WRL commissioned a concept study to examine the strategic case for the Institute. The study also provided a detailed assessment of the State Government’s current return on investment from the financial contributions made via the resource.

WRL has engaged with many stakeholders, ranging from its members, fishers and processors to other Australian Spiny Lobster associations as well as State and Federal Government. The institute concept study report has been well received by members and stakeholders who have been positive about the concept and interested in receiving further information. There is general consensus that the institute be a WA based institute for spiny lobster research and focussed only on western rock lobster. The institute can then consider and work towards submitting a SRC bid to join with UTAS and SARDI to formalise national research with other entities. The institute can by provide a mechanism to collaborate on a project by project basis with other organisations such as Southern Rock Lobster (SRL) which SRL are supportive of.

Overall, and based on extensive consultation, there is general support for WRL moving to the next stage of documentation including a comprehensive business plan.

In order to present a ‘bankable’ case for the proposed Wa based Institute for Spiny (Rock) Lobster Research (‘Proposed Institute’), a business plan including the following key studies are required:
• Research Priorities Plan
• Business Case
• Governance Framework
• Investment Proposal

All are necessary to underpin optimal likelihood of successful establishment of the Proposed Institute and its sustainable operation.

The Western Rock Lobster Council's Strategic Plan 2017-2021 identifies the need to have a far greater understanding of markets in order to achieve at least one of its Objectives: VIZ: "The WRL industry is professionally managed to sustain its economic contribution to the WA economy." The stated Strategy to achieve the Objective is to:- "Collaborate and invest in targeted research for future resource security", of which one of the priority tactics is to:- "Invest in improving understanding and analysis of market, trade and industry data, broader trends and impacts for the WRL industry."

There is a clear understanding by the industry that it needs to have market intelligence if it is to remain economically sustainable, reduce its risk and improve overall income and profitability. Rock lobster export data from the FRDC trade database (from figures supplied by AQIS (Biosecurity Australia)) shows that over 90% of WRL exports are sent to Viet Nam, worth $396million to December 2016 with just $3million of exports to China and $15million of exports to Hong Kong. We know that the Vietnamese data figures almost entirely end up as Chinese consumption, but the exact final destination for the mass of lobster is largely unknown beyond the importer and some wholesalers. Data privately collected by exporters is generally unavailable to industry, or produced in a form that prevents in-depth analysis of the potential for expansion. This data will be sought in the project, but the project needs to make provision for independent collection and certainly of verification of such data.

The information gathered from this project will be for the WRLC. Through this project the WRLC will provide industry and members with market information including current trends in as close to real time as possible. The WRLC will take on responsibility and create a market dashboard to better inform its members. The WRLC can also provide information from this project to the TACC Subcommittee in order for the subcommittee to provide evidence-based advice on future TACC settings for the rock lobster commercial sectors.

The industry structure comprises around 400 small owner operator businesses mainly in regional areas and spread over more than 1,000Km of coastline with little or no capacity to coordinate investment in and manage industry RD&E. In 2011-12 the Gross Value of Production (GVP) for the Western Rocklobster Fishery was $177million and production of under 5,000MT under half of the long-term average of 10,800MT. With predictions of a return to well above the long-term average (see http://www.fish.wa.gov.au/Species/Rock-Lobster/Lobster-Management/Pages/Puerulus-Settlement-Index.aspx) a coordinated strategic approach to RD&E for the industry is vital to continue maximising profitability across the value chain and to facilitate market diversification.

Two distinct needs are involved in any consideration of better RD&E co-ordination for the Western Rocklobster sector:
1. The strategic issues of RD&E prioritisation, funding and the linkages to (and support for) both industry development plans and Government objectives of industry development.; and
2. The operational issues of facilitating effective communication and coordination at all levels and particularly among researchers and industry,