At its fourth session, In December 2002, the FAO Advisory Committee on Fisheries Research identified human capacity as a high priority issue, especially with respect to meeting the targets set by WSSD in the areas of global reporting and assessment of the state of the environment by 2004, implementing the IPOAs (fishing capacity by 2005 and IUU fishing by 2004), applying the ecosystem approach by 2012 and maintaining or restoring fish stocks by 2015. The Committee felt that past models for delivering on this urgent need (i.e. formal training provided by experts from developed countries to developing countries) would also need to change to accommodate the newer approach to fisheries issues and fisheries management. It would need to be based on a more mutual learning process so that information and knowledge could be shared more efficiently and effectively by all involved. Human capacity would need to be built not just for science but also for management and among stakeholders.
In this respect, the consultant will:
identify the needs;
examine delivery mechanisms, especially more modern electronic approaches
conduct analyses of past successes and failures
identify and establish partnerships with other agencies and organizations providing capacity development in the fisheries, and
develop a "strategy" as well as range of models (that could assist in the development of a strategy)
The document should, amongst other things, contain illustrations in graphs and tables, as appropriate, and provide an Executive Summary. The total number of pages should not exceed 80 pages.
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FAO. 2003. Technical Guidelines for Responsible Fisheries: Fisheries Management. No.4 Part 2. The ecosystems approach to fisheries.
Fukuda-Parr, S., Lopes, C. & Malik, K. 2002. Overview: institutional innovations for capacity development. Executive Summary in (eds). Capacity for Development: new solutions to old problems. Earthscan/UNDP.
Gladstone, W. 2000. The ecological and social basis for management of a Red Sea marine-protected area. Ocean and Coastal Management 43.
Hana, S., 1999. Strengthening governance of ocean fishery resources. Ecological Economics 31.
Hanna, S. 1998. Parallel institutional pathologies in fisheries management. In Symes, D (Ed) Northern Waters: Management issues and practice. Fishing News Books.
Hanna, S. 1995. User participation and fishery management performance within the Pacific Fishery Management Council. Ocean and Coastal Management. Vol. 28., No.s 1-3.
Harte, M. Appendix H. Revolutionizing fisheries management training: putting workshop ideas into action. Inaugural international workshop. Oregon State University.
Hempel, G, 1998. Dr. NK Panikkar: learning research by doing. Marine Policy Vol 22, No. 3.
Honadle, G. & Cooper, L. 1989. Beyond coordination and control: an inter-organization approach to structural adjustment, service delivery, and natural resource management. World Development, Vol. 17, No. 10.
IAC, Wageningen. Courses on alternative approached to fisheries management. Course publicity material.
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IICD. Strategic Framework 2002-2007. January 2002. "Deepening Local Ownership through Partnerships".
Jansky, L.,. Tikkanen, I., Pelkonen, P., & Furuyashiki, K. 2003. Training and research capabilities for forestry policy development in countries with economies in transition. Global Environment Change 13, July 2003, Volume 13, Issue 2, pp. 137-144(8).
Jodice, L., Sylvia, G., Harte, M., Hanna, S. & Stokes, K. 2003. Special Report 1045. Training Managers for 21st Century Fisheries. Queenstown, NZ, December 5-7, Workshop Report Final Draft (April 2003) <http://oregonstate.edu/dept/trainfishmngr/report.html>
Kullenberg, G. 1998. Capacity building in marine research and ocean observations: a perspective on why and how. Marine Policy Vol. 22, No. 3.
Lavergne, R. & Saxby, J. January 2001. Capacity development: Vision and implications. CIDA Capacity Development Occasional Series No. 3.
Lusthaus, C., Adrien, M-H. & Perstinger, M. September 1999. Capacity Development: Definitions, issues and implications for planning, monitoring and evaluation. Universalia Occasional Paper no. 35.
Mayor, F. 1998. Introduction. Marine Policy Vol. 22, No. 3.
McLean, S. 2001. Distance education and distance learning: a framework for the FAO.
Montero, G. 2002. The Caribbean: main experiences and regularities in capacity development for the management of coastal areas. Ocean and Coastal Management 45.
Morgan, P. 1997. The design and use of capacity development indicators. CIDA.
Morgan, P. May 1999. An update on the performance monitoring and capacity development programmes: what are we learning? Paper prepared for CIDA/Policy Branch.
Mulekom, L. 1999. An institutional development process in community based coastal resource management: building capacity and opportunity for community-based co-management in a small-scale fisheries community. Ocean and Coastal Management 42.
Nchinda, T. 2002. Research capacity strengthening in the South. Social Science and Medicine 54.
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Obura, D. 2001. Kenya. Marine Pollution Bulletin. Vol. 42, No. 12.
Okemwa, E. 1998. The Intergovernmental Oceanographic Commission of UNESCO and regional capacity development. Marine Policy Vol. 22, No. 3.
Pernetta, J. 1998. An overview of the role of the Global Environment Facility in international waters with reference to marine capacity development. Marine Policy Vol. 22, No. 3.
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In addition to a large number of individuals and organizations who were consulted and to whom the authors express their indebtedness, the original draft of this document was reviewed by the FAO ACFR Working Party on Human Capacity Development. The Members of the Working Party are:
Ellen Bortei-Doku Aryeetey
Institute of Statistical, Social and
Economic Research (ISSER)
University of Ghana
Legon, Ghana
Tel: +233 21 512502 Ext. 219
Fax: 233 21 512504
E-mail: [email protected]
[email protected]
[email protected]
Exequiel González
Francisco Villagra 254-S
Ñuñoa
7760008 Santiago, Chile
Tel: +56 2 227-8688
E-mail: [email protected]
Tim Huntington
Poseidon Aquatic Resource Management Ltd
Avenue Lodge, Auckland Place
Brockenhurst
Hampshire S042 7XT, United Kingdom
Tel: +44 (0)1590 623867
Fax: +44 (0)1590 623867
E-mail: [email protected]
Vlad Kaczynski
School of Marine Affairs
Box 355685
University of Washington
3707 Brooklyn Ave. N.E.
Seattle, WA 98195, USA
Tel: 206 5430115
Fax: 206 5431417
E-mail: [email protected]
Kwame A. Koranteng
Marine Fisheries Research Division
Tema, Ghana
Tel: +233 22 208048/202346 (Office)
Fax: +233 22 206627
E-mail: [email protected]
Suriyan Vichitlekarn
Policy and ProgrammeCoordinator
SEAFDEC
Bangkok 10903, Thailand
Tel: +66-2940-6326, 1735-6782
Fax: +66-2940-6336
E-mail [email protected]
Knut Heen
Norwegian College of Fisheries Science
University of Tromso, Norway
Tel: +47 776 46001
Fax: +47 776 46020
E-mail: [email protected]
RESOURCE PERSONS
Derek Staples
Senior Fishery Officer
FAO Regional Office for Asia and the Pacific
Bangkok, Thailand
Tel: +66-2 6974119
Fax: +66-2 6974445
E-mail: [email protected]
Benedict P. Satia
Chief, International Institutions
and Liaison Service/Secretary of ACFR
Fishery Policy and Planning Division
FAO, Rome, Italy
Tel: 0039 06 57052847
Fax: 0039 06 57056500
E-mail: [email protected]
D-1: United States Agency for International Development USAID
Overview
USAID HCD initiatives share a common approach in that they:
promote systemic reform rather than work on isolated projects;
assure the sustainability of reform efforts so that countries have the financial and institutional capacity to build on programmes started with USAID assistance; and
concentrate on developing effective schools and classrooms where children are learning, as the touchstone for overall reform results.
USAID is responding to the rapid expansion of the number of students in Africa and severely limited host government resources in part though the Education for Development and Democracy Initiative (EDDI), which will improve educational quality and access to technology and practices needed in the twenty-first century. USAID also supports human capacity development, more broadly defined, with programmes in early childhood development, skills and vocational education, higher education, and in-country, third country, and US training.
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Themes and Primary Targets Although USAID supports building human capacity many levels, the agency focuses on basic education where social and economic returns are the greatest, especially for girls and other disadvantaged groups. |
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Delivery Mechanisms and Partnerships School-to-School Partnerships: facilitate exchanges between students and educators on a variety of subjects such as classroom curricula, teaching methods and the many uses of technology. Emphasizes education in the use of modern technology. University-to-University: technology links, information resources, labour market-oriented training, professors’ training and curriculum reform. University-to-Community: promote university linkages to primary and secondary schools. Policy and Democracy Networks: partnerships between professionals and policymakers. Networks enhance policy and operational skills, promote cooperation across political and civil society lines and aid in the development of regional standards. Technology: seek to improve access to and use of new information technologies and modern communication approaches in order to strengthen education and democracy efforts. Helps institutions develop communication strategies, conduct feasibility studies, acquire equipment, train users, facilitate donations from the technology industry and establish strategic partnerships in distance education, collaborative research, joint service activities and cross-border advocacy. Community Resource Centres: serve school populations and the surrounding community by providing them with technical equipment and Internet access, skills training, mentoring programmes, literacy training and civic education. |
D-2 United Nations University UNU
UNU’s mission is to "contribute, through research and capacity development, to efforts to resolve the pressing global problems that are the concern of the United Nations, its Peoples and Member States". In particular UNU considered itself as a "builder of capacities, particularly in developing countries".
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Themes and Primary Targets UNU’s main themes are
A linkage with the Marine Research Institute in Iceland provides a UNU Fisheries Training Programme (UNU/FTP). This provides a six week core course to provide an overview of world fisheries and aquaculture and an insight into its various disciplines. Five, five week specialist courses are also offered in:
UNU capacity development programmes are available exclusively at the postgraduate level. UNU fellowships are awarded to young and mid-career scholars and professionals, primarily from developing countries. |
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Delivery Mechanisms and Partnerships 13 Research and Training Centres and Programmes around the world. Courses are delivered by:
Over 30 UN organizations and more than 100 research institutions worldwide. The UNU focuses on strengthening cooperation among institutions in developing countries - building "south-south" cooperation to further enhance the teaching and research capacities of existing centres of excellence. |
D-3: United Nations Division for Sustainable Development UNDSD
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Themes and Primary Targets The UNDSD emphasis is on the development of sustainable rural development and enhanced decision-making by communities, particularly by youth empowerment. UNCED is currently focusing on the thematic clusters of "water", "sanitation" and "human settlements" including a number of cross-cutting issues, namely:
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Delivery Mechanisms and Partnerships UNDSD depends on the development of voluntary, non-negotiated partnerships, aimed at implementing sustainable development - this approach has been an outcome of the 2002 World Summit on Sustainable Development. Key partnerships and linkages include: |
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National Oceans Office, (Australia) |
Capacity-building for Pacific Island Countries in Oceans Policy Implementation |
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PEMSEA Regional Programme Office (The Philippines) |
Intergovernmental, Interagency and Intersectoral partnerships in the Implementation of the Sustainable Development Strategy for the Seas of E. Asia |
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International Coastal and Ocean Organization & Coastal States Organization (USA) |
International Network of Practitioners and Academics to Support Implementation of Coastal and Ocean Management Programmes |
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IMO |
Marine Electronic Highway in the Straits of Malacca and Singapore (Latest submission 01/03) |
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PEMSEA Regional Programme Office (The Philippines) |
Partnerships in the local implementation of coastal strategies and integrated coastal management programmes in East Asia |
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UNEP (The Hague, Netherlands) |
The H2O (Hilltops-2-Oceans) Partnership: Working Together to Protect Coastal and Marine Environments |
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Department of Agriculture, Fisheries and Forestry (Australia) |
Coral Reefs and Fisheries Network Cluster: Activities/processes undertaken to initiate partnerships |
D-4: Asia-Pacific Economic Cooperation (APEC) Programme
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Themes and Primary Targets The Asia-Pacific Economic Cooperation (APEC) Human Resources Development Working Group (HRDWG) conducts work programmes to develop human resources on issues ranging from education to labour to capacity development. The HRDWG conducts its work programme through its three networks: the Capacity Building Network (CBN), the Education Network (EDNET) and the Labour and Social Protection Network (LSP). Work developed and undertaken in the HRDWG is based on its identified priorities for -
These activities and projects also deal with the wider, cross-cutting issues such as information technology (IT) and gender integration. Responding to the needs in such areas, the Working Group undertakes activities which deal with enhancing the earning capacity of women, building capacity of executives in international rules and standards-based management, promoting the utilization of IT in learning via an educators exchange programme, sharing innovations in entrepreneurs’ development and training to prevent and resolve labour-employment conflicts. |
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Delivery Mechanisms and Partnerships E-learning is an important element of APEC’s delivery approach as part of the "Asia e-learning network" to promote effective skill development and to enhance industrial competitiveness in this region. This network is aimed at (a) sharing information on the latest e-learning trends and technologies, (b) building consensus to ensure interoperability of e-learning systems and materials, (c) ensuring the quick spread of knowledge and efficient use of "e-learning" throughout the Asia. |
D-5: United Nations Conference on Trade and Development (UNCTAD)
UNCTAD overseas "Project M: Capacity-building and Policy Networking for Sustainable Resource-Based Development" in collaboration with the United Nations University (UNU). The project’s objective is to enhance the capacity of developing countries, especially those dependent on non-renewable or depletable natural resources, to devise and sustain a balanced and viable development path over the longer term, with an emphasis on the application of integrated economic, environmental and social policies to the natural resource sector. This will be achieved by building and strengthening a broad-based, policy oriented network of academic and development expertise.
Conserve Africa Foundation CAF
CAF was established in 1996 as a field operating and advocacy non-profit organization in response to the urgent demand for greater conservation in Africa. CAF provides education, advocacy, information dissemination research, and the establishment of cooperative partnerships with businesses, governments, NGOs and local peoples. CAF works with environmental and ecotourism groups in 40 African countries.
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Themes and Primary Targets CAF’s core programmes are:
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Delivery Mechanisms and Partnerships A Secretariat provides the following services:
Partner organizations are environmentally oriented organizations based in Africa or outside Africa. They can be nongovernmental organizations, units within government environment ministries, networks of environmental researchers, federations of community-based conservation organizations, or local institutions, consultancy companies, universities, research and training centres, associations, local authorities and representatives of International organizations. |
D-6: West and Central African Sorghum Research Network WCASRN
A collaborative research network created in 1984, WCASRN is funded by the United States Agency for International Development (USAID)
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Themes and Primary Targets
Primary stakeholders are sorghum producers, sellers, and end-users. |
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Delivery Mechanisms and Partnerships Regular training programmes, technical workshops, and monitoring tours. End users of sorghum and sorghum products in the Network member countries, International Crops Research Institute for the Semi-Arid Tropics (ICRISAT), USAID, Collaborative Research Support Programme on Sorghum and Pearl Millet (INTSORMIL), Centre de Coopération Internationale en Recherche Agronomique pour le Développement (CIRAD), Institut du Sahel (INSAH). |
D-7: Indo-Pacific Conservation Alliance IPCA
The Indo-Pacific Conservation Alliance is aimed at understanding and protecting forest, freshwater and marine ecosystems in the Indo-Pacific region through effective natural resource management and sustainable economic development. IPCA’s approach is to provide a variety of informational and policy tools that build the capacity of governments, local communities, and other conservation organizations in the region to protect biodiversity through improved watershed management. In particular IPCA’s approach to achieving effective conservation is to help protect biodiversity in target areas through by building local institutional capacity to understand the importance of biodiversity and to implement practices that facilitate sound management of natural resources.
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Themes and Primary Targets
IPCA focuses on developing the management and administrative capacity of local conservation NGOs. |
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Delivery Mechanisms and Partnerships IPCA places a trainer (local national or expatriate, as appropriate) at the site for several months in order to help their NGO partners develop coherent yet flexible management plans and timelines, guide their understanding of programmatic and budget needs, and train staff in word processing and spreadsheet software, set up a simple but effective bookkeeping/accounting system, and train staff in the importance of accurately tracking and reporting expenses. IPCA sometimes provides direct funding for staff salaries and office infrastructure (boat, fuel, computers, SSB radio, solar panels, etc.). |
D-8: World Conservation Monitoring Centre
WCMC was established ten years ago by UNEP, the World Conservation Union (IUCN) and the World Wide Fund for Nature (WWF). With the agreement of IUCN and the encouragement of the Government of the United Kingdom, WCMC is now a UNEP World Centre for Biodiversity Monitoring and Assessment. It forms part of an interlinked network of designated centres throughout the world, which are implementing UNEP’s global strategy for environmental monitoring, assessment and early warning.
Many countries are in the process of developing national conservation strategies, environmental action plans, sectoral master plans (e.g. national forest action plans) and other policy initiatives promoting the sustainable use of biological resources. Since sound policies can only be developed on the basis of feedback from current approaches, it is necessary to monitor environmental trends and produce up-to-date environmental information suitable for management and policy decisions. In response to this need, UNEP-WCMC has created a capacity development programme to provide services that empower institutions and individuals to:
assess their own information needs
set their own priorities
build their own information systems.
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Themes and Primary Targets Support for International Initiatives
In addition to its support for countries under the UNEP-administered Biodiversity Data Management Project and Country Studies Project, WCMC has provided services to a number of national-level organizations and groups e.g. in India and Uganda. |
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Delivery Mechanisms and Partnerships In India, the Indira Gandhi Conservation Monitoring Centre (IGCMC) has developed a model for the integration of existing and developing datasets which makes extensive use of Internet-based communication and presentation tools. These enable the growing network of partners (e.g. resource management agencies) to co-operate in the development and delivery of information to specific groups of users. No advanced technology will be required by users other than Internet connectivity, which is growing rapidly in India with significant governmental support. |
D-9: World Resources Institute
World Resources Institute is an environmental research and policy organization concentrating on achieving progress toward four key goals:
protect Earth’s living systems
increase access to information
create sustainable enterprise and opportunity
reverse global warming.
An independent organization, WRI’s approach is to catalyze permanent change through partnerships that implement innovative, incentive-based solutions. WRI works closely with governments, the private sector, and civil society groups around the world.
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Themes and Primary Targets
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Delivery Mechanisms and Partnerships Increase appreciation and awareness of biodiversity’s values and importance.
Help institutions disseminate information needed to conserve biodiversity and mobilize its benefits.
Promote basic and applied research on biodiversity conservation.
Develop human resources capacity for biodiversity conservation.
WRI deals with over 400 partners in 50 countries. |
D-10: Center for Disease Control and Prevention (CDC)
CDC has established a capacity development programme through its Division of International Health (DIH). This offer’s short courses in health related subjects as well as offers training materials on its website. In addition, CDC’s "Data for Decision-Makers" (DDM) programme provides in-country training to need to build the capacity of decision makers and their advisors in participating countries to a) identify health priorities and problems, b) identify and provide useful information for solving those problems, c) understand how to use this information in the decision making process, and d) persuasively convey technical information concerning public health problems to decision makers at successively higher levels.
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Themes and Primary Targets DIH
DDM
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Delivery Mechanisms and Partnerships DIH
DDM
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D-11: United Nations Office for Project Services UNOPS
UNOPS is the project-management services arm of the United Nations. UNOPS manages development projects or provides specialized services, as needed. These services include selecting and hiring project personnel, procuring goods, organizing training, managing financial resources and administering loans.
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Themes and Primary Targets Wide range of themes to reflect UN service requirements. UNOPS’ clients include members of the UN system, bilateral donors, international financial institutions and developing country governments. |
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Delivery Mechanisms and Partnerships Organization and management of fellowship programmes. When a project includes or foresees structured training overseas, UNOPS taps into its database of universities, training institutions, short-term certificate and degree-granting programmes in other countries to find the best and most appropriate services - locally or abroad. Results from 1999: 78 overseas training and fellowship and training programmes in other countries valued at $1.8 million and 92 local training activities valued at $1.2 million. Organization and management of professional study visits. UNOPS organizes study abroad for groups and individuals interested in learning from-and exchanging experience with-counterparts in government ministries and other institutions in another country. Results from 1999: 39 programmes valued at more than $850 000. Design and implementation of conferences, workshops and seminars. UNOPS can help other parts of the United Nations system, governments, and private organizations plan, organize and manage events such as international conferences, regional workshops and meetings in virtually any country. UNOPS can handle everything from identifying speakers, locating facilities, arranging travel and getting insurance. Results in 1999: management of 147 events in 47 countries totalling $4 million, involving more than 1 700 participants. Transfer of Knowledge Through Expatriate Nationals (TOKTEN). UNOPS manages innovative projects that bring expatriates back home to contribute to the development of their country of origin in many professional and technical fields. By volunteering their skills and services in fields ranging from medicine to law, from architecture to agriculture, TOKTEN consultants impart expertise to national counterparts in a familiar language and cultural context. Research shows that TOKTEN initiatives cost up to 70 percent less than hiring international consultants and transfer knowledge more quickly. Results: since 1996, UNOPS has managed 410 missions through TOKTEN projects. Longstanding relationships with training institutions, expertise in training management, an information-technology infrastructure and an extensive network of professionals enable UNOPS to implement training programmes anywhere in the world and tailor them to the specific needs of each client. UNOPS’ main clients are the UN organizations, more than 150 developing country governments, donor country governments, local and international non governmental organizations, the private sector and educational institutions worldwide. |
D-12: Capacity Development in the South Pacific and the Role of the Marine Studies Programme (MSP) at the University of the South Pacific
The MSP was developed in the 1990, with extensive donor support, but particularly from CIDA. The MSP is multi-disciplinary. The strategy is based on a long-term goal to provide a large number graduates at certificate, diploma and undergraduate level with some training and awareness in coastal and ocean resources management. The second goal is to encourage a smaller group of the best graduates to undertake post-graduate degrees, with an emphasis on development of appropriate technical and management skills. Regional and international linkages are considered integral to the success of the MSP. There is increasing use of courses and training by extension. Certificates are provided in tropical fisheries and ocean resources management. Diplomas are provided in tropical fisheries, ocean resources management, and fisheries economics and management. In bachelors degrees, science undergraduates can include up to eight courses focussing on marine topics, and social science students can complete all four courses in the Marine Affairs Programme. At post-graduate level, students may take the post-graduate diploma and the MSc in marine science, the MA in marine affairs, and the PhD in marine studies. Activities also include in-country workshops on ocean resources management, improving the marine-related content of school curricula, upgrading teacher’s skills in marine sciences, and short courses in ocean management issues
D-13: Capacity Development in GEF International Water and Biodiversity Projects
The Global Environment Facility was formally established in October 1991 as a mechanism to provide financial support to activities designed to achieve global environmental benefits in the focal areas of climate changes, biodiversity, international waters and ozone depletion. Approaches to capacity development have focused on technology transfer, training, networking, workshops, equipment supply and information exchange in support of specific project activities, rather than a more systematic investment in activities involving organization change, but initiatives have had a significant impact in building capacity as the national and regional level (Pernetta, 1998).
Box 11: Example of capacity development for ecosystem-based management
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One example of a GEF project developing capacity development for ecosystem management of fisheries is the "Aquatic Resources Development, Management and Conservation Studies" of the Fourth Fisheries Project in Bangladesh (2000 - 2004). This project aimed at "conserve globally important wetlands and aquatic related biodiversity in Bangladesh by mainstreaming biodiversity and aquatic ecosystem conservation within the inland and coastal fisheries sector"*. This project component, which is currently still under implementation, is conducting a number of research studies to provide critical information for ecosystem-based management planning. Based on the results of these studies, a series of action plans will be designed to ensure that mainstream sector planning incorporates ecological objectives as well as economic and social goals. Capacity-building mechanisms have included a mixture of formal in-country and overseas training, together with study tours. A particularly important element of the approach is the monitoring of local research scientists and Department of Fisheries officers by the resident technical assistance team.
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D-14: UNEP’s Regional Sea Programme
The present Regional Seas Programme includes 14 regions, comprising over 140 coastal States. It was conceived as an action-orientated programme encompassing a comprehensive trans-sectoral approach to marine and coastal areas and to environmental problems, especially pollution (Akiwumi and Melvasalo, 1998). The regional action plans, which are a substantive part of each Regional Seas Programme, are designed to link assessment of the marine environment and the causes of its deterioration with response actions for management and development of the marine and coastal environment. Capacity development using education, training, communication and institution-building, along with the creation of an institutional framework is the backbone through which this is being achieved. The regional action plans promote the parallel development of regional legal agreements. The governing theme in the twenty-first century will be to increase the capacity-building activities throughout the Regional Seas Programme, and economic and social values will have to be taken into greater account (Akiwumi and Melvasalo, 1998).
Cooperative and stakeholder-based management and research
Increasing public demand for authentic participation in all aspects of fisheries management
Developing a transparent flexible working relationship with environmental groups, non-fishery stakeholders, and government agencies
Evolving fisheries management from a mostly top-down process to one that is more stakeholder-based with strong research and technical support from academic and government sides
Developing, implementing, and working with effective co-management (partnership) agreements (includes arranging funding and providing accountability for funds)
Educating urban populations about marine and coastal rural resource issues
Facilitating debate between different sectors on resource use and management Reaching an appropriate balance between industry desire for self management and government stewardship responsibilities
Supplementing scientific knowledge with stakeholder knowledge
Ecosystem management
Developing and implementing ecosystem based fisheries management policies
Managing for multiple species
Improving our understanding of natural system variability, climate change, and anthropogenic impacts on fisheries
Rebuilding depleted fishery stocks consistent with ecosystem principles
Management under risk and uncertainty
Contending with insufficient basic biological and economic information, e.g., fish stocks; ecosystems; economic data from commercial, recreational, and non-consumptive users
Making appropriate management decisions in the presence of the inherent uncertainty of resource stocks, industry, markets, enforcement, and government behaviour
Making timely decisions with little information
Property rights and allocation
Implementing an integrated rights-based fisheries management framework
Allocating fish resources among stakeholders, including commercial, recreational, and indigenous
Dealing with future failures in poorly designed Individual Transferable Quota (ITQ) systems
Maintaining the diversity of user groups
Improving management recognition, inclusion, and capability for representing the public’s right to share inshore fisheries
International management
Evaluating the relationship of individual and national fisheries to transboundary ecosystems, markets, and legal jurisdictions
Growing fishing pressure on high seas fish stocks
Increasing global population and demand on fisheries
Increasing trade in fisheries products
Managing high seas, shared, and trans-boundary fisheries
Breaking down trade barriers and realizing new trade opportunities
Public environmental objectives
Evaluating the relationships between fisheries and society as a whole
Increasing public opposition to commercial fishing, based on environmental concerns
Understanding and managing the conflict between commercial uses of fish resources and environmental goals
Rationally addressing the increasing demands to implement marine protected areas as a fisheries management tool or as a means to accomplish other goals such as biological diversity or stock preservation
Integrating broad conservation agendas to the satisfaction of their proponents while sustaining economically viable fisheries
Improving management effectiveness
Developing efficient and effective fishery management institutions
Fostering innovation in fishery management practices to address complexity
Promoting cost-effective compliance
Focusing fisheries management on substantive issues rather than short-term emotive issues
Incorporating economic principles into fishery management
Integrating socio-economic issues into management decision making
Defining and evaluating expectations, measures of success, and accountability
Decreasing public budgets for fishery management
Delivering the efficient use of fisheries management budgets, particularly for cost recovery
Accommodating and incorporating privatization of services
Improving ocean governance
Developing governance systems for multiple ocean use and conflict resolution
Integrating aquaculture systems in comprehensive coastal resource management
Litigation
Recognizing the increasingly litigious environment and role of courts in fishery management
Contending with compensation claims where existing rights are impacted by management decisions
Successfully managing lawsuits once initiated
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[13] Jodice et al.,
2003. |
