Certified membership of participating dive centres is granted after the first assessment, a joint decision on three realistic actions to implement, and the possibility to become one of the 10 top members are good incentives to improve environmental awareness and eco-friendly dive operations. If no improvement is recorded after two yearly assessments, free membership can be suspended or withdrawn from a dive centre – a valuable quality control tool. The annual Green Fins training and associated environmental consultation on how to implement the three feedback goals over the next year is a success factor. This assessment can balance lack of legal frameworks governing tourism industry practices and deficiencies in monitoring and enforcement capacities of local governments. The Green Fins systems encourage local dive and snorkel centres to unite and work together on local environmental issues and develop strategic outreach campaigns to address these issues.

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Assistance from partners can help to balance shortcomings from government authorities and institutions. Cooperation with civil society organisations has demonstrated significant contributions, particularly in the field of capacity development. It is important to liaise with cooperation partners for technical support in providing orientation about the nature of FARMCs and to adjust their input and contributions appropriately to meet needs and capacities of beneficiaries.

The recognition of good work and leadership is appreciated and helps to sustain if not boosting participation, commitment and engagement of FARMC stakeholders and coordinators. It enhances partnership and cooperation amongst group members and creates healthy competition amongst FARMCs. Champions act as models for emulation and inspiration of other and new FARMCs. It is, however, important to establish a transparent and equitable evaluation and awarding process.

Capacity building increases the council’s knowledge and expertise. Confidence thus acquired boosts commitment and participation of beneficiaries thus contributing to increase achievement of objectives set. Site-specific training for core group building proved useful to enhance leadership capabilities of FARMC leaders. The design of all interventions at community level making understanding easy, particularly for participating fisherfolk created awareness among stakeholders of the important role that they play in resource management in their localities. Stakeholders turned from distant beneficiaries of a governmental programme into active participants in its implementation.

Regular consultation and consideration of input from stakeholders at community level, including fisherfolk and their leaders from formulation of implementing guidelines up to policy implementation is a key factor for ownership and empowerment. Involving resource users in the management process makes them aware of resource status and need for proper management to sustain the basis for their livelihood. Awareness favours active participation, cooperation and compliance with rules and regulations. Contributions of fisherfolk and other resource users based on their local knowledge and long experience in the target area are complementary to scientific and technical expert input. Financial valuation of ecosystem services makes aware resource users of the economic importance of ecosystems that they rely on. It is effective in helping decision makers and managers to prioritise fisheries and aquaculture.

Resource users, when given the right opportunities in a proper context can be partners of the government for the management of fisheries and aquatic resources. They can be responsible resource users and be active participants in efforts targeting sustainable use of marine resources. Adequate support mechanisms in terms of a legal framework and definition of responsibilities and authorities, technical expertise, funding and logistics are needed to make co-management successful. Co-management poses many challenges requiring perseverance, commitment and strong conviction of all partners and stakeholders to overcome the many constraints and difficulties for planning and implementing co-management.

The support provided by governmental agencies and fisherfolk from local communities, including their leaders is a paramount factor of successfully establishing the FARMC and implementation of the programme. Due to the legal framework and the strong cooperation and participation of all stakeholders concerned, government agencies and entities that were first unwilling to share power could be convinced to cooperate. However, this is a challenging process. Solutions for inadequate financial and logistical support due to the lack of programme funding, and lack of technical personnel to provide assistance are common problems that need to be taken into account during the planning, inception and implementation phases. National and international partner organisations may be alternative options to be assessed.