1. Barrier Removal Framework January 26, 2010 Napantao, San Francisco, Southern Leyte

2. Activity Flow Session 1: Presentation – Logical model – Barrier Removal framework – MPA Governance and Enforcement Session 2: Presentation – Generic Cohort indicators Session 3: Workshop: Where we are? Presentation

3. Session 1 [15minutes] Objectives: – Understand the barrier removal framework Process – Power point presentation

4. Inputs  People  Resources Logic model 4 Outputs Changes in:  Knowledge  Skills  Attitude  Institutions  Systems  Infra Outcomes Changes in:  Behavior (individuals)  Practices (organizations) Impact Changes in:  People lives  Health of the environment Can do Will do

5. Cohort Theory of Change: Knowledge: Increase understanding of the importance of MPAs, examples of successful MPAs for securing long term fish catches, and presence of local enabling conditions for positive change Attitude: Shift from seeing MPAs as a restriction on fish catches, towards MPAs as a method for securing long-term fish catches. Shift from passivity to proactivity in desire to manage MPAs Interpersonal communication: Discussion about the benefits of MPAs in securing long term fish catches, and the need for more effective community support and enforcement Knowledge: Increase understanding of the importance of MPAs, examples of successful MPAs for securing long term fish catches, and presence of local enabling conditions for positive change Attitude: Shift from seeing MPAs as a restriction on fish catches, towards MPAs as a method for securing long-term fish catches. Shift from passivity to proactivity in desire to manage MPAs Interpersonal communication: Discussion about the benefits of MPAs in securing long term fish catches, and the need for more effective community support and enforcement Barrier removal: Barrier removal: Stronger organization of municipal Fisher’s “People’s Organizations” to manage MPAs, Local Government committed to follow through with prosecution of offenders Behavior Change: More reporting of offenses, illegal fishing in MPAs drops dramatically Threat reduction: Less fish removed from municipal MPAs, less damage to habitat caused by fishing practices Barrier removal: Barrier removal: Stronger organization of municipal Fisher’s “People’s Organizations” to manage MPAs, Local Government committed to follow through with prosecution of offenders Behavior Change: More reporting of offenses, illegal fishing in MPAs drops dramatically Threat reduction: Less fish removed from municipal MPAs, less damage to habitat caused by fishing practices + Conservation Result: By 2012, a 10% increase in coral reef health and fish & invertebrate abundance and diversity in more than 1% of Philippine MPAs, together with increased perceived community fish catch in 12 coastal communities attributed to their MPAs Social marketing strategyConservation strategy Conservation results

6. MPA governance and Enforcement Identified as the 2 key BR strategies during initial evaluation of TOC documents in January 2010 (Cebu workshop output). These are priority over livelihood, tourism, waste management, mangrove management, registration of local fishers, gear swapping etc. Barrier Removal– it just means these two (in fact enforcement is a subset of governance, but for ease of implementation we included both)

7. Barriers of behavior change in the context of MPAs Lack of enforcement capacity and infrastructure Lack of disincentive for law breakers Lack of incentives for following the law MPA Governance structure lacks clarity of roles and responsibilities internally (community / fishers) and externally (support agencies and partner NGOs, academic institutions, enforcement agencies, government agencies and civil society) Lack of mainstreaming and practice

8. Thereby…issues of sustainability lessons learned over time particularly in community-based initiatives have not been applied and translated National, regional, and municipal efforts to link sites and to learn from experience in order to improve management and enforcement performance seems insufficient growing realization that site management alone is not enough for achieving sustainable biological and community buy in at significant levels

9. Cont.. issues on sustainability Dependence on project cycle initiated by previous external assisting organizations (NGOs). Dependence on assistance provided by individuals from different levels (NGOS-community organizers, Municipal-MAO, barangay, PO member). Erroneous identification and quick turnover of target audience as recipients of skill i.e. basic functions planning, budgeting, networking, and operations. Poor assessment of capacity building needs Lack sustainability plan at the start of the project Imbalanced expectations between assisting groups and local, POs and MLGU as to the goal of MPAs and objectives Lack practice in coordination functions between organic institutions (MLGU and Barangay and/or PO) Dole out system practiced by NGOs, and political leaders representing MLGU and BLGU-defeats the purpose of practice

10. This is our sustainability: MPA Governance Governance = the processes by which leaders are selected and how organizational policies are formulated and reviewed. Simply put…. Clear Responsibility center for who is in charge and of what Organizational Development (TWG and MPA ManCom-hopefully ManCom in close coordination with the MAO/MENRO)

11. Not new to us.. Proud to have the experience and tools PCRA Exposure trips Training / orientation / re-orientation Develop incentive and disincentive systems for good and bad behavior MPA governance – planning, evaluation and organizational development Participatory and transparent processes for governance Community empowerment and capacity building Capacity building and institutional development of MPA management organizations Networking and linkaging with other institutions and partners and resources

12. With those plus this campaign.. To sustain biological results from baseline even after the project To maintain behavior change after launching the campaign even after the project To instill the practice of planning, budgeting, networking, and operations at different levels (MENRO/MAO, TWG, ManCom, Pos) for MPA governance and enforcement To train individuals from organic institutions who will practice the functions such as planning, budgeting, networking, and operations. To reinforce capacity development i.e. planning, budgeting, networking, and operations To improve community resiliency

13. This is were we begin…our Theory of Change Module 2, Unit 5, Session 4

14. Summary Strengthening MPA Governance (Planning, Implementation, Evaluation, Organizational Development) so that it engages community stakeholders and asserts leadership over the MPA Embedding practices via our inputs (structure and system-in organic institutions in the locality)

15. Session 2 Objective: – Outline the indicators for barrier removal Process – Powerpoint presentation

16. Indicators: Barrier Removal (A) At least 25% of members of the management committee are composed of local village leaders, influential family members, local women’s associations, private sector representatives, local religious groups, civil service and the youth sector. (B) At least 50% of the community attends management council general assembly (C) Increase in MPA rating system management effectiveness score of at least one full point and achieves at least level 3 (sustained) rating within 2 years and level 5 within 5 years Enforcers functioning with an enforcement system that has a plan, defined roles and increased support and resources that guards the MPA at all times Community stops fishing in MPA because they begin to see financial benefits and opportunities from livelihood activities and/or from MPA-related tourism services (boat operating, guiding, food and services) Achieve indicators 2,3,4,5,6,9,10,11,12,15,17,18, 19,20,21,22,23 and 24 of the Eco Gov CCEF MPA rating system within 2 years and indicators 27, 28, 29, 30, 31, 32, 33, 34, 35, 37, 38, 39, 40, 41, 42, 43, 44, 45, 47, 48 and 49 within 5 years

17. Indicators: Conservation Result 10% increase in coral habitat health by 2012 as determined by increase in live hard coral cover over time as compared to control sites. (A) 10% increase in fish diversity within the MPA by 2012 (B) 10% increase in fish density for key indicator species 10% increase in invertebrate density and diversity (non coral) for key indicator species 60% of fishers believe their fish catch and economic situation has increased “significantly” due to the MPA by 2012 [to be refined when site-level surveys designed]

18. Indicators: Threat Reduction Regular documented daily and nightly guarding for the MPA is in place 24/7 Arrests increase by 100% in year 1, and slowly reduce thereafter There is a 90% decrease in intrusions from community and adjacent village community members into the MPA by year 2 There is a 90% decrease in illegal and destructive fishing within 500 meters from MPA boundaries by year 2 and 99% reduction by year 5 Achieve indicators 25, 26, and 36 of the Eco Gov CCEF MPA rating system within 2 years and indicator 47 within 5 years.

19. Indicators: Behavior Change The majority (target: >80%) of continued intrusions after year 1 come from outsider fishers (not from local community) Reported intrusions from intelligence information passing to the management committee increase by 60% by year 2 Local community members join in (a) annual monitoring surveys which track trends within the MPAs and (b) management committee general assemblies Enforcement of reported incursions into the MPA increase to 90% within 2 years. Achieve indicators 13 and 24 of the Eco Gov CCEF MPA rating system within 2 years.

20. Indicators: Interpersonal Communication Fishers talking amongst themselves about the benefits of protecting their marine resources. Indicators 7,8,14,16 and 23 of the Eco Gov CCEF MPA rating system within 2 years and indicators 31,44 and 46 within 5 years.

21. Session 3: Homework [due on February 1, 2010 23:59 email: projas@rareconservation.org and cc your PPMs] Objective-At the end of the session, the CFs will be able to – Assess rating – Track progress (necessary for the project) – Identify what areas need work Process – Generate baseline (when you circle back your answers to me..) – Working progress: monitoring and updating (I can help you track your progress…Promise!)

22. MPA Effectiveness Rating System A harmonized report checklist of the Coastal Conservation and Education Foundation, Inc. as modified by the Philippine Environmental Governance Project 2. This reporting document contains categories and elements that are used to gauge and highlight important threshold indicators and processes that help promote and achieve MPA management effectiveness outputs and outcomes. (Arceo et al. in prep), CCEF et al. 2004); EcoGov2

23. Purpose of MPA Effectiveness rating system A tool to measure performance A system intended to assist local governments and communities to improve MPA management Minimum set of criteria/activities for every level needs to be satisfied first to be assigned that particular level Based on the principles of functionality, participatori-ness, transparency, accountability and participatory decision-making With this system – you can always add things at the different levels, but cant remove things – we may want to add later on based on our experience vis a vis SM at the end of the campaigns (CCEF 2005)

24. ToC Criteria/Activity SatisfiedFT AP LEVEL 1 – MPA IS INITIATED 1 K, A  MPA concept explained and accepted (Orientation on MPAs for affected stakeholders from various sectors conducted. Social acceptance sought through community consultations /public hearings composed of representatives from various sectors) 2 BR  Site surveyed using standard methods with baseline assessment complete, conducted in a participatory process (Reports completed on fish abundance, coral cover and profile on community and coastal management) 3 BR  Site selected with community acceptance (Based on PCRA and EcoGov process with public consultations) 4 BR  Preliminary management plan drafted (Management plan should include policies, structures & responsibilities, strategies & programs, financial plan and M&E) 5 BR  Management body membership tentatively determined (Management core group starting to conduct regular meetings with proper documentation) 6 BR  Resolution and/or ordinance drafted 7 IC  Education program raising awareness about MPA functions and benefits started (Conducted a series of public education activities)

25. LEVEL 2 – MPA IS ESTABLISHEDFT AP 8 A, IC  Community acceptance gained and documented (Documented through public consultation documents, e.g. barangay resolution) 9 BR  Ordinance passed and approved by the Municipal Council 10 BR  Management plan adopted and legitimized by the LGU or PAMB (Adoption of management plan supported by resolution/ ordinance; plan went through community consultations with multi-sectoral stakeholders prior to approval/ legitimization) 11 BR  Management body formed and functional (Composition of management group and committees identified; roles & responsibilities clarified and accepted; initial meetings conducted ) 12 BR  Budget for Year 1 implementation allocated (LGU has committed a budget for the establishment and implementation of the MPA) 13 BR, BC  Enforcement activities initiated (Regular guarding of the marine sanctuary initiated.) 14 IC  IEC activities conducted (e.g. Dissemination of MPA rules & regulations; initial stakeholder knowledge assessment conducted) 15 BR  Boundaries delineated (Anchor buoys, marker buoys and/or boundary marks installed) 16 IC  Signboards/billboards posted (Should show either map/zones, rules & regulations and/or other relevant details) 17 BR  MPA outpost or other structures constructed (Guardhouse and/or other MPA-related structures constructed) 18 BR  Biophysical monitoring includes local participation (Locals were trained to do biophysical surveys using standard methods)

26. LEVEL 3 – MPA IS ENFORCED FT AP 19 BR  Budget from LGU or from other sources allocated and is accessible for MPA management (There is a legal document by the LGU or an agreement with the private sector allocating budget for MPA management; financial reports being prepared and reported) 20 BR  Management body active and supported by legal instrument (Implements the management plan including enforcement and monitoring activities based on prepared annual operational plan; regularly convenes for meetings; provides a venue to manage conflict or resolve issues) 21 BR  Collaborative patrolling and surveillance conducted by mandated enforcement group and local community volunteers, records maintained and open to everyone (Enforcement group supported by legal instrument; enforcement plan regularly prepared and being implemented, e.g. day/night shifts, by mandated enforcement group with assistance from local community volunteers) 22 BR  MPA billboards, boundary markers/anchor buoys maintained (Funds allocated for maintenance of enforcement support structures. May be part of municipal CRM budget) 23 IC, BR  Education program sustained public awareness and compliance (A long term IEC program is currently being implemented in support of enforcement and the general MPA objectives) 24 BR, BC  Regular participatory biophysical monitoring being conducted (Documented surveys conducted at least once annually using standard methods)- 25 TR  Fishing effectively stopped inside the sanctuary zone (No fishing-related violations/apprehensions reported inside MPA for the past year or if violations occurred these have been prevented or duly dealt with such that no overall adverse effect on the ecosystem has resulted) 26 TR  Illegal and destructive fishing reduced outside of MPA (Violations/apprehensions reported at least or at minimum within 5 km from the MPA boundaries have been reduced by 80% for the past year. This Implies that baseline violation reports have been estimated or gauged or at least based on the previous year).

27. LEVEL 4 – MPA IS SUSTAINED 27 BR  MPA management plan and/or ordinance reviewed/updated in a participatory process (Management plan and/or ordinance amended with the participation of various stakeholders) FT AP 28 BR  Budget from LGU or from other sources is being allocated and accessed for 2 or more consecutive years (Financial reports being regularly prepared, audited and reported; proper procurement & contracting procedures are strictly being followed and transparent, e.g. reports are accessible and reported) 29 BR  Management body capable to run the MPA independently (Management body supervises/facilitates management activities [enforcement, budgeting & financial management, M&E, IEC, etc.] and coordinates activities with partners) 30 BR  Enforcement system fully operational (Mandated enforcement group implementing regularly prepared enforcement plan; enforcement support structures maintained & patrolling activities sustained for 2 consecutive years or more; effective reporting system in place) 31 BR, IC  MPA billboards, boundary markers/anchor buoys maintained (Site development structures and equipment maintained for 3 consecutive years or more) 32 BR  Performance of management body regularly monitored and evaluated with community/stakeholder participation (Performance monitoring program in place and conducted regularly for 2 consecutive years or more; reporting system for ordinary citizens to complain w/o fear of consequences available and widely known)

28. 33 BR  Annual participatory biophysical monitoring and timely feedback of results being implemented for 2 consecutive years or more, monitoring team accountable for reliability of results [after 2 years from establishment or the baseline reference up to the evaluation period] (Documented surveys using standard methods; reports available; results posted in billboards) 34 BR  Socio-economic monitoring regularly conducted, monitoring team accountable for timely feedback and reliability of results (Fisheries and/or socio-economic variables being regularly monitored by local monitoring team; data summaries/reports are available and easily accessible) 35 BR  Environment friendly enterprise and/or fees collected as a sustainable financing strategy (Environment-friendly products/goods sold to tourists, impose collection of user-fees, etc.) 36 TR  Illegal and destructive activities stopped inside and within the vicinity of MPA (No violations/apprehensions reported inside and within 5 km of the MPA boundary or violations prevented or duly prosecuted and sanctioned for 2 consecutive years or more) Level 4 Continued

29. LEVEL 5 – MPA IS INSTITUTIONALIZED FT AP 37 BR  Formal commitment from the Provincial Council giving MPA stronger political support (Gives MPA institutional support to strengthen enforcement and collaboration) 38 BR  Management plan refined with stakeholder participation for adaptive management (Incorporates further refinements after gaining much experience and lessons to improve strategies) 39 BR  MPA management plan including budgetary requirements incorporated in the LGU development plan (MPA incorporated within the long-term LGU area-wide development plan) 40 BR  Management body capacitated for fund sourcing (Can prepare and submit proposals to seek financial assistance from external sources e.g. funds sourced by local management bodies) 41 BR  Effective coordination with appropriate national & local agencies on CRM/MPA policies and with other LGUs achieved; accountabilities and working relationships among collaborating institutions clearly defined and formalized (Coordination on implementation and resolution particularly of issues that transcend local boundaries including MPA networking with other MPAs etc.) 42 BR  Evaluation of ecological and socio-economic impacts conducted and feedback mechanisms are in place (Assessment of resource status and long-term trends conducted; Analysis of change in local economy and long-term trends of user groups conducted; Reports of these studies have been completed and reported back to stakeholders and/or conference or symposia) 43 BR  Performance M&E linked to an incentive system regularly conducted (Recognition/awards are regularly being given to outstanding members, law enforcers, etc.; incentives can also include priority for granting of available loans or alternative livelihood opportunities; feedback mechanisms for the communities such as suggestion box, complaint desk in the LGU, village assembly, are available) 44 BR, IC  IEC program on MPAs sustained over the years (Information dissemination activities sustained according to long-term IEC program; citizens can conveniently access MPA-related info and LGU-disseminated materials such as minutes of meetings, leaflets, etc.)

30. 45 BR, IC  Advanced IEC materials developed and disseminated with assistance from partners and/or private sector grants (e.g. video production) 46 BR, IC  MPA emphasizes on public education and is being used as a study tour site, residents advocate for MPAs (After much experience, members are ready to share learnings and impart knowledge; presence of identified group that conducts tours and capable of giving talks on MPAs; paper/s written on their success stories published) 47 BR, TR  Expansion strategies or enhancement programs initiated (MPA coverage is expanded, e.g. from a sanctuary to a park; or scope of conservation activities is heightened, e.g. coral reef restoration, culturing of clams, etc) 48 BR  Support facilities constructed/added (E.g. tourism facilities, guardhouse expanded into an education/training center, etc.) 49 BR  Revenues from enterprise and/or fees sustained and accounted for (Existing sustainable financing mechanisms are well-managed and well-documented; financial reports easily accessible) Level 5 cont..

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