Abstract:
In recent years, marine reserves (areas of the sea where no fishing is allowed) have enjoyed increased popularity with scientists and agencies charged with management of ocean and coastal resources. Much scientific literature documents the ecological and biological rationale for marine reserves, but scholars note the most important consideration for successful establishment reserves is adequate involvement of the relevant stakeholders in their designation. Current guidance for proponents of marine reserves suggests that to be successful, reserves should be designated using "bottom-up" processes favouring cooperative management by resource-dependent stakeholders, as opposed to "top-down" approaches led by management agencies and international conservation organizations. However, there is a dearth of guidance as to how to identify relevant stakeholders, and what constitutes adequate engagement. New Zealand provides a unique opportunity for study of the two different approaches, with examples on both ends of the spectrum. The recent establishment of the Auckland Islands (Motu Maha) Marine Reserve under the designation framework provided by the Marine Reserves Act 1971 demonstrates a "top-down" approach; the designation of eight marine reserves as a component of the Fiordland (Te Moana o Atawhenua) Marine Management Act 2005, legislation that marks the culmination of a lengthy community stakeholder negotiation process, demonstrates a corresponding "bottom-up" design. A comparison of the two approaches elicits issues relevant to managers in considering designation approaches to follow in comparable situations elsewhere. In this thesis, the author identifies and categorizes potential stakeholders by applying a framework modified from World Conservation Union ("IUCN") stakeholder assessment processes adopted for terrestrial reserves and guidance for establishing marine protected areas. The researcher describes the two designation processes using a case study methodology, relying on secondary research materials and primary data from targeted interviews. The analysis considers relative relevance of the groups using a stakeholder model developed in the corporate social responsibility movement of the management field. In closing, the author proposes a heuristic model for managers to use when analysing stakeholder dynamics in future marine reserve designations when considering whether to use a "top-down" or "bottom-up" approach.
