The literature on fisheries co-management is almost silent on the issue of the movement of fisherfolk within fisheries, although such movement must have implications for the effectiveness of co-management. The introduction of co-management often involves the formation of new structures that should enable the participation of key stakeholder groups in decision-making and management, but such participation is challenging for migrating fishers. The article reports on a study on Lake Victoria, East Africa, which investigated the extent of movement around the lake and the implications of movement for how fishers participate and are represented in co-management, and the implications of the extent and nature of movement for co-management structures and processes. The analysis draws on the concept of space from the literature on participation in development and on a framework of representation in fisheries co-management in addressing these questions. The created space is on an 'invited' rather than open basis, reflecting the top-down nature of implementation and the desire to secure participation of different occupational groups, as well as women in a male-dominated sector. The more powerful boat owners dominate positions of power within the co-management system, particularly as the levels of co-management, from sub-district to national, are traversed. The limited power and resources of boat crew are exacerbated by the degree and nature of movement around the lake, making effective participation in co-management decision-making a challenge.

Illegal, unreported, and unregulated (IUU) fishing is a major concern in fisheries management around the world. Several measures have been taken to address the problem. In Lake Victoria, the alleviation of IUU fishing is implemented through the Regional Plan of Action (RPOA-IUU), which restricts use of certain fishing gear, as well as prohibits fishing in closed areas and during closed seasons. Despite the long-term efforts to monitor and control what goes on in the fisheries, IUU fishing has persisted in Lake Victoria. Inspired by interactive governance theory, this paper argues that the persistence of IUU fishing could be due to different images that stakeholders have about the situation, rather than the lack of management competency. Through structured interviews with 150 fisheries stakeholders on Ijinga Island in the southeastern part of Lake Victoria, Tanzania, using paired comparison questionnaires, the study elicits stakeholders' perspective about the severity of different locally-pertinent fishing-related activities. The results show that while fisheries stakeholder groups agree on their judgments about certain fishing gears, some differences are also apparent. For instance, fisheries managers and scientists do not always agree with fishing people about what activities cause the most damage to fisheries resources and ecosystem. Further, they tend to consider some IUU fishing-related activities less damaging than some non-IUU fishing. Such disparity creates governability challenges, pointing to the need to revisit relevant regulatory measures and to make them consistent with the knowledge and judgments of all stakeholders. Based on these findings, we discuss governing interventions that may contribute to addressing IUU fishing in Lake Victoria and elsewhere.

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Stakeholder mental model elicitation can produce valuable insights into perceptions of complex systems such as ecosystems, economies, or the climate. These mental models can uncover crucial differences in perceptions between stakeholders and prevalent misunderstandings of the system, which can ultimately contribute to successful resource management. This paper introduces a novel tool to capture mental models: M‐Tool. M‐Tool was designed to be user‐friendly for diverse samples, and standardized to ease aggregation and comparison of mental models. With this tool, participants create influence diagrams with a fixed set of pictograms representing the system variables, and weighted arrows to display their relations. M‐Tool can be used to identify differences or changes in mental models or to co‐produce knowledge with stakeholders and develop strategies to address challenges within the system. This paper describes how to tailor the tool to a research project and discusses how M‐Tool may be suitable for diverse research applications. © 2021 The Authors. System Dynamics Review published by John Wiley & Sons Ltd on behalf of System Dynamics Society.

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Mental models influence how individuals think and act in relation to their external environment and have been identified as leverage points to address sustainability challenges. Given the importance of mental models, a new tool to assess mental models has been developed: the Mental Model Mapping Tool (M-Tool). M-Tool was designed to have a standardized format and to be user-friendly for low literacy populations, using pictograms and audio instructions. In this paper, we evaluate M-Tool’s application in two studies with Tanzanian fishers. In Study 1, we investigated M-tool’s convergent validity compared to standard interviewing methods (n = 30). Study 2 investigated M-Tool’s construct validity by relating mental model complexity to participants’ education level (n = 185), a relationship that has been well established. The findings show that (1) mental models produced with M-Tool are more complex than mental models obtained through interviewing techniques; (2) model composition is similar across the two methods; and (3) participants with higher levels of education tend to produce more complex mental models with M-Tool than participants with lower levels of education, in line with previous research. These findings suggest that M-Tool can successfully capture mental models among diverse participants. This tool offers researchers and practitioners an instrument to map and compare perceptions of (conservation) challenges across groups.

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Stakeholder engagement has increasingly gained popularity in conservation research since it promotes relevant research that has impact and can inform evidence‐based policy. Lake basins can especially benefit from research co‐created with stakeholders since these regions tend to face a multitude of conservation challenges while also dealing with many stakeholders that are directly dependent on a lake's resources. Particularly important for successful, co‐created research is the first phase of stakeholder engagement, namely the co‐development of the research agenda with stakeholders. This phase tends to determine whether or not projects will be funded and implemented, therefore providing a foundation for subsequent realization of a project, as well as the impact of the research findings. The present study provides a framework for the application of stakeholder engagement in co‐developing a research agenda, as illustrated through a case study on Lake Victoria in East Africa, concluding with key lessons learned from this case study.