Global Monitoring & Evaluation Plan
Transcript of Global Monitoring & Evaluation Plan
Global Monitoring & Evaluation Plan
Courtney Cox, Abel Valdivia and Justin Vanderberg 2019
Contributors
Rizaller Amolo, Dean Apistar, Carlos Arango, Steve Box, Stuart Campbell, Elline Canares, Raymond Jakub, Edson Anselmo Jose, Hari Kusharganto, Cris Lomboy, Lito Mancao, Natali Piccolo, Alice Pires, Claudia Quintanilla, George Stoyle, Jong Rojas, Gabriel Vianna
Rare
Rare is the leading behavior change organization in conservation. Rare specializes in identifying proven locally-led solutions and works with partners and communities worldwide to bring these solutions to a regional and national scale.
FishForever
Fish Forever is Rare’s community-led solution to revitalize coastal marine habitats, such as coral reefs, mangroves and seagrasses, protect biodiversity, and secure the livelihoods of fisher households and their communities. It uses an innovative approach to address coastal overfishing—by empowering communities through clear rights, strong governance, local leadership, and participatory management—that protects essential fish habitat and regulates fishing activities.
Cover photograph: © George Stoyle / Rare
Recommended Citation:
FishForever (2019) Global Monitoring and Evaluation Plan. Cox, C., VanderBerg, J., Valdivia, A. (Eds). Rare, Inc. Arlington, Virginia, 52 pp. Updated Oct 2020.
Contents
Objective and Framework 4Monitoring and Evaluation Objective 6
Monitoring and Evaluation Framework 7
Pillar Objectives 7
M&E Indicator Metrics 10Milestone Metrics 11
Outcome Metrics 11
Impact Metrics 11
SDG Alignment 11
M&E Data Flow 12Data Collection Tools 13
Program Footprint 13
Community-Based Management 13Financial and Market Inclusion 14
Fisher Registration 14
Digital Catch Reporting (Ourfish App) 14
Climate Change Vulnerability Assessment (CCVA) 14
Ecological Monitoring 15
Community Profiling 15
Household Surveys (HHS) 15
Fisheries Management Assessment (FMA) 15
Managed Access and Reserve Planning 16
Reserve Design 16
Data Collection Design 19Sampling Locations 19
Timeline 19
Data Analysis and Reporting 20Experimental Design and Controls 20
Quality Assurance and Limitations 21
Baseline Report 21
Program Evaluation 21
Long-Term Evaluation 22
Updating the Theory of Change 22
The Global M&E Assessment Report 22
Updating the M&E Plan 22References 23
Appendix A: M&E Outcome Metrics 24
Appendix B: M&E Impact Metrics 43
Appendix C: SDG Metric Alignment 45
1 Objective and Framework
Fish Forever is a community focused approach that uses a scientifically-informed,community-driven participatory process to design managed access and reserve (MA+R) areasfor multi-species coastal fisheries in developing nations. The aim of Fish Forever is to enable theeffective management of coastal fisheries in an ecosystem and socio-economic context. That is,the protection of the environment and the sustainable use of natural assets are linked directlyto building a resilient local economy underpinning the well-being and long-term prosperity ofcoastal communities.
Fish Forever 2.0 (FF2.0) has evolved from the original strategy implemented from 2012 to 2017to test the establishment of MA+R with discrete local communities using Rare’s Pride campaignapproach as a key delivery mechanism. The current strategy 2018 to 2022 transitions theprogram to a larger delivery of MA+R across coastal waters at a sub-national level. The strategyis based on three pillars that link crucial activities on community-based management, policy andgovernance, blended finance, and with a connecting tenet of behavior adoption:
● Community-based Management - effectively managed coastal fisheries through managed
access areas with networks of fully protected marine reserves.
● Policy and Governance - an enabling environment that gives local communities priority and
preference to access and manage their coastal fisheries.
● Blended Finance - sustainable finance mechanisms from public and private sources to
support the cost of reform and sustain effective coastal fisheries management at scale.
4
● Behavior Adoption - new practices and social norms that build environmental stewardship
across concentric circles of human society through the integration of program design and
delivery with behavioral insights and social marketing.
The three pillars of the FF2.0 strategy intersect to build the enabling policy framework andappropriate legislation, fill capacity and data gaps for establishing and managing effective MA+Rareas and unlock new financing mechanisms to support the transition to sustainable coastalfisheries at scale. Behavior adoption is at the core of Fish Forever’s strategy as success requiressequential adoption of behaviors. These include developing local management structures,making community decisions to understand and implement effective fishing regulations, changefishing behavior, registering individual fishers, and monitoring fisheries catch. Fish Foreverexplicitly tackles the “tragedy of the commons” by identifying proactive measures to removecompetitive behaviors and provide benefits from cooperative behavior amongst fishers in acommunity.
The strategy supports an approach that is efficient, effective, scalable and replicable to solve theproblems associated with overexploitation of coastal fisheries. The ultimate goals of FF2.0 are toachieve sustaining livelihoods, alleviating poverty, securing food supply, while conservingmarine biodiversity. To achieve these goals the FF2.0 strategy relies on a results-basedframework with key indicators of success that are monitored and evaluated.
5
Monitoring and Evaluation Objective
To verify that the Fish Forever program attains its goals, this global monitoring and evaluation(M&E) plan advances the FF2.0 strategy into a results-based framework that aligns programobjectives with key indicators. The objective is to effectively measure milestones, outcomesand impacts of program activities. The M&E plan lays out a series of indicator metrics that alignwith the program’s strategic pillars and assess the program’s impact, influence, leverage andlearning as defined below:
Impact – Improving the lives and well-being of fisher households and coastalcommunities, as well as the ecosystem conditions and productivity upon which theydepend.
Influence – Creating change within and among organizations and institutions toprioritize sustainable small-scale fisheries that leads to positive shifts in publicperception, political will, government policies, and business practices.
Leverage – Identifying and unlocking public and private financing to support the cost oftransitioning to sustainable fisheries and their management.
Learning – Building and advancing the global conversation around coastal fisheriesreform, highlighting what works, sharing best practices, and providing tools and trainingfor an expanding community of practice.
These indicators measure community actions, knowledge, and perceptions, whilesimultaneously measuring economic demands on the fishery and responses of targeted fishpopulation to identify patterns and drivers of change,
As the Fish Forever program expands into new countries, this Global M&E Plan provides theblueprint and tools necessary for country-level M&E implementation. In addition to theresults-based framework and detailed metrics, the global plan provides implementationguidelines that explain the steps necessary for each country program to conduct data collectionand access data for reporting, decision making, and information sharing. Moreover, thestandardized global protocols and metrics facilitate program-wide evaluations and comparisonsto understand social, economic, political, and ecological responses to program activities and acomprehensive theory of change to optimize those activities to achieve their maximum benefit.
Building on the success of the first phase of Fish Forever, FF2.0 streamlines the data collectionand analysis process through standardized protocols and indicators, expands the use of digitaldata collection forms, uses open-access data storage and cataloging, and automates most dataanalysis. These advanced collection, storage, and automated analyses create an efficient,effective, and scalable M&E plan for FF2.0 that contributes to data-driven and science-baseddecision making.
6
Monitoring and Evaluation Framework
The three pillars approach supports the overlying strategic objective of securing livelihoodsthrough managed access to fisheries, which is achieved through four goals: 1) conservingbiodiversity, 2) sustaining livelihoods, 3) securing food supply, and 4) improving wellbeing. Thecurrent strategy aims to apply these principles to reach 10 countries, 1 million fishers, protect32 million hectares of coastal habitats, and secure 500 commitments from local governmentleaders for fisheries reform, by 2022 (Figure 1).
Figure 1: M&E Framework.
Pillar Objectives
Each pillar has a specific objective to guide program implementation and milestones. M&Emilestone and outcome metrics were developed around the objectives below.
Community-Based Management
Goal: Establish managed access with reserves (MA+R) to ensure social and economic benefitsfrom coastal fisheries are retained and sustained by coastal communities.
Pillar Objective Description
Optimized ReserveDesign
Use participatory approaches combined with scientific support to designMA+R areas that provide a biologically robust solution to replenish and sustaintarget fish species. This is achieved by balancing the protection of a populationthrough fully protected areas with spillover of individuals into fishing areas tosupport the local fishery. In addition, optimized reserve design follows
7
internationally recognized guidelines for developing equitablecommunity-based tenure over natural resources right-sized for the appropriatescale to match the biological principles under-pinning the reserve networks.
Financial andMarket Inclusion
Build financial literacy and tools to enable fisher households, owner operators,small businesses and the wider community to maximize the value andretention of income generated from fishing. Provide access to financialservices and opportunities (e.g., savings, insurance, and formal credit andinvestments) to expand the financial planning horizon and the mechanisms forthe community to retain and build wealth.
Data for DecisionMaking
Provide essential and scientifically robust data on the status of local fisheriesand critical habitat, using digital technology to provide information in userfriendly ways, to fisher and non-fisher households, businesses andmanagement bodies to underpin effective decision making.
Managed Access
Build effective local management groups that have transparent, equitable andrepresentative decision making over fishing activities in coastal waters. Thesegroups can receive and distribute legally recognized exclusive rights tocommunity-based fishers for delimited coastal areas and can regulate fishingeffort through a cap on individuals and/or vessels in conjunction withadditional management regimes such as harvest control rules.
Behavior AdoptionApply behavioral insights to shape norms, promote sustainable behaviors anddeliver lasting change across various levels of human society.
GenderMainstreaming
Build key training components into the curricula to ensure gender equity in theestablishment and operation of fisheries management groups. Recognize andhighlight the critical role of women in coastal community-based fisheries. Andenhance the important role women play in promoting and maintainingsustainable fishing behaviors in communities.
Adaptive Capacityto Climate Change
Identify and plan for the effects of slow onset and sudden shock impactsassociated with climate change, especially regarding coral reef health,distribution of target fish populations and access to fishing grounds. This willalso support local governments develop and embed fisheries managementinto climate change adaptation strategies.
8
Policy and Governance
Goal: Policy and governance frameworks are in place across all levels of government to build anenabling environment for prioritization of coastal fisheries and for the widespread adoption ofcommunity-based fisheries management through clear legal and regulatory pathways, policyand financial commitments, networks of champions, and insititutional arrangements andpartnerships.
Pillar Objective Description
Institutionalarrangements andpartnerships
Establish institutional arrangements and partnerships among government andother stakeholders for widespread adoption of Managed Access with Reserves
Legal regulatorypathways
Identify and establish clear pathways for communities to secure access rightsand implement managed access with reserves
PolicyCommitments
Identify and secure relevant national, sub-national and local policycommitments towards sustainable and resilient coastal fisheries
Networks ofchampions
Build network of political champions that will elevate the issues of coastalfisheries in national and international discussions, push for effectiveimplementation at sites, and encourage peers to support solutions
Prioritization ofCoastal Fisheries
Priority and preference for coastal communities in their access to andsustainable use of coastal fisheries
FinancialCommitments
National, sub-national and local financial commitments towardscommunity-based comanagement / Managed Access with Reserves or otherelements of Fish Forever
Blended Finance
Goal: Build sustainable finance mechanisms from public and private sources to transition andmaintain the costs of implementing Managed Access and Reserves at scale.
Pillar Objective Description
Public Funding
Quantify the true cost of coastal fisheries management nationally and build areplicable model to increase the allocation of national and sub-national budgetsto managing community-based fisheries through a MA+R approach
Private Capital Unlock new funding from private capital to support the long-term sustainabilityof fisheries as true investable propositions
9
Public/PrivatePolicy
Creation of the guidelines for investing in Marine resources
2 M&E Indicator MetricsM&E metrics are constructed following the SMART Indicator Approach guidelines and aredesigned to be Specific, Measurable, Appropriate, Realistic, and Timely.
● Specific: Is the desired outcome clearly specified?● Measurable: Can the achievement of the objective be quantified and measured?● Appropriate: Is the objective appropriately related to the program's goal?● Realistic: Can the objective realistically be achieved with the available resources?● Timely: Can it be collected at intervals that will capture the intended changes?
To assess the impact, influence, leverage and learning, and the overall success of the FishForever program, three classes of metrics are developed: milestone metrics, outcome metrics,and impact metrics (Figure 2). Milestone metrics are aligned with the pillar objectives andmeasure program implementation progress. Outcome metrics evaluate the outcomes ofindividual program milestones. Impact metrics assess the progress toward overall program goalsresulting from the cumulative effects of all pillar milestones and outcomes.
Figure 2: M&E Metric Framework
10
Milestone Metrics
Milestone metrics are designed to measure program implementation progress. Programmilestones result from specific implementation activities that will vary across countries. Whilethe goal of the program is consistent globally, the path to get there will depend on cultural,political, social, economic, and ecological context. Milestone metrics are assessed throughoutthe life of the project as milestones are met at the national, sub-national or community level. Afull list of milestones and their metrics is included in Appendix A.
Outcome Metrics
Outcome metrics are designed to assess the outcomes of program milestones categorized asinfluence, leverage, or learning. While outcomes themselves do not prove causation withoutcontrols, they suggest a plausible mechanism by which program activities are likely to result inor be linked to specific outcomes through a well-developed theory of change (ToC). Outcomemetrics are assessed at the beginning and end of the program to identify how closely theprogram met its targets, and deviations from those targets are then used to update the ToC forfuture iterations. A full list of metrics is included in Appendix B.
Impact Metrics
Finally, impact indicators are designed to track progress towards the broader Fish Forever goals,aiming to achieve systemic change through cumulative effects of all pillar activities. The impactindicators put the pieces together and measure the effectiveness of the program as a whole insecuring livelihoods through managed access.
SDG Alignment
The Fish Forever M&E plan is specifically designed around measuring outcomes that connect tothe United Nations’ Sustainable Development Goals (SDG)s including contributions towardsseveral SDGs such as 1: No poverty; 2: No hunger; 5: Gender equality; 8: Decent work andeconomic growth; 12: Responsible consumption and production; 13: Climate Action, 14: Lifebelow water, 16: Peace, Justice, and Strong Institutions, and 17: Partnerships. Fish Forever canlink the focus on sustainable small-scale fisheries to meaningful high-level commitments thatsupport a range of political priorities. This will result in their prioritization and unlock politicaland financial support for sectoral reform.
We mapped Fish Forever outcomes and outcome metrics to related SDG targets and SDG globalindicators (Figure 3). A full list of linkages between SDGs and Fish Forever outcomes is includedin Appendix C.
11
Figure 3: Mapping Fish Forever Outcomes to SDG Targets
3 M&E Data Flow
The global M&E metrics will be collected systematically and analyzed to identify social andecological changes indicative of the program’s success. Global guidance documents and tutorialsthat outline implementation and data collection protocols for program activities can beaccessed through the FF2.0 Web Portal.
Data will be collected using electronic FastField forms loaded on to mobile or tablet devices oraccessed through a computer, Smartsheet, Ourfish, or template CSV files and uploaded directlyto the FF2.0 global data storage system (data.world). The purpose of this approach is tostandardize and streamline data entry across all Fish Forever countries and expedite dataprocessing. This approach will reduce or eliminate the need for country teams to organize,quality control, and process data. As FastField forms associated with M&E tools are completed,data will be automatically processed and analyzed in data.world and processed data willauto-populate the M&E Matrix Dashboard. This will provide the quantitative basis for globalprogram evaluation and reporting needs (Figure 4).
All results from data analyses, including summary tables and data visualizations, can beaccessed through the FF2.0 Web Portal for all data sharing and reporting needs.
12
Figure 4: Summary of Data Flow
4 Data Collection Tools
Data collection guidance and tools were developed to inform each M&E milestones, outcomesand impacts. Below is a summary of each tool developed to monitor and evaluate programfootprint and community-based management pillar objectives. The Policy and Governance aswell as Blended Finance tools are in development and the M&E plan will be updated upon toolfinalization.
Program Footprint
Program footprint data including community level population demographics will be used tomeasure the overall program footprint and progress toward achieving program milestones. Thedata will be used to calculate proportional metrics that will inform program reach and progresstoward milestones. These data will be collected via Smartsheet. Data will be automaticallyextracted and populate the M&E Matrix where appropriate allowing comparisons across timeand locations and facilitating reporting and communication throughout the program.
Community-Based Management
Thirteen data collection tools were developed under the community-based management pillarmetrics to assess program milestones, outcomes, and impacts (Figure 5).
13
Figure 5: Community-Based Management Data Collection Tools
Financial and Market Inclusion
A series of workshops and trainings will be deployed across communities which include detailedtrainings in financial literacy, establishing savings clubs, and building community enterprises.These three tools will evaluate the program’s ability to build local financial capacity andresilience. The fourth tool under financial and market inclusion is the value chain analysis(VCA). This tool will assess links between communities and markets and identify activities toincrease product value. Refer to the Financial and Market Inclusion Global Guidance documentfor detailed protocol guidelines.
Fisher Registration
The fisher registration system provides a digital record of all fishers as well as a record of whohas access rights to fishing grounds. A new registration system can be established in regionswithout an existing system or can be linked to existing sub-national or national systems.Registering fishers is a critical step for obtaining consistent and accurate catch records. A fisherregistration campaign and training materials will lead these efforts. The number of fishersregistered will link directly from the registration system to the M&E matrix. Refer to the FisherRegistration Global Guidance document for detailed protocol guidelines.
Digital Catch Reporting (Ourfish App)
The Ourfish app allows buyers to self-report the types, quantities, and costs of fish purchasedfrom community fishers. This provides an independent accounting of fishery production and asecondary source of fishers self-reported income. Buyer reporting will help reveal the size of thelocal market and provide data on the scale of harvest. The repeated collection of buyer data willprovide data on seasonal variations and long-term trends, serving as an early warning systemfor fishery decline. Refer to the Ourfish Global Guidance documents for detailed protocolguidelines.
Climate Change Vulnerability Assessment (CCVA)
The Climate Change Vulnerability Assessment identifies climate threats that face specificlocations and identifies actions that will be most beneficial given those location-specificcharacteristics and challenges. The data used for the vulnerability assessment is acquiredthrough four standard Fish Forever sources (ecological monitoring, household surveys,community profiling, and Ourfish) and several geospatial data sources. The data collectedthrough FastFields will automatically populate the CCVA data tables. Additional geospatial data
14
will be automatically extracted from global databases based on the geographical location ofeach community. No additional data collection is required but it is important to understand thevariables used in the analysis and the sources for the data. Refer to the CCVA Global Guidancedocument for details on data collection, automatization, and data visualizations.
Ecological Monitoring
Underwater surveys will be conducted through partner universities and local organizations tocharacterize the marine and coastal ecosystems inside and outside of the MA+R areas andmonitor ecological trends over time. Key fish and benthic species will be recorded withinrepresentative survey areas, allowing for estimates of abundance, length, percent habitat cover,functional diversity, and ecological resilience to climate change. Representative high-resolutionecological data will be coupled with habitat extent estimates calculated from satellite data.Refer to the Ecological Monitoring Global Guidance document for detailed protocol guidelines.
Community Profiling
Community or village level profiling gathers and organizes information/insights from multiplekey stakeholders involved/impacted by fisheries management through focus group discussions,key informant interviews, community and ecological mapping mapping, and secondary datareview. Information will be organized into a comprehensive Community/Village level profile tounderstand the broader context in which programs are taking place and inform programelements including MA planning, CCVA planning, financial and market landscape, behaviorInsights for campaign planning, and planning for management bodies.
Household Surveys (HHS)
The primary instrument for capturing social data is the Household Survey (HHS). The HHScontains questions gaging respondent’s engagement with the local fishery, resilience toeconomic shocks, and perceptions of the efficacy of current management approaches. The HHSincludes mostly defined-answer questions (yes/no, or selection given responses) questions toincrease survey efficiency, allowing for a larger number of respondents, while minimizingrespondent disruption and survey fatigue within the community. Refer to the HHS GlobalGuidance document for the survey instrument and sampling protocol.
Fisheries Management Assessment (FMA)
The Fisheries Management Assessment tool provides an analytical platform to assesssmall-scale fisheries, visualize data, and achieve fishery goals by adaptive management. The toolwill help the user implement fisheries management measures based on the best availablescience, assess how these management interventions are performing, and then adjust them asnecessary. One of the main outcomes of the FMA tool is to create an Adaptive FisheriesManagement Plan to improve local fisheries. Refer to the FMA Guidance document for details.
15
Managed Access and Reserve Planning
The managed access and reserve planning tool provides guidance for establishing managedaccess areas and effective management bodies. Basic principles include criteria for establishingmanaged access area boundaries, management body member competencies, decision makingprocesses, and management body function. Refer to the Managed Access and Reserve PlanningGlobal Guidance document for detailed protocol guidelines.
Reserve Design
Marine reserve design involves a scientifically-informed, participatory process to identifyoptimal areas for no-fishing zones that will provide the maximum benefit for fisheries whileensuring the recovery and persistence of key fish populations. The output of this process will beassessed through a reserve design evaluation process, where the technical team summarizesthe newly designed MA+R areas and calculates summary statistics such as total area, larvalconnectivity, habitat characteristics within the reserve. In addition, the reserve design tool willevaluate adoption of the recommended boundaries. Refer to the Optimized Reserve DesignGlobal Guidance document for detailed protocol guidelines.
16
Figure 6: Links Between Data Collection Tools and Pillar Objectives
17
Figure 7: Links Between Data Collection Tools and Program Goals
18
Data Collection Design
Sampling Locations
Where funding permits, all data collection detailed above should be conducted in eachcommunity where Fish Forever program components are implemented. As the programcontinues to scale reaching hundreds to thousands of communities, this approach may not bepossible. An alternative approach is to cluster communities across the relevant area of interest(province, municipality, district, etc.) and select representative communities for data collectionactivities. Under this methodology, we will assume that the data collected at a subset ofcommunities represents all communities within the area of interest. This approach reducessampling effort and cost while still allowing an accurate and efficiency evaluation of theprogram. Clustering communities requires preliminary data collection from governments orother entities. If the required data is not available, clustering will not be possible. The mainpriority of data collection is to obtain the recommended number of samples in each location asdefined by the global guidance documents. For instance, 200 household surveys per communityor cluster. Please refer to global guidance documents for clustering protocols.
Timeline
The timeline for M&E data collection begins at Project Initiation and ends at the 10-year ProjectImpact period (Table 1). Project initiation activities include collecting baseline and profiling dataprior to MA-R establishment. MA-R finalized activities include those that will be conducted oncethe final MA-R placement has been agreed upon and established by the community. Projectcompletion activities will provide data to evaluate the outcomes and impacts after all programmilestones are achieved. Impact years 5 and 10 will be used to evaluate long term ecologicaland social trends, as well as monitor fisher registration and catch reporting sustainability.
19
Table 1. List of tools and general timeline of M&E data collection activities.
Tool
ProjectInitiation
MA-RFinalizedb
(Year 2)
ProjectCompletion Impact
Year 5c
ImpactYear 10d
(Year 1) (Year 3)
Focus groupdiscussions
Baseline Evaluate Evaluate
HouseholdSurvey
Baseline Evaluate Evaluate
Fisherregistration
Baseline Monitor Evaluate Monitor Monitor
CatchReporting(OurFish)
Baseline Monitor Evaluate Monitor Monitor
EcologicalMonitoring
Baseline Evaluate Evaluate
MA-R Planning Baseline Evaluate
Financial andMarketInclusion
Evaluate
Reserve Design Evaluate
Policy Review Baseline Evaluate
5 Data Analysis and Reporting
Data will be automatically analyzed in data.world and processed data will auto-populate theM&E Dashboard, providing the quantitative basis for global program evaluation and reportingneeds. All raw data and data analysis results including summary tables and visualizations can beaccessed through the FF2.0 Web Portal.
Experimental Design and Controls
Assessing impact requires controls. Understanding what was affected by the program requiresunderstanding what changes would have occurred without the program. To measure this effect,indicator measurements need to be distributed across the study area, and control samples needto be collected in neighboring communities that have not been influenced by the program.
20
Controls should be included where funding is available. Refer to global guidance documents oncontrol site selection.
Quality Assurance and Limitations
Because data collection is necessarily limited by time and available resources, data may beincomplete, or contain errors. Efforts are taken to minimize those shortcomings throughcross-validation by comparing indicators collected using different tools, or by comparingindicators with other available datasets, such demographic data from census counts. If twoindicators agree, then we can be confident in the results. If the two indicators disagree, there isnew information in that result and further work needs to be done to understand the driver ofthose results. Due to resource limitations, not all indicators can be validated in such a manner.In these cases, thoughtful indicator design and robust collection methods provide first-orderquality assurance, but secondary validation is desired where possible. Other statistical analysescan help determine anomalies in the data and identify potential pitfalls.
In general, data collected through the M&E process is designed to capture specific trendsaffected by program activities, but it is helpful to remember that “indicators only indicate”(Eurostat 2018) and it is the role of the M&E practitioner to unpack those data through robustanalyses to understand their meaning.
Automatic filtering for errors or incomplete information will be conducted through data.worldas well as cross referencing where data resources exist.
Baseline Report
As soon as sufficient baseline data has been collected, the baseline evaluation should beundertaken to assess current conditions. The M&E Dashboard will be auto-populated with datacollected using the FastField forms and automatically analyzed in data.world. A basic report willbe produced using standardized visualizations and tables for each community, sub-nationalarea, or country. The report will be available through the web portal and can be exported andshared.
Program Evaluation
After completion of program activities, all M&E activities aside from ecological monitoring willbe reconducted to measure how conditions have changed during the course of the program.The data collected will again auto-populate the M&E Dashboard. The program completion datawill be compared against the baseline data to populate the evaluation report to identify whichindicators changed during the program and by how much. From the program evaluation, we canthen assess whether or not the program met, satisfied, or fell short of its targets, and by how
21
much. The use of robust, quantifiable indicators will provide detailed, accurate insight into theeffectiveness of the program.
Long-Term Evaluation
Long-term trends will be assessed at 5 years and then again at 10 years. We expect to seesignificant improvements in most fish populations resulting from improved management afterapproximately 5 years. These long-term evaluation data will then again auto-populate the M&EMatrix allowing for updated evaluations reports. The long-term evaluation report will then becompared against the baseline and program evaluation reports to identify long-term trends infish recovery and social metrics. We will monitor catch reporting through Ourfish to assesslong-term benefits of the program to the livelihoods of the fishers and we will monitor fisherregistration to evaluate how the system has been sustained in the community.
Updating the Theory of Change
Where the program evaluation met or exceeded its targets, we can confirm that the theory ofchange was correct and that mechanism driving change is confirmed. However, in cases wheretargets were not reached, this indicates that the assumed causative relationship betweenactivity and indicator was incorrect. In these instances, alternative hypotheses must bedeveloped that explain how the activity did not achieve the impact desired, or how theindicator failed to accurately measure the impact, while incorporating all evidence, old and new,in the theory.
The result of the program evaluation and the update of the theory of change is a series ofLessons Learned, which should form the final section of the program evaluation report.
The Global M&E Assessment Report
Each year, an Annual Global M&E Assessment Report will be written providing an update onglobal progress. This includes the number of countries active, number of participating fishers,area of marine reserves, and progress towards conserving biodiversity, sustaining livelihoods,securing food, and improving wellbeing. The report will also provide inter-country comparisonsto identify which activities are successful in which areas, and what underlying conditions maybe affecting progress, providing key insights for adapting future implementations to localcontexts. The annual report will provide quantified progress updates and should be submittedin time for annual funding reporting requirements.
6 Updating the M&E PlanThe global M&E plan is designed as a living document, meant to establish a robust program andplatform of data collection. However, each iteration of Fish Forever will result in new lessonslearned that need to be incorporated into the global plan. The lessons learned may becomplemented by a high-level gap analysis to identify what important factors are being missed
22
by the current approach. The results of the lessons learned, and gap analysis should be used toupdate the M&E plan, however updates must also ensure continuity by refining indicators inways that they will still be comparable across different country implementations and iterations.Updates should take place as needed. Prior to the start of each new Fish Forever countryiteration, the latest version of the global M&E plan should be consulted.
7 References
CDC 2008. A guide to conducting household surveys for Water Safety Plans. Atlanta: Centers forDisease Control and Prevention. U. S. Department of Health and Human Services. <https://www.cdc.gov/nceh/ehs/gwash/publications/guide_conducting_household_surveys_for_water_safety_plans.pdf>
Eurostat, 2018. Towards a harmonized methodology for statistical indicators. Part 1: Indicatortypologies and terminologies. ISSN 2315.0815
Seyd, B. 2016. How should we measure political trust? PSA annual conference paper, Brighton,UK. 21st-23rd March 2016. <https://www.psa.ac.uk/sites/default/files/conference/papers/2016/Paper.v2.pdf>
SMART, 2012. Sampling Methods and Sample Size Calculation for the SMART Methodology<https://www.researchgate.net/publication/259999424_Sampling_Methods_and_Sample_Size_Calculation_for_the_SMART_Methodology>
Vihervaara, P., Mononen, L., Nedkov, S. and Viinikka, A., 2018. Biophysical mapping andassessment methods for ecosystem services. Deliverable D3, 4.
23
Appendix A: M&E Outcome Metrics
Community-Based Management: Optimized Reserve Design, Financial and Market Inclusion, Data for Decision Making, ManagementCapacity, Behavior Adoption, Gender Inclusion, and Adaptation to Climate Change
Pillar objective Pillar Objective Goal Milestone Milestone Metric Outcome Outcome ME Metric
OptimizedReserveDesign
Use participatoryapproaches combinedwith scientific supportto design MA+R areasthat provide abiologically robustsolution to replenishand sustain target fishspecies. This isachieved by balancingthe protection of apopulation throughfully protected areaswith spillover ofindividuals into fishingareas to support thelocal fishery. Inaddition, optimizedreserve design followsinternationallyrecognized guidelinesfor developingequitablecommunity-basedtenure over naturalresources right-sizedfor the appropriate
Ecological priorityareas developedaccording to globalreserve designguidance andpresented tosub-national decisionmakers
Proportion of regionswith ecologicalstrategy maps thathave been presentedto sub-nationaldecision makers
Sub-nationaldecision makerscommit toprotecting areasidentified inecological strategymaps
Number of commitmentsto protect areas identifiedin ecological strategy maps
Optimized reserveplacement optionsdeveloped accordingto global reservedesign guidance andpresented tocommunities
Proportion ofcommunities withreserve placementoptions developedaccording to theglobal reserve designguidance
Ecologicallyoptimized reserveplacement optionsreflect optimalconnectivity,habitat protection,and reserve size.
Percent of recommendedreserve size adopted
Percent of key life historyhabitats protected withinthe reserve networkMean connectivityoptimization score
Participatoryworkshops completedto finalize reserveboundaries that areconsistent withoptimized reserveplacement optionsand agreeable tofishers.
Proportion ofcommunities withfinalized reserveboundaries
Communitymembers areinvolved indeveloping reserveboundaries
Proportion of community’smembers who attendedreserve designparticipatory workshops
24
scale to match thebiological principlesunder-pinning thereserve networks.
Reserve boundariesadopted bycommunity leaders
Proportion ofcommunities withadopted reserveboundaries
Ecologically andsocially optimizedreserve boundariesare adopted by thecommunity
Total reserve area
Pillar objective Pillar Objective Goal Milestone Milestone Metric Outcome Outcome ME Metric
Financial andMarketInclusion
Build financialliteracy and tools toenable fisherhouseholds, owneroperators, smallbusinesses and thewider community tomaximize the valueand retention ofincome generatedfrom fishing.Provide access tofinancial servicesand opportunities(e.g., savings,insurance, andformal credit andinvestments) toexpand the financialplanning horizonand themechanisms for thecommunity to retainand build wealth.
Value Chain Analysiscompleted to connectcommunities tomarkets in accordancewith global guidancedocuments
Proportion ofcommunities withactivities identifiedthat will add value tofisheries products
Add value to fisheryproduct throughincreased price orvolume sold
Price * Volume of fisheryproducts
Effective financialliteracy trainingcompleted withcommunity membersin accordance withglobal guidancedocuments
Proportion ofcommunity membersattending financialliteracy trainings
Communitymembersunderstand theimportance offinancialmanagement andsetting financialgoals by makingpersonal,household and/orbusiness budgets
Average improvement infinancial literacy exam
Functioning savingsclubs established inaccordance withglobal guidancedocuments
Proportion of fisherhouseholds that aremembers of savingsclubs
Regular meetingsthat create socialand financial capital
Total annual turnover insavings clubsProportion of savingsclubs’ memberscontributing funds
Functioningcommunityenterprisesestablished in
Proportion ofcommunities withestablished
Productive andprofitable projectsadding value to theproduct and
Total revenue ofcommunity enterprises
25
accordance withglobal guidancedocuments
communityenterprises
providing goodsand services to thefishing activity
Partnershipsestablished withfinancial institutions inaccordance withglobal guidancedocuments
Proportion of suitablefinancial institutionsthat are providingservices to thecommunity
Increase provisionof financial servicesfor fisherhouseholds andcommunityenterprises
Proportion of fishers withactive accounts in financialinstitutions
Pillar objective Pillar Objective Goal Milestone Milestone Metric Outcome Outcome ME Metric
Data forDecisionMaking
Provide essentialand scientificallyrobust data on thestatus of localfisheries and criticalhabitat, using digitaltechnology toprovide informationin user friendly anduser useful ways, tofisher andnon-fisherhouseholds,businesses andmanagement bodiesto underpineffective decisionmaking.
Digital fisherregistration systemadopted bygovernments
Proportion ofsubnationalgovernments thatadopted digital fisherregistration system
Fisher registrationdata accessible anduseable by localdecision makers
Proportion of localmanagement bodies thathave access to fisherregistration data
All known fishersrecorded in Rare'sregistration system
Proportion of fishersregistered
Catch data is linkedto individual fisher
Total reported catch perfisher per trip
Buyers trained to useOurfish
Proportion of buyerstrained to use Ourfish
Catch data isconsistentlyrecorded by buyers
Mean monthly frequencyof catch records by buyer
Ecological monitoringcompleted
Proportion of managedaccess and reserveareas with ecologicalmonitoring completed
Fish abundance,fish size, fishdiversity, habitatextent and cover,and habitatdiversity data arecollected toevaluate trends
Fish abundance
Fish size
Fish diversity
Habitat extent and cover
Habitat diversity
Management bodiestrained to use catch
Proportion ofmanagement bodiesthat have received
Data is used bymanagementbodies to adapt
Number of decisionsinfluenced by catch andecological data that adapt
26
and ecological datafor decision making.
training to use catchand ecological data fordecision making
fisheriesmanagementcontrol rules
fisheries managementcontrol rules
Data is shared bymanagementbodies withgovernments andinternationalorganizations
Number of times themanagement body usedecological and catch data inreporting documents togovernment andinternational organizations(i.e., FAO)
Pillar objectivePillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
ManagedAccess
Build effectivelocalmanagementgroups that havetransparent,equitable andrepresentativedecision makingover fishingactivities incoastal waters.These groupscan receive anddistribute legallyrecognizedexclusive rightstocommunity-based fishers fordelimited coastalareas; and can
Management bodyestablished withclear goals andobjectives
Proportion ofcommunities withmanagementbodiesestablished withclear goals
Community members areconfident is the ability ofthe management body tomanage the fishery
Proportion of participants whoare confident they willcontinue to benefit fromcommunity management ofthe fishery for the next 5years.Proportion of fishers whoperceived that their catchremained stable or increasedover the past 2 years
MA boundariesdesigned inaccordance toglobal guidance
Proportion ofcommunities withMA boundariesdesigned inaccordance toglobal guidance
MA adopted andboundaries clearlydesignated
Total managed access areaadopted
Fisheriesmanagementplan(s) developedin accordance toglobal guidance
Proportion ofmanagementbodies that havedeveloped afisheries
Fisheries managementplan(s) adopted bymanagement body
Proportion of fisheriesmanagement bodies that haveadopted a fisheriesmanagement plan(s)
27
regulate fishingeffort through acap onindividualsand/or vessels inconjunction withadditionalmanagementregimes such asharvest controlrules.
management planin accordance toglobal guidance
Appropriate fisheriesmanagement controlsdefined in managementplan(s)
Proportion of fisheriesmanagement plan(s) thatincludes appropriatemanagement controls asdetermined by the FF FisheriesManagement Assessment tool
Management bodyleadershiprepresentsinterests ofcommunitymembers
Proportion ofcommunitymembers whofeel that theirinterests arerepresented bythe managementbody
Community members areconfident in the ability ofthe management body tomanage the fishery
Proportion of communitymembers who feel that thefisheries management bodymakes decisions that benefitthe fishery and community
Management bodyholds meetings atleast monthly
Proportion ofcommunities withmanagementbodies that holdmeetings at leastmonthly
Community membersparticipate inmanagement body atleast monthly
Proportion of fishers and otherstakeholders who attendmanagement body meetingsat least monthly
Management bodyis transparent andaccountable
Proportion ofmanagementbodies with clearstrategies forcommunicatingdecisions in theirconstitution andmanagementplans
Decision making processand results aretransparent
Proportion of communitymembers who are aware offishing regulations
Results of thedecision-making processare effective
Proportion of communitymembers who feel thatcurrent fishing regulations areeffective at managing thefishery and at ensuring catchesremain stable.
Management bodyhas an externalcoordination planin place to identifypaths to influence
Proportion ofmanagementbodies withexternal
Coastal fisheries arerepresented insub-national and nationalfisheries managementdecisions
Number of times amanagement bodyrepresentative participated ina national or subnational
28
and inform at asub-national andnational level
coordination planin place
decision-making forum in thelast 12 months
Management bodyestablishes fisheraccess rights formanaged accessareas
Proportion ofcommunities withfisher accessrights established
Access rights in MA areasdistributed fairly
Proportion of fishers whobelieve that access rights havebeen distributed fairly withinthe established MA
Enforcement andsurveillance systemare developed andadopted
Proportion ofcommunities withdeveloped andadoptedenforcement/surveillancesystem
Increase in perceivedcompliance withregulations
Perceived frequency of gettingcaught for violating regulations
Frequency of observed use ofunapproved gear, fishing inreserve, and unpermittedfishing in MA
Funding andsustainablefinancing plan isdeveloped tosupportmanagementactivities
Proportion ofcommunities witha financing plandeveloped
Funding is received fromgovernment andnon-government entitiesto support managementactivities
Proportion of managementactivities funded bygovernment andnon-government entities.
Pillar objective Pillar Objective Goal Milestone Milestone Metric Outcome Outcome ME Metric
BehaviorAdoption
Apply behavioralinsights to shapenorms, promotesustainablebehaviors anddeliver lastingchange acrossvarious levels ofhuman society.
Professionalfisher campaign- Registration
Proportion ofcommunities whereregistration activitiesassociated with theprofessional fishercampaign arecompleted
Fishers believeregistering isimportant
Proportion of fishers who believethat registering will help tomaintain or improve fish catch
Fishers register Proportion of registered fishers
29
Professionalfisher campaign- Participation
Proportion ofcommunities whereparticipationactivities associatedwith the professionalfisher campaign arecompleted
Fishers believethat participationwill improvemanagement
Proportion of fishers who believethat participation in managementwill help to maintain or improvefish catch
Fishers participatein managementbody
Proportion of fishers who activelyengage in the decision-makingprocess
Fishers encourageothers toparticipate
Proportion of fishers thatencourage others (both inside andoutside their local community) toparticipate insustainable/responsible activity
Professionalfisher campaign- Reporting
Proportion ofcommunities wherereporting activitiesassociated with theprofessional fishercampaign arecompleted
Fishers believethat reportingcatch is importantto sustain fishery
Proportion of fishers believe thatreporting catch is important tomaintain or improve fish catch
Fishers catch isrecorded bybuyers
Proportion of registered fisherswith reported catch
Professionalfisher campaign- Compliance
Proportion ofcommunities wherecompliance activitiesassociated with theprofessional fishercampaign arecompleted
Fishers believethat compliancewith fishingregulations willimprove catch
Proportion of fishers who believethat compliance with fishingregulations will help to maintain orimprove fish catch
Fishers complywith fishingregulations
Proportion of fishers who claimthat other fishers comply withfishing regulations
Pillar objective Pillar Objective Goal Milestone Milestone Metric OutcomeOutcome MEMetric
GenderMainstreaming
Build key training componentsinto the curricula to ensuregender equity in theestablishment and operation of
Facilitate women'saccess to financialtools andinformation
Proportion ofcommunityenterprise
Strengthenwomen's role infinancial decisionmaking
Proportion ofwomen incommunity whomake financial
30
fisheries management groups.Recognize and highlight thecritical role of women in coastalcommunity-based fisheries. Andenhance the important influencerole women play in promotingand maintaining sustainablefishing behaviors in communities.
members who arewomen
decisions for thehousehold
Proportion ofwomen buyerstrained to useOurfish
Promote women'sparticipation infisheriesmanagement
Proportion ofexamples andreferences usingboth women andmen in leadershippositions
Increasedparticipation bywomen in fisheriesmanagement
Proportion ofwomen incommunity thathave attended amanagement bodymeeting in the lastmonth
Proportion ofmanagement bodymeetings that werescheduled at a timesuitable for womento participate
Proportion ofwomen incommunity thathold leadershippositions in themanagement body
Promote theinclusion ofwomen's interestsin MA+R designand managementplan development
Proportion ofgender specificworkshops ormeetings
Women's interestsrepresented andcontributionsrecognized byfisheriesmanagement body
Proportion ofwomen who feelthat theircontributions tothe fishery arerecognized
Proportion ofworkshopattendees whowere women
Proportion ofwomen who feelthat their interestsare represented indecision-makingprocesses
Pillar objective Pillar Objective Goal Milestone Milestone Metric Outcome Outcome ME Metric
31
AdaptiveCapacity toClimateChange
Identify and plan for theeffects of slow onsetand sudden shockimpacts associated withclimate change,especially regardingcoral reef health,distribution of targetfish populations andaccess to fishinggrounds. This will alsosupport localgovernments developand embed fisheriesmanagement intoclimate changeadaptation strategies.
Climate ChangeVulnerabilityAssessmentcompleted
Proportion ofcommunities with aclimate changevulnerabilityassessment completed
Improvedcapacity toadapt to effectsof climatechange
Ecological adaptive capacityscore
Proportion of communitieswith a risk or disaster planthat incorporates climatechange response actions
Social adaptive capacityscore
32
Policy & Governance: Institutional Arrangements and Partnerships, Legal Regulatory Pathways, Policy Commitments, Networks ofChampions, Prioritization of Coastal Fisheries, Financial Commitments
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
Institutionalarrangements andpartnerships
Establishinstitutionalarrangementsandpartnershipsamonggovernmentand otherstakeholders forwidespreadadoption ofManagedAccess withReserves
Landscape analysis ofstakeholders identifiescritical and synergisticpartnerships that willenable widespreadadoption of ManagedAccess with Reserves
Landscape analysisidentifies and gradesgovernment agencies,academic institutions,sub-nationalgovernments, capacitybuilding organizations,and existing localgovernement networksin their relevane andimportance to the FishForever goals with anengagement strategy forbuilding and managingthese partnerships.
The program works withpartners whosemandates are alignedwith the goals ofsustainable coastalfisheries and haveexpressed clear interestin adopting MA+R andCBM approaches
Number ofmission-aligned partnersthat sign Letters ofInterest
Train priority partners tobuild knowledge,appreciation and skillsfor managed access andcommunity basedfisheries management,aligning Fish Foreverwith their owninstitutional priorities
Proportion of identifiedpartners that have beentrained in Fish Foreverapproaches, to a levelwhere they can eithersupport implementationin current Raregeographies or are ableto replicate in otherareas
Partners have sufficientappreciation and skills tosupport or replicate MA+ R and CBM adoptionacross moregeograpahies
Proportion of identifiedpartners that receivetrainings on MA+R, CBM,etc.
Formal partnerships andarrangements areestablished to enableeffective
Proportion of potentialpartners in each tier ofrelevance with signedformal agreements (e.g
Partners have formalmechanisms for workingtogether on shared goalsleading to sustainable
Proportion ofpartnerships that lead toreplication or scale ofMA+R and
33
implementation and/orsupport to communitiesof sustainable coastalfisheries approaches
MOU, contracts etc) andshared workplans fortraining and / orimplementation.
and resilient coastalcommunities
community-basedfisheries managementapproaches (to bedefined, but may includeagreements to work innew geographies,address financing orpolicy issues, etc.)
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
Legalregulatorypathways
Identify andestablish clearpathways forcommunities tosecure accessrights andimplementmanaged accesswith reserves
National level policylandscape analysisidentifies potential legalpathways forestablishing communityrights-basedmanagement for coastalfisheries (ManagedAccess)
Proportion of coastalwaters with an identifiedcritical path forestablishing ManagedAccess with theirconstituent communities
Country teams are ableto formulate a clearstrategy for engaging keydecision-makers andstakeholders towardsthe formulation andadoption of legalinstruments enablingmanaged access andCBM
Country policyengagement strategythat reflects existinglegal framework, policyopportunity windows,and relevantstakeholders to engageand influence
National level policylandscape analysisidentifies potential legalpathways forestablishing no-takereserves in territorialseas both within andbeyond the boundariesof existing MarineProtected Areas /National Parks
Proportion of coastalwaters where the legalauthority and processfor declaring no-takereserves is clear
Country teams are ableto formulate a clearstrategy for engaging keydecision-makers andstakeholders towardsthe formulation andadoption of legalinstruments declaringNTZ's
Country policyengagement strategythat reflects existinglegal framework forNTZs, opportunity areasand relevantstakeholders to engageand influence
National and/ or localKey decision makers andstakeholders participate
Number of relevantdecision-makers andstakeholders (as
Key decision-makers andstakeholders supportMA+R and
Proportion of relevantdecision makers and keystakeholders that have
34
in discussions andconsultations onManaged Access withReserves
identified in thelandscape analysis) thatwere consulted on thelegal pathway / relevantinstrument
community-basedmanagement as astrategy for sustainablefisheries
signified support forMA+R and communitybased management (tobe determined percountry but can includeMOUs, publicpronouncements etc.)
Analysis of stakeholdercapacity identifies andcategorizes partnershipsthat will enablewidespread adoption ofManaged Access withReserves
Proportion ofcommunities (or LGUs)under variousgovernance structuresthat have formulatedappropriate policyinstruments needed toenable managed accessand community basedmanagement
Policy instrumentsenabling managedaccess and CBM, whichreflect key stakeholderinterests, are developed
Proportion ofcommunities that haveagreed to appropriatepolicy instrumentsformulated to enablemanaged access andcommunity basedmanagement
Relevant legalinstrument/s enablingMA+R andcommunity-basedfisheries management isadopted
Proportion ofcommunities or LGUsthat have legallyadopted appropriatepolicy instrumentsneeded to enablemanaged access andcommunity-basedmanagement
Relevant legalinstruments are in placeto ensure that fisheriesmanagement bodieshave clear, unambiguousmanagement authorityand decision-rights overclearly designatedareas/bodies of water
Proportion ofcommunities with legalauthority for area-basedmanagement of coastaland fisheries resources(to be determined percountry, but can includeCoastal Zone Planningauthority, MPAlegislation, FisheriesManagement Zonedesignations, etc.)
35
Proportion ofcommunities with legalprovisions enablingco-management ofocean resources (to bedetermined per countrybut can includeprovincial letter grantingrights to associations,municipal ordinancesidentifying user rights,etc.)
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
PolicyCommitments
Identify andsecure relevantnational,sub-nationaland local policycommitmentstowardssustainable andresilient coastalfisheries
Policy landscape analysisand strategy aredeveloped, whichprioritizes opportunitiesto influence relevantplans, policies, andprojects of governmentand other institutions /organizations , includingin the areas ofbiodiversity, climate,development, etc
Number of country /sub-national levelopportunities includedin the engagement planalong with theopportunity windows foreach option, completed
Country teams are ableto formulate a clearstrategy that prioritizesopportunities forsecuring governmentcommitments tosustainable and resilientcoastal fisheries
Country policyengagement strategythat reflects andprioritizes optimalexpressions ofcommitment and thepathway to securingthem
Partnership engagementplan used to build andmanage relationshipswith relevantdecision-makers andinfluencers
Proportion of partnersidentified in engagementplan that formal orinformal relationshipshave been established
Rare is able to provideinputs to theformulation of prioritizespolicies, plans, andprojects
Number of opportunitieswhere Rare is invitedand/ or has initiated toprovide technical orpolicy inputs, asked toconvene or facilitateconsultations, etc.
36
Relevant plans, policiesand projects incorporateprinciples/language/provisions/ approaches etcof Fish Forever.
Proportion of plans,policies and projects ofthe government relevantto coastal resourcemanagement that reflectprinciples / language /provisions / approachesof Fish Forever
Commitment toprioritize coastalfisheries (and the use ofFish Forever approaches)is demonstrated throughregulations, guidance,programmatic focus,documents and plans, orbudgets and lending
Number of national levelplans, policies,regulations and projectsthat reflect principles /language / provisions /specific approaches (eg.,national developmentplans, NDCs andNational Action Plans,etc.)Number of sub-nationalplans, policies,regulations and projectsthat reflect principles /language / provisions /specific approaches (eg,governor decree, FisheryManagement Areamanagement plan,RESEX plan, etc.)Number of localgovernment documents,plans, policies,regulations and projectsthat reflect principles /language / provisions /specific approaches(local development plan,etc.) ; as relevant, thismay need to specify onepolicy commitmentaround prioritization ofcoastal fisheries and
37
fishers within a country'sterritorial waters
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
Networks ofchampions
Build networkof politicalchampions thatwill elevate theissues of coastalfisheries innational andinternationaldiscussions,push foreffectiveimplementationat sites, andencouragepeers tosupportsolutions
Local governmentleaders make publiccommitment to coastalfisheries reform throughsigning the pledge
Proportion of localgovernment leadersfrom coastal areas thathave signed theleadership pledge
Leaders that Rare workswith are highly engagedadvocates of communitybased managementwithin and outside theircommunities
Number of policies,plans anddemonstrations ofpolitical will that localleaders have signed insupport of communitybased management
Government championsare identified, cultivatedand trained at national,sub-national and locallevels to be advocatesfor coastal fisheriesreform
Proportion of identifiedlocal, sub-national andnational leaders fromcivil society andgovernment that haveparticipated in trainingon effective advocacy forcoastal fisheries reform
Leaders that Rare workswith are knowledgeableadvocates of MA + R andcommunity basedmanagement bothwithin and outside theircommunities
leaders that contributeto widespread adoptionof MA+R (i.e., influencecommunity members asthey adopt managedaccess with reserves;influence other leadersto adopt and sustainaligned activities; andprovide informedopinions and relevantexperience to nationalauthorities to influencebroader policy decisionsand create champions ofthose officials); Maybeneed to track this atnational, sub-nationaland local levels ifneeded
Engagement plan helpsplace (civil society and)government championsat appropriate forumswhere their support forsustainable and resilientcoastal fisheries isshowcased
Proportion of relevantlocal, national andinternational eventstackling coastal fisheriesissues where leaderssupported by Rare haveparticipated as anadvocate for ManagedAccess with reservesand/or other elementsof fish forever
MA+R and CBMapproaches are sharedbroadly by credibleadvocates
Formal leadershipnetworks for sharing andlearning are established
Proportion of identifiedcivil society andgovernment leaders thatare part of a formal
Support for MA + R andCBM is diffused acrossmore communities
38
leadership networkfocused on coastalfisheries issues or areplaying a formal fisheriesleadership role inbroader networks (eg.Fisheries Committeechair in a League ofMayors)
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
Prioritization of CoastalFisheries
Priority andpreference forcoastalcommunities intheir access toand sustainableuse of coastalfisheries
Use numeric,evidence-basedarguments on the socialand economicimportance ofcommunity-basedfisheries so that they areappropriatelyrepresented in nationallaws governing marineresources
Proportion of localgovernments andsub-nationalgovernments that havepublished numeric dataon the status of theircoastal fisheries and canbe referenced innational laws governingmarine resources(for considerationnational level)
Territorial waters forcoastal fishing aredesignated by excludingindustrial fishing activityand high intensity fishinggears
Proportion ofmunicipalities withterritorial watersdesignated for coastalfisheries
Support the cooperationof national ministrieswith each other andconnect them verticallydown to localgovernment andcommunity-basedmanagement groups toimprove monitoring,surveillance andenforcement systemsthat can deliver thissegregation of fishingfleets
Proportion of nationalministries that areconnected to localgovernment andcommunity basedmanagement groups
39
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
FinancialCommitments
National,sub-nationaland localfinancialcommitmentstowardscommunity-basedcomanagement/ ManagedAccess withReserves orother elementsof Fish Forever
National and localanalysis that identifiesbarriers and prioritizesopportunity windows forsustainable financingcommunity basedfisheries management .
Sustainable financinglandscape analysis atnational/sub-nationaland selected local levelsidentifies regulatory,policy, capacityopportunities
Financial analysis of locallevels (or subnational)that helps identify thebarriers to sustainablefinancing.
Country teams are ableto formulate a clearstrategy for engaging keydecision-makers andprioritize most feasibleand impactful initiativesfor SF
Country sustainablefinancing strategy thatreflects prioritized list ofopportunities
Partnership engagementplan used to build andmanage relationshipswith relevantdecision-makers andinfluencers
Proportion of relevantpublic and privatestakeholders that areengaged in designing orenhancing mechanismsthat can directsustainable financingtowards coastal fisheries
Governmentstakeholders are activelyseeking opportunities toinclude coastal fisheriesin budget and financeagendas
Proportion of relevantdecision makers and keystakeholders that haveexpressed support forsustainably financingcoastal fisheries asexpressed in MOUs,LOIs, participation inworking groups, etc.
Relevant policies,guidance documentsand regulations includeappropriate financingmechanisms forsustainable coastalfisheries management,both to the sector, othercommunities and to
Proportion of relevantpolicies, guidancedocuments andregulations that includenew or enhancedfinancing mechanisms,both for the coastalfisheries sector, and forRare supportedcommunities (e.g.
Coastal fisheries as asector, and Raresupported communities,have sustainablefinancing sources tosupport continuedcommunity basedfisheries management
Proportion of projectedcost of coastal fisheriesreform (as a sector andin communities Rareworks in) that could becovered by new orenhanced sustainablefinancing mechanisms.
40
Rare supportedcommunities
budget guidelines,budgets, etc.)
Blended Finance: Public Funding, Private Capital, Public/Private Policy
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
PublicFunding
Quantify thetrue cost ofcoastal fisheriesmanagementnationally andbuild areplicablemodel
Creation of concept forMarine Asset Class
Delivery of concept ofMarine Asset Class
Successful create a valuefor marine assets
Investors use marineasset class as part of thevaluation process forsecurities
Identification of thecosts of each FF project
Independent per unitpricing for each FFproject
There is a value attachedto each FF project thatcan be used to costannual expenditures
Local governments willuse project costs in theirannual budgetingprocess for futureprograms.
To increase theallocation ofnational andsub-nationalbudgets tomanagingcommunity-based fisheriesthrough a MA+Rapproach
Sign MOUs withgovernments
Signed MOU betweenRare and the countrieswe work
The MOU will allow Rareto explore blendedfinance opportunities tosupport communitybased fisheries
Rare will actively workwith governments toidentify regions where ablended finance vehiclescould be deployed bythe region to supportcommunity basedfisheries
Advocate for theinclusion of FF principlesinto national andsub-national policy.
The inclusion of FFprinciples areincorporated intonational andsub-national policy.
With the inclusion of theFF principles in nationaland sub-national policy,the policies will beimplemented at a locallevel
Principles are adopted ineach country Rare BF isworking
41
Inclusion FF principles inNational DevelopmentPlans
FF included in NationalDevelopment Plans
FF principles areprioritizedregionally/locallybecause they areincluded in the NationalDevelopment Plans
FF principles areincluded in budgetallocation in projects ata regional and locallevel.
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
PrivateCapital
Unlock newfunding fromprivate capitalto support thelong-termsustainability offisheries as trueinvestablepropositions.
Structure frameworkconcepts that use publicfunding to crowd inprivate capital tosupport FF
Delivery of draftframework concepts
Increase the number ofprivate companiescontributing to fisheriesmanagement
Number of privateorganizationscontributing to fisheriesmanagement activities
Amount of fundingprivate organizationhave contributed tofisheries management
Pillarobjective
Pillar ObjectiveGoal
Milestone Milestone Metric Outcome Outcome ME Metric
Public/Private Policy
Creation of theguidelines forinvesting inMarineresources
Creation of guidelinesfor investing marineresources
Approved guidelines forinvesting in Marineresources
The guidelines areadopted by governmentsand commercial partners
Guidelines become adetermining/selectingfactor for investing inmarine resources
42
Appendix B: M&E Impact Metrics
Goal Objective Metric
Conserve Biodiversity
Fisheriesrecovery
Average length of target species
Target fish abundance
Fish genera diversity
Percent of predicted biomass realized inside the reserve
Percent of predicted catch realized by fishers
Species composition of total landings (by weight)
HabitatQuality
Average coral/mangrove/seagrass area measured by satellite data
Average percent live coral
Coral genera diversity
Improve Well-being
Social EquityProportion of community that believes they benefit equally from fishery as otherhouseholds
Political TrustProportion of community members who trust in the national government to makedecisions that benefit small scale fishing communities (normalized by dividing by thenumber of people who "trust most people")
Social TrustProportion of community members who trust in their fellow community members(normalized by dividing by the number of people who "trust most people")
Social TrustProportion of community members who trust in local decision-makers to makedecisions that benefit the community over their personal interests (normalized bydividing by the number of people who "trust most people")
CollectiveEfficacy
Proportion of community members who believe that the community has the ability tomanage the fishery effectively to maximize food and profits
Hope for thefuture
Proportion of fishers who are confident that their jobs are secure
43
Goal Objective Metric
Secure Food Supply
Food Security
Proportion of fisher households who are confident that they will be able to procureenough food for you and your family for the next 12 months
Proportion of fisher households that had to reduce meal size due to not having enoughfood in the last 12 months
Proportion of fisher households who often worry about not having enough food foreveryone in the household
Average frequency of household fish consumption
Food SupplyProportion of catch used for sustenance
Total catch
Sustain Livelihoods
FinancialCapacity
Proportion of community members have access to emergency funds, either throughpersonal savings, savings club, or other (enough to replace fishing gear, or reestablishtheir primary livelihood)
Mean perception of personal economic situation
Proportion of community members that have sufficient income to cover their family'sneeds
ValueRetention
Total fisher income from catch
HouseholdAssets
Major assets purchased in the previous 12 months (house, car, motorcycle/scooter,refrigerator, washing machine, boat, major fishing gear, etc.)
CommunityAssets
Estimated total value of new community-owned fisheries infrastructure has opened foruse in the last 36 months
FishingDependence
Proportion of household income coming from selling fish
44
Appendix C: SDG Metric Alignment
Milestone/Goal Outcome/Impact ME Metric SDG SDG Target SDG Indicator
Reserve boundariesadopted by communityleaders
Ecologically andsocially optimizedreserve boundaries areadopted by thecommunity
Total reserve areaLife BelowWater
14.5-Conserve Coastal andMarine Areas-By 2020,conserve at least 10 percentof coastal and marine areas,consistent with national andinternational law and basedon the best availablescientific information
*14.5.1Coverage ofprotected areasin relation tomarine areas
Partnerships establishedwith financial institutionsin accordance with globalguidance documents
Increase provision offinancial services
Proportion ofcommunity memberswith active accountsin financialinstitutions
DecentWork andEconomicGrowth
8.10 Strengthen the capacityof domestic financialinstitutions to encourage andexpand access to banking,insurance and financialservices for all
8.10.2Proportion ofadults (15 yearsand older) withan account at abank or otherfinancialinstitution orwith amobile-money-service provider
MA boundaries designedin accordance to globalguidance
MA adopted andclearly designated
Total managedaccess area adopted
Life BelowWater
14.2 Protect and RestoreEcosystems-2 By 2020,sustainably manage andprotect marine and coastalecosystems to avoidsignificant adverseimpacts, including bystrengthening theirresilience, and act for theirrestoration in order to
*14.2.1Proportion ofnationalexclusiveeconomic zonesmanaged usingecosystem-based approaches;Jointsurvey/compilat
45
achieve healthy andproductive oceans
ion withnational agencyandinternationalentity• Regional Seasregularreporting toUNEP
Management bodyleadership representsinterests of communitymembers
Community membersare confident that theirfisheries will improveand/or stabilize
Proportion ofcommunity memberswho feel that thefisheriesmanagement bodymakes decisions thatbenefit the fisheryand community
Peace andJusticeStrongInstitutions
16.7 Ensure responsive,inclusive, participatory andrepresentativedecision-making at all levels
16.7.2Proportion ofpopulation whobelievedecision-makingis inclusive andresponsive, bysex, age,disability andpopulationgroup
Promote women'sparticipation in fisheriesmanagement
Increased participationby women in fisheriesmanagement
Proportion ofwomen incommunity that haveattended amanagement bodymeeting in the lastmonth
GenderEquality
5.5. Ensure women’s full andeffective participation andequal opportunities forleadership at all levels ofdecision-making in political,economic and public life
5.5.2 Proportionof women inmanagerialpositions
Proportion ofwomen incommunity that holdleadership positionsin the managementbody
GenderEquality
5.5. Ensure women’s full andeffective participation andequal opportunities forleadership at all levels ofdecision-making in political,economic and public life
5.5.1 Proportionof seats held bywomen innationalparliaments andlocalgovernments
46
Promote the inclusion ofwomen's interests inMA+R design andmanagement plandevelopment
Women's interestsrepresented andcontributionsrecognized bymanagement
Proportion ofwomen who feel thattheir contributions tothe fishery arerecognized
GenderEquality
5.4 Recognize and valueunpaid care and domesticwork through the provisionof public services,infrastructure and socialprotection policies and thepromotion of sharedresponsibility within thehousehold and the family asnationally appropriate
5.4.1 Proportionof time spenton unpaiddomestic andcare work, bysex, age andlocation
Climate ChangeVulnerability Assessmentcompleted
Improved capacity toadapt to effects ofclimate change
Ecological adaptivecapacity score
No Poverty
1.5 By 2030, build theresilience of the poor andthose in vulnerable situationsand reduce their exposureand vulnerability toclimate-related extremeevents and other economic,social and environmentalshocks and disasters
*1.5.3. Numberof countrieswith nationaland localdisaster riskreductionstrategies
Proportion ofcommunities with arisk or disaster planthat incorporatesclimate changeresponse actions
ClimateAction
13.1 Strengthen resilienceand adaptive capacity toclimate-related hazards andnatural disasters in allcountries
*13.1.3.Proportion oflocalgovernmentsthat adopt andimplement localdisaster riskreductionstrategies in linewith nationaldisaster riskreductionstrategies
47
Legal and regulatoryframeworks are alignedacross local,sub-national, andnational scales.
Laws and regulations,or executive actionslike ministerial decreesand guidance, are inplace to ensure thatfisheries managementbodies have clear,unambiguousmanagement authoritythrough the devolutionof power
Proportion ofcommunities withlegal authority forarea-basedmanagement ofocean and coastalresources (i.e.,Ownership of oceanspace; Coastal ZonePlanning authority;Marine protectedarea legislation;Fisheriesmanagement no-takezones, Other legalinstruments forestablishing fisheriesmanagement areas;Other relevantarea-based legalinstruments orzoning plans)
GenderEquality
5.A Undertake reforms togive women equal rights toeconomic resources, as wellas access to ownership andcontrol over land and otherforms of property, financialservices, inheritance andnatural resources, inaccordance with nationallaws
5.A.2Proportion ofcountries wherethe legalframework(includingcustomary law)guaranteeswomen’s equalrights to landownershipand/or control
Life BelowWater
14B Support small-scalefishers -Provide access forsmall-scale artisanal fishersto marine resources andmarkets.
*14.b.1Progress bycountries in thedegree ofapplication of alegal/regulatory/policy/institutional frameworkwhichrecognizes andprotects accessrights forsmall-scalefisheries".Measured by 3Variables:"Variable 1,40%: Existenceof laws,regulations,policies, plansor strategies
48
that specificallytarget oraddress thesmall-scalefisheries sector.Variable 2, 30%:Ongoing specificinitiatives toimplement theSSF Guidelines.""Variable 3,30%: Existenceof mechanismsenablingsmall-scalefishers and fishworkers tocontribute todecision-makingprocesses "".Based on SSFGuidelinesSurvey"
Increase governmentfunding received bycommunity forfisheries management
Government fundingreceived bycommunity-basedfisheriesmanagement body inthe last year
No Poverty
1.B. Create sound policyframeworks at the national,regional and internationallevels, based on pro-poorand gender-sensitivedevelopment strategies, tosupport acceleratedinvestment in povertyeradication actions
1.B.1 Proportionof governmentrecurrent andcapital spendingto sectors thatdisproportionately benefitwomen, thepoor andvulnerablegroups
49
Conserve Biodiversity Fisheries recovery
Average length oftarget species
Life BelowWater
14.4-Sustainable Fishing-By2020, effectively regulateharvesting and endoverfishing, illegal,unreported and unregulatedfishing and destructivefishing practices andimplement science-basedmanagement plans, in orderto restore fish stocks in theshortest time feasible, atleast to levels that canproduce maximumsustainable yield asdetermined by theirbiological characteristics
14.4.1Proportion offish stockswithinbiologicallysustainablelevels*
Target fishabundance
Fish genera diversity
Percent of predictedbiomass realizedinside the reservePercent of predictedcatch realized byfishersSpecies compositionof total landings (byweight)
Secure Food Supply Food Security
Proportion of fisherhouseholds who areconfident that theywill be able toprocure enough foodfor you and yourfamily for the next 12months
Zero Hunger
2.1 By 2030, end hunger andensure access by all people,in particular the poor andpeople in vulnerablesituations, including infants,to safe, nutritious andsufficient food all year round
2.1.2 Prevalenceof moderate orsevere foodinsecurity in thepopulation,based on theFood InsecurityExperienceScale (FIES)
Proportion of fisherhouseholds that had Zero Hunger
2.1 By 2030, end hunger andensure access by all people,
2.1.2 Prevalenceof moderate or
50
to reduce meal sizedue to not havingenough food in thelast 12 months
in particular the poor andpeople in vulnerablesituations, including infants,to safe, nutritious andsufficient food all year round
severe foodinsecurity in thepopulation,based on theFood InsecurityExperienceScale (FIES)
Proportion of fisherhouseholds whooften worry aboutnot having enoughfood for everyone inthe household
Zero Hunger
2.1 By 2030, end hunger andensure access by all people,in particular the poor andpeople in vulnerablesituations, including infants,to safe, nutritious andsufficient food all year round
2.1.2 Prevalenceof moderate orsevere foodinsecurity in thepopulation,based on theFood InsecurityExperienceScale (FIES)
Value RetentionTotal fisher income
from catchReducedInequality
10.1 By 2030, progressivelyachieve and sustain incomegrowth of the bottom 40percent of the population ata rate higher than thenational average
10.1.1 Growthrates ofhouseholdexpenditure orincome percapita amongthe bottom 40percent of thepopulation andthe totalpopulation
51
Life BelowWater
14.7-Increase the economicbenefits from the sustainableuse of marine resources-By2030, increase the economicbenefits to small islanddeveloping States and leastdeveloped countries fromthe sustainable use of marineresources, including throughsustainable managementof fisheries, aquaculture andtourism
14.7.1Sustainablefisheries as aproportion ofgross domesticproduct in smallislanddevelopingStates, leastdevelopedcountries andall countries**
Zero Hunger
2.3 By 2030, double theagricultural productivity andincomes of small-scale foodproducers, in particularwomen, indigenous peoples,family farmers, pastoralistsand fishers, includingthrough secure and equalaccess to land, otherproductive resources andinputs, knowledge, financialservices, markets andopportunities for valueaddition and non-farmemployment
2.3.2. Averageincome ofsmall-scale foodproducers, bysex andindigenousstatus
52