Assessing the performance of the ‘Aquaculture Operation Phakisa Strategy’ implementation from a stakeholder perspective
- Authors: Halley, Keagan Desmond
- Date: 2019
- Subjects: Marine resources -- Government policy -- South Africa , Fishery management -- South Africa , Aquaculture -- South Africa , Aquaculture industry -- South Africa , Operation Phakisa (South Africa)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/93867 , vital:30964
- Description: The global demand in aquatic products has seen a number of fisheries depleted worldwide through increase fishing pressure and over exploitation. South Africa in itself has 52 fisheries that are being exploited, of which 48% of these fisheries are of concern, either depleted or heavily depleted. Countries around world have now taken on the responsibility to reduce the reliance on capture fisheries and move towards a more sustainable form of ensuring fish supply. A stabilisation of fisheries stock worldwide has seen the rise of aquaculture as alternative activity that would contribute to reducing pressure on the global fisheries stocks while feeding the demand for fish protein. Aquaculture has since almost equaled the capture based fish supply, contributing to 44.1% of the world’s total fisheries products in 2014 (FAO, 2016). Over the last few years the South African government has focused on developing the aquaculture sector through the development of strategies and policies. The most recent strategy launched in 2014 was Operation Phakisa: Unlocking the Economic Potential of South Africa’s Oceans. The approach of Operation Phakisa looked at accelerating the delivery of government development priorities pertaining to the oceans economy, through development of plans and collaboration of delivery through all stakeholders (public and private stakeholders). Operation Phakisa methodology included bringing key stakeholders within academia, private and public sector, as well as civil society organisations to work together and develop strategies with clear targets that would drive the growth of their specific sectors. The year 2017 marked the midway point of the five year strategy implementation time frame, and an opportunity to assess the performance of the strategy implementation. In order to assess performance of the strategy implementation, the strategy implementation framework developed by Okumus (2003) was identified. Okumus (2003) identifies 11 implementation factors and categorizes these into four categories in the strategy implementation process, based on their role and characteristics, namely: Strategic Content (development of strategy), Strategic Context (internal and external context), Operational Process (operational planning, resource allocation, people, communication, and control) and Outcome (results of implementations process) (Okumus, 2003). The research involved the reviewing of documentation based on the strategy implementation as well as facilitated semi-structure interviews with two stakeholder groups. This was to gain an understanding from the stakeholders’ perspective, on whether the Aquaculture Operation Phakisa Strategy (AOPS) is implemented according to Okumus (2003) Strategy Implementation Framework. Two stakeholder groups were interviewed, namely the officials implementing the strategy, and the aquaculture farmers being affected by the strategy implementation. The research found that eight of out of 11 factors from Okumus (2003) Strategy Implementation Framework were identified as being gaps within the implementation of the AOPS. These gaps were identified across all four main categories for strategy implementation (Strategic content, strategic context, operational process and outcomes). They included; strategy development, organisation structure, organisational culture, leadership, resource allocation, people, communication and outcomes. Furthermore, the researcher found that the perception from the officials differed to that of the aquaculture farmers, with the officials observing a more negative perception towards factors pertaining to organisational structure, organisational culture, leadership, resources allocated, people, communication and outcomes. This negative perception was experience towards the DAFF, Branch Fisheries Management as a whole, rather than within the officials own Chief Directorate (CD:AED), responsible for implementing the strategy. The research assisted with understanding the challenges affecting the implementation of the AOPS as well as unpacked strategy implementation in literature. This aided with developing recommendation to assist with enhancing strategy implementation performance of the AOPS. The following recommendation were provided: Change management within DAFF, Branch Fisheries Management; Identify responsible structures and personnel in DAFF, Branch Fisheries Management; Developing communication platforms within DAFF, Branch Fisheries Management; Review of outcomes of AOPS; and Ensure commitment from all at DAFF, Branch Fisheries Management (leadership). The research paper presents a simple method of assessing the strategy implementation process through the use of a strategy implementation framework.
- Full Text:
- Date Issued: 2019
- Authors: Halley, Keagan Desmond
- Date: 2019
- Subjects: Marine resources -- Government policy -- South Africa , Fishery management -- South Africa , Aquaculture -- South Africa , Aquaculture industry -- South Africa , Operation Phakisa (South Africa)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/93867 , vital:30964
- Description: The global demand in aquatic products has seen a number of fisheries depleted worldwide through increase fishing pressure and over exploitation. South Africa in itself has 52 fisheries that are being exploited, of which 48% of these fisheries are of concern, either depleted or heavily depleted. Countries around world have now taken on the responsibility to reduce the reliance on capture fisheries and move towards a more sustainable form of ensuring fish supply. A stabilisation of fisheries stock worldwide has seen the rise of aquaculture as alternative activity that would contribute to reducing pressure on the global fisheries stocks while feeding the demand for fish protein. Aquaculture has since almost equaled the capture based fish supply, contributing to 44.1% of the world’s total fisheries products in 2014 (FAO, 2016). Over the last few years the South African government has focused on developing the aquaculture sector through the development of strategies and policies. The most recent strategy launched in 2014 was Operation Phakisa: Unlocking the Economic Potential of South Africa’s Oceans. The approach of Operation Phakisa looked at accelerating the delivery of government development priorities pertaining to the oceans economy, through development of plans and collaboration of delivery through all stakeholders (public and private stakeholders). Operation Phakisa methodology included bringing key stakeholders within academia, private and public sector, as well as civil society organisations to work together and develop strategies with clear targets that would drive the growth of their specific sectors. The year 2017 marked the midway point of the five year strategy implementation time frame, and an opportunity to assess the performance of the strategy implementation. In order to assess performance of the strategy implementation, the strategy implementation framework developed by Okumus (2003) was identified. Okumus (2003) identifies 11 implementation factors and categorizes these into four categories in the strategy implementation process, based on their role and characteristics, namely: Strategic Content (development of strategy), Strategic Context (internal and external context), Operational Process (operational planning, resource allocation, people, communication, and control) and Outcome (results of implementations process) (Okumus, 2003). The research involved the reviewing of documentation based on the strategy implementation as well as facilitated semi-structure interviews with two stakeholder groups. This was to gain an understanding from the stakeholders’ perspective, on whether the Aquaculture Operation Phakisa Strategy (AOPS) is implemented according to Okumus (2003) Strategy Implementation Framework. Two stakeholder groups were interviewed, namely the officials implementing the strategy, and the aquaculture farmers being affected by the strategy implementation. The research found that eight of out of 11 factors from Okumus (2003) Strategy Implementation Framework were identified as being gaps within the implementation of the AOPS. These gaps were identified across all four main categories for strategy implementation (Strategic content, strategic context, operational process and outcomes). They included; strategy development, organisation structure, organisational culture, leadership, resource allocation, people, communication and outcomes. Furthermore, the researcher found that the perception from the officials differed to that of the aquaculture farmers, with the officials observing a more negative perception towards factors pertaining to organisational structure, organisational culture, leadership, resources allocated, people, communication and outcomes. This negative perception was experience towards the DAFF, Branch Fisheries Management as a whole, rather than within the officials own Chief Directorate (CD:AED), responsible for implementing the strategy. The research assisted with understanding the challenges affecting the implementation of the AOPS as well as unpacked strategy implementation in literature. This aided with developing recommendation to assist with enhancing strategy implementation performance of the AOPS. The following recommendation were provided: Change management within DAFF, Branch Fisheries Management; Identify responsible structures and personnel in DAFF, Branch Fisheries Management; Developing communication platforms within DAFF, Branch Fisheries Management; Review of outcomes of AOPS; and Ensure commitment from all at DAFF, Branch Fisheries Management (leadership). The research paper presents a simple method of assessing the strategy implementation process through the use of a strategy implementation framework.
- Full Text:
- Date Issued: 2019
Screening of the white margined sole, Synaptura marginata (Soleidae), as a candidate for aquaculture in South Africa
- Authors: Thompson, Ernst Frederick
- Date: 2004
- Subjects: Flatfishes -- South Africa , Aquaculture -- South Africa , Soleidae -- South Africa , Soleidae
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:5207 , http://hdl.handle.net/10962/d1004523 , Flatfishes -- South Africa , Aquaculture -- South Africa , Soleidae -- South Africa , Soleidae
- Description: The white margined sole Synaptura marginata (Soleidae) was isolated as the most likely candidate for flatfish aquaculture in South Africa. The aim of the study was to screen the sole as a candidate aquaculture species by way of a comprehensive study of its biology and life history strategy and to identify possible "bottlenecks". The study was undertaken on the assumption that the biological data would provide valuable information for developing specific technologies that might be required for the farming of this species. Specimens were collected monthly by spearing along the Eastern Cape coast of South Africa between December 2000 and March 2002. Length-at-age data required for modeling the growth of S. marginata was obtained from sectioned otoliths. A Von Bertalanffy growth model with an absolute error structure best describes the growth for this species. The model parameters were: L∞ = 429.5 mm TL, K = 0.24 and t₀ = -1 .79 years. Analysis of gut contents showed that S. marginata feed exclusively on polychaete worms, mainly of the genus Morphysa. S. marginata shows a protracted summer spawning season of six months, from October to April. This was determined by the calculation of a monthly gonadosomatic index and a macroscopic maturity scale. Histological examination of the ovaries revealed five ovarian developmental stages. Size at 50% and 100% sexual maturity for females was calculated to be 235 mm TL and 300 mm TL (ca. 1.5 - 2.5 years of age) and all males> 154 mm TL were mature. S. marginata is a batch spawner, releasing a minimum of 3 batches of eggs per year. Relative fecundity is high (34000 eggs per year I kg) and this coupled with the protracted spawning season would make it possible to obtain adequate numbers of juveniles (for farming) for approximately five to six months of the year. Comparative analysis of the biological characteristics in relation to other soles farmed elsewhere in the world suggests that S. marginata is a suitable candidate for marine fish culture in South Africa.
- Full Text:
- Date Issued: 2004
- Authors: Thompson, Ernst Frederick
- Date: 2004
- Subjects: Flatfishes -- South Africa , Aquaculture -- South Africa , Soleidae -- South Africa , Soleidae
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:5207 , http://hdl.handle.net/10962/d1004523 , Flatfishes -- South Africa , Aquaculture -- South Africa , Soleidae -- South Africa , Soleidae
- Description: The white margined sole Synaptura marginata (Soleidae) was isolated as the most likely candidate for flatfish aquaculture in South Africa. The aim of the study was to screen the sole as a candidate aquaculture species by way of a comprehensive study of its biology and life history strategy and to identify possible "bottlenecks". The study was undertaken on the assumption that the biological data would provide valuable information for developing specific technologies that might be required for the farming of this species. Specimens were collected monthly by spearing along the Eastern Cape coast of South Africa between December 2000 and March 2002. Length-at-age data required for modeling the growth of S. marginata was obtained from sectioned otoliths. A Von Bertalanffy growth model with an absolute error structure best describes the growth for this species. The model parameters were: L∞ = 429.5 mm TL, K = 0.24 and t₀ = -1 .79 years. Analysis of gut contents showed that S. marginata feed exclusively on polychaete worms, mainly of the genus Morphysa. S. marginata shows a protracted summer spawning season of six months, from October to April. This was determined by the calculation of a monthly gonadosomatic index and a macroscopic maturity scale. Histological examination of the ovaries revealed five ovarian developmental stages. Size at 50% and 100% sexual maturity for females was calculated to be 235 mm TL and 300 mm TL (ca. 1.5 - 2.5 years of age) and all males> 154 mm TL were mature. S. marginata is a batch spawner, releasing a minimum of 3 batches of eggs per year. Relative fecundity is high (34000 eggs per year I kg) and this coupled with the protracted spawning season would make it possible to obtain adequate numbers of juveniles (for farming) for approximately five to six months of the year. Comparative analysis of the biological characteristics in relation to other soles farmed elsewhere in the world suggests that S. marginata is a suitable candidate for marine fish culture in South Africa.
- Full Text:
- Date Issued: 2004
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