Approved Business Plan 2013-14 Sept 2017

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Business Plan 2013 2014

September 2013

Naku te rourou nau te rourou ka ora ai te iwi


With your basket and my basket the people will live
Contents
Fisheries Inshore overview............................................................................................................................3
Message from Carl Carrington, Fisheries Inshore New Zealand Chairman...............................................3
Strategic plan.................................................................................................................................................5
Fisheries Inshore Operational Framework ................................................................................................5
The key performance strands for Fisheries Inshore and the objectives/ goals for each are....................6
Making progress a brief report on the 2012-13 years work .................................................................7
Proposed Budget Summary.................................................................................................................... 11
Ensure Sustainability .............................................................................................................................. 12
Access to Fisheries.................................................................................................................................. 14
Work Collaboratively.............................................................................................................................. 16
Leadership .............................................................................................................................................. 18
Communication ...................................................................................................................................... 21
Profitability of members Reforms and processes ............................................................................... 23
Company management .......................................................................................................................... 25
Bluenose Securing sustainability in this Fishery Science Analysis and Fisheries Sampling................... 26

Fisheries Inshore NZ Business Plan 2013-14 2


Fisheries Inshore overview
Fisheries Inshore New Zealand (Fisheries Inshore) is a commercial fisheries stakeholder organisation that
works for the collective interests of inshore quota owners, ACE holders and fishers.

Fisheries Inshore brings policy, technical, practical fishing experience and science expertise together to
develop and communicate a national perspective on inshore finfish, pelagic and tuna fisheries.

Members of Fisheries Inshore are inshore finfish and pelagic and tuna quota1 owners, Commercial
Stakeholder Companies focusing on regional as well as pelagic and tuna fishstocks, local fish
management groups, ACE fishers and ACE holders. Fisheries Inshore represents all fishing methods and
includes inshore fish stocks in Fish Management Areas 1, 2, 3, 4, 5, 7, 8 and 9.

The company has one share that is held in trust. All members are invited to contribute to discussions on
fishstocks they have an interest in.

Fisheries Inshore represents the interests of members who collectively own more than 51% of the quota
in 103 inshore, pelagic and tuna fish stocks and have shareholdings in the remaining 137 or so other
fishstocks.

Message from Carl Carrington, Fisheries Inshore New Zealand Chairman

Earlier this year I noted that our industry was facing significant challenges. In a world with a burgeoning
population and increasing demand for quality protein, the long-term outlook is very positive particularly
given the good reputation of our fisheries management system and the healthy qualities of our seafood.
However the world economy continues to struggle its way back from the international financial crisis
resulting in weak demand and this, with a high New Zealand dollar, means substantive pressure on our
independent fishers and seafood firms.

While it is recognised internationally that our systems ensure sustainability and we have the tools and the
will to quickly address any fisheries shown to be in trouble, there are a number of aspects to the system
that we in industry must work to improve. Those improvements are needed to ensure we have a
responsive system that creates the best incentives for the highest quality sustainable catch, to better
demonstrate our sound environmental practices and to better provide a framework for the participants in
the sector to enjoy success together and to make this an industry of choice.

Our industry is also facing further challenges to its on-going permission to operate. It is important for
Fisheries Inshore to recognise these and work to address them. One of our big challenges is the public
perception of the sustainability and environmental impact of fishing.

We face a battle to maintain our permission to operate and share the resource. While we must have
programmes that provide trustworthy information on our light footprint and responsible practices, it is not
enough to argue scientific facts alone. We need to find a way to communicate our story one-on-one with
consumers and with our neighbours and citizens to engage them in quality dialogue on environmental
impacts and the value of our inshore fishing industry.

1
Albacore and skipjack tuna are currently non-quota species. The MSC certification for the Albacore
fishery is held by the Tuna Management Association (TMA).

Fisheries Inshore NZ Business Plan 2013-14 3


All this work can only be regarded as more urgent than I considered in February with the pace of
demands accelerating. Recent events with Fonterra show that reputations are hard to win but more easily
lost. The sectors own recent experience with SNA1 also highlight the need for quality discussions on
what we have been doing to lift our game and how we can all work together to jointly better manage our
resources.

Every time a consumer enjoys our product is a perfect opportunity to educate and re-enforce our promise.
To do so we have to invest in fisheries science, fisheries management, and technology from catching to
packaging. We have to invest all the way through the supply chain from boats to the plate. We have to
create brands that are worthy of trust. And we have to connect emotionally and rationally with
consumers, with the public, with the media.

Fisheries Inshore has shown in its inaugural year that it will be part of the solutions for the sector with a
number of positive initiatives underway. I commend this annual plan to our members it invests in the
key areas of change the sector must achieve through joint action in the medium term.

Fisheries Inshore NZ Business Plan 2013-14 4


Strategic plan
Fisheries Inshore is the national voice of inshore finfish, pelagic and tuna quota owners, ACE holders and
commercial fishers.

Our vision

A healthy sustainable fishery that is internationally competitive, profitable and recognised as the preferred
source of wild caught fish for consumers worldwide

Our mission

To provide dynamic and transparent leadership, inform decision-making and actively engage with our
members, officials and other stakeholders as we advocate for the increased recognition of the value of
New Zealands inshore fisheries.

Our fishery

New Zealands inshore fishery extends around our 15,000 km coastline out to about 12 nautical miles in
water depths to about 200 metres. Our pelagic and tuna fisheries operate both within this zone and out to
our EEZ limit. The most common harvesting methods in our inshore waters are trawling, set netting,
bottom long lining and potting.
The predominant fish species caught by New Zealand's inshore fishers are snapper, blue cod, bluenose,
tarakihi, warehou, gurnard, rig, blue moki, flounder, hapuka (groper), trevally, turbot, school shark and
john dory. Tuna and pelagic fishers catch southern blue fin tuna, skipjack tuna, albacore, kahawai and
mackerels. A full list of the fishstocks we represent is shown in Appendix A.
New Zealands inshore fishers provide high quality seafood harvested sustainably under the quota
management system. Fish are sold fresh into our domestic market and exported chilled or frozen.
Fisheries Inshores key outputs are the development of agreed policy frameworks, processes and tools to
assist the sector to more effectively manage inshore, pelagic and tuna fishstocks, to minimise their
interactions with the associated ecosystems and work positively with other fishers and users of marine
space where we carry out our harvesting activities.

Fisheries Inshore Operational Framework


Fisheries Inshore was established by quota owners, ACE holders and fishers in recognition of the need to
have one unified, proactive voice to advocate for our interests in inshore finfish, pelagic and tuna
fishstocks. Central to all work that Fisheries Inshore becomes involved in is the appreciation of the need
to ensure that the individual businesses of our members benefit from our work.

Fisheries Inshore will continue to be involved in a range of activities that are intended to add value to
members businesses based on the least cost and maximum return.

Fisheries Inshore has a governance structure with Board level membership representing quota owners,
fishers and ACE holders along with affiliated CSOs. The Board meets on a regular basis. The Chief
Executive is responsible to the Board for delivering the annual programme. The Chief Executive is
assisted by a Steering Committee (SC) made up of key specialists assisting the overall programme along
with representatives from the affiliated CSOs. In addition on key issues, Fisheries Inshore working
groups are formed to call on broader expertise among our members to help advance issues.

Fisheries Inshore NZ Business Plan 2013-14 5


Fisheries Inshore is a not-for-profit company and will not accumulate assets or run at a net surplus.
Directors have agreed that for the finish of the 2012-13 year, Fisheries Inshore will carry over any
unspent revenue and hold that as a credit against each quota owning member in proportion to what that
member has paid during the 2012-13 year. That credit will then apply to the members general levy
contributions for the 2013-14 year.

For the 2013-14 year, the organisation will be funded through voluntary contributions. Members will be
invoiced monthly so that the full year contribution is paid before 30 September.

Fisheries Inshore has accepted the responsibility and obligations of becoming the Sector Representative
Entity for inshore finfish, pelagic and tuna fishstocks mandated by its members. It will continue to
encourage other participants in the sector to become members of Fisheries Inshore.

The key performance strands2 for Fisheries Inshore and the objectives/
goals for each are
Ensure sustainability

Work with industry, the Government and other fisheries stakeholders to ensure inshore finfish, tuna and
pelagic fishstocks are managed within sustainable limits using best available science, aligning with the
long-term aspirations of quota owners and fishers.

Access to fisheries
Maintain and strengthen opportunities for sustainable commercial harvesting of inshore finfish, tuna and
pelagic fishstocks

Work collaboratively
Strengthen and advance collaborative partnerships with the Government, industry and other stakeholders
to achieve the sectors goals for inshore finfish, pelagic and tuna fishstocks.

Leadership
Provide policy advice, processes and tools at a national level that can be applied at both national and
regional levels to promote a paradigm change on key industry issues. Facilitate and coordinate decisive
actions and response to issues of national importance including by promoting and facilitating best practice
in fisheries management and harvesting of inshore finfish pelagic and tuna fishstocks.

Communicate well
Be a strong cohesive national voice for industry that brings together fishers and quota owners to improve
the public appreciation that inshore finfish, pelagic and tuna fisheries matter and work alongside the
government and NGOs to enhance our domestic and international reputation as a sustainable, responsible
community of fishers.

2
Each of these key performance strands must make sense in themselves but also operate in a manner that is not
counter-productive to progress in the other key elements. In this regard, they can be thought of as individual strands
in a rope each making the rope stronger, without compromising/choking the others and with the sum the rope
being much stronger than the individual parts.

Fisheries Inshore NZ Business Plan 2013-14 6


Profitable members
Obtain greater value from industry and government services through clarification of role and priorities,
procurement of services and advocate to prevent poorly targeted regulations and services being imposed
on the sector

Company management
Ensure resources are available to enable good governance, well informed advocacy and maintain
financially sound accounting practices

Making progress a brief report on the 2012-13 years work


As part of its plan last year Fisheries Inshore indicated that it would report on its activities. The 7 key
strands were the same for 2012-13. We said we would seek to meet our key performance areas and
inaugural goals would be measured against five performance criteria:
Growth in membership
Improved fisheries management
Strengthen access to science
Promoting our story
Improved industry performance

We report our progress against each of the strands and performance criteria:

Ensure sustainability
We strengthened our access to quality science by directly contracting Seafood New Zealand to provide
experienced fisheries scientists who attended both the Northern and Southern Inshore Finfish Working
Groups. Their input and reporting ensured that the science was focused on better management and
industry was aware of science issues that could have management ramifications. We ensured experienced
industry participants also attended these meetings as well as various science and management meetings
dealing with HMS fishstocks. This work lead to more detailed analysis when initial proposals did not
accord with on-water experience for the SNA1 fishery and also Bluenose fishstocks.

As a start toward our long term research plan we also worked with SFNZ science to begin work on
industry goals for fishstocks so that we could then align the types of fisheries services needed to achieve
those goals. That work was endorsed at our May workshop and will be advanced in the next year.

The analysis for the BNS fishstocks provided the basis to provide a sound case to the Ministry to retain
the 2012-13 TACCs for the 2013-14 year.

Access to fisheries
Work on this strand of the business plan has been accelerating in recent months with Fisheries Inshore
now becoming involved in proposals being advanced to make changes to the Marlborough District
Councils coastal plan and control dredging and trawling in 129 locations in the Marlborough Sounds.
We are also becoming involved in Sea Change the Hauraki Gulf Marine Spatial plan. Both of these
proposals are likely to create national precedents.

Collaboration
During this first year we have concentrated on establishing effective systems that assist in achieving
results. Fisheries Inshore has set up a steering committee involving CSOs to coordinate efforts. We have
also met with regional CSOs to discuss Fisheries Inshore work programme and increase alignment of

Fisheries Inshore NZ Business Plan 2013-14 7


programmes. Fisheries Inshore has participated in the Industry Coordination Team meeting where the
CEs of the 5 SRES meet with the CE of Seafood New Zealand to agree priorities for joint work and share
information on work within their sectors. We have met regularly with MPI and are increasingly jointly
developing programmes on key issues to ensure that our work and timing is aligned. We have had some
engagement with DoC including work on having a more precise focus in the Conservation Services
programme.

Leadership
The key results under this strand have been to advance Better Information Better Value (BV), Electronic
Monitoring (EM), the National Plan of Action: Seabirds (NPOA Seabirds) and the National Plan of
Action: Sharks (NPOA Sharks).
BIBV: Fisheries Inshore facilitated engagement by industry at the highest level to jointly agree on a
project that will run some trials in two regions to gain a better understanding of fishing mortalities.

EM: Fisheries Inshore was instrumental in getting industry to set up a working group and MPI to
establish a scientific advisory group on electronic monitoring and to have both recognise that the ready
availability of data and the current regulatory regime on ownership of data require changes in policy if all
parties are to benefit from using the technology to advance management of fisheries and its impacts on
the wider environment.

NPOA Seabirds: Fisheries Inshore participated in the development of NPOA Seabirds and sought to
make sure it had clear targets that allowed a continuation of safe profitable harvesting activities and while
making clear who was responsible did not dictate how industry should achieve the targets. The final form
of the NPOA Seabird was released during the year.

Fisheries Inshore participated in the development of NPOA Sharks and sought to have it develop a
practical framework that allowed for progressive improvement in our management of, and interactions
with, sharks while still allowing profitable harvesting activities. The final form of the NPOA Sharks is
expected to be released before the end of November.

Communication

This has been a key achievement by Fisheries Inshore. Newsletters via email have been sent to members
every two weeks in this initial phase highlighting action underway enlisting both feedback and assistance
and increasing awareness of what is being worked on and the types of solutions being developed. In
addition we have developed a website that provides additional information. During May we held a
Fisheries Inshore workshop that was well attended. All participants were positive about Fisheries
Inshore bringing all parts of the sector in to develop solutions to key issues. The workshop endorsed the
set of priority strands for Fisheries Inshore to advance.

Profitability
Fisheries Inshore made strong submission on the Foreign Charter Vessels (FCV) Amendment Bill when
its analysis showed that the measures in the Bill would apply not just to FCVs but also to the inshore
fleet. We were instrumental in changing the Ministers mind about the scope of the Bill and at the Maori
Fisheries Conference, he announced that the Bill in its final version would no longer include New
Zealand vessels and that any further work on the tools proposed to cover the New Zealand fleet would be
done in collaboration with industry.

Fisheries Inshore NZ Business Plan 2013-14 8


Company Management

Membership At the AGM in February Fisheries Inshore had 113 members with 83 being quota
owning members and 30 being ACE Holders/Fishers that do not own quota. The quota owning members
collectively own more than 51% of the quota in 73 fishstocks and between 40 and51% in a further 29
fishstocks. At 30 August Fisheries Inshore had 135 members with 100 being quota owning members and
35 being ACE Holders/Fishers that do not own quota. The quota owning members collectively own more
than 51% of the quota in 103 fishstocks and between 40 and 51% in a further 28 fishstocks. Fisheries
Inshore is still encouraging other industry participants to join.

Financial Management Fisheries Inshore contracted Fishserve to provide it with full financial services
and have jointly developed policies and processes to cost effectively undertake this. The Board and
management took the view in our start-up year that should not gear up the organisation until we had better
scoped the size of the job to achieve our goals over the medium term and decide what disposition of
resources might best take our collective efforts forward. The Board has also been working to try to
include as much of industry as possible involved in Fisheries Inshore. This recognised that without that
wider involvement, only part of the sector is meeting the full contribution to Seafood New Zealand. It
also recognised that wider involvement from industry could affect both the size and style of resourcing of
Fisheries Inshore. In combination that meant that though resourcing was agreed to take on a staff
member for Fisheries Inshore, this has not been progressed this year resulting in cost savings. This along
with a number of other initiatives that have not proceeded at the same pace as allowed for in the 2012-13
budget means that the forecast out-turn for 2012-13 is that Fisheries Inshore will have a surplus of
approximately $200,000 at year end.

Levies Fisheries Inshore contracted a specialist contractor to develop and run the levy system consistent
with Fisheries Inshores constitution. Fisheries Inshore contracted Fishserve to provide it with the levy
billing system. Both of these arrangements have worked out very well and we are still refining those to
further reduce costs to both members and the agencies.

Our activities to advance our key inshore fisheries strands

This draft plan continues action on all key strands with sufficient resourcing to take us forward at
sufficient speed to be able to achieve the medium term goals included in our vision. It includes an
evolution of the work underway under all the key strands, but with greater emphasis on spatial issues in
response to other agencies initiatives, along with the urgent need for good information that is core to both
better performance (you cant manage what you dont know or measure) and being able to show
fisheries managers and the public our performance.

In looking at the costs in the attached plan it is important to recognise a number of changes that are
applying to its development. First, this will be our first full year of operation compared with less than 10
months in 2012-13. Second, there is an increased contractual requirement for Fisheries Inshore as the
SRE to provide the sectors contribution for Seafood New Zealand for the full year. For 2013-14 the
contribution is $472,000 twice the level for the 2012-13 year where half the costs were met by the
industry levy. Third, this year Fisheries Inshore will need to meet additional personnel or consultancy
resourcing costs. During the start-up year, Fisheries Inshore has been fortunate to receive an additional
contribution in kind from Te Ohu Kaimoana. Given the importance of these fisheries to iwi, Te Ohu

Fisheries Inshore NZ Business Plan 2013-14 9


Kaimoana is prepared to continue to make a significant in-kind contribution, however not to the same
level as 2012 -13.

It is also important to recognise that the increased costs are offset in part by the carry forward of surplus
funds from the 2012-13 year. The final additional funding request from quota owner members compared
with last years revenue is around $292,000. This is only slightly greater than the increase in funds of
$236,000 that Fisheries Inshore must contractually provide to Seafood New Zealand and represents the
needed funding to extend our work programme to a full year.

Fisheries Inshore will work on this business plan over the forthcoming year. Expressed under each strand
noted above, our actions will focus on adding value to our inshore finfish, pelagic and tuna fishstocks and
our members.

This business plan is recommended by the directors for approval by our members. The plan builds on
what we began last year where they key areas set out above were endorsed by our workshop in May.

This plan is being circulated to members and will be put forward for their approval at the Annual General
Meeting on 19th September.

Fisheries Inshore NZ Business Plan 2013-14 10


Proposed Budget Summary
Below are the costs of the various activities in the business plan. On the pages that follow the summary
details are provided for each key area.

GOAL PROJECT SUBTOTAL TOTAL


Ensure Sustainability Participate in MPI processes
Advocate for greater effectiveness in resource $112,250
spend
Identify fishstocks of national interest
Access to fisheries Scoping Report on coherent framework to respond
to all spatial threats and proposed game-plan for
each specific class of threat $58,500
Implementation of response to each Class of
threats as agreed
Work collaboratively Meet regularly with CSOs and SREs on joint work
Meet regularly with MPI and DOC $16,500
Identify and set up task specific partnerships eg
discards, monitoring etc
Leadership Review over-arching inshore, pelagic and tuna
fisheries strategy
Pilot operational and policy approaches on
discards and electronic monitoring
Develop Hector/ Maui dolphin strategy $178,500
Work with inshore finfish CSOs and group to
assist implementation of appropriate responses to
the NPOA Seabirds
Work with the HMS sector to develop and
implement appropriate responses to the NPOA
Sharks and NPOA Seabirds
Communication Ensure excellent communication with members
Engage actively to establish credibility and $61,000
improve public understanding of the value of
inshore fisheries
Promote fishing as a career of choice
Profitability of Get involved in and oppose reforms that could $21,000
members negatively impact on sector
Ensure SFNZ adds value to inshore finfish pelagic
and tuna
Company management Ensure good governance and well informed
advocacy
Sound financial management $137,400
Fair and equitable levies

Contingency $ 25,000

Contribution to Seafood $472,000


NZ

TOTAL $1,082,150
EXPENDITURE

Carry forward from 2012- $200,000


13

Annual Levy Required $882,150

Fisheries Inshore NZ Business Plan 2013-14 11


Ensure Sustainability

Project Code FIN 02

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $112,250

2012-13 Approved budget $86,250

2012-13 Year End Forecast $45,500

Objectives

Work with industry, the Government and other fisheries stakeholders to ensure inshore finfish, tuna
and pelagic fishstocks are managed within sustainable limits using best available science, aligning
with the long-term aspirations of quota owners and fishers.

Commentary

Good information and science is essential to inform management decisions. Sustainability decisions
must be underpinned by affordable, relevant and directed research, monitoring and analysis.

MPI Science Working Groups: It is essential that skilled people participate at the inshore finfish
science working groups to provide input and feedback. It is important that the science undertaken is
focused on providing information that will assist better management of the fisheries.

IPP and Management decisions: Where decisions are needed on changes to management it is
important that Fisheries Inshore uses the combined experience of its members to analyse issues and
promote principled and pragmatic measures. The recent work on Bluenose has been an example of
this with a workshop involving fishers, quota owners, LFRs and CSOs meeting with science and
policy expertise to examine the issues. This was followed by developing a draft submission and
seeking comment from members with the feedback being used to further refine the Fisheries Inshore
submission. Fisheries Inshore will continue to pursue this type of exchange using cost effective
means commensurate with the importance of the issue. Fisheries Inshore will also work to support
CSO efforts on fishstocks that remain their responsibility. In addition Fisheries Inshore will
participate in issues where the application of new policies or methodologies in setting TAC/TACCs
and other management measures will set a precedent across the country.

Ten Year Research Programme (10YRP): It is recognised that there are benefits to be gained for the
sector by developing a comprehensive research strategy on all our fisheries and their ecosystems that
require better information so the sector can achieve its goals. Such a strategy would clearly define the
services needed along with the broader questions we need science/ research providers to investigate.
This research programme will take a longer term view of research planning but help provide clarity on
short to medium term priorities without losing a sense of where they fit into the larger picture. The
10YRP will be subject to on-going review to ensure it remains pertinent and priorities are advanced
through the sector or wider research bodies.

Fisheries Inshore NZ Business Plan 2013-14


12
Fishstocks of National Interest: the structure of industry organisations has provided Fisheries Inshore
with a role where MPI manage different stocks of the same species as if they are one stock. Bluenose
is one fishstock that is being treated as a national stock by MPI. The detailed additional programme
that BNS quota owners have agreed to provide should the Minister retain the current TACCs will be
on a separate budget directly charged to BNS quota owners only see later in this plan. However
there are other species where MPI intends that all the fishstocks across several QMAs be subject to
common analysis at the same time eg school shark. Fisheries Inshore will work with CSOs to see if
collaboration can lead to both better science and lower costs of services for all our quota owners in the
affected fishstocks. In addition Fisheries Inshore will participate in issues where the application of
new policies or methodologies in setting TAC/TACCs and other management measures will set a
precedent across the country.

Deliverables

MPI Science Working Groups: Actions to support this include:


Science expertise is contracted to attend all relevant science working group meetings and
report back
A feedback loop between FINZ, SC and members maintained in timely manner within
constraints of WG data release
Science contractors are available to brief SC, Board, or members meetings as required

MPI Fisheries management changes IPPs and policy issues:


Where responsibility to advance this rests with Fisheries Inshore, actions will include:
Where needed, science and policy advice will be contracted to inform any analysis
Views will be canvassed in a cost-effective manner from members including all CSOs
Draft submission will be circulated and feedback sought
Final submissions will take account of that feedback
Where responsibility rests with a CSO, the actions that Fisheries Inshore will take to support this
include:
Where the issue sets a national precedent, science and policy advice will be contracted to
inform any analysis

Ten Year Research Programme: Actions to support this include:


Develop initial draft
Hold workshop with SC to define framework and objectives
Task team to draft Programme and define priorities
Collaborate with MPI re 10YRP once drafted

Fishstocks of National Interest: actions to support this include:

Working with CSOs on species where there may only be one population and MPI wants to
apply common analysis and measures across all its fishstocks to determine whether
collaboration will lead to better science and reduced costs of services
Participate in issues where the application of new policies or methodologies in setting
TAC/TACCs and other management measures will set a precedent across the country.

Fisheries Inshore NZ Business Plan 2013-14


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Access to Fisheries

Project Code FIN 03

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $58,500

2012-13 Approved budget $16,000

2012-13 Year End Forecast $11,000

Objectives

Maintain and strengthen opportunities for sustainable commercial harvesting of inshore finfish, tuna
and pelagic fishstocks

Commentary

This is a priority issue for the next year. There are now multiple initiatives around the country that
could each reduce access to valuable space for commercial harvesting and cumulatively represent a
significant threat to industry future harvest opportunities. These include Marine Protected Areas,
proposals to have recreational fishing only, proposals for aquaculture, spatial planning initiatives
under the RMA Eg Marlborough District Council and the Hauraki Gulf Marine Spatial plan (where
we are already starting to become involved), community initiatives, mataitai and mining proposals. A
passive reaction from the sector to any of these will cumulatively lead to either significant reductions
in the areas where we can catch fish (or costly constraints) or a significant reduction over time of the
quantity or quality of fisheries as a result of others lawful activities. Each of these also has the
danger of requiring significant resourcing. However each operates under different legal frameworks
that treat fishing in different ways. It will be important to ensure that the response on one access issue
does not cut across our ability to deal with others.

It is proposed to develop a scoping report that will examine the legal framework for all those
challenges and propose a coherent basis for addressing them all as well as a game-plan to respond
constructively to each class of issue. Further detailed work on the variety of initiatives will then be
guided by that report, with Fisheries Inshore working with its members. This strand links with others
in our business plan because it is likely that to have the tools needed for resolution of spatial conflicts
industry will need to have better information on where and what we fish. The detailed programme
will be approved by the Board.

Deliverables

Access to fisheries - actions to advance Fisheries Inshore members interest in this will include:

Development of a scoping report on the range of threats, an overall coherent game-plan on


responses and recommendations for each set of access threats
A programme of engagement on the various classes of threats where Fisheries Inshore will
work with CSOs and other Fisheries Inshore members. This is expected to include

Fisheries Inshore NZ Business Plan 2013-14


14
o MPAs
o Aquaculture
o Community and RMA spatial planning initiatives
o Mataitai and other restrictions to protect customary non-commercial fishing
o Mining and pipeline proposals
o Responses to proposals to further point source pollution and cumulative indirect
pollution of sensitive fisheries habitats

Fisheries Inshore NZ Business Plan 2013-14


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Work Collaboratively

Project Code FIN 04

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $16,500

2012-13 Approved budget $6,500

2012-13 Year End Forecast $4,000

Objectives

Strengthen and advance collaborative partnerships with the Government, industry and other
stakeholders to achieve the sectors goals for inshore finfish, pelagic and tuna fishstocks.

Commentary

This strand is different to others in this business plan. This is because it commits us to a way of
working rather than specific extra products. As such it applies across all the work done by Fisheries
Inshore. By its nature Fisheries Inshore must work with others. Industry recognises that the joint
speed of travel on issues depends on working alongside other agencies and stakeholders that all hold
legitimate if different perspectives to the views of Fisheries Inshore and its members. This strand is
included to highlight additional efforts to make sure everyones contribution is constructive. This
inevitably starts with the various participants focusing first on areas of common ground and jointly
developing solutions to shared problems before moving on to more difficult issues.

Deliverables

Collaboration: Actions to advance this work include:

Meet regularly with CSOs and SREs on joint work


o This includes the involvement of the Steering Committee (SC) in Fisheries Inshore
workplans;
o Cooperation on particular issues with the regional CSOs,
o Participation in the Industry Coordination Team (ICT) involving all SREs and SFNZ
o Collaboration and joint contracting of expertise with other SREs
o Working with SFNZ on a number of key issues for Fisheries Inshore including:
all Aquatic Environment science and research
Maui and Hectors Dolphins
Electronic monitoring
Threats to our access to fisheries

Meet regularly with MPI:


o This continues regular meetings with MPI to review the full work programmes of
both MPI and Fisheries Inshore to identify key priorities, align timing and resourcing

Fisheries Inshore NZ Business Plan 2013-14


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where possible, agree where specific partnerships should be established see below
and highlight emerging issues that will require joint involvement
o On particular issues as identified under other Strands in this workplan

Meet regularly with DOC:


o This will build on discussions to date by establishing regular meetings to review the
full work programmes of both DOC and Fisheries Inshore to identify key priorities,
align timing and resourcing where possible, agree where specific partnerships should
be established (see below) and highlight emerging issues that will require joint
involvement
o On particular issues as identified under other strands in this workplan

Identify and set up task specific partnerships eg discards, electronic monitoring etc
o This work includes the establishment of particular task specific partnerships on
particular issues of impact. Examples include separate working groups already
established to address discards and electronic monitoring. This work will be reported
under the applicable strand (in those cases Leadership).

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Leadership

Project Code FIN 05

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $178,500

2012-13 Approved budget $84,500

2012-13 Year End Forecast ` $40,500

Objectives

Provide policy advice, processes and tools at a national level that can be applied at both national and
regional levels to promote a paradigm change on key industry issues. Facilitate and coordinate
decisive actions and responses to issues of national importance including by promoting and
facilitating best practice in fisheries management and harvesting of inshore finfish pelagic and tuna
fishstocks.

Commentary

Strategy: Over the course of this year we will be refining our medium term strategic plan to ensure it
meshes in with the wider industry Seafood Strategy. We will also ensure that Fisheries Inshore is
investing in fulfilling its part in implementing the long-term changes needed for the sector and New
Zealand to secure greater benefits from the success of its inshore, pelagic and tuna fisheries.

Better Information Better Value (BIBV): The goal of this established project (run jointly between
industry stakeholders and members and MPI) is to obtain better data on which to manage fisheries,
along with improved verification methods, and altered policy to reduce friction between operations
and the regulatory framework to ensure sustainable management of mixed species fisheries. Without
this work, there are no factual estimates of total mortality in our fishstocks, making it difficult for us
to manage the fisheries with confidence, as recent publicity on SNA1 has shown. The key objective
this year is to see this project launched into a fully documented pilot phase.

Electronic monitoring (EM): Industry now considers there are multiple benefits in better verification
of fishing activities, catch and bycatch. Tools such as VMS, video records, human observers have
potential applications, but also inherent risks and differing costs and benefits. Oversight of both
industry and MPI agendas is required to ensure best options are brought forward and tested.
Development of potential policy changes especially regarding data ownership, service delivery and
penalty regimes is required.

Dolphin Strategy: Industry must develop a constructive programme that progressively ensures its
interactions with dolphins, particularly Maui and Hectors, are well within safe limits at least cost to
industry whether by mitigation, restricted operation in real time, seasonal and/or area closures.
Notwithstanding many years of progressive restrictions on industry, little is known about Maui
dolphins, where they locate, what their daily and seasonal patterns are, what their feed is, and how
similar are they to any porpoise or dolphin elsewhere in the world so that effective mitigation options

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used elsewhere might also be used here. We need better information on the population and behaviour
of Maui dolphins and on options to mitigate fishing effects on Hectors and Maui dolphins. To obtain
this information, a suitable multi-year investigation is required, designed and costed in such a way
that the costs can be compared with the potential benefits. If this is positive, industry will then have a
comprehensive programme to promote and can approach suitable funding sources. This work can
inform industry responses to the Maui Threat Management Plan and work on the review of the Threat
Management Plan for Hectors dolphins. There will also need to be increased monitoring of fishing
activity to demonstrate the lack of interactions with Maui and Hector dolphins.

NPOA-Seabirds: This management framework has a particular inshore emphasis due to risks (mostly
driven by uncertainty) calculated for many inshore fisheries. The goals of the NPOA are intended to
be achieved over 5 years. The NPOA and associated Risk Assessment give structured direction to
where priorities lie. Fisheries Inshore intends to work with all affected industry groups to share
knowledge to more rapidly reduce risks of seabird interactions, with an emphasis on real results and
reduced costs.

NPOA-Sharks: The review of the NPOA-Sharks is almost certain to create a different and potentially
difficult operating environment for sectors of the inshore finfish, pelagic and tuna fleets. A ban on
finning, immediate or phased, will require a response. It is likely that the biggest impact will fall
upon the HMS fleet. Given that the NPOA-Seabirds also requires action by HMS vessels, an
integrated approach is required.

Deliverables

Over-arching medium term strategy. Actions to support this include:

Review and refinement of medium term strategy to reflect both New Zealand Seafood
Strategy and the role that Fisheries Inshore may play in its implementation. This will be
developed with the SC, externally reviewed and considered at a Fisheries Inshore
members workshop.

Better Information, Better Value: The key objective this year is to see this project launched into a
fully documented pilot phase. Actions to support this include:

Continue to represent Fisheries Inshore on all BIBV meetings


Report as allowed and required to Steering Group and Board
Ensure pilot pathways encompass where able needs of Fisheries Inshore priorities
regarding stocks and other projects such as EM and protected species

Electronic Monitoring: Actions to support this include:

Engage with MPI re EM at technical and policy level


Ensure synergy with all related Fisheries Inshore projects ( NPOAs, protected species,
discard management, 10 year research strategies
Ensure industry initiatives are both recognised and will meet any future required
standards
Explore options regarding service delivery and data ownership

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Footprint: Hectors and Maui Dolphins: Actions to support this include:

Engage expertise to provide a report that reviews existing data on the Maui dolphin
population and behaviour, recommend and cost a comprehensive programme and
timeframe needed to obtain the information needed to fill critical information gaps on
Maui dolphins, reviews existing data on mitigation options for dolphins, propose and cost
research needed to assess effectiveness of mitigation options;
Assessment of benefits of access to fisheries if effective mitigation options possible
Assistance to quota owners and fishers on monitoring options to demonstrate safe
operations

Footprint: NPOA Seabirds: Inshore finfish

Form an across-industry group to co-ordinate regional approaches to specific risk areas


and species ( e.g. black petrel, large albatross species in HMS SLL fisheries, inshore trawl
captures of mollymawks, set-net captures)
Ensure adequate industry and science representation to attend MPI risk workshop
Circulate and communicate responses and results of across-industry programmes
Ensure other Fisheries Inshore workstreams e.g. EM, are integrated in any regional
responses

Footprint: NPOA Seabirds and NPOA Sharks: HMS fisheries

Respond by submission to draft NPOA-Sharks in consultation with SC, Working Group


and members
Collate information on nature of issues affecting fishers wishing to fin (ammonisation,
Schedule 6 rules, bycatch rates etc)
Form taskforce of HMS members to look at whole of fishery approach to NPOA Seabirds
and Sharks
Initiate programme as recommended by Taskforce and approved by Fisheries Inshore
Board
Ensure other Fisheries Inshore workstreams e.g. EM, are integrated in any initiatives

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Communication

Project Code FIN 06

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $61,000

2012-13 Approved budget $26,250

2012-13 Year End Forecast $13,000

Objectives

Be a strong cohesive national industry voice that brings together fishers and all quota owners to
improve the public perception on why inshore fisheries matter and work alongside government and
NGOs to enhance our domestic and international reputation as a sustainable, responsible community
of fishers.

Commentary

This strand is a key aspect of Fisheries Inshores work - it has been applauded by our members,
across industry and from interested stakeholders. Of necessity what has been produced has been our
initial attempts to better make aware and involve our members in our work. In many cases we have
built only simple systems that could limit our effectiveness if not developed further. We cannot rest
on our efforts to date and we will need to do more as our other programmes progress further.

The work under this strand includes our newsletters, another workshop for Fisheries Inshore members
during the year, improvements in the accessibility of our website, a joint contribution with others in
the industry to provide better material for education curricula, and gaining better information on the
social and economic characteristics of our industry at a national and regional level so that the broader
community can better understand our contribution to New Zealand.

Deliverables

Newsletter
produce a newsletter to members every 4 weeks with additional newsletters where needed on
specific issues.

Workshop
hosting a Fisheries Inshore workshop with its members during the 2014 calendar year.

Website

work on our website to improve its inter-activeness for members and the public

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Improve understanding

Provision of a contribution towards industry funding of educational material for education


curricula
Scope how to better access socio-economic information about the full range of fisheries
Fisheries Inshore represents so the regional and national contributions from inshore, pelagic
and tuna fisheries can be demonstrated and initiate enhanced information gathering to gain
that information.

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Profitability of members Reforms and processes

Project Code FIN 07

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $21,000

2012-13 Approved budget $12,500

2012-13 Year End Forecast $2,500

Objectives

Obtain greater value from industry and government services through clarification of role and
priorities, procurement of services and advocate to prevent poorly targeted regulations and services
being imposed on the sector.

Commentary

Much of the work done under other strands that will results in clearer fisheries management
approaches and more cost-effective procurement and provision of government and industry services
will advance this objective. That work will continue under those strands. This includes the work
under the Collaboration strand to ensure that Seafood New Zealand (SFNZ) applies its resources in a
manner that best advances the combined interests of the industry in a cost effective manner.

During the 2012-13 year the Government introduced a bill to Parliament that purported to deal with
policy changes for Foreign Charter Vessels (FCVs). However analysis of that Bill showed that the
measures included in the Bill would apply not just to the 26 or so FCVs but to all fishing vessels
including inshore finfish, pelagic and tuna vessels. Fisheries Inshore made strong submissions in
opposition to the extended scope of the Bill. Our submissions were instrumental in convincing the
Minister to reconsider the policy. At the Maori Fisheries Conference he announced that the Bill
would no longer include New Zealand vessels and that any further work on the tools proposed to
cover such vessels would be done in collaboration with industry. Proposed regulations relating to
observer coverage were initiated under the Bill and released for consultation at the time the Bill was
introduced. Their scope also includes inshore vessels but in a way we consider to be inappropriate
especially given the amendments made to the Bill since then. It is not clear what the Governments
intentions now are as far as these regulations are concerned. The fact that MPI has continued to seek
submissions on the original proposals casts doubt on the extent of the Ministers announcements.
Fisheries Inshore will therefore continue its work on that subject and be vigilant about any other
reforms or further proposed regulations. We need to ensure further restrictions proposed by the
Government are necessary to address agreed problems and that they will result in long-term gain to
the sector, increasing certainty and providing incentives for investment .

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Deliverables

Actions under this objective include:

Further involvement in MPIs development of regulations associated with the issues promoted
under the Foreign Charter Vessel Amendment legislation;

Developing responses to any other regulations that could adversely impact on the sector.

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Company management
Project Code FIN 08

Cost apportioned among: All quota owners & fishers

2013-14 Proposed budget $137,400

2012-13 Approved budget $83,000

2012-13 Year End Forecast $75,500

Objectives

Ensure resources are available to enable good governance, well informed advocacy and maintain
financially sound accounting practices

Commentary

As a company acting on behalf of industry members we need to have systems in place that

Ensure good governance and well informed advocacy


Maintain financially sound accounting procedures
Use a fair equitable methodology to levy quota owner members

We intend to build on the sound base established in our inaugural year as set out below. The
expenditure this year for this strand is in line with the previous year.

Deliverables

Governance: Activities to support this include:

Working with the Steering Committee to develop appropriate material for Board and
members consideration
Attendance at Board meetings
Advice as needed from legal advisor
Administrative assistance where needed
Rental of space and equipment for Fisheries Inshore personnel with Seafood New Zealand
AGM

Financial Management - Activities to support this include:

Continue to contract FishServe to provide full financial services for Fisheries Inshore as per the
agreed contract and Fisheries Inshore financial policies.

Levies Administration: - Activities to support this include

For the 2013-14 year contracting FishServe to provide Fisheries Inshore with the full process
associated with levying its members (not just with the billing of levy invoices to members as
for 2012-13) in accordance with the constitution and policies of Fisheries Inshore
Contract a specialist to assist with this transition in responsibilities and to undertake specialised
services.

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Bluenose - Securing sustainability in this Fishery:
Science Analysis and Fisheries Sampling

Project Code FIN BNS

Cost apportioned among: All BNS quota owners

2013-14 Proposed budget $172,500

2012-13 Approved budget [0 in other budget ($6,000)]

2012-13 Year End Forecast [0 in other budget ($11,000)]

Objectives

To provide robust analysis of the performance of the Bluenose fisheries for the 2012-13 year to ensure
sustainability decisions for 2014-15 and beyond are soundly based.

To further develop the information base on the fishery throughout the country so that there is
representative regional samples of catch at age data.

Commentary

This package of work is dependent on the Minister taking the decision to retain the 2012-13 TACCs
for Bluenose.

The details of the work package and final costings for the contracted services will depend on the
conditions attached to any approval by the Minister. Until that decision is received, a programme
developed in accordance with that and full costs obtained from skilled contractors, these values are
included as place holders.

Deliverables

Bluenose Analysis and sampling: Actions to support this include:

Analysis of the CPUE for all bluenose stocks for the 2012-13 year
Analysis of the 1st 6 months of the 2013-14 year if needed
Further enhancement of an MPE procedure for BNS fishstocks
Participation in a stock assessment of BNS fishstocks using all the material developed above
The design coordination and implementation of robust catch sampling of all bluenose
fishstocks to ensure representativeness in sampling

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239 Stocks proposed to be represented by this company 2013-2014

103 Stocks where Fisheries Inshore members hold greater than 51%

Northern Inshore and Fisheries Inshore New Zealand


BCO1, BNS1, BYX1, ELE1, FLA1, FRO1, GAR1, GMU1, GSH1, GSH9, GUR1, HPB1, JDO1,
LEA1, LIN1, PAR1, PAR9, POR1, RBY1, RBY9, RCO1, RIB1, RIB9, RSK1, RSN1, SCH1, SKI1,
SNA1, SNA8, SPE1, SPE9, SPO1, SPD1, SSK1, STA1, TAR1, TRU1,and WAR1.[27 of 38]
Area 2 Inshore Finfish Management Company Limited and Fisheries Inshore New Zealand
ANC2, BCO2, BNS2, BUT2, BYX2, ELE2, FLA2, FRO2, GAR2, GMU2, GSH2, GUR2, HPB2,
JDO2, KIN2, MOK1, PAR2, PIL2, POR2, RBT1, RBY2, RCO2, RIB2, RSN2, SCH2, SKI2, SNA2,
SPE2, SPO2, STA2, TAR2, TRE2, TRU2, WAR2, YEM2. [28 of 35]
Southern Inshore Fisheries Management Company Limited* and Fisheries Inshore New
Zealand

ANC3, ANC7, BAR1, BCO3, BCO5, BCO7, BCO8, BNS3, BUT3, BUT5, BUT7, BYX3, BYX7,
BYX8, ELE3, ELE5, ELE7, FLA3, FLA7, GAR3, GAR7, GAR8, GMU3, GMU7, GSH3, GSH6,
GSH7, GSH8, GSP7, GUR3, GUR7, GUR8, HPB3, HPB5, HPB7, HPB8, JDO3, JDO7, KIN3,
KIN7, LDO3, LEA2, LEA3, MOK3, MOK5, PIL3, PIL7, POR3, RBT3, RBT7, RBY3, RBY5,
RBY7, RCO3, RCO7, RIB3, RIB5, RIB7, RIB8, RSK3, RSK7, SCH3, SCH5, SCH7, SCH8, SNA3,
SNA7, SPD3, SPD5, SPD7, SPE3, SPE5, SPE7, SPE8, SPO3, SPO7, SPO8, SPR3, SPR7, SSK7,
STA3, STA5, STA7, STA8, TAR3, TAR5, TAR7, TAR8, TRE3, TRU3, TRU5, TRU7 WAR3,
WAR7, WAR8, YEM3, YEM5, YEM7, YEM8. [7 of 99]

Pelagic and Tuna Company and Fisheries Inshore New Zealand


BIG1, EMA1, EMA2, JMA1, KAH1, KAH2, KAH3, KAH4, MAK1, MOO1, POS1, RBM1, STN1,
TOR1, TRE1, TRE7, YFN1. [10 of 17]

Un-allocated and Fisheries Inshore New Zealand


ANC1, ANC4, ANC8, BCO4, BAR7, BNS7, BNS8, BUT1, BUT4, BUT6, BWS1, GAR4, HPB4,
KAH8, KIN1, KIN4, KIN8, LEA4, LDO1, MOK4, PIL1, PIL4, PIL8, RBY4, RBY6, RBY8, RIB4,
RIB6, RSK8, SCH4, SKI3, SKI7, SPD4, SPD8, SPE4, SPR1, SPR4, SSK3, SSK8, STA4, SWO1,
TAR4, TRU4, TRU6, TRU8, TRU9, YEM1, YEM4, YEM6, and YEM9, [15 of 50].

* Also represents other stocks

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