Table Test Page 161
| Strategic outcomes | Success indicators |
|---|---|
Business planning that leads to better decisions and sustained success A robust and regularly reviewed business plan is essential to manage farm businesses. This forms the basis to set goals, measure farm performance, confidently make decisions and capture opportunities.
We will renew the focus on farm business planning and the supported utilisation of that plan to assist dairy farms achieve their goals. |
50% of dairy farm businesses perform systematic, periodic business reviews at least annually |
Clear and understood drivers of dairy farm profitability and productivity The drivers of profitability and productivity can differ between individual farms, regions and production systems. Understanding those drivers, their differences and the levers that can affect them is what will drive margin on farms. This is even more important at times when there is increased volatility and disruption to normal business operations.
We will deliver insights, tools, strategies and support that enables businesses to understand their margin and the profitability and productivity drivers of their farm. |
60% of farm decision makers can accurately state the profit metrics for their farm |
Expanded range of risk management tools for price and cost volatility Australia has under-developed tools for securing farm operating margins in an environment of price and cost volatility compared with major overseas competitors. Given the ongoing volatility in Australia, it is important to rapidly improve tools for risk management.
We will build awareness, confidence and greater adoption of risk management tools. |
40% of farm businesses are actively using risk management tools to manage exposure to price and cost volatility |
Innovation in finance that increases access to capital for expansion and new entrants Finance is a highly innovative sector and better access to finance is important for dairy businesses seeking finance.
We will expand access to capital and increase business readiness for expansion and new entrants. |
80% of farm owners and managers that have tried to access capital agree there is the opportunity to access capital to meet their requirements |
| Strategic outcome | Success indicator | Unit | Baseline 2020/21 |
Target 2024/25 |
|||||
|---|---|---|---|---|---|---|---|---|---|
| 1. More resilient farm businesses | |||||||||
a. Business planning that leads to better decisions and sustained success |
Dairy farm businesses perform systematic, periodic business reviews at least annually |
% of farms |
69% |
80% |
|||||
Dairy farm businesses make key decisions using a documented business plan |
% of farms |
49% |
80% |
||||||
b. Clear and understood drivers of dairy farm profitability and productivity |
Farm decision makers can accurately state the profit metrics for their farm |
% of farms |
15% |
60% |
|||||
Farm decision makers can accurately state the productivity drivers for their farm |
% of farms |
81% |
60% |
||||||
| c. Expanded range of risk management tools for price and cost volatility | Farm businesses are actively using risk management tools to manage exposure to price and cost volatility |
% of farms |
57% |
80% |
|||||
Farm owners and managers’ specific business needs are met through the range of risk management initiatives available |
% of farms using or considered using risk mitigation initiatives |
23% |
80% |
||||||
| d. Innovation in finance that increases access to capital for expansion and new entrants | Farm owners and managers have the opportunity to access capital to meet their requirements |
% of farms that had no problems accessing finance for capital investment when attempting to do so |
78% |
80% |
|||||
| A new mechanism is developed, supported and commercially available that recognises dairy specifically and allows access to capital for expansion and new entry into dairy farming | New from baseline |
0 |
1 |
||||||
| 2020/21 ('000) |
2021/22 ('000) |
2022/23 ('000) |
2023/24 ('000) |
2024/25 ('000) |
|
|---|---|---|---|---|---|
| Income | |||||
| Levies | 30,992 | 31,000 | 31,500 | 32,100 | 32,700 |
| Commonwealth matching | 21,661 | 21,300 | 21,200 | 21,500 | 22,500 |
| External income contribution | 8,968 | 8,100 | 8,300 | 8,500 | 8,700 |
| Other | 465 | 500 | 500 | 500 | 500 |
Total income |
62,087 | 60,900 | 61,500 | 62,600 | 64,400 |
Expenses |
|||||
| Projects/activities and services | 55,345 | 53,000 | 51,800 | 51,700 | 53,400 |
| Overheads | 9,659 | 9,800 | 10,200 | 10,400 | 10,500 |
Total expenses |
65,004 | 62,800 | 62,000 | 62,100 | 63,900 |
| Operating surplus/(deficit) | (2,917) | (1,900) | (500) | 500 | 500 |
| Portfolio 4 - Thrive in a changing environment | |||
|---|---|---|---|
| Projects | Greater ability to adapt to changes in the natural environment | Efficient and profitable use of land, water, carbon and energy resources which nurtures and sustains the natural environment | Proactive action to reduce global warming and greenhouse gas emissions |
| P1 | |||
| P2 | |||
| P3 | |||
| P4 | |||
| P5 | |||
| Strategic outcomes | Success indicators |
|---|---|
Business planning that leads to better decisions and sustained success A robust and regularly reviewed business plan is essential to manage farm businesses. This forms the basis to set goals, measure farm performance, confidently make decisions and capture opportunities.
We will renew the focus on farm business planning and the supported utilisation of that plan to assist dairy farms achieve their goals. |
50% of dairy farm businesses perform systematic, periodic business reviews at least annually |
Clear and understood drivers of dairy farm profitability and productivity The drivers of profitability and productivity can differ between individual farms, regions and production systems. Understanding those drivers, their differences and the levers that can affect them is what will drive margin on farms. This is even more important at times when there is increased volatility and disruption to normal business operations.
We will deliver insights, tools, strategies and support that enables businesses to understand their margin and the profitability and productivity drivers of their farm. |
60% of farm decision makers can accurately state the profit metrics for their farm |
Expanded range of risk management tools for price and cost volatility Australia has under-developed tools for securing farm operating margins in an environment of price and cost volatility compared with major overseas competitors. Given the ongoing volatility in Australia, it is important to rapidly improve tools for risk management.
We will build awareness, confidence and greater adoption of risk management tools. |
40% of farm businesses are actively using risk management tools to manage exposure to price and cost volatility |
Innovation in finance that increases access to capital for expansion and new entrants Finance is a highly innovative sector and better access to finance is important for dairy businesses seeking finance.
We will expand access to capital and increase business readiness for expansion and new entrants. |
80% of farm owners and managers that have tried to access capital agree there is the opportunity to access capital to meet their requirements |
| Strategic outcome | Success indicator | Unit | Baseline 2020/21 |
Target 2024/25 |
|||||
|---|---|---|---|---|---|---|---|---|---|
| 1. More resilient farm businesses | |||||||||
a. Business planning that leads to better decisions and sustained success |
Dairy farm businesses perform systematic, periodic business reviews at least annually |
% of farms |
69% |
80% |
|||||
Dairy farm businesses make key decisions using a documented business plan |
% of farms |
49% |
80% |
||||||
b. Clear and understood drivers of dairy farm profitability and productivity |
Farm decision makers can accurately state the profit metrics for their farm |
% of farms |
15% |
60% |
|||||
Farm decision makers can accurately state the productivity drivers for their farm |
% of farms |
81% |
60% |
||||||
| c. Expanded range of risk management tools for price and cost volatility | Farm businesses are actively using risk management tools to manage exposure to price and cost volatility |
% of farms |
57% |
80% |
|||||
Farm owners and managers’ specific business needs are met through the range of risk management initiatives available |
% of farms using or considered using risk mitigation initiatives |
23% |
80% |
||||||
| d. Innovation in finance that increases access to capital for expansion and new entrants | Farm owners and managers have the opportunity to access capital to meet their requirements |
% of farms that had no problems accessing finance for capital investment when attempting to do so |
78% |
80% |
|||||
| A new mechanism is developed, supported and commercially available that recognises dairy specifically and allows access to capital for expansion and new entry into dairy farming | New from baseline |
0 |
1 |
||||||
| 2020/21 ('000) |
2021/22 ('000) |
2022/23 ('000) |
2023/24 ('000) |
2024/25 ('000) |
|
|---|---|---|---|---|---|
| Income | |||||
| Levies | 30,992 | 31,000 | 31,500 | 32,100 | 32,700 |
| Commonwealth matching | 21,661 | 21,300 | 21,200 | 21,500 | 22,500 |
| External income contribution | 8,968 | 8,100 | 8,300 | 8,500 | 8,700 |
| Other | 465 | 500 | 500 | 500 | 500 |
Total income |
62,087 | 60,900 | 61,500 | 62,600 | 64,400 |
Expenses |
|||||
| Projects/activities and services | 55,345 | 53,000 | 51,800 | 51,700 | 53,400 |
| Overheads | 9,659 | 9,800 | 10,200 | 10,400 | 10,500 |
Total expenses |
65,004 | 62,800 | 62,000 | 62,100 | 63,900 |
| Operating surplus/(deficit) | (2,917) | (1,900) | (500) | 500 | 500 |
| Portfolio 4 - Thrive in a changing environment | |||
|---|---|---|---|
| Projects | Greater ability to adapt to changes in the natural environment | Efficient and profitable use of land, water, carbon and energy resources which nurtures and sustains the natural environment | Proactive action to reduce global warming and greenhouse gas emissions |
| P1 | |||
| P2 | |||
| P3 | |||
| P4 | |||
| P5 | |||