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Book (series)Report of the FAO Workshop on Governance of Tenure for Responsible Capture Fisheries, Rome, 4-6 July 2011 2011
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No results found.The Workshop on Governance of Tenure for Responsible Capture Fisheries was convened by the FAO Fisheries and Aquaculture Department in collaboration with the Land Tenure Unit of the Natural Resources and Environment Department to generate inputs and guidance on the contents and process of developing fisheries sector specific implementation guidelines on the Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Securi ty. The workshop reviewed the experiences of tenure arrangements in different regions, fisheries and socio-economic settings around the world and listened to the voices of fishers on their perspectives of tenure in fisheries. These voices and case study findings together with other experiences and demands by fishworkers’ organizations informed the principles and good practices identified by the workshop participants on governance of tenure for responsible capture fisheries. There was a consensus that secure tenure arrangements for the use and management of fisheries and other resources lead to more desirable outcomes in terms of resource use and sustainability. Tenure governance goals should be orientated towards improving food security and/or livelihoods, contributing towards well-being. Tenure arrangements that align use and management provide good incentives for sustainable use. Tenure arrangements can and should accommodate diversity. A specific focus should be given to equity issues, e.g. who holds fishing rights, which are crucial to community well-being, food security and poverty alleviation, and how tenure impacts on social, economic and human rights. -
ProjectBiosocioeconomic Assessment of the Effect of the Estuarine Set Bagnet on the Marine Fisheries of Bangladesh - BOBP/WP/94 1994
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No results found.The estuarine set bagnet (ESBN) fishery of Bangladesh is one of the country’s niost important traditional fisheries and a large population of small-scale fisherfolk have been dependent on it for a long time. In the last two decades, the introduction and rapid expansion of the bottom trawl fishery and of shrimp culture have contributed to problems of interaction and competition among the fisheries which exploit the same penaeid shrimp and demersal finfish stocks. The traditional, but less effic ient, ESBN fishery has not only become vulnerable, being likely to be affected by other fisheries, but may also be destructive to small penaeid shrimp and some of the finfish resources that these other fisheries exploit. The Department of Fisheries, Bangladesh, decided to investigate this issue and the Bay of Bengal Programme (BOBP) was requested to assist. The study was funded by the United Nations Development Programme (UNDP). Bioeconomic and socioeconomic surveys were undertaken in 1989/90 an d a National Seminar was held in January 1992 to discuss the results. Because of the interactive nature of many of the marine fisheries, it was necessary, for the assessment and management of any one fishery, to consider the other fisheries exploiting the same resources. Therefore, in addition to the estuarine set bagnet fishery, the fisheries employing marine set bagnets (MSBN), trammelnets (TRN), beach seines (BS), bottom longlines (BLL) and trawlnets (TWL), as well as shrimp fry-collection using pushnets (PN) and dragnets (DN), were investigated. These studies have been documented separately in BOBP working papers BOBP/WP/89 Studies of Interactive Marine Fisheries of Bangladesh and BOBP/WP/90 — The Socioeconomic Condition of the Estuarine Set Bagnet Fisherfolk in Bangladesh. The present paper is based on the results and findings of these publications and assesses the biosocioeconomic impact of the ESBN fishery on the other marine fisheries of Bangladesh. The working papers mention ed provide additional information on the respective fisheries. -
Book (stand-alone)Primary survey of Beach Management Units (BMU) in the Kenyan coastal marine fisheries 2012
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No results found.Beach Management Units (BMUs) are the backbone of fisheries co-management in Kenya, led by the Fisheries Department, Ministry of Fisheries Development. Enactment of BMU Regulations, 2007 has provided necessary legal framework for the BMUs to operate and about 73 BMUs have been formed in the Coastal region of Kenya since their introduction in 2006. Implementation of Regional Fisheries Strategy for ESA-IO, commonly known as Smart Fish has initiated a BMU Evaluation Framework in the Kenyan coastal marine fisheries as a pilot project, in its quest to accompany the BMU process in the ESA coastal and riparian countries. The overall objective of the evaluation was to assess the performance of BMUs in the Kenyan coastal marine fisheries. Specific objectives were: i) to assess the organisational performance of BMUs, ii) to verify critical conditions for BMU success, iii) to assess individual BMU member achievements and iv) to assess lead institution governance performance. Sampling targeted 34% of coastal BMUs situated along the 600 km Kenyan coastline. The coastline is traversed by five counties namely, Kwale, Mombasa, Kilifi, Tana River and Lamu. Structured interviews (Likert six-point scale) and Focus Group Discussions were held with BMU representatives, including executives and individual members. Structured interviews were also done with senior Fisheries Officers in each county. Standard evaluation criteria approaches of effectiveness, efficiency, relevance and other factors such as governance, socioeconomic benefits, human resource development and sustainability were employed. In particular, factors considered included organisation performance, performance assessment, critical factors for success, authority, leadership, political vision and adequacy of resources among others. Aggregated indices (arithmetic mean and 3.5 benchmark) on each item were calculated and plotted in bar graphs while descriptive data was analysed thematically. BMU performance findings were groupe d into four major categories namely; organisation profile, organisation performance, critical success conditions and individual BMU led achievements. A further breakdown of the last three factors resulted into 22 key performance, namely; jurisdiction (satisfactory), adaptability (satisfactory), organisational adequacy (satisfactory), democratic practices (satisfactory), social-cultural considerations (satisfactory), cooperation (satisfactory), collaboration (satisfactory), communication (satisfa ctory), mutual trust (moderately satisfactory), participation (moderately satisfactory), networking (moderately satisfactory), leadership (moderately satisfactory), conflict resolution (moderately satisfactory), representativity (satisfactory unsatisfactory), cohesion (moderately satisfactory), inclusion (moderately satisfactory), effectiveness (moderately satisfactory), resources (moderately unsatisfactory), efficiency (moderately unsatisfactory), relevance (moderately unsatisfactory), enforcem ent (moderately unsatisfactory) and cost/benefits (unsatisfactory). These former nine factors can be considered as major constraints to BMU survival.
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