Several inmates have commented on the recent concerns on
He posted: Why cos the perception is now that the Taupo fishery is stuffed and not worth bothering with. Overseas in places like London, visiting fishermen are being told not to bother with Taupo anymore cos it’s stuffed. Before that myth can be destroyed the management of the fishery needs to be vastly improved, doc
To respond to Lyn Lloyd re his concerns about the management of Taupo Fishery – we are not brave enough to comment but any concerned anglers should go back to the 2013 Taupo Fishery Review Survey by APR Consultants and they can decide for themselves from that. The complete version of Exploring Future Opportunities for the Taupo Fishery: A Review of the Taupo Sports Fishery – 20 May 2013 is available on TRM website – go to “links”. We tried to pick the eyes out of it in the following extracts – which are
Executive Summary:
– The town of Tūrangi markets itself as the ‘Trout Fishing Capital of the World’, Taupō’s waterfront is home to a large trout sculpture to welcome visitors to the town, and the region is home to the Tongariro National Trout Centre near Tūrangi.
A study by APR Consultants, commissioned as part of this review process, has confirmed the importance of the Fishery to the economic and social wellbeing of the region, with an annual economic contribution of up to $29m per annum and close to 300 jobs dependent on it.
The Department of Conservation initiated this review process with several broad factors in mind, with the key trigger points being:
*Rethinking how the fishery is managed in the context of a renewed commitment from the Department to work with others to help New Zealand flourish socially, economically and environmentally (and for New Zealanders to benefit from that management);
*Concerns from anglers and the wider community about the health of the fishery; and
*Declining participation rates and licence sales.
Through the review process, we found a fishery that is fundamentally in good shape. But it is also a fishery where there are huge opportunities that could be realised through a fresh management approach.
Anglers and licence holders
In respect of the relationship with anglers, we identified the need to greatly improve the interface they have with the Department.
Improved licencing options, better communication and more effective marketing of fishing opportunities in the region were all identified as aspects needing improvement. We confirmed that participation rates (like in many places) have steadily declined from a peak in the 1980s, and most significantly there has been a 20% drop in licence sales over the past five years. Given the major economic and social contribution to the region from the Fishery, and given that it is licence fees that pay for fisheries management, this is a significant issue that needs considerable focus and attention.
In particular we believe that there are obvious opportunities to improve the effectiveness of the Department’s relationships with Fish and Game (given they are in the same ‘business’). Currently the relationship appears to be disjointed and ‘competitive’ rather than collaborative. There are also opportunities to develop stronger relationships with the tourism and wider business sector in the region (for mutual benefit), and with the Lake Rotoraira Trust.
OPPORTUNITIES
The following is the complete list of opportunities that have been identified and are fully discussed within the report.
A. Establishing a Clear Goal
1 Establish a clear goal for the management of the Taupō Fishery that focuses on maximising the full value (in economic, environmental, social and cultural terms) that the Fishery can deliver.
1. In relation to the existing licencing system:
a. Put in place an on-line system in close collaboration with Fish and Game;
b. Develop a national licence option;
2. In relation to the destination product:
a. Define and brand the full extent of the Taupō Sports Fishery;
b. Develop and implement a marketing and communications plan to raise the profile of the fishery nationally and internationally; and
c. Initiate the development of a collective vision and a strategic plan for the Tongariro River to address the competing demands on the river and surrounding land.
3. In relation to improving access to the fishery:
a. Expand opportunities to learn to fish for all people, including expanding the kids ‘fish-out’ days to a daily occurrence for all visitors (not just children);
4. In relation to communication:
a. Develop a new communications strategy, including reconsidering the role of the Target Taupō publication;
b. Adopt regular, timely and less formal communication, including better use of social media and more active engagement with and support for existing sites;
What we concluded
Critically, if the management of the Fishery ‘gets it right’ and the result is increasing angler satisfaction and participation in fishing, then the Fishery as a whole will benefit through more available resources for long-term management.Working with Anglers and Increasing Participation
There were clear messages in the review process around the need for the Department to focus more on understanding the needs of anglers (past, present, and potential), to invest more effort into building support for the Fishery, and to lift participation rates in fishing.
At this time, and because the Fishery is currently managed on a cost-recovery basis, increasing participation rates of anglers is essential to achieving the overarching management goal for the Fishery.
Participant growth in the Fishery is also important to the local economy.
The messages are consistent with the current management focus on maximizing recreational opportunities for anglers, and the broader strategic focus of the Department to see more people actively engaging in recreation.
The focus of the discussions was that the Department should be actively removing existing barriers (perceived or otherwise) to participation, and be doing more to actively engage with the community and promote the Fishery.
…overall, it is reasonable to assert that the Taupō Fishery supportsnearly 300 jobs, creates at least $29 million in business turnover, and adds $11million to the size of the economy.
OPPORTUNITIES
a. Put in place an on-line system in close collaboration with Fish and Game;
b. Develop a national licence option;
c. Offer a fuller range of licence options, with the priority being a family licence, a weekend licence, and a 12 month licence;
d. Consider ways to support charter boat operators in the development of a boat licence concept; and
e. More actively promote the fact that licence fees pay for fishery management.
2. In relation to the destination product:
a. Define and brand the full extent of the Taupō Sports Fishery;
b. Develop and implement a marketing and communications plan to raise the profile of the fishery nationally and internationally; and
c. Initiate the development of a collective vision and a strategic plan for the Tongariro River to address the competing demands on the river and surrounding land.
Response received included this letter from Herb Spannagl – another well known experienced angler.
Hi Ross Once again we have someone who professes to know how to manage a fishery bashing DOC by claiming that the department is at fault for the deteriorating reputation of the Taupo Fishery. And once again the solution focuses on the NZ Fish and Game management model. The reality is that a F&G takeover of Taupo and absorbing this fishery in its national fishing license system would mean that F&G would be deprived of the current annual Taupo License income while being saddled with the additional cost of managing this nationally important fishery. No wonder F&G isn’t jumping up and down to make that happen. I happen to know a lot of Taupo and Eastern F&G fishery management staff and can assure you that the two organisations work very closely together rather as has been suggested they compete with one another. The management approach that has been so successful in the Rotorua Fishery is not transferable to Taupo. All lakes in Rotorua lakes have limited spawning and therefore the carrying capacity of every lake can be fine tunes with targeted releases. Taupo has an access of spawning opportunities with consequent high annual recruitment but the nutrient poor lake provides sub ideal growing conditions for trout migrating from the spawning streams. The relationship between trout recruitment and smelt abundance varies from year to year and this is reflected in the size and condition of the fish that anglers catch. The only thing DOC can do is to monitor this cycle and try to adjust the balance by regulating the harvest to keep as much as possible the two factors in balance. This has happened with the increase in the daily bag limit and the easing of other previous fishing restrictions. I am no apologist for DOC and whilst I support the department’s management of the fishery I am less supportive of its largely hands off history of the management of the Tongariro River. This iconic river has suffered greatly at the hands of the Waikato Regional Council and the lack of smart, proactive intervention by DOC. Any moaning by disgruntled river advocates should be directed in this direction because it is the deteriorating Tongariro River fishing opportunities that has caused many anglers to now fish elsewhere.
You can publish this in your daily report.
Cheers
Herb