Final Technical Report Training of Beach Management Units on

"Strengthening Fisheries Management in

ACP Countries"

Project Funded by the European Union.

“This publication has been produced with the assistance of the European Union.

The contents of this publication are the sole responsibility of NR International

and can in no way be taken to reflect the views of the European Union.”

“The content of this document does not necessarily reflect the views of the concerned governments.”

Final Technical Report

Training of Beach Management Units on Lake Victoria ACP FISH II Programme Activity No. 4.1

Project ref. N°CU/PE1/UG/10/005

Kenya, Tanzania and Uganda

May 2011

A project implemented by:

Training of Beach Management Units on Lake Victoria Final Report

Project Funded by the European Union. Project Implemented by NR International

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Team Composition:

Team Leader (Senior Fisheries Management Specialist): Dr John Esser

Training Specialist: Mr Ansen Ward



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TABLE OF CONTENTS Page Number

Acknowledgements 1

Abbreviations and acronyms 2

Executive summary 4

Introduction 6

Comments on Terms of Reference 8

Organisation and Methodology 9

Description of activities 10

Briefings and courtesy calls 12

Document review 12

Training Needs Assessment 13

Training module and materials development 19

Pilot testing and on the job training 23

Training of trainers’ workshop 24

Conclusions and Recommendations 26

List of Tables Table 1 Scheduling of activities 9

Table 2 Summary of Activities 10

Table 3 Existing Training Materials 21

Table 4 Training Topics 22

Table 5 Summary of BMU trainers training action plans 25

List of Annexes Annex 1 Terms of Reference 30

Annex 2 Programme and People Met 32

Annex 3 Inception Report Summary 48

Annex 4 List of Reports and Documents consulted 51



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Annex 5 Document Review 53

Annex 6 Training Needs Assessment Checklist 64

Annex 7 Training Needs Assessment Results 66

Annex 8 Training Needs Assessment Summary Matrix 76

Annex 9 BMU Training Needs Assessment Response 89

Annex 10 Training Workshop Participants 92

Annex 11 Workshop Timetable 94

Annex 12 Training Evaluation Results 96

Annex 13 Photographs of Key Activities 99

N.B. due to the large size of the computer file, the training of trainers’ manual produced as a result of

this activity is available on CD as a separate output.



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ACKNOWLEDGEMENTS The Key Experts and the consultants would like to thank Mr Koane Mindjimba, the ACP Fish II Regional

Manager for Eastern Africa for his support throughout the assignment and Mr Dick Nyeko, Executive

Secretary and Mrs Caroline T. Kirema-Mukasa, Senior Fisheries Management Officer, of the LVFO

Secretariat in Jinja, Uganda for their guidance and coordination. Mr Tom Guda, Regional BMU Chairman

for Lake Victoria provided valuable inputs to the TNA and workshop preparations. The assistance of the

LVFO HRD RWG team members Mr Tim Odende (Chairman) and Ms Joyce Lugonzo from Kenya, Mr

Charles Swai and Mr Tharcisse Higiro from Tanzania and Mr Robin Ibale and Mr Mike Sebabi of Uganda

was greatly appreciated throughout the mission; as was the contribution of the LVFO FIQA RWG

members Mr Stephen Lukanga (Tanzania), Mr Maurice Otieno (Kenya) and Mr Jimmy Atyang, who also

assisted with the TNA, preparation, piloting of the training module and delivery of the training workshop

in Mwanza. The Key Experts and the consultants are also grateful for the interest and enthusiasm of the

BMU training workshop participants and the assistance received from all those met during the mission.



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ABBREVIATIONS AND ACRONYMS

ACP African, Caribbean and Pacific States (Lomé Convention IV)

BMU Beach Management Unit

CA Competent Authority

CD Compact Disc

DoF Department of Fisheries

DFR Department of Fisheries Resources (Uganda)

EU European Union

FIQA RWG Fish Inspection and Quality Assurance Regional Working Group

FP Fishery Products

GHP Good Hygiene Practice

HRD RWG Human Resources Development Regional Working Group

ICEIDA Icelandic International Development Agency

IFMP Integrated Fisheries Management Plan Project

ITR Interim Technical Report

K Kenya

LCD Liquid crystal display (projector)

LVFO Lake Victoria Fisheries Organisation

MAAIF Ministry of Agriculture, Animal Industries and Fisheries

MB Mega byte

MoGLSD Ministry of Gender, Labour and Social Development

NFFTI Nyegezi Freshwater Fisheries Training Institute

OJT On-the-job training

RCU Regional Co-ordinating Unit

SAS Situation Action Standard



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SFP EU/ACP Strengthening Fisheries Products Programme

TNA Training Needs Assessment

ToT Training of trainers

ToRs Terms of reference

TZ Tanzania

Ug Uganda

UK United Kingdom



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EXECUTIVE SUMMARY This report describes the ACP Fish II “Training of Beach Management Units on Lake Victoria” project

which was implemented between February and May 2011. The purpose of which was to build the

capacity of Lake Victoria Beach Management Units (BMU) to operate as fish producers and handle

profitably large volumes of fish in compliance with sanitary rules and regulations.

Working closely with the Lake Victoria Fisheries Organization (LVFO) and in particular the Human

Resource Development (HRD), and Fish Quality Assurance (FIQA) Regional Working Groups (RWG) and

Beach Management Unit (BMU) representatives, the Key Experts undertook a document review, training

needs assessment (TNA), prepared and delivered a 7 day training of trainers workshop for BMUs and

produced a pictorial training manual for trainers, available as a separate output from this report. With

the agreement of the ACP Fish II Programme, the overall assignment was implemented via three

missions and all activities proposed in the ACP Fish II Programme ToRs were completed.

The document review clearly demonstrated that capacity building in handling, hygiene, sanitation and

business skills and knowledge is a priority for fishers, processors and traders. The TNA implemented in

conjunction with HRD and FIQA RWG members developed and updated the current understanding of

relevant training in the region. A conclusion was that very few, if any, community level stakeholders had

been trained in improved handling, hygiene, sanitation, and business skills. The TNA findings were

discussed by project stakeholders involving LVFO officers, BMU chairmen and members of the HRD-RWG

at a meeting held at LVFO Headquarters in March, 2011.

The Key Experts, assisted by the HRD and FIQA working groups, took the lead in developing a pictorial

trainer’s manual, which is available on a CD that accompanies this report. Initial piloting of the training

materials was conducted with HRD and FIQA members at the Nyegezi Freshwater Fisheries Training

Institute (NFFTI), Tanzania. The trainer’s manual was central to the training of trainers’ (ToT) workshop

for BMUs. The trainer’s manual also contains guidance for trainers, termed “trainers tips” on how to

deliver the training to fisheries stakeholders. This guidance was used by the trainers as the basis for the

workshop training process.

A total of 24 BMU representatives from key landing sites in Kenya, Tanzania and Uganda were trained as

trainers during a seven-day participatory training of trainers workshop held in Mwanza. The workshop

combined theory sessions on business skills and good fish handling, hygiene, sanitation and processing,

working group sessions to help participants practice and build confidence in training delivery, plenary

discussions and practical fieldwork which involved the training of local community BMUs.

Representatives from each country worked in their respective national groups to discuss and plan how



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the training would be taken forward following the workshop. Each national group developed an action

plan which captured the what, who, where, how, when and why concerning how the training would be

conducted to either train community stakeholders or additional trainers at national level. It was agreed

that progress in implementing the proposed action plans would be reported to the ACP Fish II Regional

Coordinator in Kampala and the mechanism to do this was made clear during the workshop. A final

evaluation indicated that the workshop was well received and appropriate.

The BMU ToT workshop also enabled pilot testing of the training materials. The field based training

conducted by the BMU participants at 2 landing sites provided a realistic test of the training materials

and delivery approach developed during the course of the workshop. Feedback from both the BMU

participants and the BMU members at the landing sites, where the training materials and approach was

piloted, was highly positive and illustrated the effectiveness of combining the use of images with a

question and answer approach in communicating information and developing understanding. The

approach also illustrated the capacity of the BMU participants to internalise the training.

On the job training (OJT) for RWG members commenced with the development of the TNA checklist

which the HRD-RWG counterparts helped design. The counterparts were fully involved in collecting the

TNA field data alongside the Key Expert, contributed to the design of the TNA matrix and participated in

the initial analysis of the survey's findings. Both the HRD and FIQA were involved in designing the

teaching programme for the BMU ToT workshop and development of the training materials. The RWG

members were also fully involved in final editing of the workshop materials and delivery of both

classroom and field based training to the workshop participants.

It is recommended that: the ACP Fish II Programme conduct a follow-up activity in August 2011 to

assess the extent to which the BMU trainers have implemented their action plans to help gauge the

impact of this initiative. To this end, the Programme will be informed of the progress accomplished.

It is recommended that: the final version of the training manual is made readily available to BMUs in the

appropriate language and to other community based trainers within Eastern Africa. Pictorial images

contained in the manual should be replicated on posters and handouts that can assist the trainers

deliver effective training at community level on a wide scale. The ACP Fish II Programme should support

the publication of the initial batch of trainers manual and materials. It is anticipated LVFO, together with

national Competent Authorities and relevant NGOs will assume responsibility for rolling out the training

manual and associated extension materials



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INTRODUCTION

In 2007, 234,000 tons of Nile perch were landed from Lake Victoria, down from its peak of 330,700 tons

in 1993. Available statistics suggest that this downward trend has persisted since then. This has been

attributed to such factors as overfishing, pollution and the catching of immature fish (by illegal gear and

methods) and for which fisheries managers and resource users alike have been blamed. With overall

exports valued at over US$ 329 million in 2008, the fishery makes significant contributions to the well-

being of the fisher folk at fish landing sites and the wider economies of villages and towns within the

Lake Basin, as well as providing a tax base for local and central governments. Other important

commercial fisheries, not only for the domestic markets but also regional and international markets, are

tilapia and dagaa (or mukene, omena). Most of these fisheries and especially the Nile perch fishery are

now under threat from both legal fishing but, by significant levels, of illegal fishing, as reflected in the

downward catches observed in recent years. Management needs to be improved and co-management

― a partnership arrangement whereby government, resource users and other key stakeholders work

together, share experiences and contribute to decisions with a view to ensuring sustainable utilisation

and conservation of the fishery resources ― has been advocated as a way forward. Kenya, Tanzania and

Uganda adopted this approach in 1998 and further agreed to the establishment of Beach Management

Units (BMUs) as community-based fisheries organisations (CBFOs) for co-managing fishery resources.

Within this framework, the lake-wide co-management system is founded on legally empowered BMUs

at the landing site level. BMUs bring together everyone involved in fisheries at a beach ― fishers, boat

owners, traders, processors, boat builders and repairers, net repairers and others, including both men

and women ― to work with government and other stakeholders in managing fishery resources and

improving the livelihoods of the community members. One of their key functions is the management of

landing sites and the supervision of the landing and handling of fish in collaboration with District

Fisheries Officers (DFOs) and national level Fish Inspectors. They therefore have a critical role to play in

ensuring, through enforcement of existing legislation and regulations first, that only legal fishing and

trading activities are conducted at the landing sites and secondly, that fish landed maintains their quality

during the transhipment process. Now, Nile perch is being increasingly challenged on the international

market by Pangasius catfish (also known as iridescent shark) from the Far East and also increasingly from

Alaska Pollock in temperate waters. These stresses are exacerbating the declining supply situation as a

result of apparent overexploitation of the fishery and general environmental decline in Lake Victoria.

BMUs will have to build their resilience and be able to adapt to changing circumstances and this will

often require the development of new approaches, networks and skills. More than ever before, there is



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need for them to comply with the international market requirements while conserving the resource

base.

One success in recent institutional development for co-management has been the establishment of the

Lake Victoria Organisation (LVFO) Regional Working Groups dealing with different technical

management components. The RWG Human Resource Development (RWG–HRD) is one such working

group which was set up to provide regional coordination services, quality control and standardisation to

the range of training which was carried out with stakeholders in the co-management system. This RWG

has been trained in many aspects of the capacity-building process, has experience in developing tailored

training modules for fisheries stakeholders and is well-connected with other technical groups around

the lake so provided the necessary coordination.

This report describes the ACP Fish II “Training of Beach Management Units on Lake Victoria” project. The

purpose of which was to build the capacity of BMUs to operate as fish producers and handle profitably

large volumes of fish in compliance with sanitary rules and regulations. Not only will empowerment of

BMUs enable them to participate in the management of the fisheries more effectively; it will ultimately

also ensure that the fishing communities’ livelihoods are safeguarded and improved. The key project

outputs were:

LVFO/IFMP training module on fish handling is refined and expanded to provide an appropriate training programme;

On-the-job training (OJT) is provided to 4 members of the RWG–HRD for 4 days during Training Needs Assessment (TNA), module preparation or refinement and delivery;

Training of Trainers (ToT) involving 24 BMU members for 7 days is delivered at regional level and reported.


Resource Development (HRD), and in addition with the Fish Quality Assurance (FIQA) Regional Working

Groups (RWG) and Beach Management unit (BMU) representatives, Key Experts 1 and 2 undertook a

document review, training needs assessment (TNA), prepared and delivered a 7 day training of trainers

workshop for BMUs and produced a pictorial training manual for trainers. The terms of reference (ToRs)

for the assignment are given in Annex 1.

With the agreement of the ACP Fish II Programme, the overall assignment was implemented via three

missions (February 17 to March 5 2011, March 14 to April 5, May 2 to 31 2011). The Key Experts were

contracted by NR International. A detailed itinerary for the missions, including the people met, is

presented in Annex 2. The main text of the report presents the context of the mission, the methodology

used, a description of the activities carried out and conclusions and recommendations. A summary of



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the Interim Technical Report (ITR) produced at the end of mission one is given as Annex 3. A list of the

documents consulted during the assignment is presented in Annex 4.

COMMENTS ON TERMS OF REFERENCE

Poverty alleviation and improved food security are key elements of the ACP Fish II project's overall

objective. Introduction of appropriate supply chain management systems that are effectively controlled

at each step and focused on improving quality and reducing losses of fishery products (FP) is essential to

achieving this objective. Currently, Beach Management Units (BMUs) working with FP suppliers have

responsibility for FP handling on the fishing canoes and primary landing beaches. Empowering BMUs to

take the necessary actions to preserve raw material quality, reduce food safety hazards and minimise

post-harvest losses, forms a central plank in a strategy aimed at alleviating poverty and improving food

security.

The purpose of the project is to strengthen the capacity of BMUs to operate as fish producers and

handle profitably large volumes of fish in compliance with sanitary rules and regulations. Development

of a knowledgeable and appropriately skilled workforce is key to fulfilment of the project purpose. In

particular, stakeholders need to understand the market requirements for their products in terms of

quality and food safety and be equipped with the necessary FP handling and management skills to

ensure required standards are met to the satisfaction of consumers and food safety regulators. Given

that BMUs are often located in remote areas, distant from support / regulatory services, it is essential

they have the capacity / confidence to take informed decisions on matters affecting the profitability and

sustainability of their operations.

In terms of expected results, the assignment will adapt the Lake Victoria Fisheries Organisation

Implementation of Fisheries Management Plan (LVFO IFMP) fish handling training module, work with

key trainers in conducting a Training Needs Assessment (TNA), develop a training programme together

with appropriate pictorial training materials from BMU trainers and deliver a training of trainers

workshop for BMU members from the Ugandan, Kenyan and Tanzanian sectors of Lake Victoria.

The existing LVFO training module draws heavily on material developed under the EU / ACP

Strengthening Fishery Products Health Conditions (SFP) programme. This module, in its present form,

provides a useful resource for Fish Inspector / Quality Control Manager training but important changes

were made to its content to increase its relevance to the ‘upstream' part of the supply chain (fishing

canoes, primary landing sites, collecting vessels / reefers) where the BMUs are best placed to implement

improvements in FP handling and good hygienic practices. In addition, the BMU trainers training manual



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that was developed included images that can be later replicated as training aids suitable for use by

community based trainers within artisanal fishing villages.

ORGANISATION AND METHODOLOGY

As per the ToR in Annex 1, the main activities for the overall assignment are to be:

i. Briefing by the ACP Fish II Programme; ii. Document review and courtesy calls in Uganda, and introduction to the LVFO RWG–HRD;

iii. Prepare Training Needs Assessment (TNA) in collaboration with RWG, focusing on the needs and target beneficiaries;

iv. Provide on-the-job training (OJT) to 4 RWG–HRD members throughout this process and refine the existing module;

v. Finalise and pilot testing of training module; vi. Make arrangements for the training;

vii. Provide training for 24 BMU members (including evaluation and validation); viii. Prepare Final Technical Report. With the agreement of the ACP Fish II Programme the assignment was undertaken in three stages as

shown in Table 1.

Table 1 Scheduling of activities

Activities Timing

Mission 1 (Key Expert 2) Document review, planning and training needs analyses (i, ii, iii)

Late February to early March

Mission 2 (Key Expert 1) Development of training module, materials and process with RWG-HRD. On the job training (iv, v, vi).

Mid March to early April

Mission 3 (Key Expert 1 and 2) Delivery of training to BMUs (vi, vii, viii)

May

During Mission 1 a document review was undertaken and used to help develop and implement a

training needs assessment (TNA). The document review is presented as Annex 5. The TNA was

conducted in conjunction with LVFO HRD and FIQA RWG members in each country. This was part of the

on-the-job (OJT) training aspect of the assignment. Preliminary findings from the mission were

presented to the HRD team at the LVFO office in Jinja, before the findings were finalised. The results of

mission 1 were used to advise mission 2 and the ToT workshop. An Interim Technical Report was

prepared at the end of mission 1 which included recommendations for mission 2.



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During Mission 2 the TNA results were validated with the HRD and FIQA representatives during a

meeting at the in Jinja. During the same meeting work began to develop the training module/trainers

manual based on the LVFO fish handling guide. Draft materials were prepared by the Key Experts in

conjunction with the HRD and FIQA RWGs as well as BMU representatives, including the Regional BMU

chairman. Preliminary preparations were made for the BMU training of trainers’ workshop and it was

during this mission that it was decided to hold the workshop in Mwanza, Tanzania.

Mission 3 took place in Mwanza, Tanzania and involved the finalisation of training material and the

trainers manual, completion of the final preparations for the training workshop, pilot testing the draft

training materials and manual, the implementation of the 7 day training of trainers workshop and final

report writing. Much of the work was done in conjunction with staff from the NFFTI. Whilst some of the

training material was pilot tested in conjunction with staff from Nyegezi, the workshop itself acted as

the main pilot testing mechanism. Following the workshop and as part of the final report writing process

the training materials were revised.

DESCRIPTION OF ACTIVITIES

This section provides an overview of the various different activities undertaken as per the terms of

reference.

Table 2 Summary of Activities

Terms of reference How delivered through the assignment

1 Briefing by the ACP Fish II Briefings held at the ACP Fish II regional office

in Kampala in February and March (Annex 2)

2 Document review and courtesy calls in Uganda, and introduction to the LVFO RWG–HRD;

Document review completed (Annex 5) and

used to inform the TNA and training

materials/manual. Courtesy calls to key

stakeholders including the LVFO RWG-HRD

made in the 3 countries and combined with

TNA implementation.

3 Prepare Training Needs Assessment (TNA) in collaboration with RWG, focusing on the needs and target beneficiaries;

TNA designed and implemented with HRD

and FIQA RWG representatives in the 3

countries (Annexes 6, 7, 8). TNA findings

accepted by LVFO Secretariat, HRD and FIQA



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at March meeting.

4 Provide on-the-job training (OJT) to 4 RWG–HRD members throughout this process and refine the existing module (through evaluation and validation).

OJT was provided to 4 RWG HRD in addition

to 4 RWG FIQA members. The

representatives were involved in the design

and implementation of the TNA, the

adaptation of the LVFO fish handling manual

and the pilot testing of the training materials

prior to and during the ToT workshop.

5 Finalise and pilot testing of training module;

A pictorial trainer’s manual designed from

BMU and community trainers was developed

in conjunction with HRD and FIQA RWGs. The

materials were pilot tested with HRD and

FIQA representatives in Tanzania as well as

during the BMU trainers’ workshop. The

results of the pilot testing were used to

influence the final version of the trainers’

manual.

6 Make arrangements for the training (including invite participants, arrange travel, book and pay for flights and vehicles for participants as necessary, pay per diems or expenses of participants, arrange training venue and field visits);

All necessary arrangements for the workshop

were made by the Key Experts in conjunction

with NR International, the LVFO Secretariat

and NFFTI.

7 Provide training for 24 BMU members (including evaluation and validation);

A 7 day training of trainers’ workshop was

held in Mwanza for 24 BMU trainers from key

landing sites in Kenya, Tanzania and Uganda

(Annexes 10, 11). Each country developed an

Action Plan of how and when they would

apply the training after the workshop. An end

of workshop evaluation by the BMU

participants indicated the workshop was

successful in terms of training (Annex 12).



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8 Preparation of the required reports

Interim Technical Report submitted in early

March after mission 1 (Annex 3). FTR

technical report was prepared and submitted

by the Key Experts on May 31st 2011.

BRIEFINGS AND COURTESY CALLS

An initial briefing with the ACP Fish II Regional Manager was held on February 18th in Kampala during the

first of the three missions. Courtesy calls were then conducted and combined with the TNA process

which involved meetings and discussions with key stakeholders in Uganda, Kenya and Tanzania. These

meetings helped raise awareness of the objectives and the nature of the work, solicit key stakeholders

views and ideas as well as provide an opportunity to collect further data to help the development of

training materials and the trainer’s manual. At the end of the first mission a debriefing was held with the

Regional Manager to discuss the results of the mission.

At the beginning of the second mission another briefing was held with the ACP Fish II Regional Manager.

This was followed by a briefing with the LVFO Secretariat in Jinja. The ACP Fish II Regional Manager also

attended the training workshop in Mwanza during the third mission. The details of all key stakeholders

contacted during the three missions are provided in Annex 2.

DOCUMENT REVIEW

A review of key documents was conducted as part of the preparation stage of the consultancy. The focus

of the review was to provide an understanding of previous training needs assessments, capacity building

and training materials. Many of the documents reviewed were downloaded from the Internet (see

references). Annex 5 summarises the key findings from the review in relation to previous training carried

out in the region and identifies training materials that were used to inform the consultancy, the TNA and

the development of the training materials used in the workshop.

TRAINING NEEDS ASSESSMENT

A TNA was implemented in conjunction with HRD and FIQA RWG members. This developed and updated

the current understanding of relevant training in the region generated by the document review. The



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TNA approach used was influenced by the guidance given in the LVFO HRD strategy (LVFO 2006)

document and training needs assessment guidance from Donovan & Townsend (2005). The main focus

of the TNA was to identify the management priorities for the sector, the more detailed needs of

different stakeholders and learning objectives that would be used to inform the training module and

materials development during the next stage of the assignment. A checklist to guide the TNA process

was developed (Annex 6) and discussed with the RWG-HRD members. A series of meetings and field

visits was organised in conjunction with LVFO RWG members in the three countries to interview key

stakeholders, including target beneficiaries, and observe post-harvest activities. These interviews and

visits were undertaken in conjunction with RWG members and the discussions guided by the TNA

checklist (Annex 6). The results of the interviews and visits are presented as Annex 7 and these are

summarised in the TNA summary matrix (Annex 8). A separate response to the TNA issues by the

Regional BMU Chairman is presented as Annex 9.

In brief, from the document review (Annex 5) capacity building in handling, hygiene, sanitation and

business skills and knowledge have been well highlighted and efforts are promoted in Uganda to

develop community led training for the fishery sector and that this had yet to be rolled out on a wide

scale in Lake Victoria. The following highlights the main findings from the TNA conducted during the

mission with a more complete set of data presented in the TNA matrix.

Priorities

The development priorities in terms of BMUs were identified as:

BMUs are effective and carry out their duties (fish exporters);

Greater awareness of good fisheries management practice and need to conserve stocks (DoF,

local govt TZ, fish exporters, BMU Ug);

BMUs sufficiently organised and understand fully their roles and responsibilities (CA TZ, RWG

HRD TZ, fish exporters);

Implementation of a coordinated effort between the three countries to control illegal fishing on

the lake (BMU network chairman Uganda);

BMUs know why and how to handle fish properly (DoF, local govt TZ, Ug DoF.)

In terms of training per se the following was identified:

System in place whereby training is provided as a continuous process (RWG HRD & DoF K, TZ, CA

TZ, Ug BMU)

Regarding technical post-harvest issues the following was mentioned:



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National hygiene and sanitation standards met at landing sites (DoF, local govt TZ, Ug DoF);

Improve the Hygiene, sanitation, handling of Rastreonobola argentea (RWG HRD, DoF K, local

govt TZ, CA TZ); Note R. argentea is the scientific name for dagaa, omena, mukene

Landing site facilities improved (fish exporters);

Bulk boat transport of fresh fish undertaken using insulated tubs (fish exporters);

Post harvest fish losses reduced (DoF, local govt TZ);

Fishers ice fish after catching and ice is more accessible to remote fishing areas (fish exporters);

Landings sites properly serviced and facilities and activities carried out meet national and

international standards (BMU Regional Chair)

Of these priorities it is likely that the training will contribute to those which are shown in italics.

Furthermore, a lot of attention and development has been focused on the Nile perch fishery and

distribution chain which has meant that standards of handling and hygiene are said to be relatively

good, whereas less attention has been given to the burgeoning dagaa fishery and post harvest practices.

Beneficiaries’ expectations and desired performance

From the ToR (Annex 1), the ToT workshop is for trainers from BMUs. Key Expert 2 who conducted the

TNA, therefore assumed that the trainers would be from the BMUs/community. Information from the

HRD RWG suggests that trainers from the community in Uganda have proven to be effective.

Community trainers, if highly motivated, have also been effective in fishing communities in coastal West

Africa (Ward 2010). However, at one point during the TNA process there was a debate with the RWG

HRD group regarding whether the trainers should be from the BMU committee, from the community or

from government extension services. Basic criteria to guide the selection of trainers to be invited were

clarified.

In terms of the skills and knowledge that potential BMU trainers require, the regional response was that

ToT training should equip them with facilitation skills, a good technical understanding of fish hygiene,

sanitation and handling, charts/pictures e.g. showing the benefits of eating quality fish; how cholera can

be transmitted; contrasting good and bad fishing practices etc, computers & LCDs and training on use to

facilitate efficient information dissemination. Also writing materials (flip charts, felt pens etc) to help

facilitate local level training.

Factors influencing uptake of training

Some factors which can assist in the uptake and adoption of training under the assignment include:



15

Local government agencies have community development mandates and could use resources to

provide equipment such as fish crates, facilities and services such as water supplies, as well as

explore alternative income generating activities for fishing communities;

Bylaws exist to help the communities implement better handling and hygiene practices. For

example in Kenya BMU bylaws exist to prevent people dragging fish on the ground and to

identify where fish should be landed e.g. at the jetty. Anyone caught breaking a bylaw faces

some form of punishment such as a fine, imprisonment or ban from fishing for a certain period

of time. The training may help identify new bylaws;

Examples/experiences of training undertaken by community representatives exist e.g. from

Uganda (Kalangala) and Kenya (Ogal), and related training materials should be used to inform

the implementation of training during this mission.

Factors which could hinder the effectiveness of training include:

Lack of proper landing facilities and services constraining implementation of hygienic practices

within a sanitary environment. Jetties to facilitate landing from canoes to shore are few and far

between and where they do exist the receding of the lake water has made their use difficult.

Many landing sites are multiuse areas and access is free for anyone and anything e.g. animals.

This has certain negative hygiene and sanitation implications with regard to fish handling and

food safety;

Scarcity of Nile perch. A major decline in catch per unit effort has occurred over the last

approximately 10 years. Less fish being landed equates to less activity and income (although fish

price has increased). One of the knock on effects of this is that there is less revenue generation

to fund BMUs. Such revenue can be used to fund local training activities: the less revenue

generated the fewer funds available to be allocated for training;

Lack of awareness of existing food safety legislation and bylaws at all levels. At the local level

this means that bylaws if they do exist are not understood by fishers, processors and traders and

are not enforced. Because quality standards are not applied at markets or border points then

the incentive to produce better quality products is also reduced;

Difficulties in earning a living from fishing means people will leave the sector in search of other

work. In some cases this means that BMU committee members will leave the community and

their responsibilities at the landing site;

Cultural beliefs and habits influence the willingness of some people to use toilets;

Lack of proper waste disposal systems lead to the accumulation of rubbish and waste at landing

sites;

Political influences make it difficult for BMUs to carry out their duties and implement bylaws;

Ethnic differences in some fishing communities also influence the effectiveness of BMUs.



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Solutions to uptake issues

Factors which hinder the uptake of training potential solutions include:

Incentives/rewards for better practice and performance;

Resources for BMU training made available through revenue collection;

General strengthening of BMUs;

Improving access to credit and capital for investment in new ideas and equipment;

Developing market opportunities to encourage uptake of better practices;

Proper implementation of existing bylaws;

Trainer a permanent resident of a community, conversant with local languages;

Hygiene, sanitation and handling and business skills are the concern of different agencies. They

are not simply fisheries issues. Improved coordination between health, education, commerce

and fisheries agencies is something which needs to be encouraged more in the future to address

more fully the needs of fishing communities;

An important issue to stress during training will be the economic reasons for carrying out

improved practices. This is perhaps more easily done with reference to the export sector.

Messages could include “the reasons why the price of fish is high is because people are willing to

pay a high price for it in other countries but to pay the high price people expect the fish to be

handled properly and that if it's not handled properly then there is a chance that this market will

be lost”;

Development of landing sites and service provision;

Key learning objectives should be reinforced by regular sensitization activities by the trainers;

New bylaws formulated to address some of the problems identified e.g. the turnover of fishers

and other stakeholders at landing sites can mean that new entrants arrive without training. A

bylaw could be introduced along the lines of “a new entrant to the community should undergo

basic training by the BMU before they are allowed to carry out their activities….the trainee will

be asked to pay a given amount for such training”.

Non-training initiatives

Non-training initiatives to improve knowledge and skills of BMU and fishing community stakeholders’

knowledge include:

Awareness raising on topics covered in the training during regular BMU meetings;

Availability of large posters (as were discussed with and used by the workshop participants

delivering field based training) depicting key messages using pictures and images and local

language that can be displayed in the landing site. More permanent messages could be

presented using murals painted on walls and canoes;



17

Use of radios for communicating with fisheries stakeholders. Many people in fishing

communities listen to radio. Some stations air fisheries related programs. Fishers usually carry

radios with them when they go fishing;

Drama to entertain and educate whether it be live in the community or films and then shown via

DVD;

Songs and music;

PA systems; It may be difficult to bring people together for training at the community level,

especially if there are no incentives. Instead messages could be delivered using a PA system.

Training requirements

It was clarified that the current LVFO fish handling training manual (LVFO 2007) provides a good training

resource for undergraduate level trainees, but a simplified translation of the key technical issues into

the local context is required to produce a resource or tool which can be used by BMU trainers to train

members of their groups. One suggested scenario was to retain the current LVFO manual chapter

headings and, based on these, produce a simplified pictorial manual with basic text and training tips for

the BMU trainers similar in style to the SFP training manual presented in Ward (2010) and the recent,

MoGLSD, MAAIF, ICEIDA (undated).

A general simplified guide such as this could be used to develop national level or species specific guides

in the required languages.

Training skills and knowledge audit

In order to understand what training needs to focus on to achieve the learning objectives, current levels

of knowledge and skills of BMU trainers and fishers processes and traders were assessed as accurately

as possible through discussion, observation and document review. This highlighted gaps which the

training would address.

From field discussions it would appear that some BMUs are better organised than others; many lack the

power or incentive to implement bylaws. Some of the influencing factors which determine the

effectiveness of BMUs appear to be:

low fish catches mean less activity and less revenue generation for BMUs;

lack of capacity of new elected committee members;

committee members lack the required leadership, administration, technical and planning skills;

benefits of capacity building can be lost at the local level when those who have benefited

migrate to other areas or in an out of the sector;

patrol / surveillance costs such as fuel can also be prohibitive;



18

BMU committee members fear repercussions from enforcing bylaws;

lack of police or enforcement agency presence/availability;

lack of awareness of civil responsibilities and responsibilities in terms of fisheries management;

incentives to carry out duties and implement better practices not clear;

BMU system seen by fishery officers as a competitor or threat to the historical government

fishery management approach;

not all fishery stakeholders in a community are part of the BMU system;

BMU is seen as simply the elected committee only;

capacity building has remained with the core BMU committee members and has not been

passed on;

Lack of donor support has resulted in activities of BMUs in some locations slowing down

following the end of the IFMP project;

Landing site management carried out by a non BMU entity which is more successful in the

tendering process (Tanzania).

Whilst bylaws exist or are known in some locations, in other locations the BMU committee members

met were not aware of their bylaws and did not have a record of them at the time of the field visits. The

bylaw issue would appear to be something which requires more attention in the short-term to help

BMUs develop the local rules governing issues such as fish handling, hygiene and sanitation. However,

the enforcement of bylaws is also a key issue which needs to be very seriously addressed.

The adoption of training in good hygienic practice and improved fish handling is facilitated by access to

proper landing site facilities, equipment and services. Therefore, the uptake of training delivered is more

likely to occur amongst stakeholders who operate at the improved landing sites that exist within the

three countries. For example there are 26 sites in Tanzania and six under construction in Kenya. In

landing sites where facilities and equipment do not exist, uptake of improved practices will be

hampered by a lack of investment capacity at the local level. In this respect efforts to encourage traders

and middleman to invest in landing sites should be explored.

From the TNA field visits it is concluded that very few, if any, community level stakeholders have been

trained in improved handling, hygiene, sanitation and business skills. Some BMU committee members

have received some orientation in hygiene and sanitation issues, although it is understood that efforts

have been made to develop local capacity in some locations in all three countries. In Uganda, recent

work funded by ICEIDA has focused on developing community capacity to deliver such training within

the lake shore communities.

Learning objectives



19

In terms of key technical post harvest issues identified during the TNA process that would be the focus

of training and relate to the needs of fishers, processors and traders, these are mainly:

understanding the causes of fish spoilage;

assessing fish quality;

maintaining fish quality;

avoiding contamination;

hygiene and handling from fishing to transportation from landing site

use of crates/boxes of fish handling;

use of ice;

personal hygiene;

proper waste disposal;

use of potable water.

As well as training in technical fish handling hygiene and sanitation issues, strengthening business and

financial management is also seen as a key issue. In terms of business development capacity building,

issues to consider include market development, value addition including improved packaging and

labelling for processed products, bookkeeping and financial management especially the benefits of

saving for fishers. Due to the increased competition for fish and the difficulties in earning a living from

what appears to be an overexploited resource, efforts are required to create alternative income

generating opportunities for those that want to leave the sector voluntarily and as a means of attracting

out those who are engaged in illegal activities.

TRAINING MODULE AND MATERIALS DEVELOPMENT

Development of the training modules and materials was informed by the findings of a structured TNA

conducted in the 3 partner countries during February / March 2011. Priority training topics indicated by

the TNA findings were Good Hygiene Practice (GHP) in fish supply chains and Business / Financial Skills

for small scale enterprises involved in the production, processing and supply of fishery products sourced

from Lake Victoria. Given that the recipients of the training were expected to perform the role of

trainers in their communities, it was decided that presentation / communication skills should also be a

key element of the training.

The TNA findings were discussed by project stakeholders involving LVFO officers, BMU chairmen and

members of the HRD-RWG at a meeting held at LVFO Headquarters in March, 2011.

The TNA matrix and report recommendations were unanimously approved by the meeting participants.



20

Following discussion of the TNA findings and recommendations, the meeting agreed the following

points:

The training should focus on GHP in upstream fishery products supply chains and development

of business skills amongst supply chain stakeholders;

The training should be a mix of classroom based activities, practical demonstrations and

fieldwork;

The HRD/RWG should be responsible for taking the lead in training delivery, assisted by the

project Key Experts;

BMU members nominated as community based trainers should be from the wider BMU

membership and their selection based on existing democratic procedures, according to agreed

criteria within the BMUs. The HRD / RWG member for each country, in liaison with the LVFO

Secretariat, should have responsibility for approving the list of community based trainers put

forward for the training being provided by the ACP Fish II project;

The BMU ToT workshop should be delivered in Mwanza, Tanzania during May 2011. The choice

of venue was influenced by proximity of fish landing and traditional processing sites for

fieldwork, together with access to the demonstration facilities of the NFFTI;

LVFO Secretariat should liaise with the HRD/RWG, the BMU chairs, the ACP Fish II Uganda office

and other key project stakeholders in making the preparations for the workshop and mobilising

the community based trainers;

The HRD and Fish Inspection Quality Assurance (FIQA) regional working groups, assisted by the

project Key Experts, should both have responsibility for producing the training course

programme, developing the training materials and delivery of the training;

The training should be delivered in both English and Kiswahili;

Existing training materials produced by previous projects e.g. ACP / SFP and ICEIDA should be

used when appropriate;

The training materials produced by the FIQA and HRD groups should be reviewed and finalised

by the project Key Experts prior to printing;

The project consultant should make the arrangements for printing of the training materials;



21

The LVFO Secretariat should be the communications hub for all correspondence relating to

preparations for the training workshop.

Both the HRD and FIQA groups took initial responsibility for developing the training programme and

associated training materials over a period of 3 days immediately following the stakeholder meeting.

Sources of information consulted and adapted in developing the BMU ToT training materials are

summarised in Table 3.

Table 3 Existing Training Materials

Source Type

LVFO Fish Handling Trainers Manual

EU/ACP/SFP Artisanal Training Guide booklet

IFMP Business Skill for Women & BMUs Trainers Manual

IFMP BMU Financial Management Trainers Manual

EU/ACP/SFP Codes of GHP for upstream supply chains

ICEIDA Beach Management Unit Training flipcharts & readers

EU/ACP/SFP Upstream GHP posters

EU/ACP/SFP Fishing canoe GHP posters

The training topics selected for the BMU ToT workshop (Table 4) were taken from the LVFO Fish

Handling Trainers Manual and IFMP Business Skills and Financial Management Trainers Manuals;

members of both the HRD and FIQA RWG had previously contributed to writing these manuals. The

challenge to the team was to pitch the BMU training at the right level and develop appropriate training

materials for use by BMU trainers in their communities.

The development team’s first task was to extract and simplify relevant training material from the LVFO

and IFMP training manuals. Converting this material into a more pictorial format was the next step. To

this end, the Artisanal Training Guide Booklet produced by the EU/ACP/SFP project was adopted as the



22

template for the BMU ToT training materials. Additional pictorial content was sourced from the Key

Experts’ image libraries, the ICEIDA BMU Training Flipchart and EU/ACP/SFP posters and codes of

practice.

Table 4 Training Topics

Training Topic Development and

Delivery Group

Fish Spoilage & Quality Assessment FIQA-RWG

Fish Handling & Hygiene FIQA-RWG

Personal Hygiene FIQA-RWG

Use of Ice FIQA-RWG

Handling & Hygiene during Fishing FIQA-RWG

Hygiene at Landing Sites FIQA-RWG

Good Fish Processing Practice FIQA-RWG

Processing and Distribution of Dagaa / Mukene / Omena FIQA-RWG

Transportation of Fish FIQA-RWG

Business & Financial Skills HRD-RWG

Presentation & Financial Skills HRD-RWG

Basic Auditing and Record Keeping HRD-RWG

The Key Experts, assisted by the working groups, took the lead in 'pictorialising' the training materials

which were then incorporated into the trainer's manual, which can be found on the CD that

accompanies this report.



23

Delivery of each topic involved presentation of technical content using the relevant images in the

training manual; group discussion; recap; teaching practice, reflection and evaluation. The training

sessions, which were delivered in both English and Kiswahili, were made as interactive as possible,

involving extensive use of questions and answers. The training culminated in a field based exercise that

required the participants to both plan, prepare posters and deliver training to BMUs located at fish

landing sites located near Mwanza. The ability of the participants to handle the technical questions

asked by the BMU trainees provided clear evidence that the training had been internalised. Feedback

from the course participants on both the training materials and mode of delivery was very positive.

PILOT TESTING AND ON THE JOB TRAINING

On the job training for RWG members commenced with development of the TNA checklist which the

HRD-RWG counterparts helped design. The counterparts were fully involved in collecting the TNA field

data alongside the Key Expert 2, contributed to the design of the TNA matrix and participated in the

initial analysis of the survey's findings. Skills acquired by the counterparts included:

TNA planning;

Checklist development;

Interview technique;

TNA matrix design;

Collation and interpretation of research data.

Both the HRD and FIQA were involved in designing the teaching programme for the BMU ToT workshop

and development of the training materials. The Key Experts adopted a supporting / mentoring role in

this process. Key skills acquired by the RWG members included:

Training programme development and design;

Evaluation, selection and organisation of training materials extracted from a range of sources;

Editing training materials;

Simplifying training material content;

Selection, editing and incorporation of relevant images to enhance communication and

understanding during BMU training.

The RWG members were also fully involved in final editing of the workshop materials and delivery of

both classroom and field based training to the workshop participants. Key skills gained by the RWG

members included:

Teaching preparation;



24

Presentation;

Participative / interactive learning;

Organisation and delivery of field based learning;

Development of teaching materials for use in the field;

Evaluation of learning outcomes.

Initial piloting of the training materials, which was conducted at the NFFTI, involved the FIQA and HRD

groups. However, it was the BMU ToT workshop itself that provided the main test-bed for the training

materials. The field based training conducted by the BMU participants at 2 landing sites provided the

ultimate test of the training materials and delivery approach developed during the course of the

workshop. Feedback from both the BMU participants and the BMU members at the landing sites where

the training materials and approach were piloted was highly positive and illustrated the effectiveness of

combining the use of images with a question and answer approach in communicating information and

developing understanding.

TRAINING OF TRAINERS’ WORKSHOP

A total of 24 BMU representatives from key landing sites in Kenya, Tanzania and Uganda participated in

a seven-day participatory training of trainers workshop held in Mwanza, Tanzania from May 18 to 25. A

list of workshop participants is given as Annex 10. A workshop timetable is given as Annex 11. The

technical content of the workshop was focussed on the pictorial trainer’s manual, which, due to its MB

size, is provided separately to this report on CD. The training was delivered by the consultancy team in

conjunction with the LVFO HRD and FIQA RWGs.

The workshop combined theory sessions on business skills and good handling, hygiene, sanitation and

processing practice, working group sessions to help participants practice and build confidence in training

delivery, plenary discussions and practical fieldwork which involved the training of local community

BMUs. Participants’ learning was assessed as an on-going process using recapping question and answer

sessions and the results of practical work which involved the training of local BMU members. A final

recap and assessment was conducted using a quiz type process whereby teams answered a set of

questions prepared by the trainers on the key topics. Daily evaluations helped the trainers understand

what was going well and what was not going well and what the trainers should address as an on-going

process in order to improve the training process, general training environment and circumstances of the

participants. A final evaluation exercise was conducted to enable participants to provide feedback on all

aspects of the training. The results of this are provided as Annex 12 and indicate that the workshop was

well received and appropriate.



25

Emphasis during the workshop was placed on providing key technical background and knowledge and

then guiding the trainees to practice delivering the technical issues themselves using the pictorial

training material presented in the manual. The training process used by the trainers during the

workshop is captured in the trainer’s manual as “trainer’s tips”. Towards the end of the workshop the

representatives from each country worked in their respective national groups to discuss and plan how

the training would be taken forward following the workshop. Each group developed an action plan

which captured the what, who, where, how, when and why the training would be implemented to either

train community stakeholders or additional trainers at national level. It was emphasised that progress

regarding the proposed follow-on activities should be reported to the ACP Fish II Regional Manager in

Kampala and the mechanism to do this was to communicate with the Regional Manager via email,

telephone of personal visit to the office in Kampala on an ad hoc basis as and when activities are

undertaken. The Table 5 provides a summary of the national action plans developed during the

workshop.

Table 5 Summary of BMU trainers training action plans

COUNTRY PROPOSED POST-WORKSHOP ACTIVITIES

WHAT WHERE WHEN WHO HOW WHY

KENYA All topics covered in the training

Planning meeting in Kisumu.

Training to eventually cover all sites.

June onwards

BMU trainers from the workshop to train others

National meeting to plan training.

Train other trainers

Roll out training.

Develop BMU training capacity to improve handling, quality and income and access international markets

TANZANIA All the topics covered in the training

The landing sites where the trainers reside and that are

As soon as possible

BMU trainers from workshop

Community level training using the workshop materials and skills and

Improve handling and processing and



26

nearby knowledge gained

UGANDA Fish spoilage, dagaa processing, transport, business skills, personal hygiene

Various landings: Kigungu, Kasekulo, Kasenyi, Kiyindi, Gaba

June and July

BMU trainers who attended the workshop

Using the pictorial training material and providing handouts, posters

Improve handling, quality and income

Annex 12 presents photographs of some key activities of the workshop.

CONCLUSIONS AND RECOMMENDATIONS


Resource Development (HRD), and in addition, with the Fish Inspection and Quality Assurance (FIQA)

Regional Working Groups (RWG) and Beach Management Unit (BMU) representatives, the Key Experts

undertook a document review, training needs assessment (TNA), prepared and delivered a 7 day

training of trainers’ workshop for BMUs and produced a pictorial training manual for trainers, available

as a separate output from this report on CD. With the agreement of the ACP Fish II Programme, the

overall assignment was implemented via three missions and all activities proposed in the ACP Fish II

Programme ToRs were completed.

The document review clearly demonstrated that capacity building in handling, hygiene, sanitation and

business skills and knowledge is a priority for fishers, processors and traders. The TNA implemented in

conjunction with HRD and FIQA RWG members developed and updated the current understanding of

relevant training in the region. A conclusion was that very few, if any, community level stakeholders had

been trained in improved handling, hygiene, sanitation and business skills. The key technical post

harvest issues identified during the TNA process as a focus for training were identified as:

understanding the causes of fish spoilage

assessing fish quality

maintaining fish quality

avoiding contamination




27

use of crates/boxes of fish handling

use of ice

personal hygiene

proper waste disposal

use of potable water

market development

value-addition

financial management and saving

The TNA findings were presented by Key Expert 1 and discussed by LVFO officers, BMU chairmen and

members of the HRD-RWG and FIQA-RWG at a meeting held at the LVFO Headquarters, Jinja, Uganda, in

March, 2011. The TNA findings (Annexes 7 and 8) were unanimously accepted by the meeting

participants. The meeting then went onto discuss and plan the training workshop and as a result it was

agreed that:

The training workshop should include a mix of classroom based activities, practical

demonstrations and fieldwork;

The HRD/RWG should be responsible for taking the lead in training delivery, assisted by the

project Key Experts;

The BMU ToT workshop should be delivered in Mwanza, Tanzania during May 2011;

The training should be delivered in both English and Kiswahili;

Existing training materials produced by previous projects e.g. ACP / SFP and ICEIDA should be

used when appropriate;

The Key Experts, assisted by the HRD and FIQA working groups, took the lead in developing a pictorial

trainers’ manual, which can be found on the CD that accompanies this report. Initial piloting of the

training materials was conducted with HRD and FIQA members at the NFFTI. The BMU ToT workshop

itself provided the main test-bed for the training materials with the field based training conducted by

the BMU participants at 2 landing sites giving the ultimate test of the training materials and delivery

approach developed during the course of the workshop. Feedback from both the BMU participants and

the BMU members at the landing sites where the training materials and approach piloted was highly

positive and illustrated the effectiveness of combining the use of images with a question and answer

approach in communicating information and developing understanding. The text for the manual was

translated into Kiswahili and is available on the CD also. It is recommended that: the ACP Fish II



28

management ensure the final version of the training manual is made readily available to BMUs in the

appropriate language and to other community based trainers within Eastern Africa. Pictorial images

contained in the manual should be replicated on posters and handouts that can assist the trainers

deliver effective training at community level on a wide scale.

A total of 24 BMU representatives from key landing sites in Kenya, Tanzania and Uganda were trained as

trainers during a seven-day participatory training of trainers workshop held in Mwanza. The workshop

combined theory sessions on business skills and GHP, working group sessions to help participants

practice and build confidence in training delivery, plenary discussions and practical fieldwork which

involved the training of local community BMUs. Representatives from each country worked in their

respective national groups to discuss and plan how, where and when the training would be taken

forward following the workshop. Each group developed an action plan which captured the what, who,

where, how, when and why concerning how the training would be implemented to either train

community stakeholders or additional trainers at national level. It was emphasised that progress

regarding the proposed follow-on activities should be reported by email, telephone call or personal visit

to the ACP Fish II Regional Manager in Kampala. A final evaluation indicated that the workshop was well

received and appropriate. It is recommended that the ACP Fish II Programme conduct a follow-up

activity in August 2011 to assess the extent to which the BMU trainers have implemented their action

plans to help gauge the impact of this initiative.

On the job training for RWG members commenced with development of the TNA checklist which the

HRD-RWG counterparts helped design. The counterparts were fully involved in collecting the TNA field

data alongside Key Expert 2, contributed to the design of the TNA matrix and participated in the initial

analysis of the survey's findings. Both the HRD and FIQA were involved in designing the teaching

programme for the BMU ToT workshop and development of the training materials. The RWG members

were also fully involved in final editing of the workshop materials and delivery of both classroom and

field based training to the workshop participants.



29

ANNEX 1: Extracts from Terms of Reference for Training of Beach Management Units on Lake Victoria (Programme Activity No. 4.1)

Beneficiary country

The direct beneficiary countries for the implementation of this contract are the three Lake Victoria

riparian countries (namely, Kenya, Tanzania and Uganda) and more specifically the Beach

Management Units (BMUs) on this lake.

Overall objective

The overall objective of the ACP Fish II Programme is to contribute to the sustainable and equitable

management of fisheries in ACP regions, thus leading to poverty alleviation and improving food security

in ACP States.

Purpose

The purpose of this contract is to build the capacity of BMUs to operate as fish producers and handle

profitably large volumes of fish in compliance with sanitary rules and regulations. Not only will

empowerment of BMUs enable them to participate in the management of the fisheries more effectively;

it will ultimately also ensure that the fishing communities’ livelihoods are safeguarded and improved.

Results to be achieved by the Consultant

The Consultant will achieve the following results as part of this contract:

LVFO/IFMP training module on fish handling is refined and expanded to provide an appropriate training programme;

On-the-job training (OJT) is provided to 4 members of the RWG–HRD for 4 days during Training Needs Assessment (TNA), module preparation or refinement and delivery;

Training of Trainers (ToT) involving 24 BMU members for 7 days is delivered at regional level and reported.

Specific activities

This contract is organised in two phases: the preparatory phase and the implementation phase. In order

to fix in advance a suitable date for the training, the training will be held several days after the end of

the preparatory phase.

The Consultant will undertake the following tasks during the preparatory phase:

i. Briefing by the ACP Fish II Programme;



30

ii. Document review and courtesy calls in Uganda, and introduction to the LVFO RWG–HRD; iii. Prepare Training Needs Assessment (TNA) in collaboration with RWG, focusing on the needs and

target beneficiaries; iv. Provide on-the-job training (OJT) to 4 RWG–HRD members throughout this process and refine the

existing module (through evaluation and validation).

The Consultant will undertake the following tasks during the implementation phase:

v. Finalise and pilot testing of training module; vi. Make arrangements for the training (including invite participants, arrange travel, book and pay for

flights and vehicles for participants as necessary, pay per diems or expenses of participants, arrange training venue and field visits);

vii. Provide training for 24 BMU members (including evaluation and validation); viii. Prepare Final Technical Report.

Apart from the reports mentioned in Section 7.1 below, the Consultant is required to prepare the

following reports in English:

i. An Interim Technical Report (ITR) within 10 days of arriving in the duty station for the first time. The ITR will be will be no longer than 12 pages and must include the results of the Training Needs Assessment (TNA). It will include the proposed methodology, the calendar and programme of activities, places to visit, people to meet and an outline of the contents of the Final Technical Report.

ii. The Final Technical Report (FTR), taking into account changes and comments from the RFU, CU and LVFO will be submitted within one month of the Consultant leaving the country. A draft FTR will be submitted before the Consultant leaves the country on conclusion of the training. Comments on the draft FTR may be made by the RFU, CU and the LVFO within 14 days. If required a second draft FTR will be submitted.



31

ANNEX 2: Programme and people met

Date Location Name and Title Remarks/Activities

Mission 1: Ansen Ward (Key Expert 2)

Wed 16

February

UK Depart UK for Uganda

Thurs 17

Feb

Kampala Arrive Uganda

Document review

Fri 18 Feb Kampala Mr. Koane Mindjimba

Regional Manager for Eastern Africa ACP FISH II Programme

Tel: +256 414 251 640

mailto:[email protected] or [email protected]

Briefing

Work plan

development

Document review

TNA preparation

Sat 19 Feb Kampala Document review

TNA preparation

Sun 20

Feb

Kampala

Mon 21

Feb

Kampala ACP Fish II Office TNA preparation

mailto:[email protected]




32


Entebbe Dr. Wilson Waiswa Mwanja, Commissioner for

Fisheries, DFR – E-mail: [email protected]

Mr. Robin Ibale, National RWG-HRD, Senior

Fisheries Officer, DFR, Entebbe – Cell: +256 (0)772

647 681 – E-mail: [email protected] /

[email protected] /

[email protected]

Mr Mike Sebabi

Fisheries Training Institute

Tel: +256 712862801

Mrs. Daisy Olyel Aciro, Senior Fisheries Officer,

Department of Fisheries Resources (DFR), Ministry

of Agriculture, Animal Industry and Fisheries,

Entebbe – Tel.: +256 (0)414 322 026 – Cell: +256

(0)772 636 438 / (0)702 746 445 – E-mail:

[email protected]

Briefing

TNA development

Fieldwork Planning

Tues 22

Feb

Kampala ACP Fish II Office Preparation for field

visits

Kisumu Mr. Timothy Odhiambo Odende, Chief Fisheries

Officer, District Fisheries Office (DFO), Busia,

doubling as RWG-HRD National Chair for Kenya and

Regional Chair – Tel.: +254 (0)572 504 389 – Cell:

+254 (0)722 312 889 – E-mail:

[email protected]

Briefing and TNA

planning

Wed 23 Kisumu Mr Maurice Otieno, Assistant Director of Fisheries

i/c Quality Assurance – Nyanza Province

LVFO RWG-FIQA

Tel: +254 721259551

Tel: 254 733833016

Briefing and fieldwork

preparation









33


Email: [email protected]

Mr Kenneth Werimo, Chairman LVFO RWG FIQA

Mr Mike Odaha, Director of Fisheries, Nyanza

Province

Mwanza Mr Tharcisse Higiro, LVFO HRD

Tel: +255 784281298


Mr Charles Swai, Acting Vice Principal Nyegezi

Fisheries Institute

Tel: + 255 754650996


Briefing and fieldwork

preparation

TNA development

Thurs 24 Mwanza Joseph Machota, Chairman, Mwaloni Fish Sellers

Co-operative

Tel: 0754443835

Fikiri Magafu Mjumbe, Mwaloni Fish Sellers

Cooperative

Tel: 0782928559

Phineas Kauswa, City Council Quality Control

Officer, Mwaloni Fish Market

Tel: 0754830567

Mr Mahatane, Regional Fisheries Officer, Mwanza

Pius Mazima, Regional BMU Chairman, Mwanza &

LVFO BMU Secretary

Tel: 0759210841

Mr Longinus Tegulirwa

Head of National Fish Quality Control Laboratory,

TNA development






34


Nyegezi

Tel: 0713226172


Mr Ofred Mhongole

Head of Microbiology

National Fish Quality Control Laboratory, Nyegezi

National Fish Quality Control Laboratory, Nyegezi

Fri 25 Igombe Various fishery stakeholders

Kabuche Mesigwa, BMU

Tel: 0685430226

Jumanne Saidi, Acting Chairman, BMU

Tel: 0682070113

TNA development

Mwanza Dr Edwin Okongo, Quality Manager, Mwanza Fish

Industries Ltd

Tel: +255 754520083

Email : [email protected]

TNA development

Round-up meeting

Sat 26 Mwanza ITR development

TNA data analyses

Kisumu Mr. Tom Guda Odhiambo, Regional BMU Network

Chair, Kendu-Bay, Rachuonyo North – Cell: +254

(0)727 371 074 / (0)727 371 074 / (0)733 979 942 –

E-mail: [email protected]

TNA development

Sun 27

Mon 28 Kisumu

Dunga

Beach

Ogal

Mr Maurice Otieno, Assistant Director of Fisheries


LVFO RWG-FIQA

Tel: +254 721259551

Tel: 254 733833016


TNA development







35


Joel Otieno, BMU Chairman, Dunga Tel: +254

713048958

Dominic Atendo, BMU Vice Chairman, Dunga Tel :

+254 723727618

Nicholas Didi, BMU Secretary, Dunga Tel: +254

724662534

Richard Ojiji, BMU Asst Secretary, +254 723049228

Godfrey Ochieng, BMU Treasurer, Tel: +254

728348513

Moses Owino, BMU Chairman Ogal, Tel: +254

726713114

Jinja Mr. Timothy Odhiambo Odende, Chief Fisheries




+254 (0)722 312 889 – E-mail:

[email protected]

Travel to Jinja and

general discussion

Tues 1

March

Jinja Mrs. Caroline T. Kirema-Mukasa, Senior Fisheries

Management Officer, LVFO Secretariat, Jinja – Tel.:

+256 (0)434 125 000 – Cell: +256 (0)752 615 262 –

E-mail: [email protected] / [email protected]

Mr. Dick Nyeko, Executive Secretary – E-mail:

[email protected]

Jim Parker, ACP Fish II Consultant, Harewelle


TNA development

Briefings and

discussion of key

issues from TNA








36


Mr Tharcisse Higiro, LVFO HRD

Tel: +255 784281298



Fisheries Officer, DFR, Entebbe – Cell: +256 (0)772

647 681 – E-mail: [email protected]

Mr. Timothy Odhiambo Odende, Chief Fisheries




+254 (0)722 312 889 – E-mail:

[email protected]

Jennipher Atieno Kere Consultant, Harewelle

Kampala Mr Koane Mindjimba, ACP Fish II Briefing

Wed 2

March

Entebbe

Kigungu

Kasenyi

Mike Sebabi, Fisheries Training Institute, Entebbe

Tel: +256712862801

Mr Robert Bakaaki, National BMU Chairman,

Uganda

Tel: +256782622945, 752946978


Paul Kikabi, Fish Trader, Kasenyi

Tel: +256774160336

TNA development

Thur 3

Mar

Entebbe

Garenge

Philip Borel de Bitche

Chairman Uganda Fish Exportes and Processors

Associaton(UFEPA)

Managing Director

Greenfields Ltd

TNA development







37


Tel: +256 752764764


Dalton Muhiri, BMU Secretary Garenge

Tel: +256 777681709

Isaac Ssenyonga, BMU Chairman Garenge

Tel: +256 772460712

Margaret Massette

Food Biosciences Research Centre, Kawanga

Tel: +256 772394298


Fri 4 Mar Kampala Mr. Koane Mindjimba

TNA data analyses

ITR preparation

Sat 5 Mar Kampala ITR preparation

Mission 2: Dr John Esser (Key Expert 1)

14 Mar Kampala Mr. Koane Mindjimba

Mission briefing

Mission planning

Documents review

15 March Jinja Mrs. Caroline T. Kirema-Mukasa, Senior Fisheries

Management Officer, LVFO Secretariat, Jinja

Mr. Dick Nyeko, Executive Secretary

Briefings.

Assignment planning



Preparations for RWG

/ BMU chairs

meetings





38




Jim Parker, ACP Fish II Consultant, Harewelle



Tel: +255 784281298

Project liaison

discussions.

RWG/BMU prep.

18 March Jinja Mr Connie Balirwa, New Leaf Enterprises Tel.

0774372774. Email: [email protected]

RWG/BMU meetings

prep. BMU regional

workshop planning

19 March Jinja Mr Inyalio Justine, Accounts Assistant. Email:

[email protected]

Working group prep.

Project admin.

21 March Jinja Training materials

review

22 March Jinja Mr Norbert Kiyizi, Finance & Administrative Officer.

Tel. +256434125000. Email: [email protected]

Working group

financial

arrangements

23 March Jinja Ms Joyce Lugonzo (representing Mr Tim Odende),

Chief Fisheries Officer, Ministry of Fisheries

Development, Kenya. Tel +254722251640, Email

[email protected]


Fisheries Officer, DFR, Entebbe

Mr Robert Bakaaki, BMU Network Chairman,

Uganda.

Mr. Tom Guda Odhiambo, Regional BMU Network

Chair, Kendu-Bay, Rachuonyo North

Project stakeholders

and working group

meeting

Review of TNA

findings. Development

and agreement of

strategy for delivery

BMU ToT regional

workshop







39


Mr Elias Mugete Mugeta, Vice Chairman, Tanzania

BMU Network. Tel +255783175228

Mr Charles Swai, Vice Principal Nyegezi Freshwater

Fisheries Training Institute

Mrs. Caroline T. Kirema-Mukasa, Senior Fisheries


24 March Jinja Mr Charles Swai, Acting Vice Principal NFFTI

Mr Robert Bakaaki, BMU Network Chairman,

Uganda.

Mr Elias Mugete Mugeta, Vice Chairman, Tanzania

BMU Network.



Mr Stephen Lukanga, Zonal Fisheries Inspector,

National Fish Quality Control Laboratories,

Nyegezi, Tanzania. Tel. +255754437234. Email

[email protected]

Ms Joyce Lugonzo (representing Mr Tim Odende),


Development, Kenya.



Mr Jimmy Atyang, Senior Fisheries Inspector, Dept.

of Fishery Resources, Uganda.

HRD / FIQA RWG

Training materials

development



40


25 March Mr. Robin Ibale, National RWG-HRD, Senior




Nyegezi, Tanzania.



Development, Kenya.



LVFO RWG-FIQA


of Fisheries Resources, Uganda.

HRD / FIQA RWG

Training materials

development

26 March Jinja Mr Maurice Otieno, Assistant Director of Fisheries



of Fisheries Resources, Uganda. Mr Stephen

Lukanga, Zonal Fisheries Inspector, National Fish

Quality Control Laboratories, Nyegezi, Tanzania.

Mr Lovelock Wadanya, Assistant Commissioner,

Office of the Commissioner, Dept. of Fisheries

Resources, PO Box 4, Entebbe, Uganda. Tel

+256414320563, Mob. +256772482076. Email

[email protected]

FIQA RWG Training

materials

development.

Meeting with

Assistant

Commissioner of

Fisheries, Uganda.



BMU Regional ToT

Workshop planning

29 March Jinja BMU Regional ToT

Workshop planning.

Visit to Masese fish

landing site.



41


30 March Entebbe Ms Stellah Keihangwe Tumwebaze, Director,

Lierary and Adult Basic Education (LABE), Plot 18,

Tagore Cres., Kamwokya, PO Box 16176, Kampala,

Uganda. Tel +256414532116, Mob.:

+256772472461. Email: [email protected]

[email protected]

Discussion of ICEIDA

training materials

31 March Entebbe Mr Jimmy Atyang, Senior Fisheries Inspector, Dept.

of Fisheries Resources, Uganda. Mr. Robin Ibale,

National RWG-HRD, Senior Fisheries Officer, DFR,

Entebbe

FIQA / HRD training

materials

1 April Entebbe Editing of RWG

outputs

2 April Entebbe Editing of RWG

outputs

4 April Kampala Mr. Koane Mindjimba

Mission debriefing

meeting

5 April Entebbe Mr. Robin Ibale, National RWG-HRD, Senior




Review of proposed

ToT Regional

Workshop training

materials

Mission 3: Ansen Ward (Key Expert 2)

2 May UK Depart for Tanzania

3 May Mwanza Arrive Mwanza

Workshop

preparations

Training material





42


preparation and

manual

4 May Mwanza Mr Charles Swai, Vice Principal NFFTI



Tanzania.

Briefing meeting

NFFTI

Workshop

preparations

Project Administration

5 May Mwanza Various stakeholders Nyegezi.

Mashaka Nyabange, Accountant, Nyegezi

Tel: +255 753438233


Planning meeting

Drafting GHP training

materials

6 May Mwanza Various stakeholders Nyegezi

St Dominic Pastoral Centre (workshop venue)

Pilot testing GHP

training materials

Project Administration

Workshop

preparations

7 May Mwanza Drafting GHP training

materials

Development of

business skills

material

Project administration




43


Mission 3: Dr John Esser (Key Expert 1) & Ansen Ward (Key Expert 2)

9 May Mwanza Various stakeholders Nyegezi

Pilot testing GHP

training materials

Project administration


materials

May 10 Mwanza Project administration


materials

May 11 Mwanza Drafting GHP training

materials

Drafting Presentation

skills training

materials

May 12 Mwanza Pilot printing of

training materials


materials

Workshop

preparations

May 13 Mwanza Manual introduction

Translation of

materials



44


Workshop

preparations

May 14 Mwanza Various stakeholders Nyegezi

Field visits to fish landing sites

Workshop planning

meeting and

preparations

Images for training

materials

May 16 Mwanza Mr. Robin Ibale, National RWG-HRD, Senior




Development, Kenya.


HRD planning meeting

Finalisation of training

materials

Workshop

preparations and

administration

May 17 Mwanza BMU workshop participants arrive Workshop

preparations and

printing of training

materials

May 18 Mwanza Mr Mahatane, Regional Fisheries Officer, Mwanza

Mr Kaatunzi, Director, TAFIRI, Mwanza

24 BMU trainers





BMU training of

trainers workshop



45


LVFO RWG-FIQA

May 19 Mwanza Various BMU, HRD and FIQA stakeholders BMU training of

trainers workshop


trainers workshop


trainers workshop

May 23 Mwanza Various BMU, HRD and FIQA stakeholders

Mr. Koane Mindjimba

BMU training of

trainers workshop


BMU training of

trainers workshop


Workshop close

BMU training of

trainers workshop

May 26 Mwanza Various stakeholders Nyegezi Workshop

administration

Preparation of FTR

May 27 Mwanza Preparation of FTR

May 28 Mwanza Finalisation of training

manual

May 30 Mwanza Finalisation of training

manual and



46


translations

May 31 Mwanza Finalisation of FTR

Depart Mwanza



47

ANNEX 3

Interim Technical Report Summary

Draft Interim Technical Report

Training of Beach Management Units on Lake Victoria

ACP FISH II Programme Activity No. 4.1

Report prepared by Mr Ansen Ward, Key Expert 2 on behalf of NR International, March 2011

Introduction

This Interim Technical Report (ITR) describes the first mission for the ACP Fish II Project « Training of

Beach Management Units on Lake Victoria ». The Interim Technical Report is designed to:

set the scene for the future implementation of the assignment

ensure that at an early stage any potential problems or misunderstandings are identified

identify any major changes in conditions that have occurred since the ToRs were prepared and

how these are incorporated into planning

demonstrate that implementation is on track at an early stage

ensure that inputs can be made and support provided at certain points in implementation – e.g.

to plan monitoring missions by the RFU and CU.

Working closely with staff from the LVFO RWG HRD and BMU representatives the consultant (Key Expert

2) undertook a document review, training needs assessment and provided guidance for the subsequent

activities.

The mission took place from 17 February to 5 March 2011 and the consultant was contracted by NR

International.

The main text of the report presents the context of the mission, the methodology used, the results of

the activities carried out, and key issues. The following are the conclusions and recommendations.

All activities proposed were completed and the implementation of the assignment is on track. The work

plan should enable the RFU and CU to plan any monitoring missions or support envisaged. An outline of

the content of the Final Technical Report for the overall assignment is also given.



48

The document review clearly demonstrates that capacity building in handling, hygiene, sanitation and

business skills and knowledge is a priority for fishers, processors and traders. The long term priorities

identified from the TNA by key stakeholders in terms of capacity building are:

BMUs know why and how to handle fish properly

System in place whereby training is provided on a continuous process

National hygiene and sanitation standards met at landing sites

Improve the hygiene, sanitation and handling of Rastreanobola argentea

Post harvest fish losses reduced


international standards

Training has not been rolled out on a large scale and a large proportion of those working in the fishery

sector therefore appear to have not benefited from training in post harvest issues.

The document review found that some of the most important post-harvest capacity building initiatives

undertaken in the region in the recent past have been within the framework of the two ACP/EU

Strengthening Fishery Products Health Conditions (SFP) projects. As well as the LVFO fish handling guide

development, other important initiatives have been supported by ICEIDA in Uganda and GTZ in Kenya.



likely to be successful amongst stakeholders who operate at the improved landing sites that exist within

the three countries. In terms of key technical post harvest issues identified during the TNA process that

would be the focus of training and relate to the needs of fishers, processors and traders, these are

mainly:







use of ice

personal hygiene





49

market development

value-addition

financial management and saving

The ICEIDA work has led to the development of pictorial community focussed training materials and

process. It is recommended that: the ICEIDA work and the materials developed by the SFP should be

used to help influence the outputs of ACP Fish II assignment. It is recommended that: Two training

manuals should be developed based on the chapter headings of the LVFO fish handling guide and the

learning objectives from the TNA. One manual will be designed for the trainer and will include

supporting text and common sense explanations as well as pictorial images showing key learning points.

The other manual will be a simplified version of the trainer’s manual, including mainly the pictorial

images with some limited explanatory text. The technical focus of the training would cover issues which

are common across all three countries. The variation will come with the language used in the pictorial

images. Suggested languages to use for the materials are Kiswahili, Luo, Luganda and English. The

training module and materials should support the implementation of the current fishery products

regulations for each country.

From field discussions it would appear that some BMUs are better organised than others. And many lack

the power or incentive to implement bylaws. The enforcement of bylaws needs to be very seriously

addressed. Various influencing factors were also identified which determine the effectiveness of BMUs.

Criteria to help identify potential trainers were drafted; issues which will help or hinder the uptake of

training and non-training ways of capacity building were also identified. Potential solutions to

hindrances were also identified.

Although the consultant requested resources to conduct a key stakeholder meeting during this mission,

it was decided that it was not within the framework/budget of this assignment to enable such a meeting

to take place. It is recommended that: early on during the next mission, such a meeting takes place to

validate the TNA and plan subsequent activities.

Insufficient information regarding concurrent ACP Fish II initiatives in the region was provided at the

briefing. It is recommended that: consultants are provided with information on other relevant ACP Fish

II initiatives well in advance for planning purposes and information sharing is promoted between the

various initiatives.

ANNEX 4



50

List of Reports and Documents Consulted

Akande, G.; Diei-Ouadi, Y. (2010) Post-harvest losses in small-scale fisheries: case studies in five sub-

Saharan African countries. FAO Fisheries and Aquaculture Technical Paper. No. 550. Rome, FAO

Beyens Y (2010) Compilation of existing training elements on good hygienic practice useful for training

small-scale fishery operators. Strengthening Fishery Products Health Conditions in ACP/OCT Countries.

Brussels.

http://sfp.acp.int/sites/all/files/projects/ART036GEN_Rapport_version_100429_Compilation.pdf

Chivers R (2009) Review status and prospective module 4 interventions in selected SFP beneficiary

states in east Africa ART032GEN. Strengthening Fishery Products Health Conditions in ACP/OCT

Countries. Brussels.

http://sfp.acp.int/sites/all/files/projects/technicalpapers/TP103%2009%2011%20ART032GEN.pdf

Derrick S (2009) evaluation of current status of art is no fisheries sector and basic training lead

personnel at selected landing sites in Uganda. Strengthening Fishery Products Health Conditions in

ACP/OCT Countries. Brussels.http://sfp.acp.int/sites/all/files/projects/ART016UGA_Final_Report_10-05-

2010.pdf

Diffey S (2010) Elaboration of a guide for laying down a business plan for organizatiosn of small-scale

fishers. Strengthening Fishery Products Health Conditions in ACP/OCT Countries. Brussels.

http://sfp.acp.int/sites/all/files/projects/ART026GEN_Final_Report_20100323.pdf

Donovan P, Townsend J (2005) Training needs analysis pocketbook. Management Pocketbooks, UK.

Esser J (2007) Final technical assistance report. Strengthening Fishery Products Health Conditions in

ACP/OCT Countries. Brussels.

Esser J (2010a) On site verification of actual and agreement of an action plan for the improvement of

sanitary conditions in the artisanal sector in coastal regions of Kenya and basic training of lead personnel

at selected landing sites complementary to ART030KEN. Strengthening Fishery Products Health

Conditions in ACP/OCT Countries. Brussels.

http://sfp.acp.int/sites/all/files/projects/ART044KEN_report_Final_with_posters_100916_Complementa

r.pdf

http://sfp.acp.int/sites/all/files/projects/ART036GEN_Rapport_version_100429_Compilation.pdf

http://sfp.acp.int/sites/all/files/projects/technicalpapers/TP103%2009%2011%20ART032GEN.pdf

http://sfp.acp.int/sites/all/files/projects/ART016UGA_Final_Report_10-05-2010.pdf

http://sfp.acp.int/sites/all/files/projects/ART016UGA_Final_Report_10-05-2010.pdf

http://sfp.acp.int/sites/all/files/projects/ART026GEN_Final_Report_20100323.pdf

http://sfp.acp.int/sites/all/files/projects/ART044KEN_report_Final_with_posters_100916_Complementar.pdf

http://sfp.acp.int/sites/all/files/projects/ART044KEN_report_Final_with_posters_100916_Complementar.pdf



51

Esser J (2010b) Basic training of lead personnel at selected landing sites after verification of actual

situation of sanitary conditions in the artisanal sector of coastal Tanzania and agreement of an action

plan. Strengthening Fishery Products Health Conditions in ACP/OCT Countries, Brussels.

http://sfp.acp.int/sites/all/files/projects/ART019TZA_Final_Report_20102010.pdf

LVFO (2006) Human resource development strategy and action plan for Lake Victoria fisheries. Lake

Victoria Fisheries Organization, Jinja

http://www.lvfo.org/downloads/HRD_Strategy_and_Action_Plan.pdf

LVFO (2007) Fish handling on Lake Victoria. LVFO Trainers Manual Module B5. Jinja

MAAIF,ICEIDA,LVFO (undated) Beach management units - training flip charts. Kampala

MoGLSD, MAAIF,ICEIDA (undated) Beach management units in quality assurance. Learners Readers Book

1. Kampala

MoGLSD, MAAIF,ICEIDA (undated) Beach management units in business skills. Learners Readers Book 2.

Kampala

SFP (undated) Training needs assessment. Project Report. Strengthening Fishery Products Health

Conditions in ACP/OCT Countries. Brussels.

Stamatis D (2005) Development of options for infrastructural improvement of fisheries landing sites and

social infrastructure on Lake Victoria. Consultancy Report 10. Implementation of a Fisheries

Management Plan for Lake Victoria (IFMP). Project 8ACP ROR 029

http://www.lvfo.org/downloads/CR10%20Landing%20site%20design.pdf

Ward A (2010) Capacity building for artisanal sector trainers in improved hygiene, sanitation and

handling practices across the coastline of Sierra Leone and follow-up of ART034SLE. Strengthening

Fishery Products Health Conditions in ACP/OCT Countries. Brussels.

http://sfp.acp.int/sites/all/files/projects/ART060SLE_Final_Rapport_251010_0.pdf

http://sfp.acp.int/sites/all/files/projects/ART019TZA_Final_Report_20102010.pdf

http://www.lvfo.org/downloads/HRD_Strategy_and_Action_Plan.pdf

http://www.lvfo.org/downloads/CR10%20Landing%20site%20design.pdf

http://sfp.acp.int/sites/all/files/projects/ART060SLE_Final_Rapport_251010_0.pdf



52

ANNEX 5

Document review

Training Needs Assessment

One of the objectives of the document review was to generate an understanding of previous training

needs assessments which had been conducted that relate to Lake Victoria fisheries stakeholders,

especially artisanal fisherman, processors, traders and beach management units (BMU).

According to LVFO (2006) which presents a human resources development strategy for Lake Victoria

fisheries, a number of TNA have been carried out for Lake Victoria fisheries, notably three studies

carried out by the Commonwealth Secretariat, but also a number of others including:

a) TNA in the Fisheries Sector in Tanzania, Mbegani FDC and Nyegezi FTI. (2004)

b) LVEMP TNA all 3 countries (1996)

c) KMFRI TNA (2001)

d) National TNA (2003) DoF, Kenya.

e) ECOVIC Uganda Chapter. Expressed Needs. May 2004

f) LVFO/IUCN Training Programme for BMUs for the Border Areas on Lake Victoria

The three Commonwealth Secretariat studies were part of the development of Five Year Human

Resource Development Programmes for Tanzania (2000), Kenya (2001) and Uganda (2001). The studies

involved detailed Training Needs Analyses resulting in recommendations for comprehensive HRD

programmes in each country for public servants, private individuals, groups and communities presented

on a district by-district basis. Recommendations were made for strengthening HRD management at

District and National levels, together with a series of short courses for the ‘Public Sector’ (mainly

District/sub District Government Staff) and the ‘Private Sector’ (defined as communities or members of

communities with specific tasks). Each of these courses is outlined in Training Plan Directional Notes

(TPDNs). The TPDNs were to be used as guidelines, which could continually be prioritised in response to

specific local needs and upgraded on the basis of ‘participatory needs analyses’. This is particularly

important for the community-based courses where training needs identification is far more complex

than for the public sector. Community members will all have individual strengths and weaknesses, and

responsibilities and functions are (mainly) not defined, but constantly responding to the dynamics of the

group and the changing socio-economic environment in which they operate’. Comprehensive Training

Plans were presented at District level in each country as well as at national level for the Fisheries



53

Departments, Research Institutes and Training Institutes. Total costs for addressing these needs at 2001

prices, were estimated at 5.5 million US Dollars. However it was stressed in these reports that these

training needs should be continually updated and refined to reflect emerging priorities, opportunities

and threats. With the start of the IFMP project in 2003/4, the opportunity was taken to build on these

Commonwealth Secretariat funded studies and:

a) Synthesise these national plans into a regional programme;

b) Prioritise training needs within the project objectives and the available budget;

c) Identify and, where necessary, build the capacity building of training providers;

d) Develop training materials and management arrangements;

e) Develop coordination mechanisms for Lake Victoria fisheries HRD.

One of the strategic objectives of the LVFO HRD Strategy is to improve human resource capacities in fish

handling, quality assurance, value addition, business management, marketing and trade. The strategy

also points to a lack of trained trainers in the region for fisheries sector initiatives. The following table is

derived from the LVFO stakeholder groups, roles and general training needs presented in Annex 1 of the

HRD strategy (LVFO 2006). As can be seen hygiene, sanitation, handling and marketing features widely.

One of the strategic objectives of the IFMP short term action plan was ToT of BMU as one of the

activities to achieve this. Along with training in improved processing for women dagaa processors (LVFO

2006).

Stakeholder Role in Lake Victoria Fisheries Management Training Needs

Beach Management Units (BMU)

This is a highly heterogeneous group, with clear differences in poverty and social status, and in their ability to influence their access to and benefits from fisheries resources. However, they now come together in the legally-empowered grass-roots fisheries management unit: The Beach Management Unit. These comprise the fishers and boat/gear owners, a predominantly male dominated group, and the small scale processors and traders, where women find greater employment opportunities. Of these, the most clearly disadvantaged and poorer groups within the communities are the fishing crew and

BMU Establishment and Operation

Community Based Development Planning

Fisheries Resource Management, including bye-laws and MCS

BMU Financial Management

Savings Mobilisation and Credit Skills

Sanitation and hygiene



54

Stakeholder Role in Lake Victoria Fisheries Management Training Needs

women. These therefore constitute primary targets for poverty reduction and empowerment efforts of the project and make up the large majority (>75%) of the total number of people directly involved in fisheries activities. The women, in particular, provide the main vehicle for addressing intra-household poverty, so it is they and their dependents who have one of the greatest stakes in seeing that fish resources are sustainably utilised.

Fisheries Information

Collection and Use

Fishers, including boat and gear owners and crews

This includes ‘active fishers’, largely crews or Barias who hire boats and equipment or work for owners and ‘passive fishers’ who own the boats and equipment.


Fish Marketing

Small Business Development

Health and Safety

Fish transporters (boat), from primary to secondary landings or trans-shipped

Transport boats, with built-in ice boxes, collect fish from smaller landings, particularly on the islands and transport it to larger landings on the mainland. They have a critical role in ensuring ‘up-stream’ fish quality

Use of Ice on Transport Vessels


Health and Safety

Artisanal processors Small scale processors, normally female, who sun dry, salt, fry or smoke Dagaa, Nile perch or Tilapia

Community Based Fish Processing Skills (3 species)

Fish Marketing


Health and Safety

Fish traders These people purchase fresh or processed fish

and transport to local markets

Fish Marketing


Health and Safety

A TNA of the Lake Victoria post-harvest fisheries sector was carried out by the SFP 1 project in 2005

(SFP, undated). One of the objectives was an “assessment of upstream handling practices for fresh

water and marine fisheries and inadequacies than can be addressed through training”. In Uganda, the

report states that previous training efforts had concentrated on assisting fish processing establishments

to comply with EU regulations, leaving the artisanal sector with very little support. The Competent



55

Authority (CA) was conscious of the need to bring artisanal activities under control but lacks resources

to undertake the necessary QA training and quality assurance programs. Critical areas in the chain,

where support is needed included:

Fish handlers and suppliers

Fish transporters

BMUs and fishers themselves.

Across the border in Kenya, the report noted that whilst BMUs were legal entities with a regulation role

in pre harvest and post harvest activities, including ensuring hygiene is maintained at the landing sites

and food safety regulations are complied, their members were found to have had no formal training in

food safety or food hygiene. And their level of understanding of current regulations was also very

limited. The focus of training for BMUs there was identified as:

Food safety

Food hygiene

Fish handling including the use of ice

Project management

Financial management

Data collection and storage.

Benefits of compliance with regulations.

Similar training was seen as also applicable to the needs of fish processors targeting the

domestic/regional market as well as training on waste management and improved packaging

techniques.

Overall the TNA made several recommendations:

Training small scale fish processors in improved processing methods.

Training fish handlers, BMUs and fish traders in food hygiene, improved fish handling, and

quality assessment.

Training of BMUs in project management.

Training of BMUS in financial management.

Training of BMUs in data collection and storage.

A more recent desk review of the artisanal fishery sectors of Kenya, Tanzania and Uganda, by Chivers

(2009), highlights again the need for capacity building for the small-scale sector. The report mentions

that “Historically the artisanal sector has received little by way of training inputs. There are a very large



56

number of persons involved in the small-scale fisheries who would benefit financially from better

knowledge of handling the catch and their improved knowledge would have a beneficial impact on the

sector. There was therefore a need for a continual process of training of the local communities in basic

fish handling and quality maintenance. It is recommended that this be provided in the form of trainer

training, targeting those leading members of the communities who are listened to and who have

authority and responsibility. The objective would be to provide a source of ongoing training through

well-trained trainers, who would be capable of continuing the training within the community long after

a project intervention”. The desk review went on to state that some training had been provided over

the last five years to the artisanal sector but that it was limited in its scope and number of participants

and reflected only a small proportion of the large number of persons that comprised the sector. Training

had to date been of a top-down nature, starting with the CA, fish inspectors and private industry and

occasionally dealing with the fishers but as far as can be determined never with the womenfolk. Training

had also been directed more towards Lake Victoria and less towards the coastal industry.

Ongoing development of six landing sites earmarked for improvement in Kenya is also mentioned in

Chivers (2009). The report mentions that since it was expected that the BMUs would be in charge of

these landing sites, it was important that the members of the BMUs were adequately trained in fish

handling. It is not clear from the report whether this training has taken place or when it was planned.

Observations during the mission suggest that these landing sites have yet to be completed. Stamatis

(2005) provides an overview of proposed landing site infrastructure development requirements for the

region and in doing so also highlights the need for training of those involved in management of

revamped landing sites. Derrick (2009) goes on to state that there is an urgent need to improve the

sanitary knowledge and practices of persons involved in all steps of the fishery supply chain, due to

there only having previously been pilot training/development schemes limited to specific districts and

the high number of persons entering the sector without training. The current provision of training and

facility development in the Ugandan fishery sector is totally reliant on donor funded projects to pay for

not only the development and delivery of the course but also the facilitation of the training event (which

includes transport & per diems for participants). These projects by their nature are limited and provide

only short term development in specific and limited areas of Uganda. It was also mentioned during

discussions with stakeholders at the landing sites that alternative methods of increasing awareness of

the issues such as radio broadcast may be better suited to reaching members of the sector who are

unable to attend formal training events due to work or living away from the landing site. The report goes

on to state that there is undoubtedly a need to improve the operational and hygiene standards of the

artisanal sector through training, however with materials developed and trainers (DFOs) currently being

trained (by the ICEIDA program) the immediate needs are being adequately met. What is however

required is the development of a long term strategy, with the backing of central Government, to

develop the donor funded pilot projects into a sustainable training program throughout the country.



57

Clearly, from the document review, capacity building in handling, hygiene, sanitation and business skills

and knowledge has been well highlighted and efforts are promoted in Uganda to develop community

led training for the fishery sector and that this had yet to be rolled out on a wide scale in Lake Victoria.

Previous Training Initiatives

A review was made of information on recent training initiatives that have a bearing on the consultancy

objectives. The review has found that some of the most important capacity building initiatives

undertaken in the region in the recent past have been within the framework of the two ACP/EU

Strengthening Fishery Products Health Conditions (SFP) projects. The first project was implemented in

Kenya, Tanzania and Uganda between September 2004 and August 2007 and provided training

interventions and technical advice. The main beneficiaries of the project were the Competent

Authorities, supporting institutions and fish processing establishments supplying fishery products to the

EU market. The project has aimed to strengthen the capacity of the beneficiary countries to respond to

the requirements of European Community feed and food legislation that came into force in January

2006. In terms of training, the initiatives most relevant to this consultancy are shown in Table 2. Much of

the SFP 1 was targeted at the national CAs and to a lesser extent the private sector and small-scale

operators. It is not clear from the literature whether any RWG-HRD, LVFO or BMUs directly benefitted,

but it would appear that BMU representatives were most likely beneficiaries to the “upstream” training

initiatives. The SFP also interacted with the LVFO IFMP in early 2007 to identify synergies and discuss

upstream controls. The project recognised the role of BMUs in monitoring official hygiene and food

safety controls in locations where government inspectors were not able to cover. Further information

can be found in Esser (2007).



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Table 2 Previous post-harvest capacity building initiatives in Lake Victoria region

Initiative and countries Provider Date

Sectoral Training Needs Analysis (TNA) completed (All)

Quality management systems and internal auditing training courses held in

Kenya for private sector QC managers

Traceability course held in Uganda for CA inspectors and private sector

stakeholders

ACP/EU

SFP

2005

Training courses on traceability held for CA inspectors and private sector

managers in Kenya, Tanzania and Uganda

ACP/EU

SFP

2005-6

Training courses on upstream GHP, foundation HACCP and systems based

approach to controlling insect infestation of traditionally processed fish held

for CA personnel in Tanzania

Training course on EU feed and food legislation and aquaculture inspection

systems held for CA inspectors in Uganda

Training course on control of food safety hazards held for CA inspectors at

MFDC (All)

Practical training on GHP audit of processing establishments for CA inspectors

in Tanzania

Training course on inspection techniques held for CA inspectors in Kenya

Training course on national emergency recall procedures held for CA inspectors

in Uganda

Training of trainers (ToT) at MFDC (ULG sub-project)(All)

Regional training courses on lake and marine coastal upstream control held in

Tanzania (Agrifor subproject)

Training course held on EU legislation, principles of risk analysis and the use of

audits to improve control system performance for private sector QC managers

ACP/EU

SFP

2006



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in Tanzania

Training courses on implications of EU feed and food legislation for

establishments exporting processed fish held for private sector QC managers in

Tanzania and Uganda

Training course on implications of EU feed and food legislation for upstream

control held for lake beach inspectors in Kenya

ACP/EU

SFP

2006-7

Training course on upstream control procedures for fishing vessels, transport

vessels & transport trucks held for CA inspectors and private sector QC

managers in Uganda

Training course on principles of upstream control held for lake beach

inspectors in Kenya

Upstream control checklists for Nile perch developed

Updated Ugandan fisheries legislation (incorporating upstream control)

Manual of Upstream Control (Agrifor sub-project) produced

Field testing of upstream control procedures & documentation

Training for Kenyan Private Sector (AFIPEC) on “Self Audit to Improve

Standards” in both Lake and Marine Fisheries

Training workshop on EU upstream control requirements held for Ugandan fish

suppliers / agents

RIPH HACCP Intermediate course delivered to MFDC lecturers and CA

inspectors in Tanzania

Training course on sensory assessment held for beach inspectors in Kenya

Updated manuals of fish inspection SOPs (incorporating upstream control)

developed for Uganda and Kenya

ACP/EU

SFP

2007

Adult literacy (Uganda) ICEIDA 2007



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Training fisheries inspectors (Uganda)

Training in Kalangala District. Lake Kyoga and Albert (Uganda)

onwards

Training of lead personnel at selected landing sites in Kenya, Tanzania and

Uganda

ACP/EU

SFP

2010

The SFP 2 project ran from 2009 to October 2010 and mainly focussed capacity building in the region on

the marine sector. However the work which targeted the artisanal sector yielded useful pictorial training

materials (see Training Materials section below). According to a desk study by SFP 2 (Chivers, 2009),

whilst there were a number of donors active in the region few had any connection with the artisanal

fishery sector. Amongst those operating at the time in Uganda however was the Icelandic International

Development Agency (ICEIDA, http://www.iceida.is/english/main-activities/uganda/). Activities included

adult literacy, a 10 year project involving training, infrastructure development and service delivery

covering the fisheries sector of Kalangala District (Ssese Islands). A further initiative is the Quality

Assurance for Fish Marketing Project (QAFMP) which includes training of fisheries inspectors. According

to Derrick (2009) training initiatives at the time in 2009 were:

LVFO: Development of training program for DFOs and artisanal fishery sector, pilot trial in

Kalangala region (2008).

ICEIDA: Further development of the training materials for delivery as train the trainer program

for DFOs in Kalangala District, Lakes Kyoga and Albert. This training is currently being delivered

by the DFR inspectors.

ICEIDA: Development and translation into local languages of course & materials to be integrated

into their adult Literacy & Basic Education (LABE) program for fishing communities (ongoing).

According to Chivers (2009) the LVFO produced a number of manuals on training and creating BMUs but

it was reported that the training had never been rolled out.

In terms of general capacity building for BMUs around the lake, much was done under the Lake Victoria

IFMP project which ended in 2009. Less support to BMUs has been provided since.

Training Materials



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A further objective of the document review was to identify relevant training materials and reports

already produced by other initiatives e.g. the SFP program, ICEIDA, LVFO, IFMP.

The terms of reference indicate that the basis for the training materials and process is the Lake Victoria

Fisheries Organisation Implementation of Fisheries Management Plan (LVFO IFMP) fish handling training

module (LVFO, 2007). And that this will be expanded and adapted by the consultancy. It is understood

that this existing training module draws heavily on material previously developed under the EU / ACP

Strengthening Fishery Products Health Conditions (SFP) programme. The module, in its present form,

provides a useful resource for Fish Inspector / Quality Control Manager training but it is anticipated that

important changes will need to be made to its content to increase its relevance to the ‘upstream' part of

the supply chain (fishing canoes, primary landing sites, collecting vessels / reefers) where the BMUs are

best placed to implement improvements in FP handling and good hygienic practices. In addition, good

pictorial training aids that are suitable for use by community based trainers within artisanal fishing

villages will need to be developed and field tested. A review of the training session plans of the existing

LVFO IFMP module also shows that it is very much a lecture and discussion based training process and

does not include a training of trainers’ element or practical work. This is another aspect which will be

developed under this FISH II project.

With ICEIDA support the Ugandan DFR have developed simple practical guides on training for BMU

trainers, fish quality and handling for BMUs, business management for BMUs and others (MoGLSD,

MAAIF, ICEIDA). These guides have simplified the issues presented in LVFO fish handling training manual

and presented these in the form of simplified text and local context pictorial images. A set of flip charts

showing key images based on the guides have also been developed as a training and awareness raising

tool. The guides were developed in conjunction with the LABE, an adult learning focused local NGO, and

the Ministry of Gender, Labor and Social Development. These materials are available in various local

languages including Kiswahili. These materials have not yet been used extensively for training Lake

Victoria BMUs and should be used to inform the training module and materials development for this

assignment.

A training process using these simplified guides has also been developed by the Ugandan DFR. This

entails an initial week long training of trainers process followed up later with another gap filling

additional training workshop, also over the course of one week. According to DFR staff it is very difficult

to run a training workshop for fishery stakeholders for more than one week as the trainees are running

businesses and have domestic responsibilities to carry out. It was also suggested that during the training

materials development phase LABE are involved to provide guidance on the appropriate way of

transferring technical messages through BMU trainers to communities.



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Extensive capacity building in improved fish handling, hygiene and sanitation in relation to international

standards as well as business management has been recently provided to public and private

stakeholders associated with small-scale fisheries in several African, including East African, countries

under the SFP 2 programme. Much of the focus has been on training of trainers, including trainers from

fishing communities. This work has generated a great deal of current and relevant training materials and

ideas which will be used to influence the capacity building carried out under this consultancy. These

materials and ideas can be found in Ward (2010), Beyens (2010), Diffey (2010), Derrick (2009), Esser

(2010a), Esser (2010b).

It was possible to obtain some training material developed and used by other Lake Victoria initiatives

during the course of the mission. These will be made available to inform the follow on mission in March.

From the available literature a number of key issues were identified that should be borne in mind when

conducting the consultancy. Whilst there is clear recognition of the role played by BMUs, and the small-

scale operators they represent, in the supply chain and associated food safety and quality issues, the

dispersed nature of the artisanal fishery sector presents a major challenge in terms of bringing the

‘upstream’ part of the supply chain under control. According to Chivers (2009) a lot of training of Lake

Victoria fishers had taken place prior to 2006 in Uganda but the high turnover of fishers had led to the

training impact disappearing from the communities. Lack of ‘upstream control’ was an issue identified

by recent EC inspections of the 3 countries and delivering capacity building to the stakeholders involved

is an obvious priority, but achieving this is known to be challenging. However, some success was

achieved under SFP 1 by ensuring the cooperation of both public and private sector stakeholders as part

of the capacity building process (Esser, 2007) and under the recent ICEIDA initiative in Uganda.



63

ANNEX 6 Training needs assessment checklist Priorities

What are the priorities in terms of handling, hygiene, sanitation, business development ,

training….where would you like the situation to be in 12 months time (Table a) (LVFO, RWG, DoF, CA,

Export processors, BMU)?

Expectations

Define key tasks of different stakeholders (Table b).

What are the main ways in which BMUs need to change or do things differently in terms of landing site

hygiene, sanitation, fish handling and conducting business in general (what is the problem, level of

desired performance and actual performance and what is causing the problem)?

Who should do what differently…to define the performance goal (all)?

What behaviour pattern based on knowledge skills and attitudes do BMUs and their members need to

carry out tasks with competence (Table c)?

Influences

Use force field analysis to identify what will help of hinder BMU stakeholders as they learn and try to

apply new knowledge, skills and attitudes (Table d & e)?

Solutions

What are the solutions to the obstacles identified during the force field analysis (f)?

Non-training

Other than training what other cost/effective ways are there to achieve the desired

performance/expectation / development of knowledge, skills attitudes (brainstorm) (g)?

Training

What kind of training will best help BMU stakeholders achieve the desired level of competence (h)?

Learning objectives (Table i)

Define learning objectives for each performance goal requiring training….SAS:

Situation – what situation with the BMU stakeholder be in when they need to perform the task skilfully?

Action – what will they be able to do specifically after the training session is over?



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Standard – some measure by which they will be able to judge success

Audit (Table j)

Which individuals need how much training (questionnaire)?

What training of trainers’ exposure have you had in terms of formal training and/or experience in

practice (for BMU reps refer to their BMUs also)?

Please describe examples of the way in which you (or others) have carried out any training?

What training material or guides do you have to help you train others in handling, hygiene, sanitation,

marketing etc and can you describe how these are used?



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ANNEX 7

Training Needs Assessment results

The following highlights the main findings from the TNA conducted during the mission with a more

complete set of data presented in the TNA matrix.

Priorities

In order to help focus the training on the long term development objectives of the sector, discussions

were held with those responsible for overall or higher-level management of BMUs and the fishery sector

in general. The aim was to identify the future priorities or long-term objectives they have, particularly in

regard to post harvest issues.

The priorities in terms of BMUs were as follows:

BMUs are effective and carry out their duties (fish exporters)

Greater awareness of good fisheries management practice and need to conserve stocks (DoF,

local govt TZ, fish exporters, BMU Ug)

BMUs sufficiently organised and understand fully their roles and responsibilities (CA TZ, RWG

HRD TZ, fish exporters)

Implementation of a coordinated effort between the three countries to control illegal fishing on

the lake (BMU network chairman Uganda)

BMUs know why and how to handle fish properly (DoF, local govt TZ, Ug DoF)

In terms of training per se the following was identified:

System in place whereby training is provided on a continuous process (RWG HRD & DoF K, TZ, CA

TZ, Ug BMU)

Regarding technical post-harvest issues the following was mentioned:

National hygiene and sanitation standards met at landing sites (DoF, local govt TZ, Ug DoF)

Improve the Hygiene, sanitation, handling of Rastreanobola argentea (RWG HRD, DoF K, local

govt TZ, CA TZ)

Landing site facilities improved (fish exporters)

Bulk boat transport of fresh fish undertaken using insulated tubs (fish exporters)

Post harvest fish losses reduced (DoF, local govt TZ)

Fishers ice fish after catching and ice is more accessible to remote fishing areas (fish exporters)


international standards (BMU Regional Chair)



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Of these priorities it is likely that the training will contribute to those which are shown in italics.

A lot of attention and development has been focused on the Nile perch fishery sector and distribution

chain which has meant that standards of handling and hygiene are said to be relatively good. Whereas,

less attention has been given to the burgeoning dagaa fishery sector and post harvest practices. Several

key stakeholders mentioned that the priority now lies in the improvement of this sector, which is

generating large volumes of fish and employs a considerable number of people in various activities. This

is supported by findings from recent post-harvest loss assessments of the Lake Victoria sardine

(Rastrineobola argentea) fishery sector which indicate that much higher losses are occurring during the

rainy season when poor drying conditions prevail. Physical losses in this fishery sector account for more

than 20 percent, sometimes higher during the main fishing season. Much of the fish is processed as

fishmeal and is lost for direct human consumption, but also substantial quality nutrients are lost for the

poultry industry. This underscores the need for proper handling of fish products regardless of their

intended use (for direct human consumption or animal feed). In the fresh tilapia and fresh Nile perch

fisheries quality losses were found to affect all stakeholders significantly; however, fresh tilapia traders

were less affected compared with other operators because they bargained prices according to the

freshness of fish collected from the fishers. The frequency of losses is also lower among the fresh Nile

perch traders because most of them use ice and handle the fish hygienically, for sale to factories for

export purposes. The research estimated physical and quality losses are valued at between US$10

million to US$17 million per annum for dagaa in Tanzania alone (Akande & Diei Ouadi 2010).

Observations during the mission however, suggest that whilst the Nile perch sector has received

support, there is still scope to improve handling practices and also develop the capacity of those in the

tilapia and other species fisheries.

Expectations

A key step in the TNA was to clarify who the beneficiaries are and what they do (tasks) and are expected

to do well. Once the tasks have been clarified it is then possible to set performance goals or

expectations for stakeholders related to the tasks they perform. The performance goals can help identify

what needs to change and who needs to change in terms of skills, knowledge, attitude and behaviour.

They are used to guide the learning objectives.

From the terms of reference (Annex 1), the ToT workshop is for trainers from BMUs. The consultant

conducted the TNA therefore assuming that the trainers would be from the BMUs/community.

Information from the HRD RWG suggests that trainers from the community in Uganda have proven to be

successful. Community trainers, if highly motivated have also been effective in fishing communities in

coastal West Africa. However, at one point during the TNA process there was a debate with the RWG



67

HRD group regarding whether the trainers should be from the BMU committee, from the community or

whether they should be from government extension services. Basic criteria to guide the selection of

trainers to be invited include the following:

should be known to the fishing community and vice versa

able and willing to provide training in key landing sites

unlikely to migrate or move from current location to elsewhere

understand English

be good communicators

have the respect of leaders/elders and integrity

have some educational background and skills already

educated to standard eight

be able to speak the relevant local languages

According to the regional BMU chairman, who responded with the help of his representatives to a

number of key questions during the TNA, in terms of who should be BMU trainers: “BMUs have different

capacities; nonetheless secretaries have reasonable minimum academic qualifications averagely ‘O’ level

across the region. But again before identifying the secretaries, it’s important to consult with the BMU

chairpersons since they have a lot of influence among the fishers.” Also it is important to note that some

chairmen or BMU committee members also have good academic, professional qualifications.

In terms of the sorts of skills and knowledge that potential BMU trainers require, the regional response

was that ToT training should equip them with facilitation skills, a good technical understanding of fish

hygiene, sanitation and handling, charts/pictures e.g. showing the benefits of eating quality fish; how

cholera can be transmitted; contrasting good and bad fishing practices etc, computers & LCDs and

training on use to facilitate efficient information dissemination. Also writing materials (flip charts, felt

pens etc) to help facilitate local level training.

Influences

Whether training is successful and new skills and knowledge can be applied, attitudes or behaviour

changed will depend not just on the quality of the training but also on a variety of other factors which

need to be understood as part of an assessment process. These influencing factors are broken down into

those which will help training to be successful and those which will hinder the uptake and success of the

training. Some of the key issues are summarised here, a full list of those issues identified is shown in the

TNA matrix.

Some issues which can assist in the uptake and adoption of training include:



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Local government agencies have community development mandates and could use resources to

provide equipment such as fish crates, facilities and services such as water supplies, as well as

explore alternative income generating activities for fishing communities;

Bylaws exist to help the communities implement better handling and hygiene practices. For

example in Kenya BMU bylaws exist to prevent people dragging fish on the ground and to

identify where fish should be landed e.g. at the jetty. Anyone caught breaking a bylaw faces

some form of punishment such as a fine, imprisonment or ban from fishing for a certain period

of time. The training may help identify new bylaws;

Examples/experiences of training undertaken by community representatives exist e.g. from

Uganda (Kalangala) and Kenya (Ogal), and related training materials should be used to inform

the implementation of training during this mission.

Issues which could hinder the effectiveness of training include:

One of the constraints to the uptake of improved handling, hygiene and sanitation practices in

many locations is the lack of proper landing facilities and services. Jetties to facilitate landing

from canoes to shore are few and far between and where they do exist the receding of the lake

water has made their use difficult. Many landing sites are multiuse areas and access is free for

anyone and anything e.g. animals. This has certain negative hygiene and sanitation implications

with regard to fish handling and food safety;

One of the biggest challenges faced by lake communities now is the scarcity of Nile perch. A

major decline in catch per unit effort has occurred over the last approximately 10 years. Less fish

being landed equates to less activity and income (although fish price has increased). One of the

knock on effects of this is that there is less revenue generation to fund BMUs. Such revenue can

be used to fund local training activities: the less revenue generated the fewer funds available to

be allocated for training;

Whilst food safety legislation and bylaws exist, there is a lack of awareness of what they are and

how food safety should be implemented at all levels. At the local level this means that bylaws if

they do exist are not understood by fishers, processors and traders and are not enforced.

Because quality standards are not applied at markets or border points then the incentive to

produce better quality products is also reduced;

The difficulties in earning a living from fishing means people will leave the sector in search of

other work. In some cases this means that BMU committee members will leave the community

and their responsibilities at the landing site;

Cultural beliefs and habits influence the willingness of some people to use toilets;

Lack of proper waste disposal systems lead to the accumulation of rubbish and waste at landing

sites;



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Political influences make it difficult for BMUs to carry out their duties and implement bylaws;

Ethnic differences in some fishing communities also influence the effectiveness of BMUs.

Solutions

For those factors which hinder the uptake of training, the assessment process has tried to identify

potential solutions which should be considered by those responsible for the implementation. For if

these issues are addressed it will improve the chances of any training being successful and sustainable:

Incentives/rewards for better practice and performance

Resources for BMU training made available through revenue collection

General strengthening of BMUs

Improving access to credit and capital for investment in new ideas and equipment

Developing market opportunities to encourage uptake of better practices

Proper implementation of existing bylaws

Trainer a permanent resident of a community, conversant with local languages

Hygiene, sanitation and handling and business skills are the concern of different agencies. They

are not simply fisheries issues. Improved coordination between health, education, commerce

and fisheries agencies is something which needs to be encouraged more in the future to address

more fully the needs of fishing communities

An important issue to stress during training will be the economic reasons for carrying out

improved practices. This is perhaps more easily done with reference to the export sector.

Messages could include “the reasons why the price of fish is high is because people are willing to

pay a high price for it in other countries but to pay the high price people expect the fish to be

handled properly and that if it's not handled properly then there is a chance that this market will

be lost”

Development of landing sites and service provision

Key learning objectives should be reinforced by regular sensitization activities by the trainers

New bylaws formulated to address some of the problems identified e.g. the turnover of fishers

and other stakeholders at landing sites can mean that new entrants arrive without training. A

bylaw could be introduced along the lines of “a new entrant to the community should undergo

basic training by the BMU before they are allowed to carry out their activities….the trainee will

be asked to pay ? Sh for such training”.

Non-training

The assessment process also aimed to identify ways in which the training needs can be addressed

through ways other than running training workshops. This is useful as it can help determine the other

ways in which key messages and skills required can be transmitted to BMUs. Some of these non-training



70

initiatives may be more cost-effective and reach more people more easily than a training workshop.

Ideas for non-training capacity building initiatives include:

Include awareness raising on topics covered in the training during regular BMU meetings

Large posters depicting key messages using pictures and images and local language that can be

displayed in the landing site. More permanent messages could be presented using murals

painted on walls and canoes

Many people in fishing communities listen to radio. Some stations air fisheries related programs.

Fishers will carry radios with them when they go fishing

Drama to entertain and educate whether it be live in the community or films and then shown via

DVD

Songs and music

It may be difficult to bring people together for training at the community level, especially if

there are no incentives. Instead messages could be delivered using a PA system.

Training

It was clarified that the current LVFO fish handling training manual (LVFO 2007) provides a good training

resource for undergraduate level trainees, but a simplified translation of the key technical issues into

the local context is required to produce a resource or tool which can be used by BMU trainers to train

members of their groups. One suggested scenario is to retain the current LVFO manual chapter headings

and, based on these, produce a simplified pictorial manual with basic text and training tips for the BMU

trainers similar in style to the SFP training manual presented in Ward (2010) and the recent, MoGLSD,

MAAIF, ICEIDA (undated).

A general simplified guide such as this could be used to develop national level or species specific guides

in the required languages. A draft guide developed during the next mission should be validated with key

stakeholders including BMU representatives before it is produced in bulk for the actual training.

Training and sensitisation should be a continuous process. The fisheries sector is a dynamic sector with

changes taking place in terms of technical issues, legislation and markets. Furthermore, the turnover of

stakeholders and BMU committee members means that knowledge and skills are often lost from the

sector as people move on and new committee members are elected.

The TNA reflected on the type of training that may best suit the ToT for BMU trainers, although to a

certain extent this has been set by the terms of reference, as a 7 day residential workshop for 24

trainers. However, the training workshop should include the identification of mechanisms and

techniques that can be used by the trainers to train in their own environment.



71

During the workshop the ways in which the trainers could deliver training at the community level as a

regular process will be discussed. Key players in the change process are the fishmongers and agents who

often bankroll the fishing and processing operations. It is therefore important to ensure that the training

material and training process eventually reaches these stakeholders.

Learning objectives

Using the performance goals as a guide, a series of learning objectives has been set, where possible

using the SAS approach:

Situation – what situation will the BMU stakeholders be in when they need to perform the task

skilfully?

Action – what will they be able to do specifically after the training session is over?

Standard – some measure by which they will be able to judge success

Learning objectives are a reflection of the discussions, observations during field visits and the contents

of recent training materials used for training in the region. It is anticipated that these learning objectives

will now be used to guide the development of the training modules during the next stage of the

assignment.

Audit

In order to understand what training needs to focus on to achieve the learning objectives the current

levels of knowledge and skills of BMU trainers and fishers processes and traders were assessed as

accurately as possible through discussion, observation and document review. This has highlighted gaps

which the training will address. The following provides some context and highlights the need to choose

carefully who and from which BMUs / communities the trainers attending the workshop should

represent.

The BMU concept was first introduced in the Lake Victoria fishery sector in 2000 as part of the growing

move towards a more co-management approach to fisheries management. The idea is that the BMUs

partner government in the management of resources. At the community level a BMU consists of an

executive committee of approximately 10 to 15 persons. The committee members are elected by the

local community. Recent elections were held in 2009. All the members of the community involved in

fishing, processing and trading are supposed to be members of the BMU in order to carry out their

activities legally. Capacity building for BMUs has been given by various donor projects such as the IFMP.

Technical skills were passed on to different committee members and it was their responsibility to then

pass on this knowledge and skills to others. Various BMU guides have been produced covering a

multitude of issues relating to the establishment and operation of BMUs. Amongst other things, the

executive committee is responsible for formulating bylaws, development plans and fisheries



72

management plans as well as ensuring implementation of the plans and management of communities in

general. BMUs are not only present at the village level. They are an apex organization which also has

representatives at Sub district/Ward, district, region, national and regional level.

In principle, co-management and the creation of the BMUs is seen as a positive step towards creating a

sustainable Lake Victoria fishery sector. Communities are thought to be now more likely to recognize the

importance of co-management and the need to conserve resources and curb practices such as illegal

fishing. However, one of the major challenges facing the management of Lake Victoria at the moment is

the widespread use of illegal fishing gears, such as monofilament gillnets, beach seines and cast nets and

the landing of undersized fish. Fish catches have declined since the late 1990s and due to the increase in

new entrants to the fishery sector catches are now dissipated amongst more people. It was said during

fieldwork that it is difficult to make a living now using legal fishing gear. Certainly the transportation of

and market for immature fish is one of the issues to address, if this can be eradicated then it is likely to

have a knock on effect on fishing practices.

From field discussions it would appear that some BMUs are better organised than others. And many lack

the power or incentive to implement bylaws. Some of the influencing factors which determine the

effectiveness of BMUs appear to be:

low fish catches mean less activity and less revenue generation for BMUs

lack of capacity of new elected committee members

committee members lack the required leadership, administration, technical and planning skills

benefits of capacity building can be lost at the local level when those who have benefited

migrate to other areas or in an out of the sector

patrol / surveillance costs such as fuel can also be prohibitive

BMU committee members fear repercussions from enforcing bylaws

lack of police or enforcement agency presence/availability

lack of awareness of civil responsibilities and responsibilities in terms of fisheries management

incentives to carry out duties and implement better practices not clear

BMU system seen by fishery officers as a competitor or threat to the historical government

fishery management approach

not all fishery stakeholders in a community are part of the BMU system

BMU is seen as simply the elected committee only

capacity building has remained with the core BMU committee members and has not been

passed on.

donor support - activities of BMUs in some locations has slowed following the end of the IFMP

project



73

landing site management carried out by non BMU entity which are more successful in the

tendering process (Tanzania)

Whilst bylaws exist or are known in some locations, in other locations the BMU committee members

met were not aware of their bylaws and did not have a record of them at the time of the field visits. The

bylaw issue would appear to be something which requires more attention in the short-term to help

BMUs develop the local rules governing issues such as fish handling, hygiene and sanitation. However,

the enforcement of bylaws is also a key issue which needs to be very seriously addressed.



likely to occur amongst stakeholders who operate at the improved landing sites that exist within the

three countries. For example there are 26 sites in Tanzania and six under construction in Kenya. In

landing sites where facilities and equipment do not exist, uptake of improved practices will be

hampered by a lack of investment capacity at the local level. In this respect efforts to encourage traders

and middleman to invest in landing sites should be explored.

From the TNA field visits it is concluded that very few if any community level stakeholders have been

trained in improved handling, hygiene, sanitation and business skills. Some BMU committee members

have received some orientation in hygiene and sanitation issues. Although it is understood efforts have

been made to develop local capacity in some locations in all three countries. In Uganda recent work

funded by ICEIDA has focused on developing community capacity to deliver such training within the lake

shore communities.

In terms of key technical post harvest issues identified during the TNA process that would be the focus

of training and relate to the needs of fishers, processors and traders, these are mainly:







use of ice

personal hygiene





74

As well as training in technical fish handling hygiene and sanitation issues, strengthening business and

financial management is also seen as a key issue. In terms of business development capacity building

issues to consider for this include market development, value addition including improved packaging

and labelling for processed products, book keeping and financial management especially the benefits of

saving for fishers. Due to the increased competition for fish and the difficulties in earning a living from

what appears to be an over exploited resource, efforts are required to create alternative income

generating opportunities for those that want to leave the sector voluntarily and as a means of attracting

out those who are engaged in illegal activities.



75

ANNEX 8 Training Needs Assessment Matrix BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions

d. Help e. Hinder f. Solutions to

obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

BMU trainer Undertake local

level TNAs

Inform and

mobilize the

BMU members

Conduct rapid

informal BMU

surveys

Prepare and

deliver training

Maintaining

BMU group

solidarity

Evaluate BMU

training and

Understand the roles

and responsibilities of

BMUs according to

national guidelines

Be able to provide

capacity building for

fishery stakeholders in

hygiene, sanitation,

handling, business

skills according to

bylaws and national

legislation

BMU as an

institution

is a legal

entity

Informatio

n for use in

training

available

from a

number of

documents

Similar

trainings of

BMUs

successfull

y piloted

Materials

and

resources to

carry out

training at

local level

not available

Resistant

attitude of

some fishery

stakeholders

to learning

and change

Stakeholders

not sure of

the benefits

of training

Flexible

training

periods

Local trainers

using local

languages will

be most

effective

Incentives/re

wards for

better

practice and

performance

Resources for

BMU training

made

Posters and

pictorial

flyers on key

issues

Flip charts

Including

key

messages in

public

meetings/se

nsitisation

using PA

systems in

locations

such as

markets

This is

stated in

the terms

of

reference

as a 7 day

workshop

Be able to

undertake a TNA

Community

mobilisation skills

Conflict

management and

problem solving

Within a

community be

able to deliver

and evaluate

training sessions

How to use

training manual

How to deliver

participatory

At community

level BMU

trainers with

required skills

and

knowledge

don't exist in

some areas



76

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

achievements

Networking

with other

BMUs and

extension

agents

elsewhere

BMU has

training

mandate

Bylaws in

place to

help

implement

hygiene,

sanitation

and

handling

practices

Local

governmen

t has

mandate

to provide

community

developme

and whether

it is

worthwhile

Financial

constraints

Time and

availability of

the trainer

for this work

BMU

turnover of

committee

members

means

capacity

building can

be lost

Nomadic

nature of

available

through

revenue

collection

General

strengthening

of BMUs

Developing

market

opportunities

to encourage

uptake of

better

practices

Proper

implementatio

n of existing

bylaws

Trainer a

TV and radio

presentation

of issues

gives

gravitas

Exchange

visits to

model BMUs

Drama

sessions to

educate and

entertain

training

How to facilitate

discussion

Facilitate

members to be

able to discuss

and identify local

priorities and

solutions

Technical issues

related to fishery

sector

stakeholders as

given below



77

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

nt fishers

Multiple

languages

used at

landing sites,

so which

language for

training?

terminology

used in the

difficult to

translate into

local dialect

BMU seen as

competitor in

some areas

by

government

fisheries staff

permanent

resident of

community

and

conversant

with local

languages

Production of

training

materials



78

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

Landing site

management

Cleaning

Maintenance

Data collection

Implementation

of bylaws

Revenue

collection

Liaising with

fishery sector

stakeholders,

community and

local

government

Premises regularly

cleaned with potable

or clean water and

where necessary

disinfected

Tools and equipment

used to handle fish

and ice washed with

potable or clean water

after use

Animals excluded

from premises

Fish not exposed to

vehicle exhaust fumes

Hygienic storage and

disposal of solid waste

products

Records showing

cleaning and

Some

landing

sites have

handling

facilities

and

services

Bylaws in

place to

help

implement

hygiene,

sanitation

and

handling

practices

Local

governmen

t has

mandate

to provide

Landing sites

lack basic

facilities and

services

(jetty;

covered

selling and

preparation

areas, clean

water supply,

proper waste

disposal

facilities,

power

supply,

fencing, ice

storage,

good access,

processing

facilities,

storage)

Low fish

Government

provision of

proper

facilities and

services to

fishing

communities

As above Regular

awareness

raising

sessions

for

managem

ent and

landing

site users

on key

issues with

monitoring

and

supervisio

n by BMU

Be able to

understand the

roles and

responsibilities of

management

How to allocate

and use revenue

for maintenance

and upkeep

Be able to apply

goo cleaning and

waste disposal

practices

(food safety,

quality and

handling as for

fishers etc below)

Management

of landing

sites differs

between

export

gazetted sites

and those for

domestic

purposes



79

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

maintenance activities community

developme

nt

landings and

revenue

generating

potential for

upkeep and

maintenance

Revenue

generated

not recycled

for landing

site

management

Fishers Nile

perch /

Tilapia (Baria)

Fishing gear

owners and

canoe owners

Setting and

hauling fishing

gears

Removing fish

from gears

Handling and

storing fish on

Vessel and equipment

kept clean according

to bylaws and national

legislation

Fish handled according

to national legislation

and bylaws

Improved

landing site

infrastruct

ure in all 3

countries

either

available

or under

constructio

Lack of

infrastructur

e and

facilities

Revenue

generated

not used for

maintenance

Improve

infrastructure,

access to

services and

to equipment

As above As above Be able to explain

the importance of

fish as food and

source of income

Know why fish

spoils and what

accelerates and

Inadequate

use of ice

Lack

knowledge of

fish quality

and spoilage

Poor handling



80

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

board

Unloading fish

at landing site

Maintaining

hygiene of

canoe, gear and

personal

hygiene

Appropriate fishing

gears set and hauled

to minimise post-

harvest losses

Fishers have high

standards of personal

hygiene and wear

clean clothes

according to national

legislation and bylaws

n

Some

literate in

local

languages

Interest in

training

and

learning

Bylaws in

place to

help

implement

hygiene,

sanitation

and

handling

practices

of

landings/facil

ities

Canoe design

not

conducive to

good

hygienic

practices,

fish handling

and use of

ice difficult

Weather

delaying

hauling and

landing

Ice

availability

Lack of

reduces spoilage

Be able to explain

where bacteria

are found and

what they do to

fish and

consumers

Be able to explain

the reasons why

and how fish and

equipment and

landing facilities

should be kept

clean

Explain why and

how to keep the

canoe and

equipment clean

Know how gears

and hygiene

practices

Lack of

understanding

of food safety

hazards

Understandin

g of food

safety

legislation and

any bylaws

which exist



81

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

potable

water at

landing sites

Resistance to

change

Access to fish

boxes for

handling and

unloading

Existing food

safety

standards

not enforced

Bylaws not

understood

and poorly

implemented

Multi-

purpose uses

effect fish quality

and how to use

them to minimise

losses during

fishing

Be able to explain

why fish should

not be thrown or

mistreated on the

canoe, during

landing or

transport

Know how to use

ice and explain

why ice is

effective

Know how and

why waste

materials should

be disposed of



82

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

of traditional

landing sites

Economic

difficulties

mean

investing in

new ideas is

either not

possible or

seen as high

risk

properly and

landing site and

environment kept

clean

Be able to explain

what good

personal hygiene

is and how it can

be achieved

Explain why it is

important to see

fishing as a

business

Know the

importance of

saving and how

savings can be

achieved

Understand why



83

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

and how to do

basic business

planning

Know what

marketing is

Be able to explain

marketing skills

and how these

can be used

Why it is good to

be organized and

use your time

wisely

Know why it is

good to keep

track of

expenditures and

incomes

Know whether



84

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

your business is

successful

Traditional

fresh fish

processors

Purchasing

Carrying/transp

orting to

processing area

Preparation and

processing

Storage

Marketing

Process fish according

to good hygienic

practices and national

legislation

Understand

opportunities to add-

value

As above As above As above As above As above As above except

where necessary

referring to

processing

equipment and

practices

As above with

reference to

processing

activities

Fresh fish

traders/

agents

Transporters

Fish handled in a such

a way as to minimise

physical damage and

contamination during

landing and loading

Equipment kept clean

As for NP fishers



85

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

Dagaa fishers Setting and

hauling gear

On-board

handling

Unloading at

landing

As for fishers above As above

for fishers

As above for

fishers

Design of

canoes not

conducive to

good

handling

As above for

fishers

As above for

fishers

As above

for fishers

As above for

fishers (may need

some

modification e.g.

use of ice)

Explain why dagaa

spoils and quality

deteriorates

As above for

fishers Poor

onboard

handling

leading to

physical

damage and

losses

Dagaa

processors

Transporting

fish to

processing site

Sun drying

Packing

Storing

Marketing

As above in terms of

processing according

to national legislation

and bylaws

Good packaging and

storage practice is

implemented

Price

premium

for sand

free

product in

certain

markets

Food

safety

legislation

exists

Large volume

of landings

makes

handling and

processing

difficult

Lack of

access to

credit and

investment

in improved

processing

As above As above As above As for NP & dagaa

fishers (with some

modification e.g.

less emphasis on

fishing objectives)

Be able to explain

why drying

preserves fish

Know how to

produce good

Fish spread

directly on the

sandy beaches

or on rocks for

drying



86

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

Fish dried

on fishing

nets better

quality

equipment

and facilities

Lack of space

for drying

Rainy season

makes

processing

difficult

Rancidity

causing

colour

change

Technical

solutions not

accepted

quality fish

through better

handling and

processing

practices

Be able to explain

why and how to

store fish well

Be able to

describe how to

add value to

dagaa

Know the steps to

setting up a value-

added business

Dagaa traders

and agents/

buyers

Buy and

transport dried

product

As for processors As above

As above As above As above As above As for dagaa

processors

Similar

understanding

of processors



87

BMU

stakeholder

b. Description

of BMU

stakeholder

tasks

c. Desired

performance/expecta

tions


obstacles

g. Non-

training

h. Training

solution

i. Learning

objective

j. Audit for

actual

performance

Sell



88

ANNEX 9 BMU Regional Chairman Response to Key Questions

In 12 months, how would you like to see the situation at landing sites in terms of hygiene, sanitation

and fish handling?

Aware of a common landing site for proper data collection.

Clearing of water hyacinth (in areas infested) and proper landing facilities e.g. pontoons.

Ensuring all designated fish landing sites are fenced to keep away unwanted activities e.g. animals

and idlers.

Fish bandas constructed close to landing sites (close to water) for fast offloading of fish to minimize

rise in temperature. Handling should be done gently to avoid bruising of fish to avoid contamination.

Disposal of any waste, human or otherwise in a manner that will not constitute a public health or

environmental hazard.

Insulated containers fitted in the wooden boats for storing fish during expedition.

Sanitary facilities e.g. toilets (for prevention of cholera and other communicable diseases)

Chlorinated tapped water

Ventilated landing bandas- for sufficient flow of wind to avoid bad smell.

Washing fish carrying equipments to banda e.g. baskets, sufurias, wheelbarrows, handcarts etc

(most bandas are far from landing sites occasioning use of ferrying equipments)

Disinfection of floor, platform, knives, weighing balances etc

Banda floor ought to be sloppy to avoid stagnating waters.

Have electricity in landing sites to facilitate installation of refrigeration equipments, flies catchers,

insect killers etc

Those handling fish putting on clean gumboots, overcoats, gloves, headgears etc

Raised drying racks/ provision of solar driers (for those who choose to process through open drying)

A good transport system to the landing sites e.g. good roads to enable easy access by refrigerated

lorries.

What sort of level of skills and knowledge would you like BMU members to have obtained in 5 years

time?

Knowledge on clear and efficient flow of fish from landing site to banda (refrigerated vans/ cold

rooms) to avoid spoilage.



89

Basic skills of fish handling, hygiene and preservation to avoid loss in value (loss in income) and

improve fish value. This should be at all levels i.e. handlers, vessel, equipment used gears and fishing

grounds.

Skills in data collection e.g. data on daily catch aggregated in terms of good and spoilt fish -

Understanding the importance of landing fish at designated landing sites only.

Skills on how to use different equipments (tapped water, refrigerators etc) at landing site.

Skills and knowledge on gutting and scaling of fish

Importance of being in organized groups e.g. BMU to facilitate access to loans, grants and trainings.

Fishing safety and precautionary measures e.g. swimming skills, use of life jackets, avoid engaging

children in fishing etc.

Who within BMUs can deliver training to their members and what training skills & knowledge,

materials or other things would help these local trainers deliver good quality training at community

level?

BMUs have different capacities; nonetheless secretaries have reasonable minimum academic

qualifications averagely ‘O’ level across the region. But again before identifying the secretaries, it’s

important to consult with the chairpersons since they have a lot of influence among the fishers.

Also it is important to note that some chairmen or BMU committee members also have good academic,

professional qualifications.

Note: For backstopping and sustainability, the initial training should have 3 representatives of RBN i.e.

One from each of the three partner states preferably chairpersons of National BMU Networks.

On required skills/knowledge/materials;

Facilitation skills

command of subject to be trained (fish hygiene, sanitation and handling)

Charts/pictures e.g. showing the benefits of eating quality fish; how cholera can be transmitted;

contrasting good and bad fishing practices etc

Computers & LCDs and training on use to facilitate efficient information dissemination.

Writing materials (flip charts, felt pens etc)

Exchange visits/demonstrations- visiting identified model BMUs.

Seminars/workshops on key intervention areas for successful ToTs



90

What sort of things will prevent or make it difficult for BMUs to adopt better practices in handling,

hygiene, sanitation?

Illiteracy. Most fishers do not have adequate formal education.

Logistics for implementation e.g. finances for sustaining trainings in more BMUs, buy required inputs

like motor bikes, hiring transport etc

Rigidity to traditional ways- most fishers are reluctant to accept doing things in different way. Most

argue ‘that’s how we’ve been doing them…’

Poor infrastructure for efficiency i.e. lack of potable water, lack of running water in bandas, poor

roads, lack of electricity etc

Low morale (low concentration) - most fishers live from hand to mouth and would always ask what

they stand to gain by engaging in any activity that will consume some of their time.

What are the solutions to some of these hindrances?

Use of local trainers (ToTs) who have command of local languages.

Trainings on the importance of hygiene and sanitation; and how good hygiene would benefit them.

Provision of incentives, loans and grants to support some of the BMU initiatives.

Exchange visits to model BMUs and offering of demonstrations that serve as role models e.g. on

gutting and scaling.

Facilitate availability of electricity, portable running water, and good access roads.

Offer incentives for good performances (Reward competence and improvements)

What sort of things could help BMUs change their practices a part from training?

Use of local radio talk shows to reach wider audience and raise awareness in hygiene & relevant

issues

Education through promotional activities e.g. sensitization in identified sites through use of public

address system and involving key speakers with the help of selected BMU officials

Exchange visits

Creating competitiveness through offering rewards for performers.

Development of infrastructure

Institutional strengthening of BMU networks in terms of facilitating capacities of upper networks to

be able to fully function with a secretariat to run them on a day to day basis; fundraise and do

relevant programs to BMUs.

Improved marketing for quality fish and direct involvement in the value chain.



91

ANNEX 10 Workshop participants

Name Address Phone

Samuel Okeyo

Andiwo

Lwanda Kotieno BMU, Kenya + 254 729515165

Dan Licha Onyango Rakwaro BMU, Kenya + 254 700225011

John Rumbura

Nyankara

Nyandiwa BMU, Kenya +254 724117052

Jeremiah Ooko

Ng’ongo

Remba BMU, Kenya +254 723292632

David O Ocheche Got-Kachola BMU, Kenya +254 735618722

Austine O Okello Wichlum BMU, Kenya +254 725313448

Joackim Omolo

Ojiambo

Mulukoba BMU, Busia, Kenya +254 721216795

Nicholas Owiti Didi Dunga BMU, Kenya +255 724662534

Kennedy Mkambkie Kasekulo BMU, Uganda +256 779032069

Yiga Godfrey Ggaba BMU, Uganda +256 783471650

Ssebalamu Ronald Kasenyi BMU, Uganda +256 392963726

Kiyimba Vincent Kaaya BMU, Uganda +256 782708701

Ibale Sarah

Namusoke

Dohwe/Bugoga BMU, Uganda +256 782589505

Mbwebwe

Penninah

Kigungu BMU, Uganda +256 782654339



92

Name Address Phone

Matovu Swaibu Kasensero BMU, Uganda +256 774256838

Nabbanja Grace Kiyind BMU, Uganda +256 779516105

Haruna K Karungula Malehe BMU, Bukoba, Tanzania +255 784545231

Rashird M Juma Shokha BMU, Magu, Tanzania +255 756371330

Elizeus K

Kamugisha

Nyamuka BMU, Tanzania +255 754887809

Ernest Alex

Wang’ongi

Kibuyi BMU, Tanzania +255 789829268

Elly Nguka Shirati sota BMU, Tanzania +255 788472356

Fanuel Oturi Suguti BMU, Tanzania +255 786768855

Biseko Kuboja Sengerema Chifunfu BMU, Tanzania +255 0783166171

Samsoni Mfungo

Pamba

Igombe BMU, Tanzania +255 787369863



93

ANNEX 11 Workshop timetable

Wed 18 8.30 Registration

9.00 Official opening

10.00 Break

10.30 Workshop introduction

11.30 Presentation skills

12.30 Lunch


practical

15.00 Break


practical

16.30 Daily evaluation & close

Thurs 19 9.00 Recap & overview of day

1

9.15 Business skills

10.30 Break


12.30 Lunch


15.00 Break

15.30 Current situation


Fri 20 9.00 Recap & overview of day

2


10.30 Break


12.30 Lunch


15.00 Break



Sat 21 9.00 Recap & overview of day

3

9.15 Fish spoilage and quality

10.30 Break

11.00 Fish spoilage and quality

practical

12.30 Lunch

13.30 Personal hygiene

15.00 Break

15.30 Personal hygiene

16.30 Daily evaluation & Close

18.00 –

20.00

Evening Reception

Mon 23 9.00 Recap & overview of day

4

9.15 Use of ice

10.30 Break

11.00 Use of ice practical

12.30 Lunch

13.30 Handling and hygiene

fishing

15.30 Break

15.30 Handling and hygiene

fishing

16.30 Daily evaluation & Close

Tues 24 9.00 Recap and overview day

5

09.15 Fish landing sites

10.30 Break

11.00 Fish landing sites

12.30 Lunch



94

13.30 Processing

15.00 Break

15.30 Processing


Wed 25 7.00 Fieldwork – training

practical

12.30 Lunch

13.30 How to use the training

after the workshop

15.00 Break

15.30 Evaluation

16.30 Closing remarks &

certificates

17.00 Workshop close



95

ANNEX 12

Training evaluation

BMU Training of Trainers Workshop, Mwanza, Tanzania, 18 - 25 May 2011

Participants Responses to Workshop Evaluation Form Questions

Topic Poor Average Good Excellent

Information provided before the workshop 2 6 8 9*

Living accommodation 1 0 11 10*

Food 1 5 16 2

Teaching accommodation 0 1 9 12*

Trainers 0 0 8 15*

Business Skills presentations 0 2 11 10*

Good Hygiene / Fish Handling presentations 0 1 13 9*

Group work and practice training 0 2 7 14*

Practical training in the field 0 1 10 13

Field visits to Kirumba Market & Nyegezi 0 1 13 9*

Training materials 0 1 10 13

Table shows number of responses to each topic, * please note that due to participants ticking more than

one answer or not answering the totals may not always be 24.

Analysis of responses

There is a need for future workshop participants to be provided with fuller information well in

advance of the workshop;

Satisfaction with living accommodation was high;



96

Majority found food to be good / excellent;

Satisfaction with teaching accommodation was high;

Satisfaction with trainers was high;

Satisfaction with both Business Skills and Good Hygiene / Handling presentations was high;

Satisfaction with group work and practice training was high;

Satisfaction with practical training in the field and visits to field venues was high;

Satisfaction with the quality of the training materials was high.

Were the workshop objectives achieved?

94% of the respondents who understood the question replied yes

What did you like most about the workshop?

Responses:

Gaining knowledge;

Use of pictures in training materials;

High quality of training materials;

Group work;

High quality of presentations;

Workshop administration/organisation;

Field visits / practical work;

Opportunity to network with BMU members from other places.

How could we improve next time?

Responses:

Increase personal allowance,

Achieve a better balance between money spent on food/accommodation and allowances for

out of pocket expenses;

Allow trainees to participate more in decision making;

Allow participants to make their own accommodation arrangements;

Provide workshop information sooner;

Allow more time for training;

Provide additional training;

Improve translation arrangements;



97

Use only English as language medium;

Provide a map to help participants find training venue on arrival in Mwanza;

Provide better quality t-shirts;

Arrange for project representative to be present at venue to greet new arrivals;

All trainees should receive same payment (thought to be the same dsa rate for all ACP Fish II

initiatives rather than travel allowance).

Please add any other comments

Reponses:

Increase personal allowance;

Rotate training between the 3 countries;

Consider level of education when selecting trainees.

Appreciated high level of service offered by workshop organisers;

Further training required;

Provide more training materials;

Decrease spending on accommodation / food and increase personal allowance;

Provide better directions to the venue; Use participants to spread knowledge amongst their

communities.

Conclusions and Lessons Learnt

The majority of participants were satisfied with the accommodation and food provided by the

conference venue;

Accommodating all BMU trainees at the conference centre contributed to the smooth running

of the workshop and facilitated interaction / networking between the participants

Satisfaction levels for both the quality of the training materials and training delivery were high;

Opportunities for practical work exercises and fieldwork were very much appreciated and

should be further be further developed during future training programmes;

More attention needs to be given to providing fuller and more timely advance information on

workshop arrangements;

BMU communications need strengthening to ensure all groups are fully informed of project

activities / practical arrangements for future workshops etc

For each country ACP Fish II management needs to establish a consistent and equitable policy

on provision of daily allowances (per diems).



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ANNEX 13 Photographs of key activities

BMU ToT Workshop Participants Classroom based Training

Field Visit to Kirumba Jetty & Market Visit to Nyegezi Fish Training Institute



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BMU Trainers Training BMU Members at Kayenze Presentation of Attendance Certificates