Zanzibar Fisheries Master Plan 2023-2038

THE MINISTRY OF BLUE ECONOMY AND FISHERIES THE REVOLUTIONARY GOVERNMENT OF ZANZIBAR ZANZIBAR FISHERIES MASTER PLAN 2023—2038 ii | ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | iii 2022 ZANZIBAR FISHERIES MASTER PLAN 2023—2038 iv | The Zanzibar Fisheries Master Plan 2023-2038 was prepared by the Ministry of Blue Economy and Fisheries in Zanzibar. The typesetting, editing and publishing were made possible with the support of the United Nations Environment Programme (UNEP) and United Nations Development Programme (UNDP) in Tanzania Cover photo by Ministry of Blue Economy and Fisheries in Zanzibar ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | v The Zanzibar Fisheries Master Plan 2023-2038 is a landmark document that charts a clear course for the sustainable development of the fisheries sector in Zanzibar. The fisheries sector is of critical importance to Zanzibar’s economy, providing livelihoods for thou- sands of people and contributing significantly to food security and nutrition. However, the sector faces several challenges including overfishing, climate change, and habitat degradation. The Master Plan addresses these challenges head-on, setting out a comprehensive vision for a sustainable and prosperous fisheries sector. The Plan is based on extensive stakeholder consultations and reflects the views and concerns of fishers, fish farmers, processors, traders, and other stakeholders. The Master Plan sets out a number of key goals and objectives, including increasing fish production in a sustainable manner, improving the livelihoods of fishers and fish farmers, enhancing the value of fish products, promoting responsible fishing practices, and protecting marine and coastal ecosystems The Master Plan also identifies a number of key inter- ventions that will be needed to achieve these goals and objectives. These interventions include investing in fisheries research and development, improving fish- eries management and enforcement, providing support for fishers and fish farmers, promoting market access for fish products and raising awareness of the impor- tance of sustainable fishing practices The Zanzibar Fisheries Master Plan 2023-2038 is an ambitious but achievable plan. The successful implementation of the Plan will require the commitment and support of all stakeholders. I am confident that, working together, we can achieve the vision of a sustainable and prosperous fisheries sector for Zanzibar. Hon. Suleiman Makame Minister, MINISTRY OF BLUE ECONOMY AND FISHERIES FOREWORD vi | Foreword ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | vii We would like to express our sincere gratitude and appreciation to all those who contributed to the successful completion of the Zanzibar Fisheries Master Plan. This comprehensive document represents the collective efforts of several individuals and organiza- tions committed to the sustainable development of the fisheries sector in Zanzibar. Ministry of Blue Economy and Fisheries (MoBEF) extends special appreciation and gratitude to the World Bank through its SWIOFish Programme for the financial support provided. We also extend our heartfelt thanks to the MoBEF in Zanzibar for their unwavering support and guidance throughout the entire planning process. Their valuable insights and dedication to the blue economy vision have been instru- mental in shaping this Master Plan. We are grateful to the team from Bureau for Industrial Cooperation (BICO) of the College of Engineering and Technology (CoET) of University of Dar es Salaam, whose expertise and commitment played a pivotal role to prepare this Master Plan. Their dedication to excellence and tireless efforts have contributed significantly to the quality and integ- rity of this document. We would also like to extend our appreciation to ZUMOS Procurement and Business Consultants for their valuable contributions to the development and structuring of the Master Plan. Their insights into business practices and economic consid- erations have been invaluable in ensuring the feasibility and sustainability of the proposed interventions. Moreover, we would like to recognize the active involve- ment of various stakeholders, including government agencies, local communities, fishing associations, NGOs, and industry experts. Their participation in work- shops, consultations, and data sharing has enriched the Master Plan with practical insights and ensured its align- ment with the needs and aspirations of the people of Zanzibar. Lastly, we acknowledge the financial support and trust placed in us by our partners, which allowed us to undertake this critical initiative. Without their belief in our capabilities, this Master Plan would not have come to fruition. We express our deep appreciation and grat- itude to of the United Nations Environment Programme (UNEP) and the United Nations Development Programme (UNDP) in Tanzania for their generous funding and support towards the typeset, layout, and design of the Zanzibar Fisheries Masterplan 2023-2038. Their finan- cial assistance has been instrumental in transforming this Masterplan into a visually engaging and informative document that effectively communicates its strategic vision and objectives. As we present this document, we remain optimistic that the Zanzibar Fisheries Master Plan will serve as a blueprint for sustainable growth and development in the fisheries sector, promoting prosperity, equity, and environmental stewardship. We are committed to continuing our collaboration with stakeholders to ensure the successful implementation of the Master Plan's strategies and achieve its transformative vision. Thank you all for your contributions and support. Dr. Aboud Jumbe Principal Secretary, MINISTRY OF BLUE ECONOMY AND FISHERIES ACKNOWLEDGMENT viii | Acknowledgment ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | ix EXECUTIVE SUMMARY The fisheries sector is strategic for the economic and social development of Zanzibar and is recognized in the Zanzibar Development Vision 2050. It is regarded as a significant contributor sector to the national economy, generating income, employment, and ensuring food security. Despite its considerable potential, the sector has not been able to make expected impact on poverty alleviation and socio-economic development. This can be attributed to various challenges, including a lack of coordinated development approaches, insufficient transformative investment, excessive exploitation of shallow inshore waters, and under-utilization of deep-water resources. Additionally, inadequate aquaculture development, weak linkages between research and practical applications in the sector, insufficient funding, environmental degradation and evolving market access issues have prevented the fisheries sector from realizing its full potential. Moreover, for many years, the sector has been operating without an up-to-date policy . This fifteen-year Master Plan will serve as guiding blueprint for the strategic development of the fisheries sector, operating within the framework of the Zanzibar Fisheries Policy. Its primary objectives is to improve the manage- ment and the sustainable development of the fisheries resources in Zanzibar Islands, with the aim of maximizing economic growth, employment opportunities, and food security while ensuring the protection of the marine envi- ronment. The plan is driven by the need to address the crucial issues that is currently facing the sector. The Master Plan focuses on various aspects, including marine fisheries, aquaculture, as well as the post-harvest sector and industrial stages. The Master Plan is expected to enable the following: 1. Facilitating the long-term development of the fishery sector process; 2. Mobilizing resources to support the development of the sector; 3. Enhancing the profile, performance and impact of the fishery sector by ensuring the Ministry responsible for Fisheries and Aquaculture operates effectively; 4. Ensuring Zanzibar compliance with fishery related agreements and standards at the national, regional, and international level. The development of the Master Plan followed a participatory approach, involving key stakeholders and their opinions were gathered through interviews and focus group discussions. These inclusive discussions brought together various stakeholders and allowed them to freely express their ideas regarding the critical issues and strategies for the development of fisheries sector. The insights and ideas gathered from the stakeholders served the basis for formulation of the Plan. Also, during the course of developing the plan, relevant documents pertaining to the sector were thoroughly reviewed and analysed. The core components of the Master Plan are outlined through its Vision, Mission, Strategic Objectives, and Key Intervention Components (programmes). These components are then connected to key implementing institutions, which are responsible for incorporating the relevant strategies and interventions in their institutional plans for successful implementation. Vision The Government has decided to prioritize the fisheries sector as the center of Zanzibar’s socio-economic develop- ment. As such, through this plan, the government is committed to implementing various transformative initiatives aimed to create a highly conducive environment that maximize the sustainable benefits derived from the abundant marine resources. This endeavor is guided by the following vision: ”Sustainable fisheries development based on the blue economy that places the people of Zanzibar at the centre of the priority interventions”“ x | Executive summary Mission The primary purpose of the Master Plan is to provide guidance for all participants and stakeholders in the fisheries sector. Collectively, these actors are expected to be committed to the following mission: Strategic Objectives In line with the Vision and Mission, the Master Plan seeks to achieve eight Strategic Objectives during the time frame of 2023-2038. These strategic objectives are as follows: 1. To improve the enabling policy, regulatory and strategic environment for sustainable fisheries and aquaculture development. 2. To improve fisheries (stocks) management. 3. To promote fisheries development. 4. To promote aquaculture/mariculture development. 5. To improve supporting infrastructure development. 6. To enhance institutional strengthening. 7. To effectively address compliance and market access issues. 8. To effectively address cross-cutting issues. Implementation, Monitoring and Evaluation The objectives, strategies and key interventions outlined in the Master Plan will be systematically communicated and implemented across each relevant institution or identified party. The outlined risks that are expected during the implementation of the Master Plan are identified, along with proposed strategy for risk management strategy to ensue smooth and efficient execution of the Plan. To achieve successful implementation, the Ministry of Blue Economy and Fisheries (MoBEF) will actively promote the allocation of adequate financial resources and allocations to support implementation of the Master Plan. This will be done in collaboration with the different implementing institutions indicated in the Plan. The Department of Fisheries and Aquaculture Development, under the MoBEF, will be responsible for conducting Monitoring and Evaluation activities for the Plan, following the provided framework. The Master Plan will also be reviewed, updated after every five years of implementation. ”Creating a conducive and enabling environment for the fisheries sector towards equitable social and economic development for Zanzibar“ ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | xi TABLE OF CONTENTS FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V ACKNOWLEDGMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IX TABLE OF CONTENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XI ABBREVIATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XV CHAPTER ONE: INTRODUCTION 1 1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Purpose and Rationale of the Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3 The Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 CHAPTER TWO: THE POLICY AND STRATEGIC FRAMEWORKS 5 2.1 Zanzibar Development Vision 2050 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.2 Zanzibar Development Plan 2021 – 2026 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.3 Zanzibar Blue Economy Policy (2022) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.4 Fisheries Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.5 Zanzibar Climate Change Strategy (2014) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2.6 Other Relevant Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.1 Zanzibar Industrial Policy (2019) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.2 Agriculture Sector Policy (2002) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.3 Zanzibar Water Policy (2004) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.4 Zanzibar Forestry Policy (1995) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.5 Zanzibar Land Policy (2018). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.6 Zanzibar Disaster Management Policy (2011) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.7 Zanzibar Environment Policy (2013) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.8 Zanzibar Education Policy (2006) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.9 Zanzibar Trade Policy (2006) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.10 Zanzibar Investment Policy (2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.11 Small and Medium Enterprise (SME) Policy (2020) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.12 Zanzibar Employment Policy (2008). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.6.13 Zanzibar Youth Development Policy (2005) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.6.14 Zanzibar Food Security and Nutrition Policy (2008) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.6.15 Zanzibar Health Policy (2011) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.6.16 Zanzibar Public Private Partnership Policy (2014) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.6.17 Zanzibar Cooperative Development Policy (2014) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.6.18 Zanzibar Gender Policy (2016) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.7 International and Regional Conventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.7.1 UN Convention on the Law of the Sea (UNCLOS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.7.2 Sustainable Development Goals (SDGs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.7.3 AU Agenda 2063 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.7.4 Africa Integrated Maritime Strategy 2050 (AIMS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.7.5 AU Blue Economy Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.7.6 SADC Protocol on Fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.7.7 Rome Charter on Maritime Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.7.8 IORA Blue Economy Declaration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 xii | Table of contents 2.7.9 Policy Framework on Fisheries and Aquaculture in Africa (PFRS) . . . . . . . . . . . . . . . . . . . . . . . 8 2.7.10 CEDAW Convention on Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.8 Fisheries Related Multilateral Environmental Agreements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.8.1 The Convention on Trade in Endangered Species of Flora and Fauna 1973 (CITES) . . . . . . . . . . . . . 8 2.8.2 The Convention on the Conservation of Migratory Species (CMS) 1979 . . . . . . . . . . . . . . . . . . . . 8 2.8.3 The Convention on the Conservation of Biological Diversity (CBD) . . . . . . . . . . . . . . . . . . . . . . 8 2.8.4 The Convention on Wetlands, 1971 (Ramsar Convention) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.9 Regional/International Institutional Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.9.1 Indian Ocean Tuna Commission (IOTC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.9.2 The International Whaling Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.9.3 AU-IBAR Fisheries Policy Framework and Reform Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.10 Voluntary international fisheries instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.10.1 SADC Protocol on Fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.10.2 FAO Code of Conduct for Responsible Fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.10.3 FAO International Plans of Action (IPOAs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.10.4 FAO Sustainable Small-Scale Fisheries Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2.11 URT Framework – The Deep Sea Fishing Authority (DSFA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 CHAPTER THREE: ANALYSIS OF FISH DEMAND, STOCKS, PRODUCTION AND SUPPORT CAPACITIES 11 3.1 National, Regional and International Demand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 3.2 Fisheries Management: Assessment of the Size of Stocks of Priority Fisheries . . . . . . . . . . . . . . . . . . .11 3.2.1 Small pelagic fishery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 3.2.2 Octopus fishery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 3.2.3 Tuna and tuna-like species . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.2.4 Reef fishery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3 Fish Stocks Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.4 Fish Stocks Re-building. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.5 Sustainable Exploitation Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.6 Artisanal Fishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 3.7 Deep-sea Fishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.7.1 Seaweed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 3.7.2 Finfish . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 3.7.3 Pearl oysters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 3.7.4 Sponges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 3.7.5 Crab fattening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 3.8 Semi and Full Industrial Fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 3.9 Fisheries as Competitive Trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 3.9.1 Mind-set Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 3.9.2 Investment attraction and enterprise development in the sector . . . . . . . . . . . . . . . . . . . . . . 20 3.9.3 Potential for investment in Aquaculture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 3.9.4 Potential for investment in fisheries infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 3.9.5 Potential for investments in seaweed farming and processing . . . . . . . . . . . . . . . . . . . . . . . 21 3.9.6 Potential for investment in capture fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 3.9.7 Zanzibar’s efforts for investment attraction and enterprise development in the fishery sector . . . . 22 3.9.8 Fish processing and canning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 3.9.9 Development of Markets and Marketing Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 3.10 Fisheries Governance, Management and Administration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 3.10.1 Fisheries co-management governance structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 3.10.2 Capacity of the Fisheries Department and Related Offices at Regional, District and Pemba Offices . 24 ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | xiii 3.11 Fisheries Monitoring, Control and Surveillance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 3.12 Fisheries Human Resources Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 3.13 Fisheries Applied Research and Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 3.14 Participation in Regional and International Cooperation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 3.14.1 Treaties and instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 3.14.2 Regional and International institutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 3.15 Cross-Cutting Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 3.15.1 Disaster Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 3.15.2 Poverty Alleviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 3.15.3 Youth Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 3.15.4 Environment and Climate Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 3.15.5 Alignment and Linkages with other Sectors (Oil & Gas, Tourism) . . . . . . . . . . . . . . . . . . . . . . . 29 3.15.6 Child Labour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 3.16 Summary of Fisheries Sector Strategic Issues/Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 CHAPTER FOUR: THE ZANZIBAR FISHERIES MASTER PLAN 31 4.1 The Paradigm Shift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 4.2 Fisheries Master Plan Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 4.3 Fisheries Master Plan Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 4.4 Fisheries Master Plan Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 4.5 Fisheries Master Plan Strategic Objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 4.6 COMPONENT 1: REVIEW OF THE ENABLING ENVIRONMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 4.6.1 Review and Strengthening of the Fisheries Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 4.6.2 Fisheries law, regulations and standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 4.7 COMPONENT 2: FISHERIES (STOCK) DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 4.8 COMPONENT 3: FISHERIES DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 4.8.1 Artisanal Fisheries Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 4.8.2 Development of Semi and Full Industrial Fisheries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 4.8.3 Consolidation/Development of marine Conservation Areas . . . . . . . . . . . . . . . . . . . . . . . . . 40 4.9 COMPONENT 4: AQUACULTURE/MARICULTURE DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 4.10 COMPONENT 5: SUPPORTING INFRASTRUCTURE DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . 46 4.10.1 Development of Fishing Ports and Docks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 4.10.2 Other Support Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 4.10.3 Quality Certification and Control Laboratories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 4.11 COMPONENT 6: INSTITUTIONAL STRENGTHENING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 4.11.1 Competent Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 4.11.2 Research, Extension and Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 4.11.3 Training Institute(s) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 4.11.4 Fisheries Association(s) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 4.11.5 Food Safety and Quality Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 4.12 COMPONENT 7: COMPLIANCE ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 4.12.1 Monitoring, Control and Surveillance (MCS) (KMKM, Police) . . . . . . . . . . . . . . . . . . . . . . . . . . 50 4.12.2 Fisheries Information One Stop Centre . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 4.13 COMPONENT 8: CROSS-CUTTING ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 4.13.1 Environment and Climate Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 4.13.2 Youth Development and Gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 4.13.3 Disaster Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 4.13.4 Poverty Alleviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 4.13.5 Alignment and Linkages with other Sectors (Oil & Gas and Tourism) . . . . . . . . . . . . . . . . . . . . 55 xiv | Table of contents 4.13.6 Child Labour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 CHAPTER FIVE: COMPREHENSIVE AND COSTED IMPLEMENTATION ACTION PLAN AND FINANCING STRATEGY 57 5.1 Implementation Action Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 5.2 Financing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 5.3 Implementation Phases and Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 CHAPTER SIX: MONITORING AND EVALUATION PLAN 59 6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 6.2 Cascading of Master Plan Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 6.3 Objectives of the Master Plan M&E System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 6.4 Implementers’ Progress Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 6.5 Risk Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 6.6 Scheduled Reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.7 Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 6.8 Reports and Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 6.9 The Master Plan Review and Update . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 ANNEXES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | xv ABBREVIATIONS AIDS Acquired Immunodeficiency Syndrome ASR Agriculture Sector Review AU African Union BOT Bank of Tanzania CBD Convention on Biological Diversity CC Climate Change CCA Climate Change Adaptation CMS Convention on the Conservation of Migratory Species CMT Customary Marine Tenure COFMAs Community Forest Management Areas DoFD Department of Fisheries and Aquaculture Development DRM Disaster Risk Management DSFA Deep Sea Fishing Authority EAC East African Community EEZ Exclusive Economic Zone EPZ Export Processing Zone FADs Fish Aggregating Devices FAO Food and Agriculture Organization FDI Foreign Direct Investment FTZ Free Trade Zones GDP Gross Domestic Product HIV Human Immunodeficiency Virus HR Human Resource IDUs Intravenous Drug Users IOTC Indian Ocean Tuna Commission IP Industrial Parks IPOAs International Plans of Action IUU Illegal, Unreported and Unregulated fishing IWC International Whaling Commission KMKM Kikosi Maalum cha Kuzuia Magendo (Zanzibar Coast Guards) LME Large Marine Ecosystem MACEMP Marine and Coastal Environment Management Project MoBEF Ministry of Blue Economy and Fisheries MCA Marine Conservation Areas xvi | Abbreviations MCD Marine Conservation Department MCS Monitoring, Control & Surveillance NAPAs National Adaptation Plan of Action NEPAD New Partnership for Africa's Development NGO Non-Governmental Organization PECCA Pemba Channel Conservation Area PPP Public-Private Partnership RECs Regional Economic Communities RFBs Regional Fishery Bodies RFMOs Regional Fisheries Management Organizations SADC Southern Africa Development Community SFCs Shehia Fisheries Committees SMEs Small and Medium Enterprises SST Sea Surface Temperature SWIOFC South West Indian Ocean Fisheries Commission TAFIRI Tanzania Fisheries Research Institute TURFs Territorial Use Rights in Fishing UNCLOS The United Nations Convention of Law of the Sea UNFCCC United Nations Framework Convention on Climate Change URT United Republic of Tanzania USAID United States Agency for International Development USD United States Dollar ZADEP Zanzibar Development Plan ZAFICO Zanzibar Fisheries Company ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 1 1 CHAPTER ONE INTRODUCTION 1.1 BACKGROUND The United Republic of Tanzania (URT) is composed of Tanzania Mainland and Zanzibar. Zanzibar consists of two main islands of Unguja and Pemba, along with about 50 small islets that make up the Zanzibar archipelago. Under the URT framework, the Revolutionary Govern- ment of Zanzibar (RGoZ) has a full mandate over the management of the fisheries in its territorial waters, which extends 12 nautical miles, and its internal waters that extends westward to the equidistant line between Tanzania Mainland and Zanzibar. The Department of Fisheries and Aquaculture Development operating under the Ministry of Blue Economy and Fisheries (MoBEF), is responsible for overseeing the fisheries activities conducted in Zanzibar’s territorial and internal waters. In contrast to the management of fish- eries in the territorial and internal waters The Deep-Sea Fishing Authority (DSFA) under URT is responsible for overseeing the Exclusive Economic Zone (EEZ). The Zanzibar fisheries is primarily composed of small-scale artisanal fishing units that operate predominantly in the inshore waters of both Unguja and Pemba Islands. The aquaculture sector mainly consists of small-scale seaweed farmers whilst the cultivation of other flora and fauna is still in early stage of devel- opment. Additionally, deep-sea fishing is conducted by licensed vessels issued by Tanzania. The primary fishing grounds for inshore fisheries are located in diverse habitats such as coral reefs, mangrove creeks, sea grass beds, and sand banks, which are known to be highly productive. Furthermore, there are significant fishery resources found further offshore including small and medium pelagic fish species, as well as tuna and tuna-like species. The fishing activities in Zanzibar are conducted along the entire coastlines of both islands, generally within a few kilometer from shore and in water depth below 200 meters. This inshore fishery is characterized by small-scale operations that employ various fishing techniques to target a wide range of species, including those found in coral reef ecosystem. In addition, there is an advanced artisanal purse seine fishery that operates further offshore in deeper waters. This fishery targets small pelagics operate within both Zanzibar’s territorial waters and shared internal waters with Tanzania Mainland. Furthermore, some fishing activities occur at depths of 100 meters, particularly in the northern part of Unguja Island, where drift gill-net- ting and line fishing are used to target large pelagics. As of 2020, the estimated number of fishermen in Zanzibar was 50,218, with 29% (14,566) individuals foot fishers. These fishermen rely on traditional fishing gears and vessels, which include small boats, dhows, canoes and outrigger canoes. Out of 7,919 fishing crafts recorded in 2020, only a few (15%) were fitted with outboard or inboard engines. The outrigger canoes mainly target near-shore species such as snappers, emperors, rabbit fish and groupers, while dhows and bigger boats catch the offshore larger fish such as marlin, kingfish, sailfish and tuna and the small and medium pelagics in deeper waters. It is worth noting that majority of these fishing craft lack cooling facilities to preserve the caught fish. At present, Zanzibar has a total of 30 fish landing sites dedicated to collect catch and effort information, with 12 located in Pemba and 18 in Unguja. Nevertheless, a significant number of these landing sites, which are utilized by fishing boats, lack adequate infrastructure development. For instances, where there are substantial tidal differences of about 4 meters, fishing boats have to relocate several hundred meters away from the designated anchorage area, making it challenging to access the boats during high tides. Fishing activities in Zanzibar are not limited to inshore habitats of seagrass and coral reefs, fishers also engage in fishing along the intertidal zones during low spring tides, where they collect sea cucumbers, shells Zanzibar has a network of 30 fish landing sites, with 12 in Pemba and 18 in Unguja, that collect data on fish catches and fishing effort. In 2020, nearly one in three fishermen in Zanzibar fished on foot 2 | Background and octopus by hand or with the assistance of a stick. The gathering of shells is an important for coastal fami- lies, as it provides both food and source of income. The majority of fish catch is immediately sold and consumed locally on the same day, with only a small portion being preserved if it is landed late. However, there is no pres- ence of industrial fish processing activities in Zanzibar, instead,the most common methods of fish processing involve boiling, salting, smoking and sun drying. In both landing sites and markets, fish is primarily sold through an auctioning process. Zanzibar is now witnessing the emergence of aqua- culture as relatively new initiative, in addition to the seaweed farming. Several species have shown poten- tial for cultivation, including milkfish, mullets, lobsters, oysters, sea cucumbers and crabs. There are ample areas with great potential for aquaculture, both in terrestrial and intertidal areas. However, seaweed farming remains one of the most important maricul- ture activities in terms of economic impact for coastal communities. Remarkably, about 90% of seaweed farmers are women. Seaweed farming has become an alternative source of income, increasing socio-eco- nomic status of coastal communities. According to recent data, there are more than 23,654 seaweed farmers in Zanzibar, collectively producing over 14,000 tons of seaweed annually. The fishery sector plays a crucial role in the economic and social development of Zanzibar and is recognized as a key contributing sector in the Zanzibar Develop- ment Vision 2050 for its contribution to the national economy, income generation, employment opportuni- ties, and food security. In Zanzibar, fisheries constitute various important economic activities that are carried out in both urban and rural communities including artisanal fishing, deep-sea fishing, fish farming and seaweed farming. Artisanal fishing is the dominant practice operated in the inshore waters where coral reefs, mangrove creeks, sea grass beds, and sand banks are the primary fishing grounds. As of 2021, the fisheries sector contributed about 5.0% of the GDP, indicating growth from 4.9% in 2020 and 4.8% in 2019. The fishery sector offers several employment oppor- tunities for considerable number of people. In the 2016 frame survey, it was reported that the sector directly employed around 49,332 fishers. In addition to this, there were several thousand occasional fishers, and over 4,000 people engaged in indirect employment related to fishing such as boat construction, fish processing and marketing. Moreover, there were about 23,654 farmers actively cultivating seaweed (Depart- ment of Fisheries Development, 2015). The majority of the coastal communities depend directly on coastal resources for their livelihood, with fishing and tourism being prominent economic activities. According to a socio-economic study, fishing emerged as primary economic activity among coastal communities, representing 28.7% of the total respondents. Crop farming followed closely at 24.2%, while seaweed farming accounted for 14.4% of the respondents. Tourism and other activities collectively constituted 32.6% of the economic activities within these communities (MACEMP, 2009). Seaweed farming in Zanzibar is a major economic driver, with over 23,654 farmers producing more than 14,000 tons of seaweed annually ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 3 In Zanzibar, fisheries sector plays a vital role as the primary source of animal protein in the average person diet. It is particularly crucial for the lower income groups, as it represents almost their sole animal protein source. The per capita fish consumption in Zanzibar ranges from approximately 20 kg to 23 kg, which is significantly higher compared to the African average, which stands at 9.4 kg per capita per year. 1.2 PURPOSE AND RATIONALE OF THE MASTER PLAN This Master Plan serves as a comprehensive and stra- tegic development framework for the fisheries sector in Zanzibar, guiding its progress from 2023 to 2038. It aims to improve both the management and the sustain- able development of fisheries and marine resources in Zanzibar. The overreaching goals are to promote economic growth, create employment opportunities, ensure food security, and protect marine environment. The Master Plan’s scope focuses on both marine fish- eries, aquaculture and the post-harvest aspects of the value chain, including industrial stages. The Master Plan recognizes the need to address the crucial issues within the fisheries sector. The expected outcomes of the Master Plan are as follows: i. Facilitating the long-term development process of the fishery and aquaculture sectors.; ii. Mobilizing resources for sectoral development; iii. Enhancing the profile, performance, and impact of the Ministry of Blue Economy and Fisheries; iv. Ensuring compliance with national, regional and global multilateral agreements and standards focused on sustainable fisheries. 1.3 THE PLANNING PROCESS The Master Plan was developed through participa- tory approach, involving interview and focus group discussion to gather the aspirations of key stake- holders. These interactions brought together various stakeholders, allowing them to freely express their ideas on important issues regarding the fisheries sector development and strategies to be implemented. The stake holder’s ideas formed the basis for formula- tion the Plan. Additionally, during the planning process, relevant documents pertaining to the sector were care- fully reviewed and analysed. Drafts of the report were presented and discussed in the ’ workshops attended by internal and external stakeholders, and the feed- back received was incorporated into the final version. Zanzibaris eat much more fish than the average African. While the African average is 9.4 kilograms per person per year, Zanzibaris eat between 20 and 23 kilograms per person per year. 4 | The planning process ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 5 2 CHAPTER TWO THE POLICY AND STRATEGIC FRAMEWORKS 2.1 ZANZIBAR DEVELOPMENT VISION 2050 The Zanzibar Development Vision 2050 articulates the need for Blue Economy and focuses on key priorities such as in strengthening fisheries management and protecting marine environment. The Vision acknowl- edges key role that the fishery sector plays in the social and economic development of the country. It also recognizes the value of promoting sustainable fish production for both domestic consumption and export, as an important strategy for diversifying the Zanzibar economy, improving the well-being of the people and increasing the fisheries’ contribution to the GDP. 2.2 ZANZIBAR DEVELOPMENT PLAN 2021 – 2026 The Zanzibar Development Plan (ZADEP) is centered around sustainable growth and serves as means of realizing the objectives set forth in the Zanzibar Vision 2050. The Plan aims to leverage the unique advan- tages of Zanzibar as an archipelago in order to uplift livelihoods with specific focus on enhancing the devel- opment of the fishing sector. 2.3 ZANZIBAR BLUE ECONOMY POLICY (2022) The Policy concentrates on five Strategic Priority Areas, one of which is Fisheries and Aquaculture. Its overar- ching goal is to promote inclusive economic growth, social development, and environmental sustainability within the framework of coastal and ocean governance. It addresses challenges in fisheries and aquaculture by promoting the sustainable use of fisheries resources while maximizing available opportunities and bene- fits these sectors. The Zanzibar Fisheries Policy and the Zanzibar Blue Economy Policy are interconnected as they both address key strategic areas related to fisheries and aquaculture. Their shared objectives is to ensure the efficient and sustainable use of fish- eries and aquaculture resource while preserving the integrity of sensitive coastal and marine ecosystems. This is achieved through strengthened protection and conservation of Marine Conservation Areas (MCAs) and improved data management in fisheries and aqua- culture for effective planning and evidence-based decision making. 2.4 FISHERIES POLICY The Zanzibar Fisheries Policy has placed high priority on several areas for improvements within the fisheries sector. These include enhancing governance frame- work for fisheries, improving fisheries management services; formalizing and professionalizing fishing and related activities, managing of inshore fisheries effec- tively; promoting both inshore and artisanal fisheries in different locations, integrating offshore indus- trial; promoting artisanal fisheries further offshore; integrating offshore industrial fishing fleets more effectively into the Zanzibar economy; promoting sustainable development of aquaculture; and adding value to and promoting inclusive growth in the post-harvest sector. 2.5 ZANZIBAR CLIMATE CHANGE STRATEGY (2014) The Strategy focuses on mitigating climate-induced risks and vulnerabilities related to the coastal and marine environment. It addresses challenges such as sea level rise, beach erosion, coral bleaching, sea surface temperature rise, and climate-related diseases. Additionally, the strategy outlines plans for adaptation to effectively respond to these climate-re- lated issues. 6 | Other relevant policies 2.6 OTHER RELEVANT POLICIES 2.6.1 Zanzibar Industrial Policy (2019) The Zanzibar Industrial Policy promotes inclusive, sustainable and environmentally safe industrial devel- opment within the Fisheries sector. 2.6.2 Agriculture Sector Policy (2002) The Policy recognize the importance of empowering local communities in sustainable agriculture, as it is a fundamental aspect of achieving sustainable fisheries development. 2.6.3 Zanzibar Water Policy (2004) The Water Policy of 2004 recognizes the importance of incorporating environmental considerations in the planning and execution of water resources and sani- tation management in the country. This recognition is important for ensuring safe and hygienic conditions, as well as for supporting initiatives related to aquaculture and fish farms. 2.6.4 Zanzibar Forestry Policy (1995) The primary objective of this policy is to protect and conserve forest resources including wildlife, flora and fauna, while also strengthen the significance of forest resources in maintaining soil and retaining water. Addi- tionally, the policy emphasizes the need to promote protection and restoration of mangroves, which greatly contribute to proper functioning of the aquatic ecosystems. 2.6.5 Zanzibar Land Policy (2018) The Policy promotes sustainable land use practices that align with both the present and future needs for managing the coastal zone and marine domain effectively. 2.6.6 Zanzibar Disaster Management Policy (2011) The Policy focuses on disaster management, with emphasis on climate change and disaster risk patterns. It address various challenges such as food shortages, marine accidents, fire outbreaks, degradation of both terrestrial and marine ecosystems, and the control of hazardous waste. 2.6.7 Zanzibar Environment Policy (2013) The Policy focuses on environmental management through establishing appropriate governance frame- work for the coastal and marine environment. It particular stress on waste management, climate adaptation, integrated coastal zone management and combating marine pollution. 2.6.8 Zanzibar Education Policy (2006) The Policy plays a significant role in integrating fish- eries and ocean governance. It emphasizes the importance of fisheries education and advocates for its inclusion in curriculum development. 2.6.9 Zanzibar Trade Policy (2006) The Policy emphasizes the importance of commu- nity-based development approach to foster social cohesion in investment. It aims to increase local involvement and promote the adoption of modern prac- tices and systems within communities. 2.6.10 Zanzibar Investment Policy (2005) The Policy promotes investment in fish processing industries and developments of investment oppor- tunity in deep sea fishing. It also emphasizes on facilitation investment through one stop centre insti- tution called Zanzibar Investment Promotion Agency (ZIPA) to streamline investment processes. 2.6.11 Small and Medium Enterprise (SME) Policy (2020) The Policy aims to creates conducive environment for promoting small and medium enterprises (SMEs) in order to increase employment opportunities and income generation. It places particular emphasis on improving capacity in quality control and assurance in food processing, specifically for fish and fishery products. 2.6.12 Zanzibar Employment Policy (2008) The Policy seeks to promotes employment within the Fisheries sector as a mean to alleviate poverty in local ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 7 communities. It recognizes fisheries and aquaculture as an important source of employment, particularly for women and the youth. Furthermore, the policy empha- sizes the significance of private sector investment in order to increase national income and create employ- ment opportunities within the sector 2.6.13 Zanzibar Youth Development Policy (2005) The Policy focuses on promoting awareness, capacity development and entrepreneurship among youth, particularly in the fisheries sector. It encourages inno- vation and entrepreneurship, while facilitating access to capital, equipment, and markets for young individ- uals involved in fisheries-related activities. 2.6.14 Zanzibar Food Security and Nutrition Policy (2008) The Policy promotes equitable access to safe and nutri- tious food and supports the certification of products. It acknowledges that achieving increased food and nutrition security largely depend on the sustainable development of the Fisheries sector, especially through the increased production of fish and fishery products. 2.6.15 Zanzibar Health Policy (2011) The Policy promotes good governance at the local-level and supports the implementation of socio-economic programs initiated by f the government. 2.6.16 Zanzibar Public Private Partnership Policy (2014) The Policy promotes investments, financing, and development of modern infrastructure and public services through Public-Private Partnership (PPP) arrangements. 2.6.17 Zanzibar Cooperative Development Policy (2014) The Policy promotes community empowerment, gender mainstreaming and the development cooperatives. 2.6.18 Zanzibar Gender Policy (2016) The Policy is designed to eradicate all forms of discrim- ination against women. It addresses gender disparities in accessing marine resources, financial services and labor markets. The policy specifically promotes women’s empowerment in various sectors, including seaweed farming, fisheries, aquaculture, maritime transport, oil and gas development, and tourism. 2.7 INTERNATIONAL AND REGIONAL CONVENTIONS The United Republic of Tanzania (URT) actively partici- pates as a member in various international and regional fishing and fisheries-related agreements and organiza- tions. The country’s engagements in these agreements and bodies are outlined in this section of the plan, high- lighting its commitment and involvement in the global and regional fisheries communities. 2.7.1 UN Convention on the Law of the Sea (UNCLOS) UNCLOS establishes the legal structure for conserva- tion and sustainable use of all areas of the oceans and their resources. These include the rights and obligations of nations pertaining to maritime space and resources. 2.7.2 Sustainable Development Goals (SDGs) SDG 14 calls for the sustainable management and conservation of oceans, seas, and marine resources to promote sustainable development. It is closely linked with several other Sustainable Development Goals (SDG), including SDG 1 (End Poverty); SDG 2 (End Hunger); SDG 5 (Gender Equality); SDG 7 (Affordable and Clean Energy); SDG 8 (Decent Work and Economic growth) and SDG 13 (Climate Action). 2.7.3 AU Agenda 2063 As per Agenda 2063, the fisheries sector aligns with the Goal 6 (Ocean Economy for accelerated economic growth) and Goal 7 (Environmentally sustainable climate and resilient economies and communities) of Aspiration 1. 8 | Fisheries related multilateral environmental agreements 2.7.4 Africa Integrated Maritime Strategy 2050 (AIMS) The overarching vision of the 2050 (AIM) Strategy is to foster increased wealth creation from Africa’s oceans and seas. This is achieved through the establishment of a sustainable and thriving blue economy that prioritize security and environmentally sustainability. 2.7.5 AU Blue Economy Strategy The Strategy promotes sustainable development across Africa’s n coastal and marine sectors. It focuses on enhancing understanding and expertise in various areas including sustainable fisheries, aquaculture, tourism, energy, maritime transport, energy, minerals, marine research, environmental sustainability, climate adaptation and social inclusion. 2.7.6 SADC Protocol on Fisheries The Protocol aims at conservation and sustainable use of living aquatic resources and aquatic ecosystems that hold significance for the members states of the Southern African Development Community (SADC) that are signatories to this Protocol. 2.7.7 Lome Charter on Maritime Security The Charter focuses on maritime safety and security while promoting sustainable resource utilization. It accomplishes this by combating Illegal Unreported and Unregulated Fishing (IUU) fishing, marine pollution, and maritime crimes. Additionally, the Charter promotes the establishment of early warning systems, coordina- tion mechanisms, training programs,capacity building initiatives, and the sustainable development of the coastal and marine biodiversity. 2.7.8 IORA Blue Economy Declaration Indian Ocean Rim Association (IORA) promotes sustain- able growth, job creation, environmental protection and efficient financing for the development of the Blue Economy among its member states. 2.7.9 Policy Framework on Fisheries and Aquaculture in Africa (PFRS) The Framework focuses in enhancing livelihood oppor- tunities associated with fisheries, recognizing that the sustainable management of these fisheries depends on improved maritime governance. 2.7.10 CEDAW Convention on Women CEDAW requires countries to eliminate discrimina- tion against women and girls in all areas, and promote women’s and girls’ equal rights. 2.8 FISHERIES RELATED MULTILATERAL ENVIRONMENTAL AGREEMENTS The relevant global environmental instruments for fish- eries management include: 2.8.1 The Convention on Trade in Endangered Species of Flora and Fauna 1973 (CITES) Tanzania ratified CITES on November 29, 1979 and came into effect on February 27, 1980. 2.8.2 The Convention on the Conservation of Migratory Species (CMS) 1979 Tanzania’s entry came into effect on July on 1, 1999. Tanzania has also signed various Memoranda of Under- standing (MoU) that were developed under the auspices of CMS, such as the Indian Ocean and South East Asian and Conservation of Marine Turtles, signed on June 23, 2001, and became effective from September 1, 2002, and the Memorandum of Understanding on the Conser- vation and Management of Dugongs (Dugong dugon) and their habitats throughout their range, which was signed on October 31, 2007. 2.8.3 The Convention on the Conservation of Biological Diversity (CBD) Tanzania signed the CBD on June 12, 1992 and ratified it on March 8, 1996. 2.8.4 The Convention on Wetlands, 1971 (Ramsar Convention) This convention reflects the commitments of its member countries to protect the ecological character of wetlands of international importance and to promote sustainable use. Tanzania’s entry into the Ramsar Convention became effect on August 13, 2000 ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 9 2.9 REGIONAL/INTERNATIONAL INSTITUTIONAL FRAMEWORK 2.9.1 Indian Ocean Tuna Commission (IOTC) Indian Ocean Tuna Commission (IOTC) is an intergov- ernmental organization mandated to manage tuna and tuna-like species in the Indian Ocean and adjacent seas. Its primary objective is to promote cooperation among member states to ensure the conservation and sustainable utilization of stocks covered by this agree- ment. The commission also promotes the sustainable development of fisheries based on these stocks. 2.9.2 The International Whaling Commission The International Whaling Commission (IWC) accepted Tanzania’s to join the commission on June 23, 2008, which also marked its entry into force for Tanzania. The purpose of the Convention is to effectively conserve whale stocks and facilitate the orderly development of the whaling industry. 2.9.3 AU-IBAR Fisheries Policy Framework and Reform Strategy The African Union (AU), in collaboration with New Part- nership for Africa’s Development (NEPAD) issued the Policy Framework and Reform Strategy for Fisheries and Aquaculture in Africa for “creating a conducive and enabling environment for the fish sector to create equi- table, social and economic development in Africa.” The Policy Framework and Reform Strategy has identified seven policy objectives that are considered critical to Africa’s fisheries development. 2.10 VOLUNTARY INTERNATIONAL FISHERIES INSTRUMENTS Tanzania has signed several voluntary international instruments, notably: 2.10.1 SADC Protocol on Fisheries Tanzania signed this protocol on August 14, 2001, ratified it on March 16, 2003, and it came into force on August 8, 2003. The objective of the protocol is to promote responsible and sustainable use of the living aquatic resources and aquatic ecosystems among State Parties. 2.10.2 FAO Code of Conduct for Responsible Fisheries This provides principles and standards that are applicable to the conservation, management, and development of various aspects of fisheries, including the capture, processing, and trade of fishery prod- ucts, fishing operations, aquaculture, fisheries research, and the integration of fisheries into coastal area management. 2.10.3 FAO International Plans of Action (IPOAs) These plans were developed to address specific issues related to implementing Code of Conduc: The IPOAs subscribed by Tanzania include: 1. The International Plan of Action for Reducing Incidental Catch of Seabirds in long line fisheries, which aims to minimize the incidental catch of seabirds in long line fishing operations. 2. International Plan of Action for the Conservation and Management of Sharks, which focus on ensuring the conservation and sustainable management of sharks and their long-term sustainable use. 2.10.4 FAO Sustainable Small-Scale Fisheries Guidelines Zanzibar has committed to implement the FAO Volun- tary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication, which was published in 2015. These guide- lines recognizes the role of sustainable small-scale fisheries in alleviating poverty and ensuring food secu- rity. They emphasize the importance of responsible fisheries and sustainable development by prioritizing measures such as governance of tenure in small scale fisheries; sustainable resources management; social development, employment and decent work; effective value chains, post-harvest practices, and trade; gender equality; and disaster risks and climate change. Moreover, the guidelines calls for the creation of conducive environments for sustainable small-scale fisheries management. This involves enhancing policy coherence, institutional coordination and 10 | Urt framework – the deep sea fishing authority (dsfa) collaboration, information sharing, research and communication. Additionally, it emphasizes the need for capacity development and the implementation and monitoring of policies and plans. All these aspects are included within the Zanzibar Fisheries Master Plan, demonstrating Zanzibar’s alignment with the FAO guidelines in promoting sustainable small-scale fisheries management. 2.11 URT FRAMEWORK – THE DEEP SEA FISHING AUTHORITY (DSFA) The implementation of the Territorial Sea and Exclusive Economic Zone Act of 1989 and the Deep-Sea Fishing Authority Act of 2020 has improved regulatory mecha- nism for managing the Exclusive Economic Zone (EEZ) of the United Republic of Tanzania. Deep-Sea Fishing Authority (DSFA) is the government agency responsible for the management of deep-sea fishing activities in the EEZ. The key functions of the authority as outlined in the DSFA Act, are as follows: 1. To promote, regulate and control fishing in the Exclusive Economic Zone; 2. To regulate the licensing of persons and ships intending to fish in the EEZ; 3. To initiate, implement and ascertain the enforcement of policies on deep sea fishing vessels; 4. To formulate and coordinate programmes for scientific research in respect of fishing; 5. To formulate EEZ related fisheries guidance; 6. To negotiate and enter into any fishing or other contract, agreement or any kind of fishing cooperation with any government, international organisation or other institution in pursuance of the provisions of DSFA Act; 7. To do or to undertake any other act or thing required or permitted to be done in furtherance of the purpose and provisions of the DSFA Act. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 11 3 CHAPTER THREE ANALYSIS OF FISH DEMAND, STOCKS, PRODUCTION AND SUPPORT CAPACITIES 3.1 NATIONAL, REGIONAL AND INTERNATIONAL DEMAND Zanzibar faces challenges regarding marketing chan- nels and systems. Currently, fish is primarily sold through an auctioning process in the landing sites or markets. Additionally, there is shortage of marketing channels and limited storage facilities, which hinders the distribution of fish to consumers. As a result, the value of fish decreases, and there may be physical and economic losses during post-harvest phase. Addition- ally, the price of fish is steadily increasing, indicating a combination of limited supply and the increased demand, particularly from the tourism industry. A significant portion of the small pelagic catch is pro- cessed at landing sites by various groups and packaged in large sacks weighing approximately 100 kg each. The majority of this catch is exported to the Democratic Republic of Congo, where buyers and their agents directly collect the mainly dried or salt-dried fish from the beaches. Some of the catch is also consumed locally, while a portion is transported to Dar es Salaam. Efforts are being made to improve the processing qual- ity of the of small pelagic fish, and new packaging ideas are being explored to achieve higher prices for proces- sors. 3.2 FISHERIES MANAGEMENT: ASSESSMENT OF THE SIZE OF STOCKS OF PRIORITY FISHERIES The fisheries sector in Zanzibar consists of small-scale fisheries, which faces challenges in effective manage- ment due to various factors, including lack of infrastruc- ture and tools for data acquisition, inadequate institu- tional capacity, financial resources, and lack of skilled human resources. These limitations have hindered the Department of Fisheries and Aquaculture Development in implementing suitable management measures, thus posting greater risk to the fish resources. Currently, precautionary input controls, such as minimum size at first capture and closed areas or seasons are used for fisheries management. However, the effectiveness of these input controls remains uncertain without suf- ficient monitoring and surveillance. To address these issues, fish stock assessments will concentrate on the four identified priority fisheries, as well as building the research capacity of the Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) and other aca- demic institutions. A comprehensive fisheries research plan will be developed, with specific focus on priority fisheries, which include: 3.2.1 Small pelagic fishery Small pelagic refers to neritic species that are not found near the sea bottom. This category include various small fish species such as sardines, sardinella, anchovy-type (dagaa) and the small shoaling carangid-type species such a scads and mackerels. These fish are known for their migratory behaviour, which has implications across different boundaries. The biometric information of these species will be collected at specific sites while an acoustic survey will be conducted to estimate the biomass at those sites. The data obtained will be used in spatial model and ultimately contribute to a compre- hensive stock assessment both in time and across the coastal water surrounding Zanzibar. 3.2.2 Octopus fishery Octopus is a high-priority species, which include other cephalopod species like cuttlefish and squid that are frequently captured by local fishermen. Research efforts will be directed towards collecting biometrics data in specific areas and conducting spatial analysis of catch, fishing effort, and distribution, all of which will contribute to a comprehensive stock assessment. Studies will also explore genetic stock discrimination, examine larval dynamics, and establish connection between ecosystems. Management measures such A large share of the small pelagic catch in Zanzibar is processed and packaged at landing sites for export to the Democratic Republic of Congo 12 | Fish stocks trends as seasonal closures will be considered as part of the overall strategy. 3.2.3 Tuna and tuna-like species In this priority group, there is diverse range species including both small pelagic and large pelagic spe- cies. The large pelagic species consist of commer- cial important tuna species (as listed under the Indian Ocean Tuna Commission - IOTC), large pelagic shark species. Moreover, the group consist of several neritic pelagic species such as the king and queen mackerels and kingfishes. 3.2.4 Reef fishery Reef fish are species that dwell at the bottom of the oceans and are associated with the coral reefs, or other bottom substrate types. The reef fish species assemblage is potentially large with numerous species. However, the Fisheries Master Plan is primarily concen- trates on the key species landed and which are com- monly caught by coastal fishers. 3.3 FISH STOCKS TRENDS The shortage of accurate fish stock data in Zanzibar makes it difficult to assess the status of marine stocks, except for large pelagic species that fall under the man- date of the Indian Ocean Tuna Commission (IOTC). The assessment of marine fish stocks primarily depends on methods based on observations, scientific knowl- edge and expert judgment. In the inshore zone, and particularly in the coral reef areas, there is a general trend of a slow decline in overall fish production and individual catch rates of artisanal fishing units. This decline is mainly attributed to a combination of factors. Firstly, the over capitalization of the sector has led to an increase in fishing capacity, including the number of fishing vessels, and the use of gear that exert sub- stantial fishing effort. Secondly, fishing activity that is confined to inshore and shallow waters within the reef Box 3.1: Fish Stock Assessment Methods Several fish stock assessment techniques have been developed and the choice depends on the species being studied. These techniques include: Length-based or FISAT This technique has the advantage of lower data require- ments and costs. It can be applied when aging of the fish is not possible. However, it has weaknesses such as lower accuracy and precision, and sampling bias due to fishing gear selectivity or fish behaviour. Age-based This technique provides high accuracy and precision and can be used when fish age is available. However, it requires more data, time, and costs for obtaining age infor- mation of the fish. Black-box (biomass dynamic) models These models are simple to apply and require catch and abundance data. They can be used when species cannot be aged and used for multi-species fisheries. However, they require long time series data, and good index of abun- dance with constant catchability coefficient. Analytical models These models are usefulness when management advice is required on technical measures such as age or size at first capture or closed seasons. They can be applied when dif- ferent fleets target different age groups, and management advice can be provided with only one year’s data. However, they are expensive and require data at different age or size of the targeted fish stocks. Stock Per Recruit This technique is easy to use and with few data. It is used to prevent growth overfishing; and uses the percentage stock per recruit (SPR ratio) as reference point. Participatory Fisheries Stock Assessment (ParFish) ParFish can be used as a rapid assessment tool to deter- mine stock status. It is a participatory framework and involve stakeholders, which can provide additional ben- efits such as stakeholders engagement in the manage- ment process,decision-making, and responsibility for the resource. Increased participation in the data collection stages can stimulate new research initiatives and lead to more robust stock assessments. The details of the mathematical techniques involved in these stock assessment technique are beyond the scope of this section. However, it is important for scientists to choose the appropriate stock assessment technique based on their expertise and type of fishery. The selection is often a personal decision rather than a strictly logical one, as noted by Sparre and Venema (1998) . ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 13 ecosystem due to technological limitations. Lastly, poorly regulated fisheries due to weaknesses in the governance and management system. The inshore fishery sector is experiencing over-capi- talization as observed in continuous increase of fishing capacity such as the number of fishing vessels, motor- ization rate, the number of gears such as purse seines, seine nets and ring nets, and technological innovation such as slight increase of fishing vessels. Furthermore, open access to resources, difficulties in transferring fishing capacity and effort further offshore in deeper waters, steady increase of fish prices, and low capabil- ities of fishing communities to diversify income-gener- ating activities, contribute to the over-capitalization of the inshore fishery sector. According to the 2020 Zanzibar Fisheries Frame Sur- vey (ZSSS) , a total of 50,218 fishers were surveyed, with 43,080 being males (86%) and 7,138 being female (14%). Among them, 35,652 were engaged in vessel fishing, while 14,566 were foot fishers . In Unguja Island, a total of 31,328 fishers were observed, with male fishers accounting for 86% (26,934) and female for 14% (4,394). In Pemba Island, there were 18,890 fisheries, out of which 85% (16,146) were male and the remaining 15% (2,744) were female. Over time, the total fish produc- tion has increased, reaching over 47,100 tons per year in 2021. However, fisheries sector in Zanzibar suffer from inadequate regulation, resulting in poor compli- ance with fishers with existing measures aimed at pro- tecting the fish population and the coastal ecosystems, even within Marine Conservation Areas (MCAs). Therefore, despite the lack of scientific evidence, it is reasonable to consider inshore fisheries in Zanzibar as vulnerable, because they are likely to be fully or over-ex- ploited potentially operating at or above maximum sustainable levels, leading to decline in catch per unit of effort, and exhibiting poor compliance with fishing regulations. The excessive fishing capacity in coastal waters further contributes to the instability of inshore fisheries. However, the fish stocks in deeper territorial and internal waters of Zanzibar remain underexploited, primarily due to inadequacies in technological, skilled human resources, finance required for fish operations, institutional and marketing considerations. 3.4 FISH STOCKS RE-BUILDING. In Zanzibar, the establishment of Marine Conserva- tion Areas (MCAs) has been implemented as a strat- egy towards rebuilding fish stocks. The concept of MCAs as fisheries management tool aimed at restor- ing and re-building fish stocks has been widely pro- moted. Zanzibar, specifically has established five MCA – the Menai Bay Conservation Area (MBCA) in 1997, the Mnemba Island-Chwaka Bay Marine Conservation Area (MIMCA) in 2002, and the Pemba Channel Conservation Area (PECCA) in 2005. Additionally, two other MCAs have been recently established, namely Changuu-Bawe Marine Conservation Area (CHABAMCA) and Tumbatu Marine Conservation Area (TUMCA). The major differ- ence within the MCAs, apart from specific regulations enforced through specific orders is the active involve- ment of both public institutions and community-based organizations such as Shehia Fisheries Committees (SFCs). These entities are in better position to fulfill their mandates by ensuring effective monitoring, control and surveillance of the coral reef fisheries. They also support local initiatives aimed at diversifying the live- lihoods of fishing communities, with a view to reduc- ing fishing pressure on inshore stocks. This enabling environment has been further facilitated by non-gov- ernmental organizations (NGO) and more recently by government projects, including the Marine and Coastal Environmental Management Project (MACEMP) and, the Southwest Indian Ocean Fisheries Governance and Shared Growth Project (SWIOFISH). Furthermore, each of the five MCAs has developed General Manage- ment Plans (GMPs) with the assistance of the MACEMP and SWIOFISH projects. The GMPs are currently being incorporated into Marine Conservation legislation, ensuring a comprehensive and regulated approach to the management of these areas. 3.5 SUSTAINABLE EXPLOITATION STRATEGIES Harvest strategies involve plans to adjust management options based on fish stocks. The most common used harvest strategy is the fixed exploitation rate, which aims to consistently harvest a certain fraction of the fish stock each year. Fisheries research provides nec- essary data and information to determine the appro- priate exploitation strategy. The fishing effort is then adjusted to produce a sustainable state, such as the maximum biomass, maximum fishing employment, The 2020 Zanzibar Fisheries Frame Survey found that 86% of fishers in Zanzibar are male and 14% are female. 14 | Artisanal fishing maximum sustainable yield, maximum economic yield or optimum sustainable yield. Harvest strategies are implemented through various tactics and regulatory tools such as quotas, seasons, and gear restrictions. Harvest tactics can be divided into three main types: 1. Input controls: These regulate the fishing effort by setting limits on factors such as the number of boats, vessel capacity, fishing intensity and the permissible time or fishing area per boat; 2. Output controls: These determine the permis- sible catch, such through total allowable catch (TAC) in a specific fishing area, quotas for indi- vidual fishers or a fishing community, or legal limits on the sizes of fish that can be caught (often the lowest permissible size); and 3. Technical measures: These establish setting limitations on where, when and how fishers can operate, such as restrictions on fishing loca- tions, seasons, and gear. Quotas are increasingly used in large-scale commer- cial fisheries, while closed seasons and closed areas are common in recreational fisheries. Management procedures represent the combination of data col- lection, assessment procedure, harvest strategy, and harvest tactics. The aim of a harvest strategy is to maintain commercial fish stocks at environmen- tally sustainable levels and to maximize the economic returns to the Zanzibar community. It provides more reliable operating environment for the fishing indus- try. Harvesting strategies are formulated based the objectives set, ensuring that tactical and operational aspects aligns with strategic management process and are consistent policy choices. Decision-makers, along with active participation from fishers and processors, can develop harvesting strategies. Simplest strate- gies based on stock size, such as constant-stock-size, constant-exploitation-rate and constant-catch, are commonly used. Key features of a harvesting strategy include information on the stock status in each spa- tial management unit is necessary;exploitation rates should reflect levels of knowledge about stock status; and an annual review of catch and effort data is needed to inform the appropriate fishing levels to be permitted. 3.6 ARTISANAL FISHING The majority of Zanzibar fisheries are conducted through artisanal or small-scale methods. Fishermen operate within the 12 nautical mile territorial waters sur- rounding the Zanzibar islands, with most fishing taking place within 5 miles of the shoreline, primarily target- ing coastal reefs. This is facilitated by the use of small traditional fishing vessels such as outrigger canoes (ngalawa), dhows (dau), dugout canoes (mtumbwi) and boats (mashua, boti). According to the Zanzibar Fish- eries Frame Survey (ZFFS 2020), several fishing gears were identified. These include Gillnet (GN), Handline (HL), Longline (LL), Purse seine (PS), Ring net (RN), Stick rod (SR), Seine net (SN), Trap (TR), Cast net (CN), Beach seine (BS), Spear gun (SP), Weir (WR) and Monofilament net (MF). The survey reported a total of 39,122 fishing gears, with 24,166 gears in Unguja and 14,956 gears in Pemba. Handlines were the most common used gears, accounting for 17,841 (46%), followed by traps with 15,889 (41% ), and gillnets with 841 (3%). It is important to mention that in Zanzibar, spear guns were widely used illegally, with 2,297 gears, accounting about 6% of the total gears. The second most com- monly used illegal gear was beach seine with 310 gears, making up to 1% of the total gears. Small pelagic fishes such as clupeids, scombroids and engraulids comprised 14% of the marine catches landed in 2017. These species are the common fish caught off the western shores of Zanzibar, particularly in the western part of Unguja and in Chakechake and Mkoani in Pemba. Various nets such as seine nets, purse seine, gill nets, and ring/lift nets are used to catch schools of fish in open waters. How- ever, the management of this fishery is hindered by sev- eral factors. Limited finances for enforcement, making it challenging to regulate effectively, The remoteness of certain areas also pose difficulties in monitoring and enforcement. Additionally, large and growing numbers Handlines are the most commonly used gears, accounting for 46% , traps accounted for 41% , followed by gillnets with 3% of the total gears recorded in 2020. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 15 of fishers, along with easy fishing access, further com- plicating management efforts. During the heavy rain season, which begins early March and ends late May, post-harvest loss is highest, which account for almost 20% of the total catch. This phenomenon occurs because the small pelagic fishes are abundant during this period and the rain season prevent them from dry- ing, as they rely on sun drying. Furthermore, the poor conditions of road network in rural areas makes it dif- ficult for vehicles to access the landing sites, which leads to inefficient distribution of catches during this period, which result to their loss. The reef fish and large pelagics play a significant role in fish artisanal fishing. As of 2017, reef fish alone accounted for 41% of the total fish production, high- lighting their importance in meeting the demands. Similarly, large pelagics contributed 25% of the over- all fish production. Shellfish and other invertebrates are commonly hand-collected from intertidal waters and coastal lagoons. This method of harvesting inver- tebrate fisheries has traditionally been carried out by women and children for both subsistence and com- mercial purposes. The artisanal fisheries are seasonal and depend on the monsoon periods. The Northeast monsoon season, which occurs between November to March, is relatively calm and accounts for the majority of the catch. On the other hand, the Southeast mon- soon, which occurs between June and September, is characterized by strong winds. In Zanzibar, the artisanal fish production has experi- enced general trend of a gradual decline in fish produc- tion and individual catch rates. This decreasing trend is contributed by various factors. Firstly, the over-capital- ization of the sector, has put excessive pressure on fish stocks. Secondly, fishing activities has been confined to inshore, and shallow waters within reef ecosystems. Lastly, the fisheries have been poorly implemented due to some inadequacies in management. Fishing activ- ities can have significant impacts on marine ecosys- tems, affecting not only the structure but also the func- tions and marine ecosystems. The removal of target species has repercussion on their prey, predators, and competitors, as well as on the habitats they inhabit. It is crucial to consider exploitation and fishery manage- ment as a integral parts of the marine ecosystem. This calls for the necessity of adopting an ecosystem-based approach to manage marine fisheries. Artisanal inshore fisheries in Zanzibar operate under an open access regime, which has resulted in lack of con- trol over fishing capacity and effort in these waters. As consequence, this fails to ensure adequate compliance with fishing regulations, negatively impacting the sus- tainability of resources and well-being of fishers and other stakeholders. The effectiveness of existing man- agement tools is inadequate, calling for the introduc- tion of additional measures to complement the existing ones. Moreover, the inshore fisheries heavily rely on the environment quality, highlighting the need for greater participation in national efforts and initiatives aimed at conserving the integrity of coastal ecosystems. 3.7 DEEP-SEA FISHING Deep-sea fishing activities takes place within the Exclusive Economic Zone of the United Republic of Tanzania (URT), which cover an estimated area of 223,000 km2. In comparison to the total EEZ area in the West Indian Ocean (WIO) region, which is 9,540,727 km2, URT’s share of 2.33%. The Deep-Sea Fishing Authority (DSFA), established in 2009, is responsible for managing the fisheries in the URT EEZ. Its jurisdic- tion extends to fishing activities within the EEZ, spans from 12 to 200 nm from the shore. The EEZ waters support various market-oriented fisheries , includ- ing long line and purse seine. Deep sea fishing in the EEZ is an important source of employment, food sup- plies, provides livelihoods for fishers and processors, foreign currency through exports of fishery products, and government revenues-generated from fisheries agreements and taxes. These contributions play a vital role in the national economy. A study conducted by The World Bank in 2012 reported that major portion of fish- eries employment is concentrated in the post-harvest activities, such as fish processing and marketing. The economic value of the long-lining and purse-seining fisheries is not always known, particularly when these activities are conducted outside of markets or take place far from the EEZ areas. The number of vessels, as of May 2016, were 6,407 authorized fish vessels operating in the Indian Ocean, representing numerous nations, many of which are from outside the region (EU, SE Asia etc.). The main fish species caught by long-liners and purse-seiners The United Republic of Tanzania (URT) has an Exclusive Economic Zone (EEZ) of 223,000 km², accounting for 2.33% of the total EEZ area in the West Indian Ocean (WIO) region of 9,540,727 km2 16 | Deep-sea fishing include albacore, skipjack, yellowfin, bigeye, swordfish, blue marlin, black marlin, striped marlin, sailfish and shark. According to the 2015 stock status report from the IOTC Scientific Committee, some stocks are being fished below the maximum sustainable yield (MSY), while yellowfin, and marlins are being fully fished. The catch data for URT, categories by species and weight (in tonnes) over the years, as documented in the DSFA database (Table 3.1). The available reported catch data spans from 2010 to 2016, with 2009 being the year when the DSFA became operational. Since that period, there has been a significant increase in reported catches. This can be attributed by several factors including the recognition of DSFA as the main authority regu- lating migratory fisheries in the URT, improvements in reported catch data, improved transparency and the increased competence in licensing processes. An anal- ysis of the catch data from 2014 to 2017 period indicates that the average annual catch data was 8,615 tones. In 2014, the catch reported by the 74 vessels licensed to fish in the Tanzanian EEZ was 12,276 tones. This rep- resents approximately 0.71% of the total catch in the Indian Ocean EEZ as reported by the IOTC ( 2016). Table 3.1: Catch of tuna and tuna like species in the Exclusive Economic Zone of the United Republic of Tanzania from 2010 to 2018 YEAR ALB YEF BET SKJ BLM MLS SFA SHARK SWO OTH TOTAL 2010 870 145 1481 2496 2011 138 22 384 544 2012 2337 789 3432 3 6561 2013 4124.194 2068.679 7073.05 390.386 13656.91 2014 3.76 4,486 2244.66 4857.54 144.92 539.5 12276.38 2015 4.445 3156.598 2575.252 5173.317 220.682 14.427 5.451 114.891 214.107 75.686 11554.86 2016 12.076 651.944 485.876 5.5 121.229 25.214 10.415 22.125 616.561 63.513 2014.453 MARICULTURE/AQUACULTURE Aquaculture activities in Zanzibar primarily focus on the coastal zone, specifically on the two major islands. The existing and potential culture systems include var- ious methods such as land-based ponds in intertidal zone for instance milkfish ponds; land mangrove-based system for growing and fattening mud crab, culture in coastal waters including seaweed farming, pearl oys- ter culture, and the potential for cage culture of marine finfish. Seaweed farming has experienced a signif- icant growth and development over the past three decades and has become one of the most important income-generating activities for coastal communi- ties, particularly for women. On the other hand, other mariculture activities are still in their early stages of development. This primarily due to lack of conducive environment that facilitates the advancement of com- mercial aquaculture in region. 3.7.1 Seaweed Seaweed farming in Zanzibar is a well-established sector that contributes to local economy by bringing in foreign currency. It offers valuable source of income for coastal people, particularly women, empowering them to support themselves and their families financially. The cultivation of seaweed in Zanzibar primarily focuses on two species of red algae – Eucheuma denticulatum (commercially known as Spinosum) and Kappaphycus alvarezii (commonly known as Cottonii). These species are sought after for their high-value extract known as carrageenan, which serve as stabilizer, emulsifier, or thickening agent in variety of food additives, cosmetics, and pharmaceutical products (Bueno, 2011). Currently, the majority of the seaweed produced in Zanzibar is called spinosum, which fetches a lower ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 17 price in the world market than the cottonii, known for its stronger gel-forming properties. The lower demand for cottonii can be attributed to its poor performance in shallow growing areas and susceptibility to the “ice ice” syndrome. To capitalize on resources, women- operated home industry, organized into registered associations, have emerged. These associations, located in areas such as Kidoti, Chukwani, Bweleo, Paje, Fuoni, Bumbwini in Unguja and Makangale in Pemba produce and sell range of products derived from seawed powder, including soap, oil, Vaseline, sweets and drinks . Zanzibar began exporting seaweed since the 1930s, especially Eucheuma genus, was harvested from nat- urally wild stocks and shipped to France, the USA and Denmark (Mshigeni, 1973, 1976). In 1989, commercial farming of seaweed began in Zanzibar, and by the early 1990s, farmed seaweed was being commercially exported. Seaweed farming is the third largest foreign exchange earner for Zanzibar, after the tourism indus- try and cloves. In recent years, seaweed has been the largest marine export product, accounting for over 90% of Zanzibar’s marine exports. Over 90% of sea- weed farmers in Zanzibar’s coast are women. Hence, this activity not only empowers them but also promote gender equality. This is significant because women are often marginalized and excluded from various eco- nomic activities (Batuli et al.2020; Msuya et al., 2016). However, the seaweed industry faces several chal- lenges. Firstly, there is significant disparity between the prices paid to producers for dried seaweed and the market price for refined carrageenan. Currently, lower grade carrageenan is sold at prices ranging from 30-50$ per kg, while farmers receive less than 0.17 USD per kg for dried red seaweed. Secondly, the expansion of tourism along the coastline has restricted access to important farming areas in the intertidal zone and drying areas on the upper shoreline. Thirdly, many sea- weed farmers face health issues resulting from spend- ing extended periods in the intertidal zone tending for their seaweed farms and carrying heavy loads of sea- weed harvested for drying (Fockling et al., 2012; Said et al., 2018). 3.7.2 Finfish Finfish farming in Zanzibar is currently limited to pond culture of milkfish (Chanos chanos), which was first introduced as trial at Makoba in 1996 by the Institute of Marine Sciences (Requintina et al., 2008). This ini- tiative took place on a converted salt pond, located on land owned by the Prisons Authority, near the village of Bumbwini Mafufuni in Unguja Island. Subsequently, several milkfish ponds have been constructed in Unguja and Pemba. However, the production of milk- fish in Zanzibar has not been adequately monitored, and information of this mariculture activities is limited or estimates regarding the output, number of active ponds,pond area, and people engaged in milkfish farm- ing. Currently, fish farming is done at subsistence level in Pujini at Pemba and Bumbwini at Unguja. 3.7.3 Pearl oysters In Zanzibar, pearl farming involves two species — the black-lip pearl oyster, Pinctada margaritifera and the winged oyster Pteria penguin. Half pearls farming, also known as Mabe ( in Japanese) was introduced in Bweleo village, Zanzibar in 2006 (Jiddawi, 2008). In this farm- ing, plastic buttons are glued to the inside of a pearl oyster shell and covered with nacre, resulting in half pearl. These pearls are harvested,sold in auctions, and used for making jewelry targeting tourists. Additionally, cottage workshops produce shell craft ornaments pri- marily for tourists. The sector has signs of expansion, attracting investors and farmers from other areas on the island to venture into pearl oyster culture (Jiddawi, 2011). However, the long-term sustainability of pearl farming will depend on overcoming several challenges. One such challenge is ensuring consistent and reliable supply of spat–young oysters. Attempts have been made to collect spat using underwater lines and rafts in Nyamanzi and Bweleo (Ishengoma, 2009; Jiddawi and Haws, 2018). Establishing no-take zones in Fumba peninsula and introducing hatcheries for spat produc- tion are other strategies being explored. The Institute of Marine Sciences attempted bivalve seed production hatchery in 2010, with assistance from Woods hole Uni- versity (Jiddawi and Haws, 2018). Later, the government established mariculture centre to promote crab, sea cucumber and milkfish aquaculture while enhancing the development of the hatchery. Seaweed farmers receive less than $0.17 per kg for dried red seaweed, while carrageenan, a processed product from seaweed, sells for around $40 per kg 18 | Semi and full industrial fisheries 3.7.4 Sponges Sponge farming, which involves the cultivation of sponges from the Phylum Porifera, is especially well- suited for remote coastal areas without access to advanced technologies and infrastructure. The farm- ing of sponges can be carried out using simple meth- ods, such as farms located in shallow waters and ser- viced from the surface using traditional fishing boats. The required equipment is also low-cost and include buoys, ropes, anchors. Moreover, the processing of sponges into final product can be done locally. As a result, micro-farms run by families or co-operatives present a possible alternative source of income for local communities, including those already engaged in seaweed farming. In Jambiani, an NGO known as Marine culture is actively involved ins sponge farming and col- laborates with local communities. However, one of the main challenges faced in this sector is availability of sponge seeds (Hamad, 2018). Additionally, scaling up the project among the local community is a key aspect that required attention. 3.7.5 Crab fattening Crab fattening, which is the practice of raising mud crab, specifically Scylla serrata, involves their culti- vation from juveniles or fattened individuals in cages located in mangrove areas within the intertidal zone on Unguja and Pemba. The dimension of the cages can vary to suit the available space and are constructed using sticks from trees. Each cage contains compart- ments designed for individual crabs. The first crab fat- tening project was established in Kisakasaka on Unguja in 2007, with the assistance of workers from the Volun- tary Services Overseas, a UK-based international NGO (Falcao, 2009). It has been shown that the returns from crab fattening are positive but unreliable and the feed mix can be relatively expensive (Falcao, 2009). Subse- quently, crab fattening has been adopted in other vil- lages across the Unguja and Pemba Islands was estab- lished. In 2015, a hatchery was established at SUZA, but it has yet to produce viable crab seeds (Sheikh et al., 2016). A new hatchery has recently been established by KOICA-FAO, focusing on priority species such as sea- cucumber, milkfish, and crabs. This hatchery was offi- cially inaugurated in April 2018. Despite the significant potential of mariculture to alle- viate poverty and stimulate socio-economic develop- ment, the lack of business skills and limited market access pose economic constraints on crab fattening development. The private sector can play a crucial role in facilitating small-scale farming by identifying new products, exploring value adding opportunities, intro- ducing new processing technologies and ensuring mar- ket access and shares. Improved governance systems to encourage and support prospective farmers would stimulate mariculture. 3.8 SEMI AND FULL INDUSTRIAL FISHERIES The Revolutionary Government of Zanzibar is actively promoting of semi and full industrial fisheries to har- ness the potential of fisheries sector. Industrial fishing focuses on fishing activities within the internal waters, territorial waters and EEZ, involving processing of the marine products to varying degrees. Fish processing involve a wide range of activities including cleaning, filleting, icing, packing, canning, freezing, smoking, salting, drying or any other preparation of fish or fish products for the purpose of marketing. Although Zanzi- bar has significant potential in fisheries sector, it has not fully exploited deep sea fishing and subsequent processing of catch for exports. The Unguja and Pemba Channels posses abundant pelagic fish species such as sardines, anchovy and other non-commercial species. Crustaceans like crabs, and lobsters are found in shallow waters, with offshore lobsters fishing being particularly popular among the artisanal fishermen due to higher prices offered by the lucrative tourism industry. Zanzibar and surrounding areas also harbor molluscs such as squids and octo- puses, clams, oysters, and various bivalve species. The surrounding waters yield a wide array of products including mackerels, several types of tuna, wrasses, rays, rock cods, snappers, mullets, eels, and parrot- fish, all of which possess excellent export potentials for Zanzibar apart from being sold to tourist resorts on the islands. The limited availability of high-quality seed and feed, combined with the lack of technical skills and training, hinder the economic development of crab fattening. Lack of business skills and limited market access pose economic constraints on crab fattening development ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 19 To capitalize on these opportunities, it would be advan- tageous to establish processing centres near seafood farms, facilitating the production of salted and dried seafood varieties like fish, squids to shrimps. Addi- tionally, canned seafood products ranging from tuna and sardines to seafood pate are in high demand over- seas. Zanzibar could also explore the development of seaweed processing with proper management. Pro- cessed seaweed is in high demand among East Asians, and there is great potential for exports both edible and non-edible seaweed products. Currently, Zanzibar’s seaweed industry has an estimated 23,654 women sea- weed farmers, but processing capabilities are limited. The priorities for attention include the following: 1. To strengthen semi and full fisheries industries include, several measures need to be taken: 2. Review and strengthen the fisheries policies and government laws and regulations to better sup- port the development of semi and full fisheries industries; 3. Promote investment in small and medium fisher- ies processing centres; 4. Develop an effective information base to guide investments and decisions related to semi and full fisheries industries; 5. Construct fishing ports and related facilities in collaborating with the Zanzibar Ports Corpora- tion (ZPC); 6. Build the capacity of the Zanzibar Fisheries Company (ZAFICO); 7. Build the capacity of the Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) 3.9 FISHERIES AS COMPETITIVE TRADE There is a need to transform the fisheries sector in order to ensure it’s competitive as a trade. This calls for interventions to change stakeholder mindsets; pro- mote more investments and enterprise developments in the sector; establish world class quality certification and assurance facilities; and develop local, regional and international markets and marketing systems. 3.9.1 Mind-set Change To a large extent fishing in Zanzibar is not viewed as a competitive trade. This mindset needs to be changed along with creating an environment that supports and promotes the sector as a competitive trade. The priori- ties for attention include the following: 1. Wide sensitization of key stakeholders at all lev- els in both the public and private sector about the importance and strategies to enhance the competitiveness of the sector; 2. The absence of essential trade infrastructure, especially a fishing port and accessible air ser- vice, poses significant limitations to the growth of fisheries, especially in the offshore industrial fishing sector; 3. Capacity building is crucial for the commercial- ization of local markets and export marketing of fish products. Consistency in the supply of fish products that meet specific quality and quaran- tine standards is required. Therefore, capacity building should be undertaken at various levels in the supply chain to ensure that prod- ucts meet the necessary quality requirements. This includes raise awareness to fishermen in the appro- priate use of fishing gear and technology, proper prod- uct handling during harvest, efficient use of on board Zanzibar has great potential for deep sea fishing and exports, but it has not yet fully realized this potential 20 | Fisheries as competitive trade storage, on-site processing, packaging, storage; and transportation to markets. To ensure the success of the entire marketing process, it is essential to provide quality and timely administra- tive and technical support services through the Depart- ment of Fisheries Aquaculture and other relevant min- istries. Capacity building at the ministry level is equally important, as it involves important roles in the market- ing process, data collection and analysis, assessment of stocks status, development of management plans, and timely with community, producers, and exporters. 3.9.2 Investment attraction and enterprise development in the sector Zanzibar has a good potential for foreign investment in offshore (EEZ) marine capture fisheries, aquacul- ture and in fisheries infrastructure. Effective manage- ment of Zanzibar’s fisheries resources can contribute to poverty alleviation among the rural population and enhance food security. At present, Zanzibar’s fisheries are predominantly consist of artisanal practices, with an annual production of over 35,057 tons caught from inshore waters, and primarily consumed locally. To create a good environment for both local and foreign investments in Fisheries and Aquaculture, the Revo- lutionary Government of Zanzibar has been actively orienting policies that promote public-private partner- ship. However, attracting investments and fostering enterprise development in the fisheries sector require substantial effort and support. 3.9.3 Potential for investment in Aquaculture The Zanzibar Island’s long coastline presents a good opportunity for the development of brackish-wa- ter fish farming. The presence of numerous bays, lagoons, mangrove forests, freshwater reservoirs formed by dams (especially on Pemba Island), and other small water bodies create good farming environ- ments. Unfortunately, many of these resources remain under-utilized due to the inadequate management, the use of inappropriate technologies, and lack of exten- sion efforts. Zanzibar has a number of freshwater, brackish water and marine species of fauna and flora for aquacul- ture. However, the development of aquaculture must be guided by sustainable management principles . The island has potential for seaweed, fish, mollusks, cock- les, mussels, oyster, crabs, sponges and sea cucumber farming. Experience from various maritime countries have shown that mariculture can significantly contrib- ute to animal protein and provide direct employment within the fishing industry. Currently, aquaculture, particularly mariculture, is not well-developed in Zanzibar because of inade- quate technical and financial supports. However, some local individuals have attempted farming activ- ities. Notably, the Nungwi Mnarani aquarium has been successfully established, and generating substantial income from tourists, and demonstration farm exists in Pujini, Pemba. Data indicates a slight decline in catch rates from inshore fisheries, which may be attributed to lim- ited stocks in Zanzibar’s coastal waters caused by increased fishing pressure,over fishing of near shore waters, and the use of destructive fishing methods. Other contributing factors include the rising cost of fishing gear and other imports, as well as changes in maritime laws and regulations for better management practices. Aquaculture has the potential to restore and increase fish production in Zanzibar. Moreover, it can provide alternative or additional employment for unem- ployed people, Thus curbing rural-urban migration. Aquaculture development would enhance nutrition and improve income level of rural areas. Given the limited inland waters in Zanzibar, freshwater fish farming can be developed as a small-scale activity carried out by individuals, families or groups in areas such as Mtule, Mgenihaji, Kizimkazi, Mwera, Selem and Mangapwani. However, the potential for this type of aquaculture remains untapped due to lack of cap- ital for research, site identification, and suitable spe- cies selection. Fish farming also requires acquisition of new skills. Catch rates from inshore fisheries in Zanzibar are declining slightly, likely due to overfishing, destructive fishing practices, and limited fish stocks in coastal waters. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 21 3.9.4 Potential for investment in fisheries infrastructure Investments in infrastructure are crucial to support the development of both capture fisheries and aquacul- ture in Zanzibar. Some key infrastructure investment needed include: 1. Ice-making plants: Currently, there is a limited number of ice-making plants in Zanzibar, which need to be increased to meet the demand of the growing industry. 2. Cold-storage services: These services are required to store excess catch to enhance mar- keting opportunities. Presently, there are none such services. 3. Boat-building yards – Currently, all fishing boats are built by artisanal boat builders using basic tools and local wood. However, future require- ment will include better designed and larger boats to enable fishing in deeper waters and multi-day trips. 4. Plants to make fishing nets – A significant con- straint in increasing catch is the shortage of fishing gear. Establishing a local plant for pro- ducing fishing nets would be highly beneficial. The produced nets could be marketed not only in the island but also on the mainland and neigh- boring countries. 5. Engine repair and maintenance workshops. With the increase of fishing activities and bigger motorized boats, such workshops would become a vital necessity. 6. Fish processing plants – With the increasing landings of demersal fish species and other marine products, the establishment of fish pro- cessing plants is highly desirable. These plants would cater to the growing demands of the expanding tourist industry and facilitate export opportunities. 3.9.5 Potential for investments in seaweed farming and processing Seaweed farming has become thriving industry in Zanzibar, providing over 23,654 jobs to local popula- tion, especially women ,and enabling them to gener- ate income for themselves and their families. Zanzibar stands as the world’s third largest seaweed exporter, trailing behind the Philippines and Indonesia. In 2015, its exports of spinosum reached 16,000 tons, but due to the effects of climate change, the figure has declined to around 9000 ton in 2021. However, production levels have been steadily recovering, surpassing 12,000 tons by 2022. Investors have promising opportunity to increase sea- weed production, specifically cottonii, and capitalize on the creation of seaweed-derived products. These products include perfumes, shampoos, toothpaste, medicines, ice cream, milk shakes, and yogurt by using seaweed extracts such as carrageen, agar, and algi- nates as gelling substances, stabilizers and emulsifiers. 3.9.6 Potential for investment in capture fisheries Zanzibar’s coastal fishing is predominantly artisanal , and is exclusively carried out by local citizens. How- ever, the government is actively inviting foreign inves- tors to participate in establishing large-scale and deep-sea fishing enterprises. This strategic move aims to stimulate the islands’ economy by increasing foreign exchange earnings,creating employment opportuni- ties, and facilitate transfer knowledge and expertise to Zanzibar. The potential of deep-sea and offshore fish- ing is substantial, with projected annual earnings over those from the agricultural sector. Moreover, It has the potential to generate employment in many rural areas where job prospects are limited. As Zanzibar plans to the future, it is crucial to establish and maintain appro- priate systems for the managing and protecting of the aquatic environment, while also developing the infra- structure for a more efficient post-harvest sector. 22 | Fisheries governance, management and administration 3.9.7 Zanzibar’s efforts for investment attraction and enterprise development in the fishery sector Zanzibar recognize fisheries as one of its priority sec- tor for attracting investment, alongside tourism and agriculture. The sector offers substantial investment benefits as outlined in the Zanzibar Investment Guide of 2016-1207. Investors have the freedom to choose from various areas for investment, including: 1. Deep sea fishing (snappers, emperors, tuna, sword fish, marlin, king fish and sailfish) 2. Mariculture (fish, shrimps, lobsters, seaweed and bivalves e.g. Pinctada species) 3. Establishment of fish landing sites facilities 4. Establishment of cold storage facilities and ice making plant 5. Establishment of dry-dock facilities 3.9.8 Fish processing and canning Furthermore, Zanzibar offers opportunities for free economic zones, which are designated geographical areas with more relaxed economic regulations com- pared to the country’s domestic economic laws. These zones are purposely established to attract foreign direct investment (FDI), specifically in labour-intensive projects and increase exports. Zanzibar free economic zones encompass various zones types such as Free Trade Zones (FTZ), Export Processing Zones (EPZ), Industrial Parks (IP), Free Ports and Urban Enterprise zones. Companies that choose to establish their busi- ness within these designed areas in Zanzibar enjoy simplified customs and other administrative proce- dures. These and other incentives make Zanzibar an attractive destination for investments in fisheries and other industries. 3.9.9 Development of Markets and Marketing Systems In the landing sites or markets, fish is mostly sold through an auctioning process. Despite the large local demand of fish, distribution of fish to consumers is faced with some constraints including weak marketing channels and lack of storage facilities. This decreases the value of fish and may lead to some physical and eco- nomic post-harvest losses. Meanwhile, the price of fish is steadily increasing which may reflect the scarcity of the supply and the increased demand of fish, particu- larly from the tourism industry (RGoZ, 2016). Contribu- tion of the fishery sector to export is low. This results from the combination of several factors including the absorption of fish production by local markets, and the poor-quality control system that makes it difficult to meet the international export standards. Furthermore, only negligible amounts of fish are imported. Research anticipates that rising prices and local demand from the expanding tourist industry, from the export market on the mainland and growing numbers of middle income families regionally, will continue to attract entrants to the fishery. 3.10 FISHERIES GOVERNANCE, MANAGEMENT AND ADMINISTRATION Fisheries management in Zanzibar is governed by Fishries Act No. 3 of 2010, Marine Conservation Unit Regulations of 2014, and the Fisheries Regulations of 1993. Also Fisheries Policy and Strategy, Blue Econ- omy Policy and its associated Strategy, along with var- ious legislations and regulations, and orders relating to fisheries and marine conservation. These include the Menai Bay Conservation Area (MBCA) in 1997, the Mnemba Island-Chwaka Bay Marine Conservation Area (MIMCA) in 2002, and the Pemba Channel Conservation Area (PECCA) in 2005. Additionally, two other MCAs have been recently established, namely Changuu-Bawe Marine Conservation Area (CHABAMCA) and Tumbatu Marine Conservation Area (TUMCA). The Fisheries leg- islation provides stronger provisions for the manage- ment and development of fisheries in the internal and territorial waters of Zanzibar. Previously, fisheries were primarily regulated by the Fisheries Act No. 8 (RGZ 1988), and the Fisheries Law of 1993, and the updated Fisheries Act of 2010 (RGZ 2010). Presently, the Ministry of Blue economy and Fisheries, under the Revolutionary Government of Zanzibar (RGoZ), is responsible for reg- ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 23 ulating fisheries and marine resources use, research and conservation of marine resources. The department responsible for fisheries and marine resources in Zanzibar has been mandated with the responsibility of managing and governing fisheries. Its core functions include: 1. To promote, develop, control and monitor arti- sanal and semi industries and related activities in;to ensure proper management 2. To build capacity of individual involved in fishing and related activities to ensure effective man- agement; 3. To educate the public and raise awareness about fishing activities; 4. To encourage sustainable use of marine resources, and promote value addition; 5. To administer fisheries activities and all marine products from related industries; In order to effectively carry out these functions, the Act grants authority to the Director of the Department of Fisheries to: 1. Declare closed seasons for designated areas, fish species, or fishing ; 2. Prohibit fishing in certain areas for all fish spe- cific or specific designated species or fishing methods; 3. Limit the methods and gear, including mesh sizes of nets or traps, that may be used for fishing; 4. Limit the quantity, size, age and other character- istics of species or composition of fish species that may be caught, landed or traded; 5. Take measure to prevent pollution in the internal and territorial waters of Zanzibar. The Ministry of Blue Economy and Fisheries in Zanzibar prepared Fisheries Policy of 2022. This policy docu- ment provides guidance on enhancing the governance of the fishery sector in Zanzibar. The policy addresses several challenges, including the improvement of the overall governance framework, encompassing legisla- tion, regulation, planning documents, institutions and management services. Additionally, it aims to facilitate the application of good governance principles. The primary goal of the Fisheries Policy of 2022 is to align with the general objectives outlined in the Vision 2050, Zanzibar Development Plan 2021-2026, the Blue Economy Policy and the Intervention Plan. By detailing how the fishery sector should be governed, the Policy serves as a foundational documents to fulfill these overarching objectives. This Master Plan seeks to implement the Fisheries Policy and its objectives. 3.10.1 Fisheries co-management governance structures Similar to other countries in the Western Indian Ocean the Integrated Coastal Zone Management regulatory system emphasizes a community based approach (Cinner et al., 2009). Effective governance of the fish- ery sector has shown the importance of engaging wide range of stakeholders, including fisheries man- agers, fishers and other relevant actors. It also brings together various public and private institutions directly or indirectly involved in sector management, such as academic research institutions, navy, maritime author- ity, local governments, tourism commission, Ministry of Environment, Ministry of Education, NGOs, and others. Considering these factors, the Fisheries Governance Strategy in Zanzibar adopts a shared vision based on consensus-building. Its successful implementation requires the participation and collaboration of various public and private institutions. The Fisheries Admin- istration, represented by fisheries and aquaculture directorates within the Ministry of Blue Economy and Fisheries (MoBEF), assumes a leadership role in this endevour. The fishery sector in Zanzibar currently faces several challenges, indicating a lack of effective co-management efforts. These challenges include; 1. Uncoordinated development approaches: The approaches taken for development in the sec- tor lack coordination and coherence, leading to ineffectiveness 2. Low investment: Insufficient investment has hindered the sector’s growth and potential for development. 3. Over-exploitation of the shallow inshore waters: The shallow inshore waters have been excessively exploited, resulting in resource depletion. 4. Under-utilization of some resources: Resources in deep waters have not been fully utilized, representing a missed opportunity for the sector. 24 | Fisheries monitoring, control and surveillance 5. Low aquaculture development: The develop- ment of aquaculture in the region has been lim- ited, not fully leveraging its potential. 6. Weak linkages between research, manage- ment and other public and private players: Collaboration and coordination among research institutions, management bodies, and other public and private actors are weak. 7. Inadequate funding: Insufficient financial resources allocated to the sector have hindered its development. 8. Environmental degradation: Environmental degradation, including pollution and habitat destruction, has had a negative impact on the sector. 9. Evolving market access issues: Challenges related to accessing markets and adapting to changing market dynamics have affected the sector’s performance. 10. Lack of an overarching policy: for many years, the sector has operated without a comprehen- sive policy for an extended period, leading to a lack of clear direction and guidance. Furthermore, illegal fishing activities has been rampant due to weak Monitoring, Control and Surveillance (MCS) and enforcement. In response to these challenges, the Revolutionary Government of Zanzibar has established the Department of Marine Conservation to manage Marine Conservation Areas (MCAs) and other sensitive areas. This recognizes the importance of co-manage- ment and compliance with regulations in these critical areas. The Fisheries Administration has also encour- aged participation in fisheries management through the establishment of SFCs and supports certain tra- ditional management practices, such as local-level closed season and areas. 3.10.2 Capacity of the Fisheries Department and Related Offices at Regional, District and Pemba Offices Despite the efforts made thus far, the capacity of the Fisheries Department, including its offices in Pemba, regions and districts, remains inadequate. Several challenges contribute to this situation, including 1. Staffing shortage: There is a shortage of per- sonnel within the Fisheries Department, which limits its ability to effectively carry out its duties and responsibilities. 2. Inadequate funding: Insufficient financial resources allocated to the Fisheries Department restrict its capacity to address various needs and challenges adequately. 3. Staff quality: There may be issues related to the quality or expertise of the available staff, which can impact the overall effectiveness of the department’s operations. 4. Inadequate working facilities: The lack of appropriate working facilities, such as offices, equipment, and infrastructure, hampers the department’s ability to perform its tasks effi- ciently. 5. Insufficient training programmes: The avail- ability of training programs to enhance the skills and knowledge of the department’s staff may be limited, hindering their professional develop- ment and capacity building. 3.11 FISHERIES MONITORING, CONTROL AND SURVEILLANCE Monitoring, Control and Surveillance (MCS), plays a cru- cial role in managing Zanzibar’s fisheries. This systems is essential for promoting compliance and collecting information related to the fishery and fishers. They collect data on various aspect such as fishing ves- sels,gear, catch types and quantities, fishing grounds, and post-capture activities. Zanzibar use these infor- mation, along with surveillance of fishing vessels, to establish and monitor fishery rules, discourage rule violators and taking actions against them when necessary. To ensure the effective control of the fishing activities within their Exclusive Economic Zone (EEZ), Zanzibar has established enforceable national regulations under the auspices of the Deep-Sea Fishing Authority. The Zanzibar needs to improve its MCS system, especially for small-scale fisheries and the EEZ, to combat IUU fishing and promote regional cooperation. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 25 Deep-Sea Fishing Authority (DSFA) Act and its Regula- tions provide an institutional framework for managing deep sea fishing activities in the EEZ. However, the Authority collaborates with other Government Agencies and institutions to effectively execute her duties. These include Tanzania Shipping Agency Corporation (TASAC), Zanzibar Maritime Authority (ZMA), Ports Authorities (Mainland and Zanzibar), Police Navy, Tanzania People’s Defense Forces (Navy), KMKM, the private sector, and others. The Deep-Sea Fishing Authority Act and Reg- ulations provide for the inspection of fishing vessels both at port and sea, conducting sea and air patrols to ensure that fishing vessels comply with licensing con- ditions. Key features of the MCS system include Vessel Monitoring System; On-board observers, sea, air and shore patrols; monitoring of fish landings; marking of vessels and gear to facilitate monitoring; reporting obligations by ships and a vessel monitoring system. However, there is still a need to strengthen the effec- tiveness and sustainability of MCS systems, particu- larly in overseeing small-scale fisheries and within the EEZ. This can be achieved by strengthening the insti- tutional framework for MCS for combating IUU fishing, as well as building capacities and establishing mecha- nisms, including cost-effective and sustainable finan- cial arrangements, to promote efficient regional coop- eration in MCS and enforcement. 3.12 FISHERIES HUMAN RESOURCES DEVELOPMENT Human resources plays a critical role in achieving equi- table and sustainable development of any organization. While the new economic reforms and other policies in Zanzibar have created an environment for rapid eco- nomic development. This trend is not matched by an increased supply of adequately trained and motivated human resources in the fisheries. It is important to stress that both material and human resources are vital for effective management of fishery sector in Zanzibar. The insufficient development of human resources hin- ders the enforcement of fisheries laws and related pol- icies. To improve fisheries management in Zanzibar, it is necessary to strengthen the capacity of the fisheries departments through improved and targeted training of fisheries officers, facilitate funding and better man- agement. Currently, the fisheries sector in Zanzibar lack com- petent fisheries personnel. The islands lack well-es- tablished training institutions that focus on fisheries programs at various levels such as certificate, diploma and tertiary. While some progress has been made in capacity-building for community-based organizations like SFCs at village level, particularly in the MCAs, there is a need to continue such programs. These programs should include training activities, possibly with the sup- port of NGOs, as well as clarification of the legal status and role of SFCs in fisheries management. Additionally, self-financing mechanisms should be developed. It is important to establish consultation mechanism among SFCs sharing a same fisheries management area (e.g. bay, islet, estuarine area), considering that village juris- diction cannot overlap . This coordination and harmo- nization of local by-laws could facilitate the identifica- tion of local fisheries management areas. At national level, there is a notable absence of asso- ciations representing fishers and other relevant stakeholders. This is a major gap in the current gov- ernance framework, and efforts should be taken to establish such institutions. The establishment would promote dialogue and facilitate improve communica- tion between the fisheries administration and fishery stakeholders. 3.13 FISHERIES APPLIED RESEARCH AND INFORMATION MANAGEMENT The current fisheries research and statistical system in Zanzibar is facing several weaknesses in relation to data collection, reporting , and limited information on catch and effort. Although the implementation of SWIOFISH project, which supported SAMAKIS Informa- tion System, has improved the process of collecting and analysing fisheries and aquaculture data. Insuffi- cient human and financial resources, as well as insuf- ficient of data collection schemes, have resulted in poor-quality information, leading to limited use of sta- tistics for fishery management and policy development in the island. According to FAO report, 39% of African countries were unable to provide national fisheries statistics in 2009, and 22% submitted inadequate data (Garibaldi, 2012; AU 2014). It is worth to state the need for improving science to policy nexus. Many fisheries research projects con- ducted in Zanzibar fail to inform the policy-making pro- cess as the information derived from these studies are not usable by decision makers. There is a need to foster collaboration between fisheries and marine resources use, conservation researchers and policy makers to maximize their synergistic potential. Furthermore, it is crucial to strengthen research institutions operating in Zanzibar, such as ZAFIRI, by fostering partnerships 26 | Fisheries applied research and information management with other national, regional and global research insti- tutions. Additionally, supporting the country’s fisheries research to develop a clear research agenda and pro- grammes that address the Zanzibar’s priority issues. The Fisheries Master Plan is designed to address the identified research issues in fisheries. In alignment with SWIOFISH proposed research project aimed at enhancing fisheries management, the following research projects are being proposed. 1. First Research project focuses on Development and implementation of Fisheries Management Plans. Inadequate Fisheries Management Plans in Zanzibar highlight the need for their devel- opment. It is recommended to initiate efforts towards creating fisheries management plans for priority fisheries, namely octopus, neritic tuna and tuna-like species, small pelagics, mixed reef fisheries and seaweed mariculture. The focus should be on formulating comprehen- sive plans that encompass various aspects of these fisheries. 2. The Second Research project involves review and strengthening of existing data collection methods. In Zanzibar, there are three main fish- eries datasets related to fisheries– catch assess- ment surveys (CAS), frame surveys, and export data. These datasets have been collected over an extensive period, necessitating a comprehen- sive review and improve frame surveys and CAS data collection system through scrutinizing the existing long-term data. This review should con- sider the spatial and temporal aspects and iden- tify inadequate data collection methods, such as insufficient training, inadequate samples size; suboptimal spatial distribution, low data quality, infrastructural requirements. Based on these findings, recommendations should be provided to address these shortcomings and improve the data collection process. 3. The Third Research project identifies Research to strengthen the management of octopus fish- eries . The octopus fishery has experienced sig- nificant growth over the years, primarily driven by export demand. However, this growth has led overfishing, particularly due to the substan- tial numbers of fishers,mainly shore collectors, involved in harvesting octopus. To address this issue, there is a critical need for research aimed at generating data and information that can be used to support and improve the management of octopus fisheries on spatial and temporal scales. Notably, several attempts have been made in various villages to implement closed season, which can serve as valuable example for future management strategies. 4. Fourth Research project examines relevant Research to strengthen the management of fisheries for tuna and tuna-like species. Tuna and tuna-like species are highly migratory and exhibit seasonal movements within the Indian Ocean region. However, there is limited infor- mation on stock status of these species in Tan- zania, as such information is maintained by the Indian Ocean Tuna Commission (IOTC). There is possibility that certain species have become neritic and comprise resident populations over the continental shelf of Tanzania, making them accessible to small-scale fishers. To address these challenges and improve fisheries man- agement, the project develop simple fish stock indicators for priority neritic tuna species; iden- tify and map primary fishing grounds and inves- tigate genetic stock structure of priority neritic species (regional project). Furthermore, the project will strengthen IOTC compliance by improving reporting standards (resolution of catch data of neritic tunas to spe- cies level). Reviewing and improving the connec- tion between TAFIRI and ZAFIRI. Conducting tri- als on new fishing methods for targeting medium and large pelagics, i.e. pole-and-line, drop-line and Fish Aggregating Devices (FADs). Lessons learn from previous trials should be consid- ered to prevent costly unsuccessful attempts. Assessing the by-catches of sharks and rays caused by pelagic long-liners. 5. Fifth Research project will develop Research to strengthen the management of mixed reef fish- eries. The mixed reef fisheries predominantly found in near-shore areas, extending to deep reefs along most of the coast. These fisheries are characterized by multi-species composition, and are typically located in vulnerable corals hab- itats, including important spawning areas that are susceptible to damage from various fishing gears such as dynamiting. Additionally, multiple small scale fishing sectors (line fishers, gill nets, shore gatherers, divers etc) actively target these fisheries. However, the lack of stock status indi- cators for individual species has resulted in the over-exploitation or collapse of certain species such as sea cucumber. To strengthen the man- ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 27 agement of mixed reef fisheries, the following research areas can be explored. Reviewing and analyzing existing long-term datasets to assess their usefulness for fisheries management pur- poses. The project will also develop simple stock status indicators for the most important reef fishes at the species level and assess the health of reefs and implementing measures to con- serve or restore their conditions. 6. Sixth Research project focuses to strengthen the management of small pelagic fisheries . Sta- tistics reveal that Small pelagics species, includ- ing clupeids, scombrids, engraulids accounted for up to 14% of the marine catch recored in 2017, highlighting their significant importance. These species are primarily targeted by the artisanal fishers using various fishing methods such as seine nets, purse seine, gill nets, ring/lift nets, hook and line. Migrant fishers also track fish schools for their catch. To strengthen the man- agement of small pelagic fisheries, the following research areas can be explored. Reviewing and analyzing of long-term datasets to assess their relevance and usefulness for fisheries manage- ment. Developing simple stock status indicators for the most important groups of small pelagics spe- cies. Assessing status of stocks and determine appropriate effort levels for sustainable yields. Investigating the long-term dynamics of small pelagic fishery productivity by modelling catch rates alongside oceanographic and environmen- tal parameters. Examining spatial and seasonal trends in fishing patterns along the coast to establish a framework for spatial management of fishing effort. 7. Seventh Research project will strengthen sea- weed mariculture in Zanzibar. The mariculture sector in Zanzibar holds a significant growth potential, however, there is a need to investigate on value-adding at the local level to increase the sector’s value and overcome buyer monopolies that resulted in low prices for dried unprocessed products. To strengthen seaweed mariculture in Zanzibar, the following research areas should be explored. First, develop and implement a Seaweed Management Plan that align with the recently established Zanzibar State Seaweed Company. Second, strengthen Seaweed Unit within the Department of Fisheries and Aquacul- ture. Third, support local value-addition initia- tives through empowerment programs, enabling the processing and development of higher-value seaweed products. Fourth, to promote the adop- tion of deep-water farming techniques to expand mariculture opportunities Other potential research areas that merit con- sideration include investigating seaweed dis- eases and developing strategies for their pre- vention and management and assessing the environmental impact of seaweed collection from the wild, particularly for species like Ulva, and exploring novel cultivation methods for these species. 3.14 PARTICIPATION IN REGIONAL AND INTERNATIONAL COOPERATION Zanzibar, as part of the United Republic of Tanzania, is actively engaged in regional and international cooper- ation for the management, sustainable utilization and conservation of the aquatic resources and environ- ment. Zanzibar is a part to several fisheries treaties, voluntary instruments, and institutional framework, including. 3.14.1 Treaties and instruments 1. The United Nations Convention on the Law of the Sea (UNCLOS), 1982 – implemented through the Territorial Sea and Exclusive Economic Zone Act, 1989, which incorporates relevant provisions of UNCLOS into Tanzanian national legislation. 2. UN Fish Stocks Agreement – facilitating the implementation of the provisions related to the conservation and management of straddling fish stocks and highly migratory fish stocks per UNCLOS. 3. FAO Code of Conduct for Responsible Fisheries – providing principles and standards applicable to the conservation, management and develop- ment of fisheries including capture, processing, and trade of fishery products, fishing opera- tions, aquaculture, and fisheries research. 4. FAO International Plans of Action, International Plans of Action (IPOAs) – were developed to man- age issues related to implementing the Code of Conduct. These IPOAs include (i) The Inter- national Plan of Action for Reducing Incidental Catch of Seabirds in Long line Fisheries, which 28 | Cross-cutting issues aims to reduce the incidental catch of seabirds in long line fishing, and (ii) International Plan of Action for the Conservation and Management of Sharks, which aims to ensure the conservation and management of sharks and their long-term sustainable use. 5. FAO Voluntary Guidelines for Securing Sustain- able Small-Scale Fisheries – dedicated to the small-scale fisheries sector, focusing on food security and poverty eradication. 6. A Guide for the Implementation of the Policy Framework and Reform Strategy for Fisheries and Aquaculture in Africa – developed under the African Union – Inter-African Bureau for Animal Resources (AU-IBAR). The mandate of the guide is to support and coordinate the use of animals (livestock, fisheries and wildlife) as a resource for human well-being in the African Member States and contribute to their economic development. 7. The Convention on Trade in Endangered Species of Flora and Fauna 1973 (CITES) 8. The Convention on the Conservation of Migra- tory Species (CMS) 1979 9. Indian Ocean and South East Asian Memorandum of Understanding on the Management and Con- servation of Marine Turtles (2001) 10. The Memorandum of Understanding on the Con- servation and Management of Dugongs (Dugong dugon) and their habitats throughout their range 11. The Convention on the Conservation of Biologi- cal Diversity (CBD) 12. The Convention on Wetlands, 1971 (Ramsar Con- vention) 13. SADC Protocol on Fisheries – promoting respon- sible and sustainable use of aquatic resources and aquatic ecosystems in the region. 3.15 CROSS-CUTTING ISSUES 3.15.1 Disaster Management Zanzibar, like many other Small Island Developing States, faces similar significant risks of rising sea level due to its small land area, high population density, and heavy reliance on coastal ecosystems for food, liveli- hood, security. Unfortunately, the capacity for adapt- ing these risks is often insufficient. The Government acknowledges the long-term effects of climate change and the potential impact on the frequency and inten- sity of natural disasters. In response, a climate change strategy was approved in 2014. However, Zanzibar encounters difficulties in allocating adequate human and financial resources to address Climate Change and disaster risk management. The Zanzibar Disaster Risk Profile was developed with support of the World Bank’s ISLANDS Project in 2014. Nonetheless, resource plan- ning and budgeting for these risk profiles have proven challenging. While implementing such measures can be costly, the benefits may be uncertain. Moreover, there are few staffs in the relevant ministries with an eco- nomics background who can assist technical staffs in making optimal decisions. Additionally, Zanzibar has limited experience in risk-sensitive public investment planning and risk financing. The capacity within government institutions to develop risk profiles and design appropriate mitiga- tion measures that balance costs and risks remains underdeveloped. Insurance companies only serve a small portion of the population and offer limited prod- ucts, leaving the government as the primary resource for managing both minor or major disasters. Accord- ingly, it is crucial to expand the Zanzibar disaster loss database, like Des Inventar and CAPRA, introduced in 2014. This expansion should include historical data and, more importantly, incorporated direct economic losses. Achieving this requires close cooperation between the Disaster Management Department (DMD), which oversee the database, and the other institutions involved in disaster risk management. Furthermore, the Ministry of Finance should introduce budget codes that can help tracking of expenditures related to DRM and climate change adaptation (CCA). This will enable trans- parency, accountability and recognition of increased investments in risk reduction and management. 3.15.2 Poverty Alleviation In Zanzibar, the majority of people engaged in fisheries and aquaculture belong to impoverished and marginal- ized groups. They have limited rights to resources that sustain their livelihoods and face limited alternatives for earning a living. These individuals lack the neces- sary skills to access more profitable sectors of the economy. Yet for many Zanzibaris, fishing and aqua- culture, despite their importance in providing income and food security, are facing a critical challenges as fish stocks rapidly decline due to overfishing and ille- gal fishing practices. Therefore, effectively addressing poverty amongst the fishing communities in Zanzibar becomes crucial overarching concern. Consequently, ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 29 there is a need to strengthen the livelihood strategies of fishing communities by promoting greater inte- gration into social and economic programmes and services. This integration should encompass various areas, including access to education and healthcare services, such as primary schools and health facilities. 3.15.3 Youth Employment The Zanzibar Fisheries Policy (2022) acknowledge and values the active participation and respective role of men, women and youth in the fishery sector. Likewise, the Blue Economy Policy recognizes the importance of addressing gender-related issues during the analysis of the value chain, ensuring that women can also ben- efit from pro-poor growth. Zanzibar must persist in its efforts to effectively address the concerns and inter- ests of women, men and youth as it strives to develop the fisheries sector. 3.15.4 Environment and Climate Change Zanzibar recognizes the crucial role of the marine environment in supporting its economic development. However, using these areas without adequate pro- tection and understanding of the associated conse- quences could lead to severe degradation of the living resources. As Zanzibar begins the concept of the ‘Blue Economy ’ to generate wealth, it becomes essential to ensure the sustainability and protection of pelagic and benthic marine resources as assets that can support such growth. Climate change poses a significant global phenomenon that has serious implications for Zanzibar, threatening the progress made thus far. Zanzibar’s nat- ural resources are particularly vulnerable because of the high pressure of exploitation they face, the fragility of ecosystems and limited technological innovation. Rising ocean temperatures and ocean acidification resulting from climate change are profoundly altering aquatic ecosystems. These changes are impacting the distribution of fish and the productivity of marine species, thus affecting the sustainability of fisheries and aquaculture and subsequently impacting the live- lihoods of the communities dependent on fisheries. Coral bleaching, caused by increasing sea surface tem- peratures, is adversely affecting coral reef systems and their populations. Additionally, certain fish species are moving to deeper waters, making them inaccessi- ble to local small-scale fishers (McClanahan, 1988). Sea level rise is also affecting mangroves, resulting in die- backs that negatively affect mangrove habitats, which serve as a nurseries for fish. Zanzibar needs stronger and more effective responses to environmental and climate change challenges. The Food and Agriculture Organization (FAO) of the United Nations emphasizes that “States should recognize that combating climate change, including in the context of sustainable small-scale fisheries, requires urgent and ambitious action, in accordance with the objectives, principles and provisions of the United Nations Frame- work Convention on Climate Change (UNFCCC), taking into account the United Nations Conference on Sus- tainable Development (Rio+20) outcome document ‘The future we want”. 3.15.5 Alignment and Linkages with other Sectors (Oil & Gas, Tourism) Zanzibar’s economy is primarily driven by the agricul- ture, including fisheries and the tourism sectors, which contributes about one third of the GDP. The tourism industry is particularly important as it capitalizes on the on the richness of the reef ecosystems and the natural beauty of the environment. To address the challenge of developing fisheries while preserving the coastal eco- systems, Zanzibar has been proactive in establishing a network of Marine Conservation Areas (MCAs) in sensi- tive areas, with the support of various partners. These MCAs have produced some positive outcomes of pre- serving the richness of some vulnerable ecosystems. However, the effectiveness implementation of MCAs, particularly in terms of surveillance activities, has been heavily reliant on externally--funded projects. Without institutional and legal reforms aimed at improving the governance of MCAs, it is unlikely that their operation- alization can be sustained in the long term. Recent geo- logical studies in Zanzibar have indicated the presence of potential oil and gas reserves, attracting investor interest for further investigation and exploration. This introduces additional physical threats to coastal envi- ronments and their resources, posing new and import- ant economic activities. The current state of poorly regulated inshore fisheries in Zanzibar, including MCAs, could gradually harm marine ecosystems and biodiver- sity, potentially leading to detrimental consequences on the tourism industry (as highlighted in the Fishery Governance Strategy, 2014). 3.15.6 Child Labour Based on the 2014 Integrated Labour Force Survey, 5.6% of children were engaged in child labour, with a higher percentage of boys (6.8%) than girls (4.3%). Child labour was more prevalent. However, rural chil- dren experienced a higher incidence of child labor ( 30 | Summary of fisheries sector strategic issues/constraints 8.4%) than urban (1.3%). Both in rural and urban areas, boys were more affected by child labour than girls. The Kusini Pemba and Kaskazini Pemba faced significant challenges, with rates of 30.7 and 32.8 percent. Con- versely, Kaskazini Unguja region had the lowest num- ber of child labours of 7.1 percent. Mjini Magharibi con- tributed 12.3 percent of employed children and Kusini Unguja had 17.2 percent. 3.16 SUMMARY OF FISHERIES SECTOR STRATEGIC ISSUES/CONSTRAINTS Based on the situational analysis and stakeholders consultations conducted during the preparation of this master plan, the following broad strategic issues have been identified as the main focus of the plan. The Plan aims to guide Zanzibar in addressing these issues: 1. Reviewing and strengthening fisheries policy, legal and strategic framework; 2. Strengthening fisheries governance and inter- national cooperation Framework; 3. Enhancing effectiveness of fisheries linkages with other economic sectors; 4. Improving management of fisheries stocks. 5. Enhancing productivity and sustainability of the artisanal industry; 6. Encouraging increased investments in competi- tive semi and full fisheries industries; 7. Promoting the development of a viable maricul- ture industry; 8. Improving fisheries research and information management; 9. Enhancing institutional capacity and human resources development for the fisheries sector; 10. Strengthening monitoring, control and surveil- lance measures; 11. Addressing cross-cutting issues in the fisheries sector, such as poverty, youth unemployment, gender and HIV/AIDS. The master plan is designed to provide guidance and strategies to tackle these key issues and ensure the sustainable development of the fisheries sector in Zanzibar. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 31 4 CHAPTER FOUR THE ZANZIBAR FISHERIES MASTER PLAN The time frame of the Zanzibar Fisheries Master Plan spans from 2023 to 2038. Its core focus includes the Paradigm Shift, Vision 2038, Mission, Principles as well as Strategic Objectives and Components. The compo- nents are presented in later chapters. 4.1 THE PARADIGM SHIFT The Revolutionary Government of Zanzibar decided to prioritize the fisheries sector as the key driver of Zanzi- bar socio-economic development. To achieve this, the Zanzibar Fisheries Master Plan includes several trans- formative initiatives designed to create a truly enabling environment to harness the sustainable benefits derived from abundant marine resources. The envis- aged benefits to the peoples of Zanzibar encompass three main areas.; 1. First, ensuring food and nutrition security through fisheries and aquaculture. 2. Second, promoting economic and social devel- opment through fisheries and aquaculture, blue economy, marine and coastal tourism and ship- ping. 3. Last, preserving ecosystem services such as carbon sequestration, water filtration, regula- tion of atmospheric and temperature, protec- tion from erosion, and mitigation of extreme weather events. 4.2 FISHERIES MASTER PLAN VISION The Zanzibar Fisheries Master Plan envisions the development of freshwater and marine fisheries that prioritize responsible practices and the effective and sustainable use of the aquatic resources. The plan places great emphasis on maintaining a sensitive bal- ance among the various factors such as natural pro- ductive capacity, resource wealth, ecosystems, and socio-economic considerations. At its core, the vision revolves around the concept of blue economy, which seeks to enhance human well-being and social equity while minimizing environmental risks and ecologi- cal scarcities. The plan strives for optimal resource exploitation that aligns with these principles and pro- motes a harmonious relationship between economic development and environmental preservation. 4.3 FISHERIES MASTER PLAN MISSION The Master Plan aims to provide guidance for all stake- holders in fisheries sector. Collectively, these actors are expected to be committed to the mission. The underly- ing principle of the mission is that in order to fully uti- lize there sources of the fisheries, there needs to be a change in perspective (paradigm shift) towards a more responsible, multi-sectoral, multi-actor, integrated and sustainable approach that takes into account environ- ment, social and economic factors. Further, the focus should be on promoting the development of a robust and sustainable artisanal, semi and full fisheries indus- tries in Zanzibar. 4.4 FISHERIES MASTER PLAN PRINCIPLES The Master Plan adheres to principles outlined in the Zanzibar Fisheries Policy, which align with the national development priorities. These principles include: 1. Sustainability: To prevent overexploitation of fisheries and minimize social, economic and environmental impacts. Recognizing the chal- lenges in achieving the Maximum Sustainable Yield (MSY) in multi-species and multi-gear arti- sanal fisheries, sustainable over-fishing may be accepted for certain fisheries. The precaution- ary principle is applied in case of uncertainty, taking action to reduce the risk of serious harm to fish stocks, habitats and the environment. 2. Conservation: To promote sustainable and the development of Marine Conservation Areas (MCAs). MCAs ensure responsible use of fisher- ies resources, preserve the integrity of sensitive ”Sustainable fisheries development based on the blue economy that places the people of Zanzibar at the centre of the priority interventions”“ ”Creating a conducive and enabling environment for the fisheries sector towards equitable social and economic development for Zanzibar“ 32 | Fisheries master plan strategic objectives coastal ecosystems, conserve marine biodiver- sity, and contribute to Integrated Coastal Zone Management (ICZM), Marine Spatial Planning (MSP) and the prevention of marine and coastal ecosystems pollution. 3. Research: To base development and manage- ment of the fishery and aquaculture sectors on demand-driven scientific research . 4. Equity: To establish transparent and equitable rules and frameworks for assessing and distrib- uting conservation burdens among all fisheries stakeholders. 5. Wealth creation: To link wealth creation in fish- eries with the improvement of fisheries man- agement. Control of fishing capacity and effort in the inshore waters, and sustainable devel- opment of offshore fisheries in deeper waters. Consideration is given to activities promoting pro-poor growth in fishing and related activities. 6. Gender equity: To recognize and account for the active participation and respective role of men, women and youth in the fishery sector. 7. Decentralization: To involve local governments and community-based institutions such as resource based Shehia Committees in fisheries management and development initiatives. 8. Participation: To closely involve stakehold- ers in decision-making for sound development and management of fisheries and aquaculture. Encouragement of public-private partnership for delivering fisheries management and devel- opment services. 9. Education: To prioritize education, aware- ness-raising and training for private and com- munity-based institutions, promoting the emergence of education, and more formalized economic sectors in fishing and related activi- ties. 10. Value for money in fisheries management: To prioritize actions necessary for sound fisheries development and management in a context of budgetary and human resources constraints. Particular attention is given to the priority mea- sures for Strong Enforcement (PSE) approach in fisheries monitoring, control and surveillance . 11. Transparency and accountability: To uphold good governance principles, improving deci- sion-making in fisheries development and management. Creating conducive environment to increase dialogue and partnership arrange- ments between the Fisheries Administration and public (e.g. Environment, Forestry, Water, and Academic Research), private and communi- ty-based institutions, as well as improving vol- untary compliance with fishing regulations. 4.5 FISHERIES MASTER PLAN STRATEGIC OBJECTIVES With the aim of achieving Vision 2038, the Master Plan is centered around eight strategic objectives, each to be executed through a dedicated component or programme. Here is a brief outline of these strategic objectives. 1. Strategic Objective One: To improve the enabling policy, regulatory and strategic envi- ronment. It is acknowledged that although there has been a noticeable and consistent increase in Zanzibar’s fish production, the current state of fishery resources and the performance of the fishery sector hinders the achievements of the overall objectives outlined in Vision 2050, Zanzi- bar Development Plan 2021 – 2026, and the Blue Economy Policy. One of the major contributing factor to these challenges is in the lack of coher- ence in policy, legal, and strategic frameworks in Zanzibar. To address this issues, there is a need to enhance the coordination of sectoral policies related to sustainable and productive fisheries development, exercise more strategic control over access to capture fisheries and foreign exploitation of fisheries resources, promote productive and sustainable management of fish- eries and aquaculture,and enhance the capacity of key agencies responsible for enforcing law in the sector. Furthermore, it is imperative to improve the fish- eries governance framework by embracing the principles of transparency, participation (includ- ing co-management), and efficiency (ensuring value for money). This governance framework includes set of policies, institutions, laws, regu- lations, and services that influence exploitation, value addition and management of the fisheries. To ensure consistency, the governance frame- work must take into consideration specific needs and requirements for managing fishery resources, the country’s international commit- ments and obligations regarding responsible fishing and marine conservation. Additionally, it ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 33 should also align with the policy objectives and goals set for the fishery sector in Zanzibar. The Fisheries Policy of 2022 in Zanzibar also calls for the involvement of various public and pri- vate institutions connected to fisheries, with the Fisheries Administration taking a leading role in its implementation and monitoring. Indeed, this collaborative approach should serve as the guiding spirit for the successful implementation of the Master Plan. 2. Strategic Objective Two: To improve fisheries (stocks) management The limited information about the stock or quan- tity of priority fisheries in Zanzibar waters poses a risk of depletion as fishing continues any con- trol. Thus, one of the objectives of the Master Plan is to improve management of fisheries stocks. 3. Strategic Objective Three: To promote fisher- ies development The issue of productivity and sustainability in artisanal fishing in Zanzibar is significant. Major- ity of artisanal fishers operate in inshore waters, while the untapped potential of offshore, deeper territorial, and internal waters remains unex- ploited. Consequently, this untapped potential represent a missed opportunity for economic growth in the country. Additionally, the over-cap- italization of inshore fisheries has negative impacts on the sustainability of resources and well-being of fishers and other users of these resources. Despite efforts to promote the development of Fish Aggregating Devices (FADs) targeting tuna and similar fish species, the current technical, economic and institutional environment does not support the development of FADs. Moreover, fishing units operating offshore face technolog- ical limitations and inadequate safety measures at sea. In contrast, , the fishing for tuna and sim- ilar fish species in the Exclusive Economic Zone (EEZ) of Tanzania is predominantly operated by foreign vessels. These foreign fishing vessels operate in the South West Indian Ocean Region but do not land their catches in Tanzania, thus depriving the nation of significant economic benefits. 4. Strategic Objective Four—to promote maricul- ture development: Mariculture holds significant promise in Zanzi- bar for both economic development and poverty alleviation. Given Zanzibar’s abundant natural resources, high biodiversity, and well-preserved coastal environment, it has immense potential for mariculture. Currently, Zanzibar has suc- cessfully established a village-based seaweed farming industry and is exploring other maricul- ture opportunities. The growth and diversifica- tion of the mariculture are expected to occur at two levels. First, at the village level, mariculture can serve as an alternative crop production, providing income and protein source, thus help- ing to alleviate poverty. Second, at the national level, mariculture can contribute to economic development and generate foreign exchange. However, the mariculture sub-sector faces criti- cal challenges that must be addressed. Seaweed farming confronts various constraints, including unknown diseases, market fluctuations, price variations, and difficulties in value addition. Additionally, other forms of mariculture are still in their early stages of development due to the lack of an enabling environment to promote commercial aquaculture. Overcoming these obstacles is essential to unlock the full potential of mariculture in Zanzibar. 5. Strategic Objective Five: To improve support- ing infrastructure development Zanzibar currently under-utilizes deep sea fish- ing despite the growing global and continent demand for seafood. One of the main obstacles is the significant investments required for deep sea fishing, resulting in a lack of substantial investment in establishing productive semi and full fisheries industries. However, , exploiting deeper waters remains the primary viable option for Zanzibar. To address this issue, it is crucial to foster the development of industrial fisheries that are more integrated in the Zanzibar econ- omy, potentially through promoting joint ven- tures. In tandem, efforts should be made to cre- ate an enabling environment, which include the development of fishing ports and docks. 6. Strategic Objective Six—to enhance institu- tional strengthening: Zanzibar has not yet full tapped into the poten- tial synergies between the Fisheries sector and other sectors of the economy and society. Several challenges contribute to this situation including the weak capacity of the Fisheries 34 | Fisheries master plan strategic objectives Administration department, the lack of integra- tion between sectoral plans and the sustainable development of the fisheries sector, insufficient collaboration between the fisheries sector and other sectors; and inadequate appreciation of the fisheries sector actors in other sectors of the economy and society. Addressing these challenges is essential to foster holistic devel- opment and sustainability within the fisheries sector for the benefits of the country. The existing fisheries management services are inadequate and ineffective. The current statisti- cal system lacks comprehensive data collection, analysis and reporting mechanisms, hindering informed decision-making for fisheries manage- ment. Moreover, the research system falls short in adequately supporting decision making pro- cesses. To improve this, the vision is to estab- lish a data and research management system at both national and local levels, employing con- sistent approaches to ensure evidence-based decision-making becomes an integral part of Zanzibar’s fisheries management system. Transforming the fisheries sector from artisanal to industrial or commercial, with focus on export markets, requires qualified and skilled human resources. The resulting increase in the flow of technology and complexity of the sector demand for more knowledgeable and skilled human resources. However, there is significant short- ages of skilled staff in the sector, and retaining skilled personnel in the sector is challenging. Furthermore, Zanzibar lacks strong and applied training institutions at various levels (vocational, certificate, diploma and tertiary levels) for the fisheries sector, further compounding the issue. 7. Strategic Objective Seven — to effectively address compliance and market access issues: In Zanzibar, similar to several other countries, access to fisheries is essentially open, with no effective limits to entry, but there are some weaknesses in governance and institutional structures. The coastal resources are facing increasing fishing pressure from both mechanized and small-scale fisheries operators. These resources are in a critical state due to several factors including overca- pacity, inadequately controlled use of illegal practices, over-exploitation, and environmental degradation. The weak governance system has resulted in high incidence of illegal, unreported, and unregulated (IUU) fishing, leading to loss of benefits from the marine resources. While the existing Monitoring, Control, and Sur- veillance (MCS) system is somehow functional, it is not sufficiently effective in the face of ram- pant illegal fishing and piracy. There are chal- lenges such as limited community and other sectors involvement, a lack of Policy under- standing of marine issues, the vastness of the monitoring area, unclear demarcation of fishing zones, and insufficient capacity of organizations like KMKM and the Police in term of equipment, skills, and information. Therefore, it is crucial to revamp the system promptly to ensure that Zan- zibar fisheries sector’s contribution has a sig- nificant positive impacts at both the community and national levels. 8. Strategic Objective Eight — to address cross-cutting issues: In Zanzibar, despite the significant potential of the fisheries and aquacul- ture sector, most people working in this field are poor and vulnerable. Several reasons contribute to this situation, including a lack of education regarding fisheries, low investments in innova- tion and technology, limited access to capital, and inadequate access to markets. Moreover, climate change and disasters are already having negative effects on fisheries resources and sys- tems in Zanzibar. For example, rising sea surface temperatures are destroying coral reef systems and affecting the distribution of certain fish species. Unfortunately, the poor fishing commu- nities have limited capacity to cope and adapt to these environmental challenges. The prevalence of HIV among the general popu- lation is very low (around 0.2%) in Zanzibar. How- ever, among key populations, prevalence is sig- nificant high, reaching 16%. Fishermen, as part of the vulnerable groups, are not an exception to this concerning trend. It is essential to tar- get these vulnerable populations with specific services aimed at reducing the spread of HIV/ AIDS. Efforts to combat HIV/AIDS in the fisher- ies sector should address existing challenges, such as socio-economic and cultural factors, as well as low awareness levels within fishing communities. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 35 4.6 COMPONENT 1: REVIEW OF THE ENABLING ENVIRONMENT 4.6.1 Review and Strengthening of the Fisheries Policy The recently validated and approved Zanzibar fisheries Policy of 2022 has outlined key priorities to enhance fisheries sector. These priorities include improving the fisheries governance framework, enhancing fisheries management services; formalizing and professional- izing fishing and related activities, managing inshore fisheries; promoting artisanal fisheries in offshore areas, integrating offshore industrial fishing fleets into the Zanzibar economy, fostering sustainable aqua- culture development, supporting marine conservation and research, fostering public-private partnership, and facilitating pro-poor growth in the post-harvest sector. Issue: The successful implementation of the policy needs strategic interventions involving commu- nity empowerment, public-private partnership and opportunities for financing Strategy: Engage in the Policy implementation with focus on sustainability, research, conservation, community empowerment and private sec- tor investment to address value addition and strengthen value chains Responsible entity: The Ministry responsible for fish- eries will be accountable for overseeing and exe- cuting the policy implementation. 4.6.2 Fisheries law, regulations and standards In anticipation of the new Blue Economy synergies, the existing Fisheries Act 2010 is replaced with an updated version. Additionally, complementary legislation such as Marine Conservation and Fisheries Research Acts, are also being developed to ensure coherence and integration; Issue: There are still some other regulations that need to be developed to address fisheries, conserva- tion and research Strategy: Ensure the timely finalization and approval of the three legislations. The Ministry responsible for fisheries will take charge of finalizing and implement- ing these legislations, while ensuring they align with conservation, research , and social inclusion objectives Responsible: Establish a competent authority equipped with the necessary capacity and qual- ity standards 4.7 COMPONENT 2: FISHERIES (STOCK) DEVELOPMENT Effective management of the small-scale fisheries in Zanzibar faces challenges due to lack of appropriate data caused by limited resources. As a result, suitable management measures have not fully implemented. The convention approach to fisheries management involves scientists conducting stock assessments, which are then used by fishery managers to set limit on harvesting strategies, such as quotas or time-area closures, to ensure optimal and sustainable use of the targeted fish resources. Harvest strategies are plans designed to adjust management options based on the fish stock. The two common harvest strategies are a fixed exploitation rate, aiming to take a constant frac- tion of the fish stock each year, and constant escape- ment, aiming to maintain the spawning stock size near some constant level (National Research Council, 1998). An appropriate fish stock assessment method will be selected and implemented, focusing on aspects such as available types of fish, habitats, abundance, spe- cies caught, type and number of fishers, and fishing technology. The stock assessment process will pro- vide detailed management advice growth rates, repro- duction rates, ideal size for fishing, and sustainable catch limits. The assessments will involve estimating key parameters such as growth rates, mortality rates, carrying capacity, maturity and reproduction rates, stock and recruitment rates, as well as selectivity and catchability. The Fisheries Department will develop a harvest strategy for each priority fishery, which include small pelagics, octopus, tuna and tuna-like species and reef fishery. These strategies that will be in line with the fisheries policy, act and regulations. 36 | Component 3: fisheries development Issue: Deparment of Fisheries Development and Aqua- culture needs crucial information about the fisheries they manage. Such as the rate of fish growth, reproduction, ideal size for harvesting, and the sustainable catch limit. These answers are obtained through stock assessment pro- cess, emphasizing the need for department to commence stock assessment for priority fisheries. Strategy: Promote timely fish stock assessment of the priority fisheries. Promote the adoption of harvest strategies in the fisheries management of the priority fisheries. Responsible: Department of Fisheries and Aquacul- ture Development, Research Institutions, NGOs/ CSO, Fisher Associations. 4.8 COMPONENT 3: FISHERIES DEVELOPMENT 4.8.1 Artisanal Fisheries Transformation The artisanal fishing sector is facing a gradual decline in the overall fish production and individual catch rates. This decline can be attributed to various factors, includ- ing the over-capitalization of the sector, confinement of fishing activity to inshore and shallow waters within the reef ecosystem due to technological limitations, and inadequate fisheries regulation resulting from gov- ernance and management weaknesses. It is important to recognize that fishing activities have the potential to alter the structure and function of marine ecosystems, affecting not only the target species but also their prey, predators, and habitats. This calls for a holistic approach to marine fisheries management, taking into account the ecosystem-based management. The inshore fishery sector in Zanzibar is experiencing over-capitalization, with an increasing number of fish- ing craft, motorization rates, and the fishing gears used that can exert a substantial fishing effort such as purse seines, seine nets and ring nets, as well as technologi- cal advancements such as slight increase in the aver- age lengths of craft and the expansion of fishing areas also contribute to over-capitalization. Several factors have contributed to this over-capitalization. One fac- tor is the open access to resources, which allows for unrestricted fishing and can lead to excessive fishing effort. Additionally, difficulties in transferring fishing capacity and effort to offshore and deeper waters fur- ther contribute to over-capitalization. Despite a decline in individual catch rates the steady increase in prices provide incentives for continued fishing. Furthermore, fishing communities often have limited capability to diversify their income-generating activities, which further contribute to over-capitalization of the inshore fishery sector. The inadequate regulation of fisheries, particularly in the open access artisanal inshore fisheries of Zan- zibar, has resulted in poor compliance with existing measures aimed at conserving the fishery resources and the coastal environment, even within the Marine Conservation Areas (MCAs). There is a lack of man- agement effectiveness and the inability to develop of public initiatives aimed at preserving the integrity of coastal ecosystems, with reference in particular to the promotion of Integrated Coastal Zone Management and the control of water pollution. Therefore, even in the absence of scientific evidence, inshore fisheries are regarded as vulnerable due to the state of full or over-exploited (reaching or above maximum sustain- able levels) , leading to the noticeable decline in catch rates. Additionally, the inadequate compliance to fishing regulations contributes to their vulnerability. Furthermore, the considerable fishing capacity in the inshore waters renders these fisheries unstable. Despite several public interventions aimed at promot- ing fisheries using Fish Aggregating Devices (FADs) and targeting tuna and tuna-like species, fishers still find difficulty to access and exploit fishery resources in deeper waters. Consequently, the deeper territorial and internal waters of Zanzibar remain underexploited, leading to economic loss. The insufficient management of inshore fisheries and the challenge associated with expanding fishing activities to deeper offshore waters have led to a potential lack of profitability and wealth generation in the fisheries sector. Currently, existing ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 37 profits are diminishing over time. Consequently, pov- erty levels within fishing communities are believed to be gradually rising due to limited or stagnant growth in overall revenues, coupled with an increasing number of fishermen. This situation has resulted in heightened conflicts between fishers in certain regions, as they compete for access to dwindling resources. In the post-harvest phase, the inadequate quality of fish is a pressing problem caused by various factors, including the lack of infrastructure and equipment, poor handling and storage practices, and the absence of fish quality control measures. Furthermore, there is currently no reliable welfare scheme in place to support fishermen. As a result, fishermen are easily displaced from their landing sites,e especially when those areas are targeted for investment or development projects. Fishermen lack insurance coverage for themselves, their boat and fishing gears. Consequently, when occur at sea, they have no means of assistance or financial support to cover the cost incurred. Fishers have insuf- ficient skills in ocean survival and rescue techniques, and the absence of emergency and rescue infrastruc- ture heighten their their lives , especially when engag- ing in deep sea fishing. Effectively control fishing capacity and effort in inshore waters, resulting in inadequate compliance with fish- ing regulations. This lack of oversight undermines the sustainability of resources and negatively impacts the wellbeing of fishers and other stakeholders involved. The existing management tools have proven ineffec- tive necessitating the implementation of additional complementary measures. Furthermore, inshore fish- eries heavily depend on the quality of the environment, making it crucial to actively support national efforts and initiatives aimed at preserving the integrity of coastal ecosystems. Strategies Key Interventions Key Implementing Institutions Enable artisanal fisheries to engage in productive and sustainable fishing in deeper waters, farther offshore. - Prepare and implement an Integrated FAD fisheries development and management program - Conduct training on various aspects of FAD fisheries, including deployment strategy, enabling environment, development, exploitation plan, maintenance, and monitoring - Provide training on fishing and navigation techniques related to FADs - Conduct experimental research on FAD fishing with fishers - Facilitate access to modernized fishing units, including craft and gears - Department of Fisheries Development Promote the development of alternative livelihood options for fishing communities. - Establish financing programs to promote fishing communities with access to financing for purchasing improved fishing gear - Ministry responsible for trade and marketing Advocate for controlled fishing practices in inshore waters to ensure long-term sustainability. - Improve the efficiency and safety at sea of fishing units operating further offshore in deeper waters - Conduct applied research on fishing technology - Provide training on safety and rescue at sea - Offer adequate extension services - Ministry of Education and other academic institutions Promote value addition initiative among artisanal fishermen to enhance the value and marketability of their catches. - Promote the development of fishers’ associations - Conduct training on sustainable management of fishers’ associations - Foster collaboration with credit institutions -MoBEF 38 | Component 3: fisheries development Facilitate improved market access for artisanal fishermen to enhance their economic opportunities. - Establish/strengthen programs to promote alternative livelihoods for fishing communities - Establish/strengthen programs to ensure controlled fishing in inshore waters for sustainability - Establish/strengthen programs to promote value addition by artisanal fishermen - Strengthen/establish mechanisms to enhance access to markets for artisanal fishermen - Enhance capacity building by integrating fisherfolks and middlemen training into secondary school, colleges, and universities’ curriculum - Organize an annual Fisheries stakeholder forum, providing a platform for fishers from all over Zanzibar to share challenges and opportunities - Ensure proper control of foreign fishermen, for example from Kenya, entering Pemba or Unguja by establishing special entry points - MoBEF 4.8.2 Development of Semi and Full Industrial Fisheries The Zanzibar Government is committed to promoting significant and accelerated growth in both semi and full fisheries industries. The focus on industrial fishing will entail fishing activities within the internal waters, territorial waters and Exclusive Economic Zone. This includes not only harvesting marine resources but also engaging in processing or semi processing activities The processing of fish entails a wide range of activities including cleaning, filleting, icing, packing, canning, freezing, smoking, salting, drying or any other prepa- ration that making fish or fish products market-ready. Zanzibar posseses good potential in fisheries sec- tor. However, the full exploitation of deep-sea fishing and the subsequent processing for exports have not been realized yet. The waters in the Unguja and Pemba Channels are abundant with pelagic fish species such as sardines, anchovy and other non-commercial spe- cies. Along the shallow waters, crustaceans such as crabs, shrimps and lobsters can be found with artisanal fishermen particularly favoring offshore lobsters fish- ing due to high prices offered by the lucrative tourism industry. Mollusks such as squids and octopuses, clams, oysters, and several types of bivalve are also abundant in Zanzi- bar and its surrounding areas. The surrounding waters provide a diverse range of fish species including mack- erels, various types of tuna, wrasses, rays, rock cods, snappers, mullets, eels, and parrotfish, all of which present e excellent export potentials for Zanzibar. Additionally, these products are highly sought-after by the numerous tourist resorts on the islands, offering further economic opportunities for the local fishing industry. To cater to the high demand overseas, it is possible to establish processing centres near seafood farms. These centers would focus on preparing a wide array of salted and dried seafood, including fish, squids, and shrimps,as well as canned seafood varieties such as tuna, sardines, and seafood pate. Such an initiative could help meet international demand and boost the export of these products. Given proper management, Zanzibar has the potential to explore the development of certain food processing technologies. Processed seaweed is widely consumed by East Asians and holds significant potential exports. This potential encompasses a range of processed items, both edible and non-edible products. Currently, the industry in Zanzibar includes an estimated 23,000 women seaweed farmers, but it faces limitations in terms of processing capabilities. Strategies Key Interventions Responsible To foster a thriving and sustainable semi- and full-fisheries industries in Zanzibar, the following comprehensive strategies can be implemented: - Promote investment in small and medium fisheries processing centers. - Department of Fisheries and Aquaculture Development - Private sector - District Councils - Ministries responsible for works, trade, industry, and finance ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 39 Strategies Key Interventions Responsible To foster a thriving and sustainable semi- and full-fisheries industries in Zanzibar, the following comprehensive strategies can be implemented: - Develop an effective information base/resource center to guide investments and decisions related to semi- and full-fisheries industries. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Private sector - Ministries responsible for trade, industry, and finance - Building capacity of the Zanzibar Fisheries Company. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Ministries responsible for works, trade, industry, and finance - Building capacity of the Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI). - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Ministries responsible for works, trade, industry, and finance To foster a thriving and sustainable semi- and full-fisheries industries in Zanzibar, the following comprehensive strategies can be implemented: - Establish Zanzibar industrial fishing fleet operating offshore. - Department of Fisheries and Aquaculture Development - Deep Sea Fishing Authority - Private sector - Ministries responsible for works, trade, industry, and finance - Programme to improve the quality of fishing post-harvest activities. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Private sector - District Councils - Ministries responsible for works, trade, industry, and finance - Programme for dried, frozen, and canned exports. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Private sector - Ministries responsible for trade, industry, and finance - Promote the development of financing mechanisms to support the semi/full fisheries industry. Government incentives to facilitate attractive credit conditions from local and foreign financial institutions in support of the fisheries sector. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Private sector - Ministries responsible for trade, industry, and finance - Develop a framework for integration of foreign offshore industrial fishing fleets in Zanzibar. - Department of Fisheries and Aquaculture Development - Deep Sea Fishing Authority - Ministries responsible for trade, industry, and finance - Encourage and promote the use of GPS to assist fishers in finding potential fishing zones and rescue activities. - Department of Fisheries and Aquaculture Development - Zanzibar Fisheries Company (ZAFICO) - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Private sector - District Councils 40 | Component 3: fisheries development 4.8.3 Consolidation/Development of marine Conservation Areas Zanzibar considers marine conservation areas as valu- able tool for conservation and protection. The benefits of established network of marine conservation areas are diverse and include ecological, social, economic and cultural elements. The responsibility of managing the marine conservation areas (MCAs) are within the Department of Marine Conservation, which operates under the Ministry of Blue Economy and Fisheries. A report by Meyers (2014) made a number of recom- mendations in response to various challenges that hin- der the effective integration of MCAs into sustainable fisheries management in Zanzibar. These challenges include lack of knowledge and understanding of MCA, lack of capacity and resources to effectively manage MCA, limited stakeholder engagement and participa- tion, as well as absence of institutional structure and coordination among government agencies and other stakeholder involved in the management of MCAs. The these recommendations aim to improve the manage- ment of MCAs and promote sustainable fisheries man- agement in Zanzibar. Recommendation for Knowledge: The plan involves two main aspects. Firstly, it aims to strengthen existing Shehia Fishermen’s Committee (SFC) by building its capacity. Secondly, it proposes the establishment of Fisheries Information Man- agement System (FIMS) to monitor and analyse monthly and annual trends in fisheries catch. The summarized data from FIMS will be regularly shared with SFC and integrated into the local fisheries and Marine Conservation Area (MCA) management system. This will help demonstrate the importance of periodic and permanent no take zones to communities. Additionally, the initiatives seeks to raise awareness about the impacts of habitat destruction on fish breeding sites and biodiversity loss. Proposed Activities: 1. Develop a feedback system for managing mixed reef fisheries and octopus fisheries at the local level, incorporating the SFC and integrating it into the FIMS. 2. Establish seasonal and permanent no-take zones in strategic areas, ensuring that the feed- back system effectively measures the outcomes of these zones. 3. Implement strategy for education and aware- ness raising to promote harmony and under- standing among stakeholders. Recommendations for Technical Capacity: 1. Enhance the technical capacity of the Depart- ment of Marine Conservation DMC and MCA staff by providing training and resources to effec- tively implement participatory management approaches. This will foster greater engage- ment of SFCs and other village stakeholders in the proactive management of mixed reef and octopus fisheries. 2. Strengthen the MCA by recruiting new staffs to support various management and conservation tasks. This includes personnel for patrolling no take zones to ensure compliance, managing data collection and communication at the local level, facilitating community tourism activities to promote sustainable practices and generate economic benefits. Proposed Activities: 1. Conduct long-term training programmes for DMC and MCA staff. The training should focus on com- munity-based management approaches, and the use of temporary and permanent no-take zones. The training should also cover Monitoring, Con- trol and Surveillance (MCS) technique and village based surveillance strategies. 2. Foster community involvement in monitoring and surveillance program 3. Employ new staff members for the various Marine Conservation Areas (MCA) as guided by general management plans (GMPs) Recommendations for stakeholder engagement and participation: The MCA management team will be significantly strengthened by involving community extension offi- cers. These officers will be responsible for ensuring that the SFCs play an integral role in developing and implementing the General Management Plan (GMP). They will also ensure that SFC Bylaws align with the GMP and that the SFCs operates efficiently while main- taining effective communication with their communi- ties, local government authorities, and the MCA man- agement. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 41 Proposed Activity: 1. Training and communication programs should be established to offer guidance support to SFCs, helping them comprehend the GMP and effectively integrate their respective SFC bylaws into the GMP, and vice-versa. 2. The MCD should be strengthened to become a strong and technically proficient management entity for coordinating the activities of MCA Managers across all of Zanzibar’s MCAs. This enhancement will significantly assist in enforc- ing MCA, Fisheries, and other relevant regula- tions and laws. 3. Establish the Marine Legacy Fund of Zanzibar as an independent Conservation Trust Fund dedi- cated to managing protected areas in Zanzibar. Create an inception committee responsible for formulating the bylaws and subsequent phases, including fund raising, and the beginning of the implementation. Recommendations on Institutional Structure and Stakeholder Engagement: The DMC is granted increased autonomy from the Min- istry Responsible for Fisheries, and a comprehensive study should be conducted to evaluate the suitability of transforming the DMC into a quasi-governmental or parastatal organization, similar to the Marine Parks and Reserves Unit (MPRU). This assessment aims to acknowledge the DMC’s diverse range of stakeholders beyond fisheries production and ensure its effective representation and management. Proposed Activity: 1. A study will be conducted to assess the suitabil- ity of transforming the DMC into a quasi-gov- ernmental or parastatal organization similar to MPRU. Once the study’s recommendations are available, they will be implemented to align with DMC/s organization structure. 2. The DMC increase the engagement of stakehold- ers in the development, review and acceptance of GMPs by involving additional stakeholders beyond the Fisherman’s Executive Committees. Alternatively, the DMC Advisory Council could be established, encompassing a diverse range of stakeholders, to ensure broader representation in the GMP process. 3. Propose the engagement of the Fisherman’s Executive Committee (or existing MCA manage- ment oversight body) to include a broad range of stakeholders including representative from the Zanzibar private tourism industry. Key Implementing Institutions: Department of Marine Conservation, and MCAs 4.9 COMPONENT 4: AQUACULTURE/MARICULTURE DEVELOPMENT Mariculture presents a promising opportunity for Zanzi- bar to foster economic development and create wealth. With its abundant natural heritage, high biodiversity, and relatively pristine coastal environment, Zanzibar holds great potential for mariculture. Currently, Zanzi- bar has a well established seaweed farming industry, and is beginning to explore other forms of mariculture. The growth and diversification of the mariculture are expected to occur on two fronts. At the village level, mariculture can play a vital role in poverty alleviation as alternative means of crop production, thereby pro- viding income and source of protein for the local com- munities. At the national level, mariculture has the potential to drive economic development and generate foreign exchange, contributing to the overall prosperity of Zanzibar. The mariculture sub-sector faces several critical chal- lenges that need to be addressed. . Strategies: 1. Promote establishment of effective extension services to support mariculture. 2. Define and target on promising aquaculture areas and suitable production systems. 3. Raise awareness on the potential benefits in mariculture. 4. Encourage the use of research findings to inform the development of mariculture. 5. Enhance capacity building initiatives for the mariculture sector. 42 | Component 4: aquaculture/mariculture development 6. Promote seaweed production and add value to the products Intervention Interventions Implementing Institutions Establish an effective and efficient extension system. 1. Implement a well-structured regulatory framework to oversee extension interventions and programmes. 2. Translate research findings into simple and plain language for easy interpretation to farmers. 3. Facilitate direct communication and engagement between extension services and farmers. 4. Encourage potential business investors to offer technical support to small-scale operators. 5. Facilitate the creation of consultation platform to promote collaboration among aquaculture stakeholders. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Academic/Research Institutions Using existing aquaculture inventory for potential aquaculture sites and production systems. 1. Implement aquaculture activities in the identified potential sites from the aquaculture inventory. 2. Assess and determine suitable production technologies (farming systems) for each identified potential zone. 3. Provide investors and development agents with information regarding identified potential aquaculture zones and suitable production technologies. 4. Ensure that all stakeholders’ interventions are authorized, coordinated, and conducted in the designated zones. 5. Issue licenses and/or permits to commercial aquaculture farmers based on specific zone and production system. 6. Prioritize zones with high potential for promoting aquaculture activities, and delivering extension services to farmers. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Academic/Research Institutions Identifying suitable production technologies for high potential zones. 1. Conduct assessments to determine the availability of skilled individuals capable of managing the identified farming technologies. 2. Address capacity gaps by providing training and building the skills of individuals involved in the aquaculture sector. 3. Create an inventory of technical and financial partners who are currently contributing or interested in supporting aquaculture development efforts. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Ministries, Departments, and Agencies (MDAs) - Academic/Research Institutions Providing information to investors and development agents on high potential aquaculture zones and production technologies. 1. Develop a comprehensive database containing information on species, technologies, and potential aquaculture sites. 2. Establish digital accessibility to the database, making it easily available to investors and other development partners. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Ministries, Departments, and Agencies (MDAs) - Academic/Research Institutions Ensuring coordinated and authorized interventions in the designated zones. 1. Conduct stakeholder analysis to identify and involve relevant stakeholders in aquaculture activities within designated zones. 2. Identify and address potential conflicts pro-actively by establishing effective resolution mechanisms to ensure smooth coordination and cooperation among stakeholders. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Local Government Authorities (LGAs) - Ministries, Departments, and Agencies (MDAs) - Academic/Research Institutions ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 43 Intervention Interventions Implementing Institutions Issuing licenses and permits to commercial aquaculture farmers based on zone and production system. 1. Establish transparent and straightforward licensing and permitting procedures. 2. Ensure strict enforcement of these procedures to maintain compliance and accountability among commercial aquaculture farmers operating in specific zones and using particular production systems. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) Emphasizing high potential zones in promoting aquaculture activities and extension services. 1. Introduce potential aquaculture species with commercial significance such as sponge in zones identified as having high potential for successful farming. 2. Use the existing government hatchery to support community farming activities. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) Strengthening farmers’ capacities in production technologies, aquafarm and aqua-business management, post- production technologies, and marketing of aquaculture products. 1. Accelerate the establishment of a seaweed semi- processing plant dedicated to packing and extraction of carrageenan to support seaweed production. 2. Provide comprehensive training to farmers on handling, processing, and packaging of value-added products like deboning, smoked. 3. Organize efficient systems for the collection and marketing of aquaculture products, especially for small- scale producers. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Academic/Research Institutions Ensuring the availability of good quality seed for the private sector and grow- out farmers. 1. Provide support to the private sector to produce high- quality seed for aquaculture. 2. Implement regulations to govern the seed sector, including aspects related to production, dissemination, and use. 3. Develop technical guidelines for the production of good quality seed. 4. Establish a traceability mechanism to monitor and ensure the supply of good quality seed from the private sector 5. Collaborate with producers to manage broodstock fish species. 6. Undertake or support stock improvement programmes through research and academic institutions to enhance the genetic quality of seed. 7. Regularly inform farmers about reliable sources and prices of good quality seed. 8. Encourage private seed producer to facilitate grow-out farmers’ access to quality seed, promoting the growth and success of the entire aquaculture sector. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Academic/Research Institutions 44 | Component 4: aquaculture/mariculture development Intervention Interventions Implementing Institutions Ensuring Farmers’ Use of good quality feed in sufficient quantities. 1. Develop comprehensive policies, regulations, and guidelines to promote responsible production and use of aqua feeds. 2. Facilitate the initial stage of aquaculture development by reducing or exempting taxes on feed imports. 3. Encourage local feed production initiatives by offering incentives such as tax exemption on machinery and raw materials imports for feed production. 4. Implement economic and financial incentives that enable farmers to access efficient feed options. 5. Monitor and ensure feed quality through inspections and feed certifications. 6. Require feed producers and importers to provide essential information on feed and feed ingredients, including prices and costs using appropriate information tools. 7. Enforce the application of technical guidelines on feed preparation, for example, the FAO technical guidelines. 8. Encourage feed producers to establish mechanisms that facilitate users’ access to high-quality feed products. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Academic/Research Institutions Strengthening aquaculture research and effective dissemination of results. 1. Promote and facilitate aquaculture research efforts. 2. Allocate Funding, particularly for applied research, to advance the knowledge and practices in the sector. 3. Ensure that research aligns with the actual needs of stakeholders in the aquaculture sector. 4. Engage universities, research institutions, and other relevant stakeholders to conduct meaningful research in the aquaculture sector. 5. Encourage active participation of stakeholders in defining high-level research programmes to ensure their relevance and applicability. 6. Establish effective mechanisms to ensure research results are readily accessible to users, including farmers and decision-makers. 7. Establish research institutes or programmes focused on advancing aquaculture seed varieties. 8. Establish and facilitate stakeholders’ platforms, workshops, symposiums, and other forms of engagements to enhance coordination and collaboration. 9. Ensure regular feedback mechanisms that disseminate research findings to the aquaculture community, enabling continuous learning and improvement. - Department of Fisheries Development - Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI) - Academic/Research Institutions Promoting investments in aquaculture. 1. Create an enabling environment through investing in infrastructure that supports the growth of the aquaculture industry. 2. Promote both domestic and foreign private investments in the sector by providing attractive incentives and favorable regulatory frameworks. 3. Implement policies and strategies that enable farmers and private investors to access non-financial and financial investments, as well as operating capital. 4. Facilitate connections to financial institutions and ensure accessibility to credit for initial investment and business expansion in aquaculture. 5. Facilitate the creation of market linkages across the aquaculture value chain to enhance the commercial viability and profitability of the sector. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 45 Intervention Interventions Implementing Institutions Promoting aquaculture as a profitable business to maximize the benefits. 1. Provide support to emerging commercial farmers in developing their aquaculture activities, including assistance in business plans, offering tax incentives, facilitating access to credit, providing training, and ensuring access to vital information. 2. Assist farmers’ organizations to find technical and financial partners to strengthen capacity and resources. 3. Support non-commercial farmers through effective means such as training and technical advice to improve their productivity and practices. 4. Develop and support specific programmes tailored to empower disadvantaged groups, like women and unemployed youth, by creating opportunities in the aquaculture sector. 5. Promote and facilitate the establishment of legally recognized farmers’ organizations. 6. Invest in information generation and management to ensure timely and relevant data is available to stakeholders. 7. Establish regulatory and incentive frameworks that attract private investment in the aquaculture sector. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) - Academic/Research Institutions Establishing an enabling environment for aquaculture through infrastructure development. 1. Upgrade and construct cold storage and processing facilities specifically tailored for finfish and other aquaculture products, enabling their export potential. 2. Facilitate linkages to financial institutions, and ensuring easy access to credit for both initial investment and expansion of aquaculture business operations. 3. Provide temporary support for seed production until the private sector can take over this activity, ensuring a continuous supply of quality seed for the aquaculture sector’s growth and development. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) Facilitating the market linkages in the aquaculture value chain. 1. Collaborate with potential private ventures to conduct feasibility studies on the exports of various aquaculture products, such as seaweed, milkfish, and Mabe pearls, from Zanzibar to external destinations. 2. Implement measures to ensure that product quality meets the standards and requirements of the target market. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) Enhancing the promotion of aquaculture products. 1. Encourage the formation of producer organizations and groups to streamline the purchasing and marketing of aquaculture inputs and outputs, fostering efficiency in the supply chain. 2. Identify niche markets for Zanzibar seaweed products focusing on specific high-value markets to capitalize on their unique characteristics. 3. Provide producers and consumers with up-to-date information on the internal and external product market, including prices, supply and demand, enabling informed decision-making. 4. Develop and publish guidelines outlining quality criteria for aquaculture products to ensure public health safety and product acceptability. 5. Prepare regulations and guidelines to control the export and imports of live species, addressing issues related to bio-security and genetic pollutions, safeguarding both local ecosystems and international trade interests. - Department of Fisheries Development - Ministries, Departments, and Agencies (MDAs) - Local Government Authorities (LGAs) 46 | Component 5: supporting infrastructure development 4.10 COMPONENT 5: SUPPORTING INFRASTRUCTURE DEVELOPMENT 4.10.1 Development of Fish Ports and Docks Zanzibar is planning to construct fish ports and dry- dock facilities in Unguja and Pemba to support the land- ing and distribution of fish. The project will include the construction of fishing ports, each with a protective breakwater, dredged access channel, multiple berths for inshore fishing vessels and trawlers, a ship repair berth and yard, fish processing and cold store plants, a fish market, administrative offices, storage areas, as well as roads and utility services within the port area. To address these challenges, several Interventions are planned to Interventions: 1. Construct fishing ports and related facilities in coordination with Zanzibar Ports Corpora- tion; 2. Improvement and establishment of better land- ing sites facilities; 3. Create of dry-dock facilities Responsible Institutions: Department of Fisheries Development, Ministry responsible for industry and trade, Ministries responsible for works and transport, ZPC, LGAs, 4.10.2 Other Support Infrastructure The Government aims to gradually establish compli- mentary support infrastructure to enhance the com- petitive fisheries sector: Strategies/Interventions : 1. Establish one ice-making plant in each district 2. Establish a network of cold-storage services accessible at major landing site. These facilities are required to store excess catch and enable better marketing opportunities. Presently, no such services are available. 3. Set up 20 boat-building yards to replace the cur- rent artisanal, locally-built fishing boats with better-designed and larger ones capable of fishing in deeper waters and undertake longer trips. 4. Establish a local plant to manufacture fishing nets, addressing the critical shortage of fishing gear. The produced nets could be marketed not only on the mainland but also in neighbouring countries. 5. Establish new engine repair and maintenance workshop in each district to cater to the growing number of fishing activities and bigger motor- ized boats, which has become an essential requirement. 6. Introduce ten new fish-processing plants to accommodate the increased landings of demer- sal fish species and other marine fish products. These plants would highly beneficial , especially for supporting the expanding tourism trade and for facilitating export. 7. Establish one new wholesale fish market in each district to streamline the distribution and trad- ing of fish products, enhancing accessibility and availability across the region. Responsible Institutions : 1. Department of Fisheries Development and Aquaculture 2. Ministry responsible for industry and trade, 3. Ministries responsible for works and transport, ZPC, LGAs, 4.10.3 Quality Certification and Control Laboratories Zanzibar is keen to build its capacity to comply with national and international standards and ensure the quality for fish products. To achieve this goal, the plan is to establish two quality control laboratories, with one located in Unguja and the other in Pemba. These labo- ratories will play a crucial role in establishing a com- prehensive quality management system that include various aspects such as training, standard operating procedures, internal quality control, validation of tests, and external quality assessment. To further strengthen credibility of the laboratories and assure the accred- itation by an external bodies to ensure adherence to ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 47 effective procedure and acceptable international stan- dards, providing customers with reassurance about the quality of the products. Along this initiative, efforts will be made to strengthen the capacities of govern- ment agencies responsible for product standards and food quality. Strategies/Interventions: 1. Strengthen the capacity of ZAFIRI. 2. Establish fisheries products quality certification laboratories at ZAFIRI that meet international standards accreditation. Responsible Institutions : ZAFIRI, ZBS, ZFDA 4.11 COMPONENT 6: INSTITUTIONAL STRENGTHENING 4.11.1 Competent Authority The successful management and development of the fisheries sector depends on the existence of a com- petent authority, which will be responsible for driving the fisheries agenda in Zanzibar. However, the current competent authority currently faces several challenges that hinder its effective performance: 1. Inadequate capacity to enforce existing laws and regulations related to the fisheries sector. 2. Difficulty in attracting and retaining qualified staff within the sector. 3. Inadequate staffing levels. 4. Inadequate working facilities. 5. SFCs lacking the necessary skills, resources and institutional support structures for effective decentralized fisheries governance. Strategies/Interventions: 1. Provide qualified fisheries experts for Fisheries Department in Unguja and Pemba Office, as well as capacity building at the Regional and District Secretariats. 2. Develop a special incentive scheme for profes- sionals employed in the public sector of the fish- eries industry to motivate and retain a skilled workforce. 3. Improve working facilities in the Fisheries Department, Pemba Office, Regional and District Secretariats, with a particular focus on improv- ing transportation, information, and ICT facili- ties. 4. Empower SFCs by equipping them with the nec- essary skills, resources, and institutional sup- port structures to effectively manage decen- tralized fisheries governance. Responsible Institutions: ZAFIRI, DoFD, DMC, LGAs 4.11.2 Research, Extension and Information Management Research institutes have significant roles in fisher- ies development including research, technologies advancement, and collaboration with industries to address social economic challenges. ZAFIRI should work together with other relevant research institutes, sharing joint responsibility for managing and develop- ment of fisheries in Zanzibar. Establishing a consulta- tive committee DMC and DoFD may help define partner- ships and actionable research projects. A forum should be created to facilitate collaboration between public and private research institutes. The Fisheries Policy aims to make demand-driven sci- entific research the basis of developing and managing the fishery and aquaculture sectors in Zanzibar. ZAFIRI is tasked with supporting other institutes in capacity building, research finding, and setting the national research agenda. Additionally, ZAFIRI is responsible for facilitating the collaboration between research and fisheries industry. Further, they expect to create forums to bring research institutes and policy makers together to discuss fisheries and marine resources research issues. The existing fisheries management services are insufficient, highlighting the need for data and research management at both national and local levels. This should be supported by consistent approaches to ensure that evidence-based decision making becomes an integral and sustainable part of within the fisheries management system of Zanzibar. 48 | Component 6: institutional strengthening Strategies Interventions Key Implementing Institutions Refine the existing statistical and reporting system - Evaluate the need for improvement in the statistical and reporting system and add necessary enhancements if required. - Begin publishing yearly statistical reports. - ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, - Regulatory agencies linked to the fisheries sector, LGAs, - Training institutions Strengthen the fisheries research system - Promote the newly founded Zanzibar Fisheries and Marine Resources Research Institute (ZAFIRI). - Enhance the human and financial capacities of ZAFIRI. - Develop a Memorandum of Understanding (MoU) for data sharing and processing between ZAFIRI and other research institutes. - Identify and implement a basic and advanced research training plan for researchers. - Identify and prioritize research needs in the fisheries and aquaculture sector. - Develop a coordinated fisheries research plan involving both public and private institutions, organizing a Scientific Working Group on fisheries in Zanzibar every 4 to 5 years. - Create a scientific fisheries communication strategy. - Develop and implement strategic applied research projects/programs to support the fisheries sector. - ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, LGAs, - Research institutions Develop and Strengthen Fisheries Information System - Develop a fisheries information management framework. - Develop a web-based platform to implement the information management framework. - Operate and maintain the system effectively. - Promote and publicize the system to ensure widespread awareness and usage. - ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, - Regulatory agencies linked to the fisheries sector, LGAs, - Training institutions Strengthen the capacity of research and extension in Zanzibar - Strengthen mechanisms for government funding of the research institutions. - Acquire a national fisheries research vessel. - Establish and build the capacity of the fisheries research institution. - Foster stronger links between the research institution and research data consumers. - Develop a comprehensive fisheries research agenda for Zanzibar. - Implement mechanisms to facilitate fisheries extension services. - Procure a national fisheries research vessel. - ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, and LGAs, - Training institutions, Research institutions 4.11.3 Training Institute(s) The development and successful management of the fisheries sector heavily depends on the qualified per- sonnel with leadership and skills. The transformation of the fisheries sector from being artisanal to commer- cial, with a focus on export markets, requires a work- force with necessary skills. As the sector evolves, the increasing flow of technology and complexity demand greater pool of knowledgeable and skilled human resources to meet the challenges and opportunities presented. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 49 The Fisheries Policy (2022) emphasizes the signifi- cant of education, awareness-raising and training for private and community-based institutions. The goal is to foster the development of well-educated and for- malized economic actors in fishing and related activi- ties. Currently, the fisheries sector faces a significant shortage of skilled staff both in terms of– quantity and quality. There is noticeable lack of capacity among fisheries personnel across various sector in Zanzibar. Strategies Interventions Key Implementing Institutions Promote the establishment of new training institutions in Zanzibar. - Develop and implement a national strategic human resource development plan/strategy for the fisheries sector. - Develop a competitive national scheme of service for fisheries cadre employed in the public sector. - Establish a Zanzibar (national) fisheries training institute to offer accredited certificate and diploma programs. - Collaborate with universities in Zanzibar to establish accredited degree and postgraduate programs in fisheries and related fields. ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, and local government, - LGAs, - Training institutions Provide support and strengthen capacity of existing training institutes through human resources development and research funding. - Develop, strengthen, and promote regular in-service professional training in the fisheries sector, focusing on semi and full fisheries industries. - Develop, strengthen, and promote regular training for artisanal fishermen, members of SFCs, and Shehia leaders. - Establish and maintain a comprehensive fisheries sector human resources database. - ZAFIRI, DoFD, DMC, - Ministries responsible for education, vocational training, industries, trade, and LGAs, - Training institutions Facilitate and improve communication and collaboration between fisheries training institutes and the government. - Develop and implement a communication and collaboration framework between fisheries training institutes and the government. - ZAFIRI, DoFD, DMC, Ministries responsible for education, vocational training, industries, trade, and LGAs, - Training institutions 4.11.4 Fisheries Association(s) At present, there are no associations representing fish- ers and related actors at the national level in Zanzibar. This absence highlights a significant gap in the current governance framework. To address this issue, pro- active measures should be taken to encourage and promote the establishment of such institutions, which will provide platform to facilitate and enhance dia- logue between the fisheries administration and fishery stakeholders. Strategies: 1. Initiate the establishment/setting-up of national associations for fishers and related actors. 2. Develop a structure to support/facilitate collab- orative management of the Fisheries Sector. 3. Promote efficiency in utilization of the existing fishing potential and ensure maintaining eco- logical balance through the establishment of cooperative associations relevant to the devel- opment of fishing activities. Interventions: 1. Establish/Strengthen fisheries associations to facilitate access of fishers to institutional credit for the modernization of fishing units. 2. Promote the formation of a national represen- tative body for the Fisheries Association in Zanzibar. 3. Support participation of fishing industry orga- nizations and NGOs in promoting self-regulation through training participation. 50 | Component 6: institutional strengthening 4.11.5 Food Safety and Quality Control Food safety and quality control have emerged as press- ing concern, particularly in relation to fish products. Increasingly, consumers are demanding that fishermen prioritize these aspects. This demand is also reflected in institutions like the Zanzibar Food and Drug Agency (ZFDA) which holds the responsibility of ensuring that all food manufactured, imported, exported, distributed and sold in Zanzibar meets strict safety and quality standards. Additionally, the Zanzibar Bureau of Stan- dards (ZBS) plays a similar role, ensuring that products, whether locally produced or imported, adhere to Zanzi- bar’s established standards or other national or inter- national recognized standards. Addressing the safety and quality control of the marine products falls under the ZAFIRI’s mandate. However, there are several factors in Zanzibar that impede effective food safety and quality control. For example, the local markets’ high demand for fish can strain resources, and existing quality control system is inadequate to meet the international export standards. Addressing these issues calls to develop and execute strategies and interventions that can fully tackle these challenges. Strategies Interventions Key Implementing Institutions Create the Quality Assurance (QA) environment to support the growth of the domestic market and access to foreign markets for fish and fish products. - Conduct product registration, pre- and post-inspections. - ZAFIRI - Seize, condemn, and dispose of unfit food for human consumption. - DMS, DoFD Strengthen the capability of the fish industry to comply with QA requirements. - Develop capability within processing plants for Quality Control and QA through training and technical assistance. - Ministries responsible for health, industries, trade, and local government - Facilitate attendance at workshops, trade shows, and expositions for the processing and retail components of the sector. - Local Government Authorities (LGAs) Develop, promote, and enforce standards to ensure the health and safety of consumers and protect the environment. - Train fishermen in on-board sanitation and fish handling techniques. MoBEF Build confidence of consumers and traders for their goods and services in the markets. Ensure that Zanzibar fishery products meet the quality, health, and safety standards required in key export markets. Provide policy options and recommendations for food safety and quality control agencies/units. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 51 4.12 COMPONENT 7: COMPLIANCE ISSUES 4.12.1 Monitoring, Control and Surveillance (MCS) (KMKM, Police) Monitoring, Control and Surveillance (MCS) plays a crucial role in the management of Zanzibar’s fisher- ies resources. This system is essential for improving compliance with regulations. MCS systems are used to collect information on various aspects of the fishery and fishers, including fishing vessels, gear type and quantity of catch, fishing grounds, and post-harvest activities. The information collected through MCS is used to establish and monitor fishery rules effectively. Additionally, it is combined with of fishing vessels surveillance to discourage rule violation by fishers. In cases where violations persist, the MCS data is used to apprehend and punish them if they still do so. Tanzania has established comprehensive and enforce- able national regulatory frameworks that guide the implementation of MCS in the Exclusive Economic Zone (EEZ). These frameworks are under the auspices of the Deep-Sea Fishing Authority (DSFA) and are gov- erned by the Deep-Sea Fishing Authority Act and its accompanying regulations. These regulations provide a solid institutional framework for managing deep sea fishing activities within the EEZ. To effectively carry out its responsibility, DSFA collaborate with various government agencies and institutions, including Tan- zania Shipping Agencies Corporation (TASAC), Zanzibar Maritime Authority (ZMA), Ports Authorities (Mainland and Zanzibar), Police Navy, Tanzania People’s Defense Forces (Navy), KMKM, and private sector, among others. This collaborative approach ensures a comprehen- sive and coordinated effort in fisheries management and control. The Deep-Sea Fishing Authority Act and Regulations enable inspection of fishing vessels at port and sea, as well as conduct sea and air patrols to ensure compli- ance with licensing conditions. Key features of the MCS include Vessel Monitoring System, On-board observers, sea, air and shore patrols; monitoring of fish landings, and marking of vessels and gear to facilitate moni- toring. Strengthening the MCS system is necessary to oversee small-scale fisheries and in the EEZ effec- tively. This involves strengthening in the institutional framework to combat IUU fishing and establishing mechanisms to implement effective regional coopera- tion in MCS and enforcement. Strategies Key Interventions Responsible Institutions Strengthen the institutional framework/system to combat IUU fishing through MCS. Enhance sustainable fisheries management through improved regional coordination and collaboration. Consolidate the Zanzibar MCS system. - DoFD and DMC - MDAs - LGAs - Increase autonomy and efficiency of the MCS structure within the Fisheries Administration. - Improve human, financial and logistical facilities for MCS operations. - Develop effective collaborative mechanisms involving the Navy (KMKM), DSFA, the Police, and the Judiciary system. - Strengthen the MCS intelligence information system. - Establish mechanisms to involve fishers in fisheries patrols. - Review and strengthen laws and regulations related to MCS. - Provide training to the Police and KMKM on marine and IUU issues. - Strengthen Zanzibar’s mechanisms for participating in regional cooperation on fisheries. Strengthen MCS Regional/District Coordination Capacity. - Enhance the skills of MCS staff and increase human, financial, and logistical resources. 52 | Component 7: compliance issues Strategies Key Interventions Responsible Institutions - Develop collaborative mechanisms with the Navy (KMKM), DSFA, the Police, and the Judiciary system at the regional and local level. Strengthen community-level MCS capacity by strengthening capacities at landing sites - Develop and share registers of authorized fishing and illegal fishing vessels. - DoFD and DMC - MDAs - LGAs - Provide regular MCS training and sensitization to SFCs and improve communications channels. - Equip SFC’s with patrol equipment. - Establish communication links for SFCs with centralized MCS. Strengthen enforcement capacities of the Police and KMKM. - Capaciy Development Programs initiated - Police - KMKM Improve funding for MCS activities. Establish/Strengthen funding mechanisms for MCS. MoBEF 4.12.2 Fisheries Information One Stop Centre A wide range of sources such as publications, pro- fessional meetings, market reports, other organiza- tions, and primary data collection conducted by staff or consultants, would be used to collect and compile data. These data and information sets the purpose of addressing knowledge gap at the national level or in cases where the existing information lacks substance or specificity. To ensure accessibility, the information would be stored using filing systems and computerized database. Additionally, the data collected, stored, and made available would be disseminated through various means, including regular information bulletins, market reports, studies, and dedicated web page. Furthermore, industry-related seminars, conferences, and training workshops could also serve as channels for sharing this information. The data would be packaged to cater to specific needs of its clients, which could include industry, civil soci- ety or government entities. While the knowledge base would include all aspects of the value chain, its main emphasis would be customized to serve the distinct needs and interests of each client group. Detailed “mar- ket research and analysis” is needed to provide Zanzi- bar producers and exporters with insights into market trends and potential opportunities. Additionally, URT diplomatic missions can provide valuable information on demand, which can be evaluated for relevance to the Zanzibar industry. Furthermore, there is the possibility of recruiting trade staffs from the Zanzibar fisheries industry for some targeted embassies. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 53 4.13 COMPONENT 8: CROSS-CUTTING ISSUES 4.13.1 Environment and Climate Change Climate change is a major global phenomenon that poses severe implications for Zanzibar, potentially threatening its progress. The natural resources in Zanzibar are particularly susceptible because of the high exploitation, the delicate ecosystems, and limited technological innovation. The rising ocean tempera- tures and ocean acidification impacts are drastically reshaping aquatic ecosystems in Zanzibar. Climate change is causing changes in the distribution and pro- ductivity of marine species, significantly impacting the sustainability of fisheries and aquaculture. This , in turn, affects the livelihoods of the communi- ties depending on fishing. The increasing sea surface temperatures are leading to coral bleaching, posing a threat to coral reef systems and their populations. Moreover, certain fish species are shifting to deeper waters, making them unavailable to local small-scale fishers. The sea level rise is also causing diebacks in mangroves, potentially disrupting their roles as essen- tial fish nurseries. Given these challenges, Zanzibar must implement strong and effective measures to address environmental and climate change issues. Strategies Key Interventions Responsible Institutions Rehabilitate specific areas of the fisheries systems that have been damaged by climate change and environmental degradation. Develop/strengthen/promote programmes that respond to specific climate change and environmental issues affecting the fisheries sector. - DoFD and DMC - MDAs - LGAs Capacity-building program on climate-smart fisheries. Review/strengthen existing policies, laws, and regulations pertaining to climate change and the environment to include more specific measures to protect the fisheries ecosystems. Rehabilitate specific areas of the fisheries systems that have been damaged by climate change and environmental degradation. Develop/strengthen existing solid waste management arrangements in landed sites and areas close to fisheries resources. - MoBEF, PORALG, MoH, Line Ministries Develop/strengthen Zanzibar climate change/ environmental disasters’ early warning system. - MoBEF, FVPO, Line Ministries 4.13.2 Youth Development and Gender The Zanzibar Fisheries Policy (2022) acknowledges and values the active participation and respective roles of men, women and youth in the fishery sector. It recog- nizes that youth and women are the vulnerable groups both socially and economically, making their involve- ment in the sector crucially important. To support their inclusion, Zanzibar must continue its efforts to address the concerns and interests of women, men and youth, ensuring that their needs are adequately met as part of ongoing development the fisheries sector. By doing so, the policy aims to create a more equitable and sustain- able fishery industry in the region. Strategy Intervention Responsible Institutions Identify and tackle key obstacles and limitations that hinder the involvement of women and youth in the fisheries sector. Conduct a comprehensive examination and documentation study of the challenges that impede women and youth from entering and benefiting from the fisheries sector. - DoFD and DMC - MDAs Develop and strengthen policies, programs, and projects aimed to promote profitable participation of women and youth in the fisheries sector. 54 | Component 8: cross-cutting issues 4.13.3 Disaster Management Small Island Developing States (SIDS) such as Zanzibar, are vulnerable to sea level rise owing to their small land masses, dense populations, and high reliance on the coastal ecosystems for food, livelihood, and protection against extreme events. However, several challenges hinders their ability to adapt effectively to these chang- ing conditions, such as the lack of sufficient capacity for adaptation; well-documented and accepted risk profiles across various sectors, adequately staff within Disaster Management Department (DMD), and the inte- gration of DRM into public policy planning. Strategies Interventions Responsible Institutions Increase awareness and support for disaster risk management (DRM) planning and budgetary issues. Advocate for the creation of a specific budget code dedicated to disaster risk management within the Ministry’s budget. - DoFD and DMC - MDAs - LGAs Strengthen institutional capacity for effective DRM implementation. Recruit and train personnel with expertise in disaster risk management to enhance the department capabilities. Conduct a comprehensive risk assessment and prepare a risk profile specifically for the fishery sector to better understand and address its vulnerabilities to potential disasters. 4.13.4 Poverty Alleviation In regard to alleviating poverty, data from HBS 2019/2020 shows significant progress. Basic needs poverty decreased from 34.9 percent to 25.7 percent between 2009/10 and 2019/20, while food poverty (extreme poverty) decreased from 11.7 percent to 9.3 percent over the same period. This means that about 9.3 percent of the population still faces extremely pov- erty and struggles to afford basic foodstuffs to meet their minimum daily nutritional requirements of 2,200 kilocalories (Kcal). These poverty figures were esti- mated using the national basic needs poverty line of TZS 66,313 per adult per month and the national food poverty line of TZS 47,541 per adult per month. Given this situation, it is crucial to prioritize the welfare of fishermen, particularly within this context of poverty reduction efforts. Strategies Key Interventions Responsible Institutions Strengthen organization and representation of fishing communities, including women, to empower and include them in decision-making processes. Establish or strengthen fishers’ associations to facilitate access for institutional credit for modernizing fishing units. - DoFD and DMC - MDAs - LGAs Promote alternative employment opportunities for coastal fishing communities. Develop programs that support alternative employment opportunities for the coastal fishing communities. - MoBEF Foster a business mindset within the fishing communities by encouraging the development of fishing as a profitable and sustainable business. Support and expand community-based training programs in fishing technology, quality assurance, and fisheries-based entrepreneurship. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 55 Strategies Key Interventions Responsible Institutions Develop human resources of the fisheries sector. Develop and establish essential infrastructure such as fish markets, access roads, water supply, energy supply in fish landing sites targeting poor fishing communities. - MoBEF and Line Ministries Train fishers, fish processors, and fish marketing operators working with poor fishing communities on improved practices in fish handling, storage, and processing. - MoBEF 4.13.5 Alignment and Linkages with other Sectors (Oil & Gas and Tourism) Zanzibar’s economy primarily relies on agriculture, including fisheries, and the tourism sector, contrib- utes about one-third of the GDP. Tourism is vital in the current economic structure, as it largely relies on the richness of the reef ecosystems and the natural beauty of the environment. Recent geological investigations in Zanzibar have indicated the existence of potential oil and gas reserves, attracting the interest of investors for exploration. While this presents new economic opportunities, it also brings additional environmental risks to coastal envi- ronments and their resources due to activities related to oil and gas exploration and extraction. Zanzibar has already carried out a Strategic Environmental Assess- ment of Oil and Gas Resources which provides strate- gic recommendations for co-existence and integrated development planning. These recommendations should be address and harmonized effectively. If not addressed and harmonized effectively, this situation could lead to conflicts among the three key sectors, tourism, fishery and oil and gas, as they compete for resources and face overlapping challenges. Strategies Interventions Responsible Institutions Ensure coherence among the tourism, fishery, and oil and gas sectors. Form a collaborative cross-sectoral committee. - DoFD and DMC - Tourism Authority Review and harmonize sector-specific laws, regulations, and procedures. - Ministry of Tourism Develop a plan for the development of fisheries-tourism. - Ministry of Energy and Mining - Ministry of Fisheries - Tourism Authority Generate promotional tools for fisheries-tourism. - Ministry of Fisheries 56 | Component 8: cross-cutting issues 4.13.6 Child Labour In Zanzibar, child labor affects a relatively small per- centage of children, with only 5.6% of those aged 5-17 involved in such activities. However, it remains crucial to strengthen institutional capacities at all levels of government and civil society to effectively eliminate child labour. Strategies Interventions Responsible Institutions Ensure compliance with laws, regulations, and procedures related to child labour. Review and update laws and regulations concerning child labor issues. - DoFD and DMC Conduct sensitization programs on child labor issues for fishing communities. - LGAs Include child labor information within the fisheries ministry’s monitoring and evaluation system. Mainstream child labor factors into regular surveys and census. Develop the Ministry’s capacity to address child labor-related issues effectively. Invest in education and skill development to provide alternatives to child labor. - MoBEF, MoWSW ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 57 5 CHAPTER FIVE COMPREHENSIVE AND COSTED IMPLEMENTATION ACTION PLAN AND FINANCING STRATEGY 5.1 IMPLEMENTATION ACTION PLANS During the implementation phase, the Ministry of Blue Economy and Fisheries (MoBEF) will work with relevant institutions to develop implementation plans and bud- gets for various components and interventions pro- posed in the Master Plan. However, the Master Plan only provides a rough outline of the action to be taken and their estimated costs. The actions plan presented in Annex 1 will include the following: Goal and Objective to be achieved: Clearly define the overall goal and specific objectives to be achieved through the implementation of the Zanzibar Fisheries Master Plan. Key Interventions: Specify the interventions and strat- egies to be undertaken to achieve the stated goals and objectives Priority Activities and Targets: Identify priority activ- ities and set specific targets for each interven- tion to guide the implementation process. Costs: Provide a comprehensive cost estimate for each intervention, taking into account the required resources, materials, and manpower. Resource Needed: Outline the necessary resources, both financial and non-financial, needed to carry out each activity effectively. Monitoring the Activities: Establish a robust monitor- ing and evaluation framework to track the prog- ress of each activity and ensure its successful implementation. 5.2 FINANCING STRATEGY The estimated budget for the implementation of the Zanzibar Fisheries Master Plan over the 15-year period is TZS 316,853,000 million, as broken down in the table below. The majority of the funding (about 69%) is allo- cated to support infrastructure development, which is crucial for the successful execution of the plan. The financing strategy will encompass various funding sources and mechanisms, including government allo- cations, donor support, public-private partnerships, and other sources to secure the necessary funds for the plan’s execution. By adopting a comprehensive financing approach, Zanzibar can ensure the sustain- able implementation of the Fisheries Master Plan and achieve its goals in promoting the development and management of its fisheries sector. Sn Component TZS (000,000) 1 Review of the enabling environment 61,000 2 Fisheries Stock Development 1,459,000 3 Fisheries Development 23,610,000 4 Support infrastructure development 168,030,000 5 Aquaculture/Mariculture Development 9,280,000 6 Institutional strengthening 91,018,000 7 Compliance issues 2,280,000 8 Cross-cutting issues 21,115,000 Total 316,853,000 58 | Implementation phases and milestones The MoBEF will advocate for sufficient financial resources mobilization and allocations to support implementation of the Master Plan. This will be done in collaboration with the relevant implementing insti- tutions specified in the plan. To achieve this, a diverse combination of funding sources will be pursued, includ- ing government allocations, support from development partners, contributions from private sector, commu- nity involvement, and other stakeholders. The main approach will involve preparing project and programme proposals based of the Master Plan and using them to approach the appropriate funding sources for support. Level Mobilization Activities National Level - The government will dedicate and allocate adequate resources to the ministries responsible for implementing aspects of the Master Plan. - The local government will receive dedicated funding to support their respective initiatives within the Master Plan. - The government will seek additional resources from the donor community, international, national institutions, NGOs, and FBOs. - Resources mobilized by the government will be integrated into the mainframe budgetary system. District Level - Local governments will allocate adequate funds from their revenue to support interventions related to their roles in the Master Plan. - Seek support from other organizations and individuals willing to donate their time, resources, and staff. Community – Village/ Shehia Level - Shehia governments will allocate more funds from their revenues to support interventions outlined in the Master Plan assigned to the Small Fishers’ Communities (SFCs) - Mobilize resources from the private sector, community-based organizations (CBOs), and FBOs in the local community. 5.3 IMPLEMENTATION PHASES AND MILESTONES Detailed information on the implementation phases and milestones of the planned interventions are pre- sented in Annexes 1.1 through 1.6 of the Master Plan. These annexes outline the step-by-step process and timelines for executing the various activities to achieve the goals and objectives of the Fisheries Master Plan. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 59 6 CHAPTER SIX MONITORING AND EVALUATION PLAN 6.1 INTRODUCTION The MoBEF holds the responsibility for implementing, monitoring and evaluating the Fisheries Master Plan through its various departments including DoFD, DMC, DPPR, DoBED, ZAFICO and ZAFIRI. The Departments shall coordinate plan’s implementation, monitor its progress, and regularly reports to both the Ministry and Government. 6.2 CASCADING OF MASTER PLAN ACTIVITIES The Department of Fisheries and Aquaculture Devel- opment will be responsible for distributing the objec- tives, strategies and key interventions outline in the Master Plan to each implementing institutions or party. Once these are cascaded, the respective implementing institution, working closely with the MoBEF, will develop detailed plans for implementation and mobilise the necessary resources. Some interventions in the Master Plan will be implemented through country level projects or programmes, which will define the responsibilities of the various implementing institutions. All implementers will need to have Annual Work Plans aligned with ZFMP. 6.3 OBJECTIVES OF THE MASTER PLAN M&E SYSTEM The primary purpose of Monitoring and Evaluation (M&E) system is to track progress of key indicators and will be partially guided by the Results Framework of the Mas- ter Plan. The M&E system aims to achieve the following: 1. Support the monitoring of progress towards attaining the Master Plan’s objectives; 2. Provide a framework for assessing the outputs and outcomes of the Master Plan’s activities; 3. Identify implementation challenges faced by the Master Plan and facilitate the early solutions; 4. Strengthen the capacity of key institutions to systematically collect, collate, analyse and share disaggregated data related to promoting the Master Plan’s objectives; 5. Develop M&E strategies that enable the system- atic collection of data to detect changes in the interventions process and its effects, allowing for appropriate adjustments in the implement- ers’ responses. 6.4 IMPLEMENTERS’ PROGRESS REPORTS All institutions responsible for implementing Master Plan will be required to prepare and submit annual implementation and monitoring reports to the MoBEF and other relevant authorities. The narrative reports will include, but not limited to: 1. The approved component goals and their tar- gets, as outlined in the annual work plan; 2. Achievements in terms of output, highlighting any deviation from planned activities and out- put. The achievement should be reported qual- itatively and quantitatively; 3. Constraints faced during the implementation of annual work plan, including internal and external factors that affected the implementation; 4. Proposed remedial actions and way forward for resolving challenges, clearly outlining planned activities for next reporting period (one year). The reporting period shall be from July to June. When reporting on implementation of their respective work plans, the reporting implementers will also provide information on the achievements and constraints for the entire implementation period up to the time of reporting. All reports will be subject to approval by the relevant participatory organs of the implementing institution . The Department will then compile the progress reports into an Annual Monitoring Report for the entire Master Plan and present it for discussion and sharing at an annual stakeholders’ consultative conference, to be held in early July of the following financial year. 60 | Risk monitoring 6.5 RISK MONITORING The Master Plan acknowledges the major risks that are anticipated during its implementation, as outlined in Table 6.1. The monitoring of these will be conducted closely and appropriate mitigation strategies will be identified and put into actions. By closely observing and addressing potential challenges, the implementa- tion process can be better managed to ensure the suc- cessful achievement of the Master Plan’s objectives. Continuous risk monitoring and proactive mitigation will help to safeguard the plan’s progress and increase the likelihood of its overall success. Table 6.1: Risk Management Strategies. Risk Expected Impact Planned response Uncertainty in Government commitment to finance implementation. Apart from creating undue uncertainties, it makes it difficult to implement some of the activities of the Master Plan. The MoBEF will ensure full implementation to enable the country to gain the enormous benefits resulting from the effective implementation of the Master Plan. The Government will be advised that allocating adequate resources to the plan’s implementation will significantly benefit the nation. Inadequate leadership commitment to implementation of the Master Plan. This will certainly have negative effects on the Plan’s implementation The Master Plan was prepared with extensive involvement of stakeholders in government, making it well-owned by the leadership and key stakeholders. Cascading the Plan’s activities and include them in the implementing institution’s plans will provide the necessary push for effective implementation of the Master Plan. Inability to provide attractive remuneration and motivation for staff. This will seriously limit implementation of the planned activities. The Zanzibar Government is committed to gradually providing an attractive remuneration and benefit package to ensure the retention of quality and motivated staff, meeting the challenges of ensuring their effectiveness. Inadequate staff and stakeholder competencies to handle the complex issues and tasks facing the fisheries sector. This will seriously limit implementation of the planned activities. The Master Plan has included measures to sensitise and enhance the capacities of all key stakeholders and actors in the fisheries sector, ensuring they are well-equipped to address complex challenges effectively Failure to adequately monitor and evaluate implementation of the Master Plan. It will be difficult to know conclusively whether the plan is achieving its objectives. The Master Plan has included arrangements for monitoring and evaluation. More detailed monitoring and evaluation guidelines will be prepared and provided to all key implementers of the Plan to enable comprehensive assessment of the Plan’s progress towards achieving its objectives. Key stakeholders might fail to give the expected level of cooperation. Without this cooperation, many of the components will fail to achieve their desired outputs impacting the overall outcomes. The MoBEF will actively promote stakeholders cooperation through clear cooperation arrangements (MoUs), improved information sharing, and active involvement in meetings and events designed to foster strong commitment among partners. The cascading of interventions to implement Master Plan to the various institutions will also serve to enhance cooperation. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 61 6.6 SCHEDULED REVIEWS During each five-year cycle of the Master Plan imple- mentation, a total of five formal annual reviews are scheduled to track progress in the implementation of the key interventions. The review will determine whether the planned activities are moving towards achieving desired targets and assess whether they are on track, off track, unknown or at risk. In addition, the review will monitor any changes in the realized outputs over the period and evaluate issues, challenges, and lessons learn over the year. The extent to which the outputs delivered contribute to achieving the strategic objectives of the Plan will also be evaluated. The find- ings from the reviews will be used to make necessary adjustments to implementation strategies. 6.7 EVALUATIONS At the end of every fifth year of implementation, MoBEF will collaborate with an external consultant to con- duct an independent evaluation of the Master Plan. This evaluation aims to assess progress made towards achieving the planned outcomes of the Master Plan. Critical and performance measurement will be con- ducted annually using Master Plan indicators outlined in Table 6.2. The evaluation team will have the mandate to identify and include other relevant issues for assessment, sub- ject to prior agreement with the Ministry. After discus- sion at all levels, the adopted recommendations from the evaluation reports will be implemented and inte- grated into subsequent plan. This ensures that valuable insights and improvements identified during the eval- uation process are effectively incorporated into the ongoing implementation of the Master Plan. Table 6.2: Key performance indicators for the master plan monitoring evaluation and learning Performance Indicators 1. Percentage of stakeholders satisfied with the fisheries policy and legal framework. 2. Percentage of international organisations connected with the fisheries sector in which Zanzibar is actively represented. 3. Proportion of SFCs considered to be functional. 4. Percentage of the AU-NEPA Policy Framework and Reform Strategy Objectives effectively integrated in Zanzibar fisheries policy and legal framework. 5. Amount of annual funding directed at the development of the fisheries sector. 6. Percentage of stakeholders satisfied with the performance of the Fisheries department. 7. Percentage of stakeholders satisfied with the priority accorded to the fisheries sector by politicians/ government. 8. Percentage of sectoral policies and laws in Zanzibar aligned well with the vision of productive and sustainable development of the fisheries sector. 9. Average stock levels disaggregated per main species. 10. Percentage of fishers engaged in deep sea fishing. 11. The annual value of fish catch in monetary terms from artisanal fisheries. 12. Average annual household income of fishing communities. 13. Percentage of revenues from fisheries attributed to processing activities. 14. Percentage of annual revenues from the fisheries sector coming from semi/full fisheries industries activities. 15. Number of investors in semi/full fisheries industries activities disaggregated by local versus foreign. 16. Percentage of fishermen viewing fishing as trade (or with business mindedness). 17. Percentage of formal SMEs operating in the fishing sector. 62 | Evaluations Performance Indicators 18. Number of skilled people joining the fisheries sector. 19. Percentage of small business operating in the fishing sector able to export fish products. 20. Percentage of fishermen engaged in mariculture. 21. Percentage of annual national fisheries sector revenue from mariculture. 22. Number of people engaged in mariculture. 23. Amount of funding directed to fisheries research in Zanzibar. 24. Number of new research projects implemented each year. 25. Extent of planning and decision making in the fisheries informed by research evidence. 26. Number of uses of the web-based fisheries information system. 27. Amount of funding directed to fisheries training in Zanzibar – disaggregated by academic versus practical. 28. Number of fisheries experts trained disaggregated by field/specialisation. 29. Number of artisans and technicians produced for the fisheries sector. 30. Number of participants in in-service fisheries training programmes. 31. Total number of fisheries experts in Zanzibar (working in the sector). 32. Total number of fisheries artisans and technicians in Zanzibar (working in the sector). 33. Amount of funding directed to MCS activities. 34. Extent of IUU in each major fishing area as perceived by members of SFCs. 35. Extent of annual losses to IUU activities. 36. Number of active association of fishers in Zanzibar. 37. Percentage of active association of fishers with financing arrangements for members with the financial institutions. 38. Percentage of active association of fishers with joint ownership of fishing gears (boats, etc.). 39. Percentage of people of working age in fishing communities engaged in non-fishing activities. 40. Number of operating fishing-related businesses in Zanzibar – disaggregated by district. 41. Percentage of women participating in the fisheries sector – disaggregated by value chain activities. 42. Percentage of the youth participating in the fisheries sector – disaggregated by value chain activities. 43. Extent of impacts of climate change and environment disasters on Zanzibar fisheries ecosystems. 44. Extent of adaptive capacity in the fishing communities to respond to climate change and environmental disasters. 45. HIV prevalence in fishing communities – disaggregated by district, gender and age. 46. Percentage of NGOs/CBOs engaged in fishing related activities. 47. One fisheries research institute established and operationalised. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 63 The evaluations will follow detailed Terms of Refer- ences (ToR), which will be prepared and approved by the Ministry responsible for fisheries. The focus of the evaluations will be on the following aspects: 1. Assessing the reasons for successes or failure of specific aspects of the Plan; 2. Evaluating whether the Plan is achieving its goals, objectives and targets; 3. Examining whether the effects of the Plan con- tribute to a better fulfillment of its mission and vision; 4. Assessing the adequacy of the resources mobil- ised to plan implement; 5. Determining whether available resources are being efficiently utilised to achieving the strate- gic goals of the Plan; 6. Identifying any in the strategic planning and implementation process that need immediate or long-term solutions. Additionally, the evaluations of the ToR will cover the following aspects (but not limited to): 1. Subject of the evaluation; 2. Methodology to be adopted, including data col- lection procedures, sampling procedures, indi- cators to be used, and basis for comparison, etc; 3. Analysis of the findings; 4. Evaluation of the achievements; 5. Feedback of the evaluation of findings. 6.8 REPORTS AND REPORTING The primary purpose of the Monitoring and Evalua- tion (M&E) System for the Master Plan is to provide the fisheries actors and stakeholders with valuable data to support their planning and decision-making pro- cesses. In line with this, the MoBEF will be responsible for producing and disseminating Annual Implementa- tion Reports and Five-year Evaluation Reports, which will be widely shared. 6.9 THE MASTER PLAN REVIEW AND UPDATE The Master Plan will undergo a review, update, and renewal process after every five years of its implemen- tation. The review team will consist of experts famil- iar with contemporary issues related to the fisheries sector. 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USAID, 2016.Tanzania HIV/AIDS Fact Sheet. World Bank, 2012. Hidden Harvest: The Global Contribution of Capture Fisheries. Washington DC. 92 pp. 68 | References World Bank, 2015. Project Appraisal Document for a First South West Indian Ocean Fisheries Governance and Shared Growth Project – SWIOFish. Zanzibar Commission for Lands, Finnish Environment Institute and National Land Survey of Finland. Institutional Coopera- tion Instrument of the Ministry for Foreign Affairs of Finland Project Document.National Spatial Data Infrastructure for Integrated Coastal and Marine Spatial Planning in Zanzibar ZAN-SDI. ZIPA, Zanzibar Investment Guide: 2016-17. ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 69 ANNEXES Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible Annex 1 .1 Review of the Enabling Environment 1.1 Review of policies Ensure the new Fisheries Policy is revised and approved. Sensitize key stakeholders on the new policy. Key stakeholders are sensitized on new policy 15,000 High MoBEF, DPs. Lead efforts to have sectoral policies harmonized. Sectoral policies are harmonized. 10,000 High Engage public dissemination on fisheries policy and masterplan Public dissemination achieved. 11,000 High Operationalize the new policy. The new policy is operationalized 10,000 High 1.2 Review of Acts and Regulation Address key barriers existing in Zanzibar Fisheries, Marine Conservation and ZAFIRI Acts and Regulations. Undertake efforts to harmonize sectoral guidelines. Sectoral guidelines affecting fisheries are harmonized. 15,000 High MoBEF, DPs.Update and improve the Acts and Regulations. Updated Acts and all its Regulations. 14,000 High Undertake a comprehensive review of Acts and Regulations. Acts and all Regulations are reviewed. 15,000 High Sub total 90,000 Annex 1 .2 . Fisheries (Stock) Development 2.1 Fisheries stock management Promote Fish Stock Assessment of the priority fisheries Identify stakeholders and agree on objectives of management of fisheries stocks/resources Key stakeholders identified and sensitized by 2023/24. 9,000 High MoBEF, DPs, Research Institutions, NGOs/CSOs, Private Sector.Conduct context analysis of the fisheries resources. Comprehensive study done by 2024/25. 600,000 High 70 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 2.1 Fisheries stock management Promote adoption of harvest strategies of the priority fisheries. Conduct a stock assessment Comprehensive Stock assessment done by 2025/26. 600,000 High MoBEF, DPs, Research Institutions, NGOs/CSOs, Private Sector. Develop management plans. Management planning framework developed and implemented by 2025/26. 200,000 High Evaluate fish stock assessment process and models. Evaluation of stock assessment process undertaken periodically by 2026/27. 50,000 Medium Sub total 1,459,000 Annex 1 .3 . Fisheries Development 3.1 Artisanal Fisheries transformation a. Facilitate artisanal fisheries to undertake productive and sustainable fishing further offshore in deeper waters. b. Promote alternative livelihoods for fishing communities. c. Promote controlled fishing in inshore waters for sustainability. Preparation and implementation of an Integrated FAD fisheries development and management programme. FAD fisheries developed. 500,000 Medium MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP. Establish programmes to promote alternative fishing communities with access to financing mechanism 60% of fishers are linked with financial services. 20,000 High Improve the efficiency and safety at sea of fishing units operating further offshore in deeper waters. Efficiency and safety plan developed and implemented. 30,000 High Establish/strengthen programmes to promote alternative livelihoods for fishing communities. At least 5 comprehensive programmes are established. 35,000 Medium ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 71 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 3.1 Artisanal Fisheries transformation Establish/strengthen programmes to ensure controlled fishing in inshore waters for sustainability At least 3 programmes for controlling inshore water fishing are developed. 15,000 High MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP. 3.1 Artisanal Fisheries transformation d. Promote value addition by artisanal fishermen. Promote the development of wider fishers’ committees. Twenty (22) wider fishers committees are in place - 2 per district. 45,000 Medium MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP. Establish/strengthen programmes to promote value addition by artisanal fishermen. At least 3 value addition programmes are established and implemented. 20,000 High e. Facilitate better access to markets for artisanal fishermen. Strengthen/establish mechanisms to enhance access to markets for artisanal fishermen. Marketing system for artisanal fishermen is in place. 70,000 High Promote knowledge sharing on fishing practices and experience b. To conduct annual Fisheries stakeholder forum where fisher from all over Zanzibar will get the chance to meet and present their challenges and opportunities Knowledge Sharing Platforms Developed 100,000 High Strengthening MCS within national boundaries c. Proper control of cross border entry by foreign fisherman Cross Boundary Patrols Strengthened 120,000 High 3.2 Development of Semi & Industrial Fisheries a. Promote investments in small and medium fisheries processing centres. Mainstream PPP model in productive and sustainable semi & full fisheries industries. PPP and Private Sector Financing in fisheries industries engaged. 20,000 High MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP, LGA. 72 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 3.2 Development of Semi & Industrial Fisheries b. Develop an effective information base/resource centre to guide investments and decisions related to semi- and full- fisheries industries. Establishment of semi and industrial fisheries information centers Two Information centers established 5,000,000 High MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP, LGA. d. Establish Zanzibar industrial fishing fleet operating offshore c. Strengthening and Building capacity of ZAFICO. ZAFICO fully transformed and Profitable 100,000 Medium Promote local industrial fishing fleet operating offshore Local fishing fleet developed 350,000 High e. Programme to improve the quality of (fish) post- harvest activities. Support handling and processing facilities for fisheries stakeholders Post Harvest Loss Reduction achieved. 400,000 Low f. Programme for value addition f. Promote industries for dried, frozen and canned exports. Processing industries established 5,000,000 Medium g. Promote the development of financing mechanisms to support semi/full fisheries industries. Government incentives to facilitate attractive credit conditions from local and foreign financial institutions in support of the fisheries sector. Strengthen the capacity of the Department of Fisheries & Aquaculture to support the development of semi/full fisheries industries. . Department of Fisheries is strengthened. 900,000 Medium ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 73 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 3.2 Development of Semi & Industrial Fisheries h. Develop a framework for integration of foreign offshore Industrial fishing fleets in Zanzibar. Develop an enabling environment for investors in the fisheries sector Investment package for fisheries sector established 8,000,000 Medium MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP, LGA. Develop collaboration with DSFA in order to ensure adequate MCS of industrial fisheries involving Zanzibar interests. Collaboration plan with DSFA developed 60,000 High Develop reliable local and export markets. Local and export market systems for fisheries products developed. 130,000 High Technical support for the development of semi/full fisheries industries. Technical assistance identified and engaged. 30,000 Medium Promote the development of complementary fishing infrastructure. Complementary fishing infrastructure developed. 1,000,000 High Promote the development of financing mechanisms to support semi/full fisheries industries. Financing mechanism for semi/full fisheries industries developed. 70,000 Low 3.2 Development of Semi & Industrial Fisheries a. Encourage and promote the use of navigation and fish detecting devices to assist fishers in finding potential Training of fishers on use of GPS, Fish Finder, Maps Fishers fully equipped with innovtive technology 85,000 High MoBEF, DSFA, ZAFICO, ZIPA, Private Sector, NGOs/CSOs, DPs, MoTI, MoFP, Support fish detecting and navigation devices to fishers Fishers equipped with innvoative technologies 700,000 High 74 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 3.3 Consolidation/ Development of Marine Conservation Areas Promote development of Marine Conservation Areas Review/update existing policy and guidelines for establishing and managing marine protected areas. All MCAs policies and guidelines reviewed and updated. 60,000 High Department of Marine Conservation Establish at least 2 marine protected areas on the East part of Pemba during the 15-year period of the Plan 2 MCAs established. 750,000 Medium Total - Fisheries Development 23,610,000 Annex 1 .4 . Support Infrastructure Development 4.1 Fish Ports, Landing Sites and Dry Dock facilities. Ensure establishment of Fish ports, landing sites, drydocks and other support infrastructure. Construction of dedicated fish ports Fish ports are constructed in Zanzibar 30,000,000 High MoBEF, DPs, Private Sector, ZPC, MoTI, MoFP, LGAs, etc. Ensure establishment of Fish ports, landing sites, drydocks and other support infrastructure. Establishment/ improvement of landing sites facilities. Landing sites are developed and improved in Zanzibar 9,000,000 High MoBEF, DPs, Private Sector, ZPC, MoTI, MoFP, LGAs, etc. Establishment of dry-dock facilities. Dry-dock facilities are developed 60,000,000 High Development Other Support Infrastructure At least one ice-making unit in each district is establishd 1,800,000 High A network of cold-storage services accessible in each major landing site. 300,000 High Boat-building yards are established 180,000 Medium ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 75 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 4.1 Fish Ports, Landing Sites and Dry Dock facilities. Ensure establishment of Fish ports, landing sites, drydocks and other support infrastructure. Development Other Support Infrastructure One plant to make fishing nets. 600,000 Medium MoBEF, DPs, Private Sector, ZPC, MoTI, MoFP, LGAs, etc. One new engine repair and maintenance workshop in each district. 150,000 Medium Fish and seaweed processing plants are established 65,000,000 High 4.2 Quality Certification & Control Labs Improve competence and quality improvement and certification capacity of ZAFIRI Strengthen the capacity of ZAFIRI ZAFIRI complies with national/international standards and quality for fisheries products. 500,000 High ZAFIRI, DPs, Research Institutions, ZBS, ZFDA Strengthen the capacity and functions of ZAFIRI to coordinate with other certification institutions ZAFIRI complies with national/international standards and quality for fisheries products 500,000 Medium Total - Support infrastructure development 168,030,000 Annex 1 .5 Aquaculture/Mariculture Development 5.1 Aquaculture/ mariculture promotion 1. Promote establishment of effective extension services for mariculture. Put in place an effective and efficient extension program. Exetnsion program put in place by 2023/24 150,000 High MoBEF, DPs, MoTI, 2. Define and target high potential aquaculture zones and appropriate production systems. Carry out an inventory of high potential aquaculture zones and appropriate production systems. Inventory study conducted by 2023/24 130,000 High LGAs 5.1 Aquaculture/ mariculture promotion 3. Promote the opportunities available in mariculture. Determine production technologies (farming systems) that are most suitable to each high potential zone. At least 80% of high potential zones are supported with appropriate technologies by 2024/25. 2,000,000 High Academic/ Research Institutions 76 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 5.1 Aquaculture/ mariculture promotion 4. Promote the use of research to inform the development of mariculture. Make available to investors and other development agents information on high potential aquaculture zones and appropriate production technologies. Introduce Public Information system by 2024/25. 300,000 Medium Academic/ Research Institutions Ensure that interventions of all stakeholders are conducted only in the designed zones and are authorized and coordinated. Stakeholders’ coordination mechanism established by 2023/24. 150,000 Medium Grant licenses and/or permits to commercial aquaculture farmers by zone and production system. At least 80% of commercial aquaculture famers are granted with license on timely basis by 2025/26. 1,200,000 Medium 5.1 Aquaculture/ mariculture promotion Promote seaweed production and value addition Focus on zones with high potential when promoting aquaculture activities, and / or providing extension services to farmers. At least 80% of farmers are provided with effective extension services by 2025/26. 120,000 High Academic/ Research Institutions Innovation of new seaweed farming techniques % of farmers engaged in new farming techniques 250,000 5. Capacity building Empower farmers with adequate skills in production technologies, aqua-farm and aqua- business management, post-production technologies, and marketing of aquaculture products. 80% of farmers are empowered with adequate skills by 2031/32. 150,000 High ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 77 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 5.1 Aquaculture/ mariculture promotion 5. Capacity building The government to ensure that the private sector produces and grow- out farmers use good quality seed in sufficient quantities. 80% of farmers use quality seeds by 2031/32. 150,000 High Academic/ Research Institutions 5.1 Aquaculture/ mariculture promotion 5. Capacity building Strengthen aquaculture research and disseminate results to farmers and decision-makers in a simple and effective way. Research agenda for aquaculture established by 2024/25. 780,000 High Academic/ Research Institutions Promote investments into aquaculture. At least 15 Major Strategic PPP Investors by 2024/25. 150,000 High Promote aquaculture as a business to maximize the benefits from its development. At least 65% of aquaculture products is exported by 2026/27. 300,000 High Create an enabling environment through infrastructure development to support aquaculture. At least 80% of all zones are provided with adequate infrastructure by 2031/32. 1,800,000 High Facilitate the creation of market linkages across the aquaculture value chain. At least 80% of all farmers are linked to reliable markets nationally and internationally by 2031/32. 1,500,000 High 5.1 Aquaculture/ mariculture promotion 5. Capacity building Enhance the promotion of aquaculture products. Promotion and marketing plan for aquaculture products is developed by 2024/25. 150,000 High Academic/ Research InstitutionsTotal - Aquaculture/ Mariculture promotion 9,280,000 78 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible Annex 1 .6 Institutional Strengthening 6.1 Competent Authority Promote establishment of Competent authority and provide awareness to stakeholders Provide capacity building and adequate knowledge about competent authority to fisheries experts and stakeholders in Unguja and Pemba Capacity building and knowledge requirements are met. 450,000 High ZAFIRI, MoBE Develop a special incentive scheme for professionals working in quality control and certification sector. Incentive structure for quality control and certiifcation professionals is developed and implemented. 150,000 Medium Improve working facilities for professionals working in quality control and certification sector in Unguja and Pemba The right workspace and environment requirements are met. 5,000,000 High 6.1 Competent Authority Promote establishment of Competent authority and provide awareness to stakeholders Provide SFCs with the necessary skills, resources and institutional support structures to support quality control and standards SFCs are empowered to address quality control and standards 1,000,000 High ZAFIRI, MoBE 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Conduct assessment on fisheries research and disseminate results to stakeholders and decision makers Assessment report and implementation of recommendations produced. 600,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Initiate the publication of the annual statistics reports. Annual fisheries statistical reports produced. 300,000 High ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 79 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Enhance the human and financial capacities of the Fisheries Research Institute. Capacity development plan of fisheries unit developed and implemented. 900,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Develop an MoU for data sharing and processing between the Research Institute and the Fisheries Administration MoU developed and signed. 120,000 High 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Identify and implement a basic and advanced research training plan for researchers. Researchers’ training plan for fisheries developed. 120,000 Medium MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Identify a list of priority research needs. Research needs priorities identified. 130,000 High Develop a coordinated fisheries research plan involving both public and private institutions, organizing a Scientific Working Group on fisheries in Zanzibar every 4 to 5 years. Fisheries research plan with key stakeholders developed. 130,000 Medium Develop a scientific fisheries communication strategy. Scientific fisheries communication strategy developed. 140,000 Medium Develop and implement strategic applied research projects/programmes to support the fisheries sector. At least 45 applied research projects/ programmes (3 in each year) developed and implemented. 3,000,000 Medium 80 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Develop a fisheries information management framework. Fisheries Information management framework developed. 300,000 Low MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Develop web-based platform to implement the framework. Web-based platform for fisheries information Mgt framework developed. 200,000 Low Operate and maintain the system. The system (Fisheries Information management framework) is fully functional. 28,000 Low Publicize the system. System publication plan is developed and implemented. 90,000 Low Strengthen mechanisms for Government funding of research institutions. Resource mobilisation strategy for research institution is developed. 200,000 High Acquire a national fisheries research vessel. National fisheries research vessel is procured. 9,000,000 Medium 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Establishment/Capacity building of fisheries research institutions. Research capacity development plan for fisheries research institution developed and implemented. 200,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 81 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.2 Research, Extension & Information Management Strengthening fisheries research and disseminate results to stakeholders and decision makers Establish more functional links between the research institutions and research data consumers. Linkage mechanism between research institutions and research data consumers is developed. 80,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Establish a comprehensive fisheries research agenda for Zanzibar. Fisheries research agenda is established. 120,000 High Establish mechanisms for facilitating fisheries extension services. Mechanism for fisheries extension services is developed. 200,000 High 6.3 Training Institute(s) a. Promote the setting- up of fisheries training institutions in Zanzibar. Develop and implement a national strategic human resource development plan/strategy for the fisheries sector. National strategic human resource development plan/strategy developed. 250,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector 6.3 Research, Extension & Information Management a. Strengthening fisheries research and disseminate results to stakeholders and decision makers Develop a competitive national scheme of service for fisheries cadre working in the public sector. Competitive scheme of service for fisheries cadre developed 250,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Establish a Zanzibar (national) fisheries training institute (for accredited certificate and diploma programmes). Zanzibar Fisheries Training Institute established 64,500,000 High 82 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.3 Research, Extension & Information Management b. Support and strengthening capacity of training institutes through human resources development and research funding. Work with universities in Zanzibar to establish accredited degree and postgraduate programmes in fisheries and related fields. MoU with Universities on fisheries accredited degrees and postgraduate programmes established. 30,000 High MoBEF, MoEVT, MoTI, LGAs, DPs, NGOs/ CSOs, Research Institutions, MoFP, OCGS, Private Sector Develop/strengthen/ promote regular in-service professional training in the fisheries sector (with a focus on semi/full fisheries industrial needs) SSF industrial transformation achieved. 200,000 High Develop/strengthen/ promote regular in-service professional training in the fisheries sector (with a focus on semi/full fisheries industrial needs) Develop/strengthen/ promote regular training for artisanal fishermen, members of SFCs and Shehia leaders. Regular training plan for artisanal fishermen, members of SFCs and Shehia leaders developed. 200,000 Establish and maintain a fisheries sector human resources database. Fisheries sector resource database developed and maintained. 400,000 Medium c. Facilitate and improve dialogue between the fisheries training institutes and the government. Facilitate fisheries training and government institutions dialogues Number of dialogues conducted 80000 6.4 Fisheries Cooperatives. a. Initiate the setting- up of national fisheries cooperatives and related actors. Establish/Strengthen fisheries cooperatives to facilitate access to institutional credit and markets 80% of fisheries associations have formal governance and organisational structure 600,000 High MoBEF, LGAs, MoTI, NGO/CSOs, etc.b. Develop the structure to support collaborative management of the Fisheries Sector. Promote the formation of a national fisheries cooperatives in Zanzibar. Representative body established and empowered 260,000 High ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 83 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.4 Fisheries Cooperatives. c. Promote efficiency in utilization of the existing fishing potential and ensure ecological balance through establishment of cooperatives relevant to the development of fishing activities. Promote the formation of a national representative body for the Fisheries cooperatives in Zanzibar A national representative body for fisheries in Zanzibar is formed 260,000 High MoBEF, LGAs, MoTI, NGO/CSOs, etc. Support participation of fishing industry organizations and NGOs in promoting self- regulation through training participation. 80% of fisheries associations in Zanzibar are compliant with laws and regulations. 300,000 High 6.5 Food Safety and Quality Control Create the Quality Assurance (QA) environment to support growth of the domestic market and access to foreign markets for fish and fish products. Conduct product registration, pre-and post-inspections, seize, condemn and dispose unfit food for human consumption. Quality compliance standards is implemented by 100% 200,000 High ZAFIRI, ZBS, ZFDA, MoTI, MoBEF, ZAFICO Strengthen capability of the fish industry to comply with QA requirements. Develop capability within processing plants for Quality Control and QA through training and technical assistance. Quality compliance standards achieved 200,000 High 6.5 Food Safety and Quality Control Develop, promote and enforce standards in order to ensure health and safety of the consumers as well as protecting the environment. Train fishermen in on- board sanitation and fish handling techniques. 80% of fishermen are trained on on-board sanitation and fish handling techniques. 200,000 High ZAFIRI, ZBS, ZFDA, MoTI, MoBEF, ZAFICO 84 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 6.5 Food Safety and Quality Control d. Build confidence of consumers and traders for their goods and services in the markets. Facilitate attendance at workshops, trade shows and expositions for the processing and retail components of the sector. 80% of fisheries associations are represented in workshops, trade shows and expositions for the processing and retail components of the sector 200,000 Medium ZAFIRI, ZBS, ZFDA, MoTI, MoBEF, ZAFICO e. Ensure that Zanzibar fishery products are of the quality, health and safety standards required in key export markets. Develop capability within plants/industries for Quality Control and QA through training and technical assistance. National quality assurance plan developed. 300,000 High f. Provide policy options and recommendations for food safety and quality control agencies/units. Incorporate quality assurance in National policy % of recommendation of QA are incooperated in national policy 130,000 High Total - Institutional strengthening 91,018,000 Annex 1 .7 Compliance Issues 7.1 MCS (KMKM, Zanzibar Maritime Authority, Police) a. Strengthen institutional framework/system for MCS for combating IUU fishing. Consolidate the Zanzibar MCS system. Zanzibar MCS system developed. 300,000 High MoBEF, ZMA, KMKM, Police, Navy, DSFA b. Improve regional cooperation and collaboration for sustainable fisheries management. Strengthen MCS Regional/ District Coordination Capacity. The MCS Regional/district coordination mechanism established. 500,000 High c. Strengthen MCS capacity Strengthen community- level MCS capacity. Community level MCS capacity development plan developed and implemented. 500,000 High d. Strengthen DFD, DMC, Police & KMKM enforcement capacities. Resource mobilisation strategy for MCS developed and implemented 300,000 High ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 85 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 7.1 MCS (KMKM, Zanzibar Maritime Authority, Police) Improve funding for MCS activities. Establish/Strengthen funding mechanisms for MCS. Funding mechanism established 300,000 Medium MoBEF, ZMA, KMKM, Police, Navy, DSFA7.2 Fisheries Information Stop Centre Enhance availability of fisheries information. Establish Fisheries Information centre (one stop centre). Fisheries information centre established. 300,000 High 7.3 Links with DSFA a. Promote linkages with DSFA. Establish linkage mechanism with DSFA. Linkage mechanism with DSFA established. 80,000 Medium Total - Compliance issues 2,280,000 Annex 1 .8 Cross-Cutting Issues 8.1 Environment & Climate Change 1. Strengthen the capacities of poor fishing communities to adapt to and mitigate against climate change and disasters Develop/strengthen/ promote programmes that respond to specific climate change and environmental issues affecting the fisheries sector. At least 20 programmes developed by 2031/32. 150,000 High MoBEF, FVPO, SVPO, LGAs, TMA2. Rehabilitate specific areas of the fisheries systems that have been damaged by climate change and environmental degradation. Capacity building programme on climate smart fisheries. 80% of fishers trained on smart fisheries by 2025/2026. 300,000 High Review/strengthen existing policies, laws and regulations pertaining to climate change and the environment to include more specific measures to protect the fisheries. ecosystems 100% of existing laws pertaining to climate and environmental issues reviewed and revised. 300,000 High 86 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 8.1 Environment & Climate Change 2. Rehabilitate specific areas of the fisheries systems that have been damaged by climate change and environmental degradation. Develop/strengthen existing solid waste management arrangements in landed sites and areas close to fisheries resources. Solid waste management plans developed for all 30 official fish landing sites. 600,000 High MoBEF, FVPO, SVPO, LGAs, TMA Develop/strengthen Zanzibar climate change/ environmental disasters’ early warning system. Early warning system installed/strengthened in 12 districts in Zanzibar. 2,500,000 High Integration of smart climate measures in fisheries programmes and projects. Integration strategy developed and implemented. 150,000 High 8.2 Youth Development & Gender Address key barriers and constraints that limit women and the youth to participate in and benefit from the fisheries sector. Study and document the barriers facing women and the youth in entering and benefiting from the fisheries sector. One assessment study conducted by 2025. 120,000 High MoBEF, Min resp for Gender, LGAsEstablish/strengthen policies, programmes and projects aimed at profitable participation of women and youth into the fisheries sector. 10 Youth and women programmes/projects developed & implemented. 1,000,000 High 8.3 Disaster risk management 1. Promote advocacy on DRM planning and budgetary issues Develop and undertake advocacy on government to demand for developing budget code for DRM on Ministry’s budget. Advocacy plan developed and implemented. 900,000 High Ministry responsible for DRM, Fisheries, Disaster, Environment ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 87 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 8.3 Disaster risk management 2. Ensure institutional capacity development on DRM. Employ staff with knowledge and exposure on DRM. At least 3 staff competent in DRM employed. 350,000 High Ministry responsible for DRM, Fisheries, Disaster, Environment Prepare fishery sector’s risk profile. Fishery risk profile developed. 120,000 High 8.4 Poverty alleviation 1. Strengthen fishing community organization and representation. Establish/Strengthen fishers associations to facilitate access of fishers to institutional credit for the modernization of fishing units 80% of fisheries associations are linked with financial institutions 500,000 High Ministries responsible for Fisheries, Cooperatives, LGAs,Trade, Human resources 2. Promote alternative employment opportunities for the coastal fishing communities. Develop programmes to support alternative employment opportunities for the coastal fishing communities At least 12 big programmes for alternative employment opportunities in coastal societies are established 1,200,000 High 3. Promote the development of fishing as business mind- set. Support and expand community based training programmes in fishing technology and quality assurance and fisheries- based entrepreneurship. Comprehensive capacity building plan on fishing technology and quality assurance is prepared and implemented. 600,000 High 4. Develop the human resource of the sector. Develop and establish fish market, access roads, water supply, energy supply in fish landing sites targeting poor fishing communities. 70% of fish landing sites improved with reliable services. 9,500,000 High 88 | Annexes Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 8.4 Poverty alleviation 4. Develop the human resource of the sector. Train fishers, fish processors and fish marketing operators working with poor fishing communities on improved practices in fish handling, storage and processing. 70% of fishers, fish processors and fish marketing operators are trained on fishing communities on improved practices in fish handling, storage and processing. 1,200,000 High Ministries responsible for Fisheries, Cooperatives, LGAs,Trade, Human resources 8.5 Alignment & Linkages with other sectors (Oil & Gas, Tourism) 1. Promote strategic alignment with sectors -tourism, fishery and oil & gas. Form a cross-sectoral joint committee to spearhead the alignment process Cross-sectoral joint committee is formed. 60,000 High Ministries responsible for Fisheries, Tourism2. Promote fisheries tourism. Review and harmonize sectoral laws, regulation and procedures. 60% of relevant sectoral laws, regulations and procedures are reviewed and harmonized. 80,000 High Develop fisheries tourism plan. Fisheries-tourism plan is developed. 55,000 Medium Develop promotional tools for fisheries-tourism. Promotional tools for fisheries tourism are developed and tested. 80,000 Medium 8.6 Child Labour 1. Promote compliance of laws, regulations and procedures related to child labour. Review of laws and regulations on child labour issues. 60% of laws and regulations on child labour issues are reviewed. 30,000 High Ministries responsible for Fisheries, Labour, Attoney General, NGOs, 2. Develop the capacity of the Ministry on child labour related issues. Undertake sensitization programmes to fishing communities on child labour issues. 80% of fishing communities are sensitized on child labour issues. 1,200,000 High Ministry responsible for fisheries to include child labour information within their M&E system. Child labour issues are integrated into the Ministry’s M&E Framework. 60,000 High ZANZIBAR FISHERIES MASTER PLAN 2023-2038 | 89 Action Code Broad Issue Strategies Key Interventions KPIs/Target Indicative Budget (TShs ,000) Priority Responsible 8.6 Child Labour 2. Develop the capacity of the Ministry on child labour related issues. Mainstream child labour factors into regular surveys and census. 100% of Ministry’s regular surveys and census includes the child labour factors. 60,000 High Ministries responsible for Fisheries, Labour, Attoney General, NGOs, Sub total cross 21,115,000 THE MINISTRY OF BLUE ECONOMY AND FISHERIES, ZANZIBAR +2550242941195 info@blueeconomysmz.go.tz Maisara Area, ZURA Building Ground Floor, Room No.06 P.O.Box 149 Foreword Acknowledgment Executive Summary Table of Contents Abbreviations 1 Chapter one Introduction 1.1 Background 1.2 Purpose and Rationale of the Master Plan 1.3 The Planning Process 2 chapter two THE POLICY AND STRATEGIC Frameworks 2.1 Zanzibar Development Vision 2050 2.2 Zanzibar Development Plan 2021 – 2026 2.3 Zanzibar Blue Economy Policy (2022) 2.4 Fisheries Policy 2.5 Zanzibar Climate Change Strategy (2014) 2.6 Other Relevant Policies 2.6.1 Zanzibar Industrial Policy (2019) 2.6.2 Agriculture Sector Policy (2002) 2.6.3 Zanzibar Water Policy (2004) 2.6.4 Zanzibar Forestry Policy (1995) 2.6.5 Zanzibar Land Policy (2018) 2.6.6 Zanzibar Disaster Management Policy (2011) 2.6.7 Zanzibar Environment Policy (2013) 2.6.8 Zanzibar Education Policy (2006) 2.6.9 Zanzibar Trade Policy (2006) 2.6.10 Zanzibar Investment Policy (2005) 2.6.11 Small and Medium Enterprise (SME) Policy (2020) 2.6.12 Zanzibar Employment Policy (2008) 2.6.13 Zanzibar Youth Development Policy (2005) 2.6.14 Zanzibar Food Security and Nutrition Policy (2008) 2.6.15 Zanzibar Health Policy (2011) 2.6.16 Zanzibar Public Private Partnership Policy (2014) 2.6.17 Zanzibar Cooperative Development Policy (2014) 2.6.18 Zanzibar Gender Policy (2016) 2.7 International and Regional Conventions 2.7.1 UN Convention on the Law of the Sea (UNCLOS) 2.7.2 Sustainable Development Goals (SDGs) 2.7.3 AU Agenda 2063 2.7.4 Africa Integrated Maritime Strategy 2050 (AIMS) 2.7.5 AU Blue Economy Strategy 2.7.6 SADC Protocol on Fisheries 2.7.7 Rome Charter on Maritime Security 2.7.8 IORA Blue Economy Declaration 2.7.9 Policy Framework on Fisheries and Aquaculture in Africa (PFRS) 2.7.10 CEDAW Convention on Women 2.8 Fisheries Related Multilateral Environmental Agreements 2.8.1 The Convention on Trade in Endangered Species of Flora and Fauna 1973 (CITES) 2.8.2 The Convention on the Conservation of Migratory Species (CMS) 1979 2.8.3 The Convention on the Conservation of Biological Diversity (CBD) 2.8.4 The Convention on Wetlands, 1971 (Ramsar Convention) 2.9 Regional/International Institutional Framework 2.9.1 Indian Ocean Tuna Commission (IOTC) 2.9.2 The International Whaling Commission 2.9.3 AU-IBAR Fisheries Policy Framework and Reform Strategy 2.10 Voluntary international fisheries instruments 2.10.1 SADC Protocol on Fisheries 2.10.2 FAO Code of Conduct for Responsible Fisheries 2.10.3 FAO International Plans of Action (IPOAs) 2.10.4 FAO Sustainable Small-Scale Fisheries Guidelines 2.11 URT Framework – The Deep Sea Fishing Authority (DSFA) 3 Chapter three ANALYSIS OF FISH DEMAND, STOCKS, PRODUCTION AND SUPPORT CAPACITIES 3.1 National, Regional and International Demand 3.2 Fisheries Management: Assessment of the Size of Stocks of Priority Fisheries 3.2.1 Small pelagic fishery 3.2.2 Octopus fishery 3.2.3 Tuna and tuna-like species 3.2.4 Reef fishery 3.3 Fish Stocks Trends 3.4 Fish Stocks Re-building. 3.5 Sustainable Exploitation Strategies 3.6 Artisanal Fishing 3.7 Deep-sea Fishing 3.7.1 Seaweed 3.7.2 Finfish 3.7.3 Pearl oysters 3.7.4 Sponges 3.7.5 Crab fattening 3.8 Semi and Full Industrial Fisheries 3.9 Fisheries as Competitive Trade 3.9.1 Mind-set Change 3.9.2 Investment attraction and enterprise development in the sector 3.9.3 Potential for investment in Aquaculture 3.9.4 Potential for investment in fisheries infrastructure 3.9.5 Potential for investments in seaweed farming and processing 3.9.6 Potential for investment in capture fisheries 3.9.7 Zanzibar’s efforts for investment attraction and enterprise development in the fishery sector 3.9.8 Fish processing and canning 3.9.9 Development of Markets and Marketing Systems 3.10 Fisheries Governance, Management and Administration 3.10.1 Fisheries co-management governance structures 3.10.2 Capacity of the Fisheries Department and Related Offices at Regional, District and Pemba Offices 3.11 Fisheries Monitoring, Control and Surveillance 3.12 Fisheries Human Resources Development 3.13 Fisheries Applied Research and Information Management 3.14 Participation in Regional and International Cooperation 3.14.1 Treaties and instruments 3.14.2 Regional and International institutions 3.15 Cross-Cutting Issues 3.15.1 Disaster Management 3.15.2 Poverty Alleviation 3.15.3 Youth Employment 3.15.4 Environment and Climate Change 3.15.5 Alignment and Linkages with other Sectors (Oil & Gas, Tourism) 3.15.6 Child Labour 3.16 Summary of Fisheries Sector Strategic Issues/Constraints 4 Chapter four THE ZANZIBAR FISHERIES MASTER PLAN 4.1 The Paradigm Shift 4.2 Fisheries Master Plan Vision 4.3 Fisheries Master Plan Mission 4.4 Fisheries Master Plan Principles 4.5 Fisheries Master Plan Strategic Objectives 4.6 COMPONENT 1: REVIEW OF THE ENABLING ENVIRONMENT 4.6.1 Review and Strengthening of the Fisheries Policy 4.6.2 Fisheries law, regulations and standards 4.7 COMPONENT 2: FISHERIES (STOCK) DEVELOPMENT 4.8 COMPONENT 3: FISHERIES DEVELOPMENT 4.8.1 Artisanal Fisheries Transformation 4.8.2 Development of Semi and Full Industrial Fisheries 4.8.3 Consolidation/Development of marine Conservation Areas 4.9 COMPONENT 4: AQUACULTURE/MARICULTURE DEVELOPMENT 4.10 COMPONENT 5: SUPPORTING INFRASTRUCTURE DEVELOPMENT 4.10.1 Development of Fishing Ports and Docks 4.10.2 Other Support Infrastructure 4.10.3 Quality Certification and Control Laboratories 4.11 COMPONENT 6: INSTITUTIONAL STRENGTHENING 4.11.1 Competent Authority 4.11.2 Research, Extension and Information Management 4.11.3 Training Institute(s) 4.11.4 Fisheries Association(s) 4.11.5 Food Safety and Quality Control 4.12 COMPONENT 7: COMPLIANCE ISSUES 4.12.1 Monitoring, Control and Surveillance (MCS) (KMKM, Police) 4.12.2 Fisheries Information One Stop Centre 4.13 COMPONENT 8: CROSS-CUTTING ISSUES 4.13.1 Environment and Climate Change 4.13.2 Youth Development and Gender 4.13.3 Disaster Management 4.13.4 Poverty Alleviation 4.13.5 Alignment and Linkages with other Sectors (Oil & Gas and Tourism) 4.13.6 Child Labour 5 Chapter five COMPREHENSIVE AND COSTED IMPLEMENTATION Action PLAN AND FINANCING STRATEGY 5.1 Implementation Action Plans 5.2 Financing Strategy 5.3 Implementation Phases and Milestones 6 Chapter six MONITORING AND EVALUATION PLAN 6.1 Introduction 6.2 Cascading of Master Plan Activities 6.3 Objectives of the Master Plan M&E System 6.4 Implementers’ Progress Reports 6.5 Risk Monitoring 6.6 Scheduled Reviews 6.7 Evaluations 6.8 Reports and Reporting 6.9 The Master Plan Review and Update References Annexes