78 results
Environment
PROJECT NUMBER • 2012-201
PROJECT STATUS:
COMPLETED

Improve catch rate standardizations to account for changes in targeting

In Australia many stock assessments are dependent upon catch-per-unit-effort (CPUE) to act as an index of relative abundance of fished stocks through time. But CPUE trends can be affected by many factors other than just stock size changes. Around Australia, and internationally, numerous and...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
PROJECT NUMBER • 2004-024
PROJECT STATUS:
COMPLETED

Variation in banana prawn catches at Weipa: a comprehensive regional study

Since about the year 2000 there have been very low catches in the Weipa Region of the Northern Prawn Fishery (NPF); these low catches were different to other areas of the NPF where they continued to fluctuate around long-term means and continued to fall within predicted levels. Industry and managers...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
PROJECT NUMBER • 2014-039
PROJECT STATUS:
COMPLETED

Review and assess stock assessment methods used in Australia

Stock assessments provide scientific advice in support of fisheries decision making. They involve fitting population dynamics models to fishery and monitoring data to provide estimates of time-trajectories of biomass and fishing mortality in absolute terms and relative to biological reference...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
PROJECT NUMBER • 2001-097
PROJECT STATUS:
COMPLETED

Aquafin CRC - Atlantic Salmon Aquaculture Subprogram: system-wide environmental issues for sustainable salmonid aquaculture

A 3D primitive equation model has been developed for the Huon Estuary and D’Entrecasteaux Channel to examine the hydrodynamics of the region. Using a nesting process the region could be represented with high resolution while incorporating forcing due to wind stress, tides, low frequency sea...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
PROJECT NUMBER • 2016-015
PROJECT STATUS:
COMPLETED

Proposed northern Australia water developments pertinent to the Northern Prawn Fishery: collation and review

The project reviewed the legislation dealing with Water Resource Management in each of Queensland, the Northern Territory, and Western Australia that effects the management of overland flow in catchments that empty into water managed as part of the Northern Prawn Fishery. The project...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
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

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 • 2008-756
PROJECT STATUS:
COMPLETED

Seafood CRC: increasing seedstock production of domesticated giant tiger prawns (Penaeus monodon) through improved male fertility

Given the rationale that pond systems are likely the most cost-effective system for large-scale production of Giant Tiger Prawn (Penaeus monodon) broodstock, this project aimed to determine whether pond-rearing poses a significant risk for broodstock production. The gross reproductive development of...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
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