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    1. Ideas to get across in ppt: What is OC & CRC (short version rather than high tech, long version) = R & D (equal emphasis on Research & Development not doing research for the sake of research) 7 year life span Many projects, many people but all with double check that projects will actually be of use to industry profitability Hi Im Rachel King and Executive Officer of the Seafood CRCs Oyster Consortium following in the footsteps of Scott Parkinson. Most of you I wont have met before thats because I spent 5 years working with NSW oyster growers in a policy and lobbying capacity with NSW for NSW Farmers Association: Issues worked on, Opposite to SA, Tas somewhere in the middle but NATIONAL industry Before I sit down youll have heard; What is OC (and CRC) & what does it do? A bit about what each of the projects looks like A vision for the future Ill cover what the Oyster Consortium is doing in market & supply chain investment. Richard will give an update on benchmarking. Matt on genetics. And Ill do a quick cover of Education & Training before closing.Ideas to get across in ppt: What is OC & CRC (short version rather than high tech, long version) = R & D (equal emphasis on Research & Development not doing research for the sake of research) 7 year life span Many projects, many people but all with double check that projects will actually be of use to industry profitability Hi Im Rachel King and Executive Officer of the Seafood CRCs Oyster Consortium following in the footsteps of Scott Parkinson. Most of you I wont have met before thats because I spent 5 years working with NSW oyster growers in a policy and lobbying capacity with NSW for NSW Farmers Association: Issues worked on, Opposite to SA, Tas somewhere in the middle but NATIONAL industry Before I sit down youll have heard; What is OC (and CRC) & what does it do? A bit about what each of the projects looks like A vision for the future Ill cover what the Oyster Consortium is doing in market & supply chain investment. Richard will give an update on benchmarking. Matt on genetics. And Ill do a quick cover of Education & Training before closing.

    2. * FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!* FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!

    3. Non-competitive project development process Recognise synergies and complementarity ID opportunties for cross-sector or cross program projects Projects will deliver significant commercial outcomes Minimise duplication and maximise investment in R&D Integrated into Theme Business Plans in key strategic areas: Aquaculture Innovation Breeding for Profit Future Harvest Sellfish OzSea Value Education and Training Sellfish national and intl. market research The net value of seafood products sold by Australian Seafood CRC participants will increase, through: 1. Greater understanding by consumers, regulators and seafood industry staff of the nutritional benefits and risks of seafood consumption. 2. Increased satisfaction with the products by existing customers resulting in higher prices paid, and/or 3. Increased sales of the products to new and existing customers; 4. Access to sales in new international markets. 5. Better understanding by consumers of the nutritional benefits of seafood and resulting increased opportunity for seafood product differentiation based on nutritional claims. OzSeaValue Seafood processing and Supply Chain Australian Seafood CRC participants involved in the OzSeaValue program will be able to increase profitability by developing new products and processes and managing their supply chain performance to meet market needs. Participants could expect to achieve a range of profitability outcomes including: 1. Reduced seafood product wastage through their supply chains by approximately 5% (by weight) 2. Extension of the average shelf life of fresh chilled seafood products by at least 2 days 3. Price premiums for products that have quality and integrity guarantees Sellfish national and intl. market research The net value of seafood products sold by Australian Seafood CRC participants will increase, through: 1. Greater understanding by consumers, regulators and seafood industry staff of the nutritional benefits and risks of seafood consumption. 2. Increased satisfaction with the products by existing customers resulting in higher prices paid, and/or 3. Increased sales of the products to new and existing customers; 4. Access to sales in new international markets. 5. Better understanding by consumers of the nutritional benefits of seafood and resulting increased opportunity for seafood product differentiation based on nutritional claims. OzSeaValue Seafood processing and Supply Chain Australian Seafood CRC participants involved in the OzSeaValue program will be able to increase profitability by developing new products and processes and managing their supply chain performance to meet market needs. Participants could expect to achieve a range of profitability outcomes including: 1. Reduced seafood product wastage through their supply chains by approximately 5% (by weight) 2. Extension of the average shelf life of fresh chilled seafood products by at least 2 days 3. Price premiums for products that have quality and integrity guarantees

    4. End User needs confirmed/developed (face to face & industry-industry consultation) Use existing industry R&D committees and networks Understand and confirm capabilities with CRC research participants (face to face consultation) Build project team Industry partner Resaarch Providers CRC Program Manager Evaluate (incl. BCA) and fine tune projects * FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!* FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!

    5. * FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!* FRDC vs CRC? Many would be aware that FRDC managed much of the oyster industrys R & D projects from early stage project concepts to management. Many of the industrys R & D projects previously housed in FRDC have been moved across to CRC along with about $1 from Commonwealth, another $1 from FRDC for every industry $1. * Life span & what is it? Seafood CRC part of a Federal group of CRCs and lasts until 2014. A partnership between industry, R & D providers & Govt Cut to the chase what does it mean? Basically it provides; Oyster industry an organised link to other sectors their knowledge, their projects, etc with the possibility of sharing costs Links between R & D providers between states that might not have worked together before Oyster industry with mates rates for projects!

    6. Whole of Chain New model Integrated whole of chain approach Producers Push to Market PullWhole of Chain New model Integrated whole of chain approach Producers Push to Market Pull

    7. Who is involved? The partners

    8. Whos in the CRC ? Large players & smaller players Oysters is about 10% of total CRC investment worth Whos in the Consortium? The industrys research councils: Tas Oyster Research Council, SA ORC, NSW equivalent ARAC and some industry businesses: Shellfish Culture, Select Oyster Company, Aust Seafood Industries Where is Consortium heading? With 10% - or nearly $4m over 7 years what is the OC doing? Where is it taking the Australian oyster industry? Ultimate aim: To lift profitability of oyster farmers - & so projects will be built with that aim no project is approved that doesnt deliver an immediately available result. Who is the oyster industry now & what does it look like? In March Oyster Consortium asked what they thought average oyster farmer looked like at the moment. They said: * not so good looking & aging * Bright with business sense but with hands on, rather than formal training * Works round the clock and is jack of all trades Wears sunglasses, waders, hat has a lap top that doesn't know how to useWhos in the CRC ? Large players & smaller players Oysters is about 10% of total CRC investment worth Whos in the Consortium? The industrys research councils: Tas Oyster Research Council, SA ORC, NSW equivalent ARAC and some industry businesses: Shellfish Culture, Select Oyster Company, Aust Seafood Industries Where is Consortium heading? With 10% - or nearly $4m over 7 years what is the OC doing? Where is it taking the Australian oyster industry? Ultimate aim: To lift profitability of oyster farmers - & so projects will be built with that aim no project is approved that doesnt deliver an immediately available result. Who is the oyster industry now & what does it look like? In March Oyster Consortium asked what they thought average oyster farmer looked like at the moment. They said: * not so good looking & aging * Bright with business sense but with hands on, rather than formal training * Works round the clock and is jack of all trades Wears sunglasses, waders, hat has a lap top that doesn't know how to use

    9. This person. When asked what the Consortium would like that person to look like in 10 years time they described: A person wearing a suit (with waders & sunnies) Has a laptop and many other pieces of high tech equipment that he knows how to use & make his life easier Knows the direction of his business & also the industrys direction part of a growing industry that controls its destiny *spends more time on marketing, etc, less on hard manual labour * enjoying higher demand and prices This person. When asked what the Consortium would like that person to look like in 10 years time they described: A person wearing a suit (with waders & sunnies) Has a laptop and many other pieces of high tech equipment that he knows how to use & make his life easier Knows the direction of his business & also the industrys direction part of a growing industry that controls its destiny *spends more time on marketing, etc, less on hard manual labour * enjoying higher demand and prices

    10. This person! This person!

    11. Market: Australian Oyster GVP $110m -> $166m by 2014 Genetics: Marketable oysters > 11 months pa by 2014 Oyster Health: Increase expert capacity and farm awareness Benchmarking: 30% industry actively using benchmarking in farm management in 10 years to improve production & financial performance 3 big picture goals of the oyster industry are: Market: To grow the Australian oyster industry GVP from its current point of $110m to $166m by the completion if the CRC. To get there the industry needs a mindset of growth and adaptability rather than contraction. It plans to invest in projects that position the Australian oyster as a premium product. But it also plans to improve processes and practices to increase quality of oysters (fresh or alternative products) delivered to the market Production end: To produce marketable oysters > 11 months of the year. It plans to invest in projects that increase time in condition, and decrease mortality of both SRO and Pacific throughout the life cycle. And at the business end: To have 30% of the industry actively using benchmarking in farm management to improve production and financial performance. Optimising farm operation and elements of the supply chain is the key. 3 big picture goals of the oyster industry are: Market: To grow the Australian oyster industry GVP from its current point of $110m to $166m by the completion if the CRC. To get there the industry needs a mindset of growth and adaptability rather than contraction. It plans to invest in projects that position the Australian oyster as a premium product. But it also plans to improve processes and practices to increase quality of oysters (fresh or alternative products) delivered to the market Production end: To produce marketable oysters > 11 months of the year. It plans to invest in projects that increase time in condition, and decrease mortality of both SRO and Pacific throughout the life cycle. And at the business end: To have 30% of the industry actively using benchmarking in farm management to improve production and financial performance. Optimising farm operation and elements of the supply chain is the key.

    12. How has the Oyster Consortium spent its money so far and how does this reflect what its priorities are? Graph details current spend breakdown: Genetics - (trait selection being more important than techniques) is the no. 1 priority and to date, approximately 20% of the Consortiums total spend has been invested in the genetics area. Benchmarking is the Consortiums second priority and a project is soon to commence which will require between 5 and 10% of its total spend. Marketing is the third priority and includes domestic marketing as a higher priority than export and than alternative products. To date 4% of total spend has been invested in the market/supply chain/product integrity area. Oyster health ranks as the fourth priority followed by education and water quality and the growing environment. But what will the Consortiums spend look like in future? The Consortium will draw up a Business Plan for the industry early in 2009. It will do this because it currently has a list of R & D priorities but no firm strategic direction as an industry. It is made up of different states who have different emphasis on the same problems but a Business Plan will bring it together. If the direction is not strategic it can lead to investment that is out of balance . . . . How has the Oyster Consortium spent its money so far and how does this reflect what its priorities are? Graph details current spend breakdown: Genetics - (trait selection being more important than techniques) is the no. 1 priority and to date, approximately 20% of the Consortiums total spend has been invested in the genetics area. Benchmarking is the Consortiums second priority and a project is soon to commence which will require between 5 and 10% of its total spend. Marketing is the third priority and includes domestic marketing as a higher priority than export and than alternative products. To date 4% of total spend has been invested in the market/supply chain/product integrity area. Oyster health ranks as the fourth priority followed by education and water quality and the growing environment. But what will the Consortiums spend look like in future? The Consortium will draw up a Business Plan for the industry early in 2009. It will do this because it currently has a list of R & D priorities but no firm strategic direction as an industry. It is made up of different states who have different emphasis on the same problems but a Business Plan will bring it together. If the direction is not strategic it can lead to investment that is out of balance . . . .

    13. This graphs represents links between production and market. At the moment the Consortiums investment is heavily weighted in the direction of production with genetics work the main focus But if the Consortium had a knee-jerk reaction of funding any marketing initiatives that cross its path it would jeopardise the years of investment the industry has made to achieve a selective breeding program for oysters in Australia. Put another way, if the Consortium directed all its $ in producing oysters it would not have tried to resolve market/supply chain problems and it might not have a market On the other hand, f the Consortium directed all its $ in the market it would not have made a balanced investment in producing a high quality oyster at lowest possible cost. The future balance is subject to the Business Plan. And with the proper balance the Consortium might deliver . . . . .This graphs represents links between production and market. At the moment the Consortiums investment is heavily weighted in the direction of production with genetics work the main focus But if the Consortium had a knee-jerk reaction of funding any marketing initiatives that cross its path it would jeopardise the years of investment the industry has made to achieve a selective breeding program for oysters in Australia. Put another way, if the Consortium directed all its $ in producing oysters it would not have tried to resolve market/supply chain problems and it might not have a market On the other hand, f the Consortium directed all its $ in the market it would not have made a balanced investment in producing a high quality oyster at lowest possible cost. The future balance is subject to the Business Plan. And with the proper balance the Consortium might deliver . . . . .

    14. . . .an industry that looks like this . . .an industry that looks like this

    15. Genetics Matt Market/supply chain here Benchmarking Richard Pugh? - here Education & Training - here We have some members of the Consortium who can summarise the current direction in the Consortiums priority areas: Ill cover market & supply chain side of things as much of its work is in concept phase Richard Pugh will cover benchmarking & supply chain Matt Cunningham will cover genetics Ill cover Education & Training & wrap up. We have some members of the Consortium who can summarise the current direction in the Consortiums priority areas: Ill cover market & supply chain side of things as much of its work is in concept phase Richard Pugh will cover benchmarking & supply chain Matt Cunningham will cover genetics Ill cover Education & Training & wrap up.

    16. Consortium cant market it can invest in market/supply chain projects Cant tackle the market without the supply chain (processors, wholesalers, etc) Many opinions Many attempts Similar problems Knee-jerk action is risky Inaction is worst action Marketing has always been a prickly problem for the oyster industry. While the Consortium might want to solve all the problems it has some constraints: * Consortium cant market it can invest in market/supply chain projects * Cant tackle the market without the supply chain (processors, wholesalers, etc) However, there are many opinions about that direction to take, many attempts have been made, there are still same age old problems. In taking action the Oyster Consortium needs to be careful: * Knee-jerk action is risky * Inaction is worst action Marketing has always been a prickly problem for the oyster industry. While the Consortium might want to solve all the problems it has some constraints: * Consortium cant market it can invest in market/supply chain projects * Cant tackle the market without the supply chain (processors, wholesalers, etc) However, there are many opinions about that direction to take, many attempts have been made, there are still same age old problems. In taking action the Oyster Consortium needs to be careful: * Knee-jerk action is risky * Inaction is worst action

    17. Existing projects US access project Cool chain Market investment meeting CRCs cross-sector projects Where to next? Business Plan & new projects Existing projects Cool chain & refrigeration index: SARDI and UTas are working in this area with the ultimate aim to be to help the industry battle the supply chain to deliver oysters that are fresher for longer at the retail end. It involves evaluating temperature variations along the supply chain, particularly in transport, which will form the basis of a refrigeration index for predicting food safety risks from Vibrio US access project: The first stage of this project aimed to analyse the technical barriers for accessing the US market and do a desktop analysis of market opportunities in the US. The draft report is in which found there were no technical barriers to renegotiation of the previous MOU with the USFDA. Consortium members will be in contact with industry businesses who have expressed an interest in exporting to the US and will seek advice from a member of the CRCs Seafood Access Forum/Trade Expert Panel on what is required to negotiate access (not a short or easy process). Market investment: This short project was a 1 day meeting of the industry to decide on its marketing aims and its short term strategies. The next few slides give you details. The Consortium has a good starting point now after its meeting in August to agree on market directions. But it will altered by the Business Plan in early 2009. Existing projects Cool chain & refrigeration index: SARDI and UTas are working in this area with the ultimate aim to be to help the industry battle the supply chain to deliver oysters that are fresher for longer at the retail end. It involves evaluating temperature variations along the supply chain, particularly in transport, which will form the basis of a refrigeration index for predicting food safety risks from Vibrio US access project: The first stage of this project aimed to analyse the technical barriers for accessing the US market and do a desktop analysis of market opportunities in the US. The draft report is in which found there were no technical barriers to renegotiation of the previous MOU with the USFDA. Consortium members will be in contact with industry businesses who have expressed an interest in exporting to the US and will seek advice from a member of the CRCs Seafood Access Forum/Trade Expert Panel on what is required to negotiate access (not a short or easy process). Market investment: This short project was a 1 day meeting of the industry to decide on its marketing aims and its short term strategies. The next few slides give you details. The Consortium has a good starting point now after its meeting in August to agree on market directions. But it will altered by the Business Plan in early 2009.

    18. Aim: Improve the profitability of Australian oyster businesses through increasing penetration of innovative and existing oyster products into new and existing markets The Consortium decided on this marketing aim after its meeting in August: Improve the profitability of Australian oyster businesses through increasing penetration of innovative and existing oyster products into new and existing markets Profitability: just increasing volume or the price might not be a profitable move for an oyster business. Recognition that whatever initiatives it has, the aim for the Consortium will be to lift profitability Increasing penetration: Many people dont know a whole lot about oysters and generally people dont mind either way whether they eat a prawn, an oyster or goats cheese on a cracker the aim here is to have more people eating more oysters more often by thinking about them more often Innovative & existing products: May not achieve this with oysters served in the same old way and this aspect of the aim is about trying to fit the product to the situation New & existing markets: This refers to new locations (domestic & export) and new market situations The Consortium decided on this marketing aim after its meeting in August: Improve the profitability of Australian oyster businesses through increasing penetration of innovative and existing oyster products into new and existing markets Profitability: just increasing volume or the price might not be a profitable move for an oyster business. Recognition that whatever initiatives it has, the aim for the Consortium will be to lift profitability Increasing penetration: Many people dont know a whole lot about oysters and generally people dont mind either way whether they eat a prawn, an oyster or goats cheese on a cracker the aim here is to have more people eating more oysters more often by thinking about them more often Innovative & existing products: May not achieve this with oysters served in the same old way and this aspect of the aim is about trying to fit the product to the situation New & existing markets: This refers to new locations (domestic & export) and new market situations

    19. Words of advice for the Consortium: price (without understanding consumer needs) volume lift profitability Aim to sell to more new customers AND more to existing customers Make the product available where people want it Make more people think of oysters more than just as Christmas and Easter food eaten in the same old way People dont think much about oysters. Dont divide R & D and market $ between Pacifics & SROs In August, one the CRC partners who are specialists in marketing assessed the industrys recent market & supply chain reports & recommendations free of charge!! It had the following words of advice: * Inc price (without understanding consumer needs) will just put a sour taste in peoples mouth & reduce volumes, not lift profitability * Aim to sell to more new customers AND more to existing customers * Make the product available where people want it * Make more people think of oysters more than just as Christmas and Easter food eaten in the same old way * People dont think much about oysters. Dont divide R & D and market $ between Pacifics & SROs In August, one the CRC partners who are specialists in marketing assessed the industrys recent market & supply chain reports & recommendations free of charge!! It had the following words of advice: * Inc price (without understanding consumer needs) will just put a sour taste in peoples mouth & reduce volumes, not lift profitability * Aim to sell to more new customers AND more to existing customers * Make the product available where people want it * Make more people think of oysters more than just as Christmas and Easter food eaten in the same old way * People dont think much about oysters. Dont divide R & D and market $ between Pacifics & SROs

    20. Early stage strategies: Work with chain partners to increase availability and presentation of quality oysters Broaden base use of oyster product (value adding/ innovation /product development) Increase processing & distribution to serve underserviced domestic markets (& look at export) Health benefits of seafood / oysters Through chain national oyster brand supported by industry & chain partners based on a standard Early stage strategies from meeting in August: -- it is understood that if the industry tries to market on its own it will continue to lose margin to the middle men and still encounter their handling practices that can plague the industry. These strategies need upfront agreement and joint effort with the supply chain if the industry is to reap rewards: Work with chain partners (wholesalers, processors, etc) to increase availability and presentation of quality oysters * Broaden base use of oyster product (value adding/ innovation /product development) * Increase processing & distribution to serve underserviced domestic markets (& look at export) * Health benefits of seafood / oysters * Through chain national oyster brand supported by industry & chain partners based on a standard Early stage strategies from meeting in August: -- it is understood that if the industry tries to market on its own it will continue to lose margin to the middle men and still encounter their handling practices that can plague the industry. These strategies need upfront agreement and joint effort with the supply chain if the industry is to reap rewards: Work with chain partners (wholesalers, processors, etc) to increase availability and presentation of quality oysters * Broaden base use of oyster product (value adding/ innovation /product development) * Increase processing & distribution to serve underserviced domestic markets (& look at export) * Health benefits of seafood / oysters * Through chain national oyster brand supported by industry & chain partners based on a standard

    21. Watch this space The Consortiums marketing working group will be building projects that can be funded over the next months. Long and short is watch this space The Consortiums marketing working group will be building projects that can be funded over the next months. Long and short is watch this space

    22. Everyone in this room knows that marketing cannot be attempted without understanding the supply chain the role that processors, wholesalers and distributors play in getting your product to market in the condition and presentation that you sent it. This graph is a quick overview of the supply chain of the oyster industry. It is long and it is complicated. It is also relatively unknown what the costs, returns and margins are of others in the supply chain pay this can effect a farmers bottom line. Consortium has approved a project that will analyse the industrys supply chain. The project is planned to be completed by the end of this year. Everyone in this room knows that marketing cannot be attempted without understanding the supply chain the role that processors, wholesalers and distributors play in getting your product to market in the condition and presentation that you sent it. This graph is a quick overview of the supply chain of the oyster industry. It is long and it is complicated. It is also relatively unknown what the costs, returns and margins are of others in the supply chain pay this can effect a farmers bottom line. Consortium has approved a project that will analyse the industrys supply chain. The project is planned to be completed by the end of this year.

    23. Measuring farm performance & profitability. Why? Businesses can guage their profitability against the industry average Businesses can target areas of inefficiences Consortium can direct funds to areas where all businesses have the same inefficiency or high cost eg a labour intensive handling method

    24. Scope Engage 20% of national production Productivity - yields/ha, survival, etc Financial - unit costs, labour, ROI, etc Goal - 30% of industry actively using benchmarking in farm management Collaboration - genetics, market, E&T

    25. Consortium approved project for 2009 Producing a software tool to assist farmers make decisions to improve profitability Employ a project officer for the long term not just a project for 1 year Working group of NSW, SA & Tas industry to design and direct project Consultant appointed Consultant educated in a field trip

    26. Higher Education PhD Program (40 PhDs) Masters (10) Honours (10) Focus on Industry ready graduates Industry training Conduct trainings to meet industry needs using a range of media Travel bursaries and exchange programs ID barriers to recruitment Research on techniques for retail training Conduct the training required to assist participants to implement Seafood CRC findings using a combination of accredited vocational and educational training courses, non-accredited, structured industry learning activities and expert workshops/short courses (Master Classes). Provide travel bursaries, organised learning activities in Australia and overseas and visiting experts to enable CRC new breed managers to gain experience in other seafood businesses, to bring new technologies into the CRC to enhance personal skills in leadership, innovation and entrepreneurialism. Work with Participants to identify barriers to recruitment and develop solutions that highlight opportunities in the industry to potential employees and assist Participants to become better employers. Conduct research to identify the best available techniques for training staff at the customer interface in high-value fresh food industries, use the research to develop entirely new training techniques for seafood retailing and hospitality, pilot the techniques and, if successful, provide support for a new national seafood retail and hospitality training programConduct the training required to assist participants to implement Seafood CRC findings using a combination of accredited vocational and educational training courses, non-accredited, structured industry learning activities and expert workshops/short courses (Master Classes). Provide travel bursaries, organised learning activities in Australia and overseas and visiting experts to enable CRC new breed managers to gain experience in other seafood businesses, to bring new technologies into the CRC to enhance personal skills in leadership, innovation and entrepreneurialism. Work with Participants to identify barriers to recruitment and develop solutions that highlight opportunities in the industry to potential employees and assist Participants to become better employers. Conduct research to identify the best available techniques for training staff at the customer interface in high-value fresh food industries, use the research to develop entirely new training techniques for seafood retailing and hospitality, pilot the techniques and, if successful, provide support for a new national seafood retail and hospitality training program

    27. About $40,000 spent from the CRCs Education & Training budget to date on oysters Two PhD on oysters funded to date PhD B2.08 Human enteric viruses in Australian bivalve molluscan shellfish Protecting the safety and quality of Aust Oysters using predictive models integrated with "intelligent" cold chain technologies B1.14 (Judith Fernandez) Proactive Control of Oyster Spat Production by Controlling Microbiological contamination Can consider training in all areas of Genetics, Benchmarking, Market/Supply Chain, Animal Health

    28. Seafood CRC new grants/bursary strategies Industry Bursaries 10 x $10,000/yr adopting new technologies, changes, etc Research Travel Grants 10 x $10,000/yr researchers/students Visiting Scientist Scheme Oyster Consortium to fit its project ideas into the CRCs strategy in order to attract funds These are brand new: Round 1 released only on Monday. All applications to the relevant Program Manager by 10 Oct and to Communications & Education Manager by 15 Oct. Industry bursaries CRC interested in funding industry member who would like education/training in: ? Seafood processing and packaging ? Seafood retailing and market research ? Seafood trade and market access ? Other activities that fit the aims of the Seafood CRC These are brand new: Round 1 released only on Monday. All applications to the relevant Program Manager by 10 Oct and to Communications & Education Manager by 15 Oct. Industry bursaries CRC interested in funding industry member who would like education/training in: ? Seafood processing and packaging ? Seafood retailing and market research ? Seafood trade and market access? Other activities that fit the aims of the Seafood CRC

    29. At the risk of abusing this guy Ill leave you with this image. In summary, Oyster Consortium : * is a partnership of Australian industry with R & D providers using a leveraged budget of industry and Government funds. It will be around until 2014 Has main aim of increasing industry profitability and has prirotiy in areas of genetics, benchmarking, marketing This is just the start and we the end should involve the industry looking more profitable than it is now. At the risk of abusing this guy Ill leave you with this image. In summary, Oyster Consortium : * is a partnership of Australian industry with R & D providers using a leveraged budget of industry and Government funds. It will be around until 2014 Has main aim of increasing industry profitability and has prirotiy in areas of genetics, benchmarking, marketing This is just the start and we the end should involve the industry looking more profitable than it is now.