The Ecsom Protocol

THE ECSOM PROTOCOL
System of Ecology-based Community-Centred Sustainable Development

Organization and Management
A COMMUNITY MANAGEMENT AND ACCOUNTING PROTOCOL
by
Dr. Sixto K. Roxas
Introduction
The spectacular economic achievements of western civilization in the 19th and twentieth
centuries have been attributed to the efficiency of modern business enterprise. This has set
the standard of performance and has become the model in which almost all human activity
has been patterned. Its methods, organizational forms and management practices have
served as model and analogue even for non-business activities of human society.
"Businesslike" has become an epithet for everything ordered, efficient, disciplined and
rigorous.
In more recent decades, however, as humanity has become increasingly aware of the
persistence of certain problems, like poverty, and the aggravation of others such as
environmental destruction, the finger pointed to the very methods that had made business
so potent and effective: its pursuit of profit as the overarching goal, its relentless drive for
productivity and its utter lack of concern for either social or ecological considerations.
The socialist solution was to make the state the preponderant organization and state
enterprise the principal instrument for the management of production. This resulted in the
disasters of the USSR and the socialist regimes in Asia. Their record for achieving a
reasonable distribution of incomes was somewhat better but productivity, efficiency and
environmental preservation suffered horrendously.
The ECSOM Protocol advances the notion that the trouble with both systems has not been
in the ownership of enterprise -- private on the one hand or state on the other. Nor was it
THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 1
in the degree of freedom from centralist state controls that the enterprise and the market
enjoyed -- relatively free in the one regime and subject to rigid command-and-control
constraints from the state, in the other. The problem was that the preponderant unit of
organization was enterprise and its profit as measured either in the capitalist or the
socialist accounting method the paramount measurement of performance.
It poses an alternative possibility: the community as the paramount unit of organization
and its net income and net worth as the overarching measurements of economic
performance. This does not eliminate enterprise. It merely makes enterprise accounts
subsidiary to community accounts, instead of, community accounts being subsidiary to
enterprise, as in company towns.
This makes the economy a community rather than an enterprise system and would view
national incomes as a consolidation of community rather than enterprise incomes.
But can such a system be made "operational"? Let us first understand precisely what
"operational" means. The best way is to see in what ways the enterprise system has been
operational for these several centuries. The operationality criterion requires that it be
made up of constituent units, each with the following properties:
The unit must be an organization with a system of authorities and mechanisms for control.
It must have an operating technology that relates the control levers to the operating
variables with predictable parameters, i.e. it must lend itself to rational
management.
It must have a defined set of stake-holders and beneficiaries and a system of
governance that gives the stakeholders a say in the primary and secondary goals
that the unit must seek to accomplish and the tolerable costs and trade-offs and
order of priorities that shall govern its choices.
It must have a suitable accounting system to monitor its performance, track its
course and articulate for the information of its stakeholders how it is achieving or
failing to achieve its short- and long-term objectives.
It must have a set of professional managers trained in the technology of running
the unit's operating system.
It must be linked to other units in successively larger systems and a system of
orderly transactions with other units to achieve gains from larger aggregations and
benefits for the larger communities to which it belongs.
In neo-classical theory the micro-decision-unit is the 'firm'. It is an organization with an
authority structure, a defined set of stockholders, managers and employees, a definite set
of product lines or 'businesses', a production, marketing, distribution, and organization
technology, an accounting system that records stock of resources and ownership and
creditor claims on resources, an income statement, cash flow, and a management
information system to direct and monitor performance. The firm is related to other firms
in the same 'industry' and to other industries local, national and international, and transact
through 'markets' - correspondingly local, national and international - where volumes of
products and services are exchanged through bargains that set prices. The gains from
these exchanges are reckoned by the transactors on the basis of resulting individual net
profits accruing to each.
The performance criteria - the 'bottom-line' - of firms are profits and net worth. Social
welfare and ecological integrity are not mainstream considerations in their operations.
Although, neo-classical theory maintains that under given conditions, the market
mechanism through which prices and volumes of product transactions are cleared, ensures
the convergence of decision patterns that seek profits and those that seek the larger social
welfare. No one really believes any longer that this convergence happens generally or
typically in real world situations. By the same token, intercommunity exchanges can take
place in which the transactors gain but one or both the communities lose part of their life
support.
The objective of the ECSOM Protocol then is to flesh-out an operational model of a
community. Enterprise management has developed into a hard-nosed science and art
because the concept of enterprise has had the benefit of translation into a clear,
unambiguous operating model, with performance standards measured through an elaborate
accounting system, and operating protocols embodied in textbooks with principles and
cases. The question: can the concept of a community be similarly fleshed-out?
Two reasons dictate that it should be:
Enterprise management excludes responsibility for the ecology. This is the reason
economists agonize over the problems of "externalities" -- precisely because the
whole of the environmental consequences of business operations are external to the
enterprise and must be tortured back into consideration to accommodate
environmental costs.
An authentic sustainable development program must be designed as a
consolidation of sustainable development programs at the level of sustainable
developing communities, meaningful only because the responsibility for carrying
them out are clearly defined at each of these levels, the managers are trained to
implement those programs, and the accounting systems monitor the performance of
the managers.
This implies that there needs to be exercised in some mode and through some formality,
in the community, the role of manager. What are the implications of that role? It
assumes the community to be an "organization" of particular characteristics, and the
managers are practitioners of a defined science and art.
The discussion will proceed as follows. In the selection of the appropriate unit of
organization, analysis, management and accounting, we shall attempt to integrate the
ecological considerations so that they become part of the mainstream decision process.
Thus in ecology, the levels of organization are as follows;
1) The physical territory
2) The living organism
3) The populations of interbreeding living species
4) The community of populations of human and non-human living creatures
5) The ecosystem - the community and the physical territory which forms its
habitat.
6) The Landscape - which combine a group of ecosystems with all the human
artifacts.
7) The Biome - a larger unit combining landscapes in a region with common
ecological bio-ecological characteristics: a grassland region, a rain forest, a
desert, an ocean.
8) Groups of biomes in the major continents and oceans are biogeographic regions
with particular flora and fauna.
"Community" has a very precise meaning in ecology as a group of "populations"
coexisting in a contiguous territory. Within that territory (landscape) each population
thrives in a particular place which is its "habitat" and "ecological niche" is the term
applied to the ecological role of the species in its community. As Odum puts it: habitat is
the "address" of the organism, where it lives, and ecological niche is its "profession",
what it does.
The system is not static of course. Populations affect populations of other species and
habitats, both their own and that of others. And changes may mean destruction or
migration of species, so that biotic communities may undergo changes. Human
populations are particularly aggressive in this respect, affecting their own kind and other
species, and of course wreak fundamental changes on landscapes and habitats.
Conscious of this and precisely seeking systemically to integrate ecological elements into
organizational structure and behavior, we take "Community" to mean "ecosystem"
encompassing therefore, populations of other living species as well as their habitats. Thus
defined, community economics goes beyond merely commercial transactions but
encompasses the resource usage in the whole system.
We then describe the structure and operations of this community as an organization. And
proceed to define the accounting system that would track the performance of the
community as an organization - its balance sheet showing its stock of resources as of a
point in time and its liabilities and consolidated net worth, and then its periodic income
flows, the gross income and the net after considering current and capital costs including
the cost of maintaining natural resources to their state at the beginning of the accounting
period, and then the allocation of net income between consumption and capital formation.
We discuss, how to manage the community in accordance with the logic of these accounts
and then look at the problems of operationalization and filling the conceptual boxes with
real numbers.
COMMUNITY-CENTERED ACCOUNTING
The community is an "organization" of particular characteristics. It is an ecolo-econo-system -combining the ecological system and the human community, colony and habitat. Specifying the
unit of organization, its stakeholders and its structure, and its stock of resources.
The community is an organism subsisting in a territorial habitat on which it has fashioned a lifesupport system. It has a territory, a natural resource endowment and a working economy that
together define both its needs and its capacity to supply them.
Geographical Territory
Land is the most important asset of the local community. Taxes based on its value is the major
source of local government revenue now and will continue to tbe in the future.
Land is part of a natural ecosystem. The system linkage defines the ambit of a land system and a
stakeholding community's interest in it. The qualities of land as a resource depend on certain
nature-given characteristics and specifications and certain other
properties that result from human intervention. In an assessment it is essential to understand first
of all its inherent nature as part of an ecosystem.
A valuation process must set the land in its natural setting as part of an ecosystem and define the
properties within that setting. The land is part of a geological, climatological and hydrological
system.
The minimum unit within which it can be understood is a watershed area, a system of landforms,
a topography, a microclimate, a river with its source and drainage basin. That system over the
years, determined the characteristics of the land, its topography, soil type, moisture level,
stability; and those characteristics determined the biological system that has overgrown it and
which the geosystem sustains.
Within that configuration, the land then has certain properties: elevation, temperature range and
soil types define "pedo-ecological zones". Each soil type within a pedo-ecological zone has
properties for production of specific crops. These properties are
translateable into economic input-output coefficients, or production functions.
The Community
We turn now to the community for whom the ecosystem has become a habitat. The community
has formed its system of settlements on the territory within the ecological zone. It has formed on
it a community with its physical infrastructure, and its social, political and economic organization.
We can call the settlement and its habitat, a Bioeconomic District. The demographic
configuration of the community, and its taste and culture define its needs and wants. Those are
translateable in turn into a schedule of wants, demand functions. Some of these requirements are
in the nature of private goods to fill individual needs; others are public goods to fill group
needs.
The community is not static, it is growing, and it seeks improvement in the quality of life.
Therefore it has present demands and must provide for future demands. This requires capital
formation. In addition therefore to consumer goods, for individual and group
consumption, there is a need for capital goods for maintaining and augmenting productive
capacity. There is an investment demand schedule.
The theory and operating logic of the community as an ecoloecono-system. Modelling the
Community in its habitat. The Planning Framework for the Local Community
The Logic of the framework (the SAM algorithm)
The framework depicts the wealth structure, production and incomegeneration
anatomy, and the consumption-investment patterns of the community. It then situates
the operating pattern of the LGU within that setting, and defines the functional linkage
of its revenues and expenditures to the whole system. (Figure 1)
The framework has four categories of data:
1) Stock information on Resources
a. Land - based on physiography, slope, rainfall, physical and chemical
characteristics of soil
b. the soil types (Soil Management Units)
c. Water ground, surface, foreshore brackish and salt water, with stockand flow
characteristics.
d. Forested areas and grasslands with technical characteristics
e. Mineral Resources: areas with known reserves and under commercial exploitation,
areas under exploration, reserve areas.
f. Household population and demographic data, sex and age composition, education
and skills, labor force characteristics, social and occupational differentiation.
g. Capital stock private and public: land improvements, buildings and houses, plant
and equipment, rolling stock, inventory, public infrastructure.
h. Financial stocks: financial assets, liabilities and networth ofsystem, private
corporations and institutions, government andprivate households.
2) Flow information showing income streams accruing to households, corporations and
government, and to the rest of the world from economic transactions during the current
accounting period and savings generated from these streams.(#h
3) Block of data showing intermediate transactions between economic sectors during the
accounting period .
4) Block giving the "final demand" purchases of the sectors in 2) from themselves and from
the producing sectors in 3). These are classified into consumption goods purchased by
households, products purchased by Government for current operations, products purchased
by private and government sectors for capital formation and inventory, and exports
purchased by the rest of the world sector.
The Column of totals: The last column gives the totals -- production by sector, services sold by
the primary factors during the accounting period, total capacity of the community's stock of
natural, human and capital resources.
Units of measurement
Physical units correspond to the product or resource: e.g. cavans of palay or

corn, kgs. of meat liveweight and dressed weight), adult mandays of labor,
hectare-months of land, square-meter-months of building, etc.
Value units are expressed as price times the physical units. But different price
concepts must be specified: purchasers' prices. producers' prices, shadow or
accounting prices per unit, pesos of what year's purchasing power, etc.
The uses of the framework:
The framework serves as a system of double-entry accounts giving, in effect, the local
community's balance sheet position as of the end of an accounting period and its production, sales,
and income statement during an accounting period.
From those statements, it is possible to define more precisely the structure and
anatomy of the community's economy, the productive value of its resources, the
pattern of their usage, the production and income flows derived from them, the
distribution of costs and benefits between members of the community and
outside individuals and institutions, and among social groups and institutions
within the community, the interventions of national and local government units
in the system.
The framework offers a planning tool of greater precision. It serves to specify
the present structure and performance of the local economy. It may be used to
define precisely the structure and performance desired for the system at a
future "terminal" period. The vision of the future may then be translated into
the the variables and parameters of the framework which become specific and
internally consistent targets and budgets. Finally, actual performance
may be monitored using the same framework now as the accounting and
management information system.
The Social Accounting Matrix as a measurement tool -- its structure and logic -- the theory.
Specifying the variables and parameters
We now posit the principle of subsidiarity: that the community will use its resources first to
satisfy its own needs directly and resort to production for trade only where the advantage to it is
evident, or to fill needs that cannot be satisfied from local production. This contingency is then
translateable into a schedule of exportable commodities and an import demand schedule.
These parameters fully specify the bioeconomic district. The system condition can be described
in a set of simultaneous equations. The baseline situation is the actual one which is based on
present resource disposition, the actual capital in place, the current
production, consumption, trade and capital formation levels and pattern. This should be depicted
in an appropriate social accounting matrix (SAM) for the base period.
It now becomes possible to define the "highest and best use" (HBU) condition for the
bioeconomic district. We distinguish between the logic or the algorithm for determining the HBU
valuation and the process by which the decision parameters are arrived at. The first is a purely
technical process that can be done by technocrats. The second however requires a planning
process in which the community must become the principal determinant.
In either case the SAM provides the logical and accounting framework for the exercise. The
SAM provides several "bottom line" figures for the community:
The Gross Value Added (GVA) represents the total income accruing to the community from
current production activity.
Distribution of Gross Value Added by factor or income classes.
The level and composition of household consumption by factor or income class.

The level of community investments in capacity increasing capital.
The flow of export sales that measure the community's capacity to pay for its import needs, and
the level and composition of imports of two categories:
1) those that do not compete with any local production and
2) those which have locally produced counterparts.
The Community savings-investment level which equals GVA minus consumption plus exports
minus imports.
The export of savings or the leakage of capital represented by an excess of local savings plus
exports over imports of the community.
Out of these "bottom-line" results, planning can define the goals of policy and determine the
optimum allocation of resources that achieves the goals at minimum cost. The HBU can be
defined as that resource usage which results in the highest "bottom-line" generation whether this
be defined simply as GVA, or GVA modified by income distribution and/or saving/investment
level. To arrive at this, the resource use options must be defined for the community in holistic
details so as to permit the calculation of the bottom line resulting from the alternative resource
The Subroutines in the Procedure
Defining the bioeconomic district
Since this combines the ecological system and the community that lives on it, the definition is
based on a matrix showing the river system's drainage area and the cluster of barangays and
municipalities within an ecological zone. In most cases, the district will
encompass five or six municipalities, which enables us to use the municipal boundaries to
delineate the district. Since statistical data are broken down into municipalities, this also makes it
possible to use the secondary information available for the basic data.
This becomes the unit of planning.
Resource inventory, classification and capability data.
The maps of BSWM that delineate the watershed area, the pedo-ecological zones and the soil
types provide the basic information for the next step. Superimpose on this, the data on actual land
use and the land suitability classification for specific crops.
Specifying the baseline SAM
This next step is fairly demanding of data. For a conveniently selected base period which will
serve as the baseline, we need information from the latest family income and expenditure survey
(FIES), the establishment survey giving information on business
establishments, existing plants, warehouses, with their capacities, production, input levels of labor
and materials and other cost items, farm survey data giving farm inputs and output levels,
livestock information by type (backyard, commercial, semi-commercial, fisheries information on
inputs and output levels by type of technology, establishment gross sales, payrolls, etc.
The data are to be collated to fill the boxes of a "Social Accounting Matrix" that gives for the base
period, the interindustry purchases and sales within the bioeconomic district, the final sales to
consumers, the exports and imports of the district, the capital formation and the gross value added
paid during the accounting period to households in the form of wages and salaries, profits,
interest, rent, depreciation allowances, corporate profits and indirect taxes paid to national and
local government. Our experience indicates that a reasonable approximation can be constructed
on the basis of available secondary
information supplemented by modest primary sample surveys to derive production coefficients
and consumption functions. For every district a scan of the key production sectors and the key
factors will make it possible to construct an appropriate "Chart of

Accounts" listing and defining the production sectors and the breakdown of grossvalue added
recipients.
The baseline for the SAM described above and shown in Figure 1 must provide the following
information:
1) The present land use by production sector, and in agriculture by principal crop.
2) The base year primary production figures and the distribution of sales - intermediate, to
other sectors, e.g. palay to rice millers, sugar cane to raw mills, copra to oil mills,
3) The purchases of inputs from other sectors within the district and imports from outside the
district, e.g. palay seeds from within and fertilizers and chemicals from without.
4) Gross value added accruing to households for labor, interest, rent and profits, to
corporations for depreciation and profits, to government for indirect taxes.
5) Sector sales to households for consumption, to Government for current operations, to
government and industry for capital formation (e.g. construction materials like hollow
blocks for buildings), and to exports outside the district.
Defining the technological options andproduction functions

A team composed of the soils and water management technologists must combine with
agronomists and farm systems specialists to determine from the pedoecological zones in the
district and the distribution pattern of soil types, the range of crops and the
appropriate cropping patterns which will bring land use for each LMU to its physical maximum
intensity of culture and determine the farm level investments, the culture practices and the input
combinations which will produce particular volumes of product outputs over defined cropping
periods. (The land use period is important because land inputs are to be measured in hectareweeks or months.) At this stage the input-output relations are physical volume rather than value
coefficients. The full definition of each set of technological options must include the
requirements for the post harvest handling, transport, storage, and where appropriate processing of
the output to see it through the marketing stage either as an intermediate or final product for local
sale or export.
The Community Demand functions
This subroutine has the object of filling the "final demand" vectors in the SAM. There are four
main categories:
1) The household consumption vector, by product in the detail required to link the demand to
the production sector in the table,
2) The Government consumption vector, giving the products that must be purchased by local
and national government units to meet general operating requirements.
3) The row import vector that gives the bill of materials that must be imported as inputs into
production or as final demand requirements for household consumption or as capital
formation items (machinery and equipment for example).
4) The column export vector that lists the products that the district can export from out of its
production in order to pay for its imports.
The Capital budgets and the investment demand functions

The capital budget provisions must meet three sets of requirements: (1) maintenance costs to keep
the environmental capital intact and restore or sustain the natural resource base, (2) replacement to
maintain the productive capacity of the district system, and (3) new capital to meet growth. This
will apply to specific production sectors for both private goods and public goods. The capital
provisions must be product-specific
and must reflect appropriate engineering of complementary combinations. The data here are
derived from the production system needs of specific technological options.
Price Vectors
The price vectors refer to schedules of prices of intermediate and final demand products to
convert volume into value figures. The basis of course will be competitive market prices at the
appropriate level. But considered judgment will be required to determine
whether adjustments must be made to reflect more realistic economic prices.
Optimization subroutine
Given the vector of final consumer demand, the production coefficients and investment demand
functions specified by each fully defined technological option appropriate to the land endowment
and the land-use configuration, it is possible to solve for the levels
and distribution of gross value added accruing to the district's community. Optimization may be
done by iteration of solutions for a range of options to determine the "highest and best"
combination of land use.
Land Evaluation
The method can actually result in land valuations.
specific parcel is located within the pedo-
ecological zone of a watershed area a bioeconomic district. Since the highest and best
technological option is specific to LMUs, the identification of the LMU composition of the
subject land generates a "steady state" gva stream related to an incremental capital
budget systemwide. The rate of discount over a reasonable depreciation period (say, twenty
years) which makes the stream of GVAs equal to the incremental capital gives the internal rate of
return. If the rate is higher than the opportunity cost of capital then the
land has a positive value to the community equal to the present value of the GVA stream at the
"normal" discount rate less the incremental capital required.

To summarize then, the appropriate unit for land use evaluation should be the watershed
ecosystem. This should be defined to combine the physical ecological zone
considered as a habitat of specific hierarchies of communities. For the purpose, the political
boundaries of the barangay and the municipality can be used. The barangay
settlements are economically, socially and administratively linked to a poblacion as center and
networks of these poblacions are linked to a larger poblacion which acts as a
wholesale market center and urban pole. Each cluster of barangays around their poblacion and of
minor poblacions around a wholesale poblacion will constitute a settlement district. When these
settlement systems are matrixed with the river systems and their drainage areas to the coast, some
215 rural ecological districts may be identified all over the country. Each unit encompasses an
upland watershed area, mid-levels, river valleys and alluvial plains, foreshore areas with
mangroves and seagrass, the nearshore area with coral reefs, extending to the far shore marine
waters. These will exclude the subdivisions of the metropolitan and highly urbanized areas like
the National
Capital Region, Metropolitan Cebu, Davao, Iloilo City,Bacolod, etc.
Generally, settlement patterns around these areas have formed the cluster of households in puroks,
barangays,clusters of barangays around the municipal poblacion and
smaller poblacions around a larger "wholesale" center which may be a large town or even a city.
A land use policy in pursuit of a development strategy requires far more intensive land capability
studies than have been done so far. We are now talking of land use
strategies applied to microhabitats such as the watershed areas. This means soil analyses
undertaken to be significant at units below 5 hectares.
This means defining alternative land uses in terms of whole agroindustrial systems and detailed
cropping patterns based on intensive farm systems with the required post
harvest, processing plants, infrastructure and physical plans.
Defining the Sectors in the Community:

The local government sector: its "business lines" and its Governance functions; the economic
functions: allocation, distribution stabilization.
The local government unit constitutes a pivotal sector in the "working economic" system. It
figures in several roles:
1) It own assets within the territory.
2) Natural resources that are part of the public domain, forest land, grass lands, other public
lands suitable for agriculture, wilderness areas, rivers and lakes, swamps and other
foreshore areas, municipal waters and the farshore waters.
3) Infrastructure facilities, roads, bridges, ports, shore protection improvements, irrigation
systems, sewage and drainage, airports, railways, health facilities, tourist plant, etc.
It may own corporations that are domiciled or have operating facilities in the
territory such as power generation, transmission and distribution, municipal waterworks, public
markets, ice plants, warehouses, schools and universities, etc.
At present, in most of LGUs excepting only the metropolitan and highly urbanized areas,
the national government owns the major assets and the LGU is a relatively minor property owner.
The new Local Government Code contemplates some major
transfers of assets and manpower to the LGU.
Ownership and control of these assets makes the local government a major transactor in
the community. It may be a large employer and the payrolls for civilian and military
personnel may form a major percentage of the income flows.
The local government may be one of the largest buyers of both consumer and capital
goods from different local industries and traders. It is an important part of the
local market. At the same time, its direct and indirect taxes divert purchasing power
from the private to the public sector and its indirect taxes become part of the costs that
enter into the market prices of commodities.
Government-owned and controlled enterprises may be major suppliers of products and
services in the market and constitute important members of the sectoral constituents of the local
economies purchasing intermediate inputs, primary factors and selling intermediate and final
products.
These roles give the government as a whole tremendous power to move the economy in
particular directlions. The transfer of these powers to the LGUs gives them in
turn the leverage to move their respective local communities. These levers are:
1) Assets directly controlled by the LGU.

2) The LGUs Revenue strategy(#
3) The LGUs expenditure, purchasing and procurement programs.
4) Operations of corporate entities owned or controlled by the LGU.
5) The LGU's regulatory and police powers.
The Social Accounting Matrix provides a valuable framework for guiding the LGU in formulating
an internally consistent strategy for the use of these powers in achieving chosen targets and goals.
Analysis of LGU Structure and Operations within the Community Model
The most important operational significance of this model is that it provides the LGU with the
basis for determining how an effective and efficient use of its expenditure budget can in turn
produce the capacity of the local economy to support the LGU.
That link is critical to the whole performance of the LGU's managerial function. Community
incomes or gva are functionally linked to specific LGU programs and
LGU revenues in turn are functionally linked to gva growth and the resultant appreciation in land
appraisals.
The organization structure and the manning of the LGU must be designed to ensure the realization
in practice of that mutually reinforcing linkage. And the performance indicators must track the
effectiveness and efficiency with which the LGU is achieving this linkage with the community's
working economy.
LGU performance indicators: managerial responsibility centers
1) Natural resource administration including land use planning and zoning
2) Human resource management
3) Development management
4) Public service management
5) Fiscal management
6) Performance Indicators: Governance, use of regulatory and fiscal instruments, police
powers, carrot and stick
7) Tests of selfreliance and viability
8) Operating management systems, structure and functional divisions, operating processes
Planning - Strategic and Operational.

Strategic Planning at the LGU level translates policy into a vision and a mission statement. The
vision is of the LGU as the central body in a fully developed "self-reliant community".
1
This vision should be formulated in a more specifically defined goal.
- The consolidation model and required formulas for calculating the suitable measurement that
will determine whether or not the continued use of specific parcels of land for agriculture is socially,
economically and/or financially more advantageous;
- The rationale behind the model and the formulas to be made which will form the basis for the
preparation of suitable training materials;
- The design of a participatory, operationally practical, community-based process of land-use
planning that can be applied to the barangay, municipality, district, provincial, regional, and national
levels;
- The descriptions of the basic procedures which can serve as materials for actual manuals to be
field-tested and scaled up for actual field use in the different regions, provinces, municipalities and
barangays; and
- The design of a system that would utilize community-based organizations in monitoring the
actual implementation of land use policies and plans.
SCOPE OF WORK
A.Prepare a framework for land use valuation to provide the basis for detailed studies and which
will serve as a provisional guideline for deciding on pending requests by :
1. Defining a land valuation formula in accordance with the principles set forth by the SubCommittee on Benefit Cost Evaluation
2. Articulating the rationale behind the formula with particular reference to the relevance of an
ecological zone to Land valuation
3. Defining the parameters or variables in the formula
4. Defining the data required corresponding to each parameter or variable with emphasis on
the following
- land classification
- potential land use
- potential land utilization modes (LUM)
5. Preparing a sufficient number of examples showing the use of the formula to facilitate its
understanding
6. Defining the role of communities in the substantiation of the formula at the field level
B. Conduct land classification studies to identify the range of land classification by :
1. Establishing procedures at defined watershed zones
2. Defining different land types on the basis of pedo-ecological zones (altitude, temperature,
and slope), crop suitability, availability of water, and other factors
3. Defining soil management requirements by crop and
4. Determining the significance of each land type to stability of ecological zones.

C. Defining land utilitzation modes in terms of proper crop mix, livestock and poultry, organic
fertilizer production, and other sustainable agricultural techniques by :
1. Identifying each land classification a proper crop
2. Specifying appropriate livestock and poultry that may be raised for each crop mix
3. Preparing an ideal farm plan based on (1) and (2) and specifying among others the
following
- labor allocation
- equipment use
- livestock use
- financial capital requirement
- fertilizer requirement
- fuel requirement
- other input requirements
- storage equipment
4. Determining net incomes on a per-hectare basis
D. Design protocol for the valuation of land to

- consolidate results of all activities into a Guide for Analysis specifying standards to be used
in the land valuation process, including computational standard for determining the values of
variables for inputting into the land valuation formula;
- design a process of community participation in the land valuation activity and monitoring of
compliance to land use valuation;
- incorporate this design into the Land Valuation Analysis Manual by :
1.
Defining and documenting the use of land classification, LUM design, and socio-
economic pattern studies in the land valuation process;

2. Embodying the documents defined in item (1) above in a document entitled "Guide to
Analysis" that will specify the steps in arriving at a land valuation decision;
3. Embodying the steps detailed in the "Guide to Analysis" in forms that will facilitate
understanding of the relationships of the different variables in the formula. By going through and
filling up the forms, the user quantifies the parameters needed in coming up with a specific land
value.
4. Designing a workshop that will involve communities in the land valuation process. The
workshop must be able to elicit the real value that a community places on its land resources in the
context of the surrounding ecology. The document must also define the role of government
representatives and other interested entities in the workshop.
5. Testing the workshop design in a community to be chosen by the sub-committee;
6. Preparing a training design for the benefit of the users of the protocol including the
Regional Directors of the Department of Agriculture; and
7. Designing a community-based system to monitor compliance to land use zoning and
valuation guidelines.
Organization Part of CCEM

by
Dr. Kenneth Ruddle

I. General Features and Guide to Community Organization Assessment
Management type:
a. Community-based or
b. open-access
Socio-economic implications
Rights-based fisheries
traditional community-based systems of coastal-marine resource management
Objectives of Fisheries Management (Community-based and Open-access):

flow of the resource
management of stock
technological (gear) externalities
allocation problems
catch quotas
gear restrictions
closed seasons
area closures
How do communities or a fisheries manager handle the following situations?

1. Insure that harvestable fish are available on a regular basis;
2. Foresee and plan to overcome the economic and therefore social impacts of
harvesting interactions among fishers;
3. Handle the mutual incompatibility of various gears operating on a single
fishing ground; and
4. Handle competition for access to a resource(s) that are distributed unevenly in
space and time.
For Community-based systems look at the following:

1. Gear externalities
2. Allocation problem
To consider:
a. Defined Geographical area
b. Controlled access to common property
b.1. Local and moral authority
b.2. Local Knowledge Systems (include role of each community member)
II. Details of Community Organization

(1) Types of Authority and Leadership
The review shows that six main types exist or have existed. These are:
a. Secular leaders
b. Religious leaders
c. Rights Holders
d. Community Elders
e. Elected Committees
f. Hired Administrators
Who are the leaders of the community and there roles? Members and there roles?
(2) Rights
The main kinds of right are:
a. Primary (or Birthright)
b. Secondary
c. Exclusion
d. Sharing
e. Transfer and/or Loan
f. Nested (rights within rights)
Who has the right in the area?
Eligibility to acquire the rights
(3) Rules
The main kinds of rules, which are used to define rights, are those to define:
a. Sea/ Land Territory of a Community
b. Eligibility of Entrants
c. Inter-Community Access
d. Use Behavior
d.1. Gear
d.2. Temporal Allocation
d.3. Area Allocation
d.4. Fishing Behaviour
d.5. Species Access
d.6. Resource Conservation
d.7. Catch Distribution
d.8. Others
Identify rules/ factors affecting each category
(4) Monitoring, Accountability & Enforcement
- Who are in-charge?
(5) Sanctions/Punishment
Four main kinds of punishment are found. These are:
a. Social
b. Economic
c. Physical
d. Supernatural
Determine as many local sanctions as possible
General Implications of the Community-Based Approach
(1) The Creation of Property Rights,
(2) Use Behavior Rules,
(3) Resource Conservation,
(4) Ecological & Management Linkages,
(5) Other Stakeholders & Competing Use of Coastal-Marine Space and
Resources,
(6) Conflict Resolution,
(7) Adaptive and Flexible Concept, and
(6) The Importance of Intangible Factors.
Idealized Types of Property:
a. State Property
b. Private Property
c. Common Property
d. Non-Property or Open Access
In terms of community-based management systems, the important characteristics
of common property are that it is:(1) CO-OWNED by INDIVIDUALS as MEMBERS of a RECOGNIZED
GROUP,
(2) Management groups are the OWNERS,
(3) MEMBERS have right to EXCLUDE NON-MEMBERS, and
(4) CO-OWNERS have RIGHTS and DUTIES regarding USE RATES and
MAINTENANCE of the RESOURCE OWNED
Determine types of ownership in the area and what the by-products are.
A. Creation of Property Rights
B. The Selection and Implementation of Use Behaviour Rules (season of fishing,
gears used etc.)
C. Resource conservation
Consider the following:

(1) Conflict Resolution and Avoidance
(2) Taxation and Tribute
(3) Prior Appropriation
(4) Resource Scarcity
(5) Conservation
D. Implications of Ecological and Management Linkages
Impacts of different sectors activity to each other (ex. Upland farming to
coastal)
E. Understanding ALL Stakeholders.
Determine the needs of the stakeholder in an area
F. Conflict Resolution and Legal Frameworks
G. Other factors to consider
Homogeneity of a Community,
Ability of Small-Groups (e.g., gear groups) in a community to operate
harmoniously,
Role of pride, quality of workmanship, and face,
Degree of Social Risk Aversion,
Stress on obedience and rule-keeping in early training/schooling of children, and
Continuity of traditions.
Prediction of the role of intangibles is difficult (at best). For example, how can we
evaluate the possible and differential roles of (1) Pride, quality of workmanship,
and face, (2) Risk Aversion; and (3) early training/schooling, in a societys
tendency to obey rules?
7. If there is a MPA (Marine Protected Area) or other Protected Area in the
community
(1) Potential Value of MPAs for Fisheries
A. Biological
B. Social and Economic
C. Benefits to other stakeholders
Joint Presentation on CCEM in

Response to WSSD Agreement
on Fisheries Implementation of
Plan of Action
CONDITIONS PREVAILING
PRIOR TO UNCLOS
Presented by
Mr. Joaquin Cortez (FAO)

Dr. Sixto K. Roxas
Dr. Kenneth Ruddle
The realization of developing coastal states of

the need to utilize their marine resources for
national growth and development
Led to the declaration of EEZ (Exclusive
Economic Zones)
The expansion to encompass the EEZ imposed
the need for policy, planning and management
of the extended national marine jurisdiction in
the hands of sovereign coastal states
HEIGHTENING GLOBAL
CONCERN OVER POVERTY AND
ENVIRONMENT
In the 1990s increasing concern among world

leaders over twin problems of growing numbers
of poor and persistent destruction of ecosystems
Twenty years after Stockholm Conference on
the environment, World Summit Convened on
Development and the Environment in Rio in June
1992
Out of the Rio Summit, Agenda 21 was adopted
which recognized the interconnectedness of
problems that concerned local communities and
global territories
Wherewithal to exploit the resources of

the seas and the oceans remained largely
with the rich nations
UNCLOS-RELATED
DEVELOPMENTS
THE UNCLOS ERA
Freedom of the Seas
Agreement on the conservation and

management of straddling fish stocks and
highly migratory fish stocks (adopted in 1995
and entered into force in December 2001)
Fish stocks agreement or disagreement
regarded as an important instrument for
achieving sustainable fisheries
Also introduced new principles and concepts
into fisheries management, e.g. precautionary
approach, vessel monitoring systems,
compatibility of conservation and management
measures, regional fishery management orgs,
etc
19921992-2002: A Decade of Progress in

Fisheries and the Marine Environment
Since 1992 many important developments

occurred in response to Agenda 21.
The main ones were:were:-
2. International fisheries management
The FAO Code of Conduct for Responsible Fisheries

The FAO International Plans of Action (IPOAs
(IPOAs)) under
the Code of Conduct

The FAO Rome Declaration on the Implementation of
the Code of Conduct for Responsible Fisheries

The FAO Reykjavik Declaration on Responsible Fisheries
in the Marine Ecosystem

The ecosystem approach to management
The Main Principles of the Ecosystem Approach
The Main Principles of the Ecosystem Approach (1)

1: The objectives of resources
management are a matter of societal
choice
2. Decentralize Management to the
lowest appropriate level
3. The effects of activities on other
ecosystems should be considered
4. Ecosystems should be understood
and managed in an economic context
5. Conservation of ecosystem structure
and functioning, to maintain ecosystem
services, should be a priority
The Main Principles of the Ecosystem Approach (3)
(2)
6. The ecosystem approach should be undertaken at
the appropriate spatial and temporal scales,

scales, with
boundaries and connectivity among areas for
management defined operationally by users,
managers, scientists and local peoples.
7. Ecosystem management objectives should be
long term to accommodate varying temporal
scales and laglag-effects.
8. Recognize that change is inevitable
9. Seek the appropriate balance between
conservation and use of biological diversity
Main Components of Local

Knowledge in Fishing Communities
10. The ecosystem approach should involve all

relevant sectors of society and disciplines
11. The ecosystem approach should consider all
forms of relevant information, including
scientific and local or vernacular knowledge,
innovations and practices
Fish Behavior
Marine Physical Environments
Fish Habitats
Ecosystems Concepts
Fish Behavior and the Monsoons
Practical Usefulness of Local

Knowledge in Fisheries
Informs about Local Management Methods

Ideas about Resource Conservation
Indicators for Stock Assessment & Biology
Informs Environmental Impact Assessment
Provides Data on Local Hydrography
Facilitates Seabed Mapping
Provides Data on Local Fishing Methods and
Technology
Example of GIS Output
New Paradigm Needed
From the new elements I have briefly

described, it should be clear that a new
paradigm is required to replace the
enterprise centered approach
Such a new paradigm would be

communitycommunity-centered
THE ROOTS OF THE PROBLEM

It is a serious mistake to treat the country as if it
were a single, homogeneous territory inhabited
by an equally homogeneous community, and to
formulate governance and development policy
and strategy as if the entire country were starting
from a uniform psychological, mental and
cultural base.
THE UNIT MICRO-ECOSYSTEM
CLASSES OF COMMUNITIES
At the very least we have to take as starting point the
recognition that we are as a country and a people
divided into several hundred habitat and settlement
networks that must be classified into at least three
system categories:
Tribal Communities
Commercialized agrarian communities
Capitalistic Urban communities and exportexport-import enclaves
The geography of our

archipelago defines
wedges of watersheds
with corresponding
drainage and catchment
areas as component
micromicro-ecosystems.
ecosystems.
THE URBANIZATION PROCESS
FORMATION OF VILLAGES
Within these watersheds,

along the shores, river
banks moving upland to
the plateaus and slopes of
the mountain areas, the
population has formed its
villages.
As density has increased, a hierarchy of urban

centers has formed from local market towns to
district wholesale centers, to larger regional
administrative, religious, trading and cultural
centers and finally to the major regional and
national metropolitan agglomerations.
FORMATION OF CLUSTERS &

NETWORKS
Clusters of rural villages around their
market towns constitute the country
countrys
agrarian hinterland.
In the lowland coastal and flood plain
areas, the typical agrarian settlement
unit consists of 20 villages around a
market town.
The ratio of villages to market towns
will change as the landscape changes to
upland dry areas and cool mountain
ecosystems.
DEFINING POLITICAL AND

ADMINISTRATIVE UNITS
The political system has been based on the hierarchical

structure of these units, with the villages becoming
barangays,
barangays, the market towns, second or third class
municipalities, the district centers becoming either 1st
class municipalities or cities, and the clusters of districts
becoming provinces with the central urbanized area
becoming the provincial capital.
capital.
ESTIMATE OF POPULATION
DISTRIBUTION BY SYSTEM
DIVERSITY OF STRUCTURAL
AND CULTURAL STARTING
POINTS
There are probably some 225

commercialized agrarian
districts with some 1350
municipalities and 27.000
barangays.
barangays. They will cover 80%
of our land area and encompass
70% of the population.
Each of these units will have a social, political and economic

economic
structure and will be characterized by class differentiation, a
distribution of political and economic power a pattern of
livelihood sources, an income distribution etc. The different
classes of population will be at different vMEME stages and
have different Life Conditions, the patterns of which will specify
specify
the development stages dominant in each of the districts
UNANG KAILANGANG
PAGKASUNDUAN
CALL FOR CUSTOM FITTED

DEVELOPMENT STRATEGIES
If different vMEME levels and Life Conditions call for
different development strategies, then for development
countrywide to be sustainable, we must have different
development strategies to suit each category of starting points.
We must also be aware of the causes of pathological
aberrations following from the combined effects of ecological
or demographic changes in each district on the Life
Conditions and the resulting relations between the LC and the
dominant vMEME in the community unit.
Ano ang angkop na yunit ng pagsusuri,

pagsusuri, pangangasiwa at
pagpaplano ng sambayanan?
sambayanan?
Isang komunidad na nananahanan sa isang sariling teritoryo:
teritoryo:
ang barangay,
barangay, ang poblasiyon,
poblasiyon, ang pagsasama na bumbuo ng
municipio o lunsod,
lunsod, at ang mga bahaging bumubuo ng
probinsiya at ang mga probinsiyang bumubuo ng rehiyon.
rehiyon.
The Basic Characteristics of CommunityCommunityCentered Fishery Systems
FOCUS on
(1) Gear Externalities &
(2) Allocation Problems
USE
(1) Defined Geographical Area &
(2) Controlled Access to Common Property
ENFORCED by Local Moral and Political
Authority
(BASED on Local Knowledge Systems)
Design Principles of CommunityCommunity-Based

Fishery Management Systems
Design Principles (1) Authority and

Leadership
5 Sets of Principles can be Distinguished:Distinguished:-
(1) Authority or Leadership
(2) Rights
(3) Rules
(4) Monitoring, Accountability & Enforcement
(5) Sanctions
Design Principles (2) Rights
Main kinds:kinds:-
(1) Primary (or Birthright)
Review shows that 6 main types exist:exist:Secular leader

Religious leader
Rights Holders
Community Elders
Elected Committee
Hired Administrators
Design Principles (3) Rules
Main kinds are those to Define:Define:-
(2) Secondary
(1) Sea Territory of Community
(3) Exclusion
(4) Sharing
(5) Transfer and/or Loan
(2) Eligibility of Entrants

(3) InterInter-Community Access
(4) Use Behavior
(6) Nested (rights within rights)
Design Principles
(4) Monitoring, Accountability &
Enforcement
Design Principles (3a) Use Behavior

Rules as an Example
Gear
Temporal Allocation
Areal Allocation
Fishing Behavior
Species Access
Resource Conservation
Catch Distribution
Monitors
Enforcers
Design Principles (5) Sanctions
4 main kinds:kinds:-
(1) Social
(2) Economic
(3) Physical
(4) Supernatural
Summary of Implications (Part 2)
The First Level is sustained by

Rights of Exclusion or Access Limitation
These maintain the Private Area of the
Local Fishers against outsiders
Problems of Gear Usage and

Assignment are overcome at the First
Level by:by:-
(1) Community Control of a Fishing

area as a Property and,
(2) Defining exactly by rights who has
access rights to that property
At the Second Level
Rules of Operational Behavior specify

assignments in time and space for the
local fishers with access rights
These Operational Rules are upheld by
Local Authority with the Power to
Punish Offenders
The Current Paradigm for Development
MANAGING FOR
SUSTAINABILITY
Unit of Management:
The Enterprise
Prescriptions
Development
Indicators
An EcosystemEcosystem-Based, CommunityCommunityCentred Sustainable Development

Organization & Management System
Diagnosis
by
DR. SIXTO K. ROXAS
The Enterprise
The Objective : GROWTH
Plantation enclaves
Logging towns
Mining towns
Industrial Processing Centers
Export processing zones
Prescriptions
Development
Indicators
Diagnosis
Production
Sales
Income
Import/Export
Enterprise-Centered
Development
Parasitical impact on
critical resources that
should be channeled to
support local production.
Pe
op
le
ces
sour
Natural Re
Caters to international
market not to national
interest.
Capital
Displaces, disempowers,
disenfranchises local
communities.
Import/export oriented, no
exchange with local
economy.
Management Unit:
The Enterprise
U.S.
Japan
Korea
Europe
Middle Eas
GDP
Employment
Trade
Investments
Balance of Payments
National
Development
Enterprise-centered
Development
Reductionist to the
point of pathology
Exclusive rather than
inclusive and
integrated
Monologistic rather
than dialogistic
Works for the system
not for the people
DEMANDS A FUNDAMENTAL RERETHINKING AND RERECONSTRUCTION OF
ENTERPRISE LED
DEVELOPMENT
LAND-USE
MODES
Landuse
Values
LOCAL
FIRMS
Plantations
Mill Towns
Aquaculture
farms
CBDs
Luxury
housing
resorts
golf courses
Plantations
Sugar
Coconut
Oil Palm
Banana
Logging
Mining
Garment
Electronic
Linked
Services
Banking
Insurance
Trading
Import Ind.
INDUSTRIAL
COUNTRY
DEMAND
Food
Sugar
Veg Oils
Fruits
Prawns
& Fish
Forestry
Metal Ores
Labor-Intensive
products
Garments
Electronics
THE WHOLE APPROACH TO

DEVELOPMENT MANAGEMENT, ITS
INSTRUMENTS, ITS PRACTITIONERS AND
ITS INSTITUTIONS, TO
MATCH THE REALITIES OF THE
PHILIPPINE CONDITION WITH THE
DEMANDS OF THE THIRD MILLENNIUM.
Sustainable Development
Paradigm
Drawing a living from the diverse
and fragile habitats and
ecosystems of an archipelago
Forming communities of different socio-political

strata, at diverse psycho-cultural levels of
complexity.
Community-centered Strategy
Health and Nutrition
Technology
Biodiversity
Conservation
Integral Development
Paradigm
Community-centered Strategy
Pathologies
Export Processing
Zones
Social
Political
Economic
Crime and
Drug
Rehabilitation
Population
Management
Sustainable Livelihood
Micro-financing
Sustainable Energy
Demographics
Ecology
Technology
Cultural
Psychological
TO BE HARMONIOUS AND
SUSTAINABLE ..
EDUCATIONS ROLE IS
TO BE THE MIDWIFE FOR
DEVELOPMENT IN INDIVIDUALS AND

COMMUNITIES MUST GO THROUGH
NECESSARY STAGES
It needs to acquire positive values of each
1.
stage to take to the next.
Skipping stages causes pathology
2.
Development requires passing and
3.
transcending stages but not skipping them
The continuous rebirth development

entails in passage through stages,
And ensure a process that keeps the inner
development in pace with
The external development in the Life
Conditions of each community
Philippine Application
Prototypal communities in the archipelago:
Capitalistic Urban/ExportImport enclaves
Population: 27%
Land: 10%
Commercialized agrarian
communities:
Population: 70%
Land: 80%
Tribal communities:
Population: 3%
Land: 10%
COMMUNITY BASED
DEVELOPMENT
StakeHolders
TIM
NVA/ HA.
LAND
VALUE
INDIGEN.
PEOPLES
RURAL
Farmers
Fisherfolk
Traders
Artisans
URBAN
Capitalists
Managers
Labor
Profssionls
Sectors
WAGE
GOODS
Agriculture
Fisheries
Food Proc
Textile
Garments
Constructn
Utilities
CAPITAL
GOODS
SERVICES
Trade
Banking
Insurance
GOVERN
MENT
Sustainable
Life-Style
CNSMPTN
Food
Clothing
Housing
Utilities
Services
GVRNANCE
Public safety
Environment
Health
Education
INVSTMNTS
IMPORTS
EXPORTS
THE COMMUNITY AS
ORGANIZATION
THE HOLARCHY OF UNITS
The Individual
The Family
The Community
On its Habitat
The Holarchy of Communities
And Communities of Communities
Its Constituents (Citizens)

Its Territory as Ecosystem
Its Organization Structure
Its Managers as Agents (Collective Bargaining
Agents)
Operating System
Balance Sheet and Income Statement
Community-centered
Development
Sustainable
Management Unit : The Community
Stakeholders
NVA/
HA.
Community
Development Indicators :
Life Conditions
Prescriptions :
Levels of pscyho-social
complexity
Appropriate leadership
Demographics
Tailor-made programs and
Economic
projects
Ecological
Opportunities for evolution
Diagnosis :
Political
Crime rates
Pathologies
Drug abuse
Conditions for change
Dissonance/consonance
between Life Conditions
and values
LAND
VALU
E
Focal catalyst is Local Government Units

Critical participation in R&D work and
outcome
Create more responsive campaign strategy
Design appropriate
political/social/economic platforms
Facilitate dynamics for change
Wages
Goods
Agriculture
Fisheries
Food Proc
Textile
Garments
Construction
Urban
Utilities
Capitalists
Capital Goods
Managers
Services
Labor
Professionals Trade
Banking
Insurance
Government
Indigenous
Peoples
Rural
Farmers
Fisherfolk
Traders
Artisans
Life-Style
Consumption
Food
Clothing
Housing
Utilities
Services
Governance
Public safety
Environment
Health
Education
Investments
Imports
Exports
From Political Promises to

Fulfillment
Role of Political Leadership
Sectors
Ready protocol for rapid assessment of

constituency, needs, priorities, main problem
areas, action points (programs and projects)
Constituents identify with leadership, stronger
bonding between constituents and leadership
Mobilization
Participatory instruments to provide constituency
ownership of programs and projects
Checkpoints and monitoring procedures

simplified
Broad Implementation
Guidelines
Broad Implementation
Guidelines
Profile values in the community : Identify

key players and key constituency groupings
Analysis of disposition towards change
Methodology: Integral Spiral Dynamics

Output: Memetic Profiles at various levels:
individual, families, groups, barangay,
barangay, district
Evaluate life conditions
Demographics, employment rates, income levels,

income sources, housing, education, health
care,ethnic groups, current projects/programs,
dominant religious groups, etc.
Open, arrested, closed

Crime rates, incidence of drug abuse, voting patterns,
emigration and immigration patterns, success of
existing programs/projects
Existing hierarchies of power: political, social,
economic
Pilot District Specifications
WATERSHED COMMUNITY
Territory of about 100,000 hectares

Population of 50,000 families
Diversity of social classes: sectors & income levels
Political and governance structure sympathetic,
not hostile
Combine formal and informal sources of livelihood
Support Required
Provide support for completing the Prototype

Operating System
Mounting the Pilot Project
Design of pilot
Inception (resource mobilization)
Preliminary consultation workshops to brief local
leadership on objectives and nature of project
Sense level of acceptance and cooperation
Organization and implementation of the

design
Integral Development Paradigm
Management Unit : The Community
Respects the innate diversity

of land and people
Community
Development Indicators :
Prescriptions :
Life Conditions
Tailor-made programs and
Levels of pscyho-social
projects
complexity
Opportunities for evolution
Demographics
Economic
Ecological
Diagnosis :
Political
Crime rates
Pathologies
Conditions for change
Dissonance/consonance
between Life Conditions
and values
Inclusive, founded on dialogue

with constituency
Positions the country for
globalization without sacrificing
the national interest
Integrated rather than ad hoc
implementation of projects and
programs
Sustainably builds on/the
wealth of the nation
Subsidiarity & National

Integration
E
TIM
National Sustainable
Development
Nation
Region
Na
tur
Province
Re
so
urc
es
District
le
op
Pe
Community
Capital
Sum of Sustainable
development of local
communities
al
CONFLICT RESULTS FROM

DISHARMONY
Within Groups between psychological states,

perceptions, expectations on one side,
EDUCATION CAN AGGRAVATE

CONFLICT
And external realities of life conditions on the

other side
Violence is one, extreme, form of this
disharmony.
If it is designed without an understanding

of the existence and roots of disharmony,
in
Particular communities at different stages
of transformation
MANAGING FOR
SUSTAINABILITY
An EcosystemEcosystem-Based, CommunityCommunityCentred Sustainable Development
Organization & Management
System
by
Dr. Sixto K. Roxas
ANTECEDENTS &
CONTEXT
The current problems of the
Philippines are hallmarks of an
inappropriate model for development
organization, planning, management and
accounting, and we have been pursuing
this for over 50 years, which is
aggravated by misplaced government
interventions.
ANTECEDENTS &
CONTEXT
The enterprise model has formulated
the prevailing accounting and analytical
tools for measuring enterprise
performance that serve as the indicators
of human development today.
Until now the community and
enterprise represent two different and
competing systems of valuing the
planets ecosystems.
ANTECEDENTS &
CONTEXT
The prevailing paradigm for
development follows the
traditional economic model that
pursues a maximization
objective and where the
household is made subsidiary to
the business firms.
ANTECEDENTS &
CONTEXT
This results in an ineffective
national accounting and
governance strategy as it does
not reflect the real net worth of
the countrythe welfare of the
household, the welfare of the
people.
THE APOCALYPTIC
TWINS: Poverty &
Ecological Crisis
It is this distribution of power over
ecosystems among those human
organizations that explains the roots of
the crises of global poverty and
threatened ecological collapse, and
which also provides the basis for
addressing them.
SUSTAINABLE
DEVELOPMENT
Drawing a living from the diverse and
fragile habitats and ecosystems of an
archipelago
Forming communities of different sociosociopolitical strata, at diverse psychopsycho-cultural

levels of complexity.
REACTIONS
MultiMulti-sectoral or integrated area
development projects
Regionalization
Local participation in project
identification, design, implementation
Decentralization
THE ORGANIZATION &

MANAGEMENT PROBLEM
Dominance of Line Management
over Area Management.
Management. The line
ministries possess more authority, have
easier access to national authorities,
have command over more resources
(budgetary and extra budgetary), have
management staffs with higher
concentrations of expertise.
THE SPECS OF AN
ALTERNATIVE
Integrated/ Comprehensive Perspective
Decisions/ Authorities close to people/
areas affected
Strengthen Management capabilities of
area/ local authorities
ALTERNATIVE ECONOMIC
PERSPECTIVE
Need for an appropriate economic model
Household unit of analysis and planning
Purchasing power or ownership/ command
over resources should not be allowed to
become the major determinant of an
economic development approach
Appropriate government interventions
Promotion of productivity versus enterprise
bias on labor
ALTERNATIVE
ORGANIZATION &
MANAGEMENT
An area management perspective with

the proper balance with line
management and structures/ systems
for appropriate relationships and
negotiations among areas and with line
Consider patterns of transactional
interrelationships among communities
within an area (economic, social,
cultural, geographic and environmental)
ALTERNATIVE
ORGANIZATION &
MANAGEMENT
POLITICAL
The HOUSEHOLD as a unit of management,

decisiondecision-making and accounting
Organizational and managerial units and subsubunits over which organization and
management responsibilities are distributed
Aggrupation of units and subsub-units

Limits for efficiency (territory, resources, people)
Accounting framework
ALTERNATIVE
ORGANIZATION &
MANAGEMENT
Modes of control and system of
authorities that adequately meet the
peculiar requirements of a communitycommunitybased organization/ management
SETTLEMENT
HOUSEHOLD
HOUSEHOLD
PUROK
NEIGHBORHOOD
BARANGAY
VILLAGE
MUNICIPALITY
MARKET TOWN
PROVINCE
URBAN CENTER
COUNTRY
METROPOLITAN
CENTER
NATIONAL
METROPOLITAN
CENTER
ANLAYSIS FROM
UNDERLYING OPERATIONAL
ELEMENTS.
The alternative economic perspective and the
organization/ management technology should
consider the following for maintenance,
management and regeneration:
regeneration:
The biophysical ecosystem

Balances
Limits
Capacities
The relationship and interdependencies

among habitats within an ecosystem.
FUTURE STEPS
Program For Field Applications
And Continuing Development Of
ECSOM
by
DR. SIXTO K. ROXAS
DEFINING THE FUTURE TASKS

NEED FOR FURTHER CONCEPTUAL DEVELOPMENT. While these
alternative organization/ management/ economic concepts and elements,
elements,
in their current form and status of formulation, already constitute
constitute a
workable body of knowledge capable of installation and implementation
implementation
in specific area management situations, there is still a clear need
need to:
a) complete some of these concepts/ elements or develop them into
formulations that are more fully applicable in actual field situations
situations
b) develop subsequent supplementary/ complementary concepts and
elements that the alternative perspective and technology still require
require
c) test concepts/ elements of the alternative perspective/ technology
technology in
field applications
i)
to refine and make more realistic concepts/ elements already
developed, or
ii) to discover supplementary/ complementary concepts and elements
that are still required
SUPPORT SYSTEMS
AND INFRASTRUCTURE
A database system
systemto contain existing studies,
findings, materials, models and those still to be
generated or acquired from other sectors
Training modules which include
orientation on the economic perspective and
alternative organization/ management technology
curriculum and study programs for perspective
managers of units/ subsub-units (together with key
staff)
practicum in the different tools, procedures, etc.
(e.g. construction of an inputinput-output matrix for the
unit/ subsub-unit, procedures of entry into an area and
identification of the natural managers of production
teams, resources survey at the household level, etc.)
a body of teaching materials and aids (e.g. cases,
literature, lectures, reading lists, syllabi, etc.)
INSIGHTS THAT GAVE RISE

TO ECSOM
ECSOM developed from several insights.
Insights derived from an analysis of the
inadequacies of the traditional market model which
has influenced economic and development planning
conclusions from the effects of and reactions to the
existing organization and management structures
for economic and development management,
and the dictates of the underlying operational
elements (i.e. land, people, and their optimum)
have been developed into the basic concepts and
elements of a communitycommunity-based organization and
management technology and the economic
perspective that such an alternative technology
should properly take
PARTNERING AND CONTINUING

CONSULTATION
Present these concepts/ elements to
juridical authorities (i.e. regional directors, provincial governors,
governors,
municipal mayors, barangay captains) and the relevant councils
(regional/ provincial/ municipal development councils) and
government agencies
project managers of development projects
national bodies involved in the planning and design of development
development
projects
professional institutions in organizational and managerial
technology (e.g. schools, associations, research institutes,
consulting firms, etc.)
professional institutions in agriculture/ rural development (e.g.
(e.g.
schools, associations, research institutions, consulting firms, etc.)
To elicit reactions and relevant experiences which either support
support or
disprove the concepts; to gauge the acceptability of the alternative
alternative
perspective/ technology; to generate support/ assistance from
these sectors in accomplishing items (a), (b) and (c); to make
available to the alternative perspective and technology the studies,
studies,
findings, conclusions and other field and experiential data that other
sectors (items i to v, above) may possess and which are relevant or
supplementary/ complementary to the perspective/ technology.
Monitoring and
performance evaluation
A monitoring and evaluation system to serve as
the maintenance subsub-system for the database
system; to inform proponents, promoters and
supporters the status and direction of
development of the alternative perspective/
technology; to gauge the acceptance/
acceptability and awareness/ use of the
alternative perspective/ technology together
with its effects/ impacts
LEGISLATIVE & OFFICIAL

INFRASTRUCTURE
Legislative and official infrastructure,
enabling/ empowering acts, memoranda of
agreements (at national, regional,
provincial, municipal levels) that render the
alternative perspective/ technology
operative and capable of incorporation into/
utilization by existing organization/
management structures for economic
management (i.e. municipal, provincial,
regional authorities
PROGRAM GRID
These requisites of the alternative
organization/ management technology and its
accompanying economic perspective
constitute the subject matter and substance of
the program for field applications and
continuing development of the alternative
perspective/ technology.
A comprehensive view of this program is
presented in a Program Grid. The Program
Grid is organized into five columns and six
rows.
ELEMENTS OF THE GRID

THE GRID IS A MATRIX OF SIX CONCEPTS AND ELEMENTS
AND FOUR TYPES OF TASKS
CONCEPTS/ELEMENTS
1. Organization/Management units & SubSub-units
2. Biophysical ecosystem & Habitats
3. Organization/management units in ecosystems as
habitats
4. Prototype Households
5. Management Postulates
6.Standard Operating Procedures
TASKS
A. Further Studies on specific aspects
B. Identify support systems & infrastructure for
operation
C. Promotions/advocacy with specific sectors
D. Select Areas for Field Application or installation
POTENTIAL FOR LIMITED

APPLICATION
While the Program Grid places importance on
the acceptance and support of the existing
organization/ management structure for
economic and development management
(Column D. Promotions/ Advocacy), it is
important to note that the entire concept and its
elements do not have to be fully accepted nor
supported for a field application/ installation. It
is very possible (even desirable) to pilot the
entire concept in small areas (as in a controlled
experiment). The smallest feasible areas would
be a Market District (i.e. the unit with an
adequacy of resources and population large
enough to make the task of management both
feasible and desirable, paragraph 6.03).
PRIVATE SECTOR
APPLICATION
The application in the public sector (government)
is clearly emphasized in the alternative
perspective/ technology. However, there are
applications possible for the private/ commercial
sector. A corporate group (e.g. a universal bank)
could find strategic planning value in utilizing the
concepts/ elements to gauge directions of
market/ business development, identify key
sectors of growth in a geographic area, focus on
the market decision makers, determine the best
location for a branch and the service required by
the community, etc. The concepts/ elements of
the alternative perspective/ technology would be
able to provide more insights than the standard
population projections, demographic analysis,
market studies, etc.
PROGRAM GRID
IMPLEMENTATION
The endpoint of the network and the entire exercise is the
installation of the alternative organization/ management
technology and its economic perspective as the basic approach
to economic/ development management.
PROGRAM GRID EXPANSION New concepts/ elements, other
areas for studies, etc. are expected to be established as the
alternative proceeds from concept to applications.
PROGRAM GRID IMPLEMENTATION The activities/ sections of
the Program Grid (Annex A) are interrelated and form a network
whose ultimate objective is the installation of the alternative
organization/ management technology (with its appropriate
economic perspective) as the basic approach to economic/
development management
MUTUAL ENHANCEMENT OF CONCEPT AND APPLICATION.
Studies, in addition to clarifying Concepts/ Elements, also
dictate activities in Promotions/ Advocacy and identify required
Support Systems & Infrastructure. Studies in turn are
determined according to Concepts/ Elements and by findings
from Field Applications.
DISCRETE PROJECTPROJECT-TYPE
ACTIVITIES
A project format with specific terms of reference and
scope of work, defined start and finish, for each separate
activity
An ad hoc implementing body (for each separate activity)
consisting of a core drawn from the regular staff of the
alternative perspective/ technology, specialists with wellwelldefined lines of expertise determined by either the Study
or the requirements of or knowledgeable about the
geographic area in which the Study or Field Application is
situated.
A specific working budget or funding for each separate
activity.
While activities in this category are organized as separate
projects, they are nevertheless interrelated, feed into, and
draw from each other
otheras in a network
CONTINUOUS MAINTENANCE ROUTINES
This type of program grid activities (consisting of Promotions/

Advocacy, Support Systems & Infrastructure, and Concepts/
Element is
A regular, dayday-toto-day schedule which forms part of the
standard operating procedures/ processes of a permanent
regular workforce
specific tasks being carried out mostly by regular staff with
limited and specific uses of outside specialists/ consultants
a working budget that is considered part of the regular
overhead.
Thus as examples, the task of promoting the alternative
perspective/ technology to rural management practitioners), the
maintenance of a database on an economic district basis, the
refinement of concepts/ elements of the alternative perspective/
technology
technologyall are routinely performed by a regular staff more or
less on a permanent schedule.
To start routines, however, there is a need to undertake specific
specific
tasks under each of the sections as projects; i.e. for Promotions/
Promotions/
Advocacy, a national conference can be organized; for Support
System & Infrastructure, a specific drive to catalogue
experiences of project management of development projects ay
be undertaken; etc. From time to time also, an activity which is
is
related to a routine such as database maintenance may be
organized as a discrete project to optimize/ maximize use of
manhours and funds.
MODES OF ACTIVITIES
The network of activities in the Program Grid
is grouped into two categories:
Discrete/ ProjectProject-type Activities
Continuous/ Maintenance Routines
THE OIKOCENTRE ROLE

The concept is initially one of a
perspective and an approach to be
advocated and promoted
And definite tasks to be performed
Before it is incarnated into a concrete
institution with a legal personality, a
structure, a name, and a staff
THE BUSINESS OF THE

OIKOCENTRE
The Matrix of Tasks defines a large agenda to
further develop, validate, advocate and apply
the ECSOM System.
These tasks need to be assumed by a group of
persons, supported with human, financial and
other resources
Initial thought is to house this in a center
created as a consortium of institutions that will
then form a network of similar consortia in
communities & regions of the country
PROPOSED STRUCTURE OF
THE OIKOCENTRE
Reference to FCOMT, the Foundation for
Community Organization & Management
Technology established in 1982 under
the aegis of SKR managers & Advisors
Inc.
The Organization chart proposed for the
Foundation designed on old corporate
structure design
21st CENTURY
ORGANIZATION DESIGN
Three sets of tasks and three task forces
Problem identifiers looking at Communities and
stakeholders (POs, LGUs,
LGUs, local churches, etc,)
Problem solvers - conceptualizers,
conceptualizers, livelihood
technologists, organization development people,
social and natural scientists
Strategic Brokers - lawyers, finance people,
investment bankers, funding brokers, etc.
Their standard operating procedure
AN APPROPRIATE NAME FOR

THE CENTRE?
Initial name uses the Greek word oikos,
oikos, literally
house, home, root of terms like ecology,
economy, ecosystem
Searching for a corresponding Filipino word
evoking sense of communal solidarity
(bayanihan),
bayanihan), sacredness of creation in
governance (pamathalaan
), love, dialogue,
(pamathalaan),
sustainability of development.
Dr. Sixto K. Roxas

Dr. Kenneth Ruddle
Ecosystem-based Community-centered Sustainable Development
Organization and Management (ECSOM)
A Workplan for 2005 - 2007
1st Component: The creation of an operating protocol for the use of coastal and
terrestrial communities
1st Phase: Applied Research & Development
Objectives:
1. To conduct workshops with local organizations, LGUs, POs and Academe to
build awareness of the importance and need for a holistic and integral
community centered management framework which recognizes the
interconnections between community and ecosystem.
2. Establish networking among communities.
3. To make a database on the sustainable, indigenous practices of
communities (coastal, agriculture, upland).
4. To continue networking of groups and individuals who expressed their
support in Ecosystems-based Community-centered Organization and
Management for Sustainable Development
Description of Work:
A seminar-workshop Managing Bioregions for Sustainable Development was
held last September 16-17, 2005 sponsored by the MTKISD, ASI and FCOMT. It
was the 2nd series of seminar workshops conducted by the Institute. The
workshop gathered practitioners, academe, and stakeholders alike to
participate in the convergence of ideas and experiences in the field of
community-based resource management.
In accordance with this community-centered paradigm, (local) stakeholders
played a primal role in the workshop in determining the applicability of the
solution to their local situations.
The workshop provided insights into the value of a framework for communitycentered ecosystems-based management protocol that is holistic and integral.
It also gave added value by advocating the participatory development approach
that empowers local stakeholders through direct involvement.
The series of workshops will serve as the starting points for integrating the
protocol into on-going development programs using the appropriate unit of
management and utilizing the existing local socio-ecological institutions (of the
community).
This will also serve as the venue in establishing networking between
communities and exchange of ideas throughout the process. An e-group named
Sustainable Bioregions group was established. It can be accessed through this
link http://groups.yahoo.com/group/sustainable_bioregions. Members shared

inputs on how they conduct a certain community project and innovative ways
to make it sustainable through time. The group also paves way to acquire free
consultation from experts and posting of current community projects. This is
also a way to establish the database of sustainable practices of communities.
This step is on-going and will be maintained to have continuous communication
between communities.
Deliverables:
A report submitted to Peace and Equity Foundation for documentation of
the workshop
An e-group to provide a venue for discussion toward sustainable practices of
communities
Database of sustainable community practices which includes indigenous and
vernacular knowledge and management
Preliminary ECSOM Protocol
Milestones and Expected Results:
Database of Local and Indigenous Knowledge in the country. (November
2005 December 2005).
Networking and mapping of these practices (November 2005 December
2005)
Listing of potential model communities with sustainable practices.
(November 2005 to December 2005)
Records of the present best community practices from the participants
(November 2005 to December 2005).
An ECSOM Protocol for communities that will transcend regional and
religious boundaries among communities (November 2005).
2nd Phase: Validation with Coastal and Terrestrial Communities
Objectives:
1. To conduct a rapid community assessment and consultation
2. To conduct Participatory Action Research
3. Pre-validation workshops with local partner organization
The team will conduct a rapid assessment of resources (natural, manmade,
social, and cultural), organization, management, political, and local economy
of potential partner communities. This assessment is necessary to have a
building block in creating criteria for the selection of model communities and
project design of the local partner organization.
In order to accomplish the phase, the team needs to travel to the prospected
areas. During the rapid assessment, the team will also conduct community
consultation which involves sectors coming from LGU, local NGO, POs,
agriculture, fisheries, forestry, and private. This is necessary to validate the
sustainable practices and determine entry points in the proposed projects/
programs for the community. It is also necessary to support the practices in the
database and will serve as one of important basis in the second component of
the project.
At the end of each trip, the following will be accounted and considered
establishing criteria for the selection of a prospective model community:
Local Governance
Organizational structure
Planning
Capital Assets (Natural, Man-made, Social, Cultural)
Decision-making
Skills (Production and managerial)
Community Resource Management Systems
Cycles (Production, Consumption)
Internal and external trade
Local and Indigenous knowledge management systems
Deliverables:
Validated sustainable practices of selected communities in the database.
A rapid assessment and consultation report of the communitys resources
organization, management, resources, political and local economy.
Criteria in selecting model communities
Profile of communities
Final version of generic module of the ECSOM protocol
Travel to potential model communities to conduct rapid assessment and
consultation (November 2005 December 2005)
a. Occidental Mindoro (PLAN San Jose Program Units Mangyan
Development Program)
b. Jinamoc Island, Basey, Samar (Samar NGO Consortium and Basey
Tourism Council Programs Localization of Philippine Agenda 21)
c. Zamboanga Peninsula (in cooperation with Ateneo de Zamboanga
University)
d. Baler, Aurora (in cooperation with Aurora State College of Technology
________________________
e. CALARIZ Group (Fishing communities of Cavite, Laguna and Rizal
Provinces)
f. Antique, Panay Island (in cooperation with Philippine Endemic Species
Conservation Project (PESCP))
g. Bolinao, Pangasinan (in cooperation with a Peoples Organization
Samahan ng Mangingisda at Magsasaka Para sa Kalikasan)
h. Puerto Princesa City, Palawan (in cooperation with Palawan Council
for Sustainable Development (PCSD) and Palawan State University)
Finish report on rapid assessment and community consultation (ad)(December 2005)

Criteria for selecting model communities (December 2005)
Write a final version of generic module of the ECSOM protocol (December
2005)
3rd Phase: Selection of Pilot Communities

Objectives:
1. To select 3 to 4 model communities having agriculture, aquatic (marine/
fresh water) and forestry ecosystems.
2. To design a community protocol specific to the selected community and or
projects of local partner organizations
The group will select at least three (3) to four (4) model communities in
crafting an Ecosystem-based Community Centered Organization, Management
and Accounting protocol that can be integrated with existing programs and/ or
proposed programs for the community. The protocol must specifically have a
holistic and integral management approach linking all sectors and process in a
way that the locals can understand. The community will be defined by a
watershed area as its unit of management. It has 4 to 6 municipalities, around
20 barangay and a poblacion per municipality. The selected communities have
agriculture, aquatic (marine/ fresh water) and forestry components to have a
clear representation of sectors and processes within ecosystems.
Deliverables:
List of selected pilot communities
A case study/ report on on-going and proposed programs for the community
implemented by LGU, NGOs or POs as possible starting points of ECSOM.
Holistic integral protocol program design for agriculture, forestry, fisheries for
sustainable livelihood and the management of resources from where a
community derives life support.
Review and selecting of potential partner communities (November 2005 to
December 2005)
Developing holistic integral design for the community (November 2005 to
December 2005)
4th Phase: Adapt to Actual Application in Model Communities
Objectives:
1. To translate the concepts of Ecosystem-based Community-centered
Organization, Management and Accounting to local the community keeping in
mind the targets are farmers, fisher-folk and Indigenous Peoples.
2. To produce generic and supplementary modules on sustainable and indigenous
practices in Fisheries, Agriculture, Forestry.
3. To provide suitable technologies and infrastructure that will support the
production sectors.
4. To produce a module on economic framework suited for 4th and 5th Class
Municipalities and or Class C and D of the Philippine society
Description of the Work:
The program design created for the community will be the entry point for
translating
the
Ecosystem-based
Community-centered
Organization,
Management and Accounting protocol. The Foundation for Community
Organization and Management Technology (FCOMT) has developed a

Community-centered Management System that applies the theories and
methods of enterprise management to transform communities and their
environment into a sustainable system. The MTKISD project will take this
technical knowledge, translate it so that local farmers/ fisher-folk can
understand and implement it and apply it over all levels of the community,
social, environment and economic holistic and integral.
There are various sustainable indigenous and new models in agriculture,
forestry and fisheries in the Philippines that the team has already recorded.
The team will determine the applicability and modify if necessary the practices
that will be replicated in the target areas. Other modules will be based on the
local indigenous and vernacular knowledge and management
Deliverables:
Localized versions of Community-centered Organization Management and
Accounting adopted to specific program design.
Generic modules for the sustainable practices in different ecosystems
Infrastructures and suited technologies provided for the model communities to
support local production developed by TransDev.
An economic module that will showcase an anatomy of the local economy and
applicability to include MMO Credit Card and Bansalangin Framework
Translating ECSOM to local community. (January 2006 to June 2006)
Integration of ECSOM into the programs and projects (February 2006 to July
2006).
Publication and production of local modules in the form primers, brochures,
guide/ manual etc. (April 2006 to July 2006).
Tie up with LGUs and the private sector to provide and transfer technology and
infrastructures suited for production. (November 2005 to December 2007)
Training of communities in adopting and application of MMO Credit Card and
Bansalangin Framework (Mach 2006 to October 2006)
5th Phase: Installation of protocol for the communities
Objectives:
1. To train community for resource assessment
2. To train stakeholders in conducting Community Organization, Management and
Accounting
3. To conduct a full inventory of resources (natural, manmade, social and
cultural) combining vernacular/ indigenous knowledge and modern
methodologies.
4. To install and implement the protocol
To ensure a sustainable and growing livelihood system for the stakeholders of
the community, they should have enough knowledge, capability to manage,
assess, and decide for the use of resources. The team in cooperation with
selected educational institutions, organizations and scientific institution will
train the model communities in Community Organization and Development,
assessment and management of resources.
A group of community managers and implementers will be trained to operate
the management and accounting system to determine what are the needs and
appropriate technology and projects for the community. It will be closely
coordinated to every household.
The team together with the community will conduct full inventory and profiling
of resources (natural, manmade, social and cultural). GIS-based technology and
framework will be used to have more detailed and accurate results. It will be
used as input and a major component in Community-centered Management and
Accounting System. This will be the entry point to implement the protocol and
identification of critical areas and resources.
Deliverables:
Trained community managers and implementers
Full ecological, social, cultural and economic profile of communities using GIS
based technology and framework
Assessment report on identified critical areas
Primary data for Community-centered Management and Accounting System
Report in the installation of the protocol
Training of community leaders and implementers (February 2006 December
2007)
Participatory profiling (inventory, mapping, classification) of community
resources and identification of critical areas using GIS based technology and
framework in cooperation with the Manila Observatory and other scientific
group and civil society organizations (March 2006 October 2006)
Preliminary participatory monitoring and assessment of the installed protocol.
(February 2006 to September 2006)
6th Phase: Create Working Model Communities
Objectives:
1. To monitor and gather data on community processes (organization,
management, governance and sustainable practices) within a production period
2. To rehabilitate/ reconstruct degraded ecosystems (marine, freshwater
ecosystems, agricultural land and forest land) in the target areas
3. To conduct capacity building for local stakeholders and partner organizations
4. To evaluate the performance of communities
5. To assess the impact of the project to the model communities.
6. To validate the model by conducting a seminar-workshop
By this time, the communities are equipped with enough knowledge to fully
operationalize the protocol. Full implementation will be done for the whole
production period which will vary from each sector. The team in cooperation
with partner organization and institutions will conduct constant monitoring and
give assistance to the model communities.
One major part of project implementation is the rehabilitation/ reconstruction
of degraded ecosystems in the target areas that serves as habitat and gives life
support to the residing species (flora, fauna, and people).
Monthly evaluation in terms of organization, management and governance will
be conducted to determine the performance of each community. The locals
will have the primary role in implementing the protocol. The results will be
consolidated by the Community Manager for evaluation.
A seminar-workshop will be conducted after each production period to validate
with the academe the methodologies applied in the model communities and
vise versa. This will also serve as a venue for exchange in ideas between pilot
communities.
Deliverables:
Monthly evaluation report of model communities
Seminar-workshops for model communities
Partial report per sector
Rehabilitated ecosystems
Full report for the production period
Consolidated reports
Milestones and Expected Output:
Full implementation of the protocol in model communities (October 2006 to
December 2007)
Community monitoring and monthly evaluation per production period (will vary
on sectors --- October 2006 to December 2007)
Conduct quarterly seminar-workshops for validation between academe and
community. (will vary on sectors --- Starting January 2007)
Final phase of implementation (approximately October 2007 December 2007)
Making of Final report, Information dissemination (books, manual, primers,
through web etc.) --- (December 2007 to March 2008)
Replication of model communities (starts on January 2008 onwards)
2nd Component: Curriculum for Formal Management Education

1st Phase: Establishing a Center for professionalizing ECSOM
Objectives:
1. To seek partnership with ASI
2. To define the terms for the Memorandum of Understanding (MOU) to
partner educational institution
3. To form a committee that will undertake research and development
4. To look for funding and different stages for research and curriculum
development
5. To promotion the programs for funding
The Maximo T. Kalaw Institute for Sustainable Development (MTKISD) are doing
work in professionalizing Human and Ecological Security (HES) management and
has developed a program to provide teachers training programs for National
Service Training Program (NSTP) under Republic Act 9163. In the course of
doing this work, the foundation has realized the need to introduce the whole
HES concept into the main body of professional education.
The Institute also partnered with the Foundation for Community Organization
and Management Technology (FCOMT) that developed the rigorous method of
enterprise management to achieve Sustainable Development at the level of
communities within their own environment.
MTKISD sought Asian Social Institute (ASI) as partner institution in creating a
Center in professionalizing ECSOM. ASI is an academic institution has the power
to grant degrees. Recently, it was given Level 3 Classification that enables it to
grant credits for a wider range of student participation such as workshops and
field work.
The unity of vision and commonality of purpose among these institutions
provides tremendous opportunity to professionalizing Human and Ecological
Management in this country.
It is in pursuit of this opportunity, that we are proposing the idea of
establishing an Oikocenter to institutionalize, promote Sustainable
Development Academy and create a Sustainable Development Organization and
Management Professionals.
Deliverables:
MOU between ASI, MTKISD and FCOMT
A technical working group that will review the existing curriculums and
revise research methodologies, planning, monitoring and evaluation
Grant from a funding organization/ institution to implement phases and
promotions of the degree programs
Report in revised curriculum/ programs and production of syllabus and
pedagogical approach and materials for degree programs.
Milestones and Expected Output:

Meetings with Asian Social Institute and agree on MOU (November 2005)
Formation of committee that will conduct research and curriculum
development. (November 2005)
Promote the establishment of this center and raise funding for the center.
(November 2005)
2nd Phase: Research and Curriculum Development
Objectives:
1. To review existing course offerings and pedagogical methods
2. To develop curriculum for Certificate, BS, MS, PhD degrees (class-room
mode and distance learning)
3. To develop methodologies for research, planning, operations, monitoring
and evaluation.
4. To enhance existing Participatory Action Research, Community Organization
and Management programs toward integral framework
A research and curriculum development committee will be formed to review
existing curriculum and pedagogical methods of ASI. The members of the
committee will come from the pool of faculty of ASI and MTKISD.
Furthermore, the committee will be tasked to do the following:
1. Properly determine the structure of the center that will enable to
transcend regional and religious boundaries of the program designs.
2. Determine the applicability of the integral work design in the existing
courses.
3. Immediate test programs.
4. Determine the feasible elements to be incorporated in the programs.
5. Determine the mode of delivery of the proposed degree programs.
Deliverables:
A Research and Curriculum Development Committee
Preliminary report on the outcome of the formed committee
First draft of revised curriculum and pedagogical methods
Milestones and Expected Outputs:
Undertake the required research and development to design a formal
course in Human and Ecological Management and Organization for
Sustainable Development. (November 2005 December 2005)
To prepare the syllabus and pedagogical approach and materials for such a
degree program. (November 2005 December 2005)
To preliminary design program of studies at different level from a 1 year
certificate course to a full doctoral degree. (November 2005 December
2005)
3rd Phase: Consultation with Experts from Academe and Communities

Objectives:
1. To conduct consultation and validation with academe and partner
communities
2. To produce final version of proposed curriculum
3. To come up with a preliminary design of educational/ training needs for the
degree programs
4. To build consensus and determine functions in creating an Oikocenter
The proposed degree programs formulated by the core group reviewing the
curriculum and methodologies for planning, assessment, monitoring and
evaluation will be cross-checked and consulted with the academe to have a
firm grasps and applicability of methods to different bioregions and scenarios.
After series of consultations and validation, the core group will draft the final
version of the proposed curriculum that will be the seed in the formal
establishment of the Oikocenter. ASI and MTKISD will undergo standard
procedure to acquire full accreditation of Commission on Higher Education
(CHED).
Deliverables:
Validation workshop for proposed curriculum/ programs
Curriculum design of the proposed Degree Program
Proposed design of educational materials/ training needs that can be used
for the degree programs
Functions of the Oikocenter
An Experts Meeting - Workshop and consultation with academe and
community practitioners and other stakeholders (November 22 23, 2005
and December 5 6, 2005)
Preliminary validation with the partner communities of ECSOM Protocol for
curriculum development (December 2005)
Preparatory phase for implementation. It includes advertising and design of
educational/ training needs (November 2005 December 2005)
4th Phase: Creation of Degree Programs
Objectives:
1. To acquire accreditation from CHED
2. To find sponsorship in the creation of a Department, Professorial Chairs,
Fellowship and Scholarship support.
3. To conduct preliminary teachers training (Educators)
4. To formalize the establishment of the Oikocenter
In order to fully operationalize the degree program, the partner organization
will seek funding prior creation of a Department, Professorial Chairs,
Fellowship and Scholarship to broaden the reach of the programs. The two
modes of programs will be of class-room mode and distance learning programs.
During the process of curriculum development teachers (educators), will be

introduced to the framework of integral thinking. A short training course will
be conducted for teachers that will handle degree programs to have firm grasps
on the programs.
The Oikocenter will be formally established upon the start of Academic Year
and implementation of the degree programs. Promotions of the courses offered
will be done prior to the approval of CHED. It is hoped that ASI will be the
center of integral thinking of the Philippines.
Deliverables:
Sponsor for the creation of a Department, Professorial Chairs, Fellowship
and Scholarship support.
Seminar-workshop for faculty members that will deliver the holistic integral
framework
Establishment of the OikoCenter
Promotions for the degree program and Oikocenter
Accreditation from CHED
Production of syllabus and pedagogical approach and materials for degree
programs
Meeting and consultations with CHED (January 2006 to March 2006)
Approval and accreditation from CHED (April 2006)
Look for institutions to grant creation of a Department, Professorial Chairs,
Fellowship and Scholarship support to qualified students. (January 2006 to
May 2006)
Formal establishment/ inauguration of the Oikocenter. (February 2006)
Seminar-workshops for faculty members (March to May 2006)
Research and Development (February 2006 to December 2007)
5th Phase: Developing Professional Eco-based Community-centered SD Managers
Objectives:
1. To fully implement of degree programs (Class-room mode and Distance
Learning)
2. To monitor the first batch
3. To conduct practicum in selected pilot communities
5. Monitoring and evaluation of students and faculty
The fifth phase aims to develop SD Managers that are holistic in thinking. The
following will be the body of knowledge that will be included in the degree
programs:
History, history of thought, history of institutions,
Natural Science (naturwissenschaften) physics, chemistry, biology,
Social
Science
(geisteswissenschaften)
science
of
man
the
social/behavioral/human sciences, sociology, ethnology, anthropology.
Archaeology, political science, psychology, economics
The two modes of implementation of the degree programs will be of class-room

mode and distance learning to widen the base of students the Institute. The SD
Managers must have intellectual and spiritual thinking having doing, managing,
leadership and transforming skills.
Students will be exposed to the communities to put theory into practice in
order to have firm grasps on what are the real situation happening in the
communities and to validate knowledge they acquired. A set of guidelines
prepared by the Committee for monitoring and evaluation of the performance
of faculty and students will be implemented.
Deliverables:
Degree programs: Class-room mode and Distance Learning
Batch of students that will undergo the programs
Practicum of potential SD Managers
Semestral evaluation report based on the performance of faculty and students
Full implementation of the degree programs. (May 2006 onwards)
Putting Theory into Practice. Field exposure of the students. (NOTE: Will
depend on the curriculum developed by the Committee)
Monitoring of the first batch. (June 2006 March 2007)
Semestral evaluation reports. The 1st evaluation report will be submitted on
November 2006
Review of curriculum (February 2007 to March 2007)
6th Phase: Introduction to Degree-granting Universities
Objectives:
1. To look for other universities that will adopt an integral framework (21st
century Liberal Arts)
2. To have Memorandum of Understanding for selected partner institution
3. To train
potential community leaders and implementers to the
framework
During the first year of implementation, ASI and MTKISD will look for potential
organizations that will adapt the Integral Curriculum and or integration of the
Integral thinking the degree programs of the educational institutions. This is
one way to popularize the idea of sustainable development and what are the
ideologies and thinking behind to develop sustainable managers and
communities.
MTKISD, ASI and the potential partner institution will have a Memorandum of
Understanding in adapting the curriculum. This will pave way in broadening
Sustainable Development and instilling new way of thinking to future

generations.
Potential community leaders and implementers will also undergo rigorous
training equipped with ample knowledge and skilled enough in creating
sustainable future for different communities.
Deliverables:
List of potential partner educational institutions
MOU to selected educational institution
Training and workshops for educators and implementers
Selection of partner educational institutions (January 2007 to March 2007)
Signing of MOU (May 2007 August 2007)
Training and workshops (August 2007 to September 2007)
Compilation and making of final report (December 2007)
Ecosystem-based Community-centered Sustainable Development Organization and Management (ECSOM)

Programs/ Activities
Dec2007
Nov2007
Oct2007
Sept2007
Aug2007
July2007
Jun2007
May2007
Apr2007
Mar2007
Feb2007
Jan2007
Dec2006
Nov2006
Oct2006
Sept2006
Aug2006
Jul2006
Jun 2006
May2006
Apr 2006
Mar2006
Feb2006
Jan2006
Dec2005
Nov2005
Oct2005
Sept2005
1st COMPONENT The creation of an operating

protocol for the use of coastal and
terrestrial communities
PHASE 1 Applied Research & Development
1. Database Local & Indigenous Knowledge in the
country (On-going)
2. Networking and mapping of these practices
(On-going)
3. Listing of potential model communities with
sustainable practices (On-going)
4. Records of the present and best community
practices/ initiatives from paricipants (Ongoing)
5. Protocol/ project design for selected model
community that will transcend regional and
religious boundaries among communities
PHASE 2 Validation with Coastal and Terrestrial Communities

1. Travel to potential model communities; Rapid
community assessment
a. Occ. Mindoro (PLAN San Joses Mangyan
Devt. Program)
b. Jinamoc Island, Basey, Samar (Samar NGO
Consortium & Basey Tourism Council)
c. Zamboanga peninsula (In cooperation w/
Ateneo de Zamboanga)
d. Aurora
______________________________
d. CALARIZ Area
f. Antique
g. Pangasinan
h. Palawan
(On-going)
2. Finish report on rapid assessment and
community consultation
3. Criteria for selecting model communities
4. Write a final version of generic module of the
protocol of ECSOM
2008
Dec2007
Nov2007
Oct2007
Sept2007
Aug2007
July2007
Jun2007
May2007
Apr2007
Mar2007
Feb2007
Jan2007
Dec2006
Nov2006
Oct2006
Sept2006
Aug2006
Jul2006
Jun 2006
May2006
Apr 2006
Mar2006
PHASE 6. Create Working Model Communities

1. Full implementation of the protocol in model
communities
2. Community monitoring and monthly evaluation
per production period
Feb2006
PHASE 5. Installation of protocol for the communities

1. Training of community leaders and
implementers
2. Participatory profiling (inventory, mapping,
classification) of community resources and
identification of critical areas using GIS based
technology and framework in cooperation with
the Manila Observatory and other scientific
group and civil society organizations
3. Preliminary participatory monitoring and
assessment of the installed protocol.
Jan2006
2. Integration of ECSOM into the programs and

projects
2. Publication and production of local modules in
the form primers, brochures, guide/ manual
etc.
3. Tie up and establish networking with LGUs and
the private sectors to provide and transfer of
technology and infrastructures suited for
production, services etc.
4. Training of communities in adopting and
application of MMO Credit Card and Bansalangin
Framework
Dec2005
PHASE 4. Adapt to Actual Application in Model

Communities
1. Translating ECSOM to local community
Nov2005
PHASE 3 Selection of Pilot Communities

1. Review and selecting of potential partner
communities) -- (on-going)
2. Developing holistic integral design for the
community
Oct2005
Sept2005
2008
3. Conduct quarterly seminar-workshops for

validation between academe and community.
4. Final phase of implementation
5. Making of Final report, Information

dissemination (books, manual, primers, through
web etc.)
6. Replication of model communities
Dec2007
Nov2007
Oct2007
Sept2007
Aug2007
July2007
Jun2007
May2007
Apr2007
Mar2007
Feb2007
Jan2007
PHASE 3 Validation Workshops with Academe and Stakeholders of Communities

1. An Experts Meeting --- Seminar -workshop and

Consultation with Academe and practitioners of
community and other stakeholders
2. Preliminary validation with the partner
communities of ECSOM Protocol for Curriculum

Development
3. Preparatory Phase for implementation. It

includes advertising and design of educational/
training needs
Dec2006
Nov2006
Oct2006
Sept2006
Aug2006
Jul2006
Jun 2006
May2006
Apr 2006
Mar2006
Feb2006
Jan2006
PHASE 2 Research and Curriculum Development

1. Undertake the required research and
development to design a formal course in
Human and Ecological Management and
Organization for Sustainable Development.
2. To prepare the syllabus and pedagogical
approach and materials for such a degree
program.
3. To design the program of studies at different
level from a 1 year certificate course to a full
doctoral degree.
Dec2005
PHASE 1 Establishing a Center for professionalizing ECSOM

1. Meetings with Asian Social Institute and agree
on MOU
2. Formation of committee that will conduct
research and curriculum development.
3. Promote the establishment of the center and
raise funding --- on - going
Nov2005
Oct2005
Sept2005
2nd COMPONENT Curriculum for Formal

Management Education
2008
Dec2007
Nov2007
Oct2007
Sept2007
Aug2007
July2007
Jun2007
May2007
Apr2007
Mar2007
Feb2007
Jan2007
Dec2006
Nov2006
Oct2006
Sept2006
Aug2006
Jul2006
Jun 2006
May2006
Apr 2006
Mar2006
Feb2006
Jan2006
Dec2005
Nov2005
Oct2005
Sept2005
PHASE 4. Creation of Degree Programs

1. Meeting and consultations with CHED
2. Approval and accreditation from CHED
3. Look for institutions to grant creation of a
Department, Professorial Chairs, Fellowship and
Scholarship support to qualified students.
4. Seminar-workshops and training for faculty
members
5. Formal establishment of the Oikocenter.
6. Research and Development
PHASE 5. Developing Professional Eco-based Community-centered SD Managers

1. Full implementation of the degree programs.
2. Putting Theory into Practice. Field exposure
of the students. (Will depend on the
committee of the Center)
3. Monitoring of the first batch.
4. Semestral evaluation reports. The 1st
evaluation report
5. Review of curriculum
PHASE 6. Introduction to Degree-granting Universities

1. Selection of partner educational institutions
2. Signing of MOU to potential institutions
3. Training and workshops
4. Compilation and making of final report
2008
Jinamoc Island Is a Wedge

Wedge
Jinamoc Island: The Prospect of
An Integrated Sustainable
Development Program
A Glimpse of History:
Joint Intelligence, Naval, Air, and
Military Operations
Changed the lifestyle of people
and the island
Employment for the natives as
handymen, laundrywomen, utility
workers
Part of the municipality

of Basey,
Basey, Western
Samar
Total land area: 129.8
hectares of rolling hills,
small patches of
plains, and
beaches/coastline
Natural resources:
coconut trees, cacao,
cogon, bamboo,
gmelina, mahogany
Marine resources: fish,

crabs, seaweeds
(although decreasing)
Poverty and hunger exist in Jinamoc Island: the

decrease in fish catch, encroachment of trawlers in
the 15-km. radius, the increasing cost of living
impact on the community
NEED FOR ALTERNATIVE SOURCES OF

INCOME!!
Use of appliances: washing

machines, TV, Radio, etc.
After WWII, the only structure left is the lighthouse.
ecotourism as an alternative
livelihood?
Basey,
Basey, Samar is host to caves, e.g.,
Sohoton Cave
Can Jinamoc be part of the Basey tourism
complex, with horseback riding
riding as its
unique and special feature?
The Philippine Agenda 21 as a

framework for development planning
of the island
Multistakeholder:
Multistakeholder: information campaign on
PA21, community visioning processes
(discussing people
peoples contribution and
commitment to their own development)
Respect for people
peoples culture
Ayaw naming maging isang Boracay!

Boracay!
Piecing together the Ecotourism

Picture
DENR to plant fruit trees, mahogany

DILG and NGOs training, monitoring progress of the plan
plan
BFAR rehabilitation of the aquatic and marine resources
Women
Womens groups monitor the growth of plants, rere-plant when needed
Barangay tanod enforcement of ordinances
LGU/barangay officials activate fund support, legislating policies and
ordinances
DepED information and education campaigns, mobilize pupils for
replanting
Jinamoc Island Livelihood Association develop
develop the horseback riding
component of the project (planting of edible grass, barn cleaning
cleaning and
sanitation
What may the community need?

Training to improve the fish and marine
stocks
Understanding and proper interpretation of
laws and ordinances, including the law on
1515-km Municipal Water
Continue the process of community dialogue
and visioning
What does the community need?

An understanding of tree species and vegetation
that is appropriate to the island
ReRe-visit and appreciation of traditional skills (e.g.,
mat weaving)
Determining the island
islands carrying capacity (and
the viability of an ecotourism as an activity)
Tapping technical expertise to assess the
resources
resources left by the Americans and the impact of
such on the community: are there toxic and
hazardous substances, including ammunitions
buried and left there?
Rapid Community
Assessment
(November 22-3, 2005)
PLAN San Jose Program Unit
Units
Mangyan Development Program
by
LORENZO V. CORDOVA, JR.
Scenario
Problems:
1. Environmental degradation
2. Access to education
3. Health and Sanitation
4. Basic social services
5. Training (technical know-how)
6. Market
7. No CADC
8. Indicators for Sustainability*
Projects:
1. Tree nursery
2. Agro demo farm
3. Reviving the Cooperatives
4. Livelihood programs (Organic
Fertilizer, Honey bee culture etc.)
5. Institutionalizing Bantay Gubat
Gubat
6. Conservation
Occidental Mindoro
Resources:
Marine Ecosystems
Agricultural land
Grasslands
Forest lands
Freshwater (Rivers)
Fish ponds
PLAN Covered
Municipalities:
Magsaysay
San Jose
Rizal
Calintaan
Overview of PLAN
PLANs Mangyan
Development Program
Players: LGUs, NGO, IP, POs, Academe,
DA, CENRO, DAR, DSWD
51 Mangyan communities in 11 barangays
8 centers (Sitios) situated near a school
Duration: 2005 - 2007
Sitio Emok, Brgy. Paclolo,

Magsaysay, Occ. Mindoro
Mangyan Tribe: Hanunoo
Natural Resources:
- Forest, River (Caguray
(Caguray River), 7
springs, 3 Caves (untapped source of
guano)
ManMan-made Resouces:
Resouces:
- 1 MultiMulti-purpose hall
- 1 daycare center
- 1Elementary School (Grades 11-3)
-1 small water reservoir
Tree Nursery
- Fruit trees
- Indigenous & endemic species
Agro Demo Farm

- use of Sloping Agricultural Land
Technology (SALT)
- cash crops, medium term, long term
- Lectures on basic ecology & disadvantage
of chemical agriculture
* Signing a MOA with DepEd
Reviving Cooperatives*
- Identified 5 Cooperatives
- In cooperation with
Cooperative Development
Authority (CDA)
Orientation (ways &
means of coop,
leadership, roles of
members etc.)
Election of officers
(custom)
*Under LIUCP Program in
mid 90s
Organic Fertilizer
Composition:
Guano
Rice hull
Trichoderma
- thru cooperative
What are needed?

Resource Inventory &
Mapping
A sustainable livelihood
design
- Management
- Accounting
Trainings
Technology
Education (culturally &
environment rooted)
Review of Laws &
Policies
Indicators for
Sustainability
General Comments from Academe

Sustainable development is not new to the Asian
Social Institute. In fact this is already integrated
in a number of subjects in both the BS program,
the MS degrees and the Doctoral program;
Sustainable development is very much part of the
concept of integrity of creation which is in the
Vision of ASI and also stressed in the foundation
course, Philosophy of Commitment to Total
Human Development (PCTHD).
General Comments
Proposed Integration of the SD Concept
However, with the expanded definition of community

that was presented to us by SKR which is not only a
geographical area or a territory but also a habitat in itself
that is based on biomes or regions; it explains that a
community is like a county with 5-6 municipalities of
interconnected biomes where peoples livelihood and
culture co-exist.
With the definition of community we can look at
sustainable development happening right in the very
communities where we live where we look at our own
community-based resources towards sustainability.
The Committee saw the value of Sustainable development to be

integrated in the current academic programs of ASI.
1. Integrate the ISD concept in the Interdisciplinary subjects- all
students takes these subjects regardless of the degree they want to
pursue;
Philosophy of Commitment to Total Human Development
Project Planning and Management
Economic Analysis
Socio-cultural Analysis
Research Methods
Communication for Development
2. Integrate it in the field of specialization of the

students;
2.1 MS in Social Services and Development
Social Development Perspectives and Processes
Poverty Alleviation Strategies
Components of Social Services
Generic Helping Approaches
2.2 MS in Social Work

Social Welfare Policies Programs and Services
Social Welfare Administration with OD
Community Practice
PPM
HRT

2.3
MS Economics
Alternative economics
Environmental economics
Micro and Macro Economics
PPM
2.4 MS Sociology
Organizational Development
2.5 MS Pastoral Sociology and MS PaSoc major in Pastoral Studies
Pastoral Planning and Administration

Organizational development

2.7
BS in Social Work
Development Perspectives and Processes
Community Organizing
Field Work
2.8
CD Course Modules
Perspective on Transformatory Praxis
Understanding Communities
Community Development Principles Theories and Practices
Managing Bio-regions for Sustainable Development
2.9 Ph. D in Applied Cosmic Anthropology (the concept of SD is

weaved in all the subjects under this program)

2.6 MS in Education
Alternative Education
Management Organization and Development wt
specialization in CD
Community Development
Environment and Education
Management and OD
Alternative Education

3. Specific Topics related to Sustainable
development could be offered as a short- term
course;
4. A ladderized specialized graduate curriculum;
(to be discussed separately)
5. Trainings for the Informal Sector (to be
discussed separately)
General Ideas
The Committee came with this general
ideas for a degree that is divided into three
parts:
Foundation (core subjects)
Practice Theory ( methods and skills )
Practice or Practicum Part (Application of
knowledge gained from classroom)
Degree in Sustainable Development

A
Specialized BS program
12/12/2005
Foundation Subjects
Free Template from

www.brainybetty.com
Integral Asset-Based Community Mapping

Quantitative and Qualitative Culturally Rooted
Researches
Poverty Alleviation Strategies
Participatory Project Planning and Management
Socio-cultural Analysis
Community Organizing
Human Resource Training
3
12/12/2005
Practice Theory (Competencies)

Community Economics
International Political Economy
Advocacy and Resource Generation
Communication Skills
Project Planning, Implementation,
Monitoring and Evaluation
Management Skills
Free Template from
www.brainybetty.com
Free Template from

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Practicum
Community Accompaniment. Students to be sent
to communities should be able to assist the
communities towards their own sustainability. A
mechanism should be worked out that the
communities are not just laboratories for students
practice;
After each student ends her practicum period
another batch will be sent to the same community
until the community will be able to take off on
their own initiatives
12/12/2005
Practice Theory (Competencies)
Philosophy of Commitment To Total

Human Development
Principles related to Sustainable
Development
Integral Development Theory/ies
Social Policies (national and international)
12/12/2005
Free Template from

www.brainybetty.com
12/12/2005
Free Template from

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Training for the Informal Sector
Training for the Informal Sector
1. The Academe Committee believes that since ASI is

grassroots in orientation there is also a need to equip
Community Managers to be able to assist their
communities chart their own development towards
Sustainable Development.
2. The varied training courses will enable them to get a
formal Certificates on Sustainable Development
Modules for the Community Managers

Perspective on Transformatory Praxis
Social Policies (national and internaitonal laws)
Tranformative Leadership (facilitating skills, core group
building, resource mobilization)
Values development
Community Organizing to include Asset Mapping
Resource Management Planning with Spirituality
Participatory Project Planning and Management
Conflict Management
Eventually these modules could

also be part of a diploma for
Community Managers
Modules for the Community Managers
Creation Spirituality, Ecology,

Cooperativism
Organic Farming
Creative Appropriate Technology (technology
with a human face)
Zamboanga Validation Workshop
Presented by:
Pastor Chito Navarro, TransDev
Dr. Rebecca Fernandez, Ateneo de Zamboanga
THE UNIT MICRO-ECOSYSTEM

The geography of our
archipelago defines
wedges of watersheds
with corresponding
drainage and catchment
areas as component
micromicro-ecosystems.
ecosystems.
Issues and Concerns raised by

fishermen and farmers
Scarcity of fish
encroachment of commercial fishing vessels
dynamite fishing
Small kaingeneros were prevented but

illegal loggers were allowed.
Security of land tenure (Ecozone
(Ecozone area)
Farm to market road


High cost/price of farm inputs (fertilizer,

pesticide)
No affordable credit assistance
(usurious rate)
Marketing of farm products (control of
middlemen)
Potable water supply (Zambowood

(Zambowood))
Improper disposal of waste in coastal area
(Mega Plywood Products).
Lack of working animals
Farmers are not organized and
materialistic (attitude)
Lack of value formation
Outlet for organically grown crops

Low price
Pirates (Sacol
(Sacol Island) -- accessibility to
fishing grounds
Issues and concerns raised by other

stakeholders
Farmers
Farmers cooperation
Dynamite fishing to be substituted with payao
(Silsilah on education): Need for academe
academes
help in strengthening farmers
farmers organizations
No access to financing institution the forms
or methods for loan applications with
Cooperative Development Authority are
complicated
Gov
Govt. toptop-down approaches to assisting
stakeholders are considered ineffective even
by their own extension officers
EDUCATE
Teach, Inform, Promote
NSTP
General Ed. Subjects
Degree programs
COMMUNITY EXTENSION
SERVICES
Medical assistance
Processing of papers
Technical knowknow-how and information
Others
ACADEME
ASSIST COMMUNITIES
Training
Management skills
Leadership skills
Values formation
Peace education
Social accounting
Research and
Documentation
Silsilah and Academe
SUSTAINABLE DEVELOPMENT
A specific framework for community
development
Many elements already existing
Environmental protection
Social responsibility
Peace education
(Social Accounting)
CONCERNS AND
SUGGESTIONS
Need for family assistance
What is the direction of the Academe?
Students who will stay with the communities
after graduation
Develop degree programs on ecosystems
management
Advocacy programs
ECSOM TALAKAYAN
Rigodon Room, Hacienda de Palmeras,
Santa Maria, Zamboanga City,
November 30, 2005
The workshop was attended by some 44 participants from among farmers and fisherfolk
affiliated with the Silsillah group, regional respresentatives of the National Government
(DENR, DA, NEDA), the project manager of the local AID supported project on
Governance in Environment, and members of Academe and some NGO leaders in
Zamboanga, the Ateneo de Zamboanga University, The Western Mindanao State
University (WMSU), and Fr. Sebastiano DAmbra, PIME, Director and founder of the
Harmony Village in Sinunuc, Zamboanga City and prime mover of the Silsilah Dialogue
Movement, Sister Marion (Good Shepherd) working with the Silsilah program in the
Harmony Village, and Pastor Chito Navarro of the Transformation and Development
Foundation.
The Workshop started at 9:18 AM.

Mr. Sonny Cortez opened the meeting and briefly explained its background and the
objectives of the workshop. It was a talakayan, a forum in which farmers, fishermen,
academe and institutions could share experience, ideas and insights on the notion of an
ecosystem based, community centered Sustainable Development organizatiuon and
management system and the training and educational program that mioght be required to
develop the trained personnel for manning such a system.
The discussions would
Identify problems of the fishermen and farmers
And gather reactions from the academe like WMSU, Ateneo and from
institution like Silsilah.
The participants introduced themselves, after which Mr. Cortez gave the antecedents and
background of the project and its context from the perspective of the FAO and the United
Nations and specifically, the Fisheries Division.
He recounted the chain of events that led to the World Summit on Development and the
Environment held in Rio in June 1992, followed ten years later by the Johannesburg
Summit. Agenda 21 was adopted at the Rio summit and the Johannesburg Plan of
Implementation came out of the Rio plus 10 meeting.
After the introduction, Mr. Cortez gave a brief background of their project:
This project started in 2004, called Community Center for Eco-system
Management.
This is the output of the Johannesburg Summit on sustainable development.
One of its aims is to install eco-system approach to sustainable development.
If this approach can be applied to Zamboanga, it may be replicated to Basilan, Sulu and
Tawi-Tawi.
Mr. Cortez then discussed the Conditions Prevailing Prior to UNCLOS. He is aided by
a PowerPoint presentation with the same title. (see the presentation). After the
presentation, Mr. Cortez truned the floor to Sis Marrion (Silsilah).
(Sister Marrion turned the floor to their Executive Director, Sister Minda)
Silsilah started in 1984.

Centered their attention to 4 levels of relationship with god, with self, with
others, and the whole of creation.
2 yrs ago, started seminars with farmers on organic farming.
15 days hands-on training for farmers: natural technology (organic farming).
Dr. Roxas was then introduced by Mr. Cortez.

Dr. Roxas:
ECSOM is an ecosystem approach being pushed by U.N.
- E = Ecosystem
- C = Community
- S = Sustainable Development
- O = Organization and
- M = Management
We are here not to teach but to learn because u are the one near to it
(ecosystem)
The importance of vernacular knowledge, the experiences of the people, their
tradition is invaluable in this matter.
(please refer to presentation)
To transcend into modern method but not to leave good traditional knowledge
we have.
But how to fuse modern method na hindi mawawala ang magagandang
tradition?
Our ecosystem was developed through 400 million yrs but we destroy it for
only the past 30 yrs.
Twin problem of the Philippines poverty and destruction of the ecosystem.
This is due to our belief that if leave those few to exploit our system, it will be
for the good of the majority.
But this is not so.
If this current strategy is good why are we suffering?
A good strategy to return to our communities.
The unit of micro-ecosystem (presentation)
Magkakaugnay ang bunkdok at dagat.
Isang systema na magkakaugnay ang lahat tao, lupa, hayop, dagat.

If this unit is still right, all wastes will be utilized through natural order.
The Philippines is made up of 225 watershed communities.
Therefore planning in these areas must come from the communities living in
these areas.
The planning process must be participatory in nature.
The implementation or management of the plan must also participatory
(community-based).
We only borrowed from the future generation this present ecosystem.
If we destroy it now, we will be ashamed to the future generation.
What we are looking for is scientific management but not the kind being
employed by corporation.
This scientific management must be centered in the community (people-led).
The likas-yaman (natural wealth) must be owned by the people in that
community.
Mr. Cortez:
Opened the floor to talakayan.
Dr. Roxas:
we want to know ano sa tingin nyo, i2 ba ay tutugon sa mga problemea na

nararanasan ninyo sa mga komunidad? Practical ba?
If this is the system needed, what kind of managers, planners, technocrat is
needed by the communities?
What kind of education needed to raise the level of management by the
people?
Is our current educational system has an answer to the needs of this system?
If not, what kind of educational system is needed?
Mr. Cortez:
All farmers and fishermen to group together in one or 2 tables to discuss

experiences and problems.
Then we hear the reactions from the academe.
The discussion groups were then formed. After discussions, the fishermen and farmers
presented their output.
Issues and Concerns raised by fishermen and farmers:
1. Scarcity of fish
a. encroachment of commercial fishing vessels
b. dynamite fishing
2. Small kaingeneros were prevented but illegal loggers were allowed.
3. Security of land tenure (Ecozone area)
4. Farm to market road
5. High cost/price of farm inputs (fertilizer, pesticide)
6. No affordable credit assistance (usurious rate)
7. Marketing of farm products (middlemen control)
a. Outlet for organically grown crops
b. Low price
8. Pirates (Sakul Island) -- accessibility of fishing ground
9. Potable water supply (Zambowood)
10. Improper disposal of waste in coastal area (Mega Plywood Products).
11. Lack of working animals
12. Farmers are not organized and materialistic (attitude)
13. Lack of value formation
Discussions:
Mr. Navarro suggested for the government workers to say something.
Dr. Jun (veterinarian): The problem is the farmers cooperation.
Bakil: If you could help us stop dynamite fishing and help them to have even one payao.
Silsilah ED: on #12 and #13 of the issues presented probably the academe can help
specially on the methodology for organizational strengthening of the farmers.
Chito: In addition, they have no access to financing institution the forms or methods
are complicated. You will need a PhD to accomplish the forms fo the Cooperative
Development Authority.
From city agriculture office: We are helping, but what is happening inside the
government is we are controlled by the higher-ups. May the academe influence our
bosses?
From the academe:
Dr. Rebecca Fernandez:
One area we are useful is through NSTP Program.
Ecosystem education can also be incorporated in the subjects or in degree
programs.
We can also assist communities trying the to implement ecosystem approach
Also in giving training, research and documentation
In processing of papers for the like of cooperatives
Community extension services can also serve the communities

Family assistance is also important.
To examine the view of sustainable development (to whether adopt this to the
curriculum or do something else)
Maam Emie Basilio:

Questions:
- of what really the academe want.
- Are we going to produce students who are going to stay to the
community after graduation?
At present we integrating in our subjects ideas similar to Drs ideas but we are
frustrated
The students who will graduate will stay to community or go abroad (BSSW,
Agriculture, Nursing)
Suggestions raised:
- Start where we are now, example programs working with communities
- Strengthen, improve these existing program rather than develop new
one
- Develop short term courses for advocacy
- On NSTP: it is not so sustainable since the students will move on and
the values education given will not seep through to communities.
Develop a 4-year course on BS in Ecosystem Management with field
placement to government agencies and KFI i.e. DENR, KFI.
Dr. Jun: suggestion to the academe.
Mr. Cortez: the Palawan Agricultural College has a curriculum where they assign
teachers to community. The communities adopt them. The teachers teach them how to
grow food craft, fisheries. Each family allocate about half an hectare where the students
will be taught how to farm and fish. By the time the students graduates, he/she knows
how to handle community problem. Thats the idea.
Dr. Roxas:
common approaches to solve issues presented

- Put up projects
- Isolated approaches creates other problems
- The key is to find strategic approach to make it sustainable
- Cooperatives were developed in Scandinavian countries but it is not
tumutugon dito (appropriate to us)
- Our banking system does not answer to the need of small fishermen
and farmers.
- Mas effective pa ang pagpapautang ng sari-sari store
The system that would answer to presented problems must be thoroughly
studied
The system that would work will need land use plan parcel allocated to
forest, farming, housing, etc. and where everybody will have a chance to
livelihood.
In Japan, the municipal waters were strictly for the use of the local people.
So in this system tenural security is built-in for the security of tenure is not
present, no one will take care of it.
Concept of community manager -- ahente ng komunidad na siyang
nangangasiwa sa marketing needs ng mga farmer/fishermen sa komunidad.
The LGC has many provbisions that have not yet implemented/used by the
community. This must be utilized/maximized. There is no need to revise
even the constitution.
What we need to learn is to know the landas na tatahakin para makarating sa
pupuntahan. Ditto pumapasok ang local universities. Kailangan ng research.
The concept must not be from other areas but from local experiences.
Mr. Cortez asked for reactions.

Fr. Sebastian of Silsilah: in Zamboanga 3 yrs ago the government implemented the LDC
and I am one of its members. I do not see any hope.
I believe the sustainability is anchored in peoples motivation
Motivation become vocation which in turn become fulfillment
This system will require values formation at all levels to motivate the people.
Lunch: 12:55
Afternoon Session started around 1:44 PM.
Mr. Cortez introduced the next topic, Community Accounting System as modeled in
Nueva Ecija, to be given by Dr. Rojas.
Dr. Rojas:
DA did not use the ECSOM because they thought it is complicated. But it is
not as experienced in pilot areas like Ibalon (a fictitious municipality).
Told the story of Ibalon with the aid of PowerPoint presentation (please see
the presentation)
This methodology is very different from the corporate accounting system
since what we are accounting here is not for the interest of the owners of the
corpoaration but that of the people in the community.
Mr. Cortz:
In addition, the interest of the community becomes the general ledger and the
corporate becomes the subsidiary ledger.
The present system of national accounting is consolidation of corporate
account and not of community account.
Those in university should be able to start teaching community accounting.

We (Dr. Rojas and Me) were educated as economist but we are not taught this
one. But we believe that this must be started to change our economy.
We have to internalize this to really project the natural accounting.
Fr. Sebastian:
we will find in the community the leaders
Dr. Rojas:
The biggest capital of the family is time.

If this capital is properly utilized, can be considered as capital investment.
This kind of accounting starts with real terms.
The way this is used, starts with logic. If logic is completed, accounting
follows.
Most projects today was developed using foreign logic. This is most often not
appropriate to Filipino setting.
If you are thinking that this will only operate if everybody is a saint, this is not
so.
It is the system that creates a certain type of attitude and not the other way
around (like Philippine political system. The current presidential system
naturally produces corruption in all level).
Chito: I would like to give a little stress to what Dr. Rojas pointed out.
How many leters of water a person needs a day?
Usually 20 liters for drinking, bathing etc.
This is 73 cu m in one year.
Assuming that one tree can hold 5 liter of water
We need 375 trees to support one person.
Water requirement of one sardine factory needs 20,000 hectares of tree.
If we do not correct our ways, we wont have any more potable water left.
Francis:
Dr. Rojas:
I understand community accounting system is like community profiling.

It could take years for it to finished
How can the accounting system immediately address existing issues?
We need resources to get these (for CommAcctng) data.
It doesnt take that long to do it.

The most immediate here is to change the thinking.
It has to do with the way the community thinks about their balance sheet.
The assets not owned by the community members will no longer of
community concern.
If someone will come in and buy land, the community must assess what would
it cost them.
The primacy of resources is for the communitys good.

What you can do immediately is for the community to accept the principle of
community accounting.
They must realize this, immediately.
Silsilah ED:
parang ina-affirm ang ginagawa namin sa Silsilah.
Wag na tayong maghintay kung sino ang makakatulong sa pagbabago.
It is only the people in the community who can analyze their situation
Transformation really is not easy to do. It begins with personal
transformation, but we cannot wait for the individual to transform before to
transform the community. I think we can dot it simultaneously.
Mam Emie Basilio:
Experience in the framework of SIAD
Resource assessment then planning, done by the people.
Weakness is continuing education component which is lacking
Dr. Roxas:
Right, SIAD has no community accounting component
Balanced accounting is what is lacking in the community to measure the
project in its uses and costs. This is also useful in trining the community
manager.
Here, the universities must come in to conduct research and develop
experiences but it would really take a long time to develop this.
Ms. Sanyo (Silsilah):
What we focus on is what the farmers already have. We gave attention to
their family, the bayanihan.
Back to the roots. Basic thinking.
Fr. Sebastian:
The comments/ideas are good one for reflections.
We have to produce people who are endearing this ideas.
We learned through the experience of others.
Point: there is hope but we have to work hard.
There is some kind of affirmation and we with the help of others can do more.
Dr. Roxas:
This discussion is do end here.
We are talking about how to go on with this.
But when we move, we need new strategy.
We are planning to conduct sharing with different communities in the
Philippines and to find ways to share experiences.
We need to know the needs of different places.
What new programs to introduce so that the national leadership would

respond to help the communities
We are talking about setting up new center to make this happen. Like clearing
house or community center for continuing discussion and sharing
To continuously study ways of management and system
In some places the center must work with the academe and communities at the
same time so that the universities can really respond to the need of the
communities.
This could be done through various level in the city, region
We will look for the model communities
Mr. Cortez:
The eco-center will think of ways to address some immediate needs like the
need for financing.
If this community accounting becomes alive in the community then Dr.
Rojas can help.
He could find ways for the collateralization of sustainability.
We would continoue the process until we realize this eco-center.
Sis. Marrion gave the closing prayer through a song
-end 3:39-
Workshop Output: Group I

Members: Ernie, Ka Meling, Arlene, Julie, Roger, Artem, Rey,
Alex, Charles
3.
1.
2.
Output of Discussion:
# 1. What do you think of Community-centered, ecosystemsbased management?
1. Community-centered, ecosystems-based management
must have the following characteristics/element:
Communally owned and managed programs,
projects, enterprise
Communal accountability
Livelihood/activities must not harm the
environment
Multi-stakeholder approach
2. It must be clearly understood and accepted by the
stakeholders
3.
Maximize the role of the academe

1.
2.
3.
4.
5.
As mediator
Capability builders/provider of technical know-how
Theory developer/articulator
Meaningful participation of community in all phases

and aspect of the projects/activities
Website development/information sharing through
internet
# 3 Capability Building Needs
Values Formation
Participatory Research on Ecosystem Management
Practices
To serve as initiator of projects

Advocate for policy reform at all levels
Disseminator of information and decisions to its members
and the whole community
# 2. Creative steps/ways to integrate community

centered, ecosystems-based mgt
1.
Institutionalize it the LGU through:

1.
2.
3.
2.

3.
To operationalize, people must be organized around a

common development objective
4.
Enactment of policies
Integration in the development plan
Delineation within the land use plan
Integrate it in the hierarchy of administrative mechanism
Must encourage/utilize broad alliances

3.
4.
5.
6.
Project Development
Trainor
Trainors Training
Project Management (PIME)
Leadership Training
SUSTAINABLE
DEVELOPMENT
What do you think of the

ecosystem center
based framework?
Ecosystem Center Based

Framework
GROUP 2
Noble, ideal approach
Area specific because it starts with the

community
Holistic approach which applies the

principle of inclusiveness.
inclusiveness. This approach
involves the interaction of the environment with
the community. It implies that whatever you do
to a part affects the whole environment
including the communities
It is a difficult approach in terms of

planning and implementation since it should
entail the advocacy and cooperation of the
community together with the local government
units.
Community based data gathering.

The community are empowered to collect
information and data on:
resources of the community
ownership of the resources
needs of the community
What creative steps/ways

should be taken to integrate
the community centered
ecosystem based
management to existing
programs and/or community
systems?
The data is then utilized:

utilized:
to organize the people in the community
thru immersion and consultation
to select the learning or pilot site and it
is very important that the site selected
should be under a local government unit
that is congruent with the community
communitys
objectives, values and program of
action.
Local System Approach should be

translated into Municipality Program
The local people should participate in
the electoral process.
process. They must be
active in policypolicy-making for the community
and must be involved in the formulation of
specific ordinances to benefit the
community.
Appropriate
monitoring of
implemented programs
Study
and research for

alternative resources of energy
and look for appropriate
technology to harness them.
ValueValue-driven
The
local community must

harmoniously work with the local
government units for common
goals.
The
community should have

National Advocacy or National
Support to back up the communitycommunitybased program.
What capability
building/training would
address the need to
operationalize the community
centered ecosystem based
management program?
leadership
Psychomotor and Skill building
Involves valuevalue-formation of the people

in the community
building in 3 areas:
areas:
Cognitive:
Cognitive: acquisition of the useful
knowledge and technology to develop
the community
knowledge of environmental laws
and regulations
Affective:
Affective: valuevalue-formation and community
immersion to learn the culture and tradition
Capability
Training from Top Resource Management

Agencies to learn new technologies for
sustainable development like:
Sustainable Agriculture
SALT
Utilization of Integrated TrainingTraining-Modules
for Sustainable Development
Training on information technology to

avail data, skill and appropriate
technology for community
development
e.g. utilization of internet, email, websites
Training of community leaders on

proper interpersonal relationship
which emphasizes on conflict
transformation and conflict regulation
GROUP REPORT
GROUP 3
Facilitator: Ines Danao
Caring Talim
Juaning Talim
Henri Antique
Reynaldo Antique
Frank Zamboanga
Roger NCR
Gina ASI
Alice ASI
Cris ASI
Elsa ASI
DISCUSSION REPORT
I.
What do you think of community-centered, ecosystembased management for SD?

1. Community is composed of stakeholders in a specific
ecosystem.
Addressing persons (individuals, households, and
groups) is easier, more effective and practical than
whole community.
2. Peoples Participation ( by whom & whose interests?)
Constraints:
a. Many projects are coming in to the communities and
people take them for practical reasons, and if they
are immediately beneficial for them; various interests
often clash.
b. People are at different levels of consciousness.
- We have to approach people differently.
II.
Current Efforts
A. Cardona
- Municipal and Barangay waste management
system are in place.
- Environmental education in schools.
B. Antique
- Ban of A-rifles and chainsaw through local
ordinances.
- Community patrols in cooperation with police.
C. Zamboanga
- Waste management at Barangay and Municipal
level.
With community contests (Cleanest Barangay)
- Waste Segregation Project at public markets and
slaughter houses.
With facilities for compost and organic fertilizer
processing
- All meat sold in the markets are certified
- Relocation of informal settlers at water-sled areas
Problem: Rivers have become waste gutters
D. NCR Mga Maralitang Tagalunsod
- Before their main focus was on relocation and
housing programs; they got involved in ecology
only recently.
- Started with waste management projects and tree
planting.
- Trees nurseries.
E. Talim Island
- Environmental education.
- Shoreline clean-up/ waste management.
- Church programs on environmental education.
III.
Proposed Steps
1. Environmental awareness and education in schools; at
all levels (pre-schools, elementary, high school, college)
2. Integration in college NSTP
3. Informal education for communities.
4. Educate the rich and the capitalists who are largely
responsible for businesses that are environmentally
destructive.
5. Educate the politicians and government workers
especially the urban/ municipal planners.
6. Incorporate in everyday life practices of institutions
(schools, churches, villages, organizations).
7. Imposed high taxes on environmentally-destructive
economic activities i.e. logging, mining.
8. Incorporate waste-management program.
* Ecological awareness and practices must start at
personal and household level.
GROUP 1
Q1. Framework
are looking for an alternative
to the present system that is not
working.
The framework is valid,
important & acceptable.
We need to take steps before we
can come up with an
implementation scheme for
ECSOM.
Q1a. Community & the

Academe
We
Q1a. Community & the

Academe
is a need to rere-examine the
assumptions in terms of the
ownership of the resource in the
community (extent of ownership of
political families); how the NGOs are
working in the community and how
the people see them.
The
community & the

academe should be seen as
one unit & integral. Both
should have a reorientation
to a new world view.
The relationship of school
and the community is
l
Q1. The Training Program
There

should also be presented to
the local political leaders
because their involvement is
necessary in the implementation
of the program.
ECSOM should be integrated into
the elementary curriculum. It
could be integrated as a value.
The
framework should undergo a

process of dialogue: with people
talking about it, experiencing it.
Social analyses should evolve
from them.
The concepts should be culturally
rooted (translated into local terms
& context that easily are grasped
& understood).
It
We
could start a pilot area because

students are diverse in school.
The training program should be likened
to the metaphor of TA as a rope.
Hence, the first learning participants
(trained to become professional AMs)
AMs)
must be the young people from the
community.
Q3.
Q2.
NGOs with the same vision & program in the

community should be identified so we don
dont
start from zero. We should network and link
up with them.
The community should look into the
sustainability of the program.
There is a need for a rethinking of students
doing volunteer work and optimize their
learning from the community through home
room discussion. The approach should be
ACCOMPANIMENT.
Q3.
It is important to have a point of

reference
It is a team of people who can convene
and articulate around the idea, get
insights from the community, where to
start, etc.
It can be a specific community,
organized, established in a specific
geographical location.
It i
t
k
t
h
Q4. Management Composition

A
It functions as a bridge to the gap

between the community and the
technology, information.
It is a halfhalf-way house akin to what
indigenous communities build: as
solace to weary travelers, to the sick, &
women giving birth; open to everyone
but exercising common responsibility to
enable the next occupant to enjoy the
same comfort. In short, it should be a
core group to manage & implement

the program. A collective effort. The
manager should be open to receive
instructions from the team.
A formation of a sustainable
development council, headed by a
Chief Councilor. There should be a
fair distribution of members whether
from the local, municipal or
provincial.
Q4.
Manager/s
should come from the

community because they are the
implementers.
The manager is not an overnight
manager. S/he will evolve, emerge
from the community as s/he
undergoes training, capability
building, to be equipped in the role
of management.
Q4.
Area
Managers should come

from the youth who will serve
their own communities.
A generalist not a specialist.
Has the passion, commitment
and a vision of sustainable
development.
THOSE
WHO WILL ACCOMPANY THE

COMMUNITY MUST HAVE
KNOWLEDGE, SKILLS, COMPASSION,
EXPERIENTIALLY GROUNDED ON
THE PEOPLE
PEOPLES CULTURE TO
RESONATE WITH THEM.
A partnership, and together be
transformed.
REACTIONS/ CONCERNS/
SUGGESTIONS TO THE
FRAMEWORK
Group 2
Community Training Programs

Develop a communitycommunity-based integrated training
module
Community must be involved in developing and
implementing the modules for communitycommunity-based
integrated training module
In reaction to the values formation component
Communities have different valuesvalues-system.
We cannot just change it until they have finally realized
what needs to be changed
ALL LINE AGENCIES SHOULD BE TARGETED FOR
VALUES FORMATION MODULES
Academic Curricular Programs
Is the ACADEMIA (in general) ready for

the change (in paradigm, or creation of a
degree/program geared towards
sustainable development)?
Students/volunteers from the ACADEMIA
should be trained/prepared first before
going to the community
ECSOM PROTOCOL
PROTOCOL
It is right to start with the needs assessment or

to identify the realities/situation of the community
Academe should do training IN THE
COMMUNITY.
All stakeholders must be present in planning and
managing the protocol
REACTIONS TO THE
ECSOM PROTOCOL/
PROCEDURE
ECSOM PROTOCOL
It is understood that there are technologies that

ensure sustainable development (e.g. SAFE<r>
mining processes).
In order to acquire such information/technologies, the
ACADEMIA and the COMMUNITY will do the
research.
Part of the curriculum development is to

measure the parameters for social accounting
Suggested Name of Center
Functions of the Center

Research and
documentation (with the
COMMUNITY)
Facilitate
Advocacy
Information and
communication center
Pamathalaan
Library
Networking/establish
linkages
Publish newsletter
Monitors and Validates

the activities/efforts of
stakeholders
CONCERN: Should the
center be accountable to
a national entity?
QUALITIES/VALUES
OF A SUSTAINABLE DEVELOPMENT MANAGER
Qualities/Values
of a Sustainable
Development Manager
Transparent
Has genuine concern for the

people
PersonPerson-ofof-integrity
Servant/ ServantServant-leader
Flexible but will not

compromise
Networker
Can relate crosscross-culturally
ConflictConflict-transformer
Apolitical, yet politically

intelligent
Committed to Sustainable
Development.
Will work fullfull-time
(A PLUS: MBWA, EQ, rich

wife/husband)
Question 1
GROUP 3 REPORT
Members
A.
Cap. Boy Ocop; Kagawad Joan Mayo;

Adolfo Mendoza; Regina R. Capili;
Arnel B. Boholst; Diosdado B. Carolino;
Roger C. Corbillon; Dr. Ramon Docto;
Angelito P. Paltep; Rodrigo Gipit;
Ernesto Capili; Charles Capricho; Emie
Basilio;
Basilio; Dr. Rebecca Fernandez; Gina
A. Yap.
The concept is very good, but we

need to operationalize it to see if it
can work (the real challenge is in the
implementation).
C. Recom.
Recom. for: Integration in the
School Curriculum
B. Recommendations for Trainings
Awareness Building or Popularization of

the framework can be an initial step:
1.
2.
3.
4.
5.
4.
Teachers training in coordination with the

Dept. of Education.
Training of Barangay Officials and LGUs.
Trainings for Community Leaders
Training for Development Workers/ NGOs
Develop a pool of resource persons
compose of professionals and community
leaders.
1.
Elementary Education
Partner with BFAR and DENR for environmental

education in elementary schools;
Some POs and NGOs are giving environmental
education to school children.
Integrate or infuse in the general

education subjects of college students
3. Make it a part of NSTP program
2.
Curriculum:
Question 2: The ECSOM Protocol
Add a subject on CommunityCommunity-Centered

Sustainable Development (or the
ECSOM) in relevant courses.
Recommendations:
We must strengthen the POs
they can act as steering groups, but the
whole community must be the primary
actors;
2. Educate and Empower the whole
community;
3. Work for a Local Ordinance (a policy) or
a Resolution that will legitimize the key
persons and the program.
5.
The Framework:
Management
Environmental Science
Development Studies
Etc.
Develop a degree program (BS and MS)
1.
Question 3: The Center
Question 4: Development
Managers
Name: ECSOM Center

Functions:
Communication and Information Center
Monitoring and Evaluation
Policy Formulation
Resource Mobilization; coordination with
partners
Establish Linkages
Qualities:
1. Responsible and community oriented
2. Socially accepted and endorsed by the
community;
3. Person of Integrity
4. With experience in community organizing
5. Willing to undergo training
6. A resident of the area
End
GROUP IV
I. Training Program
- Watershed Approach
- Community Training
by sectors
by representatives from different sectors
1. Orientation on sustainable development
2. Basic ecological principles, values, spirituality
3. Training of paraprofessional (ECSOM)
4. Ecological management skills
- fisheries, farm,etc.
- resources inventory
- fish catch monitoring
- mangrove & bio diversity reef, etc.
6.
7.
8.
9.
10.
11.
12.
13.
Management skills
Funds (fund sourcing & equity)
Alternative livelihoods
conflict resolutions ( harmonizing sectoral
needs)
Facilitating training designing
Communication skills ( multimedia)
Advocacy & networking skills
Leadership capability building
5. Paralegal training (policies, regulations, rules

formulation,etc)
6. Management skills
7. Funds (fund sourcing & equity)
8. Alternative livelihoods
9. conflict resolutions ( harmonizing sectoral
needs)
2. Academic Curricular Programs

1. courses in human behavior, social environment;
organizational behavior
2. ecological (economics), social & cultural
3. OJT or immersion in local communities
4. global environment & the economy
5. organization and management concepts (ECSOM)
orientation
6. pedagogical & dialectic & eclectic praxis
7. social policies
8. local & indigenous practices knowledge systems
9. total human development concept
10. project cycles & activities ( initiation execution up to
evaluation)
11. field school (community based learning process)
3. Center/Monitoring ECSOM Activities
2. Pamantasan
Dalub-Likas
a) monitoring; oversight
b) policy formulation & development
c) coordination & communication
(virtual centers); physical
d) secretariat
-technical assistance to sectors
-database
e) program development
4. Qualities of Sustainable Development Managers:

1. involved in the community & should be a member of
a sector & demonstrate sustainable dev.
Practices as an individual & with the family & understanding
2. awareness of the Phil. Agenda
3. ISIP, DIWA at PUSO
a. makaDiyos
b. Makatao
c. makakalikasan
d. makabayan
4. facilitative skills
5. in depth ecosystem awareness
6. ECSOM orientation not enterprise orientation
REALITY
presented by
EFFECTS:
CHARLES CAPRICHO, PAMPANO (Fisherfolk

(Fisherfolk))
A. Unsustainable
Management of Different
Resources
WHAT IS HAPPENING NOW?

Depleted Fishery Resource
< excessive fishing effort

< increasing number of fishers
< open access
< catching of juvenile fish
< poaching/intrusion in prohibited
fishing areas
< By catch
< destructive fishing
Degraded Forests and Upland

Resources
< illegal logging and deforestation
< kaingin
< mining
< land conversion
< agriagri-run off
GREATER POVERTY
MORE RESOURCE USE CONFLICTS
LOWER CONTRIBUTION TO ECONOMY
Degraded Fishery Habitats

<conversion of fisheries habitat into other
uses
<pollution and siltation
<Red tide occurrence
<Natural Stresses
<destructive fishing gears and method of
fishing
Intensified Resourced Use Competition
< limited livelihood opportunities

< population pressure
< ineffective implementation of
zonation scheme
Inadequacy of Support System
< Limited facilities & Credit

< Appropriate technology
< Legal Support
Limited Capability of LGUs,

LGUs, NGOs,and
Local Communities
< low awareness
< low priority given to the natural
resources
< Inadequate Human Resource
< Limited access to Information,
communication and technologies
< no leveling off among sectors, groups,
etc.
etc.
Weak Institutional Partnership

< limited coordination among
concerned agencies and stakeholders
< weak regulatory/enforcement
measures
< weak information dissemination
< limited research and development
< inadequate/poor or no database
B. Inadequate/Inappropriate
Management Systems and
Structure
Inadequate and/or Inconsistent

Policies
< Overlaps in policies, rules and
regulations
< Inconsistent implementation of national
policies and regulation
< adverse impact of trade policies
< nonnon-compliance of laws
Experts Meeting on Community-Centered

Ecosystem Management for Sustainable
Development
SECTORAL EXCHANGE:
ISSUES, CHALLENGES
AND PROPOSED SOLUTIONS
by
Dr. Epitacio Palispis, ASI
Issues and Concerns
Initial Ongoing
Initiatives and/or
Proposed Solutions
The approach must
be participated
in by the people
themselves
Issues and Concerns
3. Ecosystem is
alien in the
Land Use
Planning in the
Philippines
Initial Ongoing
Initiatives and/or
Proposed Solutions
For DILG and all
the line agencies
to review the
Local Government
Code of the
Philippines and
other related
laws in relation
to the ecosystem
Issues and Concerns

1. Information
Management
Concerns
Unavailable and
inaccessible
Not
participatory
Too technical
(not understood
by common
people)
Issues and Concerns
2. Lack of
participation of
the LGUs in
Ecosystems
Management
Issues and Concerns

4. Destruction of
Mangroves
Initial Ongoing
Initiatives and/or
Proposed Solutions
Need information
that complements
our efforts in
info generation
and make the info
available to the
common folk- e.g
agriculture
knowledge,
estuary problems,
territorial
boundaries;
Initial Ongoing
Initiatives and/or
Proposed Solutions
LGUs should take
active part in
the Ecosystem
Management by
incorporating it
in the
development plan
of their
territory of
governance
Initial Ongoing
Initiatives and/or
Proposed Solutions
Programs are
needed to bring
to a more
manageable and
operational level
the community
management system
Issues and Concerns
5. Information
generation of a
particular
community is
utilized for
outside
institutions
only
Issues and Concerns

7.
Clarification on
the archipelagic
principle on
municipal waters
Issues and Concerns

8. There is a need
to develop a
curriculum that
will enable us
to produce the
person who will
promote the
values of
sustainable
development
Initial Ongoing
Initiatives and/or
Proposed Solutions
Data generation
should have the
involvement of
the local people,
respecting and
understanding
local culture and
their indigenous
roots
Initial Ongoing
Initiatives and/or
Proposed Solutions
Issues and Concerns
6. Some politicians
(on different
levels, and from
different
sectors) are
irrelevant
because they do
not make
positive impact
in the
respective areas
of jurisdiction
Issues and Concerns
The individual
must be one who
is committed to
the communitys
sustainable
development.
There is a need
for re-education
among politicians
and other leaders
from different
sectors toward
social
transformation
Initial Ongoing
Initiatives and/or
Proposed Solutions
Municipalities
must confederate
for a larger
responsibility,
larger ecosystem;
local knowledge
of these may be
or should be used
as basis when
establishing
municipal waters.
Have a working
jurisdiction at
the level of the
community.
Communities must
decide on their
concern in
relation to their
own territory.
Initial Ongoing
Initiatives and/or
Proposed Solutions
Initial Ongoing
Initiatives and/or
Proposed Solutions
Issues and Concerns
Initial Ongoing
Initiatives and/or
Proposed Solutions
He/she embraces
the values of
environment;
Appreciates the
beauty of nature;
Issues and Concerns
Initial Ongoing
Initiatives and/or
Proposed Solutions
Issues and Concerns
Integration of the
wider content in the
NSTP. Content should
include: Philippine
ecosystems, state of
the environment,
concepts of
ecosystem,
environmental
principles that
center on
sustainable
development;
The curriculum
should not be so
technical that it
cannot be
understood by the
common folk;
Involvement of
the different
sectors including
the informal
leaders;
Issues
and
Concerns
Initial Ongoing
Initiatives and/or
Proposed Solutions
Initial Ongoing
Initiatives and/or
Proposed Solutions
Issues
and
Concerns
Off-campus
activities of
students should
be one for actual
practice or
applications
Initial Ongoing
Initiatives and/or
Proposed Solutions
Integrate the
concept or
paradigm in all
levels of
education:
elementary, high
school, and
tertiary
Issues and Concerns

9. Lack of
established
corporate
partners with
strong social
conscience
Initial Ongoing
Initiatives and/or
Proposed Solutions
The need to
collaborate and
partner with
appropriate
corporate bodies
with social
conscience;
Issues and Concerns
Initial Ongoing
Initiatives and/or
Proposed Solutions
Re-orient the
corporations
according to the
eco-system
approach; thereby
educate the
donors, get them
to open their
minds
Prospects: Towards Transformational Education for

Sustainable Development (cont)
PROSPECTS:
TOWARDS TRANSFORMATIONAL
EDUCATION FOR SUSTAINABLE
DEVELOPMENT
Note: Selected Features Limited to

Curriculum Development
Delivery Modes
Faculty Selection


1. On Curriculum Development
On Curriculum Development
It will also give due emphasis on

ecological spirituality which together
with perspectives and principles on
total human development will aim to
bring about an understanding of the
fundamental interrelatedness of the
human person with God, fellow human
beings, the community, state and
nature (eco-system).
This component will consist of three

elements: Foundation courses which
aim at providing learners (both
students and teachers) with a holistic
vision of life founded in a philosophy
of commitment to total human
development, Asian values, and
indigenous wisdom that are articulated
in the streams of major sociophilosophical, religious traditions.


It is envisioned that this understanding

(which is both instructive and
formative) complemented by the
practical aspect of the curriculum
will help in bearing fruits of
justice, peace and integrity of
creation through the efforts of the
graduates.
Practice theory are those learning

components which train the learners on
certain human skills useful in
managing, organizing, and sustaining
bio-regions through community-centered
approach that is participatory,
experientially-based and culturallyoriented.


2. On Approach to Instruction
The practicum component is envisioned to

identify the locus for the on-going
exchange between theory-building and
observation, between principle and
practice in an attempt, guided by the
principle of people accompaniment to
development new insights that will
enhance the body of knowledge and
method of a discipline on sustainable
development.

3. On Faculty Selection
the discipline proposes that the
criteria as regards the desired
qualities that need to be possessed by
the teaching staff be identified. But
these criteria will put premium not
just on the exercise of skills of the
profession but on the possession of
worldview, values and lifestyle that
promote ecological sustainability.
the new discipline envisions the

consistent use of an approach that is
creative, evocative, bilateral and
participatory, actualizing and lifecentered.
Module on Design Principles for Community-centered Ecosystem Management Systems
This is a 10-week course Module, which consists of the following 60-minute presentation
components:(1) Coastal-Marine Resources: Nature, Problems and Management (NDCRP 1)
(2) Design Principles Rights-Based Local Fisheries Management (NDCRP 2)
(3) The Creation of Property Rights
(4) Use Behaviour Rules
(5) Resource Conservation
(6) Ecological and Management Linkages
(7) Other Stakeholders and Competing Use of the Coastal Zone Space and Resources
(8) Conflict Management and Resolution
(9) Adaptability and Flexibility in System Design
(10) Intangible factors in System Design.
Each component consists of a narrated set of slides in PowerPoint format, together with
a printed booklet of Course notes. Modules are designed for flexible delivery:(1) Subscriber download or email attachment
(2) Mailed CD
(3) Conventional university (or other level) course format of textbook and CD.
Several first draft sample modules are provide in this report:(2) Design Principles Rights-Based Local Fisheries Management; and
(8) Conflict Management and Resolution
c)
d)
e)
f)
g)
types of customary fishing regulations, often based a non-ecological rationale such as

religious taboos, that appear to have similar conservational implications (Johannes
1978a).
Live storage or freeing of surplus catches: On Palmerston Atoll, in the Cook Islands,
islanders were obligated by local regulations to hatch, raise and release a specified
number of young turtles each year. This was probably a response in recognition of the
increased pressures of commercialization (Sims 1990). In some places undersized fish
are returned to the sea, as in Tokelau, the Federated States of Micronesia (Foster and
Poggie 1992) and Papua New Guinea (Frusher and Subam 1984). In the Pacific Islands,
in particular, immature or excess shellfish are commonly collected and transplanted to
convenient sites where they are grown-out for future use (Moir 1989), as in Kiribati
(Koch 1986; Zann 1985, 1990), Papua New Guinea (Maclean 1978; Yamelu 1984).
Solomon Islands (Hviding 1993) and Federated States of Micronesia (Falanruw 1992a).
Reserved areas: In some places certain areas were not fished regularly, but held in
reserve for use during periods of inclement weather, or for provisioning ceremonies.
This occurred in the Marshall Islands (Tobin 1958), Papua New Guinea (Kainang
1984) and Palau (Johannes 1981a).
Gear restrictions: Gear perceived of as either deleterious to fish stocks or habitats is
widely prohibited (Ruddle 1994a). Thus in American Samoa dynamite fishing and the
use of stupefacients, especially chlorine bleach, are prohibited by most villages (Wass
1982); in Western Samoa the use of dynamite and the stupefacient derris (Derris
elliptica) has been banned, as, in some villages, has night time fishing and the use of
gill nets; and in Marovo Lagoon, Solomon Islands, gill nets, spearguns, night-diving
with flashlights, and stupefacients are prohibited by some corporate groups, which view
them as indiscriminate and over-efficient. Dynamite fishing is prohibited throughout
Marovo. In some places the use of such technologies is restricted to corporate groups
members and prohibited to outsiders (Hviding 1990).
Species restrictions: In some place the use of species is restricted for various reasons
(Ruddle 1994a). Thus, in the Outer Islands of Pohnpei State, FSM, harvesting of small
cowrie shells, depleted by the demands of the tourist trade, has been banned by the
chief (Foster and Poggie 1992). Harvesting of turtle eggs is commonly prohibited, as in
Tokelau (Lear 1989; Balazs 1982; Crocombe 1974; Johannes 1981a).
Non-destructive harvesting techniques: The conscious perfection of non-destructive
fishing techniques and skills has a conservational spin-off. On Tokelau, for example,
such skills are transmitted during the many years of training of a tautai (specialist), who
use only the "proper" fishing techniques, rather than those that just give results. An
example, based on a detailed knowledge of octopus behaviour, is the preparation and
use of an octopus stick to extract the animal, which obviates the need for the destructive
crushing of the coral or the use of poison (Toloa and Pelasio 1991). In New Caledonia,
certain fishing methods known to be destructive were not systematically used (Leblic
and Teulie`res 1987; Teulie`res 1991) and Yap, FSM (Falanruw 1992a, 1992b).
6. Re-allocation (distribution of catch) rules

Rules defining access to harvested fish are widespread in the Asia-Pacific Region. Such rules
include those to:
a) Provision the family and community;
b) Those required as subsequent and continual repayment for the acquisition of fishing
rights; and,
Community-centred systems of marine resource management are or were utilized widely

throughout the Asia-Pacific Region, and particularly in the Pacific Islands. Resource territories
and user groups are defined by rights, and resource use is governed by rules and controlled by
traditional authorities who mete-out sanctions and punishments for infringement of regulations
(Ruddle 1988a; 1994a). These separate subjects can be understood as design principles that
characterise any community-centred resources management system.
In this section we examine each of these design principles in turn. At the end of each part the
main information required for the design of community-centred management systems is
described briefly.
A. Authority
The locus of authority in existing community-centred management systems in the Asia-Pacific
Region varies according to social organization. Four principal types can be recognized: secular
leaders, religious leaders, specialists, and rights-owners (Table 2). These categories frequently
overlap, with responsibility being divided and shared.
1. Secular Leaders
In most societies a group of secular leaders or an organization, usually some kind of "village
council", manages marine resources. The concept of unrestricted rights by corporate group
members to natural resources is not found in all management systems in the Asia-Pacific
Region. In many Pacific Island societies, in particular, land and sea is disposed of by a chief,
who exercises his authority - largely via the imposition of taboos and other restrictions - on
behalf of the entire community.
2. Religious Leaders
Religious leaders play a major role in resource management. This is illustrated by the van chai
of Vietnam.
In Viet Nam traditional authority over the van chai is a compound type in which traditional
secular, traditional religious and fisheries specialist functions are conjoined either in the
same individual(s) or a committee. In particular, traditional religion continues to play a
major role in conferring moral authority in fishing communities. Fishers and their family
members pray at the shrine first for safety at sea and secondly for a good catch. It is still
firmly believed that the Sea Gods and ancestral spirits exert a power over both the welfare
of the fishers and their families and the fishery (Ruddle 1998). The van chai system was
structured to address principally shrine management and the conduct of ceremonies, mutual
assistance among fishers, the behavior, rights and obligations of fishing boat owners,
captains and crew members. Administrators have four main duties: worshipping the Sea
Gods, assisting local government in implementing the orders of higher levels of
Government, in concert with the Hamlet Council, to settle fisheries disputes among fishers,
and assisting the government in fulfilling them the needs of the fishing community. The
elected administrators themselves elect the three heads of the sub-sections of administration
that manage routine affairs. These are the Head of worship, Head of the van, and Secretary
of the van (Ruddle 1998).
Traditional priests played a major role in resource management in the Pacific Islands, and
particularly hierarchical societies of the high volcanic islands (Sahlins 1958). In the Marquesas,
of French Polynesia, the priests could place a taboo on virtually any resource (Handy 1923),
and on the island of Tahiti, in the Society Islands, the social organization of each of the nine
named districts into which the island was divided centered on its religious shrine (marae), and
priests, who together with district chiefs who surounded the king (ari'i) at the pinnacle of the
social hierarchy (Tetiarahi 1987), exercised a major role in resource management.
3. Specialists
Commonly, marine resources are managed by fisheries specialists, who function under some
form of higher authority.
4. Rights-Holders
There are many examples of the rights-holders themselves having management authority over
marine resources, but always subsidiary to some form of higher authority.
Main Information Needs: With respect to community administration and authority it is basic to
understand the local power structure and system of social control governing resource use
(Ruddle 1994a). It should be determined if the position of group leader(s), chief executive(s)
or administrator(s) position(s) are filled by the resource users themselves, and if so, the
procedures for filling the offices should be determined. It could be through the direct or
indirect elections by users, appointment by external government with active advice of the
users or, alternatively without it, or through inheritance. The time period which the leader(s),
chief executive(s) or administrator(s) serve should also be determined; it could be an
hereditary life term, a life term once appointed, a fixed period of time for which he/she is
elected or unlimited terms allowed by re-election, a fixed period of time for which he/she is
may not be re-elected, an open-ended appointment subject to a vote of confidence, or
appointment by an external agency to serve subject to the rules of that agency. In the later
case it could be possible for the external agency to remove the chief executive(s) or
administrator(s) at its own discretion. If so, the allowable reasons for such an action should
be determined. The level of autonomy of a group leader(s), chief executive(s) or
administrator(s) should be determined; in other words, whether or not he/she is required to
report to any external or higher level authority or to file regular reports as a routine
procedure. It is also important to know whether or not the leader(s), chief executive(s) or
administrator(s) is also either a leader or holds executive positions in other collective or
governmental bodies.
It is important to know if a group leader(s), chief executive(s) or administrator(s) is paid,
and if so, from what source. Sources could be either within or outside of the group. The
former include one or a combination of the general fund of the organization, by receiving
shares of the appropriation units, by reduced obligations, or by voluntary contributions of
the resource users. External sources include payment by a local or external government or
by a development agency. Or leaders might be paid from a special levy. It should also be
determined if a group leader(s), chief executive(s) or administrator(s) also own assets or
capital dependent on the resource(s) (e.g., fishing boats or gear). If so, the relative value of
that persons assets should be determined compared with the average for the group or
community. It should be determined whether or not the average annual income and nonmonetary benefits of the leader(s), chief executive(s) or administrator(s) exceeds the group
average.
B. RIGHTS
In community-centred systems marine resource exploitation is governed by use rights to a
property; a claim, consciously protected by customary law and practice, to a resource and/or
the services or benefits that derive from it. Such a grant of authority defines the uses
legitimately viewed as exclusive, as well as the penalties for violating those rights. The
characteristics of property rights may vary situationally. Common characteristics are
exclusivity, the right to determine who can use a fishing ground, transferability, the right to sell,
lease, or bequeath the rights, and enforcement, the right to apprehend and penalize violators of
the rights (Ruddle 1994a).
The right of enforcement, and in particular that to exclude the free-riding outsider, is a key
characteristic, for without it all other rights are diminished either actually or potentially. The
completeness of a fisher's set of rights provides an incentive to invest in the fishery and to take
actions aimed at achieving sustainable benefits.
Almost universal throughout the Asia-Pacific Region is the principle that members of
fishing communities have primary resource rights by virtue of their status as members of a
social group. Such rights to exploit fisheries are subject to various degrees of exclusiveness,
which depends on community social organization and local culture. Most commonly,
traditional fisheries rights apply to areas, but superimposed on these may be claims held by
individuals or groups to a particular species or to a specific fishing technology. Traditional
rights to marine resources may be exclusive, primary, or secondary, and may be further
classified into rights of occupation and use. Such traditional rights are better defined as
those to use rather than to own. Further, rights to use can be exclusive since they can imply
primary rights holders may have a subsidiary right to prevent others from using certain
resources within the area over which traditional control is exerted (Pulea 1985; Ruddle
1994a).
The relationships between the two main types, primary and secondary is an important and
complex characteristic of many management systems, in which overlapping and detailed
regulations on the use of technologies and particular species are widespread. Individual rights
as sub-divisions "nested within" corporate marine holdings occur widely in Melanesia
(Malinowski 1918; Akimichi 1978; Carrier 1981; Johannes and MacFarlane 1991), Micronesia
(Johannes 1977; McCutcheon 1981), and Japan (Ruddle 1985, 1987a; Ruddle and Akimichi
1989). In the Asia-Pacific Region rights of transfer and loan and shared property rights also
occur.
1. Exclusive Rights
Exclusive rights have been handed from generation-to-generation through ancestral families,
spirits or gods, and are validated by historical-mythological associations. In the Pacific Islands
myths, legends and oral history make frequent reference to islanders' exclusive rights to their
islands' resources. Subsequently, fishing rights in defined territories have been defined by
customary law (Pulea 1985).
2. Primary Rights
Most commonly these are rights to which a group or an individual is entitled via inheritance
(i.e. a birthright), by direct descent from the core of a descent-based corporate group (Table 3).
Primary rights are generally comprehensive, since only they confer access to all resources
within a defined territory. Inheritance, ancestral interests, social obligations, and cooperative
relationships within a social group provide continuity of ownership and rights.
Information Needs: The manner is which rights are transferred within a group is important.
In some societies entry rights cannot be inherited and in others, where they can, there might
be no rules governing the inheritance. Entry rights are often transmitted to male offspring or
other members of a family. This might be one or more, or they could be transmitted for an
entire household or production unit (such as a boat). Entry rights might be transmitted to
anyone designated by "owner".
3. Secondary Rights
Secondary rights are more limited than primary rights, often being restricted to specific fishing
methods or rights to use certain gear (Ruddle, 1994a). They are acquired through affiliation
with a corporate group, by marriage, traditional purchase, exchange, as a gift, or as reciprocity
for services. Sometimes they may be inherited. In some societies entry rights might be
transferred among fishers of the same generation or age grade, whereas elsewhere this might
not be permitted. In some cases this might be allowed only within the family, whereas
elsewhere this might not be permitted. It might be possible to give or lease temporarily but
not permanently, whereas in others, it might be acceptable to give, lease, rent, sell or
transfer them to others on a permanent basis.
Information Needs: Where transfer of secondary rights is permitted to fishers who are either
not family members or not of the same generation, it is necessary to determine who has the
authority to permit this. It could simply be the individual fisher who makes the transfer. Or
such a decision could be collectively decided by either all or by just some local fishers. On
the other hand it could be a decision taken by the regional government or even at the
national government level.
Gear rights are widespread in the Asia-Pacific Region. There are also examples of rights to
species and rights to habitats (Ruddle, 1994a). Most commonly they pertain to various types of
fixed gear. Those pertaining to the roppong fish aggregation device (FAD) device in inshore
and deep (distant) waters off Mandar, Sulawesi and in the Makassar Strait, both in Indonesia,
have been described by Zerner (1989b, 1991b). In the Pacific Islands widespread are rights
pertaining to fish traps. For example, on Chuuk, in the Federated States of Micronesia,
subdivisions or Nested Rights occur in the lagoon primarily as a result of fish trap
construction. The person who constructed the trap has provisional title to the portion of the
lagoon on which it is built. Rights to the use of a stone fish trap belong exclusively to the
builder, unless he transfers the rights to another person (Goodenough 1951). In the Cook
Islands of Polynesia stone fish traps were traditionally the property of the builder, and were
inherited by a son or nephew. Originally, the extended family had access rights, but now traps
are accessible usually to all descendants of the builder (Crocombe 1964).
Information Needs for Systems with "Nested Rights": In some societies rights to fisheries,
which are usually to areas, are overlain by other rights, generally those to species and those to
gear types. For example, some fishers may have a right to place set nets or lift nets within the
sea areas of a village. Their special or "nested" rights within the overall right of the community
sea territory must be determined.
Access rights and control over species can be an alternative or complementary form of
resources management to the control of territory. Such appropriation of valued species, either
directly or through the redistribution system (vide infra), may serve to reduce intra-group
conflict, particularly if their redistribution the community at large, thereby contributing to
equity and the preservation of stability within the management system. Widespread examples
occur among the Pacific Islands of chiefs having rights to particular species, as in the Federated
States of Micronesia (Burrows and Spiro 1953, Emory 1965, Sudo 1984), Papua New Guinea
(Carrier 1981; Carrier and Carrier 1989), New Caledonia (Teulie`res 1990). On Yap Island,
Federated States of Micronesia, rights to fish in specific habitats were controlled (Falanruw
1992a).
4. The Right of Transfer and Loan
In some pre-existing management systems the permanent, temporary, or occasional transfer of
rights to other social units was permitted. Often, temporary and occasional transfer requires
users to compensate rights-owners in cash or, more commonly, in kind, usually with a portion
of the catch. In the Pacific Islands the right of transfer appears to have been widespread
(Ruddle 1994a), as in Palau (Johannes 1981a), Fiji (Baines 1982), or the Federated States of
Micronesia (Anon. 1987).
In other societies, such as those in Melanesia and in Japan, however, fishers are proscribed by
either statutory or customary law from transferring their rights. In Melanesia, the right of
transfer is rare, as is to be expected from the Melanesian spiritual relationship with resources
and places. For example, in Solomon Islands Marovoan groups derive their identity from the
estate (puava) which they conceive of as being held through ancestral title, and so which
cannot be transferred to outsiders (Hviding 1990). In Japan, by the Fisheries Law (1949),
fisheries rights and licenses cannot be loaned, rented, transferred, or mortgaged to others
(Ruddle 1987a).
Information Needs: It should be ascertained whether or not traditional rights can be transferred.
If so, the conditions under which that can occur and to whom they can be transferred should be
made clear. If rights cannot be transferred, the reasons should be ascertained. Some existing
management systems permit the permanent, temporary, or occasional transfer of rights to other
social units. Often, temporary and occasional transfer requires users to compensate rightsowners in cash or, more commonly, in kind, usually with a portion of the catch. In other
societies, however, individual fishers are not permitted to transfer their rights. Although a
community or group within it, might not be able to transfer the resource to another group, it
might have the right, either de facto or de jure, to the separable right of transfer to the fish
(either all or just particular species or some other sub-unit of the harvest, e.g. to pelagics that
traverse the area in a seasonal migration) to another group.)
5. The Right of Sharing
In some parts of the Asia-Pacific Region, as in Fiji and Japan, areal rights are shared between
or among different corporate communities. In both countries they have a long history. In Fiji
the sharing of rights areas between or among different yasuva is common, especially those in
distant areas (Ruddle, 1994a). In Japan the concept of joint and equal shared rights (iriai) to
fishing grounds has a long history, and mirrors similar patterns for terrestrial resources (Ruddle,
1987a). The sharing of sea space in Japan reflects several distinct processes. In some areas it
was one of the administrative mechanisms employed to resolve the many tenurial and
customary law conflicts that arose between and among FCAs over the most productive and
conveniently located fishing grounds, but elsewhere, as in the remoter and poorer parts of
Okinawa Prefecture, for example, the sharing of sea territories reflects predominantly high
rates of rural depopulation (Ruddle and Akimichi 1984; Ruddle 1987a).
Information Needs: Sometimes rights to a sea area are shared between or among different
fishing communities. The local situation should be clarified. If sharing occurs it is important to
find out if: (1) compensation (money or part of the catch, or something else) is required; (2) If
limits are placed on the types of gear that may be used, or the fish species that can be targeted,
or the seasons at which such sharing occurs. A special form of shared right can occur if
several subgroups use a resource but have variable access rights to use it. This variability
may be a source of insecurity or vulnerability for some subgroups. For example, access to a
seasonal migratory population of pelagic fish might be different as it moves along a
coastline. Thus, it is important to establish where a group has access rights to the resource
stream (e.g. where the fish first enter into the resource area or after one or more other
subgroups have fished it). The effect of the actions of all fishing groups on downstream
groups should be analyzed and cross-checked against rules (particularly those relative to
technology, time, and quantity) to see if there is some mechanism in place to even out large
differences in catch amounts. Such rules will limit the choices fishers can make regarding
their use of a resource. There might be inter-group agreements regarding allowable catches,
entrance rights or compensation payments, for example.
C. RULES
Rules define how a property right to a community sea area and its resources may be used.
Rules state what acts or behaviour are permitted and what are forbidden. A right authorizes a
fisher to operate in a specific fishing ground, but rules like specifying which gear type be used
or seasonal restrictions, limit the way in which he can use his right to fish. The basic rules are
those that: (1) define the geographical limits of a village sea area; (2) define those persons
allowed to fish in a village's sea space; (3) control the govern access of outsiders; (4) specify
fishing behaviour; (5) set out conservation practises; and (6) govern distribution of the catch, or
the money received for it, within the community (Ruddle 1994a).
1. The definition of fishing territories
In the Asia-Pacific Region the sea territory of a social group is usually defined by proximity or
adjacency to its settlement(s), and by lateral and seawards boundaries. Although there are
notable exceptions, as a general principle, the exclusive fishing territory of a community is in
the adjacent marine waters, within the reef, as in Palau (Johannes 1981a), Pohnpei (Fischer
1958), and Yap (Labby 1976). Exceptions to this general situation occur throughout the region,
although they are best documented for Melanesia, for Fiji and Solomon Islands.
Lateral Boundaries and seawards boundaries are usually defined. In general, the lateral or
coastwise boundaries of an exclusive fishing area are the seawards projection of the community's terrestrial boundaries and are generally defined by some readily visible physical
feature (Ruddle, 1994a). Seawards boundary definition is often more complex. Sea rights are
commonly divided conceptually into an inner and an outer zone. Usually a community, or,
especially in the Pacific Basin an island or atoll, maintains either the exclusive or the primary
rights to the immediately adjacent nearshore waters. In the outer zone it will usually have
dominant, but not exclusive, rights. The criteria for defining the inner zone vary, but most
commonly exclusive fishing territories generally extend just seawards of the outer reef slope, as
in Palau (Johannes 1981a).
Main Information Needs: To fulfil basic information needs, the basic questions to be asked are:
(1) where is the village sea territory located? (Usually, but not always, it will be adjacent or
directly in front of the fishing village); (2) what are its lateral boundaries, and how are they
defined? (Usually they will be defined by easily visible features of the natural landscape, like
river mouths, or mountain peaks or capes); (3) what are the seawards boundaries? How are
they defined? (4) What are the mechanisms for enforcing the observation of rights and the
integrity of the bounded area? (5) What are the methods of managing and resolving disputes
over rights and boundaries, both among community members, and between the community and
outsiders, and how effective are these methods? And, (6) what are the provisions, if any, for
compensation where boundaries or rights were transgressed, both by community members and
outsiders? If the boundary rules assign substantially unequal privileges to some subgroups
over others this should be investigated and a ranking made of them.
2. Eligibility rules
In addition to holding rights, in many societies the persons who can actually engage in
fishing are limited by community-based, national or cultural rules. Whereas in a great many
societies in the Asia-Pacific Region, membership of a corporate descent group, and thus
inheritance, and/or residence are the only rules that must be satisfied in order to become a
fisher, while in others, further preconditions must be met. Throughout the Asia-Pacific
Region, entry to inshore fishing is generally through on-the-job training via which
youngsters acquire fishing skills over many years, after which they receive rights within
their own community's tenured waters. In most places skill acquisition is and was informal,
based on a training period within a family or kin group.
In Japan, birthright, if followed by the requisite training and residence within the boundaries
of a given FCA, is the principal means by which group membership and fishing rights are
obtained and eligibility rules satisfied. This is clearly demonstrated for the stake net
(ambushi) fishers of Itoman, Okinawa (Akimichi 1984). Some communities formalized this
through apprenticeships. This was formerly practised by the specialized fishing community
of Itoman, Okinawa, Japan (Ohtsuka and Kuchikura 1984), where stake netting was the first
major fisheries technique to be learned over 1-2 years training, as an essential prerequisite to
more difficult techniques. Mastering stake netting was a rite de passage for future fishers
(Akimichi 1984).
Main Information Needs: Individuals must always satisfy certain requirements for admission
to use a resource. These include citizenship of a country or its subdivision (e.g. state.
province, prefecture or other) and residence in a local community where the resource is
located. Beyond that, membership in particular social groups is also often required,
including clan, caste, ethnic group, social class, organization (e.g. a cooperative). There can
be many local factors like payment of an entrance fee, ownership of a property related to use
of the resource (e.g. fish drying racks), attainment of a set level of education, gender, race,
age, continuous use of entry rights, demonstration of knowledge or skills, use of a particular
technology relevant to the resource exploited, the acquisition of access rights through
marriage, purchase, lottery, obtaining of a license to use required equipment, or ownership
of shares in an organization, among others.
3. Inter-community access rules
Throughout the Asia-Pacific Region, the rights of outsiders are usually closely specified by
rules defining access conditions. However, there is considerable variation in local details.
Invariably, such rules require that prior permission be obtained before commencing fishing.
Failure to do so is usually regarded as trespass, the penalties for which can be severe (vide
infra). Commonly, rules specify that some form of fee, compensation or royalty be paid once
permission has been granted. In some places, like Japan, the access of outsiders is formalized
through written agreements. Often, too, such entry is based on reciprocity, either in place of or
in addition to payment. Neighbouring communities are more likely to be granted access rights
than are those more distant, as are those regarded as closer in kinship terms (Ruddle 1994a)
(Table 4).
In some cases outsiders seeking fish for subsistence are allowed free access, whereas
commercial fishers might be granted access on payment of cash or kind, or prohibited entirely.
Almost universally, commercialization and commoditization results in a demand for fees or
prohibition, even when the target species had not been traditionally harvested by the "host"
community.
Main Information Needs: Access controls are applied to outsiders; people from other social
groups. Such rules often vary greatly in local details. Usually, such rules require that
permission be obtained before commencing fishing. Failure to do so is usually regarded as
trespass, the penalties for which can be severe. Commonly, such rules specify that some form
of fee, compensation or royalty be paid once permission has been granted. Species or gear type
restrictions are sometimes placed on outsiders. The basic questions are: (1) can outsiders
exploit marine resources in the area? (2) If so, under what conditions (e.g. compensation, fee,
reciprocity) and with what limitations (e.g. gear type, species, seasonality, kinship, etc.)? (3) If
not, why not?
4. Use behaviour rules
There is a wide range of rules that govern the use of community resources in the Asia-Pacific
Region (Ruddle, 1994a). Only the main categories are mentioned here.
a) Gear Rules: These are widespread in the Asia-Pacific Region, and fall into four
principal categories (Ruddle, 1994a):
(1) Those that either proscribe gear or regulate its size, in the interest of conservation;
(2) Those that regulate gear in the interest of social equity;
(3) Those that regulate placement to minimize conflicts over gear incompatibilities;
and,
(4) Those that reserve gear types and fishing techniques to particular social classes or
to fishers who fulfil eligibility rules.
b) Temporal Allocation Rules: In many places rules are enforced to promote both orderly
and equitable fishing. Rotation systems for allocating space-time among fishing groups
are widespread. They occur in Okinawa Prefecture, Japan (Ruddle 1987a; Ruddle and
Akimichi 1989) and Vietnam (Ruddle 1998b).
c) Fishing Behaviour Rules: Almost universal are local rules aimed at promoting orderly
fishing as well as protecting fish schools. These also serve to promote equitable access
to the fishery. Thus, for example, in the southern Gilbert Group of Kiribati, for example,
during flare fishing or dip netting for flying fish at night, the number of canoes in a line
is limited, and the position of canoes changed in a specific order, so all fishermen can
share equally in the best spots (Zann 1985; 1990).
d) Species Rules: In the sasi system of the Maluku Islands, Eastern Indonesia, some rules
applied to species. In many villages on Saparua and Halmahera islands rules applied to
different species are based on whether they are regarded as resident, or non-schooling
fish, or migratory, or schooling fish. Diverse rules and strategies govern the capture of
resident species. Rules pertain to gear types, size regulation and the behaviour of fishers.
Other regulations specify ownership of the harvest area, the rights of harvesters, who
has rights to direct financial benefit from the harvest, and the nature of contracts with
external entities or individuals. Other regulations concern sustainability of the resource
and economic viability of the fishery (Bailey and Zerner 1992; Zerner 1991b).
5. Conservation rules
The conservation intent within traditional community-based marine resource management
systems is controversial. It is therefore important not to assume a priori that traditional
management systems are intentionally conservationist. Rather, local rationale and possible
conservational functions must be examined for in each case (Ruddle 1994a). But undeniably
there was a widespread traditional appreciation of the importance of wise resource, particularly
in the Pacific Islands, where the relationship of humans to environment and resources was
commonly regarded as one of stewardship-user rather that as proprietorship-exploiter. This is
particularly evident in Melanesia (Ravuvu 1983; Hviding 1990). A wide range of conservation
rules was traditionally employed by many communities in the Asia-Pacific Region, and
especially in the Pacific Islands (Johannes 1978a, 1981a, 1982a), to ensure sustained yields.
Among these were area closures, temporal closures (particularly during spawning), live storage
or freeing of surplus fish caught during spawning migrations; the reservation of particular areas
for fishing during bad weather; size restrictions (although this was uncommon in Oceania); and,
in recent times, gear restrictions. Some such measures were clearly designed to conserve stocks,
whereas others, many of which were related to traditional religious beliefs, also functioned
coincidentally as conservation devices especially if the species concerned are the targets of
commercial fishing.
a) Area Closures: This was the most widespread device aimed at conservation. It was
commonly done by traditional leaders invoking a taboo on either entering an area,
fishing in an area, or both. Some closures were seasonal, others were temporary. Many
were not intended as conservation devices, however, they still effectively functioned as
such (Ruddle, 1994a).
b) Temporal closures: Widespread in the Asia-Pacific Region is the use of "closed
seasons" that follow local knowledge about the spawning periods of key fish species
and prohibit the capture of certain species during such periods, together with other
c) Those enmeshed in general community sharing and reciprocity, and norms concerning
equity and fairness.
Re-allocation or catch distribution rules are of major importance in community-centred
management systems, since, under certain circumstances, they can equal or exceed in
importance fishing access rights. Thus they can be seen as another form of access right to fish,
since they serve to ensure access to it once it has been landed. Re-allocation rules assume
particular importance under conditions of de jure open access, as in Java, Indonesia, where
access to fishing is dominated by outside economic elites, but where Javanese behavioural
norms that insist on equity, fairness, and "luck-sharing" ensure that people who need fish have
access to some after it has been landed (Collier et al. 1979; Kendrick 1993).
a) Provisioning: In Kiribati fishers are obliged by custom to provision their nuclear family
and offspring are obliged to feed their elders. Sharing of the catch within a family is
culturally very important, disinclination or failure to do so could lead to disinheritance,
as enshrined in the Native Lands Ordinance (1956) (Teiwaki 1988). Similarly, in
Tokelau catches were distributed through the village inati system, via which all
residents received equal shares (Hooper 1985, 1990).
b) Repayment for rights: On Yap, Federated States of Micronesia, the transfer of fishing
rights often obligated the grantee to share with the grantor the catch from the area
transferred (Anon 1987; Falanruw 1992a). Many of the rights to fishing methods used
by individuals carried the obligation to contribute the first catch to the overseer of the
fishing area or method, to the trustees or to the village. When individual or special
methods were used in the fishing territory of a higher status village, either the first catch
or the portion of the catch had to be given to that village as tribute (Falanruw 1992a).
c) Community sharing and reciprocity: The importance of post-harvest re-allocation rules
was demonstrated by Kendrick (1993) in a richly detailed and careful study of Pringi
Village, on the Indian Ocean coast of East Java. Kendrick (1993:12-13) observes that:
... the strongest local institutions relating to the fishery have to do not
with limiting access to the fishery resources, but with re-allocation of
that catch once it reaches shore. Perhaps because of an inability to
restrict access to the bay's resources, the locus of control may have
shifted to land, where strong local institutions do exist for redistributing
the catch of fish post-harvest. Most local people cannot compete for
access with capital-intensive gear such as beach and purse seines, and
have no access to these gears. A concern with equity and fairness
underlies these redistributive institutions. Access is open, but local
institutions...demand that a large catch must be shared widely among
the community.
Kendrick (1993) identified three distinctive institutions for the re-allocation of harvested fish
(Table 5):
a) The share system;
b) Use of temporary extra crew members; and
c) Acceptable ways of "taking" fish before it reaches the auction site.
Only purse seines and beach seines, large gears owned and operated by the economic elite, are
subject to significant re-allocation rules. It is significant that the owners in these gears are
largely non-Javanese whereas the labourers and crew are Javanese. This is a further expression
of the concept that local populations have the primary access rights to a local resource. Further,
these gears make relatively large catches, catches are of small, schooling pelagics, which are
more easily re-allocated than other species, and both gears employ a large number of labourers.
An estimated 10-30% of the catch is re-allocated in this way from purse seine catches.
7. Rules pertaining to human relationships regarding use of assets
Such rules have been recently documented for Vietnam where they define the relationships
(including profit-sharing, Table 6) among boat-owners, captains and crewmembers. These are
usually regarded as most important of the van chai rules. These have been strenuously
enforced to ensure harmony in the fishing community. Several rules cover boat-owners'
behaviour when seeking to hire a captain and crew. First they are required to know for
whom the captain and crewmembers worked during the previous season. They are forbidden
to offer enticements to lure men away from other boat-owners, and must not "scramble
among themselves" to hire a captain and crew (Ruddle 1998b).
D. Monitoring, accountability and enforcement
If rights to fish in a particular area, to exclude outsiders and the like, are to be meaningful,
provision must be made within the system for monitoring compliance with rules and imposing
sanctions on violators. Under community-based marine resource management systems in the
Asia-Pacific Region, monitoring and enforcement are generally undertaken within the local
community; resource users policing themselves, and being observed by all others as they do so.
That was the case at Van Thuy Tu, Phan Thiet, Vietnam, where the Sardine net fishery was
monitored by the fishers, who were required to report to the van officers any violations
concerning the location of fish shelters or lack of maintenance (Ruddle, 1994a). The basic
questions are (1) how is/was compliance with the rules monitored; and (2) how are/were fishers
who broke the rules punished?
1. Monitoring
In addition to all resource users possibly being involved as monitors in their status as corights holders, there might also be an official position of monitor in a group. It is necessary
first to establish whether or not this is the case, and, if it is, to learn whether this position is
filled from either group members or external persons, or both. If monitors are members of
the same group as the resource users, some, but not all, might take turns in this position, or
perhaps some resource users may be selected by others for this position. Local persons who
are not members of the resource use group might be selected by the users for this position or
they might be selected by local government to act as monitors. Some monitors might be
employees of an external governmental authority. In some cases there might be a composite
monitoring group of whom some are selected by the fishers, some by a community
government, and some who are employees of an external government authority. There are a
great many possible permutations, so the local situation should be clarified. The number of
monitors should be verified and it should be ascertained whether or not this varies during
the season to cope with peaks and troughs in resource harvesting and other activities, and
whether monitors occupy that position either full- or part-time. If the position of official
monitors exists it should be ascertained by whom and how they are reimbursed for their
work. They might be compensated with cash or in-kind, or they may receive reductions in
group membership fees or labour for other activities. The position might also be honorary,
conferring dignity and status on the office holder. Or fishers wives, as in Banate Bay,
Philippines, might perform it.
2. Sanctions Rule-breaking and punishment

Sanctions were widely invoked throughout the Asia-Pacific Region for the infringement of
fisheries rights and the breaking or ignoring of locally formulated rules governing fishing and
other marine resources uses. Four principal types of sanctions were widely invoked; social,
economic, physical punishment and supernatural (Table 7).
Main Information Needs: Within any group, there are various levels of rule breaking. So,
although it is usually very difficult to get group members to speak on this subject, an
attempt should be made to learn the reasons for rule breaking and to ascertain the degree of
such behaviour. It might be that people break rules for a reason, for example in order to
propose changes in them, so it needs to be ascertained if any such changes have been
proposed by a sub-group that consistently break them. Also it is important to try to
determine if there is any variation of behaviour of group members during abnormal years
(most data is assumed to be collected for normal or average years). It may be that most
people continue to obey the rules in abnormal years, or maybe the rules are applied
differently then or maybe different rules are applied. The situation should be ascertained.
It is likely that a gradation of sanctions is applied, varying in type and ranging from light to
heavy. The situation should be investigated. Four principal types of punishment may be
applied (Ruddle 1994a). These are: (1) Social Sanctions: This category includes ridicule,
shaming, bullying of the offender and his/her family members, ostracism, and banishment (i.e.
kicking a rule-breaker out of the community); (b) Economic Sanctions: This category includes
cash or in-kind fines (taking a man's fish catch away from him), destruction of gear, and
temporary or permanent loss of his right to fish in village waters; (c) Physical Punishment: In
some societies physical violence or the threat of it is culturally acceptable behaviour (e.g. in
parts of Melanesia). It should be determined for the group under analysis whether or not
members have either threatened or used violence in an to attempt to alter the behaviour of
others. It might have be mainly to enforce compliance with existing rules, or to obtain better
conditions regardless of the rules, or mainly to have existing rules changed; (d) Supernatural
Sanctions: Fear that God or the spirits of the ancestors will punish rule breakers is, in many
societies, a reason why fishers obey the rules.
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THE ECSOM PROTOCOL

System of Ecology-based Community-Centred Sustainable Development

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 2

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 4

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 5

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 8

Physical units correspond to the product or resource: e.g. cavans of palay or

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 11

The level and composition of household consumption by factor or income class.

factors will make it possible to construct an appropriate "Chart of

Defining the technological options andproduction functions

The Capital budgets and the investment demand functions

specific parcel is located within the pedo-

"normal" discount rate less the incremental capital required.

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 17

Defining the Sectors in the Community:

1) Assets directly controlled by the LGU.

Planning - Strategic and Operational.

4. Determining the significance of each land type to stability of ecological zones.

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 23

D. Design protocol for the valuation of land to

economic pattern studies in the land valuation process;

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 24

THE ECSOM PROTOCOL/SKR/12/11/05/PAGE 25

Organization Part of CCEM

Dr. Kenneth Ruddle

Objectives of Fisheries Management (Community-based and Open-access):

How do communities or a fisheries manager handle the following situations?

For Community-based systems look at the following:

II. Details of Community Organization

Consider the following:

Joint Presentation on CCEM in

Mr. Joaquin Cortez (FAO)

The realization of developing coastal states of

In the 1990s increasing concern among world

Wherewithal to exploit the resources of

THE UNCLOS ERA

Freedom of the Seas

Agreement on the conservation and

19921992-2002: A Decade of Progress in

Since 1992 many important developments

2. International fisheries management

The FAO Code of Conduct for Responsible Fisheries

the Code of Conduct

the Code of Conduct for Responsible Fisheries

in the Marine Ecosystem

The Main Principles of the Ecosystem Approach

The Main Principles of the Ecosystem Approach (1)

The Main Principles of the Ecosystem Approach (3)

the appropriate spatial and temporal scales,

Main Components of Local

10. The ecosystem approach should involve all

Fish Behavior and the Monsoons

Practical Usefulness of Local

Informs about Local Management Methods

Example of GIS Output

New Paradigm Needed

From the new elements I have briefly

Such a new paradigm would be

THE ROOTS OF THE PROBLEM

THE UNIT MICRO-ECOSYSTEM

The geography of our

THE URBANIZATION PROCESS

Within these watersheds,