Seafood CRC: optimising business structures and fisheries management systems for key fisheries
The main causes of these major DECLINES IN FISHERY PERFORMANCE are substantial decreases in real prices (prawns, abalone), large increases in costs (all sectors) and, in a few cases, significant reductions in stock size and productivity (rock lobster).
In many fisheries major improvements in economic performance will only be achieved through MAJOR AND INTEGRATED CHANGES in operational procedures, business structures and resource management systems.
Inertia and active to resistance to change, within both government and industry, currently impede the implementation of the CULTURAL SHIFT that is required to revive the CRC’s ecologically-sustainable, but FINANCIALLY-CHALLENGED fisheries.
Major, integrated changes and cultural shifts require a clearly articulated VISION FOR THE FUTURE.
Convincing vision statements require EVIDENCE.
This project will provide the information that is needed for industry and government to develop the joint VISION STATEMENTS that are required to chart a clear pathway to a more profitable future for each selected CRC fishery.
Critical INFORMATION NEEDED TO UNDERPIN EACH VISION STATEMENT that this project will provide includes:
1. Objective assessments of the key FACTORS LIMITING FISHERY PERFORMANCE;
2. Comprehensive evaluations of the OPTIONS FOR INCREASING PROFITABILITY;
3. Clear advice about the COMPLEX AND INTER-RELATED CHANGES TO operational procedures, business structures and resource management systems that are required ACHIEVE MAJOR IMPROVEMENTS IN FISHERY PERFORMANCE;
4. A clear PATHWAY TO ADOPTION that recognises the inertia and resistance to change within government and industry that must be overcome for these MAJOR AND INTEGRATED CHANGES to be implemented.
Final report
There is currently an estimated economic gap (lost profit) in the CRC participant fisheries of approximately 40% or $200 million per annum.. If the economic gap could be halved from 40% to 20% the profitability of CRC fisheries would be improved by approximately $100 million. This project aimed to contribute to that outcome by identifying practical opportunities to improve their economic performance. This will be done by:
- Identifying key impediments to wealth creation (i.e. factors contributing to high costs and low revenue) in selected CRC fisheries.
- Describing the innovative operational procedures, business structures and fisheries management systems that have been established to improve the economic performance of successful fisheries worldwide.
- Identifying practical opportunities to improve the economic performance of CRC fisheries and outlining a pathway to adoption.
Therefore, this project aimed to:
- Assess the performance and identify impediments to wealth creation in selected CRC fisheries.
- Describe and evaluate innovative systems that have been established to improve the performance of successful fisheries worldwide.
- Identify practical opportunities for overcoming impediments to wealth creation and improving the performance of selected CRC fisheries
People development program: 2014 FRDC Visiting Expert Award: Dr. Robert Stephenson (Practical steps to implementation of integrated ocean management)
Australian and Canadian fisheries face the challenges of evolving domestic and international policies that call for the move to full implementation of ‘ecosystem’ and ‘integrated’ management approaches, to allow sustainable management of multiple coastal activities during a time of increasing market (and general public) pressure for sustainability. The evolving landscape of management demands increased participation of fisheries with other activities in integrated management processes and shared stewardship responsibility. A workshop in March 2014 summarised progress in implementing an ecosystem approach to fisheries, with emphasis on social and economic aspects, and how these can contribute to the generation of a ‘license to manage’ for fisheries management agencies (FRDC Report F2013/436, in prep). One recommendation of the workshop was for further exploration of integrated management approaches that encompasses the broader dimensions and users of the marine ecosystem.
This proposal will build on the 2014 workshop in a study of Australian and Canadian experience in applied integrated ocean management. We propose to focus on case studies including the NSW Marine Estate Management; Canadian Bay of Fundy Marine Advisory Committee (and related initiatives); Great Barrier Reef Marine Park; Spencer Gulf and Ecosystem Development Initiative; and Great Australian Bight. We will establish a network to compile, compare, and assess methodologies, policies/frameworks and progress.