Why Aquaculture Trials Have Not Been Successful in Tanzania? 119workers had crippled the aquaculture extension services, leading to inadequate
knowledge among farmers. This has in turn led to poor pond construction,
poor quality seed production, poor pond management, and irregular and
incomplete harvest. Low yields resulting from such practices discouraged
farmers, rendering aquaculture a low priority or a secondary activity.
Secondly, was the lack of manpower to manage the sector. Learning from
the past, the Department of Fisheries (DoF) was responsible for development
of aquaculture in Tanzania and prior to 1990 it used to be represented by
Fisheries Officers (FOs) in all regions and districts, down to the village level.
This was the structure through which aquaculture extension was channeled.
However, after 1993, lack of funds necessitated retrenchment of fisheries
officers at division and village levels. Additionally, in 2000, the Regional
Fisheries Offices (RFOs) were dissolved, leaving only District Fisheries
Offices (DFOs) at district level. A common phenomenon, however, was that in
all district councils there was very low priority to aquaculture development,
their main concern being revenue collection. In view of the above, not much
development of aquaculture can be expected through such institutional
channels. Fortunately, changes would be made under the current structures.
Another problem related to control and management. Following
decentralization of 1972, the DFO was answerable to the Ministry of Local
Government and Cooperatives and not to the Ministry of Livestock and
Fisheries Development. This meant that the DFOs were not under the direct
control of the Directorate of Aquaculture (DA). The result was that
management programs proposed by the DA were not fully implemented and
decisions taken are not necessarily in the best interest of fisheries development
(Balarin, 1985). The Ministry of Livestock Development and Fisheries
(MLDF), seeing the shortfalls in the development of aquaculture industry in
later years embarked on a strategy to operate aquaculture as a commercial
enterprise (URT, 2009). This implies that since then it is recognised that
private institutions in collaboration with the government will emerge to supply
the necessary inputs in order to boost the development of aquaculture.
Thirdly, was the inability of the institutions to support aquaculture
development. The main support service expected from the institution includes
research and extension, seed and feed production and supply, disease control
and credit facilities. If these are not properly provided, the long-term viability
of aquaculture will be affected. While acknowledging the potential for success
of aquaculture in Tanzania, Balarin (1985) pointed out that poor institutional
framework, among others, was then the main reason for lack of success. After
development of the NADS of 2009, the situation has improved but there is still