The Human
Dimension of Coastal Management: Linking Social
Development & the Environment
DESCRIPTION
In
2004, nearly 50 percent of the world’s
population, or 3 billion people, lives within
100 kilometers of the coast. By 2015, that
number will only go up, as three-fourths of the
world’s megacities will be located on the
coastline. Statistics of this nature only
highlight the importance of coastal management,
one of the many interdependencies between social
development and the environment. Coastal
management is a continuous decision making
process for balancing sustainable use
development and protection of coastal and rain
resources. In the last decade, its focus has
been on integrated coastal management — working
among the multiple sectors that are involved in
coastal areas, from upland forestry and
factories to fisheries. It also encompasses the
idea of a land-sea watershed ecosystem and a
focus on stakeholder participation in
management. On May 19, 2004, Leah
Bunce , a member of the ENV Blue Team of the
US National Oceanic and Atmospheric
Administration (NOAA), discussed with colleagues
at the World Bank the role of social sciences in
coastal management. Marea Hatziolos , a
senior environmental specialist in the Bank’s
Latin America region, and Reidar Kvam , a
coordinator from the Social Analysis Office, sat
in on the presentation as facilitators. Bunce
offered four major challenges for coastal
management. First, the oceans are typically seen
as common-pool resources. The idea of the
freedom of the sea leads individuals to have no
incentive for controlling their activities,
ending with the tragedy of the commons. Second,
many activities drastically affect the marine
environment. Upland actors rarely see and
realize the impact of their actions on the
ecosystem. The third challenge is the population
problem mentioned earlier. Finally, there is
typically an emphasis on natural environment
rather than the social one — that is, protection
of habitats or species is usually more common
than the protection of entire ecosystems.
Coastal managers need to see the
importance of the human dimension, Bunce
explained. “By understanding people’s behavior,
you get a better sense of what are the threats
to coastal and marine environments,” she said.
Resources often have cultural, historical, or
religious significances that must be considered.
In addition, management must be tailored to the
local context. An example she offered was a
marine-protected area in Indonesia, where there
were signs explaining to residents what was the
purpose of the site. A basic demographic study
would have revealed that over 70 percent of the
local people were illiterate. An
increasingly popular approach to resolving
problems with unsustainable use is to develop
alternative livelihood programs. There are often
problems in terms of switching, however — many
people need the money so they do not actually
switch to a new livelihood, but add it as a
second job. More often than not, though, these
programs are not comprehensively analyzed and
residents lack the capital and the business
development skills to be successful.
Bunce heralded social science as a great
mechanism for encouraging stakeholder
participation. The incentives, markets,
regulations, and threats all tie in with
sustainable livelihoods and healthy resources,
she said. They involve a range of expertise from
economists, sociologists, natural scientists,
and governance experts. Bunce concluded by
looking at the various opportunities for
sustainable development collaboration already
existing at the Bank. She urged higher level
strategic planning through social analysis, and
encouraged midterm reviews and final evaluations
once implementation takes place. Two suggestions
were to develop environmental strategy notes and
to hold more discussion forums on issues in
social development and the environment.