19
Tropical Coasts
Figure 4. Marine Threatened Species Perception Map for the Verde Island Passage MBCC.
partner-base of the area. But what
lessons have been learned in this
process? After the first three years
of implementing the SSS, some of
these lessons include:
1. Stakeholder assessment is
critical in identifying the
mode of partner engagement
particular to a specific
situation. Working under
the premise that not all
partnerships are the same,
stakeholder assessment is
an integral step in partner
engagement. Establishing clear
objectives or conservation
targets is essential. Stakeholder
mapping assesses the different
players in a given area as well
as available manpower or
expertise. For the SSS, formal
partnership engagements are
made through Memorandum
of Understanding/
Agreement (MOU/MOA) or
grant agreements. Informal
partnerships are likewise
promoted to support formal
arrangements.
2. Integration meetings
serve as effective feedback
mechanisms that promote
interaction among partners
and provide direction to
project implementation.
Convergence meetings held
in each corridor enabled
exchanges among stakeholders
and project implementers,
served as mid-term project
20
July 2008
Figure 5. Marine
Resource Use Perception Map for the Verde Island Passage MBCC.
evaluations and allowed for
necessary adjustments in
implementation strategies.
The Sulu-Sulawesi Seascape
Congress held towards the
end of the project’s Phase 1
provided a venue to share
project results, lessons learned
and plans for the next phase of
conservation interventions. The
convergence meetings and SSS
Congress allowed partners and
other stakeholders to look at
the bigger picture and see how
their respective outputs feed
into the overall goal of the SSS,
thus strengthening the holistic
approach in implementing
conservation actions in the
seascape. Complemented
with site visits and regular
communication with partners,
these formal meetings became
an integral part of project
monitoring and evaluation.
3. Local government units (LGUs)
are critical public sector
partners for on-the-ground
conservation and natural
resources management
efforts. Conservation projects
implemented by different
sectors have identified the
LGUs as the most critical
public sector partner for
on-site interventions. The
SSS experience showed that
LGUs were granted significant
21
Tropical Coasts
References
Conservation International-Philippines.
2007. Proceedings of the Workshop on
“Engaging the Private Sector in Marine
Conservation: Defi ning Priorities for the
Philippines,” held on 26-28 November
2007 in Tagaytay City, Philippines.
Conservation International-Philippines,
Quezon City, Philippines.
Rosales, R.M.P. 2007. “Engaging the Oil
and Gas Industry Towards Marine
Biodiversity Conservation in the Sulu-
Sulawesi Seascape Area.” Conservation
International–Philippines, Quezon City,
Philippines.
authority over a broad
range of issues through
the Local Government
Code of 1991 and other
policy instruments. The
last five years saw an
increased commitment
and investment in
natural resource
management by LGUs.
These partnerships,
though short-term
and co-terminus with
the SSS, were able to
build long-term results,
i.e., strengthened
local capacity and an
enabling environment.
Like other government
agencies, limited
resources and different
views regarding the
balance between
conservation priorities and
development remain one of
the major challenges facing
conservation work in the
country and in the region.
4. Partnering with private
corporations that have
corporate social responsibility
portfolios is a major future
resource for expanding
stakeholder support base and
fund source for both species
and habitat conservation
initiatives. Local, provincial
and national governments are
limited by annual allocations
which are inadequate to
support planned activities,
leaving meager funds for
actual conservation needs.
NGOs may have resources at
certain periods but do not
have the mandate to lead local
and national conservation
objectives. Private corporations
as drivers of local, national
or regional economies are
resources for sustainable coastal
and marine conservation.
Their participation is crucial
in changing industry practices
towards more marine
environment-friendly practices
as well as supporting marine
conservation action at all levels.
5. Matched funds and fund
leveraging from partners
serve as catalyst in
establishing ownership and
outcomes achieved by the
SSS. Of the US$1,526,068.02
total grants awarded in
Indonesia, Malaysia and the
Philippines, grantees were able
to provide match funding of
US$408,776.40 in implementing
the different activities under the
SSS external grants portfolio.
Leveraged funds amounted
to US$124,000 at the end of
project implementation. The
amount shows that partners
value the conservation of the
Sulu-Sulawesi Seascape and
have taken the initiative to
provide counterpart funding,
and leverage additional
resources to achieve maximum
impact. Matched funds and
fund leveraging are essential
in grant-making and prove
that partners have a sense of
ownership on the achievements
of the project and help ensure
that results are being utilized
to pursue conservation goals
for the Sulu-Sulawesi Seascape
Project beyond the project’s
duration.
Training on Integrated Coastal Management for Local Government Units (of Verde Passage and
Palawan), held in Batangas City on 16-27 October 2006.