24,456 results

Extension of MSC Certification for Western Australian Fisheries

Project number: 2013-030
Project Status:
Completed
Budget expenditure: $686,000.00
Principal Investigator: Carli Telfer
Organisation: Western Australian Fishing Industry Council Inc (WAFIC)
Project start/end date: 31 Aug 2013 - 30 Aug 2017
Contact:
FRDC
TAGS
Stakeholder
Rac Wa
Marketing
Innovation
Fisheries Management

Need

The FRDC, WAFIC and MSC have undertaken public perception studies on the support of fishing activities that have shown that the industry has a very low level of support. The Australian public simply does not believe the message given to it by industry and Government. Western Australia has recognised that the very survival of wild-harvest fisheries depends on a paradigm shift in this negative perception and only a credible, internationally recognised, third-party certification of the State's fisheries will alter the perception and provide industry with the level of security to invest in its future.
The $14.56 million earmarked for third party certification will be split as following: $6.56 million for MSC pre-assessment, full assessment and initial audit and; $2 million per year over 4 years ($8 million) to support Department of Fisheries research and management inputs to the certification process. If the benefits of this investment are to be fully realised for the State and the industry there must be investment in community and industry engagement, and engagement with the post-harvest sector through to the retail and food service. Without such engagement the benefits of certification will not be fully captured. This will require research and testing of cost effective mechanisms to effectively engage. The project builds on the substantial investment by the FRDC in research for Ecosystem Based Fisheries Management. The project will also link with other FRDC activities nationally like the Key Stock Status Report and the trial of the NSW Responsible Fisheries Management Certification project. The whole program of activities in WA that include: A new fisheries Act; MSC certification; and support for FRDC’s marketing function are singularly the largest changes being implemented by a fisheries jurisdiction to improve the future outlook for both capture fisheries and aquaculture.

Objectives

1. To develop and assess communication strategies on how best to obtain commercial fishers support for implementation of third party certification in their fisheries, with the focus being on Marine Stewardship Council (MSC) certification
2. To assess options for promoting MSC to obtain public confidence in the management of WA fisheries
3. To assess different evaluation methodologies for third party certification that are cost effective and improve the delivery of the program for both fishers and the community
4. Develop and trial a practical framework that would deliver a more cost efficient way for a range of smaller, independent, companies in the supply chain to gain MSC Chain of Custody to optimize community recognition and appreciation of Australian MSC certified seafood
5. To work with stakeholders (retail, fisheries management and environmental agencies) to establish where possible equivalence for the third party certification framework that is being developed for WA fisheries

Final report

ISBN: 978-0-9806948-9-5
Author: WAFIC
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.
Final Report • 2023-06-01 • 51.43 MB
2013-030-DLD.pdf

Summary

This project provides learnings of successes and failures/challenges of MSC certification in WA. At the time
of this report’s publication, 12 WA fisheries representing 90 percent value and approximately 60 percent
of the total commercial catch in the state have been awarded MSC certification. The overall aim of this
project was to ensure the long-term extension of WA’s MSC program, which would be judged on the value
and growth of certified fisheries over time, and how well the MSC model is embraced through the supply
chain.

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.

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland

Project number: 2019-056
Project Status:
Completed
Budget expenditure: $321,754.00
Principal Investigator: Samuel M. Williams
Organisation: Department of Primary Industries (QLD)
Project start/end date: 30 Jun 2020 - 28 Feb 2023
Contact:
FRDC
TAGS
Sustainability
Stock Assessment
Reproduction
Rac Qld
Population Dynamics
SPECIES
Black Jewfish

Need

In 2018, black jewfish in QLD were assessed as “undefined” under the Status of Australian Fish Stocks reporting framework due to insufficient information available to confidently classify the stock. Basic biological and genetic information is required to enable a robust assessment of this species in QLD. Information including stock structure, fecundity, age, growth and maturity is required to ensure Fisheries Queensland can make evidence-based decisions regarding the management of this stock. Information on the connectivity among stocks throughout Queensland waters is also fundamental to ensuring that TACCs are set appropriately across management units in the East Coast inshore fishery.

In the Northern Territory (NT) where recent biological research has been used to inform the assessment and management of the black jewfish, stocks are now defined as “recovering”. While stock structure information has been obtained for this species for most of north-western Australia (FRDC 2013/017), that work did not extend to Queensland waters and as a result there is an absence of information on black jewfish stock structure in Queensland waters.

Additionally, a research project (FRDC 2018/027) underway in the NT aims to improve stock assessments on the species by understanding the influence of the environment on population productivity. Learnings from FRDC 2018/027 have been used to inform the most appropriate biological information needed to assess the Queensland stock (such as the need for fecundity estimates), and it is anticipated that the two projects will have two-way feedback to allow progress in stock assessments of black jewfish nation-wide.

Given the high value of black jewfish swim bladders and the absence of a stock assessment to inform sustainable levels of pressure, the TACC of 20t may be underutilising the resource, resulting in potentially millions of dollars in lost revenue. In addition, the recreational sector is also currently restricted to targeting the species only while the TACC is unfilled, effectively reducing the season to a 1 month period. Providing updated biological information to inform the assessment and management of black jewfish in Queensland is critical.

Objectives

1. Determine the stock structure and connectivity of black jewfish throughout Queensland
2. Assess the age structure, fecundity, and size-at-maturity for black jewfish populations on the East Coast of Queensland

Final report

Author: Samuel M Williams
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland
Final Report • 4.56 MB
2019-056-DLD.pdf

Summary

Assessing the population biology of Black Jewfish (Protonibea diacanthus) in Queensland

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland

Project number: 2018-074
Project Status:
Completed
Budget expenditure: $376,154.78
Principal Investigator: Matthew J. Campbell
Organisation: Department of Primary Industries (QLD)
Project start/end date: 31 Mar 2019 - 30 Dec 2021
Contact:
FRDC
TAGS
Sustainability
Stock Assessment
Reproduction
Rac Qld
Migration
SPECIES
Pearl Perches

Need

This project addresses the national research priority "Ensuring that Australian fishing and aquaculture products are sustainable and acknowledged to be so", identified by FRDC as part of their RD&E Plan for the period 2015-2020. Further, this project addresses a research priority listed in FRDC's April 2018 Competitive round call for Expressions of Interest "To gain a better understanding of the spawning aggregations and dynamics of pearl perch". This project also addresses a Fisheries Queensland’s priority identified in their 2017 Monitoring and Research Plan "Research into lifecycle characteristics of pearl perch".

Outputs from a recent stock assessment suggested that the pearl perch stock, which extends southwards into New South Wales waters, is transitional depleted and stock recovery is necessary. This requires an improvement in egg production achievable through the protection of spawning animals. Knowledge of the pearl perch’s spawning dynamics would enable fishery managers to make evidence-based decisions regarding the harvest strategies that increase egg production and, therefore, build the stock biomass. For example, should patterns of pearl perch spawning aggregations be located, like those of the confamilial West Australian dhufish (belonging to the same taxonomic fish family), spatial closures could be employed to protect these aggregations. Similarly, temporal closures are currently used to avoid excessive fishing mortality on coral trout spawning aggregations and similar protection for pearl perch may be appropriate if spawning is timed to coincide with certain biological or seasonal cues. A thorough understanding of these spawning dynamics of the pearl perch is necessary to inform management of the species.

There is a need, therefore, to: (1) collect relevant biological information pertaining to the spawning dynamics of pearl perch, (2) supplement current information with fishery-independent data to better define temporal and spatial spawning patterns over the entire extent of the species’ distribution, and (3) identify areas likely to support spawning aggregations, if any, and to assess the movement to and from these spawning aggregations.

Objectives

1. Assess the temporal and spatial trends in the reproductive biology of pearl perch
2. Determine the movement of spawning pearl perch using both conventional and acoustic tagging methods
3. Identify areas, if any, that support spawning aggregations and determine the relative importance of these aggregations to the sustainability of the pearl perch stock

Final report

Author: Matthew Campbell
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Final Report • 2023-11-27 • 5.62 MB
2018-074-DLD.pdf

Summary

Assessing the spawning characteristics and reproductive biology of Pearl Perch (Glaucosoma scapulare) in Queensland 
Industry

Seafood CRC: bioeconomic evaluation of commercial scale stock enhancement in abalone

Project number: 2009-710
Project Status:
Completed
Budget expenditure: $209,429.84
Principal Investigator: Anthony Hart
Organisation: Department of Primary Industries and Regional Development (DPIRD) WA
Project start/end date: 30 Sep 2009 - 29 Sep 2012
Contact:
FRDC
TAGS
Stock Assessment
Stakeholder
Rac Wa
Life History
Harvest Strategy
SPECIES
Blacklip Abalone
Greenlip Abalone
Brownlip Abalone

Need

Stock enhancement remains one of the few viable alternatives for increasing the profitability and biomass of a fishery without compromising the current fishery in terms of access or allowable catches. Economically viable stock enhancement will provide the fishery with a biomass level that may only ever be achieved in an exceptional year of natural recruitment, and in the longer term, it will rebuild stock numbers towards virgin levels, thus increasing catch rates and ultimately economic efficiency and profitability. However, there is a need for robust evaluation of the bioeconomics of stock enhancement in abalone with long-term growth and survival and accurate economic data, and a proper assessment of the ecological impacts of such an activity. To date most work has focused on small-scale, short-term field studies and desk-top analyses. By providing the resources to complete existing large-scale, long-term field studies, compile accurate economic data, and undertake comprehensive bioeconomic modelling, this project will enable a comprehensive commercial-scale evaluation to be undertaken.

The project directly relates to the key Seafood CRC strategy of trials of novel or alternative management systems to increase economic yield of a fishery under the Future Harvest Business theme. It also meets the strategic objectives of Investment Platform 2: Optimising the harvest, of the WAFIC/Seafood CRC strategic plan as well as Objective 2 (Establish management tools and models that enable targeted harvesting of fish to optimise market returns) of the Abalone Council of Australia Investment Platform 3 (Optimising Harvest) strategy.

Objectives

1. To estimate long-term growth and survival of enhanced greenlip abalone
2. Undertake a bioeconomic analysis of large scale stock enhancement in greenlip abalone
3. To evaluate appropriate wild-stock management protocols that facilitate stock enhancement
4. Develop biosecurity protocols for stock enhancement

Final report

ISBN: 978-1-877098-12-3
Author: Anthony M. Hart and Lachlan W. S. Strain (eds.)
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Final Report • 2016-04-07 • 4.10 MB
2009-710-DLD.pdf
Industry

TSGA IPA: The Australian Aquatic Animal Health and Vaccine Centre: First Phase to Establish Atlantic Salmon Biosecure Fish Facility Capabilities and Develop Strategy for an Australian Centre of Excellence

Project number: 2013-051
Project Status:
Completed
Budget expenditure: $1,694,600.00
Principal Investigator: Jeremy Carson
Organisation: Department of Natural Resources and Environment Tasmania (NRE TAS)
Project start/end date: 23 Feb 2014 - 1 Aug 2015
Contact:
FRDC
TAGS
Vaccine
SPECIES
Atlantic Salmon
Trouts

Need

Commercial in confidence. To know more about this project please contact FRDC.

Objectives

Commercial in confidence

Catch the Drift - Leadership and development training for the next generation in the commercial fishing and aquaculture industries

Project number: 2016-401
Project Status:
Completed
Budget expenditure: $113,635.00
Principal Investigator: Jill Briggs
Organisation: Affectus Pty Ltd
Project start/end date: 31 May 2016 - 28 Dec 2017
Contact:
FRDC
TAGS
Wild Catch
Training
Survey
Rac Vic
Leadership

Need

There are considerable leadership capacity building opportunities throughout the Australian seafood industry and community however it must be noted that these opportunities are delivered in a manner that may be perceived as difficult to access and focused on national issues. Considering this the VICFRAB has identified a need. The need is that within the Victoria seafood industry research, industry consultation and a the provision of a pilot leadership learning opportunity targeting young people across the state, from those already working in the commercial fishing and aquaculture industries to those who have completed a university degree should be developed and delivered.

This project will address strategic directions outlined in the Seafood Industry Victoria (SIV) Strategic Plan with the focus people and leadership. SIV has 8 objectives, centered on the themes of leadership and innovation, member service, business growth, people, fiscal responsibility and operational issues.

The project will also respond to Fisheries Victoria Victorian Aquaculture Strategy Action Plan that outlines the importance of capacity building and communication opportunities. Also throughout the Victoria Fisheries management plans for the commercial fisheries consultation and representation are mentioned which requires industry people to have the skills to lead the industry during both forms of engagement.

Objectives

1. To establish the leadership skills gap for the commercial and aquaculture sectors of the Victoria seafood industry
2. To develop a leadership program for two regional locations and address the skills gap
3. To deliver the two regional leadership programs
4. To support the program participants in the above programs
5. To create strong network and leadership succession opportunities for the Victoria seafood commercial and aquaculture sectors
6. To develop and deliver a project evaluation process at the conclusion of the project

Final report

ISBN: 978-0-9872781-5-9
Author: Jill Briggs
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
Final Report • 2018-10-01 • 1.43 MB
2016-401-DLD.pdf

Summary

Catch the Drift (CTD)was successfully completed in October 2018 with the completion of the stakeholder survey. The project delivered three CTD programs within the scheduled timeframe, meeting the expected requested participant numbers.
Additionally, due to the success of the first two regional programs and in response to a request from the Victorian seafood community, a third leadership program was delivered. Forty-five (45) individuals registered for the three programs which met the funders expectations from across a number of sectors. Of the 45 participants, 29 were men and 16 women. There was also diversity in the ages and cultures represented.
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.

Building economics into fisheries management decision making - to utilise a suite of SA case studies

Project number: 2016-213
Project Status:
Completed
Budget expenditure: $158,500.00
Principal Investigator: Julian Morison
Organisation: Econsearch Pty Ltd
Project start/end date: 30 Jun 2016 - 28 Dec 2017
Contact:
FRDC
TAGS
Rac Sa
Harvest Strategy
Fisheries Management
Economic
SPECIES
Southern Garfish
Blue Swimmer Crab
Blacklip Abalone
Greenlip Abalone

Need

Fisheries management decision making involves a complex mix of biological, economic and social considerations. Formal harvest strategies have been developed for many fisheries across Australian fisheries management jurisdictions over the past decade, as a way of establishing a formal and structured framework to make management decisions, to achieve biological stock sustainability. When these harvest strategies (or other fishery management decision making processes) have incorporated the use of economic information, it has traditionally been based on the use of complex and expensive bio-economic models to pursue maximum economic yield (MEY) management targets.

There is a need to identify and explore more cost-effective and efficient ways to incorporate economic information in harvest strategies and decision making processes that aim to achieve MEY. The report on FRDC project 2010/061 on the National Guidelines to Develop Fishery Harvest Strategies (Sloan et al. 2014) identified this as a gap that requires further work.

A range of concepts, including the Fishery Gross Margin approach used in the South Australian pipi fishery harvest strategy, will be investigated and then trialled in a number of other commercial fisheries to test their robustness and practicality for use in a wider set of fishery management applications. It is proposed that a set of fisheries are used as case studies to explore this wider application. These will include up to three state managed fisheries in South Australia. This project will also consider other management measures that would be able to deliver improved outcomes towards achieving MEY in the case studies (e.g. measures such as temporal limitations on abalone harvest to maximise yield and minimise the number of abalone harvested, as per FRDC project 2015-017).

Objectives

1. The development of cost effective techniques to incorporate economic considerations into harvest strategies.
2. The preparation of a check list/self-assessment tool to guide fisheries managers in determining whether or not a fishery is suitable for economic modelling using one of the cost effective techniques developed as part of the project.
3. The development of a practical User Guide for fisheries managers that contains a set of steps to develop a cost effective economic model, adjust the model, collect necessary data, and generate results for practical application in relevant fishery's harvest strategy.

Final report

ISBN: 978-0-646-82238-9
Author: Julian Morison
Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

Final Report • 2022-04-01 • 2.32 MB
2016-213-DLD.pdf

Summary

The aim of this project was to develop a set of economic analysis guidelines for use at an individual fishery level to aid harvest strategy and other fisheries management decisions. The project sought to demonstrate how economics can be incorporated in fisheries management frameworks in lower value fisheries, with less resources to collect and model economic data than would be required to develop a full bioeconomic model. 

Three case studies were part of this work. These allowed for the creation of a fisheries management checklist and user guide which examined the types of calculations and considerations necessary in partial budgeting and discounted cash flow approaches.

This work builds on FRDC project 2010-061 National Guidelines to Develop Fishery Harvest Strategies. 

More information: Julian Morison jbmorison@internode.on.net

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