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PROJECT NUMBER • 2023-089
PROJECT STATUS:
COMPLETED

Fisheries Management: From Science to Sustainable Practices (program development)

The Fisheries Capacity Building Network project, led by Ian Knuckey and funded through Department of Water and Environment (DAWE) aimed to drive more effective engagement in Commonwealth fisheries management processes by Indigenous, recreational and commercial fisheries representatives and concluded...
ORGANISATION:
Brentwood Kitchens Pty Ltd trading as Jenny Cook Consulting
Industry

A South Australian gulfs and coastal ecosystem model to optimise multi-species fisheries management in a changing environment

Project number: 2018-011
Project Status:
Current
Budget expenditure: $218,932.00
Principal Investigator: Simon D. Goldsworthy
Organisation: University of Adelaide
Project start/end date: 3 Jun 2019 - 17 Dec 2020
Contact:
FRDC

Need

The SA State Government has made a commitment to reform the Marine Scalefish Fishery (MSF) that aims to provide long-term sustainability of key stocks for both recreational and commercial fisheries, and unlock the industries economic potential. The key reforms include a voluntary buy-back scheme targeting the removal of at least 30% of commercial licences and the introduction of new zoning and quota management regulations. The timeframe for the reforms will be determined in consultation with the industry. Details on the implementation strategy have yet to be developed, but will need to be underpinned by extensive stakeholder consultation and backed by research that provides confidence that among the approaches considered, those chosen will best deliver the intent of the reforms.

This project aims to develop an SA Gulfs and Coastal ecosystem model to provide a Management Strategy Evaluation (MSE) tool to assess and optimise a range of reform scenarios. The project will link in closely with FRDC 2017/014 (Informing structural reform in the MSF), utilising many of its key outputs, including time series of spatial distribution of catch and effort, social-economic performance, and reform implementation scenarios. This project also will extend the investigation by integrating environmental time-series data to evaluate changes in productivity over time, identified as a potential factor in declining fisheries catches in the GSV ecosystem (FRDC 2013/031). Identifying the causes of productivity loss and its impact on fish production are important to resolve, especially in the context of the MSF reforms. Ultimately, the project aims to provide decision support tools to assess and evaluate the performance of diverse fisheries management strategies, and how these may perform under varying production regimes. Such an approach will provide a platform to evaluate and optimise the effectiveness of management strategies, and help ensure the fishery reforms achieve their key objectives.

Objectives

1. Develop an SA Gulfs and Coastal Ecosystem model to provide a MSE tool to inform and optimise multi-regional management, quotas for multi-species fisheries and multi-sector harvest strategies
2. Use the model to run scenarios to assess, evaluate and optimise Marine Scalefish Fishery reform options
3. Assess potential production loss issues, and evaluate how different MSF reform options may perform under different future production scenarios
Environment
PROJECT NUMBER • 2017-082
PROJECT STATUS:
COMPLETED

Ensuring monitoring and management of bycatch in Southern Rock Lobster fisheries is best practice

Bycatch is an important issue in fisheries worldwide, with the impacts of fishing activities on non-targeted species and the wider marine environment receiving increasing public attention. Issues such as the potential wastage of resources through discarding of unwanted catch, ecological impacts on...
ORGANISATION:
University of Tasmania (UTAS)

Applying the fisheries climate adaptation handbook to Australia's state fisheries

Project number: 2021-104
Project Status:
Current
Budget expenditure: $310,300.00
Principal Investigator: Beth Fulton
Organisation: CSIRO Oceans and Atmosphere Hobart
Project start/end date: 11 Jul 2022 - 11 Mar 2023
Contact:
FRDC

Need

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

Objectives

Commercial in confidence

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. 
Environment
PROJECT NUMBER • 2018-020
PROJECT STATUS:
COMPLETED

Cumulative impacts across fisheries in Australia's marine environment

The world is changing more rapidly than any one individual can track. The Environment Protection and Biodiversity Conservation Act 1999 (1999) (EPBC Act) requires for all human activities, such as fisheries, to be sustainable not only in isolation but in combination with other anthropogenic...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
PROJECT NUMBER • 2017-047
PROJECT STATUS:
COMPLETED

Understanding environmental and fisheries factors causing fluctuations in mud crab and blue swimmer crab fisheries in northern Australia to inform harvest strategies

This project investigated relationships between environmental factors and harvests of crabs in the Gulf of Carpentaria (GoC), northern Australia. Desktop correlative analyses clearly indicated that recent fluctuations in the catches of Giant Mud Crabs in the GoC are most likely driven by...
ORGANISATION:
Department of Primary Industries (QLD)
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