The need for this project is four fold:

1) to add value and increase profitability to fisheries that catch their total allowable catch,
2) provision of a framework for planning, funding and managing post-harvest R&D in product and process development activities,
3) development of a strategic approach to value adding that meets client needs, and
4) development of more integrated approach to post harvest services through the development of SSA.

The development of an effective and efficient post harvest investment mechanism is essential to FRDC so it can meet its Value Adding research strategy. The formation of the NSC 6 years ago by the FRDC and QDPI has provided an accountable and transparent mechanism to plan, fund and manage post harvest value adding R&D. This has provided both direct and indirect benfits to the Australian seafood industry.

Financial assistance of commercially focussed R&D provides incentive for businesses to explore new product and process opportunities. The funding provides important leverage for industry projects to actually happen and increase the likelihood of commercial success. This support can stimulate industry development and subsequent production activities that would not have otherwise taken place. Financially assisted projects represent an investment of FRDC funds as a share of the cost of short-term, market-focussed, applied research projects with the potential for high return (see Attachment 2 Section 3.1). This intervention can also bring forward the timetable for industry led research, hence capturing opportunities and economic benefits sooner.

Research is by definition, a risky activity with a level of uncertainty. New product development is high risk. However such risk can be minimised by ensuring that up to date science and scientific methods are employed and that capable scientists and investigators are selected and monitored.

(1) Fisheries WA and Murdoch University have identified a need for developing new models that are based on integrating fisheries data with data on fish populations and communities and habitat requirements, and thereby facilitating the production of high quality management plans aimed at ensuring the ecological sustainability of fisheries resources in Western Australia.

(2) There is an increasing need for developing the quantitative approaches for analysing, in a more sophisticated manner, the biological data on fish populations that are traditionally used for developing management plans for fish stocks, as well as for developing appropriate new models (see Point 1)

(3) Fisheries WA, Murdoch University and other agencies have also identified the need for producing a continuous supply of high-quality scientists, who have the quantitative skills required for understanding and developing ecosystem and fishery models, and who are thus suitably trained for employment in areas related to the implementation of integrated fisheries and ecosystem management.

A need to focus on developing commercial fishing industry personnel with the necessary skills to confidently, articulately and professionally represent the industry at a sectoral and broader level has been identified as one of the major issues facing the Australian fishing industry in a number of reports and strategic plans released in recent years, including:
1. The Miriam O’Brien report (1997) commissioned by FRDC
2. The Pivotal report (1998) commissioned by the South Australian Minister for Primary Industries
3. The 5-year Research and Development Strategy (1999) prepared by the FRAB
The latter two reports provide introductory strategic plans for the industry in terms of research and management respectively. Both suggest that development of the people resource will be a critical limiting factor in future operations of the industry at all levels.

The Miriam O'Brien report identifies the limited range of personal development options open to members of the seafood industry at present. Seafood Directions ’99 identified “strategies to develop people in leadership roles including public speaking and negotiation skills” as a critical action task for ASIC to undertake. There is clearly a need for an industry specific advanced leadership program that prepares a pool of next-generation leaders and is part of an overall national strategy for developing an effective people resource for the seafood industry.

Seafood Training Australia is currently developing competencies for leadership and people development components associated with the seafood industry. There is a need to develop training programs to co-ordinate with that process and deliver methods that will enable industry members to gain the competencies identified by STA. The proposed program would pilot these competencies and develop an aligned training model for national use. It needs to be horizontally integrated to the existing MAC course and linked to the Australian Rural Leadership Program but structured so as to be personal development focussed and relevant to the seafood industry.

The Australian Seafood Industry Council has identified a need to hold a biennial national seafood industry conference where the industry can gather in an appropriate forum to discuss and learn about issues of critical nature affecting the industry and to use this forum as a means of providing the basis for future planning and directions.

It will be a critical component of SD 2001 to measure the achievements of ASIC against the SD 99 Action Plan and to build upon this Action Plan for the two years from 2001 - 2003.

There are a range of industry needs which have been identified as critical and which a National Seafood Conference can immediately and directly address at a national level.

The needs identified at Seafood Directions '99 and written into the SD 99 Action Plan were:

• Implement the FAO code of conduct (has been distributed, what hasn’t been implemented - how to finish, include in all environmental plans, must have ownership, link to communication strategy, time limit, include the content in education circular in any training, report to FAO annually on the implementation of the code 2001.

ACCESS SECURITY
• Needs to be continuous efforts to clarify rights
• Maintain existing current rights
• Extend current rights in future
• Need to educate our policy makers to ensure our rights are preserved
• Plain English document on what property rights are - what the different access security structures are
• Consistent approach nationally to expectations on what access rights are
• Industry and environmental NGOs needs to drive the process
• Clarification of tenure on access
• Ensure gear types are included in conditions of access
• Recreational, traditional need to be included
• Need an economic study on the Australian industry
• Include non extractive users rights and - biodiversity

ENVIRONMENT
• Develop an innovative approach to meeting environmental requirements (industry in the broad definition including green groups) and work with Environment Australia to a joint approach to legislation.
• Develop a communication strategy
• Identify debilitating impacts on marine environment and work with conservation groups to rectify
• Develop resources for ASIC to meaningfully meet its charter
• Whole of government approach needs to be considered - AFFA
• Meet with National Farmers Federation (NFF) environmental sub committee to discuss joint issues (Nigel Scullion to arrange through ASIC)
• National standard for fisheries ESD

INDUSTRY PROFILE

• Ensure education material is comprehensive in its development to ensure that all stakeholders are involved
• Develop a strong credible peak body that represents the whole industry
• Seafood Training Australia (STA) should develop similar program as New Zealand (see G Morris)
• All local groups to develop mechanisms to keep informed their local elected representatives • tell your story
• Develop central one page document that are used by all - develop a common message
• Strategies to develop people in leadership roles including public speaking, negotiations skills

QUALITY

• Develop environmental management systems
• Support industries that are developing Environmental Management Systems (EMS)
• Develop a whole of chain approach to quality
• D develop a link between price and quality
• Develop standards for quality and specifications and educate what they mean
• Educate consumer what quality is and where to get a quality product
• Standards must be well written and user friendly and meet all fisheries requirements
• A set standard for fish handling on the boat that meets customer expectations • training to include quality
• Need to train the consumer in how to handle seafood until consumed
• Strategy to include the broader seafood industry through ASIC process
• Can the resource sustain the level of cost recovery

Given the results and Action Plan from SD 99, the following is clear:

1. There is a critical need for the seafood industry of Australia to promote itself and it's image.

2. There is a critical need for the industry at national level to adequately address issues of Access Security.

3. There is a critical need for the industry at national level to adequately address issues of Quality.

4. There is a critical need for the industry at national level to adequately address issues relating to the Environment.

5. There is also a critical need for industry to address the public's perception of seafood and associated issues such as quality, health benefits and product promotion.

6. There is a clear need for the Australian seafood industry to develop a 'conference culture' at a national level, which is critical to ensuring effective information transfer.

7. Other issues such as training and education, marketing and industry development also have international aspects which could be addressed through attracting international industry delegates to Australia through a conference.