Strategy to Promote and Strengthen
Environmental NGOs Stakeholder
Participation and Public Awareness of
Pacific Oceanic Fisheries Management
Issues
Michelle Lam
June 2006.
The views expressed in this document are those of the author and do not necessarily
represent positions of the OFM Project or FFA.
Table of Contents
Table of Contents .......................................................................................................... 2
Acknowledgement......................................................................................................... 3
Introduction ...............................................................................................................5
Structure of the Environment NGO Networks .....................................................6
E-NGOs in the Pacific................................................................................................7
The Nature Conservancy ......................................................................................7
Foundations of the Peoples' of the South Pacific International (FSPI)..............9
Conservation International .................................................................................10
World Wide Fund For Nature ..............................................................................11
Greenpeace..........................................................................................................17
PIANGO ................................................................................................................18
Selection Criteria the Environment NGO ...............................................................23
Recommendation of an ENGO representation at the Regional Steering
Committee................................................................................................................23
Other Options ..........................................................................................................24
Scheduling and framework for national and regional workshops for ENGOs; ...25
Communication Strategy ....................................................................................25
Appendix 1...............................................................................................................27
Appendix 2:..............................................................................................................29
Appendix 3:..............................................................................................................30
Appendix 4...............................................................................................................31
2
Acknowledgement
The author wishes to thank the many people who contributed directly or indirectly to the
production of this report. Thanks are expressed to organisation heads and directors, as
well as to the staff of regional environmental non-governmental organizations who
provided their time, information, advice and insights during this consultancy. Ms. Barbara
Hanchard of the Project Coordination Unit was especially helpful in providing all the
necessary documentation for the duration of the work. Finally, the author wishes to
express her gratitude to the other staff of the FFA, especially the Information Technology
and the Finance teams who provided technical and administrative support to the
consultant.
3
Acronyms
BSSE
Bismarck Solomon Seas Eco-region
CI
Conservation International
PIFFA
Pacific Islands Forum Fisheries Agency
FSPI
Foundation for the Peoples of the South Pacific International
GEF
Global Environment Facility
IUU
illegal, unregulated and unreported
IUCN
International Union of Conservation Networks
ENGO
environmental non-governmental organization
NGO
non governmental organisation
NLU
National Liaison Unit
OECD
Organisation of Economic Cooperation for Development
OFP
Pacific Community Oceanic Fisheries Programme
PIANGO
Pacific Islands Association of Non-governmental Organisation
RFMO
regional fisheries management organisation
SPREP
Secretariat of the Pacific's Regional Environment Programme
SPC
Secretariat of the Pacific Community
TNC
The Nature Conservancy
WWF
World Wildlife Fund For Nature
WWF SPPO
World Wildlife Fund For Nature South Pacific Programme Office
UNGA
United Nations General Assembly
UNDP
United Nations Development Programme
WCPFC
Western and Central Pacific Fisheries Commission
4
Strategy to promote and strengthen
Environmental NGOs stakeholder
participation and public awareness of
oceanic fisheries management issues
"Knowledge is an asset that grows when shared"
Introduction
The Global Environment Facilitiy (GEF) is providing further assistance to the Pacific
Islands Oceanic Fisheries Management (OFM) Project to support Pacific small island
developing States (SIDS) efforts as they participate in the setting up and initial period of
operation of the new fisheries commission that is at the centre of the Western and
Central Pacific Fisheries (WCPF) Convention. Pacific SIDS are reforming, realigning,
restructuring and strengthening their national fisheries laws, policies, institutions and
programmes in order to take up the new opportunities which the WCPF Convention
creates and to discharge the new responsibilities which the Convention requires of them.
The goals of the OFM Project combines the interests of the global community in the
conservation of a marine ecosystem covering a large area of the surface of the globe,
with the interests of some of the world's smallest nations in the responsible and
sustainable management of resources that are crucial for their sustainable development.
Specifically, the OFM project aims to achieve global environmental benefits by enhanced
conservation and management of transboundary oceanic fishery resources in the Pacific
Islands region and the protection of the biodiversity of the Western Tropical Pacific
Warm Pool large marine ecosystem (WTPWP LME).
The design of the OFM Project involved a substantial consultative process, which was
warmly supported throughout the region. Reflecting outcomes of this process, the project
seeks to apply a regional approach in a way that recognises national needs; to strike a
balance between technical and capacity-building outputs by combining technical and
capacity building activities in every area; and to open participation in all project activities
to governmental and non-governmental stakeholders.
The engagement of environmental non-government organizations (ENGOs) will allow
the flow of information through established networks that are efficient, cost effective, and
will encourage partnerships at all levels between government, non-governmental
organisations and the wider Pacific communities.
These networks will be important for vertical and horizontal exchanges and the
distribution of information to address in overall project management and coordination, as
well as providing information about the project and the Convention, the capture and
transfer of lessons and best practices and participation by stakeholders. The networks
will also contribute to assessments and measuring indicators and the ability to identify
early any project related management problems being experienced by countries,
organisations and other stakeholders.
5
In general, the ENGO network members share a common objective that is to raise public
awareness of oceanic fisheries management issues and strengthen their participation in
oceanic fisheries management in the Pacific region.
Establishing and maintaining effective partnerships and networks with ENGOs to keep
the oceanic fisheries management under review, is part of the work programme of the
OFM project and is consistent with the Pacific Islands Forum Fisheries Agency's (FFA)
role as a facilitating agency by mobilizing institutional cooperation at the relevant levels.
The multidisciplinary nature of environmental issues and themes coupled with the
fragmentation of data and information across different countries, makes it imperative to
have structures in place to ensure that the promotion of non-governmental stakeholder
in project activities across regional ENGOs. This will occur through a range of co-
financed activities, which emphasize participation, awareness raising and information
exchange.
On the communications side, the dissemination of policy-relevant assessment findings to
policy-makers enables effective policies to be formulated in response to pressing
environmental concerns. In addition, the provision of access to environmental
information facilitates sound decision-making at all levels by a broad spectrum of
stakeholders ranging from governmental officials to the ordinary citizen.
Structure of the Environment NGO Networks
Over the past three decades, the Pacific region has spawned a number of environmental
NGOs, such as The Nature Conservancy (TNC), Conservation International (CI), World
Wide Fund For Nature (WWF), Foundations of the Peoples' of the South Pacific
International FSPI), Greenpeace, as well as the Pacific Islands Association of Non-
governmental Organisation (PIANGO). All of these networks deal with some aspect of
environmental data and information from the collection and management of through to
access, exchange and dissemination of environmental data and information, though not
necessarily in all countries.
Collectively, the established ENGO networks have a somewhat ad hoc approach, and
are not fully coordinated amongst themselves to allow effective dissemination of the
wide range of various environmental information, including those of oceanic fisheries
management. It may eventuate that a loose group of ENGOs form to properly address
information dissemination at some point in the future.
The OFM project is looking for a regional ENGO with a work programme that includes
oceanic fisheries and which has a wide distributed network of country programs for
dissemination of information and execution of project activities. The relationship with a
nominated Pacific regional ENGO will be set out in a co-financing agreement. The
partnership, between the OFM Project and the ENGO, will ensure that the non-
government stakeholders participate in regional and national oceanic fisheries
management processes, including the Commission meetings, have enhanced
awareness of oceanic fisheries management issues and improved understanding of the
WCPF Convention.
It is envisaged that specific forums will be developed for national level ENGO
participation and discussion processes and the promotion of awareness of national and
6
regional development and economic priorities and how these relate to sustainable
fisheries management.
The basic building block of information dissemination is the national environmental
information network, comprising of non-governmental organiations and community focal
points. These focal points, in cooperation with relevant partners will facilitate the
dissemination of information at the national level through their own networks.
ENGOs in the Pacific
There are only a handful of environmental NGOs in the Pacific region. Two are unique
to the region and up to three others belong to the international consortiums of ENGOs.
The section below describes each regional environmental NGO in some detail in order to
determine the best suited ENGO as the potential partner to the OFM Project.
The Nature Conservancy
The Nature Conservancy is one of the leading conservation organisations globally,
working to protect the most ecologically important lands and waters around the world for
nature and people. The mission of The Nature Conservancy (TNC) is to preserve the
plants, animals and natural communities that represent the diversity of life on Earth by
protecting the lands and waters they need to survive.
TNC is dedicated to protecting vital ecosystems and all the corals, fish and people that
depend on them. Their marine programme centers on coral reef projects all over the
world to ensure:
ˇ Plant and animal diversity assessments throughout the Meso-American Reef;
ˇ Training and education for coral reef managers from more than 30 countries;
ˇ Support for designing and creating resilient marine protected area networks in
the Asia-Pacific region, known as the Coral Triangle;
ˇ Effective management in Belize and Honduras where huge numbers of reef fish
gather each year to reproduce;
ˇ Monitoring of Staghorn coral restoration efforts in the Florida Keys; and
ˇ Science-based innovations in a conservation toolbox to protect tropical coral
reefs across the planet
The Nature Conservancy's `Global Strategies for Marine Conservation' recognise that an
increased and coordinated focus on marine areas is critical to protecting the diversity of
life on Earth. TNC's marine initiative is strengthening and developing the following
strategies:
7
priorities
coral
coasts
policy
Setting priorities Transforming
New tools for the
for marine
coral reef
conservation of
Advancing marine
conservation
conservation
estuarine and
policy frameworks
using marine
through
coastal
and building
ecoregional
innovative tools,
ecosystems include volunteer support
assessments to
on-the-ground
leasing, owning and
for marine
set a shared
science, networks restoring submerged conservation.
course of action
of resilient marine lands.
for governments,
protected areas,
communities, and and contributions
ocean managers. to global
conservation
forums.
In addition to these core strategies, TNC has over 100 marine projects in 21 countries
and 22 United States.
In the Asia Pacific region, TNC supports the protection of more coral and fish species
than anywhere else on Earth and some of the healthiest forests. TNC is helping
preserve the most spectacular landscapes, from Indonesia's coral reefs to the jagged
peaks of China. Most, if not all of TNC's marine projects are coastal in nature.
Fig : Map showing the countries where TNC is
active in the Pacific region.
8
Foundations of the Peoples' of the South Pacific International
(FSPI)
FSPI is a network of independent, like-minded, affiliated, non-governmental
organisations who work with communities in nine Pacific countries and in East Timor. In
addition, FSPI has three metropolitan partners in Australia, United Kingdom and the
United States. These affiliates work in partnership across the South Pacific with the
vision - "Together We Build Communities in the Pacific".
The main function of the FSPI Secretariat is to coordinate the planning and design of
regional development projects, based on the needs identified by the member/affiliates
and their constituencies. However, the work undertaken by FSPI affiliates varies from
country to country and from sector to sector. Community development remains the core
business of the network, which includes various types of awareness programmes and
advocacy work.
The mission of FSPI is to work with Pacific communities through people-centred
programmes to foster self-reliance within a changing world.
FSPI believes that it is the largest, most experienced, secular civil society network in the
Pacific, with affiliates in Fiji, Tonga, Samoa, Solomon Islands, Vanuatu, Kiribati and
Tuvalu.
Communities and Coasts Programme
The core of FSPI's Communities and Coasts Programmes work is assisting communities
to build on the strengths of combining new knowledge and institutions to provide the
fundamental pillar for achieving sustainable livelihoods from the sea.
The FSPI Communities and Coasts Programmes work with the national affiliates through
three strategic action areas in:
ˇ Capacity building
o Training
o Site support
o Networks and partnerships
ˇ Research and development
o Development of reef restoration techniques and sustainable coral
mariculture
o Develop awareness raising material
o Develop relevant participatory training material
o Conduct socio-economic analysis of potential coastal management action
e.g. coral mariculture
ˇ Policy development and advocacy
9
o Participate
in international for an advocating community-based
management processes
o Submissions to regional and international policy development processes
to ensure appropriate consideration is given to community-based
approaches in natural resources decision making.
The FSPI Communities and Coasts Programmes currently work in Solomon Islands, Fiji,
Vanuatu, Kiribati and Tuvalu as well as Barbados, Jamaica and Grenada in the
Caribbean.
The FSPI's marine focus is more on coastal activities. However, they have expressed
an interest in disseminating oceanic fisheries management information through their
network of affiliates
Conservation International
Founded in 1987, the Conservation International (CI) is an innovative leader in global
biodiversity conservation. CI's scientists, economists, communicators, educators, and
other professionals work with hundreds of partners to identify and overcome threats to
biodiversity. CI employs more than 800 people around the world with the majority being
based in countries where biodiversity is most threatened, and most are citizens of the
country in which they work.
The CI targets high-biodiversity areas where the needs are greatest and where each
conservation dollar spent can save the most species. These areas are:
ˇ Biodiversity hotspots;
ˇ High-biodiversity wilderness areas; and
ˇ Key marine regions.
The CI is headquartered in Washington, DC, but concentrates its efforts globally. They
work in more than 40 countries, the majority of them developing nations in:
ˇ Africa;
ˇ Asia-Pacific; and
ˇ Central and South America.
The CI believes in partnerships because no single organisation can safeguard the
Earth's biologically richest places. As such, enabling partners are the cornerstone to
their strategic approach. In 2004, the CI shared approximately one-fourth of their budget
with nearly 350 conservation partners throughout their priority areas.
In the Asia-Pacific region, the CI's effort spans six countries and three sub-regions,
reaching from Papua New Guinea and New Caledonia in Melanesia to countries in
Polynesia and Micronesia. Their Melanesian work includes preserving the sub-regions's
natural beauty.
The CI has joined with representatives from governments, local communities, and
wildlife groups in Melanesia to safeguard the region's flora and fauna by establishing
10
biodiversity conservation corridors. Corridors help shield marine life as well as plants
and animals from devastation, while creating sustainable economic opportunities for
local people.
The CI's others efforts include identifying threatened and endangered species,
promoting ecotourism, and educating villages about sustainable fishing practices.
Although they have a strong interest in the OFM Project, the CI have indicated that they
are not sure that they would consider themselves ideal for the coordinating role of the
ENGOs with the OFM Project. However, they do want to develop a good working
relationship in areas of mutual interest. Citing one example - at the SPC OFP OFM
meeting, the CI was able to assist SPC with Pacific seamount information as they have a
common interest in seamount research in the Phoenix Islands at present.
World Wide Fund For Nature
The WWF South Pacific Programme Office (WWF SPPO) is a non-governmental
conservation organisation serving the Pacific Island countries. The programme was
established in 1990 as part of WWF's endeavor to work effectively and appropriately in
the region. The programme is managed from a regional base in Suva, Fiji and organizes
a series of strategic conservation field projects, policy reviews and campaigns in
different Pacific Island countries on behalf of the WWF network.
As well as the Regional Secretariat in Suva, country programme offices have been
established in the Cook Islands, Fiji, Solomon Islands and Papua New Guinea as well as
a project office in the Cook Islands. WWF SPPO works closely with WWF France on
projects in New Caledonia and French Polynesia as well as throughout the Pacific on
regional issues. In 2004, WWF SPPO had more than 100 staff.
The WWF SPPO is part of WWF International. Established in 1961, the WWF (formerly
known as the World Wildlife Fund) is headquartered in Gland, Switzerland. It has 4.7
million supporters and a global network active in more than 90 countries. WWF is
currently funding over 2,000 conservation projects around the world. In just over four
decades, the WWF has become one of the worlds largest and most respected
independent conservation organisations. The WWF's ultimate goal is to stop and
eventually reverse environmental degradation and to build a future where people live in
harmony with nature.
The staff of the WWF SPPO, made up primarily of Pacific Islandernationals, created the
following vision for the WWF SPPO programme:
"The Pacific islands and oceans in which ecological processes, nature
and biodiversity are conserved and live in harmony with the long-term
needs of Pacific Island people. There are supportive legislation and
policies that protect the customary cultural and heritage rights of the
Pacific Islands people, ensure the environment is managed in a
sustainable manner and promote the socio-economic development of
Pacific Islands countries. There is cooperation and networking between
Pacific Island governments, business and industry, non-governmental
and other civil society organisations to maintain conservation and
11
sustainable development. Future generations are guaranteed the use of
natural resources to sustain their lives and their children's lives".
The programme goal is:
"To support Pacific Island people to conserve and sustainably manage
our natural inheritance for present and future generations."
As is evident from these vision and goal statements, local livelihoods and governance of
natural resources are very important elements of the WWF SPPO Programme.
The WWF SPPO's mission is living in harmony with nature through:
ˇ Conserving the world's biodiversity;
ˇ Ensuring that the use of natural resources is sustainable; and
ˇ Promoting the reduction of pollution and wasteful consumption.
The core of the WWF SPPO is the Secretariat, which provides guiding support to
conservation
activities,
sets
standards,
maintains
financial
accountability,
communications and administrative procedures. The programmes based in the
Secretariat are Finance, Human Resources, Administration, Communications, Capacity
Building and Sustainable Livelihoods, Regional Policy, Climate Change and the
Regional Marine Programme. Each programme has a manager or coordinator who is
responsible for day-to-day management and administration of activities, infrastructure,
staff and funds.
As part of a decentralized leadership base, each of the programmes in Cooks Islands,
Fiji, Papua New Guinea and Solomon Islands has a Country Manager who is
responsible for the day-to-day management and administration of their programmes.
The WWF SPPO employs over 100 staff in various parts of the South Pacific. The Fiji
country programme office is based in Suva, not far from the Secretariat. It employs nine
staff, most of who work in Suva, or in field offices in Vanua Levu.
The Papua New Guinea country programme is the largest programme and has a
structure which comprises the Country Manager, Conservation Manager and six Project
Managers. The Translfy Ecoregion1 and the Bismack Solomon Seas Ecoregion (BSSE)
Coordinators are also based in Papua New Guinea. Overall, the four Papua New Guinea
offices employ 34 staff. The Solomon Islands country programme has offices in Gizo and
Honiara headed by a Country Manager and Conservation Manager. The Cook Islands
project office is based in Rarotonga.
The WWF network, which contributes expertise and funding to the international
conservation programme, and carries out conservation activities in more than 90
countries, ranging from practical field projects and scientific research to advising on
environmental policy, promotion of environmental education, and raising public
understanding of environmental issues. With partnerships within the network growing,
the maintenance of existing relationships becomes a priority for the WWF SPPO. The
1 Transfly region covers 76000km2 of the Southern tip of the New Guinea island.
12
WWF SPPO is in the process of forming a partnership with WWF France in an
memorandum of understanding with the New Caledonia Programme and French
Polynesia.
The WWF is currently one of the few international networks with the potential to become
an interest group for the conservation of tuna globally and is well-placed to engage in
tuna conservation in the Western and Central Pacific. The WWF has been working in the
region since the 1970s with a strong presence in many of the coastal States as well as in
States with distant water fishing fleets that operate there. To further develop the WWF's
commitment to improving sustainable fisheries management in the Western and Central
Pacific, the WWF has decided to develop a strategic initiative which will influence
WCPFC management decisions affecting target and non-target species, direct
international aid and investments in the region towards sustainable fisheries
development, and harness market forces to apply pressure to improve tuna fisheries
management.
The following section provides excerpts from the WWF's Western Central Pacific Tuna
Business Plan, developed in partnership with TRAFFIC in May 2005 by California
Environmental Associates. The full document describes the WWF's intended initiative
towards supporting and achieving improvements in tuna fisheries management in the
Western and Central Pacific. The strategies described throughout the business plan
complement and leverage the WWF's current work in the region and globally. It builds on
work to achieve the full range of outputs and will require dedicated funding.
Consequently, the plan outlines a pragmatic and leveraged strategy for the WWF's
engagement, but it also provides a comprehensive approach, encompassing issues of
particular interest to potential funding agencies. The original plan was structured to
address the following principal elements:
1. Governing principles: the binding standards which guide the plan's
overall design;
2. Programme scope: overall objectives and required breadth of the
initiative;
3. Strategy design: the most effective and efficient opportunities to
achieve these objectives;
4. Critical path design: prioritized actions and investments;
5. Capacity planning: utilization of WWF and partner resources;
6. Initiative management and coordination: governance of the initiative;
and
7. Financials: costs of the outlined strategy and operational plan.
Because of the ecological, economic and cultural significance of the tuna fisheries in the
Pacific region and the great opportunity the WCPFC offers, the WWF have decided to
develop a well coordinated, strategic initiative to improve tuna fisheries management in
the Western and Central Pacific.
.
The WWF's strategy will focus on three principal issues that will underpin a transition
from unsustainable resource management to an ecosystem-based approach to fisheries
management in which they will be:
13
1. Promoting fisheries management and governance that integrates
an ecosystem-based approach and strict regulation, enforcement and
compliance;
2. Directing international finance in the form of access agreements
and development aid frameworks towards better, more sustainable
fishing practices; and
3. Harnessing the power of the markets to promote traceability of
products to legal sources and to give preference to sustainable
fisheries management.
The plan outlines a pragmatic, prioritized and highly leveraged implementation strategy
that will enable the WWF and its partners to effectively improve fisheries management in
the Western and Central Pacific, while fully heeding the complexity of working in an
evolving political framework with dynamic market interests. The plan represents the
WWF's position on what will be needed to ensure successful reform of fisheries
management, prioritized around the major leverage points in the region influencing the
WCPFC on ecosystem-based management and regulation compliance and enforcement,
directing international financing for sustainable fisheries development and harnessing
the power of the markets. The strategies and activities outlined throughout complement
and leverage work that is being done by the WWF in specific countries throughout the
region and globally.
The WWF's initiative will be structured around the following four major features:
1. Influencing policy from the "centre" through expert-driven, coordinated input in the
WCPFC's policy frameworks;
2. Seizing opportunities within the region by locating specific expertise where it makes
most sense, i.e. where the markets, fishing capacity and fisheries resources are;
3. Dedicated leadership, coordination and network communication by being an initiative
leader in the region; and
4. A well-resourced communications strategy and the capacity to deliver the policy
reforms and promote broad awareness for the initiative in the region and beyond.
Each of these features is discussed in more detail below.
1. Influencing policy from the centre: expertise and coordination. The greatest
opportunity for the WWF is to influence the decisions that will be made by the WCPFC in
its first years of existence. The WWF will therefore focus on providing coordinated,
expert input on policy at the WCPFC. The WWF will do this by building a WCPFC "team"
and strategy, and ensuring there is representation in the key countries in both chambers
of the WCPFC by either a WWF presence on national delegations or with observer
status. Some countries, such as Fiji and Australia, allow conservation representatives to
take an active role in the WCPFC process and to comment on policies and negotiations.
In other countries, such as Japan, conservation representatives are only allowed to
observe negotiations and are not allowed to take an active role. It is therefore imperative
that the WWF convey unified positions, because those countries that do not allow active
participation can be influenced by those that do. For example, Japan will pay much
14
attention to the positions of the US, the EU and Australia. The WWF's position on
WCPFC negotiations and activities by individuals at the country level will be guided by
regional experts in fisheries management and biology, and by technical analysts
focusing on regulation and compliance and distant water fleets.
2. Seizing opportunities within the region: locating specific expertise where it
makes the most sense. In addition to having policy expertise in the region to form the
WWF's positions in the WCPFC, experts on specific topics will be located throughout the
region to provide information on the WWF's activities and policy positions. An expert in
tuna markets will be placed in Japan because of the importance of the sashimi market.
An expert on traceability and trade will be placed in Thailand; or the Philippines because
of the importance of transshipment and processing in these countries. A technical expert
on distant water fleets and developments in fishing capacity will be placed in Taiwan or
Korea because of the rate of growth in fishing capacity in these countries. An expert in
access agreements will be placed in the South Pacific Program Office to aide national
offices in the region with access agreement negotiations. These experts will focus on the
activities occurring immediately around them, but will use these developments to inform
the WWF's broader strategy in the region.
3. Dedicated leadership. Integrating the policy input at the top with the specific topical
expertise throughout the region will require strong coordination, a clear mandate and
careful leadership. A dedicated Initiative Manager, adequately empowered to make
resource prioritization and allocation decisions, facilitate and review policy advice,
monitor and evaluate progress, ensure adequate coordination and drive both the overall
and communications strategy will be required to lead the activities of the various offices
and the thematic approaches. This manager will use the WWF network's considerable
expertise and ability to engage on discrete initiatives related to the overall campaign.
Also, the initiative manager will ensure the WWF is speaking with a unified voice, using
consistent messages and involving partner organisations in WCPFC activities, when
appropriate. The overall leadership will reside with the Initiative Manager in the region.
The specific location of the Initiative Manager is not important, but most likely they will
reside in one of the Pacific Island country offices, the Philippines or Indonesia.
4. Leveraging policy work with strong communications. One of the key factors for
successes for many of the WWF's campaigns is the integration of lobbying work with
high-level communications activities to maximize awareness of the WWF's aims
throughout the target community and beyond. The WWF's tuna initiative in the Western
and Central Pacific will similarly depend on strong communications to support the policy
work at the WCPFC and to reach key stakeholders. Communications tools will be used
to convey the WWF's messages from position papers developed on specific topics of
importance including the activities of distant water fleets, access agreements and the
environmental effects of fishing in the region, e.g. turtle bycatch. Relevant "scorecards"
will be used to track the progress of various government and market player's actions in
the region. The WWF will also use the internet for online advocacy, marketing and as an
information resource for the initiative.
Improving the management of tuna fisheries in the Western and Central Pacific is
complex and potentially costly. The overall capacity of non-governmental organisations
(NGOs) in the Western and Central Pacific is greatly limited. The WWF will take
advantage of its current capacity, while strategically outlining where additional capacity
can be used most effectively.
15
The WWF will also leverage the expertise and capacity of its primary partner in the
region, TRAFFIC. The following outlines existing centres of competence and where
greater capacity is needed:
Existing Centres of Competence
The WWF has been active in the Western and Central Pacific region since the 1970s
and has multiple fisheries and marine related projects that can be called upon for the
Western and Central Pacific Tuna Initiative.
ForTuna WWF's Global Tuna Conservation Initiative. Tuna fisheries are not just a
priority for the WWF in the region, but globally. The WWF has a global tuna conservation
initiative that provides strategic coordination for the WWF's activities to improve the
management of tuna fisheries worldwide. The WWF is active in all tuna regional fisheries
management organisations globally, and has teams focused on mitigating species
bycatch in tuna fisheries and on using the power of the market to apply pressure for
management changes in tuna fisheries.
Fisheries expertise in the region. Several WWF offices in the region currently have
fisheries staff including Indonesia, the Philippines, Malaysia, Vietnam, Japan, Fiji, Papua
New Guinea, the Solomon Islands, New Caledonia, Australia and New Zealand.
Additionally, there is capacity for marine conservation work in the three most critical
ecoregions for tuna conservation in the region (the Bismark Solomon Seas Ecoregion,
the Sulu Sulawesi Marine. Ecoregion, the Fiji Island Marine and Ecoregion). Fisheries
capacity is strongest in Indonesia, Australia, New Zealand, the Philippines and the South
Pacific Programme Office (Fiji).
There is little to no WWF marine capacity currently in Thailand, China, Taiwan and
Korea. The fisheries expertise that the WWF currently has includes a mix of scientists,
policy-makers, ex-fishermen and natural resource managers, providing a solid
foundation for undertaking a regional tuna project of this magnitude.
Participation/presence at the Commission. The WWF has been actively involved in
the WCPFC since its inception, following the creation of the Commission and then
working to have a presence at WCPFC meetings. In previous WCPFC meetings, the
WWF has been part of national delegations for parties to the Commission. In 2005, the
WWF applied for formal observer status within the WCPFC which will allow the WWF
additional means for engaging with the Commission. Additionally, the WWF asked to
participate in technical committees for the WCPFC, all of which positions the
organisation well for continued engagement in Commission decision-making.
Lastly, the WWF has a global High Seas Strategy which pulls together all the WWF's
activities on high seas. The WWF is seeking to influence the review of the UN Fish
Stocks Agreement to drive greater implementation of the Agreement by RFMOs, the UN
General Assembly (UNGA) process to dismantle the Flags of Convenience system and
the Convention on Biological Diversity to drive the establishment of High Seas Protected
Areas.
The WWF has produced a global analysis of the legal challenges involved in creating
High Seas Protected Areas and is a member on the OECD Ministerial-led High Seas
Taskforce on Illegal, Unregulated and Unreported (IUU) fishing. One of the key goals of
16
this taskforce is to promote the development of an accountability mechanism between
RFMOs and the UNGA so that RFMOs actually have to start delivering sustainable
fisheries management.
The WWF has marine capacity throughout the Western and Central Pacific, the
Reforming Tuna Management in the Western and Central Pacific Initiative will be the first
major coordinated fisheries related initiative for the region by the WWF. It will build on
the Sustainable Seafood Choices project initiated by WWF Australia in 2002 (with a
focus on fisheries certification) and help further build capacity for the organisation in the
region, extend the WWF's fisheries work into regional governance, market-based
measures and help put ecosystem-based management into practice.
The WWF SPPO showed great interest and potential to be a partner to OFM Project.
Greenpeace
Greenpeace is an independent organisation campaigning to ensure a just, peaceful,
sustainable environment for future generations. Its mission and core values are based
on independence, non-violence and bearing witness.
Greenpeace is an independent campaigning organisation which uses non-violent
creative confrontation to expose global environmental problems and to force solutions
which are essential to a green and peaceful future. Greenpeace's goal is to ensure the
ability of the earth to nurture life in all its diversity.
Greenpeace International began in Canada in 1971 and today has a presence in more
than 40 countries across Europe, the Americas, Asia and the Pacific.
Greenpeace Australia was founded in 1977 and joined forces with Greenpeace Pacific in
1998. Together with more than 113,000 supporters forming the backbone of
Greenpeace Australia Pacific. Operating as a company, Greenpeace Australia Pacific
seeks to follow high standards of accountability and transparency.
Greenpeace's core values are:
Independence do not accept money from governments, corporations or political parties
because it would compromise our core values.
Bearing witness - follow the Quaker tradition of bearing witness. Philosophically and
tactically, our peaceful protests work to raise awareness and bring public opinion to bear
on decision-makers.
Non-violent direct action - Greenpeace strongly believes that violence in any form is
morally wrong and accomplishes nothing. However, Greenpeace believes that non-
violent direct action at the point of an environmental crime expose an environmental
problem that will ensure that no one gets hurt. Activists participating during a non-violent
direct action are fully trained. Examples of non-violent direct actions include chasing
whaling ships at sea or an activist using special equipment to lock themselves to the
front gates of nuclear facility.
17
Integrity, bravery, empowerment, confrontation and cleverness are inherent to
Greenpeace. While Greenpeace is best known for its non-violent direct actions, public
actions are just one of many strategies they employ.
Greenpeace, together with international experts, conducts scientific, economic and
political research into the causes and effects of environmental pollution. Using Market
force- political and corporate campaigners regularly meet with governments and industry
to ensure environmental considerations are factored into every level of decision-making.
Together with strong media and communications, the team gets the word out,
guaranteeing Greenpeace voice is heard around the world.
Although Greenpeace forms partnerships with other non-government organisations
(NGOs) in their Pacific work, their network in the regional is not fully established. For
example, in Papua New Guinea, they joined the Eco-forestry Forum (a not-for-profit
group of PNG-based organisations) to work with landowners and promote the benefits of
choosing sustainable, integrated community development over the "quick fix" promised
by logging companies but in Tonga, they have not established their presence.
Behind the scenes, they campaign on many levels. Using non-violent, direct actions to
expose global environmental problems and force solutions. Our victories are a testament
to the effectiveness of Greenpeace's methods.
The Greenpeace Oceans Campaign officer indicated their interest to work with the OFM
Project. However, due to their network limitations in the Pacific as well as having a
relatively small oceans program, (other than the banning of commercial whaling and sea
mount fishing), it may not be effective to use this organisation.
PIANGO
The Pacific Islands Association of Non-Governmental Organisations (PIANGO) is a
regional network of NGO focal points or coordinating bodies known as National Liaison
Units (NLUs) based in 22 Pacific Island countries and territories.
PIANGO was formally established in 1991 to assist NGOs in the Pacific to initiate action,
give voice to their concerns and work collaboratively with other development actors for
just and sustainable human development. PIANGO's primary role is to be a catalyst for
collective action, to facilitate and support coalitions and alliances on issues of common
concern, and to strengthen the influence and impact of NGO efforts in the region.
PIANGO had its origins in the growing movement towards increased networking
amongst Pacific Island NGOs which commenced in the late 1970s. The historical
framework of the region has included both French and British colonialism, which has left
a legacy that needs addressing in order to enable selfhood for all the communities within
the Pacific. Pacific island nations vary between fully sovereign and independent
countries, to freely associating states and non-self governing territories relating to the
United States, France and New Zealand. Geographic distance is also a factor which
inhibits communication between the nations of the Pacific, given the logistics of
transport, communication and language.
18
Following a process of regional consultation, the first PIANGO Council was held in
August 1991 in Pago Pago, American Samoa. The Council was funded by a range of
donors, including the Australian International Development Assistance Bureau (AIDAB),
the Commonwealth Foundation, the Government of New Zealand, and the United
Nations Development Program (UNDP).
The meeting was attended by more than 60 NGO delegates from 22 Pacific countries.
The idea of forming an NGO network to facilitate regional programs and action was
discussed, and there was unanimous support for the formal establishment of PIANGO. A
constitution was drafted, guidelines were set for its operation, and a Coordinating
Committee was elected.
Since then, PIANGO has taken significant steps to increase its profile and establish itself
as an effective support organisation to NGOs throughout the Pacific. Activities over the
past years have come under the following program areas; Information and
Communication, Capacity Building, Coalition and Alliance building, and Administration.
In addition, PIANGO also hosted its 5th Council during October 2005.
PIANGO currently has six full-time staff who are accountable to an elected seven
member Board. The office is located in Suva, Fiji. PIANGO currently has 17 national
NGO umbrella bodies who are full members. Seven other countries have interim
membership or observer status.
PIANGO exists to enable the Pacific extended family of NGOs to more effectively
promote and advance the interest and well being of their people. More specifically,
PIANGO is a network of Pacific NGOs, existing to facilitate communication; provide a
common voice at regional and international forums; and assist NGOs to strengthen and
develop Pacific identities, unity, cultures and forms of social action, as well as to improve
the well being of the communities they serve.
PIANGO's goals are to:
ˇ Facilitate active networking among NGO's at all levels throughout the region.
Promote and enable access to, sharing and dissemination of information, ideas,
experience and resources (including human resources) among NGOs throughout
the region.
ˇ Enable NGOs to better understand, fulfil and develop their roles and functions,
and strengthen their organisation and program capacities.
ˇ Assist in identifying, monitoring and analysing the needs of people in the Pacific,
and ways of increasing the role of the people of the Pacific in their own
development, with emphasis on Pacific women and youth.
ˇ Provide a means for a collective voice and action on issues of concern to NGOs
and the people they serve
ˇ Play an active role in promoting a regional Pacific identity and Pacific ways of
thinking and responding.
ˇ Cooperate with other networks and organisations within or beyond the region
which have similar aims.
19
PIANGO is governed by the PIANGO Council which meets every three to four years and
is responsible for establishing policy. PIANGO operations are managed by the PIANGO
Executive Committee which meets every four to six months. The PIANGO Secretariat is
based in Suva, Fiji.
Regional Members
ˇ Council of Pacific Education
ˇ Fiji Disabled People International Oceania
ˇ Fiji Women's crisis centre
ˇ Foundation of the People of the South Pacific
ˇ Greenpeace
ˇ PACFAW
ˇ Pacific Resources Concern Centre
ˇ Pacific Association of NGOs
ˇ Pacific News Association
ˇ Pacific OCEanic of Trade Union
ˇ Pacific News Association
ˇ Sth Pacific Oceanic of Trade Union
ˇ World Council of Churches
ˇ World Wide Fund for Nature
PIANGO's membership is made up of national bodies called National Liaison Units
(NLUs). These are organisations or networks of NGOs which are broadly representative
of NGOs in their country. With one NLU per country or territory, each NLU has one vote
in the PIANGO Council. Where there is no NLU, interim membership may be issued to
an NGO group working to establish an NLU. Regional networks of NGOs can also be
invited to take up associate status within PIANGO.
National Liaison Unit
PIANGO currently has National Liaison Units (NLUs) and Interim members in 21 Pacific
countries and non-self-governing territories.
Member contact details can be found on the PIANGO website at http://www.piango.org
Country
Member
Australia
Australia Council for International Development
(ACFID)
Cook Islands
Cook Islands Association of NGOs (CIANGO)
Federated States of Micronesia
FSM Alliance of NGOs (FANGO)
(FSM)
Fiji
Fiji Council of Social Services (FCOSS)
Hiti Tau
French Polynesia/Tahiti
20
Kiribati
Kiribati Association of NGOs (KANGO)
Nauru
Nauru Island Association of NGOs
New Caledonia/Kanaky
Unité Territoriale de Liaison de Nouvelle-Calédonie
(UTLN) Kanaky
New Zealand /Aotearoa
Association of NGOs of Aotearoa (ANGOA)
Niue
Niue Association of NGOs (NIANGO)
Papua New Guinea
Melanesian NGO Centre for Leadership (MNCL)
Samoa
Samoa Umbrella of NGOs (SUNGO)
Solomon Islands
Development Services Exchange (DSE)
Tonga
Civil Society Forum of Tonga (CSFT)
Tuvalu
Tuvalu Association of NGOs (TANGO)
Vanuatu
Vanuatu Association of NGOs (VANGO)
West Papua
Interim members
Bougainville
Nikana Ma'atara
Guam
Sanctuary Inc.
Palau
Palau Community Action Agency (PCAA)
Wallis & Futuna
Association Culturelle de Vailala
East Timor
Civil Society Capacity Building Fund (CSCBF)
Observers
American Samoa
Hawaii
Marshall Islands
Marshall Islands Council of NGOs (MICNGOs)
Board members were elected at 5th Council, Port Moresby, October 2005. The newly
elected PIANGO Board members are:
-
Chairperson: Adimaimalaga Tafunai of SUNGO
-
Madeleine Ayawa of UTLN Kanaky
-
Claire Baiteke is the Deputy Chairperson of KANGO
-
Douglas Ngwele is the Chairperson of VANGO
-
Drew Havea is the Chair of the Tonga CSO Forum
-
Ahohiva Levi, a Board member of NIUANGO
PIANGO publishes a quarterly newsletter. Submissions are to be limited to 500 words
and can include images.
The PIANGO Director indicated her interest and support to the OFM Project by offering
to assist in the dissemination of information to its network. However, she cautioned that
21
information to be disseminated must be in a form suitable for non-scientists audiences.
She also recommended that vital information be translated in to vernacular.
22
Selection Criteria the Environment NGO
The key objective of this consultancy was to provide a strategy with which to engage and
establish links between the OFM Project and regional environmental non-governmental
organisations (ENGO) by identifying a suitable ENGO to work with to increase
stakeholder awareness.
In forming a working relationship with an appropriate ENGO, the principal goal is to
improve the understanding of the transboundary oceanic fish resources and related
features of the Western and Central Pacific Warm Pool Large Marine Ecosystem.
For the purposes of this exercise a range of methods were used to identify regional
ENGOs and gather relevant information. These methods have included web-based
searches, use of existing NGO networks known to the consultant, field visits, email
communication, and follow-up teleconference calls.
Based on the information gathered, a desk review was completed to arrive at a "shortlist"
of regional NGOs that fell within certain criteria. Three principle criteria were used to
select the most suitable ENGO to be recommended to the OFM Project. These include:
ˇ The commitment to engage in this case, the regional ENGO must indicate a
commitment to be part of the OFM project.
ˇ Have an existing work programme that includes oceanics
ˇ Budget the ENGO must be able to produce a budget which would form part of
a co-financing arrangement.
Recommendation for ENGO representation at the Regional
Steering Committee.
Of the five regional ENGOs, only the WWF SPPO was able to fulfill all three criteria.
In interviews with the WWF SPPO they indicated a willingness to establishing a working
relationship with the OFM project. The WFF SPPO have a well coordinated, strategic
initiative as part of their work programme that seeks to improve tuna fisheries
management in the Western and Central Pacific.
.
The WWF SPPO's strategy focuses on three principal issues that will underpin the
transition from unsustainable resource management to an ecosystem-based approach to
fisheries management. These are by:
1. Promoting fisheries management and governance that integrate an ecosystem-
based approach with strict regulation, enforcement and compliance;
2. Directing international finance in the form of access agreements and
development aid frameworks towards better more sustainable fishing practices;
and
23
3. Harnessing the power of the markets to promote traceability of products to legal
sources and to give preference to sustainable fisheries management.
This original plan outlines a pragmatic, prioritized and highly leveraged implementation
strategy that will enable WWF SPPO and its partners to effectively improve fisheries
management in the Western and Central Pacific, while fully heeding the complexity of
working in an evolving political framework and dynamic market interests. The plan
represents WWF SPPO's position on what will be needed to ensure the successful
reform of fisheries management, prioritized around the major leverage points in the
region influencing the WCPFC on ecosystem-based management and regulation
compliance and enforcement, directing international financing for sustainable fisheries
development and harnessing the power of the markets. The strategies and activities
outlined throughout complement and leverage work that is being done by WWF SPPO in
specific countries, throughout the region and globally.
WWF SPPO's initiative is structured around the following four major features:
1. Influencing policy from the "centre" through expert-driven, coordinated
input in WCPFC's policy frameworks;
2. Seizing opportunities within the region by locating specific expertise
where it makes most sense, i.e. where the markets, fishing capacity and
fisheries resources are;
3. Dedicated leadership, coordination and network communication by an
initiative leader in the region; and
4. Well-resourced communications strategy and capacity to deliver the
policy reforms and promote broad awareness for the initiative in the
region and beyond.
Other Options
During interviews with regional ENGOs it was suggested that the OFM project could also
consider establishing or using a loose group of core regional NGO as the link to the
wider NGO community. While the advantage of this could provide good coverage of the
Pacific region as well as at the national level, limitations would be presented in the
difficulty of sharing allocated project resources across all participating members of the
ENGOs. It is however, However, it is recommended that such a core group be used to
disseminate information rather than being the actual implementing partner.
On the basis of their willingness to be involved in the OFM Project, the compatibilyt of
their work programme, strategies and initiatives and the Commission objectives the
consultant recommends that WWF SPPO be engaged as the Regional ENGO to
implement specified activities in component 3 of the OFM Project. As a result of this
outcome WWF SPPO with the Committee's concurrence becomes the NGO
representative at the annual session of the project Regional Steering Committee.
24
Scheduling and framework for national and regional workshops
for ENGOs;
Four workshops over the life of the project are identified as activities of Component 3
and sub-component 3.3 which require ENGO participation.
During discussions with WWF SPPO on co-financed activities, WWF SPPO have
proposed that the most appropriate use of funds will be to have one main regional
workshop and 3 consultative meetings over the course of the OFM Project. For
participation at these meetings and workshop the relevant NGOs will also be identified
by WWF SPPO. The workshop will serve to inform other relevant NGOs about the
project, identify the level of interest and understanding of issues, highlight the
expectations of the project and agree to a process for engagement to feed into the
meetings of the Scientific and Technical Compliance Committees and the Tuna
Commission.
Funding contingency will be reserved for relevant independent local NGOs not
represented by regional counterparts (Please refer to Appendix 3).
Preliminary discussions with WWF SPPO have resulted in the drafting of a co-financing
agreement that will be further negotiated with the Regional Steering Committee's
concurrence of their nomination as a partner in specific activities of the Project. The draft
co-financing agreement is appended at Appendix 4 and has yet to be concluded.
Communication Strategy
The OFM Project anticipates the development of information packages to raise
awareness of the Commission issues in the co-financing arrangement with the selected
ENGO. The consultant recommends that a communications strategy be developed for
sub component 3.3 of the OFM project.
To establish an information dissemination process, thoughts must be given to how this
part is implemented. In this first instance this will be based on a range of co-financed
activities, emphasizing participation, and awareness raising and information exchange.
Existing media networks used in each country such as post, email and internal/local
internet e.g. PFNet, paid announcements (AM radio programs, service messages etc.)
as well as wireless radio communication as well as communication by "word of mouth" is
adequate. As the OFM Project proceeds, a more detailed community communications
approach for each of the participating country will need to be defined.
The Communications Strategy proposed here attempts to address all major
communications elements that will be a factor during the implementation of the project.
This comprises three main elements: i) participation, ii) awareness raising and iii)
information exchange in general at the regional and national levels. These three main
elements operate across two broad but interconnected levels, targeting regional as well
as national audiences.
25
ˇ The first level of the Communications Strategy should target regional
organisations with the objective of information exchange and raising awareness
of the project activities and achievements. Many elements and activities at the
regional strategy will be similar to those employed at the national level.
ˇ The second level will target the national audience including community's
stakeholders. At this level, the Communications Strategy should also involve
participation, awareness raising and information exchange. Particularly in
respect of oceanic fisheries management, the output will be to target behavioral
change within communities who will appreciate the gains made though the
Project in improved oceanic fisheries management and who will have improved
opportunities for their interests to be represented in national and regional
consultative and decision-making processes, including the WCPF Commission,
as well as in the Project.
To accommodate this combination of issues and audiences, the Communications
Strategy will require carefully planned, multi-faceted, multi-media information and
education campaigns at the regional and national levels with the aim of achieving the
establishment of an interactive network of stakeholders at all levels.
26
Appendix 1 Terms Of Reference
The Pacific Islands Oceanic Fisheries Management (OFM) Project was officially
approved by the Global Environment Facility (GEF) Chief Executive Officer; Mr. Leonard
Good on May 24 2005. The USD$11m five year OFM Project is executed by the Pacific
Islands Forum Fisheries Agency (FFA) at which the Project Coordination Unit is based.
The project co-executing agencies are the Pacific Community (SPC) and the World
Conservation Union (IUCN).
The Project has three components, two technical components, which are specifically
designed to address the two immediate objectives and the two root causes, as follows:
Component 1. Scientific Assessment and Monitoring Enhancement, aimed at the
Knowledge and Information Objective; and
Component 2: Law, Policy and Institutional Reform, Realignment and Strengthening,
aimed at the Governance Objective;
And a third component,
Component 3. Coordination, Participation and Information Services, designed to support
and enhance the outcomes of the two technical components.
Component 3 addresses the overall project management and coordination, the provision
of information about the Project and the Convention, the capture and transfer of lessons
and best practices and participation by stakeholders. The process is designed to be
inclusive, with stakeholder participation promoted nationally and regionally.
This component will promote non-governmental stakeholder in Project activities through
the execution by regional environmental and industry (non government organisations)
NGOs of a range of co-financed activities, emphasizing participation, awareness raising
and information exchange.
The project recognises national, regional and global NGOs concerned with conservation
of oceanic fish resources and protection of the marine environment: who will appreciate
the gains made though the Project in improved oceanic fisheries management and who
will have improved opportunities for their interests to be represented in national and
regional consultative and decision-making processes, including the Western and Central
Pacific Fisheries (WCPF) Commission, as well as in the Project.
Objectives
To be able to promote non-governmental stakeholder and public awareness of oceanic
fisheries management issues and strengthen NGO participation in oceanic fisheries
management, a regional environmental NGO will be enrolled in the implementation of
the OFM Project.
The key objective of this consultancy will be to provide a strategy with which to engage
and establish links between the OFM Project and regional environmental non-
governmental organisations (ENGO). This will include the development of a co-financing
arrangement between a Pacific ENGO and the OFM Project.
27
Scope of Consultancy
The scope of the work to be undertaken will include:
A professional report that includes:
ˇ The development of a strategy to engage ENGOs in project implementation to
promote NGO stakeholder and public awareness of oceanic fisheries
management issues and strengthen NGO participation in oceanic fisheries
management at national and regional levels;
ˇ Established links with regional ENGOs (including contact details and point of
contact);
ˇ Provide advice on the scheduling and framework for national and regional
workshops for ENGOs;
ˇ Draft a co-financing arrangement with a Pacific ENGO; and
ˇ Recommend ENGO representation at the Regional Steering Committee.
28
Appendix 2: People Consulted
Organisation
People Consulted
Date
Pacific Islands Association of Non
Cema Bolobola
9 June 2006
Governmental Organisations
(Director)
(PIANGO)
Greenpeace Pacific
Nilesh Gounder
9 June 2006
(Oceans Campaigner)
World Wide Fund For Nature South
Louise Heaps
4-7 July 2006
Pacific Programme (WWF SPP)
(Marine Coordinator)
Seremiah Tuqiri
(Oceans Policy Officer)
Foundation of the Peoples of the
Hugh Govan
8 June 2006
South Pacific International (FSPI)
(Manager Coastal
Programme)
Conservation International
Sue Taei
Email 19 June
2006
Appendix 3:
Contact details and point of contacts with regional ENGOs
Organisation
Point of
email
Phone/Fax Postal/street
Contact
address
(position)
Pacific
Cema
piango@connect.com.fj
679-
30 Ratu
Islands
Bolobola
3302963
Sukuna
Association of (Director)
679-
Road, Suva,
Non
3317046
Fiji
Governmental
Postal: PO
Organisations
Box 17780,
(PIANGO)
Suva, Fiji
Greenpeace
Nilesh
greenpeace@connect.com.fj 679-
Level 1 Old
Pacific
Gounder
3312861
Town Hall
(Oceans
679-
Victoria
Campaigner)
3312784
Parade,
Suva, FIJI
World Wide
Seremiah
stuqiri@wwfpacific.org.fj
679-
4 Ma'afu St
Fund For
Tuqiri
3315533
Domain
Nature South
(Oceans
679-
Suva
Pacific
Policy
3315410
FIJI
Programme
Officer)
(WWF SPP)
Foundation of Hugh Govan
Hugh.govan@fspi.org.fj
679-
27 Gardiner
the Peoples
(Communities
3312250
Rd, Nasese,
of the South
and Coastal
679-
Suva, FIJI
Pacific
Programme
3313398
Postal: PO
International
Manager)
Box 18006,
(FSPI)
Suva, FIJI
Conservation
Sue Taei (
s.taei@conservation.org
685-21593 SPREP,
International
Private
Mailbag,
Apia,
SAMOA
Pacific
Mere Tupou
tvere@pcrc.org.fj
679-
83 Amy
Concerns
(Director)
3304649
Street,
Resources
679-
Suva, FIJI
Centre
3304755
(PCRC)
30
Draft
Appendix 4
Draft - Co-financing arrangement between FFA (OFM Project) and
WWF SPP
LETTER OF AGREEMENT
Letter of Agreement between the Pacific Islands Forum Fisheries Agency (FFA)
and the World Wide Fund For Nature South Pacific Programme Office (WWF SPPO)
for the Implementation of the United Nations Development Programme/Global
Environmental Facility (UNDP/GEF) Pacific Islands Oceanic Fisheries Management
Project (OFM Project).
Whereas the FFA is the Executing Agency for the OFM Project;
And whereas WWF SPPO is a partner responsible for the implementation of certain
activities in the order to achieve certain outputs and contribute to the achievement of
certain outcomes under the OFM Proejct;
And whereas the FFA and WWF SPPO agree to collaborate in the Implementation of the
OFM Project;
The Parties hereby agree that:
ARTICLE 1
General Duty
WWF SPPO will implement Component 3 which addresses the overall project
management and coordination, the provision of information about the Project and the
Convention, the capture and transfer of lessons and best practices and participation by
stakeholders.
The Component will promote non-governmental stakeholder in Project activities through
the execution by regional environmental and industry NGOs of a range of co-financed
activities, emphasizing participation, awareness raising and information exchange.
Component 3 Outcome: Effective project management at the national and regional
level; major governmental and non-governmental stakeholders participating in Project
activities and consultative mechanisms at national and regional levels; information on
the Project and the WCPF process contributing to increased awareness of oceanic
fishery resource and ecosystem management; project evaluations reflecting successful
and sustainable project objectives.
ARTICLE 2
Obligations of FFA
The FFA will:-
i.
Communicate regularly with UNDP and other partners and provide timely
information to WWF SPPO on matters relating to the Project
ii.
Upon receipt of financial quarterly reports and requests for advance, review and
provide a consolidated report and request for that quarter to UNDP by the 2 week
of each quarter
iii.
Make payment to WWF SPPO of the necessary funds, in accordance with the
approved advance, to be executed in the 4th week of each quarter and make
every endeavour to ensure WWF SPPO is not placed in a position of deficit
financing to support activities it is responsible for under the programme
iv.
Facilitate the participation of WWF SPPO in relevant activities in the Stakeholder
Participation and Awareness Raising component
v.
Provide copies of the relevant UNDP formats and reporting requirements and
vi.
Consult with WWF SPPO on project revisions
ARTICLE 3
Obligations of WWF SPPO
WWF SPPO shall undetake Project implementation in order to promote non-
governmental stakeholder and public awareness of oceanic fisheries management
issues and strengthen NGO participation in oceanic fisheries management.
The intended outcome of the Stakeholder Participation and Awareness Raising Sub-
Component is:
Outcome 3.3. Non-governmental stakeholder participation in national and regional
oceanic fisheries management processes, including the Commission,
enhanced; awareness of oceanic fisheries management issues and
the WCPF Convention improved. Specific forums developed for NGO
participation and discussion process; promotion of awareness of
national and regional development and economic priorities and how
these relate to sustainable fisheries management.
The intended outputs and indicative activities of the Stakeholder Participation and
Awareness Raising Sub-Component are:
Output 3.3.1. ENGO participation and awareness raising in Convention-
related processes.
Activity 3.3.1.1. Conclude co-financing arrangement with a Pacific ENGO.
Activity 3.3.1.2. Support Pacific ENGO participation in the Commission.
Activity 3.3.1.3. Provide information on the Convention and oceanic fisheries
management issues to Pacific ENGOs.
Activity 3.3.1.4. Hold national and regional Workshops for ENGOs.
32
Activity 3.3.1.5. Produce information materials to raise public awareness on
oceanic fisheries management issues.
Activity 3.3.1.6. Organise regional and national fora on the Convention and
oceanic fisheries management issues for civil society
participation.
WWF SPPO will also:
a) Contribute to relevant activities in the Stakeholder Participation and Awareness
Raising component
b) Through its best endeavours, and in recognition that delays may lead to
disruption of the planned schedule for disbursement of funds, provide financial
quarterly reports and request for advance in an agreed format to the FFA by the
5th of the month following the end of each quarter or shortly thereafter. Here
activities have involved multiple funding sources, reports will describe such
complementary or conterpart funding applied to activities related to this
programme
c) On request, provide support for the preparation of Quarterly Progress Reports
(QPR) to the FFA
d) Through its best endeavours, and in recognition that that delays may lead to
disruption of the planned schedule for disbursement of funds, provide quarterly
narrative reports on the progress to achieve the proposed outputs, in an agreed
format, to the FFA by the 5th of the month following the end of each quarter
e) Participate in the work of the Project Steering Committee
f) Ensure that OFM Project is appropriately acknowledge in any reports produced
with the assistance of staff supported under the programme
g) Coordinate with IUCN on those activities in which IUCN is involved in the
Stakeholder Participation and Awareness Raising component
h) Facilitate the participation of the FFA in relevant activities in the Stakeholder
Participation and Awareness Raising component and
i) Communicate regularly with the FFA on matters relating to the project and
facilitate work of the Project Steering Committee.
ARTICLE 4
Exchange and Coordination of Information
The parties will:-
a) Bring to each other's attention any significant matters related to the project if
notification through the formal reporting process would not be sufficiently timely
and to establish an on-going dialogue on Programme-related issues; and
b) Ensure that the work of national personnel and consultants engaged under the
project will be well coordinated;
33
c) Co-operate, to the maximum extent possible, on the implementation of related
International Waters Programme activities where there is scope for regional
benefits.
ARTICLE 5
Budgetary Matters
The work programme and budget attached at Annex A represents the financial
commitment for activities to be implemented under this project by WWF SPPO and the
FFA. The budget for activities to be implemented by WWF SPPO may be revised by
mutual agreement and an exchange of letters. Any such letters will form part of this
Letter of Agreement.
WWF SPPO will make its best effort to achieve incremental cost contribution and will
report such estimated incremental costs to the FFA annually.
IN WITNESS WHEREFOF, THE PARTIES hereby agree to sign this LETTER OF
AGREEMENT dated this .....................day of ..............................2006.
On behalf of the Forum Fisheries Agency
On behalf of the World Wide Fund For
Nature South Pacific Programme Office
Mr. Dale Withington
Mr. Feleti Teo
Director
Programe Director
Date:
Date:
Witness:.........................................
Witness:.........................................
(Print name underneath signature)
(Print name underneath signature)
34
Annex A
GEF/FFA-OFP WWF Proposed Work Plan and Co-financing Arrangement - 2006-2010
Figures are shown both in Fiji Dollars (FJD) unless otherwise displayed
ACTIVITY
YR 1
YR 2
YR 3
YR 4
YR 5
COMMENTS
1. Coordinate 1
Workshop x 2
Consultative
Consultative
Consultative
Workshop x 2
4 workshops were
Workshop and 3 ENGO
days
meeting x 1 day
meeting x 1 day
meeting x 1 day
days
identified in Component
Consultative meetings
3. It is suggested
(includes travel, per
however that there be 1
diem, accommodation & GEF: 15,000
GEF:15,000
GEF: 15,000
GEF: 15,000
GEF: 15,000
main regional workshop
room rental)
and 3 consultative
meetings. Relevant
WWF: XX,XXX
WWF: XX,XXX
WWF: XX,XXX
WWF: XX,XXX
WWF: XX,XXX
NGOs will also be
[In-kind
[In-kind
[In-kind
[In-kind
[In-kind
identified. The workshop
Contribution
Contribution
Contribution
Contribution
Contribution
will be a leveller to
i.e. staff
i.e. staff salaries,
i.e. staff salaries,
i.e. staff salaries,
i.e. staff salaries,
inform other relevant
salaries, etc
etc please
etc please
etc please
etc please
NGOs about the project,
please estimate
estimate a cost
estimate a cost
estimate a cost
estimate a cost
identify the level of
a cost for
for Seremia's
for Seremia's
for Seremia's
for Seremia's
interest and
Seremia's time
time and any
time and any
time and any
time and any
understanding of issues,
and any other
other WWF staff
other WWF staff
other WWF staff
other WWF staff
highlight the
WWF staff
involved]
involved]
involved]
involved]
expectations of the
involved]
project and agree to a
process for engagement
to feed into the Scientific
and Technical
Compliance committees
and the Tuna
Commission.
Funding contingency will
be reserved for relevant
independent local NGOs
35
not represented by
regional counterparts.
Total XX,XXX
XX,XXX
XX,XXX
XX,XXX
XX,XXX
XX,XXX
2. Coordination of
GEF :40,000
GEF :40,000
GEF :40,000
GEF :40,000
GEF :40,000
This activity will carried
ENGO engagement in
out through the 5 years
WCPFC issues and
WWF : 10,000
WWF :11,000
WWF :12,000
WWF :13,000
WWF :14,000
process. (Salary,
operational costs, travel
& subsistence costs)
ˇ Establish and
coordinate E-
mail NGO
Forum
ˇ Attendance at
annual WCPFC
meetings
ˇ Inform ENGOs
of Commission
& related
working group
issues and
outcomes
ˇ Coordinate joint
advocacy and
promote joint
positions at the
Scientific &
Technical
Committees &
Commission
meetings, as
appropriate
ˇ Coordinate
communications
and awareness
36
activities relating
to WCPFC
issues by
ENGOS, as
appropriate
ˇ Attendance at
key WCPFC
meetings
Total 50,000
51,000
52,000
53,000
54,000
260,000
3. Awareness raising :
GEF : 16,000
GEF : 16,500
GEF :16,500
GEF : 16,500
GEF : 16,500
Awareness materials in
ˇ Publication of
glossies (similar to an
awareness
WWF : 3,000
WWF :3,000
WWF :3,000
WWF 3,000
WWF :3,000
idiot's guide to OFP
materials
issues for public
ˇ Awareness
awareness). This could
events
include the following: by-
ˇ Consultancy
catch [turtles /cetaceans
fees for
/seabirds /sharks]; high
production of
seas bottom trawling;
key policy and
IUU; EAFM; capacity &
awareness
allocation; access
papers
agreements; markets;
WCPFC
Total 19,000
19,500
19,500
19,500
19,500
82,000
GEF Contribution
74,000
71,500
71,500
71,500
71,500
360,000
WWF Contribution
XX,XXX
XX,XXX
XX,XXX
XX,XXX
XX,XXX
XXX,XXX
Grand Total
Exchange rate: 0.559 (USD:1FJD)
37