Community Fisheries Management Handbook - Saint Mary's University

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financial arguments, and the highest return to the public purse is a vibrant inshore fishery. Use your allies. It is sometimes difficult for fishing organizations to connect directly to the non-fishing community outside their own community. Allies in other movements (e.g., environmental or social justice) can help connect with a wider audience of engaged people. University or government partners can arrange talks or presentations to meet more people. Ask for help. A good campaign for public support lets the public know how they can help. Be clear if you are asking for letters of support, phone calls, calls to radio shows, money, or attendance at a meeting. Local Example The Cape Cod Commercial Hook Fishermen’s Association has been very successful at getting the local non-fishing community to care about fisheries policy. They have encouraged local residents to get involved by creating meaningful volunteer opportunities on research vessels and in the office. CCCHFA makes it easy for the public to speak out because they have a clear, consistent message that is continuously articulated in the newsletter, speeches, press releases, and in the media. The organization also makes a point of being very specific in what they ask people to do: “Attend this hearing”, “Write to this Senator”. Summary Influencing policy is part of community-based fisheries management. Changing policy is necessary to create conditions that will support community-based fisheries management and enable it to be successful. The policy change process can be frustrating for community-based organizations. There are many setbacks, but there are also examples of success. Policy change begins with an analysis of the current policy environment and what needs to be changed, than articulating which policy objectives and a plan to reach these objectives is similar to making a fisheries management plan. A policy alternative is a community vision and a road map to get there. Having a clear, consistent, positive message is important in communications with government, with potential allies, and with the general public. People do care. There are many potential allies in a policy change process. They can provide resources, encouragement and contacts in efforts to bring about change. Resources Dukeshire, S. and J. Thurlow. 2002. Understanding the Link between Research and Policy. RCIP. Available from www.ruralnovascotia.ca. Dukeshire, S. and J. Thurlow. 2002. A Brief Guide to Understanding Policy. RCIP. Available from www.ruralnovascotia.ca. Porter, R W. and S. Prysor-Jones. Making a Difference to Policies and Programs A Guide for Researchers. Available from: http://sara.aed.org/publications/cross_cutting/policy_programs Sutton, R. 1999. The Policy Process: An overview. British Overseas Development Institute. Available from. www.odi.org.uk/publications. Rural Communities Impacting Policy. 2005. www.ruralnovascotia.ca Voluntary Sector Public Policy Toolbox. 2001. Part 1: Policy Making in Canada and Part 4: Government Relationships in the Policy Development Process. Available from: http://www.ginsler.com/html. C O M M U N I T Y F I S H E R I E S M A N AG E M E N T H A N D B O O K
PART THREE: Concluding Remarks Community-based fisheries management is not only about technical matters such as designing specific fisheries management measures. Community-based fisheries management is also about people’s values, attitudes and beliefs, and how they are reflected in the process of fisheries decision making. Indeed, these are perhaps the most important aspects of community-based fisheries management, and are also usually the most challenging. This final part of the handbook briefly reflects on several themes, ones that have re-occurred throughout this handbook, and that underlie many of the issues and decisions community-based fisheries managers struggle with regularly: Community-based management can succeed Making difficult decisions in community-based management Community-based conservation and stewardship Monitoring and evaluation There is no recipe for community-based management. COMMUNITY-BASED MANAGEMENT CAN SUCCEED Survival of inshore fisheries and coastal communities has long been a preoccupation of community-based fisheries management. The state of local coastal fisheries – whether or not they are thriving, or perhaps simply surviving – is a key indicator of the success or failure of the community-based management approach. Practitioners may feel discouraged in the face of slow progress and a lack of improvement in the state of their fisheries, but it is important to judge success from a wider perspective. Community-based fisheries management is often working within a context of depleted resources, working to reverse a long term decline, and often functioning in a context of increasing privatization of natural resources. Naturally, progress is slow. Yet there are successes. Community-based fisheries management has often helped maintain access to fish for the inshore fishery sector and coastal communities. In the Atlantic Region, for example, community-based fisheries management has kept boats on the water, helped provide steadier incomes, prevented the fishery from becoming an entirely corporate fishery, PAG E 1 2 9
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Community Fisheries Management Hand
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Table of Contents Foreword 4 Acknow
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Foreword This handbook is a unique
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access and effort in the fishery. T
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PART ONE: Community-based Fisheries
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decision-making structures can be b
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Table 1: General principles of comm
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Table 2: Example of Management Func
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the energy required to think, to le
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nity-based management, because the
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WHAT CAN BE LEARNED FROM THESE MODE
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Fishermen may also need support in:
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For larger, legally recognized mana
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Table 3: Management Activities in C
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Chapter One: Access
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munity, has a history of fishing a
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Legal Contracts: Legal contracts be
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scribe ourselves? Responses might i
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Obtaining community and government
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Chapter Two: Fisheries Management P
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HOW TO DRAFT A MANAGEMENT PLAN Deve
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HOW TO SET MANAGEMENT OBJECTIVES 1)
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ecosystem functions in order to ens
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Monitoring and evaluation can be a
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Chapter Three: Harvest Management
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(modelling) to estimate the status
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Limiting the amount of effort per f
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staff to work in the office and sup
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Chapter Four: Compliance and Enforc
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tively - Fisheries Management Plann
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Ongoing Education: Periodic trainin
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lines of lobster traps, persist tod
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Summary Compliance and enforcement
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This chapter covers the following t
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traditional use studies can support
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Collected in the right locations Do
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ten ignored, so unless there is a r
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Table 6: Terms and conditions usual
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Page 92 and 93: Much has been written about economi
Page 94 and 95: Improving Product Quality WHAT IS I
Page 96 and 97: Branding and Increasing Product Rec
Page 98 and 99: Job Creation WHAT IS IT? In communi
Page 100 and 101: within a community. Communities nee
Page 102 and 103: Conflicts are a normal part of huma
Page 104 and 105: Stakeholders should also consider t
Page 106 and 107: Defining community is part of the p
Page 108 and 109: HOW TO DEAL WITH EXTERNAL CONFLICT
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Page 116 and 117: management planning. This provides
Page 118 and 119: Seize opportunities. Look for creat
Page 120 and 121: Be Strategic. Expanding too quickly
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Page 124 and 125: Local Issues The Fundy Fixed Gear C
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Page 132 and 133: THERE IS NO RECIPE FOR COMMUNITY-BA
Page 134 and 135: Chapter Six Can we explain our orga
Page 136 and 137: Dobson, C. 2005. The Citizen’s Ha
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Community Fisheries Management Handbook - Saint Mary's University

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