Solomon Islands national aquaculture management and ...
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SOLOMON ISLANDS NATIONAL AQUACULTURE MANAGEMENT AND DEVELOPMENT PLAN 2018–2023 Ministry of Fisheries and Marine Resources Honiara, Solomon Islands September 2018
Transcript of Solomon Islands national aquaculture management and ...
SOLOMON ISLANDS NATIONAL AQUACULTURE
MANAGEMENT AND DEVELOPMENT PLAN
2018–2023
Ministry of Fisheries and Marine Resources
Honiara, Solomon IslandsSeptember 2018
Prepared for publication at the Pacific Community’s headquarters in Noumea - 2018
Noumea, New Caledonia, September 2018
SOLOMON ISLANDS NATIONAL AQUACULTURE
MANAGEMENT AND DEVELOPMENT PLAN
2018–2023
Ministry of Fisheries and Marine Resources
Honiara, Solomon Islands
ii iii
© Solomon Islands Ministry of Fisheries and Marine Resources (MFMR),
Pacific Community (SPC) 2018
All rights for commercial/for profit reproduction or translation, in any form, reserved. The Solomon Islands Minis-try of Fisheries and Marine Resources and SPC authorises the partial reproduction or translation of this material for scientific, educational or research purposes, provided that the Solomon Islands Ministry of Fisheries and Marine Resources, SPC and the source document are properly acknowledged. Permission to reproduce the doc-ument and/or translate in whole, in any form, whether for commercial/for profit or non-profit purposes, must be requested in writing. Original SPC artwork may not be altered or separately published without permission.
Original text: English
Pacific Community Cataloguing-in-publication data
Solomon Islands national aquaculture management and development plan 2018–2023 / Solomon Islands Ministry of Fisheries and Marine Resources
1. Aquaculture — Planning – Solomon Islands.
2. Aquaculture – Management – Solomon Islands.
3. Aquaculture industry — Solomon Islands.
4. Aquaculture — Research — Solomon Islands.
5. Aquatic ecology — Solomon Islands.
6. Aquatic biology — Solomon Islands.
I. Title II. Solomon Islands. Ministry of Fisheries and Marine Resources III. Pacific Community
639.8099593 AACR2
ISBN: 978-982-00-1149-6
Prepared for publication and printed at SPC’s headquarters, B.P. D5, 98848 Noumea Cedex, New Caledonia, 2018
www.spc.int
ii iii
CONTENTS
ABBREVIATIONS AND ACRONYMS ...................................................................................................iv
FOREWORD ................................................................................................................................................v
APPROVAL .................................................................................................................................................vi
EXECUTIVE SUMMARY ...........................................................................................................................1
PART 1: Preliminary information ........................................................................................................2
1.1 Context and purpose ................................................................................................................................................2
1.2 Scope ..............................................................................................................................................................................2
1.3 Vision ...............................................................................................................................................................................2
1.4 Institutional, legislative and policy framework................................................................................................2
PART 2: Management and development objectives and strategies .....................................3
PART 3: Management measures.........................................................................................................5
3.1 Authorisation ...............................................................................................................................................................5
3.1.1 Licensing ............................................................................................................................................... 5
3.1.2 Fees ...................................................................................................................................................... 5
3.2 Reporting ......................................................................................................................................................................5
3.3 Environmental management .................................................................................................................................5
PART 4: Criteria for selection of aquaculture commodities ......................................................6
PART 5: Overview of aquaculture development in Solomon Islands ...................................8
5.1 Brief history of aquaculture in Solomon Islands .............................................................................................8
5.2 Opportunities and constraints of aquaculture development in Solomon Islands .............................9
5.3 Sector review: High priority commodities ........................................................................................................9
5.3.1 Key prioritised development commodities .......................................................................................... 9
5.3.2 Potential development commodities ................................................................................................. 15
PART 6: Amendment and review .................................................................................................... 20
PART 7: Implementation plan .......................................................................................................... 20
PART 8: Monitoring, evaluation and learning ............................................................................ 20
APPENDIX I: ............................................................................................................................................ 22
APPENDIX II: .......................................................................................................................................... 26
iv v
ABBREVIATIONS AND ACRONYMSCBRM Community-based Resource Management
DDA Deputy Director Aquaculture
EU European Union
FW Freshwater
GIFT Genetically Improved Farmed Tilapia
GIS Geographic Information System
GPS Global Positioning System
HACCP Hazard Analysis and Critical Control Points
ICLARM International Center for Living Aquatic Resources Management
ICT Information and Communication Technology
IRA Import Risk Assessment
MAL Ministry of Agriculture and Livestock
MCILI Ministry of Commerce, Industry, Labour and Immigration
MECDM Ministry of Environment, Climate Change, Disaster Management and Meteorology
MEL Monitoring, Evaluation and Learning
MFMR Ministry of Fisheries and Marine Resources
MLHS Ministry of Lands, Housing and Survey
MoFT Ministry of Finance and Treasury
MPS Ministry of Public Service
MSSIF Mekem Strong Solomon Islands Fisheries
NDF Non-detrimental Finding
NGOs Non-government organisations
NZAP New Zealand Government Aid Programme
OFCF Overseas Fishery Cooperation Foundation of Japan
OIE World Organization for Animal Health
PICTs Pacific Island countries and territories
PL Post-larvae
PS Permanent Secretary
SBD Solomon Islands Dollars
SIDCC Solomon Islands Democratic Coalition for Change
SIG Solomon Islands Government
SINAMD Solomon Island National Aquaculture Management and Development Plan
SINU Solomon Islands National University
SPC Pacific Community
WF WorldFish
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FOREWORDIt gives me great pleasure as the Minister for Fisheries and Marine Resources (MFMR) to present to you the Solomon Islands National Aquaculture Management and Development (SINAMD) Plan 2018–2023 (the Plan).
The Plan is a roadmap and sets out clear and comprehensive objectives that are supported by strategies for guiding MFMR, as well as its partners and stakeholders, towards sustainable management and development of the aquaculture sector in Solomon Islands.
Aquaculture can play an important role in social and economic development, as well as food security and the livelihood of the people. In light of the many challenges faced in the wild capture fisheries that could potentially limit its contributions, especially in relation to food security and livelihood, aquaculture is seen as an alternative option. Solomon Islands’ pristine environment offers a real opportunity for a prosperous and secure aquaculture sector.
The Plan is a result of reviewing the last plan (2009–2014) through a concerted effort led by MFMR in collaboration and consultation with line government agencies, communities, farmers, non-government organisations (NGOs) and regional partners. As such, it is not only a roadmap, but a statement of commitment to aquaculture sector development and an acknowledgement of its potential to contribute to the wellbeing of the communities of Solomon Islands.
I wish to acknowledge and convey my sincere words of appreciation and thank the New Zealand Aid Project (NZAP) for rendering financial support through the Mekem Strong Solomon Islands Fisheries (MSSIF) programme and technical support from MSSIF staff in the development of this plan. In addition, I wish to thank the Japanese government, through the Overseas Fishery Cooperation Foundation (OFCF) of Japan, for their ongoing support to aquaculture development in Solomon Islands. I also want to thank the Pacific Community (SPC) for their financial and technical inputs and guidance in drafting of the plan. Finally, I would like to give a big thank you to my hard working staff at the Ministry, stakeholders, development partners, NGOs, communities, private sector and aquaculturists for their commitment and desire to further heighten the development of aquaculture in Solomon Islands.
I am confident that this Plan will show a way forward and help drive the sustainable development of the sector in the next five years, and will continue to contribute to the shaping of the sector beyond this time period. I invite all with an interest in securing a prosperous aquaculture sector for Solomon Islands and its people to join MFMR and commit to this Plan.
Tagio tumas
Honourable John Maneniaru (MP)
Minister of Fisheries and Marine Resources
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APPROVALI, Honourable John Maneniaru, Minister for Fisheries and Marine Resources, by virtue of the powers conferred on me by Section 6(1)(a) and Section 17(2)(a) of the Fisheries Management Act 2015, and all other enabling powers vested in me, do hereby, officially approve the Solomon Islands National Aquaculture Management and Development Plan 2018- 2023 on this 24th Day of August 2018.
Commencement date
The plan is effective from the date of publication in the Gazette.
____________________________________________
John MANENIARU (MP)
Minister for Fisheries and Marine Resources
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EXECUTIVE SUMMARYThe Fisheries Management Act 2015 (No. 2 of 2015) (the Act) requires that the Director may cause to prepare Fisheries Management Plans for any fisheries or aquaculture operations. This National Aquaculture Management and Development Plan 2018–2023 (the Plan), is the vision for the aquaculture sector, which sets out in a clear and comprehensive manner, the management and development objectives and strategy for aquaculture development and management in Solomon Islands, for the next five years. This plan is aligned and draws from the Ministry of Fisheries and Marine Resources Corporate Plan: 2015–18 and the Solomon Islands Democratic Coalition for Change (SIDCC) government policy 2018.
The Aquaculture Division of MFMR comprises three units; namely the Inland section, the Coastal section, and the Onshore Development, Investment and Marketing section. The Inland and Coastal sections mainly focus on livelihood needs. Commodities that are captured under these sections are tilapia, sea cucumber, corals and seaweed. The Onshore Development, Investment and Marketing section targets the commercial species that are prioritised within the development plan.
The Plan comprises eight Parts. Part 1 is the Preliminary Information section and contains the context and purpose, scope, vision and the background information on the institutional, legislative and policy framework. Part 2 is the key part and sets out the management and development objectives, strategies and actions to be implemented under the Plan. Part 3 outlines the management measures. Part 4 sets out the selection criteria that are used to select and prioritise the aquaculture commodities. Part 5 provides an overview of aquaculture development in Solomon Islands. Part 6 is the amendment and review, and Part 7 and Part 8 are on the implementation of the Plan and the monitoring, evaluation and learning of the Plan, respectively.
The Plan aims to develop and manage a sustainable aquaculture industry with robust legislative and policy framework, networking and collaboration, capacity building, innovative research, livelihood activities and empowerment of the private sector for the commercialisation and marketing of commercial aquaculture commodities. These goals are linked to the five objectives in Part 2 of the Plan that form the pillars for aquaculture development.
The development process of this Plan includes a review of the previous plan (2009–2014) in order to identify gaps and important lessons learnt, along with the undertaking of consultations with stakeholders. The above objectives are designed to address challenges and constraints, and respond to opportunities that exist within the sector that were identified during the review and the consultations.
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PART 1: Preliminary information
1.1 Context and purposeAquaculture was introduced to Solomon Islands in the late 1950s. It has since proved to be a viable option with the potential to support and contribute to food security and livelihood opportunities for the people of Solomon Islands.
Coastal fisheries has been a cornerstone source of food security and livelihoods opportunities for many Solomon Islands coastal communities. However, in light of the continuous pressure due to population growth and other natural and man-made impacts on coastal fisheries, the government has identified and prioritised aquaculture development to bridge future gaps to fish protein and economic returns at the national and community levels. Thus, the Solomon Islands Democratic Coalition for Change (SIDCC) government recognised aquaculture for its potential and the government intends to build and develop this sector by taking advantage of the country’s natural clean environment.
This Plan is therefore developed as a roadmap to assist the government and its stakeholders to ensure a sustainable, vibrant, viable, responsible and secure aquaculture sector in Solomon Islands. The plan draws and builds on the Solomon Islands Aquaculture development plan 2009–2014 and the Solomon Islands Tilapia Aquaculture Action Plan 2010–2015 that has guided the development of aquaculture in the country in the past years. In addition, it requires that aquaculture development is guided by robust legislative and regulatory measures to ensure investment and environmental compliance. In so doing, the Plan sets out five Objectives supported by 18 strategies and activities.
1.2 ScopeThe scope of this Plan covers ‘aquaculture’ as defined under Part 1 of the Fisheries Management Act 2015 including ‘artisanal aquaculture’ and ‘commercial aquaculture’, and related activities.
1.3 Vision‘Establishing a sustainable and well-managed aquaculture sector and securing food security, livelihood and social and economic needs of the people, communities and provinces of Solomon Islands.’
1.4 Institutional, legislative and policy frameworkMFMR is the mandated government agency responsible for the management and development of fisheries and aquaculture in Solomon Islands, in collaboration with its stakeholders.
The MFMR legal mandate is provided for under the Fisheries Management Act 2015 (No. 2 of 2015). This Act is the primary legal instrument for facilitating, guiding and promoting management and development of aquaculture in Solomon Islands.
More specifically, section 17 of the Act provides for the preparation of a fishery management plan that covers aquaculture, hence this Plan. In addition, the Act allows for commercial aquaculture to be carried out only with a valid licence as stipulated under section 43. Furthermore, section 129 provides for the minister’s power to make regulation pertaining to aquaculture management and development.
Other relevant legal instruments related to aquaculture management and development include the Environmental Act and the Biosecurity Act. The Environment Act No.8 of 1998 provides for environmental considerations for granting approval of an existing or proposed development, and the Biosecurity Act No. 3 of 2013 provides a biosecurity framework that is limited to terrestrial animals and plants, which leaves a gap in aquatic biosecurity. The entry of aquatic pathogens, diseases and invasive species into Solomon Islands can be minimised by MFMR through biosecurity surveillance measures at pre-border, border and post-border points, and is currently captured under its National Strategy on Aquatic Biosecurity.
The Plan is developed to align with higher government overarching policies. These include the Solomon Islands Government National Development Strategy 2016–2035, the Solomon Islands Democratic Coalition for Change (SIDCC) government policy 2018 and other MFMR policies and strategies such as the MFMR Strategy 2017–2019, the MFMR Corporate Plan 2015–2018 and the National Strategy on Aquatic Biosecurity for the Solomon Islands 2018–2023. As such, the Plan will form the basis of operationalising aquaculture related objectives under those policies and strategies.
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PART 2: Management and development objectives and strategies
This Plan contains five management and development objectives supported by 18 strategies that are listed in Table 1. These are derived from the needs, challenges and cross-cutting issues, which have collectively contributed to hindering development of aquaculture in Solomon Islands.
Table 1: Management and development objectives, strategies and activities
Objective 1: To build and strengthen capacity for sustainable aquaculture development and management in Solomon Islands
Institutional, human resource and infrastructure capacity is critical for any developmental progress. As an emerging sector, aqua-culture needs appropriate and necessary capacity building for government, communities, farmers, institutions and private sector enterprises for sustainable development. To ensure that MFMR institutional capacity remains relevant to deliver necessary and appro-priate services, institutional consideration should also be regularly conducted.
Strategy Activities
1.1. Ensure appropriate training modules for government, farmers, institutions, communities and private sector enterprises are identified and provided
1.2. Ensure sustainability of the training programmes
1.3. Strengthen MFMR institutional capacity for aquaculture
• Identify and provide appropriate training programmes
• Develop training plans for institutions, communities, farmers and private sector
• Develop guideline on training and technology transfer
• Carryout institutional strengthening review on MFMR with the aim to strengthen the Aquaculture Division
• Implement Training programmes under Solomon Island National University (SINU) and vocational training Institutions and national school curriculum
Objective 2: To promote good governance and best practice in sustainable aquaculture management and development
The plan promotes a holistic approach to sustainable aquaculture management and development for all facets from imports and export of live aquatic organisms to hatchery and farming, processing and marketing. To realise this, it is critical to have robust and updated aquaculture legislative and policy frameworks.
Strategy Activities
2.1. Ensure robust and updated aquaculture legislation, regulations, policies, plans, guidelines or quality control
2.2. Ensure effective biosecurity
2.3. Ensure appropriate and necessary licensing and permitting systems are developed
• Review and update aquaculture legislation and regulation
• Review and update aquaculture policies and plans
• Develop specific aquaculture commodity action plans for priority commodities
• Develop and implement aquaculture code of conduct or guidelines for best management practices
• Develop and implement aquaculture licensing and permitting systems
• Implement the National Strategy on Aquatic Biosecurity for the Solomon Islands 2018–2023 across all provinces
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Objective 3: To establish a conducive environment for aquaculture sector development and growth as an option for economic, livelihood and food security opportunities
Aquaculture is a new and emerging sector with the potential to attract interests from subsistence and commercial operations. To ensure facilitation of this growth, the government – through MFMR and its partners – shall facilitate key activities to promote the sector with domestic and foreign investors. These include zoning, infrastructure and awareness programmes.
Strategy Activities
3.1. Ensure potential and existing aquaculture areas and farms are identified and mapped
3.2. Ensure appropriate infrastructure for aquaculture development
3.3. Promote and encourage foreign investment for aquaculture
• In consultation with landowners, secure land for construction of demonstration farms
• Map out potential and existing aquaculture sites including farms
• Include aquaculture infrastructure development priorities under the national investment strategies
• Develop a national aquaculture centre and specific species hatcheries
• Identify key aquaculture priorities by provinces
Objective 4: To promote and improve aquaculture collaboration, partnerships and networking
Collaboration, partnerships and networking are the key elements that could contribute to fostering effective and coordinated development. For aquaculture as a new and emerging sector in Solomon Islands, it is important that this is embraced in order to ensure successful outcomes are forthcoming.
Strategy Activities
4.1. Strengthen and improve collaboration, partnerships and networking
4.2. Promote research into aquaculture technology and innovations
4.3. Integrate national aquaculture database systems into existing fisheries database (FIMS) held at MFMR
4.4. Promote or strengthen awareness programme on aquaculture as an option for livelihood and food security
• Develop and implement collaborative working arrangements such as Memorandum of Understanding (MOU) or Memorandum of Agreement (MOA) between stakeholders that could cover broad areas like information sharing, research and financing
• Establish joint committees to discuss matters critical to aquaculture management and development
• Conduct ‘look and learn’ initiatives
• Develop national aquaculture database system
• Develop and implement awareness programme for priority commodities
Objective 5: To identify and establish sustainable financing and markets for aquaculture commodities
Sustainable financing and marketing are important aspects in the aquaculture development chain. Establishing sustainable financing is critical. In addition, identifying local and especially overseas markets is a key priority to ensure farmers have access to stable and competitive markets for their aquaculture products.
Strategy Activities
5.1. Ensure adequate budget allocation to support aquaculture sector growth
5.2. Ensure potentials markets are identified locally and overseas
5.3. Understand the market requirements (demand and supply needs and standards)
5.4. Promote value-adding for aquaculture commodities
5.5. Promote microfinancing for aquaculture farmers
• Develop and submit budget paper to Solomon Islands Government (SIG) and donor partners
• Identify local and overseas markets and facilitate linking farmers to these markets
• Carryout market analysis survey
• Develop and implement aquaculture marketing strategy
• Implement value-adding training sessions
• Conduct Hazard Analysis and Critical Control Point (HACCP) training sessions
• Review and assist farmers to access microfinancing including training on microfinance
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PART 3: Management measures
3.1 Authorisation3.1.1 Licensing
Section 43(1) (h) requires that all commercial aquaculture activities must be carried out with a valid applicable licence or authorisation. MFMR will apply an appropriate licence to applicants in accordance with the Act for commercial aquaculture.
3.1.2 Fees
MFMR will apply appropriate licence fees to those wishing to carryout commercial aquaculture operations.
3.2 ReportingAs a condition of a licence, MFMR will require all commercial aquaculture licence holders to submit data on production including hatchery production that covers survival and mortality rates.
The Director may also require Licencee to submit information on any aquatic biosecurity requirement including disease outbreaks or reporting requirements for the World Organization for Animal Health (OIE).
3.3 Environmental managementProposed aquaculture operation must comply with existing national environmental legislations or policies in order to ensure that impacts on the environment are kept to a minimum. For instance, Part III of the Environment Act outlines the requirements for development control, environmental impact assessment, review and monitoring of any existing or proposed development impacts on the environment. As such, any proposed aquaculture development must comply with the relevant provisions of the Environment Act.
Sea cucumber hatchery technician, Catherine Tsatsia, feeding sea cucumber larvae - Photo: James Ngwaerobo
Typical tilapia backyard pond in Mbaelelea, Malaita Province - Photo: Billy Meu
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PART 4: Criteria for selection of aquaculture commodities
Stakeholders drew up a list of aquaculture commodities that they viewed as having the most potential for development in Solomon Islands. The marine, freshwater and brackish aquaculture commodities were then assessed in terms of their technical feasibility and potential benefits for aquaculture development within Solomon Islands. Several general questions were used to guide the selection and prioritisation process for the commodities:
• Are the technical components of farming viable for development?
• Is there a domestic or international market available?
• Is the species present and in good number locally?
• What is the potential for interest in culturing the commodity in the private sector or rural communities?
• What capital costs are required?
• Is the introduction of exotic species feasible and within acceptable limits?
Marine species Freshwater and brackish-water species
Seaweed (Kappaphycus) Mozambique tilapia (Oreochromis mossambicus)
Pearl oyster (Pinctada spp.) Nile tilapia (Oreochromis niloticus)
Marine ornamentals (corals plusgiant clam) Freshwater prawn Macrobrachium rosenbergii
Marine shrimp (monodon, vannamei) Freshwater prawn (Macrobrachium lar – ura)
Sponge (Coscinoderma mathewsii) Freshwater eel (Anguilla spp.)
Marine ornamental fish Milkfish (Chanos chanos)
Trochus Mountain mullet (Cestraeus spp.)
Sea cucumber (Stichopus horrens, Holothuria scabra) Crocodile
FEASIBILITY – What is the feasibility of successfully developing the commodity?
• How easily can the technology to farm the commodity be accessed?
• How appropriate is the technology for Solomon Islands?
• How well can the commodity be grown or marketed?
POTENTIAL BENEFITS – What is the potential of the commodity to make a positive impact?
• How widespread would the benefits be?
• How will the commodity affect local culture, society, or the environment?
The priority rankings that emerged for Solomon Islands aquaculture commodities, expressed in terms of their feasibility and potential benefits, are shown in Figure 1. Because of differences in perspectives between artisanal-level aquaculture and commercial-level aquaculture for the same commodities, the priority rankings are shown in two separate tables.
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ARTISANAL COMMODITIES COMMERCIAL COMMODITIESFE
ASA
BILI
TY
HIG
H•Seaweed
•Nile tilapia
•Mozambique tilapia
•Mud crab
FEA
SABI
LITY
HIG
H
•Seaweed•Nile tilapia
MED
IUM
•Sponge •Trochus
•Pearl oyster
•Sea cucumber
•M. rosenbergii
•M. lar
•Marine ornamental commodities (Corals plus giant clams) M
EDIU
M
•Sponge Marine ornamen-tal com-modities (Corals plus giant clams)
•Pearl oyster
•Marine shrimp
•Sea cucumber
•M. rosenbergii
•M. lar
•Mozambique tilapia
•Mud crab
LOW
•Rabbit fish
•Mountain mullet
•FW Eels•Milkfish•Crocodile
LOW
•FW Eels
•Milkfish
LOW MEDIUM HIGH LOW MEDIUM HIGH
POTENTIAL BENEFITS POTENTIAL BENEFITS
Figure 1: Artisanal and commercial commodity feasibility / benefits prioritisation
Four commodities are given the highest ranking for artisanal-level aquaculture (seaweed, Nile tilapia, Mozambique tilapia, mud crab) while two are given the highest ranking for commercial-level aquaculture in Solomon Islands (seaweed, Nile tilapia).
Another six commodities are given a mid-range ranking for artisanal-level aquaculture (sea cucumber, introduced freshwater prawn Macrobrachium rosenbergii, indigenous freshwater prawn Macrobrachium lar, marine ornamental corals plus giant clam, trochus, and pearl oyster). Either knowledge or experience with these species in Solomon Islands is still limited, or they are species with a biology and life cycle that render them more technically difficult for aquaculture and thereby requires higher levels of skill and investment.
For similar reasons, seven commodities are in the mid-range of priority for commercial-level aquaculture (sea cucumber, Mozambique tilapia, introduced freshwater prawn Macrobrachium rosenbergii, indigenous freshwater prawn Macrobrachium lar, mud crab, pearl oyster, and marine shrimp).
Hatchery technician, James Ngwaerobo, preparing settlement plates for sea cucumbers - Photo: Catherine Tsatsia
Young seaweed farmer from North Malaita showing newly planted seaweed plants - Photo: Sylvester Diake (Jr) (MFMR)
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PART 5: Overview of aquaculture development in Solomon Islands
5.1 Brief history of aquaculture in Solomon IslandsAquaculture in Solomon Islands is still in its infancy despite a long history since inception in the late 1950s. Since then, aquaculture activities have included tilapia (Oreochromis mossambicus) farming, pearl oyster farming, farming of Macrobrachium rosenbergii, clam farming and seaweed Kappaphycus alvarezii farming. These activities have been the result of government and private sector initiatives. The history of aquaculture development in Solomon Islands is represented in Figure 2 below.
1960s
Pearl oyster farm established
in Wagina, Choiseul Province
1980s
Macrobrachium rosenberggi farm
established in West Guadalcanal
Establishment of ICLARM (WF)
in Solomon Island
Introduction of seaweed into SI
1990s
Establishment of shrimp farm
Feasibility study on pearl in Kia
and Wagina
Establishment of aquaculture
unit under MFMR
Operation of clam hatchery in
Gizo
Coral farming initiative
Establishment of aquarium trade
Reintroduction and
commercialisation of seaweed
Encouragement of investment into
pearl farming
2000to
2008
Community aquaculture programme
Tilapia Initiative
Expansion of seaweed to
other provinces
Feed trials and test
Opening of seaweed
licence to other interested companies
Identi�cation of potential sites for
P. monodon broodstock
Aquaculture policies in place
Establishment of trial farm
in Munda
2009to
2018
Figure 2: History of aquaculture development in Solomon Islands
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5.2 Opportunities and constraints of aquaculture development in Solomon Islands
The following are the opportunities in Solomon Islands that could support aquaculture development.
Table 2: Opportunities and constraints
Opportunities Constraints
Environment suitability
• Large areas of pristine marine water, coastline and freshwater bodies with diverse environmental opportunities
• Good quality water• Availability of land
• Remote locations
• Land and sea tenure systems not conducive for aquaculture investments
Access to seed, feed, equipment, skills, technology and credit
• Accessibility to brood-stock of indigenous species• Availability of raw materials for local feed ingredients
• Low labour costs compared with other Pacific Island countries and territories (PICTs)
• No hatcheries to support commercial production and supply of seed
• Limited number of skilled technical staff members• Limited aquaculture technical, business and management skills• Low government incentives to encourage private sector to invest• High credit risks for support offered by financial institutions
Market access
• Existing market (local and overseas) • Infrequent shipping services• High domestic and international freight costs
Governance
• Strong political will (SIDCC Government policy include aquaculture development)
• Strong and appropriate legislative, regulatory and policy framework
• Relevant institutions in place
• Low private sector confidence due to unstable political climate
5.3 Sector review: High priority commodities5.3.1 Key prioritised development commodities
5.3.1.1 Nile (GIFT) tilapia (Oreochromis niloticus)
Nile tilapia (Oreochromis mossambicus) has been selected as one of the key freshwater commodities with the potential for aquaculture development in Solomon Islands. Experience has demonstrated a significant role of this commodity in food security and livelihoods. Currently there is no O. niloticus tilapia (GIFT tilapia) in Solomon Islands and MFMR is planning to import and introduce the species, and promote it for aquaculture development. A risk assessment study was conducted in 2011 on the risks associated with importation of tilapia for aquaculture in Solomon Islands1. The prioritisation process identified tilapia as a commercial commodity and ranked its FEASIBILTY as MEDIUM with HIGH POTENTIAL BENEFITS both for artisanal and commercial levels.
Table 3: Advantages and disadvantages of tilapia aquaculture
FEASIBILITY= HIGH / POTENTIAL BENEFIT= HIGH
Advantages Disadvantages
•Globally, third most important fish for aquaculture •Need training and awareness of farmers
•Relatively easy to farm •Need to put in place biosecurity guidelines for importation
•Disease resistant •Need of a quarantine / hatchery for mass production
•Reproduce easily and fast •Feed costs
•Eats a wide variety of food •Poor growth due to poor management
•Can tolerate poor water quality with low dissolved oxygen
1 Risk Assessment for the importation of Genetically Improved Farm Tilapia (GIFT), Oreochromis niloticus, to the Solomon Islands for aquaculture by Lance Lloyd, 2011.
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Table 4: Immediate, medium and long-term activities for tilapia
Priority target area: Nationwide with suitable geographical environment for farming sites.
Priority target Provinces: Suitable nationwide with initial priority focus on Guadalcanal and Malaita.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Review the Solomon Islands National Tilapia Action Plan 2010–2015
• Feasibility study on propose hatchery / quarantine site for tilapia
• Establishment of an MFMR hatchery / quarantine facility for tilapia
• Development of appropriate hatchery systems and training to meet requirements of seed production and distribution if required to be driven by private sector
• Assess viability of inland aquaculture for tilapia among provinces
• Importation and quarantine of Nile tilapia
• Training programmes and skills transfer for hatchery production and brood-stock management, if hatchery is required
• Investigate, study, analyse and provide recommendations for the socio-economic benefits of the introduction of GIFT tilapia
• Establish grow-out at MFMR • Increase skills transfer and training on production, marketing and management to farmers
• Introduction of protocols for species establishment including issues with importation of non-endemic species
• Technical skills training for farmers on Nile tilapia culture methods suitable for this species
• Increase number of farmers in suitable areas by 50%
• Complete next steps of Import Risk Analysis to finalise guidelines and policies for the importation of this species for culture
• Assist farmers to setup individual tilapia farms
• Research into the market chain to encourage private sector participation in tilapia farming
• Assessment of farming sites and culture methods in selected provinces
• Assessment of local feed opportunities • Increase tilapia culture and productivity by 50%
• Increase farming population by 50%
• Increase household production by 50%
• Preliminary preparation and land acquisition for a quarantine and holding facility area
• Work in collaboration with rural communities and institutions with aquaculture interest to stimulate and increase number of small-scale tilapia farmers
• Development of mass hatchery seed production and distribution system
• Establishment of a mini-laboratory for disease screening
• Prepare legal framework, policies, regulations, plans, protocols and guidelines for Nile tilapia
• Identify potential roles where partner agencies can support the development of tilapia aquaculture
• Training of trainers and technology transfer for Farmers and Investors
• Promote and strengthen communication links with line ministries, stakeholders, private sectors, provincial governments, NGOs and communities
• Research into post-harvest processing and value-adding
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5.3.1.2 Sea cucumber
The sea cucumber fishery is an important and one of the most valuable fisheries resources and trade commodities. In Solomon Islands, it has been a major contributor to the livelihoods of rural coastal communities. Figure 3 below shows the production over the last 16 years.
0
20002001
20032004
20052006
20072008
20092010
20112012
20132014
20152016
2002
Volume (kg) Value (SBD)
Year
Volu
me
5 000 000
-
10 000 000
15 000 000
20 000 000
25 000 000
30 000 000
35 000 000
40 000 000
Valu
e
50 000
100 000
150 000
200 000
250 000
300 000
350 000
400 000
450 000
Figure 3: Solomon Island sea cucumber production from 2000 to 2016
Hatchery technology for sea cucumbers, particularly Holothuria scabra, is well established. Recently, MFMR through the Overseas Fishery Cooperation Foundation (OFCF) of Japan project established a marine hatchery to research the biology of sea cucumber species Stichopus horrens, commonly known as the peanut fish. Through this research, the life cycle has been successfully closed and juveniles are produced and used for restocking. The prioritisation process identified the sea cucumber as a commercial commodity and ranked its FEASIBILTY as MEDIUM with HIGH POTENTIAL BENEFITS. Figure 4 below demonstrates the production of the peanut fish.
02011 2012 2013 2014 2015 2016
Time ( Year)
Juveniles Released
No.
of j
uven
iles
rele
ased
200
400
600
800
1000
1200
Figure 4: Hatchery raised Stichopus horrens juvenile released from 2011 to 2016
12 13
Table 5: Advantages and disadvantages of sea cucumber aquaculture
FEASIBILITY= MEDIUM / POTENTIAL BENEFIT= HIGH
Advantages Disadvantages
• Two species, Holothuria scabra and Stichopus horrens can be farmed
• Limited awareness and training for release hatchery produced juveniles
• Availability of brood-stock and suitable environment • Uncertainty of survival / mortality of juveniles in hatchery and restocked reefs
• Existing knowledge and technology for collection, processing and marketing
• High capital cost to maintain hatchery
• High value product • Challenge to attract private sector to farming
• Legislation and policy in place • High freight cost from remote areas to capital, Honiara
• Longer lifespan for dried products
Table 6: Intermediate, medium and long-term activities for sea cucumber aquaculture
Priority target area: Nationwide with suitable geographical locations for farming sites.Priority Provinces: Guadalcanal and Central.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Refine post-larvae management technique to increase the settlement rate of post-larvae
• Expansion of the hatchery and necessary facilities to increase juvenile production
• Review management regulations that govern harvest and restocking activities for culture product
• Continue with the peanut fish research for hatchery production and trial release (grow-out) in the natural environment for restocking purposes
• MFMR hatchery staff upgrade programme on expertise, knowledge and technical skills
• Instigate hatchery, restocking and farming options for white teat and sand fish
• Expand restocking programme to include other provinces
• Proper collection and storage of all research data
• Brood-stock management and growth skills training for MFMR PFOs and extension officers
• Investigate market opportunities and value chains to increase export potential by working with private sector
• Secure alternative project location in close proximity to Honiara
• Research into market opportunities and value chains to increase export potential
• Collaborate with regional and technical institutions such the SPC, WF and other relevant NGOs to provide support to improve technical skills in restocking and ranching
• Quantitative assessment of site and produce site suitability location maps, including GIS
• Increase juvenile production and distribution to communities
• Identify grow-out sites
• Encourage private sector investment for commercial-level production of sea cucumber seed and farming of sea cucumber
• Community awareness consultation • Up-skill MFMR staff to manage brood-stock and strengthen extension services to develop grow-out industry
• Investigate the viability of sea cucumber ranching as a management measure
• Improve community participation and involvement in restocking efforts
• GPS mapping with integrated GIS component (inclusive of different layers with information)
• Expand restocking programmes to include other provinces
5.3.1.3 Seaweed (Kappaphycus alvarezii)
Seaweed (Cottoni) was ranked as one of the top three aquaculture commodities that are prioritised for Solomon
12 13
Islands. In 2005, there were about 430 seaweed farmers in the country, and in 2015 seven seaweed export licences were issued for the export of the dried seaweed product. In 2014, seaweed production peaks at 1.5 tonnes with an export value of SBD5.6 million. Figure 5 below shows the export production of seaweed from 2004–2016. Seaweed has HIGH FEASIBILITY and POTENTIAL BENEFITS for both artisanal and commercial levels.
0
20042005
20062007
20082009
20102011
20122013
20142015
2016
Volume (Tonnes) Value (SBD)
Year
Volu
me
1 000 000,00
2 000 000,00
3 000 000,00
4 000 000,00
5 000 000,00
6 000 000,00
Valu
e
200
400
600
800
1000
1200
1400
1600
Figure 5: Solomon Island seaweed production from 2004 to 2016
Table 7: Advantages and disadvantages of seaweed aquaculture
FEASIBILITY= HIGH / POTENTIAL BENEFIT= HIGH
Advantages Disadvantages
• Existing knowledge and experience • Need appropriate warehouse
• Existence of market and good communication network • Need drying equipment and storage facility
• Low operating cost • High cost of transportation
• Planting materials including farming materials that are available locally
• Need financial assistance for farmers
• Suitable farming sites
Drying seaweed on the ground in Wagina, Choiseul Province Photo: Sylvester Diake (Jr) (MFMR)
Seaweed farmer, David Molia, with his seaweed harvest at Manaoba, Malaita province - Photo: Sylvester Diake (Jr) (MFMR)
14 15
Table 8: Intermediate, medium and long-term activities for seaweed aquaculture
Priority target area: Nationwide with suitable geographical locations for farming sites.Priority Provinces: Choiseul, Temotu, Western, Malaita, Isabel and Central.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Maintain current production level of 1500 tonnes
• Increase production by 50% (2500 tonnes)
• Increase production to 5000 tonnes
• Continue MFMR seaweed extension work to increase number of farms in the country to increase production tonnages by 50%
• Qualitative assessment of sites to increase number of farmers in existing areas and new farming areas
• Facilitate training on downstream processing to private sector and farmers
• Provide training on of trainers and technology transfer
• Increase number of farmers with access to seaweed
• Increase production by 50% and access to all provinces
• Build and maintain seaweed database
• Continue support farmers with planting materials and equipment.
• Develop seaweed action plan or policy, regulations, licensing protocols, and terms and conditions
• Introduce an improved strand
• Assess and expand to potential sites in other provinces
• Global Positioning System (GPS) mapping and Geographic Information System (GIS) of seaweed farming and potential farming sites
• Facilitate and encourage private producers and private sector into value-adding
• Conduct market analysis, marketing and investment promotion
• Research the viability and visibility of downstream processing
• Investigate and encourage private sector participation for downstream processing of the product and create new market opportunities
• Facilitate farmers training on best farm management practices, quality assurance protocols and basic book-keeping skills
• Improve and maintain data collection and documentation of whole seaweed industry
• Strengthen skills for farm management and production, basic business and marketing
• Develop and expand new farms, and ensure an increase in business training, skills and technology transfer is effective at all levels of farming to maintain sustainability of the industry
• Build a seaweed farming database to understand the dynamics of the commodity development and product export volume, and market chain and values
• Station extension officers at all economical production locations
• Commercialised sites to be supported by commercial entity
5.3.1.4 Freshwater prawn (Macrobrachium rosenbergii) and Shrimp (Penaeus monodon)
The giant freshwater prawn, Macrobrachium rosenbergii, and the shrimp, Penaeus monodon, are popular commodi-ties in Solomon Islands. Freshwater prawn is considered as a potential aquacultural commodity for both artisanal and commercial operations. It is ranked with MEDIUM FEASIBILITY and HIGH POTENTIAL BENEFITS. Shrimp is considered as a potential commercial commodity and ranked with HIGH POTENTIAL BENEFITS but with LOW FEASIBILITY.
Table 9: Advantages and disadvantages of prawn farming
FEASIBILITY= MEDIUM / BENEFIT= HIGH
Advantages Disadvantages
• High value species with potential to attract investors • Limited knowledge on abundance and breeding season
• Existence of local and international markets • Species not locally available
• Commercial level of farming was once conducted and still has potential for re-establishment
• Need technical skills and specialised hatchery for breeding
• Knowledge and experience in wild post-larvae collection and small pond farming
• High cost of feed
• Interest in improving farming techniques • Need biosecurity measures to guide importation of post-larvae
• Existence of small-scale farming in regional countries • Weak network links and collaboration
14 15
Table 10: Intermediate, medium and long-term activities for prawn farming
Priority target area: Nationwide with suitable geographical locations for farming sites.Priority Province: Guadalcanal.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Conduct baseline study on land availability and acquisition for large commercial scale investment operations
• Conduct biosecurity and importation risk assessments of post-larvae
• Privatise the prawn industry
• Explore marketing and promote investment
• Facilitate reputable foreign investment opportunities
• Invite private investors to explore opportunities to invest in the country
• Develop an action plan and regulation • Conduct market analysis, marketing and investment promotion
5.3.2 Potential development commodities
5.3.2.1 Mangrove or mud crab (Scylla serrata)
The mud crab (Alimango in Solomon Islands) is identified scientifically as Scylla serrata. This particular mud crab species has the potential to become an economically important commodity and is found in the estuaries, mangrove forests and sea grass flats in Solomon Islands. The prioritisation process identified the mud crab as a commercial commodity and ranked it FEASIBILTY as MEDIUM but with HIGH POTENTIAL BENEFITS
Table 11: Advantages and disadvantages of mangrove crab aquaculture
FEASIBILITY= MEDIUM / BENEFIT= HIGH
Advantages Disadvantages
• High local market demand • Limited information on local population dynamics and seasonality
• High value species in local market • Need hatchery
• Existence of low cost enclosed farms • Limited capacity on hatchery technical skills
• Availability of species and suitable environment to farm • Need high protein feed
• Potential of collecting juvenile crabs from the wild for farming • Requires low stocking density in ponds
• Not sustainable in the long run
Tilapia pond constructed by local farmers without technical assistance - Photo: Billy Meu
Hatchery technician sampling bacteria culture Photo: James Ngwaerobo
16 17
Table 12: Intermediate, medium and long-term activities for mangrove mud crab aquaculture
Priority target area: Nationwide with suitable geographical locations for farming sites. Priority Provinces: Malaita, Western, Choiseul, Isabel, Central and Makira-Ulawa.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)• Improve and strengthen working
relationship with farmers• Integrate farming system with mangrove
forest Community-Based Resource Management (CBRM)
• Evaluate potential for hatcheries development or import and export of crablets
• Explore and analyse national supplies, market and market chain
• Investigate economic potential for growing of wild caught juveniles and fattening to market size animals
• Transfer simple pen culture techniques to all provinces
• Establish local feed supply for pond culture system
• Importation and distribution of feed for trials
• Research into commercial production of feed locally
• Establish breeding seasonality, abundance, recruitment and standing population stocks
• Research into bio-economical aspects of artisanal and commercial operations
• Facilitate establishment of semi-commercial and commercial farming
• Conduct market analysis, marketing and investment promotion
• Research into wild seed abundance and sustainable quota supply
• Dissemination of research, management and regulation of wild seed collection
• Emphasise community awareness on protection of mangrove forest
• Assist setup of mini mangrove replanting trials in mangrove depleted areas
• Promote mangrove reforestation in communities
• Improve artisanal small-pen culture systems and technology for crablet collection
• Expand pen cultures to increase pond production
• Collaborate with CBRM to develop a community mud crab management plan
5.3.2.2 Milkfish
Milkfish (Chanos chanos) is native to Solomon Islands and is widely distributed. It is an important food source for coastal communities. The prioritisation process identified milkfish as a commercial commodity and ranked its FEASIBILTY as LOW but with HIGH POTENTIAL BENEFITS.
Table 13: Advantages and disadvantages of milkfish aquaculture
FEASIBILITY= LOW / BENEFIT= HIGH
Advantages Disadvantages
• Availability of species and suitable environment to farm • Need investigation on seasonality, abundance, feed requirements and pond grow-out system
• Potential for culture at different aquatic environments • Population is determined by fluctuation of fry abundance between seasons
• Successful culture in other countries in the region • High cost of transportation
• High interest to investigate potential • Need financial assistance for farmers
• Engagement with communities on fry identification and handling techniques
• Culture is not viable due to high cost of transporting fries from collection sites
Different colour appearance of the kappaphycus seaweed Photo: Sylvester Diake (Jr) (MFMR)
Boys from Manaoba showing seaweed plants from their farm before harvest - Photo: Sylvester Diake (Jr) (MFMR)
16 17
Table 14: Intermediate, medium and long-term activities for milkfish aquaculture
Priority target area: Nationwide with suitable geographical locations for farming sites.Priority Provinces: Malaita, Western and Guadalcanal.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Establish seasonality and abundance of fry at selected communities
• Support farmers to upscale skills in farm management
• Explore opportunities to attract partnerships with commercial investors
• Investigate feed formulation using local materials and ingredients
• Increase production • Undertake market surveys and market value chain assessments, marketing and investment promotion
• Improve small pen culture techniques and construct pond for artisanal farmers
• Explore and promote setup of semi-commercial farm trials
• Facilitate the establishment and operations of at least one semi-commercial farm
• MFMR to continue collaboration with other partners to support and develop aquaculture work with communities
• Develop local market links within Honiara and provincial capitals
• Investigate value-adding options to improve the value chain on small-scale level
5.3.2.3 Freshwater prawn (Macrobrachium lar)
Freshwater prawn, Macrobrachium lar (locally known as Ura) is a popular commodity in Solomon Islands. The species is considered as a potential artisanal and commercial aquaculture commodity. It has been assessed and ranked as having MEDIUM FEASIBILITY and HIGH POTENTIAL BENEFITS for artisanal and commercial levels.
Table 15: Advantages and disadvantages of freshwater prawn aquaculture
FEASIBILITY= MEDIUM / BENEFIT= HIGH
Advantages Disadvantages
• Availability of species • Limited knowledge on abundance and breeding season
• High value species with potential to attract investors • Limited government support
• Existence of local and international markets • Limited access and information
• High interest to investigate potential. • Limited support from government and politicians
• Knowledge and experience in wild post-larvae collection and small pond farming
• Inaccessible or limited access to information and sharing of successful and applicable technologies
• Interest to improve farming techniques • Limited capacity to farming technologies
• Existence of small-scale farming in regional countries • Information about success not shared or accessible
Table 16: Intermediate, medium and long-term activities for freshwater prawn farming
Priority target area: Nationwide with suitable geographical locations for farming sites.Priority Province: Guadalcanal.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Conduct baseline study to gather information on land availability and acquisition for large commercial scale operations for investors
• Conduct biosecurity and importation risk assessments of post-larvae
• Research on local species
• Explore opportunities to attract partnerships with commercial investors
• Explore marketing and promote investment
• Invite private investors to come to the country to explore opportunities to invest
• Conduct market analysis, marketing and investment promotion
18 19
5.3.2.4 Marine ornamental commodities: Hard and soft coral and sponge
Faced with limited livelihood options, the culturing of corals for the lucrative aquarium trade market provides another viable opportunity for coastal communities. The marine ornamental trade is considered as both an artisanal and commercial commodity. The harvesting of wild corals for the marine ornamental trade started in the 1980s. However, in 2005, cultured corals were introduced into the marine ornamental trade. Corals and other marine ornamental commodities have been ranked as having MEDIUM FEASIBILITY POTENTIAL BENEFITS for artisanal and commercial levels but LOW FEASIBILITY with LOW POTNETIAL BENEFITS for the commercial level. Figure 6 below shows the export production levels from 2000–2016.
0
20002001
20022003
20042004
20052006
20072008
20092010
20112012
20132014
20152016
Quantity (Pieces) Value (SBD)
Time (Year)
Qua
ntity
(Tho
usan
ds)
0,0
1,0
2,0
3,0
4,0
Valu
e (S
DB
Mill
ions
)
100
200
300
400
500
600
Figure 6: Marine ornamental production from 2000 to 2016
Table 17: Advantages and disadvantages of marine ornamental aquaculture
FEASIBILITY= MEDIUM / BENEFIT= MEDIUM
Advantages Disadvantages
• Regulation in place to control wild harvest • Export of dead corals threatens wild brood-stock
• Brood-stock locally available • Need to improve culture techniques
• High survival rate for coral fragments • Lack of processing facilities
• Culture method economically viable • High cost for culture materials and equipment
• Existence of market • High domestic freight cost for shipment to Honiara
• Experience and knowledge in farming • Exporters’ fluctuation between being active and inactive puts break in culture processes and exports
• Suitable farming sites and farming materials locally available • Lack of refresher training for experienced farmers
• Land and reef tenure system
Table 18: Intermediate, medium and long-term activities for marine ornamental aquaculture
18 19
Priority target area: Nationwide with suitable geographical locations for farming sites. Priority provinces: Guadalcanal, Central and Western.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Research into the market demand and value of coral aquaculture
• Increase number of coral farms • Increase number of farmers, production and diversify of species
• Coral replanting and reef rehabilitation • Improve quality and quantity of coral products
• Develop land and sea policy regulation
• Consultation with stakeholders and farmers about the development issues and way forward
• Produce coral farm management and best practice guidelines and information sheets
• Strengthen, encourage and promote private sector involvement and investment in the ornamental trade
• Independent Assessment report on the status of coral aquaculture
• Conduct market survey analysis, value chain investigations, and marketing and investment promotions
• Specialise in three of the most resilient and valuable corals
• Identify new potential sites for farming • Develop a coral aquaculture action plan
• Focus development on viable and operational locations
• Resurrect dormant farming sites • Provide practical training and guidelines to improve farming
• Explore direct marketing options
5.4.1.5 Mozambique tilapia (Oreochromis mossambicus)
Mozambique tilapia (O. mossambicus) was introduced into the freshwater system in Solomon Islands in the 1950s. It is a popular freshwater fish with wide geographical distribution and high acceptance as food fish in Solomon Islands. Like Nile tilapia, it is easy to farm and is spreading rapidly in two provinces, Malaita and Guadalcanal, and plays an important role in food security and livelihoods. The prioritisation process identified the Mozambique tilapia as a potential commodity and ranked its FEASIBILTY as MEDIUM to with HIGH POTENTIAL BENEFITS for both artisanal and commercial levels.
Table 19: Advantages and disadvantages of Mozambique tilapia aquaculture
FEASIBILITY= HIGH / BENEFIT= HIGH
Advantages Disadvantages
• Available locally and existing farm technology and skills • Slow growth
• Brood-stock locally available • Invasiveness character
• Market already exists • Not economically viable
• Suitable farming sites and farming materials locally available
• Local land tenure system issues and high cost of start-up materials and equipment
• Eat wide variety of food • Threat to biodiversity, food security and nutrition
Newly established seaweed farm site at Kia, Isabel Province Photo: Sylvester Diake (Jr) (MFMR)
Sea cucumber hatchery technicians checking for post larvae on settlement plates - Photo: Sylvester Diake (Jr) (MFMR)
20 21
Table 20: Intermediate, medium and long-term activities for Mozambique tilapia aquaculture
Priority target area: Nationwide with suitable geographical locations for farming sites.
Priority provinces: Guadalcanal and Malaita.
Intermediate (1 year) Medium Term (2–3 years) Long Term (4–5 years)
• Continue extension services; improve pond construction, feeding regimes and farm management; and increase production
• Training of lead farmers in communities to become trainers to other farmers
• Establish farmer communication network
• Farmer training on sex separation for mono sex culture
• Promotion of tilapia as food throughout the nation
• Promote access to markets and investment
• Increase farm production • Increase number of farmers and household production by 50%
• Utilise farmed fish as protein source for feed production
PART 6: Amendment and reviewThis Plan has a lifespan of five (5) years (2018–2023). Any amendments to or reviews of the Plan should be carried out after this period. However, should there be any major changes in the Ministry’s policy direction or in the operating environment, parts or the whole document can be reviewed and amended.
PART 7: Implementation planAn implementation plan is a roadmap that describes the details of how you are going to do what you set out to do. It entails answering the ‘who, what, why, where and when’ questions. It provides an effective means of implementing the Plan. The Implementation Plan is attached in Appendix I.
PART 8: Monitoring, evaluation and learningMonitoring, Evaluation and Learning (MEL) is an important component in the development process of any plan but most importantly, it plays a significant role in the implementation stages. Monitoring is concerned with answering the question of ‘are we doing things right?’ and evaluation seeks to answer the question ‘are we doing the right things?’ From these questions, adjustments and allocations of resources can be made to ensure the Plan is achieving what it needs to achieve. This is the learning part.
The MEL plan is attached in Appendix II.
A semi commercial seaweed farm setup at Tan, Russell Islands, Central Islands Province - Photo: Sylvester Diake (Jr) (MFMR)
Sea cucmber lab technician observing sea cucumber post larvae under microscope - Photo: Sylvester Diake (Jr) (MFMR)
20 21
APPENDICES
22 23
APP
END
IX I:
Impl
emen
tatio
n Pl
an fo
r th
e SI
Aqu
acul
ture
Man
agem
ent
an
d D
evel
opm
ent
Plan
201
8–20
23
Obj
ectiv
es/ s
trat
egy
Impl
emen
tatio
n st
eps
Resp
onsi
bilit
ies
(W
ho w
ill d
o it?
)
Reso
urce
s
(How
, cos
t /
timin
g / p
eopl
e /
mat
eria
l)
Tim
efra
me
(Whe
n w
ill th
is
be c
ompl
eted
? D
ay /
Mon
th /
Year
)
Fund
ing
(W
here
is s
ourc
e
of fu
ndin
g?
Budg
et /
othe
r?
Risk
s
Adm
inist
ratio
n
Fina
l cop
y of
the
Plan
with
min
ister
’s sig
natu
rePS
and
DD
A
Sala
ry
Oct
ober
201
8Re
curre
nt b
udge
t
Dra
ft M
anag
emen
t an
d D
evel
opm
ent
Plan
is n
ot a
ppro
ved
Layo
ut a
nd p
rintin
gD
DA
Oct
ober
201
8SP
C
Upl
oad
to w
ebsit
eM
FMR
Com
mun
icat
ion
Offi
cer
Nov
embe
r 201
8Re
curre
nt b
udge
t
Mak
e co
py a
vaila
ble
to a
ll st
aff
mem
bers
Aqua
cultu
re te
amJa
nuar
y 20
19Re
curre
nt b
udge
t
Publ
ic a
nnou
ncem
ent /
laun
chin
g /
med
ia re
leas
eD
DA
and
MFM
R
Com
mun
icat
ion
Offi
cer
Janu
ary
2019
Recu
rrent
bud
get
Obj
ectiv
e 1:
To
build
and
str
engt
hen
capa
city
for s
usta
inab
le a
quac
ultu
re d
evel
opm
ent a
nd m
anag
emen
t in
Solo
mon
Isla
nds
1.1.
Ens
ure
appr
opria
te tr
aini
ng m
odul
es
for g
over
nmen
t, fa
rmer
s, in
stitu
tions
, co
mm
uniti
es a
nd p
rivat
e se
ctor
en
terp
rises
are
iden
tified
and
pr
ovid
ed
• Id
entif
y an
d pr
ovid
e ap
prop
riate
tr
aini
ng•
MFM
R•
Prov
inci
al g
over
nmen
ts•
Com
mun
ities
• Fa
rmer
s•
Inst
itutio
ns•
NG
Os
• Re
gion
al o
rgan
isatio
ns
• Sa
larie
s•
Trai
ning
m
ater
ials
On-
goin
gRe
curre
nt b
udge
t
Dev
elop
men
t bud
-ge
t
Don
or a
ssist
ance
Budg
et c
onst
rain
ts
1.2.
Ens
ure
sust
aina
bilit
y of
the
trai
ning
pr
ogra
mm
es•
Dev
elop
trai
ning
pla
ns fo
r in
stitu
tions
, com
mun
ities
, far
mer
s an
d pr
ivat
e se
ctor
• D
evel
op g
uide
line
on tr
aini
ng
and
tech
nolo
gy tr
ansf
er
1.3.
Str
engt
hen
MFM
R in
stitu
tiona
l ca
paci
ty fo
r aqu
acul
ture
• Ca
rryo
ut in
stitu
tiona
l st
reng
then
ing
revi
ew o
n M
FMR
with
the
aim
to st
reng
then
the
Aqua
cultu
re D
ivisi
on
• Im
plem
ent t
rain
ing
prog
ram
mes
un
der S
INU
and
voc
atio
nal
trai
ning
inst
itutio
ns a
nd n
atio
nal
scho
ol c
urric
ulum
• M
FMR
• M
inist
ry o
f Edu
catio
n an
d H
uman
Res
ourc
es (M
EHR)
• In
stitu
tions
• D
onor
s•
NG
Os
• Re
gion
al o
rgan
isatio
ns
• Sa
larie
s•
Trai
ning
and
ed
ucat
iona
l m
ater
ials
On-
goin
gRe
curre
nt b
udge
t
Dev
elop
men
t bud
-ge
t
Don
or a
ssist
ance
22 23
Obj
ectiv
es/ s
trat
egy
Impl
emen
tatio
n st
eps
Resp
onsi
bilit
ies
(W
ho w
ill d
o it?
)
Reso
urce
s
(How
, cos
t /
timin
g / p
eopl
e /
mat
eria
l)
Tim
efra
me
(Whe
n w
ill th
is
be c
ompl
eted
? D
ay /
Mon
th /
Year
)
Fund
ing
(W
here
is s
ourc
e
of fu
ndin
g?
Budg
et /
othe
r?
Risk
s
Obj
ectiv
e 2:
To
prom
ote
good
gov
erna
nce
and
best
pra
ctic
e in
sus
tain
able
aqu
acul
ture
man
agem
ent a
nd d
evel
opm
ent
2.1.
Ens
ure
robu
st a
nd u
pdat
ed
aqua
cultu
re le
gisla
tion,
regu
latio
ns,
polic
ies,
plan
s, gu
idel
ines
or q
ualit
y co
ntro
l
• Re
view
and
upd
ate
legi
slatio
n an
d re
gula
tion
• Re
view
and
upd
ate
aqua
cultu
re
polic
ies a
nd p
lans
• D
evel
op sp
ecifi
c aq
uacu
lture
co
mm
odity
act
ion
plan
s for
pr
iorit
y co
mm
oditi
es
• M
FMR
• At
torn
ey G
ener
al’s
Cham
bers
• Pr
ovin
cial
gov
ernm
ents
• Co
mm
uniti
es
• Pr
ivat
e se
ctor
• N
GO
s
• Re
gion
al o
rgan
isatio
ns
Sala
ries
On-
goin
gRe
curre
nt b
udge
tLe
gal f
ram
ewor
k no
t ap
prov
ed
2.2.
Ens
ure
effec
tive
aqua
tic b
iose
curit
y•
Impl
emen
t the
Nat
iona
l Stra
tegy
on
Aqu
atic
Bio
secu
rity f
or th
e So
lom
on Is
land
s 201
8–20
23 a
cros
s al
l pro
vinc
es
• M
FMR
• M
inist
ry o
f Agr
icul
ture
and
Li
vest
ock
(MAL
)
• Re
gion
al o
rgan
isatio
ns
• Pr
ovin
cial
gov
ernm
ent
• M
ECD
M
• N
GO
s
• In
stitu
tions
Sala
ries
Oct
ober
201
8Re
curre
nt b
udge
t
Don
or a
ssist
ance
• N
o im
plem
enta
tion
of a
quat
ic
Bios
ecur
ity p
lan
• Ti
lapi
a ac
tion
plan
no
t app
rove
d
Janu
ary–
Mar
ch
2019
• D
evel
op a
nd im
plem
ent
aqua
cultu
re c
ode
of c
ondu
ct o
r gu
idel
ine
for b
est m
anag
emen
t pr
actic
es
2.3.
Ens
ure
appr
opria
te a
nd n
eces
sary
lic
ensin
g an
d pe
rmitt
ing
syst
ems a
re
deve
lope
d
• D
evel
op a
nd im
plem
ent
aqua
cultu
re li
cens
ing
and
perm
ittin
g sy
stem
s
• M
FMR
• At
torn
ey G
ener
al’s
Cham
bers
• Pr
ivat
e se
ctor
Sala
ries
On-
goin
gRe
curre
nt b
udge
tAq
uacu
lture
lice
nsin
g an
d pe
rmitt
ing
sys-
tem
s not
dev
elop
ed
24 25
Obj
ectiv
es/ s
trat
egy
Impl
emen
tatio
n st
eps
Resp
onsi
bilit
ies
(W
ho w
ill d
o it?
)
Reso
urce
s
(How
, cos
t /
timin
g / p
eopl
e /
mat
eria
l)
Tim
efra
me
(Whe
n w
ill th
is
be c
ompl
eted
? D
ay /
Mon
th /
Year
)
Fund
ing
(W
here
is s
ourc
e
of fu
ndin
g?
Budg
et /
othe
r?
Risk
s
Obj
ectiv
e 3:
To
esta
blis
h a
cond
uciv
e en
viro
nmen
t for
aqu
acul
ture
sec
tor d
evel
opm
ent a
nd g
row
th a
s an
opt
ion
for e
cono
mic
, liv
elih
ood
and
food
sec
urit
y op
port
uniti
es
3.1.
Ens
ure
pote
ntia
l aqu
acul
ture
are
as
and
farm
s are
iden
tified
and
map
ped
• M
ap o
ut p
oten
tial a
nd e
xist
ing
aqua
cultu
re si
tes i
nclu
ding
farm
s•
MFM
R•
Min
istry
of L
ands
Hou
sing
and
Surv
ey (M
LHS)
• Co
mm
uniti
es
• Sa
larie
s
• Su
rvey
mat
eria
ls an
d eq
uipm
ent
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et
3.2.
Ens
ure
appr
opria
te in
frast
ruct
ure
for
aqua
cultu
re d
evel
opm
ent
• D
evel
op a
nat
iona
l aqu
acul
ture
ce
ntre
and
spec
ific
spec
ies
hatc
herie
s
• In
con
sulta
tion
with
land
owne
rs,
secu
re la
nd fo
r con
stru
ctio
n of
de
mon
stra
tion
farm
s
• M
FMR
• M
LHS
• Pr
ovin
cial
gov
ernm
ents
• Re
sour
ce o
wne
rs•
Com
mun
ities
• Pr
ivat
e se
ctor
• Re
gion
al o
rgan
isatio
ns
• Sa
larie
s
• La
nd a
cqui
sitio
n
• Co
nstr
uctio
n
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et
• D
onor
ass
istan
ce
• Bu
dget
con
stra
ints
• La
nd d
isput
es
3.3.
Pro
mot
e an
d en
cour
age
fore
ign
inve
stm
ent f
or a
quac
ultu
re•
Incl
ude
aqua
cultu
re in
frast
ruct
ure
deve
lopm
ent p
riorit
ies u
nder
the
natio
nal i
nves
tmen
t str
ateg
ies
• Id
entif
y ke
y aq
uacu
lture
prio
ritie
s by
pro
vinc
es
• M
FMR
• M
inist
ry o
f Com
mer
ce,
Indu
stry
, Lab
our a
nd
Imm
igra
tion
(MCI
LI)
Sala
ries
On-
goin
gRe
curre
nt b
udge
tPo
litic
al in
stab
ility
Obj
ectiv
e 4:
To
prom
ote
and
impr
ove
aqua
cultu
re c
olla
bora
tion,
par
tner
ship
s an
d ne
twor
king
4.1.
Str
engt
hen
and
impr
ove
colla
bora
tion,
par
tner
ship
s and
ne
twor
king
• D
evel
op a
nd im
plem
ent
colla
bora
tive
wor
king
ar
rang
emen
ts su
ch a
s MO
Us /
M
OAs
bet
wee
n st
akeh
olde
rs
that
cou
ld c
over
bro
ad a
reas
like
in
form
atio
n sh
arin
g, re
sear
ch a
nd
finan
cing
• Es
tabl
ish jo
int c
omm
ittee
s to
disc
uss m
atte
rs c
ritic
al to
aq
uacu
lture
man
agem
ent a
nd
deve
lopm
ent
• M
FMR
• Pr
ovin
cial
gov
ernm
ents
• Pr
ivat
e se
ctor
• N
GO
s•
Regi
onal
org
anisa
tions
• In
stitu
tion
(SIN
U)
Sala
ries
On-
goin
gRe
curre
nt b
udge
t•
Lack
of
coor
dina
tion
and
colla
bora
tion
4.2.
Pro
mot
e re
sear
ch in
to a
quac
ultu
re
tech
nolo
gy a
nd in
nova
tions
• Co
nduc
t ‘lo
ok a
nd le
arn’
initi
ativ
es•
Budg
et c
onst
rain
ts
• Po
litic
al in
stab
ility
4.3.
Inte
grat
e na
tiona
l aqu
acul
ture
da
taba
se sy
stem
s int
o ex
istin
g fis
herie
s dat
abas
e (F
IMS)
hel
d at
M
FMR
• D
evel
op n
atio
nal a
quac
ultu
re
data
base
syst
em•
MFM
R•
MoF
T•
Regi
onal
Org
anisa
tions
• Sa
larie
s
• IC
T eq
uipm
ent
• Re
curre
nt b
udge
t•
Dev
elop
men
t bu
dget
• D
onor
ass
istan
ce
• Bu
dget
con
stra
ints
• D
atab
ase
not
deve
lope
d
24 25
Obj
ectiv
es/ s
trat
egy
Impl
emen
tatio
n st
eps
Resp
onsi
bilit
ies
(W
ho w
ill d
o it?
)
Reso
urce
s
(How
, cos
t /
timin
g / p
eopl
e /
mat
eria
l)
Tim
efra
me
(Whe
n w
ill th
is
be c
ompl
eted
? D
ay /
Mon
th /
Year
)
Fund
ing
(W
here
is s
ourc
e
of fu
ndin
g?
Budg
et /
othe
r?
Risk
s
4.3.
Pro
mot
e or
stre
ngth
en a
war
enes
s pr
ogra
mm
e on
aqu
acul
ture
as
an o
ptio
n fo
r liv
elih
ood
and
food
se
curit
y
• D
evel
op a
nd im
plem
ent
awar
enes
s pro
gram
me
for p
riorit
y co
mm
oditi
es
• M
FMR
• Pr
ovin
cial
gov
ernm
ents
• Co
mm
uniti
es•
NG
Os
• M
edia
• Re
gion
al o
rgan
isatio
ns
• Aw
aren
ess
mat
eria
ls•
Med
ia c
over
age
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et•
Don
or a
ssist
ance
Budg
et c
onst
rain
ts
Obj
ectiv
e 5:
To
iden
tify
and
esta
blis
h su
stai
nabl
e fin
anci
ng a
nd m
arke
ts fo
r aqu
acul
ture
com
mod
ities
5.1.
Ens
ure
adeq
uate
bud
get a
lloca
tion
to
supp
ort a
quac
ultu
re se
ctor
gro
wth
• D
evel
op a
nd su
bmit
budg
et
pape
r to
SIG
and
don
or p
artn
ers
• M
FMR
• M
inist
ry o
f Fin
ance
and
Tr
easu
ry (M
oFT)
Sala
ries
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et
• Bu
dget
con
stra
ints
• Po
litic
al in
stab
ility
5.2.
Ens
ure
pote
ntia
ls m
arke
ts a
re
iden
tified
loca
lly a
nd o
vers
eas
• Id
entif
y lo
cal a
nd o
vers
eas m
arke
t an
d fa
cilit
ate
linki
ng fa
rmer
s to
thes
e m
arke
ts
• M
FMR
• Re
gion
al o
rgan
isatio
ns
• M
CILI
• Pr
ivat
e se
ctor
Sala
ries
On-
goin
gRe
curre
nt b
udge
t•
Budg
et c
onst
rain
ts
• M
arke
ts a
re n
ot
iden
tified
5.
3. U
nder
stan
d th
e m
arke
t req
uire
men
ts
(dem
and
and
supp
ly n
eeds
and
st
anda
rds)
• Ca
rryo
ut m
arke
t ana
lysis
surv
ey
• D
evel
op a
nd im
plem
ent
aqua
cultu
re m
arke
ting
stra
tegy
5.4.
Pro
mot
e va
lue-
addi
ng fo
r aq
uacu
lture
com
mod
ities
• Im
plem
ent v
alue
-add
ing
trai
ning
• M
FMR
• Ex
port
ers
• Re
gion
al o
rgan
isatio
ns
• In
stitu
tions
• Sa
larie
s
• Tr
aini
ng
mat
eria
ls an
d eq
uipm
ent
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et
• D
onor
Ass
istan
ce
• Bu
dget
con
stra
ints
• N
o m
arke
ts
5.5.
Pro
mot
e m
icro
finan
cing
for
aqua
cultu
re fa
rmer
s•
Revi
ew a
nd a
ssist
farm
ers t
o ac
cess
mic
ro-fi
nanc
ing
incl
udin
g tr
aini
ng o
n m
icro
finan
ce
• M
FMR
• M
inist
ry o
f Fin
ance
and
Tr
easu
ry (M
oFT)
Sala
ries
On-
goin
g•
Recu
rrent
bud
get
• D
evel
opm
ent
budg
et
• D
onor
Ass
istan
ce
Budg
et c
onst
rain
ts
26 27
APP
END
IX II
: MEL
Pla
n fo
r th
e SI
Aqu
acul
ture
Man
agem
ent
and
Dev
elop
men
t Pl
an 2
018–
2023
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 1:
To
bui
ld a
nd
stre
ngth
en
capa
city
for
sust
aina
ble
aqua
cultu
re
deve
lopm
ent a
nd
man
agem
ent i
n So
lom
on Is
land
s
• Tr
aini
ng n
eeds
id
entifi
ed a
nd
deliv
ered
No
trai
ning
nee
ds
iden
tified
Trai
ning
nee
ds d
ocu-
men
ted
and
impl
e-m
ente
d
• Th
e tr
aini
ng n
eeds
do
cum
ent a
ppro
ved
• N
umbe
r of t
rain
ing
prog
ram
mes
de
liver
ed
• N
umbe
r of p
eopl
e tr
aine
d
On-
goin
g•
MFM
R•
Prov
inci
al g
over
nmen
ts•
Com
mun
ities
• Fa
rmer
s•
Inst
itutio
ns•
NG
Os
• Re
gion
al o
rgan
isatio
ns
MFM
R An
nual
Re
port
• Tr
aini
ng p
lan
deve
lope
d an
d im
plem
ente
d
No
trai
ning
and
dev
e-lo
pmen
t pla
n Tr
aini
ng a
nd d
evel
op-
men
t pla
n de
velo
ped
for i
nstit
utio
ns, c
om-
mun
ities
, far
mer
s and
pr
ivat
e se
ctor
• Tr
aini
ng a
nd
deve
lopm
ent p
lan
appr
oved
• N
umbe
r of
inst
itutio
ns
• N
umbe
r of t
rain
ees
On-
goin
g•
MFM
R•
Inst
itutio
ns•
Priv
ate
sect
or•
Farm
ers
• Re
gion
al o
rgan
isatio
ns
• G
uide
on
trai
ning
and
te
chno
logy
tr
ansf
er
deve
lope
d
No
guid
es o
r pro
to-
cols
on tr
ansf
er o
f te
chno
logy
Trai
ning
and
tech
no-
logy
tran
sfer
gui
de in
pl
ace
• Tr
aini
ng a
nd
tech
nolo
gy
guid
elin
e ap
prov
ed
• N
umbe
r of g
uide
di
strib
uted
• N
umbe
r of p
eopl
e w
ith sp
ecia
lised
skill
s•
Num
ber o
f tra
inin
g pr
ogra
mm
es o
n te
chno
logy
tran
sfer
On-
goin
g•
MFM
R•
Regi
onal
org
anisa
tions
• In
stitu
tions
• Aq
uacu
lture
di
visio
n st
reng
then
ed
Inst
itutio
nal s
tren
-gt
heni
ng p
rogr
amm
e is
in p
lace
Stre
ngth
en th
e pr
o-gr
amm
e•
Incr
ease
in n
umbe
r of
staff
mem
bers
by
50%
• N
umbe
r of
aqua
cultu
re fa
cilit
ies
• In
crea
se in
bud
get
by 5
0%
2021
• M
FMR
• M
inist
ry o
f Pub
lic
Serv
ice
(MPS
)
• M
inist
ry o
f Fin
ance
and
Tr
easu
ry (M
oFT)
• M
inist
ry o
f D
evel
opm
ent P
lann
ing
and
Aid
Coor
dina
tion
MFM
R / M
PS a
nnua
l re
port
s
• SI
NU
and
vo
catio
nal
scho
ols o
ffere
d aq
uacu
lture
pr
ogra
mm
es
No
trai
ning
aqu
a-cu
lture
pro
gram
mes
in
pla
ce
Aqua
cultu
re tr
aini
ng
prog
ram
mes
are
off
ered
at S
INU
and
vo
catio
nal s
choo
ls
• N
umbe
r of t
rain
ing
prog
ram
mes
• N
umbe
r of s
tude
nts
• N
umbe
r of
inst
itutio
ns
On-
goin
g•
MFM
R
• M
EHR
• Pr
ovin
cial
gov
ernm
ents
• SI
NU
• Vo
catio
nal s
choo
ls•
Regi
onal
org
anisa
tions
MFM
R / M
EHR
annu
al
repo
rts
26 27
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 2:
To
pro
mot
e go
od
gove
rnan
ce a
nd
best
pra
ctic
e in
sus
tain
able
aq
uacu
lture
m
anag
emen
t and
de
velo
pmen
t
• Aq
uacu
lture
le
gisla
tion
and
regu
latio
ns
revi
ewed
and
up
date
d
Regu
latio
ns a
nd le
gis-
latio
n in
pla
ce b
ut h
as
gaps
Spec
ific
legi
slatio
ns
and
regu
latio
ns in
pl
ace
for a
quac
ultu
re
• Aq
uacu
lture
act
and
re
gula
tion
in p
lace
2022
• M
FMR
• M
ECD
M•
Atto
rney
Gen
eral
’s Ch
ambe
rs•
Priv
ate
sect
or•
Expo
rter
s•
NG
Os
• Re
gion
al o
rgan
isatio
ns
MFM
R / M
ECD
M a
nnua
l re
port
s
• Aq
uacu
lture
po
licy
and
plan
re
view
ed a
nd
upda
ted
Aqua
cultu
re p
lan
in
plac
e bu
t nee
ds to
be
revi
ewed
An u
pdat
ed p
lan
• U
pdat
ed p
lan
appr
oved
2018
• M
FMR
• Pr
ivat
e se
ctor
• Ex
port
ers
• In
stitu
tions
• Re
gion
al o
rgan
isatio
ns
MFM
R An
nual
Rep
ort
• Sp
ecifi
c co
mm
odity
ac
tion
plan
s de
velo
ped
• Ti
lapi
a ac
tion
plan
in
pla
ce b
ut n
eeds
to
be
revi
ewed
.
• N
o sp
ecifi
c ac
tion
plan
s for
oth
er
com
mod
ities
Prio
rity
com
mod
ities
ha
ve a
ctio
n pl
ans
• N
umbe
r of a
ctio
n pl
ans d
evel
oped
and
ap
prov
ed
• 20
19 (f
or ti
lapi
a an
d se
awee
d ac
tion
plan
)•
Oth
ers:
On-
goin
g
• M
FMR
• Pr
ivat
e se
ctor
• N
GO
s•
Expo
rter
s•
Inst
itutio
ns•
Regi
onal
org
anisa
tions
• Lo
w ri
sk o
f aq
uatic
dise
ase
Aqua
tic b
iose
curit
y do
cum
ent i
n dr
aft
Num
ber o
f dise
ases
re
port
• Q
uara
ntin
e pr
otoc
ols e
nfor
ced
• N
umbe
r of a
quat
ic
bios
ecur
ity
inci
denc
es re
port
ed
On-
goin
g•
MFM
R•
MEC
DM
• M
inist
ry o
f Agr
icul
ture
an
d Li
vest
ock
(MAL
)
• Pr
ovin
cial
gov
ernm
ents
• G
uide
s on
best
pra
ctic
es
deve
lope
d an
d im
plem
ente
d
No
Gui
des o
n be
st
prac
tice
in p
lace
Gui
des i
n pl
ace
that
ar
e sim
ple
and
easy
to
und
erst
and
• G
uide
is a
ppro
ved
• N
umbe
r of p
eopl
e us
ing
the
guid
e
2020
• M
FMR
• Co
mm
uniti
es•
NG
Os
• Re
gion
al o
rgan
isatio
ns•
MEC
DM
• M
AL
• Se
para
te
licen
sing
syst
em fo
r aq
uacu
lture
de
velo
ped
Lice
nsin
g sy
stem
in
pla
ce fo
r ins
hore
, off
shor
e an
d aq
ua-
cultu
re
Sepa
rate
aqu
acul
ture
lic
ensin
g sy
stem
• Aq
uacu
lture
lic
ence
s and
per
mit
docu
men
ts in
pla
ce
• N
umbe
r of l
icen
ces
and
perm
its is
sued
2022
• M
FMR
• At
torn
ey G
ener
al’s
Cham
bers
• M
ECD
M•
Prov
inci
al g
over
nmen
ts•
Priv
ate
sect
or•
Inst
itutio
ns•
Regi
onal
org
anisa
tions
APP
END
IX II
: MEL
Pla
n fo
r th
e SI
Aqu
acul
ture
Man
agem
ent
and
Dev
elop
men
t Pl
an 2
018–
2023
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 1:
To
bui
ld a
nd
stre
ngth
en
capa
city
for
sust
aina
ble
aqua
cultu
re
deve
lopm
ent a
nd
man
agem
ent i
n So
lom
on Is
land
s
• Tr
aini
ng n
eeds
id
entifi
ed a
nd
deliv
ered
No
trai
ning
nee
ds
iden
tified
Trai
ning
nee
ds d
ocu-
men
ted
and
impl
e-m
ente
d
• Th
e tr
aini
ng n
eeds
do
cum
ent a
ppro
ved
• N
umbe
r of t
rain
ing
prog
ram
mes
de
liver
ed
• N
umbe
r of p
eopl
e tr
aine
d
On-
goin
g•
MFM
R•
Prov
inci
al g
over
nmen
ts•
Com
mun
ities
• Fa
rmer
s•
Inst
itutio
ns•
NG
Os
• Re
gion
al o
rgan
isatio
ns
MFM
R An
nual
Re
port
• Tr
aini
ng p
lan
deve
lope
d an
d im
plem
ente
d
No
trai
ning
and
dev
e-lo
pmen
t pla
n Tr
aini
ng a
nd d
evel
op-
men
t pla
n de
velo
ped
for i
nstit
utio
ns, c
om-
mun
ities
, far
mer
s and
pr
ivat
e se
ctor
• Tr
aini
ng a
nd
deve
lopm
ent p
lan
appr
oved
• N
umbe
r of
inst
itutio
ns
• N
umbe
r of t
rain
ees
On-
goin
g•
MFM
R•
Inst
itutio
ns•
Priv
ate
sect
or•
Farm
ers
• Re
gion
al o
rgan
isatio
ns
• G
uide
on
trai
ning
and
te
chno
logy
tr
ansf
er
deve
lope
d
No
guid
es o
r pro
to-
cols
on tr
ansf
er o
f te
chno
logy
Trai
ning
and
tech
no-
logy
tran
sfer
gui
de in
pl
ace
• Tr
aini
ng a
nd
tech
nolo
gy
guid
elin
e ap
prov
ed
• N
umbe
r of g
uide
di
strib
uted
• N
umbe
r of p
eopl
e w
ith sp
ecia
lised
skill
s•
Num
ber o
f tra
inin
g pr
ogra
mm
es o
n te
chno
logy
tran
sfer
On-
goin
g•
MFM
R•
Regi
onal
org
anisa
tions
• In
stitu
tions
• Aq
uacu
lture
di
visio
n st
reng
then
ed
Inst
itutio
nal s
tren
-gt
heni
ng p
rogr
amm
e is
in p
lace
Stre
ngth
en th
e pr
o-gr
amm
e•
Incr
ease
in n
umbe
r of
staff
mem
bers
by
50%
• N
umbe
r of
aqua
cultu
re fa
cilit
ies
• In
crea
se in
bud
get
by 5
0%
2021
• M
FMR
• M
inist
ry o
f Pub
lic
Serv
ice
(MPS
)
• M
inist
ry o
f Fin
ance
and
Tr
easu
ry (M
oFT)
• M
inist
ry o
f D
evel
opm
ent P
lann
ing
and
Aid
Coor
dina
tion
MFM
R / M
PS a
nnua
l re
port
s
• SI
NU
and
vo
catio
nal
scho
ols o
ffere
d aq
uacu
lture
pr
ogra
mm
es
No
trai
ning
aqu
a-cu
lture
pro
gram
mes
in
pla
ce
Aqua
cultu
re tr
aini
ng
prog
ram
mes
are
off
ered
at S
INU
and
vo
catio
nal s
choo
ls
• N
umbe
r of t
rain
ing
prog
ram
mes
• N
umbe
r of s
tude
nts
• N
umbe
r of
inst
itutio
ns
On-
goin
g•
MFM
R
• M
EHR
• Pr
ovin
cial
gov
ernm
ents
• SI
NU
• Vo
catio
nal s
choo
ls•
Regi
onal
org
anisa
tions
MFM
R / M
EHR
annu
al
repo
rts
28 29
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 3:
To
est
ablis
h a
cond
uciv
e en
viro
nmen
t for
aq
uacu
lture
sec
tor
deve
lopm
ent
and
grow
th
as a
n op
tion
for e
cono
mic
, liv
elih
ood
and
food
sec
urit
y op
port
uniti
es
• A
map
of
aqua
cultu
re
deve
lopm
ent
sites
pro
duce
d
No
map
of a
qua-
cultu
re a
ctiv
ities
All a
quac
ultu
re si
tes
are
map
ped
• N
umbe
r of
aqua
cultu
re si
tes
map
ped
On-
goin
g•
MFM
R•
MLH
S•
Prov
inci
al g
over
nmen
ts•
Reso
urce
ow
ners
• Co
mm
uniti
es•
Priv
ate
sect
or•
Land
ac
quire
d fo
r de
mon
stra
tion
purp
oses
No
land
acq
uire
d fo
r de
mon
stra
tion
Land
acq
uire
d an
d re
ady
for d
evel
op-
men
t
• N
umbe
r of l
ease
ag
reem
ents
or
leas
e re
gist
ratio
n do
cum
ents
On-
goin
g
• N
atio
nal
aqua
cultu
re
cent
re a
nd
hatc
herie
s op
erat
iona
l
No
natio
nal a
qua-
cultu
re c
entr
e an
d on
e se
a cu
cum
ber
hatc
hery
at M
FMR
com
poun
d. C
onst
ruc-
tions
of a
qua
rant
ine
and
hatc
hery
faci
lity
in
prog
ress
A na
tiona
l aqu
a-cu
lture
cen
tre
for
info
rmat
ion
shar
ing
with
hat
cher
y an
d qu
aran
tine
faci
litie
s
• A
natio
nal
aqua
cultu
re c
entr
e co
mpl
eted
and
op
erat
iona
l
• N
umbe
r of
hatc
herie
s bui
lt an
d op
erat
iona
l
On-
goin
g•
MFM
R•
MD
PAC
• Re
gion
al o
rgan
isatio
ns•
Don
or p
artn
ers
• In
stitu
tions
• N
atio
nal
Dev
elop
men
t St
rate
gy (N
DS)
pr
iorit
ises
deve
lopm
ent
of a
quac
ultu
re
faci
litie
s
No
prio
ritisa
tion
in th
e N
DS
Aqua
cultu
re in
-fra
stru
ctur
e co
mpo
-ne
nt is
repr
esen
ted
in
the
ND
S
• N
umbe
r of
inve
stm
ents
On-
goin
g•
MFM
R
• M
inist
ry o
f D
evel
opm
ent a
nd
Plan
ning
and
Aid
Co
ordi
natio
n (M
DPA
C)
MFM
R / M
DPA
C an
nual
re
port
s
• N
atio
nal l
ist o
f co
mm
oditi
es
by p
rovi
nces
pr
oduc
ed
No
list o
f com
mod
ities
by
pro
vinc
esA
list o
f com
mod
ities
by
pro
vinc
e ex
ist•
Com
mod
ities
are
fa
rmed
as p
er th
e lis
tO
n-go
ing
• M
FMR
• Pr
ovin
cial
gov
ernm
ents
• Co
mm
uniti
es•
Priv
ate
sect
or
MFM
R An
nual
Rep
ort
28 29
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 4:
To
pro
mot
e an
d im
prov
e aq
uacu
lture
co
llabo
ratio
n,
part
ners
hips
and
ne
twor
king
• Im
prov
ed
coor
dina
tion
and
colla
bora
tion
Colla
bora
tion,
pa
rtne
rshi
p an
d co
or-
dina
tion
need
to b
e st
reng
then
Effec
tive
netw
orki
ng,
part
ners
hip
and
col-
labo
ratio
n be
twee
n M
FMR
and
part
ners
• N
umbe
r of
agre
emen
ts si
gned
• N
umbe
r of m
eetin
gs
On-
goin
g•
MFM
R•
All s
take
hold
ers
• Re
gion
al o
rgan
isatio
ns
• An
aqu
acul
ture
de
velo
pmen
t co
mm
ittee
is
esta
blish
ed
No
deve
lopm
ent
com
mitt
eeD
evel
opm
ent c
om-
mitt
ee e
stab
lishe
d an
d fu
nctio
ning
• A
com
mitt
ee fo
rmed
w
ith m
embe
rs
• N
umbe
r of
deve
lopm
ents
un
dert
aken
• N
umbe
r of m
eetin
gs
On-
goin
g•
MFM
R•
All s
take
hold
ers
• Lo
ok a
nd le
arn
prog
ram
mes
de
velo
ped
No
look
and
lear
n ac
tiviti
esLo
ok a
nd le
arn
pro-
gram
me
in p
lace
and
im
plem
ente
d
• N
umbe
r of
exch
ange
s
• N
umbe
r of f
arm
ers
On-
goin
g•
MFM
R•
Farm
ers
• Pr
ivat
e se
ctor
• Aq
uacu
lture
da
taba
se
esta
blish
ed
and
oper
atio
nal
A da
taba
se fo
r MFM
R is
in p
lace
Spec
ific
data
base
for
aqua
cultu
re li
nked
w
ith M
FMR
mai
n da
taba
ses
• D
atab
ased
in p
lace
• D
ata
colle
cted
, en
tere
d an
d st
ored
On-
goin
g•
MFM
R•
MoF
T•
Regi
onal
org
anisa
tions
• Aw
aren
ess
prog
ram
me
on p
riorit
ised
com
mod
ities
de
velo
ped
and
impl
emen
ted
Awar
enes
s on
ad h
oc
basis
Awar
enes
s pro
-gr
amm
es in
pla
ce•
Num
ber o
f pr
ogra
mm
es
• N
umbe
r of
com
mun
ities
and
at
tend
ees
• N
umbe
r of
prov
ince
s
• N
umbe
r of
awar
enes
s mat
eria
ls
On-
goin
g•
MFM
R•
Com
mun
ities
• M
edia
• Re
gion
al o
rgan
isatio
ns
30 30
Obj
ectiv
esIn
dica
tors
Base
line
(Wha
t is
the
curr
ent s
ituat
ion?
)Ta
rget
(Wha
t is
the
targ
et s
ituat
ion)
Dat
a So
urce
(How
w
ill it
be
mea
sure
?)Fr
eque
ncy
(How
oft
en
will
it b
e m
easu
red?
)Re
spon
sibl
e
(Who
will
mea
sure
it?)
Repo
rtin
g (W
here
will
it
be re
port
ed?)
Obj
ectiv
e 5:
To
iden
tify
and
esta
blis
h m
arke
ts
for a
quac
ultu
re
com
mod
ities
• In
crea
se
budg
etTh
ere
is a
budg
et, b
ut
it is
not s
uffici
ent
Suffi
cien
t bud
get
allo
catio
n•
Incr
ease
in b
udge
t fro
m c
urre
nt le
vel
On-
goin
g•
MFM
R•
MoF
T•
Don
or p
artn
ers
• M
arke
t lin
ks
esta
blish
ed b
y M
FMR
No
mar
kets
iden
tified
an
d lin
ked
Farm
ers t
ake
bene
fit
from
loca
l and
inte
r-na
tiona
l mar
kets
• N
umbe
r of m
arke
ts
iden
tified
•
Num
ber o
f far
mer
s lin
ked
to m
arke
ts•
Num
ber o
f exp
orts
• In
crea
se in
exp
orts
On-
goin
g•
MFM
R•
Min
istry
of C
omm
erce
, In
dust
ry, L
abou
r and
Im
mig
ratio
n (M
CILI
)
• M
arke
t ana
lysis
su
rvey
car
ried
out
No
surv
eyM
arke
t sur
vey
ana-
lysis
doc
umen
t pro
-du
ced
• M
arke
t ana
lysis
su
rvey
repo
rt
appr
oved
On-
goin
g•
MFM
R•
Regi
onal
org
anisa
tions
• Pr
ivat
e se
ctor
• In
stitu
tions
• Aq
uacu
lture
m
arke
ting
stra
tegy
de
velo
ped
No
mar
ketin
g st
rate
gyM
arke
ting
stra
tegy
do
cum
ent i
n pl
ace
• M
arke
ting
stra
tegy
ap
prov
ed a
nd
impl
emen
ted
On-
goin
g•
MFM
R•
All s
take
hold
ers
• Va
lue-
addi
ng
trai
ning
pr
ovid
ed
No
trai
ning
on
va-
lue-
addi
ngVa
lue-
adde
d tr
aini
ng
in p
lace
• N
umbe
r of t
rain
ing
prog
ram
mes
pr
ovid
ed
• N
umbe
r of s
taff
mem
bers
trai
ned
On-
goin
g•
MFM
R•
Regi
onal
org
anisa
tions
• In
stitu
tions
• M
icro
finan
cing
an
d tr
aini
ng in
pl
ace
No
mic
rofin
ance
and
tr
aini
ngFa
rmer
s hav
e ac
cess
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