BMB on the Esguera et al. study with some actions in organizational structuring already taken.

Enhanced skills on monitoring and evaluation and systematic thinking for program support and development for the coastal and marine projects of CMD • Development of the ICM Profiling tool and its roll-out in 31 provinces with regional CMD staff contributed to expediting the technical assistance to map ICM and MPA implementation in the local levels.

• The CMD-National decided that the use of the ICM profiling tool be continued for other regions and the consultants to work in coordination with CMD chiefs to learn the tool. The target for Phase 2 is: 31 Provinces, 58 municipalities. Out of the 31, 27 were profiled (54 out of 58 municipalities).

• Improved awareness and pro-activeness of CMD to review its several project-based databases and its possible development of a single database for ICM, MPAs and mangroves. Initial linking of the database to existing performance tools such that of DILG has started (i.e., Good Housekeeping Scoring Tool)

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• Assisted in the improved realization to link CMD projects to wider and higher development goals of the Philippine Development Plan, to enable it to access funds from the DBM or other sources.

Through project planning workshops with the CMD, the Sustainable Coral Reef Ecosystem Management Project (SCREMP) came to be developed in 2013. It was scaled-up using programbased budgeting approach of the national government that enabled the DENR to obtain increased budget allocation for environment projects, including SCREMP. This presents an important opportunity for the DENR to demonstrate the positive impact of ICM in improving conditions in local communities and build up the profile of the agency as a service provider in marine protected areas.

Strategic communication • Development of the Dalaw Turo Toolkit • Site visit exposure to Rare Pride Campaign sites as a general orientation on social marketing

Intermediate Capacity Outcomes There are several intermediate capacity outcomes that are not easily reflectable in the Project development goals, such as acquisition of new skills and enhanced understanding or awareness.

For Goal 1, the Intermediate Capacity Outcomes within the planned Institutional Capacity Areas (Strength of stakeholder ownership, efficiency of policy instruments and effectiveness of organizational arrangements are specifically defined in Table 4.

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Table 4. Intermediate Capacity Outcomes for Goal 1 of ACCCoast

35

Goals 3 & 4:

Raised community awareness through social marketing to engage communities in the management of MPAs (Rare Component) Capacity-building through strengthening of MPA governance and development of adaptive management systems (Rare Component)

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Goals 3 & 4:

Raised community awareness through social marketing to engage communities in the management of MPAs (Rare Component) Capacity-building through strengthening of MPA governance and development of adaptive management systems (Rare Component)

Overall strategy For the achievement of Goals 3 and 4 (and partly Goal 5) of the Project is through a grant agreement with Rare, a U.S-based Conservation NGO with 25 years of experience in the field of social marketing that has been conducted in more than 50 countries to date. Social marketing is the use of commercial marketing tactics, such as focus group discussions (FGDs), surveys, communication materials and events, to facilitate behaviour change or in effect to “sell” social change. Within this approach, Rare runs a signature method, Pride Campaigns, to inspire people to take pride in the species and habitats that make their community unique.

Scope of the capacity-building through Rare are: • Improve communities’ awareness on coastal biodiversity protection and climate change • Engage communities in the management of MPAs wherein community attitudes and knowledge shift towards supporting MPAs and viewing them as assets for which significant pride is generated • Strengthening of MPA governance and development of adaptive management systems • Beneficiaries of PRIDE campaign have successfully applied their learned knowledge It is worthy to note that the team up between Rare and a project (ACCCoast) and the implementation of Rare’s approach is the first in the Philippines. The Project’s overall strategy within the grant agreement is two-prong (Goal 3): (1) Rare is to implement their approach in 12 sites of their own selection and (2) Rare is also to implement a lighter version of their signature approach in additional 18 sites, where GIZ projects/ programs that have components of Integrated Coastal Management are present. Specifically these are in Regions 6, 8 and 10. The lighter version, envisioned by ACCCoast was intended to be more practical in terms of investment of budget and time for GIZ’s partner Local Government Units. The shared goal in both set of sites is to raise community awareness through social marketing and nurture this awareness towards engagement wherein there is a community sense of ownership and stewardship in sustaining their MPAs. For the Rare sites, the Pride Campaign took on an additional strategy aside from social marketing, which is strengthening governance and enforcement. MPA governance is strengthened through a series of trainings and workshops among local MPA managers on organizational development, and introduction to using management effectiveness assessment tools and science (i.e., biophysical studies, Vulnerability Assessments) to improve planning, enforcement, and monitoring and evaluation of the social, biological and socioeconomic factors affecting their MPAs. For the GIZ sites (Regions 6, 8 and 10), Rare was to complement the Environment and Rural Development Program’s Integrated and Coastal Management Component’s main strategy called “Sustainable Coastal Resources for the Philippines” (SCORE) whose main goal is to contribute to sustainable development by improving the governance of coastal areas through enhancing the coastal resources management planning and its integration into the Comprehensive Land Use Plan in order to create a comprehensive ICM programs for the their local government partners. MPA managers in the GIZ sites worked through an inter-LGU alliance strategy, and their coastal resources management plans are guided by GIZ to utilize vulnerability assessment tools for coastal ecosystems, critical habitat and biodiversity assessments.

The location of each set of sites are shown:

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1 Alliance, 4 LGUs in Antique, Panay: CAMCRAME

4 Alliances, 21 LGUs in Negros Occ.: Northern Negros Aquatic Resources Management Council (NNARMAC) Central Negros Council for Coastal Resources Development (CENECCORD) Kabankalan-Himamaylan-Ilog Integrated Coastal Area Management Council (KAHIL-ICAMC) Southern Negros Coastal Development Management Council (SNCDMC)

A7 Alliance Eastern Samar

11 LGUs in Leyte Gulf: Alliance of Fisheries and Aquatic Resources Management Development Council (ALFARMDC)

12 LGUs in Northern Mindanao: Macajalar Bay Development Alliance (MBDA) with Xavier University

7 LGUs in Southern Leyte Pacific Alliance of LGUs for Marine Development Council (PALMDevC) 2.1. Survey Sites

Sites were established in 15 different sites across the country and monitored after one year (Error!

Reference source not found., Table 2. 1). Twelve of the 15 sites were RARE sites while the remaining 3 (Sorsogon, Camotes and Mati) were control sites.

AGCA Integrated Marine and Coastal Wetland Sanctuary TINAMBAC, CAMARINES SUR

Uson Buang Ponco-Bonga Fish Sanctuary and Marine Reserve BACACAY, ALBAY

Bagacay Marine Protected Area GUBAT, SORSOGON*

Santiago Marine Sanctuary SAN FRANCISCO , C AMOTES, C EBU*

San Pablo Marine Protected Area HINUNANGAN, SOUTHERN LEYTE

Hambongan Marine Protected Area

Punta Marine Protected Area

INABANGA , BOHOL

SAN FRANCISCO , SOUTHERN LEYTE

Arbor Marine Sanctuary

Ayoke Island Marine Protected Area

BOLJOON, C EBU

CANTILAN, SURIGAO DEL SUR

Tandayag Marine Reserve AMLAN, NEGROS ORIENTAL

Uba Marine Protected Area CORTES, SURIGAO DEL SUR

Mabaw Reef Marine Sanctuary TAGBILARAN, BOHOL

Lanuza Marine Park and Sanctuary LANUZA, SURIGAO DEL SUR

Sanipaan Marine Park

SANIPAAN, ISLAND GARDEN CITY OF SAMAL

Tagaliling MPA

MATI, DAVAO ORIENTAL *

Figure 2. 1. Locations of the different RARE and Control sites established (2011) and surveyed (2011,

1 indicated (Rare selected) with 2012). ControlPhils sites are with an asterisk (*).three

control sites marked with “*” for the control sites of the biophysical studies conducted by MERF/UPMSI Location of GIZ sites with inter-LGU alliances partners in Regions 6,8,10

5

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Participants The Rare selected sites were designed to implement their traditional tested approach. Conservation Fellows, the main proponent to move the Pride Campaign is selected among applicants, and extends their expertise with a lead partner agency in their site to be equipped with the organizational improvement, local coastal resources assessment and social marketing methods. The Conservation fellows’ competence and skills in understanding the Rare approach is sealed with their commitment to go through a rigorous two-year academic and field program. The Conservation Fellows while obtaining academic learning is also at the same time returning to their sites to apply the learnings and skills they were obtaining from the academic program. The Conservation Fellow manages a Pride campaign full time at the site level with the support of a dedicated mentor, as well as attending university-based training sessions led by Rare staff. Fellows who complete all studies and run a successful campaign in the field receive a globally-accredited Master’s degree in Communication.

For the GIZ sites, both GIZ and Rare agreed to apply a lighter version of the traditional Rare approach.

This approach became termed within the project life as social marketing lite or “SM Lite”. It is lighter in terms of duration, from two years to one year of knowledge inputs. And it is lighter in another way, because the knowledge inputs were taught by undergoing exercises on social marketing techniques through a series of workshops and also eventually coming up with a “mini” campaign. The main proponents to implement social marketing is coursed through the inter-LGU alliances of coastal city/municipalities of the GIZ’s Environment and Rural Development Program in Regions 6 and 8, and 10.

Region

5

Municipality

MPA

AGCA MPA

Conservation Fellow

Job/Office

Lead Agency Partner

Catherine B. Demesa Network of Sustainable Livelihoods Catalysts, Inc

LGU Tinambac

DENR Region V, LGU Bacacay

Albay

Bacacay

Uson Buang Pongco Bonga Fish Sanctuary and Marine Reserve

Ruby Mendones

OIC-Chief of the Regional Public Affairs Office-DENR Region V

6

Negros Oriental

Amlan

Tandayag MPA

Anabele B. Barillo

Environment and Natural Environment and Resources DivisionNatural Resources Governor’s Office Division, LGU Amlan

7

Bohol

Inabanga,

Hambongan MPA

Renante B. Cempron

Local Government Unit of Inabanga

Local Government Unit of Inabanga

Tagbilaran

Mabaw MPA

Jovenal G. Edquilag

Executive Director, Maribojoc Bay Executive Management Office

Maribojoc Bay Executive Management Office (inter-LGU operations office), LGU Tagbilaran

Cebu

Boljoon

Arbor MPA

Sheryll C. Tesch

Coastal Conservation and Education Foundation, Inc.

LGU Bojoon

Southern Leyte

San Francisco

Punta MPA

Dag Hljalmar Navarrete

LGU San Francisco

LGU San Francisco

Hinunangan

San Pablo MPA

Armando O. Gaviola

Provincial Environment and Natural Resources Management Office, Provincial Government of Southern Leyte

Provincial Environment and Natural Resources Management Office, Provincial Government of Southern Leyte, LGU Hinunangan

8

40

Province

Camarines Sur Tinambac

11

Island Garden City of Samal

Sanipaan

Sanipaan MPA

LLudeza Mellomeda- Development Quesada Management Officer III of the City Investment and Tourism Office

LGU Sanipaan

Caraga

Surigao del Sur

Cortes

Uba and Burgos,

Vincent A. Duenas

LGU Cortes

LGU Cortes

Lanuza

Lanuza MPA

Marybeth A. Rita

LGU Lanuza

LGU Lanuza

Cantillan

Ayoke and Gen. Islands MPAs,

Cherry M. Ravelo

Municipal Agriculture Office, LGU-Cantilan

LGU-Cantilan

Table 5. Pride Campaign/ Phils 1 Conservation Fellows

Region

6

8

10

Alliance

Northern Negros Aquatic Resources Management Council (NNARMAC)

Province

Negros Occidental

SM Lite Participating Municipality/ Alliance member

MPA of the SM Pilot site

Specific LGU Office that participated in the SM Lite

Other key partner in the SM Lite (non LGU office)

Museo Sang Bata

Number of pilot sites

Launch site for the “mini” SM Lite Campaign

1

Brgy. Taba-ao, Suyac Island

Sagay City

Sagay Marine Reserve

Tourism Office, Sagay Marine Reserve Office

Cadiz City

Licawon and Sicaba Reef

City Agriculture Office

1

Central Negros Council for Coastal Resources Development (CENECCORD)

Pontevedra and San Enrique

Diwal

Municipal Agriculture Office

1

Brgy. San Juan (Ponteverdra)

Southern Negros Coastal Development Councial (SNCDMC)

Sipalay, Hinobaan, Cauyan

Campomanes-Ballo City Marine Reserve Agriculture and Sanctuary Office

2

Brgy IV and Brgy Brgy. Maricalum (Sipalay)

Alliance of Local Fisheries and Aquatic Resource Management Office (ALFARMDC)

Leyte and Samar

Marabut, Basey, Palo, Tanauan, Tolosa Dulag

Hilapad Fish Sanctuary (Tolosa)

Provincial Agriculture Office,

1

Brgy. Telegrafo Tolosa Leyte

Pacific Alliance of LGUs for Marine Development Council (PALMDEVC)

Southern Leyte

Anahawan, Hinunangan, Hinundayan, San Juan, Silago, St. Bernard

Cogon (Anahawan) Biasong (Hinunangan) Sabang FS (Hinundayan) Bobon B (San Juan) Sudmon (Silago) Lipanto (St. Bernard)

Agriculture staff

6

Brgy. Cogon (Anahawan) Brgy. Sabang (Hinunangan) Brgy. Sabang (Hinundayan) Brgy. Bobon (San Juan) Brgy.Sudmon (Silago)

Macalajar Bay Misamis Development Oriental Alliance

Table 6. SM Lite inter-LGU alliance participants The profile of the participants for each set of sites is described in the Tables 5 and 6.

Program Design The Pride Campaigns of Philippines 1 (Phils 1), formerly referred in Rare project documents as Pride English Program 2 (PEP 2) and SM Lite had their distinct similarities and differences.

They are similar because the flow of learning, between formal inputs (university training for Phils 1, workshops for SM Lite) and application of this learning on the field (referred in the program design as “in the community” for Phils 1 and “fieldwork” for SM Lite) alternates periodically throughout the implementation duration (For Phils 1 it is two years, for SM Lite it is 1 year).

The overview of both program designs are depicted in the succeeding set of diagrams.

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42

Shared core elements of Phils 1 and SM Lite Program Design In both set of sites, Rare also applied core elements of its signature approach.

Utilizing the Theory of Change (ToC) To Rare, its Theory of Change (ToC) is the guiding formula of all Pride Campaign. It tries to create a commonly understood vision of how behaviour change will lead to environmental threat reduction. The ToC is formulated by identifying the problem, the threat, the behaviour that needs changing, the enabling environment needed, what people talk about and what you want people to think and know. The ToC can be used to determine any desired conservation result. In connection with the Project, the general conservation result is biodiversity conservation in the MPAs. Thus linearly, to help address critical biodiversity issues, the generic Theory of Change is: an increase in knowledge plus a change in attitude resulting from changes in interpersonal communication, in the presence of an appropriate barrier removal tool, leads to behaviour change, which facilitates threat reduction and ultimately ensures conservation.

The effort devoted to make the Theory of Change understandable both for Phils 1 and SM Lite participants is an incredibly serious matter because it will provide all key campaign implementers the ability to understand the hypothesis of how the campaign can help address the pressing community problems that affect critical ecosystem and biodiversity in their MPA. To illustrate, a general ToC is first develop ( the sample shown uses the Uson Buang Pongco Bonga Fish Sanctuary and Marine Reserve in the Municipality of Bacacay in Albay’s ToC).

K + K- increase the number of fishers who know the benefits and the rules from the NTZ

A + A-Increase the number of fishers who are fully convinced that the MPA is both a source of sustained income and food therefore they must believe they can stop intrusion in the NTZ

IC + BR IC-Increase the number of fishers who discuss with one another the consequenc es of breaking the rules and their role in the MPA managemen t

BR-The local mgt. Council is strengthened to enforce the regulation on the MPA and in implementing the Mgt Council Plan

BC BC-Increase the number of fishermen to stop intruding into the NTZ Increase the number of fishermen to sustain support to NTZ by passing intelligence to Mgt Council and enforcers

TR TR: To reduce violations within the notake zones of UBPBFSMR (MPA).

CR CR: 5% increase in fish biomass, fish abundance, and coral cover by 2012

17

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Shared core elements of Phils 1 and SM Lite Program Design In both set of sites, Rare also applied core elements of its signature approach.

Utilizing the Theory of Change (ToC) To Rare, its Theory of Change (ToC) is the guiding formula of all Pride Campaign. It tries to create a commonly understood vision of how behaviour change will lead to environmental threat reduction. The ToC is formulated by identifying the problem, the threat, the behaviour that needs changing, the enabling environment needed, what people talk about and what you want people to think and know. The ToC can be used to determine any desired conservation result. In connection with the Project, the general conservation result is biodiversity conservation in the MPAs. Thus linearly, to help address critical biodiversity issues, the generic Theory of Change is: an increase in knowledge plus a change in attitude resulting from changes in interpersonal communication, in the presence of an appropriate barrier removal tool, leads to behaviour change, which facilitates threat reduction and ultimately ensures conservation.

The compiled Theories of Change both for Phils 1 and SM Lite are in Annex K. Conducting KAP Surveys Research is an important aspect of social marketing. Rare utilizes both qualitative and quantitative methods to systematically come up with the: who, what, when whey, where, why and how of each campaign. Prior to any production of campaign communication materials (mascot, t-shirts, posters, etc.) or communication necessities (message formulation, audience profile, marketing mix), implementers of both Phils 1 and SM Lite conduct a Knowledge, Attitude and Practice (KAP) survey. When done before the campaign (pre KAP), it helps to establish a baseline based from quantitative data of the community’s knowledge, attitude and practices and from its results, the target audience(s) is determined. The pre KAP will also reveal some important campaign information such as target audience’s preferred sources of information, flagship species and campaign ambassador prior to the start of the campaign. Thus, the pre KAP survey provides a variety of information which can be a source in creating innovative campaign collaterals and activities.

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The post KAP survey is undertaken to validate whether the pride campaign has achieved the desired behaviour change in a period of time. After the campaign period, it shows where the target audience’s knowledge, attitude, interpersonal communication and behaviour levels are with respect to the ladder of behaviour change continuum. The behaviour change continuum is a hierarchy of the target audience engagement with the campaign: Pre-Contemplation, Contemplation, Preparation, Validation and Action. Specifically, the post KAP survey also determines if social marketing strategies which include marketing premiums, community activities and others effect to the target audience’s way of managing their marine protected area.

Moreover, the post KAP survey also provides relevant learning on which of these social marketing strategies work well and which needs improvement.

The conduct of the pre and post KAP surveys can be done by the campaign implementers themselves or by training local enumerators. KAP surveys are encouraged to be devised and formulated to be in the respective local dialect of the area.

An orientation on the analysis of KAP surveys is taught to the implementers to gain appreciation of the numbers consolidated and gathered. Rare utilizes the use of a software, SurveyPro, to design surveys and analyse the consolidated data and enables the production of a pre/post KAP results report to be shared. The other tools utilized for quantitative research are: Stratified Random Sampling Calculator for determining sample sizes.

A sample pre/post KAP survey with results from the Southern Negros Coastal Development Management Council (SNCDMC) SM Lite Campaign is in Annex L. The other essential social marketing knowledge inputs in both Phils 1 and SM Lite are: • Developing core messages • Event planning • Elements of good design • Basic principles on Guerilla Marketing • Pitching as a presentation skill to generate funding for projects Creation of a Social Marketing Team For Phils 1, the formal creation of a social marketing team as reflected in the submitted MPA Management Plans was preceded by the experience of working with several members of the LGU (mostly municipal and barangay level, some provincial) and members of the community (People Organization leaders) during the Pride Campaign.

For SM Lite, the intended core team to attend the series of SM Lite Workshops were those alliances’ members who had attended Workshop 1.

In both Programs, there were no second liners identified to ensure or address sustainability.

Allocation of budget For Phils 1, the roll-out of the Conservation Fellow’s Pride Campaign is supported by a Memorandum of Agreement, between Rare and the Lead Agency Partner, the respective Local Government Unit. The LGU is to assign an Alternate Conservation Fellow (CF), an LGU staff ,to assist the Conservation Fellow with the tasks and a working space within the LGU office to work in. Resources, in terms of financial counterpart, is also specified in the MOA. For SM Lite, the allocation of a budget to roll-out SM Lite came somewhat as a surprise, as initially described in the documentation of Workshop 1, where queries during the open forum were related to clarifying expectations and commitments of the alliances to the SM Lite roll-out. GIZ- EnRD ICM Senior Advisors

45

responded, according to Workshop 1 documentation, by saying that funding can start from internal sources or be part of their Coastal and Fisheries Resources Management (CFRM) plan, or better if included in the M/CLGU Annual Investment Plan, with a Memorandum of Agreement and Special Order.

Shared site: Hinunangan Both SM Lite and Phils 1 had a shared site which was Hinunangan in Southern Leyte. The Pride Campaign was done in Brgy. San Pablo by the Conservation Fellow, Mr. Armand Gaviola and the SM Lite Launch Campaign was done in Brgy. Biasong led by Mr. Marlou H. Paw, who happened to be the Alternate Conservation Fellow of Mr. Gaviola.

Program design: Differences between Phils 1 and SM Lite Programs Duration As stated earlier, Phils 1 is a Two-Year rigorous academic program, with the attainment of a Masteral Degree upon successful completion of the Pride Campaign.

The SM Lite, was planned to be a three-series 3-day workshops to enable inter-LGU alliances with the basic skills in social marketing research, planning, development and implementation. At the end of the one-year cycle, local communities were expected to have a better appreciation of what an MPA is and its role in making coastal ecosystems more resilient to climate change. Identified pilot sites were expected to successfully implement social marketing campaigns to complement ongoing MPA governance and enforcement initiatives in their areas.

Selection criteria for the participants Based from review of Campaign Learning Reports, Key Informant Interviews with Mr. Armand Gaviola, Conservation Fellow for Hinunangan, Southern Leyte, and Ms. Rocky Tirona of Rare, the selection criteria for the participants is that they have to have an MPA and want to improve their MPA. The final selected 12 Conservation Fellows came from a shortlist of 40 out of a 160 total applications. The means of invitation were posted/ found in Rare’s website, or they have been personally encouraged by Rare to apply.

For SM Lite, the participants are from the inter-LGU alliance partner of GIZ in the respective region where they are operating. The selection criteria according to Ms. Meann Tercero (Workshop 1 documentation), the alliance member LGUs should have a CFRM Plan, at least 2 hectares of MPA, and be committed to put the program into their 2013 AIP. Preparatory activities Phils 1. Prior to the formal engagement with Rare’s Pride Program, the Conservation Fellows had already started their academic training. As for the SM Lite, according to the Planning Workshop in 2011, a Needs Assessment of the sites were to be done.

Technical support and guidance The Conservation Fellows had each a Pride mentor to help them along with their progress and implementation of their respective Pride Campaign. SM Lite participants were to be supported by Rare for social marketing workshop learnings and activities.

Climate Change Adaptation and Adaptive Management Knowledge Inputs Phils 1 The complementary conduct of biophysical studies, MEAT analysis and Vulnerability Assessments cum Trainings, alongside a social science approach (Pride Training and Campaign) was intended to enhance the participants’ understanding of social and ecological systems within good governance.

46

The biophysical studies, Vulnerability assessments and MEAT analysis were carried out by an external partner, the MERF-UPMSI. From MERF-UPMSI’s perspective, for each (biophysical, MEAT, Vulnerability Assessment) the objectives and added value of the findings and results from the conduct of these studies/analyses/activities for local MPA managers, within the context of the Project lifetime, were: Biophysical studies (coral and fish abundance and biomass status) • To see how well or how badly the MPAs are being managed • Consider adjustments can the local MPA managers take to support current and projected fish catch effort- increase the size of the MPA and/or establish MPA networks • Take a wider look at the sources of threats and seek to devise implementation strategy that incorporates a ridge-to-reef approach MPA Management Effectiveness Assessment Tool (MEAT) • Determine management performance of MPA • Improve the overall quality of management-since most MPA face difficulty in enforcement due to poverty and general lack of awareness about the coastal environment Vulnerability Assessments • Introduce Vulnerability Assessment method. The model used was developed under the Remote Sensing Information for Living Environments and Nationwide Tools for Sentinel Ecosystems in our Archipelagic Seas (RESILIENT SEAS) program of the Department of Science and Technology (DOST) • Familiarize partners with the different climate change vulnerability assessment Tools, particularly the Integrated Coastal Sensitivity, Exposure, and Adaptation for Climate Change (ICSEA Climate Change), Coastal Integrity Vulnerability Assessment Tool( CIVAT) and the Tools for Understanding Resiliency of Fisheries (TURF) • Identify, develop and/or improve management strategies for adaptation measures using RESTORED strategies for climate change • Integrate the different impacts at the physical, biological and socio-economic scales. Then, this should lead to identifying adaptation mechanisms and management strategies SM Lite Based from review of the workshops’ documentation for SM Lite and validation from the FGD sessions with the alliances, there were inputs on climate change in the Program from GIZ. Processes This part is described in detail in the succeeding section of this report.

47

Processes (Actual Implementation) The previous section described the planned strategy of the programs for both Phils 1 and SM Lite sites.

This section aims to give the details of the actual implementation of both programs, starting with the key diversions or changes from the initial planned program designs.

Major diversions from planned Program Phils 1 The Pride Campaign strategy was two pronged: (1) Social marketing and (2) strengthening of governance and enforcement. The core implementation processes in terms of understanding what got carried out as main clusters of activities in the field are in the areas of organizational strengthening and development for the MPA Management Committee and Technical Working Groups and instilling an adaptive management system wherein assessments of management effectiveness, resources and their community’s knowledge, attitude, and practices are monitored and evaluated in a planned, meaningful and systematic manner.

The PCRA and the MERF-UPMSI activities (biophysical studies, vulnerability assessments) were the ecological related activities. The 12 sites and three controls sites’ were established and then were monitored to demonstrate the positive impacts of Rare’s social marketing to enhance MPA governance. The other three MPAs were control sites initiated by other projects where no social marketing campaign was conducted so that comparisons could be made to demonstrate the effectiveness of the social marketing strategy in the MPA entry to coastal resource management processes.

The Phils 1 Campaign composed of the following activities that diverted from the original strategy: • University courses initially were planned to be completed all the United States, however, only 1 out of the 3 intended phases took place in the U.S, the other two phases were held locally in Grand Luis Mountain Resort and Conference Center in Bohol. The three university phases that took place are: • 1st University Phase : Arlington, VA September 6 – November 5, 2012 • 2nd University Phase: Grand Luis, Bohol June 6- July 16, 2011 • 3rd University Phase: Grand Luis, Bohol July 16- August 10, 2012 • Vulnerability assessment workshops cum trainings were also conducted. However, due to funding limitation, the 12 MPAs were clustered into three, namely, Luzon cluster, Visayas cluster and Mindanao cluster. One VA workshop was held in each of the clusters where Tinambac MPA, Mabaw MPA, and Ayoke MPA, were used as the demonstration sites. The ultimate objective of the VA was identifying adaptation measures anchored on the VA results and to equip the other nine MPAs with the necessary skills and tools so that they could carry out VAs in their municipalities. Three VA tools were introduced in the workshops, namely, ICSEA, TURF and CIVAT. The documentation of the Vulnerability workshops is Annex M.

SM Lite • For SM Lite, the planned Program evolved to include a catch-up measures to reinforce climate change, as it was deemed lagging behind the social marketing principles and tools being taught, and an Alumni Support and Reinforcement activities namely the SM Lite Alumni Grant because the inter-LGU alliances were not all able to launch their mini-campaign due to lack of budget and time. The changes

48

alliances to produce or reproduce additional materials, conduct additional social marketing events and do post-­‐KAP surveys. This new extension of partnership ran from September from initial toohow it actually evolved is tshown the diagram below.

2013 to Fdesign ebruary f 2014.

Below illustrates he key in implementation process that Rare has done related to SM Lite program implementation.

• There were no Needs Assessments done to gauge readiness of the inter-LGU to be invited to the SM The figure abelow illustrates major ctivities and journey o f the SM Lite during ourse of the Lite.

Instead, formal invitationthe letter wasasent to the respective Alliance Council or tothe thecMayor alliances tLGU o produce or reproduce additional materials, they conduct additional social marketing members.

Informally, were also encouraged to join by the GIZ EnRD Senior Advisors-ICM. of implementation as it actually happened: events and do post-­‐KAP surveys. This new extension of partnership ran from September 2013 to February of 2014. Below illustrates the key implementation process that Rare has done related to SM Lite program implementation.

was no “formal” social marketing core teams established per alliance, as initially was the intention • There

The figure below illustrates the major activities and journey of the SM Lite during the course of implementation as it actually happened:

SM Lite Capacity Building SM Lite Capacity Building

Worksho p1: Social markern g principles , process, research methods, and planning (Februar y 2012, 5 days)

Worksho

p 2: Worksho Effecrve p1: Social design Pre K AP markern and Survey g event (March -­‐ planning May principles (June 2012) , process, 2012, 5

days) research

methods, and planning FIELD WORK:

(Februar y 2012, 5 days)

Field Work: Materials Develop ment and Mini Campaig n (October -­‐ January 2012)

FIELD WORK:

Pre KAP Survey

(March -­‐ May 2012)

Alumni Support and Reinforcement

Alumni Support and Reinforcement

Field

Work -­‐ Worksho p Campaig 2Mini :

Worksho p 3: Message Develop ment Strategy (October 2012, 4 days)

n

Effecrve impleme ntaron design (July -­‐2012 -­‐ and January event 2013) planning (June 2012, 5 days)

Worksho p 4

SM Lite Express Worksho p on Climate Change Adaptar on Messagin g (January 2014)3 days)

SM Lite Alumni Grant Impleme ntaron (Septem ber 2013-­‐ February 2014)

Field SM Lite Worksho Field SM Lite Closeout p 4 Work Worksho -­‐ Work: Alumni Worksho Grant p p 3: Evaluaro Provision Mini Materials February and (August n, Campaig 2014, 3 closing Develop 2013) Message Develop sustaina-­‐ n days (January ment a nd 2013, 3 ment bility impleme Mini days) Strategy ntaron and Campaig n (October closing (July 2012, 4 (October -­‐2012 -­‐ (January days) -­‐ January January 2013, 3 2012) Post KAP Surveys/ Production o f a dditional m ate-­‐ 2013) days)

Evaluaro n, sustaina-­‐ bility

rials & SM lite e vents

NOTES:

SM Lite Alumni Grant Provision (August 2013)

SM Lite Alumni Grant Impleme ntaron (Septem ber 2013-­‐ February 2014)

SM Lite Express Worksho p on Climate Change Adaptar on Messagin g (January 2014)3 days)

SM Lite Closeout Worksho p February 2014, 3 days

These activities were part of dthe original design/plan These activities were part of the original esign/ plan for the SM Lite Implementation This workshop was added to reinforce earlier workshop on message development

Post KAP Surveys/ Production of additional mate-­‐ rials & SM lite e vents

This workshop was added to reinforce earlier workshop on m essage development

Follow up activities These activities were added aadded s follow on activity to maximize and complement the accomplishments of SM Lite partners

NOTES:

These activities were part of the original design/ plan for the SM Lite Implementation

Page Workshop 9 for those who attended 1. There are two factors that contributed to this not being realized.

One, is that the Workshop 1 participants themselves, did not know prior to attending Workshop 1

This workshop was added to reinforce earlier workshop on m essage development that they would be the core team and that in the invitation letter sent by ACCCoast (Annex N) some alliances communicated during the FGD that there was no clear overall SM Lite Program overview or that to attend 1 would be the team. as the those identified These activities were Workshop added as follow on activity to mcore aximize and Second, complement the Program continued, accomplishments of SM Lfrom ite partners achieving consistent participation the same individuals, was not viable due to other LGU priorities, and budget constraints to some of the alliances. The social marketing “team” per alliance differed, time CENECCORD was able to maintain its core members, while others were dependent on who their

Mayor chooses to go.

• Not all of the inter-LGU alliances were able to secure budget for their campaigns, only eventually when the Alumni Grant was operationalized and they were able to provide some financial counterparts.

Page 9

• SM Lite was accepted by all the inter-LGU alliances, with the exception of NNARMAC. Instead, only two members of this alliance adopted SM Lite, namely the Cadiz City Agriculture Office and Sagay LGU Tourism Office with Museo Sang Bata. They worked independently on their SM Lite fieldwork and campaign.

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Pride/Phils 1 sites The Pride Campaign strategy was two pronged: (1) Social marketing and (2) strengthening of governance and enforcement. The core implementation processes in terms of understanding what got carried out as main clusters of activities in the field are in the areas of organizational strengthening and development for the MPA Management Committee and Technical Working Groups and instilling an adaptive management system wherein assessments of management effectiveness, resources and their community’s knowledge, attitude, and practices are monitored and evaluated in a planned, meaningful and systematic manner.

The implementation of the Pride strategy involved the following implementation processes: • • • • •

Organizational Strengthening Assessment of Management Effectiveness Assessment of coastal resources Assessment of Knowledge, Attitude and Practices Production of communication materials

An overview of what these processes entailed is shown in Table 7.

Who were involved per site A sample actual implementation of these activities, with whom and in what were the nature of the conduct of activities whether collaborative, co-production, or participatory, is reflected in the TWG Action Plan of the Conservation Fellow from the Municipality of Tinambac, AGCA, as shown on page 50.

Nature of the conduct of activities and level of involvement of communities The nature of conduct deployed to empower the local MPA managers, particularly for the organizational development-based and the Participatory Coastal Resources Assessment (PCRA) activities were participatory involving actors from the municipal-barangay level LGU and the community (Bantay Dagat, People’s Organizations) and for a few sites, like the AGCA MPA, BFAR and DENR-CENRO representatives were involved.

Organizational strengthening and the utilization of the MEAT Tool The MEAT tool was utilized to determine the baseline (2011) and 1 year post management performance (2012) of each of the Phils 1 MPA. The MPA MEAT of the CCEF-EcoGov2-MSN-CTSP, aims to assess governance in terms of enforcement, implementation and maintenance. However, MPA Management in the context of governance approaches in the Philippines is not limited to the physical management of the MPA only but also includes direct and indirect uses, threats, people and the systematic interaction between people and resources. There are four MPA ladder-up levels in the tool to assess the status of management effectiveness: Level 1: Established, Level 2: Strengthened, Level 3: Sustained and Level 4: Institutionalized.

Each level contains specific important activities or threshold that management bodies must undertake to “level-up” their MPA Management Effectiveness. The MEAT tool utilized by the Project is contained as Annex N. Action plans were initially formulated to support the governance and enforcement strategy of the Pride campaign containing activities that resulted from the MPA effectiveness rating action planning and workshop and the TWG and Management Committee planning workshops, based from the baseline MEAT results.

The final action plans (enforcement plans and action plans) were the inputs to the Pride Campaign’s MPA Full Governance and Enforcement Action Plan.

These plans, separately distinguished from MPA Management Plans submitted, are contained within the Campaign Learning Reports of the Conservation Fellows, and states that the overall success of this Plan will be measured through the MEAT tool. The goal of the Plan, in combination with the Rare pride campaign is to up 1 level higher from present or achieve level 3 “Enforced” MPA status by June 2012.

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Table 7. Implementation processes Phils 1 Implementation Processes

Organizational Strengthening

March 2011- September 2011

October 2011- March 2012

April 2012 - September 2012

• Workshops and trainings with MPA Management Committees Modules: Organizational Development, MPA Management Effectiveness, Law enforcement and planning Main outcome: Technical Working Group establishment • Social marketing activities (MPA Management Committee, Local Government Unit) As respondents to the Pre-KAP survey (Qualitative research)

Launch of Pride Campaigns

Post-KAP survey

Pride Campaigns continue

Assessment of Management Effectiveness

• Use of Management Effectiveness Assessment Tool Nature of conduct: Training and Independent Assessment

Assessment of resources

• Establish monitoring sites for biophysical study to assess coral cover, reef fish abundance, biomass Data collection tools: Line intercept method (Benthos); Fish Visual Census (Reef fish abundance); Reef fish diversity (Indices, Hiloment et al., Nanola et al.); Reef Health (Quartile Index) Tool used to determine action/priorities based on results: Pressure-State-Response (PSR) Nature of conduct: Independent, limited community participation

Baseline

Post 1 year Assessment

Baseline

• Participatory Coastal Resources Assessment Nature of conduct: Community-based, participatory

Post 1 year Survey

• Enforcement Planning series • Community-based Local monitoring team establishment

• Vulnerability Assessments cum Trainings Tools: ICSEA, TURF, CIVAT Tool used to determine Climate Change Adaptation actions: RESTORED Method: Luzon, Visayas, Mindanao workshop clustering Demo sites: Tinambac MPA (Luzon), Mabaw MPA (Visayas) and Ayoke MPA (Mindanao) • MPA Management Planning Guide/References: 1. MEAT results 2. Biophysical results/ PSR recommendation 3. VA results and RESTORED actions (for 3 sites only)/ Climate Change Adaptation Strategies 4. Social Marketing/ Post KAP results

Assessment of Knowledge, Attitude and Practices

• Pre-KAP Instrument: Quantitative Survey, FGDs, Interviews Baseline

• Post-KAP (Survey) Post 1 year Survey

Communication Materials production

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Each Phils 1 site received a baseline (2011) and two post 1 year MEAT report (2012, 2013).

The MEAT results were also utilized to come up with monitoring plans. The monitoring plan of the Pride campaign foresees the monitoring of a number of additional metrics to the MEAT tool to assess the progress on barrier removal, behaviour change and threat reduction: • % of members of Management Committee belonging to listed categories (local village leaders, influential family members, local women’s associations, private sector representatives, local religious groups, civil service and the youth sector) • % of days per month that there is a record of 24/7 guarding coverage in log book • Increase in arrest for year 1 • Number of attendees of Barangay Assemblies • Monthly activities conducted by enforcement team (outreach, market denial, foot patrols, meetings with community intelligence partners, etc.)

• Average number of reports of intrusions received per month by the enforcement team • Number of intrusions from local versus outside fishers • Decrease in intrusions from community and adjacent village • Decrease in illegal and destructive fishing

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Conduct of expert-led and participatory coastal resources assessments The PCRA and the MERF-UPMSI activities (biophysical studies, vulnerability assessments) were the ecology-related activities. The 12 sites and three controls sites’ were established and then were monitored to demonstrate the positive impacts of Rare’s social marketing to enhance MPA governance. The other three MPAs were control sites initiated by other projects where no social marketing campaign was conducted so that comparisons could be made to demonstrate the effectiveness of the social marketing strategy in the MPA entry to coastal resource management processes.

The biophysical studies, Vulnerability Assessments and MEAT analysis were relatively more independent and high science in nature compared to the PCRA, organizational development capacity-building, and social marketing/Pride Campaign planning and implementation.

From the review of the Conservation Fellows’ Campaign Learning Reports, it can be derived that the Pride implementers were given some degree of orientation, but community participation was limited.

As noted by the Conservation Fellow Ms. Anabele B. Barillo, Tandayag MPA, Municipality of Amlan, Negros Oriental, with regards to the biophysical studies: “Courtesy and exit meetings were done, but there was not much community involvement. Participation of the community was limited to providing boats and preparing food for the divers and preparing the blocks needed in the study. The provision of a copy of the baseline survey result was delayed, and given only during the post exit meeting and was not presented back to the community.”

The assessment of resources, through the PCRA and the activities conducted by MERF, ideally, is to initiate an adaptive management cycle based on monitoring, evaluation, response and feedback system on the health of biological/ecological environment that will be established to gauge the effectiveness and progress of the interventions. In addition, the results and knowledge gained from these science-based interventions were to serve as guidance in formulating the Climate Change Adaptation strategies for the MPA Management Plans for each of the 12 sites.

Conduct of the Pre and Post KAP Surveys KAP Survey pre (2011) and post (2012) data sets were compared using SurveyPro software alongside three comparison / control sites. Review of the Campaign Learned Reports, notes the following lessons learned pertaining to conducting Pre and Post KAP surveys: • Know that your community and partners are not starting at zero when entering the site The Conservation Fellow from Boljoon stated in her Campaign Learning Report: “ Boljoon had established their sanctuaries in 2002, so there are many lessons that you can cull from their own experience of successes and failures. By listening to the story of what they have been doing in the past, you will be able to know what resources (especially in terms of warm bodies) already exist in the site. This is information that can only be gathered through in-depth conversations with those who have been working with MPA management since its establishment. Take time to sit down and have a conversation with them before you set out trying to look for data from a broader audience.”

• Establish good relations and partnership with other organization and the site. It is easier to gather data • Continuously engaged the local chief executive to gain more support for the campaign • Ensure that all enumerators of the KAP survey will religiously follow the sampling methodology

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• Devote more time to monitor the output of the enumeration • The number of survey respondents should match up (Pre and Post) • It is very hard to analyze the data if you have a big margin of errors • It’s nice and good to work carefully all pre-works to avoid clogging the data in your head • Full attention must be given to the formulation of questionnaires • Having enumerators is helpful, but they must be trained properly • Be sensitive. Asking or discussing about the behaviour of persons in the community may be perceived as an intrusive query. Weigh how getting the answers you want may affect the whole community environment as to avoid putting at risk the safety of the family in discussing the behaviour of members of their community.

Formulation of MPA Management Plans of Phils 1 Strategies contained and allocation of budget The most essential parts of a basic plan, in the context of one that is to be used for basic management decisions and local development planning: the budget, the budget sources, presence of the steering/management structure, and the status of its legitimacy. The MPA Management Plans for the 12 sites are in Annex P. Each of the Phils 1 site formulated an MPA Management Plan. Six (Uson Buang, Hambongan, San Pablo, Punta Fish, AGCA and Lanuza) out of the 12 sites, the scope of the management plan were exactly the same, specifically: • To sustain and improve the enforcement system of the MPA [i.e. upgraded guardhouse, enforcement, protocols/plans, intelligence network and communication, logbook system] • To sustain and improve governance for Uson Buang Pongco Bonga Fish Sanctuary and Marine Reserve [i.e. regular meeting, increase membership, documentation, management planning, evaluation, monitoring team • Improve MPA effectiveness rating by at least level 3 by 2015 The other six sites, reflected these three management scope in terms of being more specific (i.e.,protect MPA against illegal fishing, enforce and implement city ordinances) while others like the Uba MPA, Cantillan MPA both included livelihood and enterprise. Uba, Mabaw, Arbor and Granada specifically specified sustaining social marketing as a key scope in their MPA Management Plan.

Strategies that was common in all of the 12 sites MPA Management Plans related to MPA Management, MPA Policy and Enforcement, Monitoring and Evaluation, Social Marketing, and Climate Change Adaptation.

The planned budget for their MPAs for ten of the 12 sites, who had indicated figures in their plan, were consolidated and are as follows:

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If the budgets of these sites were added together, for the purpose of reflecting the entire Phils 1 sites allocation of budget per strategy in their MPA Management Plans, social marketing comes on top, followed by policy and enforcement, monitoring and evaluation, and MPA management. The least budgeted is climate change adaptation.

The budget sources cited across the 12 MPA Management plans, varied from general to specific: Climate Change Commission, DENR, Provincial –Municipal-Barangay, CRM plans, proposals to donors, NGOs, research and livelihood institutions, the academe, Rare, and MERF. Steering structure Examples of the Implementation/Steering structure from the Phils 1 are shown below. It has to be noted, that although some may be simplier than others, these MPAs formerly had no operational Management Committee or Technical Working Groups prior to Phils 1/Pride Campaign.

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Key lessons learned compiled from Phils 1 implementation Securing that a management plan is drafted and finalized, adopted and implemented • Draft an Executive Order (EO) for the creation of the MPA Management Committee that has been discussed with the MPA-TWG and present the draft EO for the Mayor to sign. Include creation of Enforcement Team in the EO. • Management starts with a plan. If there is no plan, there is nothing to manage.

• Presentations of the Plan to the Municipal Councils are more effective if done by the fishers themselves telling their stories of how they worked together to addressed fishery and community issues.

• MPA rating proves to be effective in improving the MPA Establish links with provincial, national and regional agencies by inviting key people from these agencies to become part of the MPA-TWG. Composition of the Management Committee It is important for a Management Committee to be composed of representatives from various sectors to have good cooperation and relationship with each other. Cooperation helps achieve success.

Where to find funds • Make your Mayor your CRM and MPA champion.

• Ensure funding from internal sources by incorporating budget for MPA management operations in the annual investment plan.

• Institute a user fee collection system by deputizing barangay level collectors and discussing with dive shops the user fee system.

Engage community participation in a meaningful way • Realize that at the barangay and some extent municipal level are not used to long-term planning. Have someone from the LGU who can lead activities related to the formulation of the MPA management plan and to oversee its implementation. Consider requesting an MPA Coordinator at the Municipal/ City LGU. • Community biophysical monitoring of the MPA enhances the sense of ownership of fishers and communities on their MPAs. • Explore links with 4Ps program in the coastal villages as it might be good to involve the beneficiaries of this program in some aspects of MPA management.

• Prepare secondliners to the current MPA leaders through local community facilitators who can be sourced from the NGOs or People’s Organizations in the community. They are selected community residents who go can go through a six-month formation and training program to become community mobilizers.

• Providing compensation is not the only basis for a successful enforcement system. The spirit of volunteerism should also be promoted. However, this should be anchored on a strong core enforcement system led by the LGU. • Explore possibility of getting more volunteers as MPA guards, but study the risk involved in employing volunteers.

Have a check and balance system in place • Weekly or monthly check-in of the logbook helps in the proper recording and the best way of counter-

56

checking the performance of the Bantay Dagat and the Barangay level Management Committee.

• Even trained volunteer fish wardens can be tempted to intrude in the MPA. So setting up barangay and municipal- LGU level oversight system is necessary.

In building networks • Solicitation of support needs “baga ug nawong” (thick-skinned face) but in time, this process will feel more comfortable and natural, as the opportunity to support the MPA is also an opportunity for the supporter to promote their business through a worthy cause. Expand solicitation of support to other sectors such as fastfood chains and bigger businesses.

Enforcement • Maintenance of guardhouse and boundary markers is effective in communicating non-verbally on the gravity of implementing the MPA rules and regulations. The guardhouse also helps develop cohesiveness amongst the fishers as it becomes their meeting place where they could rest and discuss things.

Enforcement visibility is a deterrent against intrusions.

Enforcement is a community effort.

Utilizing the MEAT results • Management Plan • What helped: Availability of data from previous projects, support of Rare staff, political support from Sangguniang Bayan (SB) and Local Chief Executive (LCE) • What didn’t help: Unclear lines of responsibility for planning at the LGU level, priority given to “doing” aspects of MPA management without a formal plan, political issues, understaffed LGU • Management body • What helped: Cellphone-based communications bridged distance, strong LGU organic structure for CRM, active and dedicated MPA coordinator at barangay and municipal levels, assistance from NGOs who help barangay level structures, having a clear mandate, success in initial SM activities that generated broad interest • What didn’t help: Confusion over management functions and responsibilities (governance and management); waning interest of volunteer members of TWG/Management Committee, lack of understanding on the need for performance monitoring, absence of municipal level Management Committee, distance of municipal LGU office to the barangays, lack of personnel in the LGU • Legal instrument and support • What helped: Active networking by the LCE, good political relationships (barangay, municipal, provincial) • What didn’t help: Political issues, absence of a provincial structure responsible for MPAs, marine protection not being a priority of Provincial Governments, clustering of municipal LGUs that tend to base work on the least common denominator • Financing • What helped: Having TWG/Management Committee members who have strong links with supporters, good political relationships between and executive and legislative structures, municipal level budget for MPA, approved policy on user fees

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• What didn’t help: Annual budget not prepared, unresolved policy issues related to user fee collections, refusal of dive shops to cooperate on user fee collection system • IEC • What helped: Accessible audience targeting through KAP survey, technical and material support from Rare, receptive local community, existence of a detailed campaign plan, coursing production through municipal LGU • What didn’t help: Bad weather, bidding process for sourcing suppliers • Enforcement • What helped: Incentives, good guardhouse, effective campaign, adequate equipment, study tours, training of fish wardens, integration of MPA enforcement with LGU CRM enforcement • What didn’t help: Far distance of MPA from municipality, absence of LGU personnel to coordinate with, unclear MPA boundaries • Monitoring and evaluation • What helped: Training on reef monitoring conducted by Rare, existence of NGOs with technical capacity on reef monitoring • What didn’t help: Lack of skills in the conduct of socio-economic assessments, inadequate equipment for reef monitoring, lack of confidence in the technical quality of results, MPA managers do not understand the importance of performance, aversion of local people being interviewed • MPA site development and maintenance of infrastructure • What helped: Existence of a maintenance plan integrated in the municipal government’s annual budget, active LGU staff, good barangay track record • What didn’t help: Absence of a maintenance plan, financial issue of some LGU staff that derailed release of funds Production of Communication Materials • Make the MPA-related activities public, as it put pressure on the people in the barangay to work harder to maintain the positive impression they have created.

• Sponsorship of the campaign activities from the highest political leader is important.

• Have a critical mass of supporters in the community.

• Always consult the communities in generating designs of campaign activities as they have plenty of ideas.

• Turn some of your campaign activities to become regular community activities, such as the Miss ___/ Mr.__ Contest.

• It works to use celebrities to endorse a campaign.

• Explore the possibility of integrating CRM and MPA in the curriculum of elementary and high school students in the municipality.

• Explore the possibility of establishing a Provincial Pride Award.

• Explore partnerships with private business groups with Corporate Social Responsibility programs • Money spent in public education is money saved in enforcement. Those who attended the review feel that this dictum was proven correct during the conduct of the campaign. Although fishing inside the MPA was not totally stopped, this has reduced tremendously.

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• Coordination with the mainstream media, especially TV, is very important. Local people take pride in seeing themselves and their area being shown on TV. • There is a strong correlation between public education and coastal law enforcement. Effective public education means lesser need for coastal law enforcement. The MFLET task can include public education through informal discussions during their operations.

• Conduct of a Recognition Rites. This will cap the handover discussion where people who helped the campaign will be formally recognized.

Aside from these lessons learned, the consultancy seeked to gain understanding of how the inputs of the biophysical, MEAT analysis and Vulnerability Assessment cum Trainings influenced the Conservation Fellows understanding of climate change adaptation. Ms. Catherine Demesa, Conservation Fellow of the AGCA Marine Sanctuary, found the science inputs helpful but stated that further training is needed specifically for the conduct of Vulnerability Assessments.

“The MERF divers/scientist gained the trust and respect of the local fishers and people. They get along well and became friends. They were able to establish rapport to our community. Maybe because MERF divers/ researchers respected and trusted our community, too. Training to the facilitators [is still needed] to simplify the process and make the result easier to comprehend. There should be a written output and be given to the LGU to be used as reference during their Comprehensive Land Use Plan, (CLUP), Executive and Legislative Agenda (ELA)-Cooperative Development Authority (CDA) Planning etc.”

Mr. Renante Cempron, Conservation Fellow for the Hambongan MPA in Bohol stated that his main lessons learned was: “Formulating MPA management plan for me is a disaster, mind boggling and challenging. Inputs form experts and data from survey results are very essential in formulating the plan. PPMs are fantastic.”

Based on the interview with a third Conservation Fellow, Mr. Armand Gaviola, he noted that the linking of climate change and MPA was weak.

“In our MPA management plan, vulnerability is somewhat reflected. Climate change as a whole, we know there is climate change, but to understand it thoroughly I find it difficult to understand. It really needs to be understood and studied by implementers. We had Vulnerability Assessment with the Pride Program, the Luzon cluster, but after the workshop we did not conduct a Vulnerability Assessment. At that point in time, we felt we haven’t absorbed what it is, so we didn’t pursue to do it or to orient other people about it. What I took from it, Mark Atrino, are just introduction understanding sea level rise or erosion, but I really still don’t understand it. Any program you can use social marketing if you intend to change behaviour. It must intend to have impact, it is driven to achieve something. That is the trend now right, just to make IEC. It is an IEC with an attitude because you will pour time and effort into it. The emphasis is on use-of-output.”

- Mr. Armand Gaviola.

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Performance: Specific accomplishments Achievements related to Project Goals and indicator (3,4).

Goal 3: Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities / cities by 12/2013 (KAP survey in 2011 and 2012 / 2013).

Goal 4: Capacity-building through strengthening of MPA governance and development of adaptive management systems (Rare Component)

The following were derived from Rare’s document titled “High Level Results Summary” for Phils 1.

Provided that each site had distinct ToCs and SMART objectives, the facts and figures below reflect average Knowledge, Attitudes, Practices (KAP) results across the 12 sites for two types of target audiences, namely Fishers and Community by choosing the most statistically significant results from one out of five sets of questions related to each of the following: Knowledge, Attitude, Interpersonal Communication, Barrier Removal and Behaviour Change. Rare uses “percentage point” (pp) to indicate changes. To provide clarity, “%” is a ratio of two values (the new value divided by the old value), thus a “percentage point” increase/decrease makes it clear that an increase/decrease of a percentage point do not mean a relative change (i.e., some fraction of the original value).

Barrier removal strategies were strong in the 12 sites • For both fishers and community, they “strongly agree” or “agree” with the statement that “There is enough money and other resources to fully manage and enforce the rules of the no-take-zone area”.

(Measured from Barrier Removal Question 9, 18.6pp change (fishers), 19.2pp change (community) • The barrier removal strategies identified for the cohort were improved membership of the Management Committees; 24/7 guarding of the no-take zones (NTZ); improved attendance of community during general assembly; improve MPA rating and functioning enforcement system that has a plan, defined roles and increase support and resources that guards the MPA and apprehensions are leading to arrests. For AGCA Pride Campaign the CF focused on having a clear and functional enforcement system by having a good governance system who will be implementing the 24/ guarding of NTZ, construction of guardhouse, provide and manage patrol boat and gasoline, work to achieve MPA rating level 3, and draft management plan adopted by SB.

Attitudes were the most changed along with positive trend in their behaviour, interpersonal communication and knowledge from average results from both the fishers and the community.

• There was a positive trend in the average % of fishers and community across the 12 campaign sites who said that: • They “strongly agree” or “agree” with the statement that “Fish species will continue to decline in number or disappear if the Sanctuary Rules/Policies are not strictly observed by fishers”. The average was brought up considerably by the Bacacay Pride Campaign. (Measured from AttitudeQuestion 4. Averages across SMART objectives, 27pp (fishers) and 24 pp (community) change) • The changes for the above mentioned questions are not statistically significant at the control sites, meaning that changes measured at the campaign sites can likely be attributed to the campaign. The changes at the control sites are overall also much lower at control sites than at campaign sites.

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Coastal Biodiversity and Fisheries The following were derived from MERF-UPMSI Biophysical Report for the 12 sites and 3 control sites Summary of results Biophysical in Results for3.1.16. comparing 2011-2012, concurrent on the timetable of the social marketing activities in the sites.

Benthos

• Coral cover generally did not change significantly from 2011 to 2012, except for some sites. Cover decreased inside the Tagaliling MPA, Mabaw MPA and Ayoke MPA. Majority of the sites were in the “fair” category (Gomez, et al., 1979) in terms of hard coral cover (Figure 3. 61). Coral cover generally did not change significantly from 2011 to 2012, except for some sites. Cover decreased inside the Tagaliling MPA, Mabaw MPA and Ayoke MPA.

% hard coral cover

Hard Coral Cover 100 90 80 70 60 50 40 30 20 10 0

2011 2012

in out in out in out in out in out in out in out in out in out in out in out in out in out in out in out AGCA

Arbor

Ayoke

BagacaytHambongan Lanuza

Mabaw

Punta San Pablo Sanipaan Santiago Tagaliling Tandayag MPA

Uba

Uson

Reef Fish Figure 3. 61. Hard coral cover in the different sites for 2011-2012.

• Reef fish biomass and abundance generally increased in almost all MPAs. This may be an indication

Reef fish biomass of andthe abundance generally of increased in almost all management MPAs (Figure 3. 63, Figurein 3. the 64). This may be an indication of the effectiveness of effectiveness protection and efforts MPAs. 75 protection and management efforts in the MPAs.

Biomass (MT/km2)

Reef Fish Biomass 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0

2011 2012 In

Out In

AGCA

Out In

Arbor

Out In

Ayoke

Out In

Out In

Out In

BagacayHambongan Lanuza

Out In

Mabaw

Out In

Out In

Out In

Out In

Out In

Out In

Punta San Pablo Sanipaan Santiago Tamisan Tandayag MPA

Out In

Uba

Out

Uson

Figure 3. 63. Reef fish biomass in the different MPAs from 2011 to 2012.

Abundance (ind./500 km2)

Reef Fish Abundance 6000.0 5000.0 4000.0 3000.0 2011

2000.0

772012

1000.0 0.0 In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out AGCA

Arbor

Ayoke

BagacayHambongan Lanuza

Mabaw

Punta San Pablo Sanipaan Santiago Tamisan Tandayag MPA

Uba

Uson

Figure 3. 64. Reef fish abundance in the MPAs from 2011 to 2012.

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• Generally, destructive and unsustainable fishing practices were still rampant in the studied sites. Fishers identified commercial fishers (local and foreign) as the most alarming threat that could undermine their fisheries production.

• Most of the sites with lower proportions of other income sources aside from fishing were from the Visayas areas (Amlan, San Francisco-Cebu and Inabanga) suggesting their high dependence on fishing and hence may be most vulnerable to impending perturbations such as impact by climate change on these fisheries. Farming (including copra), driving and carpentry constitute the major alternative livelihood of fishers.

• About 53% of the fishers in all the sites are observed to target demersal species. It can be noted that fisheries that target demersal species may be more vulnerable to impact on the nearshore habitats by climate change or threats such as habitat degradation or pollution. There will be more fishers that will be affected based on this scenario and these include Cortes, Gubat, Bacacay (Albay), Hinunangan and Inabanga.

Changes in management effectiveness • In all sites, all management focus parameters showed a steady increase from 2011 to 2013, although community participation, legal instrument, and maintenance of infrastructure and site development were maintained.

• IEC [social marketing] parameter recorded the highest increase from 2011 to 2011 which may translate to the enormous social marketing strategy applied in all sites during the Pride Campaign implementation. An average increase of 29% was recorded for all sites.

• Monitoring and Evaluation recorded the among the focus areas, but improved by 22% from 2012.

• Community MPA logbooks were put in place to document enforcement infringements in

3. Monitoring and Evaluation recorded the amongsignificant the focus enforcement areas, but milestones on all Municipalities.

The following table summarizes enforcementbyin22% all 12from sites after the two year intervention. improved 2012.

Community Participation 100%

Monitoring and evaluation

80% 60%

Enforcement

40% 20%

Management plan

Financing

0%

Management Body

Maintenance of infrastructure and site development

IEC (social marketing)

2011 2012

2013

Legal Instrument and support

Figure 1. MEAT managementMEAT focusResults areas from 2011 to 2013 (2011-2013)

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Key facilitating Factors and hindering factors that influenced MEAT Levels and Scores:

climate change threats in communities (ongoing)

6. Significant Increase in enforcement efforts, arrests and enforcement in 12 model MPA showcase sites in the Philippines highlighting best practices for dissemination to the region (Up to March, 2013)

6. Community MPA logbooks were put in place to document enforcement infringements in all Municipalities. The following table summarizes significant enforcement milestones on enforcement in all 12 sites after the two year intervention.

Enforcement Monitoring Updates

Pre Campaign data (2010)

Number of reports [hotline]

26

Post Campaign Data (2012) 14

Number of reports [personal communication]

12

21

+ 75%

Number of arrests

47

7

- 85%

Number of intrusions by community residents

41

13

- 68%

40

0

100% reduction

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10

- 83 %

Number of intrusions by neighboring villages Number of illegal activities within 500m radius of buffer zone

Percentage inc. (+) / dec. (-) - 53 %

Logbooks are now implemented and maintained at the guardhouses of each MPA. Each of

the sites are maintain -3 logbooks (Daily Time Record of MPA Guards / Apprehension MPA Management Plan adopted by2legislative bodies of Municipal Local Governments and budgeted Records / Visitors Logbook). For the Cortes MPA a fourth Logbook was installed and main-

for the women group who are voluntarily guarding the MPA. • As of April 2013, tained legislative bodies in four of the 12 sites have formally adopted the MPA Management Telephone hotline numbers were established and integrated into the collaterals /Social MarPlans, while one site included parts of their planmobile in the Annual Investment Plan of the respective ketinghad prompts in each site.

The prompt is usually telephone reporting (call and text), the reporting system will aid in the increase of reports by communities to the MPA Guards municipality. and other enforcers within the Pride campaign site.

All campaign sites saw a significant increase in number of hours guarding from average 55.66% with 93.5 (13 hours per day) guarding in the 2010 baseline to average of 141 hours per week guarding (22 hours per day) in the 2012 post campaign survey. This is equivalent

A positive trend in awareness on the risks associated with climate change at campaign sites. The trend at control sites is less clear.

Page 8

Average Climate Change Awareness amongst Community Members pre- and post-campaign (12 campaign sites, 3 control sites; 5 questions) Average % of respondents with possitive answer

120.00% 100.00% 80.00% 60.00% 40.00% 20.00% 0.00% Campaign - Baseline data

Q1

Q2

Q3

Q4

Q5

49.27%

69.22%

66.82%

55.67%

86.40%

Campaign - Post campaign result

53.30%

75.02%

72.61%

73.69%

87.06%

Control - Baseline data

45.32%

78.93%

78.33%

79.13%

99.13%

Control - Post campaign result

41.97%

81.15%

70.29%

84.59%

91.68%

Questions 1-5. Do you strongly agree, agree, disagree, strongly disagree, not sure/don’t know with the following statements?

Table 1. Climate change awareness amongst Community Members pre and post camQ1. Climate change is already a problem in my community; Q2. Climate change is already a problem in y community; Q3. Climate change is likely to become a real measured as averages ofourthe %No-Take of community members who rightofanproblempaign, for my community in the coming 5-10 years; Q4.If local Zone is well managed it will help bufferknow some of the the effects climate change in the 1 future; Q5.

Name across up to 3 ways in campaign which you believesites climateand change3could affect your community in the5next 5-10 years. Select up to three- sea level rise,increasing Community swer 12 control sites through questions water temperatures leading death of corals and less fish; increase of typhoon frequency; increase of typhoon strength, less reliable work and crops; more people from Members a positive inless awareness on the risks associthe upland will move to (TA2) the coastalthe areasresults in case of suggest crop failure; change in weathertrend patterns, rain, other.

ated with climate change at campaign sites. The trend at control sites is less clear. This was the final activity for this short term impact.

An engaged community

ocial marketing mpacts and lessons e documented and ade available at naonal conference on ocial Marketing for PAs with documention (Dec, 2012)

2010 MPA Management Committees (Man Com) forto the 12 sites had 226 members, • In129 different kinds of materials were produced, released 250,000 community members (Annex Q) by 2012 the 12 sites had 435 full time members (Increasing from an average of 19

• members 25,000 fishers byper the Man campaign full/partial. to 36 covered members Com in based on monitoring records). The sectoral representatives for the Management Committee also increased.

• All 12 Conservation Fellows passed the Rare course.

9 of them received UTEP diplomas, as 1 CF was not officially registered in the course due to his bachelor’s degree requirements, and another 2 failed 2. Conducted National Conference on Social Marketing “Uniting the country, Uniting the th to complete some additional requirements the Texas Education City,ofBohol – with over 80 Board. participants attending Reefs” from August 6-8 in Tagbilaran • the Inconference.

2010 MPA Management Committees (Man Com) forresults the 12and sitesattended had 226 by members, by 2012 12 case studies were presented with full key the 12 sites hadof435 members (Increasing from an averageforofthe 19 Environment members to 36 members representatives GIZfull (Dr.time Patrick Schwab), Presidential Advisor Nereus Acosta, Government partners around the Philippines. per Man ComMayors, based on monitoringOfficials records).and The sectoralfrom representatives for the Management Committee also increased.

As part of national conference the 12 mascots and Conservation Fellows interacted with over 3,200 school children from Ubujan, Taloto, Victoriano Tirol Elementary Schools and Holy Name University Primary school for a story telling and meeting the mascots day.

(See Blogs in Annex III and photos in Annex VI) This was the final event for this component.

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Social Marketing (SM) Lite Processes (Actual Implementation) The SM Lite implementation processes are summarized in the table below. Gauging from these, the intended program was fully packed with both workshops and fieldwork. Each of the workshop and fieldwork had specific objectives and outputs.

Knowledge input from Rare

February 2012 (3 days)

March -May 2012

June 2012 (3 days)

July-Sept 2013

Workshop 1

Fieldwork

Workshop 2

Fieldwork

Day 1 • Definition of Social Marketing as per Rare’s work • SM Lite Roadmap Components • Intro to Social Marketing Principles of Social Marketing, why and how it is used for Sustainable Marine Protected Area (MPA) resources management • Theory of Change Framework and exercise (K + A + IC + BR leads to BC leads to CR) • Stages of Behaviour (PreContemplation, Contemplation, Preparation, Action) • Diffusion of Innovation (Innovators, Early Adopters, Laggards..)

• Importance of Audience Segmentation • The 5Ps (Price, Product, Placement, Promotion, Position, People) • SM is both science and art, well though-out and tested • Analysis of the initial Theory of Change Matrices Day 2 How to develop a Research Plan- Intro on Qualitative Research, Methods, and Strategies-How to conduct Focus Group Discussion/Focused Discussion-How to Make a SurveyWriting the Research Plan

Conduct of Pre-KAP • Draft Survey and Research Plan (workplan) • Refinement of ToC • Select one MPA per alliance instead of one MPA per LGU for SM Lite mini-campaign • Share ToC with key members • Activities for qualitative research: Locate venue, find 8-10 participants, targets, finding 3-5 in-depth interviewees and one focused group, finalize survey questions, conduct orientation for the field team and roll-out.

• For piloting, prioritize the most important target audience • Accomplished surveys: Submit 1 month before SM Lite 2 Conduct Pre-KAP Survey

Day 3 Meaning of SMART objectives: S: Specific, M: Measurable, A: Actionoriented, R-relevant, T: Time limited Knowledge input from GIZ

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Day 1 • GIZ is focused on Region 6 and 8 in the Philippines • ACCCoast Program is related to the Coral Triangle Initiative • Overriding goal of the Project is improved MPA governance for climate change adaptation • Connection with EnRD-GIZ goal of improved natural resources governance through local level planning • Capacity development is core elements of CFRM (component of EnRD-GIZ) with regulatory framework, ensuring framework, TWG, designated people and budget • Use of monitoring tools through Process Monitoring Matrix (a selfrating tool) and MPA Effectiveness Tool (MEAT) • Different levels of MPA: Level 1: Established, Level 2: Strengthened, Level 3: Sustained, Level 4: Institutionalized Day 4 • Reiterates goal of ACCCoast • Rare will provide Technical assistance, content will be the responsibility of CFRM and ACCCoast

Table 8. Implementation processes SM Lite

• Creative Brief presentation, blueprint or a compass to help implementers execute their campaigns (Headline, design, body, layout, how to take photos) • Designing and writing campaign materials (Crafting messages- Theme or Core, Structure, Construction, Appeal, Components of a Message) and Tips making persuasive messages • Behavioral Stages to determine what level target audience is in (Pre Contemplation Contemplation, Action, Maintenance Stages)

Materials Development and Mini Campaign • Ideal to focus only on 1 primary audience, minimum 3 types of collateral for only one primary target audience • Share ToC with key members • Approved SM Lite Roll Out with colleagues, confirmed with proper resources and suggested dates to work • Layout preparation and production, minimum 80 pcs. per site per collateral chosen • Prepare proposals to avail the SM Lite Alumni Grant Fund to continue Continue Mini-campaign implementation • Roll-out of campaign from Aug to Dec 2012

October 2012 (4 days)

October-January 2013

Workshop 3

Fieldwork

Workshop 4

SM Lite Express

Continue Mini-campaign

Evaluation, Sustainability and Closing

Strengthen Messaging and Strategy Development Process

• Effective deign and event planning • • Recall of Rare’s Theory of Change • Review of Campaign SMART Objectives • Discuss the elements of good Creative Brief and its connection to developing core messages • Review concepts and apply the elements of a good design • Present basic principles on Guerilla Marketing and how to present core messages to the audience • Articulate the fundamental principles and methods on Planning and Conducting the Post-KAP survey • Apply pitching as a presentation skill and use this skill to generate funding for the project • Discuss basic facts on climate change and its implications to the marine protected area (MPA) resources management • State of MPAs in Negros Occidental • Why do we put up MPAs: Values related to people: food security, recreation, tourism, biodiversity; MPA as good research ground- check status of the coral reef, establish status of MPAs to come up with a baseline increasing mangrove and coral cover; Framework for adaptive management (link science with management decisions; marine and coastal health

January 2013 (3 days)

• Looking back • Lessons learned sharing and presentation

January 2014 (3 days)

Creative Team of Rare give feedback on campaign materials Climate change basics

by GIZ

February 2014 (3 days) Close-out workshop

• To jointly analyze and present the results of the pre-KAP and post-KAP surveys and determine the changes in the knowledge, attitude and practices amongst target audience of the SM Lite Campaigns • To know and prepare the draft the SM Lite Project Completion Report • To appreciate, celebrate and document the lessons learned from the SM Lite project implementation.

Climate change basics

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The following key matters were discussed with five alliances participants of SM Lite, namely ALFARMDC and PALMDEVC in Leyte Island (2 Provinces); and Cadiz-City of Agriculture Office (CAO), CENECCORD and Sagay Tourism Office with the Museo Sang Bata in Negros Occidental.

The summary of their perspectives and salient findings on SM Lite are:

Preparatory activities: How did the participants come to know about the SM Lite Program • The primary formal method of communication across the five alliances was the sending of an invitation letter from ACCCoast to the respective alliances’ LGU Mayors. Aside from this, some alliances received prior information through conversation with the Senior Advisors, Ms. Meann Tercero for Region 6 and Dr. Maria Sobrevega Barcelona for Region 8, to inform them of about SM and that there would be a workshop in Cebu (Workshop 1).

• In the case of NNARMAC, another alliance in Negros, the Cadiz-CAO received prior information first when Ms.Barcelona did a presentation in a meeting of the TWG of the alliance. At that point, the alliance, as a whole, decided not to pursue the SM Lite Program, thus only certain members of this alliance ended up participating in the SM Lite Program; the CAO decided to embark on the SM Lite as an Office, while the SM Lite participants from Sagay was embarked on by the LGU-Tourism Office together with the Museo Sang Bata.

• In the case of ALFARMDC (Leyte), Ms. Ofelia L. Bernades recalled that: “The invitation came in a surprise. “I attended an orientation done by Rare in Tacloban, along with the Chairman of one of the members of the alliance from Southern Leyte, as we were invited by Ms. Tercero (GIZ-EnRD Program-ICM). I was there not as a regular participant but as an observer, as the orientation was being given to a group of people.”

• In the case of the PALMDEVC, before embarking on the SM Lite Program, they had a site exposure to a Pride Campaign in Brgy. San Pablo in Hinunangan (one of the alliance’s LGU member), in which the Conservation Fellow was Mr. Armand Gaviola. The Municipality of Hinunangan, a member of the PALMDEVC alliance, did not receive an invitation from GIZ, but rather found out about SM Lite from the other LGU members who received the formal invitation, according to Mr. Marlou H. Daw. It was cited in this report earlier, that Hinunangan is also a Pride Campaign Site. This incident caused confusion among the LGU members of PALMDEVC. Mr. Daw: • “Hinunangan did not receive an invitation to participate in SM Lite. In the second session we were not interested, having known there was a lot of work to do. I did not expect to be with SM Lite, was just lucky enough that my supervisor allowed me to go to the workshop. Other participants assumed that Hinunangan was not invited because it already had a Rare [Pride] Campaign. The Rare Pride Campaign was purely a Rare campaign and GIZ is not involved.”

• There was also an observation that the Pride Campaign is not related to the ACCCoast Project. Mr. Daw continued: “Our impression was to ask what is happening. Rare is doing social marketing, as we saw in San Pablo, why was GIZ inviting us to do SM Lite?”

• There were no needs assessments done in preparation of the participants for the SM Lite Program roll-out.

Understanding Theory of Change In the initial stages of introducing the Theory of Change(ToC), SM Lite participants found it difficult to understand it.

• “In the start, it was shown that everything has to be interconnected. The formula, although linear, but reaching your conservation result can feel like a maze. At that time, the Theory of Change was like science fiction, like a difficult mathematical equation.”- Sagay Tourism Office • One member LGU from PALMDEVC stated that during the workshops, he took notes, and found

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the Theory of Change to be “too technical” and tried to understand it amongst themselves in the alliance and also with the Governing Body (GB) as well as the technical working groups of the alliance. “Too technical” was elaborated further as being too academic, the use of the “equation” K,A, IC, BR, TR, CR. He stated that he found it surprising that he didn’t know before you can take it step by step, pieces by pieces in terms of taking account Knowledge, Attitude, etc.

• For CENECCORD, the initial impression was mixed. While eagerness and excitement were felt, one was surprised to find from workshop 1, that social marketing was more on the “advertisement” for MPAs, marketing of the product (MPAs), and not on the technical management of MPA. However, as the ToCs were gone over in every workshop, the participants soon appreciated its systematic approach to making an equation to achieve change, and having to implement actions to achieve the equation.

They were also able to relate the positive difference of having a ToC in creating communication materials or events compared to their conventional ways before.

• “In retrospect, it’s really good, because you become conscious of the barrier removal, behaviour change are very essential in achieving the Theory of Change.”- Sagay Tourism Office • “Before, our method was when we saw something somewhere we would just copy it for the barangays I didn’t know that if you create IEC materials you would follow such a guide. Even if its not IEC, if you have any project and it goes through such thinking, it would be good.” - ALFARMDC • CENECCORD members all agreed that before they were already using tools such as FGDs, but the Theory of Change application made them realize that they “levelled-up” these approaches (FGD, surveys) in an orderly and systematic way, because as technical people, they would like to be able to be have closer ties with the community for the campaign is for their benefit.

Factors that challenged participants during workshops and fieldwork Workload • “It was not at all “Lite” to us. What made it “heavy” is doing it (going to the community, doing the collaterals) and also doing the grant proposal.” –Sagay FGD • Lack of quality in the information shared from the workshop or informal “re-echoing” of workshop learnings ( e.g., What is a ToC) amongst other alliance-LGU members who were not able to attend Workshop 1 or other succeeding workshops regularly “The most difficult was workshop 1, and for those who did attend it, they were not able to share their output from Workshop 1 to those of us who did not attend Workshop 1, but attended Workshop 2 or 3 or 4. So to those who attended Workshop 2, we had no idea what is a ToC, but we made do of the activities during Workshop 2. The re-echoing of those who attended Workshop 1, to the Governing Body and to others, were mostly on discussing the budget, and who will attend the next workshops, but we did not see the output or learnings from Workshop 1 from those LGU alliance members who attended it.” –PALMDEVC FGD Sense of permanency of an SM Lite participant is not assured as attendance to the workshop is up to their superior • Based from the FGDs with Sagay and PALMDEVC, demonstrating a positive attitude or interest in social marketing towards your superior, affects how or if they will send you to the next workshop.

However other alliances felt that it is solely up to their superior if they sustain their attendance to the workshop.

• An ALFARMDC member was surprised in being told that in Workshop 1 those who attended were the core team, an stated that: “How can we be the core team for Leyte if there are only three of us who attended the first workshop, the Mayor, myself and another staff?”

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The total timetable felt very rushed and expedited • “The approach of assigning completion of outputs between workshops felt academic, and not very considerate of the reality of the other work that an SM Lite participant needs to do for the province or the municipality.”-ALFARMDC FGD • “The “homework” from the workshops was heavy. But we realized that if we didn’t have these to do we wouldn’t be able to do the work we wouldn’t have a campaign, and we were supported and followed up. The timeframe was tight, the pacing was too fast and information overload. Perhaps a 1 and half year duration. Although, I don’t know if it were spread out if it will be more effective, if it’s too lenient you might forget to work on it.” – Sagay FGD Asking questions to the communities during the Pre-KAP • “During the interview, regarding the question on illegal fishing, the fisherfolks were apprehensive to answer as they know who are doing illegal fishing. To address this, we said that their answers will be kept confidential. It was the only question that was least answered.” -Cadiz-CAO FGD Computation of the sampling for the KAP survey • A PALMDEVC member alliance expressed that the computation of the sampling was determined

by Rare to be 80 respondents per pilot site. One participant stated that it was not clearly explained to them by Rare why it has to be automatically 80. The participants stated that Rare used a tool to calculate this number.

Affording expenses for the reproduction of surveys for the pre-KAP • For PALMDEVC, who committed to do 80 respondents for each of the 6 LGUs, the total survey to be printed/ reproduced was 480. They expressed that having to copy this much of the survey caused them delay in conducting their pre-KAP. • For ALFARMDC, they didn’t have funds to support this activity, thus the participants said that they were the ones who conducted the Pre-KAP to experience and test the process for themselves.

“We had to use our own personal money to do the Pre-KAP, to photocopy the surveys and the transportation. However, I think the community appreciate it that they saw us, and told us that this kind of activity should have been done before.”

Developing ToC SMART objectives • “I was not contented with our SMART objectives. Rare expressed that we could email them. It would have helped if they were the ones following up on a way that asked about how we are doing, that they would go down to the site, look and check at what we are doing. There were no Rare visits in between the workshop schedules. So to expect us to be the one to take it home and work on it alone was difficult. I guess we got used to having someone push us. In the case of Samar, they found it also difficult to coordinate or to seek support directly from us here in Leyte, as they needed to travel.”

–ALFARMDC FGD Finalizing their ToCs • “We no longer stressed ourselves in finalizing our ToC SMART Objectives and just let go of precision.

All that mattered was to help transform the island (Suyac Island) and raise their awareness.”-Sagay FGD Analysis of Pre-KAP results • “It would be nice if GIZ can spend on providing training on how to analyse the results, because this is more sustainable.” –Sagay FGD

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• “We did not want to defend against the results to Rare. It would help if there is someone from the alliance who can do the analysis and explain it.” – PALMDEVC FGD Production of campaign materials • Delays were experienced in meeting workshop deadline to produce campaign materials due to bidding process to and sourcing of suppliers.

• From ALFARMDC, the most learning gained was from designing campaign materials, it was found to be difficult.

“First to us, was how does one draw, what is the color, where to put the text. Our most successful IEC was the twisted fan, stickers, we would say, the only problem was that the quantity was not enough.”

Climate change inputs • “SM Lite is a tool. What I saw is that if there was a greater campaign on climate change, or what are the environmental conditions (preliminaries) then Social Marketing can come in once this kind of orientation is in place. What I learned from the fisherfolk, you have to let them know the entire environmental situation, before talking about MPAs. When we say climate change, it is not just about the coastal. It would help to talk about the interrelationships of life, that part was not very evident in the workshops. If there were species/science studies that could be presented or shared, for every municipalities. It would be beneficial.” –CENECCORD FGD • The participants felt that content/inputs on climate change were not present at all in workshop 1.

By the time that there was insertion of climate change adaptation (SM Lite Express), which was after workshop 3, they said that they had already done their SMART objectives. They felt that if this was given in a way that is relatable to MPA governance, they could have a chance to level-off in understanding. –ALFARMDC FGD • “We had various Theories of Change, if you noticed. Plus when you talk to Rare and then to GIZ, we got confused. However we were told that this is a practice an exercise. With Rare, concentrate on your Theory of Change and your social marketing, and then when we were preparing for the grant (Alumni Grant Fund) you have to consider climate change. In the last workshop, they realized wasn’t really incorporated, it was us in the third workshop who consciously incorporated climate change.

At that point also Ms. Donie, kept reiterating the fact that the campaigns (SM Lite) are anchored on climate change. If you think about it, the social marketing campaigns is geared towards climate change adaptation, it’s just that it’s not that clear how to directly link it to climate change. For those who know of climate change they will realize that the effort of social marketing from the workshop is to strengthen MPAs and this contributes to adapting to climate change.” –Sagay FGD Fieldwork of the workshop module was a deemed as added work Lack of time, budget, manpower SM Lite was not accepted alliance-wide • “NNARMAC alliance is interested but was not part of the SM Lite. During the TWG meetings, we presented our accomplishments from the workshops and conducted orientation to them on social marketing and from this meeting they have more interest now.” –Cadiz FGD

Factors that contributed to participants sustaining their participation Having funds • “Those who attended Workshop 1, did not want to attend Workshop 2, the Governing Body was the only one who encouraged participation for Workshop 2 because we had budget.” –PALMDEVC

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A pilot site that have budget and people • For ALFARMDC, the participants went to the Local Chief Executive of Tolosa to commit people and budget, and an active FLET. In retrospect, the participants stated that they are pleased with the pilot site they selected.

Having a committed spirit • Some alliances, CENECCORD and Sagay Tourism Office-Museo Sang Bata stated it helped that they strategized to meet regularly or even in the weekends to achieve their outputs for SM Lite.

• In contrast to PALMDEVC’s experience on sharing and processing workshop outputs amongst the LGU alliance members, the CENECCORD team expressed that they didn’t feel pressured and they shared their outputs in their regular Council meetings. CENECCORD alliance members also cited that learnings are discussed by the alliance outside the workshop and practiced further workshop exercises, such as giving a “pitch”.

• “We were blessed that with our Mayor, it was ok with him already. Sagay Marine Reserve felt that it was additional work for them. However, for us (Tourism Office and Museo) it is also additional work for us, but we saw it as additional work that is needed.” –Sagay FGD Realization that SM Lite can be applied for other areas of work in their alliance or municipality • Across all these alliances, there was the same feedback that the scope of application of SM Lite is wide and can be applied for their other tasks (e.g., Solid Waste Management, Disaster Risk Management).

However, a PALMDEVC member expressed, that even so, the SM Lite workload would be too heavy for one person to take on.

• The templates/tools (KAP surveys, event planning, research plan) were found to be easy to use and useful and they learned how to customize these on their own. However, the participants shared that they want to know how to analyse.

There was a sense of competition amongst the participants of who could produce better IEC materials.

• Facilitator and resource speakers from Rare were found to be very professional and knowledgeable on social marketing. An exception cited, was a resource speaker who spoke about more commercialbased IEC materials (e.g., magazines), and this was found not relatable to the alliances.

Modular approach of the Program was generally well accepted across the alliances Receiving positive feedback from the community on the communication materials disseminated Hiring enumerators to do KAP surveys Building closer ties with their communities • “During the Pre-KAP it was a moment of enlightment for us. Because for the longest time, we thought we had no problem with community perception about government projects. At that point when we had initial contact with the island residents, they were already abrasive, the project was perceived as if we were “terrorists” or was perceived as people who would take away their island from them. Our realization is that it’s important to hear directly from them.” Sagay FGD Use of media in campaign launch Use of a mascot Learning the strategies of the other alliances Supportive associations of fisherfolks

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SM Lite Performance: Specific accomplishments Achievements related to Project Goals and indicator (Goal 3) Goal 3: Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities / cities by 12/2013 (KAP survey in 2011 and 2012 / 2013).

KAP results (summary) • In 9 out of 10 pilot sites across 5 LGU alliances, survey respondents have indicated that any intrusions into the MPAs have decreased in the past 12 months. Similarly, survey respondents from 8 out 10 pilot sites showed increased involvement in the activities related to their MPA. • On average, SM Lite campaign sites considerably increased the levels of Knowledge on the benefits of having an MPA nearby among survey respondents by 29.57 percentage points(pp).

• On average, Attitude of the respondents on support to increasing the level of enforcement of MPA Rules have also increased by 9.64 pp.

• On the average, there is also increased in Interpersonal Communications also increased in percentage points (19.98 pp).

Five municipal alliances and three LGUs provide counterpart to support social marketing campaigns • Eight SM Lite grants were awarded ranging from PhP25,000 to PhP285,000 depending on the number of municipalities involved, for a total of PhP979.962.50. Activities* included environmental picnics and marine youth camps, boat racing contests, an MPA mascot parade, a quiz show, coastal cleanups, and the production of collaterals like t-shirts, ecobags, billboards, brochures, posters, calendars, fishermen’s hats, boat awnings, and a blue crab mascot. Overall the grantees committed to pool PhP606,772.50 or 38% of total project cost, an average of 36% for the eight projects, ranging from 16% to 73%.

*Communication materials produced by SM Lite participants for their campaigns are documented as Annex R.

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Goal 3: Intermediate capacity outcomes MPAs are recognized as a focal area for management and science to reduce stressors, monitor conditions and trends and engage the public

Improved community awareness on coastal biodiversity protection and climate change in at least 30 selected municipalities / cities by 12/2013

Effectiveness of organizational arrangements

Strength of stakeholder ownership

Compatibility with social norms and values Conserving and rehabilitating natural resources are recognized as important to sustain current and future livelihood and food security needs

Participation in setting priorities Local communities are involved in participatory planning and are members of local management and enforcement bodies for ICM/MPAs

Transparency of information to stakeholders ProvincialMunicipalBarangay-LGU and/ inter-LGU alliances generate and disseminate information on the value of marine and coastal ecosystem and MPAs, trends in resource conditions, resource use and threats

Provincial-MunicipalBarangay-LGU and/ inter-LGU alliances generate and disseminate information on the institutional mechanism necessary for effective planning and management, regulations and other effective interventions to improve resource conditions

Good communication and stakeholder relations Local Chief Executives, seeks partners for research/ studies on biodiversity and climate change impacts in highly vulnerable coastal areas

ProvincialMunicipalLGU and MPA managers/interLGU alliances develop new sources of financing, including private sector, to support MPA plans and adaptation measures

Intermediate Phils 1/Pride capacity • Enhanced knowledge and skills in project planning, budgeting and social relations and in outcomes building community cohesion and coalitions • Enhanced networks with LGU governments, scientist/experts/academe and NGOs • Improved understanding on some aspects of climate change SM • • • •

Lite Increased confidence and motivation to conduct community-based materials and activities Increased understanding of how to build community cohesion Enhanced knowledge and skills in effective and strategic communication Increased implementation know-how in target audience profiling and segmentation for conducting events • Increased implementation know-how in producing IEC materials • Improved socio data gathering methods and focus through KAP survey

Table 9. Intermediate capacity outcomes Goal 3

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Goal 4: Intermediate capacity outcomes MPAs are recognized as a focal area for management and science to reduce stressors, monitor conditions and trends and engage the public

Capacity-building through strengthening of MPA governance and development of adaptive management systems

Strength of stakeholder (community) ownership

Participation in setting priorities

Commitment of social and political leaders

Local communities are involved in participatory planning and are members of local management and enforcement bodies for ICM/MPAs

Realize climate change adaptation, biodiversity protection and incomegenerating fisheries strategies in vulnerable coastal areas and communities through ICM programs

Intermediate • capacity outcomes • • • • • •

Efficiency of policy instruments

Clarity in responsibilities

Legitimacy

Setting up and operationalizing interagency, multi-sectoral coordinating mechanisms to oversee and coordinate coastal and marine governance issues, including MPAs

Putting in place local legislation, as appropriate to facilitate the institutionalization of ICM into the local government program and to integrate MPA management plans into the municipal ICM Plans

Effectiveness of organizational arrangements

Adaptability

Operational efficiency

Achievement of outcomes

Good stakeholder relations

Local MPA managers/ networks are able to utilize results from regular monitoring of socio and bio-/ ecological changes to formulate strategies for MPA protection and conservation

Local MPA managers/ networks/ alliances promotes participatory planning and management of municipal waters based on an integrated ecosystems perspective of “ridge-to-reef”

Legitimate MPA management plans with clear objectives and a system to periodically report its progress

Cooperation and support from the local community for ICM and MPA initiatives

Strengthened coalitions and networking between NGOs, provincial-municpal-LGUs-Community for MPA protection Enhanced mentoring skills Increased knowledge on the local skills and knowledge in the community Improved confidence on soliticing funds Enhanced knowledge and skills in project planning, budgeting and social relations and in building community cohesion through social marketing Increased implementation know-how in measuring MPA management effectiveness Improved understanding on some aspects of climate change

Table 10. Intermediate Capacity Outcomes Goal 4

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Overall Lessons Learned Project Management Level

• What worked • • • •

Partnerships with different high-level experts/organizations on strategic (e.g., social marketing, pond-mangrove conversion, thermal ecology) and applied science (biophysical studies, vulnerability assessments) to deliver project goals Sustaining cooperation with DENR-BMB in spite of changes in leadership in the CMD and lack of a formal project management body that met regularly Feed backing of experiences from the local levels of the project to DENR The Project supported existing projects of the CMD and BMB and worked toward harmonization of certain aspects such as the ICM/MPA/Mangrove databases

• What didn’t work well • • • • •

Goal 1

Differences in principles between Rare and the Project on how to make climate change understandable to communities Use of different monitoring methods for Goals 3 and 4 between Project and Rare Lack of a project level document depository and strategic documentation of consultants/ partners’ outputs with replication and/or upscaling in mind Lack of an over arching communication strategy how and what to communicate regarding climate change and climate change adaptation relevant to local planners/implementers Lack of a consistent and balanced visibility for ACCCoast and Rare in the communication of the Project to social marketing stakeholders

• What worked • • • • • • • •

Sustained coordination and communication of activities with staff of the CMD Visibility of GIZ in the NCCC activities Support to CMD to develop projects/programs (i.e., SCREMP) with the national priorities / PDP to secure funds from the national budget Providing venues for regional and central offices of the CMD to formulate a roadmap together Conduct of a second set of Institutional and Organizational studies for CMD Enhancement of skills in monitoring and data gathering among PEO staff of CMD Workable recommendations for the CTI-NCC to improve their coordination of the NPoA Best practices from the small-grants programs (Goal 2)

• What didn’t work well • • • •

Goals 3 and 4

Lack of CMD’s ownership in the website developed Lack of a regular overall project updates/ joint ACCCoast-CMD staff meetings with the entire technical staff of CMD involved with ACCCoast to minimize fragmentation of work and build team coordination and interconnectivity of outputs/activities Delayed capacity-building activities/trainings Minimal exposure on social marketing activities of Pride/SM Lite

• What worked • • • •

Strong social marketing campaigns Rigorous training appreciated by Conservation Fellows Experiences on utilizing MEAT tool Completion of 12 MPA Management Plans

• What didn’t work well •

•

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MPA Management Plans gave climate change adaptation the least or no budget, wherein social marketing and enforcement were planned to be well budgeted. The MPA Management Plans also had a “template” feel where parts of the biophysical studies were “cut and pasted” and some even contained the same errors (name of municipality) Document overload from Rare, difficult to mine for project monitoring purposes and requires

•

• •

SM Lite

high familiarity with their logframe to understand fuller details of KAP Survey Results Utilizing results from the biophysical studies and for some (3 sites) the Vulnerability Assessments as just background/reference materials for devising strategies on climate change adaptation measures. The degree of ownership/adoption of these tools may have also not been that strong as they were primarily conducted independently.

Lack of budget to do full Vulnerability Assessments. Understanding adaptive capacity, exposure and sensitivity has practical values to the local development planning process not only to understand threats but also the opportunity for green growth.

Minimal emphasis of knowledge inputs to community on interconnectivity of ecosystems and deepening on concepts of biodiversity and climate change, and what are/why are there policies done on these.

• What worked • • • • • • •

Knowledge sharing of Rare and resource persons on social marketing Highly motivating workshops Provision of templates to do field “homework” Appreciation of the SM Lite participants on the more practical methods of social marketing and the possibility of applying the Theory of Change beyond MPA-based campaigns Participants feel a closer tie with their coastal communities Production of good communication materials despite a shortened time period compared to Pride Campaigns Alumni Grant Fund to enable continuity of planned SM activities

• What didn’t work well • • • • • • • •

• •

There were no need assessments prior to conduct of the workshops Participants expressed it was not “lite”, for it caused them time, money and extra work Participants initially “felt forced” to do the SM Lite Program Weak and too general climate change inputs Lack of/minimal technical knowledge to interpret KAP results Invitation letter could have better provided a fuller view of the Program Formal presentation to the Local Chief Executives to gauge support would have been beneficial to explain its purpose and “permanent” designation of who attends the workshops Hinunangan site, which was also a Pride site, did not receive an invitation to SM Lite and caused confusion among the other members of the alliance. Utilizing also the Pride Conservation of Hinunangan to better interact or guide the SM Lite participant could have led to more enriched cross learning and application. Although PALMDEVC was the alliance to secure the most funds for their SM Lite activities, some members till today felt “obligated” to join SM Lite. Mr. Gaviola has been transferred to Maasin where he has just worked to establish 5 new MPAs, applying his own version of a “lighter” social marketing.

Logistical coordination between GIZ and Rare in the roll-out Remote mentoring of Rare, lack of field visits to check on and give guidance to participants progress

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Recommendations The recommendations of this consultancy has been divided into two parts: (1) Ending blocks: Immediate doable actions that the Project can consider doing before it terminates in June.

(2) Building blocks: More long-term based to be used as reference by succeeding GIZ coastal and marine projects or current partners of ACCCoast who aim to replicate some aspects of its capacitybuilding interventions.

Ending blocks • Joint review of the entire ACCCoast Project with the technical staff of CMD who has been involved with the project to interlink outputs and determine sustainability actions for the outcomes. A formal handover of necessary, relevant documentations of tools should also be considered.

• Consolidate write-ups, not workshop event documentation, containing some aspects of technical “how-to’s” of consultancy reports pertaining to use of science tools, specifically the ICM Profiling Tool, Vulnerability Assessment, Mangrove Pond reversion. If possible these “how-to’s” be packaged (reviewed and edited) together with DENR-BMB-CMD to mine the useful content for them.

• Follow through on the ICM Bill through recommendation to DENR of potential Civil Society Organization partner. Support for the passage of the ICM Bill, remains still, in a gray area, as there is not yet an endorsed member from the Civil Society Organizations to help DENR-BMB push the bill and support the advocacy work beyond just the environmental sector, but to include also other development sectors for the campaign to imbibe a complementation to achieving “ridge-toreef ” development planning and management of natural resources.

• Request a directory from Rare of the files they have submitted to the Project with short description of what type of documents these are and what knowledge can be found in each type of “templatebased” document.

• Sharing of this lessons learned document with the SM Lite participants through a small and celebratory event to acknowledge the work they have done.

• Preparation of the Operations Manual for the SCREMP/ Writing of the Technical Bulletin

Building blocks • Closer coordination with relevant agencies working on CCA, such as DENR, CCC, NDRRMC, PAG-ASA-DOST with those national government agencies who have direct link with local government, such as HLURB-DILG to jointly review “how-to” modules and tools on assessing risk and vulnerability with the primary intent that outputs from these be used for ‘climate proofing” local governments’ Comprehensive Land Use Plans. The Climate Change Commission has their own modules for practitioners and implementers for Climate Smart Planning and Management.

It contains stakeholder guide questions and a Vulnerability Model, a weighting system to analyze socio-economic indicator’s vulnerability to climate change. These tools could also be reviewed for the formulation of Knowledge, Attitude, Practices surveys for social marketing campaigns. These tools must be able to be adaptable at the barangay level also.

• Develop and test a social marketing approach anchored on a wider planning and management process, namely the ICM planning of coastal municipalities. Social marketing has a lot to contribute in terms of understanding and improving strategies to address stressors on coastal and marine resources caused by human behaviour. The involvement of stakeholders from the NGO, academe and Public Affairs Offices of both DENR and DA is recommended.

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• Consolidation of local level experiences nationwide on the use of the MEAT tool, as it remains not a nationally adopted tool for assessing management effectiveness.

• Support for a communication plan how to improve visibility of the CTI-NPoA. • Grant agreements with organizations for the Project, especially if the grant agreement covers a significant portion of the project should also include agreements beyond the budget, and include amendments on what and how would key tasks be performed and by who. Having an agreement on the overall principles or planning processes of the project, including a shared standardized monitoring and evaluation reporting will facilitate greater transparency and steering.

Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Registered offices Bonn and Eschborn, Germany 2B PDCP Bank Center, V.A. Rufino corner L.P. Leviste Sts. Salcedo Village, Makati City, Philippines Contact Dr. Walter Salzer Program Director and Principal Advisor Environment and Rural Development Program Tel. +63 2 892 9051 Fax +62 2 892 3374 Email: walter.salzer@giz.de www.enrdph.org