Problem overview:

     Awareness and visions: Increasing demand for consumption of fish has imposed a strain on marine resources. Without immediate actions taken for conservation, the Government of Japan fears that the resources will soon be depleted; hence 58 marine parks have been established.

     Integrating stakeholders: Fishing communities affected from operation of marine parks have been shown other income opportunities apart from fishing that is to earn income from working with or operating supporting businesses for the park.

Background in summary:

     Marine parks for the purpose of conservation: There are currently 58 marine parks in Japan, designated under the Natural Parks law. Marine parks consist of a core area, surrounded by an ordinary marine area of up to 1-kilometer radius, which acts as a buffer zone. The Marine park zone is preserved, whilst the ordinary marine area is used for park visitors.

     Conflict of interest between conservation and fishing: Although marine parks play an important role in safeguarding the marine environment against impacts from human activities, there has always been strong resistance, especially from local fishermen. They perceive the establishment of a park, which places restrictions on fishing, as being against their economic interests.

     Linking economic interest of fishermen with park management: In this regard, the park management approach adopted for Japanese marine parks has shown that if economic interests of the local fishermen are linked with management practices, this dilemma can be resolved.

     Management scheme is based on involvement of fishermen: Following this concept, management practices are based on the involvement of local fishermen. The park corporation employs staff from fishing communities and earnings from this constitutes approximately 25 per cent of the average fisherman's income.

     Increasing income opportunity for fishermen: Also, the park management purchases fish from local fishermen, who also operate facilities themselves such as souvenir shops or glass-bottomed boats. At Katsura Marine Park, the fishermen's union earns one eighth of its annual gross income from souvenir shops.

     Achieving sustainability: This helps ensure the sustainability of the park, since the local community's economic interests have a direct bearing on the well being of the park.

Peer Review Committee Good practice rating: (1 for the best, 5 for the lowest score)
Sustainability		Efficiency
2	Improvement in either the environment of economic condition with no harm to the other.	2	Cost efficient.
2	Sustainable over time (not one-off)	Process
Adaptability		2	Participation of the community
3	Location adaptability (can the project be done in other places?)	2	Participation of resource owners/users
3	Socio-cultural adaptability.	2	Partnerships between various actors (Governments, NGO, Academia, Private)
3	Level of development adaptability.	-	Degree of coordination and cooperation between government departments.
3	Style of government adaptability.	2	Ability to attract political interest/support
2	Degree of decentralization adaptability.	-	Procedures for feedback and review.
Comments on this example:       The Marine Park Management System demonstrates the economic value that can be gained from good resource management. The fishery community was given incentive to sheer away from fish poaching to another equally interesting income generating alternative, tourism, while fishery resources are being conserved from reduced fish poaching activities.       However, demand for fish consumption in Japan has not been reduced, although supply is on a decline. Meaning that, supply for consumption is being imported from other countries. Therefore, overall fish resources around the world are still being depleted at the same level, just outside the Japanese coastal boundaries. Sustainability of the project:   Adaptability of the project to other situations:       Process of decision making and implementation:   Cost efficiency: