Introduction Learning Team activities:

Pelajaran dari Pengalaman Proyek Pesisir 1997 - 1999 58 Rapid, low-cost studies can provide useful, timely, and relevant data information for project plannerdecision-making. This is crucial for the implementation of “adaptive management concept” use in CRMP. There- fore the data collection system should include procedures for rapid data gath- ering and analysis to facilitate timely feedback and informed management decision-making. Rapid, low-cost studies should be guided by two principles: 1 Optimal ignorance, or the art of knowing what is not worth knowing, and 2 Proportionate accuracy, or the avoidance of unnecessary precision Based on those two principles, we should identify the minimum data needed for effective project decision-making. All of that suggest that a datainformation collection system must be designed to provide timely data and information to satisfy needs of project managersplanner rather than the long-term research interests of academics or consultants Question: How can we develop practical, timely, relevant, and low-cost methods for gathering information and data for project plannermanagement and deci- sion-making?

3. Conceptual understanding: ‘Integrated Coastal Management Policy Cycle’

Œ First order generation Œ Second order Œ N order Steps of the integrated coastal management policy cycle: 1 Issue identification assessment 2 Preparation of the plan 3 Formal adoption and funding 4 Implementation 5 Evaluation Project logical framework: 1 Input 2 Output 3 Outcome 4 Impact 4 Monitoring and evaluation system Process of development of monitoring and evaluation systems The steps that will have to take in developing monitoring and evaluation system are as follow: 1 Identify the users. Œ Who is going to use the information? 2 Clarify project goals, purposes, inputs and outputs. Œ This will allow a continual analysis over time of trends toward achieve- ment of goals impact? and purposes objectives? as well as inputs and outputs. The point in here is not to see goal or purpose achievement at any one point in time but to observe trends to ensure that reasonable movement in the proper direction is taking place. To do this, it is impor- tant to know very specifically what should be changing. 3 Identify the managers questions. Œ Questions triggered by analysis of administrative data. Œ Questions concerning behavioral changes in andor benefits for project participants. Œ Questions concerning sub-project effectiveness. Œ Questions concerning the project implementation process. 4 Identify key indicators and administrative data to answer managers’ questions. Œ Identify existing data collection procedures that provide information on key performance indicators and then fine-tune these procedures as appro- priate so that the data accurately reflect key aspects of project perfor- mance. Pelajaran dari Pengalaman Proyek Pesisir 1997 - 1999 59 5 Select other appropriate methods to answer managers’ questions. Œ The feasibility of data collection, monitoring and evaluation can be used as a key criterion of acceptable design. That is if the resultant system is too complex, this may be an immediate indicator of problematic design: projects that cannot be efficiently monitored and evaluated probably can- not be efficiently implemented either. 6 Clarify counterpart support and involvement. 7 Develop effective feedback procedures. Œ It is the link that transform evaluative studies into an information sys- tem for improving performance. 8 Develop the budget. 9 Perform other related tasks. Œ Drafting handbookguidelines manual for project’s monitoring evalu- ation system. Methods of data collection Œ Census and sample surveys Œ Participant observation Œ Case studies Œ Rapid low-cost approaches Œ Secondary methods What should the monitoring and evaluation system be designed to do? Œ Regular analysis of administrative data on select indicators of project progress and performance this is sometimes called “performance moni- toring” Œ Planned or ad-hoc studies on key management or impact questions Œ Procedures for timely feedback of both types of information to managers

5. Outcomes of the project USAID 1996 identified four intermediate level program outcomes:

a. Development of successful field sites b. Strengthened and decentralized institutions c. Inprovied policies and enabling conditions d. Dissemination of lessons learned; Strategic level outcome: Strengthened decentralized natural resources management Program level outcome: a. Development of successful field sites b. Strengthened and decentralized institutions c. Improved policies and enabling conditions d. Dissemination of lessons learned Field level outcome: a. Increased public participation b. Improved local policy and implementation c. Strengthened local institutions

6. Action plan of Learning Team-IPB 19981999 Program Persiapan

ΠPemahaman anggota Learning Team tentang filosofi, organisasi, peranan dan penyusunan kegiatan Learning Team sesuai keinginan Proyek Pesisir, melalui bahan-bahan masukan seperti: 1 Workplan Proyek Pesisir Year 1 dan 2 2 Coastal management capacity assessment: a self-assesment manual Olsen et al., 1998 3 From local action to national practice Crawford et al., 1998 ΠDiskusi dengan Technical Advisors TA ΠOutput yang diharapkan: 1 Rencana kerja Learning Team 2 Kerangka filosofi Proyek Pesisir