Department%20of%20Agriculture,%20Forestry%20and%20Fisheries%20%20Portfolio%20Committee%20Presentation%20on%20the%20Integration%20of%20the%20Branch:%20Fisheries%20Management%20into%20the%20DAFF - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Department%20of%20Agriculture,%20Forestry%20and%20Fisheries%20%20Portfolio%20Committee%20Presentation%20on%20the%20Integration%20of%20the%20Branch:%20Fisheries%20Management%20into%20the%20DAFF

Description:

Department of Agriculture, Forestry and Fisheries Portfolio Committee Presentation on the Integration of the Branch: Fisheries Management into the DAFF – PowerPoint PPT presentation

Number of Views:294
Avg rating:3.0/5.0
Slides: 40
Provided by: DWU3
Learn more at: http://pmg-assets.s3-website-eu-west-1.amazonaws.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Department%20of%20Agriculture,%20Forestry%20and%20Fisheries%20%20Portfolio%20Committee%20Presentation%20on%20the%20Integration%20of%20the%20Branch:%20Fisheries%20Management%20into%20the%20DAFF


1
Department of Agriculture, Forestry and Fisheries
Portfolio Committee Presentation on the
Integration of the Branch Fisheries Management
into the DAFF
  • 28 AUGUST 2012

2
PRESENTATION OUTLINE
  • Ministerial Mandate
  • Branch Fisheries Management Incorporation into
    DAFF
  • Future Plans
  • Chief Directorates Aquaculture Economic
    development
  • Fisheries
    Research Development
  • Marine
    Resource Management
  • Monitoring
    Control Surveillance
  • Conclusions

3
Ministerial Mandate Full Integration according
to the 2 Proclamations
  • Internal integration of the Branch Fisheries
    Management
  • The Branch Fisheries Management has not been
    fully integrated into the DAFF, which has led to
    DAFF being fragmented when executing its mandate
  • The mandate regarding fisheries matters
    previously resided with the Department of
    Environmental Affairs and Tourism, and this
    function was transferred to the DAFF from 01
    April 2010
  • The Internal integration process that is being
    undertaken aims to unify functions and processes
  • It poses definite challenges given the different
    cultures which characterised the functioning of
    the former two departments and have now been
    merged into a single department

4
Key Objectives of the Integration Process
  • To ensure that the Vision, Mission Culture of
    the DAFF permeates the entire organization
  • To ensure that all the services offered by DAFF
    are accessible to all its clients in all
    provinces
  • To optimize the utilization of the human,
    financial and physical resources of the
    department through
  • Integrated business processes frameworks i.e.,
    avoiding silos
  • One-stop center for DAFF services or decentralize
    where appropriate
  • Minimize costs related to property rentals
  • Avoiding the duplication of functions
  • To ensure successful implementation of all
    priority programmes of the Department through the
    utilization of regional capacities

5
Fisheries Incorporation into DAFF
  • During April 2010 the fisheries function was
    transferred to the DAFF, and it became Programme
    6
  • Within Programme 6, the aquaculture function was
    upgraded to become a Chief Directorate (new post)
    and the post of Director Aquaculture was split
    into 2 posts, i.e., Director Aquaculture
    Technical Services and Director Aquaculture
    Management
  • A new Directorate post for Small Scale Fisheries
    Management was created in the CD Marine Resource
    Management
  • A new post of Director Aquaculture Research was
    created in the CD Fisheries Research and
    Development

6
Fisheries Incorporation into DAFF
  • The Corporate/support functions previously
    located in MCM were transferred to different
    branches as follows
  • Corporate Services
  • CD Fisheries Operations Support
  • Directorate Integrated Human Resource Management
  • Directorate IT
  • Chief Financial Office
  • CD Financial Management (Fisheries)
  • Directorate Supply Chain Management Facilities
  • Directorate Revenue Management
  • Directorate Financial Management

7
Current Status of the Process
  • The process thus far comprised of Core Chief
    Directors that makes Branch Fisheries Management
  • - Aquaculture and Economic Development
  • - Fisheries Research Development
  • - Marine Resources Management
  • - Monitoring, Control and Surveillance

8
Current Status of the Process
  • The following questions were asked to each
    sub-programme
  • Which services that are being rendered that can
    be easily restructured across where they are most
    needed?
  • Which units can best render an efficient and
    effective service if located at HO (Pretoria)?
  • Given the 4 coastal provinces and Pretoria HO,
    staff members must be given the option to
    indicate where they prefer to based.
  • Which services can still be rendered from the
    Western Cape given the existing critical
    infrastructure to enable such services to
    continue to be rendered cost effectively?

9
CHIEF DIRECTORATE AQUACULTURE ECONOMIC
DEVELOPMENT To ensure aquaculture growth and
fisheries economic development for sustainable
livelihoods by providing public support and an
integrated platform for management of aquaculture
10
Introduction
  • Aquaculture an infant sector requiring careful
    development approach
  • National Aquaculture Strategic Framework
    developed to bring new dispensation in
    aquaculture
  • Effective intergovernmental stakeholder
    engagements platforms

11
Management Services
  • Sustainable Management
  • Licensing and permitting of aquaculture and
    related operations
  • Advisory services on legislation and regulations
  • Facilitation of EIAs
  • Shellfish and finfish monitoring of aquaculture
    and related operations
  • Bio-security and environmental assessments, and
    inspection of aquaculture operations
  • Development, implementation and review of
    legislative instruments (regulations, permit
    conditions, norms and standards, guidelines),
    policies and strategies.

12
Technical Support Services
  • Technical support (training, advisory) to fish
    farmers
  • Information and data collection, management and
    dissemination
  • Economic and statistical services
  • Setting of aquaculture RD agenda
  • Coordination and management of research
    activities, processes and outcomes in respect of
    aquaculture RD agenda
  • Perform RD work and disseminate results and
  • Development and management of aquaculture
    development facilities.

13
Restructuring Aquaculture Services
  • Can easily be done through existing linkages
  • PDAs, State-Owned Hatcheries Demonstration
    Centres, Universities, Colleges of Agriculture
  • Proposed model
  • Regional approach Inland (Pretoria) coastal
    (Cape Town) regions
  • Inland (Pretoria)
  • Free State, Gauteng, Mpumalanga, Limpopo North
    West provinces
  • Coastal (Cape Town)
  • Eastern Cape, Kwazulu-Natal, Northern Cape,
    Western Cape provinces

14
Aquaculture Management in South Africa
  • Coastal
  • Management services
  • Licensing permitting (including advisory on
    legislation)
  • Shellfish Monitoring
  • Sector coordination services
  • National
  • Management services
  • General policy development work (strategy,
    legislation)
  • Facilitation of EIAs environmental monitoring
  • Finfish monitoring
  • Bio-security inspections
  • Sector coordination
  • All international engagements

15
University of Limpopo
Seapoint Aquarium
ADC Gariep
Foretrust, Cape Town
Future sites
Future region
Delpen, Pretoria
Rhodes University
16
CHIEF DIRECTORATE FISHERIES RESEARCH
DEVELOPMENT To ensure the promotion of the
sustainable development of fisheries resources
and ecosystems by conducting and supporting
appropriate research
17
Current Services
  • These are chiefly internal services, in which the
    CDFRD provides scientific advice to the CDMRM
    for decision-making
  • CDFRD also makes scientific inputs to Regional
    Fisheries Management Organizations in which South
    Africa participates, and performs a watchdog
    function here, ensuring that science used for
    decision-making in these forums is of a
    sufficient quality
  • CDFRD evaluates applications, and issues permits
    for research under Section 83 of the MLRA.  The
    permitting function is largely done
    electronically as all relevant stakeholders have
    access to such technology.  Permitting requires
    multiple inputs from scientific experts and is
    also required to co-operate closely with DEA
    Oceans Coasts, particularly with regard to
    joint permits.

18
Current level of regionalization
  • The CDFRD currently has staff based in outlying
    offices as follows
  • Sandy Point
  • Saldanha Bay
  • Mossel Bay
  • Port Elizabeth
  • The CDFRD sees great potential for wider
    regionalization of research functions, both in
    coastal and inland provinces

19
Challenges to further regionalization
  • The current level of regionalization is what can
    be achieved with the resources (human capital and
    financial resources) currently available to the
    CDFRD, as current resources are already
    re-prioritized and stretched to past the maximum
  • Further regionalization could therefore only be
    achieved by expansion, would therefore depend on
    the availability of new resources
  • Regionalization would be expensive in terms of
    building new laboratories, research facilities,
    and stocking these with appropriate research
    equipment, in other centers

20
Challenges to further regionalization
  • The proposed solution
  • In the short- to medium-term, it is pragmatic to
    utilize existing capacity, facilities and
    infrastructure in other centers through
    collaborative agreements with existing research
    organizations within and around those areas
    (universities, national research facilities,
    etc.)
  • In the longer term, in-house DAFF regionalization
    can occur as resources are made available.

21
CHIEF DIRECTORATE MARINE RESOURCES
MANAGEMENT To ensure the sustainable utilization
and equitable and orderly access to the marine
living resources through improved management and
regulation
22
Current Services Rendered
  • Management of fisheries
  • Allocation of fishing rights
  • Permit Conditions, Policies (Regulations)
  • Permits / Exemptions
  • Allocation of TAC/TAE
  • Rights registers
  • Transfer of rights
  • International Engagements

23
Current Services Rendered cont
  • Gather, process economic information
  • Fishing Effort and Vessel Changes
  • Multidisciplinary inputs of knowledge are needed,
    both concerning the resource base of the
    fisheries and the social, economic and cultural
    contexts of fisheries and fisheries development
    (Stakeholder Management)
  • Recreational Fisheries cross-cutting in a
    number of sectors
  • Fish Processing Establishments cross-cutting
  • Implementation of Certification Systems (i.e. EU
    Regulations, China Certification)

24
PROPOSED STRUCTURE/SERVICES
  • DECENTRALISED SERVICES
  • Submission of applications and the collection
    thereof (Customer Services)
  • Processing issuing of all permits (Back Office
    and delegated authorities)
  • All Payments (Permits, Levies)
  • General Fisheries Management (Operations)

25
PROPOSED STRUCTURE/SERVICES
  • All the above services to be rendered in major
    nodal points as follows
  • Northern Cape Port Nolloth
  • West Coast Saldanha
  • Cape Town
  • South Coast Hermanus
  • Mossel Bay
  • EC PE, EL Pond land
  • KZN Durban

26
PROPOSED STRUCTURE/SERVICES Cont
  • 2. SERVICES TO OFFERED AT CAPE TOWN OFFICES
  • Fisheries Management (i.e. implementation of
    policies delegated at Middle Management)
  • Implementation of Certification Systems (EU,
    China, etc)
  • Fisheries Economists who collect and analyze data
    to inform decision making
  • SERVICES TO BE RENDERED AT HEAD QUARTERS
  • Policy development
  • Strategic leadership

27
CHIEF DIRECTORATE MONITORING CONTROL AND
SURVEILLANCE To ensure the promotion and
protection of sustainable use of marine living
resources by intensifying enforcement and
compliance
28
MCS COVERAGE
29
ROLES OF EACH DIRECTORATE MCS
  • VMS
  • Patrols and Inspections of vessels at Sea
  • Reactive oil Pollution abatement
  • Fire fighting
  • Search and rescue
  • 40Fishery Control Officers

FISHERIES PROTECTION VESSELS
30
FISHERIES PROTECTION VESSELS CURRENT OVERALL
PATROL AREA
Marion and Prince Edward EEZ
SA EEZ

30
31
Fisheries Protection Vessels
  • 1300 SA and Foreign flagged vessels
  • One Off - Shore Patrol vessel (OPV)
  • Two In - shore Patrol vessels (IPV)
  • 12 Small craft fleet
  • Total Ocean Area of coverage 1milKm2

32
The Vessel Monitoring System (VMS)
33
Directorate Compliance Key Responsibilities
  • Land based patrols and inspections
  • Monitor 22 Consumptive Commercial Fishing sectors
    FPEs, Landings Restaurants
  • Recreational Fishers 250 000
  • Subsistence Fishers 800
  • Interim relief 916
  • Monitoring of exports and imports of fish at
    points of entry and exit.
  • 4X4 regulation
  • Monitoring of Aquaculture farms,
  • 215 Fishery Control Officers to cover a coastal
    line of 3500 KM ratio 117km

COMPLIANCE
34
INSPECTIONS

FPEs
Landing site
Road blocks
Cold Stores
35
Dir. Monitoring Surveillance Key
Responsibilities
  • Investigation of transgressions in term of the
    Marine Living Resources Act
  • Investigations of Rights Holders
  • Special Operations
  • Stations Cape Town, Port Elizabeth and East
    London
  • 30 officials

MONITORING AND SURVEILLANCE
36
STRATEGY FOR FULL INTEGRATION
  • Engagement with all Senior Managers Done
  • Engagement with all Staff through their
    Sub-programmes Done
  • Feedback received from all Sub-programme and
    there is Overwhelming support from the majority
    of staff members for the process
  • Acknowledgement that DAFF as a whole need full
    integration at both national (HO) and
    regional/provincial offices and that is a
    positive factor
  • Full consultation with the Unions about the
    impact of full integration to staff
  • Investigate availability of Office Space in
    Pretoria to accommodate Units ready to move
    underway
  • Undertake an Audit of all rented space across the
    country and engage Department of Public Works
    about the implication of the cancellation of
    existing lease agreements in line with

37
CONCLUSIONS
  • The acknowledgement that internal integration
    involves coordination and collaboration this
    aspects were never received enough attention as
    the focus was more to capacitate the new
    structure of the department
  • DAFF will fast-track the process to establish
    regional offices for all the services that it
    must render regionally including Fisheries
    functions as soon as the as soon as an audit of
    all rented offices by DAFF across the country is
    finalized.
  • Support services will also be rationalized
    according to the needs of each regional office as
    Fisheries and Forestry remains DAFFs national
    competency.

38
CONCLUSIONS
  • Address the issues of office space at Head Office
    as all top management (DDG Chief Directors) and
    Corporate Support units are relocated to Pretoria
    in the short-term.
  • Branches Corporate Services, Chief Financial
    Office and Stakeholder Relations will finalise
    the support integration once the regionalization
    process is finalised
  • All the above Branches will be managed by the
    respective DDGs and Chief Directors at Head
    Office

39
THANK YOU
About PowerShow.com