Coastal Management Case Study

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Research question: Is marine and coastal management in Victoria truly integrated?
Introduction:
Marine and coastal zones have always attracted humans and their activities because they are one of the most dynamic regions on the earth due to the array of habitats and ecosystems(Europa). The attractiveness of marine and coastal zones based on their charm and abundance of resources make them appealing for humans, which transforms them into destinations full of living benefits (Europa). This includes a proportion of residential populations, recreational and tourism hubs, vital economic activity centres and the site of transit points (Europa).
However, the continuing disproportionate encroachment has brought pressure and conflict to areas where
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There are many meanings behind the IMCZM and the concept is still being developed, however there is overlap in certain ways. The definition of IMCZM is a “process for handling and operating all marine and coastal issues in outline plans, with the integration of levels of government, various stakeholders, ecosystems and times of duration” (SOE, 2016).
This is important within the context of environmental sustainability because it allows for opportunities to collect and build information and data to address the issues that will be useful for creating and outlining management strategies and observing the plans of operation (SOE, 2016) (CBD). This involves collaboration with various stakeholders as they work together and support each other to achieve the goals SOE,
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Approximately 60% of the coast is currently protected with various parks and conservation reserves (Wescott, 2018). 80-85% of the Victorian population follow the world trend of living on the coast and 70 million people visit the coast each year, only 3-4% of coastline is urban built zone (Wescott,2018).
While 96% of the shore is public land, only two-thirds of it is managed by Parks Victoria with involvement from conservation groups and 30 local volunteer coastal Committees of Management. The remaining one-third is managed by Local Government (Coast and Marine, 2016)(Wescott, 2018). There is both strength and weakness between various Committees of Managements (CoM) because the larger CoMs have greater financial and human resources, they are seen as ‘lead agencies’ which are able to connect more with major stakeholders, gathering practical knowledge in a number of areas such as industrial and commercial business (Wescott, 2018). Whereas the smaller CoMs are completely opposite with less finance, limited interaction with various organisations and are largely influenced by residents and recreation groups, usually with a similar mindset and not as much thought process. They also

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