Page 10 - HimesAH(2007)

assign importance to a mixture of management components. This follows the theory that
Boncoeur and Mesnil (2000) present regarding Charles’ (1992) triangle of paradigms. No
stakeholder group’s interests can be expected to fit into only the social, conservation or
economic paradigm. Instead, the performance indicators and management interventions
suggested by fishers cross boundaries between these three management paradigms to create a
unique set of criteria for management that each individual upholds. In this way, it is
reasonable to hypothesise that fishers in the Egadi Islands, and as well as members of other
local stakeholder groups, consider multiple management criteria and objectives on a regular
basis.

This hypothesis also sheds light on an additional problem. How do stakeholder
defined performance indicators differ from a priori developed indicators? Managers are faced
with a number of choices regarding how to assess the performance of de facto management
and how to then increase its effectiveness. The sole use of managers’ personal experience and
previously developed theories regarding MPA ‘success’ lies at one extreme. At the other lies
stakeho lder defined and controlled evaluat ion of management effect iveness. Under this point
of view, management evaluation and the selection of performance indicators must combine
the two extremes; both user groups, such as local fishers and managers must monitor and
evaluate management together in order to achieve a well­rounded protected area. From the
start, the process of management should be aimed at reaching consensus about the multiple
objectives, criteria and targets that are utilised to design management interventions.

Another noteworthy finding is that the differences in fishers’ perceptions and opinions
in the EIMR indicate that similar differences are probable both between and within the other
stakeholder groups present in the EIMR. This could be significant enough to negatively affect
the overall potential of obtaining a successful MPA in the future. The preferences elicited from
EIMR fishers present a wide variety of potential indicators for what is needed to make the
MPA successful. This becomes even more complicated when preferences for management are
obtained from all stakeholder groups and when those preferences are in conflict with the MPA
managers objectives. Whose preferences should be weighted more?

It is expected that if local stakeholders are given the opportunity to participate in
management and decisio n­making, then their interests will be inherent ly need to be included
in future management interventions. Given this, a protected area can more easily gain social
acceptance and begin to perform well. But if stakeholder interests and objectives are in direct
conflict with one another, how is the achievement of MPA objectives and targets affected? In
such cases, is it possible for a protected area to ever become an overall success? As the
marine environment and stakeholder interests constantly change and evolve, so does the
concept of ‘success.’ With this argument it becomes clear that the concept of ‘success’ will
always remain relatively elusive. The purpose then of the present research, while designed to
discuss fisher identified opinions of and preferences for management, is to bring to light the
argument that stakeholder preferences must be uncovered and included in management
decisions if an MPA is to be considered successful.

Conclusion

To develop successful MPA inst itutions and polic y, management object ives must be defined,
targets set and evaluations done to monitor the overall achievement of those targets.
Frequently, MPA governing bodies have taken on these responsibilities in their attempts at
management. More often than not, however, managers fail to recognise and enccompass
stakeho lder opinio ns in their attempt at realising a successful MPA. Individual stakeho lders in
MPA management often exhibit conflicting needs and interests. Consequently, conflicting