What does FISH4ACP do?

FISH4ACP aims to tackle some of the key challenges to sustainable fisheries and aquaculture in Africa, the Caribbean and the Pacific. These include low economic performance, limited market access and poor social and environmental sustainability.

The programme is focused onenhancing the productivity and competitiveness of fisheries and aquaculture value chains, while ensuring that economic improvements go hand in hand with environmental sustainability and social inclusiveness.

What activities does FISH4ACP carry out?

During its first phase FISH4ACP will conduct detailed assessments of the twelve value chains involved in the programme and develop plans for their improvement. The rest of the programme, from years 2-5, will be dedicated to implementing these plans.

The programme focuses on:

• helping actors understand and improve their value chains
• opening up new markets for small and medium enterprises and improving the business and regulatory environment
• improving working conditions along the value chain
• making value chains more environmentally sustainable
• helping businesses access additional sources of finance and investment.

Why is FISH4ACP important?

Fisheries and aquaculture are growing in most of Africa, the Caribbean and the Pacific. However, growth has been slow and the benefits do not always reach the communities that rely on them for their livelihoods and food security. In addition, poor fisheries and aquaculture practices can put stress on the environments in which they operate.

In that context, fisheries and aquaculture ministers of African, Caribbean and Pacific states see an urgent need to enhance the productivity and competitiveness of fish value chains, while ensuring long-term sustainability and social inclusiveness.

How many value chains are covered by FISH4ACP?

FISH4ACP covers twelve value chains in twelve African, Caribbean and Pacific countries.

How were the value chains covered by FISH4ACP selected?

The twelve value chains involved in FISH4ACP were selected through a call for proposals issued by the Organisation of the African, Caribbean and Pacific States (OACPS) in April 2019. Of the 70+ proposals received, 24 were shortlisted based on a thorough and rigorous assessment by FAO in coordination with the OACPS and the Directorate-General for International Cooperation and Development of the European Commission (DG DEVCO). These proposals were assessed through a series of four regional workshops (one in the Pacific, one in the Caribbean, and two in Africa for Anglophone and Francophone countries). A set of selection criteria were used to gauge the economic, social and environmental feasibility and potential for impact. From these assessments, the final twelve value chains were selected.

Are there any plans to cover more value chains?

At this stage, the FISH4ACP project has a budget to cover twelve value chains.

How can a specific fish sector or value chain in a country benefit from or participate in the FISH4ACP programme?

At this stage, the FISH4ACP project has a budget to cover 12 value chains and the coverage of additional value chains would require additional funding.  Other value chains can benefit from knowledge exchange between Africa, Caribbean and Pacific countries, which is an objective of FISH4ACP. Knowledge sharing activities will be organised during the course of the project to ensure that the benefits reach beyond the twelve value chains involved.   

How will the results of the FISH4ACP project be shared?

All results of the project will be made available on the FISH4ACP website and promoted via a newsletter, social media and email communication. FISH4ACP also aims to host public online events to update participants on its achievements. A great deal of attention will be devoted to sharing the knowledge in African, Caribbean and Pacific countries by taking part in sub-regional and international events. The FISH4ACP team is happy to respond to any queries related to value chain improvement processes in fisheries and aquaculture and will be happy to take part in value chain capacity building activities to the extent possible.

Does the value chain analysis methodology include quantitative or qualitative methods of analysis?

The value chain analysis methodology includes both quantitative and qualitative methods.  Although econometric analysis is not part of the approach, because the surveys they require are beyond the scope of the project, a range of quantitative tools are used. The main quantitative analysis relates to profitability assessment of the value chain, from consumer to retailer. Most notably, it includes an application of FAO’s Value Chain Analysis tool, which calculates the overall value-added generated by the value chain and allows for an ex-ante impact analysis of policy changes. In addition, there are many quantitative indicators for the social and environmental analysis, such as food losses and carbon emissions generated by the value chain.

Will this methodology be available to others to use? Is there a rapid version of the methodology?

As with all technical work generated by FAO, the methodology will be available to any party interested in using it, as soon as the field testing is completed and the tool is finalized. In the meantime, a methodological brief is available with guidance on how the methodology can be applied. Please contact the FISH4ACP Project Management Unit ([email protected]) for any methodological queries.  

What are the specific biodiversity and conservation related elements and deliverables of the methodology?

The FISH4ACP methodology treats environmental sustainability holistically, meaning that we measure the impact of the value chain on all dimensions of the natural environment, including biodiversity, carbon emissions, the water footprint, and pollution in its various forms.  

Is it more difficult to obtain reliable data in some of the FISH4ACP beneficiary countries?

When we talk about primary data collection, it becomes more challenging in countries that do not have sufficient secondary data on the actors involved in the value chain. This can be because large parts of the value chain are informal or where unreliable statistics make it hard to get a picture of the overall dimensions of the value chain. In such countries, primary data collection is even more important but is also more challenging, as it can be difficult to find a representative sample of actors to interview. This applies especially to the middle part of the value chain, the traders and processors between the fisherfolk or aquaculture producers and the consumers. 

What indicators does the project use to measure nutritional status?

The methodology examines the contribution of the commodity to national food and nutrition security, in relation to the nutritional status of the population by looking at the household dietary diversity score survey data. If these are not available, the recommended approach is to do a small sample-size survey as part of the initial analysis to calculate individual dietary diversity scores or to recommend a full study as part of the value chain development plan, if nutritional health appears to be a sustainability hotspot.

For the implementation of the action plans, will the project take into account the specificity of each activity and profile of the value chains?

The action plans are developed in partnership with all stakeholders and are done on the basis of the value chain analysis, which aims to elicit the specificity of each value chain. This ensures that the action plans are tailormade to fit the specificity of each value chain.

What can be done to select distinct value chains in small-scale fisheries, given its complexities and the multi-species nature of the sector?

Multi-species capture fisheries do pose a challenge in doing the value chain analysis. A key initial step in the process is to decide the scope of  the value chain and what will be considered external, and not be targeted by the upgrading strategy. If the complexity can be managed, multiple species can be included. Otherwise, multiple value chain studies will need to be undertaken or approaches other than a value chain approach will need to be selected, such as territorial, market system or business model approaches.

The twelve value chains selected for development under FISH4ACP are national. Does the project consider supporting regional value chains in case a national value chain is not performing?

Although the value chain approach is typically and more easily applied within national boundaries, if multiple countries in a region want to collaborate, the same approach can be used. However, the willingness for countries to collaborate is an essential prerequisite for this to succeed, as the approach is country-driven and the upgrading strategy would have to be implemented by multiple countries.

Do artisanal fisherfolk suffer more losses due to COVID-19? Are there any measures being taken by governments to address these losses?

The extent to which artisanal fishers suffer losses due to COVID-19 varies from country to country and across sectors. FAO has been working on assessing the COVID 19 impact on the fisheries sector. More information on the topic can be accessed following this link.

As FISH4ACP was developed before the emergence of COVID-19, and given the expansion of the pandemic and the uncertainty linked to it, will the project take into account the effects of this pandemic on the value chains and how?

Yes, the methodology has already been adapted in two ways. First, a new section was added to the sustainability analysis. It measures the resilience of the value chain against external shocks, such as COVID-19. Second, a set of COVID-19 specific questions were added to the interviews. These questions focus on the impact experienced, the mitigation measures taken so far, the success of these measures and the plans for the post-COVID-19 “new normal”. Accordingly, relevant counter-measures will be part of the improvement plan.

We know that COVID-19 has had a significant impact on fisheries and aquaculture supply chains. Is there any project outcome related to quantifying the impact?

FISH4ACP was developed prior to the onset of COVID-19, so there are no activities focusing specifically on the impact COVID19. However, the analysis on which the project is based, will take the impact of COVID-19 into account for the twelve value chains being studied.

The business model of small-scale fish farming and its potential to reduce poverty, create jobs and stimulate food security is not always well understood. Are there plans to promote the FISH4ACP model to attract more financial support?

Two out of the twelve value chains focus on small-scale fish farming: catfish in Nigeria and tilapia in Ivory Coast. A third value chain has a mixed profile of wild harvesting and farming of oysters in Senegal. One of the expected results of the project is to raise the profile and the potential of micro, small and medium enterprises in these value chains with development partners and investors and to facilitate access to additional sources of finance and investment by the enterprises.

Are micro-financing programs available for any of the initiatives supported by FISH4ACP?

Micro-finance programmes targeted at small-scale operators exist in many countries. Whether these programmes cover fisheries and fish farming varies from country to country.  The establishment of a seed fund facility aimed at facilitating access to finance for micro, small and medium enterprises from selected value chains is one of the possible activities envisaged under the FISH4ACP project.

Are there insurance companies servicing fisheries and aquaculture value chains? Does the FISH4ACP envisage fisheries and aquaculture insurance development in the improvement plan?

The value chain analysis process will look at the insurance issue in the various value chains. If insurance is assessed as an issue and a priority, activities could be developed in this respect.

To find out more about insurance in fisheries and aquaculture value chains please see the insurance for small scale fisheries guidance note.

Broadly speaking, the major risks confronting fishers and fish farmers can be divided into the following categories: asset risks, production and management risks, market risks and personal and health risks. Asset risks include loss of or damage to fishing vessels, equipment, and gear and aquaculture installations, as a result of natural or man-made disasters. Production and management risks involve the loss of catch, production failure and fish disease. Market risks relate to changes in the prices of outputs and inputs, as well as increases in interest rates. Personal and health risks include accidents at sea, death and job-related illnesses.

While more fisheries and aquaculture insurance schemes are being developed and established, there is significant scope to promote them further, particularly in developing countries.

In view of the high level of risk and the many types of risk associated with fisheries and aquaculture, private insurance companies are reluctant to get involved in this sector, particularly in traditional small-scale fisheries and fish-farming activities – especially in developing countries.

Are there changes to national government policies that would improve the value chain – either in terms of accessing markets, increasing profits or creating better working conditions?

Analysing the institutions, i.e. the “rules of the game” that govern the actions of the value chain, is a core element of the functional analysis carried out under FISH4ACP. Policies typically affect the value chain as a whole. As a consequence, they can be important leverage points that value chain upgrading strategies can focus on.

How does FISH4ACP factor in issues around illegal, unreported and unregulated (IUU) fishing? How can technology improve transparency to assist in combatting IUU fishing, in addition to improving access to markets?

The findings of the value chain analyses will determine the significance of illegal, unreported and unregulated (IUU) fishing activities along the value chains covered by FISH4ACP. Technologies, such as Vessel Monitoring Systems (VMS) and Automatic Identification Systems (AIS), can certainly improve traceability and help combat IUU fishing, particularly when it comes to industrial fisheries. Established traceability is one factor that could lead to increased access to markets, particularly for value chains that seek to export their products abroad or enter new niche markets.

What is your experience with workshops and participants taking the message back to their constituencies, especially in the public sector? Has FISH4ACP done anything innovative in this regard?

This is indeed a typical challenge. FISH4ACP pursues an approach based on partnership, which means that stakeholders are involved throughout the project and they are in the driver’s seat when it comes to developing a vision and taking strategic decisions. Because of this intense and continuous interaction with the stakeholders, messages from workshops will be more effectively spread.

FISH4ACP foresees to set up a multi-stakeholder platform to support the value chain analysis and improvement plans. How will this platform be established, what is its role and how would the project ensure the sustainability of the platform?

This is an important process that needs to be implemented gradually and built, as much as possible, on what is already there. The process should start informally, bringing the stakeholders together to discuss issues, develop new ideas and solve smaller challenges. As the value of such collaboration is proven in these initial steps, the process and the platform will gradually become more structured, more formal and more engaging. Over time, facilitation by the project will be replaced by national models for operating the platform.