Chapter I Intro & Objectives - SPREP

PHOENIX ISLANDS PROTECTED AREA MANAGEMENT PLAN
Chapter II. Methodology
Draft 1 March 2007
2) Environment and Conservation Department (ECD), MELAD,
3) Attorney General’s Office,
4) Ministry of Fisheries and Marine Resources Development (MFMRD),
5) Kiribati National Tourism Office,
6) USP Research Centre,
7) Ministry of Line and Phoenix Islands Development (MLPID),
8) Kiribati Police Service,
9) Ministry of Foreign Affairs and Immigration,
10) Ministry of Finance and Economic Development.
A one page questionnaire was developed to solicit opinions from the owner of the Phoenix
Islands, the Government of Kiribati. The questionnaire was distributed in August 2006 to
Phoenix Islands Steering Committee members. Follow-up discussions were held with
relevant ministries and departments. A copy of this questionnaire is attached (see Attachment
1). Responses from opinion surveys (see Chapter IV) provided part of the basis for
development of management priorities and proposed actions.
C. FOREIGN STAKEHOLDERS
Do we still want to forward a questionnaire to foreign stakeholders? If so, any suggestions
for format?
Foreign stakeholder inputs – Many global environmental conservation groups have interest
in the conservation of pristine natural areas such as the Phoenix Islands. Relevant
international conservation organizations (CI, IUCN, TNC, TOC, SPREP, etc.) will be briefed
regarding the PIPA’s development. In addition, they will be approached for their views,
perspectives, and wants and desires regarding the management of the PIPA. Their insights
and inputs are important. However, priority or lead agencies for this work are: GOK, NEAq,
and CI.
- other stakeholders are users of the resource (dwfn) when to close 60 or 200nm. Would be
useful to have their concerns noted in order to address them – loss in fishing ground (Govt
can allocate another site or increase catch quota or fishing days, etc – MFMRD can assist)
4. CRITICAL ISSUES
Based on the background summaries and the stakeholder inputs, various critical issues were
identified and summarized in Chapter V on Critical Issues.
5. ALTERNATIVE MANAGEMENT APPROACHES
The critical issues identified in Chapter V provided the foundation from which alternative
management approaches were developed (see Chapter VI).
6. SPECIFIC MANAGEMENT POLICIES AND APPROACHES
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