| Summary | Queensland Fisheries, the state agency responsible for fisheries management |
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| Project | SESMAD |
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| Subtype | Government Agency |
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| Sector | Marine protected areas |
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| Interest Heterogeneity | Low (1) |
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| Explanation | Consensus achieved through agreement and buying into organisational goals |
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| Costs Of Exit | Not Applicable |
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| Explanation | |
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| Proportionality (Of Costs And Benefits) | Not Applicable |
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| Explanation | |
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| Actor Group Coordination | Both formal and informal |
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| Explanation | They co-ordinate through formal stakeholder meetings and informal organisational networking and communication |
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| Leadership | Formal leader |
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| Explanation | Organisational leader |
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| Leadership Accountability | Low (1) |
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| Explanation | Accountable to State government not employees |
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| Leadership Authority | High (3) |
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| Explanation | Has power to make organisational and operational decisions |
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| Actor Group Trust | Not Applicable |
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| Explanation | |
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| Past Collaboration | High (3) |
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| Explanation | The agency has demonstrated state-level collaboration within its agency that has enabled key changes to fisheries policy and management. |
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| Personal Communication | More than once a year (5) |
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| Explanation | Frequent communication over agency policies and management through meetings and workshops. |
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| Remote Communication | More than once a year (5) |
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| Explanation | Frequent communication over agency policies and management through email, phone, etc., |
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