Credible fisheries management

Developing management frameworks in support of Government policy

The Ministry provides policy advice to the Minister on legislative and policy reforms to improve the value obtained from New Zealand fisheries.

In many initiatives the Ministry works with other Government agencies (eg the Ministry for the Environment, Department of Conservation and the Ministry of Foreign Affairs and Trade) in a whole of Government approach. Further details of the Ministry's working relationships with other government agencies are provided in the section on Ministry background information at the back of this document.

Acting in accordance with Treaty principles

The Ministry must act in accordance with Treaty principles: the principle of partnership; the principle of active protection, and the principle of redress. It has to act reasonably, honourably, and in good faith, and to make informed decisions. Acting in this way will strengthen relationships with Māori and avoid grievances.

Tangata whenua and stakeholder engagement in fisheries management

The Ministry interacts with tangata whenua on a number of different levels. Māori are now the largest quota owners in New Zealand's commercial fishing industry. Tangata whenua can manage their non-commercial customary fishing activity through customary regulations. Māori are also recreational fishers. To engage with tangata whenua across this range of interests the Ministry consults with over 100 iwi and hapū on matters affecting their fisheries.

In addition to implementing the customary fishing regulations, the Ministry has ongoing obligations to provide for the input and participation of tangata whenua in sustainability decisions that affect their non-commercial interests. The Ministry's Treaty Strategy initiative aims to build better working relationships with tangata whenua, and improve the delivery of legislative obligations.

An important contributor to credibility is effective engagement with tangata whenua, stakeholders, other government organisations, and the public in management of fisheries. Stakeholders should have an increasingly important role to play in other areas of management such as providing input to decision-making frameworks and setting standards. Their involvement in fisheries management increases their understanding of the process and increases their willingness to commit to actions and strategies that will deliver long-term benefits.

Constructive engagement requires the Ministry to focus on relationship management, communication, and building tangata whenua and stakeholder capacity to participate effectively in management processes. The Ministry will engage with different fisheries sectors separately and together. By engaging separately with each sector, Ministry staff and sector group representatives can discuss issues of concern and options to resolve the issues. Multi-sector forums will focus on establishing standards and developing fisheries plans.

Objectives-based management

In the 2005/08 SOI, the Ministry introduced the term 'objectives-based approach to fisheries management' to describe the Ministry process of developing management plans. It is important to develop clear links between the strategies and services proposed for a particular fishery and the objectives determined in the relevant fisheries plan. These plans will form the basis of Ministry advice to the Minister on proposed management measures and purchase of fisheries services. All plans will be required to meet relevant performance standards.

The key elements of the fishery plan approach are:

• Setting standards

• Working with stakeholders to determine objectives setting out how best overall value can be achieved for a fishery

• Using risk assessment and analysis of costs and benefits to identify key management issues and evaluate alternative implementation strategies

• Specifying management measures and fisheries services that will allow the fishery to meet relevant standards and best achieve fisheries objectives

• Prioritising allocation of Ministry resources

• Providing a clearer basis for monitoring and reporting on the performance of fisheries management.

During 2006/07, the Ministry will determine interim standards and develop preliminary plans that describe the current management regime for the majority of fisheries and fisheries objectives. In subsequent years it will work with stakeholders to evaluate risks for the fisheries and determine required interventions and services. The Ministry believes it will take up to five years to have fully developed fisheries plans in place for most fisheries.

Monitoring and reporting on performance of fisheries

Tangata whenua and stakeholders need to know that the information used to make decisions is robust. Critical information includes the status of fish stocks and impacts on the aquatic environment, ownership of quota shares and annual catch entitlement (ACE), and the amount of each fish stock harvested by each fisher and in total. Critical decision-making processes include Total Allowable Catch (TAC) and total allowable commercial catch (TACC) setting, determining other management controls, and setting cost recovery charges.

Stakeholders need to have confidence that decisions are properly implemented and that performance is monitored and reported upon. Monitoring is necessary to assess whether, and how, the fisheries management framework and its implementation are contributing to New Zealand's social, economic and cultural development. Monitoring includes identifying appropriate performance indicators, collecting and managing information to support monitoring, and evaluating this material. The three main areas where monitoring can most effectively be used to evaluate management performance are outcomes, standards and fisheries plans objectives.

The table on the following page sets out the Ministry's role in achieving this contributing outcome and the work that we will do over the next few years to get to that point.

The right side of the table indicates which outputs in the output plan later in this SOI will have responsibility for undertaking the specific work elements involved in the programme to support achievement of the outcomes.