Project number: 2002-301
Project Status:
Budget expenditure: $122,558.33
Principal Investigator: Martin Smallridge
Organisation: Seafood Council (SA) Ltd
Project start/end date: 19 Oct 2002 - 30 Sep 2005


There have been an enormous number of changes in the way that fisheries management is conducted in
Australia. Most significant among these is the increase in stakeholder involvement in the decision-making
processes. Management Advisory Committees, Fisheries Management Committees, Consultative Committees
and Co-Management Councils abound and expectations of industry associations are at an all time high.
Additionally the nuber and complexity of issues facing the industry is also increasing. All of these require a
greater level of involvement of and input from industry members. What has been missing during the 10 year
process of implementation of these changes has been a corresponding investment in members ofindustry to
enable them to effectively participate in the forums and represent the interests of their industry. In short there
has been a growing demand and need for a seafood industry specific, national leadership program.
The success of the inaugural Strategic Leadership Development Program has lead to growth in support from
among industry members. The expansion of the state-based Personal Development / Leadership Program,
from its origins in South Australia to other states, is also increasing the number of industry members who have a
grounding in this area and who are looking for further training and development opportunities. This has resulted
in demand for further National courses to be run each year commencing in 2002.
One component of project 2000/307 was to develop a budget for delivery of the program. The result of this
process was identification of a budget of approximately $7,400 per participant in the program (see attached). In
many instances this would be prohibitive for either industry or individuals and would restrict the type of
applicants and participants attracted to the program.
State FarmBis programs offer some level of support to fishing and aquaculture practitioners however each state
has a different level of support and people in other sections of the industry (other than practitioners) are
ineligible for funding. There is, therefore, a need for some subsidy, or scholarship program, to be offered to
industry participants to ensure representation from throughout the market chain and all industry sectors.


1. Provide scholarships for industry members to participate in the National Seafood Industry Strategic Leadership Development Program.
2. Ensure a broad cross section of industry representation in future National Seafood Industry Strategic Leadership Development Programs.
3. Ensure FRDC is recognised as a key sponsor of the course
4. Undertake a complete detailed evaluation of each course within 3 months of completion.

Final report

ISBN: 0-646-45139-1
Author: Martin Smallridge

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