Predictive success factors

1
Predictive success factors

• Predictive success factors are elements which, if
  in place, will deliver the desired outcome
• The PSFs for this project can largely be grouped
  under three categories
• Communication awareness
• Extension education
• Research development

2
Communication PSFs

• Planned process for communicating available
  relevant research
• Planned communication of market development
  strategies back to the producers
• Planned process for public awareness of
  environmental management
• Planned process for liaising (2-way) with MLA
  marketing
• Planned extension of learning activities for
  producers
• Improved process for encouraging producers to
  adopt better animal welfare practices
• Planned AQIS liaison on communication about
  exotic diseases and parasites
• Improved process for managing public perceptions
  animal welfare

3
Extension PSFs (incomplete)

• Planned extension on identifying goals and values
• Process to improve adoption of known techniques
  for calving and weaning
• Planned process for the extension of better
  pasture management techniques
• Planned extension on techniques to achieve
  environment / farm business balance
• Planned extension on understanding liveweight
  gain
• Planned extension on meeting market specs
• Process extension on management tools
• Planned extension on techniques for feral animals
  and weeds
• Planned extension on how to appropriately manage
  emerging environmental issues

4
R D PSFs (incomplete)

• Planned RD on techniques to achieve environment
  / farm business balance
• Planned RD on takeup of liveweight gain in a
  cost effective way
• Planned process for research in pasture
  management
• Planned RD on how to appropriately manage
  emerging environmental issues
• Planned RD on understanding customer
  requirements
• Planned RD on production pathways /market specs
• Planned RD on feral animals and weeds

5
PSF matrix
6
Value customer outcomes
7
Basics

• A clear statement of NAP values goals
• Develop Policies Procedures manual with concise
  description management systems as the apply to
  NAP
• QA system to evaluate measure the management
  processes.
• Process to improve profile, identity branding
  of NAP
• Suggestion scheme for project ideas from
  producers researchers
• Process for formal marketing and selling of
  project output, e.g. extension training
• Formal communication process (avoiding over
  communicating)
• A basic level of environmental care to be
  incorporated in all projects

8
Excitements

• New NAPIC/NABRC Board of Management with RBRCs
  as communication hubs.
• Integrated (user-pays?) information on-line
  supply point with linkages to researchers other
  providers.
• Balancing environment and business needs to
  provide or operate at a minimum duty of care with
  a stamp of excellence on accredited producers.
• A general awareness program to consultants
  merchandisers on NAP programs projects.
• A system to keep advisors researchers up to
  date with work in their field (past present)
  and provision of training.
• Training for industry leaders, present future,
  on industry issues systems.
• Training for researchers on action learning.

9
Proposed strategy

• There are three main elements of the management
  mix

• Business management strategy
• Resource management environment
• Production

10
We are proposing to address those elements via
three work programs

• Communication awareness
• Extension training
• Research development

11
Next we have to think about the management of
that work

• Management processes
• Management structures

12
Management processes

• Identify prioritise work research to be done
• Enable the research to be done
• Commercialisation or marketing of RD outputs
• Reviewing reporting the programs progress
• Communication of the program its role

13
Management Structure
Change what we manage
Change how we manage
CRC type model
Governance
Focus
Evaluation
14
What about blue sky research?

• Develop a close link to MLAs Strategic Research
  Committee with two-way communication influence

15
What do we call it?

• NAP Plus?
• Tom Stockwell, Daly Waters Guru

16
Internal customers

• The process we are using forces us to look not
  only at the obvious external customer, the
  grazier but also to the internal customer
• The internal customer is one we work through to
  reach the end customer eg Ag Dept staff, CSIRO
  researcher, RBRC member, training providers.

17
Internal customer outcomes

• Highlights all the impacts of various management
  options to producers
• Encourages contact with producers to validate
  their work
• Motivates producers to address appropriate change
  issues
• Supports the delivery of structured extension
  processes that reliably meet the objectives of
  producer groups
• Supports the development of structured extension
  processes that reliably meet the objectives of
  producer groups
• Promotes effective research by encouraging
  interaction and collaboration by researchers
• Ensures sufficient numbers of suitable
  researchers will be available in the future
• Provides researchers with security of ongoing
  funding
• Supports training and professional development of
  beef extension personnel in specialist
  disciplines

18
Internal customer PSFs

• Implementation of EDGE (development and
  delivery)
• Planned process for highlighting all impacts of
  various management options
• Planned process to attract/encourage producers to
  participate in networks
• Planned process to help research groups
  demonstrate their value
• Planned process for fostering research
  interaction and collaboration
• Planned process for producers/industry input into
  RDE
• Planned process for researcher manpower planning
• Planned support process for training
  professional development of beef extension
  personnel
• Planned process for novel training and education
  approaches