As mentioned in the President’s Report, it seems
that since 2003 our industry has experienced somewhat of a roller
coaster ride. This was a year in which we looked forward to the
American border opening in March, only to have that hope denied us
because of legal action in the United States. The Ontario
Cattlemen’s Association (OCA), the Canadian Cattlemen’s
Association (CCA) and others, continued to press for a resolution
to this issue, and were finally rewarded in early summer by the
rule to allow flow of live animals under 30 months of age.
Although the rule was not everything we wanted, and some of the
conditions might seem unreasonable, we cannot argue that having
options with these animals has supported an arbitrage of price.
CCA, and especially John Masswohl (Director of
International Relations), worked extremely effectively in engaging
different US states in dialogue throughout this time. Several of
your Directors have been personally involved in these discussions,
as has your President, Ian McKillop. This type of lobbying,
although time consuming and expensive, has proven to be very
effective in generating understanding so that real progress can be
made. During this crisis, the value of having an effective
national organization was made clear.
In 2005, OCA continued to develop its lobby
efforts. The successful beef barbeque was repeated at the
Legislature in early June, and drew even larger crowds than last
year, including most MPPs, their staff, and members of the Queen’s
Park Press Gallery. As well, our riding-level lobby network is
being developed and will be functioning for the year before the
next provincial election.
OCA also began a comprehensive review of its
strategic plan in the spring of 2005. The decision was made to
seek input from each county in Ontario, and develop a plan from
the grassroots up. Regional meetings were held in the late spring
to gather ideas from our county organizations, and this input was
analyzed during the summer. In the fall of 2005, the plan was
developed. It has been vetted by a
committee of the OCA Board, by the full OCA Board, and also by the
Advisory Council.
The major changes which we have stated in this
plan are captured in OCA’s new vision and mission statements,
which enunciate that OCA will be a highly producer-focused
organization.
VISION
OCA will help foster a sustainable and profitable beef
industry, and have Ontario beef recognized as an outstanding
product by our consumers.
MISSION
OCA will provide leadership in responding to producer needs.
Values are fundamental principles and beliefs that serve as
essential criteria guiding all actions and decision making. We
have committed that OCA's values are:
-
CREDIBILITY: OCA's integrity in the eyes
of our producers and industry stakeholders is of fundamental
importance. Elements of our integrity are objectivity,
professionalism, proactivity, fiscal responsibility and
commitment to the production sector of the industry.
-
TEAMWORK: OCA recognizes that better end
results are achieved when we work together internally, and with
industry stakeholders.
-
FLEXIBILITY: The industry environment is
complex and subject to change. OCA's ability to adapt to change
in a flexible work environment supports our ability to deliver
value to producers.
-
DELIVERY: OCA strives to deliver value to
Ontario beef cattle producers by meeting their needs.
-
ACCOUNTABILITY: OCA will be transparent
and accountable to our producers.
This strategic plan is used to set broad direction
for the organization over the next five years. It forms the basis
for developing a business plan which is focused on the immediate
year. From this business plan, work plans for each function are
developed, and the operating budget for the year is developed.
This approach ensures that the organization is
spending its resources as the Board has decided it should.
All regions of the province were consulted in the
preparation of this plan and the setting of our direction. Four
items were mentioned frequently in all consultations. These are:
-
Increased support for regional marketing of
beef.
-
Improvement of lobby efforts.
-
Improvement of communications efforts to
producers.
-
Development of an Emergency Management and
Crisis Communications Plan and an accurate membership list.
We have already begun work on these initiatives,
and you will hear about our progress during this year’s Annual
General Meeting.
As well as working through the multiple problems
presented by the border situation, OCA has been active on your
behalf on a wide variety of issues, such as: nutrient management;
corn tariff; CAIS changes; amendments to the Beef Cattle Marketing
Act (BCMA); age verification; the Cargill purchase
of Better Beef; development of a workable production insurance
program for livestock producers; and preserving a viable deadstock
collection service.
I cannot over-emphasize the importance of age
verification. It is very important that we move away from
dentition as a measure of over thirty months, and that we be able
to supply under 21 month cattle to the Japanese market. I recently
entered the age of my calves, and was surprised at how painless it
was.
During the past two and a half years it was easy
to see that there was an advantage to being part of a large
national organization. Similarly, producers in this province were
well served by having OCA arguing, advancing positions, and
lobbying on their behalf. Our new strategic plan is a better
vision because so many of you gave your input.
Finally, in 2005, OCA also underwent some
personnel changes at the staff level. In April, Lianne Appleby
joined OCA as Communications Manager and is doing a fabulous job,
proving to be a great addition to the OCA team. One of her
initiatives since coming on board was the launch of the Ontario
Steakholder, our government relations publication.
Three issues have gone out since Fall of 2005 and
OS has been extremely well received by Ontario MPs and MPPs.
As well, Jamie Thomas recently came to OCA from
Brussels Livestock Auction Market to fill the role of Market
Information Coordinator. We wish Jamie well as she takes on this
challenging role.
Another recent addition, Jennifer Snively, is
working for OCA on a two-year contract, to finish our membership
database, and to develop our Emergency Management and Crisis
Communications Plan.
These bright young people will work very hard on
your behalf, and are dedicated to serving our producers. I look
forward to watching them grow in their new positions.
In closing, I urge you to stay involved and
continue to share your points of view with us. We will continue to
work together as we go forward, and exploit our biggest asset as
an industry: the strength we have, in numbers.
