Fishing and Aquaculture Workforce Capability Framework
The objective of this foundational work is to collaborate with industry to produce a Fishing and Aquaculture Workforce Capability Framework. The Framework will be used by fishing and aquaculture sectors / communities for workforce planning and career mapping. It will support a more strategic and consistent approach to workforce planning. This in turn, will enable industry to build its capacity through better understanding of capability needs.
In addition to the universal challenges associated with a tight labour market (e.g. attracting people, barriers to entry, addressing skills needs), the industry is operating in a changing environment. Other challenges and opportunities for the fishing and aquaculture sectors include:
• Adapting to climate change
• Biosecurity
• Managing resources efficiently
• Meeting sustainability standards / social license to operate
• Moving to a circular economy
• Managing global supply chains (developing traceability, addressing counterfeit)
• Competing with other proteins
• New markets through free trade agreements
• Adopting digital technology, and;
• Attracting and retaining people to drive responses to changes that impact on the F&A community.
The AgriFood Supply Chain Resilience report (KPMG, 2022) identified ‘labour supply, wellbeing and succession’ as one of the significant stresses for seafood supply chains. Other significant stresses were weather and climate change, cold chain and freight space availability, sustainability and social licence, pests and disease and market access.
Fish Forever (2030 vision for Australia’s fishing and aquaculture community) highlights opportunities for the F&A community and contains outcomes under each of the following missions:
1. Growth for enduring prosperity
2. Best practices and production systems
3. A culture that is inclusive and forward thinking
4. Equitable and secure resource access
5. Society and consumers trust, respect and value.
This project will identify the capability needs (current and future) to address these challenges and opportunities. Further, it will support industry, to attract and retain people and to provide pathways to build capability. Sectors will be better informed as to how to address capability needs.
Addressing these needs will ensure industry is better equipped to respond to changes, challenges and opportunities that impact the fishing and aquaculture communities. The fishing and aquaculture map (FRDC website) highlights the “complex systems behind Indigenous, commercial and recreational fishing and aquaculture in Australia and how the elements are connected”. It also highlights how issues or events in one part of the system can have impacts on other sectors. Therefore, industry needs to be prepared for changes.
This project will engage with all key F&A sectors to ensure the capability framework is industry-driven and collectively owned. In addition, the project approach is designed to utilise existing sector/industry plans and not replace existing frameworks. RMCG will work collaboratively with industry.
Final report
The case studies included in this document offer real-world examples of where innovative thinking has been used to solve issues around workforce planning, attraction and retention of staff, and broader geographical and social challenges.
The research and the development of this Framework emphasises the need to think differently, innovate and enable collaboration.
Capability and Capacity: Navigating leadership pathways in fishing and aquaculture
In a 2019 review of FRDC’s investment in people development, it was noted that significant variability exists across the industry in terms of leadership capability and capacity with most of FRDC investment focused on mid to higher levels of leadership (Lovett). While this past review is comprehensive, it is now 5 years old and pre-dates the ‘black swan’ event of COVID-19 that saw widespread disruptions to the economy, supply chains, and workforce, and has had consequences for leadership capacity and capability needs.
This project will review the current leadership development ecosystem, mapping relevant leadership programs, and identify potential opportunities for a diverse range of industry participants who will benefit from developing leadership capability and skills. Furthermore, acknowledging that leadership capability is not necessarily tied to formal positions of leadership, this project aims to identify different entry points for individual leadership development to ensure accessibility of opportunities. Any potential gaps in accessibility and potential new pathways will be identified. It is imperative that a lack of knowledge of learning and training opportunities to develop non-technical skills or low confidence levels to engage due to unclear entry pathways is not a barrier to any willing participant seeking to enhance their strengths and pursue an interest in making greater contributions that align with industry leadership capacity needs.
Our project combines a review of modern leadership definitions, theories, frameworks and practices, and through stakeholder engagement seeks to identify how these meet the context specific leadership challenges for the wild catch and aquaculture industries. Qualitative and quantitative research will be used to map and evaluate the current leadership development ecosystem for the wild catch and aquaculture sectors, identifying current pathways, recruitment processes, target outcomes, and the value and variety of alumni. Gaps in leadership capacity and capability will be identified and areas for potential changes investigated. Recommendations for improving return on investment in the existing leadership ecosystem will be made, including continuing development or improved integration of post program leaders into the industry. The current project has been designed to provide the breadth and depth of information that leads to practical implications for further industry engagement in leadership capacity and capability development.
Practicing aquatic animal welfare: Identifying and mitigating obstacles to uptake and adoption by the Australian Fishing Industry
Recent research shows general public support for Australia’s fishing industry (Sparks 2017; Voyer et al 2016) that depends on people’s assessments of industry’s commitment to implement best practice and demonstration of being effective environmental stewards (Mazur et al 2014). The FRDC has recognised external pressure for the fishing industry to move beyond compliance with environmental and other regulations and improve its performance in key areas, including animal welfare. As noted above, the FRDC has provided support for a range of research and industry initiatives to achieve positive aquatic animal welfare outcomes. The FRDC also recognises that further improvement to the seafood industry’s aquatic animal welfare practices are required.
Recent FRDC project investments has produced valuable knowledge about how when change is called for it is very important to recognise that multiple factors influence – positively and/or negatively - people’s decisions to take up those new, innovative, and/or different practices (i.e. 2017-133, 2017-046, 2017-221). These factors typically include personal values and belief systems, access to different kinds of resources required to make changes, particular features of the recommended practices, as well as a range of macro-levels factors that while they may be outside of people’s direct control still affect their choices. FRDC Project 2017-133 generated important insights about how and to what extent these kinds of factors have been keeping the seafood industry from making more substantive progress towards building greater stakeholder and community trust (Mazur & Brooks 2018).
Further work of this nature is now needed to shed greater light on aquatic animal welfare in the seafood industry (FRDC 2017-221). In particular the research should be focused on identifying the particular features of ‘best care’ for aquatic animals, the range of factors that may be obstructing industry members’ use of those practices, and examples of recent (extension) initiatives used to encourage better aquatic animal welfare.
Final report
A mixed-method approach was used to collect data and information for this research. These included a desk-top review, stakeholder consultation, and a set of interviews.
This Project identified a range of AAW practices used by some seafood producers that they believed to be ‘humane’. The Project also identified some factors enabling and impeding seafood producers’ approaches. Key factors supporting AAW uptake and adoption included a seafood producers’ openness to change and interest in learning, the relative advantages of using recommended practices, well designed and resourced extension, and positive relationships across industry, government and interest group networks.
This Project provides highly useful insights about AAW practices used by a small sample of Australian seafood industry members, which were primarily representatives of the wild-catch commercial fishing sector with two from the finfish aquaculture sector. This project’s findings support results from other recent Australian seafood industry research and policy initiatives, which have found that more appropriately designed and consistently-funded extension programs can help improve AAW uptake and adoption. However, AAW is a complex issue, and requires more than just extension. A range of carefully conceived and integrated policy instruments (e.g., market instruments, regulations) are needed to achieve substantive and lasting AAW practice change. Five recommendations have been formulated to help amplify enablers of and mitigate obstacles to AAW uptake and adoption. Suggested next steps include a workshop to draw out policy and industry-led options to enhance adoption, including feasibility of a risk assessment; and a case studies to test risk assessment and options to improve adoption.
Wild catch Barramundi Workshop to explore future options to improve fisheries
Trans Tasman Rock Lobster Industry Congress - Locking in the Future: 2023-2031
Australian and New Zealand Rock Lobster is a high value product that has strong recognition in their local and export markets. There is significant capital investment across the combined jurisdictions of the Trans-Tasman lobster fisheries. As with most other wild caught fisheries and seafood sectors Trans-Tasman lobster fisheries face similar challenges in regards to, sustainability, threats to / competition for the resource and resource access, product quality and food safety, implications from aquaculture production and applying and taking advantage of new and emerging technologies. In addition to these common industry issues, lobster fisheries produce a product that is predominantly for live export which adds further challenges such as barriers to trade and trade agreements, complex supply chains and understanding the ‘what and where’ of new market opportunities.
Well organised and educational forums such as Trans-Tasman Rock Lobster Congresses enable a sharing of information and a collaborative approach to addressing challenges and sharing successes. Since first being held in 1999 the biennial Rock Lobster conferences have become the pre-eminent forum for the respective Trans-Tasman lobster industries to consider and address the many challenges across the supply chain. There is never a shortage of key issues and topics to address and bring together in a common theme to deliver a successful Trans-Tasman Industry Congress that has the support of all the key industry bodies and wider stakeholders.
The history of successful Trans-Tasman Industry Congresses, speaks for itself.
Trans-Tasman Congresses have well established support of all the key industry bodies and wider stakeholder interests with all lobster producing jurisdictions having now hosted an event. This history combined with the experience, existing contacts, establishing themes, producing engaging programmes, having informative exhibitions, attracting quality keynote speakers - both local and international, continuing sponsorship from service providers and the ability to attract the general support of industry ensure there is a pool of support and knowledge to deliver successful congresses
Initial Contributions (2023):
• Total combined initial contributions will be to a maximum of $30,000.00.
• Request a cash contribution from the NZRLIC.
• Request a contribution from the Eastern Rock Lobster Industry.
• Contribution from the SRL IPA.
• Contribution from the WRL IPA.
Proposed Governance Arrangements:
• The Managing Entity (ME) i.e. the industry body responsible for administering the congress in a particular year, will be responsible for holding and managing the ‘kitty’ of funds.
• ‘Surplus’ funds will be used to fund the administration, hosting and attendance of any planning meetings conducted in the ‘interim year’, this process will be managed by the ME responsible for hosting the most recent (past) Trans Tasman Congress.
• PI & Co-Investigators will discuss and confirm the amount required for future initial contributions.