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Figure 4.13 Proposed fish collection centres
Project Overview
There are about nine jetties in LM, the most prominent being the Kenya Ports Authority (KPA) customs jetties on Lamu Island and Mokowe on the mainland94. These two jetties are the busiest recording high numbers of boats carrying passengers and goods. Mokowe jetty is the main gateway to Lamu Island and other islands. Manda jetty connects Manda airport to Lamu Island, Faza Island and the mainland. Besides these, other jetties are found in Mkunumbi, Magogoni, Kizingitini, Mtangawanda, and Matondoni. Landing steps are provided in various locations on Lamu Island, Shela, Kipungani and Mokowe. Jetties around Lamu Island are shallow and only allow for small vessels to anchor, however arrivals and departures are often affected by tides. Larger vessels anchor in the far sea, and operators use small vessels to bring goods closer to the island.
A wide improvement programme is needed to enable jetties to serve current passengers and goods traffic, future traffic generated by the aggregation network (section 4.3.3) and the proposed ferry services (project 16). The key jetties that will interface with ferry services and aggregation network are shown in Figure 4.13.
Figure 4.13 Key jetties along water transport network
Majengo
Mtangawanda
Pate Island Siyu Kizingitini and Faza
Shangarubu
Mkunumbi Mokowe
Matondoni
Lamu
Kipungani Manda Island
94 Lamu County, CIDP (2018). Source: Atkins analysis
Kiunga
Kiwayu
Legend
Short Term Jetty Upgrade
Medium Term Jetty Upgrade
Long Term Jetty Upgrade
Water Routes
A phasing plan should focus first on improving the primary jetties within Lamu Island and Mokowe which mark the main entry and exit points into Lamu. Once developed and operations are streamlined, further growth could be accommodated by upgrading critical jetties based on demand volumes. Complementary facilities to support the function of these jetties should also be considered. This will range from intermodal facilities that interface with land transportation, passenger and cargo facilities, cold storage, refuelling stations and repairing facilities for vehicles and boats.
Location
Lamu Island, Mokowe and Lamu Municipality.
Linkages
> Livestock, Agriculture and Agri-Processing Sector; > Project 16 Ferry services; and > Aggregation models.
Table 4.16 Project 4 summary information
Sub-components
Carry out a demand-supply capacity assessment of the existing jetties and landing site and prioritise upgrades For each of the prioritised jetty/landing sites the following should be considered: 1. Develop the architectural design for new jetties and landing steps 2. Assess the need for supporting infrastructure i.e., fuelling stations, waiting areas, parking spaces for boda boda and donkeys and access ramps for goods and PWDs 3. Conduct an Environmental and Social
Impact Assessment for the proposed jetty project 4. Conduct geotechnical site investigations, bathymetric and hydrographic surveys 5. Seek development approval for relevant authorities for construction of the jetties/landing site Estimated cost (KES range)
Total cost = KES 40 million
Source: Atkins analysis Table 4.17 Project 4 basic analysis and timeline Benefits and impacts
Improved accessibility to the islands and mainland for residents, tourists, fisherfolk, farmers, and suppliers. Accessible options for PWD
Improved goods handling, hence reduced transportation cost Controlled oil spillage with appropriate ancillary infrastructures i.e. fuel stations Kenya Port Authority, Development Partners and LC government Partners and Kenya Port Authority (KPA) LC government Kenya Maritime Authority (KMA) Public Private Partnerships Boat Owners and Operators Associations Maritime logistics companies
Financing options and delivery mechanisms Implementation agency and stakeholders
Challenges
Lack of capacity need assessment for jetties across Lamu Funding constraints High environmental impact associated with reconstruction works Lack of data on volume trends of logistics and passengers’ inflows and outflows from islands and mainland Medium-term
Data gaps Time frame, key dependencies
Source: Atkins analysis
SUED principles for implementation
Climate-resilience recommendations
The principal climate resilience issue is to ensure that jetties and landing sites are designed to consider sea-level rise, avoiding the risk that they gradually become more prone to flooding over their life-time. Jetties can increase the risk of coastal erosion on the down drift side. Measures to armour the coastline may be necessary to control erosion and dissipate wave energy.
Social inclusion recommendations
Accessible jetties and landing sites will contribute to enhancing transportation services in Lamu, hence improving connectivity and fostering economic growth.
> It is recommended that the jetties follow principles of universal design and ensure PWDs accessibility (i.e.: install wide entrances for wheelchair users, ticketing machines at an accessible height, ramps, step-free accesses, adequate signage, and use non-slippery surfaces). Complement these measures by ensuring there are transport options that accessible to PWD; > Ensuring timely communication to local residents and adjacent businesses on the implementation schedule of different projects is recommended in order to mitigate any disruption of traffic, everyday life, and economic activities.
This communication should be in formats and languages that are accessible to all. > Prioritise employment for local communities and SIGs whenever possible. Communicate these opportunities to, and liaise with, existent local NGOs and cooperatives.
Project Overview
The competition for marine and coastal resources and space is increasing around Lamu and is expected to continue to do so, despite the fact that the ocean is still under pressure from pollution, overexploitation and biodiversity loss. This increase in competition will further risk conflict and degradation of resources. To support decision-making about the sustainable management of the marine space at the County level, one option could be the development of a Marine Spatial Plan (MSP) pilot project for Lamu, that would complement the existing County Spatial Plan, forming a natural continuation seaward from the coastline. This MSP would strengthen ocean governance and reduce conflict between the numerous activities and users of the sea, such as tourism, fisheries, marine transport, conservation, or mariculture. The MSP will provide the necessary framework for planning and regulatory efficiency, while safeguarding valuable marine habitats and ecosystem services. This would be the first Marine Spatial Plan in Kenya. Any lessons in design and implementation of a pilot MSP in Lamu could be adjusted, replicated, improved, or expanded in Mombasa, Kilifi, Tana River, and Kwale.
The MSP for Lamu could outline, for example, significant and potential areas for underwater natural values and cultural values, energy production, fishing, aquaculture, shipping and tourism, as well as guidelines for long-term sustainable development. This should not be intended to reserve areas for a particular purpose and should not be interpreted as such, but rather to guide environmentally-sound development of activities. The aim would be to reconcile the needs of different sectors of the Blue Economy operating in the marine environment and thus enhance the management of maritime industries and the state of Lamu’s valuable marine environment. To develop an MSP for Lamu, the marine spatial planning process should be participatory and involve wide community engagement, in order to be inclusive and equitable in the distribution and maximisation of space and benefits to all groups, including those traditionally underrepresented in decision making such as youth. This consultation should be developed in extensive cooperation with various national and local stakeholders involved in the blue economy and the management of Lamu’s ecosystems – including the LAPSSET Corridor Development Authority, Kenya Ports Authority, Lamu government agencies, NGOs and other community and civil society organisations. If stakeholders are involved within the design and development of the MSP for Lamu, it will have higher acceptance and success.
Development of the MSP should include the application of an ecosystem approach, based on goals related to the marine environment and linked to the SDG14 ‘Life under water’. Such goals should determine growth limits for operations in Lamu’s marine areas, as well as ensuring the sustainability of its maritime activities. In order to mitigate impacts upon the County’s marine resources, the interaction between its Blue Economy sectors and the environment should be assessed, as well as the interaction between sectors. This will require a comprehensive understanding of Lamu’s socio-ecological system, including a detailed knowledge base regarding the marine environment and the pressures to which it is exposed. Stakeholder involvement will therefore be important in terms of collecting a sufficient knowledge base, ensuring transparency, communicating uncertainties and mitigating conflicts between sectors early on in the process.
The outcome will be that the use of coastal and marine resources and space continue to support Lamu’s Blue Economy development while integrating sectoral activities and contributing to social inclusion.
The MSP pilot project for Lamu, should be aligned with marine spatial plans developed for neighbouring regions, and integrate with the National Spatial Plan (2015) that covers the entire territory but also 21 km2 of Kenya’s Exclusive Economic Zone.
The project has four phases:
1. MSP initial preparation – In this phase, the public is informed of the intention to develop an MSP for Lamu, that will complement the existing CSP (2016-2026).
This is intended to allow people and communities to organise themselves to be involved in the coming development and implementation of the MSP. During this stage a lead organisation should be identified through a consultative process. 2. MSP development process – This phase involves the definition of principles and objectives for the MSP, and the data collection and analysis of the existing environment, to support the design of future scenarios and the necessary regulatory instruments. Once data of the existing marine and coastal resources and human activities has been collected and formatted, it should be displayed in a draft map covering the geographical scope area of the MSP pilot, to facilitate stakeholders’ visualisation and analysis of potential conflicts and future scenario formulation.
Every MSP development process is different, and it is likely that more than one draft of the MSP will be developed and put to public consultation through which it will be progressively refined. 3. MSP formal adoption – The MSP needs to be formally adopted by the authority that will oversee the implementation of the plan and published in the official gazette. It is recommended that the publication of the adoption of the final MSP is also carried out through complementary means, such as local newspapers or the civic centre. 4. Implementation, monitoring and enforcement – The final phase involves the enforcement of the regulations derived from the MSP for the different areas and activities taking place in the marine environment. The MSP will be accompanied by a series of approved guidelines, policies, and regulations that will need to be monitored and enforced. Finally, after a period of monitoring and implementing the MSP, the plan should be reviewed, and adjusted, if necessary, to account for new activities, needs and regulations. The period of review should be established as part of the MSP participatory development process.
Location
The MSP pilot would cover Lamu County, including the archipelago, and the marine area around the LAPSSET Corridor development. However, the final design and geographical coverage of the pilot should be agreed in the MSP development phase.
Linkages
> Linkage to Blue Economy Innovation and Training Centre
Project 6; > Linkage to Mangrove Restoration Project 2; > Linkages to Upgrading of Landing Sites and Jetties
Project 4; > Linkage to Ferry Services Project 16; > Linkage to Training and Capacity Building initiatives (several actions under section 4.3.1); > Linkages to Aggregation Model (section 4.3.3); > Linkages to Lamu Old Town Waterfront development
Project 9; and > Linkage to Development of Tourism Offer (section 4.4.1)
Table 4.18 Project 5 summary information
Sub-components
MSP initial preparation Public communication MSP development process Identify lead organisation Define principles and objectives Data collection Mapping of marine and coastal resources, and human activities Stakeholder consultation Draft Marine Spatial Plan More stakeholder consultation MSP formal adoption Recognition by competent Implementation Monitoring Enforcement Periodic review of the MSP Estimated cost (KES range)
Total cost = KES 550 million Benefits and impacts
It is likely that this project will contribute to the development and economic growth of: sustainable tourism, fisheries, aquaculture and mariculture, development of marine renewable energy, maritime transport, and conservation efforts Greater planning certainty to attract investor opportunities International Donors / IFI Central government Co-finance public sector at County level Implementation agency / leading partner: County government of Lamu with external support Supporting stakeholders including: Non-governmental Organisations Community-based organisations Kenya Maritime Authority Kenya Wildlife Service Kenya Navy Kenya Marine and Fisheries Research Institute Survey of Kenya National Land Commission Ministry of Environment and Forestry National Environment Management Authority LAPSSET Ministry of Tourism Private sector Others
Table 4.19 Project 5 Basic analysis and timeline
Challenges
Limited capacity at local level to carry out MSP development and implementation Potential for some stakeholders influencing the MSP over others if the process is not equitable and transparent Mandate for institutions and organisations involved in the MSP implementation should be clear and specific to ensure institutional liability and accountability (see example below)* Focus on terrestrial planning and limited knowledge on marine planning activities Limited environmental data and information available
Limited regulatory harmonisation Medium term three to five years
Financing options and delivery mechanisms Implementation agency and stakeholders
Data gaps Time frame, key dependencies *For instance, in the past (2006), Kenya Wildlife Services has had the mandate to manage Kenya’s marine parks and reserves while the Fisheries Department oversees the exploitation and management of the fisheries within the marine parks and reserves. In this scenario, it is notable that while the Fisheries Department promotes sustainable use, Kenya Wildlife Services only allow preservation. This conflict in the management approach has resulted in confusion on the ground in terms of what activities to permit and what to prohibit95 .
SUED principles for implementation
Climate resilience recommendations
The MSP process should include climate change and its potential impacts to Lamu as an integral part of the mapping and formulation of future development scenarios and should be embedded from the start.
Climate change will affect the quantity and distribution of marine and coastal resources in LC, with increases in ocean temperatures, changes in storminess, and potential changes in currents and upwelling, all changing the mix of resources available, as well as the level at which they can be sustainably harvested. There is a need, therefore, to include different scenarios of change as part of the development of the MSP, and to include consideration of climate change as part of the adaptive management approach taken.
95 Swanson, R., Menczer, K., and Michaels, G., (2006), Kenya Forest and Coastal Management Programs: Mid Term Evaluation. USAID
Social inclusion recommendations
The MSP process should:
> Involve wide stakeholder consultation and offer engagement opportunities to SIGs and other marginalised groups who may have lower levels of representation or face barriers to access traditional consultation events. Ensure publication of notices for participation and review of the draft MSP are displayed at the local level, in a format and language accessible to all, to enable equitable access; > Be transparent during the entire design and planning process. Develop community co-management agreements with the government for specific areas of coastal resources; and > Support capacity-building of communities to increase the level of engagement in the MSP and empower them. Case Study 4.11 - Ecosystem-based approach to Integrated Marine and Coastal Environment Management (EIMCEM) - Marine Spatial Planning pilot project in Ghana96
The pilot project in Ghana involves analysing and allocating space for economic activities, ecosystem services and conservation values in Ghana’s maritime area, to achieve the economic objectives set by the country’s medium-term economic policy.
The project’s overall goal is to contribute to sustainable economic growth by ensuring an integrated management of Ghana’s coastal and marine environment. This is being done by strengthening national capacity for ecosystem-based management of the marine and coastal environment by preparing a state of the marine environment report, as well as by developing a marine spatial plan for the country’s territory waters. In addition, a transboundary objective entails collaboration with Ghana’s neighbour to the West, Côte d’Ivoire, in a process that could be replicated around the continent.
96 Mami Wata, Ecosystem-based approach to integrated marine and coastal environment management (EIMCEM) (2018), Available at: Ghana Pilot Project – Project description – The Mami Wata Project, (Accessed: 20/12/2021).
Case Study 4.12 - Implementation of Integrated Coastal and Marine Spatial Planning of Bontang, Indonesia97
In 2012, the new integrated spatial plan of Bontang City in Indonesia, was adopted by the local parliament and has been implemented in stages. It now includes both land and marine areas with its mangroves, coral reefs and seagrass beds located within four miles of the shoreline. It is the first example of the implementation of the Indonesian Law No 26/2007 on Spatial Planning and Law No 27/2007 on Coastal Area and Small Islands Management to be applied in coastal districts/ cities in Indonesia.
97 Mami Wata, Implementation of integrated coastal and marine spatial planning of Bontang (2015), Available at: Implementation of Integrated Coastal and Marine Spatial Planning of Bontang – The Mami Wata Project, (Accessed: 20/12/2021).
Project Overview
With maritime activities projected to grow, there is an increasing need to provide adequate maritime training and qualifications to fill jobs locally. The introduction of new technologies (e.g. renewable energies, new fishing methods) and larger vessels (e.g. container ships, ferries), together with additional requirements to comply with multilateral agreements (e.g. waste water, safety at sea, etc.), require an ‘upgrade’ and update of skills and knowledge of the local and regional human capital.
Currently there are limited training opportunities in LC. As a result, people have to travel to Mombasa, Nairobi, Watamu or Kisumu to access training courses linked to the Blue Economy and maritime sector.
A Blue Economy Innovation and Training facility which offers upskilling of traditional learning curricula and includes highly relevant maritime topics such as vessel servicing, renewable energy (e.g. salt water air conditioning, photovoltaic panels, electric water taxis), coastal risks and climate change could create sustainable jobs (with a focus on youth, and potentially on women), and support economic sectors across the County. The Innovation and Training Centre could foster youth’s entry into maritime jobs, and lead to sustainable economic growth of the Blue Economy sectors in Lamu, in areas such as tourism, fisheries, maritime transport, port operations, inter-island ferries, maritime surveillance, mariculture, environmental monitoring and marine habitat protection.
This new learning centre would offer an environment that encourages and enables the development of new techniques and innovation, and could include the following areas of focus:
> Ocean monitoring – learning about ocean health / water quality to inform decision making and conservation initiatives such as mangrove management, dredging, coral reef diversity and restoration, among many others. Training in monitoring of sea level rise, ocean acidification, and other effects from climate change to inform decision-making can be supported by the Association of Commonwealth
Universities and international agencies, such as the UK
National Oceanography Centre; > Integrated mariculture system – the adoption of new mariculture practices that are ‘clean’ and sustainable and aligned to the local demand, exploring the use of by-products from agriculture, such as the use of coconut husk or bagasse. Products from the integrated mariculture systems could also be used to support the agriculture sector as natural fertilizers, thus minimising potentially harmful runoff from entering the marine system; > Blue carbon valuation – data collection of seagrass beds and mangroves to quantify carbon storage could help value conservation projects and support the national greenhouse gas inventory. Ecosystem services valuation of terrestrial habitats has been a source of financing for some time, which now has potential to be expanded into the marine and coastal habitats; and > Sustainable fishing practices – development of new techniques, management approaches and use of alternative materials could benefit and grow the artisanal fishing sector, potentially enabling it to expand activities further offshore over deep water, and also making it more resilient to climate change and economic shocks. This can be supported by training in fish stock assessment and the development of a Sustainable Fishing Management Plan.
Training and learning courses can be tailored to specific, contemporary needs and run on a demand-led programme. Additionally, there is potential for the training to be linked to education programmes from the national education centres, such as universities in Nairobi, while placing the facility in Lamu Island, which offers an opportunity for decentralisation and has economic expansion plans driven by the LAPSSET Corridor development which will require skilled labour in numerous areas. Furthermore, the new Blue Economy Innovation and Training Centre could complement the work currently being carried out by: > the Institute of Chartered Shipbrokers in Mombasa, which covers a wide range of maritime disciplines but focuses on freight and port operations (agency work, surveying broking, insurance, ship operations, etc.); > the Indian Ocean Maritime Training Centre in Watamu, which focuses on boat handling and vessel safety courses; and > the Kisumu Marine School in Lake Victoria, which provides education and training for professionals and technicians in a variety of maritime aspects.
If successful, the Blue Economy Innovation and Training Centre could provide much-needed training and capacity building at the national and regional level to support both current and future needs of the Blue Economy, with the potential to increase upstream and downstream benefits (e.g. students from the interior requiring accommodation, travel, etc.), ‘exporting’ trained staff to other coastal localities or African countries. Importantly the Blue Economy innovation and training centre should also create an enabling space to support new and innovative ideas and approaches to enhance sustainability and added value of local Blue Economy sectors.
The project has four phases:
> Feasibility study to establish the blue economy innovation and training centre in Mokowe; > Location selection and design (could be an existing facility); > Facility establishment (either re-conditioning of an existing building or a new building and incorporation of innovative approaches to make it as energy efficient and sustainable as possible); and > Curricula design (based on most pressing need / demand in the Lamu County).
Location
The new Innovation and Training Centre could be located in Mokowe, where it will benefit from the proximity to the services of town, such as transport links to facilitate students access to their training courses.
Linkages
> Linkage to Ferry Services Project 16; > Linkage to Marine Spatial Planning Pilot Project 5; > Linkage to Mangrove Restoration Project 2; > Linkage to Solar Desalination Project 17; > Linkage to Training and Capacity Building initiatives (several actions under section 4.3.1); > Linkages to Lamu Old Town Waterfront development
Project 9 (e.g. ‘living’ quay walls); > Linkages with the Fish Processing VC opportunity (section 4.3.4); and > Linkage to Development of Tourism Offer (section 4.4.1).
Table 4.20 Project 6 summary information
Sub-components Estimated cost (KES range) Benefits and impacts Financing options and delivery mechanisms Implementation agency and stakeholders
Feasibility study to establish maritime Innovation and Training Centre in Mokowe Location selection and design (could be through refurbishing of an existing facility) Facility establishment Curricula design (based on most pressing need / demand in Lamu area) Total cost = KES 1 billion It is likely that this project will help to contribute to sustainable tourism, fisheries, maritime transport, conservation efforts and renewable energy initiatives The tourism sector is an important contributor to the national economy (c. 8% of GDP in 2019)98 Women constitute 52% of total employment in services, including tourism99 Fishing annual turnover is over KES 1.5 billion for Lamu County100 The centre could be financed through a mix of donor/IFI funding for the establishment of the facility, followed by a funding blend from a private public partnership (PPP) (including academia) for demand-led courses and centre’ operation Funding through development partners Operation through PPP with one of Kenya’s universities
Support from NGOs on specific learning topics, for example mangrove conservation, sustainable aquaculture, etc. Employ local SMEs for boating services, centre maintenance, catering
Table 4.21 Project 6 Basic analysis and timeline
Challenges
Find a suitable place to host the Blue Economy Innovation and Training Centre Develop a curriculum that responds to the specific needs of the communities and receives a critical mass of students Potential locations for the centre
Capacity of self-finance of the centre One to two years (start) Three years onwards (operation)
Data gaps
Source: Atkins analysis Time frame, key dependencies
98 World Travel & Tourism Council, Kenya – 2021 Annual Research: Key Highlights (2021) 99 KNBS, Economic survey 2017, Women and Men in Kenya facts and figures (2017). 100 Lamu County, CSP (2017)
SUED principles for implementation
Climate resilience recommendations
The new Blue Economy Innovation and Training Centre should integrate climate change resilience within all its training modules and courses as a principle.
Social inclusion recommendations
Consultations in Lamu Municipality have indicated that a lack of adequate skills is one of the main barriers SIGs face to engage, or when engaging, in the Blue Economy. Learning, innovation and training opportunities have the potential to create local jobs while acting as a regional centre to support development of skills in emerging Blue Economy areas, such as mariculture or marine renewable energy. They could also strengthen job security in traditional Blue Economy sectors, such as fishing and maritime transport.
To maximise benefits for local communities, SIGs and other marginalised groups, however, it is recommended that:
> The curricula focuses on providing courses and training that target SIGs and other vulnerable or underrepresented groups to increase their participation and skills. In this vein, it is recommended to develop affordable options for low-income communities such as the ILO’s
C-BED programme101; > Training venues, materials and information about available courses are made accessible to all. For example, venues should consider principles of inclusive design and ensure materials are in an accessible format and language; and > Develop awareness sessions at the community level and within the centre on gender awareness to work towards progressively tackling taboos and social norms that prevent women’s participation the sector. This training has also the potential to improve the health and safety of those engaging in fishing activities as well as fish consumers. For example, training in sustainable fishing practices could also include training that targets adult and young men who currently engage in fishing and related activities (boat owners, fishing crews) to sensitise them about predominant risks and possible actions to improve health and safety in the sector and measures that can be taken to ensure hygienic standards of fish. These training opportunities should be also used to sensitise, discuss, and understand ways to prevent, gender-based violence (GBV) in the sector.
101 International Labour Organisation, Community-Based Enterprise Development (C-BED) (2015), Available at: https://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/documents/ publication/wcms_372761.pdf, (Accessed: 20/12/2021).
Case Study 4.13 - Antigua and Barbuda Centre of Excellence in Oceanography and the Blue Economy102
In 2021, the Commonwealth Blue Charter Action Group on Sustainable Blue Economy, the University of the West Indies, the Association of Commonwealth Universities, and the Government of Antigua and Barbuda established a new Centre of Excellence in Oceanography and Blue Economy, in the University of West Indies Five Islands Campus in Antigua and Barbuda.
The centre aims to advance intellectual progress and strengthen institutional capacity in the areas of Blue Economy and marine science for the Caribbean region. As part of the Commonwealth Blue Charter, Antigua and Barbuda, alongside Kenya, co-champion member-driven actions that encourage better stewardship of the ocean’s ‘blue resources’ and marine environment.
The centre will draw on the private sector, industry and academic expertise to demonstrate the strengths of collaboration and best practice in Blue Economy activities. The centre will be supported by the Association of Commonwealth Association, to which many Kenyan Universities belong, including the Kenyatta University, Kibabii University, Kisii University, Machakos University, Maseno University, Moi University, South Easter Kenya University, Strathmore University, University of Nairobi, the United States International University (Africa), and the Technical University of Kenya.
102 The commonwealth, New Caribbean centre for oceanography, blue economy welcomed (2021), Available at: New Caribbean centre for oceanography, blue economy welcomed | The Commonwealth, (Accessed: 16/12/2021).
4.3.3 Sea-based aggregation model
The Fisheries and Marine sector is supported by various stakeholders including fisherfolk, fish traders, boat owners and fish processors. The management and regulation agencies include beach management units (BMUs) and a fisheries department. Most of the fishing communities in LC are in remote area at considerable distance from markets. Currently fisherfolk use small boats such as rowing boats, traditional dhows or medium-sized boats. The typical capacity of these boats range between 50 to 400 kg. Fish catch suffers perishability problems and requires cold storage. Due to poor onboard cold storage facilities fishing boats are usually out at sea for less than a day and sell their day’s catch directly to larger 30 to 40 tonne vessels with onboard cold storage anchored at either Kiunga or Kiwayu or seven to ten tonne boats anchored at Faza and Shangarubu. Sales are usually done on order, but fisherfolk can sell directly at a negotiated price. Once full, the large boats travel down to Lamu and Mokowe where they sell their catch.
Locating collection centres with solar powered cold storage and ice-making systems in strategic locations (as described in Project 3) along the water transport route is critical. There is a small-scale ice producer at Faza that supplies local fishing boats with ice, but major ice producers are in Lamu Island which is the primary source of ice for large boats. However, their capacity is limited, and large boats can go as far as Mombasa to restock ice. The only cold storage located along the water route can be found at Kiwayu, with a capacity of one tonne and primarily serves small catch and products to supply the local markets. Once fish is landed at the main markets on Lamu Island and Mokowe, the cold chain breaks where there is a great need for cold storage. Nine fish collection centres are identified as necessary along the water route, where there are pre-existing fish markets and produce aggregation activities. These are Kiunga, Kiwayu, Kizingitini, Shangarubu, Mtangawanda, Lamu Town, Mokowe, Matondoni and Kipungani as shown in Figure 4.14. The network will need to be complemented with a series of infrastructure facilities to become functional:
> Cold chain storage from the moment fish is caught together with careful handling will be critical to minimizing spoilage.
On-board cold storage will be required on fishing boats.
Currently caught fish is stored in iceboxes until the boats return to shore. As fishing boats can be out at sea for long periods of time before catching enough fish to sell, the quality of fish can be severely compromised as these facilities cannot maintain temperature for prolonged periods. Expansion of ice production facilities at Faza are necessary as well as introduction of similar facilities at
Kiwayu and Kiunga to support the larger vessels that anchor at these locations; > Cold storage infrastructrure at Faza, Kiwayu and Kiunga to serve small catch and product destined for local markets could be considered and expanded based on the growth of the aggregation network; > Collection vessels with cold storage to aggregate from the collection centres will be required to meet the daily fish demand. The collection vessels will be required to do
‘milk runs’ from smaller vessels and collection centres to aggregate the required daily volumes. Currently, there are large vessels docked at Kiunga, Kiwayu, Kizingitini, Faza and
Shangarubu thata serve as mobile cold storage facilities and handle the bulk of fish sold in the area, however they take approximately three days to fill and transport fish to markets. Planned fishing markets at Faza and Kiunga and the processing plant in Mokowe will increase the number
