Situation Analysis Reportmbsdmp.com/download/Annex 4_Capacity Building Report_3010201… · In 2018, the National Economic and Development Authority (NEDA) engaged the Joint Venture

Inception Report

Situation Analysis Report

Strategy Building Report

Final Report

Action Plan /

Investment Report

Updated

Final Master Plan

Final Action Plan /

Investment Report

Final Draft Master Plan

Institutional Set-Up Report

Capacity Building Report

STRUCTURE OF MBSDMP DELIVERABLES

i

CAPACITY

BUILDING

REPORT

Manila Bay Sustainable Development Master Plan

October 2019

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In 2018, the National Economic and Development

Authority (NEDA) engaged the Joint Venture of

Orient Integrated Development Consultants, Inc.

(OIDCI) - Lead Firm; Tractebel, Inc. (TRACT); and

University of the Philippines Los Baños Foundation,

Incorporated (UPLBFI) as the Local Consulting Firm

(LCF) to work with the Dutch Expert Team (DET) in the

Formulation of the Manila Bay Sustainable

Development Master Plan (MBSDMP).

This report is the Revised Capacity Building Report

which is part of the April 2019 deliverable. This report

is accompanied by the Revised Final Draft Master Plan

Report and Institutional Set-up Report.

This report is composed of the following sections:

▪ Introduction – provides a brief background on

the Capacity Building component of the

masterplan, as well as the overview of the

Capacity Building Report

▪ Framework for Capacity Building – provides the

framework used in developing the capacity

requirements including the implementation of

the capacity development plan.

▪ Stakeholders of MBSDMP – identifies the

different institutions involved and their

relationships vis-à-vis the different requirements

in implementing the Plan and managing the

different identified programs.

▪ Capacity Requirements – outlines the different

capacity requirements of institutional entities.

▪ Competency Requirements – outlines the

different competency requirements of agencies

and other entities identified.

▪ Transitioning from Current to Desired State –

presents the transition activities that will enable

the lead organizations to attain the desired

institutional capacity and competency levels

required.

▪ Annexes – presents the key actors as well as the

policy, capacity, and competency requirements

per measure.

PREFACE 1 INTRODUCTION

Components of MBSDMP Institutional and

Capacity Support, 1

2 FRAMEWORK FOR CAPACITY

BUILDING

Transition Process of Capacity and

Competency Building, 3

Relationship of Involved Public and Private

Agencies in MBSDMP, 4

3 CAPACITY REQUIREMENTS

Description of Requirements/ Capacity

Areas, 7

4 COMPETENCY REQUIREMENTS

Management Competencies, 10

5 TRANSITIONING FROM

CURRENT TO DESIRED STATE

Foundational Activities for 2020, 13

Other Activities for Transition and

Deployment Phases, 14

ANNEXES

Annex A: Key Actors per Measure, 15

Annex B: Policy, Capacity, and Competency

Requirements per Measure, 19

CONTENTS

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iv

ADB Asian Development Bank

AHLP Affordable Housing Loan Program

AQI Air Quality Index

ASEAN Association of Southeast Nations

BSWM Bureau of Soils and Water Management

BWSA Barangay Waterworks and Sanitation Associa-

tions

CADT Certificate of Ancestral Domain Title

CALAX Cavite- Laguna Expressway

CAVITEX Manila-Cavite Expressway

CBFM Community-Based Forest Management

CBOs Community-based organizations

CCs Contestable Customers

CDA Cooperative Development Authority

CDP Comprehensive Development Plan

COC Certificate of Conformity

CPF Common Purpose Facilities

DA Department of Agriculture

DAR Department of Agrarian Reform

DBM Department of Budget and Management

DENR Department of Environment and Natural

Resources

DepEd Department of Education

DILG Department of the Interior and Local

Government

DOE Department of Energy

DOH Department of Health

DOT Department of Tourism

DOTr Department of Transportation

DPWH Department of Public Works and Highways

DTI Department of Trade and Industry

EMB Environmental Management Bureau

FAO Food and Agricultural Organization

FEC Final Energy Consumption

FIES Family Income and Expenditures Survey

GDP Gross Domestic Product

GHG Greenhouse Gas

GOCC Government owned and controlled

corporations

HDMF Home Development Mutual Fund

HLURB Housing and Land Use Regulatory Board

ACRONYMS

v

HUDCC Housing & Urban Development Coordinating

Council

IAEA International Atomic Energy Agency

IEC Information, Education, Campaign

ISF Informal Settlers

IUCN International Union for Conservation of Nature

JICA Japan International Cooperation Agency

KWFR Kaliwa Watershed Forest Reserve

LGU Local Government Unit

LLDA Laguna Lake Development Authority

LNG Liquefied Natural Gas

LRT Light Rail Transit

LWUA Local Water Utilities Administration

MARINA Maritime Industry Authority

MBA Manila Bay Area

MBA Manila Bay Area

MBSDMP Manila Bay Sustainable Development Plan

MGB Mines and Geosciences Bureau

MMDA Metropolitan Manila Development Authority

MPIC Metro Pacific Investments Corporation

MTSP Manila Third Sewerage Project

MVFS Marikina Valley Fault System

MWA Municipal water areas

MWCI Manila Water Company, Inc

MWSI Maynilad Water Services, Inc.

MWSS Metropolitan Waterworks and Sewerage Sys-

tem

NAMRIA National Mapping Resource and Information

Agency

NCCAP National Climate Change Action Plan

NCIP National Commission on Indigenous Peoples

NCR National Capital Region

NDRRMF National Disaster Risk Reduction and Manage-

ment Framework

NEDA National Economic and Development Authority

NESC National Ecotourism Steering Committee

NFTs Nitrogen fixing trees

NHA National Housing Authority

NHCP National Historical Com-mission of the Philip-

pines

NIPAS National Integrated Protected Areas System

NISUS National Informal Settlements Upgrading Strat-

egy

NLEX North Luzon Expressway

NMS National Migration Survey

NPAAD Network of Protected Areas and Agro-

Industrial Development

NPP Nuclear power program

NSFCC National Strategic Framework for Climate

Change

NSO National Statistics Office

NSSMP National Sewerage and Septage Management

Program

NSWMC National Solid Waste Management Commis-

sion

OCL Omnibus Commitment Line

OECD Organization for Economic Cooperation and

Development

OIDCI Orient Integrated Development Consultants,

Inc.

PAGASA Philippine Atmospheric, Geo-physical and

Astronomical Services Administration

PCIC Philippine Crop Insurance Corporation

PCG Philippine Coast Guard

PDP Philippine Development Plan

PEP Philippine Energy Plan

PFZ Philippine Fault Zone

PhiVolcs Philippine Volcanology and Seismology

PHUMP Pinatubo Hazard Urgent Mitigation Project

PIEP Philippine Institute of Environmental Planner

PNP-MG Philippine National Police- Maritime Group

Pop

Comm Commission on Population

PPA Philippine Ports Authority

PPP Public-Private Partnership

PRRC Pasig River Rehabilitation Commission

PRUMS Pasig River Unified Monitoring Stations

PSA Philippine Statistics Authority

RE Renewable Energy

RH Reproductive Health

RWSA Rural Waterworks and Sanitation Associations

SCTEX Subic-Clark-Tarlac Expressway

SDGs United Nations Sustainable Development

Goals

SLEX South-Luzon Expressway

STAR Southern Tagalog Arterial Road

STPs Sewage treatment plants

TIEZA Tourism Infrastructure and Enterprise Zone

Authority

TDGVA Tourism direct gross value added

TFEC Total Final Energy Consumption

TPLEX Tarlac–Pangasinan–La Union Expressway

TRACT Tractebel, Inc.

TSS Total suspended solids

UP NIGS UP National Institute of Geological Sciences

UPLB University of the Philippines Los Baños

UPLBFI University of the Philippines Los Baños Foun-

dation, Incorporated

UPPI University of the Philippines Population Insti-

tute

The Capacity Building Report defines the

different institutional capacity requirements for

the implementation of the Manila Bay

Sustainable Development Master Plan. The

main sources of information for this report are

the inputs from the stakeholders’ consultation

conducted during the Master Planning Phase

and the technical inputs of the different

specialists of the project. Further consultation

and validation will be conducted Action

Planning Phase with the different agencies and

organizations identified in the Report. These

consultations will allow for more details in the

deployment of the capacity building plan.

COMPONENTS OF MBSDMP

INSTITUTIONAL AND

CAPACITY SUPPORT

The Sustainable Development Master Plan for

Manila Bay will require institutional and

capacity support that will consist of the

following:

OVERALL GOVERNING BODY

This institutional structure will govern and

manage the implementation of the different

programs, projects and activities provided in

the Master Plan. This body must have the

legal mandate and powers to provide strategic

direction and conduct management functions

to ensure that the Plan is effectively,

responsively and efficiently implemented by

the different stakeholders. The options for this

governing body are detailed in the Institutional

Set-up Report.

INSTITUTIONAL ARRANGEMENTS

This provides the relationship of the different

actors as defined by their roles and

accountabilities in implementing the different

programs toward attaining specific targets laid

out in the Master Plan. These arrangements

are both at the national and local levels and

involving public and private institutions. These

arrangements are presented in the Institutional

Set-up Report. However, the key actors in

these arrangements are likewise identified in

this report. These will be the basis for

presenting the Capacity Building Report.

CAPACITY AND COMPETENCY MATRIX

This will provide the different capacity and

competency requirements of the institutions

identified above as they perform their

respective roles in the implementation of the

Master Plan. The matrix of requirements will be

presented in this Report.

LEGAL MANDATES

Legal and policy mandates are identified to

create the preferred institutional set-up for the

governing body, to enable the different

institutions to perform new or enhanced roles,

and to create new structures that will allow for

more effective coordination and collaboration

at the local and national levels. Figure 1

presents the three support areas required by

the Master Plan.

INTRODUCTION

1

1

Figure 1. Support Areas Required by the MBSDMP

Manila Bay

Coastal Zone

Catchment Area

Catchment Area

Coastal

Zone

Coastal

Zone

Sie

rra M

ad

re M

oun

tain

Ran

ge

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The design for the proposed Manila Bay

Development Authority (MBDA) and its

capacity and competency requirements is

anchored on the goals and strategies of the

Master Plan and its overall legal mandates

(provided by law). This strategic alignment

ensures that the structures and staffing

complement can implement the required

polices, programs and activities to attain the

objectives of the measures. Building

institutional capacity entails providing the

appropriate systems and technology necessary

to deliver the outputs – products and services.

Resources are made of financial and physical

assets: funds, facilities, equipment and

materials. Land is considered an important

asset for institutions hat will require built

physical environment, such as demonstration

sites. The staffing complement based on the

organizational structure of the institution must

also have the necessary competencies made

up of knowledge and skills to perform role-

related functions and tasks. The framework for

Capacity Building is presented as a diagram

below.

There are two types of knowledge and skills:

management-oriented for those in managerial

roles and technical-oriented for those in

positions requiring specific tasks and outputs.

A person can have both competencies if s/he

is performing both roles.

TRANSITION PROCESS OF

CAPACITY AND COMPETENCY

BUILDING

The framework presented and discussed above likewise presents the transition of building capacity and competencies. The said transition is composed of the following processes:

▪ Undertaking foundational or basic

activities to determine current and actual

capacity and competency levels, and

developing the models and standards that

will guide specific capacity and

competency development;

▪ Implementing the necessary learning and

development programs based on

competency models for all major positions

in lead and support agencies, and

undergoing business process

improvement and structure-related

changes based on the standards designed

in the foundation year;

FRAMEWORK FOR CAPACITY

BUILDING

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3

Figure 2. Capacity Building Framework

▪ Deploying all other institutional

development projects that will further

strengthen the different organizations

within and their relationship with each

other (inter-agency, multi-sector

coordination and collaboration). This

period will also require an assessment of

programs related to learning and

development and capacity build up to

determine return on training and

organization development investments

and further upgrade and scale up

technology and competency

improvements.

RELATIONSHIP OF INVOLVED

PUBLIC AND PRIVATE

AGENCIES IN MBSDMP

Different stakeholders are involved in the

implementation of the Masterplan. Vital to

effective and efficient implementation is a clear

agreement on roles and relationships. Figure 3

is a visual presentation of the relationship of

the different institutions at national and local

levels, including private sector, CSOs, and

academic institutions (Partner Organizations).

At the core of the arrangement is the Manila

Bay Governing body, which provides the

overall direction of plan implementation and

synchronization of the different actors and

programs. This body is responsible for making

all institutions accountable based on their

specific deliverables in Manila Bay Sustainable

Development Masterplan. Lead agencies at the

national level are responsible for implementing

specific or measure-related programs together

with their local counterparts, the lead agencies

at the local level, especially the LGUs.

Supporting the lead agencies are the regional

and national offices of support agencies,

together with the partner organizations at the

national and local levels

The table below provides the different lead and

support agencies identified in the different measures

of the Master Plan.

The Institutional Set-up Report provides the more

detailed roles and relationships of the different

stakeholders. For this Report, they are important to

identify since they are the basis for the competency

and capacity requirements. Annex A presents the

different agencies relevant to the measures.

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Figure 3. Capacity Building Framework

Table 1. Summary of Lead and Support Agencies Based on Measures of Masterplan.

Most Common Lead Agencies Identified (National)

Department of Environ-ment and Natural Re-sources (DENR) Department of Agricul-ture (DA)

Top 5 Support Agen-cies Identified (National Level)

DENR DA Department of Human Settlements and Urban Development (DHSUD) Department of Interior and Local Government (DILG) Department of Public Works and Highways (DPWH)

Key LGU Units Identi-fied

Office of the Governor Office of the Mayor Environment and Natural Resources Office (ENRO) – provincial, city/municipal Disaster Risk Reduction and Management Office (DRRMO) – provincial, city/municipal Planning and Develop-ment Office – provincial,

Capacity requirements are defined by the

organization’s ability to maximize current and

potential opportunities in the external

environment in order to deliver results. The

different strategic measures identified in the

Master Plan will require common capacity

build-up for almost all agencies regardless of

their role in the implementation of the Master

Plan. Capacity has four (4) features, which are

defined in the table below.

CAPACITY REQUIREMENTS

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5

Figure 4. Capacity Areas for the Manila Bay Institutional Support

The table below presents the different requirements /

capacity areas. All capacity requirements are defined, and

particular requirements are identified for each capacity area.

These are common requirements across the different

institutions and across the different measures. Annex B

provides the different capacity requirements of agencies in

each measure.

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Table 2. List of Requirements/ Capacity Areas

Capacity Area Definition Particulars

Systems & Technology Refers to major organizational processes necessary to deliver program outputs. These includes business processes and information technology (IT) programs to increase efficiency and reliability of inputs and outputs, and efficient access and availability of data and information

-Monitoring and Evaluation for programs and projects -Database Management -Audit system to monitor performance (i.e. performance of LGUs in implementing RA 9003) -Knowledge management system Information Technology

Staffing & Structure Refers to positions and functions in the organization that are tasked to deliver specific outputs. It may refer to offices or units or individual posts. Structure provides specialization of functions and delegation of work and authority.

LGU level: Formal creation of environment office and staffing of the office with regular employees

Financial Capacity Refers to budget allocation for all program components

Funds for: -hiring technical and support staff -Training and development of staff -Supplies, materials and equipment for operations -Legal services -OPEX -Research and development -Support to stakeholders, especially in the barangays

Human Resource Refers to personnel and competencies necessary to implement programs

-Staffing complement (fill up vacant positions; create new positions) -Competency development: management

Facilities Refers to equipment, physical built structures, technology hardware such as computers. These are important inputs for program implementation.

-Facilities for the protection of MPAs -Equipment for DRRM, esp., in LGUs

Inter-Organizational Relationship

Refers to the presence of processes and competencies that enable the different organizations to coordinate and collaborate with each other

-Strengthening/establishing networks in traditional and social media -Management of inter-agency task forces at local and national levels -Monitoring and evaluation, feedback mechanisms that are applicable for the network members -Data management of information generated by the network

DESCRIPTION OF

REQUIREMENTS/ CAPACITY

AREAS

Key to all agencies is the provision and

upgrade of information and communication

technology (ICT) in the different business

processes in the organization. The technology

is aimed at creating shared data bases that

can be the basis of informed and timely

decisions across agencies. The information

system will likewise ensure standards for data

management and will be the basis of reliable

knowledge products such as environment

dashboards and scorecards for Manila Bay.

Complementing this capacity will be the

provision of hardware – equipment and

facilities that are fit for the chosen ICT

programs. A key feature of the program and

the equipment is its inter-operability, the

capacity to be shared and to communicate

with different agencies.

Staffing and structure are most urgent in the

LGUs – the creation and formalization of the

provincial, city and municipal environment

offices. This will entail revision of the Local

Government Code and thereafter the

approval of the Department of Budget and

Management (DBM). Given the role of the

LGUs in the implementation and coordination

of the different programs and projects on the

ground, a dedicated unit with competent staff

is crucial in the success of the Master Plan

implementation.

Inter-organizational relationship is a vital part

of effective, responsive and efficient

implementation of major programs and

projects, especially those that will affect

several measures and target stakeholders on

the ground. Coordination and collaboration

however will require mechanisms such as

shared processes and standards for

monitoring and evaluation, data and

information sharing, joint decision-making and

problem solving. Competencies for managing

relationships across different agencies and

sector are necessary to ensure that these

networks are focused on achieving results and

are able to address conflicts and risks

constructively. This element is discussed more

thoroughly in the Institutional Set-up Report.

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9

4

COMPETENCY

REQUIREMENTS The figure below defines the elements of

competencies: 1) what is known (knowledge);

2) what can be done (skills); 3) how the per-

son is energized to do the tasks (motivation);

and 4) the specific function of the person in

the organization (role and function). Two lev-

els of competencies can be classified based

on role and functions: management and

technical.

Figure 5: Competency Elements.

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MANAGEMENT COMPETENCIES Set of knowledge, skills and motivation that will enable the person and groups occupying formal management positions to lead and govern the office and conduct management functions. These will also apply for inter-organizational relationships or inter-agency structures.

COMPETENCY: THINKING STRATEGICALLY AND CREATIVELY DEFINITION: The ability to “see the big picture”, think multi-dimensionally, craft innovative solutions, identify connections between situations or things that are not obviously related and come up with new ideas and different ways to enhance organizational effectiveness and responsiveness. BEHAVIORAL INDICATORS: Plans, crafts and adopts strategies for achieving the vision, mission and objectives of the agency or organization and secures the proper implementation of these strategies Evaluates changes in the operating environment and applies knowledge when exercising and recommending sound judgment in identifying range of solutions/courses of action Guides work teams in designing innovative plans and programs Provides quality judgment and strategic advice to senior leadership and relevant government instrumentalities, based on robust analysis and consideration of the wider context

COMPETENCY: BUILDING COLLABORATIVE, INCLUSIVE WORKING RELATIONSHIPS DEFINITION: The ability to build and maintain a network of reciprocal, high-trust, synergistic working relationships within the organization and across government and relevant sectors. This involves the ability to successfully leverage and maximize opportunities for strategic influencing within the organization and within external stakeholders. BEHAVIORAL INDICATORS: Builds partnerships and networks to deliver or enhance work outcomes Maintains positive and productive working relationships with the team, partners or other stakeholders, despite differences in ideas or their attributes or complexities to encourage sharing of expertise and bring about synergies, goodwill and mutual benefit Identifies barriers to transparency and open communication and initiates appropriate solutions

COMPETENCY: MANAGING PERFORMANCE AND COACHING FOR RESULTS DEFINITION: The ability to create an enabling environment which will nurture and sustain performance-based, coaching culture. Effectiveness in this competency area also includes a strong focus on developing people for current and future needs, managing talent, promoting the value of continuous learning and improvement. BEHAVIORAL INDICATORS: Monitors work and/or tam climate and applies the appropriate action using available tools, including basic knowledge of coaching, to ensure that work performance matches or exceeds the required standard Promotes performance-based culture Provides adequate support and resources to employees to implement their learning and development interventions Reviews and recommends proposals for enhancements and changes in existing processes and systems on Performance

MANAGEMENT

COMPETENCIES

Table 3 provides the competency requirements

identified across the measures. These competencies

are already present in the different institutions but

will need further upgrading to be at par with current

global competency benchmarks, especially in the

area of sustainable development.

Table 3: Details of Management Competencies.

11

Each competency is defined and provided with

specific behavioral indicators that will be im-

portant in competency-based learning and

TECHNICAL COMPETENCIES

COMPETENCY: PLANNING, ORGANIZING AND DELIVERING DEFINITION: The ability to develop programs and projects, and to implement the same by mobilizing and managing resources, both material and human, in order to fully achieve the set objectives and targets. BEHAVIORAL INDICATORS: Establishes a strategic framework consistent with the organizational strategy Practices project management principles and techniques Improves work plans and accurately anticipates resource requirements to mobilize such resources Conducts constant review of plans and makes necessary adjustment when applicable Develops and maintains effective internal control of resources

COMPETENCY: LEARNING FACILITATION DEFINITION: The ability to stimulate process, sustain learning through facilitation, formative assessment and use of various training/learning methodologies and activities. BEHAVIORAL INDICATORS: Uses technology of participation to engage participants Customizes training/learning methodologies and activities Observes facilitator and conducts critiquing to continually improve facilitation

COMPETENCY: MONITORING AND EVALUATING DEFINITION: Gathering and evaluating information to determine whether the on-going activities of a program are in line with intended direction or results BEHAVIORAL INDICATORS: Designs M&E approach and methodology appropriate for projects Checks if systems/components are in place to effectively monitor and evaluate progress

COMPETENCY: INFORMATION TECHNOLOGY DEFINITION: The ability to provide IT services including hardware and software technical support, management of staff concerns with their computer or laptops and installation of new software, utilization of IT and data management. BEHAVIORAL INDICATORS: Establishes IT program that will give value to the organization’s mission, function, decision-making process and internal and external roles Develops thorough, realistic IT solutions that support organizational objectives Follows strict legal compliance on accessibility and privacy issues associated with IT

COMPETENCY: RESEARCH AND DEVELOPMENT DEFINITION: Systematically gathering and analyzing information useful in identifying, implementing and evaluating development programs directed toward innovation and improvement of products and processes. BEHAVIORAL INDICATORS: Develops or partners with external bodies to promote the conduct of research within own and partner organizations Understands good research practice, responsibilities and roles Works with team to deliver successful research projects Reviews research results and organises such into useful information (socio-economic information, demographics, program/project feasibility, situationer, impact analysis etc.) in provincial development planning

COMPETENCY: PUBLIC FINANCIAL MANAGEMENT DEFINITION: The ability to ensure efficiency, transparency and accountability in the allocation, use and management of resources. BEHAVIORAL INDICATORS: Understands the Government Public Financial Management system Applies the understanding of existing fiscal planning and budget allocation systems and processes in the organization Applies the understanding of existing supplier management and contract management systems and processes in the organization

development and in performance evaluation.

Another level of competency needed is tech-

nical-related competencies, whose descrip-

tion and indicators are provided in Table 4.

Table 4: Details of Technical Competencies.

Table 5: Other Technical Competencies

MEASURE COMPETENCY DEFINITION INDICATORS

MEASURE 1: Improve management of protect-ed critical habitats

Knowledge on ecological principles and environmental policies

The ability to use knowledge on ecological principles and environmental policies to different aspects of the project

Applies the understanding of ecological principles and environmental policies to develop plans, implement activities, moni-tor project execution and assess impact

Knowledge in conducting Marine Protected Area Management Effec-tiveness Assessment Tool (MPA-MEAT)

The ability to use knowledge on MPA-MEAT Analyzes results of the MPA-MEAT Develops sound recommendations based on results of MPA-MEAT

Knowledge in taxonomy and com-munity assessment method

The ability to apply relevant taxonomy and community assessment methods to different scenarios in project implementation

Applies understanding of taxonomy and community assessment methods to vari-ous systems and processes relevant to project implementation Analyzes results of assessment and pro-duces sound recommendations

MEASURE 2: Improve Solid Waste Management

Knowledge on emerging and appro-priate technologies on Solid Waste Management

The ability to apply knowledge on emerging technologies related to SWM relevant to different scenarios in project planning, imple-mentation, monitoring and evaluation

Provides information about latest SWM technologies to help improve existing plans, systems and processes

MEASURE 4: Implement disaster risk reduction and management programs/projects

Knowledge on CDRA and multi-hazard mapping

The ability to apply knowledge on CDRA and multi-hazard mapping

Develops systems and processes to apply CDRA and multi-hazard mapping in rele-vant aspects of program implementation Assesses results of CDRA and multi-hazard mapping and provides recom-mendations

Recording and reporting of damages due to disasters and impacts of climate change, including sea level rise

The ability to document results of assess-ments in disaster situations

Records and develops reports on damag-es resulting from disasters and other impacts of climate change

Knowledge in local development planning

The ability to apply knowledge on local de-velopment planning in relevant areas of the program cycle

Provides relevant information necessary to develop programs, plans, systems and processes related to local development

MEASURE 5: Address concerns of informal settlements affected by DRR Measure

Knowledge on applicable laws The ability to apply knowledge on laws and policies relevant to addressing concerns on issues related to informal settlements along legal easements

Demonstrates knowledge of Government policies and regulations on human settle-ment, housing and related concerns Provides relevant information on applica-ble laws necessary to improve program plans and activities

Knowledge on environmental plan-ning, housing, agriculture, fishery and forestry

The ability to apply knowledge on environ-mental planning, housing, fishery and forest-ry relevant to pressing issues on the program

Provides relevant information necessary for improvement of different aspects of the program

MEASURE 6: Implement sustainable fisheries man-agement

Knowledge on fisheries and environ-mental laws

The ability to apply knowledge on fisheries and laws to relevant aspects of program planning and implementation

Develops recommendations to improve program plans and activities based on relevant government policies and regula-tions on fisheries and the environment

Annex B provides the different competency requirements of agencies in the different measures.

Moving from the current state of competency

and capacity will require a transition period, as

shown in Figure 6. This period is marked by

complete roll-out of the following major

programs:

▪ Learning and development activities for

the leaders and technical staff of the

different agencies, especially the lead

agencies at the local and national levels;

▪ Business process improvement, and

installation of IT programs and hardware

for specific and prioritized systems:

planning, monitoring and evaluation; data

management and knowledge

management, financial management

(from budgeting to accounting and asset

management). These systems will enable

effective utilization of data and

information for decision making, strategic

planning and problem solving.

▪ Re-structuring of organizations to

accommodate new or reinforced offices

that are tasked with technical functions.

This period will also focus on creating the

Manila Bay governing body and

strengthening the different implementing

networks at the national and local levels.

FOUNDATIONAL ACTIVITIES

FOR 2020

Before major activities are implemented during

the Transition Phase (2021 – 2022),

foundational activities must be undertaken

within 2020. These activities will serve as basis

for designing the different learning and

development programs, the improvement of

systems and business processes and the re-

structuring of specific institutions. These major

activities must include an Organizational

TRANSITIONING FROM

CURRENT TO DESIRED STATE

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Figure 6. Activities/ Programs under Transition Phases

assessment of lead and major support agencies

to determine current state of capacity and

competency. The baseline information will be

the basis for developing the following:

▪ The competency models for managing

and implementing the Master Plan –

detailed description of competency

standards for each major function. The

model will define the levels of skills and

knowledge – from basic to advance, and

what are behavioral indicators for each

step;

▪ The learning and development packages

addressed to build the different

competencies described in and prescribed

by competency models;

▪ Technology-assisted business process

designs to improve end to end processes

that deliver specific outputs, e.g.,

monitoring of pollution load, planning to

budget for disaster response, publication

of environment assessment reports;

▪ Design of new or improved structures

within institutions. The design will contain

key result areas of the office and its main

outputs, staffing requirements with roles

and functions (job descriptions), division of

labor and delegation of authority, among

others;

▪ Enabling policies that will be required to

create and or improve structures,

processes and systems, competencies;

▪ Quality standards for the different

processes, systems and structures that will

be installed or modified; and

▪ Investment requirements for the

implementation of the different projects

and programs identified above. The

investment plan will identify different

sources of funds in both public and private

institutions, how to access these and what

are obligations if these funds are acquired.

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OTHER ACTIVITIES FOR

TRANSITION AND

DEPLOYMENT PHASES

The implementation of programs and

projects identified during the foundation-

building period will be tested during the

transition period. Results gained from this

period will serve as proof of concept as good

practices emerge, and as basis for continuous

improvement to address further gaps that

may unfold during the implementation of

various activities related to the measures of

the Plan. The succeeding years, 2023

onwards will serve as the period for full

deployment of improved or enhanced

programs and projects that started during the

transition years. This period will likewise

ensure evaluation of the different projects to

determine return on investments.

Throughout the different phases of

implementation, a strong social marketing

and promotions must be integrated as part of

the core programs for the Master Plan. The

different stakeholders must be informed,

engaged and recognized through effective

use of traditional and social media networks.

Communication must not only be designed in

traditional information, education and

communication (IEC) packages but in formats

that are IT-friendly for social media.

These IECs will have to be targeted to specific

audiences, rather than developed for public

consumption, and must be design using the

principles of behavior change, known as

behavior change communication (BCC). The

messages must be able to bring not only

awareness but concrete guidance and

instructions toward the desired behaviors

from the target audience.

Annex A: Key Actors per Measure

ANNEXES

15

MEASURE 1: Improve Management of Protected Critical Habitats

Lead Agencies DENR Office of the Secretary

Key Support Agencies DENR-EMB DENR-ERDB DENR Legal Division DOST-PCAARRD

LGU Counterparts Office of the Governor (Plan Area) Office of the Mayor (Plan Area) PENRO (Plan Area) CENRO (Plan Area)

Private Sector SM Business Group GNPower Mariveles Other Power plants being established in Mariveles

Academe and CSOs UP Marine Science Institute UP Institute of Environmental Science and Meteorology UP NIGS Oceana Philippines Wetlands International

MEASURE 2: Improve Solid Waste Management

Lead Agencies NSWMC; MMDA for MM

Key Support Agencies EMB – SWM Section (Nolan) DILG – Local Government and Bureaus LLDA LBP

LGU Counterparts LGU ENRO and Engineering

Private Sector Private owners/operators of SLFs Private garbage collectors Junkshop Dealers Association of Recyclers: *PULPAPEL for paper, *Polystyrene Plastic Manufacturers Assn – for Plastic *Cement Industry Association of the Phil – for RDF

Academe and CSOs Recycling Movement of the Philippines Fdn Inc. Eco-waste Coalition Green Convergence Phil. Business for the Environment Air and Waste Mgt Assn of the Phil (AWMA) Green Peace Other environmental NGOs UP National Engineering Center Miriam College – Envi Science Institute Ateneo – Envi Science

16

MEASURE 3: Reduce Pollution Load

Lead Agencies EMB LLDA DOH – Envi Health MWSS LWUA Philippine Coast Guard (to implement MARPOL provisions for ships) Philippine Ports Authority (PPA) DA for reuse of treated wastewater Water Districts LGU-run water service provision

Key Support Agencies LGU – Business permits/ sanitary permit, barangay locational clearance per-mits DOST for technologies NWRB for water permits & water tariffs of non-WDs Pasig River Rehabilitation Commission for Pasig river clean up DPWH for NSSMP NIA

LGU Counterparts LGU ENRO WQMA

Private Sector Maynilad Water Manila Water Phil Association of Water Districts (PAWD) Prime Water Metro Pacific Balibago Water Philippine Chamber of Commerce & Industry Water Alliance

Academe and CSOs UP NEC DLSU – Institute for Water Miriam ESI Phil Institute of Chemical Engineers (PiChe) Phil Assn of Sanitary Engineers (PASE) Pollution Control Officers Association of the Phil (PCAPI) Phil Water Partnership WaterLinks WEAP – Water & Environment Assn of the Philippines Sagip Pasig Movement Environmental NGOs Marilao - LGU Association Manila Bay NGOs Green Peace Philippine Business for the Environment (PBE)

Annex A: Key Actors per Measure

17

MEASURE 4: Implement DRRM Programs and Projects

Lead Agencies LGUs, NDRRMC, DPWH, CCC, HLURB, MMDA, DENR

Key Support Agencies PHIVOLCS, PAGASA, NHA, NAMRIA, DILG, PRA

LGU Counterparts MDRRMO/CDRRMO, MPDC, MENRO, Provincial ENRO and DRRMO, PPDC

Private Sector Land Developers

Academe and CSOs UP NIGS, Manila Observatory, UP Resilience Center, UPLB Climate Change

MEASURE 6: Implement Sustainable Fisheries Management

DA-BFAR Office of the Director

DA-BFAR-Fisheries Resource Management Division DA-BFAR Inland Fisheries and Aquaculture Division DA-BFAR Legal Division DA-BFAR-Office of the Regional Director DOST-PCAARRD PNP Maritime Group

Office Governor (Plan Area) Office of the Mayor (Plan Area) Provincial Agriculturist Office (Plan Area) Municipal Agriculturist Office (Plan Area)

SM Business Group

UP Marine Science Institute UP Institute of Environmental Science and Meteorology Cavite College of Fisheries Bataan Peninsula State University UP Marine Science Institute UP Institute of Environmental Science and Meteorology Cavite College of Fisheries Bataan Peninsula State University Pampanga State Agricultural University SEAFDEC Pangisda Oceana Philippines Pamalakaya

18

MEASURE 5: Address Concerns of Informal Settlements affected by DRR Measure

Lead Agencies Department of Human Settlements and Urban Development by virtue of RA 11201, 14 Feb 2019 (IRR not yet released)

Key Support Agencies NEDA Department of Environment & Natural Resources (DENR) Department of Finance (DoF) Department of Public Works & Highways (DPWH) Department of Transportation (DoTr) Metropolitan Manila Development Authority (MMDA) Department of Justice (DoJ) Department of Health (DoH) National Human Settlements Board Presidential Commission for the Urban Poor (PCUP) National Anti-Poverty Commission (NAPC) Human Settlement Adjudication Commission (HSAC) National Housing Authority (NHA) National Home Mortgage Finance Corp (NHMFC) Social Housing Finance Corporation (SHFC) Department of Energy (DoE) Department of Tourism (DoT) Department of Agriculture (DA) Department of Interior and Local Government (DILG) Land Registration Authority (LRA) Department of Labor and Employment (DOLE) Department of Social Welfare & Development (DSWD) TESDA TIEZA PEZA Department of Science & Technology (DoST)

LGU Counterparts MSWD/CSWD Officer MPD/CPD Officer Urban Affairs Officer PESO Office of the Building Officer Official (OBO) City/Municipal Engineer Zoning Administrator City/Municipal Planning and Development Coordinator C/MPDC City/Municipal Disaster Risk Reduction and Management Officer (DRRMO) City/Municipal Environment and Natural Resources Officer (ENRO)

Private Sector Manila Water Maynilad CREBA Subdivision and Housing Developers Association PRC-Accredited Professional Organizations (APOs) e.g. Philippine Institute of

Academe and CSOs Urban Poor Associates Center for Housing and Independent Research Synergies (CHAIRS) Organization of Socialized Housing Developers of the Philippines (OSHDP) Community Organizers Multiversity Accord, Inc. Alter Plan HPFPI (Homeless Peoples Federation of the Philippines Inc.) Kabalikat PBSP UP School of Urban and Regional Planning UPLB College of Human Ecology Architecture Advocacy International Foundation (AAIF) ASEAN Association for Planning & Housing (AAPH) United Nations Development Program (UNDP) UN Habitat


Requirements per Measure

19

MEASURE 1: Improve Management of Protected Critical Habitats

Agencies Policy Rquirements

Capacity Requirements Competency Requirements

LEAD AGENCIES

DENR Office of the Secretary, MBCO

Monitoring and evaluation sys-tem; funds for hiring of tech-nical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for per-formance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in ecological principles and environmental policies

KEY SUPPORT AGENCIES

DENR-EMB, DENR-ERDB

Monitoring and evaluation sys-tem; funds for hiring of tech-nical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions; (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for per-formance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in ecological principles and environmental policies; Knowledgeable in conducting Marine Protected Area Management Effectiveness Assessment Tool (MPA-MEAT)

DENR Legal Division

Funds for operating expenses necessary to provide legal ser-vices; funds for conducting discussion with stakeholders (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for per-formance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.

Technical Staff: Strong background in environmental policies

20

DOST-PCAARD Monitoring and evaluation sys-

tem; funds for hiring of tech-nical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions(specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide ru-brics for performance evaluation of technical and support staff; critical thinking (able to identify and ad-dress root problems); point person(s) must have no pending case in the Sandiganbayan and/or any gov-ernment ethics committee. Technical Staff: Strong background in ecological principles and environ-mental policies

PNP Funds for hiring support staff; funds for equipment in the pro-tection of MPAs; facilities in the protection of MPAs; (specific hardware and software requirements must come from

Staff: Must be well versed in envi-ronmental laws; point person(s) must have no pending case in the Sandiganbayan and/or any govern-ment ethics committee

LGUs

Office of the Gov-ernor (Plan Area), Office of the Mayor (Plan Ar-ea), PENRO (Plan Ar-ea), CENRO (Plan Area), MENRO (Plan


Basic background knowledge on coastal marine ecology; strong com-munity ties; critical thinking (able to identify and address root problems); point person(s) must have no pend-ing case in the Sandiganbayan and/or any government ethics commit-tee

KEY PRIVATE SECTOR ACTORS, CSOs and ACADEME

SM Business Group

Habitat assessment equipment; Access to database

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Knowledgeable in taxonomy and community assess-ment methods; Possess basic knowledge in implementing MEAT

GNPower Mariv-eles, Other Power plants being es-tablished in Mariveles

Monitoring and evaluation sys-tem; funds for hiring of tech-nical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Knowledgeable in taxonomy and community assess-ment methods; Possess basic knowledge in implementing MEAT

UP Marine Sci-ence Institute, UP Institute of Environmental Science and Me-teorology, UP NIGS

Funds for research and devel-opment; funds for hiring of technical and support staff; supplies, materials, and equip-ment for data gathering and analysis (specific hardware and software requirements must come from

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Strong background in ecological principles and environ-mental policies

Oceana Philip-pines, Wetlands Interna-tional, PEMSEA

Habitat assessment equipment; Access to database

Managers: Able to design effective M&E systems; able to provide ru-brics for performance evaluation of technical and support staff; critical thinking (able to identify and ad-dress root problems); Technical Staff: Strong background in ecological principles and environ-

Annex B: Policy, Capacity, and Competency Requirements per Measure

21

MEASURE 2: Improving Solid Waste Management

Agencies Policy Requirements Capacity Require-ments

Competency Requirements

LEAD AGENCIES

NSWMC National law banning single use plastic National law on Manufacturers Responsibility/ Accountability for managing their waste Incentives to encourage more large-scale com-posting (linkage with Bureau of Plant Industry and BSWM & Policy Service of DA to issue DAO) Government to support use of organic fertilizer and compost (buying program) Public disclosure program to reward/recognize good performers and shame poor performers Re-activate Ecowatch Program of DENR Require SLF operators to have a special cell for large scale composting & to have mechanized secondary sorting of incoming waste.

Identify Champions in Senate and Con-gress for national laws.

Knowledge on

emerging appropri-

ate technologies on

SWM


DILG, EMB

Improve requirement for Seal of Good Local Governance from merely having a 10-year SWM Plan to actual implementation (having a SWM budget, segregation at source, having sufficient MRFs o service all barangays & disposal of resid-ual waste in an approved facility, More ODA window for environmental facility for GFIs (LBP, DBP, PNB)

More manpower & resources Audit system to monitor & evaluate performance of LGUs in implement-ing RA 9003 Extensive and inten-sive IEC program on eco-waste manage-ment using tradi-tional and social

Knowledge on emerging appro-priate technolo-gies on SWM

LGUs

Local Ordinances requiring segregation at source, segregated collection with appropriate incentives and penalties. Local Ordinance with DepEd support requiring all public schools to have school-based waste recovery program (passbook system similar to that of Marikina)

Operationalize SWM Boards with budgets Establish & opera-tionalize barangay-level SWM Com

Knowledge on emerging appro-priate technolo-gies on SWM


Activate or expand Industrial Waste Exchange

22

MEASURE 3: Reduce Pollution Load

Agencies Policy Requirements Capacity

Requirements Competency Requirements

LEAD AGENCIES

MWSS

Advance deadline for full sewer-age coverage on concession area to 2026 & consider NG subsidy to keep rates affordable

Stricter and more regular mon-itoring of point sources. More resources - staff, laboratory, vehicles, budget. Expand accreditation of other

DPWH

Improve NSSMP to expand eligi-bility to all LGUs

DENR/EMB/LLDA

Activate Ecowatch program to reward/ recognize good perform-ers and shame bad performers

DENR/EMB

Issuance of guidelines for depu-tizing LGU ENROs and others

Consider deputizing LGU EN-ROs. Stricter enforcement vs pollut-ers. Ensure closure of the pol-

PCG or PPA

Require all ships to have oil & grease separators

PPA

Require shipowners to have con-tracts with authorized entities to de-sludge their ships upon dock-

DPWH

Amend Building Code to require sealed 3-chamber septic tanks.

DENR/EMB & LLDA

Provide Guidelines to encourage the reuse of treated wastewater in accordance with CWA.


NIA Seriously implement DA Admin Order 2007-04 on the reuse of

LGUs

LGUs

Local Septage Management Ordi-nance mandating desludging for all HH Require septage treatment facili-ties for private desludgers getting business permits from them. Pass Ordinances requiring Dis-charge Permits from either EMB or LLDA for establishments (commercial, Industrial, Institu-tional) operating in their locality as a prerequisite for issuance of Business Permit



23

MEASURE 4: Implementing DRRM Programs and Projects

Policy Requirements Capacity Requirements Competency Requirements

Passage of National Land Use Act, In-stitutionalization of PEIA or SEA

Multi-hazards and Risk Maps, Updat-ed Maps of Informal Settlements, Inventory of Buildings in Areas Ex-

DRR/CCA Specialists

Key Support Agencies

Mechanism for seamless interface or integration of datasets from various agencies to improve access at will

Dedicated human and financial re-sources to generate and collate all relevant datasets.

LGUs

Unification/integration of all mandated LGU plans; increase access to DRR/CCA financing; strict enforcement and im-plementation of updated CLUPs and zoning ordinances; conduct of compre-hensive risk and vulnerability assess-ments

At least 5 tenured technical person-nel in DRRMO; adequate public and private sources of DRR/CCA financ-ing; capacity building on and deci-sion support tools for mainstreaming integration of DRR and CCA in local development planning along with other mandated LGU plans; capacity building on comprehensive risk and vulnerability assessment/CDRA

Specialist in CDRA and multi-hazard mapping; monitoring, assessment, recording and reporting of damages due to disasters, and impacts of climate change including sea level rise


Strict compliance with relevant laws and regulations governing land devel-opment; enabling policies for greater participation and investment on DRR/

Access to relevant information, tools and datasets

MEASURE 5 Addressing Concerns of Informal Settlements in Easement

Agencies Policy Requirements Capacity Require-ments

Competency Requirements

LEAD AGENCIES

Depart-ment of Human Settle-ments and Ur-ban De-velopment

- Need for IRR - Needs incentives for private sector participating in socialized housing (RA 7279) -Strict enforcement of the re-quired 20% for socialized housing within the locality where develop-ment takes place - Strict implementation of Man-

damus - Strict enforcement of legal easements under the Water Code

Data collection, map-ping, knowledge management Formal participatory mechanism Monitoring system

Coordination skills Public participation skills Skills on meaningful engage-ment of private sector & civil society to produce & manage new homes for ISFs Knowledge on applicable laws Monitoring & evaluation skills

24

MEASURE 5: Addressing Concerns of Informal Settlements in Easement

Agencies Policy Requirements Capacity Requirements Competency Require-


LGUs

C/MPDC, C/MENRO, All Relevant Departments, DoJ

RE/FORMULATE and IMPLEMENT as mandated by the Local Government Code (LGC) -Comprehensive Land and Water Use Plan (which must cover all 4 domains – land, water, air & sub-surfaces) and Zon-ing Ordinance following the new and enhanced CLUP Guidelines (2014), every 9+years -Comprehensive Development Plan, every 6 years -Local Development Investment Pro-gram, every 3 years RE/FORMULATE as mandated RA 9729 and RA 10129 Local Climate Change Adaptation Plan Disaster Risk Reduction and Manage-ment Plan and prepare detailed compliance guidelines (including those relating to physical planning and design); REPEAL P.D. No. 1096, the 1977 National Building Code of the Philippines (NBCP) with a version that preserves and en-hances the stream of regulations (SoR) of the NBCP that have evolved over the last 41 years to implement and enforce the law i.e. IRR, guidelines, standards, proce-dural manuals, interpretations (including graphic/ illustrated interpretations) as part of its technical reference sub-system (TRS); codify referral code sub-system (RCS) and derivative regulation sub-system (DRS); Fully develop the stream of regulations (SoR) of valid and subsisting laws dealing with physical (including settlements) planning, the environment and building (and housing) design; Enhance economic and socialized hous-ing regulations to incorporate guidelines on appropriate land and housing devel-opment particularly for the lowest in-come groups, particularly those con-cerned with on-site upgrading through the Community Mortgage Program (CMP). These should be made appurte-nant to the NBCP and local zoning regu-lations. Risk-sensitive housing and building de-sign and construction guidelines should be promulgated. These should be made appurtenant to the NBCP and local zon-ing regulations. Strictly require that the developers to develop the required 20% for socialized housing within the locality where they are

Mapping and GIS; Appreciation of physical planning, environmental and building laws, their streams of regulations (SoR) and current inter-pretations by State-regulated technological professionals i.e. environ-mental planners, archi-tects, designers, manag-ers, environmental spe-cialists, agriculture, fishery & forestry professionals and engineers. Improvement of planning and design technologies for land development and housing. Review of the provisions of the R.A. No. 7279, the Urban Development and Housing Act (UDHA) of 1992 and its amendatory Acts.

Coordination skills Listening skills (especially inputs of stakeholders) Inter-LGU collaboration skills Consultation and facili-tation skills; Technological back-grounds i.e. environ-mental planners, archi-tects, designers, manag-ers, agriculture, fishery & forestry professionals, environmental specialists and engineers. High-quality Continuing Professional Develop-ment (CPD) courses/ programs for State-regulated technological professionals. Enhancement of plan-ning, design, evaluation, enforcement, and moni-toring capabilities of LGU front-line staff such as City/Municipal Build-ing Officials, City/Municipal Zoning Ad-ministrators/Officers, and City/Municipal Housing Officers.




25

MEASURE 6: implement Sustainable Fisheries Management

Agencies Policy Requirements Capacity Requirements Competency Requirements

LEAD AGENCIES

DA-BFAR Office of the Director; MBCO

Monitoring, communication and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equip-ment for operations (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for perfor-mance evaluation of tech-nical and support staff; criti-cal thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandi-ganbayan and/or any gov-


DA-BFAR-Office of the Regional Director, DOST-PCAARRD

Funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions (specific hardware and software requirements must come from the office); monitor-ing and evaluation system;

Design and provide an effec-tive monitoring plan and rubric performance evalua-tion system; be able to iden-tify fisheries related prob-lems; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics commit-

DA-BFAR-Fisheries Resource Man-agement Division


Be able to design and pro-vide an effective monitoring plan and rubric performance evaluation system; be able to identify fisheries related problems; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics com-

DA-BFAR Inland Fisheries and Aq-uaculture Division

Monitoring and evaluation sys-tem; funds for training and de-velopment of technical staff; supplies, materials, and equip-ment for operations (specific hardware and software require-ments must come from the office)

Design and provide an effec-tive monitoring plan and rubric performance evalua-tion system; be able to iden-tify fisheries related prob-lems; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics commit-

26

MEASURE 6: Enforcing Sustainable Fisheries

Agencies Policy Requirements Capacity Requirements Competency Requirements

DA-BFAR Legal Division

Supervising and overseeing the review, negotiation and drafting of major contracts, tender doc-uments and other legal docu-ments, as required related to the various operations of fisher-ies activities in Manila Bay; sup-plies, materials, and equipment for operations (specific hard-ware and software require-ments must come from the

Must be well versed in fisheries and environmental laws to be able to maintain and prevent any legal fisheries issues that may arise; point person(s) must have no pending case in the Sandi-ganbayan and/or any govern-ment ethics committee.

PNP Maritime Group

Hire, train, mobilize, organize and manage maritime staff; provide supplies, materials and equipment for maritime opera-tions (specific hardware and software requirements must come from the office)

Must be well versed with fisheries and environmental laws and policies to be able to enforce laws, rules, regulations and ordi-nances relative to fisheries and environment protection in Manila Bay; point person(s) must have no pending case in the Sandi-ganbayan and/or any govern-

LGUs

Office of the Gov-ernor (Plan Area)

Funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materi-als, and equipment for opera-tions; monitoring and evalua-tion system

Design and provide an effective monitoring plan and rubric per-formance evaluation system; be able to identify fisheries related problems; point person(s) must have no pending case in the Sandiganbayan and/or any gov-

Office of the Mayor (Plan Area), Provincial Agricul-turist Office (Plan Area), Municipal Agricul-turist Office (Plan Area), MFARMC (Plan

Monitoring and evaluation sys-tem; funds for hiring of tech-nical and support staff; funds for training and development of technical staff

Design and provide an effective monitoring plan and rubric per-formance evaluation system; be able to identify fisheries related problems; point person(s) must have no pending case in the Sandiganbayan and/or any gov-ernment ethics committee.

KEY PRIVATE SECTOR, CSOs and ACADEME

SM Business Group

Ability to communicate and advertise results of the study and the science behind con-

Be able to communicate effec-tively with local communities and other stakeholders

PNOC Ability to communicate and advertise results of the study and the science behind con-serving habitats and fish stocks

Managers: Be able to communi-cate effectively with local com-munities and other stakeholders

State Universities and Colleges

Funds for research and devel-opment; funds for hiring of technical and support staff; supplies, materials, and equip-ment for data gathering and

Be able to conduct fisheries and ecological research with strong background in fisheries and envi-ronmental policies

Documents

Situation Analysis Reportmbsdmp.com/download/Annex 4_Capacity Building Report_3010201… · In 2018, the National Economic and Development Authority (NEDA) engaged the Joint Venture