Cultured Pearl Classification Equipment Development
Funder
Fisheries Research and Development Corporation
Funding Amount
$89,052.00
Summary
Objectives: 1. To develop and build for the Australian pearl industry a flexible conveniently operable and consistent pearl quality classifying instruments
SCRC: RTG:To Learn Practical Skills In Conducting Viral Disease Challenge Techniques In Penaeid Prawn Species Using White-spot Syndrome Virus (WSSV) As A Model Virus To Be Conducted At Shrimp Biotechnology Business Unit (BIOTEC), Pathumthani, Thailand.
2020-2025 Strategic Plan For The Australian Oyster Industry
Funder
Fisheries Research and Development Corporation
Funding Amount
$33,000.00
Summary
The Australian oyster industry has changed considerably since the last national strategic plan was developed in 2014. Disease outbreaks have devasted some regions through direct & in-directs impacts, new cultivation methods have evolved, there has been a shift to corporatisation, and considerable investment & interest has developed for an emerging tropical rock oyster industry in the north of the country. This changing landscape presents new challenges and opportunities.
With the Covid ....The Australian oyster industry has changed considerably since the last national strategic plan was developed in 2014. Disease outbreaks have devasted some regions through direct & in-directs impacts, new cultivation methods have evolved, there has been a shift to corporatisation, and considerable investment & interest has developed for an emerging tropical rock oyster industry in the north of the country. This changing landscape presents new challenges and opportunities.
With the Covid-19 pandemic set to impact significantly on the Australian oyster industry through reduced sales, the need to refocus and unify behind a national strategic plan has never been greater.
Objectives: 1. Develop and extend a Strategic Plan for the Australian Oyster Industry (2020-2025) Read moreRead less
Objectives: 1. Continue hatchery rearing of commercial scallops (Pecten meridionalis) during winter months. 2. utilise existing facilities to rear pacific oysters (Crassostrea gigas) for settlement on cultch for suspended culture during summer months
Electron Microscope Study Of Tissues Which Produce Pearl Shell Organic Matrix
Funder
Fisheries Research and Development Corporation
Funding Amount
$8,985.00
Summary
Objectives: 1. The further identification and clarification of the tissues and glands involved in the secretion of the organic matrices of pearl shells
Seafood CRC: Funding Options For The Australian Oyster Industry
Funder
Fisheries Research and Development Corporation
Funding Amount
$45,758.79
Summary
In Sept 2009 the industry completed a Discussion Paper regarding optional Governance Models as part if its move to "Oysters Australia." This paper identified a number of key issues: 1. LACK OF R&D INVESTMENT - the industry collects and invests a relatively small 0.22% of turnover in R&D, 2. UNCERTAINTY on R&D Spend - there is uncertainty at a number of levels about ongoing certainty of R&D funding at current levels. These concerns arise from: the effectively ‘voluntary’ nature of R ....In Sept 2009 the industry completed a Discussion Paper regarding optional Governance Models as part if its move to "Oysters Australia." This paper identified a number of key issues: 1. LACK OF R&D INVESTMENT - the industry collects and invests a relatively small 0.22% of turnover in R&D, 2. UNCERTAINTY on R&D Spend - there is uncertainty at a number of levels about ongoing certainty of R&D funding at current levels. These concerns arise from: the effectively ‘voluntary’ nature of R&D collections from SA and Tasmania; potential legal risk regarding the collection mechanism in NSW; uncertainty regarding the long term retention of the current FRDC $ for $ funding gearing model; uncertainty about what will happen with R&D fund matching from the Seafood CRC beyond 2013/14; and industry feedback suggesting state based service models are not always meeting all growers' expectations. 3. LACK OF MARKETING & PROMOTION SPEND - industry relies solely on other organisations (SCRC, SEA and other private organisations) to promote oysters to consumers. Surveys highlight industry’s desire to better promote the oyster industry and its product. There is no mechanism in place that allows the industry to invest collectively and efficiently in marketing, industry promotion and other service (e.g. bio-security, training) activities. 4. LACK OF FUNDS to support a national full-time Executive Officer for OA.
Objectives: 1. Collate & review information on existing funding mechanisms used in the oyster industry and relationship to any relevant legislation 2. Collate & review recommendations on funding required for high priority strategies for oyster industry growth 3. Collate & review recommendations (based on previous industry consultation) on preferred levy mechanisms 4. Document external stakeholder views re arrangements and options for funding mechanisms - consulting with NSW legislation and agencies (high priority), and FRDC 5. Draft and release a Briefing Paper (with 1 page summary) to Industry identifying the need for funding, levy options, and some case examples and stakeholder questionnaire feedback 6. Present at state industry meetings (August in SA, August in Tas, TBA in NSW) and document responses to Briefing Paper issues 7. Document the preferred funding option in detail, related mechanisms, rates and impacts, proposed adoption pathway, implementation process and time frame 8. Conduct a meeting (possibly teleconference) with industry leaders / key stakeholders to confirm the recommended funding option and implementation pathway 9. Conduct a meeting with stakeholders in NSW to discuss recommended funding options and implementation pathway as relevant to NSW 10. If supported funding option is a national levy, draft a short brief for the conduct of the ballot process and conduct the ballot process. 11. Draft and submit a final report of the project process and recommended outcomes for Oysters Australia Read moreRead less
Australian Mussel Association - Formation And Levy Setup
Funder
Fisheries Research and Development Corporation
Funding Amount
$61,446.00
Summary
Aquaculturists, fishers and seafood producers must be increasingly sophisticated to secure and manage their access rights to natural resources, positively respond to community interest in their activities, and viably compete in domestic and overseas markets. As a small emerging sector mussel growers currently have no aggregate capacity to address these risks relevant to their industry. Resolution of these challenges is increasingly beyond the scope of any single mussel enterprise or regional / ....Aquaculturists, fishers and seafood producers must be increasingly sophisticated to secure and manage their access rights to natural resources, positively respond to community interest in their activities, and viably compete in domestic and overseas markets. As a small emerging sector mussel growers currently have no aggregate capacity to address these risks relevant to their industry. Resolution of these challenges is increasingly beyond the scope of any single mussel enterprise or regional / state based group of interests.
A national industry body is a critical first step to promote effective industry and stakeholder communication, enable representation of grower and stakeholder views, develop knowledge and strategic direction and related action plans, enable cost effective investment in and management of reserch and development funds, and facilitate industry's growth. As an emerging sector, the mussel industry currently has no formal plans or development strategies.
Emerging sectors also suffer from lack of funds to grow their businesses and conduct critical research that will deliver market competitive advantages. They also need to overcome the market failure that accompanies early stage investment in shared research outcomes. By working with groups of national producers, the FRDC can provide and / or facilitate very cost effective pools of R&D funding, and a secure and pragmatic platform for industry members to jointly invest in, manage, and share the benefits of critical R&D. Objectives: 1. Establish a national mussel industry body 2. Establish a cost effective R&D investment platform Read moreRead less
Oysters Australia IPA: Australian Edible Oyster RD&E Investment Via Oysters Australia Strategic Plan 2014-2019
Funder
Fisheries Research and Development Corporation
Funding Amount
$238,997.00
Summary
This project is needed to: 1. Manage project development between and within OA's member states. Pre Seafood CRC, the Australian oyster industry invested via the FRAB system and often in isolation to each other. The operation of the Oyster Consortium within the Seafood CRC was testament to the ability for states to co-ordinate their investment. But a co-ordinator and industry consultation budget is needed to facilitate this process.
2. Manage and co-ordinate access to most suitable f ....This project is needed to: 1. Manage project development between and within OA's member states. Pre Seafood CRC, the Australian oyster industry invested via the FRAB system and often in isolation to each other. The operation of the Oyster Consortium within the Seafood CRC was testament to the ability for states to co-ordinate their investment. But a co-ordinator and industry consultation budget is needed to facilitate this process.
2. Manage and co-ordinate access to most suitable funding sources for R,D&E goals. The R&D funding environment is a complex mix of business, R&D provider, industry and public funds. A portion of the industry's R,D&E needs can be addressed via the straightforward route to FRDC leveraged industry funds. With dwindling funds available, co-ordination and management is also required to access partnerships within and outside the FRDC framework.
3. Maintain cohesive and strategic direction of the Oysters Australia R&D group. Formation and execution of a strategic plan is vital to maintaining agreement and forms part of this project. Time spent consulting and communicating with member states is also needed to maintain cohesion.
4. Communication. Good project design contains a commercial partner and commercialisation path. A commercialisation path is an efficient form of project uptake and can reduce the 'push through' approach to communicating R&D results. But communication is still needed to a) set strategy in consultation with growers, b) update on investments as they are made and c) report on results to the grower's business. Objectives: 1. Manage project development between and within OA's member states 2. Manage and co-ordinate access to most suitable funding sources for R,D&E goals 3. Maintain cohesion and strategic direction of the Oysters Australia R&D group through a strategic plan 4. Implement a multimedia communications package for growers and researchers and enable two-way communication through the investment process Read moreRead less