Ministry of Fisheries and Marine Resources Strategic Plan - 2017/18 - 2021/22

REPUBLIC OF NAMIBIA MINISTRY OF FISHERIES AND MARINE RESOURCES STRATEGIC PLAN - 2017/18 - 2021/22 APRIL 2017 Ministry of Fisheries and Marine Resources Brendan Simbwaye Square, Block C c/o Dr Kenneth David Kaunda and Goethe Streets Private Bag 13355 WINDHOEK Namibia Tel: +264 61 205 3127 | Fax: +264 61 244 161 TABLE OF CONTENTS ABBREVIATION......................................................................................................2 FOREWORD BY THE HONOURABLE MINISTER.................................................3 ACKNOWLEDGEMENTS BY THE PERMANENT SECRETARY............................4 MFMR STRATEGIC PLAN COMPONENT..............................................................5 EXECUTIVE SUMMARY..........................................................................................6 1. INTRODUCTION.........................................................................................7 1.1 Background....................................................................................7 2. HIGH LEVEL STATEMENTS.......................................................................7 2.1. Mandate.....................................................................................7 2.2. Vision...........................................................................................8 2.3. Mission........................................................................................8 2.4. Core Values...................................................................................8 3. ENVIRONMENTAL SCANNING..................................................................8 3.1. Strategic Issues.............................................................................8 3.2. Situation Analysis..........................................................................9 4. PILLARS AND STRATEGIC OBJECTIVES.............................................11 4.1 Pillars......................................................................................11 4.2 Strategic Objectives.....................................................................12 5. HIGH LEVEL LINKAGES AND STATEMENTS.........................................12 6. MFMR STRATEGIC PLANNING MATRIX 2017/18 TO 2021/22..............13 7. RISK ASSESSMENT................................................................................16 8. CRITICAL SUCCESS FACTOR...............................................................16 9. CONCLUSION..........................................................................................17 Annexures Stakeholder Analysis................................................................................18 The SWOT Analysis..................................................................................21 The pestle Analysis...................................................................................23 Notes......................................................................................................................26 2 2 Strategic Plan 2017/18 - 2021/22 ABBREVIATION BCC – Benguela Current Commission EAF – Ecosystem Approach EEC – Employment Equity Commission FOA – Fisheries Observer Agency HIV/AIDS – Human Immune Virus/Acquired Immune Deficiency Syndrome ICT – Information and Communication Technology IT – Information Technology IUU – Illegal Unreported Unregulated KRA – Key Result Area MCS – Monitoring, Control and Surveillance MFMR – Ministry of Fisheries and Marine Resources MIRCO – Ministry of International Relation and Co operations MOF – Ministry of Finance MWT – Ministry of Works and Transport NAMPORT – Namibian Port Authority NDP – National Development Plan NPC – National Planning Commission OMAs – (Government) Offices; Ministries and Agencies MTC – Ministerial Training Committee OPM – Office of the Prime Minister RFMO – Regional Fisheries Management Organizations SADC – Southern Africa Development Community TAC – Total Allowable Catch VMS – Vessel Monitoring System Strategic Plan 2017/18 - 2021/22 3 FOREWORD BY THE HONOURABLE MINISTER The Ministry of Fisheries and Marine Resources, since its inception in 1991 desired to travel a journey of continuous change, exploring new paths to success and greatness in our quest to achieve our vision; “...Namibia to be a leading fishing nation with a well-developed aquaculture industry”. This requires passion and commitment of motivated team members, embedded in the reality that we will face challenges together, and achieve successes together. We have learnt to overcome our challenges together, rise above our limitations, and to exceed our own dreams. The Ministry of Fisheries and Marine Resources has explored many paths over the past strategic planning journeys and learned many lessons on our journey, which is a lasting legacy for the generations that will come after us. We are now courageously boarding our ship to venture on a journey of achieving our newly defined five-year Strategic Plan for the period 2017-2022. For the past five years, the Ministry played a crucial role in ensuring that its strategic imperatives are achieved through the management and conservation of marine resources, inland fisheries and the development of the aquaculture sector. Moreover, we created an enabling environment for the fishing sector to efficiently operate. The sector managed to employ more than sixteen thousand Namibians over the past five years, making this sector the second most significant contributor to employment in Namibia. The sector has generated considerable revenue for Government, with fish and fisheries products being widely distributed for local consumption to improve per capita fish consumption in the country, which has increased from 4kg to 13kg over the past 5 years. Against this background, the Ministry has reviewed and realigned the previous strategic plan (2012 2016) with the purpose of directing the Ministry’s overall strategic priorities, operational management plans and activities for the next five years (2017-2022). I wish to acknowledge the key contribution that our stakeholders, particularly the fishing industry, line ministries whose mandate affect fisheries and marine resources, and development partners play in the realization of our strategic goals. I welcome our stakeholders to walk with us hand-in-hand, and count on your usual support as we commence the implementation of our Strategic Plan 2017 2022. In line with our Vision 2030, Harambee Prosperity Plan (HPP) and National Development Plan (NDP5), our shared objective is to build a sustainable and economically inclusive fishery, which contributes to our national goal of poverty eradication in Namibia. I therefore am confident that, if we work together courageously, we shall achieve all the goals of this Strategic Plan, and even exceed them. I am therefore delighted to present the Fifth Strategic Plan, 2017-2022 of the Ministry of Fisheries and Marine Resources, which shall guide us in our journey of delivering on our Mandate. 4 4 Strategic Plan 2017/18 - 2021/22 ACKNOWLEDGEMENTS BY THE PERMANENT SECRETARY “Leadership is the capacity to translate vision into reality”. This has been interpreted by John C Maxwell as saying that ...”most of us learn the hard way that leadership is not merely having a vision. Anyone can dream. Effective leadership is knowing how to lay down the action steps for yourself and the organization so that the vision can be realized. This requires us to be practical, committed, loyal and understand the process along the way.” The process leading to the finalization of the Ministry’s Strategic Plan has been lengthy and, at times, challenging. I would like to sincerely thank the colleagues of the Ministry of Fisheries and Marine Resources for their passion, courage, determination and enthusiasm throughout the process. I salute you! As we have created direction for our Ministry for the Strategic Plan period, it is essential that all staff members have a clear understanding of the objectives and direction of the Ministry. We have to be focused and have a clear sight of our vision. A special word of appreciation is extended to our political principals, Honourable Bernard Esau (Minister), and Hon. Chief Samuel Ankama (Deputy Minister) for their visionary leadership. A special word of gratitude is extended to the Office of the Prime Minister for availing Glodean Limbo, Kephas Muniepapa and Frans Goaseb to guide us throughout the strategic planning process to ensure that our Strategic Plan aligns with the official Strategic Framework. Thank you for your ongoing support and guidance. I thank all who have contributed to the realization of this pragmatic Strategic Plan in one way or the other. I have confidence that, through a joint effort, the objectives and strategic initiatives identified in the medium and long term, shall be realized. Dr. Moses Maurihungirire PERMANENT SECRETARY Strategic Plan 2017/18 - 2021/22 5 MFMR STRATEGIC PLAN COMPONENT Implementation, monitoring, revision Goals, objectives, action plan Vision & Mission Where do we want to be? What are our values & principles? Where are we now? Preparation & preplanning MFMR PLAN 6 6 Strategic Plan 2017/18 - 2021/22 EXECUTIVE SUMMARY The Ministry of Fisheries and Marine Resources (MFMR) engaged a highly pragmatic participative strategic planning process during 2017 to identify the high level statement and core strategic values that would enable MFMR to achieve its statutory mandate, though directly working to achieve the NDP5 desire outcomes which in turn when achieved should ultimately contribute to the achievement of Harambee Prosperity Plan and Vision 2030. “Leadership is the capacity to translate vision into reality” (Warren G. Bennis) The Ministry of Fisheries and Marine Resources defined its vision as “Namibia to be a leading fishing nation with a well-developed aquaculture industry”. The manner in which this should be achieved will be through the MFMR mission “which is “to responsibly manage living aquatic resources to continuously ensure a conducive environment for the fishing and aquaculture sector to prosper”. Therefore, the MFMR also acknowledges that it will need to achieve its mission by working with an acceptable behavioural framework, which is expressed through the Ministry’s six core values (outline in the document). The Ministry will focus on eight strategic objectives as defined within the themes/pillars undertaken by specific actions, outputs and set performance targets. It is very important to note that the strategic plan provided a brief review of its performance during 2012 to 2016. Furthermore also gave a background to the fisheries sector. A situation analysis of the Ministry of Fisheries and Marine Resources is outlined that identifies the key stakeholders of the Ministry and the strengths, weaknesses, opportunities and threats in the fisheries sector. Finally, a strategic planning matrix is attached that defines the operational activities. The total budget requirement during the five years (2017/18 to 2021/22) is estimated to be N$1,319 086 000.00 of which N$1.186922 000.00 is for operational and N$132 164 000.00 is for development. Strategic Plan 2017/18 - 2021/22 7 1. INTRODUCTION 1.1 BACKGROUND The Ministry of Fisheries and Marine Resources is responsible for the management of aquatic living resources and the development of aquaculture in an optimal and sustainable manner. From its inception, the ministry has established an effective and recognised fisheries research and management system. The country`s aquatic marine living resources are to be found in one of the most productive fishing grounds in the world (one of the five Eastern boundary upwelling system). This productivity results from the Benguela Current Upwelling System, which support`s abundant populations of demersal and pelagic species. Aquaculture consists of two subsectors namely freshwater/inland and Mariculture. Namibian marine capture fisheries are based on seven main commercially exploited species, both in terms of volume and value. The fisheries sector plays a significant role in terms of production, employment, foreign exchange earnings and government revenue. Fisheries sustains about 16,800 jobs directly, and provided on average about N$10 billion in FOREX earnings during the 2012 2016 annually, which makes the sector the second most important FOREX earner for Namibia after mining. The value addition in the sector increased during the past five years. It is projected that value addition will increase by 70 % considering targets set out in NDP5. The 2017-2022 Strategic Plan aims at keeping MFMR focused on attaining its core functions as reflected in the Fifth National Development Plan, through implementing strategic initiatives and KPIs that are reviewed annually and transformed into Management Plans. 2. HIGH LEVEL STATEMENTS 2.1 MANDATE The Ministry of Fisheries and Marine Resources has a mandate to sustainably manage the living aquatic resources and promote the aquaculture sector. The mandate of the Ministry of Fisheries and Marine Resources is derived from the Constitution of the Republic of Namibia, various policy, regulatory instrument and cabinet directive that establish the Ministry in 1991. The primary policy and regulatory instruments for MFMR are: • The Marine Resources Act 2000 (Act No. 27 of 2000); • The Marine Resources Regulations (Government Notice No. 241, Regulations relating to the exploitation of Marine Resources, 2001) • Namibia’s Marine Resources Policy: Towards Responsible Development and Management of the Marine Resources Sector (August 2004); and • The White Paper on the Responsible Management of the Inland Fisheries of NAMIBIA (1995); • Inland Fisheries Resources Act (No. 1 of 2003); • Aquaculture Policy; • Aquaculture Act 2002 (Act No.18 of 2002), and • Aquaculture Regulation on Licensing The Ministry of Fisheries and Marine Resources is a party to a number of international and Regional Fisheries Organisations, Commissions, Conventions and Treaties and has made provisions of these instruments in its policies, programmes and management measures to implement them at national level for the benefit of the Namibian people. 8 8 Strategic Plan 2017/18 - 2021/22 2.2 VISION To be a leading fishing nation with a well-developed aquaculture industry. This vision is an exciting statement which is effective in defining, MFMR identity, and is in line with the strategic objectives of the Ministry. 2.3 MISSION To responsibly manage living aquatic resources to continuously ensure a conducive environment for the fishing and aquaculture sector to prosper. The Ministry strongly believe that this mission is well articulated and provides a progressive framework for the strategic objectives of the plan. 2.4 CORE VALUES The Ministry has developed six values and they are described as follows: Transparency: The Ministry will ensure to deliver its service in a transparent manner, while upholding confidentiality and protect information of individual right holders. The Ministry will maintain close links and constructively exchange information with the fishing industry and other stakeholders, to ensure better cooperation and understanding on sector issues and thus enhance development and good governance for the benefit of the future generation. Accountability: The Ministry will ensure that complaints about our service delivery are dealt with fairly and that prompt action is taken to rectify shortcomings in areas where satisfactory standards have not been achieved. Equity: The Ministry will apply the policy and legislative so as to ensure that equitable access to resources leads to benefits for all interested stakeholders, while facilitating the Namibianisation of the fishing sector. Honesty: The Ministry will ensure to, at all times, apply the policy and legislative framework in a fair, trustworthy, genuine and equal manner, while upholding the professional standard in delivering the service. Loyalty: The Ministry must ensure the creation of a conducive working environment in which staff members will be motivated as team players to conduct their service and make their contributions toward success diligently. Diligence: The Ministry and its staff are dedicated to provide its services with full commitment in line with the needs and desires of our clients/stakeholders, as a team. 3. ENVIRONMENTAL SCANNING 3.1 STRATEGIC ISSUES Strategic issues have been identified through a situation and stakeholder’s analysis, taking into account the impacts of internal and external environments that were identified through a SWOT analysis. Issues that are of strategic importance and essential for the strategic planning period 2017-2022 include: • Fisheries and aquatic resources management (sustainable) • Human resources development • Regulatory framework • Communication both internal and externally • Value addition • Environmental Impact/Climate Change Source; MFMR, 2017 Strategic Plan 2017/18 - 2021/22 9 All the strategic issues are articulated below. Fisheries and Aquatic Resources Management The biomass levels of different species need focused attention; therefore MFMR needs to ensure the future effectives and efficiency of the research fleet going forward. Pragmatic management plans, both for fish and marine mammal need to be developed and implemented to ensure increased efficient resources management going forward. In addition, there is a need to streamline scientific research activities so that they assist with and complement resource management effort. Human Resource Development Emphasis should be placed on crafting strategic imperatives that would create a conducive working environment to enhance general staff motivational levels that would inevitably result in optimal performance. In addition, identified challenges pertaining to staff supervision, strategic leadership and work ethic require urgent strategic attention. Prevailing challenges in the conditions of service have manifested themselves in form of the ministry challenge to retain skilled and experienced trained staff resulting in high staff turnover. Regulatory Framework This is a focus areas for the next five years and beyond which would be for the MFMR to ensure compliance by further enforcing relevant and appropriate regulations and policies. The Ministry will also need to ensure continued responsiveness of the regulatory framework to industry operations and demands, while the capacity of inspection and observer work shall need support and strengthening. Communication Internally and Externally The ability to clearly communicate expectations between relevant and appropriate parties and to establish convergent thinking which would enable synergistic decision and efforts towards shared objectives and strategies. Therefore, it is important for MFMR to nurture communication channels with partner ministries, to engage collaborative stakeholder engagements and to ensure continuous, organised well structure strategic partners/stakeholder within the parameters of its mandate. Value Addition MFMR efforts for driving and promoting value addition and general products diversification, especially by exploring horse mackerel and mari-culture opportunities should be intensified. There is a need to develop strategies to ensure future sustainability and self sufficiency of aquaculture business sector. Therefore, the Aquaculture Master Plan need to be implemented. Environmental Impact/Climate Change The fisheries sector is extremely vulnerable to environmental perturbation fuelled by climate change linked global warming phenomena. This negatively affects the ecosystem balance which has an adverse effect on fisheries resources. 3.2 SITUATION ANALYSIS An analysis of the stakeholders was carried out to find out the needs of MFMR clients and partners. The stakeholders are grouped into four categories as per table 1: (This was done on 19-20 April 2017) 10 10 Strategic Plan 2017/18 - 2021/22 Table 1 Key Stakeholders Customers All those mentioned under customers are envisioned as primary clients in terms of MFMR policy implementation; Expectation: Provision of fingerlings, traps and nets for lobster, change in regulations to enable the fishery to move from north to the south, increase quota allocations, rebates in fees, minimal interference in the commercial operations and generally that MFMR create a conducive environment for the fishing industry to prosper. Aquaculture industry expect research support, extension services, training, clear data and information (technical, economic, environmental and biological). The recreational fishing community expects to be able to find information pertaining to fisheries (particularly for inland fisheries and where there is a lack of information), to have ready access to information on regulations, to receive the speedy issuance of recreational licenses and to have access to impartial, unbiased and generally well-trained inspectors who are knowledgeable about MFMR`s legislation (Acts). The general public expects commitment, effectiveness and efficiency in the delivery of MFMR`s mandate. Education about the Ministry`s programmes, provided by good communications information and quality service is fundamental to the public`s expectations relating to benefits from the fishing sector and as part the equitable distribution of resources and fisheries. Empower Collaborate Consult Listen Inform STAKEHOLDER GROUPING STAKEHOLDERS Customers Fishing industry, aquaculture Industry, small scale fishers, recreational fishers and general public OMAS Office of the president, Cabinet, Parliamentarians, and other OMAs Staff members of MFMR Employees, and Management MFMR, 2017 Strategic Plan 2017/18 - 2021/22 11 OMAs (GRN stakeholders) These stakeholders expect MFMR to provide information and data timely and accurate as part of delivering the Manifesto and specifically to State of the Nation Address. Expectation: MFMR to display creativity, innovation and efficiency especially in: • Policy/legislation implementation • Effective implementation of development plans and programs • Stakeholder interaction • Performance and accountability including feedback to Cabinet • MFMR to be active in the initiation and formulation of fisheries policies and laws that it will provide information on fisheries laws and regulations, fisheries in development and management on policy implementation. Staff members • Cooperation, performance and professionalism from all staff members within the Ministry. • Staff member expect sufficient financial resources, ongoing exposure to experience, training and development, equipment, office accommodation, performance recognition, efficient services delivery, incentives, promotion and improved employment benefits. 4. PILLARS AND STRATEGIC OBJECTIVES 4.1 PILLARS In order to achieve its vision, based on its mandate and mission, MFMR, has identified five strategic Pillars in which the MFMR must excel in order to deliver value to customers and stakeholder namely: • Fisheries and Aquatic resources management • Effective and efficient delivery of fisheries Monitoring, Control and Surveillance Services • Policy and Legal Framework • Socio-economic development and • Operational efficiency Below are the five Pillars as describe and what they intended for MFMR 1. Fisheries and Aquatic Resources Management This Pillar concerned with the management of fisheries and aquatic resources. The main focus of this pillar to sustain Namibia’s international acclaimed image in the fisheries resources management,while ensuring that set targets for biomass levels of different species are achieved. The pillar also provides for the inclusion of environmental impacts due to climate changes in fisheries resource management, while providing for continuous scientific research and activities such as the ecosystem approach to fisheries to support resource management efforts. 2. Policy And Legal Framework The key focus areas for this strategic pillar is to ensure responsive implementation of the regulatory framework, internal and external enforcement of regulations, policies and directives. 3. Socio-Economic Development This strategic pillar is concerned with the socia-economix aspects of fisheries activities such as their contribution to employment creation and to food security. The pillar also 12 12 Strategic Plan 2017/18 - 2021/22 addresses value addition and product diversification, external economic factors, and International agreements, all of which have the potential to significantly influence the growth of the fisheries sector. 4. Operational Efficiency and Monitoring, Control and Surveillance Services The institution’s (MFMR’s) capacity to operate efficiently is the main focus of this strategic theme. The Ministry’s capacity for planning and implementation will be improved as well as its capacity for effective monitoring and evaluation. The effects of the employee well-ness both on the industry and the Ministry as well as communication efficiencies will be addressed. Strategic management and leadership, and the capacity to identify resource mobilisation support within the Ministry’s programmes are an additional feature of this theme. 4.2 STRATEGIC OBJECTIVES MFMR consultative workshop developed strategic objectives listed below. These Strategic objectives provide the essential building blocks for implementing the Strategic Plan. There are 7 strategic objectives sets out during the period of 2017– 2022: • Encourage scientific advice on the sustainable management of the marine ecosystem • Strengthen compliance with fisheries legislation • Develop blue economy policy and legal framework • Strengthen the development of aquaculture • Improve contribution of value added exports to national economy • Increase employment creation and the contribution to the national economy • Enhance organizational performance 5. HIGH LEVEL LINKAGES AND STATEMENTS Namibia vision 2030 describes the country collective vision towards which all development effort shall be geared. Successive national development plans such as the NDP5, Haram bee Prosperity Plan, Swapo Party Manifesto 2004, Decentralisation Policy and UN Goals for Sustainable Development, provide the paths for Government to achieve this vision. The key result areas articulated in the MFMR strategic plan set out 7 strategic goals to be achieved. The alignment of the desire outcome in the Strategic Plan to objectives in the NDP5 is essential ensuring that the MFMR efforts are targeted and contribute meaning fully to the overall goals and the long term vision 2013. In this respect MFMR contributions are likely to be significant across all KPI as outline in the MFMR matrix plan. The emphasis is on the management of the resources in a sustainable manner, protection of Namibia resources, welfare of the people and, and growing of the industry. Strategic Plan 2017/18 - 2021/22 13 M F M R S T R A T E G IC P L A N N IN G M A T R IX 2 0 1 7 /1 8 T O 2 0 2 1 /2 2 P la nn in g m at ri x D es ir ed O ut co m e P ill ar S tr at eg ic O bj ec tiv e K ey P er fo rm an ce In di ca to r (K P I) In di ca to r D efi ni tio n In di ca to r Ty pe B as e Li ne A nn ua l T ar ge ts P ro gr am m e P ro je ct B ud ge t ( M ill io n) R es . U ni t Y 1 Y 2 Y 3 Y 4 Y 5 O pe D ev B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e b en efi ts eq ui ta bl y F is he rie s an d aq ua tic re so ur ce s m an ag em en t 1. pr ov id e sc ie nt ifi c ad vi ce o n th e su st ai na bl e m an ag em en t of th e m ar in e ec os ys te m # of S O S re co m m en da tio ns fo r co m m er ci al ly ex pl oi te d re so ur ce s S O S m an ag em en t re po rt s A bs ol ut e 7 8 8 8 8 8 S ur ve y & S to ck A ss es sm en t E co sy st em r es ea rc h 40 3 R M # of s to ck s w he re E B M p rin ci pl es a re im pl em en te d E B M p rin ci pl es A bs ol ut e 2 1 1 1 1 2 R eg io na l a nd in te rn at io na l co lla bo ra tio n E ffe ct iv e an d ef fic ie nt de liv er y of fis he rie s m on ito rin g, co nt ro l a nd su rv ei lla nc e se rv ic es 2. E nf or ce co m pl ia nc e w ith fi sh er ie s le gi sl at io n % r ed uc tio n of il le ga l un re po rt ed a nd un re gu la te d (iu u) fis hi ng a ct iv iti es w ith in n am ib ia n w at er R ed uc tio n of ill eg al fi sh in g ac tiv iti es in na m ib ia n w at er s D ec re m en ta l 27 % 25 % 23 % 21 % 19 % 17 % M C S C oa st al p at ro l 28 3. 0 43 .0 S U R % a va ila bi lit y of pa tr ol a nd r es ea rc h cr af t A dm in is tr at io n, m an ni ng , pl an ni ng , m ai nt en an ce an d re pa ir of p at ro l & re se ar ch c ra ft A bs ol ut e 80 % 80 % 80 % 80 % 80 % 80 % M ai nt en an ce & ad m in is tr at io n T S B y 20 20 , na m ib ia w ill h av e im pl em en te d a bl ue e co no m y go ve rn an ce an d m an ag em en t sy st em th at su st ai na bl y m ax im iz es ec on om ic be ne fit s fr om m ar in e re so ur ce s an d en su re s eq ui ta bl e m ar in e w ea lth di st rib ut io n fo r al l N am ib ia ns P ol ic y le ga l fr am ew or k 3. en su re b lu e ec on om y re gu la tio n fr am ew or k % o f o ce an p ol ic y de ve lo pe d B lu e ec on om y go ve rn an ce fr am ew or k in pl ac e In cr em en ta l 0 20 % 40 % 75 % 85 % 10 0% Le gi sl at io n an d po lic y co or di na tio n R eg ul at or y fr am ew or k (d ev el op m en t a nd re vi ew ) 2 P P E % le ve l o f r ig ht ho ld er p er fo rm an ce E va lu at io n of rig ht h ol de rs pe rf or m an ce In cr em en ta l 40 % 45 % 50 % 55 % 60 % 65 % Va lu e ad di tio n an d m ar ke t di ve rs ifi ca tio n E co no m ic r es ea rc h an d bi la te ra l ne go tia tio ns 1 B y 20 22 , N am ib ia to be th e ke y fis he rie s an d pr oc es si ng hu b in th e so ut h w es t A tla nt ic o ce an th ro ug h in cr ea si ng th e vo lu m e of fis h ha nd le d, ca nn ed o r pr oc es se d in w al vi s ba y cu m ul at iv el y by 4 0% S oc io ec on om ic de ve lo pm en t 4. im pr ov e co nt rib ut io n of v al ue ad de d ex po rt s to n at io na l ec on om y % o f h or se m ac ke re l fis h al lo ca te d fo r va lu e ad di tio n Va lu e ad di tio n ad de d on fi sh pr od uc ts In cr em en ta l 5% 5% 10 % 20 % 30 % 40 % 0. 5 % o f fi sh to nn ag e va lu e ad de d on sh or e Va lu e ad di tio n cr ea te d on sh or e In cr em en ta l 40 % 48 % 56 % 64 % 72 % 80 % 0. 5 # of p ro du ct io n lin e ad de d P ro du ct io n lin es ad de d ab so lu te 14 0 2 (2 ) (2 ) (2 ) (2 ) 0. 5 % o f f ee s co nt rib ut io n to s ta te re ve nu e R es ou rc e re nt co nt rib ut io n to th e na m ib ia n ec on om y A bs ol ut e ( ) 95 % 10 0% 10 0% 10 0% 10 0% 10 0% 0. 5 # of s ta tis tic al r ep or t co m pi le d A cc ou nt s S ta tis tic al d at a on la nd in gs pr od uc ed A bs ol ut e 25 5 5 5 5 5 S ta tis tic s S ta tis tic al a na ly si s 5. in cr ea se em pl oy m en t cr ea tio n in th e fis hi ng s ec to r # of in cr ea se jo b cr ea tio n in th e fis hi ng s ec to r co or di na te d. E m pl oy m en t re po rt c om pi le d In cr em en ta l 3 1 1 1 1 1 E m pl oy m en t cr ea tio n E m pl oy m en t c re at io n 1 P ro m ot io n of aq ua cu ltu re # of m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e fr es hw at er aq ua cu ltu re ef fic ie nc y A bs ol ut e 1 5 5 5 5 5 F re sh w at er aq ua cu ltu re O pe ra tio n an d m ai nt en an ce o f aq ua cu ltu re c en tr es 47 A Q R es ea rc h of su st ai na bl e aq ua cu ltu re pr od uc tio n 11 .8 F is h fe ed a nd s ee d pr od uc tio n 11 .8 P ro vi si on o f ex te ns io n se rv ic es 23 .6 Tr ai ni ng o f s ta ff 9. 4 # m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e m ar ic ul tu re ef fic ie nc y A bs ol ut e 3 1 1 1 1 1 M ar ic ul tu re C on du ct w at er qu al ity m on ito rin g pr og ra m 11 .8 C on du ct a qu at ic an im al h ea lth an d ph yt os an ito ry pr og ra m 11 .8 R es ea rc h to im pr ov e co ns er va tio n an d su st ai na bl e us e of bi od iv er si ty 11 .8 B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e be ne fit s eq ui ta bl y. F is he rie s an d aq ua tic re so ur ce s m an ag em en t % p ro gr es s m ad e to w ar d th e de ve lo pm en t o f na tio na l a qu at ic an im al h ea lth st ra te gy D ev el op m en t o f na tio na l a qu at ic an im al h ea lth st ra te gy In cr em en ta l 0% 10 20 30 40 50 M as te r pl an E st ab lis h na tio na l aq ua tic a ni m al he al th p ro gr am 9. 4 # of n ew r es ea rc h pr oj ec ts d ev el op ed R es ea rc h pr oj ec t do cu m en ts 0 0 1 0 1 1 Im pl em en ta tio n of th e sh el lfi sh sa ni ta tio n pr og ra m 9. 4 # of r eg io na l an d in te rn at io na l re se ar ch pa rt ne rs hi ps de ve lo pe d C ol la bo ra tio ns es ta bl is he d (m ou ) 0 0 1 0 1 1 Lo ca l, re gi on al an d in te rn at io na l pa rt ne rs hi ps 4. 7 # of m an ag em en t m ea su re s de ve lo pe d an d im pl em en te d M an ag em en t m ea su re s de ve lo pe d 4 0 1 1 1 1 In la nd fi sh er ie s C on du ct n at io na l in la nd w at er s ur ve y pr og ra m 35 .4 R es ea rc h to im pr ov e kn ow le dg e fo r su st ai na bl e ut ili za tio n of in la nd fis he rie s re so ur ce s 14 .2 C on du ct s oc io ec on om ic m on ito rin g pr og ra m 4. 7 O pe ra tio na l ef fic ie nc y E nh an ce or ga ni sa tio na l pe rf or m an ce % s tr at eg y ex ec ut io n T he e xe cu tio n of al l y ea rly ta rg et s In cr em en ta l 0 10 0 10 0 10 0 10 0 10 0 P er fo rm an ce im pr ov em en t R ef or m s in iti at iv es (p m s, b pr ,c ha rt er s, de ce nt ra liz at io n, et c) G S % s ta ff sa tis fa ct io n T he s at is fa ct io n of s ta ff m em be rs in te rm s of or ga ni sa tio na l le ad er sh ip , w or k en vi ro nm en t an d st af f w el l be in g. In cr em en ta l 0 80 85 90 95 10 0 H r m an ag em en t % c iti ze n sa tis fa ct io n T he p er ce pt io n of c iti ze ns in te rm s of s er vi ce de liv er y In cr em en ta l 0 50 55 60 65 70 H r de ve lo pm en t E m pl oy ee w el ln es s % c om pl ia nc e w ith O A G s ta tu to ry re qu ire m en ts T he c om pl ia nc e of b ud ge t ex ec ut io n in ac co rd an ce al l O A G re qu ire m en ts A bs ol ut e 97 98 98 98 99 10 0 A dm in is tr at io n F in an ci al m an ag em en t & a ud it se rv ic e % k ey s er vi ce s ac ce ss ib le o n lin e T he s er vi ce of IC T w hi ch is e as ily ac ce ss ib le In cr em en ta l 10 0 Ic t i nf ra st ru ct ur e A ux ili ar y se rv ic es 6. M FM R S TR A TE G IC P LA N N IN G M A TR IX 2 01 7/ 18 to 2 02 1/ 22 14 Strategic Plan 2017/18 - 2021/22 M F M R S T R A T E G IC P L A N N IN G M A T R IX 2 0 1 7 /1 8 T O 2 0 2 1 /2 2 P la nn in g m at ri x D es ir ed O ut co m e P ill ar S tr at eg ic O bj ec tiv e K ey P er fo rm an ce In di ca to r (K P I) In di ca to r D efi ni tio n In di ca to r Ty pe B as e Li ne A nn ua l T ar ge ts P ro gr am m e P ro je ct B ud ge t ( M ill io n) R es . U ni t Y 1 Y 2 Y 3 Y 4 Y 5 O pe D ev B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e b en efi ts eq ui ta bl y F is he rie s an d aq ua tic re so ur ce s m an ag em en t 1. pr ov id e sc ie nt ifi c ad vi ce o n th e su st ai na bl e m an ag em en t of th e m ar in e ec os ys te m # of S O S re co m m en da tio ns fo r co m m er ci al ly ex pl oi te d re so ur ce s S O S m an ag em en t re po rt s A bs ol ut e 7 8 8 8 8 8 S ur ve y & S to ck A ss es sm en t E co sy st em r es ea rc h 40 3 R M # of s to ck s w he re E B M p rin ci pl es a re im pl em en te d E B M p rin ci pl es A bs ol ut e 2 1 1 1 1 2 R eg io na l a nd in te rn at io na l co lla bo ra tio n E ffe ct iv e an d ef fic ie nt de liv er y of fis he rie s m on ito rin g, co nt ro l a nd su rv ei lla nc e se rv ic es 2. E nf or ce co m pl ia nc e w ith fi sh er ie s le gi sl at io n % r ed uc tio n of il le ga l un re po rt ed a nd un re gu la te d (iu u) fis hi ng a ct iv iti es w ith in n am ib ia n w at er R ed uc tio n of ill eg al fi sh in g ac tiv iti es in na m ib ia n w at er s D ec re m en ta l 27 % 25 % 23 % 21 % 19 % 17 % M C S C oa st al p at ro l 28 3. 0 43 .0 S U R % a va ila bi lit y of pa tr ol a nd r es ea rc h cr af t A dm in is tr at io n, m an ni ng , pl an ni ng , m ai nt en an ce an d re pa ir of p at ro l & re se ar ch c ra ft A bs ol ut e 80 % 80 % 80 % 80 % 80 % 80 % M ai nt en an ce & ad m in is tr at io n T S B y 20 20 , na m ib ia w ill h av e im pl em en te d a bl ue e co no m y go ve rn an ce an d m an ag em en t sy st em th at su st ai na bl y m ax im iz es ec on om ic be ne fit s fr om m ar in e re so ur ce s an d en su re s eq ui ta bl e m ar in e w ea lth di st rib ut io n fo r al l N am ib ia ns P ol ic y le ga l fr am ew or k 3. en su re b lu e ec on om y re gu la tio n fr am ew or k % o f o ce an p ol ic y de ve lo pe d B lu e ec on om y go ve rn an ce fr am ew or k in pl ac e In cr em en ta l 0 20 % 40 % 75 % 85 % 10 0% Le gi sl at io n an d po lic y co or di na tio n R eg ul at or y fr am ew or k (d ev el op m en t a nd re vi ew ) 2 P P E % le ve l o f r ig ht ho ld er p er fo rm an ce E va lu at io n of rig ht h ol de rs pe rf or m an ce In cr em en ta l 40 % 45 % 50 % 55 % 60 % 65 % Va lu e ad di tio n an d m ar ke t di ve rs ifi ca tio n E co no m ic r es ea rc h an d bi la te ra l ne go tia tio ns 1 B y 20 22 , N am ib ia to be th e ke y fis he rie s an d pr oc es si ng hu b in th e so ut h w es t A tla nt ic o ce an th ro ug h in cr ea si ng th e vo lu m e of fis h ha nd le d, ca nn ed o r pr oc es se d in w al vi s ba y cu m ul at iv el y by 4 0% S oc io ec on om ic de ve lo pm en t 4. im pr ov e co nt rib ut io n of v al ue ad de d ex po rt s to n at io na l ec on om y % o f h or se m ac ke re l fis h al lo ca te d fo r va lu e ad di tio n Va lu e ad di tio n ad de d on fi sh pr od uc ts In cr em en ta l 5% 5% 10 % 20 % 30 % 40 % 0. 5 % o f fi sh to nn ag e va lu e ad de d on sh or e Va lu e ad di tio n cr ea te d on sh or e In cr em en ta l 40 % 48 % 56 % 64 % 72 % 80 % 0. 5 # of p ro du ct io n lin e ad de d P ro du ct io n lin es ad de d ab so lu te 14 0 2 (2 ) (2 ) (2 ) (2 ) 0. 5 % o f f ee s co nt rib ut io n to s ta te re ve nu e R es ou rc e re nt co nt rib ut io n to th e na m ib ia n ec on om y A bs ol ut e ( ) 95 % 10 0% 10 0% 10 0% 10 0% 10 0% 0. 5 # of s ta tis tic al r ep or t co m pi le d A cc ou nt s S ta tis tic al d at a on la nd in gs pr od uc ed A bs ol ut e 25 5 5 5 5 5 S ta tis tic s S ta tis tic al a na ly si s 5. in cr ea se em pl oy m en t cr ea tio n in th e fis hi ng s ec to r # of in cr ea se jo b cr ea tio n in th e fis hi ng s ec to r co or di na te d. E m pl oy m en t re po rt c om pi le d In cr em en ta l 3 1 1 1 1 1 E m pl oy m en t cr ea tio n E m pl oy m en t c re at io n 1 P ro m ot io n of aq ua cu ltu re # of m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e fr es hw at er aq ua cu ltu re ef fic ie nc y A bs ol ut e 1 5 5 5 5 5 F re sh w at er aq ua cu ltu re O pe ra tio n an d m ai nt en an ce o f aq ua cu ltu re c en tr es 47 A Q R es ea rc h of su st ai na bl e aq ua cu ltu re pr od uc tio n 11 .8 F is h fe ed a nd s ee d pr od uc tio n 11 .8 P ro vi si on o f ex te ns io n se rv ic es 23 .6 Tr ai ni ng o f s ta ff 9. 4 # m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e m ar ic ul tu re ef fic ie nc y A bs ol ut e 3 1 1 1 1 1 M ar ic ul tu re C on du ct w at er qu al ity m on ito rin g pr og ra m 11 .8 C on du ct a qu at ic an im al h ea lth an d ph yt os an ito ry pr og ra m 11 .8 R es ea rc h to im pr ov e co ns er va tio n an d su st ai na bl e us e of bi od iv er si ty 11 .8 B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e be ne fit s eq ui ta bl y. F is he rie s an d aq ua tic re so ur ce s m an ag em en t % p ro gr es s m ad e to w ar d th e de ve lo pm en t o f na tio na l a qu at ic an im al h ea lth st ra te gy D ev el op m en t o f na tio na l a qu at ic an im al h ea lth st ra te gy In cr em en ta l 0% 10 20 30 40 50 M as te r pl an E st ab lis h na tio na l aq ua tic a ni m al he al th p ro gr am 9. 4 # of n ew r es ea rc h pr oj ec ts d ev el op ed R es ea rc h pr oj ec t do cu m en ts 0 0 1 0 1 1 Im pl em en ta tio n of th e sh el lfi sh sa ni ta tio n pr og ra m 9. 4 # of r eg io na l an d in te rn at io na l re se ar ch pa rt ne rs hi ps de ve lo pe d C ol la bo ra tio ns es ta bl is he d (m ou ) 0 0 1 0 1 1 Lo ca l, re gi on al an d in te rn at io na l pa rt ne rs hi ps 4. 7 # of m an ag em en t m ea su re s de ve lo pe d an d im pl em en te d M an ag em en t m ea su re s de ve lo pe d 4 0 1 1 1 1 In la nd fi sh er ie s C on du ct n at io na l in la nd w at er s ur ve y pr og ra m 35 .4 R es ea rc h to im pr ov e kn ow le dg e fo r su st ai na bl e ut ili za tio n of in la nd fis he rie s re so ur ce s 14 .2 C on du ct s oc io ec on om ic m on ito rin g pr og ra m 4. 7 O pe ra tio na l ef fic ie nc y E nh an ce or ga ni sa tio na l pe rf or m an ce % s tr at eg y ex ec ut io n T he e xe cu tio n of al l y ea rly ta rg et s In cr em en ta l 0 10 0 10 0 10 0 10 0 10 0 P er fo rm an ce im pr ov em en t R ef or m s in iti at iv es (p m s, b pr ,c ha rt er s, de ce nt ra liz at io n, et c) G S % s ta ff sa tis fa ct io n T he s at is fa ct io n of s ta ff m em be rs in te rm s of or ga ni sa tio na l le ad er sh ip , w or k en vi ro nm en t an d st af f w el l be in g. In cr em en ta l 0 80 85 90 95 10 0 H r m an ag em en t % c iti ze n sa tis fa ct io n T he p er ce pt io n of c iti ze ns in te rm s of s er vi ce de liv er y In cr em en ta l 0 50 55 60 65 70 H r de ve lo pm en t E m pl oy ee w el ln es s % c om pl ia nc e w ith O A G s ta tu to ry re qu ire m en ts T he c om pl ia nc e of b ud ge t ex ec ut io n in ac co rd an ce al l O A G re qu ire m en ts A bs ol ut e 97 98 98 98 99 10 0 A dm in is tr at io n F in an ci al m an ag em en t & a ud it se rv ic e % k ey s er vi ce s ac ce ss ib le o n lin e T he s er vi ce of IC T w hi ch is e as ily ac ce ss ib le In cr em en ta l 10 0 Ic t i nf ra st ru ct ur e A ux ili ar y se rv ic es M F M R S T R A T E G IC P L A N N IN G M A T R IX 2 0 1 7 /1 8 T O 2 0 2 1 /2 2 P la nn in g m at ri x D es ir ed O ut co m e P ill ar S tr at eg ic O bj ec tiv e K ey P er fo rm an ce In di ca to r (K P I) In di ca to r D efi ni tio n In di ca to r Ty pe B as e Li ne A nn ua l T ar ge ts P ro gr am m e P ro je ct B ud ge t ( M ill io n) R es . U ni t Y 1 Y 2 Y 3 Y 4 Y 5 O pe D ev B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e b en efi ts eq ui ta bl y F is he rie s an d aq ua tic re so ur ce s m an ag em en t 1. pr ov id e sc ie nt ifi c ad vi ce o n th e su st ai na bl e m an ag em en t of th e m ar in e ec os ys te m # of S O S re co m m en da tio ns fo r co m m er ci al ly ex pl oi te d re so ur ce s S O S m an ag em en t re po rt s A bs ol ut e 7 8 8 8 8 8 S ur ve y & S to ck A ss es sm en t E co sy st em r es ea rc h 40 3 R M # of s to ck s w he re E B M p rin ci pl es a re im pl em en te d E B M p rin ci pl es A bs ol ut e 2 1 1 1 1 2 R eg io na l a nd in te rn at io na l co lla bo ra tio n E ffe ct iv e an d ef fic ie nt de liv er y of fis he rie s m on ito rin g, co nt ro l a nd su rv ei lla nc e se rv ic es 2. E nf or ce co m pl ia nc e w ith fi sh er ie s le gi sl at io n % r ed uc tio n of il le ga l un re po rt ed a nd un re gu la te d (iu u) fis hi ng a ct iv iti es w ith in n am ib ia n w at er R ed uc tio n of ill eg al fi sh in g ac tiv iti es in na m ib ia n w at er s D ec re m en ta l 27 % 25 % 23 % 21 % 19 % 17 % M C S C oa st al p at ro l 28 3. 0 43 .0 S U R % a va ila bi lit y of pa tr ol a nd r es ea rc h cr af t A dm in is tr at io n, m an ni ng , pl an ni ng , m ai nt en an ce an d re pa ir of p at ro l & re se ar ch c ra ft A bs ol ut e 80 % 80 % 80 % 80 % 80 % 80 % M ai nt en an ce & ad m in is tr at io n T S B y 20 20 , na m ib ia w ill h av e im pl em en te d a bl ue e co no m y go ve rn an ce an d m an ag em en t sy st em th at su st ai na bl y m ax im iz es ec on om ic be ne fit s fr om m ar in e re so ur ce s an d en su re s eq ui ta bl e m ar in e w ea lth di st rib ut io n fo r al l N am ib ia ns P ol ic y le ga l fr am ew or k 3. en su re b lu e ec on om y re gu la tio n fr am ew or k % o f o ce an p ol ic y de ve lo pe d B lu e ec on om y go ve rn an ce fr am ew or k in pl ac e In cr em en ta l 0 20 % 40 % 75 % 85 % 10 0% Le gi sl at io n an d po lic y co or di na tio n R eg ul at or y fr am ew or k (d ev el op m en t a nd re vi ew ) 2 P P E % le ve l o f r ig ht ho ld er p er fo rm an ce E va lu at io n of rig ht h ol de rs pe rf or m an ce In cr em en ta l 40 % 45 % 50 % 55 % 60 % 65 % Va lu e ad di tio n an d m ar ke t di ve rs ifi ca tio n E co no m ic r es ea rc h an d bi la te ra l ne go tia tio ns 1 B y 20 22 , N am ib ia to be th e ke y fis he rie s an d pr oc es si ng hu b in th e so ut h w es t A tla nt ic o ce an th ro ug h in cr ea si ng th e vo lu m e of fis h ha nd le d, ca nn ed o r pr oc es se d in w al vi s ba y cu m ul at iv el y by 4 0% S oc io ec on om ic de ve lo pm en t 4. im pr ov e co nt rib ut io n of v al ue ad de d ex po rt s to n at io na l ec on om y % o f h or se m ac ke re l fis h al lo ca te d fo r va lu e ad di tio n Va lu e ad di tio n ad de d on fi sh pr od uc ts In cr em en ta l 5% 5% 10 % 20 % 30 % 40 % 0. 5 % o f fi sh to nn ag e va lu e ad de d on sh or e Va lu e ad di tio n cr ea te d on sh or e In cr em en ta l 40 % 48 % 56 % 64 % 72 % 80 % 0. 5 # of p ro du ct io n lin e ad de d P ro du ct io n lin es ad de d ab so lu te 14 0 2 (2 ) (2 ) (2 ) (2 ) 0. 5 % o f f ee s co nt rib ut io n to s ta te re ve nu e R es ou rc e re nt co nt rib ut io n to th e na m ib ia n ec on om y A bs ol ut e ( ) 95 % 10 0% 10 0% 10 0% 10 0% 10 0% 0. 5 # of s ta tis tic al r ep or t co m pi le d A cc ou nt s S ta tis tic al d at a on la nd in gs pr od uc ed A bs ol ut e 25 5 5 5 5 5 S ta tis tic s S ta tis tic al a na ly si s 5. in cr ea se em pl oy m en t cr ea tio n in th e fis hi ng s ec to r # of in cr ea se jo b cr ea tio n in th e fis hi ng s ec to r co or di na te d. E m pl oy m en t re po rt c om pi le d In cr em en ta l 3 1 1 1 1 1 E m pl oy m en t cr ea tio n E m pl oy m en t c re at io n 1 P ro m ot io n of aq ua cu ltu re # of m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e fr es hw at er aq ua cu ltu re ef fic ie nc y A bs ol ut e 1 5 5 5 5 5 F re sh w at er aq ua cu ltu re O pe ra tio n an d m ai nt en an ce o f aq ua cu ltu re c en tr es 47 A Q R es ea rc h of su st ai na bl e aq ua cu ltu re pr od uc tio n 11 .8 F is h fe ed a nd s ee d pr od uc tio n 11 .8 P ro vi si on o f ex te ns io n se rv ic es 23 .6 Tr ai ni ng o f s ta ff 9. 4 # m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e m ar ic ul tu re ef fic ie nc y A bs ol ut e 3 1 1 1 1 1 M ar ic ul tu re C on du ct w at er qu al ity m on ito rin g pr og ra m 11 .8 C on du ct a qu at ic an im al h ea lth an d ph yt os an ito ry pr og ra m 11 .8 R es ea rc h to im pr ov e co ns er va tio n an d su st ai na bl e us e of bi od iv er si ty 11 .8 B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e be ne fit s eq ui ta bl y. F is he rie s an d aq ua tic re so ur ce s m an ag em en t % p ro gr es s m ad e to w ar d th e de ve lo pm en t o f na tio na l a qu at ic an im al h ea lth st ra te gy D ev el op m en t o f na tio na l a qu at ic an im al h ea lth st ra te gy In cr em en ta l 0% 10 20 30 40 50 M as te r pl an E st ab lis h na tio na l aq ua tic a ni m al he al th p ro gr am 9. 4 # of n ew r es ea rc h pr oj ec ts d ev el op ed R es ea rc h pr oj ec t do cu m en ts 0 0 1 0 1 1 Im pl em en ta tio n of th e sh el lfi sh sa ni ta tio n pr og ra m 9. 4 # of r eg io na l an d in te rn at io na l re se ar ch pa rt ne rs hi ps de ve lo pe d C ol la bo ra tio ns es ta bl is he d (m ou ) 0 0 1 0 1 1 Lo ca l, re gi on al an d in te rn at io na l pa rt ne rs hi ps 4. 7 # of m an ag em en t m ea su re s de ve lo pe d an d im pl em en te d M an ag em en t m ea su re s de ve lo pe d 4 0 1 1 1 1 In la nd fi sh er ie s C on du ct n at io na l in la nd w at er s ur ve y pr og ra m 35 .4 R es ea rc h to im pr ov e kn ow le dg e fo r su st ai na bl e ut ili za tio n of in la nd fis he rie s re so ur ce s 14 .2 C on du ct s oc io ec on om ic m on ito rin g pr og ra m 4. 7 O pe ra tio na l ef fic ie nc y E nh an ce or ga ni sa tio na l pe rf or m an ce % s tr at eg y ex ec ut io n T he e xe cu tio n of al l y ea rly ta rg et s In cr em en ta l 0 10 0 10 0 10 0 10 0 10 0 P er fo rm an ce im pr ov em en t R ef or m s in iti at iv es (p m s, b pr ,c ha rt er s, de ce nt ra liz at io n, et c) G S % s ta ff sa tis fa ct io n T he s at is fa ct io n of s ta ff m em be rs in te rm s of or ga ni sa tio na l le ad er sh ip , w or k en vi ro nm en t an d st af f w el l be in g. In cr em en ta l 0 80 85 90 95 10 0 H r m an ag em en t % c iti ze n sa tis fa ct io n T he p er ce pt io n of c iti ze ns in te rm s of s er vi ce de liv er y In cr em en ta l 0 50 55 60 65 70 H r de ve lo pm en t E m pl oy ee w el ln es s % c om pl ia nc e w ith O A G s ta tu to ry re qu ire m en ts T he c om pl ia nc e of b ud ge t ex ec ut io n in ac co rd an ce al l O A G re qu ire m en ts A bs ol ut e 97 98 98 98 99 10 0 A dm in is tr at io n F in an ci al m an ag em en t & a ud it se rv ic e % k ey s er vi ce s ac ce ss ib le o n lin e T he s er vi ce of IC T w hi ch is e as ily ac ce ss ib le In cr em en ta l 10 0 Ic t i nf ra st ru ct ur e A ux ili ar y se rv ic es Strategic Plan 2017/18 - 2021/22 15 M F M R S T R A T E G IC P L A N N IN G M A T R IX 2 0 1 7 /1 8 T O 2 0 2 1 /2 2 P la nn in g m at ri x D es ir ed O ut co m e P ill ar S tr at eg ic O bj ec tiv e K ey P er fo rm an ce In di ca to r (K P I) In di ca to r D efi ni tio n In di ca to r Ty pe B as e Li ne A nn ua l T ar ge ts P ro gr am m e P ro je ct B ud ge t ( M ill io n) R es . U ni t Y 1 Y 2 Y 3 Y 4 Y 5 O pe D ev B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e b en efi ts eq ui ta bl y F is he rie s an d aq ua tic re so ur ce s m an ag em en t 1. pr ov id e sc ie nt ifi c ad vi ce o n th e su st ai na bl e m an ag em en t of th e m ar in e ec os ys te m # of S O S re co m m en da tio ns fo r co m m er ci al ly ex pl oi te d re so ur ce s S O S m an ag em en t re po rt s A bs ol ut e 7 8 8 8 8 8 S ur ve y & S to ck A ss es sm en t E co sy st em r es ea rc h 40 3 R M # of s to ck s w he re E B M p rin ci pl es a re im pl em en te d E B M p rin ci pl es A bs ol ut e 2 1 1 1 1 2 R eg io na l a nd in te rn at io na l co lla bo ra tio n E ffe ct iv e an d ef fic ie nt de liv er y of fis he rie s m on ito rin g, co nt ro l a nd su rv ei lla nc e se rv ic es 2. E nf or ce co m pl ia nc e w ith fi sh er ie s le gi sl at io n % r ed uc tio n of il le ga l un re po rt ed a nd un re gu la te d (iu u) fis hi ng a ct iv iti es w ith in n am ib ia n w at er R ed uc tio n of ill eg al fi sh in g ac tiv iti es in na m ib ia n w at er s D ec re m en ta l 27 % 25 % 23 % 21 % 19 % 17 % M C S C oa st al p at ro l 28 3. 0 43 .0 S U R % a va ila bi lit y of pa tr ol a nd r es ea rc h cr af t A dm in is tr at io n, m an ni ng , pl an ni ng , m ai nt en an ce an d re pa ir of p at ro l & re se ar ch c ra ft A bs ol ut e 80 % 80 % 80 % 80 % 80 % 80 % M ai nt en an ce & ad m in is tr at io n T S B y 20 20 , na m ib ia w ill h av e im pl em en te d a bl ue e co no m y go ve rn an ce an d m an ag em en t sy st em th at su st ai na bl y m ax im iz es ec on om ic be ne fit s fr om m ar in e re so ur ce s an d en su re s eq ui ta bl e m ar in e w ea lth di st rib ut io n fo r al l N am ib ia ns P ol ic y le ga l fr am ew or k 3. en su re b lu e ec on om y re gu la tio n fr am ew or k % o f o ce an p ol ic y de ve lo pe d B lu e ec on om y go ve rn an ce fr am ew or k in pl ac e In cr em en ta l 0 20 % 40 % 75 % 85 % 10 0% Le gi sl at io n an d po lic y co or di na tio n R eg ul at or y fr am ew or k (d ev el op m en t a nd re vi ew ) 2 P P E % le ve l o f r ig ht ho ld er p er fo rm an ce E va lu at io n of rig ht h ol de rs pe rf or m an ce In cr em en ta l 40 % 45 % 50 % 55 % 60 % 65 % Va lu e ad di tio n an d m ar ke t di ve rs ifi ca tio n E co no m ic r es ea rc h an d bi la te ra l ne go tia tio ns 1 B y 20 22 , N am ib ia to be th e ke y fis he rie s an d pr oc es si ng hu b in th e so ut h w es t A tla nt ic o ce an th ro ug h in cr ea si ng th e vo lu m e of fis h ha nd le d, ca nn ed o r pr oc es se d in w al vi s ba y cu m ul at iv el y by 4 0% S oc io ec on om ic de ve lo pm en t 4. im pr ov e co nt rib ut io n of v al ue ad de d ex po rt s to n at io na l ec on om y % o f h or se m ac ke re l fis h al lo ca te d fo r va lu e ad di tio n Va lu e ad di tio n ad de d on fi sh pr od uc ts In cr em en ta l 5% 5% 10 % 20 % 30 % 40 % 0. 5 % o f fi sh to nn ag e va lu e ad de d on sh or e Va lu e ad di tio n cr ea te d on sh or e In cr em en ta l 40 % 48 % 56 % 64 % 72 % 80 % 0. 5 # of p ro du ct io n lin e ad de d P ro du ct io n lin es ad de d ab so lu te 14 0 2 (2 ) (2 ) (2 ) (2 ) 0. 5 % o f f ee s co nt rib ut io n to s ta te re ve nu e R es ou rc e re nt co nt rib ut io n to th e na m ib ia n ec on om y A bs ol ut e ( ) 95 % 10 0% 10 0% 10 0% 10 0% 10 0% 0. 5 # of s ta tis tic al r ep or t co m pi le d A cc ou nt s S ta tis tic al d at a on la nd in gs pr od uc ed A bs ol ut e 25 5 5 5 5 5 S ta tis tic s S ta tis tic al a na ly si s 5. in cr ea se em pl oy m en t cr ea tio n in th e fis hi ng s ec to r # of in cr ea se jo b cr ea tio n in th e fis hi ng s ec to r co or di na te d. E m pl oy m en t re po rt c om pi le d In cr em en ta l 3 1 1 1 1 1 E m pl oy m en t cr ea tio n E m pl oy m en t c re at io n 1 P ro m ot io n of aq ua cu ltu re # of m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e fr es hw at er aq ua cu ltu re ef fic ie nc y A bs ol ut e 1 5 5 5 5 5 F re sh w at er aq ua cu ltu re O pe ra tio n an d m ai nt en an ce o f aq ua cu ltu re c en tr es 47 A Q R es ea rc h of su st ai na bl e aq ua cu ltu re pr od uc tio n 11 .8 F is h fe ed a nd s ee d pr od uc tio n 11 .8 P ro vi si on o f ex te ns io n se rv ic es 23 .6 Tr ai ni ng o f s ta ff 9. 4 # m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e m ar ic ul tu re ef fic ie nc y A bs ol ut e 3 1 1 1 1 1 M ar ic ul tu re C on du ct w at er qu al ity m on ito rin g pr og ra m 11 .8 C on du ct a qu at ic an im al h ea lth an d ph yt os an ito ry pr og ra m 11 .8 R es ea rc h to im pr ov e co ns er va tio n an d su st ai na bl e us e of bi od iv er si ty 11 .8 B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e be ne fit s eq ui ta bl y. F is he rie s an d aq ua tic re so ur ce s m an ag em en t % p ro gr es s m ad e to w ar d th e de ve lo pm en t o f na tio na l a qu at ic an im al h ea lth st ra te gy D ev el op m en t o f na tio na l a qu at ic an im al h ea lth st ra te gy In cr em en ta l 0% 10 20 30 40 50 M as te r pl an E st ab lis h na tio na l aq ua tic a ni m al he al th p ro gr am 9. 4 # of n ew r es ea rc h pr oj ec ts d ev el op ed R es ea rc h pr oj ec t do cu m en ts 0 0 1 0 1 1 Im pl em en ta tio n of th e sh el lfi sh sa ni ta tio n pr og ra m 9. 4 # of r eg io na l an d in te rn at io na l re se ar ch pa rt ne rs hi ps de ve lo pe d C ol la bo ra tio ns es ta bl is he d (m ou ) 0 0 1 0 1 1 Lo ca l, re gi on al an d in te rn at io na l pa rt ne rs hi ps 4. 7 # of m an ag em en t m ea su re s de ve lo pe d an d im pl em en te d M an ag em en t m ea su re s de ve lo pe d 4 0 1 1 1 1 In la nd fi sh er ie s C on du ct n at io na l in la nd w at er s ur ve y pr og ra m 35 .4 R es ea rc h to im pr ov e kn ow le dg e fo r su st ai na bl e ut ili za tio n of in la nd fis he rie s re so ur ce s 14 .2 C on du ct s oc io ec on om ic m on ito rin g pr og ra m 4. 7 O pe ra tio na l ef fic ie nc y E nh an ce or ga ni sa tio na l pe rf or m an ce % s tr at eg y ex ec ut io n T he e xe cu tio n of al l y ea rly ta rg et s In cr em en ta l 0 10 0 10 0 10 0 10 0 10 0 P er fo rm an ce im pr ov em en t R ef or m s in iti at iv es (p m s, b pr ,c ha rt er s, de ce nt ra liz at io n, et c) G S % s ta ff sa tis fa ct io n T he s at is fa ct io n of s ta ff m em be rs in te rm s of or ga ni sa tio na l le ad er sh ip , w or k en vi ro nm en t an d st af f w el l be in g. In cr em en ta l 0 80 85 90 95 10 0 H r m an ag em en t % c iti ze n sa tis fa ct io n T he p er ce pt io n of c iti ze ns in te rm s of s er vi ce de liv er y In cr em en ta l 0 50 55 60 65 70 H r de ve lo pm en t E m pl oy ee w el ln es s % c om pl ia nc e w ith O A G s ta tu to ry re qu ire m en ts T he c om pl ia nc e of b ud ge t ex ec ut io n in ac co rd an ce al l O A G re qu ire m en ts A bs ol ut e 97 98 98 98 99 10 0 A dm in is tr at io n F in an ci al m an ag em en t & a ud it se rv ic e % k ey s er vi ce s ac ce ss ib le o n lin e T he s er vi ce of IC T w hi ch is e as ily ac ce ss ib le In cr em en ta l 10 0 Ic t i nf ra st ru ct ur e A ux ili ar y se rv ic es M F M R S T R A T E G IC P L A N N IN G M A T R IX 2 0 1 7 /1 8 T O 2 0 2 1 /2 2 P la nn in g m at ri x D es ir ed O ut co m e P ill ar S tr at eg ic O bj ec tiv e K ey P er fo rm an ce In di ca to r (K P I) In di ca to r D efi ni tio n In di ca to r Ty pe B as e Li ne A nn ua l T ar ge ts P ro gr am m e P ro je ct B ud ge t ( M ill io n) R es . U ni t Y 1 Y 2 Y 3 Y 4 Y 5 O pe D ev B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e b en efi ts eq ui ta bl y F is he rie s an d aq ua tic re so ur ce s m an ag em en t 1. pr ov id e sc ie nt ifi c ad vi ce o n th e su st ai na bl e m an ag em en t of th e m ar in e ec os ys te m # of S O S re co m m en da tio ns fo r co m m er ci al ly ex pl oi te d re so ur ce s S O S m an ag em en t re po rt s A bs ol ut e 7 8 8 8 8 8 S ur ve y & S to ck A ss es sm en t E co sy st em r es ea rc h 40 3 R M # of s to ck s w he re E B M p rin ci pl es a re im pl em en te d E B M p rin ci pl es A bs ol ut e 2 1 1 1 1 2 R eg io na l a nd in te rn at io na l co lla bo ra tio n E ffe ct iv e an d ef fic ie nt de liv er y of fis he rie s m on ito rin g, co nt ro l a nd su rv ei lla nc e se rv ic es 2. E nf or ce co m pl ia nc e w ith fi sh er ie s le gi sl at io n % r ed uc tio n of il le ga l un re po rt ed a nd un re gu la te d (iu u) fis hi ng a ct iv iti es w ith in n am ib ia n w at er R ed uc tio n of ill eg al fi sh in g ac tiv iti es in na m ib ia n w at er s D ec re m en ta l 27 % 25 % 23 % 21 % 19 % 17 % M C S C oa st al p at ro l 28 3. 0 43 .0 S U R % a va ila bi lit y of pa tr ol a nd r es ea rc h cr af t A dm in is tr at io n, m an ni ng , pl an ni ng , m ai nt en an ce an d re pa ir of p at ro l & re se ar ch c ra ft A bs ol ut e 80 % 80 % 80 % 80 % 80 % 80 % M ai nt en an ce & ad m in is tr at io n T S B y 20 20 , na m ib ia w ill h av e im pl em en te d a bl ue e co no m y go ve rn an ce an d m an ag em en t sy st em th at su st ai na bl y m ax im iz es ec on om ic be ne fit s fr om m ar in e re so ur ce s an d en su re s eq ui ta bl e m ar in e w ea lth di st rib ut io n fo r al l N am ib ia ns P ol ic y le ga l fr am ew or k 3. en su re b lu e ec on om y re gu la tio n fr am ew or k % o f o ce an p ol ic y de ve lo pe d B lu e ec on om y go ve rn an ce fr am ew or k in pl ac e In cr em en ta l 0 20 % 40 % 75 % 85 % 10 0% Le gi sl at io n an d po lic y co or di na tio n R eg ul at or y fr am ew or k (d ev el op m en t a nd re vi ew ) 2 P P E % le ve l o f r ig ht ho ld er p er fo rm an ce E va lu at io n of rig ht h ol de rs pe rf or m an ce In cr em en ta l 40 % 45 % 50 % 55 % 60 % 65 % Va lu e ad di tio n an d m ar ke t di ve rs ifi ca tio n E co no m ic r es ea rc h an d bi la te ra l ne go tia tio ns 1 B y 20 22 , N am ib ia to be th e ke y fis he rie s an d pr oc es si ng hu b in th e so ut h w es t A tla nt ic o ce an th ro ug h in cr ea si ng th e vo lu m e of fis h ha nd le d, ca nn ed o r pr oc es se d in w al vi s ba y cu m ul at iv el y by 4 0% S oc io ec on om ic de ve lo pm en t 4. im pr ov e co nt rib ut io n of v al ue ad de d ex po rt s to n at io na l ec on om y % o f h or se m ac ke re l fis h al lo ca te d fo r va lu e ad di tio n Va lu e ad di tio n ad de d on fi sh pr od uc ts In cr em en ta l 5% 5% 10 % 20 % 30 % 40 % 0. 5 % o f fi sh to nn ag e va lu e ad de d on sh or e Va lu e ad di tio n cr ea te d on sh or e In cr em en ta l 40 % 48 % 56 % 64 % 72 % 80 % 0. 5 # of p ro du ct io n lin e ad de d P ro du ct io n lin es ad de d ab so lu te 14 0 2 (2 ) (2 ) (2 ) (2 ) 0. 5 % o f f ee s co nt rib ut io n to s ta te re ve nu e R es ou rc e re nt co nt rib ut io n to th e na m ib ia n ec on om y A bs ol ut e ( ) 95 % 10 0% 10 0% 10 0% 10 0% 10 0% 0. 5 # of s ta tis tic al r ep or t co m pi le d A cc ou nt s S ta tis tic al d at a on la nd in gs pr od uc ed A bs ol ut e 25 5 5 5 5 5 S ta tis tic s S ta tis tic al a na ly si s 5. in cr ea se em pl oy m en t cr ea tio n in th e fis hi ng s ec to r # of in cr ea se jo b cr ea tio n in th e fis hi ng s ec to r co or di na te d. E m pl oy m en t re po rt c om pi le d In cr em en ta l 3 1 1 1 1 1 E m pl oy m en t cr ea tio n E m pl oy m en t c re at io n 1 P ro m ot io n of aq ua cu ltu re # of m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e fr es hw at er aq ua cu ltu re ef fic ie nc y A bs ol ut e 1 5 5 5 5 5 F re sh w at er aq ua cu ltu re O pe ra tio n an d m ai nt en an ce o f aq ua cu ltu re c en tr es 47 A Q R es ea rc h of su st ai na bl e aq ua cu ltu re pr od uc tio n 11 .8 F is h fe ed a nd s ee d pr od uc tio n 11 .8 P ro vi si on o f ex te ns io n se rv ic es 23 .6 Tr ai ni ng o f s ta ff 9. 4 # m an ag em en t m ea su re s de ve lo pe d M an ag em en t m ea su re s de ve lo pe d an d im pl em en te d to im pr ov e m ar ic ul tu re ef fic ie nc y A bs ol ut e 3 1 1 1 1 1 M ar ic ul tu re C on du ct w at er qu al ity m on ito rin g pr og ra m 11 .8 C on du ct a qu at ic an im al h ea lth an d ph yt os an ito ry pr og ra m 11 .8 R es ea rc h to im pr ov e co ns er va tio n an d su st ai na bl e us e of bi od iv er si ty 11 .8 B y 20 22 , to a ch ie ve si gn ifi ca nt su st ai na bl e an d ef fic ie nt ut ili za tio n of n at ur al re so ur ce s, m ax im iz e an d sh ar e th e be ne fit s eq ui ta bl y. F is he rie s an d aq ua tic re so ur ce s m an ag em en t % p ro gr es s m ad e to w ar d th e de ve lo pm en t o f na tio na l a qu at ic an im al h ea lth st ra te gy D ev el op m en t o f na tio na l a qu at ic an im al h ea lth st ra te gy In cr em en ta l 0% 10 20 30 40 50 M as te r pl an E st ab lis h na tio na l aq ua tic a ni m al he al th p ro gr am 9. 4 # of n ew r es ea rc h pr oj ec ts d ev el op ed R es ea rc h pr oj ec t do cu m en ts 0 0 1 0 1 1 Im pl em en ta tio n of th e sh el lfi sh sa ni ta tio n pr og ra m 9. 4 # of r eg io na l an d in te rn at io na l re se ar ch pa rt ne rs hi ps de ve lo pe d C ol la bo ra tio ns es ta bl is he d (m ou ) 0 0 1 0 1 1 Lo ca l, re gi on al an d in te rn at io na l pa rt ne rs hi ps 4. 7 # of m an ag em en t m ea su re s de ve lo pe d an d im pl em en te d M an ag em en t m ea su re s de ve lo pe d 4 0 1 1 1 1 In la nd fi sh er ie s C on du ct n at io na l in la nd w at er s ur ve y pr og ra m 35 .4 R es ea rc h to im pr ov e kn ow le dg e fo r su st ai na bl e ut ili za tio n of in la nd fis he rie s re so ur ce s 14 .2 C on du ct s oc io ec on om ic m on ito rin g pr og ra m 4. 7 O pe ra tio na l ef fic ie nc y E nh an ce or ga ni sa tio na l pe rf or m an ce % s tr at eg y ex ec ut io n T he e xe cu tio n of al l y ea rly ta rg et s In cr em en ta l 0 10 0 10 0 10 0 10 0 10 0 P er fo rm an ce im pr ov em en t R ef or m s in iti at iv es (p m s, b pr ,c ha rt er s, de ce nt ra liz at io n, et c) G S % s ta ff sa tis fa ct io n T he s at is fa ct io n of s ta ff m em be rs in te rm s of or ga ni sa tio na l le ad er sh ip , w or k en vi ro nm en t an d st af f w el l be in g. In cr em en ta l 0 80 85 90 95 10 0 H r m an ag em en t % c iti ze n sa tis fa ct io n T he p er ce pt io n of c iti ze ns in te rm s of s er vi ce de liv er y In cr em en ta l 0 50 55 60 65 70 H r de ve lo pm en t E m pl oy ee w el ln es s % c om pl ia nc e w ith O A G s ta tu to ry re qu ire m en ts T he c om pl ia nc e of b ud ge t ex ec ut io n in ac co rd an ce al l O A G re qu ire m en ts A bs ol ut e 97 98 98 98 99 10 0 A dm in is tr at io n F in an ci al m an ag em en t & a ud it se rv ic e % k ey s er vi ce s ac ce ss ib le o n lin e T he s er vi ce of IC T w hi ch is e as ily ac ce ss ib le In cr em en ta l 10 0 Ic t i nf ra st ru ct ur e A ux ili ar y se rv ic es 16 16 Strategic Plan 2017/18 - 2021/22 7. RISK ASSESSMENT • There is a need to identify possible mechanisms of mobilising resources necessary to meet the costs of the Ministry’s mandatory and statutory activities. • There is a need to strengthen market research and market facilitation as essential components of the socio-economic activities. • The next strategic plan should include measurable indicators on value addition, and strengthening of official control systems necessary to facilitate market access in various export destinations. • MFMR needs to strengthen its scientific and economic research capacity to facilitate informed policy decision processes, especially on TAC setting and resource rent maximization. • There is a need to develop more sustainable and cost effective mechanisms of promoting aquaculture development, and devise facilities to ensure large scale aquaculture development. • The Ministry will need to develop mechanisms for sustainable financing of monitoring, control and surveillance activities, while ensuring that IUU activities are maintained at negligible levels. • The next strategic plan should fully mainstream performance appraisals in line with the newly introduced performance agreements system. • Review committee noted that there is a need to seriously consider the appointment of ministerial implementation committee to monitor and evaluate the plan. In addition, review committee also recommend feedback from OPM. 8. CRITICAL SUCCESS FACTOR What can the MFMR do to ensure success with the implementation of its strategic plan, therefore MFMR critical success factors for successful strategic plan implementation are outline below for regular consideration. • Leadership: the strategic plan success depends on the ability of the leadership to influence their followers to willingly travel on the journey of implementing the strategic objectives. Leadership should lead by example and ensure that strategic plan is monitored, reported and result are achieved. • Understanding and buy in of the strategic plan by management • Sufficient budget to support identified programmes • Infrastructure in place and all necessary equipment to facilitate the implementation of the strategic objectives • Transport facilities available • Basic competencies and skill available • Effective communication • Balance Structure of the Ministry in Place • Good relationship with Fishing Industry and other related stakeholders • Monitor and Surveillance system in place • Favourable environmental condition • Access to regional and international markets for fish and fishery products • Foreign director investment through joint ventures • Regulatory framework in place The above should be considered to ensure the strategic plan necessities are achieved. Strategic Plan 2017/18 - 2021/22 17 9. CONCLUSION In conclusion, MFMR will try to implement the plan and make sure those resources needed to support are mobilised. It is also believed that our stakeholders will support us in the implementation of this Strategic Plan 2017-2022. In line with our vision 2030, Harambee Prosperity Plan (HPP) and National Development Plan (NDP5), our shared objective is to build a sustainable and economically inclusive fishery sector, which contributes to our national goal of poverty eradication in Namibia. The Ministry is therefore, confident that, if we work together courageously, we shall achieve all the goals of this Strategic Plan, and even exceed them. 18 18 Strategic Plan 2017/18 - 2021/22Strategic Plan 2017/18 - 2021/22 18 A N N E X U R E S S ta ke ho ld er A na ly si s ST A K EH O LD ER S A N A LY SI S N a m e o f s ta ke h o ld e r W h a t a re th e ir n e e d (s ) a n d e xp e c ta tio n (s ) W h a t d o y o u e xp e c t f ro m th e m W h a t i s th e im p a c t o f y o u r re la tio n Ra n ki n g C u st o m e rs ( se e ta b le 1 ) (F is h in g In d u st ry , M a ric u lt u re a n d A q u a c u lt u re , Sm a ll sc a le Fi sh e rs , M a rin e Fi sh e rie s su b s e c to r, R e c re a ti o n a l Fi sh e rs ) N e e d s: E ff e c ti v e a n d E ffi c ie n t e n fo rc e m e n t o f fis h e rie s le g is la ti o n s P o lic y im p le m e n ta ti o n , kn o w le d g e o n m a rk e ts , m a n a g e m e n t m e a su re s, q u o ta a llo c a ti o n , lic e n si n g , e v a lu a ti o n s o f fis h in g r ig h ts , e ff e c ti v e c o m m u n ic a ti o n , c o n d u c iv e e n v iro n m e n t, m in im a l i n te rf e re n c e in c o m m e rc ia l o p e ra ti o n Ex p e c ta tio n s: In c re a se q u o ta a llo c a ti o n , c h a n g e in re g u la ti o n , ti m e ly is su a n c e o f lic e n se s, m o re o p p o rt u n it y fo r re b a te s, r e se a rc h s u p p o rt , c le a r d a ta in fo rm a ti o n C o m p lia n c e t o t h e A c t a n d R e g u la ti o n s (L e g is la ti o n s) Ti m e ly a n d a c c u ra te s u b m is si o n o f St a ti st ic a l d a ta C o m p lia n c e t o f e e s a n d le v ie s A d h e re t o p ro m is e s (e m p lo y m e n t, C SR , in v e st m e n t e tc .) In c re a se v a lu e a d d it io n C o lla b o ra te a t w o rk in g g ro u p s a n d p a rt ic ip a te a t tr a d e f a irs D e v e lo p N a m ib ia n b ra n d s a n d c e rt ifi c a ti o n E m p o w e r a n d t ra n sf e r sk ill s In c re a se d o m e st ic s u p p ly o f fis h R e se a rc h & D e v e lo p m e n t M a xi m iz in g e c o n o m ic b e n e fit s fr o m fi sh in g in d u st ry R e d u c ti o n o f th e Il le g a l U n re g u la te d a n d u n re p o rt e d (I U U ) fis h in g a c ti v it ie s w it h in t h e N a m ib ia n E xc lu si v e E c o n o m ic Zo n e (E E Z) R e d u c ti o n in il le g a l/ s m u g g lin g a n d t ra n sp o rt a ti o n o f M a ri c u lt u re a n d a q u a c u lt u re p ro d u c ts R e d u c ti o n o f Ill e g a l U n re g u la te d a n d u n re p o rt e d ( IU U ) ( fis h in g a c ti v it ie s a lo n g t h e c o a st a n d in la n d w a te r b o d ie s In c re a se c o n tr ib u ti o n t o G D P, e m p lo y m e n t, in v e st m e n t, F o re x, G o v e rn m e n t R e v e n u e e tc . 1 2 1 Strategic Plan 2017/18 - 2021/22 1919 Strategic Plan 2017/18 - 2021/22 ST A K EH O LD ER S A N A LY SI S N a m e o f s ta ke h o ld e r W h a t a re th e ir n e e d (s ) a n d e xp e c ta tio n (s ) W h a t d o y o u e xp e c t f ro m th e m W h a t i s th e im p a c t o f y o u r re la tio n Ra n ki n g O M A S (M in is tr y o f W o rk s & Tr a n sp o rt ( M W T) , A ll La w e n fo rc e m e n t A g e n c ie s, O ffi c e o f th e M in is te r, M in is tr y o f Ju st ic e , M IR C O , M in is tr y o f In d u st ria liz a ti o n , Tr a d e a n d S M E D e v e lo p m e n t, N P C , O P M , M in is tr y o f E n v iro n m e n t a n d T o u ris m , M in is tr y o f U rb a n a n d r u ra l d e v e lo p m e n t, A ll R e g io n a l & L o c a l A u th o rit ie s N e e d s: C o m p lia n c e w it h M a rit im e a n d A v ia ti o n le g is la ti o n s A d v ic e a n d m a ke p ro p o sa ls o n p o lic y a n d le g is la ti o n s A p p ro p ria te in fo rm a ti o n Le g a l s c ru b b in g a n d n o ti c e s O b ta in r e le v a n t in fo rm a ti o n Su b m it d a ta a n d r e p o rt s o n n a ti o n a l p la n s C o o rd in a te t h e im p le m e n ta ti o n o f d e c e n tr a liz a ti o n Ex p e c ta tio n s: R e g u la r b rie fin g , a c c u ra te & r e lia b le fis h e rie s st a ti st ic a l d a ta C o m m it te d , h o n e st a n d r e sp o n si b le s ta ff m e m b e rs . Im p le m e n ta ti o n o f p o lic y a n d le g is la ti o n A c c u ra te in fo rm a ti o n f o r a d v ic e C o m m u n ic a te c le a r in st ru c ti o n s a n d p ro v id e t h e n e c e ss a ry s u p p o rt in g d o c u m e n ts C o m p ly w it h t im e fr a m e o n d e c e n tr a liz a ti o n E ff e c ti v e a n d E ffi c ie n t M a rit im e a n d A v ia ti o n s e rv ic e s P o lic y d ire c ti v e s, c le a r g u id a n c e a n d s u p p o rt So u n d le g a l a d v is e R e g u la r c o n su lt a ti o n s a n d t im e ly f e e d b a c k Sk ill s tr a n sf e r o n in te rp re ta ti o n o f p o lic y a n la w s (M FM R ) G a zz e tt in g o f la w s a n d r e g u la ti o n s R e p re se n ta ti o n in C iv il o r C o u rt c a se s C o n su lt a ti o n o n li ti g a ti o n s Fa c ili ta te a n d C o o rd in a te M O U s a n d a n y o th e r a g re e m e n ts P ro v id e a c c re d it a ti o n P ro m o te fi sh a n d fi sh e ry p ro d u c ts v ia E m b a ss ie s R e p re se n ta ti o n a t in te rn a ti o n a l f o ra s E ff e c ti v e C o n su lt a ti o n o f fis h in g s e c to r o n in c e n ti v e sc h e m e s, g ro w th a t h o m e s tr a te g y , tr a d e p o lic ie s a n d n e g o ti a ti o n s. C o lla b o ra ti o n o n a tt e n d a n c e o f in te rn a ti o n a l fi sh tr a d e f a irs /i ss u e s P ro v id e a c c u ra te in fo rm a ti o n o n n a ti o n a l a c c o u n ts Fe e d b a c k o n d e v e lo p m e n t b u d g e t a n d o th e r n a ti o n a l p la n s O P M P ro v id e c o n si st e n t te m p la te s P ro v id e c le a r g u id a n c e d u rin g r e v ie w p ro c e ss A llo c a te r e so u rc e fu l p e rs o n D e d ic a ti o n t o t h e p ro c e ss o f p la n s P ro v id e o u tp u t o f E n v iro n m e n ta l N a ti o n a l A c c o u n t G u id a n c e a n d s u p p o rt o n d e c e n tr a liz a ti o n p ro c e ss M a in ta in s e a a n d a ir w o rt h in e ss o f p a tr o l a n d r e se a rc h c ra ft Sm o o th e xe c u ti o n o f p la n n e d a c ti v it ie s C o n si d e r le g a l a d v ic e in re c o m m e n d a ti o n s Im p le m e n t M R A in a c c o rd a n c e to N a m ib ia n L a w Fa st t ra c k th e r a ti fic a ti o n o f in te rn a ti o n a l a g re e m e n ts St re n g th e n a n d im p ro v e t ra d in g a n d m a rk e ti n g o p p o rt u n it ie s a n d d iv e rs ifi c a ti o n o f fis h a n d fi sh e ry p ro d u c ts In te rp re t th e fi sh e rie s se c to r c o n tr ib u ti o n t o t h e N a ti o n a l A c c o u n t E n su re t ra c ki n g o f p ro g re ss m a d e w it h r e sp e c t to N D P s a n d p ro je c ts E ff e c ti v e p la n n in g a n d im p le m e n ta ti o n o f th e p la n s Su st a in a b le m a n a g e m e n t o n e n v iro n m e n t Sm o o th c o o rd in a ti o n o n c ro ss c u tt in g is su e s E st a b lis h in g N a m ib ia ’s p o si ti o n a t in te rn a ti o n a l f o ra s su c h a s C IT E S Im p ro v e s e rv ic e d e liv e ry R e d u c ti o n o n IU U fi sh in g a c ti v it ie s 1 2 3 O th e r St a ke h o ld e rs ( N a m ib ia n P o rt A u th o rit y ’s (N A M P O R T) , A ll m a in te n a n c e a n d R e p a irs C o n tr a c to rs , R e g io n a l F is h e rie s M a n a g e m e n t O rg a n iz a ti o n s (R FM O ’s ) N e e d s: C o m p lia n c e w it h P o rt le g is la ti o n s E ff e c ti v e in fo rm a ti o n a n d c o m m u n ic a ti o n o n m a in te n a n c e a n d r e p a ir c o n tr a c ts Ti m e ly p a y m e n t o n s e rv ic e s re n d e re d E n fo rc e m e n t a n d c o m p lia n c e w it h R FM O ’s c o n se rv a ti o n m e a su re s E ff e c ti v e a n d E ffi c ie n t P o rt s e rv ic e s Ti m e ly & q u a lit y s e rv ic e s d e liv e ry a n d c o st e ff e c ti v e E ff e c ti v e c o m m u n ic a ti o n o n R FM O ’s c o n se rv a ti o n m e a su re s Sm o o th e xe c u ti o n o f p la n n e d a c ti v it ie s E n h a n c e d a v a ila b ili ty o f p a tr o l a n d r e se a rc h c ra ft R e d u c ti o n o n g lo b a l I U U fi sh in g a c ti v it ie s 2 1 1 20 Strategic Plan 2017/18 - 2021/22 M FM R ( A ll M FM R D ire c to ra te s, O ffi c e o f th e P S, D iv is io n G e n e ra l S e rv ic e , D ire c to ra te o f O p e ra ti o n s, D ire c to ra te o f R e so u rc e M a n a g e m e n t, D ire c to ra te o f A q u a c u lt u re , N a m ib ia M a rit im e & F is h e rie s In st it u te ( N A M FI ), Fi sh e rie s O b se rv e r A g e n c y ( FO A ) N e e d s: E ff e c ti v e In te r M in is te ria l c o m m u n ic a ti o n s a n d c o o p e ra ti o n P re se n t a n d s u b m it r e c o m m e n d a ti o n s o n a c ti v it ie s u n d e rt a ke n a t M in is te ria l l e v e l C o o p e ra ti o n ( in p u ts t o t h e b u d g e t) A d h e re t o p u b lic s e rv ic e r u le s a n d r e g u la ti o n s R e sp o n d t o t ra in in g a n d h u m a n r e so u rc e s n e e d s Li c e n se s U p d a te o n a m e n d m e n ts o f p o lic ie s a n d le g a l f ra m e w o rk s C o o rd in a ti n g p la n n in g ( m in is te ria l p la n s a n d c a p it a l p ro je c ts ) Fi sh e rie s st a ti st ic s, in fo rm a ti o n o n m in is te ria l p la n s Id e n ti fy t ra in in g n e e d s fo r st a ff m e m b e rs E ff e c ti v e a n d e ffi c ie n t in v e st ig a ti o n a n d a c ti o n t a ke n o n v io la ti o n s r e p o rt e d Ex p e c ta tio n s: C o n su lt a ti o n , Fe e d b a c k, P e rf o rm a n c e a n d A c c o u n ta b ili ty Im p le m e n ta ti o n o f p la n s M u tu a l c o o p e ra ti o n , m a in ta in in g in fr a st ru c tu re a n d ta ki n g r e sp o n si b ili ty o f M FM R p ro p e rt y ( n e g lig e n c e , th e ft , a b u se e tc .) Fe e d b a c k o n IT s e rv ic e s A c c u ra te /t im e ly in fo rm a ti o n C o m m u n ic a ti o n C lo se w o rk in g r e la ti o n Ti m e ly a n d a c c u ra te in fo rm a ti o n R e p o rt o n in la n d fi sh e rie s la n d in g s, a q u a c u lt u re p ro d u c ti o n a n d s o c io e c o n o m ic d a ta E ff e c ti v e In te r d ire c to ria l c o m m u n ic a ti o n s a n d c o o p e ra ti o n C le a r g u id a n c e a n d d ire c ti v e s Su p p o rt ( H u m a n a n d C a p it a l, Tr a in in g ) Ti m e ly p ro c e ss in g o f D SA , C la im s, O v e rt im e e tc . Ti m e lin e ss o f jo b a d v e rt is e m e n ts , fil lin g o f p o si ti o n s C o n fid e n ti a lit y ( Fi n a n c ia l, in te rv ie w e tc .) P ro v is io n o f h u m a n r e so u rc e s B u d g e ta ry p ro v is io n O ffi c e e q u ip m e n t (e .g . a c c o m m o d a ti o n , st a ti o n a ry , c o m p u te rs e tc .) Tr a n sp o rt a ti o n a n d T ra in in g P ro v is io n o f IT m a n u a ls P ro te c ti o n o f d a ta b a se a n d C o m p u te r U p d a te o f w e b si te U p d a te o n n e w s o ft w a re R e v ie w li fe c y c le o f h a rd w a re Ti m e ly , re lia b le a n d r e c o n c ile d la n d in g s In sp e c ti o n o f v e ss e ls f o r c le a ra n c e In sp e c ti o n o f o n sh o re p ro c e ss in g p la n ts ( la n d in g p u rp o se s) Fe e d b a c k o n c o m p lia n c e ( p u rp o se o f c o n d it io n s to fi sh in g r ig h ts ) In fo rm a ti o n p la n s St a tu s o f th e s to c ks P ro v id e in p u ts r e q u ire d f o r p la n n in g C o m m u n ic a ti o n , Sh a rin g a n d p o si ti o n in g in fo rm a ti o n o n R FM O s C o lla b o ra ti o n o n v a rio u s w o rk in g g ro u p s St a ti st ic a l a n d E c o n o m ic d a ta C o lla b o ra te o n a q u a c u lt u re s tu d y P ro v id e in fo rm a ti o n f o r p la n n in g P ro v id e q u a lit y t ra in in g s e rv ic e s E ff e c ti v e m o n it o rin g a n d r e p o rt in g o f fis h in g a c ti v it ie s w it h in t h e E E Z A c h ie v e m e n t o f D ire c to ra te ’s st ra te g ic o b je c ti v e s C o o rd in a te a n d o v e rs e e t h e im p le m e n ta ti o n o f a c ti v it ie s M a xi m iz e e ffi c ie n c y in w o rk in g lo a d To m a ke in fo rm e d r e c o m m e n d a ti o n s P ro p e r m o n it o rin g , e v a lu a ti o n a n d a n a ly si s St re n g th e n t h e c o m p lia n c e a n d c o m m u n ic a ti o n c h a n n e ls To m a ke in fo rm e d r e c o m m e n d a ti o n s P ro p e r m o n it o rin g , e v a lu a ti o n a n d a n a ly si s St re n g th e n t h e c o m p lia n c e a n d c o m m u n ic a ti o n c h a n n e ls So c io e c o n o m ic im p a c t o f TA C D e te rm in a ti o n o f c o n tr ib u ti o n t o N a ti o n a l E c o n o m y So c io e c o n o m ic im p a c t o n f o o d se c u rit y E n h a n c e s ki lls d e v e lo p m e n t R e d u c ti o n o f IU U fis h in g a c ti v it ie s w it h in t h e N a m ib ia n E E Z 2 ST A K EH O LD ER S A N A LY SI S N a m e o f s ta ke h o ld e r W h a t a re th e ir n e e d (s ) a n d e xp e c ta tio n (s ) W h a t d o y o u e xp e c t f ro m th e m W h a t i s th e im p a c t o f y o u r re la tio n Ra n ki n g Strategic Plan 2017/18 - 2021/22 21 THE SWOT ANALYSIS SWOT ANALYSIS MATRIX STRENGTHS-INTERNAL WEAKNESSES-INTERNAL Existing strong policy and legal framework Higher staff turnover Qualified and experienced workforce Absence of mechanisms to retain skills and expertise Excellent fisheries management system Insufficient inter-directorates communication. Limited opportunity to make communication flow easily Adequate infrastructure and communication system in place Derailing from provisions of annual plans Coordination and sound relations with stakeholders Budget constraints Stakeholders’ conducive environment in place Shortage of staff (structure) Knowledgeable staff Outdated hardware and software Comprehensive legislation, policy and regulatory framework Insufficient Fund allocation Access to the research funding Limited mentorship programs (poor environment for scientific discussions) MFMR owns and utilize systems based on MFMR work in practice. Delay the completion of User Requirements on systems development Internal capacity on applications development and maintenance. Capacity building on Specialised Technology Well established ICT infrastructure is in place Lack of specialized skilled science capacity (e.g. mathematicians/ statisticians /computational)stocks Most of MCS equipment are in place Redundant developed applications. Reliable VMS Overall Communication within MFMR MCS Protocol on Fisheries with some SADC States are in place Some of MCS equipment not available Internationally accepted research methods Lack of specialized personnel in the field of aviation and maritime field. Good support services Lack of supervision / respect Good Research infrastructure Resource limitation to conduct EB research (human, financial, technical) Research expertise and well-trained, committed and skilled core scientific team Lack of integrated scientific data management and poor data policy implementation (including manager) Extensive time series data Lack of frequent review of research methods Lack of agreed or implementation of FMP for all Limited publications (peer-reviewed papers) 22 22 Strategic Plan 2017/18 - 2021/22 OPPORTUNITIES-EXTERNAL THREATS-EXTERNAL Expansion of local seafood market Unpredictable economic factors international research interest and collaboration Exchange information between stakeholders and PPE Abnormal organizational structure Regional trade agreements signed to promote trade in fish Technological challenges Marine Resources Fund (Section 45, of Marine Resources Act 2000) revenue could be used to defray other expenditure besides training, research and development Statutory budget reduction Coordination with other ministries departments to execute functions (financial constraints). High labour turnover Expansion of local seafood market Seek donor funding for activities, procurement of equipment and infrastructure Rapid release on Versions of Microsoft products force us to spend money Available financial resources to replace outdated hardware, software and related devices. Monopoly on communication infrastructure establishment Improve ICT budget allocation by considering the market trends and prices IUU fishing activities Link with training institutions such as NAMFI, NUST, CPUT, etc. HIV/AIDS pandemic Cooperation with SADC Coastal Member States Lack of aviation refuelling facilities from Terrace Bay to Kunene mouth Joint operations with other law enforcement agencies nationally and regionally Delay in approval of the proposed new structure Good Regional & International collaboration (learning on vessels / donor funding) Poor planning and communication at MFMR level Political stability & Political will Climate variability Sound Regulatory framework/sound legislation Limited budget allocations Capacity development - many external training opportunities for skills development exist Limited scientific career path (research incentives …) Interesting and complex ecosystem attracting Lack of understanding in Scientific methods resulting in lack of trust Strategic Plan 2017/18 - 2021/22 23 PESTLE ANALYSIS MATRIX POLITICAL FACTORS IMPLICATIONS Political stability Peace, freedom and security Freedom of press Transparency and awareness Rule of law Uphold law and order Level of bureaucracy Hinders progress Regulations Ensure compliance of legislations Likely changes in political environment Impacts on the performance of the directorate GRN Policies Affects the mandate and roles Required policy in place and political will for ministerial activities. Political stability ECONOMICAL FACTORS IMPLICATIONS Economic instability Budgetary constraints Impact on implementation of plans Affects the investment capital Possibility of liquidation Reduced Income (GDP) Reduced annual appropriation Instability of the ZAR Value of NAD is weaker Mid year budget suspension Inflation and recession Increase in operational costs Target under achieved Increase of IUU fishing activities SOCIOLOGICAL FACTORS IMPLICATIONS Organizational culture Affects the operational efficiency Attitude towards work Have an effect on the performances of the directorate Demographic Impacts on workforce Job Market Availability of qualified personnel Affirmative Action Employment of previous disadvantaged persons Children of Liberation Struggle Employment of children of liberation struggle HIV/AIDS and other pandemic Unproductive workforce Loss of skills and expertise THE PESTLE ANALYSIS 24 24 Strategic Plan 2017/18 - 2021/22 PESTLE ANALYSIS MATRIX TECHNOLOGICAL FACTORS IMPLICATIONS Technological advancement Increases Productivity Improve efficiency Information Technology Encouraging the free flow of information and networking Generational shift Impact on personnel change ICT is available to a certain extend Government structures are moving towards using ICT to engage with stakeholders’ e.g. Human capital management system and E-governance. Insufficient ITC infrastructure Decrease in production Compatibility of ITC Equipment Inefficient Communication Delay in sharing and processing of information LEGAL FACTORS IMPLICATIONS Regulatory bodies and processors Enforce and implement laws Harmonization of national laws International legislation Impacts on national laws Employment law Compliance with national laws Delay in amendment of fisheries legislations Increase on non-compliance Acceding to new international maritime manning legislations(Manila Convention) Revoke the revalidation of Certificate of Competency by the relevant authorities Public Procurement Act Introduction of ministerial structures to implement the PPA and training of the staff (implementation) Access to Information Act Citizens will have access to public information. ENVIRONMENTAL FACTORS IMPLICATIONS Ecological Affect on human activities and environment Stakeholder values Enhancement of organizational success Staff engagements Influence organizational goals and values Drought/desertification/ flooding Food security and water scarcity Flood Inaccessibility to inland fishing areas with vehicles Strategic Plan 2017/18 - 2021/22 25 WHAT IS THE WORTH OF A GOOD IDEA AND ITS IMPLEMENTATION PLAN? A good idea is worth a dollar while a plan for implementing that idea is worth a million dollars! Module Team Builder 31/03/1825 Supporters 26 26 Strategic Plan 2017/18 - 2021/22 NOTES Strategic Plan 2017/18 - 2021/22 27 NOTES 28 28 Strategic Plan 2017/18 - 2021/22 NOTES Ministry of Fisheries and Marine Resources Brendan Simbwaye Square, Block C c/o Dr Kenneth David Kaunda and Goethe Streets Private Bag 13355 WINDHOEK Namibia Tel: +264 61 205 3127 | Fax: +264 61 244 161 REPUBLIC OF NAMIBIA