Overview of SMAP III (09/2005 – 06/2009)

Horizontal and vertical integration in ICZM

Marseilles, 29-30 Juin 2009

E. Baijot

Team Leader SMAP III TA

SMAP final workshop Alexandria February 2009 2

Awareness and Communication

ICZM SD

SMAP III

SMAP III key objectives

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Overview SMAP III partners in ICZM projects

Key to symbols: © Coordinating Partner Partner

Type of partner

Nador(Mo)

El Kala Moulouya (Al/Mo)

AMIS(Al)

K&M&Sfax (Tu)

ALAMIM (Eg)

Port Said (Eg)

Gokova (Tur)

IMAC (Le)

PAP/RACMETAP-BP

TOT

National Authorities

5

Public sector institutions

© 7

Universities/ Institutes

© © © © 9

NGOs © © © 5

International organizations (UNDP etc.)

© 5

32

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Location and characteristics of the 8 SMAP III ICZM Projects

Developing ICZM plan in 3 pilot areas: Nador lagoon, Cap des trois fourches, Boudinar commune

Wetlands management associated with an ICZM process – CEL, Tourism investment

ICZM in Algiers ‘s bay – urban sprawling, multiple rejects, water resources, coastal erosion.

Address LM many challenges; set up monitoring unit, propose sustainable development model for LM CEL in national

inhabited park closed to border (immigration, econ. Activities)

Lake Manzalla challenges; pollution, irrigation –water managt., fishery, others; propose SD model for LMan

1. Establish a protected area as a tool for SD NRM 2. a new dev. planning Sfax south, an industrial city facing many challenges

ICZM within Gokova special protected area. Key actors: SPA, Mugla governorate, Akyaka

ICZM in northern Lebanon, with large participation from various actors including municipalities

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Horizontal and vertical integration • Definition

– Refer to the institutional context – Horizontal; inter-sector, inter-department at local level ;

excellent if strong local leadership, development of a vision for their territory (municipality, province, governorate) with strong ownership; good communication between the various stakeholders;

– Vertical: bottom up and top down between local and national and between national and regional level ;

• Bottom up: lessons learned get wider audience and integrated in appropriate national policy

• Top down: real implementation of national policy, appropriate planning thus avoid sense of dispossession, tradition rules and modern legal framework mutually reinforce

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8 ICZM Projects ICZM managt plan (training, studies,

scenarios, etc)

Consolidation of ICZM process and principles

Participation Planning tool Local specificities

SMAP III TATA support, tools & Capacity Building Coordination & cross-fertilizationCommunication

Promoting Awareness(PAP/RAC, METAP, Blue Plan) /RMSU

Awareness for decision makersPolicy briefsDev and impl. awar str.

Political supportPolitical support Regional awarenessRegional awareness

Regional coordination National ownership ICZM & Management tools

SMAP III ICZM approach

REGNAT

LOCAL

Projects Activities

Horizontal and vertical /Regional Integration

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Cases studies

• Morocco: Mr Fouad Zyadi, Secrétariat d’ Etat auprès du Ministère de l’ Energie, des mines de l’ eau et de l’ Environnement, chargee de l’ eau et de l’ Environnement Cellule du Littoral, - project El Kala Moulouya and Nador

• Turkey: Dr Yucel Atilla, Mugla University, project manager SMAP III Gokova project

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Observations and Comments on Horizontal Integration • ICZM is not yet well defined in many countries by legal and

institutional framework, and is more closely linked to governance where horizontality is predominant with actors /stakeholders developing together a territory project with a strong ownership and commitment

• Within governance, development of tools like voluntary agreement (boat traffic in Turley) and/or charter ( Moulouya, El Kala)

• Influence and role of NGOs and civil society through the development of participatory tools like focus groups, stakeholders forums, etc.

• Strong personality with high commitment (Sfax, Berkane, Mugla) reinforced by appropriate organizations (universit)

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Observations and Comments on Vertical Integration• Need to improve top down integration

• Need to solve overlapping mandates at central level (ex; water in Egypt- numerous institutions)

• Address improper competition between institutions at national and local level on the same space like DPM

• Better communication with local level to be in touch with reality (budget, human resources, traditional law, etc.)

• Design and enforce a proper decentralization with appropriate communication between the various administration level

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Contact

SMAP III TA, Zamalek, Cairo, +20 2 27362232

Leader/ICZM: Etienne Baijot, etienne.baijot@ta-smap.com, +20 100 790 330

Comms: Tiny McKinney, tiny.mckinney@ta-smap.com, +20 16 4920560

Regional/SD: Charbel Rizk, charbel.rizk@ta-smap.com, +961 3466615

www.smap.eu