Capacity building measures through trainings or awareness campaigns can help to overcome sociocultural barriers, but structural boundaries, unequal rights and policy could remain. To limit these boundaries for gender equality, the involvement of all genders in management organisations is important. In Cambodia, the “Sustainable Aquaculture and Community Fish Refuge Management Project” (SAFR) promoted women’s participation in leadership and management of the Community Fish Refuge (CFR) ­committees – a form of dam or other water resource management organisation which members are elected by the community. CFR management are vital fish conservation measures that intend to improve the productivity of rice field fisheries and reduce illegal, unreported, and unregulated (IUU) fishing. The approach introduces community-based management committees and assists them in developing plans such as detailing how and when the fish is utilized and by whom. This initiative significantly contributes to rural livelihoods by enhancing food security, nutrition, and income generation by restoring rice field fisheries systems that are ­accessible to everyone.

To ensure women’s equal participation in the decision-making process, the programme supported the ­electoral process for CFR leadership within the communities where rice field fisheries exist. Capacity-building training was conducted with the members focusing on organisational development, transparent decision-making, gender roles and improved management. Through this, a social-­ecological environment was created, in which members could actively and jointly manage their resources. The support also involved documenting and encouraging women to take on active roles in the management of the committees, such as vice chief and accountant positions. It also took into consideration how to reduce participation boundaries for women, for example by situating CFR closer to the village to increase safety while fishing.

“As a woman, I know that not only me, but other women in the community also feel proud to work for the community assuming that the society accepts and supports us in decision-making positions. After several elderly people from the community approached my husband and suggested he encourage me to become a candidate, I decided to play a more active role in community development and stand as a candidate for a position on our CFR Management Committee.” 
Ms. Sokh Samart, a woman CFR Management Committee member from Boeng Khangek Ngout.

In Madagascar, PADM followed a similar approach to promote leadership of women in farmer’s groups and increase their representation in decision-making bodies. As for the CFR their programme included training in the promotion of women’s memberships, development of a strategy to encourage women to express their opinion in decision-making groups and management organisations and in the valorisation of women’s work and contribution to fish farms. They also included a special training for men to mentor and accompany women to become leaders themselves, highlighting the necessity to include the whole community in gender transformative approaches. 

“I must admit that I did not know much about the importance of having women join the (CFR Management) Committee. After I received training on gender roles and I better understood them, I realized that women are as important as men in doing community work. So, my male colleagues and I work together and support the female CFR Management Committee members to perform their jobs.” 
Mr. Ly Peng Chhoun, CFR Chief – Boeng Khangek Ngout.

To enable women to assert themselves and assume full responsibility at all levels in the long term, PADM assisted in the creation of a support framework, including regularly using different tools and maintaining contact with the trainers.

Instead of being restricted to housework according to traditional gender roles, through agency and capacity building together with a demand-oriented, refined management, women were empowered to actively contribute to the development of their communities.

To publicly raise awareness on gender equality and structural boundaries, different approaches were taken by the projects.

In the “Project for Aquaculture in Madagascar” (“Projet d’Aquaculture Durable à Madagascar”, PADM), part of the training from the cooperative “Tilapia de l’Est” (TDE) for female small-scale aquaculture producers was the topic how to involve more women in the cooperative. To fight against the stereotype, that the profession of aquaculture is a “man’s job” and to improve the representation of women in the sector they documented women’s success stories to encourage other women to venture into fish farming. The stories were on the one hand spread through videos to ­integrate them in the training and capacity-­building activities. To raise awareness on the role of women, they on the other hand produced ten “success stories” of female fish farmers based on a survey and broadcasted them in three regional and one national radio station each morning and evening for two months. 

In Zambia, F4F followed another approach with the video and comic series “Let Me Tell You”. In those, women are represented as female fish farmers and actors in the fish value chain, working together with men in their communities and families with equal knowledge and contribution, therefore depicting gender equality as a norm. For example, Chimwemwe, the grandmother figure in the series, often explains important knowledge and is praised by the others, regardless of their gender, as wise and skilful.
 

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.
 

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.
 

The organisational structure of the MSP can vary according to the agreed governance framework, but a common set-up includes a governance body and several working groups. The governance body usually comprises a chair and co-chairs, and a limited amount of members which should represent the stakeholder groups engaged in the MSP. The positions can be appointed from within the membership of the MSP and should be rotated from time to time.

The task of the governance body is the general steering and successful operation of the MSP, and it accounts for its strategic evolution. It also oversees the working groups, reviews strategic plans, and ensures the engagement of stakeholders. Moreover, it is responsible for the continuous collaboration between the platform and the government, especially in terms of policy formulation. The governance body should meet regularly, e.g. twice per year.

Another important position closely linked to the governance body is the secretariat. Responsibilities and tasks of the secretariat can be supporting the governance body in its mandate, facilitating meetings and workshops of the MSP, the communication within the platform, and the development of a sustainability plan.

The working groups work on specific topics that are of importance for the MSP, which could be fingerling production, fish trade, or fisheries management and conservation. Membership in the groups is usually voluntary, but members should preferably have a certain expertise regarding the specific topics they work on. The respective groups report to the governance body, give recommendations, contribute to formulating policies, and assist with technical matters. They should also meet on a regular basis (depending on the urgency of the topic and desired results it could be between three to six times per year). 

Other organisational components in MSPs can be established, e.g. general assemblies, or a specific voting system for decision-making. The exact structures, roles, tasks, and processes are stated in the governance framework. In any case, the principals of participatory governance, inclusivity, and equity of the different stakeholders as well as transparency should always be incorporated to respect the integrative and transparent nature of MSPs. 

Clear and effective communication is another vital aspect for the successful functioning of the MSP. Internal communication among stakeholders – usually facilitated through the secretariat – ensures that everyone is well informed and engaged. External communication and outreach efforts help to convey objectives, outcomes, and benefits of the MSP to the broader community, potential partners and funders. 
 

Once roles and responsibilities are allocated, a work plan can be developed, defining concrete steps needed to achieve the MSP’s objectives. The work plan is typically developed collaboratively with input from all stakeholders to ensure that activities are aligned with the platform’s goals and objectives. Clear activities, timelines, and resources should be outlined in the plan. In this step the crucial aspect of funding is addressed as well. Necessary funds and ways to obtain them are elaborated to ensure the smooth implementation of the activities and the overall operation of the MSP. There are several ways how financial resources can be secured, such as through contributions of MSP members, grants and donations, or funding through the government. 
 

Another crucial step in the formation is the development of a governance framework that builds the core of the MSP. It defines the rules of operation, roles, and responsibilities of participating stakeholders. This also includes the appointment of leadership positions within the MSP steering- and implementation structure. The stakeholders should work together to draft governance documents that outline these aspects, in order to ensure wide acceptance for these documents. The governance framework ensures that the MSP operates efficiently and that decision-making processes are clear and transparent with mechanisms for dispute resolution and conflict management in place.