Kenya Tuna Fisheries Development and Management Strategy

REPUBLIC OF KENYA REPUBLIC OF KENYA MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHERIES KENYA TUNA FISHERIES DEVELOPMENT AND MANAGEMENT STRATEGY 2013 - 2018 TABLE OF CONTENTS ACRONYMS AND ABBREVIATIONS ii FOREWORD v PREAMBLE vii ACKNOWLEDGEMENTS viii EXECUTIVE SUMMARY ix CHAPTER 1 1 1.0 INTRODUCTION AND BACKGROUND 1 1.1 Mandate 1 1.2 Vision 1 1.3 Mission 2 1.4 Purpose 2 1.5 Scope 2 1.6 Policy Context 3 CHAPTER 2 4 2.0 SITUATION ANALYSIS 4 2.1 Global and regional outlook of tuna fisheries 4 2.2 National outlook of tuna fisheries 5 2.3 Strength, Weakness, Opportunities and Threats (SWOT) 7 Analysis 7 2.4 Stakeholder Analysis 11 2.5 Challenges and Issues 12 2.5.1 Unsustainable utilization of tuna fisheries resources 12 2.5.2 Low economic benefits from tuna fisheries 14 2.5.3 Governance 16 2.5.4 Cross-cutting issues 18 CHAPTER 3 19 3.0 GUIDING PRINCIPLES 19 CHAPTER 4 21 4.0 STRATEGIC MODEL 21 4.1 STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES 21 CHAPTER 5 23 5.0 IMPLEMENTATION FRAMEWORK 23 CHAPTER 6 44 6.0 COORDINATION, FINANCING, MONITORING AND 44 EVALUATION 44 6.1 Institutional Framework 44 6.2 Financing 45 6.3 Monitoring and Evaluation 45 ACRONYMS AND ABBREVIATIONS ACP AFIPEK ASDS BET BMUs CA CDA CFFA CIDA CORDIa DANIDA DWFN EAC EAFPEA EAWLS EC EEZ EMCA EPAS EU FAa FDI FPAS GOP lac IOTC ISSF African Caribbean Pacific Association of Fish Processors and Exporters of Kenya Agriculture Sector Development Strategy Bigeye tuna Beach Management Units Competent Authority Coast Development Authority Coalition for Fair Fisheries Arrangements Canadian International Development Agency Coral Reef Degradation in the Western Indian Ocean Danish International Development Agency Distant Water Fishing Nations East African Community East African Fish Processors and Exporters Association East African Wildlife Society European Commission Exclusive Economic Zone Environmental Management and Coordination Act Economic Partnership Agreements European Union Food and Agriculture Organization of the United Nations Foreign Direct Investment Fisheries Partnership Agreements Gross Domestic Product Indian Ocean Commission Indian Ocean Tuna Commission International Sea Food Sustainability Foundation ii IUCN IUU KASA KMA KMFRI KPA MCS MoF MALF MoT NCST NEMA NORAD NTBS RECs RFMO T-RFMO SIDA SKJ SWIO SWIOFC SWOT TUFAK UNDP UNEP WIOMSA WWF YFT International Union for the Conservation of Nature Illegal, Unregulated and Unreported Kenya Association of Sea Anglers Kenya Maritime Authority Kenya Marine and Fisheries Research Institute Kenya Ports Authority Monitoring, Control and Surveillance Ministry of Finance Ministry of Agriculture Livestock and Fisheries Ministry of Transport National Council for Science and Technology National Environmental Management Authority Norwegian Agency for Development Cooperation Non Tariff Barriers Regional Economic Communities Regional Fisheries Management Organization Tuna Regional Fisheries Management Organization Swedish International Development Agency Skipjack tuna South Western Indian Ocean South West Indian Ocean Fisheries Commission Strength, Weakness, Opportunities and Threats Tuna Fisheries Alliance of Kenya United Nations Development Programme United Nations Environment Programme Western Indian Ocean Marine Science Association World Wide Fund for Nature Yellow fin tuna 111 FOREWORD Tuna fisheries resources are significant in the global fish supply chain and trade is estimated at US$ 4 billion. About a quarter of the global catch is caught in the West Indian Ocean. Indeed tuna forms the most important pelagic offshore fishery resources in the Kenyan Exclusive Economic Zone (EEZ) and the adjacent high seas. There is great potential to increase the economic benefits arising from these underexploited pelagic and migratory fisheries resources to the local economy. Accordingly, consistent with the aspirations of the national development blueprint, the Vision 2030 and the Kenya Oceans and Fisheries policy, the sustainable exploitation of underexploited EEZ is of foremost priority. The national tuna management and development strategy is essential in provid­ ing the roadmap that shall build and sustain the development and growth of EEZ fisheries for increased socio-economic benefits to the national econ­ omy. It is in this regard that the national tuna management and develop­ ment strategy is tailored to modernize and transform the coastal artisanal fisheries to commercially oriented oceanic fisheries; improve the sustainable management and development of Kenya's EEZ resources and accelerate the economic contribution of marine fisheries with direct positive impacts to employment, wealth creation, income and foreign exchange earnings. This strategy is a testimony of the Government's commitment towards posi­ tioning the fisheries sector as a key economic driver in contributing towards the envisaged 10% annual economic growth projected in the economic pil­ lar of the vision 2030. I am confident that with commitment of all players in the implementation of the strategy including state actors, industry, and the fisher community, applying the right mix of investments, policies, and incentives shall see the strategic plan goals achieved within the plan period. My Ministry will take concrete measures to ensure the realization of the stra­ tegic objectives. I have no doubt that with cooperation and support from other Government ministries/ departments, development partners, industry and other key stakeholders, the Ministry will deliver on the objectives set out in this strategy. ~~ CABINETSECRE~Y MINISTRY OF AGRICULTURE, LIVESTOCK AND FISHE~'" v PREAMBLE The Ministry of Agriculture Livestock and Fisheries is mandated to lead the development, management, exploitation, utilization and conservation of fisheries in Kenya. The Ministry, guided by the National Oceans and Fisher­ ies policy emphasizes the sustainable development and utilization of Ke­ nya's Exclusive Economic Zone's (EEZ) fisheries resources. The Tuna Fisheries Development and Management Strategy is a step towards the full realization of the economic benefits from the offshore pelagic tuna fisheries resources. The need for a comprehensive strategy for tuna fisheries in the country is premised on the country's desire to transit from traditional artisanal-based fisheries to modern commercially oriented coastal and oce­ anic fisheries. This will accelerate economic growth of the marine fisheries with direct positive impacts to employment, wealth creation, improved in­ comes and foreign exchange earnings. This strategy seeks to build effective governance system of the marine fisher­ ies sector by providing for adequate institutional frameworks taking into ac­ count national, regional and international laws and agreements on the sus­ tainable management of tuna resources. Effective governance systems shall ensure compliance with relevant national laws and international standards and agreements. At the end of the implementation period, the strategy targets to transform tuna fisheries into productive and sustainable modern commercially orient­ ed coastal and oceanic fisheries with direct positive impacts to employment, wealth creation, improved incomes and foreign exchange earnings. Further, the strategy will promote the maintenance of productive capacities of shared and migratory tuna stocks at sustainable levels and minimize negative fish­ ing impacts on marine fisheries ecosystem. The strategy is in harmony with the Kenya Vision 2030 that seeks to trans­ form the country to a globally competitive middle-income country, with a high quality of life for Kenyans by the year 2030; the Agriculture Sector De­ velopment Strategy (ASDS); the National Oceans and Fisheries Policy; and the State Department of Fisheries strategic plan. ~ PROF. MICHENI J. NTIBA. CBS PRINCIPAL SECRETARY THE STATE DEPARTMENT OF FISHERIES vii ACKNOWLEDGEMENTS The national tuna management and development strategy spearheaded by the Ministry of Agriculture Livestock and Fisheries relied on untiring and dedicated efforts of the Technical Working Group drawn from state agen­ cies, Industry and civil society. Their collective pool of knowledge and expe­ rience harnessed together with stakeholders' contributions are credited for this work. Special tribute is due to WWF for the financial and technical support that was essential in ensuring that the plan is completed. This strategic plan is indeed a culmination of an extensive participatory and inclusive process which involved consultations with various stakeholders drawn from state agencies, community organisations, fishermen, industry and civil society whose contribution is sincerely recognized. VIll EXECUTIVE SUMMARY The National Tuna Management and Development strategy provides a roadmap for the sustainable development of the Ke­ nya's tuna fisheries resources occurring in the Exclusive Eco­ nomic Zone (EEZ) and ensuring an efficient tuna fisheries value chain. The overall goal of the strategy is to transit tuna fisheries from artisanal-based fisheries to modern commercially oriented coastal and oceanic fisheries and accelerate economic growth of the marine fisheries with direct positive impacts to employ­ ment, wealth creation, improved incomes and foreign exchange earnings. Chapter two reviews the current situation of tuna fisheries from a global, regional and national perspective regarding the status of tuna stocks, exploitation and impacts on marine ecosystems, the obtaining trade regimes and value chain activities and the prevailing tuna fisheries governance system. The strategy iden­ tifies four main strategic issues namely; Unsustainable utiliza­ tion of marine resources; Low economic benefits accruing from tuna fisheries to the national economy; Inadequate tuna fisher­ ies governance and General cross-cutting issues including gen­ der issues, and HIV and Aids. To address the strategic issues, four strategic objectives are prioritized for implementation. First, the maintenance of tuna stocks at sustainable levels and minimizing negative fishing impacts on the marine ecosystem. Secondly, transformation of tuna fisheries from artisanal fisheries to a modern commercially oriented coastal and oceanic fisheries and developing an effec­ tive tuna fisheries governance system that takes into account national, regional and international requirements and address­ ing the impact of HIV / AIDS pandemic and gender issues in tuna fisheries. A detailed implementation matrix for each stra­ tegic objective with the relevant activities is outlined in chapter five. Mechanisms for measuring progress during implementa­ tion and financing arrangements are highlighted in Chapter six. ix CHAPTERl 1.0 INTRODUCTION AND BACKGROUND The Kenya Tuna Fisheries Development and Management Strat­ egy is anchored on the Constitution of Kenya clause 691(a) and the enabling legislation providing for the development, man­ agement, exploitation, utilization and conservation of tuna fish­ eries in Kenya. It is also in congruence with other relevant Acts of Parliament and international legal agreements that specifi­ cally govern tuna fisheries and migratory fish stocks in general. Moreover, the strategy is in line with the Kenya Vision 2030, the national long-term development strategy that seeks to transform the country to a globally competitive middle-income country, with a high quality of life for all Kenyans, by 2030; the Agriculture Sector Development Strategy (ASDS); the Na­ tional Oceans and Fisheries Policy; and the State Department of Fisheries Plan. The main responsibility for coordination of the strategy's implementation lies with the Ministry of Agriculture Livestock and Fisheries. The private sector has the cardinal role of investing in the sector and generating employment, incomes and means of livelihood for Kenyans. 1.1 Mandate The Ministry of Agriculture Livestock and Fisheries is mandat­ ed to facilitate the exploration, exploitation, utilization, man­ agement, development and conservation of fisheries resources as well as aquaculture development and to undertake research in marine and fresh water fisheries. 1.2 Vision The vision of the Ministry of Agriculture Livestock and Fish­ eries with respect to the tuna industry is to derive the highest socio-economic benefits from the sustainable utilization of tuna resources. 1 1.3 Mission The mission of the Ministry of Agriculture Livestock and Fish­ eries regarding the tuna industry is to ensure optimal benefits from the country's tuna fisheries by facilitating their sustain­ able development and management, value addition, and equi­ table access to them. 1.4 Purpose The need for a comprehensive strategy for tuna fisheries devel­ opment and management in Kenya is premised on: 1. The country's desire to transit from artisanal fisheries to modern commercially oriented coastal and oceanic fisheries; 2. The sustainable management and development of Kenya's Exclusive Economic Zone (EEZ) resources and surrounding high seas fisheries; 3. The need to accelerate growth of marine fisheries and their value chains in order to provide direct employment, wealth creation, higher incomes, food, and foreign exchange earnings 4. The effective co-ordination of tuna fisheries management initiatives with regional entities including Regional Fisheries Management Organizations (RFMOs) and regional trade blocs. 1.5 Scope The strategy provides the roadmap for the development of a tuna fisheries value chain activities, including fishing, manage­ ment, governance, processing and value addition, and trade among others. The strategy covers tuna and tuna-like coastal and offshore fisheries. Moreover, the strategy puts into consideration col­ lective and regional approach to sustainable development and 2 management of tuna and other highly migratory species in the Indian Ocean region. The strategy shall be implemented for a five-year period, start­ ing in July 2013 to June 2018. 1.6 Policy Context The overall objective of the National Oceans and Fisheries Poli­ cy, on which this strategy is anchored, is "to enhance the fisheries sector's contribution to wealth creation, increased employment for youth and women, food security, and revenue generation through effective private, public and community partnerships." The overall objective of the Kenya Fisheries Sector Develop­ ment and Management Strategy is therefore to maximize the contribution of tuna fisheries and industry to the achievement of the objectives of the National Oceans and Fisheries Policy. 3 CHAPTER 2 2.0 SITUATION ANALYSIS 2.1 Global and regional outlook of tuna fisheries Global catch of major commercial tunas (tropical species big­ eye, skipjack, yellowfin, and temperate species albacore) in 2010 was 4.34 million metric tonnes (ISSF, 2012) worth about US$2-3 billion. The Western Indian Ocean region accounted for about 24 percent of this production, making it the second largest tuna fishing area in the world. Purse seine fishing vessels account for nearly 65% of the an­ nual global tuna catch (ISSF, 2011). Among the tropical tunas, purse seiners generally target skipjack and yellow fin, though they also catch bigeye tuna associated primarily with floating objects. Currently, a total of 24,341 large and small-scale fishing vessels operate globally for tuna species and in the area under the competence of T-RFMOs. Large-scale vessels have overall length of 24 meters or greater while small-scale vessels have overall length of less than 24 meters. Only authorized vessels are allowed to operate inside the EEZ of their flag States. The Western Indian Ocean region accounts for only 9% of the global tuna processing capacity in spite of the high production in the region. Tuna processing involves a range of products, namely canned tuna, fresh and frozen sashimi, and other fresh and frozen value added products, which are marketed glob­ ally through complex distribution systems. Components of the global tuna supply chain (i.e. fishing, trading, processing, dis­ tribution, marketing, and consumption) are closely interrelated, and a change in any of these components has the potential to generate change throughout the entire chain. 4 The supply chain is particularly sensitive to perturbations in the status of tuna stocks, regulation (e.g. fisheries management, la­ bour, environment, and food safety), input costs (e.g. raw mate­ rials, labour, energy, and packaging), technological innovation, international trade regimes and consumer preferences. 2.2 National outlook of tuna fisheries Kenya's marine fishery waters comprise of the coastal near shore waters extending over a 640 km shoreline stretching from 50 25'S at the Tanzanian border to 10 30'S at the Somali border and the 200 nautical miles EEZ. The continental shelf area is approximately 6500 km2• The northern banks support rich populations of pelagic fisheries resources due to the year­ round upwelling in this region and the unique features such as seamounts that support high productivity. Recent comprehensive assessment of the marine fisheries po­ tential in Kenya is unavailable. However, earlier estimates by the Food and Agriculture Organization (FAO) in the 1980s in­ dicated a potential of 150,000 MT for both offshore and inshore waters. Reported commercial catches have fluctuated between 5,000-8,000 MT annually since the 1970s, with the highest catch­ es being registered during the northeast monsoon. The landings are dominated by demersal reef and reef associated species, and pelagic fishery species caught mainly in inshore waters. The main species in the EEZ are the highly valued tropical tuna and tuna-like fish species, which form the most important re­ source of the offshore pelagic fishery. The principal tuna species occurring in the EEZ and adjacent high seas are Thunnus alba­ cares (Yellowfin tuna), Katsuwonus pelamis (Skipjack tuna), and Thunnus obesus (Bigeye tuna). The coastal fisheries comprise of crustaceans such as shrimps, lobsters and crabs; mollusks such as octopus, sqUids and cuttlefish; demersal species such as snappers; and Neritic tunas such Kawakawa (Euthynnus affinis), 5 little tunny (Euthynnus. alleteratus) and frigate tuna (Auxis thaz­ ard). Wahoo, Mackerels and kingfish found along the continen­ tal shelf also constitute tuna-like species that are important to the artisanal fisheries. There is also a thriving recreational fish­ eries industry with the target species being the marlins (Makaira spp.), sailfish (Istiophorus spp.), and swordfish (Xiphias gladius). The Indian Ocean Tuna Commission (IOTC) is responsible for the management of tuna and tuna-like species in the Indian Ocean. Kenya joined the IOTC in 2004. In the IOTC area of com­ petence, there are over 8,000 authorized Tuna fishing vessels (laTe, 2012). Kenya's tuna supply chain is largely underdeveloped, with production being done by rudimentary artisanal vessels not ca­ pable of going beyond 20 nautical miles. The country does not have a commercial tuna fishing fleet and lacks even a single ves­ sel capable of exploiting its EEZ. The country has 18 processing companies with a total process­ ing capacity of over 1200 MT per day. However, only one fac­ tory with an installed processing capacity of 105 MT per day is dedicated to tuna processing. The country, thus, accounts for only 5% of the Western Indian Ocean's processing capacity. The only tuna company in the country relies on supplies from dis­ tant water fishing nations (DWFN) and fisheries derogation. In 2011, the tuna fisheries accounted for only 3% of marine fish production in the country. To attain middle-income status as envisioned in Kenya Vision 2030, the tuna industry is expected to make its contribution. To derive sustainable benefits from the tuna resources within the region, Kenya has to transit from traditional artisanal-based fisheries to modern commercially oriented coastal and oceanic high sea fisheries; enhance its fisheries management institution­ al capacity; and provide an enabling regulatory and infrastruc­ tural environment to spur sustainable development of the tuna industry. 6 2.3 Strength, Weakness, Opportunities and Threats (SWOT) Analysis A SWOT analysis has identified the key strengths and oppor­ tunities that should be exploited, and the challenges that must be overcome, in order for the country to build a productive and sustainable tuna industry. Strengths i) Existence of enabling policies that support development of offshore fisheries resources; ii) Ongoing review of the Fisheries Act to support development of Tuna fisheries sub-sector; iii) Current and on-going initiatives to enhance collaboration in fisheries co-management i.e. Beach Management Units (BMUs); iv) Existence of a strong research institution within the Ministry (Kenya Marine and Fisheries Research Institute); v) Excellent working relationship with key stakeholders in the fisheries sector, including development partners, the industry, fisher associations and Civil Society Organizations; vi) Constitution that seeks to provide for protection of the environment and sustainable management of natural resources; and vii) Membership and active participation in the Indian Ocean Tuna Commission (IOTe), South West Indian Ocean Fisheries Commission (SWIOFC), and other regional fisheries related initiatives. 7 Weaknesses i) Weak Monitoring, Control and Surveillance capacity at the national level; ii) Lack of trained personnel on MCS and negotiations skills; iii) Inadequate facilities for specialized training in offshore fisheries; iv) Lack of capacity to support the development of a domestic offshore fishery and infrastructure; v) Limited access to safety, search and rescue capacity; vi) Challenges in access to capital for investment in the fisheries; vii) Limited national capacity to implement IOTC resolutions; viii) Limited capacity to engage and participate effectively in discussion on tuna related issues, including the quota allocations and fisheries access arrangements; ix) Lack of incentives from the government to support development of the fishery; x) Limited Foreign Direct Investment (FDI) in the sector; xi) Limited support by government in the development of the offshore fisheries resources; xii) Lack of legislative tools / instruments to support the development of offshore fishery resources; xiii) Inadequate operational facilities and equipment; xiv) Lack of information on current status of Tuna stocks within the Kenyan EEZ; and xv) Poor data collection and storage. 8 Opportunities i) Regional and national supportive offshore fisheries development projects; ii) Kenya's extensive maritime zone which includes a 200 nautical mile EEZ, and the current proposals to extend it by another 150 nautical miles; iii) Large stocks of six different species of Tuna with dominance of Yellowfin Tuna; iv) Increased government revenue from the national economy; v) Creation of joint ventures between local entrepreneurs and foreign investors; vi) Public Private Partnership policy and regulations; vii) Easy access to foreign markets; viii) High demand for tuna products in the international market; ix) On-going tuna quota allocation discussions within the IOTC framework, which provide the country an opportunity to negotiate for a fair share; and x) Increased interest by development partners (including World Bank, GEF, FAa, WWF, and AVC) to leverage financial and technical resources to improve fisheries management and governance for increased socio-economic and ecological benefits. Threats i) Weak Monitoring, Control and Surveillance capacity at the regional level; ii) Lack of a coordinated regional approach in management of Tuna fisheries within the South Western Indian Ocean region; 9 iii) Emerging restrictive trade requirements in the global market; iv) Declining or over exploitation of tuna resources especial­ ly for some species such as Yellowfin tuna; v) Increasing operating costs such as fuel costs; vi) Increased demand and competition for limited govern- ment resources; vii) Lack of safety and increased piracy and terrorism acts; viii) Increasing incidences of IUU Fishing; and ix) Limited knowledge on the impacts of emerging issues such as oil and gas exploration, climate change, and ocean acidification on tuna resources. 10 2.4 Stakeholder Analysis Stakeholder Roles Government Institutions i) Ministry of Ag- Exploration, exploitation, utilization, riculture Live- management, development and con- stock and Fisher- servation of fisheries resources; Policy; ies Development Capacity Building; Revenue Generation (MALF) ii) Kenya Navy Security and Surveillance of international borders, including EEZ iii) Ministry of Custodian of laws of the sea relating to Transport and licensing, Navigation, safety at sea and Infrastructure - provision of port facilities. Kenya Maritime Authority (KMA), Kenya Ports Au- thority (KPA) iv) The National Budgetary provision, Review of duties Treasury (MOF) and taxes, economic Policy v) National Re- Fisheries Research, Information Dissemi- search and Tech- nation and Capacity Building nology Institu- tions, Universities vi) Beach Manage- Exploitation, participatory management ment Units of fisheries resources, management of (BMUs) landing areas, Fishing, Trading vii) National Environ- Implementation oversight over EMCA, mental Manage- 1999 and Environmental Policy ment Authority (NEMA) viii) Coast Develop- Developmental projects at the Kenyan ment Authority coast (CDA) ix) Marine police Maintain security and order within the maritime zones and Ports. 11 Stakeholder Roles x) Development Financial and technical support and Partners includ- Information Dissemination ing Government Aid Agencies xi) Regional and Environment conservation and manage- International ment, Policy, Funding, Capacity Build- Non-Government ing, Research Organizations xii) Regional / Inter- International and Regional Policy national Profes- advocacy, Marketing, Funding, capacity sional Organiza- building tions /Private Sector xiii) Non-Government Advocacy on Tuna fishery, Research and Organizations / Monitoring, conservation and capacity Civil Society building. Organizations xiv) Regional Fisher- Policy making, Regulators / Enforcers, ies Management Capacity Building, Research, Information Organizations Dissemination (RFMOs) xv) Regional Eco- Policy, Information, Capacity Building, nomic Communi- Funding and promote integration ties (RECs) xvi) National Gender Mainstream Gender and Equality Commission 2.5 Challenges and Issues 2.5.1 Unsustainable utilization of tuna fisheries resources Being an extractive activity, tuna fishing can have negative im­ pacts on the sustainability of the target fish populations as well as the functioning and diversity of the ecosystems, if not prop­ erly governed. 12 The key issues of concern are maintenance of healthy popula­ tions of targeted stocks, minimization of fishing ecosystem im­ pacts, and mitigation of climate change impacts on the fishery. Encouragingly, consumer demand for fish caught from sustain­ ably managed fisheries is growing. Stock Status The estimated catches by Indian Ocean Tuna Commission (IOTC) for three main tropical tuna species for 2010, in its area of competence, are 428,719 MT for Skipjack tuna, 71,489 MT for Bigeye tuna and 299,074 MT for Yellowfin tuna. Recent stock as­ sessment reports by IOTC in 2011 indicate that Maximum Sus­ tainable Yield (MSY) for the skipjack tuna stock is 564,000 MT compared with 102,900 -114,000 MT for Bigeye and 357,000 MT for Yellowfin tuna. The general outlook is that the stocks of all the three l tuna spe­ cies are stable. However, concerns have been raised over the level of recruitment of Yellowfin in the last 15 years and the capacity of the stock to support higher yields. The stock status of the coastal Neritic tuna resources is unknown due to lack of adequate catch and effort data from the artisanal fishery to sup­ port stock assessments. Considerable efforts are being made to develop a working framework for sustainable management and conservation of tuna resources through a right based management approach. The ongoing IOTC process of developing a Quota Allocation System is vital for Kenya to participate in and achieve a fair al­ location. Tuna Fishing Ecosystem Impacts There are growing concerns about the impact of the longline and purse seine tuna fishing on marine turtles, sharks and sea 1 It should be noted that there are five commercial species in the region, but reference here is to the three. 13 birds. Regrettably, data on these impacts is insufficient. How­ ever, it is known that several vulnerable and threaned species of sea birds are caught a,s bycatch in the longline fishery. Secondly, six species of marine turtles that inhabit the Indian Ocean interact with the tuna fishing gears. The International Union for Conservation of Nature (IUCN) has classified the ol­ ive ridley turtle as vulnerable, the green and loggerhead turtles as endangered and the hawksbill and leatherback turtles as critically endangered. Kenya has not yet domesticated interna­ tional plans of actions (sharks,sea birds and turtles) developed for tuna fisheries. Impacts of climate change on tuna fisheries The impacts of climate change on the tuna fishery have been studied in the tropical and subtropical areas of the pacific with respect to yellowfin, bigeye and skipjack tunas. Results from these studies show that climate change would result in changes in primary productivity, shifts in distribution and changes in the potential yield of exploited tuna species. This could be a threat to the development of a vibrant tuna industry in Kenya due to expected tuna resource fluctuations in the EEZ. Despite the gaps in understanding climate change effects on tuna fisher­ ies, there is sufficient scientific information that highlights the need to implement climate change mitigation and adaptation policies. 2.5.2 Low economic benefits from tuna fisheries Tuna fisheries have the capacity to generate significant econom­ ic benefits to the country and local coastal communities. Efforts should be made to address the value chain bottlenecks such as local fleet development, supporting infrastructure and services, incentives, and favorable market access regime. 14 Domestic Capacity to Harvest Tuna Fisheries Resources Kenya lacks a domestic capacity to harvest its tuna resources, including a long-line and purse seiner fleet normally used in the industrial fisheries. The artisanal tuna fishery uses artisanal gears and is constrained by the vessel incapacity to operate off­ shore. Market Access Global tuna trade is governed by a myriad of international and regional trade regimes. Some of the regimes relate directly to the fisheries sector (i.e. WTO Fisheries Subsidies, ED-IDD Fish­ ing Regulation, Sanitary and Phyto-sanitary measures), while others are much broader in scope but have implications for fish­ eries (i.e. ED-Economic Partnership Agreement). The on-going tuna quota allocation discussions within the IOTC framework and the Economic Partnership Agreement (EPAs) are likely to have considerable implications on fishing opportunities in Ke­ nya waters as well as market access. The key issue for the coun­ try is to maintain favorable market access of tuna to the ED and other world markets in this dynamic trade environment. Value Chain Infrastructure The Kenyan coast is strategically located in the West Indian Ocean region, one of the most important tuna fishing areas globally. Kenya can derive increased economic benefits from tuna fishing in the Kenyan EEZ and the adjacent high seas by undertaking strategic investments geared towards making port facilities more competitive and efficient than other regional port facilities. The proposed investments include dedicated and efficient fish­ ing port facilities, efficient and competitive bunkering services, efficient, competitive vessel supply services, and adequate cold chain facilities. This will spur onshore economic activities in processing, stevedoring and other auxiliary services creating 15 jobs, earning the country foreign exchange, and developing the nascent tuna fisheries. 2.5.3 Governance A number of governance challenges confront sustainable man­ agement of fisheries resources in Kenya, including inadequa­ cies in the areas of research and development, data collection, information dissemination, and implementation of statutory requirements. Monitoring, Control and Surveillance (MCS) Current Monitoring, Control and Surveillance (MCS) capability is hampered by lack of vessels, equipment and trained officers. Efforts are being made by the Ministry to enhance enforcement of conservation and management measures, and establishment of MCS capacity. Human Resource To achieve the strategic goals for the management and develop­ ment of the tuna sector there is need to develop human resource capacity in the Ministry in the areas of fisheries management, fisheries economics, stock assessment, research and develop­ ment, and policy formulation. This is to enable adequate par­ ticipation in national, international and regional tuna manage­ ment activities. Legal and Policy Framework While the current fisheries laws and policy provide for the development of fishery management measures, several bind­ ing regional resolutions governing tuna fisheries management have not been domesticated to have legal effect under the local jurisdiction. 16 Sea Safety and Security There is limited coordination and linkage between the various government agencies responsible for safety and security mea­ sures at sea. Most artisanal fishers utilize simple craft without safety equipment. Piracy has also emerged as a serious secu­ rity concern within the Western Indian Ocean with increased attacks on Merchant and Fishing vessels. Stakeholder Participation There is limited engagement and participation of stakeholders in the management and development of tuna fisheries. Data The quality fishery dependent data of tuna fisheries is inade­ quate due to limited staff, lack of species categorization of catch by local vessels, and lack of observers on-board the DWF ves­ sels. An independent means to verify the accuracy of the data provided is inadequate. Research There is limited research information on the tuna fishery in Ke­ nya, including on stock abundance, distribution and behavior, and the projected impact of climate change and variability on the fisheries. This is mainly due to limited funding and capacity (research equipment and appropriate laboratories) and lack of a training institution with curricula focused on skill development for the exploitation of offshore fisheries resources. Communication strategy Inadequate communication between fisheries managers, re­ searchers, fishers and consumers has led to poor information dissemination and linkage between fisheries researchers and users. 17 2.5.4 Cross-cutting issues A number of cross cutting issues such as climate change, HIV & AIDs and gender inequalities also constrain the ability of the country to exploit and sustainably manage its tuna fisheries. Some of the issues have a significant impact on the fisher com­ munities and there is a need to develop a coordinated and inte­ grated approach to address them. 18 CHAPTER 3 3.0 GUIDING PRINCIPLES In this strategy for sustainable development and management of tuna and other highly migratory fishery species, the follow­ ing principles will apply: Sustainable Development and Management i) Tuna management strategies and actions will consider ecological constraints and balance with current socio­ economic benefits against intergenerational equity ii) The finite and the trans-boundary nature of the tuna resources will be recognized in planning strategies and management actions iii) The various biological and economic reference points will be considered in the management of tuna fisheries Application of Scientific Knowledge The best available scientific information and knowledge will be applied in the management and development of the resource. Moreover, investment will be made towards continuous veri­ fication of scientific knowledge and generation of new knowl­ edge. Precautionary Approach Precautionary principles will be applied to Tuna fisheries man­ agement and development where there is inadequate scientific knowledge and information. Adoption ofFunctional Management Measures Tuna and tuna-like species will be managed using an adaptive management approach that is practical and enforceable and promotion of regional and international cooperation in man­ agement, including Rights Based Management. 19 Ecosystem Approach The proposed management strategies and actions will con­ sider species interactions, food webs, and socio-economic needs. They will also incorporate adaptation and mitigation measures against climate change and variability. Participatory Management The relevant stakeholders will be engaged in decision-making and management. 20 CHAPTER 4 4.0 STRATEGIC MODEL 4.1 STRATEGIC ISSUES, OBJECTIVES AND STRATEGIES Strategic Issue 1: Unsustainable utilization of tuna resources Strategic Objective 1: To maintain tuna stocks at sustainable levels and minimize negative tuna fishing impacts on the ma­ rine ecosystem. Strategies 1. Minimize tuna fishing ecosystem impact 2. Address adverse impacts of climate change and variabil­ ity, and oil & gas exploration, on tuna fisheries 3. Restore and / or maintain tuna stocks at levels at or above IOTC Reference Points for each species Strategic Issue 2: Low economic benefits from tuna fisheries Strategic Objective 2: To transform tuna fisheries into produc­ tive and sustainable artisanal fisheries and a modern commer­ cially oriented coastal and oceanic fisheries with direct positive impacts to employment, wealth creation, improved incomes and foreign exchange earnings. Strategies 1. Upgrade and restructure artisanal tuna fishery 2. To attract increased landings from DWFN fleet 3. Empower investors to venture into tuna industry 4. Maintain favorable access of Kenya's tuna products into world markets 21 Strategic Issue 3: Inadequate tuna fisheries governance Strategic Objective 3: To enhance effective tuna fisheries gov­ ernance that takes into account national, regional and interna­ tional requirements. Strategies 1. Strengthen human resource capacity of agencies responsible for fisheries and stakeholders to manage tuna resources 2. Enhance institutional capacity 3. Strengthen existing legal framework on the conservation and development of tuna fisheries 4. Enhance safety and security at sea 5. Facilitate active stakeholder participation in tuna fisheries management and governance 6. Integrate scientific advice in decision making Strategic Issue 4: Inadequate mainstreaming of HIV/AIDS and Gender issues in the Tuna industry Strategic Objective 4: Reduce the impact of HIV / AIDS pan­ demic and gender inequalities in the Tuna fisheries industry. Strategies: Mainstream HIV & AIDS and gender issues in the Tuna industry. 22 CHAPTERS 5.0 IMPLEMENTATION FRAMEWORK Table 1: Priority strategic objectives, strategic and results for the national tuna management and development strategy Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Mitigate IdentifY and domesti- Reduced tuna fish- -Number of instruments MALF Year 1 negative cate international and ing impacts on sea domesticated ecosystem regional agreements/ birds, sharks, and -Number of reported inci- impacts of conventions/ obliga- sea turtles dents on sharks, sea birds tuna fishing tions on the protec- and turtles arising from tuna tion of threatened and fisheries endangered species -Impact assessment every 2 encountered in tuna years against baseline estab- fisheries lished by research Develop and imple- National plans of Number of plans MALF Year 1 ment national plans of actions action for sea birds, sharks, and sea turtles Research & Devel- Fishing technolo- Impact assessment against MALF; KMFRI; Year 1 - 5 opment to identify gies with reduced other technologies Universities; appropriate fishing negative impact Development technologies on ecosystem Partners 23 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Mitigate Sensitize relevant Enhanced stake- -Number of sensitizations -MALF Year 1 - 5 negative stakeholders on eco- holder awareness reports, meetings, media -Civil society ecosystem system impacts of tuna highlights impacts of fishing with various - Number of reported inci- tuna fishing technologies dents on sharks, sea birds and turtles arising from tuna fisheries Enforce conservation Enhanced Regular compliance assess- -MALF Year I - 5 measures designed for compliance with ment -Civil Society sea turtles, sharks and measures on sea sea birds turtles, sharks, and sea birds Develop and enforce By-catch manage- Regular compliance assess- MALF; Civil I Year rules for by-catch ment regulations ment Society management Encourage the reten- Reduced discards Amount of by-catch sold MALF; Fisher- Year 1 - 5 tion and marketing of men; Fishermen useful by-catch Associations; BMUs 24 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 2: Address adverse impacts of climate change and variability, and oil & gas exploration, on tuna fisheries Mitigate -Identify real and -Potential im- -Report on impacts of cli- KMFRI; Year 2 - 5 adverse potential climate pacts identified mate change and variabil- Universities; climate change and variabil- ity, adaptation measures, MALF;NEMA; change and ity impacts on tuna and mitigation measures BMUs;Other variability fisheries Stakeholders effects on the tuna fisheries -Develop and imple- -Adaptation -Number of briefing ment adaptation and and Mitiga- reports and updates from mitigation measures tion measures international climate undertaken change monitoring institu- tions -Link with estab- -Monitoring lished international program in monitoring pro- place grams on climate change and infor- mation dissemina- tion 25 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Mitigate -Identify potential -Potential im- -Report of impacts and KMFRI; Year 1 adverse oil and gas explora- pacts identified mitigation measures Universities; oil and gas tion impacts -Mitigation MALF;NEMA; exploration -Develop mitigation measures under- BMUs; Min. of impacts on measures taken Energy (MOE); tuna fisher- Oil & Gas com- ies panies Enhance oil spill -Potential im- -Report of impacts and MALF;MOE; Year 2 contingency mea- pacts identified mitigation measures NEMA; Oil & sures to cover tuna -Mitigation Gas companies fisheries measures un- dertaken 26 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 3: Restore and/or maintain tuna stocks at levels at or above IOTC Reference Points for each species Establish Develop a country Country posi- Country position paper on MALF; KMFRI; Year 1 and En- position paper with tion paper on IOTC allocation quota NEMA;Aca- force tuna regard to Tuna IOTC allocation demia; NGOs; harvest Quota Allocation quota Private sector; Quota Criteria CBOs; Other Stakeholders Participate in region- -Formal regional -No. of formal partner- MALF; Min. of Year 1- 3 al stock assessment, partnerships ships Foreign Affairs research, conserva- -Optimal har- -No. of publications (MOFA); KM- tion, management vest levels and -No. of forums attended FRI; Universi- and monitoring Quotas by the country ties; Private partnerships -Reports on meetings at- sector; NGOs & tended CBOs Develop and imple- Tuna Harvest Tuna Harvest control MOF;KMFRI; Years 5 ment Tuna Harvest control rules rules Academia; control rules developed and NEMA; Part- implemented ners in private & NGOSector 27 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Control Establish optimal Tuna fishing -Tuna fishing effort regu- MALF;KMFRI Year 3 - 5 fishing fishing capacity and effort limits lations & other Re- effort enforce the fishing established and -Quarterly compliance search Institu- effort limits enforced reports tions; Aca- demia; BMUs; Fishermen & their Associa- tions Adopt and domes- Regional & Tuna management plans MALF; KMFRI; Year 2 ticate regional and international with adopted instruments Other Research international tools instruments on Institutions; and instruments appropriate tuna NGOs with regard to ap- fishing technolo- propriate tuna fish- gy domesticated ing technology 28 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategic Objective 2: To transform tuna fisheries into productive and sustainable artisanal fisheries and a modern commercially oriented coastal and oceanic fisheries with direct positive impacts to employment, wealth creation, improved incomes and foreign exchange earnings Strategy 1: Upgrade and Restructure Artisanal Tuna Fisheries Studyarti- Conduct the study Study report Report MALF;KM- Year 1 sanal tuna FRI; Develop- fisheries Action Plan ment Partners; to identify NGOs constraints Implement study Productive and Fishery performance data MALF; De- Year 1- 3 that should findings sustainable velopment be ad- artisanal tuna Partners dressed in fishery order to transform the fish- ery into a sustainable productive fishery capable of uplift- ing the economic conditions of fishers 29 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 2: To attract increased landings from DWF fleet Provide in- Lobby for rebates on Policy guide- Increased DWF landings MALF;MOF Year 1 centives for fuel, taxes and up- lines on rebates at the port increased grading of facilities forDWF Number of DWF landings fromDWF fleet. Provide efficient Improved bun- Number of upgraded bun- Kenya Ports Year 1- 4 and competitive fuel kering facilities kering facilities Authority bunkering services (KPA) at the landing sites Develop evaluation -Evaluation -Criteria for preferential Year 2 criteria on preferen- criteria licensing MALF; Private -Preferential -No. of licenses sector tiallicensing licenses Develop -Establish the required Cold storage fa- No. of cold chain facilities MALF;MOF; cold storage cold storage capacity cilities developed Private Sector facilities -Identify investment at the fish and funding opportuni- Year 1 - 4 landing sites ties for public/private cold storage facility -Develop cold storage facilities for pre- ferred niche markets (sashimi, super frozen, chilled) 30 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Increase Upgrade current off -Enhanced daily Weight of fish offloaded MALF; Private Year 1- 3 daily off- loading facilities off-loading ca- daily sector; KPA loading pacity capacity at -Improved the landing offloading facili- sites ties -Increased number of DWF landing Negotiate -Study on exist- Fisheries Fisheries Partnership MALF;MOFA Year 1 Fisher- ing fisheries access Partnership Agreement (FPA) ies Part- agreements Agreement nership -Train Negotiators Amount of funds emanat- Agreement ing fromFPA Establish -Establish actual Increasing value Value Tolerance level MALF;MOF Year 3 a Export! value tolerance (%) tolerance to as and Customs Custom per consignment close to 15% (EU Com- -Identify and remove exports) as pos- mittee to barriers to achieve- sible enable the ment of optimal industry to value tolerance achieve op- timal Value Tolerance criteria in the exports 31 f-ACtiVities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Access to Provide reliable Water supply in Level of satisfaction by County Gov- Year 1 sufficient water supply place processing facilities ernment and portable Public Water water to Service provid- on-shore ers processing facilities - Access Evaluate waste dis- Waste disposal Level of satisfaction by County Gov- Year 1 to waste posal access points. access points in processing facilities ernment; Pri- disposal place vate Sector facilities to on-shore processing areas 32 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 3: Empower investors to venture into tuna industry Develop a -Prepare a domestic -A domestic fleet -Domestic Fleet Develop- MALF;MOF;. Year --2 domestic fleet development development ment Action Plan Private Sector tuna fleet plan Action Plan -Formal announcement through -Promote joint -Incentives for & documentation of joint Leasing, ventures between joint venture venture incentives Flagging foreign and local tuna enterprises -No. of Investment & Busi- and Joint investors -Investment & ness Plans ventures -Enter into lease Business Plans -No. of Lease Agreements agreements between -Signed Lease signed private foreign ves- Agreements sels and local fishing companies -Flag vessels that Local tuna fish- -No. of tuna boats flying MALF; Private Year 1- 5 meet national laws ing fleet in place Kenyan flag Sector and criteria -% of tuna catch attrib- -Develop a tuna pole utable to pole and line and line fishery fishery Establish -Negotiate lines of Lines of credit Growth rate of Lending MALF;MOF; Year 2 - 3 credit lines credit with banks available to tuna enterprises Kenya Bank- for fisher- -Sensitize banks to- ers Association ies activi- wards the establish- (KBA); Private ties ment of credit lines Sector 33 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 4: Maintain favourable access of Kenya's tuna products into world markets Promote Develop and Improved mar- Growth rate of tuna prod- MALF; Export Year 1-2 access to strengthen trade ket access uct exports Promotion markets partnerships Council (EPC); Private Sector Actively participate Improved mar- -No. of forums MALF; EPC; Year 1- 5 in international ket access -No. of expos MOFA and regional trade -Growth rate of tuna forums, and fisheries product exports expos Harmonize customs -Harmonized -Harmonized Tariffs MALF;MOF Year 1- 3 tariffs, create aware- Tariffs in place -Number of people sensi- ness on them, and -Awareness cre- tized implement them ation meetings Train Fisheries Trade -Negotiators -Negotiation committee in MALF; Min. of Year 1 Negotiators and with sufficient place Trade (MOT) strengthen the nego- capacity - Training report tiation committees Identify and lobby -Non Tariff Bar- -Database on Non-Tariff MALF;MOT Year 2 for reduction of Non riers identified Barriers Tariff Barriers affect- -Reduction of -Level of NTBs ing the tuna trade NTBs through lobby 34 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Promote Establish a tuna fish- Market intel- Reports and Briefs MALF Year 2 access to eries market intel- ligence on markets ligence unit fluctuations in the international tuna trade Brand Kenya's Tuna Outreach -Number of outreach mes- MALF;Brand Year 3 products messages and sages and brands devel- Kenya brands devel- oped oped -Branded Tuna in the market Address sanitary -Legislation -Legislation in place MALF Year 3 and phyto-sanitary reviewed -Sensitization reports issues -Stakeholders -Training reports sensitized -Number of facilities in -Fisheries per- place sonnel trained -SOPs in place -Relevant infra- structure put in place (laborato- ries, fish han- dling facilities) -Developed standard operat- ing procedures (SOPs) 35 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategic Objective 3: To enhance effective tuna fisheries governance that takes into account national, regional and international requirements Strategy 1: Strengthen human resource capacity of agencies responsible for fisheries and stakeholders to manage tuna resources Strengthen Undertake Capacity Database of -Capacity needs assess- MALF; Private Year 1 human Needs Assessment specialized skills ment report Sector resource to support tuna -Specialized skills data- capacity fisheries value base chain Training and recruit- Skilled staff -Number of staff recruited MALF; Private Year 1- 3 ment to acquire & given responsibilities on Sector required specialized tuna management skills -Number of officers trained on relevant courses 36 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 2: Enhance Institutional Capacity Operation- -Set up an inter- -Operational Operational MCS Unit; MALF; Inter- Year 1- 3 alize and agency MCS Unit Fisheries En- Budgetary allocation; No. Ministerial enhance and provide facilities forcement Unit of staff re-trained; Committee; MCS and for port and sea Legislation in place; MCS MOF; Private associated data Sector capacity -Develop manual -SOPs in place (SOPS) for MCS and SOP Document provide resources for MCS activities -Reviewed -Review foreign license fees and Revised License Fees & fishing license fees resource rents Resource Rents and resource rents to match MCS require- ments Build MCS partner- -Membership -No. of MoUs signed MALF;MOFA Year 1 ships nationally, to international -Number/coverage area regionally & interna- certified MCS of Joint Patrols tionally bodies -National and Regional -National and MCS database Regional MCS database -Joint Patrols 37 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Operation- Increase national ca- -Operational -Port State Inspection unit MALF; Kenya Year 1 - 3 alize and pacity to implement VMS in place Navy enhance port state measures -Inter-agency -National Plan of Action- MCSand and combat IUU MCS unit IUU in place associated fishing -NPOA-IUU capacity Increase national ca- -Operational -Report on MCS datal MALF Year 1- 3 pacity to implement VMS information port state measures -Inter-agency on by catch and non- MCSunit target species Train and accredit -Observer -No. of trained observers MALF; Year 1 observers programme in -Legislation in place SWIOFC; place IOTC -Supporting legislation Improve and opera- -Staff trained -No. of staff trained MALF;RFMO; Year 1 tionalize VMS -Harmonized -Operational VMS IFMO VMS system 38 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Operation- Strengthen inves- Trained fisheries No. of staff trained MALF;DPP Year 1- 3 alize and tigative skills and staff in investi- enhance evidence handling gation and evi- MCS and dence handling associated capacity Sensitize judges, Improved judg- -No. of sensitization MALF;Judi- Year 1- 3 magistrates and ments workshops ciary prosecutors on im- -No. of sensitization mate- partance of fisheries rials developed regulations -No. of judicial staff sen- sitized 39 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 3: Strengthen existing legal framework on the conservation and development of tuna fisheries Provide Create scheduled Regular infor- -No. and types of forums KMFRI;DOF Year 1- 5 adequate forums for dissemi- mation sharing created Universities; support to nation of research forums created -No. of forum reports Development basic and findings compiled Partners demand -No. of information driven re- . -- materials produced and search and disseminated use quality research findings in Identify, and con- Priority research -No. of letters showing KMFRI;Uni- Year 1- 2the man- agement duct priority re- areas identified demand driven research versities of tuna search activities and documented requests DOF; Develop- fisheries -No. of priority research ment partners activities conducted -No. of priority research reports -No. of research findings streamlined into fisheries policies -No. of publications in refereed journals per researcher 40 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Provide Lobby for funds for Adequate re- -No. of proposals funded KMFRI;DOF; Year 1- 5 adequate identified priority search funding -No. of publications and Universities; support to research issues reports on priority re- Development basic and search areas per researcher partners demand -Growth in %of annual driven re- budget spent on actual search and research use quality research findings in the man- Continuous moni- -No. and types of monitor- KMFRI; DOF; Year 1- 5agement Monitoring of tuna toring, reporting of programmes ing programmes devel- Universities; fisheries data and research developed and oped Development documented -No. and types of monitor- partners ing reports produced and disseminated -Database on tuna fisher- ies with data on catch, effort, technology, price, trade, etc. 41 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategy 3: Strengthen existing legal framework on the conservation and development of tuna fisheries Provide Establish an infor- A tuna fishery -No. of datasets deposited KMFRI; DOF; Year 5 adequate mation management information at the resource centre Universities; support to system for tuna resource centre -No. of reports Development basic and -No. of information re- partners demand quests driven re- -No. of visitors search and use quality Collaborate and net- Established -No. of research partner- KMFRI;DOF; Year 1 - 5 research work with regional linkages with ships created Universities; findings in partners on tuna partners in the -No. of MoUs developed, Development the man- fisheries research on region signed and implemented partners agement aspects like bio- -No. of joint research of tuna logical and breed- workshops and confer- fisheries ing behavior, stock ences held. movements in differ- -No. of joint publications ent parts of the year, optimal sustainable yields, etc. 42 Activities Sub-Activities Expected output Performance Indicators Responsibility Timeframe Strategic Objective 4: Reduce the impact of HIV/AIDS pandemic and Gender issues in tuna fisher Strategy 1: Mainstream HIV/AIDS and gender in tuna fisheries management Incorporate Sensitize the stake- Stakeholders -No. of stakeholders sen- MALF; Minis- Year 1- 5 HIV/AIDS holders in tuna sensitized sitized try of Health; issues in fisheries -Survey to monitor change NACC the tuna in behavior fishery -Reduction in new infec- sub-sector hons among tuna fisher folk Incorporate -Conduct Assess- -Assessment -Assessment Report & Ac- MALF; Min- Year 35 gender and ment on special Report & Action hon Plan istry of Gen- children challenges that may Plan der & Social issues in be confronting any Development; the tuna specific gender or NGOs; CBOs; fishery children in the tuna Development sub-sector fisheries with a Partners view toidentifying measures to enhance equity in opportu- -Stakeholders -No. of stakeholders sen- nity. sensitized sitized -Sensitize stake- -No. of Sensitization holders on Gender Reports mainstreaming in the sub-sector 43 CHAPTER 6 6.0 COORDINATION, FINANCING, MONITORING AND EVALUATION 6.1 Institutional Framework The Ministry responsible for Fisheries Development will coor­ dinate implementation of this strategy. The Ministry will drive the process of implementation and facilitate consultations with agencies that have responsibility over specific activities identi­ fied in the implementation matrix in chapter 5. The private sec­ tor, comprising of all the value chain actors including fishers, processors, traders, other investors and their associations and other key stakeholders shall be actively involved in the imple­ mentation of this strategy. These actors shall playa key role of investing, producing, adding value and trading. The role of the Ministry and other public agencies will thus be essentially to provide a competitive and attractive environment for the pri­ vate sector to invest and produce. The successful implementation shall also rely on the support of other key state agencies. The Ministry of Finance shall play a critical role in funding, design and implementation of targeted incentives required to transform tuna fisheries. The Ministry responsible for foreign relations and trade shall playa central role in guiding regional and international negotiations with re­ spect to tuna trade. Kenya Marine Fisheries Research Institute (KMFRI) and other research institutions shall collaboratively deliver innovative research addressing priority issues along the tuna value chain. Ensuring compliance with the Monitoring Control and surveillance measures shall involve the building strong collaborative mechanisms with other state security agen­ cies such as the Kenya Navy and Kenya Police with the Minis­ try responsible for Fisheries Development. This strategy shall also involve the civil society for resource mobilization, capacity development and general oversight over governance and trade issues; and the development partners for support in almost all the areas of intervention. 44 6.2 Financing Funding for the implementation of the strategy shall be from the treasury and willing donors and the funding sourced through the Vision 2030 secretariat where the strategy shall be presented as one of the key programmes to be implemented 6.3 Monitoring and Evaluation The Ministry will put in place a monitoring and evaluation mechanism to ensure efficient and effective implementation of this strategy. In order to achieve this, the following monitoring and evaluation framework will be put in place: i. A multi-stakeholder Monitoring and Evaluation team led by Director of Marine Services will be established. The team will develop the M&E Framework consistent with the National Integrated Monitoring and Evaluation System (NIMES), identify the tools, facilitate the col­ lection of baseline data, determine the monitoring and evaluation frequency, and develop the terms of reference for both internal and external reviews. ii. Monitoring, evaluation and reporting framework for the strategy will be based on the strategy implementation matrix with special focus on the performance indicators. iii. Implementation will be achieved through annual Perfor­ mance Contracts negotiated between the Ministry and the Government, and also between the Ministry and the relevant semi-autonomous government agencies (such as the Kenya Marine Fisheries Research Institute. iv. There shall be an Annual Review Report (AR) of the strategy. This report will provide information for deci­ sion making by stakeholders. v. At the end of the strategy period, an external consultant will carry out a Terminal Review (TR) using a participa­ tory process. This will lead to identification of achieve­ ments against performance indicators and make recom­ mendations for the next strategy. 45