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Ecosystem approach to fisheries (EAF) is advocated as a means of natural resource management
focused on the conservation and sustainable use of the whole ecosystem. The approach is not new; its key principles have their roots in earlier natural resource management instruments, as well as indigenous management practices and customary tenure developed millennia ago. There are now a number of international agreements and instruments which describe what EAF entails, its guiding principles and how it is implemented. Despite this attention, countries have been challenged to put in place measures required to give effect to the principles at the national and local level. In the Caribbean, there is a supportive political foundation for EAF, however, most countries are making slow incremental progress. To support operationalization of EAF principles in the Caribbean the StewardFish project recommends the development of both regional and national-level practical EAF Codes of Conduct by and for persons in the fishing industry. Following a methodology previously used in Barbados to develop a local fisheries code of conduct, we outline an iterative social learning process of development for these codes, which emphasizes industry engagement, formal endorsement, implementation and participatory monitoring and evaluation.
Keywords: StewardFish; EAF EAF, fisheries
StewardFish Gap Analysis of National Fishers Organizations(NFOs) Use of ICT in Governance & Recommendations for Improvements
This report analyzes current gaps in the use of ICT for governance by national fisherfolk organizations (NFOs) in Antigua and Barbuda, Barbados, Belize, Saint Lucia and St. Vincent and the Grenadines. The findings of the gap analysis direct recommendations for remediation strategies and actions. These recommendations recognize the critical role of the Caribbean Network of Fisherfolk Organizations (CNFO) in strengthening the proposition of, and provisions for ICT for NFO governance.
The gap analysis was informed by the constitutions and by-laws of NFOs and the CNFO as the authoritative references for essential governance functions and roles. These were examined in relation to potential benefits of ICTs by role and function. Assessments were conducted on ICT hardware, software, services and digital literacy necessary for context-appropriate ICTs to work for good governance. The gap analysis also drew heavily on rich consultations and other forms of interaction with multiple stakeholders over several months straddling 2019 and 2020. Key informants were drawn from amongst NFO leaders, board members and associates as well as fisheries authorities and the CNFO. Consultations were also held with personnel from The University of the West Indies’ Centre for Resource Management and Environmental Studies (CERMES) and Caribbean Natural Resources Institute (CANARI) as well as with the regional coordinator for the StewardFish Project. Insights were gained into FFO governance arrangements, operations and operational priorities, ICT facilities, current use of ICT for governance, and prevailing challenges to the discharge of governance functions and to the use of ICT in support of governance. Triangulated insights were gained into NFO capacity to use ICT for good governance. Best practices in the use of ICT for good governance were identified.
The report finds that to varying degrees across all countries, a debilitating barrier is the lack of a framework for the systematic embedding of ICT into routine operations. Such a framework would include but not be limited to: basic ICT policy and strategy; documented procedures, guidelines, guidance notes, checklists and templates; key data and its requirements specification; digital literacy proficiency standards, learning resources, capacity development provisions and code of conduct; and underlying information and communications strategies and plans. The report finds that the absence of such a framework as well as weaknesses in underlying governance processes and organizational arrangements percolate up to weaknesses in the application of ICT for governance. Among other things, this is characterized by a weak information management chain.
All FFOs under consideration have been found to suffer from resource constraints, in some cases crippling. This amplifies the need for operational and resource efficiencies derived from streamlined processes, structured documentation, standardization, sharing of resources and context-appropriate competence. The report recommends an overarching strategy for cloud based infrastructure, centralized information assets and standardization as a context-sensitive response strategy. A minimum configuration of ICT hardware, software and services is recommended for NFOS and for the CNFO.
The report recommends that the CNFO play a central role as resource repository, advocate and mentor; and that, through its Leadership Institute, it administers an ICT for governance course for NFO board members in its member countries. Such a course would be delivered through mixed-mode, comprising asynchronous mobile learning and synchronous reinforcement, the latter face to face where national (COVID-19) regulations allow. Course delivery would engage the facilitation services of in-country trainers to support local learners. The report further recommends that within a basic ICT for governance framework, which it deems to be a strategic imperative, the proposed course is adopted as an on-boarding requirement for all NFO board members.
Keywords: StewardFish, Capacity Building; ICT Training and Capacity Building, fisheries, governance
StewardFish Institutional and Organizational Assessment of fisheries-related state agencies for enabling ecosystems stewardship in the Caribbean Fisheries Sectors
StewardFish recognizes that there are several challenges that hinder the engagement of fisherfolk and their organizations in the sustainable use and management of fisheries in the region including fisheries-related state agencies not having adequate capacity to support fisherfolk and their organizations with ecosystem stewardship initiatives. Because state agencies, including fisheries authorities, vary widely in their support of fisherfolk organizations for different reasons, some within their control and others beyond, a situation specific analysis is required.
In support of this, CANARI conducted an Institutional Analysis and Organizational Assessment in each of the project countries to contribute to Outcome 1.2 “Fisheries-related state agencies have capacity to support fishing industry stewardship” and Output 1.2.1 “state agency implementation gaps are assessed regarding support for fisherfolk organizations and their role in stewardship” of the project.
The aim of the analysis was to identify current strengths, as well as opportunities for improvement in each project country’s fisheries-related state agencies, in order to improve their capacity to support ecosystem stewardship by fisherfolk and their organizations. The analysis included:
• Designing an institutional analysis tool adapted from the Adaptation: Rapid Institutional Assessment (ARIA) methodology, including an organizational assessment survey targeted at the fisheries authorities
• Conducting desk studies, surveys, virtual and in-country interviews and focus groups with fisherfolk, fisheries authorities and other key state agencies in the project countries
• Facilitating national workshops3 to present, validate, refine and receive input on the preliminary findings and identify priorities for improvement, in each project country
• Producing country reports of findings, including recommended priorities for improvement
This report provides a brief summary of the common findings and recommendations from the institutional analyses and organisational assessments that were conducted in the seven target countries between December to September 2020.
Keywords: StewardFish, Capacity Building fisheries, governance
“Stewardship” is a joint publication of the regional project partners for StewardFish. In this issue, we highlight our on-going National Institutional Analysis and Organizational Assessments Workshops as well as our project achievements for 2019. We also introduce you to a “Reel” Fisher from Jamaica.
Author: CANARI; CERMES; CIRP; CNFO; and CRFM
Keywords: StewardFish fisheries
“Stewardship” is a joint publication of the regional project partners for StewardFish. In this issue, we highlight the launch of CNFO’s Leadership Institute, introduce you to Devon Stephen- a local fisher from Saint Lucia and update you on the implementation of StewardFish in a Covid-19 environment. Also of interest, Belize announces their Fisher of the year and the Regional Code of Conduct for Caribbean Fishers has been finalized. Finally look out for our tips to help fishers stay safe during the pandemic.
Author: CANARI; CERMES; CIRP; CNFO; and CRFM
Keywords: StewardFish fisheries
“Stewardship” is a joint publication of the regional project partners for StewardFish. In this issue, we highlight our Microgrants Scheme for Caribbean Fisherfolk Organisations, our work in Gender and Ecosystem Approach to Fisheries (EAF). Also you may find of interest our ICT for Governance Training for NFOs.
Author: CANARI; CERMES; CIRP; CNFO; and CRFM
Keywords: StewardFish fisheries
Organizational leadership is one of the most important roles of both women and men in the fishing industry. Empowerment of fisherfolk organization and strengthening or development of their capacity, especially in relation to leadership, is important to the successful implementation of the 2014 Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication (SSF Guidelines) and the realization of sustainable fisheries and stewardship. UWI-CERMES undertook fisherfolk organization leader assessments in fisherfolk organizations in each of five StewardFish project countries – Antigua and Barbuda, Saint Lucia, Barbados, St. Vincent and the Grenadines, and Belize – for developing a leadership profile to better understand gaps in leadership competencies in the region.
Thirty-six leaders (8 women and 28 men) were interviewed across twenty-one fisherfolk organizations of three governance level types (primary, national and regional). Fisherfolk organizations are male dominated. The findings of the leadership survey show that there are many more men than women in leadership roles in the fishing industry in CRFM Member States. Leadership in fisherfolk organizations tend to be held by mature women and men between the ages of 50-59 years old, and are predominantly devoid of youth. Both women and men first take up leadership positions in fisherfolk organizations in their mid- to late forties, but women assume leadership roles earlier than men; typically after being in the fishing industry for under ten years. On average men spend twice as long in leadership positions than women.
Leaders take on leadership roles for both altruistic and self-enhancing reasons. Fisherfolk organization leaders currently face and anticipate numerous and diverse challenges that are primarily internal or mainly organizational (?), and external due to shocks and pressures that provide potential threats to the success of fisherfolk organizations.
Good leadership of fisherfolk organizations is fundamentally important to the success of collective action of small-scale fishers in achieving local, national and even regional successes with respect to management, policy and stewardship in the fishing industry. Our work contributes to a baseline of knowledge on fisher organization leaders in the region. It confirms some already known information on fisherfolk organizations, documenting this and new information.
Keywords: StewardFish; Capacity Building; Leadership Training and Capacity Building, fisheries, governance
StewardFish Regional Capacity Building Strategy to Support Organizational Strengthening of Target Fisherfolk Organizations in the Caribbean
Building organizational capacity can be complex, dependent on several internal and external factors, and costly. Some capacities can be built in a relatively short period of time while other capacity areas require a medium- to long-term approach to be fully addressed. As such, this regional capacity building strategy recognizes that there is no one-size-fix-all approach and that StewardFish does not have all the resources or mandate to address all the organizational capacity needs identified in the FFOs.
The strategy for addressing some of the FFOs highest priority capacity needs therefore depends on a multidimensional approach supported by StewardFish, the Mentors, and the FFOs themselves.
StewardFish will employ the following strategies to deliver a tailored capacity building programme for the targeted FFOs:
1. training and coaching to enhance the capacity of Mentors to conduct organisational strengthening, who will in turn work directly with the targeted FFOs;
2. providing FFOs with tailored support for organizational capacity building through mentoring;
3. providing financial resources to the FFOs to address priority needs through a targeted micro-grant programme;
4. facilitating virtual peer exchanges among the seven target FFOs, and with other FFOs and CSOs in the Caribbean, where appropriate, to share experiences in addressing common priority needs; and
5. sharing resources including information with FFOs and Mentors on relevant organizational capacity building projects, programmes and initiatives being implemented in the Caribbean region for which they are eligible.
Keywords: StewardFish, Capacity Building Training and Capacity Building, fisheries, governance
StewardFish Report of Lessons Learned from fisheries-related livelihoods and socio-economic projects in the Caribbean
The “Developing Organisational Capacity for Ecosystem Stewardship and Livelihoods in Caribbean Small-scale Fisheries” (StewardFish) Project which began in 2018 is a Global Environmental Facility (GEF) funded initiative. The goal of this project is to empower fisherfolk throughout fisheries value-chains to engage in resource management, decision -making processes and sustainable livelihoods with strengthened institutional support at all levels in seven small island developing states (SIDS)- Antigua and Barbuda, Barbados, Belize, Guyana, Jamaica, Saint Lucia and Saint Vincent and the Grenadines (CANARI 2019).
Activity 184.108.40.206 under Output 3.1.1 of the StewardFish project aims to learn from the past and adapt in the future by reviewing previous projects and initiatives (PPIs) that focused on sustainable fisheries livelihoods in order to identify best practices and lessons learned. To achieve this, a desk review of sustainable livelihood PPIs in the target countries was conducted.
This reports documents the results of the desk reviews that were undertaken.
Keywords: StewardFish, Fisheries, Livelihoods, Lessons learned blue economy, fisheries
Fisherfolk leaders, mentors and representatives of the Department of Fisheries from Antigua and Barbuda, Barbados, Belize, Guyana, Jamaica, Saint Lucia and St. Vincent and the Grenadines participated in the Caribbean Fisherfolk Mentors Training workshop in St. Vincent and the Grenadines from October 29th to November 1st. The workshop was a key activity under the “Developing Organisational Capacity for Ecosystem Stewardship and Livelihoods in Caribbean Small-Scale Fisheries (StewardFish)” project which is funded by the Global Environment Facility (GEF) and implemented by the United Nations Food and Agriculture Organization (FAO).
As one of the co-executing partners of the StewardFish project, the Caribbean Natural Resources Institute (CANARI) is applied an innovative organisational capacity strengthening method to help build the capacity of the national fisherfolk organisations/lead primary fisherfolk organisations that are members of the Caribbean Network of Fisherfolk Organisations (CNFO) in the seven project countries. The method will use trained mentors to deliver a tailored programme of training, mentoring, coaching, action learning and facilitating peer exchanges for organisational strengthening.
At the four-day workshop, mentors as well as fisherfolk leaders and fisheries agency representatives built their capacity to support fisherfolk organisations in three priority areas – financial sustainability, good governance and participatory monitoring, evaluation and learning.
Keywords: StewardFish, Mentorship, Capacity Building Training and Capacity Building, fisheries, governance
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PROJECTS AND INITIATIVES
The CLME+ Hub is an initiative of the Secretariat of the CLME+ Interim Coordination Mechanism (ICM), in collaboration with the members of the CLME+ ICM and CLME+ Project Executive Group (PEG) and (prospective) Partner Organizations. Development of the Hub has benefited from the financial support of the UNDP/GEF Project: “Catalysing Implementation of the Strategic Action Programme (SAP) for the Sustainable Management of shared Living Marine Resources in the Caribbean and North Brazil Shelf Large Marine Ecosystems” (CLME+ Project, 2015-2020). The CLME+ Project is executed by the United Nations Office for Project Services (UNOPS) in close collaboration with a large number of global, regional and national-level partners. For more information on the CLME+ Project click here
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