Industry capability and mapping report and workshop

Project number: 2018-195
Project Status:
Completed
Budget expenditure: $24,039.36
Principal Investigator: Crispian Ashby
Organisation: Fisheries Research and Development Corporation (FRDC)
Project start/end date: 1 Apr 2019 - 29 May 2019
Contact:
FRDC
TAGS
Fisheries Management
Capacity Building

Need

There is a need to undertake a capability and capacity audit given that the landscape has changed and also that SIA is now established. This should be by way of a review and then workshop to discuss roles and responsibilities.

Objectives

1. Understand current capacity, capability and activities
2. Scope ways to gain efficiencies in roles and responsibilities

Final report

Author: Ewan Colquhoun
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.
Final Report • 2019-04-01 • 700.78 KB
2018-195-DLD.pdf

Summary

In 2018 the Australia Seafood Industry established a national peak industry body – Seafood Industry Australia (SIA). SIA’s charter is to manage issues of national significance to the seafood industry.
The current functional capability (staff, funding, systems, networks) of the SIA organisation is limited as it establishes itself as the leader in a new national seafood industry governance structure. In this early stage SIA is significantly reliant on its members and seafood stakeholders, whose existing capacity and capability range widely across many seafood issues. However, several existing mature seafood organisations have developed and now hold significant professional capability in key areas relevant to their respective needs and to SIA’s charter.
The objective of this project is to: (to be confirmed)
• Map the organisational capacity and capability based on consultation with leading seafood organisations,
• Provide data to FRDC and SIA regarding the assessment of capability options for SIA,
• Establish a spreadsheet tool to enable ready updating and analysis of seafood functions in the future.

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Australian Prawn Farmers Association (APFA) Strategic and R&D Plan 2020-25

Project number: 2016-259
Project Status:
Completed
Budget expenditure: $25,000.00
Principal Investigator: Ewan A. Colquhoun
Organisation: Ridge Partners
Project start/end date: 14 Nov 2016 - 30 Mar 2017
Contact:
FRDC
TAGS
Fisheries Management
Communications
Aquaculture
SPECIES
Black Tiger Prawn
Banana Prawns

Need

The Australian farmed prawn sector faces a number of existing and emerging strategic issues that will impact its performance of the next 5-10 years. The forces driving these trends are quite dynamic and therefore demand an up-to-date planning processes be always available to the APFA Executive Committee.

Some of these drivers and trends are beyond APFA's control (eg weaker A$, import competition and market positioning, proposed significant new domestic investment in the sector), while others are not (improved sustainability across Australian farming systems, reliance on casual labour, communication across the sector, alignment of sector R&D with strategy direction, precompetitive marketing, etc). The APFA's strategy review workshop (Mid 2015) identified a list of issues which collectively indicate that the sector needs to review its strategic and R&D Plans.

In July-Sept 2016 the APFA undertook a process to establish a new marketing strategy for the sector. This scanning process related to this Plan also revealed a number of broader issues in new farm investments, production technologies, and supply, that will influence the sectors marketing performance in coming years.

As a result of these reviews and processes and recent discussion across the industry, the APFA Executive Committee intends to undertake a comprehensive Strategic and R,D&E Planning process to bring together and document all the relevant issues in a coordinated and fosussed process lead by an independent party. The new Strategic and RD&E Plan document will be a tangible output from that 5 month process.

Objectives

1. Consult stakeholders and review local and international prawn supply and market trends to guide APFA strategic priorities
2. Conduct workshop with stakeholders to determine options and confirm strategies
3. Prepare APFA Strategic (and RD&E) Plan 2017-21

Plan

Author: Ridge Partners
Plan • 2020-04-01 • 3.71 MB
2016-259-DLD.pdf

Summary

Australian Prawn Farmers Association Strategic Plan 2020-2025 & Priority Activities