REVITALIZATION OF FISHERIES RESEARCH IN … · REVITALIZATION OF FISHERIES RESEARCH IN MAURITIUS November 2011 REPORT/RAPPORT : SF/2011/22 European Union Funded by

REVITALIZATION OF FISHERIESRESEARCH IN MAURITIUS

November 2011

REPORT/RAPPORT : SF/2011/22

EuropeanUnion

Funded by

Implementation of a Regional Fisheries Stategy For The Eastern-Southern Africa And Indian Ocean Region

10th European Development FundAgreement No: RSO/FED/2009/021-330

“This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of the author and can in no way be taken to the views of the European Union.”

Implementation of a Regional Fisheries StrategyFor The Eastern-Southern Africa and India Ocean Region

Programme pour la mise en oeuvre d'une stratégie de pêche pour laregion Afrique orientale-australe et Océan indien

Revitalization of Fisheries Research in Mauritius

SF/2011/22Warwick Sauer & Erik Rotsaert

This report has been prepared with the technical assistance ofLe présent rapport a été réalisé par l'assistance technique de

November 2011

EuropeanUnion

Funded by

Table of contents

1 EXECUTIVE SUMMARY.................................................................................. 62 RESUME EXECUTIF........................................................................................ 73 INTRODUCTION............................................................................................ 83.1 CONTEXT...................................................................................................... 8

3.2 THE MISSION TERMS OF REFERENCES..................................................................... 93.3 APPROACH.............................................................................................................. 103.4 PERFORMANCE IN RELATION TO TOR...................................................................... 10

PART 1.................................................................................................................... 124 DISCUSSION – IMMEDIATE FINDINGS AND ACTIONS SUGGESTED................ 12

4.1 THE MAIN STAKEHOLDERS (LIST AND DETAILS IN APPENDIX 6.2)............................ 124.2 PAST AND PRESENT SITUATION (SUPPLY/DEMAND)................................................. 12

4.2.1 SUPPLY....................................................................................................... 124.2.2 Demand..................................................................................................... 174.2.3 Supply/Demand activity information.......................................................... 174.2.4 SWOT Analysis – Technical and human Resources...................................... 204.2.5 Discussion.................................................................................................. 21

4.3 SUGGESTED WAY AHEAD........................................................................................ 244.3.1 Joint activity................................................................................................ 244.3.2 Immediate support required (COI, SWIOFP, others)..................................... 244.3.3 Considerations – global.............................................................................. 264.3.4 At mid-term................................................................................................ 26

5 CONCLUSIONS AND RECOMMENDATIONS................................................... 29PART II – LONG TERM CONSIDERATION................................................................... 296 LOGICAL FRAMEWORK TABLE....................................................................... 327 APPENDIX..................................................................................................... 40

7.1 APPENDIX 1– QUESTIONNAIRE MODEL.............................................. 407.2 APPENDIX 2 - CONTACTS AND CONTACTS DETAILS............................ 467.3 APPENDIX 3 - PROFILES OF MINISTRY OFFICERS – SUMMARY............. 487.4 APPENDIX 4 – PROJECT SHEETS......................................................... 55

Table of tables

TABLE 1: OBJECTIVES SUMMARY PER PERIOD......................................................... 16TABLE 2: GENERAL OUTLINE OF SUPPLY/DEMAND ACTIVITIES................................. 17TABLE 3: SWOT ANALYSIS FOR CURRENT RESEARCH............................................... 20TABLE 4: NO MOU EXISTS WITH THE MOI AND THE UNIVERSITY OR THE PRIVATE SECTOR 21TABLE 5: SUMMARY RESEARCH AND MONITORING – ISSUES, OPPORTUNITIESANDSUGGESTIONS................................................... 23TABLE 6: POTENTIAL DIVISION OF RESPONSIBILITIES............................................. 25TABLE 7: PESTEL TENTATIVE.................................................................................... 30TABLE 8: LOGICAL FRAMEWORK............................................................................. 32

Table of schemas

SCHEMA 1 : ORGANISATIONAL CHART OF THE FISHERIES DIVISION 2009 (BASED ON ACTIVITIES)............................................. 10SCHEMA 2 : ACTIVITIES OF THE FISHERIES DIVISION (TECHNICAL SERVICES).......... 11SCHEMA 3: OUTLINE OF ACTIVITIES........................................................................ 16SCHEMA 4: HUMAN RESOURCE TRAINING............................................................. 26

ABBREVIATIONS AND ACRONYMS

AFRC Albion Fisheries Research Centre (Fisheries Division – ALBION)CA Competent Authority (Seafood Hub)DFO DivisionalScientificOfficerEAF Ecosystem Approach for FisheriesEC European CommunityEEZ Exclusive Economic ZoneESD Ecological Sustainable DevelopmentEU European UnionFiTEC Fisheries Training & Extension Centre (Fisheries Division)FIT Fish Investment TrustFMPM Fisheries Master Plan for MauritiusFPPMS Fisheries Policy, Planning & Management (Fisheries Division)FWF Fish Welfare FundGVP Gross Value of ProductsIFRS 10th EDF Fish programmeIOTC Indian Ocean Tuan CommissionMFR Ministry of Fisheries and RodriguesMOI Mauritius Oceanographic Institute MRC Mauritius Research CouncilNGO Non-Government OrganizationOC Organisational ChartPFO PrincipalFisheriesOfficerPESTEL Politic, Economic, Sociological, Technical, Environmental, LegalSeafood Hub CA for exportSIDPR Strategic Integrated Development Plan for RodriguesSIOFA Southern Indian Ocean Fisheries AgreementSWIOFC South West Indian Ocean Fisheries CommissionSWIOFP South West Indian Ocean Fisheries ProgrammeSWOT Strengths, Weaknesses, Opportunities and ThreatsTA Technical AssistantUoM University of Mauritius

1 EXECUTIVE SUMMARY

The reportoutlines theobjectivesof thenewMasterPlan for fisheries and theobjectivesof themission. It thenassessesthepastandpresentsupplyanddemandforfisheriesandaquacultureresearchinMauritius,andstructurestherelationshipbetweensupplyanddemandforthemainresearchactivities.

A SWOT analysis is used to identify particular areas for interventions and a series of short and longer term recommendationsareprovided,presentedinaformatwhichallowsforfollowupactionsinthefuture.RequirementforanInterMinisterialCommittee:

Resultsfromtheinterviewprocessandthequestionnaireshighlightedalackofcommunicationatinter-ministeriallevel,and the need for well structured inter-ministerial committees, where research roles, responsibilities and activities are discussed.

Memoranda of Understanding and a Joint Research CommitteeThere was also concern over the lack of clear mandates between the various institutions carrying out research and it wasfeltexplicitMOU’sbetweenAlbionandtheMOIareurgentlyrequired,andaneedforongoingdiscussionswiththeUniversityofMauritiusaroundjointresearchprojectsandfunding.AJointResearchCommitteeissuggested.

Research areas for immediate attentionFromthe interviews, site visits, and SWOT analysis it is clear that the current reorganising of the mandate of the Albion facility iswell received,but requires some furtherattention. A reprioritisationofcurrentmonitoringand researchactivitiesshouldnowbeundertaken.Concomitantlythereisaneedforupgradingoffacilities,particularlythelibrary/document centre,with staff having access to online search engines and documentation. Aquaculture facilities andequipmentareoftenoutdated,andwillrequireattention,oncethereareclearprioritiesforfutureresearch.Therearecurrently numerous obstaclesfor private investment which must be addressed, in tandem with the setting of priority researchprojectsandprograms.TheFisheriesinvestmentfundandtheFisheriesWelfarefundshouldbereassessed,providinganewsetofobjectivesandmechanismsforfundallocationforresearchandtraining.Three main areas for immediate intervention for future research are recommended;

1. Areviewofthecurrentmonitoringprograms,includingfisheriesandMarineProtectedAreas.2. CompilationofFisheriesManagementPlansforallofthefisheriessectors.3. DetailedAquacultureFeasibilityStudiesfortheproposed/potentialaquacultureactivities.

Placement of staff and upgrading of staff qualifications: Staffshouldbeplacedintopositionswhichaddressparticularresearchtopics,basedonthecapacityofthescientificandtechnicalstaffavailable.Wherecapacityisnotavailable,e.g.economicandsocialresearch,itissuggestedthatsuchresearch should be set up as joint ventures with other research institutions in Mauritius, and where such capacity is notavailableregionalexpertiseshouldbesourced.Itwasnotedthatitwillbenecessarytoupgradestaffqualificationsinsomecases;scientificandtechnicalstaffassignedtoeachofthepriorityareasshouldfurthertheirstudieswithinthepriority area they have been assigned to, and it is important that these positions are retained for the duration of the study,andstaffwiththerequiredcapacityareappointed.Wherestaffassignmentchangeisunavoidable,itisimperativethatnewstaffsarefullytrainedtobeabletoundertakethetasksassigned,andmentorshipisavailable.IntermsofthePFO’s and DSO’s it is recommended that future training is concentrated predominantly on advanced administration andmanagement,ratherthanonfurtherscientifictraining.It is importantthatDSO’stakeoverallresponsibilityforthecollectivemanagementplansandfeasibilitystudieswithintheirsection,withindividualscientificofficersresponsibleforparticularplansorfeasibilitystudies,andfortheScientificOfficerstosteertheprocessandberesponsibleforthefinaldocument.Consultantsshouldonlybehiredtoprovidementorshipforaperiodoftimeorforparticularspecialiststudies.

2 RÉSUMÉ EXÉCUTIF

Lerapportsoulignelesobjectifsdunouveauschémadirecteurpourlapêcheainsiquelesobjectifsdelamission.Ilévalueensuitel’approvisionnementetlademandedupasséetduprésentconcernantlarecherchehalieutiqueetl’aquacultureàMaurice,etstructurelarelationentrel’offreetlademandepourlesprincipalesactivitésderecherche.UneanalyseSWOTestutiliséepouridentifierdeszonesparticulièrespourdesinterventionsetunesériederecommandationsàcourtetàlongtermesontfournies,présentéesdansunformatquipermetted’assurerlesuividesactionsdanslefutur.

Exigence d’un Comité Inter Ministériel:Lesrésultatsduprocessusd’entretienetlesquestionnairesmettentenévidenceunmanquedecommunicationauniveauinterministériel,ainsiquelanécessitéd’uncomitéinterministérielbienstructuréoùlesrôlesdelarecherche,lesresponsabilitésetlesactivitéssontdiscutés.

Mémorandums d’Accord et Comité Mixte de RechercheIlyavaitaussil’absencedemandatprécisentrelesdifférentesinstitutionsmenantdesrecherchesetonaestiméqu’unMOUentreAlbionetlaMOIesturgent,ainsiquelanécessitéd’avoirdesdiscussionscontinuesavecl’UniversitédeMauriceautourdesprojetscommunsderechercheetdefinancement.Uncomitémixtederechercheestproposé.Les domaines de recherche nécessitant une attention immédiate

D’après lesentretiens, lesvisitesdesites,et l’analyseSWOT, ilestclairque l’actuelleréorganisationdumandatdel’établissementd’Albionestbienperçu,maisexigeunecertaineattention.Uneredéfinitiondesprioritésd’activitésde surveillance et de recherche actuelles doit être entrepriseau plus vite.Concomitamment, il y a un besoin demodernisation desmoyens, en particulier la bibliothèque / centre de document, avec du personnel ayant accèsauxmoteurs de recherche et de documentation en ligne. Lesmoyens dediés à l’aquaculture et les équipementssont souventobsolètesetnécessitentuneattentionparticulière,une fois lesprioritésclairementdéfiniespourdesrecherchesfutures.Ilexisteactuellementdenombreuxobstaclesauxinvestissementsprivésquidoiventêtreidentifiés,enrelationaveclacréationdesprojetsderechercheetdesprogrammesprioritaires.LeFondsd’investissementdelapêche et le Fonds de protection de la pêche devraient être réévalués, en fournissant une nouvelle série d’objectifs et demécanismesd’allocationdefondspourlarechercheetlaformation.Trois principaux domaines d’intervention immédiate pour des recherches futures sont recommandés;

1. Unerévisiondesprogrammesdesurveillanceactuels,ycomprislapêcheetlesairesmarinesprotégées.2. LacompilationdesplansdeGestiondesPêchespourl’ensembledessecteursdelapêche.3. Desétudesdétailléesdefaisabilitésurl’Aquaculturepourleproposé/potentielactivitésd’aquaculture.

Positionnement du personnel et l’amélioration des qualifications du personnel:Lepersonneldoitêtreplacédansdesfonctionsquitraitentdesujetsderechercheparticulier,basésurlescompétencesscientifiquesettechniquesdisponibles.Lorsquelescompétencesnesontpasdisponibles,parexemplelarechercheéconomiqueetsociale,ilestsuggéréquedetellesrecherchesdevraientêtremiseenplaceensynergieavecd’autresinstitutionsderechercheàMauriceoudanslarégionlorsquel’expertisenationalen’estpasdisponible.Ilestnotéqu’ilseraitnécessaired’améliorerlesqualificationsdupersonneldanscertainscas.Lepersonnelscientifiqueettechniqueaffectés à chacun des secteurs prioritaires de recherche devraient poursuivre leurs études dans ces domaines oùilsontétéaffectés,etilestimportantquecespostessoientconservéspourladuréedel’étudedansl’attentequ’ilssoientnommésavec lescompétences requises.Lorsqu’unchangementd’affectationdupersonnelest inévitable, ilest impératif que les nouveauxpersonnels soient parfaitement forméspour être enmesured’assumer les tâchesassignéesaveccompétence.EntermesdeFOPetdeDSO,ilestrecommandéquelaformationàvenirseconcentreprincipalement sur l’administrationetunegestionavancés,plutôtquesur la formationscientifiquetréspoussée. Ilest important pour la DSO d’assumer la responsabilité générale pour les plans de gestion collectifs et les études de faisabilitéauseindeleursection,avecdifférentsagentsscientifiquesresponsablesdesplansparticuliersoudesétudesdefaisabilité,etpourlesagentsscientifiquesd’orienterleprocessusetêtreresponsablepourledocumentfinal.Lesconsultantsnedevraientêtreembauchéquepourassurerl’encadrementpendantunepériodedetempsoupourdesétudesspécialiséesprécises.

SmartFish Programme Report SF/2011/228

3 INTRODUCTION3.1 Context

In summary from the new FisheriesMaster Plan, “significant future growth of the seafood sector inMauritius ispossible.However,thatfuturegrowthwillinevitablycomefromsecondaryprocessingactivitiesratherthanincreasesindomestic production and will be focused on further development of Seafood hub-like activities but with contributions fromdevelopmentof under-exploited resources (Banks fishery) and aquaculturedevelopment. In addition, bettermanagementofdomesticproductionwillresultinsustainableandhealthyfishstocksandwillbringmajorsocialbenefitsthroughmoreprofitablefisheries,lessenvironmentalimpactsandreducedimpactsonthemajortourismindustry.”SomeoftherelevantconclusionsoftheMasterStudyaresetoutbelow,providingcontextforthepresentundertaking:

• Importanceofthefisheriessector

“The fisheries sector, while contributing just 1.3% of Mauritius’s GDP in 20101, is an important sector for Mauritius from both a trade and social viewpoint. It is also important for its interaction with the MUR40 billion per annum tourist industry of Mauritius and Rodrigues. In Rodrigues, the sector contributes an even greater share to the Island’s economy and is the Island’s largest employer2. While total local production is small at about 9,000t per annum, Mauritius’s fish processing and export sector dominates seafood activities. These activities are concentrated in the Seafood Hub in Port Louis3 and, in 2009 the businesses that comprise the Seafood Hub had a turnover of approximately $283 million. In the same vein, Mauritius Port services amount to an annual turnover $ 250 million. The total turnover of the fisheries sector is around $600 million.”

• Resourcesandtradeimportance

…“In studies undertaken by the FAO, as well as independently by the Glitnir Bank, it has been estimated that the majority of benefits generated throughout the value chain are captured by the retail/wholesale/secondary processing sector of the industry.” …

…“Given the Mauritius Government’s objective of increasing its contribution to GDP in the coming decade by at least 50%, greater value chain efficiencies and value addition will help broaden thecountry’s economic base, resulting in the ability to reduce fishing pressure on over-fished fisheries, generate more income from fisheries that are not tapped to their optimum capacity, and further develop the Seafood Hub. “

…“In the short term the seafood sector needs assistance while making this transition to value added products higher up the value chain. Government needs to lobby internationally for appropriate investment to support the development of its fisheries sector. Appropriate accompanying measures need to be put in place to mitigate any adverse effect which might result from decisions of WTO and EU alliance with other countries.”

• Foodsecuritycontext

…” in summary, it is extremely unlikely that domestic production can be increased to fully meet this domestic fish demand, even with better management and development of under-exploited resources. Therefore, Mauritius is likely to remain a net importer of its domestic fish requirements.”

1 At official exchange rates2 SIDPR (2006)3 Mauritius Board of Investment (May 2010); Redefining Mauritius as a regional seafood hub: Seafood sector Action Plan 2010-2012

Introduction

SmartFish Programme Report SF/2011/22 9

• SocialContext… “Apart from providing a substantial proportion of the income to communities in coastal areas, the organization of fishing at the community level provides an important focus for promoting social cohesion in Mauritius and, particularly Rodrigues. Artisanal fishers, who mainly fish in the lagoon areas of Mauritius and Rodrigues, are among the poorest sector of the Mauritian economy …”.

…”The absolute and relative poverty levels of the approximately 3700 fishers in Mauritius and Rodrigues, and their significant reliance on fishing for an income is therefore an important element in planning for the development of the sector … “

• PotentialoftheMauritianseafoodsector

…“As an island state in the Indian Ocean, Mauritius enjoys an Exclusive Economic Zone of 1.9 million km2,4 . With such a vast maritime zone, Mauritius has the potential to become a significant player in the world seafood industry. However, despite the large EEZ, and as noted as long ago as 19855, “....although Mauritius is surrounded by an enormous EEZ, it does not necessarily follow that it has abundant resources that can be caught cheaply and sold profitably”.

The inshore fish resources of Mauritius and Rodrigues are not abundant and many are considered to be heavily exploited. The lagoon fisheries of both islands produce only about $4 million Gross Value of Product (GVP) each year with near zero net contribution to GDP6 because of the open access nature of the fishery. The off-lagoon fishery, which is based mainly on Fish Aggregating Devices (FADs) and which Mauritius has been attempting to develop to take pressure off the lagoon fisheries currently produces about $0.75 million GVP per annum.

The Banks fisheries, which exploit mainly demersal species on the banks of the Mascarene plateau, produce about $10.6 million GVP per annum while the aquaculture sector contributes a further $2 million.

At about 9,000t, total domestic fisheries production is therefore small in comparison with the size of the overall Mauritian Seafood Sector with the sector being dominated by tuna processing for export with raw material being sourced from within and outside Mauritius’s EEZ. These activities are concentrated in the Seafood Hub in Port Louis7and, in 2009 the businesses that comprise the Seafood Hub had a turnover of approximately $283 million.

The opportunities for further growth and development of the seafood sector in Mauritius in the future therefore appear to lie mainly with further development of the Seafood Hub activities and not with any significant increases in domestic production, although the potential for some increase in domestic production is possible. Such increase in domestic production, which generally supports local consumption, will most likely come from:• Bettermanagementofexistinglagoon,off-lagoonandBanksfisheries• Probablylimitedopportunitiesforexploitationofcurrentlyunder-exploitedspecies• SelectedopportunitiesforfurthersmallscaleaquacultureproductioninbothMauritiusandRodrigues”

TheexpertsofthemissionareingeneralagreementwiththefindingsoftheMasterPlan.ThisreportthusprovidesmoredetailedrecommendationsthatcomplementtheMasterPlanfindings.

3.2 The mission Terms of References

FisheriesandAquacultureresearchinMauritiusistheprimaryresponsibilityoftheAlbionFisheriesResearchCentre(AFRC);aCentre(Website:http://www.gov.mu/portal/site/fisheries/)establishedwithintheMinistryofFisheriesandRodrigues.TheAFRChadthreeDivisions(FisheriesResearch,AquacultureandMarineScience).ThebasicobjectivesoftheAFRCare:

4 Mauritius’s EEZ is the 20th largest in the world, and larger than the EEZ’s of China, Spain or Argentina5 Mauritius Fisheries Development Plan, 19856 The seafood sector’s estimated contribution to GDP in 2010 was approximately $280 million or about 1.9% of GDP7 Mauritius Board of Investment (May 2010); Redefining Mauritius as a regional seafood hub: Seafood sector Action Plan 2010-2012


- To carry out research and studies for the sustainable development and management of marine living resources;- To provide advice to policy makers on matters related to the development and management of marine living

resources and the conservation of marine environment, including the creation of marine parks and reserves;- Toactasafocalpointforcollaborativeresearchandmanagementasregardregionalandinternationalfisheriesandmarinelivingresources.

Assignment TheMinistryofFisheriesandRodrigueshasrequestedSmartFishforacomprehensivereviewofwaysandmeanstorevitalizefisheriesresearchcapabilitiesinMauritiuswiththeaimofimprovingservicestostakeholdersandstrengtheninggovernanceofthesector.

This evaluation aims at revitalizing the research capacity of Mauritius,withspecificreferencetoSectoralplanningunderwaysince2010.

Title of assignmentProceedtoaComprehensivereviewofwaysandmeanstorevitalizefisheriesresearchcapabilitiesinMauritiuswiththeaim of improving services to stakeholders and strengthening governance of the sector.

Theotherrelatedinstitutionsandpartnersare:- Fisheries Policy, Planning and Management (FPPMS) Department- Fisheries Training and Extension Centre (FITEC) Department- Fishermen Welfare Fund (FWF)- Seafood Hub (SH)- Fish Investment Trust (Corporate) (FIT)- Mauritius Oceanographic Institute (MOI)- University of Mauritius (UM)- Private Sector (SME and Industrial)- Non Governmental Organizations (NGOs)

3.3 Approach

ThestudyfocussedonunderstandingofthecurrentdemandandsupplyprocessforfisheriesinMauritius,specificallyintheareaofresearch.

The document is in 2 sections. The first focuses on immediate findings and suggested actionswhile the secondconsidersalongertermapproach.

3.4 Performance in relation to TOR

Themainstepsofthemissionwere:

Before field mission- Draftingofageneralquestionnaire,withanintroductoryletterandacontactlist(seeappendix1and2);

During field mission (August 16th to September 1st)- Bothdocuments(questionnaireandcontacts’list)weresubmittedtotheIFRSprojectTeamLeaderandFisheriesDirectorforcorrection/amendment;

- ClarificationonpreciseparametersoftheassignmentwasreceivedfromboththeDirectorofFisheriesandtheSmartFish Team Leader, at the commencement of the mission;

- Interviewswereorganized and undertaken throughout themission.Where face to face interviewswere notpossible,questionnairesweredistributed;

Introduction


- AttheendofthefieldmissionpreliminaryfindingsandsuggestionswerepresentedtothefisheriesMinistrystaffanddiscussed.Mostsuggestionswereunanimouslyagreed,andfurthersuggestionswereairedatthemeeting.

During the period spent in Mauritius the experts received a new OrganizationalChart (OC) of the Fisheries Technical Services.AnewdraftMasterPlanwasalsoreceivedattheendofthefieldmission.FurtheramendmentswerethenmadebytheMinistryafterthefieldmission.AfinalversionoftheMasterPlanhasbeenprovidedendofSeptember.

After field mission- Stakeholderssentbackcompletedquestionnaires;- Analysisoftheresults(fieldinterviewsandemailedcompletedquestionnaires);- Further documentation was received from various sectors, between September 3rdand October10th;- DraftreportsentonOctober11th2011toSmartFishTeamLeader.


PART 1

4 DISCUSSION – IMMEDIATE FINDINGS AND ACTIONS SUGGESTED4.1 The main stakeholders (list and details in appendix 6.2)

Thefollowingstakeholderswereconsidered.- Ministry, AFRC and related institutions- Partner institutions- National- Regional- International- Private sector- NGOs

Alistofpersonscontactedandinterviewedissetoutinappendix6.2.Aquestionnairewassenttothosepersonsnotabletobemetdirectly(Questionnairemodelatappendix6.1.).CompletedinterviewsincludedmostoftheofficersfromthebroaderFisheriessector(AFRCandrelatedinstitutions),project team leaders from donors’ projects and representatives of the private sector (industry, semi industrial companies andoneprivatefishfarm).ItwasnotpossibletomeetwithrepresentativesfromthesmallerNGOgroups.

AtaregionallevelsomeclarificationwassoughtfrominstitutionsinMadagascarandRéunion(France)inordertocheckpossiblecollaborationsonspecificissues.Butatthetimeofthefinaldraftreportnotallinformationrequestedhadbeenreceived(e.g.theschema3completed:outlineofactivities).

4.2 Past and present situation (Supply/Demand)

4.2.1 SUPPLY

Organisational chart (OC) structurefor the AFRC prior to the 2011 revision and the new structure for 2011.

Description 2009TheMinisterialOrganisationalChart(OC)usedisfoundinappendix3ofthe2009annualreport.The2009structureissetoutinSchema1.

The Albion Fisheries Research Centre undertakes the research, development and management functions of the MinistryofAgroIndustry,FoodProductionandSecurity(FisheriesDivision).IthasbeenalmostentirelyconstructedandequippedwithJapaneseassistance.

ThefacilitiesattheAlbionFisheriesResearchCentrecoveratotalsurfaceareaof3,410m²whichincludesanoffice/administrationblock,biological,chemical,bacteriologicalandmarineecologicallaboratoriesandhatcheries.Inaddition,asetofout-doorrearingpondsofatotalsurfaceof12,000m²isavailableforexperimentalculturework.

TheCentrehasstaffofsome64officersinthescientificandtechnicalgrades,supportedbyadministrativestaffandmanualworkers.

Discussion – Immediate Findings And Actions Suggested


Prior to 2011projects/serviceslocatedattheCentre(AFRC)wereimplementedthroughthefollowing3Divisions(SeeSchematic“OrganisationalChart2009”,Figure1):

(1) Fisheries Research Division (under Fisheries Planning &Management Services);(2)AquacultureDivision(underMarineScienceService);(3)MarineSciencesDivision(underMarineScienceService).

SubsequentlytheFisheriesStructurehasbeenre-organised(OrganisationalChart2011,Schema2).

Someactivitiesofthe“MarineScienceDivision”weretransferredtotheALBIONlaboratories/documentationunit.Otheractivitiesof“MarineScience”havebeenkeptunderthenew“MarineConservation”unit.BothLaboratories/DocumentationandMarineConservationarenowplacedunderthe“MarineEcosystem,Conservation&AquacultureResearch(MECAR)”PrincipalDivision.

The Aquaculture Division ismaintainedunder a new principal Division “MarineEcosystem, Conservation andAquacultureResearch (MECAR)”.Development of newproducts is added to the list of activities (Seaweed, Pearl,captagelarvaire).

The fisheries research activities have been shifted to “Fisheries Research,Management,Development & Training(FRMDT) main division,partly under Fisheries Management (FM) and partly under Fisheries research development andtraining(FRST).FiTECisFisheriesTrainingandExtensionCentre,isnowFRSTandislocatedatPointe-aux-Sables.

Human resources (2011)Appendix4setsoutthecurrentqualificationsofbothscientificandtechnicalstaff.CurrentlyanumberofstaffhaveMSc’s,coveringanumberofdisciplines,withonestaffmembercompletingaPhD.Muchoftheresearchhasconcentratedonfreshwateraquacultureandtheexperienceofcurrentscientistsreflectsthehistoryofdonorinvolvement.

Management system and Organisational ChartTheneworganizationalstructureincludesanewmanagementframework,assetoutinSchema2.

Thenewmanagementteamconsistsofofficersalreadyemployedintheorganizationatotherlevels.Nonewseniorstaffswererecruited.


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proj

ects

•

IRFS

pro

ject

DSO

Mar

ine

Co

nse

rvat

ion

M. H

urbu

ngs

(Mrs

.)

DSO

Aq

uac

ult

ure

S. R

amsa

ha

DSO

La

bo

rato

ries

/ D

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men

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on

u

nit

B. R

amch

arru

n

• Se

ed p

rodu

ctio

n •

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emin

atio

n of

cu

lture

techniques

• Pilottrials:

•

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cucumber/AAP/I

OC

o

Se

awee

d o

Pe

arl

culture/MOI

o

Cap

tage

larva

ire

•

Appr

aisal

of

aquaculture

proj

ects

•

Exte

nsio

n •

Annu

al R

epor

ts

• IR

FS p

roje

ct

• C

hem

ical t

ests

•

Micr

obio

logic

al te

sts

• To

xicit

y te

sts

• Ac

cred

itatio

n of

lab

orat

orie

s •

Mon

itorin

g of

ha

rmfu

l alga

e •

Mon

itorin

g of

waterquality

•

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tion

case

st

udie

s •

Doc

umen

tatio

n U

nit

• IR

FS p

roje

ct

DSO

Mo

nit

ori

ng

, C

on

tro

l &

Surv

eilla

nce

&

FPS/

Enfo

rcem

ent

S. B

aulje

ewon

• M

onito

ring

Con

trol

&

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eilla

nce

•

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rcem

ent

• Pr

osec

utio

n •

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erie

s Pr

otec

tion

Serv

ice

• Re

gistr

atio

n of

fis

herm

en

• Re

gistr

atio

n of

bo

ats

(art

isana

l) •

Fish

ing

perm

its

(art

isana

l) •

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ol (c

oast

al &

af

loat

) •

VMS

• C

apita

l Pro

ject

s •

Appr

aisal

of

proj

ects

•

IRFS

pro

ject

• Li

cens

ing

of

fishi

ng v

esse

ls •

Regis

trat

ion

of

boat

s le

ss th

an

24m

• Banks/Chilled

fish

fishe

ry

• Fo

reign

Fish

ing

Vess

el L

icenc

e • Import/Export

• Tr

ade

issue

s • Extension/

Surp

rise

chec

ks

• Ap

prais

al of

pr

ojec

ts

• IR

FS p

roje

ct

DSO

Lice

nsi

ng

/ Im

po

rt E

xpo

rt

S. P

. Bee

harr

y-Pa

nray

DSO

Fish

erie

s Pl

ann

ing

Y. B

asan

t-Ra

i (M

rs.)

• Se

ctor

st

rate

gic p

lan

• Pl

anni

ng,

desig

n an

d m

onito

ring

of

proj

ects

•

Regio

nal,

Bi

later

al &

M

ultil

ater

al C

oope

ratio

n an

d C

oord

inat

ion

• Bu

dget

pl

anni

ng

• C

ross

D

ivisi

onal

issue

s •

Fish

Auc

tion

Mar

ket

• Ap

prais

al of

pr

ojec

ts

• IR

FS p

roje

ct

• IR

FS

Coo

rdin

atio

n

DSO

Fish

erie

s R

esea

rch

, D

evel

op

men

t an

d

Trai

nin

g (

FiTE

C)

V. C

hoor

amun

• Se

tting

and

m

ainte

nanc

e of

FA

Ds

• O

uter

lago

on

fishi

ng

deve

lopm

ent

• Re

sour

ce s

urve

ys

• St

ock

Asse

ssm

ent

• D

evel

opm

ent o

f fishingtechniques

•

Train

ing

of

fishe

rmen

&

stak

ehol

ders

•

Exte

nsio

n

• SW

IOFP

C

ompo

nent

4

• Te

chni

cal

Assis

tanc

e Norway/MARS

• Ap

prais

al of

pr

ojec

ts

• IR

FS p

roje

ct

FRM

DT

Fish

erie

s Re

sear

ch, M

anag

emen

t,

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elo

pm

ent

& T

rain

ing

(PF

O)

S. R

atha

char

en (M

rs.)

DSO

Fish

erie

s M

anag

emen

t

M. N

alle

e

• Fi

sher

ies

Man

agem

ent

Plan

s •

Mon

itorin

g of

lag

oon

fishe

ries

• M

onito

ring

of

bank

s fis

herie

s •

Mon

itorin

g of

tu

na fi

sher

ies

• Q

uota

all

ocat

ion

•

Fish

erie

s st

atist

ics

• Fi

sher

ies

Info

rmat

ion

Syst

em

• SW

IOFP

C

ompo

nent

1,3

&

6

• M

ARS

Prog

ram

mes

•

Appr

aisal

of

proj

ects

•

IRFS

pro

ject

Dir

ecto

r o

f Fi

sher

ies

Up

dat

ed 2

8 Ju

ly 2

011

(FIN

AL)

SEPT

EMBE

R 20

11 |

12


Comparison between Fisheries objectives of 2009 and 2011

Table 1: Objectives summary per period2009 (Annual report) 2011 (As per Master Plan)Toestablishaconduciveenvironmentinwhichthefishingindustrycandevelop.

Implement management to achieve sustainable domestic fish resources in accordance with ESD principles andincluding,whereappropriate,ecosystembasedfisheriesmanagement.

Contribute towards the development of Mauritius in a worldclassseafoodHubandderiveoptimalbenefitsfrommarinelivingresources.

Support private sector growth at all stages of the value chain, including fish production, value adding and insupportingindustries.

Promote and regulate the optimal long-term sustainable utilisationoflivingmarineresources.

Ensuresafe,adequate,goodqualityseafoodfordomesticconsumption.

Ensurethatallfisheriesactivitiesallowfortheconservationofvitalmarineecosystems.

Reduce the medium-long term risk exposure of Mauritius’sseafoodexportsector.

Foster the interest of Mauritius within the international fisheries community, including encouraging theinternational trade of fish commodities within theframeworkofinternationallawandconventions.

Transition to a more participatory, co-management approach to fisheries management and developmentthat (a) involves all key stakeholders (b) recognises the private sector benefits that accrue from exploitationof Mauritian fisheries resources in funding services tosupportmanagement.

Provide professional, responsive and customer friendly services.

SupportMauritius’s internationalobligations in fisheriesandmarineresourcemanagement.

Deliver our services efficiently and effectively providingvalueformoney.Continuouslyinvestinhumanresourcedevelopment.Promotethesocialwelfarestatusoffishermen.

Discussion on supply aspects

• General overview from questionnaires and interviews on the new structure:

TheFisheriesandMarineResourcesActmayrequireanamendmenttomakeprovisionforMarineProtectedAreasandAquaculture,allowingaclearmandateforAlbion.

Generally there was felt to be a need for more structured inter-ministerial committees, where roles, responsibilities andactivitiesarediscussed.Alsoconcernoverthe lackofclearmandatesbetweenthevarious institutionscarryingout research and itwas felt explicitMOU’s betweenAlbion and theMOI are urgently required, and a need forongoingdiscussionswiththeUniversityofMauritiusaroundjointresearchprojectsandfunding.Raisedbynumerousrespondents was that often existing data was not used effectively in management decisions, and there was felt to be a lackofmentorship,particularlyforresearch.

Upgradingoffacilitieswasanissue,particularlythelibrary/documentcentre,withstaffhavingaccesstoonlinesearchenginesanddocumentation.Aquaculturefacilitiesandequipmentareoftenoutdated.

The private sector was particularly concerned over the enormous amount of bureaucracy involved with setting up newfisheriesoraquacultureventures,alackofcapacityinsomeareasandalackofunderstandingofbusinessplanning.There was felt to be an urgent need to relook at the Fisheries investment fund and the Fisheries Welfare fund, possibly mergingthetwoandprovidinganewsetofobjectivesandmechanismforfundallocation.



• The new organisational structure – specific challenges:

Thereappeartobesomemismatchesintermsoftheresponsibilitiesunderthevarioussections.Thismaybeinpartduetotheexpertiseoftheexistingscientificofficers.FITEC(nowFRST)isprimarilyresponsiblefortrainingandhasasuccessfultrackrecordoftrainingandfisheriesdevelopment.Intermsoffisheries,itissuggestedthatallmonitoring,research, and management fall under one DSO, with the second being responsible for all training and fisheriesdevelopment.

Whencomparingthetwoperiodsitappearsthereisaclearfocustodayon:- Resources management in accordance with the ESD (Ecological Sustainable Development) principles which requires that broadermarine biodiversity conservation issues are considered in themanagement of fisheries,together with social and economic issues;

- The need to reduce the medium-long term risk exposure of Mauritius’ seafood export sector;- Supporting private sector growth at all stages of the value chain;- Atransitiontoamoreparticipatory,co-managementapproachtofisheriesmanagementanddevelopmentthat(a)involvesallkeystakeholders(b)recognisestheprivatesectorbenefitsthataccruefromexploitationofMauritianfisheriesresourcesinfundingservicestosupportmanagement;

- Theincreasingimportancetoensuresafe,adequate,goodqualityseafoodfordomesticconsumption.

In general research should consider all the issues including ESD and the ecosystem approach, however funding and manpowerwillobviouslydictatethatpriorityissuesarefirstaddressed.

4.2.2 Demand

Thediscussionhereisfocussedoninformationfrominternalstaffsuggestions, institutionalrequests,andcommentsfromindustryanddonorprojects.MostofthedemandisfocussedontheneedtosustainablymanageandmonitortheresourcesofMauritius.Thereisinfactfairlylimitedclearlyexpresseddemandfromtheprivatesector,withsomeexceptionfromtheartisanalandsemi-industrialnationalfisheries.Thereareadhocdemandsfromstudents,NGOsanddonors,mainlyfordata.

Tounderstandthecurrentdemand,thecurrentsupplychainhasbeensetoutinthetablebelow(Table2).

4.2.3 Supply/Demand activity information.

Table 2: General outline of supply/demand activitiesDeliverable Key Activities SUPPLY Origin of demand and future

requirements

Resource management, monitoring & Services (RMMS)

Resource conservation and Monitoring – using an Ecosystem Approach

• Datacollectionandanalysis;• Inputandoutputcontrolsand

other environmental issues (biodiversity);

• Determinationofexploitationlimits (conducive environment in which industry can develop);

• Riskidentification,recommendations;

• Regularfeedbackandadjustment ;

• EffectiveMCS,Monitoring,ControlandSurveillance.

• Fundamentalsforkeepingtheresources sustainable


Deliverable Key Activities SUPPLY Origin of demand and future requirements

Services • Summariesofdata,dynamicsand limits;

• Provideinformation/adviseondemand;

• Trainingonmanagementandfishingtechniques;

• ‘Sell”existingexpertise(seeapplied research);

• Documentation.

• State,Donorprojects,students,NGOs,privatesector.Qualityinformation to be guaranteed;

• Limitedasnewentryshouldbelimited for artisanal and semi industrial;

• Conditionsneedtobeimposedforallrequests;

• State,Donorsprojects,Students,NGOs.

Research Longer term Research • Nonewlongtermresearchinplace yet ;

• Economic,socialandlegalunderstanding of the sectors verylimited.

• Couldstudythe“ecosystem”approach together with regional and international counterparts;

• Poolingofresourcesimportantto reduce expenses, e.g.collaborationbetweenAlbion, the MOI and the University of Mauritius as with regional counterparts;

• Someindustrialresearchcouldbe envisaged in partnership with industry (bio technology)

Applied Research (shorter term)

• Noeconomicexpertiseavailable;

• Onlycarriedoutfornationalfisheries(mainlyonfishingtechniques);

• Littlesocioeconomicdataandbusinessplandevelopment.Nocurrent cost sharing agreement for work undertaken by AFRC for other Government or private institutions;

• Aquaculture:someinformationand supply for fresh water activities but no economically successful transfer to economic sector.Productidentification(linked to market) and feasibility studiesareweak.

• Verylimitedfromprivatesector except for some national fisheriesforfishingtechniques;

• Sellingservicesatregionalandinternational (private & public) – The demand could be boosted ifvalueproposalisbetter“sold”;

• Privatesectoratnationallevel(Fisheries,aquaculture,biodiversity projects, other value to products);

Deliverable Key Activities SUPPLY Origin of demand and future requirements

Products quality controls

Tests (microbiologic, chemical and toxicity) on:• Waterquality;• Fishandother

seafood products;• Pollution.

• Linkedtootherdivisionsforvarious tests on products, water qualityandpollution.

• FromCompetentAuthority(CA):notyetasnotaccreditednor in legislation;

• Fromprivatesector:notatthemoment as lab not accredited;

• Requestforbeingaccredited;tobeassessedbyabusinessplan.



CommentsWith hindsight it is surprising that there is a series of research activities that have seen little transfer to the economic sector.Thisseemstobethecasenotonlyforaquaculturebutalsoatalowerlevelfordevelopmentsalongthevaluechain,theexceptionbeingtheSeafoodHubdevelopment,butthisinitiativedidnotarisefromaresearchinstitution.

Itisthereforelogicaltoquestionhowfisheriesandaquacultureprioritiesareidentifiedfromexistingdemands,andwhatanalyticaltoolsareusedtoassesspossibleinterventions.Itisclearthatthecorebusinessofmonitoring,undertakingresearch,andmanagingthenaturalresourcesofMauritiusformthecorebusinessrequirementsoftheMinistry.Returnsoninvestingintheseactivitiesareimportantforthecountry.

There is currently little private sector involvement and the lack of successful transfer of the research undertaken to theprivate sector reflects this.There is also little contactwith theprivate sectoronplanned initiatives,except forsomespecificactivitiesonnationalfisheries,andaconcernhasbeenexpressedbytheprivatesectorontheirlackofinvolvement. Thisshouldberectified inthecompilationofFisheriesManagementPlansandAquaculture feasibilitystudies.TheuseofthediagrambelowbytheResearchDepartmentshouldfacilitateclarityandlogicofsupplyanddemandactivitiestogetherwithvalueproposaloftheresearchsector.

Schema 3: Outline of activities

Key activities - Applied and long term

Researches; - Aquaculture; - Laboratories/Documentati

on Unit

Partners’ network - Donors:SWIOFP,

IFRS - National:seetable4 - Regional:SouthAfricaandothertoidentify.

Key resources - Scientific - Economic and social is

insufficient - Technical (fisheries) - Other

“Client” relationships - WithState:tobeexplained - OtherDivisions:tobe

explained - OtherInstitutions:MOU - Civilsociety:typeofcontract/partnership

“Clients” segments – State - State - Other Divisions - Other institutions - Civil Society

Distribution channels - Ministerial“internal”

system - Direct expertise - Ondirectrequest - By internet - Annual report

Value proposal - Define “core business”

- Define activities to be outsourced

Cost structure - Facilities, salaries and

management - Researchbudget:2millionRS

Output - To be determined as

per objectives and capacities


4.2.4 SWOT Analysis – Technical and human Resources

AgeneralSWOTanalysisofthetechnicalaspectsofcurrentresearchactivitieswasundertakenaspartofthefieldvisit.AsecondSWOTAnalysisofLagoon/offlagoonactivitieswasundertakenbutisnotincludedhereandisavailableonrequest.

Table 3: SWOT analysis for current researchStrengths Weaknesses

• AgoodfisheriesandMarineResourcesAct;• AnewMasterPlanforFisheries;• Anumberofongoingmonitoringprograms;• Goodfacilities;• Historyofaquacultureandfisheriesresearch;• Anewlyrevisedmanagementstructure;• Goodmicrobiologylabequipment• TrainingfacilitiesatFITECandavailabilityofvesselsfor

research,somefisheriesdevelopmentresearch;• SomejointprojectswiththeMOI,theUniversityof

Mauritius

Technical- No recent review of monitoring programs;- No Fishery Management Plans exist, setting out

research priorities;- No comprehensive feasibility studies exist for marine

aquaculture,providingguidanceonprioritiesandresearch;

- No real market research for identifying possible regionalandinternationalrequirementsthatcouldpresent opportunities;

- Aquacultureequipmentisoutdatedinsomeinstances;- No MOU exists with the MOI and the University or

the Private Sector- Noresearchonanumberofkeyaspectse.g.by-

catch,mammalsandseabirds,recreationalfisheries;- No clear plan or business plan on laboratories (and

newequipment)andpositioning(e.g.inrelationwithexporting);

Human Resources- No comprehensive plan for upgrading of staff

qualifications- Noeconomists/socioeconomistsactivelyundertaking

researchBudget- Limited fundingDemand • Limitedinvolvementofprivatesectorinbothprimary

andsecondaryprocess.

Opportunities Threats

Technical• Reviewofmonitoringactivities.• DraftingofFisheriesPlansandAquacultureFeasibility

Reports – in conjunction with SWIOFP, IOC and others;

• Planningofresearchusingthebestcapacityandresources available in Mauritius (MRC, Fisheries Investment Fund, Albion, FITEC, MOI, University);

• Establishingnewresearchopportunitiesinrelationwith ESD, products developments (longer term), socio economics for co management systems, energy saving and waste water management

Human Resources • Upgradingofstaffqualifications–SWIOFP,others;• Needforeconomic/market(internalorout-sourced) capacities

• staffplacedinpositionswithoutthenecessaryqualificationsorexperience;

• PoorconnectivitybetweenRodriguesandMauritius;• NotechnicalassistancefortheDirectorofFisheries

–overseeingdevelopmentofFMP’S,Aquaculturefeasibility studies, setting of priorities;

• NoMOUdevelopedbetweentheroleplayers,overlap of research and responsibilities;

• Funding



4.2.5 Discussion

4.2.5.1 Organisational structureAmajorproblemconcerningresearchinfisheriesandaquacultureinMauritiusisthelackofvisibilityofexistingnationalorganizations,andduplicationofactivities.

ThisfindingwasinfactunderpinnedduringtheinterviewprocessandtheneedforabetterexchangebetweenthePrimeMinister’sOfficeand theMinistryofFisheries is required,allowingcommonobjectives tobediscussedandactivitiestobeapportionedinarationalfashion.

Table 5, compiled during the field visit, is not an exhaustive summaryof information, but serves to underpin theduplicationofsomeactivities,andalsohighlightsanumberofgaps(e.g.birds,marinemammals,economics,socioeconomics)notcurrentlyundertakenbyanyoftheresearchorganisations.

Table 4: No MOU exists with the MOI and the University or the Private SectorMinistry of Fisheries(Fisheries Division)

M.O.I UoM Others

ACTIVITIES Service 1 Service 2 Service 3

1. Monitoringandserviceprovision

FPPM(Headquarters)

MECAR(AFRC)

FRMDT(FITEC/AFRC)

- Coral reef X Shoals Rodrigues & SEMPA

- Fisheries - Catch and effort

X FRTU

- Import/exportpermitting X

- Fisheries development X

- Microbiology X

- Supplyoffingerlings X

- Policy/Managementplans X

- Environmental Impact assessments

X

- Training X X X X

- Coastalwaterquality/temperature

X SEMPA

2. Research

- Conservation and MPA’s X SEMPA, MMCS, RCM, Ecosud*

- Oceanography X X

- Fisheries (stock assessment)

X X

- Fisheries (biology) X X

- Fisheries development X X

- Primary and secondary productivity

x

- Birds and mammals NGO’s

- Recreationalfisheries X


Ministry of Fisheries(Fisheries Division)

M.O.I UoM Others

ACTIVITIES Service 1 Service 2 Service 3

- Economics and socio economics (all aspects –fisheries,tourism,aquaculture)

Consultancies/UoM

- Genetics X

- GIS/Mapping X

- Fisheries Management plans

Planned for banksfishery

Planned for the BBMP & BMP

- Aquaculturefeasibilitystudies with detailed business plans

MRC – seaweed, private sector

- Aquaculturedevelopment

X X X FIT

- Biotechnology Private sector

AFRC: AlbionFisheriesandResearchCentre(Albion)BBMP: BlueBayMarineParkBMP: BalaclavaMarineParkFiTEC: FisheriesTrainingandExtensionCentre(Pointe-aux-Sables)FIT: FishermenInvestmentTrustFPPM: FisheriesPolicy,PlanningandManagement(Port-Louis)FRMDT: FisheriesResearch,Management,Development&Training(FiTECexceptforFisheriesManagement Division which is situated at AFRC)FRTU: FishingResearchandTrainingUnit(Rodrigues)MECAR: MarineEcosystem,Conservation&AquacultureResearchMMCS: MauritiusMarineConservationSocietyM.O.I: MauritiusOceanographyInstituteMRC: MauritiusResearchCouncilNGO: Non-governmentalorganizationRCM: ReefConservationMauritiusSEMPA: SouthEastMarineProtectedArea(Rodrigues)UoM: UniversityofMauritius

*MMCS,RCMandEcosudareinvolvedincommunication,mostlyinsensitization.

4.2.5.2 Summaries and suggestions – At organisational levelAtthelevelofbasicresearchandmonitoring:



Table 5: Summary research and monitoring – Issues, opportunities and suggestions

ISSUES and OPPORTUNITIES SUGGESTIONSNorecentreviewofmonitoringprograms. ReviewofmonitoringPlan.No Fishery Management Plans exist, setting out research priorities and no comprehensive feasibility studies exist formarineaquaculture,providingguidanceonprioritiesand research. Aquaculture equipment is outdated insomeinstances.

Drafting of Fisheries Plans and Aquaculture FeasibilityReports – in conjunction with SWIOFP, IOC and others (alreadyplannedforBanks,BBMPandBMP).

No real market research for identifying possible regional and international requirements that could presentopportunities.

Planning of research using the best capacity and resources available in Mauritius (Fisheries Investment Fund, MECAR, FRMDT,MOI,MRCandUniversityofMauritius).

Noresearchonanumberofkeyaspectse.g.by-catch,mammalsandseabirds,recreationalfisheries.

Assess the need of these subjects to be studied or to be outsourced.

No clear plan or business plan on laboratories (and new equipment)positioning(e.g.inrelationwithexporting).

Businessplanisneeded.

At Human Resource level

Thereinforcementofskillsandnewskillsrequiredwillbebetteradjustedonceactivitiesofthedifferentinstitutionsarerealignedintermsofrevisedobjectivesandactivities.

Presently: - Thereisnocomprehensiveplanforupgradingofstaffqualifications: NeedforaHRdepartmentandupgradingofqualificationinlinewiththerevisedresearchobjectivesarisingfromtheFMP’sandAquaculturefeasibilitystudies.

- Noeconomists/socioeconomistsactivelyundertakingresearch: Needforeconomic/market(internaloroutsourced)capacity.

At management level

ItisimperativetokeepclearcommunicationlinksbetweenDivisions.Unitanddivisionjobdescriptionsshouldbesetoutclearly,outliningthelinkagesbetweenunitsforallprocessesandshouldbedirectlyassociatedwithexpectedoutputs.Thiscanonlybedonewhenobjectives(MasterPlan,FMPs,AquacultureFeasibilityStudies,assessmentandvalidationofexistingmonitoringframework)andtheMOU’sbetweeninstitutionsarefullydefined.Thisshouldcommenceassoonaspossibleasresearchpriorities,placingofstaffwithintheresearchstructureandupgradingofstaffqualificationslogicallyflowsthisundertaking.

SuggestionIt is recognised that the suggested course of action carries a large administrative load and it is suggested that the DirectorofFisheries is supportedbya senior technical/administrativeassistant for thedurationof theundertaking.Althoughinternalskillsarerecognisedthereareanumberofproblemsthatrequireexternalmanagementsupport.Suggestedattributesofasuccessfulcandidate:o An ability towork specifically on the demand aspects, for both the short term and long term, and a good

understanding of international markets;o A complementary guarantee of neutrality during the realignment of the new priorities, setting out of responsibilities, andsettingofresponsibilitiesbetweeninstitutions.(possibleneworganizationChart);

o Able to oversee a cost/benefit analysis for AFRC, assessing the value of internal core activities and possibleoutsourcing more peripheral ones;


o Able to assess if and how to proceed to regional pooling activities for cost reduction reasons (economy of scale without losing control on core activities);

o PreparingabasicoutlineforthelongtermdirectionofAFRC.

More detailed technical Discussion

- Fisheries and Aquaculture developmentEssential for the economy of Mauritius is to ensure that marine related resource opportunities for Mauritius and Rodriguesaredeveloped. Atpresent thereareanumberofpossibilitiesbut itwillnotbepossible todevelopallopportunitiessimultaneously,anditislikelythatsomewillnotprovetobeviableafteraninitialdesktopassessment.Comprehensiveplanningisrequiredtoassesseachofthese,decideontheirviability,andthensetprioritiesintermsofdevelopmentandresearch.

- In aquacultureThe idea is from the full feasibility studies (including the role of government in hatcheries, provision of spat, etc) to pickupthosethatappeartobebestbusinesspropositionforMauritius/Rodrigues-discusstheroleofgovernment-planthewayforward-andthenonlyprioritizeintermsofresearchrequiredandmanpowerplacingintermsofbiologicalwork-hatchery,growout,etc.It isalso important tonote that it is likely that themore limited freshwateraquacultureventuresmayhave tobedownscaledorstoppedtoallowforthemarinerelatedworktoexpand.Another importantconsideration inbothaquacultureandfisheriesdevelopmenttobepromotedbytheResearchcentre is building a better proximity with the market’s partners in order to better identify potential applied and long termprojectsbeforeselectingprojectsforthefeasibilitystudies(Identification).ItisalsonotedthatSeacucumbershavebeenprioritisedandresearchisplanned.TheresponsiblepositionatthelevelofScientificOfficershouldbefilledassoonaspossible.Anadvancedfeasibilitystudyforthecommercialaspectsshouldalso be undertaken as a priority, as investment opportunities for sea cucumbers in Mauritius should be addressed in conjunctionwiththeplannedresearchactivities.

- For fisheries:It is largely accepted that in the long termall fishing activitieswithin the lagoon should largely cease, allowing thedevelopmentofthefullpotentialofthetouristsector,animportantcomponentoftheMauritianeconomy.OnthecontrarytheFADfishingcouldbeexpanded(asecondcircle,afurther5to10milesoffshore)whichatthesametimecouldproviderecreationalfishermenwithfishingopportunitieswithintherangeoflocalhotels,alsoallowingforapotentialsourceoffundstoservicetheFAD’s.

- Valorisation along the supply and value chainsThroughouttheproductionandsupplychainsareaseriesoflossesthatshouldberationalized.Thesetopicsdeservespecificresearchwiththetripleaimsofreducingeconomicproductioncosts,andimprovingenvironmentalandsocialissues.

- Ecosystem - Establishing new research opportunities in relation with ESD. As Mauritius relies heavily on their natural resources for their economic well being, an evaluation of ecosystem services isanessentialcomponentofthedecisionmakingprocessintermsoffutureaquacultureandfisheriesactivities.

4.3 Suggested way ahead

4.3.1 Joint activity- AMOUtobedevelopedasamatterofurgencybetweentheAFRCandpartnerinstitutions:ApotentialdelineationofactivitiesissetoutinTable6,whichcouldserveaspointofdepartureforfurtherdiscussion.



Table 6: Potential division of responsibilitiesMinistry - Albion/FITEC responsibilities

- Fisheries Management Plans- Aquaculturefeasibilitystudies,sitestoincludeRodrigues- Governmentsupporttofishersandaquaculturefarmers- Allbiologicalmonitoring,collectionoffisheriesstatisticsandstockassessment- Technicaltrainingoffishers,useoffishinggear,boatrepairsetc- Fisheries development research- Marine Protected Area Research- Marine mammals and birds- Allfisheriesadministration- Climate change together with MOI and under Ministry of Environment as Focal Point- Laboratories

Rodrigues (FRTU):- Fisheries Management Plans, including separate octopus management plan - Collectionoffisheriesstatistics- Otherpriorityresearchactivitiesasdefinedbythejointresearchcommittee.

MOI- Oceanographic research- All oceanographic monitoring- Primary and secondary productivity- Pollution – Ballast water- Genetics- GIS and mapping- Marine Geology- Climate change- Bio-prospecting–includingvalueaddingforfisheriesproductsandby-catch,exploringPPP’s- Research cruises

Mauritius Research Council (MRC)- Someaquacultureresearch(notenoughinformationonMRC)

University of Mauritius (UoM)- Universitytoassistasrequiredbuttotaketheleadinstatistics,socioeconomicsandeconomics.Supportto

Albion and to MOI

- TheformulationofaJointResearchCommitteeisrecommended,includingthefollowingstakeholders: Albion;MRC;MOI;UoM;FRTURodrigues;SHOALSRodrigues;NGO’s,PrivateSector.- Suggestedtopicstobeaddressedbythefirstsittingoftheresearchcommitteecouldinclude:

- Aquacultureresearchanddevelopment;- Fisheries ecological research;- Taxonomy (a regional challenge to build capacity);- Pollution;- Economic and socio economic research;- Recreationalfisheriesandnon-consumptiveuseofmarineresources;- Other.

4.3.2 Immediate support required (COI, SWIOFP, others)Itisacceptedthattherecommendationsarisingfromthisstudywillrequiresubstantialfunds,particularlyintheshortterm,andthatitwillnotbepossiblefortheGovernmentofMauritiustomeetthesedemands.Initialdiscussionswithpotential donorshavebeenpromising andprojects underway in2011/2012 shouldbe approached to assistwithselectedaspects,inparticular:


- MOU development;- Aquaculture feasibility studies for present fresh water activities, sea cucumbers (Urgent), aquarium fish (and“captagelarvaire”)andcoral,pearlculture,seaweed;

- Fisheries Management Plans (EAF Approach) (using the ecosystem approach to fisheries); lagoon/off-lagoon(MauritiusandRodrigues),Octopusfishery(Rodrigues);FADfishery,BankandslopeFishery;

- Revision of all monitoring activities by Albion;- TechnicalsupportforDirectorandprincipalofficers.

4.3.3 Considerations – global- FisheriesManagementPlansandAquaculturefeasibilitystudieswillhighlightpriorityareasforresearch;- Researchers to be tasked with activities with due consideration to expertise and experience;- MechanismstobeexploredforyoungresearchersfromAlbiontohaveopportunitiestofurthertheirstudies.

4.3.3.1 AquacultureFeasibilitystudiestoinclude:- Detailedbusinessplan, including research,finance, infrastructure,markets,competitiveadvantages,permitting,

etc;- Potentialconflict;- Environmental issues;- Site choices with alternative use studies;- Researchrequired;- Extensionservice.ImportantconsiderationsintheAquaculturefeasibilitystudieswillbetheroleandresponsibilityofgovernment–forexample should government hatcheries or grow-outs at Albion be established to assist with rehabilitation of the lagoon ortoprovidefishandseacucumbersforexploitationbycommunityfishers,orassistprivateentrants,ornotatall,orjust for a limited start-up time?

4.3.3.2 Some issues to be addressed in the FMP’s include- Little economic data;- Little socio economic data;- Limited data on the biology of some species;- Identificationofspeciesisdifficultintheabsenceoftrainedpersonnel;- Information on behaviour and ecology of several species are not available;- No validation of catch and effort data, estimation of abundance not very accurate;- Limiteddataonthestockstatusofthefisheries;- Limited information on by catch;- Limitedinformationonrecreationalfishing;- Conflictofusers;- Ecosystemissues–destructionofhabitat.

4.3.3.3 Monitoring programs (e.g. corals, catch and effort)- Assessmentofallcurrentactivities,includingvalidation.

4.3.3.4 LaboratoriesThereisnobusinessplanassuch;howeverthereisaneedtohavethefisheriesrelatedlaboratoryaccreditedsoastobeabletosupporttheresultsofthenationallaboratoryatnational,regionalandinternationallevels.For becoming an international accredited laboratory for exported seafood products, it should be legally independent fromtheCA.Abusinessplanisrecommendedthatshoulddefine:- Thelaboratoryperimeter(accreditedforimportandexportproducts,marineecosystem,waterquality,pollution)

taking in account the existing private laboratory and regional capacities (outsourcing or not);



- The long term viability of retained activities;- Legalcontexttobeputinplace,accordingly.

4.3.3.5 UpgradingofstaffqualificationsAppendix3setsoutthecurrentqualificationsofbothscientificandtechnicalstaff.CurrentlyanumberofstaffhaveMSc’s,coveringanumberofdisciplines,withonestaffmembercompletingaPhD.Muchoftheresearchhasconcentratedonfreshwateraquacultureandtheexperienceofcurrentscientistsreflectsthehistoryofdonorinvolvement.

In terms of future training, it is recommended that such training be planned within the new research priorities which will arise from theFisheriesManagementPlans, the currentoverviewofmonitoring activities and the aquaculturefeasibilitystudies.Scientificandtechnicalstaffassignedtoeachofthepriorityareasshouldfurthertheirstudieswithinthe priority area they have been assigned to, and it is important that these positions are retained for the duration of the study,andthatstaffwithsuitablecapacitybeappointed.Wherestaffassignmentchangeisunavoidable,itisimperativethatnewstaffsarefullytrainedtobeabletoundertakethetasksassigned.HereitisnotedthatSeacucumbershavebeenprioritisedandresearchisplanned.TheresponsiblepositionatthelevelofScientificOfficershouldbefilledassoonaspossible.Anadvancedfeasibilitystudyforthecommercialaspectsshouldalsobeundertakenasapriority.In terms of the PFO’s and DSO’s, it is recommended that future training is concentrated predominantly on advanced administration andmanagement, rather than on further scientific training. It is important thatDSO’s take overallresponsibilityforthecollectivemanagementplansandfeasibilitystudieswithintheirsection,withindividualscientificofficersresponsibleforparticularplansorfeasibilitystudies,andforthemtosteertheprocessandberesponsibleforthefinaldocument.Consultants shouldonlybehired toprovidementorship foraperiodof timeor forparticularspecialiststudies.

Similartomanyfisheriesmanagementauthoritiesaroundtheworld,thereiscurrentlynoeconomicandsocioeconomicresearchundertakenatAlbion,andthereisnopermanentorsecondedlegalrepresentation.Astheseresponsibilitiesareoftendifficulttoaccommodateintheestablishedsystem,particularlyintermsofpersonaladvancement,itissuggestedthat economic, socioeconomic and legal research be explored in conjunction with the University of Mauritius, and otherregionalandinternationalteachingandresearchorganisations,asrequired.

IntermsofFITEC,furthertrainingrequirementswillbecomeclearastheprocessofprioritisationunfolds.ManagementandTechnicaltrainingshouldbeprioritised.Anexceptionmaybeinareasofnewfisheriesandgeardevelopment.Fisheries management and Fisheries research should not be retained as FITEC responsibilities but rather moved to Fisheriespolicyplanningandmanagementservice.

Thereisageneral lackoftraining inITandcomputerbasedskills inthecollectingandassessingdata.Suchtrainingshouldbeimplementedatalllevels.


Schema 4: Human Resource Training

4.3.4 At mid-term- ReviseOrganisationChartincoherencewithabovefindings.

EAFApproach: Reviewofcurrentmonitoring:Coralreefs,catchandeffortetc:

EAFApproach:

Fisheries Management Plans

Aquaculturefeasibilitystudies: Noting that sea cucumber research has already been designated as a priority.

New monitoring priorities

Research priorities

Research priorities

Scientific officers and technical officers delegated research responsibilities

Less emphasis onresearch:

Scientific officers and technical officers delegated research responsibilities

Management Priorities



PFO’S and DSO’S training asrequired



Conclusions and Recommendations


5 CONCLUSIONS AND RECOMMENDATIONSInthecurrentcontextofglobalchange,resourcemanagementrequiresresearchthatisbothefficientandinnovative.This isparticularly thecasewithMauritius.Although thecountry is surroundedbyanenormousEEZ, itdoesnotnecessarily follow that ithasabundant resources that canbecaughtcheaplyand soldprofitably.In this context themonitoringandresearchdepartmentsareofkeyimportanceforthecountry.

Thefirstfindingofthismissionwasthelowcoherencethatexistsbetweenthevariousentitiesconcernedwithresearch.It was therefore recommended that the various agencies, often under different Ministries, implement a Memorandum ofUnderstandingwhichdescribesandapportionstheresearchresponsibilitiesinacoherentandrationalmanner.Additionally, in order to reinforce and retain a strong collaboration between entities, the formulation of a permanent JointResearchCommitteeisrecommended,comprisingAlbion;MOI;MauritiusUniversity;FRTURodrigues;SHOALSRodrigues; NGO’s, private sector and possibly other ministries, such as Tourism and Environment, under observer status.

BothFisheriesandaquacultureresearchrequireamorecoherentstructure,allowingclearprioritiestobeidentified.ToachievethisitisrecommendedthatFisheriesManagementPlansandAquaculturefeasibilitystudiesareundertakenasaprecursortoidentifyingresearchpriorities.BasedonthistheOrganisationalChartshouldbereorganisedtogetherwithupgradingofstaffqualificationsandpossiblynewstaff recruitment. In termsoffisheries, it is suggested thatallmonitoring, research, and management fall under one DSO, with the second being responsible for all training and fisheriesdevelopment.

The current monitoring activities have not been assessed over the last decade and an assessment of all activities should beundertaken,withrevisedprotocolsintroducedasrequired.

Currentlaboratoriesrequireabusinessplanandaccreditationshouldbeexplored.TobeanaccreditedlaboratoryitisimportantforthelaboratorytobelegallyindependentoftheCA.

It is recognised that the suggested course of action carries a large administrative load and it is suggested that the Directorissupportedbyaseniortechnical/administrativeassistantforthedurationoftheundertaking.Althoughinternalskillsarerecognisedthemagnitudeofthisundertakingrequiresexternalmanagementsupport.

In the longer term there is a need to identify and study the Long term key factors from the sector which have the most impactbutwhicharealsothemostuncertain,e.g.Climatechange,economicfactorssuchasglobalmarketchange.

PART II – LONG TERM CONSIDERATION Establish scenarios for future developments

Becauseofthesignificantthreatstoresources,therearenownewproposalsthatcallintoquestionthefundamentalmodesofmanagementandexploitationoftheseresources.Thesenewapproacheswillbringchangesthatarestilldifficulttoclearlyperceivetoday.Itisthereforeimportantthatresearchisalsoappliedtothestudyofdifferentscenariosforthefuture.Anexampleisgivenbelow:

ThewaytodefinescenariosisstartingfromtheveryglobalPESTELtable(seebelow)considerationforthesector.From that table is then selected the most representative key pivots that are the key elements (select very few) with mostimpactonthefuturebutwithatthesametimethemostdifficulttopredict.Strategic diagnostic (position of the organisation)

PESTEL analysis (Global to the sector)


Table 7: Pestel tentativePolitics (Examples) Economic (Examples)• Sustainable management of resources (often fully utilisedoroverfished)–Monitorenvironment;

• Optimal exploitation – Economic;• Employment(inquantitativeandqualitativeterms)

– Social;• Diversificationandalternatives–Research;• Othersectorstotakeintoconsideration(e.g.

tourism);• Food security

• Requestlargestquantityofproductduetodemo-graphics;

• Access to resources becoming more expensive (investment, energy, shortage of certain resources) ;

• Increased competition for some products ;• Market access conditions more regulated (sanitary,

traceability, environment, social) ;• Transportcostsareincreasing.

Social (Examples) Technologic (Examples)• Marine:workopportunitiesforthefutureishugein

various sectors related to marine environment• Demography could become a threat

• Internet development • Satellite surveillance control is improving• Dataanalysisisimprovingquitestrongly• Selectivefishingtechniquesareimproving• Rationalisationofcaptureandofquantitykepton

board• Aquaculturedevelopments• Newpreservationtechniques• Transport

Environmental (Examples) Legal (Examples)• Demographic pressure on environment• Fishing pressure on resource and limitation of fisheries(betweenscientistandeconomic/employ-ment)

• Biodiversity problem• Environmental destruction and restoration• Climate change

• Protection of environment enters in force• Sanitary condition for international markets• EEZ restriction• Originoffishpaysanimportantrole• Traceabilityisneededforindustrialfisheries

In general terms to the concerned sectorComparison between past and future evolutionShould give an idea of the variable pivots (key elements that are very probable but with important uncertainties about whichonewilloccur).- Politic = Public authorities role- Economic = macro economic factors (as exchange rates, growth variables, etc) – Research concerned;- Sociological = cultural and demographic evolutions – Research concerned;- Technologic = innovations (as Internet, genetic engineering, etc) – Research concerned;- Environmental = ecological (as pollution, recycling, climate changes, etc) – Research concerned- Legal=summaryoflegalconstraints,ofrules,safetynorms,other.

Example:• Pivotvariables FromPESTELselectthemainkeypointsthatcouldaffectsignificantlytheglobalsectorstructure (a) With most important possible impact (b) And which also have uncertainties evolutions (do not know how it will move)

Conclusions and Recommendations


• Generalscenarioscorrespondingtopivotvariableswithmostuncertainties Scenarios:2or4.Not3asperexperiencethemidtermischosen. Thefuturecouldbecompletelydifferentdependedtheirevolution. Thisworkbringsahierarchyofenvironmentalforcesinplace.

Variable Pivot Cost/benefitisnegative Cost/benefitisequalorpositiveResource is managed and controlled

- Research departments should focus on (a) Monitoring and management costs’

improvementsystems(e.g.poolingwithotherstakeholdersand/orStates,rationalizationofpractices,etc).(b)Reducesomecosts(e.g.prohibitingsomefishingareasasthelagoonfisheries).(c)Checkifcosts may be reduced by externalizing it (d) bringsmorevaluetoproductscaptured.

- Invest in long term developments/Research

Resource is not well man-aged and not enough controlled

- Estimateadditionalmanagement/controlneeds and their costs and balance it with possible value addition gained

- Rationalize costs

- Work on both rationalization of costs and on long term developments/research

• The“ecosystemapproach”couldbestudiedthesameway,consideringvariouspossiblescenariosinthelongertermanditspossibleimpactonMauritiusresearchactivities.


6 LO

GIC

AL

FRA

MEW

ORK

TA

BLE

Tabl

e 8:

Log

ical

Fra

mew

ork

Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

1.

Overallobjective

Con

tribu

te to

sus

tain

able

man

agem

ent

and

optim

al us

e of

reso

urce

s fo

r lo

cal

and

regi

onal

econ

omic

deve

lopm

ent

2.

Projectobjective

Revi

taliz

ing

the

rese

arch

cap

acity

of

Mauritius,withspecificreferenceto

sect

oral

plan

ning

wor

k un

derw

ay s

ince

20

10

-Supplyoffisheriesandaquaculture

researchisrespondingadequately

to n

eeds

and

dem

ands

of

inst

itutio

nal a

nd p

ublic

sec

tor a

t na

tiona

l and

regi

onal

leve

l;-

Supp

ly t

o re

gion

al de

man

d is

com

petit

ive

and

base

d on

co

mpa

rativ

e ad

vant

ages

;

-Morerequests,requestsfrom

alargerfieldofstakeholders

(Num

ber a

nd ty

pe o

f st

akeh

olde

r);

-Coststructureisdecreasingand/

or v

alue

prop

osals

and

out

puts

areimproving/increasing

- Su

pply

is re

spon

ding

rapi

dly

to

dem

and

and

need

s

- Re

gion

al po

olin

g w

ith o

ther

re

gion

al ce

ntre

s a

ppro

ved

for

perm

anen

t col

labor

atio

n an

d po

ssib

le o

utso

urcin

g ac

tiviti

es;

- Th

e ne

cess

ary

staf

f is

train

ed o

r recruited(oroutsourced).

3.

Resultsexpected

3.1.

Urgent

3.1.1.AMOU,withclearresponsi-

bilit

ies

is sig

ned

betw

een

parti

es

and

is im

plem

ente

d

-TheMOUclearlydefines

resp

onsib

ilitie

s an

d of

eac

h in

stitu

tiona

l bod

y an

d pa

rties

are

w

orkin

g in

par

tner

ship

- M

OU

sig

ned

by p

artie

s;-

Annu

al re

ports

of o

rgan

isatio

ns

areadopted.

- Va

rious

Min

istrie

s co

ncer

ned

acce

pt e

nter

ing

the

MO

U

proc

ess;

-Albionlandissue(AFRCand/or

MO

I) is

reso

lved

;

3.1.2.APermanentJointResearch

Com

mitt

ee is

in p

lace

-ApermanentJointResearch

com

mitt

ee is

takin

g pl

ace

ever

y 6

mon

ths

with

pub

lic a

nd p

rivat

e st

akeh

olde

rs, w

ith o

bser

vers

as

required.

-6monthlyreports/minutes/

decis

ions

-Atleast2meetings/year;

- M

eetin

g re

ports

are

use

d fo

r fu

rther

dec

ision

s;-

Publ

ic an

d pr

ivat

e st

akeh

olde

rs a

re

participating.

Logical Framework Table


Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

3.2.

Immediatesupport

3.2.1.AnAquacultureImplementation

Plan

is in

plac

e-

The

feas

ibilit

y st

udie

s hi

ghlig

ht

prio

rity

area

s fo

r res

earc

h, a

nd

guid

e th

e fo

rmul

atio

n of

the

Impl

emen

tatio

n Pl

an

- At

leas

t 5 fu

ll fe

asib

ility

stud

ies;

- M

inut

es o

n fe

asib

ility

stud

ies

cir

culat

ed;

- D

ecisi

on d

ocum

ent c

ircul

ated

priortothefinalAquaculture

Impl

emen

tatio

n P

lan ;

- G

uide

lines

are

use

d by

pub

lic a

nd

privatesector(seeuseofofficers)

- Th

e m

aste

r Plan

gui

de a

ppro

ved

by m

ost p

artie

s;-Ministryoffisherieshasthe

capa

city

to e

cono

mica

lly a

sses

s th

e re

sults

of t

he fe

asib

ility

stud

ies

3.2.2.TheFMPsaredefinedandap

-pr

oved

;-

The

6 Fis

herie

s M

anag

emen

t Plan

s ar

e fo

rmul

ated

with

in 1

8 m

onth

s an

d hi

ghlig

ht p

riorit

y ar

eas

for

research.

- Th

e FM

Ps in

clude

issu

es a

ll alo

ng

thesupplyandvaluechains.

- Th

e 6

FMPs

are

com

plet

e a

nd

avail

able

Necessaryfunds;SWIOFP/COI/FAO,

othe

rs

3.2.3.Themonitoringprogramhas

beencorrectedand/orvalidated

- As

sess

men

t of c

urre

nt a

ctiv

ities

, in

cludi

ng v

alida

tion

- O

ngoi

ng v

alida

ted

mon

itorin

g

- N

ew a

ccre

dite

d M

onito

ring

docu

men

t;-

Valid

atio

n cr

iteria

(doc

umen

t)-

If th

e ca

se, d

etail

ed re

port

on

corr

ectio

n ne

eded

Necessaryfunds;SWIOFP/COI/FAO,

othe

r

3.2.4.DecisionistakenwhetherAFRC

labor

ator

ies

shou

ld b

e ac

cred

it-edandforwhichspecifictesting

capa

citie

s

- A

busin

ess

plan

form

ulat

ed,

prov

idin

g th

e ne

cess

ary

info

rmat

ion

for d

ecid

ing

the

laboratoriesfuturepositioning.

- Ap

prov

ed b

usin

ess

plan

accr

edite

d fo

r exp

ort p

rodu

cts

3.2.5.Managementcapacityreinforced

- Re

info

rcem

ent o

f man

agem

ent

durin

g a

full

rest

ruct

urat

ion

proc

ess

via

TA


Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

3.3.

Midterm

3.3.1.OCisrevisedaccordingto

abov

e re

sults

- Th

e AF

RC o

r Min

istry

is

restructuredbasedon3.2.1;

3.2.2;3.2.3.;3.2.4.resultsand

3.2.5support

- A

new

OC

ava

ilabl

e-

A sc

hem

e on

act

iviti

es p

er s

ecto

r is

avail

able

and

cle

ar

3.3.2.Staffistrainedand/orrecruited

-Staffistrainedaccordinglyto3.3.1

resu

lts-Certificationoftraininginstitutions

Train

ing

orga

nise

d in

cle

ar c

oher

ent

fash

ion

with

new

OC

itse

lf ba

sed

on

3.2.1;3.2.2;3.2.3.;3.2.4results.

3.4.

Longterm

3.4.1.TentativelongtermScenarios

- Sc

enar

io p

lanni

ng u

nder

way

-Globalanalysisiscomplete.

- Ke

y el

emen

ts a

re s

elec

ted;

-Scenariosredrafted.

4.

Activities

4.1.

Urgent

4.1.1.MOU’sandtheirimplementation

- M

eetin

g of

key

sta

keho

lder

s,

usin

g th

is re

port

to c

ompi

le th

e ag

enda

-

Esta

blish

bila

tera

l com

mitt

ees

as

required.

- M

inut

es o

f mee

tings

;-

Dec

ision

of M

inist

ries

conc

erne

d;-

Tabl

e of

act

iviti

es p

er in

stitu

tion

and

join

t act

iviti

es;

- M

OU

sig

ned

-Requirements:atleast3

wor

ksho

p w

ith a

ll pa

rties

; su

ppor

t of

TA

or a

n ex

tern

al sh

ort t

erm

expert,asrequired

-Necessaryfundsavailable:COI

- C

lear

tim

e fra

me

of 1

2 m

onth

s to

completedeliberations.

4.1.2.PermanentJointResearchCom

-m

ittee

-PermanentJointResearch

Com

mitt

ee o

f all

rele

vant

stakeholdersestablished.

- M

inut

es o

f com

mitt

ee



Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

4.2.

Immediatesupport

4.2.1.AquacultureManagementPlan

- U

p to

6 p

oten

tial p

rodu

cts

(inclu

ding

h s

eaw

eed

and

sea

cucumber)areidentifiedashaving

poss

ible

mar

kets

and

sui

tabl

e re

turn

on

inve

stm

ent t

o l p

rivat

e co

mpa

nies

;-

Up

to 6

full

feas

ibilit

y st

udie

s(FS

) ar

e co

mpl

eted

and

app

rove

d (th

e FS

may

iden

tify

othe

r op

portu

nitie

s) );

- 2-

3 pr

oduc

ts a

re s

elec

ted

if th

e Fe

asib

ility

stud

ies

are

posit

ive

cons

titut

e th

e ba

sis o

f the

AquacultureImplementationPlan.

- C

urre

nt a

ctiv

ities

and

dat

a assessed;,freshwateraquaculture

likelytobephasedout.

-6FullfeasibilityStudies.6

cons

ulta

ncie

s of

two

expe

rts p

er

sector.Forapproximately60days

Avail

able

fund

s, C

OI,

othe

rs

4.2.2.FMPs

- Fis

hery

Man

agem

ent P

lans

base

d on

the

ecos

yste

m a

ppro

ach

(EAF

) forLagoon/offlagoon(Mauritius

andRodrigues),octopusfisheries

(Rod

rigue

s), F

AD F

isher

ies,

Ban

k andSlopefisheries.

Adequatefundsavailable,COI,others

4.2.3.MonitoringProgramme

-Monitoringprograms(e.g.corals,

catchandeffort):currentactivities

asse

ssed

,

- Ex

istin

g da

ta c

ompi

led;

- As

sess

men

t rep

ort o

n on

- goi

ng

mon

itorin

g pr

oced

ures

and

re

sults

;-

Rest

ruct

urin

g of

pro

cedu

res

co

mpl

ete

and

ava

ilabl

e;-

If ne

cess

ary,

curr

ent a

ctiv

ities

revised/reduced/sharedwithother

entit

ies;

-Newvalidationsysteminplace.

- 1

expe

rt fo

r 30

days

Avail

able

fund

s; C

OI,

FAO


Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

4.2.4.Laboratories(AFRC)

- Bu

sines

s pl

an in

ord

er to

ass

ess

cost/benefitandrequiredtesting

capa

city

(micr

obio

logi

c, c

hem

icals

andheavymetals)andmarkets.

-2specialists:1economicand1for

laboratoryissues;15dayseach.

If BP

app

rove

s lab

to b

e ac

cred

ited

for

expo

rt pr

oduc

ts M

inist

ry m

ust e

nsur

e thelegalneutralityofthelaboratory.

4.2.5.SupporttoDirectoratemanage-

men

tEx

tern

al m

anag

emen

t sup

port

for t

he

Dire

ctor

of R

esea

rch

for t

he im

ple-

men

tatio

n of

the

reco

mm

enda

tions

fromthisreport.Suggestedattributes

ofpotentialcandidate:

•Anabilitytoworkspecificallyon

the

dem

and

aspe

cts,

for b

oth

the

shor

t and

long

term

s, a

goo

d un

ders

tand

ing

of i

nter

natio

nal

mar

kets

;•Acomplementaryguaranteeof

neut

ralit

y du

ring

the

reali

gnm

ent

of th

e ne

wpr

iorit

ies,

set

ting

out o

f res

pons

ibilit

ies,

and

se

tting

resp

onsib

ilitie

s be

twee

n institutions.(possiblenew

orga

niza

tion

Cha

rt);

•Abletooverseeacost/benefit

analy

sis f

or A

FRC

, ass

essin

g th

e va

lue

of in

tern

al co

re a

ctiv

ities

an

d po

ssib

le o

utso

urcin

g m

ore

perip

heric

al on

es;

•Abletoassessifandhowto

proc

eed

to re

gion

al po

olin

g ac

tiviti

es fo

r cos

t red

uctio

n re

ason

s (E

cono

my

of s

cale

w

ithou

t los

ing

cont

rol o

n co

re

activ

ities

);•Preparingabasicoutlineforthe

longtermdirectionofAFRC.

- A

seni

or p

ositi

on fo

r 3 y

ears

to

be re

crui

ted

with

in th

e 6

com

ing

mon

ths

Shou

ld b

e re

crui

ted

outs

ide

the

civil

serv

ices



Act

ivit

yD

escr

ipti

on

an

d c

on

trib

uti

on

Mea

ns/

Sou

rces

of

veri

fica

tio

nA

ssu

mp

tio

ns

and

pre

con

dit

ion

s

4.3.

Midterm

4.3.1.RestructuringOCandAFRC

-AsaconsequenceoftheMOU,

newplans(aquaculture,Fisheries

man

agem

ent p

lans,

etc

), st

aff

trainingandnewmanagement.

- N

ew O

rgan

isatio

nal C

hart

in c

oher

ence

with

the

new

objectives.

Allaboveactivitiesareinitiated.

4.3.2.Thestaffqualificationsareup-

grad

ed o

r new

sta

ff re

crui

ted

as

required.

- su

ch tr

ainin

g to

be

plan

ned

with

in

the

new

rese

arch

prio

ritie

s w

hich

w

ill ar

ise fr

om th

e Fis

herie

s M

anag

emen

t Plan

s, th

e cu

rren

t ov

ervi

ew o

f mon

itorin

g ac

tiviti

es

andtheaquaculturefeasibility

studies.

-MOU,AquacultureManagement

Plan

, Fish

ery

man

agem

ent P

lans,

re

view

of m

onito

ring

Plan

are

av

ailab

le;

- N

ew O

C is

org

anise

d, a

ccor

ding

toaboveplans.

Envisagepossibleretirementsand/or

newrecruitment.

4.4.

Longterm

4.4.1.Studyoffuturescenarios

- Id

entif

y an

d st

udy

the

Long

term

ke

y fa

ctor

s fro

m th

e se

ctor

whi

ch

have

the

mos

t im

pact

but

whi

ch

arealsothemostuncertain,e.g.

Climatechange..

-Report.10daysfor1strategic

expertwithfisheries/Research/

Economicexperience.

4.5.Conditionsforlaunchingthe

impl

emen

tatio

n of

the

activ

ities

- Re

port

appr

oved

by

Min

istry

;-

Fund

ing

or s

uppo

rt fro

m

existingprogrammesapproved.


Introduction


APPENDIX


7 APPENDIX7.1 Appendix 1– Questionnaire model

ONBEHALFTHEMINISTRYOFFISHERIES/AQUACULTUREANDRODRIGUESSURVEY WITH THE AIM TO IMPROVE SERVICES TO BE PROVIDED TO STAKEHOLDERS OF THE SECTOR BY MAURITIUS RESEARCH CENTRES

BackgroundAsyouprobablyalreadyknowFisheriesandAquacultureresearchinMauritiusistheprimaryresponsibilityoftheAlbionFisheriesResearchCentre (AFRC);aCentre (Website:http://www.gov.mu/portal/site/fisheries/)establishedwithintheMinistryofFisheriesandRodrigues.TheAFRChasthreeDivisions(FisheriesResearch,AquacultureandMarineScience).ThebasicobjectivesoftheAFRCare:

• Tocarryoutresearchandstudiesforthesustainabledevelopmentandmanagementofmarinelivingresources;• Toprovideadvice topolicymakersonmatters related to thedevelopmentandmanagementofmarine living

resources and the conservation of marine environment, including the creation of marine parks and reserves;• Toactasafocalpointforcollaborativeresearchandmanagementasregardregionalandinternationalfisheriesandmarinelivingresources.

• IthasbeenaskedbytheMinistryofFisheriesandRodriguestoundertakeacomprehensivereviewofwaysandmeanstorevitalizefisheriesresearchcapabilitiesinMauritiuswiththeaimofimprovingservicestostakeholdersandstrengtheninggovernanceofthesector.

Theotherrelatedinstitutionsare:• FITEC(FisheriesTrainingandExtensionCentre)• FishermenWelfareFund:[email protected]• SeafoodHub• FishInvestmentTrust(Corporate)• MauritiusOceanographicInstitute:http://moi.gov.mu/

Thequestionnaireisalsosentto• University• Privatesector• NGO

Assignment TheMinistryofFisheriesandRodrigueshasrequestedacomprehensivereviewofwaysandmeanstorevitalizefisheriesresearch capabilities in Mauritius with the aim of improving services to stakeholders and strengthening governance of thesector.

ThisevaluationaimsatrevitalizingtheresearchcapacityofMauritius,ingeneralandwithspecificreferencetoactualsectoral planning work underway since 2010

Title of assignmentProceedtoaComprehensivereviewofwaysandmeanstorevitalizefisheriesresearchcapabilitiesinMauritiuswiththeaimofimprovingservicestostakeholdersandstrengtheninggovernanceofthesector.

1. The following will be reviewed and assessed by the experts:A. Demand and supply of research services• SupplyofresearchservicesbyAFRCandrelatedinstitutions(FiTEC,MOI,MRC)intheareaoffisheriesaquacultureandmarinesciences(presentandpastevolution,driversforchange)

Appendix


• Demandforresearchservicesbymaincategoriesofstakeholders:Ministryandmainservices,publicandprivatesector,civilsociety,etc.(presentandpastevolution,driversforchange)

• Reasonsforinadequaciesbetweensupplyanddemandasperceivedbymainstakeholdergroups• Mainprioritiesinthesupplyofresearchservicesasperceivedbymainstakeholdergroups

B. Strengths and weaknesses for revitalized research capacities• StrengthsandweaknessesofAFRCandrelatedinstitutionsintermsofinternalorganization(institutional,organizational,financial,managerialandhumancapacityaspects)

• StrengthandweaknessesofAFRCandrelatedinstitutionsintermsofprogrammingandimplementingresearch activities

• Strengths andweaknesses of AFRC and related institutions in the broader context of its institutionalanchorage, its relationship with other services and entities within and outside the Ministry of Fisheries and Rodrigues

2. On this basis the experts will suggest ways and means to revitalize research capacities, including: • Suggestedmeasuresforimprovingperformancesinthedeliveryofresultsbasedonexistingmeans,capacities

and programmes• Suggested reorientation of research programme in themedium term tomeet demand from users andrequirements(financial,organizational,humancapacitybuilding,etc.)

• Suggestedmeasurestoenhancetheinstitutionalframeworkofresearchandrelatedservicestobeprovided(byAFRCandotherinstitutions)forgreaterrelevanceandefficiency.

Asking for your details and opinion/contributionAswrittenintheaboveassignmenttermsweneedyourinput/contribution.Inafirstphasewouldyoubesokindtoprovideus,underwrittenform,yourprecisedetailsandopinionby:

(a) Fillinginthefollowingprofile/questionnaireA(forall)andpartofBcorrespondingtoyourposition/experience(Authority/Administration, Scientist/Research, Business Manager, Project/institution Manager, Technical,NGOs)

(b) Confirmingyouravailabilityforanindividualinterviewformoreindepthdiscussion(FromAugust18,21to26).

Onyourrequesttheinformationprovidedbyyoucouldbekeptconfidential.

Wewouldappreciateifyoucouldconfirmwithus:• Receivingoftherequest;• Anyqueriesyoumayhave?• Lettingushavebyemail(orrequestingustocollect)thecompleteddocumentatyourearliestconveniencebutnotlaterthanAugust24that6:00PM.

Use of questionnaire below and organisation of individual meetingsTheopinionexpressedinthequestionnairebelowwillbekeptconfidential(thenamesandaddresseswillbeputinthefinalreport).Inasecondphase,theprofileswillbeusedbyusasabasisforpreparingonetoonemeetingswithmoreindepthdiscussiononspecificmattersthatconcernyoumorespecifically.Theinformationwillthenbeaggregatedbysub–subjectsanddiscussedinlargermeetings.

On behalf 10th EDF Fish ProjectE.RotsaertW.Sauer


Planning1. Questionnairesenton:August18th2. Questionnairetobesentbackon:23rdofAugust(Latest)atemailaddress:[email protected]. Individualinterviews:fromAugust18thtoAugust24th4. Firstrestitutionmeeting:26thofAugust

Thecompletedquestionnaireshouldbesendbackbyemailto:NAME/EMAILPleasecompleteBOXA(ForAll)asrelevantBOXB,below.

QUESTIONNAIRE

A. For ALL (BOX A)

Contact Details

Company/Institution/Administration/ProjectPlease be precise

Contact Person: Your NamePosition:Address:

Telephone: Email:Mobile: Web site:Fax:

B. PER TYPE OF ORGANISM (CHOOSE RELEVANT BOX TO YOUR POSITION) (CONFIDENTIAL)

B.1. FOR INSTITUTIONAL OFFICERS (as AFRC, MOI and other partners’ institutions) – BOX B.1.

1. Yearintheorganisation • Numberofyearsintheorganisation:• Numberofyearsinyourcurrentposition:• Ifrelevant,yourformerposition:

2. Typeofactivity (e.g. Strategy, Management, Scientific, Financial, Economic, Technical, IT, statistics, etc)

3. Majordisciplines(withintypeofactivity) (E.g. Scientific: mariculture fish reproduction ...)

4. Highesteducationobtained:fromwhichinstitution?

5. Your main work terms of reference(s)(output) for the organisation

6. The main partner (public and private)organisationsyouworkwith.Onwhichcurrent issues? Future Issues?

• Name(s)(national,regionaland/orinternational):• Issue(s):• Tocome:

Appendix


7. Your opinion on AFRC and otherinstitutions/centres(e.g.MOI,Universityof Mauritius etc) carrying out research in theareaoffisheries /aquacultureandmarine sciences

• Strengths and weaknesses of AFRC - Institutional, Organi-sational,financial,managerialandhumancapacity):o ...o ...

• Strengths and weaknesses of related institutions- Institution-al,Organisational,financial,managerialandhumancapacity):o ...o ...

• Strengths and weaknesses of AFRC – Programming and implementingresearchactivities:o ...o ...

• Strengths and weaknesses of related institutions – Program-mingandimplementingresearchactivities:o ...o ...

• Strengths and weaknesses of AFRC – Institutional anchor-age, relationships with other services and entities and outside Ministry:o ...o ...

• Strengths and weaknesses of related institutions – Institu-tional anchorage, relationships with other services and entities andoutsideMinistry:o ...o ...

8. Your suggestions to improve, or, if toolong, the subject(s) you would like to speak about

9. Out of your own activities and basedon your general experience which most important services would you see to be provided by Mauritius Research centres, in the future for Fisheries, aquacultureand marine science

• Reinforcing:

• Newservicestobedeveloped:

• Serviceswhichareobsolete:

• Services where Mauritius Research centres cannot compete withotheroffers(andwhoareofferingabettersolution):

10. In your opinion, which are the mainmajor constraints for the organisations development?

(Constraint(s): the issue(s) you do not see how it could be solved)

11.Othercomments,ifany


B.2. FOR PRIVATE COMPANIES (BUSINESSES) – BOX B 2

1. YearofEstablishment

2. NumberofEmployees3. TypeofBusiness(es) (e.g. Manufacturer, Import/Export, Agent, etc.:)4. MajorActivities/Products • Products

o Production:o Finalproduct:

• Services

5. Available(Production)Capacity (in units)

6. AnnualTurnover (in value-USD or Euro- or in units) (% of capacity, if relevant)

7. BusinessReferences Majorclients:• Local(%):• Regional(%):• andexport(%):

8. Companychallengesand/orrequirements

• Challenges• requirements

9.a.YourexpectationsfromtheAFRCforfisheries/aquacultureandmarinesci-ence

b.Yourexpectationsofotherresearchinstitutionsforfisheries/aquacultureandmarine science

• shortterm:• longterm:• shortterm:• longterm:

10. Have youworkedwith research Centres?Which ones? On which subjects?(Fisheries,aquacultureandmarinescience)

• Yes/no:• Whichones:• Onwhichspecificsubjects:

11.Ifnot,whyandifyes,whatweretheresults? • Whynot:• Notsatisfied,bywhat:• Satisfiedbywhat:


B.3. AID PROGRAMME MANAGERS – BOX B 3

1. Name of the Project/Programme andDonor

2. Years • When is the project finishing: • If of interest to this assignment, your former position before be-

ingintheproject:

3. Typeofactivity (in bullet points)

4. Do you work/collaborate withMauritiusResearch Centres? Which ones? On which issues?

• MauritiusResearchCentres: • Ifyes,onwhichissuesandwhatweretheresults:• Ifno,why:

5. Do you work with other regional orinternational Research centres? Which ones? On which issues?(for fisheries, aquaculture and marine science)

• Yes/no:• Ifyes,whichones:• Onwhichissues:• WhynotwithMauritiusResearchcentres:

Appendix


6. Your opinion (if relevant) on MauritiusFisheries Research Centres strengths and weaknesses

• Strengths and weaknesses of AFRC - Institutional, Organisational, financial,managerialandhumancapacity):o ...o ...

• Strengths and weaknesses of related institutions- Institutional, Organisational,financial,managerialandhumancapacity):o ...o ...

• Strengths and weaknesses of AFRC – Programming and imple-mentingresearchactivities:o ...o ...

• Strengths and weaknesses of related institutions – Programming andimplementingresearchactivities:o ...o ...

• Strengths and weaknesses of AFRC – Institutional anchorage, relationshipswithotherservicesandentitiesandoutsideMinistry:o ...o ...

• Strengths and weaknesses of related institutions – Institutional anchorage, relationships with other services and entities and outsideMinistry:o ...o ...

7. Your suggestions to improve or, if toolong, the subjects you would like to speak about.

• Suggestions:o ...

8. Outofyourownspecificactivities,andbased on your general experience, whichmostimportantdemand/supplyserviceswouldyouseetobeprovided/reinforced/removedfromAFRCandother Mauritius Research Centres in fisheries,aquacultureandmarinescience?

• Reinforcing,improving:• Newservicestobedeveloped:• Serviceswhichareobsolete:• Services where Mauritius Research centres cannot compete with

otheroffers(andwhoisofferingabettersolution):

9. MajorconstraintsofAFRCandotherMauritiusResearchCentresinfisheries,

(Constraints: when you do not see how it could be solved)

10. Othercomments,ifany

B.4. NGOs and OTHER CIVIL SOCIETY – BOX B 4

1. NameoftheOrganisation

2. Yearintheorganisation • NumberofYearintheorganism: • Numberofyearinyourtodayposition: • If relevant, your former position before being member of the organism:

3. TypeofactivitiesoftheOrganisation


4. Work references (output) of theorganisation

5. DoyouhaveconnectionwithAFRCandrelated institutions?(for fisheries, aquaculture and marine science)

• Yes/No:• Ifyes,whichone:• Onwhichissue:• Ifno,why:

6. QualityofdeliverybyAFRCandrelatedinstitutions, explanation

• Quality of service• Explanation in a few words

7. Other research institutions (Regional orinternational) your are working with? On which issues?

• Namesofinstitution:• Issues:• Qualityofdelivery:• WhynotwithMauritiusResearchcentres:

8. Your opinion on AFRC and relatedinstitutions strengths and weaknesses

• Strengths:• Weaknesses:

9. Your suggestions to improve theorganisation(s)s or if too long the subjects you would like to speak about

• Suggestions:• Subjectstospeakabout:

10. Out of your own specific activities,and based on your general experience, which most important demand/supplyserviceswouldyouseetobeprovided/reinforced/ removed from AFRCandother Mauritius Research Centres in fisheries, aquaculture and marinescience?

• Reinforcing:• Newservicestobedeveloped:• Toberemoved:• ServiceswhereMauritiusResearchcentrescannotcompetewithotheroffers(andwhoisofferingabettersolution):

11. Major constraints of AFRCand otherMauritiusResearchCentresinfisheries,

(Constraints: when you do not see how it could be resolved)


7.2 Appendix 2- Contacts and contacts details

Administrative Director of Fisheries Mr D MAUREE [email protected], Management, Development & Training

PrincipalFisheriesOfficer Mrs S RATHACHAREN

[email protected]

Marine Ecosystem, Conservation &Aquaculture

PrincipalFisheriesOfficer Mr D NORUNGEE [email protected]

Policy, Planning & Management PrincipalFisheriesOfficer Mr S SOONDRON [email protected]

Policy, Planning & Management Ag.DivisionalScientificOfficer-Licensing/Import-Export

S.P.Becharry [email protected]

Policy, Planning & Management DivisionalScientificOfficer-Fisheries Planning

Mrs Y BASANT RAI [email protected]

Policy, Planning & Management DivisionalScientificOfficer-MC&S/FPS/Enforcement

Mr.S.C.Bauljeewon

[email protected]


DivisionalScientificOfficer-Marine conservation

Mrs M HURBUNGS

[email protected]

Appendix



Ag.DivisionalScientificOfficer–Aquaculture

Mr.S.Ramsaha [email protected]


DivisionalScientificOfficer-Laboratories&Document.Unit

Mr B RAMCHARRUN

[email protected]

Research, Management, Development & Training

DivisionalScientificOfficer-Fisheries Management

Mr M NALLEE [email protected]

Research, Management, Development & Training

DivisionalScientificOfficer- Fisheries Research, Development & Training

Mr V CHOORAMUN

[email protected]

Advisors, Fisheries Seafood Hub and aquaculture

MrJYTHEPAUT [email protected]

Mauritius Oceanographic Institute Officerincharge Rezah BADAL [email protected]

Mauritius Oceanographic Institute Principle Research Scientist Ruby MOOTHIEN PILLAY

[email protected]

Mauritius Oceanographic Institute Principal Research Scientist Daniel MARIE [email protected]

Fishermans Investment Trust Fishermen Welfare Fund Board Ferme de Mahebourg (aquaculture)

Director JerryKheeChoy [email protected]

Pelagic Processing Ltd Director IOTOA Association MrsV.Garrioch vero.garrioch@gmail.

comIOTOA Thon des Mascareignes ,

GMPatrice Robert

IOTOA Princes Tuna (Mtius) Ltd, MD

Mr Evert Liewes [email protected]

SeskelEnt.Ltd MD Oliver Ng Froid des Mascareignes Ltd, Directeur M.Rault [email protected]

Marlin Export Ltd QA Manager Maureen Martin [email protected] Amigo Group Director Rodrigues General Fishing Ltd GM EdouardJoseph

Darkenson

Mer des Mascareignes G.Manager–MerdesMascareignes

C.Talbot [email protected]

IFRS 10th EDF Fish Project DominiqueGREBOVAL

[email protected]

ProGeCo/ReCoMap,TL Michel de SAN [email protected]

IOC SECRETARIAT OfficerinchargeatCOI,DI 3

Léon Martial RAZAKA

[email protected]


TA France at IOC- Environnement Jean-PaulGAUDECHOUX

[email protected]

ACClimate project, TL Brice MONTFRAIX [email protected]

Surveillance des Pêches, TL Xavier NICOLAS [email protected]

AMESD (See MOI) African Monitoring of Environment for SD

Francois Carnus [email protected]

SWIOFP http://www.swiofp.net/CTOI http://www.iotc.org

7.3 Appendix3-ProfilesofMinistryofficers–Summary

(1) FPPMS

DSO Licensing Import

Export

S.P.Beeharry-Panray

DSO Fisheries Planning

Y.Basant-Rai (Mrs)

DSO Monitoring, Control

& Surveillance &FPS/Enforcement

S.Bauljeewon

PFO Fisheries Policy, Planning and Management Service

S.Soondron

Scientific Officers H.Bhudoye S.Jeetah Principal Technical Officer P.Daby Senior Technical Officer A.SheikMamode Technical Officers M.Nunkoo R.Runnoo O.Gooroochurn**

Scientific Officers P.Neermul Z.Dhurmeea(Ms) Senior Technical Officer A.SheikMamode Technical Officers M.Nunkoo R.Runnoo O.Gooroochurn**

Scientific Officers J.P.Luchmun Senior Technical Officer M.HossenBacus* Technical Officers O.Sunassee C.LimShung(Mrs)* D.Lutchmanen(Ms)

Controller/FPS P.Ramkalawon + FPS Officers

Appendix


Fishery Policy, Planning and Management (FPPM)

Position Name Diploma,Location

Experience, Outputs

PFO Mr.S.Soondron Bachelor of Fisheries science (Bangalore); Master of Science (FisheriesScience.UK)

Supervision of the Programme-based Budget and the sector strategicplanning.SupervisionofRegional/Bilateral&MultilateralCooperationandCoordination.Supervision of Fish Auction market project; Supervision of project write up,appraisalandmonitoring.

Ag.DSO Licensing Import/export (1)

Mr.S.P.Beehary-Panray

B.Sc.(General),Chemistry,Botany,Zoology;M.Sc.Zoology–spec.infishandFisheries Science, India; Trainers Course in Vocational Training,Mauritius.

Coordination and monitoring overall activities.IssuelicensestoMauritianand foreign vessels; allocation and monitoringofcatchquota;advisefishingoperators

Scientific Officer H.Bhudoye B.Sc.(Hons),Zoology,India. Issue licenses to Mauritian and foreign vessels; allocation and monitoringofcatchquota;adviseonfishingactivities.

Scientific Officer S.Jeetah B.Sc.(Hons),Zoology,India. Monitoring activities of the FPS-Inspection of imported products-Follow-up on trade issues

Ag.DSO, Fisheries Planning (2)

Mrs.Y.Basant-Rai Master of Science in Zoology (spec.inCellbiology),India; Bachelor of Science in ZoologywithHonours,India.

Supervision of the Programme-based Budget and the sector strategicplanning.SupervisionofRegional/Bilateral&MultilateralCooperationandCoordination.Supervision of Fish Auction market project; Supervision of project write up,appraisalandmonitoring.

Scientific Officer P.Neermul Bachelor of Science (Chemistry, Botany, Zoology), India.

InvolvedinRegional/Bilateral/MultilateralCooperation:assistisevolvingoffisheriespolicieswith respects to EU,WTO, SADC, COMESA, NEPAD,IOP-ARC, SWIOFC, Fisheries Master Plan, EPA, Fisheries Partnership Agreements, ACP Fish II and IRFS (Implementation of Regional Fisheries Strategies)

Scientific Officer Z.Dhurmeea(Mrs) Master of Science in Marine Biology, Wales, UK; Bachelor of Science in Biology with Honours(OptionalMinor:Environment&AquaticSciences),Mauritius.

Project write up, appraisal and monitoring.Preparationofthebudget planning and sector strategic planning.ImplementationoftheFisheriesMasterPlan.


Ag.DSO, MCS/FPS /Enforcement

Mr.S.Bauljeewon B.Sc.(General)Chemistry,BotanyandZoology,M.Sc.Zoology-Specialized in AquaticBiologyandFisheries(India)

Coordinating and monitoring overall activitiesofthedivision.Enforcement ; Prosecution ;Registration of fishermen;Registrationofboats;VMS;Appraisalofproject;Jointfisheriessurveillancemission;PortStateControlUnit.

Scientific Officer J.P.Luchmun M.Sc.(Hons)Botany(India)Diploma in Tropical Agriculture (UK)

Ensure the implementation of Port State Measures; Operational coordinationofjointfisheriessurveillance mission in the IOC Member states waters; Ensure the implementation of resolutions adopted by Regional Fisheries Management Organization; Look after the day to day activities of the FMC and the Port State Control Unit.

PFO:PrincipalFisheriesOfficerDSO:DivisionalScientificOfficer

(3)FRMDT(FiTEC/AFRC)

DSO Fisheries

Management

M.Nallee

DSO Fisheries Research, Development and

Training

V.Chooramon

PFO Fisheries Research, Management,

Development & Training S.Rathacharen

S. Soondron

Scientific Officers S.K.Khadun D.Degambur Technical Officers D.Bolaky S.Ramkisson (Mrs) V.Chelumbrun(Mrs) D.Kawol P.Seepaul(Ms)** T.Sooklall(Mrs) L.Caussy + Enumerators

Scientific Officers V.Caulle D.Rumjeet Senior Technical Officer V.Mangar Technical Officers N.Dussooa V.Senedhun V.Kawol** Senior Fisheries Protection Officers M.Cunnee K.Ramdunee Fisheries Protection Officer N.Appadoo

Appendix


Fisheries Research, Management, Development and Training


Experience, Outputs

PFO S.Rathacharen(Mrs) Masters of Science(Honours) in Ichthyology and Fish Culture;Postgraduatecertificatein Mariculture Technology; Post graduates in ICZM and in stock assessment; certificatesinNegotiationSkills,financialmanagement,communicationskills.

Supervisionofthefollowing:Deployment and maintenance of FADsforthebenefitoffishermen;Trainingoffishermenandotherstakeholders;StockAssessment;Management Plans for both artisanalandbanksfishery;SWIOFPComponents1,3,4and6;IFAD/MARS Programme ; Resource Surveys ;Quota Allocation and TAC

DSO Fisheries Management

M.Nallee M Sc (Hons) in Fisheries Economics

Managingartisanalfishery,Industrial,semiindustrialsfisheryandTunafishery

Scientific Officer

S.K.Khadun M.ScZoologywithspecialisationin Fish Biology-University of Rajasthan, India

Collect and process and analyse coastalfisherycatchdataNMU StatBase, and Observer; programme, SWIOFP project; Study files,attendmeetings;ReplacetheDivisionalScientificOfficerduringabsence;Aquacultureincludingmarine and freshwater; Marine Conservatione.gEIA;Ecotoxicology-testing.

Scientific Officer

D.Degambur DEGREE of Master of Science(MSc)Biology.SpecializationinAquaticBio-Resources, Ichthyology and Aquaculture;AstrakhanTechnicalSchool of Fisheries, Russian Federation

Majordisciplinetoday:FisheriesBiology and Ichthyology; Main output:ResourceandStockAssessment; Monitoring of the Tuna Fisheries

DSO, Fisheries Research, Development and trainin

V.Chooramun Master of Science in Engineering - Fish Technology (sent by email)

Scientific Officer

V.Caullee

Scientific Officer

D.Rumjeet


Externalpartners:Regional:SWIOFP, IOSEA, UNEP/CMS Dugong MOU, IOC, WIOMER. AU, NEPAD. International: FAO, NORAD, OFCF and JICA of Japan, SWIOFP.


(2) MECAR (Albion)


Experience, Outputs

PFO D.NorungeeDSO Marine Conservation

M.Hurbungs(Mrs)

M.Sc.(Zoology),FishandFisheries, Fresh water Biology, Statistics, Instruments and Methodology;B.Sc.(Hons),Zoology(main),Botany, Biochemistry, Penjab;B.Sc.1yr(Zoology,Botany,Chemistry), Penjab;

Management of the 2 marine parks and fishingreserves;Longtermmonitoringof coral reef, mangrove propagation, assessment of EIAs, issue of permits for permissible activities in MPAs;Assist the PO of AFRC in overall management (Marine science division); Component 5 of SWIOFP – Mainstreaming Biodiversity at national and regional

DOS Marine

Conservation

M.Hurbungs(Mrs)

DSO Aquaculture

S.Ramsaha

DSO Laboratories/

Documentation unit B.Ramcharrun

PFO MarineEcosystem,Conservation,AquacultureResearch and Tuna

Research D.Norungee

S. Soondron

Scientific Officers C.N.Paupiah M.S.Koonjul(Mrs) R.D.C.Mohit Technical Officers A.Abdoola N.Bheemul S.Conhye S.Leckraz D.Gopaul(Ms) T.Ujoodha(Ms)*** Senior Fisheries Protection Officer S.Caussy Fisheries Protection OfficersV.Bookun K.Mungry

Scientific Officers L.mootoosamy M.B.Codabaccus*** Senior Technical Officer P.Sreekissoon Technical Officers R.Hassea H.Baccus** C.Meetun(Mrs) K.Sridat-Ruhee (Mrs) Laboratory Attendant E.Buckory

Scientific Officers G.Dhunnoo S.D.Thacoor(Mrs) V.Emrith Senior Technical Officers V.Munbodhe S.Cootapen(Mrs) N.Jeenally(Ms) Senior Laboratory Attendant D.Oodit Laboratory Attendants A.S.Moraby R.Roy R.Bacorisen

Adviser/Overallcoordination and development of aquacultureprojects J.Y.Thepaut

Appendix


Scientific Officer C.N.Paupiah Master of Science (applied Marine Science), Plymouth(UK); Bachelor of Science (Zoology) (Honours), India; Cambridge Higher SchoolCertificateandLondonGeneral CertificateofEducation(Advanced level)

Responsible for the Balaclava Marine Park;ProjectmanagerforGEF/UNDP“Partnership for Marine Protected Areas inMauritius&Rodriges”;Marineecologysection,maincounterpartofJICAexpertforthecoastalfisheriesResourcesandEnvironmentConservationproject.

Scientific Officer M.S.Koonjul(Mrs)

M.Sc.(MaineZoology),Bombay, India;B.Sc.Honours(Zoology),Bombay,India

Responsible for the Coastal Ecosystem Research Project (Ecology) with correlated activities;collectandanalysescientificdata(floraandfauna);Analyseandprocessdatausing software; Assess EIA (coastal zones), reportsandpapers.

Scientific Officer R.D.C.Mohit M.Sc.EnvironmentScienceandnatural Resource Management (First class), Iceland; Bsc Natural Resources (Fisheries and Marine Science Option(Upper second),Namibia.

34year.CoordinationfortheprojectUNDP/GEF“PartnershipsforMPAsinMauritius and Rodrigues; Coordination for AMESD; Mangroves issues; Environment Liaisonofficer;collectionandanalysisofunderwaterdata(substratecover,fishvisual census and invertebrate counts –long term monitoring of coral reef); EIA; blues dives for acoustic on FADS; tagging onpelagicfishwithacoustic;etc

Ag.DSO, Aquaculture

S.Ramsaha PGCE Agriculture, Mauritius (Institute of Education); Msc Zoology, India; Bsc (General) Botany, Chemistry, Zoology, India.

Camarons seed production; Berri rouge seed production; phyto plankton culture; trial on induced breeding and larval rearing ofseacucumber.

Scientific Officer L.Mootoosamy Postgraduatecertificateinaquaculture,Israel;PrawnHatchery Managt, Malaysia; Integratedfishfarming,China;FishCultureDevelop,Egypt.

56year.FreshwateraquacultureofIndianand Chinese carps; Carp breeding, camaron breeding and culture , Monosex cultureofredtilapia:BanksandChilledFish Fisheries (2000-2010)

Scientific Officer M.B.Codabaccus8

-

DSO, Laboratories/Documentation Unit

B.Ramcharrun Post Graduate Diploma in Fish and Fishing Technology ( University of Trodhein-Norway)1983-84;Certificateincoastalfishing(BusanSouthKorea)1978;MSc.inEngineering -Technology of Fish Products(Astrakhan Institute of Fish Industry and Economy-USSR) 1971 to 1976

8 On leave without pay


Scientific Officer

G.Dhunnoo MSc Sustainable Environmental Management – University of Mauritius and University of Technology, Mauritius, 2006 – 2008;BSc Zoology, Botany and Chemistry (with merit certificate)–UniversityofDelhi, 1978 – 1981;CertificateinAnimalProduction (with merit certificate)–UniversityofMauritius, 1989;CertificateinFisheryScienceand Technology – National FisheriesUniversity,Japan,April–June1999;Certificate- Dispenser (in Pharmacy) – Ministry of Health, Mauritius, 1986;CertificateinDispensingAyurvedicMedecine, Ministry of Health, Mauritius, 1995;First Diploma in Information Processing, Pitman Qualifications,1998

Fishing experience:DanishseiningforJackmackerelinthewatersofJapan,June1999;LinefishinginthewatersofStBrandon,March2005;TrawlfishingforshrimpsinthewatersofMozambique,Maputo, November 2005;LargenetfishinginthelagoonofMauritius,2007–2008.InGovernmentService:Clericalofficer,General Clerical Services, PMO, 1982 –1983;StudentDispenser/Dispenser,Ministry of Health, Mauritius, 1983 –1996;TechnicalOfficer,MinistryofFisheries,AFRC,25July1996–15April2008;SeniorTechnicalOfficer,Ministry of Fisheries and Rodrigues, AFRC,16April2008toJune2011;ScientificOfficer,AquacultureDivision,JunetoJuly2011;ScientificOfficer,Marine Chemistry Laboratory as from August2011.AtAFRC:Workedonthefollowing Research Projects and Sections fromAugust1996–August2011:Coastalfishery;Banksfishery;Tunafishery;StBrandonfishery;Chilledfishfishery;Seacucumberfishery;Redshrimpfishery;Eco-toxicologyproject;Largenetfishery;BiologicalstudiesofsomelagoonfishofMauritius; Fisheries Statistics; Worked in the Documentation Unit (AFRC Library) fromJuly–Sept.2006;Phytoplanktonand zooplankton culture; Culture and seed production of Berri rouge; Seed production of Camaron; Seed production offreshwaterornamentalfish(aquariumfish);Monitoringoffishfarms(Aquareve,Val Farms Ltd, Ferme de Marine Mahebourg Ltd); Post Larval Capture and Culture(PCC)ofmarineornamentalfish;MarineChemistryLaboratory.

Scientific Officer

S.D.Thacoor(Mrs)

BSc Zoology, Botany and Chemistry – University of Baroda-1984

Breeding and hatchery production of Camaron,Berrirouge,aquariumfish,P.monodon, Seabream, &crab;Grow out ofCamaron,Berrirouge,P.monodon,Seabream, & crab in ponds and barachois.;Laboratory and mass production of Phytoplankton and zooplankton;Provideadvicetofarmersonfishfarming;MonitoringoffishingvesselswithintheEEZofMauritius.

Appendix


Scientific Officer

V.Emrith MSc.MicrobiologywithFirst Class, 2007 – 2009 - Bangalore University, Bangalore, India;BSc.(Hons)BiologywithChemistry with Second Class First Division, 2002 – 2005 - University of Mauritius

ScientificOfficeratAFRC(sinceJune2011);TechnicalofficeratAFRC(sinceJune2010)


7.4 Appendix 4 – Project sheets

1.MemorandumofUnderstanding(MOU)

Project Name: Memorandum of Understanding (MOU’s)

Description & Rationale for the Project

Lack of visibility of existing national organizations, and duplication of activities thatneedtobeclarified

Objectives and purpose: Bring together key players with the objective to sign, adopt and implement MOU’swhichclearlydefinecomplementaryactivitiesamongorganisationsforthebenefitofMauritius.

Pre-requisites: Inter ministerial agreement on principle of a MOUTarget groups, location and duration:

Fisheries ministry departments, MOI (prime Ministry responsibility), University, NGOs, Ministry of Tourism, Ministry of Environment

Expected results and indicative activities

MOUissignedbetweenpartiesonResearchactivities.Indicativeactivities:(a)definefirstproposal;(b)negotiate(meetings);(c)finalMOU;(d)approvedbyallparties.MOUisimplemented.

Resources and cost require-ments

1expertforMOUdrafting;4workshops;finaldocumenttobesignedbyallparties.

2.PermanentJointResearchCommittee(JPC)

Project Name: Permanent Joint Research Committee (JPC)


A permanent committee that brings together all stakeholders, including observ-ers to jointly plan and implement research projects and programs, and discuss keyfindings.

Objectives and purpose: Identify, plan and undertake research activities, avoid duplication, exchange informationonmethodsandresults.Take decisions on future research

Pre-requisites: Ministerial decisionTarget groups, location and duration:

SameasforMOUdevelopment,plusobserversasrequired


Topics:Aquacultureresearchanddevelopment;Fisheriesecologicalresearch;Taxonomy; Pollution; Economic and socio economic research; Recreational fisheries,non-consumptiveuseofmarineresources;Others


Resources and cost requirements

Atleasttwomeetingsperyear.

3.AquacultureMasterPlan

Project Name: Aquaculture Implementation Plan (AIP)


The Research Centre of Albion has been involved in the research and produc-tionofaseriesofproductsoffreshwaterandseawateraquaculturewithoutrealtransferstotheprivatesector.Newaquacultureprojectsarealsoplannedwithoutundertakingfeasibilitystudies..

Objectives and purpose: TheobjectiveistoestablishaAquacultureImplementationPlanthatclearlydefinesthe3or4majorprojectswiththegreatestprobabilityofsuccesstakingintoaccountbusinessplanning.

Pre-requisites: Approvetheproposedapproach;fundsforfinancingaround6feasibilitystud-ies;preidentification

Target groups, location and duration:

SeaCucumber;Seaweed;pearls,PLC;growoutofornamentalfish,otherstobeidentified.

Complementarities with other initiatives

-


AnAquacultureImplementationPlanwithaselectionofmaximum4projectsbasedontheresultsofthefeasibilitystudies.


(a) 6feasibilitystudies,;(2experts:1economist/marketspecialisedand1personspecialisedpertypeofproduct):180days;(c)DraftingofImple-mentationPlan:10daysfor1expert.

4.FisheriesManagementPlans(FMPs)

Project Name: Fisheries Management Plans (FMPs)


No Fishery Management Plans exist

Objectives and purpose: EstablishFisheryManagementPlans.Pre-requisites: Agreement by the Ministry on the EAF approachTarget groups, location and duration:

FMPsforlagoon/off-lagoon(MauritiusandRodrigues),Octopusfishery(Rodrigues),FADfishery,BankandslopeFishery


Clear guidelines for future research


2expertsperfisheryplan,30dayseach.

5.RevisionofallmonitoringActivities

Project Name: Revision of all monitoring activities


Assessmentofallcurrentactivities,includingavalidationsystem.

Objectives and purpose: No assessment of current monitoring programs is undertakenPre-requisites: Agreement by the Minister

Appendix



Coralreefmonitoring,fisheriescatchandeffortdata,other


Restructuringofcurrentmonitoringasrequired


2experts,oneforcoralreefandonefisheriesdataexpert,30dayseach

6.BusinessPlanforLaboratory

Project Name: Business plan for laboratory (AFRC)


Albionhasreceivednewequipmentandwouldliketoputitinplacewiththeaimtobecomeanaccreditedlaboratory.

Objectives and purpose: Business plan in order to assess the relevance and viability of an accredited laboratory (Microbiologic, chemical, heavy metals, residues)

Pre-requisites: Equipmentisavailable;technicalcapacitiesareinplace;becomplementarywith needs at national level


AFRC Laboratory, at Albion


Decision on the relevance and viability


2experts:oneonlaboratorymanagementandoneeconomic.Regionalexpe-rience,15dayseach.Regionaltravelneeded.

7.TechnicalAssistantsupporttoDirectorofFisheries

Project Name: Technical Assistant to support Director of Fisheries


DuetothescopeoftheundertakingtheDirectorofFisherieswillrequireas-sistance

Objectives and purpose: Overviewoftheproposedstrategysetoutinthisreport.Pre-requisites:


Ministry


Capacityofincumbent:• Anabilitytoworkspecificallyonthedemandaspects,forboththeshort

term and long term, and a good understanding of international markets;• Acomplementaryguaranteeofneutralityduringtherealignmentofthe

new priorities, setting out of responsibilities, and setting responsibilities betweeninstitutions.(possibleneworganizationChart);

• Abletooverseeacost/benefitanalysisforAFRC,assessingthevalueofinternal core activities and possible outsourcing more peripheral ones;

• Abletoassessifandhowtoproceedtoregionalpoolingactivitiesforcostreduction reasons (Economy of scale without losing control on core activi-ties);

• PreparingabasicoutlineforthelongtermdirectionofAFRC.Resources and cost requirements

1TechnicalAssistantfor2years.


8.TrainingofStaff

Project Name: Training of staff


Scientificandmanagementstaffrequirefurthertraining,particularlyinthelightof the new strategy for research

Objectives and purpose: Develop capacity Pre-requisites:


PFO’s, DSO’s – management trainingScientificandtechnicalofficers–researchandtechnicalqualifications.


Enhanced capacity


Core funds from the Ministry, Donor funds

LIST OF PUBLICATIONS – LISTE DES PUBLICATIONSSmartFish Programme

1. Report of the Inception / Focal Point Meeting of the SmartFish Programme – Flic en Flac, Mauritius, 15th-16th June 2011.REPORT/RAPPORT:SF/2011/01.August/Août2011.SmartFishProgramme.IndianOceanCommission(55pages).

2. Report of the First Steering Committee Meeting of the SmartFish Programme – Flic en Flac, Mauritius,17th June 2011.REPORT/RAPPORT:SF/2011/02.August/Août2011.SmartFishProgrammeIndianOceanCommission(51pages).

3. Rapport de la réunion de présentation du programme SmartFish aux points focaux – Flic en Flac, Ile Maurice, 15-16 juin 2011.REPORT/RAPPORT:SF/2011/03.August/Août2011.SmartFishProgramme.IndianOceanCommission(55pages).

4. Eco-Certification for the Tuna Industry, Technical Assistance for Implementation of a Regional Fisheries Strategy for ESA-IO (IRFS).REPORT/RAPPORT:SF/2011/04.May2011.SmartFishProgramme.IndianOceanCommission(40pages).

5. Regional Market Assessment (Supply and Demand).REPORT/RAPPORT:SF/2012/05.March/Mars2012.SmartFishProgramme.IndianOceanCommission(264pages).

6. Trade Assessment Study.REPORT/RAPPORT:SF/2012/06.March/Mars2012.SmartFishProgramme.IndianOceanCommission(120pages).

7. Gouvernance des Pêches Maritimes dans l’Ouest de l’Océan Indien.REPORT/RAPPORT:SF/2012/07.June/Juin2012.SmartFishProgramme.IndianOceanCommission(101pages).

8. Value Chain Assessment of the Artisanal Fisheries – Mauritius.REPORT/RAPPORT:SF/2012/08.June/Juin2012.SmartFishProgramme.IndianOceanCommission(85pages).

9. Kenya Fisheries Governance.REPORT/RAPPORT:SF/2012/09.June/Juin2012.SmartFishProgramme.IndianOceanCommission(36pages).

10. Training Needs Analysis – Quality and Hygiene:REPORT/RAPPORT:SF/2012/10.June/Juin2012.SmartFishProgramme.IndianOceanCommission(95pages).

11. A Review of Somalia’s & (Semi-Autonomous Regions) Fisheries Legislation and Management.REPORTRAPPORT:SF/2012/11.June/Juin2012SmartFishProgramme.IndianOceanCommission(49).

12. Assessment of IUU Activities On Lake Victoria.REPORT/RAPPORT:SF/2012/12.June/Juin2012SmartFishProgramme.IndianOceanCommission(130pages).

13. Review Of The Legal Framework for the ESA-IO Region.REPORT/RAPPORT:SF/2012/13.June/Juin2012SmartFishProgramme.IndianOceanCommission(149pages).

14. Comprehensive capacity review to implement effective MCS in the ESA-IO Region.REPORT/RAPPORT:SF/2012/14.June/Juin2012SmartFishProgramme.IndianOceanCommission(101pages).

15. Assessment of IUU Fishing in Lake Tanganyika.REPORT/RAPPORT:SF/2012/15.June/Juin2012SmartFishProgramme.IndianOceanCommission(58pages).

16. Spirulina – A Livelihood and a Business Venture.REPORT/RAPPORT:SF/2012/16.SmartFishProgramme.June/Juin2012IndianOceanCommission(39pages).

17. Diversification Study (Eco-Tourism and Recreational Fisheries).REPORT/RAPPORT:SF/2012/17.June/Juin2012SmartFishProgramme.IndianOceanCommission(76pages).

18. Value Chain Analysis of Fisheries Sector for Rodrigues.REPORT/RAPPORT:SF/2012/18.June/Juin2012SmartFishProgramme.IndianOceanCommission(78pages).

19. Dagaa Value Chain Analysis and Proposal for Trade Development.REPORT/RAPPORT:SF/2012/19.June/Juin2012SmartFishProgramme.IndianOceanCommission(45pages).

20. Operationalization of Fish Auction Market.(FeasibilityStudy).REPORT/RAPPORT:SF/2012/20.August/Août2012SmartFishProgramme.IndianOceanCommission(45pages).

21. Options to Reduce IUU Fishing in Kenya, Tanzania, Uganda and Zanzibar:REPORT/RAPPORT:SF/2012/21.August/Août2012SmartFishProgramme.IndianOceanCommission(101pages).

22. Revitalization of Fisheries Research in Mauritius.REPORT/RAPPORT:SF/2012/22.August/Août2012SmartFishProgramme.IndianOceanCommission(58pages).

Indian Ocean Commission – SmartFish ProgramBlue Tower, 5th �oor, Institute Road - Ebène, MauritiusTél: (+230) 402 6100 Fax: (+230) 465 7933

Documents

REVITALIZATION OF FISHERIES RESEARCH IN … · REVITALIZATION OF FISHERIES RESEARCH IN MAURITIUS November 2011 REPORT/RAPPORT : SF/2011/22 European Union Funded by