Ghana - Fisheries Sub-Sector Capacity Building Project

Document of The World Bank Report No. 13877-GHA STAFF APPRAISAL REPORT REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT MARCH 21, 1995 Agriculture and Environment Division West-Central Africa Department  CURRENCY EQUIVALENTS (December 1994) Currency Unit = Cedi US$ 1.00 = Cedi 1050 Cedi 1.00 = US$ 0.00105 WEIGHTS AND MEASURES 1 meter (m) = 3.28 feet 1 kilometer (km) = 0.62 miles I hectare (ha) = 2.47 acres (ac) 1 kilogram (kg) = 2.205 pounds 1 metric ton (ton) = 2,205 pounds FISCAL YEAR January 1 to December 31  ABBVIATIONS AND ACROM CSIR Council for Scientific and Industrial Research DOF Departnent of Fisheries (MOFA) EEZ Exclusive Economic Zone ERP Economic Recovery Program ERR Economic Rate of Return FAO Food and Agriculture Organization (of the United Nations) FC Fisheries Commission FFC Fish Farm Center GDP Gross Domestic Prduct LAB Institute for Aquatic Biology (of CSIR) IAPSO Inter-Agency Procurement Services Organization (UNDP) ICCAT International Commission for the Conservation of Atlantic Tuna ICB International Competitive Bidding IDA International Development Association LCB Local Competitive Bidding MCS Monitoring, Control, and Surveillance MLS Minimum Landing Size MOFA Ministry of Food and Agriculture MSY Maximum Sustainable Yield MTADS Medium-Term Agricultural Development Strategy MTR Mid-Term Review NGOs Non-Governmental Organizations NPV Net Present Value PPMED Policy, Planning, Monitoring, and Evaluation Department (MOFA) SMSs Subject Matter Specialists TAC Total Allowable Catch UNDP United Nations Development Program UNLOC United Nations Conventions on the Law of the Sea   REPVBLIC OF GHANA FSHER SUB-SECTOR CAPACffY BUILDING PROECT 1/ STAFF APPRAISAL REPORT Table of Contents Page No. CREDrr AND PROJECT SUMMARY ........................ I - ii I. BACKGROUND .1 A. Economic Background .1 B. The Agricultural Sector. 2 C. The Fisheries Sub-Sector. 4 D. Governmnent's Development Strategy .10 E. IDA's Assistance Strategy . 1 F. Rationale for IDA Involvement .12 G. Lessons From Previous Operations .12 II. THE PROJECT .14 A. Introduction .. 14 B. Project Rationale and Design Criteria .14 C. Project Objectives and Components .1 D. Detailed Features ..15 E. Project Cost .18 F. Financing .20 0. Procurement ..20 H. Disbursement ..22 I. Environmental Impact .23 II. PROJECT IMPLEMENTATION . 23 A. Organization .23 B. Implementation Schedule .24 C. Progress Reporting, Monitoring, and Evaluation .24 D. Project Supervision .25 E. Technical Assistance and Training . 25 F. Accounts and Audits .26 IV. PROJECT BENEFITS, RISKS, AND SUSTAINABILITY .26 I/ The project was prepaed by the Department of Fisheries of the Ministry of Food and Agriculture, with aisance from FAO/CP. It was prs-appmised during July 17-August 17, 1994 by a team that included Mears. T. Haile-Maiamn (Team Leader) and a. Alibauho (F4AOA); P. Mens h and C. Annor-Frempong (RMGH); and Consultants J. Swan (Fisheries Legislation) and 1. Clark (Fisheries Management). It was appraied during November 14-December 2, 1994 by Messrs. T. Haile-Mariam and 0. Alibaerho. Mrs. D. Rawomb provided the socrtaial support. Mr. E. Loayza (AORTN) was the Lead Advisor and Mr. A. Spurling (OEDDI) was the Peer keviewer. Mr. 0. Lafourmade and Ms. C. Cook are the Maaging Dirctor and Division Chief, rupectively.  A. Benefits .................................. 26 B. Risks and Sensitivity Analysis ......... ................ 27 C. Sustainability ................................... 28 V. AGREEMENTS TO BE REACHED AND RECOMMENDATION .... 28 ANNEXE-S 1. Staffing of the Department of Fisheries ...................... 31 2. Training Needs Analysis .......... ..................... 32 3. Fisheries Management Plan and MCS ...................... 37 4. Schedule of Expenditures .............................. 45 5. Project Counterpart Funding Requirements ................... 47 6. Schedule of ICB Procurement ........................... 48 7. Schedule for Procurement of Equipment & Supplies through TAPSO ................................... 49 S. Schedule for Rehabilitation & Construction of Buildings .... ....... 50 9. Schedule for Recruitment and Use of Consultants ............... 51 10. Schedule of Disbursement of the IDA Credit .................. 52 11. Organigram of Project Management ........................ 53 12. Supervision Plan ................................. 54 13. Key Performance Indicators ............................. 55 14. Economic and Financial Analysis .......................... 57 15. Government's Letter of Sub-Sector Policy ................... 71 16. Documents Available in Project File ....................... 76 MAP IBRD 26335 - Fisheries Sub-Sector Capacity Building Project  REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT CREDIT AND PROJECT SUMMARY BForrower: Republic of Ghana BenefIidary: Ministry of Food and Agriculture Amount: SDR 6.2 million (US$9 million equivalent) Terms: Standard with 40 years maturity bZclQtWectives and De OcriptIn: The key objective of the project is to establish the long-term sustainability of the fisheries resource and thereby maximize its contribution to the economy. To achieve this objective, the project would strengthen the capacity of the Department of Fisheries (DOF) of the Ministry of Food and Agriculture (MOFA) for managing the sub-sector focusing on: formulation of policy and management plans and their implementation; monitoring, control, surveillance and enforcement; and promotion of the development of inland fisheries. Ihis would require strengthening of the DOF through reorganization and staff training; stock assessment, and preparation and implementation of management plans for marine and inland fisheries; improvement of extension in aquaculture, including the use of improved quality fingerlings; establishment of a Monitoring, Control, and Surveillance (MCS) system for marine and inland fisheries; and reform of the policy, legal, and regulatory framework in the sub- sector to improve management, enhance private investment, and promote sustainable catches of fish. Benefits: The main benefit of the project would be a major improvement in the management of the fisheries resources which would lead to a recovery of the fish stock. This, in turn, would allow for a sustainable increase in the production of fish from the marine and inland fisheries; the long term biological conservation, protection and sustainability of the resource; the prevention of declines or collapses in fisheries production that would occur in the absence of an appropriate and effective fisheries management regime; the improvement of the economic efficiency, performance and profitability of the participants in the fishery; and improvement in the institutional and policy frameworks for sustainable development of the fisheries sub-sector. RIUk: 'The main risks are financial (shortage of counterpart funds), institutional (the DOF is weak relative to the task at hand and changes in management and administrative processes and culture may not occur at the pace assumed), and biological (the recovery of the fishery resources could be adversely affected by unforeseen and uncontrollable environmental factors). Shortage of counterpart  - ii - funds is a general public finance problem that affects all the agricultural portfolio, and Government has indicated that this is a short-term problem, that it in no way implies the sector's low priority in the public investment program, that it does not expect the problem to continue, and that it intends to allocate the necessary counterpart resources in the coming budgets. Rectification of the institutional capacity weaknesses is a major component of the project, and many of the actions needed to strengthen the DOF will be implemented up-front. The biological risks would be minimized through the environmental quality enhancement aspects of the project design. The protection of spawning grounds from fishing, enforcement of mesh and gear standards, and the banning of use of traps and explosives in fishing, are designed to protect juveniles, and to enhance recruitment and regeneration of the fishery. IDA and the Borrower would conduct detailed annual reviews of implementation, where the focus would be advance identification of problems and solution, including assessing institutional capacity and prospects for counterpart funding.  - iii - Estimated Project Cost Comnonent/Item LoaI Foreign IQ1n --- (USS '000) Strengthening of DOF 2,507.2 1,879.8 4,387.0 Marine Fisheries Management 667.0 1,423.0 2,090.0 bland Fisheries Management 533.8 855.2 1,389.0 Monitoring, Control & Surveillance (MCS) 356.3 1,352.3 1.7Q8.6 Base Cost 4,064.3 5,510.3 9,574.6 Contingencies Physical 196.4 130.9 327.3 Expected Price Increases 267.0 331.1 98.1 Sub-total 463.4 462.0 925.4 Total Cost 4.527.7 5,972.3 10.500.0 F1nancine Plan IDA 3,027.7 5,972.3 9,000.0 Borrower I,500.0 --1S00 Total Financing 4.527.7 5.972.3 10.S00. Estimated Disbursement _996 1997 I998 1999 20Q 200t ------- - (USS million) Annual 0.2 3.2 1.6 1.4 1.3 1.3 Cumulative 0.2 3.4 5.0 6.4 7.7 9.0 Economic Rate of Return: 44.8 percent. Poverty !atcgor: Not applicable.   *|;UBICOF GHANA SLAEEBPPAISALJRFBIR I. BACKGRON A. Eooi &U3n Overview I.1 Ghana is well endowed with natural resources, including arable land, forests, and sizable mineral deposits of gold, diamonds, bauxite, and manganese, as well as some additional potential for hydroelectric power. The economy has traditionally depended on primary production and exports of cocoa and minerals. About 60 percent of the Ghanaian labor force is employed in agriculture. Agricultural production is concentrated in staple food crops and cocoa. Ghana ranks among the world's largest producers and exporters of cocoa. The service sector is the second largest employer- over 25 percent of the labor force-accounting for over 40 percent of real GDP. It consists largely of trade and public sector services. The industrial sector accounts for about 14 percont of GDP and employment; it is relatively diverse sn well developed by Sub-Saharan African standards. Performance 1.2 After a devastating economic performance throughout the 1970s and early 1980s, the Government introduced an Economic Recovery Prograrn (ERP) in 1983 in order to: (a) restore and sustain macroeconomic stability, (b) improve the efficiency of public sector resource managemnt, and (c) create an incentive framework to enhance efficiency, encourage savings and investmet, and provide an enabling environment for private sector development. 1.3 The Government has been implementing a program of wide-ranging financial reforms. It has abolished interest rate controls and sectoral credit ceilings, improved the legal framework governing banidng activities, and introduced uniform accounting and auditing standards for al banks. The central bank is strengthening the supervision of bank. A program to restructure the finces and manaement of distressed banks has bon completed. The country has establishod a small stock exchange, which is expected to be a vehicle for floating shares of public enterprises to be diveted. 1.4 Ghana now has a market-determined exchange rate system and a relatively low-tariff trade regime, free of quantitative restrictions. In April 1990, the Govenment introduced an interbank market supported by a weeldy wholesale auction of foreign exchange, with a view to encouraging such transactions among banks. More than half the foreign exchange in the itrbank markut is supplied by the Central Bank. Foreip exchange transactions at the bureau de change were also legalized in 1990. The spread betwee the interbank foreip exchange market and the bureaus has continued to fall, and is currently les than 10 percont. The Government abolshed the import licensing system in 1989. Tariffs on imports have been reduced substWatially, ad excise taxes on imports have been st at par with localy produced goods. Export tax", except for those on cocoa, have boen abolished. 1.S The Govermment hbs succeeded in mobilizing greaer public revenues through tax reorm, improved tax collections, ad rationalization of consumption taxes and usr chag. Public  investment has grown from negligible levels at the beginning of the ERP to about 9 percent of GDP in 1993, and the focus has changed from direct investment in productive activities to rehabilitation of economic and social infrastructure, especially roads and human resources development. Tariff and pricing policy in the power and energy sectors has also been improved. To better rationalize the public investment program, the Ministry of Finance has established a committee, with representatives from sector ministries, which coordinates investments and policies across sectors. Prospects 1.6 Despite the successful impact of the ERP in restoring a healthy growth in the economy, the poverty level has not improved significantly enough to raise the standard of living of the population, generate robust demand for goods and services to trigger supply response, and lead to robust and sustained rise in private savings and investment. The large civil service, which account for 70 percent of the national budget, and its consequences on macroeconomic stability continue to be of concern. However, the Government is committed to continue the economic reform program, maintain macroeconomic stability, restructure public service with a view to improving capacity to manage public expenditure and investment, promote private sector development, invest in the development of human resources and infrastructure, and accelerate the rate of economic growth as means of also alleviating poverty quickly. Ghana is expected to reach a growth rate of 5.6 percent by the turn of the century. More rapid growth can be achieved earlier if the Government can restore and maintain macroeconomic balance more quickly, proceed expeditiously with privatization, improve capacity in the public and private sectors, and accelerate investments in infrastructure and human resources development. In the early years, most of the expected growth is likely to come from agriculture, mining, financial services and transport. Higher manufacturing growth will follow with a lag. 1.7 Though the Government has been making progress in restoring macroeconomic stability since the election-related fiscal shock of 1992, the macroeconomic situation remains an issue. For more than a decade, Ghana has undertaken sustained fiscal adjustment. However, in the run-up to the 1992 elections, public service wage increases and revenue slippage led to the re-emergence of large fiscal deficits and increases in money supply. Although the fiscal situation improved significantly in 1993- albeit not as much as planned-and the economy grew by 5 percent, inflation rose to 27 percent by December 1993. Lower GDP growth in 1994-due to poor rains and civil conflict in the north-and continued monetary expansion have prevented a decline in inflation by the end of 1994. Thus, stabilization will be a key feature of the 1995 budget. B. The Agricultural Sector Intoduction 1.8 Agriculture remains the dominant sector of the Ghanaian economy, contributing nearly half of the GDP and about three quarters of export earnings. It provides a livelihood for about 70 percent of the population. The nascent industrial sector depends on agriculture as a source of raw materials. Agriculture is a key source of public revenues and has an important impact on both public and private savings. Food expenditures account for a significant component of household budgets and, hence, agriculture has a significant influence on real wages, the rate of inflation, private savings and investment, and overall macroeconomic performance.  1.9 As in other sectors of the economy, the performance of the sector was poor prior to the introduction of the ERP, with negative growth rates. Agriculture's growth rate improved after the introduction of the ERP, although the 2 percent annual rate has lagged behind that of the economy as a whole. The stage has, however, been set for an improved performance of the sector. The Government has withdrawn from marketing of inputs and outputs. In the cocoa sub-sector, the Government increased farm gate prices, which triggered a supply response from both replanting and improved maintenance of existing trees. The Cocoa Board trimmed its operational expenses by retrenching about 32,000 workers, which helped to finance the increased farm gate prices, and has allowed competition by private traders in the marketing of the crop and of inputs. Those policy measures, complemented by improved agricultural infrastructure and support services, and a stable macroeconomic environment will be critical to improvement in the performance of the sector. Characteristics of the Sector 1.10 Ghana's agriculture is predominantly smallholder, traditional, and rain-fed. The mean farm size is about 1.6 ha. There is some degree of specialization by agro-ecological zones. For example, tree crops tend to concentrate in the forest zones, livestock in savanna zones, and mixed cropping of cereals and root crops are predominant in transitional zones. The common features, however, are the use of bush fallow to restore soil fertility, mixed cropping to minimize risks, and widespread integration of livestock into the farming systems. Land preparation and harvesting are done manualUy in most places, and only very small proportion of the farmers use purchased inputs. Mechanization is practiced only by a few commercial enterprises, and irrigated agriculture covers less than 10.000 ha. The level of productivity is uniformly low by agricultural activities and agro-cological zones throughout the country. 1.11 There are about 1.S million farm families. Women head 30 percent of the rural households, and are responsible for about 70 percent of the total food production. The farmers are generally market-oriented, but most of the production tends to be for subsistence due mainly to limited market opportunities. 1.12 Root crops (dominated by cassava), plantain, and cocoyam account for about 55 percent of the agricultural GDP. The balance is accounted for by industrial crops dominated by cocoa (15 percent), cereals (7 percent), livestock (5 percent), fisheries (5 percent), and forestry, vegetables and miscellaneous products (13 percent). Growt Potential 1.13 The resource base for sustained growth is good, provided it is managed properly: large untapped agricultural land, good forest and fisheries resources, low population density, good climate that allows diverse agricultural activities year-round, and fairly literate and market orientod farming population. The key to change lies in continued improvement in the competitiveness of the sector, improvement of the incentive framework for expanding exports and import substitutes, accelerating growth elsewhere in the economy to generate robust demand for agricultural products, and strengthening the capacity of public institutions for policy formulation and implementation and for managing properly the natural resources.  -4 - C. The Fisheries Sub-Sector 'he Setting 1.14 Introduction. The fisheries sub-sector accounts for about 5 percent of the agricultural GDP (value added of US$80 million at landing site and an equal amount generated by marketing and processing); the Government can also earn substantial tax revenues from fishing activities, but that potential has not yet been fully exploited. Fish is a preferred source of animal protein in Ghana, and about 75 percent of the total production of fish is consumed domestically; the per capita consumption is estimated at about 25 kg per annum (including about 35,000 tons of imports per year), representing 60 percent of the animal protein intake. Fish is the country's most important non-traditional export, with an annual volume of about 30,000 tons earning about US$17 million. Some 500,000 fishers, fish processors, traders, and boat builders and maintenance experts are employed in the industry; these and their family members account for about 10 percent of the total population. 1.15 The sub-sector comprises a diverse and vigorous spectrum of fishing enterprises ranging in scale from the subsistence to the industrial and exploiting fish stocks in rivers, lakes, coastal lagoons and shallow seas, and offshore on the high seas up to the limits of the 200 mile Exclusive Economic Zone (EEZ). The country has a coastline of about 550 km, and a narrow continental shelf (15-75 meter depth) with a total area of 24,300 km2 or 11 percent of the country's territorial waters. Inland sources of fishing include 50 lagoons with a total area of 40,000 hectares, rivers, about 1,000 fish farms, and lakes covering about one million hectares; the Volta Lake is the predominant one covering about 900,000 hectares and with a shore-line of 5,000 km. The total fish catch from all sources averaged about 335,000 tons per year over the last ten years, 85 percent of which was harvested from marine and 15 percent from inland waters. 1.16 Marine Fisheries. The marine fisheries include tuna in offshore waters inside the EEZ and beyond, and pelagic and demersal fish in the continental shelf area. Sardinellas, anchovy, and chub mackerel are the most important small pelagic fish species. The most important demersal fish species are of the families sparidae, pomadasidae, mullidae, sclaenidae, lutjanidae, serranidae, and cephalopods. 1.17 The offshore waters, which yield about 10 percent of the total catch, are characterized by a tuna fishery which extends to the high seas beyond Ghana's EEZ. Fishing is virtually all year round by about 30 Ghanaian registered pole and line vessels targeting skipjack, yellow-fin and big-eye; some 70 percent of the catch is exported either for further processing or in canned/semi-processed form. The management of the tuna resource is governed by the International Commission for the Conservation of Atlantic Tunas (ICCAT), of which Ghana is a member, and has recommended increased harvest of skipjack since the supply is abundant in the Atlantic Ocean. There are no quotas allocated to members of the ICCAT, Ghana has the right to increase the volume of catch as much as the volume dictated by the market and physical capacity for fishing by the tuna fleet. There is, thus, a good potential for expansion of tuna fishing. 1.18 'Me continental shelf is currently fished by three groups: (a) a fleet of some 8,700 traditional wooden dug-out or planked canoes, half of them motorized, operating from nearly 200 fishing villages along the coastline; they account for about 65 percent of the total volume of catch. The number of canoes, which is 4ense at 15 per km of the coast-line, has remained stable over the past 15 yars. lbe  - 5 - fishery operates for six days a week throughout the year, mainly targeting sardines and anchovy. A variety of fishing gears are used including purse seines, ring and set nets, respectively known locally as all, poli, and watsa. Demersal fin-fish species and crustacea are also caught by the artisanal fishermen using various forms of bottom got nets, gill and tangle nets; (b) a fleet of about three hundred diesel engine inshore vessels, which account for about 5 percent of the total catch. These use mainly light bottom trawls fitted without mechanical aids, and became firmly established some years ago on the basis of good catches of a semi-demersal trigger fish. This stock has largely disappeared in rect years, and the sector is now in serious economic difficulty exacerbated by the increasing cost of inputs, falling catch rates of the remaining demersal species, and high debts. Increasing numbers of these vessels are now turning to purse seining in competition with the canoe fishermen; and (c) a fleet of about forty large distant water freezer trawlers and shrimpers displaced from their original fishing grounds in Angola, Namibia, Senegal and Mauritania because of the extension of coastal state jurisdictions; they account for about 5 percent of the total catch. The vessels are owned by private corporations and the State Fishing Corporation, the latter of which has been divested. Tneir catches include a large proportion of high value cephalopods, which are frozen at sea for export. The industrial fleet is fishing illegally inside the 30 meter depth line using large nots whicb scoop juvenile demersals, thus endangering the sustainability of the fisheries; the gean used by the industrial fleet also destroy nets belonging to the artisanal fishermen thereby creating more conflict. To compensate for the dwindling supply, the artisnal and inshore fleet use larger nets and small-sized mesh, dynamite and chemicals, and in the process are removing juvenile sardinella as well. The stiff competition and extractive fishing practices have significantly reduced the stocks of some species and catches per boat, and have pushed some of the fishermen to the point of financial insolvency. 1.19 The statistics on the small pelagics are generally well kept, both at the national and regional levels (there is close cooperation in small pelagic resource assessment among West African coastal states, particularly between Ghana and Cote d'Ivoire). For small pelagic resources, the biomass fluctuates significantly because of environmental factors. It is estimated, however, that the 1993 catch of 180,000 tons is close to the maximum this fishery can sustain. The statistics on demersals are not as reliable as those of the pelagics, but the available information indicates a maximum sustainable yield of around 70,000 tons; actual catches have ranged up to 59,000 tons. Demersal resources on trawable grounds appear to be excessively fished based on the evidence of declining catch per unit effort; with appropriate management, the biomass of this fishery would recover leading to an increas in the maximum sustainable catch. On untrawable grounds, the hand line fishery and bottom set net fishing appear to operate at below the maximum sustainable yield. The maximum sustainable catch of tuna in the Eastern Atlantic is estimated at 200,000 tons, about 40 percent of which is believed to be in the Ghanaian waters; the actual catches by the Ghanaian fleet are around 35,000 tons compared to a sustainable catch of some 80,000 tons. 1.20 Inad Fisheries. The commercially exploited resources in inland waters are mainly tilapia, chrysithys, lates, alestes, eutropius, and schilbe. The potential yield from lake and river fisheries is estimated at about 80,000 tons; present catches are about 60,000 tons. The Lake Volta is the  - 6 - dominant source of inland catches, yielding about 40,000 tons per year; about 15,000 small planked canoes fish on the Lake. There are also a number of fishing lagoons where fishing is done mainly for subsistence. Aquaculture is currently not a significant source of fish production. There are now about 1,000 farmers raising about 400 tons per year of tilapias and catfish on about 110 ha; 70 percent are in Ashanti, Brong Ahafo, Eastern, and Western Regions, where costly transport of fresh fish from the coastal fishing areas makes aquaculture viable. The technology used combines fertilization of ponds by farm waste, and supplementary application of unformulated feedstuff, which are mainly by-products from agro-industrial sources such as oil cakes, wheat and rice brans. There is potential for further expansion of aquaculture, depending on its financial viability. Public Sector Institutions 1.21 Department of Fisheries. The key public sector institution responsible for managing the fisheries resources is the DOF of MOFA, whose activities were until recently focused on the traditional roles of collecting statistical data, undertaking extension and development in the artisanal fisheries and conducting research into the marine fish stocks. The Department has benefitted from working with an industry which, in keeping with Ghana's strong union traditions, is well organized into producer associations, and has accessed the fishing communities through well-developed systems of traditional authority. 1.22 The DOF has its headquarters in Accra, a major branch in Tema, four regional and ten district offices in the coastal areas. The office infrastructure at headquarters and the branches is generally in good condition although a few need rehabilitation. The Department would need research vessels and related technical equipment, computers and miscellaneous office equipment, a few additional vehicles and motor cycles to be able to undertake sound stock assessment, monitor and enforce fisheries laws and regulations, expand its extension activities, and disseminate information on the proper management of the fish resources of the country. 1.23 The DOF is divided functionally into four branches: (a) Marine Fisheries, responsible for coordinating statistics collection, extension, training and development work in the marine fisheries, and for issuing fishing licenses; (b) Inland Fisheries, in charge of coordinating the collection of market data, stock assessment on inland fisheries, provision of extension services to fishing communities in inland areas, management of capture fisheries, and promotion of aquaculture development; (c) Fisheries Research and Utilization Branch, which is responsible for undertaking stock assessment and biological studies, monitoring oceanographic phenomena, and conducting research and development in fishing gear in marine fisheries; and (d) Administration and Operations Branch, in charge of accounts, personnel matters, monitoring of fishing operations and marketing activities, and administration of donor-funded programs in the sub-sector. There are about 480 employees including professionals, technical staff, tradespeople (engineers and vessel crew), and support and clerical staff. 1.24 The competencies of the few professional staff are of good standard, and the DOF has been able to attract good caliber staff partly due to popular appreciation of the fisheries profession. However, continuous training of staff would be essential to more effectively respond to the emerging role of the public institutions in management, monitoring, control, surveillance, extension services, and promotion of community participation in the management of the fisheries resources. 1.25 Fisheries Commission. In 1993, the Government established a Fisheries Commission (FC) for regulating and managing the utilization of the fishery resources, coordinating policies, prescribing  - 7 - standards for fishery products, coordinating international collaboration in fisheries, liaising with the industry and other public and private bodies, and advising the Minister of Food and Agriculture on all matters pertaining to the sub-sector. Membership of the Commission, appointed by the Head of State, includes representatives of the fishing industry associations; MOFA; Ministries of Transport and Communications, Defense, and Enviromnent; Institute of Aquatic Biology (IAB); the Ghana Irrigation Development Authority; and four representatives of financial institutions and traden. 1.26 Department of Extension. This department of the MOFA is responsible for all agricultural extension services, except cocoa which continues to be handled by the Cocoa Board. The incorporation of fish farming extension into the unified extension system has met with varying degree of success. The primary value of the front line extension agents is that they are mobile and in close touch with the farming communities. They are, therefore, best placed to advise farners on the potential for aquaculture in their areas, and to communicate demand for more specialized technical services to the Subject Matter Specialists (SMSs) in the DOF. It is not considered feasible to train front line staff in the disciplines of site selection or pond design, which should be left to the technicians, but is realistic to expect them, after suitable training, to recognize areas of high potential and to screen out areas or holdings which do not have the basic requirements for fish farming. The Department of Extension is adequately funded to enable regular training sessions to be conducted by the SMSs from the DOF, although current activities in this area are inadequate. Therefore, the unified extension service should prove an effective vehicle for aquaculture extension. Private Sector Institutions 1.27 The fishing enterprises are represented by producer organizations which represent consolidations of less coherent regional associations that have evolved with the industry. Tbey continue to function without further Government assistance, fulfilling important roles in representing the views of their membership to Government and to other sectors of the industry, and in the case of the artisanal fishers' association, in organizing access to imported inputs and credit. Two women's organizations (the National Council for Women, and Development and the 31st December Women's Movement) are active in the promotion of new fish processing technology. 1.28 Fishing villages have traditional systems of governance, with the Chief Fisherman at the bhlm for the men and a onkoQhen for the women; both are essential for the management of anl fishing. The Chief Fisherman is generally a powerful, well-respected and technically competeat member of the fishing community who has special responsibilities to settle disputes, mediate with migrant fishers, coordinate action in the event of accidents at sea, supervise the fair distribution of any communally acquired inputs, and participates in religious rituals connected with the sea. He is assisted by a Council of senior fishers and receives revenues to support his office through the imposition of levies in kind at the landing beaches. In processing and trading, the female traditiiona authority is elected by elders in the fish trade, is assisted in her office by a Council, and imposes levies on traded fish. Her functions include representing the women in negotiations to set the daily prices of fish, the settlement of disputes in the fish trade, and leads in other traditional activities. Tbe two leaders co-exist and generally work together for the mutual benefits of their membes. 1.29 The fishers generally believe that resources are inexhaustible, fluctuations in yield are caused by natural phenomenon and not by their actions, fishing should be accessible to all from within their group, and that there should not be any Government restriction or interference in fishing activities. The artisanal fishers, however, are inclined to obey rules issued by the traditionl authorities i the fishing villages.  Markets and Marketing 1.30 The prospects for the domestic and export market are good. A combination of rising population and income, and well established external market for tuna with operations by a major importer (Star Kist Foods of U.S.A.) should continue to provide a firm market base. An expanding population alone would increase the domestic demand by about 80,000 tons per year by the turn of the century. 1.31 Marketing of fish is in the hands of numerous private traders, who operate by the laws of the market unencumbered by state interference. Fish landed by canoes and the inshore fleet is sold immediately to the fishers' wives, relatives, or agents, who, together with their fishmongers, do all the handling, processing, and marketing. Some of the fish is sold directly to consumers at the landing sites, but the bulk of it is smoked, sun-dried, or salted by the fish-mongers who buy directly from the marketing agents. There has been a lot of improvement in the technologies of fishing handling, preservation, processing, and distribution. The processed fish, which can remain in good condition for about six months, is packed into cane baskets or wooden boxes and conveyed to markets in most parts of the country. The fishmongers have their agents in these markets and the agents take care of sales to consumers. Cured fish is also exported to neighboring countries by the fishmongers. The demersals landed by the deep sea fleet are sold to agents at Tema, who freeze and sell them to fishmonger for processing and marketing. The domestic marketing system functions fairly well, and market signals are correctly transmitted in a timely fashion through the marketing chain. Eishing Infrastructure 1.32 The Tema and outer fishing harbors offer the only sheltered berthing and landing facilities for fishing vessels over 10 meters in length. There are only 210 meters of quay to accommodate landing of fish and lay-by berths. The use of the facilities is hampered by a number of sunken and inoperative vessels. Furthermore, the depth of much of the harbor at the quay is inadequate for the largest vessels drawing 6.5 meters of water. The harbor at Takoradi provides limited use for large fishing vessels, inshore vessels and canoes. There is also a small port for the inshore fleet at Elmina. 1.33 The Tema Shipyard and Drydock Corporation provides dry-docking and repair facilities for large fishing vessels, and the Ghana Ports and Harbors Authority operates slip-ways in Tema and Sekondi. A private firm (Mankoadze Fisheries Limited) operates a comprehensive engineering workshop and foundry for all kinds of repair work. Other repair facilities include outboard motor mechanics who usually operate from the fishing towns. There are three major boat-building enterprises in Tema, Sekondi, and Mumford compared to over a dozen a decade ago; shortage of skills, high cost of materials, and low demand have contributed to the decline in the number. 1.34 There are about 300 landing sites for artisanal fishers, but these are not sufficiently developed. For the most part, the boats operate from open beaches and have to cross in and out through violent surf. Canoes are often damaged severely as they attempt to land in the violent surf. Getting the boats from their moorings on the beach into the sea for the outward journey and back again after the return trip is also back-breaking. The Leial Framework 1.35 Current fisheries legislation is embodied in the Fisheries Law of 1991 (PNDCL 256), and the Fisheries Commission Act of 1993 (Act 457). Ibese describe the framework for: the construction or  -9 - importation of fishing craft; the licensing and registration of fishing craft (including canoes), conditions for licensing, scale of license fees and of fines for failure to license, grounds for revocation or refusal to renew a license and appeals procedures; the manning of fishing vessels, including competency and certification of crews; the seaworthiness of fishing craft; the carriage of log books; specification of fishing zones, the regulation of mesh sizes in trawl, seine, purse seine, set and drift net fisheries, the prohibition of gears or the restriction of gears to specific zones, the protection of young or gravid lobsters and the imposition of closed seasons; the marking of all fishing craft and submerged gears; the transhipment and export of tuna; the import and export of live fish; penalties for offenses; the establishment, functions and powers of a Monitoring, Control, Surveillance and Enforcement system (which has not yet been established); and the establishment and functions of a FC and a Fisheries Development Fund. 1.36 The fisheries legislation is deficient in five principal areas: (a) there is no clear assigmnent of responsibility for fisheries management, control, surveillance, and enforcement. The diffusion of responsibilities between the DOF and FC creates confusion about the authority and responsibility for the management of the fisheries resources, and exacerbates the problems of policy formulation and implementation, and the enforcement of fisheries laws. It is not essential to have both institutions for managing the sub-sector; (b) the power of the Government to restrict the size of the catcb (e.g. through the imposition of a Total Allowable Catch or TAC), the power to impose a Minimum Landing Size or MLS (which has proven to be useful in inland waters for the protection of valuable fisheries for low-fecundity cichlid species and is usually considered an essential tool for the management of the marine spicy lobster fishery), an explicit power to control fishing effort (e.g. by restricting entry into the fishery) have been omitted; (c) no clear distinction is made between inland and marine fisheries, and between artisanal and industrial fisheries, thus failing to appreciate the fundamental differences among them; (d) fairly precise mesh sizes are prescribed in the Law and towed gear is prohibited within the 30 meter contour without much scientific basis. Such prescriptions ought rather be treated in the regulations for ease of modifying them in the light of changing scientific evidence and management needs; and (e) some of the provisions which are included in the Law (such as minimum mesh size, observations of safety regulations interdiction of moveable gear inside the 30 meter contour) are not enforced. Public ExDenditures and Revenues in the Sub-Sector 1.37 The fisheries sub-sector is dominated by the private sector. In the past, the public sector was heavily involved in direct investment in capture fisheries through the State Fishing Corporation, but Government has scaled down its direct investment and currently holds only a minority share in privately owned corporations. The focus of the public sector now is in the provision of support services (extension, research, market intelligence, and export promotion), formulation of policies that enhance the private sector, enforcement of laws and regulations affecting the sub-sector, and divestiture of State Fishing Corporation. This shift in policy has reduced the total public sectr expenditure in the sub-sector. 1.38 Over the past five years, public expenditure in the sub-sector, consisting of budgetary allocation to the DOF, hovered around US$500,000 per year. About 70 percent was used to finance staff salaries and benefits, 10 percent for travel, and only 20 percent for all other expenses including maintenance of buildings, purchases, operation and maintenance of equipment, investment in aquaculture, and data processing. The share of expenditures on salaries and benefits has teDded to increase, while the proportion of expenditure on other activities has tended to decline.  - 10- 1.39 The Government collects revenues from fishers and fish importers, which in the past amounted to an equivalent of about 70 percent of the public expenditures in the sub-sector. Sources of the revenues include: (a) a Fisheries Development Fund, an account within MOFA, which was introduced in 1993. The only current source of deposit into the Fund is a special levy imposed on imported fish. The levy is only 10 cedis/kg; (b) license fees levied on the industrial and semi- industrial fisheries at the rate of 0.1 percent of the value of catch at the first point of sale. Total collections ranged between US$20,000 and US$45,000 per year in the past five years; (c) revenues from the sale of fingerlings and fisheries inputs averaging around US$3,000 per year; and (d) insignificant fines on fishers for violations of regulations. Prospects 1.40 Substantial production increases are possible in the export-oriented tuna fisheries, and a vigorous effort by the private sector would need to be made to achieve this. The highly valuable demersal stocks closer in-shore are being over-fished. With appropriate management, these stocks can recover and some expansion beyond the current catch level is possible. In addition, some expansion of catch of demersal species, crustaceans, and shrimps in deeper water is possible. The long-term biological limit and maximum sustainable catch of small pelagics can not be realistically predicted because the fisheries have limited longevity, are prone to high mortality, and the biomass is subject to extreme fluctuations due to changes in hydro-climatic conditions. The potential increase in the inland fishery is very modest. There is some potential for an expansion of the fishery in Lake Volta. The prospects for aquaculture development, which depend on the financial viability of investment in pond construction and maintenance, appear to be promising. Systematic efforts need to be made to develop technologies which could improve the viability of the operations. D. Government's Development Strategy 1.41 The potential for and need to accelerate agricultural growth were the underlying themes of a rolling Medium-Term Agricultural Development Strategy (MTADS), formulated by the Government with assistance from IDA in 1990. The MTADS examined the main constraints to sector growth and set out strategic objectives to address them. The identified constraints were: poorly organized and managed agricultural support services, neglected rural infrastructure particularly feeder roads, weak capacity of public sector institutions for managing the sector, over-exploitation of natural resources exacerbated by inadequate public sector capacity for formulating and enforcing appropriate policy, and adverse public sector interference in marketing and pricing of inputs and outputs. The development priorities were: setting clear objectives in research, extension, animal and plant disease control, strengthening institutions to provide these services and to regulate natural resource use, concentrating on low-level infrastructure and decentralizing investment decisions to respond more rapidly to the needs of rural communities, increasingly relying on the private sector for the marketing of inputs and outputs, improving the policy framework to promote exports of agricultural products, and promoting sustainable and environmentally-friendly use of natural resources. A target growth rate of 4 percent per annum was established as a benchmark. This target was considered the maximum achievable, given the record of the past where traditional production methods are slow to change, and poor farmers' inherent tendency to risk aversion. 1.42 In the fisheries sub-sector, Governmnent objectives are to increase production for local consumption and export, consistent with the long-term sustainability of the resource, develop resource management plans for the entire fisheries sector, integrate fishing activities in the farming system througb the promotion of aquaculture, privatize assets and operations of public bodies oigaged in  - I1 - direct fishing or in the supply of fishing gear, and strengthen the fisheries department so that it can effectively carry out its mandate, particularly relating to the above tasks. In order to attain these objectives, the Government intends to undertake the following reforms, programs and projects: (a) pursue a private sector oriented strategy and divest public sector commercial assets and concerns; (b) remove policy bottlenecks to increased exploitation of tuna resources and promote private investment in rehabilitation and expansion of the tuna fleet, so as to increase exports; (c) promote, through extension and other support services, private smallholder investment in aquaculture, especially in the hinterland; (d) promote joint ventures between Ghanaian and foreign investors in trawl fishing so a to obtain foreign fishing rights for the Ghanaian trawler fleet and stop its over-exploitation of in-shore demarsal fisheries; (e) rationalize exploitation of both marine and lake fisheries resources, through stock assessment surveys and comprehensive management plans, aimed at harvesting various specie only up to the maximum sustainable yield in order to prevent the possible collapse of critical fisherie and increase exploitation of under-utilized resources; (f) update the fisheries law so as to facilitate a regulatory framework in which the fisheries management plan would be effectively carried out; and (g) strengthen the DOF and related institutions and fishers' groups so they can effectively implement the fisheries management plans, including monitoring, control and surveillance. 1.43 All subsidies to fishing inputs have been removed, including the subsidy to the premix fuel for canoe fishers. The State Fishing Corporation, the largest state commercial concern in the sector, has been privatized, and its eight ships have been sold. 1.44 Government would continue to encourage the private sector to increase the catch and export of tuna. the tuna industry has been constrained by low world market prices, which are now beginning to recover, and insufficient credit in the face of low cash positions of the tuna companies. The recovery of international prices and resumption of tuna processing by the USA-based Star Kist corporation, which buys the tuna from Ghanaian vessels, has begun to restore profitability to some enterprises. Govermment will promote joint ventures and investment in local tuna processing and canning enterprises. 1.45 For the non-tuna industrial fleet, Government policy would focus on removing the trawler fleet to the outer sea, where under-exploited resources are available. A key element of this policy will be the enforcement of fisheries laws and regulations relating to fishing restrictions in the continental shelf. The in-shore fishing enterprises are at present experiencing financial distress, aggravated by depletion of the inshore fisheries. Government strategy will focus on relief in the medium-erm through enforcement of the 30 meter exclusion of large trawlers and implementation of fisheries management plan aimed at restoring the demersal stock. In inland fishing, Government intends to carry out stock assessments, prepare a management plan and continuously monitor its implementation. Aquaculture and other fisheries in the smaller inland water bodies offer an opportunity to improve nutrition in the hinterland and increase incomes of the small farmer in the context of the mixed integrated fish/crop/livestock activities. Government intends to promote aquaculture through research in appropriate husbandry, and farmer education in the framework of MOFA's unified extension. 1.46 The above-outlined Government development strategy for the fisheries sub-sector is summarized in the Government's Letter of Sub-Sector Policy (Annex 15). E. EDA's Assistance StrategD 1.47 IDA support for agriculture in recent years has been fully consistent with the priorities sot out in the MTADS. Since 1990, there have been six new IDA operations in agriculture, one Sector  - 12 - Adjustment Credit concerned with the withdrawal of the State from marketing and input supply; three credits supporting agricultural services in the public sector (Research, Extension, and Livestock); one credit supporting public institutions charged with regulating and managing natural resources (Environment); and one credit supporting decentralized investment in rural infrastructure (Agricultural Sector Investment). IDA has also supported complementary investment in national feeder roads improvement program. To-date, agriculture had accounted for about 11 percent of the cumulative Bank Group lending to Ghana. 1.48 IDA's support for the agricultural sector over the next few years will be fully consistent with the Bank Group's Country Assistance Strategy (CAS). IDA would continue to work closely with the Government to improve the implementation performance of the on-going portfolio, and the performance would have significant impact on the design of new lending programs. In addition to the proposed project, three new operations are planned in the agricultural sector over the next few years: a Sector Adjustment Credit, a Wildlife Resources Management Project, and a second Forestry Resources Management Project. F. Rationale for IDA Involvement 1.49 The proposed project is fully consistent with the CAS, and is specifically mentioned in the CAS that was discussed by the Board on April 14, 1994. The CAS emphasized capacity building, private sector led development, improved management of natural resources and the environment, and support to programs that have short life spans and that are locally generated and owned. The focus of the proposed project would be institutional strengthening and policy reform to improve management of a key natural resource, and to enhance private sector investment in the fisheries sub-sector. The project would have a short life span of five years. The proposed project was developed by the Government with active participation of implementing agencies (para. 2.1), and taking account of lessons learned from previous operations; that process ensured high quality at entry. 1.50 The proposed project would complement IDA's previous support for complementary activities in livestock and agricultural support services. Despite the good potential for development of both marine and inland fisheries, the sub-sector had not received previously adequate funding under the public investment program. The Government is now committed to realizing that potential by encouraging private investment, improving the policy and regulatory framework, and strengthening the institutional framework for public support services. In order to maintain the predominantly private sector nature of the fisheries sub-sector, Government interventions would be confined to the provision of support services such as extension, research, surveillance of both foreign and domestic fishers, improved legal and regulatory framework, and infrastructure. This way, the foundation would be built for attaining the long-term potential of the sub-sector, improving the productivity and incomes of the large number of fishers and women traders and processors, and diversifying the export base. G. Lessons From Previous Operations Ghana Portfolio 1.51 The 1994 Annual Portfolio Performance Review indicated the following main difficulties In Ghana: weak management and project implementation capacity, procurement delays, inadequate and/or untimely release of counterpart funds, and inefficient donor coordination. The main focus of the proposed project would be to prioritize the role of the public sector institutions in fisheries  - 13 - development, taking account of the limited human and financial resources, improve the capacity of the public sector institutions for planning and implementing the priority activities, and improve the data base and regulatory framework for monitoring developments in the sub-sector. The design would, therefore, be simple with sharply defined objectives. Use of standard bidding documents would be mandatory under the proposed project, and that would avoid delays in procurement; detailed procurement schedules would be prepared for all items to be financed under the project and were agreed during negotiations. Unlike other sub-sectors, there are only a few donors involved in the fisheries sub-sector (mainly Denmark, Germany, and UNDP), and there are no problems of donor coordination. 1.52 IDA's only experience in the fisheries sub-sector in Ghana was through a FY70 Fisheries Project (Credit 163-GH), which included construction of fishing vessels, consultant services to manage the construction, credit to fishermen to purchase the vessels, and studies on fisheries and port development. The project was not considered a success. It was poorly designed; it had no institutional development objective; appraisal was done without sufficient basic information on fish resources; the studies were not useful since they were beset with disagreements among the Borrower, the consultant and IDA; and it was not supervised properly. Lessons learnt from this project have been incorporated in the preparation of the proposed project. Bank Group's Support for Fisheries Elsewhere 1.53 The Bank Group has so far financed 35 free-standing fisheries projects and a further 60 fisheries components of agricultural projects in 40 countries, including 13 countries in Sub-Sahara Africa. Total cost of the projects supported was US$1.4 billion, and the Bank Group financing was US$600 million. The fisheries programs included improvement of fishing port and harbor facilities, boat-yards, workshops, access roads, fuel depots, and water supply facilities; construction of processing, storage, and other marketing facilities and of fish ponds and hatcheries; purchases of fishing vessels and gear for use by private fishermen; and technical assistance and training. 1.54 About half of the projects completed achieved their intended objectives. The rest had suffered severe cost over-runs, delays in completion, did not result in strengthened fisheries institutions, and had poor records of credit repayment. The problems stemmed from technical and administrative weaknesses in the implementing agencies, and from the Bank Group's limited fisheries expertise and technical input during the process of design, appraisal, and supervision. Similar problems continue to plague the existing portfolio. 1.55 The key lessons are: design projects to fit the capacity of implementing agencies; focus public investment in capacity building and infrastructure that would enhance private sector activities; promote good management practices by empowering beneficiaries; improve the statistical, legal, regulatory, and policy framework to promote sustainable fishing; avoid public sector investment in activities that can best be undertaken by the private sector; strengthen research and extension services; promote close linkages between fisheries and other sub-sectors of agriculture; and generate investment/lending programs after thorough sub-sector reviews.  - 14 - II. TilE PROJE A. Inroduction 2.1 The project was identified and prepared by the Government. In June 1993, the Government organized a national workshop on the fisheries sub-sector to review the development potential and constraints, arLd to reach a consensus on a broad development strategy. Following the workshop, a Fisheries Sub-Sector Development Strategy through the turn of this century was prepared, which was used as a basis for preparing the proposed project. The Government appointed a team of local consultants to prepare the project, who consulted extensively with farmers, associations of fishers, traders, professionals from various agriculture-related institutions, NGOs, and donors in the course of formulating the project. An FAO team helped the Government in finalizing the preparation, and a final preparation report was submitted to IDA at the end of May 1994. B. Protect Rationale & Design Criteria 2.2 The fisheries sub-sector needs urgent attention to resolve a variety of problems accumulated over decades of neglect. The most prominent of the problems are decline in the stock of fish, the proliferation of demersal trawling effort in the near-shore waters all competing for and extracting the dwindling supply of stock, absence of an active management regime, weak institutional and legal frameworks for effectively managing the fisheries resources, and a growing financial crisis in the industry as the heavy investments by the numerous fishers now become unprofitable due to the declining resource and rising cost. 2.3 Classical marine fisheries management tools (restricting entry, closed seasons and areas, miunimum mesh sizes, quota arrangement, minimum fish sizes), can only be applied with limits in Ghana in a fishery dominated by a large number of artisanal fishermen, holding traditional beliefs and in the presence of some fishing stocks of which the biomass is largely unaffected by human effort. Under present circumstances, conventional management appears most suitable to deal with distant water trawlers and shrimpers, and the semi-industrial inshore vessels. 2.4 The demersal stocks can recover under an appropriate conventional management, and the inshore and canoe fisheries would benefit if the extractive industrial trawler fishing is controlled on the continental shelf. For the artisanal fishery, the preferred management option is to improve the data base and general information on effort and participants, introduce some gear controls, and monitor it closely while establishing trust and cooperation with the traditional authorities to promote community-based rational management. 2.5 The organization and legal framework for the management of the fisheries resources are weak, and need to be strengthened. Fundamental measures for fishery management are omitted entirely from legislation which defines neither the responsibilities of the DOF nor the rights and powers of its officers. The administrative framework for the fisheries sub-sector evolved in a context of expansion and rapid technological development in the artisanal fisheries, and of comparable growth in an industrial fleet acquired to exploit offshore resources throughout the West African sub-region. This has not changed. Toe loss of distant water opportunities, the parallel dramatic increase in fishing presure on domestic stocks, and the severe erosion of profitability in the artisanrl and inshore fthsries In recent years require a major shift in emphasis of administration away from promotion of  - 15 - extractive fishing and towards pro-active management for sustainable production. The challenge in the years ahead will be to build knowledge and a policy-making capability in the fisheries administration to allow it to formulate and implement fully informed management decisions which meet with the largest possible national consensus. 2.6 Other design criteria include: assigning fisheries management responsibilities and executive powers to only one institution, and avoiding the proliferation of institutions and overlapping responsibilities; minimizing the impact of the project on the public expenditure program; ensuring consistency with the ERP; promoting private sector participation in implementing the project through contractual arrangements; involving the project beneficiaries in the design and implementation of the project; and ensuring consistency with sector development strategy and other public investment programs in the agricultural sector. C. Project Objectives and Components 2.7 The key objective of the project is to establish the long-term sustainability of the fisheries resource and thereby maximize its contribution to the economy. To achieve this objective, the project would build the capacity of the DOF for managing the sub-sector, focusing on capacity for: formulating policy and management plans and their implementation; monitoring, control, surveillance, and enforcement; and promoting the development of inland fisheries. This would involve: (a) strengthening of the DOF through reorganization and staff training, (b) stock assessment, and preparation and implementation of management plans for marinm and lake fisheries, (c) strengthening of extension in aquaculture, (d) establishment of MCS system for marine and inland fisheries, and (e) reform of the policy, legal, and regulatory framework in the sub-sector to improve management, enhance private investment, and promote sustainable catches of fish. D. Det idFalre Strenrthening of the DOF (USS5 million) 2.8 The DOF would be re-organized to give prominence to resource management functions, avoid ambiguities among units, improve efficiency in the utilization of human and material resources, more clearly define authority and accountability, and improve professional job satisfaction. This would involve three existing divisions (Marine Fisheries Research, Inland Fisheries Management, and Administration), and two new divisions (Marine Fisheries Management, and MCS). Fifteen additional professional staff would need to be assigned including eleven for the new MCS Division, and one economist and one sociologist each for the Marine and Inland Fisheries Management Divisions. The total complement of staff would still be within the approved civil service staffing limit for the DOF of 521. The present and projected staffing of the DOF is shown in Annex 1. 2.9 Tbe project would strengthen the capacity of the DOP in financial management, including dbo coUlection and management of fisheries levies, improved accounting and control of developmeot  - 16- funds, and proper budget planning and management. The department would need to increase the levies and more aggressively collect them, which would help finance the anticipated increase of public services to the industry. So far, the industry has not been making substantial financial contributions. The only contribution has been in the form of license fees charged to only the mechanized fleet; the canoe fleets, which account for the major share of total catch, are not charged. Even the levies on the mechanized fleet are insignificant, amounting to only 0.1 percent of the catch. 2.10 The project would finance: technical assistance to help improve financial control and management (65 person-months to be recruited locally); training of staff (focusing on extension methods, marketing with emphasis on post-harvest technology, aquaculture and reservoir fish culture techniques, and fisheries resources management, fisheries economics, monitoring, control, and surveillance); rehabilitation of the DOF's offices at headquarters and branches, and construction of new ones; monitoring and evaluating the project; vehicles, and office equipment and supplies; and incremental operating expenses. The training program for the first year is discussed in Annex 2. This component would account for 47 percent of the total project cost. 2.11 As a condition of effectveness the Borrower shall assign the following key professional staff to DOF: eleven MCS personnel, two economists, two sociologists, and at least one accountant on terms and conditions which shall be satisfactory to IDA at all times (para. 5.1 (a)). Assurances were obtained during negotiations that the Borrower shall: (a) not later than September 30 of each year, prepare and submit to IDA, for its review and comment, an annual training program covering the period twelve months commencing on the following January 1, and make such revisions to such training program as may be appropriate, and except as IDA shall otherwise agree, carry out training on the basis of such annual training programs (para. 5.2 (a)), and (b) submit to Parliament, not later than June 30, 1996, a revised fisheries legislation that shall be acceptable to IDA (para. 5.2 (b)). Marine Fisheries Management (USS2.2 million) 2.12 The project would support demersal and pelagic stocks assessment; the statistics for tuna are generally satisfactory. Tne demersal assessment would be done through trawling trials and catch evaluation, supplemented by logbook inspections, weighing samples at quay-side, surveillance information and inspections of catch to obtain a more complete picture of the industrial catch. The pelagic stock assessment would be done through acoustic surveys. The well established shore-based statistical system for the artisanal fleet would be continued, but this would be intensified through more frequent updating of the frame survey, aerial census, registration of canoes, and improvement of the quality of industrial fisheries statistics. Information on the stock of fish would be used to prepare management plans and their periodic updating; the management plans for the artisanal fishery are expected to focus on promotion of community-based management through the traditional leadership structure with enforcement of laws and regulations to be used for support and reinforcement of traditional authority. Details are in Annex 3. 2.13 The project would flnance the rehabilitation of an existing Ghanaian research vessel, which on previous occasions has been used for stock assessment, to extend its useful life by about ten years; cost of contracting the acoustic surveys; vehicles, and technical and office equipment; 12 person- months of internationally recruited technical assistance to help in preparing management plans; and incremental operating expenses. This component would account for 21 percent of the total project cost.  - 17 - 2.14 During negotiations, assurances were obtained that the Borrower shall: (a) remove from inside the 30 meter depth line all trawlers in excess of 50 gross registered tonnage not later than June 30, 1996 (para. 5.2 (c)), (b) complete the registration of the canoe fleet not later than December 31, 1996 (para. 5.2 (d)), (c) (i) ensure that levies on all vessels other than the canoe fleet have been increased to the equivalent of one percent of the gross landed value of catch by not later than June 30, 1997, (ii) by June 30, 1998 review the experience with the initial increase including, in j, the adequacy of the levies and their impact on the industry, (iii) furnish the recommendations of said review to IDA for review and comments, and (iv) implement said recommendations taking into account IDA's comments (para. 5.2 (e)), and (d) submit to IDA not later than December 31, 1996 a strategy for implementing appropriate fisheries management plans (para. 5.2 (f). Inland Fisheries Management (USS1.5 million) 2.15 The project would support improved management and development of lake fisheries through stock assessment and promotion of community-based management of fisheries resources in lakes, initially focusing on Lake Volta; and the expansion of aquaculture through strengthened extension in aquaculture. The extension package would include: site selection, choice of species for pond culture, stocking densities, integrated culture systems (e.g., rice-cum-fish, fish and pig, fish with ducks or poultry), feeding and choice of available agro-industrial by-products, manuring of ponds, grow-out period, use of siphons for ponds draining, harvesting and marketing, and record keeping and business management. Substantive research results are available from international research institutions, such as the International Center for Living Aquatic Resources Management (Philippines), which can readily be adopted to conditions in Ghana. The IAB has also done some research in aquaculture, and has the capacity to develop more technological packages with funding under the on-going IDA-supported National Agricultural Research Project). The extension program would be closely linked with the unified agricultural extension service, and the responsible fisheries officers would serve as subject- matter-specialists (SMSs). Because of the high specialty of aquaculture, the SMSs would extend direct advice to selected lead farmers until the capacity of the front-line staff of the Department of Extension is developed. Support would also be provided to selected Non-Governmental Organizations (NGOs) which are already active in the promotion of integrated agriculture-aquaculture development. 2.16 The project would finance the cost of stock assessment and related fishery investigation on principally Lake Volta, and preparation and implementation of management plans in lake fisheries; vehicles and equipment; 18 person-months of internationally recruited technical assistance In aquaculture and stock assessment; seed money to encourage local NGO-participation in the promotion of aquaculture through intensive integrated aquaculture-agriculture production, and extension activities associated with aquaculture, including support for a fingerling production and aquaculture demonstration center. This component would account for 15 percent of the total project cost. Monitoring. Control. and Surveillance (USSI.8 million) 2.17 The project would create active monitoring, control, and surveillance (MCS) systems in both marine and lake fisheries. At-sea MCS function would be contracted out to the Ghanaian Navy for about 60 ship-days per year to be applied at random and in unpredictable manner for MCS activities along and beyond the 30 meter depth line; the full cost of naval MCS would be financed by the Govermnent as part of its counterpart financial contribution to the project. The naval MCS activities would be supplemented by land-based activities to be undertaken by the DOF. All MCS functions would be managed by DOF's MCS Division through a command and control center to be established at headquarters.  - 18 - 2.18 The project would finance the purchases of small patrol boats to be used in lakes; vehicles and equipment for land-based patrols; 8 person-months of technical assistance to help set up the MCS system; and incremental operating expenses associated with the MCS activities. This component would account for 17 percent of the total project cost. E. Project Cost 2.19 The total project cost is estimated at US$10.5 million. The cost estimate includes a physical contingency of 15 percent on civil works. Allowances for expected price increases are computed based on projected international price increases of 2.0 percent in 1995, 2.5 percent in 1996, 2.7 percent in 1997, 2.5 percent in 1998, 2.6 percent in 1999, and 2.7 percent in 2000; base costs are computed using prices prevailing in December 1994. The cost estimate is summarized below; the schedule of expenditure is in Annex 4.  - 19 - Project Cot Percent Item Local Foreign Total Foreipn ___ ___ ___ ___ ___ ___ ___ ___ ____ _Exchange (USS '000) Strengthening of DOF Equipment 10.5 94.5 105.0 90 Buildings 1,189.2 792.8 1,982.0 40 Training 812.5 812.5 1,625.0 50 Technical Assistance 195.0 195.0 0 Monitoring & Evaluation 180.0 - 180.0 0 Incremental Operating Expense. 120.0 180.0 300.0 60 Sub-Total 2,507.2 1,879.8 4,387.0 43 Marine Fisheries Management Vossel Rehabilitation 325.0 325.0 650.0 50 Acoustic Survey - 250.0 250.0 100 Equipment 41.0 369.0 410.0 90 Technical Assistance 12.4 113.6 126.0 90 Incremental Operating Expenses 288.6 365.4 654.0 56 Sub-Total 667.0 1,423.0 2,090.0 68 Inland Fishenos Management Vehicles & Equipment 22.5 202.5 225.0 90 Fingerling/Aquaculture Center 120.0 80.0 200.0 40 Technical Assistance 18.9 170.1 189.0 90 NGO Support 80.0 20.0 100.0 20 Incremental Operating Expense. 292.4 I= 675. 56 Sub-Total 533.8 855.2 1,389.0 62 Naval Patrol 180.0 720.0 900.0 s0 Coastl & LAke Patrol 50.3 452.7 503.0 90 Technical Assistance 8.4 75.6 84.0 90 Incremental Operating Expensoe 11. 104.0 221.6 47 Sub-Total 356.3 1,352.3 1,708.6 79 Total Base Cost 4,064.3 3,510.3 9,574.6 58 Contingeneso Physical 196.4 130.9 327.3 40 Expected Price Increases 26 331.18 auLI 55 Sub-Total 463.4 462.0 925.4 S0 G1kAND TOTAL 4,527.7 3,972.3 10,500.0 57  - 20 - F. Financing 2.20 An IDA credit of US$9 million is proposed, which would finance 85 percent of the total project cost. The Republic of Ghana would finance the remaining US$1.5 million of the project cost, which would be manageable when spread over a 5-year implementation period; the counterpart funding requirements for each year of the project is shown in Annex 5. 2.21 Establishment by the Borrower in a commercial bank acceptable to IDA of a Project Account with an Initial deposit of US$100,000 equivalent in local currency to cover counterpart expenditures shall be a condition of effectiveness of the proposed IDA credit (para. 5.1 (b)). Counterpart funding requirements by years and project components are shown in Annex S. G. Procurement 2.22 Goods estimated to cost US$100,000 or more per contract and rehabilitation of the research vessel that would be used for marine stock assessment would be procured following international competitive bidding in accordance with IDA guidelines; four contracts worth about US$325,000, US$425,000, US$195,000, and US$665,000 would fall in this category. Equipment (such as laboratory, oceanographic, office, and telecommunication) estimated to cost about US$325,000 wou.ld be procured through the Inter-Agency Procurement Services Office (IAPSO) of the UNDP. Goods estimated to cost below US$40,000 per contract but not exceeding an aggregate of US$325,000 would be procured by local shopping with written quotations from at least three different suppliers. Civil works, costing about US$2,610,000 would be tendered in lots of about 35 contracts following local competitive bidding (LCB) procedures which would be acceptable to IDA. These would not be suitable for ICB since the works would be dispersed over several locations and the amounts would be too small to attract foreign bids. Tle LCB procedures would, however, allow bids from foreign contractors. Consultants would be recruited in accordance with principles and procedures satisfactory to IDA on the basis of the "Guidelines for the Use of Consultants by World Bank Borrowers and by the World Bank as Executing Agency." Training programs would be developed and trainees would be selected in consultation with IDA. Miscellaneous items under incremental operating expenses would be procured following existing Government practices and procedures. 2.23 Schedules for procurement of equipment under ICB and through IAPSO, and civil works under LCB are shown in Annex 6, 7, and 8, respectively. Tne timetable for recruitment of consultants is shown in Annex 9. The first year training program is discussed in Annex 2; the programs of training for subsequent years would be specified during implementation, in consultation with IDA, when project managers would have input in determining the priorities of training, selection of trainees, and duratkon of training. Prior review by IDA would be required of all procurement packages, recomrnmendations for award, and contracts for works and goods above a threshold of US$100,000. The review process would cover about 60 percent and 85 percent, respectively, of the total values of .he contracts for works and goods; selective post review of awarded contracts below the threshold :evels would be carried out on about I out of 4 such contracts. Prior review would be required of ;ontracts for consultant services above the threshold of US$100,000 for firms and US$50,00 for ndiv;duals. .24 Delays in prourerne:nt have had a significant adverse impact on performance of the IDA's * irt<;c im The pas:. Improvements have, however, been made in the recent past due mainly to the f ,i e4 pri.eduure- for internal review and approval of procurement for goods and  - 21 - works, and for recruitment of consultants. Training of project staff by IDA, adoption of standard bidding documents, and simplified procedures for the selection of consultants have contributed to the improved performance. The project would benefit from these improvements. The Project Coordination Unit of MOFA, which would coordinate procurement on behalf of the DOF, has had extensive experience in procurement under previous IDA-assisted projects, and would assign qualified staff to manage procurement under this project. Use of IDA's standard bidding document for procurement of goods would be mandatory; sample bidding documents for use in procurement under LCB (civil works) were prepared and agreed with IDA at negotiations. Finalization of tender documents for the procurement of vehicles and equipment under ICB, and of arrangement for the rehabilitation of a research vessel, shall be a condition of effectiveness (para. 5.1 (c)). The schedules for procurement of goods and works, selection of consultants and training, along with the, standard times for various procurement actions up to contract signing were agreed during negotiations and reflected in the minutes of negotiations. 2.25 The procurement procedures and amounts for the various project elements are shown below: Procedures and Amounts a/ Item ICB LCB Others Total l _ _ _ _ _ _ _ _ _ _ (USS'000) Vehicles & 945 325 1,270 Equipment (945) (325) (1,270) Vessel Rehab. 665 - 665 (665) (665) Civil Works - 2,610 2,610 (2,480) (2,480) Consultants 565 565 (565) (565) Training . 1,760 1,760 (1,760) (1,760) Incremental Opr. Expenses 2,200 2,200 (1,880) (1,880) Naval MCS, Acoustic - 1,430 1,430 Survey, & NGO Contract (380) (380) Total 1,610 2,610 6,280 10,500 _ (1,610) (2,480) (4,910) (9,000) I/ Fgmres in parenthescs are amounts financed by the IDA credit. Tolzal include contingencies.  - 22 - H. Dlsbursement 2.26 The amounts and percentages of disbursement of the proposed IDA credit are summarized below: Category of Amount Allocated % of Expenditure to Expenditures (US$ '000) be Financed Civil Works 2,100 95 Equipment & Vehicles 1,270 100/90 Training 1,760 100 Consultant Services 945 100 Vessel Rehabilitation 665 100/90 Operating Expenses 1,880 100 during 1996-1998 70 in 1999-2000. Unallocated 380 Total 9,000 _ The disbursements would be completed in 5 1/2 years. The estimates are based on the projected rate of construction/rehabilitation of buildings, and on expected timing for delivery of equipment and vehicles, provision of consultancy services, rehabilitation of a research vessel, and carrying out of stock assessment. The disbursement profile for the agricultural sector in the Africa Region shows disbursements extending over about 7 1/2 years, but the shorter disbursement period under the project is based on the following: (a) about 50 percent of the proposed IDA credit would be disbursed against civil works, vehicles and equipment, and rehabilitation of a research vessel; these would be nearly completed not later than the second year of project implementation; (b) about 20 percent of the credit would be disbursed against incremental expenses mostly associated with MCS and stock assessment, and these would start accruing at the start of project implementation; and (c) most of the remaining 30 percent would be disbursed against training for which detailed implementation programs would be prepared every year in consultation with IDA; the training component would be monitored closely during implementation to ensure compliance with agreed timetables. Operating expenditures would include the incremental costs incurred under the project to finance utilities, fuel and other vehicle operatirg expenses, per diem while on assignment away from duty stations, cost of temporary hired labor, cost of publications, and costs of office and laboratory supplies. Projected schedule of disbutsemenz is shown in Annex tO. 2 2- n ozder to acilitate disbursements, a special account would be opened at a commercial bank vf pele Th .A. Te authorizel allocation amounts to US$300,000 and covers four months of  - 23 - eligible expenditures. Upon effectiveness, an amount of US$150,000 representing 50 percent of the initial deposit will be deposited to the special account. The remaining balance will be made available as needed. The special account would be used for all payments below US$30,000. Replenishments would be submitted monthly. All replenishment requests will be fully documented except for (a) contracts for goods and works of less than US$100,000 equivalent, (b) contracts for services of less than US$50,000 equivalent, and (c) operating costs which would be claimed on the basis of statements of expenditures (SOEs). All supporting documentation would be retained for review by visiting supervision missions and the external auditors. Assurances were obtained during negotiations that the Borrower shall establish, in a commercial bank acceptable to IDA, a Special Account, in U.S. dollars, to cover eligible expenditures under the IDA credit, and maintain this Special Account throughout the project's implementation period (para. 5.2 (g)). I. Environmental Impact 2.28 The environmental category is "B". The overall impact of the project would be positive. The stock assessment, management plan, improved legal and regulatory frameworks, and the strengthened capacity of Government institutions to enforce fishing laws and regulations would all be designed to promote sustainability of the fisheries resources. The project would promote environmentally sound management of the fisheries resources by communities. Use of explosives and poisons in fishing would be prohibited, and severe penalties would be imposed on those who violate the law. The extension program would include training on the harmful effects of using explosives and poisons, the potential dangers of discarding fishing gear in the waters, the impact on fishing of oil spills and the need to avoid spilling lubricants and gasoline while fishing, the importance of timely reporting to the appropriate authorities of accidental oil spills, the importance of avoiding the dumping in the ocean of human waste in the fishing villages, and other environmentally sensitive matters. Care would be taken not to introduce exotic fish and pathogens that could be carriers of communicable diseases, and to avoid the proliferation of aquatic weeds. M. PROJECT IMPLEMENTATION A. Organization 3.1 The project would be managed by the DOF, which would assign some activities to the appropriate government agencies while maintaining the overall project management authority; cost of processing tender documents, including the purchase of a computer and printer, has been included under the funding for the strengthening of DOF. The headquarters of the DOF would be in Accra. An organigram for project management is shown in Annex 11. 3.2 The Marine Fisheries Management Division of DOF would be responsible for undertaking the stock assessment and preparing the management plans for the marine fisheries; and Inland Fisheries Management Division would undertake the census of fishing activities and related studies of the Volta Lake, and for implementing the aquaculture pilot program. The Administration and Operations Division would be responsible for collating project operational plans and progress reports, managing disbursement of the IDA credit, maintaining project accounts and records of expenditures, keeping records of fishermen, collecting and managing the various fisheries levies, and arranging audits. The new MCS Division would ensure compliance with fisheries regulations established for management purposes. It would also help enforce safety-at-sea regulations and assist in search and rescue operations. Enforcement would emphasize persuasion, with legal recourse as a last option. MCS  - 24 - directed towards the industrial fleet would involve periodic inspections of catch and gear on board, and statistics collection through log-book and catch inspections. 3.3 All procurement would be assigned to an existing Project Coordination Unit of MOFA, which has had sufficient experience under previous IDA-funded agricultural projects. All project-related training would be prepared and implemented in collaboration with the Manpower and Training Department of the MOFA, and the Policy, Planning, Monitoring, and Evaluation Department (PPMED) of the ministry would monitor and evaluate the project's implementation performance, and would assist the DOF in undertaking special socio-economic studies, if needed. The front-line fisheries extension activities would be assigned to the ministry's Department of Extension, with the DOF providing the SMSs. 3.4 The FC would serve as an advisory board (steering committee). The Commission would provide broad policy guidelines, ensure the incorporation of the various interest groups in the preparation of fisheries management plans, advise on enforcement of fisheries laws and regulations, and oversee project progress. The Commission would meet as often as needed to review project activities, with the Director of the Fisheries Department acting as the secretary. B. Implementation Schedule 3.5 The implementation period would be five years, starting in 1996. The first year of the project would be devoted to the reorganization of the DOF; training of staff; processing of ICB and LCB tender documents for goods and works; procurement of supplies and equipment that would not be subject to ICB or LCB procedures; hiring of consultants; initiation of the stock assessment, MCS, and aquaculture programs; and preparation of a detailed operational plan for the coming year. The second year would be devoted to continuation of the stock assessment, MCS, and aquaculture and training programs, completion of rehabilitation of buildings, and completion of the procurement of vehicles and equipment. Firm fisheries management systems would be put in place, and all fishing vessels would be registered and licensed by the end of the second year. During the last two years, the demersal stocks should begin to recover and a special project impact assessment would be made on this; the DOF should prove to be a more effective fisheries resources management agency and a special impact assessment would be made to confirm this; good feedback should be available to assess the potential for further expansion of aquaculture; and the project's overall impact should be evaluated and the lessons used to prepare subsequent development programs for the sub-sector. C. ProgIress Reporting. M1onitoring, and Evaluation 3.6 The Department of Fisheries would prepare regularly operational plans for routine work and management plans for the fisheries. The operational plan would initially be concerned with the reorganization of the Department, assignment of staff, preparation of training programs, redrafting of the fisheries legislation, and procurement of goods and services, initiation of stock assessment and preparation of management plans, initiation of the pilot aquaculture program, and initiation of the NICS activities. 3.7 The DOF would prepare regular progress reports on the project; the format and content were reviewed during negotiations. The PPMIED would mnonitor overall project implementation, and ,!repare a completi:n report on the program focussing on the program's impact and lessons learned. The DOF and PPIMED would use the project's key indicators shown in Annex 13 to monitor the project's performance, and the progress reports would include a table showing comparison of targets  - 25 - against actual performance for selected key indicators. Detailed implementation arrangements and timetables for each project component, as well as terms of reference for consultants, are set out In the Project Implementation Manual. The two departments would collaborate In preparing the project's completion report, and a possible follow-up project. Adoption by the Borrower of a Project Implementation Plan acceptable to IDA shall be a condition of effectiveness of the proposed IDA credit (para. 5.1 (d)). Assurances were obtained that the Borrower shall: (a) submit to IDA at the end of each semester of the calendar year a progress report on the implementation of the project in a format acceptable to IDA, (b) organize and carry out, not later than October 31 of each calendar year a joint review meeting for the Borrower and IDA. At each annual review meeting, the Borrower shall present an action program for the implementation of the project during the coming fiscal year to IDA for appraisal, and (c) thereafter implement such action program for the fiscal year in question (para. 5.2 (h)). D. Prolect Supervision 3.8 IDA would continue to help the Department of Fisheries during subsequent phases of the project cycle. The initial phase of implementation is expected to be the most difficult, and IDA's implementation assistance would be the most intense at that stage. IDA would mount the first official supervision mission after the credit becomes effective, to launch the project's implementation. Subsequent missions would take place every six months with the interval decreasing gradually. The supervision plan is in Annex 12. 3.9 At the beginning of the third year, there would be a Mid-Term Review (MTR) to take stock of: implementation performance and assess bottlenecks; review the impact of the fisheries management plans that would have been in effect for about one year by then; effect of naval patrols on preventing intrusive fishing by unauthorized foreign vessels; performance of the DOF in the collection and use of fisheries statistics, and its effectiveness in coastal and land-based patrols; effects of improved management plans on the regeneration of particularly the marine demersal stocks; effectiveness of the pilot aquaculture program and its potential for further expansion; impact of the institutional strengthening program in improving effectiveness of the DOF; usefulness of the steering committee in project implementation, and its role in subsequent phases; and effectiveness of participatory extension (use of traditional leadership in fishing villages) in improving the management of the fisheries resources. The DOF's progress reports and IDA's supervision reports would be used in the MTR. Assurances were obtained that the Borrower shall: (a) not later than December 31, 1997, carry out jointly with IDA, a mid-term review of the project covering, inter aYia, the above topics, (b) in order to facilitate the MTR, prepare and submit to IDA, not later than sixty days before the scheduled date of the MTR, a report on project activities in such scope and in such detail as IDA shall have reasonably requested, and (c) not later than two weeks after the mid-term review, prepare an action program, acceptable to IDA, to deal with deficiencies in project and program implementation identified during the review and shall thereafter implement such action program (para. 5.2 (i)). E. Technical Assistance and Training 3.10 Since this Is a capacity-building project, technical assistance and training would be important, with the former accounting for about 5 percent and the latter 15 percent of the total cost of the project. At the request of the DOF, 38 person-months of internationally recruited consultants have been included. These include specialists In fisheries management, MCS, stock assessment in lake fisheries, and aquaculture; only short-term international consultants would be used to the extent  - 26 - feasible; there are no qualified professionals locally who can undertake these activities. The consultants will at all times be working with local counterparts who will receive on-the-job training in the process. In addition, 65 person-months of accountants to be recruited locally on contract-basis have been included because there are severe shortages of accountants in the country, the competition from the private sector for the few available professional accountants is stiff, and it would not be possible to recruit staff on standard public services compensation package. The terms of reference of the consultants would include training of counterpart staff. 3.11 Most of the training is expected to be undertaken locally and in other developing countries. That way, large numbers of staff would be trained for extended periods at lower unit costs. In the exceptional case of external training, preference would be given to training in developing economies with similar circumstances to Ghana, international agencies that specialize in fisheries resource management, and study tours in countries with relevant experiences. F. Accounts and Audits 3.12 The Administration Division of the DOF would maintain a separate project account. The project account would be audited by independent auditors acceptable to IDA; the audits would include all statements of expenditures. Assurances were obtained that the Borrower shall submit audited project accounts, Special and Project Accounts, fisheries levies to be collected by the DOF, and statements of expenditures, audited and certified by independent auditors acceptable to IDA, annually within six months after the close of the Government's fiscal year (para. 5.2 (j)). 3.13 With the concurrence of the Ministry of Finance, the DOF would have the overall management responsibility for collecting fisheries levies on behalf of the Internal Revenue Service. The vessel registration process is an important step in the setting up of a reliable data base for assessment of the levies. The DOF would fully involve the fishers and their associations in the identification, registration, licensing, and collection of levies. Some retention scheme may be devised whereby a portion of the revenue is used to improve services to fishers, thus increasing the acceptance and ownership of the project by the beneficiaries, including the taxation elements. *Role of associations in promoting acceptance of levies on individual members and their effective collection have been successfully demonstrated, such as in the case of transport where the Ghana Private Road Transport Users Association, a federated body of several transport unions with thousands of members, collects transported-related tax on behalf of the Internal Revenue Service and monitors compliance. IV. PROJECT BENEFITS, RISKS. AND SUSTAINABILITY A. Benefits 4.1 Economic Benefits. The main benefit of the project would be a major improvement in the management of the fisheries resources, which would lead to recovery of the fish stock. This, in turn, would allow for a sustainable increase of between 15,000 and 33,000 tons per year in the production of fish from the marine and inland fisheries (the lower figure, which is used for computing the Net Present Value or NPV and Economic Rate of Return or ERR, is an estimate based on a recovery of only the demersal fishery, and the higher figure includes estimates of recovery for all fisheries); the long term bi6logical conservation, protection and sustainability of the resource (alternatively expressed as the prevention of declines or collapses in fisheries production that would occur in the absence of an appropriate and effective fisheries management regime); the improvement of the economic efficiency,  - 27 - performance and profitability of the participants in the fishery; improvement of the institutional and policy frameworks for sustainable development of the sub-sector; and increased contribution of the sub-sector to public revenues. 4.2 The NPV, based on only the recovery of the demersal fishery and using a discount rate of 12 percent, is estimated at US$28.1 million. The NPV would be US$80.0 million if the benefits include the recovery from all fisheries. The ERR, based on only the recovery of the demersal stock, is computed at 44.8 percent. Details are in Annex 14. 4.3 Fiscal Benefits. To-date, the contribution of the fisheries sub-sector to fiscal revenue has been marginal. The project would transfer some of the incremental private financial benefits to the public sector through registration and licensing of vessels, increased levies, and improved collection effort. The collections from the domestic catches are projected to increase from the current level of about US$20,000 per year in the form of license fees to US$0.5 million in 1998 to a level of USS 0.8 million in the year 2000, mainly in the form of royalty payments. The net present value of the incremental fiscal benefits, discounted @12 percent over the assumed life of the project amount to US$1.2 million for the most conservative scenario (i.e. recovery of only the demersal fishery and no increase in the levy beyond one percent of the gross landed value of catch). B. Risks and Sensitivity Analysis 4.4 The main risks are financial (shortage of counterpart funds, a general public finance problem that affects all the agricultural portfolio), institutional (the DOF is weak relative to the task at hand and although the project directly addresses this issue, changes in management and administrative processes and culture may not occur at the pace assumed), and biological (the actual recovery of the fishery resources could be adversely affected by unforeseen environmental factors, such as upwellirig). 4.5 On project finance, Govermnent has indicated that the shortage of counterpart funds is a short- termn problem, that it in no way implies the sector's low priority in the public investment program, that it does not expect the problem to continue, and that it intends to allocate the necessary counterpart resources in the coming budgets. In any event, the project would also generate additionai public revenue, depending on the level and timing of the recovery of the fisheries, some of which could be used to finance the public expenditures in the sub-sector. Rectification of the institutional capacity weaknesses is a major component of the project and many of the actions needed to strengthen capacity of the DOF will be implemented up-front. Most of the training and technical assistance and other institution building activities are also front-loaded. During implementation, IDA and the Borrower would conduct detailed annual reviews of implementation, where the focus would be advance identification of problems and solutions, including institutional capacity and counterpart funding. The biological risks would be minimized through the environmental quality-enhancement aspects of the project's design. The protection of spawning grounds from fishing, enforcement of mesh and gear standards and banning the use of traps and explosives in fishing, are designed to protect juveniles, and to enhance recruitment in the various fisheries and recovery of the fish biomass. 4.6 If the biological, financial and institutional risks materialized to adversely affect the project, in- spite of the mitigating features In the project design discussed above, they would delay and weaken the strength of the recovery of the fish stocks in the various fisheries. The sensitivity analysis is based on the probable impact of the risks to the project in their order of significance and their likelihood to materialize. To assess the sensitivity of the project results to the biological, financial  - 28 - and institutional risks, the following changes were made: volume estimates were reduced by 25 percent, and the benefits were assumed not to commence until year six. 4.7 A weaker than expected recovery, reflected in a 25 percent reduction in fish biomass at full recovery, would reduce the NPV of the project for the base case to $18.6 million and the ERR to 36.9 percent. Deferring the commencement of benefits from year four to year six would reduce the NPV to $17.2 million and the ERR to 29.8 percent. 4.8 The sensitivity of the net benefit stream to a possible softening of markets and prices was assessed by reducing prices 20 percent. This reduces the NPV to $20.5 million and the ERR to 38.6 percent for the base case (dermesal fishery). A combined reduction in volumes, delay in commencement of benefits and reduction in real prices by 20 percent would yield NPV of $10.3 million and ERR of 25.3 percent. C. Sustainabilit, 4.9 The project is sustainable. It would strengthen the institutional, policy, legal, and regulatory frameworks in order to establish the long-term sustainability of the fisheries resource and thereby maximize the sub-sector's contribution to the economy. Fisheries management plans would be prepared and implemented, there would be provisions in the revised fisheries law and regulations to enforce compliance with the management plans, communities would be encouraged to participate in the management of the resources through their traditional leadership and associations of fishers, and a strong monitoring, control, and surveillance system would be put in place to enforce compliance with the law. 4.10 The project would be the first comprehensive public investment in the sub-sector, although the investment is quite modest when compared with investments in recent projects in other sub-sectors. Nevertheless, it would increase the public expenditures in the sub-sector by US$0.7 million per year, which would be sufficient to sustain it. The institutional and policy reforms would form the foundation for private investment in the sub-sector for many years to come. V. AGREEMENTS REACHED AND RECOMMENDATION 5.1 Conditions of effectiveness shall be: (a) assignment by the Borrower of the following key professional staff to the DOF on terms and conditions which shall be acceptable to IDA at all times: eleven MCS personnel, two economists, two sociologists, and at least one accountant (para. 2. 11); (b) establishment by the Borrower in a commercial bank acceptable to IDA of a Project Account with an initial deposit of US$100,000 equivalent in local currency to cover eounterpart expenditures (para. 2.21); (c) finalization of tender documents for the procurement of vehicles and equipment under iCB, and of arrangement fo. the rehabilitation of a research vessel (para. 2.24); and  - 29 - (d) adoption by the Borrower of a Project Implementation Plan acceptable to IDA (para. 3.7). 5.2 During negotiations, assurances were obtained that the Borrower shall: (a) not later than September 30 of each year, prepare and submit to IDA, for its review and comment, an annual training program covering the period twelve months commencing on the following January 1, and (b) make such revisions to such training program as may be appropriate, and except as IDA shall otherwise agree, carry out the training programs on the basis of such annual training programs (para. 2. 11); (b) submit to Parliament a revised fisheries legislation that shall be acceptable to IDA not later than June 30, 1996 (para. 2.11); (c) remove from inside the 30 meter depth line all trawlers in excess of 50 gross registered tonnage not later than June 30, 1996 (para. 2.14)); (d) complete the registration of the canoe fleet not later than December 31, 1996 (para. 2.14); (e) (i) ensure that levies on all vessels other than the canoe fleet have been increased to the equivalent of one percent of the gross landed value of catch by not later than June 30, 1997, (ii) by June 30, 1998 review the experience with the initial increase including, inter , the adequacy of the levies and their impact on the industry, (iii) furnish the recommendations of said review to MDA for review and comments, and (iv) implement said recommendations taking into account IDA's comments (para. 2.14); (f) submit to IDA not later than December 31, 1996 a strategy for implementing appropriate fisheries management plans (para. 2.14); (g) establish in a commercial bank acceptable to IDA a Special Account, in U.S. dollars, to cover eligible expenditures under the IDA credit, and maintain the Special Account throughout the project's implementation (para. 2.27); (h) submit to IDA at the end of each semester of the calendar year a progress report on the implementation of the project in a format acceptable to IDA; organize and carry out, not later than October 31 of each calendar year a joint review meeting of the Borrower and IDA; at each annual review meeting, present an action program for the implementation of the project during the coming fiscal year to IDA for appraisal; and thereafter implement such action program for the fiscal year in question (para. 3.7); (i) (i) not later than December 31, 1997, carry out jointly with IDA, a mid-term review of the project, incorporating assessment of: implementation performance and bottlenecks; progress In procurement, construction, and training of staff; effectiveness of extension program in promoting aquaculture; implementation of stock assessment, fisheries management plans, and the MCS component of the project; extent of participation of beneficiaries in project implementation; and the timeliness and adequacy of counterpart funds, (ii) in order to facilitate the MTR, prepare and submit to IDA, not later than sixty days before the scheduled date of the MTR, a report on  - 30 - project activities in such scope and in such detail as IDA shall have reasonably requested, and (iii) not later than two weeks after the mid-term review, prepare an action program, acceptable to IDA, to deal with deficiencies in project and program implementation identified during the review and shall thereafter implement such action program (para. 3.9); and 01) submit to IDA audited reports on project accounts, the Special and Project Accounts, and statements of expenditures, fisheries levies to be collected by the DOF, audited and certified by independent auditors acceptable to IDA, annually within six months of the close of the Government's fiscal year (para. 3.12). 5.3 Agreements having been reached on the above, the proposed project is suitable for an IDA credit of US$9 million to the Republic of Ghana on standard terms.  REPUBLIC OF GHANA FISHERIES SUB-SECrOR CAPACITY BUILDING Staffing of the Department of FisheTies Item Headquarters Branches Total Marine / Inland MCS Regional 1/ With Net Administration Division Division Division District Offices Present Project Change Present W.Project Present W.Project Present W.Project Present W.Project Present W.Project Professional Staff Director I I - - - - 1 I 0 Deput Director 2 1 1 2 1 I - - 4 5 1 Ast. Director 2 - 1 - - - 7 9 10 9 (1) Economists - - - I - I - - - 2 2 Fisheries Officcrs 2/ 1 1 5 5 4 4 18 18 28 27 0 Sociologists - - - - I - - - 2 2 Technical Officers 2/ 13 13 55 55 - -I1 225 225 293 304 11 Account - I - - - - - - -I Sub-Total 19 17 62 64 5 7 12 250 252 336 357 16 Sup)port Secretarial/Clerical 14 14 4 4 0 0 0 0 24 24 42 42 0 Drivers 4 4 2 2 0 0 0 0 13 13 19 19 0 Guards/Janitors/Mcssengers 6 6 12 12 0 0 0 0 63 63 81 81 0 Field Labor - - - - - - - - - - - - Sub-Total 24 24 28 28 0 0 0 0 100 100 142 142 0 Total 43 41 90 92 5 7 0 12 350 352 478 494 16 1/ Includes staff of the Marinc Research and Marine Fisheries Managenent Divisions. 2/ Various graded (Chief Officer, Assistant Chief Officer, Principal Officer, Senior Officer, Senior Assistant Officer, and Assistant Officer). q 0  - 32 - ANNEX 2 Page 1 of 5 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Training Needs Analysis Current Professional Staff Profile of DOF and ExDected Tasks 1. DOF now has a total staff complement of 478, of whom 70 percent are broadly classified as "professional", and the remaining 30 percent are secretaries, clerks, and laborers. 2. The "professional" staff are generally categorized into three groups, based on qualification St entry: (a) Professional Staff. The professional staff enter the DOF with a minimum qualification of B.Sc degree from any of the sciences with preference for the natural sciences. Their skills are acquired primarily "on the job' and through Ad Iz short- term external training opportunities offered by donor. This category of staff constitute the core officer cadre, and are designated Assistant Fisheries Officer upon entry into service. They now account for nine percent of the total strength of DOF. (b) Sub-Professional Staff. These are Fisheries Diploma certificate holders who are designated Production Officers at the point of entry. Production officers can only progress to a maximum position of Chief Production Officer. These account for one percent of the staff complement. (c) Technical Ofcers. At the lower level of the professional staff are the General Certificate of Education (Ordinary Level) and Middle School Certificate holders who are initially appointed as Technical Officer Grade 1. Their main assignment is to assist higher level staff in the collection of fisheries statistics. The staff account for about 60 percent of the staff complement. xpecttj Job Descriptions of the Professional Staff 3. The expected tasks of the professional staff are summarized below: :a) Protessional and Sub-Professional. These are expected to be in charge of planning, mari -.esnent, training, supervision, policy formulation and monitoring of all activities in the frsheries sLb-sector. Specifically, they would: (i -ovi fde professional leadership for the sustainable development of marine and *r3an& fisheries by, ir!te r AX, preparing and managing the implementation of -rl i;n,ment systems for marine and inland fisheries,  - 33 - ANNEX 2Z Page 2 of S (ii) undertake stock and catch assessment, and supervise the collection of other data to be used for, jjjj, for management decision making, (iii) prepare development strategies and policies relating to the sub-sector, and liaise with other public and private agencies on all matters affecting fisheries, (iv) act as SMSs in fisheries, and where deemed appropriate extend to users modern methods of fishing, preservation, and marketing of fish, (v) undertake oceanographic and biological studies, including environmental studies as they relate to fish production in marine and inland waters, and (vi) interpret and enforce the provisions of the fisheries laws and regulations. (b) Technical Officers. The bulk of these would be deployed along the coast and the Volta Lake to implement development programs. They would mobilize the fishers into groups and ensure group participation in the formulation of the management plans in the implementation of those plans. They would educate the fishing communities on the need for conservation, and promote community management of the fisheries resources. Training Needs 4. The staff of DOF do not now have the right orientation to perform their increasingly complicated and difficult tasks. In particular: (a) The pre-service training is more geared towards fisheries science than resource management. None of the professional officers has formal training in fisheries management, economics, fisheries technology, fisheries policy, and on the practical aspects of fish production and marketing before entering the service. The pre-service training is often technical and theoretical, and aims primarily at producing scientists rather than resource management specialists. The linkage between training institutions and DOF so far as curriculum development is weak. (b) There is a disproportionally higher number of technical staff who do not have adequato professional training, compared to the professional staff, (c) DOF lacks a coherent staff development program. It does not spell out job description for its officers upon engagement, and the officers acquire their skills througb practical on-the-job experience. Great effort needs to be made to re-orient their activities, build sense of professional respect for the officors by tbe beneficiaries, and mutual trust between the professionals and t fishen. '4d DOF has not been able to institutionalize in-service training programs to keep up with m technoloSies in management of fisherios resources.  - 34 - ANNEX 2 Page 3 of 5 (e) DOF lacks the capacity in key areas related to environmental aspects as well as fisheries economics in order to prepare and implement a holistic fisheries management plan. Training Institutions 5. Pre-service training of the professional and sub-professional staff is provided at three local universities: University of Ghana at Lagon, University of Cape Coast, and University of Science at Kumasi. In addition, a Regional Maritime Academy provides special training in boat safety, engineering, and navigation. 6. The primary objectives of the faculties of sciences are to provide academic training in the sciences (physics, mathematics, chemistry, zoology, botany and biological sciences). The current crop of fisheries officers are the products of the departments of Zoology, Fisheries and Oceanography, and Biological Sciences. 7. The curriculum in all the universities are fairly similar, and they focus on marine and fresh water biology at both graduate and post graduate levels. However, the University of Science and Technology (through its Institute of Renewable Natural Resources) has a much broader syllabus covering such areas as watershed management, business management and administration for natural resource managers, fisheries management, and fisheries economics. 8. The universities do not have adequately trained staff to teach courses that are relevant for the management of fisheries resources. The science teachers would need to be complemented with faculty that specialize in the economics and management of fisheries resources. The current science teaching staff include the following: Number by Degrees _ University Pb.D M.Sc. B. SC. Total Leg-on 1 3 --4 Cape Coast 4 4 Kumasi 2 1 3 The teaching staff of the Regional Maritime Academy include 3 professional navigators and 1 engineer. 9. The universities and Regional Maritime Academy are not adequately financed to maintain and gradually expand their facilities in support of their educational activities. The facilities lack books, teaching aids, laboratory equipment, etc. A major investment would have to be undertaken to improve the facilities in order to build the local capacity for training.  - 35- ANNEX2 Page 4 of 5 Proposed Training Program 10. The first priority over the short-run (the first year) would focus on reorientation training ou new approaches in the management of the fisheries resources, and crash courses in technical areas that would be relevant for activities to be undertaken under the project. That would be supplemented with study tours by managers to international fisheries research institutions and countries that have successful fisheries development program. The orientation training would focus on the rationale of the project, the role and responsibilities of the re-organized DOF, and on the revised fisheries law and regulations. The content, participants, and cost of this short-term training program would include the following: Phrici___ (days) (US$) Orientation Training for: Policy Makers & DOF 35,000 Professionals 200 3 10,000 Fishers 3/ 30,000 1 120,000 b/ Technical Training in: 60 15 Fisheries Mgmt. Fisheries Economics Aquaculture Stock Auessment Fisheries Law MCS Computers Study Tours for: Professionals 10 1S 100,000 11. The orientation and special technical training, as well as the study tours would continue at least mid-way through the project implementation period, but the areas of training, countries to be visited, and the trainees would be selected by the project management in line with the needs of the sub-sOctor and more systematic and comprehensive training programs that would be developod by DOP in consultation with the Manpower Training Division of MOFA. Over the long-term, the caliber of staff, particularly the sub-professional and Rlale at five locatio. eac in Waserm Cral d iSrtwr Acon ReSion; uas eves lcation is Veolt ReSgine. IV khdiqS $30,000 for raia 10 peop ian Nipr fr ow mona ech in aqcuhm.  - 36 - ANNEX 2 Page 5 of S technical staff would need to be upgraded, preferably at one of the local training institutions. That way, the capacity of the local training institutions would be simultaneously improved, and more trainees would be trained at a lower cost than sending them aborad. This may require upgrading the training institutions by providing essential equipment, improving facilities, and building the foundation for sustaining the training program focusing on training of the trainers in Fisheries Economics, Fish Feeds and Feeding, Environmental Science, and Chemical and Physical Oceanography, Limnology, and Fisheries Management. The long-term capacity building institutions would need to be developed in consultation with the Ministries of Education and Food and Agriculture, and in a manner that would be consistent with the tertiary education development strategy of the country. Support will be provided only if the institutions would be willing to revise their curricula to reflect the needs of sub-sector and fishing industry.  - 37- ANNEX3 Page 1 of 9 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Fisheries Management Plan and MCS A. Fisheries Management Plan Inroduction 1. In this section, the current fisheries management problems are reviewed and recommendations are made concerning appropriate short term and long term planning measures. The fisheries management plans will essentially be the blueprint for the effective management of the fisheries resources, to be implemented through the provisions of the Fisheries Law, extension activities, and an effective Monitoring, Control and Surveillance System backed up by a Judicial system to deal with breaches of the Law. The planning process must address the biological Issues as well as the issues of over-fishing, over-capitalization, the impact of technological change, the effect of effort diversion, and the overall economic and social impacts and consequences of introducing management measures into a fishery. 2. The essential element is to establish a planning framework, develop consistent objectives, introduce only those measures necessary to the achievement of the objectives, monitor and evaluate the effectiveness of the measures and adjust them over time to ensure that the objectivs are met. The Management Problem 3. The current approach to fisheries management in Ghana is embodied in the existing provisions of the Fisheries Law 1991. While certain prescriptions and provisions are codified in the Law, they do not provide a system to manage the fishery resources for either their long term sustainability or to promote the economic efficiency of the harvesting, processing or marketing. The Law provides for the banning of certain types of fishing in certain areas, the setting of minimum mesh sizes, the use of closed or limited seasons in specific areas, controlling the types of nets that may be imported or manufactured, controlling the use of "unauthorized contrivances' for fishing, protection of juvenile and gravid crustaceans, and licensing of fishing vessels. These provisions form the basis of the management" of Ghana's fisheries resources; and when coupled with the MCS and penalty provisions of the Law, make up the fisheries management regime. 4. The degree of exploitation of Ghana's fisheries varies from species to species and fishery to fishery. The artisanal fishery, which is based around the anchovy and sardinella fishery is fully exploited with a large number of canoes operating to catch the resource available. The nature of this resource is such that it is susceptible to fluctuations more in response to environmental factors than to fishing effort. However, such biological protection from over-fishing cannot be relied upon solely. It is possible to over-fish these resources, especially if fishing effort continually expands through new participants entering or through the introduction of new technologies, and through the use of fishing methods and practices that increase the catches of juveniles. The issues to be addressed relate to die number of fishers in this fishery and the fishing techniques and practices usod. AU she canos I is fishery should be registered and licensed. This will improve the infbrmation base ad lay the  - 38 - ANNEX 3 Page 2 of 9 foundation for some future revenue contribution from this fishery. It is recommended that management measures be implemented to control the types of gear (net and mesh size particularly), to control the beach seine fishery and to limit the numbers of canoes in the future. The latter measure will need to be finally determined after a clearer picture of the current situation is established. In the longer term, some form of more direct 'community involvement" in the management of this sector is recommended. 5. The inshore fishery operates with small in-board powered vessels catching demersal species relatively close to shore on the continental shelf. Much of the current problem in this fishery has arisen as a result of the incursion of very large deep-water trawlers that began fishing in Ghana following their exclusion from other EEZs. This has produced conflict between the two parts of the sector, and has dramatically increased the pressure on the demersal resources. There is also some evidence of damage to the fishing grounds from the larger heavier gear used by these vessels. It is recommended that in the first instance the larger vessels should be restricted to fishing outside the 30 meter depth line, that their catches be carefully monitored to ensure that they do not place excessive pressure on either the demersal stocks in this area or the other species they are likely to diversify into, (until the monitoring system is fully functional there should be a moratorium on any new licenses or permits), and that consideration be given in this monitoring to the possibility that in the longer term some form of property rights management might be an appropriate approach. 6. The tuna fishery is capable of significant expansion and this should be allowed to take place in response to market signals. An inhibiting factor in the expansion of this fishery is the restriction in the Law concerning the minimum age of vessels. This restriction should be removed, and the decision on the type and age of vessel to be used should be left to the private sector. It is recommended that the management system incorporate an effective catch monitoring and recording system to allow the fishery to be monitored and evaluated to ensure that the resource does not become over-fished or over-capitalised and that some form of property rights management be considered in the future. 7. The inland fishery is in many respects the parallel of the artisanal marine fishery. Accordingly, the solutions are also similar. Management measures are required that; ban the use of small mesh nets, ban nets that damage the resource, and allow the management authority to outlaw fishing techniques and practices that damage the inland fishery environment or threaten recruitment into the fishery by increasing the catches of spawning and juvenile fish. There may also be a need for some limitation to be placed on the total number of fishers in this fishery at some future time. In the longer term a significant degree of 'self-management" by the fishing communities of the inland fishery resources should be promoted. The Management Function 8. The management function will focus on the two principal fisheries: the marine fishery and the Inland fishery. It will be important, however, to carefully consider the inter-relationships between the two parts of the sector when management plans are being prepared. The two fisheries are not mutually exclusive. There is significant interchange between them, with fishers moving relativdy freely between the Inland water system and the Marine enviromnent and vice versa. This presents particular problems in relation to control mechanisms that may be designed specifically to limit or  - 39 - ANNEX 3 Page 3 of 9 reduce effort in one or both of these fisheries. It also raises questions concerning the types of gear, fishing practices and fishing technologies used in each fishery and the consequences of possibly inconsistent or even contradictory management measures. 9. The proposed revised and redrafted Fisheries Law (which will incorporate in some way the effective provisions of the current Law) will provide the legal structure and framework for the fisheries management plans and for the fisheries management planning process. The "draft" Law proposes that a fisheries management plan be prepared for each fishery (defined either as a single or a multi-species, multi-method fishery) and that each plan shall: (a) identify the fishery resource and its characteristics, including its economic and social value and interrelationship with other species in the eco-system, (b) assess the present state of exploitation of the fishery resource and potential average annual yields, (c) specify the objectives to be achieved in the management and development of the fishery, (d) taking into account the best information on all relevant biological, social, economic and other applicable factors, determine the maximum sustainable yields, (e) (i) taking into account information described in the preceding subparagraphs, determine a total allowable catch for each fishery or such other conservation and management measures as may be appropriate, (ii) where there is insufficient information and advice, identify a plan for determining such information and take appropriate conservation and management measures, (f) specify the measures, if any, to be taken to promote the development of local fisheries, (g) determine the amount of the fishery resource, if any, to be made available to licensed foreign fishing vessels; (h) specify the conservation and management measures to be enforced to protect the fishery resource from over-exploitation, (i) specify the research necessary to enhance management of the fishery, (j) specify the information and other data required to be given or reported for effective management and development, and (k) take into account any relevant traditional fishing methods or principles. The Law will also include provisions for appropriate consultation and for prescribing regulations to implement the plan. Consultation 10. While the ultimate responsibility for the establishment of those parameters that protect the sustainability of the resource, and for the prescription of the management plans correctly remains with the Minister of MOFA and the DOF, the plans must be prepared with the fullest participation of the fishers and the relevant parts of each sector of the industry. The consultation with, and involvement of, the fishing industry is an essential prerequisite for the successful introduction of any fisheries management plan. The importance of "ownership" of the Plan cannot be overemphasized. While consensus may not always be possible the process of consultation is critical. Without involvement the participants will not accept "ownership" and responsibility for the plan and the overall FMR. This in turn will significantly impede its development and implementation; but more importantly it will reduce the level of compliance with its provisions. Next Steps 11. The first step to introducing a degree of effective management through the development of fisheries management plans is to take some immediate actions to contr3l fishing effort and fishing activities and to improve the information available to the managers. The second element is the  - 40 - ANNEX 3 Page 4 of 9 establishment of a formalized planning process and the preparation of regularly reviewed and revised plans to be followed over the period of the project and beyond. These two steps must be taken concurrently. 12. In the first instance, the key provisions of the existing Law (either within that Law or within the revised Law) be enforced as an interim measure. This will allow for some effective control on fishing activities and fishing effort while comprehensive, coherent and consistent fisheries management plans are prepared. The following should be used as a guide to the preparation of interim plans for the management of the marine and inland fisheries: (a) adopt as a policy objective the principal of managing fisheries for the maximization of the economic benefit but within the constraint of their long term sustainability, (b) establish 'provisional" Total Allowable Catches (TAC) for the major commercial fisheries, (c) implement and enforce the provisions of the Fisheries Law that relate to: (i) the exclusion of the large trawlers from inside the 30 meter depth contour,(ii) minimum mesh sizes for nets, (iii)restrictions related to net types, (iv) protection for juvenile, spawning or gravid fish, (v) banning undesirable fishing practices and techniques ("unauthorized contrivance" provision of the Law), (v) registering and licensing of all fishing vessels, (d) establish appropriate formal consultation mechanisms to involve the sector participants in the planning process, (e) prepare a program of education/extension to inform the fishing sector of the objectives of the proposed plan, (f) establish monitoring, and review procedures that will enable the effects of the management measures to be evaluated, (g) establish simple procedures for the variation of existing or introduction of new management measures, (h) develop and implement the MCS program required to support the interim plan, (i) develop proposals to consider the economic and social implications of policy and management changes, and 0) ensure that the scientific stock assessment program supports the planning process. 13. The above approach will have the added benefits of allowing the managers to assess the effectiveness of the range of management measures that have already been codified in the existing Law (these provisions can be converted to Regulations under the proposed revised Law), and of allowing the improvement of the information systems and data bases related to the scientific, economic and social aspects of the fishing sector. In the longer term, however, some more clearly defined goals and objectives must be developed to provide the policy framework within which the long term management of the fisheries can proceed. These should relate to the economic and social objectives of managing fisheries, while always ensuring consistency with the biological sustainability of the resource. 14. The ultimate aim of the planning process and the longer term objective of the FMPs should be the introduction of some form of self-management of the appropriate resources within specific management guidelines, established by the Government, that ensure the sustainability of the resource. For the artisanal (inland and marine) and inshore fisheries, such "community management" should involve collective responsibility at the fishing village level, while for the more off-shore demersal, and other fisheries such as tuna, some form of property rights regime should be developed. A property rights approach would involve the creation of a system of individual tradeable quotas in the fishery. The TAC would be divided among the fishers as shares of the TAC based on some agreed criteria such as historical catch performance, investment, some measure of commitment to the fishery, or by auction or some other form of sale. These quotas or catch entitlements would then be  -41- ANNEX 3 Page 5 of 9 essentially the private property of the fisher who would be able to catch the amount of the quota or trade or lease it to another. The quota would be, however, the maximum that could be taken. This system provides the most effective management of the resource through directly controlling the output rather than the inputs or effort used to take fish. It also ensures the maximization of the economic benefits to be derived from a fishery through the elimination of over-capitalization and the introduction of efficiency as an objective in the management function. 15. The time-frame for developing long term fisheries management plans must be compressed as much as possible. To be effective the process must be an incremental/adaptive one with the review and revision process as the key means of building sound fisheries management plans. B. Monitoring. Control. and Surveillance (MCS) Status of MCS 16. Through ratification of the United Nations Convention on the Law of the Sea (UNLOSC), Ghana has established a Territorial Sea extending 12 nautical miles to seaward of her 535 km length of coastline, and declared an EEZ extending a further 188 nautical miles. Thus, Ghana may now exercise fisheries jurisdiction over a sea area of some 68,000 square nautical miles. The monitoring, control, surveillance and enforcement task in the marine fisheries alone is considerable even though less than 10 percent of the total EEZ sea area is likely to be fished at any one time. 17. There is no effective management of Ghana's fishery resources, apart from the limited control on new vessels entering the fishery and the technical conservation measures prescribed in the Fisheries Law of 1991 and the Fisheries Regulations of 1979. There has been little attempt to achieve even a measure of compliance with the minimal restraints in force, either by the fishing industry itself, whose interests the regulations are ultimately designed to protect, or by the MOFA. 18. The demersal stock appears to be in decline, as evidenced by reports of falling catch rates and the presence of significant proportions of juvenile fish in catches. Uncontrolled fishing by the large distant water freezer factory trawlers in the shallow waters of the continental shelf is contributing significantly to the over-exploitation of the demersal stocks remaining in this area. The Fisheries Law prohibits trawlers over 50 gross tons to fish in depths of less than 30 meters, but the large sten freezer factory vessels continue to fish both pelagic and demersal stocks throughout the narrow continental shelf without apparent restraint. Many of the vessels in this fleet are using towed gear in waters of less than 30 meters depth using illegal nets extensively. Improved prospects in the offshore tuna fishery may encourage the owners of these vessels to invest in new opportunities and reduce their presumed economic necessity to fish the coastal waters. Their trawlers are typically past their prime and book values, and hence could be gradually taken out of fishing service without appreciable capital losses. Also, efforts now underway to gain access to fishing grounds beyond the EEZ may provide opportunities for some of these trawlers. Others could be converted to tuna fishing and/or used for patrols; a small number might be employed as "klondykers" anchored on the coastal grounds where they could use their processing and freezing plants to handle catches transferred to them by the inshore boats.  - 42 - ANNEX 3 Page 6 of 9 19. The fishing effort directed at the inshore pelagic stocks by the canoe fleet and inshore purse seiners has stabilized. However, further entry into this sector should be controlled to avoid problems in future. Legal provision for doing so through licensing and registration of the number of canoes already exists in the Fishery Law of 1991, but control of licensing and registration has not been implemented by the district authorities to whom this task was delegated; canoe registration may also reduce the difficulties of estimating the level of effort in those areas where there is a tendency for canoes to move far from their home base and switch gears to meet changing fishing conditions. The Fisheries Law also prescribes a minimum mesh size of 25 mm for nets used in this fishery, although there is a general lack of compliance with this regulation which is tolerated by the authorities. The inshore fleet often violate the prescribed minimum mesh size regulation, and catch the juvenile demersal stock. Many of the cod ends of the nets have meshes of legal size but the effective size of these meshes had been seriously reduced below the permitted minimum by the attachment of lifting bags, top-side chafers, cod-end liners and similar devises. Intensive education would help to promote self-regulation in the long-term interest of the fishermen themselves. Reinforcing the MCS System 20. The Le2al Basis. The legal basis as well as the administrative set up for proper MCS are not adequate. Part V of the Fisheries Law of 1991 deals with the legal powers necessary to undertake fisheries law enforcement. However, a laissez fair attitude prevails among the numerous fishers, all bent on maximizing their catches without regard for conservation or sustainability of the resources. A clear foundation for the management of the fisheries resources should be established on a priority basis. This should include revision of the law empowering the DOF to undertake the MCS function, and establishing the MCS Division within the DOF and assigning adequate staff to it. 21. Marine Fishery MCS Functions. The MCS Division should be responsible for the direction and effective conduct of all maritime and land-based marine fisheries MCS operations. Its duties should be extensive, and should include the enforcement of fisheries legislation, the gathering of fisheries intelligence, and the maintenance of a centralized statistical base covering the full extent of industrial and inshore fishing operations. The revised fisheries legislation should grant the MCS Division the mandate to demand the type, quality, and timing of data submission, and the power to apply strict sanctions on companies that do not comply with the legal requirements. The Division should have the capability to check the quality of data submitted by the companies by comparing that with surveillance information, inspections of catch at sea, detailed spot checks on the weights landed at the quay-side, analysis of log books, and inspection of fishers' and buyers' books. 22. In offshore areas, the primary MCS function would be deterring, and where necessary, apprehending foreign vessels found to be fishing illegally. Other important fisheries inspection duties would include monitoring operations of licensed domestic and foreign vessels and ensuring compliance with licensing conditions, particularly those requiring Skippers to maintain fishing records, fishing effort, and details of the grounds they have fished. Inspectors may also expect to monitor and control any transhipping operations undertaken by the vessels. All vessels engaged in MCS patrol duties should at all times be ready to render emergency assistance to vessels in distress or requiring assistance, including the provision of medical evacuation, technical support, and search and rescue operations.  - 43 - ANNEX 3 Page 7 of 9 23. It would not be necessary to provide continuous, year-round patrols in offshore waters, provided arrangements are made for a patrol vessel to react quickly to surveillance reports (e.g. from licensed fishing vessels operating at sea). Normally, fishing vessels should be inspected at least twice a year, and be boarded in rotation and not at short intervals so that fishermen do not feel harassed. The patrol vessel should report details of inspections and current activities to the command and control center, which in turn will advise and recommend actions to be taken in contingency situations, where necessary in consultation with the Ministry of Foreign Affairs. 24. In coastal areas, MCS would be more intensive than in the offshore areas due to the greater number of vessels and the diversity of fishing gears. In addition to enforcing the implementation of fisheries management plans, the coastal MCS function should include resolution of conflicts betwoe vessels which use 'mobile' gear (mainly the industrial and inshore fishermen), and those that use "static' gear (exclusively canoe fishermen) because of the damage inflicted on the static gear by the mobile gear; such conflicts have resulted in several deaths in the past. 25. For land-based patrols, two pick-up trucks would be needed. The trucks should be equipped with radio, winches and tow bars capable of pulling an inflatable boat on a light trailer. 26. Coastal MCS should focus on public relations leading to dialogue with fishers on the need for conservation, and on convincing the Chief Fishermen that it would be in their community's long-term interest to adopt reasonable fishing practices fishing. 27. Inland Fishery MCS Functions. In the inland areas, the MCS priority should be enforcing the provisions of the Fisheries Law relating to fishing practices and techniques, monitoring trends in the fishery, collecting limnological data, and identifying problem areas and attempting to solve them with the cooperation of the fishers through the extension service. Resolution of problems can more effectively be done through dialogue with and consent of the fishing communities concerned. 28. Stafflng. The staff of the MCS Division should include Fisheries Inspectors, administrative, clerical and computer data processing staff. The DOF lacks personnel with the necessary background, training, and expertise to fill the posts of inspectors, and hence the staff would have to be recruited. However, before recruiting any additional staff, the Departnent should explore the possibility of training existing staff and reassigning them to the new unit. Potential sources of now recruits, should that option be adopted, include surplus Merchant Navy mariners and redundant nval personnel. 29. Command and Control Center. Day to day fisheries MCS operations could be directed and coordinated from an operations room normally known as control, command, communications, and information center. The room would contain a wall chart for plotting current situation reports; normal office equipment including a photo-copier, a desk top computer with work procoeing &ad spreadsheet software, and the base station of communications network (satellite communicatiou equipment should be provided to the field stations as well). Although the majority of industrial fishing vessels operate on a 24-hour basis, it would not be necossary to staff the conter on twenty-fw hour basis provided a senior officer is on call during non-office hours equipped with mobilo telphone.  - 44 - ANNEX 3 Page 8 of 9 30. Technical Assistance. A comprehensive MCS system requiring coordinated efforts of several agencies, similar to the one proposed above, is difficult to establish and initiate. This is particularly so in Ghana since there has not been sufficient experience in MCS. Therefore, short-term consultancies would be needed for setting the system, and initiating its implementation. Maintaining the MCS System 31. Once the MCS system is put in place and the initial start up period is passed, implementing the system is fairly easy and routine, provided adequate funds become available to sustain it. The ultimate beneficiaries of a well functioning MCS system are those who earn their livelihood from the industry, and they should make financial contributions to maintain the system. So far, they have not been contributing much. Their only contribution has been in the form of license fees charged to the mechanized fleet. The fee, which is computed as a percentage of the value of catch, totalled only USS 20,000 equivalent in the latest year for which data are available. The data for the most recent three years are shown below: Catch Value and Foos Collected Item I _____________________ million C odis- Inshore Trawlers Fees collected 0.6 0.7 1.2 Catch value 3,325.2 5,760.7 n.a. Demersal Trawlenr Fees collected 1.7 2.3 2.2 Catch value 12,607.2 11,199.3 n.a. Shrimp Trawlers Fees collected 5.0 1.0 0.3 Catch value 753.5 588.2 na. . Tuna Vessels Foes collected 8.8 12.2 14.9 Catch value 10.960.4 10.011.8 n.a. Gand Total Foes collected 16.2 16.3 18.6 Catch value 27.646.4 28.011.8 In comparison to the above license fees, license fees charged for similar fisheries elsewhere (e.g. long-liners in the Indian Ocean) is around US$4,000 per calendar month; purse-seiners of 1,500 gross register tons and over, which fish the seasonal itinerant yellow fin and big-eye, are charged over US$50,000 per month. Had the Ghanaian vessels been charged similar rates, as much as USS2 million would have been recovered in 1993.  - 45 - ANNEX 4 Pago I of 2 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Sghedule of Expenditures (USS '000) Total 1996 1997 eel LO oIp Total LA Fomin T L T Stiviat- m-- -of DOF T-Was 112.5 112.5 1.625.0 132.5 132.5 265.0 130.0 130.0 260.0 Duildiap 1,119.2 792.8 1,982.0 859.2 S72.S 1,432.0 _- - U&B 10.0 - 1I0.0 . _ 30.0 - 30.0 Vaicli & Equ_rnin 10.5 94.5 105.0 10.5 94.5 105.0 6.0 - 60.0 Tuamica Au_hnc 195.0 - 195.0 39.0 39.0 39.0 - 39.0 I-1 pu. -EV- 120.0 100 _. 4 J0 60.0 -0. 20.0 jL 5. Sub-Taal 2,507.2 1.879.5 4.357.0 1.051.2 559.5 1,941.0 219.0 160.0 579.0 M^ri Fobi Moas_ Vernal Rebhblio. 325.0 325.0 650.3 325.0 325.0 650.0 - - - EqWpin_ 41.0 369.0 410.0 41.0 369.0 410.0 - - - Acoustic Suvey . 250.0 250.0 - 50.0 50.0 - 50.0 50.0 bmaqm. P1m Twhsia AiMS 12.4 113.6 126.0 3.1 21.4 31.5 3.1 28.4 31.5 l Op. Ex- 21 364 654. 150 15.0 30.0 44 57.6 15.0 Sub-lol 667.0 1,423.0 2,090.0 314.1 757.4 1,171.5 71.5 166.0 237.5 Naval PWl 180.0 720.0 900.0 36.0 144.0 380.0 36.0 344.0 180.0 Cau i and PIaSro Velsb 41.5 373.5 415.0 41.5 373.5 415.0 - - - V.Wb & Equpmmz 1.5 79.2 51.0 55.0 79.2 15.0 - - - Tuedj A lmo. 5.4 75.6 34.0 6.3 56.7 63.0 2.1 1I.9 21.0 _l Opw. Eapma 117.6 104.0 2216 LIJ IQ2 27.7 ALI JLU 2f Sub-TOtl 356.3 1,352.3 1,705.6 107.3 666.4 773.7 52.8 175.9 25.7 1ane F"benz mammuter Fmg~AqwAMh D~ Ctr 120.0 10.0 200.0 120.0 50.0 200.0 - - _ F.hi Ow 6.5 51.5 65.0 6.5 55.5 65.0 - - _ VWida 16.0 144.0 160.0 16.0 144.0 160.0 - - _ TSCWk aAin c 11.9 170.0 119.0 1.4 75.6 14.0 5.2 47.3 5l.5 NOO Suppoet 10.0 20.0 100.0 16.0 4.0 20.0 16.0 4.0 20.0 kI_ 0W Opw. Ex- 242.4 _ 675.0 46.6 458 24 4 i 45.9 Sub-Total 533.5 555.2 1,359.0 213.5 407.9 621.4 67.5 97.2 16S.0 TOWl D uel 4,064.3 5,510.3 9,574.6 1756.1 1,721.5 4.507.6 411.1 5".1 1,010.2 Coouizcis Pbyl 196.4 130.9 327.3 146.9 97.9 244.5 _ P"noms 267- 0 331.1 59!.1 44. 64. 10941 -LI Sub-Totl 463.4 462.0 925.4 191.4 162.5 353.9 20.6 30.5 51.1 BlAND TOTAL ML7 _ _  -46 - ,ANNEX 4 Page 2 of 2 REPUBLIC OF GHANA FISHERIES SUB-SECIOR CAPACITY BUILDING PROJECT Schedule of Exgenditures (USS '000) 1993 1999 2000 hm Local Foreign Total Local Foreign TOW Local Fotign ToW Stren2theninr of DOF TrainiSg 225.0 225.0 450.0 175.0 175.0 350.0 150.0 150.0 300.0 Buildings 16S.0 110.0 275.0 165.0 110.0 275.0 _ - - Ml&E 50.0 - 50.0 50.0 - 50.0 50.0 _ 50.0 Vsh icb Equipment _ - - - - - - - - Technical Asistance 39.0 - 39.0 39.0 - 39.0 39.0 _ 39.0 lncrnnlaI Oper. Expen es 200 30.Q S0.0 _2 0 020 .5. 20.0 3.0 So.0 Sub-Toua 499.0 365.0 364.0 449.0 315.0 764.0 259.0 110.0 439.0 Mann Fiaheries Manweieenn Stock Asaumewnt Veual Rsbilitation _ _ - - - - - - Equipment _ _ _ _ _ _ _ _ Acoustic Survey - 50.0 50.0 - 50.0 50.0 _ 50.0 50.0 MAWnq.me Plan Technical Assince 3.1 23.4 31.5 3.1 28.4 31.5 - - Incremental Oper. Expenses 684 --a6 156.0 6.4 37.6 1.0W 611.14 S7.6 1.6. 0 Sub-tol 71.5 166.0 237.5 71.5 166.0 237.5 61.4 137.6 206.0 kS Naval Paol 36.0 144.0 130.9 36.0 144.0 130.9 36.0 144.0 130.0 Coasta & Lake Patro VemL - - - - - - - - - Veols _ _Equipn _ Ts cical Asetance - - - - - - Inatemwactl Oper. Expense 29.4 _26 5SA 29.4 26.0 S.4A 29.4 26.0 5A.4 Sub-Total 65.4 170.0 235.4 65.4 170.0 235.4 65.4 170.3 235.4 Inband Fishries Manaeament Fig.rling/Aquaculturo Demo Ctr - - - - - - - FbidGeSt _ _ _ _ _ _ _ _ _ Vehicls _ - - - - - _ _ _ TecniccalAsistanc, 3.s 23.4 31.5 2.1 11.9 21.0 - - - NOO Suppoit 16.0 4.0 20.0 16.0 4.0 20.0 16.0 4.0 20.0 INcrM.u l Oper. Expenas .3 _ 190. .2 . 1.1 19 0 .2 ...92.0 144.9 Sub-TOtWl 102.2 139.5 241.7 31.3 114.7 196.0 63.9 96.0 164.9 TOWl B" Cost 733.1 140.5 1,571.6 667.2 765.7 1,432.9 461.7 5S3.6 1,0453 Physical 24.2 16.5 41.2 24.0 16.5 41.2 - - - E4wcwd Pdco hctu _LW 77.0 145.5 71.9 *31 153. 6L5S T7.7 139, Sub-Totwl 93.2 93.5 116.1 96.6 97.3 194.4 61.S 77.7 139.2 O XAqD TarAL UL3  - 47 - ANNEX 5 Page 1 of 1 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Project Counterpart Funding Requirements (US$ '000) Project Component Total 1996 1997 1998 1999 2000 Strenethening of DOF Operation Expenses 40.0 - - 5.0 5.0 30.0 Civil Works 115.0 85.0 - 15.0 15.0 - Marine Fisheries Management Operation Expenses 110.0 - - 15.0 15.0 80.0 Inland Fisheries Management Operation Expenses 110.0 - - 20.0 15.0 75.0 Civil Works 10.0 10.0 - - - - MCS Operation Expenses 40.0 - - 5.0 5.0 30.0 Naval Patrol 1,045.0 195.0 205.0 210.0 215.0 220.0 M&E Operation Expenses 30.0 5.0 5.0 20.0 Total 1,500.0 290.0 205.0 275.0 275.0 455.0  - 48 - ANNEX 6 Pasg 1 of 1 REPUBUC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Schedule of ICB Procurement Critical Timing Item Purporo Quantity Cost lus= of E5xpoto __(USS'000) Bid Documnts Completion 4WD Double Cabin Pick-up Stock Ass_asmm! 2 30 Jun/95 Jun/96 MCS 3 So Jun/9S Jun/96 Inland Fisheries 10 165 Jun/95 Jun/96 Strengthening of DOF 5 80 Jun/9S Jun/96 Vessels (Boats) MCS 3 425 Jun/9S Jun/96 Fishing Gar Stk Assnt. & bnand Fisheries Various 19S Jun/9S Jun/96 hRdbilitation of Vessl Stk A _ssment 665 Jun/95 D_c/% TOM -1 n __ _ ___1_ _ __ _  - 49 - ANNEX 7 Page 1 of 1 REPUBLIC OP GHANA FISHERIES SIIB-SECTOR CAPACITY BUILDING PZOJCI Schedule of Procurement of EpuiRment & Sugolies through TAPSO Ciitical Timing Item Cost Bid Expected Purpose Quantity li (USS'000) Documents Delivery Office & Telecommunication MCS LS 40 Jun/95 Jan/96 Equipment Streogthening of DOF LS 25 Jun/95 Jan/96 Stock Assessment LS so Jun/95 Jan/96 Laboratory Equipment Stock Assessment Various S0 Jun/95 Jan/96 Oceanographic Equipment Stock Assessment Various 100 Jun/95 Jan/96 Total I325 a/ LS-Lump Sum.  - 50 - ANNEX 8 Page 1 of 1 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Schedule for Rehabilitation & Construction of Buildings Purpose and Process Timing Item Aquaculture Institution Strengthening DOF Branch Type of Construction Offices and Fingerling/Aquaculture Bungalows for Office Renovation Location of Building Center Headquarters at Headquarters Expected Value of Contracts 235 1,685 690 ($'000) 1 32 2 Expected Number of Contracts Bid Processing Jun/95 Jun/95 Jun/97 - Draft Bidding Document Jul/95 Jul/95 Jul/97 - Finalize Bidding Document Aug/95 Aug/95 Aug/97 - Issue Bidding Document Sept/96 Sept/95 Sept/97 - Close Tender Oct/96 Oct/95 Oct/97 - Complete Bid Evaluation Nov/96 Nov/95 Nov/97 - Sign Contract Jan/96 Jan/96 Jan/98 - Initiate Construction Dec/96 Dec/96 Dec/99 - Complete Construction  - 51 - ANNEX 9 Page 1 of 1 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACIrY BUILDING PROJECT Schedule for Recruitment and Use of Consultants Total Target Method Purpose and Expertise Required Date for Months of Service of (Person/Months) Recruitment Selection _ _ _ _ _ _ _ ~~~~~~~~~~~ r~ r 1 97 1999r 1-96 19 1999 - - Strenetheninf of DOF T Auditor 51/ Mar/96 1 1 1 1 Local Advert. Accountant 601/ Nov/95 12 12 12 12 12 Local Advert. Marine Fisheries Management 12 Nov/95 3 3 3 3 _ Management Expert (Economist) LOI Nov/95 6 2 - - _ MCS Specialist LOI 12 Inland Fisheries Nov/95 4 3 3 2 Manacement 6 Nov/95 4 2 - - LOI Aquaculture Expert LOI Stock Assessment Expert T=otal I30_ _ = 19 is 13 _ j1 Loal recuk.  - 52 - ANNEX 10 Page 1 of 1 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUILDING PROJECT Schedule of Disbursement of the IDA Credit Project Disbursement Profile l/ IDA Fiscal Year and Semester Semester Cumulative Semestr Cumulative 1996 June 30, 1996 0.2 0.2 0.5 0.5 1-22 December 31, 1996 0.7 0.9 0.4 0.9 June 30, 1997 2.5 3.4 0.8 1.7 December 31, 1997 0.9 4.3 0.4 2.1 June 30, 1998 0.7 5.0 0.7 2.8 1999 December 31, 1998 0.7 5.7 1.2 4.0 June 30, 1999 0.7 6.4 0.7 4.7 December 31, 1999 0.7 7.1 0.8 5.5 June 30, 2000 0.6 7.7 1.0 6.5 December 31, 2000 0.6 8.3 0.8 7.3 June 30, 2001 0.7 9.0 0.7 8.0 December 31, 2001 -- -- 0.2 8.2 June 30, 2002 _ 0.3 8.5 December 31, 2002 0.3 8.8 June 30, 2003 0.2 9.0 Baewd on the prorile for the agriculurml sector in the Africs Region.  - 53 - ANNEX II Page 1 of 1 REPUBLIC OF GHANA FISHERIES SUB-SECTOR CAPACITY BUrLDING PROJECT Or2anieram for Proiect Management | Fish ris Commnission 1 | Minister for Food {Ste:rfsj Committee) a nd Agriculture __________________________________ Project Coordination Unit Deputy Minister In r------------------ of the Ministry of Food Ch2arge of Fisheries end Agricutture PPMED of the Ministry of Food - Department and Agnculture of Fisheries Procurement Manpower and Training Departnent Training of thes Minis"r of P- rca v ~~~~~~~~~~~~~~~Food and Agricutture Proiect Monitoring f7,ndvautionng Ma 'ne Fisheries Inland Fisheries MCS Administration Manne Fbsheries Research Division Division Oivision Division Managemont Division|