beef subprogram strategic plan

Beef Subprogram Strategic Plan

Industry Services Program

1994-1998

I PI

QUEENSLAND

Queensland Department of Primary Industries

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THE BEEF SUBPROGRAM IN CONTEXT

The purpose of the Queensland Department of Primary Industries is as follows:

To serve the community's needs by promoting the sustainable economic development of production systems used on Queensland' s water, vegetation and land resources.

To achieve its corporate goals and maintain the focus on desired outcomes, the Department operates through the following seven Programs.

Industry Services Product Development and Marketing Community Services Natural Resource Management Forest Production Water Services Corporate Management and Support

The Industry Services Program has the following purpose.

To enhance the economic development and viability of primary producers and associated rural communities by productivity gains through improvements in technology, knowledge and managerial ability.

The Beef Subprogram is one of the following eight Subprograms of the Industry Services Program.

Beef Sheep and Goat Intensive Livestock Field Crops Horticulture Forest and Timber Aquaculture Integrated Industry Systems

The Beef Subprogram is responsible for property related production, sustainability, , marketing and management issues through research, development, extension, advisory and regulatory functions. It has staff and resources operating in all five regions of the State.

The Beef Subprogram Strategic Plan incorporates and is developed in the context of state government policy, the Department of Primary Industries Corporate Plan - 1994-98 and the Industry Services Program Strategic Plan - 1994/98. It incorporates issues developed through producer and community consultation including North Australia Beef Research Council and its Regional Committees, and through consultation with Meat Research Corporation, CSIRO, the Livestock and Meat Authority of Queensland, Universities, industry organisations and departmental staff.

It incorporates the following priority areas of activity for the Department.

Industry restructuring Regional reconstruction Drought recovery Climatic prediction Resource sustainability Managing through change.

The clients of the Beef Subprogram are involved in complex production, marketing, finance and resource use systems. They demand that our research, development, extension and regulatory services are relevant to these systems. To achieve this, the Department's operational activities at local and regional level will involve coordination of activities and resourcing with relevance to a number of Subprograms. In the Beef Industry, this will particularly involve the Risk Management and Drought, and Community Advice and Education Subprograms. Their operational coordination is the responsibility of Regional Managers.

BEEF SUBPROGRAM STRATEGIC PLAN INDUSTRY SERVICES PROGRAM

1994-1998

This Beef Subprogram Strategic Plan presents the direction and priorities which will be the basis for allocating departmental resources to activities for the property related aspects of the beef industry in the period 1994-1998. It will also provide the basis for evaluating the Subprogram.

The Plan was developed following extensive consultation in all beef areas of the State. The North Australia Beef Research Council's Regional Committees were the basis for producer, community and industry representatives to define and prioritise the issues impacting on the beef industry in Queensland, now and into the future. Departmental staff participated in these consultations.

From the issues identified at these consultative workshops, a Beef Subprogram Strategic Planning Workshop of departmental managers and staff, CSIRO and Livestock and Meat Authority of Queensland, developed the five broad issues areas, which are addressed by each of the five goals of the Subprogram. The strategic priorities, outputs and outcomes described in the Plan cover issues which were both raised by producers and community in the consultative workshops, and which are within the ambit of the Department.

This Strategic Plan is the basis against which all project approvals, resource allocations and technical and workforce planning will be assessed. It provides strong guidance for departmental officers in development of research, extension and regulatory projects and activities which seek to impact on the beef industry and be funded from Beef Subprogram resources. The approved projects are the basis of Regional Operational Plans for each beef region. The Strategic Plan provides the outcome and performance targets the Operational Plans will be required to meet.

The Strategic Plan is a living document. It has developed from the experience and knowledge of producers, departmental staff and others involved in the industry. It will continue to evolve based on our experiences in implementing it, and on the changes in beef industry and government policy.

Your comments and ideas would be welcome.

John Childs ACTING GENERAL MANAGER BEEF DIVISION

BRIT SUBPROGRAM

Purpose

Through working with the beef industry and the rural community, the Beef Subprogram will ensure technology, knowledge and skills are developed and commercially utilised so as to assist a competitive and sustainable industry to meet its customers' requirements for live cattle of defined specification and healthy and wholesome meat into the 21st Century.

Goals

1. To develop and facilitate the adoption of beef production systems which deliver products with specifications which meet buyer requirements.

2. To increase the competitiveness of beef industry enterprises by improving economic efficiency of production and developing business management skills and knowledge.

3. To develop in partnership with industry, and other service providers, sustainable beef production systems and facilitate their adoption.

4. To maximise access to domestic and international beef and cattle markets through quality production systems that deliver products which meet the required animal health specifications.

5. To advance the self-reliance of the beef industry in sharing knowledge, meeting its production needs and enhancing its relations with the wider community.

Vision

Industry will value the Beef Subprogram because it:

works in partnership with industry to increase their viability and sustainability provides expertise and knowledge which is vital in solving industry problems helps them understand how to utilise opportunities helps them develop strategies to respond to government policies helps them cope with change is interested in them and concerned for their longterm well being.

Government will value the Beef Subprogram because it:

implements government policies develops effective, intelligent and practical strategies to deliver policies provides clear and useful advice understands industry situations, attitudes and activities meets budget targets is respected by industry.

Broad Activities

The Broad Activities of the Beef Subprogram are issues based, and focus on each of the Subprogram goals. These issues were derived from government policy, the Department's Corporate Plan, the Industry Services Program Strategic Plan and extensive industry, client and community consultation.

The Broad Activities are as follows:

BA1 Products to meet market requirements

Genetics and breeding for market specifications. Live cattle market production. Objective description for value based marketing. Trading system communications.

BA2 Enterprise cost efficient productivity

Genetics and breeding for production. Production improvement - finishing sector. Production improvement - feedlotting. Labour cost efficiency. Decision support and business management.

BA3 Sustainable beef production systems

Stocking systems. Adapted genotypes. Woody weed control. Integrated Pest Management. Waste Management. Feedlot planning. Environmental control systems. Property Management for ESD.

BA4 Market access regulation

Minimal chemical use. Legislation and regulation compliance. Animal health surveillance. Exotic disease preparedness. Animal welfare. Deregulation.

BA5 Industry self reliance

Intersectoral coordination. Leadership. Industry development and adjustment. Self help information systems.

The strategic priorities, outputs and outcomes are targeted to meet the needs of the Subprogram's Client Sectors within the beef industry.

Breeders and store producers Extensive Finishers Intensive Finishers Feedlotters Industry service and support.

1. PRODUCTS TO MEET MARKET REQUIREMENTS

Goal: To develop and have adopted beef production systems which deliver products with specifications which meet buyer requirements.

Performance Indicators: Breeding and production systems are delivering cattle to purchasers which meet product specifications according to the AUSMEAT language and within a value based marketing system. Producers are able to maximise their returns by marketing cattle according to product description requirements.

Strategies/Strategic priorities Outputs Outcomes

1.1 Increase use of value based marketing, including product description.

• Store and prime cattle marketing systems which are in accord with product description are developed by 1995.

• Breeders obtaining information from finishers on the suitability of their store cattle and adapting their breeding programs.

1.2 Increase use of objective measurement, within production systems linked to product description. • Beef Genetic Improvement extension activities

will increase awareness and adoption of • Breeders are utilising planned crossbreeding.

1.3 Increase the use of planned crossbreeding programs.

BREEDPLAN by tropical beef breed societies and studs by ten per cent by 1995.

• Feedlotters and finishers are using feedback data from processors to influence decisions on cattle purchased and using objective measurement to

1.4 Improvement in live cattle meeting the requirements of feedlot and export systems.

• Ten per cent increase in producer participation in AUSMEAT Feedback Workshops by 1995.

monitor animal performance.

• Marketing agents accept value based marketing 1.5 • Research and development has clarified the

techniques of using crossbreeding to meet specific and use selling methods based on it. Increase in improved nutrition practices.

1.6 Increase the effective use of Breedplan and AB. market requirements by 1997.

1.7 Improved understanding of market requirements and opportunities.

• A system of live cattle assessment related to carcase assessment is developed and adopted by 1995.

• Quality Assurance systems have been developed and adopted by commercial store and finishing producers to complement feedlot and processor QA systems by 1995.

2. ENTERPRISE COST EFFICIENT PRODUCTION

Goal: To increase the profitability of beef industry enterprises by improving economic efficiency of production and developing business management skills and knowledge.

Performance Indicators: Cattle production systems will have increased weight gain rates, higher feed conversion efficiency and increased cost efficiency. Effective genetic improvement programs will have increased productivity potential. Producers will have a higher level of business management skills.


2.1 Improved pasture production and utilisation for breeding and finishing.

• Automated cattle management technology will be developed and adopted by 1995.

• The proportion of females turned off is increased to 45-48%.

2.2 Improved beef cattle breeding programs to • Technology will be available to increase weight increase productivity and meet markets. gain and reduce age at turnoff of prime cattle by

ten per cent by 1995. • The proportion of finished cattle which meet the

premium targeted market is increased. 2.3 Increase in labour efficiency.

• Recovery activities will be conducted with • Improved feed conversion efficiency in cattle and 2.4 Increase in efficiency of weight gains to finished

age. producer groups in all drought affected areas during 1994 and 1995.

reduced cost of production.

• Improved business management skills. 2.5 Increase reliability of turnoff of females. • Research and development will have provided

technologies which improve the reliability of • More producers using labour saving 2.6 pasture and crop production, grain feeding and

reproductive performance. technologies. Improved business management skills, knowledge

and information access. • A greater proportion of properties will be viable

2.7 Improved pest and disease management practices. • Self help information systems will be available and used by 1996.

in the longer term.

• Producer groups will be operating throughout the beef areas, increasing adoption of beneficial technology by 1995.

• Business and property management workshops will be conducted in all regions.

3. SUSTAINABLE BEEF PRODUCTION SYSTEMS

Goal: To develop sustainable beef production systems in partnership with industry, and other service providers and have them adopted.

Performance Indicators: Resource assessment shows that indicators of ecological sustainability are improving for beef production areas. Producers in all sectors of the beef industry are adopting production systems and practices which are ecologically and economically sustainable.


3.1 Improved stocking systems which adjust to feed availability.

• Feedlot Guidelines will be revised and updated by 1995.

• Grazing systems developed which assess pasture condition to determine stocking levels.

3.2 Improved feed availability and reliability. • Research and development will demonstrate the advantages of adapted plants and animals

• Producers using simple assessment and decision techniques to determine the condition and trend

3.3 Increase use of adapted plant and animal genotypes. • Property management techniques which are

practical and beneficial will be developed and •

of resources on their properties.

Improved utilisation of marsupials as a profitable 3.4 Increase woody weed control. adopted by 1995. venture in property diversification.

3.5 Address the animal welfare aspects of production systems.

• Research and development will provide the ecological knowledge and woodland dynamics on which production systems will be based by 1996.

• All feedlots licensed and conforming with community standards and contemporary guidelines..

3.6 Improve waste management from feedlots. • Decision support packages will be developed and • Adoption of proven technologies for the

3.7 Increase use of grazing systems which restore and improve the condition of pasture lands.

available to support business and property management by 1997.

restoration of degraded pasture lands.

• Management systems for feedlots will be available to reduce environmental harm by 1997.

• The industry will be based on ecologically sustainable property sizes.

• Knowledge and technology for control of major woody weeds will be available by 1996.

• Production system development is based on sound woodland ecology principles.

• Animal welfare requirements will be developed and available by 1995.

4. MARKET ACCESS REGULATION

Goals: To maximise access to domestic and international beef and cattle markets through quality production systems that deliver products which meet the required animal health specifications.

Performance Indicators: Movement of cattle is deregulated to the maximum extent possible. Standards for chemical use and surveillance of adherence are accepted as a joint industry and government responsibility. Integrated pest management principles and practices are developed and adopted.


4.1 Chemical use within accepted standards. • Active disease surveillance programs in operation by 1996.

• Practices adopted which meet legislative requirements.

4.2 Increase use of integrated approaches to pest management. • Eradication of brucellosis and tuberculosis

program completed. • Tick policy adopted by industry and

corresponding reduced use of chemicals. 4.3 Compliance with legislation and regulation.

• Awareness of threats from exotic diseases and • Incidences of above allowable limits of chemicals 4.4 Maintain exotic disease preparedness systems. strategies for control or eradication are well

understood. are detected before markets are damaged.

• Removal of certain regulations regarding the management of cattle and industry participating in managing movement controls by 1996.

•

•

A system of participatory management of animal health implementation is accepted by industry.

Expansion of the tick deregulated area.

• Practices and requirements related to cattle movement will have eliminated the possibility of their contribution to chemical residue violations by 1997.

• Access to major trading partner markets is maintained.

5. INDUSTRY SELF-RELIANCE

Goal: To advance the self-reliance of the beef industry in sharing knowledge, meeting its production needs and enhancing its relations with the wider community

Performance Indicators: The Extension Strategy is implemented, operating effectively and has widespread industry support. Participative industry planning is operating. Young producers are active in industry management.


5.1 Increase industry sector integration. • Drought management strategies are developed. • Clients are using self-help information delivery systems.

5.2 Increase leadership and organisational skills • North Australia Beef Research Council and its within the beef industry. Regional Beef Research Committees are fully

functional by 1994. • Industry is contributing funds and management

expertise to initiatives and projects for the beef 5.3 Improved industry and organisation participation

in departmental analysis, planning and • Programs are conducted to develop younger industry.

evaluation. producers' skills, knowledge and leadership potential during 1994 and 1995.

• NABRC and RBRC's are effective in influencing industry development and participating in

5.4 • Training programs and joint activities with private

sector services are operating by 1995. •

departmental planning, analysis and evaluation.

Industry adoption of jointly developed Industry

Improved finance sector understanding of beef industry enterprises.

5.5 Increase self-help approaches within the beef Planning which addresses issues of intersector industry. • Community development programs are operating

with departmental facilitation by 1995. linkages.

5.6 Continue the process of legislation and regulation • Legislation governing the beef industry reviewed reform. • The Extension Strategy is implemented and

effective by 1995. and revised to increase industry management and controls.

5.7 Improve our participation with industry on restructuring issues for economic viability. • Consultation and participation is operating

effectively and with widespread industry and rural community support by 1994.

• Young producers are actively involved in participative industry management activities.

• Reform of the Stock Act and associated legislation will be completed and operational by 1995.

beef subprogram strategic plan

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