TABLE 9-4 Examples of Multistakeholder Bodies



Committee on Resources and the Environment (CORE), British Columbia, Canada

CORE established several roundtables in the mid-1990s to act as advisory bodies to the environment minister in the planning for a diversity of forest uses, reflecting “full range of public values.” Each roundtable had representation from some 20 user groups.

Manitoba Model Forest, Canada

One of 10 model forests across Canada (and similar to others in an international network), set up as a demonstration project for the sustainable use of a forested ecosystem; includes a multistakeholder group consisting of the various users and communities who live in the area.

Lofoten Cod Fishery, Norway

A co-management arrangement of long standing (Lofoten Act, 1895) in which the Norwegian government has devolved the fishery to the users (Jentoft, 1989). District committees of fishermen make yearly regulations and deal with user-group conflicts. Organized on gear-group representation and predominantly union based (Jentoft, 2000).

Barbados Fisheries Advisory Committee

A seven-member body set up by the Fisheries Act to advise the minister; it includes the various sectors of the fishing industry—fishermen, fish processors, boat owners, and fish vendors (McConney and Mahon, 1998).

U.S. Regional Fishery Management Councils

One of several regional bodies consisting of government officials and members of the public who reflect various fishery and coastal environmental interests. Charged with developing management plans for fisheries of the EEZ (McCay and Jentoft, 1996).

Great Barrier Reef Management Authority, Australia

The Great Barrier Reef Marine Park Act of 1975 established an authority that has the responsibility to seek out regional stakeholders to discuss management plans. Bodies representing the various uses of the reef, with priority going to those most dependent on the park’s resources, assist with ecosystem-based management of the larger reef area (Kelleher, 1996).

fishing licenses from the government, rather than working for license-holding middlemen (Ahmed et al., 1997).

In more than a decade of institutional experimentation with pilot projects in Bangladesh, four strategies could be recognized. In the government agency-led strategy, development assistance was channeled directly through the government body, Bangladesh Department of Fisheries (Figure 9-2a). However, it soon became apparent that long-term development work in the communities did not fit with the 3-year rotation of civil servants. Hence, the strategy changed after a few years in favor of an NGO-led approach. In some of the communities in the pilot project phase, the NGO played a go-between role (Figure 9-2b). In others, the

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