Data obtained from field trips as part of the current project (FRDC 2008/208) indicate the development of TFS may not be due to inappropriate onboard handling practices. Textural issues appear to be due to a combination of biological, geographical and seasonal factors. Results from the current research suggest a significant influence of both sex and season on the toughness observed in Saddletail Snapper. Current findings do not discount potential compounding influences such as ‘cold shock’ for example. Collagen content and ultimate pH of Saddletail Snapper muscle also represent significant influences of measured toughness. However, these factors alone do not provide a definitive explanation for the toughness observed in the species.

Results to date are provisional only. Further investigation across multiple seasons is required to substantiate or refute observed trends and preliminary statistical correlations. The potential influence of ‘cold-shock’ also needs to be clarified. The limited timeframe of FRDC project 2008/208 will not provide this clarity.

This project is needed to obtain the additional seasonal data to provide a definitive information base which will enable the development of strategies for the management of TFS. This will enable stakeholders to market their product with confidence, achieve an increase in price commensurate with premium quality reef fish and ensure the ongoing sustainable use of the resource.

The resolution of the problem or the adoption of management strategies to minimise the occurrence of TFS will have positive spin offs in all sectors of the supply chain i.e. catcher, buyer, exporter, wholesaler, distributor, retailer, restaurateur, and home consumer.

This proposed project addresses the focus of increasing profitability and optimum utilisation of fish identified by the NT, Qld and WA within their respective current fisheries research and development priority documents.

There is a need for coordinated delivery of opportunities to develop goverenance capability in the fishing industry and to promote opportunitites to foster diversity within industry committees and boards.

In 2000, FRDC funded a project to develop and trial a model for a National Seafood Industry Advanced Leadership Program. Since then approximately 100 people have graduated from the Advance in Seafood Leadership Development Program, significantly enhancing the leadership capacity of the seafood industry.

The current provider contract expires at the end of 2007, and the FRDC is looking toward a review of it's leadership development investments in 2008.

There is a real risk that the significant investments made by FRDC and numerous other program sponsors will be lost if a seafood leadership program is not continued into the future. In the longer term this could potentially lead to a lack of appropriately skilled people to take over representative roles at the national level.

It is therefore opportune to take stock of the previous course and identify areas for improvement to ensure that future leadership programs continue to meet the needs of the seafood industry, and to condiser the establishment of an alumni of past participants to allow effective engagement by the industry. An alumnus would also ensure graduates remain connected and receive continued support from the industry to enable them to develop into leaders.

By developing strategies to encourage industry participation in leadership training it will enhance the leadership capacity of industry. There is also an identified need to have linkages to additional training for graduates.

These key issues and the recent enhancement of the people development program within FRDC, mean that the need for a ‘taking stock’ workshop is timely.

Under the people development program, this project will assist in meeting long-term demand for people who will help the fishing industry meet its future needs and develop leaders among those within and supporting the industry.

During the past three years there has been an increasing interest in and understanding among licensee Associations of the role that environmental performance is playing in the future viability of wild catch fisheries in the Northern Territory.

There are now 8 Associations/Licencee Groups that want to develop Codes of Practice for their fisheries and at least 3 wish to progress to full environmental management systems at this stage, with more considering this.

With the predominantly negative media coverage of the fishing industry in the Northern Territory, the realization of these initiatives by industry will go a significant way towards changing its image within major sections of the community. At the same time, it will facilitate industry’s wish to ensure that it continues to sustainably harvest product as the industry further develops. The initiatives are in line with the strategic management directions of the NT Government.

The difficulty facing industry is that the Seafood Council, which administers all the Associations, does not have the staff to adequately assist these developments. The Seafood Council strongly believes that the relatively small investments over two years to fund a dedicated person to drive the developments at a detailed practical level will pay dividends worth many times the investments for industry, the Northern Territory community and the aquatic resources and ecosystems in waters adjacent to the Northern Territory.