PROJECT NUMBER
•
1999-160.90
PROJECT STATUS:
COMPLETED
ORGANISATION:
Fisheries Research and Development Corporation (FRDC)
4 results
Industry and expert attendance at the ICES Expert Working Group Meetings. 3-7 April 2017 Nelson NZ
Project number:
2016-144
Project Status:
Completed
Budget expenditure:
$12,169.41
Principal Investigator:
Crispian Ashby
Organisation:
Fisheries Research and Development Corporation (FRDC)
Project start/end date:
3 Apr 2017
-
30 May 2017
Contact:
FRDC
The ICES working group will be meeting in the southern hemisphere and this is a perfect opportunity for Australian based industry members and researchers to be exposed to the working group on fishing gear as well as acoustics to exchange ideas.
1. Deliberate, discuss and synthesize recent research on topics related to: i) Designing, planning, and testing of fishing gears used in abundance estimation
ii) Selective fishing gears for the reduction of bycatch, discard and unaccounted mortality, especially as they relate to EU Landing Obligation
iii) Environmentally benign fishing gears and methods, iv) Improving fuel efficiency and reduction of emission from fisheries, and v) Summaries of research activities by nation
PROJECT NUMBER
•
2018-197
PROJECT STATUS:
COMPLETED
Developing FRDC’s 2020-2025 RD&E Plan
This report covers the second of two CSIRO contributions to the project FRDC 2018-197. This project was reviewing FRDC research objectives through a process that developed alternative scenarios of possible futures relevant to Australian fisheries. Discussed here is the development of a...
ORGANISATION:
Fisheries Research and Development Corporation (FRDC)
People development program: strategic media training for the Australian seafood industry (industry attendance costs)
Project number:
2011-409.20
Project Status:
Completed
Budget expenditure:
$0.00
Principal Investigator:
Patrick Hone
Organisation:
Fisheries Research and Development Corporation (FRDC)
Project start/end date:
29 Jan 2012
-
30 Apr 2013
Contact:
FRDC
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.
1. Creation of a key influencer group of current and future leaders representing every aspect of industry (regional, territory, national) who will create the communication agenda.
2. Convening a strategic communications planning workshop with the key influencer group which will consider the industry’s key communication challenges and opportunities.
3. Development of a strategic communications plan to improve public perception of the industry and its engagement with national opinion makers and other economic sectors. The strategy will identify: Target audiences: who are the seafood industry’s key influencers and stakeholders? - Key Messaging: current and future challenges and how they will be addressed
positives of Australian seafood industry
negatives of Australian seafood industry. - Key Spokespeople: a primary and secondary leader in each state and territory. - Communication tactics: how will the seafood industry communicate with its stakeholders?
4. Development of an education program that will train industry representatives about contemporary strategic communication - how to do it and why it needs to happen - utilising the latest communications techniques including media.
5. Identification of seafood industry leaders/spokespeople in each state and territory in Australia who will undertake training.
6. Delivery of strategic communication and media training to key industry stakeholders at locations around Australia (at least five locations eg SA, VIC, NSW, TAS, WA). The training will equip current and future industry spokespeople with communication skills that will help them perform their responsibilities as leaders including: - the key messages required to communicate current and future challenges of the industry and how they might be addressed
- contemporary communication tactics that can help build healthy relationships with key stakeholders and build trust with the general public
- professional presentation and media skills (how to conduct a professional presentation and how to conduct a media interview including how to perform during a crisis)
- internal communication skills to build a positive and proactive culture among the membership of peak industry organisations.
7. Development of an annual “update” program of communication education and activity that leverages and connects existing leadership and communication activities (e.g. the creation of a communications workshop at existing annual conferences.)
