Based on the results of the gender analysis, a demand-oriented gender strategy can be adopted. Approaches and activities include not only measures focused on removing ­structural barriers but also aspects such as the adjustment of training venues, training locations, and time to enhance the accessibility for differently abled people and all genders. All are part of demand-oriented capacity building measures. 

“Gender Makes Business Sense” (GmBS) by the project “Aquaculture Value Chain for Higher Income and Food Security in Malawi” (AVCP) is such a practical capacity development programme for agripreneurs, aimed at enhancing participants understanding of business while integrating gender dimensions. It focuses on gender transformative changes, tackling power relations at root causes systematically, and seeking behavioural change at various levels and stages to redress gender imbalances at the different levels of the aquaculture value chain. 

Through the experiential learning approach both women and men are equipped with practical business management skills and financial know-how as well as an understanding of the socio-economic impact of gender dynamics in their business. The programme seeks change not only from ­agripreneurs but from value chain actors themselves, policy actors, and the GmBS facilitators in the field. It therefore trains not only farmers, but also stakeholders including extension workers, senior fisheries officers, and political focal persons to lobby for the inclusion of gender transformative change approaches at the policy level. Through the engagement of various actors from all genders, the potential to transform social relations for example regarding decision-making and access to resources towards food ­security is improved.

To promote ownership and continue to equip farmers with the skills and knowledge shared by GmBS, it has been integrated into an “Aquaculture Technical and Vocational Education and Training” (A-TVET) programme. Training institutes, such as the Malawi College of Fisheries or the Stephanos Vocational Training Centre, were supported with training materials, toolkits, and further qualification of their trainers in gender transformative aquaculture. 

Another capacity building programme was the ­training of women groups on Lake Victoria, Uganda by the “­Responsible Fisheries Business Chains Project” (RFBCP) to enhance and strengthen women’s capacities to equally participate in the fisheries value chain. In contrast to GmBS it was more focused on building up confidence and skills in the field. Female boat owners, processors and traders were trained about hygiene handling, fish processing, team building, leadership principles and conflict management to sustain small-scale fisheries.

As an outcome of the training measures women were not only encouraged to increase their involvement in the decision-­making processes, but also to publicly speak about ways to protect fisheries resources and advocate for themselves without fear, contributing also to a reduction of domestic violence. They furthermore strengthened women groups and worked better as a team. 

The training in “Business Development Services” (BDS) in Uganda focused on entrepreneurs involved in the fish value chain at micro and small-scale levels acquiring knowledge, skills, and competencies that are critical to business development and the promotion of sustainability. It was implemented at Lake Victoria and Lake Kyoga in partnership with local organisations such as the “Katosi Women Development Trust” (KWDT), the “Association of Fishers Lake User Uganda” (AFALU), and the “Federation of ­Fisheries Organisations Uganda” (FFOU).

The trainers educating about business development concepts were community-based, participated in a Training of Trainers (ToT) workshop, and held monthly coordination meetings for exchange. They focused on topics like reinforcing the groups, entrepreneurship, business planning, branding and marketing, financial management and fish processing and value addition, record keeping aimed at enhancing skills and knowledge, and attitudes regarding business operations. For better and long-term success, the training materials were illustrated and translated into the local languages. The activities led to a business growth, which has strengthened women’s confidence in doing ­business as well as expanded women’s networks.

To measure the success of the capacity building approach, a baseline survey and impact evaluation can be conducted. Such was done for the BDS programme in Uganda. The baseline survey helped to establish the status of the fisheries business and their demands while the impact evaluation measured the application of the training contents. Results indicate that over 80 % of the participants were applying the content into their fisheries businesses. It’s important to consider that women’s access to capacity-building training doesn’t stop at training, but next to involvement in women’s networks and exchange groups the application of the content is key for business growth as well as empowerment, enhanced through more self-esteem and independence. 

To get a better understanding of the social roles and activities of men and women in the fish value chain, a value chain analysis with the focus on gender inequality can be applied. Based on the analysis a gender strategy can be promoted focusing on the development of a joint pathway towards gender equality.

The analysis takes place on different levels, including both desk reviews as well as field research. The country level includes documentation of leadership positions of men and women, access and ownership of land and water resources, wage deployment in the fish value chain and the access to education.

On a macro level, the review of sector relevant policies and strategies such as the water policy for example and their acknowledgement of a framework for gender mainstreaming and a gender bias is conducted. The results of this review are than compared with the actual implementation of these sector specific policies in activities of institutions, because legislative framework and the practical application of gender mainstreaming in actions may differ.

While the meso level focuses on partner organisations and their support of gender-balanced participation and implementation of gender mainstreaming, the micro level includes a qualitative analysis, concentrating on the target group. Questions include sector specific and business knowledge as well as power relations at both community and household levels. Finally, extension service workers are asked about their specific gender training and knowledge.

For example, the gender analysis conducted by the “Fish for Food Security” (F4F) project in Zambia indicated that men tend to dominate fishing and farming (95 %) while women (90 %) dominate the post-harvest fishing activities, active in retailing, marketing, and selling fish. This leads often to an income gap between male and female traders. Additionally, the analysis helped to identify barriers, socio-norms and power differences hindering women from doing fish farming. It identified key strategic areas for implementation, such as using a household approach for gender mainstreaming to redistribute power relations, integrating gender mainstreaming in already existing interventions at community level, partner organisations capturing more and better gender-related data or having a special gender mainstreaming budget line.
 

Incorporating storytelling and visuals is essential for effective communication and engagement with the target audience. Combining storytelling and visuals in a media campaign on sustainable fisheries and aquaculture can help increase awareness, educate stakeholders, and inspire action towards sustainable practices. For instance, a visual representation of depletion of fish in a dam can help building a connection between the audience and the cause, fostering a sense of understanding for the importance of preserving aquatic resources and promoting responsible practices in the industry.

By presenting information in a compelling and relatable way, it can evoke emotions, capture attention, and make complex concepts easier to understand. Visuals, such as images, videos, and infographics, enhance the storytelling experience by providing a visual representation of the information being conveyed in a specific context. Visuals can help to reinforce key messages, increase retention of information, and appeal to different learning styles. 

Overall, clear objectives and target audience identification, strategic planning and message development, effective use of various media channels, consistent messaging and branding, monitoring and evaluation of campaign performance, and adaptability to feedback and changing circumstances are important for communication purposes. Additionally, collaboration with stakeholders, understanding of audience preferences and behaviours, and creativity in content creation are essential for the success of media campaigns.
 

Collaborating with key stakeholders such as fishers, fish farmers, government agencies, project implementing partners, and local communities can enhance the credibility and outreach of the campaign. Involving these stakeholders in the planning and implementation process of a media campaign on fisheries and aquaculture is crucial for gathering support and ensuring the sustainability of the initiatives by spreading them more widely beyond the project duration. This can be done by identifying the necessary stakeholders for a media campaign on fisheries and aquaculture and requesting input on concepts, Terms of Reference, or script content for the campaign. This can help ensure that the messaging is accurate, relevant, and resonates with the target audience. Establishing feedback loops during the campaign development process allows for continuous input and adjustments based on stakeholder feedback, leading to a more refined and successful campaign. Involving stakeholders in the planning and implementation of the media campaign not only ensures quality control of the campaign material but can also increase buy-in and support for the initiative. This collaborative approach fosters a sense of ownership among stakeholders, enhances the credibility of the campaign, and ultimately contributes to the long-term sustainability and success of the fisheries and aquaculture initiatives being promoted. Furthermore, working with key stakeholders can help identify potential challenges or opportunities that may not have been apparent initially, leading to more informed decision-making and strategic planning. Engaging stakeholders also leverage their networks and resources to amplify the reach and impact of the media campaigns. 
 

The various communication and media channels that exist are used differently by different audiences. To effectively reach and engage with a wider audience, traditional media channels, such as television, radio, and print, have a broad outreach and can help in attracting a more diverse demographic. On the other hand, digital media channels, including social media, websites, and online platforms, offer the advantage of interactivity, real-time communication, and targeted messaging. 

However, most remote or rural audiences with limited internet connectivity or no access to smart gadgets may not be reached effectively. Both traditional and digital media channels were evaluated to explore their strengths and weaknesses. Traditional media channels can help in building brand awareness and reaching a mass audience, while digital media channels can provide more personalized and targeted communication to audiences that have access to digital gadgets and internet connection. Content created to raise awareness about fish such as the communication product “24 reasons to love fish” can be uploaded on social media for real time accessibility. Both traditional and digital media channels were utilized in the media campaigns of the Global Programme Sustainable Fisheries and Aquaculture. 

The “7 Outna” (Our Fish) campaign aimed to promote the small-scale fisheries sector and the consumption of small pelagic fish in Mauritania by addressing various aspects such as nutrition, accessibility, affordability, and positive societal impacts. Both the “7 Outna” campaign and the “Let Me Tell You” series made use of TV, radio and print media to reach a wide audience.
 

When creating a communications campaign about fisheries and aquaculture, it is essential to tailor the messaging to the target audience to ensure maximum impact and engagement. Consider the specific demographics, interests, and knowledge levels of the audience you are trying to reach. Understanding the target audience and traditions surrounding the perception, practices, and consumption of fish, can help in crafting messages that are relatable and impactful. Adapting the messages to the cultural context is also crucial when planning a media campaign, because it ensures that the content resonates with the target audience in a meaningful way.

The “Let Me Tell You” series animations, focusing on the nutrition value of fish, sustainable aquaculture practices, the fish value chain, and WASH elements, is particularly suitable for the rural Zambian context for several reasons. Firstly, the use of animations can effectively convey complex information in a visually engaging and easily understandable format, making it accessible to a wide audience, including those with low literacy levels.

Secondly, targeting school kids with this animation series is a strategic approach to start early sensitization on the importance of fish and the potential of the fisheries and aquaculture sector. By educating children about these topics, they can become advocates for sustainable practices within their families and communities, helping to instill a culture of responsible consumption and environmental stewardship from a young age. Additionally, animations have the ability to capture the attention and interest of children, making the learning process more enjoyable and memorable. This can lead to increased retention of information and a greater likelihood of behaviour change towards more sustainable practices related to fish consumption and the fisheries sector. While the animation is inspired by Zambia’s rural landscape and its communities’ culture and traditions, the series still resonates with other countries in the Southern African region.

Cultural context influences how individuals perceive and interpret messages. Adapting the messaging to align with cultural norms, values, beliefs, and language can enhance the effectiveness of the campaign. By considering these factors, the campaign can avoid misunderstandings, misinterpretations, or unintended offense. This also demonstrates respect for the diversity and uniqueness of different communities, fostering a sense of inclusivity and connection with the audience.
 

Communication campaigns play a vital role in advancing sustainability goals in these sectors. These campaigns educate various stakeholders in the fish value chain, including fishers, fish farmers, retailers, consumers, policymakers, and the general public, about the importance of sustainable practices and the nutritional value of fish. A communication campaign can effectively communicate the value of fish in nutrition, the potential of the fisheries and aquaculture sector to create jobs and income, the challenges facing the industry, and the importance of sustainable practices and innovations. By highlighting these key points, the campaign can foster collaboration among stakeholders in the sector to address common challenges and work towards shared goals. This collaboration can lead to the building of partnerships between government agencies, industry players, non-profit organisations, and other relevant stakeholders to promote sustainable practices, support innovation, and drive economic growth in the fisheries and aquaculture sector. Through communication campaigns, stakeholders can be mobilized to participate in training programmes aimed at improving skills, knowledge, and practices in the industry. These campaigns can also mobilize support for initiatives that promote sustainable fisheries management, conservation efforts, and responsible aquaculture practices. By engaging with stakeholders and raising awareness about the importance of these initiatives, communication campaigns can encourage behaviour change in both ­production and consumption patterns, leading to more sustainable practices and a healthier marine ecosystem.
 

The successful implementation and longevity of the MSP relies on several key factors: Establishing a system that maintains transparency and trust among stakeholders is a fundamental prerequisite and the basis of effective collaboration. Transparency can be achieved through open communication and honest sharing of information among the stakeholders. Open communication together with holding stakeholders accountable for their commitments as anchored in the governance framework helps to build trust.

Flexibility is another critical factor MSPs should endeavour in order to adapt to evolving sectoral priorities as well as to stakeholder dynamics. Therefore, the platform should be capable and open to react to changes and new information and accordingly revise its strategy and work plan or include emerging stakeholders. This can be achieved through regular evaluations and adjustments – also regarding the general MSP performance – which contributes to the achievement of its mission. 

As MSPs have the long-term purpose of sectoral improvement, members need to recognize that meaningful change may take time and requires sustained efforts. Developing and communicating a clear joint vision helps to keep stakeholders committed to the set goals over the long haul. In addition, creating ownership through the allocation of responsibilities keeps stakeholders engaged and should be considered as an essential aspect in terms of sustainability. 

In terms of communication, the development and sharing of a clear strategy to all new members helps to facilitate communication inside and outside the MSP. 

Another important aspect is the promotion and coordination of research and data collection through the MSP with the goal of ensuring evidence-based decision-making and strategies, and to remain the MSP effective in its mission. One example is a feasibility study on authorizing catch and release during the fish ban, aimed at establishing a peak period for tourism. Catch and release is a key activity in tourism, and this study seeks to harmonize evidence-based legislation between tourism and fisheries.

Identifying sustainable funding sources or mechanisms is essential for the long-term viability of MSP, because without adequate financial support, the platform will struggle to maintain its activities. Considering this aspect already in the planning and formation phase of the MSP avoids problems later, especially when the platform is initiated with the financial support of donors that have only limited time and resources for the facilitation. 
 

Avoiding risks

For the successful establishment and management of MSPs, it is also important to consider potential internal risks that exist. One of them being the dominance of powerful stakeholders which marginalizes the voices of smaller or less influential groups. This highlights the importance to implement mechanisms that ensure power balance, especially when developing the governance framework. The rotation of leadership positions and equal say for all members regardless of their size or lobbying power are two possible ways of addressing this. 

Another potential risk is the occurrence of conflicting interests due to the wide array of stakeholders engaged. This can slow down consensus building and the joint decision-making. Striking a balance between inclusivity and efficiency is a continual challenge.