388 results
Industry
PROJECT NUMBER • 2018-094
PROJECT STATUS:
COMPLETED

CRC Northern Australia - Biosecurity in northern Australian prawn aquaculture

The objectives of the Cooperative Research Centre for Developing Northern Australia (CRCNA) Improving Biosecurity in Northern Australia prawn farms (A.3.1718113) were to obtain an overview of the pathogens and the level of protection provided by the current biosecurity practices that occur in prawn...
ORGANISATION:
Australian Prawn Farmers Association (APFA)
TAGS
Invasive Species
Husbandry
Disease
Biosecurity
Aquaculture
SPECIES
Black Tiger Prawn
Banana Prawns

Industry capability and mapping report and workshop

Project number: 2018-195
Project Status:
Completed
Budget expenditure: $24,039.36
Principal Investigator: Crispian Ashby
Organisation: Fisheries Research and Development Corporation (FRDC)
Project start/end date: 1 Apr 2019 - 29 May 2019
Contact:
FRDC
TAGS
Fisheries Management
Capacity Building

Need

There is a need to undertake a capability and capacity audit given that the landscape has changed and also that SIA is now established. This should be by way of a review and then workshop to discuss roles and responsibilities.

Objectives

1. Understand current capacity, capability and activities
2. Scope ways to gain efficiencies in roles and responsibilities

Final report

Author: Ewan Colquhoun
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Environment
PROJECT NUMBER • 2017-094
PROJECT STATUS:
COMPLETED

NCCP: Review of Carp control via commercial exploitation

The present study, undertaken by Charles Sturt University, was developed to investigate the potential for commercial, or subsidised, fishery exploitation to effectively control carp populations in Australia. Using published literature examples of fish (and other) vertebrate pest-removal...
ORGANISATION:
La Trobe University Mildura Campus
TAGS
Modelling
Invasive Species
Health And Safety
Disease
SPECIES
European Carp

National Seafood Industry Leadership Program (NSILP) 2025-2026

Project number: 2024-041
Project Status:
Current
Budget expenditure: $1,183,200.00
Principal Investigator: Heidi J. Mumme
Organisation: Mi-Fish Consulting Pty Ltd
Project start/end date: 29 Jan 2025 - 14 Feb 2027
Contact:
FRDC
TAGS
Leadership
Capacity Building

Need

FRDC is currently operating under the 2020-2025 Research and Development Plan. This plan details the areas of investment for the industry and provides direction regarding the leadership requirements for the Australia seafood industry.

FRDC states that "This is one of the FRDC’s most ‘people-centric’ plans to date, with a focus on capacity building, shaping culture, building relationships and establishing shared principles and values.” Importantly for the seafood industry and community, capacity building is high on the agenda.

The NSILP responds to four enabling strategies
‘Strengthen adoption for transformative change’ (through increasing and improving the uptake of knowledge, skills, solutions, technology and new ways of thinking to create positive change for industry).
‘Promote innovation and entrepreneurship’ (through encouraging new solutions, products and processes as well as new ways of thinking and doing).
‘Build capability and capacity’ (through helping people from across fishing and aquaculture to have the knowledge and skills needed to be safe, happy and productive, and to adapt and flourish in the face of change).
‘Provide foundational information and support services’ (through delivering information to guide the evolution of fishing and aquaculture in Australia).

The industry needs that have been identified are:

- Capacity building and leadership knowledge.
- Although online delivery evolved and improved during COVID, face-to-face remains the preferred method of NSILP learning/delivery to enable the opportunity to build in-person connections.
- Resourced and facilitated Alumni and industry networking and connections.

Objectives

1. Engage with and enable industry to build leadership awareness and capability - communicate NSILP cohorts/programs annually and Seafood Directions 2026 NSILP Alumni opportunities
2. Review and development of materials and resources
3. Deliver four NSILP face to face programs and 2026 SD NSILP Alumni events
4. Support participants before, during and after their learning experience and support industry engagement with the program and participants.
5. Enable new and robust networks across NSILP cohorts and Alumni into the wider industry
6. Review - establish success factors for leadership learning
7. Connect NSILP cohorts with the FRDC RD&E plan and expertise
8. Explore approaches to showcase NSILP Alumni pathways
Adoption
PROJECT NUMBER • 2018-180
PROJECT STATUS:
COMPLETED

Benchmarking for health and productivity in aquaculture

Benchmarking is a form of evaluation undertaken by comparing a measure with a standard. With its widespread adoption across many industries, benchmarking was identified as an important area for development in aquatic industries through the national strategic plan for aquatic animal health (AQUAPLAN...
ORGANISATION:
Agriculture Victoria
TAGS
Profitability
Marketing
Husbandry
Fisheries Management
Education
SPECIES
Blacklip Abalone
Greenlip Abalone
Abalone

Developing a harvest control rule to use in situations where depletion can no longer be calculated relative to unfished levels

Project number: 2022-006
Project Status:
Current
Budget expenditure: $200,904.00
Principal Investigator: Pia Bessell-Browne
Organisation: CSIRO Oceans and Atmosphere Hobart
Project start/end date: 5 Mar 2023 - 8 Jul 2024
Contact:
FRDC
TAGS
Stock Assessment
Rac Cmwth
Harvest Strategy

Need

Commercial in confidence. To know more about this project please contact FRDC.

Objectives

Commercial in confidence
Environment
People
Industry
PROJECT NUMBER • 2016-805
PROJECT STATUS:
COMPLETED

Future oysters CRC-P: Polymicrobial involvement in OsHV outbreaks (and other diseases)

The principal goal of this research was to provide a detailed characterisation of the oyster microbiome and identify links between specific features of the microbiome and oyster disease and mortality events. The conceptual framework for this work is based upon: (i) increasing...
ORGANISATION:
University of Technology Sydney (UTS)
TAGS
Disease
Biosecurity
SPECIES
Sydney Rock Oyster
Pacific Oyster
Communities
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