avoiding the " tragedy of the commons" in sa fishing industry - a simplified view and...
DESCRIPTION
A Mini-modular EMBA 15 - UCTGSB - Modular Sub-Group Assignment. Based in Business Acumen and with a week to study and interrogate the intricacies of the SA & Global Fishing Industry, various theories/methodologies related to Business Acumen and Archetypes upon which to graft potential long-term solutions to the Wicked Problems of Over-fishing - which is leading us, globally, to the Tragedy of the Commons. The document starts with the PowerPoint Presentation that we had 5 minutes to present - quite a task for such a large topic. The discussion document, though basic, does perhaps shed some light on the challenges that we are currently facing globally - related to all natural resources. The requirement - writing only a 1000 word report - using the work and thought done within the Appendices, does not allow for great depth. But perhaps there is value to be found in the simplicity of the recommendations as well as within the simple, yet practical methodological approaches employed.TRANSCRIPT
GROUP 3: EMBA 15.2
Prepared by:
MANDISA MASICHILA-
SEKGALAKANE
AMANDA BRINKMANN
BUSINESS ACUMEN5 JULY 2013
THE TRAGEDY OF THE COMMONS
defined as:
INDIVIDUALS NEGLECTING THE WELL-BEING OF
SOCIETY, IN PURSUIT OF PERSONAL GAIN
EXAMPLES: OVER-FISHING AND WILDLIFE POACHING
HARDIN, G. 1968
SOURCE; DEPARTMENT OF AGRICUTURE, FORESTROY AND FISHERIES [ DAFF] Amanda Brinkmann Indigo Consulting
THE POTENTIAL IMPACT OF THE TRAGEDY OF THE COMMONS ON THE
SA FISHING INDUSTRY
THE COMBINATION OF:
• LACK OF STRATEGIC LEADERSHIP• NON-IMPLEMENTATION OF WWF ECOSYSTEMS APPROACH FOR FISHERIES [EAF]• NO RESEARCH TO PLAN AND MANAGE THE FISHING ECOSYSTEM• LEADS TO COLLAPSING FISH STOCKS • WHICH WILL BECOME THE TRAGEDY OF THE COMMONS• WITH LARGE NEGATIVE SOCIO-ECONOMIC IMPACT ON THE SA ECONOMY
EMPLOYMENT & JOB CREATION
FOOD SECURITYBUT INDUSTRY ON BRINK OF COLLAPSE
HOW DO WE AVOID THE TRAGEDY OF THE COMMONS FROM BECOMING
A REALITY WITHIN THE SA FISHING INDUSTRY?
THIS APPROACH TO RESOURCE MANAGEMENT IS CHARACTERISED BY:
• UNDERSTANDING THE WHOLE ECOSYSTEM IMPACTS WITHIN MANAGEMENT SYSTEMS• SOCIETAL WELL-BEING OF DEPENDENT FISHING COMMUNITIES ARE INCLUDED WITHIN
MANAGEMENT ADVICE AND PRACTICE• THE LONG-TERM ECONOMIC WELL-BEING OF THE FISHING INDUSTRY IS THE
COMMUNAL OUTCOME• TRANSPARENT AND PARTICIPATORY MANAGEMENT STRUCTURES• REDUCES OVERALL ENVIRONMENTAL IMPACTS• SUFFICIENT SKILLS, CAPACITY, EQUIPMENT & FUNDING • ROBUST SCIENTIFIC DATA COLLECTION
POINTING THE NEED FOR A PHASE 1 REDESIGN OF THE
SA FISHING INDUSTRY USING THE VIABLE SYSTEMS MODEL
Amanda Brinkmann Indigo Consulting
EMPIRCAL & ACADEMIC RESEARCH
EXTENSIVE LITERATURE REVIEWS
PRESENTATIONS BY SPECIALISTS
USING YOUTUBE AND OTHER TECHNOLOGIES
GLOBAL BEST PRACTICE CASE STUDIES
FACTUAL PROPOSITIONS, DISTILLED TO CORE VARIABLESSCENARIO PLANNING & TESTING
PEER REVIEWSS, SURVEYS, FACE TO FACE I
INTERVIEWS & TELEPHONIC/SKYPE WORK SESSIONS
DESK RESEARCH, ID & CAUSAL MECHANISMS
VSD, VSM, ACTIVITY THEORY, ET AL
Amanda Brinkmann Indigo Consulting
COLLAPSED FISHING
STOCKSMALNUTRITION, FOOD
INSECURITY &
POVERTY
SOCIETAL, SOCIAL,
INDUSTRY DECAY
AND COLLAPSE
TRAGEDY OF THE
COMMONS
FRAGMENTED
FISHING INDUSTRY
SEEKING
INDIVIDUAL BENEFIT
& ROI
LACK OF OR WEAK
LEADERSHIP &
UNSKILLED
INSTITUTIONAL
CAPACITY
NO OR INFREQUENT
RESEARCH DATA
IRRESPONSIBLE
EXPANSION &
MANAGEMENT OF
AQUACULTURE
CURRENT REALITY = CURRENT FUTURE: SCENARIO 1 TESTING
2 OUT
7 IN
3 OUT
4 IN
6 OUT
1 IN
8 OUT
0 IN4 OUT
4 IN
2 OUT
6 IN
1 OUT
6 IN
1 OUT
6 IN
OUTCOME
DRIVER
DRIVER
OUTCOME
OUTCOME
WWF ECOSYSTEMS
APPROACH FOR
FISHERIES [EAF]
NOT
IMPLEMENTED
7 OUT
2 IN
DRIVER
OUTCOME
THE ALTERNATIVE HYPOTHESIS INDICATES
THAT THE TRAGEDY OF THE COMMONS
COULD BE PREVENTED BY:
• IMPLEMENTING THE WWF ECOSYSTEMS
APPROACH FOR FISHERIES [ EAF]
• STRONG INDUSTRY LEADERSHIP
• SKILLED INSTITUTIONAL CAPACITY
• ROBUST, TIMELY, USEFUL DATA
• RESPONSIBLE, COLLABORATIVE RESOURCE
MANAGEMENT
• DIVERSIFICATION OF THE FISHING
INDUSTRY
REJECTED THE NULL HYPOTHESIS Amanda Brinkmann Indigo Consulting
GLOBAL PESTEL ENVIRONMENT
1 A
SADC FISHING
PARTNERS
1E
COMMERCIAL
LIVE CAPTURE
1 D
AQUACULTURE
1C
RECREATIONAL
FISHING
1B SMALL-
SCALE FISHERIES
1 E 5,4,3,2
RECURSION
1 D 5,4,3,2
RECURSION
1 C 5,4,3,2
RECURSION
1 B 5,4,3,2
RECURSION
1 A 5,4,3,2
RECURSION
2
2
2
2
2
S2
SUSTAINABIL
ITY CO-ORD
TASK TEAM –
COLLECTIVE
S3 CROSS-DISCIPLINARY, INTER-
SECTORAL, INTER-GOVERNMENTAL
PUBLIC PRIVATE SPECIALIST
CONTROL SYSTEM
S5 MINISTERIAL TASK TEAM: INTER-DEPT,
PUBLIC/PRIVATE, CIVIL SOCIETY GENERALIST
SPECIALIST STRATEGY, POLICY, TRANSPARENT,
COLLABORABITVE, SUSTAINABILITY FOCUSED
S4 WWF/INDUSTRY/GOV ECOSYSTEMS APPROACH FOR
FISHERIES MANAGEMENT TEAM
INFO GATHERING, MONITORING, STRATEGY ADJUSTMENT
, SUSTAINABILITY MILESTONES REPORTING
S3
AUDIT
ALGEDONIC
ALERTS ATTENUATED
FUTURE
LOCAL ENVIRONMENT
ECOSYTTEMS APPROACHFOR FISHERIES STRATEGY
EMBEDDED &
LOCAL ENVIRONMENTS
EMBEDDED &
LOCAL ENVIRONMENTS
EMBEDDED &
LOCAL ENVIRONMENTS
EMBEDDED &
LOCAL ENVIRONMENTS
EMBEDDED &
LOCAL ENVIROBNMENTS
Amanda Brinkmann Indigo Consulting
• THE PRINCIPLES CONTAINED WITHIN THIS MODEL HAVE APPLICATION NOT ONLY IN OTHER NATURAL RESOURCE INTENSIVE SECTORS
• WE STRONGLY ADVOCATE FOR THE USE OF THE PRINCIPLES AND PHILOSOPHY WITHIN ALLBUSINESSES AND ORGANISATIONS
COMMON GOOD PRINCIPLES
WHOLE-OF-SOCIETY WORKING TOWARDS COMMON GOOD
POLICY, SYSTEMS, SOCIAL SYSTEMS, INSTITUTIONS & ENVIRONMENTS ARE BENEFICIALTO ALL – NOW AND FOR FUTURE GENERATIONS
JUSTICE & FAIRNESS
IMPLIES EQUAL BENEFITS AND BURDENS TO ALL =
SUSTAINABLE RESOURCE ENSURES FAIR DISTRIBUTION FOR CURRENT & FUTURE GENERATIONS
EQUAL AND ECONOMICALLY VIABLE ACCESS TO ALL STAKEHOLDERS
Amanda Brinkmann Indigo Consulting
AS THE EVIDENCE PRESENTED DEMONSTRATES,
THE FUTURE OF THE SA FISHING INDUSTRY REQUIRES A PARADIGM SHIFT
TOWARDS
SUSTAINABLE, COLLABORATIVE, & TRANSPARENT MANAGEMENT PRACTICES
WE THEREFORE RECOMMEND THE IMPLEMENTATION OF AN
-ECOSYSTEMS APPROACH TO FISHERIES –
USING VSD & VSM AS FOUNDATIONAL, EMERGENT MODELLING
AND A SYNTHESIS OF
SO LONG…..AND THANKS FOR THE FISH
ACTIVITY THEORY
SCENARIO PLANNING
ACTIVITY SYSTEMS
INSITUTIONAL ANALYSIS & DEVELOPMENT FRAMEWORKBUSINESS MODELLING CANVASS
LAWS OF CYBERNETICS
LAW OF REQUISITE VARIETY
Amanda Brinkmann Indigo Consulting
REFERENCES: FISHING & VSM
Basurto, X. 2005. How Locally Designed Access and Use Controls Can Prevent the Tragedy of the Commons in a Mexican Small-Scale
Fishing Community. Society & Natural Resource. Vol 18. Pp. 643-659. Taylor & Francis Inc. DOI: : 10.1080/08941920590959631
Blaine, S. 5 March 2013. SA lacks analysis of its fishing markets. Business Day BDLive. www.bdlive.co.za
Business Day Editorial. 22 March 2013. Fishing on the brink of disaster. BDLive. www.bdlive.co.za
Department of Agriculture, Forestry and Fisheries. 2012. Status of the South African Marine Fishery Resources. www.nda.agric.za
Hardin, G. 1968. The Tragedy of the Commons. Science, New Series. Vol. 162, No. 3859. Pp.1243 – 1248.
American Association for the Advancement of Science.
Harris, J.M; Codur, A. Nov 2008. Economics of Fisheries. Global Development and Environment Institute. www.eoearth.org
Manuel, T. 19 March 2013. Tie to make the high seas our business – for our future. Business Day BDLive. www.bdlive.co.za
Martin, G. 30 April 2013. Nautic Africa supporting DAFF patrol and research vessels. www.defenceweb.co.za
Ostrom, E. 1999. Coping with the Tragedies of the Commons. Centre of the Study of Institutions, Population and Environmental Change.
Indiana University. Bloomington. U.S.A. Annual Reviews.
Vecchiatto, P. 21 Mary 2013. Minister insists there is no crisis in fishing industry. Business Day BDLive. www.bdlive.co.za
Amanda Brinkmann Indigo Consulting
CAUSAL MECHANISM: CURRENT REALITY: NULL HYPOTHESIS
APPENDIX A Amanda Brinkmann Indigo Consulting
SUSTAINABLE
FISHING STOCKS
SUFFIENCT MARINE
RESOURCES TO FEED
AND NOURISH ALL
STAKEHOLDERS
SUSTAINABLE
LIVELIHOODS &
ECONOMIC
GROWTH
REBUILDING OF
LONG-TERM
SUSTAINABLE
FISHING INDUSTRY
STRONG LEADERSHIP
& COHESIVE,
COLLABORATIVE
FISHING INDUSTRY
COLLABORATIVE,
HIGHLY SKILLED
INSTITUTIONAL
CAPACITY
ROBUST, CREDIBLE,
TIMELY RESEARCH
DATA
SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
IDEAL REALITY = IDEAL FUTURE: LONG-TERM SUSTAINABLE FISHING INDUSTRY
5 OUT
2 IN
3 OUT
4 IN
6 OUT
1 IN
6 OUT
2 IN7 OUT
0 IN
4 OUT
3 IN
1 OUT
7 IN
2 OUT
6 IN
DRIVER
DRIVER
DRIVERDRIVER
OUTCOME
OUTCOME
SA FISHING INDUSTRY: ANALYSIS, DIAGNOSIS,
SYNTHESIS & SYSTEMS REDESIGN TAKING INTO
ACCOUNT:
• VIABLE SYSTEMS DIAGNOSTICS
• VIABLE SYSTEMS MODEL
• INSTITUTIONAL ANALYSIS & DEVELOPMENT
FRAMEWORK [ AID]
• ACTIVITY SYSTEMS AND ACTIVITY THEORY
• BUSINESS MODELLING CANVASS
• LEAN & A3 PROCESS MAPPING
• CAUSAL LOOP MODELLING
• SCENARIO PLANNING
• WWF ECOSYSTEMS APPROACH FOR
FISHERIES [EAF]
• LAWS OF CYBERNETICS
• LAW OF REQUISITE VARIETY
WHAT WE NEED TO DESIGN USING THE VIABLE SYSTEMS MODEL
ALTERNATIVE HYPOTHESIS: NOT REJECTED APPENDIX B Amanda Brinkmann Indigo Consulting
EMBA15.2: MODULE 2: BUSINESS ACUMEN GROUP ASSIGNMENT
SYSTAL- Rethinking the SA Fishing Industry With The View Of Improving Its Viability
EXECUTIVE MBA15.2
Prepared by: Mandisa Mashicila-Sekgalakane MSHMAN001
Amanda Brinkmann BRNAMA005
For and on behalf of Group 3 15 July 2013
STUDENT NAMES: STUDENT NO:
Bhadrashil Modi MDXBHA001
Willie Theron THRWIL004
Annie Cohen CHNANN002
Thierry Delvigne-Jean DLVTHIL001
Amanda Brinkmann BRNAMA005
Evan Smith SMTEVA002
Mandisa Mashicila-Sekgalakane MSHMAN001
LECTURER: Tom Ryan
WORD COUNT SCQUARE WITHIN RUVE: 927 WORDS
Amanda Brinkmann Indigo Consulting
2
EXECUTIVE MBA
Module 2 Course Code: GSB4222F
Group Position Paper Title : SYSTAL- Rethinking the SA Fishing Industry With The View
Of Improving Its Viability
Group Number: GROUP 3 MODULE 2
Student Names: Amanda Brinkmann BRNAMA005
Mandisa Masichila-Sekgalakane MSHMAN001
For and on behalf of Group 3: Members:
Bhadrashil Modi MDXBHA001
Willie Theron THRWIL004
Annie Cohen CHNANN002
Thierry Delvigne-Jean DLVTHIL001
Evan Smith SMTEVA002
Date: 15 July 2013
Lecturer: Tom Ryan
Word Count: ~ Words
Relevance: Comments
0 - 2
Demonstrates little or no insight into the problem
situation. The concern is vague and it is not clear
why it is a problem and needs attention. Little or no
sense of the relevance of the problem
3-5 6-7 8
Demonstrates good insight into the problem
situation. Clearly states the concern and why it is a
problem and needs attention. Clearly and
compellingly demonstrates the significance and
relevance of the problem
Utility: Comments
0 - 2
The proposed answer is vague and it is not clear
how it answers the question posed and plausibly
deals with the concern
3-5 6-7 8
The proposed answer is clearly stated. Clearly
shows how the proposed action answers the
question posed and plausibly deals with the
concern
Validity: Comment
0-2
The chains of reasoning leading to conclusions and
proposed answers are vague and their underlying
logic is not clear – the data is suspect and there is
little evidence of the rigorous use of dependable
analytic and synthetic methods
3-5 6-7 8
Documents clear and logical chains of reasoning
in getting to conclusions and proposed action -
based on credible data, the rigorous use of
dependable analytic and synthetic methods
Ethics: Comment
0-2
Little or no credible consideration of the ethical
implications of the proposed action
3-5 6-7 8
Makes a well reasoned judgment of the ethical
implications of the proposed action base on a
clear ethical framework and empirical data
Communication: Comment
0-2
Poorly organised; does not meet project and
format requirements. Too many serious spelling and
grammatical mistakes
3-5 6-7 8
Well organised; fully meets project and format
requirements. No serious spelling and grammatical
mistakes
Appendix A: Crafting the paper (20%)
0-7
Incomplete; insufficient appropriate detail
8-12 13-17 18-20
Complete with appropriate rich detail
Appendix B: Doing the work (40%)
0-14
Incomplete; insufficient appropriate detail
15-25 26-35 36-40
Complete with appropriate rich detail
Final mark =
REPORT TITLE: SYSTAL- Rethinking the SA Fishing Industry With The View Of Improving Its Viability
3
Amanda Brinkmann Indigo Consulting
4
ABSTRACT
INTRODUCTION: PURPOSE STATEMENT
The purpose of this research report is to rethink the South African [SA] Fishing Industry with the view to
improving its viability. The key words that we have focused upon are: “rethink” and
“improvement of its viability.”
THE SITUATION: SA FISHING INDUSTRY
The SA Fishing Industry is a significant contributor to job creation, government revenue and income
generation.
Seafood is a vital source of protein and food security to a great many fishing communities as well as
the population as a whole.
Mismanagement of our marine resources over decades has brought the resource to the brink of
collapse, which raises the spectre of dire potential socio-economic and societal impacts on SA as a
whole.
The industry is fragmented, there is little or no strategic, political leadership and this status quo, if
maintained, is increasing the probability that we are steering our way towards “The Tragedy of the
Commons” – which implies the complete depletion of a natural resource, because of lack of
collaborative, sustainable and holistic management and resource allocation.
THE CONCERN
THE POTENTIAL IMPACT OF THE TRAGEDY OF THE COMMONS ON THE SA FISHING INDUSTRY
The relevance of our concern within the situation, is that with continued lack of leadership, a fragmented
fishing industry, no research or patrol vessels being active and the unabated extraction of this already
threatened, depleted and over-exploited resource, fishing stocks will collapse, leading to “The Tragedy of
the Commons”, which will in turn have dire social, societal and economic impacts on South Africa as a
whole.
THE QUESTION
HOW DO WE AVOID THE TRAGEDY OF THE COMMONS FROM BECOMING A REALITY WITHIN THE SA FISHING
INDUSTRY?
THE ANSWER: STARTING THE PROCESS OF FRAMING AN ANSWER OR LONG-TERM SOLUTION
BY MOVING TO AN ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT which includes use of
the VSM AND OTHER METHODOLOGIES, TOOLS AND METHODS TO REDESIGN THE SA FISHING INDUSTRY
FROM A STRUCTURAL, SYSTEMS & ORGANISATIONAL PERSPECTIVE
This approach is evidence-based, considers the ecosystems and its future sustainability in totality and takes
the needs of all stakeholders into consideration. The Viable Systems Model [VSM] is a practical tool to both
diagnose and redesign the SA Fishing Industry, as it allows for emergence, adaptation and is by nature,
structured so as to deal with complex, unitary systems, where stakeholders have a vested interest in
communal, mutually beneficial outcomes and objectives. [Flood, R.L. July 1991.]
RATIONALE AND DATA CREDIBILITY
To ensure the credibility and veracity of our conclusions and recommendations, we followed the following,
rigorous, non-linear processes:
EMPIRICAL AND ACADEMIC RESEARCH→EXTENSIVE LITERATURE REVIEWS→EXTRACTS FROM PRESENTATIONS BY
INDUSTRY SPECIALISTS→ADDITIONAL DESK RESEARCH→INTERROGATION OF GLOBAL CASE STUDIES,
METHODOLOGIES, BEST PRACTICE→STUDYING, UNDERSTANDING AND USE OF THE VSM AND OTHER RELEVANT
Amanda Brinkmann Indigo Consulting
5
THEOREMS, METHODOLOGIES, TOOLS→EXTRACTED FACT-BASED PROPOSITIONS→CATEGORISED AND
LABELLED→SATURATED CATEGORIES→EXTRACTED TWO SETS OF EMPIRICAL VARIABLES→RAN TWO SCENARIOS
USING ID’S AND CAUSAL MECHANISMS→TOOK INTO ACCOUNT THE PRINCIPLES AND OUTCOMES OF THE
FISHBANKS GAME→
→To test for the validity and credibility of our situation, concern, question, answer as well as for the ethical
implications of what we are proposing. We concluded that the application of our answer is transferable not
only to other natural resource intensive industries, but that it could be employed within businesses and
organisations in any industry or sector.
ETHICAL IMPLICATIONS
The solution or answer that we propose is aimed at securing the long-term sustainability, economic and
social well-being as well as ecosystems health of the SA Fishing Industry and its stakeholders. We tested our
conclusions and recommendations against the principle of ethical decision-making, but emphasised the
following areas of ethics:
Our approach finds resonance with the “Common Good” principle, in that it implies that all policy,
systems, social systems and society as a whole work towards a common good – which ensures that
the benefits accrue to all – now and for future generations.
The “Justice and Fairness” principle, which implies that equal benefits and burdens accrue to all
stakeholders holds true. A Sustainable resource will ensure the fair distribution for current and future
generations in an equal, environmentally sensitive and economically viable manner.
CONCLUSIONS AND RECOMMENDATIONS
An Ecosystems Approach to Fisheries Management will ensure that we avert “The Tragedy of the Commons”
and can be embedded within the organisational systems of the SA Fishing Industry, by using the Viable
Systems Model to redesign and adapt this emergent, future-focused solution.
Amanda Brinkmann Indigo Consulting
6
CONTENTS PAGE PAGE NUMBERS
Abstract 4
SCQARE REPORT WITHIN THE RUVE
1. Introduction 9
2. Relevance 9
2.1 Creating the Context 9
2.2 The Situation 9
2.3 Conclusion 10
2.4 The Tragedy of the Commons 10
2.5 The Concern 10
2.6 The Argument for Relevance 10
2.7 Conclusion 11
3. Utility 11
3.1 The Question 11
3.2 The Answer 11
3.3 The Argument for Utility 12
4. Rationale and Data Credibility 12
4.1 Methodological Approach 12
4.2 The Argument for Validity 13
5. Ethics 13
5.1 Ethical Implications 13
5.2 The Argument for Ethics 13
6. Conclusions and Recommendations 14
7. References 15
TABLE OF FIGURES:
Fig 1: State of Global Fishing Stocks
Fig 2: Tragedy of the Commons
Fig 3: Scenario 2: CLD: Current Reality
Fig 4: Scenario 1: CLD: Ideal Reality towards a sustainable SA Fishing Industry
Fig 5: Process Flow/Methodological Approach
Fig 6: Tracking Tool for EAF Implementation – Argument for Ethics
APPENDIX A: CRAFTING THE PAPER 17
A 1 Establishing Relevance 17
A 1.1 the Situation 17
A 1.2 Introduction: Purpose Statement 17
A 1.3 The Situation: SA Fishing Industry 17
A 1.3.1 Relevance of the Concern within the Situation 21
A 2 Establishing Utility – The C<>Q<>A Link 21
A 2.1 The Question 21
A 2.2 Process to Substantiate the Concern, Framing the Answer and Validating 22
the Question
A 2.2.1 The Answer; The Framing Process 22
A 2.3 Establishing Utility 25
A 3 Establishing Validity and Credibility 26
A 3.1 Rationale and Data Credibility 26
A 3.2 Argument for Validity 26
A 3.3 Transferability 29
A 4 Ethical Implications & the Argument for Ethics 29
Amanda Brinkmann Indigo Consulting
7
A 5 Overall Conclusions and Recommendations 29
TABLE OF FIGURES: APPENDIX A
Fig 1: Status of Global Fishing Stocks: The level of resource depletion
Fig 2: Status of Commercial Line Fishing in SA
Fig 3: Status of Marine Resources in SA
Fig 4: Economic View: Common Heritage Resources
Fig 5: The Tragedy of the Commons: Description
Fig 6: Situation SA Fishing Industry: In a Nutshell
Fig 7: The Immediate Concern
Fig 8: Establishing Relevance: Placing the Concern within the Context of the Situation
Fig 9: The Question
Fig 10: Outcome: Scenario 2: Business as Usual
Fig 11: Scenario 1: ID: Ideal Reality
Fig 12: Scenario 1: CLD: Ideal Reality
Fig 13: Scenario 2: ID: Current Reality: Business-as-Usual
Fig 14: Scenario 2: CLD: Current Reality: Business-as-Usual
Fig 15: Scenario 2 Outcomes
Fig 16: Graphic Representation of Methodology for Validity & Data Credibility
Fig 17: Scenario 1: CLD Confirming the SCQARE within the RUVE
Fig 18: Redesign of SA Fishing Industry using VSD within VSM
Fig 19; Transferability of the Solution
Fig 20: Considering Ethics: Common Good as well as Justice and Fairness
Fig 21: Conclusions & Recommendations: EAF Using VSM, VSD as Foundational Models
APPENDIX B: DOING THE WORK
B 1 Researching and Testing for the SCQARE: Rethinking the SA Fishing Industry with a 31
view to Improving its Viability
B 1.1 Contextual Introduction 31
B 2 Project Purpose Statement 31
B 2.1 Overview of Tragedy of the Commons 31
B 2.2 The Viable Systems Model in Context 32
B 2.3 Broad and Defined Project Purpose Statements 33
B 3 Process Flow 34
B 3.1 Establishing the Situation within the Context of Relevance 34
B 3.2 The Situation 34
B 3.2.1 Substantiating our Analysis and Statement of the Situation: A summary of Data & Facts 35
B 3.3 Establishing the Concern within the Situation 44
B 3.3.1 Scenario Planning/Testing 45
B 3.3.2 The Concern 48
B 3.3.3 Relevance of the Concern within the Situation 48
B 3.3.4 Establishing Utility: The C<>Q<>A Link 48
B 3.3.4.1 The Question 48
B 3.3.4.2 The Answer: The Framing Process 49
B 3.3.4.3 Phase 0 Re-Design of SA Fishing Industry using VSM
B 3.3.4.3.1 The Viable Systems Model: Validity as Core Methodology for Re-design of SA Fishing 51
Industry
B 3.3.4.3.2 Revisiting the Viable Systems Model 51
B 3.3.4.3.3 Phase 0 Re-design of the SA Fishing Industry using the VSD and VSM 59
B 3.3.4.3.4 The Argument for Utility – the C<>Q<>A Link 65
B 3.4 The Argument for Validity and Credibility 65
B 3.5 Ethics 68
B 3.5.1 Ethical Implications 68
B 3.5.2 The Argument for Ethics 68
B 3.6 Conclusions and Recommendations 68
B 3.7 Reference 69
8
TABLE OF FIGURES: APPENDIX B
Fig 1: Tragedy of the Commons
Fig 2: Status of Global Fishing Stock in 2008
Fig 3: Process Flow: Methodological Approach
Fig 4: MSC Certified Mark
Fig 5: Tracking Tool: EAF Implementation
Fig 6: Global Facts: Fishing Extraction and Consumption: State of Resource
Fig 7: State of Global Fishing Stocks 2008: Level of Depletion
Fig 8: Recreational Fishing: Economic Benefits and Environmental Impacts
Fig 9: State of Commercial Line Fish in SA: State of Over-exploitation and Collapse
Fig 10: Status of SA Marine Resource
Fig 11: Good Practice: Marine Protected Areas
Fig 12: SA Seafood Contribution to Export Revenue
Fig 13: SASSI: Eco-labelling
Fig 14: Three Pillars of Food Security
Fig 15: SA Fisheries Management; Mission Statement
Fig 16: Contribution of SA Fishing to Revenue & Job Creation
Fig 17: Direct Employment within SA Commercial Fishing Industry
Fig 18: Table of Concepts & Variables for Scenario Testing
Fig 19: Scenario 1: ID: Ideal Reality
Fig 20: Scenario 1: CLD: Ideal Reality
Fig 21: Scenario 2: ID: Current Reality
Fig 22: Scenario 2: CLD: Current Reality
Fig 23: Scenario: How to avoid the Tragedy of the Commons: Argument for Utility
Fig 24: Tracking Tool for EAF Implementation
Fig 25: Tools, Theorems, Methodologies: Re-design of SA Fishing Industry
Fig 26: Three Cybernetic Laws: Management Implications
Fig 27: Law of Requisite Variety
Fig 28: The Viable System: Basic Design
Fig 29: VSM Indices of Performance
Fig 30: Phase 0 Re-design of SA Fishing Industry: Embedding EAF into the System Structure
Fig 31: Methodology to Assure Data Credibility and Validity
Fig 32: Concept Map: Process Flow of Methodological Rigour: Establishing Validity
Fig 33: Considering Ethics: Common Good, Justice & Fairness
APPENDIX C: PROPOSITION LOG 71
APPENDIX D: CATEGORISATION, LABELLING, SATURATION: PROPOSITIONS 86
9
The purpose of this report is to find ways to improve the viability of the SA Fishing Industry. We studied the
industry, the VSM and other methodologies to reach our conclusions and recommendations.
This section of the report provides a snapshot of the current SITUATION within the SA Fishing Industry, in
context of the global situation.
From a report titled, “Fisheries: Facts and Trends: South Africa” , we
extracted the summary below:
The SA Fishing Industry is a significant contributor to job creation, government revenue and income
generation.
Seafood is a vital source of protein and food security to many fishing communities as well as to the
general population.
Mismanagement of marine resources over decades has brought it to the brink of collapse. The SA
fishing stocks track with the statistics contained in Figure 1, above.
The industry is fragmented, there is no strategic leadership and this situation, if maintained, is
increasing the probability that we are moving towards “The Tragedy of the Commons” – the
complete depletion of our fish stocks.
This would have dire socio-economic consequences to fishing communities and the SA economy as
a whole.
Amanda Brinkmann Indigo Consulting
10
This situation raises a serious concern, which we will deal with next.
“An economic problem where individuals try to reap the greatest benefit from a given resource. Demand
overwhelms supply.
All indications within our research point towards the collapse of the SA Fishing Industry, based on the current
unknown state of our marine resources, no current research and patrol vessels at sea and data that indicate
the depletion and over-exploitation of more than 50% of our resources.
THE POTENTIAL IMPACT OF THE TRAGEDY OF THE COMMONS ON THE SA FISHING INDUSTRY
The SITUATION:
A lack of leadership
No clear policies to manage and sustain the SA Fishing Industry
No research data to manage the SA marine ecosystem sustainably; the state of biomass of
fishing stocks is unknown
We therefore cannot accurately allocate fishing rights/quotas and could already be in a state
of total depletion of important marine resources
No patrol vessels at sea to regulate, monitor and protect the SA marine resources – creating
conditions for exploitation and poaching
Marine resources which are mostly depleted, over-fished, over-exploited or on the verge of
collapse
Exacerbated by the non-implementation of the Ecosystems Approach to Fisheries [ EAF]
Amanda Brinkmann Indigo Consulting
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Could lead to total collapse of SA Fishing Stocks
Which will become The Tragedy of the Commons – the point of no return for our marine
resources
Creating large, negative, socio-economic impacts and devastating impacts on the SA
Economy as a whole
The CONCERN is centrally situated as an outcome of the SITUATION and made relevant, due to the
dire consequences of inaction.
We need to urgently question how we deal with this concern and find sustainable answers and
solutions so as to avert a national socio-economic crisis.
HOW DO WE AVOID THE TRAGEDY OF THE COMMONS FROM BECOMING A REALITY WITHIN THE SA FISHING
INDUSTRY?
The CLD below demonstrates the dire outcomes if we do not find an answer to our question.
The CLD and ID for Scenario 1: Ideal Reality: A Sustainable SA Fishing Industry led us to include the additional
variable, the EAF into Scenario 2. The first part of our answer is therefore:
MOVING TO AN ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT
LACK
OF/WEAK/ABSENT
LEADERSHIP
NOT
ADOPTING THE
WWF ECOSYSTEMS APPROACHFOR FISHERIES
and therefore
NO OR INFREQUENT DATA ARE
COLLECTED AND ANALYSED
CREATING THE
CONDITIONS FOR
IRRESPONSIBLE EXPANSION &
MANAGEMENT OF AQUACULTURE
FRAGMENTED FISHING INDUSTRY
SEEKING HIGHEST INDIVIDUAL ROI
which leads to
ENVIRONMENTAL, MARINE
ECOSYSTEMS DEGRADATION
which in turn
leads to
creating thePERFECT STORM
COLLAPSING/COLLAPSED
FISHING STOCKS
which ultimately
leads to
THE TRAGEDY OF THECOMMONS
as a consequence
of which
THE FISHING INDUSTRY
COLLAPSES
contributing
significantly tothereby
leading to the
COLLAPSE OF A VITAL
SOURCE OF PROTEIN &
FOOD SECURITY
INCREASED POVERTY
THROUGH UNEMPLOYMENTINCREASE IN LOCAL
MALNUTRITION
which all adds
up to
SOCIO-ECONOMIC HARDSHIPSFOR FISHING COMMUNITIES AND
SA AS A WHOLE
which manifests
as further
SOCIAL & SOCIETAL DECAY
& INEQUALITY
AT A HUGECOST TO
ECONOMIC
GROWTH &
DEVELOPMENT
SA AS A WHOLE
INTER-RELATED
COMMUNITY
ECOSYSTEMSHOMEOSTASIS AND
HUMANESCHATOLOGY
-
-
-
-
-
-
-
-
-
-
- -
-
-
-
-
-
-
-
-
-
- -
--
-
-
-
- -
-
-
-
- R
Amanda Brinkmann Indigo Consulting
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The CLD above demonstrates the benefits of the EAF. It is evidence-based, prioritises the ecosystem, its
sustainability and takes the needs of all stakeholders into consideration.
The Viable Systems Model [VSM] is a practical tool to both diagnose and redesign the SA Fishing Industry, as
it allows for emergence, adaptation and is by nature, structured so as to deal with complex, unitary systems,
where stakeholders have a vested interest in communal, mutually beneficial outcomes and objectives.
BY MOVING TO AN ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT which includes use of
the VSM AND OTHER METHODOLOGIES, TOOLS AND METHODS TO REDESIGN THE SA FISHING INDUSTRY
FROM A STRUCTURAL, SYSTEMS & ORGANISATIONAL PERSPECTIVE
To ensure the credibility and veracity of our conclusions and recommendations, we followed the following,
rigorous, non-linear processes as demonstrated within Figure 5 below:
STRONG LEADERSHIP & COHESIVE,
COLLABORATIVE FISHING
INDUSTRY
ROBUST, CREDIBLE, TIMELY
RESEARCH DATA
COLLABORATIVE, HIGHLY
SKILLED INSTITUTIONAL
CAPACITY
SUSTAINABLEFISHING STOCKS
REBUILDING OF LONG-TERM
SUSTAINABLE FISHING
INDUSTRTY
SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
SUFFICIENT MARINE RESOURCES
TO FEED & NOURISH ALL
STAKEHOLDERS
SUSTAINABLELIVELIHOODS &
ECONOMIC GROWTH
ensure theavailability of
which, whencoupled with
assures andcontributes to
via
which in combinationcreate the conditions
for
with the ultimateoutcome of
which provides theincentives for the
continued
leading tolong-term
+
+
+
+
++
+
++
++
+
+
+
+
+
+
+
R
R
R
Amanda Brinkmann Indigo Consulting
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We feel satisfied that our report as well as the demonstration of the processes employed to ensure validity
and credibility, which are contained within our Appendices, satisfy all criterion in respect of validity. We also
concluded that the application of our answer is transferable not only to other natural resource intensive
industries, but that it could be employed within businesses and organisations in any industry or sector.
The answer that we propose is aimed at securing the long-term sustainability, economic and social well-
being as well as ecosystems health of the SA Fishing Industry and all its stakeholders. We tested our
conclusions and recommendations against the principles of ethical decision-making. Figure 6 makes the
case for the under-lying ethical implications of our answer.
Our approach finds resonance with the “Common Good” principle, in that it implies that all policy,
systems, social systems and society as a whole work towards a common good – which ensures that
the benefits accrue to all – now and for future generations.
The “Justice and Fairness” principle, which implies that equal benefits and burdens accrue to all
stakeholders holds true. A Sustainable resource will ensure the fair distribution for current and future
generations in an equal, environmentally sensitive and economically viable manner.
Amanda Brinkmann Indigo Consulting
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An Ecosystems Approach to Fisheries Management will ensure that we avert “The Tragedy of the Commons”
and can be embedded within the organisational systems of the SA Fishing Industry, by using the Viable
Systems Model to redesign and adapt this emergent, future-focused solution.
Amanda Brinkmann Indigo Consulting
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REFERENCES: GROUP 3 FISHING INDUSTRY VSM PROJECT
Bailey, M; Gakushilshimura; Paisley, R; Sumaila, U, R. 2012. Marine Policy. Elsevier Ltd.
Basurto, X. 2005. How Locally Designed Access and Use Controls Can Prevent the Tragedy of the Commons
in a Mexican Small-Scale Fishing Community. Society & Natural Resource. Vol 18. Pp. 643-659. Taylor &
Francis Inc. DOI: : 10.1080/08941920590959631
Beer, S. 1972. Brain of the Firm. The Penguin Press. London.
Blaine, S. 5 March 2013. SA lacks analysis of its fishing markets. Business Day BDLive. www.bdlive.co.za
Business Day Editorial. 22 March 2013. Fishing on the brink of disaster. BDLive. www.bdlive.co.za
Clemson, B. 2013 – EMBA 15. Three Key Cybernetic Laws.
Crawford, S; Ostrom, E.1995. A Grammar of Institutions. American Political Science Review 89(3)(Sept.):582-
600.
Denyer, D; Tranfield, D; Van Aken, J.E. 2008. Developing Design Propositions through Research Synthesis.
Organisation Studies Vol. 29: 393
Department of Agriculture, Forestry and Fisheries. 2012. Status of the South African Marine Fishery Resources.
www.nda.agric.za
Engestrom, Y. 2009. From Learning Environments and Implementation to Activity Systems and Expansive
Learning. An International Journal of Human Activity Theory. No.2. Pp. 17-33. The Centre of Human Activity
Theory. Kansai University.
Espejo, R. 2003. The Viable System Model: A Briefing about Organisational Structure. Syncho Limited. www.
syncho.com
Espejo, R; Reyes, A. 2011. On Managing Complexity: Variety Engineering: Chapter 4; Organisational
Systems. Springer-Verlag. Berlin, Heidelberg.
Flood, R.L. July 1991. Creative Problem Solving: Total Systems Intervention. Chapter 5: Viable Systems
Diagnosis. John Wiley & Sons.
Hardin, G. 1968. The Tragedy of the Commons. Science, New Series. Vol. 162, No. 3859. Pp.1243 – 1248.
American Association for the Advancement of Science.
Harris, J.M; Codur, A. Nov 2008. Economics of Fisheries. Global Development and Environment Institute.
www.eoearth.org
Helmy, H. November 1990. Decision Rule Theory and its use in the Analysis of the Organisation’s
Performance. Baligh Organisation Science, Vol.1, No. 4. www.enotes.com
Herbert, S. 1957. A Behavioural Model of Rational Choice; Extracted from Models of Man, Social and
Rational: Mathematical Essays on Rational Human Behaviour in Social Setting. New York. Wiley & Sons.
Hurwicz, L. 1994. Economic Design, Adjustment Processes, Mechanisms, and Institutions.‖ Economic Design
1(1):1-14.
Investopedia US. 2013. Definitions: The Tragedy of the Commons. A Division of ValueClick, Inc.
www.investopedia.com/terms/t/tragedy-of-the-commons.asp
Amanda Brinkmann Indigo Consulting
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Korten, D.C. 1980. Community Organization and Rural Development: A Learning Process Approach.‖ Public
Administration Review (Sept./Oct.): 480-511.
Manuel, T. 19 March 2013. Tie to make the high seas our business – for our future. Business Day BDLive.
www.bdlive.co.za
Martin, G. 30 April 2013. Nautic Africa supporting DAFF patrol and research vessels. www.defenceweb.co.za
Ostrom, E. 1999. Coping with the Tragedies of the Commons. Centre of the Study of Institutions, Population
and Environmental Change. Indiana University. Bloomington. U.S.A. Annual Reviews.
Ostrom, E; Gardner, R; Walker, J. 1994. Rules, Games and Common-Pool Resources. Ann Arbor. MI University.
University of Michigan Press.
Pauly, D; Alder, J; Bennett, E; Christensen, V; Tyedmers, P; Watson, R. 21 November 2003. The Future of
Fisheries. Science Vol 302. www.sciencemag.org
Polski, M.M; Ostrom,E. 1999. An Institutional Framework for Policy Analysis and Design. Department of Political
Science. Indiana University. USA.
Sauer, W.H.H; Hecht, T; Britz, P.J; Mather, D. 2003. An Economic and Sectoral Study of the South African
Fishing Industry. Economic and regulatory principles, survey results, transformation and socio-economic
impact Report. Volume 1. Prepared for Marine and Coastal Management by Rhodes University.
www.envirofisharica.co.za
Scholtes, P.R. 1998. The Leader’s Handbook. United States of America. The McGraw-Hill Companies.
Trochim, W,M,K. 2006. Deduction & Induction. Web Center for Social Research Methods. Research Methods
Knowledge Base. www.socialresearchmethods.net
Van Aken, J. E. 2005. Improving the Relevance of Management Research by Developing Tested and
Grounded Technological Rules. Eindhoven Centre for Innovation Studies. Eindhoven University of
Technology.
Vecchiatto, P. 21 May 2013. Minister insists there is no crisis in fishing industry. Business Day BDLive.
www.bdlive.co.za
Velasquez, M; Andre, C; Shanks, T; Meyer, M.J. Ethical Decision Making: Introduction to Ethics. www.scu.edu
World Wildlife Organisation. November 2011. Fisheries: Facts and Trends: South Africa. Sponsored and
published by Pick ‘n Pay.
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APPENDIX A: CRAFTING THE PAPER
A 1 ESTABLISHING RELEVANCE
A 1.1 THE SITUATION
A 1.1.1 INTRODUCTION: PURPOSE STATEMENT
The defined purpose of this research report is to rethink the South African [SA] Fishing Industry with the view to
improving its viability. The key words that we have focused upon are: “rethink” and
“improvement of its viability.” The purview of this research paper does not allow for, nor require, finding of
the panacea in respect of proposing an ultimate solution, but it does provide the scope to do the following:
Gain a working understanding of the SA Fishing Industry and the current reality that it is faced with.
To situate the state of the SA Fishing in context of the global fishing industry, so as to gain perspective
and draw from best practice, as well as compare and contrast the SA situation with the general
global trends within the industry.
To grasp the concept of “ The Tragedy of the Commons” which is related and has potential impact
on all finite, natural resources; and to consider the impact it could have on the SA Fishing Industry
and the SA economy as a whole.
To understand the theory and practice of the Viable Systems Model [VSM] [Flood, R.L. July 1991.] as
both a Diagnostic and Organisational/Systems Design tool.
To make connections with complementary and related theorems, methodologies and tools to aid in
the diagnostic and solutions or answer ideation process.
To arrive at the Situation, Concern, Question, Answer, Rationale and Ethics [SCQUARE] in regards to
the SA Fishing Industry and to apply the VSM, in its most basic form, together with other tools, to
provide a snapshot of what the SA Fishing Industry could look like if it departed from its Current Reality
or “Business as Usual” approach and moved to a more Ideal Reality, so as to create a more Ideal,
sustainable future for generations to come.
A 1.1.2 THE SITUATION: SA FISHING INDUSTRY
From its in-depth report titled, “Fisheries: Facts and Trends: South Africa”, the World Wildlife Organisation
[World Wildlife Organisation. November 2011.], we extract the following snapshots to paint a picture of the
precarious situation that the SA Fishing Industry finds itself in:
The SA Fishing Industry is a significant contributor to job creation, government revenue and income
generation.
Seafood is a vital source of protein and food security to a great many fishing communities as well as
the population as a whole.
Mismanagement of our marine resources over decades has brought the resource to the brink of
collapse, which raises the spectre of dire potential socio-economic and societal impacts on SA as a
whole.
The industry is fragmented, there is little or no strategic, political leadership and this status quo, if
maintained, is increasing the probability that we are steering our way towards “The Tragedy of the
Commons” – which implies the complete depletion of a natural resource, because of lack of
collaborative, sustainable and holistic management and resource allocation.
The various graphics in the form of numbered figures, as well as the detailed workings within Appendices B, C
and D, provide a detailed and empirical foundation that describes the situation that the SA Fishing Industry
finds itself in at present. We have summarized the state of industry as succinctly, yet powerfully, as possible.
Amanda Brinkmann Indigo Consulting
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Figure 1: Status of Global Fishing Stocks: The level of resource depletion
Figure 2: Status of Commercial Line Fish in South Africa Amanda Brinkmann Indigo Consulting
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Figure 3: Status of Marine Resources in South Africa
Figure 4: Economic View: Common Heritage Resources: Lakes & Oceans treated as Free Resources
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Figure 5: The Tragedy of the Commons: Description [Hardin, G. 1968]
Figure 6: Situation: SA Fishing Industry: In a Nutshell
1.2 THE CONCERN
From the extensive data that were interrogated and the scenarios that we ran, all indications are that we
are being steered towards the complete depletion of our marine resources and the collapse of the industry.
Our concern is therefore expressed as:
THE POTENTIAL IMPACT OF THE TRAGEDY OF THE COMMONS ON THE SA FISHING INDUSTRY
The relevance of our concern within the situation, is that with continued lack of leadership, a fragmented
fishing industry, no research or patrol vessels being active and the unabated extraction of this already
threatened, depleted and over-exploited resource, fishing stocks will collapse, leading to “The Tragedy of
the Commons”, which will in turn have dire social, societal and economic impacts on South Africa as a
whole.
Figure 7: The Immediate Concern: Potential Impact of the Tragedy of the Commons on the SA Fishing Industry
The Scenarios that we ran, using Inter-relationship Digraphs as well as Causal Loop Diagramme Mechanisms,
served as further validation of our concern within the situation. All indications within our research,
methodological rigour, diagnosis, analysis and synthesis pointed towards the very real possibility and probability
of the Tragedy of the Commons being a threat to the SA Fishing Industry – if not already a done deal for
certain marine resources, given the dearth of credible and current scientific research data.
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A 1.3 ESTABLISHING RELEVANCE: SITUATING THE CONCERN WITHIN THE SITUATION
A 1.3.1 RELEVANCE OF THE CONCERN WITHIN THE SITUATION
The SITUATION is characterised by:
A lack of leadership at strategic as well as institutional level as a whole
No clear or stable policies to manage and sustain the SA Fishing Industry
No research data available to plan and manage the SA marine ecosystem sustainably; which
further implies that the state of biomass of fishing stocks is unknown
This in turn means that we cannot accurately allocate fishing rights and quotas and could
already be in a state of total depletion of important marine resources
No patrol vessels at sea to regulate, monitor and protect the SA marine resources – which
creates the conditions for exploitation of all marine resources as well as poaching
Marine resources which are mostly depleted, over-fished, over-exploited or on the verge of
collapse
Exacerbated by the non-implementation of the Ecosystems Approach to Fisheries [ EAF]
Could lead to the total collapse of SA Fishing Stocks
Which will become The Tragedy of the Commons – the point of no return for our marine
resources
Creating large, negative, socio-economic impacts, by the collapse of the SA Fishing Industry
and therefore, devastating impacts on the SA Economy as a whole
The CONCERN is centrally situated as an outcome of the SITUATION and made relevant, due to the
dire consequences of inaction or continuing on the current path as is prevalent within the current
SITUATION. Relevance is further clearly states within the outcomes of the two [2] scenarios which we
ran.
Figure 8: Establishing Relevance; Placing the Concern within the context of the Situation
A 2 ESTABLISHING UTILITY – THE C<>Q<>A LINK
A 2.1 THE QUESTION
Based on our findings and research, the logical question to ask, would be;
HOW DO WE AVOID THE TRAGEDY OF THE COMMONS FROM BECOMING A REALITY WITHIN THE SA
FISHING INDUSTRY?
Given the state of the SA Fishing industry, its already depleted and over-exploited stock, the lack of
research data for planning and resource management, our question is particularly useful, in that it
seeks to explore how we avoid the collapse of a vital natural resource and all of the concomitant
consequences.
Amanda Brinkmann Indigo Consulting
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Figure 9: The Question: How do we Avoid the Tragedy of the Commons from Becoming a Reality within the
SA Fishing Industry/
A 2.2 PROCESS TO SUBSTANTIATE CONCERN, START FRAMING THE ANSWER AND VALIDATE THE QUESTION
A 2.2.1 THE ANSWER: THE FRAMING PROCESS
In starting the process of framing our answer, we felt that the EAF offers the most practical and cogent
long-term, sustainable solution to the viability of the SA Fishing Industry.
Figure 10: Outcome: Scenario 2; Business as Usual: Leading to the Framing of our Answer
Our answer, or at least part of it, specifically the move to the Ecosystems Approach to Fisheries [ EAF] was
rationalised and brought forth by the entire methodological process employed, but more specifically, by the
two scenarios that we ran, using two sets of variables to create two ID’s and two Causal Loop Diagramme
Mechanisms.
Amanda Brinkmann Indigo Consulting
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Figure 11: Scenario 1: Inter-relationship Digraph: Ideal Reality: Long-term Sustainable Fishing Industry
Figure 12: Scenario 1: CLD: Ideal Reality: Long-term Sustainable Fishing Industry
STRONG LEADERSHIP & COHESIVE,
COLLABORATIVE FISHING
INDUSTRY
ROBUST, CREDIBLE, TIMELY
RESEARCH DATA
COLLABORATIVE, HIGHLY
SKILLED INSTITUTIONAL
CAPACITY
SUSTAINABLEFISHING STOCKS
REBUILDING OF LONG-TERM
SUSTAINABLE FISHING
INDUSTRTY
SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
SUFFICIENT MARINE RESOURCES
TO FEED & NOURISH ALL
STAKEHOLDERS
SUSTAINABLELIVELIHOODS &
ECONOMIC GROWTH
ensure theavailability of
which, whencoupled with
assures andcontributes to
via
which in combinationcreate the conditions
for
with the ultimateoutcome of
which provides theincentives for the
continued
leading tolong-term
+
+
+
+
++
+
++
++
+
+
+
+
+
+
+
R
R
R
Amanda Brinkmann Indigo Consulting
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Figure 13: Scenario 2 ID: Current Reality, Business-as-Usual Scenario
Figure 14: Scenario 2: CLD: Current Reality, Business-as-Usual outcomes
LACK
OF/WEAK/ABSENT
LEADERSHIP
NOT
ADOPTING THE
WWF ECOSYSTEMS APPROACHFOR FISHERIES
and therefore
NO OR INFREQUENT DATA ARE
COLLECTED AND ANALYSED
CREATING THE
CONDITIONS FOR
IRRESPONSIBLE EXPANSION &
MANAGEMENT OF AQUACULTURE
FRAGMENTED FISHING INDUSTRY
SEEKING HIGHEST INDIVIDUAL ROI
which leads to
ENVIRONMENTAL, MARINE
ECOSYSTEMS DEGRADATION
which in turn
leads to
creating thePERFECT STORM
COLLAPSING/COLLAPSED
FISHING STOCKS
which ultimately
leads to
THE TRAGEDY OF THECOMMONS
as a consequence
of which
THE FISHING INDUSTRY
COLLAPSES
contributing
significantly tothereby
leading to the
COLLAPSE OF A VITAL
SOURCE OF PROTEIN &
FOOD SECURITY
INCREASED POVERTY
THROUGH UNEMPLOYMENTINCREASE IN LOCAL
MALNUTRITION
which all adds
up to
SOCIO-ECONOMIC HARDSHIPSFOR FISHING COMMUNITIES AND
SA AS A WHOLE
which manifests
as further
SOCIAL & SOCIETAL DECAY
& INEQUALITY
AT A HUGECOST TO
ECONOMIC
GROWTH &
DEVELOPMENT
SA AS A WHOLE
INTER-RELATED
COMMUNITY
ECOSYSTEMSHOMEOSTASIS AND
HUMANESCHATOLOGY
-
-
-
-
-
-
-
-
-
-
- -
-
-
-
-
-
-
-
-
-
- -
--
-
-
-
- -
-
-
-
- R
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Figure 15: Scenario 2 outcomes: Pointing to the requirements to be contained within the Answer
Leading to FRAMING THE ANSWER
THIS APPROACH TO RESOURCE MANAGEMENT IS CHARACTERISED BY:
• UNDERSTANDING THE WHOLE ECOSYSTEM IMPACTS WITHIN MANAGEMENT SYSTEMS
• SOCIETAL WELL-BEING OF DEPENDENT FISHING COMMUNITIES ARE INCLUDED WITHIN
MANAGEMENT ADVICE AND PRACTICE
• THE LONG-TERM ECONOMIC WELL-BEING OF THE FISHING INDUSTRY IS THE COMMUNAL OUTCOME
• TRANSPARENT AND PARTICIPATORY MANAGEMENT STRUCTURES
• REDUCES OVERALL ENVIRONMENTAL IMPACTS
• SUFFICIENT SKILLS, CAPACITY, EQUIPMENT & FUNDING
• ROBUST SCIENTIFIC DATA COLLECTION
POINTING THE NEED FOR A PHASE 1 REDESIGN OF THE
SA FISHING INDUSTRY USING THE VIABLE SYSTEMS MODEL
A 2.3 ESTABLISHING UTILITY
This empirically proven, best practice model [The EAF] takes a holistic approach, which includes
consideration of whole ecosystems impacts, the well-being of fishing communities as well as the long-
term socio-economic well-being of the Fishing Industry as its ultimate outcome. With the World Wildlife
Fund [WWF] and the United Nations as its progenitors and the WWF as the specialist implementation
partners globally, the EAF Management System carries gravitas and inherent credibility from successes
that have already been achieved in a variety of other fishing territories.
An Ecosystems Approach to Fisheries [EAF] is being adopted globally. This approach considers all marine
organisms and the processes that inter-connect them. It recognises that alterations in any processes are
difficult to recognise and even more difficult to restore, once disrupted.
Having studied a large range of theorems, methodologies, frameworks and tools, it was found that the
Viable Systems Model [Flood, R.L. July 1991.], with specific reference to the Viable Systems Diagnostics tools
that are built into this model, are most appropriate as a point of departure. The VSM and VSD aided with the
confirmation of the diagnosis of the current system and structure and with a Phase 0 re-design of the SA
Fishing Industry. In addition to the VSM, a range of other tools, methods and methodologies would be
employed as part of the emergent process of adapting, improving, checking, adjusting, measuring,
communicating, co-ordinating and rebuilding the SA Fishing Industry.
At the heart of this emergent process, that is inherent in using the Viable Systems Model to re-design the
structure of the SA Fishing Industry, would be the use of the Deming Wheel or
Amanda Brinkmann Indigo Consulting
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Plan→Do→Study/Check→Act[ion] [ PDCA][ Scholtes, P.R. 1998.] to constantly improve upon the structural
design and functional systems and their interactions. The control [System 2] and co-ordination systems
[ System 3] [Beer, S. 1972.]will be specific areas of emphasis, so as to ensure that communication of any
variances are dealt with as swiftly as possible and the system as a whole adjusted and adapted to deal with
complexity, variety and variances.
The more comprehensive first framing of the ANSWER is therefore expanded as: BY MOVING TO AN
ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT which includes use of the VSM AND OTHER
METHODOLOGIES, TOOLS AND METHODS TO REDESIGN THE SA FISHING INDUSTRY FROM A STRUCTURAL,
SYSTEMS & ORGANISATIONAL PERSPECTIVE
A 3 ESTABLISHING VALIDITY AND CREDIBILITY
A 3.1 RATIONALE AND DATA CREDIBILITY
To ensure the credibility and veracity of our conclusions and recommendations, we followed the following,
rigorous, non-linear processes:
EMPIRICAL AND ACADEMIC RESEARCH→EXTENSIVE LITERATURE REVIEWS→EXTRACTS FROM PRESENTATIONS BY
INDUSTRY SPECIALISTS→ADDITIONAL DESK RESEARCH→INTERROGATION OF GLOBAL CASE STUDIES,
METHODOLOGIES, BEST PRACTICE→STUDYING, UNDERSTANDING AND USE OF THE VSM AND OTHER RELEVANT
THEOREMS, METHODOLOGIES, TOOLS→EXTRACTED FACT-BASED PROPOSITIONS→CATEGORISED AND
LABELLED→SATURATED CATEGORIES→EXTRACTED TWO SETS OF EMPIRICAL VARIABLES→RAN TWO SCENARIOS
USING ID’S AND CAUSAL MECHANISMS→TOOK INTO ACCOUNT THE PRINCIPLES AND OUTCOMES OF THE
FISHBANKS GAME→
→To test for the validity and credibility of our situation, concern, question, answer as well as for the ethical
implications of what we are proposing.
A.3.2 ARGUMENT FOR VALIDITY
We feel satisfied that our report as well as the demonstration of the processes employed to ensure validity
and credibility, which are contained within our Appendices B, C and D, satisfy all criterion in respect of
validity. We also concluded that the application of our answer is transferable not only to other natural
resource intensive industries, but that it could be employed within businesses and organisations in any
industry or sector.
Amanda Brinkmann Indigo Consulting
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Figure 16: Graphic Representation of Methodology for Validity and Data Credibility
Figure 17: Scenario 1: CLD: Confirming the SCQARE within the RUVE
STRONG LEADERSHIP & COHESIVE,
COLLABORATIVE FISHING
INDUSTRY
ROBUST, CREDIBLE, TIMELY
RESEARCH DATA
COLLABORATIVE, HIGHLY
SKILLED INSTITUTIONAL
CAPACITY
SUSTAINABLEFISHING STOCKS
REBUILDING OF LONG-TERM
SUSTAINABLE FISHING
INDUSTRTY
SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
SUFFICIENT MARINE RESOURCES
TO FEED & NOURISH ALL
STAKEHOLDERS
SUSTAINABLELIVELIHOODS &
ECONOMIC GROWTH
ensure theavailability of
which, whencoupled with
assures andcontributes to
via
which in combinationcreate the conditions
for
with the ultimateoutcome of
which provides theincentives for the
continued
leading tolong-term
+
+
+
+
++
+
++
++
+
+
+
+
+
+
+
R
R
R
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Figure 18: Redesign of the SA Fishing Industry using VSD within the VSM
We include the redesign of the SA Fishing Industry, using the VSD within the VSM within this section, as we
firstly, within our Appendix B workings, investigated and substantiated the use of the VSD and VSM as
appropriate tools for complex unitary systems. These systems are subject to constant environmental
changes, yet are by nature able to be unified towards achieving mutually beneficial goals and objectives.
The methodology therefor works perfectly for the fishing industry, which has the characteristics as described
above.
Within Appendix B, we demonstrate our understanding of the VSM as well as the practical applications of
the tool, so as to arrive at a new design for the SA Fishing Industry. Within our very basic, Phase 0 re-design,
we use the Institutional and Development Framework [AID] to aid in our diagnosis and to guide our design.
The scope of this paper does not allow for a detailed diagnosis and resultant diagnostic report, nor for a
comprehensive narrative regarding how each of the systems should ideally be structured, using the array of
methodologies, tools, methods and frameworks at our disposal. We did however, within Appendix B,
provide a snapshot of our diagnosis, as well as a summary of the key areas that we believe would have to
be dealt with, addressed, monitored and measured, so as to evolve the VSM structure of the SA Fishing
Industry over time, so as to reach the end goal – which is a long-term, sustainable marine resource and a
thriving fishing industry and economy.
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A 3.3 TRANSFERABILITY
Given the nature inherent in our solution – focusing upon long-term sustainability, involving all stakeholders,
collaborating in the interest of the greater good and being adaptable, emergent and evolving by nature,
transferability to other natural resource management systems seems natural. We do however believe that
this model of long-term sustainability has application across sectors, industries, businesses and organisations.
In fact, it is particularly relevant in the era where we have reached the Limits to traditional growth and where
total organisational wellness will lie at the heart of its future existence.
Figure 19: Transferability of the Solution
A 4 ETHICAL IMPLICATIONS AND THE ARGUMENT FOR ETHICS
The solution or answer that we propose is aimed at securing the long-term sustainability, economic and
social well-being as well as ecosystems health of the SA Fishing Industry and all of the stakeholders affected
by its well-being and/or who may have an impact on its long-term well-being. We therefore tested our
conclusions and recommendations against all of the principle of ethical decision-making, but emphasised
the following areas of ethics:
Our approach finds resonance with the “Common Good” principle, in that it implies that all policy,
systems, social systems and society as a whole work towards a common good – which ensures that
the benefits accrue to all – now and for future generations.
The “Justice and Fairness” principle, which implies that equal benefits and burdens accrue to all
stakeholders holds true. A Sustainable resource will ensure the fair distribution for current and future
generations in an equal, environmentally sensitive and economically viable manner.
Figure 20: Considering Ethics: Common Good as well as Justice & Fairness
A 5 OVERALL CONCLUSIONS & RECOMMENDATIONS
An Ecosystems Approach to Fisheries Management will ensure that we avert “The Tragedy of the
Commons” and can be embedded within the organisational systems of the SA Fishing Industry, by using
the Viable Systems Model to redesign and adapt this emergent, future-focused solution.
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Figure 21: Conclusions and Recommendations: EAF using VSD and VSM as foundational models
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Appendix B: DOING THE WORK
B.1 RESEARCHING AND TESTING FOR THE SITUATION, CONCERN, QUESTION, ANSWER, RATIONALE AND
ETHICS: RETHINKING THE SA FISHING INDUSTRY WITH THE VIEW OF IMPROVING ITS VIABILITY
B.1.1 CONTEXTUAL INTRODUCTION
The nature of the assignment requires that we have to firstly understand the situation in as much detail
as possible, before we are able to formulate our concern and from there, the question and answer
that would flow from the concern. Given the dynamic complexity of the SA Fishing Industry, it is
patently clear that there are a range of concern variables that could be dealt with. We felt strongly
that we needed to find a concern variable that carried gravitas and that had the potential, if dealt
with in a holistic manner, to positively impact the future sustainability and viability of the industry in a
meaningful manner.
Our approach has therefore been to research and test for these core issues, so as to ensure that
relevance, utility and validity are assured, before we are able to delve deeper into the concern,
question and answer variables.
B.2 PROJECT PURPOSE STATEMENT
B.2.1 OVERVIEW OF THE TRAGEDY OF THE COMMONS
The South African Fishing Industry forms part of the Regional [Southern Africa] as well as Global Fishing
Industries; all of whom are reliant on a resource which could deplete completely, if not managed in a
collaborative and sustainable manner. It is fair to state that any natural resource is finite by nature and
as such, susceptible to what is known as “The Tragedy of the Commons.” [Hardin, G. 1968.]
The Tragedy of the Commons is defined as:
Figure 1: Tragedy of the Commons [ Source: World Wildlife Organisation. November 2011. Fisheries: Facts
and Trends: South Africa. Sponsored and published by Pick ‘n Pay.]
Investopedia [Investopedia US. 2013.] offers the following two adjuvant definitions;
Definition of 'Tragedy of the Commons'
“An economic problem in which every individual tries to reap the greatest benefit from a given resource. As
the demand for the resource overwhelms the supply, every individual who consumes an additional unit
directly harms others who can no longer enjoy the benefits. Generally, the resource of interest is easily
available to all individuals.”
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Investopedia explains 'Tragedy of The Commons'
“The tragedy of the Commons occurs when individuals neglect the well-being of society (or the group) in the
pursuit of personal gain. For example, if neighboring farmers increase the number of their own sheep living
on a common block of land, eventually the land will become depleted and not be able to support the
sheep, which is detrimental to all.”
As we will demonstrate within this Appendix as well as within our core thesis, the data are clear in that
the SA Fishing Industry is standing on the precipice of collapse. The current status quo is the result of a
large variety of internal as well as external factors and variables interacting with one another over a
prolonged period of time; all of whom have conspired to create the situation that we are faced with
currently.
We expound on the current Situation in greater detail within the body of this document. However, to
demonstrate the relevance of expounding on The Tragedy of the Commons, Figure 2 below paints a
disconcerting picture of the status of global fish stocks. At the time of releasing these statistics, 53% of
the global marine resources were described as being fully fished, 3% completely depleted and 28%
over-fished. Given the fragmented nature of the local as well as global fishing industries, the lack of
co-ordination, communication and resource management, we fear that this situation may have
become far worse in the ensuing five[5] years. These statistics speak to an industry teetering on the
brink of collapse and therefore, susceptible to The Tragedy of the Commons.
Figure 2: Status of Global Fishing Stocks in 2008; [World Wildlife Organisation. November 2011. Fisheries:
Facts and Trends: South Africa. Sponsored and published by Pick ‘n Pay.]
B.2.2 THE VIABLE SYSTEMS MODEL IN CONTEXT
A Viable systems is by inference one that is able to function autonomously and which is organized so that it is able to deal with dynamic complexity in order to survive. [. Beer, S. 1972.] Adaptability and
emergence are two core features of viable systems.
As the environment changes, so the system must be designed so as to adapt to the internal and external
dynamics that affect it. The Viable Systems Model [VSM] [Beer, S. 1972.] is based upon an abstracted
cybernetic description that is applicable to any viable system; implicit within this system is the fact that
regulation theory underpins the design of the system. As we hope to demonstrate within our first attempt at
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redesigning the SA Fishing Industry, using the VSM, we have placed emphasis upon the regulation theory of
cybernetics, as well as other tools and methodologies to ensure that the control, co-ordination and strategic
systems are equipped so as to ensure the high-functioning of System One [1], which is where the actual work
is done with in the VSM. In Systems Theory, this system one would be akin to the GEMBA – defined as GEM –
specific work – BA – the place – or the core system that produces the customer’s value and work. [Scholtes,
P.R. 1998.]
Using Viable Systems Diagnosis [Flood, R.L. July 1991], which provides the foundation for creative
problem solving and total systems intervention, our aim was to arrive at a broad systems diagnosis and
to re-design the existing SA Fishing Industry, using the Viable Systems Model. We remain fully alive to
the fact that such a diagnosis and Phase 0 re-design are the mere beginnings of an on-going, organic
and emergent process. The Deming Wheel or PDCA [ Plan→Do→Check→Action]process [Scholtes,
P.R. 1998.] should be one of the methodologies or tools used to ensure the constant cycle of planning,
doing, checking and action so as to adapt, improve, adjust and shape the SA Fishing Industry into a high-
functioning, sustainable and independently functioning, self-organising system.
The Viable Systems Model [VSM] [Espejo, R. 2003.] is a foundational instrument via which we are able to
observe collective behaviours from a systemic or holistic perspective. It is a useful tool to gain a
comprehension of why a system, business, organisation or institution is as it is at a given moment in time.
Most importantly, it provides the methodologies and theory of practice to enable systems interventions so
that it works optimally and in the interest of all stakeholders or role players.
It is however one tool in a much larger toolbox of theorems, methodologies, processes and frameworks –
and would be used in combination with a range of methodologies, such as: inter-relationship diagraphs
[ID’s], Causal Loop Diagramme [ CLD] mechanisms, Activity Systems & Activity Theory[Engestrom, Y. 2009.],
The Law of Requisite Variety[Espejo, R; Reyes, A. 2011.], Scenario planning, The Laws of
Cybernetics[Clemson, B. 2013 – EMBA 15.], Institutional and Analysis Framework [AID][ Polski, M.M; Ostrom,E.
1999.] as well as the Context, Mechanism, Outcome [ CMO] model and its companion model, the
CIMO[Denyer, D; Tranfield, D; Van Aken, J.E. 2008.], which includes the Intervention that is proposed so as to
change the behaviour of the concern variable and bring it back into the envelope of acceptance.
Bounded Rationality [Herbert, S. 1957.], Decision Rule Theory [Helmy, H. November 1990.], Technological
Rules [Van Aken, J. E. 2005.] as well as Design Propositions are taken into account during this process of
redesign.
The successful re-design and the implementation of a new functional structure, may take years of learning,
development, adaptation, updating, expansion, analysis and synthesis – so as to finally arrive at a fully
functioning system.
Given the value of the fishing industry, in respect of its contribution to export revenue, job creation, food
security as well as socio-economic impacts, there can be no doubt that urgent interventions are required in
the now, so as to secure the long-term sustainability of this resource. Our responsibility is not confined to the
present, but has specific bearing on the ability of future generations to continue benefiting from the rich
bounty of the oceans.
B.2.3 BROAD & DEFINED PROJECT PURPOSE STATEMENTS
TO GAIN A WORKING UNDERSTANDING OF THE SA FISHING INDUSTRY – CURRENT SITUATION
TO GAIN AN UNDERSTANDING OF THE THEORY AND PRACTICE OF THE VIABLE SYSTEMS MODEL AS
A DIAGNOSTIC AS WELL AS SYSTEMS DESIGN TOOL
TO MAKE THE CONNECTIONS WITH COMPLEMENTARY AND RELATED THEOREMS,
METHODOLOGIES AND TOOLS TO AID IN THE DIAGNOSTIC & SOLUTIONS/ANSWER IDEATION
PROCESS
TO ARRIVE AT THE SITUATION, CONCERN, QUESTION, ANSWER, RATIONALE AND ETHICS IN
REGARDS TO THE SA FISHING INDUSTRY AND TO APPLY THE VSM IN ITS BASIC FORMAT TO PROVIDE
A PHASE 0 RE-DESIGN
ENCAPSULATED AS: DEFINED PROJECT PURPOSE STATEMENT:
RETHINKING THE SA FISHING INDUSTRY WITH THE VIEW OF IMPROVING ITS VIABILITY
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B.3 PROCESS FLOW
Figure 3: PROCESS FLOW/METHODOLOGICAL APPROACH: TO ARRIVE AT SITUATION, CONCERN,
QUESTION, ANSWER, RATIONALE & ETHICS [SCQARE]: WITHIN THE CONTEXT OF THE RELEVANCE, UTILITY,
VALIDITY AND ETHICS [RUVE] FRAMEWORK
Before we were able to embark upon the construction of our core thesis within the Relevance, Utility,
Validity and Ethics [RUVE] framework, we had to first establish as well as validate the constituent parts
of the SCQARE within the context of the RUVE. The following non-linear, non-concurrent processes
were employed:
B.3.1 ESTABLISHING THE SITUATION WITHIN THE CONTEXT OF RELEVANCE
The collecting of our propositions required the study of: * various research reports *peer-
reviewed articles and research papers *extracts from presentations made by Fishing Industry
Specialists * additional desk research to source news reports, press statements and additional
research data related to Global Resource Management Best practice models. This provided a
sound foundation to sufficiently understand the fishing industry as a whole [systemic view] and
the SA Fishing Industry in context of the global marine ecosystem as a whole.
It furthermore ensured that the current SITUATION that the SA Fishing Industry finds itself in, which
we describe within our report, is factually based and based upon sound, deductive as well as
inductive [“bottom-up” logic] reasoning. In other words, we constructed and evaluated our
general propositions which were drawn from specific, empirical sources, by using ‘bottom up”
logic, also known as induction. We naturally did the opposite, which involved using some of the
more general propositions, to derive more specific propositions, via a process of deduction.
[Trochim, W.M.K. 2006.]
As such, the propositions used are empirical and factually based, in contrast to subjective,
opinion-based propositions.
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Given the factual basis of the propositions [Appendix C], we are comfortable that they are
able to accurately describe and validate the SITUATION that the SA Fishing Industry finds itself in.
These propositions were thereafter categorised and labelled [Appendix D]; within the limited
scope and timeframe of this assignment, the categories were saturated so as to be able to
extract the core variables that are responsible, via their inter-play with one another, for the
sustainability [or not] of the SA Fishing Industry.
In terms of the elements contained within our Broad Project Purpose Statement, the process as
described above, allowed us to achieve the objective: TO GAIN A WORKING UNDERSTANDING
OF THE SA FISHING INDUSTRY – CURRENT SITUATION.
B.3.2. THE SITUATION
Based on the methodological approach described above, we populated a comprehensive fact-
based Proposition Log [See Appendix C: Proposition Log] as well as Categorising, labelling and
saturating the categories [See Appendix D: Categorisation, labelling and category saturation:
Propositions] to arrive at a succinct summation and conclusion about the current state of the SA
Fishing Industry; we describe the SITUATION as follows:
“The SA Fishing Industry is a vital component of the SA economy as a whole, provides substantial
employment and job creation opportunities, contributes to the country’s export revenues as well as
local economy and provides food security and subsistence to a great many coastal fishing
communities.
Due to decades of resource mismanagement, a dearth of strategic leadership, a general lack of
credible research data, no patrol vessels in operation and the inability to unite the industry around the
collaborative, sustainable management of our marine resources, the SA Fishing industry stands on the
precipice of collapse.
This is particularly true of its in-shore fishing resources, which are by nature more accessible to
subsistence fishers, small-scale fisheries as well as recreational fishing. The off-shore marine resources
are in a slightly better position due to an attempt by the large commercial fishing companies to co-
manage the resource. As the data will show, urgent interventions are required to prevent the
complete collapse of the marine resource, which would in turn lead to the Tragedy of the Commons –
the point of no return and complete collapse of both the resource and therefore the fishing industry.
This would have dire socio-economic consequences for the country as a whole.”
B 3.2.1 SUBSTANTIATING OUR ANALYSIS AND STATEMENT OF THE SITUATION: A SUMMARY OF DATA AND
FACTS
Our description of the SITUATION is based upon the analysis and synthesis of the information contained
within Appendices C and D and is further validated within the body of this section.
In the Business Day article, “Minister insists there is no crisis in fishing industry”, [Vecchiatto, P. 21 May
2013.] the author provides the following information:
Forestry and Fisheries Minister, Tina Joemat-Pettersson and fishing industry CEO’s have insisted there is
no crisis in the sector.
Almost no fishery protection patrols have been performed over the past year [+].
There has been a disruption of the economically important fishing surveys. [ Required and used to
calculate fishing density, so as to inform the allocation of fishing rights and quotas and to ensure the
sustainable regeneration of fishing stocks so as to keep the industry viable]
There is confusion around the issuing of fishing quotas. [ A great many long-term quotas/rights are
expiring at the end of 2013 and into 2014; without credible research data and the required
institutional skills and capacity, it is doubtful whether new long-term rights will be issued by the due
deadline – further placing economic pressure on the fishing industry and creating further insecurity as
well as the impetus for over-fishing and maximal extraction of the resource]
The Minister of the Department of Agriculture, Fisheries and Forestry [ DAFF] took office in 2009 and
met with the fishing industry for the first time in 2013 – four [ 4] years after taking office. At this
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meeting, the Minister, under pressure of national government, expressed the need for the industry to
advise her, to have their valued voice hear and to look at how opportunities for both commercial
and small-scale fishers can be expanded. She furthermore spoke to a ‘game change’ within the
industry. She also made a commitment that the fishing patrol and research vessels, currently in the
custody of the SA Navy, would be made operational as soon as possible. [ As at July 2013, these
vessels have not left the harbour in Simon’s Town, Cape Town – and given their state of disrepair, it is
estimated that it will take another year before they are ready and seaworthy]
In an article titled, “Nautic Africa supporting DAFF patrol and research vessels”, [Martin, G. 30 April 2013] the
author confirms that Nautic Africa has signed an agreement with DAFF to support its four fisheries protection
and two fisheries research vessels, as part of the attempt of DAFF to get the fleet to full operational status
again.
Before Nautic Africa can however assist in vessel operations, which will include bunkering, crewing and other
logistics to ensure that the vessels are put to see as quickly and efficiently as possible, DAFF has contracted
with a service provider to repair the fleet for sea[use].
According to Shaheen Moola, during his presentation titled, “Managing Commercial Fisheries in SA”, Nautic
Africa has no experience in patrolling and managing marine resources. He furthermore contends that the
company that DAFF has contracted with to repair the existing fleet, built the original ships, but is not
schooled in the repair of vessels. Their primary focus is manufacturing of new boats, not the repair of
unseaworthy vessels. He expressed his concern about their ability to fulfill the task, including the fact that this
will more than likely delay the readiness of the vessels further.
According to Shaheen Moola, MD of Feike Natural Resource Management Advisors, [Martin, G. 30 April
2013.] industry CEO’s have no choice but to co-operative with the Minister of DAFF, as she had threatened to
withdraw their fishing rights. He furthermore indicated that DAFF still had to allocate 1000 fishing-right quotas,
but had not yet appointed a service provider. It is therefore unlikely that this process will be completed by
year-end [2013].
It goes without saying that regular surveys of South Africa’s fishing resources are important for the country to
prove that it has sustainable fishing stocks in order to keep export markets. [Martin, G. 30 April 2013.] These
surveys have not happened for at least two [2] or more years, placing our marine resources under extreme
threat.
According to Shaheen Moola, from Feike, extracted from his presentation to the EMBA 15.2 class during
Module 2, the SA Fishing Industry faces a large range of challenges:
With the rise of populist, political rhetoric, there has been the accompanying emergency of failed
fishing policy. Cadre deployment has paralysed DAFF and a failed Minister, who is, in Moola’s
opinion completely lacking in understanding of the fishing industry. There has been rampant
corruption under her watch; there is a need for strong political leadership to nurse the fishing industry
back to optimal health. There is a general lack of political leadership, policy and vision for the SA
fishing industry.
With the collapse of in-shore fisheries, this has led to greater unemployment, poverty and social
instability. Fishing co-operatives create further and deeper poverty as well as resource degradation;
this is due to the ownership of the resource being unclear; it is spread thinly between too many
stakeholders and their portion of the resource cannot sustain them. This leads to over-fishing,
poaching and further exploitation of the resource just to survive.
There is no fisheries patrol and research capacity and the potential loss of the Marine Stewardship
Council [MSC] sustainable fishing certification for hake trawl Fisheries.
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Figure 4: MSC Certified Sustainable Seafood Mark; Eco-label
Loss of this certification would have negative impact on these fisheries having access to export markets,
where consumers are the drivers of ecosystems approaches to fisheries and want confirmation that they are
consuming seafood that has been sustainably managed and caught.
There is a high cost attached to extracting and processing seafood; the biggest investment is in the
technology to find the fish in the first place. The large commercial fishing companies trade together
in respect of the market. They co-operate so as to be able to collaboratively meet market demands
and have access and marketing capabilities.
3000 artisanal fisheries quotas where allocated – out of these quotas, 250 of the quota holders
earned nothing more than R 350; these quotas are in essence paper quotas and are generally ‘
hawked’ to the larger fishing companies.
The 8-15 year quotas are distributed between 3222 quota holders and on an ad hoc, random basis
by the Minister. There are currently no specialists within DAFF, with the 11th Deputy Director-General
being in the acting position in the past 4 years.
Undue political pressure is exactly what is not required in fisheries management. Government
intervention has in fact contributed to the collapsed state of fishing stocks. Because of the ad hoc,
populist nature of the allocation of rights, key sustainable management methodologies have been
abandoned.
DAFF presented to the National Parliament and admitted that they have no idea as to state of the
SA marine resources and admitted that the impact of not having functioning patrol and research
vessels means that no-one is certain about where we stand as an industry.
Trevor Manuel, in his role as a Commissioner on the Global Ocean Commission, [Manuel, T. 19 March 2013.]
made the following statements:
The task that the Global Ocean Commission has set itself is to demonstrate how the ocean can be
sustainably and equitably managed. All evidence will be assessed, from sectors of society, including
science, economics, business and law. This will be distilled into a to-do list for global leaders – a list of
practical and efficient measures that via their implementation will reverse the degradation of marine
resources in the high seas and restore them to full health and productivity. He reiterates that the large
rewards lie in the high seas and that this where the largest challenges are.
He goes on to confirm that 80 million tonnes of food is extracted from the world’s oceans annually. The
United Nations [UN] Food and Agriculture Organisation calculates that half of the world’s fisheries are
providing as much as they sustainably can, whilst one-third are being exploited beyond that limit, leading to
diminishing returns.
In its publication, ‘Fisheries: Facts and Trends: South Africa”, the World Wildlife Organisation [WWO] [World
Wildlife Organisation. November 2011.], the following facts emerge:
Morne Du Plessis, CEO of the World Wildlife Fund [WWF] states that this report provides a clear picture of the
precarious state of the SA Fishing Industry after decades of mismanagement of our marine systems. For him,
this report and its findings, underscores the drive to promote an Ecosystem Approach to Fisheries [EAF]. This
approach recognises the pivotal role that marine ecosystems play in maintaining resilient, socio-cultural
systems in the face of growing threats of climate change and food security.
SA has a coastline stretching 3000 km; our oceans support both commercial and artisanal fisheries. In order
to ensure the social and economic well-being of South Africa’s coastal people, collaborative and
responsible management is required to create a long-term, sustainable marine resource. The historical
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practice of single species management has failed. Holistic environmental management strategies and
sustainable fishing practices, taking the whole ecosystem into consideration, are now imperative.
An Ecosystems Approach to Fisheries [EAF] is being adopted globally. This approach considers all marine
organisms and the processes that inter-connect them. It recognises that alterations in any processes are
difficult to recognise and even more difficult to restore, once disrupted. An EAF aims to: “balance
diverse societal objectives, by taking into account the knowledge and uncertainties about biotic, abiotic
and human components of ecosystems and their interactions and applying an integrated approach to
fisheries within ecologically meaningful boundaries” (FAO 2003).[ World Wildlife Organisation. November
2011.]
Figure 5: Tracking Tool: EAF implementation in SA Fishing Industry
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Figure 6: Global Facts: Fishing extraction and consumption; state of the resource [World Wildlife
Organisation. November 2011.]
Figure 7: Status of Global Fish Stocks in 2008: Level of Resource Depletion [World Wildlife Organisation.
November 2011.]
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Figure 8: Recreational Fishing in SA; Economic benefits and environmental impacts [World Wildlife
Organisation. November 2011.]
Figure 9: Status of Commercial Line fish in South Africa: State of over-exploitation and collapse [World
Wildlife Organisation. November 2011.]
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Figure 10: Status of SA Marine Resource [World Wildlife Organisation. November 2011.]
Figure 11: Good Practice: Marine Protected Areas in South Africa[World Wildlife Organisation. November
2011.]
From the data provided and the propositions log, it is clear that this good practice is absent within the SA
Fishing Industry.
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Figure 12: SA Seafood; Contribution to Export Revenue [World Wildlife Organisation. November 2011.]
Figure 13: SASSI – Fish markets in SA; Eco-labelling and awareness [World Wildlife Organisation. November
2011.]
Consumer awareness programmes are starting to pay off in terms of providing the incentives for the SA
Fishing Industry to commit to sustainable fishing practices. Consumers are demanding eco-products and
want to be assured that they are not contributing towards the denigration of the ecosystem.
Figure 14: Three [3] pillars of Food Security: A Complex system [World Wildlife Organisation. November 2011.]
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Figure 15: SA Fisheries Management Mission Statement [World Wildlife Organisation. November 2011.]
This is a near perfect example of a vision and mission statement that has been devised at the highest level,
which has good intentions, but that is far removed from the realities on the ground and falls far short of being
implemented or implementable, given the current situation of the SA Fishing Industry.
Figure 16: Contribution of the SA Fishing Industry to Revenue and job creation [World Wildlife Organisation.
November 2011.]
Figure 17: Direct employment within SA Commercial Fishing Industry [World Wildlife Organisation. November
2011.]
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It is estimated that in addition to these formal and direct jobs, the commercial fishing industry creates an
additional 100 000 jobs within ancillary sectors.
All of these factual propositions, with additional propositions extracted from an array of additional resources
are contained within our Proposition log [Appendix C] as well as our Categorisation, labelling and saturation
log [Appendix D]. All of these facts were analysed and synthesised so as to establish and confirm the current
SITUATION within the SA Fishing Industry.
B.3.3 ESTABLISHING THE CONCERN WITHIN THE SITUATION
After analyzing, synthesising, categorising, labelling and saturation of the propositions, two sets of
variables were created, so as to test two [2] scenarios, which served as the basis to establish and
validate our: Concern, Question, Answer or C<>Q<>A statements as well as their linkages. These
variables were drawn from Appendix D: Categorisation, labelling and category saturation:
Propositions.
LABEL CONCEPT VARIABLES SCENARIO 1 VARIABLES SCENARIO 2
STATE OF FISHING
STOCKS
UNCERTAIN/ UNDER
THREAT
SUSTAINABLE FISHING
STOCKS
COLLAPSED/COLLAPSING
FISHING STOCKS
AQUACULTURE GROWTH INDUSTRY SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
IRRESPONSIBLE
AQUACULTURE
RESEARCH IMPERATIVE TO REBUILD &
MANAGE MARINE
RESOURCES
ROBUST, TIMELY,
CREDIBLE RESEARCH
DATA
NO OR INFREQUENT
RESEARCH DATA
INSTITUTIONAL
CAPACITY
REQUIRED TO REBUILD
RESOURCE & PREVENT
TRAGEDY OF THE
COMMONS
COLLABORATIVE,
HIGHLY-SKILLED
CAPACITY
FRAGMENTED, UNSKILLED
CAPACITY
INDUSTRY
COHESION/COLL
ABORATION
INTEREST OF LONG-TERM
SUSTAINABLE LIVELIHOODS
COHESIVE INDUSTRY –
STRONG LEADERSHIP
FRAGMENTED INDUSTRY –
SEEKING INDIVIDUAL
BENEFIT
RESOURCE
MANAGEMENT
SUSTAINABLE,
RESPONSIBLE,
COLLABORATIVE GLOBAL
MANAGEMENT
REBUILDING OF LONG-
TERM SUSTAINABILITY OF
FISHING INDUSTRY
TRAGEDY OF THE
COMMONS
SOCIO-
ECONOMIC
SITUATION &
IMPACTS
HEALTH & WELL-BEING OF
COMMUNITIES, INDUSTRY
AND ECONOMY
SUSTAINABLE
LIVELIHOODS &
ECONOMIC GROWTH
SOCIETAL & INDUSTRY
COLLAPSE & DECAY
FOOD
SOURCE/SECURITY
SOURCE OF NUTRITION
AND INCOME
SUFFICIENT MARINE
RESOURCES FOR HEALTH
AND WELLNESS
MALNUTRITION &
POVERTY
Figure 18: Table of Concepts and Variables for Scenario testing/planning
The set of variables was used to create two [2] Inter-Relationship Digraphs [ID] – these were in turn used
to test the Scenarios within Causal Loops Diagramme [CLD] Mechanisms.
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B.3.3.1 SCENARIO PLANNING/TESTING
Using the Scenario one [1] variables contained within Figure 18: Table of Concepts and Variables for
Scenario testing/planning, an ID was constructed to interrogate and understand the drivers of the
long-term sustainability and viability of the SA Fishing Industry.
Figure 19: Scenario 1: IDEAL REALITY LEADING TO IDEAL FUTURE: SUSTAINABLE SA FISHING INDUSTRY
The following was deduced from the analysis of Figure 19: Scenario 1: IDEAL REALITY LEADING TO
IDEAL FUTURE: SUSTAINABLE SA FISHING INDUSTRY:
The three [3] primary drivers of the future sustainability and viability of the SA Fishing Industry, in
descending order, are: * Strong leadership & Cohesive, Collaborative Fishing Industry * Robust,
Credible, Timely Research Data * Collaborative, Highly Skilled, Institutional Capacity.
These drivers in turn lead to three [3] primary outcomes, in ascending order: * Sustainable
Fishing Stocks, leading to * Sufficient Marine Resources to feed and nourish all stakeholders,
which in turn assures * Sustainable Livelihoods and Economic Growth.
Using the same variables from Scenario one [1], a Causal Mechanism was constructed to verify the
veracity of the deductions made from the ID. Figure 20: Scenario 1: CAUSAL MECHANISM: TESTING
THE ID AND FEASIBILITY OF THE SCENARIO below confirms that Scenario one [1] creates the foundation
for the design, adaptation and implementation of a Viable SA Fishing Industry, by taking a
Collaborative, Integrated, Sustainable and Holistic Approach to Resource Management. Such a
system is described by the World Wildlife Organisation’s Ecosystems Approach to Fisheries [EAF], to
which South Africa is a signatory, but with limited implementation having taken place to date. [ World
Wildlife Organisation. November 2011.]
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Figure 20: Scenario 1: CAUSAL MECHANISM: TESTING THE ID AND FEASIBILITY OF THE SCENARIO
Based on the reinforcing loops contained within the Causal Mechanism above, it points towards the
benefits of the Implementation of the Ecosystems Approach to Fisheries to ensure the long-term
sustainability and viability of the SA Fishing Industry. This in turn led to the inclusion of the Non-
implementation of the EAF as an additional variable within our “Business as Usual” Scenario 2 testing
below.
Figure 21: Scenario 2: CURRENT REALITY “BUSINESS AS USUAL” SCENARIO
STRONG LEADERSHIP & COHESIVE,
COLLABORATIVE FISHING
INDUSTRY
ROBUST, CREDIBLE, TIMELY
RESEARCH DATA
COLLABORATIVE, HIGHLY
SKILLED INSTITUTIONAL
CAPACITY
SUSTAINABLEFISHING STOCKS
REBUILDING OF LONG-TERM
SUSTAINABLE FISHING
INDUSTRTY
SUSTAINABLE &
RESPONSIBLE
AQUACULTURE
SUFFICIENT MARINE RESOURCES
TO FEED & NOURISH ALL
STAKEHOLDERS
SUSTAINABLELIVELIHOODS &
ECONOMIC GROWTH
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Using the Scenario two [2] variables contained within Figure 18: Concepts and Variables: Scenario
testing/planning, an ID was constructed to interrogate and understand what the probable outcomes
of a Current Reality, “Business as Usual” scenario would be.
The following was deduced from the analysis of Figure 21: Scenario 2: CURRENT REALITY “BUSINESS AS
USUAL” SCENARIO:
In descending order, the drivers of the collapse of the SA Fishing Industry are: * Lack of or weak
leadership & unskilled institutional capacity leading to the * WWF Ecosystems Approach to
Fisheries [ EAF] NOT being implemented, allied to which * No or infrequent research data being
available with an Adjuvant Driver * Fragmented Fishing Industry seeking Individual Benefit & ROI
Leading to the following disturbing and disconcerting outcomes: * Collapsed Fishing Stocks *
The Tragedy of the Commons * Societal, Social, Industry Collapse & Decay, culminating in *
Malnutrition, Food Insecurity & Poverty
From the scenario above, it seems patently clear that if the SA Fishing Industry continues on its current
trajectory, it is doomed to complete failure and collapse. Such a situation would have dire socio-
economic impacts on the 147 fishing communities along our 3000 km coastline as well as to the
economy as a whole.
Using the same variables as per the ID above, a Causal Mechanism was constructed to verify the
conclusions drawn from the ID above.
Figure 22: Scenario 2: CAUSAL MECHANISM: TESTING THE ID AND “BUSINESS AS USUAL” SCENARIO
LACK
OF/WEAK/ABSENT
LEADERSHIP
NOT
ADOPTING THE
WWF ECOSYSTEMS APPROACHFOR FISHERIES
and therefore
NO OR INFREQUENT DATA ARE
COLLECTED AND ANALYSED
CREATING THE
CONDITIONS FOR
IRRESPONSIBLE EXPANSION &
MANAGEMENT OF AQUACULTURE
FRAGMENTED FISHING INDUSTRY
SEEKING HIGHEST INDIVIDUAL ROI
which leads to
ENVIRONMENTAL, MARINE
ECOSYSTEMS DEGRADATION
which in turn
leads to
creating thePERFECT STORM
COLLAPSING/COLLAPSED
FISHING STOCKS
which ultimately
leads to
THE TRAGEDY OF THECOMMONS
as a consequence
of which
THE FISHING INDUSTRY
COLLAPSES
contributing
significantly tothereby
leading to the
COLLAPSE OF A VITAL
SOURCE OF PROTEIN &
FOOD SECURITY
INCREASED POVERTY
THROUGH UNEMPLOYMENTINCREASE IN LOCAL
MALNUTRITION
which all adds
up to
SOCIO-ECONOMIC HARDSHIPSFOR FISHING COMMUNITIES AND
SA AS A WHOLE
which manifests
as further
SOCIAL & SOCIETAL DECAY
& INEQUALITY
AT A HUGECOST TO
ECONOMIC
GROWTH &
DEVELOPMENT
SA AS A WHOLE
INTER-RELATED
COMMUNITY
ECOSYSTEMSHOMEOSTASIS AND
HUMANESCHATOLOGY
-
-
-
-
-
-
-
-
-
-
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-
-
-
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-
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- -
--
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-
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- R
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As is clearly evidenced from Figure 22 above, the consequences of continuing on the current path
within the SA Fishing Industry has the potential to lead to an array of dire consequences. These
include: * The Tragedy of the Commons which means that * The Fishing Industry collapses or has
collapsed, leading to * Collapse of a vital source of protein and food security; Increased poverty
through unemployment; increase in local malnutrition with all add up to * Socio-Economic Hardships
for Fishing Communities and SA as a whole.
The knock-on effect of the situation as described above, further leads to social and societal decay
and inequality, at a huge cost to Economic Growth and Development, SA as an inter-related system
and community and lastly, poses a real threat to ecosystems homeostasis and human eschatology. In
fact, it would be safe to say that the latter two issues would be in a state of crisis.
B.3.3.2 THE CONCERN
All of the work done, the analysis of the data as well as the collaborative management of the marine
resource within the Fishbanks Game and the positive outcomes thereof, point towards the possibility or
probability of The Tragedy of the Commons being a real threat to the continued viability of the SA
Fishing Industry. Our CONCERN is therefore expressed as:
THE POTENTIAL IMPACT OF THE TRAGEDY OF THE COMMONS ON THE SA FISHING INDUSTRY
B3.3.3 RELEVANCE OF THE CONCERN WITHIN THE SITUATION
The SITUATION is characterised by:
A lack of strategic leadership at strategic as well as institutional level
No clear or stable policies to manage and sustain the SA Fishing Industry
No research data available to plan and manage the SA marine ecosystem sustainably; which
further implies that the state of biomass of fishing stocks is unknown
This in turn means that we cannot accurately allocate fishing rights and quotas and could
already be in a state of total depletion of important marine resources
No patrol vessels at sea to regulate, monitor and protect the SA marine resources – which
creates the conditions for exploitation of all marine resources as well as poaching
Marine resources which are mostly depleted, over-fished, over-exploited or on the verge of
collapse
Exacerbated by the non-implementation of the Ecosystems Approach to Fisheries [ EAF]
Could lead to the total collapse of SA Fishing Stocks
Which will become The Tragedy of the Commons – the point of no return for our marine
resources
Creating large, negative, socio-economic impacts, by the collapse of the SA Fishing Industry
and therefore, devastating impacts on the SA Economy as a whole
The CONCERN is centrally situated as an outcome of the SITUATION and made relevant, due to the
dire consequences of inaction or continuing on the current path as is prevalent within the current
SITUATION. Relevance is further clearly states within the outcomes of the two [2] scenarios which we
ran.
B.3.3.4 ESTABLISHING UTILITY: THE C<>Q<>A LINK
B.3.3.4.1 THE QUESTION
Based on our findings and research, the logical question to ask, would be;
HOW DO WE AVOID THE TRAGEDY OF THE COMMONS FROM BECOMING A REALITY WITHIN THE SA
FISHING INDUSTRY?
Given the state of the SA Fishing industry, its already depleted and over-exploited stock, the lack of
research data for planning and resource management, our question is particularly useful, in that it
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seeks to explore how we avoid the collapse of a vital natural resource and all of the concomitant
consequences.
B.3.3.4.2 THE ANSWER: THE FRAMING PROCESS
In starting the process of framing our answer, we felt that the EAF offers the most practical and cogent
long-term, sustainable solution to the viability of the SA Fishing Industry.
Figure 23 : Scenario: How to avoid The Tragedy of the Commons: The argument for Utility
ANSWER in PART: BY MOVING TO AN ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT
This empirically proven, best practice model takes a holistic approach, which includes consideration of
whole ecosystems impacts, the well-being of fishing communities as well as the long-term socio-
economic well-being of the Fishing Industry as its ultimate outcome. With the World Wildlife Fund
[WWF] and the United Nations as its progenitors and the WWF as the specialist implementation partners
globally, the EAF Management System carries gravitas and inherent credibility from successes that
have already been achieved in a variety of other fishing territories.
An Ecosystems Approach to Fisheries [EAF] is being adopted globally. This approach considers all marine
organisms and the processes that inter-connect them. It recognises that alterations in any processes are
difficult to recognise and even more difficult to restore, once disrupted.
An EAF aims to: “balance diverse societal objectives, by taking into account the knowledge and uncertainties about biotic,
abiotic and human components of ecosystems and their interactions and applying an integrated approach
to fisheries within ecologically meaningful boundaries” (FAO 2003).[ World Wildlife Organisation. November
2011.]
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Figure 24: Tracking Tool: EAF implementation in SA Fishing Industry
Implementation of the EAF will however require that it is embedded within the very organisational
structure of the SA Fishing Industry, which implies the redesign of the current organisational structure
and system, so as to allow for change management and improvements, with the ultimate outcome of
a long-term, sustainable resource and industry.
Having studied a large range of theorems, methodologies, frameworks and tools, it was found that the
Viable Systems Model [Flood, R.L. July 1991.], with specific reference to the Viable Systems Diagnostics tools
that are built into this model, are most appropriate as a point of departure. The VSM and VSD aided with the
confirmation of the diagnosis of the current system and structure and with a Phase 0 re-design of the SA
Fishing Industry. In addition to the VSM, a range of other tools, methods and methodologies would be
employed as part of the emergent process of adapting, improving, checking, adjusting, measuring,
communicating, co-ordinating and rebuilding the SA Fishing Industry.
At the heart of this emergent process, that is inherent in using the Viable Systems Model to re-design the
structure of the SA Fishing Industry, would be the use of the Deming Wheel or
Plan→Do→Study/Check→Act[ion] [ PDCA][ Scholtes, P.R. 1998.] to constantly improve upon the structural
design and functional systems and their interactions. The control [System 2] and co-ordination systems
[ System 3] [Beer, S. 1972.]will be specific areas of emphasis, so as to ensure that communication of any
variances are dealt with as swiftly as possible and the system as a whole adjusted and adapted to deal with
complexity, variety and variances.
The more comprehensive first framing of the ANSWER is therefore expanded as: BY MOVING TO AN
ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT which includes use of the VSM AND OTHER
METHODOLOGIES, TOOLS AND METHODS TO REDESIGN THE SA FISHING INDUSTRY FROM A STRUCTURAL,
SYSTEMS & ORGANISATIONAL PERSPECTIVE
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Figure 25: Tools, theorems, methodologies and methods to re-design the SA Fishing Industry
B.3.3.4.3 PHASE 0 – REDESIGN OF THE SA FISHING INDUSTRY USING THE VSM
B.3.3.4.3.1 THE VIABLE SYSTEMS MODEL – VALIDITY AS CORE METHDOLOGY FOR THE RE-DESIGN OF THE SA
FISHING INDUSTRY
In “Creative Problem-solving: Total Systems Intervention”, the author [Flood, R.L. July 1991.] makes us aware
that the Viable Systems Model [ VSM] is particularly useful as a diagnostic tool, when one is dealing with
problems and challenges arising from complex probabilistic systems. What this means, is that these systems
are made up of purposefully organized parts and are particularly exposed to complexity, because of the
fact that they are part of a constantly changing environment.
At the same time, within these systems, there is either already consensus or it can be reached quite swiftly,
because the goals and objectives that need to be achieved are generally communal and mutually
beneficial. In other words, the relationships and inter-relationships of the role players within such a system are
unitary or also known as a complex, unitary system.
In respect of the validity of using the VSM as foundational methodology to assist in the diagnosis and re-
design of the SA Fishing industry, it is clear that the industry is indeed a complex, unitary system, with a vested
interest in the long-term sustainability of the resource in the interest of all role players.
B.3.3.4.3.2 REVISITING THE VIABLE SYSTEMS MODEL
To describe as well as demonstrate our understanding of the Viable Systems Model as both a Design and
Diagnostic Tool, we draw from, “Creative Problem Solving: Total Systems Intervention: Chapter 5: Viable
Systems Diagnosis” [Flood, R.L. July 1991.] – all information contained within the body of this section of our
report is drawn from this reference document.
Robert Flood, in setting the tone of this chapter, references Stafford Beer, the father of Cybernetics and the
Viable Systems Model, as follows: “We have to become efficient in order to solve our problems and we have
to accept the threat to freedom that this entails – and handle it.” This citation is drawn from “Designing
Freedom – The Free Man in the Cybernetic World” – Stafford Beer. Essentially, the VSM works out ideas from
the science of organisation or cybernetics is similar to the systems dynamics approach in that they focus on
the inter-related nature of complex networks.
The qualitative aspects of the VSM are ideal for social contexts and how they are able to portray a picture of
a well-organised system. The VSM furthermore focuses on organisation rather than structures and is
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evolutionary by nature; quantitative simulations from systems dynamics can be integrated into the VSM
model, if required or necessary.
Any system containing humans is by nature more dynamically complex and therefore, less predictable. The
qualitative realisations of cybernetic conceptions assist management to deal more effectively with these
social organisations or systems. As stated before, as a diagnostic tool, the VSM is well-suited to problems
arising from complex, probabilistic systems. These systems are comprised of purposefully organised parts and
are subject to a constantly changing environment and complexity. Within such a system, there is near
inherent consensus and/or agreement is relatively easy to attain. This is because of the fact that the
objectives and goals are in the interest of all stakeholders within the system. The SA Fishing Industry would
be an example of such a system.
As has been evidenced by the rigorous and in-depth processes and methodological approach followed
within this report, creative pre-examination is a pre-requisite to reach logical and credible conclusions and
recommendations for problem-solving.
The Cybernetic approach is particularly useful in that the issues that have to be dealt with are usually
characterized by particular or specific defects and pathologies, all of whom are generally localized. These
pathologies are normally either resistant to or ignored by a ‘business-as-usual’ approach. The Viable Systems
view assumes that the natural laws of cybernetics have been violated and therefore, the need for diagnosis
and use of cybernetic findings are required to re-organise or re-design the system.
Figure 26: The Three Cybernetic Laws: Managerial Implications [Clemson, B. 2013 – EMBA 15.]
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As is demonstrated with Figure 26 above, the three Cybernetics Laws are: [Clemson, B. 2013 – EMBA 15.]
Law 1: SELF ORGANIZING SYSTEMS LAW: Complex systems organize themselves; the characteristic structural
and behavioural patterns in a complex system are primarily a result of the interactions among the system
parts.
Law 2: FEEDBACK: The output of a complex system is dominated by the feedback and, within wide limits, the
input is irrelevant. All outputs that are important to the system will have associated feedback loops.
Law 3 - THE LAW OF REQUISITE VARIETY: Given, a system and some regulator of that system, the amount of
regulation attainable is absolutely limited by the variety of the regulator. Most of the regulation of very
complex systems is achieved through the interaction of’ the parts (i e. one part acts to regulate some other
part)
These natural laws are borne in mind when re-designing the SA Fishing Industry, as they are core to the
successful functioning of the system as a whole and core to serving the needs of System 1, which is the
system where the real work is done.
Figure 27: The Law of Requisite Variety: Amplification and Attenuation of Variety [Espejo, R; Reyes, A. 2011.]
The heuristic inherent within the Law of Requisite Variety is that only variety absorbs variety. In designing any
organisation or system, it is vital to ensure that the structure is of such a nature that variety is attenuated at all
levels of the system, via the empowerment of the stakeholders to act autonomously and make decisions, so
as to reduce variety as it travels upwards in the system to the ultimate strategic management level.
The Philosophy of Viable Systems Diagnosis [VSD] is premised upon the statement that new ways are needed
to deal with the speed of change, which leads to organisational and social problems stemming from
increased complexity and the inter-dependence of all things.
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VSD crosses various disciplines and is based on scientific management, with a focus on taking advantage of
technological advances. Within the redesign of the SA Fishing Industry, various technologies would be
required so as to ensure the smooth functioning of the system as a whole. The design is based on the neuro-
cybernetic processes of the human brain and central nervous system, which is mirrored within the VSM as the
replication of tried and tested control systems.
Organisations are constantly evolving in response to its rapidly changing environment and are designed to
achieve its goals and objectives.
The Principles of the VSD are all cybernetic in nature. What this means is that if an organisation is not
performing or functioning optimally, it is automatically assumed that all or parts of the three [3] Cybernetic
Laws have been violated.
The VSM is not an organisational diagramme or hierarchy and it does not prescribe structures. It is rather
concerned with the essentials of the organisation and the maintenance of its identity.
Recursion is fundamental to the principles of the VSM. This ensures that vertical inter-dependencies are dealt
with and that the whole system is replicated within its parts. This means that the same VSM principles are
used to model sub-systems. In any viable unit, the horizontally inter-dependent sub-systems are integrated
and guided by the ‘meta-system’ or higher management levels.
Within VSM, the sources of command and control require emphasis. These sources are spread throughout
the systems architecture of the viable system and this enhances self-organisation and localized
management of problems; autonomy is implied. These are the laws of cybernetics in action – thereby
attenuating variety and ensuring the smooth running of an autonomous, self-organising system.
There is furthermore a focus on the relationship of every viable unit with its specific environment – either
influencing or being influenced by it, but mostly, using this environment to promote active and on-going
learning.
The VIABLE SYSTEM MODEL itself comprises an arrangement of FIVE [5] functional elements or systems – simply
named: System 1 to 5. These systems are inter-connected via complex information and control loops via the
principles of recursion.
Figure 28, The Viable System, provides a graphic representation of the basic structure of design of the VSM
and is described as follows:
SYSTEM 1: This system is directly concerned with implementation. Each part is autonomous and has, inherent
in each of its constituent parts, the features of the total viable system, with specific emphasis on all five [5]
levels or Systems 1-5 in recursion. Each part of system 1 connects to it local environment and absorbs as
much variety as possible from this environment.
SYSTEM 2: This is the co-ordination function that has as its central goal, the objective of ensuring that the
System 1 parts remain in harmony. It also dampens uncontrolled oscillations between the different parts of
System 1.
SYSTEM 3: This is the control function, which has the primary function maintaining internal systems stability. It
interprets policy decisions made by higher management levels and allocates resources to the various parts
of System 1. It furthermore ensures effective implementation of policy. It is responsible for complete systems
audits using the System 3 auditing channels.
SYSTEM 4: This is the intelligence gathering and reporting function and captures all relevant information
about the system and its total environment. This system provides the model for the organisational
environment and distributes environmental information both upwards and downwards within the
organisation according to the degree of importance. System 4 brings both internal and external
information together within an environment that enables decision-making. Most importantly, if System 4 is
functioning optimally, it is able to rapidly transmit urgent information emanating from Systems 1 to 3 to
System 5. This is done via Algedonic Alerts – Algedonic, from the Greek, meaning pain and pleasure. It
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stands to reason that if there is a pain signal, the system needs to respond to contain and manage this
aspect of the signal and if there is a pleasure signal, this needs to be circulated throughout the system. In all
instances, learning must take place.
SYSTEM 5: This is the system that is responsible for policy, strategy and leadership and responds to significant
signals filtered from systems 1 to 4. This system arbitrates between sometimes conflicting and antagonistic
internal and external demands on the organisation. The information to perform these activities is provided
by Systems 3 and 4. System 5 represents the essential qualities of “The Whole System” to any wider system
that it forms part of.
As one connects with the structure of the VSM and the functions of each of its constituent systems, one
realises the gargantuan size of the challenge to re-design the SA Fishing Industry and the degree of positive
change management and improvements that will be required to turn the ship in a sustainable direction.
Figure 28: The Viable System – the basic design [Flood, R.L. July 1991.]
INFORMATION and COMMUNICATIONS FLOWS are absolutely vital to the system; this is about how the
different parts of the organisation as well as the organisation as a whole are performing in relation to its
stated goals and objectives. According to Stafford Beer, purely financial performance measures are simply
no adequate measures of success. His rationale is that such information ignores how well prepared an
organisation is for the future, how adaptable it is to complexity and change or more abstract issues such as
for instance, employee morale.
The VSM therefore suggests THREE LEVELS OF ACHIEVEMENT as the basis for the measurement of the overall
performance of the system as demonstrated within Figure 29 below:
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Figure 29: VSM Indices of Performance [Flood, R.L. July 1991.]
The THREE LEVELS OF ACHIEVEMENT are:
ACTUALITY: the current achievement of the system within its existing resources and constraints
CAPABILITY: the possible achievement using the existing resources within the existing constraints
POTENTIALITY: what could be achieved by developing resources and removing the constraints
It is at the level of Potentiality that we aim to re-design the SA Fishing Industry – in other words, a move away
from all current constraints over time and pushing for excellence and sustainability, by pooling resources,
capacity, capabilities towards a systemic, long-term, collaborative approach to managing the industry and
its resources.
These three [3] levels combine to create THREE INDICES that are used as comprehensive measures of
performance in relation to all types of resources throughout the organisation. It is encouraging to note that
there are software packages available to measure the performance of the individual components of each
system as well as the individuals systems and ultimately, the Viable System as a whole. This measurement
allows for adjustment and adaptation in the areas where red flags are shown and where the efforts can be
focused so as to ensure further improvements.
The three indices are: PRODUCTIVITY AND LATENCY – which combines to calculate and measure overall
PERFORMANCE of the system.
Using the VSM for diagnostic purposes is indeed a complex and complicated process and can be divided
into TWO MAIN ACTIVITIES
This is a specifically directed process which is necessary so as to identify the purpose that must be
pursued. Once the purpose has been determined, the relevant systems for achieving the purpose, or
the ‘SYSTEM IN FOCUS’ [SIF] is confirmed. We have to remind ourselves that the purpose of the system
is what it does and what the system does is done by System 1; ergo, it is System 1 that produces the SIF.
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During this process, one specifies the viable parts of System 1 of the SIF as well as specifying the Viable
System of which the System in Focus is part. [The wider system, environment etc]
This part of the process draws on cybernetic principles to carry out the following:
In short, this requires that for each part of System 1, the environment, operational and localized
management must be interrogated. Gaining an understanding of:
what the constraints are that are imposed on each part of System 1 by management
how accountability is exercised for each part
what indicators of performance are taken and used
modeling of System 1 according to the VSM diagramme
During this phase, a list of possible sources of oscillation or conflict between the various parts of the system
and their environments is created. The purpose of this process is to identify the elements of System 2 that
have harmonizing or damping effects. This asks how System 2 is perceived within the organisation – as
threatening or facilitating.
This phase lists the system 3 components of the System in Focus. The following questions are asked:
how System 3 exercises authority
how resource bargaining with the various parts of System 1 are carried out
determine who is responsible for the parts of System 1
clarify what ‘ audit’ enquiries into the aspects of System 1 should be conducted by System 3
understand the relationship between Systems 3 and 1 and find out how much system freedom the
System 1 elements possess
As with the processes in the systems above, a list of System 4 activities of the System in Focus is created. The
following questions are asked:
how far ahead these activities consider the future of the system
do these activities guarantee adaptation to the future
determine if System 4 is monitoring what is happening to the environment and accessing and
analyzing trends
assessing in what way, if any, System 4 is open to novelty – innovation, creativity and new ways of
doing things
does System 4 provide a management centre and/or control room, which brings together internal
and external information so as to provide the enabling environment for intelligent and informed
decision-making
does System 4 have the facilities and capabilities for alerting System 5 to urgent developments within
the system as a whole
Within this system, we ask:
who is on the ‘Board’ or management team and how it acts
does System 5 provide sufficient and cogent identity for the entire System in Focus
how does the ethos set by System 5 affect the perception of System 4
how the ethos set by System 5 affects Systems 3, 4 and 5 homeostasis – does it take Systems 3
and 4 seriously
does System 5 share an identity with System 1 or does it claim to be something different
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are ALL information channels, transduction and control loops properly designed and
implemented
In the end, DIAGNOSIS often leads to the discovery of violations of the Cybernetic Principles.
The complete approach as described above was contemplated and considered as part of the
redesign process of the SA Fishing Industry.
mistakes in articulating different levels of recursion
importance of certain parts of System 4 not recognised, leading to it not being treated as a
viable system, added to which lack of localised management to tend to their affairs
existence of additional, irrelevant features of the structure which hamper the viability of the
system
systems 2 to 5 become ‘ autopeitic’ and seek viability in their own right; within the VSM, Systems
2 to 5 should serve the whole system via the promotion of the implementation function and
should not be allowed to function at the expense of the system as a whole – these systems
cannot become bureaucratic
system 2 not fully established, because system 1 management resent interferences
system 4 is weak because it is viewed as a ‘ staff’ function and its recommendations are
therefore ignored; according to Stafford Beer, system 4 should be an integral part of Line
management
system 5 collapses into system 3 because system 4 is weak
system 3 managers found interfering into the management processes of system 1
system 5 not creating an identity and not representing the essential qualities of the whole
system to the wider system of which it is part
communication channels within the organisation and between the organisation and its
environments do not correspond to the information flows said to be necessary in any viable
system
transmission of the indices of performance is not rapid enough
It is fair to say, based upon the facts that have been interrogated, analysed and synthesised into the
Situation, Concern, Question and Answer, in context of Relevance, Utility, Validity and Ethics, that the
SA Fishing Industry currently falls foul of the entire complete list of common faults or pathologies that
are found in dysfunctional organisational systems.
Looking at the application of the VS ideas as a Framework for Diagnosis, the simplified process
followed, also in the diagnosis and re-design of the VSM of the SA Fishing Industry, is expressed as
follows:
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[Source; Flood, R.L. July 1991. Creative Problem Solving: Total Systems Intervention. Chapter 5: Viable
Systems Diagnosis. John Wiley & Sons.]
The VSD as described within the context of the VSM was fully employed as part of the diagnostic and
redesign process. The VSD structure and processes find strong resonance with the SCQARE
methodology that is embedded with the RUVE. The two methodologies are therefore mutually
reinforcing and complementary.
B.3.3.4.3.3 PHASE 0 RE-DESIGN OF THE SA FISHING INDUSTRY, USING THE VSD AND VSM
The scope of this research paper does not allow for a comprehensive diagnosis of the SA Fishing Industry, as
such a diagnosis would require in-depth interrogation of the system as a whole, using a variety of methods,
models, methodological approaches and most definitely, interaction and engagement with a large range
of the stakeholders. Such a diagnostic report would no doubt be sizeable in format and content.
The scope is furthermore limited to demonstrating an understanding of the VSM and its capabilities as well as
the functions, inter-relatedness and recursion within its five [5] systems levels. The Phase 0 design that was
done for the purposes of the report, therefore touches mostly on the surface of a new proposed structure
within each of the systems. Our very broad diagnosis with top-line conclusions and recommendations in
respect of how systems should be structured as we have proposed and what the possible outcomes could
be, therefore scratch the surface of the process. We do however feel that this first iteration of a re-design
could form a solid foundation from which to evolve and adapt the SA Fishing Industry, towards adoption and
full implementation of the Ecosystems Approach to Fisheries [EAF].
Our observations, cursory diagnosis and proposed re-design solutions are therefore summarized as follows:
SYSTEM 1:
SYSTEM 1 [S1] is currently fragmented with all of the stakeholders essentially working in isolation of one
another and within a greater systems that is fragmented and where the Systems 3 to 5 have
collapsed into one another; this means that there seem to be no clear strategies, policies, regulations
or sense of collective ownership in respect of the current or future sustainability of the marine
resource or the fishing industry.
We have found very little evidence that the existing S1 parts are connected to the system as a whole,
nor that recursion of Systems 2 to 5 are inherent as features of the Viable Systems in S1.
Whilst each of the existing S1’s may connect to their local environment, this is done without
collaboration, with no information being circulated by System 4 [ as System 4 seems not to exist at
present], no allocation of resources done adequately by System 2 and no clear audit functions being
in place by System 3.
Each of the S1’s seem to have their own regulatory and controlling bodies, each with their own set of
rules, research [ where this is indeed present – scarce] and management approaches. It would
seems that the Regional partners within the SADC region are not in communication with most of the
stakeholders at all.
As a result, it would seem that the Regional Fishing partners do not form part of the S1 system at
present; this is a major failure, given that there is an imperative to manage the marine resource
collaboratively and sustainably.
Whilst the commercial fisheries S1’s are collaborating and attempting to produce their own research
so as to manage the resource so as to sustain the off-shore resources that they are mostly engaged
with, the opposite is true of the in-shore S1’s.
At the recreational, subsistence and small-scale fisheries S1 levels, there is little or no collaboration,
there is a lack of skills, capacity, equipment and capabilities to manage the marine resource
sustainably. This is evidenced by the near collapse of the in-shore marine resources.
There is instability surrounding the allocation of fishing rights and communal fishing rights have led to
the further exploitation of the resource, because of survivalist behaviour.
There are furthermore no patrol or research vessels active, so as to manage and regulate the over-
exploitation of the resource.
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These communities do have not have the capacity at present to function within Decision Rules –
which imply that the specific nature of the decision rules and patterns of connections between the
stakeholders, determine the overall performance of the system – these are the causal connections
that produce the current outcomes of the system as a whole. [Herbert, S. 1957.][ Ostrom, E; Gardner,
R; Walker, J. 1994][Helmy, H. November 1990.].
The stakeholders at the S1 level do not have the necessary skills and capacity to make use of
heuristics, which is premised upon making intuitive judgements, based on common sense – a great
many of these stakeholders are making judgements and decisions based upon their immediate need
for survival.
The long-term sustainability of the marine resource is at present of little or no consequence to them as
they have not been educated or involved in understanding the balance that needs to be kept in
order to keep the marine resource within its envelope of acceptance.
It is clear from the data that the SA marine resource has moved far out of its envelope of
acceptance and that urgent interventions are required to return it to an acceptable level.
Our concern variable – The impact of the Tragedy of the Commons on the SA fishing Industry – has
the potential of becoming a reality, specifically for the in-shore fisheries – with dire consequences to
the economy and lives of the communities that rely on this resource.
SYSTEM 2:
System 2 [S2 ] is the where the co-ordination of all activities within the systems should be happening,
so as to ensure that S1 remains in harmony. It is also responsible for uncontrolled oscillations between
the parts within S1 to be dampened.
It is at this level that the Regional Fisheries Management Organisations [ RFMO’s], the industry and
sectoral bodies, along with the Department of Agriculture, Forestry and Fisheries [ DAFF] as well as
civil society organisations should be collaborating so as to ensure that there is one vision and one
strategy.
There is currently no collaboration from an inter-sectoral, inter-governmental, inter-disciplinary
perspective and so, it would appear, given the state of the marine resources and the Situation that
we have described earlier within this document, that System 2 is non-functional or even non-existent.
SYSTEM 3:
System 3 [S 3] is responsible for the control function within the system, for maintaining internal systems
stability. It must furthermore interpret policy decision from Levels 4 and 5 and ensure the effective
implementation of these policies throughout the system, with emphasis of S1.
It should have a complete structure for systems audit via an array of S3 auditing channels and should
be using what Van Aken [Van Aken,J. E. 2005] calls Technological Rules of Decision-making.
S 3 is however unable to fulfill any of its obligations to any significant extent, as it has no resources to
audit the system – there are no research and patrol vessels in use, therefore no data available to
audit and manage policy and the system seems to be driven by an ad hoc philosophy, which is
determined by the ethos of System 5.
There are no clear policy directives or strategies to follow – only a confabulation of discombobulated
policies, regulations, bits of legislation, white papers, ancient research data and ad hoc decisions by
the System 5.
There are no audit channels specified for the system as a whole or for S3 – therefore, the lack of data,
information, capacity and tools, has made this function obsolete and has contributed to the SA
Fishing Industry standing on the brink of collapse.
SYSTEM 4:
System 4 [ S4] has the difficult, if not impossible task, of intelligence gathering and reporting. S4
should be capturing all information about the system and its total environment so as to create a
model for the organisation or system as a whole. This information should be distributed in both
direction with in the systems levels and must be done on an on-going basis, so that the system is able
to adapt to subtle changes and shifts in the markets and environments.
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S 4 is also tasked with bringing both external and internal information together, so as to enable
intelligent decision-making within the system as a whole, but specifically, to drive policy and
strategic decision-making at the System 5 level.
If S4 is functioning optimally, it would be able to transmit urgent information that it has filtered from
S1-4, to System 5 via a system of Algedonic Alerts. There would be contingency plans in place to
activate and deal with any threatening or concerning alerts.
It is fair to say, that our research indicates that S4 does not exist within the current SA Fishing situation.
The patrol and research vessels have not been out to sea in a number of years, no research data is
available to plan and manage the marine resource and those who have been ‘put in charge’ of
this S4 function, have evidently not had any experience in the fishing industry. This is evidenced by
the 11th Deputy Director-General being in an acting position at the Department of Fisheries in Cape
Town.
Information and Communications flows are vital to the performance of the system as a whole –
these are non-existent at present. IF there is any information flowing, the credibility thereof is called
into question immediately. DAFF admitted in the SA national Parliament that it has no idea about
the current state of our marine resources, nor can it commit to a date when the 6 patrol and
research vessels will be seaworthy.
This furthermore means that there are no measures for levels of achievement. In the first instance,
there is no clarity on which measures should be measured, by whom and how – or for what reason or
use. There are no goals set for actuality or capability of the system.
The non-existence of this function has been demonstrated within our ID’s as well as CLD’s as one of
the primary drivers of collapse of the SA marine resource, leading to the Tragedy of the Commons.
SYSTEM 5:
System 5 [S5] is responsible for policy, strategy and leadership. It should be in a position to respond to
the signals that are filtered through the system to S4 level, so that S5 is able to arbitrate conflicting or
antagonistic internal and external pressures and agendas, so as maintain balance and systems
homeostasis.
S5 should be working closely with S 3 and 4, so as to ensure the sustainability of the system as a whole.
As per our diagnosis, there is no real S 3 or S4 within the current system and situation – which starts
pointing out the reasons why S 5 is so far removed from the realities of the system as a whole, but
specifically from S1 – the purpose of the existence of the system.
S 5, very worryingly within the current context, represents the essential qualities of the whole system; if
our analysis is accurate, this would mean that the current systems is running on ad hoc basis, there is
very little knowledge about the fishing industry, there is little or no interest in the future of the industry
and no capacity or motive to deal with the challenges that the industry finds itself in.
There is no clear strategy, policy direction and therefore, no shared concepts in the minds and
routines of the stakeholders at S1 level or throughout what are at best, the skeleton of the system.
S 5 is experienced as isolationist with hardly any communication being done – the Minister took 4
years after taking office to meet with the stakeholders within the industry for the first time.
The S4 function has collapsed and so the S5 has no credible information, counsel or an enabling
environment for decision-making to take place.
Current policy is disconnected and creates perverse incentives within a fragmented and survivalist
fishing industry.
There is a culture of personal gain, to the detriment of the industry and resource as a whole and this is
an outflow of the ethos set by S 5.
The institution at S 5 creates the incentives for the behaviour of the social system as a whole and
creates the patterns of observable patterns of interactions, which in turn create the policy outcomes
– which are dire, as is evidenced by the content of our report and research.
In essence it is fair to say, that the common faults or pathologies of systems diagnosis are ALL present within
the current situation that the SA Fishing Industry finds itself in. These are:
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mistakes in articulating different levels of recursion
importance of certain parts of System 4 not recognised, leading to it not being treated as a
viable system, added to which lack of localised management to tend to their affairs
existence of additional, irrelevant features of the structure which hamper the viability of the
system
systems 2 to 5 become ‘ autopeitic’ and seek viability in their own right; within the VSM, Systems
2 to 5 should serve the whole system via the promotion of the implementation function and
should not be allowed to function at the expense of the system as a whole – these systems
cannot become bureaucratic
system 2 not fully established, because system 1 management resent interferences
system 4 is weak because it is viewed as a ‘ staff’ function and its recommendations are
therefore ignored; according to Stafford Beer, system 4 should be an integral part of Line
management
system 5 collapses into system 3 because system 4 is weak
system 3 managers found interfering into the management processes of system 1
system 5 not creating an identity and not representing the essential qualities of the whole
system to the wider system of which it is part
communication channels within the organisation and between the organisation and its
environments do not correspond to the information flows said to be necessary in any viable
system
transmission of the indices of performance is not rapid enough
The diagnosis of the SA Fishing Industry, using the VSD in context of the VSM, follows, in terms of its
framework, exactly the process employed within the body of this report:
The simplified process and framework of the VSD [Flood, R.L. July 1991.] was followed and again, provides
post-rationalisation of the SCQARE within the RUVE and specifically, for the ANSWER and proposed systems
interventions.
The analysis done via our ID’s and CLD’s earlier within this report, confirm the following in respect of the
Context, Intervention, Mechanism, Outcome [CIMO] model:
O – the Outcome, which is our concern variable – The impact of the Tragedy of the Commons
on the SA Fishing Industry – has moved out of its envelope of acceptance. This is validated by
the state of the SA marine resource and specific fishing stocks; most close to depletion or on
the brink of collapse.
M – the Mechanisms or Causal Mechanisms that we used, clearly indicate how the negative
behaviours of the system are produced and will continue to be produced, with the potential of
our Concern Variable being the ultimate outcome from the behaviour of the system.
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C – the Contextual issues and activities that impact both negatively and positively on the core
variables within the Mechanism have been explored within the ID’s and CLD’s. The outcomes
from both scenarios, clearly indicate where the negative as well as positive issues and activities
are located and how these should be restructured so as to redesign the SA Fishing Industry
towards long-term sustainability.
I – the Intervention that we have proposed has the potential to change the behaviour of the
concern variable completely and bring the system back into its envelope of acceptance. Our
intervention or answer – which recommends the Implementation of the Ecosystems Approach
to Fisheries [ EAF] via the re-design of the SA Fishing Industry, using the VSD and VSM as
foundational tools, has the intent of removing the possibility that the concern variable would
ever occur.
Whilst we used a variety of other mechanisms and tests in terms of our diagnosis, we feel that what we
have described so far is sufficient and accurate and lays the basis for the rationale and re-design of
the S1 to 5 of the SA Fishing Industry. Figure 30: Phase 0 Re-design of the SA Fishing Industry:
Embedding the EAF into the System structure serves as reference for our broad description of intended
structures within the systems levels and their potential outputs and outcomes. It furthermore has to
make a range of assumptions, for the sake of cogence:
The system as a whole is assumed to have adopted the Ecosystems Approach for Fisheries
[EAF] and this is embedded within the strategies, policy directives, regulatory frameworks as
well as structured within all of the systems.
It is furthermore assumed that through a process of thorough stakeholder engagement,
research and generative dialogic practices, the industry has been brought together as a
complex unitary system,that seeks the same sustainable goals and objectives.
It is assumed that the S5 level, has realised that it cannot function as an island and a Ministerial
Task team has been put in place and mandated to advise on and guide policy, with credible,
reliable and cogent data and information flowing from S4. This task team is inter-
departmental, inter-sectoral, includes civil society, industry and related specialists and ensures
that the S5 is transparent, communicative, responsive and collaborative – and focused on the
long-term sustainability and growth of the SA Fishing Industry.
At S 4 level, specialists from the WWO/WWF have been put in place to take the leadership role
at this level – they do however consult and collaborate with the Department of Fisheries, DAFF,
the Fishing Industry as a whole – and they assure a fisheries management team that gathers
useful information on an on-going basis, monitors, makes recommendations regarding
strategic, operational and policy adjustments and adaptations, based on the information flows
from S1-3; it reports on agreed sustainability and growth and developmental milestones.
At S3, there is a cross-disciplinary, inter-sectoral, inter-governmental, public and private
specialist control system – it uses technology effectively to assure its audit channels and
measurements and areas of audit have been defined and agreed. S 3 is constantly
communicating with S 4 and the rest of the systems.
S 2 is comprised of a co-ordination task team, which has collective representation – which
rotates according to a pre-agreed schedule and is enabled so as to keep S 1 in harmony at all
times. The tools and capacity has been built and established to accomplish this task.
S 1 now comprises of: S1 A: SADC Fishing Partners; S1 B: Small-scale Fisheries; S1 C: Recreational
Fishing; S 1 D: Aquaculture; S 1 E: Commercial Live Capture Fisheries. Each of these S 1’s are
structured in levels of recursion so as to emulate S2-5 of the newly designed system. The entire
S1 system is structured around collaboration, open communication, co-operation, co-
opetition, information sharing, best practice sharing and a combined focus and belief in the
purpose of rebuilding a long-term, sustainable SA Fishing Industry. There is also an openness to
innovation.
Within the System as a whole, as a policy decision made by all, the larger operators within the
S1 level, have agreed to collaborate with the small-scale fisheries, to assist in the building of
capacity, access to production facilities so as to beneficiate their products and thereby earn
higher profits and in general, a process of collaborative enterprise and skills development.
The end goal of all involved is to restore all marine resources to within their optimal levels and
there is agreement that short term financial losses will be cushioned, so as to ensure the
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possibility not only of restoration, but of growth of the fish biomass so that the industry can
expand.
Responsible Aquaculture has been flagged as a growth industry and specialists from within the
industry and abroad are working together with government to make this a reality.
Figure 30: Phase 0 Re-design of the SA Fishing Industry: Embedding the EAF into the System structure
The innovation of the SA Fishing Industry as a Learning Organisation is a phased, incremental and
evolutionary process. There is however complete buy-in and support from all parties involved, open
communications channels and disincentives to not sticking to the decision-rules that have been
established mutually.
Such an Ideal reality may take a great many years to achieve, but it is our belief that it can be done
and we are in agreement with Trevor Manuel’s contention that we are able to, in this lifetime, rebuild
fishing stocks to levels where we could in fact increase the economic and social value related to the
resource.
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B.3.3.4.3.4 THE ARGUMENT FOR UTILITY – THE C<>Q<>A<>LINK
In respect of Utility, the CONCERN, stated as the Tragedy of the Commons, poses a real threat to the
future of the SA Fishing Industry. The QUESTION seeks to find ways in which to turn around the
downward spiral that the SA Fishing Industry finds itself in and to move in a complete opposite
direction of the Tragedy of the Commons, towards complete long-term sustainability and viability.
The ANSWER, which recommends the adoption and implementation of the EAF via the redesign of the
SA Fishing Industry, using the VSM as a foundational tool, seeks to address both the CONCERN AND
QUESTION by putting a system in place that:
Seeks to understand the whole ecosystems impact within the SA Fishing Industry Management
systems
Has societal well-being of all dependent fishing communities, companies and stakeholders
included within management advice and practice
Focuses on the long-term economic well-being of the SA Fishing Industry as the mutually
beneficial, communal outcome
Is transparent and participatory in totality
Reduces the overall environmental impacts of the SA Fishing Industry
Builds sufficient skills, capacity, appropriate equipment and funding into the systemic structure,
so that all stakeholders may reap maximal, long-term benefits from the marine resource
Provides robust scientific data on a regular and in a regulated and managed manner, so as to
ensure the sustainable management of the marine resource
Puts controls, co-ordination and communications functions in place, to the benefit of the larger
systems viability
Seeks to put a unifying strategy in place and to ensure the buy-in and commitment of all
stakeholders, based upon the principles of working together for the common good
The linkage between the CONCERN, QUESTION and ANSWER and how they inter-link and inter-relate,
speaks to the utility of proceeding with the redesign of the SA Fishing Industry. Without these
interventions, the prospects for the survival of the SA marine resources are not at all positive.
B.3.4 THE ARGUMENT FOR VALIDITY AND CREDIBILITY
Figures 31 and 32 below the narrative provide graphic representations of the methodologies followed so as
to establish validity and credibility.
The collecting of our propositions required the study of: * various research reports *peer-
reviewed articles and research papers *extracts from presentations made by Fishing Industry
Specialists * additional desk research to source news reports, press statements and additional
research data related to Global Resource Management Best practice models. This provided a
sound foundation to sufficiently understand the fishing industry as a whole [systemic view] and
the SA Fishing Industry in context of the global marine ecosystem as a whole.
It furthermore ensured that the current SITUATION that the SA Fishing Industry finds itself in, which
we describe within our report, is factually based and based upon sound, deductive as well as
inductive [“bottom-up” logic] reasoning. In other words, we constructed and evaluated our
general propositions which were drawn from specific, empirical sources, by using ‘bottom up”
logic, also known as induction. We naturally did the opposite, which involved using some of the
more general propositions, to derive more specific propositions, via a process of deduction.
[Trochim, W.M.K. 2006.]
As such, the propositions used are empirical and factually based, in contrast to subjective,
opinion-based propositions.
Given the factual basis of the propositions [Appendix C], we are comfortable that they are
able to accurately describe and validate the SITUATION that the SA Fishing Industry finds itself in.
These propositions were thereafter categorised and labelled [Appendix D]; within the limited
scope and timeframe of this assignment, the categories were saturated so as to be able to
extract the core variables that are responsible, via their inter-play with one another, for the
sustainability [or not] of the SA Fishing Industry.
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In terms of the elements contained within our Broad Project Purpose Statement, the process as
described above, allowed us to achieve the objective: TO GAIN A WORKING UNDERSTANDING
OF THE SA FISHING INDUSTRY – CURRENT SITUATION.
Based on the methodological approach described above, we populated a comprehensive
fact-based Proposition Log [See Appendix C: Proposition Log] as well as Categorising, labelling
and saturating the categories [See Appendix D: Categorisation, labelling and category
saturation: Propositions] to arrive at a succinct summation and conclusion about the current
state of the SA Fishing Industry; we describe the SITUATION.
After analyzing, synthesising, categorising, labelling and saturation of the propositions, two sets
of variables were created, so as to test two [2] scenarios, which served as the basis to establish
and validate our: Concern, Question, Answer or C<>Q<>A statements as well as their linkages.
These variables were drawn from Appendix D: Categorisation, labelling and category
saturation: Propositions.
The CONCERN is centrally situated as an outcome of the SITUATION and made relevant, due to
the dire consequences of inaction or continuing on the current path as is prevalent within the
current SITUATION. Relevance is further clearly states within the outcomes of the two [2]
scenarios which we ran.
Our ANSWER: BY MOVING TO AN ECOSYSTEMS APPROACH FOR FISHERIES [EAF] MANAGEMENT
emerged from the two Scenarios that we ran, coupled with the in-depth research into global
best practice in natural resource management and the avoidance of The Tragedy of the
Commons.
We verified that An Ecosystems Approach to Fisheries [EAF] is being adopted globally. This approach
considers all marine organisms and the processes that inter-connect them. It recognises that
alterations in any processes are difficult to recognise and even more difficult to restore, once
disrupted. Our answer was further supported by the statement below:
An EAF aims to: “balance diverse societal objectives, by taking into account the knowledge and uncertainties about
biotic, abiotic and human components of ecosystems and their interactions and applying an
integrated approach to fisheries within ecologically meaningful boundaries” (FAO 2003).[ World
Wildlife Organisation. November 2011.]
The outcomes of the Fishbanks Game, which relied on collaborative, sustainable, evidence-based
management of the natural resource, served as another health and sanity check to rationalise our
research, conclusions and recommendations.
Lastly, in “Creative Problem-solving: Total Systems Intervention”, the author [Flood, R.L. July 1991.]
makes us aware that the Viable Systems Model [ VSM] is particularly useful as a diagnostic tool, when
one is dealing with problems and challenges arising from complex probabilistic systems. What this
means, is that these systems are made up of purposefully organized parts and are particularly
exposed to complexity, because of the fact that they are part of a constantly changing
environment.
At the same time, within these systems, there is either already consensus or it can be reached quite
swiftly, because the goals and objectives that need to be achieved are generally communal and
mutually beneficial. In other words, the relationships and inter-relationships of the role players within
such a system are unitary or also known as a complex, unitary system.
In respect of the validity of using the VSM as foundational methodology to assist in the diagnosis and
re-design of the SA Fishing industry, it is clear that the industry is indeed a complex, unitary system,
with a vested interest in the long-term sustainability of the resource in the interest of all role players.
Our study, understanding and use of the VSM and VSD as demonstrated within this document, as well
as the Phase 0 re-design of the SA Fishing Industry using the VSM as foundational tool, serves as a
further argument for validity and credibility.
The VSM is however one tool in a much larger toolbox of theorems, methodologies, processes and
frameworks – and would be used in combination with a range of methodologies, such as: inter-
relationship diagraphs [ID’s], Causal Loop Diagramme [ CLD] mechanisms, Activity Systems &
Activity Theory[Engestrom, Y. 2009.], The Law of Requisite Variety[Espejo, R; Reyes, A. 2011.], Scenario
planning, The Laws of Cybernetics[Clemson, B. 2013 – EMBA 15.], Institutional and Analysis Framework
[AID][ Polski, M.M; Ostrom,E. 1999.] as well as the Context, Mechanism, Outcome [ CMO] model and
its companion model, the CIMO[Denyer, D; Tranfield, D; Van Aken, J.E. 2008.], which includes the
Intervention that is proposed so as to change the behaviour of the concern variable and bring it
back into the envelope of acceptance. Bounded Rationality [Herbert, S. 1957.], Decision Rule Theory
Amanda Brinkmann Indigo Consulting
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[Helmy, H. November 1990.], Technological Rules [Van Aken, J. E. 2005.] as well as Design Propositions
are taken into account during this process of redesign.
Figure 31: Methodology to assure data credibility and validity
Figure 32: Concept Map of the Process Flow of the Methodological Rigour: Establishing Validity
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We used rigorous and multi-based methodologies to test for the validity and credibility of our situation,
concern, question, answer as well as for the ethical implications of what we are proposing. We feel satisfied
that our report as well as the demonstration of the processes employed to ensure validity and credibility,
which are contained within our Appendices, satisfy all criterion in respect of validity.
We also concluded that the application of our answer is transferable not only to other natural resource
intensive industries, but that it could be employed within businesses and organisations in any industry or
sector.
B.3.5 ETHICS
B 3.5.1 ETHICAL IMPLICATIONS
The solution or answer that we propose is aimed at securing the long-term sustainability, economic and
social well-being as well as ecosystems health of the SA Fishing Industry and all of the stakeholders affected
by its well-being and/or who may have an impact on its long-term well-being. We therefore tested our
conclusions and recommendations against all of the principle of ethical decision-making, but emphasised
the following areas of ethics as reiterated within Figure 33 below:
B 3.5.2 THE ARGUMENT FOR ETHICS
Our approach finds resonance with the “Common Good” principle, in that it implies that all policy,
systems, social systems and society as a whole work towards a common good – which ensures that
the benefits accrue to all – now and for future generations.
The “Justice and Fairness” principle, which implies that equal benefits and burdens accrue to all
stakeholders holds true. A Sustainable resource will ensure the fair distribution for current and future
generations in an equal, environmentally sensitive and economically viable manner.
Figure 33: Considering Ethics: Common Good & Justice and Fairness Principles
B.3.6 CONCLUSIONS AND RECOMMENDATIONS
An Ecosystems Approach to Fisheries Management will ensure that we avert “The Tragedy of the Commons”
and can be embedded within the organisational systems of the SA Fishing Industry, by using the Viable
Systems Model to redesign and adapt this emergent, future-focused solution.
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Helmy, H. November 1990. Decision Rule Theory and its use in the Analysis of the Organisation’s
Performance. Baligh Organisation Science, Vol.1, No. 4. www.enotes.com
Herbert, S. 1957. A Behavioural Model of Rational Choice; Extracted from Models of Man, Social and
Rational: Mathematical Essays on Rational Human Behaviour in Social Setting. New York. Wiley & Sons.
Hurwicz, L. 1994. Economic Design, Adjustment Processes, Mechanisms, and Institutions.‖ Economic Design
1(1):1-14.
Investopedia US. 2013. Definitions: The Tragedy of the Commons. A Division of ValueClick, Inc.
www.investopedia.com/terms/t/tragedy-of-the-commons.asp
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Korten, D.C. 1980. Community Organization and Rural Development: A Learning Process Approach.‖ Public
Administration Review (Sept./Oct.): 480-511.
Manuel, T. 19 March 2013. Tie to make the high seas our business – for our future. Business Day BDLive.
www.bdlive.co.za
Martin, G. 30 April 2013. Nautic Africa supporting DAFF patrol and research vessels. www.defenceweb.co.za
Ostrom, E. 1999. Coping with the Tragedies of the Commons. Centre of the Study of Institutions, Population
and Environmental Change. Indiana University. Bloomington. U.S.A. Annual Reviews.
Ostrom, E; Gardner, R; Walker, J. 1994. Rules, Games and Common-Pool Resources. Ann Arbor. MI University.
University of Michigan Press.
Pauly, D; Alder, J; Bennett, E; Christensen, V; Tyedmers, P; Watson, R. 21 November 2003. The Future of
Fisheries. Science Vol 302. www.sciencemag.org
Polski, M.M; Ostrom,E. 1999. An Institutional Framework for Policy Analysis and Design. Department of Political
Science. Indiana University. USA.
Sauer, W.H.H; Hecht, T; Britz, P.J; Mather, D. 2003. An Economic and Sectoral Study of the South African
Fishing Industry. Economic and regulatory principles, survey results, transformation and socio-economic
impact Report. Volume 1. Prepared for Marine and Coastal Management by Rhodes University.
www.envirofisharica.co.za
Scholtes, P.R. 1998. The Leader’s Handbook. United States of America. The McGraw-Hill Companies.
Trochim, W,M,K. 2006. Deduction & Induction. Web Center for Social Research Methods. Research Methods
Knowledge Base. www.socialresearchmethods.net
Van Aken, J. E. 2005. Improving the Relevance of Management Research by Developing Tested and
Grounded Technological Rules. Eindhoven Centre for Innovation Studies. Eindhoven University of
Technology.
Vecchiatto, P. 21 May 2013. Minister insists there is no crisis in fishing industry. Business Day BDLive.
www.bdlive.co.za
Velasquez, M; Andre, C; Shanks, T; Meyer, M.J. Ethical Decision Making: Introduction to Ethics. www.scu.edu
World Wildlife Organisation. November 2011. Fisheries: Facts and Trends: South Africa. Sponsored and
published by Pick ‘n Pay.
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APPENDIX C: PROPOSITION LOG: EMPIRICAL, REFERENCED SOURCES
PROPOSITION LOG: LOG OF FISHING INDUSTRY
FACTS/DATA
RELEVANCE TO CONCERN, QUESTION & ANSWER –
PREVENTING THE TRAGEDY OF COMMONS WITHIN THE
SOUTH AFRICAN FISHING INDUSTRY
AGRICULTURE, Forestry and Fisheries Minister Tina
Joemat-Pettersson and fishing industry CEOs have
insisted there is no crisis in the sector [Vecchiatto, P.
21 May 2013]
Denialism and subterfuge – statements without
foundation.
Almost no fishery protection patrols being performed
over the past year [Vecchiatto, P. 21 Mary 2013]
Exposure of SA Fishing Territories to poaching as well
as foreign vessels entering territorial fishing grounds.
Disruption of economically important fishing surveys
[Vecchiatto, P. 21 May 2013]
Lack of credible data to base Ministerial statement
on.
Confusion around the issuing of fishing quotas.
[Vecchiatto, P. 21 May 2013]
Already fragmented industry in further disarray and
placed under financial pressure.
First meeting with fishing industry role players only in
2013 by Minister of DAFF since taking office in 2009.
[Vecchiatto, P. 21 May 2013]
No constructive communication or relationship
building. Sends message that fishing industry is not
governmental priority. No common ground in
respect of goals and objectives.
“The meeting has been a chance for industry to
advise me, as a valued voice, on how we can
expand opportunities for commercial and small-scale
fishers.” - Min Joemat—Pettersson [Vecchiatto, P. 21 May 2013]
Indication of realisation of value of fishing industry
within SA economy. Timing in respect of state of
fishing stocks and industry as a whole remains a
concern.
“There is a game change in the agriculture, forestry
and fisheries sector; we value these interactions as
an opportunity to receive advice from industry
leaders” – Min Joemat Pettersson [Vecchiatto, P. 21
May 2013]
Statement could be linked to National Development
Plan job creation prioritisation of fishing industry.
Cautious optimism that the door has been opened
for generative dialogue towards finding sustainable
socio-economic solutions.
Commitment that the fishing patrol and research
vessels in the South African Navy’s custody would be
made operational as soon as possible. [Vecchiatto,
P. 21 May 2013]
No active fishing and research patrols since 2012
due to DAFF Institutional failure related to tender
irregularities. Navy not capacitated to take research
and patrol vessels into open seas. Impact on
estimation of fish biomass and sustainability planning
as well as enforcement of territorial boundaries and
poaching control.
Cape Town-based shipyard Nautic Africa has signed
an agreement with the Department of Agriculture,
Forestry and Fisheries (DAFF) to support its four
fisheries protection and two fisheries research vessels,
as the Department attempts to get the fleet fully
operational again.[Martin, G. 30 April 2013.]
Movement in positive directions – vessels have been
in harbour for more than 12 months – negative
impact on industry and marine resources as a whole
system.
Department is “engaging with its nominated service
provider to repair the DAFF fleet for sea [use].”
[Martin, G. 30 April 2013.]
No indication of state of disrepair, cost or timeframe
within which these vital vessels will be seaworthy.
Nautic’s role in terms of the Service Level Agreement
is to assist in vessel operations, which will include
bunkering, crewing and other logistics to ensure that
the vessels are put to sea as quickly and efficiently as
No indication of timeframe for seaworthiness of
vessels and/or when it can be expected that
fisheries resource management functions will resume.
Putting threatened resource under further risk and
Amanda Brinkmann Indigo Consulting
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possible so that vital fisheries management functions
can be performed. [Martin, G. 30 April 2013.]
pressure.
The DAFF fleet comprises the four Fisheries Protection
Vessels Sarah Baartman, Lilian Ngoyi, Victoria
Mxenge and Ruth First and two Fisheries Research
Vessels (FRS Africana and FRS Ellen Khuzwayo).
[Martin, G. 30 April 2013.]
Given a marine coastline that stretches for more
than 3000 km’s and the territorial fishing distance of
200 nautical miles from this coastline, as well as the
threat of over-fishing in the open ocean, within the
common-pool resources, this appears to be an
extremely under-resourced fleet. There is doubt
whether this fleet is adequate to manage the
protection of our marine resources.
Shaheen Moolla, MD of Feike Natural Resource
Management Advisers, said the industry CEOs had
no choice but to co-operate with Ms Joemat-
Pettersson as she had threatened to withdraw fishing
rights. [Martin, G. 30 April 2013.]
Command and Control style of leadership – not
conducive to functional and balanced relationships.
Mr Moolla said that according to the department it
still had to allocate 1,000 fishing-right quotas but had
not yet appointed a service provider and so it was
unlikely this would be completed by year-end. [Martin, G. 30 April 2013.]
Creating uncertainty and insecurity within industry as
a whole. Long-term quotas expiring at end of 2013 –
financial sustainability of fishing companies
threatened. Further erosion in capacity of DAFF to
be a trusted partner.
Regular surveys of South Africa’s fishing resources are
important for the country to prove that it has
sustainable fishing stocks in order to keep export markets. [Martin, G. 30 April 2013.]
Surveys have had to be paid for and done by the
private sector despite the fact that they pay a levy
which has the intent of funding DAFF research and
patrol vessels.
WHEN the world you inhabit is beset by economic ills,
the last thing a sensible society should do is ignore a
valuable resource. [Manuel, T. 19 March 2013.]
A voice of hope and reason in terms of recognizing
the importance of the fishing industry to the SA
economy.
When your country and continent are doing their
best to develop and bring the good things in life to
all of their people, the last thing they should do is
forgo an opportunity to secure a more equal share of the world’s riches. [Manuel, T. 19 March 2013.]
Asserting SA’s ‘equal rights’ to the common-pool
resource beyond territorial boundaries. At the same
time, this raises concerns regarding the
management of this resource which is owned by
everyone and by no-one.
I’m talking here about the international waters that
begin 200 nautical miles off our coast and most other coasts. [Manuel, T. 19 March 2013.]
The possibility of creating expanded economic
opportunities for growth within the industry. Without
global treatise and policy, this could however lead
to further depletion of the marine resource.
The task we have set ourselves is to show how the
ocean can be sustainably and equitably managed
in the 21st century. Global Ocean Commission [Manuel, T. 19 March 2013.]
Encouraging signs of movement towards global co-
operation and sustainable management of Marine
Resources.
The task we have set ourselves is to show how the
ocean can be sustainably and equitably managed
in the 21st century. Working independently, we will
assess all the evidence we can muster, from sectors
of society including science, economics, business
and law. All these good ideas we will distil into what
you might call a "to-do list" for world leaders — a list
of pragmatic and efficient measures that, if
implemented, will reverse degradation of the high
This process and commitment represents the
beginning of global co-operation to prevent the
tragedy of the commons, reversing existing
degradation of fishing stocks and ensuring long-term
sustainability of the industry and resource.
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seas and restore them to full health and productivity. [Manuel, T. 19 March 2013.]
Securing the ocean’s benefits for future generations
is a goal within the reach of humanity.[Manuel, T. 19
March 2013.]
Move towards recognizing the inter-relatedness of all
things and the global imperative to work together to
sustain our natural resources – now - and into the
future.
The big challenge and the big rewards lie in the high
seas. .[Manuel, T. 19 March 2013.]
Both risk and rewards could abound if this resource is
managed and shared.
At present, we obtain about 80-million tons a year of
food from the ocean. .[Manuel, T. 19 March 2013.]
Source of protein and food security.
The United Nations (UN) Food and Agriculture
Organisation calculates that half of the world’s
fisheries are providing as much as they sustainably
can, while a further one-third are being exploited
beyond that limit, so must produce diminishing
returns. [Manuel, T. 19 March 2013.]
The state of global marine resources is at a tipping
point. Without intervention we run the risk of
depleting all resources beyond the point of return.
Yet the ocean could provide more seafood, not less,
if we managed it properly. [Manuel, T. 19 March 2013.]
Sustainable management of the resource is
required. It is possible to expand capacity and yield
over the longer term.
The disconnect between what happens at the top
and at the coalface is especially striking in the fishing
sector, where recent events illustrate that South
Africa is trying to play a leading role on the
international stage even as our own fisheries
management system is imploding .[ Business Day Editorial. 22 March 2013.]
No apparent cohesion between DAFF and the
stakeholders within the SA Fishing Industry. A sense
that the industry is on the verge of imploding.
The most important challenge concerns the
management of seafood stocks, many of which are
being exploited in an unsustainable manner. [Business Day Editorial. 22 March 2013.]
Evidenced by the latest state of the SA marine
resources and in line with global decline and
degradation of fish stocks.
At the same time, South Africa, Namibia and Angola
have just signed a convention defining the
boundaries of the Benguela Current Large Marine
Ecosystem, which stretches from Port Elizabeth in the
east around the southern African coast to as far west
as Angola’s Cabinda province. [Business Day
Editorial. 22 March 2013.]
Regional co-operation treatise – encouraging. The
question of enforcement, control and management
remains the large question mark.
This, too, has the goal of managing the rich
ecosystem associated with the cold waters from the
southern ocean that flow northwards along the
African coastline, with special emphasis on research,
conservation and sustainable exploitation of the
benefits it brings to all three countries, which are
estimated to be worth more than $50bn a year. [Business Day Editorial. 22 March 2013.]
Recognition that co-operation is required in order to
sustain the future of this vital source of food.
According to natural resources advisory firm Feike,
which is run by a former fisheries management head
at Marine and Coastal Management, gross
mismanagement of South Africa’s fish stocks
threatens the commercial viability of several
Reality appears to be far removed from the picture
of hubris painted by government.
Amanda Brinkmann Indigo Consulting
74
industries, with both the resource and thousands of
jobs now at risk of being destroyed. [Business Day Editorial. 22 March 2013.]
The department admitted in its recent presentation
to the parliamentary portfolio committee that South
Africa’s economic exclusion zone is not being
patrolled or monitored, because of its failure to
ensure the proper functioning of its research and
patrol vessels, leaving South Africa’s fish resources
wide open to exploitation by South African and
foreign vessels. [Business Day Editorial. 22 March 2013.]
Confirmation that we cannot be managing our
marine resources optimally, given that we do not
have access to information, capacity and resources
to do so. This threatens the long-term future of the
fishing industry.
Almost no research is being conducted into the
actual state of the country’s fish stocks, as opposed
to the output of computer models, so overfishing is a
real danger and there is little factual basis for the
allocation of annual quotas; species recovery plans
are not being implemented; and poaching remains rife. [Business Day Editorial. 22 March 2013.]
An industry setting itself up for complete depletion,
degradation and the tragedy of the commons –
unless there is urgent action and intervention.
A NEWLY released discussion document on South
Africa’s fisheries reveals little economic analysis has
been done of the size of the country’s fishing markets over the past decade.[ Blaine, S. 5 March 2013]
Deeply concerning and has a direct bearing on the
sustainability and actual status of the fish stocks
within our territorial boundaries. This could well
indicate that some species and stocks may have
declined beyond the point of return.
The Stats SA document echoes sentiments expressed
by the department in December that noted a
"general trend of deteriorating resource status". [
Blaine, S. 5 March 2013]
Confirming the general trend and concern.
Other depleted fish stocks include deep-water hake,
sharks (optimal to depleted), west and south Coast
rock lobster, tuna (abundant to depleted), tuna
(abundant to heavily depleted) and abalone. [
Blaine, S. 5 March 2013]
These species combine to be the mainstay of the SA
Fishing Industry.
This report presents the most up-to-date information
and analyses of the status of the marine living
resources in 17 fishery sectors in South
Africa.[ Department of Agriculture, Forestry and
Fisheries. 2012.]
Uncertainty as to veracity of information- given that
research vessels have been in docks for 2 years.
The general trend of deteriorating resource status
with
accessibility continues, with near-shore resources
more accessible and likely to be overexploited than
resources farther offshore. [ Department of
Agriculture, Forestry and Fisheries. 2012.]
Confirmed by other independent reports as well as
industry specialist presentations. Great threat to
small scale fisheries – the most vulnerable
communities. On verge of Tragedy of Commons??
The commercial fishery for abalone was reopened in
2010 after being closed in 2008, but this resource
continues to decline due to increasing levels of
poaching, and remains in a depleted to heavily
depleted state. [Department of Agriculture, Forestry
and Fisheries. 2012.]
Without vessels and capacity to manage and
control this resource, poaching will continue
unabated and the prospect of the resource
depleting is high.
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The abundance of Agulhas sole has remained
relatively
constant over the past 15 years and this resource is
considered to be abundant, and under catching of
the total allowable catch (TAC) in recent years is
primarily due to a reduction in effort. [Department of
Agriculture, Forestry and Fisheries. 2012.]
Could be due to low yield and lack of resources and
equipment.
Deep-water hake remain depleted but the status of
this
resource is improving, whereas shallow-water hake
are
considered optimal to abundant. The
implementation of precautionary management
approaches in the hake fishery in recent years has
resulted in a faster-than-anticipated recovery of
deep-water hake. [Department of Agriculture,
Forestry and Fisheries. 2012.]
Deep-water hake is subject to the commons – no
control over who is able to enter these waters and
fish to their heart’s content. NO SA patrols into the
deep seas.
Cape horse mackerel have increased in abundance
in recent years due to good recruitment, and the
stock is considered to be in an optimal state.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Some evidence of resource management; source is
however not entirely credible.
Line fish resources range from heavily depleted to
optimal states depending on species, but there are
signs of a positive response (increased catch per unit
effort [CPUE]) of some species to the emergency
management measures implemented in 2000. Given
the low population sizes of many line fish species,
however, present management measures need to
remain in place for sufficiently long so as to allow
stock sizes to increase. [Department of Agriculture,
Forestry and Fisheries. 2012.]
Some evidence of resource management; source is
however not entirely credible.
Harders, which are the main target of the beach-
seine and gillnet fisheries, remain in a depleted to
heavily depleted state. Increased illegal netting in
some areas, and environmental anomalies that have
negatively impacted recruitment in recent years, are
likely to retard recovery of this species. [Department
of Agriculture, Forestry and Fisheries. 2012.]
In-shore fish species – in state of near collapse and
depletion. Urgent resource management measures
required to avoid Tragedy of the Commons.
Oyster resources in KwaZulu-Natal are considered to
be in an optimal state and optimally utilised.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Some evidence of resource management; source is
however not entirely credible.
A paucity of suitable data for oysters in the Southern
Cape means that their status in this region is
unknown, but their overexploitation, particularly in
the intertidal zone but also in sub-tidal ‘mother beds’,
is cause for concern. [Department of Agriculture,
Forestry and Fisheries. 2012.]
Confirmation of impact of no research data
available – pushing a high value resource to the
point of depletion.
The status of Patagonian tooth fish remains unknown
although some data suggest that this resource is
depleted and may be declining, and the TAC for
2011/2012 has been reduced by 20%.[Department of
Agriculture, Forestry and Fisheries. 2012.]
No data = resource at risk. Reduction of TAC by only
20% could be viewed as insufficient, given that this
resource may be close to depletion.
Prawn resources are considered to be in an optimal
(deep water) to depleted (shallow-water) state, with
optimal to light fishing pressure. Continued low
catches of shallow water prawns are attributed to
Evidence of lack of data and resource
management as well as controls. In-shore stocks
depleted due to survivalism and no control or
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recruitment failure. %.[Department of Agriculture,
Forestry and Fisheries. 2012.]
regulation.
The status of seaweeds ranges from optimal to
abundant and fishing pressure from optimal to light.
Kelp is regarded as optimally exploited in most areas
but underexploited in some, whereas other
seaweeds are considered underexploited.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Some evidence of resource management; source is
however not entirely credible.
Sharks range from heavily depleted to optimal states,
depending on species. High shark by-catch in other
fisheries remains a major concern. [Department of
Agriculture, Forestry and Fisheries. 2012.]
Paucity of data and resource management pushing
this species to a state of emergency.
Small pelagic resources are in optimal or abundant
states and fishing pressure is optimal to light.
Recruitment of all three species was relatively low in
2011 and the anchovy stock is at the lowest level
observed during the past 15 years, but sardine and
round herring stocks continue to increase.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Some evidence of resource management; source is
however not entirely credible.
South Coast rock lobster is in an optimal to depleted
state, fishing pressure on this resource is optimal to
light and catches are stable. [Department of
Agriculture, Forestry and Fisheries. 2012.]
Some evidence of resource management; source is
however not entirely credible.
The status of the squid resource is considered optimal
and catches in this fishery remain high. Uncertainties
in CPUE data make it difficult to assess fishing
pressure, but the total allowable effort (TAE) has
remained unchanged for the past five years.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Some evidence of resource management; source is
however not entirely credible. Concern that with
insufficient data the TAE has remained the same –
no real concept of what status of resource really is.
Tuna resources range from heavily depleted to
abundant in status depending on species and
region, and swordfish are considered to be in an
optimal state. Fishing pressure on tuna and swordfish
is mostly light to optimal. [Department of Agriculture,
Forestry and Fisheries. 2012.]
Some evidence of resource management; source is
however not entirely credible. These are off-shore
species and so the collaborative efforts of the Big
Five within the fishing industry may be contributing to
keeping this resource stable.
There are some signs of recovery of the heavily
depleted to depleted West Coast rock lobster
resource under the current operational management
procedure, but reducing illegal harvesting is critical
to ensuring that stock rebuilding is not compromised.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Lack of resource management, control and
regulation of quotas. Subsistence fishing and
extraction continues unabated – puts resource at
great risk.
Despite steeply increasing harvests of white mussels in
recent years a continuing paucity of data means
that the status of and fishing pressure on this, and
other small invertebrate resources, remains unknown.
[Department of Agriculture, Forestry and Fisheries.
2012.]
No data or regulation may have placed this
resource under threat.
Scientific Working Groups of Fisheries Research and
Development[SWGFRD] comprise both internal
[Fisheries] and external [ fishing industry associations,
NGO’s etc] – parties appointed to evaluate data to
assess the status of the fish stocks. [Department of
Agriculture, Forestry and Fisheries. 2012.]
All good and well, but no independent research
done for at least 2 years. Private research done by
off-shore fisheries – manipulation of data and
outcomes possible.
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[SWGFRD] assesses status of fish stocks & make
recommendations regarding sustainable utilisation of
SA Marine Living Resources. [Department of
Agriculture, Forestry and Fisheries. 2012.]
[SWGFRD] responsible for prioritising & directing
research on fisheries and/or target species with
which they deal – to increase accuracy of the status
assessments – also to improve understanding of
biology, ecology, population dynamics and other
life-history attributes of exploited species.
[Department of Agriculture, Forestry and Fisheries.
2012.]
Has not happened – non-functioning.
2 categories of classification are used – each with a
distinct and different attribute. [Department of
Agriculture, Forestry and Fisheries. 2012.]
First category deals with CURRENT status of resource –
cannot be managed directly as it is the results of
combination of different pressures over time,
including fishing and environmental fluctuations.
[Department of Agriculture, Forestry and Fisheries.
2012.]
No credible data available on current state of all
marine resources.
Aim of sustainable management is to have resources
that are in an optimal state and fished at optimal
levels. [Department of Agriculture, Forestry and
Fisheries. 2012.]
No credible data available on current state of all
marine resources.
Historical over-exploitation may have reduced some
stocks to depleted or heavily depleted. [Department
of Agriculture, Forestry and Fisheries. 2012.]
No credible data available on current state of all
marine resources.
Rebuilding depleted stocks will be attempted by
reducing fishing pressure. [Department of Agriculture,
Forestry and Fisheries. 2012.]
No credible data available on current state of all
marine resources. No controls and regulations in
place.
Rebuilding and recovery could take years and even
decades as the rate of recovery is dependent on the
biology of the species and the natural recruitment
fluctuations. [Department of Agriculture, Forestry and
Fisheries. 2012.]
No credible data available on current state of all
marine resources. No controls and regulations in
place.
Short-lived species like squid and anchovy show high
levels of recruitment variability – this can result in
significant inter-annual fluctuations in population;
resource status can change from depleted to
optimal year on year. [Department of Agriculture,
Forestry and Fisheries. 2012.]
No credible data available on current state of all
marine resources. No controls and regulations in
place.
Five categories for stock status defined: Abundant,
Heavily depleted and including Unknowns – for which
there is insufficient or conflicting data to enable
estimation. [Department of Agriculture, Forestry and
Fisheries. 2012.]
No credible data available on current state of all
marine resources. No controls and regulations in
place.
Four categories of fishing pressures are defined: Light,
Optimal, Heavy and Unknown. [Department of
Agriculture, Forestry and Fisheries. 2012.]
No credible data available on current state of all
marine resources. No controls and regulations in
place.
Decades of mismanagement of our marine systems
has placed SA in a precarious state. [World Wildlife
Organisation. November 2011.]
No credible data available on current state of all
marine resources. No controls and regulations in
place. Dearth of leadership and resource
management.
WWF is pushing for an Ecosystems Approach to
Fisheries [ EAF], recognising critical role of marine SA has adopted this approach – but implementation
is fragmented due to dearth of strategic leadership,
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78
ecosystems in maintaining resilient socio-cultural
systems in the face of growing threats to climate
change and food security. [World Wildlife
Organisation. November 2011.]
political will and collaboration/co-ordination of
fishing industry as a whole. Most practical and
pragmatic approach to ensure long-term future of
fishing industry and resources.
The 3000 km stretch of coastline and oceans support
diverse artisanal and commercial fisheries in SA.
[World Wildlife Organisation. November 2011.]
Without a thriving fishing industry, huge potential
socio-economic impacts.
The long-term sustainable collaborative and
responsible management of coastal marine
resources plays a vital role in social and economic
well-being of SA’s coastal people. [World Wildlife
Organisation. November 2011.]
Without a thriving fishing industry, huge potential
socio-economic impacts.
The single species strategy of resource management
of the past has failed SA. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
The single species approach did not consider the
greater impact on the marine ecosystem. [World
Wildlife Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Holistic and sustainable systemic management
practices are being employed to secure the future of
the resource for generations to come. [World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
An EAF takes into consideration that all marine
organisms and processes are inter-connected. [World
Wildlife Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
An EAF takes into consideration that alterations in
processes are not easily recognised and difficult to
restore once disrupted. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
EAF aims to “ balance diverse societal objectives, by
taking into account the knowledge and uncertainties
about biotic, abiotic and human components of the
ecosystems and their interactions and applying an
integrated approach to fisheries within ecologically
meaningful boundaries.” [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
EAF approach in South Africa uses tracking tools to
examine progress towards implementation – it
evaluates a range of objectives. [World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Good understanding of the ecosystem impacts of
the fisheries and impacts are included in
management advice. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Social Well-being of dependent fishing communities
is accounted for in management advice. [World
Wildlife Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Economic well-being of the fishing industry is
maintained. [World Wildlife Organisation. November
2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Marine authority has transparent and participatory
management structures. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Management plans incorporate EAF considerations.
[World Wildlife Organisation. November 2011.] Holistic Ecosystems Approach required so as to
Amanda Brinkmann Indigo Consulting
79
ensure long-term sustainability of the resource and
industry.
Compliance to regulations reduces the ecosystem
impacts of the fishery. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Sufficient capacity, skills, equipment and funding
exist to support EAF implementation. [World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Good data collection procedures exist to support
EAF implementation. [World Wildlife Organisation.
November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
External impacts of the fisheries are addressed –
climate change, other industries etc. [World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
Fisheries and aquaculture have traditionally been
regarded as part of the solution to the global
dilemma of providing affordable, high-quality protein
from the fishing sector – as well as being a source of
employment and livelihoods. [World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
81% of fish products are consumed by humans.
[World Wildlife Organisation. November 2011.] Major source of protein and food security.
In 2007, more than 1.5 billion people derived 20% of
their annual protein intake from fish. [World Wildlife
Organisation. November 2011.]
Major source of protein and food security.
Global production from marine wild capture fisheries
peaked at 86 million tonnes in 1996 – this has
declined to 79.5 million tonnes in 2008. [World Wildlife
Organisation. November 2011.]
Major source of protein and food security – in state
of decline because of mismanagement and non-co-
ordinated efforts.
7 of the 10 top wild-capture species – accounting for
30% of global catch – are considered exploited with
1 over-exploited and 1 under-exploited. [World
Wildlife Organisation. November 2011.]
Major source of protein and food security – in state
of decline because of mismanagement and non-co-
ordinated efforts.
63% of assessed fish stocks require rebuilding. [World
Wildlife Organisation. November 2011.] Major source of protein and food security – in state
of decline because of mismanagement and non-co-
ordinated efforts.
Farmed fish products has grown significantly over
recent years and is now the fastest growth animal
food producing sector in the world. [World Wildlife
Organisation. November 2011.]
Good alternative source of the fishing resource – but
requires planning, management and regulation – so
as not to denigrate the environment.
Production of aquaculture species globally
accounted for 52.5 million tonnes in 2008 –
comprising over 3600 species. [World Wildlife
Organisation. November 2011.]
Good alternative source of the fishing resource – but
requires planning, management and regulation – so
as not to denigrate the environment.
25 of these farmed species are considered important
global trade commodities. [World Wildlife
Organisation. November 2011.]
Good alternative source of the fishing resource – but
requires planning, management and regulation – so
as not to denigrate the environment.
Aquaculture remains highly reliant on capture
fisheries for dietary nutrients such as fish oil and
fishmeal. [World Wildlife Organisation. November
2011.]
Good alternative source of the fishing resource – but
requires planning, management and regulation – so
as not to denigrate the environment.
In 2010, 85% of fish oil purchased was used as shrimp
and finfish aquaculture feed. [World Wildlife
Organisation. November 2011.]
Good alternative source of the fishing resource – but
requires planning, management and regulation – so
as not to denigrate the environment.
Amanda Brinkmann Indigo Consulting
80
The Southern African region has a total of 8 states:
Angola, DRC, Mauritius, Mozambique, Namibia,
Seychelles, South Africa and Tanzania. [World Wildlife
Organisation. November 2011.]
Regional collaboration in resource management is
essential for current and future sustainability. Strong
leadership required.
Living marine resources in the region’s water,
including migrating fish stocks are shared between
two or more of these Southern African countries.
[World Wildlife Organisation. November 2011.]
Regional collaboration in resource management is
essential for current and future sustainability. Strong
leadership required.
Trends indicate a decline in most marine stocks in the
Southern African region – driven by demand due to
local population increases, higher consumer rates,
emergent export markets and tourism. [World Wildlife
Organisation. November 2011.]
Regional collaboration in resource management is
essential for current and future sustainability. Strong
leadership required. Signs of mismanagement, lack
of data, dearth of leadership and controls mirrored
via state of the resource.
There are several Regional Fishery Management
Organisations [ RFMO’s] and regional fishery bodies
within the Southern African region. [World Wildlife
Organisation. November 2011.]
Regional collaboration in resource management is
essential for current and future sustainability. Strong
leadership required.
The RFMO’s are tasked with managing high seas
fisheries and migratory fish stocks which straddle the
water of more than one state. [World Wildlife
Organisation. November 2011.]
Regional collaboration in resource management is
essential for current and future sustainability. Strong
leadership required. Data suggests that this is not
happening adequately or sufficiently.
The Large Marine Ecosystems [ LME] concept
characterises marine regions in the world, according
to ecological [ rather than political or economic]
criteria. [World Wildlife Organisation. November
2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry.
An estimated 500 000 people participate in
recreational fishing in South Africa. World Wildlife
Organisation. November 2011.]
Holistic Ecosystems Approach required so as to
ensure long-term sustainability of the resource and
industry. Major source of income as well as food
security.
The value of the recreational fishery was estimated to
be R 3 billion in 2011. [World Wildlife Organisation.
November 2011.]
Major source of income as well as food security.
South African Fisheries have two components: Wild
capture fishing and aquaculture. [World Wildlife
Organisation. November 2011.]
Major source of income as well as food security.
Some studies estimate that some 850 000 people in
SA participate in shore-based recreational fisheries –
with a total economic impact of R 2.5 billion. [World
Wildlife Organisation. November 2011.]
Major source of income as well as food security.
Aquaculture is relatively new in SA and is considered
as under-developed by DAFF. [World Wildlife
Organisation. November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
Aquaculture has been focused on high value species
such as abalone, mussels and oysters. [World Wildlife
Organisation. November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
The SA Government has identified aquaculture as an
area of expansion. [World Wildlife Organisation.
November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
Amanda Brinkmann Indigo Consulting
81
It is estimated that SA contributes approx. 21% to
global abalone production. [World Wildlife
Organisation. November 2011.]
Mostly aquaculture – poaching continues unabated
– no patrol vessels or appropriate management
methods in place.
In 2008, SA Mariculture was comprised of: abalone,
oysters, mussels, prawn, finfish and seaweeds. [World
Wildlife Organisation. November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
Aquaculture is expected to experience substantial
regional growth in the coming years. [World Wildlife
Organisation. November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
Challenges and lessons learnt globally about
aquaculture should benefit the South African industry
so as to ensure responsible and sustainable
management and practices. [World Wildlife
Organisation. November 2011.]
Alternative source of fishing resources – but will
require capacity building, strategic leadership,
management and resource management so as
mitigate possible negative impacts. Could create
significant nr of jobs and spin-offs.
Wild capture fisheries in SA include commercial,
recreational and subsistence fisheries – each with
their own research and management mandates.
[World Wildlife Organisation. November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
Commercial fishing sector can be divided into highly
industrialised fisheries – operating off-shore and near-
shore fisheries, generally more traditional and less
capital intensive. [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
Management and exploitation of SA’s fisheries are
governed by an over-arching policy known as the
Marine Living Resources Act [ MLRA]. [World Wildlife
Organisation. November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
Many of SA’s in-shore marine resources are
considered to be over-exploited or collapsed, with a
few being fully exploited. [World Wildlife
Organisation. November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
Full stock assessments are lacking in the majority of
SA’s line fish species and existing stock assessments
for other species are several years old and
considered outdated. [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
There is an urgent need for updated stock
assessments to inform appropriate management
measures and to allow for the implementation of
rebuilding strategies. [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource.
At the 2002 World Summit on Sustainable
Development, SA undertook to maintain and rebuild
fish stocks to levels able to produce maximum
sustainable yields by no later than 2015. [World
Wildlife Organisation. November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource. Lip
service – scant chance that SA will live up to these
commitments given that there are less than 2 years
left to achieve these lofty ideals.
Status of commercial line fish in SA: 11% over-
exploited, 68% collapsed, 16% optimally exploited
and 5% under review. [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource
Amanda Brinkmann Indigo Consulting
82
DAFF has “South Africanised” the fishing industry – no
foreign licences. . [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource
The Allocation of long-term rights encourage
community involvement in fisheries and their
management, but also promotes a sense of
stewardship for resources that fishers will have to
access over the 7-10 year period. . [World Wildlife
Organisation. November 2011.]
Noble ideal – but state of collapse of in-shore fishing
demonstrates that there has been little or no
incentive for subsistence and small-scale fishermen
to manage the resource. It is close to being
depleted.
Long-terms rights issued in 22 fishing sectors, with over
2900 rights holders and 1788 vessels. . [World Wildlife
Organisation. November 2011.]
Viability and feasibility of current system under
question – smaller rights holders unable to access
beneficiation and processing capacity.
Status of SA Marine Resources: 29.6% uncertain, 7.4%
under-exploited, 48.1 % optimally exploited, 14.8%
over-exploited. [World Wildlife Organisation.
November 2011.]
Fragmented industry – all with different control,
regulatory, research bodies – no research done,
therefore state of near collapse of resource
Large scale capital investment is required for many
fisheries – this has made it difficult for much of SA’s
fishing community to develop skills and technologies
to participate in the commercial fishing activities.
[World Wildlife Organisation. November 2011.]
Viability and feasibility of current system under
question – smaller rights holders unable to access
beneficiation and processing capacity.
Trade of fishery products is of integral importance to
government revenue, income and employment
generation in SA. [World Wildlife Organisation.
November 2011.]
Important source of export revenue as well as socio-
economic activity and well-being – under threat
with large potential negative consequences to SA
economy.
Fish trade is governed by complex multilateral and
bilateral trade agreements and negotiations at the
national, regional and international levels determine
the amounts of fish imported and exported in SA.
[World Wildlife Organisation. November 2011.]
Leadership, collaboration, controls and regulations
and enforcement required to give effect to these
agreements. Dearth of all of the above has brought
the SA Fishing Industry to its knees.
In 2009, SA exported fish and fishery products to the
value of USD 75.5 million. [World Wildlife Organisation.
November 2011.]
Important source of export revenue as well as socio-
economic activity and well-being – under threat
with large potential negative consequences to SA
economy.
Fish and seafood markets in SA are largely influenced
by market price, species availability and ease of
accessibility for consumers. [World Wildlife
Organisation. November 2011.]
Important source of export revenue as well as socio-
economic activity and well-being – under threat
with large potential negative consequences to SA
economy.
Market trends are increasingly influenced by
consumer awareness programmes and eco-labels.
[World Wildlife Organisation. November 2011.]
Eco-labelling and consumer pressure may assist with
overall improved resource management. May act
as incentive for industry to become eco-efficient.
Diversification of the SA seafood industry refers to the
broadening of the market and access to new
markets. [World Wildlife Organisation. November
2011.]
Eco-labelling and consumer pressure may assist with
overall improved resource management. May act
as incentive for industry to become eco-efficient.
Eco-labels offer an avenue to enter new markets or
create niche markets for which consumers may pay
a premium for SA seafood products. [World Wildlife
Organisation. November 2011.]
Eco-labelling and consumer pressure may assist with
overall improved resource management. May act
as incentive for industry to become eco-efficient.
SA consumer and retailer awareness of
environmental and sustainability issues has resulted in
increased demands for eco-friendly and sustainable
seafood products. [World Wildlife Organisation.
November 2011.]
Eco-labelling and consumer pressure may assist with
overall improved resource management. May act
as incentive for industry to become eco-efficient.
Amanda Brinkmann Indigo Consulting
83
This growing market is a powerful force in shaping
what happens out at sea – a range of global
initiatives have been developed to harness the
power of the market and incentivise responsible
fisheries and suppliers. [World Wildlife Organisation.
November 2011.]
Eco-labelling and consumer pressure may assist with
overall improved resource management. May act
as incentive for industry to become eco-efficient.
Food security is complex and linked not only to food
availability but also to human health, sustainable
economic development, environment and trade.
[World Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
SA’s rich marine ecosystems have attracted fishers
and their families to the shoreline where they have
developed communities whose cultural values,
customary practices and social dynamics are
intricately linked to the ocean. [World Wildlife
Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
SA has around 147 fishing communities, 28 338 fisher
households and 30 000 people are considered to be
true subsistence fishers. [World Wildlife Organisation.
November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
53% of traditional fishing community’s countrywide
are still considered to be food insecure. [World
Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
SA features as one of the top 20 countries with the
highest burden of under-nutrition. [World Wildlife
Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
The health of fishing communities is inextricably linked
to the health of the adjacent fisheries resources and
raises the importance of the sustainable and
responsible management of these resources to
ensure job and food security for these communities.
[World Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
In 2008, commercial fishing industry in SA employed
approx. 27 000 directly, while 100 000 people were
employed in fishery related enterprises. [World
Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
The SA Government considers the fishing industry as a
sector for employment expansion within the country.
[World Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Job creation can only take place with progressive
stock rebuilding strategies. [World Wildlife
Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
The immediate goal of fisheries management should
be on job security with job creation being a longer-
term vision. [World Wildlife Organisation. November
2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Financial capital or income of a fisher – or fishing
community – cannot be achieved through
increasing catches along – due to the state of the
global marine fisheries. [World Wildlife Organisation.
November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Beneficiation and value adding activities within the
sector has the potential to create livelihoods while
the stocks replenish. [World Wildlife Organisation.
November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Amanda Brinkmann Indigo Consulting
84
Marine eco-tourism is also become increasingly
attractive and viable. [World Wildlife Organisation.
November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
In 2009, 583 000 tonnes of fish to the value of R 4.4
billion were landed in SA. [World Wildlife
Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
The annual revenue from commercial fisheries
exports were estimated at R 3.3 billion in 2008. [World
Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Commercial Fisheries contribute 0.5% to SA GDP.
[World Wildlife Organisation. November 2011.] Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
In the W/Cape – fishing contributes .2% to Gross
Geographic Product. [World Wildlife Organisation.
November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
In the impoverished E/Cape, squid fisheries
contributed R 500 million in foreign revenue. [World
Wildlife Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
SA’s commercial fishing industry employs
approximately 48 500 people. [World Wildlife
Organisation. November 2011.]
Vital to ensure the sustainability and growth of the SA
Fishing Industry; implosion will have large adverse
socio-economic and social impacts.
Amanda Brinkmann Indigo Consulting
APPENDIX D: CATEGORISING, LABELLING AND SATURATING: PROPOSITIONS
STATE OF
FISHING STOCKS
AQUACULTURE RESEARCH INSTITUTIONAL
CAPACITY
INDUSTRY
COHESION &
COLLABORATION
RESOURCE
MANAGEMENT
SOCIO-
ECONOMIC
SITUATION &
IMPACTS
FOOD
SOURCE/SECURITY
Almost no fishery
protection
patrols being
performed over
the past year
[Vecchiatto, P.
21 Mary 2013]
WWF is
pushing for an
Ecosystems
Approach to
Fisheries
[ EAF],
recognising
critical role of
marine
ecosystems in
maintaining
resilient socio-
cultural
systems in the
face of
growing
threats to
climate
change and
food security.
[World Wildlife
Organisation.
November
2011.]
Almost no
fishery
protection
patrols being
performed over
the past year
[Vecchiatto, P.
21 Mary 2013]
AGRICULTURE,
Forestry and
Fisheries Minister
Tina Joemat-
Pettersson and
fishing industry
CEOs have
insisted there is no
crisis in the sector
[Vecchiatto, P. 21
May 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
Almost no fishery
protection patrols
being performed
over the past year
[Vecchiatto, P. 21
Mary 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
PAGE 86 ONWARDS Amanda Brinkmann Indigo Consulting
Disruption of
economically
important fishing
surveys
[Vecchiatto, P.
21 May 2013]
The long-term
sustainable
collaborative
and
responsible
management
of coastal
marine
resources
plays a vital
role in social
and
economic
well-being of
SA’s coastal
people.
[World Wildlife
Organisation.
November
2011.]
Disruption of
economically
important
fishing surveys
[Vecchiatto, P.
21 May 2013]
Almost no fishery
protection patrols
being performed
over the past year
[Vecchiatto, P. 21
Mary 2013]
First meeting with
fishing industry role
players only in
2013 by Minister of
DAFF since taking
office in 2009.
[Vecchiatto, P. 21
May 2013]
Disruption of
economically
important fishing
surveys
[Vecchiatto, P. 21
May 2013]
Shaheen Moolla,
MD of Feike
Natural Resource
Management
Advisers, said the
industry CEOs had
no choice but to
co-operate with
Ms Joemat-
Pettersson as she
had threatened to
withdraw fishing
rights. [Martin, G.
30 April 2013.]
Mr Moolla said
that according to
the department it
still had to
allocate 1,000
fishing-right quotas
but had not yet
appointed a
service provider
and so it was
unlikely this would
be completed by
year-end. [Martin, G. 30 April 2013.]
Commitment
that the fishing
patrol and
research vessels
in the South
African Navy’s
custody would
be made
operational as
soon as possible. [Vecchiatto, P.
21 May 2013]
Holistic and
sustainable
systemic
management
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November
2011.]
Commitment
that the fishing
patrol and
research
vessels in the
South African
Navy’s custody
would be
made
operational as
soon as
possible. [Vecchiatto, P.
21 May 2013]
Disruption of
economically
important fishing
surveys
[Vecchiatto, P. 21
May 2013]
“The meeting has
been a chance
for industry to
advise me, as a
valued voice, on
how we can
expand
opportunities for
commercial and
small-scale
fishers.” - Min
Joemat—
Pettersson
[Vecchiatto, P. 21
May 2013]
Commitment that
the fishing patrol
and research
vessels in the
South African
Navy’s custody
would be made
operational as
soon as possible. [Vecchiatto, P. 21
May 2013]
Mr Moolla said
that according to
the department it
still had to
allocate 1,000
fishing-right quotas
but had not yet
appointed a
service provider
and so it was
unlikely this would
be completed by
year-end. [Martin, G. 30 April 2013.]
Securing the
ocean’s benefits
for future
generations is a
goal within the
reach of
humanity.[Manuel,
T. 19 March 2013.]
Amanda Brinkmann Indigo Consulting
Nautic’s role in terms of
the Service Level
Agreement is to assist
in vessel operations,
which will include
bunkering, crewing
and other logistics to
ensure that the vessels
are put to sea as
quickly and efficiently
as possible so that vital
fisheries management
functions can be
performed. [Martin, G.
30 April 2013.]
Production of
aquaculture
species globally
accounted for 52.5
million tonnes in
2008 – comprising
over 3600 species.
[World Wildlife
Organisation.
November 2011.]
Cape Town-based
shipyard Nautic
Africa has signed an
agreement with the
Department of
Agriculture, Forestry
and Fisheries (DAFF)
to support its four
fisheries protection
and two fisheries
research vessels, as
the Department
attempts to get the
fleet fully operational
again.[Martin, G. 30
April 2013.]
Confusion
around the
issuing of fishing
quotas.
[Vecchiatto, P.
21 May 2013]
“There is a game
change in the
agriculture, forestry
and fisheries sector;
we value these
interactions as an
opportunity to receive
advice from industry
leaders” – Min Joemat
Pettersson
[Vecchiatto, P. 21 May
2013]
Cape Town-based
shipyard Nautic Africa
has signed an
agreement with the
Department of
Agriculture, Forestry
and Fisheries (DAFF) to
support its four fisheries
protection and two
fisheries research
vessels, as the
Department attempts
to get the fleet fully
operational
again.[Martin, G. 30
April 2013.]
WHEN the world you
inhabit is beset by
economic ills,
the last thing a sensible
society should
do is ignore a valuable
resource. [Manuel, T. 19
March 2013.]
At present, we obtain
about
80-million tons a year of
food
from the ocean. .
[Manuel, T. 19 March 2013.]
Regular surveys of
South Africa’s fishing
resources are
important for the
country to prove that it
has sustainable fishing
stocks in order to keep
export markets.
[Martin, G. 30 April 2013.]
25 of these farmed
species are
considered
important global
trade commodities.
[World Wildlife
Organisation.
November 2011.]
Department is
“engaging with its
nominated service
provider to repair the
DAFF fleet for sea
[use].” [Martin, G. 30
April 2013.]
First meeting with
fishing industry role
players only in 2013
by Minister of DAFF
since taking office in
2009. [Vecchiatto, P.
21 May 2013]
Shaheen Moolla, MD of
Feike Natural Resource
Management Advisers,
said the industry CEOs
had no choice but to
co-operate with Ms
Joemat-Pettersson as
she had threatened to
withdraw fishing rights.
[Martin, G. 30 April
2013.]
Nautic’s role in
terms of the
Service Level
Agreement is
to assist in
vessel
operations,
which will
include
bunkering,
crewing and
other logistics
to ensure that
the vessels are
put to sea as
quickly and
efficiently as
possible so
that vital
fisheries
management
functions can
be performed.
[Martin, G. 30
April 2013.]
When your country and
continent are doing their
best to develop and
bring the good things
in life to all of their people,
the last thing they
should do is forgo an
opportunity to secure a
more equal share of the
world’s riches. [Manuel, T. 19
March 2013.]
The United Nations (UN)
Food and Agriculture Organisation
calculates
that half of the world’s fisheries are
providing as much as they sustainably
can, while a further
one-third are being exploited beyond
that
limit, so must produce diminishing
returns. [Manuel, T. 19 March 2013.]
Amanda Brinkmann Indigo Consulting
APPENDIX D: CATEGORISING, LABELLING AND SATURATING: PROPOSITIONS
STATE OF
FISHING STOCKS
AQUACULTURE RESEARCH INSTITUTIONAL
CAPACITY
INDUSTRY
COHESION &
COLLABORATION
RESOURCE
MANAGEMENT
SOCIO-
ECONOMIC
SITUATION &
IMPACTS
FOOD
SOURCE/SECURITY
Almost no fishery
protection
patrols being
performed over
the past year
[Vecchiatto, P.
21 Mary 2013]
WWF is
pushing for an
Ecosystems
Approach to
Fisheries
[ EAF],
recognising
critical role of
marine
ecosystems in
maintaining
resilient socio-
cultural
systems in the
face of
growing
threats to
climate
change and
food security.
[World Wildlife
Organisation.
November
2011.]
Almost no
fishery
protection
patrols being
performed over
the past year
[Vecchiatto, P.
21 Mary 2013]
AGRICULTURE,
Forestry and
Fisheries Minister
Tina Joemat-
Pettersson and
fishing industry
CEOs have
insisted there is no
crisis in the sector
[Vecchiatto, P. 21
May 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
Almost no fishery
protection patrols
being performed
over the past year
[Vecchiatto, P. 21
Mary 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
Confusion around
the issuing of
fishing quotas.
[Vecchiatto, P. 21
May 2013]
PAGE 86 ONWARDS
Amanda Brinkmann Indigo Consulting
Disruption of
economically
important fishing
surveys
[Vecchiatto, P.
21 May 2013]
The long-term
sustainable
collaborative
and
responsible
management
of coastal
marine
resources
plays a vital
role in social
and
economic
well-being of
SA’s coastal
people.
[World Wildlife
Organisation.
November
2011.]
Disruption of
economically
important
fishing surveys
[Vecchiatto, P.
21 May 2013]
Almost no fishery
protection patrols
being performed
over the past year
[Vecchiatto, P. 21
Mary 2013]
First meeting with
fishing industry role
players only in
2013 by Minister of
DAFF since taking
office in 2009.
[Vecchiatto, P. 21
May 2013]
Disruption of
economically
important fishing
surveys
[Vecchiatto, P. 21
May 2013]
Shaheen Moolla,
MD of Feike
Natural Resource
Management
Advisers, said the
industry CEOs had
no choice but to
co-operate with
Ms Joemat-
Pettersson as she
had threatened to
withdraw fishing
rights. [Martin, G.
30 April 2013.]
Mr Moolla said
that according to
the department it
still had to
allocate 1,000
fishing-right quotas
but had not yet
appointed a
service provider
and so it was
unlikely this would
be completed by
year-end. [Martin, G. 30 April 2013.]
Commitment
that the fishing
patrol and
research vessels
in the South
African Navy’s
custody would
be made
operational as
soon as possible. [Vecchiatto, P.
21 May 2013]
Holistic and
sustainable
systemic
management
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November
2011.]
Commitment
that the fishing
patrol and
research
vessels in the
South African
Navy’s custody
would be
made
operational as
soon as
possible. [Vecchiatto, P.
21 May 2013]
Disruption of
economically
important fishing
surveys
[Vecchiatto, P. 21
May 2013]
“The meeting has
been a chance
for industry to
advise me, as a
valued voice, on
how we can
expand
opportunities for
commercial and
small-scale
fishers.” - Min
Joemat—
Pettersson
[Vecchiatto, P. 21
May 2013]
Commitment that
the fishing patrol
and research
vessels in the
South African
Navy’s custody
would be made
operational as
soon as possible. [Vecchiatto, P. 21
May 2013]
Mr Moolla said
that according to
the department it
still had to
allocate 1,000
fishing-right quotas
but had not yet
appointed a
service provider
and so it was
unlikely this would
be completed by
year-end. [Martin, G. 30 April 2013.]
Securing the
ocean’s benefits
for future
generations is a
goal within the
reach of
humanity.[Manuel,
T. 19 March 2013.]
Amanda Brinkmann Indigo Consulting
Nautic’s role in
terms of the
Service Level
Agreement is to
assist in vessel
operations,
which will
include
bunkering,
crewing and
other logistics to
ensure that the
vessels are put
to sea as quickly
and efficiently as
possible so that
vital fisheries
management
functions can be
performed.
[Martin, G. 30
April 2013.]
Production of
aquaculture
species
globally
accounted
for 52.5 million
tonnes in 2008
– comprising
over 3600
species.
[World Wildlife
Organisation.
November
2011.]
Cape Town-
based shipyard
Nautic Africa
has signed an
agreement
with the
Department of
Agriculture,
Forestry and
Fisheries (DAFF)
to support its
four fisheries
protection and
two fisheries
research
vessels, as the
Department
attempts to get
the fleet fully
operational
again.[Martin,
G. 30 April
2013.]
Confusion
around the
issuing of
fishing
quotas.
[Vecchiatt
o, P. 21
May 2013]
“There is a
game change
in the
agriculture,
forestry and
fisheries sector;
we value these
interactions as
an opportunity
to receive
advice from
industry leaders”
– Min Joemat
Pettersson
[Vecchiatto, P.
21 May 2013]
Cape Town-
based shipyard
Nautic Africa
has signed an
agreement with
the Department
of Agriculture,
Forestry and
Fisheries (DAFF)
to support its
four fisheries
protection and
two fisheries
research vessels,
as the
Department
attempts to get
the fleet fully
operational
again.[Martin,
G. 30 April 2013.]
WHEN the world you
inhabit is beset by
economic ills, the
last thing a sensible
society should do is
ignore a valuable
resource. [Manuel, T.
19 March 2013.]
At present, we obtain
about
80-million tons a year of
food
from the ocean. .
[Manuel, T. 19 March 2013.]
Regular surveys
of South Africa’s
fishing resources
are important for
the country to
prove that it has
sustainable
fishing stocks in
order to keep
export markets.
[Martin, G. 30 April 2013.]
25 of these
farmed
species are
considered
important
global trade
commodities.
[World Wildlife
Organisation.
November
2011.]
Department is
“engaging with
its nominated
service provider
to repair the
DAFF fleet for
sea [use].”
[Martin, G. 30
April 2013.]
First meeting
with fishing
industry role
players only in
2013 by Minister
of DAFF since
taking office in
2009.
[Vecchiatto, P.
21 May 2013]
Shaheen Moolla,
MD of Feike
Natural Resource
Management
Advisers, said the
industry CEOs had
no choice but to
co-operate with
Ms Joemat-
Pettersson as she
had threatened
to withdraw
fishing rights.
[Martin, G. 30
April 2013.]
Nautic’s
role in
terms of
the
Service
Level
Agreemen
t is to assist
in vessel
operations
, which will
include
bunkering,
crewing
and other
logistics to
ensure
that the
When your country
and continent are
doing their best to
develop and bring
the good things in
life to all of their
people, the last
thing they should do
is forgo an
opportunity to
secure a more equal
share of the world’s
riches. [Manuel, T. 19
March 2013.]
The United Nations (UN)
Food and Agriculture
Organisation calculates
that half of the world’s
fisheries are providing as
much as they sustainably
can, while a further
one-third are being
exploited beyond that
limit, so must produce
diminishing returns. [Manuel,
T. 19 March 2013.]
Amanda Brinkmann Indigo Consulting
vessels are
put to sea
as quickly
and
efficiently
as possible
so that
vital
fisheries
managem
ent
functions
can be
performed
. [Martin,
G. 30 April
2013.] I’m talking here
about the
international
waters that
begin 200
nautical miles off
our coast and
most other
coasts. [Manuel,
T. 19 March 2013.]
Aquaculture
remains highly
reliant on
capture
fisheries for
dietary
nutrients such
as fish oil and
fishmeal.
[World Wildlife
Organisation.
November
2011.]
Nautic’s role in
terms of the
Service Level
Agreement is to
assist in vessel
operations,
which will
include
bunkering,
crewing and
other logistics
to ensure that
the vessels are
put to sea as
quickly and
efficiently as
possible so that
vital fisheries
management
functions can
be performed.
[Martin, G. 30
April 2013.]
“The meeting
has been a
chance for
industry to
advise me, as a
valued voice,
on how we can
expand
opportunities for
commercial
and small-scale
fishers.” - Min
Joemat—
Pettersson
[Vecchiatto, P.
21 May 2013]
Mr Moolla said
that according to
the department it
still had to
allocate 1,000
fishing-right
quotas but had
not yet
appointed a
service provider
and so it was
unlikely this would
be completed by
year-end. [Martin, G. 30 April 2013.]
The DAFF
fleet
comprises
the four
Fisheries
Protection
Vessels
Sarah
Baartman,
Lilian
Ngoyi,
Victoria
Mxenge
and Ruth
First and
two
Fisheries
Research
Vessels
(FRS
Africana
and FRS
Ellen
Khuzwayo
). [Martin,
Securing the
ocean’s benefits for
future generations is
a goal within the
reach of
humanity.[Manuel, T.
19 March 2013.]
Yet the ocean could
provide more seafood, not
less, if we managed it
properly. [Manuel, T. 19
March 2013.]
Amanda Brinkmann Indigo Consulting
G. 30 April
2013.]
The United
Nations (UN)
Food and
Agriculture
Organisation
calculates that
half of the
world’s fisheries
are providing as
much as they
sustainably can,
while a further
one-third are
being exploited
beyond that
limit, so must
produce
diminishing
returns. [Manuel,
T. 19 March
2013.]
In 2010, 85% of
fish oil
purchased
was used as
shrimp and
finfish
aquaculture
feed. [World
Wildlife
Organisation.
November
2011.]
Regular surveys
of South
Africa’s fishing
resources are
important for
the country to
prove that it
has sustainable
fishing stocks in
order to keep
export markets.
[Martin, G. 30 April 2013.]
“There is a
game change
in the
agriculture,
forestry and
fisheries sector;
we value these
interactions as
an opportunity
to receive
advice from
industry
leaders” – Min
Joemat
Pettersson
[Vecchiatto, P.
21 May 2013]
I’m talking here
about the
international
waters that begin
200 nautical miles
off our coast and
most other coasts.
[Manuel, T. 19 March 2013.]
Regular
surveys of
South
Africa’s
fishing
resources
are
important
for the
country to
prove that
it has
sustainabl
e fishing
stocks in
order to
keep
export
markets.
[Martin, G.
30 April 2013.]
At present, we
obtain about 80-
million tons a year of
food from the
ocean. .[Manuel, T.
19 March 2013.]
The Stats SA document
echoes sentiments
expressed by the
department in December
that noted a "general trend
of deteriorating resource
status". [ Blaine, S. 5 March
2013]
The most
important
challenge
concerns the
management of
seafood stocks,
many of which
are being
exploited in an
unsustainable
manner.
[Business Day
Editorial. 22
March 2013.]
South African
Fisheries have
two
components:
Wild capture
fishing and
aquaculture.
[World Wildlife
Organisation.
November
2011.]
The
department
admitted in its
recent
presentation to
the
parliamentary
portfolio
committee that
South Africa’s
economic
exclusion zone
is not being
patrolled or
monitored,
Department is
“engaging with
its nominated
service provider
to repair the
DAFF fleet for
sea [use].”
[Martin, G. 30
April 2013.]
The task we have
set ourselves is to
show how the
ocean can be
sustainably and
equitably
managed in the
21st century.
Global Ocean
Commission
[Manuel, T. 19
March 2013.]
WHEN the
world you
inhabit is
beset by
economic
ills, the last
thing a
sensible
society
should do
is ignore a
valuable
resource.
[Manuel, T.
19 March
The United Nations
(UN) Food and
Agriculture
Organisation
calculates that half
of the world’s
fisheries are
providing as much
as they sustainably
can, while a further
one-third are being
exploited beyond
that limit, so must
produce diminishing
returns. [Manuel, T.
Rebuilding and recovery
could take years and even
decades as the rate of
recovery is dependent on
the biology of the species
and the natural recruitment
fluctuations. [Department of
Agriculture, Forestry and
Fisheries. 2012.]
Amanda Brinkmann Indigo Consulting
because of its
failure to
ensure the
proper
functioning of
its research
and patrol
vessels, leaving
South Africa’s
fish resources
wide open to
exploitation by
South African
and foreign
vessels.
[Business Day
Editorial. 22
March 2013.]
2013.] 19 March 2013.]
According to
natural resources
advisory firm
Feike, which is
run by a former
fisheries
management
head at Marine
and Coastal
Management,
gross
mismanagement
of South Africa’s
fish stocks
threatens the
commercial
viability of
several
industries, with
both the
resource and
thousands of
jobs now at risk
of being
The
immediate
goal of
fisheries
management
should be on
job security
with job
creation
being a
longer-term
vision. [World
Wildlife
Organisation.
November
2011.]
Almost no
research is
being
conducted into
the actual
state of the
country’s fish
stocks, as
opposed to the
output of
computer
models, so
overfishing is a
real danger
and there is
little factual
basis for the
allocation of
annual quotas;
species
recovery plans
are not being
implemented;
and poaching
The DAFF fleet
comprises the
four Fisheries
Protection
Vessels Sarah
Baartman, Lilian
Ngoyi, Victoria
Mxenge and
Ruth First and
two Fisheries
Research
Vessels (FRS
Africana and
FRS Ellen
Khuzwayo).
[Martin, G. 30
April 2013.]
The task we have
set ourselves is to
show how the
ocean can be
sustainably and
equitably
managed in the
21st century.
Working
independently,
we will assess all
the evidence we
can muster, from
sectors of society
including science,
economics,
business and law.
All these good
ideas we will distil
into what you
might call a "to-
do list" for world
leaders — a list of
pragmatic and
When your
country
and
continent
are doing
their best
to
develop
and bring
the good
things in
life to all of
their
people,
the last
thing they
should do
is forgo an
opportunit
y to
secure a
more
equal
share of
Yet the ocean could
provide more
seafood, not less, if
we managed it
properly. [Manuel, T.
19 March 2013.]
Decades of
mismanagement of our
marine systems has placed
SA in a precarious state.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
destroyed.
[Business Day
Editorial. 22 March 2013.]
remains rife.
[Business Day
Editorial. 22 March 2013.]
efficient measures
that, if
implemented, will
reverse
degradation of
the high seas and
restore them to
full health and
productivity.
[Manuel, T. 19 March 2013.]
the world’s
riches.
[Manuel, T.
19 March
2013.]
The department
admitted in its
recent
presentation to
the
parliamentary
portfolio
committee that
South Africa’s
economic
exclusion zone is
not being
patrolled or
monitored,
because of its
failure to ensure
the proper
functioning of its
research and
patrol vessels,
leaving South
Africa’s fish
resources wide
open to
exploitation by
South African
and foreign
vessels. [Business
Day Editorial. 22
Job creation
can only take
place with
progressive
stock
rebuilding
strategies.
[World Wildlife
Organisation.
November
2011.]
WWF is pushing
for an
Ecosystems
Approach to
Fisheries [ EAF],
recognising
critical role of
marine
ecosystems in
maintaining
resilient socio-
cultural systems
in the face of
growing threats
to climate
change and
food security.
[World Wildlife
Organisation.
November
2011.]
Shaheen
Moolla, MD of
Feike Natural
Resource
Management
Advisers, said
the industry
CEOs had no
choice but to
co-operate with
Ms Joemat-
Pettersson as
she had
threatened to
withdraw fishing
rights. [Martin,
G. 30 April
2013.]
Securing the
ocean’s benefits
for future
generations is a
goal within the
reach of
humanity.[Manuel
, T. 19 March
2013.]
I’m talking
here
about the
internation
al waters
that begin
200
nautical
miles off
our coast
and most
other
coasts.
[Manuel, T.
19 March 2013.]
This, too, has the
goal of managing
the rich ecosystem
associated with the
cold waters from the
southern ocean that
flow northwards
along the African
coastline, with
special emphasis on
research,
conservation and
sustainable
exploitation of the
benefits it brings to
all three countries,
which are estimated
to be worth more
than $50bn a year.
[Business Day
Editorial. 22 March
2013.]
WWF is pushing for an
Ecosystems Approach to
Fisheries [ EAF], recognising
critical role of marine
ecosystems in maintaining
resilient socio-cultural
systems in the face of
growing threats to climate
change and food security.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
March 2013.] Almost no
research is being
conducted into
the actual state
of the country’s
fish stocks, as
opposed to the
output of
computer
models, so
overfishing is a
real danger and
there is little
factual basis for
the allocation of
annual quotas;
species recovery
plans are not
being
implemented;
and poaching
remains rife.
[Business Day
Editorial. 22 March 2013.]
The SA
Government
considers the
fishing industry
as a sector for
employment
expansion
within the
country.
[World Wildlife
Organisation.
November
2011.]
The long-term
sustainable
collaborative
and responsible
management
of coastal
marine
resources plays
a vital role in
social and
economic well-
being of SA’s
coastal people.
[World Wildlife
Organisation.
November
2011.]
Mr Moolla said
that according
to the
department it
still had to
allocate 1,000
fishing-right
quotas but had
not yet
appointed a
service provider
and so it was
unlikely this
would be
completed by
year-end.
[Martin, G. 30 April 2013.]
The big challenge
and the big
rewards lie in the
high seas.
.[Manuel, T. 19
March 2013.]
The task
we have
set
ourselves is
to show
how the
ocean
can be
sustainabl
y and
equitably
managed
in the 21st
century.
Global
Ocean
Commissio
n [Manuel,
T. 19
March
2013.]
According to natural
resources advisory
firm Feike, which is
run by a former
fisheries
management head
at Marine and
Coastal
Management, gross
mismanagement of
South Africa’s fish
stocks threatens the
commercial viability
of several industries,
with both the
resource and
thousands of jobs
now at risk of being
destroyed. [Business
Day Editorial. 22 March 2013.]
SA’s commercial fishing
industry employs
approximately 48 500
people. [World Wildlife
Organisation. November
2011.]
The Stats SA
document
echoes
sentiments
expressed by the
department in
December that
noted a "general
trend of
deteriorating
resource status".
[ Blaine, S. 5
March 2013]
The health of
fishing
communities is
inextricably
linked to the
health of the
adjacent
fisheries
resources and
raises the
importance of
the
sustainable
and
Holistic and
sustainable
systemic
management
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
I’m talking here
about the
international
waters that
begin 200
nautical miles
off our coast
and most other
coasts.
[Manuel, T. 19 March 2013.]
Yet the ocean
could provide
more seafood,
not less, if we
managed it
properly.
[Manuel, T. 19
March 2013.]
The task
we have
set
ourselves is
to show
how the
ocean
can be
sustainabl
y and
equitably
managed
in the 21st
century.
Almost no research is
being conducted
into the actual state
of the country’s fish
stocks, as opposed
to the output of
computer models, so
overfishing is a real
danger and there is
little factual basis for
the allocation of
annual quotas;
species recovery
plans are not being
Amanda Brinkmann Indigo Consulting
responsible
management
of these
resources to
ensure job
and food
security for
these
communities.
[World Wildlife
Organisation.
November
2011.]
November
2011.] Working
independ
ently, we
will assess
all the
evidence
we can
muster,
from
sectors of
society
including
science,
economic
s, business
and law.
All these
good
ideas we
will distil
into what
you might
call a "to-
do list" for
world
leaders —
a list of
pragmatic
and
efficient
measures
that, if
implement
ed, will
reverse
degradati
on of the
high seas
and
restore
them to
full health
implemented; and
poaching remains
rife. [Business Day
Editorial. 22 March
2013.]
Amanda Brinkmann Indigo Consulting
and
productivit
y.
[Manuel, T.
19 March 2013.]
Rebuilding and
recovery could
take years and
even decades
as the rate of
recovery is
dependent on
the biology of
the species and
the natural
recruitment
fluctuations.
[Department of
Agriculture,
Forestry and
Fisheries. 2012.]
Aquaculture is
expected to
experience
substantial
regional
growth in the
coming years.
[World Wildlife
Organisation.
November
2011.]
The immediate
goal of fisheries
management
should be on
job security
with job
creation being
a longer-term
vision. [World
Wildlife
Organisation.
November
2011.]
The task we
have set
ourselves is to
show how the
ocean can be
sustainably and
equitably
managed in the
21st century.
Working
independently,
we will assess all
the evidence
we can muster,
from sectors of
society
including
science,
economics,
business and
law. All these
good ideas we
will distil into
what you might
call a "to-do list"
for world
leaders — a list
of pragmatic
and efficient
measures that,
if implemented,
will reverse
degradation of
the high seas
The disconnect
between what
happens at the
top and at the
coalface is
especially striking
in the fishing
sector, where
recent events
illustrate that
South Africa is
trying to play a
leading role on
the international
stage even as our
own fisheries
management
system is
imploding .[
Business Day
Editorial. 22
March 2013.]
Securing
the
ocean’s
benefits
for future
generatio
ns is a
goal within
the reach
of
humanity.[
Manuel, T.
19 March
2013.]
Rebuilding and
recovery could take
years and even
decades as the rate
of recovery is
dependent on the
biology of the
species and the
natural recruitment
fluctuations.
[Department of
Agriculture, Forestry
and Fisheries. 2012.]
Amanda Brinkmann Indigo Consulting
and restore
them to full
health and
productivity.
[Manuel, T. 19 March 2013.]
Securing the
ocean’s
benefits for
future
generations is a
goal within the
reach of
humanity.[Man
uel, T. 19 March
2013.] Decades of
mismanagement
of our marine
systems has
placed SA in a
precarious state.
[World Wildlife
Organisation.
November 2011.]
In 2008, SA
Mariculture
was
comprised of:
abalone,
oysters,
mussels,
prawn, finfish
and
seaweeds.
[World Wildlife
Organisation.
November
2011.]
Job creation
can only take
place with
progressive
stock rebuilding
strategies.
[World Wildlife
Organisation.
November
2011.]
Yet the ocean
could provide
more seafood,
not less, if we
managed it
properly.
[Manuel, T. 19
March 2013.]
At the same time,
South Africa,
Namibia and
Angola have just
signed a
convention
defining the
boundaries of the
Benguela Current
Large Marine
Ecosystem, which
stretches from
Port Elizabeth in
the east around
the southern
African coast to
as far west as
Angola’s
Cabinda
province.
[Business Day
Editorial. 22
March 2013.]
The big
challenge
and the
big
rewards lie
in the high
seas.
.[Manuel,
T. 19
March
2013.]
Decades of
mismanagement of
our marine systems
has placed SA in a
precarious state.
[World Wildlife
Organisation.
November 2011.]
WWF is pushing
for an
The SA
Government
The SA
Government
The disconnect
between what
This, too, has the
goal of managing
The United
Nations
WWF is pushing for
an Ecosystems
Amanda Brinkmann Indigo Consulting
Ecosystems
Approach to
Fisheries [ EAF],
recognising
critical role of
marine
ecosystems in
maintaining
resilient socio-
cultural systems
in the face of
growing threats
to climate
change and
food security.
[World Wildlife
Organisation.
November 2011.]
has identified
aquaculture
as an area of
expansion.
[World Wildlife
Organisation.
November
2011.]
considers the
fishing industry
as a sector for
employment
expansion
within the
country. [World
Wildlife
Organisation.
November
2011.]
happens at the
top and at the
coalface is
especially
striking in the
fishing sector,
where recent
events illustrate
that South
Africa is trying
to play a
leading role on
the
international
stage even as
our own
fisheries
management
system is
imploding .[
Business Day
Editorial. 22
March 2013.]
the rich
ecosystem
associated with
the cold waters
from the southern
ocean that flow
northwards along
the African
coastline, with
special emphasis
on research,
conservation and
sustainable
exploitation of the
benefits it brings
to all three
countries, which
are estimated to
be worth more
than $50bn a
year. [Business
Day Editorial. 22
March 2013.]
(UN) Food
and
Agriculture
Organisati
on
calculates
that half
of the
world’s
fisheries
are
providing
as much
as they
sustainabl
y can,
while a
further
one-third
are being
exploited
beyond
that limit,
so must
produce
diminishin
g returns.
[Manuel, T.
19 March
2013.]
Approach to
Fisheries [ EAF],
recognising critical
role of marine
ecosystems in
maintaining resilient
socio-cultural
systems in the face
of growing threats to
climate change and
food security. [World
Wildlife Organisation.
November 2011.]
The long-term
sustainable
collaborative
and responsible
management of
coastal marine
resources plays
a vital role in
social and
economic well-
being of SA’s
coastal people.
Aquaculture is
relatively new
in SA and is
considered as
under-
developed by
DAFF. [World
Wildlife
Organisation.
November
2011.]
The health of
fishing
communities is
inextricably
linked to the
health of the
adjacent
fisheries
resources and
raises the
importance of
the sustainable
The department
admitted in its
recent
presentation to
the
parliamentary
portfolio
committee that
South Africa’s
economic
exclusion zone
is not being
According to
natural resources
advisory firm
Feike, which is run
by a former
fisheries
management
head at Marine
and Coastal
Management,
gross
mismanagement
Yet the
ocean
could
provide
more
seafood,
not less, if
we
managed
it properly.
[Manuel, T.
19 March
The long-term
sustainable
collaborative and
responsible
management of
coastal marine
resources plays a
vital role in social
and economic well-
being of SA’s coastal
people. [World
Wildlife Organisation.
The long-term sustainable
collaborative and
responsible management of
coastal marine resources
plays a vital role in social and
economic well-being of SA’s
coastal people. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
[World Wildlife
Organisation.
November 2011.]
and responsible
management
of these
resources to
ensure job and
food security
for these
communities.
[World Wildlife
Organisation.
November
2011.]
patrolled or
monitored,
because of its
failure to ensure
the proper
functioning of its
research and
patrol vessels,
leaving South
Africa’s fish
resources wide
open to
exploitation by
South African
and foreign
vessels.
[Business Day
Editorial. 22
March 2013.]
of South Africa’s
fish stocks
threatens the
commercial
viability of several
industries, with
both the resource
and thousands of
jobs now at risk of
being destroyed.
[Business Day
Editorial. 22 March 2013.]
2013.] November 2011.]
Holistic and
sustainable
systemic
management
practices are
being employed
to secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November 2011.]
Aquaculture
has been
focused on
high value
species such
as abalone,
mussels and
oysters. [World
Wildlife
Organisation.
November
2011.]
Food security is
complex and
linked not only
to food
availability but
also to human
health,
sustainable
economic
development,
environment
and trade.
[World Wildlife
Organisation.
November
2011.]
Almost no
research is
being
conducted into
the actual state
of the country’s
fish stocks, as
opposed to the
output of
computer
models, so
overfishing is a
real danger
and there is little
factual basis for
the allocation
of annual
quotas; species
recovery plans
are not being
implemented;
and poaching
remains rife.
WWF is pushing
for an Ecosystems
Approach to
Fisheries [ EAF],
recognising
critical role of
marine
ecosystems in
maintaining
resilient socio-
cultural systems in
the face of
growing threats to
climate change
and food security.
[World Wildlife
Organisation.
November 2011.]
The
disconnec
t between
what
happens
at the top
and at the
coalface
is
especially
striking in
the fishing
sector,
where
recent
events
illustrate
that South
Africa is
trying to
play a
leading
role on the
Holistic and
sustainable systemic
management
practices are being
employed to secure
the future of the
resource for
generations to
come. [World
Wildlife Organisation.
November 2011.]
Holistic and sustainable
systemic management
practices are being
employed to secure the
future of the resource for
generations to come.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
[Business Day
Editorial. 22 March 2013.]
internation
al stage
even as
our own
fisheries
managem
ent system
is
imploding
.[ Business
Day
Editorial.
22 March
2013.] In 2009, 583 000
tonnes of fish to
the value of R
4.4 billion were
landed in SA.
[World Wildlife
Organisation.
November 2011.]
An EAF takes
into
consideration
that all marine
organisms
and processes
are inter-
connected.
[World Wildlife
Organisation.
November
2011.]
Fish trade is
governed by
complex
multilateral and
bilateral trade
agreements
and
negotiations at
the national,
regional and
international
levels
determine the
amounts of fish
imported and
exported in SA.
[World Wildlife
Organisation.
November
2011.]
The long-term
sustainable
collaborative and
responsible
management of
coastal marine
resources plays a
vital role in social
and economic
well-being of SA’s
coastal people.
[World Wildlife
Organisation.
November 2011.]
The most
important
challenge
concerns
the
managem
ent of
seafood
stocks,
many of
which are
being
exploited
in an
unsustaina
ble
manner.
[Business
Day
Editorial.
22 March
2013.]
SA’s commercial
fishing industry
employs
approximately
48 500 people.
[World Wildlife
Organisation.
November 2011.]
In the impoverished
E/Cape, squid fisheries
contributed R 500 million in
foreign revenue. [World
Wildlife Organisation.
November 2011.]
Beneficiation
and value
adding activities
within the sector
has the potential
to create
An EAF takes
into
consideration
that
alterations in
processes are
Status of SA
Marine
Resources:
29.6%
uncertain, 7.4%
under-
Decades of
mismanageme
nt of our marine
systems has
placed SA in a
precarious
Holistic and
sustainable
systemic
management
practices are
being employed
At the
same
time,
South
Africa,
Namibia
In the impoverished
E/Cape, squid
fisheries contributed
R 500 million in
foreign revenue.
[World Wildlife
Commercial Fisheries
contribute 0.5% to SA GDP.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
livelihoods while
the stocks
replenish. [World
Wildlife
Organisation.
November 2011.]
not easily
recognised
and difficult to
restore once
disrupted.
[World Wildlife
Organisation.
November
2011.]
exploited, 48.1
% optimally
exploited,
14.8% over-
exploited.
[World Wildlife
Organisation.
November
2011.]
state. [World
Wildlife
Organisation.
November
2011.]
to secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November 2011.]
and
Angola
have just
signed a
conventio
n defining
the
boundarie
s of the
Benguela
Current
Large
Marine
Ecosystem
, which
stretches
from Port
Elizabeth
in the east
around
the
southern
African
coast to
as far west
as
Angola’s
Cabinda
province.
[Business
Day
Editorial.
22 March
2013.]
Organisation.
November 2011.]
Financial capital
or income of a
fisher – or fishing
community –
cannot be
achieved
through
increasing
EAF aims to
“ balance
diverse
societal
objectives, by
taking into
account the
knowledge
At the 2002
World Summit
on Sustainable
Development,
SA undertook
to maintain
and rebuild fish
stocks to levels
WWF is pushing
for an
Ecosystems
Approach to
Fisheries [ EAF],
recognising
critical role of
marine
Beneficiation and
value adding
activities within
the sector has the
potential to
create livelihoods
while the stocks
replenish. [World
This, too,
has the
goal of
managing
the rich
ecosystem
associate
d with the
Commercial Fisheries
contribute 0.5% to SA
GDP. [World Wildlife
Organisation.
November 2011.]
The immediate goal of
fisheries management
should be on job security
with job creation being a
longer-term vision. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
catches along –
due to the state
of the global
marine fisheries.
[World Wildlife
Organisation.
November 2011.]
and
uncertainties
about biotic,
abiotic and
human
components
of the
ecosystems
and their
interactions
and applying
an integrated
approach to
fisheries within
ecologically
meaningful
boundaries.”
[World Wildlife
Organisation.
November
2011.]
able to
produce
maximum
sustainable
yields by no
later than 2015.
[World Wildlife
Organisation.
November
2011.]
ecosystems in
maintaining
resilient socio-
cultural systems
in the face of
growing threats
to climate
change and
food security.
[World Wildlife
Organisation.
November
2011.]
Wildlife
Organisation.
November 2011.]
cold
waters
from the
southern
ocean
that flow
northward
s along
the
African
coastline,
with
special
emphasis
on
research,
conservati
on and
sustainabl
e
exploitatio
n of the
benefits it
brings to
all three
countries,
which are
estimated
to be
worth
more than
$50bn a
year.
[Business
Day
Editorial.
22 March
2013.] Job creation
can only take
place with
progressive stock
Good
understanding
of the
ecosystem
Full stock
assessments
are lacking in
the majority of
Holistic and
sustainable
systemic
management
Financial capital
or income of a
fisher – or fishing
community –
According
to natural
resources
advisory
The annual revenue
from commercial
fisheries exports were
estimated at R 3.3
The SA Government
considers the fishing
industry as a sector for
employment expansion
Amanda Brinkmann Indigo Consulting
rebuilding
strategies.
[World Wildlife
Organisation.
November 2011.]
impacts of the
fisheries and
impacts are
included in
management
advice.
[World Wildlife
Organisation.
November
2011.]
SA’s line fish
species and
existing stock
assessments for
other species
are several
years old and
considered
outdated.
[World Wildlife
Organisation.
November
2011.]
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November
2011.]
cannot be
achieved through
increasing
catches along –
due to the state
of the global
marine fisheries.
[World Wildlife
Organisation.
November 2011.]
firm Feike,
which is
run by a
former
fisheries
managem
ent head
at Marine
and
Coastal
Managem
ent, gross
mismanag
ement of
South
Africa’s
fish stocks
threatens
the
commerci
al viability
of several
industries,
with both
the
resource
and
thousands
of jobs
now at risk
of being
destroyed.
[Business
Day
Editorial.
22 March 2013.]
billion in 2008. [World
Wildlife Organisation.
November 2011.]
within the
country. [World Wildlife
Organisation. November
2011.]
The SA
Government
considers the
The RFMO’s are
tasked with
managing high
Marine eco-
tourism is also
become
The immediate
goal of fisheries
management
The
departme
nt
In 2009, 583 000
tonnes of fish to the
value of R 4.4 billion
In 2008, commercial fishing
industry in SA employed
approx. 27 000 directly,
Amanda Brinkmann Indigo Consulting
fishing industry as
a sector for
employment
expansion within
the country.
[World Wildlife
Organisation.
November 2011.]
seas fisheries
and migratory
fish stocks
which straddle
the water of
more than one
state. [World
Wildlife
Organisation.
November
2011.]
increasingly
attractive and
viable. [World
Wildlife
Organisation.
November
2011.]
should be on job
security with job
creation being a
longer-term vision.
[World Wildlife
Organisation.
November 2011.]
admitted
in its
recent
presentati
on to the
parliament
ary
portfolio
committe
e that
South
Africa’s
economic
exclusion
zone is not
being
patrolled
or
monitored
, because
of its
failure to
ensure the
proper
functionin
g of its
research
and patrol
vessels,
leaving
South
Africa’s
fish
resources
wide open
to
exploitatio
n by South
African
and
foreign
vessels.
were landed in SA.
[World Wildlife
Organisation.
November 2011.]
while 100 000 people were
employed in fishery related
enterprises. [World Wildlife
Organisation. November
2011.]
Amanda Brinkmann Indigo Consulting
[Business
Day
Editorial.
22 March
2013.] The health of
fishing
communities is
inextricably
linked to the
health of the
adjacent
fisheries
resources and
raises the
importance of
the sustainable
and responsible
management of
these resources
to ensure job
and food
security for these
communities.
[World Wildlife
Organisation.
November 2011.]
The long-term
sustainable
collaborative
and responsible
management
of coastal
marine
resources plays
a vital role in
social and
economic well-
being of SA’s
coastal people.
[World Wildlife
Organisation.
November
2011.]
Job creation can
only take place
with progressive
stock rebuilding
strategies. [World
Wildlife
Organisation.
November 2011.]
Almost no
research is
being
conducte
d into the
actual
state of
the
country’s
fish stocks,
as
opposed
to the
output of
computer
models, so
overfishing
is a real
danger
and there
is little
factual
basis for
the
allocation
of annual
quotas;
species
recovery
plans are
not being
implement
ed; and
poaching
remains
rife.
[Business
Marine eco-tourism is
also become
increasingly
attractive and
viable. [World
Wildlife Organisation.
November 2011.]
The health of fishing
communities is inextricably
linked to the health of the
adjacent fisheries resources
and raises the importance
of the sustainable and
responsible management
of these resources to ensure
job and food security for
these communities. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
Day
Editorial.
22 March 2013.]
Food security is
complex and
linked not only to
food availability
but also to
human health,
sustainable
economic
development,
environment
and trade.
[World Wildlife
Organisation.
November 2011.]
The single
species
strategy of
resource
management
of the past has
failed SA.
[World Wildlife
Organisation.
November
2011.]
Financial
capital or
income of a
fisher – or fishing
community –
cannot be
achieved
through
increasing
catches along –
due to the state
of the global
marine fisheries.
[World Wildlife
Organisation.
November
2011.]
The SA
Government
considers the
fishing industry as
a sector for
employment
expansion within
the country.
[World Wildlife
Organisation.
November 2011.]
The Stats
SA
document
echoes
sentiments
expressed
by the
departme
nt in
December
that noted
a "general
trend of
deteriorati
ng
resource
status". [
Blaine, S. 5
March
2013]
Beneficiation and
value adding
activities within the
sector has the
potential to create
livelihoods while the
stocks replenish.
[World Wildlife
Organisation.
November 2011.]
53% of traditional fishing
community’s countrywide
are still considered to be
food insecure.
[World Wildlife Organisation.
November 2011.]
Trade of fishery
products is of
integral
importance to
government
revenue, income
and
employment
generation in SA.
[World Wildlife
Organisation.
November 2011.]
The single
species
approach did
not consider
the greater
impact on the
marine
ecosystem.
[World Wildlife
Organisation.
November
2011.]
The immediate
goal of fisheries
management
should be on
job security with
job creation
being a longer-
term vision.
[World Wildlife
Organisation.
November
2011.]
The health of
fishing
communities is
inextricably linked
to the health of
the adjacent
fisheries resources
and raises the
importance of the
sustainable and
responsible
management of
these resources to
ensure job and
food security for
these
Rebuilding
and
recovery
could take
years and
even
decades
as the rate
of
recovery is
dependen
t on the
biology of
the
species
and the
Financial capital or
income of a fisher –
or fishing community
– cannot be
achieved through
increasing catches
along – due to the
state of the global
marine fisheries.
[World Wildlife
Organisation.
November 2011.]
SA has around 147 fishing
communities, 28 338 fisher
households and 30 000
people are considered to
be true subsistence fishers.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
communities.
[World Wildlife
Organisation.
November 2011.]
natural
recruitmen
t
fluctuation
s.
[Departm
ent of
Agriculture
, Forestry
and
Fisheries.
2012.] Status of SA
Marine
Resources: 29.6%
uncertain, 7.4%
under-exploited,
48.1 % optimally
exploited, 14.8%
over-exploited.
[World Wildlife
Organisation.
November 2011.]
Holistic and
sustainable
systemic
management
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November
2011.]
Food security is
complex and
linked not only to
food availability
but also to human
health,
sustainable
economic
development,
environment and
trade. [World
Wildlife
Organisation.
November 2011.]
Decades
of
mismanag
ement of
our marine
systems
has
placed SA
in a
precarious
state.
[World
Wildlife
Organisati
on.
November
2011.]
SA’s rich marine ecosystems
have attracted fishers and
their families to the
shoreline where they have
developed communities
whose cultural values,
customary practices and
social dynamics are
intricately linked to the
ocean. [World Wildlife
Organisation. November
2011.]
Status of
commercial line
fish in SA: 11%
over-exploited,
68% collapsed,
16% optimally
exploited and
5% under review.
[World Wildlife
Organisation.
November 2011.]
An EAF takes
into
consideration
that all marine
organisms and
processes are
inter-
connected.
[World Wildlife
Organisation.
November
2011.]
Job creation
can only take
place with
progressive
stock rebuilding
strategies.
[World Wildlife
Organisation.
November
2011.]
Fish trade is
governed by
complex
multilateral and
bilateral trade
agreements and
negotiations at
the national,
regional and
international
levels determine
the amounts of
fish imported and
WWF is
pushing
for an
Ecosystem
s
Approach
to Fisheries
[ EAF],
recognisin
g critical
role of
marine
ecosystem
The immediate goal
of fisheries
management should
be on job security
with job creation
being a longer-term
vision. [World Wildlife
Organisation.
November 2011.]
Food security is complex and
linked not only to food
availability but also to
human health, sustainable
economic development,
environment and trade.
[World Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
exported in SA.
[World Wildlife
Organisation.
November 2011.]
s in
maintainin
g resilient
socio-
cultural
systems in
the face
of growing
threats to
climate
change
and food
security.
[World
Wildlife
Organisati
on.
November
2011.] At the 2002
World Summit on
Sustainable
Development,
SA undertook to
maintain and
rebuild fish
stocks to levels
able to produce
maximum
sustainable
yields by no later
than 2015.
[World Wildlife
Organisation.
November 2011.]
An EAF takes
into
consideration
that alterations
in processes
are not easily
recognised
and difficult to
restore once
disrupted.
[World Wildlife
Organisation.
November
2011.]
The SA
Government
considers the
fishing industry
as a sector for
employment
expansion
within the
country. [World
Wildlife
Organisation.
November
2011.]
Long-terms rights
issued in 22 fishing
sectors, with over
2900 rights holders
and 1788 vessels. .
[World Wildlife
Organisation.
November 2011.]
The long-
term
sustainabl
e
collaborati
ve and
responsibl
e
managem
ent of
coastal
marine
resources
plays a
vital role in
social and
economic
well-being
of SA’s
coastal
people.
[World
Wildlife
Job creation can
only take place with
progressive stock
rebuilding strategies.
[World Wildlife
Organisation.
November 2011.]
Long-terms rights issued in
22 fishing sectors, with over
2900 rights holders and 1788
vessels. . [World Wildlife
Organisation. November
2011.]
Amanda Brinkmann Indigo Consulting
Organisati
on.
November
2011.] Some studies
estimate that
some 850 000
people in SA
participate in
shore-based
recreational
fisheries – with a
total economic
impact of R 2.5
billion. [World
Wildlife
Organisation.
November 2011.]
EAF aims to
“ balance
diverse societal
objectives, by
taking into
account the
knowledge
and
uncertainties
about biotic,
abiotic and
human
components of
the ecosystems
and their
interactions
and applying
an integrated
approach to
fisheries within
ecologically
meaningful
boundaries.”
[World Wildlife
Organisation.
November
2011.]
In 2008,
commercial
fishing industry
in SA employed
approx. 27 000
directly, while
100 000 people
were employed
in fishery related
enterprises.
[World Wildlife
Organisation.
November
2011.]
The Allocation of
long-term rights
encourage
community
involvement in
fisheries and their
management,
but also promotes
a sense of
stewardship for
resources that
fishers will have to
access over the
7-10 year period. .
[World Wildlife
Organisation.
November 2011.]
Holistic
and
sustainabl
e systemic
managem
ent
practices
are being
employed
to secure
the future
of the
resource
for
generatio
ns to
come.
[World
Wildlife
Organisati
on.
November
2011.]
The SA Government
considers the fishing
industry as a sector
for employment
expansion within the
country. [World
Wildlife Organisation.
November 2011.]
The Allocation of long-term
rights encourage
community involvement in
fisheries and their
management, but also
promotes a sense of
stewardship for resources
that fishers will have to
access over the 7-10 year
period. . [World Wildlife
Organisation. November
2011.]
Trends indicate
a decline in most
marine stocks in
the Southern
African region –
driven by
demand due to
local population
increases, higher
consumer rates,
emergent export
EAF approach
in South Africa
uses tracking
tools to
examine
progress
towards
implementation
– it evaluates a
range of
objectives.
The health of
fishing
communities is
inextricably
linked to the
health of the
adjacent
fisheries
resources and
raises the
importance of
Status of
commercial line
fish in SA: 11%
over-exploited,
68% collapsed,
16% optimally
exploited and 5%
under review.
[World Wildlife
Organisation.
November 2011.]
South
African
Fisheries
have two
compone
nts: Wild
capture
fishing and
aquacultu
re. [World
Wildlife
In 2008, commercial
fishing industry in SA
employed approx.
27 000 directly, while
100 000 people were
employed in fishery
related enterprises.
[World Wildlife
Organisation.
November 2011.]
Status of commercial line fish
in SA: 11% over-exploited,
68% collapsed, 16%
optimally exploited and 5%
under review. [World Wildlife
Organisation. November
2011.]
Amanda Brinkmann Indigo Consulting
markets and
tourism. [World
Wildlife
Organisation.
November 2011.]
[World Wildlife
Organisation.
November
2011.]
the sustainable
and responsible
management
of these
resources to
ensure job and
food security for
these
communities.
[World Wildlife
Organisation.
November
2011.]
Organisati
on.
November
2011.]
The RFMO’s are
tasked with
managing high
seas fisheries
and migratory
fish stocks which
straddle the
water of more
than one state.
[World Wildlife
Organisation.
November 2011.]
Good
understanding
of the
ecosystem
impacts of the
fisheries and
impacts are
included in
management
advice. [World
Wildlife
Organisation.
November
2011.]
Food security is
complex and
linked not only
to food
availability but
also to human
health,
sustainable
economic
development,
environment
and trade.
[World Wildlife
Organisation.
November
2011.]
Trends indicate a
decline in most
marine stocks in
the Southern
African region –
driven by
demand due to
local population
increases, higher
consumer rates,
emergent export
markets and
tourism. [World
Wildlife
Organisation.
November 2011.]
Marine
eco-
tourism is
also
become
increasingl
y
attractive
and
viable.
[World
Wildlife
Organisati
on.
November
2011.]
The health of fishing
communities is
inextricably linked to
the health of the
adjacent fisheries
resources and raises
the importance of
the sustainable and
responsible
management of
these resources to
ensure job and food
security for these
communities. [World
Wildlife Organisation.
November 2011.]
Some studies estimate that
some 850 000 people in SA
participate in shore-based
recreational fisheries –
with a total economic
impact of R 2.5 billion.
[World Wildlife Organisation.
November 2011.]
The long-term
sustainable
collaborative
and responsible
management of
coastal marine
resources plays
a vital role in
social and
economic well-
being of SA’s
coastal people.
[World Wildlife
In 2009, SA
exported fish
and fishery
products to the
value of USD
75.5 million.
[World Wildlife
Organisation.
November
2011.]
There are several
Regional Fishery
Management
Organisations
[ RFMO’s] and
regional fishery
bodies within the
Southern African
region. [World
Wildlife
Organisation.
November 2011.]
Beneficiati
on and
value
adding
activities
within the
sector has
the
potential
to create
livelihoods
while the
stocks
53% of traditional
fishing community’s
countrywide are still
considered to be
food insecure.
[World Wildlife
Organisation.
November 2011.]
Trends indicate a decline in
most marine stocks in the
Southern African region –
driven by demand due to
local population increases,
higher consumer rates,
emergent export markets
and tourism. [World Wildlife
Organisation. November
2011.]
Amanda Brinkmann Indigo Consulting
Organisation.
November 2011.]
replenish.
[World
Wildlife
Organisati
on.
November
2011.]
The single
species strategy
of resource
management of
the past has
failed SA. [World
Wildlife
Organisation.
November 2011.]
Fish trade is
governed by
complex
multilateral and
bilateral trade
agreements
and
negotiations at
the national,
regional and
international
levels
determine the
amounts of fish
imported and
exported in SA.
[World Wildlife
Organisation.
November
2011.]
The RFMO’s are
tasked with
managing high
seas fisheries and
migratory fish
stocks which
straddle the
water of more
than one state.
[World Wildlife
Organisation.
November 2011.]
Financial
capital or
income of
a fisher –
or fishing
communit
y – cannot
be
achieved
through
increasing
catches
along –
due to the
state of
the global
marine
fisheries.
[World
Wildlife
Organisati
on.
November
2011.]
SA has around 147
fishing communities,
28 338 fisher
households and
30 000 people are
considered to be
true subsistence
fishers. [World Wildlife
Organisation.
November 2011.]
The 3000 km stretch of
coastline and oceans
support diverse artisanal
and commercial fisheries in
SA. [World Wildlife
Organisation. November
2011.]
The single
species
approach did
not consider the
greater impact
on the marine
ecosystem.
[World Wildlife
Organisation.
November 2011.]
Trade of fishery
products is of
integral
importance to
government
revenue,
income and
employment
generation in
SA. [World
Wildlife
The long-term
sustainable
collaborative and
responsible
management of
coastal marine
resources plays a
vital role in social
and economic
well-being of SA’s
coastal people.
SA’s rich marine
ecosystems have
attracted fishers and
their families to the
shoreline where they
have developed
communities whose
cultural values,
customary practices
and social dynamics
are intricately linked
The long-term sustainable
collaborative and
responsible management
of coastal marine resources
plays a vital role in
social and economic well-
being of SA’s coastal
people. [World Wildlife
Organisation. November
2011.]
Amanda Brinkmann Indigo Consulting
Organisation.
November
2011.]
[World Wildlife
Organisation.
November 2011.]
to the ocean. [World
Wildlife Organisation.
November 2011.] Holistic and
sustainable
systemic
management
practices are
being employed
to secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November 2011.]
Status of SA
Marine
Resources:
29.6%
uncertain, 7.4%
under-
exploited, 48.1
% optimally
exploited, 14.8%
over-exploited.
[World Wildlife
Organisation.
November
2011.]
Holistic and
sustainable
systemic
management
practices are
being employed
to secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November 2011.]
Job
creation
can only
take
place with
progressiv
e stock
rebuilding
strategies.
[World
Wildlife
Organisati
on.
November
2011.]
Holistic and sustainable
systemic management
practices are being
employed to secure the
future of the resource for
generations to come.
[World Wildlife Organisation.
November 2011.]
An EAF takes
into
consideration
that all marine
organisms and
processes are
inter-connected.
[World Wildlife
Organisation.
November 2011.]
Status of
commercial line
fish in SA: 11%
over-exploited,
68% collapsed,
16% optimally
exploited and
5% under
review. [World
Wildlife
Organisation.
November
2011.]
An EAF takes into
consideration
that all marine
organisms and
processes are
inter-connected.
[World Wildlife
Organisation.
November 2011.]
The SA
Governme
nt
considers
the fishing
industry as
a sector
for
employme
nt
expansion
within the
country.
[World
Wildlife
Organisati
on.
November
2011.]
Food security is
complex and linked
not only to food
availability but also
to human health,
sustainable
economic
development,
environment and
trade. [World Wildlife
Organisation.
November 2011.]
An EAF takes into
consideration that
all marine organisms and
processes are inter-
connected. [World Wildlife
Organisation. November
2011.]
An EAF takes
into
consideration
that alterations
in processes are
At the 2002
World Summit
on Sustainable
Development,
SA undertook to
An EAF takes into
consideration
that alterations in
processes are not
easily recognised
In 2008,
commerci
al fishing
industry in
SA
SA consumer and
retailer awareness of
environmental and
sustainability issues
has resulted in
EAF aims to “ balance
diverse societal objectives,
by taking into account the
knowledge and
uncertainties about biotic,
Amanda Brinkmann Indigo Consulting
not easily
recognised and
difficult to
restore once
disrupted. [World
Wildlife
Organisation.
November 2011.]
maintain and
rebuild fish
stocks to levels
able to
produce
maximum
sustainable
yields by no
later than 2015.
[World Wildlife
Organisation.
November
2011.]
and difficult to
restore once
disrupted. [World
Wildlife
Organisation.
November 2011.]
employed
approx.
27 000
directly,
while
100 000
people
were
employed
in fishery
related
enterprises
. [World
Wildlife
Organisati
on.
November
2011.]
increased demands
for eco-friendly and
sustainable seafood
products. [World
Wildlife Organisation.
November 2011.]
abiotic and human
components of the
ecosystems and their
interactions and applying
an integrated approach to
fisheries within ecologically
meaningful boundaries.”
[World Wildlife Organisation.
November 2011.]
EAF aims to
“ balance
diverse societal
objectives, by
taking into
account the
knowledge and
uncertainties
about biotic,
abiotic and
human
components of
the ecosystems
and their
interactions and
applying an
integrated
approach to
fisheries within
ecologically
meaningful
boundaries.”
[World Wildlife
Organisation.
Trends indicate
a decline in
most marine
stocks in the
Southern
African region –
driven by
demand due to
local
population
increases,
higher
consumer rates,
emergent
export markets
and tourism.
[World Wildlife
Organisation.
November
2011.]
EAF aims to
“ balance diverse
societal
objectives, by
taking into
account the
knowledge and
uncertainties
about biotic,
abiotic and
human
components of
the ecosystems
and their
interactions and
applying an
integrated
approach to
fisheries within
ecologically
meaningful
boundaries.”
[World Wildlife
Organisation.
The health
of fishing
communiti
es is
inextricabl
y linked to
the health
of the
adjacent
fisheries
resources
and raises
the
importanc
e of the
sustainabl
e and
responsibl
e
managem
ent of
these
resources
to ensure
Market trends are
increasingly
influenced by
consumer awareness
programmes and
eco-labels. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
November 2011.] November 2011.] job and
food
security for
these
communiti
es. [World
Wildlife
Organisati
on.
November
2011.]
EAF approach in
South Africa uses
tracking tools to
examine
progress towards
implementation
– it evaluates a
range of
objectives.
[World Wildlife
Organisation.
November 2011.]
There are
several
Regional Fishery
Management
Organisations
[ RFMO’s] and
regional fishery
bodies within
the Southern
African region.
[World Wildlife
Organisation.
November
2011.]
EAF approach in
South Africa uses
tracking tools to
examine progress
towards
implementation –
it evaluates a
range of
objectives. [World
Wildlife
Organisation.
November 2011.]
SA’s rich
marine
ecosystem
s have
attracted
fishers and
their
families to
the
shoreline
where
they have
develope
d
communiti
es whose
cultural
values,
customary
practices
and social
dynamics
are
intricately
linked to
the
ocean.
[World
Wildlife
Organisati
on.
In 2009, SA exported
fish and fishery
products to the
value of USD 75.5
million. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
November
2011.]
Good
understanding of
the ecosystem
impacts of the
fisheries and
impacts are
included in
management
advice. [World
Wildlife
Organisation.
November 2011.]
The RFMO’s are
tasked with
managing high
seas fisheries
and migratory
fish stocks which
straddle the
water of more
than one state.
[World Wildlife
Organisation.
November
2011.]
Good
understanding of
the ecosystem
impacts of the
fisheries and
impacts are
included in
management
advice. [World
Wildlife
Organisation.
November 2011.]
Food
security is
complex
and linked
not only to
food
availability
but also to
human
health,
sustainabl
e
economic
developm
ent,
environme
nt and
trade.
[World
Wildlife
Organisati
on.
November
2011.]
Fish trade is
governed by
complex multilateral
and bilateral trade
agreements and
negotiations at the
national, regional
and international
levels determine the
amounts of fish
imported and
exported in SA.
[World Wildlife
Organisation.
November 2011.]
The long-term
sustainable
collaborative
and responsible
management
of coastal
marine
resources plays
a vital role in
social and
economic well-
being of SA’s
coastal people.
[World Wildlife
Organisation.
November
SA
consumer
and
retailer
awareness
of
environme
ntal and
sustainabili
ty issues
has
resulted in
increased
demands
for eco-
friendly
Trade of fishery
products is of
integral importance
to government
revenue, income
and employment
generation in SA.
[World Wildlife
Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
2011.] and
sustainabl
e seafood
products.
[World
Wildlife
Organisati
on.
November
2011.]
Holistic and
sustainable
systemic
management
practices are
being
employed to
secure the
future of the
resource for
generations to
come. [World
Wildlife
Organisation.
November
2011.]
Market
trends are
increasingl
y
influenced
by
consumer
awareness
programm
es and
eco-
labels.
[World
Wildlife
Organisati
on.
November
2011.]
Status of SA Marine
Resources: 29.6%
uncertain, 7.4%
under-exploited, 48.1
% optimally
exploited, 14.8%
over-exploited.
[World Wildlife
Organisation.
November 2011.]
An EAF takes
into
consideration
that all marine
organisms and
processes are
inter-
connected.
[World Wildlife
Organisation.
November
2011.]
Fish trade
is
governed
by
complex
multilatera
l and
bilateral
trade
agreemen
ts and
negotiatio
ns at the
national,
Long-terms rights
issued in 22 fishing
sectors, with over
2900 rights holders
and 1788 vessels. .
[World Wildlife
Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
regional
and
internation
al levels
determine
the
amounts
of fish
imported
and
exported
in SA.
[World
Wildlife
Organisati
on.
November
2011.]
An EAF takes
into
consideration
that alterations
in processes are
not easily
recognised and
difficult to
restore once
disrupted.
[World Wildlife
Organisation.
November
2011.]
Trade of
fishery
products is
of integral
importanc
e to
governme
nt
revenue,
income
and
employme
nt
generatio
n in SA.
[World
Wildlife
Organisati
on.
November
2011.]
The Allocation of
long-term rights
encourage
community
involvement in
fisheries and their
management, but
also promotes a
sense of stewardship
for resources that
fishers will have to
access over the 7-10
year period. . [World
Wildlife Organisation.
November 2011.]
EAF aims to
“ balance
diverse societal
Status of
SA Marine
Resources:
Status of commercial
line fish in SA: 11%
over-exploited, 68%
Amanda Brinkmann Indigo Consulting
objectives, by
taking into
account the
knowledge and
uncertainties
about biotic,
abiotic and
human
components of
the ecosystems
and their
interactions and
applying an
integrated
approach to
fisheries within
ecologically
meaningful
boundaries.”
[World Wildlife
Organisation.
November
2011.]
29.6%
uncertain,
7.4%
under-
exploited,
48.1 %
optimally
exploited,
14.8%
over-
exploited.
[World
Wildlife
Organisati
on.
November
2011.]
collapsed, 16%
optimally exploited
and 5% under
review. [World
Wildlife Organisation.
November 2011.]
EAF approach
in South Africa
uses tracking
tools to
examine
progress
towards
implementation
– it evaluates a
range of
objectives.
[World Wildlife
Organisation.
November
2011.]
The
Allocation
of long-
term rights
encourag
e
communit
y
involveme
nt in
fisheries
and their
managem
ent, but
also
promotes
a sense of
stewardshi
p for
Some studies
estimate that some
850 000 people in SA
participate in shore-
based recreational
fisheries – with a total
economic impact of
R 2.5 billion. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
resources
that fishers
will have
to access
over the 7-
10 year
period. .
[World
Wildlife
Organisati
on.
November
2011.]
Good
understanding
of the
ecosystem
impacts of the
fisheries and
impacts are
included in
management
advice. [World
Wildlife
Organisation.
November
2011.]
Status of
commerci
al line fish
in SA: 11%
over-
exploited,
68%
collapsed,
16%
optimally
exploited
and 5%
under
review.
[World
Wildlife
Organisati
on.
November
2011.]
Trends indicate a
decline in most
marine stocks in the
Southern African
region – driven by
demand due to
local population
increases, higher
consumer rates,
emergent export
markets and tourism.
[World Wildlife
Organisation.
November 2011.]
At the
2002 World
Summit on
Sustainabl
e
Developm
ent, SA
undertook
to
The RFMO’s are
tasked with
managing high seas
fisheries and
migratory fish stocks
which straddle the
water of more than
one state. [World
Wildlife Organisation.
Amanda Brinkmann Indigo Consulting
maintain
and
rebuild fish
stocks to
levels able
to
produce
maximum
sustainabl
e yields by
no later
than 2015.
[World
Wildlife
Organisati
on.
November
2011.]
November 2011.]
Full stock
assessmen
ts are
lacking in
the
majority of
SA’s line
fish
species
and
existing
stock
assessmen
ts for other
species
are
several
years old
and
considere
d
outdated.
[World
Wildlife
The 3000 km stretch
of coastline and
oceans support
diverse artisanal and
commercial fisheries
in SA. [World Wildlife
Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
Organisati
on.
November
2011.]
The SA
Governme
nt has
identified
aquacultu
re as an
area of
expansion.
[World
Wildlife
Organisati
on.
November
2011.]
The long-term
sustainable
collaborative and
responsible
management of
coastal marine
resources plays a
vital role in social
and economic well-
being of SA’s coastal
people. [World
Wildlife Organisation.
November 2011.]
Some
studies
estimate
that some
850 000
people in
SA
participat
e in shore-
based
recreation
al fisheries
– with a
total
economic
impact of
R 2.5
billion.
[World
Wildlife
Organisati
on.
November
2011.]
The single species
strategy of resource
management of the
past has failed SA.
[World Wildlife
Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
Trends
indicate a
decline in
most
marine
stocks in
the
Southern
African
region –
driven by
demand
due to
local
populatio
n
increases,
higher
consumer
rates,
emergent
export
markets
and
tourism.
[World
Wildlife
Organisati
on.
November
2011.]
The single species
approach did not
consider the greater
impact on the
marine ecosystem.
[World Wildlife
Organisation.
November 2011.]
There are
several
Regional
Fishery
Managem
ent
Organisati
ons
[ RFMO’s]
and
regional
Holistic and
sustainable systemic
management
practices are being
employed to secure
the future of the
resource for
generations to
come. [World
Wildlife Organisation.
November 2011.]
Amanda Brinkmann Indigo Consulting
fishery
bodies
within the
Southern
African
region.
[World
Wildlife
Organisati
on.
November
2011.]
The
RFMO’s
are tasked
with
managing
high seas
fisheries
and
migratory
fish stocks
which
straddle
the water
of more
than one
state.
[World
Wildlife
Organisati
on.
November
2011.]
An EAF takes into
consideration that all
marine organisms
and processes are
inter-connected.
[World Wildlife
Organisation.
November 2011.]
The long-
term
sustainabl
e
collaborati
ve and
responsibl
e
An EAF takes into
consideration that
alterations in
processes are not
easily recognised
and difficult to
restore once
disrupted. [World
Amanda Brinkmann Indigo Consulting
managem
ent of
coastal
marine
resources
plays a
vital role in
social and
economic
well-being
of SA’s
coastal
people.
[World
Wildlife
Organisati
on.
November
2011.]
Wildlife Organisation.
November 2011.]
The single
species
strategy of
resource
managem
ent of the
past has
failed SA.
[World
Wildlife
Organisati
on.
November
2011.]
EAF aims to
“ balance diverse
societal objectives,
by taking into
account the
knowledge and
uncertainties about
biotic, abiotic and
human components
of the ecosystems
and their interactions
and applying an
integrated
approach to fisheries
within ecologically
meaningful
boundaries.” [World
Wildlife Organisation.
November 2011.]
The single
species
approach
did not
EAF approach in
South Africa uses
tracking tools to
Amanda Brinkmann Indigo Consulting
consider
the
greater
impact on
the marine
ecosystem
. [World
Wildlife
Organisati
on.
November
2011.]
examine progress
towards
implementation – it
evaluates a range of
objectives. [World
Wildlife Organisation.
November 2011.]
Holistic
and
sustainabl
e systemic
managem
ent
practices
are being
employed
to secure
the future
of the
resource
for
generatio
ns to
come.
[World
Wildlife
Organisati
on.
November
2011.]
Good understanding
of the ecosystem
impacts of the
fisheries and impacts
are included in
management
advice. [World
Wildlife Organisation.
November 2011.]
An EAF
takes into
considerat
ion that all
marine
organisms
and
Amanda Brinkmann Indigo Consulting
processes
are inter-
connecte
d. [World
Wildlife
Organisati
on.
November
2011.]
An EAF
takes into
considerat
ion that
alterations
in
processes
are not
easily
recognise
d and
difficult to
restore
once
disrupted.
[World
Wildlife
Organisati
on.
November
2011.]
EAF aims
to
“ balance
diverse
societal
objectives,
by taking
into
account
the
knowledg
e and
Amanda Brinkmann Indigo Consulting
uncertainti
es about
biotic,
abiotic
and
human
compone
nts of the
ecosystem
s and their
interaction
s and
applying
an
integrated
approach
to fisheries
within
ecological
ly
meaningfu
l
boundarie
s.” [World
Wildlife
Organisati
on.
November
2011.]
EAF
approach
in South
Africa uses
tracking
tools to
examine
progress
towards
implement
ation – it
evaluates
a range of
Amanda Brinkmann Indigo Consulting
objectives.
[World
Wildlife
Organisati
on.
November
2011.]
Good
understan
ding of the
ecosystem
impacts of
the
fisheries
and
impacts
are
included
in
managem
ent
advice.
[World
Wildlife
Organisati
on.
November
2011.]
Amanda Brinkmann Indigo Consulting