12 results
People
People
PROJECT NUMBER • 2003-200
PROJECT STATUS:
COMPLETED

Aquafin CRC - Atlantic Salmon Aquaculture Subprogram: strategic planning, project management and adoption

This project implemented the agreed Strategic R&D Plan for the salmon industry for the period 2003-2006. It provided an economical administrative framework and processes which: Engaged stakeholders, specifically the salmon farming industry and the State managers responsible for its...
ORGANISATION:
University of Tasmania (UTAS)
Industry
PROJECT NUMBER • 2011-735
PROJECT STATUS:
COMPLETED

Seafood CRC: an evaluation of the options for expansion of salmonid aquaculture in Tasmanian waters

The Tasmanian Salmonid Growers Association (TSGA) strategic plan to 2030 targets a 100% expansion to a $1 billion industry over the next 20 years. The challenge for the Tasmanian Atlantic salmon industry is for sustainable strategic growth. The strategic plan recognises that to achieve this industry...
ORGANISATION:
University of Tasmania (UTAS)
TAGS

Assessing the people and capability framework for the aquaculture industry

Project number: 2016-148
Project Status:
Completed
Budget expenditure: $230,000.00
Principal Investigator: Tony Baker
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 19 Jun 2017 - 30 Mar 2019
:

Need

Huon has identified through employee interviews a need to focus on developing our current and future leader’s skill sets. Many of our Leaders hold extensive Aquaculture qualifications however many have not participated in Leader specific development nor are aware of career succession pathways. Furthermore, should an employee have an idea to make an improvement or better utilise a tool of trade/technology they don’t know who to share the idea with.

For Huon to be equipped for the future a focus and plan is needed now.
As outlined in the FRDC People Development Program (2008-2013), the following points are still relevant in the aquaculture industry and present at Huon:
• There is a shortage of industry leaders in all sectors of the aquaculture industry;
• The aquaculture industry has a poor performance in the uptake of formal training, and apprenticeships;
• The aquaculture industry will need to learn from other industries that have embraced a knowledge and innovation culture; and
• Existing leadership programs are inaccessible to most, either through limited availability or expensive course fees.

To address these opportunities Huon wants to invest in introducing an innovation and new ideas program. This will create the governance around structuring ideas and nurture employee’s innovation. This will additionally enable employees to feel comfortable expressing their ideas knowing there is a systematic approach applied to all requests received and reviewed.

The Aquaculture Leaders Program will be designed specifically around enhancing current Leadership capability, providing the leader cohort with skills in managing team performance and motivating employees by the introduction of coaching standards. Generally, random acts of training across an organisation fail. If no behavioural growth practises are developed. This will be an important consideration in the design of the training program so that the new learning is embedded. Furthermore, to ensure that training decay doesn’t occur, a set of post training accountability activities will be developed to encourage application of skills post training.

Objectives

1. To develop an Aquaculture Leaders Program that will not only upskill leaders but strategically plan future leader succession.
2. Furthermore, create an environment at Huon where idea generation is streamlined and all ideas for process improvement, cost reduction savings or new ways of working are reviewed and managed by a dedicated approach.
3. The Program will be focused on designing training content to:• Strengthen leaders to the next revolution in people leadership
• Extract value from the leadership workforce by empowering them with new skills to motivate and influence their people
• Create an Aquaculture Leaders Program that is industry specific and contextualised
• Design and implement a development pathway for current and future industry leaders
• Strengthen leader’s skill sets in managing teams, change resilience, personal performance and leadership fundamentals
• Implementing an Innovation Program and designing the appropriate support framework to automate and operationalise it
and• Define and develop a Leader Succession Program to strategically place Industry leaders of the future.

Final report

ISBN: 978-0-646-80871-0
Author: Natalie Chee Quee
Final Report • 2019-11-15 • 1.04 MB
2016-148-DLD.pdf

Summary

Foreword
The following report has been developed by Huon Aquaculture as a summary of findings from the ‘Assessing the people and capability framework for the aquaculture industry’ project. 
This project is of huge importance for Huon and the aquaculture industry as a whole, as it explores leadership and people development, especially where the report’s findings will be embedded or operationalised within an organisation.
The findings from this project provide insights into the key learnings identified in the project facilitated by Huon.
Some key findings include:
  • Design of resilient people and leadership development frameworks to support constantly evolving and changing roles;
  • The importance of engagement and understanding leadership motivation;
  • Operationalising a leadership program across multifunctional teams, the learnings and skill sets;
  • Establishing a transferable Succession Planning Framework to meet future skill requirements with a significant focus on leadership competencies;
  • Developing a retention strategy and career pathways program;
  • How a workforce can operationalise innovation; and
  • Lessons learnt from this project.
Results/key findings 
Future leadership development programs often require a change in organisational culture and seamless change is notoriously difficult to deliver, so senior leader commitment was crucial to the project, especially when staff were taken away from business as usual. 
Facilitating a Leadership Program within an organisation also requires consultation on training with minimal operational impact. This point required maximum attendance and the Huon Leaders Program achieved attendance rates just short of 100%. This attendance rate is testament to the enthusiasm of participants and their proactive engaging in all content. 
Introducing a Leadership Program is not a one-off activity, it needs to be strategically placed into the people development cycle within an organisation. In Huon’s case, the Leader Development Program will continue to evolve as leaders across the organisation provide feedback and share their developmental needs. Huon have also asked for an emerging leaders’ program, so team members can be developed at an early stage of their career. To continue the growth of leaders, post the Leaders Program is a robust Succession Planning Framework to stretch and grow leader skill sets.
The project resulted in Huon gaining increased self-awareness and leadership skills from the existing workforce, whilst also helping to revitalise innovation across the organisation. 

The Innovation Program enables Huon to connect with all employees and provide them with an avenue to innovate and help build Huon and the aquaculture industry. 

Implications for relevant stakeholders
  • People development frameworks require Executive Team support to ensure the programs are embedded into the organisation. In Huon’s instance, the work was interconnected, therefore project management and stakeholder management were key when facilitating the project.
  • Traditionally, employees have undertaken training aligned to some form of certification. In this instance, the focus often shifts to assignment completion and not on using the new skills learned. The Huon Leaders Program was focused on operationalising learning and providing tools and approaches to leading teams able to be immediately applied. 
  • Succession Planning frameworks and career pathways require maintenance and ongoing commitment from the Human Resources Team to oversee and manage the work. Simply deploying any framework across an organisation will therefore be insufficient.
  • Innovative workplaces should be encouraged with Innovation Programs to provide an exceptional platform to foster on-going innovation. Without the introduction of structure and rigour within any Innovation Program, this may affect the organisations engagement and culture. 
Recommendations 
This project resulted in a number of frameworks for industry partners to review and adopt 
however, spending time reflecting on existing processes and practises is critical to success.

The programs are designed so others can use, accepting this should be contextualised to an 
organisation.

Consideration to other internal people development activities and their alignments is an important element, leadership development is not a stand-alone activity. 
 
There are additional materials that were developed for this project, should anyone wish to obtain these please contact the FRDC. 
Environment
Communities
PROJECT NUMBER • 2018-075
PROJECT STATUS:
COMPLETED

Aquaculture-Community Futures: North West Tasmania

This report discusses a study conducted by the Institute for Marine and Antarctic Studies at the University of Tasmania on marine and costal wellbeing and how it can be considered in regional marine and coastal development decision making. The need for this project arose from a desire by selected...
ORGANISATION:
University of Tasmania (UTAS)

Atlantic Salmon Aquaculture Subprogram: UTAS Experimental Aquaculture Facility: Obtaining expert international governance, design and operational advice for the Atlantic salmon partners.

Project number: 2012-228
Project Status:
Completed
Budget expenditure: $67,000.00
Principal Investigator: Tom Lewis
Organisation: RDS Partners Pty Ltd
Project start/end date: 18 Dec 2012 - 18 Aug 2013
:

Need

Key outputs will be the advice provided by visiting experts during their time in Tasmania.

This advice will be captured in the form of notes and summaries from discussions with the experts.

Extension will take the form of ensuring the advice is provided to, and understood by, the EAF Steering Committee and proponents

Objectives

1. Facilitate engagement of industry experts with EAF proponents to provide guidance regarding design, operation and governance of the EAF.
2. Capture knowledge and understanding of design, establishment and operation of similar facilities.
3. Incorporate captured knowledge and understanding into relevant EAF design, establishment, operation and governance considerations.

Final report

ISBN: 978-0-9872175-3-0
Authors: Tom Lewis Morag Anderson Adam Main
Final Report • 2014-04-01 • 588.27 KB
2012-228-DLD.pdf

Summary

While the Australian salmon and shellfish aquaculture industries have international counterparts, there are specific local issues, notably warmer water temperatures and amoebic gill disease (AGD) requiring specific, local research attention. Given the maturity of the industry, the presence of both a university (the University of Tasmania) and the national research organisation (CSIRO) in Hobart, Tasmania is well-placed to develop an Experimental Aquaculture Facility (EAF) of international standing.

For several years there has been discussion regarding establishing an EAF in Hobart, Tasmania. It was envisaged that this would involve collaborative research amongst producers, researchers, regulators, feed suppliers and research and development corporations, amongst others.

Environment
PROJECT NUMBER • 2017-215
PROJECT STATUS:
COMPLETED

Storm Bay Biogeochemical Modelling & Information System Supporting sustainable aquaculture expansion in Tasmania

This project delivers a hindcast and near real time Storm Bay Modelling and Information System that is fit for the purpose of simulating water quality and characterising nutrients in Storm Bay from ocean currents, sediment resuspension, river and anthropogenic (including fish farm) inputs. The...
ORGANISATION:
CSIRO Oceans and Atmosphere Hobart
Environment
Adoption
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