Approved Business Plan 2013-14 Sept 2017
Approved Business Plan 2013-14 Sept 2017
Approved Business Plan 2013-14 Sept 2017
September 2013
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.
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).
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.
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 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.
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.
Company management
Ensure resources are available to enable good governance, well informed advocacy and maintain
financially sound accounting practices
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
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.
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.
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
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.
Contingency $ 25,000
TOTAL $1,082,150
EXPENDITURE
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.
Deliverables
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.
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:
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
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).
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
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
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:
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
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
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 .
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.
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
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
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
Continue to contract FishServe to provide full financial services for Fisheries Inshore as per the
agreed contract and Fisheries Inshore financial policies.
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.
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
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
103 Stocks where Fisheries Inshore members hold greater than 51%
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]