| Summary | Ministry of Fisheries within the New Zealand Government |
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| Project | SESMAD |
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| Subtype | Government Agency |
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| Sector | Fisheries (Stock-specific) |
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| Interest Heterogeneity | Low (1) |
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| Explanation | All following same legal framework. Interests with scientists involved differ. Managers always asking who are they representing, but generally on same side. |
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| Costs Of Exit | No |
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| Explanation | No. High turnover rate. |
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| Proportionality (Of Costs And Benefits) | No |
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| Explanation | Benefits in experience and pay, little costs. |
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| Actor Group Coordination | Both formal and informal |
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| Explanation | Primarily formal coordination, somewhat informal. All know each other closely. |
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| Leadership | ["", "Formal leader"] |
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| Explanation | Deepwater Manager has a staff of 5. Formal leader. |
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| Leadership Accountability | Medium (2) |
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| Explanation | Professionally held accountable, but not to the law. |
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| Leadership Authority | High (3) |
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| Explanation | Manager guides team, and is the one who discuss with the Minister. |
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| Actor Group Trust | High (3) |
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| Explanation | Generally high. Professional relationship, worked for many years with same parties. |
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| Past Collaboration | High (3) |
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| Explanation | Teams work together closely. High turnover rate, but collaboration built into system. |
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| Personal Communication | More than once a year (5) |
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| Explanation | Communicate daily |
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| Remote Communication | More than once a year (5) |
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| Explanation | Communicate daily |
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