Organization

Organizational Structures and Strategies for the Hard Clam Aquaculture Industry in Florida

Investigators:
Leslie Sturmer, University of Florida, Cooperative Extension Service
Dr. Chuck Adams, University of Florida, Food and Resource Economics Department

Funding:
U.S. Department of Agriculture, Risk Management Agency under the Targeted Commodity Partnerships for Risk Management Education Program

Time Period:
2002 - 2003

Objectives:
The culture of hard clams represents the fastest growing segment of Florida's aquaculture industry. Like land-based agriculture, the emergent clam industry faces challenges and threats that limit yield, efficiency and profitability. These can not be met successfully on an individual basis, but must be faced through an unified industry approach. The specific objectives of this project were: 1) To provide educational opportunities for members of the hard clam aquaculture industry in Florida by introducing clam growers to several successful aquacultural and agricultural industry organizations through workshops, 2) To let growers become aware of the need for working together on common industry issues through an organizational structure, and 3) To characterize the structures of successful agricultural and aquacultural organizations in Florida and the U.S. and to identify strategies within those organizations that provide the resources needed to solve industry problems.

Accomplishments:
Workshops
So what do catfish, strawberries, and fancy swordtails all have in common? Each have effective growers organizations that provide support to their industry through marketing and promotional efforts, and research and educational programs. Representatives from The Catfish Farmers of America, the Florida Strawberry Growers Association and the Florida Tropical Fish Farmers Association met with clam growers during November 2002 in Tampa to share information on the challenges of starting an effective organization. A summary of what was presented as well as recommendations made by these groups to the Florida clam culture industry is included in the January 2003 issue of The Bivalve Bulletin.

A session held as part of the Annual Hard Clam Culture Industry Meeting in Ocala during November 2003 allowed representatives from the Florida Fruit and Vegetable Association, Florida Poultry Federation and Florida Farm Bureau to give their perspectives on how to organize, create revenue, and provide services for commodity groups. During this session, representatives from 2 regional clam growers associations voiced their opinions on why the clam aquaculture industry should consider developing a statewide organization to represent the industry's interests.

Through these educational workshops, clam growers were introduced to several successful agricultural and aquacultural organizations. These organizations provided case studies or examples of what other commodity groups have had to undergo to develop representation and resources needed to solve common industry problems. Shared experiences with representatives of these organizations provided insight for clam growers in developing and adopting an effective strategy that will meet their industry needs.

Organizational Assessment
What makes a successful industry organization? To answer this question, an assessment of successful and relevant agriculture and aquaculture organizations in Florida and the U.S. was conducted during 2003. The information gathered from this assessment is available in a report entitled Organizational Structures and Strategies for the Hard Clam Aquaculture Industry in Florida, which provides suggestions, advice and options for organizational development. Highlights from this report follow.

Of the 85 organizations identified and mailed surveys in this study, 30 responded. Half represented aquaculture industries and half represented agriculture commodities like dairy, vegetables, fruits and poultry. Non-profit trade organizations were the common structures representing a majority of the respondents. Yet, these fell under several IRS tax classifications. The remaining were structured under a cooperative and one was a state agency.

Membership dues were the primary source of revenue for these organizations. There were various types of dues reported, which ranged from flat fees to production and acreage-based assessments, as well as check-off programs and marketing orders. A fixed rate dues, with an average of $100, was reported by the majority using a voluntary dues structure. Several implemented a dues structure that was assessment based but had fixed rate categories and some were based purely on an assessment. Regardless, all were implemented on an honor basis. The organizations utilizing mandatory structures represented large industries and strong memberships. Additional methods of generating revenue are included in the report.

The core of an organization is their board of directors. This study indicated boards ranged in size from 5 to 38 directors, with an average of 14. Most were elected, and some appointed. Over 80% had paid administrative staff with 1 to 4 full-time positions. Those remaining either sought partial services or relied on volunteer time from members. Most organizations reported having an open membership and over half had representation from multi-states or multi-commodities. Responding organizations ranged in size from 17 to 9,000 members. On average, membership represented about 60% of the total industry. Although size related to the size of the industry, it did not seem to have a relation to the activities the organization participated in or services offered to members. Services fell into three categories: lobbying/advocacy, promotion/marketing, education/communication.

Respondents provided insight into key issues that needed to be considered before developing an organization. Several referenced obstacles that could interfere in the process. Finally, respondents provided advice for aspiring organizations based on their own experiences. Common themes were: prioritizing issues, earning participation by majority of the industry, gaining commitment of industry leaders, and hiring a professional staff. Based on survey findings, the report also provides several options the Florida clam industry could evaluate in assessing how to organize through a unified approach, including maintain status quo, join an existing organization, or create a statewide organization.

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