The Victorian Government

Food to Asia Action Plan


“The Food to Asia Action Plan will support Victoria’s food sector to increase exports of premium food and beverage products to markets throughout Asia.”

  •  The Plan will “put more Victorian food and beverages on Asian tables” by:
  1. Improving access to Asian markets: stronger advocacy of Victoria’s interests in FTA negotiations, strengthen management of pests, work to target key exports to improve information flow, improve export opportunities for meat processors, improve biosecurity outcomes.
  2. New markets for premium products: expand Trade Program, produce a trade director, work with Commonwealth on national food and beverage branding review, pilot program for SMEs to collaborate on e-commerce platform.
  3. Building a workforce to supply Asia: improve training courses and qualifications, development of management, work with industry to develop risk management skills, advocate on flexible visas.
  4. More efficient movement of products: encourage use of ‘bulk runs’, encourage location of customs clearance facilities at regional hubs, support investigation for standardization of Mildura line, improve incentives to V-line.
  5. Streamlining regulation and reducing red tape; better targeted R&D, extension and innovation; and attracting new capital investment.

“The food sector is Victoria’s largest aggregated exporter, a major employer and a vital part of the state’s economy, especially in regional and rural Victoria.”

"More than any other Australia state, Victoria’s unique strengths and advantages provide an edge in capturing the potential export opportunities generated by Asia’s growth."


The Queensland Government

Queensland's agriculture strategy


“To rebuild Queensland we must rebuild agriculture.”

  • The Queensland Government have set a target to double Queensland’s agricultural production by 2040.  
  • The framework for doubling agricultural production focused on four key pillars:
  1.  Securing and increasing resource availability: water supply and management strategies, local government planning provisions, improving skills and career pathways, security of land tenure.
  2. Driving productivity growth across the supply chain: increase uptake of best practice, set targets for research and development, preparedness and response mechanisms to natural disasters and biosecurity threats, increase funding for sugarcane and beef RD&E, invest in new growth potentials (i..e tropical pulses), assistance to value-add operations, feral animal summit, frontline officers.
  3. Securing and increasing market access: streamline regulatory environment, support financial payments for environmental services, promoting Queensland agribusiness internationally,  facilitate agriculture-based secondary industries.
  4. Minimising the costs of production: water trading framework, reduce red and green tape, heavy vehicle access option, preserve rail access, ports strategy.  

“Unlocking the sector’s full growth potential is the responsibility of government, industry, researchers and communities. Working together in collaboration will be critical to maximising growth and profitability.”

  •  The Queensland Government note that success will be reflected by an increase in the value of production for Queensland produce, increase in the export value of Queensland agricultural commodities and an increase in the sector’s contribution to Queensland’s overall gross state product.
  •  A number of industry action plans will be developed that will underpin this strategy.  The first two to be prepared are the Queensland forest and timber industry plan and the fisheries direction statement.
The Queensland Government

State of Queensland Agriculture Report


“Industry consultation for Queensland’s agriculture strategy repeatedly highlighted that agricultural industries do not have access to the necessary data to make investment decisions and plan for the future. 

We have listened to industry’s call and have since embarked on a process to collate and analyse existing data from a variety of sources, and present never before seen data, to establish a critical baseline to build on.”

  • The State of Queensland agriculture report tracks progress to doubling production by 2040 (see policy paper below).
  • It provides an indication of current performance as well as medium-term forecasts for primary industries in Queensland.
  • Key production statistics include:
  1. Gross value of production in Queensland estimated at $14.7 billion in 2013/14 (approximately $11.6 billion at farm-gate, $3 billion at first-stage processing)
  2. Approximately 85% of Queensland is used for grazing and 2% for cropping
  3. Agriculture (primarily cropping) accounted for 60% of Queensland’s total demand for water
  4. Foreign-owned interested in land represented less than 3% of the state’s land area (5, 084, 200 hectares as at 30 June 2013)
  5. Approximately 11% of broadacre farms in the state had low equity and a high interest burden (2013/14)
  6. Under 50% of Queensland managed fish stocks were considered “sustainably fished” (2012)
  •  Looking forward, expectations for key commodities to 2018-19 include:
  1. Increased cattle slaughter rates
  2. Queensland to lead the trend of strong growth in national poultry meat industry gross value of production
  3. “Seasonal variability remains one of the major challenges facing Queensland agriculture and this is not going to change. The year 2013–14 was a relatively dry year; with forecast production for the year revised downwards by $190 million in the last six months.”

The Western Australian Government

Strategic Plan 2014-17 AgriFood 2025+


“This Agrifood 2025+ strategic plan sets out the areas in which the Department of Agriculture and Food will focus its investment over the next three years as we seek to deliver on the Minister’s goal of doubling the value of the sector by 2025.”

  • The Department of Agriculture and Food has four key focus areas to support the growth of the state’s agrifood sector:
  1. Growing markets: tailoring market arrangement to individual industries, improved value chains, marketing arrangements, biosecurity and animal welfare status.
  2. Growing profitability: tools to enable real-time production decisions, new and refined agrifood products, efficient supply chains.
  3. Growing productivity: planning and policy settings support the industry, foreign and domestic investment, decision-making tools for biosecurity, land, animal and water management.
  4. Growing people: sharing positive view of industry, support right people and new industries.

“Western Australia’s agriculture and food sector can have a very bright future as a world-class producer of quality, safe and healthy agriculture and food products.”

The NSW Government

Agriculture Industry Action Plan


"The Agricultural Industry Action Plan – the first of its kind in NSW – has been developed by industry and the NSW Government to drive continued growth of our primary industries sector and to support growth of jobs in rural and regional areas.”

  • The Action Plan — Primed for growth: Investing locally, connecting globally — puts forwards six key themes for action by industry and government.
  • Under each theme, there are a number of associated goals and a total of 40 recommended actions, to be lead and partnered by industry, DPI and a range of associated agencies.
  • These themes and recommendations include:
  1.  Profitability, productivity and innovation: continue to invest in industry RDCs, encourage public-industry-private partnerships, investigate RD&E and investment models, development of database of all R&D projects, role as facilitator of the information marketplace.
  2. Workforce and skills: develop plan in response to education and training review, tertiary education models, needs analysis for technology and biosecurity skills, promote skills, leadership and career pathways, investigate development of professional development/national accreditation scheme.
  3. Business and regulatory: identify red-tape reductions, recognise in planning process the stewardship role of agriculture, equity and transparency in planning processes.
  4. Investment and ownership: models for farm/agribusiness ownership, industry to adopt risk-management approaches to financial and environmental impacts.
  5. Markets and export: industry to promote best practice systems, articulate certification and accreditation systems, lead broad export strategy, infrastructure investment plan.
  6. Connecting with community: industry to develop a social licence strategy and risk analysis, coordinated promotion strategy.
  • The report states that the NSW Government and industry will be held accountable against the Action Plan through measurement against quantitative targets, and annual progress reporting.

“Our reputation in NSW as a premium provider in terms of both food quality and the reliability of safe supply is solid. There is no doubt that the NSW agricultural sector is primed to compete in new and expanding markets, particularly in grains, beef, sheep, cotton, wool and dairy, wine and oil seeds.”

NSW Government

Corporate Plan 2012-2015


The Corporate Plan is “a strategic foundation for our day-to-day work and our planning processes to meet the NSW Government’s goals and deliver on community expectations around service delivery.”

  •  The key results that the NSW Government are chasing include:
  1. Competitive primary industries operating in a positive business environment: increase productivity, reduce regulatory burden, increase competitive advantage.
  2.  Natural resource sustainability,  development of Crown land, and communities strengthened: appropriate access to natural resources and public lands, develop and manage Crown lands, deliver research and extension to manage natural resources, build capacity of Catchment Management Authorities.
  3. Safe, healthy and biosecure primary industries: identify, investigate and manager food-borne illnesses, animal welfare and biosecurity risks, develop and participate in incident and emergency programs
  4. Excellence in client service and delivery: skills within DPI, service culture, restore trust, foster accountable and effective culture.

"As a whole DPI will continue to deliver integrated, innovative programs and projects that grow and sustain not only our primary industries sector but also communities and economies across the state."

"Government and industry have a long history of working together, and this strategic priority is an opportunity to build on that.”

  • The Action Plan focuses on promoting South Australian as a producer of premium products— “those that have particular attributes valued by consumers".
  • The three key themes of the strategy are:
  1. Build our brand: development of ‘clean’ credentials, develop understanding of markets and what is required to deliver to them, and enhance reputation as tourist destination.
  2. Grow our capability: assist businesses driving innovation, investment in the value chain and management, workforce growth and development, reduce red tape and provide clarity on regulatory processes.
  3. Secure production: maintain biosecurity in biosecurity and safety, encourage technical efficiency.

“Food and wine are pivotal to South Australia’s prosperity and central to its identity.”

Primary Industries & Regions SA (PIRSA)

PIRSA Corporate Plan 2013-2015

(2014 Update)

"I want to use this Corporate Plan to provide the central anchor from which we can chart our way forward and measure our successes."

  • PIRSA established five building blocks in 2013 and they remain at the basis of their business:
  1. Build capability: in the food, wine and fibre regions/industries.
  2. Secure production: to ensure resources are available for industry growth and development.
  3. Expand markets: to ensure unrestricted access to new and existing markets.
  4. Grow regions: to ensure economic and social strength of regional areas.
  5. Perform well: ensure PIRSA is modern, flexible and responsive.
  • PIRSA is the lead agency for the following targets:
  1. Food industry: grow the contribution made by the South Australian food industry to $20 billion by 2020.
  2. Regional population levels: increase regional populations, outside of Greater Adelaide, by 20,000 to 320,000 or more by 2020.
  • They also drive the 'Premium Food and Wine from our Clean Environment' strategy (above).

"Primary Industries and Regions SA (PIRSA) has the lead role in ensuring the prosperity of both the agricultural sector and regional areas in South Australia."

"Our work protects and enhances our State’s premium food and wine brand, supports and grows our industries and regional communities and is vital to the State’s economic prosperity."

This List is still being worked on, but please let us know if we have missed something important!

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