20 results
Industry
PROJECT NUMBER • 2019-107
PROJECT STATUS:
COMPLETED

Attendance at the Food and Agricultural Organisation of the United Nations, Tenure and User Rights Conference in Yeosu, Korea 10 to 14 September 2018

The present project, which was undertaken by Primary Industries and Regions South Australia, was developed to provide the opportunity to showcase the management arrangements in the Spencer Gulf Prawn Fishery (SGPF) and expand the knowledge base in relation to contemporary management arrangements in...
ORGANISATION:
Department of Primary Industries and Regions South Australia (PIRSA)
TAGS
Sustainability
Survey
Stakeholder
Policy
Individual Transferable Quota
SPECIES
King Prawns
Industry
PROJECT NUMBER • 2017-013
PROJECT STATUS:
COMPLETED

Rebuilding Southern Rock Lobster stocks on the east coast of Tasmania: informing options for management

Understanding relationships between fisher behaviour, their expectations/aspirations, responses to changes in stock status and to management intervention is critical when implementing effective management strategies. This project aims to inform on the practical challenges to achieving the stock...
ORGANISATION:
University of Tasmania (UTAS)
TAGS
Wild Catch
Survey
Stock Assessment
Stakeholder
Responsible Fishing
SPECIES
Southern Rock Lobster
Industry
PROJECT NUMBER • 2019-142
PROJECT STATUS:
COMPLETED

Resource Sharing in Australian Fisheries Workshop - Progress to Date, Lessons Learnt and Next Steps towards a harmonised approach

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success....
ORGANISATION:
FutureCatch Consulting
TAGS
Workshop
Stock Assessment
Stakeholder
Resource Sharing
Resource Sharing
Industry
Industry
PROJECT NUMBER • 2018-177
PROJECT STATUS:
COMPLETED

'If you don’t know where you are going, you’ll end up someplace else' - Future proofing the Australian Mud Crab Industry through improved strategic direction

BACKGROUND Australian mud crab fisheries extend from northern Western Australia (WA) across the Northern Territory (NT) and Queensland (Qld) through to northern New South Wales (NSW) and are managed across the four jurisdictions. The product from each jurisdiction is sold into a...
ORGANISATION:
C-AID Consultants
TAGS
Rac Wa
Rac Vic
Rac Qld
Rac Nt
Rac Nsw
SPECIES
Mud Crabs

Informing the structural reform of South Australia's Marine Scalefish Fishery

Project number: 2017-014
Project Status:
Completed
Budget expenditure: $496,836.00
Principal Investigator: Jonathan Smart
Organisation: SARDI Food Safety and Innovation
Project start/end date: 30 Jun 2017 - 29 Jun 2020
Contact:
FRDC
TAGS
Wild Catch
Sustainability
Resource Access And Allocation
Recreational Fishing
Rac Sa

Need

South Australia’s Marine Scalefish Fishery (MSF) is currently undergoing a strategic review with the principal aim of restructuring the fishery in order to ensure its long-term sustainability and economic viability. The heterogeneous mixture of participants, fishing devices, licence conditions and regulations associated with this fishery makes the tasks of administering and managing it extremely challenging. These complexities intertwined within a highly dynamic fleet that is capable of shifting fishing effort amongst species and regions often alters the emphasis of its overarching management. Industry and Government are working collaboratively to address the inherent complexities of the fishery through firstly developing a mechanism to rationalise the fleet, then reforming its overall structure, and ultimately refining its future management. In order to optimise this structural reform, it is necessary to disentangle and understand the fleet dynamics of this extremely complex fishery. This project aims to explore the implications of strategic management options (e.g. regionalisation, licensing, ITQ’s and ITE’s) on the future structure and viability of the MSF, from resource sustainability, economic and social perspectives.

Objectives

1. To review the structure and function of multi-species, multi-gear fisheries around the world.
2. To disentangle the complexities of the South Australian commercial Marine Scalefish Fishery to describe long-term spatio-temporal trends in the composition, dynamics and socio-economic performance of the fishing fleet
3. To evaluate the possible strategic management options such as regionalisation, licensing, ITQs and ITEs on the future structure and viability of South Australia’s MSF
4. To determine the biological, economic and social 'carrying capacity' of the MSF across key regions of the fishery.

Final report

ISBN: 978-1-876007-43-0
Authors: Jonathan Smart Mike Steer Fred Bailleul David Hall Ian Knuckey Anders Magnusson Julian Morison Jon Presser and Jacki Schirmer
Final Report • 2022-09-27 • 29.96 MB
2017-014-DLD.pdf

Summary

This study was undertaken by the South Australia Research and Development Institute (SARDI) in collaboration with PIRSA Fisheries and Aquaculture, BDO EconSearch, the Marine Fishers Association (MFA), Fishwell Consulting and University of Canberra. This project guided the reform of South Australia’s commercial Marine Scalefish Fishery (MSF) by providing scientific advice and analyses to underpin its implementation. The MSF is a multi-sector, multi-gear and multi-species fishery, making any management reform a complex and difficult process. Both the sustainability of key stocks and commercial fishery’s economic performance have been deteriorating over a 20-year period; significantly influenced by fishery overcapitalisation. Simply put, there were too many fishers and not enough fish to support a vibrant and sustainable commercial fishery. This was addressed through the three ‘pillars’ of the reform: regionalisation, unitisation and rationalisation. These pillars were reflected in the reform with: 1) the creation of four new zones of management; 2) implementation of individual transferable quotas (ITQs) for appropriate ‘Tier 1’ stocks; and 3) rationalisation of the commercial MSF fleet by removing one third of licences through a voluntary licence surrender program (VLSP). These pillars were supported by research on the biological, economic and social carrying capacity of the fishery. The reform was implemented on 1 July 2021 resulting in a fishery that has regional management with appropriate output controls and a reduced fleet size.

Industry
PROJECT NUMBER • 2019-060
PROJECT STATUS:
COMPLETED

The Detection of Ciguatera Toxins in NSW Spanish Mackerel

Ciguatera Poisoning (CP) is an illness through the consumption of fish containing naturally occurring toxins, and is considered a high risk for Australian seafood safety. Ciguatoxins (CTXs) are produced by benthic microalgae (Gambierdiscus spp). In Australia, CP cases are related to fish caught in...
ORGANISATION:
University of Technology Sydney (UTS)
TAGS
Toxin
Stock Assessment
Recreational Fishing
Rac Nsw
Health And Safety
SPECIES
Spanish Mackerel
Environment
PROJECT NUMBER • 2017-023
PROJECT STATUS:
COMPLETED

ESD risk assessment for under-utilised species to facilitate structural reform of South Australia's commercial Marine Scalefish Fishery

South Australia’s Marine Scalefish Fishery (MSF) is facing a number of complex issues that are affecting business profitability and stock sustainability. One particular issue relates to the long-term reliance of the fishery on the three primary finfish species of King George Whiting, Snapper...
ORGANISATION:
SARDI Food Safety and Innovation
TAGS
Underutilised
Sustainability
Stock Assessment
Rac Sa
Profitability
SPECIES
Snapper
King George Whiting
Southern Garfish
Southern Calamari
Whitings
People

Fishing and Aquaculture Workforce Capability Framework

Project number: 2022-153
Project Status:
Completed
Budget expenditure: $127,997.50
Principal Investigator: Deborah C. Prentice
Organisation: RM Consulting Group (RMCG)
Project start/end date: 2 May 2023 - 7 Mar 2024
Contact:
FRDC
TAGS
Workforce
Leadership
Capacity Building

Need

The objective of this foundational work is to collaborate with industry to produce a Fishing and Aquaculture Workforce Capability Framework. The Framework will be used by fishing and aquaculture sectors / communities for workforce planning and career mapping. It will support a more strategic and consistent approach to workforce planning. This in turn, will enable industry to build its capacity through better understanding of capability needs.

In addition to the universal challenges associated with a tight labour market (e.g. attracting people, barriers to entry, addressing skills needs), the industry is operating in a changing environment. Other challenges and opportunities for the fishing and aquaculture sectors include:
• Adapting to climate change
• Biosecurity
• Managing resources efficiently
• Meeting sustainability standards / social license to operate
• Moving to a circular economy
• Managing global supply chains (developing traceability, addressing counterfeit)
• Competing with other proteins
• New markets through free trade agreements
• Adopting digital technology, and;
• Attracting and retaining people to drive responses to changes that impact on the F&A community.

The AgriFood Supply Chain Resilience report (KPMG, 2022) identified ‘labour supply, wellbeing and succession’ as one of the significant stresses for seafood supply chains. Other significant stresses were weather and climate change, cold chain and freight space availability, sustainability and social licence, pests and disease and market access.

Fish Forever (2030 vision for Australia’s fishing and aquaculture community) highlights opportunities for the F&A community and contains outcomes under each of the following missions:
1. Growth for enduring prosperity
2. Best practices and production systems
3. A culture that is inclusive and forward thinking
4. Equitable and secure resource access
5. Society and consumers trust, respect and value.

This project will identify the capability needs (current and future) to address these challenges and opportunities. Further, it will support industry, to attract and retain people and to provide pathways to build capability. Sectors will be better informed as to how to address capability needs.

Addressing these needs will ensure industry is better equipped to respond to changes, challenges and opportunities that impact the fishing and aquaculture communities. The fishing and aquaculture map (FRDC website) highlights the “complex systems behind Indigenous, commercial and recreational fishing and aquaculture in Australia and how the elements are connected”. It also highlights how issues or events in one part of the system can have impacts on other sectors. Therefore, industry needs to be prepared for changes.

This project will engage with all key F&A sectors to ensure the capability framework is industry-driven and collectively owned. In addition, the project approach is designed to utilise existing sector/industry plans and not replace existing frameworks. RMCG will work collaboratively with industry.

Objectives

1. Development of a fit-for-purpose capability framework for the fisheries and aquaculture industries and individual organisations
2. Engagement and collaboration with key industry stakeholders to enable adoption and use of the framework
3. Establishment of a shared process and terminology for talking about capabilities throughout the fishing and aquaculture industry
4. Mapped critical capabilities highlighting gaps and opportunities for collaborative action

Final report

Authors: Deborah Prentice Sasha Brightman Natasha Frazer and Anne-Maree Boland
Final Report • 2024-06-01 • 14.11 MB
2022-153-DLD.pdf

Summary

In 2023 RM Consulting Group (RMCG) was contracted by FRDC to develop a Fisheries and Aquaculture (F&A) Workforce Capability Framework (hereafter referred to as the Framework) that would be used as a high-level, standardised tool across all F&A sectors. The FRDC and other groups in leadership roles for Australia’s F&A sectors have highlighted workforce development as a key opportunity and priority.
We have created a comprehensive Framework that captures the enablers (the internal and external systems and culture that either help or hinder employees and businesses to thrive and support growth in people’s capability) and the people capabilities (knowledge, skills, abilities and behaviours) that should be considered as a starting point in F&A workforce planning.
The intention of this project was to collaborate with industry to produce a F&A Workforce Capability Framework. This has been achieved, as demonstrated through the many and diverse stakeholders engaged and the attached Framework. The stakeholders interviewed and engaged had some interest and/or experience in workforce issues so were able to add value to the development of the Framework. They will also be able to champion the subsequent  implementation of projects that emerge from the Framework.
The Framework is a step towards addressing the above challenges and opportunities. It provides a broad, high-level approach to thinking about how to  meet the needs and aspirations of businesses and organisations.
The case studies included in this document offer real-world examples of where innovative thinking has been used to solve issues around workforce  planning, attraction and retention of staff, and broader geographical and social challenges.
The research and the development of this Framework emphasises the need to think differently, innovate and enable collaboration.

Project products

Report • 2024-06-01 • 7.34 MB
2022-153-Capability_Framework.pdf

Summary

FRDC Workforce Capability Framework
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