Southern Calamari are important to multiple commercial and community fishery sectors in SA. Southern Calamari are now managed using a TACC for the commercial MSF and have specified resource allocations for recreational, Aboriginal/Traditional, Charter Boat, GSV prawn and SG prawn fisheries. However, the current assessment program does not capture the importance of this species and cannot support the level of management required. The primary outcome of this project will be to develop an assessment program for Southern Calamari in SA that can be used to assign stock status and provide TACC setting advice to fisheries management.

Like many cephalopod assessments, the current SA Southern Calamari assessment is basic as scientific advances have not occurred at the same rate as advances for finfish or crustacean assessment methods. Therefore, the successful development of an assessment program for Southern Calamari in SA would provide a valuable scientific contribution to several other Australian squid fisheries as they often encounter similar assessment difficulties

Overcoming key knowledge gaps and incorporating information on environmental drivers will be a key focus of this project, in order to develop an assessment that accounts for the full complexity of cephalopod population dynamics. However, there are limited resources to undertake an assessment in SA as the commercial MSF has a low gross value product (GVP) but has high assessment needs across several species. Therefore, a cost-effective assessment program must be developed to allow for its regular application, which is necessary for short lived species such as Southern Calamari.

The proposed project will address two FRDC strategic plan outcomes (Growth for enduring prosperity, and best practices and production systems) by developing a best practice assessment program that can be applied for Southern Calamari in SA and be extended for use in other fishery jurisdictions. An assessment program that provides confident management advice, such as TACC setting, will maximise resource use across all sectors by establishing a robust stock assessment that increases certainty in stock abundance and allows sustainable fishing strategies to be developed.

Recurrent harmful algal blooms in Tasmanian waters (Gymnodinium in the South and Alexandrium on the East Coast) have impacted Oyster, Mussel, Abalone and Rock Lobster industries, necessitating the implementation of biotoxin monitoring programs and harvest closures during high risk periods. It is currently unknown whether Periwinkles can accumulate paralytic shellfish toxins (PST) from Tasmanian microalgal blooms and a conservative risk management approach has been taken thus far to protect both public health and market access.

Unlike bivalve shellfish, Abalone and Rock Lobster, there is currently no clearly defined biotoxin management plan for Periwinkles in Tasmania. As grazers, Periwinkles are loosely grouped with Urchins and Abalone, the latter of which are a proven PST risk. This Abalone biotoxin sampling plan is triggered when Tasmanian Shellfish Market Access Program (ShellMAP) closes bivalve harvest areas due to PST risk. In a conservative approach, the current recommendation is PST analysis of 20 pooled Periwinkles per Abalone block on at least a monthly basis to maintain market access. This presents a considerable cost burden to the small dive fishery and interrupts harvest operations, as PST sampling of Periwinkles is required if elevated PST are detected in Abalone, which are known to hold onto PST for longer time periods in between blooms (years).

To date, the vast majority of Periwinkle samples that have been analysed for PST were collected from weak or no bloom years or regions. Evidence from French tank trials exposing the common European Periwinkle (Littorina littorea) to Alexandrium minutum cysts containing PST showed significant toxin uptake (0.2 mg PST/kg) within six days of exposure (Neves et al, 2015). It remains unknown whether commercially harvested Tasmanian Periwinkles (Lunella undulata) are at risk of PST accumulation and if the current conservative monitoring approach is commensurate to risk. In such scenarios, risk managers will commonly outsource a preliminary risk assessment (known as a risk profile). Risk profiles are an important tool for risk managers and industry. They provide a summary of all information pertinent to food safety associated with the specific hazard/food combination. The purpose of a risk profile is to assist initial risk management activities, such as identifying future actions required (if any), and the options for food safety management programs. They also inform the level of resourcing required to control the hazard/food pairing.

This project will deliver an urgently required risk profile for PST in Periwinkles to inform future actions (if any) and provide options for cost-effective food safety management programs. This profile will:
1. Determine the risk of PST accumulation in Periwinkles in Tasmania as a result of harmful microalgal blooms during high risk exposures at peak algal bloom densities in the field and in tank trials.
2. Outline potential management options and knowledge gaps, should risk management be necessary. This includes an assessment of whether the bivalve PST regulatory limit is appropriate to use in Periwinkle risk management (currently based on shellfish serving size of 100-400g) and the spatial variability associated with sampling.

References
Neves, Raquel AF, et al. "Responses of the common periwinkle Littorina littorea to exposure to the toxic dinoflagellate Alexandrium minutum." Journal of Molluscan Studies 81.2 (2015): 308-311.

The primary objective of this program is to measurably improve personal safety culture and outcomes in the Australian Seafood Industry through an industry led behavioural change approach underpinned by a national engagement process. Engagement will occur at all levels of industry to ensure that sustainable culture change is driven through shifts in core beliefs from leadership (top down) as well as grassroots and peer to peer (bottom up). Every person from owner to junior and even volunteers have a responsibility to keep themselves and each other safe. By leveraging and deepening existing relationships at all levels of industry, behaviours at every level will shift as a result of educational, experiential and peer to peer learning and influence.

The application is needed because current and traditional methods of improving safety are not working – people are still dying in our industry. Almost all effort in safety in our industry to date has been compliance driven and from the 'office' down. Compliance based activities, such as safety management systems remain an imperative part of a safe operation, but without the underlying values and behaviours that drive people’s desire to stay safe, to arrive home from work safely, systems and processes become checklists and box ticking. Other Industries and the Stay Afloat program have demonstrated that a culture-based approach to safety behaviour change is the most effective strategy - examples can be seen in high-risk settings such as construction through to linked industry bodies such as the South Australian Research and Development Institute. The Independent Evaluation of the Stay Afloat program indicated the potential strength of the peer-to-peer approach and also endorsed the centralised support and management structure that was utilised. A similar approach is being proposed for this project. Using peer-based education and intervention is key to facilitating and expediting this change.

This program will educate and engage industry members in exploring their beliefs and values and reflecting on how that relates to their work and their safety each day. The significance of the capacity and capability that will be built across our industry cannot be underestimated. The investment in the relationship with AMSA, through to the enormous impact of capacity building in local community over a 4-year period will change the game for our industry. Communities will have confidence that their families and friends will come home safely and that they will enjoy a workplace with vastly lower fears for their safety – physically and psychologically.

The collaborative approach will build capability, knowledge, confidence and resilience through a combination of activities based around minimising risk of incident and also risk of long-term physical and psychological harm.

The project will span 4 years and will be evaluated against a detailed program logic model. A program logic model enables the measurement or evaluation of qualitative and complex human behaviour related projects where quantitative measures may not be useful or achievable in terms of outcomes. The program logic model will measure short term, medium- and long-term indicators of the work being done to achieve outcomes as well as the outcomes themselves. We expect that by the end of Year 2, every industry member body and each of its members will have had initial exposure to the program with a goal of reaching 8,000 people in a meaningful way over the course of the program.

Year 1 – Establish and consolidate industry collaborators, partnerships and steering/advisory groups – set 4-year calendar for consultation and discussion to ensure best practice collaboration and consultation for life of project. Develop terms of reference for Steering Committee to ensure appropriate oversight, governance and contribution to project.
- Establish program logic and project evaluation models which will be core activities
- Finalise project plan ensuring alignments to program logic and evaluation framework
- Establish relevant program policies, guidelines and tools
- Establish program risk register (aligned with the FRDC online risk register) and stakeholder feedback mechanisms.
- Establish program performance and conflict management policy and procedure

Year 1 – Establishment of industry networks made up of two types of influencers
- Peak/industry leaders to act as ‘enablers’ to link us to and encourage forums for conversation, education and consultation. To assist in identification and introductions to grassroots industry members
- Grassroots Safety Advocates – Grass roots in this instance referring to all operational and hands on industry members from supervisors and skippers to deck hands and labourers. These people will be the centre of the peer-to-peer learning, storytelling and ultimately education and influence. They will also be key to the continuing identification of Safety Advocates in industry.
Year 1 – Collect information and extend education tools through online and face-to-face forums
Year 1 – Develop and continually refine a robust communications and extension plan
Year 1 – Launch first industry initiative (eg, Personal E-perb targets)
Year 2 – Full integration of Fish Safe Australia and SeSAFE activities into this program
Year 2 – Expand network of Safety Advocates
Year 2 – Expand and increase uptake of education, storytelling and example sharing
Year 2 – Complete first industry initiative (eg, Personal E-perb targets) and consult with industry on next initiative for greatest impact
Year 2 – Commence promoting short- and medium-term outcomes in early adopting communities
Year 3 – Continue narrative based and other behaviour change activities
Year 3 – Second industry initiative rolled out
Year 4 – Establish methods for continuation of culture of safety activities to be led by industry
Year 4 – Identify the role of potential sponsors for ongoing leadership
Year 4 - Consultation with AMSA and other industry bodies to refine and set strategic safety direction for industry

Industry members from managers to junior staff will influence one-another through narrative, stories and other means to effect behavioural change that reduces risk-taking behaviours - even when no-one is looking. The channels for sharing this narrative and gradual shift in beliefs will be twofold. Firstly, through day-to-day interaction and information sharing that is promoted through the various program elements including the Safety Advocates. These activities will be captured through monthly activity reporting to be designed as part of the program logic and evaluation planning on project kick off. Secondly through the use of the Sensemaker platform which collects narrative and sentiment in a way that also enables users to review the stories and experiences of others. In simple terms industry members will learn from the experience of peers.

As outlined in the project plan, quarterly meetings will be held for the duration of the program to report, review and collaborate with key partners and stakeholders ensuring that the program is maximising reach and impact as well as ensuring that the potential of partners and sponsors to maximise program communications and activities is leveraged. Reporting measures will be finalised with the assistance of expert consultant(s) familiar with program logic design and evaluation.

A robust communications and extension plan will ensure maximum program awareness and uptake of initiatives and training.

Commercial in confidence. To know more about this project please contact FRDC.