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Strategic Plan 2013 – 2018

August 2013


South Australian Freight Council Inc

c/o 296 St Vincent Street

Port Adelaide SA 5015

Tel: 08-8447 0635

Fax: 08-8447 0606

Email: [email protected]

mailto:[email protected]


Foreword

The Vision for the South Australian Freight Council (SAFC) is that it will be

recognised as the strategic leader in addressing the State's domestic and global

freight opportunities, influencing government policy and facilitating sustainable

industry growth.

The Executive of the SAFC as part of the regular planning process reviewed the

existing strategies, business planning and budgetary processes to identify and

develop future opportunities and objectives that reflect the changed industry,

economic and environmental climates in the State, National and International

arenas.

The plan reflects input from both the Executive and the Management of the

SAFC.

By implementing this plan the SAFC will build on its strong presence in the South

Australian Transport and Logistics community, will grow its capacity and deliver

on its Vision.

Tony Grant

Chairman

August 2013


Executive Summary

The South Australian Freight Council (SAFC) Strategic Plan recognises the

objectives of South Australia’s Strategic Plan and the 30-Year Plan for Greater

Adelaide. These State Government plans set the framework for planning and

investment in the State’s transport infrastructure and it is the mission of the

SAFC to form a strong association with the State Government to facilitate

achievement of the objectives in these plans.

Other State policy initiatives that support the 30-Year Plan for Greater Adelaide

and are supported by the SAFC Strategic Plan include:

The State Population Policy

The State Infrastructure Plan

The Skills Strategy for South Australia

In addition, the SAFC Strategic Plan contributes to the ongoing development of

various plans and strategies being managed by the State Government, including

the Integrated Transport and Land Use Strategy currently being developed.

The SAFC Strategic Plan also supports major Commonwealth Government plans

and policies including:

The National Ports Strategy

The National Land Freight Strategy

The Aviation White Paper – Australia’s first national aviation policy

The National Transport Policy Framework

Implementation of national regulatory frameworks

The SAFC Strategic Plan also recognises the objectives and priority projects of the

Council of Australian Government (COAG), the Standing Committee on Transport

and Infrastructure (SCOTI), Infrastructure Australia (IA), the National Transport

Commission (NTC) and the national transport regulators.


The SAFC’s vision is:

To be recognised as the strategic leader in addressing the State’s domestic

and global freight opportunities, influencing government policy and

facilitating sustainable industry growth.

The SAFC’s objectives for 2013 – 2018 are to:

1. Promote and represent the State’s transport and logistics industry in State,

national and international forums.

2. Reduce the fragmentation of transport industry representation to government

regarding freight, passenger and infrastructure issues by progressing the

concept of an Association of Associations.

3. Fully support and assist industry and the State government’s export/import

and population growth targets by collaborative research and promotional

programs.

4. Broaden and increase the Council’s membership base to 200 members by 2015

and resource the CEO to achieve this objective.

5. Identify and initiate key projects for delivery in 2013/14.

This Strategic Plan contains the essential background, strategic context, and

strategies and actions for 2013 – 2018 in support of SAFC’s vision and objectives.


Introduction and Background

The Transport & Logistics Industry is a major contributor to the national and

state economies with wide ranging socio economic impacts. The industry not only

contributes directly and indirectly (via the ‘multiplier’ impact) to economic

activity, but also facilitates domestic trade and the export and import of goods.

The overall efficiency of the Transport & Logistics Industry therefore has

important implications for the broader economy.

From a more socio economic perspective, the industry facilitates the business and

personal travel needs of the community. Its structure and efficiency impact on

people’s time and costs with measurable consequences for the broader economy.

The socio economic impacts of the Transport & Logistics Industry on the South

Australian economy and community is the subject of a separate SAFC study

completed in July 2010. See http://www.safreightcouncil.com.au/publications.asp

In recent years the industry has needed to respond to a changing competitive

environment brought about by globalisation, rapid technological change and the

information economy. In more recent times issues such as global financial

instability and carbon emissions management are providing new challenges for

the industry. These issues are discussed in more detail in the next section of this

Strategic Plan.

The following information provides the current organisation of the SAFC.

Funding

The SAFC is currently funded by Commonwealth and State grant funding as well

as member fees with some relatively minor revenue from other sources. The

government funding is provided under the following conditions1.

1 SAFC will soon commence negotiations associated with ongoing funding for the period 2014/15 through 2016/17 inclusive.

http://www.safreightcouncil.com.au/publications.asp


Commonwealth government funds are expected to:

Contribute to the development and implementation of the national

transport reform agenda and to public policy debate on national issues,

including the provision of advice on freight and logistics priorities from an

industry perspective; and

Contribute to identifying and addressing constraints and impediments to

the efficient operation of Australia’s supply chains, including

actions/projects identified in the 2008-15 National Transport and Logistics

Strategy (ALC) (as read in conjunction with subsequent national

strategies, eg: 2011 National Road Safety Strategy, 2011 National Ports

Strategy and 2013 National Land Freight Strategy).

The South Australian State Government funding is available for air, sea and land

based projects and freight logistics supply chain improvements, in accordance

with SAFC’s objectives. Specifically:

Competitive International Freight Systems and Services

Support increased use of existing SA air and sea freight services and

attraction of new ones;

Examine factors restricting increased SA international direct services;

Continue to assist in the maintenance of product integrity by improving

cold chain logistics;

Maintain and enhance the Logistics Information and Navigation Centre

(LINC) to provide advice on logistics services, systems, skills and careers.

Efficient and Integrated Freight Transport Infrastructure

Work with industry, governments and communities to progress specific

infrastructure proposals of net benefit to South Australia;

Identify key freight corridors, ports, airports, terminals, inland ports and

intermodal hubs in South Australia and develop strategies for their

protection and development;

Identify key freight regulatory, infrastructure and system obstacles and

opportunities that impact on freight productivity and the efficient transfer

of freight between modes.


Cleaner, Safer Freight Transport

Identify initiatives that can be taken to improve the environmental

performance of freight, concentrating on the relative performance of

different transport units and modes in terms of their impact on the

environment, community and economy;

Facilitate efficient, safe, secure freight logistics improvements through

effective liaison with industry and government(s).

Innovative Sustainable Freight Industry

Foster Industry leadership in freight logistics;

Improve knowledge of transport career pathways and opportunities for up-

skilling (existing and new industry participants);

Improve knowledge and understanding of the industry through the

production of fact based information and development of a gateway to

information resources;

Provide a forum for exchange of views within the industry and between

industry and Government on matters affecting the efficiency of freight

logistics in South Australia and its key markets.

Commonwealth and State Government funds may also be used to cover endorsed

project-specific administration, salary and other expenses as agreed.

The Council also receives specific purpose funding from Government and industry

sources to progress initiatives that align with SAFC’s objectives. Significant in-

kind funding is received from industry in terms of participation in Council

deliberations, as well as to support the operations of SAFC and its various

Management Teams. Flinders Ports is at the forefront in this regard, generously

subsidising the costs associated with hosting and operating the SAFC Offices.

Adelaide Airport Limited, and the Department of Planning, Transport and

Infrastructure (DPTI) also assist the Council by providing meeting facilities.

The SAFC is required to submit annual project and operations Progress Reports to

the Commonwealth and South Australian State Governments in accordance with

the respective funding arrangements. Audited annual reports must also be


submitted to both the State and Commonwealth Governments under the

conditions of the Agreements. A 6 monthly progress report is also provided to the

Commonwealth.

Membership

Membership of the SAFC is currently open to:

Freight Service Customers (i.e. consignors and consignees of freight,

including domestic customers, importers and exporters)

Freight Forwarders and providers of services to freight transport and

logistics service customers

Freight Transport Operators, Companies and Associations across all

transport modes

Government Departments and Agencies (as non-voting members)

Other institutions, companies or organisations with direct or indirect

interests in freight activities

Road, rail, air and sea port and terminal owners, managers or operators

Road, rail, sea and air infrastructure providers

The SAFC currently has some 612 members, representing various branches of the

transport, export and logistics industries. Association members of the Council,

such as SA Road Transport Association, represent many more businesses and

people who are members of those organisations.

Council Executive and Structure

An Executive Committee of Management manages the SAFC, and is responsible

for the direction and governance of the Council, its operations, staffing,

2 As at 7 August 2013


establishment and dissolution of Management Teams, approving funding of

projects, negotiating funding arrangements, financial management and reporting.

Association members are expected to advise the Executive Committee of

Management on issues and other matters of relevance to the Council and can

raise issues with the Council’s CEO on an ongoing basis.

The seven-member Executive Committee consists of one representative from each

of the sea, air, road and rail transport/logistics areas and three other

representatives (that do not represent any particular mode). These members are

elected to their position at the Annual General Meeting (September/October) or if

agreed by resolution at a Special General Meeting.

Two unelected ex officio members are also on the Executive Committee - the

Council’s CEO and a representative of the South Australian Minister for

Transport. The Minister’s representative is a non-voting member, to preserve the

integrity of the Council as an independent, peak industry body. The CEO also does

not cast a vote.

Convenors or representatives of the Management Teams are invited to attend

Executive Meetings to view proceedings, present Progress Reports and to provide

input on relevant matters including key issues and projects as required.

Role of the Executive

A Chief Executive Officer, Senior Project Advisor, Project Officer and Contract

Support Staff provide services to the Executive Committee of Management, the

Management Teams and Association members, and report (through the Chief

Executive Officer) to the Chair and Members of the Executive Committee of

Management.


Strategic Overview

Economic Context

Global Trends

Over the last 10 years, freight and logistics based businesses in Australia have

faced an increasingly volatile global environment. Influential trends and events

during this time include:

Accelerated ‘globalisation’ facilitated by the ‘information economy’ and

improved transport effectiveness (particularly freight tracking).

Globally, increased political and religious unrest.

The rise of global terrorism and associated attacks on Western interests

increasing travel and freight risk.

The emergence and spread of new diseases such as Swine Flu and Sudden

Acute Respiratory Syndrome (SARS).

Some of the major global issues and trends confronting Australian freight and

logistics interests in more recent years include:

Sustainability – governments, businesses and consumers are being more

highly driven by the need for environmentally sustainable practices. There

has been an emergence of ‘eco-firms’ and higher values attached to eco-

friendly products and services. Policies and procedures to deal with climate

change will also have a significant impact on the freight industry, however

it may evolve (e.g. emissions trading or carbon taxes etc).

The continued emergence of Asian economies and population growth,

especially China and India. Urbanisation is rapidly gravitating to Asian

cities, as is demand for Australian products and services. This population

growth will eventually drive rural Australia – population of the world will

increase by a third by 2050 (Prescott Securities Newsletter – Summer

2009/10) while demand for agricultural goods will increase by 70% due to

rising living standards in poor and middle income countries.


Ongoing strong commodity demand, especially from China and India,

fuelling the ‘mining boom’ in Australia.

Ageing of populations in industrialised countries, including Australia, and

the implications for human resources.

Internet Revolution – from globalisation to global participation. There has

been rapid transition from Internet consumption to creation via uploading

video, music and podcasts, to blogs and personal sites. Companies and

consumers have much greater expectations when seeking information on

freight movements.

Financial globalisation and the rapid increase in international capital

flows, resulting in higher risks associated with global financial trends.

Economic turbulence - The ongoing global financial crisis and share market

volatility, the consequences of which continue to work their way through

regional economies. Important trends for freight and logistics businesses to

monitor include:

o Oil demand – and implications for prices, with expected rising fuel

prices in the short run as the world economy recovers with

implications for freight modes and destinations. This is of course an

exacerbation of what is likely to be a long-term issue – with the

demand from developing economies clashing with supply and

reserves.

o Production shifts, unemployment and consumer confidence, and

their impacts on product demand.

o Property demand and valuations, and their impacts on demand for

commercial and industrial space/rents.

o The ability to raise capital on economically sustainable terms to

fund expansion programs.


While these global conditions will have some impact on South Australia’s freight

and logistics industry, the sector is relatively strong domestically, which affords it

some insulation from global trends and economic impacts.

National Trends

In Australia, there have been some particular developments in recent times that

have had important consequences for trade, freight and logistics. These include:

Appreciation of the Australian dollar and its consequent impact on

international trade3.

Climate change and unpredictable weather patterns.

Continued population growth, increasing demand in service industries

such as freight and logistics, while also increasing demand in the property

and rents sector.

The continuing trend towards harmonisation and centralisation at the

Commonwealth level.

State and Regional Trends

In South Australia and its regions, there has been a ‘Perfect Economic Storm’ that

has severely impacted the State’s dominant horticulture and viticulture industries

including:

The loss of exports resulting from the appreciating Australian dollar.

Increasing global horticulture competition.

Global wine surplus’ and falling wine grape prices.

Disintegration of family based business – social fabric under threat.

Demise of large corporates and iconic brands; etc.

Increasing national and state debt levels resulting in fiscal tightness.

3 Notwithstanding recent falls in the value of the Australian dollar, the currency remains strong from a

historical perspective.


Notwithstanding these problems, and the global financial crisis, South Australia

and the regions are seeing longer-term growth in the mining and defence sectors.

Sustained appetites from China and India for mining and energy exports are

expected to continue to offset declines in other sectors such as

manufacturing/value adding industries.

An Uncertain Climate

Australia has been considered somewhat fortunate to have escaped a technical

recession during the global financial crisis compared with western counterparts in

the USA and Europe. This is attributable to several factors including:

Strong economic ties to powerhouse Asian economies – China and India.

A strong and stable banking sector.

Comparatively low (but increasing) levels of government debt.

Strong population growth.

The Government’s economic stimulus package and strong investment in

infrastructure.

However, there are still doubts surrounding the USA and European economies

due to continued high levels of government debt and consequential austerity

measures. The recent economic turmoil in Greece and fears of similar difficulties

in other European economies suggest that further global economic turmoil could

be just around the corner. While there are many reasons to remain positive about

Australia’s medium to long-term economic prospects, sustained recovery in

Australia may still be subjected to uncontrollable global events.

Should these uncontrollable global events arise we can expect a continuing and

protracted slowdown in the global economy which will impact on Australia,

including the transport and logistics sector, through reduced demand for

Australian commodities, company closures and cut backs, unemployment and an

overall reduction in demand for transport and logistics services.


The Economic Significance of Transport and Logistics in Australia

The global financial crisis has emphasised the long-term trend and re-emerging

dominance of Asia in terms of economic development and population growth,

especially China and India. Western dominance, temporarily achieved via the

industrial revolution, colonisation and world wars, is being eroded by Asia’s

economic development resurgence driven by abundant and cheap labour and

aspirations for improved standards of living. International trade is continuing to

recover, but more particularly it is China, India and Asia generally that are

moving back to pre-GFC levels.

Major developments associated with this long-term trend, which short-term

shocks will simply accelerate, include:

The loss of manufacturing capacity and jobs in western economies as

manufacturing continues to gravitate to Asia.

Strong Asian demand for Australian resources, especially minerals and

energy.

Continuation of the strong growth in Asian trade with Australia.

A focus in western economies on more higher value added manufacturing

afforded some protection by innovation and research.

A resurgent services sector (in terms of economic growth and employment)

especially in sectors afforded some protection from import competition.

This includes freight and logistics, along with other transport sectors,

health, education, business and financial services.

It is therefore concluded that demand for transport, freight and logistics

infrastructure, and the growth of this industry sector, will continue in coming

years on the back of population growth (Asian and Australian) and sustained

demand increase from Asia for Australian mining, energy and agricultural

exports.


The importance of the freight and logistics sector is further underlined by the

need for real and sustained industry efficiencies through business and

infrastructure improvements in response to rising input prices, including fuel.

How this infrastructure is to be planned, constructed and financed is unknown,

but suggests an increasing important role for the SAFC in the State’s economic

infrastructure. Ever increasing volumes of raw materials will be exported, and

manufactured product imported. The State’s infrastructure, including freight and

logistics companies that use the infrastructure, cannot be imported and will need

to grow and become world class to maximise the State’s competitive position.

Some initial demonstrations about the importance of the freight sector from a

whole of economy context can be found in studies that measure the impacts of

transport effectiveness on competitiveness. Transport effectiveness is a holistic

concept about the cost and flexibility of transport options – ease of access, speed of

delivery, cost and risks of arrival. It impacts on the rest of the economy in the

following ways:

Increased effectiveness improves competitiveness and therefore increases

export demand.

Increased effectiveness on imported intermediate inputs into production

increase competitiveness for business.

Increased effectiveness on imported consumer goods increases real wages.

Importantly it must be recognised that transport costs represent 8.2% of the cost

of exports from the state (interstate and overseas exports), 2.8% of the cost of

intermediate product supply, and 1.7% of the total household consumption spend

(which includes services and rent etc. – so the impacts are much higher on

merchandise). Therefore it is clear that effectiveness in freight systems will be

critical in the underlying competitiveness of the South Australian economy.


South Australia’s Strategic Directions

Whilst it will not be possible for SAFC to act in isolation to achieve the broad

range of objectives contained within the various plans and strategies in place and

under development, SAFC can contribute to their achievement by progressing

initiatives in partnership with relevant Agencies and industry.

The SAFC Strategic Plan recognises the objectives of South Australia’s Strategic

Plan and the 30-Year Plan for Greater Adelaide. These State Government plans

set the framework for planning and investment in the State’s transport

infrastructure and it is the mission of the SAFC to form a strong association with

the State Government to facilitate achievement of the objectives in these plans.

Other State policy initiatives that support the 30-Year Plan for Greater Adelaide

and are supported by the SAFC Strategic Plan include:

The State Population Policy

The State Infrastructure Plan

The Skills Strategy for South Australia

The SAFC Strategic Plan also supports major Commonwealth Government plans

and policies including:

The National Ports Strategy

The National Land Freight Strategy : A Place for Freight

The Aviation White Paper – Australia’s first national aviation policy

The Standing Committee on Transport and Infrastructure (SCOTI)4 and

the National Transport Policy Framework

The SAFC Strategic Plan also recognises the objectives and priority projects of

Infrastructure Australia (IA) and the National Transport Commission (NTC).

4 SCOTI formed May 2011 to replace the Australian Transport Council (ATC) -


The three foundations of a sustainable society: Our Community, Our Prosperity

and Our Environment are organising priorities for South Australia’s Strategic

Plan5. The Plan also recognises that to nourish a sustainable society Our Health,

Our Education and Our Ideas are essential.

Each priority is organised into visions and goals that are based on community

feedback. The visions convey the aspirations for the desired future within each of

the six priority areas. Goals are the components that make up the larger visions.

Targets in the Plan are specific and measurable. They align the top priority

visions and goals to specific objectives against which success can be measured and

strategies adjusted.

The Targets in South Australia’s Strategic Plan that are addressed in the SAFC

Plan include:

Priority: Our Community

Goal: We are safe and protected at work and on the roads

Target 21: Greater safety at work: Achieve a 40% reduction in injury by 2012 and

a further 50% reduction by 2022 (baseline: 2001-02)

Target 22: Road safety: Reduce road fatalities and serious injuries by at least 30%

by 2020 (baseline: 2008-10).

Priority: Our Prosperity

Goal: South Australia has a resilient, innovative economy.

Target 35: Economic growth: Exceed the national economic growth rate over the

period to 2020 (baseline: 2002-03)

Target 36: Labour productivity: Exceed Australia’s average labour productivity

growth rate through to 2020 (baseline: 2002-03)

Target 37: Total exports: Increase the value of South Australia’s export income to

$25 billion by 2020 (baseline: 2002-03)

5 http://saplan.org.au/pages/download-the-plan


Target 38: Business investment: Exceed Australia’s ratio of business investment

as a percentage of the economy by 2014 and maintain thereafter (baseline: 2002-

03)

Goal: We develop and maintain a sustainable mix of industries across the state.

Target 39: Competitive business climate: Maintain Adelaide’s rating as the least

costly place to set up and do business in Australia and continue to improve our

position internationally (baseline: 2004)

Target 40: Food industry: Grow the contribution made by the South Australian

food industry to $20 billion by 2020 (baseline: 2001-02)

Target 41: Minerals exploration: Exploration expenditure in South Australia to be

maintained in excess of $200 million per annum until 2015 (baseline: 2003)

Target 42: Minerals production and processing: Increase the value of minerals

production and processing to $10 billion by 2020 (baseline: 2002-03)

Target 43: Defence industry: Increase defence and defence industry annual

contribution to our economy to $2.5 billion and employment to 37 000 people by

2020 (baseline: 2003) Milestone of $2 billion and 28 000 people by 2013.

Goal: South Australia’s transport network enables efficient movement by

industry and the community.

Target 56: Strategic infrastructure: Ensure the provision of key economic and

social infrastructure accommodates population growth (baseline: 2010-11).

Priority: Our Environment

Goal: We reduce our greenhouse gas emissions.

Target 59: Greenhouse gas emissions reduction: Achieve the Kyoto target by

limiting the state’s greenhouse gas emissions to 108% of 1990 levels during 2008-

2012, as a first step towards reducing emissions by 60% (to 40% of 1990 levels) by

2050 (baseline: 1990)

Goal: We reduce our reliance on cars in the metropolitan area, by walking, cycling

and increasing use of public transport.

Target 63: Use of public transport: Increase the use of public transport to 10% of

metropolitan weekday passenger vehicle kilometres travelled by 2018 (baseline:

2002-03)

Goal: South Australia has reliable and sustainable energy sources, where

renewable energy powers our homes, transport and workplaces.


Strategic Directions 2011 - 2016

Vision

The South Australian Freight Council’s vision is to be recognised as the

strategic leader in addressing the State’s domestic and global freight

opportunities, influencing government policy and facilitating sustainable

industry growth.

Objectives 2013 - 2018

1. Promote and represent the State’s transport and logistics industry in State,

national and international forums.

2. Reduce the fragmentation of transport industry representation to

government regarding freight, passenger and infrastructure issues by

progressing the concept of an Association of Associations

3. Fully support and assist industry and the State government’s export/import

and population growth targets by collaborative research and promotional

programs.

4. Broaden and increase the Council’s membership base to 200 members by

2015 and resource the CEO to achieve this objective.

5. Identify and initiate key projects for delivery in 2013/14.

Strategies and Actions 2013 - 2014

Objectives Strategies Actions Status 2013-14 Actions 1. Promote and

represent the

State’s transport

and logistics

industry in State,

national and

international

forums.

Represent the State in national

regulation forums and meetings.

Consult with key external

stakeholders (Commonwealth, State,

private) to determine key issues for

policy advice (what information they

want, when and how).

Formalise long term funding

arrangements from Commonwealth

and State bodies for the transport

and logistics industry.

Identify forums,

strategies, etc. as the

basis for advocacy

Prepare a consultation

template

Identify and consult

with key stakeholders

Prepare & present

policy papers

Arrange regular

quarterly

meetings/briefings for

Commonwealth and

State Government

Ministers and staff.

Also, Local Government

and appropriate

opposition Members

and staff

Ongoing activity

Not progressed

Ongoing

Ongoing activity (all

Management Teams

but esp Infrastructure

& Regs Submissions)

Not progressed (some

individual meetings

held with Government

& Opposition Ministers

at the State level).

Ongoing identification

of forums, strategies,

etc. as the basis for

advocacy

Prepare a consultation

template

Ongoing identification

and consultation with

key stakeholders

Ongoing preparation &

presentation of policy

papers

Regularly meet/brief

key Commonwealth and

State politicians, staff

and Government

Agencies


Objectives Strategies Actions Status 2013-14 Actions 1. Promote and

represent the

State’s transport

and logistics

industry in

State, national

and

international

forums.

(continued)

Lobby for targeted international and

national conferences to be held in

Adelaide.

Represent industry’s carbon tax

position in appropriate forums

Identify scheduled

conferences for the next

5 years

Meet with the CEO of

ACTA to seek joint

strategy development

and implementation

Research and document

an industry position

following release of the

Government’s Carbon

Tax details

Some research

undertaken but

determined not to

progress at this time.

Some discussions

held.

Industry position

represented

Production of Green

Freight position

statement

commenced.

Conduct trial SAFC

Breakfast programme

Continue SAFC

Forums programme

to disseminate

information and

advocate an industry

position regarding

key developments

affecting the industry

Scope potential to

host an international

‘Transport and the

Environment’

conference

Finalise and Release

‘Green Freight’

report/statement


Objectives Strategies Actions Status 2013-14 Actions 2. Reduce the

fragmentation of

transport

industry

representation to

government

regarding freight,

passenger and

infrastructure

issues by

progressing the

concept of an

Association of

Associations

Achieve formal strategic alliances

with the majority of State based

freight and logistics organisations.

Facilitate cross industry

infrastructure meetings to address

and prioritise competing demands

from trade, tourism, hospitality,

mining; etc.

Prepare an informal

‘Association of

Associations’ proposal

Identify and meet with

target organisations

Prepare key issues paper

and meeting agenda

Take the lead in industry

functions and events

including lead speaking

roles

Done. 1st meeting held.

Policy statements to be

drafted and Group

reconvened

Informal discussions held

with various players

Underway

Ongoing. Speaking

opportunities generally

accepted.

Progress Association of

Associations concept.

Identify and meet with

target organisations

Prepare key issues paper

and meeting agenda

Take the lead in industry

functions and events

including lead speaking

roles


Objectives Strategies Actions Status 2013-14 Actions 3. Fully support

and assist the

State

government and

industry to

achieve their

economic, social

and

environmental

objectives by

collaborative

research and

promotional

programs.

Identify and communicate the

significance of the transport and

logistics industry to key

stakeholders including the State

government.

Prepare and circulate to

stakeholders research

papers (key findings)

with recommendations

for consultation and

implementation

Agree further research

and industry promotional

programs with the State

government, especially in

strategic freight corridors

Continue the

development of the

Logistics Information and

Navigation Centre

(LINC)

Ongoing

Ongoing

Ongoing

Prepare and circulate to

stakeholders research

papers (key findings)

with recommendations

for consultation and

implementation

Agree further research

and industry promotional

programs with the State

government, especially in

strategic freight corridors

and key places for freight

Collaborate on the

development of an

integrated First/Last

Mile list

Continue the

development of the

Logistics Information and

Navigation Centre

(LINC) including:

Update of State specific

resources

Production of Profiles and

Case Studies

Investigation of

Sponsorship

opportunities


Objectives Strategies Actions Status 2013-14 Actions 4. Broaden and

increase the

Council’s

membership base

to 200 members

by 2015 and

resource the

CEO to achieve

this objective.

Broaden industry understanding of

the role and activities undertaken

by SAFC

Prepare regular

information papers for

members

Host industry event(s)

which investigate the key

changes proposed for the

industry

Develop direct marketing

campaign and target

specific companies and

industry sectors

Ongoing

Ongoing (SAFC Forums

Program)

Ongoing

Prepare regular

information papers for

members

Host industry event(s)

which investigate the key

changes proposed for the

industry

Develop direct marketing

campaign and target

specific companies and

industry sectors

Continue production of

SAFC Newsletter and

redevelop SAFC Website


Objectives Strategies Actions Status 2013-14 Actions 5. Identify and

initiate key

projects for

delivery in

2013/14.

Identify potential projects and

submit to the SAFC Executive for

approval

Articulate industry views as they

relate to infrastructure,

regulations and people (eg:

Infrastructure and “Last Mile”

issues, Carbon Tax …)

Research and prepare an

Executive paper on

potential/priority projects

Initiate projects approved

by the Executive.

Consult with industry

and prepare submissions

to key investigations

where appropriate

Provide information and

guidance to industry

regarding change

proposals.

Done / Ongoing

Ongoing

Ongoing (esp

Infrastructure &

Regulations)

Ongoing through

Management Teams,

Newsletter and industry

forums

Research and prepare an

Executive paper on

potential/priority projects

Initiate projects approved

by the Executive.

Consult with industry

and prepare submissions

to key investigations

where appropriate

Provide information and

guidance to industry

regarding change

proposals.

strategic plan 2013 - sa freight council reports... · strategic plan 2013 – 2018 page 6...

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