Animal Health Australia Members’ Forum 22 March 2017 Overall Strategic Direction for AHA Peter Dagg Join the conversation! @aha_au / #2016AHA
Overall strategic direction for AHA 2017-18 • Strategic Plan 2015-2020 as the blueprint • Feedback from • Project committees • 2016 Members’ survey • November 2016 Members’ Forum • Direct Member advice • Core focus on project strategic objectives for 2017-18 • Variances from 2016-17 to 2017-18
Strategic Priorities 1 to 3 Improved collaboration with and Lead improved between our policy Easily accessible Members consistency, nationally consistent effectiveness and biosecurity response currency training materials Improve Member Main value New business objectives opportunities for 17/18 Pull together the Leverage national biosecurity linkages picture – increased between core Proven awareness and and special Improved improvements in application on-farm surveillance traceability reporting – improved throughout the confidence from livestock supply trading partners chain
Strategic Priority One Fit-for - purpose Performance Useable Standards Overall Strategic Direction 17-18 Improved Vaccine bank policy management consistency Aquatic deed draft
Strategic Priority One CORE What you said: Our response: ‘Concerned about no increased We are confident we can funding for EADRA’ deliver on the key items for 2017/18 without increased budget: November Performance standards • Third five-year review • 2016 MF Fit-for-purpose/useable • Our response: What you said: Funding not a one-to-one ‘Concerned about EAD training relationship. Additional funding funding going to required to achieve: AUSVETPLAN…’ Improving policy consistency • Fit-for-purpose/useable •
Strategic Priority One Whole of picture Adjustments to meet the strategic objectives Core EADRA No change AUSVETPLAN $75K Special Aquatic Deed $25K Vaccine Banks No change FMD risk management $400k
Strategic Priority Two Nationally consistent, fit-for-purpose and useable biosecurity response training Overall Strategic Improved and Direction increased 17-18 industry and jurisdictional Enhanced Member training access to and knowledge of response training
Strategic Priority Two CORE Our response: Some EAD training projects have been completed and funding going forward What you said: not required = savings. ‘…question whether Industry November has had enough training for a Funding is adequate to deliver on: response’ Improved and increased industry and 2016 MF • jurisdictional training engagement Readily accessible, nationally • consistent, fit-for-purpose and useable biosecurity response training resources and materials
Strategic Priority Two Whole of picture Adjustments to meet the strategic objectives Core EAD Training $60K Special RRT Still negotiating Development of National $400K (NEW) Biosecurity Response Training Materials
Strategic Priority Three National surveillance strategy implementation National biosecurity picture Improved trading partner confidence Overall in our animal health Strategic system Direction 17-18 Increased awareness and Improved application of traceability biosecurity on- Improved animal throughout the farm welfare standards supply chain and guidelines development process
Strategic Priority Three CORE On-farm and Supply Chain Biosecurity Program Our response: Funding is adequate to deliver on: Pulling together the national • What you said: biosecurity picture November ‘…improvements can be made Incorporating into self-assessment • in regards to strengthening 2016 MF tools on risk mitigation obligations biosecurity along the supply under the EADRA chain and on-farm’ Increasing awareness and • application of biosecurity throughout the supply chain and on- farm Improved traceability throughout • the supply chain
Strategic Priority Three Whole of picture On-farm and Supply Chain Biosecurity Program Adjustments to meet the strategic objectives Core Farm Biosecurity No change Biosecurity Planning and Implementation $10K Special Production Conditions projects $430-490K
Strategic Priority Three CORE Surveillance and Laboratory Program Our response: Sustainable reduction in budget, but adequate to deliver on: November Implementation of • What you said: surveillance business plan 2016 MF ‘Concerned about surveillance and AHA activities budget being reduced’ Improved trading partner • ‘…want to see linkages’ confidence in our animal health system Management/ participation • of reference lab contracts and laboratory task group
Strategic Priority Three CORE Surveillance and Laboratory Program November 2016 MF Our response: What you said: We are looking at ways to ‘Uncertain about the value better engage producers and that will be obtained from vets (both government and increased spend on private practitioners) in NSDIP …surveillance’ – training, awareness. ‘Supported NSDIP increase – will AHA be looking at ways to get better engagement between producers and vets’
Strategic Priority Three Whole of picture Adjustments to help meet the strategic priorities Surveillance and Laboratory Program Adjustments to meet the strategic objectives Core Surveillance and laboratory investment $30K Laboratory coordination $15K NAHIS $28K NSDI $10K
Strategic Priority Three CORE Market Access Support Program Will deliver on: November Improved animal welfare standards and guidelines 2016 MF development process
Strategic Priority Three Whole of picture Adjustments to help meet the strategic priorities Market Access Support Program Adjustments to meet the strategic objectives Core Livestock Welfare $30K Special NLIS Program $10K Alpaca Traceability $14K Livestock welfare poultry $130K Livestock Welfare pigs $213K
Overall core adjustments Projects with reduced funding in 2017/18 Projects with increased funding in 2017/18 AUSVETPLAN EAD Training National Significant Disease Investigation Program Biosecurity Planning and Surveillance and Implementation Laboratory National Animal Health Information System
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