Ministry of Fisheries

Training Managers for

21st Century Fisheries

Linking capacity to opportunity

Michael ArbuckleNational Manager, Fisheries Management

Outline

• FM opportunities in the NZ environment• Review organisational responses to policy reforms /

strategic initiatives

• Identifying Ministry capacity gaps

• The role and realignment of the Fisheries Management group

• Stakeholder opportunities and capacity gaps

Legislative scene

• 1986 QMS introduced

• 1990 Proportional quota (also RMA)

• 1992 Deed of Settlement

• 1994 Cost recovery

• 1996 New Fish Act (staged introduction)

• 1999 Fish Management Plans

• 2001 Devolvement of certain services

Institutional responses

• 1995 Mfish established• Research contracted

• 1996 Changing Course 2010• Ecosystem based management

• Collaboration not direction

• Five year Strategic Plan next step

Five Year Strategic Plan

• Stategic Plan goals:• To take leadership in developing an understanding

shared by all fisheries stakeholders on the means to achieve “sustainable fisheries in a healthy aquatic ecosystem”

• To develop a framework and manage processes that ensure the Crown delivers on its Article 2 (of the Treaty of Waitangi) obligations to Maori with respect to fisheries

• To develop a framework and manage processes that enable the efficient use of fisheries resources, including reducing business compliance costs in the fishing sector

• Under review

Institutional responses (cont.)

• Organisational re-design• 1996 Act a driver for change

• Ecosystem based approach

• Input and participation of Maori

• Consistent interpretation with international oblig.

• Tools for better stakeholder particip.

• Provides for utilisation

• More enabling

• Forces “outcome / objective” focus

Institutional responses (cont.)

• Organisational re-design identified that Ministry would need to: • Change its approach to fish management

• Aquire new information

• Gain new skills

• Develop working relationships with Maori

• Integrate processes

• Develop new systems

• Educate and train Ministry staff

Institutional responses (cont.)

• Functional units• Fisheries Management

• Compliance

• Manager International and Biosecurity

• Policy and Treaty Strategy

• Service Delivery

• Science

• Information Management

• Legal

• Strategic Human Resources

• Corporate Services

Mfish 2001-02 Business Plan

• $66.953 million by cost driver• Personnel 23.9

• Operating 39.2

• Depreciation 2.8

• Other 0.2

• $66.953 by seven Output Classes• Policy 6.1

• Fish. Inf. 21.0

• Reg. man,. 7.4

• Fish access 8.4

• Enforcement 18.4

• Prosecution 3.0

• Biosecurity 2.5

Institutional responses (cont.)

• Fisheries plans• Strategic planning principles

• Set management direction

• Opportunity for planning and delivery integration

• Fisheries plans framework• Empowering

• Stakeholder role• Proponents (fisheries plan developers)

• Negotiators

• Provide advice to Minister

• Implement

Institutional responses (cont.)

• Fisheries plan framework• Ministry role

• Plan technical advisors

• Input and participation of Maori and consultation with other sectors

• Plan evaluators – suggest amendments / provide advice to Minister for approval

• Implementing regulatory decisions (if any)

• Monitoring and revocation of plans

• Ministry roles potentially conflict

Mfish initiatives

• Skills gaps analysis• Lacks leadership

• Working with Maori

• Lacks analytical skills• fish plan evaluators

• CBA / Risk analysis

• Lacks facilitators / technical advisors (fish plans)

• Realigning / recruiting / training FM management and staff

Fisheries management group

• What is its role? • Implements the Government and Ministry’s

strategies, plans, policies & legal obligations

• Delivers Fisheries Management by providing technical advice on plan development (not internally planned), determining FM input requirements (research, monitoring and compliance), making FM regulatory decisions, and evaluating and monitoring FM strategies and plans

• Contributes to the Policy Framework development

Functions of the FM business

• Management support to FM group & MFish

• Fisheries Management• FM Project management

• FM Standards

• FM Delivery

Management Support

• Corporate / operational planning • priority setting• resource allocation / task allocation

• Budgeting / financial management / reporting

• Cost recovery• Business performance reporting (monthly)• Staff management

• Recruitment• Training• Staff performance management and review• Health and Safety

• Public relations / relationship management

FM Projects Management Team

• Establishes and monitors critical FM projects (intra & inter organisational processes)

• Manages large strategic projects• Introduction of species into the QMS

• Trains Fisheries Managements staff to use project management methodologies

FM Standards Team

• Sets and monitors standards for Fisheries Plans and sustainability and utilisation advice

• Evaluates Fisheries Plan proposals against standards

• Undertakes risk analysis and sets FM priorities (research, regulation, compliance)

• Coordinates national regulatory processes

FM Delivery

• Six teams (3-7 staff) managed by operations manager

• Team leaders are Senior Fisheries Management Advisors• Responsible for providing advice to

stakeholders (primarily the Minister) on the management of fisheries

• Administration 10%• Team management 20%• Technical advice to stakeholders (including

Minister) 40-50%• Relationship management 20-30%

Industry scene

• Pre 1997• Fishing Industry Board

• Fishing industry Association

• Federation of Commercial Fishermen

• 1997 Seafood Industry Council established• Agency agreement with FIB

• Agreement to disband FIA & FED

• Shareholding by stakeholder groups• Stakeholder groups are future fisheries management

structures

Industry FM opportunity

• Post 1997• CFS established as SeaFiC subsidiary

• Registry services outsourced by contract

• CFS taken over by SeaFIC (Y2K)

• SeaFIC ASDO approved 2001• Registries devolved 2001 (October) FIB levies to be

discontinued

• Commodity levy ballot being progressed

• “the opportunity to share responsibility for fisheries management has provided an incentive for the industry to structure itself into Commercial Stakeholder Organisations”

• Economic Review

Industry FM capacity

• Stakeholder organisations established • Hoki / Squid Co• Orange Roughy / Oreo Management Co• Various inshore companies

• shellfish• finfish

• Paua Co• RLIC• Mussel Industry Council

• Limited skills / resources available• Possible rationalisation?

Industry capacity

• Skills evaluation • Preliminary list 1997/8• Initial unit standards developed but not progressed

• Demonstrate knowledge of investment analysis• Demonstrate knowledge of the basic economic model of

renewable resources• Demonstrate knowledge of the economics of the fishing

firm• Demonstrate knowledge of NZ fisheries processes

• Training at AMC by TOKM• International skills workshop Dec 2001

• Fisheries plans framework• Rekindling industry interest

• Gaps analysis needed?