STRATEGIC PARTNERSHIP FOR THE SUSTAINABLE DEVELOPMENT OF THE SEAS OF EAST ASIA ORGANIZATIONAL WORKSHOP June 2008 Quezon City, Philippines

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1 STRATEGIC PARTNERSHIP FOR THE SUSTAINABLE DEVELOPMENT OF THE SEAS OF EAST ASIA 1. Overview ORGANIZATIONAL WORKSHOP June 2008 Quezon City, Philippines An organizational workshop for the GEF/World Bank/UNDP/PEMSEA Strategic Partnership Arrangement was held at the PEMSEA Office Building on June Representatives from the GEF Secretariat (Mr. Ivan Zavadsky), The World Bank (Dr. Tracy Hart), UNDP-GEF (Dr. Anna Tengberg) and the PEMSEA Resource Facility (PRF) (Prof. Raphael P.M. Lotilla, Mr. S. Adrian Ross and Ms. Maricor Ebarvia) participated. During the three-day workshop, the Partners developed a management framework designed to facilitate the effective coordination and interaction of the regional component (i.e., GEF/UNDP Implementation of the SDS-SEA) and the investment component (i.e., WB/GEF Partnership Investment Fund) of the Strategic Partnership Arrangement. 2. Workshop Objectives: The main objectives of the workshop were: To determine the status and progress of the two projects that make up the Strategic Partnership To develop and adopt a management framework and coordinating mechanism for the Strategic Partnership To identify and agree on a core set of indicators for the Strategic Partnership To formulate a work program and budget for A summary of the workshop discussions and required follow-up actions follows. Agenda Item Workshop Discussion Actions required 3.0 Progress report 3.1 GEF/UNDP Implementation of the SDS-SEA 3.2 WB/GEF Partnership The regional component started the implementation of its activities in April Work programmes have been prepared with the 8 GEF eligible countries. MOAs, covering the financial commitments for project implementation, are being finalized. There were seven projects approved under the Investment 1. The PEMSEA Resource Facility (PRF) will prepare a short write-up on the project, for presentation to the EAS Partnership Council. 2. The write-up will be circulated to the Strategic Partners for information. 1. World Bank will prepare a short write-up on the status of the 1

2 Agenda Item Workshop Discussion Actions required Investment Fund 3.3 WB/GEF Project Preparation Revolving Fund sub-project Fund First Tranche, of which four are in China, one in the Philippines (Manila), one in Vietnam (Coastal Cities - Quy Nhon) and one in Indonesia (East Java). The East Java project was subsequently dropped. There are three options that need to be explored regarding the execution of the sub-project prefeasibility study. Each option has a constraint that needs to be addressed, as follows: a) UNDP Manila DEX work out the concern regarding the anti-corruption clause, which The World Bank requires in all contracts. b) UNOPS determine/confirm UNOPS capacity to fulfill World Bank financial management requirements c) PEMSEA depends on the legal status as an international organization Concerns: a) The second tranche of Partnership Investment Fund has been tied to the Coral Triangle Initiative (CTI) countries and development of the Regional Revolving Fund. b) It is also anticipated that the GEF Council will request information/status report on the Strategic Partnership Arrangement along with the second tranche request. c) The amount of funds available for the revolving fund has been reduced from USD 40 million to USD 15 million. This PIF, for presentation to the EAS Partnership Council Meeting in July The write-up will be submitted to the PRF Secretariat by 4 July 2008 and circulated to the Strategic Partners for information. 1. UNDP-GEF will explore with UNDP NY (Corporate Legal) the possibility of proceeding with a contract containing the clause that provides The World Bank with the option to conduct an audit of project accounts; 2. UNDP-GEF will contact UNOPS to ensure that they promote their services and capacity to The World Bank for the contract. 3. The World Bank will revisit the UNOPS portfolio, to determine the Bank s position on issuing a contract to UNOPS. 4. The World Bank will interact with UNDP-GEF in these two options, and attempt to resolve the matter by the 24 August The World Bank will identify a contact person who will be responsible for the implementation of the revolving fund project. 6. The World Bank will provide advice/support to PEMSEA regarding its establishment as a legal personality and with the international recognition as a competent organization for execution of contracts. Strategic Partnership Organizational Workshop, June

3 Agenda Item Workshop Discussion Actions required will limit the capacity of a regional revolving fund. The TOR for the prefeasibility study will need to be reviewed and revised with this consideration in mind. 7. The PRF will have follow-up discussions with ADB regarding the CTI project and possible areas of convergence/collaboration between the projects, following the July 2008 EAS Partnership Council meeting. 4.0 Management Framework for the Strategic Partnership 4.1 SP Management framework A draft SP Management Framework was reviewed and refined. The workshop agreed that the draft management framework and supporting document would serve as the foundation for the defining the SP arrangement. Relevant annexes concerning the operational aspects of the SP would be appended to the management framework, as they are developed and agreed to by the Partners. Some specific aspects of the draft Management Framework were highlighted: a) A second figure (Mind Manager) needs to be added to provide further details on SP coordination. b) There are items that are external to the SP, for instance: the SOC is an activity of the regional component, but not the Fund; and the regional component and SDS-SEA focus on the achievement of the global, regional and national targets (e.g., MDG, WSSD, etc.), but not necessarily the Fund. c) During the subsequent discussion on the indicators, it 1. All Partners will review the SP Management Framework (Annex A) and provide comments to the PRF on or before 4 July The refined SP Management Framework, incorporating the comments of Partners, will be submitted to the EAS Partnership Council in July 2008, as an output of the first organizational meeting of the SP. Strategic Partnership Organizational Workshop, June

4 Agenda Item Workshop Discussion Actions required was agreed that the long-term impact of the SP is its contribution to the implementation of the SDS- SEA and global, regional and national targets. d) The M&E report of the SP will be presented during the EAS Partnership Council meeting. e) The M&E reports (of the SP and sub-projects) will feed into the SOC Report. f) A consultation mechanism has to be developed for presentation/review of ongoing and upcoming or pipeline projects of the Investment component. 4.2 Coordinating Mechanism for the SP The Terms of Reference (TOR) for the SP Coordinating Mechanism were reviewed and finalized. The Partners reviewed and refined a Mind Manager chart that outlines the key components of the SP coordination. 1. The TORs are included in the Management Framework, for final review by all Partners. 2. The refined figure outlining the key components of the SP coordination is included in the Management Framework, for final review by the Partners. 5.0 SP Programme 5.1 SP Indicators The Partners reviewed and discussed a paper on monitoring and evaluation of SP and the initial set of indicators. The workshop agreed that each project has already committed to a set of indicators, as specified in the respective Project Documents. The Partners drafted a set of indicators for the SP itself, using the indicators from the Danube River-Black Sea project as a 1. The SP indicators are incorporated into the paper on monitoring and evaluation, which is appended to the Management Framework for final review by the Partners. 2. The SP indicators will be revisited by the Partners as further experience is gained during the implementation of the SP arrangement. Strategic Partnership Organizational Workshop, June

5 Agenda Item Workshop Discussion Actions required starting point for discussion. 5.2 Communication Plan The Partners discussed a paper on the communication and promotion strategy. 1. The Communication Plan and schedule are appended to the Management framework for final review by the Partners. 2. The PRF will finalize and circulate the SP webpage for review by the Partners. 3. The World Bank will identify contact persons for each of the subprojects with whom the PRF will interact on communication/ webpage linkages, etc. 6.0 Work program and budget for Budget The Partners reviewed the budget for coordination of the SP arrangement, as identified in the GEF/UNDP Project Document. The workshop refined the budget, based on the SP coordination arrangements as agreed to by the Partners. 1. The indicative budget for the SP coordinating arrangement is appended to the Management Framework for review by the Partners. 2. The PRF will prepare a work plan and budget for the SP arrangement, and circulate the information to all Partners by 4 July Workshop Conclusions 7.1 Conclusions The Partners agreed that the organizational workshop had been helpful in addressing many of the difficulties and uncertainties associated with the SP development and working arrangements. The Partners recognized that putting the SP into operation would likely entail further challenges, particularly in communication and information sharing from the sub-project level 1. The World Bank will identify focal points within the organization for the SP arrangement, at the policy and operational levels. 2. The PRF will prepare a work schedule for SPTT meetings/interactions as part of the work plan/budget. Strategic Partnership Organizational Workshop, June

6 Agenda Item Workshop Discussion Actions required to the regional level. Nevertheless, it was evident that there is a strong commitment on the part of the GEF, The World Bank, UNDP-GEF and PEMSEA to demonstrate the value-added benefits and outcomes of the SP arrangement for achieving the objectives and targets of the SDS-SEA. Strategic Partnership Organizational Workshop, June

7 ANNEX A STRATEGIC PARTNERSHIP MANAGEMENT FRAMEWORK Strategic Partnership Organizational Workshop, June

8 STRATEGIC PARTNERSHIP (SP) MANAGEMENT FRAMEWORK FOR POLLUTION REDUCTION IN THE SEAS OF EAST ASIA (June 2008) Purpose The purpose of the management framework is to provide an overview of the structure so that the Strategic Partners and other future collaborators will better understand and appreciate the major interactive dimensions and components of the GEF Strategic Partnership, and its contribution to the goals and objectives of the Sustainable Development Strategy for the Seas of East Asia (SDS-SEA). The Management Framework The core elements of the management framework merge good practices in pollution reduction, regional replication and scaling up initiatives, monitoring and evaluation, and the PEMSEA Regional Mechanism (Figure 1). The functional arrangement is designed to close the loop between the demonstration and replication of good practices in pollution reduction, the establishment and renewal of political commitments and actions for improving the water quality in coastal areas of the region, and the assessment and reporting of impact of the policy and management interventions, relative to global, regional, sub regional and national targets and priorities. These are the targeted outcomes of the Strategic Partnership, but they are also the means whereby policy change is achieved, lessons are learned, and improvements are made with regard to SDS-SEA implementation. Figure 1: Strategic Partnership Management Framework for Pollution Reduction in the Seas of East Asia GOOD PRACTICES IN POLLUTION REDUCTION Core Indicators of the Strategic Partnership (GEF, World Bank, UNDP, PEMSEA, Other stakholders) Policies, Strategies and Plans Priority Areas/Locations for Replication Institutional Arrangements Information and Knowledge Sharing Facilitation Capacity Development Project Preparation MONITORING AND EVALUATION (M&E)/STATE OF COASTS (SOC) REPORTING MDG W S S D Agenda 21 Legislation GLOBAL, REGIONAL AND NATIONAL TARGETS Financing Mechanisms Sustainable Financing Mechanisms National Policy/ Legislation Technology/ Processes/ Practices PIF Sub-Projects (Appraisal; Selection; Demonstration; Evaluation; Reporting; Information and Knowledge Sharing) Strategic Partnership Arrangement: Coordination; Assessment; Reporting; Promotion; Communication REGIONAL REPLICATION AND SCALING UP SDS-SEA LME SAPs (EAS Partnership Council, EAS Congress, Ministerial Forum and Collaborating Organizations, Financial Institutions, Private Sector, and LME Projects PEMSEA Regional Mechanism Strategic Partnership Organizational Workshop, June

9 A brief description of each component of the Strategic Partnership Framework follows. 1. Good Practices in Pollution Reduction Each sub-project of the GEF/World Bank Partnership Investment Fund develops and assesses good practices in pollution reduction, covering both governance aspects and technological innovations, in consideration that the two are inherently linked. Key issues addressed in the sub-projects include: Policy, Strategies and Plans: providing good approaches and practices that can eventually be incorporated into the development plans of national governments, including strategies, priorities, direction, targets and timeframes for improving freshwater and marine water quality, reducing public health risks, as well as enhancing water conservation and management programs at the local government level. Institutional arrangements: operationalizing interagency and multisectoral coordinating mechanisms at the local level that involve concerned citizens and other stakeholders in planning, implementing, evaluating and continually improving pollution reduction facilities and services, thereby creating ownership and understanding among the service providers, customers and beneficiaries of pollution reduction programs. Legislation: facilitating the development and adoption of national legislation and/or local laws/ordinances that support new policies and institutional arrangements, market-based revenue generating instruments, public-private partnerships, monitoring and reporting, information sharing and surveillance and enforcement mechanisms. Financing Mechanisms: institutionalizing measures and means to support pollution reduction through public- and market-based sources, such as appropriation of annual budget allocations; access to low interest loans for project preparation and/or capital investments; strengthening of local government capacity to generate revenues through socially sensitized user fees, tariffs, taxes, penalties and fines; carbon credits; etc. Technology, Processes and Practices: identifying, testing and evaluating new technologies and/or innovative use of existing processes and practices for pollution reduction, including reuse and recovery options, low-cost technologies, etc., with due consideration to the socio-economic (i.e., affordability; operability; employment; health protection) and environmental impacts (i.e., water quality improvements; water conservation; energy conservation; ecosystem benefits) of the innovative solutions and their contribution to the SDS-SEA objectives and targets. 2. Strategic Partnership Arrangement The Strategic Partnership Arrangement is initially comprised of representatives of the World Bank s Fund Management Team, GEFSEC, UNDP-GEF and the PEMSEA Resource Facility (PRF). The representatives will work together as a Strategic Partnership Technical Team (SPTT). The SPTT liaises on a regular basis through internet, video conferencing and annual direct meetings during the project, in order to review the development, implementation and outcomes of their complementary and joint initiatives. Strategic Partnership Organizational Workshop, June

10 The TOR of the SPTT are included in Appendix A of this document. The SP arrangement will focus on: (a) coordination of the SP, monitoring and evaluation (M&E), communication and replication; (b) assessment of the SP and its contribution to pollution reduction and the implementation of SDS-SEA; (c) reporting of M&E results and progress of the SP; (d) communication for the development and dissemination of good practices; and (e) promotion of replication and scaling up. Figure 2 illustrates the functional organization of the SP arrangement. The indicative budget for the coordinaiting mechanism is attached (Appendix D). Figure 2: Strategic Partnership Arrangement Functional Chart 3. Regional Replication and Scaling Up This aspect of the SP Management Framework is designed to identify the regional demand for good practices in pollution reduction, and the process of transforming demand into on-the-ground investments to replicate or scale-up such practices. Key components include: Strategic Partnership Organizational Workshop, June

11 Priority Areas/Locations for Replication: implementing a systematic approach to identify and assess priority areas (e.g., pollution hotspots) and essential pre-conditions for successful replication (e.g., national policy; local government capacity; access to financing; etc.) through PEMSEA s network of ICM sites, pollution hotspots and subregional seas areas. Information and Knowledge Sharing: putting into operation a communication strategy and plan for ensuring that policy-makers and decision-takers at the national and local levels are informed of the scope, threats and losses as a consequence of pollution, and the benefits offered through the application of good practices by: developing/accessing multi-media resource materials; training and educational initiatives; networking and coordination of stakeholders, resource and skills sharing; stakeholder consultations and participation; information management and sharing; utilizing existing forums at the regional (e.g., EAS Congress; EAS Partnership Council; PNLG) and country levels (e.g., national workshops; country dialogues; networks of local governments). Appendix B of this document contains the Communication Strategy to create awareness among key stakeholders and to promote the SP arrangement. Facilitation, Capacity Development, Project Preparation: establishing a virtual regional center for disseminating and promoting replication opportunities; training and coaching national and local governments in the development and adoption of good policies, strategies and financial mechanisms to strengthen investment opportunities in the public and private sectors; developing a pipeline of priority projects in identified pollution hotspots in collaboration with national and local governments. Consultations will be done by the partners to review on-going and pipeline projects, and a feedback and information-sharing mechanism will be established. Sustainable Financing Mechanisms: developing, adopting and implementing a business plan and financing mechanisms to ensure the long-term value-added benefits of the Strategic Partnership, as a service to the State Partners and non-state Partners of the PEMSEA Regional Mechanism, as well as financing institutions and other investors/financiers of pollution reduction and environmental conservation projects including, for example: a one-stop support service to assist national/local governments with bankable project proposals, as a component of a regional or sub regional project preparation revolving fund. 4. Monitoring and Evaluation Monitoring and evaluation will cover the outputs, outcomes and impacts of: (a) the regional component; (b) the investment component; and (c) the SP itself to show synergy and value-added outcomes of the partnership between the two components. The M&E report of the SP will be presented to the EAS Partnership Council. The PEMSEA Resource Facility (PRF) will be responsible for collating M&E results relating to SDS-SEA, while The World Bank will oversee sub-project monitoring and reporting Strategic Partnership Organizational Workshop, June

12 activities. A mechanism for regular consultations between the partners, review of ongoing and pipeline projects, information-sharing and feedback will be developed to facilitate the exchange of information among the Strategic Partners. Appendix C of this document contains the Monitoring and Evaluation Strategy of the SP. The M&E reports (of the SP and sub-projects) will be incorporated into PEMSEA s State of Coast (SOC) Reporting System. The generic framework and template for SOC reporting incorporates a set of simple and meaningful indicators for coastal governance and sustainable development aspects. The SOC reporting system is used by local governments as an operational tool for monitoring and assessing pertinent environmental issues within the scope of their respective ICM programs, including: natural and man-made hazard management; habitat restoration and management; water use and supply management; food security and livelihood management; and pollution reduction and waste management. The SOC report is designed to inform local stakeholders of the current conditions and trends in the coastal area, as well as the effectiveness of management interventions. The indicators used in the SOC reporting system are based on their easy applicability in the region, but complement indicators and targets of the MDG, WSSD, Agenda 21, SDS-SEA, LME SAPs, and national policies and regulations. The local SOC reports will be consolidated to country-level and regional level reports for submission to the EAS Partnership Council and to the EAS Congress. The PRF will be responsible for collating and integrating the outputs and outcomes of the SP Arrangement into the SOC reporting system. 5. Core Indicators of the Strategic Partnership The long-term impact of the SP is its contribution to the implementation of the SDS- SEA and the global, regional and national targets contained therein. Thus, over and above the respective outputs and outcomes of each component (i.e., the regional and investment components) of the SP, the SP itself will have value-added outputs and outcomes for which it will be accountable. The core indicators of the SP arrangement cover the following outcomes: (a) Land-based pollution reduction through testing, demonstration, replication and scaling up of best practices (technology & governance ); (b) Policy, legal, institutional and other reforms aimed at the implementation of the ICM and IRBCAM at local, national and regional levels, facilitating pollution reduction and creating an enabling environment for environmental investments; (c) Sustainability of regional institutional and policy frameworks; and (d) Strengthening and sustainability of financial mechanisms for implementation of the SDS-SEA at local, national and regional levels. The core indicators of the SP have been included in the Monitoring and Evaluation Strategy for the SP, attached as Appendix C of the document. A number of the core indicators will be quantified upon completion of baseline assessments in participating countries and sites. Strategic Partnership Organizational Workshop, June

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14 6. PEMSEA Regional Mechanism With a direct linkage to the different components of the PEMSEA Regional Mechanism, the Strategic Partnership is able to mainstream its outputs and outcomes to State and non-state Partners, and other collaborators on the implementation of the SDS-SEA at three different levels: (a) partnership building among sub-regions and across government and nongovernment sectors, and knowledge/information-sharing on the innovative policies, technologies and practices through the Technical Session of Council and the EAS Congress; (b) regional and sub- regional targets and timeframes for scaling up of pollution reduction initiatives across the region and sub-regions through the Intergovernmental Session of Council; and (c) development of new targets for pollution reduction and renewal of commitments of participating governments from the Ministerial Forum. CONCLUSION The SP Management Framework is a work in progress. The Framework, as described above, provides the Partners with a common understanding of how the different parts fit together. Over time, through practical experience, the Framework will be refined and improved, with the ultimate objective of facilitating measurable outcomes in pollution reduction across the region. Strategic Partnership Organizational Workshop, June

15 Appendix A TOR of the Strategic Partnership technical Team (SPTT) The Terms of Reference for the SPTT are the following: a. Establish work plan and budget for coordination of the Strategic Partnership; b. Develop and implement a Strategic Partnership management framework to define the interactive dimensions of the arrangement, with linkages to the regional mechanism for the implementation of the SDS-SEA and the Investment Fund; c. Formulate and implement a procedure for assessing the replicability and scalability of potential sub-projects under the SP at the local, national and subregional levels; d. Formulate and agree upon a core set of indicators for the Strategic Partnership Arrangement, including process, stress reduction and environmental/water resource and socio-economic aspects of the management framework; e. Promote replication of good practices and lessons learned from the subprojects through knowledge sharing, partnership building and expansion of the Strategic Partnership arrangement through the EAS Partnership Council, EAS Congress and other relevant regional and sub regional forums, such as IW Learn/CTI; f. Organize national workshops and mid-term stocktaking workshops involving participating countries and the Strategic Partners, to evaluate progress, impacts and constraints and to make any refinements/improvements in the Strategic Partnership operations; g. Contribute to the State of Coasts reporting system, particularly with regard to the short-, medium- and longer-term impacts of the pollution reduction sub-projects and replication initiatives; h. Organize external reviews to provide independent assessments of the progress, outcomes and benefits derived from the Stra5tegic Partnership arrangement and to recommend measures for improving and sustaining the arrangement. *** Strategic Partnership Organizational Workshop, June

16 Appendix B Communication Strategy for the Strategic Partnership The information-education-communication (IEC) activities should begin as early as possible, and continue throughout the process and life of the program or project. Because it is easy to lose the initiative, and difficult to recover it, an IEC strategy and communication plan should be developed and implemented as early as possible. This communication plan uses the concept of AIDA (attract Attention, stimulate Interest, create Desire and motivate Action) as its basic framework in the conceptualization of communication approaches at the regional and sectoral level. Given the variation of the several sectors, specific communication approaches are not uniform. However, the communication strategy sets the overall principles or guidelines in the formulation of specific communication strategies per sector under consideration. Conceptual Basis: Why do we need IEC? Communication Objectives To raise awareness and understanding among stakeholders of their responsibilities, priority issues, effects and benefits concerning coastal and marine environment in the Seas of East Asia; To facilitate public access to available knowledge, and data/information on experience, lessons learned, good practices, innovative technologies, techniques and institutional mechanisms, thus promote scaling up and replication; To mobilize multisectoral stakeholders as partners in the planning and management of specific sub-projects in pollution reduction and related activities, and consequently develop ownership and enhance sustainability; To facilitate effective coordination and networking among partners and stakeholders by creating innovative and open channels of communication that would allow feedback and knowledge sharing; To promote strategic partnership arrangement as mechanism for national and local governments, international organizations and financing institutions and regional partners to coordinate their strategic action plans, programs and projects and collaborate on their implementation, thus create synergy, leverage investments and enhance political commitment. Core Message: What do we say? Key messages what information we want to impart have to be developed in consonance with the communication objectives, and for each target audience, sector or stakeholders. Table 1 presents examples of messages for different levels of stakeholders. To promote investments in pollution reduction, and the strategic partnership arrangements as a mechanism, a major IEC campaign is required to develop Strategic Partnership Organizational Workshop, June

17 understanding about the benefits of: coordinating and collaborating on the implementation of pollution reduction programs and projects in the region; investing in environmental facilities and services; mobilizing the financial resources and technical capacity of the private sector; setting in place necessary institutional arrangements and policy reforms; and applying innovative technologies and good practices. Communication strategies vary with the character of the target audience. The message should, therefore, be fitted to the specific characteristics of the target stakeholders. For instance, there is a different approach for the youth sector. While internet and broadcast media are identified as effective tools to draw the attention of the youth, seminars and meetings are seen as more effective for local governments and non-government organizations. Moreover, a combination of different tools and media for the different phases of the program is presumed to be effective for most of the target audiences. Target Stakeholders: Who do we inform and educate? Primary stakeholders are immediate communities of interest, and are affected directly, either positively or negatively, by the project. Target communities in the sites/location of the sub-project (including farmers, fisherfolk, women and youth, etc.) Local industries Local governments Secondary stakeholders play some intermediary role and have an important effect on the project outcome. This would include governments (national and local levels), NGOs, private sector organizations, financing institutions, donor agencies and international organizations. They can be divided into funding, implementing, and monitoring organizations. In many projects, it will also be necessary to consider key individuals as specific stakeholders (for example, heads of departments or other agencies and local chief executives, who have a personal interest at stake as well as formal institutional objectives). Also, note that there may be some informal groups of people who will act as intermediaries in the project, such as politicians, local leaders or respected persons with social or religious influence. National government agencies Local government units Private sector (investors, operating companies and service providers) Financial institutions (international, national and private) Donors/aid agencies/international organizations Civil society groups (NGOs, civic organizations, religious groups, etc.) External stakeholders are not directly involved, but may be affected by a specific project. Media Academe Other stakeholders Strategic Partnership Organizational Workshop, June

18 Medium or Channels: How do we say it? The following are possible tools that can be used for IEC by the PRF: Mass Media: print and broadcast media at local and national levels; press release, public service announcements, video of case studies Electronic media: website, e-updates (monthly), SP e-newsletter (quarterly), IW-Learn Education Series: through printed and audio-visual information and educational materials, such as case studies, newsletters, pamphlets/brochures, policy briefs, facts and figures, video documentation of case studies, posters, etc.consultation Series: symposia, workshops, seminars, focus group discussions, investors roundtables, leadership forum, benchmarking tours and cross-visits, etc. Community activities and folk media: clean-and-green village, coastal cleanup, etc. (This would be applicable for sub-projects at the local level.) Print, broadcast (TV and radio) and electronic media are utilized to disseminate printed and web-based information materials, show videos, and broadcast news and announcement of events to draw the attention of the general public and target audiences. Press releases, brochures and posters can get the interest of various stakeholders, including the media. Most of the news channels (local stations and cable networks) carry a section on innovative environmental solutions and this can be tapped by PRF. Articles can also be sent to these stations through the internet. The SP website will be the electronic platform for dissemination of information about SP and for feedback (see Annex 1). The e-updates will have a special section on SP every quarter (SP newsletter). The IW-Learn has an interactive forum, which can also be used for knowledge sharing and as feedback mechanism. For smaller or grouped target audiences (secondary stakeholders), such as local governments, government agencies, NGOs, and private sector organizations, meetings and dialogues as well as dissemination of newsletters, case studies and policy briefs are seen as the more effective tools. For instance, the PRF staff can participate in meetings of umbrella organizations of local governments (League of Provinces; League of Municipalities/Cities, etc.) and private sector (chamber of industry and commerce, corporate foundations, etc.). PRF can also organize workshops, seminars and roundtables to present/discuss the good practices, and distribute case studies, technical and socioeconomic assessment reports of pilot and replication projects, SP newsletters and other IEC materials, since these people are interested in knowing what works, how it works, and what they can do. The SP newsletter and case studies will highlight the good practices (e.g., conventional vs. innovative technologies and methods, innovative financing mechanism, policy and institutional reforms, capacity building and technology transfer, stakeholder involvement, public-private partnerships) and the impacts and benefits being generated. Results from monitoring and evaluation (M&E) reports will be used in the preparation of articles for the SP newsletter, e-updates and case studies. As the interest of the target audience grows, and the desire to know more about the issues, SP arrangement, sub-projects and good practices is created, interpersonal discussions become the desired medium generally for all sectors. Thus, there may be more workshops and seminars for all sectors as well as educational tours and conferences. It is important to demonstrate effective pilot projects to leverage additional Strategic Partnership Organizational Workshop, June

19 investments and facilitate scaling up and replication of innovative pollution reduction projects. The World Bank will organize five national workshops as well as co-organize with PRF a workshop on SP during the EAS Congress. The annual PNLG meetings, ecosystem-based management/twinning workshops, leadership forum, World Ocean Week in Xiamen, and other similar events in the region can be initially utilized to promote the SP arrangement and the projects, and show efforts and progress in pollution reduction being made. To prompt all the sectors to act on the problems/issues, recognition and rewards program is seen as a powerful tool. Video documentation of case studies/good practices can be shown on TV or can be downloaded from the SP website, and this would reach a wider audience, even beyond the region. Signing of agreements and covenants with the partners and formed associations of some of the involved sectors as well as follow-up activities are also part of the strategy to call for action and sustain the program/project. Perhaps, a simultaneous activity (e.g., coastal clean-up) among the PNLG members/ ICM sites and the pollution hotspots during Earth Day, Environment Day, World Oceans Day, International Clean-up Day, etc. can be conducted as a hands-on public awareness activity as well as raise awareness on the issues and impacts, and promote the need for collaboration to advance efforts in pollution reduction. PRF can prepare press releases and brochures on SP for these events as well as participate in exhibits and poster presentations. The media is an audience that has a distinct characteristic from the rest. For the media, conducting newsworthy and interesting events, such as ground-breaking ceremony for new environmental facilities, signing of partnership agreement, etc., and press conferences on a predetermined schedule is seen as the more effective strategy. Thus, for the media, the activities are more events-oriented. The PRF can form/revive the network with the media so they can be active partners in information dissemination as well as advocacy for pollution reduction. As the process continues and the program evolves, there would be a need to change some of the messages and the medium to be used. Stakeholders may also change their level of involvement as the process continues. For the internal consultations and information sharing between the two components, annual meetings and teleconferences can be done When and where do we say it? Annex 2 shows the schedule of events/activities and the IEC tools to be used. Strategic Partnership Organizational Workshop, June

20 Table 1: IEC Framework Conceptual Basis (WHY) Target Stakeholders (WHO) Core Message (WHAT) Channel (HOW) To inform and educate the target segment / population (stakeholders) about the: The SDS-SEA; SP arrangement - Regional component - Investment component - subprojects Technical, financial and institutional issues, in relation to sustainable development and pollution reduction Good practices, lessons learned and benefits to be derived To promote investments in pollution reduction and leverage additional financing and investments for scaling up and replication of good practices and innovative technologies, financing approaches and institutional arrangements Primary: Community Residents (Adults; women and children/ youth ;) Organized Groups or Individuals (farmers, fisherfolk) Local industries Secondary National government agencies Local government units Private sector (investors, operating companies and service providers) Financial institutions (international, national and private) Donors/aid agencies/ international organizations Civil society groups (NGOs, civic organizations, religious groups) External: Media Academe Primary stakeholders: Environmental issues and impacts Benefits to be derived from pollution reduction projects Roles and responsibilities Benefits from partnerships Secondary stakeholders: Environmental issues and impacts Roles and responsibilities in the implementation of SDS-SEA, in particular addressing land-based pollution Impacts and benefits to be derived from pollution reduction projects Required institutional and policy reforms Required financing and investments Benefits from partnerships Good practices and lessons learned from innovative technologies/techniques, institutional arrangements and financing mechanisms, and the impacts/benefits Synergies and benefits to be derived from coordination, collaboration and forming strategic partnership arrangements Opportunities for replication External: Good practices and lessons learned There will be three campaign types: Type 1 for specific stakeholders: Possible media: 1. consultation series a. National and local leaders: Leadership Forum Nat l Workshops PNLG Meetings regional and sub-regional workshops b. Private sector Business Forum Investors roundtable Nat l Workshop c. Donors/int l org Regional workshop Nat l workshop regional and sub-regional workshops d. Civil society groups Nat l workshop regional and sub-regional workshops 2. education series a. case studies b. policy briefs c. brochures d. video documentation e. investment opportunity briefs Strategic Partnership Organizational Workshop, June

21 Conceptual Basis (WHY) Target Stakeholders (WHO) Core Message (WHAT) Channel (HOW) 3. electronic media a. SP website b. SP Newsletter/e-updates c. PPP virtual center d. GEF-IW Learn Type 2 for general public awareness Possible media: Mass Media: press releases, video, posters, public announcements Electronic media: SP website, PPP virtual center Education Series: brochures, posters Community activities and folk media Type 3 focusing on technical, financial and institutional issues and opportunities for piloting and replicating innovative solutions Possible media: Electronic media: SP website, PPP virtual center, GEF-IW Learn Education Series: case studies, policy briefs, feasibility studies, cost-benefit analysis, investment plans; M&E reports; Technical and socioeconomic assessment Strategic Partnership Organizational Workshop, June

22 Conceptual Basis (WHY) Target Stakeholders (WHO) Core Message (WHAT) Channel (HOW) reports of pilot and replication projects Consultation Series: EAS Congress, Nat l Workshops, PNLG Meetings, Ecosystembased Mgt/Twinning workshops Strategic Partnership Organizational Workshop, June

23 ANNEX 1 Outline of contents of SP website 1. Overview of the SP Arrangement Description of the SP arrangement Approach and Objectives Two components (regional and investment component) Links to related documents 2. Investment Projects Profile of project sites Maps Demographic Socio-Economic Environmental Documents and Reports about the project Pre-FS and FS WTP studies Master Plans Supporting laws and ordinances Financing Institutional arrangements Partners LGUs National government agency(ies) Private sector Financial institutions Donors/international agencies Initially include brief description of GEF/WB projects under the East Asia Partnership Investment Fund for Pollution Reduction: a. Manila Third Sewerage Project b. Ningbo Project c. Liaoning environmental project d. Shandong project e. Vietnam coastal cities project f. East Java project 3. News Updates about the SP and sub-projects (quarterly SP newsletter) Press release: workshops, MOA signing 4. Case studies of good practices 5. Calendar Schedule of activities of the SP Regional workshop (EAS Congress) National workshops M&E Reporting to EAS Partnership Council Special events combined schedules from all project sites 6. Network Partners IW-Learn PPP Virtual Center (one-stop center) / PPP Network (automatic: combined list of partners from all project sites) Online discussion and collaboration (for partners only) Strategic Partnership Organizational Workshop, June

24 7. Links PPP webpage Corporate Social Responsibility webpage ICM Scaling up webpage Pollution hotspots webpage Links to websites of partners, GEF-IW programs and related projects 8. Contact Us this page option The SP website can be accessed at Strategic Partnership Organizational Workshop, June

25 ANNEX 2 Schedule of Events/Activities (indicative) Date Event Place Activity/Tools nd qtr Workshop on SPA PRF, Manila e-updates press release 3 rd qtr Launching of SP website Manila e-updates IW-Learn linkage (see Annex 1) Sept Leadership Forum (3 rd /4 th qtr) Philippines Presentation on SP during the workshop; Brochures about SP arrangement; Posters; Case studies; Facts & figures Policy briefs; Press release Launching of SP newsletter PRF, Manila SP newsletter Int l Coastal Clean-up Day ICM and twinning sites Simultaneous coastal clean-up activities in the ICM and twinning sites; Info dissemination (brochures on SP); press release; Declaration of commitment to pollution reduction Oct Workshop on Ecosystem-based Management/twinning Jakarta Presentation on SP during the workshop Posters; Brochures Workshop proceedings; e-updates; press release Nov PNLG Meeting Leadership Forum Xiamen World Ocean Week (XWOW) Sihanoukville China Xiamen Presentation on SP during the workshop; Brochures about SP arrangement; Case studies; Facts & figures; Policy briefs; Posters Press release Workshop proceedings (PNLG meeting; Leadership Forum) Strategic Partnership Organizational Workshop, June

26 Date Event Place Activity/Tools Dec Leadership Forum Cambodia Presentation on SP during the workshop; Case studies; Facts & figures Policy briefs; Brochures about SP arrangement; Posters; SP replication workshop (can coincide with EAS Partnership Council Meeting) SP newsletter (results of the workshop on ecosystem-based mgt/twinning, PNLG Meeting, XWOW and Leadership Forum; updates on SP projects M&E reports; Technical and socioeconomic assessment reports of pilot projects; Profiles of potential sites for scaling up and replication Date Event Place Activity/Tools st qtr Leadership Forum Vietnam Presentation about SP Arrangement; Brochures about SP arrangement Case studies (pilot projects/good practices); Facts & figures; policy briefs; Press release Wetlands Day (Feb) World Water Day (March) 2 nd qtr Leadership Forum ICM and twinning sites Indonesia Brochures about SP arrangement info dissemination; press release SP newsletter (Leadership Forum results; updates on SP projects; activities during the Wetlands Day and World Water Day) Presentation about SP Arrangement; Brochures about SP arrangement; Case studies (pilot projects/good practices); Facts & figures; policy briefs; Press release Earth Day World Environment Day ICM and twinning sites Brochures about SP arrangement; Declaration of commitment to Strategic Partnership Organizational Workshop, June

27 Date Event Place Activity/Tools World Ocean Day pollution reduction; Press release SP newsletter (Leadership Forum results; updates on SP projects; activities during the Earth Day, World Environment Day, World Ocean Day); 3 rd qtr Int l Coastal Clean-up Day? GEF IW Portfolio Conference 4 th qtr EAS Congress - Regional workshop on SP - PNLG meeting - Business Forum ICM and twinning sites Australia Manila Brochures about SP arrangement info dissemination; SP newsletter; press release; posters Brochures about SP arrangement and sub-projects; Video showing; Posters for the exhibit Regional workshop on SP Workshop presentations/case studies (pilot projects/ good practices) Brochures about SP arrangement; Video showing; Posters SOC report (section on SP) Press release SP newsletter Workshop proceedings Date Event Place Activity/Tools st qtr 1 st SP national workshop* (WB) Presentation about SP Arrangement; Brochures about SP arrangement and opportunities for replication; Case studies; Video documentation; Site visit SP newsletter (Leadership Forum results; updates on SP projects; activities during the Wetlands Day and World Water Strategic Partnership Organizational Workshop, June

28 Date Event Place Activity/Tools Day) Press release 2 nd qtr 2 nd and 3 rd SP national workshops* (WB) Workshop presentations; Case studies; Policy briefs; Brochures about SP arrangement and opportunities for replication; Video documentation; Posters; Site visit Press release SP newsletter Workshop proceedings 3 rd qtr 4 th and 5 th SP national workshops* (WB) Workshop presentations; Case studies; Brochures about SP arrangement and opportunities for replication; Video documentation; Posters; Site visit Press release SP newsletter Workshop proceedings 4 th qtr SP replication workshop M&E reports; Technical and socioeconomic assessment reports of pilot and replication projects Workshop on Ecosystem-based Management/twinning PNLG Meeting st qtr Mid-term stocktaking workshop *Note: The World Bank will organize the national workshops. Workshop proceedings Presentation on SP and subprojects during the twinning workshop and PNLG meeting; Brochures about SP arrangement and opportunities for replication; Posters; Press release SP newsletter; Workshop proceedings Strategic Partnership Organizational Workshop, June

29 Appendix C: Monitoring and Evaluation of the Strategic Partnership for Sustainable Development of the Seas of East Asia OVERVIEW The Strategic Partnership for the Sustainable Development of the Seas of East Asia was designed to catalyze the effective implementation of the Sustainable Development Strategy for the Seas of East Asia (SDS-SEA). The countries of East Asia, in collaboration with the GEF, World Bank, UNDP and PEMSEA recognized that a more coordinated and innovative approach, which includes a strong focus on implementation and investment, beyond diagnosis and planning, was urgently needed if the objectives and targets of the SDS-SEA were to be achieved. Two GEF-supported projects were developed in the region. The two projects were the GEF/UNDP Implementation of the SDS-SEA, referred to as the regional component of the Strategic Partnership, and the World Bank/GEF Partnership Investment Fund for Pollution Reduction in the Large Marine Ecosystems of East Asia, referred to as the investment component. The PEMSEA Resource Facility (PRF) will be responsible for: collating M&E results relating to SDS-SEA; evaluating, preparing and disseminating good practices, lessons learned, and/or case studies from individual subprojects under the Fund; promoting replication of good practices; and monitoring the long-term effects of the Fund after its 10-year implementation period. The World Bank is responsible for managing the Fund and coordinating its activities, including: appraising and supervising each sub-project; developing, adopting and evaluating M&E indicators per sub-project; and overseeing sub-project monitoring and reporting activities. PURPOSE OF M&E OF THE STRATEGIC PARTNERSHIP ARRANGEMENTS There are several reasons why monitoring and evaluation (M&E) is necessary. M&E of the Strategic Partnership Arrangement and sub-projects provides government officials, managers, and civil society with better means for learning from past experience and good practices, improving service delivery, planning and allocating resources, and demonstrating results as part of accountability to key stakeholders. Used carefully at all stages of the project cycle, M&E can help to strengthen project design and implementation and stimulate partnership with various stakeholders. M&E is an essential tool in finding out how the program/project is doing against the objectives and targets, whether it is working effectively and efficiently, whether it is delivering the expected outputs and outcomes, and whether it is having an impact. Moreover, M&E is not just an instrument to measure progress in attaining environmental, economic and social benefits, but is also an intrinsic part of the progress. It allows adjustments to be made so that the program/project would be more likely to make a difference. It also ensures that transparency and accountability are critical aspects in procedures, oversight and reporting. With strong focus on results, M&E results are useful in learning what works and how to do it better, and enable the program/project to become more cost-effective by building on the lessons learned from successful achievements, good practices as well as failures. This would also help in making this knowledge available to participating countries, organizations and influential local, national and regional leaders. Strategic Partnership Organizational Workshop, June