Expert Mission on Aquaculture

1. Expert Mission on Aquaculture AGR IND/EXP 54209. Croatian Ministry of Agriculture Directorate of Fisheries Strategic Plan for Aquaculture: scope and content. PART 2

2. Summary sessionof the day 1 and introduction to activities for day 2 Aquaculture growth scenery in the EU and GFCM area provides a positive playing field for aquaculture development in Croatia. The EMFF offers a good framework and financial support for the sustainable development of the industry, subject to the presentation of a Multiannual Strategic Plan for Aquaculture according to a specific guidelines. The Croatian Ministry of Agriculture Directorate of Fisheries has stetted up the basis for a Sustainable Growth of the sector. Legal framework and extension services helps on the process but need to be adapted to the new EU framework. The Croatian Aquaculture Sector has different production levels and systems subject to be analyzed and managed on different ways. So adapted Strategies should be defined. Existence of organizational structures of the sector and producers representation. Previous analysis and previsions of growth are defined.

3. CONTENT INDEX

4. Strategy A strategy is a set of rules that ensure an optimal decision in the right moment. The strategy would be the path to follow in order to achieve a clear objective. The term "strategy" is usually associated with the concept of planning, shaped by strategic lines or priorities, deadlines and specific actions to implement in order to achieve the objectives. It is here that arises the concept of strategic planning and strategic plan.

5. Vision and Mission VISION Croatian aquaculture will be (or wants to be) in 2030 in an outstanding position in the context of aquaculture in the EU, in terms of production and economic. All of this strengthening its dynamic role in rural and coastal areas through employment creation and assuring consumers the highest quality products and sustainable processes. MISSION The Sustainable Development of Croatian aquaculture supported by a Multiannual Strategic Plan defined through a participatory approach and adapted to the Croatian context.

6. General scheme Description of the sector Scenarios of growth Target growth (volume and value) SWOT Analyse Strategic lines • Budget • Chronogram • Expected results • Who is in charge? • Available resources Implementation Actions Monitoring indicators

7. Key aspects to take into consideration In any strategic planning process there are two key aspects: participatory approach and clear and achievable goals Where we want to be Croatian aquaculture in 2030?...There must be a clear vision of the sector, describing the future, realistic, easy to remember and shared by all agents, among other attributes Stakeholders identification Other aspects for a good strategy: Should have good connection between strategy and resources Provides a competitive advantage Should be flexible and adaptable to changing situations

8. 1.DESCRIPTION AND ANALYSE OF THE SECTOR Level of production by species Legal framework & administrative competence COMPANIES facilities Level of production by system Level of production by area RESEARCH Statistical data species Stakeholders • Nº of application for new licenses. • Volume of new investment • New promoters or new projects • Level of interest for the activity. Evolution and trends

9. 2.Projection-Evolution of the sector • Possible evolution of the sector in the; • - short (2015) • - medium (2020) • - long term (2030). • Based on the review of • the background, • the evolution of the aquaculture sector until today, • and the prospects of development of the sector in each of the areas of country. • Factors to help estimation of future scenarios: • Previous tendencies of growth. • Actual production capacity; volume and value of production • Number of licenses… • Potential estimated growth by existing companies… • Potential licenses; number of new applications… • Holding capacity of the system (Physical plans…) • Production and consumption rate. • … How to obtaininformation…?

10. Parametersfor trends 2010 2030 2020 Adaptables

11. 3.SWOT ANALYSIS focused towards Key factor to development of aquaculture in general terms¡ This analysis should be participatory and should include strategic areas that affect the development of aquaculture.

12. Different ways to

13. S.P: SWOT ANALYSIS. Spanish case.

14. S.P: SWOT ANALYSIS. Croatiancase.FromAdministration

15. S.P: SWOT ANALYSIS. Croatiancase.FromONGs

16. S.P: SWOT ANALYSIS. Croatiancase.FromAquacultureSectorFreshwater…

17. 5. STRATEGIC LINES These Strategic Guidelines aim to assist the Member States in defining their own national targets taking account of their relative starting positions, national circumstances and institutional arrangements. Brussels, 29.4.2013 COM(2013) 229 final Strategic Guidelines for the sustainable development of EU aquaculture Specific strategic lines by countries

18. Phase 2: Development of Strategic Plan 2.1. Design of strategic lines for Plan. • Based on analysis of industry developments and made the strategic goals have the Strategic Plan, shall be proposed a series of specific measures to achieve these goals and prioritizing them in time considering the different scenarios and variables. • To carry out shall be convened at least two meetings with industry agents in order of having their opinions and their contributions, reflections and opinions to to be taken into account when designing the strategic lines.

19. 2.1. Design of strategic lines for Plan . Regulatory framework Sectoral planning: selecting sites Environmental Management Animal Health and Welfare R+D+i Training and University education Markets: marketing, processing, i.e Communication and Image • The selection of the strategic lines is an important issue, however, these general lines will be almost the same for all European and Mediterranean aquaculture. • The key issue is to make a good analysis of each line and taking into account the reality of each country. Strategic line analysis based on…

20. Strategic Guidelines for sustainable development of EU Aquaculture This Communication is based on the outcome of consultations with stakeholders, and takes into account the analysis performed by the Joint Research Centre. Four priority areas will be addressed in order to unlock the potential of EU aquaculture: Strategic Guidelines for the sustainable development of EU aquaculture Brussels, 29.4.2013 COM(2013) 229 final

21. 1. Simplify Administrativeprocedures • Administrative costs and timing play an important role in determining the overall competitiveness and development of an economic sector. • Member States authorizations procedures often take around 2-3 years to complete the average licensing time for aquaculture farms in Norway used to be 12 months and has been reduced to 6 months with the introduction of a "single contact point. Target for the Member States (1) Number of new licenses granted in the period 2007-2013 (n.) (2) Success rate of applications for licenses (%) (3) Number of applications currently being processed. (4) Average time to complete licensing procedures (months) (5) Number of public bodies involved in authorization procedure (n.) (6) Average costs of licensing procedures for new business (€) (7) Average duration of a license (years)

22. 2. Securing sustainable development and growth of aquaculture through coordinated spatial planning The lack of space often cited as a hindering factor for the expansion of EU marine aquaculture can be overcome by identifying the most suitable sites amenable for aquaculture, as the current surface and coastline occupation by aquaculture activities appears to be limited. The identification of the most suitable areas for freshwater aquaculture will help expanding production while enhancing landscapes, habitats and biodiversity protection. Spatial plans should take into account the environmental services provided by extensive pond-based aquaculture. Target for the Member States: to put in place coordinated spatial planning, including maritime spatial planning at sea basin level, to ensure that aquaculture's potential and needs are taken into account and to secure an adequate allocation of space in waters and land for sustainable aquaculture development.

23. 3. Enhancing the competitiveness of EU aquaculture • EU aquaculture enterprises are faced with different challenges and opportunities requiring tailored solutions, but will all benefit from an improved market organisation and structuring of aquaculture producer organisations. • These are a priority for the reform of the Common Market Organisation(CMO) and for the new European Maritime and Fisheries Fund (EMFF). Production and marketing plans, together with the EU Market Observatory should help aquaculture producers to identify business opportunities and to adapt their marketing strategies. • The growing expectations from consumers for quality and diversity of food products, especially if locally produced, offer new possibilities to give value to the assets of coastal and inland areas. • Business diversification may provide additional sources of income for farmers. For example, the integration with angling and tourism, or the internalization of some upstream or downstream activities, can provide business opportunities for aquaculture producers. • Target for the Member States: • To make full use of the proposed CMO and EMFF to support business growth through adequate allocation of funds to aquaculture including for production and marketing plans and to improve the links between R&D and the industry (especially SMEs). • To support educational & vocational programmes covering the needs of the aquaculture sector.

24. 4. Level playing field. High environmental, animal health and consumer protection standards are among the EU aquaculture's main competitive factors and should be more effectively exploited to compete on the markets. New labelling provisions as proposed in the CMO Regulation may help better differentiation of EU aquaculture products; voluntary certification schemes can also play a role in this context. The development of short food circuits can also give additional value for proximity to high quality and extra- fresh local products • Target for the Member States: • To support the development of producer and interbranchorganisations including at transnational level. This would facilitate collective management and/or self-regulatory initiatives between producers, processors, retailers, in cooperation with consumer associations and NGOs where appropriate. • To support, implement and control labelling requirements and provisions.

25. National Strategic Guidelines at country levelIdentification of ACTIONS These Strategic Guidelines aim to assist the Member States in defining their own national targets taking account of their relative starting positions, national circumstances and institutional arrangements. Case study in Spain Specific strategic lines by countries Legal framework 1 Sectorial planning: site selection 2 Environmental management 3 Animal health and Wealfare 4 R+D+i 5 Training and Education 6 Market and commercialization 7 Image and communication 8

26. a. Legal Framework What is the problem? The existence of a legal and administrative framework for aquaculture is still, to today one of the key elements for the development and consolidation of aquaculture and to guarantee their competitiveness in international markets. How could we to solve it?...possible actions a) Existence of rules and norms which regulate the activity (rules of access to licenses, implementation of the activity, environmental protection and management, promotion, marketing, health and hygiene, status, animal welfare, etc..) b) Distribution and coordination skills. Administrative simplification. Reduction bureaucracy c) Strategic planning and development of public policy and management in aquaculture: aquaculture strategic plans, coastal planning, site selection, crop management plans, ICZM ...

27. b. Spatial Planning and site selection (AZA) What is the problem? • Aquaculture is not yet incorporated in the ICZM. • There are problems of interference and lack of space applications. • In general terms there is no aquaculture planning • There are no studies of specific areas for aquaculture. How could we to solve it?...possible actions • By incorporating aquaculture into coastal management, as well as other existing activity. • To carry out studies of selection of areas to analyze the level of interference and compatibility between aquaculture and other activities. • Develop aquaculture planning in both coastal and inland areas. • Develop setting processes allocated areas for aquaculture.

28. c. Environmental management. What is the problem? • Lack of real knowledge of the environmental effects of the various types of aquaculture that are made. • Absence of specific environmental standards for aquaculture. • Lack of environmental integration of aquaculture. • Lack of standardized guidelines for conducting environmental impact assessments and environmental monitoring of aquaculture facilities. How could we to solve it?...possible actions • Improving research on the environmental effects of aquaculture. • Developing guidance documents for different processes: EIA, EMP. • Improving environmental management by the administration.

29. d. Animal health and wealfare What is the problem? • Lack of complete knowledge about all diseases and health problems which affect installations. • Lack of knowledge regarding to fish walfare. • Complexity in the control of fish and their health status, by source and destination. (health certificate) • Poor flow of information from the companies to the administration. How could we to solve it?...possible actions • Strengthening the role of the HPA as a tool for coordination, monitoring and evaluation of environmental aspects. • Improved knowledge in animal welfare. • Strengthening research for health prevention and treatment of aquatic • Implementation of codes of good health practices and animal welfare in aquaculture farms.

30. Health Protection Association (HPA) Goals for HPA: • Adoption of health measures for the control and prevention of animal diseases of aquaculture species. • Collaboration between partners for the best use of resources and means of production. • Collaboration among partners to promote the sector. • Establishing a mandatory health program by partners, led by a veterinarian specialist.

31. e. Research, technological development and innovation What is the problem? • Scarce knowledge about the capabilities and potential of the Network of R & D + i of aquaculture. • Need for prioritization of research areas, based on the needs of businesses in R + D + i. • Lack of understanding or communication between the research community and the productive sector. How could we to solve it?...possible actions • Increased national funding available for R & D + i. • Enhancing the participation of the Spanish in the field of European research. • Strengthening and enhancing coordination tools existing agents in order to improve communication and promote greater transfer and transparency. • Strengthening partnerships between actors in R & D + i in national aquaculture and Ibero-America.

32. f. Training and specific education/formation What is the problem? • Scarce coordination between supply and demand on education in aquaculture. • Lack of coordination between the educational community and the productive sector to discuss specific needs. How could we to solve it?...possible actions • Need to provide the system with flexibility and agility to adapt to the needs of the sector. • Strengthening distance education. • Increased cooperation and collaboration between training centers, enterprises and social. • Securing funding for current offer graduate programs (Masters and PhD) in aquaculture.

33. g. Markets: marketing, processing and commercialization What is the problem? • Scarce knowledge of the price formation process. • Poor knowledge of consumer habits and product trends • water. • Lack of true sales and marketing strategies of the companies How could we to solve it?...possible actions • Development of pilot projects to promote the diversification of aquaculture products through innovative practices. • Launching valorization initiatives for aquatic products, related to the adoption of collective marks, certified environmental, geographical origin or sustainability. • Recovery International Action Plan with the aim of strengthening the internationalization of Spanish products and processes. • Strengthening the role of strategic partner in Ibero-America

34. h.Communication and Image What is the problem? • Aquaculture does not have a good image in society. • Publicity campaigns on products of aquaculture are scarce • There is no strategy or marketing communication for aquacultur How could we to solve it?...possible actions • Preparation and adoption for the whole sector a communication plan that reinforces the image of Spanish aquaculture sustainability. • Enhancing promotional activities related to outstanding attributes of the activity and its products. • Reinforcement of certification as a tool to provide value-added processes and products. • Strengthening the monitoring and control of labeling.

35. 2.2. Proposal for implementation. Based on the information obtained the work team will propose, well justified and detailed to develop concrete actions to achieve the objectives of the Strategic Plan within the prescribed period (short, medium and long term). ACTIONS • Who is the responsible to do it? • How long time? • How much budget we need? • What is the result? • Which are the recipients? It will be useful to develop a series of fact sheets for every actions to be developed with all the information relating to its application.

36. Examples

37. 2.3.Budget 2.3. Needed Budget for implementation of Plan • Calculation of the necessary investments resulting from the application of the Plan • Estimating the costs associated with that application affecting the sectors involved • Study of the different funding sources, public or mixed (EU funds, state and regional) and private

39. Conclusion

40. Strategic Plan in Andalusia. South Spain Structure and contents Description of the sector. European legal framework. SWOT Analyse. Estimation of the evolution of production by type of aquaculture. Strategic lines. • For each of type of aquaculture estimation were considered three scenarios: • • Continuist • • Optimistic • • Pessimistic. • They have a Plan but: • There is no clear objective • There is no clear scenario for growth

41. Strategic Plan in Morocco • There is clear objective • There is clear scenario for growth • ….but they have not a Plan

42. Strategic Plan In New Zealand? GOAL “THE KEY TO THE FUTURE SUCCESS OF NEW ZEALAND AQUACULTURE IS ONGOING INVESTMENT IN INNOVATION AND KNOWLEDGE AND MAINTAINING NEW ZEALAND’S NATURAL COMPARATIVE ADVANTAGE.” • There is clear objective • There is clear scenario for growth • ….and they have a Plan too.