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A guide for planners and managers - IUCN

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The start of the SMMA<br />

PART III<br />

Case Histories of Marine Protected Areas<br />

One of the first stages in the implementation was a meeting of technical specialists<br />

with the purpose to draft a Management Plan <strong>for</strong> the area. The final Plan was<br />

presented in December 1994. Based on this 1994 Management Plan, the operation<br />

had the following key elements in addition to those already mentioned:<br />

– The operation is implemented as a distinct programme of the SRDF (an NGO).<br />

– The operations are steered by a Technical Advisory Committee (TAC), which<br />

functions as broad-based board of the operation; the main channel <strong>for</strong><br />

communications between the SMMA manager <strong>and</strong> TAC is the Executive Director<br />

of the SRDF<br />

– The ultimate authority is the Ministry of Agriculture. Work plans <strong>and</strong> budgets are<br />

submitted to the TAC <strong>and</strong> the Minister of Agriculture <strong>for</strong> approval.<br />

– Technical advice in the day-to-day operations is provided by a multidisciplinary<br />

Technical Working Group.<br />

– The area has a manager, an administrative assistant <strong>and</strong> four rangers, who are in<br />

charge of the daily management, some habitat monitoring (professional support<br />

<strong>for</strong> this is provided by CANARI <strong>and</strong> the Department of Fisheries), ticket selling<br />

to yachters, maintenance of the mooring buoys <strong>and</strong> reminding visitors of the area<br />

s rules. For their work, the rangers have an eight-meter open boat.<br />

– The SMMA staff needs to contact the police, marine police or fisheries wardens<br />

<strong>for</strong> law en<strong>for</strong>cement, as the staff does not have such powers; the government agencies<br />

retain their en<strong>for</strong>cement powers <strong>and</strong> the role of the SMMA is an advisory <strong>and</strong><br />

reporting one, in spite of the fact that this may result in less rapid en<strong>for</strong>cement.<br />

– The fees <strong>for</strong> diving <strong>and</strong> the use of mooring buoys are the major sources of revenue;<br />

the objective is financial self-sufficiency (<strong>for</strong> operational costs this was achieved<br />

during the second year of operation); the SMMA makes extra revenue by installing<br />

mooring buoys outside its own area; in the SMMA the buoys are a major reef<br />

conservation tool.<br />

– A comprehensive public education programme is part of the operation.<br />

Problems with the SMMA<br />

In spite of the attempts to create an MPA based on public consultation <strong>and</strong> conflict<br />

resolution, two to three years after the start of the SMMA operation, new conflicts<br />

began to emerge. The stakeholders were no longer satisfied with the management<br />

agreement <strong>and</strong> its implementation. Lack of respect of the regulations increased <strong>and</strong><br />

there was a lack of clarity as to the roles of key organizations. Nevertheless, all<br />

involved seemed to agree that there were fundamental problems which needed to be<br />

solved.<br />

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