Wallis Lake Fishermen's Co-operative in NSW is people-driven »

And ensures the best local catch goes to the locals

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Suzie McEnallay, Wallis Lakes Fishing Co-op

Suzie McEnallay, Wallis Lakes Fishing Co-op [©Spiro Rokos]

Heading out on the Fishing Boat, Wallis Lakes Fishermens Co-op
Taking the Fishing Boats out n the Water, Wallis Lakes Fishermens Co-op
Greg Colby, Wallis Lakes Fishermens Co-op
Danny Elliott, Wallis Lake Fishermens Co-op


The success of the Wallis Lake Fishermen's Co-operative is clearly driven by its people – they're the sorts who face and take on the many challenges of working in the natural environment and increasing regulation. In fact, the passionate people behind the Co-op have overcome dire circumstances with some hard solutions that worked.

Andy Day and Cam Cansdell* visited Foster Tuncurry and the Wallis Lake Fisherman’s Co-operative and write of the experience:

Established in 1947 to become the voice of the local fisherman in the area of Forster Tuncurry and the central receiving depot to handle the daily catch & distribution, the Co-op members today are made up of the children, grandchildren and great grandchildren of the original fisherman.

The co-operative itself stands not to make a profit (and hopefully not a loss!) but to represent the collective will of its members and improve the profitability and welfare of the 50 active and 40 non-active shareholders.

70% of the Co-op's activities on the water take place on Wallis Lake itself and its surrounding estuaries and this is where we find ourselves today, observing and absorbing the passion of the Co-op’s Operations Manager Suzie McEnallay, member Danny Elliott and the Co-op Chairman Greg Colby.

Blessed with blue skies and crystal-clear water for the day it’s easy to be lulled into the belief that life’s a breeze here in paradise.

However, like many primary production industries the fishing community faces pressures. Several years ago the Co-op found itself on its knees in a state of financial disrepair, facing bankruptcy, and fighting to keep shareholders.

Droughts affect the Co-op just as badly as agricultural industries inland and on the coast. A lack of rain means a lack of nutrients entering the estuaries, in turn providing less food for the aquatic food chain and reducing fish stocks.

Commercial pressures and compliance with regulations are constantly evolving and can only be properly managed by a collective – “how do we market our 3 ‘U’s (undervalued, under fished, underused species)?”,”how do we best make people aware this is Australian fish, and not imported?” and “how do we do business with Woolworths and not get pressured?”

The most impressive lesson from today was learning not WHAT the challenges were but rather HOW and WHY the community took them head on.

Facing bankruptcy less than a decade ago the Co-op’s board of directors made the bold decision to effectively ‘freeze’ shares, meaning no member could sell their share(s) until 2019. This was a clever solution to secure what capital the co-op had at the time and create an ongoing commitment from their members (a large proportion of whom are now the non-active shareholders having since retired) that the co-op must endure and succeed for the individual shareholders to themselves survive.

Beyond that the shareholders effectively bought more shares to build up the Co-op's capital and help it pay off debts. Only a tight community has the courage to band together at such times, and only an extraordinary one has the strength to survive it.

They face the distinct possibility of running out of fisherman over the next 30 years with an average active shareholder age of 54. This is further compounded by a stemming of generational fishing families; the next generation are either told not to or don’t want to become professional fishermen.

With almost no young, skilled fishermen coming through the ranks in the next decade, it was vitally important for the Co-op to assist 18 year-old Jack in securing a grant from the Rural Assistance Authority to begin the process of acquiring fishing license endorsements so that they could build up and sustain their shareholder base.

The process to obtain a commercial fishing license in NSW is quite a lengthy and intricate process. Even the government's own guide to commercial fisheries says that ‘due to the complex nature of the NSW commercial fishing arrangements it is impossible to produce a simple guide that is guaranteed to fully explain all aspects. The law and policies are also subject to change, so anyone who wishes to fully understand all elements of the current arrangements must not rely solely on this guide’.

And by working with the FRDC (Fisheries Research and Development Corporation) the Co-op can more effectively influence, through education and research, the market factors that create the “3 U’s” and can generate a better revenue stream by successfully marketing species like Luderick and Mullet that are in such strong supply in Wallis Lake.

The Wallis Lake Fisherman's Co-operative is blessed with a wealth of pristine resources and hard-working, passionate individuals that form a sum greater than all the parts. Their methods and resourcefulness are the key to their success and something to be admired and imitated by any business willing to create a more collaborative and egalitarian environment for business.

This story was first published online by Appetitite for Excellence and is reproduced here with their kind permission.

Appetite for Excellence is a national hospitality awards program that recognises and awards the next generation of industry-leading talented chefs, waiter and restaurateurs.

*About the writers:

Andy Day was named 2016 Electrolux Appetite for Excellence Young Waiter of the Year and Cam Cansdell was named 2016 Electrolux Appetite for Excellence Young Restaurateur of the Year.


  • North Coast (Wine) (NSW)
  • North Coast NSW (NSW)

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March 08th, 2017
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