43,097 results

Valuing WA smaller commercial fisheries across the supply chain

Project number: 2022-038
Project Status:
Completed
Budget expenditure: $149,681.00
Principal Investigator: Anders Magnusson
Organisation: BDO EconSearch
Project start/end date: 18 Oct 2022 - 24 Aug 2023
Contact:
FRDC
TAGS
Resource Sharing
Resource Sharing
Rac Wa
Non Market Values
Inshore

Need

The proposed study will produce information about the supply-chain economic contribution of selected small scale fisheries in Western Australia, as well as a method that can be applied to making these estimates for other fisheries.

The proposed approach includes making three separate estimates of the supply-chain contribution of selected fisheries using three different levels of information: (1 – minimal cost) published fishery production data and a regional economic model that describes inter-regional flows using published statistical data, (2 – minimum consultation) the same as 1 but also including a workshop with key stakeholders to inform the assumptions, and (3 – maximum data) the same as 2 but also collecting primary data from businesses along the supply-chain. As such, the estimates produced for the selected fisheries using approach 3 will be of high quality and the recommended method described in the guidelines will be informed by a comparison of the cost and performance of undertaking the analysis using each level of information.

Three approaches to obtain supply chain data will be utilised and compared in this project. Below summarises the set of data sources within each approach.

Minimal cost approach
Fishery production statistics: Published production statistics (State of the Fisheries 2020/21*) or data request to DPIRD
Fishery financials and employment: Published profiles (if available) or matched fisheries (as per 2017-210)
Supply-chain flows: Analysis of regional input-output tables, taken as given
Supply-chain financials and employment: Analysis of regional input-output tables

Minimal consultation approach
Fishery production statistics: Published production statistics (State of the Fisheries 2020/21*) or data request to DPIRD
Fishery financials and employment: Published profiles (if available) or matched fisheries (as per 2017-210)
Supply-chain flows: Estimated by workshop with stakeholders, starting from input-output table estimates
Supply-chain financials and employment: Analysis of regional input-output tables

Maximum data approach
Fishery production statistics: Published production statistics (State of the Fisheries 2020/21*) or data request to DPIRD
Fishery financials and employment: Primary data
Supply-chain flows: Primary data
Supply-chain financials and employment: Primary data

* Newman, S.J., Wise, B.S., Santoro, K.G. and Gaughan, D.J. (eds) 2021, Status Reports of the Fisheries and Aquatic Resources of Western Australia 2020/21: The State of the Fisheries, Department of Primary Industries and Regional Development, Western Australia.

Key to estimating the supply-chain flows for the low-data approaches, we will apply the direct coefficients from input-output tables within our RISE models to the value of each fishery to estimate the value of each node of the supply chain for each fishery. The input-output model tells us for each dollar of sales from the fishing sector there are sales to other sectors (i.e. processing, wholesale trade, retail trade, food services). Subsequently, those sectors also have sales to other sectors. By applying these coefficients in sequence we can estimate the value of each node of the supply chain. Data for input-output models are held by BDO and ultimately sourced from publications by ABS, RBA, ATO and other public organisations.

Under the minimal consultation approach, we will refine the supply-chain map developed under the minimal cost approach by eliciting judgement by key stakeholders. These stakeholders will have an idea of the size of the supply chain nodes and will be able to confirm or adjust the values according to their knowledge.

Under the maximum data approach, we will interview businesses along the supply chain in order to collect data to value each supply chain node. We will elicit the value of each business and the number and size of businesses at each node. Information on the number and approximate size of businesses at each supply chain node will be sought from industry participants at the workshop. Contact details for businesses willing to be involved in the interview process with also be sought at the workshop.

Objectives

1. To recommend a method to map and value the supply chain of small scale fisheries in WA and to estimate the economic contribution at each node of the supply chain, including options for addressing gaps in data availability.
2. To develop an extension to the Australian Fisheries and Aquaculture Industry 2017/18 Practitioner Guidelines, for assessing supply chains and economic contributions of small-scale fisheries.

Final report

ISBN: 978-0-6458962-0-6
Author: BDO EconSearch
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 

Project products

Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf
Final Report • 2023-09-01 • 1.62 MB
2022-038-DLD.pdf

Summary

This study aimed to produce information about the economic contribution of the supply chain of selected small-scale fisheries in Western Australia (WA), as well as a method that can be applied to making these estimates for other fisheries. Substantial research has been completed to estimate the economic contribution of commercial fisheries to Australia and its regional communities, and to produce guidelines that practitioners can apply to update and regionalise these estimates. However, past research has largely focused on the ‘upstream’ activity (the flow-on effects from commercial fishing from expenditure on inputs to fishing and expenditure of income derived from fishing). Little work has been done to describe the ‘downstream’ activity (what happens to the seafood product throughout the supply chain after it has been landed, that is, as the product moves from the point of landing to final consumers), the focus of this study. This study makes three separate estimates of the economic contribution of a selection of case study fishery supply chains using three different levels of information. It then compares the sets of results for each case study to make conclusions about the quality versus cost of the approaches. 
Guide • 2023-09-01 • 806.77 KB
2022-038-Guide.pdf

Resource Sharing in Australian Fisheries Workshop - Progress to Date, Lessons Learnt and Next Steps towards a harmonised approach

Project number: 2019-142
Project Status:
Completed
Budget expenditure: $11,750.00
Principal Investigator: Nick D. Rayns
Organisation: FutureCatch Consulting
Project start/end date: 13 Nov 2019 - 30 Dec 2019
Contact:
FRDC
TAGS
Workshop
Stock Assessment
Stakeholder
Resource Sharing
Resource Sharing

Need

There is an urgent need to reflect on the current state of fisheries resource sharing in Australia and how it can meet future demands. Over the past 20 years individual Australian jurisdictions have developed and implemented resource sharing arrangements. These generally apply to commercial and recreational fisheries, and in some cases indigenous cultural fishers. The resource sharing arrangements stem from the objectives of fisheries legislation in Australia which is based on the principles of ESD that include consideration of all fishery resource users in the management of fisheries. Understandably when management resources are limited the focus is on those having the greatest impact on fish stock which for most species is the commercial sector, and sometimes the recreational sector. The use of OCS provisions in fisheries legislation was both an effort to simplify commercial fisheries management and reduce the need to have resource sharing arrangements. While this was largely successful it has run its course due to the value of commercial rights ($billions) that have now accrued under current OCS agreements making it almost impossible to make further significant changes. Alongside these developments a component of the recreational fishing sector has been increasing its range and capacity to catch fish using larger boats and technology similar to that employed by some commercial fishers. This has led to traditionally commercial species being accessed by recreational fishers with growing concerns from the former sector about their fishing future. Various policies and statutes have been implemented by the states/NT in an effort to allocate the shares of a fish stock. This has become easier as a growing number of fish stocks are subject to TACs with the commercial fishers subject to ITQs and recreational fishers to increasingly stock-specific possession limits. Despite this those states/NT who have implemented resource sharing have experienced its contentious, costly and drawn out nature, and are only starting to confront stocks which cross both jurisdictions and fishing sectors. It is time to reflect on experience to date and find the best way to manage fisheries resource sharing in the future.

Objectives

1. To find common ground on resource sharing across Australian jurisdictions and consider the benefits of working towards a harmonised approach.
2. If objective 1 achieved, hold conversations with AFMF and leaders in various fishery stakeholder groups to determine the next steps

Workshop

ISBN: 978-0-6487824-0-7
Author: Dr Nick Rayns
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.

Project products

Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.
Workshop • 2020-01-01 • 829.13 KB
2019-142-DLD.pdf

Summary

Resource sharing is a high priority for the Australian Fisheries Managers Forum (AFMF) with all Australian jurisdictions in the process of developing or having developed policies associated with this issue. Some have gone further and implemented resource sharing with limited success. It has been many years since fisheries managers collectively discussed the status of these policies and their experiences implementing them. As a first step towards a more harmonised approach for fishery resource sharing in Australia FRDC funded this workshop to develop a preferred pathway(s) to doing so. AFMF considered the workshop outcomes and has provided its advice on the next steps which will centre around a fisheries managers’ toolkit that is developed in association with the AFMF Fisheries Management Committee using a development process like that of the National Harvest Strategy Guidelines and Co-Management Report. This will involve a further application for FRDC funding and engagement with key fishery stakeholders.

Comparative evaluation of Integrated Coastal Marine Management in Australia - Workshop

Project number: 2017-214
Project Status:
Completed
Budget expenditure: $14,640.00
Principal Investigator: Alistair Hobday
Organisation: CSIRO Oceans and Atmosphere Hobart
Project start/end date: 19 Jun 2018 - 29 Nov 2018
Contact:
FRDC
TAGS
Resource Access And Allocation
Policy
Human Dimensions Research
Fisheries Management
Ecosystem

Need

There is widespread evidence, in Australia and internationally, of increased need for an improved, practical approach to integrated management (IM) of fisheries and other coastal marine activities that is able to fully embrace the social, economic and institutional aspects (the so-called ‘human dimensions), of management. Assessment and management systems traditionally neglect the human dimensions. Further, they treat sectors separately, often with different authorities managing diverse activities in different ways, resulting in inconsistencies in management across activities. The result is that there is almost no consideration of the cumulative social, economic or ecological impacts of multiple activities, and no way of informing trade-offs among activities in management decision-making.
Experience to date is that IM has been only partially successful. Management of multiple activities has been additive…squeezing one activity in among others (e.g aquaculture in light of others). While there are some examples of movement toward IM, these have resulted in partial or temporary success. There are examples where management has started toward IM, but progress has been stalled or has fallen back. In general, many preconditions exist, but it has been hypothesized that management is missing key aspects of intentional design that would allow IM to proceed.
The proposed workshop will bring together those with both the science knowledge and the operational knowledge of 8-10 Australian IM case studies and a few with international expertise, to evaluate and compare experience towards identifying key elements of success and failure of Integrated Management.

Objectives

1. Complete the creation of a lens for evaluation of Integrated Management that includes appropriate attention to social, cultural, economic, institutional as well as ecological aspects
2. Convene two workshops involving expert practitioners with sufficient scientific and operational knowledge of existing Australian Integrated Management case studies
3. Evaluate and compare experience on implementing IM in Australia using a single evaluative lens
4. Synthesize and report results of the evaluation and make recommendations for improved IM in Australia

Final report

ISBN: 978-1-4863-1276-4
Authors: Robert Stephenson Alistair Hobday Christopher Cvitanovic Maree Fudge Tim Ward Ian Butler Toni Cannard Mel Cowlishaw Ian Cresswell Jon Day Kirstin Dobbs Leo X.C. Dutra Stewart Frusher Beth Fulton Josh Gibson Bronwyn Gillanders Natalie Gollan Marcus Haward Trevor Hutton Alan Jordan Jan Macdonald Catriona Macleod Gretta Pecl Eva Plaganyi Ingrid van Putten Tony Smith Ian Poiner Joanna Vince
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.

Project products

Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
Final Report • 2019-08-02 • 1.16 MB
2017-214-DLD.pdf

Summary

The need for Integrated Management (IM) of diverse marine activities is increasing, but there has been no agreed IM framework. In 2017 and 2018, a team of researchers collaborated to develop a framework for implementation and a ‘lens’ for evaluation of IM.
Fact Sheet • 408.36 KB
2017-214 - Fact Sheet 1- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Nine key features and five phases of implementation provide a lens for implementation and evaluation of Integrated Management. 
Fact Sheet • 285.61 KB
2017-214 - Fact Sheet 2- Integrated Management.pdf

Summary

Integrated Management is an approach that links (integrates) planning, decision-making and management arrangements across sectors in a unified framework, to enable a more comprehensive view of sustainability and the consideration of cumulative effects and tradeoffs.
 
Evaluation of nine key features and five phases important to Integrated Management has been investigated in seven Australian case studies.
Article • 2.85 MB
2017-214 - Stephenson et al 2023.pdf

Summary

Integrated management (IM) has been widely proposed, but difficult to achieve in practice, and there remains the need for evaluation of examples that illustrate the practical issues that contribute to IM success or failure. This paper synthesises experiences of academics and practitioners involved in seven Australian case studies in which there have been attempts to integrate or take a broader, holistic perspective of management. The evaluative framework of Stephenson et al. (2019a) was used as a lens to explore, through workshops and a questionnaire survey, the nine key features and five anticipated stages of IM in the Gladstone Harbour Project, the Great Barrier Reef, the Northern Prawn fishery and regional development, the South-East Queensland Healthy Waterways Partnership, the Australian Oceans Policy, the New South Wales Marine Estate reforms, and progress toward Integrated Management in the Spencer Gulf. Workshops involving experts with direct experience of the case studies revealed that most of the key features (recognition of the need; a shared vision for IM; appropriate legal and policy frameworks; effective process for appropriate stakeholder participation; comprehensive suite of objectives (ecological, social, cultural, economic and institutional); consideration of trade-offs and cumulative effects of multiple activities; flexibility to adapt to changing conditions; process for ongoing review, evaluation and refinement; and effective resourcing) were seen as important in all case studies. However, there are only a few examples where key features of IM were implemented ‘fully’. A subsequent questionnaire of participants using ‘best-worst’ scaling indicated that an appropriate legal and institutional framework is considered to have most influence on IM outcomes, and therefore is the most important of the key features. This is followed in salience by effective stakeholder participation, effective resourcing, capacity and tools, and recognition of the need for IM. Key features may change in relative importance at different stages in the trajectory of IM. 
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