Project number: 2021-049
Project Status:
Current
Budget expenditure: $201,339.24
Principal Investigator: Gary J. Saliba
Organisation: Strategic Journeys
Project start/end date: 30 Jun 2022 - 29 Jun 2023
Contact:
FRDC
TAGS
Rac Nsw
Co-Management

Need

In a scan of FRDC projects with “co-management” in the title five projects identify a need for a culture change to allow co-management, but none provided a process by which such culture change could occur.

The NSW wild harvest industry needs support with culture change skills to allow the Industry Vision to become real. The Industry Vision speaks to fisheries management built on co-management and stakeholder consultation. The current culture of the fishing industry is limiting the industry from being an active participant to this vision. Unless this is urgently addressed the combative relationship between industry and Government will not change.

We focus on developing a process of culture change involving both the seafood sector and government. A new culture will underpin and support initiatives between government and the seafood sector. Co-management provides a tangible goal for the participants in this project, but the need being addressed is testing and developing of a process of culture change explicitly for seafood industry and government agencies.

The Industry Vision needs stakeholders to adopt new ways of thinking, relating, and working so they are receptive to the Industry Vision. Significant growth in this sector is possible, in NSW landings of fish could grow as much as 30% (Smith et al 2019). Unless the industry has confidence to commit to the long-term future of the fishing industry and encourage young fishers to see this future this value will never be realised.

This project will pilot an culture change approach never tried in the seafood industry to:
• identify and explain the current relationship dynamics between industry and regulators ;
• design and implement a suite of projects to transform the relationships to build a trusting and collaborative culture;
• develop the framework and practices that will enable and support self-perpetuating culture change.

There is goodwill and intent by NSW Government to move forward to strong working relationships with industry eg Harvest Strategy Working Groups, and a culture change process will provide the confidence to invest in building relationships and being engaged.

Objectives

1. To establish a group of industry and government leaders/mentors to provide an enduring resource to assist the NSW Northern Fish Trawl sector to facilitate cultural and strategic change to move towards an agreed co-management model and a profitable fishery
2. To design a set of activities/projects to assist industry and government stakeholders to embark on a journey of shifting their beliefs and behaviours to support a viable and highly functional co-management process for the NSW Northern Fish Trawl sector
3. To enable stakeholders from government and from the NSW Northern Fish Trawl sector to participate in a co-management process that guides a stewardship framework to navigate the management, research, and compliance of aquatic resources

Final report

Author: Gary Saliba and Marvin Oka
Final Report • 1.34 MB
2021-049-DLD.pdf

Summary

The Australian and NSW seafood industry has been impacted by several unrelated disrupters that challenges the efficacy of current business models and culture to support business success now and into the future. These and other disruptors are also creating challenges to the approaches taken by and culture of government to develop and implement regulatory and legislative frameworks to ensure the sustainability of marine resources. The challenges experienced by industry and government and their approach to resolve them are creating an increasingly difficult working environment that is impacting on industry development and the efficient and effective management of marine resources.
With increasing demand for Australian seafood both nationally and internationally consumers are seeking healthy, safe and sustainable protein. This is an opportune time for the industry and government to enhance their capacity and capability to adapt and respond to these challenges to maintain the sustainability of marine resources and support a vibrant seafood industry. Members from the NSW Department of Primary Industry- Fisheries (DPI Fisheries) and the NSW wild harvest sector agreed that major cultural change and leadership development was a key initiative that would support both the regulator and the industry to adapt to a changing world.
Specifically, the need for cultural change has been highlighted in the 2019 NSW Seafood Industry Council Strategic Plan (the Plan). The Plan described a bold new future for the NSW fishing industry. However, for the Plan to be realised, industry needs to reflect on itself and re-consider many of its engagement and leadership practices which requires major cultural change within and of the seafood industry. This includes the relationship with NSW DPI Fisheries. Without such change, many practices and behaviours will continue to dominate the industry jeopardising its ability to increase its role in fisheries co-management. This project arose from the seafood industry and DPI Fisheries realising that a collaborative approach to culture change within DPI Fisheries and the NSW fishing industry would be advantageous for the future of the industry and the management of the natural resource.

Related research

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PROJECT NUMBER • 2023-210
PROJECT STATUS:
CURRENT

Abalone Council Australia Ltd management of the national wild catch abalone research, development and extension program (2024 to 2029)

1. To coordinate the planning, implementation, and reporting of abalone related R&D projects funded by the FRDC to achieve the outcomes specified in the third ACA Strategic Plan. Specifically, this must be at both the National level and regionally across WA, SA, VIC, NSW and TAS.
ORGANISATION:
Abalone Council Australia Ltd (ACA)