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.

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● 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.

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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.

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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

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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.

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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

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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

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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.

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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.

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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).

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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

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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.

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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.

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Figure 6: Links Between Data Collection Tools and Pillar Objectives

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Figure 7: Links Between Data Collection Tools and Program Goals

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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.

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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.

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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

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