1. Rest of talk 6

2. What is a benchmark?
A target, limit, or baseline that provides a reference for comparing the indicator
Target = where you want to be
Limit = where you do not want to be
Baseline = where you have come from
(e.g. Target: Increase the area of mangroves by xx% by 2020)
 Remember: when the indicator is compared to benchmark it tells you how well you are meeting the objective
A target, limit, or baseline that provides a reference for comparing the indicator
Target = where you want to be
Limit = where you do not want to be
Baseline = where you have come from 2

3. Simple example Objective: Indicator: Benchmark:
Reduce the fever of a sick patient
Indicator:
The patient’s body temperature
Benchmark:
37 degrees Celsius in 2 days (target)
In this simple example, the objective is to reduce a patient’s fever. The indicator is the patient’s body temperature and the benchmark is 37 degrees Celsius. 3

4. Indicators and benchmarks
This is another example but in this case we have plotted it as a time line. The indicator e.g. the percentage cover of coral or the number of fish is plotted over time. At the beginning, the indicator was above both the limit and target benchmarks (and in the green). After several years the indicator has dropped below the target (into orange). EAFM started at this time and the indicator has increased to be above the target (in the green again) 4

5. Data & information for the indicators and benchmarks
Data and information are needed for the indicators and benchmarks
Use existing data
Collect new data, if necessary
Use participatory approaches, if possible
Note: Data & information is a cross-cutting theme. It was needed for scoping to set the background and now for indicators and benchmarks
Determine which data is needed to report on agreed indicators. Ensure you are collecting data on all 3 EAFM components. Use existing data (either from your own fishery/ organisation; or find out through collaboration if the data you require is already being collected by others, to avoid duplication of resources.) Tie method selection to available resources (revise design or find additional resources.) Choose methods that involve key stakeholders. 5

6. Key indicator questions
What: what needs to be measured?
Who: who will measure them?
Where: where will the data come from?
Elaborate as much as needed and link to Start Up B and participation issues, Principles (information needs) as well as Step 1.3 scoping (data collected acts as baseline): explain how greater involvement of stakeholders in monitoring/ evaluating interventions (Step 5.1) can lead to greater ownership= motivation/ sustainability. 6

7. Participatory Stakeholders are involved in:
- developing the indicators and benchmarks
- collecting data
- deciding on the methods to use
Indicators developed locally have more relevance
Link to increased participation as EAFM Principle # 3. Explain how greater involvement of stakeholders in monitoring/ evaluating interventions (Step 5.1) can lead to greater ownership= motivation/ sustainability. Stakeholders can decide their own indicators (measures of ‘well being’ and ‘improved livelihoods’ are culturally and socially specific, they encompass more than purely economic unit of income).
Challenge: who has selected indicators you are currently using? Could other stakeholders have been involved? What can you change as part of EAFM process- i.e. be more inclusive?
Challenges: what do we mean by wellbeing? 7

8. Key messages
Management objectives are developed. This involves agreeing on what is to be achieved for each high-priority issue
Objectives are paired with indicators and benchmarks to be able to assess whether the objective is being achieved
Self explanatory. 8

9. Talk nr 7: An Ecosystem Approach to Fisheries Management Plan

10. Development steps Key components: Define the scope of the plan
Define stakeholder engagement strategy/plan
Compile background information
Prioritise issues and define objectives
Select indicators and reference points
Identify management actions to achieve objectives
Design process whereby all management actions can be implemented
Design monitoring program including performance indicators (Unit 10)
Define the “review and management adaptation” process (Unit 10)

11. Fisheries data Why do we need fisheries data?
FAO (2005): “Information is critical to EAF. It underpins the formulation of national policies, the development of management plans and the evaluation of management progress.”
Fisheries information can be biological, ecological, economic, social or cultural. It can be documented or oral history.
Fisheries information tells us about
Current fishery status
Fishery trends through time
Management effectiveness
All information types should be used where possible (scientific data – traditional knowledge). But remember, we will always be lacking information!

12. Data types Traditional knowledge/anecdotes simplest form of data
needs stakeholder/community consultation
collect using interviews with community members, especially elders or through community meetings
need wider community involvement
issues and management needs can be determined by consensus

13. Development steps of EAFM plan
Key components:
Define the scope of the plan
Define stakeholder engagement strategy/plan
Compile background information
Prioritise issues and define objectives
Select indicators and reference points
Identify management actions to achieve objectives
Design process whereby all management actions can be implemented
Design monitoring program including performance indicators (Unit 10)
Define the “review and management adaptation” process (Unit 10)

14. Facilitator expected to…
Guide each session
Not be too intrusive
Be structured in their approach
Allow the discussion to flow freely
Guide discussion through a few general questions
Refocus the discussion as necessary
If participants do not raise important issues, intervene
Build rapport (use active listening)
Allow everyone to be heard and understood
Referring back to the drawing of a good and a bad facilitator, elaborate on what a good facilitator is expected to do.
Let participants read this slide…
Basic rules:
Thank people for coming
Introduce yourself
Explain aim of FGD, why we want to record session,
Explain format (one person speaks at a a time, confidential/ anonymous/ length of discussion agreed)
Facilitator must be aware of sensitive issues, e.g.:
Gender
Controversial
Political
Other...?
Think about WHAT you say and HOW you say it.
Be aware of how issues affect you as a facilitator (how you are perceived/accepted/ listened to....)
Refer to People Toolkit tool 5 for how to do FGD, and more detail on limits, issues. 14 14

15. EAFM planning approach
FAO 2003
EAFM planning approach
The process that should be followed in developing and implementing a management plan for an ecosystem approach to fisheries. The numbers refer to sections explaining each step in the FAO Technical Guidelines for Responsible Fisheries No. 4. The ecosystem approach to fisheries. FAO, Rome p

16. Define scope 1. Define scope of the plan Geographic area
Fisheries of interest
Who are the stakeholders
List fisheries issues (refer to course notes)
Describe any current management
Describe all relevant jurisdictions
Activity 9.2: Use the EAFM plan template and outline the scope for your case study EAFM plan and list the key issues for the fishery/ies

17. Engagement plan 2. Define stakeholder engagement strategy
Stakeholder involvement needs to occur at all stages of EAFM plan development and implementation
Success will depend on stakeholder ‘ownership’
Need to consider:
Who are the stakeholders?
How to engage?
How often?
By whom?
Activity 9.3: Using your EAFM plan template list the relevant stakeholders for your case study and develop a stakeholder engagement strategy.

18. Background information
3. Compile background information
All available information on what was identified needs to be collated
Information types include:
Social and economic fishery characteristics
Fishery characteristics
Ecosystem
Governance
This will guide formulation of objectives

19. EAFM objectives 4. Prioritise issues and define objectives
Objectives may be set at different levels
Broad objectives will
be determined by national policies
describe intended outcomes of the EAFM plan
cover all disciplines
Subordinate operational objectives will
provide more detail to broad objectives
be determined by key fisheries issues
be measurable and achievable
be determined by all stakeholders

20. EAFM Plan outline EAFM Management Plan for FMU XX Vision (Step 1)
Background (Step 1)
Major threats and issues (Step 2)
Goals (Step 2)
Objectives, indicators and benchmarks (Step 3)
Management actions (Step 3)
Compliance (Step 3)
Data and info needs – source of data, etc (Step 3)
Financing (Step 3)
Communication – link to communication strategy (Step 4)
Review of the plan – link to frequency of reviews (Step 5)
These steps are represented by the headings in a typical EAFM Plan.
Tell the participants that they will be developing one of these during the course. EAFM plan as an output and guiding tool. Refer to same template on visuals gallery on wall. 20

21. EAFM objectives
Process for taking high level policy to broad objectives of the EAFM plan, to operational objectives and actions

22. Prioritise issues
Need a prioritisation process to ensure that management efforts focus on the most important issues.
FAO suggest these three tasks involved:
Task 1: Under each of the broad objectives identify the detailed fishery issues (identified in i.).
Task 2: Prioritise the issues based on the level of risk they pose to the fishery.
Task 3: Develop operational objectives for the priority issues.

23. Prioritise issues
Task 2: Prioritise the issues based on the level of risk they pose to the fishery.
qualitative (opinion-based) quantitative (data-based)
1. Pairwise issue ranking
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
etc

24. Prioritise issues

25. Performance measures 5. Select indicators and reference points
(These were introduced in Unit 8)
The whole aim of setting these in our plan is so we have measureable attributes that we can use to assess how well our EAFM plan is achieving its stated objectives.
An indicator, and reference points for that indicator, should be selected for each operational objective.
Indicator should be:
Measurable
Feasible
Meaningful

26. Management tools 6. Identify management actions to achieve objectives
For each objective brainstorm potential management actions
Need to consider the following for each action:
Ease of application
Likelihood of success
Feasibility
Cost
Use of a problem-solution tree may be valuable (Box 10; SPC, 2010)

28. Write the plan!
7. Design process whereby all management actions can be implemented
All the above elements need to be in a written plan (see EAFM plan template). Include details:
Nature of management actions
How applied
Administrative structures
Role of government & community
Funding sources
Implementation costs
Formal and informal arrangements
Review process (see Unit 10)

29. Formalise the plan
At this stage consideration to formalising the plan should be done.
Needs to be recognised and endorsed:
Community leaders
Government agencies
Non-government agencies
Legislation

30. Fisheries data Why do we need fisheries data?
FAO (2005): “Information is critical to EAF. It underpins the formulation of national policies, the development of management plans and the evaluation of management progress.”
Fisheries information can be biological, ecological, economic, social or cultural. It can be documented or oral history.
Fisheries information tells us about
Current fishery status
Fishery trends through time
Management effectiveness
All information types should be used where possible (scientific data – traditional knowledge). But remember, we will always be lacking information!

31. Data types Traditional knowledge/anecdotes simplest form of data
needs stakeholder/community consultation
collect using interviews with community members, especially elders or through community meetings
need wider community involvement
issues and management needs can be determined by consensus

32. Key messages
These case studies demonstrate that implementing EAFM takes time
EAFM is an iterative process; lessons learned along the way
Many fisheries are doing EAFM in part; moving towards EAFM does not require drastic change but many small steps through time
Self explanatory 32

33. Implementing the EAFM plan
Governments, by and large, are organised into sectors (e.g. mining, transport, agriculture)
Implementation will require working with other sector agencies
Each agency should have a clearly defined role and responsibility
Implementation at the grass roots level (e.g. fishing communities) will be less sectoral, but will still require coordination and cooperation across agencies
Implementing the EAFM plan will require working with governments that are structured along sectoral lines, at least at the national and provincial levels. We do not manage ecosystems. 33

34. This visual emphasizes the points made in the previous slide
This visual emphasizes the points made in the previous slide. STRESS, we do not manage ecosystems. The management is done through sector agencies. HOWEVER, Planning and M&E stages should be carried out at the ecosystem level. Implementation and management will require working with other sectoral agencies, including the environment protection and conservation agency. 34

35. Implementation work plan
Necessary to move ahead with implementing EAFM plan
Most effective if mainstreamed into annual budget cycles and plans, but this may take time
WHAT tasks need to be done?
WHO does them?
WHEN will they be done?
Refer to day 2 when we talked about EAFM Plan as the link between policy and action. We agreed on the importance of planning. So to make the EAFM Plan ‘happen’ we now need to have some sort of work plan that helps the EAFM team in actually implementing what is outlined in the EAFM Plan. Need to work with other agencies. If someone is already doing the required management – form a partnership.
To generate such a work plan requires going through the full set of EAFM actions developed in Step 3 and determining (i) what are the specific tasks that need to be done; (ii) who are the actual persons/institutions that will be responsible for completing these tasks; and (iii) when will the tasks be done by.
Refer to Module 15, section 2 for basic work plan format. Also see template in Workbooks.
NEED TO WORK WITH OTHER AGENCIES 35

36. Formalizing the EAFM plan
Legitimizing the plan
Validation and “buy-in” by stakeholders
Endorsement and adoption of the plan
Plan is legally and socially enforceable by the relevant authority or groups
Need to validate the newly agreed EAFM Plan- at whichever level is most appropriate. Otherwise it will end up as just another plan on someone's desk. 36

37. Communication Strategy
Purpose  Sharing the EAFM plan and results with target audiences
How?  Identify target audiences
 Develop approaches for communicating with each
 Develop key messages
 Timing
A communication strategy helps communicate the actual EAFM plan to all stakeholders once its been formalised. It identifies ways of communicating with different stakeholders for accessing more info/ data, consultation processes. Refer back to methods introduced as part of Start Up B, and to People Toolkit. 37

38. Summary: moving towards EAFM
It’s an evolving process
Only beginning to address other ecological factors such as habitat impacts, bycatch and protected species interactions (seabirds and sea turtles)
Expands upon conventional fisheries management:
Using the US as an example, we have demonstrated why the conventional approach to fisheries management failed in the case of the lobster fishery in the Northwestern Hawaiian Islands.
The in the broader context of the US, a country that has ample resource, we have demonstrated that given an enabling legislative environment and governance structure, EAFM has been put into action.
That said, from the timeline, one can see that EAFM is an evolving process that takes time. The Coral reef fishery management plan is only beginning to address ecological factors other than the target species, such as habitat impacts, bycatch and protected species.
Moving from the single species fishery management plan to the coral reef ecosystem plan involved:
Broadening scale of management
Increased stakeholder engagement (the public and participatory process of the council system)
The increased data and assessment inputs required (for instance the effect of oceanographic variability on lobster recruitment and the need for annual catch limits for all targeted species)
Wider ecosystem and social considerations lead to increase data and assessment needs.
- increasing stakeholder engagement
- broadening scale of management
- increasing data and information needs 38