4. Operating intentions

Outcome 3: Credible fisheries management

What are we seeking to achieve?

The Ministry's aim is to ensure New Zealanders have confidence in our fisheries management system, and that stakeholders are able to participate effectively in fisheries management processes.

Government has an essential role in fisheries management. It must manage fishing-related issues, in particular setting limits to adequately protect the environment. It is also responsible for international and Treaty of Waitangi obligations. In addition, certain enforcement powers can only be exercised under the authority of government. However, effective engagement with stakeholders is also essential to secure better value from our fisheries.

What will we do to achieve this?

1. Develop credible management frameworks to support achievement of fisheries outcomes

   The Ministry advises the Minister on legislative, regulatory and policy reforms to improve the value obtained from New Zealand fisheries. Advice needs to be of high quality. This requires clearly identifying the problems to be addressed, making effective use of available information including input from stakeholders, and considering implementation issues. We also work on whole-of-Government initiatives and initiatives led by other agencies to ensure that fisheries interests are appropriately taken into account. At an operational level we operate consistently and transparently, making decisions based on best available information.

2. Act in accordance with Treaty principles

   The Ministry must act in accordance with Treaty principles: the principle of partnership; the principle of active protection; the principle of redress. We must act reasonably, honourably, and in good faith, and make informed decisions. Acting in this way will strengthen relationships with Mäori and assist in achieving the fisheries outcomes.

3. Involve tangata whenua and stakeholders in fisheries management

   Effective engagement with tangata whenua and others with an interest in fisheries management is important to our credibility. Stakeholders should have an increasingly important role to play in other areas of management such as providing input to decision- making and setting standards. Their involvement in fisheries management increases their understanding of the process and 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 capability to participate effectively in management processes. Through engagement, all sector representatives can discuss issues of concern and options to resolve those issues. Multi-sector forums will focus particularly on developing fisheries plans.

   The Ministry interacts with tangata whenua on different levels. Mäori are major players in New Zealand's commercial fishing industry and active amateur fishers, as well as customary fishers. We engage with around 80 iwi and a far larger number of hapü on matters affecting their fishing interests. The Ministry has ongoing obligations to provide for the input and participation of iwi and hapü in sustainability decisions that affect their non- commercial interests. Our Treaty Strategy aims to build better working relationships with tangata whenua, and improve the delivery of settlement obligations.

4. Implement objectives-based management

   Fisheries plans are being used to set objectives for fisheries and develop transparent links between the objectives and the management strategies proposed for the fishery. All fisheries plans are constrained by the requirement to ensure that fishing is sustainable. It will take up to five years (2012) to complete fisheries plans for most fisheries.

   Developing a fisheries plan involves:
   
   
   • working with tangata whenua and stakeholders to determine management objectives that best meet their aims, while achieving standards
   • using risk assessment to identify key management issues and assessment of costs and benefits to evaluate alternative management strategies
   • specifying management strategies (rules and interventions) and services (eg research and enforcement) to achieve the objectives and meet relevant standards
   • developing an operational plan including assigning responsibilities for implementation.
     
     

   Once developed, a fisheries plan will help prioritise Ministry resources and will guide our advice to the Minister on proposed management measures and purchase or delivery of services for the fisheries covered in the plan. The plan will provide a basis for monitoring progress against objectives, and reporting on performance against standards. Fisheries services will be aligned with and across fisheries plans, enabling the Ministry to move to a more cross-business group approach to deliver services effectively and efficiently.

   Fisheries plans are an important mechanism to improve stakeholder involvement in fisheries management in New Zealand. Fisheries plans will, in most cases, be developed by the Ministry in collaboration with relevant stakeholders.

   Our role is to:

   • facilitate tangata whenua and stakeholder consensus on objectives for the fishery
   • ensure that the objectives and management strategies are consistent with the fisheries outcomes and relevant standards.

   Tangata whenua and stakeholder groups may also take the lead in developing a fisheries plan. In this case, the Ministry will evaluate whether the objectives and management strategies are consistent with standards, assess the priority of any services required from government, and apply the cost recovery rules as relevant.

5. Monitor and report on performance of fisheries

   Tangata whenua, stakeholders and the public need to have confidence that management decisions are properly implemented and that performance is monitored and reported upon. Monitoring helps assess whether, and how, fisheries management is contributing to New Zealand's social, economic and cultural well-being, and environmental sustainability. Monitoring includes identifying appropriate performance indicators, and collecting and managing information required to assess and report on performance. The three main areas where monitoring can most effectively be used to evaluate management performance are outcomes, standards and fisheries plans objectives.

6. Promote sound fisheries management internationally

   The Ministry actively engages in the work of multilateral organisations. These include the Organisation for Economic Co-operation and Development (OECD), the United Nations Food and Agriculture Organization (FAO), and a number of Regional Fisheries Management Organisations (RFMOs). New Zealand works to promote effective fisheries management policies and practices through strong governance arrangements, good science, allocation of access, and monitoring, control and surveillance to tackle illegal, unreported and unregulated (IUU) fishing. We also work with Pacific Island countries to assist them in developing effective fisheries management regimes.

How will we demonstrate success?

The primary performance measures for this outcome are:

1. Voluntary compliance is increasing, as measured by the ratio of inspections to the number of offences detected, with the following targets:
   
   

   Commercial fisheries	Compliance level
   • Vessel inspections (at port, at sea, landings)	≥ 80%
   • Licensed Fish Receiver inspections	≥ 85%
   • Monthly Harvest returns monitored, and unfurnished and late returns followed up	≥ 90%
   Non-commercial fisheries
   • Inspections (vessels, vehicles and persons)	≥ 90%
   Poaching and black market activities
   • Dealer in fish inspections	≥ 80%

   
   
2. Fisheries plans have objectives and management strategies developed by multi-stakeholder fisheries plan advisory groups, ideally supported by all members.
    
   
3. All iwi have access to a regional forum.
    
   
4. Stakeholder and public confidence in the management of New Zealand fisheries is increasing, as measured by independent surveys.
    
   
5. The cost of management relative to value of production is similar to, or lower than, comparable jurisdictions.
    
   
6. Performance of fisheries management is monitored and reported, including achievement of objectives in fisheries plans, achievement of fisheries outcomes, and performance against standards.