Report - Jabatan Taman Laut Malaysia - NRE

and initially including three Fisheries Officers provided by Government.However these officers have subsequently been allocated as interim StateDirectors of the DMPM.The Project and the PMU is monitored and guided by the NSC. In addition, asecond tier monitoring mechanism of the SSC has been established atstate/ project-site level to monitor activities intended for implementation at‘island-level’ as opposed to ‘national level’.The implementation approach is engaging a significant mosaic ofstakeholders as the project as intended.At the local level, Community Consultation Committees (CCC) are in theprocess of being formally established with initial meetings having been heldon all three project sites. These meetings advocated the need for thecommittee, and explained how it will operate. There is a desire bycommunities for these to be established promptly as they see their value asa conduit for their voice to be heard by the DMPM and as an on island GoMpresence. The locals (especially at Tioman Island) also see governmentagencies do not have properly engaged and dedicated staff on island.There are also three advocacy groups that were set up by the PMU, prior tothe consultants being appointed who have been engaged to set up theCCCs.• Reef Rangers - consisting of resort operators in Redang Island• Tioman Rakan Park - consisting of local communities in TiomanIsland• Sibu -Tinggi Rakan Park - consisting of local communities in TinggiIslandOnly on Pulau Tioman has the local representative (Penghulu – Leader ofthe Heads of Village) been included in the SSC (Pahang).The consultants (Unit Perundingan University Malaya –UPUM) to the projecthave been engaged for specific inputs into the project and managed as onecontract. This approach although useful and efficient if it works well has inthis instance proven to be somewhat problematic. This situation requiresresolution as the inputs are necessary for project success. The approachcould be strengthened by DMPM staff working alongside the consultants tobuild DMPM staff capacity and create stronger project ownership by theDMPM staff especially at the three sites. It was observed that most marinepark officers (especially in PutraJaya) treat the project as a different entity tothe department.The implementation approach is appropriate for the objectives of the project.However the slow progress in setting up the CCCs is a weakness inimplementation action that perhaps reflects the implementation approachbeing consultative – although the needs of the community are heard, thisdoes not drive the urgency of the needs being met or decision makingprocess. This is compared to a collaborative or co-management approachwhere the decision making is shared and can result in faster action, as12