ministry of fisheries and marine resources
TRANSCRIPT
REPUBLIC OF NAMIBIA
MINISTRY OF FISHERIES AND MARINE RESOURCES
STRATEGIC PLAN - 2017/18 - 2021/22
APRIL 2017
Ministry of Fisheries and Marine Resources
Brendan Simbwaye Square, Block C
c/o Dr Kenneth David Kaunda and Goethe Streets
Private Bag 13355
WINDHOEK
Namibia
Tel: +264 61 205 3127 | Fax: +264 61 244 161
TABLE OF CONTENTSABBREVIATION......................................................................................................2
FOREWORD BY THE HONOURABLE MINISTER.................................................3
ACKNOWLEDGEMENTS BY THE PERMANENT SECRETARY............................4
MFMR STRATEGIC PLAN COMPONENT..............................................................5
EXECUTIVE SUMMARY..........................................................................................6
1. INTRODUCTION.........................................................................................7
1.1 Background....................................................................................7
2. HIGH LEVEL STATEMENTS.......................................................................7
2.1. Mandate.....................................................................................7
2.2. Vision...........................................................................................8
2.3. Mission........................................................................................8
2.4. Core Values...................................................................................8
3. ENVIRONMENTAL SCANNING..................................................................8
3.1. Strategic Issues.............................................................................8
3.2. Situation Analysis..........................................................................9
4. PILLARS AND STRATEGIC OBJECTIVES.............................................11
4.1 Pillars......................................................................................11
4.2 Strategic Objectives.....................................................................12
5. HIGH LEVEL LINKAGES AND STATEMENTS.........................................12
6. MFMR STRATEGIC PLANNING MATRIX 2017/18 TO 2021/22..............13
7. RISK ASSESSMENT................................................................................16
8. CRITICAL SUCCESS FACTOR...............................................................16
9. CONCLUSION..........................................................................................17
Annexures
Stakeholder Analysis................................................................................18
The SWOT Analysis..................................................................................21
The pestle Analysis...................................................................................23
Notes......................................................................................................................26
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2 Strategic Plan 2017/18 - 2021/22
ABBREVIATIONBCC – Benguela Current Commission
EAF – Ecosystem Approach
EEC – Employment Equity Commission
FOA – Fisheries Observer Agency
HIV/AIDS – HumanImmuneVirus/AcquiredImmuneDeficiencySyndrome
ICT – Information and Communication Technology
IT – Information Technology
IUU – Illegal Unreported Unregulated
KRA – Key Result Area
MCS – Monitoring, Control and Surveillance
MFMR – Ministry of Fisheries and Marine Resources
MIRCO – Ministry of International Relation and Co operations
MOF – Ministry of Finance
MWT – Ministry of Works and Transport
NAMPORT – Namibian Port Authority
NDP – National Development Plan
NPC – National Planning Commission
OMAs – (Government)Offices;MinistriesandAgencies
MTC – Ministerial Training Committee
OPM – OfficeofthePrimeMinister
RFMO – Regional Fisheries Management Organizations
SADC – Southern Africa Development Community
TAC – Total Allowable Catch
VMS – Vessel Monitoring System
Strategic Plan 2017/18 - 2021/22 3
FOREWORD BY THE HONOURABLE MINISTERThe Ministry of Fisheries and Marine Resources, since its inception in 1991 desired to travel a journey of continuous change, exploring new paths to success and greatness in our quest to achieve ourvision;“...Namibiatobealeadingfishingnationwithawell-developedaquacultureindustry”.This requires passion and commitment of motivated team members, embedded in the reality that we will face challenges together, and achieve successes together. We have learnt to overcome our challenges together, rise above our limitations, and to exceed our own dreams.
The Ministry of Fisheries and Marine Resources has explored many paths over the past strategic planning journeys and learned many lessons on our journey, which is a lasting legacy for the generations that will come after us. We are now courageously boarding our ship to venture on a journeyofachievingournewlydefinedfive-yearStrategicPlanfortheperiod2017-2022.
Forthepastfiveyears,theMinistryplayedacrucialroleinensuringthatitsstrategicimperativesareachievedthroughthemanagementandconservationofmarineresources,inlandfisheriesandthe development of the aquaculture sector. Moreover, we created an enabling environment for the fishingsector toefficientlyoperate.Thesectormanaged toemploymore thansixteen thousandNamibiansoverthepastfiveyears,makingthissectorthesecondmostsignificantcontributortoemployment in Namibia. The sector has generated considerable revenue for Government, with fishandfisheriesproductsbeingwidelydistributedforlocalconsumptiontoimprovepercapitafishconsumption in the country, which has increased from 4kg to 13kg over the past 5 years.
Againstthisbackground,theMinistryhasreviewedandrealignedthepreviousstrategicplan(2012-2016) with the purpose of directing the Ministry’s overall strategic priorities, operational management plansandactivitiesforthenextfiveyears(2017-2022).
Iwishtoacknowledgethekeycontributionthatourstakeholders,particularlythefishingindustry,lineministrieswhosemandateaffectfisheriesandmarineresources,anddevelopmentpartnersplayintherealizationofourstrategicgoals.Iwelcomeourstakeholderstowalkwithushand-in-hand,andcountonyourusualsupportaswecommencetheimplementationofourStrategicPlan2017-2022. In line with our Vision 2030, Harambee Prosperity Plan (HPP) and National Development Plan(NDP5),oursharedobjectiveistobuildasustainableandeconomicallyinclusivefishery,whichcontributestoournationalgoalofpovertyeradicationinNamibia.Ithereforeamconfidentthat,ifwework together courageously, we shall achieve all the goals of this Strategic Plan, and even exceed them.
IamthereforedelightedtopresenttheFifthStrategicPlan,2017-2022oftheMinistryofFisheriesand Marine Resources, which shall guide us in our journey of delivering on our Mandate.
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4 Strategic Plan 2017/18 - 2021/22
ACKNOWLEDGEMENTS BY THE PERMANENT SECRETARY“Leadership is thecapacity to translatevision into reality”.Thishasbeen interpretedbyJohnCMaxwellassaying that ...”mostofus learn thehardway that leadership isnotmerelyhavingavision. Anyone can dream. Effective leadership is knowing how to lay down the action steps for yourself and the organization so that the vision can be realized. This requires us to be practical, committed,loyalandunderstandtheprocessalongtheway.”
Theprocess leading to thefinalizationof theMinistry’sStrategicPlanhasbeen lengthyand,attimes, challenging. I would like to sincerely thank the colleagues of the Ministry of Fisheries and Marine Resources for their passion, courage, determination and enthusiasm throughout the process. I salute you!
As we have created direction for our Ministry for the Strategic Plan period, it is essential that all staff members have a clear understanding of the objectives and direction of the Ministry. We have to be focused and have a clear sight of our vision.
A special word of appreciation is extended to our political principals, Honourable Bernard Esau (Minister), and Hon. Chief Samuel Ankama (Deputy Minister) for their visionary leadership.
Aspecialwordofgratitude isextended to theOfficeof thePrimeMinister foravailingGlodeanLimbo, Kephas Muniepapa and Frans Goaseb to guide us throughout the strategic planning process toensurethatourStrategicPlanalignswiththeofficialStrategicFramework.Thankyouforyourongoing support and guidance.
I thank all who have contributed to the realization of this pragmatic Strategic Plan in one way or the other.Ihaveconfidencethat,throughajointeffort,theobjectivesandstrategicinitiativesidentifiedin the medium and long term, shall be realized.
Dr. Moses MaurihungirirePERMANENT SECRETARY
Strategic Plan 2017/18 - 2021/22 5
MFMR STRATEGIC PLAN COMPONENT
Implementation,monitoring, revision
Goals,objectives,action plan
Vision & Mission
Where do we want to be?
What are our values &
principles?
Where are we now?
Preparation &preplanning
MFMR PLAN
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6 Strategic Plan 2017/18 - 2021/22
EXECUTIVE SUMMARYThe Ministry of Fisheries and Marine Resources (MFMR) engaged a highly pragmatic participative strategic planning process during 2017 to identify the high level statement and core strategic values that would enable MFMR to achieve its statutory mandate, though directly working to achieve the NDP5 desire outcomes which in turn when achieved should ultimately contribute to the achievement of Harambee Prosperity Plan and Vision 2030.
“Leadershipisthecapacitytotranslatevisionintoreality”(WarrenG.Bennis)
TheMinistryofFisheriesandMarineResourcesdefineditsvisionas“Namibiatobealeadingfishingnationwithawell-developedaquacultureindustry”.Themannerinwhichthisshouldbeachievedwill be through theMFMRmission “which is “to responsiblymanage livingaquatic resources tocontinuouslyensureaconduciveenvironmentforthefishingandaquaculturesectortoprosper”.
Therefore, the MFMR also acknowledges that it will need to achieve its mission by working with an acceptable behavioural framework, which is expressed through the Ministry’s six core values (outline in thedocument). TheMinistrywill focusoneightstrategicobjectivesasdefinedwithinthethemes/pillarsundertakenbyspecificactions,outputsandsetperformancetargets.Itisveryimportant to note that the strategic plan provided a brief review of its performance during 2012 to 2016.Furthermorealsogaveabackgroundtothefisheriessector.
AsituationanalysisoftheMinistryofFisheriesandMarineResourcesisoutlinedthatidentifiesthekey stakeholders of the Ministry and the strengths, weaknesses, opportunities and threats in the fisheriessector.Finally,astrategicplanningmatrixisattachedthatdefinestheoperationalactivities.
Thetotalbudgetrequirementduringthefiveyears(2017/18to2021/22)isestimatedtobeN$1,319086000.00ofwhichN$1.186922000.00isforoperationalandN$132164000.00isfordevelopment.
Strategic Plan 2017/18 - 2021/22 7
1. INTRODUCTION1.1 BACKGROUND
The Ministry of Fisheries and Marine Resources is responsible for the management of aquatic living resources and the development of aquaculture in an optimal and sustainable manner. From its inception, the ministry has established an effective and recognised fisheries research andmanagement system.
Thecountry`saquaticmarinelivingresourcesaretobefoundinoneofthemostproductivefishinggroundsintheworld(oneofthefiveEasternboundaryupwellingsystem).Thisproductivityresultsfrom the Benguela Current Upwelling System, which support`s abundant populations of demersal and pelagic species. Aquaculture consists of two subsectors namely freshwater/inland and Mariculture.
Namibianmarinecapturefisheriesarebasedonsevenmaincommerciallyexploitedspecies,bothintermsofvolumeandvalue.Thefisheriessectorplaysasignificantroleintermsofproduction,employment, foreign exchange earnings and government revenue. Fisheries sustains about 16,800 jobsdirectly, andprovidedonaverageaboutN$10billion inFOREXearningsduring the2012-2016 annually, which makes the sector the second most important FOREX earner for Namibia after mining.Thevalueadditioninthesectorincreasedduringthepastfiveyears.It isprojectedthatvalue addition will increase by 70 % considering targets set out in NDP5.
The2017-2022StrategicPlanaimsatkeepingMFMRfocusedonattaining itscorefunctionsasreflectedintheFifthNationalDevelopmentPlan,throughimplementingstrategicinitiativesandKPIsthat are reviewed annually and transformed into Management Plans.
2. HIGH LEVEL STATEMENTS2.1 MANDATE The Ministry of Fisheries and Marine Resources has a mandate to sustainably manage the living aquatic resources and promote the aquaculture sector. The mandate of the Ministry of Fisheries and Marine Resources is derived from the Constitution of the Republic of Namibia, various policy, regulatory instrument and cabinet directive that establish the Ministry in 1991. The primary policy and regulatory instruments for MFMR are:
• TheMarineResourcesAct2000(ActNo.27of2000);• The Marine Resources Regulations (Government Notice No. 241, Regulations relating to
the exploitation of Marine Resources, 2001)• Namibia’s Marine Resources Policy: Towards Responsible Development and Management
oftheMarineResourcesSector(August2004);and• The White Paper on the Responsible Management of the Inland Fisheries of NAMIBIA
(1995);• InlandFisheriesResourcesAct(No.1of2003);• AquaculturePolicy;• Aquaculture Act 2002 (Act No.18 of 2002), and • Aquaculture Regulation on Licensing
The Ministry of Fisheries and Marine Resources is a party to a number of international and Regional Fisheries Organisations, Commissions, Conventions and Treaties and has made provisions of these instruments in its policies, programmes and management measures to implement them at national levelforthebenefitoftheNamibianpeople.
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2.2 VISIONTobealeadingfishingnationwithawell-developedaquacultureindustry.
Thisvisionisanexcitingstatementwhichiseffectiveindefining,MFMRidentity,andisinlinewiththe strategic objectives of the Ministry.
2.3 MISSIONTo responsibly manage living aquatic resources to continuously ensure a conducive environment for thefishingandaquaculturesectortoprosper.
The Ministry strongly believe that this mission is well articulated and provides a progressive framework for the strategic objectives of the plan.
2.4 CORE VALUESThe Ministry has developed six values and they are described as follows:
Transparency: The Ministry will ensure to deliver its service in a transparent manner, while upholding confidentialityandprotect informationof individual rightholders.TheMinistrywillmaintaincloselinksandconstructivelyexchangeinformationwiththefishingindustryandotherstakeholders,toensure better cooperation and understanding on sector issues and thus enhance development and goodgovernanceforthebenefitofthefuturegeneration.
Accountability: The Ministry will ensure that complaints about our service delivery are dealt with fairly and that prompt action is taken to rectify shortcomings in areas where satisfactory standards have not been achieved.
Equity: The Ministry will apply the policy and legislative so as to ensure that equitable access to resourcesleadstobenefitsforallinterestedstakeholders,whilefacilitatingtheNamibianisationofthefishingsector.
Honesty: The Ministry will ensure to, at all times, apply the policy and legislative framework in a fair, trustworthy, genuine and equal manner, while upholding the professional standard in delivering the service.
Loyalty: The Ministry must ensure the creation of a conducive working environment in which staff members will be motivated as team players to conduct their service and make their contributions toward success diligently.
Diligence: The Ministry and its staff are dedicated to provide its services with full commitment in line with the needs and desires of our clients/stakeholders, as a team.
3. ENVIRONMENTAL SCANNING3.1 STRATEGIC ISSUESStrategic issueshavebeen identified throughasituationandstakeholder’sanalysis, taking intoaccount the impactsof internalandexternalenvironments thatwere identified throughaSWOTanalysis. Issues that are of strategic importance and essential for the strategic planning period 2017-2022include:
• Fisheries and aquatic resources management (sustainable)• Human resources development • Regulatory framework• Communication both internal and externally• Value addition • Environmental Impact/Climate Change
Source;MFMR,2017
Strategic Plan 2017/18 - 2021/22 9
All the strategic issues are articulated below.
Fisheries and Aquatic Resources ManagementThebiomasslevelsofdifferentspeciesneedfocusedattention;thereforeMFMRneedstoensurethe future effectives and efficiency of the research fleet going forward.Pragmaticmanagementplans,bothforfishandmarinemammalneedtobedevelopedandimplementedtoensureincreasedefficientresourcesmanagementgoingforward.Inaddition,thereisaneedtostreamlinescientificresearch activities so that they assist with and complement resource management effort.
Human Resource DevelopmentEmphasis should be placed on crafting strategic imperatives that would create a conducive working environment to enhance general staff motivational levels that would inevitably result in optimal performance.Inaddition,identifiedchallengespertainingtostaffsupervision,strategicleadershipand work ethic require urgent strategic attention.
Prevailing challenges in the conditions of service have manifested themselves in form of the ministry challenge to retain skilled and experienced trained staff resulting in high staff turnover.
Regulatory FrameworkThisisafocusareasforthenextfiveyearsandbeyondwhichwouldbefortheMFMRtoensurecompliance by further enforcing relevant and appropriate regulations and policies.
The Ministry will also need to ensure continued responsiveness of the regulatory framework to industry operations and demands, while the capacity of inspection and observer work shall need support and strengthening.
Communication Internally and Externally The ability to clearly communicate expectations between relevant and appropriate parties and to establish convergent thinking which would enable synergistic decision and efforts towards shared objectives and strategies. Therefore, it is important for MFMR to nurture communication channels with partner ministries, to engage collaborative stakeholder engagements and to ensure continuous, organised well structure strategic partners/stakeholder within the parameters of its mandate.
Value Addition MFMR efforts for driving and promoting value addition and general products diversification,especiallybyexploringhorsemackerelandmari-cultureopportunitiesshouldbeintensified.Thereisaneedtodevelopstrategiestoensurefuturesustainabilityandselfsufficiencyofaquaculturebusiness sector. Therefore, the Aquaculture Master Plan need to be implemented.
Environmental Impact/Climate ChangeThefisheriessectorisextremelyvulnerabletoenvironmentalperturbationfuelledbyclimatechangelinked global warming phenomena. This negatively affects the ecosystem balance which has an adverseeffectonfisheriesresources.
3.2 SITUATION ANALYSISAnanalysisofthestakeholderswascarriedouttofindouttheneedsofMFMRclientsandpartners.Thestakeholdersaregroupedintofourcategoriesaspertable1:(Thiswasdoneon19-20April2017)
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Table 1 Key Stakeholders
CustomersAll those mentioned under customers are envisioned as primary clients in terms of MFMR policy implementation;
Expectation:Provisionoffingerlings, trapsandnetsfor lobster,change inregulationstoenablethefisherytomove from north to the south, increase quota allocations, rebates in fees, minimal interference in thecommercialoperationsandgenerallythatMFMRcreateaconduciveenvironmentforthefishingindustry to prosper.
Aquaculture industry expect research support, extension services, training, clear data and information (technical, economic, environmental and biological).
The recreational fishingcommunityexpects tobeable tofind informationpertaining tofisheries(particularlyforinlandfisheriesandwherethereisalackofinformation),tohavereadyaccesstoinformation on regulations, to receive the speedy issuance of recreational licenses and to have accesstoimpartial,unbiasedandgenerallywell-trainedinspectorswhoareknowledgeableaboutMFMR`s legislation (Acts).
Thegeneralpublicexpectscommitment,effectivenessandefficiency in thedeliveryofMFMR`smandate. Education about the Ministry`s programmes, provided by good communications informationandqualityserviceisfundamentaltothepublic`sexpectationsrelatingtobenefitsfromthefishingsectorandasparttheequitabledistributionofresourcesandfisheries.
Empower
Collaborate
Consult
Listen
Inform
STAKEHOLDER GROUPING STAKEHOLDERS
CustomersFishing industry, aquaculture Industry, small scale fishers, recreational fishers and general public
OMAS Office of the president, Cabinet, Parliamentarians, and other OMAs
Staff members of MFMR Employees, and Management
MFMR, 2017
Strategic Plan 2017/18 - 2021/22 11
OMAs (GRN stakeholders)These stakeholders expect MFMR to provide information and data timely and accurate as part of deliveringtheManifestoandspecificallytoStateoftheNationAddress.
Expectation:MFMRtodisplaycreativity,innovationandefficiencyespeciallyin:
• Policy/legislation implementation• Effective implementation of development plans and programs• Stakeholder interaction• Performance and accountability including feedback to Cabinet• MFMR tobeactive in the initiationand formulationof fisheriespoliciesand laws that it
will provide information on fisheries laws and regulations, fisheries in development andmanagement on policy implementation.
Staff members• Cooperation, performance and professionalism from all staff members within the Ministry.• Staffmemberexpectsufficientfinancialresources,ongoingexposuretoexperience,training
and development, equipment, office accommodation, performance recognition, efficientservicesdelivery,incentives,promotionandimprovedemploymentbenefits.
4. PILLARS AND STRATEGIC OBJECTIVES4.1 PILLARSInordertoachieveitsvision,basedonitsmandateandmission,MFMR,hasidentifiedfivestrategic Pillars in which the MFMR must excel in order to deliver value to customers and stakeholder namely:
• Fisheries and Aquatic resources management• EffectiveandefficientdeliveryoffisheriesMonitoring,ControlandSurveillanceServices• Policy and Legal Framework• Socio-economicdevelopmentand• Operationalefficiency
BelowarethefivePillarsasdescribeandwhattheyintendedforMFMR
1. Fisheries and Aquatic Resources Management
ThisPillarconcernedwiththemanagementoffisheriesandaquaticresources.
The main focus of this pillar to sustain Namibia’s international acclaimed image in the fisheries resources management,while ensuring that set targets for biomass levels ofdifferent species are achieved. The pillar also provides for the inclusion of environmental impacts due to climate changes in fisheries resourcemanagement, while providing forcontinuousscientificresearchandactivitiessuchastheecosystemapproachtofisheriestosupport resource management efforts.
2. Policy And Legal Framework
The key focus areas for this strategic pillar is to ensure responsive implementation of the regulatory framework, internal and external enforcement of regulations, policies and directives.
3. Socio-Economic Development
Thisstrategicpillar isconcernedwith thesocia-economixaspectsoffisheriesactivitiessuch as their contribution to employment creation and to food security. The pillar also
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addresses value addition and product diversification, external economic factors, andInternationalagreements,allofwhichhavethepotentialtosignificantlyinfluencethegrowthofthefisheriessector.
4. OperationalEfficiencyandMonitoring,ControlandSurveillanceServices
Theinstitution’s(MFMR’s)capacitytooperateefficientlyisthemainfocusofthisstrategictheme.
The Ministry’s capacity for planning and implementation will be improved as well as its capacityforeffectivemonitoringandevaluation.Theeffectsoftheemployeewell-nessbothontheindustryandtheMinistryaswellascommunicationefficiencieswillbeaddressed.
Strategic management and leadership, and the capacity to identify resource mobilisation support within the Ministry’s programmes are an additional feature of this theme.
4.2 STRATEGIC OBJECTIVES MFMR consultative workshop developed strategic objectives listed below. These Strategic objectives provide the essential building blocks for implementing the Strategic Plan. There are 7 strategic objectives sets out during the period of 2017– 2022:
• Encouragescientificadviceonthesustainablemanagementofthemarineecosystem• Strengthencompliancewithfisherieslegislation• Develop blue economy policy and legal framework • Strengthen the development of aquaculture• Improve contribution of value added exports to national economy• Increase employment creation and the contribution to the national economy • Enhance organizational performance
5. HIGH LEVEL LINKAGES AND STATEMENTSNamibia vision 2030 describes the country collective vision towards which all development effort shall be geared. Successive national development plans such as the NDP5, Haram bee Prosperity Plan, Swapo Party Manifesto 2004, Decentralisation Policy and UN Goals for Sustainable Development, provide the paths for Government to achieve this vision.
The key result areas articulated in the MFMR strategic plan set out 7 strategic goals to be achieved. The alignment of the desire outcome in the Strategic Plan to objectives in the NDP5 is essential ensuring that the MFMR efforts are targeted and contribute meaning fully to the overall goals and thelongtermvision2013.InthisrespectMFMRcontributionsarelikelytobesignificantacrossallKPI as outline in the MFMR matrix plan. The emphasis is on the management of the resources in a sustainable manner, protection of Namibia resources, welfare of the people and, and growing of the industry.
Strategic Plan 2017/18 - 2021/22 13
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d on
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eIn
crem
enta
l40
%48
%56
%64
%72
%80
%0.
5
# of
pro
duct
ion
line
adde
dP
rodu
ctio
n lin
es
adde
dab
solu
te14
02
(2)
(2)
(2)
(2)
0.5
% o
f fee
s co
ntrib
utio
n to
sta
te
reve
nue
Res
ourc
e re
nt
cont
ribut
ion
to
the
nam
ibia
n ec
onom
y
Abs
olut
e (-
)95
%10
0%10
0%10
0%10
0%10
0%0.
5
# of
sta
tistic
al re
port
com
pile
dA
ccou
nts
Sta
tistic
al d
ata
on la
ndin
gs
prod
uced
Abs
olut
e25
55
55
5S
tatis
tics
Sta
tistic
al a
naly
sis
5.in
crea
se
empl
oym
ent
crea
tion
in th
e fis
hing
sec
tor
# of
incr
ease
job
crea
tion
in th
e fis
hing
sec
tor
coor
dina
ted.
Em
ploy
men
t re
port
com
pile
dIn
crem
enta
l3
11
11
1E
mpl
oym
ent
crea
tion
Em
ploy
men
t cre
atio
n1
Pro
mot
ion
of
aqua
cultu
re
# of
man
agem
ent
mea
sure
s de
velo
ped
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e fre
shw
ater
aq
uacu
lture
ef
ficie
ncy
Abs
olut
e1
55
55
5Fr
eshw
ater
aq
uacu
lture
Ope
ratio
n an
d m
aint
enan
ce o
f aq
uacu
lture
cen
tres
47
AQ
Res
earc
h of
su
stai
nabl
e aq
uacu
lture
pr
oduc
tion
11 .8
Fish
feed
and
see
d pr
oduc
tion
11.8
Pro
visi
on o
f ex
tens
ion
serv
ices
23.6
Trai
ning
of s
taff
9.4
# m
anag
emen
t m
easu
res
deve
lope
d
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e m
aric
ultu
re
effic
ienc
y
Abs
olut
e3
11
11
1M
aric
ultu
re
Con
duct
wat
er
qual
ity m
onito
ring
prog
ram
11.8
Con
duct
aqu
atic
an
imal
hea
lth
and
phyt
osan
itory
pr
ogra
m
11.8
Res
earc
h to
impr
ove
cons
erva
tion
and
sust
aina
ble
use
of
biod
iver
sity
11.8
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e be
nefit
s eq
uita
bly.
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
% p
rogr
ess
mad
e to
war
d th
e de
velo
pmen
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Dev
elop
men
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Incr
emen
tal
0%10
2030
4050
Mas
ter p
lan
Est
ablis
h na
tiona
l aq
uatic
ani
mal
he
alth
pro
gram
9.4
# of
new
rese
arch
pr
ojec
ts d
evel
oped
Res
earc
h pr
ojec
t do
cum
ents
00
10
11
Impl
emen
tatio
n of
the
shel
lfish
sa
nita
tion
prog
ram
9.4
# of
regi
onal
an
d in
tern
atio
nal
rese
arch
pa
rtner
ship
s de
velo
ped
Col
labo
ratio
ns
esta
blis
hed
(mou
)0
01
01
1Lo
cal,
regi
onal
an
d in
tern
atio
nal
partn
ersh
ips
4.7
# of
man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
Man
agem
ent
mea
sure
s de
velo
ped
40
11
11
Inla
nd fi
sher
ies
Con
duct
nat
iona
l in
land
wat
er s
urve
y pr
ogra
m35
.4
Res
earc
h to
im
prov
e kn
owle
dge
for s
usta
inab
le
utili
zatio
n of
inla
nd
fishe
ries
reso
urce
s
14.2
Con
duct
soc
io-
econ
omic
mon
itorin
g pr
ogra
m4.
7
Ope
ratio
nal
effic
ienc
y
Enh
ance
or
gani
satio
nal
perfo
rman
ce
% s
trate
gy e
xecu
tion
The
exec
utio
n of
al
l yea
rly ta
rget
sIn
crem
enta
l0
100
100
100
100
100
Per
form
ance
im
prov
emen
t
Ref
orm
s in
itiat
ives
(p
ms,
bpr
,cha
rters
, de
cent
raliz
atio
n,et
c)
GS
% s
taff
satis
fact
ion
The
satis
fact
ion
of s
taff
mem
bers
in
term
s of
or
gani
satio
nal
lead
ersh
ip, w
ork
envi
ronm
ent
and
staf
f wel
l be
ing.
Incr
emen
tal
080
8590
9510
0H
r man
agem
ent
% c
itize
n sa
tisfa
ctio
n
The
perc
eptio
n of
citi
zens
in
term
s of
ser
vice
de
liver
y
Incr
emen
tal
050
5560
6570
Hr d
evel
opm
ent
Em
ploy
ee w
elln
ess
% c
ompl
ianc
e w
ith
OA
G s
tatu
tory
re
quire
men
ts
The
com
plia
nce
of b
udge
t ex
ecut
ion
in
acco
rdan
ce
all O
AG
re
quire
men
ts
Abs
olut
e97
9898
9899
100
Adm
inis
tratio
n
Fina
ncia
l m
anag
emen
t & a
udit
serv
ice
% k
ey s
ervi
ces
acce
ssib
le o
n lin
e
The
serv
ice
of IC
T w
hich
is
eas
ily
acce
ssib
le
Incr
emen
tal
100
Ict i
nfra
stru
ctur
e
Aux
iliar
y se
rvic
es
6.
MFM
R S
TRAT
EGIC
PLA
NN
ING
MAT
RIX
201
7/18
to 2
021/
22
14 Strategic Plan 2017/18 - 2021/22
MF
MR
ST
RA
TE
GIC
PL
AN
NIN
G M
AT
RIX
20
17
/18
TO
20
21
/22
Plan
ning
mat
rix
Des
ired
Out
com
ePi
llar
Stra
tegi
c O
bjec
tive
Key
Per
form
ance
In
dica
tor
(KPI
)
Indi
cato
r Definitio
nIn
dica
tor
Type
Bas
eLi
ne
Ann
ual T
arge
tsPr
ogra
mm
ePr
ojec
tB
udge
t (M
illio
n)R
es.
Uni
tY1
Y2Y3
Y4Y5
Ope
Dev
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e b
enefi
ts
equi
tabl
y
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
1.pr
ovid
e sc
ient
ific
advi
ce o
n th
e su
stai
nabl
e m
anag
emen
t of
the
mar
ine
ecos
yste
m
# of
SO
S
reco
mm
enda
tions
fo
r com
mer
cial
ly
expl
oite
d re
sour
ces
SO
S
man
agem
ent
repo
rtsA
bsol
ute
78
88
88
Sur
vey
& S
tock
A
sses
smen
t
Eco
syst
em re
sear
ch
403
RM
# of
sto
cks
whe
re
EB
M p
rinci
ples
are
im
plem
ente
dE
BM
prin
cipl
esA
bsol
ute
21
11
12
Reg
iona
l and
in
tern
atio
nal
colla
bora
tion
Effe
ctiv
e an
d ef
ficie
nt
deliv
ery
of
fishe
ries
mon
itorin
g,
cont
rol a
nd
surv
eilla
nce
serv
ices
2. E
nfor
ce
com
plia
nce
with
fish
erie
s le
gisl
atio
n
% re
duct
ion
of il
lega
l un
repo
rted
and
unre
gula
ted
(iuu)
fis
hing
act
iviti
es
with
in n
amib
ian
wat
er
Red
uctio
n of
ill
egal
fish
ing
activ
ities
in
nam
ibia
n w
ater
s
Dec
rem
enta
l27
%25
%23
%21
%19
%17
%
MC
S
Coa
stal
pat
rol
283.
043
.0
SU
R
% a
vaila
bilit
y of
pa
trol a
nd re
sear
ch
craf
t
Adm
inis
tratio
n,
man
ning
, pl
anni
ng,
mai
nten
ance
an
d re
pair
of p
atro
l &
rese
arch
cra
ft
Abs
olut
e80
%80
%80
%80
%80
%80
%M
aint
enan
ce &
ad
min
istra
tion
TS
By
2020
, na
mib
ia
will
hav
e im
plem
ente
d a
blue
eco
nom
y go
vern
ance
an
d m
anag
emen
t sy
stem
that
su
stai
nabl
y m
axim
izes
ec
onom
ic
bene
fits
from
mar
ine
reso
urce
s an
d en
sure
s eq
uita
ble
m
arin
e w
ealth
di
strib
utio
n fo
r al
l Nam
ibia
ns
Pol
icy
lega
l fra
mew
ork
3.en
sure
blu
e ec
onom
y re
gula
tion
fram
ewor
k
% o
f oce
an p
olic
y de
velo
ped
Blu
e ec
onom
y go
vern
ance
fra
mew
ork
in
plac
e
Incr
emen
tal
020
%40
%75
%85
%10
0%Le
gisl
atio
n an
d po
licy
coor
dina
tion
Reg
ulat
ory
fram
ewor
k (d
evel
opm
ent a
nd
revi
ew)
2
PP
E
% le
vel o
f rig
ht
hold
er p
erfo
rman
ce
Eva
luat
ion
of
right
hol
ders
pe
rform
ance
Incr
emen
tal
40%
45%
50%
55%
60%
65%
Valu
e ad
ditio
n an
d m
arke
t di
vers
ifica
tion
Eco
nom
ic re
sear
ch
and
bila
tera
l ne
gotia
tions
1
By
2022
, N
amib
ia to
be
the
key
fishe
ries
and
proc
essi
ng
hub
in th
e so
uth
wes
t A
tlant
ic o
cean
th
roug
h in
crea
sing
th
e vo
lum
e of
fis
h ha
ndle
d,
cann
ed o
r pr
oces
sed
in w
alvi
s ba
y cu
mul
ativ
ely
by 4
0%
Soc
io-
econ
omic
de
velo
pmen
t
4.im
prov
e
cont
ribut
ion
of v
alue
ad
ded
expo
rts
to n
atio
nal
econ
omy
% o
f hor
se m
acke
rel
fish
allo
cate
d fo
r va
lue
addi
tion
Valu
e ad
ditio
n ad
ded
on fi
sh
prod
ucts
Incr
emen
tal
5%5%
10%
20%
30%
40%
0.5
% o
f fish
tonn
age
valu
e ad
ded
onsh
ore
Valu
e ad
ditio
n cr
eate
d on
shor
eIn
crem
enta
l40
%48
%56
%64
%72
%80
%0.
5
# of
pro
duct
ion
line
adde
dP
rodu
ctio
n lin
es
adde
dab
solu
te14
02
(2)
(2)
(2)
(2)
0.5
% o
f fee
s co
ntrib
utio
n to
sta
te
reve
nue
Res
ourc
e re
nt
cont
ribut
ion
to
the
nam
ibia
n ec
onom
y
Abs
olut
e (-
)95
%10
0%10
0%10
0%10
0%10
0%0.
5
# of
sta
tistic
al re
port
com
pile
dA
ccou
nts
Sta
tistic
al d
ata
on la
ndin
gs
prod
uced
Abs
olut
e25
55
55
5S
tatis
tics
Sta
tistic
al a
naly
sis
5.in
crea
se
empl
oym
ent
crea
tion
in th
e fis
hing
sec
tor
# of
incr
ease
job
crea
tion
in th
e fis
hing
sec
tor
coor
dina
ted.
Em
ploy
men
t re
port
com
pile
dIn
crem
enta
l3
11
11
1E
mpl
oym
ent
crea
tion
Em
ploy
men
t cre
atio
n1
Pro
mot
ion
of
aqua
cultu
re
# of
man
agem
ent
mea
sure
s de
velo
ped
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e fre
shw
ater
aq
uacu
lture
ef
ficie
ncy
Abs
olut
e1
55
55
5Fr
eshw
ater
aq
uacu
lture
Ope
ratio
n an
d m
aint
enan
ce o
f aq
uacu
lture
cen
tres
47
AQ
Res
earc
h of
su
stai
nabl
e aq
uacu
lture
pr
oduc
tion
11 .8
Fish
feed
and
see
d pr
oduc
tion
11.8
Pro
visi
on o
f ex
tens
ion
serv
ices
23.6
Trai
ning
of s
taff
9.4
# m
anag
emen
t m
easu
res
deve
lope
d
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e m
aric
ultu
re
effic
ienc
y
Abs
olut
e3
11
11
1M
aric
ultu
re
Con
duct
wat
er
qual
ity m
onito
ring
prog
ram
11.8
Con
duct
aqu
atic
an
imal
hea
lth
and
phyt
osan
itory
pr
ogra
m
11.8
Res
earc
h to
impr
ove
cons
erva
tion
and
sust
aina
ble
use
of
biod
iver
sity
11.8
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e be
nefit
s eq
uita
bly.
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
% p
rogr
ess
mad
e to
war
d th
e de
velo
pmen
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Dev
elop
men
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Incr
emen
tal
0%10
2030
4050
Mas
ter p
lan
Est
ablis
h na
tiona
l aq
uatic
ani
mal
he
alth
pro
gram
9.4
# of
new
rese
arch
pr
ojec
ts d
evel
oped
Res
earc
h pr
ojec
t do
cum
ents
00
10
11
Impl
emen
tatio
n of
the
shel
lfish
sa
nita
tion
prog
ram
9.4
# of
regi
onal
an
d in
tern
atio
nal
rese
arch
pa
rtner
ship
s de
velo
ped
Col
labo
ratio
ns
esta
blis
hed
(mou
)0
01
01
1Lo
cal,
regi
onal
an
d in
tern
atio
nal
partn
ersh
ips
4.7
# of
man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
Man
agem
ent
mea
sure
s de
velo
ped
40
11
11
Inla
nd fi
sher
ies
Con
duct
nat
iona
l in
land
wat
er s
urve
y pr
ogra
m35
.4
Res
earc
h to
im
prov
e kn
owle
dge
for s
usta
inab
le
utili
zatio
n of
inla
nd
fishe
ries
reso
urce
s
14.2
Con
duct
soc
io-
econ
omic
mon
itorin
g pr
ogra
m4.
7
Ope
ratio
nal
effic
ienc
y
Enh
ance
or
gani
satio
nal
perfo
rman
ce
% s
trate
gy e
xecu
tion
The
exec
utio
n of
al
l yea
rly ta
rget
sIn
crem
enta
l0
100
100
100
100
100
Per
form
ance
im
prov
emen
t
Ref
orm
s in
itiat
ives
(p
ms,
bpr
,cha
rters
, de
cent
raliz
atio
n,et
c)
GS
% s
taff
satis
fact
ion
The
satis
fact
ion
of s
taff
mem
bers
in
term
s of
or
gani
satio
nal
lead
ersh
ip, w
ork
envi
ronm
ent
and
staf
f wel
l be
ing.
Incr
emen
tal
080
8590
9510
0H
r man
agem
ent
% c
itize
n sa
tisfa
ctio
n
The
perc
eptio
n of
citi
zens
in
term
s of
ser
vice
de
liver
y
Incr
emen
tal
050
5560
6570
Hr d
evel
opm
ent
Em
ploy
ee w
elln
ess
% c
ompl
ianc
e w
ith
OA
G s
tatu
tory
re
quire
men
ts
The
com
plia
nce
of b
udge
t ex
ecut
ion
in
acco
rdan
ce
all O
AG
re
quire
men
ts
Abs
olut
e97
9898
9899
100
Adm
inis
tratio
n
Fina
ncia
l m
anag
emen
t & a
udit
serv
ice
% k
ey s
ervi
ces
acce
ssib
le o
n lin
e
The
serv
ice
of IC
T w
hich
is
eas
ily
acce
ssib
le
Incr
emen
tal
100
Ict i
nfra
stru
ctur
e
Aux
iliar
y se
rvic
es
MF
MR
ST
RA
TE
GIC
PL
AN
NIN
G M
AT
RIX
20
17
/18
TO
20
21
/22
Plan
ning
mat
rix
Des
ired
Out
com
ePi
llar
Stra
tegi
c O
bjec
tive
Key
Per
form
ance
In
dica
tor
(KPI
)
Indi
cato
r Definitio
nIn
dica
tor
Type
Bas
eLi
ne
Ann
ual T
arge
tsPr
ogra
mm
ePr
ojec
tB
udge
t (M
illio
n)R
es.
Uni
tY1
Y2Y3
Y4Y5
Ope
Dev
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e b
enefi
ts
equi
tabl
y
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
1.pr
ovid
e sc
ient
ific
advi
ce o
n th
e su
stai
nabl
e m
anag
emen
t of
the
mar
ine
ecos
yste
m
# of
SO
S
reco
mm
enda
tions
fo
r com
mer
cial
ly
expl
oite
d re
sour
ces
SO
S
man
agem
ent
repo
rtsA
bsol
ute
78
88
88
Sur
vey
& S
tock
A
sses
smen
t
Eco
syst
em re
sear
ch
403
RM
# of
sto
cks
whe
re
EB
M p
rinci
ples
are
im
plem
ente
dE
BM
prin
cipl
esA
bsol
ute
21
11
12
Reg
iona
l and
in
tern
atio
nal
colla
bora
tion
Effe
ctiv
e an
d ef
ficie
nt
deliv
ery
of
fishe
ries
mon
itorin
g,
cont
rol a
nd
surv
eilla
nce
serv
ices
2. E
nfor
ce
com
plia
nce
with
fish
erie
s le
gisl
atio
n
% re
duct
ion
of il
lega
l un
repo
rted
and
unre
gula
ted
(iuu)
fis
hing
act
iviti
es
with
in n
amib
ian
wat
er
Red
uctio
n of
ill
egal
fish
ing
activ
ities
in
nam
ibia
n w
ater
s
Dec
rem
enta
l27
%25
%23
%21
%19
%17
%
MC
S
Coa
stal
pat
rol
283.
043
.0
SU
R
% a
vaila
bilit
y of
pa
trol a
nd re
sear
ch
craf
t
Adm
inis
tratio
n,
man
ning
, pl
anni
ng,
mai
nten
ance
an
d re
pair
of p
atro
l &
rese
arch
cra
ft
Abs
olut
e80
%80
%80
%80
%80
%80
%M
aint
enan
ce &
ad
min
istra
tion
TS
By
2020
, na
mib
ia
will
hav
e im
plem
ente
d a
blue
eco
nom
y go
vern
ance
an
d m
anag
emen
t sy
stem
that
su
stai
nabl
y m
axim
izes
ec
onom
ic
bene
fits
from
mar
ine
reso
urce
s an
d en
sure
s eq
uita
ble
m
arin
e w
ealth
di
strib
utio
n fo
r al
l Nam
ibia
ns
Pol
icy
lega
l fra
mew
ork
3.en
sure
blu
e ec
onom
y re
gula
tion
fram
ewor
k
% o
f oce
an p
olic
y de
velo
ped
Blu
e ec
onom
y go
vern
ance
fra
mew
ork
in
plac
e
Incr
emen
tal
020
%40
%75
%85
%10
0%Le
gisl
atio
n an
d po
licy
coor
dina
tion
Reg
ulat
ory
fram
ewor
k (d
evel
opm
ent a
nd
revi
ew)
2
PP
E
% le
vel o
f rig
ht
hold
er p
erfo
rman
ce
Eva
luat
ion
of
right
hol
ders
pe
rform
ance
Incr
emen
tal
40%
45%
50%
55%
60%
65%
Valu
e ad
ditio
n an
d m
arke
t di
vers
ifica
tion
Eco
nom
ic re
sear
ch
and
bila
tera
l ne
gotia
tions
1
By
2022
, N
amib
ia to
be
the
key
fishe
ries
and
proc
essi
ng
hub
in th
e so
uth
wes
t A
tlant
ic o
cean
th
roug
h in
crea
sing
th
e vo
lum
e of
fis
h ha
ndle
d,
cann
ed o
r pr
oces
sed
in w
alvi
s ba
y cu
mul
ativ
ely
by 4
0%
Soc
io-
econ
omic
de
velo
pmen
t
4.im
prov
e
cont
ribut
ion
of v
alue
ad
ded
expo
rts
to n
atio
nal
econ
omy
% o
f hor
se m
acke
rel
fish
allo
cate
d fo
r va
lue
addi
tion
Valu
e ad
ditio
n ad
ded
on fi
sh
prod
ucts
Incr
emen
tal
5%5%
10%
20%
30%
40%
0.5
% o
f fish
tonn
age
valu
e ad
ded
onsh
ore
Valu
e ad
ditio
n cr
eate
d on
shor
eIn
crem
enta
l40
%48
%56
%64
%72
%80
%0.
5
# of
pro
duct
ion
line
adde
dP
rodu
ctio
n lin
es
adde
dab
solu
te14
02
(2)
(2)
(2)
(2)
0.5
% o
f fee
s co
ntrib
utio
n to
sta
te
reve
nue
Res
ourc
e re
nt
cont
ribut
ion
to
the
nam
ibia
n ec
onom
y
Abs
olut
e (-
)95
%10
0%10
0%10
0%10
0%10
0%0.
5
# of
sta
tistic
al re
port
com
pile
dA
ccou
nts
Sta
tistic
al d
ata
on la
ndin
gs
prod
uced
Abs
olut
e25
55
55
5S
tatis
tics
Sta
tistic
al a
naly
sis
5.in
crea
se
empl
oym
ent
crea
tion
in th
e fis
hing
sec
tor
# of
incr
ease
job
crea
tion
in th
e fis
hing
sec
tor
coor
dina
ted.
Em
ploy
men
t re
port
com
pile
dIn
crem
enta
l3
11
11
1E
mpl
oym
ent
crea
tion
Em
ploy
men
t cre
atio
n1
Pro
mot
ion
of
aqua
cultu
re
# of
man
agem
ent
mea
sure
s de
velo
ped
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e fre
shw
ater
aq
uacu
lture
ef
ficie
ncy
Abs
olut
e1
55
55
5Fr
eshw
ater
aq
uacu
lture
Ope
ratio
n an
d m
aint
enan
ce o
f aq
uacu
lture
cen
tres
47
AQ
Res
earc
h of
su
stai
nabl
e aq
uacu
lture
pr
oduc
tion
11 .8
Fish
feed
and
see
d pr
oduc
tion
11.8
Pro
visi
on o
f ex
tens
ion
serv
ices
23.6
Trai
ning
of s
taff
9.4
# m
anag
emen
t m
easu
res
deve
lope
d
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e m
aric
ultu
re
effic
ienc
y
Abs
olut
e3
11
11
1M
aric
ultu
re
Con
duct
wat
er
qual
ity m
onito
ring
prog
ram
11.8
Con
duct
aqu
atic
an
imal
hea
lth
and
phyt
osan
itory
pr
ogra
m
11.8
Res
earc
h to
impr
ove
cons
erva
tion
and
sust
aina
ble
use
of
biod
iver
sity
11.8
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e be
nefit
s eq
uita
bly.
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
% p
rogr
ess
mad
e to
war
d th
e de
velo
pmen
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Dev
elop
men
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Incr
emen
tal
0%10
2030
4050
Mas
ter p
lan
Est
ablis
h na
tiona
l aq
uatic
ani
mal
he
alth
pro
gram
9.4
# of
new
rese
arch
pr
ojec
ts d
evel
oped
Res
earc
h pr
ojec
t do
cum
ents
00
10
11
Impl
emen
tatio
n of
the
shel
lfish
sa
nita
tion
prog
ram
9.4
# of
regi
onal
an
d in
tern
atio
nal
rese
arch
pa
rtner
ship
s de
velo
ped
Col
labo
ratio
ns
esta
blis
hed
(mou
)0
01
01
1Lo
cal,
regi
onal
an
d in
tern
atio
nal
partn
ersh
ips
4.7
# of
man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
Man
agem
ent
mea
sure
s de
velo
ped
40
11
11
Inla
nd fi
sher
ies
Con
duct
nat
iona
l in
land
wat
er s
urve
y pr
ogra
m35
.4
Res
earc
h to
im
prov
e kn
owle
dge
for s
usta
inab
le
utili
zatio
n of
inla
nd
fishe
ries
reso
urce
s
14.2
Con
duct
soc
io-
econ
omic
mon
itorin
g pr
ogra
m4.
7
Ope
ratio
nal
effic
ienc
y
Enh
ance
or
gani
satio
nal
perfo
rman
ce
% s
trate
gy e
xecu
tion
The
exec
utio
n of
al
l yea
rly ta
rget
sIn
crem
enta
l0
100
100
100
100
100
Per
form
ance
im
prov
emen
t
Ref
orm
s in
itiat
ives
(p
ms,
bpr
,cha
rters
, de
cent
raliz
atio
n,et
c)
GS
% s
taff
satis
fact
ion
The
satis
fact
ion
of s
taff
mem
bers
in
term
s of
or
gani
satio
nal
lead
ersh
ip, w
ork
envi
ronm
ent
and
staf
f wel
l be
ing.
Incr
emen
tal
080
8590
9510
0H
r man
agem
ent
% c
itize
n sa
tisfa
ctio
n
The
perc
eptio
n of
citi
zens
in
term
s of
ser
vice
de
liver
y
Incr
emen
tal
050
5560
6570
Hr d
evel
opm
ent
Em
ploy
ee w
elln
ess
% c
ompl
ianc
e w
ith
OA
G s
tatu
tory
re
quire
men
ts
The
com
plia
nce
of b
udge
t ex
ecut
ion
in
acco
rdan
ce
all O
AG
re
quire
men
ts
Abs
olut
e97
9898
9899
100
Adm
inis
tratio
n
Fina
ncia
l m
anag
emen
t & a
udit
serv
ice
% k
ey s
ervi
ces
acce
ssib
le o
n lin
e
The
serv
ice
of IC
T w
hich
is
eas
ily
acce
ssib
le
Incr
emen
tal
100
Ict i
nfra
stru
ctur
e
Aux
iliar
y se
rvic
es
Strategic Plan 2017/18 - 2021/22 15
MF
MR
ST
RA
TE
GIC
PL
AN
NIN
G M
AT
RIX
20
17
/18
TO
20
21
/22
Plan
ning
mat
rix
Des
ired
Out
com
ePi
llar
Stra
tegi
c O
bjec
tive
Key
Per
form
ance
In
dica
tor
(KPI
)
Indi
cato
r Definitio
nIn
dica
tor
Type
Bas
eLi
ne
Ann
ual T
arge
tsPr
ogra
mm
ePr
ojec
tB
udge
t (M
illio
n)R
es.
Uni
tY1
Y2Y3
Y4Y5
Ope
Dev
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e b
enefi
ts
equi
tabl
y
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
1.pr
ovid
e sc
ient
ific
advi
ce o
n th
e su
stai
nabl
e m
anag
emen
t of
the
mar
ine
ecos
yste
m
# of
SO
S
reco
mm
enda
tions
fo
r com
mer
cial
ly
expl
oite
d re
sour
ces
SO
S
man
agem
ent
repo
rtsA
bsol
ute
78
88
88
Sur
vey
& S
tock
A
sses
smen
t
Eco
syst
em re
sear
ch
403
RM
# of
sto
cks
whe
re
EB
M p
rinci
ples
are
im
plem
ente
dE
BM
prin
cipl
esA
bsol
ute
21
11
12
Reg
iona
l and
in
tern
atio
nal
colla
bora
tion
Effe
ctiv
e an
d ef
ficie
nt
deliv
ery
of
fishe
ries
mon
itorin
g,
cont
rol a
nd
surv
eilla
nce
serv
ices
2. E
nfor
ce
com
plia
nce
with
fish
erie
s le
gisl
atio
n
% re
duct
ion
of il
lega
l un
repo
rted
and
unre
gula
ted
(iuu)
fis
hing
act
iviti
es
with
in n
amib
ian
wat
er
Red
uctio
n of
ill
egal
fish
ing
activ
ities
in
nam
ibia
n w
ater
s
Dec
rem
enta
l27
%25
%23
%21
%19
%17
%
MC
S
Coa
stal
pat
rol
283.
043
.0
SU
R
% a
vaila
bilit
y of
pa
trol a
nd re
sear
ch
craf
t
Adm
inis
tratio
n,
man
ning
, pl
anni
ng,
mai
nten
ance
an
d re
pair
of p
atro
l &
rese
arch
cra
ft
Abs
olut
e80
%80
%80
%80
%80
%80
%M
aint
enan
ce &
ad
min
istra
tion
TS
By
2020
, na
mib
ia
will
hav
e im
plem
ente
d a
blue
eco
nom
y go
vern
ance
an
d m
anag
emen
t sy
stem
that
su
stai
nabl
y m
axim
izes
ec
onom
ic
bene
fits
from
mar
ine
reso
urce
s an
d en
sure
s eq
uita
ble
m
arin
e w
ealth
di
strib
utio
n fo
r al
l Nam
ibia
ns
Pol
icy
lega
l fra
mew
ork
3.en
sure
blu
e ec
onom
y re
gula
tion
fram
ewor
k
% o
f oce
an p
olic
y de
velo
ped
Blu
e ec
onom
y go
vern
ance
fra
mew
ork
in
plac
e
Incr
emen
tal
020
%40
%75
%85
%10
0%Le
gisl
atio
n an
d po
licy
coor
dina
tion
Reg
ulat
ory
fram
ewor
k (d
evel
opm
ent a
nd
revi
ew)
2
PP
E
% le
vel o
f rig
ht
hold
er p
erfo
rman
ce
Eva
luat
ion
of
right
hol
ders
pe
rform
ance
Incr
emen
tal
40%
45%
50%
55%
60%
65%
Valu
e ad
ditio
n an
d m
arke
t di
vers
ifica
tion
Eco
nom
ic re
sear
ch
and
bila
tera
l ne
gotia
tions
1
By
2022
, N
amib
ia to
be
the
key
fishe
ries
and
proc
essi
ng
hub
in th
e so
uth
wes
t A
tlant
ic o
cean
th
roug
h in
crea
sing
th
e vo
lum
e of
fis
h ha
ndle
d,
cann
ed o
r pr
oces
sed
in w
alvi
s ba
y cu
mul
ativ
ely
by 4
0%
Soc
io-
econ
omic
de
velo
pmen
t
4.im
prov
e
cont
ribut
ion
of v
alue
ad
ded
expo
rts
to n
atio
nal
econ
omy
% o
f hor
se m
acke
rel
fish
allo
cate
d fo
r va
lue
addi
tion
Valu
e ad
ditio
n ad
ded
on fi
sh
prod
ucts
Incr
emen
tal
5%5%
10%
20%
30%
40%
0.5
% o
f fish
tonn
age
valu
e ad
ded
onsh
ore
Valu
e ad
ditio
n cr
eate
d on
shor
eIn
crem
enta
l40
%48
%56
%64
%72
%80
%0.
5
# of
pro
duct
ion
line
adde
dP
rodu
ctio
n lin
es
adde
dab
solu
te14
02
(2)
(2)
(2)
(2)
0.5
% o
f fee
s co
ntrib
utio
n to
sta
te
reve
nue
Res
ourc
e re
nt
cont
ribut
ion
to
the
nam
ibia
n ec
onom
y
Abs
olut
e (-
)95
%10
0%10
0%10
0%10
0%10
0%0.
5
# of
sta
tistic
al re
port
com
pile
dA
ccou
nts
Sta
tistic
al d
ata
on la
ndin
gs
prod
uced
Abs
olut
e25
55
55
5S
tatis
tics
Sta
tistic
al a
naly
sis
5.in
crea
se
empl
oym
ent
crea
tion
in th
e fis
hing
sec
tor
# of
incr
ease
job
crea
tion
in th
e fis
hing
sec
tor
coor
dina
ted.
Em
ploy
men
t re
port
com
pile
dIn
crem
enta
l3
11
11
1E
mpl
oym
ent
crea
tion
Em
ploy
men
t cre
atio
n1
Pro
mot
ion
of
aqua
cultu
re
# of
man
agem
ent
mea
sure
s de
velo
ped
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e fre
shw
ater
aq
uacu
lture
ef
ficie
ncy
Abs
olut
e1
55
55
5Fr
eshw
ater
aq
uacu
lture
Ope
ratio
n an
d m
aint
enan
ce o
f aq
uacu
lture
cen
tres
47
AQ
Res
earc
h of
su
stai
nabl
e aq
uacu
lture
pr
oduc
tion
11 .8
Fish
feed
and
see
d pr
oduc
tion
11.8
Pro
visi
on o
f ex
tens
ion
serv
ices
23.6
Trai
ning
of s
taff
9.4
# m
anag
emen
t m
easu
res
deve
lope
d
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e m
aric
ultu
re
effic
ienc
y
Abs
olut
e3
11
11
1M
aric
ultu
re
Con
duct
wat
er
qual
ity m
onito
ring
prog
ram
11.8
Con
duct
aqu
atic
an
imal
hea
lth
and
phyt
osan
itory
pr
ogra
m
11.8
Res
earc
h to
impr
ove
cons
erva
tion
and
sust
aina
ble
use
of
biod
iver
sity
11.8
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e be
nefit
s eq
uita
bly.
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
% p
rogr
ess
mad
e to
war
d th
e de
velo
pmen
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Dev
elop
men
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Incr
emen
tal
0%10
2030
4050
Mas
ter p
lan
Est
ablis
h na
tiona
l aq
uatic
ani
mal
he
alth
pro
gram
9.4
# of
new
rese
arch
pr
ojec
ts d
evel
oped
Res
earc
h pr
ojec
t do
cum
ents
00
10
11
Impl
emen
tatio
n of
the
shel
lfish
sa
nita
tion
prog
ram
9.4
# of
regi
onal
an
d in
tern
atio
nal
rese
arch
pa
rtner
ship
s de
velo
ped
Col
labo
ratio
ns
esta
blis
hed
(mou
)0
01
01
1Lo
cal,
regi
onal
an
d in
tern
atio
nal
partn
ersh
ips
4.7
# of
man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
Man
agem
ent
mea
sure
s de
velo
ped
40
11
11
Inla
nd fi
sher
ies
Con
duct
nat
iona
l in
land
wat
er s
urve
y pr
ogra
m35
.4
Res
earc
h to
im
prov
e kn
owle
dge
for s
usta
inab
le
utili
zatio
n of
inla
nd
fishe
ries
reso
urce
s
14.2
Con
duct
soc
io-
econ
omic
mon
itorin
g pr
ogra
m4.
7
Ope
ratio
nal
effic
ienc
y
Enh
ance
or
gani
satio
nal
perfo
rman
ce
% s
trate
gy e
xecu
tion
The
exec
utio
n of
al
l yea
rly ta
rget
sIn
crem
enta
l0
100
100
100
100
100
Per
form
ance
im
prov
emen
t
Ref
orm
s in
itiat
ives
(p
ms,
bpr
,cha
rters
, de
cent
raliz
atio
n,et
c)
GS
% s
taff
satis
fact
ion
The
satis
fact
ion
of s
taff
mem
bers
in
term
s of
or
gani
satio
nal
lead
ersh
ip, w
ork
envi
ronm
ent
and
staf
f wel
l be
ing.
Incr
emen
tal
080
8590
9510
0H
r man
agem
ent
% c
itize
n sa
tisfa
ctio
n
The
perc
eptio
n of
citi
zens
in
term
s of
ser
vice
de
liver
y
Incr
emen
tal
050
5560
6570
Hr d
evel
opm
ent
Em
ploy
ee w
elln
ess
% c
ompl
ianc
e w
ith
OA
G s
tatu
tory
re
quire
men
ts
The
com
plia
nce
of b
udge
t ex
ecut
ion
in
acco
rdan
ce
all O
AG
re
quire
men
ts
Abs
olut
e97
9898
9899
100
Adm
inis
tratio
n
Fina
ncia
l m
anag
emen
t & a
udit
serv
ice
% k
ey s
ervi
ces
acce
ssib
le o
n lin
e
The
serv
ice
of IC
T w
hich
is
eas
ily
acce
ssib
le
Incr
emen
tal
100
Ict i
nfra
stru
ctur
e
Aux
iliar
y se
rvic
es
MF
MR
ST
RA
TE
GIC
PL
AN
NIN
G M
AT
RIX
20
17
/18
TO
20
21
/22
Plan
ning
mat
rix
Des
ired
Out
com
ePi
llar
Stra
tegi
c O
bjec
tive
Key
Per
form
ance
In
dica
tor
(KPI
)
Indi
cato
r Definitio
nIn
dica
tor
Type
Bas
eLi
ne
Ann
ual T
arge
tsPr
ogra
mm
ePr
ojec
tB
udge
t (M
illio
n)R
es.
Uni
tY1
Y2Y3
Y4Y5
Ope
Dev
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e b
enefi
ts
equi
tabl
y
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
1.pr
ovid
e sc
ient
ific
advi
ce o
n th
e su
stai
nabl
e m
anag
emen
t of
the
mar
ine
ecos
yste
m
# of
SO
S
reco
mm
enda
tions
fo
r com
mer
cial
ly
expl
oite
d re
sour
ces
SO
S
man
agem
ent
repo
rtsA
bsol
ute
78
88
88
Sur
vey
& S
tock
A
sses
smen
t
Eco
syst
em re
sear
ch
403
RM
# of
sto
cks
whe
re
EB
M p
rinci
ples
are
im
plem
ente
dE
BM
prin
cipl
esA
bsol
ute
21
11
12
Reg
iona
l and
in
tern
atio
nal
colla
bora
tion
Effe
ctiv
e an
d ef
ficie
nt
deliv
ery
of
fishe
ries
mon
itorin
g,
cont
rol a
nd
surv
eilla
nce
serv
ices
2. E
nfor
ce
com
plia
nce
with
fish
erie
s le
gisl
atio
n
% re
duct
ion
of il
lega
l un
repo
rted
and
unre
gula
ted
(iuu)
fis
hing
act
iviti
es
with
in n
amib
ian
wat
er
Red
uctio
n of
ill
egal
fish
ing
activ
ities
in
nam
ibia
n w
ater
s
Dec
rem
enta
l27
%25
%23
%21
%19
%17
%
MC
S
Coa
stal
pat
rol
283.
043
.0
SU
R
% a
vaila
bilit
y of
pa
trol a
nd re
sear
ch
craf
t
Adm
inis
tratio
n,
man
ning
, pl
anni
ng,
mai
nten
ance
an
d re
pair
of p
atro
l &
rese
arch
cra
ft
Abs
olut
e80
%80
%80
%80
%80
%80
%M
aint
enan
ce &
ad
min
istra
tion
TS
By
2020
, na
mib
ia
will
hav
e im
plem
ente
d a
blue
eco
nom
y go
vern
ance
an
d m
anag
emen
t sy
stem
that
su
stai
nabl
y m
axim
izes
ec
onom
ic
bene
fits
from
mar
ine
reso
urce
s an
d en
sure
s eq
uita
ble
m
arin
e w
ealth
di
strib
utio
n fo
r al
l Nam
ibia
ns
Pol
icy
lega
l fra
mew
ork
3.en
sure
blu
e ec
onom
y re
gula
tion
fram
ewor
k
% o
f oce
an p
olic
y de
velo
ped
Blu
e ec
onom
y go
vern
ance
fra
mew
ork
in
plac
e
Incr
emen
tal
020
%40
%75
%85
%10
0%Le
gisl
atio
n an
d po
licy
coor
dina
tion
Reg
ulat
ory
fram
ewor
k (d
evel
opm
ent a
nd
revi
ew)
2
PP
E
% le
vel o
f rig
ht
hold
er p
erfo
rman
ce
Eva
luat
ion
of
right
hol
ders
pe
rform
ance
Incr
emen
tal
40%
45%
50%
55%
60%
65%
Valu
e ad
ditio
n an
d m
arke
t di
vers
ifica
tion
Eco
nom
ic re
sear
ch
and
bila
tera
l ne
gotia
tions
1
By
2022
, N
amib
ia to
be
the
key
fishe
ries
and
proc
essi
ng
hub
in th
e so
uth
wes
t A
tlant
ic o
cean
th
roug
h in
crea
sing
th
e vo
lum
e of
fis
h ha
ndle
d,
cann
ed o
r pr
oces
sed
in w
alvi
s ba
y cu
mul
ativ
ely
by 4
0%
Soc
io-
econ
omic
de
velo
pmen
t
4.im
prov
e
cont
ribut
ion
of v
alue
ad
ded
expo
rts
to n
atio
nal
econ
omy
% o
f hor
se m
acke
rel
fish
allo
cate
d fo
r va
lue
addi
tion
Valu
e ad
ditio
n ad
ded
on fi
sh
prod
ucts
Incr
emen
tal
5%5%
10%
20%
30%
40%
0.5
% o
f fish
tonn
age
valu
e ad
ded
onsh
ore
Valu
e ad
ditio
n cr
eate
d on
shor
eIn
crem
enta
l40
%48
%56
%64
%72
%80
%0.
5
# of
pro
duct
ion
line
adde
dP
rodu
ctio
n lin
es
adde
dab
solu
te14
02
(2)
(2)
(2)
(2)
0.5
% o
f fee
s co
ntrib
utio
n to
sta
te
reve
nue
Res
ourc
e re
nt
cont
ribut
ion
to
the
nam
ibia
n ec
onom
y
Abs
olut
e (-
)95
%10
0%10
0%10
0%10
0%10
0%0.
5
# of
sta
tistic
al re
port
com
pile
dA
ccou
nts
Sta
tistic
al d
ata
on la
ndin
gs
prod
uced
Abs
olut
e25
55
55
5S
tatis
tics
Sta
tistic
al a
naly
sis
5.in
crea
se
empl
oym
ent
crea
tion
in th
e fis
hing
sec
tor
# of
incr
ease
job
crea
tion
in th
e fis
hing
sec
tor
coor
dina
ted.
Em
ploy
men
t re
port
com
pile
dIn
crem
enta
l3
11
11
1E
mpl
oym
ent
crea
tion
Em
ploy
men
t cre
atio
n1
Pro
mot
ion
of
aqua
cultu
re
# of
man
agem
ent
mea
sure
s de
velo
ped
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e fre
shw
ater
aq
uacu
lture
ef
ficie
ncy
Abs
olut
e1
55
55
5Fr
eshw
ater
aq
uacu
lture
Ope
ratio
n an
d m
aint
enan
ce o
f aq
uacu
lture
cen
tres
47
AQ
Res
earc
h of
su
stai
nabl
e aq
uacu
lture
pr
oduc
tion
11 .8
Fish
feed
and
see
d pr
oduc
tion
11.8
Pro
visi
on o
f ex
tens
ion
serv
ices
23.6
Trai
ning
of s
taff
9.4
# m
anag
emen
t m
easu
res
deve
lope
d
Man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
to im
prov
e m
aric
ultu
re
effic
ienc
y
Abs
olut
e3
11
11
1M
aric
ultu
re
Con
duct
wat
er
qual
ity m
onito
ring
prog
ram
11.8
Con
duct
aqu
atic
an
imal
hea
lth
and
phyt
osan
itory
pr
ogra
m
11.8
Res
earc
h to
impr
ove
cons
erva
tion
and
sust
aina
ble
use
of
biod
iver
sity
11.8
By
2022
, to
ach
ieve
si
gnifi
cant
su
stai
nabl
e an
d ef
ficie
nt
utili
zatio
n of
nat
ural
re
sour
ces,
m
axim
ize
and
shar
e th
e be
nefit
s eq
uita
bly.
Fish
erie
s an
d aq
uatic
re
sour
ces
man
agem
ent
% p
rogr
ess
mad
e to
war
d th
e de
velo
pmen
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Dev
elop
men
t of
natio
nal a
quat
ic
anim
al h
ealth
st
rate
gy
Incr
emen
tal
0%10
2030
4050
Mas
ter p
lan
Est
ablis
h na
tiona
l aq
uatic
ani
mal
he
alth
pro
gram
9.4
# of
new
rese
arch
pr
ojec
ts d
evel
oped
Res
earc
h pr
ojec
t do
cum
ents
00
10
11
Impl
emen
tatio
n of
the
shel
lfish
sa
nita
tion
prog
ram
9.4
# of
regi
onal
an
d in
tern
atio
nal
rese
arch
pa
rtner
ship
s de
velo
ped
Col
labo
ratio
ns
esta
blis
hed
(mou
)0
01
01
1Lo
cal,
regi
onal
an
d in
tern
atio
nal
partn
ersh
ips
4.7
# of
man
agem
ent
mea
sure
s de
velo
ped
and
impl
emen
ted
Man
agem
ent
mea
sure
s de
velo
ped
40
11
11
Inla
nd fi
sher
ies
Con
duct
nat
iona
l in
land
wat
er s
urve
y pr
ogra
m35
.4
Res
earc
h to
im
prov
e kn
owle
dge
for s
usta
inab
le
utili
zatio
n of
inla
nd
fishe
ries
reso
urce
s
14.2
Con
duct
soc
io-
econ
omic
mon
itorin
g pr
ogra
m4.
7
Ope
ratio
nal
effic
ienc
y
Enh
ance
or
gani
satio
nal
perfo
rman
ce
% s
trate
gy e
xecu
tion
The
exec
utio
n of
al
l yea
rly ta
rget
sIn
crem
enta
l0
100
100
100
100
100
Per
form
ance
im
prov
emen
t
Ref
orm
s in
itiat
ives
(p
ms,
bpr
,cha
rters
, de
cent
raliz
atio
n,et
c)
GS
% s
taff
satis
fact
ion
The
satis
fact
ion
of s
taff
mem
bers
in
term
s of
or
gani
satio
nal
lead
ersh
ip, w
ork
envi
ronm
ent
and
staf
f wel
l be
ing.
Incr
emen
tal
080
8590
9510
0H
r man
agem
ent
% c
itize
n sa
tisfa
ctio
n
The
perc
eptio
n of
citi
zens
in
term
s of
ser
vice
de
liver
y
Incr
emen
tal
050
5560
6570
Hr d
evel
opm
ent
Em
ploy
ee w
elln
ess
% c
ompl
ianc
e w
ith
OA
G s
tatu
tory
re
quire
men
ts
The
com
plia
nce
of b
udge
t ex
ecut
ion
in
acco
rdan
ce
all O
AG
re
quire
men
ts
Abs
olut
e97
9898
9899
100
Adm
inis
tratio
n
Fina
ncia
l m
anag
emen
t & a
udit
serv
ice
% k
ey s
ervi
ces
acce
ssib
le o
n lin
e
The
serv
ice
of IC
T w
hich
is
eas
ily
acce
ssib
le
Incr
emen
tal
100
Ict i
nfra
stru
ctur
e
Aux
iliar
y se
rvic
es
16
16 Strategic Plan 2017/18 - 2021/22
7. RISK ASSESSMENT• There is a need to identify possible mechanisms of mobilising resources necessary to meet
the costs of the Ministry’s mandatory and statutory activities.• There is a need to strengthen market research and market facilitation as essential
componentsofthesocio-economicactivities.• The next strategic plan should include measurable indicators on value addition, and
strengtheningofofficialcontrolsystemsnecessary to facilitatemarketaccess invariousexport destinations.
• MFMRneedstostrengthenitsscientificandeconomicresearchcapacitytofacilitateinformedpolicy decision processes, especially on TAC setting and resource rent maximization.
• There is a need to develop more sustainable and cost effective mechanisms of promoting aquaculture development, and devise facilities to ensure large scale aquaculture development.
• The Ministry will need to develop mechanisms for sustainable financing of monitoring,control and surveillance activities, while ensuring that IUU activities are maintained at negligible levels.
• The next strategic plan should fully mainstream performance appraisals in line with the newly introduced performance agreements system.
• Review committee noted that there is a need to seriously consider the appointment of ministerial implementation committee to monitor and evaluate the plan. In addition, review committee also recommend feedback from OPM.
8. CRITICAL SUCCESS FACTORWhat can the MFMR do to ensure success with the implementation of its strategic plan, therefore MFMR critical success factors for successful strategic plan implementation are outline below for regular consideration.
• Leadership:thestrategicplansuccessdependsontheabilityoftheleadershiptoinfluencetheir followers to willingly travel on the journey of implementing the strategic objectives. Leadership should lead by example and ensure that strategic plan is monitored, reported and result are achieved.
• Understanding and buy in of the strategic plan by management• Sufficientbudgettosupportidentifiedprogrammes• Infrastructure in place and all necessary equipment to facilitate the implementation of the
strategic objectives• Transport facilities available• Basic competencies and skill available• Effective communication• Balance Structure of the Ministry in Place• Good relationship with Fishing Industry and other related stakeholders • Monitor and Surveillance system in place• Favourable environmental condition• Access to regional and international marketsforfishandfisheryproducts• Foreign director investment through joint ventures• Regulatory framework in place
The above should be considered to ensure the strategic plan necessities are achieved.
Strategic Plan 2017/18 - 2021/22 17
9. CONCLUSIONIn conclusion, MFMR will try to implement the plan and make sure those resources needed to support are mobilised. It is also believed that our stakeholders will support us in the implementation ofthisStrategicPlan2017-2022.
In line with our vision 2030, Harambee Prosperity Plan (HPP) and National Development Plan (NDP5),oursharedobjective is tobuildasustainableandeconomically inclusivefisherysector,which contributes to our national goal of poverty eradication in Namibia. The Ministry is therefore, confidentthat,ifweworktogethercourageously,weshallachieveallthegoalsofthisStrategicPlan,and even exceed them.
18
18 Strategic Plan 2017/18 - 2021/22Strategic Plan 2017/18 - 2021/22 18
AN
NEX
UR
ESS
take
hold
er A
naly
sis
STA
KEH
OLD
ERS
AN
ALY
SIS
Na
me
of s
take
hold
erW
hat a
re th
eir n
eed
(s)
and
exp
ecta
tion(
s)W
hat d
o yo
u ex
pec
t fro
m th
emW
hat i
s th
e im
pa
ct o
f you
r rel
atio
nRa
nkin
g
Cu
sto
me
rs (
see
tab
le 1
) (F
ishin
g In
du
stry
, M
aric
ultu
re a
nd
Aq
ua
cu
lture
, Sm
all
sca
le
Fish
ers
, Ma
rine
Fish
erie
s su
b-s
ec
tor,
Re
cre
atio
na
l Fi
she
rs)
Nee
ds:
Eff
ec
tive
an
d E
ffic
ien
t e
nfo
rce
me
nt
of
fish
erie
s le
gisl
atio
ns
Po
licy
imp
lem
en
tatio
n, k
no
wle
dg
e o
n m
ark
ets
, m
an
ag
em
en
t m
ea
sure
s, q
uo
ta a
lloc
atio
n, l
ice
nsin
g,
eva
lua
tion
s o
f fis
hin
g ri
gh
ts, e
ffe
ctiv
e c
om
mu
nic
atio
n,
co
nd
uc
ive
en
viro
nm
en
t, m
inim
al i
nte
rfe
ren
ce
in
co
mm
erc
ial
op
era
tion
Exp
ecta
tions
: In
cre
ase
qu
ota
allo
ca
tion
, ch
an
ge
in
reg
ula
tion
, tim
ely
issu
an
ce
of
lice
nse
s, m
ore
op
po
rtu
nity
fo
r re
ba
tes,
rese
arc
h s
up
po
rt, c
lea
r da
ta in
form
atio
n
Co
mp
lian
ce
to
th
e A
ct
an
d R
eg
ula
tion
s (L
eg
isla
tion
s)
Tim
ely
an
d a
cc
ura
te s
ub
miss
ion
of
Sta
tistic
al d
ata
Co
mp
lian
ce
to
fe
es
an
d le
vie
s
Ad
he
re t
o p
rom
ises
(em
plo
yme
nt,
CSR
, in
vest
me
nt
etc
.)
Inc
rea
se v
alu
e a
dd
itio
n
Co
llab
ora
te a
t w
ork
ing
gro
up
s a
nd
pa
rtic
ipa
te a
t tr
ad
e f
airs
De
velo
p N
am
ibia
n b
ran
ds
an
d c
ert
ific
atio
n
Emp
ow
er a
nd
tra
nsf
er s
kills
Inc
rea
se d
om
est
ic s
up
ply
of
fish
Re
sea
rch
& D
eve
lop
me
nt
Ma
xim
izin
g e
co
no
mic
be
ne
fits
fro
m fi
shin
g in
du
stry
Re
du
ctio
n o
f th
e Il
leg
al
Un
reg
ula
ted
an
d u
nre
po
rte
d
(IU
U)
fish
ing
ac
tiviti
es
with
in t
he
N
am
ibia
n E
xclu
sive
Ec
on
om
ic
Zon
e (
EEZ)
Re
du
ctio
n in
ille
ga
l/ s
mu
gg
ling
a
nd
tra
nsp
ort
atio
n o
f M
ari-
cu
lture
a
nd
aq
ua
cu
lture
pro
du
cts
Re
du
ctio
n o
f Ill
eg
al U
nre
gu
late
d
an
d u
nre
po
rte
d (
IUU
) (
fish
ing
a
ctiv
itie
s a
lon
g t
he
co
ast
an
d
inla
nd
wa
ter b
od
ies
Inc
rea
se c
on
trib
utio
n t
o G
DP,
e
mp
loym
en
t, in
vest
me
nt,
Fo
rex,
G
ove
rnm
en
t R
eve
nu
e e
tc.
1 2 1
Strategic Plan 2017/18 - 2021/22 1919 Strategic Plan 2017/18 - 2021/22
STA
KEH
OLD
ERS
AN
ALY
SIS
Na
me
of s
take
hold
erW
hat a
re th
eir n
eed
(s)
and
exp
ecta
tion(
s)W
hat d
o yo
u ex
pec
t fro
m th
emW
hat i
s th
e im
pa
ct o
f you
r re
latio
nRa
nkin
g
OM
AS
(Min
istry
of
Wo
rks
&Tr
an
spo
rt (
MW
T),
All
Law
en
forc
em
en
t A
ge
nc
ies,
Offi
ce
of
the
M
inist
er,
Min
istry
of
Just
ice
, MIR
CO
, Min
istry
of
Ind
ust
rializ
atio
n, T
rad
e a
nd
SM
E D
eve
lop
me
nt,
N
PC
, OP
M, M
inist
ry o
f En
viro
nm
en
t a
nd
To
uris
m,
Min
istry
of
Urb
an
an
d ru
ral d
eve
lop
me
nt,
All
Re
gio
na
l & L
oc
al A
uth
orit
ies
Nee
ds:
Co
mp
lian
ce
with
Ma
ritim
e a
nd
Avi
atio
n
leg
isla
tion
s
Ad
vic
e a
nd
ma
ke p
rop
osa
ls o
n p
olic
y a
nd
leg
isla
tion
s
Ap
pro
pria
te in
form
atio
n
Leg
al s
cru
bb
ing
an
d n
otic
es
Ob
tain
rele
van
t in
form
atio
n
Sub
mit
da
ta a
nd
rep
ort
s o
n n
atio
na
l pla
ns
Co
ord
ina
te t
he
imp
lem
en
tatio
n o
f d
ec
en
tra
liza
tion
Exp
ecta
tions
: Re
gu
lar b
riefin
g, a
cc
ura
te &
relia
ble
fis
he
ries
sta
tistic
al d
ata
Co
mm
itte
d, h
on
est
an
d re
spo
nsib
le s
taff
me
mb
ers
.
Imp
lem
en
tatio
n o
f p
olic
y a
nd
leg
isla
tion
Ac
cu
rate
info
rma
tion
fo
r ad
vic
e
Co
mm
un
ica
te c
lea
r in
stru
ctio
ns
an
d p
rovi
de
th
e
ne
ce
ssa
ry s
up
po
rtin
g d
oc
um
en
ts
Co
mp
ly w
ith t
ime
fra
me
on
de
ce
ntr
aliz
atio
n
Effe
ctiv
e a
nd
Effi
cie
nt
Ma
ritim
e a
nd
Avi
atio
n s
erv
ice
s
Po
licy
dire
ctiv
es,
cle
ar g
uid
an
ce
an
d s
up
po
rt
Sou
nd
leg
al a
dvi
se
Re
gu
lar c
on
sulta
tion
s a
nd
tim
ely
fe
ed
ba
ck
Skill
s tr
an
sfe
r on
inte
rpre
tatio
n o
f p
olic
y a
n la
ws
(MFM
R)
Ga
zze
ttin
g o
f la
ws
an
d re
gu
latio
ns
Re
pre
sen
tatio
n in
Civ
il o
r Co
urt
ca
ses
Co
nsu
ltatio
n o
n li
tiga
tion
s
Fac
ilita
te a
nd
Co
ord
ina
te M
OU
s a
nd
an
y o
the
r a
gre
em
en
ts
Pro
vid
e a
cc
red
itatio
n
Pro
mo
te fi
sh a
nd
fish
ery
pro
du
cts
via
Em
ba
ssie
s
Re
pre
sen
tatio
n a
t in
tern
atio
na
l fo
ras
Effe
ctiv
e C
on
sulta
tion
of
fish
ing
se
cto
r on
inc
en
tive
sc
he
me
s, g
row
th a
t h
om
e s
tra
teg
y, t
rad
e p
olic
ies
an
d n
eg
otia
tion
s.
Co
llab
ora
tion
on
att
en
da
nc
e o
f in
tern
atio
na
l fish
tr
ad
e f
airs
/iss
ue
s
Pro
vid
e a
cc
ura
tein
form
atio
n o
n n
atio
na
l ac
co
un
ts
Fee
db
ac
k o
n d
eve
lop
me
nt
bu
dg
et
an
d o
the
r n
atio
na
l pla
ns
OP
M P
rovi
de
co
nsis
ten
t te
mp
late
s
Pro
vid
e c
lea
r gu
ida
nc
e d
urin
g re
vie
w p
roc
ess
Allo
ca
te re
sou
rce
ful p
ers
on
De
dic
atio
n t
o t
he
pro
ce
ss o
f p
lan
s
Pro
vid
e o
utp
ut
of
Envi
ron
me
nta
l Na
tion
al A
cc
ou
nt
Gu
ida
nc
e a
nd
su
pp
ort
on
de
ce
ntr
aliz
atio
n p
roc
ess
Ma
inta
in s
ea
an
d a
ir w
ort
hin
ess
o
f p
atr
ol a
nd
rese
arc
h c
raft
Smo
oth
exe
cu
tion
of
pla
nn
ed
a
ctiv
itie
s
Co
nsid
er l
eg
al a
dvi
ce
in
rec
om
me
nd
atio
ns
Imp
lem
en
t M
RA
in a
cc
ord
an
ce
to
Na
mib
ian
La
w
Fast
tra
ck
the
ratifi
ca
tion
of
inte
rna
tion
al a
gre
em
en
ts
Stre
ng
the
n a
nd
imp
rove
tra
din
g
an
d m
ark
etin
g o
pp
ort
un
itie
s a
nd
d
ive
rsifi
ca
tion
of
fish
an
d fi
she
ry
pro
du
cts
Inte
rpre
t th
e fi
she
ries
sec
tor
co
ntr
ibu
tion
to
th
e N
atio
na
l A
cc
ou
nt
Ensu
re t
rac
kin
g o
f p
rog
ress
ma
de
w
ith re
spe
ct
to N
DP
s a
nd
pro
jec
ts
Effe
ctiv
e p
lan
nin
g a
nd
im
ple
me
nta
tion
of
the
pla
ns
Sust
ain
ab
le m
an
ag
em
en
t o
n
en
viro
nm
en
t
Smo
oth
co
ord
ina
tion
on
cro
ss
cu
ttin
g is
sue
s
Esta
blis
hin
g N
am
ibia
’s p
osit
ion
at
inte
rna
tion
al f
ora
s su
ch
as
CIT
ES
Imp
rove
se
rvic
e d
eliv
ery
Re
du
ctio
n o
n IU
U fi
shin
g a
ctiv
itie
s
1 2 3
Oth
er S
take
ho
lde
rs (
Na
mib
ian
Po
rt A
uth
orit
y’s
(NA
MP
OR
T), A
ll m
ain
ten
an
ce
an
d R
ep
airs
C
on
tra
cto
rs, R
eg
ion
al F
ishe
ries
Ma
na
ge
me
nt
Org
an
iza
tion
s (R
FMO
’s)
Nee
ds:
Co
mp
lian
ce
with
Po
rt le
gisl
atio
ns
Effe
ctiv
e in
form
atio
n a
nd
co
mm
un
ica
tion
on
m
ain
ten
an
ce
an
d re
pa
ir c
on
tra
cts
Tim
ely
pa
yme
nt
on
se
rvic
es
ren
de
red
Enfo
rce
me
nt
an
d c
om
plia
nc
e w
ith R
FMO
’s c
on
serv
atio
n
me
asu
res
Effe
ctiv
e a
nd
Effi
cie
nt
Po
rt s
erv
ice
s
Tim
ely
& q
ua
lity
serv
ice
s d
eliv
ery
an
d c
ost
eff
ec
tive
Effe
ctiv
e c
om
mu
nic
atio
n o
n R
FMO
’s c
on
serv
atio
n
me
asu
res
Smo
oth
exe
cu
tion
of
pla
nn
ed
a
ctiv
itie
s
Enh
an
ce
d a
vaila
bili
ty o
f p
atr
ol
an
d re
sea
rch
cra
ft
Re
du
ctio
n o
n g
lob
al I
UU
fish
ing
a
ctiv
itie
s
2 1 1
20 Strategic Plan 2017/18 - 2021/22
MFM
R (
All
MFM
R D
irec
tora
tes,
Offi
ce
of
the
P
S, D
ivisi
on
Ge
ne
ral S
erv
ice
, Dire
cto
rate
o
f O
pe
ratio
ns,
Dire
cto
rate
of
Re
sou
rce
M
an
ag
em
en
t, D
irec
tora
te o
f A
qu
ac
ultu
re,
Na
mib
ia M
arit
ime
& F
ishe
ries
Inst
itute
(N
AM
FI),
Fi
she
ries
Ob
serv
er A
ge
nc
y (F
OA
)
Nee
ds:
Eff
ec
tive
Inte
r-M
inist
eria
l co
mm
un
ica
tion
s a
nd
c
oo
pe
ratio
n
Pre
sen
t a
nd
su
bm
it re
co
mm
en
da
tion
s o
n
ac
tiviti
es
un
de
rta
ken
at
Min
iste
rial l
eve
l
Co
op
era
tion
(in
pu
ts t
o t
he
bu
dg
et)
Ad
he
re t
o p
ub
lic s
erv
ice
rule
s a
nd
reg
ula
tion
s
Re
spo
nd
to
tra
inin
g a
nd
hu
ma
n re
sou
rce
s n
ee
ds
Lic
en
ses
Up
da
te o
n a
me
nd
me
nts
of
po
licie
s a
nd
leg
al f
ram
ew
ork
s
Co
ord
ina
ting
pla
nn
ing
(m
inist
eria
l pla
ns
an
d c
ap
ital
pro
jec
ts)
Fish
erie
s st
atis
tics,
info
rma
tion
on
min
iste
rial p
lan
s
Ide
ntif
y tr
ain
ing
ne
ed
s fo
r sta
ff m
em
be
rs
Effe
ctiv
e a
nd
effi
cie
nt
inve
stig
atio
n a
nd
ac
tion
ta
ken
on
vi
ola
tion
s re
po
rte
d
Exp
ecta
tions
: Co
nsu
ltatio
n, F
ee
db
ac
k, P
erf
orm
an
ce
an
d
Ac
co
un
tab
ility
Imp
lem
en
tatio
n o
f p
lan
s
Mu
tua
l co
op
era
tion
, ma
inta
inin
g in
fra
stru
ctu
re a
nd
ta
kin
g re
spo
nsib
ility
of
MFM
R p
rop
ert
y (n
eg
lige
nc
e, t
he
ft,
ab
use
etc
.)
Fee
db
ac
k o
n IT
se
rvic
es
Ac
cu
rate
/tim
ely
info
rma
tion
Co
mm
un
ica
tion
Clo
se w
ork
ing
rela
tion
Tim
ely
an
d a
cc
ura
te in
form
atio
n
Re
po
rt o
n in
lan
d fi
she
ries
lan
din
gs,
aq
ua
cu
lture
p
rod
uc
tion
an
d s
oc
io e
co
no
mic
da
ta
Effe
ctiv
e In
ter-
dire
cto
rial c
om
mu
nic
atio
ns
an
d
co
op
era
tion
Cle
ar g
uid
an
ce
an
d d
irec
tive
s
Sup
po
rt (
Hu
ma
n a
nd
Ca
pita
l, Tr
ain
ing
)
Tim
ely
pro
ce
ssin
g o
f D
SA, C
laim
s, O
vert
ime
etc
.
Tim
elin
ess
of
job
ad
vert
isem
en
ts, fi
llin
g o
f p
osit
ion
s
Co
nfid
en
tialit
y (F
ina
nc
ial,
inte
rvie
w e
tc.)
Pro
visio
n o
f h
um
an
reso
urc
es
Bud
ge
tary
pro
visio
n
Offi
ce
eq
uip
me
nt
(e.g
. ac
co
mm
od
atio
n,
sta
tion
ary
, co
mp
ute
rs e
tc.)
Tra
nsp
ort
atio
n a
nd
Tra
inin
g
Pro
visio
n o
f IT
ma
nu
als
Pro
tec
tion
of
da
ta b
ase
an
d C
om
pu
ter
Up
da
te o
f w
eb
site
Up
da
te o
n n
ew
so
ftw
are
Re
vie
w li
fe c
ycle
of
ha
rdw
are
Tim
ely
, re
liab
le a
nd
rec
on
cile
d la
nd
ing
s
Insp
ec
tion
of
vess
els
for c
lea
ran
ce
Insp
ec
tion
of
on
sho
re p
roc
ess
ing
pla
nts
(la
nd
ing
p
urp
ose
s)
Fee
db
ac
k o
n c
om
plia
nc
e (
pu
rpo
se o
f c
on
diti
on
s to
fish
ing
rig
hts
)
Info
rma
tion
pla
ns
Sta
tus
of
the
sto
cks
Pro
vid
e in
pu
ts re
qu
ired
fo
r pla
nn
ing
Co
mm
un
ica
tion
,
Sha
ring
an
d p
osit
ion
ing
info
rma
tion
on
RFM
Os
Co
llab
ora
tion
on
va
riou
s w
ork
ing
gro
up
s
Sta
tistic
al a
nd
Ec
on
om
ic d
ata
Co
llab
ora
te o
n a
qu
ac
ultu
re s
tud
y
Pro
vid
e in
form
atio
n f
or p
lan
nin
g
Pro
vid
e q
ua
lity
tra
inin
g s
erv
ice
s
Effe
ctiv
e m
on
itorin
g a
nd
rep
ort
ing
of
fish
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Strategic Plan 2017/18 - 2021/22 21
THE SWOT ANALYSIS
SWOT ANALYSIS MATRIX
STRENGTHS-INTERNAL WEAKNESSES-INTERNAL
Existing strong policy and legal framework Higher staff turnover
Qualified and experienced workforce Absence of mechanisms to retain skills and expertise
Excellent fisheries management systemInsufficient inter-directorates communication. Limited opportunity to make communication flow easily
Adequate infrastructure and communication system in place
Derailing from provisions of annual plans
Coordination and sound relations with stakeholders Budget constraints
Stakeholders’ conducive environment in place Shortage of staff (structure)
Knowledgeable staff Outdated hardware and software
Comprehensive legislation, policy and regulatory framework
Insufficient Fund allocation
Access to the research fundingLimited mentorship programs (poor environment for scientific discussions)
MFMR owns and utilize systems based on MFMR work in practice.
Delay the completion of User Requirements on systems development
Internal capacity on applications development and maintenance.
Capacity building on Specialised Technology
Well established ICT infrastructure is in placeLack of specialized skilled science capacity (e.g. mathematicians/ statisticians /computational)stocks
Most of MCS equipment are in placeRedundant developed applications.
Reliable VMS Overall Communication within MFMR
MCS Protocol on Fisheries with some SADC States are in place
Some of MCS equipment not available
Internationally accepted research methodsLack of specialized personnel in the field of aviation and maritime field.
Good support services Lack of supervision / respect
Good Research infrastructureResource limitation to conduct EB research (human, financial, technical)
Research expertise and well-trained, committed and skilled core scientific team
Lack of integrated scientific data management and poor data policy implementation (including manager)
Extensive time series data
Lack of frequent review of research methods
Lack of agreed or implementation of FMP for all
Limited publications (peer-reviewed papers)
22
22 Strategic Plan 2017/18 - 2021/22
OPPORTUNITIES-EXTERNAL THREATS-EXTERNAL
Expansion of local seafood market Unpredictable economic factors
international research interest and collaboration
Exchange information between stakeholders and PPE
Abnormal organizational structure
Regional trade agreements signed to promote trade in fish
Technological challenges
Marine Resources Fund (Section 45, of Marine Resources Act 2000) revenue could be used to defray other expenditure besides training, research and development
Statutory budget reduction
Coordination with other ministries departments to execute functions (financial constraints).
High labour turnover
Expansion of local seafood market
Seek donor funding for activities, procurement of equipment and infrastructure
Rapid release on Versions of Microsoft products force us to spend money
Available financial resources to replace outdated hardware, software and related devices.
Monopoly on communication infrastructure establishment
Improve ICT budget allocation by considering the market trends and prices
IUU fishing activities
Link with training institutions such as NAMFI, NUST, CPUT, etc.
HIV/AIDS pandemic
Cooperation with SADC Coastal Member StatesLack of aviation refuelling facilities from Terrace Bay to Kunene mouth
Joint operations with other law enforcement agencies nationally and regionally
Delay in approval of the proposed new structure
Good Regional & International collaboration (learning on vessels / donor funding)
Poor planning and communication at MFMR level
Political stability & Political will Climate variability
Sound Regulatory framework/sound legislation Limited budget allocations
Capacity development - many external training opportunities for skills development exist
Limited scientific career path (research incentives …)
Interesting and complex ecosystem attracting Lack of understanding in Scientific methods resulting in lack of trust
Strategic Plan 2017/18 - 2021/22 23
PESTLE ANALYSIS MATRIX
POLITICAL FACTORS IMPLICATIONS
Political stability Peace, freedom and security
Freedom of press Transparency and awareness
Rule of law Uphold law and order
Level of bureaucracy Hinders progress
Regulations Ensure compliance of legislations
Likely changes in political environment Impacts on the performance of the directorate
GRN Policies Affects the mandate and roles
Required policy in place and political will for ministerial activities.
Political stability
ECONOMICAL FACTORS IMPLICATIONS
Economic instability
Budgetary constraints Impact on implementation of plansAffects the investment capitalPossibility of liquidation
Reduced Income (GDP) Reduced annual appropriation
Instability of the ZARValue of NAD is weaker Mid year budget suspension
Inflation and recession Increase in operational costs
Target under achieved
Increase of IUU fishing activities
SOCIOLOGICAL FACTORS IMPLICATIONS
Organizational culture Affects the operational efficiency
Attitude towards work Have an effect on the performances of the directorate
Demographic Impacts on workforce
Job Market Availability of qualified personnel
Affirmative Action Employment of previous disadvantaged persons
Children of Liberation Struggle Employment of children of liberation struggle
HIV/AIDS and other pandemic Unproductive workforce
Loss of skills and expertise
THE PESTLE ANALYSIS
24
24 Strategic Plan 2017/18 - 2021/22
PESTLE ANALYSIS MATRIX
TECHNOLOGICAL FACTORS IMPLICATIONS
Technological advancementIncreases ProductivityImprove efficiency
Information Technology Encouraging the free flow of information and networking
Generational shift Impact on personnel change
ICT is available to a certain extendGovernment structures are moving towards using ICT to engage with stakeholders’ e.g. Human capital management system and E-governance.
Insufficient ITC infrastructure Decrease in production
Compatibility of ITC Equipment Inefficient Communication
Delay in sharing and processing of information
LEGAL FACTORS IMPLICATIONS
Regulatory bodies and processorsEnforce and implement lawsHarmonization of national laws
International legislation Impacts on national laws
Employment law Compliance with national laws
Delay in amendment of fisheries legislations Increase on non-compliance
Acceding to new international maritime manning legislations(Manila Convention)
Revoke the revalidation of Certificate of Competency by the relevant authorities
Public Procurement Act Introduction of ministerial structures to implement the PPA and training of the staff (implementation)
Access to Information Act Citizens will have access to public information.
ENVIRONMENTAL FACTORS IMPLICATIONS
Ecological Affect on human activities and environment
Stakeholder values Enhancement of organizational success
Staff engagements Influence organizational goals and values
Drought/desertification/ flooding Food security and water scarcity
Flood Inaccessibility to inland fishing areas with vehicles
Strategic Plan 2017/18 - 2021/22 25
WHAT IS THE WORTH OF A GOOD IDEA AND ITS IMPLEMENTATION PLAN?
A good idea is worth a dollar while a plan for implementing that idea is worth a
million dollars!
Module Team Builder
31/03/1825Supporters
26
26 Strategic Plan 2017/18 - 2021/22
NOTES
Strategic Plan 2017/18 - 2021/22 27
NOTES
28
28 Strategic Plan 2017/18 - 2021/22
NOTES
Ministry of Fisheries and Marine Resources
Brendan Simbwaye Square, Block C
c/o Dr Kenneth David Kaunda and Goethe Streets
Private Bag 13355
WINDHOEK
Namibia
Tel: +264 61 205 3127 | Fax: +264 61 244 161
REPUBLIC OF NAMIBIA