海管导论.ppt

Nature and function of provincial level of government Nature and strength of local and community levels of government Relative strengths of executive and legislative branches Nature of government bureaucracy Relative strengths of political parties and other interests, private and public Relative roles of local communities, nongovernmental organizations, and major coastal and marine stakeholders, including indigenous peoples Level of tourism development * Executive:行政上的; bureaucracy:官僚 Virtually every country differs with respect to a number of variables: Of course, this list could be much longer. The point is that nations and their governments can differ in countless ways, many of them important to the sound and effective management of the coastal zone and its resources. Clearly, to be successful, any government program must be adapted to these realities. This is especially true with ICM because a program’s ultimate success depends on building positive working partnerships among the various levels of government and the sectoral programs active in the coastal zone. * any government program must be adapted to these realities It goes without saying, therefore, that the task of designing an ICM program appropriate for a given nation must be in the hands of those with a good understanding of the nation and its realities. Since this breadth of understanding is unlikely to reside in any single individual or government agency, a team of experts with vaned backgrounds and experience is generally needed to design an ICM program to fit the unique context, needs, and realities of a particular nation. The composition of this team and the talents it brings to the task are central to the success of the resulting ICM program. * Vane:瞄準板 Over the two and one-half decades of its existence, the concept of coastal management has attracted several names and corresponding acronyms. The 1972 legislation in the United States, the earliest national attempt at managing coastal zon