The solution, presented under the label of “results based management”involves a principled shift in the division of responsibility between public authorities and industry partners in management issues. While public authorities should decide overall objectives, decisions on the practical means to achieve them should be left to the industry. Instead of the passive and unwilling receivers of management decisions resulting from the current system, the industry partners must be actively engaged in, and take on real responsibilities for, management issues. While the general direction of the reform ideas included under the heading of

RBM seems clear, it leaves a number of questions unanswered. The notion of RBM is relatively recent within fisheries governance and does not

come with a ready-made definition explaining what it is and how it can be implemented in practice. What Androgen Receptor Antagonist see more are the basic features of a RBM model? How are roles defined and responsibility distributed between authorities and resource users in an RBM system? How to ensure that the overall objectives set by the authorities are pursued and achieved when the implementation of measures is left to resource users? The purpose of this paper is to address such issues by proposing a conceptual model of Results Based Management. Concepts and practices of RBM in intergovernmental organizations and public administrations are reviewed. Subsequently, a conceptual model of RBM in fisheries will be proposed and discussed

as an approach by which a fisheries management authority may delegate specific management and documentation responsibilities to fisheries resource users. Features of the model are illustrated through selected cases, giving particular consideration to lessons made with RBM different contexts that seem important when moving in this direction in fisheries. Finally, the normative underpinning of RBM is discussed as well as prospects of implementing it within the reformed CFP. Results based management (RBM) is focused on achieving specified results, and on documenting that they are achieved. This means that “managers and/or organisations are given flexibility in order to improve Astemizole performance and are then held accountable for results” [3]: 128. This is in contrast to what the Green Paper referred to as micromanagement, which is focused on input control and on specifying detailed requirements of a management process. RBM typically deploys incentive logic, such that achievements of results elicit benefits for those to whom responsibility has been delegated. In the context of public administration, RBM can be placed within “New Public Management”, a loosely defined reform trend that, in particular in OECD countries, has been going on since the 1980s. This management style had taken inspiration from result oriented management in the private sector.