STRATEGIC PRIORITY FOUR INTRODUCTION AHA strives to deliver ‘value for money’ services to its Members, contributing to and supporting their respective deliverables to their Members and constituents. AHA’s strategic planning and Member engagement is designed to ensure the diligent utilisation and management of Member contributions. Transparent and relevant reporting on our programs is focused on providing the correct information at the right time to enable AHA and its Members to make informed decisions about the allocation of scarce resources to animal disease and biosecurity issues of the nation. AHA aims to operate with better practice standards in corporate governance, financial and human capital management, technology, communications and, at its core, collaboration and engagement to maximise its sphere of influence, with solutions tailored to suit its Members’ financial constraints. KEY HIGHLIGHTS • Collective social media following was at 4,961 at 30 June 2017 up from 1,739 at 1 July 201612 • Performance of AHA meets Members requirements as reflected in Member survey and other feedback mechanisms. • Enhanced levy Member reserve reporting and unearned revenue report developed for non-levy Members. • Provision of registered office services for Harness Racing Australia. • Provision of services to LBN. • AHA positions classification structure and work level standards developed. • AHA Board Charter rewritten. Deliver Member value, organisational performance enhancement and sustainable resourcing. . • Staff satisfaction survey undertaken; baseline data set created. 12 AHA’s social media channels were implemented 26 June 2016. 70 ANNUAL REPORT 2016-17
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