United Nations Public Service Awards Case Studies

It was recognized that there was a deficiency with the management of the local fisheries industry, in terms of regulatory framework and information management. The Fisheries Division established programs that allowed for the capture of national fisheries statistics. This information would then be utilized to inform management of the status of the industry, providing a basis for taking various management decisions.
The lack of key legislation was also one reason which prompt the initiative, since these initiatives informed the review of legislation, to effect the fishing industry and also the marine environment. Because of the information gathered key legislation was prepared that is being used to sustainably develop the fisheries industry and protect the limited coastal resources of the country.
The Fisheries Division also realized that time and technology was not kind to the data systems of the Fisheries Division. The data and the systems used for data management quickly became obsolete. New and improved measures became necessary for the continued information management of the resource which fed and supported a huge portion of the local population. It was also difficulty for reporting, monitoring and evaluation of initiatives and also lack of impact assessments.
An essential issue also was the lack of information and modernization of our clients, mainly the fisher folks, in terms of modernization/transformation and for information, mainly the Divisions of Trade and Statistics.

What is the initiative about? (the solution)
To address some of the problems encountered with fisheries and the marine environment statistics, monitoring and evaluation and with the safety and empowerment of the fisher folks communities in Dominica, the Fisheries Division embarked on the updating of the existing databases and in some cases completely rebuilt some. In other cases new databases were made from a need for managing new data. Some of these databases include: 1. Fish Catch and Effort database (extractive capacity of the local fishing fleet) 2. Licensing and Registration database (fishermen, boats and gear registration) 3. Geographic Information System (GIS) Metadatabase (mapping of important geo-referenced data sets relating to fisheries and marine resource management) 4. Fish Aggregating Device (FAD) Management database 5. Fisheries Industry Census (FIC) database The Fisheries Division now benefits from having more comprehensive system, current information that is assisting with not just fishing operation but coastal resource management. The Division can ascertain the extractive capacity of its fishing fleet, the number of operators in the industry, where they are situated and what methods they use to impact the industry. Key initiatives which assisted in making the linkage with the activities at sea and the economic and environment impact were centered primarily on the Basic Fisherman Training Programme (BFTC) and the first ever Fisheries Industry Census (FIC) which was conducted. The BFTC helps provide a means of educating the new and existing users of the industry of the workings of the marine environment and the industry on a whole. The census provided critical baseline level data on the composition of the industry. Most clients of the fisheries industry were interviewed. The socio-economic information obtained from the census is important for making future decisions for the progress of the industry, and also for marine conservation and tourism development. Another major project was the Scientific Basis for Ecosystem-based Management in the Lesser Antilles Including Interactions with Marine Mammals and Other Top Predators or Lesser Antilles Pelagic Ecosystem (LAPE) Project, a Food and Agriculture Organization (FAO) project. It was a five year project which developed the scientific basis (data, models and recommendations) to support future management plans for an ecosystem approach to sustainable and responsible utilization of pelagic resources. There were various reef/coastal monitoring programs such as the Mainstreaming Adaptation to Climate Change (MACC)/ Caribbean Community Climate Change Center (CCCCC) coral reef assessment for Dominica and the Socioeconomic Monitoring (SocMon) in Fisheries project.

Who proposed the solution, who implemented it and who were the stakeholders?
The need for the solution came from Fisheries Division staff through concerns of stakeholders such as the fisher folk communities (specifically with issues of safety and empowerment), Divisions of Trade, Statistics and National Security and conservation agencies. The solutions were implemented by team effort of the staff of the Fisheries Division. The Division sought guidance and support from regional and international agencies, when necessary. The effort of implementation of these solutions was through the synergies of the Fisheries Divisions Stakeholders includes fisher folk organizations and cooperatives of Dominica; Government Divisions, particularly the Central Statistical Office (CSO), the Trade Division, the Cooperative Division; Division of Tourism, the Environmental Coordinating Unit, regional organizations such as the Caribbean Regional Fisheries Mechanism (CRFM), the University of the West Indies (UWI), the Caribbean Community Climate Change Center (CCCCC) and the Caribbean Large Marine Ecosystem (CLME) Project; and international organizations such as the Food and Agricultural Organization (FAO) and the Japan International Cooperation Agency (JICA). Other stakeholders are consumers of the fish products, water sport enthusiasts/researchers and divers.

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The work included the development of a long term strategic plan for the fisheries industry, conducting a SWOT analysis for the sector, the reallocation of staff to areas of greater interest to them that fits within the plan, prioritizing and reorient the policies of the Division allowing for greater initiative by members of staff, including areas of research. The major communication plan was development; consequently public education and awareness drive where implemented in collaboration with all key stakeholders. The major approach was to outline the major benefits of the solutions to the beneficiaries and stakeholders, especially emphasizing on issues of safety, tourism, environment and consumers of fishing products. This communication strategy created a major buy-in and compliance of the solutions initiated by the Fisheries Division.

b. What were the key development and implementation steps and the chronology? No more than 500 words
• The development of the strategic plan • The development of a communication plan • The introduction of the Basic Fisherman Training Programme • The Fisheries Industry Census • Strengthening of the fisher folk cooperatives • Implementation of the communication plan to include improving information sharing among departments and other stakeholders • Monitoring and evaluation of the solutions

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
A major obstacle for the Division was Financing for the development and implementation of the solutions. It was also difficulty to get the buy in of the some stakeholder especially with the Limited knowledge base of the fisher folk to appreciate some of those programmes and reluctance to accept change. There have also been obstacle at the policy level in terms of the delays for approving the necessary legislation and protocols for the further development of the sector. The Division also had the hindrance of limited training opportunities for staff and stakeholders. Notwithstanding these obstacles, the Division persevered and worked and stretched the limited financial resources, we depended on the expertise from other Government agencies and collaborating groups (especially regional and international agencies) throughout. The development and implementation of the communication plan was a major instrument used to effect the change.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
Given the limitations of financing and with limited technology, the Division depended on the innovative capacity, motivation to succeed and willingness to find new solutions on the part of staff to achieve these goals. This involved person working beyond normal hours and collaborating with other institutions to obtain technical support critical to the development of the initiatives. In this case we priorities and improvised so as to achieve out desired goals. We also embraced the partnership with the private interest groups.

Is the initiative sustainable and transferable?
Yes, the initiative is sustainable and transferable as they can serve as models for driving efficiency within the fishing industry and management and conservation of the marine resources. The success story of these initiatives can be a motivation in the public sector both locally and regionally. The initiatives are transferable since users do provide information for the maintenance of the databases which ultimately feeds into the national statistical data. The initiatives are transferable not just locally but the initiatives have been shared with Islands like Tobago, St. Lucia, St. Kitts, St. Vincent and Barbados.

What are the impact of your initiative and the lessons learned?
Since this initiative has been a contributor to national development the Fisheries Division has been commended and recognized at the public service level for this solution. This solution have Recognition of the value of the sector; raising the level of the sector • Providing greater resources to the sector • Improvement of the knowledge of fisher folk and the public in general on the value of resources • More user-friendly data is available • Data is now more easily accessible and accurate • Inclusion of critical new datasets to the data collection scheme (Fish Aggregating Devices – FADs) • Improved systems and process, for better reporting • Ability for fishers to improve techniques and methods • Ability for better methods to deal with troubles at sea • Less disregard to the marine life • Less lost fishers at sea. • Better statistical information for economic assessment and decision making


Institution Name:		Fisheries Division
Institution Type:		Government Agency
Contact Person:		Derrick Theophille
Title:		Fisheries Liaison Officer (FLO)
Telephone/ Fax:		1 (767) 448-0140
Institution's / Project's Website:
E-mail:		fisheriesdivision@dominica.gov.dm
Address:		Roseau Fisheries Complex Bldg., Dame Mary Eugenia Charles Blvd
Postal Code:
City:		ROSEAU
State/Province:
Country:		Dominica

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information