Component 1: Co-Management Improved · 2017. 11. 27. · Form / strengthen fisherfolk organisations...

Bureau of Fisheries and

Aquatic Resources (BFAR)

RFLP

Philippines

“Regional Fisheries Livelihood Programme”

Prepared by Willie Bourne

Consultant

PHILIPPINE PROJECT:

INCEPTION PLANNING

DOCUMENT

(DRAFT)

11th

January 2010

2

Table of Contents

1.0 INTRODUCTION 3

1.1 Background 3

1.2 Inception Planning Document purpose 3

2.0 ORIGINAL WORK PLAN 4

2.1 Summary of RFLP activities in the Philippines 4

2.2 Work plan by Component 4

2.3 Implementation arrangements 7

2.4 Inputs 8

3.0 CONSULTANT REVIEW FINDINGS 9

3.1 Component 1: Fisheries Co-Management 9

3.2 Component 2: Safety at Sea and reduced vulnerability 11

3.3 Component 3: Improved quality of fish products and market chains 12

3.4 Component 4: Diversified livelihoods for fishing households 13

3.5 Component 5: Improved access to micro-finance for fishers, processors & vendors 13

4.0 PROPOSED INTERVENTION 15

4.1 Strategies and guiding principles for project implementation 15

4.2 Proposed target groups and geographical coverage 19

4.3 Component 1: Fisheries Co-Management 21

4.3.1 Target Groups and Partners 21

4.3.2 Original work plan (ProDoc) 22

4.3.3 Revised work plan (for discussion) 23

4.4 Component 2: Safety at Sea and reduced vulnerability 24




4.5 Component 3: Improved quality of fish products and market chains 26




4.6 Component 4: Diversified livelihoods for fishing households 28




4.7 Component 5: Improved access to micro-finance for fishers, processors & vendors 29




5.0 MONITORING AND EVALUATION 31

6.0 ISSUES AND RECOMMENDATIONS 34

7.0 NEXT STEPS 35

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1.0 INTRODUCTION

1.1 Background The Regional Fisheries Livelihoods Programme RFLP, which began activities in September 2009, is funded

by Spain (US$ 19.54 million) and will operate for 4 years in Cambodia, Indonesia, Philippines, Sri Lanka,

Timor-Leste and Viet Nam. RFLP management, including the Regional Manager and the Technical Advisor

are based in the FAO Asia and the Pacific Offices in Bangkok, Thailand; while each country will have a

national RFLP office located in the main area of RFLP geographic focus.

The RFLP addresses the following issues in south and south-east Asia:

The failure to manage the interface between fisheries and the wider external environment;

Over-fishing, declining stocks and catch per unit effort and threatened aquatic species;

The vulnerability of poor small-scale fisher communities and their livelihoods;

Spoilage of aquatic product along the distribution chain and low income for small-scale fishers

Limited development focus on poor small-scale fisher communities, limited access to micro-finance

services and extremely limited supplementary and/or alternative livelihood options.

The primary stakeholders and target beneficiaries are (i) coastal fishers, processors, traders and their

families, their organizations and their communities, including the local authorities and; (ii) government

organizations and institutions responsible for the administration, management and development of the coastal

fisheries at local, district/province and national levels.

The RFLP outcome is: ‘Strengthened capacity among participating small-scale fishing communities and

their supporting institutions towards improved livelihoods and sustainable fisheries resources management’.

Major RFLP outputs will be:

Co-management mechanisms for sustainable utilization of fishery resources;

Improved safety and reduced vulnerability for fisher communities;

Improved quality of fishery products and market chains;

Diversified income opportunities for fisher families;

Facilitated access to micro-finance services for fishers, processors and vendors; and

Regional sharing of knowledge in support of livelihood development and reduced vulnerability for

fisher communities and of sustainable fisheries resource management.

1.2 Inception Planning Document purpose

In June 2008, a preparatory visit was made to ZDN province to identify key outcomes and outputs

in the design of the RFLP Philippines programme. A follow up visit was made in October 2009 by

Regional RFLP staff to meet key Government staff and to discuss priority RFLP start-up activities

in ZDN. In December 2009, following the official signing of the RFLP in Bangkok, a short term

consultant was recruited

The findings of this Consultant’s input, which included a one day Inception Planning workshop on

17th

December 2009 in Dipolog City, is embodied in this Inception Planning Report.

The report is presented under the following sections:

Section 2.0 presents a summary of the original work plan from the ProDoc

Section 3.0 gives a synopsis of this Consultant’s field visit findings

Section 4.0: Proposed intervention: includes strategies and guiding principles for

implementation and information on proposed geographical coverage and target beneficiaries;

revised Component details (activities and outputs)

Section 5.0: covers Monitoring and indicators

Section 6.0 summarises issues and recommendations

Section 7.0 covers the proposed next steps to conclude with the conduct of a National Inception

Workshop planned in February 2010.

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2.0 ORIGINAL WORK PLAN

The following sections are summarised from the Project Document (ProDoc) in Annex 3C1:

2.1 Summary of RFLP activities in the Philippines

, the field activities in the Philippines will be undertaken in two coastal cities (Dipolog and Dapitan

City) and 10 municipalities of Zamboanga del Norte (ZDN) Province, on the north western

coastline of Mindanao Island.

General overuse of near-shore resources owing to population pressure

Seasonally economically important coastal fisheries resources (sardines and other small pelagic

species) in danger of overfishing and in need of management

Considerable interaction between large-scale (commercial) and small-scale (municipal) fisheries

competing for the same resource with resulting conflicts

ZDN (population 1,000,000) is ranked one of the poorest provinces in the Philippines

Insufficiency of reliable and updated sector information

Fisheries and Aquatic Resources Management Councils (FARMCs) as co-management

institutions established but not functional

Insufficient access to and use of ice and insulated fish boxes

Flagship product (bottled sardines) and other fisheries products with limited market access

Storms, bad weather, and pirates are significant risks for the fishers

Absence of navigational aids and other safety equipment in the major fishing grounds of

Sindangan Bay

2.2 Work plan by Component

1. Co-management mechanisms for sustainable utilization of fishery resources

Outputs

Activities Year

Y 1 Y 2 Y 3 Y 4

1.1: Trainings and

workshops in support of

co-management improve

institutional capacity to

monitor and manage

Strengthen existing Fisheries and Aquatic Resources Management

Councils (FARMCs) at Local Government level

Form / strengthen fisherfolk organisations and link them to larger

networks

Promote inter-municipal cooperation in resources management

(establish Sindangan Bay Municipal Alliance for Fisheries

Management)

Build capacity of LGU planners and fisheries administration staff

Build capacity of BFAR regional and provincial fisheries

administration staff

1.2: Co-management

plans reviewed, updated,

approved and

implemented by co-

management institutions

Improve information base on aquatic resources

Review and update LGU fisheries resources management plans

Assist in the drafting of local regulations on fishing gears and

effort (e.g. closed seasons, FADs)

Support the design of an inter-LGU Sardine Resources

Management Plan

Support implementation of plans

Support delineation of inter-municipal fishing ground boundaries

and coastal habitats for conservation purpose

1 See Annex 3 C: Philippines Work plan, Implementation arrangements and inputs

5

Outputs

Activities Year

Y 1 Y 2 Y 3 Y 4

1.3: Participatory

enforcement measures

applied

Design participatory enforcement mechanisms

Promote compliance with regulations through awareness raising

among commercial and municipal fishing sectors

Provide patrol / enforcement equipment

Support enforcement and monitoring measures

Assist BFAR with review of existing regulations on reducing

illegal fishing

1.4: Improved habitat

management practices

demonstrated

Train and assist co-management partners (BFAR, LGUs,

fisherfolk) in identification and implementation of habitat

protection measures

Provide equipment for resource and habitat conservation

1.5: Procedures for

participatory monitoring

of management measures

developed and

introduced

Design participatory monitoring tools and procedures

Enable co-management partners to document and analyze impact

of resource management and habitat protection

1.6: Registration and

licensing system for

fishing crafts improved

Assist LGUs in designing registration system and database

Assist LGUs in registration of fishing crafts

2. Measures to improve safety at sea and reduce vulnerability for fishers and their families

Outputs Activities Year Y 1 Y 2 Y 3 Y4

2.1: Assessment of

accidents and their causes

Design participatory information gathering system and data base Implement data gathering, processing and analysis

2.2: Increased awareness of

dangers and hazards among

stakeholders

Design awareness raising campaigns Conduct regular awareness raising seminars / workshops and

disseminate materials and messages

Assess level of awareness of targeted groups

2.3: Enhanced disaster

preparedness in coastal

communities

Identify disaster preparedness measures Design and provide training in disaster preparedness Provide equipment to improve disaster preparedness Assist in establishment of navigational aids (beacon or light) to

enhance boat safety in Sindangan Bay

Promote use of sails in small outrigger boats as a safety tool and

fuel saving option

2.4: Trained fishers and

boat builders in fishing

boat safety

Identify and assess training needs

Design training course and materials

Conduct training courses for fishers and boat builders

Assess training impact

2.5: Communication

system in place to enhance

safety at sea

Identify communication means and opportunities Provide access to communication tools (handheld radios phones)

2.6: Early warning systems

(e.g. weather reporting)

improved

Assist local radio/TV stations to improve weather reporting Identify & promote opportunity to broadcast other fisheries topics

Assess impact of improved reporting

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3. Measures for improved quality of fishery products and market chains


3.1: Public awareness of

food safety issues

Identify common food (fishery product) safety issues Conduct spot tests for contaminants (heavy metal / bacteria) on

selected products (e.g. shellfish)

Design and implement awareness raising campaign Assess level of awareness

3.2: Trained fishers,

processors and traders in

fish handling processing

and business

management

Assess training needs Identify training contents and design training Provide training on identified topics Assess impact of training

3.3: Pilot operations for

value added products and

marketing

Identify products and feasibility Provide basic processing and marketing equipment Provide ice making equipment (two small ice plants) Upgrade existing fish processing (sardine bottling) facility in Dipolog

City in line with HACCP requirements

Assist implementation of pilot operations

Assess market success of supported value added product 3.4: Improved market

information system

Design market information system

Support implementation of market information system

Provide basic marketing equipment

Assess supplier / trader / consumer satisfaction with supported system

4. Diversified income opportunities for fisher families


4.1: Livelihood and gender

needs and priority analyses

Carry out livelihood and gender needs and priority analyses Identify & design livelihood support initiatives based on analyses

4.2: Financial and technical

feasibility analysis of

income options

Carry out financial and technical feasibility analyses of livelihood

options

4.3: Marketing strategies

for products and services

Develop marketing strategies for products and services Assist in the promotion and implementation of marketing strategies

Monitor impact of promoted products and services

4.4: Associations

formed/strengthened for

producers and service

providers

Identify opportunities for group business (trading etc.) Support organisation building for trading and service provision Strengthen organisations

4.5: Training for exponents

of diversified income

Design / adapt / select training courses

Support vocational and other formal training Assess training impact


products and services (e.g.

livestock raising)

Identify products and services (e.g. livestock raising) Provide basic equipment or inputs for pilot operations Support implementation of pilot operations Assess impact of pilot operations


small-scale aquaculture

Assess small-scale aquaculture opportunities Provide basic equipment or inputs for pilot operations Support implementation of pilot operations Assess impact of pilot operations

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5. Facilitated access to micro-finance services for fishers, processors and vendors

Outputs Activities Year Y 1 Y 2 Y 3 Y 4

5.1: Policies of lending

institutions (MFIs)

updated

Assess existing lending policies and practices of Rural Banks,

Credit Cooperatives and other MFIs

Update and improve lending policies Lobby with MFIs to adopt updated lending policies

5.2: Micro-finance

institutions educated on

fishery sector needs and

issues

Identify and design seminar contents

Conduct seminars with MFIs on fisheries topics

Assess impact of seminars

5.3: Community

members trained in

financial planning and

management

Identify training contents and design courses

Conduct training for community members

Promote group saving

Assess training impact

Assess lending/credit practices

5.4: Micro-finance

briefing materials

produced and

disseminated

Design and produce briefing materials

Disseminate briefing materials

Assess consumer satisfaction with access to micro-finance

2.3 Implementation arrangements

The implementing agency with overall responsibility for the Project in the Philippines is the Bureau

of Fisheries and Aquatic Resources (BFAR) of the Department of Agriculture through its Central

Office in Metro Manila. Implementation responsibility is partly delegated through the Regional

Office IX (Zamboanga City, Western Mindanao) to the Provincial Fisheries Office in Zamboanga

del Norte. The responsibility for fisheries management in the Philippines is decentralized and

shared between BFAR (under the Fisheries Code of 1998) and the coastal Local Government Unit

(under the Local Government Code of 1991). Therefore, the coastal municipalities of the eastern

part of Zamboanga del Norte Province (Rizal, Sibutad, Katipunan, Roxas, Manukan, Jose Dalman,

Sindangan, Leon B. Postigo, Salug, and Liloy, as well as the two cities of Dipolog and Dapitan),

through their respective Planning/Development or Agriculture / Fisheries Offices, will also assume

responsibility for implementation of project activities designed for their respective coastal

communities.

A Project Coordination Office will be established at the Provincial Fisheries Office of BFAR in

Dipolog City. This office will be the working base for the National Project Coordinator and the

Communication and Reporting Officer engaged by the Project as FAO national officers who will be

delivering the FAO inputs and implementing the activities in close cooperation with the BFAR and

local government counterpart staff.

Given the shared responsibilities in fisheries management, it is proposed to establish a National

Coordination Committee consisting of representatives of BFAR, the Local Government Units, FAO

and the Donor. This Committee could be chaired by Provincial Governor or his/her representative.

All project activities in the Philippines will be aligned and harmonized with the National Medium-

Term Fisheries Development Plan (2004-2010) and the Provincial Fishery Development Plan 2008-

2011 currently under development.

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2.4 Inputs

The Government of the Philippines will designate an officer from among the senior management

level of the Department of Agriculture - Bureau of Aquatic Resources and Fisheries (DA-BFAR) to

be responsible for the national project component in Philippines.

BFAR will make available counterpart staff from the BFAR Regional Office IX (Zamboanga City)

and the Zamboanga del Norte Provincial Fisheries Office and cover their salaries, costs of transport

and per diem when assigned to project activities. BFAR will also provide office space for the

Project Coordination Office to be located in Dipolog City. This will include furniture, electricity,

telephone, internet connection and maintenance.

BFAR has pending plans to establish a fish freezer, cold storage and ice making complex in the

fishing port of Dipolog City, intending to source funding from other donors or through national

budget allocation. This infrastructure component, once confirmed and implemented, would become

a very useful asset to support the thrust of the post-harvest component of the project.

Donor inputs (US$ 2.42 million)

Item Summary cost (USD $)

Staff 214,000

Consultants 298,000

Contracts 340,000

Travel 394,000

Training 320,000

Expendable equipment (non and expendable) 473,000

General operating expenses 102,000

Support costs (FAO ) 279,000

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3.0 CONSULTANT REVIEW FINDINGS

These findings were gathered during the input together with outputs from the RFLP Briefing

Workshop held in Dipolog City on 17th

December.

3.1 Component 1: Fisheries Co-Management

The Provincial BFAR office, with a staff of 10 together with 18 staff based at Municipal LGUs,

performs a wide range of functions from fish law enforcement, extension and research (see section

3 for more details of roles and functions). For the array of functions that cover boat registration,

boat clearance, issuance of Domestic Quarantine Clearance, certification of Hazard Analysis

Critical Control Point (HACCP) for processors, data collection and extension, issues of fishermen

work licences, training for Bantay Dagat operations and for FARMC staff, the Provincial BFAR

office may be considered understaffed.

The Functions of the BFAR is clearly set out in the Republic Act No. 8550 (The Philippines

Fisheries Code of 1998) which is the guiding document for the Fisheries sector in the Philippines.

It is estimated that catches are subsequently under-reported. Boats heading to sea should seek

clearance, but do not. Lack of staff to collect data at landing stations. Fisheries catch data sent to

head office is estimated. Although export figures are well accounted for, sale of fish for domestic

consumption is not fully accounted for.

It is estimated that only about 20 boats out of 100 are registered2. Boat registration costs around

3,000 Pesos for 3 years. Men working on fishing boats are supposed to have a Fishworker Licence

from BFAR which costs just 40 Pesos, but only some third of workers have one.

Inability to register all medium sized boats (under 3 tonnes gross) within the Province affects the

ability of BFAR to collect reliable fish catch data, ability to check seaworthiness and deprives

municipalities of important revenue that could be re-channelled back to support the conservation

and protection of fisheries, given the political will to do so.

The Fisheries and Aquatic Resources Management Councils (FARMCs) established by fishfolk and

their organisations at the municipal level are mandated by the 8550 Fisheries Code (see Article II)

to assist in the preparation of the Municipal Fishery Development plans, fishery ordinances,

enforcement activities together with an advisory roles to Municipal LGUs. Generally FARMCs and

their elected staff are considered mostly ineffective, lacking resources and incentives, technical

knowledge and support from MLGUs. Their role in guiding municipal level fisheries development

(as foreseen in the 8550 Fisheries Code) as well as collaboration with BFAR in, for example, boat

registration and safety concerns should be strengthened in the RFLP.

The Region IX BFAR office, together with Provincial BFAR is currently working to develop a

Sardine Management Plan for the province. Key elements of the plan yet to be agreed include

provisions to enforce a closed season to protect juvenile sardines. The process is guided by a

Fisheries Administrative Order from the National Level and involves a degree of public

consultation at municipal and provincial levels.

Bantay Dagat (Sea Guard) operations generally lack equipment and funds to cover operating

expenses to ensure effective coverage and protection of municipal waters. According to the MAO

at Dapitan City, pumpboats cost around $1,500 each together with important equipment including

radios, searchlights, lifejackets and scuba diving equipment for underwater monitoring. One boat

2 Personal communication form the Provincial BFAR Fisheries Officer

10

needs around 4 Bantay Dagat staff, but these work voluntarily but should receive an honorarium.

Rubber dingys and large 150 cc outboard engines may also be suitable, but use some 120 liters per

day at a cost of about $90 fuel (or 4,000 Pesos) per day.

Fines for fishing related infringements are not standardised, so that fines in one municipality are

less than in others. Fines for illegal fishing are notoriously low compared to benefits illegal fishers

receive from their activities. For example, the immensely destructive fishing practice of Muro Ami

Fishing (“pounding the corals” by heavy concrete weights to scare fish into nets) is subject to a fine

of just 250 – 500 Pesos per person.

From a visit to Dipolog City fish market(s), many fish species caught and marketed are undersize

(e.g. moon fish). The demand for fish exceeds demand for local domestic and export needs. As

large commercial vessels can fish illegally without retribution, smaller fishers feel compelled to

flaunt fishery laws also on the basis that “if they don’t catch the fish, others will”.

Workshop findings: The need to strengthen FARMCs and Bantay Dagat (Sea Patrol) to enforce

fishery laws was raised by all 6 municipalities. Lack of logistic resources (e.g. boats and equipment

for Bantay Dagat, lack of honorarium for FARMC officials to work and lack of knowledge of staff

regarding the implementation of the RA 8550 fisheries code) were identified. Neighbouring

municipalities had different fishing regulations for different species. The benefits of a closed fishing

period in one municipal waters for example would be counteracted by open fishing days in the next

municipality.

Confusion still exists regarding the delineation of municipal water boundaries. This requires

assistance from the National Mapping and Resource Information Authority (NAMRIA).

Illegal fishing by large commercial operations inside the 15 km municipal boundary using modern

fishing technologies (radar, sonar, purse seine) is common and causes great damage of fish stocks.

There is a lack of political will to fully implement fishery laws. Even when illegal fishing boats are

caught and perpetrators brought ashore for punishment, the police do not prosecute in line with the

law, allowing those caught to walk away free (Manukan, Katipunan). It is difficult for some

municipalities to prosecute small fishers when no action at all is taken against illegal commercial

scale fisheries (Katipunan, Sindangan and Leon B. Postigo). There appears to be reluctance for

small to medium scale fishermen to register their boats and pay licence fees. It was estimated that

only between 20% to 50% of boats were registered with BFAR, depending on the municipality.

Piracy in Leon B. Postigo was raised as a serious concern. Small to medium sized fishing boats are

often held to ransom by armed pirates who take catch and fishing gear. Improved vigilance is

needed.

Recommendations from the Briefing Workshop held on 17th

December for Component 2 included:

1. Improved organisation of FARMCs through capacity building together with provision of

financial support (honorarium)

2. Standardisation of fishery ordinances throughout the province

3. Proper delineation of municipal waters with assistance of the NAMRIA

4. Provision of boats for Bantay Dagat operations for each municipality together with financial

support (from Municipal funds) for use in regular monitor, control and surveillance activities

5. Assistance given by BFAR to municipal LGUs to implement fishery rules and fully press

charges against illegal operators. This should involve the maritime police / national police

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6. Once fishery rules are standardised, awareness campaigns should be implemented to improve

the knowledge of fisherfolk with regards to fishery law and their understanding of their roles in

management, conservation and protection

7. Increased awareness of the executive members in Municipal Governments of the fishery related

issues, the importance of fishery laws, enforcement and protection and local financing for these

from Municipal funds.

8. Involve poor fishing households in livelihood initiatives to reduce pressure on local fisheries

9. All boats should be registered with the BFAR and licences issued.

3.2 Component 2: Safety at Sea and reduced vulnerability

According to the Provincial BFAR, it is estimated that just 2 out of 8 boats carry lifejackets.

The Philippine Coastguards have bases at Zamboanga City, Dapitan City and a detachment in

Sindangan Bay (Lilo city). The Dapitan City PCG station is manned by a Station Commander and

4 staff. Although the Zamboanga City station has a boat at its disposal – a BFAR vessel “MCS

3009”. BFAR pays fuel and PCGs pay for supplies. However pump boats are hired when required at

Dapitan and Sindangan Bay bases. Assistance (boats) from Cebu, Zamboanga City and Cagoyan de

Oro City may be requested if needed.

Its functions are as follows: (1) Safety at Sea (2) Maritime Security (3) Maritime Pollution and (4)

Maritime law enforcement. For Safety at Sea, the PCG inspect boats for seaworthiness, usually

passenger and cargo ships. Anything under 3 gross tonnes comes under LGU code. The PCG

undertakes rescue efforts in coastal barangays using borrowed boats.

Any accident involving fishers is reported via Municipal LGUs by phone. Fortunately, accidents

involving fishing vessels are infrequent. Two persons went missing in Sindangan Bay after a boat

capsized after being hit by a big wave in July 2009. One person was recovered after one boat

capsized in 2008. Procedures for recording accidents are in place and information easily obtained.

With greater loss of life, the Super Ferry Aboitiz Jebsen sank on it is way to Manila off Coronado

Bay in May 2009.

The PCG performs a weather broadcasting service receiving updates from the Philippines

Atmospheric Center (PAGASA) and these updates are sent by text messages to local PAGASA

units at municipal level.

The PCGs conduct a bi-annual training programme for selected Sea Scouts, for 20 years old plus

men, one from each coastal barangay in the province in safety at sea and sea rescue paid for by HQ.

After training, trainees return to disseminate information at the barangay level. The LGUs pay for

lifejackets for their participants for the training only. Trainees make up a core Special Operations

Group (SOG) that may be called on to assist during emergencies. However, these Scouts are not

allowed to check boats for seaworthiness as they are not deputised or authorised to do so.

For Maritime Law Enforcement activities the BFAR vessel from Region IX in Zamboanga City is

utilised by the PCG, however this are considered limited. The PCG outfits in Dapitan and Sintangan

Bay would benefit from rubber inflatable boats, engines and 2 way radio communication systems.

The Philippine Red Cross Chapter ZDN based in Dipolog City provides training in safety service

including first aid emergency and basic life support training (5 days for 15 people) in all coastal

barangays. It also conducts water safety and emergency lifeguard training. A short 3 day course is

held on disaster management and preparedness including radio communication. A new scheme

called “Barangay 143” (including one Barangay Captain and 43 members) are trained in disaster

preparedness. Any training activities may be provided on demand. Schools are also supported.

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Conclusions: It appears that there are already good programmes in place for increased awareness

of dangers and hazards and disaster preparedness in coastal communities. An early warning system

(e.g. weather reporting) already exists. Fortunately, apart from strong waves / storms from mid July

to early September, the Province is relatively free of large depressions which tend to hit further

north. The PCG and the Red Cross are good partners if more support is needed.

3.3 Component 3: Improved quality of fish products and market chains

A plan to build a cold storage plant on the main road between Dipolog City and Dapitan City has

been approved for Government funding. It will have a capacity of 300 metric tonnes (9,000 boxes)

and have two contact freezer machines for fast freezing (-18 degrees C) and one chill room (-5

degrees C). The plant will cover 5,000 m2

and have 6 rooms that can hold up to 50 tonnes each. The

design is approved and a budget of 40 million Pesos earmarked. The storage will be built by end of

2010.

The objective is to help fishing households or fishing organisations to store their sardine catch when

prices are rock bottom at the peak of the fishing season between January to April when prices drop

to around 10 Pesos per kg from a high of 50-60 Pesos. Storage charges will be around 5 Peso per kg

(to be agreed). The overall affect will be to even out price fluctuations and volatility as well as ease

supply constraints for processors, who may use stored fish at a later time of year.

Ensuring access of poor fisherfolk or their organisations as primary beneficiaries of the storage

scheme will be critical, without which it is likely that better off traders will take advantage of the

facilities to store their own purchases for their benefit. Purchases for storage will inevitably invoke

an upward pressure on wholesale prices at times of glut as buyers with storage access will buy

surpluses.

Ice supply for use in post harvest fish management is in short supply and is shipped in from other

areas. The ice making factories at the Dipolog main fish market and at the landing station in

Dapitan City are both obsolete and abandoned for different reasons. Only larger boats take ice

onboard for chilling fish caught.

All landing stations inspected along the coast from Dapitan to south of Dipolog are in need of

repair. The Dipolog fish market port needs dredging. A new fish port at Gallas, Dipolog City is

close to completion and will provide alternative port facilities for fishermen.

The Processing and Bottling Industry appears to be quite well developed already. The Inglass

Sardines of Dipolog Association (ISDA) has a membership of 18 producers from different

municipalities engaged in sardine processing, herrings, bangus, tuna and other species, some

providing employment up to 100 staff. Most of these are HACCP accredited. According to

producers, demand exceeds supply. Space for new entrants is likely to be limited (1) in terms of

access to supply, which is diminishing and (2) to establish a competitive business. Poor fisherfolk

and their organisations, unless given a high degree of support, may find it difficult to establish a

new successful processing business. Most would lack the necessary business acumen and skills.

Access to other domestic and export markets using shipping routes from coastal municipalities in

ZDN province was disrupted over the last year following the loss of the Sulpicio Lines Corporation

main vessel which sank off the island of Bantangas. A court case is in hand and no replacement

cargo vessel, although there are passenger vessels, was put in service. This means that all goods

have to be sent to Ozamis City in Northern Mindanao, a road trip of 130 kms incurring additional

shipping costs for exporters and traders.

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Understanding the markets: There is a lack of understanding of the marketing dynamics on how

small fishing households sell their produce. The use of market information can have a profound

affect on the incomes of vulnerable and marginal fishermen. Helping them understand how to sell

fish produce at higher prices or develop marketing strategies that reduce costs can impact highly on

their income levels.

Findings from Workshop: Provision of ice and cold storage facilities was raised in Dipolog City,

Katipunan, Sindangan, Leon B. Postigo). The need for additional finance and capital as well as lack

of skills in processing was an issue. Poor landing facilities were an issue in almost all Municipal

presentations. An opportunity for seaweed (Lato) processing was identified in Sibutad

municipality. The understanding of the market chain and market linkages was noted as poor.

Demand for processed fish products was noted as higher than supply. There appear to be many

processing businesses established already.

3.4 Component 4: Diversified livelihoods for fishing households

There are different livelihood programmes ongoing in the province through donor funding (JICA,

USAID, Belgian, CIDA and World Bank) and Government programmes. BFAR runs an

aquaculture and mariculture extension programme. The Department of Trade and Industry assists

seaweed farmers and cooperatives. The Department of Agrarian Reform (DAR) has a plethora of

government and donor funded programmes.

There is also a strong NGO sector including the BIGKIS LAKAS (Altogether) programme who

promote mariculture in coastal villages and the Bantayan Womens Association (BAWA) who target

the livelihoods of women and savings groups. The “Alpha Phi Omega” is a federation of over 3,000

volunteers who provide community organisational and livelihood development services. The

Dipolog office works with irrigation schemes in ZDN affecting 1,600 households.

TESDA, through the Livelihoods Training Center and the Dipolog School of Fisheries provide

vocation training for students.

Workshop findings: Low incomes of poor fisherfolk were emphasised. Lack of alternative sources

of income was noted. In particular, poor access to affordable sources of finance for enterprise

development was critical. Markets, finance and lack of technical knowledge for mariculture and

other alternative income generating activities were raised.

Conclusions: Poor fishing households are often the most vulnerable and marginalised. Many

organisations already exist with the aim of improving incomes and diversifying livelihoods.

Livelihood development programmes are relatively costly, involve many beneficiary households

and cover large areas. Careful targeting is required to ensure that those fishing households most

affected by regulations are involved in any livelihood programme. Care must be taken with the

extension of new Alternative Income Generating (AIGs) activities to make sure they are viable and

business plans well researched and developed for linking to credit sources. Poorly conceived AIGs

funded through loans may make people poorer and more indebted if they fail.

3.5 Component 5: Improved access to micro-finance for fishers, processors & vendors

Poor access of poorer (less bankable) households to sources of micro-finance schemes. Conditions

in existing MF schemes are too rigorous and complex for poorer households to access. No lending

institutions operate in some coastal communities. Borrowing rates are considered too high (14% p.a.

for rural banks up to 20% per month from private lenders).

The Federation of Rural Banks (FRB) comprises of 12 rural banks including RB Roxas, RB

Dapitan, RB Rizal, RB Dipolog, RB Katipunan, Cooperative Bank, First Valley Bank, RB

14

Manukan, RB Liloy, RBSalug, RB Labason and RB Siocon. Its president3 is based in the RB Roxas

Branch in Dipolog City. The FRB is also linked to the Mindanao Finance Council based in Davao

City and wants to include NGO and Co-operative lenders in its federation. This could include the

Holy Community Foundation Incorporated, the TSKSI, CARD Inc, the Daglaum Multi Purpose

Cooperative and the Kasangyangan Foundation. Of particular importance, the FRB has identified

as its mission the need to tackle poverty and improve access of poorer households to viable credit

sources through the provision of soft loans.

Rural banks tend to give short term loans (4-12 months); requiring collateral or “good character”

loans; loan size is 4,000 – 5,000 Pesos per household for first loan; group loans preferred to

individuals; after 6- 8 successful loan cycles, larger loans may be arranged. Interest rates vary up to

24% p.a depending on loan size (2 – 2.5% per month).

The Dipolog City Bankers Club4 involves the membership of 8 commercial banks and 11 rural

banks including Metrobank, Land Bank, Philippine National Bank and Development Bank of the

Philippines. The Club represents the interests of big commercial banks in Dipolog City. As an

organisation, the Club has little interest in reaching out to impoverished fishing communities.

Conclusion: The FRBs in ZDN would be an ideal partner for the RFLP in the development of a

sustainable micro-finance strategy in the province to reach marginal fishing households.

3 Mr Rizalito A. Sy of RB Roxas in Dipolog City (mobile 09163634682)

4 President is Mr Wilfredo S Dimaro based in the Metrobank, Dipolog City

15

4.0 PROPOSED INTERVENTION

4.1 Strategies and guiding principles for project implementation

Based on field visit findings and review of the RFLP objectives vis a vis the conditions existing in

the Zamboanga Del Norte, a summary ranking of the importance of different components by criteria

is presented in Table 1 below:

Table 1: Summary of ranking of the importance of Components by different criteria for RFLP Philippines

Component Significance

for RFLP

Cost

implication

Degree of

complexity

Sustainability issues Remarks

1: Fisheries Co-

management

HIGH MEDIUM HIGH Political will for support &

enforcement of fisheries

laws;

Financing for O&M from

local LGU finance (Bantay

Dagat patrols, FARMCs)

High priority for RFLP.

FARMC’s

Standard/Unified Province

Wide Ordinance

Awareness of Fishery Law

& Enforcement

Bantay Dagat Resources

Delineation of municipal

boundaries (NAMRIA)

Piracy issues

Enforcement by Police

Boat Registration completed 2: Safety at Sea LOW LOW LOW Re-current costs for

communication / EWS

Much achieved/ in place already

with Red Cross, Philippine

Coastguards. Considered to be a

“low” priority

3: Improved

Market access

HIGH HIGH MEDIUM Linkage to private sector;

local financing for O&M of

market infra-structure

Needs comprehensive market

studies undertaken early in

project life.

4: livelihood

development

MEDIUM HIGH HIGH Sustainable livelihood

development depends on

group cohesion, good

market access and ability to

service loans. Care taken

with the viability of new

Alternative Income

Generation (AIG) projects.

Careful targeting needed to

involve poorest fishing HHs;

Market orientated livelihood

development focus.

Community/group level

planning, develop business

(including marketing) plans and

link to micro-finance for AIGs

5: Improved

access to micro-

finance services

MEDIUM LOW LOW Continued support from the

Federation of Rural Bankers

Main emphasis on working with

the federation and other MFIs to

develop a sustainable strategy to

provide MF services to poor

fishing households

Component 1; Fisheries Co-Management is envisaged as the “heart” of the project in ZDN. In spite

of the well developed set of fishery laws and regulations together with an established institutional

structure for management at different levels, lack of political will, enforcement and funding for

logistics and operation, the sardine and other fisheries are still managed on a de facto free and open

access basis for all fishers. Proper regulation of the fisheries will have profound effects in reducing

fishing pressure, adding value to production and catch size of fish and help sustain the fisheries for

future generations.

For Component 2: Safety at Sea, institutional arrangements for disaster risk preparedness and

awareness of hazards are well catered for already through the Red Cross and Philippine Coastguard

initiatives. Compared to other coastal areas in the Philippines, the risks of damage from storms are

relatively low. If it was found necessary to simplify the RFLP Philippines, this Component could be

16

dropped, but with important equipment / early warning system elements included under Component

1 instead.

Components 3 (market access), 4 (livelihoods) and 5 (Micro-finance) are well interconnected with a

degree of dependency as the outputs of one are inputs into another (e.g. market study outputs link

into livelihood development; micro-finance output is used in livelihood development).

Outcomes of market studies on fish and fish products and the organisation of the Federation of

Rural Banks and their procedures and guidelines for improved Micro-Finance arrangements for

poor fishermen are planned early in the project life. Both of these outputs will have direct

consequences for improvements to incomes and livelihood development and diversification

foreseen in Component 4.

Given the cost and complexity of implementation of a livelihoods programme, targeting of those

fisherfolk most affected or further marginalised by regulations and ordinances is of critical

importance, given scarce resources. It is not possible, in terms of work and resources and cost, to

cover every barangay. Resources would be spread too thin. A decision is required on where to

work.

For the implementation of the RFLP Philippines programme, the following guidelines as part of the

development of an implementation strategy are proposed.

General guidelines

Operations and Maintenance (O&M) considerations must be fully discussed and agreed prior to

the provision of any equipment (e.g. boats, radios, engines etc) or rehabilitation of market infra-

structure (market landing stations, ice plants etc) through RFLP funds. This should require the

elaboration of an MoU or MoA together with the necessary steps undertaken by Municipal or

Provincial LGUs to allocate funds on an annual basis to pay for this from internal revenue.

Integration of gender concerns should be considered throughout all components, particularly

under marketing, livelihoods development and micro-finance initiatives

Fisheries Co-management:

The provision of resources for logistical support, essential equipment for protection and degree

of political will to ensure that fishery ordinances are implemented in full to stop illegal fishing is

critical if work undertaken under the Fisheries Co-Management is to succeed. That large

commercial fishing vessels may fish illegally at will with impunity suggest a degree of collusion

with senior people in important positions. Increased awareness by senior municipal and

provincial level staff of the constraints and issues facing the provincial sardine and yellow fin

tuna fisheries will be an essential activity under the strategy to enhance co-management and

fisheries protection.

As foreseen in their establishment in the Fisheries Code, the FARMCs at LGU level should be

used as the central pillar through which local fisheries laws and ordinances are reviewed with

local stakeholders. Their skills to do so will need strengthening.

The Region and Provincial BFAR are currently developing a Provincial Sardine Management

Plan (SMP). The RFLP should assist these partners to complete the Plan through the support of

a participatory planning and review process undertaken in all three districts. The SMP will then

provide the framework and guidelines for use in efforts to improve and standardise Municipal

Fishery Resource Plans and ordinances.

17

Improved fish boat / license registration will help regulate the sector better and improve the

accuracy of catch data statistics whilst increasing local revenue.

The ability to generate finance to pay for logistics and O&M for fisheries enforcement and

protection from local budgets is essential for sustainability. An activity is added to help achieve

this goal.

Safety at Sea:

A review study of the existing situation should be undertaken as much of the disaster

preparedness work has or is in hand by partners (Red Cross and Philippine Coastguard). If this

is the case, then these activities/outputs should be dropped.

Improved Market Access:

It is proposed that an Agro-enterprise and Market Development Strategy5 is implemented that

leads to the development of a viable Market Information System for coastal barangays.

1. Understanding market chains for fresh fish and fish products (Market Appraisal Surveys)

2. Based on survey findings that are shared with stakeholders at community, district and provincial

levels, implement activities to improve the efficiency of fish market / value chains

3. Set up a Market Information System that gathers, analyses and disseminates market information

4. Capacity built for fishers, Government and private sector participants to engage with markets.

Market systems are complex, involve many different stakeholder groups (fishers, collectors,

traders, processors, exporters etc), cross municipal and provincial boundaries. The use of Rapid

Market Appraisal (RMA) surveys will help the RFLP understand where the bottlenecks and

constraints exist. Sharing analysed market data at different levels with different participants will

assist in the formulation of an Action Plan to solve priority constraints (species size, prices,

linkages to final markets, bulking products, post harvest issues, processing, food quality and

testing, market infra-structure, finance limitations, Government policies and support etc). It is

suggested that 3 RMA surveys are commissioned in the first period of the project covering

project areas in the 3 Districts (one in Dapitan, Dipolog and Sindangan Bay).

Markets are forever dynamic. Building capacity of the key stakeholders themselves to collect,

analyse and understand market information on which to base their production and marketing

decisions should be at the heart of this approach.

Private sector involvement in the provision of commercial processing or market support infra-

structure (e.g. ice plants, drying plants etc) is favoured to the provision of these through

Government funds and subsequent management.

Improved Livelihoods:

The livelihoods development programme must be closely linked with the need to reduce

“fishing pressure” as well as offset the loss of income from strict enforcement of fishery

regulations and ordinances that may impact heavily on the poorest fishing sectors in the

community. Income diversification is also implicit. This implies an essential link between the

presumed impacts of Municipal Fisheries ordinances with target fishing households for

livelihood development.

Care should be taken, through a thorough review of the Barangay Development Plan (BDP), to

ensure that there is no overlap or duplication of existing activities planned.

5 See “Starting an Agro-enterprise development process, a field facilitators guide”, SADU, CIAT and NAFRI

18

The Strategy should be twofold (1) through market studies and sharing of market information

and subsequent efforts to improve marketing efficiency, increase poor fisher incomes based

through improved sale prices or reduced marketing costs for the fish produce they sell already

and (2) development of Alternative Income Generating (AIG). Given that new ventures are

risky and a large body of evidence has shown that many fail6, care must be taken with the

extension of new Alternative Income Generating activities to make sure they are viable and

business plans well researched and developed for linking to credit sources. Poorly conceived

AIGs funded through loans may make people poorer and more indebted if they fail.

No inputs should be given directly to beneficiaries (e.g. livestock, feeds, building materials etc)

free of charge or given as a grant. This is especially the case if the RFLP also tries to link other

beneficiary groups to micro-finance sources in its livelihoods programme. If this is done,

conflicts are bound to arise as those requested to seek loans to fund their enterprises will

complain. Giving items away free also reduces the likelihood of sustainability of the enterprise

as most recipients lack the degree of personal commitment necessary to guarantee success. This

issues needs careful attention as the Provincial BFAR provides inputs to beneficiary groups

“free of charge” in its regular programme.

Instead, targeted beneficiaries should be organised into groups and business plans developed to

investigate the financial and economic viability of their planned enterprises, together with

marketing and environmental assessments. Either these plans are self funded or the RFLP links

these groups to M-F services provided locally.

Finally, there is no need to “pilot” or undertake “demonstrations” in which beneficiaries receive

inputs for free and production technologies are demonstrated to other potential beneficiaries as

an example. This approach has proven to have limited impact as there are usually too many

barriers to entry (markets, inputs, credit, zoning of use, water availability etc) that other

households, although interested, could not replicate. Also the technologies exist and are

limitations are known and do not require piloting, which in short project periods like RFLP,

causes delay.

Micro-finance:

Access of poor fishing households to affordable credit is a critical barrier to income generation

in coastal communities, where access to MF institutions is limited. Households lack collateral,

have limited or no experience with banks and find interest rates high and difficult to service.

There is much dependence on private lenders at exorbitant interest rates.

Work supported by the RFLP should aim to develop a strategy amongst partners (the Rural

Bankers Association and its members and other NGOs) to reach out to these marginal fishing

groups and facilitate a connection between lenders and borrowers.

No capital lump sum should be offered to MF partners for on lending to RFLP target groups. If

banks have anything, it is cash. What they lack is a means to successfully reach out to marginal,

less “bankable” groups which incurs high transaction (administration) costs and higher risk of

repayment. Rural Banks could be assisted by RFLP to reach poor households through

subsidised interest rates or subsidised transaction costs.

6 Sustainable Livelihood Strategy: Marine Protected Areas, LMPA authored by WWF 2008, Vietnam

19

4.2 Proposed target groups and geographical coverage

The geographical area assigned to the RFLP in the ProDoc includes all the coastal municipalities of

District I (Dapitan City, Sibutan and Rizal) and District II (Dipolog City, Katiputan, Roxas,

Manukan, Jose Dalman and Sindangan). Just 3 municipalities are included from District III (Leon

Postiga, Salug and Liloy). The total is 10 municipalities and 2 cities.

It appears that due to reasons of security and the logistical difficulty in coverage all of District III,

the 6 municipalities of Labason, Gutalac, Balligulan, Siocon, Sirawai and Sibuco were not included.

In the process of deciding the final geographical coverage, it is important to realise that some

activities have implications at the provincial level. For example for the Provincial Sardines Fishery

Management Plan, a Micro-Finance Strategy, disaster preparedness or communication systems, all

municipalities in the Province should be involved in this activity.

In an attempt to rationalise further, the proposed geographical coverage for different Components is

identified below in Table 2 for further discussion.

Table 2: Summary of ranking of Components by different criteria in ZDN

Component / Output Proposed Geographical Coverage / target group

1: Fisheries Co-management

1.1 Increased institutional capacity built to develop,

manage and monitor fisheries co-management

arrangements in ZDN

12 target municipalities/ cities; goal is to increase coverage to

all 18 municipalities by end of programme

1.2 The Provincial Sardine Management Plan developed

and agreed though participatory planning processes

Province wide

1.3: Fisheries Co-management plans at Municipal level

reviewed, updated, approved and implemented by co-


12 target municipalities/ cities; goal is to increase coverage to

all 18 municipalities by end of programme

1.4: Effective participatory enforcement measures applied

1.5: Improved habitat management practices demonstrated

1.6: Procedures for participatory monitoring of

management measures developed and introduced

1.7: Registration and licensing system for fishing crafts

improved

1.8: Strengthen the capacity of LGUs to mobilise financial

resources from local revenue allocation to finance fisheries

protection and co-management activities

2: Safety at Sea

2.1: Increased awareness of dangers and hazards among

stakeholders

12 target cities/municipalities; if possible the whole Province

2.2: Enhanced disaster preparedness in coastal

communities

12 target cities/municipalities; if possible the whole Province

2.3: Trained fishers and boat builders in fishing boat safety Depends on the number of targeted boat builders; could be just

in 12 target cities/ municipalities. If only few builders identified,

then it could cover whole province.

2.4: Communication (Early Warning) system in place to

enhance safety at sea

All coastal barangays in Province should be covered by an

effective EWS with full communication facilities operational

3: Improved Market access

3.1 Market Information System for fish and fish products

at Barangay, Municipal and Provincial levels developed

Rapid Market Appraisals for fish and fishery products are based

in 3 Municipal Alliance areas including municipalities in

District I (Dapitan City area), District II (Dipolog) and District

III (Sindangan Bay). Each MLGU should assign responsible

person(s) to manage the Market Information System

3.2 Market infra-structure and support services improved

or rehabilitated

Within the 12 municipalities/ cities based on need

20

Component / Output Proposed Geographical Coverage / target group

4: Livelihood development

4.1 Beneficiaries targeted for assistance carefully screened

and selected

12 target cities/municipalities; one barangay deemed the poorest

selected first

4.2 Improved marketing arrangements developed for

poorest fishing groups

1 barangay from each supported Municipality with the view to

expand later

4.3 Alternative Livelihood options investigated for

technical, financial, market feasibility

4.4 Beneficiary groups assisted to implement their

enterprise project with linkages to credit

5: Improved access to micro-finance services

5.1 Membership and operation of the Federation of Rural

banks in ZDN reviewed and strengthened

Dipolog City including participation of all MF institutions from

all provincial municipalities

5.2 Awareness raised within the FRB of needs and issues

of fisheries sector

Provincial level (Members of FRB)

5.3 Provincial Strategy for Improved access to Micro-

Finance Services for vulnerable coastal communities

developed for use by the FRBs


5.4: Micro-finance guidelines and briefing materials

produced and disseminated for use


5.5: Capacity built amongst FRB staff and community

members in MF issues linked to the MF strategy

Training prioritorised for those barangays / municipalities

included in livelihood development, with a possibility to

increase coverage to all municipalities later.

21

4.3 Component 1: Fisheries Co-Management

4.3.1 Target Groups and Partners

The main beneficiaries are the poor fishing households and fishermen organisations in coastal

barangays, who through improved fishery laws and ordinance together with improved vigilance

and enforcement of these laws, benefit through sustainable catch yields and associated income

levels in years to come as a result of a well managed fishery.

Project Partners include the Provincial BFAR, the Provincial LGUs under the office of the

Provincial Veterinarian, the Municipal Local Government Units (MLGUs), Barangay Development

Councils, the FARMCs, Fishing Organisations, the Regional Emergency Assistance

Communication Team (REACT), the Philippine police, Maritime Police and Philippine Coast

Guards (PCGs).

The Provincial BFAR office based in Dipolog City is overseen by the Director of the Regional IX

office. It has 10 staff members including a Provincial Fisheries Officer (PFO), who assisted by one

technical staff member and 2 administration staff. Functions under the PFO include:

1. Fishery law enforcement (3 staff based at the Dipolog Airport, Dapitan Commercial Port and

one staff assigned to oversee the entire provincial coastline of 400 kms). Their role is to assist

with Domestic Quarantine Clearance.

2. Extension Staff (1) to assist with training, delivery of inputs (seeds, feed pumpboats etc) and to

train Bantay Dagat teams

3. The Ginintuang Masaganang Ani-Fisheries (GMAF) which translates into “golden beautiful fish

harvest” was established through a special programme of the President and includes staff from

MLGUs who are paid 2,000 Pesos per month (based on report outputs). There are 19 part time

technicians, 18 from all municipalities / cities in ZDN and one staff to concentrate on

export/overseas issues. Their role is to assist the MAO to implement BFAR fisheries

programmes. The MAO maintains the Municipal Fisheries Profile including a list of registered

fishing vessels.

4. Finally Research office has two staff. Their role is to collect data for the National Stock

Assessment Programme and send data to the Bureau of Agricultural Statistics (BAS). Emphasis

is placed on tuna and sardine fisheries.

The Region IX office has a Monitoring Control Surveillance Patrol Boat based in Zamboanga City

with the responsibility of undertaking patrols along the 400 km provincial coastline.

The Provincial LGU under the auspices of the office of the Governor maintains a number of

positions related to fisheries and aquaculture under the office of the Provincial Veterinarian

including Aquaculturalists, Fisheries and Bantay Dagat operations. The BFAR, although it has lines

of communication directly to the MLGUs should liaise with the PLGU staff, at least to inform them

of on-going activities. In comparison with the BFAR programmes, it appears the PLGUs have

limited resources.

The Muncipal LGUs and in particular the Office of the Municipal Agriculturalist (MAO) have an

important role in the Project as a major development partner in most project components. The

provision of financial and other staff resources for successful Operation and Maintenance of boats

and equipment will depend on the allocation of funds from local budgets. Assistance to ensure that

MLGUs have the means to generate financial resources and develop policy to allocate funds to

provide for ongoing O&M expenses is important. Political “will” at both Provincial and Municipal

levels is important to ensure that protection functions are fully supported and particularly that

offenders / violators of fishery laws are punished accordingly.

22

The Barangay Development Councils (BDCs) will play an important role in facilitating activities

at the community level with fisheries co-management, livelihood development and linkages to

micro-finance.

Maritime Police, Local Police and the Philippine Coastguards all play a function with regard to

control and enforcement of illegal fishing and safety at sea concerns. Their understanding of and

involvement in the elaboration of local fishery laws with regard to their functions as enforcers and

procedures to follow is also critical.

The 30 year old REACT organisation operates nationwide and involves the networking of over

1,000 dedicated volunteers (Reactors) connected by radio or cellphones with the ambition of

safeguarding the environment, either coastal or terrestrial. Local members, mainly businessmen

with some fishermen, keep vigilance and contact the local police or BFAR if they see offences

being committed.

Other partners who may be contacted regarding the provision of services for institutional

development in this Component include7:

DENR- National Mapping and Resource Information Authority (NAMRIA) is the central

mapping agency responsible for developing maps and information sets to establish municipal water

boundaries.

Zamboanga State College of Marine Science and Technology (ZSCMST), established in 1956,

is the regional flagship institution for fisheries and marine science in Mindanao. It undertakes

various research and consultancies related to marine fisheries management.

International Center for Living Aquatic Resources Management (ICLARM now called

WorldFish) could also be a useful partner for RFLP given its strengths in marine resource policy

development & management.

NGOs for Fisheries Reform (NFR) based in Quezon City is a network of ten NGOs working for

policy reforms in the fisheries sector to promote community based coastal resources management. It

was formed to provide technical support for advocacy and legal reform.

The Philippine Fisherfolk Network for CBCRM (FishNet) is guided by the principle of

community ownership as a primary consideration towards attaining equitable and sustainable use of

fisheries resources. FishNet helps to amend laws and develop policies and programmes in the

fisheries sector.

4.3.2 Original work plan (ProDoc)

The original work plan outputs are given below. All are considered valid, but some improvements

are recommended to wording and scheduling:

1: Trainings and workshops in support of co-management improve institutional capacity to monitor

and manage (this Output is important in establishing the pre-conditions in terms of building

institutional capacity to manage change. Some rewording of output may be useful)

2: Co-management plans reviewed, updated, approved and implemented by co-management

institutions

3: Participatory enforcement measures applied

4: Improved habitat management practices demonstrated

5: Procedures for participatory monitoring of management measures developed and introduced

7 See Marine Science and Technology Partners in the Philippines compiled by Rudolf Hermes and Blesshe V.L.

Querijero 2002

23

6: Registration and licensing system for fishing crafts improved

4.3.3 Revised work plan (for discussion)

With the addition of 1.2 Provincial Sardine Management plan and 1.8 revenue generation for

fisheries co-management, the structure of outputs remains broadly the same. Planning

considerations for the revised Component 1: Fisheries Co-management include:

1. Importance of raising awareness of senior executive officers at provincial and municipal levels

regarding the importance of regulation, conservation and protection measures in local fisheries.

This could be done through field & exchange visits, study tours and training.

2. Intensive training of FARMC members as a pre-requisite to the development of standard fishing

laws and ordinances.

3. Develop municipal level task force or Working Group to work on Fisheries Management Plans

4. Participatory Fish data collection and boat registration

5. Review and assist a process to improve local municipal level financing for fisheries protection

activities

Outputs Activities Potential Partners

1.1 Increased

institutional capacity

built to develop,

manage and monitor

fisheries co-

management

arrangements in ZDN

1.1.1 Increased awareness of senior executive

members of local and provincial government and

related authorities and partners in the

management and critical issues related to the

provincial sardines fisheries through workshops,

field and exchange

BFAR, PLGUs, LGUs

1.1.2 Build capacity of BFAR regional and

provincial fisheries administration staff

National and International consultants or

appropriate university

1.1.3 Build capacity of LGU planners and

fisheries administration staff

BFAR, National and International

consultants or appropriate university

1.1.4 Strengthen existing FARMCs technical

skills at provincial and LGU levels in fisheries

co-management

FARMC staff, BFAR, national

1.1.5 Form / strengthen fisherfolk organisations

and link them to larger networks

FARMC, Provincial BFAR,

1.1.6 Promote inter-municipal cooperation in

resources management (establish Sindangan Bay

Municipal Alliance for Fisheries Management;

and in Dipolog and Dapitan )

Provincial BFAR, LGUs and FARMCs

1.2 The Provincial

Sardine Management

Plan developed and

agreed though

participatory planning

processes

1.2.1 Through workshops undertaken in all

coastal municipalities validate and agree the

contents of the Provincial Sardine Management

Plan (SMP)

Region IX BFAR, Provincial BFAR and

MLGUs, FARMCs and fishing

organisations

1.2.2 Publish and disseminate the Provincial

SMP together with guidelines of use to MLGUs

Region IX and Provincial BFAR

1.2.3 Train FARMC members and key local

stakeholders regarding the SMP

1.3: Fisheries Co-

management plans at

Municipal level

reviewed, updated,

approved and

implemented by co-

management

institutions

1.3.1 Gather and analyse Municipal Fisheries

Profiles and identify and fill data gaps

Provincial BFAR, Municipal

Agriculturalist Office at MLGU level

1.3.2 Review and update LGU fisheries resources

management plans

Provincial BFAR, MLGUs, FARMCs and

fishermen organisations

1.3.3 Support delineation of inter-municipal

fishing ground boundaries and coastal habitats

for fisheries management and conservation

purposes

DENR - NAMRIA

1.3.4 Within the framework of the Provincial

SMP, review and amend local Municipal level

Fishery laws and ordinances (fishing gears and

effort, closed seasons, FADs etc)



24


1.3.5 Support the design of an inter-LGU Sardine

Resources Management Plan



1.3.6 Support implementation of plans Provincial BFAR, MLGUs, FARMCs and


1.4: Effective

participatory

enforcement measures

applied

1.4.1Through workshops, design and agree

participatory enforcement mechanisms to be

applied within the Province

MLGUs, police, maritime police,

Philippine Coastguards, REACT

1.4.2Promote compliance with regulations

through awareness raising among commercial

and municipal fishing sectors

BFAR

1.4.3 Review Bantay Dagat operations by

Municipality and provide necessary boats or

patrol / enforcement equipment

BFAR, MLGUs and PLGUs

1.4.4 Undertaken periodic monitoring of progress

made in fisheries protection and enforcement

BFAR, MLGUs

1.4.5 Based on monitoring outcomes, review and

amend existing regulations on reducing illegal

fishing


fishermen organisations, REACT

1.5: Improved habitat

management practices

demonstrated

1.5.1 Train and assist co-management partners

(BFAR, LGUs, fisherfolk) in identification and

implementation of habitat protection measures

University / Fisheries Institution

BFAR

1.5.2 Provide equipment for resource and habitat

conservation in selected sites

University / Fisheries Institution

BFAR

1.6: Procedures for

participatory

monitoring of

management measures

developed and

introduced

1.6.1 Design participatory monitoring tools and

procedures for fish catch assessments

International and National fishery

consultants

1.6.2 Enable co-management partners to

document and analyze impact of fisheries

resource management and habitat protection

Training institute

1.7: Registration and

licensing system for

fishing crafts

improved

1.7.1 Gather and review baseline data regarding

boat licensing

Provincial BFAR

1.7.2 Design registration system and database

and purchase necessary equipment

National consultant

1.7.3 Assist LGUs in registration of fishing crafts MLGUs, FARMCs

1.8: Strengthen the

capacity of LGUs to

mobilise financial

resources from local

revenue allocation to

finance fisheries

protection and co-

management activities

1.8.1 Undertake a study of existing revenue

allotment for fisheries protection within sample

MLGUs

Contracted Institution, BFAR, MLGUs

1.8.2 Based on findings and recommendations of

study, facilitate a process to strengthen the LGUs

capacity and arrangements to provide for

sustainable and effective Fisheries Co-

Management and Protection

Contracted Institution, BFAR, MLGUs

4.4 Component 2: Safety at Sea and reduced vulnerability


The main beneficiaries targeted are fishers and other community members who would benefit from

disaster preparedness, increased awareness of hazards, improved communications and early

warning systems and safer boats.

The main partners include the Philippine Coastguards and the Red Cross.

25


The original work plan outputs, with comments (in brackets) for their inclusion or otherwise, are

given below:

1. Assessment of accidents and their causes (drop this activity as adequate records are already

maintained by the PCGs; also over recent years, few incidents have been reported)

2. Increased awareness of dangers and hazards among stakeholders (the Red Cross is

implementing a full programme for disaster preparedness + Programme 143; the PCG already

train SOGs for emergency and rescue work based in all coastal barangays)

3. Enhanced disaster preparedness in coastal communities (same as pt 2 above; provision of rubber

boats for use by the PCG should be considered)

4. Trained fishers and boat builders in fishing boat safety (Not possible to determine the number of

boat builders in coastal municipalities and seaworthiness issues; a request for baseline data from

Municipal LGUs will be made; training activities for fishing boat safety should be continued)

5. Communication system in place to enhance safety at sea (need for radios and equipment)

6. Early warning systems (e.g. weather reporting) improved (this is well catered for already

between PCG and PAGASA)


Recommendations from the Briefing Workshop held on 17th

December for Component 2 included:

1. Patrol Boats for the Philippine Coastguards at Dapitan City (1) and Sindangan Bay (1) for use in

disasters and for seaborne patrol. Currently the PCGs hires pump boats on need. However, there

was a concern that any boats provided may be re-assigned in Manila to other coastal places.

2. Provision of radios for improved communications

3. All motor banca/fishing boats should be registered with LGUs (including under 3 gross tonnage

vessels): this will be addressed as part of Fisheries Co-Management Component 1 above)

4. Awareness campaigns for disaster preparedness for small-scale fisher folk

Based on 2.3.2 above, the following changes and simplification are proposed in Component 2:


2.1: Increased

awareness of dangers

and hazards among

stakeholders

2.1.1 Comprehensive review of existing awareness amongst

key stakeholders and identify gaps in existing programmes

(if any)

Red Cross and Philippine Coast

Guard

2.1.2 Design and conduct additional awareness raising

seminars / workshops, disseminate materials and messages

Red Cross and Philippine Coast

Guard

2.1.3 Assess level of awareness of targeted groups (if

additional training is undertaken)

BFAR / impact assessment team

2.2: Enhanced

disaster preparedness

in coastal

communities

2.2.1 Identify gaps in existing disaster preparedness

measures

BFAR with Red Cross and

Philippine Coast Guard

2.2.2 Design and provide additional training in disaster

preparedness



2.2.3 Provide equipment to improve disaster preparedness

(e.g. boats for rescue for PCGs)



2.2.4 Assist in establishment of navigational aids (beacon or

light house) to enhance boat safety in Sindangan Bay (and

other areas …added in)

PCGs and BFAR

2.3: Trained fishers

and boat builders in

fishing boat safety

2.3.1 Identify and assess training needs To be identified

2.3.2 Design training course and materials (may include the

promote use of sails in small outrigger boats as a safety tool

and fuel saving option previously under 2.2 above)

To be identified

2.3.3 Training courses for fishers &boat builders To be identified

2.3.4 Assess training impact BFAR and project partner

2.4: Communication

system in place to

enhance safety at sea

2.4.1 Conduct review of communication (Early Warning)

system and determine gaps

BFAR and PCGs

2.4.2 Provide access to communication tools (handheld VHF

radios and / or mobile phones),

BFAR and PCGs

26

4.5 Component 3: Improved quality of fish products and market chains


The main beneficiaries targeted are fishing households or organisations with improved access to

markets, increased incomes from better wholesale prices as a result of more efficient market

linkages and better quality fish products.

Partners include the Provincial Department of Trade and Industry, the Inglass Sardines of Dipolog

Association (ISDA), the Livelihoods Training Center in Dipolog City, the Dipolog School of

Fisheries and the Bantayan Women Association (BAWA).

The Provincial Department of Trade and Industry helps develop SMEs through packaging,

marketing, business plan development, accounting, HACCP accreditation etc. It has links to other

Government organisations including the Philippine Trade Training Center in Manila, the Bureau of

Small and Medium Enterprise Development in Manila, the Design Center of the Philippines and the

Quality Food Testing Center as part of the Department of Science and Technology (DOST). The

DTI works with different communities in the development of coastal aquaculture products and

marketing.

The Inglass Sardines of Dipolog Association (ISDA), has a membership of 18 bottling processors

with the purpose of improving competitiveness of its members.

The Livelihoods Training Center in Dipolog City has recently completed construction of its

training center for fish processing in August 2008. Vocational training in short 1 to 3 month courses

is provided. Students are charged a basic training fee from 100 to 2,000 Pesos depending on the

course. Other TESDA supported courses provided including construction orientated skills.

The Dipolog School of Fisheries provides students with 2 – 3 year graduate courses in a range of

fisheries, aquaculture and other occupations (e.g. hotel, cooking, welding etc). It also has fish

processing facilities for training purposes.

The Bantayan Women Association (BAWA) works with women’s groups in the field of micro-

credit and food processing.

Other Partners could include: Philippine Fisheries Development Authority (PFDA) based in

Quezon City aims to promote growth of the fishing industry and improve efficiency through

handling, preservation, marketing and distribution of fish and fish products through improved fish

marketing related facilities. The Philippine Ports Authority is mandated to establish and manage a

national port system.


The original work plan outputs are given below. Comments in brackets:

1. Public awareness of food safety issues (not considered a significant constraint?)

2. Trained fishers, processors and traders in fish handling processing and business management

(not considered a priority given that the processing industry is already quite developed and

competitive. Barriers existing for new “inexperienced” entrants are considered too high and

should not be supported).

3. Pilot operations for value added products and marketing (not considered important to “pilot”

activities; apart from ice plants, most of planned activities are aimed at improving existing

businesses that are already HACCP approved).

4. Improved market information system (high priority to understand market systems and share /

utilise market information to improve marketing efficiency).

27


Recommendations for improvements to outputs and activities include:

1. Comprehensive market studies for both the sardine & (possibly) yellow tuna fisheries are

required to understand the market chain, actors and roles, value chain and services provided.

Study outcomes should be shared at different levels (village, municipal, provincial) and involve

representatives from fishing organisations, private sector, micro-finance, and LGUs. Through

these stakeholder meetings, propose an Action Plan to address constraints and take advantage of

market opportunities. Actions implemented should primarily benefit the main target groups

(poor fisherfolk and women).

2. A comprehensive list of market related facilities and their current condition should be compiled

for the province based on information submitted by the Municipal LGUs

3. Provision of ice at municipal markets was previously provided by the Government in plants that

are now obsolete. Private entrepreneurs should be encouraged / assisted to provide this service.

4. Although processing skills may be improved, it appears that much competition exists due to the

high number of processors already registered. Helping poorer households set up their own

processing operations may not be successful given the level of competition and degree of

business acumen existing at this level. Rather, the development of improved marketing

strategies leading to increased fish prices or reduced marketing costs through product bulking

would benefit the incomes of poorer fishing households more and should be supported instead.


3.1 Market

Information System

for fish and fish

products at

Barangay,

Municipal and

Provincial levels

developed

3.1.1 Build capacity of selected facilitators in how

to undertake an Agro-enterprise market

development process through training

National and International Marketing

Consultants, DTI, national University

or Research organisation (e.g. PFDA) 3.1.2 Undertake Rapid Market Appraisals in 3

Municipal Alliance areas in Districts I, II and III

for fresh fish and processed products for Sardine

Fishery

3.1.3 Conduct workshops or feedback sessions to

share and disseminate market information at

provincial, municipal and barangay levels

3.1.4 Together with key stakeholders, formulate

and implement Action Plans to improve the

efficiency of market / value chains

BFAR, PLGUs, MLGUs, DTI, others

3.1.5 Undertake periodic monitoring of progress

against Action Plans for specific products

Stakeholder groups

3.1.6 Undertake periodic market information

sharing forums at community level to share market

information with private sector participants.

BFAR + appropriate organisation at

LGU level

3.2 Market infra-

structure and

support services

improved or

rehabilitated

3.2.1 Collect a baseline of existing market related

infrastructure and support services and identify

gaps (together with Action Plans 3.1.4 above)

BFAR + MOAs

3.2.2 Based on feasibility, provide basic processing

or market equipments

BFAR

3.2.3 Rehabilitate identified priority market or

landing facilities

BFAR and Partners

3.2.4 In collaboration with the private sector,

establish ice plant production centres in strategic

locations based on need.

BFAR and Partners

28

4.6 Component 4: Diversified livelihoods for fishing households


The main target beneficiaries are the poorest, most vulnerable and most affected by Fisheries

Ordinances. It is not possible to cover every barangay.

Partners include The Department of Trade and Industry, the BFAR, the Provincial LGU

Veterinarian Office, TESDA, through the Livelihoods Training Center and the Dipolog School of

Fisheries provide vocation training for students.

NGO sector includes the BIGKIS LAKAS (Altogether) programme who promote mariculture in

coastal villages and the Bantayan Women’s Association (BAWA) who target the livelihoods of

women and savings groups. The “Alpha Phi Omega” is a federation of over 3,000 volunteers who

provide community organisational and livelihood development services. The Dipolog office works

with irrigation schemes in ZDN affecting 1,600 households.


The original work plan outputs are given below. Comments in brackets:

1: Livelihood and gender needs and priority analyses (should focus more on needs of targeted

fishing households)

2: Financial and technical feasibility analyses of income options

3: Marketing strategies for products and services

(2 & 3: join together for livelihood study)

4: Associations formed/strengthened for producers and service providers

5: Training for exponents of diversified income

(4&5: join together as part of group enterprise, business planning and micro-credit linkage)

6: Pilot operations for products and services (e.g. livestock raising)

7: Pilot operations for small-scale aquaculture (e.g. backyard freshwater culture, oyster, abalone,

fish cage, seaweed)

(6&7: no need to pilot !)


As discussed under 4.1 Strategy above, focus on (1) use of information of market studies to improve

market linkages to increase incomes for poorest fishing groups and (2) work with micro-finance

partners to finance AIGs based on business plans.


4.1 Beneficiaries

targeted for assistance

carefully screened and

selected

4.1.1 Review socio-economic and fisheries

data (e.g. boat size, fishing gear) to identify

most vulnerable fishing households in

selected coastal barangays

Provincial BFAR, MLGUs and Barangay

Captains

4.2 Improved

marketing

arrangements

developed for poorest

fishing groups

4.2.1 Based on findings from market studies

undertaken in 3 Municipal Alliance areas (as

recommended in Component 3), develop and

implement an Action Plan that increases

efficiency of local fish and fish product

marketing

National and International Marketing

Consultants, DTI, national University or

Research organisation (e.g. PFDA)

4.2.2 Assist targeted groups to develop

processing businesses if potential exists

NGOs, BFAR, DTI

4.3 Alternative

Livelihood options

investigated for

technical, financial,

market feasibility

4.3 Study commissioned to review all AIG

options in coastal barangays

National University or research organisation

(e.g. SEAFDEC)

29


4.4 Beneficiary groups

assisted to implement

their enterprise project

with linkages to credit

4.4.1 Groups of interested ( targeted) fishing

households formed into groups

DTI, NGOs, BFAR, LGUs

4.4.2 Enterprise business plans developed

through training

DTI, NGOs, BFAR, LGUs

4.4.3 AIG projects implemented with linkages

to credit sources

Federation of Rural Banks; banks or NGOs

4.4.4 Evaluation of impacts made periodically

undertaken with beneficiaries

Stakeholders

4.7 Component 5: Improved access to micro-finance for fishers, processors & vendors


The main beneficiaries will be the poor fishing households who experience poor access to sources

of micro-finance and loan schemes. Conditions in existing MF schemes are too rigorous and

complex for poorer households to access. Very few lending institutions operate in coastal

communities. Borrowing rates are considered too high by households, for example at 14% p.a.

from Rural Banks. Private lenders loan money at exorbitant rates of over 20% per month.

Project Partners include the Federation of Rural Banks in ZDN, the Land Bank, NGOs and

Cooperatives.


The original work plan outputs, with comments (in brackets) for their inclusion or otherwise, are

given below:

Original Outputs

1: Policies of lending institutions (MFIs) updated (this should focus on MFIs in FRBs

2: Micro-finance institutions educated on fishery sector needs and issues (possible once FRB and its

members are fully mobilised)

3: Community members trained in financial planning and management (could be possible)

4: Micro-finance briefing materials produced and disseminated (important output).


The value addition from RFLP under this component should be the development of a provincial MF

strategy in ZDN through the involvement of members of the Federation of Rural Banks. Linkages

between MFIs and target enterprise groups will be made through work done in Component 4

(Livelihoods). This Component should be designed to develop the “enabling environment” for a

provincial strategy to improve access of vulnerable coastal households and communities to

improved micro-finance and banking services.

1. Mobilise and strengthen the FRBs in ZDN in terms of membership and organisation

2. Raise awareness within the FRB and its members of the needs and issues of the fisheries sector

3. Develop and implement a province wide strategy for “Improved access to Micro-Finance

Services for vulnerable coastal communities” (including agreements on spatial coverage by

members, savings and loan conditions, purpose of loans, rates, repayment schedules, activities)

4. Produce and publish MF guidelines and formats

5. Capacity Building activities undertaken to support the MF Strategy amongst its FRB and

community members.

30

The RFLP should support the strategy development process and depending on needs identified,

either support (subsidise) transaction costs of banks to reach marginalised beneficiaries or subsidise

the interest rates charged in the short term.

Outputs Activities Potential Partners 5.1 Membership and operation of

the Federation of Rural banks in

ZDN reviewed and strengthened

5.1.1 Review FRB organisational aspects,

mission and membership

Micro-Finance International and National

consultants and FRB

5.2 Awareness raised within the

FRB of needs and issues of fisheries

sector

5.2.1 Design and conduct seminars for

FRB member staff on fisheries issues

BFAR staff / recruited University or

Fisheries Research institute (e.g.

University of Philippines Mindanao (UP

Mindanao) or Bureau of Agricultural

Research (DA-BAR))

5.3 Provincial Strategy for Improved

access to Micro-Finance Services

for vulnerable coastal communities


5.3.1 Conduct workshops to develop MF

Strategy by its members and produce a

strategy document


consultants and FRB

5.4: Micro-finance guidelines and

briefing materials produced and

disseminated for use

5.4.1 Design and produce guidelines and

formats and disseminate


consultants and FRB

5.5: Capacity built amongst FRB

staff and community members in

MF issues linked to the MF strategy

5.5.1 Conduct training to strengthen

capability of FRBs to implement strategy


consultants and FRB

5.5.2 Train community members in

financial planning and management


consultants, FRB, Training Institute (?)

Activities in Component 5 should be completed prior (as a pre-requisite) to implementation of

livelihood development activities in Component 4.

31

5.0 MONITORING AND EVALUATION

Based on the revised outputs and activities given in Section 4.0, the table below presents a set of

draft indicators (to be revalidated later) for monitoring and evaluation purposes.

Narrative Indicator MOV

Outcome 1: Co-management mechanisms for sustainable utilization of fishery resources

1.1 Increased institutional capacity

built to develop, manage and monitor

fisheries co-management arrangements

in ZDN

1.1.1 XX Municipal level Working Groups or

Task Forces established involving key

stakeholders (FARMCs, fishers etc) to facilitate

the fisheries co-management planning processes

1.1.2 Inter-Municipal Alliances (3) organised

Reports

1.2 The Provincial Sardine

Management Plan developed and

agreed though participatory planning

processes

1.2.1 Provincial Sardine Management Plan

endorsed and disseminated

SMP document

1.3: Fisheries Co-management plans at

Municipal level reviewed, updated,

approved and implemented by co-


1.3.1 Updated Municipal Fisheries Resource

Management plans

1.3.2 Revised MLGU Fisheries Law and

Ordinances produced and awareness workshops

completed

Plans produced

Laws produced

Workshop reports

1.4: Effective participatory

enforcement measures applied

1.4.1 Bantay Dagats fully equipped and

operational in 18 municipalities

1.4.2 Number of cases of illegal fishing reported

increased above baseline data

1.4.3 Number of illegal fishers convicted

increased above baseline; X Pesos collected in

fines

Field reports

Bantay Dagat / Police files

Police files

1.5: Improved habitat management

practices demonstrated

1.5.1 New Protected (habitat) Areas established

by end of project

reports

1.6: Procedures for participatory

monitoring of management measures

developed and introduced

1.6.1 Periodic impact assessments of co-

management and protection work undertaken by

key stakeholders

reports

1.7: Registration and licensing system

for fishing crafts improved

1.7.1 Number of boats registered and licenses

issued increased over baseline

License database

1.8: Strengthen the capacity of LGUs

to mobilise financial resources from

local revenue allocation to finance

fisheries protection and co-

management activities

1.8.1 All Municipal LGUs allocate X % of

internal revenue to fisheries co-management and

enforcement activities

MLGU finance records

Outcome 2: Improved safety at sea and reduced vulnerability for fishers and other community members

2.1: Increased awareness of dangers

and hazards among stakeholders

2.1.1: Increased awareness amongst key

stakeholders in XX coastal barangays above

baseline findings

Use of findings from

baseline and impact

assessment studies

2.2: Enhanced disaster preparedness in

coastal communities

2.2.1: All coastal Barangays in project area with

updated Disaster Preparedness plans and

procedures

Review of Barangay Plans

2.3: Trained fishers and boat builders

in fishing boat safety

2.3.1: One set of boat building guidelines

approved by the provincial authorities

2.3.2: X boat builders trained in improved boat

building techniques and design in X coastal

barangays

2.3.3: All new boats built are according to boat

building standards approved by the Province

Guidelines produced

Training Completion

Reports

Inspection of new boats

by relevant authority

32

Narrative Indicator MOV

2.4: Communication (Early Warning)

system in place to enhance safety at

sea

2.4.1: EWS reviewed and tested periodically

semi-annually through simulation exercise

EWS simulation test

report

Outcome 3: Measures for improved quality of fishery products and market chains

3.1 Market Information System for

fish and fish products at Barangay,

Municipal and Provincial levels

developed

3.1.1 XX Core Facilitation Team trained in the

agro-enterprise and market development process

3.1.2 XX Rapid Market Appraisal studies

completed and information shared

3.1.3 Improved market access and incomes from

produce sold for XX fishing households in XX

coastal barangays

3.1.4 XX fish marketing information sharing

forums held at community level between fishers

and the private sector

Training report

Study reports

Impact assessment

Meeting minutes

3.2 Market infra-structure and support

services improved or rehabilitated

3.2.1 XX market facilities rehabilitated (ice

plants, landing stations etc)

3.2.2 XX market centres fully equipped

Completion reports

Completion reports

Outcome 4: Diversified income opportunities for fisher families

4.1 Beneficiaries targeted for

assistance carefully screened and

selected

4.1.1 XX beneficiaries in XX coastal barangays

identified for assistance in market arrangements

and AIG development

Beneficiary lists

4.2 Improved marketing arrangements

developed for poorest fishing groups

4.2.1 XX poor fishing households in XX

barangays assisted in improved marketing

arrangements leading to increased income from

sale of fish and fish products over baseline

Action plans

Impact study

4.3 Alternative Livelihood options

investigated for technical, financial,

market feasibility

4.3.1 Completed study with findings of most

appropriate alternative livelihood options shared

at district level workshops

Study report

Workshop reports

4.4 Beneficiary groups assisted to

implement their enterprise project with

linkages to credit

4.4.1 XX enterprise groups assisted in the

implementation of new AIG enterprises

Reports

Outcome 5: Facilitated access to micro-finance services for fishers, processors and vendors

5.1 Membership and operation of the

Federation of Rural banks in ZDN

reviewed and strengthened

5.1.1 Updated and completed set of FRB

regulations and membership list

Document

5.2 Awareness raised within the FRB

of needs and issues of fisheries sector

5.2.1 The awareness of X staff from X FRB

member banks raised

Seminar completion report

5.3 Provincial Strategy for Improved

access to Micro-Finance Services for

vulnerable coastal communities


5.3.1 Provincial MF Strategy drafted Strategy document

5.4: Micro-finance guidelines and

briefing materials produced and

disseminated for use

5.4.1 XXXX copies of guidelines produced and

disseminated in 18 municipalities

Reports

5.5: Capacity built amongst FRB staff

and community members in MF issues

linked to the MF strategy

5.5.1 XX RB staff trained

5.5.2 XX staff from XX barangays trained

Training reports

33

To help monitor the impact these, baseline data sets that should be gathered early on the project life may include:

Component Information needed How or where to

find data

Who When

1: Fisheries Co-

management Socio-economic information of coastal barangays (population, poverty

indicators, list of commercial fishermen and subsistence fishers)

Boat registration

Fishing gear list

Fish species commonly caught

List of boat builders in coastal barangays

List of Bantay Dagat boats and equipment and their condition

Copy of the existing Municipal Fisheries Ordinance

From Municipal

Fisheries Profiles

MOAs /MLGUs and

BFAR

As soon as possible

2: Safety at Sea Assessment of communication facilities and equipment for early warning

system

Review of coverage of coastal barangays regarding Disaster Preparedness

activities (Red Cross and PGC)

From MLGUs,

Coastal Barangays,

Red Cross and

Philippine Coast

Guards

BFAR Inception Period

3: Improved Market

access List of fishing organisations

List of processing plants

List of registered fish traders

List of market facilities (ports, wharfs, ice plants etc) and their condition

From Municipal

Fisheries Profiles;

MLGU records; field

visit

BFAR / MLGU Inception Period

4: Livelihood

development Baseline study to identify (using Municipal Fisheries Profile data) poorest

fishing households

Group profile for marketing assistance / AIG

Special Study

Project records

Social research

organisation of

research institute

BFAR/MLGUs

Inception period

Implementation period

5: Improved access to

micro-finance

services

Lending practices of all member banks of the Federation of Rural Banks

(FRB)

From banks FRB Inception period

6.0 ISSUES AND RECOMMENDATIONS

A summary of issues and recommendations for review and discussion at the National Inception

Workshop are given below:

Issue 1: Project coverage: Without further consultation with stakeholders, the issue of inclusion

and exclusion for project activities is difficult to decide. An attempt was made in Table 2 in section

2 to define the geographical coverage for different activities, but this needs to be further reviewed.

Recommendation: With the use of baseline information, agreements are made as to which

activities within individual Components are undertaken in which districts/municipalities. As a

general rule, those activities that have an impact on provincial wide strategies or outcomes (e.g.

Early Warning System for the Province or a Provincial Sardine Fisheries Management Plan) should

be achieved as a Provincial outcome.

Issue 2: Operation and Maintenance issues: Before any equipment is purchased (e.g. radios,

boats, engines etc), the means by which operating and maintenance costs are met in LGU budgets is

determine and agreed.

Component 1: Fisheries Co-management

Issue 3: BFAR and PLGUs: In terms of provincial budgets, the RFLP is bringing substantial funds

to ZDN. As the funds are managed by BFAR from a national level, through the region IX to the

Province, there is a need to consider more fully the role of the Provincial LGU (under the Provincial

Veterinarian office). Unless cordial relations exist between BFAR and the PLGU, a degree of

conflict may arise. Both run parallel fishery programmes with MLGUs.

Recommendation: Special attention should be given by BFAR management to ensure that the

involvement of PLGUs together with clear line of function is carefully considered in the

management of the RFLP project. At the very least, as called for by normal protocol, senior

members of Provincial Government should be regularly updated of progress made and upcoming

events.

Issue 4: Partners for Fisheries Co-Management: There are a plethora of agencies and universities

working in the fisheries sector with community based co-management approaches. It was not

possible in the short period of this consultancy to contact them all to determine who would best suit

the needs of the RFLP. This should be done in-country however during the lead up to the National

Inception Workshop.

Recommendation: Review the list of possible organisations that may partner the BFAR in

developing different outputs identified in Component 1 in this report and through further contacts,

short list those most appropriate to assist RFLP. This may be done by either hiring national

consultants or through a Letter of Agreement (LoA).

Component 2: Safety at Sea

Issue 5: Boat builders / training partner: It was not possible to identify an appropriate partner for

this work, although a possibility could be the Dipolog Livelihoods Training Center.

Component 3: market access improvements

Issue 6: Partner selection: It is proposed to implement an Agro-Enterprise and Market

development process based on the generation and sharing of market information leading to the

elaboration of comprehensive Action Plans for implementation. More work is required to identify

appropriate partners with appropriate training expertise. FAO could recruit international consultants

35

for this work, but any consultants should be partnered with a local organisation that would oversee

the work (LOA).

Component 4: Livelihoods Development

Issue 7: Inputs free of charge: This document proposed that inputs from RFLP should not be

distributed as a grant. However, BFAR gives inputs to beneficiaries free of charge as part of their

regular programme. Careful consideration is needed to ensure consistency where BFAR and RFLP

activities are implemented in the same barangays.

Component 5: Micro-finance

Issue 8: Land Bank: It proved not possible to investigate the role of the Land Bank in MF

development. A visit should be made to solicit their interest in working with the RFLP, or together

with the Federation of Rural Banks.

Staffing

Issue 9: Use of consultants: It is recommended that a large portion of the allocation of national

and international consultant’s time is utilised to support the development of Fisheries Co-

Management.

Issue 10: Recruitment of a Volunteer: Component 1 Fisheries Co-Management will be

particularly demanding on skills and resources. Additional expertise could be recruited through a

Volunteer Agency.

Recommendation: Consider the recruitment of a Volunteer for 2 – 3 years in Fisheries Co-

Management based in Dipolog City at the PMO. Agencies could include Voluntary Service

Overseas (VSO), United States Peace Corp, German Development Services or UN Volunteers.

7.0 NEXT STEPS

The following steps are proposed as preparation for the National Inception Workshop

1. Update and submit Municipal Fisheries Profile and send in to the Provincial BFAR office by 20 January:

Socio-economic information of coastal barangays (population, poverty indicators, list of commercial

fishermen and subsistence fishers)

Boat registration & Fishing gear list, Fish species commonly caught

List of fishing organisations

List of processing plants, List of registered fish traders

List of boat builders in coastal barangays

List of market facilities (ports, wharfs, ice plants etc) and their condition

List of Bantay Dagat boats and equipment and their condition

Communication facilities and equipment for early warning system

Copy of the existing Municipal Fisheries Ordinance

2. Of coastal barangays listed, request the MLGUs to identify at least one (poorest) and up to 2 priority

Barangays for livelihood development.

3. Conduct additional workshops to develop, based on discussion of this document, a final draft Inception

Report held end January prior to the National Inception Workshop (NIW) to be held in mid February

2010. The purpose of the Drafting Workshop, is to further elaborate the Project Plan, activities and

timeframe.

This could be done through the set up of two small Working Groups with its members pre-selected (e.g.

for Component 1: Fisheries Co-management and for Component 3 and 4: Market Access and

Livelihoods) to review work plans and roles and responsibilities based on these outputs.

36

4. Arrange the NIW in mid February in Dipolog City.

Component 1: Co-Management Improved · 2017. 11. 27. · Form / strengthen fisherfolk organisations...

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