16
JULY 2015 1 POSITIONING THE AUSTRALIAN SHEEPMEAT INDUSTRY FOR FUTURE SUCCESS
JULY 2015 1
Positioning the AustrAliAn sheePmeAt industry for future success
JULY 20152
SISP 2020 provides a clear statement of where the industry wishes to be by 2030 and how it proposes to get there. It serves as a blueprint and call to action to all parts of the industry, especially those charged with allocating resources towards research, development, extension, marketing and other industry services. These organisations include both service providers and co-funding bodies such as state governments whose input to this plan have been, and will continue to be, invaluable.
SISP 2020 has been developed under the guidance of the Sheepmeat Council of Australia (SCA). It is very strongly aligned to and nests within the overarching framework provided
for the red meat industry through the Meat Industry Strategic Plan 2015-20 (MISP 2020). MISP 2020 has a strong foundation in ‘bottom-up’, sector-by-sector economic modelling based on expert input from all sectors of the red meat industry. The modelling has informed and provides confidence in the priorities set out in this plan.
The development of SISP 2020 has also taken account of the various plans and strategies that guide individual agencies, corporations and entities servicing the sheepmeat industry. A wide range of stakeholders were consulted and an industry-wide survey of priorities was conducted in May-June 2015.
About This PlanThe Sheepmeat Industry Strategic Plan 2015-20 (SISP 2020) sets out the sheepmeat industry’s strategic priorities for the coming five years. The plan has been developed with a focus on 2030 – fifteen years time – because certain important decisions to be made now will only start to exert a major influence some years after the life of this plan.
The Sheepmeat Council of Australia (SCA) is the peak industry council that represents and promotes the interests of lamb and sheepmeat producers in Australia. The SCA is recognised as the prescribed industry body by the Australian Meat and Livestock Industry Act 1997. Its members are the state farmer organisations. In turn, the SCA is a member of the Red Meat Advisory Council (RMAC) and works closely with the National Farmers Federation (NFF).
Organisational Responsibility
The core business of the SCA is policy development, lobbying and scrutinising the performance of and setting the strategic imperatives to be pursued by levy-funded bodies, in particular Meat & Livestock Australia (MLA), Animal Health Australia (AHA) and the National Residue Survey (NRS).
The SCA acts as the custodian of SISP 2020 and has consulted with the production, processing and live export sectors throughout its development. Importantly, the success of SISP 2020 will be largely determined by the strength of partnerships formed between industry participants along
the supply chain and the service organisations and private sector companies that support them. Whilst the lead organisations for specific activities are included in the plan, it is anticipated that government and industry organisations along the supply chain will work together to deliver the plans outcomes.
The sheepmeat industry has a long and successful history of co-investment with state governments in research, development, extension and related industry development activities. The same is true for collaboration with the wool industry
(through WoolProducers Australia and Australian Wool Innovation). Many sheep producers now regard meat and wool as genuine co-products of their enterprises. Equally, collaboration in areas of mutual benefit is required with the grassfed beef and grains industries.
To deliver the ambitious outcomes described in this plan, it will be imperative that all stakeholders collaborate constructively where it is appropriate to do so, in order to maximise the return on resources and avoid duplication.
JULY 2015 3
The Australian sheepmeat industry is a model of efficiency. All parts of the value chain are focused on satisfying their next customer and ultimately the consumer and each participant is rewarded according to how well they contribute to this goal. Product performance data flows seamlessly from seedstock producers through the value chain to consumers and back, creating a cycle of continuous improvement. Electronic data systems, measurement technologies, a comprehensive language and a
culture of collaboration all enable and facilitate this flow. In particular, the exchange of information between producers and processors has been instrumental in improving product quality and consistency and reducing costs.
Sheepmeat producers and their value chain colleagues are profitable and proud to be part of their industry. They are savvy business people applying cutting edge technologies to optimise their enterprises. At the farm
level, genetics, pasture and animal management and the use of the latest information technology are all focussed on the one thing – improving the quality of the product.
The industry reached this point through the wisdom of decisions taken over the previous half century. In 2015, the industry’s strategic plan established several of the foundations that now underpin the industry.
It is 2030. Australian lamb is a highly valued meal across the globe and is recognised for its exquisite flavour, tenderness and consistency. While it commands high prices consumers know exactly how the product will perform under given cooking methods. Australian lamb and sheepmeat products are trusted for their safety and their integrity, and are known to have come from farms that care for their sheep and for the environment in which they are raised.
The Sheepmeat Industry : A Vision For 2030
1. Systems in place that allow information flowing up and down the value chain to aid decision making and improve quality at all stages.
2. Reduced losses in the national flock including marking rates increased by 5 percentage points and ewe mortality rates decreased by 1 percentage point.
3. The successful definition and marketing of a yearling product: 1.39 million head underpinned by Meat Standards Australia (MSA) without compromising the lamb category.
In 2030 – and indeed now – Australian lamb is a premium product. Maintaining or building its premium position must be a top priority for the industry because this delivers high prices and potential profits to all sectors of the industry. A premium positioning of any product, if lost, is extremely difficult to re-gain. Everything about Australian lamb (eating quality, presentation, ethical integrity and safety) must justify its premium price or consumers will lose faith and confidence in it.
Achieving The VisionAustralian lamb and sheepmeat products are high quality, highly demanded products globally
4. Improved access of Australian sheepmeat to key global markets: new market opportunities valued at $61 million by 2020 and $334 million by 2030.
5. The establishment of a collaborative sheep innovation centre to succeed the Sheep CRC in 2019.
6. Continuous improvement in product quality: quality increased by 2 MSA consumer points by 2020 whilst maintaining or improving lean meat yield.
This plan describes the priority activities that need to be undertaken over the next five years to ensure the industry’s vision is achieved. From these, the following outcomes are the most critical:
JULY 20154
Major economic modelling was undertaken as part of the development of MISP 2020. While the focus of that modelling was on the red meat industry as a whole, specific data for the sheepmeat industry were extracted and used in the development of this plan.
Sheepmeat Industry Strategies 2015-20Benefits
The modelling estimates that, if all of the activities in the MISP 2020 pertinent to the sheepmeat sector were to be undertaken at an annual investment of $58 million, the plan would deliver increased net industry income of $728 million by 2020 and $3.49 billion by 2030 on the baseline projection. The overall benefit cost ratio is 2.8:1 at 2020 and 5.7:1 at 2030.
Note that the net increased industry income (benefits) equates to the total value derived from investments to offset ‘downside risk’ and capitalise on ‘upside opportunity’, as shown in the graphic (2030 figures).
The estimated economic benefits for each of the themes are described in the respective sections following.
The priority areas for sheepmeat industry investment over the next five years are presented below under a series of 11 Themes. These themes are not listed in order of importance – rather, they are ordered to align with the corresponding ‘Priorities’ of the MISP 2020.
Themes
$m
2500
2000
1500
1000
500
0
-500
-1000
-1500
-2000
Downside risk Upside opportunity
JULY 2015 5
Wellbeing of the animals within our care
1 For each SISP theme, figures are taken from economic modelling undertaken as part of the development of MISP 2020
2 The organisation(s) with primary responsibility for the activity are listed here. Other organisations such as State and Commonwealth agencies and other levy funded service organisations may also be investors
THEME 1
Activity-Level Key Performance Indicators•Therearemeasurable
improvements in animal welfare across the entire livestock supply chain
•Preparednessplansforan emergency disease outbreak are maintained and regularly tested, including communications
•TheNationalLivestockTraceability Performance Standards for sheep are met
•Thecostofendemicdiseases, including internal and external parasites, is reduced by $3 million by 2020 and $69 million by 2030
Theme OutcomeIncrease in community support for sheep industry practices on 2015 baseline
Estimated Industry Benefit at 20201
An annual investment of $7.6m is estimated to deliver a net increase in industry income of $148m by 2020 ($760m by 2030). The overall benefit cost ratio is 4.3:1 at 2020 (9.2:1 at 2030)
Imperatives Key Activities Responsibility 2
1.1
Continuous improvement of sheep health & wellbeing
Monitor and actively respond to community perceptions and concerns about sheep industry practices across the entire supply chain
Collaborate with state (industry and government) extension networks and the Livestock Biosecurity Network (LBN) or equivalent to promote better practices in animal health and wellbeing to producers
Achieve enhanced animal welfare outcomes through the adoption of consistent, science-based practices
Undertake RD&E to reduce the risk of compromised wellbeing of sheep and develop enhanced husbandry and management procedures
MLA, SCA, ALEC
MLA, LBN, AHA
MLA, LBN
MLA, CRC
1.2
Minimising risk and impact of emergency disease on the sheep industry
Have tools and procedures in place and train sheep industry stakeholders to reduce the risk and impact of emergency animal diseases (EADs)
Implement improvements in traceability (NLIS) along the supply chain to meet the National Livestock Traceability Performance Standards – (refer also to Theme 7)
Undertake active programs of targeted surveillance to maintain assurance of the absence of key diseases
Deliver improved diagnostic methods, enhanced understanding of and/or improved control methods for EADs
AHA, LBN, MLA
AHA, LBN, MLA
AHA, MLA
AHA, MLA
1.3
Minimising the impacts of endemic disease
Undertake an ongoing RD&E program to reduce the impacts of major endemic diseases in the national sheep flock and increase uptake of the Sheep Health Statement
Increase the flow of information from abattoirs to producers in relation to endemic disease issues to enhance decision making (refer also to Theme 7)
Improve the implementation of on-farm biosecurity processes and other tools that minimise on-farm risks of endemic diseases
Increase the proportion of producers using recommended animal health management practices and tools such as Paraboss and Winning with Seeds
Ensure that the agvet chemical regulatory reform process provides a platform for the rapid and ongoing availability of products registered for sheep use
MLA
MLA, AHA
AHA, LBN, MLA
MLA, CRC, LBN
APVMA, SCA
JULY 20156
Stewardship of our environmental resources
Activity-Level Key Performance Indicators•Newmethodologies
have been developed to enable sheep producers to capture revenue from carbon credits
•Indicatorshavebeendeveloped and regular monitoring demonstrates improvements in sheepmeat industry environmental sustainability
•Therearesignificantsavings to industry due to better control of weeds and invasive animals
•Managementstrategiesand improved climate forecasting provide technical solutions to mitigate 80% of the potential productivity falls due to climate change (estimated at -1.9% by 2020 and -8.0% by 2030)
THEME 2
Theme OutcomeMaintenance or increase in community support for the industry’s environmental stewardship practices
Estimated Industry Benefit at 2020An annual investment of $2.1m is estimated to deliver a net increase in industry income of $19m by 2020 ($200m by 2030). The overall benefit cost ratio is 2:1 at 2020 (8.8:1 at 2030)
Red meat in a nutritious and healthy diet
Activity-Level Key Performance Indicators•Consumersatisfaction
of the value of lamb and sheepmeat in a balanced diet is improved from 2015 baseline
•LambisonAustralianhousehold menus at least once per week
THEME 3
Imperatives Key Activities Responsibility 2
3.1
Positioning red meat as a preferred component in a healthy diet
Maintain consistent and fact-based dietary recommendations for lamb and sheepmeat (also relates to Theme 5)
Communicate and promote evidence-based nutrition information on lamb and sheepmeat to health professionals and the broader community
MLA
MLA
Theme OutcomeContinued consumer and health professional support for red meat as a preferred component of a healthy diet
Estimated Industry Benefit at 2020An annual investment of $1m is estimated to deliver a net increase in industry income of $6m by 2020 ($34m by 2030). The overall benefit cost ratio is 1.3:1 at 2020 (3.1:1 at 2030)
Imperatives Key Activities Responsibility 2
2.1
Minimising sheep industry impact on the environment
Undertake ongoing RD&E into technologies (and methodologies) to reduce greenhouse gas emissions (GhG) from sheep enterprises and the supply chain
Promote existing technologies and changes to management practices that have the greatest potential to reduce methane emissions intensity from sheep production
Develop new tools or systems that enable the sheepmeat industry to demonstrate its environmental stewardship
MLA
MLA
MLA
2.2
Sustainable management of the natural resource base
Support the development and commercialisation of new wild pig, wild dog, fox and rabbit control technologies and practices
Develop & provide tools to manage & control the impact of invasive weeds in sheep production systems
Develop better management systems to enhance natural resources and reduce on and off-farm impacts on the environment (soils, water, biodiversity)
MLA, IACRC
MLA
MLA2.3
Adapting to climate variability
Develop new cultivars and/or agronomic practices to improve persistence and/or quality attributes of forage plants and performance in a variable climate
Pursue improvements in climate forecasting
Undertake R&D to identify technical solutions to mitigate the potential productivity falls due to climate change
MLA
MLA
MLA
JULY 2015 7
Efficiency and value in trade and market access
Activity-Level Key Performance Indicators•Favourablelamband
mutton market access conditions are maintained in developed markets and improvements secured in at least two developing export markets
•Improvementinsheepmeat access is incorporated as an integral component of any Australia-European Union FTA negotiation / outcome
•Acloserbilateralpartnership with India results in liberalised access for lamb, mutton and associated products
THEME 4
Imperatives Key Activities Responsibility 2
4.1
Reducing economic barriers to trade
Support industry and government to defend existing favourable access conditions in export markets
Maximise Australian live sheep and sheepmeat export opportunities by seeking improvements in trade access arrangements via multilateral, regional and bilateral negotiations – especially in relation to leveraging the integrity of Australian red meat products internationally
SCA
SCA, MLA, ALEC
4.2
Reducing technical barriers to trade
Partner with the Australian Government and industry organisations to address non-tariff barriers impacting the sheep and sheepmeat sector
Undertake research to support trade reform advocacy in World Trade Organization (WTO) and free trade agreement (FTA) negotiations, with a particular focus on improving access for lamb to the European Union (EU) market and securing beneficial outcomes for sheepmeat via FTAs with India and the Gulf Cooperation Council (GCC)
Maintain or develop relationships with international peak producer groups to help identify and address market access issues
MLA, SCA, ALEC
MLA
SCA, MLA
Theme OutcomeNew market opportunities worth $61 million by 2020 and $334 million by 2030
Estimated Industry Benefit at 2020An annual investment of $3m is estimated to deliver a net increase in industry income of $61m by 2020 ($334m by 2030). The overall benefit cost ratio is 4.5:1 at 2020 (10.2:1 at 2030)
JULY 20158
Marketing & promoting sheepmeat & livestock
Activity-Level Key Performance Indicators•Thetrade(importers,
retailers, food services operators) in developed and developing export markets is prepared to pay a price premium for Australian sheep and sheepmeat products compared to other import competitors based on perceptions of food safety, integrity and quality
•Domesticmarketingefforts are shown to provide a return to Australian livestock producers of $3.80 for every dollar of expenditure
•1.39millionheadofyearling product are successfully branded and marketed (under-pinned by MSA) by 2020
THEME 5
Imperatives Key Activities Responsibility 2
5.1Developing new export markets
Identify potential new export markets for sheepmeat products and activate promotional programs to achieve demand in those markets
MLA
5.2
Developing the domestic market
Aggressively promote lamb in the domestic market, especially to maintain lamb as a routine, habitual purchase
Maintain consumer promotional efforts around specific occasions during the year (spring, Australia Day etc)
Work with retailers and foodservice operators to raise standards of presentation, quality, merchandising and promotion to ensure lamb and sheepmeat products are cuisine-relevant and competitive with alternative meat proteins
MLA
MLA
MLA
5.3
Developing existing export markets
Position Australian lamb in export markets by leveraging its generic positive attributes (product integrity, Halal integrity, consistent quality, excellent flavour, nutritional value and ease of preparation)
Encourage brands to underpin their integrity through more objective description of eating quality, and support this through consumer preference research in key markets
Undertake the necessary research for, and support the development of, a new marketing strategy for ‘yearling’ product without undervaluing the lamb category (also covered by Theme 6)
MLA
MLA, CRC
CRC, MLA
Theme Outcomes•Improvedconsumerattitude(weightedbymarketexpenditure)towards
Australian sheepmeat and livestock
•Increaseinwholesalesheepmeatandlivestockdemandindex
Estimated Industry Benefit at 2020An annual investment of $15.2m is estimated to deliver a net increase in industry income of $270m by 2020 ($648m by 2030). The overall benefit cost ratio is 3.8:1 at 2020 (3.8:1 at 2030)
JULY 2015 9
Optimising product quality and cost efficiency
Activity-Level Key Performance Indicators•Toolsaredevelopedto
provide objective and accurate measurement of all key attributes and where required, relevant changes are made to the meat and livestock specification language
•Improvementsinsheepmeat eating quality are made whilst maintaining or improving lean meat yield
•Commercialsupplychainsimplement payment options that reflect real value differences across key quality, yield and integrity attributes
•Thereiscuts-basedgrading of 4m lambs per annum, including 1.4m heavy (>25kg) carcases, with objective feedback to producers by 2020
•Accurateandtimelyindustry wide statistical information, analysis and forecasts are made available to the satisfaction of stakeholders to facilitate optimal decision making
THEME 6
Theme Outcomes•Demonstratedimprovementinqualityby2MSAconsumerpointsby2020and6points
by 2030 whilst maintaining or improving lean meat yield
•ThirtyfivepercentofAustraliansheepandlambsthataresuppliedover-the-hooksarepaid on a quality and lean meat yield basis by 2020
Estimated Industry Benefit at 2020An annual investment of $7.5m is estimated to deliver a net increase in industry income of $64m by 2020 ($555m by 2030). The overall benefit cost ratio is 1.8:1 at 2020 (6.6:1 by 2030)
Imperatives Key Activities Responsibility 2
6.1
Improving quality and compliance via enhanced supply chain information
Increase producer capacity to make management decisions and increase market compliance based on more precise feedback from processors covering product quality and animal health
Facilitate improved information flows and risk management within value chains, in some cases through lamb value chain partnerships
Collect and maintain domestic and international meat market data of relevance to the Australian meat and livestock industries
Undertake a comprehensive review of the meat and livestock specification language for lamb and sheep that delivers recommendations for enhancements
Identify and implement on-farm practices and transport pathways that positively influence eating quality while also achieving gains in lean meat yield and productivity
Develop and promote improved objective measurement technologies for key quality traits both on-farm and in abattoirs
Support adoption and build recognition of the MSA system throughout the value chain including the development and implementation of cuts-based MSA for sheepmeat
Undertake the necessary research for and support the development of a new marketing strategy for ‘yearling’ product without compromising the lamb category (also covered in Theme 5)
MLA, CRC, AHA
MLA, CRC
MLA
MLA, SCA
MLA, CRC
MLA, CRC
MLA, CRC
MLA, CRC
JULY 201510
Guaranteeing product and systems integrity
Activity-Level Key Performance Indicators•Anationaldisease
surveillance system that meets industry and government requirements is operational
•Therearenomarketaccess constraints or incidents due to deficiencies in industry integrity systems
•Allintegritysystemsalongthe entire supply chain are capable of being electronically based by 2020 and fully integrated by 2030
THEME 7
Imperatives Key Activities Responsibility 2
7.1
Livestock and product assurance through integrated integrity systems
Support the development, implementation and progressive roll-out of a fully integrated electronic system encompassing NLIS, NVD, LPA, NSHMP, NRS, SHS and MSA for adoption on a voluntary basis
Maintain and enhance the national disease/surveillance system (NSHMP) which captures information from farms, abattoirs and diagnostic laboratories and provides feedback to producers (refer also to Theme 1)
Develop and implement effective communications across industry to ensure all stakeholders understand their responsibilities and meet their obligations in relation to industry integrity systems
Ensure that residue and heavy metal monitoring continues to meet market requirements to underpin all trade through a risk management program involving property audits and both targeted and random monitoring
Optimise market access by ensuring Export Slaughter Intervals (ESI) and Withholding Periods (WHP) are regularly reviewed and updated
Conduct research to ensure food safety systems are at the leading edge of knowledge and practice
MLA, CRC, NRS
AHA, MLA
MLA, NRS, SCA
NRS
NRS
MLA
Theme OutcomesIndustry standards for process and product compliance met at all times
Estimated Industry Benefit at 2020An annual investment of $6.9m is estimated to deliver a net increase in industry income of $32m by 2020 ($240m by 2030). The overall benefit cost ratio is 1:1 at 2020 (3.2:1 at 2030)
JULY 2015 11
Production efficiency in farms and in intensive finishing systems
THEME 8
Activity-Level Key Performance Indicators•Markingratesare
increased by 5 percentage points and ewe mortality rates are decreased by 1 percentage point (refer also to Theme 1)
•Therateofgeneticgainacross the national flock is 2% per annum
•Thereisa12.5%increasein average live weight gain per day across the national lamb flock
Imperatives Key Activities Responsibility 2
8.1
Systems support to improve the farm businesses
Undertake extension activities to increase knowledge and understanding to enable decision making for productivity & profitability improvement
Provide opportunities for producers to establish producer groups and to engage in participatory learning activities
Evaluate, develop and implement technologies, tools and strategies to reduce the cost of production and to increase labour efficiency
MLA, CRC
MLA
8.2
Increasing livestock productivity through new research
Develop new technologies and management programs to increase pasture growth rates and persistence, feed utilisation, reproduction rate and survival rates in grazing systems
Develop new technologies and management programs to help sheep reach genetic potential (growth) in intensive finishing systems
Undertake RD&E focussing specifically on maternal efficiency and ewe husbandry as a driver for productivity improvements (reduce embryonic losses and mortalities from conception to weaning)
Accelerate the delivery of genetic and genomic evaluation tools and information for sheep breeding enterprises
Develop a clear position on the (commercial) management and delivery of sheep genetics information post CRC
Improve existing, and develop new, sheep/cropping systems for the production of quality lambs and sheepmeat from the wheat/sheep agro climatic zone
MLA
MLA
MLA
MLA
MLA
MLA, CRC
MLA
Theme OutcomeReduction in the cost of on-farm sheepmeat production ($/kg liveweight) by 1.5% by 2020, and 5% by 2030
Estimated Industry Benefit at 2020An annual investment of $10.5m is estimated to deliver a net increase in industry income of $101m by 2020 ($558m by 2030). The overall benefit cost ratio is 2.1:1 at 2020 (4.9:1 at 2030)
JULY 201512
Processing productivity
Activity-Level Key Performance Indicators•RefertoMISP2020
THEME 9
Theme OutcomeIncrease in the efficiency of livestock processing and carcase utilisation
Estimated Industry Benefit at 2020Modelling undertaken for MISP 2020 indicates that an annual investment of $1.5m is estimated to deliver a net increase in industry income of $27m by 2020 ($158m by 2030). The overall benefit cost ratio is 3.9:1 at 2020 (9.5:1 at 2030)
Imperatives Key Activities Responsibility 2
9.1
Increasing the efficiency of livestock processing and carcase utilisation
An active and profitable processing sector is critical to the success of the broader sheepmeat industry. The processing industry has strategic and operational plans with which the SISP must integrate seamlessly.
The key interfaces with this plan relate to:
•Ascientificreviewandwhitepaperforrecommendations of the language used in the sheepmeat industry
•Ongoingeffortstoassistproducersto better meet market specifications
•Feedbackloopsfromprocessorstoenableproducers to produce a higher quality and more consistent product
•Feedbackloopsfromprocessorstoassist with disease identification and management
•Availabilityofaccurateandreliablemeasurements that allow effective pricing of value between participants in the supply chain
MLA
JULY 2015 13
Live export productivity
Activity-Level Key Performance Indicators•RefertoMISP2020,
LiveCorp plan and ALEC strategic statement
THEME 10
Imperatives Key Activities Responsibility 2
10.1
Improving livestock performance in export operations
Similar to Theme 9, the live sheep export sector is critical to the success of the broader sheepmeat industry. The live export sector has strategic and operational plans with which the SISP must integrate seamlessly.
The key interfaces with this plan relate to:
• Improvinganimalhealthandwelfareoutcomes throughout the value chain
•Developmentofproducertrainingprogramson the role and responsibilities of the live export program, especially to supply the correct livestock to that market
•Enhancemarketaccessconditions for existing and new livestock markets
•Supportingthelivestockexportindustrydevelopment of an assurance program to enhance in-market outcomes
MLA
Theme OutcomeIncrease in the efficiency of live export delivery (global index3)
Estimated Industry Benefit at 2020Modelling undertaken for MISP 2020 indicates that an annual investment of $0.3m is estimated to deliver a net increase in industry income of $1m by 2020 ($3m by 2030)4. The overall benefit cost ratio is 0.4:1 at 2020 (1:1 at 2030)
3 To be developed4 The bulk of risks and
opportunities for the live export sector fall within the themes of ‘Welfare of the animals within our care’ and ‘Efficiency and value in trade and market access’
JULY 201514
Capability & capacity for the industry’s future
Activity-Level Key Performance Indicators•Thesheepindustry
maintains a mechanism forR,D&Ecollaborationwhich includes commercial companies, state and federal government and industry funding
•Managementplansandprotocols for emergency animal disease, food safety and other issues are in place
•Thesheepmeatindustryisrecognised as an exciting industry to be involved in
•Formalgovernancetraining is undertaken by industry leaders
THEME 11
Imperatives Key Activities Responsibility 2
11.1Developing skills and leaders to support the industry
Build capability and capacity in leadership, policy and strategy development and succession planning for sheep industry leadership roles
Ensure that the sheep industry has a strong united voice with governments and service providers
Establish strategies to promote and support career paths and implement professional and skills development capability, including formal governance training, within the industry
Establish strategies to promote and support career paths and implement professional and skills development capability, including formal governance training, within the industry
SCA, MLA
11.2
Sustainable resourcing for key industry programs and structures
Explore new models to finance research and industry’s food safety and integrity programs into the future
Scope opportunities for new business models (especially R&D) by 2017 and implement by 2019 beyond the term of the Sheep CRC
MLA, SCA
MLA
11.3
Issues management and preparedness through planning & communication protocols
Identify key industry risks and develop plans and communication protocols that can be immediately and effectively enacted (refer also to Theme 1)
SCA, MLA
SCA
SCA
MLA, CRC
Theme OutcomeMaintain or increase stakeholder confidence in the industry’s leadership capability
JULY 2015 15
The alignment of this plan with the Meat Industry Strategic Plan 2015-20 (MISP 2020) includes the adoption of relevant key performance indicators (KPIs) and objectives from the MISP 2020 by SISP 2020, to facilitate monitoring, evaluation and reporting (MER) for both plans. It is also important for this plan to be refined or modified as circumstances and the operating environment dictate.
Monitoring, evaluation, reporting and plan refinement
Date Activity Responsible Agency
December 2015
Develop an engagement plan (targeted at producers, industry and government) that promotes the sheepmeat industry and SCA’s achievements, and which aims to inform and influence community perception, the regulatory environment and government policy
Finalise detailed MER framework for SISP 2020
Undertake mid-term review of SISP 2020. Refine or modify plan as needed
Commence final review of SISP 2020 in preparation for SISP 2025
SCA
June 2016
December 2017
January 2019
SCA, MLA
SCA
SCA
•FinalisationofKPIs(parameterstobemeasuredandtargets)
•ThemeansofmeasurementofprogressagainstKPIs(forexamplesurveys,benchmarkingexercises)
•Theindustryprocesses(suchasreportingtemplates)andstructures(committees)requiredtocarryouttheMERfunctionand their fit with related cycles – notably the MLA R&D consultation process and annual project call cycle
•ThehumanandfinancialresourcingrequirementsofMERactivities
Pending the development of the MER framework, specific MER provisions for the monitoring and communicating of performance of the SISP 2020 to key industry stakeholders and the community are as follows:
MISP 2020 outlines the development of a detailed MER framework during the first year of the implementation of the plan. The framework will serve the MER function for SISP 2020 as well as the Statutory Funding Agreements of the industry’s Service Companies. The framework will include:
JULY 201516
GlossaryALEC Australian Livestock Export CouncilAHA Animal Health AustraliaCRC Sheep CRCEAD Emergency Animal DiseaseESI Export Slaughter IntervalFTA Free trade agreementGCC Gulf Cooperation CouncilGhG Greenhouse gasesIACRC Invasive Animals Cooperative Research CentreKPI KeyperformanceindicatorLBN Livestock Biosecurity NetworkLPA Livestock Production AssuranceMER Monitoring, evaluation and reportingMISP Meat Industry Strategic PlanMLA Meat & Livestock AustraliaMSA Meat Standards AustraliaNFF National Farmers FederationNLIS National Livestock Identification SchemeNRS National Residue SurveyNSHMP National Sheep Health Monitoring ProgramNVD National Vendor DeclarationRD&E Research, development and extensionRMAC Red Meat Advisory CouncilSCA Sheepmeat Council of AustraliaSHS Sheep Health StatementSISP Sheepmeat Industry Strategic PlanWHP Withholding PeriodWTO World Trade Organization
14-16 Brisbane Avenue, Barton ACT I Locked Bag 9, Kingston ACT I Ph: 02 6269 5610Email: [email protected] I www.sheepmeatcouncil.com.au
