Download analysis of regional network of managers of marine protected areas

ANALYSIS OF REGIONAL NETWORK OF MANAGERS OF MARINE PROTECTED AREAS AND
RECOMMENDATIONS FOR IMPLEMENTATION AND OPERATION OF THE REEF NETWORK OI-IO
REEFS NETWORK INDIAN OCEAN
Author: Pauline Malterre
STE4b ISLANDS
[email protected]
Since their introduction by the Convention on Biological Diversity, Marine Protected Areas are
internationally recognized as key tools for the conservation of marine ecosystems. However, to
be effective, these tools must be managed efficiently, and have thus adequate management
systems (management plan, business plan). Integration into the local, or regional, sociocultural landscape is also an important factor to ensure the effectiveness of MPAs. The spatial
scale must also be taken into account in the management of open systems, connected to each
other; thus, the creation of MPA networks is widely advocated, especially to improve the
resilience of ecosystems to threats such as global climate change, or in the context of the
conservation of migratory species such as marine mammals, sharks, sea turtles.
Many MPAs still have few means with regard to the conservation objectives for which they
were created. Sustainable financing of MPAs, but also capacity building of Managers, are
essential prerequisites for effective management.
This is the aim of the ISLANDS project of the Indian Ocean Commission (IOC) and of its key
result 2.1 on the implementation of a Regional Device for Coral Reef (RD-CR). As part of the
activities related to technical support to Managers (Component 2), an action plan for capacity
building and sharing of experiences has been developed. Various trainings have been planned
and implemented to meet the needs of project partners in the six relevant territories –
Comoros, Madagascar, Mauritius / Rodrigues, Seychelles, Zanzibar, Réunion – which allowed
coral reefs conservation actors of the Indian Ocean region to share their own experiences, and
their common and specific issues, thus formalizing the Coral Reefs Network.
This process initiated during training should, however, be continued beyond the project, which
will end in June 2014. To ensure the sustainability of these exchanges, an analysis of existing
networks of MPA Managers in other regions was conducted. Recommendations to be
considered by the strategic program Marine Environment of the IOC and other ongoing and
future projects are contained in this report.
STATE OF THE ART MANAGERS’ NETWORK OF EXISTING MPAs
The CaMPAM Caribbean Marine Protected Areas Management Network and Forum
http://campam.gcfi.org/campam.php
CaMPAM network was established in 1997 under the Global Environment Program of the
United Nations and its Caribbean Environment Program (UNEP-CEP), which provides its hosting,
and under the Protocol on Protected Areas and Wilderness (SPAW) of the Cartagena
Convention. Since 16 years, this network brings together MPA Managers, researchers, members
of government and non-government organizations, the private sector, in order to foster
communication between all sectors directly or indirectly related to the conservation of the
marine environment and promote sharing of experiences among its members in order to better
meet the challenges of conservation areas and biodiversity in the region.
Technical and financial partnerships
This program is mainly funded by the UNEP-CEP, which has supported it since its inception;
however, given the successful experiences of the network, other donors complement the
financial mechanism to ensure its sustainability. Thus, the program can also be funded by the
governments that have ratified the SPAW Protocol, the Global Environment Facility (GEF), the
MacArthur Foundation, and its technical partners are, among others, the Gulf and Caribbean
Fisheries Institute (GCFI), The Nature Conservancy (TNC), Global Island Partnership (GLISPA).
Implemented activities
CaMPAM has a program of capacity building including training and offers its members
educational materials; the network also promotes the transfer of experience between its
members.
Among the proposed CaMPAM tools, a training of trainers in MPA management is given
annually to Managers in the region. This two-week training is held at a pilot site, which supports
the logistics organization, and includes modules on the marine environment of the Caribbean,
the uses and threats, Marine Protected Areas, participatory planning, MPAs management,
research and monitoring. These training programs are regularly evaluated by external
consultants for their improvement. Specific topics are added to the standard training modules.
Certificates of participation are provided to beneficiaries but no certification program is being
developed to ensure the professionalism of members of the network. However, MPAs that
meet the criteria drawn up by the SPAW Protocol may be eligible for the list of protected areas
of the protocol and get recognition at regional level (http://www.spaw-palisting.org/).
CaMPAM also provides technical and legal environmental monitoring via the dissemination of
tools and other information to its members through a mailing list, to which 800 members are
subscribers, both in the region and beyond.
Furthermore, a database has been developed, including all information on MPAs in the region.
Additional funding or grants ("Small Grant Funds") from various donors (Italian and Swedish
Governments, Agency for Marine Protected Areas) complement these tools for capacity
building for the implementation of activities on some pilot sites. Among the funded activities
are workshops for exchanges between MPA Managers, promoting alternative activities
generating income, as well as locally organized training.
The total budget (training of trainers and funds for the implementation of activities within
MPAs) amounts to $ 80,000 / year.
Strengths and weaknesses
Building on its experience, the CaMPAM network share its good practices and collaborate to
adapt the program to other regions. The model has been replicated for other initiatives, such as
CAPAMP network for the Gulf of California, and the forum of Mediterranean MPAs (MEDPAN)
Managers.
The first years of operation of the network have been difficult. But it has met both specific
issues and those hitherto unaddressed, and the success of implemented activities have
attracted many funders, and enabled the sustainability of the program.
Continuous assessment of those tools made available to Managers also allowed responses
tailored to their needs.
So, besides the beneficiaries of local training programs, approximately 2,000 people have
benefited from these tools at regional level.
In addition, the network's activities fall under the Caribbean Challenge, a regional initiative to
protect 20% of coastal and marine habitats in the region by 2020.
The PIMPAC Pacific Island Marine Protected Area Community network
http://www.pimpac.org
PIMPAC is a collaborative network created in 2005. It brings together site Managers, NGOs,
local communities, governments, local agencies, and other stakeholders involved in
conservation in order to promote efficient management of MPAs of the Pacific U.S. Islands and
associate independent States.
Financial and technical partners
PIMPAC enjoys a sustainable funding mechanism through the involvement of governments of
Pacific U.S. Islands and associated Independent States, as well as the National Oceanic and
Atmospheric Agency (NOAA), Coral Reef Conservation Program (CRCP), TNC, etc.
Through the on-going alliance between governments and community representatives, the
network coordinates the efforts of implementation of conservation strategies and capacity
building at local levels.
Implemented activities
Since its inception, PIMPAC endeavors for information and experience sharing, and capacity
building at the regional level to ensure, among other things:
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the existence of highly qualified management teams, with strong capabilities in terms of
ecosystem management, effective research strategies and communication,
the commitment and organization of communities,
a decisional process incorporating all stakeholders,
a political will and leadership of actors,
the strengthening of regulations,
an efficient management of projects and processes of adaptive management.
The activities implemented include training for Managers (training in planning and
management of MPAs held in 2006, 2007 and 2010, training on community MPAs in 2005), but
also for students through the creation of curricula and educational programs in order to
develop continuous training. The network also organizes regular meetings of university
facilities in the area, as well as forums of locally managed Marine Areas.
In addition, the PIMPAC network funds projects of good practice in a pilot site by beneficiary
country. A local team coordinates activities that are thus well set, as well as the
institutionalization of training work.
Various methodological guides have been developed and are provided to members of the
network: guides for the establishment of an implementation plan for regulations, for the
preparation of incident reports by the guards, management and planning tailored for natural
resources Managers, standard operating procedures for enforcement, etc.
Strengths and weaknesses
The PIMPAC network, although relatively recent, gives concrete results adapted to the context
of the region. The responses to the needs of site Managers are appropriate, and the network
expands, through its 2013-2016 action plan, its scope to other areas of expertise (biological and
socio-ecological monitoring) including some innovations, such as adaptive management,
effectiveness of management, ecosystem-management and adaptation to climate change, local
communities’ behavior change, etc. These tools have since been adopted and adapted by other
regions (such as the Coral Triangle eco-region).
The action of PIMPAC is also part of the Micronesian Challenge, which aims to conserve 30% of
the coastal resources of Micronesia by 2020.
Western Indian Ocean Marine Science Association (WIOMSA)
http://www.wiomsa.org
WIOMSA is an association that brings together experts in the conservation of marine and
coastal environment of the Western Indian Ocean region (MPA Managers, NGOs, researchers)
whose purpose is to ensure regional cooperation in management, sustainable development and
marine and coastal scientific research, especially through the facilitation of research, the
development of regional expertise, public awareness, creating a network of the above actors.
Implemented activities
Besides the exchange platform materialized at various symposiums, WIOMSA provides a set of
tools for capacity building of its members:
-
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a training program (MPA management, writing of scientific literature),
the WIO-COMPAS certification program for curators, guards, responsible for scientific
missions of MPAs in the region. Since the program began, 50 people have been certified.
Ten participated in the program without being certified and 25 could not be admitted.
a call for proposals program, the "Science for Marine and Coastal Management
(MASMA) program", which provides funding for the development of micro-research
projects, organizing training and communication workshops in the area. This program,
launched in 2001, allows members of the region to implement activities related to i) the
vulnerability, resilience and adaptation of communities, ii) governance, iii) development
of co-management systems together with research for alternative livelihoods, iv) crosscutting issues.
the funds program for marine research offers three types of funding: grants for the
implementation of research projects over one year (renewable once) for $ 6,000;
scholarships for the training organization (3 months, $ 6,000), and micro-financing to
encourage the participation of scientists in conferences ($ 3,000).
Technical and financial partners
WIOMSA governance is organized into different committees, composed of regional and
international experts, including representatives of "Coastal Oceans Research and Development
– Indian Ocean" (CORDIO), the International Union for Conservation of Nature (IUCN), the
Institute for Research and Development (IRD), and academic structures. Among donors, the
government of Sweden, among others, supports WIOMSA through the funding of MASMA
project.
Strengths and weaknesses
WIOMSA is a recognized association, as evidenced by the continuation of projects such as
MASMA (the program is now in its third phase, from 2012 to 2017), demonstrating the trust
shown by major donors.
The certification program established by WIOMSA represents also a great strength for the
network, especially through the promotion of skills acquired by its beneficiaries. Managers from
various backgrounds (sessions are organized in both languages) and levels (three levels
corresponding to different positions within an MPA, from guards to the curator) can thus see
their skills formally recognized, leading to avoid staff turn-over within the structures.
Despite this, there still is a lack of communication towards all stakeholders in the region,
institutional or not. For example, many Managers or players in reef conservation of certain
territories are not, or insufficiently, informed about activities provided by WIOMSA (political
obstacles, language barrier). In addition, under ISLANDS, cooperation was initially established
but has not been acted upon, this being probably due to the short life span of the IOC projects,
and other structures.
The Capacity and Skills Program and the Support Fund for Civil Society Organizations (FAOSC
– Fonds d’appui aux organisations de la société civile) of the International Foundation for the
Banc d'Arguin (FIBA – Fondation internationale du Banc d’Arguin) and the Regional
Partnership for the Conservation of coastal and marine zone in West Africa (PRCM –
Partenariat régional pour la conservation de la zone côtière et marine en Afrique de l’Ouest )
http://www.lafiba.org/index.php/fr/nos_programmes/capacites_et_competences
http://en.prcmarine.org
Founded in 1986, the aim of the Fondation Internationale du Banc d'Arguin (FIBA) is to ensure
preservation, enhancement and promotion of the National Park of Banc d'Arguin (PNBA), as
well as the critical coastal ecosystems of the Western Africa region.
FIBA thus implements several closely interconnected programs between themselves and the
Partenariat Régional pour la Conservation de la zone côtière et marine en Afrique de l’Ouest
(PRCM).
For example, it works for the implementation of the Regional Strategy for Marine Protected
Areas in West Africa, which notably led to the formalization of the Regional Network of Marine
Protected Areas in West Africa (RAMPAO – Réseau régional des Aires Marines Protégées en
Afrique de l’Ouest).
The capacity and skills program of the FIBA operates in strengthening the involvement and
effectiveness of the intervention of local actors in governance and sustainable management of
the network’s MPAs.
Implemented activities
The “Capacities and Skills” program organizes capacity building activities (training, promoting
the sharing of experiences, support to training institutes) for NGOs, State officers, students.
Three axes emerge from the implemented support strategy:
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"Appui aux Petites Initiatives" (API – Support for the Small Initiatives) which
corresponds to the allocation of funds (the "small grants" type) for the realization of
good practice activities by NGOs,
the TRANSCO project which, in their mission of MPA management, aims to ensure the
strengthening of four NGOs in the region. This project helps support the internal
functioning (human resources, strengthening skills) of NGOs and their cooperation.
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The "Capacity Building" fund, which allows i) support to training institutions (purchase
of equipment, organization and facilitation of field visits, strengthening the teachings by
the intervention of experts in the Master curriculum at Dakar University); ii) improving
access to training for young people through scholarships and internships; iii) the
establishment of a training course in a Master Protected Marine Areas, and iv )
support for individuals (students, communities) for their participation in trainings,
seminars or awareness campaigns on the environment.
Apart from financial support, the program also provides various technical supports and acts as
a facilitator, a catalyst to assist partners in the acquisition of technical and financial
autonomy.
Technical and financial partners
Among the partners of FIBA, the African Development Bank (ADB), the Global Environment
Fund (GEF), the European Union (EU), the French Development Agency (AFD), and the French
Fund for Global Environment Facility (FFEM) work together to avoid duplication of
interventions.
Strengths and weaknesses
Since 2013, the "Capacity and Skills" program of FIBA also manages the Support Fund for Civil
Society Organizations (FAOSC) implemented by the PRCM. This fund is a one-stop shop for
small grants (from 7 to 12,000 €) that serves two purposes:
- support the achievement of concrete conservation initiatives on site, undertaken by
national civil society organizations,
- strengthen the capacities, both technical and organizational, of national organizations
of civil society.
PRCM, within which one of the strong missions of the Capacity and Skills program fits in, has
enabled capacity building for Managers in the West Africa region, especially through:
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increased financial resources for the conservation of marine ecosystems,
the establishment of nine MPAs and of the RAMPAO network,
the creation of a network of Parliamentarians for marine and coastal conservation,
the organization of a round table for MPA Managers.
The “Outre-Mer français Terres – Mer Ultra-marines” (TeMeUm) Managers’
network (French Overseas ultra-marine Land/Sea)
http://temeum.espaces-naturels.fr
TeMeUm is a project for a network of information, exchanges, training and cooperation that
began in 2006 to meet the recurring request for support from managing organizations of natural
French overseas areas.
Since 2009, when the first activities were initiated, the network has never ceased to provide
technical and financial support for environmental projects specific to the challenges of overseas
territories, while ensuring fair articulation of these programs with other initiatives for the local
network (including the French Initiative for Coral Reefs – IFRECOR, Initiative Française pour les
Récifs Coralliens).
Implemented activities
Like the above-mentioned systems, the action of TeMeUm focuses on two key areas:
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organizing certified technical training for Managers of protected areas,
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direct financing of micro-projects of good practices through a call for micro-projects
(1,000-5,000 €) renewed every year.
However, TeMeUm differs from other existing networks through the setting up a buddy system
between Managers of different protected areas. Annual funding to the tune of € 8,000 is
awarded to protected areas who wish to exchange their know-how with another member on a
specific topic. The buddy system is sponsored by one of the member organizations of the
steering committee, which bears also some of the funding burden, to ensure the smooth
running of the program.
Finally, the network also provides legal and environmental monitoring, among others, to
inform its members about opportunities for additional funding.
Technical and financial partners
TeMeUm is coordinated by the Technical Workshop of Natural Spaces (Aten – Atelier technique des
espaces naturels), a public interest group created in 1997 at the initiative of the Ministry for the
Environment. One of its objectives is to promote professionalizing environmental agents and facilitating
networks. It is led by a committee of 17 organizations involved in the preservation of the biodiversity, of
which Réserves Naturels de France (RNF), the World Wildlife Fund (WWF), IUCN, etc. form part.
Strengths and weaknesses
The strength of this network lies in the involvement of all stakeholders and a fair articulation with other
existing initiatives in networking nationwide. The governance organized around this network (partners’
cooperation formalized within the steering committee) is another one of its assets.
However, the lack of openness to regional or international scales is perhaps one weakness of this
network.
ANALYSIS OF EXISTING NETWORKS OF MPA MANAGERS
A few key elements stand out from the description of existing initiatives in other regions. They are
success factors of the attempts to network Managers, from which will emerge recommendations for the
Indian Ocean Coral Reef Network (OI-io).
Capacity building as the networks’ cornerstone
The analysis of the various above networks helped highlight three common points identified as pillars
for the establishment and operation of a network.
Initially, the wish to formalize a network emerges most of the time from the need for capacity building.
So, going through the factors described above, the first pillar that is always clearly apparent relates to
the implementation of a capacity building program, through the organization or financial support of
technical training targeting very specific issues of operational management.
Another key constituent element for networks arises from this need, namely the creation of a platform
for exchange between members. To be effective, taking into account the specific requirements of each
Manager, and the need for coordination at the regional level, the platform must be formal, that is to say
at least hosted by a structure which ensures continuous animation, or legitimately recognized through
the establishment of a Charter.
Finally, the third pillar of a network is represented by the availability of funds for the implementation of
best practice projects on those sites managed by the members. Mostly consisting of several grants from
small-medium budgets (around € 4,000 on average), these funds, like the activities implemented under
component 2 of KR2.1 ISLANDS, may consist of supplementary actions for capacity building, especially to
respond to specific the needs of each Manager.
Overall, the Coral Reefs Network OI-io initiated by ISLANDS repeats this schematic organization. Apart
from these three fundamental pillars for the establishment of a network, several key governance
factors are necessary for these initiatives to succeed. They are yet to be developed under the RD-CR.
Strengths of existing networks to consider as development lines
Most of the time, two patterns of governance are established to ensure the proper functioning
and sustainability of networks.
From a structural point of view, the success of the previously studied networks depends on the
involvement of beneficiary members and the commitment of the technical and financial
partners, also often formalized through a Charter, like PIMPAC and PRCM networks. This
double success is mainly due to the fact that the reactions received from networks meet both
the specific needs of Managers of protected areas and regional conservation issues (and
especially due to the fact that the managed areas – all or part of ecosystems – are subject to
similar global pressures, despite sometimes different contexts). Thus, if these networks are
strengthened to become sustainable today, it is mainly due to the ongoing assessment of the
needs of their members. The assessment of capacity building programs seems therefore a
mandatory step to provide appropriate responses adapted to the needs of beneficiary
members of the network. The assessment as described here consists of two steps: strictly
speaking, the assessment of the needs and an audit of implemented programs. This last step
is even more effective when it is carried out by experts not forming part of the network.
Recognition (certification) of training implemented in the capacity building programs is also,
though to a lesser extent, responsible for the strong involvement of all partners, from
beneficiaries to donors, because it is a guarantee of quality. Certification is not a regular feature
of network programs analyzed, their success cannot, however, depend upon this condition
only.
From a functional point of view, networks are part of a larger process of both spatial and
temporal scale. And this, be it from the organization of exchange platforms point of view –
which, coupled with an environmental and legal active monitoring and ongoing technical
support, allows its beneficiary members to continue cooperation on other topics of regional
interest in having access to external sources of funding – or from that of the development of
action plans for strengthening capacity in the long term, through the implementation of
ongoing training right from the university curriculum.
The ISLANDS Coral Reef Network OI-io still lacks consistency at these levels of consideration.
To fill this gap, and especially as the ISLANDS outcome to which this network is attached ends
in June 2014, IOC must ensure to link RD-CR to a broader initiative, for example multisectoral.
RECOMMENDATIONS FOR THE SUSTAINABILITY OF THE REGIONAL CORAL REEF DEVICE
The keys to success of a MPA Managers network are mainly in the commitment of its members
and partners, especially financial, the permanent animation of the network activities (training
programs, exchange platform, technical and financial support to micro-projects), as well as the
inclusion of its action in more comprehensive strategies.
To ensure the sustainability of the initiative initiated under the ISLANDS’ RD-CR, even after its
end, two approaches can be taken concomitantly, namely the coordination of the network, and
its inclusion in a comprehensive, integrated approach so as to attract the necessary funding for
its missions.
Ensure network coordination
Since the training in marine habitat mapping and Geographic Information Systems (GIS) and,
even more, in MPA management organized for Managers and players in reef conservation in
the region, these latter had the opportunity to meet and discuss the challenges they face as
well as their experiences. These activities have thus been the first step for creating the
network.
Accordingly, the support team has provided the animation of this network, including via the
Facebook page of the network (https://www.facebook.com/reseaurecifscoralliens.oiio) and
moodle platform for the RD-DR (http://31.222.186.27/moodle/course/view.php?id=41).
To ensure the coordination of the network after June 2014, it is crucial to formalize this
network. Thus, like those Charters developed in the PIMPAC and PRCM frameworks, a Charter
will be proposed to network members for their commitment to this regional structure.
Once the network is formally structured, it will be necessary to ensure its animation; indeed, a
network only works if it is dynamic. Given the limited availability of its members, and the
difficulty of bearing such a structure to its starting point, especially because of an ongoing
fundraising activity for its operation, it is proposed that the network be driven by a third party
structure (regional or international). The advantage of this organization lies in the fact that,
further to the points discussed earlier, the involvement of a regional or international structure
opens the network to other initiatives of this kind, thus making it benefit from wider
feedbacks.
Including the network missions in a global and integrated approach
Since the beginning of the project, constant liaison was sought with key outcome 3 of ISLANDS
project “Support to the SIDS of the East and Southern Africa Indian Ocean zone (ESA-IO) in
development and capacity building (RF)". As part of this result, a regional strategy for capacity
building was developed. The strategy should incorporate these recommendations to facilitate
the insertion of Coral Reefs Network OI-io in the overall building capacities program.
Furthermore, the inclusion of the network under the WIO-CC strategy will strengthen these
missions in a more holistic approach and legitimize the structure.
Developing sustainable financial partnerships
Hosting, operating and running a network can be costly in terms of human resources and
investment necessary for its successful implementation: thus, $ 80,000 are needed annually
only for the implementation of training organized by CaMPAM. Under the RD-CR, € 80,000 has
been budgeted over two years for the implementation of the capacity building program. This
budget has proved too small for the needs identified from the beneficiaries of the program: in
the end, the total amount has been committed to the implementation of three trainings (from
the eight thematic ones initially identified in the action plan) over a period of nine months, and
supplemented by additional funds (ERDF and contingency funds).
Given the costs of implementation, the strategic marine IOC program shall ensure the
development of sustainable financial partnerships to guarantee the proper operation, and
hence, the sustainability of the network.
DEVELOPMENT OPPORTUNITIES
Since the launch of the RD-CR activities, the technical assistance team thinks about
opportunities for the strengthening and sustainability of outcomes achieved under the ISLANDS
project, namely the Coral Reefs Information System (CRIS), a privileged tool of the Regional
Observatory and of Coral Reefs Network OI-io. Thus, various opportunities regarding
recommendations hereinabove have already been identified.
Network coordination
Formalization
To strengthen the network and give it the legitimacy required for its operation and
sustainability, a Charter is proposed to its members, which must be validated by the country
during the next RTC-CR.
Operation
In the planning of trainings in reef ecosystems resilience, contact was established with TNC, the
preferred partner of many networks. The discussions were naturally oriented towards the
operation of the Reef Network OI-io. With its experience in this field (TNC hosts and operates
the Managers’ network of the Caribbean), the NGO has offered to host the network exchange
platform on the website dedicated to its Reef Resilience program (reefresilience.org).
A webinar was organized jointly between TNC and ISLANDS teams. It was proposed to
disseminate a concept note through the RTC-CR to gather the views of countries.
Inclusion in a global and integrated approach
Riccardo, j’auraisbesoin de la stratégie
Development of sustainable financial partnerships
Des idées via KR3 ??? ou autre ?