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.

Climate change is manifesting in marine environments. Additional to climate variability there is documented shifts in ocean currents - temperature, behaviour and spatial impact. Biotic indications eg species changes in abundance and range suggest impacts are at a level greater than for terrestrial ecosystems and uses. Coupled with this is the common property nature of fisheries resources. Management imperatives are already upon Government and all key sectors - conservation, commercial and recreational fishery management and aquaculture.

The first two challenges are to -
a) smartly adapt to biotic changes and variations in abundance
b) foster a more flexible and responsive approach to marine management.

Climate change is a political issue - the public policy issue that has been most incompetently dealt with by Australia's political leaders. Community understanding of the complexities of climate change and how Australia should respond is varied with multiple areas for confusion and misunderstanding. Additionally, those promoting a mitigation response have been alarmist in their predictions - well beyond the science evidence.
With this confusion as to the implications of climate change and options for adaptation and mitigation strategies, informed debate is extremely difficult. The recreational fishing sector is no different to the wider community.

Given the economic and social importance of recreational fishing in Australia, there is a national need and strong regional demand for strategies and adaptation activities and management systems that respond wisely to climate change.

The second two challenges are to:
c) ensure accurate information on climate change information is available and is placed in context with other aspects such as habitat loss and water quality
d) foster knowledge and adaptation strategies from within the recreational fishing sector so that the sector can play its role in advocacy and public policy development.