13 results

Social Matters Workshop

Project number: 2017-152
Project Status:
Completed
Budget expenditure: $5,213.75
Principal Investigator: Tanya King
Organisation: Deakin University Geelong Waterfront Campus
Project start/end date: 4 Feb 2018 - 30 Mar 2018
Contact:
FRDC

Need

Given the growing importance of social science research in the seafood industry – or recognition of its relevance – there’s a need to consolidate what we have done in the past, and to look to the future. The workshop will do both. In the past, there has been a tendency for social science to be reactive – to ‘autopsy’ – a crisis in the industry after it has happened (or to be invited to autopsy the crisis by the industry). One of the key gaps in the design of social science research is the capacity to anticipate issues and design responses that can enhance the adaptability of the industry, both socially and economically. In order to do so the discipline needs to be communicating effectively with each other in regards to best-practice methodologies for working effectively with industry. We also need to situate our research within a global context that anticipates and speaks to international imperatives, challenges and frameworks (e.g. FAO Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication. In the Australian context the potential issues to be engaged with at the workshop may include; sharing the fish (resource sharing, property rights, global food security); adaptability (fishing as livelihood, practice, culture, in a climate of rapid change and need for adaptation and innovation); research practice, data and decision support (how can social dimensions be monitored and incorporated more formally into decision making?; what innovations in social science practise are needed?).

Objectives

1. To workshop and build upon the thematically documented FRDC audit of Social Science research (FRDC2009/317)
2. To workshop and thematically document current and ongoing research activities and drivers of participants. They key to this objective is the identification of research-setting processes, and the ways in which social scientists perceive gaps in knowledge and how this might be better aligned with the voices of industry
3. Updated themes, key gaps and emerging issues (from 2009/317) that can be drawn upon by RACs in the immediate future
4. Sharing of knowledge regarding emerging methodologies to maximise contributions of the social scientists to the investigations of identified challenges and research pathways
5. Improved connections between social scientists and a fostering of a coherent voice for social science research in Australia which can be drawn upon to respond collectively to the industry's needs to address emerging issues

Final report

ISBN: 978-0-646-98508-4
Author: Tanya J King & Kate J. Brooks
Final Report • 2019-06-06 • 3.43 MB
2017-152-DLD.pdf

Summary

The project brought together Australian seafood industry social scientists for the first time ever in a specific and dedicated meeting, to discuss our identity, our role in governance, our past and our future. The Social Matters workshop ran over two days and involved 20 scholars, researchers and practitioners from around the country. The workshop also included one prominent international network actor and scholar who provided expert global perspective and strategic network-building advice.
Industry

Comparative evaluation of Integrated Coastal Marine Management in Australia - Workshop

Project number: 2017-214
Project Status:
Completed
Budget expenditure: $14,640.00
Principal Investigator: Alistair Hobday
Organisation: CSIRO Oceans and Atmosphere Hobart
Project start/end date: 19 Jun 2018 - 29 Nov 2018
Contact:
FRDC

Need

There is widespread evidence, in Australia and internationally, of increased need for an improved, practical approach to integrated management (IM) of fisheries and other coastal marine activities that is able to fully embrace the social, economic and institutional aspects (the so-called ‘human dimensions), of management. Assessment and management systems traditionally neglect the human dimensions. Further, they treat sectors separately, often with different authorities managing diverse activities in different ways, resulting in inconsistencies in management across activities. The result is that there is almost no consideration of the cumulative social, economic or ecological impacts of multiple activities, and no way of informing trade-offs among activities in management decision-making.
Experience to date is that IM has been only partially successful. Management of multiple activities has been additive…squeezing one activity in among others (e.g aquaculture in light of others). While there are some examples of movement toward IM, these have resulted in partial or temporary success. There are examples where management has started toward IM, but progress has been stalled or has fallen back. In general, many preconditions exist, but it has been hypothesized that management is missing key aspects of intentional design that would allow IM to proceed.
The proposed workshop will bring together those with both the science knowledge and the operational knowledge of 8-10 Australian IM case studies and a few with international expertise, to evaluate and compare experience towards identifying key elements of success and failure of Integrated Management.

Objectives

1. Complete the creation of a lens for evaluation of Integrated Management that includes appropriate attention to social, cultural, economic, institutional as well as ecological aspects
2. Convene two workshops involving expert practitioners with sufficient scientific and operational knowledge of existing Australian Integrated Management case studies
3. Evaluate and compare experience on implementing IM in Australia using a single evaluative lens
4. Synthesize and report results of the evaluation and make recommendations for improved IM in Australia

Final report

ISBN: 978-1-4863-1276-4
Authors: Robert Stephenson Alistair Hobday Christopher Cvitanovic Maree Fudge Tim Ward Ian Butler Toni Cannard Mel Cowlishaw Ian Cresswell Jon Day Kirstin Dobbs Leo X.C. Dutra Stewart Frusher Beth Fulton Josh Gibson Bronwyn Gillanders Natalie Gollan Marcus Haward Trevor Hutton Alan Jordan Jan Macdonald Catriona Macleod Gretta Pecl Eva Plaganyi Ingrid van Putten Tony Smith Ian Poiner Joanna Vince
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.

Project products

Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Industry
PROJECT NUMBER • 2019-204
PROJECT STATUS:
COMPLETED

Australian Abalone Growers Association Strategic R&D Plan 2020-2025

AAGA established its first strategic plan in 2015 for the period 2015-20. AAGA members now wish to develop a new strategic plan to inform further investment in our sector for the period 2020 to 2025 and beyond. AAGA and FRDC recognise the need for the sustainable development of the...
ORGANISATION:
Ridge Partners
Communities
Adoption
PROJECT NUMBER • 2017-065
PROJECT STATUS:
COMPLETED

Disseminating existing bycatch reduction and fuel efficiency technologies throughout Australia's prawn fisheries

Prawn trawling is among the world's least selective fishing methods, the unintended consequence being large quantities of bycatch. It is also a method that can disturb benthic habitats and use large quantities of fuel—a significant running cost for many fisheries. Issues of bycatch and fuel...
ORGANISATION:
IC Independent Consulting Pty Ltd
Industry
PROJECT NUMBER • 2017-203
PROJECT STATUS:
COMPLETED

Risk from Diarrhetic Shellfish Toxins and Dinophysis to the Australian Shellfish Industry

This study first examined DSTs in spiked and naturally contaminated shellfish - Sydney Rock Oysters (Saccostrea glomerata), Pacific Oysters (Magallana gigas/Crassostrea gigas), Blue Mussels (Mytilus galloprovincialis) and Pipis (Plebidonax deltoides/Donax deltoides), using LC-MS/MS ...
ORGANISATION:
University of Technology Sydney (UTS)
Industry
Communities
PROJECT NUMBER • 2022-038
PROJECT STATUS:
COMPLETED

Valuing WA smaller commercial fisheries across the supply chain

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the...
ORGANISATION:
BDO EconSearch
Blank
PROJECT NUMBER • 2018-197
PROJECT STATUS:
COMPLETED

Developing FRDC’s 2020-2025 RD&E Plan

This report covers the second of two CSIRO contributions to the project FRDC 2018-197. This project was reviewing FRDC research objectives through a process that developed alternative scenarios of possible futures relevant to Australian fisheries. Discussed here is the development of a...
ORGANISATION:
Fisheries Research and Development Corporation (FRDC)