׉?ׁB!7בCט{u׉׉ 7cassandra://fO-qOQe9xsUWX4hEFFJebz-1-N_jqy1OPyWLgXPQ22s` ׉ 7cassandra://Q2o6C40dvbwer41d-5L9qvx8nNswFGPXe5Kl25azSGMF0`S׉ 7cassandra://pVtV5899vmfa2fRqZWaU1pHRS1n_8llwfffnwjuHrJUF`̵׉ 7cassandra://Fcem_TP0arQSrzL0wBl8TIp52WoeEXgzJCdacVikuksLH b͠Y S_׈EY S_׉E.2016-17 ANNUAL REPORT ANNUAL REPORT 2016-17 i ׉ 7cassandra://pVtV5899vmfa2fRqZWaU1pHRS1n_8llwfffnwjuHrJUF`̵Y S_؁Y S_ׁ{בCט{u׉׉ 7cassandra://cs7mBxxV4TfHDhm1JGH4ce7nxP6Bh8V2oQfuKbozsnsͭ` ׉ 7cassandra://sa9p_1Ba7dyCm26ckct2a6EeOX8XtQqcorXxmNVqByA`S׉ 7cassandra://KtzMrqbeQJOZknsQC8NyqZX9yXj2c1vg0cKSpTOmgDsw`̵׉ 7cassandra://NESmBDkPSI1ygFRz4--FkzrPE52VY8xFsnCksHXUWv42͠Y S_ט{u׉׉ 7cassandra://7eOPgaAuiRBUd12Oh_fXW-juhLKOBloDtCo8FoHDFLIl` ׉ 7cassandra://m-n3pfAaaX8C4JwO1SXdpWIiIPk3TRPsVFGZWxxAjRs,`S׉ 7cassandra://NbNCyHIdRqOsIzpJat5qwT8D4ykeo9uCKBLkbuG0wPY ]`̵׉ 7cassandra://hBB13L0TviCftk-WMLVePC6VMqkCHY03pHa-zTJSqHsB͠Y S_נYS_n̨ 9ׁH#http://animalhealthaustralia.com.auׁ ׁ ЈנYS_n 9ׁH'mailto:aha@animalhealthaustralia.com.auׁ ׁ Ј׉EWORKING TOGETHER FOR ANIMAL HEALTH We must continue to strengthen, enhance and evolve the national animal health system. © Australian Animal Health Council Ltd 2017 ACN 071 890 956 Animal Health Australia contact details: PO BOX 5116, Braddon ACT 2612 +61 2 6232 5522 aha@animalhealthaustralia.com.au animalhealthaustralia.com.au Design by Animal Health Australia Photos All images are from AHA unless credited otherwise ׉ 7cassandra://KtzMrqbeQJOZknsQC8NyqZX9yXj2c1vg0cKSpTOmgDsw`̵Y S_׉ECONTENTS ABOUT AHA OUR MEMBERS OUR PEOPLE BOARD OF DIRECTORS FROM THE CHAIRMAN FROM THE CEO FINANCIAL OVERVIEW PROJECTS OVERVIEW KEY ACHIEVEMENTS AHA STRATEGIC PLAN 2015-2020 AUSTRALIAN AGRICULTURAL LANDSCAPE MONITORING AND EVALUATION JOURNEY COMMITTEE MEMBERSHIP STRATEGIC PRIORITY ONE STRATEGIC PRIORITY TWO STRATEGIC PRIORITY THREE STRATEGIC PRIORITY FOUR CORPORATE GOVERNANCE FINANCIAL STATEMENTS ABBREVIATIONS 1 2 3 4 6 8 10 12 14 16 18 20 46 49 55 59 69 78 81 104 ׉ 7cassandra://NbNCyHIdRqOsIzpJat5qwT8D4ykeo9uCKBLkbuG0wPY ]`̵Y S_Y S_{בCט{u׉׉ 7cassandra://h_hHeGhc7FJtownthciOLaS9gaF2gVqYMFTqTKSRV0k۸` ׉ 7cassandra://UHyKP6VsFztjnTrlY7_VH-7dO5ifE4qW3itD-gYoHVU`S׉ 7cassandra://Lrpk2uvCx9_3cbM1rYUtxWAV00vhdeLBZirrz-fbHa8 `̵׉ 7cassandra://9QKOVE2mzxqmiA2xjU6sod8ifUuSQ8kn7T1wXhln29k0͠Y S_ט{u׉׉ 7cassandra://L6Mx-lUbhHgJoasDEHH75g4oQtSxgPEu35Szia7hQfU$` ׉ 7cassandra://uG1u7g8Q8xXvL9IEVI7pN9vfPpBAVlFbq4ME7ewTrfE@`S׉ 7cassandra://K3_ZU5RK-D33rdDMMDkTKgt6dI90IfptYnOKhTKRTW0`̵׉ 7cassandra://HT8cyx3tX9hXLwkwWt_nbFIz0DUmp9rwVV7FbeFFYAY5W͠Y S_׉Eiv ANNUAL REPORT 2016-17 ׉ 7cassandra://Lrpk2uvCx9_3cbM1rYUtxWAV00vhdeLBZirrz-fbHa8 `̵Y S_׉EABOUT AHA OUR ROLE A crucial function that AHA provides is to be a conduit facilitating trust and cooperation between industry and government on animal health matters. The AHA model supports negotiation and discussions between parties to generate sustainable change whilst also maintaining goodwill. AHA allows Members to share ideas, develop joint positions and policy and provides a forum for different perspectives that can result in a common voice. Animal Health Australia (AHA) works in partnership with our Members and other stakeholders to keep Australia free of new and emerging diseases and to improve animal health, strengthen biosecurity, enhance market access and foster the resilience and integrity of the Australian animal health system. AHA is a not–for–profit public company that facilitates innovative partnerships between governments, major livestock industries and other stakeholders to protect animal health and the sustainability of Australia’s livestock industry. OUR VISION A resilient Australian animal health system through effective partnerships, known for its integrity, and recognised nationally and internationally. OUR MISSION To assist our Members and partners to enhance, strengthen and protect animal health and the sustainability of Australia’s livestock1 industries. As a service and Member–oriented enterprise, AHA strives to model five key behaviours: OUR VALUE 1 • Innovation and excellence • Leadership through collaboration • Integrity and commitment • Making a difference • Commitment to our people 1 For AHA purposes, livestock are animals kept for use or profit including any class of cattle, sheep, goats, pigs, horses (including mules and donkeys), poultry, emus, ostrich, alpaca, deer, camel or buffalo, and farmed aquatic species. ANNUAL REPORT 2016-17 1 ׉ 7cassandra://K3_ZU5RK-D33rdDMMDkTKgt6dI90IfptYnOKhTKRTW0`̵Y S_Y S_{בCט{u׉׉ 7cassandra://V40A1qmPwCK4RD0gdVF8yx4TtxDa-HQIs-eYni7bmYgHy` ׉ 7cassandra://vZi0PQbCso7boG2S9ggwirO0jbRClMYK-GTDhEH5osAC`S׉ 7cassandra://wo5kO1S1YjdjutlLZa25VFIpufTpH_LJYSM8u1YnaX8`̵׉ 7cassandra://oRtbOnmO83JnjdWiNTZtikryHQ6iBCzVft55_s_-UVQK<6͠Y S_ט{u׉׉ 7cassandra://VpeVbRs4Xhe7Vd7dL2VFFidG37kwho1dmKHJ-nXAtxo|` ׉ 7cassandra://xxM9QBMtGSoe1fzUE_KJl190CRdOV7aOsgaYlGqBii8[`S׉ 7cassandra://CRi11-n0OV8ydcHEoqP4lpExeoroH9l8cdKRAvxmm20`̵׉ 7cassandra://XhMPaFyNvVxMOYsFBEB0Gbnw_kzqP23QoGiVgmHlovMl͠Y S_׉E#OUR MEMBERS The key factor behind the success of AHA’s programs is the ability of Members to work together through partnerships to enable investments and outcomes that would never be possible if the parties operated alone. Members have a high level of involvement in the management of all activities and have formal input to the development of company annual and strategic plans. AHA has 33 Members spread across four categories: • Australian Government, state and territory governments • Livestock industries • Service providers • Associate Members Australian Government • Australian Government Department of Agriculture and Water Resources State and Territory Governments • The State of New South Wales • The State of Queensland • The State of South Australia • The State of Tasmania • The State of Victoria • The State of Western Australia • The Australian Capital Territory • The Northern Territory Livestock Industries • Australian Alpaca Association Limited (AAA) • Australian Chicken Meat Federation Inc. (ACMF) • Australian Dairy Farmers Limited (ADF) • Australian Duck Meat Association Inc. (ADMA) • Australian Eggs • Australian Horse Industry Council (AHIC) • Australian Lot Feeders’ Association Inc. (ALFA) • Australian Pork Limited (APL) • Cattle Council of Australia Inc. (CCA) • Equestrian Australia Limited (EA) • Goat Industry Council of Australia Inc. (GICA) • Harness Racing Australia Inc. (HRA) • Sheepmeat Council of Australia Inc. (SCA) • WoolProducers Australia Limited (WPA) Service Providers • Australian Veterinary Association Limited (AVA) • Commonwealth Scientific and Industrial Research Organisation (CSIRO) Associate Members • Australian Livestock Export Corporation Limited (LiveCorp) • Dairy Australia Limited (DA) • Meat & Livestock Australia (MLA) • National Aquaculture Council Inc. (NAC) • Racing Australia Limited (RA) • Veterinary Schools of Australia and New Zealand Inc. • Wildlife Health Australia (WHA) • Zoo and Aquarium Association Inc. 2 ANNUAL REPORT 2016-17 ׉ 7cassandra://wo5kO1S1YjdjutlLZa25VFIpufTpH_LJYSM8u1YnaX8`̵Y S_׉EOUR PEOPLE SKILLS Strategic planning and policy development Work health and safety Monitoring and evaluation E-learning development and design Information technology Graphic design, social media, photography, marketing and advertising, event management Emergency response and preparedness Facilitation QUALIFICATIONS Agriculture and veterinary science and aquatic veterinary studies Economics, accounting and administration management Communications Training and assessment Business management, leadership, company directorship and entrepreneurship Project and financial management Veterinary public health management AHA prides itself on maintaining a work environment that supports and enhances the abilities of staff, fosters collaboration and encourages innovation. AHA’s success is dependent upon its dedicated team applying their diverse range of skills and qualifications to develop and achieve agreed outcomes. TRAINING AHA prioritises staff development and strives to promote and sponsor training. This year AHA staff received training in: • anti-bullying awareness • company directorship • CPA, MYOB and payroll • editing and proofreading • first aid • leadership and management • learning and adaption • management and project planning • Microsoft Office Suite • monitoring and evaluation • social media • stakeholder engagement • veterinary services • work health and safety. ANNUAL REPORT 2016-17 3 ׉ 7cassandra://CRi11-n0OV8ydcHEoqP4lpExeoroH9l8cdKRAvxmm20`̵Y S_Y S_{בCט{u׉׉ 7cassandra://5xvWNyBzwKo4rdNrSZznZnhnX3kTl8CutbbXUbX_i_c|` ׉ 7cassandra://tt9z4B5fhPtWcAP00MajyEY_cpqNxhpBkBPFGUMs6OIQ`S׉ 7cassandra://Gq4jqqXvSseUAdSbxZ0hWNJIYn8t2VQvBKiPul7rs7E`̵׉ 7cassandra://oTjxp9NsnXHMioPXHeqjtsWhPgLAEEhiRS1YoLHykQ4͠Y S_ט{u׉׉ 7cassandra://GgHwKzwd8DK64KF8Q6zKahhF80K6KD9C6h_riLetIasn` ׉ 7cassandra://SpuAZwLJj8z8bQjV1Wv4utZNuvp61eGGkJi8Mx1uZhEG`S׉ 7cassandra://zpEfSlrz7J4VpBhh8mU0g53tGBji756kVSkVskCoYmo`̵׉ 7cassandra://Ybv4BQxAEJlJGk1P0A8jOsXF0UGH6C16CbNxz9bv66E͠Y S_׉E"BOARD OF DIRECTORS AHA’s Board comprises seven non-executive directors selected on the basis of complementary skill sets and appointed by Members. The primary role of the Board is to set and monitor the implementation of the company’s strategic direction and establish goals by which the achievement of this may be measured. The November 2016 Annual General Meeting (AGM) saw us farewell and acknowledge the substantial contributions of Dr Bill Darmody and Professor Martyn Jeggo after being members of our Board for four and eight years respectively. We also welcomed three new Board members - Ms Paula Fitzgerald, Ms Michelle Gorman and Dr Len Stephens. From L-R: Mr David Palmer, Ms Michelle Gorman, Dr Len Stephens, Mr Peter Milne, Ms Paula Fitzgerald, Dr Bruce Christie and Ms Sharon Starick. ׉ 7cassandra://Gq4jqqXvSseUAdSbxZ0hWNJIYn8t2VQvBKiPul7rs7E`̵Y S_׉E2016-17 AHA DIRECTORS Mr Peter Milne – Chair Dr Bruce Christie Dr Bill Darmody (until Nov 16) Ms Paula Fitzgerald (appointed Nov 16) Ms Michelle Gorman (appointed Nov 16) Professor Martyn Jeggo (until Nov 16) Mr David Palmer Ms Sharon Starick Dr Len Stephens (appointed Nov 16) ׉ 7cassandra://zpEfSlrz7J4VpBhh8mU0g53tGBji756kVSkVskCoYmo`̵Y S_Y S_{בCט{u׉׉ 7cassandra://17etL1n3GLagXluv2uCA_NPg5RsivRmj5cyhbPuP7Z0h` ׉ 7cassandra://vDisdEwWgrhexCNMG-xaglX4rBXRZMBwK5mSZ6EnGsUVk`S׉ 7cassandra://yZ24GwIqlvx-gG6Cs5VcwNuf1ynl3FC2LYDn89U-twE`̵׉ 7cassandra://Fwy1J8_FOKpzfMtrTASYRDq5xfYUpm9uclvJG9Xfjx8͡,͠Y S_ט{u׉׉ 7cassandra://yUMatchxcTTXbnGLURp_7rCyIrkObwD8-WRV4bRbkR8H` ׉ 7cassandra://BHxRqXESWJ_rUD2ikynmLN_HvnFJRoPtXwpqeIUXDBsT"`S׉ 7cassandra://mZRXmxgnBQp7-wURSviLJhP5_1Q8oRHo2-2groT2ITA%`̵׉ 7cassandra://Enalh4bSzyY1ENmT-eV6Lzgg6-60K9keN01TDLNvJF4d8͠Y S_׉EFROM THE CHAIRMAN Peter Milne, A.M In this year’s Annual Report I’m going to talk about our people right up front, so it’s clear and unambiguous that our people are at the heart of this organisation. AHA’s Members, the executive team, staff and the Board together constitute AHA and I have appreciated the goodwill of each of these groups throughout the year. Their dedication has ensured that the occasional issues that arose were quickly resolved and helped AHA largely deliver on the commitments in the 201617 Annual Operating Plan (AOP). With the myriad of interactions we have with each other, the shared vision and the professionalism of our people is regularly on display and the comradery emerges easily. AHA’s Members play a big part in the success of AHA through their valued contribution to our planning processes by helping determine what we do and how we fund our activities. AHA is one of the most consultative organisations I know, and it is certain to remain that way into the future, given the benefits which have flowed from the practice over time. During the year, AHA made a greater effort to induct and mentor new people in the Members group, to ensure they were quickly able to contribute at the Members’ Forums and other meetings, benefitting their organisations as well as AHA. The diversity of views, combined with the willingness of people to make decisions for the common good, ensured Members’ Forums continued to provide a valuable opportunity for organisations in the livestock biosecurity system to develop consensus on difficult issues. In July, the Board worked with the executive management team and staff in the Reflections Workshop, which was all about the monitoring and evaluation (M&E) process that Kathleen Plowman, AHA CEO, has driven through the company. A couple of things happened that day; firstly, I had been a bit of a closet M&E sceptic and I became an M&E believer. I suddenly ‘got it’ and appreciated the value of the model in use. 6 “Progress with delivering future financial sustainability to AHA is going to be much more challenging and yet it is arguably the most important thing we can do...” Secondly, and more importantly, the Reflections Workshop reinforced to myself and other directors how committed our people are to delivering outcomes and value for our Members and for the livestock industry. It’s not just about the task at hand! The M&E process put the culture and enthusiasm of our staff clearly on display, as well as highlighting the progress with programs over the year (and the areas that needed a tweak!) At the tail end of 2016, the Board acknowledged the performance and achievements of Kathleen Plowman in her first term in office, by offering to renew her CEO contract. We were thrilled by her acceptance of our offer and note the continuation of significant progress driven by Kathleen and her executive team in the period since, and her key role in creating the organisational culture I mentioned earlier. The last group of people I want to discuss are our directors. In November 2016, at the AGM, three new directors were appointed to the AHA Board and they have settled into their role well. We have the most diverse Board we have ever had and I’d like to acknowledge the individual skills and experience of the Board members and the value their collective contribution has added to AHA over the year. Towards the end of 2017 there will be an internal review of Board performance, with the intention of determining any further enhancements to our activities that can be adopted. ANNUAL REPORT 2016-17 ׉ 7cassandra://yZ24GwIqlvx-gG6Cs5VcwNuf1ynl3FC2LYDn89U-twE`̵Y S_׉E While it seems like yesterday we were beavering away together developing the AHA Strategic Plan 2015-2020 (the Plan), we are now almost at the halfway point. My comments on how we are travelling against the Plan are based on the opportunities I’ve had over the year to be aware of progress, but have more of a ‘gut feel’ basis than the precision and detail found in AHA’s M&E reporting. In developing the Plan, Members clearly wanted AHA to continue to deliver programs on emergency animal disease response agreements, enhance preparedness and response capability and strengthen biosecurity, surveillance and animal welfare. These areas are covered in the Plan in strategic priorities one through to three and provide the strongest justification for AHA’s existence. While there are some areas such as surveillance receiving additional focus, my view is that AHA is well positioned to achieve the outcomes spelt out in the Plan for these priorities by 2020. The quantum change from 2015 to today is in the delivery of these programs. The implementation of one of the enabling strategies from strategic priority four, in particular “Manage the company effectively, using best practice systems and processes, and deliver ongoing business efficiencies” – has had a profoundly beneficial impact on how we achieve priorities one to three. Priority four in the Plan is about Member value, organisational performance enhancement and sustainable resourcing. I mentioned one of the strategies above, but other strategies under this priority are well advanced too, including in the areas of information technology and human resources. Other strategies surrounding technological systems and future financial sustainability have had plenty of thought and preliminary actions but substantive progress is for the period ahead. The technological systems area is comparatively straightforward and the greatest difficulty is with funding rather than what needs to be done. Progress with delivering future financial sustainability to AHA is going to be much more challenging and yet it is arguably the most important thing we can do to really differentiate AHA in 2020 from AHA in 2015. It’s the critical key to allowing AHA to become the organisation Members planned for it to be two and a half years ago. ANNUAL REPORT 2016-17 AHA has made good progress over the year and indeed for the last couple of years and we are well positioned, with the time available, to ultimately deliver on the Plan. I’m not suggesting it will be easy, much of it is a stretch, but on recent performance I am very optimistic we will get there in 2020. My thanks to everyone for what has been achieved and I look forward to working with Members and the AHA team on the opportunities and challenges that lay ahead. CHAIRMAN KEYPOINTS 16-17 1 2 3 4 5 6 Refined induction process for new people and Members Value and appreciation of the M&E model and how committed our people are to our Members Kathleen Plowman accepting a renewal of her position as CEO Three new directors welcomed to the Board Halfway through the Strategic Plan 2015-2020 and well positioned for successful delivery Future financial sustainability is the most challenging yet significant delivery 7 ׉ 7cassandra://mZRXmxgnBQp7-wURSviLJhP5_1Q8oRHo2-2groT2ITA%`̵Y S_Y S_{בCט{u׉׉ 7cassandra://UVivJms_rlu63rYo1YoG299QkbYCgVIhQS0ao40EINc1` ׉ 7cassandra://q0_xPSrySY-SVo_RfwlM4UL-vdqQZFnegvSITX_W-AsLg`S׉ 7cassandra://cLQbmThaedlV7wiGPosqye7JMPd2L4f_tlpGSS_Kml4`̵׉ 7cassandra://Ae6glphfFbNhvzc8a9V1qUatx9IBYyDwnstc2U-HdVM͛@͠Y S_ט{u׉׉ 7cassandra://nclUJ9SNeFaWBu9mHvsOb856ot3c9CeW1nJwwt18n0o+` ׉ 7cassandra://7wFLDLwS6BQ2FrVQGDvxKGYl86yFLty4Qh6bm7FW8GsX `S׉ 7cassandra://xR-UyV_EKu0w4X1rzYkAXpDA0QgQF9u0zehWE0_TdTI/`̵׉ 7cassandra://jeshtIHDcQbQ9s6Xs-El_PhNsQi-eDLJEr33l2FOoa84͠Y S_נY S_̙9׉Hnhttps://www.animalhealthaustralia.com.au/wp-content/uploads/Attachment-B_Members-Evaluation-Report_Summary.pdfGׁ ׁ rנY S_PR9׉Hnhttps://www.animalhealthaustralia.com.au/wp-content/uploads/Attachment-B_Members-Evaluation-Report_Summary.pdfGׁ ׁ rנY S_P9׉Hnhttps://www.animalhealthaustralia.com.au/wp-content/uploads/Attachment-B_Members-Evaluation-Report_Summary.pdfGׁ ׁ r׉E gFROM THE CEO Kathleen Plowman This Annual Report marks the second year of the Plan’s journey. In 2016, as part of our M&E process, AHA evaluated its progress in implementing the Plan by commissioning an independent provider to undertake a regular, repeated survey of our Members. Designed to help us better understand how effective we are in performing our role, the survey measured the extent AHA has delivered value to our Members and what improvements could be made. Overall, participants in the research painted AHA’s role, delivery of value and performance in a very positive light and reflected the high degree of engagement and desire of Members to help AHA achieve its goals (see Members Evaluation Summary https://www.animalhealthaustralia.com. au/wp-content/uploads/Attachment-B_MembersEvaluation-Report_Summary.pdf). The findings reveal that AHA is tracking well and although there were a number of identified areas and ideas for improvement, no fundamental changes are currently needed. Members believe that the concept of AHA is a worthy cause and is a genuine attempt to enlist the support of all stakeholders to protect and promote animal health; that AHA provides the bridge that facilitates trust and cooperation between industry and government on animal health matters. Crucial to achieving this, is the oft-mentioned concept of goodwill encompassing competence, acceptance and expertise. This goodwill ensures sufficient trust and cooperation to broker the sometimes difficult but necessary conversations between Members and to facilitate partnerships and opportunities among Members and key stakeholders who may view an issue from a different standpoint. Unsurprisingly, despite the shared interest in AHA, Members’ expectations, familiarity, level of involvement, attitudes and the perceived value they receive from their membership varies considerably 8 “The coming year continues to be demanding and challenging but I am confident that together we can continue to build on our successes and learnings, because together we can achieve more.” depending on the nature of their organisation. Nevertheless the Monitoring and Evaluation Report 2016-172 clearly shows that over the last two years we have achieved a number of the Plan’s key outcomes; of the 77 indicators, 41 (53%) are currently above their 2016-17 target, 27 (35%) are on target and 9 (12%) are not on target. Critically, this snapshot enables us to learn – to reflect and review - and adjust our focus and resources accordingly to improve our performance, results and value-add in consultation with the project investors and our Members. The past year has been a rewarding one for AHA and our Members, with the delivery of a number of successes that positively impact on our biosecurity system. Key highlights include: • Farm Biosecurity Project awarded the 2017 Australian Biosecurity Award • AHA celebrating its 20th birthday and 25 years of AUSVETPLAN with Members and industry champions alike • implementation of an M&E process and successful completion of a full 12 months of reporting 2 Animal Health Australia Annual Report 2016-17, page 20 ANNUAL REPORT 2016-17 ׉ 7cassandra://cLQbmThaedlV7wiGPosqye7JMPd2L4f_tlpGSS_Kml4`̵Y S_׉E• Members unanimously adopting changes for AHA’s constitution • performance of AHA meeting Members requirements, as reflected in Member survey and other feedback mechanisms • all 15 industry Members having a biosecurity manual in place • a new version of the Emergency Animal Disease Response Agreement (EADRA) published three months ahead of schedule. My sincere thanks to AHA’s Members for their commitment and efforts which are reflected in our successes. I also thank the Board, executive team and staff for their continued support and confidence; their professionalism, enthusiasm and dedication to AHA and our Members is unwavering. The company and staff are now well prepared to progress to the next stage of AHA’s strategic journey. Internal changes have led to the development of more efficient systems and processes, establishment of strong M&E practices, improved services, reframed communication and an enhanced company culture - all providing the foundation to achieve the remaining outcomes of the Plan. Over the next three years, AHA will be focusing on increasing its leadership, influence and nimbleness in the Australian animal health system, to establish itself as the ‘go-to’ organisation for information, expertise and project initiatives on biosecurity, surveillance and emergency animal disease (EAD) information and training. AHA will also continue its efforts to improve service innovation and systems to evolve its collaborations and relationships, to investigate business opportunities for sustainability and to enhance the animal health biosecurity system, all the while continuing to strengthen our much valued existing partnerships ensuring maximum leverage. The coming year continues to be demanding and challenging but I am confident that together we can continue to build on our successes and learnings, because together we can achieve more. 10 NEW PROJECTS IN 2016-17 3% 17% PROJECTS NOT STARTED (Due to funds not obtained/projects reprioritised by funders) 5% PROJECT DELIVERABLES STILL IN PROGRESS $1.7m ADDITIONAL PROJECT REVENUE SOURCED 77% PROJECT DELIVERABLES MET PROJECTS STOPPED PROJECT SUMMARY 16-17 2.5% INCREASE IN CORE PROJECT FUNDING FOR THE 2017-18 AOP ANNUAL REPORT 2016-17 9 ׉ 7cassandra://xR-UyV_EKu0w4X1rzYkAXpDA0QgQF9u0zehWE0_TdTI/`̵Y S_Y S_{בCט{u׉׉ 7cassandra://wqCSRwxMnROI6dc_4PxLV5DAOOeYLGfIIpgzXkBmSDcfy` ׉ 7cassandra://U91XoRCTOKliMmTxqjNXXi34jtggydrn3PAWAGfMNi8S`S׉ 7cassandra://OOuttolgs5apBAMj13yEXwFvl0zT4_vHt-JFlSMbVtUO`̵׉ 7cassandra://6KFp4w-vn4lmZnFjtIjHsNtuwSBbGnsSxQVRM27XOToͩ<͠Y S_ט{u׉׉ 7cassandra://G1Fp4kUVFP8yh9EvpiOKRaxm7GyMKIdDDS0oLg4lS38` ׉ 7cassandra://adMbZatRYCudYk8T-fG3wWZhkceVP2MRP66NPCq1lpAR#`S׉ 7cassandra://ZOPmhKZ7jgPa-3Ehz4m6RFEOFBgywwLuB7_XENrylr4`̵׉ 7cassandra://S3T1vwjaR97mNvWM7TWDehglSxogPBijoZuFCVVnIEEU͠Y S_׉E FINANCIAL OVERVIEW Tony Marks Executive Manager Corporate and Member Services AHA’s operating result was a surplus of $1.8 million in 2016-17 against a budgeted deficit of $0.26 million. This better-than-budget outcome has resulted equally from additional income of $1 million over budget and expenditure being $1.1 million less than budget. The operating surplus is reflected in increased cash holdings and increases in industry levy Member reserves and core reserves. 1 Total income was $15.5 million, exceeding the AOP budget of $14.5 million by $1 million, predominantly as a result of several key factors. Firstly, the recognition of the carrying value of Livestock Biosecurity Network (LBN) net assets of $0.45 million for the 51% shareholding adopted by AHA. Secondly, due to the recognition of $0.33 million income for long-completed projects previously held as unearned revenue. Thirdly, $0.22 million for a range of additional revenues for gate signs, training resources, AHA facilities hire for events and subscriptions and grants for private veterinarian access to training and accreditation. Levy income overall was in line with budget at $6.9 million, although individual Members’ results varied with grass-fed cattle, dairy and goat industry levies declining and sheep and wool industry levies improving. EADRA levies received for laying and meat chicken producers were slightly better than budget at $0.47 million, as the levy for laying chicken producers continued for a short period after the entire amount of the Commonwealth’s underwriting of the 2012-13 avian influenza outbreaks had been collected. Interest income of $0.34 million was better than budget of $0.3 million due to the invoicing of, and payment by Members early in the year and tight management of cash and investment accounts. “AHA’s financial position has been strengthened by the operating result...” 2 Total expenditure was $13.7 million, being $1.1 million below budget. A number of projects have deferred deliverable milestones or delivered efficiencies throughout the year, including sheep production conditions ($0.4 million) where the Research & Development (R&D) component of the project was not undertaken by agreement; Transmissable Spongiform Encephalopathy Freedom Assurance Program (TSEFAP) ($0.4 million) where surveillance costs are not passed on in full by two jurisdictions; Biosecurity Research Development & Extension (RD&E) ($0.3 million), where a new strategy is to be developed prior to implementation; and National EAD training ($0.1 million) as a result of a lack of staff training resources. There were six projects which did not commence for various reasons, increasing the under-budget outcome ($0.3 million). Offsetting this was some expenditure incurred for the ten additional projects that were not in the AOP or budget ($0.4 million). AHA’s financial position has been strengthened by the operating result with the balance sheet showing equity at $16.4 million, up from $14.6 million in 2015-16. This total AHA equity balance is attributable to two distinct sources – ‘core’ operating surpluses since AHA’s inception of $5.7 million and industry levies that have exceeded industry expenditure by $10.7 million. The individual levy reserves are maintained according to industry advice to AHA. AHA’s total assets of $25.1 million is comprised of $19.3 million in cash and investments. This balance 10 ANNUAL REPORT 2016-17 ׉ 7cassandra://OOuttolgs5apBAMj13yEXwFvl0zT4_vHt-JFlSMbVtUO`̵Y S_׉E Eis invested across a minimum of two ‘AAA’ rated banks and products with an appropriate spread of maturity dates to meet AHA’s planned and unplanned requirements. FINANCIAL OVERVIEW 16-17 AHA’s liabilities of $3.5 million includes GST and accounts payable of $1.3 million which has increased in line with AHA policy to pay invoices when due, rather than immediately upon receipt of invoice and accruals of $2.2 million. The substantial amount of accrued expenses relates to the sample collection and laboratory costs for National Arbovirus Monitoring Program (NAMP) and TSEFAP where work undertaken for the disease cycles in the financial year isn’t finalised until several months after the end of the cycle (consistent with prior years). Provisions for annual and long service leave and salary related payables amounts to $0.37 million. Unearned revenue of $4.8 million represents the balance of cash received by AHA, primarily from government Members, for which project milestones have not yet been delivered, and therefore not yet recognised as revenue in the income statement. AHA’s net assets dichotomy of ‘core’ ($5.7 million) and industry levy Member ($10.7 million) can also be considered separately in terms of their asset and liability elements. The industry levy Member equity reserve is comprised solely of current asset – cash of $10.7 million. On the other hand, the core equity reserve is comprised of all the current and noncurrent asset and liability components. Notably this core equity can be expressed in net asset terms of $3.6 million antigen banks (at cost), $0.3 million office equipment, and $1.8 million cash. AHA’s core reserve, contingency, and treasury policies ensure AHA operates with fiscal prudence. Members acknowledged at the March 2017 Members’ Forum the Board’s intention to maintain and grow the real value of the core cash reserve through the retention of interest (at a minimum). 3 Core subscriptions increased for the first time in six years in 2016-17, by 6% upon the recommendation of Members at the November 2015 Members Forum, at which it was highlighted the importance of properly resourcing AHA’s core programs. ANNUAL REPORT 2016-17 11 1 $15.5m TOTAL INCOME $1.6m $ SERVICE LEVEL AGREEMENTS 2 $13.7m TOTAL EXPENDITURE $1.8m $ SURPLUS 3 $4.2m CORE SUBSCRIPTIONS 0.34m INTEREST INCOME 6.9m LEVY INCOME ׉ 7cassandra://ZOPmhKZ7jgPa-3Ehz4m6RFEOFBgywwLuB7_XENrylr4`̵Y S_Y S_{בCט{u׉׉ 7cassandra://oGjmCLgYwEcflhTuHmD-ctscBH0DBPqk7on2-ipA0nE.` ׉ 7cassandra://KTXyMgAVRbMP5L8ql9AU4uF-4Utjh9nGUJKmoZ7gQmYS`S׉ 7cassandra://_vIgeiuUrggWICMQZ7_c_jnaE2TEg8Ge--6rFRhn5Mg/`̵׉ 7cassandra://Ou7AzdtM3KOVF_wVq1dJcGjfkpOvJysE2qcjuwr4IGcts>͠Y S_ט{u׉׉ 7cassandra://IOJv4uQ-aGUo71JBJM1N2oNs4pPPawLqHHf0TvqvHbM` ׉ 7cassandra://2NU5Oz4eb7Wx9nH1nWtgiOKoFSNRxXu_0JSIH92QIGgG`S׉ 7cassandra://cxTQgkoUzIZppQRD2TvxXqRvuE5VY_UZl23WI6_Mb3M`̵׉ 7cassandra://dYrnDfXnpf176t5hKwihymVVXQPeapqK3uQBKkUGA3MQ ,͠Y S_׉EPPROJECTS OVERVIEW CORE 25 SPECIAL 40 OUTSIDE OF AOP 10 12 ANNUAL REPORT 2016-17 ׉ 7cassandra://_vIgeiuUrggWICMQZ7_c_jnaE2TEg8Ge--6rFRhn5Mg/`̵Y S_׉EfPROJECTS OUTSIDE 16-17 AOP* Evaluation of Training of Veterinarians in EAD Surveillance • Conducted an evaluation of the training needs of veterinarians in respect of EAD surveillance [DAWR] Livestock Biosecurity Network Management Services • Livestock Biosecurity Network is a subsidiary company of AHA that works closely with producers to provide tools and information which help safeguard biosecurity, animal health and welfare, productivity, market access and food safety [LBN Pty Ltd] Agreement to manage funds for Commonwealth projects on behalf of NSW Department of Primary Industries • Supporting NSW Department of Primary Industries with the Greater Sydney PeriUrban Biosecurity Program [NSW DPI] Exercise Athena - International Animal Health Emergency Reserve exercise • This exercise promoted awareness and support for the IAHER arrangement which allows signatory countries to share personnel in an EAD event [DAWR] Exotic Disease Preparedness, Evidence of Absence • Project engages private veterinary practitioners to provide evidence of absence of exotic pig diseases [APL] Animal Health Alerts Smartphone App Prototype • Developing and piloting a smartphone app for enhancing surveillance [DAWR] Biosecurity Emergency Response Training and Assessment Materials • Developing a set of nationally consistent training materials for the biosecurity response qualifications [Commonwealth, state & territory governments] Marine Pest Emergency Response Exercise • Development of an exercise program for invasive marine pests Aquatic Industry Liaison Officer • Build partnerships between aquatic industries, science organisations and governments to improve biosecurity, EAD preparedness and response, surveillance and diagnostic capabilities for aquatics across northern Australia [DAWR] *The 10 projects developed outside the 16-17 AOP were conducted in addition to our core and special projects at the request of our Members. ANNUAL REPORT 2016-17 13 [DAWR] Publication on Australia’s Tuberculosis Freedom • Funded a peer reviewed publication evaluating Australian surveillance for freedom from bovine tuberculosis [MLA] ׉ 7cassandra://cxTQgkoUzIZppQRD2TvxXqRvuE5VY_UZl23WI6_Mb3M`̵Y S_Y S_{בCט{u׉׉ 7cassandra://U71BUbJC6qBDBGuuYK_hwolyQIKI9I_rNJMCknAXO_0` ׉ 7cassandra://SglFwk5uEsH8IAaa7auWg-M0tNEalzDYfdscfX6rdogR`S׉ 7cassandra://l3AC92xCPtS3bmLtWrfVJQCo68aljFhs91qzK7ufh8o`̵׉ 7cassandra://ZNxEg_ueZmOwgcGq-klrbwpUTy7Umdi97fF0lTnEJKQBR͠Y S_ט{u׉׉ 7cassandra://gIXxrsSwuNfTAWOpXMggqmBBdQILutLblVhL3zzX50YP` ׉ 7cassandra://fGC1Nxk3wa7UL9Im82jxGeThWAXa4nBuVlHzDfdQ4tQN`S׉ 7cassandra://UpYakOSfy9vW8maBNxHJPc_WenAKMDh438PAjTy352w`̵׉ 7cassandra://hHLuHYNcH_AgAyqU2h6gqHdk_4viMBy3I_Qhd9npXeIl ͠Y S_׉EKEY ACHIEVEMENTS Contracted to provide services for a major foot-and-mouth disease (FMD) research project JUL 2016 Implementation of an M&E framework AUG 2016 Celebrated AUSVETPLAN’s 25th birthday Delivered liaison - livestock industry Distributed 800 function training to sheep and poultry industries Phase 2 of FMD Risk Management Project completed MAR 2017 Awarded the 2017 Australian Biosecurity Award maggot sampling kits for SWF surveillance FEB 2017 Published annual NAMP Report 2015-16 Launched a revised APAV registration course Delivery of a national communications plan for Johne’s Disease (JD) Conducted AHA’s first aquatic EAD exercise APR 2017 14 Published Animal Health in Australia (AHiA) 2016 MAY 2017 ANNUAL REPORT 2016-17 ׉ 7cassandra://l3AC92xCPtS3bmLtWrfVJQCo68aljFhs91qzK7ufh8o`̵Y S_׉EThird five-year Livestock Biosecurity Network became a subsidiary of AHA Member survey undertaken SEP 2016 Celebrated AHA’s 20th birthday New version of EADRA was published review of EADRA undertaken OCT 2016 Major review of the response policy brief for Hendra virus Farm Biosecurity Project reviewed Exercise Sheepcatcher II report delivered DEC 2016 Conducted Exercise Hamlet - an internal EAD exercise NOV 2016 Contributed to Exercise Athena - an international EAD exercise 92,000 website visits in one month on AHA’s website Collected over 3,000 Facebook followers AgSOC endorsed NLIS Cattle and NLIS Pig Standards JUN 2017 ANNUAL REPORT 2016-17 Adoption of constitutional changes and MLA endorsed as an Associate Member 15 ׉ 7cassandra://UpYakOSfy9vW8maBNxHJPc_WenAKMDh438PAjTy352w`̵Y S_Y S_{בCט{u׉׉ 7cassandra://lYnrlKr1yaPazeYOEvLItLWBJ9dTsOP_mvbmNhH9tKo` ׉ 7cassandra://8dTBvCi_zuAwGuQGIsvFEbx9KratJtEG8ryrkGQdaQI@I`S׉ 7cassandra://FroQCsIOkxYVH2rMuOcWOEuyf6NvFeVP3A-5abfzHJk`̵׉ 7cassandra://moFpBYAIZa950SjrGdTwMwL5iE4Snnxg7MIt7knITYoU7x͠Y S_ט{u׉׉ 7cassandra://6TBH-LVv56B-NFmLaT8qBPU66HggihCqecInZobUY0w3` ׉ 7cassandra://RWw-Yo5yJKMhi35j5cYLKEekgZSvi5RexQQ2O0fOZEcPG`S׉ 7cassandra://YsdYJ75LMckP3b8gy2YKi01T98_TmQ1GTU-vbRhGwCw`̵׉ 7cassandra://w9yTgMu1AoMDsW1w8aKDSpIjYBBVap0X4fRZd1MX8VEI]͠Y S_׉EAHA STRATEGIC PLAN 2015–2020 STRATEGIC JOURNEY The AHA Strategic Plan 2015–2020 focuses on service innovation to enhance and evolve collaboration and engagement with our Members and stakeholders to leverage our performance and enhance our services and delivery to maximise the return on investment for our Members. During this second year of the Plan we continued to focus on improving organisational strength, innovation and communications to enhance collaborations and relationships with all our Members and stakeholders. AHA has already achieved a number of the Plan’s key outcomes as reflected in our M&E summary report3 and are well equipped to progress to the next stage of the strategic journey. For the next three years AHA will focus on its capability to lead and influence within the biosecurity, surveillance, animal health and welfare, market access and EAD information and training sphere, for the benefit of our Members and to enhance the animal health system. We will also continue in our efforts to improve service innovation and systems, including the investigation of new business opportunities, whilst continuing to strengthen our valued existing partnerships. STRATEGIC PRIORITY 1 Effectively manage and strengthen Australia’s EAD response arrangements through successful partnerships with Members. • Nationally agreed response framework and supporting tools. • Enhanced EAD preparedness and response arrangements through improved collaboration between Members. • All signatories to the Deed are Members of AHA. 3 Animal Health Australia Annual Report 2016-17, page 20. 4 Biosecurity is the management of risks to the economy, environment and the community, of pests and diseases entering, emerging, establishing or spreading. 16 ANNUAL REPORT 2016-17 ׉ 7cassandra://FroQCsIOkxYVH2rMuOcWOEuyf6NvFeVP3A-5abfzHJk`̵Y S_ ׉E;STRATEGIC PRIORITY 2 Enhance the EAD preparedness and response capability of AHA and its Members. • Consistent and useable EAD preparedness and response training, resources and support. STRATEGIC PRIORITY 3 Strengthen biosecurity4 , surveillance and animal welfare to enhance animal health and support market access and trade. • Increased biosecurity awareness among livestock producers and within industry supply chains. • Increased partnerships with Members, Plant Health Australia (PHA) and R&D corporations. • Harmonised biosecurity and animal welfare arrangements delivering consistent outcomes. • Integrated animal health system based on improving policies and an animal health surveillance strategy in which national/international trading partners have confidence. • Enhanced national policies and strategies to address ‘one health’ issues. • Proven improvements in traceability in livestock. • Enhanced design and delivery of accessible training resources. • Raised awareness of training resources regarding roles and responsibilities in an EAD situation. STRATEGIC PRIORITY 4 Deliver Member value, organisational performance enhancement and sustainable resourcing. • Best practice corporate and program reporting, governance and management of operations. • Enhanced partnerships with PHA and other organisations. • Alternative and enhanced funding sources. • Full potential of human resources is realised. • Safe, healthy, positive and professional working environment. • Service delivery is modern, flexible and professional. ANNUAL REPORT 2016-17 17 ׉ 7cassandra://YsdYJ75LMckP3b8gy2YKi01T98_TmQ1GTU-vbRhGwCw`̵Y S_ Y S_ {בCט{u׉׉ 7cassandra://U5wKsO3Uak4Ki9Xs-SXvCzMwaJEUzrOqNlhC0n7H4dY߾` ׉ 7cassandra://4760XWsIsR6_jsRHYkJ6fiazMqnImC-o5ejyo85xt5EI`S׉ 7cassandra://A5PfLa8ZS3QD0_ellNDEDFsO94uUhxvVIw4yauIFwFg`̵׉ 7cassandra://kaNM0DLjrUs8YZhnTwUuVtTuLcmRVlmEEEouL8ItjmAt͠Y S_ט{u׉׉ 7cassandra://DYei9nF-E-oMv-gTwRycrzP0f0bnzlEBuBAu4kTzxWU\` ׉ 7cassandra://BazvTIKq26r-ag-88H5KNJ_0IHRzKvIaa3z1zqj94vU?w`S׉ 7cassandra://6o80lKbRtXbFkzhz4m6DwWoq5eaJo0lFr3mwlSXGCxg`̵׉ 7cassandra://SXnzKmPxJHAF7r3Pl24EeF7UvUtn8L-wmvn18GYR3uAjr͠Y S_נY S_ mԁ9׉H^http://www.abs.gov.au/ausstats/abs@.nsf/ProductsbyReleaseDate/20EA1F239F7D5B95CA257496001273F9Gׁ ׁ rנY S_ m9׉Hbhttp://data.daff.gov.au/data/warehouse/9aam/afstad9aamd003/2015/AustFishAquacStats_2015_v1.0.0.pdfGׁ ׁ rנY S_ m49׉Hhttp://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/7121.0Main%20Features312015-16?opendocument&tabname=Summary&prodno=7121.0&issue=2015-16&num=&viewGׁ ׁ rנY S_m/9׉Hhttp://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/7121.0Main%20Features12015-16?opendocument&tabname=Summary&prodno=7121.0&issue=2015-16&num=&viewGׁ ׁ r׉EAUSTRALIAN AGRICULTURE LANDSCAPE The Australian agriculture industry came from small beginnings, but has now grown to become an essential aspect of our economy – as is the booming aquaculture sector. 1788 2015 Tasmania accounted for 30% of Australia’s fisheries production8 Gross value of fisheries production was $2.8 billion8 Volume of farmed aquaculture products was 89,217 tonnes8 5 Year Book Australia 2001, 1301. 6 Year Book Australia 2001, 1301.0 7 http://www.abs.gov.au/ausstats/abs@.nsf/ProductsbyReleaseDate/20EA1F239F7D5B95CA257496001273F9 8 http://data.daff.gov.au/data/warehouse/9aam/afstad9aamd003/2015/AustFishAquacStats_2015_v1.0.0.pdf 9 Animal Health in Australia 2016. 10 http://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/7121.0Main%20Features312015-16?opendocument&tabname=Summary&prodno=7121.0&issue=2015-16&num=&view 11 http://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/7121.0Main%20Features12015-16?opendocument&tabname=Summary&prodno=7121.0&issue=2015-16&num=&view 18 ANNUAL REPORT 2016-17 Australia’s livestock began with five rabbits, seven horses, seven cattle, 29 sheep, 74 pigs, 18 turkeys, 29 geese, 35 ducks and 209 fowls5 ׉ 7cassandra://A5PfLa8ZS3QD0_ellNDEDFsO94uUhxvVIw4yauIFwFg`̵Y S_׉E:480,000 hectares of land was used for crops and livestock numbers increased to 25 million6 1858 Total gross value of agricultural production was $38.5 billion7 2006 404,000 tonnes of wool was produced9 371 million hectares of land in Australia was for agricultural purposes10 2016 ANNUAL REPORT 2016-17 Total gross value of agricultural production was $56 billion,11 an increase of 45% More than 326 million eggs were produced across 6206 businesses9 Australian livestock has grown to 22.3 million beef cattle, 2.7 million dairy cattle, 67.5 million sheep and lambs9 19 ׉ 7cassandra://6o80lKbRtXbFkzhz4m6DwWoq5eaJo0lFr3mwlSXGCxg`̵Y S_Y S_{בCט{u׉׉ 7cassandra://6JgQQvX6efiRF3cvs0SCdtWoSSTq_1ARWbiwzC3-UIU<` ׉ 7cassandra://J08moqNoFCdc-WEDYq11cD4VB5M77FlSv2DJ-QyuWfAYB`S׉ 7cassandra://SKWzT7oIn7cBmFl6ungzepi1hzOH4ra388e3Bz0Xalk`̵׉ 7cassandra://yoEFcoPZmlK-HjVBcMt7Yihn4ZdSmSxts9G8al-FrokA͠Y S_ט{u׉׉ 7cassandra://ONCtB_mx0tQNGJNnNeEqI-XoUqswdC3YrwKtj_9sGzM$` ׉ 7cassandra://sNPzqRVKtVgYPmAFgHRc5qILY39x9rTEK-5OoL1UmFIJ5`S׉ 7cassandra://bueQjmf2fOMex2aGi-5bEYtNytwgK1ypH6l6bE2yc94`̵׉ 7cassandra://PbJvn37N3j090791EJTiRv3xiZ6ysLVaXdcSotFoFSg?͠Y S_׉EMONITORING AND EVALUATION JOURNEY This year has seen the first full year of implementation of our M&E approach. Our four end-of-program outcomes, which align with our strategic priorities, have been closely monitored and evaluated to ensure we embrace a resultsbased culture, from which we can learn and grow. Throughout 2016-17 we have tracked our progress, reflected on our successes and weaknesses, made modifications to our business practices and reported our findings, leading to full accountability to our Members. FOUR END-OF-PROGRAM OUTCOMES PRODUCERS REDUCE DISEASE ENTRY ONTO FARMS 15 M&E INDICATORS* 47% 33% 20% Above target 20 On target Not on target PROMPT NOTIFIABLE OUTBREAK DISEASE DETECTION & EFFECTIVE EAD RESPONSE IN PLACE 19 M&E INDICATORS 58% 37% 5% *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 ׉ 7cassandra://SKWzT7oIn7cBmFl6ungzepi1hzOH4ra388e3Bz0Xalk`̵Y S_׉EIn addition to this, LBN staff work towards their M&E indicators that support biosecurity, food safety, livestock health and welfare, which complements three of our four end-of-program outcomes. OVERALL OUTCOMES 77 M&E INDICATORS 53% 35% 12% Above target On target Not on target NATIONAL SURVEILLANCE & ANIMAL HEALTH REPORTS ARE CONSIDERED ROBUST BY MEMBERS AND MARKETS NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS 10 M&E INDICATORS 40% 40% 20% ANNUAL REPORT 2016-17 33 M&E INDICATORS 58% 33% 9% 21 ׉ 7cassandra://bueQjmf2fOMex2aGi-5bEYtNytwgK1ypH6l6bE2yc94`̵Y S_Y S_{בCט{u׉׉ 7cassandra://-TR1Qetkm-QqH-s4QCncO4eQK8m1fP54IMbmtd2NM4k[` ׉ 7cassandra://aPzztREqWcZBdnITt3d-Ua7FarrGEGcNxvjflNqPvc4A`S׉ 7cassandra://WdSpIDQDpMD6qI_Avq9yU9cFBkKhsaAzw5pmAZOnzjw`̵׉ 7cassandra://jfxZ0bbjz6D5T4RTHcrwZmJVxD7wmWLmtLV7S3U3WOsY8͠Y S_ט{u׉׉ 7cassandra://x6PSfXMF3OzK1zgt7Au7lbwdfK-x0GdPzeG45FUpKS8` ׉ 7cassandra://huAACJEvv4GSwtUldU5B0UjDInFmgwuJTnUTRLXgBoQB}`S׉ 7cassandra://BI2f44tYP4eVVuzs2BARUBkyVRkWD8UxL-jrNpYpW7sM`̵׉ 7cassandra://zcp56ebpcDEXulwYTlyef_pHC3mFuF382SHDOjxATssu͠Y S_׉EEND OF PROGRAM OUTCOME PRODUCERS REDUCE DISEASE ENTRY ONTO FARMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 1.1 AHA’s contribution to strengthening biosecurity along the livestock supply chain meets the needs of Members 1. Producers & supply chain apply effective biosecurity (refer to LBN supporting outcomes on the final page) 1.2 Number and value of projects which address biosecurity in the livestock supply chain 1.3 AHA’s contribution to strengthening biosecurity on-farm meets the needs of Members 15/16 Baseline No baseline available 16/17 Target Member survey: “AHA's contribution to strengthening of biose the supply chain” - 3.4 (out of 5) 10 projects underway No baseline available 11 Member survey: “AHA's contribution to strengthening of biose farm” – 3.4 or above (o 2. Practice change on-farm 2.1 Percentage of producers that adopt biosecurity practice(s) resulting from contact with the Farm Biosecurity project 2.2 Number of Farm Biosecurity gate signs sold 2.3 Total Farm Biosecurity app downloads 3.1 Percentage of users opening Farm Biosecurity Newsletter 3. Increased awareness of biosecurity practices at the farm level (refer to LBN supporting outcomes on the final page) 3.2 Total number of subscribers to Farm Biosecurity Newsletter 3.3 Number of Farm Biosecurity Essentials video views 3.4 Number of Farm Biosecurity website views 3.5 Percentage of farm owners who have an understanding of biosecurity practices 225 total for 15/16 300 No data available (app published 2016) 42% (industry standard 20-25%) 919 4,553 105,128 45% (based on 2013 producer survey) NA 4,000 150,000 56% 100 50% 49% 40% Above target 22 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://WdSpIDQDpMD6qI_Avq9yU9cFBkKhsaAzw5pmAZOnzjw`̵Y S_׉E|o e 4 o e (o Primary Strategic Priority Source Strategic Priority Three: Strengthen biosecurity, surveillance and animal welfare to enhance animal health, and support market access and trade PRODUCERS REDUCE DISEASE ENTRY ONTO FARMS 15 M&E INDICATORS* 47% 33% 20% 16/17 Actuals o the ecurity along 4 or above 11 o the ecurity on(out of 5) Member survey: 3.3 “On farm biosecurity planning there’s a bit to do there” Additional activities: • Widespread adoption of biosecurity planning due to J-BAS and Livestock Production Assurance (LPA) requirements • Over 200 phone calls recorded by staff members (conservative estimate) for biosecurity planning requirements of J-BAS and LPA • Winner 2017 Biosecurity award Not achieved: According to the 2017 Producer survey, the most popular reason producers did not undertake an action was “no need/no problem”. This indicates the Program needs to focus on reminding producers about biosecurity threats and the danger of complacency. 987 Additional activities: • Significant gate sign increase in 4th quarter driven by J-BAS/JD in cattle campaign 1147 44% NA 2,000 annually 5,000 total 45% 1,241 7,189 208,611 Not achieved: Awareness had increased from 2013 but did not meet expectations. More work in promoting the Program more broadly is required. 3,000 total 10,000 annually 210,000 annually 60% 85% 3,000 annually 15,000 total 50% 10,000 total 13,000 annually 250,000 annually 80% Member survey: 3.1 “I’m just not seeing the biosecurity jigsaw nationally… we’re all working independently” How did we track? 17/18 Targets 3.5 or above (out of 5) $2m 3.5 or above (out of 5) 2020 Targets 4.0 or above (out of 5) $3.5m 4.0 or above (out of 5) *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 23 ׉ 7cassandra://BI2f44tYP4eVVuzs2BARUBkyVRkWD8UxL-jrNpYpW7sM`̵Y S_Y S_{בCט{u׉׉ 7cassandra://KHKxNsj1ha3XYg3ppYB0f6iZXmFFvzFVXcbrIcZYXh4S` ׉ 7cassandra://4pNgGg4_r8sC598rRIU4Bdj0vqRo2J8FnHQjBtBpcMw3Y`S׉ 7cassandra://riATGeY90YJlROso-oH5UteROIecHWUCa5BqD3WKpkk.`̵׉ 7cassandra://9tqCBLWLV_hPGKIqfA9zYC5d5fq0DBJWWWE4QDGFF4ALQ2͠Y S_ט{u׉׉ 7cassandra://fSACmMOyHxuzZgbAoLxruU8wAA6JehLBINZGOA3VPQ8kF` ׉ 7cassandra://LQ7v_gH2Qesl1kMX6m2lzsO_FqSHILh7KiIojGW2BbE`S׉ 7cassandra://BOJpdcoaiDbSvMMulOzyt0Y9XP3R5AEVcZH-mlTbE5I 6`̵׉ 7cassandra://ZNntk2D7dCaJ-fTbvCw2zfF-GvkzlaLbEBwwEMpj80sD͠Y S_׉EEND OF PROGRAM OUTCOME PRODUCERS REDUCE DISEASE ENTRY ONTO FARMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 4.1 Percentage of Industry Members with a biosecurity plan and/or strategy in place 15/16 Baseline 100% - All 15 Industry Members have a biosecurity manual in place 16/17 Target All 15 Industry Membe a biosecurity manual i manuals to be reviewe 4.2 Percentage of Industry Members with biosecurity standards incorporated into a compliance/verification scheme/checklist 33% (5 out of 15) of Industry Members have biosecurity standards included into a verification system 4. Members & partners disseminate biosecurity messages (refer to LBN supporting outcomes on the final page) 87% (13 out of 15) of Industry Members have a verification system in place 4.3 Percentage of Government Members with a biosecurity statement/strategy in place 67% (6 out of 9 Government Members) 78% (7 out of 9) No target set 4.4 Percentage of Members disseminating biosecurity standards/plans/checklists on their websites No baseline available No target available Above target 24 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://riATGeY90YJlROso-oH5UteROIecHWUCa5BqD3WKpkk.`̵Y S_׉Ee i e 16/17 Actuals How did we track? ers have in place, ed 100% • National Poultry Manual (2009; under review) • Chicken Meat Manual (2010; under review) • Horse Venue Work Book (2010) • Egg Manual (2015) • Pig production Manual (2013) • Grazing Reference Manual (2012) • Feedlot Manual (2013) • Duck Production Manual (2010; under review) • Zoo and Aquarium Manual (2011; under review) 33% 17/18 Targets 100% 2020 Targets 100% 60% 75% 78% • ACT (2016-26) • NSW (2013-21) • NT (2016-26) • QLD (2017-22) • SA (2013-16) • TAS (2013-17) • WA (2015-25) 100% 100% 55% - 17/31 Members (who have websites) are disseminating biosecurity standards on their websites • AAA • ACMF • Australian Eggs • AHIC • APL • AVA • DA • DAWR • GICA • MLA • NSW • QLD • SA • TAS • VIC • WA • WPA 65% 90% *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 25 ׉ 7cassandra://BOJpdcoaiDbSvMMulOzyt0Y9XP3R5AEVcZH-mlTbE5I 6`̵Y S_Y S_{בCט{u׉׉ 7cassandra://MXpSzcTv-MruTT5JSddz_yMRlTVjUT7-Dfx3JHJtOiY'` ׉ 7cassandra://JyggvOOEQCM20mucq4KeZfdz-4yJoyUrAk2_ZKYUJ-wML`S׉ 7cassandra://ItaU19OuEz_3VbvOe9zZ48M6TpSz7u8YZKrqJesdIIo2`̵׉ 7cassandra://ri2m-59trOl_9_3kYEeUV-n39yvQ-SigvRBRn5_Mh5A_l͠Y S_ט{u׉׉ 7cassandra://gP1IrYum0927RmTCkM3s6uMpq4_vxehKyuAUeutvTmsp` ׉ 7cassandra://tDfo7VgifuUQ_7zvme8hCttxRrcye0zW3_ADkbfLbGQK`S׉ 7cassandra://z2xEMgFKS-PSKJHKm4Xaj6ozPwnEx_FiqNDHfC-dzl0`̵׉ 7cassandra://h9CoLGzGT2Ym9H_eT1dFP1fyKUv661JF1DljaCi5nuwvV͠Y S_ ׉E'END OF PROGRAM OUTCOME PROMPT NOTIFIABLE OUTBREAK DISEASE DETECTION & EFFECTIVE EAD RESPONSE IN PLACE What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 5.1 EADRA and required guidance documents are updated annually 5.2 AUSVETPLAN documents are fit for purpose 15/16 Baseline EADRA last updated 09-09-16 (version no. 16/02) Not all AUSVETPLAN documents are perceived as fit-for-purpose 16/17 Target Formal processes to be implemented to ensure new version will be published in early 2017-18 Secure resources to address currency challenges Identify mechanisms to support annual monitoring of underpinning information (e.g. science, OIE Code changes) 5.3 Endorsed AUSVETPLAN documents are readily available on the AHA website 5. Australia’s EAD response arrangements are effective & efficient 5.4 Emergency disease vaccine banks (FMD and anthrax) are fit for purpose Available on AHA website in PDF format; inconsistent and/or outdated templates Banks available for use. FMD strains and quantities of antigens based on advice from Vaccination Expert Advisory Group and Vaccine Contract Advisory Committee in 2013 and 2014 5.5 AHA’s contribution to the effective management and strengthening of Australia’s emergency response arrangements 5.6 Emergency disease vaccine banks (FMD and anthrax) manufacture, storage and delivery arrangements are in place No baseline available Identify response function needs from AUSVETPLAN Update disease strategy and response policy brief templates Banks are available for use 16/17 Actu Forma EADR Achie been Achie Addit • New • 75% com Achie respo Achie Achie Member survey: “AHA’s contribution to the effective management and strengthening of Australia’s emergency response arrangements” - 3.4 or above (out of 5) Manufacture arrangements in place Supply and delivery arrangements documented but not tested Examine supply and delivery arrangements (permits and processes) in preparation for updating and testing Achie Memb Above target 26 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://ItaU19OuEz_3VbvOe9zZ48M6TpSz7u8YZKrqJesdIIo2`̵Y S_!׉E 17 u ma R e e t w % m e o e e b e Primary Strategic Priority Source Strategic Priority One: Effectively PROMPT NOTIFIABLE OUTBREAK DISEASE manage and strengthen Australia’s emergency animal disease response arrangements through successful partnerships with Members Strategic Priority Two: Enhance the EAD preparedness and response capability of AHA and its Members 58% 37% 5% 17 uals mal process for variations and amendments to the EADRA are in progress RA published three months early eved – Members endorsed additional resources, and mechanisms have established ready for implementation in 2017-18 eved – mechanisms identified ready for implementation in 2017-18 tional activities: w baselines established – 30% AUSVETPLAN updated in past 5 years % minor reviews completed in less than 2 years; no major reviews mpleted eved – information mapping consultancy completed that identifies onse function needs eved – templates updated eved – banks are available for use and verified annually by manufacturer 80% DSMs & RPBs in new templates Enterprise manual templates updated Banks are available for use with appropriate strains and quantities of antigens Anthrax consultation re future requirements (e.g. number of doses) ber survey: 4.1 4.0 or above (out of 5) FMD – new contractual arrangements and vaccine bank in place and ready for use Anthrax – to be advised following consultation with funding parties 4.0 or above (out of 5) How did we track? 17/18 Targets New version published October 2017; Recommitment by all Signatories following 3rd 5 year review 50% updated in past 5 years 80% of disease strategy manuals (DSMs) & response policy briefs (RPBs) annually monitored 2020 Targets New version published October 2020 100% updated in past 5 years 100% of DSMs & RPBs annually monitored 100% enterprise manuals updated DETECTION & EFFECTIVE EAD RESPONSE IN PLACE 19 M&E INDICATORS* 100% DSMs & RPBs in new templates eved - supply and delivery exercise in preparation Supply chain exercise conducted Exercise findings improve processes for FMD vaccine delivery Anthrax - Negotiate extension of supply agreement under clause 3 FMD – new contractual arrangements and vaccine bank in place and ready for use Anthrax – to be advised following consultation with funding parties *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 27 ׉ 7cassandra://z2xEMgFKS-PSKJHKm4Xaj6ozPwnEx_FiqNDHfC-dzl0`̵Y S_"Y S_!{בCט{u׉׉ 7cassandra://WIbZCVdRvPBXqWT9SAKBFyyNTtVZx708oYoatlwyN-0Y` ׉ 7cassandra://l8nSFwHSAIsIQTkWM92uY-qbgzocnM4jrbKSViUb5V0S.`S׉ 7cassandra://CXxnkpPPhIu89vAhtHLW1Orqi-Q3iZOce3N6n8gwtOg<`̵׉ 7cassandra://o4Rh9HIADNiVanPNhJppkwR5naEq0DxAvbP9L0rMMCEa~͠Y S_#ט{u׉׉ 7cassandra://xUJtUfuzMaL0HVf2cfNgkdPeEiq8b2o20pa2cqEzx54` ׉ 7cassandra://qxmQP8DJyAv9psjgTbRmQm5DeuB77NKJPA3gyuiZo303`S׉ 7cassandra://loxPePPrDyyYPLuT_st7g2qG24aMHLs9KqwjGxc1t00 `̵׉ 7cassandra://sG1MtXNUx1ulPyOW9Hz3tWVo6x5EvSHXQbf0bDlFBAIIP͠Y S_$׉E END OF PROGRAM OUTCOME PROMPT NOTIFIABLE OUTBREAK DISEASE DETECTION & EFFECTIVE EAD RESPONSE IN PLACE What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 6.1 Signatories meet their EADRA obligations for managing an EAD 15/16 Baseline Biosecurity Plans and statements in place for all signatories but no public reporting or review No coordinated risk mitigation framework 6.2 AHA’s contribution to the enhancement of the response preparedness capabilities of our Members 6.3 Members have ready access to training No baseline available 16/17 Target Proposal for risk mitigation framework* endorsed at EADRA workshop (*Covers biosecurity plans & statements, normal commitments, national animal health standards & EAD training) Member survey: “AHA’s contribution to the enhancement of the response preparedness capabilities of our Members” - 3.4 or above (out of 5) 2 channels delivering training needs (F2F and online) 6. The EAD preparedness & response capability of AHA & its Members is enhanced 46 Members received Consultative Committee on Emergency Animal Diseases (CCEAD) or National Management Group (NMG) training; 21 Industry Members received industry liaison training 1 exercise (Apollo) with 46 Rapid Response Team (RRT) attending 158 completed the EAD Foundation online course 6.4 Personnel who receive training understand policies, legal requirements and roles and responsibilities for an EAD response 90% CCEAD/NMG participants indicated preparedness to serve on CCEAD/NMG had increased 72% (CCEAD and NMG) indicated the EAD foundation online course was very useful 2 channels of delivering training needs 20 Members receive CCEAD or NMG training 20 Industry Members receive industry liaison training (from at least two different industry member organisations) Hold 1 exercise with majority of the RRT attending 120 90% of participants indicate a significant increase in understanding 75% of participants indicate the EAD Foundation online course is very useful Achie Achie Achie Memb 16/17 Actu Achie Achie Achie 91% 90% Addit Exerc • 97% bio • 79% resp 6.5 The participation and cooperation of government and Industry Members either in a simulated EAD response exercise and/or by review of an actual EAD response is improved 28 Exercise observations & learnings No EAD responses Exercise Apollo 2016; all jurisdictions participated & 3 jurisdictions engaged in planning Response processes are strengthened as a result of conducting the exercises Achie aquat 97% o princi 79% o emerg ANNUAL REPORT 2016-17 ׉ 7cassandra://CXxnkpPPhIu89vAhtHLW1Orqi-Q3iZOce3N6n8gwtOg<`̵Y S_%׉E17 u e b e e e e e t c % o % sp e at o ci o rg 17 uals eved - Risk mitigation framework project endorsed at EADRA workshop How did we track? 17/18 Targets Review of normal commitment 2018 Progression of risk mitigation framework 2020 Targets Risk mitigation framework agreed and in place ber survey: 3.8 4.0 or above (out of 5) 4.0 or above (out of 5) eved 1 new training channel delivered eved - 28 Members received CCEAD or NMG training eved - 20 Industry Members from poultry and 20 from sheep 90% of participants indicate training is: 1. readily accessible 2. meets their needs At least 3 different sectors receive industry liaison training eved - Exercise Fintan involved 29/46 RRT 1 exercise with 80% of National Biosecurity Response Team (NBRT) attending, and all jurisdictions represented eved - 460 500 annually 90% 90% tional activities: cise Fintan participants % agreed, or strongly agreed, that they were able to apply the principles of osecurity incident management % indicated their ability to fulfil their role in a biosecurity emergency sponse was significantly improved eved - No cost shared responses however Exercise Fintan involved the atic industry and 100% jurisdictional representation through the RRT of participants agreed, or strongly agreed, that they were able to apply the ciples of biosecurity incident management in Exercise Fintan of participants indicated that their ability to fulfil their role in a biosecurity rgency response was significantly improved ANNUAL REPORT 2016-17 29 To have more than 1 industry group and 100% jurisdictions represented in the NBRT exercise Response processes are improved as a result of conducting exercises 3 new training channels delivered 90% of participants indicate training is: 1. readily accessible 2. meets their needs At least 4 different sectors receive industry liaison training 1 exercise with 90% of NBRT attending, and all jurisdictions represented 700 annually 100% 100% of participants from all AHA EAD response training programs understand policies, legal requirements and roles and responsibilities for an EAD response By 2020, 100% of Industry Members and 100% of jurisdictions have participated in EAD responses and/or simulation exercises ׉ 7cassandra://loxPePPrDyyYPLuT_st7g2qG24aMHLs9KqwjGxc1t00 `̵Y S_&Y S_%{בCט{u׉׉ 7cassandra://-Jw6bzQNj8yNWAxZmfswvhixHLIsABDKI7YTbp4F184Y` ׉ 7cassandra://e0dwuupPZSCSslq4bV1k8WGjO9cH_NW4sOXaU-jjLEMC[`S׉ 7cassandra://kxORNOxoWW0905-E_CCLw2cFMaYtpIHGDZaGSyXfeqY`̵׉ 7cassandra://BCqYPrAha-fBoePfWWUALdWeH3eo16ojaj937ShmGIMT*6͠Y S_'ט{u׉׉ 7cassandra://6PBAGaaujBhFfCfKwyXhOU8cMYqA839759Tke-MtxdoS` ׉ 7cassandra://FXGsPxfcUe8TCWr9jZ_up0FSQUBwKytZy329eqZpcB4`S׉ 7cassandra://sMBMelrjRimk8-2nDVonpdb77AxwVX5RaUL5OSruOHg `̵׉ 7cassandra://3SHmfuAaQ7SeIB-_z1kW-5bsoXWR9mwVAHSxQV2nDvw(<͠Y S_(׉EzEND OF PROGRAM OUTCOME PROMPT NOTIFIABLE OUTBREAK DISEASE DETECTION & EFFECTIVE EAD RESPONSE IN PLACE What do we want to achieve? (Intermediate outcomes) 7. Significant disease events are investigated early (refer to LBN supporting outcomes on page 13) 8. Government/ private veterinarians have knowledge, skills & justification to investigate & report on disease events (refer to LBN supporting outcomes on page 13) 8.1 Private livestock veterinarians have adequate opportunity through subsidised training on disease investigation offered annually in every state/territory to gain knowledge and skills to investigate and report on disease events 8.2 Level of notifiable disease investigations meet laboratory sample submission requirements No data available National Significant Disease Investigation (NSDI) covers gaps to ensure annual training in every state/territory Traini (onlin How do we monitor this? (Monitoring indicators) 7.1 Member understanding of general surveillance system performance/timeliness 15/16 Baseline Delay to detection of FMD up to 43 days (Martin et al 2011) 16/17 Target Periodic general surveillance system modelling is required to monitor status of timeliness. Initiate project in 2016-17 16/17 Actu New p No data available Support National Laboratory Task Group (NLTG) monitoring of sample submissions NLTG Above target 30 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://kxORNOxoWW0905-E_CCLw2cFMaYtpIHGDZaGSyXfeqY`̵Y S_)׉E17 u p in n G 17 uals project initiated (AHA AOP 2017-18) to repeat modelling of timeliness How did we track? 17/18 Targets Completion of new project to assess expected time-todetection of FMD Report to AHA Members and Animal Health Committee (AHC) 2020 Targets Initiation of 2020-21 assessment of general surveillance system timeliness ing delivered in WA (30 private vets), Qld (14 private vets) and NSW ne course launched) under the NSDI Program Subsidised annual training opportunity offered in every state/territory (through NSDI Program or others) Determine a training target level Subsidised annual training opportunity offered in every state/territory Agreed target level met G Member-labs agreed to undertake monitoring Initiate annual information collection via NLTG with report to AHA Members and AHC Effective, routine monitoring and evaluation of adequacy of sample submissions established with report to AHA Members and AHC ANNUAL REPORT 2016-17 31 ׉ 7cassandra://sMBMelrjRimk8-2nDVonpdb77AxwVX5RaUL5OSruOHg `̵Y S_*Y S_){בCט{u׉׉ 7cassandra://QdRtXjYcG1QoQozp7dqZOf6E-S7NuYloan_6DD25H2w ` ׉ 7cassandra://YCPqj0jljWX2wYGMdBHDEC200BNiM5rreyjChHeNNfkG`S׉ 7cassandra://qZkhNXZlVPoXqtJQfZgcVBKnO566yPORZpoVZK8RHAs`̵׉ 7cassandra://3f4lFRCr5HOJQr8VCWUBy7Kf8Qfx6j6JGeYsfyHAs6wc)͠Y S_+ט{u׉׉ 7cassandra://0SIQ4lASJLbbIHu-0o3JOjNqCClKALosmSf5NxHU5DI` ׉ 7cassandra://McCOkTEgOUJ40tkN1X-Aej-BdUvRkoHaf7sfLzBiz88%`S׉ 7cassandra://doXyKOCsLnGTl3nYAap6VGU94tazoFXXR9R2ZOdZnKY *`̵׉ 7cassandra://Ag-gxeliLHlS84Z3niIfWrosMk9Q2q9Xg6lCPe7KSew=͠Y S_,׉EEND OF PROGRAM OUTCOME PROMPT NOTIFIABLE OUTBREAK DISEASE DETECTION & EFFECTIVE EAD RESPONSE IN PLACE What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 9.1 Percentage of Industry Members who have traceability standards included into a compliance/verification scheme/ checklist 9.2 AHA’s contribution to the strengthening of traceability meets the needs of Members 9. Improved national policy & procedures for *surveillance, traceability & welfare (refer to intermediate outcomes 10 & 11) 9.3 Percentage of Members promoting traceability on their website 15/16 Baseline 80% (12 out of a possible 15 Industry Members) 16/17 Target No target set 16/17 Actu 80% ( • ACM • ADF • AEC No baseline available Member survey: “AHA’s contribution to the strengthening of traceability” - 3.4 or above (out of 5) 55% (17 out of 31 Members) • ADF • AEC • APL • CCA • DA 9.4 Improved traceability performance against national short term traceability standards 1.1 and 1.2 for National Livestock Identification System (NLIS) cattle 9.5 Animal Welfare Standards and Guidelines (S&Gs) project milestones delivered efficiently and effectively Improvements from the 2007 traceability exercises (baseline figures) NLIS Cattle (1.1) 98% (1.2) 99.5% NLIS Sheep & goats (1.1) 62% (1.2) 46% NLIS Pig (1.1) 75% (1.2) 36% No baseline available Revised timeline adhered to Agriculture Senior Officials Committee (AgSOC) benchmark was set at 98% for short term traceability Within 90% ( previo days Within suscep exerci Over t stakeh Addit • Re No target set 55% ( Memb Above target 32 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://qZkhNXZlVPoXqtJQfZgcVBKnO566yPORZpoVZK8RHAs`̵Y S_-׉E17 u ( CM DF EC b ( DF EC PL CA A in ( io in ep ci t eh t e 17 uals (12 out of a possible 15 Industry Members) CMF DF ECL • ALFA • APL • CCA ber survey: 3.3 • EA • GICA • HRA • RA • SCA • WPA 3.5 or above (out of 5) (17 out of 31 Members) DF ECL PL CA A • GICA • MLA • NT • NSW • QLD • RA • SCA • SA • TAS • VIC • WA • WPA in 24 hours of the relevant Chief Veterinary Officer (CVO) being notified, (54/60) sheep included in the exercise, could be traced back to all ious location(s) where a specified animal resided during the previous 30 in 24 hours of the relevant CVO being notified, the location of all eptible animals that resided with 50% (30/60) sheep included in the cise, at any stage during the specified animals life could be determined the past 12 months the timeline has been revised three times due to eholder delays; current timeline is on-track tional activities: eview of S&G documents Revised timeline adhered to and feedback about AHAs involvement is positive S&G process is revised resulting in fewer delays and positive feedback from stakeholders AgSOC traceability standard benchmark AgSOC traceability standard benchmark 65% 4.0 or above (out of 5) 90% How did we track? 17/18 Targets 87% 2020 Targets 100% ANNUAL REPORT 2016-17 33 ׉ 7cassandra://doXyKOCsLnGTl3nYAap6VGU94tazoFXXR9R2ZOdZnKY *`̵Y S_.Y S_-{בCט{u׉׉ 7cassandra://dlzn-7P_EIrE205zc6F-XLxHR8RtMGdq4S6uaxWPJLY` ׉ 7cassandra://pnuqw5QhDMvZasFkmIDzPYNoEao-sNAwvC10k9iPct0I`S׉ 7cassandra://Sqycyo2TnG8MPGct0sOH_uhGVPpZ_BUabRq6Cv1U08s`̵׉ 7cassandra://nwGWbFtltehZAe5mfKwrCu52Qup4TlCvB0DZ8fQXVsoSb͠Y S_/ט{u׉׉ 7cassandra://qtz1j8Nc_FfEnC0RzU1NYaLi_YKs4mCA1yOE-ahBHlM&` ׉ 7cassandra://77swh2xMfdAmbln07bUm_Hv2-XXesKE9PcBigtXOG2U='`S׉ 7cassandra://uA9afDjnft6ViLDbNUngrcVJgwbQQgsobOVhGnJXx9Ej`̵׉ 7cassandra://NvHE8n24lGN5eGK7VE1s3umjZCnslfiUxIsvXzZwUEoop͠Y S_0׉EEND OF PROGRAM OUTCOME NATIONAL SURVEILLANCE & ANIMAL HEALTH REPORTS ARE CONSIDERED ROBUST BY MEMBERS AND MARKETS What do we want to achieve? (Intermediate outcomes) 10. National surveillance & animal health reports are considered robust by Members & markets How do we monitor this? (Monitoring indicators) 10.1 Government and Industry Members consider that national surveillance publications (i.e. OIE reports, AHIA, AHSQ) are credible and robust 15/16 Baseline Member feedback that Australia’s surveillance as reported in AHiA is insufficient and reporting incomplete Member feedback that surveillance as reporting in Animal Health Surveillance Quarterly (AHSQ) is insufficiently transparent 16/17 Target Address Member feedback through consultation and addressing where AH effect change 11. Surveillance data are available to Members & partners to support policy development, decision making & trade 11.1 National Minimum Data Sets (NMDS) for surveillance are established and formats /protocols for transfer of national surveillance data are updated NAHIS data set satisfies surveillance information needs of Members NAHIS data set satisfies surveillance information needs of Members Agreement on NMDS for surveillance outstanding (AHC 2014) NMDS for surveillance agreed 11.2 Satisfied the national surveillance data and reporting of needs of Members National Animal Health Information System (NAHIS) and NAMP satisfied needs of Members; revision to reporting requested No baseline available NAHIS and NAMP satisfied needs of M Member survey: “AHA’s contribution to strengthening surveillance” - 3.4 or above (out of 5) Above target 34 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://Sqycyo2TnG8MPGct0sOH_uhGVPpZ_BUabRq6Cv1U08s`̵Y S_1׉EH M Primary Strategic Priority Source Strategic Priority Three: Strengthen biosecurity, surveillance and animal welfare to enhance animal health, and support market access and trade NATIONAL SURVEILLANCE & ANIMAL HEALTH REPORTS ARE CONSIDERED ROBUST BY MEMBERS AND MARKETS 10 M&E INDICATORS* 40% 40% 20% 16/17 Actuals HA can All feedback on AHiA and AHSQ addressed prior to publication • Formal feedback on AHiA available August 2017 • AHC decision and requirements of AHA on AHSQ surveillance reporting is outstanding • Improvement on both publications to continue Additional activities: • Discussion on surveillance whereby Government Members provided feedback indicating areas for improvement of NAHIS program; accepted CVO/AHC work required (Member Forum 17) • Progressing 2 additional core projects arising from Forum • AHA working with AHC to effect real change NAHIS data set satisfies surveillance information needs of Members No resolution on NMDS – subject of consultation between National Biosecurity Information Governance Expert Group and AHC Additional activities: • DAWR has commissioned a consultancy project to better inform requirements and support an agreement between CVOs (due November 2017) • Correspondence sent to AHC identifying key issues for resolution Members Work commissioned on the NAHIS database management system to deliver new functionality and new NAHIS report for CVOs (due October 2017) • Written feedback on NAHIS and NAMP next available in November Member survey: 3.6 • Qualitative surveillance results indicate that we collectively are not meeting expectations 3.5 or above (out of 5) 4.0 or above (out of 5) Implement NMDS in the NAHIS as informed and agreed by AHC NAHIS data set satisfies surveillance information needs of Members How did we track? 17/18 Targets Implement required changes to NAHIS publications as required by AHC agreement. 2020 Targets Satisfied the publication requirements of AHC Members. *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 35 ׉ 7cassandra://uA9afDjnft6ViLDbNUngrcVJgwbQQgsobOVhGnJXx9Ej`̵Y S_2Y S_1{בCט{u׉׉ 7cassandra://1_Lr4ZPCUDm8mZmXyRG0FJkQftXWVkCmXzP_VHRBmic` ׉ 7cassandra://NaRqPq8gOD8HgSI4o7lx97yG6fOy30pUDDYz1_rzvMQK`S׉ 7cassandra://MYpDGA_JNXnZGwGD8o3ZLOATyIfUd3NRVU7DpwXfwkg`̵׉ 7cassandra://ZuoymTWhMJJNfADuAb7pjl-kdA4umGYtmERRwrMMkFg[W͠Y S_3ט{u׉׉ 7cassandra://34lH5yo86f7tHWtI-vwATm7Oz1rlHOxqcbYqWA0kLkQh` ׉ 7cassandra://tAraatigjXt9CXWQIBz6ouWUQ7OSSKIbpyN7i08LE3c"`S׉ 7cassandra://JES-jpF9V1FxU5Ztbo4ggDCDj-t-m46VqPP7xLffvQs e`̵׉ 7cassandra://AB6V_HicQ2x8nRsWbfyosAvavKKSOnDd-i_om1mN44s>'͠Y S_4׉EEND OF PROGRAM OUTCOME NATIONAL SURVEILLANCE & ANIMAL HEALTH REPORTS ARE CONSIDERED ROBUST BY MEMBERS AND MARKETS What do we want to achieve? (Intermediate outcomes) 12. Animal welfare is strengthened on-farm & in supply chain (refer to LBN supporting outcomes on the final page) How do we monitor this? (Monitoring indicators) 12.1 AHA's contribution to strengthening animal welfare meets the needs of Members 12.2 Number and value of welfare projects that AHA funds or has carriage of 12.3 Number of Industry Members that have an animal welfare strategy or a plan which includes animal welfare 13.1 Percentage of Industry Members with animal welfare standards incorporated into a compliance/verification scheme or checklist 13. Improved awareness & adoption of animal welfare standards 13.2 Number of page views on the Animal Welfare Standards Website 13.3 Number of jurisdictions to mandate animal welfare standards and guidelines in state and territory legislation 13.4 Percentage of Members and number of key stakeholders promoting S&Gs on their websites 15/16 Baseline No baseline available 16/17 Target Member survey: “AHA’s contribution to strengthening a welfare” - 3.4 or above (out of 5) 5 projects 7 projects No baseline available 100% all Industry Members have a welf plan/strategy in place 2 out of 15 Industry Members Target not set • AAA • ACMF • ADF • ADMA 35,561 • AECL • AHIC • ALFA • APL • CCA • EA • GICA • HRA • RA • SCA • WPA 40,000 6/8 jurisdictions mandated standards for 1 industry sector (land transport) 0/8 jurisdictions mandated standards for cattle and 0/8 for sheep No baseline available Target not set Target not set Above target 36 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://MYpDGA_JNXnZGwGD8o3ZLOATyIfUd3NRVU7DpwXfwkg`̵Y S_5׉Ea lf 16/17 Actuals How did we track? Member survey: 3.7 animal 9 projects 17/18 Targets 3.7 or above (out of 5) $500,000 funding lfare 100% all Industry Members have a welfare plan/strategy in place 100% 2020 Targets 4.0 or above (out of 5) $1m funding 100% 13% (2 out of a possible 15 Industry Members) • APL • AECL 47% 60% 47,445 70,000 6 jurisdictions mandated land transport S&Gs, 1 jurisdiction mandated sheep S&G, 1 jurisdiction mandated cattle S&Gs • VIC, NT, SA, TAS, NSW & QLD mandated land transport S&Gs • SA was the first state to mandate the sheep and cattle S&Gs on the 15 April 2017 29% of Members and stakeholders promote S&G on websites • GICA did not have a link to welfare S&G but after sending an online enquiry they updated the website NT & TAS to mandate cattle S&G. TAS to mandate sheep S&G 75,000 All jurisdictions to mandate animal welfare S&Gs as agreed by AGMIN 50% 90% ANNUAL REPORT 2016-17 37 ׉ 7cassandra://JES-jpF9V1FxU5Ztbo4ggDCDj-t-m46VqPP7xLffvQs e`̵Y S_6Y S_5{בCט{u׉׉ 7cassandra://7TFWNuOU9T5g81hE8XoykOiZ6IcVeCsNLDgnTa6Q72Y4` ׉ 7cassandra://8uA4Bt6DnLEb8ZbpNQ8kWyncfaoQGXSLpploeOnm1xA@c`S׉ 7cassandra://cuc1Z8KEK7atXBgxng_pCg36ePGzWjqddXB00Pc-DA4~`̵׉ 7cassandra://JEjEP0255266I6KLLS--YUK9bh304ZNdFGVAeAI_3CcbC͠Y S_7ט{u׉׉ 7cassandra://D2rkvX_qU0Ucd6RKuM5qIeJ6MMZn1mHS0M6xQMsXxI40` ׉ 7cassandra://raNrZUS9JDJD9Q4b5CavpLIxTCI_NdCtfI-IA_gKcFgA`S׉ 7cassandra://AClOg0rmHKhiVv2n4gPrY0qqYmAnkEoA7kFhF-uudTQ`̵׉ 7cassandra://gzB2xg8BEmJZWyR_YTiShd0D1_Fxl1S_B9Xc_HF8HMQy$P͠YS_8׉EEND OF PROGRAM OUTCOME NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 14.1 Extent to which AHA has facilitated sustainable partnerships (existing and new) (Refer also to indicator 16.5) 15/16 Baseline No baseline available 16/17 Target Member survey: “AHA facilitates sustainable partnerships” - level of agreement 7.9 or above (out of 10) Member survey: Gov’t, Service Provider and Industry cohorts score “new partnerships are developed and existing ones strengthened” as ‘adequate’ to ‘positive’ 16/17 Actuals Member survey: 8.3 • “[AHA] facilitates join • Induction process inst • Government Forum in • Two new surveillance Member survey: Gov’t = Adequate Service Provider = Posit Industry = Positive Additional activities/fee • Welfare Standards and of support; work will c • Meat & Livestock Aust • EADRA workshop: “As and its relevance to m 14. Enhanced Member capability & capacity • FMD Project: “Withou was nobody [within o and the project benefi 14.2 Extent to which AHA has collaborated and tailored information for and with Members & stakeholders 14.3 Extent to which AHA meeting facilities are utilised No baseline available More Members are involved and have direct contribution to communications outputs 11 projects involved mem • PHA and AHA awarde • JD management in ca industry stakeholders some sectors; will con • Shared booth with Wi • Communications Mana No baseline available Internal events = 70 Internal events = 76 Additional activities/fee • “[AHA meeting rooms External events = 20 14.4 Extent to which AHA is delivering value to Members No baseline available Member survey: “AHA is delivering value to Members” - level of agreement 7.9 or above (out of 10) External events = 20 Member survey: 8.0 • “[AHA] responsive to Above target 38 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://cuc1Z8KEK7atXBgxng_pCg36ePGzWjqddXB00Pc-DA4~`̵YS_9׉E n st n e it ee nd c st As m u o fi m e a s n Wi na ee ms o Primary Strategic Priority Source Strategic Priority Four: Deliver Member value, organisational performance enhancement and sustainable resourcing. NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS 33 M&E INDICATORS* 58% 33% 9% How did we track? nt partnerships on agreed projects” and “brings people together” stigated to combat ‘newcomer issues’ ntroduced (Breakfast Forum) e projects developed for 17/18 itive eedback: nd Guidelines: maintained relationships with participants noting variable levels continue in 17/18 stralia became an AHA Associate Member As a new participant it was valuable for understanding how the EADRA ties in... my industry” ut you [AHA staff] we would not have made the progress that we have. There our organisation] to guide us through the Animal Health Committee process fits greatly from AHA’s established contacts” mber/stakeholder information collaboration, with mutually beneficial outcomes ed the Australian Biosecurity Award (Farm Biosecurity Program) attle communications and practice change campaign: shared with relevant s to ensure consistent messaging and uptake (confusion and resistance in ntinue to work on this 17/18) Wildlife Health Australia nager assisted with Qld White Spot Disease (WSD) Response eedback: ms] are considered a fantastic resource. Great facility to meet with industry” 3 AHA Members have used AHA facilities beyond their credit allocation annually 5 non-Member organisations hire AHA facilities annually o Members, innovative, facilitates collaboration” 8.0 or above (out of 10) 90% of 17/18 communication and partnerships activities are delivered 5 AHA Members have used AHA facilities beyond their credit allocation annually 10 non-Member organisations hire AHA facilities annually 8.0 or above (out of 10) 90% of 19/20 communication and partnerships activities are delivered 5 collaborative/partnership activities satisfactorily completed annually 15 collaborative/partnership activities satisfactorily completed annually Gov’t = Positive Service Provider = Positive Industry = Positive Gov’t = Positive Service Provider = Positive Industry = Positive 17/18 Targets 8.0 or above (out of 10) 2020 Targets 8.0 or above (out of 10) *AHA’s M&E indicators are used to measure the company’s progress towards outcomes in key business areas, which are directly aligned with AHA’s broader strategic priorities. ANNUAL REPORT 2016-17 39 ׉ 7cassandra://AClOg0rmHKhiVv2n4gPrY0qqYmAnkEoA7kFhF-uudTQ`̵YS_:YS_9{בCט{u׉׉ 7cassandra://msViNFnM2gLldnCVjtJLYF8U04HS_2mSPUsuTuVVRTY0` ׉ 7cassandra://YdNGOBS0qQYPByP9gVr7te9b9U6MMbqE0RlRE9QdVeQB`S׉ 7cassandra://LOrysMVzP31Bnkye3_-hvvHxgJt0UBsxTRIhjMZ6uYYI`̵׉ 7cassandra://6ShfmgjmkglHW1uZojFeaiTMJI_46ZXMpaCHHnqEQRU\P͠YS_;ט{u׉׉ 7cassandra://-TkjHXZNm3jCtPo4IphL3Ps4ikY-rwBBwaSX9Z51Zekƈ` ׉ 7cassandra://QJM9_Ay2NH87bsdI_LEHyZHuiqPUpj_6wtjxPzbC64A(`S׉ 7cassandra://NGUKpwTNTmqvzlBympFg-8c_SFiGu4A7pFTqpzNaI9Y`̵׉ 7cassandra://iCo8B1_N8smkauHuTF2VRqtBQknyE4mFLn2vHT-qDzQ?͠YS_<׉EEND OF PROGRAM OUTCOME NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 15.1 Number of AHA website views 15.2 Percentage of users opening AHA Express 15.3 Total number of subscribers to AHA Express 15.4 Total number of followers on social media 15.5 Percentage engagement on Facebook 15. Strong productive relationships & information flow 15.6 Extent to which Member’s Forum content is useful 15.7 Extent to which Members' Forum meets the Member’s organisational needs 15.8 Extent to which AHA is responsive to Members 15/16 Baseline 234,794 33% 16/17 Target 250,000 35% (industry standard 20-25%) 570 1,514 1,000 4,300 757 4,961 16/17 Actuals 298,929 35% No baseline available 5% (industry standard 1-1.5%) No baseline available No baseline available 90% 90% 3% Additional feedback: • AHA shared 149 Mem 96.5% 94% No baseline available Member survey: “AHA is responsive to its Members” - level of agreement 7.9 or above (out of 10) Member survey: 7.9 • “[AHA] has done som what’s going on in th Additional feedback: • 15.9 Members are satisfied with AHA communications; timings, channels and frequency of contact No baseline available Qualitative feedback is mostly positive “A quick note to than December newsletter Qualitative assessment Feedback: • “Just wanted to say h understand all the diff • “[Member Forums]… industry together and • “Forum discussions c • “It’s an excellent, bril Probably the best qu • “I think communicati different communica Above target 40 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://LOrysMVzP31Bnkye3_-hvvHxgJt0UBsxTRIhjMZ6uYYI`̵YS_=׉EUm m h n er nt h iff … nd c il u ti a How did we track? 17/18 Targets 2020 Targets 310,000 annually 35% 2,000 total 8,000 total 330,000 annually 40% 6,000 total 18,000 total 5% 5% mber/stakeholder posts on Facebook 90% 90% 90% 90% me good work in providing communication in making people aware of he organisation, the sector and the industry” 8.0 or above (out of 10) Qualitative assessment based on feedback is mostly positive nk you for including the details of our National Safety Officer role in your er. We appreciate the plug!” nt based on feedback is assessed as mostly positive how great the illustration is for the Goat Health Declaration – I now ifferent elements of PICs, NLIS etc and how they work together! … provides a very good platform for bringing all stakeholders ie. Govt and nd regularly” could be more robust and at times it didn’t feel like anybody had ownership” illiant publication [Goat Industry Welfare Standards and Guidelines]. uick reference guide ever produced for the goat industry” tion is pretty good and improved with monthly newsletter email. I’ve noticed ation channels lately” Qualitative assessment based on feedback is mostly positive Qualitative assessment based on feedback is mostly positive 8.0 or above (out of 10) Qualitative assessment based on feedback is mostly positive ANNUAL REPORT 2016-17 41 ׉ 7cassandra://NGUKpwTNTmqvzlBympFg-8c_SFiGu4A7pFTqpzNaI9Y`̵YS_>YS_={בCט{u׉׉ 7cassandra://UfmrtJV7e99y5C6yvHqMrvqbw8NRpKkpCAajinIiyFUL` ׉ 7cassandra://EqTDBxfiCM4klUv8JNAsaw-zvcL_Z0j7w5i5JjzMSakD`S׉ 7cassandra://e0iCXCJWWuTkdxY3585V-2q8lTgblUofyyV2byaVSns`̵׉ 7cassandra://3VsfRG3wv-ypZAQv3m6t97RjeTONRFBlgHAqz-Rw_v4^R͠YS_?ט{u׉׉ 7cassandra://9dOhfYcEdV3DYleizX7my3vGOVtzlxsCSgHTGw4dwE4"` ׉ 7cassandra://SGnjplTB5Ba0qi5rQIhGyMUTi4EqSkGIjCO-NlbcMCI-M`S׉ 7cassandra://Gk4smzRLR1TRFlp9xrV66jg4uebw96OeOuSxkeMUvgo`̵׉ 7cassandra://djGtS6TgeNeldNpuz1TwSG2sYS9nLzF00PSQX-xtC1sB͠YS_@׉E&END OF PROGRAM OUTCOME NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 16.1 Percentage annual increase in Gross Revenue (measured by 5 year rolling average gross revenue from audited financial statements) 16.2 Industry Member reserves are greater than their respective minimum agreed levels 16.3 Percentage annual increase in core retained earnings (measured from audited balance sheet) 16.4 Total annual average income of special projects (percentage is the annual increase) 16. AHA financial sustainability 16.5 Number of partners other than Members involved in special projects 16.6 Number and type of diversified funding options* (Exclude core, special or Government funding) 16.7 Corporate overhead charge on operational projects 16.8 Timeliness of financial reporting and project progress reports to Members 16.9 Timeliness of internal financial reporting 15/16 Baseline $14,655,000 16/17 Target 2% = $14,948,000 16/17 Actuals $15,296,000 Eight industries who need reserve policies $4,517,000 No target set Three members have in Five members do not h 2% = $4,607,000 $5.7m Recognition of income and retention of interes $268,000 2% = $273,000 $223,000 TBC No target set 12 partners including: p projects TBC No target set Two diversified funding Program) and the Direc 43% 43% 46.65% Overhead is allocated a reduced on a case by c No baseline available Reports circulated to Members within the agreed timeliness (align with Board cycle) Monthly within 1 month and within annual audit timeframes Monthly within 2 weeks Industry Members have • New reports develop • New reports develop • Quality of reports ha Financial reports have reports have improved Above target 42 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://e0iCXCJWWuTkdxY3585V-2q8lTgblUofyyV2byaVSns`̵YS_A׉E|n h e es p ng ec a c e p p a e d How did we track? 17/18 Targets 2020 Targets 5% = $17,197,000 5% = $18,960,000 ndustry reserves greater than their agreed level (SCA, WPA, DA). have agreed levels (CCA, GICA, ALFA, AECL, ACMF) Industry Member reserves are greater than their respective minimum agreed levels 3% = $4,872,000 e for LBN subsidiary, past completed projects, under-spent core programs est 3% = $281,000 private vets, private companies and individuals who are involved in special 13 partners including: private vets, private companies and individuals who are involved in special projects ng options: private funding (Australian Animal Pathology Standards ect tender (APL evidence of absence of exotic disease project) Continue to improve the diversified funding options by two $250,000 43% according to budget and many projects were under-budget. Overhead was case basis, reducing the total overhead charge from $1.5m budget to $1.4m e continued to receive reporting: ped for non-industry Members ped for Government Members as improved e been made available, but not all have been in the time required - quality of d Reports circulated to Members within the agreed timeliness (align with Board cycle) Monthly within 2 weeks Reports circulated to Members within the agreed timeliness (align with Board cycle) Monthly within 2 weeks 5% = $309,000 17 partners including: private vets, private companies and individuals who are involved in special projects Continue to improve the diversified funding options by four $2,000,000 43% Industry Member reserves are greater than their respective minimum agreed levels 3% = $5,164,000 ANNUAL REPORT 2016-17 43 ׉ 7cassandra://Gk4smzRLR1TRFlp9xrV66jg4uebw96OeOuSxkeMUvgo`̵YS_BYS_A{בCט{u׉׉ 7cassandra://Zk78l5gMwaBYpl0qQX6LAc2HadTdNY39g7Iew1rHz7c` ׉ 7cassandra://RbYxkOynoAWh9oQMZ7YEz94miKRCciaB9vPWcVX_u5c60`S׉ 7cassandra://twnefD0ydSQhL_DGZLOVQg_UKMOm3TpKxgVVMfsSzgQ]`̵׉ 7cassandra://G-bf7V0Zv4QFW4LgupzxinNrKYSIBc-Ue8IiuDL5xc0I͠YS_Cט{u׉׉ 7cassandra://R0OtqUkxe6vbdpIiP6OzEP60_WPhS7sJJe9c_YQCXZ4'` ׉ 7cassandra://caTyg_vMVt3JwW9Zoc6JJM7xcejsePC-qLgw-VqDQmU S`S׉ 7cassandra://Xb7wsKvQVUmrD_BoZF8sFv_5SHGCetGQbbUGoOb6nDg e`̵׉ 7cassandra://813i8mDZJB8aWwkdcfqSZO9LLz5jWZCWwLLy5jL-l_g#x͠YS_D׉E/END OF PROGRAM OUTCOME NEW & ENHANCED PARTNERSHIPS & SUSTAINABLE PROGRAMS What do we want to achieve? (Intermediate outcomes) How do we monitor this? (Monitoring indicators) 17.1 Engaged workforce 17.2 Improved internal and external collaboration 15/16 Baseline 71% 16/17 Target Maintain 16/17 Actuals 72% 79% internal Maintain 84% 89% external Maintain 91% 17. A capable, engaged, innovative and agile workforce 17.3 Positive trends in professional/career and learning development 40% professional/career development 71% learning development 50% 49% 75% 74% 17.4 A well led and well managed workforce 77% management Maintain 79% leadership Maintain 82% 77% 17.5 Innovation is practiced and valued 17.6 Staff retention 75% Maintain 82% 80% Maintain 92% Above target 44 On target Not on target ANNUAL REPORT 2016-17 ׉ 7cassandra://twnefD0ydSQhL_DGZLOVQg_UKMOm3TpKxgVVMfsSzgQ]`̵YS_E׉EHow did we track? 17/18 Targets 2020 Targets > 75% industry benchmark Maintain (69% industry benchmark) Maintain (82% industry benchmark) 55% (47% industry benchmark) 75% (65% industry benchmark) > 84% industry benchmark 80% (67% industry benchmark) Maintain (67% industry benchmark) > 80% Better than industry benchmark Better than industry benchmark > 80% Better than industry benchmark Better than industry benchmark Better than industry benchmark ANNUAL REPORT 2016-17 45 ׉ 7cassandra://Xb7wsKvQVUmrD_BoZF8sFv_5SHGCetGQbbUGoOb6nDg e`̵YS_FYS_E{בCט{u׉׉ 7cassandra://uNSSTfptuT0jkOBwicA6Z2tVsindKvDswZMmrQvY_8Q[!` ׉ 7cassandra://uNI8kinPusP1F1Y7MYBR_PuEwfPP6noUulk-snT3OFsN`S׉ 7cassandra://WItCrUeT_Tvhuk66DZgtvVX87KGwd7-8to-NR6q1QQM`̵׉ 7cassandra://m1AxfpDB-HbwARXtKAN7OL7TDsKlO1Seg5HLVq4AQ5k.̸͠YS_Gט{u׉׉ 7cassandra://4wMO-fQ_eGONb7fYYy6yELhOGwuPO3rQre-gck5KoGM ` ׉ 7cassandra://8KL_NikzUDHOGjpQznzUe5ao3TTSwRTauxZRjWmvtYw4`S׉ 7cassandra://wLyjoQesC-Iq8Puz71qEPbBn77HzxLpKOpepfhkDW_A`̵׉ 7cassandra://pjP_0l6MHC50oxZQ4V73XpZ6XbU-JoSPdYB3hivO458$͠YS_H׉E COMMITTEE PARTICIPATION Animal Health Committee Animal Health Quadrilateral Group 3D Network Australian Pork Limited Biosecurity Reference Group Australian Pork Limited Specialist Group for Biosecurity, Food Safety and Quality Assurance Research Development & Extension Group Australian Strategic and Technical Advisory Group on Antimicrobial Resistance Cattle Council of Australia Animal Health Welfare Biosecurity and Environment Consultative Committee CSIRO – Health and Biosecurity Committee Evaluation and Lessons Management Specialist Task Group Federation of Australian Wool Organisations' Emergency Animal Disease Preparedness Working Group Governance and Steering Committees for Rural Research & Development for Profit Project - Improved surveillance, preparedness and return to trade for EAD incursions using FMD as a model International Foot-and-Mouth Disease Vaccine Strategic Reserve Network Livestock Data Link Working Group National Animal Health Surveillance and Diagnostics Business Plan Implementation Task Group (of Animal Health Committee) National Biosecurity Committee (observer) National Biosecurity Emergency Preparedness Expert Group National Biosecurity Information Governance Expert Group National Communications Network National Laboratory Task Group (of Animal Health Committee) National Veterinary Epidemiology and Surveillance Task Group (of Animal Health Committee) National Farmers Federation Biosecurity Task Group National Farmers Federation Welfare Task Group National Livestock Identification Scheme Cattle Advisory Committee National Livestock Identification Scheme Monitoring Committee National Livestock Identification Scheme Pigs Advisory Committee National Livestock Identification Scheme Sheep and Goat Advisory Committee National Livestock Identification Scheme Standards Committee Northern Australia Biosecurity Framework Reference Group Northern Australia Biosecurity Framework Working Group National Vendor Declaration Working Group Health for Wealth Project Management Committee Queensland Biosecurity Capability Implementation Program Board Queensland Biosecurity Strategy Working Group Review of Post-mortem Inspection and Disposition Judgements Steering Group Rural Research & Development for Profit ‘Health 4 Wealth’ Project Management Committee Rural Research & Development for Profit Project Peri-mortem Project Working Group SAFEMEAT Executive SAFEMEAT Partners Training Specialist Task Group Vaccination Expert Advisory Group (Animal Health Committee) Wildlife Health Australia Coordinator Group 46 ANNUAL REPORT 2016-17 ׉ 7cassandra://WItCrUeT_Tvhuk66DZgtvVX87KGwd7-8to-NR6q1QQM`̵YS_I׉EANNUAL REPORT 2016-17 47 ׉ 7cassandra://wLyjoQesC-Iq8Puz71qEPbBn77HzxLpKOpepfhkDW_A`̵YS_JYS_I{בCט{u׉׉ 7cassandra://p-G-jEdfCnZL8PYuA-9IqCg-Dh8XDRFOPQl1i4DTTx4 ` ׉ 7cassandra://3aUyOmH08sAnt3ytmavslGHGWdClpQQEMPNmJbk4v4s`S׉ 7cassandra://_XNG7Iz2qtE1cQjAjFIDsY1nRFkGbjWRA9SOM9wx9VA `̵׉ 7cassandra://wzDyAea2va2t8OBKMAc3tw1u7fESLUyIKL0bCo7aDOQ. ͠YS_Kט{u׉׉ 7cassandra://UClyrnUjZ0D6pQBRzDAatlIKPd3B4vMtf6FV_X70EsM` ׉ 7cassandra://tyDUsyDoeO1GcD7gRs88WBfJi4km8Y-eyrCcOR8MU2Q`S׉ 7cassandra://A5m_k5OeVRwTyyd1eKls9lGKSpKEHT_xfExACWXr6vU `̵׉ 7cassandra://AFxWwkg7P6blIb7D_y44Tx4WMRnsXuk60ksuE4HcwLE ͠YS_L׉E׉ 7cassandra://_XNG7Iz2qtE1cQjAjFIDsY1nRFkGbjWRA9SOM9wx9VA `̵YS_M׉ESTRATEGIC PRIORITY ONE ׉ 7cassandra://A5m_k5OeVRwTyyd1eKls9lGKSpKEHT_xfExACWXr6vU `̵YS_NYS_M{בCט{u׉׉ 7cassandra://-O3mLMxhKESOP_uezTeRTlLuxaCC_hEXR5VpgsGCPbw` ׉ 7cassandra://vY1tF7geMwuh-hiyBmhSnRyFrRsSlCgeCmxLCHX300AC"`S׉ 7cassandra://seuGLkrlUwE69J0d7A2R969GcNgcgzAxki-Gq6FWGRUn`̵׉ 7cassandra://8XQqzUiTDZV7Zt9H2-apMRzSN58bkM-wNbyVyC7ubdQ#͠YS_Oט{u׉׉ 7cassandra://temhQo36thWPrGw5tEy7qqSov_IQGyrow2_GNbEV_Y0bJ` ׉ 7cassandra://y55DXwkciFTTzVMiOhQ43gWb0pE0WOaQrlsgK6wfOUY>/`S׉ 7cassandra://h7qYvgi5C-m1-93Dsap1bkvYU4tVfkt0v11lvPpmoMw`̵׉ 7cassandra://hMYSzVmvjZI88mAaDFnFjLIKHCK67oxBo2bITcahwDYX͠YS_P׉ESTRATEGIC PRIORITY ONE INTRODUCTION Having a strong, robust framework and the necessary tools readily available to effectively and successfully deal with EADs is an asset to AHA’s Members, the economy and the community. AHA safeguards the integrity of the EADRA, to enhance Members’ responses to EADs and EAD preparedness and response arrangements generally, as well as strengthening governmentindustry partnerships. KEY HIGHLIGHTS • AUSVETPLAN information mapping consultancy completed. • Publication of new guidance document on tracing and surveillance. Effectively manage and strengthen Australia’s emergency animal disease response arrangements through successful partnerships with Members. MAJOR ACHIEVEMENTS • Major review of the response policy brief for Hendra virus • Proposal for risk mitigation framework requirements endorsed at EADRA workshop • FMD Risk Management Project Phase 2 completed 50 ׉ 7cassandra://seuGLkrlUwE69J0d7A2R969GcNgcgzAxki-Gq6FWGRUn`̵YS_Q׉E• Review of AUSVETPLAN disease strategies and response policy briefs to update scientific and technical information and address inconsistencies in approach. • Develop a new template for enterprise manuals. OUTLOOK 2017-18 • Continue communications about FMD Risk Management Phase 2 research projects. • Improved surveillance, preparedness and return to trade for EAD incursions using FMD as a model. • Endorsement of variation to the EADRA Clauses and amendments to Schedule due for completion in October 2017. • Third five-year review of the EADRA due for completion in December 2017. • Begin process of seeking expert technical advice for planning, contractual arrangements and implementation of a new FMD Vaccine Bank for 2019-2024. 51 ׉ 7cassandra://h7qYvgi5C-m1-93Dsap1bkvYU4tVfkt0v11lvPpmoMw`̵YS_RYS_Q{בCט{u׉׉ 7cassandra://UfZyigfTYJwpx-twQvM4aqcSKlRGY1DfgPN7mJ21lU4=` ׉ 7cassandra://yxJxiPgFYR18w6fVfZVSTjj85FFLzBXkLttTJjdUA6Y:v`S׉ 7cassandra://jEAe-POtLlIKiOlG1eiyRVdBvhdZIp0OLvfZ00OLCSc6`̵׉ 7cassandra://zUPPU5mgHbTlxmNg2uRgXM9omqTEUpyxoHgW-GWX_DoM͠YS_Sט{u׉׉ 7cassandra://6C7nqP7qileS5gO5I4hvvU2nHilBC-aBsEaNfyacMHsmQ` ׉ 7cassandra://cT44EWSGI6CyDncnLBTUQstDlk-Afy0pD9Od1vtgfJw