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International Journal of Marine Science 2013, Vol.3, No.46, 389-401
http://ijms.sophiapublisher.com
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inter-organizational linkages for multiple use
management. Many ICZM experts write about how
integration could be achieved, for example Brochier
and Giupponi (2001) emphasize that the establishment
of a steering committee with representatives of
different interests is required to guide and coordinate
the ICZM process. Furthermore, Pedersen et al. (2005)
support the view that a key element in the
implementation strategy of the ICZM project has been
to carry out the work through the establishment of
structure (e.g. Forum or Task Force) based on
members from key agencies. The members of the
forum should be chosen after a stakeholder analysis.
Belfiore et al.(2006) and Jennings and Lockie (2003)
highlight that the aim of the stakeholder analysis is to
identify all organizations and individuals who have:
z
Management responsibilities;
z
Power to influence the decision-making process; and
z
Role to implement the decisions.
Pedersen et al. (2005) also stress that if key
stakeholders are not involved in the ICZM programme,
they may block the implementation of decisions. So,
the cross-sectoral participation is seen as a mean of
contributing to the establishment of coastal zone
management networks among stakeholders and
ensures their involvement in the ICZM process. In the
same way, Barker (2005) argues that to achieve
integration in coastal management, any forum must
take a participatory and inclusive approach and tend to
follow a systematic process towards collaboration. For
instance, the coastal forum should be built on the
‘consensual planning approach’, whereby drafts of
proposals and plans are available for comment before
publication, which allows for the views from the top
and bottom of the decision-making process as well as
the stakeholders to be included (McGlashan, 2002).
In addition, Sekhar (2005) argues that the mechanisms
to achieve integration must recognize that all economic,
physical and social systems are interconnected.
Collaborative management and planning are therefore
the key elements of a future integrated coastal
management plan (Rutherford et al., 2005).
In fact, several institutional approaches are possible to
achieve integration in coastal management. The World
Bank (1996) identified several inter-agency coordinating
mechanisms including:
z
A national planning agency;
z
Formal establishment of an inter-agency or
inter-ministerial council;
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Creation of a special coordinating commission or
committee; and
z
Formal designation of one of the line agencies or
ministries to act as ‘lead agency’ and to oversee
an interagency coordination process.
For example, Foster and Haward (2003) have
recognized a number of key approaches for enhanced
integration which have been implemented in
Australia’s Oceans Policy, such as:
z
Establishing a National Coastal Advisory
Committee to advise the Minister in charge of
coastal zones on relevant issues;
z
Establishing a Coastal Coordinating Committee
(for horizontal integration);
z
Establishing an Intergovernmental Technical
Committee (for vertical integration);
z
Introducing public awareness programmes as part
of the Coastal Action Plan initiative to promote
better communication; and
z
Creating coast-net, an electronic communications
network designed to facilitate exchange of
information between researchers and managers.
Moreover, Cummins, Mahony and Connolly(2004)
have highlighted that the network approach is the key
to the success in implementing ICZM rather than a
sectoral approach. So, establishing a coastal
network provides opportunities for networking to
keep up to date with coastal issues and progress
with the ICZM. In addition, establishment of coastal
zone management networks among stakeholders
ensures their involvement in the ICZM process
(Pedersen et al., 2005).
Finally, by reviewing the many documents that offer
guidance on how to enhance integration in coastal
management; it could be concluded that there are many