In My Opinion ...

In my opinion ... The fisheries sector has the potential to become an important tool in the diversification of our economies. However, given the apparent state of exploitation and the current economic importance of the marine fishery resources of the eastern Caribbean, it is timely to consider the development of a new approach to managing these resources. In the OECS, the concept of Island Systems Management (ISM) is seen as the new paradigm for the management of the natural resources of Small Island Developing States (SIDS). This approach applies a participatory, multi-sectoral strategy within an appropriate institutional and legal framework for integrated resource management, and gives cognisance to the fact that small islands are influenced by their surrounding marine environment and themselves impact the seas around them in a time frame much shorter than for larger land masses. Within this framework, management efforts are geared towards mitigating not only the deficiencies with regard to one specific management issue, but rather combining the “treatment” to combat all the symptoms of the “disease”. The fisheries industry is globally considered over-capitalised, however in my opinion, the fishing industry in the Caribbean has been “badly capitalised” rather than “over-capitalised”, notwithstanding accepting that the near-shore fisheries are most likely over-exploited. Fishery science has, until recently, paid inadequate attention to the management and development of the industry within a holistic framework. The need for a fisheries (the industry as a whole) assessment, as opposed to stock assessment, is required to have a comprehensive and holistic view of the industry; to better inform a development policy and management plan for the fisheries industry, i.e. objective driven rather than driven by simply the assessment of the fish stocks. The overemphasis on stock assessment has diverted attention away from fishery assessment, and the consequent implementation of a development policy and strategic plan for the entire industry. ISM will facilitate the comprehensive and holistic view of the industry, diverting attention more towards the stated developmental objectives of the country and the role that the fisheries play in attaining those objectives. ISM also involves increasing the participation of fishery managers in the development control process thereby ensuring that due consideration is given to the impacts of development projects on fisheries resources; and, the direct and indirect impacts that agricultural and construction practices can have on the near-shore marine habitats. Legal instruments also become important in this instance since there is a need to regulate the activities creating externalities. Rigorous enforcement of regulations needs to be coupled with the use of the consultative process to increase awareness of all stakeholders to the long term impacts of destructive fishing methods; the participatory approach can lead to a change in attitudes reducing the need for enforcing regulations. Educating stakeholders, particularly fishers, and engaging them in discussion may convince them to make the types of changes that would lead to a reduction in the deleterious impacts of fishing. Consultation with and discussion among fishers in the right fora would increase the chances of voluntary changes in fishing practice.

Within an ISM framework, and in the context of a national participatory approach to resource management, co-management arrangements are means of encouraging good governance of specific fisheries. In Eastern Caribbean it is accepted that co-management is “the sharing of power and responsibility in the exercise of resource management between a government and a community or organisation of stakeholders”. With such a system in place, benefits will accrue to those organisms which inhabit the near-shore and are more susceptible to the ravages of destructive fishing gear, pollution, and other types of developmental impacts. Additionally, involvement of all stakeholders may help facilitate the process of conflict resolution. Of course, co-management and true stakeholder participation may be constrained by the existing structure of the public sector in the region. For co-management to really take root, public sector reform must be must take place parallel to, and in support of, the ISM framework with the devolution or sharing of power being accepted as a necessity for good governance, rather than a loss of “turf”.