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International Journal of Marine Science 2015, Vol.5, No.6, 1-7
http://ijms.biopublisher.ca
5
who are new in the fishery are more positive with the
performance of BMUs in project initiation than those
who have stayed long in fishery. Crew members are
more positive towards BMU performance in collecting
revenues, conducting meetings and data collection than
other occupation in the fisheries.
Table 2 Ordinal regression results on perceived BMU performance in activities
Years in
Fishery
Age
Gender
Boat
owners
Crew
Fish
Trader
No
Schooling
Primary
education
Pseudo R
square
Formulation of by-laws
0.095
-0.109 17.965
-17.818
-0.797
0.262
1.928
0.623
0.165
Patrolling fishing ground 0.025
0.013 -0.434
1.285
0.514
-0.485
-0.355
-0.984
0.13
Confiscation of gears
-0.118
-0.088 17.942
0.409
-0.976
0.068
-15.689
-1.206
0.189
Prosecuting offenders
0.02
-0.058 -34.285
3.626
3.246
2.771
-33.326
-33.82
0.152
Arresting offenders
1.523
-3.644 44.689
-41.279
-78.317
-30.494
14.083
-26.334
0.248
Resolving conflicts
-0.025
-0.131 -34.585
37.396
18.109
18.295
-29.941
-18.471
0.208
Collecting revenues
0.042
-0.012 19.13*** -20.28*** -21.793*** -20.877
-20.143
-0.981
0.179
Conducting meetings
0.037
0.016 -0.192
16.45***
16.052*** 16.434
-18.188
-1.082
0.084
Data collection
0.1
0.023 -1.146
16.674*** 16.697*** 16.825
-1.63
-2.742*
0.159
Keeping inventory
2.133
-6.982 -0.261
15.165
-118.028
-110.618 76.75
-101.198 0.248
Project initiation
0.143* -0.07
-1.252
16.771*** 17.4***
18.035
-0.939
-2.55*
0.262
Note: (*) if p<0.05, (**) if p<0.01, (***) if p<0.001
Results from the Key Informant Interviews
The objective of the key informant interview was to
seek views on; Availability and accessibility of credit
services and facilities. Main source of income for
majority of people at the landing sites Actions taken
by the BMU to manage fishery Development
programmes that the BMU have initiated to generate
income and reduce poverty among fishers
Achievements made by the BMU since its formation.
Challenges facing BMU operations.
Responses from key informants revealed that none of
the BMUs had neither established credit services nor
lobbied for its members to join any through which
fishers could get loans and make savings. In addition,
none of the BMUs had operational development
programmes to generate income for its plans and has
no projects aimed at reducing poverty among fishers.
The only development project established by previous
Kayenze BMU leadership collapsed after the election
of new officials. Nevertheless, there are informal
savings schemes started and operated by fishers
themselves without support of the BMUs. Only
Kayenze BMU indicated to have been awarded tender
some years back to collect revenues on behalf of the
local government and this was awarded courtesy of
the district fisheries officer. The main source of
income to majority of people around these landing
sites according to key informant are fishing followed
by farming and keeping of livestock.
The key informants noted that the BMUs have
formulated by- laws to govern fisheries and fishers’
behaviour, confiscated some of illegal fishing gear and
created awareness to fishers on fisheries management
measures. However, there was mixed reaction on
patrolling fishing ground and conducting BMU
committee meetings as only respondents from
Kayenze BMU indicated to have conducted one patrol
in the last three month prior to this survey and holds
periodic committee meetings. But, have failed to hold
assembly meetings (quarterly) as stipulated in the
guideline. None of the BMU had put up measures to
control migrant fishers from other landing sites. The
informants also described improved hygiene and
sanitation at the landing sites and conflict resolution
as the major achievements that have been experienced
in these BMUs since formation. Lack of equipment
and inadequate funding, insufficient training for new
officials and inadequate support from other
stakeholders in co-management were highlighted as
some of the challenges facing BMUs in executing
their activities.
Discussion
Local assessment of opinions is important in
identifying potential areas of weaknesses and directing
management strategies to be more effective. This is so
because different actors perceive and engage in
management and respond to governance strategies
differently (Evans, 2009). However, it is not the