RFLP Philippines

Bureau of Fisheries and Aquatic Resources (BFAR)

“Regional Fisheries Livelihood Programme”

PHILIPPINE PROJECT:

INCEPTION PLANNING

DOCUMENT

(DRAFT)

11th January 2010

Prepared by Willie Bourne Consultant

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 4.4.1 Target Groups and Partners 24 4.4.2 Original work plan (ProDoc) 25 4.4.3 Revised work plan (for discussion) 25 4.5 Component 3: Improved quality of fish products and market chains 26 4.5.1 Target Groups and Partners 26 4.5.2 Original work plan (ProDoc) 26 4.5.3 Revised work plan (for discussion) 27 4.6 Component 4: Diversified livelihoods for fishing households 28 4.6.1 Target Groups and Partners 28 4.6.2 Original work plan (ProDoc) 28 4.6.3 Revised work plan (for discussion) 28 4.7 Component 5: Improved access to micro-finance for fishers, processors & vendors 29 4.7.1 Target Groups and Partners 29 4.7.2 Original work plan (ProDoc) 29 4.7.3 Revised work plan (for discussion) 29 5.0 MONITORING AND EVALUATION 31 6.0 ISSUES AND RECOMMENDATIONS 34 7.0 NEXT STEPS 35

2 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 Strengthen existing Fisheries and Aquatic Resources Management workshops in support of Councils (FARMCs) at Local Government level co-management improve institutional capacity to Form / strengthen fisherfolk organisations and link them to larger monitor and manage 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 Improve information base on aquatic resources plans reviewed, updated, Review and update LGU fisheries resources management plans approved and implemented by co- management institutions 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 4 Outputs Activities Year Y 1 Y 2 Y 3 Y 4 1.3: Participatory Design participatory enforcement mechanisms enforcement measures Promote compliance with regulations through awareness raising applied 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 Train and assist co-management partners (BFAR, LGUs, management practices fisherfolk) in identification and implementation of habitat demonstrated protection measures Provide equipment for resource and habitat conservation

1.5: Procedures for Design participatory monitoring tools and procedures participatory monitoring of management measures Enable co-management partners to document and analyze impact developed and of resource management and habitat protection introduced 1.6: Registration and Assist LGUs in designing registration system and database licensing system for fishing crafts improved 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 Design participatory information gathering system and data base accidents and their causes Implement data gathering, processing and analysis 2.2: Increased awareness of Design awareness raising campaigns dangers and hazards among Conduct regular awareness raising seminars / workshops and stakeholders disseminate materials and messages Assess level of awareness of targeted groups 2.3: Enhanced disaster Identify disaster preparedness measures preparedness in coastal Design and provide training in disaster preparedness communities 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 Identify and assess training needs boat builders in fishing Design training course and materials boat safety Conduct training courses for fishers and boat builders Assess training impact 2.5: Communication Identify communication means and opportunities system in place to enhance Provide access to communication tools (handheld radios phones) safety at sea 2.6: Early warning systems Assist local radio/TV stations to improve weather reporting (e.g. weather reporting) Identify & promote opportunity to broadcast other fisheries topics improved Assess impact of improved reporting

5 3. Measures for improved quality of fishery products and market chains Outputs Activities Year Y 1 Y 2 Y 3 Y4 3.1: Public awareness of Identify common food (fishery product) safety issues food 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, Assess training needs processors and traders in Identify training contents and design training fish handling processing and business Provide training on identified topics management Assess impact of training 3.3: Pilot operations for Identify products and feasibility value added products and Provide basic processing and marketing equipment marketing 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 Design market information system 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 Outputs Activities Year Y 1 Y 2 Y 3 Y4 4.1: Livelihood and gender Carry out livelihood and gender needs and priority analyses needs and priority analyses Identify & design livelihood support initiatives based on analyses 4.2: Financial and technical Carry out financial and technical feasibility analyses of livelihood feasibility analysis of options income options 4.3: Marketing strategies Develop marketing strategies for products and services for products and services Assist in the promotion and implementation of marketing strategies Monitor impact of promoted products and services 4.4: Associations Identify opportunities for group business (trading etc.) formed/strengthened for Support organisation building for trading and service provision producers and service providers Strengthen organisations 4.5: Training for exponents Design / adapt / select training courses of diversified income Support vocational and other formal training Assess training impact 4.6: Pilot operations for Identify products and services (e.g. livestock raising) products and services (e.g. Provide basic equipment or inputs for pilot operations livestock raising) Support implementation of pilot operations

Assess impact of pilot operations 4.7: Pilot operations for Assess small-scale aquaculture opportunities small-scale aquaculture Provide basic equipment or inputs for pilot operations Support implementation of pilot operations Assess impact of pilot operations

6 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 Assess existing lending policies and practices of Rural Banks, institutions (MFIs) Credit Cooperatives and other MFIs updated Update and improve lending policies Lobby with MFIs to adopt updated lending policies 5.2: Micro-finance Identify and design seminar contents institutions educated on fishery sector needs and Conduct seminars with MFIs on fisheries topics issues Assess impact of seminars 5.3: Community Identify training contents and design courses members trained in Conduct training for community members financial planning and management Promote group saving Assess training impact Assess lending/credit practices 5.4: Micro-finance Design and produce briefing materials briefing materials produced and Disseminate briefing materials disseminated 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.

7 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

8 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 9 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

10 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.

12 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

13 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 14 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 Cost Degree of Sustainability issues Remarks for RFLP implication complexity 1: Fisheries Co- HIGH MEDIUM HIGH Political will for support & High priority for RFLP. management enforcement of fisheries  FARMC’s laws;  Standard/Unified Province Financing for O&M from Wide Ordinance local LGU finance (Bantay  Awareness of Fishery Law Dagat patrols, FARMCs) & 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 Much achieved/ in place already communication / EWS with Red Cross, Philippine Coastguards. Considered to be a “low” priority 3: Improved HIGH HIGH MEDIUM Linkage to private sector; Needs comprehensive market Market access local financing for O&M of studies undertaken early in market infra-structure project life. 4: livelihood MEDIUM HIGH HIGH Sustainable livelihood Careful targeting needed to development development depends on involve poorest fishing HHs; group cohesion, good Market orientated livelihood market access and ability to development focus. service loans. Care taken Community/group level with the viability of new planning, develop business Alternative Income (including marketing) plans and Generation (AIG) projects. link to micro-finance for AIGs 5: Improved MEDIUM LOW LOW Continued support from the Main emphasis on working with access to micro- Federation of Rural Bankers the federation and other MFIs to finance services 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

15 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.

16  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 17

 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 18 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, 12 target municipalities/ cities; goal is to increase coverage to manage and monitor fisheries co-management all 18 municipalities by end of programme arrangements in ZDN 1.2 The Provincial Sardine Management Plan developed Province wide and agreed though participatory planning processes 1.3: Fisheries Co-management plans at Municipal level reviewed, updated, approved and implemented by co- management institutions 1.4: Effective participatory enforcement measures applied 1.5: Improved habitat management practices demonstrated 1.6: Procedures for participatory monitoring of 12 target municipalities/ cities; goal is to increase coverage to management measures developed and introduced all 18 municipalities by end of programme 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 12 target cities/municipalities; if possible the whole Province stakeholders 2.2: Enhanced disaster preparedness in coastal 12 target cities/municipalities; if possible the whole Province communities 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 All coastal barangays in Province should be covered by an enhance safety at sea effective EWS with full communication facilities operational

3: Improved Market access 3.1 Market Information System for fish and fish products Rapid Market Appraisals for fish and fishery products are based at Barangay, Municipal and Provincial levels developed 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 Within the 12 municipalities/ cities based on need or rehabilitated

19 Component / Output Proposed Geographical Coverage / target group 4: Livelihood development 4.1 Beneficiaries targeted for assistance carefully screened 12 target cities/municipalities; one barangay deemed the poorest and selected selected first 4.2 Improved marketing arrangements developed for 1 barangay from each supported Municipality with the view to poorest fishing groups 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 Dipolog City including participation of all MF institutions from banks in ZDN reviewed and strengthened all provincial municipalities 5.2 Awareness raised within the FRB of needs and issues Provincial level (Members of FRB) of fisheries sector 5.3 Provincial Strategy for Improved access to Micro- Provincial level (Members of FRB) Finance Services for vulnerable coastal communities developed for use by the FRBs 5.4: Micro-finance guidelines and briefing materials Provincial level (Members of FRB) produced and disseminated for use 5.5: Capacity built amongst FRB staff and community Training prioritorised for those barangays / municipalities members in MF issues linked to the MF strategy included in livelihood development, with a possibility to increase coverage to all municipalities later.

20 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.

21 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 22 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 1.1.1 Increased awareness of senior executive BFAR, PLGUs, LGUs institutional capacity members of local and provincial government and built to develop, related authorities and partners in the manage and monitor management and critical issues related to the fisheries co- provincial sardines fisheries through workshops, management field and exchange arrangements in ZDN 1.1.2 Build capacity of BFAR regional and National and International consultants or provincial fisheries administration staff appropriate university 1.1.3 Build capacity of LGU planners and BFAR, National and International fisheries administration staff consultants or appropriate university 1.1.4 Strengthen existing FARMCs technical FARMC staff, BFAR, national skills at provincial and LGU levels in fisheries co-management 1.1.5 Form / strengthen fisherfolk organisations FARMC, Provincial BFAR, and link them to larger networks 1.1.6 Promote inter-municipal cooperation in Provincial BFAR, LGUs and FARMCs resources management (establish Sindangan Bay Municipal Alliance for Fisheries Management; and in Dipolog and Dapitan ) 1.2 The Provincial 1.2.1 Through workshops undertaken in all Region IX BFAR, Provincial BFAR and Sardine Management coastal municipalities validate and agree the MLGUs, FARMCs and fishing Plan developed and contents of the Provincial Sardine Management organisations agreed though Plan (SMP) participatory planning 1.2.2 Publish and disseminate the Provincial Region IX and Provincial BFAR processes SMP together with guidelines of use to MLGUs 1.2.3 Train FARMC members and key local stakeholders regarding the SMP 1.3: Fisheries Co- 1.3.1 Gather and analyse Municipal Fisheries Provincial BFAR, Municipal management plans at Profiles and identify and fill data gaps Agriculturalist Office at MLGU level Municipal level 1.3.2 Review and update LGU fisheries resources Provincial BFAR, MLGUs, FARMCs and reviewed, updated, management plans fishermen organisations approved and 1.3.3 Support delineation of inter-municipal DENR - NAMRIA implemented by co- fishing ground boundaries and coastal habitats management for fisheries management and conservation institutions purposes 1.3.4 Within the framework of the Provincial Provincial BFAR, MLGUs, FARMCs and SMP, review and amend local Municipal level fishermen organisations Fishery laws and ordinances (fishing gears and effort, closed seasons, FADs etc)

23 Outputs Activities Potential Partners 1.3.5 Support the design of an inter-LGU Sardine Provincial BFAR, MLGUs, FARMCs and Resources Management Plan fishermen organisations 1.3.6 Support implementation of plans Provincial BFAR, MLGUs, FARMCs and fishermen organisations 1.4: Effective 1.4.1Through workshops, design and agree MLGUs, police, maritime police, participatory participatory enforcement mechanisms to be Philippine Coastguards, REACT enforcement measures applied within the Province applied 1.4.2Promote compliance with regulations BFAR through awareness raising among commercial and municipal fishing sectors 1.4.3 Review Bantay Dagat operations by BFAR, MLGUs and PLGUs Municipality and provide necessary boats or patrol / enforcement equipment 1.4.4 Undertaken periodic monitoring of progress BFAR, MLGUs made in fisheries protection and enforcement 1.4.5 Based on monitoring outcomes, review and Provincial BFAR, MLGUs, FARMCs and amend existing regulations on reducing illegal fishermen organisations, REACT fishing 1.5: Improved habitat 1.5.1 Train and assist co-management partners University / Fisheries Institution management practices (BFAR, LGUs, fisherfolk) in identification and BFAR demonstrated implementation of habitat protection measures 1.5.2 Provide equipment for resource and habitat University / Fisheries Institution conservation in selected sites BFAR 1.6: Procedures for 1.6.1 Design participatory monitoring tools and International and National fishery participatory procedures for fish catch assessments consultants monitoring of 1.6.2 Enable co-management partners to Training institute management measures document and analyze impact of fisheries developed and resource management and habitat protection introduced 1.7: Registration and 1.7.1 Gather and review baseline data regarding Provincial BFAR licensing system for boat licensing fishing crafts 1.7.2 Design registration system and database National consultant improved and purchase necessary equipment 1.7.3 Assist LGUs in registration of fishing crafts MLGUs, FARMCs 1.8: Strengthen the 1.8.1 Undertake a study of existing revenue Contracted Institution, BFAR, MLGUs capacity of LGUs to allotment for fisheries protection within sample mobilise financial MLGUs resources from local 1.8.2 Based on findings and recommendations of Contracted Institution, BFAR, MLGUs revenue allocation to study, facilitate a process to strengthen the LGUs finance fisheries capacity and arrangements to provide for protection and co- sustainable and effective Fisheries Co- management activities Management and Protection

4.4 Component 2: Safety at Sea and reduced vulnerability

4.4.1 Target Groups and Partners

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.

24 4.4.2 Original work plan (ProDoc) 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)

4.4.3 Revised work plan (for discussion) 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: Outputs Activities Potential Partners 2.1: Increased 2.1.1 Comprehensive review of existing awareness amongst Red Cross and Philippine Coast awareness of dangers key stakeholders and identify gaps in existing programmes Guard and hazards among (if any) stakeholders 2.1.2 Design and conduct additional awareness raising Red Cross and Philippine Coast seminars / workshops, disseminate materials and messages Guard 2.1.3 Assess level of awareness of targeted groups (if BFAR / impact assessment team additional training is undertaken) 2.2: Enhanced 2.2.1 Identify gaps in existing disaster preparedness BFAR with Red Cross and disaster preparedness measures Philippine Coast Guard in coastal 2.2.2 Design and provide additional training in disaster BFAR with Red Cross and communities preparedness Philippine Coast Guard 2.2.3 Provide equipment to improve disaster preparedness BFAR with Red Cross and (e.g. boats for rescue for PCGs) Philippine Coast Guard 2.2.4 Assist in establishment of navigational aids (beacon or PCGs and BFAR light house) to enhance boat safety in Sindangan Bay (and other areas …added in) 2.3: Trained fishers 2.3.1 Identify and assess training needs To be identified and boat builders in 2.3.2 Design training course and materials (may include the To be identified fishing boat safety promote use of sails in small outrigger boats as a safety tool and fuel saving option previously under 2.2 above) 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 2.4.1 Conduct review of communication (Early Warning) BFAR and PCGs system in place to system and determine gaps enhance safety at sea 2.4.2 Provide access to communication tools (handheld VHF BFAR and PCGs radios and / or mobile phones),

25 4.5 Component 3: Improved quality of fish products and market chains

4.5.1 Target Groups and Partners 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.

4.5.2 Original work plan (ProDoc) 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).

26

4.5.3 Revised work plan (for discussion) 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.

Outputs Activities Potential Partners 3.1 Market 3.1.1 Build capacity of selected facilitators in how Information System to undertake an Agro-enterprise market National and International Marketing for fish and fish development process through training Consultants, DTI, national University products at 3.1.2 Undertake Rapid Market Appraisals in 3 or Research organisation (e.g. PFDA) Barangay, Municipal Alliance areas in Districts I, II and III Municipal and for fresh fish and processed products for Sardine Provincial levels Fishery developed 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 BFAR, PLGUs, MLGUs, DTI, others and implement Action Plans to improve the efficiency of market / value chains 3.1.5 Undertake periodic monitoring of progress Stakeholder groups against Action Plans for specific products 3.1.6 Undertake periodic market information BFAR + appropriate organisation at sharing forums at community level to share market LGU level information with private sector participants. 3.2 Market infra- 3.2.1 Collect a baseline of existing market related BFAR + MOAs structure and infrastructure and support services and identify support services gaps (together with Action Plans 3.1.4 above) improved or 3.2.2 Based on feasibility, provide basic processing BFAR rehabilitated or market equipments 3.2.3 Rehabilitate identified priority market or BFAR and Partners landing facilities 3.2.4 In collaboration with the private sector, BFAR and Partners establish ice plant production centres in strategic locations based on need.

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4.6 Component 4: Diversified livelihoods for fishing households

4.6.1 Target Groups and Partners 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.

4.6.2 Original work plan (ProDoc) 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 !)

4.6.3 Revised work plan (for discussion) 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.

Outputs Activities Potential Partners 4.1 Beneficiaries 4.1.1 Review socio-economic and fisheries Provincial BFAR, MLGUs and Barangay targeted for assistance data (e.g. boat size, fishing gear) to identify Captains carefully screened and most vulnerable fishing households in selected selected coastal barangays 4.2 Improved 4.2.1 Based on findings from market studies National and International Marketing marketing undertaken in 3 Municipal Alliance areas (as Consultants, DTI, national University or arrangements recommended in Component 3), develop and Research organisation (e.g. PFDA) developed for poorest implement an Action Plan that increases fishing groups efficiency of local fish and fish product marketing 4.2.2 Assist targeted groups to develop NGOs, BFAR, DTI processing businesses if potential exists 4.3 Alternative 4.3 Study commissioned to review all AIG National University or research organisation Livelihood options options in coastal barangays (e.g. SEAFDEC) investigated for technical, financial, market feasibility 28 Outputs Activities Potential Partners 4.4 Beneficiary groups 4.4.1 Groups of interested ( targeted) fishing DTI, NGOs, BFAR, LGUs assisted to implement households formed into groups their enterprise project 4.4.2 Enterprise business plans developed DTI, NGOs, BFAR, LGUs with linkages to credit through training 4.4.3 AIG projects implemented with linkages Federation of Rural Banks; banks or NGOs to credit sources 4.4.4 Evaluation of impacts made periodically Stakeholders undertaken with beneficiaries

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

4.7.1 Target Groups and Partners

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.

4.7.2 Original work plan (ProDoc) 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).

4.7.3 Revised work plan (for discussion) 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.

29 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 5.1.1 Review FRB organisational aspects, Micro-Finance International and National the Federation of Rural banks in mission and membership consultants and FRB ZDN reviewed and strengthened 5.2 Awareness raised within the 5.2.1 Design and conduct seminars for BFAR staff / recruited University or FRB of needs and issues of fisheries FRB member staff on fisheries issues Fisheries Research institute (e.g. sector University of Philippines Mindanao (UP Mindanao) or Bureau of Agricultural Research (DA-BAR)) 5.3 Provincial Strategy for Improved 5.3.1 Conduct workshops to develop MF Micro-Finance International and National access to Micro-Finance Services Strategy by its members and produce a consultants and FRB for vulnerable coastal communities strategy document developed for use by the FRBs 5.4: Micro-finance guidelines and 5.4.1 Design and produce guidelines and Micro-Finance International and National briefing materials produced and formats and disseminate consultants and FRB disseminated for use 5.5: Capacity built amongst FRB 5.5.1 Conduct training to strengthen Micro-Finance International and National staff and community members in capability of FRBs to implement strategy consultants and FRB MF issues linked to the MF strategy 5.5.2 Train community members in Micro-Finance International and National 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.

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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 1.1.1 XX Municipal level Working Groups or Reports built to develop, manage and monitor Task Forces established involving key fisheries co-management arrangements stakeholders (FARMCs, fishers etc) to facilitate in ZDN the fisheries co-management planning processes

1.1.2 Inter-Municipal Alliances (3) organised 1.2 The Provincial Sardine 1.2.1 Provincial Sardine Management Plan SMP document Management Plan developed and endorsed and disseminated agreed though participatory planning processes 1.3: Fisheries Co-management plans at 1.3.1 Updated Municipal Fisheries Resource Plans produced Municipal level reviewed, updated, Management plans approved and implemented by co- management institutions 1.3.2 Revised MLGU Fisheries Law and Laws produced Ordinances produced and awareness workshops Workshop reports completed 1.4: Effective participatory 1.4.1 Bantay Dagats fully equipped and Field reports enforcement measures applied operational in 18 municipalities

1.4.2 Number of cases of illegal fishing reported Bantay Dagat / Police files increased above baseline data

1.4.3 Number of illegal fishers convicted Police files increased above baseline; X Pesos collected in fines 1.5: Improved habitat management 1.5.1 New Protected (habitat) Areas established reports practices demonstrated by end of project 1.6: Procedures for participatory 1.6.1 Periodic impact assessments of co- reports monitoring of management measures management and protection work undertaken by developed and introduced key stakeholders 1.7: Registration and licensing system 1.7.1 Number of boats registered and licenses License database for fishing crafts improved issued increased over baseline 1.8: Strengthen the capacity of LGUs 1.8.1 All Municipal LGUs allocate X % of MLGU finance records to mobilise financial resources from internal revenue to fisheries co-management and local revenue allocation to finance enforcement activities fisheries protection and co- management activities Outcome 2: Improved safety at sea and reduced vulnerability for fishers and other community members 2.1: Increased awareness of dangers 2.1.1: Increased awareness amongst key Use of findings from and hazards among stakeholders stakeholders in XX coastal barangays above baseline and impact baseline findings assessment studies 2.2: Enhanced disaster preparedness in 2.2.1: All coastal Barangays in project area with Review of Barangay Plans coastal communities updated Disaster Preparedness plans and procedures 2.3: Trained fishers and boat builders 2.3.1: One set of boat building guidelines Guidelines produced in fishing boat safety approved by the provincial authorities

2.3.2: X boat builders trained in improved boat Training Completion building techniques and design in X coastal Reports barangays

2.3.3: All new boats built are according to boat Inspection of new boats building standards approved by the Province by relevant authority

31 Narrative Indicator MOV 2.4: Communication (Early Warning) 2.4.1: EWS reviewed and tested periodically EWS simulation test system in place to enhance safety at semi-annually through simulation exercise report sea Outcome 3: Measures for improved quality of fishery products and market chains 3.1 Market Information System for 3.1.1 XX Core Facilitation Team trained in the Training report fish and fish products at Barangay, agro-enterprise and market development process Municipal and Provincial levels 3.1.2 XX Rapid Market Appraisal studies Study reports developed completed and information shared 3.1.3 Improved market access and incomes from Impact assessment produce sold for XX fishing households in XX coastal barangays 3.1.4 XX fish marketing information sharing Meeting minutes forums held at community level between fishers and the private sector

3.2 Market infra-structure and support 3.2.1 XX market facilities rehabilitated (ice Completion reports services improved or rehabilitated plants, landing stations etc) 3.2.2 XX market centres fully equipped Completion reports Outcome 4: Diversified income opportunities for fisher families 4.1 Beneficiaries targeted for 4.1.1 XX beneficiaries in XX coastal barangays Beneficiary lists assistance carefully screened and identified for assistance in market arrangements selected and AIG development 4.2 Improved marketing arrangements 4.2.1 XX poor fishing households in XX Action plans developed for poorest fishing groups barangays assisted in improved marketing arrangements leading to increased income from Impact study sale of fish and fish products over baseline 4.3 Alternative Livelihood options 4.3.1 Completed study with findings of most Study report investigated for technical, financial, appropriate alternative livelihood options shared market feasibility at district level workshops Workshop reports 4.4 Beneficiary groups assisted to 4.4.1 XX enterprise groups assisted in the Reports implement their enterprise project with implementation of new AIG enterprises linkages to credit Outcome 5: Facilitated access to micro-finance services for fishers, processors and vendors 5.1 Membership and operation of the 5.1.1 Updated and completed set of FRB Document Federation of Rural banks in ZDN regulations and membership list reviewed and strengthened 5.2 Awareness raised within the FRB 5.2.1 The awareness of X staff from X FRB Seminar completion report of needs and issues of fisheries sector member banks raised 5.3 Provincial Strategy for Improved 5.3.1 Provincial MF Strategy drafted Strategy document access to Micro-Finance Services for vulnerable coastal communities developed for use by the FRBs 5.4: Micro-finance guidelines and 5.4.1 XXXX copies of guidelines produced and Reports briefing materials produced and disseminated in 18 municipalities disseminated for use 5.5: Capacity built amongst FRB staff 5.5.1 XX RB staff trained Training reports and community members in MF issues 5.5.2 XX staff from XX barangays trained linked to the MF strategy

32 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 Who When find data 1: Fisheries Co-  Socio-economic information of coastal barangays (population, poverty From Municipal MOAs /MLGUs and As soon as possible management indicators, list of commercial fishermen and subsistence fishers) Fisheries Profiles BFAR  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

2: Safety at Sea  Assessment of communication facilities and equipment for early warning From MLGUs, BFAR Inception Period system Coastal Barangays,  Review of coverage of coastal barangays regarding Disaster Preparedness Red Cross and activities (Red Cross and PGC) Philippine Coast Guards 3: Improved Market  List of fishing organisations From Municipal BFAR / MLGU Inception Period access  List of processing plants Fisheries Profiles;  List of registered fish traders MLGU records; field  List of market facilities (ports, wharfs, ice plants etc) and their condition visit 4: Livelihood  Baseline study to identify (using Municipal Fisheries Profile data) poorest Special Study Social research Inception period development fishing households organisation of research institute

 Group profile for marketing assistance / AIG Project records BFAR/MLGUs Implementation period 5: Improved access to  Lending practices of all member banks of the Federation of Rural Banks From banks FRB Inception period micro-finance (FRB) services

33 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 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.

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

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