The Marine Safety (Domestic Commercial Vessel) National Law Act 2012 defines general safety obligations on both the Owner and Master. The Owner has a general safety obligation to implement and maintain a safety management system that ensures that the vessel and the operations of the vessel are, so far as reasonably practicable, safe. The Master also has a general safety obligation aboard the vessel to, so far as reasonably practicable, implement and comply with the safety management system for the vessel and the operations of the vessel. http://www.amsa.gov.au/domestic/vessels-operations-surveys/certificates-of-operation/

The Australian Maritime Safety Authority (AMSA) is rolling out a program of risk management and SMS workshops to help industry meet the National Standard for Commercial Vessels, Part E Operations. A number of other organisation are also delivering SMS training to meet Part E.
FRDC recognises that some industry sectors face particular challenges in accessing these programs, possibly due to location, timing, English language proficiency, or sector specific operations. These specific needs may be beyond the scope of these other programs. This funding will complement those programs by addressing these challenges.

The Australian Government’s Policy for a More Competitive and Sustainable Fisheries Sector (2013) included a commitment to assist commercial and recreational organisations adapt to National Maritime Safety Standards. Funding is provided by the Fisheries Research and Development Corporation on behalf of the Australian Government to deliver on this commitment.

Develop priority plan for Priority 1

The perception of the seafood Industry is that, while many individual enterprises are successful and forward moving, on an Industry wide level there is a lack of creative thinking and platforms to express Ideas.
The thought processes within the seafood industry need to be fluid enough to evolve, adapt and deal with current and future issues.
By promoting discussion and enabling people to explore ideas and issues in a different context, not bound by existing thoughts and limitations, we can come up with new ideas, distinct solutions and fresh policy options for our industry.

Why is this needed:
• The seafood industry has a perception as being an ageing industry with a lack of fresh thinking.
• The industry faces complex challenges operating in a changing world that is mobile, connected and savvy. There is a need, not just to react to these changes, but rather lead and act in a proactive manner.
• Through the participation of attendees who are not currently part of the decision making processes within the industry, yet intrinsically linked to its evolution, as well as other leaders and influential people from different industries, new idea’s and innovative thought paths can be formed.

From our industry consultation, FULLER understands that the Fisheries R&D Corporation coordinates a range of leadership courses each year that are designed to enhance the capabilities of mainly younger people.

Some of these courses include a basic media training component, however this is not delivered in a targeted or strategic manner, and there is no additional strategic communications follow-up training.

Any industry requires strong leadership in order to create positive change and to sustain itself in the face of competing environmental, commercial and political pressures.

FULLER believes that outstanding verbal, written and visual communication is critical to the successful leadership and management of any organization, and that the foundation of good communication is an agreed plan.

From our experience media training is more successful if trainees are told “what” to communicate, before they are taught “how” to communicate.

Therefore, while the tender brief calls for a short term solution – media training of industry leaders – it is our recommendation that this People Development Program should start with the development of a strategic communication plan.

This consultative process will help the industry better understand its key communication challenges and opportunities, the messaging it needs to communicate, and the key stakeholders it needs to engage. It will also suggest a wider range of communication tactics than just media – a necessity in this rapidly changing communication landscape (eg web, social media, video, SMS).

On completion of the plan, the subsequent training delivery will be able to introduce these current and future leaders to the big issues facing the industry, the consistent messaging that needs to be employed as well as contemporary public relations tools, including media engagement.

This will create a new breed of professional, proactive seafood leaders who will have a positive and lasting impact on the industry.