Survey shows DAFWA missing key targets

It was decided in July that a panel of experts, put together by DAFWA director general Rob Delane, would carry out the review.

The $100,000 review is to make recommendations to Agriculture and Food Minister Ken Baston as to what the future department should look like.

The findings are not due until the end of the year.

However DAFWA's latest annual report shows another dip in confidence from the sector surrounding the department's profitability, sustainability and innovativeness.

The survey, undertaken each June, captures the views of 400 respondents.

This year's respondents comprised 325 producers, 47 intermediaries made up of primarily processors, marketers and exporters and 22 agribusiness consultants.

Only 24.6 per cent said DAFWA had a positive influence on profitability.

The target was set at 33pc.

Just 24.7pc of those surveyed believed DAFWA had fostered innovation and 28.6pc considered DAFWA had positively influenced the sustainability of the sector.

This is another dip in confidence from the 2012/13 findings: 29.3pc of people surveyed in 2012/13 said DAFWA had a positive influence on profitability, which was down 2.7pc from the year before.

Just 30pc of those surveyed believed DAFWA had fostered innovation and 32.1pc considered DAFWA had positively influenced the sustainability of the sector.

Co-investment in DAFWA-led initiatives was up 4.2pc in 2012-13, but only to 39.3pc, but were slashed this year to 25pc.

The outcome of this year's findings were described in the report as "disappointing".

"The 2015 headline results for these three key performance indicators are disappointing, in each case below both the respective 2014 result and 2014/15 target," the report said.

"In regard to our targets, we had expected our impact during 2014/15 would be higher than in previous years as a result of the State Government's $300 million Seizing the Opportunity initiative starting to show results in this year.

"However, the first five DAFWA-led projects did not commence until early 2015 and now we do not expect our clients to see tangible impacts until at least 2016."

The results were lower than those gained in recent years.

The reduction in the overall level of products and services on offer, including staff numbers, and its increasing focus on growing the agrifood sector's contribution to the WA economy were some of the factors for these results, according to the report.

"Over the past year, we had to reduce our staffing levels by 100 full-time equivalents (FTE), following cumulative reductions in excess of 300 FTE since June 2010," it said.

"This has received significant industry profile.

"Our strategic plan remains structured around growth, with a focus on growing markets, productivity, profitability and people.

"It is clear that the impact of our recent staff reductions is being strongly felt by industry; and that this is being reflected in the survey results."

The report said the department has focused its growth products and services on those businesses that aspire to grow rather than on all businesses in the sector, reducing its involvement in traditional areas in favour of those that are consistent with the evolving role of government and essential to growing the sector.

"While we have seen some efficiency savings, the range of services we are able to offer has been declining in line with our reduction in staff numbers," it said.

"In spite of these challenges, it is encouraging that detailed examination of the survey results shows that we continue to have a strong positive impact on businesses in the sector that are seeking to grow; and those that represent its future."

In his director general's report, Mr Delane said while the department has had to tighten its belt in response to a challenging economic climate, DAFWA's commitment remained undiminished.

"In recent years, we have focused on supporting businesses and industry to transform the way they operate so they have the ability to lead the growth of the sector,'' he said.

"In 2014/15, we continued to increase the capacity and capability of agribusinesses and industry through partnerships.

"Internally, we found new ways to work smarter with the resources we have, including resetting priorities and implementing a more streamlined organisational structure led by a new executive team."