Empowering Industry: Improving two-way membership communication in peak industry bodies of the fishing and seafood industry
The seafood industry is comprised of national, state, regional and sector organisations all of whom have a "client group" with which two-way communication and connection is anticipated. It is also noted that industry organisations have identified the need to improve lines of communication between industry associations and their members as being critical for many associations survival.
Industry organisations have articulated the issues that impact on their associations'/organisations effectiveness and which they believe should be researched and could be addressed through improved and coordinated communication strategies via a research project.
The identified issues are:
• Defining how organisations are relevant and what value is being offered to members;
• Lack of clarity as to what ‘product’ is being offered;
• A lack of clarity as to what associations' key messages are for their members and broader industry;
• A disjunct between the message being sent by groups and those receiving it;
• Misunderstanding of what is being said amongst many competing messages;
• Different priorities at top and bottom of associations' organisational structures;
• Confusion amongst members as to who’s who and why. What do the different levels of organisations do? What representation do or don’t they have?
• All of the above were made more difficult by a general lack of support and funding for associations.
No one group has the resources or skills set to address all of these issues, but the issues were common across all sectors and jurisdictions and a cooperative approach was considered to be possible and beneficial.
Final report
Catch the Drift - Leadership and development training for the next generation in the commercial fishing and aquaculture industries
There are considerable leadership capacity building opportunities throughout the Australian seafood industry and community however it must be noted that these opportunities are delivered in a manner that may be perceived as difficult to access and focused on national issues. Considering this the VICFRAB has identified a need. The need is that within the Victoria seafood industry research, industry consultation and a the provision of a pilot leadership learning opportunity targeting young people across the state, from those already working in the commercial fishing and aquaculture industries to those who have completed a university degree should be developed and delivered.
This project will address strategic directions outlined in the Seafood Industry Victoria (SIV) Strategic Plan with the focus people and leadership. SIV has 8 objectives, centered on the themes of leadership and innovation, member service, business growth, people, fiscal responsibility and operational issues.
The project will also respond to Fisheries Victoria Victorian Aquaculture Strategy Action Plan that outlines the importance of capacity building and communication opportunities. Also throughout the Victoria Fisheries management plans for the commercial fisheries consultation and representation are mentioned which requires industry people to have the skills to lead the industry during both forms of engagement.
Final report
The CTD participants are well placed to ensure positive change occurs for industry and are all poised to take on new opportunities. Program evaluation found that the participants and stakeholders consulted identified that the CTD achieved strong outcomes for participants and already there is evidence that the industry is being rewarded with positive outcomes.
CTD has delivered high valued outcomes for Victorian seafood industry and participants and met its objectives.
National Seafood Industry Leadership Program: 2012-2014
The 2008 Leadership Program review was conducted and provided information to the funders regarding the initial years of the leadership delivery. The present funding round will deliver another review of the program in the final report. This review will include graduates, program sponsors and industry organisations.
Rural Training Initiatives continues to anecdotally assess the processes and outcomes of the program through participant evaluations at the conclusion of each program residential and through conversation with the NSILP advisory group and industry stakeholders. This anecdotal feedback indicates that the program is much more than a positive learning experience.
The need for this project has been suggested in the above sections but there is further evidence of need provided by the goals of the FRDC’s People Development Program,
1. enhance industry leadership within all sectors;
2. build industry capacity to drive change to achieve goals
FRDC’s Working together: The National RD&E Strategy
Priority areas addressed through this project will be:
• identifying and understanding success drivers and factors in comparable industry and resultant opportunities for fisheries
• developing the leadership skills across all stakeholder groups
• understanding and developing strategies to enhance, decision-making and adoption practices
• developing business and business modelling capability
• building stakeholder capacity to move toward co-management of fisheries
• identifying and understanding factors that drive responsiveness or adoption of new practices and innovation and how these can be influenced
• building skills and networks that support knowledge transfer and R&D adoption
• building understanding, and commonality of objectives, between stakeholders, including researchers, managers, fishers and NGOs.
Final report
National Seafood Industry Leadership Program: 2009-2011
The need for this project has been suggested in the above sections but there is further evidence of need provided by the goals of the FRDC’s People Development Program. The program states the need to develop the capabilities of the people through building capacity through a three year National Seafood Industry Leadership Program (NSILP).
This project will directly contribute to the delivery of the People Development Program 2008 – 2013 prepared for FRDC by Jo-Anne Ruscoe. The NSILP will ensure outputs that address some of the goals and objectives of the People Development Program:
1. enhance industry leadership within all sectors;
2. build industry capacity to drive change to achieve goals
The Industry Leaders Enhancement Project has parallel drivers and will specifically address
1. The shortage of industry leaders in all sectors of the fishing industry.
2. The need to develop people within all sectors who have the skills to effectively contribute to debate and policy development for significant challenges, including access to fish resources.
3. The opportunities for people in industry to develop skills that are going to directly improve business profitability and sustainability.
4. The contribution in the uptake of formal training, and in particular apprenticeships.
5. The enhanced knowledge of decision makers in a complex industry through accurate information and knowledge.
It is clear that the current program delivers outcomes for the industry regarding leadership activity. The following graduates have taken significant leadership steps at a national and sector level:
Sean Savage
Kane Williams
Stanley Lui
Katherine Sarneckis
Greg Carton
Donna Fewings
David Mills
Nick Paul
Tanya Adams
Neil Green
Inga Davis
Duncan Worthington
Brad Crear
Heidi Mumme
Jonas Woolford
Scott Walter
Melanie Snart
Andrew Baker
Helen Jenkins
Louise Nock
Geoff Blackburn
Jo-Anne Ruscoe
James Newman
Chris Calogeras
Joe De Belin
Christian Pike
Alan Snow
Final report
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.