Tell Us What You Think: Mission and Vision for the National Peak Body

Written by Clive Perryman and Katherine Winchester 

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For those of us who participate in our respective associations, developing a mission and vision statement may seem like a lot of time is wasted arguing over words for little reward. However, get the statements right and they provide direction and a source of inspiration for the organisation.

The Task Force is seeking input from industry on the draft statements below. Once clear on the mission and vision, refining an appropriate body structure and funding mechanisms becomes more feasible. Structure and funding is developed in a way to ensure that the mission and vision can be met. All elements are then tied together with the broader communications strategy.


Promote, protect and develop the interests of the Australian seafood industry.



<INSERT PEAK BODY NAME> will ensure a respected and prosperous Australian wild catch, aquaculture and post-harvest seafood industry now and for future generations.


Why do we need a mission and vision?

  • Provides direction to what the National Peak Body’s purpose and role is;
  • It is the ‘selling’ statement to its potential members;
  • Tells us what the National Peak Body will aim for and what it will and won’t do;
  • Improves understanding and brings people together who share and support the statements.


Throughout the consultations to date, people have stated something along the lines of ‘I need to have a clear direction about what you are going to do with my money before you start asking me to sign up/invest’. Getting the two statements right is an important first step in painting this picture.


How do we develop a mission and vision?

In drafting mission and vision statements, we looked at feedback from the United Seafood Industry’s project consultation, the United Seafood Industry Forum, and ten years of National Seafood Industry Leadership Program vision and mission statements. Further background to the thinking that guided us can be viewed here. In order to have the first crack at getting the words right we needed to understand:

  • What the seafood industry wants and needs from a peak body;
  • What makes this Peak Body different to those that currently exist.


A National Peak Body could:

  • Create a first point of contact at Federal level
  • Strengthen and co-ordinate the sense of belonging and pride to seafood industry
  • Unite the seafood industry nationally
  • create more effective communication for industry by overseeing and setting national level communication strategies
  • Create an environment that supports Australian seafood industry businesses to flourish
  • Deal with national issues affecting more than one state/sector


Specific objectives would be created for it, which might look something like:

  1. Engage both the Federal government and the Australian community on marine planning including Marine Protected Areas
  2. Pursue continuation of the Federal diesel fuel rebate
  3. Provide a focal point for broad Australian seafood promotion and communications
  4. Provide input to international negotiations, such as the Free Trade Agreements


A National Peak Body cannot:

  • Solve every issue on behalf of industry
  • Duplicate the good work currently existing at the fishery/State level or dictate and influence their structure and governance arrangements
  • Negotiate for management changes in a particular fishery/sector
  • Link to all the State/Territory/Commonwealth fisheries
  • Negotiate access arrangements between recreational and commercial fishing groups in a particular region


How are the mission and vision statements to be used?

These statements guide decisions of an organisation regarding strategic direction and priorities. They are also important to people outside of the organisation, including potential members, as they communicate important information about the organisation’s values and purpose.

We trust that you can appreciate the importance of getting these statements right, which is why we are inviting suggestions to improve them. Please take the time to tell us what you think. Are we close? Have we got it right? Have we got it wrong?

Send us your thoughts by emailing by 26 May 2016.

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