MPA Governance and Management and MEAT

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

4. Session map

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

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

7. PART 1 MPA GOVERNANCE AND MANAGEMENT 900 to 1200

8. Session 1 Governance and management systems 900 - 945

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

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

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

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

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

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

15. Typology of MPA governance systems Adapted from Christie and White 2007

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

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

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

19. What is management?

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

21. Session 2 Governance and management strategies

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

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

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

25. Strategy for MPA governance and management Strategy or activities?

26. Example: baseline “enforcement” MEAT scores Why?

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

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

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

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

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

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

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

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

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

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

37. Process maps Logbooks Planning template Payment of honoraria Prepare Annual enforcement Plan and budget Monthly meetings of BDs Agree patrolling schedule and assignments Spot checks Actual guarding -docu in duty and observation logbooks Regular MC meeting Annual enforcement plan Patrolling schedule Duty and observation logbook Spot check reports Vouchers, minutes Vouchers, minutes

38. Checklist for analyzing breaks in the results chain or analyzing reasons for performance gaps

39. Strategies: MEAT management focus areas

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

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

42. Session 3 Mechanisms to strengthen TWGs and MCs

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

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

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

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

47. Organization defined

48. Elements of an organization

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

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