Sustainable fishing is based in part on management strategies that deliver an equitable share of the total catch to all users including indigenous fishers. Historically fisheries management agencies have ignored indigenous fishing rights which has resulted in restrictions on cultural practices which have contributed not only to a loss of access to traditional target species but a loss of traditional fisheries knowledge (TFK). In some cases indigenous people have been made to feel like criminals when accessing traditional target species for food or cultural purposes. Restrictions preventing cultural fishing can result in conflict, potential ‘non-compliance’ and a loss of TFK. There is strong international and national support for the protection of TFK (see UN Convention on Biological Diversity Article 8(j) and 10 (c), and the EPBC Act 1999.) The N.S.W. Indigenous Fisheries Strategy clearly articulates the need for research into indigenous fisheries as does the N.S.W. DPI.

The establishment of marine protected areas has often proceeded in N.S.W. without knowledge of customary fishing areas nor necessarily a willingness to accommodate cultural fishing. This will build a better picture of where and how much is being taken. Access to traditional foods is essential in insuring a healthier life style. Aboriginal people still assert a desire to procure a regular supply of fresh fish for personal and community consumption yet management regimes put in place to deal with ‘overfishing’ and/or dwindling stock sizes have yet to accommodate the need of indigenous communities to have access to traditional target species for food.

There are large information gaps in relation to;
(i) the size and location of the indigenous take of aquatic organisms in N.S.W.,
(ii) present day cultural associations with various target species (particularly freshwater species) and
(iii) the status of traditional fishing knowledge.

This project will begin to address these information gaps.

The oyster industry is characterised by a dependancy on a long and complex supply chain and it is one cause of poor product condition and presentation at point of retail.

1. This application results from the strategic setting directions of the CRC Oyster Consortium, as a body representing the interests of the oyster growing industry within the Seafood CRC. Whilst the consortium do not have a fully articulated strategic plan, Marketing (& Supply Chain) was identified in 2007, and confirmed in 2008, as the third highest research priority for the industry. Please refer to priority matrix completed by the Oyster Consortium in April, 2008 and attached as Appendix 1 to the CDIPM Proposal.

2. The Oyster Consortium also recognises that an examination of the structure and costs within the supply chain is vital before any market focussed projects can be designed and funded for the oyster industry. Analysing the supply chain and incorporating elements of the supply chain into market strategies was identified as a priority at a market investment meeting of the Oyster Consortium on 7 August 2008.

3. There is a need to build the capacity for supply chain analysis within the Seafood CRC. The University of Adelaide has committed the time and expertise of a new Post Doctorate fellow to assist this project at no cost to the project. This will assist the University of Adelaide to build its expertise in Australian Oyster supply chain issues with a view to assisting them with work that may arise from this project.

4. Results of supply chain performance studies support the need for this project to better understand the opportunities to create value for all participants in the supply chain.

Aquaculture selective breeding companies established to service oyster (PO and SRO) and Barramundi industries in Australia are seeking advice on effective models for commercialisation, and a number of selective breeding companies in Australia have developed or are developing genetic databases which need to be supported, in the longer term, on a commercial basis.

There are very few organisations worldwide with extensive international experience in the commercialisation of aquaculture breeding programs who might be able to advise on commercialisation options. The industry needs somebody with these skills to recommend options for restructuring and organising the selective breeding programs in Australia so that they are more commercially viable.

It is unclear whether it is feasible to develop a generic database system that could be adapted to a range of breeding programs on different species and independent advice is required to review this issue and propose mechanisms to provide these services cost effectively.

There is a need to find cost effective genetic marker service providers.

The Oyster Consortium is in danger of making market investment decisions without agreed strategy or, stalled by indecision, making an insignificant investment to ensure a profitable marketplace on completion of the CRC.

The Consortium needs an agreed document, collating all work undertaken on consumer trends and expectations, that guides its investment within the marketing area. It also needs a strategic direction for the industry.

To begin to address this the Oyster Consortium;
1. will undertake to complete an Australian Oyster Industry Business Plan addressing the production environment, market/supply chain, industry structures before recommending an R & D plan.
2. has commissioned a desktop project that a) defines the current consumer’s expectations, b) summarises previous recommendations, and c) identifies any gaps in previous work.
3. plans to hold a follow up meeting to decide a) if/how the industry can meet those expectations through understanding product produced, b) directions it may take to meet expectations, in particular to consider contribution to relevant CRC projects ahead of Australian Oyster Industry Business Plan completion.

The “Oyster Consortium marketing projects investment meeting” is an essential step to guide the work of the Consortium’s Marketing Working Group and a vital step in achieving the following aims;
• Accepting a documented summary of consumer expectations from which to guide investment
• Forming views on industry needs and strategies that enable the industry to meet those expectations
• Preliminary input into the Business Plan and resolution on financial contribution into relevant CRC projects

Molluscan shellfish are high-valued seafood products that require careful supply chain management to guarantee both product safety and quality. Together, storage time and temperature exert the greatest influence on microbial food safety and must be controlled during oyster production, processing, transport and storage. The microbiological safety status of oysters is initially controlled by testing, monitoring and classifying growing waters as safe for harvest. As stated above, Vibrio species are a natural component of marine and estuarine environments, unlike faecal bacteria which are typically introduced into growing waters by land run-off. Consequently, it is prudent to assume that all live shellfish may potentially contain naturally-occurring Vibrio spp. Of these, V. parahaemolyticus is the most common species which can cause human infection if present in high numbers. This risk can be controlled by proper cold chain management, but may reach unacceptable levels with the loss of temperature control. This is particularly a concern for the oyster producer who has carefully managed the growth and characteristics of the oyster to yield the highest value, and who then looses control of value and the brand due to mismanagement down-stream. Even when human illness is an isolated event, the negative consequences can easily be spread across the entire industry. Thus, a proactive strategy is required to control and predict risk, with added benefits for also maintaining product quality. This can be achieved, in part, by producing a tool (proposed Refrigeration Index) that allows companies to monitor real-time conditions of the cold chain and thus the safety and quality of a highly-valued seafood product. The likely impact will include: 1) improved product safety, 2) an optimised cold chain, 3) higher product quality, 4) greater access to export markets and 5) a more cooperative regulatory environment.