In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

In early 2004, when this project commenced, the Southern and Eastern Scalefish and Shark Fishery (SESSF) was in a critical situation with respect to its ecological and economic performance, and in the external management environment that it faced. It was clear that, as the prime management tool, the quota management system in place in the SESSF since 1992 had been unsuccessful in addressing most of these issues. Recognition of this failing had led to general agreement among managers, industry, scientists and NGOs that a fundamental rethink of management was required. The need was to have all the issues, objectives and options on the table, to consider simultaneously the impacts of a set of integrated management arrangements in addressing each issue and objective.  A process was needed that would assist the fishery to arrive at a balanced outcome considering all fishery sectors and other legitimate stakeholders with interests in the region. A management strategy evaluation (MSE) approach was adopted.

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA

The project developed AFMA’s strategic research plan entitled Researching for Fisheries, Industry and Community:  AFMA’s Strategic Research Plan 2005-2010.

The plan provides guidance to the AFMA Research Committee / Commonwealth Fisheries Research Advisory Body in planning and undertaking research related duties.  The plan sets out the principles for research investment in Commonwealth fisheries.  The current drivers of fisheries research are outlined. AFMA’s four research programs are explained together with the avenues of investment in Commonwealth fisheries.  Key participants in AFMA’s research activities are specified.  The plan clearly articulated a process for identifying research priorities and commissioning research to ensure transparency in procedures, priorities and budgets.

The role of the plan and fishery research plans also is articulated.

Keywords: AFMA Strategic Research Plan, strategic, AFMA