Page 16 - Himes_2007

ARTICLE IN PRESS
344 A.H. Himes / Ocean & Coastal Management 50 (2007) 329–351

Table 5
Percentage of respondents by stakeholder group citing MPA management interventions
MPA performance indicator Local Fishers Managers Researchers
residents
Context 0 0 0 0
Input 12 12 33.3 4.3
More efficient management (e.g. appropriate 12 12 33.3 4.3
staff, approved management interventions)
Planning 69.2 76 75 69.6
Management better organized (e.g. install 41.8 46 50 30.4
buoys, qualified staff)
Tourism is better organized (e.g. guided trips 32.2 18 41.7 17.4
organized)
Appoint new management body 12.5 26 8.3 4.3
Implement more strict regulations 11.1 22 16.7 17.4
Change the MPA’s zonation 4.8 14 8.3 4.3
Implement less strict regulations 3.4 8 0 0
Process 27.4 46 41.7 30.4
Community is involved in management, 30.8 30 50 13
enforcement
Management supports local traditions 1.4 0 8.3 8.7
Output 73.6 60 75 82.6
Increase enforcement 38.9 66 41.7 26.1
Increase community education and available 33.7 20 75 43.5
information
Increase publicity of the MPA 14.9 0 33.3 4.3
Clean up pollution and provide means to 11.1 8 8.3 0
dispose of solid waste
Implement user fees 4.8 2 25 4.3
Research and knowledge gathering 4.3 0 8.3 26.1
conducted
Decrease enforcement 0 2 0 0
Outcome 19.7 14 16.7 34.8
Local benefits realized (e.g. locals given 11.5 26 33.3 0
work)
Decrease prices in general 8.7 0 0 4.3
The numbers represent percentages of respondents in each stakeholder group (N ¼ 50 fishers, 208 local citizens, 12
MPA managers and 23 researchers).

(Table 4), management interventions still concentrated on planning; however, much more
importance was given to management outputs and processes (Table 5). This should be
expected since the outcomes that were cited stakeholder visions of ‘success’ should be
automatic derivatives of the planning, processes and outputs of management.
The differences between stakeholder groups become more apparent in an analysis of the
components of these general categories. As in the question regarding the respondent’s
vision of a successful MPA, a striking result was the variety of suggestions given and the
number of new regulations that were proposed. However, like each group’s vision of
‘success’, the four stakeholder groups differed much more in their priorities for how the