Ministry of Fisheries and Marine Resources Corporate Plan 2015 – 2018

MINISTRY OF FISHERIES AND MARINE RESOURCES CORPORATE PLAN: 2015-18 Revised 2016 Contents FOREWORD ...................... ....................................................................................................... 2 PARTONE ............... .... ............................................................................................................. 3 1.0 INSTITUTIONAL OVERVIEW ................... ............................................................................ ... 3 1.1 Legislative and government policy ..................................................................................... 3 1.2 ROLE of the Ministry of Fisheries and Marine Resources ............. .................................. 3 1.3 Governance system - how the MFMR is managed .................................. ........................ 3 1.4 Linkages to other plans ....................................................................................................... 6 2.0 SITUATIONALANALYSIS ........... ............................................................................ ................ 6 2.1 Key institutions and stakeholders in the fisheries sector .................................................. 6 2.2 Risk assessment and management ....................................................................... ............... 8 3.0 RESOURCES ..... .......................... ....... ........... ............................................................... .............. 9 3.1 Human resources ................................................................................................................. 9 3.2 Financial resources - 3 year budget forecast ...................................................................... 9 PARTTW0 ..................................................................................................................... .......... 9 4.0 STRATEGIC FRAMEWORK ............. .......................................................................................... 9 4.1 Vision and mission statement for the sector .................................................................... 10 4.2 MFMR values and philosophy ........................................................................... ............... 11 4.3 strategic objectives ............. ................................................................................................ 11 PART THREE .......................................................................................................................... 14 5.0 MONITORING AND EVALUATION ..... .......... ......... ...... ............. ... .... .............. .. ...... ............. .. 14 6.o REPORTING .............................................................................................................•....•.••.••••• 14 APPENDIX~ ACRONYMS .................................................................................................... 17 1 MFMR Corporate Plan 2015-2018 FOREWORD I am pleased to present to the Government and people of Solomon Islands the Ministry of Fisheries and Marine Resources Corporate Plan 2015-2018. The Plan describes the current functions of the Ministry and focuses on the aspirations to grow the Ministry to the extent it can meet its responsibilities under the new Fisheries Management Act that was gazetted in 2015. The plan sets out our programme for the next three years and the targets we are committing to meet in each area of work. It is our intention to continue to provide an enabling environment for the development of the fisheries sector. This programme of action stemmed from Democratic Coalition for Change Government's (DCC) Policy Statement and its Policy Strategy and Translation documents launched in January 2015. Eight policy objectives were identified in the DCC documents and in this Corporate Plan these are articulated as key focal areas and related goals to ensure i) effective fisheries resource and ecosystem management, ii) private sector development and investment, iii) effective fisheries compliance, iv) strong governance and institutional development. Achieving these goals will contribute strongly to the vision of the Solomon Islands National Development Strategy 2016-2035. It is my hope that the Ministry of Fisheries and Marine Resources will deliver on these policy intentions. In this regard I take this opportunity to acknowledge the dedication and effort of the staff of the Ministry under the leadership of the Permanent Secretary for the production of this Corporate Plan 2016 -2018 and I look forward to working together with you to deliver on these policy intentions. I take also the opportunity to thank New Zealand for the financial support rendered to the Ministry through its Mekem Strong Solomon Islands Fisheries (MSSIF) Program the MSSIF staff for supporting the Ministry in every way. I look forward for your continual support and commitment over the next 3 HonJo::ne~ Minister, Ministry of Fisheries and Marine Resources 2 MFMR Corporate Plan 2015-2018 PART ONE 1.0 INSTITUTIONAL OVERVIEW 1.1 LEGISLATIVE AND GOVERNMENT POLICY The policy drivers for the sector articulated in this new corporate plan (2015-2018) are derived from the new Fisheries Management Act 2015 and the Solomon Islands National Development Strategy 2016-2035. Reference should also be made to the policy arenas for Aquaculture, Fisheries and Marine Resources as contained in DCC Government's Policy Document (2015) namely: I. Fisheries Act a. Review the Fisheries Act 2. Fisheries Governance b. Improve and strengthen the contribution of small-scale fisheries alleviation, food and nutrition security and socio-economic benefits of fishing communities 3. Small scale fisheries c. Strengthen and establish a national and provincial fisheries governance and institutional arrangements 4. Aquaculture d. Establish a market-led sustainable aquaculture development throughout the country 5. Capacity Building e. Distribute the benefits of Solomon Islands fisheries and aquaculture endowments through innovation and technology, accelerated trade and marketing. 6. Commercial Fisheries f. Strengthen and develop coordinated mechanisms among regional economic organizations and regional fisheries bodies to ensure coherence of fisheries policies and aquaculture development. g. Promote and enhance the capacity of people and institutions in the Solomon Islands fishery sector h. Improve and increase the contribution of commercial and large scale tuna fisheries to national revenue generation, food and nutrition security and socio- economic benefits of Solomon Islands citizens 1.2 ROLE OF THE MINISTRY OF FISHERIES AND MARINE RESOURCES The role of the Ministry of Fisheries and Marine Resources (MFMR) is to regulate the orderly development and quality management of Solomon Islands fisheries and marine resources and to ensure Solomon Islands receives maximum economic and social benefits from the sustainable use of its fisheries and marine resources. 1.3 GOVERNANCE SYSTEM - HOW THE MFMR IS MANAGED The MFMR aims to achieve its goals and strategies through the implementation of a number of fisheries programmes and projects supported by development partners, implementation of an annual operational plan aligned to the corporate plan and t hrough an 3 MFMR Corporate Plan 2015-2018 organisational structure that aims to promote an effective and efficient service delivery framework for the sector. The MFMR is organised and managed based on a number of technically focused divisions, each headed by a Deputy Director. Within each division there are sections, and specialised technical units, that also account for the fact that the MFMR is the Competent Authority (as prescribed by the European Union) addressing all fisheries IUU (Illegal, Un-reported and Un-regulated) issues. The current and the aspirational structure (MFMR aspires to increase from 84 staff in 2015 to 157 staff in order to carry out mandated functions) to be established within the life of the corporate plan is shown in the diagrams below. In summary the current governance structure is composed of: ! The Minister is the head of the Ministry who is mandated by the constitution to oversee all things concerning fisheries and marine resources of the country. ~ The Executive management (the Permanent Secretary, Director of Fisheries, Under­ secretary technical and Under-secretary corporate services (new position)) are responsible for the administration, human resource and financial matters of the Ministry. 1 A fisheries advisory council is established under the Fisheries Management Act. Members are appointed by the Minister to advise the Minister and make recommendations at the request of the Permanent Secretary on all matters relating to management, conservation, development and management use of fisheries and marine resources. 4 The Offshore Fisheries Division is responsible for all aspects of offshore fisheries management including fisheries information/statistics, licensing and compliance, the observer programme and the Catch Documentation System . .s. The Inshore Fisheries Division is responsible for research, marketing and community based resource management of all inshore and coastal fisheries and marine resources and for the development of aquaculture. §. The Provincial Fisheries Division is responsible for development of fisheries in all Provinces, providing support to provincial fisheries officers and administration of all fisheries centres in the Provinces. 1. The Policy, Planning and Project Management Division is made up of the policy and planning section and the project management section and is responsible for development of fisheries policy and management and implementation of fisheries investment projects. §. The Corporate Services Division includes the Accounts and Administration Sections and is responsible for the administration, human resource and financial matters of the Ministry. 9. The New Zealand Aid funded programme Mekem Strong Solomon Islands Fisheries (MSSIF) and the W orldBank funded Pacific Regional Oceanscape Programme (PROP) are support programmes sitting within the Ministry and support targeted activities and capacity development in the MFMR. 4 MFMR Corporate Plan 2015-2018 Curr@nt MFM~ structure I PROP {itrr.ho•e Mh()t~ l'tr'll.•lnd;r f•llc-,. plaonlnc (,,rr,c,rate DIVISIONS fl~ln,11~ F6~- Flsherl~ .-1dP1-v.le,i Si;i~~ "'-'lo1@--CUioal [ l I I I .1 I I I I I Fi11> ..... Fl!heO\!I 'r'GWJ'lf~I "'11r, .,d F"rr<~ • nd l '1torm.,IJOI".' F~hlnll-l SlCTIUN> n~;,.:i.a N!oQ.,-(h Cle•l"lll:n>eff" jl.nr.~ 11U:!WU'!l. . I I 1. I I ·1 ~ I I Hl611•1 t 160.dai~ La'11"1 Mil~•'\! :;:"'"'~""'1 Mll"• lll:••bl!ft ~I'd 1fwfW£.,.lllo(r W~O t WM,.S I (~I'll~ I I 4~!~~~, I l i.:n.r,1T111:1Jt .1 0-.~t.-r• I C";i-er1't l ,, oSt) «-iJlil l>'IP.t CV"M In order to move effectively from the current to the aspirational structure a Human Resources Development Advisor is supporting an institutional assessment of MFMR to look at the strength of the organisation and capacity of its team to deliver against its legislated and agreed expectations. A 'way forward work plan' has been agreed that includes clarification of all the functions expected of the Ministry; the best structure for the organisation to deliver the services; new job descriptions to support a training needs analysis; performance planning and clarification of processes and procedures. Senior MFMR staff have undertaken a functional analysis of the Ministry articulating responsibilities of Divisions, Sections and Units. 5 MFMR Corporate Plan 2015-2018 Proposed MFMR structure urey ~haded boxes illustrate ne1uly ne-~te-d chv1~1on,, s.ec,,on\ pos,t,ons comp.J,ed l o the 2015 structurt: B ~~,ii • tterie SfalONS I [ Fct.i11t:1 "'Mft1£~~rr; I f~h;nt:1 I 1m:lrmr.t:1f\f l1i7.kttn l:: ] f=:J I vii!~"" I 'rc:i ~.,,,. UNIIS I ( ,;as I MSSIF I hltoiiu~ re~,,...rh I l:::I r ~~~t.~• I F ·1 .1::1 I olof,-.ut,,. I dl!'..eloP"'O!fl' I I 0,,><1",il I l'.IIIIC.-WI~ I nl3n;i ~i..,aA1i,ro LIN KAGES TO OTHER PLANS I PROP 011.o1'1.L11itiJ I s...,,l'!Ct I ( .. p,:iiai. Ft!'-!P• ·~•aeoi.-.o .. 1r ~r,tt<,, ' lnll M"'-81iffllifll "'~r« i,nd • ncl <1> Cldnol:llfl ;;(.((lwm }',c .. ,,1.11 ... ...n .. , Xtllr'Clio\. Fetie• ll:l odrn,11r.,.,..., •nd CN,ill~Mllrr. 11.1. . ... """''e-: I t~n~ n~ j •re-.. ,.,, l it\£9- 5 Implementation of the MFMR Corporate Plan is supported by various development partner project design documents and annual operational work-plans (derived from this corporate plan); in particular those of the NZAP Mekem Strong Solomon Islands Fisheries (MSSIF) Programme and the WorldBank PROP Programme. A higher-level policy framework for the sector is currently being developed that will be consistent with the goals as stated in the Corporate Plan. MFMR also has Service Level Agreement (SLA) with the FFA and a J oint Country Strategy QCS) with the SPC. 2.0 SITUATIONAL ANALYSIS 2.1 KEY INSTITUTIONS AND STAKEHOLDERS IN THE FISHERIES SECTOR In addition to the lead taken by the MFMR key government institutions that have a stakeholding in the management and administration of the fisheries sector are: Ministry of Health and Medical Services (MHMS) The Competent Authority for sanitary health and hygiene ('fish as food' ) inspection services lies with the Inspection and Certification Unit (ICU) of the Environmental Health Division of the MHMS. Competent Authority staff is based in Honiara and Noro to conduct sampling and testing according to the regime set in the National C o ntrol Plan as well as inspections at the SolTuna cannery and National Fisheries Development Limited's - European Union approved vessels. 6 MFMR Corporate Plan 2015-2018 Furthermore, the Health Competent Authority plays an integral part m the implementation of the EU's Catch Documentation Scheme together with M FMR and Customs in Noro ensuring ou r fisheries p roducts exported from Noro SolTuna Cannery are sourced from legally caugh t fish an d carefully accounted for. M inistry of Environment, Climate Change, Disaster Management and M eteorology (M ECDM) The MECDM is responsible for national coastal resource planning and biodiversity action planning and co-chairs with the MFMR the Coral Triangle In itiative National Coordinat ion Committee. T he MECDM is responsible for implementation of the Environment Act 1998, Environment Regulations 2008 and the EIS Guidelines (2010) that set out the process for t he preparation of an Environmental Impact Statement in the Solomon Islands required for large-scale infrastruct ure developments such as a fish processing facility. The MECD M is the management authority for C ITES and t herefore responsible for issuing CITES permit s. T he M FM R and MECDM are both design ated national scientific authorities. Ministry of Finance and Treasury (MOFT) This Ministry is responsible for all Government recurrent budget planning, economic reform planning and liaison w ith international financing institutions and development partners. All fisheries license access fees, revenue from the transhipment of tuna and export duties on fish and marine products is paid in to the Solomon Islands Consolidated Fund. Furthermore, Customs D epartment which sits with MoFT is responsible for all clearing of fisheries exports leaving our count ry. M FMR strives to work in partnership wit h Customs and the Ministry of Health Competent Authority to ensure effective administration and implementation of the EU Catch D ocumen tation Scheme. M inistry of Police, National Security and Correctional Services The P olice Maritime Division of the Royal Solomon Islands P olice Force patrols the territorial and archipelagic waters of t he Solomon Islands ( with jurisd iction if necessary out to the 200 nautical mile limit) and controls fishing vessels suspected of violating borders and/ or closed areas (as well as being respon sible for other non-fisheries duties including search and rescue) . O ther ministries with line responsibility impacting on the sector include: • Ministry of Lands - lan d issues related to investm ent planning • Ministry of Infrastructure D evelopment (MID) - vessel registration and inspection and Ports Authority (statutory authority) • Ministry of Provincial Government and Institutional Strengthening - fisheries management in the provinces • Ministry of Public Service (MPS) - public serv ice human resource man agement and development 7 MFMR Corporate Plan 2015-2018 • Ministry of Development Planning and Aid Coordination (MD PAC) - development planning responsibilities • Ministry of Justice and Legal Affairs - Attorney General's Office • Ministry of Rural Development - development projects in constituencies. 2.2 RISK ASSESSMENT AND MANAGEMENT The following risks to the effective delivery of this corporate plan have been identified from previous institutional development work undertaken within the MFMR; these are presented in no specific order of importance: ! Line management: The Fisheries Director (FD) has too much organisational, personnel, and technical responsibility for a Ministry of the size of the MFMR ~ Policy analysis: The deputy directors are responsible for strategic and operational policy in their respective sectors (offshore, inshore and provincial). None of t hem have dedicated policy analysts to assist them. 1 Staffing: The MFMR is currently understaffed. MFMR aspires to have 157 staff in order to carry out mandated functions (see table below). At the end of 2015 the MFMR had 84 filled positions (740/o of required staff) and it is anticipated that only an additional fourteen established vacancies will be filled in 2016. The projections are that by the end of 2018 MFMR will be at full capacity. However, a functional review of all positions is underway and may result in reduction of required positions. 8 L MFMR Corporate Plan 2015-2018 3.0 RESOURCES 3.1 HUMAN RESOURCES The Ministry should have a full staff compliment of 157. Two thirds of the provincial fisheries development staff are based in the provinces, three Compliance staff from the offshore division are based in Nore, the remainder are in Honiara. In 2015, 30 established positions were vacant. Summary of Established posts, filled posts and vacant posts for 2015 and 2016, and projections for 2017-2018 2015 I *2016 **2017-2018 Proposed Established Filled vacant Established Filled Vacant Established Filled Posts Post Posts Divisions Head 8 6 3 8 6 2 7 4 Q!.tarters & Administratio n Cooperate 18 15 3 18 15 3 20 16 Services Policy, IO 5 5 11 6 5 Planning and Project Management Offshore 22 18 4 22 19 3 37 25 Fisheries Management Inshore 21 13 8 21 14 7 24 10 Fisheries Management Provincial 34 27 7 34 28 5 53 24 Fisheries Development Aquaculture 16 5 Total IIJ 84 30 114 88 25 157 84 *16.2.2016 MPS MFMRLG Audit of the MFMR Establishment **On-going evaluation of the MFMR (as a priority productivity sector organisation) Establishment to deliver against legislated and agreed expectations, expected clarification by October, 2016 3.2 FINANCIAL RESOURCES - 3 YEAR BUDGET FORECAST The MFMR 2016 annual operational budget (recurrent (SBD 11,360,434) and development (SBD 31,090,000)) is approximately SBD 42,450,434 million. The total revenue earned by the Ministry for 2014 was SBD 217 million and in 2015 it was (YTD ) SBD 318 million PART TWO 4.0 STRATEGIC FRAMEWORK MFMR's vision sets out the reasons and purpose for organisation's existence and the 'ideal' state that the organisation aims to achieve, while MFMR's mission identifies major goals and performance objectives. Both the vision and mission are defined within the framework 9 Vacant 3 4 12 14 29 II 73 MFMR Corporate Plan 2015-2018 of the Ministry's values and philosophy. These are in turn used as a context for defining the strategic objectives, focal areas, goals and actions defined within this corporate plan. 4.1 VISION AND MISSION STATEMENT FOR THE SECTOR Fish and marine products are renewable resources that can provide food, work and wealth for generations to come, as they have done in the past - but increasingly only if the resource is managed sustainably within an equitable and enabling economic framework. The Solomon Islands Government seeks to ensure sound management of the sector that supports viable investment to achieve national social and economic goals that are in the long-term interest of all citizens and stakeholders operating within the sector. The overall objective of modern fisheries policy, as defined in the United Nations Food and Agriculture Organisation Code of Conduct for Responsible Fisheries (1995) is that a: Responsible fisheries policy has to ensure effective conservation, management and development of living aquatic resources with due respect for the eco-system and bio­ diversity in order to provide, both for present and future generations, a vital source of food, employment, recreation, trade and economic well~being for people. It is the intention of this MFMR Corporate Plan that Solomon Islands' fishery policy will embrace and apply this international standard. Solomon Islands has limited financial resources and, to ensure coherent national development towards an economically prosperous future, policy objectives within this corporate plan need to be prioritised. This will increasingly require stakeholder participation through resource co-management (Community Based Resource Management or CBRM). A significant effort must be allocated to the involvement of stakeholders and engagement with communities, as they represent the key to success within the coastal fisheries sector. In the offshore sector Solomon Islands must continue to embrace its important role within internat ional and regional organisations in the management of tuna stocks. This corporate plan articulates the vision and mission for the fisheries sector and MFMR. The national 'Vision 2025' for the fisheries sector is: A national and regional fisheries sector that generates an economically viable and equitable distribution of benefits for all Solomon Islanders from a biologically and economically sustainably managed marine ecosystem 10 MFMR Corporate Plan 2015-2018 The MFMR's Mission Statement is: The Ministry of Fisheries and Marine Resources (MFMR) leads the challenge to sustainably manage and develop the nation's offshore and coastal fisheries, is active in promoting Community Based Resource Management, and aims to contribute to the sustainable management of the region's offshore marine resources. The MFMR strives to provide an effective and efficient service to all stakeholders, promote government inter-agency cooperation and act as the focal point for national capacity building, research and development within the sector. 4.2 MFMR VALUES AND PHILOSOPHY The MFMR's philosophy consolidates its values through relationships with stakeholders, policies, culture, and management style. The MFMR's values are articulated through the Solomon Islands Public Service Code of Conduct, which contains the f ive key ethical princ iples of: • Respect for the law and Government; • Respect for people; • Integrity; • Diligence; and, • Economy and efficiency 4.3 STRATEGIC OBJECTIVES The DCC policy strategy and translation identifies five policy objectives for aquaculture, fisheries and marine resources (see Table below). In order to achieve these object ives, four focal areas and related goals have been articulated for t he MFMR. Focal Area 1: Fisheries resource and ecosystem management Goal: Sustainable fisheries resource management and prom ote livelihood opportunities through effective conservation and management of oceanic and coastal ecosystems Focal area 2. Private sector development and investment Goal: Promote private sector development, investment and secure market access to achieve higher economic returns and social benefits from the use of marine resources Focal Area 3. Fisheries compliance (the operational arm of fisheries managemen t) Goal: The effective management of national and shared fish stocks through a strengthening of fisheries compliance and enforcement Focal area 4: Governance and institutional development. Goal: Improved fisheries governance supported by a strengthening of the institutional framework of the sector 11 MFMR Corporate Plan 2015-2018 M FMR Focal Area Focal Area 1. Fisheries resource and ecosystem management Focal Area 2. Private sector development and investment Focal Area 3. Fisheries Compliance Focal Area 4. Governance and Institutional Development j DCC POLICY O bjectives c. Improve and strengthen the contribution of small-scale f isheries (to poverty) alleviation, food and nutrition security and socio-economic benefits of fishing communities d. Establish a market-led sustainable aquaculture development throughout the country e. Distribute the benefits of Solomon Islands fisheries and aquaculture endowments through innovation and technology, accelerated trade and marketing. h. Improve and increase the contribution of commercial and large scale tuna fisheries to national revenue generation, food and nutrition security and socio-economic benefits of Solomon Islands citizens a. Review the Fisheries Act DCC Selected Strategic Actions c.1 Establish mini tuna canneries in rural communities c.2 Strengthen C BRM U nit within MFMR c.3 Pilot New initiative to strengthen CBRM capacity in the Provinces c.4 Develop new strategy to support community livelihood initiatives c.5 Support CBRM (fisheries co-management) outreach initiative c.6 Develop a rural community fisheries development training program c.7 Identify sites to deploy Fish Aggregation Devices (FAD's) to support rural fishers in the country d.1 Develop a new National Aquaculture Strategy d.2 Review National Aquaculture plan to align with strategy d.3 Develop a national marketing strategy d.4 Develop aquaculture industry (milkfish, tilapia, prawns, giant clams, pearls oysters, sea cucumber) e.t Expand culture of seaweed farming in all Provinces e.2 Boost hatchery mass production of sea cucumber juveniles for restocking e.3 Promote farming of milkfish, tilipia, giant clams, corals and prawns in all Provinces e.4 Secure market (regional and international) for farmers h.1 Develop O n shore Processing Plants in Suafa, Tenaru & Doma; h.2 Develop and implement a tender framework for the sales of VDS days for purse seine and longline fisheries in Archipelagic and EEZ waters; h.3 Implement Tuna management and development plan; h.4 Develop investment appraisal strategy; h.5 Develop economic analysis tool for tuna fisheries; h.6 Develop new onshore processing agreement for all investors; h.7 Develop national strategy on IUU and EU market access; h.8 Develop national compliance strategy covering both inshore and offshore fisheries. a.1 Facilitate the passing of the Fisheries Bill a.2 Develop and introduce new regulations in compliance with the new Fisheries Act a.3 Develop and introduce new Provincial Fisheries Ordinances 12 MFMR Corporate Plan 2015-2018 MFMR Focal Area l DCC POLICY Objectives b. Strengthen and establish a national and provincial fisheries governance and institutional arrangements f. Strengthen and develop coordinated mechanisms among regional economic organizations and regional fisheries bodies to ensure coherence of fisheries policies and aquaculture development g. Promote and enhance the capacity of people and institutions in the Solomon Islands fishery sector DCC Selected Strategic A ctions b.1 Develop a new Inshore Fisheries Management Strategy (IFMS) b.2 Develop a new Provincial Fisheries Strategy (PFS) b.3 Build Compliance office in Noro b.4 Review MFMR organisational structure and management and operational systems b.5 Establish Fisheries Information Management System (FIMS) Portal b.6 Develop Inshore Fisheries market database vii. Develop sound financial and accounting systems f.1 Implement Niue treaty subsidiary agreement; f.2 Establish cross-party dialogue on climate change issues through the Coral Triangle Initiative (CTI) f.3 Collaborate and support all PNA initiatives; f.4 Implement FF A country level service agreement; f.5 Implement SPC country level service agreement; f.6 Implement all conservation and management measures agreed at Western and Central Fisheries Commission (WCPFC) g.1 Develop MFMR Staff capacity development Programme g.2 Support to industry working groups g.3 Develop GIS capacity within the MFMR g.4 Develop MFMR website g.5 Develop annual bilateral negotiation strategy g.6 Development of a national licensing policy (for all fisheries) g.7 Develop and implement biosecurity programmes to manage the risk related to the introduction of non- indigenous species g.8 Functioning MCS Working Group g.9 Enhance MCS information systems with the support of the ICTSU g.10 Enhance national observer programme to meet national, regional and international standards and obligations g.11 Develop strong EU compliant Catch Certification System g.12 Build new MFMR office complex xiii. Support Ministry of Health Competent Authority 13 MFMR Corporate Plan 2015-2018 PART THREE 5.0 MONITORING AND EVALUATION The Ministry's M&E system is defined in the MFMR Performance Framework prepared in September 20n. This framework was developed around the use of existing data sources given the real and significant resource constraints faced by the MFMR in managing such a sector. The Permanent Secretary is responsible for implementation of this M&E framework. Indicators for each priority outcome and strategy were identified in a MFMR Performance Framework aligned to the previous corporate plan (2ou-13) and the same has been prepared for this Corporate Plan - see overleaf. An important issue is that a true and verifiable baseline for realistic and measureable indicators needs to be established. The database development work related to the establishment of these baselines is ongoing in 2016. Divisional managers will report the status of policy implementation and monitoring data collection in their Quarterly Reports to the Permanent Secretary. This will be reported to the Policy Unit in the PMO and to the MDPAC in MFMR's Q!iarterly Reports. Indicators will be analysed and reported annually to the Solomon Islands Government through the MFMR Annual Report. This will be used to adjust future years work plans. Development partners and other agencies working in the sector will be requested to use these indicators for work related to the management of marine resources and implementation of the corporate plan. They may choose to use additional indicators, but should be encouraged to use the MFMR indicators as a minimum. The planning of all new pilot activities will include how the activity will be evaluated and the results of these evaluations reported in regular monthly reports and summarised in the Q!iarterly Report to the MDPAC. Progress at an activity level will be monitored at the MFMR regular monthly management meetings. It should be noted that the Performance Framework is a living document and will change over time and therefore additional indicators may be added periodically. 6.o REPORTING The Ministry is required to submit an Annual Report to Parliament by April each year reporting against the Corporate and Annual Plans. The Ministry is also required to submit quarterly reports to the Policy Unit, Prime Minister's Office and to the Ministry of Planning. Each Division within the MFMR is required to produce an input to the Q!iarterly Progress Report. A standard report template has been developed which will enable the information in the divisional report to be easily consolidated and submitted on a quarterly basis to the Ministry of Planning. It should also provide much of the information required for the Annual Report. The template is tabular and reports on all progress (rather than exception based) as preferred by the Permanent Secretary. 14 MFMR Corporate Plan 2015-2018 Mean s of Verification Policy Arena J DCC strategic actions Verifiable Performance Indicators J and objective I MFMR GOAL 1: SUSTAINABLE FISHERIES RESOURCE M~ A-N A G~E-M-ENT AND PROMOTION OF LIVELIHOOD OPPORTUNITIES THROUGH THE CONSERVATION AND MANAGEMENT OF OCEANIC AND COAST AL ECOSYSTEMS (c) Improve an d strengthen t he con tribution of small scale fisheries (to poverty) alleviation, food and nutrition security and socio• economic benefits of fishing communities • Establish mini tuna canneries in rural co1nmunities • Strengthen CBRM Unit within MFMR • Pilot New initiative to strengthen CBRM capacity in the Provinces • Develop new strategy to support community livelihood initiatives • Support CBRM (fisheries co­ management) outreach in itiative • Develop a rural community fisheries development training program • Identify sites to deploy Fish Aggregation Devices (FAD's) to support rural fishers in the country • Number of functioning fisheries centres • Trends in fish landings from coastal fisheries • Number of livelihood development initiatives (projects) supported • N umber of fisheries development training programmes implemented in the provinces • Number of communities with community fisheries management plans • N o of FADs deployed and sustained • • • • • Market survey reports FAD database CTI NCC and CCWG minutes MFM R Annual Reports CBRM U nit reports MFM R/ Development partner consultancy reports Surveys and MFMR staff reports from r ural fisheries centres and comm unities MFMR GOAL 2: PROMOTION OF PRIVATE SECTOR DEVELOPMENT, INVESTMENT AND SECURE MARKET ACCESS TO ACHIEVE HIGHER ECONOMIC RETURNS AND SOCIAL BENEFITS FROM THE USE OF OFFSHORE AND COAST AL MARINE RESOURCES (d) Establish a market-led sustainable aquaculture development throughout the country (e) Distribute the benefits of Solomon Islands fisheries and aquaculture endowments t hrough innovation and technology, accelerated trade and marketing. • Develop a new National Aquaculture Strategy • Review N at ional Aquaculture plan to align w ith strategy • Develop a national marketing strategy • Develop aquaculture industry (milkfish, tilapia, prawns, giant clams, pearls oysters, sea cucumber) • Expand culture of seaweed farming in all Provinces • Boost hatchery mass production of sea cucumber juveniles for restocking • Promote farming of milkfish, t ilapia, giant clams, corals and prawns in all Provinces • Secure market (regional and internarional) for farmers n chievement of National Aquaculture Plan NAP) indicators Area in product ive seaweed farms Number of seaweed farmers Ease of access to market for seaweed farmers • Japanese funding for sea cucumber research continues MFMR GOAL 3: THE EFFECTIVE MANAGEMENT OF NATIONAL AND SHARED • MFMR Annual Reports • Development partner reports • Reporting against new NAP • Seaweed lndusrry WG minutes • Mapped area of seaweed farms • Farmer surveys • Sea cucumber joint committee reports FISH STOCKS THROUGH A STRENGT HENING OF FISHERIES COMPLIANCE AND EN F O RCEME;,;.N,;..;T=---------~~-~~-------1 (h) Improve and increase the contribution of commercial and large scale tuna fisheries to national revenue generation, food and nutrition security and socio· economic benefits of Solomon Islands citizens • Develop Onshore Processing Planes in Suafa, Tenaru & Doma; • Develop and implement a tender framework for the sales of VOS days for purse seine and longline fisheries in Archipelagic and EEZ waters; • Implement Tuna management and development plan; • Develop investment appraisal strategy; • Develop economic analysis rool for tuna fisheries; • Develop new onshore processing agreement for all investors; • Develop national strategy on IUU and EU market access; • Develop national compliance strategy covering both inshore and offshore fisheries. • Revenue from tuna fisheries increased Onshore processing strategy updated • Removal of yellow card by EU • Tender process for VOS implemented • Investment guidelines prepared • CCS/ C DS fully operational • TMDP implemenred • MFMR & development partner reports • EU IUU WG m inutes • Seafood Market Access WG minutes • Reporting against updated TMD plan • ICTSU reports • FFA, WCPFC and SPC reports • EU reports and correspondence • SIG accounts • I FC and Trimarine reports • MFMR PMU guidelines and reports • Investment plans MFMR GOAL 4: IMPROVED FISHERIES GOVERNANCE SUPPORTED BY A STRENGTHENIN G OF THE INSTITUTIONAL FRAMEWORK OF THE SECTOR (a) Review the Fisheries A ct • Facilitate the passing of the Fisheries Bill • Develop and introduce new regulations in compliance with the new Fisheries Acr • Fisheries Bill gazetted • Cabinet approved policy document • Fisheries regulations gazetted • Parliamentary records • Fisheries ordinances • www.paclii.org database 15 MFMR Corporate Plan 2015-2018 Policy Arena DCC strategic actions Verifiable Performance Indicators Means of Verification and objective . Develop and introduce new Provincial Fisheries Ordinances (b) Strengthen • Develop a new Inshore Fisheries • Number of strategies developed and • Strategies and establish Management Strategy (IFMS) implemented • MFMR annual reports national and • Develop a new Provincial fisher ies • Functioning MFMR office (Noro) provincial Strategy (PFS) • Functioning fisheries information system . Build Compliance office in Noro fisheries • Review MFMR organisational structure governance and and management and operational institutional systems • Establish Fisheries Information arrangements Management System (FIMS) Portal • Develop Inshore Fisheries market database • Develop sound financial and accounting systems (f) Strengthen • Implement Niue treaty subsidiary . MFMR contributes to and influences CTI • ICTSU reports and develop agreeme.ntj NCC meetings and C limate Change Working . MFMR and FF A reports coordinated • Establish cross-party dialogue on Group (WG) meetings • CTI N CC and CCWG meeting climate change issues through the Coral • Timely delivery of FFA SLA activities m inutes mechanisms Triangle Initiative (CTI) . WCPFC CMM implementation . Correspondence with FF A and among regional • Collaborate and support all PN A • MSG roadmap is implemented updated SLA economic initiatives; . WCPFC reports (related to SI) organizations • Implement FFA country level serv ice • MSG working group minutes and regional agreement; fisheries bodies • Implement SPC country level service agreement; to ensure • Implement all conservation and coherence of management measures agreed at fisheries policies Western and Central Fisheries and aquaculture Commission (WCPFC) development (g) Promote and . Develop MFMR Scaff capacity • Functional analysis and/ or institutional • MFMR quarterly and annual reports enhance the development Programme review of MFMR completed • MFMR website capacity of • Support to industry working groups • MFMR training and/ or HR development plan • FAC meet ing minutes • Develop GIS capacity within the completed • MFMR/Development partner people and MFMR . Increased visibility of MFMR in leading consultancy reports institutions in • Develop MFMR website marine resource management issues • SIG accounts the Solomon • Develop annual bilateral negotiation • Bilateral negotiation strategy and/ or auction • Staff surveys Islands fishery strategy system leading to increased economic rent . Development of a national licensing • Regular meetings w ith industry sector policy (for all fisheries) • Negotiation strategy developed annually • Develop and implement biosecurity programmes to manage the risk related to the introduction of non- indigenous species • Functioning MCS Working Group • Enhance MCS information systems with the support of the ICTSU • Enhance nat ional observer programme to meet national, regional and international standards and obligations • Develop st rong EU compliant Catch Certification System • Build new MFMR office complex • Support Ministry of Health Competent Authority 16 MFMR Corporate Plan 2015-2018 APPENDIX - ACRONYMS CBRM ccs C ITES CMM EU FAC FAD FFA HR ICTSU IFC IUU JCS MCS MDPAC MECDM MFMR MID MOFT MPS MSG NAP NPOA NZAP PMU PNA PROP SIG SLA SPC TMDP VDS WCPFC WG Community Based Resource Management Catch Certification System Convention on International Trade in Endangered Species Conservation Management Measures European Union Fisheries Advisory Council Fish Aggregating Device Forum Fisheries Agency Human Resource Information and Communication Technology Support Unit International Finance Corporation Illegal, Unreported and Unregulated Joint Country Strategy Monitoring, Control and Surveillance Ministry of Development Planning and Aid Coordination Ministry of Environment, Climate Change, Disaster Man. and Meteorology Ministry of Fisheries and Marine Resources Ministry of Infrastructure Development Ministry of Finance and Treasury Ministry of Public Service Melanesian Spearhead Group National Aquaculture Plan National Plan of Action New Zealand Aid Programme Project Management Unit Part ies to th e Nauru Agreement Pacific Regional Oceanscape Programme Solomon Islands Government Service Level Agreemen t Secretariat of the Pacific Community Tuna Management and D evelopment Plan Vessel Day Scheme Western and Central Pacific Fisheries Commission Working Group 17