20 results

Embedding impact pathway thinking into the identification and prioritisation of RD&E needs and investments for FRDC

Project number: 2022-094
Project Status:
Completed
Budget expenditure: $80,000.00
Principal Investigator: Mark Stafford Smith
Organisation: Dr DM Stafford Smith (sole trader)
Project start/end date: 4 Dec 2022 - 30 Mar 2024
Contact:
FRDC

Need

In order to support a greater degree of systems thinking in its advisory committees, it is proposed to expose all committee members to the potential approaches to priority setting through a systems lens and benefits of these approaches, and then work with a subset of Research Advisory Committees [and possibly others] to test how bringing tools such as theory of change into their deliberations could assist them to deliver better designed priorities. Working specifically towards theories of change in the committee processes, at appropriate levels of complexity, is expected to provide (i) a context to making approaches of different committee members more explicit, (ii) a basis for better design logic, and (iii) a way of more readily communicating the committee's priorities. The focus of this approach on identifying and working back from ultimate objectives helps frame what may legitimately be narrow priorities in a wider analysis of system drivers such as incoherent policy environments or climate change and thus enable larger agendas to be built around such issues across FRDC. An explicit emphasis on barriers, enablers and assumptions, as well as what is necessary and sufficient to achieve the objectives, also provides a strong basis for evaluating progress and learning. Together these attributes are anticipated to achieve the intent of supporting better FRDC priority setting and increased impact for its stakeholders.

Objectives

1. Build the knowledge, attitude, skill, aspiration and practice (kasap) among the FRDC’s advisory committees and staff, with particular focus on Extension Officers, to embed impact pathway thinking into the identification and prioritisation of RD&E needs and investments.
Industry
PROJECT NUMBER • 2017-013
PROJECT STATUS:
COMPLETED

Rebuilding Southern Rock Lobster stocks on the east coast of Tasmania: informing options for management

Understanding relationships between fisher behaviour, their expectations/aspirations, responses to changes in stock status and to management intervention is critical when implementing effective management strategies. This project aims to inform on the practical challenges to achieving the stock...
ORGANISATION:
University of Tasmania (UTAS)
Environment
PROJECT NUMBER • 2018-034
PROJECT STATUS:
COMPLETED

Effects of climate change and habitat degradation on Coral Trout

Fishes are at considerable risk from changing environmental conditions because they are, for most part, unable to regulate their body temperature. Exposure to high temperatures may therefore compromise critical biological functions, resulting in reduced performance, fitness and ultimately survival....
ORGANISATION:
James Cook University (JCU)
Blank
PROJECT NUMBER • 2019-011
PROJECT STATUS:
COMPLETED

Optimising Compliance Outcomes in Recreational Fisheries

This study investigated strategies to enhance compliant participation among recreational fishers, using the Peel-Harvey Blue Swimmer Crab fishery in Western Australia (WA) and the Blue Swimmer Crab fishery in South Australia (SA) as case studies. 
ORGANISATION:
University of Western Australia (UWA)
Industry
Communities
PROJECT NUMBER • 2018-172
PROJECT STATUS:
COMPLETED

Methods to profile and connect the provenance of wild caught prawn fisheries and their values to the community

The wild prawn industry, as a key influencer of the community's (sustainability) perception of the Australian seafood industry, has addressed identified risks to social license so that it can protect its legal license to operate in public waters. This report provides the results and conclusions on...
ORGANISATION:
Australian Council of Prawn Fisheries Ltd (ACPF)

Safety in Seafood - Saving lives through a culture of safety

Project number: 2021-103
Project Status:
Current
Budget expenditure: $960,000.00
Principal Investigator: Bridie Schultz
Organisation: Seafood Industry Australia (SIA)
Project start/end date: 30 Jul 2022 - 29 Jun 2026
Contact:
FRDC

Need

The primary objective of this program is to measurably improve personal safety culture and outcomes in the Australian Seafood Industry through an industry led behavioural change approach underpinned by a national engagement process. Engagement will occur at all levels of industry to ensure that sustainable culture change is driven through shifts in core beliefs from leadership (top down) as well as grassroots and peer to peer (bottom up). Every person from owner to junior and even volunteers have a responsibility to keep themselves and each other safe. By leveraging and deepening existing relationships at all levels of industry, behaviours at every level will shift as a result of educational, experiential and peer to peer learning and influence.

The application is needed because current and traditional methods of improving safety are not working – people are still dying in our industry. Almost all effort in safety in our industry to date has been compliance driven and from the 'office' down. Compliance based activities, such as safety management systems remain an imperative part of a safe operation, but without the underlying values and behaviours that drive people’s desire to stay safe, to arrive home from work safely, systems and processes become checklists and box ticking. Other Industries and the Stay Afloat program have demonstrated that a culture-based approach to safety behaviour change is the most effective strategy - examples can be seen in high-risk settings such as construction through to linked industry bodies such as the South Australian Research and Development Institute. The Independent Evaluation of the Stay Afloat program indicated the potential strength of the peer-to-peer approach and also endorsed the centralised support and management structure that was utilised. A similar approach is being proposed for this project. Using peer-based education and intervention is key to facilitating and expediting this change.

This program will educate and engage industry members in exploring their beliefs and values and reflecting on how that relates to their work and their safety each day. The significance of the capacity and capability that will be built across our industry cannot be underestimated. The investment in the relationship with AMSA, through to the enormous impact of capacity building in local community over a 4-year period will change the game for our industry. Communities will have confidence that their families and friends will come home safely and that they will enjoy a workplace with vastly lower fears for their safety – physically and psychologically.

The collaborative approach will build capability, knowledge, confidence and resilience through a combination of activities based around minimising risk of incident and also risk of long-term physical and psychological harm.

The project will span 4 years and will be evaluated against a detailed program logic model. A program logic model enables the measurement or evaluation of qualitative and complex human behaviour related projects where quantitative measures may not be useful or achievable in terms of outcomes. The program logic model will measure short term, medium- and long-term indicators of the work being done to achieve outcomes as well as the outcomes themselves. We expect that by the end of Year 2, every industry member body and each of its members will have had initial exposure to the program with a goal of reaching 8,000 people in a meaningful way over the course of the program.

Year 1 – Establish and consolidate industry collaborators, partnerships and steering/advisory groups – set 4-year calendar for consultation and discussion to ensure best practice collaboration and consultation for life of project. Develop terms of reference for Steering Committee to ensure appropriate oversight, governance and contribution to project.
- Establish program logic and project evaluation models which will be core activities
- Finalise project plan ensuring alignments to program logic and evaluation framework
- Establish relevant program policies, guidelines and tools
- Establish program risk register (aligned with the FRDC online risk register) and stakeholder feedback mechanisms.
- Establish program performance and conflict management policy and procedure

Year 1 – Establishment of industry networks made up of two types of influencers
- Peak/industry leaders to act as ‘enablers’ to link us to and encourage forums for conversation, education and consultation. To assist in identification and introductions to grassroots industry members
- Grassroots Safety Advocates – Grass roots in this instance referring to all operational and hands on industry members from supervisors and skippers to deck hands and labourers. These people will be the centre of the peer-to-peer learning, storytelling and ultimately education and influence. They will also be key to the continuing identification of Safety Advocates in industry.
Year 1 – Collect information and extend education tools through online and face-to-face forums
Year 1 – Develop and continually refine a robust communications and extension plan
Year 1 – Launch first industry initiative (eg, Personal E-perb targets)
Year 2 – Full integration of Fish Safe Australia and SeSAFE activities into this program
Year 2 – Expand network of Safety Advocates
Year 2 – Expand and increase uptake of education, storytelling and example sharing
Year 2 – Complete first industry initiative (eg, Personal E-perb targets) and consult with industry on next initiative for greatest impact
Year 2 – Commence promoting short- and medium-term outcomes in early adopting communities
Year 3 – Continue narrative based and other behaviour change activities
Year 3 – Second industry initiative rolled out
Year 4 – Establish methods for continuation of culture of safety activities to be led by industry
Year 4 – Identify the role of potential sponsors for ongoing leadership
Year 4 - Consultation with AMSA and other industry bodies to refine and set strategic safety direction for industry

Industry members from managers to junior staff will influence one-another through narrative, stories and other means to effect behavioural change that reduces risk-taking behaviours - even when no-one is looking. The channels for sharing this narrative and gradual shift in beliefs will be twofold. Firstly, through day-to-day interaction and information sharing that is promoted through the various program elements including the Safety Advocates. These activities will be captured through monthly activity reporting to be designed as part of the program logic and evaluation planning on project kick off. Secondly through the use of the Sensemaker platform which collects narrative and sentiment in a way that also enables users to review the stories and experiences of others. In simple terms industry members will learn from the experience of peers.

As outlined in the project plan, quarterly meetings will be held for the duration of the program to report, review and collaborate with key partners and stakeholders ensuring that the program is maximising reach and impact as well as ensuring that the potential of partners and sponsors to maximise program communications and activities is leveraged. Reporting measures will be finalised with the assistance of expert consultant(s) familiar with program logic design and evaluation.

A robust communications and extension plan will ensure maximum program awareness and uptake of initiatives and training.

Objectives

1. To measurably reduce the number of injuries and incidents across seafood sector- Provide insight and influence to the sector to deepening understanding of the benefits of reporting- Improve reporting of incidents and injuries, noting that an increase in reported incidents and injuries may occur in the short to medium term, with ultimate reductions in actual injuries and deaths being the long-term measure
2. To demonstrate a shift in sentiment and values towards safe practices across industry
3. To establish a recognised culture of safety and support all seafood industry sub-sectors demonstrated through shifts in sentiment around safety values and activities via SenseMaker and also through other identified measures of industry information (such as SIA member forums and other industry information collection to be identified as part of Program Logic)
4. To demonstrate the ability for Industry to be a significant strategic partner in strategic planning and implementation for safety regulation and practice moving forward.

SeSAFE - delivering industry safety through electronic learning

Project number: 2017-194
Project Status:
Completed
Budget expenditure: $692,000.00
Principal Investigator: Steve J. Eayrs
Organisation: Western Australian Fishing Industry Council Inc (WAFIC)
Project start/end date: 28 Feb 2018 - 28 Feb 2020
Contact:
FRDC

Need

The fishing industry ranks amongst the highest risk industries in Australia for safety, yet there are considerable barriers to basic safety training, including:

• Cost – operators cannot afford it
• Time – Courses are infrequent throughout the year. This does not meet the operational needs of the industry, where workers may be required at short notice.
• Location – Courses are usually delivered in major cities. This makes access to the training difficult for many workers, including once they are at sea.
• Context – Courses are usually delivered in a classroom setting with activities related to survival in emergency situations at sea. They do not address general workplace safety such as manual handling, electrical safety, fall protection, noise, fatigue, hazardous substances, personal protective equipment (PPE), etc.
• Access – The internet is rarely available at sea, making access to safety training and information impossible for much of the time workers are fishing.
• Demographic – workers in the fishing industry are largely represented by young, early school leavers with a high sense of adventure and risk appetite. Learning must be structured with this in mind to ensure the learner is engaged and the lessons are delivered effectively.
• Culture - the information both subliminal as well as overt sent out about safety.

The electronic LMS, which is the fundamental base for this project, is to be designed to address all of the above barriers, and provide a structured, cheap, easily accessible and timely safety course, in a manner which is readily absorbed and understood by the crew member undertaking the course. The training modules are to be delivered online and offline, making them accessible anywhere at any time and can also be tailored to specific industry sectors, while retaining the core units, and aim to achieve best practice in all aspects of WHS.

RIRDC initiated a project (attached) due to significant knowledge deficiencies in the area of commercial fishing occupational health and safety data and of the existing circumstances of the industry. The gaps in knowledge have arisen due to previous difficulties in collating and interpreting data, which have resulted from disaggregation of State data, creating difficulties in data analysis at the national level; availability of state data; and the nature of the fishing industry which results in many participants not being included in official statistics or records.

The report found that there was a lack of awareness of occupational health and safety, or safety
culture, and that it still fails to be effectively dealt with across all States of Australia. The OHS data identifies that the claims for fatal injuries in aquaculture and non fatal in marine (or wild capture) fisheries are both increasing. The most ‘at risk’ group in the industry are those between the ages of 20 to 24 years, with those aged 45 – 54 years being the next most at risk group, who will receive injuries from non powered hand tools to their upper bodies.

Objectives

1. Design and trial the electronic Learning Management System in the Northern Prawn Fishery, and up to three other Australian domestic fisheries. Monitor the uptake, utility, and determine feedback on ease of use and applicability from the trials, to help make necessary modifications before distribution to others.
2. Create linkages and pathways for the LMS to be taken up by industry associations and agencies to be used in championing the improvement in safety culture and training with on-ground fishers.
3. Based on the trials, facilitate further development of 'fishery specific' modules via assistance from the PI and technical input from consultants (365 Solutions) to improve efficiency of the program and direct relevance to specific fisheries/sectors and/or agencies.
4. Utilise information from existing in-progress and under development safety projects funded by FRDC to ensure that the LMS is designed to optimise adoption and uptake by industry.
5. Identify and, where feasible, implement mechanisms to integrate the LMS into the overall marine safety program aimed at changing the culture and behaviour towards safety of the fishing industry.

Final report

ISBN: 978-0-646-85379-6
Author: Stephen Eayrs
Final Report • 2.51 MB
2017-194-DLD.pdf

Summary

The SeSAFE project represented a unique and successful collaboration between the fishing industry, the Fisheries Research and Development Corporation (FRDC), and the Australian Maritime Safety Authority (AMSA) to improve safety awareness and performance in the fishing and aquaculture industry. For the first time, vessel crews were provided online access to modularised safety training that could be completed at home, onboard, or any other location. They could also complete the training offline, for example at sea, providing they downloaded modules beforehand. Importantly, SeSAFE training could also be provided to inexperienced crew before they step foot onboard, not afterwards as is tradition practice, thus filling a key safety void and risk. 
 
A total of 48 safety modules (videos) were developed covering a range of generic safety topics such as emergency response, personal safety, and operational safety. A suite of fishery-specific modules was also developed for prawn fisheries around the country and the Western Rock Lobster fishery. 
 
The delivery of modularised safety training proved to overcome many of the historical barriers to safety training, both perceived and otherwise, and over 250 fishers, many on a recurrent basis. It is estimated that over 80% of skippers and crew in the Northern Prawn Fishery (NPF) were engaged in SeSAFE training, while significant numbers of skippers and crews in other fisheries have done likewise. Greater project success was anticipated, although it was hampered by COVID 19 and associated impact on the industry, as well as restricting the ability of the SeSAFE Principal Investigator to engage with this industry around the country.