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
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