In areas that are accessible to fishers, commercial lionfish fishing presents the most feasible means to achieve lionfish removal at the frequency and high volume required to suppress populations.

Initially, fishers face a large opportunity cost in targeting lionfish over traditionally caught species due to the risk of a lionfish sting, which may cost a fisherman up to 24 hours of fishing time. This is exacerbated by an uncoordinated market and inconsistent demand, and in some cases a low willingness-to-pay for lionfish by consumers. Therefore, willingness-to-pay for lionfish must be higher than traditionally caught species. Restaurants also require access to a consistent supply of lionfish (and regular demand from customers) before including it on their menus.

Key actions:

• Safe-handling demonstrations for fishers provide practical training in
  • adapting fishing techniques to target lionfish
  • simple first aid for lionfish stings, overcoming concerns of envenomation
• Support to restaurants and seafood distributors seeking to purchase lionfish by linking fishers to buyers and offering marketing assistance through menu inserts and posters.
• A social marketing campaign targeted at consumers to increase demand and willingness-to-pay for lionfish

Most management plans focus on ensuring the maintenance of healthy, functional ecosystems, through direct management of the marine environment, surveillance and enforcement and direct biodiversity management interventions. In order to achieve this, surveillance and enforcement programs have been supported and strengthened in the four protected areas of the initiative. Basically, the support has been focused on the economic provision so that patrols can be developed continuously. By providing funds to a regular number of patrols, the Protected Areas can secure matching funds with other organizations and develop inter agency patrols. Also, while increasing presence in their areas, the Protected Areas have managed to acquire greater credibility and trust among local actors/fishers, resulting in collaboration from them assuming the role of community rangers and providing information regarding overfishing, illegal fishing and illegal fishing methods.

Monitoring programs provide ongoing information on the state of the marine resources that can be used for adaptive management, to assist in prioritizing monitoring and research activities, and to inform management decisions. Populations of key conservation species were monitored to assess the success of MPAs, e.g. coral reef fish larvae have been monitored to determine the connectivity among protected areas of the MAR. Also, the baseline for mangrove and sea grass cover was established in the four protected areas. The resulting datasets and subsequent analyses provide essential information to inform adaptive management strategies and assess the management effectiveness of the marine protected area. The monitoring programs also included capacity building activities for staff, rangers and community members to conduct research and monitoring as well as to improve support for conservation activities.

When coastal communities are collaborating towards the conservation of fisheries resources that surround them, it is necessary to provide them an alternative which they can live on. Somehow they need to be recognized for the effort they are doing by not extracting the resources and respecting it for a common property. Such economic alternatives depend on the dynamic of the area, the skills of the communities and the needs of the people that visits these communities. Several types of alternatives have been supported with the project. Some of these are:

• Protect our Pride. This initiative has trained and certified local youth of Roatan to become diving service providers in the island, which is the number one activity for tourists.
• Local stores. In Guatemala, three communities that supported and participated during the establishment of three fisheries recovery sites requested support to build local stores, one in each community, to create a local income.
• Cultural kitchen. In Belize, the group of women of the Punta Negra village was supported with the construction and equipment of a community restaurant that provides meals to every tourist that visits this beautiful site.

The strengthening of the protected area managers of the four project areas is fundamental to this approach. There has been a special focus on capacity building in order to better prepare them for upcoming challenges. Capacity building activities addressed not only specific technical topics, but also how to approach and work with strategic partners. This was done through several meetings between authorities and stakeholders and resulted in the promotion of local partners in each of the protected areas that cooperate with the administrator providing their expertise and supporting the management and sustainable use of natural resources. Among these actors are municipalities, NGOs, fishing communities and other authorities.

The Coral Triangle Center developed an entrance fee system formalized by District Regulation based on a ‘willingness to pay’ survey. The survey indicated that tourists visiting Nusa Penida would pay between USD5 – USD10 per entry. However, the District Government only approved to collect USD1 per visit to avoid decreasing numbers of tourists. In the first year, the collected fee sums up to USD140.000. The 20-year business plan for the MPA, however, indicates the need USD600.000 per year (minimum scenario) and USD800.000 per year (maximum scenario). Thus, currently the entrance fee is covering about 25% of the cost of the MPA management (minimum scenario). The District Government will increase the free gradually to USD5 in 10 years. Assuming 200.000 visitors per year, the entrance fee will reach USD1 million per year, even higher than the maximum scenario costs. Another source of income to cover 20% of the management cost comes from Government budget, souvenirs and merchandise, education trips and collaboration with NGOs and other donors. In addition to rising management costs, the current challenge includes the transfer of authority and tasks such as collecting the entrance fees from the District Government to the Bali Provincial Government due to changed national law.

Accompanying fishermen on the initial ecotourism trips provides further training and allows for regular feedback from tourists. In case manta rays are observed, snorkelling and free diving is conducted. Location and time of encounter is registered, and, if possible, a photograph of the ventral surface is collected for photo-identification. Manta sightings are recorded in a database. Ecotourists are thus able to support research during their boat trips, serving as citizen scientists providing ongoing information about the local species population. Fees paid by ecotourists provide an additional income to fishermen, while encouraging manta ray conservation.

A simple market analysis was conducted in order to define marketing strategies for ecotourism services, together with artisanal fishermen. Partnerships were also established with local tourism agencies and the regional government to promote these services. Flyers were designed and handed out to advertise trips and showcase manta ray conservation. Workshops in local schools and dissemination through local press also promoted manta ray conservation and presented tourism alternatives. In addition, a proposal for national protection of Giant Manta Rays was presented to national authorities, which will contribute to protecting this valuable tourism resource.

Two fishermen groups were selected to receive funding to develop ecotourism services, and receive support to acquire the required tourism permits. Necessary infrastructure, including boat refurnishment, life jackets, snorkels and masks, was identified by artisanal fishermen and the local Coast Guard. Agreements were signed with fishermen and the necessary equipment was provided through zero-interest micro-loans. Regular meetings with fishermen provided follow-up and personalized mentorship regarding ecotourism development and environmental leadership.