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”.