PROJECT NUMBER
•
2023-179
PROJECT STATUS:
CURRENT
ORGANISATION:
AgriFutures Australia
118 results
PROJECT NUMBER
•
2024-037
PROJECT STATUS:
CURRENT
ORGANISATION:
Western Rock Lobster Council Inc (WRLC)
SPECIES
PROJECT NUMBER
•
2021-080
PROJECT STATUS:
CURRENT
ORGANISATION:
Australian Council of Prawn Fisheries Ltd (ACPF)
PROJECT NUMBER
•
2014-402
PROJECT STATUS:
CURRENT
Planning, developing and coordinating national/regional research, development and extension (RD&E) for Australia's recreational fishing community
The purpose of the Recfishing Research steering committee was to evaluate research, development and extension EOIs and project proposals submitted to the FRDC that aim to benefit the recreational fishing sector.
A stakeholder consultation workshop was held in Melbourne on the 29/11/2018. The...
ORGANISATION:
Owen Li
PROJECT NUMBER
•
2019-044
PROJECT STATUS:
CURRENT
ORGANISATION:
University of Adelaide
SPECIES
PROJECT NUMBER
•
2021-063
PROJECT STATUS:
CURRENT
ORGANISATION:
Tuna Australia Ltd
TAGS
SPECIES
National Seafood Industry Leadership Program 2018 - 2021
Project number:
2017-003
Project Status:
Current
Budget expenditure:
$933,988.00
Principal Investigator:
Jill Briggs
Organisation:
Affectus Pty Ltd
Project start/end date:
31 Dec 2017
-
30 Dec 2020
Contact:
FRDC
FRDC has developed the 2015-2020 Strategic Plan. The plan details the areas of investment for the industry and provides direction regarding the leadership requirements for the Australia seafood industry. Relevant sections of that document state the following:-
“All sectors of Australian fishing and aquaculture need strong, effective, connected leadership to respond well to the challenges and opportunities before them...Having strong leadership capacity will generate strong fishing and aquaculture communities that are productive, profitable and resilient to change, therefore people development remains an important focus for RD&E...projects include the National Seafood Industry Leadership Program"
The above indicates the ongoing need and support for the NSILP 2018-2020. Additionally, although the NSILP 2015-2017 project is yet to be fully evaluated, there is data indicating a significant increase industry need for the NSILP. This data includes 70 unsuccessful applicants over the course of the project time frame; applicant nominators requesting the reason for unsuccessful application responses and; extremely high caliber applicants who should be accepted into the NSILP being ‘rejected’ over two consecutive years. However, the greatest need remains the ongoing succession of the industry and the need for ongoing opportunity to skill-up and build the knowledge of the individuals who will step into leadership roles.
The NSILP 2018-2020 will address the needs discussed above through providing skill development in key leadership areas such as inter-personal communication, team building and strategy planning. The NSILP will also build industry sector understanding through ensuring an annual diverse participant cohort and seek guests and program speakers who reflect industry breadth and deliver addresses that reflect the range of the industry. The NSILP will raise the positive profile of the industry through building professionalism amongst the participants and through the delivery of a number of participant addresses to the industry.
1. To update the current NSILP through a review and desktop research process
2. To provide NSILP learning materials reflecting the above updated program
3. To facilitate a NSILP application and selection process that results in a diverse cohort of program participants
4. To provide a professionally facilitated nine-day industry leadership program for the seafood community
5. To manage the support and development of (a minimum) fifteen (15) NSILP participants/graduates
6. To create strong networks and succession opportunities between the seafood community and NSILP participants/graduates
7. To create strong networks and succession opportunities between the seafood community and NSILP participants/graduates
Pathways to social license for the emerging Tasmanian seaweed industry
Project number:
2023-101
Project Status:
Current
Budget expenditure:
$103,598.00
Principal Investigator:
Scott A. Condie
Organisation:
CSIRO
Project start/end date:
10 Jan 2025
-
14 Jun 2026
Contact:
FRDC
Sectors in the blue economy need to understand and manage social expectations in order to maintain their social license and ensure a satisfactory triple bottom line. This is a particular challenge for emerging industries, where data relating to community attitudes and expectations is limited. In the case of Tasmanian seaweed aquaculture, securing social license may be further complicated by existing perceptions and conflict surrounding salmon aquaculture.
The key elements needed to address the challenge of establishing and maintaining a social license for seaweed aquaculture in Tasmania are:
1. A survey of current community attitudes to industry expansion.
2. A tool to understand the evolution of attitudes and test communication strategies, policy options and industry practices in relation to managing social risk.
3. A coherent set of strategies for navigating pathways towards a social licence for seaweed aquaculture.
1. Characterise current community attitudes towards seaweed aquaculture in Tasmania.
2. Capture past and current media associated the development of seaweed aquaculture utilising AI approaches.
3. Model changes in community attitudes including social and media influences.
4. Explore strategy options for managing the social risks of an expanding seaweed industry.
5. Communicate findings to key stakeholders and support managers in developing social risk mitigation strategies.
PROJECT NUMBER
•
2017-132
PROJECT STATUS:
CURRENT
ORGANISATION:
Five Cubed Environmental Indigenous Consultants Pty Ltd
Engagement for Success: evaluation of engagement events to inform industry management strategies
Project number:
2019-074
Project Status:
Current
Budget expenditure:
$135,450.00
Principal Investigator:
Lowri Pryce
Organisation:
OceanWatch Australia Ltd
Project start/end date:
29 Feb 2020
-
27 Feb 2021
Contact:
FRDC
Commercial fisheries and aquaculture activities with insufficient levels of social support can negatively affect industry member well-being and contribute to restricted resource access. More & appropriate engagement is needed to improve stakeholder and community trust & support, both with those affected by industry activity, and with those who affect industry activity (i.e. decision-makers and influencers).
This project addresses the need to ensure that the range of engagement activities and strategies undertaken by organisations and operators within fisheries and aquaculture are effective at:
- building relationships and trustworthiness;
- understanding concerns and needs arising from industry activity; and
- influencing preferences and decisions.
Limited evaluation has been undertaken regarding the effectiveness of engagement strategies and activities in meeting predefined goals. Similarly, limited opportunities exist to transfer knowledge between industry organisations of successful and future engagement practice; or to support improved return on investment of engagement strategies.
The NSW Fishing Industry has a need to improve relationships and trustworthiness with key stakeholders, and to achieve specific outcomes for PFA members, which include; improve social license by industry taking the lead on its own imagery, and an increase in the consumption and variety of NSW seafood.
In addition, there is limited feedback on whether communication strategies about to embark on will be effective at achieving the PFA’s desired outcomes, and there is information to help develop long term engagement strategies and direct limited resources to the most effective activities.
Therefore, there is a need to select a range of community engagement strategies and activities, and evaluate these against predefined goals. Engagement successes need to be extended to other industry organisations,
and if appropriate, decision support materials to be developed to extend knowledge adoption of the findings and materials.
1. Evaluate these engagement activities and strategies against their predefined goals, applying an engagement evaluation framework developed by Clear Horizon as part of "FRDC project 2018-201" using standardised and defensible monitoring and evaluation methods.
2. Pilot and refine the evaluation framework using the above.
3. Develop materials to support other industry organisations based on the specific case studies, in selecting, designing, implementing and evaluating types of engagement activities and strategies which have been demonstrated to be highly effective at achieving specific engagement goals. (REVIEW with Stop/Go point)
4. Contribute to extension and knowledge mobilisation of these findings and materials. (REVIEW with Stop/Go point)
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