25,176 results

Developing and testing a cultural change process in the NSW wild harvest sector: a case study to facilitate a process towards co-management in the NSW Northern Fish Trawl

Project number: 2021-049
Project Status:
Completed
Budget expenditure: $201,339.24
Principal Investigator: Gary J. Saliba
Organisation: Strategic Journeys
Project start/end date: 30 Jun 2022 - 29 Jun 2023
Contact:
FRDC
TAGS
Rac Nsw
Co-Management

Need

In a scan of FRDC projects with “co-management” in the title five projects identify a need for a culture change to allow co-management, but none provided a process by which such culture change could occur.

The NSW wild harvest industry needs support with culture change skills to allow the Industry Vision to become real. The Industry Vision speaks to fisheries management built on co-management and stakeholder consultation. The current culture of the fishing industry is limiting the industry from being an active participant to this vision. Unless this is urgently addressed the combative relationship between industry and Government will not change.

We focus on developing a process of culture change involving both the seafood sector and government. A new culture will underpin and support initiatives between government and the seafood sector. Co-management provides a tangible goal for the participants in this project, but the need being addressed is testing and developing of a process of culture change explicitly for seafood industry and government agencies.

The Industry Vision needs stakeholders to adopt new ways of thinking, relating, and working so they are receptive to the Industry Vision. Significant growth in this sector is possible, in NSW landings of fish could grow as much as 30% (Smith et al 2019). Unless the industry has confidence to commit to the long-term future of the fishing industry and encourage young fishers to see this future this value will never be realised.

This project will pilot an culture change approach never tried in the seafood industry to:
• identify and explain the current relationship dynamics between industry and regulators ;
• design and implement a suite of projects to transform the relationships to build a trusting and collaborative culture;
• develop the framework and practices that will enable and support self-perpetuating culture change.

There is goodwill and intent by NSW Government to move forward to strong working relationships with industry eg Harvest Strategy Working Groups, and a culture change process will provide the confidence to invest in building relationships and being engaged.

Objectives

1. To establish a group of industry and government leaders/mentors to provide an enduring resource to assist the NSW Northern Fish Trawl sector to facilitate cultural and strategic change to move towards an agreed co-management model and a profitable fishery
2. To design a set of activities/projects to assist industry and government stakeholders to embark on a journey of shifting their beliefs and behaviours to support a viable and highly functional co-management process for the NSW Northern Fish Trawl sector
3. To enable stakeholders from government and from the NSW Northern Fish Trawl sector to participate in a co-management process that guides a stewardship framework to navigate the management, research, and compliance of aquatic resources

Final report

Author: Gary Saliba and Marvin Oka
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.
Environment
PROJECT NUMBER • 2020-065
PROJECT STATUS:
CURRENT

Indicators for density and biomass of exploitable abalone – developing and applying a new approach

The objectives of this project are to use the Victorian Western Zone (WZ) abalone fishery to develop and evaluate a new approach to calculating abalone density and biomass indicators from the combination of three information sources. The three information sources are: i. ...
ORGANISATION:
Western Abalone Divers Association (WADA)
TAGS
Survey
Stock Assessment
Resource Access And Allocation
Fishing Gear
Fishing Effort
SPECIES
Blacklip Abalone
Greenlip Abalone
Brownlip Abalone
Adoption
PROJECT NUMBER • 2018-127
PROJECT STATUS:
COMPLETED

Validation and implementation of rapid test kits for detection of OsHV-1

Following the outbreak of Pacific Oyster Mortality Syndrome (POMS) in the Port River, South Australia in summer 2017-18, a need was identified for rapid diagnostic technology for OsHV-1, the causative agent of POMS. During the February 2016 OsHV-1 outbreak in Tasmania, tracing activities in...
ORGANISATION:
SARDI Food Safety and Innovation
TAGS
Fisheries Management
Disease
Diagnostic
Biosecurity
SPECIES
Pacific Oyster

Enhancing the understanding of the value provided to fisheries by man-made aquatic structures

Project number: 2018-053
Project Status:
Completed
Budget expenditure: $376,840.06
Principal Investigator: Euan S. Harvey
Organisation: Curtin University
Project start/end date: 29 Apr 2019 - 19 Mar 2020
Contact:
FRDC
TAGS
Social Science
Social Science
Recreational Fishing
Rac Wa
Policy

Need

The north west of Western Australia has productive commercial and recreational fisheries and extensive offshore oil and gas (O&G) infrastructure. These man-made structures support a range of demersal and pelagic fishes which are targeted by recreational and commercial fishers. As this O&G infrastructure reaches the end of its productive life, decisions on the best practice option for decommissioning must be made. The current policy for decommissioning requires complete removal. Regulators may support alternative strategies, such as leaving infrastructure in place, if risks and impacts are minimised and there are clear environmental, social and economic benefits to do so. It is thought that removal of infrastructure will decrease catch rates and have negative ecological, economic (direct and downstream) and social consequences.

At the same time as the discussion is occurring about removing O&G infrastructure, there have been large investments in constructing and installing purpose built man-made aquatic structures on the seafloor for the express purpose of enhancing the experience of recreational fishers and SCUBA divers.

There is a need to deliver critical information on: 1) the ecological, economic and social value of these man-made structures to recreational and commercial fishers and other stakeholders; 2) the attitudes of stakeholders to man-made structures; and 3) the opportunities and risks of decommissioning strategies to fishers and other groups (e.g. tourism).

Policy regarding the removal of decommissioned structures will benefit from the increased clarity that this project will provide in regards to data requirements for socio-economic models and stakeholder consultation methods. Comparative assessments of decommissioning options rely on the existence of appropriate socio-economic data, a knowledge gap this project aims to fill. An understanding of the impact of man-made aquatic structures on recreational and commercial fisheries is a global priority, and as such this project has strong international importance and relevance.

Objectives

1. To develop conceptual qualitative, semi-quantitative and quantitative models for describing the socio-economic values and decide what information is needed to give stakeholders an understanding of the value of manmade aquatic structures in the marine environment.
2. To collate a list and description of the manmade aquatic structures in the marine environment in Western Australian and the associated social, economic and biodiversity data.
3. To collect and collate data on four manmade aquatic structures in the marine environment and develop and compare the costs and benefits of qualitative, semi-quantitative and quantitative models.
4. To develop a decision support system or framework for undertaking socio-economic evaluations of manmade aquatic structures which can be used throughout Australia and guide end users on how to develop qualitative, semi-quantitative and quantitative models depending on their information requirements.

Final report

ISBN: 978-0-646-84171-7
Author: Euan Harvey
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Final Report • 20.59 MB
2018-053-DLD.pdf

Summary

In 2018, the state’s recreational and commercial fishers (represented by the peak bodies Recfishwest and WAFIC) commissioned a program of research as part of a Fisheries Research Development Corporation project aimed at documenting the social and economic values and benefits that stakeholders obtain from MMS in Western Australia. These structures include shipwrecks, artificial reefs, break walls, structures associated with harbours, jetties, marine navigation markers, and O&G infrastructure such as platforms, wells, and pipelines.
During 2019 and 2020 the researchers undertook seven online surveys which focussed on understanding the social and economic benefits and values that recreational and commercial fishers, divers and other users gained from using MMS in Western Australia. This was complemented by eleven focus groups which included representatives from the commercial and recreational fishers, but also the Oil and Gas (O&G) sector, regulators (state and federal), conservation, non-government organisations (NGOs), scientific sectors, and the general community. The researchers used data to develop five case studies representing a range of different structures and end users. These case studies focussed on inshore Thevenard Island subsea O&G infrastructure (incorporating recreational fishing), Woodside’s Echo Yodel offshore subsea O&G infrastructure (incorporating commercial fishing), the Exmouth Integrated Artificial Reef (recreational fishing), the Exmouth Navy Pier (diving tourism), and the iconic Busselton Jetty in Southwestern Australia, which is used for tourism, by recreational fishers, divers, swimmers and many other stakeholders. A guidebook was produced outlining the different methods of identifying social and economic values, along with the types of data required, and the approaches to collecting this data. The guidebook also outlines the advantages, disadvantages and resource needs for each method. A database of the MMS in Western Australia was also compiled and made accessible online.
Environment
PROJECT NUMBER • 2015-506
PROJECT STATUS:
COMPLETED

Ralf Yorque Symposium and Ecopath with Ecosim Training Course

This report summarises the outcome of a Ralf Yorque symposium – a small fairly informal series of workshops aimed at providing the big picture thinking space needed to underpin multi-year, multi-project research programs that incrementally piece together the necessary components of a...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
TAGS
Workshop
Training
Sustainability
Harvest Strategy
Fisheries Management
SPECIES
Redthroat Emperor
Industry
PROJECT NUMBER • 2015-037
PROJECT STATUS:
COMPLETED

Oysters Australia IPA: the use of FRNA bacteriophages for rapid re-opening of growing areas after sewage spills

The South Australian Research and Development Institute (SARDI) Food Safety and Innovation (FSI) group with the support of the Fisheries Research and Development Corporation (FRDC), TasWater, Central Coast Council, Port Macquarie-Hastings Council, Shoalhaven Council, New South Wales Food Authority...
ORGANISATION:
SARDI Food Safety and Innovation
TAGS
Waste
Pollution
Harvest Strategy
Food Safety
Disease
SPECIES
Sydney Rock Oyster
Native Oyster
Pacific Oyster
People
PROJECT NUMBER • 2009-729
PROJECT STATUS:
COMPLETED

Seafood CRC: Australian edible oyster industry business plan

The Australian oyster industry comprises approximately 550+ individuals and businesses located principally in three states, NSW, South Australia and Tasmania. A predominately family owned, owner-operated industry in 2007, the industry had a projected net farm gate value of between $90 and $100...
ORGANISATION:
Pinnacle Agribusiness
TAGS
Workshop
Training
Sustainability
Supply Chain
Profitability
SPECIES
Sydney Rock Oyster
Native Oyster
Pacific Oyster
Environment
PROJECT NUMBER • 2003-044
PROJECT STATUS:
COMPLETED

Development of a sustainable industry-based observation system for blue grenadier at the primary spawning sites

Blue grenadier has the highest current TAC among SEF species and has two separate fisheries that target primarily either sub-adult fish year-round or mature adults in winter spawning aggregations. The sustainability of the fishery would be greatly enhanced with regular (sustained) monitoring of...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
TAGS
Survey
Reproduction
Physiology
Fishing Effort
Electronic Monitoring
SPECIES
Blue Grenadier
Industry
PROJECT NUMBER • 2002-425
PROJECT STATUS:
COMPLETED

Food safety and quality assurance for cooked prawns: development and evaluation of a framework for the validation of a supply chain approach

The principal objective of the project was to develop and pre-test a “water-to-waiter” approach/framework to evaluate the processing performance and resulting product criteria (compliance with food standards and market shelf-life requirements) of the Spencer Gulf West Coast Prawn...
ORGANISATION:
SARDI Food Safety and Innovation
TAGS
Supply Chain
Food Safety
Disease
Analytics
SPECIES
King Prawns
Environment
PROJECT NUMBER • 1999-164
PROJECT STATUS:
COMPLETED

Application of molecular genetics to the Australian abalone fisheries: forensic protocols for species identification and blacklip stock structure

Of the nineteen abalone (Haliotidae) species recognised in Australian waters (Geiger 1999), ten are endemic and two dominate the commercial, recreational and illegal harvests in southern States: the blacklip abalone Haliotis rubra Leach and the greenlip abalone H. laevigata Donovan. A third species,...
ORGANISATION:
University of Tasmania (UTAS)
TAGS
Stock Assessment
Genomics
Compliance
Aquaculture
SPECIES
Blacklip Abalone
Roe's Abalone
Greenlip Abalone
Brownlip Abalone
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