Final Technical Reportacpfish2-eu.org › uploads › projects › id249 › Final Technical...The training was fully attended by all 9 RBN members from 30th July to 4th August 2012

"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 ”name of the author” 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 for Regional Beach Management Unit Network (RBN)

in East Africa

Project ref. N°

EA-4.1-B18

Region: Eastern Africa

Countries: Kenya, Tanzania, Uganda

25 July 2012

Assignment by:

Training for Regional Beach Management Unit Network (RBN) in East Africa

i Project Funded by the European Union A project implemented by (Harewelle International Limited)

TABLE OF CONTENTS

ACKNOWLEDGEMENTS ................................................................................................................................................. II

ABBREVIATIONS AND ACRONYMS ............................................................................................................................... III

EXECUTIVE SUMMARY ................................................................................................................................................. IV

1. BACKGROUND ..................................................................................................................................................... 1

2. COMMENTS ON TERMS OF REFERENCE ............................................................................................................... 1

3. APPROACH TO THE ASSIGNMENT ........................................................................................................................ 2

3.1 PHASING OF ASSIGNMENT ............................................................................................................................................. 2 3.1.1 Mobilisation and Inception ........................................................................................................................... 2 3.1.2 Implementation Phase .................................................................................................................................. 2 3.1.3 Closure Phase ................................................................................................................................................ 3

3.2 AGREED IMPLEMENTATION SCHEDULE ............................................................................................................................. 3

4. ORGANISATION AND METHODOLOGY ................................................................................................................. 5

4.1 DELIVERY OF TOR ....................................................................................................................................................... 5 4.1 CONDUCT AND DETAILS OF THE ASSIGNMENT ................................................................................................................... 6

4.1.1 Briefing at ACP FISH II RFU ............................................................................................................................ 6 4.1.2 Administrative Preparation for Training ....................................................................................................... 6 4.1.3 Document Review ......................................................................................................................................... 6 4.1.4 Situation Analysis .......................................................................................................................................... 7 4.1.5 Training Needs Assessment........................................................................................................................... 7 4.1.6 Development of Training Manual ................................................................................................................. 9 4.1.7 Training of RBN Members ............................................................................................................................. 9 4.1.8 RBN evaluation of training .......................................................................................................................... 12 4.1.9 Post-training performance monitoring of RBN ........................................................................................... 12 4.1.10 Communication and visibility ................................................................................................................. 13 4.1.11 Putting RBN training into practice ......................................................................................................... 13 4.1.12 Sustainability of EU ACP FISH II support to RBN ..................................................................................... 14

5. CONCLUSIONS AND RECOMMENDATIONS ......................................................................................................... 14

5.1 CONCLUSIONS ........................................................................................................................................................... 14 5.2 RECOMMENDATIONS.................................................................................................................................................. 15

ANNEX 1 TERMS OF REFERENCE ................................................................................................................................. 16 ANNEX 2 ITINERARY AND CONSULTATIONS ............................................................................................................... 29 ANNEX 3 PERSONS MET ............................................................................................................................................. 30 ANNEX 4 ACP FISH II RFU BRIEFING ............................................................................................................................ 32 ANNEX 5 REFERENCE DOCUMENT LIST ...................................................................................................................... 33 ANNEX 6 RBN SITUATION ANALYSIS ........................................................................................................................... 35 ANNEX 7 FA SITUATION ANALYSIS .............................................................................................................................. 39 ANNEX 8 BMU SITUATION ANALYSIS .......................................................................................................................... 41 ANNEX 9 TNA CHECKLIST ............................................................................................................................................ 42 ANNEX 10 COHERENCE OF BMU NETWORKS .......................................................................................................... 44 ANNEX 11 TRAINING NEEDS ASSESSMENT MATRIX ................................................................................................ 48 ANNEX 12 RBN PARTICIPANTS IN TRAINING ............................................................................................................ 55 ANNEX 13 RBN TRAINEES IN LOWER BMU NETWORKS ........................................................................................... 56 ANNEX 14 RBN TRAINING OF TRAINERS MANUAL ................................................................................................... 57 ANNEX 15 EVALUATION OF RBN TRAINING ........................................................................................................... 152 ANNEX 16 PHOTOGRAPHS OF RBN TRAINING ....................................................................................................... 154 ANNEX 17 RBN STRATEGIC PLAN ........................................................................................................................... 155 ANNEX 18 RBN PROJECT PROPOSAL ...................................................................................................................... 180 ANNEX 19 MINUTES OF RBN 2

ND REGULAR MEETING ............................................................................................ 202


ii Project Funded by the European Union A project implemented by (Harewelle International Limited)

ACKNOWLEDGEMENTS The consultant would like to express his thanks to the people and their organisations who contributed

to the smooth planning and implementation of this assignment. The ACP FISH II programme‘s

Regional Manager based in Kampala, Koane Mindjimba, provided full support to assignment. At the

Secretariat in Jinja, Uganda, the Lake Victoria Fisheries Organisation, through its Executive

Secretary, Mr Dick Nyeko, Deputy Executive Secretary, Mr Mathius Wafula, and Information and

Database Officer, Mr Sam Abura, provided sound advice, a warm welcome and hospitality and use

of a LVFO vehicle and driver to visit a landing site.

Thanks go to staff of Fisheries Administrations in each country who gave their time to answer many

questions as part of Situation Analyses and Training Needs Assessment. These include Mr Jackson

Wadanya, acting Commissioner for Fisheries, Uganda, Dr Rhoda Tumwebaze, Assistant

Commissioner for Fisheries, Uganda, Mr Lameck Mongo, Head of the Department of Fisheries

Mwanza, Tanzania, Mr Michael Obadha, Provincial Director of Fisheries, Nyanza Province Kenya

and Mr Vincent Ogwang, Chairman of the LVFO Co-Management Regional Working Group.

Special thanks go to Mike Obadha who kindly awarded certificates of attendance to trainees of the

training course and lead the official closing ceremony of the meeting on the last weekend of the

assignment.

The RBN appreciated the effort of Mr Timothy Odende, Principal Fisheries Officer, who linked the

RBN training meeting to a visit by representatives of the recently formed Nile Perch Traders

Network of Kenya. The meeting was grateful to hear about this Network from Mr Joannes Andiego,

its Chairman, Mr Chrispinus Masiga, Treasurer, and Mr Absalom Odira, Secretary. The RBN

members also appreciated learning from Mr George Okeyo, Fisheries Value Chain Officer at the

Micro Enterprise Support Programme Trust (MESPT) Kenya who provided advice at the training

meeting on possible future funding sources to BMU Networks in Kenya.

Thanks go to the representatives of BMUs at Igungu and Masese in Uganda, Igombe in Tanzania and

Dunga in Kenya for providing a warm welcome and much useful information on BMU Networks.

Thanks also go to Mr Philip Borel, Chairman of the East Africa Industrial Fishing and Fish

Processors Association, who gave much time to answer questions as part of the Situation Analyses

and Training Needs Assessment.

Thanks are due to all staff at WIFIP, especially its Head, Jennipher Atieno, for taking care of all

logical arrangements leading up to and for running the training meeting. The smooth running of the

training meeting was also due to the effort of interpreter, Mr Kennedy Odongo, who did an excellent

job in maintaining the pace of training without any undue interruption. Finally, thanks go to RBN

members who collaborated closely during field visits to each country, including Tom Guda in Kenya,

Robert Bakaaki in Uganda and Pius Mazima in Tanzania and to all RBN members who fully

participated in every aspect of the training course.


iii Project Funded by the European Union A project implemented by (Harewelle International Limited)

ABBREVIATIONS AND ACRONYMS

ACP Africa, Caribbean and the Pacific

AIDS Auto Immune Disease Syndrome

ANAF Aquaculture Network for Africa

BMU Beach Management Unit

BMUC Beach Management Unit Committee

CU Coordination Unit of ACP FISH II

CBN County BMU Network (in Kenya)

DBN District BMU Network

DFR Department of Fisheries Resources Uganda

DFTR Draft Final technical Report

DivBN Division BMU Network

DoF Department of Fisheries

EAC East African Community

EAIFFPA East Africa Industrial Fishing and Fish Processing Association

EU European Union

FA Fisheries Administration

FMC Fisheries Management Committee of the LVFO

FMP2 Lake Victoria Fisheries Management Plan 2009-2014

FTR Final Technical Report

GTZ German Development Agency, Deutsche Gesellschaft für Technische

Zusammenarbeit

HIV Human immunodeficiency virus

ICEIDA Icelandic International Development Agency

IFMP Implementation of a Fisheries Management Plan project

LBN Location BMU Network

LVEMP Lake Victoria Environmental Management Project

LVFO Lake Victoria Fisheries Organization

MCS Monitoring, Control and Surveillance

MESPT Micro Enterprise Support Programme Trust

MoFD Ministry of Fisheries Development Kenya

NBN National BMU Network

NGO Non Governmental Organization

NPTN Nile Perch Trader Network

RBN Regional BMU Network of Lake Victoria

RFU Regional Facilitation Unit of ACP FISH II

RM Regional Manager

RWG Regional Working Group of LVFO

SBN Sub-county BMU Network

SC Scientific Committee of the LVFO

SME Small and Medium Enterprises (business)

TNA Training Needs Assessment

TOR Terms of Reference

ToT Training of Trainers

UFPEA Uganda Fish Processors and Exporters Association

VBN Village BMU Network

WBM Ward BMU Network

WIFIP Women in Fishing Industry Programme


iv Project Funded by the European Union A project implemented by (Harewelle International Limited)

EXECUTIVE SUMMARY

The Lake Victoria Regional Beach Management Unit Network (RBN) was formed in February 2010

as the apex body representing the concerns and interests of 215, 000 members registered in 1,069

Beach Management Units (BMUs) along the shores of Lake Victoria in Kenya, Tanzania and

Uganda. In 2011, the RBN called for support from the EU ACP FISH II programme for training of

trainers for its 9 members in areas of strategic planning, advocacy and project proposal writing.

Harewelle International Ltd was subsequently selected to undertake the training assignment with Dr

James Scullion as its Key Expert who visited the region from 16th

July to 4th

August 2012.

Training Needs Assessment

After initial consultations with the RBN and briefing with the ACP FISH II Regional Facilitation

Unit (RFU) in Kampala, Uganda, it was agreed that the assignment could go further than training by

adopting a ―training-by-doing‖ approach to formulate a 3-year RBN Strategic Plan and a project

proposal ready for submission to identified development partners. In this way, the assignment could

also serve as a stimulus to action by the RBN members using the roadmap contained in their strategic

plan.

Consultations with key stakeholders in each country were completed as part of a Situation Analysis

linked to developing a strategic plan and a Training Needs Assessment (TNA). The stakeholders

included RBN members, national fisheries administrations, BMUs, the Secretariat of the inter-

governmental Lake Victoria Fisheries Organisation (LVFO) and the East African Fishing and Fish

Processors Association (EAIFFPA). The TNA confirmed the urgent need for training in the three

areas previously identified by the RBN.

Inception Report

An Inception Report was produced immediately on completion of the TNA. The report was

submitted within the deadline specified in the TOR and there were no comments other than one

regarding minor editing.

RBN Training Manual

A Training of Trainers Manual was produced prior to holding the RBN training. The manual

comprised three modules covering topics identified by the RBN:

1. Module 1: Strategic planning (including 7 training sessions)

2. Module 2: Advocacy and lobbying (including 2 training sessions)

3. Module 3: Project proposal writing (including 2 training sessions)

A total of 34 separate Information Sheets was prepared as training aids. These were also included in

manual. The training was fully attended by all 9 RBN members from 30th

July to 4th

August 2012.

Training was held at the WIFIP office in Kisumu, Kenya, an NGO which also provided logistical and

administrative support to planning and running the training meeting.

RBN Strategic Plan

The adopted ―training-by-doing‖ approach resulted in the formulation of a 3-year RBN Strategic

Plan, July 2012 – June 2015, which provides a roadmap for immediate and medium-term actions.

The strategic plan also provides an umbrella framework for annual action planning at all lower levels

of BMU Networks.


v Project Funded by the European Union A project implemented by (Harewelle International Limited)

RBN Prioritised Advocacy Issues

Training under module 2: advocacy and lobbing also adopted the training-by-doing approach and

procedures learned during training were applied in the identification of priority advocacy issues

incorporated in the strategic plan. These comprised:

a) National legislation recognising the BMU Networks at all levels.

b) Price transparency at all points along the Nile perch market chain from fishing boat to final

foreign markets.

c) Eradication of the tendering of fisheries tax collection in Tanzania and Uganda.

RBN Project Proposal

Training under module 3, project proposal writing, resulted in the production of one budgeted project

proposal ready for submission to development partners. The proposal is entitled:

―Unleashing the Potential of an International Small-Scale Fisheries Association in East Africa‖.

The proposal involves setting up a permanent RBN office and Secretariat to support the RBN

undertake priority actions extracted from its strategic plan.

RBN Evaluation of training

Training was evaluated at the end of each day when still very fresh in the minds of trainees. The

LVFO evaluation format was used for first 2 days but replaced by new format sent by RFU which

was applied for the whole training course. Evaluation scoring was high – good or very good for

criteria covering the course in general and individual training modules and sessions.

Monitoring

Formats for monitoring performance of participants after the training were developed using a logical

framework and performance indicators of the RBN Strategic Plan. This provided the most

sustainable way ensuring such performance indicators would be routinely used in the future. The

performance of the trained RBN members will from now on be evaluated against the implementation

of their 3-year Strategic Plan, July 2012 – June 2015.

Communication and visibility

Communication and visibility of EU support to the RBN was achieved in a number of different

ways. A national Kenya Broadcasting Corporation (KBC) team arrived with television cameras and

filmed the RBN Chairman whilst he made a speech about the training event and key advocacy issues.

The film crew also filmed the training in action at WIFIP. A reporter from a national newspaper, the

People, also arrived and interviewed the RBN Chairman. Details of the meeting were broadcast on

two local radio stations in local language. No permanent record of the interviews were available.

T-shirts with the RBN and EU logos were procured for each RBN member and photographs taken.

Certificates of Attendance were developed, printed and awarded to each of the 9 RBN members by

the Provincial Director of Fisheries, Nyanza Province Kenya during the training course closing

ceremony. Acknowledgement of EU ACP FISH II support was noted in the text of the RBN

Strategic Plan document.

Sustainability

The sustainability of training support provided to the RBN through this assignment is strengthened

by having as outputs, the RBN 3-year Strategic Plan and one project proposal to take forward in their

effort to secure grant aid from development partners. Key actions from the Strategic Plan guided the


vi Project Funded by the European Union A project implemented by (Harewelle International Limited)

agenda of the 2nd

Regular meeting of the RBN held on 4th

August, in the afternoon of the final day of

training. The RBN Strategic Plan and project proposal were formally approved and adopted in this

meeting and commitments were by members to undertake immediate actions to implement the plan.

Recommendations

Planning:

1. RBN members should convene National BMU Network meetings in their respective

countries and provide training of trainers in action planning to develop linked Annual Action

Plans based on the Strategic Plan, 2012-2015.

2. RBN members and the NBN members trained by them should convene District (and County

in Kenya) BMU Network meetings in their respective countries and provide training of

trainers in action planning to develop linked Annual Action Plans based on the Strategic Plan,

2012-2015.

3. RBN members should keep abreast of current regional fisheries plans for Lake Victoria,

including the Nile Perch Fisheries Management Plan 2009-2014 (NPFMP) and the broader

development plan – the Lake Victoria Fisheries Management Plan 2009-2014 (FMP2).

4. RBN members should lobby for a responsive Lake Victoria Fisheries Research Plan which

commits to undertaking stakeholder driven research to guide key management issues and

decision-making.

Advocacy:

5. More detailed action planning by the RBN should be undertaken by email between members

to address the three high priority advocacy issues identified in the Strategic Plan and actions

implemented accordingly.

6. RBN members should lobby, if necessary, for the LVFO regional technical advisory

committee to be held later this year to enable the RBN to influence policy, legislation, plans

and guidelines in the interests of their members.

Project proposal writing:

7. The RBN should formally approach the LVFO Secretariat to provide temporary office space

for the RBN in the LVFO headquarters in Jinja, Uganda.

8. The RBN should submit the project proposal developed during training to development

partners for technical and financial support.


1 Project Funded by the European Union A project implemented by (Harewelle International Limited)

1. BACKGROUND

Experience from Lake Victoria clearly shows that the process to attain meaningful and lasting

improvements in fisheries management and governance is lengthy, multi-dimensional and often

intermittent. It involves institutional, policy and legislative development. Key components involve

building co-management structures, empowering communities and the private sector and establishing

processes which efficiently link these structures at all levels. Sensitization and capacity building of

the communities, private industry and governments are essential to increase understanding and to

modify attitudes and behaviour. Policy and legislative reforms alone are not sufficient to counter

long-standing governance problems. To achieve this, demands a much more active and influential

part played by BMU Networks led by their regional apex body the RBN.

Community Beach Management Units were established on Lake Victoria as the foundation of a

fisheries co-management approach in which the legally empowered BMUs work in close partnership

with government and the private industrial fish processors and exporters. Unrealistically high

expectations continue to be placed on BMUs to resolve the century-old problem of non-compliance

to fisheries regulations. BMUs acting alone can do little to tackle lake-wide challenges. To do this

they need to be linked to one another. This was achieved through the formation of BMU Networks.

These are associations of BMUs established at levels coinciding with levels of government which

have planning, decision-making and budgeting authority. The Regional BMU Network is the apex

body of the BMU associations and as such represents 1,069 BMUs on the lake with a membership of

at least 215,000 people working in fisheries.

Following its inauguration in February 2010, the Regional BMU Network has struggled to mobilise

itself and become operational. Key challenges are holding it back, the most crucial of which is

financing RBN activities. A second is the urgent need to raise the RBN profile and image through

self-promotion. A third is the need to prove to BMU members that the RBN is capable of delivering

effective services to them that are worth paying for.

With the exception of the EU ACP FISH II programme, the absence of significant support by

development partners to the RBN is startling given that it is the pinnacle of the largest fisheries co-

management organisation in the world operating on a single water body. This is an issue which

requires urgent redress.

The current EU ACP FISH II assignment is the second short-term training support targeting RBN

members. The TOR for the current assignment were developed in close consultation with the client,

the RBN, and the indicative areas listed for training support were identified by the RBN themselves

and as such, the assignment responds directly to needs of the RBN.

2. COMMENTS ON TERMS OF REFERENCE

The Terms of Reference (TOR) for the assignment stated that the purpose of this assignment was ―to

strengthen the capacity of the Regional Beach Management Unit Network to effectively participate in

the management of the fisheries of Lake Victoria‖. This was to be achieved through training. The

target beneficiaries for the training are ―members and executives of the Regional Beach Management

Unit Network on Lake Victoria‖. The TOR (Annex 1) clearly specified the results and specific tasks

of the Key Expert (KE) for this assignment. Only two queries/comments on the TOR were raised by

the KE. The first was that whilst the indicative list of proposed training topics clearly implied that a

Strategic Plan will be a documented output of the assignment, this was not explicitly listed in Section



7.1 of the TOR, ―Reporting Outputs‖. At briefings with the ACP FISH II Regional Manager and with

RBN chairman, it was agreed that a Strategic Plan was an expected output and that it should be a

budgeted Strategic Plan. The KE agreed with this as an output and that training on this topic would

be achieved through training by doing by the trainees.

Secondly, the TOR included 4 days for training manual preparation which was reduced to 3 days in

the Consultant‘s bid document to allow for the preparation of the Inception Report, a required

reporting output of this assignment.

3. APPROACH TO THE ASSIGNMENT

3.1 Phasing of Assignment

The assignment was divided into three phases:

a) Mobilisation and Inception

b) Implementation Phase

c) Closure Phase

In accordance to the TOR, the work schedule of Key Expert was planned so that he spent 85% of

working days in the region.

3.1.1 Mobilisation and Inception

This phase involved preparatory work in UK, Entebbe and Jinja, including finalising arrangements

with the RBN and NBN Chairs and document review; briefing by the ACP Fish II Regional

Facilitation Unit (RFU) for Eastern Africa in Kampala; and development of a work plan, including

agreeing the methodology for the assignment with the NBN Chairs and RFU. It also involved a

Situation Analysis and Training Needs Assessment (TNA) in the three LVFO Partner States, Kenya,

Tanzania and Uganda (Annexes 2 and 3). A Situation Analysis was an integral component of the

TNA relating especially to the training in, and making, a Strategic Plan.

The Situation Analysis and TNA involved consultations with key stakeholders including BMUs at

landing sites in each country, Fisheries Administrations (FAs) and the private industrial fish

processors and exporters. At regional level the latter are represented by a regional organisation, the

East African Industrial Fishing and Fish Processing Association (EAIFFPA). The current Chairman

of the organisation is based in Entebbe and this afforded an opportunity of consultation on arrival of

the KE in the region. The TNA was conducted through in depth interviews with members of the

RBN in each country using a semi-structures interview approach with checklists. The same approach

was used for the Situation Analyses in each country.

In parallel to these activities untaken by the Key Expert, logistical arrangements for the training were

undertaken through a sub-contract. This phase of the assignment culminated in the preparation and

submission of an Inception Report to the RBN, the RFU and the CU within 10 days of arrival of the

KE.

3.1.2 Implementation Phase

This phase involved the development of training modules, including Trainers Manual and materials.

There was need for translation of Trainers Manual into Kiswahili and planning of training logistics

through sub-contract. Then followed training 9 members and executives of the Regional BMU

Network, including monitoring and training evaluation.



3.1.3 Closure Phase

This phase involves submission of a Draft Final Technical Report (DFTR) within one week of the

KE leaving the region and incorporation of comments (provided within 14 days of receipt by RBN,

RFU, CU). If no comments on the report are given within the time limit of 14 days, the DFTR shall

be considered as the FTR. This is followed by printing and distribution of 100 Trainers Manuals

including Information Sheets. After receiving approval of FTR, the last step in the closure period

involves preparation of Final Report, including final invoice and financial report accompanied by the

expenditure verification report submitted by the Consultant.

3.2 Agreed Implementation Schedule

The initial implementation schedule developed at the start of the assignment was adjusted slightly to

accommodate travel from Kisumu, Kenya to Mwanza, Tanzania by land (8-9 hour journey) rather by

air. This was due to lack of a direct flight from Kisumu to Mwanza and the need to fly back to

Nairobi to reach Mwanza. The rest of the proposed work plan remained unchanged from the draft

version submitted at the start of the assignment.

The Implementation Schedule approved at Inception is presented in Table 1.



Table 1 Implementation Schedule

PHASES AND ACTIVITIES

DAYS WEEKS

KE 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

MOBILISATION AND INCEPTION

1.1. Preparatory work from home base and in Jinja (2 days) 2.00 1.0 1.0

1.2. Briefing by the ACP Fish II Regional Facilitation Unit in Kampala; (0.5 days) 0.50 0.5

1.3. Elaboration of a work plan for the assignment; (0.5 day) 0.50 0.5

1.4. Conduct of TNA in three countries; (5 days) 5.00 3.0 2.0

1.5. Make logistical arrangements for the training; (sub-contract) 0.00

1.6. Preparation and Submission of an Inception Report; (1 day) 1.00 1.0

IMPLEMENTATION

2.1. Module development, including Trainers Manual and Trainee Resource Pack; (3 days) 3.00 3.0

2.2. Translation of Trainers Manual and Trainee Resource Pack into Kiswahili and planning

training logistics; (sub-contract) 0.00

2.3. Training 9 members and executives of the Regional BMU Network; (6 days) 6.00 6.0

PROJECT CLOSURE

3.1 Submission of Draft Final Technical Report (DFTR) within one week of Expert leaving Jinja

(executive summary in Kiswahili); (1 day).

1.00 1.0

3.2. Incorporation of comments, if any, and production of Final Technical Report (FTR) (1day). 1.00 1.0

3.3. Printing and distribution of 100 Trainers Manuals including Information Sheets; (subcontract)

3.4. Preparation of Final Report, including final invoice and financial report and expenditure

verification report. (Harewelle).

0.00

Total 20



4. ORGANISATION AND METHODOLOGY

4.1 Delivery of TOR

The Terms of Reference for the assignment were completed successfully. Progress in delivering each

of the specific tasks of the TOR is summarised in Table 2.

Table 2 Delivery of TOR Specific Tasks

Terms of Reference How delivered through the assignment

1 Briefing by ACP Fish II and RBN; Completed:

Briefing held on 18th

July at RFU, Kampala.

2 Collect and review relevant documents; Completed:

Relevant documents were collected, reviewed

and listed in Annex 5.

3 Conduct a TNA through consultations

with key stakeholders in Kenya,

Tanzania and Uganda;

Completed:

Situation Analyses and TNA were conducted

with BMUs, FAs, RBN, LVFO, EAIFFPA

covering Kenya, Tanzania and Uganda.

4 Make all the logistical arrangements to

complete the training itself (including

invite participants, arrange travel, book

and pay for flights and vehicles for

participants as necessary, training venue

costs, and field visit) – subcontracting

for training organisation is allowed;

Completed:

WIFIP, a NGO in Kisumu was sub-contracted

and it undertook all logistical arrangements to

complete the training.

5 Conduct the training for the nine (9)

RBN members for 6 days;

Completed:

9 RBN members were trained for 5 days at

WIFIP, Kisumu from 30th

July to 3rd

August;

6th

day was spent on recap of the course, final

questions and answers, RBN chairman training

members in using email; RBN meeting to

commit to actions from training.

6 Evaluate the training; Completed:

Training was evaluated at the end of each day

when still very fresh in the minds of trainees.

LVFO evaluation format used for first 2 days

but replaced by new format sent by RFU which

was applied for the whole training course.

7 Develop formats for monitoring

performance of participants after the

training and provide the monitoring

frame to be used by the RBN;

Completed:

Formats for monitoring performance of

participants after training were developed and

set into the logframe of RBN Strategic Plan

thereby increasing sustainability of its use.

8 Prepare 100 copies of a practical

Training Manual for use by the RBN.

Completed:

100 copies of the Training Manual including

Information Sheets were made by WIFIP for

use by the RBN members.



4.1 Conduct and Details of the Assignment

4.1.1 Briefing at ACP FISH II RFU

A briefing was held with the ACP FISH II Regional Manager (RM) at his office in Kampala, Uganda

on 18th

July and the RM produced a Briefing Note of the meeting with the KE (Annex 4). The RM

raised points of discussion on opening and closing the training workshop, certificates for trainees and

visibility material (T-shirts). It was confirmed that KE will cover the three topics listed in the TOR

and compile them as a single practical Training Manual for use by the RBN, including Strategic

Planning Development, Capacity Building for Advocacy and Lobbying (regionally and

internationally), and Capacity Building for Grant-making Process/Proposal. The KE will use the

learning-by-doing approach for these topics. The KE will also develop formats for monitoring

performance of participants after the training using logframe and performance indicators embedded

in the Strategic Plan.

4.1.2 Administrative Preparation for Training

The logistical planning and organisation of the training was sub-contracted to an organisation known

as Women in Fishing Industry Programme (WIFIP), an experienced NGO in Kisumu with whom the

Consultant has worked effectively in the past. WIFIP worked in parallel to the Key Expert providing

logistical support whilst the KE engaged in technical activities of the assignment. They coordinated

activities and plans immediately after arrival of the KE in Uganda and held a meeting as the KE

travelled though Kisumu on his way to visit the Kenyan stakeholders before travelling to Mwanza in

Tanzania. WIFIP provided access to banking facilities to finance the training meeting and the

logistics of the visit by the KE and RBN Chairman to Mwanza. In the absence of a RBN Secretariat,

the RBN Chairman took on administrative duties on behalf of the RBN and worked closely with

WIFIP on preparations for the training meeting.

The logistic planning and organisation of the training was done by WIFIP who:

Identified and organised the training venue at WIFIP, equipment required,

refreshments and lunches, transport and registration; procured T shirts for RBN and

produced certificates for each trainee;

Provided access to banking facilities for the Consultant company and currency

conversion for RBN members; and

Ensured that all necessary attendance, financial and operational records were prepared,

processed and submitted in accordance with 10th

EDF rules, avoiding any issues of non-

compliant expenditure.

WIFIP also provided interpretation from English to Kiswahili during training for Tanzanian

members of the RBN and translation of the Trainers Manual, Information Sheets and Executive

Summary of the Draft and Final Technical Reports.

4.1.3 Document Review

An initial document review (Annex 5) was undertaken by the KE revealing several issues and

opportunities for the RBN especially with regard to potential legislative and institutional

development. The latter were confirmed during the Situation Analyses (see section 4.1.4 for details).



4.1.4 Situation Analysis

Situation analyses were completed by collecting information from key stakeholder groups including

the RBN members, BMUs, Fisheries Administrations (national and regional) and private industrial

fisheries enterprises (EAIFFPA). The results of the analyses are shown in Annexes 6, 7 and 8. The

KE conducted the Situation Analyses and TNA in three countries, travelling with RBN Chair or his

representative (in Uganda) and liaising with NBN Chairs and, where available, the LVFO Co-

Management Regional Working Group Chairs. The latter was possible only in Kisumu Kenya due to

engagement in field activities by these officers in Uganda and Tanzania. The key points arising from

the Situation Analysis were as follows:

At regional level, there are moves towards the establishment of an East African Fisheries

Administration incorporating the 5 Partner States of the EAC and covering marine and inland

waters;

There are major policy, institutional and legislative changes occurring in Kenya and Uganda

which require the RBN to be aware of and to influence in the interests of their members. The

principal fisheries legislation is being rewritten in both countries and neither have explicit

mention of BMU Networks. This requires immediate sustained lobby action by the RBN and

respective NBNs. In Kenya, a new National BMU Network has been established but the

functions of the Network require harmonisation with existing functions in Uganda and

Tanzania.

The BMU Networks at local levels – at district and below – are financed and active in all 3

countries but the NBNs in Uganda and Tanzania are dormant compared to a very active NBN

in Kenya. This gives a chance for lesson learning across countries.

There is urgent need to complete the registration of Networks in Uganda and Tanzania and

seek clear legal identity. In Kenya, the abandonment of local BMU Networks as set out in the

new National Guidelines needs careful consideration and possibly more extensively

discussion with BMU Networks and BMUs.

4.1.5 Training Needs Assessment

The TNA methodology followed the system outlined in the LVFO HRD Strategy and Action Plan

2006. This focussed on detailed consultations with three RBN members, one from each country

using checklist approach exploring progress on official functions of the RBN Annexes 9, 10 and 11.

The latter were extracted from the RBN Operating Procedures 2010. These are similar to a set of

organisational objectives – a wish list for an emergent organisation such as the RBN. An initial

check was made to assess functional coherence of BMU Networks operating at different hierarchical

levels in the system. The finding showed a very high degree of functional coherence between

different levels of Networks (Annex 10). This means that there are clear operational consistencies

from one level of Network to another which provides the basis for developing and implementing

linked strategic and action plans from BMUs up to the RBN.

Constraints on achieving progress for each of the RBN functions/tasks were examined to see whether

or not they could be addressed by training, and specifically what kind of training. The TNA was

undertaken in the context of pre-identification of training needs by the RBN itself which are set out

in the TOR of this assignment. The checklist also explored whether or not there are any significant

gaps in RBN functions as listed in the Operating Procedures and whether these need training support.

The KE took note of the significant changes made to Network functions in the new National BMU

Networks Guidelines in Kenya. This is an issue for RBN deliberation when led through the making

its first Strategic Plan during training.



The RBN functions can be categorised under 5 main headings listed and discussed below.

RBN Effectiveness in Financing and Operations

Financing of the RBN is the greatest bottleneck affecting almost all other activities expected to be

undertaken by this regional body. Unless ways are found of financing the RBN then it is likely to

remain dormant and virtually unknown. There are two routes to financing the RBN – through self-

financing by BMUs as stipulated in the RBN Operating Procedures or by finding external support

from governments or development partners. This has been the case since inauguration with no

progress made to secure funding of the RBN. Both routes of financing can be addressed by the

training topics identified by the RBN. Training in proposal writing is one step to help the RBN

access development partner or government support. Strategic planning provides the vehicle to drive

forward a series of co-ordinated actions needed to secure self-financing by the BMU members.

RBN Effectiveness in Communication and Self-Promotion

There is an issue concerning the capacity of the RBN to become actively involved and effective in

international public relations and image-building. To date, whilst some notable achievements have

been made at local levels, significantly more effort is needed to attain widespread reach at the

international level. A well-planned systematic approach will be needed to ensure efficiency and

effectiveness of the organisation. With regard to communication and information flow between

Networks and co-management partners, training in making a Strategic Plan will provide an

opportunity to reflect on immediate needs and action areas.

RBN Effectiveness in Fisheries Co-Management

In an increasingly competitive world of regional and global markets, there is increasing concern

about illegal fishing and fish trading activities. The move in the large markets of Europe and USA is

towards certification of fish products based not only on quality assurance standards but also on

sustainable and legal fisheries. If these markets continue to be important destinations for Lake

Victoria fish products, the issue of illegalities becomes even more urgent. Training in planning will

enable the RBN and other Networks develop linked plans of action to address this issue. The issue

also requires strong advocacy skills and actions and both the advocacy training and the Strategic Plan

should help considerably.

RBN Effectiveness in RBN Advocacy

Whilst some achievements have been made there is concern from RBN themselves that their capacity

to engage in a systematic, well-planned way to lobby on behalf of their members needs to be

improved. The TNA revealed inadequacies in engagement by the RBN on key issues affecting their

members, for example, the recent price reduction of Nile perch. The BMU Networks at national and

regional levels should be leading the way on such an issue as the main ―champion of the lake‖ on

behalf of members. Instead, other organisations step into the advocacy void, with no valid

representation credentials and may do more harm than good.

It is imperative for the RBN to keep abreast of key developments in areas of policy, legislation,

planning and guidelines which may affect their current and future operations, and to use their

knowledge, experience and advocacy skills to influence these areas in ways that respond to the needs

of their members. It is particularly important to make use of their membership of the LVFO regional

advisory committees, the FMC and SC, to influence regional decision-making. The RBN realise that

advocacy training and identification of advocacy priorities to be embedded in their Strategic Plan

will greatly improve the current situation.



RBN Effectiveness in Business Development

The role of BMUs and BMU Networks in the area of business development and operations has

largely been ignored to date, even by the BMUs and Networks themselves. For instance, there is no

information on the number, distribution and nature of small and medium sized fisheries business

enterprises (SMEs) currently operating on Lake Victoria. There are in fact tens of thousands of

businesses operating within BMUs under the RBN umbrella. This represents one of the largest

groups of fisheries SMEs in the world brought together under a single organisation. There has so far

been little systematic training in business development and operation despite being crucial to

fisheries livelihoods. The TNA revealed this as a function omitted from the RBN Operating

Procedures but one which needs to be included.

4.1.6 Development of Training Manual

The KE prepared a Training of Trainers Manual following the LVFO Guidelines on format and

process set out in its Human Resources Development Strategy and Action Plan for Lake Victoria

2006. The content of the manual was developed in accordance to the TOR and the briefing with the

ACP FISH II Regional Manager and consultation with the RBN. The training topics for RBN

members were as follows:

Strategic Planning Development – the Consultant will be required to guide participants in

preparing a 3–5 year strategic plan document for the RBN operations for effective

engagement with other stakeholders.

Capacity Building for Advocacy and Lobbying – as a lobby organisation RBN needs such

capacity.

Capacity Building for Grant-making Process/Proposal – effective operation of the RBN has

severely been hampered by lack of proper funding mechanisms. This calls for the RBN to

urgently mobilise funds for the establishment of a Secretariat and find an office space. This

will be included in the strategic plan document.

The topics listed above were covered in 3 training modules 1, 2 and 3 respectively. Module 1

covered 7 sessions, modules 2 and 3 with 2 sessions each. For this ‗training of trainers‘ and for the

downstream training of National BMU Networks by RBN members, a total of 34 Information Sheets

were prepared and used as hand-outs during the training sessions. The topics for training were of

unequal magnitude and therefore required varying times for delivery. Module 1 – the most detailed

topic – was allocated 2.5 days; module 2: 1 day and module 3: 1.5 days.

4.1.7 Training of RBN Members

Approach and Expectations

The training was designed as a training of trainers course and as such, Information Sheets prepared

as hand-outs, were developed taking into account capabilities of trainers and the needs of

―downstream‖ trainees in lower BMU Networks who are to be trained by the new trainers. The

training approach followed basic principles of adult learning, including:

Trainees learn most efficiently when they are actively involved and participate in the learning

process.

Trainees learn better when any new information is related to existing knowledge or prior

experiences.

What trainees learn in the training situation is more likely to be applied on the job if the

training conditions resemble real-life situations.



The expectations of training expressed by the RBN Members during the opening session on 30th

July

2012, included:

1. To make 3 year strategic plan.

2. To get skills about planning and proposal writing so as to get funds to help the RBN in the

future.

3. To get funds to implement strategic plan

4. Proposal writing skills so as to sensitise fisher people

5. To know more about advocacy.

6. To get skills for lobbying.

7. To get skills on running the RBN.

8. To learn more to help the RBN work.

9. To learn more about how to share with others on what we have been trained in.

It was anticipated by the KE that by the end of the training, the RBN members should be able to do

the following:

Module 1: Strategic Planning

a) Leave the training venue with the RBN Strategic Plan with a Logical Framework (logframe)

for performance monitoring of implementing the Plan;

b) Have RBN Vision and Mission statements which need to heard, understood and adopted by

lower Networks;

c) Have sufficient understanding to be able to guide Action Plan training of respective NBNs

and link these to the Strategic Plan;

d) Have a road map of priority actions which each individual member of the RBN has agreed to

implement during discussions in making the Plan.

Module 1: Advocacy

a) Have a better understanding of taking a more systematic, planned approach to lobbying;

b) Leave the training venue with key issues identified by the RBN that require prioritized

lobbying actions by members,

Module 3: Project Proposal Writing

a) Leave the training venue with at least one completed project proposal to be presented to

identified development partners;

b) Have a better understanding of the core structure of a project proposal and how to write one.

The document outputs of training together with the individual evaluations of the course by RBN

trainees evidenced the successful delivery of all of the above expectations.

Opening Session of Training

The procedural norms of the meeting were agreed by RBN members at the opening. These included:

a) Respect all participants views;

b) Respect time-keeping of meeting activities;

c) All participants engage fully in proceedings;

d) Mobile phones switched off or to silent mode.



All RBN members respected the meeting norms and participated fully in being trained as future

trainers. They engaged as future trainers when requested by the KE. This included organising their

own recaps of each previous days training; presenting plenary comments on flip charts; preparing

advocacy positions for the media and presenting them to TV crews and reporters; and engaging with

potential allies in advocacy, the Nile Perch Traders Network on meeting their team during training.

Module 1 Strategic Planning Development

Initial training session focussed on an introduction to planning and the development of RBN Vision

and Mission Statements which were later included in the Strategic Plan. The RBN Chairman had

previously developed draft versions of vision and mission statements and these served as useful

starting points for discussion. The final versions are:

RBN Vision Statement

―Thriving East African fisheries bringing social and economic benefits to all members of

Beach Management Units served by their efficient and supportive associations in partnership

with industrial fisheries enterprises and government‖.

RBN Mission Statement

―The Regional Beach Management Unit Network is an international association that serves

the interests of a quarter of a million members on Lake Victoria by acting as their united

voice, fighting for their rights, lobbying for their livelihood and business interests based on

well co-managed fisheries‖.

The KE emphasised a point from the Information Sheets - the importance of sharing and owning the

vision and mission statements at all levels of BMU Networks and by grassroots BMUs. This should

be an essential part of future ―downstream‖ training by RBN trainers.

Subsequent training sessions focussed on explaining the detailed structure of a strategic plan before

going on to develop RBN Plan. In order to accelerate the planning process, the KE presented a draft

version of the plan as a basis for review and plenary discussion. The logical links between different

levels of the plan – from Activities, Activity Areas to Results, Purpose and Goal of the plan were

carefully explained, ensuring all RBN members understood these relationships. The members agreed

with the overall plan structure and the 5 Results which are based on the key functions of the RBN as

set out in its Operating Procedures.

Once the overall structure of the plan had been discussed and agreed, the training then focussed on

agreeing detailed activity areas, activities and budgets. Each result was taken in turn over the course

of 1.5 days. A component of the plan dealing with RBN advocacy was scheduled for completion

once the initial training was concluded as part of Module 2.

The final half-day of training covered monitoring performance and implementation of the plan. A

logical framework approach was introduced. This was completely new to all but the Chairman.

Members struggled with logframe and more time than available is needed to give them all a solid

understanding of this methodology. A draft logframe prepared previously by the KE was used as a

teaching aid and as a core component of the plan. After review, questions and deliberation by the

RBN members, the logframe was finalised and accepted.

Module 2 Advocacy and Lobbying

The module was divided into two sessions. The first session involved an introduction to advocacy

and lobbying and was supported by 4 Information Sheets as training aids.

Training under module 2: advocacy and lobbing also adopted the training-by-doing approach and

procedures learned during training were applied in the identification of priority advocacy issues

incorporated in the strategic plan. These comprised:




b) Price transparency at all points along the Nile perch market chain from fishing boat to final

foreign markets.


Module 3 Project Proposal Writing

The module was divided into two sessions. The first session involved an introduction to project

proposal writing and was supported by 6 Information Sheets as training aids.

In the second session, which lasted a day, the RBN members remained in plenary where they were

guided through the planning stages of making a project proposal. They then divided into three groups

of three persons, one from each country, to write a sub-section of the proposal based on bullet-point

topics agreed in plenary. This was the most challenging part of the training course for all members,

with the exception of the Chairman who is, fortunately for the RBN, a skilled writer.

Unlike Modules 1 and 2, there was no draft framework for the project proposal. This meant it had to

be written from the plan made in plenary. The outputs of writing session were the first of their kind

for 8 RBN members and as such, were fairly basic needing refinement by the KE. Using guidance

contained in the Information Sheets, the KE demonstrated how a proposal could be finalised. This

was presented to the members and adopted for their future action.

4.1.8 RBN evaluation of training

Training was evaluated at the end of each day when still very fresh in the minds of trainees. The

LVFO evaluation format was used for first 2 days but replaced by new format sent by RFU which

was applied for the whole training course. The results of evaluations using this method are presented

in Annex 15.

The scoring was high – good or very good for criteria covering the course in general and individual

training modules and sessions. There were detailed comments from 5 of the 9 RBN members with 2

evaluation forms having no additional comments – possibly the Tanzanian members since the form

was in English. An interpreter helped in translation for completing the form for those who needed it.

The comments were all fairly general and highly complimentary about the trainer. The only

suggestion was that they should have more training like this course. They appreciated the pace taken

and personal attention given by the trainer. One trainee noted that they were given a chance twice

during training to put their advocacy into practice – once when the TV and press arrived and again

when they met the team from the Nile perch Traders Network of Kenya. One participant praised the

efforts of WIFIP and the interpreter for making the course run smoothly.

4.1.9 Post-training performance monitoring of RBN

The TOR of the assignment required the KE to develop ―formats for monitoring performance of

participants after the training‖ using the logframe and performance indicators. The most sustainable

way of doing this was to incorporate such performance indicators as OVIs in the logframe of the

RBN Strategic Plan. The performance of the trained RBN members will from now on be evaluated

against the implementation of their 3-year Strategic Plan, July 2012 – June 2015.



4.1.10 Communication and visibility

The Consultant addressed the need for communication and visibility of the EU support in a number

of different ways. First, WIFIP organised a visit by the media to WIFIP whilst the training course

was taking place. A national Kenya Broadcasting Corporation (KBC) team arrived with television

cameras and filmed the RBN Chairman whilst he made a speech about the training event and key

advocacy issues. The film crew also filmed the training in action at WIFIP. A reporter from a

national newspaper, the People, also arrived and interviewed the RBN Chairman.

The local radio station, called "Mayienga" owned by the National Broadcasting House KBC, shared

content of the RBN meeting with another national radio station known as "Ramogi" owned by Royal

Media Services. Both stations broadcast in local Dholuo language the following points:

The RBN meeting brought together the leadership of fishermen in Lake Victoria under the

umbrella of Regional BMU Network.

The organizer of the meeting was the EUACP Fish II programme.

The issues raised by the RBN were reported as decline in Nile perch prices in the region and

need for the industry to share their pricing with RBN for effective dissemination to the

fishers; invasion of water hyacinth on the Kenyan waters; and seasonal omena fishery closure

in Kenya which the RBN promised to push for its review.

T-shirts with the RBN and EU logos were procured for each RBN member and photographs taken

(Annex 16). The KE helped members create a slogan to be printed on the back of the T-shirts.

Certificates of Attendance were developed, printed and awarded to each of the 9 RBN members by

the Provincial Director of Fisheries, Nyanza Province Kenya during the training course closing

ceremony. Acknowledgement of EU ACP FISH II support was noted in the text of the RBN

Strategic Plan document.

4.1.11 Putting RBN training into practice

The meeting of the full contingent of nine RBN members for training triggered several important

actions by them.

1) A request to hold the Second Regular Meeting of the RBN on the afternoon of the 6th

day of

training. It was important to hold this meeting because the organisation had not officially met

since its inauguration in February 2010. It was also an ideal opportunity to formally adopt

outputs of the training course (RBN Strategic Plan 2012-2015 and the RBN project Proposal

for grant support) and commit to actions emanating from the course.

2) Email addresses were set up for all RBN members. At the start of training, only two members

had email addresses but by the end of the week, all 9 members had addresses due to the effort

of the by RBN Chairman.

3) The RBN Chairman and the KE updated and amended the RBN register forms for re-

submission to the LVFO. The amendments included changes in membership and the

inclusion of email addresses.

4) An informal request was made by the RBN to the LVFO Secretariat for office space for the

RBN in the LVFO Secretariat in Jinja, Uganda. The request was made during the visit by the

KE to the LVFO.



5) Advocacy training was put into practice during RBN preparation to meet the media (TV and

press) at WIFIP and subsequent interviews of the RBN Chairman the media. The RBN

Chairman also drafted and submitted a letter to EAIFFPA on the issue of Nile perch price

transparency along the value chain.

4.1.12 Sustainability of EU ACP FISH II support to RBN

The sustainability of training support provided to the RBN through this assignment is strengthened

by having as outputs, the RBN 3-year Strategic Plan and one project proposal to take forward in their

effort to secure grant aid from development partners. Key actions from the Strategic Plan guided the

agenda of the 2nd

Regular meeting of the RBN held on 4th

August, in the afternoon of the final day of

training. The RBN Strategic Plan and project proposal were formally approved and adopted in this

meeting and commitments were by members to undertake immediate actions to implement the plan.

5. CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions

Planning:

1. The RBN Strategic Plan, 2012-2015, provides an umbrella framework for the development of

Annual Action Plans by the National BMU Networks and lower Networks on Lake Victoria.

2. RBN members will act as trainers in developing Annual Action Plans at the next NBN

meetings in their respective countries.

3. Holding NBN meetings is a major funding challenge in Tanzania and Uganda which

respective RBN members must find a way of overcoming learning from the Kenya NBN

experience.

4. A cascade of training trainers in action planning down the BMU Network system using

increasing numbers of trainers at each lower level, maximises outreach to grassroots BMU

members.

Advocacy:

5. Three high priority advocacy issues were identified by RBN members and included in the

Strategic Plan for their immediate actions. There are as follows:


b) Price transparency at all points along the Nile perch market chain from fishing boat

to final foreign markets.


Proposal writing:

6. One project proposal was developed during training for immediate RBN action. The

proposed project is entitled:

“Unleashing the Potential of an International Small-Scale Fisheries Association

in East Africa”



5.2 Recommendations

Planning:

1. RBN members should convene National BMU Network meetings in their respective

countries and provide training of trainers in action planning to develop linked Annual Action

Plans based on the Strategic Plan, 2012-2015.

2. RBN members and the NBN members trained by them should convene District (and County

in Kenya) BMU Network meetings in their respective countries and provide training of

trainers in action planning to develop linked Annual Action Plans based on the Strategic Plan,

2012-2015.

3. RBN members should keep abreast of current regional fisheries plans for Lake Victoria,

including the Nile Perch Fisheries Management Plan 2009-2014 (NPFMP) and the broader

development plan – the Lake Victoria Fisheries Management Plan 2009-2014 (FMP2).

4. RBN members should lobby for a responsive Lake Victoria Fisheries Research Plan which

commits to undertaking stakeholder driven research to guide key management issues and

decision-making.

Advocacy:

5. More detailed action planning by the RBN should be undertaken by email between members

to address the three high priority advocacy issues identified in the Strategic Plan and actions

implemented accordingly.

6. RBN members should lobby, if necessary, for the LVFO regional technical advisory

committee to be held later this year to enable the RBN to influence policy, legislation, plans

and guidelines in the interests of their members.

Project proposal writing:

7. The RBN should formally approach the LVFO Secretariat to provide temporary office space

for the RBN in the LVFO headquarters in Jinja, Uganda.

8. The RBN should submit the project proposal developed during training to development

partners for technical and financial support.



ANNEX 1 TERMS OF REFERENCE

TERMS OF REFERENCE

FOR TRAINING FOR REGIONAL BEACH MANAGEMENT UNIT NETWORK (RBN) IN

EAST AFRICA

(REFERENCE: EA-4.1-B18)

1 BACKGROUND INFORMATION

1.1 Beneficiary countries

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

riparian countries, namely Kenya, Tanzania and Uganda.

1.2 Contracting Authority

ACP Fish II Coordination Unit

36/21 Av. de Tervuren

5th

Floor

Brussels 1040, Belgium

Tel.: +32 (0)2.7390060

Fax: +32 (0)2.7390068

1.3 Relevant regional background

The Eastern Africa (EA) region for the purposes of the implementation of the ACP Fish II

Programme, operating through the Regional Facilitation Unit (RFU) in Kampala, Uganda is made up

of Fisheries Administrations (FAs) in Burundi, Djibouti, Eritrea, Ethiopia, Kenya, Rwanda, Somalia,

South Sudan, Sudan, Tanzania, and Uganda. These countries are members of a variety of Regional

Fishery Bodies (RFBs), including the Lake Victoria Fisheries Organisation (LVFO), the Lake

Tanganyika Authority (LTA), the Indian Ocean Tuna Commission (IOTC), and the Southwest Indian

Fisheries Commission (SWIOFC), as well as Regional Economic Communities (RECs), including

the Common Market for Eastern and Southern Africa (COMESA), the East African Community

(EAC), the Intergovernmental Authority on Development (IGAD), and the Southern African

Development Community (SADC).

Within the region the direct subjects of this contract are Kenya, Tanzania and Uganda. These

countries have significant fisheries, which play a critical part in their respective economies ―

contributing 0.5% (Kenya), 1.3% (Tanzania), and 1.6% (Uganda) of their GDP annually according to

various estimates ― in terms of foreign exchange earnings, while supporting the livelihoods of

millions of people, a major proportion of which originates from Lake Victoria‘s resources. In fact,

covering a surface area of approximately 68,800 km², Lake Victoria is the largest freshwater lake in

Africa and the second largest in the world. It is shared between Kenya (6% of the total area),

Tanzania (51%) and Uganda (43%). Its shoreline is around 3,440 km long and a catchment area of

about 184,000 km² extending into Rwanda and Burundi through Kagera River, and lies at the head of

the Nile River Basin system. Of about 30 million people of the Lake Basin, it is estimated that Lake

Victoria‘s resources contribute directly to supporting the livelihoods of over 2 million of them

through income, food and employment generation. Additionally, the lake is an important source of

water (for domestic, industry and agriculture uses) and transport.



1.4 Current state of affairs in the relevant sector

According to available statistics (LVFO), Lake Victoria fisheries are currently dominated by three

species: Nile perch (Lates niloticus), Nile tilapia (Oreochromis niloticus), and mukene

(Rastrineobola argentea).1 These three species are also the most commercially important ones,

contributing up to 90% of the catch altogether. The explosive population growth of the Nile perch in

the 1970s and the increase in landings, coupled with overfishing, however led to dramatic changes in

the ecology and a reduction in biodiversity of the lake.

The emerging European market for high-quality white fish meat prompted the establishment of

processing and exporting factories on the shores of the lake in Kisumu, Musoma, Mwanza, Entebbe

and Jinja during the 1980s and early 1990s. In 2005, there were 35 factories, up from 15 in 1990. At

the same time, fishing effort increased tremendously from 129,300 fishers in 2000 (up from

30,000 fishers in 1980) to 199,200 in 2008, and the number of fishing boats from 42,500 to

69,400 units during the same period (LVFO Frame Survey Report, 2008). By the year 2000, there

were signs that most fish species and especially the Nile perch (currently the dominant and most

valuable species) were under threat from both legal fishing and significant levels of illegal fishing, as

reflected in the downward catches observed since then. Available statistics suggest that the Nile

perch is now overfished and urgent measures are required so that the stock can recover.

Efforts to address these threats and to reduce illegalities, as spearheaded by the LVFO Secretariat

and its Council of Ministers (CoM), are translated in a number of actions, some of which involving

the resource users in a co-management approach include:

The adoption by the Partner States of the co-management approach to fisheries in 1998 (and

its operationalisation under LVFO in 2002) and the establishment of Beach Management

Units (BMUs) as the foundation for this approach.2

Lake-wide Guidelines for Beach Management Units (2007) and Guidelines for Fisheries Co-

management (2010). These guidelines have been harmonised and domesticated nationally for

field use regionally.

The establishment of thematic National Working Groups (NWGs) and Regional Working

Groups (RWGs) with a view to providing regional coordination services and quality control,

as well as bringing standardisation in BMU and co-management.

The lake-wide co-management system is founded on legally empowered BMUs at the landing site

level and these organisations supply representatives to village, ward or sub-district and then to

district level where they provide representation to regional or provincial level and ultimately to the

National BMU Network (NBN) whereby the Chairperson is a national representative of the BMUs.

BMUs bring together everyone involved in fisheries at a beach (boat owners, boat crew, traders,

processors, boat builders and repairers, net repairers and others) to work with government and other

1 Mukene is the local name of this native cyprinid in Uganda, while it is called dagaa in Tanzania and omena in Kenya. It forms

with tilapia the basis of domestic and regional trade, while Nile perch is mainly destined for international markets (in the form of

fresh and frozen fillets). Nile perch was introduced mainly from Lake Albert and accessorily from Lake Turkana as a means to

convert the small and abundant, but bony, haplochromine cichlids to suitable table fish, while Nile tilapia was introduced to boost

the then declining fish production of native tilapiines.

2 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 natural resources

― is an internationally recognised approach to ensuring wise use and sustainable management of natural resources, contributing to

improving livelihoods and alleviating poverty. The approach is being widely adopted in fisheries. Within the African continent,

Lake Victoria is known to be the largest fishery governed by such system, serving as a model for artisanal and shared fishery

resources.



stakeholders in managing fishery resources and improving the livelihoods of the community

members. Some of the key functions of BMUs are the management of landing sites and the

supervision of the landing and handling of fish in collaboration with district and national level Fish

Inspectors. This is the critical first stage in the long and documented route of Nile perch from the

lake to the consumer in Europe or elsewhere. BMUs therefore have a critical role to play in ensuring

that only legal fishing and trading activities are conducted using the landing sites and also that fish

landed at the site maintains its quality during the transhipment process.

In line with the regional plan in 2009, the NBNs from the three riparian countries came together to

form a Regional BMU Network (RBN) and were recognised as a key partner in the technical

committees of the LVFO. The Organisation indeed facilitated and guided this process. As a new

organisation (inaugurated in March 2010), the RBN requires considerable support and mentoring to

ensure that it remains viable.3

The RBN members adopted the RBN Operating Procedures in March 2010 while elections of

executives followed thereafter.4 The RBN is constituted by 3 members (including the Chair,

Secretary and Treasurer) from each NBN in Kenya, Uganda and Tanzania. The Network represents

all 1,069 BMUs on Lake Victoria by 2007 (including 281 BMUs in Kenya, 433 BMUs in Tanzania,

and 355 BMUs in Uganda) with up to 215,000 members. This is the largest community-based

fisheries organisation (CBFO) in the world operating on a single water body. As BMUs are

increasingly formed across Eastern Africa, the RBN has to ensure its future survival. In fact, there is

need for individual members from the three riparian countries to work together for effective lake-

wide management of shared stocks with their partners in governments and industry. This is

particularly crucial in a co-management context.

With the formation of the RBN new challenges have emerged, such as: (i) managing and co-

ordinating a large network of organisations based at landing sites in three countries; (ii) liaising with

different levels of government administration (e.g., sub-district, district, national) to integrate with

government development plans and budgets; (iii) liaising with the industrial processing and export

sector (iv); maintaining information links and flows between national networks; and (v) low levels of

capacity within the RBN to use these complex institutional and organisational networks and links to

the best advantage for the fisherfolk themselves. Some BMUs continue to face power struggles with

local institutions/agencies due to misunderstanding of the co-management approach. The present

assignment is intended to address these challenges by strengthening the capacity of the RBN and by

improving their institutional memory and backstopping. It is a follow-up of previous training

programmes for BMU representatives on the one hand, and Regional and National BMU Chairs on

the other but with longer duration and higher number of participants. By raising the profile of the

RBN and the BMUs in general through visibility materials such as T-shirts, this assignment will also

serve as an important opportunity for advocacy and communication to a wider audience.

3 The necessity to form this RBN was expressed at the 6th Regular Session of the LVFO CoM of 2006.

4 According to Article 11 (1) of Operating Rules for RBN Meetings, ―at the first meeting of the Regional BMU Network, the RBN

shall adopt its own Operating Procedures and Rules and the LVFO Co-management RWG and LVFO Secretariat will provide

technical steerage to the proceedings‖. To this end, a series of meetings were held in March 2010 with financial and technical

assistance from GTZ. The first meeting held on 9th March 2010 was between the Co-management Regional Working Group

(RWG) and GTZ. In this meeting the group reviewed the draft RBN Operation Procedures. The RWG provided their inputs into

the document thereby producing the final document which was adopted by the RBN members in their first meeting on

10th March 2010.



1.5 Related programmes and other donor activities

The countries included in this contract have received a variety of support for their fisheries sector in

recent years but few have specifically targeted the management of inland resources. The EU and the

Icelandic International Development Agency (ICEIDA) have been the most influential in this regard.

The EU-funded Implementation of a Fisheries Management Plan (IFMP) Project supported the three

riparian States, through the LVFO between 2004 and 2010. The project aimed to harmonise and

develop the co-management system on Lake Victoria through capacity building for the BMUs

themselves and a range of related activities at beach level, with Fisheries Officers and in

collaboration with the industrial processing and export sector.

The programme Implementation of a Regional Fisheries Strategy for the ESA-IO (SmartFish),

funded by the 10th EDF is, amongst other things, providing targeted support to the BMUs around

Lake Victoria. The SmartFish Programme aims at contributing to an increased level of social,

economic and environmental development and deeper regional integration in the ESA-IO region

through improved capacities for the sustainable exploitation of fisheries resources. The Programme

is implemented through a Financing Agreement signed by the IOC as Regional Authorizing Officer.

There is regular communication between the RFU and the SmartFish Programme to ensure synergies

are maximised.

The EU has also provided limited support to BMUs through the Strengthening Fishery Products

(SFP) Health Conditions in ACP/OCT countries programme. This programme ―aims to improve the

access of ACP countries fish and fishery products to the world markets by strengthening export

related health controls and improving production conditions in beneficiary countries.‖ Among other

things, it assisted Fisheries Inspectors from the industry and also the relevant Competent Authorities

(CAs) to improve their practices of monitoring BMUs and sanitary practices at landing sites.

In Uganda ICEIDA has supported training programmes for BMUs and functional adult literacy

programmes (FALP) for the fishing communities to improve sanitary practices.

For its part, the ACP Fish II Programme has, at the request of the BMUs, conducted the following

training programmes during Programme Estimate 1:

24 BMU representatives from key landing sites in Kenya, Tanzania and Uganda were trained

as trainers on business skills and good fish handling, hygiene, sanitation and processing for

7 days in Mwanza, Tanzania in May 2011 as part of Project A10;

The Regional and National BMU Chairs from the three countries were trained in institutional

and organisational development for 3 days in Mukono, Uganda in May 2011 as part of

Project A11.

The above training programmes reflect the need for additional training and mentoring to the RBN. In

particular the latter training programme on institutional and organisational development should be

rolled down to the county or district BMU networks for backstopping and enhanced institutional

memory.

2 OBJECTIVE, PURPOSE & EXPECTED RESULTS

2.1 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.



2.2 Purpose

The purpose of this assignment is to strengthen the capacity of the Regional Beach Management Unit

Network (RBN) to effectively participate in the management of the fisheries of Lake Victoria.

2.3 Results to be achieved by the Consultant

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

i. A training module on capacity building for strategic planning, advocacy and lobbying, and

grant-making process/proposal for the RBN is devised and implemented;

ii. The nine (9) members of the RBN are trained accordingly;

iii. 100 copies of the Training Manual are prepared and delivered to the RBN to help them roll-

out the training to the lower networks and members.

3 ASSUMPTIONS & RISKS

3.1 Assumptions underlying the project intervention

An important assumption underlying project intervention is that the target groups are well prepared

to allocate official hours to this project and to support its implementation. It is also assumed that

those trained will not only put the newly acquired knowledge and skills into practice, but also share

them with other members, for their effective participation in the management of Lake Victoria

fisheries; and that the RBN will be able to roll out this training to lower BMU networks and to

mobilise the necessary funds.

The relevance and need for this assignment was identified in the previous training programmes

targeting BMUs. They were further confirmed by BMU representatives and the Regional and

National Chairs in all meetings and discussions with the Regional Facilitation Unit (RFU) Manager

including the Programme Planning Workshop in Dar es Salaam, Tanzania in October 2010, and

Monitoring Workshops in Kisumu, Kenya and Addis Ababa, Ethiopia in March and December 2011,

respectively. These ToR have been produced in cooperation with the target groups.

ACP Fish II, through this intervention, sets out to respond to this felt need. Since it is a demand-

driven programme, it is assumed that counterpart institutions will take all the necessary measures to

ensure their fulfilment of obligations and responsibilities as set forth under this project. Failure to

meet this requirement is likely to end up in the project not achieving the desired results.

3.2 Risk factors underlying project intervention

The security situation around Lake Victoria is generally satisfactory but if there are any incidents in

areas covered by this study, then local travel advice will always be followed.

4 SCOPE OF THE WORK

4.1 General

4.1.1 Project description

As earlier indicated, the three LVFO Partner States of Kenya, Tanzania and Uganda have adopted

the co-management approach to fisheries in 1998, and have established the BMUs as the foundation

for this approach since then. Despite these efforts (including training programmes), most BMUs at

all levels still lack the necessary capacity that would enable them to better perform their functions in

the co-management context. In particular they still have some weaknesses with regard to resource

management, governance and business management. They lack capacity to contribute to formulation

and promotion of regulations and advising the LVFO and national Fisheries Administrations on

sound resource management based on their indigenous knowledge. Their governance is weak since



their role is sometimes misconstrued. Finally, their networks have limited entrepreneurial skills for

identifying financial mechanisms to sustain activities and maximising their economic benefits from

the fishery. Some of these gaps were filled during the previous training programmes for BMUs.

While the BMus themselves have weaknesses, the RBN as a network also has weaknesses which this

assignment is intended to address by strengthening their capacity.

The Consultant will be required to undertake a Training Needs Assessment (TNA) and develop the

training module for RBN through national consultations. The Consultant, accompanied by the RBN

Chair, will be expected to visit at least one landing site in each country as part of the TNA.

The Consultant will then deliver the training to the nine (9) RBN members based on the findings

of the TNA. This training will last 5 days. The following indicative topics will be covered with the

Consultant expected to refine the list in collaboration with the RBN members:

Strategic Planning Development – the Consultant will be required to guide participants in

preparing a 3–5 year strategic plan document for the RBN operations for effective

engagement with other stakeholders.

Capacity Building for Advocacy and Lobbying – as a lobby organisation RBN needs such

capacity.

Capacity Building for Grant-making Process/Proposal – effective operation of the RBN has

severely been hampered by lack of proper funding mechanisms. This calls for the RBN to

urgently mobilise funds for the establishment of a Secretariat and find an office space. This

will be included in the strategic plan document.

The training will be organised in collaboration with the RBN and in consultation with the LVFO

Secretariat during the whole exercise including the identification, information and mobilisation of

stakeholders. In order to maximise learning, the Consultant will be required to use adult learning

techniques and to lay as much emphasis as possible on practical training (e.g., preparing a strategic

plan document). The Consultant will also be required to compile the above training content as a

practical Training Manual for use by the RBN, the first draft of which will be handed out to

participants during the training and refined upon completion of the training based on comments and

inputs from participants.

The Consultant must give a full recognition of EC funding, ACP Secretariat‘s involvement and

visibility to the ACP Fish II Programme, in all the activities implemented during the project.

4.1.2 Geographic area to be covered

The geographic area to be covered by the contract is Lake Victoria and its three riparian countries

(Kenya, Tanzania and Uganda).

4.1.3 Target groups

The target group for this training are members and executives of the Regional Beach Management

Unit Network (RBN) on Lake Victoria.

4.2 Specific activities

4.2.1 Specific activities

The Consultant will complete the following tasks:

i. Briefing by ACP Fish II and RBN;

ii. Collect and review relevant documents;



iii. Conduct a TNA through consultations with key stakeholders in Kenya, Tanzania and

Uganda;

iv. Make all the logistical arrangements to complete the training itself (including invite

participants, arrange travel, book and pay for flights and vehicles for participants as

necessary, training venue costs, and field visit) – subcontracting for training organisation is

allowed;

v. Conduct the training for the nine (9) RBN members for 5 days;

vi. Evaluate the training;

vii. Develop formats for monitoring performance of participants after the training and provide the

monitoring frame (to be used by the RBN);

viii. Prepare 100 copies of a practical Training Manual for use by the RBN.

On approval of the Final Technical Report, the Consultant will be in charge of the translation of the

Training Materials and Manual, as well as the Executive Summary of the Draft and Final Technical

Report into Swahili.

4.2.2 Communication and project visibility

a) ACP Fish II projects should follow the EU requirements and guidelines for communication

and visibility available on the Programme website at:

http://acpfish2-eu.org/index.php?page=templates&hl=en

b) The CU will provide ACP Fish II templates for various communication products.

c) When validation workshops (where technical documents are presented to stakeholders for

validation) are needed, given their importance for disseminating the results of the Project and

ACP Fish II Programme, the following activities will be requested:

1) The Consultant will provide all necessary information in press-release style

(―information note‖) on the project objectives and results, the activities to undertake,

the main axes or strategic goals proposed and the future role of the beneficiaries.

2) The concerned Fisheries Administrations/Regional Fishery Bodies/Regional

Economic Communities will receive the information note at least 3 days before the

workshop, through their Government communication/press bodies or officials, in

order to mobilise local media and to assure full coverage of the event. Financial

support to media coverage is included in the ―Incidental Expenditure‖. Receipt(s) of

the incurred cost for media coverage will be required to verify the costs incurred.

d) The Consultant will provide photographic record of the project activities including the

workshop, as well as visibility materials such as T-shirts.

4.3 Project management

4.3.1 Responsible body

The Coordination Unit (CU) of the ACP Fish II Programme, based in Brussels, on behalf of the ACP

Secretariat is responsible for managing the implementation of this assignment.

4.3.2 Management structure

The ACP Fish II Programme is implemented through the CU in Brussels and six Regional

Facilitation Units (RFUs) across the ACP countries. The RFU in Kampala, Uganda, covering ACP




member countries in Eastern Africa, will closely supervise the implementation of this intervention

and equally monitor its execution pursuant to these Terms of Reference. For the purposes of this

assignment, the ACP Fish II Programme Coordinator will act as the Project Manager.

All contractual communications including requests for contract modifications or changes to the

Terms of Reference during the execution period of the contract must be addressed with a formal

request to the CU and copied to the RFU. Beneficiary‘s support for these changes is required.

4.3.3 Facilities to be provided by the Contracting Authority and/or other parties

Not applicable.

5 LOGISTICS AND TIMING

5.1 Location

The place of posting for this assignment will be the LVFO Secretariat in Jinja, Uganda, and the

training activity will be held at the agreed location, ideally close to a landing site such as Kisumu,

Kenya. Missions and field visits in the region will be carried out according to the approved timeline

and work plan presented by the Consultant.

5.2 Commencement date & Period of implementation

The intended commencement date is 1st July 2012 and the period of implementation of the contract

will be four (4) months from this date. Please refer to Articles 4 and 5 of the Special Conditions for

the actual commencement date and period of implementation.

6 REQUIREMENTS

6.1 Personnel

6.1.1 Key experts

All experts who have a crucial role in implementing this assignment are referred to as key experts.

Their profiles are described as follows:

Key Expert 1: Inland Fisheries Management Expert

Qualifications and skills

A degree or equivalent in a relevant subject area (e.g., fisheries management, natural resources

management, biology, geography, economics, sociology);

A high level of proficiency in spoken and written English; knowledge of Swahili will be an

advantage.

General professional experience

A minimum of 8 years of experience in inland fisheries management;

Proven report-writing and project management skills.

Specific professional experience

Experience in working with fishing communities and fisheries associations, with a special

focus on co-management of fishery resources (minimum of 5 assignments);

Experience in training and capacity building of fisherfolk and fisheries associations (minimum

of 3 assignments);

Related experience in Lake Victoria will be an advantage;



Experience in carrying out consultancy assignments for the EU or other equivalent

international development partner (minimum of 2 assignments).

There will be 2 missions outside the normal place of posting requiring overnights for this expert.

There will be in-country field visits outside the normal place of posting not requiring overnights, for

this expert.

Indicative number of working days by expert and task

No

.

Indicative Task Key Expert 1

(Days)

1 Briefing by ACP Fish II and RBN and preparatory

activities

3

2 Training needs assessment and module

development

5

3 Elaboration of Training Materials and Manual 4

4 Training delivery and evaluation 6

5 Finalisation of Training Manual and Reporting 2

Total 20

Additional information

a) The Key Expert is expected to spend at least 80% of the total indicative number of working days

in the countries concerned.

b) Note that civil servants and other staff of the public administration of the beneficiary country

cannot be recruited as experts, unless prior written approval has been obtained from the European

Commission (EC).

c) The Consultant must complete a timesheet using the ACP Fish II template provided by the CU at

the start of the implementation period. The Consultant is entitled to work a maximum of 6 days

per week. Mobilisation and demobilisation days will not be considered as working days.

6.1.2 Other experts

No other experts will be recruited under this assignment.

6.1.3 Support staff & backstopping

Backstopping and support staff costs are considered to be included in the fee rates of the experts.

6.2 Office accommodation

Office accommodation of a reasonable standard and of approximately 10 square metres for each

expert working on the contract is to be provided by the Consultant. The costs of the office

accommodation are to be covered by the fee rates of the experts.

6.3 Facilities to be provided by the Consultant

The Consultant shall ensure that experts are adequately supported and equipped (transport, laptop,

printing services, internet and appropriate communication tools). In particular it shall ensure that

there is sufficient administrative, secretarial and interpreting provision to enable experts to

concentrate on their primary responsibilities. It must also transfer funds as necessary to support its



activities under the assignment and to ensure that its employees are paid regularly and in a timely

fashion.

If the Consultant is a consortium, the arrangements should allow for the maximum flexibility in

project implementation. Arrangements offering each consortium member a fixed percentage of the

work to be undertaken under the contract should be avoided.

6.4 Equipment

No equipment is to be purchased on behalf of the Contracting Authority or beneficiary country as

part of this service contract or transferred to the Contracting Authority or beneficiary country at the

end of the contract. Any equipment related to this contract which is to be acquired by the beneficiary

country must be purchased by means of a separate supply tender procedure.

6.5 Incidental expenditure

The Provision for incidental expenditure covers the ancillary and exceptional eligible expenditure

incurred under this contract. It cannot be used for costs which should be covered by the Consultant as

part of its fee rates, as specified above. Its use is governed by the provisions in the General

Conditions and the notes in Annex V of the contract. It covers:

a) KEY EXPERTS

Travel costs and daily subsistence allowances (per diems) for missions for Key Experts,

outside the normal place of posting, to be undertaken as part of this contract. If applicable,

indicate if the provision includes costs for environmental measures, for example CO2

offsetting.

Travel costs for field visits for the Key Experts (car or boat rental, fuel and domestic flights or

other appropriate means of transport).

Any subsistence allowances to be paid for missions undertaken as part of this contract must not

exceed the per diem rates published on the European Union (EU) website at:

http://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm

b) WORKSHOP/TRAINING/CONSULTATIONS ORGANISATION

The cost of organisation of the National Consultations and Regional Validation Workshop

including cost for venue, communication and media activities, transport (domestic travel or car

or boat rental to/from);

The payment of a lump sum to participants requiring an overnight stay to cover

accommodation and meals. This lump sum payment will be up to EUR 150 and must not

exceed the published EU per diem rate for the country;

The payment of a lump sum, up to 30% of the published EU per diem rate for the country, to

all participants not requiring an overnight stay, to cover the cost of transport and meals;

In the two cases above, an attendance list signed by each participant and a separate list stating

that the lump sum was received (with an indication of the amount) shall be used to justify the

expenditure.

c) FUNDING OF NATIONAL/REGIONAL ADMINISTRATION OFFICERS

ACCOMPANYING KEY EXPERTS ON MISSIONS

http://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm



Exceptionally, the cost of flights, accommodation and meals for the representatives of FAs,

BMU Networks, RFBs or RECs accompanying the Key Experts on regional or national

missions or in-country field visits, under the following conditions:

i) Request of a prior approval to the CU, attaching to this request the declaration issued

by local FAs, BMU, RFBs or RECs stating that the cost of this extra activity for

their officers cannot be covered given the internal budget restrictions. The

administration should acknowledge, despite this, the need of the attendance of its

officer for an effective project implementation.

ii) The total cost for accommodation and meals based on actual cost (invoices to be

provided) cannot exceed the EU per diem rate for the country.

iii) If private or administration‘s means of transport are used by the representatives of FAs,

RFBs or RECs accompanying the Key Experts on regional or national missions, fuel cost

will be reimbursed upon receipt of the officer‘s reimbursement request based on distance

travelled and local price for fuel per unit. In case of field visits, not requiring overnights,

the same procedures apply for meal and transport costs.

d) TRANSLATION

The cost of translation of the Training Materials and Manual, as well as the Executive

Summary of the Draft and Final Technical Report from English into Swahili.

e) OTHER

The cost of producing and delivering 100 Training Manuals for the use of the RBN and the

trained officers to train other community‘s members.

The Provision for incidental expenditure for this contract is EUR 21,990. This amount must be

included without modification in the Budget breakdown.

6.6 Expenditure verification

The Provision for expenditure verification relates to the fees of the auditor who has been charged

with the expenditure verification of this contract in order to proceed with the payment of further pre-

financing instalments if any and/or interim payments if any.

The Provision for expenditure verification for this contract is EUR 1,000. This amount must be

included without modification in the Budget breakdown. This provision cannot be decreased but can

be increased during the execution of the contract.

7 REPORTS

7.1 Reporting requirements

Please refer to Article 26 of the General Conditions. There must be a final report, a final invoice and

the financial report accompanied by an expenditure verification report at the end of the period of

implementation of the tasks. The approved Final Technical Report (FTR) must be annexed to the

Final Report (FR). The final report must be submitted to the CU after receiving the approval of the

Final Technical Report (FTR).

The Final Report (FR) shall consist of a narrative section and a financial section. The financial

section must contain details of the time inputs of the experts, of the incidental expenditure and of the

provision for expenditure verification.



To summarise, the Consultant shall provide the following reports:

Title of Report Content Time of Submission

Inception Report

(IR)

Analysis of existing situation and work

plan for the project. The 10-page report

will be submitted to the RBN and

RFU/CU, for comments.

No later than 10 days after the

first expert arriving in the place

of posting for the first time.

Comments, if any, on the IR

must be provided within 5 days

from receipt.

Draft Final

Technical Report

(DFTR)

Description of achievements, problems

encountered, proposed methodology,

calendar of activities, places to visit and

people to consult and outline of the

content of Final Technical Report.

Within one week of the experts

leaving the country on

conclusion of the assignment.

Comments on the DFTR, if any,

must be provided by the RBN

and RFU/CU within 14 days.

Final Technical

Report (FTR)

Revised DFTR taking into account

changes and comments from the RBN

and RFU/CU.

Within 10 days after receiving

comments on the DFTR. If no

comments on the report are

given within the time limit of

14 days, the DFTR shall be

considered as the FTR.

Final Report (FR) Short description of achievements

including problems encountered,

recommendations and suggestions

together with the FTR and a final

invoice and the FR accompanied by the

expenditure verification report.

Within 1 month of receiving the

approval of the FTR.

The formats of technical reports are available on the ACP Fish II website at:


7.2 Submission & approval of reports

One electronic copy of the reports referred to above must be submitted to the Project Manager

identified in the contract (CU), RFU and RBN. Two hard copies of the approved Final Technical

Report must be submitted to the Project Manager identified in the contract (CU), one hard copy to

the RFU and two hard copies to the RBN. The original and a hard copy of the Final Report (FR)

must be submitted to the CU together with its annexes and supporting documents. All Reports must

be written in English. The Training Materials and Manual and the Executive Summary of the Draft

and Final Technical Report must be translated into Swahili. The Project Manager is responsible for

approving the reports. The cost of producing such material will be included in the fees.

8 MONITORING AND EVALUATION

8.1 Definition of indicators

The results to be achieved by the Consultant are included in Section 2.3 above. Progress to achieving

these results will be measured through the following indicators:

i. Quality of experts fielded (in terms of demonstrated skills and experience);

ii. Speed of mobilisation of experts to the beneficiary country will indicate a positive start of the

assignment;

iii. Identification of methodology, issues and problems, as recorded in the Inception Report;




iv. Reported involvement and degree of satisfaction of the stakeholders in conduct of activities;

v. Quality of Training Materials/Manual produced, as measured by approval by the RBN and

ACP Fish II;

vi. Level of attendance at the training session;

vii. Nature and quality of training evaluation reports from participants;

viii. Number and nature of comments received on the Draft Final Technical Report;

ix. Respect of project milestones with regard to timeframe and report delivery.

The Consultant may suggest additional monitoring tools for the contract duration.

8.2 Special requirements

Not applicable.



ANNEX 2 ITINERARY AND CONSULTATIONS

Date Organisation Location Purpose

16/7/12 International travel UK/Uganda Mobilisation

17/7/12 RBN & NBN Uganda Entebbe, Ug Briefing on ToR; RBN TNA

17/7/12 Kigungu landing site/BMU Kigungu, Ug RBN TNA & Situation Analysis

17/7/12 EAIFFPA (Uganda rep) Entebbe, Ug Situation Analysis

18/7/12 ACP FISH II RFU Kampala, Ug Briefing on TOR

18/7/12 Dept of Fisheries Resources Kampala, Ug Situation Analysis

19/7/12 LVFO Jinja, Ug RBN TNA

19/7/12 Masesi landing site/BMU Masesi, Ug RBN TNA & Situation Analysis

20/7/12 Travel to Kisumu Kisumu, Ke

20/7/12 RBN Chairman & Dept of

Fisheries

Kisumu, Ke Situation Analysis; briefing on ToR

21/7/12 RBN (Chairman) Kisumu, Ke RBN TNA

21/7/12 LVEMP II Kisumu, Ke Discuss possible support to RBN

21/7/12 Dunga landing site/ BMU Dunga, Ke RBN TNA & Situation Analysis

21/7/12 WIFIP Kisumu, Ke Briefing on training course preparation

22/7/12 Travel to Tanzania, Mwanza Mwanza, Tz

23/7/12 Tz NBN Chairman (RBN

Sec)

Mwanza, Tz Briefing on ToR; RBN TNA; Situation

Analysis

23/7/12 Dept of Fisheries Mwanza, Tz Briefing on ToR; RBN TNA; Situation

Analysis

23/7/12 Igombe BMU & landing site Mwanza, Tz RBN TNA & Situation Analysis

24/7/12 Travel to Kenya, Kisumu Kisumu, Ke TNA compilation

25/7/12 Kisumu, Ke Inception Report preparation

26/7/12 Kisumu, Ke Training Manual preparation



29/7/12 Kisumu, Ke Arrival of RBN members

30/7/12 Regional BMU Network Kisumu, Ke Training 9 RBN members






5/8/12 Kisumu, Ke Finalise RBN project proposal; depart

Kenya

6/8/12 UK Arrive UK



ANNEX 3 PERSONS MET

Name Position and Institution Tel Email & website

Mr Godfrey Yiga Kigungu BMU Committee member,

Entebbe, Uganda

- -

Mr Philip Borel EAIFFPA Chairman & UFPEA vice-

Chairman, Entebbe, Uganda

+256752764764 [email protected]

Mr Koane Mindjimba ACP FISH II Regional Manager Eastern

Africa, Kampala, Uganda


Mr. Wadanya LD

Jackson

Acting Commissioner for Fisheries,

DFR Kampala, Uganda


Dr. Rhoda Tumwebaze Assistant Commissioner for Fisheries

Regulation and Control, DFR Kampala,

Uganda

+256772927889

[email protected]

Mr Dick Nyeko Executive Secretary, LVFO, Jinja +256772721455 [email protected]

Mr Mathias Wafula Deputy Executive Secretary, LVFO,

Jinja


Mr Sam Abura Information & Database Officer, LVFO,

Jinja


Mr Marumiga Magio BMU Chairman, Masese landing

site/BMU & DBN member, Jinja

District, Uganda

+256752446352 -

Mr Karomeko Abubaker BMU V-Chairman, Masese landing

site/BMU & DBN Chairman, Jinja

District, Uganda

+256752617593 -

Mr Nsereko Bosco BMU Secretary, Masese landing

site/BMU, Jinja District, Uganda

+256752550023 -

Mr Magara Francis Masese landing site/BMU, Jinja District,

Uganda

+256752475678 -

Mr Mike Obadha Provincial Director of Fisheries, Nyanza

Province, Kisumu, Kenya


Mr Vincent Ogwang LVFO Co-management RWG Chair,

Kisumu, Kenya


Ms Ruth Mungao Business Development Officer, DoF,

Kisumu, Kenya


Mr George Owiti Principal Fisheries Offer, DoF, Kisumu,

Kenya

+254721971882 gowiti2002@yahoo,com

Mrs Jennipher Atieno Executive Director, WIFIP, Kisumu +254733054017 [email protected]

Mr Godfrey Agong Treasurer, Dunga BMU, Dunga, Kisumu

East District, Kenya


Mr Nicholas Didi Secretary, Dunga BMU, Dunga, Kisumu

East District, Kenya


Mr Maurice Owilo BMUC member, Dunga BMU, Dunga,

Kisumu East District, Kenya +254720065472 [email protected]

Mr Richard Ojizo Asst Secretary, Dunga BMU, Dunga,

Kisumu East District, Kenya +254723049228 -

Mr Rodrick Kundu LVEMP II Fisheries Specialist, Kisumu,

Kenya


[email protected]

Mr Lameck Mongo Director of Fisheries, Mwanza, Tz +255787410317 [email protected]

Mr John Kilosa Igombe BMU Committee member +255753661186 -

Mr Salomwa Mjumbo Igombe BMU Committee member +255788440090 -

Mr Chankaga Mnaku Igombe BMU Committee member +255757471128 -

Mr Tim Odende Principal Fisheries officer +254722312889 [email protected]

Mr George Okeyo Value Chain Programme Officer-

Fisheries

Micro Enterprises Support Programme


mailto:[email protected]










Name Position and Institution Tel Email & website

Trust (MESPT), Nairobi, Kenya

Mr Joanes Andiego Chairman Lake Victoria Nile Perch

Traders Network – Kenya


Mr Chrispinus Masiga Treasurer Lake Victoria Nile Perch



Mr Absalom Odira

Secretary Lake Victoria Nile Perch



Mr Tom Guda RBN Chairman, Kenya +254727371074 [email protected]

Mrs Caroline Juma RBN member, Kenya +254720792541 [email protected]

Mrs Carolyn Oduor RBN member, Kenya +254713900861 [email protected]

Mr Robert Bakaaki RBN member, Uganda +256782622945 [email protected]

Mr James Niwagaba RBN member, Uganda +256772417093

+256752417093

[email protected]

Mr Benson Bwire RBN Treasurer, Uganda +25677431104 [email protected]

Mr Simon Rwekaza RBN Deputy Chairman, Tanzania +255752 753522 [email protected]

Mr Pius Maziima RBN member, Tanzania +255784 678347 [email protected]

Mrs Pili Moro RBN Secretary, Tanzania +255788 334048

+255786 994331

[email protected]

Mr Kennedy Odongo Interpreter at RBN training meeting +254722256536 [email protected]













ANNEX 4 ACP FISH II RFU BRIEFING

BRIEFING NOTES MADE BY REGIONAL MANAGER, ACP FISH II

Venue: Offices of the Regional Facilitation Unit, Kampala, Uganda

Date: 18 July 2012

Time: 10:30–12:00

Subject: Initial briefing for Project EA-4.1-B18 on training for Regional Beach Management Unit

Network (RBN) in East Africa

Purpose: Review and agree on the purpose and proposed organisation and methodology of the

assignment

Present: - James Scullion, Key Expert (KE) for Project EA-4.1-B18

- Koane Mindjimba, Regional Manager (RM), ACP Fish II Programme for Eastern

Africa

Methodology: Review major issues of the ToR requiring clarification and common understanding

Issues addressed

and way forward:

1. Opening of the training workshop – KE to seek confirmation from the Assistant

Director of Fisheries (ADF), Nyanza Province in Kisumu (Mr. Michael Obadha) that

he will come and officially open the event on 30/07/2012; KE to forward to the RM

the e-mail sent to the ADF regarding this request.

2. Closing of the training workshop – RM to arrange to travel to Kisumu on 01–

02/08/2012.

3. Certificates of attendance – KE was reminded of the necessity to prepare certificates

of attendance to be handed to participants on completion of the training on

03/08/2012; certificates of attendance to be countersigned by KE and RM.

4. Visibility materials (Section 4.2.2 (d) of the ToR) – KE to arrange with Consultant

(Harewelle International Limited) and local partner in Kisumu (WIFIP Education &

Development) to produce T-shirts for workshop participants.

5. Project description (Section 4.1.1) – KE to cover the three topics listed and compile

them as a single practical Training Manual for use by the RBN, including Strategic

Planning Development, Capacity Building for Advocacy and Lobbying (regionally

and internationally), and Capacity Building for Grant-making Process/Proposal; KE

to use the learning-by-doing approach for that matter.

6. Formats for monitoring performance of participants after the training (Section 4.2.1

(vii)) –this is one of the specific tasks that the KE will be required to complete as part

of this assignment using the logframe and performance indicators.

Communication: KE to update the RM on progress in project execution.



ANNEX 5 REFERENCE DOCUMENT LIST

Cardno, 2012.

The Proposed Fisheries (National BMU Networks) Guidelines 2012. Proposed draft prepared by

Cardno Emerging Markets (East Africa) Ltd on behalf of the Micro Enterprise Support Programme

Trust for the Ministry of Fisheries Development Kenya, July 2012.

Department of Fisheries, 2006a.

National Beach Management Unit Guidelines for Kenya. Department of Fisheries, Nairobi, Kenya

January 2006.

Department of Fisheries, 2006b.

Draft Beach Management Regulations, Department of Fisheries, Nairobi, Kenya, 2006.

Ministry of Fisheries Development, 2011.

Draft Fisheries Management Bill. Ministry of Fisheries Development, Nairobi, Kenya, 2011.

Ministry of Fisheries Development, 2008.

National Fisheries and Oceans Policy. Ministry of Fisheries Development, Nairobi, Kenya

September, 2008.

Department of Fisheries Resources 2011.

The Fish (Amendment) Act 2011. DFR/MAAIF, Entebbe, Uganda.

Department of Fisheries Resources 2004.

Draft National Fisheries Bill, DFR/MAAIF, Uganda.

Department of Fisheries Resources, 2003.

Guidelines for Beach Management Units, DFR/MAAIF, Uganda.

LVFO, 2010.

Operating Procedures for the Regional Beach Management Unit Network of Lake Victoria. Lake

Victoria Fisheries Organisation, Jinja Uganda, February 2010.

LVFO, 2009.

The Fisheries Management Plan for Lake Victoria, 2009 – 2014. Lake Victoria Fisheries

Organisation, Jinja Uganda, August 2008.

LVFO, 2008.

Guidelines for fisheries co-management on Lake Victoria. Guidelines prepared with support from the

Implementation of a Fisheries Management Plan Project (IFMP), EDF Project No 8ACP ROR 029.

Lake Victoria Fisheries Organisation, Jinja, Uganda.

LVFO, 2006.

LVFO HRD Strategy and Action Plan for Lake Victoria, LVFO Secretariat, Jinja, Uganda.

LVFO, 2005. LVFO Harmonised Beach Management Unit Guidelines for Lake Victoria, LVFO

Secretariat, Jinja, Uganda.



Ministry of Agriculture, Animal Industry and Fisheries, 2004.

The National Fisheries Policy, Department of Fisheries Resources, Entebbe, Uganda, May 2004,

Ministry of Livestock and Fisheries Development, 2005.

National Beach Management Unit Guidelines, Kenya, Department of Fisheries, Nairobi, Kenya,

October 2005

Ministry of Natural Resources and Tourism, 2005.

National Guidelines for Beach Management Units, Fisheries Division, Dar es Salaam, Tanzania,

October 2005

Ministry of Natural Resources and Tourism, 2003.

The Fisheries Act, Fisheries Division, Dar es Salaam, Tanzania



ANNEX 6 RBN SITUATION ANALYSIS

Query Response

Organisational Capacity

1. Is RBN registered? Ug -Yes, at LVFO

Ke - Not fully, a certificate of registration still needs to be issued by

LVFO. Original register form needs to be corrected to include the name

and details of the Tanzanian NBN Chairman before certificate is issued.

Tz –Yes, at LVFO

2. Are constituent BMU

Networks registered?

Ug -Submitted details of NBN but no certificate given by DFR but

lower networks are not.

Ke – BMU networks registered but no certificates issued. County BMU

Networks are yet to be registered.

Tz - NBN registered with DoF, Mwanza & DBNs registered but

Since there are no certificates, not sure if fully registered.

3. Where are the BMU

Networks‘ registers and is

there an e copy of them?

Ug – Not sure if NBN Secretary holds them as hard copy, she has no

computer so no e-copy. Government not systematically

recording/compiling registers

Ke – NBN Chairman has e copy on his personal laptop. Location &

Division Networks registered at Provincial Fisheries office but not sure

who holds record/compilation of registers.

Tz - NBN Chair does not have registers and Government not

systematically recording/compiling registers

4. Are there any changes to the

structure, functions & legal

mandates of any BMU

Networks?

Ug – We must check revised Fisheries Bill to see if it empowers

Networks. There are 2 new districts on Lake Victoria which do not have

Networks yet.

Ke - County Government will increase in importance and needs

Networks to be established. New National Guidelines for BMU

Networks has changed the procedure for holding chairmanships of

Networks at different levels in the system. Now, an individual can only

be chair of 2 networks – water body and national network but can be a

member of other networks. There are 4 new districts on the lake that

have no BMU Networks. Sub-Location, Location and Division

Networks will eventually disappear leaving the nearest network to a

BMU as the district. All BMU chairs (281) will become members of

respective DBNs.

Tz – None other than 2 new districts formed that need Networks to be

formed.

5. Are any BMU networks

registered as NGOs. If not, has

this caused any problems?

Ug - No, (KE discussed possible international NGO membership

difficulties)

Ke – No, (KE discussed possible international NGO membership

difficulties)

Tz – No, (KE discussed possible international NGO membership

difficulties)

6. Are there any changes to

individuals who are RBN

members since inauguration?

Ug – No

Ke – Yes, 2 members changed due to BMU Network elections in 2011

Tz – Yes, name of Chairman NBN is incorrect on LVFO register; the

RBN Chairman needs to inform LVFO prior to issue of RBN

registration certificate.

7. Any assets owned by RBN esp

laptops, phones?

Ug – No

Ke - No

Tz - No

8. Does RBN have a Vision and Ke - Yes, partly done during ACP FISH II training in 2010. Need to



Mission Statements i.e. Goal &

Purpose?

present draft to RBN members for their approval at next RBN meeting.

9. Which RBN members use own

laptops for RBN business?

Ug – No

Ke - Yes

Tz – No

10. Which RBN members have

email addresses?

Ug - Yes, Chair NBN Ug has email address.

Ke - Yes, Chair NBN Ke has email address.

Tz - Yes, Chair NBN Tz has email address (to be confirmed).

11. Which RBN members have

internet mobile phones?

Ug – None

Ke - Chair NBN only

Tz – None

12. Which NBN members use

(own) laptops for NBN

business?

Ug - Not now but did previously when laptop was working

Ke - Chairman and Homa Bay County Chairman

Tz - None

13. Which NBN members have

email addresses, why only

some and not all?

Ug - Only Chairman since others live in areas without internet services

Ke - All NBN members = all County Chairmen

Tz - NBN Chair only

14. Which NBN members have

internet mobile phones?

Ug - None because cost too high, around Ush 500,000

Ke - 3 NBN = County Chairmen

Tz - None

15. How and when was RBN logo

and email address and tel nos

agreed?

Ke - RBN Chairmen during ACP FISH II training in September 2010 in

collaboration with 2 other RBN members. Approval of full RBN will be

sought at next meeting.

16. How many NBN meetings

have been held and how many

has each RBN member

attended

Ug - 3 (2 before RBN inauguration and 1 after)

Ke - NBN: 3 times in 2012; 4 times in 2011.

Tz - Once in March 2012 to discuss enforcement/patrols

17. How many DBN meetings

have been held and how many

has each RBN member

attended

Ug - Not sure

Ke - Many but not recorded systematically

Tz - 6 this year, file with records at landing site

18. RBN name may need to

change now there is National

BMU Network in Kenya?

Ug – Agrees

Ke - Already changed the name of NBN to LVNBN

Tz - Agrees

19. How many new districts have

been formed since January

2010?

Ug – 2

Ke - 4

Tz - 2

20. How is information

transmitted between BMU

Networks?

Ug - By phone, SMS, letters and visits

Ke - By phone, SMS, letters and visits

Tz - By phone, SMS, letters and visits

21. Is bulk SMS a potentially

useful way of communicating

between BMU Networks?

Ug - Yes, and has been used

Ke - Yes, and has been used

Tz - Yes, and has been used

22. Is there other mobile phone

uses available to help BMU

Networks transfer

information?

Ug - No specific example given

Ke - No specific example given

Tz - No specific example given

Organisational delivery

23. How has the RBN benefitted

its member Networks and

BMUs in the past 2 years?

Ug - By getting access to RBN training by ACP FISH II and hence the

NBNs benefitted since it‘s the same individuals being trained.

Ke - ACP FISH II training – 2 courses; conflict resolution at Migingo

Island



Tz - No examples

Donor Environment

24. What national and regional

fisheries donor support

programmes have been done in

last 3 years?

Ug - Iceida; ACP FISH II

Ke - EU support via MESPT to restructure BMU network & training in

business development; forming Nile Per Trader Network

LVEMP2 water hyacinth removal; BMU livelihoods training done;

planning training in fish & financial management

Tz- private industry and gov assist

25. What national and regional

donor support programmes in

other sectors relevant to the

RBN have been done in last 3

years?

Ug - SIDA-AMREF HIV/AIDS, safe male circumcision

Ke - HIV/AIDS programmes

Tz - Health education via NGOs using BMUs

Financing RBN

26. Have BMUs or their Networks

paid for RBN member

activities in past 2 years?

Ug – No

Ke - No

Tz - No

27. Have BMUs or their Networks

paid for NBN member


Ug - No but one meeting held in Uganda after RBN inauguration paid

for personally by NBN Chairman

Ke – payments from lower Networks or from BMUs of members often

occurs but in an ad hoc manner without adequate accountability of

expenditure by members.

Tz – No

28. Have BMUs paid for DBN or

lower BMU Networks member


Ug - Yes, examples reported in Jinja District of DBN and SCBN

meetings being funded by BMUs (but only 7 BMUs in District).

Ke - Yes

Tz – Yes, a little

29. Has any national or regional

donor programme financially

or technically supported the

RBN or the NBNs?

Ug - Yes, ACP FISH II provided training of RBN members and BMUs

but not direct financial support. GTZ supported RBN inauguration and

initial training in operating as the RBN and engaging in the LVFO

regional technical advisory committees. No further support.

Ke - ACP FISH II training support but not financial.

Tz - ACP FISH II training support but not financial.

30. Has government at national or

regional levels supported the

RBN or NBNs?

Ug – No

Ke - No

Tz - No

31. Who pays when RBN use

phones etc on RBN business?

Ug – Personal

Ke - Personal

Tz - Personal or his BMU

Planning

32. Was the Planning Framework

contained in the RBN

Operating procedures further

developed by the RBN?

Ke – No

33. Have any RBN members

experience of making

budgeted plans related to

BMUs, BMU Networks or

other activities?

Ug – No

Ke - Yes at lower BMU levels

Tz - Yes all 3 RBN members do BMU Plan in Village Plan


experience of making log

frames related to BMUs, BMU

Networks or other activities?

Ug - No

Ke - No

Tz – No



Project proposals



budgeted project proposals

related to BMUs, BMU

Networks or other activities?

Ug - No

Ke - Not at RBN level but yes at lower levels

Tz - Yes for 2 RBN members Chair and Secretary

RBN Image, profile



promotional materials or

involved in promotional

activities related to BMUs,

BMU Networks or other

activities?

Ug – No

Ke - Yes in making brochures, T shirts etc

Tz - No

Advocacy


experience of lobbying related

to fisheries activities?

Ug – Yes, on compliance issues

Ke - Yes Chairman has been involved in bringing fishers together in

several campaigns.

Tz - Yes, on issues on HIV and on compliance to fisheries laws

Business development

38. Has any BDS approach been

introduced to BMU Networks

through donors or govs?

Ug – No

Ke - Yes via MESPT – National BMU Network will make a Business

Plan but the RBN Chairman intends to develop one for the LVNBN Tz -

Yes, financial planning training by government & LVEMP

39. Has any training been given to

BMUs or their Networks in

business development &

operation?

Ug - Yes, ACP FISH II providing a component on business

development in training of BMUs in 2011.

Ke – Yes BMU networks received training through MESPT. DoF,

Kisumu has a Business Development Officer whose salary was paid by

GIZ for 2 years ending this year. The officer provided training to omena

traders.

Tz- Yes, a little by ACP FISH II.



ANNEX 7 FA SITUATION ANALYSIS

Query Response Institutions and Policy 1. Are there any changes or

planned changes to National

Fisheries Policy affecting

BMUs and Networks?

Ug – Plan to update policy and requested support from ACP FISH II.

Ke – Policy recently formulated. No need to amend.

Tz – No need to amend.

2. Are there structural changes to

institutions affecting BMUs

and Networks?

LVFO – Has vision to create an East African Community fisheries

administration covering the current 5 countries of the EAC with the

possibility of expanding by the future inclusion of South Sudan. The

private needs to keep pace with such planned reforms by thing of

creating national and regional BMU Networks.

Ug – The establishment of a Fisheries Directorate has been approved by

Ministries of Finance and Public Service. The Fisheries Bill 2004

revised over years still not approved but contains setting up the Uganda

Fisheries Authority (UFA) which is seen as essential by fish industry.

Technical support is needed to guide the institutional relationships

between the UFA and Directorate before the First Principles of the Bill

go back to Cabinet.

Ke – Fisheries restructuring to form Fisheries Service and Fish

Marketing Authority. Fisheries Development Fund to be established

under a Board of Trustees

Tz – None

3. Do you have a register of

RBN/NBN?

LVFO – Yes, RBN register only

Ug – If records are kept, they are not compiled systematically

Ke – Yes, have compilation of details of NBN

Tz – No systematic compilation

4. Are lower BMU Networks

registered?

LVFO - RBN certificate not yet issued

Ug – Not systematically compiled

Ke – Hold records of registers.

Tz – No systematic compilation

Legislation, Guidelines, Plans

5. Are there any changes to

fisheries legislation affecting

BMUs and Networks?

Ug – Fisheries Bill not yet finalised: Cabinet Secretariat must approve

Principles of the Bill again. A Fisheries Amendment Bill has been

approved which establishes a Fisheries development Fund with income

from fisheries licence fees and levies. The Fund requires a further

Regulation covering its operation.

Ke – Fisheries Bill finalisation on-going

Tz – None

6. What is the basis of the legal

identity of BMU Networks?

LVFO - The RBN has unclear legal identity. It should include technical

support in the Strategic Plan to develop legislation to gain legal identity

under EAC via the East African Legislature Assembly to have a

regional BMU Network recognised as a body under the EAC within

which the RBN, among others, would be contained.

Ug – Not clear

Ke – Obtained from imminent gazette notice of the national BMU

Network. (The KE pointed out that BMU Networks are not mentioned

in the Kenya Fisheries Bill)

Tz – No legal basis

7. Have BMU Guidelines been

amended in any way?

Ug – Yes, but process on-going, final version not yet approved. BMUs

were involved in making changes e.g. extending Term of Office from 2

to 4 years on BMUC.



Ke – No

Tz – No

Regional Networking

8. When were the last regional

technical advisory meetings of

the FMC and SC of LVFO?

LVFO – The LVFO Council of Ministers will convene in December

2012. Prior to this the normal LVFO statutory meetings will take place

including the FMC and SC meetings. The RBN and EAIFFPA, as full

members of these committees, will be invited and expected to attend and

participate fully.

Ug – 2010 maybe.

Ke – Long time ago, these days there is little harmonisation of national

activities as a regional programme.

Tz - Long ago, now lost co-ordination.

Support to BMU Networks

9. Have you included any support

to BMUs and Networks in

your Annual Plan and budget

for this financial year?

Ug – Annual budget suffers from incomplete release of funds; allocated

funds for general support to communities but Networks not specifically

mentioned.

Ke – Annual budget suffers from incomplete release of funds; allocated


mentioned.

Tz - Annual budget suffers from incomplete release of funds; allocated


mentioned.

BMU Performance M&E

10. Have you ever completed a

survey of BM U performance

using the M&E Framework in

the BMU Guidelines since first

done by IFMP in 2007?

Ug – No, due to shortage of funds

Ke – No, due to shortage of funds

Tz – No, due to shortage of funds



ANNEX 8 BMU SITUATION ANALYSIS

Query Response Organisational Capacity 1. What is the name of your

nearest BMU Network and the

Network at the next higher

level?

Ug – BMU members knew names of local BMU Networks

Ke – BMU members knew names of local BMU Networks

Tz – BMU members knew names of local BMU Networks

2. Do these local Networks meet

and how often?

Ug – Yes, the SCBN and DBN meet regularly

Ke – Yes they meet but not sure how often

Tz – Yes they meet at VBN met twice per year, WBN also meet but not

the DBN

3. Who pays for these local BMU

Network meetings?

Ug – Mixed picture of ad hoc payment from individual BMUs to

members who are representatives of local Networks and some with

more systematic, regular funding by BMUs of SCBN. Some funding up

to DBN e.g Jinja DBN has bank account but not to NBN or RBN.

Ke –More systematic payments by BMUs for Networks e.g. Ksh

300/month by all BMUs to pay for LBN & DivBN and ad hoc payments

up to DBNs

Tz – Individual BMUs from where the member belongs but no shared

payment across BMUs

4. Why to these Networks meet? Ug – patrols

Ke – enforcement and patrols; conflict resolution

Tz – Discuss enforcement/patrols, water hyacinth problem

5. What benefits do these local

Networks bring to BMU

members?

Ug – organise patrols

Ke – Give BMUs information on conflict resolution, patrols, coordinate

training, organise self-help saving schemes

Tz – None

6. Does the NBN meet and help

BMU members?

Ug – No

Ke – Yes

Tz – No



ANNEX 9 TNA CHECKLIST

Why Assess Training Needs?

To ensure that training activities actually solve some real problem faced by the trainees, rather than a

problem perceived by an ‗expert‘. The training needs may already be specified, but even in this case

it is usually valuable to examine them more closely with relation to the potential target group before

developing the curriculum and planning the training.

Step 1 Training Needs Identification

The first step is to identify the problem, which is the gap between desired performance and actual

performance, i.e.

Desired Performance – Actual Performance = A Problem or Gap

These problems or gaps will normally be identified by:

a) Informal feedback/requests for training from stakeholders

b) Critical Incident Analysis (what specific things have gone wrong?)

c) The introduction of a new concept, technique or approach

d) Observation of performance (no substitute for this one!)

e) Interviews or group discussions against a pre-determined set of questions or Job Description (best

conducted in the workplace)

Then it is important to look at the cause of the problem or gap. The reasons that the target group are

not behaving as desired may be due to:

a) Lack of knowledge or skill

b) Lack of motivation, or

c) Organisational, social, economic or environmental factors.

This way true Training Needs can be identified, i.e. problems caused by a), or to some extent b)

above. Otherwise training is not the answer.

Problems or gaps that can be addressed by training = Training Needs

N.B. Where we are looking at pre-service training, there is no ‗Actual Performance‘ so the Training

Needs are simply the Desired Performance, based on the future job requirements of the student.

Step 2 Training Needs Analysis

Where it is decided training is the solution (or part of it) it is necessary to analyse the training need

more closely to determine the knowledge, attitudes or skills that trainees need to perform more

effectively.

Analysis means breaking a complex whole into its component parts. So in this context it involves

breaking down the training need into its basic parts so that training content can be identified and

understood.

The needs analysis process can be done at two distinct levels:

a) Job analysis (task identification): This involves breaking down the work into its component parts

so that the trainer understands what, say Fisheries Officers or fishers actually do in the course of their



work. This may cover all aspects of a person‘s work or, more usually, on one part or aspect of a

person‘s work. This is usually by:

A Job Description (in the case of an employee in the formal sector)

Observation, interview or discussion

Experts identify and list critical tasks

Procedures and forms should be developed for this process.

b) Task analysis: This involves breaking these tasks down into their component parts so that they can

be better understood. This is critical to the development of training objectives and content and also

helps in determining the most important elements of a task so that training can focus on these.

Again, procedures and forms should be developed for this process.

This will lead to a series of topics that can be classified as knowledge, skills or attitudes, which

should then be prioritised and presented in a logical sequence.

Step 3 Prepare Training Objectives

Now these lists of topics should be used to write precise statements of what each training session is

to achieve. These statements are called Training Objectives. A Training Objective provides a

detailed description of the skills each trainee will acquire and the essential knowledge trainee will be

able to demonstrate an understanding of by the end of each training session. Objectives should

always include a ‗doing‘ word, e.g. explain, demonstrate, describe, list……….



ANNEX 10 COHERENCE OF BMU NETWORKS

Sub-District BMU Network

Functions

District BMU Network Functions National BMU Network Functions Regional BMU Network Functions

Convene meetings on at least

quarterly basis;

Convene meetings on at least

quarterly basis;

Convene meetings at least twice a

year;

Convene at least two meetings a

year, prepare minutes of meetings

and annual budgeted plans for RBN

activities and submit these to other

BMU Networks and the LVFO

Secretariat.

Harmonize local markings for

identification of fishing gears and

outboard engines by licensed fishers;



outboard engines by licensed fishers;



outboard engines by licensed fishers

at national level;

Review and harmonise proposals for

the development of fisheries by-laws;

Review and harmonise proposals for

the development of fisheries by-laws

and recommend for approval by the

relevant authority;

Review identified fish breeding areas

on the basis of indigenous knowledge

and clearly demarcate prohibited

fishing zones;

Review and recommend the

demarcation of prohibited fishing

zones;

Review and recommend the

demarcation of prohibited fishing

zones;

Agree on areas of jurisdiction of

BMUs in collaboration with

government;

Lobby for completion of the

demarcation and gazettement of

jurisdictional areas of BMUs and

BMU Networks in each Partner

State.

Review and harmonize actions to

reduce illegal fishing practices;


reduce illegal fishing practices;


reduce illegal fishing practices in line

with RPOA-IUU and RPOA-

Capacity;


reduce illegal fishing and fish trade

in line with the NPFMP, other

fishery specific plans, the RPOA-

IUU and the RPOA-Capacity.

Undertake joint Monitoring, Control

and Surveillance in collaboration

with the relevant authorities;

Undertake joint Monitoring, Control

and Surveillance in collaboration

with the relevant authorities;

Review outcomes of district joint

Monitoring, Control and Surveillance

(MCS) and make recommendations;

Review outcomes of national joint

Monitoring, Control and Surveillance

(MCS) and make recommendations




Functions


on future actions.

Contribute to the development and

review of national plans, policies and

legislation;



legislation;



legislation;

Contribute to the development,

review and co-ordination of

implementation of harmonized

regional fisheries plans, policies and

legislation.

Compile and synthesise fisheries

management priorities and agree on

appropriate actions using available

data;

Compile and synthesise fisheries

management priorities and agree on

appropriate actions using available

data;

Compile and synthesise national

fisheries management priorities and

agree on appropriate actions using

available data;

Compile and synthesise regional

fisheries management priorities of

BMUs and agree on appropriate

actions using available data.

Network with other BMU Networks

to ensure marketing and fair pricing

of fish and fish products;

Network with other BMU Networks

to ensure marketing and fair pricing

of fish and fish products;

Lobby the fish processing and

exporters association to ensure

marketing and fair pricing of fish and

fish products;

Negotiate a fair system of fish and

fish products pricing for BMU

members.

Prepare annual workplans and

budgets;


budgets;


budgets;

Included in Function No.1

Formulate funding proposals for

development plans and submit to

funding agencies;


development plans and submit them

to funding agencies;


development plans and submit to

funding agencies;

In collaboration with other LVFO

bodies, formulate proposals for

regional management and

development interventions and

submit to funding agencies.

Arbitrate in fisheries disputes

between BMUs;

Arbitrate in fisheries disputes

between BMUs;

Arbitrate in fisheries disputes; Assist government and private

industry in the resolution of cross-

border fisheries conflicts.

Lobby for integration of BMU

fisheries management and

community development plans in

government plans;

Lobby for integration of BMU

fisheries management and

community development plans in

government plans;

Contribute to development of district

fisheries plans;

Contribute to development of district

fisheries plans;

Lobby for action from higher

government institutions, including

for the improved provision of health

and social services;

Lobby for action from higher

government institutions, including

the provision of improved health and

social services;

Lobby for action from central

government institutions for provision

of health and social services for

fisheries communities;

In collaboration with other LVFO

bodies, lobby for regional action

from EAC for the provision of health

and social services for fisheries




Functions


communities.

Facilitate information flow at various

levels;


levels;


levels;

Ensure information flows between

the RBN, other BMU Networks and

other stakeholders in furtherance of

RBN objectives.

Monitor the performance of BMUs

and provide supportive measures;

Monitor the performance of BMUs

and provide supportive measures;

Monitor the performance of BMU

Networks at lower levels and provide

supportive measures;

Monitor the performance of BMU

Networks at national level and

recommend supportive measures.

Submit quarterly reports to

Division/District BMU Networks,

member BMUs and the relevant

Fisheries Co-management

Committee.

Advocate for the removal and

prevention of invasive water weeds;

Advocate for the proper disposal of

industrial and urban waste and for

environmental protection in the

catchment;

Open and operate a RBN bank

account, set up a transparent financial

accounting system and may acquire

assets to facilitate its operations.

Collaborate closely with the LVFO

and its Secretariat and provide a

representative to serve as a member

of the LVFO regional technical

advisory committees, the Fisheries

Management Committee and the

Scientific Committee.

Provide a joint forum that represents

and lobbies on behalf of the interests

of all Lake Victoria BMUs and raises

their international profile.




Functions


Interact with international, regional

and national government and non-

government agencies and

organisations in the LVFO Partner

States, the industrial fish processors

and export associations, research and

academic institutions, the

international community and

development partners and

programmes for the management of

Lake Victoria aquatic resources and

the furtherance of BMU interests and

objectives.



ANNEX 11 TRAINING NEEDS ASSESSMENT MATRIX

The RBN functions in the TNA matrix are those listed in the RBN Operating Procedures

RBN Functions RBN Progress on Functions Constraint Requiring Training Non-Training Constraint

1. Convene at least two meetings a

year, prepare minutes of meetings

and annual budgeted plans for

RBN activities and submit these to

other BMU Networks and the

LVFO Secretariat.

No RBN meetings have been convened

since inauguration in March 2010 due

to shortage of funds. As a result no

annual budgeted plan has been made

for RBN activities. At local level, there

has been some success in holding self-

financed meetings of BMU Networks

at district level and below but beyond

these levels has proved extremely

difficult for NBNs to meet in Uganda

and Tanzania (only once each). The

meeting in Uganda was held in April

2010 and funded personally by the

NBN Chairman. In contrast, quarterly

NBN meetings have been held in

Kenya in 2011 and 2012. The RBN has

received one training course in 2010 as

part of the ACP FISH II 1 in

strengthening organisational abilities.

The RBN has not yet been able to set up a self-

financing system by BMUs to support NBN and

RBN activities. The RBN has received no

external financial support for its activities and

very limited technical support during the

critically important period after its inception. It

is during this period when guiding and nurturing

support to the very young organisation is most

needed. Training in planning and proposal

writing will address this constraint by:

a) strengthening planning skills;

b) making the first budgeted RBN Strategic

Plan;

c) assist in seeking external financial and

technical support by training in making project

proposals;

d) making the first project proposals;

e) designing extensive and better linked self-

financing system as part of the Strategic Plan.

Success ultimately depends on implementing

post-training actions by RBN members.

BMU elections take up

considerable time and the

timing of elections needs

to be harmonised across

countries. The duration of

the Terms of Office of

RBN members needs to be

extended to make best use

of any training and skills

acquisition.

2. Open and operate a RBN bank

account, set up a transparent

financial accounting system and

may acquire assets to facilitate its

operations.

Since no funds have been received by

the RBN then no bank account has

been opened. At lower levels BMU

Networks receiving funds have opened

bank accounts.

Training in project proposal writing and the

preparation of a project proposal related to

obtaining donor financial support will be one

strategy of RBN financing. A second is by

focusing the attention of RBN members on

establishing self-financing systems for the RBN

as part of activities included in the RBN

Strategic Plan.

LVFO promised to issue a

RBN certificate of

registration has not done

so. The RBN Chairman

should pressure for this to

be done but before doing

so, he should amend the

register to include new




It is only when the RBN is sure to receive funds

that a bank account will be opened. At that

point, training will be needed to set financial

management and accounting systems.

members and email

contacts.

3. Lobby for completion of the

demarcation and gazettement of

jurisdictional areas of BMUs and

BMU Networks in each Partner

State.

No progress has been made because of

lack of funds and also it was not

viewed as an urgent priority by RBN

members. There is some progress

through making BMU by-laws which

set out BMU areas but no survey work

has been done by government and no

BMU areas have been gazetted.

In the absence of jurisdictional areas, BMUs

and their Networks have a significant structural

gap, especially in legal terms. This will be

addressed through advocacy training with a

possibility of selecting this issue as one to be

incorporated into the Strategic Plan for clear

actions to be taken by members.

The creation of 6 new

districts along the lake

shoreline of the 3

countries adds urgency to

the need for demarcating

BMU and BMU Network

jurisdictional areas.

4. Provide a joint forum that

represents and lobbies on behalf of

the interests of all Lake Victoria

BMUs and raises their international

profile.

This is a generalised purpose of the

RBN but to date the organisation has

remained dormant with very low

profile and no advocacy campaigns on

behalf of members‘ interests.

There is urgent need for advocacy training not

only to make the RBN members more

conversant with a systematic approach to be

taken but also to stimulate the organisation into

specific action areas relevant to the immediate

interests of their members in BMUs. An

effectively run campaign should greatly

improve the image and visibility of the

organisation. Selected priority advocacy issues

will be incorporated into the Strategic Plan.

5. Ensure information flows

between the RBN, other BMU

Networks and other stakeholders in

furtherance of RBN objectives.

RBN members, specifically the 3 NBN

Chairmen, communicate with each

other as the RBN by phone, SMS,

letters and visits. The RBN Chairman

communicates similarly with the NBN

in Kenya and recently formed County

Network Chairman. He does not

usually communicate with the other 4

members of the RBN in Uganda and

Tanzania directly but leaves this to the

respective NBN chairs. Constraints on

information flow include:

a) lack of phones to connect to internet,

Training in planning and making a Strategic

Plan will help address this constraint by:

a) Allotting tasks to members to complete

specific information flow related tasks by

agreed deadlines which can be monitored

through using the plan to guide progress.

b) Address financing constraints in the Plan and

its related project proposals to acquire

equipment for members e.g. phones accessing

internet and laptops.

c) Use the Plan and its related project proposals

to establish a small Secretariat to co-ordinate

much of the day-to-day information flow.

The acquisition of an

office for the RBN

Secretariat is costly. In

response, the LVFO

Secretariat has informally

offered a rent-free room at

its headquarters in Jinja,

Uganda as a temporary

arrangement to help set up

a RBN Secretariat.




b) lack of internet services for several

members;

c) lack of computers

d) lack of action plan to steer

communication needs

e) lack of impetus by some members

6. Collaborate closely with the

LVFO and its Secretariat and

provide a representative to serve as

a member of the LVFO regional

technical advisory committees, the

Fisheries Management Committee

(FMC) and the Scientific

Committee (SC).

The RBN Chairman gained

membership of the two regional

advisory committees at the LVFO

Council of Ministers meeting in

November 2009. It was not without

resistance from some LVFO executives

that membership was eventually

obtained. Since that time, there has

been only one meeting of the FMC and

SC, and that was the meeting in March

2010 when the RBN and EAIFFPA

participated for the first time as full

members. The RBN has not lobbied the

LVFO to hold these meets at the

statutory interval of twice per year.

Advocacy training is needed to address this

critically important issue not only for the

purpose of convening FMC and SC meetings at

6-monthly intervals but also for identifying the

key issues of the day to take up on behalf of

BMU members at these meetings. The latter are

the best entry points to regularly influence

policy, legislation, guidelines and plans.

Identification of the key prevailing issues for

each meeting will be incorporated in RBN

Strategic Plan for further action.

7. Interact with international,

regional and national government

and non-government agencies and

organisations in the LVFO Partner

States, the industrial fish

processors and export associations,

research and academic institutions,

the international community and

development partners and

programmes for the management

of Lake Victoria aquatic resources

and the furtherance of BMU

interests and objectives.

In the absence of any Plan, activities

have been undertaken in an ad hoc

manner in response to opportunities

arising. For instance, the RBN Chair

has linked well to the ACP FISH II

programme and attracted various

training for RBN members. Links have

been established with NEPAD fisheries

programme PAF and AMREF in

relation to health services (HIV/AIDs

and male circumcision) in fisheries

communities. The RBN Chairman also

participated in the EU ProInvest

meeting 2011. The RBN Chair is also

closely involved in the LVEMP II

This multi-dimensional set of tasks are

constrained by inadequate networking

experience and skills at international level by

RBN members and the means to physically link

into the numerous meetings and other means of

international dialogue. Advocacy training will

help overcome these constraints and training in

planning will link directly to advocacy training

by incorporating actions related to institutional

linkage into the Strategic Plan.




support to fisheries which amounts to

over $1 million per year. There is less

close connection with LVEMP and the

RBN in Uganda and Tanzania which is

a matter of concern.

8. Compile and synthesise regional

fisheries management priorities of

BMUs and agree on appropriate

actions using available data.

No progress has been made due to

inadequate information compilation

and transfer. This in turn is due to lack

of a permanent Secretariat and lack of

funds for networking, information

sharing, analyses, and meetings to

agree appropriate actions. The lack of

basic equipment such as computers and

printers make this task extremely

challenging.

The constraints can be addressed by training in

making a Strategic Plan to at least develop a

road map of specific actions to gather and

examine the very many BMU priorities and

select the most important to be addressed at

regional level.

9. Contribute to the development,

review and co-ordination of

implementation of harmonized

regional fisheries plans, policies

and legislation.

No progress mainly because the LVFO

regional advisory meetings have not

been held since early 2010. The

significance of these meetings in

influencing regional policies,

legislation and plans has been under-

estimated by the RBN and no pressure

has been put on LVFO by the RBN to

hold the meetings. In other ways the

RBN has contributed e.g. the NBN

Chairman Uganda contributed to

amending Fisheries Bill & BMU

Guideline (as annex to Bill) and the

RBN Chairman is involved in review

and development of the Fisheries Bill

in Kenya.

Advocacy training is very much needed to

address this constraint. Key advocacy issues

will be incorporated into the RBN Strategic

Plan. There is need for further training to

increase the skills for engagement as a dynamic

FMC and SC member representing the interests

of BMU members and their innumerable SMEs.

10. Review and harmonize actions

to reduce illegal fishing and fish

trade in line with the NPFMP,

other fishery specific plans, the

Little progress at regional level with

the exception of the RBN Chairman‘s

involvement in various international

meetings during which he raises issues

Training in planning and making the first

Strategic Plan will provide the opportunity for

incorporation of specific actions into a RBN

Strategic Plan.




RPOA-IUU and the RPOA-

Capacity.

of the need to tackle illegalities on lake

Victoria e.g. NEPAD AU PAF

Governance Working Group meeting

in 2012.

More progress has been made at

national level where NBNs have been

involved in reviewing MCS plans.

11. Review outcomes of national

joint Monitoring, Control and

Surveillance (MCS) and make

recommendations on future

actions.

No progress made. The MCS system is

not harmonised across countries and

the unaccountable nature of patrols in

Uganda is reported to be worsening by

the RBN. Donor support through the

regional EU-funded programme,

SMARTFISH supports MCS training

and has made another MCS manual.

The RBN Chairman is involved with

this initiative. The LVNBN also co-

ordinates the use of government funds

received for MCS in Kenya.

Training in planning and making the first

Strategic Plan will provide the opportunity for

incorporation of specific actions into a RBN

Strategic Plan.

12. Negotiate a fair system of fish

and fish products pricing for BMU

members.

No co-ordinated regional has been

undertaken despite this issue hitting

world press headlines in recent months.

In the lobby vacuum, other NGOs

filled the gap at national level.

And hit the international press

headlines. RBN members made some

progress through NBNs but these

activities are not well known by BMUs

and any future progress that might

emerge is not likely to be widely

recognised at grassroots level.

Advocacy training and the existence of a

Strategic Plan with prioritised advocacy issues

contained within it would have greatly assisted

the RBN in the current issue of Nile perch price

reductions to fish producers and collecting

agents. The specific issue also has cross-cutting

links to information flow between fisheries

stakeholders.

The absence of a strong RBN or NBN voice on

this latest issue highlights the urgent need for

the RBN to much more proactive and visible on

issues that concern fisher‘s welfare. This was an

opportunity missed to act as spokesperson for

BMus all around the lake, to lobby on their

behalf. If successful, the profile and image of

the RBN would have increased enormously –

getting warranted recognition for services




delivered to BMU members. Chances of future

funding of the RBN by BMUs would also likely

increase by proving to be effective.

13. Assist government and private

industry in the resolution of cross-

border fisheries conflicts.

Three RBN members received training

in conflict resolution through ACP

FISH II in 2010. The RBN chair has

been active in helping resolve conflict

between Uganda and Kenya over

Migingo Island. No major cross-border

conflicts have arisen on the Tanzania

borders according to the RBN member

of Tanzania. There is, however, an

issue of fishing vessel confiscation on

the border with Uganda reported by

Kansensero BMU in Uganda. The

NBN Chairman in Uganda has been

involved to help reduce conflict.

Advocacy training will assist in improving

lobbying skills of RBN members and a provide

more systematic approach of the RBN to

lobbying on key issues. Training in planning

and making the first Strategic Plan will provide

the opportunity for incorporation of specific

actions in the RBN Strategic Plan.

14. In collaboration with other

LVFO bodies, formulate proposals

for regional management and

development interventions and

submit to funding agencies.

No progress has been made at regional

level due to lack of RBN meetings and

LVFO statutory technical advisory

committee meetings

Training needed in making project proposals

will improve the abilities of RBN members in

attracting investments. Training in making a

Strategic Plan will enable RBN members to take

a more systematic approach to making

proposals and monitoring progress in

implementation.

LVFO should hold

regional technical

advisory committee

meetings (FMC and SC)

at designated interval of

twice per year.

15. In collaboration with other

LVFO bodies, lobby for regional

action from EAC for the provision

of health and social services for

fisheries communities.

No co-ordinated region actions have

been undertaken by the RBN but at

national level members have lobbied

for improved health services to be

delivered to fisheries communities. For

example, in Uganda the NBN

Chairman was involved in a campaign

for safe male circumcision; liaised with

AIDS support organisation to help

BMUs; worked with Uganda AIDS

Commission as the NBN involving in

Advocacy training will assist in improving

lobbying skills of RBN members and provide

more systematic approach of the RBN to

lobbying on key issues. Training in planning

and proposal writing will also assist in attracting

regional support for the provision of health and

social services to fisheries communities.




distribution of condoms.

16. Monitor the performance of

BMU Networks at national level

and recommend supportive

measures.

No progress due mainly to lack of a

Secretariat to co-ordinate monitoring

and lack of funding.

Performance monitoring within an organisation

is essential to maintain efficiency and

effectiveness. It is by this means strengths and

weaknesses are identified and capacity building

can be planned and implemented to address

identified weaknesses. M&E is an integral part

of making the RBN Strategic Plan and training

on this topic will help the RBN understand the

importance of monitoring. M&E is a topic that

warrants further specific training of the RBN

and lower Networks.

Any other significant RBN

functions identified by RBN

members not listed above but

which were or were not

undertaken:

The RBN members felt the need for

exchange visits to relevant

organisations for lesson learning;

systematic MCS training; training in

alternative livelihoods; training in

fisheries business development; ways

of increasing the profile of the RBN.

The fisheries administrations felt a

need for inclusion of credit and savings

activities in the RBN Plan; production

of an RBN electronic Newsletter (1

page); use of bulk SMS to

communicate between Networks; and

the inclusion of performance indicators

to monitor the RBN Plan. The LVFO

expressed the need for an RBN Vision

on which to base bankable investment

proposals.



ANNEX 12 RBN PARTICIPANTS IN TRAINING

Name M/F Stakeholder

Group

Post in

RBN

Age ID No. Tel. No. Email Postal Address & Email

Address

Tom Guda M Boat Owner Chairman 40 001 +254 727

371074

+254 733

979942

[email protected]

P.O. Box 1-40301, Kendu-

Bay, Kenya

Caroline Juma F Fish Trader Member 33 21240329 +254 720

792541

[email protected]

P.O. Box 102, Pap Onditi,

Kenya

Carolyn Oduor F Fish Trader Member 37 13599778 +254 713

900861

[email protected]

P.O. Box 175, Bondo, Kenya

Robert Bakaaki M Boat Owner Member 40 0239 +256 782

622945

+256 752

946978

[email protected] Kigungu Landing Site,

Entebbe, Uganda

James

Niwagaba

M Boat Owner

(Fisherman)

Treasurer 38 0240 +256 774

311044

+256 752

417093

[email protected]

Lambu Landing Site

Masaka, Uganda

Benson Bwire M Boat Owner Member 40 0245 +256 783

894624

[email protected] Buduma BMU,Sigulu;

Subcounty,Namayingo,

Uganda

Simon

Rwekaza

M Boat Owner

(Fisherman)

Vice

Chairman

63 08265138 +255 752

753522

[email protected]

P.O. Box 171, Muleba,

Tanzania

Pius Maziima M Boat Owner

(Fisherman)

Secretary 54 07 +255 784

678347

[email protected]

P.O. Box 164, Magu,

Mwanza, Tanzania

Pili Moro F Trader Member 38 120 +255 788

334048

+255 786

994331

[email protected]

P.O. Box 16861, Bukoba,

Tanzania












ANNEX 13 RBN TRAINEES IN LOWER BMU NETWORKS

Name Country

of

National

BMU

Network

Position in

National

BMU

Network

Name of

District BMU

Network

Position

in District

BMU

Network

Name of

location/ward/SC

BMU Network

Position in

location/ward/SC

BMU Network

Name of

BMU

Position in

BMU

Tom Guda Kenya Chairperson Rachuonyo Member N/A N/A Rakwaro Chairman

Caroline

Juma

Kenya Treasurer Nyando Member N/A N/A Kombewa Treasurer

Carolyn

Oduor

Kenya Secretary Bondo Member N/A N/A Saga Secretary

Robert

Bakaaki

Uganda Chairman Wakiso

District

Chairman Entebbe

Municipality

Chairman Kigungu Vice Chairman

James

Niwagaba

Uganda Treasurer Masaka Chairman Bukakata General Secretary Lambu Vice Chairman

Benson Bwire Uganda Secretary Namayingo Chairman Sigulu Chairman Buduma Chairman

Simon

Rwekaza

Tanzania Chairman Muleba Chairman Mazinga-

Mulumo

Chairman Mulumo Chairman

Pius Mazima Tanzania Secretary Magu-

Mwanza

Chairman Kiloleli-Magu-

Mwanza

Chairman Ihale-

Magu-

Mwanza

Chairman

Pili Moro Tanzania Treasurer Bukoba-

Kagera

Treasurer Kagya-Bukoba Member Kyonge Storekeeper



ANNEX 14 RBN TRAINING OF TRAINERS MANUAL



"Strengthening Fisheries Management in ACP

Countries"

Training of Trainers Manual

Training of Trainers for Regional Beach Management Unit

Network (RBN) in East Africa

Project ref. N°

EA-4.1-B18

Region: Eastern Africa

Countries: Kenya, Tanzania, Uganda

28 July 2012

Assignment by:



Table of Contents

1. INTRODUCTION .................................................................................................................................... 61

2. TRAINING COURSE TIMETABLE ............................................................................................................. 63

3. TRAINING SESSION PLANNING .............................................................................................................. 65

4. TRAINING SESSION OPENING ................................................................................................................ 66

4.1 TRAINING SESSION PLAN ........................................................................................................................ 66 4.2 TRAINERS NOTES .................................................................................................................................... 66 4.3 TRAINING AIDS ....................................................................................................................................... 67 4.4 REFERENCE MATERIAL ........................................................................................................................... 68

5. TRAINING ON STRATEGIC PLANNING .................................................................................................... 69

5.1 MODULE 1- SESSION 1 ............................................................................................................................ 69 5.1.1 Training Session Plan ................................................................................................................... 69 5.1.2 Trainers Notes .............................................................................................................................. 69 5.1.3 Training Aids ................................................................................................................................ 71 5.1.4 Reference Material ....................................................................................................................... 84

5.2 MODULE 1- SESSION 2 ............................................................................................................................ 85 5.2.1 Training Session Plan .................................................................................................................. 85 5.2.2 Trainers Notes .............................................................................................................................. 85 5.2.3 Training Aids ................................................................................................................................ 86 5.2.4 Reference Material ....................................................................................................................... 90

5.3 END OF DAY EVALUATION OF TRAINING .......................................................................................................... 91 5.4 MODULE 1- SESSION 3 ................................................................................................................................ 94

5.4.1 Training Session Plan ................................................................................................................... 94 5.4.2 Trainers Notes .............................................................................................................................. 94 5.4.3 Training Aids ................................................................................................................................ 95 5.4.4 Reference Material ....................................................................................................................... 97

5.5 MODULE 1- SESSION 4 ............................................................................................................................ 98 5.5.1 Training Session Plan .................................................................................................................. 98 5.5.2 Trainers Notes .............................................................................................................................. 98 5.5.3 Training Aids ................................................................................................................................ 99 5.5.4 Reference Material ..................................................................................................................... 102

5.6 MODULE 1- SESSION 5 .......................................................................................................................... 103 5.6.1 Training Session Plan ................................................................................................................ 103 5.6.2 Trainers Notes ............................................................................................................................ 103 5.6.3 Training Aids .............................................................................................................................. 104 5.6.4 Reference Material ..................................................................................................................... 106


5.8 END OF DAY EVALUATION OF TRAINING ............................................................................................. 111 5.9 MODULE 1- SESSION 7 .......................................................................................................................... 112

5.9.1 Training Session Plan ................................................................................................................ 112 5.9.2 Trainers Notes ............................................................................................................................ 112 5.9.3 Training Aids .............................................................................................................................. 113 5.9.4 Reference Material ..................................................................................................................... 120



6. TRAINING ON ADVOCACY ................................................................................................................... 121


6.2 END OF DAY EVALUATION OF TRAINING ........................................................................................................ 131 6.3 MODULE 2- SESSION 2 .......................................................................................................................... 132


7. TRAINING ON PROJECT PROPOSAL WRITING ...................................................................................... 136


7.2 END OF DAY EVALUATION OF TRAINING ............................................................................................. 146 7.3 MODULE 3- SESSION 2 .......................................................................................................................... 150


7.4 END OF DAY EVALUATION OF TRAINING ............................................................................................. 151



TRAINING OF TRAINERS MANUAL FOR THE LAKE

VICTORIA REGIONAL BMU NETWORK

TRAINING TOPICS: STRATEGIC PLANNING, ADVOCACY AND PROJECT

PROPOSAL WRITING

1. INTRODUCTION

The structure and format of this manual is based on the LVFO Guidelines for the process of

developing training manuals contained in the LVFO Human Resource Development Strategy

and Action Plan for Lake Victoria Fisheries 2008. This is a training of trainers course

specifically for the members of the Lake Victoria Regional BMU Network (RBN). The RBN

was inaugurated in February 2010 and contains 9 members, 3 members nominated by

National BMU Networks in each Partner State. There are 3 female members of the RBN. The

RBN has a Chairman, Assistant Chairman, Secretary and Treasurer. There are RBN

Operating Procedures adopted in February 2010 which define the functions of the RBN.

Since this is a training of trainers course, it is important to understand the future trainees

targeted by the newly trained trainers of the RBN. Their target trainees are situated at various

levels in the national BMU Networks of each Partner State of Kenya, Tanzania and Uganda.

The Regional BMU Network is the international apex body representing all BMUs operating

on Lake Victoria. The structure of the RBN is founded upon a pyramidal system of lower

BMU Networks and the BMUs themselves. There 1,069 BMUs on the lake organised into

higher level associations called Networks set up to coincide with different levels of

government administration. The level immediately above the BMUs varies between

countries. In Tanzania, there is a Village BMU Network where there is more than one BMU

in village. In 2007, 68 Village BMU Networks were formed. This level is not present in

Kenya and Uganda. The next level up in Tanzania is the Ward which is broadly equivalent to

the Location in Kenya, and the Parish in Uganda. In 2007, 129 Ward BMU Networks were

formed in Tanzania, 71 Location BMU Networks in Kenya and 44 Sub-county (next level up

from Parish) BMU Networks in Uganda. In Kenya, networks were also formed at the next

level above Location, called the Division. Here, 25 Division BMU Networks (DivBN) were

formed. At District level, 8 District BMU Networks in Kenya, 12 in Tanzania and 11 in

Uganda. There are now 6 new districts on the lake shore created since RBN inauguration.

These are still without BMU Networks. One National BMU Network operates in each Partner

State.

The immediate targets for training by the newly trained RBN members are the three National

BMU Networks. The RBN should decide whether the training they give is TOT or simply

training the target NBN members. The advantage of being a TOT is that the NBN members

then become trainers for lower Networks so that capacity building cascades downwards

through the pyramidal structures to reach many more BMU members. This is essential if

there are to be linked BMU Network plans.

The RBN received previous training in May 2011 with technical support provided by the EU

ACP FISH programme. The course covered institutional and organisational development and

introduced concepts such an organisation‘s vision, mission statements and action plan but



without going into detail. The current training follows on from that course and is again

delivered with technical support of ACP FISH II.

The TOR of this assignment were developed in close collaboration with the RBN and

contains a list of training topics identified by the RBN as being of highest priority to address

their current needs. A Training Needs Assessment completed by an external consultant

confirmed this selection of topics as being of highest priority.

The topics identified by the RBN and the TNA for the training course, include:

Module 1: Strategic Planning Development

The RBN members will be guided in preparing a 3-year Strategic Plan for

RBN operations and effective engagement with other stakeholders.

Module 2: Capacity Building for Advocacy and Lobbying.

The RBN is a lobby organisation and requires capacity building to improve its

skills and systems.

Module 3: Capacity Building for Grant-making Process/Proposal

Effective operation of the RBN has severely been hampered by lack of

funding mechanisms. This calls for the RBN to urgently mobilise funds for the

establishment of a Secretariat and find an office space. This will also be

included in the strategic plan document.

The training is designed as a training of trainers course and as such materials such as

information sheets prepared as hand-outs, have been developed taking into account the

capabilities and needs of ―downstream‖ trainees in lower BMU Networks who are to be

trained by the new trainers. Training will last for 5 days. The training approach will follow

the basic principles of adult learning, including:

Trainees learn most efficiently when they are actively involved and participate in the

learning process.

Trainees learn better when any new information is related to existing knowledge or

prior experiences.

What trainees learn in the training situation is more likely to be applied on the job if

the training conditions resemble real-life situations.

By the end of the training, the RBN members should be able to do the following:


e) Leave the training venue with the RBN Strategic Plan with a Logical Framework

(logframe) for performance monitoring of implementing the Plan;

f) Have RBN Vision and Mission statements which need to heard, understood and

adopted by lower Networks;

g) Have sufficient understanding to be able to guide Action Plan training of respective

NBNs and link these to the Strategic Plan;

h) Have a road map of priority actions which each individual member of the RBN has

agreed to implement during discussions in making the Plan.



Module 1: Advocacy

c) Have a better understanding of taking a more systematic, planned approach to

lobbying;

d) Leave the training venue with key issues identified by the RBN that require

prioritized lobbying actions by members,


c) Leave the training venue with at least one completed project proposal to be presented

to identified development partners;

d) Have a better understanding of the core structure of a project proposal and how to

write one.

2. TRAINING COURSE TIMETABLE

The timetable allocated 2.5 days to Module 1: Strategic Planning; 1 day to Module 2:

Advocacy and 1.5 days to Module 3: Project Proposal Writing.

Day/Date Schedule of Activities

Monday 30th

July

Session A (1h 30 min) 8.30 Registration

9.00 Official opening

9.15 Workshop introduction

9.30 Expectations

10.00 Break

Module 1: Session 1 (2h 45 min) 10.15 Module 1: Strategic Plan - Planning

Introduction

13.00 Lunch

Module 1: Session 2 (1h 45 min) 13.45 Module 1: Strategic Plan: Result 1

15.30 Break


17.00 Daily evaluation & close

Tuesday 31st July

Module 1: Session 3 (1 hr) 9.00 Recap of day 1 & Introduction day 2

9.15 Module 1: Strategic Plan: Result 3

10.00 Break


13.00 Lunch


15.30 Break



Wednesday 1st August


9.15 Module 1: Strategic Plan: Logframe

10.00 Break

Module 1: Session 7 (2h 45 min) 10.15 Module 1: Strategic Plan: Logframe



13.00 Lunch

Module 2: Session 1 (1h 45 min) 13.45 Module 2: Advocacy: introduction

15.30 Break

Module 2: Session 1 (1h 15 min) 15.45 Module 2: Advocacy: introduction


Thursday 2nd

August


9.15 Module 2: Advocacy: insert in plan

10.00 Break

Module 2: Session 2 (2h 45 min) 10.15 Module 2: Advocacy: insert in plan

13.00 Lunch

Module 3: Session 1 (1h 45 min) 13.45 Module 3: Proposal writing: intro

15.30 Break

Module 3: Session 1 (1h15 min) 15.45 Module 3: Proposal writing: intro


Friday 3rd

August

Module 3: Session 2 (1 hr ) 9.00 Recap of day 4 & Introduction day 5

9.15 Module 3: Proposal writing: make prop

10.00 Break

Module 3: Session 2 (2h 45 min) 10.15 Module 3: Proposal writing: make prop

13.00 Lunch

Module 3: Session 2 (1h 45 hr) 13.45 Module 3: Proposal writing: make prop

15.30 Break

Module 3: Session 2 ( 1h 15 min) 15.45 Module 3: Proposal writing: make prop


Saturday 4th

August

9.00 Recap & overview of course

9.30 Plenary final questions & comments

10.00 Break

10.30 End of course evaluation

12.00 Official closure

12.30 Lunch

14.00 RBN meeting: training on agenda



3. TRAINING SESSION PLANNING

For each of the sessions listed in the timetable the following set of documents are used to

design and deliver training of trainers:

a) Training Session Plans: to assist in planning before training

b) Trainers Notes: are reference material for use during training

c) Training aids: such as hand-outs, leaflets, posters, projected slides, audio/video tapes

These should be fully developed and form part of the Training Manual, so that

trainers can simply copy or reproduce them for use in their training.

d) Reference material: this is detailed text for each session, including illustrations where

necessary, on which the session is based. It provides information for the trainers when

they are preparing the sessions, including the raw material for the training aids which

will assist the trainees both during training and later. This material is too detailed to

use during training hence the inclusion of Trainers Notes.



4. TRAINING SESSION OPENING

4.1 Training Session Plan

Opening Session A Date: 30th

July 2012 Duration: 1 hr 30 min

Title: Opening and Introduction to the Training Course

Objectives:

1. Know other members of the RBN better

2. Understand the purpose of the training and its importance to RBN & other Network

members

3. Understand how the course will be run, including logistical arrangements

4. Agree that training topics are a priority

5. Know participants‘ expectations of the training course

6. Know what will be received at the end of the course

Content: Training Points Methods Time

Introduction

Registration of Participants

Opening meeting by RBN Chairman

Official Opening by PDF Nyanza Province

Opening remarks by RBN Chairman &

Consultant

Presentations

Discussions

25 mins

Development

Introductions - participants introduce neighbour

Background & Purpose of the training course

Trainees expectations

Implementation & logistical arrangements

Documented output

Presentation

Cards filled

Info Sheets

Q & A

Discussion

1 hr

Conclusion Recap of main points, address any queries 5 mins

Training materials: Hand outs, Flip charts, Flip chart pens

Evaluation: Q & A

4.2 Trainers Notes

Opening Session p.1

Trainer Trainee

Introduction (25 min)

1. Registration of Participants Complete registration form

2. Opening meeting by RBN Chairman &

self-introductions

RBN Chairman welcomes participants

3. Official Opening by PDF Nyanza Province Receive official opening

4. Opening remarks by RBN Chairman &

Consultant

Receive opening remarks

5. Agreeing meeting norms

Include all 9 members being facilitators at

least once during meeting for practices as

trainers.

Develop and agree norms for running the

meeting.

Q&A

Development (60 min)

Introductions Introduce their RHS or nearest neighbour



Background & purpose of the training course

RBN challenges –funds, skills,

systems;

ACP FISH II support to RBN (2

training courses);

TOR & RBN involvement

Difference between TOT & training

Q&A

Participants expectations

Review & list on flip chart

Compare with Information Sheet 1

done

Each trainee completes card giving 1

expectation for each module

Implementation of course

Make meeting norms on flip chart;

(encourage quiet indivs to answer)

Agree proposed course timetable

Discuss interpretation into Kiswahili

TOT so trainees may also facilitate as

part of training

Make their norms for running the meeting in

plenary

Review timetable and comment

Consider facilitating tasks

Document outputs from course

Certificate of training for trainees

Training manual including trainer

materials

RBN Strategic Plan including

advocacy targets

Monitoring Framework for Strategic

Plan (logframe)

One Project Proposal

Inception Report of Consultant

Final technical Report of Consultant

Other outputs: T shirts for trainees

Receive certificates, manual, Plan, proposal,

logframe, reports (later) and T shirt

Conclusion (5 min)

Recap of main points, address any queries Q&A

Training materials: Hand outs, Flip charts,

Flip chart pens; cards, pens

Evaluation: Confirm all are clear on topics

discussed

Q&A

4.3 Training Aids

Information Sheet 1, Opening Session

OPENING SESSION: INFORMATION SHEET 1

Expectations of Training

By the end of the training, the RBN members should be able to do the following:




i) Leave the training venue with the RBN Strategic Plan with a Logical Framework

(logframe) for performance monitoring of implementing the Plan;

j) Have RBN Vision and Mission statements which need to heard, understood and

adopted by lower Networks;

k) Have sufficient understanding to be able to guide Action Plan training of respective

NBNs and link these to the Strategic Plan;

l) Have a road map of priority actions which each individual member of the RBN has

agreed to implement during discussions in making the Plan.

Module 1: Advocacy

e) Have a better understanding of taking a more systematic, planned approach to

lobbying;

f) Leave the training venue with key issues identified by the RBN that require

prioritized lobbying actions by members,


e) Leave the training venue with at least one completed project proposal to be presented

to identified development partners;

f) Have a better understanding of the core structure of a project proposal and how to

write one.

4.4 Reference Material

Reference material includes the ACP FISH II Terms of Reference for the training assignment.



5. TRAINING ON STRATEGIC PLANNING

5.1 Module 1- Session 1

5.1.1 Training Session Plan

Module 1 - Session 1 Date: 30th

July 2012 Duration: 2hr 45 mins

Title: Introduction to Strategic Planning

Objectives:

Know why a plan is needed and what a strategic plan is

Know the difference between a strategic plan and an action plan

Understand what a Vision statement of an organisation is and make one for the RBN

Understand what a Mission statement of an organisation is and make one for the RBN

Understand what a Strategic Plan Purpose is and make one for the RBN Strategic Plan


Introduction Overview of session 15 min

Development Reasons for planning

Strategic vs Action plans

Vision Statement

Mission Statement

Structure of a Strategic Plan

Presentation,

Info sheets,

Group work,

Plenary

Q&A,

discussion

2h 20 min

Conclusion Recap of main points, address any queries Q&A 10 min


Evaluation: Standard forms completed

5.1.2 Trainers Notes

Opening Session p.1

Trainer Trainee


Overview of session content and relate to

time available. Why plan; Why a strategic

plan; need vision & mission; explain plan

structure.

Receive overview

Development (2 hr 20 min)

Strategic Plan vs Action Plan

Why a ―Strategic Plan‖? What is it?

Ask individuals for one reason each & record

Give responses – no more than one answer

per person then compare with Information

Sheet 1.



on flip chart. Compare with ―text book‖

reasons (given in Information Sheet 1) after

trainees make own list to ensure on right

track with no gaps. (10 min)

Why make a plan?

Ask individuals for one reason each & record

on flip chart.

Compare with ―text book‖ reasons (given in

Info Sheet 1) done after trainees make own

list to ensure on right track with no gaps. (10

min)

Give responses – no more than one answer

per person then compare with Information

Sheet 1.

Vision & Mission Statements

Explain the terms and their uses for an

organisation using Information Sheet 2 hand-

out that includes examples. (20 min)

Ask who has experience of making these

statements – gather their examples if known.

Remind 3 RBN members of ACP FISH II

training that raised this topic – is there a draft

RBN Vision & Mission Statements to review

Info Sheet 3: Fisheries visions in EAC.

(15 min)

Look at Information Sheet 2 and compare

draft RBN vision and mission statements and

comment. Consider examples of vision from

fisheries organisations in EAC by looking at

Information Sheet 3 and comment.

Draft a RBN Vision.

When all trainees understand what a vision

statement is ask them to form groups to draft

their statement (or two if groups wish).

Ask the groups to imagine five years into the

future. In order to stimulate thinking,

consider the following questions:

• What kind of organization do you want the

RBN to become?

• What will the RBN look like in five years?

Review group work results, compile and

synthesise into final statement. Guide

statement structure if needed. (20 min)

Divide into 3 groups of 3 persons, one from

each country and prepare a Vision Statement

and an alternative. Use flip chart.

Draft a RBN Mission.

When all trainees understand what a vision

statement is ask them to form groups to draft

their statement (or two if groups wish).

Review group work results, compile and

synthesise into final statement. Guide

statement structure if needed.

Remember – need plan purpose & results to

finalise mission statement – return to it later

(20 min).

Divide into 3 groups of 3 persons, one from

each country and prepare a Mission

Statement and an alternative. Use flip chart.

Strategic Plan Structure Receive Information Sheet.



Explain the core components of a Strategic

Plan. Refer trainees to Information Sheet 4

(20 min)

Q&A

RBN Strategic Plan Structure

Explain that RBN Strategic plan based on

RBN functions set out in Operating

Procedures. (Refer to Information Sheet 5:

RBN functions)

Explain grouping of RBN functions into

thematic areas and link these to Results of

Plan (15 min)

Look at Information Sheet 5 and review RBN

functions in thematic categories and relate to

possible Results of Strategic Plan. Reach

consensus on Result headings

Remember to go back to review and finalise

the RBN Mission Statement after agreeing

the Strategic Plan Purpose and Results

(10 min)

Review and amend, if necessary, the Mission

Statement after considering the Strategic Plan

Purpose and Results. Reach consensus in

plenary.

Conclusion (10 min)


Training materials: Information Sheets,

Flip charts, Flip chart pens; cards, pens


discussed

Q&A

5.1.3 Training Aids

Information Sheets 1-7, Module 1 – Session1.



MODULE 1 - SESSION 1: INFORMATION SHEET 1

STRATEGIC PLANS AND PLANNING

What is the purpose of a written plan?

A written plan will:

• Ensure that the purpose, aims, objectives and proposed activities are accessible to the team

and others with whom the RBN works.

• Form the basis for decisions on allocation of funds and work load of people.

• Form a basis to measure progress.

• Help continuity by providing new members with a reference point and all members with a

reminder of what they should be doing.

REMEMBER: ―If you don’t know where you are going, that’s probably where you’ll end

up—nowhere!‖

What is strategic planning?

Strategic planning is a disciplined process for making key decisions and agreeing on actions

that will shape and guide what the RBN is, what it does, and why it does it. Strategic

planning is an opportunity to draw a road map for the RBN, one which lays out the steps it

must take to reach its vision. The strategic planning helps people make things happen.

What is the life span of a strategic plan and how often should it be updated?

It is advisable to plan for at least three years.

It is usual for a strategic plan to be reviewed annually. The plan can be amended and

modified to reflect developments that have taken place over the year. However, the more

detailed annual work plan will be needed once funds are obtained and will be more specific

and will probably require quite a lot of amendment at the end of each year.

Strategic vs Action Planning

Strategic Planning Action Planning

Long-term (usually 3-10 years) Short-term (1 year or less)

Done once every 3 years or more but lightly

reviewed annually

Done annually or more frequently

Focuses on future achievements and conditions Achievements or targets are annual

Weighs a series of alternatives before making

choices

Planned activities often represent choices

already made, alternatives not considered

Budget is approximate and not detailed Budget is detailed and more accurate

Activities are usually described broadly Activities defined in more detail

Resources (finances etc) not always identified

and plan includes sourcing funds

Resources (finances etc) for implementing

action are usually already identified



STRATEGIC PLANNING: WHAT QUESTIONS DOES IT ANSWER?

Whether you are planning for a program, a department, a clinic, a region, or an organization,

the questions that you answer in the strategic planning process are the same. These questions

are simple and straightforward; they ask you and your colleagues to examine your

organization and discover what it is.

1. Why Does the RBN Exist? Your response to this question will be a mission statement

(sometimes called a statement of purpose) which describes the RBN‘s main purpose and

values. You will produce a mission statement as part of this strategic planning process.

2. What Does the RBN Want To Do? Your response to this question will be a set of results

or outputs for the future which describe the RBN‘s ideal state of being. These results or

outputs express what the RBN would be doing if it were performing at its best. You will

produce your results/outputs in this strategic planning process.

3. What Does the RBN Do Well? Your response to this question will emerge as you and

your colleagues determine what factors made the high points (successes) possible for the

RBN.

4. Where Does RBN Wish To Go? Your response to this question will be a vision

statement which briefly describes a shared picture of the RBN‘s best future—what it wishes

to create or what it hopes to be. You will produce a vision statement as part of this strategic

planning process.

5. How Will Your Organization Get There? Your response to this question will be a plan,

in our case a Strategic Plan, which outlines the specific action areas the RBN will engage in

to make each result/output happen. The Strategic Plan will include budget and identify

possible sources of funding and a schedule for completing them.




VISION AND MISSION STATEMENTS

THE VISION STATEMENT

Strategic planning typically involves making a vision statement. A vision statement is a

concise expression of the RBN‘s best future, of what it wishes to be. This vision is the

―beating heart‖ of the RBN‘s work and its image of success. People want to be part of the

RBN because they believe in its vision. Most important of all, the vision for the RBN must be

shared by all who have an interest in what the organisation does. The vision should never be

something that is imposed on people. Rather, it should be generated, shared, understood,

accepted, and lived by everyone in the RBN responsible for making it a reality.

Characteristics of a Vision statement

An effective and useful vision statement typically has the following characteristics:

It looks into the medium- to long-term future (usually 2-5 years);

It is very short (usually a brief sentence, or two at most);

It describes a fixed stage;

It can be understood by anyone.

This vision is not something the RBN can achieve on its own. It is something that guides the

RBN members in their work and which they believe can be achieved if enough projects and

organisations share the vision and work towards it.

An example of a vision might be:

We strive to contribute to a society where every citizen has equal access to quality

healthcare and is able to live in an environment which supports quality health

through access for all to clean water, healthy food and sanitary living conditions.

The particular organisation with this vision may be an organisation that trains and supports

community health workers in rural villages. It believes that its work will contribute to this

vision.

THE MISSION STATEMENT

The mission statement is a more practical and precise description of the RBN‘s purpose or

reason for existence. Many people refer to an organisation‘s mission statement as its calling

card, or important part of its identity. It is typical for people researching an organisation to

ask first to see its mission statement because it conveys so much useful information.

The RBN‘s mission statement is a concise introduction to its work. It describes the RBN in

terms of its:

Purpose: what the RBN seeks to accomplish (WHY DOES IT EXIST?)

Target Audience: the target group or beneficiaries of the RBN‘s work (WHO DOES

IT SERVE?)



Business: the main method or activity through which the RBN tries to fulfil this

purpose (WHAT SERVICES DOES IT PROVIDE and HOW DOES IT GO ABOUT

PROVIDING THEM?)

The most important characteristic of a mission statement is clarity. The RBN‘s ability to state

its mission clearly indicates how well it knows where it is going. The task of producing a

mission statement is an exercise in finding this clarity. Addressing the fundamental questions

above will help RBN members keep your mission statement clear and straightforward.

The RBN mission statement should be supported by all who are involved in its work.

Consider the possibility that every single member of the RBN can generate interest in its

activities by speaking comfortably and confidently about its mission. Think of the positive

impression you and your colleagues will make on others when you know exactly what to say

when people ask, ―what is your organization‘s mission?‖

The more people who know and understand the mission, the more likely it is to be achieved.

Characteristics of a Mission Statement

An effective mission statement typically has the following characteristics:

It gives direction;

It is concise and compelling;

It is easily understood and can be communicated by all members of the organization;

It provides motivation and rallies people to a common purpose;

It identifies the organization‘s central purpose;

It expresses the organization‘s values

A mission statement will have four components:

1. What the RBN is;

2. What the RBN aims to do or achieve;

3. Who the work is aimed at (the target group) and who it is done with;

4. How it does its work – in broad terms, what methods it uses.

An example of a mission statement:

We are an NGO working to ensure that all people in our country, particularly the landless

poor, have access to land for sustainable development. We do this by helping government

develop land policies that will benefit the disadvantaged.

Why is a mission statement important?

A mission statement is important because:

It is an easy way to communicate to others what you do and how you do it. It helps you to

clarify and focus your work. If any of the components change, then the mission statement

needs to change as well. That is why it is important to review the mission statement from

time to time.

In the context of a strategic planning process, it is useful to introduce the mission statement

once the vision has been clarified, but it cannot be finalised it until the goal and purpose

of the Strategic Plan have been agreed.




VISION & MISSION STATEMENTS FROM FISHERIES SECTOR OF EAC

Uganda National Fisheries Policy 2004

Vision

The national vision for Uganda‘s fisheries sector is, ―an ensured sustainable exploitation of

the fishery resources at the highest possible levels, thereby maintaining fish availability for

both present and future generations without degrading the environment‖.

Fisheries Sector Goal

The overall fisheries sector goal is to ensure increased and sustainable fish production and

utilisation by properly managing capture fisheries, promoting aquaculture and reducing post

harvest losses.

Kenya Fisheries Policy 2008

Fisheries Sector Goal

The Primary goal of the fisheries sector is to ensure increased and sustainable fish production

and utilization by properly managing the Ocean and other Kenya Fishery waters.

The overall objective of this Policy is:- “to enhance the fisheries sector‘s contribution to wealth creation, increased employment for

youth and women, food security, and revenue generation through effective private, public and

community partnerships‖.

EAIFFPA Work Plan 2009-2011

Goal

Contribute to the fisheries sector‘s role in sustainable economic growth, poverty reduction

and improved livelihoods in Kenya, Tanzania and Uganda

Purpose

Sustainable production and marketing of high quality fish & seafood products compliant with

national and international market standards derived from effectively co-managed fisheries

and well linked to the national associations of the fish industry.

Lake Victoria Fisheries Management Plan 2009-2014

Vision Sustainable utilization of fisheries resources, managed through good governance to create

prosperous fishing communities

Goal

Contribute to the sustainable economic growth and reduction of poverty in East Africa.

Purpose Effectively co-manage fisheries resources of Lake Victoria for sustainable fish production

and socio- economic benefits.




STRUCTURE OF STRATEGIC PLANS

Depending on what approach you are using, or development partner you are working with,

there are many different names for the different levels of goals and objectives used in

planning. Here we are using terminology used in EU programmes.

Goal

The goal is defined here as the accumulated benefits which beneficiaries will enjoy when the

broad development work is successful; this is not a target for which a project or plan is

accountable for delivering but rather makes some contribution to achieving the goal.

Purpose

The purpose of a plan, project or programme describes the specific situation which the

project or organisation hopes to bring about. The purpose is a deliverable against which

progress and performance are monitored. Whilst the goal is related to the vision, the purpose

is more closely related to the mission statement. The purpose sets the agenda of the RBN.

Results

In order to achieve the purpose, you need to achieve certain results that will, together, lead to

the positive situation you desire – successful delivery of the purpose. By now you should be

able to see that there is a vertical (up/down) logic at work here:

Goal achieved (in part by contribution made by the RBN Plan implemented

successfully)

Purpose achieved by

Achieving the planned results which, in turn are achieved by

Implementing planned activities

The Strategic Plan aims at contributing to the achievement of the goal by achieving the

purpose. The RBN assumes that by following this logic, it will make a difference to the

significant problem identified. Using this vertical logic is how you think strategically.

Activity Areas

To achieve a Result requires accurate identification of the activity areas needed to do this.

Each activity area will contain a variable number of activities within it.

Timeline

A Strategic Plan needs to have an implementation period divided into time intervals,

Normally a plan is from 3 to 5 years but it gets more and more difficult to plan well for the

future as the period gets longer. The time intervals for a strategic plan are usually in years.

Budget

A Strategic Plan needs a budget to give an idea of whether or not it is affordable. It should

also contain activities for sourcing funding where existing funds are not enough to implement

the plan. The costs estimates in a strategic plan are usually approximate.




RBN FUNCTIONS CATEGORISED BY SUBJECT:

Financing and Operations

1. Open and operate a RBN bank account, set up a transparent financial accounting

system and may acquire assets to facilitate its operations.

2. In collaboration with other LVFO bodies, formulate proposals for regional

management and development interventions and submit to funding agencies.

3. Convene at least two meetings a year, prepare minutes of meetings and annual

budgeted plans for RBN activities and submit these to other BMU Networks and the

LVFO Secretariat.

Communication & promotion

4. Ensure information flows between the RBN, other BMU Networks and other

stakeholders in furtherance of RBN objectives.

5. Interact with international, regional and national government and non-government

agencies and organisations in the LVFO Partner States, the industrial fish processors

and export associations, research and academic institutions, the international

community and development partners and programmes for the management of Lake

Victoria aquatic resources and the furtherance of BMU interests and objectives.

Co-management

1. Collaborate closely with the LVFO and its Secretariat and provide a representative to

serve as a member of the LVFO regional technical advisory committees, the Fisheries

Management Committee and the Scientific Committee.

2. Contribute to the development, review and co-ordination of implementation of

harmonized regional fisheries plans, policies and legislation.

3. Compile and synthesise regional fisheries management priorities of BMUs and agree

on appropriate actions using available data.

4. Review and harmonize actions to reduce illegal fishing and fish trade in line with the

NPFMP, other fishery specific plans, the RPOA-IUU and the RPOA-Capacity.

5. Review outcomes of national joint Monitoring, Control and Surveillance (MCS) and

make recommendations on future actions.

6. Monitor the performance of BMU Networks at national level and recommend

supportive measures.

Advocacy

7. Lobby for completion of the demarcation and gazettement of jurisdictional areas of

BMUs and BMU Networks in each Partner State.

8. Provide a joint forum that represents and lobbies on behalf of the interests of all Lake

Victoria BMUs and raises their international profile.

9. In collaboration with other LVFO bodies, lobby for regional action from EAC for the

provision of health and social services for fisheries communities.

10. Assist government and private industry in the resolution of cross-border fisheries

conflicts.


11. Negotiate a fair system of fish and fish products pricing for BMU members.




DRAFT STRATEGIC PLAN RESULTS AND ACTIVITIES

DRAFT STRATEGIC PLAN RESULTS DERIVED FROM RBN FUNCTIONS

1. RESULT 1 EFFECTIVE FINANCING & OPERATIONS

2. RESULT 2 EFFECTIVE COMMUNICATION & PROMOTIONAL

SYSTEMS

3. RESULT 3 RBN EFFECTIVE IN FISHERIES CO-MANAGEMENT

4. RESULT 4 EFFECTIVE RBN ADVOCACY

5. RESULT 5 BUSINESS DEVELOPMENT IMPROVED

DRAFT STRATEGIC PLAN ACTIVITY AREAS AND ACTIVITIES FOR EACH

RESULT

RESULT 1 EFFECTIVE FINANCING & OPERATIONS

1.1 Set up self-financing by BMUs

1.1.1 Develop self-financing procedures

1.1.2 Gain consensus of BMUs for procedures & rates of pay

1.1.3 Set up RBN financial management procedures

1.1.4 Open RBN bank account

1.1.5 Annual external audit of RBN accts

1.2 Obtain donor financing

1.2.1 Develop regional project proposals & submit to donors

1.2.2 Find possible donors & submit proposals

1.3 RBN meetings

1.3.1 Training for RBN members in planning, project design &advocacy

1.3.2 Hold two progress & planning meetings a year.



1.3.3 Support NBNs in making budgeted plans

1.3.4 Support DBNs in making budgeted plans

1.4 RBN office established

1.4.1 Office location agreed, equipped & opened

1.4.2 Office operations

1.5 RBN Secretariat established

1.5.1 Job descriptions made, job adverts published

1.5.2 Candidates interviewed, recruited

1.5.3 Staff salaries

1.5.4 Staff allowances

1.5.5 Operating Procedures for Secretariat

1.5.6 Training in financial management for RBN members& secretariat

RESULT 2 EFFECTIVE COMMUNICATION & PROMOTIONAL SYSTEMS

2.1 Promotional & Information materials

2.1.1 RBN eNewsletter

2.1.2 Brochures, information sheets

2.1.3 Press articles

2.1.4 Radio & TV

2.1.5 Social enetworking e.g. Utube, Facebook etc

2.2 RBN website development

2.2.1 Develop TOR, hire TA

2.2.2 Website development & training Secretariat

2.3 International meetings & events

2.3.1 Present RBN at international shows & exhibitions.

2.4 Expand international networks

2.4.1 Gain membership of international NGOs

2.5 Information flows within BMU Networks & partners

2.5.1 Compile & transmit membership details of all BMU Networks.

2.5.2 Compile & transmit details of meetings of lower BMU Networks.

2.5.3 Transmit minutes of RBN meetings, plans etc.

2.6 Mobile telephony for information systems

2.6.1 Identify uses of telephony for RBN activities

2.6.2 Set up mobile telephony pilot initiative

RESULT 3 RBN EFFECTIVE IN FISHERIES CO-MANAGEMENT

3.1 Contribute to the development, review and co-ordination of implementation of


3.1.1 Compile regional fisheries management priorities of BMUs and propose actions.

3.1.2 Participate as a member of the LVFO regional technical advisory committees to

represent BMU views in co-management.



3.1.3 Participate in international technical fisheries meetings.

3.1.4 Review and harmonize actions to reduce illegal fishing and fish trade.

3.2 Self-monitoring of BMU co-management performance

3.2.1 Design an annual self-monitoring & evaluation system.

3.2.2 Compile, analyse & transmit results of annual BMU self-monitoring & evaluation.

RESULT 4 EFFECTIVE RBN ADVOCACY

4.1 Development of advocacy strategy

4.1.1 Training of RBN in making advocacy strategy

4.1.2 Develop a RBN advocacy strategy

4.2 Prioritise advocacy issues

4.2.1 Lobby for completion of the demarcation and gazettement of jurisdictional areas of

BMUs and BMU Networks in each Partner State.

4.2.2 Assist government and private industry in the resolution of cross-border fisheries

conflicts.

4.2.2 In collaboration with other LVFO bodies, lobby for regional action from EAC for the

provision of health and social services for fisheries communities.

RESULT 5 BUSINESS DEVELOPMENT IMPROVED

5.1 Improve information on fisheries businesses

5.1.1 Design self-recording system of fisheries business enterprises & labour force.

5.1.2 Coordinate implementation of self-recording of numbers and types of fisheries business

enterprises & labour force.

5.2 Improve business development skills

5.2.1 Design project for business development training.

5.2.2 Training of BMU Networks in business development.

5.2.3 Fisheries businesses in BMUs analysed & improved by BDS specialists.

5.3 Improve business development options

5.3.1 Promote increased access & transparency in fish pricing.

5.3.2 Explore and exploit new business opportunities for members.

5.3.3 Promote favourable business environment at all levels of BMUs.




DETAILED STRUCTURE OF BUDGETED STRATEGIC PLAN

Lake Victoria Regional Beach Management Unit Network Strategic Plan, July 2012 – June 2015

Ref

No

Activities Details Annual Costs ($) Self-

Funding

by RBN

Donor

Funding

Needed

Total Cost Priority

1 =

highest 2012-

2013

201-

2014

2014-

2015

1 EFFECTIVE FINANCING &

OPERATIONS


1.1.1 Develop self-financing procedures 1 RBN 2-day meeting to

agree & make Info Sheet

for BMUs

2,500 2,500 0 2,500 1

1.1.2 Gain consensus of BMUs for

procedures & rates of pay

DBN print Info Sheets

for BMUs

0 1

1.1.3 Set up RBN financial management

procedures

1 RBN meeting; cost in

1.1.1

0 1

1.1.4 Open & run RBN bank account Bank charges 25 25 25 15 60 75 1

1.1.5 Annual external audit of RBN accts Local auditor fee: 1

audit/yr

500 500 500 300 1,200 1,500 3




Explanation of Columns:

Column 1: Is a unique fixed activity and budget line number which is crucial for financial accounting by the RBN. It should not be changed

once funded.

Column 2: Is the title of the activity to be completed

Column 3: Gives more details of activity to help estimate a cost

Columns 4, 5, 6: The annual costs in USD ($) of each activity

Column 7: The share of the total 3-year cost funded by the RBN members

Column 8: The share of the total 3-year cost needing external financing by government or donors

Column 9: The total 3-year cost (sum of columns 7 & 8)

Column 10: A priority rating by the RBN of the urgency of the activity, scoring 1 to 3 with 1 being highest priority

Explanation of Rows:

Blue top row: Is for the headings of the columns

Green 2nd

row Result – this is a major output – there should be only a few in any plan – not more than 6 is usual. Delivery of each Result will

ensure delivery of the purpose of the Strategic Plan.

Purple 3rd

row Activity area – a sub-heading line with no costs in it

Yellow 4th

row Activity to be implemented with costs attached where needed



5.1.4 Reference Material

Reference materials include:

a. RBN Operating Procedures.

b. Uganda National Fisheries Policy 2004

c. Kenya Fisheries Policy 2008

d. EAIFFPA Work Plan 2009-2011

e. Lake Victoria Fisheries Management Plan 2009-2014





Module 1 - Session 2 Date: 30th

July 2012 Duration: 3 hr

Title: Making a RBN Strategic Plan – Result 1 RBN Financing and Operations

Objectives:

Know how to make a budgeted strategic plan

Understand the actions needed to set up a RBN self-financing system by BMUs

Reach consensus on setting up a RBN office and have actions in plan as appropriate

Reach consensus of aiming to set up a permanent RBN Secretariat and have actions in

plan as appropriate



Development Introduction

Present draft Result 1 Activity 1.1

Present draft Result 1 Activity 1.2 & 3



Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

2h 30 min

Conclusion Recap of main points, address any queries 15 min

Training materials: Projector, Information Sheets, Flip charts, Flip chart pens,

Notebooks, pens,

Evaluation: Q & A


Module 1 - Session 2 p.1

Trainer Trainee


1. Give overview of task and training aids –

projector to present SP in Ms Excel since it

has a budget. Explain that Information Sheet

provides same information as on screen (5

min).

Receive Information Sheet

Q&A

2. Set up projector to show example of

training aid. Ask group to consider how to do

TOT planning & make plans without

projector.

Explain the need to work at a rate of about 8

activity lines/hr. (10 min)

Examine projector presentation. Consider

how to do TOT & make plans at NBNs,

Q&A



Development (2 hr 30 min)

Present Result 1: Activity Area 1.1 with 5

activities (self-financing), details for costing

and indicative cost for 3 years; cost sharing

between RBN and external sources; total cost

and prioritisation of activity.( 50 min)

In plenary, review draft details, raise queries,

make amendments, additions & deletions to

activity areas, activities, costs, cost sharing

proportions and prioritisation of each

activity.


activities (donor funding), and Activity Area

1.3 with 4 activities (RBN meetings), details

for costing and indicative cost for 3 years;

cost sharing between RBN and external

sources; total cost and prioritisation of

activity.

Give information on vision of fisheries sector

– an EAC fisheries administration 5 countries

with South Sudan maybe the 6th

covering

marine & inland. Private sector needs to keep

pace – an EAC BMU body with national

networks and water body networks. If this is

RBN vision, we could include activity line

e.g. TA to draft private members bill for

EALA to establish & recognise Regional

BMU Network under EAC (30 min)





activity.

Members to consider regionalisation issue

and opportunity & reach consensus on

whether to include in Strategic Plan.


activities (setting up a RBN office), details




activity. (20 min)





activity.


activities (setting up a RBN Secretariat),

details for costing and indicative cost for 3

years; cost sharing between RBN and

external sources; total cost and prioritisation

of activity.

( 50 min)





activity.

Conclusion (15 min)


Training materials: Projector, laptop,

Information Sheets, Flip charts, Flip chart

pens; notebooks, pens


discussed

Q&A

5.2.3 Training Aids

Information Sheet Nos.1-3, Module 1 Session 2.




RBN STRATEGIC PLAN: RESULT 1 - ACTIVITY AREA 1.1

Ref

No


Funding

by

BMUs

External

Funding

Needed

Total

Cost

($)

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015


OPERATIONS


1.1.1 Develop self-financing procedures 1 RBN 2-day

meeting to agree &

make Info Sheet for

BMUs

900 900 0 900 1

1.1.2 Gain consensus of BMUs for procedures &

rates of pay

DBN print Info

Sheets for BMUs

0 1

1.1.3 Set up RBN financial management

procedures

1 RBN meeting;

cost in 1.1.1

0 1



audit/yr

500 500 500 300 1,200 1,500 3




RBN STRATEGIC PLAN: RESULT 1 - ACTIVITY AREAS 1.2 & 1.3

Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest


1.2.1 Develop regional project proposals &

submit to donors

Do in FISH II

training July 2012 &

later RBN meetings

0 1

1.2.2 Find possible donors & submit proposals RBN allowances for

donor meetings

600 400 300 1,300 0 1,300 1

1.3 RBN planning meetings

1.3.1 Training for RBN members in planning,

project design &advocacy

EU ACP FISH II

programme support

(grant aid)

45,000 45,000 45,000

1.3.2 Hold two progress & planning meetings a

year address key issues e.g. Network

registration & certificates, legal identity of

Networks; review Operating Procedures;

harmonise functions -Kenya 2012

2 RBN 2-day

meetings –

allowances

5,000 5,000 5,000 15,000 0 15,000 1

1.3.3 Support NBNs in making budgeted plans RBN mentor NBN

meetings: NBN funds

own meeting

0

1.3.4 Support DBNs in making budgeted plans RBN mentor DBN

meetings: DBN funds

own meeting

0





Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

201-

2014

2014-

2015


1.4.1 Office location agreed, equipped &

opened

Rent, services &

equipment

25,000 25,000 25,000 15,000 60,000 75,000 2

1.4.2 Office operations Stationary,

consumables

3,000 3,500 4,000 2,100 8,400 10,500 2


1.5.1 Job descriptions made, job adverts

published

Adverts in 3 national

press

1,000 200 800 1,000 2

1.5.2 Candidates interviewed, recruited 1 day meeting of RBN

for interviews

2,000 400 1,600 2,000 2

1.5.3 Staff salaries 2 staff members 18,000 37,000 38,000 18,600 74,400 93,000 2

1.5.4 Staff allowances Travel & subsistence 2,000 5,000 6,000 2,600 10,400 13,000 2

1.5.5 Operating Procedures developed for

Secretariat

RBN meetings funded

in 1.3.2

0 2

1.5.6 Develop project proposal & hire firm for

training in financial management for

RBN & its Secretariat

Local consultancy 10,000 2,000 8,000 10,000 2




No additional reference material is needed for this session.



5.3 End of Day Evaluation of Training

The following questionnaire was distributed to each RBN trainee at the end of each day‘s

training rather than leaving until the end of the course when members may not be able to

recall easily specific sessions. All RBN were asked to complete the form since there were

only 9 of them. It can be given to a group for them to discuss together and record their

collective views if literacy is an issue and where large numbers of trainees are involved.

END OF DAY TRAINING EVALUATION FORM

PLEASE MARK YOUR RESPONSE TO EACH QUESTION BY CIRCLING YOUR

ANSWER

1. Overall, did you find the course to be useful?

Yes No

Comments:

2. Was the course approach flexible enough to take account of your needs?

Yes No

Comments:

3. Did the course fulfil your expectations?

Yes No

Comments:

4. Was the course length:

Too short Just right Too long



Comments:

5. Was the structure of the course logical and clear (timetable)?

Yes No

Comments:

6. Was the rate of delivery of the training course:

Too fast Just right Too slow

Comments:

7. How was the balance between practical exercises and theory?

Too much practical Good mix Too much theory

Comments:

8. How easy was it to understand the trainers?

Very easy Easy Difficult

Comments:

9. What did you think of the quality of the training aids?

Very good Good Poor

Comments:

10. How did you rate the different sections of the course?



(Please circle the appropriate number)

Not Useful Partially

Useful

Useful More

than

Useful

Very

Useful

1. Module 1 Session 1:

Strategic Planning

1 2 3 4 5

2. Module 1 Session 2:

Strategic Plan - Result 1

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

(N.B. Trainer inserts session titles in this list before distributing to participants)

Comments:

11. Will the training help you to develop new working practices?

Yes No

Comments:

12. What do you feel has been the main benefit to you from this course? (Please mark only

one)

No benefit Sharing ideas with fellow trainees during training

Improved understanding of subject Receiving training materials

Improved skills in subject Change attitude towards subject

Comments:

14. Have you any other comments or suggestions about the training?





Module 1 - Session 3 Date: 31st July 2012 Duration: 1 hr

Title: Making a RBN Strategic Plan – Result 3 RBN Effective in Fisheries Co-

Management

Objectives:

Understand how the adopted RBN functions relate to activities under fisheries co-

management

Agree that gathering key management issues from BMUs is vital and can be done using

Networks

Understand the importance of participating regularly in LFVO FMC & SC meetings

Understand the importance of self-monitoring of BMUs using most cost-effective

methods

Accept the need for a unified stand against fisheries illegalities and have agreed planned

actions






Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

45 min


Training materials: Projector, laptop, Information Sheets, Flip charts, Flip chart


Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of session; explain why covering

Result 3 before 2 – time available to finish.

Q&A



activities (FMC meeting, influence policies,





laws; international meetings; BMU priorities,

illegalities), details for costing and indicative

cost for 3 years; cost sharing between RBN

and external sources; total cost and

prioritisation of activity.



activity.


activities (BMU self- monitoring), details for

costing and indicative cost for 3 years; cost

sharing between RBN and external sources;

total cost and prioritisation of activity.





activity.

Conclusion (5 min)






discussed

Q&A

5.4.3 Training Aids

Information Sheet No.1, Module 1 Session 3.





Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015

3 RBN EFFECTIVE IN FISHERIES

CO-MANAGEMENT

3.1 Co-ordinated & harmonized regional

fisheries policies, legislation

guidelines and plans

3.1.1 Compile regional fisheries management

priorities of BMUs and propose actions.

RBN meetings funded in

1.3.2

0

3.1.2 Participate as a member of the LVFO

regional technical advisory committees

to represent BMU views in co-

management.

Allowances & travel costs for

1 RBN member twice/yr

200 200 200 600 0 600

3.1.3 Participate in international technical

fisheries meetings.


RBN members twice/yr

400 500 600 300 1,200 1,500

3.1.4 Review and harmonize actions to

reduce illegal fishing and fish trade.


RBN members actions

300 400 500 240 960 1,200

3.2 Self-monitoring of BMU co-

management performance

3.2.1 Design and agree an annual self-

monitoring & evaluation system.


1.3.2; other Networks bear

own costs

0

3.2.2 Compile, analyse & transmit results of

annual BMU self-monitoring &

evaluation.

Printing & copying costs of

minutes, electronically

thereafter

100 0 0 100 0 100









Module 1 - Session 4 Date: 31st July 2012 Duration: 2hr 15 mins

Title: Making a RBN Strategic Plan – Result 2 Effective Communication & Promotional

Systems

Objectives:

Appreciate the need to raise profile & image of the RBN

Know how to go about raising profile & image

Appreciate the urgency of networking at international level

Acknowledge the potential value in mobile phones to facilitate information flow

Agree to be involved in information collection of BNU Networks




Present draft Result 2 Activity 2.1 and 2.2



Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

1 hr 55 min




Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of topic & its importance Q&A

Development (2 hr)

Present Result 2: Activity Area 2.1 and 2.2

with 5 and 2 activities respectively, details




activity.




proportions and prioritisation of each activity.

Present Result 2: Activity Area 2.3 and 2.4

with 1 activity each (BMU self- monitoring),





details for costing and indicative cost for 3

years; cost sharing between RBN and

external sources; total cost and prioritisation

of activity.




activities and Activity Area 2.6 with 2

activities, details for costing and indicative








Conclusion (5 min)






discussed

Q&A

5.5.3 Training Aids

Information Sheet Nos.1 and 2, Module 1 Session 4.





Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015

2 EFFECTIVE COMMUNICATION

& PROMOTIONAL SYSTEMS

2.1 Promotional & Information

materials

2.1.1 RBN electronic Newsletter RBN produce

Newsletter printed by

DBNs for each BMU

0 2

2.1.2 Brochures, information sheets Design & print costs 1,000 1,000 1,000 600 2,400 3,000 1

2.1.3 Press articles Make headlines without

costs

0 1

2.1.4 Radio & TV Make headlines without

costs

0

2.1.5 Electronic social networking e.g.

Utube, Facebook etc

0


2.2.1 Develop project proposal/TOR,

identify website developers, hire firm

Project proposal made

at RBN training 2012

0 1

2.2.2 Website development & training

Secretariat

RBN website design

costs & annual charges

10,000 1,000 1,000 2,400 9,600 12,000 2




RBN STRATEGIC PLAN: RESULT 2 - ACTIVITY AREAS 2.3 - 2.6

Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015


2.3.1 Promote RBN at international shows &

exhibitions.

Allowances & travel costs,

promotional materials

500 800 1,000 460 1,840 2,300 1


2.4.1 Gain membership of international NGOs Membership fees 250 350 400 1,000 0 1,000 1

2.5 Information flows within BMU

Networks & partners

2.5.1 Compile & transmit membership details of

all BMU Networks.

Typing registers in 1st

year only, electronically

thereafter

50 0 0 50 0 50

2.5.2 Compile & transmit details of meetings of

lower BMU Networks.

Typing work in 1st year

only, electronically

thereafter

50 0 0 50 0 50

2.5.3 Transmit minutes of RBN meetings, plans

etc.

Printing & copying costs

of minutes, electronically

thereafter

100 0 0 100 0 100

2.6 Mobile telephony for information

systems

2.6.1 Identify uses of telephony for RBN

activities

Design TOR, hire

consultant

0 7,000 0 1,400 5,600 7,000

2.6.2 Set up mobile telephony pilot initiatives Various implementation

costs

0 5,000 10,000 3,000 12,000 15,000










Title: Making a RBN Strategic Plan – Result 4 Effective RBN Advocacy

Objectives:

Know how to go about advocacy in a systematic way

Agree priority advocacy issues for the RBN in 2012 and include in plan






Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

60 min




Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of session, explain that this session

will be better completed once the advocacy is

done and that the advocacy issues will be

prioritise in during the latter training and

incorporated with costs into the plan at that

stage. This gives some time-saving if needed.

Q&A, discuss and reach consensus on

suggestion to timetable.


Present Result 4: Activity Area 4.1with 2









activity.











prioritisation of activity. activity.

Conclusion (5 min)






discussed

Q&A

5.6.3 Training Aids






Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015


4.1.1 Training of RBN in making advocacy

strategy

Funded in 1.3.1 0

4.1.2 Develop a RBN advocacy strategy Funded in 1.3.1 0

4.1.3 RBN members guide their own NBNs in

making budgeted plans

RBN members mentor at

NBN meetings: NBN funds

own meeting

0

4.1.4 RBN members guide their own DBNs in



DBN meetings: DBN funds

own meeting

0


4.2.1 Lobby for completion of the demarcation

and gazettement of jurisdictional areas of

BMUs and BMU Networks in each

Partner State.

TO BE AGREED IN

ADVOCACY

STRATEGY

0

4.2.2 Assist government and private industry in

the resolution of cross-border fisheries

conflicts.

TO BE AGREED IN

ADVOCACY

STRATEGY

0

4.2.3 In collaboration with other LVFO bodies,

lobby for regional action from EAC for

the provision of health and social services

for fisheries communities.

TO BE AGREED IN

ADVOCACY

STRATEGY

0










Title: Making a RBN Strategic Plan – Result 5 Effective Business Development

Objectives:

Appreciate the importance of emphasizing and incorporating this Result in the Strategic

Plan

Understand the importance of having baseline data on fisheries SMEs and agree to work

on compiling data

Agree that systematic and extensive business development training for fisheries SMEs

and Networks is a priority.







Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

60 min




Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview & background covering

importance in business development

approach to the RBN

Q&A


Present Result 5: Activity Area 5.1with 2









activity.












activity.










activity.

Conclusion (5 min)






discussed

Q&A

5.7.3 Training Aids






Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-2013 2013-

2014

2014-

2015

5 BUSINESS DEVELOPMENT IMPROVED

5.1 Improve information on fisheries

businesses

5.1.1 Design self-recording system of fisheries

business enterprises & labour force.

Funded in 1.3.2 0

5.1.2 Coordinate implementation of self-recording

of numbers and types of fisheries business



NBN & DBN meetings:

NBN & DBN fund own

meeting

0


5.2.1 Design project for business development

training.

Funded in 1.3.1 0

5.2.2 Training of BMU Networks in business

development.

Training services hired 0 70,000 70,000 0 140,000 140,000

5.2.3 Fisheries businesses in BMUs analysed &

improved by BDS specialists.

BDS services hired 0 30,000 30,000 0 60,000 60,000


5.3.1 Promote favourable business environment for

SMEs & increased transparency and access to

fish prices at all levels in market chains.

Various implementation

costs

1,000 2,000 3,000 1,200 4,800 6,000

5.3.2 Explore and exploit new business

opportunities at all points in value chain for

members.


costs

1,000 2,000 3,000 1,200 4,800 6,000








The methodology described in Section 5.3 was applied at the end of day 2 of the course (see

Section 5.3 for evaluation form template)





Module 1 - Session 7 Date: 1st August 2012 Duration: 3hr 15 mins

Title: Making a RBN Strategic Plan Logical Framework (logframe)

Objectives:

Know what a logframe is and why it is needed

Understand the importance of monitoring performance of plan implementation

Understand why it is a ―logical‖ framework i.e. relationships between activities, result

and purpose

Understand what an OVI is and how it is used to monitor performance

Understand how information/data forming the basis of an OVI is obtained




Present draft Goal & Purpose in logframe

Present draft Result 1 in logframe





Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

2h 55 min




Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of logframe use for monitoring; its structure and linkages between different levels

Q&A

Development (2hr 50 min)

Importance of monitoring to an organisation



Present draft Goal & Purpose in logframe.

Present and explain each objectively

verifiable indicator (OVI) and its verification

sources and assumptions. (30 min)



OVIs, verification sources and assumptions

Present draft Result 1 in logframe.



































Conclusion (10 min)






discussed

Q&A

5.9.3 Training Aids

Information Sheet Nos 1-6, Module 1 Session 7.




RBN STRATEGIC PLAN: LOGICAL FRAMEWORK - GOAL AND PURPOSE

NARRATIVE OBJECTIVELY VERIFIABLE

INDICATORS VERIFICATION SOURCES ASSUMPTIONS

GOAL Contribute to the fisheries

sector‘s role in sustainable

economic growth, poverty

reduction and improved

livelihoods in Kenya,

Tanzania and Uganda

PURPOSE

Co-ordinate, represent

and strengthen the

interests and actions of

BMU members and their

Network in the

sustainable production

and marketing of high

quality fish products

from well co-managed

fisheries compliant with

national and international

standards and laws.

P1. Percentage of BMUs scoring the RBN

level of satisfactory delivery of services to

members increases each year.

P1. BMU Network Annual Action Plans

developed and linked at all levels by end of

June each year.

P3. Nile perch stock does not decrease

during 2012 to end of June 2015.

P4. Profitability of small fisheries

businesses increase annually.

P1. NBN & RBN Self-

Monitoring Inspection

Reports; Minutes of RBN

meetings

P2. Minutes of RBN meetings

P.3 LVFO Fisheries Acoustic

Survey reports

P4. Inspection Reports;

Minutes of NBN & RBN

meetings

1. International market

influences outside the region

do not undermine sustainable

harvesting of fish resources or

the operation of fisheries

businesses.

2. Environmental influences

do not reduce or damage fish

stocks.




RBN STRATEGIC PLAN: LOGICAL FRAMEWORK - RESULT 1


INDICATORS

VERIFICATION SOURCES ASSUMPTIONS

RESULT 1

Effective RBN

financing & operations

1.1 At least one RBN meeting held each

year is financed by BMUs.

1.2 RBN Annual budgeted work plans

developed each year.

1.3 One RBN grant funded project proposal

financed by donors to establish RBN office

by end of June 2013.

1.4 At least 1 RBN Secretariat staff

recruited by end of June 2013.

1.1 Minutes of RBN meetings




1.1 BMUs willing to pay for

BMU Network meetings and

activities.

1.2 Donors willing to finance

RBN Secretariat office and

staff.






INDICATORS


RESULT 2 Effective

communication &

promotional systems

2.1 At least one example of RBN promotional

materials (brochures, information sheet;

posters, press article) produced each year.

2.2 Full BMU Networks register held by RBN

by end of 2012

2.3 RBN website developed by end of Dec

2013 and updated at least at quarterly intervals.

2.4 RBN presentation in at least 1 international

promotional event per year.

2.5 RBN obtains membership of at least one

international fisheries NGO by end of Dec

2012.

2.6 RBN Newsletter produced twice per year.

2.7 One regional telephony information system

piloted by end of June 2014.

2.1 RBN promotion material

2.2 BMU Networks Registers

2.3 RBN website



2.6 RBN Newsletter


2.1 BMU Network

members committed to

sharing information.

2.2 Donors interested in

supporting development of

RBN website.






INDICATORS


RESULT 3

RBN effective in

fisheries co-

management

3.1 Numbers of illegal beach seines

recorded in each of 3 National Fisheries

Frame Surveys in 2014 decrease from

previous levels.

3.2 Numbers of illegal monofilament nets

recorded in each of 3 National Fisheries

Frame Surveys in 2014 decrease from

previous levels.

3.3 RBN participates as a member in LVFO

Fisheries Management & Scientific

Committees meetings held each year from

2012 to 2015.

3.4 The % of BMUs scoring satisfactory

performance levels increases each year.

3.1 National & regional Frame

Survey Reports 2012


Survey Reports 2012


3.4 NBN & RBN Self-

Monitoring Inspection Reports

3.1 BMUs willing to comply

with fisheries regulations.

3.2 There is continued

commitment by EAIFFPA

members to comply with

fisheries regulations.

3.3 There is high level

political will and action to

reduce illegal regional &

domestic fish trading &

fishing.

3.4 LVFO holds regional

technical advisory meetings at

its statutory interval of twice

per year.






INDICATORS


RESULT 4

Effective RBN advocacy

4.1 RBN Advocacy Strategy developed and

accepted by all members by end of 2012.

4.2 At least one key enabling regional

fisheries policy or strategy influenced by

RBN each year.

4.3 Harmonisation of at least one fisheries

legislation influenced by RBN each year.

4.4 Harmonisation of at least one guideline

influenced by RBN each year.

4.1 RBN Minutes of meetings




6.1 Governments committed

to participatory development

of policies, legislation and

plans

6.2 RBN Members

sufficiently motivated to

lobby persistently on behalf of

their members






INDICATORS


RESULT 5


improved

5.1 List of all fisheries SMEs on Lake

Victoria registered by BMUs by end of June

2013.

5.2 100% of BMU Networks receive

training in business development and

operation by end of June 2014.

5.3 At least 20 fisheries SMEs in each

Partner State receive expert business

analysis and advice by end of June 2014.

5.1 BMU Registers; NBN &

RBN minutes of meetings

5.2 Consultancy reports; NBN

& RBN minutes of meetings

5.3 Consultancy reports; NBN

& RBN minutes of meetings

5.1 Donors interested in

technically supporting BMUs

and BMU Networks




RBN STRATEGIC PLAN: LOGICAL FRAMEWORK - OVI SCORING

The approach adopted for monitoring the RBN Strategic Plan is based on a Logical

Framework (logframe). The logframe provides a summary of the overall programme design

and a framework for project planning and monitoring.

A simple method was adopted using logical framework indicators in a semi-quantitative

manner to provide a tool for continuous monitoring of progress and impacts. The method has

been successfully tried and tested for four years under the EU funded IFMP project on Lake

Victoria and in an earlier 5-year Integrated Lake Management (ILM) project in Uganda.

The method involves self-scoring of progress made on achieving each Objectively Verifiable

Indicator (OVI). The scoring system has 6 levels of:

1 = completely achieved

2 = largely achieved

3 = partially achieved

4 = achieved only to very limited extent

5 = unlikely to be realised

X = too early to judge extent of achievement

The logframe for the Strategic Plan contains OVIs and their Means of Verification (MOVs)

which identify the sources of information to measure and score each OVI. The logframe also

identifies key risks and assumptions in implementing each Result area of the plan. The

logframe will form the basis of all work planning undertaken as part of plan implementation.

The self-scoring of indicators should be used as part of routine review of progress and

planning future activities. Justification for any change in scoring of indicators will help

provide regular detailed monitoring of plan activities closely aligned to achieving the purpose

of the Strategic Plan.


No reference material included for this session.



6. TRAINING ON ADVOCACY



Module 2 – Session 1 Date: 1st Aug 2012 Duration: 3 hr

Title: Improving RBN advocacy skills

Objectives:

Appreciate more fully that an advocacy role is one of the main reasons for having a RBN

Have a better understanding of how to take a more systematic, planned approach to

advocacy.

Training Points Methods Time

Introduction Overview of session Q&A 15 min


Background

Advocacy process & tips

Advocacy analysis

Advocacy issues

Plenary

discussion,

individual

responses/views

on cards, sub-

group work;

Members

facilitate

Q&A

2h 35

min


Training materials: Projector, Information Sheets, Flip charts, Flip chart pens,

Cards, notebooks, pens.

Evaluation: Q & A


Opening Session p.1

Trainer Trainee

Introduction (15min)

Overview of topics covered and how the

session will run

Receive overview, comment on proposed

running of session.

Q&A

Development (2h 35 min)



Background

Ask members what advocacy means to them

– prompt each person to give one response

only; list on flip chart and synthesise.

Compare responses with Information Sheet 1.

Conclude on wide scope of advocacy aims.

Stress importance of focussing on advocacy

related to RBN issues.

(15 min)

Q&A

Give one example each and try to give

different answers

Examine Information Sheet 1 and compare

with members responses & comment.

Background

Ask members to give one example only of

their involvement in advocacy – preferably

fisheries related but other sectors can be

used. Don‘t give any guidance yet on a

framework to describe their advocacy

activities. Use cards to collect replies.

Summarise cards on a flip chart, synthesise

and present conclusions

– look for what isn‘t advocacy

- look out for systematic approach used

(25 min)

Think of a relevant example and summarise

key points on a card;

Read out the card of a neighbour in plenary

and summarise on pre-headed flip chart - one

member should write key points on flip chart

i.e. getting used to facilitating

Examine synthesis and Q&A

Background

Ask why the RBN identified advocacy

training as a priority need. List answers on

flip chart (member to do )

(Check how many know about training TOR

and were involved in its development)

The replies may identify general weaknesses

that need to be strengthened or may not.

(15 min)

In plenary, give reasons for asking for

training and summarise on flip chart

Advocacy process & tips

Use Information Sheets1 & 2 to present

advocacy process and give tips for good

advocacy practice. Ask members for more

tips to be added.

Look at guidelines on making a press release

& ask members to make a press release

headline and introduction to advertise this

training meeting. Use 3 sub-groups and cards

(40 min)

Receive presentation

Comment – try use own experiences

Add to the list of advocacy tips in plenary;

member facilitate.

For press split into 3 sub-groups and write

headline and introduction on card. Review in

plenary, select best & give reasons.

Q&A

Advocacy analysis

Ask members to give examples where

advocacy has failed and give reasons

Repeat process for examples and reasons for

success. (List on flip chart by volunteer

member). Compare reasons given with

Information Sheet 1.

(20 min)

Respond to request and give examples. One

member acts as facilitator.

Advocacy Issues Think about the question, try to suggest a



Ask members what are the key immediate

issues that demand advocacy by the RBN. Do

this by show of hands & reply in plenary.

Remind members of their key function set

out in their Operating Procedures

―Provide a joint forum that represents and

lobbies on behalf of the interests of all Lake

Victoria BMUs and raises their

international profile‖.

Use flip chart to gather responses

Present Information Sheet 3 on National

BMU Network Functions in Kenya July 2012

and ask if this is an advocacy issue. Request

replies in plenary from each country.

(20 min)

priority example and respond with show of

hand in plenary; one member (different from

before) to write answers on flip chart.

Examine Information Sheet 3 and consider

issues with others identified. Reach

consensus through discussion on key issues.

Q&A

Advocacy Issues

Present Information Sheet 4 listing key issues

or recommended actions concerning the RBN

given in the latest report of the LVFO

Fisheries management Committee. Ask

members to decide if issues are still relevant

in 2012 and highlight any that are advocacy

issues. Do this by completing column on the

Information Sheet 4.

(20 min)

Examine Information Sheet 4 and complete

it. Reach consensus in deciding if any issues

in sheet are still issues for current advocacy.

Conclusion (10 min)





discussed

Q&A

6.1.3 Training Aids

Information Sheet No.1-4, Module 2 Session 1.




ADVOCACY BASICS

What is Advocacy?

Advocacy is a broad, term that can be applied to a wide range of activities carried out to

influence thinking and decision-making and create political or practical change. There is no

one fixed definition of advocacy. Here are some examples to give you an idea of what it is:

―Advocacy represents the strategies devised, actions taken and solutions proposed to

influence decision-making at local, provincial, national and international levels to create

positive change for people and their environment‖.

―The deliberate process of influencing those who make policy decisions‖.

―Advocacy is a process to bring about change in the policies, laws and practices of

influential individuals, groups and institutions."

"Advocacy is an on-going process aiming at change of attitudes, actions, policies and laws by

influencing people and organisations with power, systems and structures at different levels

for the betterment of people affected by the issue."

Advocacy is not:

- extension work (encouraging households to change their fisheries management or

natural resource management strategies)

- information education and communication (such as launching a public campaign to

change practices and behaviours, social marketing or mass media campaigns)

- informing government partners about our work (informing partners about project

progress in order to raise RBN profile, visibility and credibility)

- raising awareness among the public about our work (articles in the press about the

work of the RBN. While the process used in such work may be similar to that used in

advocacy, unless it is targeted directly at delivering a policy message it cannot be

defined as advocacy)

Advocacy is often called policy advocacy because of its connection with influencing policy

and laws governing peoples‘ lives. Advocacy and lobbying are often taken to mean the same

but lobbying originated from a process to change laws. Now it‘s a term with wider use.

Effective Advocacy requires:

Organisation

Strategic and creative thinking

Information (which is well researched and factually accurate)

Strong, well-reasoned arguments in favour of your proposals

Effective communication

Mobilisation of support

The most successful advocacy campaigns are those that have strong and cohesive (united)

support as well as powerful and well-researched and well-presented arguments. The RBN



should strive to present realistic and achievable solutions to help win any advocacy/lobbying

campaign.

There is a stepwise process shown below that describes advocacy activities in summary form.

Advocacy/Lobby Process

STEP 1: Select an issue/problem you want to address

STEP 2: Analyse and research the problem

STEP 3: develop your specific objectives

STEP 4: Identify your targets

STEP 5: Identify your resources

STEP 6: Identify allies

STEP 7: Make an action plan

STEP 8: Implement, monitoring and evaluation

Factors to be considered when selecting advocacy issues

Time it takes for success

A single advocacy process can be completed in a very short time, for example, getting a new

law passed, or it can take years of effort. This must be considered carefully by the RBN when

selecting advocacy issues and making action plans.

Ever–changing Activity

The issues requiring advocacy can appear quite suddenly and disappear equally suddenly.

The RBN needs to use a flexible approach and be ready to seize advocacy opportunities when

they suddenly arise unannounced. Also, issues will come and go. Hopefully, as the RBN

succeeds in advocacy it will constantly move on from one issue to the next. This is not easy

to plan for.

Sensitivity and confidentially

The very nature of advocacy requires a high degree of sensitivity especially with regard to

taking a confrontational or cooperative approach to addressing the issue. Each case will be

different and judgements will need to be made constantly on which approach looks most

appropriate. There two sides to confidentiality. The first is that the advocate may not wish to

known to be engaged in a lobby campaign for fear of repercussions by those in power.

Second, it is often better to allow the powerful decision-maker to be seen to have made a

change in course on his own initiative rather than having been coerced by some form of

advocacy activities.

The source of advocacy issues

Ideally, the issues identified by the RBN for advocacy action should be those coming from

the grassroots membership in BMUs. It‘s not uncommon, however, for issues to be identified

at higher, better informed, levels that have access to news of policy and legal changes which

have not reached the lakeshore communities. In these situations, it is appropriate for issues to

originate from higher levels.

The value of alliances

For an organisation like the RBN which is struggled to secure finances, it becomes even more

important to set up alliances in any advocacy campaign. In doing so, it is likely to achieve

more and at lower cost than it otherwise would.



ADVOCACY CHECKLIST

Always have SMART objectives: Specific, Measurable, Achievable, Realistic, Timebound.

✔Clearly identify your issue and your goals in the short, medium and long-term. Prioritise

your efforts and resources.

✔Check that you have support, time, resources and finance to develop your advocacy.

✔Decide who your audience is and target your information effectively. Be considered in

your approach – how can you best achieve your goals – who are the key decision-makers on

your issue?

✔Consider how to distribute the information and ideas to greatest effect. Is it in the form of a

meeting, rally, conference, email, bulk SMS, policy brief or newsletter?

✔Ensure that the information that you are basing your campaign on is factually correct and

targeted at the appropriate audience.

✔Ensure that you monitor your progress during the course of your campaign, assess your

strengths and weaknesses and amend your strategy accordingly.




ADVOCACY TIPS

TIP 1 Try to work with the media to convey your messages, generate concern and support.

TIP 2 If you represent an organisation or

community you must have a clear

mandate from your colleagues

empowering you to speak, write and

act on the issue on their behalf

TIP 3 You MUST ensure factual accuracy in any statements that are made, and when

there is doubt, if information is anecdotal or unsubstantiated, don’t use.

TIP 4 Effective communication of your

issue is essential – compiling and

presenting your arguments to the

right audience is critical to the

success of your advocacy.

TIP 5 Decisions may be announced at international meetings, but they are rarely made

there – make sure that you are well prepared and that you have contacted or

presented your views to civil servants and decision makers well in advance of

important meetings.

TIP 6 When considering undertaking any

of the above, cost, time and

potential benefits must be carefully

thought through before making

any decision.

TIP 7 The safety of you and all those you work with is of paramount importance. Never

take unnecessary risks in either researching or advocating your issue.



Guide to writing an advocacy press release A press release uses the five ‗Ws‘ essential for all journalists:

What – Who - Where - When - Why

A press release should begin with the first four W‘s, as follows:

What is happening?

Who is doing it?

Where is it happening?

When is it happening?

This information should be in the first sentence or two, so that members of the press can see

immediately what the release is about.

A press release needs a headline, introduction and remainder of text.

The headline: Choose a simple headline for the press release (usually a short version of the

first sentence will do). While the newspapers sub-editors will think up fancy headlines, do

try to keep it as short and interesting as possible, as this will grab peoples attentions. The

purpose of the headline is to help the news editor to spot the interest in the story.

Introduction: Most editors do not have sufficient time to read even a short press release in

full. The first few lines of a release, can be the key to whether or not it is included in the

publication. The introduction has to capture the editor‘s attention immediately and tell him

or her the most interesting fact, together with the first four Ws. Where possible the

introduction should be a summary of the entire release in one or two sentences.

The remainder of the text: This should contain the remainder of the information you wish

to convey, including the ‗Why‘, if not already stated. Concentrate on presenting the facts

(rather than opinion), in order of importance.

Keep sentences short. Use the active voice where possible: for example, instead of ―a new

campaign to introduce hygiene education in schools was announced by Minister of

Education, David Mutisa‖, write ―Minister of Education David Mutisa announced a new

campaign to introduce hygiene education in schools‖. Use direct quotations as much as

possible, as most news stories are based on people.

Put a date on the press release. Always use double spacing: this allows the sub-editor to re-

write and insert instructions to the printer

At the end of the text of a press release, put ―Ends‖ underneath and separate from the final

sentence. Always put the name and telephone number (work or home) of the person who

issued the release.




REGIONAL ADVOCACY ISSUES FOR RBN CONSIDERATION

From: National BMU Networks Guidelines for Kenya July 2012

Functions of BMU Networks in Kenya taken from the Kenya Guidelines and given below

are different from those in Uganda and Tanzania. Losing regional harmonisation and

planning coherence.

Mandate of the Networks

A BMU network shall be responsible to its members and to the Director for ensuring the

orderly, safe and effective use, management of the administrative area over which it has

jurisdiction, to which end it shall:

(a) Advocate on behalf of members to ensure favorable policies and programs.

(b) Develop and implement code of practice to strengthen self-policing and compliance.

(c) Participate in Fish Traceability systems, eco-labeling and generally participate in

activities and programs that promote fish products in local, regional and international

markets.

(d) Explore and exploit new business opportunities for members.

(e) Negotiate for favorable business environment at various levels of administration.

(f) At National level constitute the Trustees of the Fish Levy Trust Fund.

(g) Have any such mandate that may further the mandate of BMUs as provided for in the

Fisheries Act or its subsidiary regulations.

Responsibilities of the network committee

The duties of the executive committee shall be:

a) to supervise the general management of the beach management unit‘s under their

jurisdiction;

b) to approve the minutes of its previous meetings;

c) to supervise and Collaborate in the implementation Fishery or Species specific

management plans ;

d) to represent member beach management units in relationships with third parties;

e) to review applications for resignation from it and to make recommendations regarding the

suspension of committee members;

f) to conclude contracts in accordance with member BMUs approved budget and plans;

g) to employ and as necessary dismiss staff of the networks;

h) to maintain accounts and registers as specified in the guidelines;

i) to exchange information with other networks and other relevant agencies to promote the

fair and transparent pricing of fish and fish products;

j) to formulate funding proposals, make financial reports and present them to member

BMUs for approval;

k) to assist in supervising the financial management of the member beach management

units;

l) to undertake other tasks specified in these guidelines or network rules that are in sync

with the fisheries laws.




POTENTIAL REGIONAL ADVOCACY ISSUES OF THE RBN FROM MARCH 2010

The list of issues needing actions are taken from the most recent report of the LVFO Fisheries

Management Committee meeting held March 2010. The RBN Chairman participated as a full

member of the FMC and the following actions listed below were adopted by the FMC for

onward submission to the LVFO Executive Committee.

Are any of the Issues/Actions relevant as RBN Issues in 2012? Complete form in plenary.

Action in FMC Report March 2010 Responsible

institution

Advocacy issue

of RBN in July

2012 Y/N

RBN & EAIFFPA membership - Actions: The EC is requested

to:

1) Urge Partner States to streamline paper work regarding fish

movement for vehicles going to fish factories and markets.

DoFs

2) Urge the Secretariat to set up a Steering Committee

composed of LVFO/Industry/RBN/and other agencies to define a

strategy and develop a prioritised action plan for OPSN.

Secretariat

3) Urge the Partner States to set up national Taskforces with

similar stakeholder composition as the Steering Committee to guide

and monitor implementation of national OPSN action plans.

DoFs

Operationalise NPFMP - Actions: The EC is requested to:

4) Urge the LVFO Secretariat to disseminate formally by hard

copy and electronic copy the agreed NPFMP to the Heads of

national fisheries management institutions, Heads of national

fisheries research institutions, RWG chairs, NWG chairs, Heads of

Regional/Provincial/District Governments, District Fisheries

Officers, EAIFFPA and its three national association members, and

the RBN and its national and district members.

Secretariat

BMU areas - Actions: The EC is requested to:

5) Urge the national Departments of Fisheries to complete the

identification of land-based jurisdictional areas of all BMUs and

gazette them.

DoFs

6) Direct the LVFO Secretariat with possible TA support to

develop a strategy for extending BMU jurisdictional areas to

inshore waters.

Secretariat

Species specific licensing - Actions: The EC is requested to:

7) Urge the Partner States to establish the harmonised systems

for species and fishery specific licensing in each Partner State in

2010.

DoFs

8) Urge the Secretariat to produce a regional LVFO

Information Sheet for BMUs on the need for species and fishery

specific licensing for sustainable fisheries.

Secretariat

BMU Networks & Suppliers Network - Actions: The EC is

requested to:

9) Urge the LVFO Secretariat to provide guidance on Secretariat



registration of BMU Networks.

10) Urge national Departments of Fisheries to ensure

registration of BMU Networks at all levels and the LVFO

Secretariat to provide guidance on the procedures to be adopted.

DoFs

11) Urge national Departments of Fisheries to ensure that

legislation is developed to recognise and empower the BMU

Networks at all levels.

DoFs

12) Urge the Secretariat to initiate a process for the

establishment of Nile Perch Traders Networks to strengthen the

institutional co-management framework on the lake.

Secretariat

Fish Bills, Info policy, Anti-corruption policy - Actions: The EC

is requested to:

13) Urge Uganda to fully involve key stakeholders from the

industrial fish processors and exporters and the BMU Networks in

any review process of the Fisheries Bill to give their input before

submission of the Bill for Parliamentary approval.

DFR

BMU Financing - Actions: The EC is requested to :

14) Urge the RBN to use the BMU Networks to compile data on

landing site tenders and BMU bank accounts.

RBN

15) Urge the Partner States to ensure that their legislation

contains the Landing Site User Fee (LSUF) and the highest

percentage should go to BMUs.

DoFs

16) Urge the LVFO and RBN to review the LSUF for potential

use in BMU financing in Tanzania and Kenya.

DoFs & RBN

EAIFFPA & RBN collaboration - Actions: The EC is requested

to:

17) Urge the EAIFFPA and RBN to develop possible ways of

exchange programs of independent inspections.

EAIFFPA &

RBN

PR info for RBN etc – Actions: The FMC is requested to:

18) Urge the Secretariat to support the RBN together with

EAIFFPA as new members of FMC and SC to produce various

types of information materials on the activities of their

organisations.

Secretariat

19) Urge the Secretariat to assist the RBN and EAFFPA in

linking with international government organisations, international

fisheries NGOs and development partners.

Secretariat


No reference material included for this session.








Module 2 – Session 2 Date: 2nd

Aug 2012 Duration: 2hr 45 mins

Title: Improving RBN advocacy skills

Objectives:

Appreciate more fully that an advocacy role is one of the main reasons for having a RBN

Have a better understanding of how to take a more systematic, planned approach to

advocacy;

Leave the training venue with key issues identified by the RBN members that require

prioritised advocacy actions and everyone knows who will do what and when.




Prioritisation of advocacy issues Issue 1 incorporated in Strategic Plan

Issue 2 incorporated in Strategic Plan


Projector,

information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

2h 25 min



Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of session linking to last session

where advocacy issues were identified.

Explain methodology for activities in this

session which will complete the gap in the

Strategic Plan by incorporating key advocacy

issues with budgets.

Receive overview.

Q&A


Prioritisation of advocacy issues

Examine identified issues and prioritise the

top 3 issues based on importance to RBN,

problem analysis, chance of success,

resources needed, alliances. Ask members to

discuss and select.

Review list of identified issues and select

based on criteria given. Do this in sub-groups

of 3 persons – one from each country, present

findings on flip chart and consensus reached

on top 3 in plenary.



(35 min)


Use Strategic Plan table and complete an

activity line for one issue. Decide on title of

activity, actions needed, resources needed,

cost and timing. (35 min)

Discuss as a group in plenary to complete the

Strategic Plan table for each of 3 priority

advocacy issues. Give comments and

conclusions for entry into laptop projecting

the table as a spread sheet.





















Conclusion (10 min)


Training materials: Projector, Flip charts,



discussed

Q&A

6.3.3 Training Aids






Ref

No


Funding

by RBN

Donor

Funding

Needed

Total

Cost

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015



strategy

Funded in 1.3.1 0

4.1.2 Develop a RBN advocacy strategy Funded in 1.3.1 0

4.1.3 RBN members guide their own NBNs in



NBN meetings: NBN

funds own meeting

0

4.1.4 RBN members guide their own DBNs in



DBN meetings: DBN

funds own meeting

0


4.2.1 Lobby for completion of the demarcation

and gazettement of jurisdictional areas of

BMUs and BMU Networks in each Partner

State.

0

4.2.2 Assist government and private industry in

the resolution of cross-border fisheries

conflicts.

0

4.2.3 In collaboration with other LVFO bodies,

lobby for regional action from EAC for the

provision of health and social services for

fisheries communities.

0







7. TRAINING ON PROJECT PROPOSAL WRITING



Module 3 – Session 1 Date: 2nd

Aug 2012 Duration: 3hr

Title: Writing a project proposal: Introduction

Objectives:

Leave the training venue with at least one completed project proposal to be presented to


Have a better understanding of the core structure of a project proposal and how to write

one.




Structure and content of a proposal

Successful proposal writing

Dealing with funders

Submitting a proposal

Information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

2h 35 min


Training materials: Projector, Information Sheets, Flip charts, Flip chart pens

Evaluation: Q & A


Opening Session p.1

Trainer Trainee


Overview of session

Note for this activity, TOR states – ―capacity

building for a grant-making

process/proposal‖. Interpreted as training in

writing a proposal. TOR specifically

mentions grant for RBN office and

Secretariat. We will explore this aim in more

detail in this session.

Receive overview and reach consensus of

interpretation meaning need help writing

proposals for grant support.

Q&A


Design, Structure and Content of a proposal:

Present core structure of a grant proposal.

Explain the broad content of each section –

refer to Information Sheets 1 & 2 (40 min).

Review Information Sheets 1 & 2

Q&A

Successful proposal writing: Review Information Sheet 3



Present a short guide/ tips on good proposal

writing - refer to Information Sheet 3

(15 min).

Q&A

Dealing with funders:

Present a guide on how to approach funders -

refer to Information Sheet 4 (25 min).

Review Information Sheet 4

Q&A

Submitting a proposal:

Present a guide on how to submit a proposal -

refer to Information Sheet 5 (25 min).


Q&A

Issues for the RBN

Present challenges facing the RBN in

obtaining grant aid, and possible solutions to

the challenges - refer to Information Sheet 6

(30 min).


Q&A

Conclusion (15 min)





discussed

Q&A

7.1.3 Training Aids

Information Sheet No.1-5, Module 3 Session 1.



MODULE 3 - SESSION 1: INFORMATION SHEET 1 INTRODUCTION TO PROJECT DESIGN

WHAT IS AND IS NOT A PROJECT

Any series of activities that go through the project cycle ARE projects. The project cycle

consists of project phases. An organisation should already have a well-defined strategic plan

from which it can begin to assess relevant needs and opportunities in its field. Several ideas

will then come to light, from which an organisation may choose. The project phases then

follow logically through a) design, b) financing, c) implementation and d) evaluation stages.

Organisations often perform activities that do not fall into the category of projects. It is also

important to recognise that a project is not:

past activities that are repeated in exactly the same way on a periodic basis;

activities with no clearly defined goals;

activities which can be repeated or transplanted anywhere at any moment; or

on-going (regular) organisational activities (e.g. planning meetings).

WHAT IS THE PROJECT DESIGN?

The project design is one phase of the project cycle. It consists of two elements:

project planning (formulation of project elements); and

project proposal writing (converting the plan into a project

document).

Project design is a result of both project planning and the project proposal. Both steps are

essential to forming a solid project design.

PROJECT PLANNING CONSIDERATIONS

Here is a comparison of some key activities at the planning/design stage and the project

writing stage.

Issues to be considered at start of

project planning

Elements of the project proposal

■ Beneficiaries of the project

■ Project title

■ Project team and cooperative

partners

■ Goals and objectives of the project

■ Success criteria ■ Description of project activities

■ Goal and objectives ■ Description of expected project results

■ Methods chosen to achieve

project goal

■ Project implementation plan

■ Costs and expenditures ■ Beginning of operations

■ Own contribution ■ Resource allocation

■ Potential funders ■ Project personnel

■ Detailed project budget (fixed costs, equipment needed)

■ Other technical means(e.g. vehicles)

■ Financial sources (own contribution and other resources)



PROJECT FORMAT

There are as many proposal formats as there are a number of donors and each donor as a

different format. Although the basic information requested by various donors is generally the

same, yet we often encounter snags that make the entire process confusing. It is important to

gather enough information about your donor, such as:

Aid priorities and issues of the donor

The donor‘s country strategy paper (if any)

Proposal Guidelines of the donor

Previously funded projects and programs by the donor

CORE STRUCTURE OF PROJECT PROPOSALS

Problem Statement (as part of Introduction/Background)

Project Rationale or Justification

Project Goal & Objectives

Strategies & Activities, Timing

Results: Impact, Outputs & Outcomes

Budget

Monitoring

PROJECT CONCEPT NOTE

Quite often a Project Concept Note is developed before a more detailed proposal is made. An

example of the format of a Concept Note is shown below which is from a ―call for funding

proposals‖ by the Micro Enterprise Support Programme Trust in Nairobi as part of support by

Danida in 2012.

Concepts notes shall be a maximum of 7 pages and shall include:

- A brief background of the sub-sector – 1 page maximum

- The problem statement/Project rationale – half page max

- The goals and objectives – half page max

- Target beneficiaries description – half page

- Brief implementation methodology – 2 pages

- Proposed partners (where applicable) – half page

- Time frame (not more than 3 years)

- Total budget (not more than 20Million Kenya Shillings – half page




CORE STRUCTURE OF A PROJECT PROPOSAL

1. BACKGROUND

1.1 Overview of project area – key points relevant to project aims and activities

1.2 Overview of organisation involved in project – its profile: History, size, vision

mission plans (with goal/purpose) summary of achievements relevant to project

1.3 Problem statement – a description of the problem that the project will address

1.4 Justification for the project including target beneficiaries

2. GOAL, PURPOSE and EXPECTED RESULTS

2.1 Goal

Set out the goal of the project – this is not a project deliverable but something which the

project will contribute to attaining.

2.2 Purpose

Set out the purpose of the project – this is the main project deliverable and progress and

performance of the project are measured against whether or not the project purpose is

attained.

The purpose of this assignment is to strengthen the capacity of the Regional Beach

Management Unit Network (RBN) to effectively participate in the management of the

fisheries of Lake Victoria.

2.3 Results

Set out the expected results of the project in headings only.

3. PROJECT ACTIVITIES

Describe in detail the key activities of the project under each activity area heading. Include

What, When, How, Where, and Who to describe key activities.

Include sub-section on sustainability to demonstrate a project will be able to continue after

the initial funding ends.



4. PROJECT TIMING AND DURATION

Set out the duration and expected start and end times of the project, Highlight any key factors

affecting both duration and timing.

Include a Project Implementation Plan – a table showing activities through time for the whole

project and any key milestones.

5. PROJECT MANAGEMENT

Define the organisation responsible for implementing the project

Describe any partnerships set up for project implementation

Define the project management structure – who takes decisions

6. BUDGET

Include a budget table with as much detail as possible in expenditure lines across agreed time

intervals.

7. MONITORING AND EVALUATION

Complete the M&E framework based on a logical framework.

Remember: The M&E section of the proposal should be consistent with the budget.



MODULE 3 - SESSION 1: INFORMATION SHEET 3 DEALING WITH FUNDERS

HOW TO APPROACH FUNDERS

Don’t be shy. If you don‘t know the potential donor, write them a brief email or letter

introducing yourself and the programme. You can send attachments. Tell the potential donor

that you will call for an appointment. Be sure to follow up promptly.

Remember, funders are people. Funders prefer direct contact with the organizations and

projects they fund.

Set up an appointment. Face to face is always better. Never ask for a major contribution until

you at least speak to the potential donor. Make specific plans to follow up on your visit. Don't

just say ―We hope to hear from you.‖ Say: ―We'll call you the week of such and such, if that

fits with your schedule.‖

More calls mean more successes. The more calls for appointments you make, the more likely

you are to meet your funding goals. But don‘t pester a single individual – strike the right

balance.

Read the newspapers. Tender responses and calls for proposals are listed in the major

newspapers. Scan the papers regularly to find agencies that need the services you can provide

Be honest. It‘s the best policy.

Honour all partners. Failure to communicate appropriately with partners and to represent

them properly can kill deals.

Be direct. Show respect for busy people and don‘t take too much of their time. Get to the

point.

Have a budget amount in mind before you walk in the door.

Listen to suggestions. Sometimes the prospective donor has a good idea that you haven‘t

thought of. Seize it. It may lead to an innovative project.

Know your organizational goals. Know the vision and mission of your organisation and the

purpose of its Strategic Plan.

Speak to the right people. Make sure someone senior closes the deal.

Follow up. Don‘t forget to thank the donors for their commitments. Ask fellow employees to

do the same.



RELATIONSHIP DO’S AND DON’TS

Remember that success in resource mobilization is often about the relationship. Keep in mind

these relationship do‘s and don‘ts.

Remember to always speak on equal terms with funders

Treat donors with respect and curiosity

Follow through on everything that you say you will do

Meet all donor deadlines

Listen well

Know who you are talking to.

Learn their name and position

Learn how to communicate with people from different backgrounds as you will be

meeting lots of different people

Don‘t use too much flattery

Don‘t speak in a ‗poor us‘ way

Don‘t act desperate or complain about having no money – the donor might think you

don‘t have the capacity to handle money

Don‘t call a potential resource provider too often or talk for too long

Don‘t hurry or rush the funder – but do keep in contact and follow up on requests

Some tips for the conversation:

Use questions to get started

Listen well and patiently

Don‘t deny objections but find a positive way to answer them

GOOD QUESTIONS TO ASK FUNDERS

What are your areas of interest for funding?

What other projects or organizations have you funded in the past?

What are your criteria/ requirements for supporting an organization?

When do you accept proposals?

What is your budget cycle (annual, every 3 years, 5 years)?

What is the application process?

When are your application deadlines?

Who is the correct person to contact and what are their contact details?

What are your areas of geographic interest?

What are your funding criteria/ proposal requirements?

Any there any special accountability needs?

What are the reporting requirements?

Are there any possibilities of donations in kind?




SUCCESSFUL PROPOSAL WRITING

THINGS FUNDERS LOOK FOR IN THE PROPOSAL SENDER

Demonstrated accountability (financial and programme)

Proven track record

Well-presented cause that clearly explains the need

Clear and well-thought out vision and mission

A good strategic plan which shows how resources are used to meet objectives

SUCCESSFUL PROPOSAL WRITING

A proposal must convince the prospective donor of two things:

The problem you wish to address is of significant magnitude and,

You have the means and the imagination to solve the problem or meet the need

RULES FOR PROPOSAL WRITING

Be Concise Though not all proposals are short, a good rule of thumb is to be brief and concise but still be

clear. Place yourself in the shoes of the people that you are approaching. They will not want

to plough through page after page of material that may be unimportant or only interesting to

you. A concise proposal demonstrates your respect for the time that they have to commit to

your application and your ability to succinctly outline your request.

Be passionate and positive Write persuasively and confidently - you're selling a concept that will have a very positive

impact.

Avoid using conditional language like:

"We would like to . . ."

"We may include . . ."

"Possible results might be . .



Instead, march boldly forward in your proposal with positive language such as:

"We will . . . "

"Programs will include . . ."

"The results will be . . ."

Write for each funder

Each funding application should match the structure and format requirements of the funder.

Funders will help you. Call them and ask questions - but be sure you've done your homework

first and that you're not asking a question already answered in their literature.

A proposal should reflect planning, research and vision. The importance of research cannot

be overemphasized, both in terms of the funders solicited and the types of funds requested. If

the funder provides a format, follow it carefully.

The most successful proposals are those which clearly and concisely state the community's

and organization's needs and are targeted to donors which fund that field, a reflection of

careful planning and research.

Don‘t use jargon! Use simple, clear, concise sentences.

Writing is about 20% of the issue in grants acquisition. There are factors all funders consider

"highly important":

Project purpose

Feasibility

Community need for the project

Applicant accountability

Competence – applicant‘s ability to manage the project successfully

Other factors also considered important include:

Probable impact

Money required

Community buy-in and support

Innovative solutions

Realistic - not too ambitious

Well-documented

Exciting

Current & relevant











SUBMITTING A PROPOSAL

Submitting a Proposal

There should be a covering letter and a cover page for the proposal

Covering Letter

A covering letter should be written on your letterhead, and should:

Have the funder's name, title, and address

Be directed to the individual responsible for the funding program (not addressed "To

Whom It May Concern", "Dear Sirs", etc…)

Provide a brief overview of the organization and its purpose

Describe the need the project intends to meet (including target population, statistics,

example)

Provide a brief description of the project

Include the amount requested (if required by funder)

Be one page in length

Include the name and phone number of the contact at the organization

Include a thank you and next step to be taken (we will phone you in the next week to

follow up) Should not exceed two pages

Be signed by the person who can speak with authority on behalf of the organization

Cover Page

The cover page with your organisation‘s logo on it and including the name of the project you

wish to fund, who the proposal is being submitted to, who it was prepared by (with address

and contact details) and date.



Final Check before sending

Things to check before sending a proposal Y/N

Did we use the required format?

Did we include a cover page with correct contact information?

Did we provide some organizational history?

Have we described our beneficiaries?

Is it obvious that there is a real need in our community?

Have we shown our previous experience and success ?

Is our project well explained with clear objectives?

Did we include realistic timeframes?

Have we shown how the community is involved and how they will benefit?

Is there a realistic budget?

Are our activities related to our budget?

Did we describe our financial management well?

Did we include the documents requested?

Have we done a spell check?




ISSUES IN ATTRACTING GRANT SUPPORT FOR A RBN SECRETARIAT

There are some critical issues facing the RBN in applying for a grant application to set up and

operate a RBN Secretariat. These are as follows:

No permanent office or paid staff

No system/capability of managing and accounting for grant funding

No track record of implementing a grant-funded project

Unclear legal identity of the organisation

No publicity and communication materials e.g. brochure, website

In view of the above, it probably will be difficult to obtain grant aid in the usual way that

NGOs do.

An option that offers a way forward is to forge a partnership with another organisation that

can help the RBN Secretariat become established. The offer made by the LVFO appears to be

the best option on offer. The offer, as yet made informally, includes a rent-free room in the

LVFO Secretariat in Jinja for the RBN Secretariat. The grant support could be channelled

through the LVFO providing a financial management role until the Secretariat is capable and

trusted by the funder.

The RBN Secretariat is a regional body and as such, the potential funding agencies are likely

to be fewer than for bilateral grant support.

Grant support is most likely from existing programmes operating in the region. Of these, the

NEPAD PAF programme is worth exploring. This programme is funded by the UK

Department for International Development (DFID) and the German Development Agency

(GIZ). There is a pan-African Working Group covering the theme of ―Governance‖. One

member of the WG is the Executive Secretary of the LVFO and another is ex-Director of

Fisheries, Kenya now sited in the African Union, Nairobi. These appear to be the most useful

entry points for further discussion on the establishment of an RBN Secretariat.





Module 3 – Session 2 Date: 3rd

Aug 2012 Duration: 6hr 45 mins

Title: Writing a project proposal included in the RBN Strategic Plan

Objectives:

Leave the training venue with at least one completed project proposal to be presented to


Have a better understanding of the core structure of a project proposal and how to write

one.

Gained experience in writing a proposal.



Development Develop structure of proposal

Develop structure of proposal

Write the proposal

Information

sheets,

Plenary

Q&A,

Trainee

review &

analyses

6h 15 min



Evaluation: Q & A


Opening Session p.1

Trainer Trainee

Introduction (15 min) Seek consensus on writing one proposal on

setting up the RBN office and Secretariat.

Overview and discussion on procedure for

writing proposal.

Receive overview and proposed logistical

procedure for running the day and making

proposals by members. Discuss and give

consensus decision on suggested method.

Q&A


Develop structure of proposal

In plenary, plan the structure of the proposal

in terms of headings – refer to Session1

Information Sheet 1 (20 min).

Review Session 1 Information Sheet 1 and

use it to agree on section heading appropriate

for the selected proposal.

Q&A

Develop broad content of proposal:

In plenary, plan the overall content of the

proposal by using bullet points under each

Q&A; analyse section headings and suggest

bullet points for each section in the proposal.

Q&A



heading (60 min).

Write the proposal:

Split into 3 groups of 3 persons, with 1

person from each country and write one

section each of the proposal. Once

completed, write the next section of the

proposal until proposal is completed.

Facilitate each group during the day in

completing the proposal.

Note – writing will be by pen except for one

group where a personal laptop may be

available. It will therefore need to be typed as

each section is finished. (4 h 55 min).

Split into 3 groups of 3 persons, with 1

person from each country and write one

section each of the proposal. Select a leader

author – agree broad narrative and begin

writing. Once finished, select another section

and repeat process.

Q&A

Conclusion (15 min)





discussed

Q&A

7.3.3 Training Aids









ANNEX 15 EVALUATION OF RBN TRAINING

SUMMARY EVALUATION FORM 3

Training Title: Training the Regional Beach Management Unit (RBN) in East Africa

Place: WIFIP Headquarters, Kisumu, KENYA

Date and duration: 30th

July – 4th

August (6 days)

Reference project number: EA-4.1-B18

Evaluation criteria V.

Good

(%)

Good

(%)

Fair

(%)

Poor

(%)

Overall course evaluation 33 67

Definition of the course objectives 89 11

Clarity of the lectures / presentations 100

Balance presentations / discussions 38 62 Facilitation by the trainer (Dr James Scullion) 89 11

Interest generated by the sessions 33 56 11

Applicability of subject matter for your work 56 44

Have your expectations been met? 45 55

Duration of the workshop 56 33 11

General organization (enrolment, conf. room, etc.) 23 55 22

Facilities at the training centre (rooms, food, conf. room etc.) 50 50

Specific sessions evaluation

Day1 Module 1 Session 1 Strategic Planning Introduction – vision,

mission

45 55

Module 1 Session 2 Strategic Plan: Result 1 – Financing RBN;

Office & Secretariat etc.

45 55

Day 2 Module 1 Session 3 Strategic Plan: Result 3 – RBN Effective

in Fisheries Co-management

55 45

Module 1 Session 4 Strategic Plan: Result 2 – Effective

Communication & Promotion

55 45

Module 1 Session 5 Strategic Plan: Result 4 – Effective

Advocacy –Introduction

45 55

Module 1 Session 6 Strategic Plan: Result 5 – Business

Development Improved

75 25

Day 3 Module 1 Session 7 Strategic Plan Logframe – OVIs;

verification sources; assumptions

78 22

Module 2 Session 1 Advocacy: Introduction 78 22

Day 4 Module 2 Session 1 Advocacy: Prioritisation of Advocacy

Issues (incorporate into Plan)

67 33

Module 3 Session 1 Project Proposal Writing: Introduction 55 45

Day 5 Module 3 Session 1 Project Proposal Writing:

Writing a proposal from RBN Strategic Plan

33 67



Comments and Suggestions for improvement on training course by RBN members:

There were detailed comments from 5 of the 9 RBN members with 2 evaluation forms having

no additional comments – possibly the Tanzanian members since the form was in English. An

interpreter helped in translation for completing the form for those who needed it.

The comments were all fairly general and highly complimentary about the trainer. The only

suggestion was that they should have more training like this course. They appreciated the

pace taken and personal attention given by the trainer. One trainee noted that they were given

a chance twice during training to put their advocacy into practice – once when the TV and

press arrived and again when they met the team from the Nile perch Traders Network of

Kenya.

One participant praised the efforts of WIFIP and the interpreter for making the course run

smoothly.



ANNEX 16 PHOTOGRAPHS OF RBN TRAINING

RBN: 9 members wearing RBN T-shirts

RBN logo RBN slogan

Certificate awards by Provincial Director of Fisheries, Michael Obadha, to RBN some members

RBN members during training course

All photographs taken at WIFIP offices, Kisumu, Kenya by Dr Jim Scullion on 4

th August 2012



ANNEX 17 RBN STRATEGIC PLAN



LAKE VICTORIA REGIONAL BEACH

MANAGEMENT UNIT NETWORK

THREE-YEAR STRATEGIC PLAN

JULY 2012 – JUNE 2015



TABLE OF CONTENTS

1. INTRODUCTION ............................................................................................................................. 158

2. THE STRUCTURE OF THE RBN ................................................................................................... 158

3. PROCESS FOR MAKING THE RBN STRATEGIC PLAN ........................................................... 160

4. PLANNING LINKAGES BETWEEN BMU NETWORKS ............................................................. 160

5. RBN VISION AND MISSION STATEMENTS ............................................................................... 160

6. STRUCTURE OF THE PLAN ......................................................................................................... 161

6.1 GOAL OF STRATEGIC PLAN .......................................................................................................................... 161 6.2 PURPOSE OF STRATEGIC PLAN ...................................................................................................................... 161 6.3 RESULTS OF STRATEGIC PLAN ....................................................................................................................... 162 6.4 ACTIVITIES OF STRATEGIC PLAN .................................................................................................................... 166

7. THE BUDGETED STRATEGIC PLAN .......................................................................................... 168

8. MONITORING PLAN ...................................................................................................................... 175



1. INTRODUCTION

Community Beach Management Units (BMUs) were established throughout Lake Victoria as

the fundamental basis of adopting a fisheries co-management approach in which legally

recognised BMUs work in close partnership with government and the private industrial fish

processors and exporters. Unrealistically high expectations continue to be placed on BMUs to

resolve the century-old problem of non-compliance to fisheries regulations. BMUs acting

alone can do little to tackle lake-wide challenges. To do this they need to be linked to one

another. This was achieved through the formation of BMU Networks. These are associations

of BMUs established at levels coinciding with levels of government which have planning,

decision-making and budgeting authority. The Regional BMU Network is the apex body of

all lower the BMU Networks and 1,069 BMUs on the lake with a membership of over

215,000 people working in fisheries.

The RBN came into existence at its inauguration in February 2010 in Jinja, Uganda. Since

then, it has struggled to mobilise and become operational. Key challenges face its growth and

development, the most crucial of which is financing RBN activities. A second is the urgent

need to raise the RBN profile and image nationally and internally within Africa and beyond.

A third is the need to demonstrate to its BMU members at fish landing sites that the RBN is

capable of delivering effective services that bring benefits to them. The RBN 3-year Strategic

Plan, 2012 – 2015 is an important step along the path to meeting these challenges and

enabling the RBN to be recognized as ―the Champion of all BMUs on Lake Victoria‖. It aims

to do this by uniting BMUs across borders and by providing a single voice to articulate the

interests and concerns of grassroots fisheries communities around the lake. The RBN will

stand up and lobby forcefully wherever and whenever the need arises in the interests of its

members.

2. THE STRUCTURE OF THE RBN

The structure and functions of the RBN are founded upon a pyramidal system of lower BMU

Networks and the BMUs themselves (Figure 1). The 1,069 BMUs on the lake organised

themselves into higher level networks set up to coincide with different levels of government

planning and budgeting with the aim of integrating their plans into the broader government

development plans at each level of administration. The level immediately above the BMUs

varies between countries. In Tanzania, it is Village BMU Network (VBN) where there is

more than one BMU in Village. In 2007, 68 Village BMU Networks were formed, 32 in

Mwanza, 23 in Kagera and 13 in Mara Regions This level is not present in the Networks of

Kenya and Uganda.

The next administrative level up in Tanzania is the Ward which is broadly equivalent to the

Location in Kenya, and the Parish in Uganda. In 2007, 129 Ward BMU Networks (WBN)

were formed in Tanzania, with 64 in Mwanza, 38 in Mara and 27 in Kagera Regions. In

Kenya, 71 Location BMU Networks (LBN) were formed whilst in Uganda, Networks were

formed at the level above Parish which is Sub-county and 44 Sub-county BMU Networks

(SBN) were formed. In Kenya, networks were also formed at the next level above Location,

called the Division. Here, 25 Division BMU Networks (DivBN) were formed. At District

level, 8 District BMU Networks (DBN) were formed in Kenya, 12 in Tanzania and 11 in

Uganda. One National BMU Network (NBN) was formed in each Partner State.



Figure 2 BMU Networks on Lake Victoria

Source: RBN Operating Procedures, February 2010

Three representatives of the National BMU Networks from each Partner State are nominated

to the regional level to serve as members of the RBN. At the first meeting of the RBN held in

February 2010, the members elected a chairperson, assistant–chairperson, secretary and

treasurer. 30% of the members of the RBN are women.



3. PROCESS FOR MAKING THE RBN STRATEGIC PLAN

In 2011, the three NBN chairmen received training in institutional and organizational

development in their capacity as members of the RBN. The technical training support was

provided as part of the EU ACP FISH II programme coordinated through its Regional

Facilitation Unit in Kampala, Uganda. Follow-on training needs were identified by the RBN

for all its 9 members. One of these included strategic planning and how to make a 3-5 year

strategic plan. As a result, in July-August 2012, a further 5-day technical training support was

provided by the same programme to the 9 RBN members on this topic. This first RBN

Strategic Plan, July 2012 – June 2015 was prepared during training.

4. PLANNING LINKAGES BETWEEN BMU NETWORKS

The RBN Strategic Plan operates under wider plans such as the national strategic plans of

each Partner State and national fisheries sector plans. On Lake Victoria, there is the Fisheries

Management Plan, 2009 – 2014 (FMP2) which is designed to guide overall direction,

activities, investments and allocation of resources directed at fisheries on the lake. In order to

effectively implement the RBN Strategic Plan, there must be strong linkage and cohesion

between action plans at lower levels of BMU Networks down to individual grassroots BMU

plans. The RBN has a crucial role to play in ensuring close linkage between 3-year regional

strategic plan and the national, (County), district and sub-district annual actions plans of

BMU Networks. The 9 RBN members are unique in being the only individuals on Lake

Victoria who serve as members of all BMU planning committees (Networks) from the beach

to international level. The major benefit of completing a Training of Trainers (TOT) course is

that the RBN members then become trainers for 33 members in the 3 NBNS who in turn

become trainers for lower Networks. In this way, capacity building in planning cascades

downwards through the pyramidal structures to ultimately reach people in BMUs. This is

essential for the implementation of linked BMU Network plans.

The RBN budgeted strategic plan provides the umbrella framework for all lower level

budgeted annual action plans. A series of meetings of BMU Networks at each administrative

level will be held to develop their own work plans and operating costs, led by the National

BMU Network followed by the (County in Kenya), district and sub-district Networks.

5. RBN VISION AND MISSION STATEMENTS

The RBN developed its Vision and Mission Statements in Kisumu, Kenya in July 2012, as

part of training support provided by the EU ACP FISH II programme.

Vision Statement

Thriving East African fisheries bringing social and economic benefits to all members of


with industrial fisheries enterprises and government.

Mission Statement

The Regional Beach Management Unit Network is an international association that serves the

interests of a quarter of a million members on Lake Victoria by acting as their united voice,

fighting for their rights, lobbying for their livelihood and business interests based on well co-

managed fisheries.



6. STRUCTURE OF THE PLAN

The format and terminology used for strategic planning varies between organisations and

donor agencies. In developing the RBN plan, the following headings for different planning

levels were adopted by members:

Goal:

The RBN contributes to achieving this but is not accountable for its delivery on its own – its

achievement is dependent on the activities other external programmes.

Purpose:

The RBN is accountable for delivery of the Purpose of the Plan and its performance is

evaluated against successful delivery of the Purpose.

Results:

These are also called Outputs or Objectives. They are the key sub-aims of the Plan and all

need to be achieved in order to achieve the Purpose. In the RBN Strategic Plan, there are five

Results numbered 1 to 5.

Activity Areas:

Activity areas are groups of related activities. Successful implementation of all activity areas

is needed to achieve each Result. Activity areas are numbered according to the respective

Result number e.g. 1.1, 1.2, 1.3 etc.

Activities:

These are the actions needed to achieve each Activity Area and are numbered according to

the number of the respective Activity Area e.g. 1.1.1, 1.1.2, 1.1.3 etc. Often, Strategic Plans

stop at the level of Activity Area but the RBN decided to plan down to the next level i.e.

activities to facilitate linkage of the plan to Annual Action Plans of lower level BMU

Networks.

6.1 Goal of Strategic Plan

The Goal is:

“To contribute to the fisheries sector’s role in sustainable economic growth, poverty

reduction and improved livelihoods in Kenya, Tanzania and Uganda”.

6.2 Purpose of Strategic Plan

The Purpose is:

“to co-ordinate, represent and strengthen the livelihood and business interests and actions

of BMU members and their Networks in the sustainable production, processing and

marketing of high quality fish products from well co-managed fisheries compliant with

national and international standards and laws”.



6.3 Results of Strategic Plan

The Results from the activities carried out over a three year period covered by this plan are as

follows:

Result 1: Effective RBN Financing & Operations

Result 2: Effective Communication & Promotional Systems

Result 3: RBN Effective in Fisheries Co-Management

Result 4: Effective RBN Advocacy

Result 5: Business Development Improved

All Results need to be achieved in order to achieve the Purpose of the Plan. The key

components of each Result are summarised below.

Result 1: Effective RBN Financing & Operations

This Result is concerned with overcoming the greatest bottleneck currently facing the BMU –

the issue of sustainable financing. The RBN Operating Procedures are clear on this issue: the

RBN ultimately will be self-financed by its very many members (over 215,000) contributing

a little each for its operations.

To achieve this is a major challenge, especially when the RBN is geographically far-removed

from most landing sites. It is also a challenge to convince the average BMU member that the

RBN is bringing benefits back to him/her that are worth paying for.

There is a vicious circle here, where without funds to operate, the RBN is struggling to

deliver services to its quarter of a million BMU members at landing sites – consequently, the

BMUs are reluctant to pay for the RBN activities or even those of the nearer National BMU

Network.

To escape this strangle-hold on progress, a second option is required. This is an option which

again is outlined clearly in the RBN Operating Procedures – that is to seek temporary support

from partners in development. To achieve this requires improving the skills of RBN members

in designing and writing project proposals. This is a gap identified by the RBN in 2011 that

needed training support. The latter was delivered alongside planning training for all RBN

members in August 2012.

This Result is also concerned with setting up a permanent Secretariat of the RBN to enable

this international organization to operate efficiently and in a well-coordinated manner to

effectively implement its Strategic Plan. To achieve this aim, a RBN Secretariat needs to be

provided with a furnished and well-equipped office and complement of two staff members to

begin operations. Donor support is needed to establish this regional headquarters and support

the running costs in its first two years of operation whilst a more sustainable system of self-

financing is set up.

The Secretariat staff will require strengthening of skills in key areas to ensure smooth

delivery of Strategic Plan outputs. These include training in financial



management/accounting, work planning, monitoring, production of progress and planning

reports and project formulation up to the point of submission of proposals for investment by

development partners.

The legal basis of the RBN remains unclear and appears weak. It is essential to have clear

legal identity and so under this Result, technical assistance will be sought by hiring a legal

expert to draft a private members bill of the East African Legislative Assembly (EALA)

giving legal identity to a Regional BMU Network as an EAC institution under which will be

sited the RBN, other international BMU Networks and National BMU Networks in each of

the Partner States. This is an aim in consonance with the growing interest in setting up an

inter-governmental East African fisheries administration covering both inland and marine

waters.

Also included in this Result is the holding of regular RBN progress and planning meetings, at

least twice per year and the mentoring by RBN trained members of lower Networks such as

the NBNs and DBNs and the newly emerging County BMU Networks in Kenya (CBNs).

Result 2: Effective Communication & Promotional Systems.

The RBN needs to raise its profile and improve its public image at national and international

levels. It needs to well-known around the lake and beyond its shores. This involves the RBN

members becoming more pro-active to engage in meaningful but low-cost activities. To do

this they need to rely on email communication wherever possible, even in the more remote

areas around the lake. The planned activities include producing different forms of

information and promotional materials at regular intervals.

One of the immediate outputs will be a simple regional email newsletter to publicise to

members and other stakeholders the latest news and current activities of the BMU Network.

It involves training in information packaging and dissemination using a variety of media

forms and channels but with special focus on developing a regional website for which

external support is needed. International networking by participation in meetings,

conferences, exhibitions and shows is an extremely important function of the RBN in order to

raise its profile and influence inside and outside Africa. Another way of doing this is by

applying for membership of international and global fisheries NGOs that serve as a voice for

small-scale fisheries around the world.

The RBN needs to know exactly who it is. It will therefore collate the details of all its BMUs

and BMU Networks. This type of data collection from grassroots to RBN is a challenge and

members see that technological developments in mobile telephony offers a potential solution

to information transfer within the BMU Network system. This will be explored as part of

activities in Result 2.

Result 3: RBN Effective In Fisheries Co-Management.

This Result concerns the greatest challenges facing commercial fisheries in the region, those

of overfishing, illegal fishing and illegal fish trading. The main focus of effort must be

directed towards addressing the very serious immediate threats to the Nile perch stock.

Extremely urgent action is required from the three national Competent Authorities to ensure

the eradication of illegal trade in undersized Nile perch to domestic and regional markets,

especially in the Democratic Republic of Congo. There is clear evidence that a sense of



urgency is lacking in governments. The complete failure to fund and start the much-lauded

―Operation Save Nile Perch‖ (OSNP) announced at the Emergency Meeting of the LVFO

Council of Ministers in November 2009 is a prime example of government inertia to meet

challenges of the day.

The private sector must therefore act quickly to increase pressure on governments to take

necessary and strong actions. For its part, the RBN has planned to implement a series of

significant actions over the next 3 years. The first action area is to reintroduce harmonisation

of fisheries policies, laws, guidelines and plans. There have been worrying signs, especially

in the last 2 years, of individual countries going their own way without consulting and

harmonizing with their Partner States before making policies, guidelines and laws affecting

Lake Victoria fisheries. The RBN will gather fisheries management, environmental and

related priority concerns of their members from grassroots BMUs and bring them to regional

level for promotion, support and action.

It is crucial that LVFO convenes statutory meetings of its two regional technical advisory

committees, the Fisheries Management Committee (FMC) and the Scientific Committee

twice per year to enable co-management to operate efficiently and effectively on Lake

Victoria. The last meetings were held in March 2010 but not in 2011. The next meetings are

due towards the end of 2012. The RBN will lobby its government partners to hold meetings

regularly so that the voice of communities can heard and transmitted to the Ministers

meetings. The RBN will also actively participate in other relevant international technical

fisheries meetings to voice the concerns and interests of their members.

The RBN will review, harmonize, promote and coordinate actions to reduce illegal fishing

and fish trade. It has selected two issues for attention this year – the eradication of the illegal

beach seine and the eradication of illegal monofilament nets. The RBN has included

indicators in the logframe of its strategic plan monitoring progress in getting rid of these two

gears from Lake Victoria.

The satisfactory performance of BMUs in adhering to fisheries regulations is vital to

successful fisheries management. There is a harmonized method for evaluating the

performance of individual BMUs set out in the regional BMU Guidelines for Lake Victoria.

The monitoring framework was implemented once in 2007 under the IFMP project but not

since then. Governments are supposed to support and implement monitoring every year but

have not been able to do so. The RBN will therefore design its own system for self-

monitoring BMU co-management performance and co-ordinate its implementation by BMU

Networks.

Result 4: Effective RBN Advocacy.

This Result deals with advocacy strategies and skills. It encompasses a wide range of issues

whose nature will change as developments emerge and fade in importance. Advocacy is an

integral part of business operations and development, and often operates in subtle and

complex ways. This is a key area of activity for RBN members and undoubtedly is a core

function of the RBN. To guide the process, training in advocacy for RBN members is

included in the plan and has already been implemented with support from the EU ACP FISH

II programme in 2012. Further support will be needed in this area. A strategy has been

developed by the RBN, the results of which are incorporated in the plan as prioritised



advocacy issues requiring immediate attention and setting out ways in which they will be

addressed. Three key issues for action in 2012 are:

A) The urgent need for national legislation explicitly recognising the BMU Networks

at all levels. Without this legal footing, the Networks remain vulnerable and their

credibility is open to question to those who may oppose the aims of the Strategic Plan.

B) The urgent need for increased price transparency at all points along the Nile perch

market chain from fishing boat to final foreign markets. If all stakeholders had

knowledge of the fish pricing system from the lake to supermarkets in Europe there

would be less conflict when sudden price changes arise in global markets leading to

reduced prices for the producer fishermen.

C) The urgent need to eradicate the tendering of fisheries tax collection in Tanzania

and Uganda which exploits fisheries businesses and their labour force by over-taxing

by private tenderers for their own massive profit. The RBN will lobby forcefully for

this system to be replaced by the introduction of the Landing Site User Fee (LSUF).

In Uganda, the LSUF was part of the Fisheries Bill since 2004 but the Bill has still not

reached Parliament – 8 years later. The RBN will pressurise for this to be done. In

Tanzania, the idea of the LSUF has not been raised or debated. The RBN will support

a process to do this.

From the list of three priority advocacy issues, it is clear that two (A and B) are designed to

bring direct benefits to individual fishermen and women in BMUs. Such delivery of service

by the RBN to its members is vital. It is also needed as a way of convincing BMU members

that the RBN is worth paying for by them.

The establishment of the RBN opens up new pathways for BMUs to engage at international

level and their geo-political significance is likely to expand rapidly as a result of this

engagement, including the RBN taking up the role as a ―champion‖ of BMUs on Lake

Victoria.

Result 5: Business Development Improved.

This result is concerned with revealing the significance of fisheries in terms of Small and

Medium Enterprises (SMEs) of business and in taking a business development approach to

fisheries. This is an innovative approach, rarely taken seriously in the past. Consequently, the

small-scale fisheries sector has been seriously neglected by government and development

partner business development service programmes.

The Result has 3 components; the first involves the RBN is gathering much-needed baseline

on the number of small and medium sized fisheries businesses and their labour force

operating at all the fish landing sites on the lake. It will do this by a simple questionnaire sent

for filling by all BMU Chairpersons. Once data are gathered and analysed, results will be

published and disseminated in the RBN Newsletter and Information Sheets as starting points.

The second component involves the improvement of business development skills through

training by business experts who have undergone an induction course on fisheries. They will

then provide training for BMUs and BMU Networks in business development and operation.

A set of selected Business Analysts will examine fisheries businesses in each country and



provide expert advice on how to improve business efficiency and profits. The experts will

return to the same businesses after some months to assess uptake and impacts of the business

advice. The results will be reviewed and disseminated in a final stakeholder meeting.

The third component is phase to start later and involves the promotion of favourable business

environment for SMEs and increased transparency and access to fish prices at all levels in

market chains. It will also explore and exploit new business opportunities at all points along

the value chain for members.

6.4 Activities of Strategic Plan

Activities under Result 1: Effective Financing & Operations


1.1.1 Develop self-financing procedures

1.1.2 Gain consensus of BMUs for procedures & rates of pay

1.1.3 Set up RBN financial management procedures

1.1.4 Open RBN bank account

1.1.5 Annual external audit of RBN accts


1.2.1 Develop regional project proposals & submit to donors

1.2.2 Find possible donors & submit proposals

1.3 RBN meetings

1.3.1 Training for RBN members in planning, project design &advocacy

1.3.2 Hold two progress & planning meetings a year.

1.3.3 Support NBNs, CBNs & DBNs in making budgeted plans


1.4.1 Office location agreed, equipped & opened

1.4.2 Office operations


1.5.1 Job descriptions made, job adverts published

1.5.2 Candidates interviewed, recruited

1.5.3 Staff salaries

1.5.4 Staff allowances

1.5.5 Operating Procedures for Secretariat

1.5.6 Training in financial management for RBN members & Secretariat

1.5.7 Develop project proposal & hire firm for training Secretariat in planning,

monitoring, progress reporting & making project proposals

Activities under Result 2: Effective Communication & Promotional Systems

2.1 Promotional & Information materials

2.1.1 RBN electronic Newsletter

2.1.2 Brochures, information sheets

2.1.3 Press articles

2.1.4 Radio & TV



2.1.5 Social electronic networking e.g. U-tube, Facebook etc.


2.2.1 Develop TOR, hire TA

2.2.2 Website development & training Secretariat


2.3.1 Present RBN at international shows & exhibitions.


2.4.1 Gain membership of international NGOs

2.5 Information flows within BMU Networks & partners

2.5.1 Compile & transmit membership details of all BMU Networks.

2.5.2 Compile & transmit details of meetings of lower BMU Networks.

2.5.3 Transmit minutes of RBN meetings, plans etc.

2.6 Mobile telephony for information systems

2.6.1 Identify uses of telephony for RBN activities

2.6.2 Set up mobile telephony pilot initiative

Activities under Result 3: RBN Effective In Fisheries Co-Management

3.1 Contribute to the development, review and co-ordination of implementation of


3.1.1 Compile regional fisheries management priorities of BMUs and propose actions.

3.1.2 Participate as a member of the LVFO regional technical advisory committees to


3.1.3 Participate in international technical fisheries meetings.

3.1.4 Review and harmonize actions to reduce illegal fishing and fish trade.

3.2 Self-monitoring of BMU co-management performance

3.2.1 Design an annual self-monitoring & evaluation system.

3.2.2 Compile, analyse & transmit results of annual BMU self-monitoring &

evaluation.

Activities under Result 4: Effective RBN Advocacy


4.1.1 Training of RBN in making advocacy strategy

4.1.2 Develop a RBN advocacy strategy

4.1.3 RBN members guide their own NBNs, CBNs & DBNs in prioritising advocacy

issues


4.2.1 National legislation recognising the BMU Networks at all levels.

4.2.2 Price transparency at all points along the Nile perch market chain from fishing

boat to final foreign markets.

4.2.2 Eradication of the tendering of fisheries tax collection in Tanzania and Uganda.



Activities under Result 5: Business Development Improved

5.1 Improve information on fisheries businesses

5.1.1 Design self-recording system of fisheries business enterprises & labour force.

5.1.2 Coordinate implementation of self-recording of numbers and types of fisheries



5.2.1 Design project for business development training.

5.2.2 Training of BMU Networks in business development.

5.2.3 Fisheries businesses in BMUs analysed & improved by BDS specialists.


5.3.1 Promote favourable business environment for SMEs & increased transparency

and access to fish prices at all levels in market chains.

5.3.2 Explore and exploit new business opportunities at all points along the value

chain for members.

7. THE BUDGETED STRATEGIC PLAN



Table 1 Lake Victoria Regional Beach Management Unit Network Budgeted Strategic Plan, July 2012 –June 2015

Ref No Activities Details Annual Costs ($) Self-

Fundin

g by

RBN

Donor

Fundin

g

Needed

Total

Cost

($)

Priority

1 =

highest 2012-

2013

2013-

2014

2014-

2015


OPERATIONS


1.1.1 Develop self-financing procedures 1 RBN 2-day meeting to

agree & make Info Sheet

for BMUs

1,800 1,800 0 1,800 1

1.1.2 Gain consensus of BMUs for procedures &

rates of pay

DBN print Info Sheets for

BMUs

0 1



audit/year

500 500 500 300 1,200 1,500 2


1.2.1 Develop regional project proposals &

submit to donors

Do in FISH II training July

2012 & later RBN meetings

0 1

1.2.2 Find possible donors & submit proposals RBN allowances for donor

meetings

600 400 300 1,300 0 1,300 1

1.3 RBN planning meetings 0

1.3.1 Training for RBN members in planning,

project design &advocacy

EU ACP FISH II

programme support (grant

aid)

45,000 45,000 45,000 1

1.3.2 Hold two progress & planning meetings a

year address key issues e.g. Network

registration & certificates, legal identity of

Networks; review Operating Procedures;

harmonise functions (Kenya differ in 2012)

2 RBN 2-day meetings –

allowances

1,800 1,800 3,6000 0 3,600 1



1.3.3 Support NBNs, CBNs and DBNs in making

budgeted plans


NBN, CBN & DBN

meetings: lower networks

fund own meetings

0 1

1.4 RBN office established 0

1.4.1 Office location agreed, equipped & opened Rent, services & equipment 8,000 1,000

1,000 10,000 10,000 1

1.4.2 Office operations Stationary, consumables 3,000 3,500 4,000 2,100 8,400 10,500 1

1.5 RBN Secretariat established 0

1.5.1 Job descriptions made, job adverts

published

Adverts in 3 national press 1,000 200 800 1,000

1

1.5.2 Candidates interviewed, recruited 1 day meeting of RBN for

interviews

2,000 400 1,600 2,000 1

1.5.3 Staff salaries 2 staff members 36,000 37,000 38,000 22,200 88,800 111,000 1

1.5.4 Staff allowances Travel & subsistence 2,000 5,000 6,000 2,600 10,400 13,000 1

1.5.5 Operating Procedures developed for

Secretariat


1.1.1

0 1


training in financial management for RBN

& its Secretariat



training Secretariat in planning, monitoring,

progress reporting & making project

proposals


1.6 Legal identity of RBN attained

1.6.1 Develop a proposal for technical support to

make an EALA private members bill to

recognise a regional BMU network as an

EAC institution

In-house task with RBN

meetings funded in 1.3.2

0 1

1.6.2 Find possible donors & submit proposals Cost of local lawyer 10,000 10,000 10,000 1

1.6.3 Collaborate with legal expert to assist

drafting the bill

3 Meetings with expert by 3

RBN members

1,800 1,800 1,800 1



2 EFFECTIVE COMMUNICATION &

PROMOTIONAL SYSTEMS

2.1 Promotion & Information materials

2.1.1 RBN electronic Newsletter produced RBN produce Newsletter

emailed to Networks &

printed by DBNs for each

BMU

0 1

2.1.2 Brochures, information sheets Design & print costs 1,000 1,000 1,000 600 2,400 3,000 1

2.1.3 Press articles Press allowances 300 300 300 180 720 900 1

2.1.4 Radio & TV Make headlines without

costs

300 300 300 180 720 900 1

2.1.5 Electronic social networking e.g. Utube,

Facebook etc.

0 3


2.2.1 Develop project proposal/TOR, identify

website developers, hire firm

Project proposal made at

RBN training 2012

0 1

2.2.2 Website development & training Secretariat RBN website design costs

& annual charges

10,000 1,000 1,000 2,400 9,600 12,000 1


2.3.1 Promote RBN at international meetings,

shows & exhibitions.

Allowances & travel costs,

promotional materials

500 800 1,000 460 1,840 2,300 2

2.4 Expansion of international networks

2.4.1 Gain membership of international NGOs Membership fees 250 350 400 1,000 0 1,000 1

2.5 Information flow between BMU

Networks & partners

2.5.1 Compile & transmit membership details of

all BMU Networks.

Typing registers in 1st year


thereafter

50 0 0 50 0 50 1

2.5.2 Compile & transmit details of meetings of

lower BMU Networks.

Typing work in 1st year


thereafter

50 0 0 50 0 50 1



2.5.3 Transmit minutes of RBN meetings, plans

etc.



thereafter

100 0 0 100 0 100 2

2.6 Mobile telephony for information

systems

2.6.1 Identify uses of telephony for RBN

activities

Design TOR, hire

consultant

0 7,000 0 1,400 5,600 7,000 3

2.6.2 Set up mobile telephony pilot initiatives Various implementation

costs

0 5,000 10,000 3,000 12,000 15,000 3

3 RBN EFFECTIVE IN FISHERIES CO-

MANAGEMENT

3.1 Co-ordinated & harmonized regional

fisheries policies, legislation guidelines

and plans

3.1.1 Compile regional fisheries management

priorities of BMUs and propose actions.


1.3.2; airtime; travel

2,000 2,000 2,000 6,000 0 6,000 1

3.1.2 Participate as a member of the LVFO

regional technical advisory committees to


Allowances & travel costs

for 1 RBN member

twice/year

200 200 200 600 0 600 1

3.1.3 Participate in international technical

fisheries meetings.


for RBN members

twice/year

400 500 600 300 1,200 1,500 2

3.1.4 Review and harmonize actions to reduce

illegal fishing and fish trade.


for RBN members action

plans

300 400 500 240 960 1,200 1

3.2 Self-monitoring of BMU co-management

performance

3.2.1 Design and agree an annual self-monitoring

& evaluation system.


1.3.2; other Networks bear

own costs

0 1

3.2.2 Compile, analyse & transmit results of

annual BMU self-monitoring & evaluation.



thereafter

100 0 0 100 0 100 2

4 EFFECTIVE RBN ADVOCACY





strategy

Funded in 1.3.1 0 1

4.1.2 Develop a RBN advocacy strategy Funded in 1.3.1 0 1

4.1.3 RBN members guide their own NBNs,

CBNs & DBNs in prioritising advocacy

issues


NBN, CBN & DBN

meetings: lower networks

fund own meetings

0 1

4.2 Prioritised advocacy issues

4.2.1 National legislation recognising the BMU

Networks at all levels.

Meetings in each country

with gov, industry, BMUs;

press & TV meetings ($100

per meeting)

1,500 0 0 1,500 1,500 1

4.2.2 Price transparency at all points along the

Nile perch market chain from fishing boat

to final foreign markets.

Meetings with gov;

Network meetings;

publicity materials ($500

per country)

1,500 0 0 1,500 1,500 1

4.2.3 Eradication of the tendering of fisheries tax

collection in Tanzania and Uganda.

Meetings with gov;

Network meetings;

publicity materials ($500

per country)

1,500 1,000 0 2,500 2,500 1

5 BUSINESS DEVELOPMENT

IMPROVED

5.1 Improve information on fisheries

businesses

5.1.1 Design self-recording system of fisheries


Funded in 1.3.2 0 1

5.1.2 Coordinate implementation of self-

recording of numbers and types of fisheries



NBN, CBN & DBN

meetings: NBN, CBN &

DBN fund own meetings

0 2


5.2.1 Design project for business development Funded in 1.3.1 0 3



training.

5.2.2 Training of BMU Networks and BMUs in

business development.

Training services hired 0 70,000 70,000 0 140,000 140,000 3

5.2.3 Fisheries businesses in BMUs analysed &

improved by BDS specialists.

BDS services hired 0 30,000 30,000 0 60,000 60,000 3


5.3.1 Promote favourable business environment

for SMEs & increased transparency and

access to fish prices at all levels in market

chains.


costs

1,000 2,000 3,000 1,200 4,800 6,000 2

5.3.2 Explore and exploit new business

opportunities at all points in the value chain

for members.


costs

1,000 2,000 3,000 1,200 4,800 6,000 2

TOTAL 151,775 173,075 174,925 64,355 435,420 499,775



8. MONITORING PLAN

The approach adopted for monitoring the RBN Strategic Plan is based on a Logical

Framework (logframe). The logical framework of this programme is presented in Table 2.

The logframe provides a summary of the overall programme design and a framework for

project planning and monitoring. A simple method was adopted using logical framework

indicators in a semi-quantitative manner to provide a tool for continuous monitoring of

progress and impacts. The method has been successfully tried and tested for four years under

the EU funded IFMP project on Lake Victoria and in an earlier 5-year Integrated Lake

Management (ILM) project in Uganda. The method involves self-scoring of progress made

on achieving each Objectively Verifiable Indicator (OVI). The scoring system has 6 levels of:

1 = completely achieved

2 = largely achieved

3 = partially achieved

4 = achieved only to very limited extent

5 = unlikely to be realised

X = too early to judge extent of achievement

The logframe contains OVIs and their Means of Verification (MOVs) which identify the

sources of information to measure and score each OVI. The logframe also identifies key risks

and assumptions in implementing each Result area of the plan. The logframe will form the

basis of all work planning undertaken as part of plan implementation. The self-scoring of

indicators should be used as part of routine review of progress and planning future activities.

Justification for any change in scoring of indicators will help provide regular detailed

monitoring of plan activities closely aligned to achieving the purpose of the Strategic Plan.



Table 2 Logical Framework of the Lake Victoria Regional Beach Management Unit Network Strategic Plan, July 2012 – June 2015

NARRATIVE OBJECTIVELY VERIFIABLE INDICATORS VERIFICATION SOURCES ASSUMPTIONS





livelihoods in Kenya,

Tanzania and Uganda

PURPOSE

Co-ordinate, represent and

strengthen the interests and

actions of BMU members

and their Networks in the

sustainable production and

marketing of high quality

fish products from well co-

managed fisheries

compliant with national and

international standards and

laws.

P1. Percentage of BMUs scoring the RBN level of

satisfactory delivery of services to members increases

each year.

P1. BMU Network Annual Action Plans developed by

70% of Networks at District and County levels by end of

June each year.

P3. Nile perch stock does not decrease during 2012 to

end of June 2015.

P4. Profitability of small fisheries businesses increase

annually.

P1. NBN & RBN Self-Monitoring

Inspection Reports; Minutes of RBN

meetings

P2. Minutes of RBN meetings

P.3 LVFO Fisheries Acoustic Survey

reports

P4. Inspection Reports; Minutes of

NBN & RBN meetings

a) International market influences

outside the region do not

undermine sustainable harvesting

of fish resources or the operation of

fisheries businesses.

b) Environmental influences do not

reduce or damage fish stocks.

RESULT 1

Effective RBN financing &

operations

1.1 At least one RBN meeting held each year is financed

by BMUs.

1.2 RBN Annual budgeted work plans developed each

year.

1.3 One RBN grant funded project proposal financed by

donors to establish RBN office by end of June 2013.

1.4 At least 1 RBN Secretariat staff recruited by end of

June 2013.





a) BMUs willing to pay for BMU

Network meetings and activities.

b) Donors willing to finance RBN

Secretariat office and staff.




RESULT 2 Effective communication &

promotional systems

2.1 At least one example of RBN promotional materials

(brochures, information sheet; posters, press article)

produced each year.

2.2 Full BMU Networks register held by RBN by end of

2012

2.3 RBN website developed by end of Dec 2013 and

updated at least at quarterly intervals.


promotional event per year.


international fisheries NGO by end of Dec 2012.


2.7 One regional telephony information system piloted

by end of June 2014.


2.2 BMU Networks Registers

2.3 RBN website



2.6 RBN Newsletter


a) BMU Network members

committed to sharing information.

b) Donors interested in supporting

development of RBN website.

RESULT 3

RBN effective in fisheries

co-management

3.1 Numbers of illegal beach seines recorded in each of 3

National Fisheries Frame Surveys in 2014 decrease from

previous levels.

3.2 Numbers of illegal monofilament nets recorded in

each of 3 National Fisheries Frame Surveys in 2014

decrease from previous levels.

3.3 RBN participates as a member in LVFO Fisheries

Management & Scientific Committees meetings held

each year from 2012 to 2015.

3.4 The % of BMUs scoring satisfactory performance

levels increases each year.


Survey Reports 2012


Survey Reports 2012


3.4 NBN & RBN Self-Monitoring

Inspection Reports

a) BMUs willing to comply with


b) There is continued commitment

by EAIFFPA members to comply

with fisheries regulations.

c) There is high level political will

and action to reduce illegal

regional & domestic fish trading &

fishing.

d) LVFO holds regional technical

advisory meetings at its statutory

interval of twice per year.




RESULT 4

Effective RBN advocacy

4.1 RBN Advocacy Strategy developed and accepted by

all members by end of 2012.

4.2 At least one key enabling regional fisheries policy or

strategy influenced by RBN each year.

4.3 Harmonisation of at least one fisheries legislation


4.4 Harmonisation of at least one guideline influenced by

RBN each year.





a) Governments committed to

participatory development of

policies, legislation and plans

b) RBN Members sufficiently

motivated to lobby persistently on

behalf of their members

RESULT 5


improved

5.1 List of all fisheries SMEs on Lake Victoria registered

by BMUs by end of June 2013.

5.2 100% of BMU Networks receive training in business

development and operation by end of June 2014.

5.3 At least 20 fisheries SMEs in each Partner State

receive expert business analysis and advice by end of

June 2014.

5.1 BMU Registers; NBN & RBN

minutes of meetings

5.2 Consultancy reports; NBN &




a) Donors interested in technically

supporting BMUs and BMU

Networks

ACTIVITIES 1.1 Set up self-financing by

BMUs


1.3 RBN meetings


1.5 RBN Secretariat

established

1.6 RBN legal identity

established

2.1 Promotional &

Information materials




2.2 RBN website

development

2.3 International meetings

& events

2.4 Expand international

networks

2.5 Information flows

within BMU Networks &

partners

2.6 Mobile telephony for

information systems

3.1 Contribute to the

development, review and

co-ordination of

implementation of

harmonized regional

fisheries plans, policies and

legislation.

3.2 Self-monitoring of

BMU co-management

performance

4.1 Development of

advocacy strategy

4.2 Prioritise advocacy

issues

5.1 Improve information on

fisheries businesses

5.2 Improve business

development skills

5.3 Improve business

development options


ANNEX 18 RBN PROJECT PROPOSAL

The Regional Beach Management Unit Network: ―Uniting BMUs Across Borders‖ Page 181

LAKE VICTORIA REGIONAL BEACH

MANAGEMENT UNIT NETWORK

PROJECT PROPOSAL

UNLEASHING THE POTENTIAL OF AN INTERNATIONAL

SMALL-SCALE FISHERIES ASSOCIATION

IN EAST AFRICA

JANUARY 2013 – DECEMBER 2014

Mr Tom Guda

Chairman

Lake Victoria Regional BMU Network

Tel: +254727371074; +254733979942

Email: [email protected]


Table of Contents

1. BACKGROUND .................................................................................................................................................. 184

2. GOAL, PURPOSE AND EXPECTED RESULTS ........................................................................................................ 188

3. PROJECT ACTIVITIES ......................................................................................................................................... 188

4. PROJECT TIMING AND DURATION .................................................................................................................... 190

5. PROJECT MANAGEMENT .................................................................................................................................. 194

6. BUDGET ............................................................................................................................................................ 195

5. PROJECT REPORTING ........................................................................................................................................ 198

7. MONITORING AND EVALUATION...................................................................................................................... 199


SUMMARY

The project will activate an international, small-scale fisheries association by bringing under the

support and guidance of its international government partner for an initial, temporary period of two

years. The project addresses three problems of high international significance using innovative

approaches implemented by the largest community fisheries association in the world operating on a

single water body. The project area is Lake Victoria, East Africa, shared by Kenya, Tanzania and

Uganda. The issues addressed are of global significance. They concern a) giving fisheries

communities a unified, influential voice in the management of resources upon which their

livelihoods depend; b) bringing a halt to the massive economic losses sustained through poor

fisheries governance, and c) bringing business development services to the multitude of small-scale

fisheries which, until this project, have been severely neglected by government and development

partner programmes. It will also forge a business development approach to fisheries resources

management. The project is undertaken through a partnership between the community-based Lake

Victoria Beach Management Unit Network and the inter-governmental Lake Victoria Fisheries

Organisation. The latter, being highly experienced in planning and implementing regional projects,

will be the lead organisation of the project. The base for the project is at the LVFO Secretariat in

Jinja, Uganda.


1. BACKGROUND

1.1 The Project Area

The project area is Lake Victoria – the second largest freshwater lake in the world covering 68, 000

km2 and shared by Kenya (6% of area) Tanzania (51%) and Uganda (43%). There are 195,000

fishermen operating 65,000 fishing boats from 1500 landing sites around the lake shore (Lake

Victoria Regional Fisheries Frame Survey, 2010). These fishermen are the small-scale producer

businesses in a sector based on hunting. They link to an even larger land-based workforce of fish

processors and traders, many of whom are women. It is not yet known precisely how many small and

medium business enterprises (SMEs) are supported by the lakes fish resources (this is on-going work

in hand), but a minimal estimate is over 100,000 of them. The mandate for management of fisheries

and fish stocks is held by the Lake Victoria Fisheries Organisation (LVFO), an international

institution of the East African Community (EAC).

1.2 Implementing Organisations

Lake Victoria Regional BMU Network

The Lake Victoria Regional BMU Network (RBN) has 215,000 members in BMUs around the lake

(IFMP, 2007), making it the largest community-based fisheries organisation in the world operating

on a single water body. It is the apex body of 1,069 Beach Management Units on Lake Victoria

(including 281 BMUs in Kenya, 433 BMUs in Tanzania, and 355 in Uganda). The RBN was

inaugurated in February 2010 in Jinja, Uganda and at that time, members adopted the RBN

Operating Procedures setting out the functions of the organisation. The organisation is registered

under the Lake Victoria Fisheries Organisation (LVFO), itself an institution of the East African

Community (EAC). The RBN members are constituted by democratic elections and nominations of

representatives from respective lower level BMU Networks in each of the 3 Partner States – Kenya,

Tanzania and Uganda. There are 9 RBN members, comprising 3 members (including the Chair,

Secretary and Treasurer) from each country. There are 275 lower Networks aligned to the different

levels of government administrations responsible for development planning and budgeting.

The RBN Vision is:

Thriving East African fisheries bringing social and economic benefits to all members of


with industrial fisheries enterprises and government.

The RBN Mission is:

The Regional Beach Management Unit Network is an international association that serves

the interests of a quarter of a million members on Lake Victoria by acting as their united

voice, fighting for their rights, lobbying for their livelihood and business interests based on

well co-managed fisheries.

The RBN has developed a detailed 3-year Strategic Plan, July 2012 – June 2015, the Purpose of

which is:

―to co-ordinate, represent and strengthen the livelihood and business interests and actions of

BMU members and their Networks in the sustainable production, processing and marketing

of high quality fish products from well co-managed fisheries compliant with national and

international standards and laws‖.


Lake Victoria Fisheries Organisation

The Lake Victoria Fisheries Organization was formed through a Convention signed in 1994 by the

East African Community Partner States of Kenya, Tanzania and Uganda as a result of the need to

manage fisheries resources of Lake Victoria in a coordinated manner. The Organisation is an

institution of the EAC whose aim is to harmonise, develop and adopt conservation and management

measures for the sustainable utilisation of living resources of Lake Victoria to optimise socio-

economic benefits from the basin for the three Partner States. The LFVO has a large new

headquarters in Jinja, Uganda which houses its Secretariat. It has managed and implemented several

regional projects including the EU-funded Implementation of a Fisheries Management Plan project

(IFMP) with a budget of €29.9 million. It has an experienced Executive and finance unit as well as

various technical officers.

1.3 Problem Statement

The problems addressed by this project are three-fold and all of very high regional significance:

a) The 1,069 BMUs on the lake are far from being united. There is little national and even less

regional coordination of their concerns, interest and actions. The BMU Networks are young

and fragile and not working efficiently or effectively especially at the higher national and

regional levels. The potential power of having a unified voice and spokesperson via the RBN

to represent the interests of nearly quarter of a million members has not yet been attained and

the RBN is struggling to establish itself as an apex body because of a bottleneck in financing

its activities. Unless there is a dramatic improvement in the governance of lake resources by

bringing the best in the private sector to the forefront of management via an efficient RBN

Secretariat, then the prognosis for successfully addressing all other problems remains bleak.

b) There is massive economic loss from lake fisheries due illegal and damaging fishing and fish

trading practices as well as over-fishing on some key commercial stocks such as Nile perch

and Nile tilapia (LVFO FMP2, 2008). A recent World Bank study on global fisheries,

―Sunken Billions‖ 2009, estimated that $50 billion are lost every year because of poor

governance systems that allow widespread Illegal Unreported and Unregulated (IUU) fishing

to continue with impunity. One of its supporting case studies done on Lake Victoria (Warui,

2008) revealed an annual economic loss of $165 million from the Nile perch fishery alone

due to stock decline caused by IUU fishing. This is a loss of $1.6 billion in the last decade

alone – the figures are staggering and shocking.

c) There is almost total lack of recognition in each of the 3 countries of small-scale fisheries

being the foundation of hundreds of thousands of small and medium business enterprises

(SMEs). Consequently, very little support is given to this sector by government or

development partner business development programmes. The problem also emanates from

within the sector itself, with little attention paid by fisheries stakeholders to the economic and

business aspects of their livelihood strategies. Many of them do not see themselves as

business operators, and consequently are missing opportunities to improve their livelihoods

through increased business efficiencies and development.

1.4 Project Rationale and Beneficiaries

The RBN is aiming to address these three core problems through the implementation of its Strategic

Plan 2012-2015. The plan provides a clear roadmap of where the organisation aims to go and how to

get there.


It will address the 3 problems by 3 action areas summarised respectively below:

a) UNITED BMUs TAKE RESPONSIBILITY: The RBN will set up its permanent

Secretariat (RBNS) staffed by a Chief Executive Officer and assistant housed temporarily

within the LVFO Secretariat in Uganda. The size of proposed programme warrants the need

for 2 staff, and additionally, a second also acts as insurance in case one staff member is not

present or no longer available. The skills of the RBNS and relevant RBN members will be

strengthened to ensure efficient delivery of services to members. The RBN and its Secretariat

will prioritise the establishment of a system for self-financing to be in place by the end of the

project period to ensure sustainable operations.

These activities are contained in Result 1 of the project design. The RBNS will co-ordinate

the drive forward of other activity areas of Result 1 including securing legal identity of the

Regional BMU Network. The most sustainable way of achieving this is by having it

recognised as an EAC body by the East Africa Legislature Assembly. This is also in line with

the current debate to establish an inter-governmental East African Fisheries Administration

under the EAC. It is vital that the RBN‘s legal footing is secure ahead of all the other

challenges it aims to address in this project. The RBN will also focus on developing linked

action plans within the Networks from the regional strategic to the grassroots BMU plans.

These are essential for clear steerage and co-ordination at all levels.

Turning plans into actions takes us to the next set of activities under Result 2 of the project.

In order to take co-ordinated actions by BMUs across borders, they must see themselves as

part of a single entity. The RBN must provide this by being more visible and voluble. With a

permanent RBNS, it will produce publicity and guidance materials – brochures, information

sheets, policy guides/briefs. It will be on radio and TV and in the press lobbying on behalf of

members on issues affecting their livelihoods and business. It will be seen as the ―champion‖

of BMUs on Lake Victoria and become well-known amongst fisheries communities and will

gain their respect and trust as they see the RBN fighting on their behalf. The RBN supported

by its Secretariat will reach international level within and outside Africa by networking

through its website and participating in international meetings and conferences.

b) SUNKEN BILLIONS HALTED BY ELIMINATING IUU FISHING: Since the

introduction of fisheries regulations on the lake a century ago, the laws have always been

broken by fishermen. Over the decades, successive governments have tried unsuccessfully to

persuade and coerce fishermen to comply with regulations that conserve fish stocks. After a

century of struggling, the BMUs came into existence under a new co-management approach

with the intention of government that the BMUs should find a way of reducing illegal

fisheries practices. The BMUs are very young – less than 6 years old in their modern form.

But already, there are some in government and academic institutions who say they have

already failed - when in fact they have hardly been given a real chance to start to succeed.

The project will give the BMUs an opportunity, led by a strong and focussed RBN, to begin

to succeed. The problem will be addressed from a new angle – stressing business and

economic and losses and concentrating on the 100,000 or more fisheries SMEs operating on

the lake. The activities addressing this problem cut across Result 3 and 4 of the project.

There are two core activity areas of result 3. The first involves policy advocacy, working

through a variety of mechanisms but primarily through membership of the LVFO regional

advisory technical committees, the FMC and the SC, which are scheduled to meet twice per


year. Internal advocacy campaigns targeting BMU members will target key illegal activities

e.g. the elimination of beach seines and the use of monofilament gill nets. These have been

identified as targets in the logical framework of the RBN Strategic Plan.

The second component involves the establishment of a BMU self-monitoring and regulation

system. The idea is taken from an extremely successful self-policing system operated by the

industrial fisheries private sector. Here, industry itself takes punitive measures against any

operator found not complying with agreed rules on the minimum size of fish entering any

factory. This programme has transformed industry making it fully compliant within 3 years of

implementation. In the same way, the RBN plans to introduce a self-policing programme for

BMU operations. The industry programme succeeded because it had full collaboration of

governments. In the same way, the RBN programme will depend on such full collaboration.

c) FISHERIES BUSINESS POTENTIAL ATTAINED: The first step in introducing a more

business-like approach to the fisheries sector on Lake Victoria is to gather baseline data on

the number, distribution and nature of small and medium fisheries businesses operating on

the lake. A wide selection of different types of small-scale fisheries businesses will be

provided with individual analysis of their business operations and expert advice on how to

overcome identified bottlenecks leading to potential increased profits. These activities are

contained in Result 4 of the project design.

The design of the project proposal is very closely aligned to that of the RBN Strategic Plan

2012-2015 to reinforce continuity and sustainability of the overall RBN direction and more

detailed mean of getting there.


2. GOAL, PURPOSE and EXPECTED RESULTS

2.1 Goal

Goal of the project is:

―Contribute to the fisheries sector‘s role in sustainable economic growth, poverty reduction

and improved livelihoods in Kenya, Tanzania and Uganda‖.

2.2 Purpose

The purpose of the project is:

―Delivery by the RBN of economic, environmental and governance benefits and services to

its members on Lake Victoria by effective implementation of its Strategic Plan, 2012–2015‖.

2.3 Results

The expected Results of the project are as follows:

Result 1 Effective RBN Secretariat and Operations

Result 2 Effective Communication and Promotion Systems

Result 3 Business Operational Efficiencies Improved

3. PROJECT ACTIVITIES

3.1 Project Implementation

Result 1

1.1 RBN office established: In the first month of the project, a rent-free office will be provided by

the LVFO Secretariat for the RBN Secretariat in Jinja, Uganda. Office furniture and equipment will

be procured using standard LVFO procurement procedures. Office utilities e.g. electricity, will be

offered with the rent-free arrangement. Office running costs e.g. stationary will be procured by the

project via the LVFO finance/procurement unit.

1.2 RBN Secretariat staff recruited: Job descriptions of Secretariat staff will be prepared by the RBN

and advertised in local and regional press in the first month of the project. Applicants will be short-

listed for interview by an RBN selection panel and evaluations will be made using standard LVFO

procedures. Two staff will be recruited, a Chief Executive Officer and an assistant by month 3. The

RBN will develop Operating Procedures for the RBNS learning from LVFO procedures.

1.3 Skills strengthened: of 2 Secretariat staff and 3 RBN members by training in financial

management and accounting learning from the procedures adopted by the LVFO Secretariat. This

will be done in quarters 2 and 3 by hiring a local consultant through a service contract developed by

the RBN and guided by the LVFO finance unit. The selection panel for choosing the consultant will

be made up from the RBN and LVFO.


1.4 Skills strengthened: of 2 Secretariat staff and 3 RBN members by training in project planning,

monitoring, reporting and project design. This will be done in quarters 2 and 3 in quarters 2 and 3 by

hiring a local consultant through a service contract developed by the RBN and guided by the LVFO

finance unit. The selection panel for choosing the consultant will be made up from the RBN and

LVFO.

1.5 RBN coordination: Quarterly RBN progress & planning meetings will be held to address key

issues e.g. Network registration & certificates, legal identity of Networks; review RBN Operating

Procedures.

1.6 RBN self-financing: Self-financing procedures will be developed by the RBN and consensus of

BMUs will be gained for procedures & rates of pay; a RBN bank account holding self-finance will

be opened & operated.

1.7 Legal identity of RBN attained: TOR and tender will be prepared for consultancy to produce an

EALA private members bill to recognise a regional BMU Network as an EAC institution; bids will

be short-listed, consultant selected and contract made and signed; RBN will collaborate with legal

expert to assist drafting the bill.

Result 2

2.1 Promotion & Information materials: RBN will produce an electronic Newsletter at regular

intervals; brochures, information sheets, policy briefs, press articles and radio and TV appearances

will be made; electronic social networking e.g. Utube and Facebook will be used to promote BMUs

and their Networks.

2.2 RBN website development: TOR and tender will be prepared for website development; bids will

be short-listed, consultant selected and contract made and signed; RBN members will collaborate

with developer to design website.

2.3 International networking: RBN members will participate in international technical meetings,

global conferences and exhibitions to represent the interests of BMU members; the RBN will acquire

membership of global fisheries NGOs and disseminate information on key issues globally.

Result 3

3.1 Advocacy strategy and campaigns: the RBN will compile regional fisheries management

priorities of BMUs and propose actions; participate as a member of the LVFO regional technical

advisory committees to represent BMU views in co-management; harmonize, coordinate and

promote community-led, lake-wide actions to reduce illegal fishing and fish trade through prioritised

advocacy campaigns to members e.g. eradication of beach seines and monofilament nets.

3.2 Self-monitoring and regulation of BMU co-management performance: RBN members will design

an annual self-monitoring and evaluation and regulation system for BMUs; compile, analyse and

transmit results of annual BMU self-monitoring and evaluation.

Result 4

4.1 Compile baseline fisheries SME data: RBN will design a self-recording system of fisheries

business enterprises and labour force; coordinate implementation of self-recording of numbers and

types of fisheries business enterprises and labour force.


4.2 Fisheries SMEs analysis & advice: RBN will design TOR and tender and advertise for project on

provision of business analyses and advice by BDS experts for individual fisheries SMEs; bids will be

short-listed, consultant selected, contract made and signed; consultancy implemented and monitored.

3.2 Project Sustainability

The sustainability of project activities and outcomes is planned in a number of ways. First, the RBN

is aiming to attain self-financing by the end of the project period. This will be achieved through the

design and implementation of financing system by the BMU themselves for their higher Network

activities. The BMU system is currently spreading in East Africa, from the inland shared lakes of

Tanzania and Uganda to their neighbours in the Democratic Republic of Congo, Burundi, Zambia

and Malawi. The BMU system is also spreading along the marine coast of East Africa. The first

National BMU Network has been established in Kenya and more are to follow, especially in

Tanzania and Uganda. The activities of this project proposal are embedded in the RBN Strategic

Plan, 2012 – 2015 which will be updated every three years.

4. PROJECT TIMING AND DURATION

The project will run for two years with an expected start date of 1st January 2013 until 31

st December

2014. The Project Implementation Plan is presented in Table 1.


Table 1 Project Implementation Plan

Activities Months

1 2 3 4 5 6 7 8 9 1

0

1

1

1

2

1

3

1

4

1

5

1

6

1

7

1

8

1

9

2

0

2

1

2

2

2

3

2

4

RESULT 1 Effective RBN Secretariat and Operations


1.1.1 Office opened at LVFO Secretariat, Uganda X

1.1.2 Office equipment and furniture procured and installed X X X

1.2 Office operations

1.2.1 Job descriptions made, job adverts published X X

1.2.2 Candidates interviewed, recruited X

1.2.3 Operating Procedures developed for Secretariat X

1.2.4 Staff salaries X X X X X X X X X X X X X X X X X X X X X

1.2.5 Staff allowances X X X X X X X X X X X X X X X X X X X X X

1.3 Improved Financial management skills of Secretariat & RBN treasurers

1.3.1 Develop TOR and tender for training in financial management & accounting for

Secretariat staff & RBN treasurers

X

1.3.2 Short-list bids, select consultant, make & sign contract X

1.3.3 Implement and monitor training consultancy in financial management & accounting X

1.4 Improved project planning, monitoring, reporting & project design skills of

Secretariat and RBN office holders.

1.4.1 Develop TOR and tender for training for Secretariat staff & RBN office holders X


1.4.3 Implement and monitor training consultancy X

1.5 RBN coordination

1.5.1 Hold quarterly progress & planning meetings to address key issues e.g. Network

registration & certificates, legal identity of Networks; review Operating Procedures

X X X X X X X X X

1.5.2 Support NBNs, CBNs and DBNs in making budgeted plans X X X X

1.6 RBN self-financing

1.6.1 Develop self-financing procedures X X X

1.6.2 Gain consensus of BMUs for procedures & rates of pay X X X X X X X X X X X X X X X

1.6.3 Open & operate RBN bank account holding self-finance X X X X X


Activities Months

1 2 3 4 5 6 7 8 9 1

0

1

1

1

2

1

3

1

4

1

5

1

6

1

7

1

8

1

9

2

0

2

1

2

2

2

3

2

4


1.7.1 Develop TOR & tender for consultancy to produce an EALA private members bill

to recognise a regional BMU Network as an EAC institution

X


1.7.3 Three RBN collaborate with legal expert to assist drafting the bill X

RESULT 2 Effective Communication and Promotion Systems


2.1.1 RBN electronic Newsletter produced X X X X X X X X

2.1.2 Brochures, information sheets X X X X

2.1.3 Press articles X X X X

2.1.4 Radio & TV X X X X

2.1.5 Electronic social networking e.g. Utube, Facebook etc. X X X X


2.2.1 Develop TOR and tender for website development X


2.2.3 Implement & RBN members collaborate with developer to design website X

2.3 International networking

2.3.1 Participation by RBN members at international technical meetings, global

conferences, exhibitions to represent the interests of BMU members

X X X X

2.3.2 Acquire membership of global fisheries NGOs & disseminate information on key

issues globally

X X X X X

RESULT 3 Effective fisheries governance

3.1 Advocacy campaigns

3.1.1 Compile regional fisheries management priorities of BMUs and propose

actions.

X X X X X X X X

3.1.2 Participate as a member of the LVFO regional technical advisory

committees to represent BMU views in co-management.

X X X X

3.1.3 Harmonize & coordinate & promote community-led, lake-wide actions to

reduce illegal fishing and fish trade through prioritised advocacy campaigns to

members e.g. eradication of beach seines & monofilament nets.

X X X X X X X X

3.2 Self-monitoring & regulation of BMU co-management performance


Activities Months

1 2 3 4 5 6 7 8 9 1

0

1

1

1

2

1

3

1

4

1

5

1

6

1

7

1

8

1

9

2

0

2

1

2

2

2

3

2

4

3.2.1 Design and agree an annual self-monitoring & evaluation and regulation

system for BMUs.

X X X

3.2.2 Compile, analyse & transmit results of annual BMU self-monitoring &

evaluation.

X X X X

RESULT 4 Business Operational Efficiencies Improved

4.1 Compile baseline fisheries SME data

4.1.1 Design self-recording system of fisheries business enterprises & labour

force.

X

4.1.2 Coordinate implementation of self-recording of numbers and types of

fisheries business enterprises & labour force.

X X X X

4.2 Fisheries SMEs analysis & advice

4.2.1 Design TOR & tender and advertise for project on provision of business

analyses & advice by BDS experts for individual fisheries SMEs.

X


4.2.3 Implement and monitor consultancy X X X X X X X X X X X X


5. PROJECT MANAGEMENT

The Regional BMU Network enters into partnership with the Lake Victoria Fisheries Organisation to

undertake this project. The partnership enables the inexperienced RBN to learn from the LVFO the

detailed procedures involved in project management. The LVFO will provide a supervisory and

guiding role to the RBN in implementation of this project. There is no conflict of interest in this

relationship. It is understood by both parties that there are advocacy issues expected to be raised by

the RBN that target governments and the LVFO, and that these will not be compromised by the

support provided to the RBN by the LVFO in this project.

The LVFO will be responsible for the project and signatory of the project contract. It has a similar

arrangement under a Letter of Understanding with the FAO in the running of a new aquaculture

organisation from the LVFO Secretariat. This is the Aquaculture Network of Africa (ANAF). The

Executive Secretary will have overall responsibility for financial management and accounting of the

RBN project. The RBN will be responsible for technical implementation of the project. The RBNS

Chief Executive Officer will report directly to the Chairperson of the RBN on all technical matters.

Financial reporting and accounting by the RBN will be done using the financial management systems

and structures of the LVFO. Technical project reporting will be the responsibility of the RBN

Chairperson to the LVFO Executive Secretary.

6. BUDGET

The detailed budget of the project is presented in Table 2. This provides estimated expenditure in

each activity line at quarterly intervals for the project period.


Table 2 Project Budget

Activity & Budget lines 2013 2014

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Total

RESULT 1 Effective RBN Secretariat and Operations


1.1.1 Office location agreed, equipped, furnished & opened at LVFO

Secretariat, Uganda

4,000 4,000 500 500 9,000

1.1.2 Office operations 750 750 750 750 900 850 900 850 6,500

1.2 Office personnel

1.2.1 Job descriptions made, job adverts published 1,000 1,000

1.2.2 Candidates interviewed, 2 staff recruited: CEO & assistant 2,000 2,000

1.2.3 Operating Procedures developed for Secretariat

1.2.4 Staff salaries 9,000 9,000 9,000 9,250 9,250 9,250 9,250 64,000

1.2.5 Staff allowances 666 666 667 1250 1250 1250 1250 6,999

1.3 Improved Financial management skills of Secretariat & RBN

treasurers

1.3.1 Develop TOR and tender for training in financial management &

accounting for Secretariat staff & RBN treasurers

1,000 1,000

1.3.2 Short-list bids, select consultant, make & sign contract 1,000 1,000 2,000

1.3.3 Implement and monitor training consultancy in financial

management & accounting

10,000 10,000

1.4 Improved project planning, monitoring, reporting & project

design skills of Secretariat and RBN office holders.

1.4.1 Develop TOR and tender for training for Secretariat staff & RBN

office holders

2,000 2,000


1.4.3 Implement and monitor training consultancy 8,000 8,000


1.5.1 Hold quarterly progress & planning meetings to address key issues

e.g. Network registration & certificates, legal identity of Networks;

review Operating Procedures

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 14,400

1.5.2 Support NBNs, CBNs and DBNs in making budgeted plans 180 180 180 180 720



1.6.1 Develop self-financing procedures 1,800

1,800

1.6.2 Gain consensus of BMUs for procedures & rates of pay 0

1.6.3 Open & operate RBN bank account holding self-finance 50 50 100


1.7.1 Develop TOR & tender for consultancy to produce an EALA

private members bill to recognise a regional BMU Network as an EAC

institution

1,000 1,000


1.7.3 Three RBN collaborate with legal expert to assist drafting the bill 10,000 10,000

RESULT 2 Effective Communication and Promotion Systems


2.1.1 RBN electronic Newsletter produced 50 50 50 50 50 50 50 50 400

2.1.2 Brochures, information sheets 500 500 500 500 2,000

2.1.3 Press articles 150 150 150 150 600

2.1.4 Radio & TV 150 150 150 150 600

2.1.5 Electronic social networking e.g. Utube, Facebook etc. 0


2.2.1 Develop TOR and tender for website development 1,000 1,000


2.2.3 Implement & RBN members collaborate with developer to design

website plus training for Secretariat in website upkeep

10,000 10,000


2.3.1 Participation by RBN members at international technical meetings,

global conferences, exhibitions to represent the interests of BMU

members

250 250 400 400 1,300

2.3.2 Acquire membership of global fisheries NGOs & disseminate

information on key issues globally

250 150 100 500

RESULT 3: Effective Fisheries Governance

3.1 Advocacy strategy and campaigns

3.1.1 Compile regional fisheries management priorities of BMUs

and propose actions.

500 500 500 500 500 500 500 500 4,000

3.1.2 Participate as a member of the LVFO regional technical

advisory committees to represent BMU views in co-management.

200 200 200 200 800


3.1.3 Harmonize & coordinate actions to reduce illegal fishing and

fish trade through prioritised advocacy campaigns to members.

100 100 100 100 100 100 100 700

3.2 Self-monitoring & regulation of BMU co-management

performance

3.2.1 Design and agree an annual self-monitoring & evaluation

and regulation system for BMUs. 50 50 100

3.2.2 Compile, analyse & transmit results of annual BMU self-

monitoring & evaluation.

50 50 50 50 200

RESULT 4 Business Operational Efficiencies Improved

4.1 Compile baseline fisheries SME data

4.1.1 Design self-recording system of fisheries business


1,800 1,800

4.1.2 Coordinate implementation of self-recording of numbers and

types of fisheries business enterprises & labour force.

500 500 500 500 2,000

4.2 Fisheries SMEs analysis & advice

4.2.1 Design TOR & tender and advertise for project on provision

of business analyses & advice by BDS experts for individual

fisheries SMEs.

1,000 1,000

4.2.2 Short-list bids, select consultant, make & sign contract 1,000 1,000

4.2.3 Implement and monitor consultancy 28,000 28,000 28,000 28,000 28,000 140,000

Total 14,200 25,846 48,216 53,847 42,500 43,380 42,550 439,880 314,519


5. PROJECT REPORTING

The reporting outputs of the project comprise quarterly and annual technical reports and financial

reports, an end of project technical and financial report, ad hoc technical reports. The LVFO is

responsible for all project reporting. The RBN is responsible for technical reporting. It will submit

technical reports for approval of the LVFO.

6. MONITORING AND EVALUATION

The approach adopted for monitoring this project is based on a Logical Framework (logframe). The

logframe of this programme is presented in Table 3. The logframe provides a summary of the overall

programme design and a framework for project planning and monitoring.


Table 3 Project Logical Framework, January 2012 – December 2014






livelihoods in Kenya, Tanzania

and Uganda

PURPOSE

Delivery by the RBN of

economic, environmental and

governance benefits and services

to its members on Lake Victoria

by effective implementation of

its Strategic Plan, 2012–2015

P1. 70% of BMU District and County Network

Annual Action Plans developed and linked to RBN

by end of June each year.

P2. 10% increase in Nile perch biomass from start

to end of project using LVFO acoustic surveys.

P3. Profitability of 50% of selected small and

medium fisheries businesses increase by applying

consultancy advice for 6 months.

P1. RBN Annual BMU M&E Report;

Minutes of NBN & RBN meetings

P.2 LVFO Fisheries Acoustic Survey

reports

P43 BDS consultancy report;

Minutes of NBN & RBN meetings

1. International market influences

outside the region do not undermine

sustainable harvesting of fish

resources or the operation of

fisheries businesses.

2. Environmental influences do not

reduce or damage fish stocks.

3. Fishermen and fish traders are

willing to follow advice of RBN on

the need to eliminate illegal gears

and practices.

RESULT 1

Effective RBN Secretariat &

Operations

1.1 At least one RBN meeting held between July

& December 2014 financed by BMUs.

1.2 EALA private members bill passed giving the

RBN legal identity by end of project.

1.3 At least 1 RBN Secretariat staff recruited by

end of June 2013.


1.2 EALA Private members bill;

minutes of RBN meetings


1. BMUs willing to pay for BMU

Network meetings and activities.

RESULT 2 Effective Communication &

Promotion systems

2.1 At least three examples of RBN promotional

materials (brochures, information sheet; posters,

press article) produced each year.


1. BMU Network members

committed to sharing information.


2.2 RBN website developed by end of Dec 2013

and updated at least at quarterly intervals.


events per year.


international fisheries NGO by end of June 2013.


2.2 RBN website



2.5 RBN Newsletter

RESULT 3

Effective Fisheries Governance

3.1 Numbers of illegal beach seines recorded in

each of 3 National Fisheries Frame Surveys in

2014 decrease from previous levels.

3.2 Numbers of illegal monofilament nets recorded

in each of 3 National Fisheries Frame Surveys in

2014 decrease from previous levels.

3.3 RBN participates as a member in LVFO

Fisheries Management & Scientific Committees

meetings held each year from 2012 to 2015.

3.4 The % of BMUs scoring satisfactory

performance levels increases each year.

3.5 At least one key enabling regional fisheries

policy or strategy influenced by RBN each year.

3.6 Harmonisation of at least one fisheries

legislation influenced by RBN each year.

3.7 Harmonisation of at least one guideline



Survey Reports 2012


Survey Reports 2012


3.4 NBN & RBN Self-Monitoring

Inspection Reports




1. BMUs willing to comply with


2. There is high level political will

and action to reduce illegal regional

& domestic fish trading & fishing.

3. LVFO holds regional technical

advisory meetings at its statutory

interval of twice per year.

4. National fisheries Frame Surveys

continue to be funded and

implemented every 2 years.

RESULT 4

Business operational efficiencies

increased

5.1 List of all fisheries SMEs on Lake Victoria

registered by BMUs by end of June 2013.

5.2 At least 50% of fisheries SMEs in each Partner

State receiving expert individual business analysis

5.1 BMU Registers; NBN & RBN

minutes of meetings



5.1 Fisheries business operators

motivated to adopt advice given for

improvement.


and advice report increased profits by end of

October 2014.

ACTIVITIES 1.1 RBN office established

1.2 Office personnel

1.3 Improved Financial

management skills of Secretariat

& RBN treasurers

1.4 Improved project planning,

monitoring, reporting & project

design skills of Secretariat and

RBN office holders.



1.7 Legal identity of RBN

attained

2.1 Promotion & Information

materials



3.1 Advocacy strategy and

campaigns

3.2 Self-monitoring & regulation

of BMU co-management

performance

4.1 Compile baseline fisheries

SME data

4.2 Fisheries SMEs analysis &

advice


ANNEX 19 MINUTES OF RBN 2ND

REGULAR MEETING


LAKE VICTORIA REGIONAL BMU NETWORK

SECOND REGULAR MEMBERS MEETING

HELD AT WIFIP OFFICES- KISUMU KENYA ON THE 4TH

AUGUST 2012

ATTENDANCE LIST

(Dr James Scullion, ACP FISH II consultant present as observer)

Name Post in RBM ID No. Tel. No. Email Postal Address & Email

Address

Signatures

Niwagaba James Treasurer 0240 +256772 417093

+256 752 417093

[email protected]

Lambu Landing Site

Masaka, Uganda

Bakaaki Robert Member 0239 +256 782 622945

+256 752 946978

[email protected] Kigungu Landing Site,

Entebbe, Uganda

Tom Guda Chairman 11214762 +254 727 371074

+254 733 979942

[email protected]

P.O. Box 1-40301, Kendu-

Bay, Kenya

Bwire Benson Member 0245 +256 774 311044

[email protected] Buduma BMU,Sigulu;

Subcounty, Namayingo,

Uganda

Maziima Pius Secretary 07 +255 784 678347 [email protected]

P.O. Box 164, Magu,

Mwanza, Tanzania

Simon Rwekaza Vice

Chairman

08265138 +255 752 753522 [email protected]

P.O. Box 171, Muleba,

Tanzania

Pili Moro Member 120 +255 788 334048

+255 786 994331

[email protected]

P.O. Box 16861, Bukoba,

Tanzania

Caroline Juma Member 21240329 +254 720 792541 [email protected]

P.O. Box 102, Pap Onditi,

Kenya

Carolyn Oduor Member 13599778 +254 713 900861 [email protected]

P.O. Box 175, Bondo,

Kenya











AGENDA

1. Opening Prayers

2. Adoption of the agenda

3. Opening Remarks

4. Adoption of RBN Logo, Vision and Mission

5. Adoption of RBN Strategic plan

6. Adoption of 1st RBN proposal

7. Review and adoption of RBN membership with full details

8. Review the duration of tenure for RBN members

9. Deliberate on actions to be taken in regard to reduced Nile perch prices

10. Deliberate on Email addresses for all the RBN members

11. A.O.B

MIN 01/RBN/AUG 2012 – Opening Prayers

The opening prayers was delivered by Ms Pili MORO from the United Democratic Republic of

Tanzania.

MIN/02/RBN/AUG 2012 – Adoption of agenda

The agenda was put forth for adoption by the chairman. James Niwagaba from Republic of Uganda

proposed the inclusion of ‚‗Review of tenure for RBN Members― into the agenda. The final list was

then proposed for adoption by Carolyn Oduor from Kenya and seconded by Simon Rwekaza from

Tanzania.

MIN 03/RBN/AUG 2012 – Opening Remarks

The RBN chairman thanked all the members for honouring his invitation and turning up in time for

the training. He also thanked the members for staying in the meeting until the final day. He

observed that RBN is two years old but has has not been able to effectively serve its members since

they have not been able to meet regularly as stipulated in the operating procedures.

He said RBN is big and wide and as such urgently requires a competent secretariat to coordinate its

activities on a regular basis if service delivery to members is to be realized.

He also urged the members to improve information by use of phone calls and emails. In this regard,

he asked all the RBN members to open email addresses and ensure they visit them frequently. He

then wished the members fruitful deliberations.

MIN 04/RBN/ AUG 2012 - Adoption of RBN Logo, Vision and Mission

The secretary circulated the logo, RBN Vision and mission to the members for scrutiny. After

consultations among the members, Mr. Bwire Benson from Uganda proposed that the RBN logo,

Vision and Mission be adopted. He was seconded by Ms. Caroline Juma from Kenya and

unanimously endorsed by members.

MIN O5/RBN/AUG 2012 – Adoption of RBN Strategic Plan, July 2012 – June 2015

Having spent 3 days developing the RBN strategic plan, the Chairman sought the consent of

members to adopt the 3 year strategic plan. Mr. Robert Bakaaki of Uganda proposed the adoption of

the strategic plan as a guiding framework for the RBN for the next 3 years. He was seconded by Mr.

Pius Mazima from Tanzania.


MIN 06/RBN/AUG 2012 – Adoption of the First RBN proposal

The RBN during the training developed a project proposal that was meant to strengthen their

operations through establishing the secretariat and effective running of the office. The chairman

asked the members to consider adopting this proposal so as to give him the mandate to submit it to

respective partners for consideration. Members agreed with the Chairman and Mr. Simon Rwekaza

of Tanzania proposed the adoption of the proposal and immediate submission to LVFO and other

partners for consideration. He was seconded by Ms. Carolyn Oduor from Kenya.

MIN 07/RBN/AUG 2012 - Review and adoption of RBN membership with full details

The Chairman circulated the original list of the RBN to the members for review. The Chairman

informed the members that Mr. Elias Mugeta from Tanzania represented the Chairman of NBN

Tanzania in the first meeting and as such is not a member of the RBN. His place would be taken by

the Chairman NBN Tanzania Mr. Simon Rwekaza. The Chairman further explained that Kenya went

through elections in September 2011 that saw Ms. Irene Ojal and Mr.Dennis Kapila replaced by Ms.

Caroline Juma and Ms. Carollyn Oduor as Treasurer and Secretary respectively. The Chairman then

asked the members to adopt the RBN membership with their full contacts. Mr. Robert Bakaaki from

Uganda proposed for adoption the updated list with updated contacts of the RBN members. He was

seconded by Caroline Juma from Kenya.

MIN 08/RBN/AUG 2012 – Compile BMU Network membership details at all lower levels

Following on from deliberations of the RBN in making its Strategic Plan, the Chairman stressed the

urgency of compiling full membership details of all BMU Networks. It was agreed by members that

this would be completed in the 3 countries by 30 September 2012.

MIN 09/ RBN/AUG 2012 - Review the duration of tenure for RBN members

Mr. James Niwagaba Treasure of RBN from the Republic of Uganda proposed to amend the RBN

operating procedures Section 7.3 paragraph 2, first line to read: ― The duration of tenure as a RBN

member shall be Four years.“ This, Mr. James observe would give the RBN reasonable time to plan

and effectively implement the strategic plan with a view of efficient service delivery to its members.

This proposal was seconded by Ms. Carolyn Oduor from the republic of Kenya and agreed generally

by all the members. Members further asked the RBN chairman to lobby the other two partner states

Tanzania and Uganda to harmonize their guidelines with Kenya so as to have a uniform 4 year tenure

for all the lower networks.

MIN 10/RBN/AUG 2012 - Deliberate on reduced Nile perch prices

Members discussed the current drastic decline of Nile Perch prices and agreed to have the Chairman

write to the East African Industrial Fishing and Fish Processors Association (EAIFFPA) seeking to

be informed of the actual prices offered by the factories and the current market prices to enable them

effectively communicate with their members on the same. This, members observed, was urgent and

as such asked the Chairman to write immediately and brief them before they depart. The Chairman

agreed with the members and promised to act as advised.

MIN 11/RBN/AUG 2012 - Deliberate on Email addresses for all the RBN members

Given the importance of information sharing amongst the members, Mr. James Niwagaba from

Uganda proposed that all the RBN members open email addresses by the end of business today 4th

August 2012 and submit to the secretary for inclusion into the RBN list. Mr. James asked the

Chairman to agree to use his lap top facilitate this exercise. This position was seconded by Mr. Pius

Mazima from Tanzania and the RBN chairman agreed to support all the members without email

addresses acquire them before they leave for their respective work stations.


MIN 12/RBN/AUG 2012 - Deliberate on harmonisation of Kenya National BMU Network

functions with the RBN Operating Procedures

Following on from deliberations of the RBN in making its Strategic Plan, the Chairman urged RBN

members in Kenya to re-examine the contents of the National BMU Network Guidelines and seek a

meeting with Tim Odende (DoF) to improve coherence of the new listed functions with the existing

functions set out in the RBN Operating Procedures.

MIN 13/RBN/AUG 2012 - Deliberate on the need to review and influence the Fisheries Bills of

Kenya and Uganda in favour of empowering BMU Networks

Following on from deliberations of the RBN in making its Strategic Plan, the Chairman urged RBN

members in Kenya and Uganda to r-examine the respective National Fisheries Bills to ensure they

explicitly include and support BMUs and Networks.

MIN 14/RBN/AUG 2012 – Date and Venue of next RBN meeting

The next meeting of the RBN was agreed to be held in November 2012 just prior to the LVFO

Fisheries Management Committee and Scientific Committee meetings and leading up to the next

meeting of the LVFO Council of Ministers meeting reported informally by the LVFO Secretariat to

be held in December 2012. The Chairman informed the meeting that he would seek confirmation

from the LVFO Secretariat of dates of the LVFO meetings.

MIN 15/RBN/AUG 2012 – A.O.B

There being no any other business, the meeting ended with a word of prayers from Capt. Simon

Rwekaza of Tanzania

Documents

Final Technical Reportacpfish2-eu.org › uploads › projects › id249 › Final Technical...The training was fully attended by all 9 RBN members from 30th July to 4th August 2012