Monitoring & Evaluation



The Dairy Australia evaluation framework was first introduced in January 2018 and was a significant step in developing a robust performance management process.

This approach provided a methodology for performance measurement at the project level which was monitored quarterly and reported externally at the end of each financial year.

As we embark on our new five-year strategy, we are also evolving our monitoring and evaluation framework which will incorporate learnings from previous years to include:

  • Alignment with our new portfolio structure to allow better strategic focus
  • Metrics that cascade to be able to monitor from priority down to individual projects
  • Metrics that matter, with a greater focus on outcomes and lesser focus on activities
  • Further transparency, including quarterly publication of our performance summary.

The new monitoring and evaluation framework will be published as a separate document.

Key indicators of success

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

10%

50%

Dairy farm businesses make key decisions using a documented business plan

% of farms

12%

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

 TBD

60%

Farm decision makers can accurately state the productivity drivers for their farm

% of farms

TBD

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

 TBD

40%

Farm owners and managers have maintained their margins by using risk management tools

% of farms using risk management tools

TBD

90%

Farm owners and managers’ specific business needs are met through the range of risk management tools available

% of farms using or considered using risk management tools

TBD

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 have tried to access capital for entry or expansion

 TBD

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

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
2. Attract and develop great people for dairy

a. Greater awareness of Australian dairy as an attractive industry with rewarding careers

Dairy farm employers and employees can describe why dairy is rewarding to work in

% of employers

% of employees

N/A

75%

All dairy farm workers implement good safety practices

% of employees

TBD

85%

b. Clear and supported capability development and career pathways

Employees have clear, logical and supported development pathways in dairy

% of employees

 TBD

70%

Employers have clear, logical and supported development pathways for themselves and their employees

% of employers

TBD

70%

c. Access to capable and skilled farm employees and service providers

Dairy farm businesses agree they have sufficient access to skilled service providers to meet their needs

% of farms

 TBD

85%

Employers report that the time taken to find a new employee was less than three months

% of employers that employed someone in the last 12 months

TBD

70%

Employers were able find an employee with the right capability for the role in the last 12 months

% of employers

TBD

80%

d. Support farm businesses and their service providers to get the basics right

Farm businesses and their employees have access to the information and tools they need to get the fundamentals right on farm

% of farms

 TBD

90%

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
3. Strong community support for dairy

a. The Australian dairy industry is trusted and accepted by the community

Consumers trust the dairy industry

% of consumers

75%

79%

Farmers that actively promote the industry

% of farmers

TBD

60%

Consumers prefer to buy Australian made or locally produced dairy products wherever possible

% of consumers

81%

85%

Consumers agree dairy farmers do a good job caring for the environment

% of consumers

TDB

75%

The Sustainability Framework is recognised, supported and trusted by community representatives

% of community representatives on the consultative forum

70%

80%

b. Australian dairy is valued for superior health and nutrition benefits

Consumers trust dairy as a wholesome and healthy food

% of consumers

83%

87%

Consumers hear positive health messages about dairy foods from health professionals

% of consumers

86%

86%

Consumers make an effort to consume dairy every day

% of consumers

49%

55%

c. The Australian dairy industry is trusted for its commitment to animal wellbeing

The community believes the dairy industry meets their expectations in doing the right thing

% of consumers

73%

77%

Consumers agree that dairy farmers do a good job caring for their animals

% of consumers

74%

80%

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
4. Thrive in a changing environment

a. Greater ability to adapt to changes in the environment

Farmers have access to enough information to understand the likelihood and impacts of changes in the environment

% of farmers

TBD

90%

Farmers have the right information and skills to thrive in increasingly volatile climatic conditions

% of farmers

TBD

75%

b. Efficient and profitable use 

of land, water, carbon and energy resources which nurtures and sustains the natural environment 

Dairy farm businesses have adopted at least three new technologies and management practices to achieve land, water, carbon and energy efficiency

% of farms

 TBD

70%

c. Proactive action to reduce global warming and greenhouse gas emissions

Dairy farm businesses generating renewable energy

% of farms

71%

85%

Dairy farm businesses have access to and have adopted three commercial solutions for reducing on farm emissions

% of farms

TBD

40%

Dairy farm businesses understand their carbon footprint

% of farms

TBD

30%

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
5. Success in domestic and overseas markets

a. Australian dairy is valued around the world for its premium products

Australian dairy products are nominated as preferred status by customers in the key markets of Japan, Greater China and Southeast Asia

% of surveyed customers:

• Japan

• Greater China

• SE Asia

TBD

 

70%

60%

60%

Australian dairy makes tangible market access gains in all completed trade negotiations involving Australia

New from baseline

0

All

b. A favourable policy and regulatory environment  

Industry and government stakeholders value work of Dairy Australia to inform policy discussions and help ensure access to markets

Average response of stakeholders


Average response of exporters

 TBD

8/10



8/10

c. Access to trusted market insights that inform decision-making

Dairy Australia is considered by industry stakeholders as the most trusted and credible source of information to inform decisions related to dairy markets 

Average response of stakeholders

 TBD

8/10

Dairy Australia’s market information is widely utilised by industry and government stakeholders

% of stakeholders utilising Dairy Australia market analysis or data

TBD

70%

Dairy Australia is considered as the most trusted and credible source of dairy market information by the media

% of dairy market related media articles referencing Dairy Australia analysis or data

TBD

70%

Dairy Australia maintains and grows its access to industry data to inform market analysis

% of milk production

 

% of domestic market sales (liquid milk, cheese, butter and yoghurt)

 

% of manufacturing production data

TBD

95%

 

90%

 

 

 

90%

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
6. Technology and data-enabled dairy farms

a. Accelerated genetic progress in feedbase and animal breeding

Annual genetic gain in pasture species used by dairy farms

% Genetic gain

<1%

>2%

The rate of genetic gain for sires of cows in BPI units

Annual increase of BPI

$24/year

$30/year

The rate of genetic gain of cows in BPI units as a result of heifer genomic testing

Annual increase of BPI

0

20

b. More flexible and agile dairy production systems 

Development of new feedbase options that increase flexibility and agility

New from baseline

0

10

Development of new non-feedbase system options that increase flexibility and agility

New from baseline

TBD

75%

Dairy farm businesses have access to the information and tools that they need to run their chosen farm system

% of farms

TBD

80%

c. Greater use of high-value technology on farm

Farm businesses have successfully adopted technology that provides new insights for farm operations

% of farm businesses

 TBD

40%

d. Connected dairy production systems utilising multiple data sources to enhance decision-making

New methods of collecting or analysing multiple sources of physical data on farm

New from baseline

0

5

Dairy farm businesses are routinely collecting three or more sources of physical performance data for decision making (e.g. herd testing, pasture measurement, lameness scoring)

% of farms

TDB

80%

Routine management decisions of dairy farm businesses (e.g. sire selection, irrigation scheduling, culling) are informed by multiple data sources

% of farms

TBD

80%

Strategic outcome Success indicator Unit Baseline
2020/21
Target
2024/25
7. Innovative and responsive organisation

a. We have an enhanced farmer-focused service delivery model

Improved interactions with farmers to deliver services

Episode Net Promoter Score (i.e. measured at time of service interaction)

TBD

 TBD

Farmer-focused service delivery model embedded across all our projects, services, infrastructure, communications and processes

% embedded in projects, services, infrastructure, comms and processes

10%

100%

Farm businesses feel Dairy Australia has an effective relationship management and service delivery model

Average levy payer response

TBD

8/10

b. Our culture 

of learning and innovation, values and ways of working deliver success

Employee engagement score increases

Employee survey score

 63%

80%

Dairy Australia values are known and well understood

% of employees

TBD

90%

Farm businesses value Dairy Australia for our ability to be innovative

Average levy payer response

TBD

8/10

c. Our infrastructure, resources and processes allow us to be informed, agile and responsive

Dairy Australia’s employees have the right tools and infrastructure to deliver the best service to levy payers

Average employee response

 TBD

8/10

Dairy Australia processes allow for agility and responsiveness

Average employee response

TBD

7/10

Dairy Australia is responsive to major industry events impacting the industry

Average levy payer response

TBD

8/10

Dairy Australia is decisive and effective in its actions

Average employee response

TBD

8/10

d. We have effective and transparent management of resources

Levy payers are satisfied they are well-informed about how Dairy Australia invests levy

Average employee response

 TBD

8/10

Levy payers are satisfied that Dairy Australia is investing levies appropriately

Average employee response

 TBD

8/10

Dairy Australia’s investments align with the strategic plan and deliver value to levy payers

Average employee response

 TBD

8/10