SERVICES FOR 2000/2001€¦ · Web viewAttend meetings with MFA and provide compliance advice, as required . Industry liaison, attendance of meetings with MFA and provision of research

PIRSA FISHERIES & AQUACULTURE

COST RECOVERY PROGRAM

2015-16

MARINE SCALEFISH FISHERYincluding MUD COCKLES

Cost Recovery Program 2015-16 – Marine Scalefish Fishery including Mud Cockles Page 1 of 70

CONTENTS

SUMMARY TABLE MARINE SCALEFISH FISHERY 3

SUMMARY TABLE MUD COCKLE FISHERY 4

PROGRAM DAILY CHARGE OUT RATE 5

PROGRAM: FISHERIES POLICY AND MANAGEMENT 11

PROGRAM: LEGAL SERVICES 14

PROGRAM: LEASING AND LICENSING 16

PROGRAM: DIRECTORATE 18

PROGRAM: STOCK ASSESSMENT AND MONITORING 46

PROJECT COST - MSF 57

PROJECT COST – MC COFFIN BAY 63

PROJECT COST – MC WEST COAST 68


SUMMARY TABLE MARINE SCALEFISH FISHERY

2014-15$ PROGRAM AREA 2015-16

$ COMMENTS DAYS FTE

RESEARCH COSTS857,751 Stock Assessment

and Monitoring768,712 One year program, as per SARDI project

scope $800,102 less PIRSA F&A contribution of $31,390. Snapper stock assessment in line with triennial program, market sampling of King George whiting and garfish.

27,287 Economic Assessment

28,106 Contracted services

13,162 Other Research 12,042 Contribution towards Threatened and Endangered Species

PIRSA RELATED COSTS197,301 Policy and

management196,724 Same level of service as previous year 220 1.10

9,499 Legislation 9,762 Same level of service as previous year 10 0.0567,519 Licensing 62,927 Same level of service as previous year 90 0.45

14,442 Directorate 14,182 Same level of service as previous year 16 0.081,148,258 Compliance 1,167,701 Same level of service as previous year 967 4.84

42,669 Vessel 42,966 Same level of service as previous year 6OTHER COSTS

54,773 FRDC 53,218 Funding based on 0.25% of rolling three year average GVP

131,040 Co-Management Services

168,700 Co-management services requested and approved for 2015/16

$2,563,701 Total $2,525,040

Licence Fees 2015-16Base Fee 5,175Net Fee 4,556

LICENCE FEES 2014-15Base Fee 5,171Net Fee 4,761


SUMMARY TABLE MUD COCKLE FISHERY

2014-15 PROGRAM AREA 2015-16 COMMENTS DAYS FTE

RESEARCH COSTS45,937 Stock Assessment and

Monitoring31,114 Second year of two-year

program, as per SARDI project scope. $45,938 paid in 2014/15.

1,600 Economic Assessment 1,648 Contracted services

PIRSA RELATED COSTS40,357 Policy and

management40,239 Same level of service as previous

year45 0.23

4,749 Legislation 4,881 Same level of service as previous year

5 0.03

7,502 Licensing 6,992 Same level of service as previous year

10 0.05

1,805 Directorate 1,773 Same level of service as previous year

2 0.01

45,123 Compliance 45,887 Same level of service as previous year

38 0.19

7,083 Quota Monitoring 6,592 Same level of service as previous year

11 0.06

OTHER COSTS2,750 FRDC 2,571 Funding based on 0.25% of

rolling three year average GVP

156,907 Total 141,696

LICENCE FEES 2015-16Base Fee 4,272(plus MSF Base fee) 5,175Total Base: 9,447Section Bank Quota Unit Fee 0.00Coffin Bay Quota Unit Fee 53.45West Coast Quota Unit Fee 32.75

LICENCE FEES 2014-15Base Fee 3,501(plus MSF Base fee) 5,171Total base 8,672Section Bank Quota Unit Fee 0.00Coffin Bay Quota Unit Fee 59.35West Coast Quota Unit Fee 41.55


PROGRAM DAILY CHARGE OUT RATE

DAILY RATE ($)

Compliance Vessel Quota Directorate Legislatio

nLicensin

g Policy

Total Employee Expenses 593 2,222 365 565 604 422 549

Total Operating Expenses 318 2,189 39 131 181 82 154

Deprecation and Capital Costs

68 2,324 - - - - -

Total Other Expenses* 229 426 195 190 191 195 191

TOTAL DAILY RATE 1,208 7,161 599 886 976 699 894

Please Note: All dollar values have been rounded to the nearest dollar figure.* Other expenses includes ICT, finance, human resources, WHS, accommodation, insurance and other costs incurred corporately in providing services to divisions, apportioned across PIRSA using a range of cost drivers such as number of logons, headcount, volume data and other workload indicators, in accordance with PIRSA’s cost recovery policy. It excludes the costs of servicing government and costs too far removed from the activity such as Ministerial Offices, Office of the Chief Executive, Strategic Communications and Engagement and the PIRSA Policy Unit, for example.


INTRODUCTION

Wild catch commercial fisheries in South Australia will continue to be managed in accordance with the previously established PIRSA Cost Recovery Policy. This policy requires commercial fishery licence fees to fund services related to commercial fisheries management costs. PIRSA Fisheries & Aquaculture will continue to manage the process of consulting with service providers and relevant industry associations to establish fishery based management programs which will form the basis of annual licence fees.

For each sector, the program required to manage the fishery has the following components:

Assessment and Research Services; Fisheries Policy and Management Services; Compliance Services, including communication, enforcement and monitoring

activities; Support Services, including Legislation, Licensing and Business Services

(Directorate).

This documentation provides a framework to assist in establishing appropriate research, policy, compliance and support services to manage a fishery.


MANAGEMENT OBJECTIVES 2013/14 to 2015/16: MARINE SCALEFISH FISHERYFishery Management Plan

GoalsOutcomes 2013/14 to

2015/16 Policy and Management Compliance Assessment and Research

Systems & Information

Marine Scalefish Fishery

Ensure MSF resources are harvested within ecologically sustainable limits

Implement management plan, including harvest strategies

Lead implementation of management plan, including harvest strategies

Implement and review fishery compliance plan, informed by risk assessment

Support implementation of management plan

Support implementation of management plan, including harvest strategies

Support implementation of management plan, including issue of 10-year licences

Implement outcomes of Snapper review

Update Snapper harvest strategy as appropriate, taking into account outcomes of the discretionary project

Support implementation of Snapper management changes

Discretionary research project – Fishery independent index of Abundance for Snapper

Ongoing meetings of the Garfish Working Group to review and propose measures to meet harvest strategy

Implement management changes via licence conditions or Notices under the Fisheries Management Act 2007 or Regulation amendments (including Cabinet submissions) or a combination of the above instruments.

Support implementation of Garfish management changes

Input and expertise into consultation processes with MFA (and or working groups) (Project 1)

Implement changes to licensing systems and update licences as required

Monitor the biological performance of the fishery and ensure the collection of fishery and biological data

Facilitate the distribution of research outcomes

Consider stock assessment and stock status report with industry/SARDI, address any performance indicators (harvest strategy) as needed including undertaking management arrangements review to address status of King George Whiting

Stock assessment report for key species as per schedule in the harvest strategy (Project 3)

Market sampling of key species to feed into fishery assessment reports as per schedule in the harvest strategy (Project 2)

Increase knowledge on shark species to support

Provide advice on model inputs, various management scenarios

University of Adelaide to undertake 3 year ARC


Fishery Management Plan Goals

Outcomes 2013/14 to 2015/16 Policy and Management Compliance Assessment and

ResearchSystems & Information

sustainable management to be tested

Consider outcomes of the report with the MFA and review management arrangements as necessary

project on biology and population structure of Bronze and Dusky Whaler Sharks (Project due June 2015)

Logbook review to improve catch validation and confidence of fishery dependent information which is used to monitor the stocks and allocations

Lead process to review logbook and reporting requirements for MSF species with the MFA

Support logbook review, as required

Support logbook review, as required

Update logbook and database and assist in education, as required.

Minimise impacts on the ecosystem

Address recommendations and conditions from DotE under EPBC Act accreditation May 2015Reassessment of the fishery before 24 September 2015

Lead development and implementation of a management strategy to mitigate the risk of fishery interactions with Australian sea lions.

Prepare submission on ecological sustainability for Commonwealth EPBC Act assessment

Address other conditions/recommendations as required

Support development and implementation of management strategy

Support development of management strategy


Optimum utilisation and equitable distribution of Marine Scalefish Fishery resources

Manage catch of each sector within allocated shares

Review any breaches of allocations and implement management arrangements as necessary

Status reports include assessment of catches against allocation triggers





Cost-effective and participative management of the fishery

Support industry body to participate and function within the co-management framework of the fishery

Support MFA in the development and implementation of a consultative model within the MSF

Develop and implement communication protocol, with annual review

Regular communication with industry and Executive Officer, Marine Fishers’ Association and attendance of meetings, as required

Implement and review fishery compliance plan, informed by risk assessment

Attend meetings with MFA and provide compliance advice, as required

Industry liaison, attendance of meetings with MFA and provision of research advice, as required

Provide ongoing support for licensing queries

Support and coordination of FISHWATCH number

Implement rules review outcomes

Finalise and implement gear review

Lead implementation of rules review outcomes, and consultation and regulatory changes to implement Snook size limit changes, via relevant legislative means

Develop and draft operators user guide (updated yellow book)

Undertake review of lift nets (combining hoop nets and drop nets) (NB: linked with review of recreational arrangements)

Lead finalisation of gear review, undertake consultation and commence implementation of legislative changes

Support implementation of rules review outcomes

Assist in development of user guide

Participation in gear review and support implementation

Participation in gear review (Project 1)

Support implementation of rules review


Assist in development of user guide

Lead review of user guide and notice to fishers for licence financial year renewal information package

Develop, agree and commence implementation of a strategic direction and plan for the MSF with the MFA

Assist the MFA in developing a strategic direction for the fishery (including consultation and seeking industry input and support)Develop a project plan to implement key projects to address the strategic issuesCommence implementation of

Participation in projects and support of implementation







project plan to undertake agreed projects


MANAGEMENT OBJECTIVES 2015/16: MUD COCKLE FISHERYLong term objectives Outcomes 2012/13 to

2015/16Fishery Policy and

Management Compliance Assessment and Research Systems & Information

Ensure the Mud Cockle resource is harvested sustainably

Optimal utilisation and equitable distribution of the Mud Cockle resource

Determine annual TACCs for quota zones according to biannual biomass estimates.

Implement new management arrangements for the Mud Cockle fishery

Review status of Port River closure

Support research and development for Port River stock enhancement project

Recommend annual TACCs for quota zones, in consultation with industry

Implement Mud Cockle harvest strategy in management plan for the Marine Scalefish Fishery

Review status of Port River closure with industry and SARDI

Provide management advice for the implementation of new managements arrangements for the Mud Cockle fishery.

Consider stock enhancement initiatives for Port River, and support, where necessary

Implement compliance program, informed by risk assessment.

Provide compliance advice for the implementation of new managements arrangements for the Mud Cockle fishery

Provide compliance advice for the stock enhancement initiatives for Port River, and support, where necessary

Provide scientific advice to support harvest strategy, underpinned by biomass estimates

Provide scientific advice for the implementation of new managements arrangements for the Mud Cockle fishery

Provide scientific advice for the stock enhancement initiatives for Port River.

Support review of status of Port River closure with industry and PIRSA

Provide ongoing support for licensing quota and transfer queries

Provide licensing advice for the implementation of new managements arrangements for the Mud Cockle fishery

Minimise impacts on the ecosystem Address recommendations and conditions from DotE under EPBC Act accreditation

Reassessment of the fishery before January 2015

Prepare EPBC Act reassessment report

Address DotE conditions and recommendations

Provide management advice on fish kills, as required

Provide support with investigation of fish kills, as required

Provide scientific advice and aid in investigation of fish kills

Cost effective and participative management of the Mud Cockle Fishery

Support co-management of the fishery

Maintain regular communication with Executive Officer of the Marine Fishers’ Association and be accessible to all licence holders

Provide management advice, where necessary, throughout the licensing year

Maintain regular communication with industry representatives

Provide compliance advice, where necessary, throughout the licensing year

Maintain regular communication with industry representatives

Provide scientific advice, where necessary, throughout the licensing year


PROGRAM: FISHERIES POLICY AND MANAGEMENT

PROGRAM MANAGERKeith Rowling, Manager Fisheries Policy and Management UnitTelephone: 08 8226 1745 Email: [email protected]

PROGRAM SUMMARYThe Fisheries Policy and Management Unit of PIRSA Fisheries & Aquaculture undertakes activities such as day-to-day management, long-term planning and policy development for South Australian commercial, recreational and Aboriginal traditional fisheriesThe Fisheries Policy and Management unit has the following core functions: Administer the Fisheries Management Act 2007 and regulations. Day-to-day management of fisheries resources, to ensure catch and effort levels are

commensurate with resource sustainability. Develop and implement management plans, including harvest strategy development and ESD

risk assessment, in accordance with the Fisheries Management Act 2007 Provide advice to the Minister for Agriculture, Food and Fisheries, Chief Executive and

Executive Director on matters relating to fisheries Represent the Director, Fisheries & Aquaculture Policy and Director, Operations on committees

and other forums on matters related to the administration of the Fisheries Management Act 2007

Develop over-arching policy frameworks to support fisheries management Build and maintain relationships with key stakeholders, with a particular focus on the

commercial and recreational fishing sectors Progress Australian Government recommendations under EPBC Act assessment

OBJECTIVES

To provide day-to-day fisheries management services to for the Marine Scalefish Fishery to government and industry, as well as advice and facilitation of fisheries policy and management issues, through the Fisheries Policy and Management Program.


mailto:[email protected]

PROGRAM STRATEGIES AND SUPPORTING ACTIONS & INITIATIVES

PROGRAM DELIVERY

1. Participate in inter and intra-departmental meetings and workshops on issues relevant to fisheries management

2. Liaise within the Fisheries and Aquaculture Division, with SARDI Aquatic Sciences, other parts of PIRSA and other State and Commonwealth agencies on matters relevant to fisheries management

3. Liaise within PIRSA, with other government agencies and with industry representatives in implementing decisions relevant to fisheries management

4. Conduct regular assessment or review of existing management arrangements for fisheries management, including analysis of statistical information on fisheries and interactions with threatened, endangered and protected species

5. Coordinate consultation with fishery stakeholders through established co-management processes

6. Participate in industry liaison in the field and on vessels to strengthen fishery management knowledge and understanding, and develop rapport with licence holders

7. Participate in industry development initiatives related to fisheries management8. Attending to general correspondence and enquiries relevant to fisheries9. Provide advice to Minister in relation to the management of fisheries and Ministerial

correspondence10. Communicate on fisheries management issues to key stakeholder groups and the broader

community

ANTICIPATED OUTCOMES

Prepare day-to-day necessary legislative instruments and/or advice required for the management of the Marine Scalefish Fishery and Mud Cockle fishery (regulations, closure notices, licence conditions, Ministerial exemptions etc).

Provide advice to the Minister or his/her delegate on setting total allowable commercial catch and effort levels for the Marine Scalefish Fishery and Mud Cockle fishery

Prepare policies to support fisheries management Prepare submissions to enable regular assessment of the Marine Scalefish Fishery and Mud

Cockle fishery under the EPBC Act Prepare annual report to the Australian Government on EPBC Act requirements for the

Marine Scalefish Fishery and Mud Cockle fishery. Prepare regular fisheries status reports Develop and maintain day-to-day productive working relationships and outcomes through

cooperative management and collaboration with stakeholders Further the development of co-management arrangements


Performance Indicators:1. Strong industry and government involvement in co-management relationship and

adherence to formally agreed co-management arrangements.2. Develop and implement management plan. Management plans to include harvest

strategies that protect sustainability of the fishery based on ESD risk assessment processes.

3. Australian Government recommendations met in relation to EPBC assessment.4. Setting of TACC for Mud Cockle Fishery

PROGRAM EFFORT ALLOCATION

The table below includes an abbreviated suite of core activities reflect the anticipated split of effort and associated costs.

Strategy/Activities Days FTE Cost ($)Policy and Management - Marine Scalefish 220 1.10 196,724

Policy and Management - Mud Cockle 45 0.23 40,239

TOTALS 265 1.33 236,963

Please Note: All dollar values have been rounded to the nearest dollar figure.


PROGRAM: LEGAL SERVICES

PROGRAM MANAGER

Lambertus Lopez, Manager, Legal and Legislative ProgramsTelephone: 08 8226 0266 Email: [email protected]

PROGRAM SUMMARYThe Legal and Legislative Unit of PIRSA Fisheries & Aquaculture provides legal services to the Group Executive Director and all other members of the Division, in particular the policy group, on a daily basis. Among other things these services include strategic advice and problem solving, review of draft documentation and correspondence, statutory interpretation and the provision of general advice and statutory interpretation, in consultation with the Crown Solicitor’s Office where necessary, regarding any legal issues relating to proposed actions and the implementation or administration of abalone fisheries management and regulatory arrangements through existing legislative frameworks and licence conditions. Consideration is also given to the impacts and effects of other related legislation if and when required.

OBJECTIVES

To provide legal services including the implementation of statutory and administrative changes to government, as well as strategic advice and facilitation of related policy development, legislative and regulatory issues, through the Legal Services Program.


ANTICIPATED OUTCOMES1. Co-ordinate the introduction, amendment or revocation of Fisheries legislation in line with

Fisheries Policy decisions i.e. Act or regulation amendments, the introduction of new regulations and drafting of other legislative and administrative instruments such as delegation, permit or exemption instruments as required under the Fisheries Management Act 2007 (the Act). New regulations or amendments require the drafting of Cabinet submissions and supporting documentation, including the preparation of drafting instructions, for consideration by Cabinet. This service includes co-ordinating the cabinet process involving liaison with the Office of Parliamentary Counsel and the Crown Solicitor’s Office and inter agency consultation to ensure that proposed regulatory arrangements are accurately drafted and scrutinised before being implemented.

2. Review licensing arrangements required on an as needs basis to appropriately implement approved fishery management policy and measures within the limitations of the Act. The service includes working with the Licensing program (part of Systems and Information) where necessary to implement efficient administrative systems and finalise forms and instruments that are legally sound.

3. Problem solve together with the provision and co-ordination of legal advisory services in liaison with the Crown Solicitor's office relating to the implementation and administration of the Act, Regulations and fisheries management policies, interaction with other Acts, and the defence of those policies and arrangements raised in litigation or industry correspondence.

4. Coordinate applications for Ministerial exemptions under Part 10 Division 1 and Permits under Part 7 Division 2 of the Act.



5. Additional legal services to support, on an as needs basis, the decision-making of the Director Fisheries and Aquaculture policy and the Director Operations and other delegates of the Minister under the Act to safeguard the ongoing sustainability of a fishery in any particular year (where required), depending on positive or negative scientific indicators, to implement new fisheries management arrangements (for example the introduction or variation of a quota system) or new administrative or compliance arrangements (for example, changes to licensing processes, conditions, introduction of closures).

6. Support compliance for statutory interpretation, problem solving and correspondence advice (per above).



Strategy/Activities Days FTE Cost ($)

Legislation – Marine Scalefish 10 0.05 9,762

Legislation – Mud Cockle 5 0.03 4,881

TOTALS 15 0.08 14,643



PROGRAM: LEASING AND LICENSING

PROGRAM MANAGER

Erin Conlon, Manager, Leasing & Licensing Telephone: 08 8204 1374 Email: [email protected]

PROGRAM SUMMARYThe Fisheries Leasing & Licensing Section of PIRSA Fisheries & Aquaculture is responsible for the management of Licensing, Quota Monitoring and VMS services.

This business unit provides a range of services related to the timely processing and management of information leading to the issue of licences and other reporting services. The unit administers a licensing call centre for licence inquiries and other administrative services. The success of these functions is based on maintaining the Primary Industries Information Management System (PIIMS) database.

OBJECTIVES

To provide leasing and licensing services to government and industry through the Leasing and Licensing Program.


ANTICIPATED OUTCOMES

1. Issue licences to licence holders in an accurate and timely manner.2. Provide accurate and timely information related to licences.3. Provide quarterly activity report (as required), within one month at the end of each

quarter.

Services to directly support the fishery:1. Renew and maintain fishery licences.2. Database management for licence renewal.3. Collect licence fees and associated payments.4. Compose and send quarterly instalment notices.5. Record and track unpaid renewals.6. Compose and send late payment instalment notices for un-paid quarterly instalments.7. Draft and issue notices to Fishers.8. Process requests for information from fishers who make such inquiries over the

counter, through the call centre, via facsimile or e-mail. For example, helping fishers to process information relevant to licence renewal forms, application for licence transfers, boat changes, gear enquiries and fishing regulations.

9. Regularly update information about licence holders. 10. Research and prepare documents for public record.



11. Liaise with government stakeholders to verify the credentials of fishers. 12. Liaise with PIRSA Fisheries & Aquaculture, SARDI Aquatic Sciences, Crown Solicitors

and other state and local agencies on matters relevant to the fishery.13. Draft and update licence conditions over the duration of the licensing year as

determined by the Executive Director, Fisheries and Aquaculture and the Director, Fisheries and Aquaculture Policy.

14. Provide information to licence holders relating to the requirements pursuant to licence administration.

15. Manage calls from fishers regarding late payment notices, fees and general enquiries about their licences.

16. Provide support regarding an increased frequency of last minute administrative enquiries from fishers. e.g., master changes and quota transfers, as well as provide advice and support to fishers on licence information, to complete the required forms.

Services to support fisheries management:1. Participate in inter and intra departmental meetings and workshops on issues relevant

to the fishing industry.2. Liaise with relevant staff within PIRSA Aquaculture and Fisheries in implementing

decisions relevant to the fishery.3. Interrogate the PIIMS database to extract information for other stakeholders to use in

preparing reports.4. Prepare reports requested by internal and external customers including maintenance

of a public register of licence holders.5. Liaise with information technology providers to maintain PIIMS and administer

licensing requests. 6. Generate quota management reports to update stakeholders on varying Total

Allowable Commercial Catch (TACC) returns and end of season quota holdings.




Leasing and Licensing – Marine Scalefish 90 0.45 62,927

Leasing and Licensing – Mud Cockle 10 0.05 6,992

Quota Monitoring – Mud Cockle 11 0.06 6,592

TOTALS 111 0.56 76,511



PROGRAM: DIRECTORATE

PROGRAM MANAGER

Chiara Ciui, Business ManagerTelephone: 08 8226 2317 Email: [email protected]

PROGRAM SUMMARYBusiness Strategy, within Directorate of PIRSA Fisheries & Aquaculture, provides a range of services to support fisheries management. These include coordinating the cost recovery process and establishing agreements with service providers; coordinating program provider reports; administering external contracts and agreements; and providing audit, financial and human resource functions.

OBJECTIVES

To provide support services to government and industry, as well as advice and facilitation of corporate related policy and management issues, through the Directorate Program that incorporates the Fisheries & Aquaculture Business Strategy Unit.


ANTICIPATED OUTCOMES1. Coordinate and facilitate cost recovery processes and program agreements, including

liaising with program providers, managers and financial services as required.2. Attend meetings relating to cost recovery, licence setting and related policy issues.3. Develop and review cost recovery policy, processes and program agreements.4. Manage major service providers’ service level agreements.5. Project manage and administer external contractual services and agreements –

including liaising with PIRSA Accredited Purchasing Unit, preparing acquisition plans and selecting evaluation criteria, managing tender processes, drafting purchase recommendations and liaising with the Crown Solicitor’s office to develop contractual agreements.

6. Provide advice on procurement and invoicing requirements.7. Consult with the Group Executive Director, Director, Fisheries and Aquaculture Policy,

Director, Operations, PIRSA fisheries managers, and the Office of the Minister and other parties as needed.

8. Management of industry funds and services.9. Plan, coordinate and facilitate the cost recovery process with industry associations and

program providers in a timely and efficient manner.10. Ongoing review, development and documentation of the cost recovery model,

framework, processes and roles. 11. Meet agreed timeframes on management and administration of external contractual

services.12. Appropriate management of industry funds and services.




The table below includes an abbreviated suite of core activities and initiatives used to manage risks and reflect the anticipated split of effort and associated costs.


Directorate – Marine Scalefish 16 0.08 14,182

Directorate – Mud Cockle 2 0.01 1,773

TOTALS 18 0.09 15,955



MARINE SCALE FISHERY COMPLIANCE PROGRAM 2015/2016

PROGRAM MANAGERRandel DonovanRegional Manager Telephone: 0408 845 733 Email: [email protected]

STATE COORDINATORPat TripodiFisheries OfficerTelephone: 0429 000 282 Email: [email protected]

COMPLIANCE PROGRAM SUMMARYPIRSA Fisheries and Aquaculture teams undertake coordinated compliance activities to educate fishers, deter opportunistic and financially motivated fishery related offences and enforce the rules and regulations.

In consultation with industry a dedicated compliance plan has been developed for the Marine Scale fishery. This compliance plan was developed to direct effort and ensure compliance activities are intelligence driven, efficient, cost effective and outcome focussed. The compliance plan is underpinned by three core strategies (Education and Awareness, Effective Deterrence and Appropriate Enforcement) which are focussed towards increasing voluntary compliance and maximising effective deterrence.

An analysis of intelligence and information holdings is conducted to identify the major risks for the fishery. A series of strategies, actions, and initiatives are detailed and used to focus the primary compliance effort in order to manage the risks and achieve targeted outcomes.

OBJECTIVESThis program provides a compliance framework to monitor and regulate fishing activities that support the sustainable commercial take of species that are able to be taken pursuant to a Marine Scale licence in accordance with the Act and the Management Plan for the South Australian Commercial Marine Scalefish Fishery

The plan provides a focus for Fisheries Officers to undertake coordinated compliance activities to educate fishers, deter opportunistic and financially motivated fishery related offences, and enforce the rules and regulations of the fishery.

Any compliance related risks or emerging trends/issues of significance that arise outside the plan are addressed as required.

The risks and strategies are regularly reviewed and assessed for relevance to ensure compliance activities meet the following objectives:

Meet the objectives of the Fisheries Management Act 2007; To promote compliance with the Fisheries Management (Marine Scalefish Fisheries)

Regulations 2006; To support meeting the goals and objectives of the Management Plan for the South

Australian Commercial Marine Scalefish Fishery; To promote increased voluntary compliance; To deliver an effective education and awareness program; Continue developing effective deterrence strategies; Undertake appropriate enforcement activities; Increase integrity in fishery management systems and/or quota systems; Promote positive interactions & collaboration with stakeholders;


To deliver an efficient and effective compliance program.

COMPLIANCE EFFORT Monitoring of fishing activity, landings and consignments for compliance and integrity Offence identification and response Operational and Investigation Planning and Surveillance Risk assessments, trend and threat analysis Master Operational Planning Process Legislative review for efficacy and relevance Industry liaison and education

ANTICIPATED OUTCOMESThe principal outcome of this compliance program is to support sustainable management of the Marine Scalefish Fishery by:

Increased voluntary compliance; Continued development of effective deterrence strategies; Accurate intelligence and risk predictions; Successful enforcement outcomes for repeat or serious offences; Development of efficient and cost effective compliance strategies; Continued development of stakeholder engagement programs; Reduced incidence of reported illegal activity Reduced incidence of documentation errors and inconsistencies Increased integrity in fishery management systems and/or quota systems Increased positive interactions & collaboration with stakeholders

PROGRAM DELIVERYThe Fisheries & Aquaculture Operations Group comprises three Regional Operations teams, an Offshore Patrol Operations team and an Intelligence & Strategic Support team. All contribute to the delivery of the compliance program dedicated to the Marine Scale fishery.

PROGRAM STRATEGIES AND SUPPORTING ACTIONS & INITIATIVESThe compliance program is tailored to the Marine Scalefish Fishery and uses a number of initiatives and actions that fall under the three core strategies of Education & Awareness, Effective Deterrence and Appropriate Enforcement. These initiatives and actions are outlined in the Marine Scalefish Fishery compliance plan which has been developed in consultation with the sector.


PROGRAM EFFORT ALLOCATIONThe level of effort required to deliver the compliance program in accordance with the dedicated plan is reviewed annually taking into account;

previous effort required to deliver established programs developed over last 10 years Identified risks to the fishery and any associated changes Shifts or changes to the fishery management Changes to fishing practices Additional pressures or influences on fishers or the fishery Intelligence holdings Trends or change behaviours that required monitoring and/or investigation Cost effectiveness and identified efficiencies Any other relevant information required to deliver an effective compliance program to

monitor and enforce the rules and regulations for each fishery

PIRSA has continually reviewed the Marine Scalefish Fishery compliance program, gaining efficiencies through intelligence driven and targeted operations, and re-directing compliance effort where necessary to address current and emerging issues and risks.

The table below includes an abbreviated suite of the core activities and initiatives used to manage the risks. The table also includes days allocated to reflect the anticipated split of effort and associated costs.Strategy/Activities Days FTE Cost ($)Education Awareness Provide fishery related compliance advice to all

industry stakeholders and potential stakeholders Provide electronic distribution of educational material

to fishers and licence holders as required Ensure all stakeholders understand their respective

obligations and the compliance focus for the coming season

Develop Industry communication & relationship program to facilitate discussion of topics such as subsequent change management process (eg. Haul net mesh sizes, snapper longlining requirements, snapper closure compliance program)

Ongoing one on one education during inspections and with new licence holders and masters

136 0.68 164,227

Effective Deterrence Ensure all aspects of commercial fishing activities

are monitored including inspections of fishing operations, catch at sea, catch when landed, in transit and at change of ownership in fish processing premises

Conduct intelligence driven operations and use appropriate enforcement action

Collaborate with other enforcement agencies in order to provide greater reactive and proactive investigative capability

Communication Strategy

556 2.78 671,398

Enforcement Investigate reports of non-compliance and where

275 1.38 332,076


appropriate take action Issue expiations, cautions and court enforced actionsTOTALS 967 4.84 1,167,701

Fisheries Patrol Vessel (FPV) Southern Ranger Days Cost The offshore patrol vessel FPV Southern Ranger is

integral to the overall compliance strategy. It is the only State owned vessel with capability to operate in both inshore and offshore waters and in a broad range of sea and weather conditions.

FPV Southern Ranger is important for compliance in the Marine Scalefish Fishery as it provides an effective deterrence in areas traditionally fished by Marine Scalefish fishers including long-line and large mesh net fishers. The crew of Southern Ranger conduct targeted inspections of Marine Scalefish operators to ensure compliance with gear specifications, closed areas and permitted species.

6 42,966

Please Note; to comply with Work Health & Safety obligations and evidentiary requirements, operational activities are generally required to be undertaken by a minimum of two (2) officers at any time.

All values have been rounded to the nearest dollar figure


MUD COCKLE FISHERY COMPLIANCE PROGRAM 2015/2016

PROGRAM MANAGERAndrew CarrRegional Manager Telephone: 0438 459 679 Email: [email protected]

STATE COORDINATORJamie CourtneyFisheries OfficerTelephone: 0477 367 995 Email: [email protected]

COMPLIANCE PROGRAM SUMMARYPIRSA Fisheries and Aquaculture teams undertake coordinated compliance activities to educate fishers, deter opportunistic and financially motivated fishery related crimes and enforce the rules and regulations.

In consultation industry a dedicated compliance plan has been developed for the Mud Cockle fishery. This compliance plan was developed to direct effort and ensure compliance activities are intelligence driven, efficient and cost effective and outcome focussed. The compliance plan is underpinned by three core strategies (Education and Awareness, Effective Deterrence and Appropriate Enforcement) and is focussed towards increasing voluntary compliance and maximising effective deterrence.

A detailed analysis of intelligence and information holdings is conducted to identify the major risks for the fishery. A series of strategies, actions, and initiatives are detailed and used to focus the primary compliance effort in order to manage the risks and achieve targeted outcomes.

OBJECTIVESThis program provides a compliance framework to monitor and regulate fishing activities that support the sustainable commercial take of Mud Cockles in the Mud Cockle fishery in accordance with the Act and the Management Plan for the South Australian Commercial Marine Scalefish Fishery.

The compliance program provides a focus for the teams to undertake coordinated compliance activities to educate fishers, deter opportunistic and financially motivated fishery related crimes, and enforce the rules and regulations of the fishery.

Any risks or emerging trends/issues of significance that arise outside the compliance plan are addressed as required.

The risks and strategies are regularly reviewed and assessed for relevance to ensure compliance activities meet the following objectives:

Meet the objectives of the Fisheries Management Act 2007 To promote compliance with the Fisheries Management (Marine Scalefish Fisheries)

Regulations 2006 To support meeting the goals and objectives of the Mud Cockle fishery within the

Management Plan for the South Australian Commercial Marine Scalefish Fishery To promote increased voluntary compliance To deliver an effective education and awareness program Continue developing effective deterrence strategies


Undertake appropriate enforcement activities Increase integrity in fishery management systems and/or quota systems Promote positive interactions & collaboration with stakeholders To deliver an efficient and effective compliance program

COMPLIANCE EFFORT Monitoring of Mud Cockle fishery management arrangements and quota systems for

compliance and integrity Offence identification and response Operational, investigation planning and surveillance Risk assessments, trend and threat analysis Master operational planning process Legislative review for efficacy and relevance Industry liaison and education

ANTICIPATED OUTCOMESThe principal outcome of this compliance program is to support sustainable management of the Mud Cockle fishery by:

Increased voluntary compliance Continued development of effective deterrence strategies Accurate intelligence and risk predictions Successful enforcement outcomes for repeat or serious offences Development of efficient and cost effective compliance strategies Continued development of stakeholder engagement programs Reduced incidence of reported illegal activity Reduced incidence of documentation errors and inconsistencies Increased integrity in fishery management systems and/or quota systems Increased positive interactions & collaboration with stakeholders

PROGRAM DELIVERYThe Fisheries & Aquaculture Operations Group comprises three Regional Operations teams, an Offshore Patrol Operations team and an Intelligence & Strategic Support team. The compliance program dedicated to the Mud Cockle fishery is primarily delivered by Fisheries Officers from the West Region, and with support, as required, by officers from within the Intelligence & Strategic Support team.

PROGRAM STRATEGIES AND SUPPORTING ACTIONS & INITIATIVESThe compliance program is tailored to the Mud Cockle fishery and uses a number of initiatives and actions that fall under the three core strategies of Education & Awareness, Effective Deterrence and Appropriate Enforcement. These initiatives and actions are outlined in the Mud Cockle fishery compliance plan which has been developed in consultation with the sector.

PROGRAM EFFORT ALLOCATIONThe level of effort required to deliver the compliance program in accordance with the dedicated plan is reviewed annually taking into account;

previous effort required to deliver established programs developed over last 10 years Identified risks to the fishery and any associated changes Shifts or changes to the fishery management Changes to fishing practices Additional pressures or influences on fishers or the fishery


Intelligence holdings Trends or change behaviours that required monitoring and/or investigation Cost effectiveness and identified efficiencies Any other relevant information required to deliver an effective compliance program to

monitor and enforce the rules and regulations for each fishery

PIRSA has continually reviewed the Mud Cockle fishery compliance program, gaining efficiencies through intelligence driven and targeted operations, and re-directing compliance effort where necessary to address current and emerging issues and risks.

The table below includes an abbreviated suite of the core activities and initiatives used to manage the risks. The table also includes days allocated to reflect the anticipated split of effort and associated costs.

Strategy/Activities Days FTE CostEducation Awareness Conduct pre-season education meetings and

participate in industry days Provide electronic distribution of educational material

to fishers and licence holders at the start of the season

Ensure all interested parties understand their respective obligations and the compliance focus for the coming season

Develop Industry communication & relationship programs to facilitate discussion of topics such as compliance inspection outcomes and issues impacting the Mud Cockle fishery

Ongoing one on one education during inspections

7 0.045 8,453

Effective Deterrence Ensure all aspects of the Quota Management System

are monitored, such as prior reporting and chain of custody requirements in catch disposal records (CDR) including auditing

Ensure all aspects of commercial fishing activities are monitored including inspections of catch at sea, catch when landed, in transit and at change of ownership in fish processing premises

Conduct intelligence driven operations and use appropriate enforcement action

Respond to reported incidents/issues Communication strategy

26 0.165 31,396

Enforcement Investigate reports of non-compliance and where

appropriate take action Issue expiations, cautions and court enforced actions

5 0.03 6,038

TOTALS 38 0.24 45,887


Please Note; to comply with Work Health & Safety obligations and evidentiary requirements, operational activities are generally required to be undertaken by a minimum of two (2) officers at any time.

All values have been rounded to the nearest dollar figure


MARINE SCALEFISH FISHERY – 15/16 RISK ASSESSMENT & COMPLIANCE PROGRAM


MARINE SCALEFISH FISHERY RISKSUSING ILLEGAL GEAR Likelihood: Likely Consequence: Severe Risk Rating High

Risk Attribute Using unattended long lines, using excess hooks, using unendorsed vessels, using illegally modified fishing gear, not marking fishing gear, using unendorsed gear.

Legislative & Regulatory Framework

Fisheries Management Act (2007) Section 53 Demerit points Fishery management plan goal – Sustainable harvest of marine scalefish stocks\.

Implication

The sustainability of iconic species such as Snapper, King George Whiting and Garfish are threatened by using illegal gear to obtain effort driven advantages.(The latest stock assessment reports indicate Snapper, King George Whiting and Garfish stocks throughout the state are on the decline)

Some fishers gain a competitive advantage by using illegal gear in an industry regulated to provide fair access.

Control Measure

One on one education sessions offered to all new entrants into the fishery Boarding vessels at sea and inspections at landing Intelligence driven investigations


MARINE SCALEFISH FISHERY RISKSCOLLUSION BETWEEN LICENCED AND UNLICENCED SECTORS

Likelihood: Likely Consequence: Severe Risk Rating High

Risk Attribute Commercial fishers utilising recreational effort to bolster catch results Commercial fishers utilising other commercial fishers to avoid trip limits Commercial AFMA endorsed vessels utilising state vessels to avoid trip limits


Fisheries Management Act 2007 Fishery Management Plan goal – Ensure MSF resources are harvested within ecologically sustainable limits Licence conditions

Implication Fishery management decisions made without data for illegal unlicenced fishing activity Some fishers gain a competitive advantage Sustainability fishing practices threatened with some species being

Control Measure Checks at landing, boarding vessels at sea, checks at fish processors and in transit Fishery induction packages and one on one education sessions to all new entrants


MARINE SCALEFISH FISHERY RISKSCATCH VALIDATION Likelihood: Likely Consequence: Severe Risk Rating High

Risk Attribute Providing false catch and effort information to SARDI

Legislative Framework Fisheries Management Act 2007 Section 119 Demerit points

Implication Some fishers may gain a competitive advantage in any future quota allocation process Management decisions in the fishery may be adversely influenced by incorrect catch and effort information

Control Measure

One on one education sessions offered to all new entrants Checks at sea, at landings, in transit and at fish processors, cross referenced with sales documentation and catch effort

log books


MARINE SCALEFISH FISHERY RISKSFISH IN CLOSED SEASONS Likelihood: Likely Consequence: Moderate Risk Rating Moderate

Risk Attribute Fish during closed seasons to get market advantage.

Legislative Framework Fisheries Management Act 2007 Fishery management plan goal – Ensure MSF resources are harvested within ecologically sustainable limits Demerit points

Implication

The sustainability of iconic species such as Snapper, King George Whiting and Garfish are threatened by fishing during closed seasons to obtain effort driven advantages.(The latest stock assessment reports indicate Snapper, King George Whiting and Garfish stocks throughout the state are on the decline)

Some fishers gain a competitive advantage by fishing during closed seasons in an industry regulated to provide fair access.

Could impact on stock sustainability of key species.

Control Measure

One on one education sessions offered to all new entrants into the fishery Boarding vessels at sea and inspections at landing Intelligence driven investigations


MARINE SCALEFISH FISHERY RISKSFISH IN CLOSED AREAS Likelihood: Likely Consequence: Moderate Risk Rating Moderate

Risk Attribute Fish in closed areas

Legislative Framework Fisheries Management Act 2007 Fishery management plan goal – Ensure MSF resources are harvested within ecologically sustainable limits Demerit points

Implication

The sustainability of iconic species such as Snapper, King George Whiting and Garfish are threatened by fishing in closed areas to obtain effort driven advantages.(The latest stock assessment reports indicate Snapper, King George Whiting and Garfish stocks throughout the state are on the decline)

Some fishers gain a competitive advantage by fishing in closed areas in an industry regulated to provide fair access. Could impact on stock sustainability of key species.

Control Measure

One on one education sessions offered to all new entrants into the fishery Boarding vessels at sea Intelligence driven investigations


MARINE SCALEFISH FISHERY RISKSTAKE UNDER SIZE OR OVER LIMIT Likelihood:

OccasionalConsequence: Moderate Risk Rating Moderate

Risk Attribute Taking undersize or over limit fish.

Legislative Framework Fisheries Management Act 2007 Fishery Management Plan goal – Ensure MSF resources are harvested within ecologically sustainable limits. Demerit Points

Implication

The sustainability of iconic species such as Snapper, King George Whiting and Garfish are threatened by the take of undersize fish to obtain effort driven advantages.(The latest stock assessment reports indicate Snapper, King George Whiting and Garfish stocks throughout the state are on the decline)

The take of undersize fish could compromise recruitment of fish stocks. Some fishers gain a competitive advantage by taking undersize fish in an industry regulated to provide fair access. Could impact on stock sustainability of key species.

Control Measure

One on one education sessions offered to all new entrants into the fishery Boarding vessels at sea and inspections at landing Conduct inspections at processors and fish markets


MARINE SCALEFISH FISHERY RISKSNON ENDORSED VESSELS Likelihood:

OccasionalConsequence: Moderate Risk Rating Moderate

Risk Attribute

Legislative Framework Fisheries Management Act 2007 Fishery Management Plan goal – Ensure MSF resources are harvested within ecologically sustainable limits Demerit Points

Implication Control Measure


MARINE SCALEFISH FISHERY RISKSOTHER Compliance risks identified within the fishery that may occur which will be addressed as they are detected

Potential Risks There has been an increase in the detection of unendorsed vessels used by commercial fishermen. In July and August 2014, investigate vessels endorsed on all MS licences vs what vessels are actually being used. This

uncovered numerous vessels being used but not actually endorsed on the licence. By October 2014, this has resulted in 2 briefs being initiated and a number of fishers being educated and helped facilitate the adding of vessels to their licence.

Licence holder contacted officers to establish the legality of dropping car body wrecks to create an artificial reef for Snapper. Fisheries officers have received other information about commercial fishers loading their vessels with material to be dumped at sea to create artificial reefs for Snapper.

During December 2013 a commercial fisher indicated he had been threatened by another commercial fisher whilst squid fishing. Physical threats of violence were directed to the victim and his family.

Fisheries officers dealt with calls regarding Snapper longline reporting requirements. Queries ranged from when the initial call must be made, to whether Snapper may be caught between 11.00 am to 12.00 noon. One person identified some fishing locations are distant which doesn’t give sufficient time to catch 500 kg of Snapper before the midday which means one of the three day trip is used in travel.

Fisheries officer attended monthly Marine Scale internal meetings and provided an overview of compliance results and issues.

Until the end of October 2014, Fisheries Officer fielded 59 “1 on 1” queries with existing licence holders this year, mainly in relation to snapper fishing arrangement and gear specifications.

Until the end of October 2014, Fisheries Officers conducted 4, “1 on 1” education sessions with new licence holders


MARINE SCALEFISH FISHERY RISKSOTHER Compliance risks identified within the fishery that may occur which will be addressed as they are detected

Negligible Low Moderate High Extreme


CONSEQUENCES

LIKE

LIHO

OD

NEGLIGIBLE MINOR MODERATE SEVERE MAJOR CATASTROPHIC

0 1 2 3 4 5

REMOTE 1

RARE 2

UNLIKELY 3

POSSIBLE 4

OCCASIONAL 5 Catch Validation (15)

LIKELY 6

Fish in closed season / Areas (12)

Using Illegal gear (18)Collusion between licensed & unlicensed (18)Take u/s and over limit (18)

LIKELYHOOD DEFINITIONS CONSEQUENCE DEFINITIONLIKELY It is expected to occur CATASTROPHIC Local extinctions are imminent / immediateOCCASIONAL May occur MAJOR Likely to cause local extinctions, if continued in longer termPOSSIBLE Some evidence to suggest this is possible here SEVERE Affecting recruitment levels of stocks / or their capacity to increaseUNLIKELY Uncommon, but has been known to occur elsewhere MODERATE Full exploitation rate, but long term recruitment / dynamics not adversely impactedRARE May occur in exceptional circumstances MINOR Possibly detectable, but minimal impact on population size and none on dynamicsREMOTE Never heard of but not impossible NEGLIGIBLE Insignificant impacts to population. Unlikely to be measurable against background

variability for this population

MUD COCKLE FISHERY – 15/16 RISK ASSESSMENT & COMPLIANCE PROGRAM


MUD COCKLE FISHERY RISKSQUOTA MANAGEMENT SYSTEM INTEGRITY Likelihood:

OccasionalConsequence: Severe Risk Rating High

Risk Attribute Failure to accurately weigh mud cockles Fail to accurately declare weight of mud cockles Fail to consign all mud cockle to fish processor for weighing Fail to complete CDR Fail to prior report Collusion with a Fish Processor (FP) Errors or omissions on CDRs Undeclared purged mud cockle Unrestricted take of mud cockle (Quota and non-Quota holders) of mud cockle from outside Quota areas


Fisheries Management (General) Regulations 2007, Fisheries Management (Marine Scalefish Fisheries) Regulations 2006

Implication PIRSA require a compliance presence to deter/investigate opportunities to subvert the QMS Inaccurate knowledge of what is taken from the sea can affect scientific modelling Collusion allows inaccurate weights to be deducted from quota which can affect scientific modelling No prior report reduces the ability of Fisheries Officers (FO’s) to check the catch and accuracy of CDRs PIRSA compliance presence is required to ensure weaknesses in quota system not systematically exploited

Control Measure Pre-season briefings Ongoing liaison with Marine Scale Fisheries EO regarding relevant issues impacting mud cockle fishery Compliance communication to mud cockle fishers with intent to educate fishers on rules and requirements Inspections at landing, at sea, in transit and at FP Requirement to prior report, complete CDR’s Audits to include but not limited to CDR, prior reports and sales records Compliance input to mud cockle review


MUD COCKLE FISHERY RISKSQUOTA EVASION Likelihood: Likely Consequence: Severe Risk Rating High

Risk Attribute Fail to prior report Fail to complete CDR Errors or omissions on CDRs Fishing but failing to submit CDR Fail to accurately declare weight of mud cockles Fail to consign all mud cockle to fish processor for weighing Collusion between fisher and FP (consignment to self in some instances in isolated locations presents risk) Not all fish caught delivered to a FP Water allowance % applied leading to inaccurate weight Mud cockle taken from one quota area declared as taken from another Mud cockle taken from outside quota areas (unrestricted) being declared as taken from within a quota area(s)

Legislative Framework Fisheries Management (General) Regulations 2007, Fisheries Management (Marine Scalefish Fisheries) Regulations 2006

Implication Commercial advantage Inaccurate knowledge of what is taken from the sea can affect scientific modelling Systemic quota evasion has the potential to threaten sustainability PIRSA compliance presence is required to deter opportunities to evade quota and to ensure equitable access for

commercial fishers The potential exists for a fisher to under declare catch weight (when consigning to themselves), with limited

Compliance opportunity to detect thereafter following catch disperse Collusion allows inaccurate weights to be deducted from quota which can affect scientific modelling

Control Measure Pre-season briefings Compliance communication to mud cockle fishers with intent to educate fishers on rules and requirements Inspections at landing, at sea, in transit and at FP FO covert surveillance of catch unload Requirement to prior report, complete CDR’s Audits to include but not limited to CDR, prior reports and sales records


MUD COCKLE FISHERY RISKSTAKE UNDERSIZE Likelihood: Likely Consequence: Minor Risk Rating Low

Risk Attribute Variance in grading processes between fishers resulting in varying % undersize taken Undersize mud cockle not graded at point of take and alternatively returned to the water in area of potentially

unsuitable habitatLegislative Framework Fisheries Management (General) Regulations 2007, Fisheries Management (Marine Scalefish Fisheries) Regulations

2006Implication Commercial advantage

PIRSA require a Compliance presence to deter the potential for opportunistic/systemic harvest of undersize mud cockle which don’t meet regulated size

Juvenile mud cockle not protected; small scale bio-mass impactControl Measure Pre-season briefings

Compliance communication to mud cockle fishers with intent to educate fishers on rules and requirements Inspections at landing, at sea, in transit and at FP


MUD COCKLE FISHERY RISKSFISHING OUTSIDE QUOTA ZONES Likelihood: Likely Consequence: Severe Risk Rating High

Risk Attribute Unrestricted take of mud cockle (Quota and non-Quota holders) of mud cockle from outside Quota areas Mud cockle taken from outside quota areas (unrestricted) being declared as taken from within a quota area(s)

Legislative Framework Fisheries Management (General) Regulations 2007, Fisheries Management (Marine Scalefish Fisheries) Regulations 2006

Implication Commercial advantage Heightens opportunity to evade quota If sustained this practice could have an adverse impact on stock sustainability in those areas Inaccurate knowledge of what is taken from impacted area(s) can affect scientific modelling

Control Measure Pre-season briefings Compliance communication to mud cockle fishers with intent to educate fishers on rules and requirements Inspections at landing, at sea, in transit and at FP FO covert surveillance of fishing activities and catch unload Audits to include but not limited to CDR, prior reports and sales records


MUD COCKLE FISHERY RISKSFISHING WITHIN QUOTA CLOSED AREA Likelihood: Unlikely Consequence: Major Risk Rating Moderate

Risk Attribute Mud cockle bio-mass within the Section Bank Quota Area remains in state of recoveryLegislative Framework Fisheries Management (General) Regulations 2007, Fisheries Management (Marine Scalefish Fisheries) Regulations

2006Implication Commercial advantage

Illegal take of mud cockle from those area threatens bio-mass recoveryControl Measure Compliance communication to mud cockle fishers with intent to educate fishers on closed area’s

Land and at sea patrols within the closed area to maintain visible presence Fish Market monitoring


MUD COCKLE FISHERY RISKSOTHER Compliance risks identified within the fishery that may occur which will be addressed as they are detected

Other Risks Use excess gear Bio-security response Fishing from more than one vessel at a time Failure to lodge SARDI catch and effort returns Inaccurate or misleading reporting of catch location and volume on SARDI returns Assist / provide services to other agencies (i.e. SAPOL, threats at sea amongst Industry)


MUD COCKLE FISHERY RISKSOTHER Compliance risks identified within the fishery that may occur which will be addressed as they are detected

CONSEQUENCES

LIKE

LIHO

OD

NEGLIGIBLE MINOR MODERATE SEVERE MAJOR CATASTROPHIC

0 1 2 3 4 5

REMOTE 1

RARE 2

UNLIKELY 3FISHING WITHIN QUOTA CLOSED AREA

POSSIBLE 4

OCCASIONAL 5QUOTA MANAGEMENT SYSTEM INTEGRITY

LIKELY 6TAKE UNDERSIZE QUOTA EVASION

FISHING OUTSIDE OF QUOTA ZONES

LIKELYHOOD DEFINITIONS CONSEQUENCE DEFINITIONLIKELY It is expected to occur CATASTROPHIC Local extinctions are imminent / immediateOCCASIONAL May occur MAJOR Likely to cause local extinctions, if continued in longer termPOSSIBLE Some evidence to suggest this is possible here SEVERE Affecting recruitment levels of stocks / or their capacity to increaseUNLIKELY Uncommon, but has been known to occur elsewhere MODERATE Full exploitation rate, but long term recruitment / dynamics not adversely impactedRARE May occur in exceptional circumstances MINOR Possibly detectable, but minimal impact on population size and none on dynamicsREMOTE Never heard of but not impossible NEGLIGIBLE Insignificant impacts to population. Unlikely to be measurable against background

variability for this population

RISK RATING

Negligible Low Moderate High Extreme


PROGRAM: STOCK ASSESSMENT AND MONITORING

SCHEDULE 1 - PROJECT SCOPE

1. PROJECT DETAIL

1.1 Title Marine Scalefish Fishery

1.2 Client Contact DetailsName: PIRSA Fisheries and AquacultureAddress: GPO Box 1625, Adelaide, SA 5001Attention: Sean SloanEmail: [email protected]: 8226 2318, 0411 147 834Facsimile: 8226 0434

1.3 Principal InvestigatorName: Dr Tony FowlerPosition: Marine Scalefish Sub-program LeaderAddress: SARDI Aquatic Sciences

2 Hamra Avenue, West Beach, SA 5024 Email: [email protected]: 8207 5432, 0421 617 118Facsimile: 8207 5406

1.4 TimeframeCommencement Date: 1 July 2015Completion Date: 30 June 2016


2. PROJECT DESCRIPTION

2.1 BACKGROUND

The broad approach to research for South Australia’s Marine Scalefish Fishery has been to concentrate on the three primary species, with the focus changing between these species annually following a three year cycle. This protocol was initially established as a five-year plan in 2005 by the Marine Scalefish Fishery Management Committee. Although that five-year plan has now expired, it is intended to maintain the three-year cycle that has become well established. This approach is formalised in the new Management Plan for the South Australian Commercial Marine Scalefish Fishery (PIRSA 2013). According to this cycle, the broad work program for each year including 2015/16 is:1. to continue collection of commercial catch and effort data, and the delivery of advice to PIRSA and

industry;2. to undertake catch sampling in each year for two of the three primary species of snapper, King

George whiting and southern garfish;3. to do a full stock assessment for one of the three primary species in each year;4. to undertake a discretionary project based on current research needs and issues.

In recent years the key management issues in the Marine Scalefish fishery have related to the snapper fishery (Fowler et al. 2013). This has been the dominant species in the fishery on the basis of record catches taken through the period of 2009 to 2011. The issues have related to a significant change in the spatial structure of the fishery associated with a dramatic decline in the fishery in Spencer Gulf and a considerable increase in fishing effort and effectiveness in Northern Gulf St. Vincent and also in the South East region. In response to these concerns, significant management changes were implemented during both 2012 and 2013, aimed at controlling commercial catches and enhancing the opportunity for undisturbed spawning. The management changes will directly restrict catch and effort and probably contribute to changing fisher behaviour. This will influence the commercial fishing statistics and affect the comparability of all data from December 2012 onwards to the earlier catch and effort data back to 1983/84. Therefore, the relative significance of commercial statistics as fishery indicators has changed as a consequence of the new management arrangements. Consequently, PIRSA Fisheries and Aquaculture has identified the need for a ‘fishery independent’ indicator of stock biomass. The Daily Egg Production Method (DEPM) has been proposed as the most logistically tractable method for producing useful estimates of biomass of snapper. To establish the appropriate protocol for undertaking a DEPM for snapper, a three-year program has been planned, dependent on SLA and FRDC funding. This project was the discretionary project in 2013/14 and 2014/15, and is proposed to run through its final year in 2015/16.


PROJECT 1A – MANAGEMENT AND DELIVERY OF CORE PROGRAM

Project 1a – Collection of commercial catch and effort data from the Marine Scalefish fishery

1a.1 BACKGROUNDThe collection of comprehensive commercial catch and effort data for the Marine Scalefish Fishery has operated continuously since July 1983, thus providing a continuous dataset of fishery statistics over a period that exceeds 30 years. These are the most significant long-term, statistical data available for assessing stock status in the Marine Scalefish Fishery. The general performance indicators and associated target reference points for assessing stock status that are specified in the Management Plan (PIRSA 2013), all relate to these commercial catch and effort statistics. Furthermore, these statistics constitute the basis for the three fishery models of WhitEst, SnapEst and GarEst. Clearly, to ensure the availability of up-to-date databases for stock assessment purposes it is fundamental to continue the collection of these data through 2015/16.

1a.2 NEEDTo continue to collect commercial catch and effort statistics through 2015/16, in order to maintain this important data time series.

1a.3 OBJECTIVES to manage the comprehensive commercial logbook program; to collate the fishery logbook returns; to correct catch returns that are found to be erroneous, which involves contacting fishers about

appropriate amendments; to develop and maintain databases, as required; to undertake data-entry; to undertake appropriate error-checking procedures for data entry; to provide statistical reports to PIRSA and industry for monitoring and managing the fishery; to provide subsets of data to scientists and fishery managers, as requested.

1a.4 METHODSThis project supports the on-going activities of the staff of the Fisheries - Information Services Group of SARDI Aquatic Sciences in relation to maintaining the commercial Marine Scalefish Fishery Information System.


1a. DELIVERABLES

1a.5 Service Provided:To check for errors in the data that are provided in catch returns provided by fishers; to enter data to databases; to check for data-entry errors; to maintain the databases that constitute the Marine Scalefish Fishery Information System; and to provide summaries or subsets of data, as requested.

1a.6 Outcomes:An up-to-date database that reflects the data provided by commercial fishers on Marine Scalefish fish species that has been checked for errors.

1a.7 Outputs and Extension:Data will be provided in summarised form to PIRSA Fisheries and Aquaculture as fishery production figures and annual information and statistics reports. Detailed data will be provided, on request, to scientists who undertake the annual stock assessment for the appropriate primary species, and develop the annual Stock Status Report. Such reports summarise the catch and effort data for Primary, Secondary and some Tertiary species. Data will also be provided to the Marine Scalefish Fishery manager on request.

PROJECT 1B –PROJECT MANAGEMENT AND PROVISION OF ADVICE TO PIRSA

1b.1 BACKGROUNDThis project largely refers to the role filled by the principal and senior scientists with respect to preparing and communicating scientific advice, primarily through meetings with PIRSA Fisheries and Aquaculture, the Marine Fishers Association and other industry groups. The other role covered here is that of managing the sub-program with respect to personnel and finances. This involves the duties of: planning; developing external research grant applications; communication; and administration of the research group.

1b.2 NEEDTo provide real-time advice on issues related to stock status, fishery sustainability and fish biology at meetings with representatives of PIRSA Fisheries and Aquaculture and industry, and to provide a leadership role for the sub-program within the Wild Fishery program at SARDI Aquatic Sciences.

1b.3 OBJECTIVES to prepare information for, and participate in, meetings with PIRSA Fisheries and Aquaculture, the

Marine Fishers Association (MFA) and other working or industry groups; to provide advice on species other than the primary species, as requested by PIRSA Fisheries and

Aquaculture and the MFA, utilizing data collected under Project 1a; to supervise projects, ensure quality control, and manage deliverables.


1b.4 METHODSThe duties are generally undertaken by the sub-program leader, who attends formal and informal meetings as required. However, this project also covers the attendance of other senior research scientists when required to provide scientific advice.

1b. DELIVERABLES

1b.5 Service Provided: to provide leadership for planning and directing the scientific research program; to provide real-time advice on fishery status and biology to fishery managers, the MFA and other

industry groups; to provide appropriate advice and supervision to scientific and technical staff for the execution of

research projects; to assist in production of reports; to produce the ‘South Australian Marine Scalefish Fishery Status Report – Analysis of Fishery

Statistics’ in November 2015; to update relevant chapters in status reports for PIRSA Fisheries and Aquaculture.

1b.6 Outcomes:the delivery of verbal and written up-to-date information and advice regarding the biology of species, their interaction with the marine environment and sustainability of fisheries for Marine Scalefish species, as required. Annual versions of the ‘South Australian Marine Scalefish Fishery Status Report – Analysis of Fishery Statistics’ will be published.

1b.7 Outputs and Extension:Verbal updates and written briefing sheets, memos, reports and formal presentations, as required.


PROJECT 2 – CATCH SAMPLING OF PRIMARY SPECIES

2.1 BACKGROUNDDuring the 1990s and early 2000s, computer fishery models were developed to assist in the stock assessments for the three primary Marine Scalefish species of King George whiting, snapper and southern garfish through two FRDC projects (FRDC 95/008, 99/145). Since then, the three models have been used as the main stock assessment tools. Prior to using one of these models in a particular year, it must be updated with the most recent commercial fishery statistics and biological data that reflect the current status of the fishery and the population structure. The model then produces estimates of output parameters that are assessed against prescribed target reference points as indicators of the current status of the fishery (PIRSA 2013). Thus, updating the fishery and biological data is an essential process for ensuring the integrity and accuracy of the outputs whenever a model is run. Furthermore, such recent data provide important insights into the demographic processes that drive the dynamics in population biomass and fishery productivity for each species.

The biological data that are collected regularly and used to update the fishery models are the population size and age structures. These population characteristics change over time as a consequence of inter-annual variation in year class strength, growth rates and fishing effort. The process of collecting new biological data through market sampling began in 2000 for snapper, in 2004/05 for King George whiting and 2005/06 for southern garfish. Initially, such catch sampling concentrated on one species in each year. This meant that for each species the data on population structure were collected only every third year, thereby resulting in considerable gaps in the data time series. As such, it was considered preferable to provide greater certainty about year class strength by collecting information on population structure more regularly. Consequently, in 2006/07, a strategic market-sampling program was incorporated into the five-year research plan, whereby two of the three primary species were targeted for market sampling in every year, with the species changing each year on a rolling basis. In 2015/16, the two species to be considered are: King George whiting and southern garfish (PIRSA 2013).

2.2 NEEDThe need is to continue to augment the three-yearly stock assessment process for the primary species of King George whiting, snapper and southern garfish by collecting data on size and age structures from the commercial fishery catches through regular market sampling.

2.3 OBJECTIVES to maintain a two-stage market sampling program for King George whiting and southern garfish in

2015/16 to:o provide measurements of fish from representative samples from fishery catches;o sub-sample the measured fish and to remove the otoliths for ageing work;

to age fish from otoliths using validated protocols that involve quality assurance and control measures to minimise errors in ageing and to assess precision in otolith interpretation;

to use estimates of fish age to develop age/length keys; to use age/length keys to convert length frequency distributions to age frequency distributions for

incorporation into the fishery models and stock assessment reports; to interpret the data on population structure in terms of population dynamics to assist in interpreting

the trends in fishery catches.


2.4 METHODSMost market sampling is done through weekly visits to the SAFCOL fish market in Adelaide. Fishery catches are selected from those available, based on their likely region of capture. The fish are measured and a sub-sample is taken for collection of detailed biological information including the collection of otoliths for ageing. For southern garfish and King George whiting, the sub-samples will be purchased for processing. From the estimates of fish age, age/length keys will be developed to convert the size structures to age structures. As a quality assurance measure, otolith reference collections are used to ensure that otolith readers are appropriately trained and calibrated to accurately interpret the otoliths from the different species.

2. DELIVERABLES

2.5 Service Provided: to implement an on-going, two-stage market sampling program that provides data on the sizes and

ages of southern garfish and King George whiting from fishery catches taken by the commercial sector during 2015/16;

to undertake statistical processing to produce age/length keys to convert size structures of fishery catches into age structures;

to make available the estimated size and age structures to fishery modellers for use in computer stock assessment models;

and to report size and age structures in stock assessment reports to help determine the processes responsible for patterns in the population dynamics and population structure.

2.6 Outcomes: up-to-date biological data on population size and age structures that facilitate better stock

assessment processes for each species; a high level of confidence in estimates of age from otoliths due to the quality assurance measures

used.

2.7 Outputs and Extension:The data on population structure will be reported in stock assessment reports for southern garfish in 2015 and King George whiting in 2016/17.


PROJECT 3 – STOCK ASSESSMENT FOR SNAPPER

3.1 BACKGROUND

Between 2008 and 2012 South Australia’s snapper fishery experienced some significant changes. These corresponded to significant changes in the spatial structure of the fishery, suggesting that different demographic processes were occurring in the different regions. Such changes included significant declines in the catches and catch rates in both NSG and SSG, which traditionally supported the most important fisheries. These changes raised considerable concern about the sustainability of the various regional snapper fisheries. In response, in 2012 and 2013, PIRSA Fisheries and Aquaculture introduced a number of significant management changes that included an extension to the seasonal closure, introduction of spatial closures, and trip and gear limits for the commercial sector. The proposed stock assessment for snapper in 2015/16 provides opportunity to formally determine the status of the various regional fisheries, thereby assessing the response of the regional populations to the suite of management changes.

3.2 NEEDTo provide a comprehensive assessment of the various regional snapper fisheries in 2015/16.

3.3 OBJECTIVESThe focus of this project will be to update SnapEst, the computer fishery model for snapper with new fishery and biological data, and to undertake model runs to provide output parameters to be interpreted in terms of stock status. The specific objectives for this assessment are: to undertake a detailed regional analysis of the commercial catch and effort data collected through

Project 1a; to incorporate into the appropriate model these new commercial and recreational catch and effort

data as well as biological data from market sampling; to provide annual estimates of time-series of model-estimated parameters including recruitment,

fishable biomass, and exploitation rate for each model region; to provide a stock assessment report to PIRSA Fisheries and Aquaculture that summarises the

time-series of regional catch and effort statistics, the new biological data on size and age structures, the outputs from the model runs, and then indicates stock status based on assessment of the general and biological performance indicators against trigger reference points.

3.4 METHODSThe two primary datasets that will be updated and incorporated into SnapEst are the commercial catch and effort data up to December in each year, and the regional, seasonal size and age structures collected up to September in the same year. The former data will be extracted from the commercial Marine Scalefish Fishery Information System that is maintained as part of Project 1a, based on the catch returns of fishers. The latter will come from the market sampling program and subsequent analysis of biological data (Project 2). Furthermore, new data from the recreational fishery from the telephone/diary survey run in 2013/14 will be input to the model. The model will then be run to produce time-series of biological performance indicators that will be compared against the limit reference points as specified in the new Management Plan (PIRSA 2013). The results of these analyses will be presented in the stock assessment report.


3. DELIVERABLES

3.5 Service Provided: to undertake regional analyses of commercial catch and effort data for snapper; to develop size and age structures for those regional populations for which recent data have been

collected; to update and run the appropriate model to provide estimates of output parameters for the various

model regions; to assess general and biological performance indicators against target reference points to indicate

stock status; to summarise all data and findings in a stock assessment report to be delivered in June 2016; and to update the relevant chapter in the status report for PIRSA Fisheries and Aquaculture.

3.6 Outcomes: model runs from SnapEst using the new data; an assessment report that indicates the status of the regional stocks for the species of interest.

3.7 Outputs and Extension:The primary output will be a comprehensive stock assessment report for snapper that will be augmented with presentations to PIRSA Fisheries and Aquaculture and the Marine Fishers Association.


PROJECT 4 – DEVELOPING DEPM TO ESTIMATE THE SPAWNING BIOMASS OF SNAPPER POPULATIONS IN THE SOUTH AUSTRALIAN GULFS

4.1 BACKGROUNDIn recent years there have been concerns about the sustainability of South Australia’s snapper fishery due to the significant downturn in production in Spencer Gulf and the high recent exploitation in Northern Gulf St. Vincent (NGSV) and the South East. Consequently, during 2012 and 2013, PIRSA Fisheries and Aquaculture introduced a number of changes to the management regime to limit the commercial catch, including the introduction of a 500 kg daily trip limit as well as a cap of 200 longline hooks for use inside the gulfs. These changes will impact on the usefulness of commercial fishery statistics as fishery status indicators. As such, there is a need to develop a ‘fishery independent’ method for estimating fishable biomass of snapper. The Daily Egg Production Method (DEPM) has been applied successfully for estimating the biomass of populations of snapper elsewhere in Australia and also in New Zealand. The intention for this discretionary project is to resolve the techniques that are appropriate for applying the DEPM for snapper in South Australia, in terms of developing the field sampling techniques and molecular techniques for identifying the snapper eggs. This research commenced in 2013/14 and is scheduled for completion at the end of 2015/16.

4.2 NEEDThere is a need to develop a fishery independent method for estimating the spawning biomass of snapper populations in the gulfs of South Australia. The DEPM is the most tractable method for achieving this. As such, the appropriate technical methodology for applying the DEPM in NSG and NGSV will be developed. In 2013/14, field sampling was done in NSG, whilst in 2014/15 it was done in NGSV. In 2015/16, the plan is more challenging with sampling to be done in both NGSV and NSG.

4.3 OBJECTIVES To undertake field and laboratory work in order to refine the techniques for applying a DEPM for

snapper in NSG and NGSV.

4.4 METHODS

In 2015/16, the DEPM will be applied to both NSG and NGSV. As such, in December 2015, the egg and adult sampling will be done in both gulfs, during which plankton sampling to quantify the snapper eggs and larvae and sampling of adult fish will be done. In December, i.e. around the peak spawning time, approximately 200 geo-structured stations will be sampled using plankton nets. These plankton samples will later be processed by removing all teleost eggs and larvae and identifying those from snapper using a DNA marker. Furthermore, during this field trip, there will be several fishing operations to collect samples of adults from which to estimate reproductive parameters such as batch fecundity and spawning frequency.


4. DELIVERABLES

4.5 Service Provided:

1. to undertake field trips on board the RV Ngerin during which plankton sampling will be undertaken in both NSG and NGSV to quantify the spatial distribution and abundance of snapper eggs and larvae;

2. to collect samples of adult snapper in order to provide estimates of adult parameters;3. to process plankton samples to quantify the numbers of snapper eggs and larvae;4. to provide estimates of spawning biomass for snapper in both gulfs in June 2016.

4.6 Outcomes: an understanding of the issues involved in applying the DEPM for snapper in South Australia’s

gulfs, allowing development of an appropriate protocol for future years; preliminary estimates of spawning biomass for NSG and NGSV. 4.7 Outputs and Extension: to provide a status report to PIRSA Fisheries and Aquaculture in June 2016 that relates the

outcomes of the DEPM work undertaken in 2015/16, including preliminary estimates of spawning biomass for the two regions.


5. FUNDING ARRANGEMENTS

5.1 PROJECT COSTING POLICY

This Research Project Scope and Costing has been costed at a Discounted rate.

5.2 PROJECT COST

5.3 MILESTONE AND PAYMENT SCHEDULE

Date Milestone Payment ($) Ex GST

30th November 2015 Marine Scale Fishery – Stock Status Report

31st December 2015 First Half Payment 2014/15 SLA 400,05131st May 2016 Second Half Payment 2014/15 SLA 400,05130th June 2016 Stock Assessment Report for snapperSUBTOTAL 800,102GST NO GSTTOTAL FUNDED 800,102


PROJECT COST Cost($) Ex GST

SARDI Contribution

($)

Price($) Ex GST

Project 1 (logbook, management)Project 2 (market sampling)Project 3 (stock assessment)Project 4 (Snapper DEPM)

297,288336,649191,112118,537

22,77568,32634,16318,220

274,513268,323156,949100,317

GST NO GST NO GST NO GSTPIRSA Contribution 31,390Licence Holder Contribution 768,712TOTAL 943,586 143,484 800,102

6. PROJECT STAFF

Staff(if identified)

Position FTECommitment

Funded/In-Kind

S.Mayfield SPA Leader 0.05 FundedA.Fowler Sub-program Leader 0.80 Funded

J.Earl Research Scientist 0.20 FundedM.Steer Research Scientist 0.20 Funded

W.Jackson Research Officer 1.00 FundedM.Lloyd Research Officer 0.40 Funded

R.McGarvey Senior Modeller 0.20 FundedJ.Feenstra Modeller 0.10 FundedJ. Carroll Modeller 0.20 FundedTOTAL 3.15


SCHEDULE 2 - PROJECT COSTING

1. PROJECT COST SUMMARY

Cost Detail 2015/16Total ($)Ex GST

Salaries 3.15fte 376,370OperatingLogbook program 166,236Payment to industry for surveys

0

Fieldwork 37,342Laboratory 16,000Travel

0Office & communication 1,483Capital equipment 0SARDI overhead 202,671SARDI inkind 143,485Total Cost 943,587

Revenue – PRICEPIRSA F&A 85% 800,102Total Revenue 800,102

SARDI Investment 15% 143,485

Breakdown explanations:

Logbook ProgramEntry, validation, management and reporting of data

Surveys/vesselsCosts of chartering industry, research or other vessels

FieldworkFieldwork costs other than vessels, including travel and OHS requirements

LaboratoryCosts for processing samples

Travel Costs for attending meetings with industry, PIRSA F&A and stakeholders

Office and communication Stationary, communications and publications


SCHEDULE 1 - RESEARCH PROJECT SCOPE

1. PROJECT DETAIL

1.1 Title South Australian Mud Cockle Fishery (Coffin Bay)

1.2 Client Contact DetailsName: PIRSA FISHERIES & AQUACULTUREAddress: GPO Box 1625, Adelaide, SA 5001Attention: Sean SloanEmail: [email protected]: 8226 2318Facsimile: 8226 0434

1.3 Principal InvestigatorName: Stephen MayfieldPosition: Subprogram Leader: Molluscan FisheriesAddress: 2 Hamra Ave, West Beach, SA 5024Email: Stephen.mayfield@ sa.gov.auTelephone: 8207 5427Facsimile: 8207 5406


1.5 Summary

The mud-cockle research program provides survey-based estimates of mud cockle biomass and estimates of the size at maturity in each of the three fishing zones in South Australia every two years. The next survey and reporting period is 2015/16.

This is the first Project Scope developed specifically for the Coffin Bay Zone of the South Australian Mud Cockle Fishery and the first two-year Project Scope for this Zone.

To avoid high inter-annual variation in licence fees, ~50% of the research costs are recovered each year. Total cost of the program is $31,907. In 2014/15, $18,960 was paid. Thus, the outstanding balance to complete this work in 2015/16 is $12,947.

The primary outcome is a report that provides estimates of mud cockle biomass for each fishing zone in a risk-analysis framework.



2.1 BACKGROUND

There are three primary components to the research provided by SARDI Aquatic Sciences to PIRSA in support of the South Australian mud cockle fisheries, these are:

(1) conduct fisher-based surveys to determine the biomass of mud cockles on the key fishing grounds of the Port River, Coffin Bay and the West Coast;

(2) obtain estimates of the size at maturity, and it’s spatial variability, for mud cockles; and

(3) provide a summary report that presents estimates of mud cockle biomass in a risk-analysis framework and estimates of size at maturity.

Funds for research are collected annually, with the work undertaken every two years.

2.2 NeedThis project addresses the need for biomass estimates and associated scientific information to support sustainable utilisation of mud cockles in SA.

2.3 Objectives2.3.1 Review 2009/10, 2011/12 and 2013/14 sampling designs and implement an industry-based survey of mud cockle populations on commercially important fishing grounds in the Coffin Bay fishing zones;2.3.2 Determine estimates of the harvestable biomass of mud cockles from the areas sampled; 2.3.3 Provide a report to PIRSA with biomass estimates in a risk analysis framework; and2.3.4 Provide PIRSA with scientific advice to support the sustainable management of the South Australian mud cockle Fishery, including TACC setting.

2.4 Methods2.4.1 Work with mud cockle fishers from the Coffin Bay fishing zones to review the 2009/10 and 2011/12 sampling design, incorporating changes to important commercial fishing grounds;2.4.2 Re-map the commercial fishing grounds and sampling locations into a GIS layer;2.4.3 Undertake a transect-based method, to obtain representative data on the density of mud cockles across those fishing grounds;2.4.4 Apply a multi-level bootstrap analysis to determine estimates of mud cockle biomass in a risk-analysis framework; and2.4.5 Document and interpret the research findings in a report.


3. DELIVERABLES


3.1.1 Survey estimates of density and biomassReview the commercially important fishing grounds.Review (and amend as required) the 2009/10 and 2011/12 surveys to estimate mud cockle density and biomass.

3.1.2 Data analysisApply a multi-level bootstrap model to provide estimates of mud cockle biomass for the Coffin Bay fishing zone.

3.1.3 Management and quality assurance of research dataProvide effective storage and management of research data.Develop and implement a formal quality assurance program.

3.1.4 Analysis and InterpretationInterpret the results of the research program in a report.

3.1.5 Project managementOngoing supervision of projects.Management of deliverables.Quality controlLiaise with PIRSA, industry, State and Commonwealth agencies on matters relevant to the fishery.Participate in industry development initiatives.Development and implementation of new projects and collaboration on proposed/existing projectsUpdate relevant chapter in status report for SA fisheries

3.2 Outcomes:The principal outcome will be scientific advice to support sustainable management of the SA mud cockle fishery.

3.3 Outputs and Extension:The principal output is a stock assessment report providing estimates of mud cockle biomass in a risk-analysis framework by 31 March 2016.





4.2 PROJECT COST

PROJECT COST 2015/16 ($) Ex GSTSUBTOTAL 31,907GST NO GSTTOTAL 31,907



December 2014 First quarter Payment 2015/16 SLA 9,480May 2015 Second quarter Payment 2015/16 SLA 9,480December 2015 Third quarter Payment 2015/16 SLA 6,473March 2016 Mud cockle biomass reportMay 2016 Fourth quarter Payment 2015/16 SLA 6,474SUBTOTAL 31,907GST NO GSTTOTAL FUNDED 31,907

5. PROJECT STAFF



2014/15

FTECommitment

2015/16

Funded/In-Kind

B Stobart Research Scientist 0 0.035 FundedJ Dent Research Officer 0 0.070 FundedT Fox Research Officer 0 0.025 FundedJ Carroll Research Scientist 0 0.010 FundedTOTAL 0 0.140

SCHEDULE 2 - PROJECT COSTINGCost Recovery Program 2015-16 – Marine Scalefish Fishery including Mud Cockles Page 64 of 70




1,375

Fieldwork 740Laboratory 65Travel 0Office & communication

100

Capital equipment 0SARDI overhead 8,906SARDI inkind 6,377Total Cost 38,284





Payment to industry for surveysDirect costs of using industry vessels and staff to undertake surveys. Contractor is the Marine Fishers Association Inc.

FieldworkFieldwork costs including vessels, travel and OHS requirements




Capital equipment


SCHEDULE 1 - RESEARCH PROJECT SCOPE

1. PROJECT DETAIL

1.1 Title South Australian Mud Cockle Fishery (West Coast)

1.2 Client Contact DetailsName: PIRSA FISHERIES & AQUACULTUREAddress: GPO Box 1625, Adelaide, SA 5001Attention: Sean SloanEmail: [email protected]: 8226 2318Facsimile: 8226 0434

1.3 Principal InvestigatorName: Stephen MayfieldPosition: Subprogram Leader: Molluscan FisheriesAddress: 2 Hamra Ave, West Beach, SA 5024Email: Stephen.mayfield@ sa.gov.auTelephone: 8207 5427Facsimile: 8207 5406


1.5 Summary

The mud-cockle research program provides survey-based estimates of mud cockle biomass and estimates of the size at maturity in each of the three fishing zones in South Australia every two years. The next survey and reporting period is 2015/16.

This is the first Project Scope developed specifically for the West Coast Zone of the South Australian Mud Cockle Fishery and the first two-year Project Scope for this Zone.

To avoid high inter-annual variation in licence fees, ~50% of the research costs are recovered each year. Total cost of the program is $45,145. In 2014/15, $26,978 was paid. Thus, the outstanding balance to complete this work in 2015/16 is $18,167.

The primary outcome is a report that provides estimates of mud cockle biomass for each fishing zone in a risk-analysis framework.



2.1 BACKGROUND

There are three primary components to the research provided by SARDI Aquatic Sciences to PIRSA in support of the South Australian mud cockle fisheries, these are:

(1) conduct fisher-based surveys to determine the biomass of mud cockles on the key fishing grounds of the Port River, Coffin Bay and the West Coast;

(2) obtain estimates of the size at maturity, and it’s spatial variability, for mud cockles; and

(3) provide a summary report that presents estimates of mud cockle biomass in a risk-analysis framework and estimates of size at maturity.

Funds for research are collected annually, with the work undertaken every two years.

2.2 NeedThis project addresses the need for biomass estimates and associated scientific information to support sustainable utilisation of mud cockles in SA.

2.3 Objectives2.3.1 Review 2009/10, 2011/12 and 2013/14 sampling designs and implement an industry-based survey of mud cockle populations on commercially important fishing grounds in the West Coast fishing zones;2.3.2 Determine estimates of the harvestable biomass of mud cockles from the areas sampled; 2.3.3 Provide a report to PIRSA with biomass estimates in a risk analysis framework; and2.3.4 Provide PIRSA with scientific advice to support the sustainable management of the South Australian mud cockle Fishery, including TACC setting.

2.5 Methods2.4.1 Work with mud cockle fishers from the West Coast fishing zones to review the 2009/10 and 2011/12 sampling design, incorporating changes to important commercial fishing grounds;2.4.2 Re-map the commercial fishing grounds and sampling locations into a GIS layer;2.4.3 Undertake a transect-based method, to obtain representative data on the density of mud cockles across those fishing grounds;2.4.4 Apply a multi-level bootstrap analysis to determine estimates of mud cockle biomass in a risk-analysis framework; and2.4.5 Document and interpret the research findings in a report.


3. DELIVERABLES


3.1.1 Survey estimates of density and biomassReview the commercially important fishing grounds.Review (and amend as required) the 2009/10 and 2011/12 surveys to estimate mud cockle density and biomass.

3.1.2 Data analysisApply a multi-level bootstrap model to provide estimates of mud cockle biomass for the West Coast fishing zone.

3.1.3 Management and quality assurance of research dataProvide effective storage and management of research data.Develop and implement a formal quality assurance program.

3.1.4 Analysis and InterpretationInterpret the results of the research program in a report.

3.1.5 Project managementOngoing supervision of projects.Management of deliverables.Quality controlLiaise with PIRSA, industry, State and Commonwealth agencies on matters relevant to the fishery.Participate in industry development initiatives.Development and implementation of new projects and collaboration on proposed/existing projectsUpdate relevant chapter in status report for SA fisheries

3.2 Outcomes:The principal outcome will be scientific advice to support sustainable management of the SA mud cockle fishery.

3.3 Outputs and Extension:The principal output is a stock assessment report providing estimates of mud cockle biomass in a risk-analysis framework by 31 March 2016.





4.3 PROJECT COST

PROJECT COST 2015/16 ($) Ex GSTSUBTOTAL 45,145GST NO GSTTOTAL 45,145



December 2014 First quarter Payment 2015/16 SLA 13,489May 2015 Second quarter Payment 2015/16 SLA 13,489December 2015 Third quarter Payment 2015/16 SLA 9,083March 2016 Mud cockle biomass reportMay 2016 Fourth quarter Payment 2015/16 SLA 9,084SUBTOTAL 45,145GST NO GSTTOTAL FUNDED 45,145

5. PROJECT STAFF



2014/15

FTECommitment

2015/16

Funded/In-Kind

B Stobart Research Scientist 0 0.015 FundedJ Dent Research Officer 0 0.130 FundedT Fox Research Officer 0 0.050 FundedJ Carroll Research Scientist 0 0.010 FundedTOTAL 0 0.205


SCHEDULE 2 - PROJECT COSTING




2,640

Fieldwork 4,200Laboratory 135Travel 0Office & communication

200

Capital equipment 0SARDI overhead 13,358SARDI inkind 9,565Total Cost 54,710





Payment to industry for surveysDirect costs of using industry vessels and staff to undertake surveys. Contractor is the Marine Fishers Association Inc.

FieldworkFieldwork costs including vessels, travel and OHS requirements




Capital equipment


Documents

SERVICES FOR 2000/2001€¦ · Web viewAttend meetings with MFA and provide compliance advice, as required . Industry liaison, attendance of meetings with MFA and provision of research