ESD Reporting And Assessment Subprogram: A Social Assessment Handbook For Use By Australian Fisheries Managers In ESD Assessment And Monitoring
Funder
Fisheries Research and Development Corporation
Funding Amount
$132,264.00
Summary
Social assessment is an area of fisheries management that has received little attention and has been identified as a priority by the Standing Committee on Fisheries and Aquaculture (SCFA). Assessing social impacts can inform the choice between management options that have similar resource and economic outcomes, but which may have significantly different social impacts. Additionally, understanding the social implications of fisheries management decisions or policy approaches may enable co-ordin ....Social assessment is an area of fisheries management that has received little attention and has been identified as a priority by the Standing Committee on Fisheries and Aquaculture (SCFA). Assessing social impacts can inform the choice between management options that have similar resource and economic outcomes, but which may have significantly different social impacts. Additionally, understanding the social implications of fisheries management decisions or policy approaches may enable co-ordinated government approaches that eases transitions associated with any structural adjustment processes in the industry.
The project will produce a Handbook that will enable all Australian fisheries to finalise their SCFA assessment process using an approach to social assessment that is consistent with the issues and values articulated in Section 6 “Impacts of the Fishery on Community Wellbeing” and Section 7 “Impacts of the Fishery on National socio-economic benefits”. The Handbook will provide a social assessment framework and guidance on methods/approaches for each stage of a social assessment that will assist practitioners to develop skills and confidence to undertake or commission assessments. Use of the Handbook will also facilitate increased awareness of potential social impacts and improve the planning and management of social impacts, amongst fisheries managers. This project includes a case study to trial the Handbook and will provide an illustration of the application of social assessment principles and practices.
The Handbook will be useful to both fisheries managers, to facilitate resource use decisions, and to the industry through providing a further basis for discussion and negotiation around resource use and access. Objectives: 1. Provide a user friendly “how to” Handbook for practitioners that will include:1) A framework outlining the scope and content of social assessments for fisheries management;2) Describe the range of methods or approaches that can be employed at different stages of a social assessment; 3) Provide an assessment of the relative strengths and limitations of different methods and approaches; 2. Undertake a case study to1) Refine and trial the social assessment principles and approaches contained in the Handbook;2) Modify the Handbook where necessary for final publication, to ensure ease of use by both fisheries managers and industry. Read moreRead less
Tactical Research Fund: Development Of An Industry Representative Framework For Co-management In NSW Fisheries
Funder
Fisheries Research and Development Corporation
Funding Amount
$38,800.00
Summary
At present there is no established body for commercial fishers in NSW that can claim to be a representative body of all or at best the majority of fishery licence holders. The PFA currently represents 340 voluntary commercial fishers (approx 1/3 of the industry).
In order to meet the requirements for a representative body to service the industry's licence holders through the reform process and future proposed co-management processes, being established in NSW, it is necessary to develop ....At present there is no established body for commercial fishers in NSW that can claim to be a representative body of all or at best the majority of fishery licence holders. The PFA currently represents 340 voluntary commercial fishers (approx 1/3 of the industry).
In order to meet the requirements for a representative body to service the industry's licence holders through the reform process and future proposed co-management processes, being established in NSW, it is necessary to develop a framework for licence holder and regional engagement.
There is a need to engage the industry in the development of the industry's component of the co-management framework and to establish the operational requirements of the representative body that services those industry structures and processes, as no such structures and processes exist at present that meets either the Government's or the Industry's requirements.
It has been identified by the Independent Report of the NSW Commercial Fishing Industry and the Government's response to this report that there is a critical need to have a co-ordinated and regional approach to engaging licence holders and fishery sector interests. This is significantly highlighted in discussions of the NSW industry need for co-management arrangements to be developed.
The PFA wishes to ensure that, if it was to modify its structure in response to the NSW Government consultation contract, it does so with an effective and robust governance structure that addresses the needs of the industry and the requirements of the NSW Government.
Objectives: 1. Review the legislative requirements for a representative body under the co-management framework against the current organisational governance arrangements of the PFAI 2. Engage NSW Fisheries and the PFAI to ensure any structures meet their needs and expectations for the representative body 3. Engage licence holders and regional industry groups in the development of models for industry engagement at a local, regional and statewide level 4. Develop governance structures and processes that will deliver the necessary level of industry engagement to ensure the co-management processes have credibility 5. Develop communications processes that will enable effective flow of information to and from licence holders to ensure the integrity of any outcomes or recommendations fed into the co-management process 6. Recommend any governance or institutional changes needed to meet requirements for the separation of the member based representative body roles from the services provided under the co-management process Read moreRead less
Review the preconditions and the underpinning industry and government structures necessary for the successful implementation of co management Objectives: 1. To investigate the resilience of the various co-management approaches to a changing fishing operational environment (biophysical and socio-governance) 2. To look at the lessons learnt, and the challenges arising from, the implementation of co-management in all jurisdictions; with a view to identifying positive and negati ....Review the preconditions and the underpinning industry and government structures necessary for the successful implementation of co management Objectives: 1. To investigate the resilience of the various co-management approaches to a changing fishing operational environment (biophysical and socio-governance) 2. To look at the lessons learnt, and the challenges arising from, the implementation of co-management in all jurisdictions; with a view to identifying positive and negative drivers 3. To assess the skill sets needed to successfully implement co-management 4. To assess how to resource co-management once the fishery has moved past the RD&E phase 5. To identify the relevant RD&E questions to inform future investment 6. To document recommendations for the future implementation of co management Read moreRead less
Aquatic Animal Health Subprogram: Technical Guidelines For The Translocation Of Live Aquatic Animals
Funder
Fisheries Research and Development Corporation
Funding Amount
$18,000.00
Summary
There is an existing National Policy for the Translocation of Live Aquatic Organisms. published by the Ministerial Council of Forestry, Fisheries and Aquaculture (1999). This provides the policy basis for translocation within Australia. Industry concern about the practical processes for achieving translocation approval lead to the funding of FRDC 2002/080. In addition, recent concern among jurisdictions over VER outbreaks has emphasised the need to develop technical guidelines to underpin test ....There is an existing National Policy for the Translocation of Live Aquatic Organisms. published by the Ministerial Council of Forestry, Fisheries and Aquaculture (1999). This provides the policy basis for translocation within Australia. Industry concern about the practical processes for achieving translocation approval lead to the funding of FRDC 2002/080. In addition, recent concern among jurisdictions over VER outbreaks has emphasised the need to develop technical guidelines to underpin testing, as well as policy guidelines, for finfish. Objectives: 1. To progress a common approach to the translocation of live finfish across Australia for aquaculture and restocking purposes. Read moreRead less
Indigenous Fishing Subprogram: Business Opportunities And Impediments For Aboriginal Community Development In Supportive Fishing Industries In The Roper River To Robinson River Area Of The Northern Territory
Funder
Fisheries Research and Development Corporation
Funding Amount
$87,360.34
Summary
Aboriginal communities have property rights for 85% of the Northern Territory’s coastline, with respect to the Aboriginal Land Rights (NT) Act 1976. This significant asset that is unique to the rest of Australia provides an important opportunity for communities to create niche markets and build their capacity around providing services to and engaging directly in the fishing and seafood sectors. However, these mostly remote Aboriginal communities have limited capacity to access to services and ex ....Aboriginal communities have property rights for 85% of the Northern Territory’s coastline, with respect to the Aboriginal Land Rights (NT) Act 1976. This significant asset that is unique to the rest of Australia provides an important opportunity for communities to create niche markets and build their capacity around providing services to and engaging directly in the fishing and seafood sectors. However, these mostly remote Aboriginal communities have limited capacity to access to services and expertise that is needed to assist them in their planning and development of commercial interests.
The Aboriginal led Wurrahiliba Management Committee for the region from Roper River to Robinson River in the Gulf of Carpentaria has identified a clear need for instruments that will assist the local community in developing sustainable and low risk business investments that enhance local fishing activity and community participation through jobs and enterprises. Any achievements toward this will assist Aboriginal communities in realising the benefits from their unique property right.
While the focus of the project is in the Gulf region, the approach taken in addressing local needs would easily transfer to other regions, both in the Northern Territory and nationally. The tools applied to build the capacity of Aboriginal people in determining business opportunities provides a useful model that could be reshaped, based on local aspirations, and applied in other regions where communities are similarly struggling to consolidate ideas and identify the steps and support services necessary to start up small business in supporting local economies generated by fishing and seafood sectors.
Objectives: 1. The overarching objective is to build the capacity of the Wurrahiliba Management Committee ina. identifying well founded opportunities to grow local fishing sector economies b. realising impediments and c. developing a strategy of steps to bring opportunities to fruition. 2. Ensure community based planning approaches inform the project and meet specific needs of the community, particularly Aboriginal social and cultural aspirations in fishing and seafood sectors which are often missed in mainstream planning stages. 3. Support best practice through informed consent from Traditional Owners in all stages of enterprise development on their land and tidal waters. 4. 3. Develop Traditional Owners networks with fishing industries, local Aboriginal Ranger programs, local business, relevant agencies and other stakeholder interests. 5. 4. Facilitate robust communication and relationship building among Traditional Owners and stakeholders through forums and consultations. 6. 5. Raise community awareness through networks and communication materials. 7. 6. Support a consultative process that facilitates the mapping of existing local fishing activity and services and identifies needs as well as new opportunities and gaps. 8. 7. Refine interests into potential business scenarios that can be used in a second phase of this project which is to develop and test the feasibility of business cases. 9. 8. Develop a report for the community that will provide a legacy product to assist the Wurrahiliba Management Committee in setting priorities and developing its interests over the next 10-15 years. Read moreRead less
Given increasing complexity in fisheries management and additional scrutiny on managers, there is a need for fisheries managers from the different jurisdictions to meet as a group to exchange ideas and initiatives and build networks. The Australian Fisheries Management Forum (AFMF), comprised of the respective heads of Commonwealth and State/Territory management agencies, supports the need for such a forum.
Similar cross-fertilisation forums exist between researchers through the Austral ....Given increasing complexity in fisheries management and additional scrutiny on managers, there is a need for fisheries managers from the different jurisdictions to meet as a group to exchange ideas and initiatives and build networks. The Australian Fisheries Management Forum (AFMF), comprised of the respective heads of Commonwealth and State/Territory management agencies, supports the need for such a forum.
Similar cross-fertilisation forums exist between researchers through the Australian Society for Fish Biology (ASFB) and the National Compliance Committee for compliance officers.
It has been a considerable period since fisheries managers workshops were last held. Previous workshops occurred in the 1980s and early 1990s. In March 2014, a two-day national fisheries management workshop was held in Adelaide at the South Australian Aquatic Sciences Centre. This workshop was overseen by the AFMF’s Fisheries Management Sub-Committee (FMSC), with funding support from the Fisheries Research and Development Corporation (FRDC). Recommendations arising from this workshop included convening a subsequent fisheries managers workshop in 12-24 months and the formation of an Australian Professional Fisheries Management Society.
As an interim arrangement pending the potential formation of a professional fisheries managers society as a chapter of ASFB, the FMSC has agreed to hold another fisheries managers workshop, which Queensland will host in October 2017.
Future workshops will be held to coincide with ASFB annually (starting in 2018). Objectives: 1. Hold workshop to solidify the fisheries management working group as part of AFMF Read moreRead less
Tactical Research Fund: Topping Up The "Crystal Bowl" For Barramundi
Funder
Fisheries Research and Development Corporation
Funding Amount
$62,000.00
Summary
Application 2010/018: A "Crystal Bowl" for Barramundi was submitted to the FRDC 2010 round. While the application was rejected the Board indicated it was sympathetic to the approach described and suggested further discussion with Recfishing Research in the development of any future application. It is proposed that a further application be developed for the FRDC 2011 round addressing the issues raised by the Board.
The "Crystal Bowl" concept will underpin any move to regional management ....Application 2010/018: A "Crystal Bowl" for Barramundi was submitted to the FRDC 2010 round. While the application was rejected the Board indicated it was sympathetic to the approach described and suggested further discussion with Recfishing Research in the development of any future application. It is proposed that a further application be developed for the FRDC 2011 round addressing the issues raised by the Board.
The "Crystal Bowl" concept will underpin any move to regional management which is dependent on fine scale data collection on Barramundi in the Fitzroy River system and remains pivotal to the further development of the concept.
Data collected will also be used as baseline data for two coal port developments proposed by Xstrata for the Fitzroy River. These proposals are in their early stages. One proposal at Balaclava Island at the mouth of the river could impact on Barramundi and Threadfin spawning grounds and the other to barge coal down the Fitzroy River will significantly disrupt fishing activities. Discussions are underway with consultants for Xstrata to establish a monitoring program however this is unlikely to commence until the project are approved.
The data required is commercial catch, recreational catch and recruitment. Also required are the environmental conditions including connectivity of wetland lagoons, river flows and rainfall.
Data on commercial catch is available from Fisheries Queensland. CapReef, a community based monitoring program, has collected data on recreational catch since 2007 and recruitment since 1999. A further application for the "Crystal Bowl" will not be submitted until November 2010 and if approved would not commence until around June 2011. Objectives: 1. Collection of commercial catch and recreational catch data for the Fitzroy River in 2010-11 2. Collection of Barramundi recruitment and environmental data for the 2011 recruitment season from January to April 3. Use of that data in the development of commitment to local or regional management among local stakeholders and as baseline data for estimating the impact of proposed coal port developments for the Fitzroy River Read moreRead less
The WRL industry needs to adopt new digital technology to benefit from the digital economy and ensure industry is efficient, highly productive and world-leading in all its management practices and policies. This is fundamental to achieving the WRL Strategic Plan objectives and aims to develop the western rock lobster industry’s competitiveness in digital technologies and ensure that the industry can draw the full benefits from digital innovation.
Discussions on 2017/18 research prioriti ....The WRL industry needs to adopt new digital technology to benefit from the digital economy and ensure industry is efficient, highly productive and world-leading in all its management practices and policies. This is fundamental to achieving the WRL Strategic Plan objectives and aims to develop the western rock lobster industry’s competitiveness in digital technologies and ensure that the industry can draw the full benefits from digital innovation.
Discussions on 2017/18 research priorities and potential areas for collaboration were discussed extensively at the FRDC Annual Stakeholder Workshop in August 2017 with digital technology a commonality across all groups, including scoping data collecting and analysis innovations for policy, management and operations; New apps for commercial recreational catch, management, markets and effort; and Monitoring and sensor (environment to consumers).
There is a need for the WRL to seek expertise to create a new digital platform that will be capable of adding new modules and applications in to the future as required as well as interoperability with other systems. Industry wants to generate and manage its own data (noting that it will make every effort to be compatible with a national industry data management project) and supply the requested data to government when it is required and in the appropriate form. This will require trust but industry needs to accept this responsibility if it wants to act fast and make the most of opportunities in the digital economy. Industry can't rely on government to achieve this.
The WRL needs to identify and implement new digital applications that will improve process efficiency and assist fishers, managers, scientists, regulators and key stakeholders to make more informed and better decisions.
The WRL needs to scope what other fisheries and non-fishing industries are doing nationally and internationally with collecting data and using it in new and innovative ways to improve operations, management, policy, science and decision making.
This program needs to make provision for extension areas such as a new on-line OH&S standards and automatic reporting, digitised traceability from catch to plate, new auto entry catch application, and new monitoring and sensor technologies. Objectives: 1. Scope national and international data collection and analysis innovation to assist policy development and fisheries management 2. Develop and extend a fully digitised database to achieve at least three management objectives 3. Expand database to meet non-managment objectives. Read moreRead less