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PROJECT NUMBER • 2008-900
PROJECT STATUS:
COMPLETED

Seafood CRC: improving profitability in the Western Rocklobster fishery using a rocklobster trap

This project investigated the efficiency of using different pot designs to increase the profitability of the Western Rocklobster fishery. The motivation for this study was a more efficient pot would reduce the number of pot hauls, and that this in turn would increase profitability of the fishery by...
ORGANISATION:
Western Rock Lobster Council Inc (WRLC)
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Western Rock Lobster
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Western Rock Lobster Council Inc. (WRLC) Research, Development and Extension Program, including resources and processes to consolidate and coordinate WRLC RD&E planning and funding so that overall RD&E outcomes are delivered in an efficient and cost-effective way

Project number: 2014-406
Project Status:
Completed
Budget expenditure: $621,160.00
Principal Investigator: Matt H. Taylor
Organisation: Western Rock Lobster Council Inc (WRLC)
Project start/end date: 21 Aug 2014 - 29 Jun 2019
:
SPECIES
Western Rock Lobster

Need

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,

Objectives

1. Deliver resources and processes that consolidate and coordinate Western Rocklobster RD&E planning and funding so that overall RD&E outcomes are delivered in an efficient and cost-effective way.
2. Develop a corporate structure, resources and processes for the WRLC to deliver the results of high quality research to members and the inudstry.
3. To deliver two to three bursaries per year to young people in the Western Rock Lobster industry for five years.
4. Increase the ability of WRLC Directors and Office Bearers to carry out their duties effectively.
5. Increase the confidence with which Directors and Office Bearers deal with Government and external organisations

Final report

ISBN: 978-0-6488948-0-3
Author: Matt Taylor
Final Report • 2020-08-01 • 19.69 MB
2014-406-DLD.pdf

Summary

The Western Rock Lobster Council (WRL) is the industry research, development and extension (RD&E) body for the western rock lobster fishing sector. It is charged by its members to consolidate and coordinate WRL RD&E planning and funding so that overall RD&E outcomes are delivered in an efficient and costeffective way. In March 2014, WRL established an Industry Partnership Agreement (IPA) to consolidate activity in relation to the planning and funding of RD&E activity for the western rock lobster industry.
This project establishes the structure and process for ensuring greater certainty and transparency in relation to the planning, investing in and managing of RD&E. It is intended to govern the overall relationship between the investors and the end users of RD&E for western rock lobster. It is based on the preference to work as a single industry thus giving effect to the Primary Industries Standing Committee RD&E strategy for fishing and aquaculture. 
Under the IPA, WRL has a range of roles and responsibilities and this project was developed specifically to ensure the industry obligations can be met. These responsibilities include leading the strategic planning process and RD&E priority setting and project  development along with maintaining appropriate governance, communication and transparency. This project specifically established the resources, structure and processes to ensure the full benefits of the IPA are delivered.
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