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ProjectTransforming Fisheries Management to Empower Sustainable Practices in Bangladesh - UTF/BGD/082/BGD 2024
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No results found.The fisheries sector plays a critical role in Bangladesh's food security and economy, supporting millions of livelihoods and contributing nearly 4 percent to the country's GDP over the past decade. With exports nearing USD 638 million, fisheries are the second-largest foreign currency earner after the garment industry, employing over 18 million people, including 1.4 million women. Fish, the least carbon-intensive protein source, constitutes up to 60 percent of the animal protein consumed in Bangladesh, making the country one of the top fish consumers globally. This technical assistance project was implemented as part of a partnership between the Government of Bangladesh and the World Bank to strengthen marine fisheries management under the Sustainable Coastal and Marine Fisheries Management Project (SCMFP). The project provided critical support to the MoFL through capacity-building efforts focused on stock assessments, electronic vessel registration, catch and effort monitoring, and the development of fisheries data management systems. These technical and scientific outputs significantly impacted management decisions, ranging from community engagement to national policymaking. -
ProjectTechnical Assistance to Support Sustainable Management and Use of Coastal Nearshore Fisheries Resources - TCP/MAS/3701 2022
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No results found.Fishing is of great importance in the Marshall Islands as a source of both food and socioeconomic development Over the course of several years, approximately 14 fish aggregating devices ( were installed around the Majuro atoll to increase catches and therefore the incomes and food supply of local fishing communities however, the number of functioning FADs eventually fell to just two For this reason, the Marshall Islands Marine Resources Authority ( requested assistance from FAO to support the overall FAD programme in the country This project was formulated as a response to this request for assistance It was designed to build capacities and provide technical support in the following areas i improving existing nearshore fishing technologies, including FAD design and associated fishing techniques ii) enhancing knowledge and awareness on the impact of nearshore FADs on food security and livelihoods and ( increasing the quality of local and/or traditional fish processing and preserving techniques to expand the availability of these products in markets. -
Book (stand-alone)Primary survey of Beach Management Units (BMU) in the Kenyan coastal marine fisheries 2012
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No results found.Beach Management Units (BMUs) are the backbone of fisheries co-management in Kenya, led by the Fisheries Department, Ministry of Fisheries Development. Enactment of BMU Regulations, 2007 has provided necessary legal framework for the BMUs to operate and about 73 BMUs have been formed in the Coastal region of Kenya since their introduction in 2006. Implementation of Regional Fisheries Strategy for ESA-IO, commonly known as Smart Fish has initiated a BMU Evaluation Framework in the Kenyan coastal marine fisheries as a pilot project, in its quest to accompany the BMU process in the ESA coastal and riparian countries. The overall objective of the evaluation was to assess the performance of BMUs in the Kenyan coastal marine fisheries. Specific objectives were: i) to assess the organisational performance of BMUs, ii) to verify critical conditions for BMU success, iii) to assess individual BMU member achievements and iv) to assess lead institution governance performance. Sampling targeted 34% of coastal BMUs situated along the 600 km Kenyan coastline. The coastline is traversed by five counties namely, Kwale, Mombasa, Kilifi, Tana River and Lamu. Structured interviews (Likert six-point scale) and Focus Group Discussions were held with BMU representatives, including executives and individual members. Structured interviews were also done with senior Fisheries Officers in each county. Standard evaluation criteria approaches of effectiveness, efficiency, relevance and other factors such as governance, socioeconomic benefits, human resource development and sustainability were employed. In particular, factors considered included organisation performance, performance assessment, critical factors for success, authority, leadership, political vision and adequacy of resources among others. Aggregated indices (arithmetic mean and 3.5 benchmark) on each item were calculated and plotted in bar graphs while descriptive data was analysed thematically. BMU performance findings were groupe d into four major categories namely; organisation profile, organisation performance, critical success conditions and individual BMU led achievements. A further breakdown of the last three factors resulted into 22 key performance, namely; jurisdiction (satisfactory), adaptability (satisfactory), organisational adequacy (satisfactory), democratic practices (satisfactory), social-cultural considerations (satisfactory), cooperation (satisfactory), collaboration (satisfactory), communication (satisfa ctory), mutual trust (moderately satisfactory), participation (moderately satisfactory), networking (moderately satisfactory), leadership (moderately satisfactory), conflict resolution (moderately satisfactory), representativity (satisfactory unsatisfactory), cohesion (moderately satisfactory), inclusion (moderately satisfactory), effectiveness (moderately satisfactory), resources (moderately unsatisfactory), efficiency (moderately unsatisfactory), relevance (moderately unsatisfactory), enforcem ent (moderately unsatisfactory) and cost/benefits (unsatisfactory). These former nine factors can be considered as major constraints to BMU survival.
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