National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

National Seafood Industry Leadership Program 2009 – 2011 was reviewed and revised in line with the 2008 review. Adjustments were made to the program including the introduction of the third day added to Residential 2 – Sydney (Objective 1 & 3). These adjustments have provided further opportunity for skill development, networking and leadership growth.

A further NSILP stakeholder survey was conducted during 2011. (Objective 2) and although responses were low in number information gathered indicated that graduates of the program had enhanced their leadership in their workplaces and in the industry.

Average of over sixteen (16) seafood industry individuals graduated from the 2009, 2010 and 2011 NSILP. The minimum target graduate number was fifteen per annum. (Objective 4). The promotion and selection processes ensured a broad cross-section of industry participated. 60% of participants were directly working within industry as fishers or in representative roles. Recreational and Indigenous participation was achieved. The diversity of participants and guest speakers ensured an industry wide perspective was developed. This diversity is also seen as an extremely positive element of the NSILP as it ensures “big-picture” thinking for future industry leaders.

At the conclusion of the project fifty (50) graduates were welcomed by the industry as leaders who have a clearer understanding of positively impacting on decision-making processes at all levels of the industry. The graduation evening allows for the NSILP Major Sponsor Sydney Fish Market to be recognized and the nature of the evening ensures the industry understands the caliber of the graduates through a number of presentations. This project continues to provide an excellent platform for high-level networking, leadership growth, information and knowledge exchange, strategic thinking and outcomes for the seafood industry.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.

'Empowering II' sought to develop an ongoing, cost-effective and transparent process, whereby the best industry RD&E ideas, on a national or regional scale, could be obtained, linked with the most suitable RD&E providers, and developed into successful projects with valuable industry outcomes in efficiency, profitability, and capacity building. While the underlying objective of Empowering Industry remained sound, as the project proceeded, it was agreed to vary the focus to facilitate the capture of the RD&E needs of the fishing and seafood industry and bring them into the higher level research prioritisation process. The Queensland and Victorian Fisheries research Advisory Bodies (FRABs) agreed to be case studies to use the Empowering Industry approach and framework to feed into their prioritisation process. The trial FRAB case studies showed that the Empowering Industry process and website is a cost effective means to more closely link industry needs with FRAB priorities, and that it provides a direct way to engage with a diverse range of stakeholder groups in the commercial and recreational sectors.

Key Words: cost-effective, R&D industry, link.