MPA Governance and Management and MEAT PHILIPPINES 2 University phase 1 3 October 2012

Session map Topics Time (m) Part 1: MPA Governance and Management Session 1: MPA Governance and Management Systems 18 slides Session 2: MPA Governance and Management Strategies 21 slides Session 3: Mechanisms for Strengthening TWGs and MCs 27 slides Part 2: MEAT as an assessment and planning tool Session 4: MEAT as an assessment tool 23 slides Session 5: Using MEAT as organizational learning tool and MEAT baseline results 34 slides

Insight UC Consciously Incompetent – I am aware that I do not know CC CC Unconsciously Competent – I am not aware that I know - I just can do it! Unconsciously Incompetent – I am not aware that I do not know CI Consciously Competent – I am aware that I know Tacit knowledge – not transferrable UI Explicit knowledge – transferrable

Insight “You have to believe in yourself” Sun Tzu, The Art of War If you do not believe in what you do then do not expect others to trust you. Everything begins with you, first you believe in yourself, take responsibility for yourself and then you can start taking responsibility for others as a designer.

MPA GOVERNANCE AND MANAGEMENT PART 1 MPA GOVERNANCE AND MANAGEMENT 900 to 1200

Governance and management systems 900 - 945 Session 1 Governance and management systems 900 - 945

Session 1 learning objectives At the end of the session, CFs will: Gain a better understanding of resource governance or environmental governance Appreciate the nature of managing common pool resources such as those found in MPAs Learn the typology of MPA governance systems Understand the meaning of “institutions” Differentiate between governance and management

What “kind” of resources are found in MPAs? Common pool resources (public good) Non-excludable – individuals cannot be effectively excluded from use (open access) Essentially rivalrous (subtractable) – use by one individual prevents use by others Because subtractable, therefore vulnerable to “congestion” or overuse (tragedy of the commons) Could have formal or informal arrangements for resource access (common property regimes or governance)

Governance Governance deals with the processes and systems by which a society makes decisions regarding its key policy issues and objectives. (Neo and Chen 2007, National University of Singapore) Key policy issues – for us this is about management of marine resources (fish, coral reefs, mangroves, seagrass, etc.) Objective is conservation and protection of core livelihood

Governance Governance is the relationship between governments and citizens that enable public policies and programs to be formulated, implemented and evaluated. (Neo and Chen 2007, National University of Singapore) Policy: Declare a portion of municipal waters as No Take Zone Program: MPA operations

Governance Governance is the process of facilitating the unity of the will of the people. Will of the people: Declare a portion of municipal waters as No Take Zone

Resource governance “…refers to the formal and informal arrangements, institutions and mores that determine how resources or an environment are utilized; how problems and opportunities are analyzed; what behaviour is deemed acceptable or forbidden; and what rules and sanctions are applied to affect the pattern of resource and environmental use.” Juda 1999 in Christie and White 2007

Typology of MPA governance systems Basic features Traditional Based on informal social norms passed through generations (no ordinance, no plans, no documentation but has worked for generations) Community-based management Led by civil society groups where formal higher level institutions are weak (with ordinances, plans, documentation) Co-management Involved resource users and formal policy-makers in a process of joint decision-making; frequently the outcome of a community-based process that has matured. Led by government. Centralized Government-led , prevalent in areas with strong government bureaucracies Private Led by the private sector – Chumbe Island, Tanzania (Chumber Island Coral Park Ltd) or CHICOP) Adapted from Christie and White 2007

Institutions Institutions refer both to the social rules and legal framework within which activities take place in society, and the organizations set up to coordinate the activities or enforce the rules. Institutions are the rules of the game in a society, the humanly devised constraints that structure incentives in human exchange and shape human interaction. (Neo and Chen 2007, National University of Singapore) Institutions need to be created because the market cannot be left on its own to organize the affairs of society. In MPA governance, absence of institutions means an “open access” system that results in the tragedy of the commons.

Institutions What are the institutions in MPA governance and management? Legal framework = Municipal ordinance Social rules = Municipal ordinance and MPA management plan Organization = MPA management body Operational routines = annual planning, annual financial management reports, 24/7 patrolling, annual local reef monitoring

What is management? Management is the process by which human (knowledge and skills) and material resources (equipment, funds, etc.) are harnessed to achieve a known goal within a known institutional structure. In other words, in the public sector, it is the process involved in enforcing the will of the people.

What is management? Functions Explanation 1. Planning Core function. Involves assessing where organization is at present, where it wants to be and how to get there. Strategic planning entails the assessment of internal and external factors that affect the organization. 2. Organizing (includes staffing) Determination of internal organizational structure and relationships and allocation of resources. 3. Directing Influencing and overseeing the behaviour of the members of the organization in order to achieve its goal. Involves effective communication, building positive relationships and problem-solving 4. Controlling Establishing performance standards based on the organization’s objectives and reporting and evaluating actual performance.

Management of learning Have we: Gained a better understanding of resource governance or environmental governance? Appreciated the nature of managing common pool resources such as those found in MPAs? Learned the typology of MPA governance systems? Understood the meaning of “institutions?” Understood the difference between governance and management?

Governance and management strategies Session 2 Governance and management strategies

Session 2 learning objectives At the end of the session, CFs will: Gain a better understanding of the term “strategy.” Learn the difference between a strategy and an activity Understand how the MEAT can be used as a strategy formulation tool Learn how to analyze reasons for performance gaps and assess whether strategies will work or not.

Insight “Victorious warriors win first and then go to war, defeated warriors go to war first and then seek to win” Sun Tzu, The Art of War In other words, do your research well before acting, that is how you win.

Insight “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” Sun Tzu, The Art of War You need to know your strategy before you act. A strategy sets out your vision and goals. Strategy is the foundation in which the tactics are born. It is after you have set out a strategy that the “how tos” will become clear.

Strategy for MPA governance and management Baseline -diagnostics -strategy formulation Organizational learning Endline Strategy or activities?

Example: baseline “enforcement” MEAT scores Why? Enforcement Total allowable points Score July 2012 1.4.5 MPA boundaries delineated 1 1.4.6 MPA enforcers identified 2.1.1 Enforcement plan or its equivalent is in place 2.1.2 Marine enforcement group is trained 2.1.3 Patrolling and surveillance conducted regularly 3 2.1.4 Violations documented 2.1.5 Cases filed or violators penalized 3.1.4 Enforcement system fully operation in the last 5 consecutive years 3.1.10 Violators prosecuted and sanctioned 4.1.8 Management body can adjudicate certain cases Totals 20 8

Example: baseline overall MEAT percentage scores per management focus area Why? Fisher to population ratio: 0.16% MPA budget to LGU gross revenue ratio: 0.12%

MPA resources conserved Strategy Implicit assumption Activity Training of bantay dagats Expected result MPA resources conserved ? Adapted from Foundations of Success 2007

Strategy Strategies make your assumptions explicit about how change will be achieved Example falls under the “Enforcement” MEAT management focus area Improved knowledge, skill and attitude in MPA patrolling 24/7 guarding initiated and document with spot checks Intruders deterred and caught Training of bantay dagats Expected result MPA resources conserved Educate legislators and executive on importance of incentives Legislators/executive see importance of incentives MPA plan includes provision for incentives Bantay dagats become more enthusiastic in patrolling 2 years Strategies Institutionalize an incentive system for MPA patrolling within the LGU (assumption: spending for MPA is less than 0.2% of LGU total revenue) Embed 24/7 patrolling by enhancing intangible resources (knowledge, skills and attitudes) through training of local fishes (including women) in patrolling (assumption: there are only 5 bantay dagats who are all volunteers) Adapted from Foundations of Success 2007 Activity Output Outcome

Logic model Inputs Activities Outputs Outcomes Impact Outputs Impact Knowledge Financial Technical Time Activities Training Resource assessments Public education Enforcement activities Coaching Etc. Outputs Products/services produced by activities Changes in knowledge, skills and attitudes Outcomes Intermediate effects of outputs Changes in behavior and practices Impact Changes in lives Changes in the health of environment Internal to MPA mgt body Outputs Changes in knowledge and skills Impact Changes in lives Changes in the health of environment Outcomes Changes in behavior and practices Inputs Volunteers Financial Etc Activities Guarding Resource assessments External to MPA mgt body Realm of: Can do Efficiency More control Realm of: Will do Effectiveness Less control

Strategy Strategic Tactical Operational Broad CDP/PDPFP Vision MPA Management Plan MPA Governance and Management Plan Level of detail/scope Tactical AIP MPA Annual plans Operational Action plans Activities Fine Weeks Months Quarter Year 2 years Time

What is a strategy? A course of action for achieving organizational objectives and accomplishing organizational goals. Organizational objectives = see MEAT results per management focus area Organizational goals = at impact and outcome levels (see logic model)

Type of MPA governance system in Philippines 2 Community-based But mostly, co-management Governance and management strategies for these types of MPA governance systems use formal public sector governance and management systems such as the MEAT framework.

How to assess if a strategy will work Do you have champions (with influence and commitment) on your side? Stakeholder analysis Power interest Have you considered informal context? Have you instituted organizational Learning? BETTER RESULTS Have you mastered the processes that would lead to better Results? Things that ‘cost’ more time during implementation Adapted from Kuzek, JZ (IPDET) 2012

Stakeholder analysis SB chair of tourism - AR Keep satisfied High SB chair of tourism - AR Keep satisfied “Manage” closely Resort owners - AR SB chair of agri - R Power Monitor (minimum effort) Keep informed Brgy capt - R Some fishers org - AR Fishers org - R Low Low Interest High R = Reformer AR = Anti-reform http://www.mindtools.com/pages/article/newPPM_07.htm

The power of what we do not see What is visible Vision, mission, goals, values Strategic plan, annual plans, budgets Job descriptions Operating policies Rational forces What is not immediately seen Patron-client networks Organizational culture (Theory X or Theory Y?) Power dynamics Emotions. feelings Inter-personal relations Irrational forces

Process maps Actors Routine process: 24/7 patrolling Input document LGU Finance Chair of Enforcement committee MAO staff Bantay dagats PNP MC TWG Output doc Planning template Logbooks Payment of honoraria Prepare Annual enforcement Plan and budget Monthly meetings of BDs Agree patrolling schedule and assignments Spot checks Actual guarding -docu in duty and observation logbooks Regular MC meeting Annual enforcement plan Patrolling schedule Duty and observation logbook Spot check reports Vouchers, minutes Vouchers, minutes

Checklist for analyzing breaks in the results chain or analyzing reasons for performance gaps Components Questions Intangible resources Do we have the knowledge to produce the desired result? Do we have the skill to produce the desired result? Tangible resources Do we have the equipment to carry out the activities? Do we have the operational funds to carry out the activities? Policy Do we have the mandate the carry out the activity? Organizational culture Is the activity consistent with our organizational culture? Power balance Is there broad support for the activity and the desired result? Others Are lines of accountability clear? Have we tried achieving this desired result before? What lessons did we learn?

Strategies: MEAT management focus areas Baseline score and analysis Target score Strategies Activities Management plan Management body Legal instrument and support Community participation Financing IEC Enforcement Monitoring and evaluation Site development

Exercise Review your MEAT baseline results Select one MEAT management focus area with a performance gap Identify the factors that explain the performance gap (this is preliminary formulation only, this is not your final output)

Management of learning Have we: Gained a better understanding of the term “strategy?” Learned the difference between a strategy and an activity? Understood how the MEAT can be used as a strategy formulation tool Learned how to analyze reasons for performance gaps and assess whether strategies will work or not?

Mechanisms to strengthen TWGs and MCs Session 3 Mechanisms to strengthen TWGs and MCs

Session 3 learning objectives At the end of the session, CFs will: Better understand the term “organization” Gain a better understanding of an MPA management body as an organization within the LGU structure and its constituents. Learn the key principles in structuring and strengthening TWGs and MCs Be aware of the ideal MPA TWG and MC structure, composition and functions Gain a better understanding of how MEAT can be used as an OD tool to strengthen TWGs and MCs

Mechanism A method or process for getting something done within a system or organization MacMillan Dictionary

MEAT as OD tool The mechanism that we will employ in strengthening TWGs and MCs is organizational development using the MEAT as a tool for Diagnosing level of management effectiveness Setting target end states Formulating strategies and activities Performance monitoring Organizational learning

But first, why TWGs and MCs? An MPA management body is a complex organization, but in essence it is still an organization. The Technical Working Group (TWG) and the Management Committee (MC) represent the separation of the governance and management functions within an MPA management body…. ….within a CB-based and co-management MPA governance systems

Organization defined Definition of an Organization: A social unit of people systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. Source: business dictionary

Elements of an organization Basic elements of an Organization: Collective goals People – members and management staff Management structure – mandate, relationships among units and functions System of operating – organizational policies, organizational practices Resources for operations

The MPA management body In a co-management governance system, the MPA management body is an organization whose “members” are the entire community in the municipality and whose “leaders” are elected politicians. And the “managers” are working within the local government. They hire workers to carry out routine functions, mobilize volunteers or sometimes delegate specific tasks to members of the local community.

MPA Management Body in LGU structure Mun/City Council (SB) Office of the Mayor Mun/City Devt Council Policy-making Group) MFARMC NGOs Management Committee (MC (Implementing Unit) – agri, MPDC, Budget, Tresasurer, Civil Society With execom?) Department Heads Agri/Fish MPDC MENRO Budget Treas PNP MPA Coordinator Barangay Council BFARMC MPA Resource Monitoring Team MPA Enforcement Team MPA Infra Maintenance Team MPA Public Education Team Barangay Captain POs B Tanods Barangay committees MPA Resource Monitoring Team MPA Infra Maintenance Team MPA Public Education Team MPA management body LGU structure

Organizational strengthening framework MEAT MERF Areas Capacity Performance Impact Organizational structure, roles and responsibilities Knowledge and skills Tools and resources Strategic policy and plans Practices (routine) Effectiveness (no intrusions) Efficiency (cost and time) Sustainable fish catch Better health status of the marine environment Coral reef health Species richness Species diversity Elements

Ideal MPA management body Capacity area MEAT management focus area Organizational structure, roles and responsibilities Management body Knowledge and skills (Intangible resources) All management focus areas Tools and resources (Tangible resources) Financing Site development Strategic policy and plans Legal instrument and support Management plan Practices (routines) – process maps

3Rs model Capacity area MEAT management focus area Routines (processes) Management plan Enforcement Monitoring and evaluation IEC Legal instrument and support Resources (tangible and intangible) Management body Financing Site development K/S elements of all management focus areas Resilience (dynamo) Behaviour Strategies

Ideal MPA management body Management focus Ideal characteristics (MEAT indicators – see next slides) Management plan Management body Legal instrument and support Community participation Financing IEC Enforcement Monitoring and evaluation Site development The assumption is that if you get a perfect score in all the MEAT management focus areas, your MPA management body will perform well and achieve the desired impact. However, the MEAT does not include all the characteristics of an ideal MPA management body in a co-management governance system. Perhaps because it came from the community-based MPA governance tradition. So there is a need to include these other characteristics.

Key principles Separate policy making group and policy execution group Checks and balances (public interest in mind) Efficiency Ensure management structure at both municipal/city levels and barangay level. With clear legal mandate (Executive Order or Ordinance) Identify lead person. Do not hide under the rug of the collective. Master government administrative processes. Establish succession planning system. Establish incentive system, including those for volunteers (not necessarily monetary).

Policy making group Needs to involve as many sectors as possible as policy needs to reflect the “will of the people” including representatives from the barangay level Does not need to meet regularly once policy has been defined (in the form of a strategic plan or ordinance). Needs to meet when the policy needs to be reviewed and amended.

Policy execution group at the municipal/city levels Ideally, needs to be led by a key person from the Agriculture unit Needs to coordinate with other departments in terms of budget preparation, expenditure monitoring, etc. Needs to meet frequently (weekly, monthly) to monitor progress and quickly address implementation issues – oversight function

Policy execution group at the barangay level Ideally needs to be led by barangay officials who are paid by the government Unpaid volunteers can be mobilized but their involvement needs to be carefully defined. Can be divided into working committees Committees need to meet even more frequently (weekly) to monitor progress and quickly address implementation issues especially those related to 24/7 patrolling

Ideal MPA management structure TWG composition Technical working group (sometimes called MPA Management Board) Representative of the legislative council (Chair of Agriculture and Fisheries Committee) Representative of the Office of the Local Chief Executive (LCE), but not necessarily the LCE Representative of the MFARMC Representative of the Agricultural Office Representative of the Planning Office Representative of the Budget and Treasurer’s Office Representative of the Municipal/City Development Council Representatives of the BLGU where the MPAs are located Representative of the NGOs working on CRM issues Representative of fishers’ organizations in the area Representative of other sectors interested in MPA (schools, elders, religious, civic organizations, private sector) Representatives of provincial and national agencies

Ideal MPA management structure TWG functions Roles and responsibilities (routine functions) Formulates and signs off for endorsement to the SB the MPA Management Plan (every five years) Reviews and updates the MPA ordinance for endorsement to the SB (as needed) Reviews MPA management implementation performance and feeds lesson learned into the next annual MPA plan (every end of the budget cycle) Finalizes and signs off the MPA annual plan and budget (every year before the end of the budget submission in October) Meets at most four (4) times in a year.

Ideal MPA management structure MC at municipal level composition Management Committee (MC) at LGU level Representative of the Office of the Local Chief Executive (LCE) Office of the Municipal Agriculturist Office of the Planning and Development Budget Office/Treasurer’s Office Internal Audit Unit PNP Barangay Government People’s Organization

Ideal MPA management structure MC at municipal level functions Management Committee (MC) at LGU level functions Prepare and sign off the MPA annual plan and budget based on the MPA long-term management plan Provide overall supervision (including support to legal aspects if necessary) and oversight to the village-level patrolling and enforcement operations Provide overall supervision and oversight to the village-level biophysical monitoring activities Supervise the public education activities Supervise the use and maintenance of all MPA infrastructure and equipment Monitor progress of the implementation of the MPA annual plan and corresponding financial expenditures Manage and document learning generated from implementation and feed these into the next cycle of planning and implementation Coordinate with other LGU units regarding MPA management and with various sectors interested to be involved in MPA management

Ideal MPA management structure MC at village level composition Management Committee (MC) at Village level Barangay Government (Committee on MPA) People’s Organization Community volunteers Subcommittee on Enforcement Subcommittee on Resource Monitoring Subcommittee on Public Education

Ideal MPA management structure MC at village level functions Management Committee (MC) at Village level functions Entire barangay level MC Implement the MPA annual management plan Directly monitor progress of plan implementation and provide progress report to the Municipal level MPA MC Supervise the activities of the subcommittees Subcommittee on Enforcement Implement the MPA patrolling and enforcement plan Prepare scheduling system for patrollers Regularly check integrity of duty and observation logbook system Provide regular reports to municipal level MC regarding progress of implementation of enforcement plan Provide required support in cases of apprehensions Ensure that all fish wardens are properly trained

Ideal MPA management structure MC at village level composition Management Committee (MC) at Village level Implement MPA infrastructure maintenance annual plan Prepare a maintenance schedule for all MPA infrastructure and equipment Keep an inventory of all MPA infrastructure and equipment Regularly check status of MPA infrastructure and equipment Supervise maintenance-related activities Report progress of implementation of maintenance plan to the village level MC Subcommittee on Resource Monitoring Implement the Biophysical and Socio-economic Monitoring Annual Plan Ensure that reef monitors are properly trained Supervise the conduct of reef monitoring or fish catch surveys Prepare regular reports on the status of MPA resources and report to the village level MC

Ideal MPA management structure MC at village level composition Management Committee (MC) at Village level Subcommittee on Biophysical Monitoring (continuation) Lead the conduct of “clean up” activities if necessary Subcommittee on Public Education Implement the MPA Public Education annual Plan Lead the conduct of public speaking engagement in schools and other public events Lead the conduct of MPA-related campaigns Prepare education materials for the MPA Maintain the visitor and learning centre if there is one Other subcommittees (Enterprise to manage user fees, etc.)

MPA management structure TWG/MPA Council or Board Multi-sector group Meets at most quarterly Overall direction Inter-department group Meets at least monthly Could have an executive unit Overall supervision, oversight and control MPA MC municipal level Barangay or PO-led Meets as often as weekly On-site supervision MPA MC village level MPA MC village level MPA MC village level Enforcement Sub-comm Implementation Monitoring Sub-comm Education Sub-comm

Management of learning Have we: Understood the term “organization” better? Gain eda better understanding of an MPA management body as an organization within the LGU structure and its constituents. Learned the key principles in structuring and strengthening TWGs and MCs Known the ideal MPA TWG and MC structure, composition and functions Gained a better understanding of how MEAT can be used as an OD tool to strengthen TWGs and MCs

MEAT as an assessment, planning and performance management tool PART 2 MEAT as an assessment, planning and performance management tool 100 to 300 pm (120 minutes)

Management effectiveness assessment tool (meat) Session 4 Management effectiveness assessment tool (meat)

Session 4 learning objectives At the end of the session, CFs will: Have a shared understanding of the MEAT as an OD tool and its strengths and limitations Review the uses of the MEAT as a diagnostic, planning and performance management tool Situate MEAT in the context of OD theories and tools

MEAT as a diagnostic tool THRESHOLDS Baseline assessment conducted Management plan adopted Legal instrument approved Management body formed and roles clarified Budget allocated for at least one year Patrolling and surveillance conducted regularly Violations documented Cases filed/violators penalized Funds generated/ accessed for the last 2 years Enforcement system fully operational Performance monitoring of the management body conducted regularly Regular participatory monitoring Violators prosecuted and sanctioned MPA management plan incorporated in broader plans Ecological and socio-economic assessment impact assessment conducted Performance monitoring and evaluation linked to incentive system IEC sustained over five years MPA financially self-sustaining YEAR 1 Min 20 pts YEAR 2 Min 31 pts LEVEL 2 Strengthened LEVEL 3 Sustained LEVEL 1 Established LEVEL 4 Institutionalized YEAR 5 Min 47 pts YEAR7 Min 63 pts INPUT/ OUTPUTS RESULTS/ IMPACT

As a planning tool Areas Capacity Performance Impact Elements MEAT MERF Areas Capacity Performance Impact Organizational structure, roles and responsibilities Knowledge and skills Tools and resources Strategic policy and plans Practices (routine) Effectiveness (no intrusions) Efficiency (cost and time) Sustainable fish catch Better health status of the marine environment Coral reef health Species richness Species diversity Elements What are the performance gaps? What are the reasons for these gaps? What can be done to address these gaps?

Diagnosis + planning + performance management = Organization Development (OD) Definition of OD Explanation Organizational Development is the practice of planned intervention…. OD requires a process of data gathering, diagnosis, feedback, intervention and impact assessment. ….to bring about significant improvements….. The changes sought are an organizational level, or whole system level, with sustainable changes in culture. …in organizational effectiveness. The goal of OD is to enhance organizational effectiveness, ie to achieve what it was set out to do. For MPA management bodies, this is to manage MPAs effectively.

Behavior change strategies continuum Focus on the Individual Knowledge Skills Attitude Behaviour Focus on ”structure” – the work environment of the individual Rules Processes Structures MEAT Agency theories Structural theories

OD theories Appreciate inquiry Lewin’s 3-step theory Strengths Appreciate inquiry Lewin’s 3-step theory Unfreeze – transformation - Refreeze Lewin’s action research model theory Prob id, hypothesis devt and testing, data analysis Weaknesses MEAT Burke’s environment theory Agency Structure

McKinsey’s 7S model Shared values Structure Systems Style Staff Skills Strategy Hard – easy to identify and influence by the management Soft – difficult to define and identify and less tangible, influenced by culture Source: http://www.mindtools.com/pages/article/newSTR_91.htm

Balanced Score Card – strategic planning and management tool Source: http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx

3Rs model Resilience Resources Routines Capacity to transform (change) routines and resources for better results. Resources Tangible assets (patrol boats, guard house, honoraria for fish wardens, funds for meetings and public education and intangible assets (knowledge, skills, expertise that enable an organization to execute its strategies Routines Regular, repetitive, predictable activities and transactions of an organization. Eg, monthly regular meetings, annual financial reports, quarterly replacement of buoys, 24/7 patrolling

OD tools used in LGUs in the Philippines LGPMS – Local Government Performance Management System (performance) SCALOG – System on Competency Assessment for Local Governments LRMPAT – Local Road Management Performance Assessment Tool

Ideal “management plan” Total allowable points 1.2.1 Management plan drafted 1 1.2.2 MPA plan prepared in a consultative and participatory manner 1.2.4 Management plan adopted 3 3.1.1 Management plan and ordinance reviewed and updated 4.1.2 MPA management plan incorporated in broader development plans Ideal characteristics not included in the MEAT Management plan with a realistic investment program Long-term management plan broken down into annual plans and linked to realistic budgets Annual plans crafted through the coordination of various LGU departments (Budget , Planning, Executive, Agriculture Offices, PNP and barangay level MPA management committee Annual plans consider lessons from implementation of previous annual plan Compliance or Reform? MPA Management plan is not just a nice document!

Ideal “management body” Total allowable points 1.2.3 Functions of MPA management body explained through IEC 1 1.4.1 Management body determined and identified 1.4.2 Management body formed and roles clarified 3 3.1.3 Management body able to supervise management activities of the MPA and access technical assistance, if necessary 3.1.6 Performance monitoring of the management body conducted regularly 4.1.1 Political support from the provincial government or LGUs 4.1.4 Coordination with LGUs and other clearly defined and formalized Ideal characteristics not included in the MEAT Has a separate multi-stakeholder policy –making group that meets at most quarterly Has a separate municipal level implementation group represented by various LGU departments and barangay level MC that meets at least monthly Has working committees with clear responsibilities for at least enforcement, reef monitoring, and public education Has a clear succession plan Documents all processes (meetings and activities) Compliance or Reform? MPA Management body is not just the barangay level MPA management committee (MC).

Ideal “legal instrument and support” Total allowable points 1.3.1 Legal instrument declaring the MPA has been drafted 1 1.3.2 Consultations with stakeholders on legal instrument conducted 1.3.3 Legal instrument approved 3 Ideal characteristics not included in the MEAT Ordinance can provide clear guidance for crafting of MPA management plan and its implementation. Ordinance is regularly reviewed and updated Compliance or Reform? MPA municipal ordinance is not just a nice document!

Ideal “community participation” Ideal characteristics not included in the MEAT Clearly defined tasks where involvement from volunteers in the community (formulation of plans, enforcement, public education, local reef monitoring, revenue generation) Recognizes community contribution and does not exploit or overburden community volunteers who are also involved in your own livelihood activities. Compliance or Reform? Community participation is not confined to the setting up stage of the MPA only. Community participation Total allowable points 1.1.1 MPA concept explained to stakeholders 1 1.1.2. MPA accepted and approved by the community or local government

Ideal “financing” Financing Total allowable points Ideal characteristics not included in the MEAT Adequate financing from the LGU commensurate to its financially capacity (examine MPA budget against LGU gross revenue ratio) Separable financial statements for MPA management operations that can be analyzed to determine efficiency Compliance or Reform? Financing Total allowable points 1.4.3 Budget allocated for at least 1 year 3 2.1.6 Funds accessed and used 1 3.1.2 Funds generated or accessed for the last 2 years 3.1.9 Sustainable financing strategy established 4.1.3 Management body capable of outsourcing funds 4.1.11 MPA financially self-sustaining in the last 7 consecutive years

Ideal “IEC” IEC Total allowable points Ideal characteristics not included in the MEAT Design of public education based on thorough research (KAP) survey Considers appropriateness of IEC collaterals to specific audiences Monitors and evaluates effects of public education activities to the behaviour of target audiences Compliance or Reform? IEC Total allowable points 1.4.4 IEC activities coordinated by the management body 1 2.1.7 Infrastructure maintained 2.1.8 IEC program conducted to sustain public awareness and compliance 3.1.5 IEC program enhanced 4.1.7 IEC sustained over 7 years 3

Ideal “Enforcement” Enforcement Total allowable points 1.4.5 MPA boundaries delineated 1 1.4.6 MPA enforcers identified 2.1.1 Enforcement plan or its equivalent is in place 2.1.2 Marine enforcement group is trained 2.1.3 Patrolling and surveillance conducted regularly 3 2.1.4 Violations documented 2.1.5 Cases filed or violators penalized 3.1.4 Enforcement system fully operation in the last 5 consecutive years 3.1.10 Violators prosecuted and sanctioned 4.1.8 Management body can adjudicate certain cases Ideal characteristics not included in the MEAT Oversight system in place to ensure integrity of 24/7 guarding Adequate incentives for fish wardens Clear policy for mobilizing volunteers Clear policy to protect fish wardens and volunteers Compliance or Reform?

Ideal “Monitoring and Evaluation” Total allowable points 1.1.3 Baseline assessment conducted 3 1.4.7 Biophysical monitoring activities coordinated by the management body 1 2.1.9 Participatory biophysical monitoring in the last 3 years 3.1.7 Regular participatory biophysical monitoring conducted 3.1.8 Socio-economic monitoring conducted regularly 3.1.11 Feedback system in place 4.1.5 Ecological and socio-economic assessment conducted 4.1.6 Performance monitoring and evaluation system linked to an incentive system Ideal characteristics not included in the MEAT Results of bio-physical and socio-economic monitoring feeds into the annual and long-term plans of the MPA Compliance or Reform?

Ideal “Site development” Ideal characteristics not included in the MEAT Maintenance plan for equipment and infrastructures that considers their design life Adequate resources for operations incorporated in the annual MPA management plan Compliance or Reform? Site development Total allowable points 4.1.9 Expansion strategies or resource enhancement programs initiated 1 4.1.10 Support facilities constructed

Management of learning Have we: Achieved a shared understanding of the MEAT as an OD tool and its strengths and limitations? Reviewed the uses of the MEAT as a diagnostic, planning and performance management tool? Situated MEAT in the context of OD theories and tools?

Organizational learning using meat Session 5 Organizational learning using meat

Session 5 learning objectives At the end of the session, CFs will: Gained a shared understanding of “organizational learning” and how this differs from individual learning Reviewed the lessons learned in the implementation of Philippines 1 using the MEAT management focus area outline Reviewed performance gaps, reasons for these and strategies and activities initially identified to address these.

Organizational learning Type of learning Changes Individual learning Knowledge Skills Attitudes Behaviour Organizational learning Group practices (routines) Policies (rules)

Organizational learning Every organization is a collection of adult learners, all of whom learn according to the basic principles of adult learning. Real learning in organizations tends to be social, taking place in groups and in shared practices. Learning in organizations is the result of the continuous testing of experiences and transformation of those experiences into knowledge Organizational learning happens through repetition, experimentation, social interaction and search

Organizational learning 1) Experience 2) Reflect 3) Adapt Review strategies implemented Identify facilitating and hindering factors Identify lessons Formulate strategies for next cycle

Organizational learning Data Information Knowledge Data-information Knowledge Knows what What is Interesting Knows how What works Useful

Generating lessons from experience (Sinkers) Factors that will make the boat sink! What does not work? Effectiveness – achieves the objective Efficiency - uses appropriate level of resources What works? Effectiveness – achieves the objective Efficiency – uses appropriate level of resources (Floaters) Factors that will help the boat float! A lesson is a program of action

Learning lessons Lesson – program of action based on the experience of others (space) and our own experiences in the past (time). It is an action plan on how to improve our work in the future to produce better outcomes.

Unwanted technical solution Evaluating lessons DESIRABILITY High Low Doubly desirable Unwanted technical solution Siren call Doubly rejected High PRACTICALITY Low

Philippines 1 – MPA management

Lessons: Management Plan MPA management can be done without a plan but it is like a boat with a lot of paddlers without any steerer It helps to have a good coordinator at the LGU (not necessarily technical person) Planning should be linked to budgeting (not allocation culture) MPA planning should not be dependent on external facilitators Management plan Total allowable points 1.2.1 Management plan drafted 1 1.2.2 MPA plan prepared in a consultative and participatory manner 1.2.4 Management plan adopted 3 3.1.1 Management plan and ordinance reviewed and updated 4.1.2 MPA management plan incorporated in broader development plans

Lessons: Management Body There should be an MC at the municipal level separate from TWG Municipal level MCs should conduct planning, supervision and oversight functions on barangay level MCs not just act as funder Inter-department coordination at MLGU level is important Commitment emanates from basic awareness – so keep allies at all levels informed Use or build on existing structures (CRM structure for instance) Building trust is important Management body Total allowable points 1.2.3 Functions of MPA management body explained through IEC 1 1.4.1 Management body determined and identified 1.4.2 Management body formed and roles clarified 3 3.1.3 Management body able to supervise management activities of the MPA and access technical assistance, if necessary 3.1.6 Performance monitoring of the management body conducted regularly 4.1.1 Political support from the provincial government or LGUs 4.1.4 Coordination with LGUs and other clearly defined and formalized

Lessons: Legal instrument and support Maintain good personal relationships with allies at all levels Invite reps from provincial and national agencies in your TWG Master established government process for accessing support from higher levels of government Good performance attracts more support! Legal instrument Total allowable points 1.3.1 Legal instrument declaring the MPA has been drafted 1 1.3.2 Consultations with stakeholders on legal instrument conducted 1.3.3 Legal instrument approved 3

Lessons: Community participation Participation of women in patrolling lessened workload The key to broad community participation is massive information campaign Study tour works! Be clear on what type of participation you would like from the community. Community participation Total allowable points 1.1.1 MPA concept explained to stakeholders 1 1.1.2. MPA accepted and approved by the community or local government

Lessons: IEC Maintain constant personal communication “A peso spent in IEC is a peso saved in enforcement” Total community support impossible to achieve but SM activities help get broadest support Consult local communities in the design of SM collaterals Use local celebrities as ambassadors Have a strategic IEC plan Film showings should be capped with educational discussions IEC Total allowable points 1.4.4 IEC activities coordinated by the management body 1 2.1.7 Infrastructure maintained 2.1.8 IEC program conducted to sustain public awareness and compliance 3.1.5 IEC program enhanced 4.1.7 IEC sustained over 7 years 3

Lessons: Financing MC head in coordination with Budget dept at LGU level should ensure inclusion of MPA budget in the AIP Expenditure monitoring should be part of regular MC meetings at the LGU level MPAs near big cities can secure sponsorships from private sector Assured funding from LGU for MPA management is a function of the legislative, LCE and strong community support Maximize user fee collection system Financing Total allowable points 1.4.3 Budget allocated for at least 1 year 3 2.1.6 Funds accessed and used 1 3.1.2 Funds generated or accessed for the last 2 years 3.1.9 Sustainable financing strategy established 4.1.3 Management body capable of outsourcing funds 4.1.11 MPA financially self-sustaining in the last 7 consecutive years

Lessons: Enforcement Enforcement Total allowable points 1.4.5 MPA boundaries delineated 1 1.4.6 MPA enforcers identified 2.1.1 Enforcement plan or its equivalent is in place 2.1.2 Marine enforcement group is trained 2.1.3 Patrolling and surveillance conducted regularly 3 2.1.4 Violations documented 2.1.5 Cases filed or violators penalized 3.1.4 Enforcement system fully operation in the last 5 consecutive years 3.1.10 Violators prosecuted and sanctioned 4.1.8 Management body can adjudicate certain cases Monetary incentives important but not the only motivating factor It takes a community to get an MPA to an “enforced” status Good to have “hotlines” but personal contacts most times work better MPA enforcement plan should be integrated in the overall CRM plan MPA enforcement is a serious business that should be led by professionals Women can be a positive influence on an all male patrol system Even trained fish wardens can be tempted to intrude in the MPA MC at LGU level should perform oversight functions

Lessons: Monitoring and evaluation Results of reef and socio-economic monitoring activities help public education efforts Performance monitoring needs to be incorporated in regular MC meetings at both municipal and barangay levels Continuous improvement comes from non-stop reflection of experience Results of resource assessments should always be discussed with the local community Local reef monitoring results may be technically inferior but can be useful for adaptive management Monitoring and evaluation Total allowable points 1.1.3 Baseline assessment conducted 3 1.4.7 Biophysical monitoring activities coordinated by the management body 1 2.1.9 Participatory biophysical monitoring in the last 3 years 3.1.7 Regular participatory biophysical monitoring conducted 3.1.8 Socio-economic monitoring conducted regularly 3.1.11 Feedback system in place 4.1.5 Ecological and socio-economic assessment conducted 4.1.6 Performance monitoring and evaluation system linked to an incentive system

Lessons: Site development A good guardhouse is a deterrent against intruders Immediately replace destroyed markers and buoys, do not wait for the entire system to get destroyed. Assign a local person to look after the buoys and report its status Site development Total allowable points 4.1.9 Expansion strategies or resource enhancement programs initiated 1 4.1.10 Support facilities constructed

One of the uses of a patrol boat What good is a nicely written MPA municipal ordinance and management plan if your patrol boat is like this?

Philippines 2 overall MEAT baseline

Philippines 2 overall MEAT baseline Scores Excellent = 62 to 84 points Very good = 40 to 61 points Good = 25 to 39 points Fair = below 24 points

Philippines 2 overall MEAT baseline Levels

Philippines 2 overall MEAT baseline MPA expenditures over LGU gross revenue Ave = 0.57% Highest = 2.08% Lowest = 0.07%

Philippines 2 overall MEAT baseline Fisher pop’n to total pop’n ratio Ave = 3.51% Highest = 9.36% Lowest = 0.12%

Philippines 2 overall MEAT baseline threshold indicators not satisfied Level Management focus Threshold indicators (TIs) # of sites that need to satisfy these TIs 1 Monitoring and evaluation 1.1.3 Baseline assessment conducted Management plan 1.2.4 Management plan adopted 10 Management body 1.4.2 Management body formed and roles clarified 2 Enforcement 2,1,3 Patrolling and surveillance conducted regularly 6 2.1.4 Violations documented 3 Financing 3.1.2 Funds generated or accessed for the last 2 years 3.1.4 Enforcement system fully operation in the last 5 consecutive years 13 3.1.6 Performance monitoring of the management body conducted regularly 3.1.7 Regular participatory biophysical monitoring conducted 9 3.1.10 Violators prosecuted and sanctioned

Live hard coral cover and enforcement   LHC Enf Bindoy 43.6 100% Ipil 70.8 Marihatag Lianga 47.8 85% Ayungon 15.9 80% Samal 61.0 Panabo 43.8 75% Caramoan 50.7 70% Ubay 30.0 Pilar 11.6 65% Sagnay 37.1 55% Roxas 20.6 45% Siruma 11.8 Tigaon 22.1 40% Correl = 0.66

Fish biomass and enforcement   Biomass Enf% Bindoy 40.6 100% Ipil 24.4 Marihatag 10.0 Lianga 9.4 85% Ayungon 38.0 80% Samal 30 Panabo 4.3 75% Caramoan 29.9 70% Ubay Pilar 16.0 65% Sagnay 12.8 55% Roxas 14.7 45% Siruma 34.7 Tigaon 33.2 40% Correl = -0.04

Fish biomass and MEAT score   Biomass Score Ipil 24.4 74 Marihatag 10.0 66 Lianga 9.4 54 Bindoy 40.6 52 Samal 30 51 Ayungon 38.0 48 Ubay 47 Panabo 4.3 45 Pilar 16.0 42 Caramoan 29.9 38 Roxas 14.7 Sagnay 12.8 Siruma 34.7 32 Tigaon 33.2 19 Correl = -0.21

Exercise Review your MEAT baseline assessment results: Review baseline score Set target score Identify performance gaps and reasons for these Review and update strategies Review and update activities

Management focus Scores (points and %) Performance gaps and reasons Strategies Activities Estimated cost BL EL Management plan Management body Legal instrument and support Community participation Financing IEC Enforcement Monitoring and evaluation Site development Do this in Excel (there is an available template already for your site, use the one done during the MEAT baseline assessment) so that you can generate before and after radar graphs.

THANK YOU. ronetsantos@gmail.com rmancao@rareconservation.org