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 2

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 4

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: o CD: Fisheries Operations Support o Directorate: Integrated Human Resource Management o Directorate: IT Chief Financial Office: o CD: Financial Management (Fisheries) o Directorate: Supply Chain Management & Facilities o Directorate: Revenue Management o 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 7

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? 8

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 R&D agenda;  Coordination and management of research activities, processes and outcomes in respect of aquaculture R&D agenda;  Perform R&D 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 ADC Gariep Future sites Delpen, Pretoria Rhodes University Seapoint Aquarium Foretrust, Cape Town Future region

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 CD:FRD provides scientific advice to the CD:MRM for decision-making  CD:FRD 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  CD:FRD 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. 17

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

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 CD:FRD, 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 19

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. 20

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 22

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) 23

24. PROPOSED STRUCTURE/SERVICES 1.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) 24

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 25

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 26

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

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 FPE’s, 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 1:17km COMPLIANCE

34. INSPECTIONS FPE’s Cold Stores Road blocks Landing site

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 DAFF’s 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