Stakeholders are called as actors. The actors are identified using other participatory approaches in information gathering. The matrix presents a map of the linkages between the different sets of actors in a given situation. The actors are listed along the top and down the side of a square matrix. The cells are used to record details or observations relevant to the task in hand. When used to plan communication for fisheries conflict management, a cell are used to record the constraints that are restricting or distorting communication between each pair of actors; and to give a rating of the importance of a particular interaction to establish priorities.
Relevant actors to include in an ALM would be users of the fishery resource, district and provincial administrators, NGOs working with the fisher communities, policy-makers and administrators in the central government.
Table 1 illustrates a typical ALM for fisheries conflict management and an example of how communication between community fishers and central government is recorded using an ALM Matrix. The cells below the diagonal can be used to record information about or assessments of communication from the actor on the left to the actor on the top and vice versa.
Cells in the diagonal represent the communication between the same actors. Table 1. A strategy is a planned set of communication activities designed to meet specific objectives among specified communication partners or stakeholders.
The CPM has four columns. The first identifies the communication partners with whom a particular organization or project wants to communicate. The second lists the objectives of communicating with each set of partners. The third suggests the content of the communication to attain the objectives. The fourth column indicates the methods or channels through which the communication with each partner could be conducted most effectively.
In order to resolve conflicts there is a need to communicate with several partners, many of whom are the same as the actors identified in the ALM above. For each stakeholder, the objective of the communication has to be established. Generally, these objectives would be to identify the source and cause of conflicts, to create awareness among the fishers for conflict resolution, to reduce the use of illegal gear, etc. Once the objectives are agreed, the content of the communication should be determined before identifying the most effective ways of communicating with each of the communication partners.
This CPM is used by the project executants as a planning tool compiled as a result of multi-stakeholders group meetings, consultations or workshops. The CPM involves a set of communication activities designed to meet specific objectives among specified communication partners or stakeholders. Once the communication planning matrix is detailed, the strategies are identified by incorporating three further details: such as time frame, responsibility or who would be involved in implementing the interventions, and the estimated tangible and intangible costs.
This information enable prioritization and selection of suitable interventions to achieve the objectives given a realistic time frame, costs and time constraints. Table 2 illustrates the structure of a communication planning matrix.
Table 2. Implementation of Communication Interventions Conflict management refers to all kinds of interventions in a conflict over the use of renewable resources and the degeneration of the environment. The main aim is to solve the problems as perceived by the parties involved. It serves to transform the hostile relationship between the parties in conflict to build a cooperative relationship.
Negotiation, mediation and arbitration are the typical the interventions used in achieving positive conflict resolution. All stakeholders involved needs to be represented in planning of interventions.
Negotiation involves a variety of methods of the communication process that occurs when two or more parties involved in a conflict of interest attempt to reach a mutually agreeable resolution.
Issues are not limited to environmental problems, but encompass economic, social, cultural and political questions. This could be in the form of face to face meetings, group discussions and meetings.
In some instances a mediator is needed to facilitate negotiators to reach an agreement. Mediators could be a village head, religious leaders, government officials, non-governmental agencies or any neutral party. Meditative approaches could also be required between disciplines, economic sectors and social groups within a single conflict party with one group taking the lead as a mediator.
Arbitration is used in resolving disputes with cross national boundaries involving obligations under various conventions treaties or laws at a national or international arena. Among the communication channels which promote the intervention approaches above include workshops, meetings, group discussions, public forums and training.
Attitude Change Measurement A Re-Survey of Attitude is a procedure used to determine the changes in the attitude and perception of the stakeholder groups.
This is conducted after the implementation of the communication interventions. This fourth step intends to measure changes in attitude toward conflict resolution and consensus as influenced by the communication interventions.
This step is not necessarily the final because communication is a continuing and evolving process, hence; there is a feedback loop in FishCom diagram. This step used a comparative study of the outcomes of the survey of attitude before the implementation of the communication intervention ex-ante and re-survey of attitude after the intervention ex-post.
This step used similar set of Attitude Survey Statements to elicit ex-post responses from the same set of stakeholder-respondents in the ex-ante attitude survey. Explicitly identify the responsibilities and authorities of each agency as it pertains to the goals of the comprehensive eCDT program Determine how to best integrate processes of various involved agencies for efficacy of the program Determine whether agencies require technical assistance or capacity building to construct the data management system, and if so how they can obtain that assistance.
NOAA entered into a memorandum of understanding with the U. This is an example of an interagency agreement. The proposal is the first of a set of measures announced in the European strategy for data.
The instrument aims to foster the availability of data for use by increasing trust in data intermediaries and by strengthening data-sharing mechanisms across the EU. Press enter to go to this resource, Proposal for European Data Governance. Obtain both commitment and action implementation, monitoring, control, and enforcement all the way along supply chains to derive counter-IUU fishing and worker protection benefits Recruit influencers to support program adoption e.
Let data collection, program objectives, and user needs drive eCDT tool selection Define the architecture of the system e. Peer Reviewed Article.
Four electronic monitoring EM technologies already trialled in EU fisheries are then summarized. This 'Methods' section of their Design Kit describes different ways to interact with those who will be using the technology to capture their thinking, barriers, and unique circumstances.
Successful digital initiatives are rooted in an understanding of user characteristics, needs and challenges. User-centered design starts with getting to know the people you are designing for through conversation, observation and co-creation. This page highlights tips and tools to do so. Press enter to go to this resource, Digital Principles: Design with the User. Build on existing and planned investments Use standardized data formats i.
SIMP Where there are national electronic traceability platforms, allow them to interface with eCDT systems, including private sector systems.
SALT Feature. SALT has distilled lessons from existing traceability pilots to provide potential solutions to overcoming the challenges a company might face when adopting eCDT.
This is the 3rd in the "Overcoming Barriers" series and outlines solutions to the challenge of interoperability and seamless data exchange across the supply chain.
The GDST is a business-to-business platform that has created the foundation for a unified framework for interoperable seafood traceability practices.
GDST 1. Press enter to go to this resource, GDST 1. The guidelines address the purpose and principles of flag state responsibilities, and the necessary cooperation between states. They are a valuable tool to strengthen the compliance of flag states, regarding their flagging and control of fishing vessels.
Develop plan for long-term funding to support all steps of program implementation. Build in designated time periods for monitoring and adaptation, particularly from the entities providing oversight Design the program with a forward-thinking mindset by enabling possible use of modern and emerging technology in data analytics Avoid prescribing a specific technology so that the program can adapt to changes.
Press enter to go to this resource, Supporting Adaptive Management. Discussion Notes explores adaptive management as one of the core principles of the Program Cycle in management approaches.
This note describes learnings and practices in adaptive management processes throughout the Program Cycle, providing an approach to making decisions and adjustments in response to new information and changes in context. Formalize partnership with the users and supporters who will be the first implementers Deploy technology Implement mechanism to receive and integrate feedback from the first implementers.
This case study involves Abalobi, a suite of mobile apps co-designed by South African stakeholders to be an information management system for small-scale fisheries, as part of a series highlighting how inclusive digital solutions can help people with low skills or low literacy levels use technology in ways that support skills development and improve livelihoods.
Provide training to stakeholders across the supply chain Training and support could be to encourage uptake of the program, promote maintenance, or build capacity for the analysis and interpretation of data collected Use culturally effective methods and ensure instructions are available in useful formats Conduct stakeholder consultation to gather feedback.
USAID Oceans focused on strengthening electronic catch documentation and traceability, curbing IUU practices, developing partnerships, and integrating human welfare considerations throughout supply chains. This report shares lessons and recommendations for a legal, fair, and sustainable seafood industry. This suite of tools helps seafood companies estimate and thus better plan for traceability implementation, and then evaluate and monitor their ROI from traceability implementation.
Press enter to go to this resource, Calculating Return on Investment. This article provides insight and knowledge about the impact of traceability on improving seafood industry business performance, including reducing waste, and enhancing consumer trust. This presentation evaluates the costs and benefits of implementing a traceability system.
Press enter to go to this resource, Traceability ROI. This report presents the findings of Seafish's study to assess the ethical issues impacting on seafood species landed into and imported to the UK. The aim is to provide a comprehensive description of ethical concerns pervading seafood production and processing activities in a wide range of countries or regions that supply the UK seafood market.
Ensure necessary agencies have clear data flows for assessing efficacy of the fisheries management strategy. Rapport final. Rethinking Fisheries Management. Pointe Noire. Congo, 03—04 November Baulch B. Being Poor and becoming Poor: Poverty status and poverty transitions in rural Pakistan. Beck T. The experience of Poverty: Fighting for respect and resources in Village India.
London: Intermediate Technology Publications. Berkes F. CrossRef Google Scholar. Management of Small-Scale Fisheries. Alternative Directives and Methods. International Development Research Centre, Ottawa, p. Co-management and traditional knowledge: Threats or opportunity? Public Options March , 29— Alternatives 15 2 , 12— Bryson J.
Strategic Planning for Public and Non-profit Organizations. Publishers, San Francisco, California, p. Carney D. Sustainable Rural Livelihoods , What contribution can we make? FAO, a. FAO Yearbook. Fisheries Statistics. Capture production. Rome, FAO. FAO, b. FAO Fisheries Report.
Number FAO, Kobe, Japan, 8—12 June
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