© Livestock Biosecurity Network Pty Ltd 2017 ACN 160 796 449 Livestock Biosecurity Network contact details: PO BOX 5116, Braddon ACT 2612 +61 2 02 6203 3916 admin@lbn.org.au lbn.org.au Design by Animal Health Australia Photos All images are Livestock Biosecurity Network unless credited otherwise HEALTHY LIVESTOCK, PRODUCTIVE FARMS, STRONG COMMUNITIES

CONTENTS Introduction About LBN Vision Mission Values Operating Environment 2017-2022 Strategies, Outcomes & Measures Strategic Priority One Strategic Priority Two Strategic Priority One Financial Outlook Governance Statement LBN Program Logic 5 6 6 6 6 7 9 10 12 15 18 19 20

INTRODUCTION The Livestock Biosecurity Network (LBN) is an incorporated, not for profit company established in 2012 by Cattle Council of Australia (CCA), Sheepmeat Council of Australia (SCA) and WoolProducers of Australia (WPA). In September 2016, LBN became a subsidiary company of Animal Health Australia (AHA) with two members, AHA and CCA. LBN is governed by a representative, skills-based board. We partner with our Members and stakeholders to convey, upskill and seek adoption of relevant and current information on matters of biosecurity (such as emergency and endemic diseases, pests and weeds), food safety, livestock health and welfare among supply chain participants to foster the resilience and integrity of the Australian animal health system. Access to international and domestic markets by livestock producers is dependent on our nation’s excellent animal health status and reputation, which in turn depends on government, industry and stakeholder commitment to animal health and welfare, biosecurity, surveillance, food safety and emergency disease preparedness and response. LBN has established a small network of biosecurity and extension managers located throughout Australia who act as proactive agents for information on biosecurity, food safety, livestock health and welfare to support a more prepared and responsive livestock sector and understanding of its key role in We partner with our Members and stakeholders to convey, upskill and seek adoption of relevant and current information on matters of biosecurity... surveillance, detection and reporting of a disease/pest event. This Strategic Plan has been formulated with input from AHA, CCA and LBN stakeholders and will be reviewed by the LBN Board on an annual basis. The Plan reflects LBN’s key outcomes, providing a clear work plan that Members and stakeholders can engage with and guide the work LBN undertakes. A simple Vision guides the Plan: Better prepare and inform Australia’s livestock sector on biosecurity, food safety, livestock health and welfare matters. I am pleased to present the Plan to you. James Kellaway Chairman August 2017 LBN STRATEGIC PLAN 2017-2022 5

ABOUT LBN VISION “Better prepare and inform Australia’s livestock sector on biosecurity, food safety, livestock health and welfare matters.” MISSION The LBN Mission outlines how it aims to reach the LBN Vision. “To partner in the extension of biosecurity, food safety, livestock health and welfare information to the Australian livestock industries.” VALUES As a service and Member-oriented company, LBN is passionate about demonstrating our commitment to our values that are reflected in everything we do: • Innovation and excellence • Leadership through collaboration • Integrity and commitment • Making a difference • Commitment to our people. 6 LBN STRATEGIC PLAN 2017-2022

OPERATING ENVIRONMENT 2017-2022 The LBN Strategic Plan 2017-2022 is our blueprint for the future and sets LBN’s strategic direction for the next five years. Over the life of the Plan LBN will focus its efforts on realising service excellence, enhanced partnerships, innovative approaches, sustainable funding, efficient systems and tailored communication. This focus will strengthen and enhance collaborations and ensure the successful delivery of LBN’s 2017-2022 strategic priorities and outcomes. The Plan recognises the challenging economic environment and resource constraints facing our Members and stakeholders. Key operating factors that underpin the direction and ethos of the LBN Strategic Plan 2017-2022 include: 1. Challenging economic environment • Funding challenges at all government and industry levels, in the face of continuing threats from endemic and exotic diseases to the Australian animal health system, fanned by ever-growing trade and the movement of people in and out of the country. • Widespread, close scrutiny of expenditure and emphasis on value derived for funds invested. 2. Government philosophy and policy • Waning centralism and increasing trend to devolution. • Multiple reviews and diminishing resources of agencies, bodies and forums with a traditional role to play in the animal health system. • Mergers, amalgamations and dissolutions reducing the number of active participants. • Churn in positions, changes in remits and increasing workloads are having a material impact on LBN’s immediate business environment. 3. The social climate • Rising consumer expectations with increasing scrutiny of industry practices and the integrity of the animal health system. • The emphasis placed on animal welfare as a powerful change agent and growing concerns over human health and the impact of antimicrobial resistance. • A greater role for government and industry partnerships in matters of biosecurity and biosafety. 4. The wider marketplace • The marketplace is now very much global and transparent. • The increasingly free movement of people, more flexible border controls, free-trade agreements and bilateral partnerships shaping a different commercial environment, focussed on product quality and integrity. • The issue of global food security attracting increasing attention and raising the question of Australia’s reputation and role in that sphere. LBN STRATEGIC PLAN 2017-2022 7

5. Threats from disease • Endemic and exotic disease threats continue to manifest further exacerbated by a change in climate. • Less likelihood of entirely new exotic diseases and a greater likelihood of ‘variations’ of known themes. • Small, frequent emergencies are likely — more so than a catastrophic event. • Knowledge, nimbleness and speed of targeted responses hold the key to success, including our prompt return to market. 6. Communications • Communication is global, unceasing, multichannelled, borderless, ultra-democratic, viral and immediate. • If opportunities abound, so do risks. • LBN must be up-to-date with this new world — not only for the sake of its own capability and efficiency, but so it can help and support Member communications as well. 7. The wider farming industry • On-going fragmentation side-by-side with consolidation of farm holdings. • Farming communities under financial pressure. • Risks posed by peri-urban fragmentation of larger holdings, changing and higher customer standards including supermarkets, diminished resources allocated to the management of climate change and diseases, welfare, invasive animals and weeds. 8. Pace of Technology • Technology is presently outpacing regulation and policy and as a result there are many risks and opportunities being identified. • The need for new systems to deal with the data/information being generated. • Information and Communications Technology (ICT) is having an impact on every aspect of business across all industry sectors. • There is considerable uncertainty related to technological development and to social and cultural change. • It can be either negative (be highly disruptive) or positive (be highly beneficial) in its use and impact. • Big data, disease control techniques (e.g. diagnostics, vaccines, nanotechnology, monitoring), breeding and genetics, nutrition and social concerns regarding specific technologies (e.g. genetically modified organisms) are all areas that impact on the livestock industries and their supply chains. 8 LBN STRATEGIC PLAN 2017-2022

STRATEGIES, OUTCOMES & MEASURES Given the issues and challenges identified during a ‘scan’ of the livestock industry’s operating environment and understanding the capacity of LBN to deliver and effect change, the LBN Strategic Plan 2017-22 follows three strategies, outcomes and measures which are appropriate in response to the LBN Mission Statement (Figure 1). Figure 1: Strategic Priority-to-project flow LBN Strategic Plan 2017-2022 Manage livestock disease and welfare risks Endemic livestock disease and welfare management Emergency animal disease preparedness, response and capacity building Promote implementation of biosecurity practices Generate efficient service delivery Enhance people’s Education and training On-farm biosecurity planning and risk management Community level engagement on awareness and management of biosecurity risks capability, capacity and culture Relationship management Ensure financial sustainability Business enhancement functions LBN STRATEGIC PLAN 2017-2022 9

STRATEGIC PRIORITY ONE Producers are better prepared to manage livestock health, food safety, pest and weed threats and welfare matters on-farm. Strategic Priority One (SP1) encompasses the management and mitigation of risks to the livestock industry from endemic disease, food safety, weed and pest threats and animal welfare issues. SP1 focuses on animal health, food safety and welfare management as a specific utility, building recognition and awareness, and a better understanding of prevention and control of detrimental pathogens, parasites and pests. The partnerships facilitated within the program often involve both regulatory and compliance bodies such as state government animal health departments, as well as livestock peak industry councils and their stakeholders as the end user. Many channels of communication will be used with a major focus on workshops. 10 LBN STRATEGIC PLAN 2017-2022

STRATEGY 1.1: ENDEMIC LIVESTOCK DISEASE AND WELFARE MANAGEMENT OUTCOMES KEY SUCCESS MEASURES 1.1.A Producers and supply chain participants have an improved awareness of the impact of relevant endemic pathogens and parasites and their management, prevention and control strategies. 1.1.B Producers and supply chain participants are aware of the industryagreed standards of best practice in relation to animal welfare. 80% of LBN workshop participants leave the workshop with an intention to change. A 50% increase in awareness of LBN materials and use of Farm Biosecurity website. A 50% increase in workshop participants (with corresponding herd size) who understand their responsibilities in relation to livestock welfare. STRATEGY 1.2: EMERGENCY ANIMAL DISEASE PREPAREDNESS, RESPONSE AND CAPACITY BUILDING OUTCOMES KEY SUCCESS MEASURES A 5% increase in producers (noting corresponding herd size and other species) who have an improved capacity to recognise and report relevant emergency pathogens. 1.2.A Producers and supply chain participants are aware of the impacts of EADs on Australia’s livestock industry. A 5% increase in supply chain participants who have an improved capacity to recognise and report relevant emergency pathogens. A 5% increase in producers who understand the key behaviours required to reduce risks associated with EADs. 10% increase in the accessing of resources regarding the roles and responsibilities in an emergency animal disease situation. A 20% increase in producers who have an improved understanding for the need to undertake on-farm surveillance. 1.2.B Livestock industry is better prepared to respond in the case of an EAD. A 20% increase in supply chain participants who have an improved understanding for the need to undertake on-farm surveillance. A 20% increase in producers who understand the need for early reporting of unusual disease events. A 20% increase in supply chain participants who understand the need for early reporting of unusual disease events. A 15% improved capacity of industry to respond to an emergency biosecurity event, through greater awareness and preparedness for emergency animal diseases. LBN STRATEGIC PLAN 2017-2022 11

STRATEGIC PRIORITY TWO Promote implementation of biosecurity practices. Strategic Priority Two (SP2) focuses on raising biosecurity practice change on-farm. Promoting the implementation of biosecurity practices and facilitates the process of biosecurity risk awareness and mitigation through all industry sectors including support agencies and affiliated industries. By working with the supply chain and improving their knowledge, there will be improvements in the uptake of biosecurity practices on the farm. Messaging is delivered at different levels of the livestock industry; from individual properties, to community, regional and targeted focus groups. It also provides opportunities for partnerships and collaboration with external stakeholders from different livestock industry sectors and from the affiliates that support and deliver services to the livestock industry. Risk management planning at the individual property level is supported by a number of process documents and a tested pilot program1. Different triggers for undertaking the development of a full biosecurity plan on-farm include issues such as disease control, animal welfare issues that impact the ability to trade and weed spread. This process supports industry verification systems. 1 LBN operated for three years as a pilot project before moving to AHA as a subsidiary company. 12 LBN STRATEGIC PLAN 2017-2022

STRATEGY 2.1: ON-FARM BIOSECURITY PLANNING AND RISK MANAGEMENT OUTCOMES KEY SUCCESS MEASURES 5% increase per annum in producers who are aware of their responsibility towards biosecurity. 2.1.A Increased biosecurity awareness among livestock producers and within industry supply chains.2 5% increase per annum in supply chain participants who are aware of their responsibility towards biosecurity. 10 LBN Champions shown to influence the understanding and willingness of producers to invest resources in biosecurity planning. A 20% increase in supply chain participants are aware of: 2.1.B Innovative approaches and costeffective tools for increased uptake of biosecurity practices. • Tools that are available for on-farm biosecurity • Where they are available from. A 10% increase in supply chain participants who utilise biosecurity tools. 90% of producers who have attended LBN workshops have an improved capacity to respond to a biosecurity event through knowledge and awareness of disease recognition. 2.1.C Surveillance3 activities in producers is strengthened, providing improved productivity outcomes. 20% of producers who have attended LBN workshops have an improved capacity to report surveillance activities. 2% increase in producers maintaining records on their monitoring of diseases, pests and weeds. 2.1.D An improved awareness in traceability in livestock along the production chain satisfying the national performance standards. 2.1.E Partnerships between LBN and industry, government, allied animal health industries are built to improve capacity to manage biosecurity risks. 2.1.F Supply chain participants supporting livestock industries are engaged and informed on the management of biosecurity risks to extend reach to undersupported sectors of the livestock industry. 2, 3 2 There is additional traction in extending the message when using supply chain participants. 3 Surveillance is the observation, monitoring and collection of data pertaining to livestock diseases, pests and abnormalities. LBN STRATEGIC PLAN 2017-2022 13 1% per annum reduction in the number of animals unable to be whole-of-life traceable. 50 workshops per annum with other organisations promoting on-farm biosecurity benefits or incentives. LBN activities aimed at 10 supply chain participants per annum.

STRATEGY 2.2: ENGAGEMENT ON AWARENESS AND MANAGEMENT OF BIOSECURITY RISK MATTERS OUTCOMES 2.2.A Groups of producers (primary and/or hobby) are working together to take ownership of local biosecurity risks, and responsibility for developing and implementing voluntary strategies to solve them. 2.2.B Participants have a greater awareness and understanding of the control and prevention strategies for weeds, pests, pathogens and parasites identified as a risk to livestock in their region. 2.2.C Participants adopt on-farm biosecurity practices suitable to their enterprise, to prevent/control the targeted weeds, pest(s), pathogen(s) or parasite(s). KEY SUCCESS MEASURES 40 new local producer networks and organisational networks are formed across Australia. 15% increase in levels of awareness. The participants adopt on-farm biosecurity practices. 20% increase in levels of adoption on-farm and along the supply chain. STRATEGY 2.3: EDUCATION AND TRAINING OUTCOMES 2.3.A Targeting the ‘next generation’ of potential producers and influencers, as well as the wider public, to provide education on what biosecurity is, the potential effects and risks associated with poor biosecurity and improved awareness of productivity and profitability potential through good biosecurity practice. KEY SUCCESS MEASURES A minimum of five RTOs, 10 universities and 100 school engagements for young livestock managers. Uptake of 10 new biosecurity plans in educational other facilities. 14 LBN STRATEGIC PLAN 2017-2022

STRATEGIC PRIORITY THREE Deliver organisational performance, Member value and sustainable resourcing. Strategic Priority Three (SP3) provides key business guidance and operational governance from the Board through to the staff. It promotes confidence in the strategic direction of the Company and maximises the capability of the LBN Board and management to effectively realise progress and elevate performance. It provides confidence to the Members that best-inclass governance practices are being followed, and that there is compliance with regulatory and corporate requirements. SP3 ensures better practice, staff development and training, supporting high performance from a motivated and specialist workforce thereby strengthening and defining LBN’s culture. LBN must focus its efforts on service innovation to strengthen and enhance collaborative partnerships. It will work with its Members to ensure a sustainable funding model is provided for the ongoing resourcing of the Company. It will look for further opportunities as part of this work to ensure continued delivery of revenue through new opportunities. This will be done, in-part, through focused projects in species other than cattle on a full cost recovery basis. LBN STRATEGIC PLAN 2017-2022 15

STRATEGY 3.1: MANAGE THE COMPANY EFFECTIVELY, USING BEST PRACTICE SYSTEMS AND PROCESSES, AND DELIVER ONGOING BUSINESS EFFICIENCIES. OUTCOMES 3.1.A Best practice corporate and program reporting, governance and management of operations. 3.1.B Deliver a business plan that utilises a diverse network of agencies and a variety of methods to enable dissemination and uptake of key messages. KEY SUCCESS MEASURES An internal Board review process of its systems is undertaken annually. An Annual Business Plan delivered for each year of the Strategic Plan that meets the Members’ and Boards’ expectations. STRATEGY 3.2: ENHANCE OUR PEOPLE’S CAPABILITY, CAPACITY AND CULTURE. OUTCOMES KEY SUCCESS MEASURES 3.2.A Enhanced strategic partnerships and collaborations with Members and other organisations. 3.2.B A safe, healthy, positive and professional working environment. Long lasting partnerships between LBN and 12 other organisations that deliver against SP1 and SP2. A workplace health and safety system where issues are dealt with to the satisfaction of the Board. 100% staff are trained as per identified requirements as part of the Company’s annual performance planning process. 3.2.C Ensure LBN staff maintains a comprehensive understanding of livestock health, welfare, food safety and biosecurity issues. 100% staff have an awareness of industry responsibilities as set out in the Emergency Animal Disease Response Agreement (EADRA), SAFEMEAT verification systems, species specific and associated welfare standards and guidelines and Australian Veterinary Emergency Plan (AUSVETPLAN). 16 LBN STRATEGIC PLAN 2017-2022

STRATEGY 3.3: PROACTIVELY MANAGE INFORMATION AND RELATIONSHIPS TO MEET MEMBERS’ AND STAKEHOLDERS NEEDS AND ENHANCE SERVICES. OUTCOMES 3.3.A LBN’s service delivery is modern, flexible and professional. 3.3.B Easy, efficient and accessible services suitable to needs of Members and stakeholders. 3.3.C Strong positive working relationships exist with and between Members. KEY SUCCESS MEASURES LBN staff are located strategically to work with producers that account for 70% of Australia’s cattle herd. Positive feedback on the availability and provision of services to our Members and their stakeholders. LBN maintains a strong positive working relationship with AHA and CCA. STRATEGY 3.4: IDENTIFY AND DEVELOP NEW FUNDING MODELS TO ENSURE FUTURE FINANCIAL SUSTAINABILITY. OUTCOMES 3.4.A Secure income for the financial sustainability of LBN. KEY SUCCESS MEASURES Secure income to enable the sustainable operation of LBN. Broaden the membership of LBN by two. LBN STRATEGIC PLAN 2017-2022 17

FINANCIAL OUTLOOK 5 Year Forecast Profit and Loss 2016-17 OPERATING INCOME Workshop/seminars Interest Government Grants Industry Contracts $10,500 $309 $623,636 $20,000 $654,445 OPERATING EXPENDITURE Salaries & on-costs Depreciation Travel Board Professional Fees Service Agreement Consultancies Communications Miscellaneous Operating surplus/ deficit Opening Reserves Closing Reserves $356,667 $4,408 $56,877 $72,520 $29,272 $140,000 $22,206 $102,502 $8,712 $793,164 - $138,719 $1,011,238 $872,519 2017-18 $10,000 $500 $227,273 $749,250 $987,023 $613,395 $2,500 $58,583 $74,696 $30,150 $140,000 $22,872 $140,000 $8,973 $1,088,670 - $101,647 $872,519 $770,872 2018-19 $10,000 $500 $227,273 $746,250 $984,023 $631,797 $0 $60,341 $76,936 $31,055 $144,200 $23,558 $144,200 $9,243 $1,121,330 - $137,307 $770,872 $633,566 2019-20 $10,000 $500 $0 $888,750 $899,250 $515,751 $0 $62,151 $79,245 $31,986 $148,526 $24,265 $148,526 $9,520 $1,019,970 - $120,720 $633,566 $512,846 2020-21 $10,000 $500 $0 $1,088,750 $1,099,250 $531,223 $0 $64,016 $81,622 $32,946 $152,982 $24,993 $152,982 $9,805 $1,050,569 $48,681 $512,846 $561,527 2021-22 $10,000 $500 $0 $1,288,750 $1,299,250 $547,160 $0 $65,936 $84,071 $33,934 $157,571 $25,743 $157,571 $10,100 $1,082,086 $217,164 $561,527 $778,692 Assumptions Expenditure – annual increase of 3% Expenditure – staff level constant at 5 officers 18 LBN STRATEGIC PLAN 2017-2022

GOVERNANCE STATEMENT The LBN Board is committed to fulfilling its corporate governance obligations and responsibilities in the best interests of the Company, its Members and stakeholders. Roles and responsibilities of the Board and management The role of the Board is to approve the strategic direction of the Company, guide and monitor the management of LBN in achieving its strategic plans and oversee good governance practice. The Board aims to protect and enhance the interests of its Members, while taking into account the interests of other stakeholders, including its employees. The Board has a charter which clearly sets out its role and responsibilities and describes those matters expressly reserved for the Board’s determination and those matters delegated to management. The LBN Chief Executive Officer (or its equivalent) has responsibility for the day-to-day management of LBN, and is supported in this function by the staff. Structure and composition of the Board LBN is committed to ensuring that the composition of the Board continues to include directors who bring an appropriate mix of skills, experience, expertise and diversity (including gender diversity) to Board decisionmaking whilst representing the needs of the Members. The Board currently comprises five directors (four directors and one independent Chair), which is in line with the Company’s constitution. The Chairman is independent of the Members and is elected following the process set out in the Company’s constitution. The responsibilities of the Chairman are set out in the Board Charter as are the responsibilities of the directors. LBN STRATEGIC PLAN 2017-2022 19

LBN Program Logic Broader goals Animal health & welfare is improved/protected End of program outcomes Producers are better prepared to prevent diseases Biosecurity practi implemented on As a result Capability of good biosecurity improved Short term outcomes Producers improve their awareness of biosecurity Producers improve their biosecurity and disease control skills Producers increase their trust in LBN and their resources Outputs Information sessions Identify and support change champions Farm Biosecurity Fee for service projects Biose work Attract a fun In the beginning Risk identification & prioritisation Consult stakeholders Market research 20 LBN STRATEGIC PLAN 2017-2022

ti n s e k a n The beef supply chain is better prepared and informed on livestock health, food safety, welfare and biosecurity matters Producers manage incursions more effectively Member value, organisational performance and sustainable resourcing delivered tices are n farm Attitude change LBN financial sustainability Improved Improved s relationships with LBN, partners and producers partnerships with LBN, partners and producers Diversified & Sustainable funding Staff Training ecurity kshops Tailored communications channels: • Publications/ resources additional nders • Website • Social media • Media Improved partnerships with LBN, partners and producers Case studies • One-on-ones • Facilitation of groups • Workshops • Info sessions • Guest presenting • Lesson plans Hire staff (define skill set) Governance arrangements Scientific research Communications LBN STRATEGIC PLAN 2017-2022 21

HEALTHY LIVESTOCK, PRODUCTIVE FARMS, STRONG COMMUNITIES © Livestock Biosecurity Network Pty Ltd 2017 ACN 160 796 449 Livestock Biosecurity Network contact details: PO BOX 5116, Braddon ACT 2612 +61 2 02 6203 3916 admin@lbn.org.au lbn.org.au Design by Animal Health Australia Photos All images are Livestock Biosecurity Network unless credited otherwise

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