MODUS OPERANDI

Transcription

1 MODUS OPERANDI Commonwealth Fisheries Association 0 P a g e

2 INTRODUCTION The Commonwealth Fisheries Association (CFA) is the peak body representing the collective rights, responsibilities and interests of a diverse commercial fishing industry in Commonwealth regulated fisheries. Founded in 2002, the CFA goals are to; Enhance the environmental sustainability of our fisheries; Enhance the economic value, benefits to society, and profitability of our industry; Strengthen security of access to our fisheries; Facilitate research, development and extension of programs to improve the sustainability and profitability of our fisheries and industry; Reduce regulatory complexity and costs on our industry; and, Foster pride within our industry for our achievements, our role in society, and our care for the marine environment we live and work in. The CFA is a politically independent professional association. Its membership is across all facets of the wild catch fishing sector. CFA plays a key role as a major contributor to the formulation of effective and responsible fisheries policies. This Modus Operandi (the MO) sets out the framework of operations of business for CFA the next two years, and is in essence an agreement between CFA s management, its Board and its Members. This MO identifies and establishes agreed actions and priority issues within the framework of CFA s overarching goals to be addressed in the period The practical significance of CFA s involvement in fisheries management and research development processes is a long term improvement to the efficiency, productivity and profitability of Australia s wild catch fisheries. This leads to a better managed and strengthened wild catch fishery and operating environment, for CFA s members. The CFA Board and staff bring a wide range of knowledge and experience from across a diverse fishing industry and association management. The MO will be subject to annual review and may be updated to reflect evolving priorities for the CFA.

3 CFA VISION Formed in April 2002 the CFA is a non-profit organisation whose vision is to represent and advance the Commonwealth Fisheries industry. The CFA s Vision is recognised leadership in sustainable and profitable wild capture fisheries CFA ACHIEVEMENTS The CFA has strengthened its governance and performance with achievements including; 1. Successfully calling on the Government to exempt the fishing industry from the Carbon Tax; 2. Successfully campaigning Government to maintain the fuel tax credit scheme; 3. Progressed an initiative with Pricewaterhouse Coopers to allow industry to claim their research and development levies; 4. Provided leadership and coordination of an industry response and highlighted to Government the detrimental impacts from the Commonwealth Marine Bioregional Planning process. CFA was successful in obtaining an election commitment from the Coalition to suspend and review the marine bioregional process; 5. Major amendments to the Australian Fisheries Management Authority (AFMA) Quota Administration Policy review for the betterment of quota managed fisheries; 6. Positive results for industry in the review of the Commonwealth Harvest Strategy and Bycatch policies; 7. Achieved a commitment from Government to a Productivity Commission inquiry on regulatory burden; and, 8. Successfully received a Government grant to assist exporters with a national residue survey; There still remains much to be done in terms of improving CFA s performance and reaching its goals through rebuilding of its corporate and financial resources. CFA TODAY As the CFA moves into the period it is important to be aware of the context within the organisation operates. The CFA is a leading professional association for the wild catch commercial fishing industry in Australia. CFA staff is minimal, with one paid full time Executive Officer and a part time paid public officer. The CFA Chair and Board are volunteer members. Brand value In order to continue to build brand value to CFA constituents, focus is given on providing services that have integrity, are knowledge based with a high degree of communications. Administration CFA s administration team including the Staff, Chair and the Treasurer provide support to all areas of CFA. It is the administration team that oversees budgets and projects for CFA, and also provides the skills necessary to consult with internal and external constituents. Business Business includes the day to day operations of the organisation including finances, governance and general administration. In addition to these, CFA also aim to represent and support the CFA membership by; 1. Improving consistency and clarity of membership value of CFA; 2. Provide up to date communications of any developments within industry, CFA 2 P a g e

4 achievements, changes to regulations and current research; 3. Review CFA Governance to assure effectiveness and efficiency of service delivery to members; 4. Recognise and celebrate the achievements of the profession; and, 5. Grow membership of CFA over the life of this MO. Consultation The consultative focus for the CFA staff and Board is structured around the three priority pillars. These were identified by the CFA Board in 2013 as part of developing this MO. The priority pillars are; 1. Security of access; 2. Efficient regulation; and, 3. A competitive industry These pillars provide the framework for grouping priority actions to be addressed, and under this structure the issues that CFA will provide consultation for the period are identified. 1. SECURITY OF ACCESS Relating to: Marine Protected Areas; Offshore Constitutional Settlement; Resource Sharing; and, Access rights. 2. EFFICIENT REGULATION Relating to: Policy development; Harvest Strategy By catch Eco system Research frameworks. 3. A COMPETITIVE INDUSTY Relating to: Reducing costs to industry; Cost recovery review AFMA budgets and cost associated with fisheries management and research Productivity of Australia s fisheries; Production volumes Developing new fisheries Investigating markets CFA s aim is to increase opportunities to consult on behalf of its members, whether through obtaining contracts from Government agencies or private sectors such as the oil and gas industries. These consultative arrangements must never compromise CFA s goals and must align with the three priority pillars. CFA s consultative services must never compete directly with regional fishery specific associations, and often these regional associations are the appropriate vector to conduct such consultation on behalf of their fishery. Consultative arrangements will entered into if it can be demonstrated that it is of benefit to the majority of CFA members and/or Commonwealth concession holders.

5 WHO ARE CFA CONSTITUENTS CFA constituents are classified as internal and external. MEMBERSHIP TODAY The current membership of CFA in can be explained using the following metrics 1 ; Voting membership in Corporate Number of members who renewed 4 Number of members who did not renew 0 New members 0 Retention rate 100% Growth rate 0% Association membership Number of members who renewed 7 Number of members who did not renew 0 New members 1 Retention rate 100% Growth rate 14% CFA builds relationships and meets regularly with internal and external constituents. CFA currently comprises voting membership covering 90% of Commonwealth fishery-specific industry Associations. In addition a number of Commonwealth fishers have chosen to join as individual members where they have no fishery-specific Association to represent them. Some members have also contributed significantly to CFA via Corporate membership which is additional to their continued membership via fishery-specific associations. CFA Corporate members represent three of the largest companies operating in Commonwealth waters. Individual Membership Number of members who renewed 8 Number of members who did not renew 2 New members 0 Retention rate 80% Growth rate -20% Although CFA retention rate for membership is high, growth opportunities are limited with Associations and Corporate supporters. Individual membership from fishery-specific areas without associations could be increased. 1 Adapted from Strategic Membership Solutions 4 P a g e

6 MEMBERSHIP RETENTION & DEVELOPMENT Membership revenue can contribute to the growth of CFA however increasing new membership should be underpinned by efforts to satisfy the current membership to maintain high membership retention rates. The retention of current membership will be based upon achieving the deliverables within this MO, notably; 1. Providing consistent service and representation; 2. Improving the CFA branding and profile; and, 3. Securing consultative arrangements with Government agencies that support CFA administration and delivery of services. INCREASING REVENUE An increase in revenue either through consultative contracts or membership growth provides potential benefits to existing members and CFA itself in terms of; 1. A greater ability to provide an influential voice in representing the profession to Government; 2. Greater efficiencies in CFA service delivery; and, 3. Increased capacity to deliver services and representation. Financially, the CFA is currently in surplus and is in a good position to invest in the development of the organisation to enhance the delivery of services. The opportunity exists for CFA to represent industry to Government and other stakeholders at the Commonwealth level, as there is no other Commonwealth body that offers these networks and support. While a number of more regionally based, fishery specific associations are present that are better equipped to respond at a fishery level, it is CFA that Government seek to consult with at the Commonwealth level. 5 P a g e

7 IMPLEMENTATION SHORT TERM (1 YEAR) 1. Satisfaction and needs survey for members a. Membership Drive to increase voting membership b. Increase Associate Memberships c. Increase Ordinary Memberships 2. Membership Engagement Policy 3. Issues engagement model and register 4. Communications Strategy 5. Increase CFA brand value and identity MEDIUM TERM (1.5 YEARS) 1. Review of CFA governance structure 2. Review of CFA s reporting structure 3. 5 year Strategic Plan 4. Increase consultation contracts 5. Provide more efficient service delivery for constituents, both external and internal 6. Satisfaction and needs survey for members a. Increase Individual membership retention and growth rate b. Increase Associate Memberships c. Increase Ordinary Memberships LONGER TERM (2/3 YEARS) 1. Increase in CFA revenue through memberships and other sources of funding to maintain a surplus 2. Governance Structure a. Established Commonwealth organisation that provides a range of services to the seafood industry b. Increase in consultative contracts with Government agencies and private sectors 3. Retain Membership levels for all categories MONITORING The CFA Staff and Board will be responsible for monitoring and reporting the outcomes of the MO to the membership. As a minimum, these will include: Quarterly reports to CFA Board; An annual review of the Plan; Annual financial accounts; and, Annual report. These reports will include performance against implementation benchmarks identified in this MO. 6 P a g e