This is now an in-between time before implementation. If resources such as money and people are available, initial implementation activities may begin.
Pre-implementation 59
Box 5.11. Potential Funding Sources.
A number of potential funding sources exist at the local, national and international levels to support a co-management programme. These include:
● Government – local, state/provincial, national;
● Private philanthropic foundations;
● Individuals;
● Companies;
● International development agencies;
● Non-governmental organizations;
● Development banks;
● Coastal-dependent businesses (e.g. beach resorts, boat charter companies, dive companies).
If resources are not available, implementation will need to wait until proposals are funded or other arrangements are made to obtain the necessary resources.
This can be a frustrating time as the partners are ready to go but cannot yet activate their plans and strategies. At a minimum, regular communication must be maintained between the partners. The momentum of early interest and action must be maintained. Meetings can be held to update each other on the status of funding proposals and other issues. Partners may obtain and share new information on the resource, the community, possible solutions, co- management, or other topics of interest and concern.
The external agent or government may begin to assess the human and financial resources available for co-management and their own capabilities and needs to engage as a partner in co-management. The fishers may want to begin organizing themselves (if they are not currently organized) to participate in co-management.
Implementing community-based co-management is always context-specific.
For example, one community may have an existing and well-functioning fisher organization while another needs assistance in organizing. Another community may have a specifically defined set of objectives while another needs to develop a plan and strategy. During the ‘beginnings’ or pre-implementation phase, a preliminary plan and strategy is prepared to guide the implementation phase in the community. The goals and objectives identified in the preliminary implementation plan and strategy will be reflected in the types of implementation activities which will be undertaken and in the timeline for implementation. However, it is important to be flexible and adaptive as needs, issues and opportunities will change.
The implementation activities to be discussed below are present in some form in most community-based co-management programmes. It should be noted that the implementation of community-based co-management is not a linear process but involves a number of activities that may or may not occur sequentially or concurrently. Every community has its own unique situation and context and this should determine the activities in the co-management implementation process for that particular community. The implementation activities presented below should be adapted to the community.
The implementation phase generally begins when resources are available and the partners are ready. Implementation activities may be started with the resources (money, time, personnel) currently available. In other cases, implementation may not begin until adequate funding is obtained.
The general types of implementation activities include: (i) community entry and integration (Chapter 6); (ii) research and participatory research (Chapter 7);
(iii) environmental education and capacity development (Chapter 8); (iv) community organizing (Chapter 9); (v) co-management plan and strategy (Chapter 10); (vi) conflict management (Chapter 11); and (vii) co-management plan implementation, including evaluation (Chapter 12). Each of these implementation activities will be discussed in the following chapters.
Implementation
III
Community entry and integration is normally led by the external agent.
Community entry and integration establishes the initial working relationship between the community and the external agent and/or government involved with the programme (the implementation phase may be led by an external agent and/or government; for ease of comprehension, only the term external agent will be used in this publication) (Table 6.1). The external agent may introduce a community organizer or extension worker to the programme (Box 6.1).
© International Development Research Centre 2006. Fishery Co-management: 63 A Practical Handbook(R.S. Pomeroy and R. Rivera-Guieb)
Community Entry and Integration
6
J. Parks.
Community entry and integration entails a number of activities to initiate the project including:
● Formally introducing the programme to the community;
● Answering questions about the programme;
● Establishing rapport with the community;
● Participating in community life;
● Identifying roles of programme partners;
● Core group formation;
● Organizing and attending meetings, training and awareness-raising sessions;
Table 6.1.Community entry and integration.
Stakeholder Role
Resource users/community ● Attending meetings and briefings
● Prepare workplan Local government ● Attend courtesy calls
● Participate in meetings and discussions
● Assist in organizing community meetings
● Assist in identification of community boundaries
● Assist preparation of workplans Other stakeholders ● Attend meetings and briefings
● Provide support
Change agent/community organizer ● Organize courtesy calls to government leaders
● Orient to situation
● Organize community meetings
● Observation
● Identify stakeholders
● Prepare workplan
Box 6.1. Community Entry and Integration in Vietnam.
The Center for Rural Progress and the International Marinelife Alliance-Vietnam, Vietnamese NGOs, initiated community-based coastal resource management projects in two villages in Vietnam. In assessing the lessons learned, it was reported that when the project initiator is coming from outside the community, the key is the ability to build a strong relationship directly with the community and local authorities. This allows for a certain level of legitimacy when working at the village level and sets the groundwork for a strong partnership. A major part of the project is the training and hiring of local authorities and members of community organizations to work on the local assessment.
The ‘newly-trained’ people can facilitate the field work and make positive contributions which enhance the overall project. A further spin-off is that by training and working directly with these people, their own capacity is strengthened.
Source: Center for Rural Progress and the International Marinelife Alliance-Vietnam (2003).
● Collection of baseline data on the community;
● Stakeholder identification;
● Meeting with local leaders and government officials;
● Obtaining government approvals; and
● Initiating the programme with the community.
As with other activities of the co-management programme, the timeframe for community entry and integration will depend on the level of effort needed and objectives and outcomes set by the community, the programme and the community organizer (CO).