Report - Jabatan Taman Laut Malaysia - NRE

EvaluationCo ordination has improved as the project has progressed. Communicationopportunities are provided and the project has increased and capacity hasbeen built. However there is no evidence of information sharing between thestate agencies across the three states. There is no formal mechanism forthe DMPM State Directors to share information although this happensinformally as they all previously worked together as project officers.The reality of the operational logistics was experienced during the evaluationas the team was only able to visit one project site. Operational realitiesinclude:• Monsoon makes site visits problematic for 4 months of the year.• Operator engagement can be a challenge as when not operatingthey are often away or very busy on catch-up tasks in advance ofthe next season.• DMPM State directors on average visit the project sites1week/month and have a suite of other state responsibilities. Allthree expressed the hope that with the forthcoming appointment ofa new state Director and their assuming the Deputy Director rolethey will be able to focus more time on the project.A significant coordinating activity of the project is delayed – consultativemanagement - that includes establishing the CCC, the related cooperativesand the alternative livelihood activities - is impacted by delays. It isimportant to note that this concept of consultative management was definedduring inception in some detail. 30 It clearly gives the DMPM overallresponsibility for decision making, while seeking the views of relevantstakeholders to make informed decisions. This results in high expectationsof stakeholders on the role of the DMPM in implementing project activitiesfollowing consultations.Therefore it is critically important that the communication responsibility thatgoes with operationalising activities is accepted and managed by theDMPM. When activities are delayed or held up DMPM must takeresponsibility for ensuring the relevant stakeholders are communicated withpromptly, rather than left with raised expectations awaiting communicationas evident at Tioman and Redang. The appointed consultant promised toset up the local cooperative body and did not deliver the promise on timedue to various reasons. This left the locals waiting for the establishment ofthe cooperative and other associated activities, without any communicationabout the delays. Clarifying and agreeing the communication responsibilitywith the consultants would also be helpful for managing stakeholderexpectations.The Communication Action Plan should specially address internalcommunication. This is often overlooked as communications planningtypically has an external focus.30 Inception Report page 2227