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.
 

In addition to the direct actors at the operational level, institutional decision-makers, independent quality offices, certification bodies and research institutions are key actors to implement quality assurance of fish products on a national scale. The complexity of the value chain, which interferes with the traceability of the product, and the significant geographical distances between fish producers and consumers present a substantial challenge in maintaining the quality of fish. Therefore, it is difficult to trace back the product's source when spoiled or inferior fish reaches the consumers.

Fish production and distribution are conducted both formally (e.g. through organized cooperatives) and informally by individuals. In most developing countries, the fish value chain predominantly follows an informal market system with limited quality management and traceability systems for fish. In the absence of traceability, there are concerns about trust and transparency in the marketing and consumption of fish in terms of the quality, food safety and price of products, which ultimately affects both consumers and fish sellers.

Direct partnerships with local food inspection authorities can be promoted to enable compliance with quality and hygiene standards to be checked throughout the value chain and to address the issue of traceability. On the other hand, non-compliance goes hand in hand with discarding spoiled fish from the market. The discard is an efficient incentive to adhere to the implementation of quality standards, because it is immediately accompanied by a loss of income for the fisherman or trader.

A hygiene and quality control plan – developed jointly with local inspection authorities- helps to guarantee regular sampling and analysis of fishery and aquaculture products. The control measures must target the complete value chain e.g. boats, production facilities, means of transportation, processing plants as well as distribution and sales points and be carried out systematically. This is only possible if all the necessary laboratory and health testing equipment is available and can be used by local staff. Training and exchange trips to comparable institutions in other countries improve the employees' ability to handle new equipment and technologies and consolidate their knowledge of different analytical methods and processes of hygiene inspections.

Implementation experiences should be regularly discussed with political decision-makers, associations and value chain actors. To secure efforts sustainably, it is important to integrate the costs of the sampling and analysing into the annual financial plans of the inspection authorities and to acquire financial contributions for the long-term. Clearing out financial obstacles is more likely to be successful if the hygiene and quality control plan is in line with local political strategies.

In order to improve the traceability and control of fishery and aquaculture products, so-called first sale certificates can be introduced by local inspection bodies. They should be issued at the most important landing or production points and contain information on the species, the origin of the product, the seller and the destination. Digital certificates are suitable for registering the above-mentioned information directly at the first sales at the production and landing points and should be monitored centrally. This facilitates the authorities’ work and saves resources. 

To further enhance compliance of the value-chain actors with hygiene and quality standards, action plans can be developed in direct cooperation with fish markets, fish auction halls and other important points of sale. The action plan must set out the measures being planned, a timetable, the financial and material resources required and a monitoring and evaluation system for ensuring the envisioned hygiene and quality standards.

Organizational and procedural measures may include: a commitment by the management of these trading centers to take responsibility for the hygiene and quality of fishery products, an adapted organizational chart for better control of the hygiene and quality of products, a charter for an extended committee to support the implementation of the action plan and/or a code of good hygiene practices for the employees of the respective entity.

In addition, mobile applications can help to connect information from both sides. For example, the direct actors in the value chain can receive information on hygiene and quality requirements of the fish market or the procedure of getting a first sale certificate. At the same time the fish market can register stands and actors and provide an overview for hygiene inspectors where and when to perform quality inspections. At the same time, an app can simplify the exchange of best practice guidelines, training materials, as well as other communication products interesting for the sector (advertisements, recipe videos, etc.).

To ensure quality and safety in the fish value chain, from catch to consumer, it's vital to consider all steps of the value chain due to potential food safety risks. Implementing hygiene and quality trainings, introducing first sale certificates, and establishing control plans for state institutions are key interventions. A thorough value chain analysis is crucial for identifying improvement areas and require visits to actors and review of hygiene regulations. Based on this analysis, targeted interventions can be identified, ranging from policy to practical actions, involving research enhancement, regulatory support, and capacity development.

The direct actors in the value chain are fishermen, retailers, traders, transporters, warehouse workers and suppliers who are involved in the production, processing, delivery or sale of a product to the consumer. They are the first point of contact when it comes to offering the consumer a safe product of high quality. Accordingly, they represent the target group that needs to be informed about the hygienic handling of products and the aspects of production, storage and transportation deteriorating quality. The implementation of a training plan can strengthen knowledge about hygiene, quality and control practices for the various steps of the value chain.

With so many different actors, there are certain topics that are only important to some while other topics are clearly important for everyone: raising awareness of biochemical processes such as microbes, knowledge about food-borne infections and diseases, maintaining personal hygiene at the workplace, recognizing fresh and spoilt products, using ice to uphold the cold chain or cleaning and disinfecting the workplace and equipment. However, while fishermen, are primarily concerned with the accurate storage and immediate cooling to prevent the deterioration of their catch, processors focus more on the hygienic handling of the processing equipment. Accordingly, it is essential to adapt learning content and teaching methods to the different actors along the value chain, like demonstrations of storage and cooling systems on the fishing boats, or on-the-job trainings concerning proper handling of processing equipment.

Furthermore, didactics must be developed that take into account the experience of fisheries and aquaculture experts. In the context of high illiteracy diagrams, drawings and photographs can be used. Also, the language must be adapted to the target group. In addition, training content can be gathered and summarized in small booklets e.g. guidelines that provide the actors with a long-term option to revise training contents. Here, as with the training content, it is advantageous to adapt the guidelines to the different actors in the value chain, e.g. one guide for fishing, another for processing and so on. By doing this, value chain actors can be addressed directly and do not loose their learning ambition by going through learning content that does not fully affect their work. Finally, the dissemination of the guidelines should be adapted to the local context; not every country has the same media capacities but in addition to handing out printed versions, apps proofed to be a way to spread training contents easily. 

To ensure that the theoretical hygiene and quality trainings become actual practice, it's essential to discuss and confirm understanding with trainees. Using short feedback forms and coaching loops post-training help verify and further improve learning and communication effectiveness. Additionally, evaluating knowledge application, such as willingness to invest in ice for fish storage, is key. Highlighting the long-term benefits, like quality improvement and potential for higher prices, despite initial costs, is crucial for convincing participants of the value.

In addition to understanding, the implementation of training content must also be taken into account. It is important to find out at an early stage which hygiene practices are feasible in the local context. If the purchase price of ice does not justify the additional benefit of fresh quality, no trainee will adhere to the training content. To stay with the example of ice, the question also arises as to whether the necessary infrastructure is in place: are there ice producers, operational cold chains and the necessary equipment? Next to the spread of misinformation, the greatest danger in communicating training content lies in conveying messages that simply cannot be implemented by the local trainees, as they do not have the means to do so or the supporting infrastructure is just too unstable. 

Next to the post-training feedback the effectiveness of the training can be assessed through a second follow-up survey, reflecting on key elements of its content. The timing between these evaluations varies with the topic; for instance, 3-6 months may be sufficient to review acceptance to personal hygiene practices, such as handwashing at work. However, evaluating changes like the use of ice for fish storage on boats might require up to a year, accounting for off-seasons and fishing periods. Even if evaluations are time-consuming, they are crucial to revise, adapt and further develop training materials to meet the needs of the participants.

In terms of the capacity development approach, a training-of-trainers strategy can be implemented in the training plan. Training local knowledge brokers like chairmen of fishing or trading associations or market supervisors in the field of hygiene and quality can have a lasting effect in anchoring this knowledge within partnering institutions and in generating spill-over effects through word of mouth at regional level. Sensitising consumers and buyers are also crucial, to understand the importance of fresh fish. Hardly anyone will take on additional work and costs to create a quality product that is not demanded.

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.