Given that GBRMPA had previously never received so many public submissions (> 10,190 in the 1st phase and 21,500 in the 2nd phase commenting on the draft zoning plan), the following multi-stage process was used to analyse all the submissions:

1. Contact details from each submission were recorded in a database, a unique identification number was assigned, and an acknowledgment card was sent to whoever made the submission.
2. All submissions were individually scanned and the electronic files were saved into an Oracle submissions database.
3. Trained GBRMPA staff analysed each submission using a coding framework consisting of keywords for a range of themes and attributes. The framework was developed from a stratified random sample of submissions based on place of origin and sector. The database linked the scanned PDF with the relevant contact details and analytical information (i.e. keywords)
4. A search and retrieve ability based on the keywords enabled planners to search and retrieve PDFs of specific submissions or to run various queries of all the information in the submissions.
5. Many submissions involved spatial information, including some 5,800 maps in the formal submission phases; these maps were digitized or scanned.

Fishing vessels are required to be “registered” as a fishing vessel before they can obtain a fishing vessel license. The Department of Surface Transport issues a vessel registration document, on the basis of a letter of support from the DFO, containing vessel name and other specifications. Subsequently, the local government’s fisheries department, specifically the DFO, needs to be approached to obtain a fishing vessel license. Upon evaluation that the vessel is duly registered, DFO issues a fishing license for the specific vessel, and a District alpha numeric code and number are attributed to it, for example TEM – 1001.

Color coded (small plastic zip-lock cable tie) tags are attached to licensed fishing vessels in a pilot approach to determine their identification effectiveness, using two colors per district: one purple for registration on a long duration tag with alpha numeric number, and one orange for the annual fishing vessel license.

This entails the collection of information through focus groups and interviews with fishers and buyers to understand the octopus fishery, number of buyers, prices, processing, export destination and decision-making criteria, in particular whether a fisher is ‘locked’ into a relationship with a buyer. The interviews use the value chain questions included in the STEP survey designed by E. O’Neill of Stockholm Resilience Center. Interviews and focus groups were held with octopus, sea cucumber and cowrie collectors and buyers and seaweed growers. Information has been gathered as to export markets and collector/buyer relationships. The supply chain for octopus has been elaborated, key players identified and links established. Buying price fluctuation has been noted and reasons explored. This information is invaluable when designing an intervention to add value to the fishery or when looking at the viability of new market buyers or destinations. This work in Pemba has been followed up with 'participatory market system development' workshops (supported by FFI) with all stakeholders. This resulted in commitment from all players to play their part in supporting the intervention, including buyers agreeing to negotiate a set price with fisher committees before 'opening day'.

Collaborative management explores opportunities within current fishery regulations and laws and provides an opportunity to make improvements in the management of octopus and other species fisheries. Challenges lie both in lack of capacity of Village Fisheries Committees but also the ability at Fisheries Department level to hand over management responsibilities to these committees. Officers are often unfamiliar with the principles of collaborative management and how it can improve fisheries management locally and assist the Department in discharging their responsibilities e.g. patrolling, local closures etc. Project leaders have involved Fisheries Department officers in all trainings of Village Fisheries Committees and ensured regular feedback to the Department's HQ. A manual has been compiled to assist Department officers and to guide Village Fisheries Committees. It includes sections on: · Standard operation procedures for Village Fisheries Committees · Mechanism for handling conflicts · Process for by-law formulation · Guidelines for record keeping · Strategy for self financing · Communication strategy

Participatory video (PV) is used to explore octopus management in depth, document success, challenges or traditional knowledge of the octopus fishery; and monitor changes in attitude, knowledge or yield over time. Trainees, many of whom have never handled film-making equipment, are trained in the basic techniques; · Trainees decide the content of the film and work together to design the storyboard; · Trainees decide who and where to interview and all film is reviewed and discussed daily on return; · Editing is time-restricted (2-3 days) and is guided by a ‘paper edit’ carried out with trainees/community members. Having left the film location, subsequent editing is not carried out (apart from subtitling) so the film remains as reviewed by trainees/village communities. The resulting film is a visual output that is used to share lessons and experiences about octopus management and that builds on the oral traditions of local fishing communities in a language and terminology that is accessible to them. The aim is not to produce perfect cinematography but to produce a community product and communicate octopus management issues and options to a wider groups of stakeholders including new villages. This only needs repeating in one or two communities but is useful in the piloting period. 

Fishers from target communities visit other communities already implementing temporary fishery closures or other marine management strategies. By learning directly from the real experiences of fishers from similar backgrounds to themselves, target communities realise that this is something that they can adapt to their own contexts. Experienced communities often recount not only the benefits but also the challenges that they have faced in implementing community management and thus allow new communities to prepare for, or even avoid these challenges themselves.