Organization

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

(253 KB)

Summary

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, 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.

Back to Pubs and Tools

For website comments or problems, please contact the Webmaster.