5. Managing in a changeable environment
Outcome 2: Achieving best value
Risks to achieving best value relate to 'suboptimal' fisheries management, including:
- managing stocks to maximise yield rather than value (eg setting target stock sizes that have high yield rather than high abundance)
- inappropriate allocation of available catch between fishing sectors
- not considering the values of those who are not taking or harvesting fish or other resources (eg diving, sailing)
- market constraints or trade barriers affecting export profit.
These risks arise primarily from:
- a lack of information on costs and benefits of fishing to different sectors, including its non-commercial value
- uncertainty about future allocation between fishing sectors
- barriers to access to export market
- deficiencies in the current statutory framework.
Risks to increasing value are managed through:
- information flows from catch returns, compliance rates and scientific information
- transparent and consistent decision-making
- input and participation in management processes, including fisheries plans
- consultation and engagement through iwi and recreational forums
- participation in a range of working groups
- advice to government on reform to the statutory framework to enable greater value to be achieved.
The commercial sector would be more likely to increase the value obtained from fisheries resources if there was more certainty about the different sectors’ access to fisheries, and about the standards to be adopted. These issues have a significant bearing on industry incentives to invest in both production and management capacity.
The amateur sector generally want more and bigger fish in key fisheries. Managing for higher abundance will help to achieve this. Their role in fisheries management will be strengthened through representative organisations that are being established. These organisations are intended to work with other sectors to agree management approaches.
The ability of the customary sector to increase value would be strengthened by iwi and hapü articulating management plans that incorporate kaitiakitanga and using these to contribute to wider fisheries management.
In all cases, value to New Zealand could be enhanced through clear statements of priority and process in relation to changing and competing uses of marine resources.