Beruflich Dokumente
Kultur Dokumente
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AUSTRALIA(INC)
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MISSION STATEMENT
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2.0 PROGRAMME 2. AQUACULTURE MANAGEMENT AND
COST RECOVERY. 13
2.1 Industry Consultation 13
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9.4 Seagrass 24
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REPORT ON THE ACTIVITIES OF THE AQUACULTURE COUNCIL OF WESTERN
AUSTRALIA(INC) FOR THE PERIOD 1ST JULY 1999 TO 30TH JUNE 2000
The following report summarises activities of the Aquaculture Council of Western Australia and its
Executive Director during the 1999/00 financial year. It has been written in order to relate the activities back
to the organisations Five Year Plan and with the reporting requirements of the Minister for Fisheries.
There are many acronyms used in the industry and a reference list is provided at the end of the report.
Objective:
To operate an organisation that is cost effective and provides a professional level of services to the members
of ACWA in line with industry policies and objectives.
Activities:
Outcomes
The Board of Directors meets monthly.
Outcomes
The workload on the Executive Director, particularly from an organisational perspective has increased
significantly during the year. The issues have increased in number and complexity , not only on a State basis
but also nationally. This has been in part to the Industry Promotion Initiative that began in January 2000.
The Board has several subcommittees to which various sectors of administration and decision making are
delegated including a finance subcommittee and industry promotion subcommittee.
Outputs
• A finance subcommittee comprising members of the Board and the Executive Director, meet on a
regular basis to monitor the finances of the organisation.
• Access funding to ensure ACWA is adequately financial to meet its commitments to industry. ACWA
is currently operating on a budget of approximately $136,000. This is an increase of 7% over the
previous year. Approximately 75% comes from the Development and Better Interest Fund (DBIF)
and the balance from industry. The accounts of the organisation are audited on annual basis in
accordance with the requirements of the Minister for Fisheries.
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Outcomes
A financially viable industry organisation.
Output
Produce quarterly publication of industry newsletter. The newsletter operated at a $3,500 loss this financial
year. This has resulted from increased It has been well received and requires promotion. The industry
promotion initiative has resulted in the new format for ACWA NEWS with a four page colour front and
back. The circulation is increasing and it is possible that the newsletter will be transferred to a coporate
publisher during 2000/01. The magazine is an important tool in the development of the industry. Production
of the newsletter becomes very time consuming when it is raised to the level of a more glossy magazine. It is
the intention of the Board to ensure the newsletter is produced on at least a break even basis.
Outcomes
A better informed industry and community.
Activities:
(iii) Work in partnership with Government on industry issues, e.g. legislation, regulations, license fees,
access to broodstock, access to sites, terms of tenure, translocation and issues involving performance
criteria moorings, occupational health and safety.
(iv) Provide licensing advice to industry and Government.
(v) Submissions to agencies on matters affecting industry (marine parks, capital works programmes).
1.2.1 Taxation
A number of taxation issues have continued to be addressed including:
Output
ACWA is ensuring the implications of the GST will be appropriately relayed to industry so that the various
issues and peculiarities are recognised by government. This will involve licence/lease transfers, trading in
different products, etc. The issue of live fish is still being pursued.
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Industry organizations under the administration of ACWA have all been registered and allocated an ABN.
Outcomes
Industry and government having a clear understanding of the implications of the GST on industry. Being a
non-profit organization it is anticipated that GST will almost be cost neutral.
Output
The situation with stock valuation concerned a number of sectors of the industry particularly those within the
oyster and abalone. The proposal under consideration is that the value of stock on hand at the close of each
tax year should be brought into account and that the value should reflect the increase year by year in the
value of the product and that it should be measured by the absorption cost method. Absorption costing is a
system whereby the value of the stock on hand is calculated by absorbing into that stock on hand, the amount
of money expended on developing the stock. This method would result in the loss of working capital to
developing projects and impose financial hardship on projects in the first years of operation.
Outcome
The ATO has deferred the implementation of the cost absorption method and will use the traditional trading
stock option.
Output
ACWA and its member Associations are still pursuing the issue of income tax exemption through the WA
Fishing Industry Council(WAFIC) and the Australian Seafood Industry Council (ASIC). The Government
has indicated that the issue will be addressed as part of the tax reform package however the GST legislation
is taking precedence. ACWA has been unofficially informed that changes to tax exemption status is virtually
through Parliament.
Outcome
Income tax exemption status for all industry organisations that are non-profit.
Outputs
• Provide nominations for the Risk Assessment Panel(RAP).
• Provide information on import risk assessment in regard to the importation of salmonids, prawns,
aquaculture feeds, ornamentals, freshwater crayfish, etc.
• Disseminate information back to industry.
• Representation on Fish Health committee.
Outcomes
• Improve the image of the aquaculture industry.
• Reduce the risk of importation of diseases.
• Ensure the sustainability of the aquaculture industry through protection from the introduction of disease.
1.2.3 AQUAPLAN
AQUAPLAN is a national strategy that outlines objectives and projects to improve the management of
aquatic animal health in Australia. The national aquaculture representative on the committee is the Chairman
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of ACWA, Rick Scoones. This programme requires input from the organisation. This initiative has been
quite time consuming and will be presented to members in some detail in the next financial year as the
Government looks to industry to fund a fish health surveillance and monitoring facility and service.
Output
Review of the national translocation policy of aquatic plants, animals and products thereof.
Outcome
The most suitable policy framework for the translocation of aquatic products for the aquaculture industry.
Outputs
S Bennison is representing ACWA on a FWA steering group responsible for assisting the review of the
industry and associated legislation in regard to competition.
Issues considered in regard to aquaculture include:
• Restrictions attached to licences and leases concerning output limits e.g. so many tonne per hectare on
finfish farms
• Translocation – such as conditions imposed on a licence
• Translocation – as it affects restrictive policy
• Restrictions on entry and exit of a fishery or aquaculture industry sector
• Length of duration of approval for licensing could be considered anti-competitive
• Cost to applicants of going through the IDCA process
• Differentiation between various applicants in the licensing process
• Licensing of freehold facilities – is this necessary?
Output
Review of the FRMA aquaculture legislation as it applies within the National Competition Policy
Outcome
The most acceptable sustainable legislative environment that will enhance the development of aquaculture in
WA.
Review of aquaculture legislation within the competition policy framework as it relates to aquaculture.
Output
Comments on the FWA policy document on the aquaculture of rock lobster.
Outcome
Optimise the opportunity to develop a sustainable rock lobster aquaculture industry in Western Australia.
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1.2.7 Aquaculture Development Council
The Executive Director of ACWA is offered observer status on the ADC. The ADC advises the Minister for
Fisheries on aquaculture development issues. This is not a representative body.
Outcomes
Industry driven research. Appropriately applied research and industry development.
Strong participation by industry in research and aquaculture development.
Alignment of ACWA Objectives with ADC and FWA
Output
ACWA is making sure that its objectives and programmes are aligned with those of the ADC and FWA.
Outcome
ACWA wishes to make sure that all those responsible for the development of aquaculture in WA are
following similar principles and objectives.
Output
1.2.10.1 Senior Consultative Liaison Group:
The Chairman and Executive Director represent ACWA on this consultative group. This group is coordinated
by the Executive Director of the FWA to address issues at a senior level that impact on industry.
Outcome
Provide a process of consultation between senior stakeholders in the fishing and aquaculture sectors.
Output
In accordance with Ministerial Guideline Number 8 the Board and relevant members of ACWA evaluate the
applications.
Dissemination of applications to industry. Collate responses and submit comments to the FWA.
Outcome
Ensure comprehensive consultation with industry in regard to licence applications, variations and
translocation.
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1.2.10.4 Legislative Amendments to FRMA.
ACWA has been advised that some time in the near future it will be requested to recommend proposed
changes to the current legislation. Areas of concern could include: extending the terms of a licence.
Output
A policy paper has been developed on a generic set of criteria for industry. ACWA has collated industry
input and provided a summary document to the FWA. Various industry sector criteria are currently being
produced and will be circulated for discussion in the near future. This activity has been rather protracted. It is
not known when the issue will be finalized. ACWA believes that because FWA feels that the issue is not
affecting business on a day to day basis at present then there is no need to address it in the short term.
Outcome
A productive aquaculture industry. Assurance for Government that it will obtain a return on its investment.
Outcome:
Security of access to adequate broodstock by aquaculturists to ensure a sustainable industry.
Output
An appropriate policy on the distance between licenced aquaculture areas with particular reference to the
culture of Pinctada margaritifera.
Outcome
Sustainable aquaculture management.
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Output
An agreed translocation policy.
Outcome
An ecologically sustainable barramundi aquaculture industry in Western Australia.
ACWA has taken a presence on various industry organisations at the request of industry. ACWA has been
asked to provide the Chair for the Yabby Producer’s Association of WA. ACWA has encouraged its
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Executive Director to participate with WAFIC at the Board level. He has also represented WA aquaculture
on the national peak industry body, National Aquaculture Council.
Output
The production of an industry newsletter to keep industry informed .
A vehicle for industry, the public and government to communicate.
Outcomes
A well-informed and adequately represented industry
An effective communication strategy with ACWA’s clients.
Outcome
Opportunity for the industry to focus on national needs e.g. research and development issues.
Output
A survey of industry on performance of organizations (such as ACWA)
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• Produce numerous articles in the media to promote the industry.
Outcome:
This project is also allowing ACWA to develop an effective communication strategy to ensure that it most
effectively services its membership and communicates the benefits of aquaculture to the public at large.
Output:
Native Title Information Guide
Outcome:
Licence applicants that have a better understanding that is required from them in addressing native title
issues.
Activities:
(i) Co-ordination of industry across all cost recovery processes such as the WA Shellfish Quality
Assurance Programme(WASQAP), National Residue Survey(NRS), and chemical registration.
(ii) Support industry in the adoption of self-management through the appropriate mechanisms
(iii) Liaise with Government agencies on appropriate fees for licencing and other services over the long
term particularly.
Output
A successfully administered shellfish quality assurance programme.
Attend national meetings of Australian Shellfish Sanitation Quality assurance Programme.
Provide industry with relevant information on ASQAP.
Development of ACWA NEWS and the Web Site to improve communication with industry.
Outcome
Safe shellfish for the public to eat.
Best reputation for WA aquaculture products.
Objective:
To maintain a legislative environment for ongoing access to resources for aquaculture. The scope of resource
sharing to include; tenure, native title, planning, access to broodstock and funding for aquaculture
development in Western Australia.
Activities:
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(i) Liaise with all relevant groups concerning legislation and policy issues.
(ii) Participate in all forums where aquaculture is affected by resource sharing and equity issues.
(i) Maintain representation on the WAFIC Resource Access sub-committee.
3.1 Jurien Marine Reserve Advisory Committee(JMRAC) and Dampier / Cape Preston Marine
Reserve Advisory Committee ( DCPMRAC).
Output
S Bennison represents the aquaculture industry on the JMRAC and DCPMRAC. An interim management
plan has just been released by CALM for comment. The process continues.
Outcome
Aquaculture has been identified as a legitimate user of marine reserves.
Clear processes identified to industry in regard to licencing, tenure and general activities within marine
reserves.
Output
ACWA provided comment on the following planning activities:
• Abrolhos Aquaculture Plan
• Recherche Archipelago Aquaculture Plan
There is a need for ACWA to develop its own policy on how to approach future marine park planning.
This also impacts on the relationship between the aquaculture industry and the conservation groups.
Outcome
A marine reserve planning process that takes into consideration the needs of the aquaculture industry.
Outcome
An improved process for licence applicants to resolve native title issues.
Outcome
Long term access to broodstock for a sustainable aquaculture industry.
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3.5 Chemical Spraying
Output
Locusts
ACWA has represented industries in the southern area of the State that have been concerned over the
spraying of their region for locusts. Many have expressed fear of losing stock due to the application of
pesticide. Successful resolution has been achieved in most cases between the farmers and AgWA but not
without numerous meetings and discussion with the stakeholders.
There were several incidents of farms being affected by aerial spraying. These occurred in the south of the
State near timber plantations and in the Geraldton area.
Outcome
Improved awareness of the community of the impact of chemical spraying on aquaculture facilities.
PROGRAMME 4. NETWORKING
Objective:
To assist regional and industry groups to formalise Associations to represent their interests.
Activities:
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• Representation on the National Ecological Sustainable Development Working Group. This group is
developing sustainability indicators for several case studies in the aquaculture industry.
• Participation in Aquaculture 2000 which was a strategic planning day held in Canberra designed to assist
the Federal Government in developing aquaculture. The strategy document is available from S Bennison
• NAC has had significant input to the National Aquaculture Development Council. This group will advise
the Minister of an Aquaculture Action Agenda that will provide the best directions for Government.
ACWA has ha strong involvement in the activities of NAC.
A list of the activities of NAC is provided in Appendix 1. A copy of the business plan can be obtained from S
Bennison.
Outcome
An organisation that will improve its service to the industry.
A better networked national industry addressing the most relevant issues.
ACWA has been actively promoting the Code of Practice for the yabby industry. Copies are available from
the office.
Disease Issue
ACWA represented the interests of the industry in addressing issues of Thelohania infection in yabbies.
Resources were dedicated to informing media and the industry of events and liaising with FWA concerning
management of the problem.
ACWA has registered the chemical Esfenvalerate with the National Registration Authority in order to control
the spread of Thelohania in the State.
Locusts
ACWA has represented industries in the southern area of the State that have been concerned over the
spraying of their region for locusts. Many have expressed fear of losing stock due to the application of
pesticide. Successful resolution has been achieved in most cases between the farmers and AgWA but not
without numerous meetings and discussion with the stakeholders.
Outcomes
An effectively networked industry.
Transfer of freshwater crayfish information to stakeholders.
A growing and sustainable yabby industry.
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4.4 Marron Growers Association
ACWA has been assisting the MGA in developing a strategic direction for the industry and the association.
Evaluation of an industry MAC was delayed whilst criteria were determined. Inability to access confidential
production data information from FWA has stalled the process.
Outcome:
A better networked and more efficient WA aquaculture pearling industry.
Outcome
Better networked abalone aquaculture industry with a clear direction in regard to research and development
objectives. Policy relevant to the development of the industry.
A successfully networked abalone aquaculture industry that is keen to ensure policy will lead to an
economically sustainable industry.
Outputs
ACWA has assisted in negotiations over the new areas to be allocated at Southern Flats.
ACWA has provided input to the FWA for mussel farming gear criteria for Albany.
Mussel Festival
This activity was very successful and was assisted by support from the ADC. ACWA provided assistance
through the industry promotion initiative and facilitated the ADF application. The objective was to inform
the public on the benign nature of the industry and gain their understanding and support. This was an
excellent PR result for the industry and may grow into a bigger and better event.
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National Mussel Initiative: ACWA facilitated a National Workshop to develop an R&D strategy for the
industry and evaluate the prospects for cooperative processing. The workshop was very successful, however
there are some doubts as to whether the industry can establish a collaborative process that will increase
national consumption. The industry has agreed to develop a national code of practice that will focus on post
harvest handling and food quality. This project was funded jointly between the FRDC and ACWA. Copies of
the documentation will be available from S Bennison.
Outcomes
A growing and sustainable mussel industry.
Outcome
Sustainable aquaculture industries in inland Western Australia
Output
ACWA intends to measure the effectiveness of the organisation and determine what issues industry would
like it to address. This is hoping to shift the agenda from being reactive to proactive. It will also enable the
survey to evaluate some of the programs of the FWA and future directions for the ADC.
• evaluate how ACWA can improve on carrying out its function with particular reference to the needs of
the established network.
• identify issues for the ADC and other organisations.
Outcome
A properly focussed industry support service sector.
Objective:
To ensure the industry establishes and maintains best practices wherever possible.
Activities:
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(i) Liaise with the relevant agencies and the media in regard to quality assurance on behalf of industry
organisations.
(ii) Assist industry in accessing financial support to develop codes of
practice/ethics.
(iii) Participate in appropriate working groups to formulate codes of practice, quality assurance and Hazard
Analysis and Critical Control Point (HACCP) Programmes.
Outputs
Output
Produced, promoted and sold copies of the Yabby Code of Practice
Participated in the disease response process during the identification and management of the problem during
the year. This was very time consuming. ACWA provided a conduit to industry with its executive support.
Outcome
Better disease response process.
Improved quality within the yabby industry.
ACWA continually liaises with ASIC and others on national initiatives concerning food quality. This mainly
relates to the activities of Seafood Services Australia (SSA).
ACWA attended a national workshop to address the issue of merging AUSEAS, SEAQUAL and NSC into
Seafood Services Australia.
Outputs
This committee is responsible for shellfish regulation as they relate to AQIS and exports. It has now
developed a role on advising on domestic consumption issues. Activities include:
• Devolving responsibility of administration of the committee to the States on a two year cycle.
• review of the manual controlling the programme.
• Maintenance of certification of mussel growing areas in Albany and Cockburn Sound
• assist in driving the review of shellfish quality assurance in Australia.
S Bennison is the Western Australian representative on the ASQAA Committee and attends two national
meetings per annum.
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5.5 Arsenic
Considerable time was spent resolving the issue of the arsenic spill in Cockburn Sound. This created havoc in
the mussel industry and required extensive liaison with the media, analytical laboratories, government
agencies and Wesfarmers CSBP. The effort by ACWA were appreciated by all concerned. The issue of
compensation was resolved without the need for court action.
The above exercise with the arsenic spill certainly gave ACWA the opportunity to evaluate an emergency
response procedure. This procedure is being incorporated into a master plan. There were some problems
encountered however they will provide vital experience for future events.
Outcomes:
Improved marketing opportunities for the shellfish industry. A QA programme that is realistically affordable
and relevant.
Core Functions
1. Development of a formal consultative structure
Activities
• ACWA strategic advice and intelligence on education and training matters to the WA Department of
Training is usually done through the Industry Training Advisory Board. WAFIC is recognised by the
Department as the Industry Training Advisory Body, or ITAB. Simon Bennison is the elected Chair of
the ITAB. The ITAB meets on a twice-yearly basis and comprises members from all major sectors of the
Commercial Fishing and Aquaculture Industries, regional Registered Training Providers, the major
Universities and Fisheries WA.
2. Working at National level to recognise existing training resources and avoid duplication in
curriculum development.
Activities:
• On –going development of the National Seafood Industry Training Package, the outcome of which will be
standardisation (with allowances for regional and local variances/conditions) in training delivery and
recognition of qualifications for all sectors of the Commercial Fishing and Aquaculture Industry
throughout Australia (and New Zealand).
4. Conduct Training Needs Analysis to provide the background for development of appropriate
training courses.
Activities
A Strategic Industry Training Plan for the combined Aquaculture and Commercial Fishing and Industry was
developed which details the current and future training needs of the industry to the year 2003.
5. Syllabus development for accredited courses with both public and private training providers.
Activities
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• A workshop was conducted in September 2000 as part of the development of phase two (Non-
Endorsed component) of the National Seafood Industry Training Package. This workshop was
conducted as a ‘Matching Exercise’ to compare the Victorian attempt to allocate notional training
hours against each unit of competency and qualification within the training package to WA
requirements. The workshop also:
¾ Determined Vocational Education and Training qualification priorities for WA.
¾ Reviewed training delivery assets.
¾ Selected appropriate clusters of competencies for popular short courses.
Project Activities:
Regional Management Advisory Committee (MAC) Seminars: MAC Seminars were delivered in the Albany,
Geraldton, and Broome areas.
ACWA has been represented on a working group to progress a VET training conference to be held in Perth in
2001
PROGRAMME 7. MARKETING
Objective:
Ensure the aquaculture industry is best served by the availability of relevant marketing intelligence and the
application of dynamic marketing strategies.
Activities:
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(iv) Assist industry develop Total Quality Management in all aspects of marketing practices.
(v) Assist industry develop codes of practice in all aspects of marketing, including HACCP Plans.
(vi) Co-ordinate industry participation in the Export Market Development Grant Scheme and similar
programmes.
(vii) Assist industry develop exhibition and general promotional material for Western Australian
aquaculture products.
(viii) Assist industry develop the necessary export marketing skills to ensure they are world competitive.
(ix) Assistance with the development of marketing strategies.
(x) Assist industry participating in international and domestic trade shows, exhibitions, product promotions
and displays.
(xi) Creating new markets and points of difference in regard to Western Australian cultured products.
(xii) Developing marketing networks for industry.
Output
The Minister for Fisheries has created a quality initiative that requires ACWA representation.
ACWA members include Dennis Gaunt and Glenn Dibbin
Major marketing issues for ACWA focused on the arsenic spill in Cockburn Sound and bringing the affected
mussel industry back on stream as quickly as possible.
Outcome
To improve the industry’s awareness of quality issues as they relate to food products.
Objectives:
(i) Assist industry to access the most appropriate and best practices in regard to national and international
practices.
(ii) Promote relevant research and development in the aquaculture industry.
Activities:
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• Collate existing data concerning groundwater availability and quality that may be suitable for
aquaculture.
• The provision of a data base on which to plan further aquaculture investigations and conduct research and
development activities.
• The identification of sites where groundwater parameters is conducive to aquaculture species survival.
A Number of meeting have been held with the working group that is progressing this initiative.
Outcome
Create opportunities for aquaculture development using groundwater resources within WA.
Outcome
Resolution of issues concerning translocation of stock.
Outcomes
Industry driven research.
Improved productivity and market opportunities.
Transfer of research information to industry.
8.5 Eco-Efficiency
ACWA is evaluating the prospect of signing an agreement with Environment Australia that relates to the
adoption of more efficient practices within the industry. It is about making economic gains whist improving
environmental practices. ACWA is looking at co-funding a number of initiatives with EA.
PROGRAMME 9. ENVIRONMENT
Objectives:
(i) As far as possible, ensure industry develops aquaculture on an environmentally sustainable basis.
Activities
(i) Assist industry to develop environmental monitoring programmes and related codes of practice.
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(ii) Liaise with Government agencies on the environmental sustainability of aquaculture, the ESD process
and development of indicators.
(iii) Implement the environmental management framework being developed by NAC.
(iv) Ensure a fair and equitable arrangement for industry in regard to the financial maintenance of
environmental quality assurance programmes.
(v) Develop public information brochures showcasing the environmentally sustainable aquaculture
industry.
(vi) Pursue opportunities offered by Environment Australia’s(EA) Eco-Efficiency pogramme. The details of
this application are available from ACWA to members.
Output
Distribute the Code of Conduct at numerous shows, exhibitions etc throughout the State.
Participate t the Royal Show.
Attended a workshop organized by WWF on integrated coastal management. This workshop appears to have
been limited in its productivity.
Outcome
Ensuring industry is aware of its environmental obligations.
Public awareness of industry’s responsible attitude to the environment.
Outcome
A better informed industry and community in regard to the effects of aquaculture on the environment.
9.4 Seagrass
ACWA assisted the Great Southern Aquaculture Association in its successful ADF and FRDC funding
application to evaluate the impact of longline mussel culture over seagrass in King George Sound, Albany.
Objectives:
(i) Assist the various industry sectors in developing the appropriate occupational health and safety codes
(ii) Ensure the aquaculture industry addresses the essential legislative requirements of occupational health
and safety
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Activities:
a. Development by industry of health and safety codes for each aquaculture sector / method
b. On going research on specific health and safety issues
c. Providing industry members with support and assistance to address health and safety issues at a
local level
Output
Attend industry meetings to provide information on the Occupational Safety and Health Act , its application
to industry and the importance of developing industry safety codes.
Outcome
To provide information to make industry aware of the requirements of the Occupational Safety and Health
Act and also the importance to industry of self regulation, by the development of Industry Safety Codes.
Industry also have the opportunity to clarify areas of concern and become better informed.
Industry is kept informed and awareness levels are raised by newsletter articles.
Outputs
Aquaculture Industry Diving Code
• Completion of the Commercial Aquaculture Diving Guidelines developed for an interim period of 12
months . The guidelines were distributed to all licence holders and associated personnel involved in
diving in the Commercial Aquaculture Industry.
• Contribution to the Australian Standards SF 17 Committee for the review and development of Standards
relating to Occupational Diving as the Australian Seafood Industry Council representative.
Outcomes
An industry managed set of diving guidelines which is both practical and workable and has been developed
by industry.
An industry developed safety and health code which incorporates responsibilities for all levels in the
industry, in line with the Occupational Safety and Health Act, general work safety guidelines and specific
industry sector guidelines.
Output
Industry sector specific sections contained within the Occupational Health and Safety Code.
Outcomes
The development of the Occupational Health and Safety Code has required research into the specialist areas
of aquaculture to ensure the guidelines accurately reflect the industry and at the same time incorporate the
legislative requirements.
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10.4 Industry Training And Awareness Sessions
Development and implementation of industry training and awareness sessions
Output
Industry awareness information through attendance at meetings and site visits.
Outcome
A greater understanding of the requirements of the Act and the implications for industry members who
choose to ignore those requirements.
This area has come into prominence this year with the Minister for Fisheries providing ACWA with
resources to promote the industry. The initiative has involved a number of core activities and these are listed
below with a summary of the activities in each. This has become extremely time consuming activity for
ACWA during the second half of the year. The project will only be resourced to early in 2001. A public
relations consultant has assisted ACWA implement the programme. Full details on the activities are available
in a separate report from ACWA.
Project Objectives:
1. Raise community awareness of aquaculture
2. Increase public understanding that aquaculture is a good industry
3. Increase support for the aquaculture industry generally and more specifically from Government
agencies and politicians, other industry groups and in particular the commercial and recreational
fishing industries, potential investors, conservation groups, community authorities, etc
4. Provide informed information to both public and commercial sectors on the issues concerning the
industry and the reality of the industry’s operations
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Closer collaboration between ACWA, species groups, Government agencies and other authorities.
Identification of information gaps where further data is required.
ACWA News
Media releases
Industry meetings and seminars
, information will be made available to all of the relevant industry groups, government agencies and
relevant stakeholders, audiences at the conclusion of the Promotion Strategy. It may be likely that
another workshop will be convened by ACWA with ACWA Board meetings
The following strategies have been implemented as priority activities to progress the promotion of
aquaculture.
1.0 Surveys
3.1 Television
A significant increase in the number of news and feature stories have been achieved during the promotion
campaign. These stories range from news stories of species specific events, aquaculture involvement at the
Royal Show, key announcement of plans for the WA aquaculture industry, etc.
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3.2 Radio
Both metropolitan and country based radio have provided significant amounts of media coverage relating to
aquaculture in WA during the Promotion Strategy. A summary of the types of these stories are outlined in
Appendix III.
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6.0 Communication of Aquaculture Message
An outline of PR Activities and outcomes achieved has been recorded and documented in the attached
Appendix IV. This will provide the basis of the development of a Promotional Calendar for WA
Aquaculture, outlining seasonality of specific species and promotional events and activities for which the
industry should consider its involvement. Below are some of the specific events at which ACWA
communicated the aquaculture message to its target groups.
12.1 Employment:
ACWA has numerous requests each week from students and parents of students trying to get an
understanding of the industry and the opportunities for employment. There is very little available to assist
these people. It is ACWA’s intention to make available the aquaculture licence register on the web site.
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12.3 Industry Projects to be Conducted in 2000/01
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S Bennison is a member of the this committee as a representative of the Western Australian Aquaculture
industry
Dampier/Cape Preston Marine Reserve Advisory Committee
S Bennison is a member of the this committee as a representative of the Western Australian Aquaculture
industry
WA Fishing Industry Council
S Bennison is a member of the Board of Directors representing the seafood industry
12.6 Positions Held By Members Of Acwa On Behalf Of The Organisation And Other Associations.
R Scoones
State FRAB
Fremantle Maritime Centre Industry Advisory Committee on Training
ACWA Finance subcommittee
ACWA Industry Promotion subcommittee
National Aquaculture Health Advisory Committee: Representing AAF
G Jenkins
ACWA Industry Promotion subcommittee
ADC Technical subcommittee
ADU/FMC Marine Finfish Aquaculture Research Committee
ADU/FMC Abalone Aquaculture Research Committee.
ADU/FMC Industry Advisory Committee
G Dibbin
Seafood Quality Management Initiative Working Group
D Gaunt
Seafood Quality Management Initiative Working Group
B Harries
ACWA Industry Promotion subcommittee
ACWA Finance subcommittee
Aquaculture Development Council
W McKenzie Brown
WAFIC Industry Training Advisory Board
S Parsons
WAFIC Industry Training Advisory Board
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A Kikeros
WAFIC Industry Profile subcommittee
12.7 Acronyms
AAA Aridland Aquaculture Association
AFFA Agriculture, Fisheries and Forestry Australia
ACWA Aquaculture Council of Western Australia
ADC Aquaculture Development Council: This is a ministerial advisory committee, appointed by the
Minister to advise on matters relating to aquaculture (Section 37 of the FRMA).
ADF Aquaculture Development Fund
AQIS Australian Quarantine Inspection Service
ASIC Australian Seafood Industry Council
ASQAP Australian Shellfish Quality Assurance Programme
ASQAAC Australian Shellfish Quality Assurance Advisory Committee
BRS Bureau of Resource Sciences
CALM Conservation and Land Management
COP Code of Practice
DBIMAC Development and Better Interest Management Advisory Committee
DBIF Development and Better Interest Fund
DCPMRAC Dampier/Cape Preston Marine Reserve Advisory Committee
DEP Department of Environmental Protection
DOLA Department of Land Administration
DOT Department of Transport
EA Environment Australia
EEC European Economic Community, also European Union
EIS Environmental Impact Study/Statement/Survey
EPA Environmental Protection Authority
FAO Food and Agriculture Organisation of the United Nations
FRAB Fisheries Research Advisory Board
FWA Fisheries Western Australia
FMC Fremantle Maritime Centre
FPA Fremantle Port Authority
FRDC Fisheries Research and Development Corporation
FRMA Fisheries Resource Management Act
HDWA Health Department of Western Australia
HPLC High Power Liquid Chromatography
IMG Integrated Management Group
JMRAC Jurien Marine Reserve Advisory Committee
KGT Kwinana Grain Terminal
NAC National Aquaculture Council
NATA National Association of Testing Authorities
NRA National Registration Authority
NRS National Residue Survey
NSC National Seafood Council
PSP Paralytic Shellfish Poisoning
QAP Quality Assurance Program
RFAC Recreational Fishing Advisory Council
SSA Seafood Services Australia
USFDA United States Food and Drug Administration
WAAAA Western Australian Abalone Aquaculture Association
WAFIC Western Australian Fishing Industry Council
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WAMPA Western Australian Mussel Producers Association
WASQAP Western Australian Shellfish Quality Assurance Program
WRC Water and Rivers Commission
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APPENDIX 1
This list is by no means complete and is continually undergoing change. It does highlight the need for an aquaculture groups with
which NAC may consult in order to obtain a consensus on various issues and whom they may represent at a Federal level. Despite
there being numerous issues shared between the capture and culture sectors, this does not obviate the need for a group to represent
various aquaculture industries and their interests.
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APPENDIX 2
1999 2000
INCOME
EXPENDITURE
35
AQUACULTURE COUNCIL OF WESTERN AUSTRALIA INC
ACWA GENERAL ACCOUNT
FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2000
1999 2000
INCOME
EXPENDITURE
36
ACWA BUDGET VS. ACTUALS 1999/00
ACWA NEWS Web site costs subject to successful expansion of subscription base and advertising income. Increased costs will be
met through industry promotion initiative till Dec 31st ’00.
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APPENDIX 3
CONSTITUTION
1. NAME
The organisation will be named the AQUACULTURE COUNCIL OF WESTERN AUSTRALIA (INC).
2. OBJECTS
2.1 To unite all sections of the aquaculture industry for their common benefit.
2.2 To present the views of a cohesive aquaculture industry at State and Commonwealth levels.
2.3 To promote efforts within the industry for the solving of common problems.
2.4 To act as adviser to, or intermediary between, Government and the industry.
2.6 To obtain for the industry the best conditions which the economy of Australia will permit.
3. MEMBERSHIP
3.1.1 Companies, Associations, Co-operatives and other bodies duly incorporated under or by virtue of the law
of a State or Territory of the Commonwealth of Australia whose principal object is the promotion of the
welfare and development of the aquaculture industry.
3.1.2 Companies, Associations, Co-operatives and other bodies duly incorporated under or by virtue of the law
of a State or Territory of the Commonwealth of Australia who are the holders of licences issued by the
relevant State and or Commonwealth Authorities to permit them to engage in commercial fish farming.
3.1.3 Scientific, Educational or Technological Institutes which have an interest in the development of the
Aquaculture Industry.
The Management of the Council shall be vested in a Board of Directors which shall be elected at the
Annual General meeting as per the process under Clause 4.1 and which shall consist of a Chairman, one
(1) Vice-Chairman and seven (7) Directors.
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4.1 Term of Appointment
• The Chairman and Vice-Chairman shall be elected to serve a two (2) year term respectively with
staggered expiry dates to ensure continuity of experience. To effect the staggered expiry dates for the
introductory year for this clause the first Vice-Chairman under this arrangement will only be appointed
for one year.
• The seven remaining Directors shall be elected to serve two (2) year terms with staggered expiry dates to
ensure continuity of experience. To effect the staggered expiry dates for the introductory year for this
clause the four incoming Directors receiving the highest number of votes will be appointed for 2 year
terms and the three incoming Directors receiving the lowest numbers of votes will be appointed for one
year terms.
• In the event of a Director, not being the Chairman or Vice-Chairman, resigning earlier than four (4)
months prior to the expiry of his term of office, the Board of Directors shall have the power to co-opt a
person to serve out the remainder of the resigning member’s term. If the resignation is within four (4)
months of the expiry of the Director’s term no replacement will be sought.
In the event that the Chairman resigns, the Vice-Chairman will take on the position of Chairman for the
remaining term of the retiring Chairman and the Board of Directors shall elect a replacement Vice-
Chairman from amongst themselves for the remaining term of the replaced Vice-Chairman. The casual
vacancy arrangements for the vacant position of the Director promoted to Vice-Chairman will be
followed to co-opt the new Director.
In the event the Vice-Chairman resigns a replacement will be elected by the Board of Directors from
among themselves for the remaining term of the retiring Vice-Chairman and the casual vacancy
arrangements applied to the vacant Director’s position.”
5.2 The name of at least one representative who is a principal executive (corporate members only).
5.3 That the applicant agrees to abide by the Rules and Constitution of the Council.
The “Board of Directors” shall have power to employ such secretaries, clerks, and managers as required and to
suspend or dismiss the same and pay them for services rendered.
The Executive Director shall keep a true record of the proceedings of all meetings, which record, after
confirmation at a subsequent meeting, shall be prima facie evidence of the truth of the matter stated in such
record.
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7. SUB-COMMITTEES
The “Board of Directors” may from time to time, appoint sub-committees to examine and report on any matter.
The Chairperson or his nominee shall be an ex-officio member of any sub-committee.
8. FISCAL YEAR
The Fiscal Year of the Council shall extend from 1st July to 30th June.
9. SUBSCRIPTIONS
The Council may from time to time prescribe the amount to be paid by way of annual subscription as shall be
resolved by a General Meeting.
The inaugural annual subscription shall be due and payable no later than seven (7) days after the first Annual
General Meeting and thereafter on 1st July. If the annual subscription is twelve (12) months in arrears, the
membership of the organisation or person concerned shall be automatically terminated.
10. LEVIES
10.1 The Council may from time to time make such levies on members as shall be resolved by a general
meeting for any of the purposes of the Council.
10.2 The Council, if and when making a levy, may resolve that the levy be graduated in proportion to the
economic capacity of members.
11. MEETINGS
11.1 The “Board of Directors” of the Council shall meet from time to time as determined but at least once
every quarter.
11.2 General Meetings of all members of the Council shall be held from time to time as determined by the
“Board of Directors”.
11.3 Due notice of all meetings shall be given in writing at least seven (7) days before the day thereof.
11.4 At all general meetings only financial members or their proxy shall have the right to vote.
An Annual General Meeting of the Council shall be held not later than the 31st October in every year.
13. QUORUM
The quorum for an “Board of Directors” Meeting of the Council shall be four (4). The quorum for all general
meetings shall be ten (10).
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14. VOTING
14.1 At all “Board of Directors” Meetings each member or their proxy, but not including the Chairperson,
shall have one vote and all questions except as otherwise provided in this Constitution shall be decided
by a simple majority.
14.2 At all general meetings each member or their proxy, but not including the Chairperson,
shall have one vote and all questions except as otherwise provided in this Constitution shall be
decided by a simple majority.
14.3 At all meetings, in the event of an even number of votes, the Chairperson shall have a casting vote.
15. REPRESENTATION
15.1 Every corporate member may nominate in writing any principal executive of that member to appear and
vote for it and every such nomination shall be delivered to the Executive Officer before the meeting at
which it is to be used and may be stipulated to be in force for a particular meeting or period or until
revoked in writing. The person named in the application form pursuant to Rule 5, shall be deemed to be
so nominated until this person’s nomination is revoked in writing.
15.2 Any member entitled to vote but unable to attend a general meeting may, provided the member advises
the Chairperson or Executive Director/Officer prior to the meeting, request another member to exercise
its proxy vote.
15.3 Any member of the “Board of Directors” entitled to vote but unable to attend a meeting of the “Board”
may, provided the member advises the Chairperson or Executive Director/Officer prior to the meeting,
request another member of ACWA to represent them and exercise their proxy vote.
16. ADDRESS
or such other place as the Council may from time to time determine and due notice of any change of address
shall be given by the Executive Director to any members.
The Executive Director or members of the Council, who upon authority of the council, accept or incur any
pecuniary liability on behalf of the Council shall be indemnified by the Council against any loss in respect
thereof.
18. RESIGNATION
A member must give not less than one calendar month's notice in writing to the Executive Director of intention
to retire from membership of the Council and shall continue to be liable for any fee, subscription or levy due or
unpaid until the expiration of such notice. Upon a member's resignation or termination of membership that
member shall not be entitled to any refund of any subscription or levy paid, nor to make any claim on the funds
of the Council.
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19. TERMINATION OF MEMBERSHIP
19.1 Is declared bankrupt or, in the case of a company, if a resolution is passed for winding up thereof,
otherwise than for the purpose of reconstruction or amalgamation.
19.2 Fails to pay within twelve (12) calendar months after the due date any subscription or levy made upon
members of the Council provided that the Council shall have the power to reinstate such member upon
payment of any subscription or levy in arrears.
The Council shall appoint an Auditor at the Annual General Meeting or from time to time as necessary.
21. AMENDMENTS
21.1 Any of the provisions of the Constitution may be added to, altered or otherwise amended at a General
Meeting, of which at least fourteen (14) days notice shall be given of the proposed amendment.
21.2 The making of any such amendment shall be decided by a 75% majority vote of Members in attendance
at the General Meeting. Seconder to come from the floor.
22. BANK
The Executive Director shall open an account in the name of the Council with a Bank approved from time to
time by the Council and shall have paid all monies received by the Council into such account and shall make all
disbursements from such account. Cheques drawn on the Council's account shall be signed by any two of the
Chairperson, Executive Director or a representative of the Western Australian Fishing Industry Council
Executive Staff.
23. NON-PROFIT
The income and property of the Council shall be applied towards the promotion of the objects of the Council.
No portion of the income or property shall be paid, transferred, distributed directly or indirectly to the members
of the Council, provided that nothing shall prevent the payment in good faith of remuneration to any officer or
employee of the Council or to any person other than a member, in return for services rendered to the Council.
24. DISSOLUTION
If, on the winding up of the Council, any property of the Council remains after satisfaction of the debts and
liabilities of the Council and the costs, charges and expenses of that winding up, that property shall be distributed
42
which incorporated association or purposes, as the case requires shall be determined by resolution of the
members, when authorising and directing the Committee under section 33(3) of the Act to prepare a distribution
plan for the distribution of the surplus property of the Council.
The Common Seal shall be kept in the custody of the Executive Director and shall not be used except by
authority of a resolution of the “Board of Directors” and in the presence of the Chairperson and the Vice-
Chairperson or in the presence of either the Chairperson or the Vice-Chairperson and a member of the “Board”
who shall witness the affixation of the Common Seal to all documents.
26. POWERS
The “Board of Directors” and/or the Council shall have power to take any action within the boundaries of State
or Commonwealth Law, which are considered conducive to the attainment of any or all of the objects of the
Council.
Also that with the exception of the power to terminate membership contained in Clause 19, the Council has no
powers nor does it engage in the practices referred to in Section 31 (e) (i-111) of the Trade Association's
Registration Act, 1959, namely:
26.2 Relating to the price of any commodity, and the maintenance thereof.
26.3 To control or channel the supply of goods by, to or through the members of the Council.
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AQUACULTURE COUNCIL OF WESTERN AUSTRALIA
FIVE YEAR PLAN
1999 - 2003
PREFACE
The purpose of this plan is to identify a strategic approach to achieving the Aquaculture Council of Western
Australia’s(ACWA) objectives as identified in this document. It is to assist industry and Government in
providing direction in maintaining and promoting a sustainable aquaculture industry.
The Plan will be reviewed at every Annual General Meeting to ensure it meets the needs of industry
and to assess the organisation in meeting the performance criteria as identified in this document. It
will ensure the staff and committee are properly focused on the needs of its members with the
implementation of the various programmes which have been detailed in the Plan.
The Plan reflects the level of professionalism and responsibility adopted by the industry over recent years.
VISION
Tasks
(i) Represent industry’s viewpoint to government regarding legislation, regulations and licensing policies.
(ii) Represent industry on relevant government and industry councils, boards and committees.
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(iii) Consult with the Western Australian Fishing Industry Council(WAFIC) to foster mutual benefits of
cooperation and understanding.
(iv) Act as a coordinating and facilitating agent between industry sectors in regard to communication on all
matters affecting those industries particularly concerning legislation, policy, environmental and other
issues.
Tasks
(i) Develop an aquaculture industry promotional package.
(v) Participate in appropriate trade shows, displays and community awareness programmes.
(i) Identify and acquire resources for current and future aquaculture industry needs.
(ii) Raise the awareness of the stakeholders for the need for such plans.
Strategy 2 On behalf of the various sectors of industry develop minimum quality standards,
codes of practice, best practices, codes of ethics, TQM, and the application of
Hazard Analysis and Critical Control Point(HACCP) practices to all aspects of
their operations.
Tasks
(iii) Assist in the development of world competitive industries and ensure the appropriate strategies are
adopted by Government.
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(v) Work towards improving the value of the aquaculture industry to the State and nation by developing
quality assurance strategies, industry co-operation and implement value adding strategies.
(vi) Assist industry with developing the HACCP process into their Quality Assurance Programmes.
Tasks
(i) Access the highest level of relevant technology through co-operation with domestic and international
organisations.
Tasks
(i) Continually review R&D Programmes and funding options within the state and nation.
(ii) Work in partnership with government agencies to develop an economical and environmentally
sustainable aquaculture industry.
(iii) Liaise with research bodies, including the Fisheries Department of Western Australia, Co-operative
Research Centre for Aquaculture, the Fisheries Research and Development Corporation and other
relevant bodies to ensure that aquaculture research and development is adequately funded and its
important future role is recognised.
(iv) Liaise with the Technical sub-committee of the Aquaculture Development Council(ADC).
Tasks
(v) Liaise with the ADC marketing sub-committee to ensure the ADC is kept informed as to the marketing
direction of the various sectors and associations.
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OBJECTIVE 3 REPRESENT THE AQUACULTURE INDUSTRY
Strategy 1 Ensure access to adequate financial resources to enable ACWA to meet its
objectives.
Task
(ii) Ensure ACWA members, the Minister for Fisheries, Fisheries Department and the relevant Ministerial
Advisory Committees recognise the need for the on-going funding of ACWA.
Strategy 2 Promote membership of ACWA through ACWA NEWS and other publicity
opportunities.
Tasks
Tasks
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INTRODUCTION
In 1987 a number of aquaculturists within Western Australia were seriously concerned with the lack of co-
ordination and co-operation in the development and servicing of the industry. A State-wide meeting was held
of all interested parties and the Aquaculture Council of Western Australia (ACWA) was formed. Since its
inception, ACWA has become the peak representative body of the aquaculture industry with over forty-five
members, most of which are regional or species groups (such as, Abalone, Mussels, various pearl oyster
species excluding Pinctada maxima, edible Oysters, Yabbies, Marron, Finfish, Algae).
ACWA is acknowledged by the Western Australian Government and the public as the peak representative
body for the aquaculture industry.
Industry believes that ACWA has a major role to play in promoting and supporting the successful
development of aquaculture. An essential function of ACWA is to assist industry in obtaining a consensus
on the most appropriate policies for successful development.
In 1989 it became evident to ACWA that the best approach to obtain support from the Government was to
develop an industry strategy detailing the needs for successful development. The Government’s reaction to
the strategy document was positive and it accordingly formed an Aquaculture Development Advisory
Council, comprising representatives from industry and Government agencies. This council, in turn, produced
a strategy document that involved participation from the public at large addressing a wider cross section of
issues. It must be remembered that the pearling (Pinctada maxima) industry in WA is legislated for under a
separate Act and was excluded from the strategy programmes which were developed for the ‘emerging’
industries. Representatives from the pearling sector are involved with ACWA and provide invaluable
support to the group, as do the capture industries at large. ACWA also represents the Amwing Pearl
Producers Association Inc that cultures the non-Pinctada maxima pearl oyster species.
Professional industry bodies are crucial to the successful development and management of aquaculture. This
is recognised by Government agencies; they are keen to support such structures because ultimately it makes
their job far easier. Government agencies are concerned about dealing with individuals on a one-to-one basis
and prefer to liaise with a peak representative body, particularly in considering industry development issues.
ACWA has worked tirelessly at co-ordinating the various industries into their respective representative
associations and is pleased to see many of these groups collaborating to achieve common goals. One of the
major constraints to the development and growth of aquaculture industries is their relatively small size. Most
funding available to support these industries is based on a one-for-one contribution. As many of these
projects are more effective and successful with significant funding, ACWA facilitates a collaborative
approach to funding by co-ordinating industry projects. An example of this has been the funding of specific
industry development plans, marketing strategies and product promotional activities.
ACWA provides the Government with a clear process by which it may consult with industry, in turn, the
industry can access all levels of Government through ACWA.
The ACWA Five Year Plan has been presented in a way which reflects its core business and also those
activities which are currently seen as programmes integral to the operations of the organisation and the
successful development of the industry.
ACWA STRUCTURE
The management and control of the affairs of ACWA are vested in the Board of Directors consisting of nine
persons; a chairman, vice-chairman and seven directors. All are elected by ACWA members at an annual
general meeting.
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ACWA encourages prospective members to join a relevant species or regional association rather than have a
broad array of individual members comprise its membership. Approximately fifteen incorporated
associations are currently members of ACWA, representing around three hundred aquaculturists. ACWA has
been very successful in networking the industry sectors within Western Australia to provide an effective
consultative process for both industry and Government.
ACWA is supported by the employment of an Executive Director based in Perth with secretarial assistance
being sourced through the offices of WAFIC in Osborne Park. ACWA is a member of WAFIC.
There are sub-committees of ACWA responsible for the financial aspects of the organisation and the general
promotion of the aquaculture industry.
The ACWA Board of Directors also assesses research and development proposals which individuals,
companies and associations submit for support or endorsement.
ACWA is a non-profit organisation, dedicated to the promotion and the development of the aquaculture
industry.
PROGRAMME MANAGEMENT
Programmes identify the major areas which are addressed by ACWA in its day-to-day activities and ensure
the interests of industry are served in line with the objectives of the organisation. ACWA believes this
programme structure will ensure the needs of industry and Government are met in the most effective manner.
The programmes are separated into core and non-core activities which in turn reflects the funding and
resources available for each Programme.
Core activities are those which are fundamental to the operations of ACWA. They are usually financed from
the grant funding made available to ACWA by the Minister for Fisheries from the Development and Better
Interest Fund under the agreements reached in September 1995.
Non-core activities will be financed from external funding where appropriate. These programmes will
usually be completed on a fee-for-service basis. The future of these programmes is dependent upon the
availability of funding. Such activities are not considered crucial to ACWA being effective as an
organisation.
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ACWA PROGRAMMES FOR 1999 TO 2003
Objective:
To operate an organisation that is cost effective and provides a professional level of services to the members
of ACWA in line with industry policies and objectives.
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(ii) Provide an effective newsletter - ACWA NEWS.
(iii) Ensure appropriate education packages in regard to the industry are available to the community.
(iv) Represent industry at the State and national level on various organisations(WAFIC, NAC, Australian
Freshwater Crayfish Association, etc).
(v) Develop information packs with industry.
(x) Administer industry promotion through the ACWA industry profile sub-
committee.
(xi) Provide information to community groups throughout the State.
(xii) Ensure ACWA can be contacted through the public services.
(xiii) Advertise the availability of ACWA NEWS to the general public.
(xiv) Utilise the media services available through WAFIC.
(xv) Promote the industry throughout all levels of the education system.
(xvi) Respond to community inquiries on a day-to-day basis.
(xvii) Develop information packs for the public.
(xviii)Participate in community programmes and promotions such as Fishcare, Sardine Festival, Field days.
(iv) Co-ordination of industry across all cost recovery processes such as the WA Shellfish quality
Assurance Programme(WASQAP), National Residue Survey(NRS), and chemical registration).
(v) Support industry in the adoption of self management through the appropriate mechanisms e.g. MACs.
(vi) Liaise with Government on appropriate fees for licencing and other services within the funder
purchaser provider model.
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PROGRAMME 3. RESOURCE SHARING
Objective:
To maintain a legislative environment for ongoing access to resources for aquaculture. The scope of resource
sharing to include; tenure, native title, planning, access to broodstock and funding for aquaculture
development in Western Australia.
(ii) Liaise with all relevant groups concerning legislation and policy issues.
(ii) Participate in all forums where aquaculture is affected by resource sharing and equity issues.
(iv) Maintain representation on the WAFIC Resource Access sub-committee.
PROGRAMME 4. NETWORKING
Objective:
To assist regional and industry groups to formalise Associations to represent their interests.
Objective:
To ensure the industry establishes and maintains best practices wherever possible.
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5.1 Core Activities:
(iv) Liaise with the relevant agencies and the media in regard to quality assurance on behalf of industry
organisations.
(v) Assist industry in accessing financial support to develop codes of
practice/ethics.
(vi) Participate in appropriate working groups to formulate codes of practice, quality assurance and
Hazard Analysis and Critical Control Point (HACCP) Programmes.
Objective:
PROGRAMME 7. MARKETING
Objective:
Ensure the aquaculture industry is best served by the availability of relevant marketing intelligence and the
application of dynamic marketing strategies.
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7.1 Core Activities:
(i) Assist industry develop codes of practice in all aspects of marketing, including HACCP Plans.
(ii) Co-ordinate industry participation in the Export Market Development Grant Scheme and similar
programmes.
(iii) Assist industry develop exhibition and general promotional material for
Western Australian aquaculture products.
(iv) Assist industry develop the necessary export marketing skills to ensure they are world competitive.
(v) Assistance with the development of marketing strategies.
(vi) Assist industry participating in international and domestic trade shows,
exhibitions, product promotions and displays.
(vii) Creating new markets and points of difference in regard to Western Australian cultured products.
(viii) Developing marketing networks for industry.
Objectives:
(iii) Assist industry to access the most appropriate and best practices in regard to national and international
practices.
(iv) Promote relevant research and development in the aquaculture industry.
(i) Organise workshops on behalf of industry groups ensuring the R&D needs of industry are addressed
and provide an opportunity for research providers to present their findings.
PROGRAMME 9. ENVIRONMENT
Objectives:
(i) As far as possible, ensure industry develops aquaculture on an environmentally sustainable basis.
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9.1 Core Activities
(vii) Assist industry to develop environmental monitoring programmes and related codes of practice.
(viii)Liaise with Government agencies on the environmental sustainability of aquaculture.
(ix) Implement the national environmental management framework adopted by NAC.
(x) Ensure a fair and equitable arrangement for industry in regard to the financial maintenance of
environmental quality assurance programmes.
(xi) Develop public information brochures showcasing the environmentally aquaculture industry.
(xii) Develop environmental management systems in line with the requirements of Environment Australia
that ensure the on-going access to export markets and compliance to ESD principles.
(i) Develop environmental models for major industry practices and species.
(ii) Promote Western Australia’s environmental advantage in the market place.
Objectives:
(i) Assist the various industry sectors in developing the appropriate occupational health and safety codes.
(ii) Ensure the aquaculture industry addresses the essential legislative requirements of occupational health
and safety.
(i) Encourage the adoption of Occupational Health and Safety Codes by industry.
(ii) Assist industry sectors in developing Codes to address occupational health and safety
Issues(e.g. codes of practice, dive codes).
(iii) Identify and where necessary initiate research into occupational health and safety issues.
(iv) Development and implementation of industry training and awareness sessions.
(v) Assist industry in developing occupational health and safety training resources for use by industry at
their own pace.
Objectives:
5. Raise community awareness of aquaculture
6. Increase public understanding that aquaculture is a good industry
7. Increase support for the aquaculture industry generally and more specifically from Government
agencies and politicians, other industry groups and in particular the commercial and recreational
fishing industries, potential investors, conservation groups, community authorities, etc
8. Provide informed information to both public and commercial sectors on the issues concerning the
industry and the reality of the industry’s operations
Benefits Accruing
Better informed public on the benefits of aquaculture.
Greater understanding from organisations and target groups on the reality of the aquaculture industry
and the issues which affect it.
Increased communication between organisations which will enable issues to be successfully
addressed and initiatives successfully implemented.
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Maturing of the aquaculture industry in Western Australia as it takes on the responsibility to ensure
the industry’s image is promoted in a collaborative manner rather than being species and individual
specific.
Greater responsibility by industry participants to ensure the aquaculture industry is living up to its
good image.
An assessment of industry needs for aquaculture development and resources required.
Measuring the Benefits:
Increased and informed public awareness of what the aquaculture industry does.
Increased awareness from the community and interest groups on the benefits of aquaculture and the
issues which affect it.
Increased and better informed understanding from the community and interest groups on the effect
aquaculture has on generic issues such as environment, employment and training, socio-economies,
food supply, trade potential etc.
Improved acceptance of the status of the industry as a worthwhile investment opportunity in Western
Australia. Increased participation by industry stakeholders to the development of aquaculture in the
State.
Closer collaboration between ACWA, species groups, Government agencies and other authorities.
Identification of information gaps where further data is required.
Each programme is evaluated by the ACWA Board of Directors and is continuously monitored in regard to
its stated objectives and anticipated outcomes.
PERFORMANCE INDICATORS
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