One upper level NMP manager noted “A key conflict between DNP and other government departments is that other agencies bring development. Lack of coordination may be partially due to the centralized and top-down governance structures and processes that participants felt had also resulted in a lack of consideration and participation during creation and ongoing management of the NMPs. In recent years, DNP policies did require that national parks create committees for participation in management to increase coordination with other

agencies and inclusion of local people and values. Yet DNP managers and one academic who sit on a committee told us that these committees consisted largely of regional business people and politicians and included few people from local communities. Furthermore, one HIF-1 activation participant who was on one of these committees suggested that they were ineffective and that superintendents did “not know what to do with them.” In several instances, we drug discovery learned that the DNP was trying to engage with communities more during creation and management but local elites and politicians in the communities would not allow NMP officials to enter their communities to meet and discuss ideas. Interviewees

suggested that these individuals felt that their personal interests and-or those of their communities were threatened. On the other hand, in Koh Chang local leaders had allowed the DNP onto the island leading to a locally acceptable arrangement for land allocation. Overall, a somewhat negative perception (−0.3) Farnesyltransferase was held by survey participants about the impact

of the NMP on levels of participation in management of natural resources (Fig. 3). Several additional governance concerns were transparency, accountability, and fairness or equity. Participants felt that there was a lack of transparency in the DNP about programs of work, management plans, park fees and funding allocations, park creation processes, and appointment of superintendents. One NGO representative likened the DNP to “a twilight zone” where the reasons for decisions were not clear and one could not get answers to questions: “It is hard for locals to understand what is going on.” This also led to challenges in holding managers accountable for their actions. There were widespread perceptions that the DNP and superintendents were corrupt. This often extended from anecdotes about managers extorting money from locals and business people, making financial claims for extra staff who were non-existent, logging and fishing in the area, and claiming a portion of park entrance fees. Local people felt that NMPs were inequitable in two ways: they were only accessible to wealthy tourist who could afford the fees and financial benefits went mostly to those who already had money or power.