Final Technical Report - ACP Fish II

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Training for Fisheries Management Planning in EthiopiaFinal Report4.3.2 ExpectationsA key step in the TNA was to clarify who the beneficiaries of the training are and what they do (tasks)and are expected to do well (See Annex 4). Once the tasks have been clarified it is then possible toset performance goals or expectations for stakeholders related to the tasks they perform. Theperformance goals help identify what needs to change and who needs to change in terms of skills,knowledge, attitude and behaviour. These are then used to guide the learning objectives. From theterms of reference (Annex 1), the principal target group of this mission were identified as fisheriesofficers. In conjunction with the MoA, it was agreed that the training workshop would be for fisheriesofficers from the federal, regional (Oromia, SNNPRS, Ahmara), zonal and district (woreda) levels aswell as representatives from fisheries research institutions. Whilst this made the design of trainingmore complicated, the mix of participants from these different levels of government and withdifferent decision making responsibilities enhanced the training workshop discussions and the FMPdevelopment process.In terms of the skills and knowledge related to fisheries management that fisheries officers require,the response from MoA was that training should ensure that the participants are equipped with theknowledge and skills to promote a co-management approach to fisheries management within thelocal context. In response the training workshop included a co-management module and the FMPsincorporate a co-management approach to implementation.4.3.3 InfluencesWhether training is successful and new skills and knowledge can be applied, attitudes or behaviourchanged depends not just on the quality of the training but also on a variety of other factors whichneed to be understood as part of an assessment process. These influencing factors are broken downinto those which will help training to be successful and those which will hinder the uptake andsuccess of the training. The key issues identified are summarised below and shown in Annex 4.Issues which were identified and that can assist in the uptake and adoption of training and an FMPinclude:fisheries cooperative's exist in most fisheries and have the potential to participate in a comanagementarrangement with government;cooperatives have bylaws and these could be developed to cover fisheries managementissues;some cooperative members understand the need for fishery management measures such asgear restrictions, closed seasons and environmental protection;the Oromia regional government are prepared to allocate resources to ensure the results ofthe consultancy are applied;federal level move to increase extension staff numbers;lessons and outputs from kebele fisheries management approach on Lake Tana could be usedto inform work on other rift valley lakes; presence of kebele at community level could help implement managementmeasures/directives;local government funding to support co-management maybe available through kebele;fisheries management legislation in place in some areas and environmental protectionlegislation;regional government has ability to implement FMP;P a g e | 8Project funded by the European UnionA project implemented by Cardno Emerging Markets (UK) Ltd
Training for Fisheries Management Planning in EthiopiaFinal Report training materials/manual available after the training for on-going training andawareness raising.Issues which could hinder the effectiveness of training and implementation of an FMP were identifiedand include:lack of follow-up and monitoring by government;transfer of staff from fisheries to other sectors and between geographical areas;trained fisheries staff move to better funded positions either within government or to othersectors;fisheries is not given enough priority at the higher political levels and hence sufficientresources are not allocated to management activities e.g. few extension staff, fisheriesofficers lack transport to monitor and implement existing legislation, office facilities;low levels of motivation amongst staff (lack of promotional prospects, low salary, risk oftransfer, no fisheries background);in some areas there is no legal framework to support fisheries management;enforcement of management legislation can lead to physical and verbal abuse of fisheryofficers;zonal level fisheries officers given other responsibilities other than fisheries – not full timefisheries staff;cooperatives weak and may not be able to effectively participate in co-management;weak relationship between fisheries extension and research;weak relationship between fisheries and cooperative department;lack of stock assessment data;poor coordination amongst different institutions both sectorally and geographically makingoverall management of a lake difficult;conflicts between fisheries stakeholders, fisheries stakeholders and government/parks andwithin local fishery cooperatives;fisheries not well represented in existing multi-stakeholder coordination processes;fisheries officers/MoA advice on management measures not heeded by other governmentdepartments;lack of enforcement of legislation to protect lake and catchment area from degradation(pollution, land encroachment, deforestation).4.3.4 SolutionsFor those factors which hinder the uptake of training, the assessment process has tried to identifypotential solutions which should be considered by those responsible. The solutions would appearmainly to lie in the hands of the government which is the resource owner, but has not succeeded yetin implementing existing management measures. The reasons for this appear complex, but certainlyP a g e | 9Project funded by the European UnionA project implemented by Cardno Emerging Markets (UK) Ltd
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