bc abattoir industry · 2013-05-01 · strategic plan for bc abattoir industry september 15, 2010...

BC Abattoir Industry

STRATEGIC PLAN 2010–2015

Originally Produced September 15, 2010

British Columbia Association of Abattoirs

Funding Provided By

BC Abattoir Industry

STRATEGIC PLAN 2010–2015

Originally Produced September 15, 2010

Funding Provided By

British Columbia Association of Abattoirs

Funding for this project has been provided by Agriculture and Agri-Food Canada

through the Canadian Agricultural Adaptation Program (CAAP).

In British Columbia this program is delivered by the

Investment Agriculture Foundation of BC.

Agriculture and Agri-Food Canada (AAFC) is committed to working with industry partners. Opinions expressed in this document are those of [the authors] and not necessarily those of AAFC.

Acronyms used in either the Strategic Plan or the Appendices are listed below:

BC . . . . . . . . . . . British Columbia

BSE . . . . . . . . . . . . . . Bovine Spongiform Encephalopathy

CFIA . . . . . . . . . . . . . . Canadian Food Inspection Agency

IAF . . . . . . . . . . . . . . . Investment Agriculture Foundation of British Columbia

LWTI . . . . . . . . . . . . . Livestock Waste Tissue Initiative

MAL . . . . . . . . . . . . . . Ministry of Agriculture and Lands (British Columbia)

MHLS . . . . . . . . . . . . Ministry of Healthy Living and Sport

SRM . . . . . . . . . . . . . Specified Risk Material

BCCA . . . . . . . . . . . . . British Columbia Cattlemen’s Association

BCACF . . . . . . . . . . . . British Columbia Association of Cattle Feeders

BCSF . . . . . . . . . . . . . British Columbia Sheep Federation

BCPPA . . . . . . . . . . . . British Columbia Pork Producers Association

BCCGA . . . . . . . . . . . . British Columbia Chicken Growers Association

BCBA . . . . . . . . . . . . . British Columbia Bison Association

BCAA . . . . . . . . . . . . . British Columbia Association of Abattoirs

HACCP . . . . . . . . . . . . Hazard Analysis Critical Control Points

SSFPA . . . . . . . . . . . . Small Scale Food Processors Association

CCIA . . . . . . . . . . . . . Canadian Cattle Identification Agency

MIR . . . . . . . . . . . . . . Meat Industry Regulation

ACRONYMS

TABLE OF CONTENTS

1.0 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

2.0 Development Of The Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

3.0 Where Are We Now?3.1 Profile of Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23.2 Baselines - Important Measures of Profitability/Indicators of a Strong Industry . . . . . . . . . . . . 43.3 SWAT – Strengths, Weaknesses, Advantages, Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

4.0 Vision, Mission, Principles and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 4.1 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54.2 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54.3 Principles and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

5.0 Challenges And Opportunities5.1 Challenges For Strategic Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55.2 Opportunities For Strategic Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

6.0 Where Do We Want To Go? Broad Strategic Objectives6.1 Government Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76.2 Distribution Costs/Access to Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76.3 Waste Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76.4 Public Education and Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76.5 Industry Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

7.0 How Do We Get There? Goals, Strategies, Budget Allocations, Actions, Outcomes and Performance Measures in Priority Ranking

7.1 Goal #1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97.2 Goal #2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107.3 Goal #3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117.4 Goal #4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127.5 Goal #5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

8.0 Financial Strategy8.1 Finance Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148.2 Projected Yearly Expenditures - Long Term Strategy for funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148.3 Projected Revenues, Proposed funding sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

9.0 Communications Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

10.0 How Do We Know When We Have Arrived?10.1 Monitoring and Evaluation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1610.2 Framework for reporting to stakeholders and funding sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

11.0 Strategic Plan Modification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Appendix I Summary of Abattoir Interviews Appendix II Contact List of Abattoirs in BC Appendix III Participants at Strategic Planning Event on July 8, 9, 2010 Appendix IV Proceedings from Strategic Planning Event Appendix V Projected Revenues and Expenses for years 1–5 Appendix VI Map Outlining Distribution of Abattoirs in BC Appendix VII New Structure of Meat Industry Regulation 2010

Strategic Plan for BC Abattoir Industry September 15, 2010

< 1 >Strategic Plan for BC Abattoir Industry September 15, 2010

1.0 Introduction The British Columbia Association of Abattoirs was formed by the licensed slaughter industry in the spring of 2009 to collectively address the many challenges and build on the opportunities facing the provincially licensed A/B plants, and the federally registered red meat plants that produce meat/poultry products for commercial markets within the province of BC1

To be effective in their mandate and work in the best interests of all licensed abattoirs producing meat/poultry for BC’s commercial markets, the BCAA made application to Investment Agriculture Foundation for the development of a strategic plan for the BC abattoir industry. This application was successful and BCAA contracted Thompson Rivers University Office of Research, Innovation and Graduate Studies to develop the plan. Gillian Watt, BSc.Ag.MBA of Holmwood Farms and David Zirnhelt, MA. of Stonefield Consulting lead the facilitation and development of the Strategic Plan. This plan will need to be updated on an annual basis to reflect the changing needs and opportunities facing the industry.

2.0 Development Of The Strategic Plan The facilitators contacted each of the 40 provincially licensed abattoirs by phone and followed up with emails to invite them to participate in the Strategic Planning Session being held in Kamloops on July 8 and 9, 2010. In addition, the facilitators were successful in completing interviews with 28 of the abattoirs, to document their individual challenges, areas of opportunity, and how they would like to see the industry work together to effect positive change Appendix I.

To include all contributors to the value chain in the strategic planning process, invitations were also extended to representatives from the livestock sector associations, poultry and red meats C licenses, BC Food Processors Association, Small Scale Food Processors Association, the Ministry of Healthy Living and Sport, the Ministry of Agriculture and Lands as well as the Parliamentary Secretary for the Ranching Task Force.

The feedback from the abattoir interviews was developed into a base list of “Challenges and Opportunities To Act on Strategically” for the Strategic Planning Session held in July. During the July session, participants included 15 abattoirs from across the province, six representatives from the poultry and livestock sectors, 2 representatives from Small Scale Food Processors Association (SSFPA) as well as two representatives from BC Ministry of Healthy Living and Sport and one representative from BC Ministry of Agriculture and Lands as well as the Parliamentary Secretary for the Ranching Task Force.

Working together these participants utilized the challenges and opportunities from the interviews as a foundation, added to them, and built the details of the strategic plan that follows. Please refer to Appendix III for a list of participants and Appendix IV for the Proceedings from the Strategic Planning Session.

1 Provincial Class A Plant: Slaughter and Cut and Wrap – retail in BC only Provincial Class B Plant: Slaughter Only – retail in BC only

Federal License: Slaughter/Cut and Wrap – as above and out of province and export

1 Provincial Class A Plant: Slaughter and Cut and Wrap - retail in BC only Provincial Class B Plant: Slaughter Only - retail in BC only Federal License: Slaughter/Cut and Wrap - as above and out of province and export


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3.0 Where are we Now?3.1 Profile of Sector

a. Meat Industry Regulations

In 2004 the Meat Industry Regulations, (MIR) in BC were revised from a multi level inspection system to one level of inspection for the entire province. In order to meet the new regulations, the majority of abattoirs in the province were required to upgrade their plants, which meant a sizeable investment. (Appendix I pg 4) In order to make a decision on whether to move ahead with the investment or shut down, the abattoirs looked at historical revenue figures with the potential to expand their markets under the new system. In addition to the construction costs, the abattoirs under the new system faced an increase in administrative requirements including traceability, recall, enhanced food safety systems (HAACP), brands inspection, CCIA tagging requirements, CFIA inspection requirements, and Ministry of Environment requirements for air, liquid and solid wastes. The A and B Licensed plants adopted these as well as many other requirements in order to stand behind quality insurance for the BC Meat and Poultry Industry.

b. Impacts

In the years following 2004 however, escalating operating costs (Specified Risk Material (SRM) waste disposal, payroll deduction costs, labor costs, costs of regulatory administration) caused a significant increase in slaughter costs. This increase, combined with extremely hard times in the cattle industry reduced the volumes of custom slaughter being commissioned to provincially licensed plants. Due to the higher cost structure of these plants over the years previous, many livestock producers chose to slaughter their animals on the farm, or commission “underground” slaughter and processing agents who do not have the regulatory hurdles or the operating and waste disposal costs of the provincially licensed plants. These operating costs include GST/HST, worker compensation plan, payroll deductions, sanitary work environment, employee health and welfare.

These climbing costs, combined with a reduction in the BC cattle numbers has lead to a noticeable reduction in the demand for custom slaughter and processing at a time when the abattoirs needed it most, to service the debt from their plant upgrades with reduced operating margins. Another negative result of this trend has been the tension and polarization building in the livestock /processing industries between the various groups wanting unregulated farm slaughter and those producers and value chain stakeholders who support and need the A and B licensed plants in order to market their products commercially. This has resulted in an industry that is segmented, rather than working together effectively and in collaboration with the livestock sectors and other industry associations. For the cattle industry, a strong, healthy processing sector will trigger direct economic benefit to BC cattle producers through increased demand at the auction ring, or in the case of value chains, open new opportunities for marketing and distribution of finished products. For this reason, both the cattle industry associations and the other livestock and poultry producers associations will be key partners in the implementation of the strategic plan.

c. Second Major Amendment

In addition, in 2010, MHLS made an amendment to the Meat Industry Regulations, which will introduce a graduated licensing model including new small-scale Class D and E licenses (structure is outlined in Appendix VIII). During the interview process, the majority of abattoirs expressed extreme concern over this amendment to the regulation, feeling that it would further reduce the demand for custom slaughter and would create an uneven playing field due to the difference in both capital and operating cost structures between the A/B plants and the new D/E licenses. This has


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fueled further anxiety and polarization in the meat industry, all of which heighten the need for a unified strategic plan.

d. Current Operating Levels and Capacity

The average cross commodity operating level by processing plant sits at 53% of capacity.

e. Additional Challenges

i) Seasonality An additional challenge for the red meat sectors is that the majority of their custom slaughter

business occurs during four months of the year, which contributes to human resource challenges in terms of developing and maintaining a quality labor force.

ii) Federal Licensing Cost Prohibitive Currently there are 40 A and B provincially licensed abattoirs and 1 part-time federally licensed

red-meat slaughter plant operating within the province of BC. Please refer to Appendix VI for a map outlining the distribution. Over the past two years, three federally licensed red-meat plants have either closed their doors completely or requested their license be reduced to provincial, as the administration costs were too high for them to remain viable as federal plants.

iii) Access to Markets The federally licensed plants and their clients are able to sell their products across Canada, to

the export market, as well as to the larger grocery chain stores and food service distribution companies. The provincially licensed plants are in theory able to sell their products commercially anywhere in BC, however the majority of grocery chain stores, and food service distribution companies insist on federal licensing and full HACCP certification in order to carry the products. In addition, the government institutions such as hospitals, jails and ferries have long term contracts with large scale catering companies who award procurement contracts on a lowest cost basis. With the higher cost structure of abattoirs and producers in BC, they cannot compete with the economies of scale that supply these government run institutions. This may be one of the greatest challenges facing the provincially licensed plants; access to the large-scale commercial markets with well developed systems and efficiencies in marketing and distribution.

f. Market Trend

Opportunities are arising however, as a positive trend is emerging in consumer preferences towards locally produced food. Consumer behavior indicates that a segment of the population is willing

Beef/Bison 25 19 4,436 2,577 45% Poultry 15 12 377,625 260,105 75% Pork 18 14 16,632 10,113 37% Lamb/Goat 25 19 4,258 2,226 47% Rabbit 1 1 200 150 75%

Total# Plants

#PlantsSurveyed Monthly Capacity Current Levels Avg %Capacity by Plant*

Current Average Operating Levels & Monthly Capacity by Commodity of Surveyed Population

Commodity

The table above outlines the average current operating levels, and the capacity levels by commodity, for the 28 abattoirs interviewed.


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to spend more for attributes, such as reduced food miles, nutrition, and food security, that are associated with locally produced and processed meat products. The challenge for the industry then is how to access the markets that serve this consumer segment cost effectively when the large grocery store chains and food distribution companies are not willing to carry meat products from provincially licensed plants.

3.2 Baselines - Important Indicators of Industry HealthThe following measures were outlined by participants as being key measures of profitability and industry health:

a) Percent Capacity* (53%) b) Return on Investment c) Number of Animals Killed by Commodity* (table pg. 3)

Items a and c will be measured annually and will used by BCAA to indicate changes to the profitability and strength of the industry. Item b while difficult to measure, could in the future, be developed into a key baseline indicator.

3.3 SWATa. Strengths

•Abletoprovidequalityslaughter/processingtothelivestockindustriestoenablemarketing of BC brands.

•Buyinglivestockdirectfromlocalproducersthroughavaluechainapproachversusthatlivestock being purchased and exported through a commodity system of trade.

b. Weaknesses

•Lowvolume,highcostandunderutilizedcapacityrelativetoeconomyofscale plants in Alberta.

•Seasonalnatureofindustry.

•Findingandretainingskilledtradesmenandworkers.

•InspectionlevelnotadequatetoaccesslargeretailandwholesaledistributionwithinBC.

c. Advantages

•Abletoprovidetraceabilityofindividualsorlotsoflivestocktofarmgate.

•Abletoproducesafe,wholesomepackagedlocalmeat.

•Higherquality,smallerbatch,non-commoditymeatproducts.

•Abletohandleuniqueandnicheproductswithprocessingtailoredtomeetcustomerneeds.


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d. Threats

•Increaseofadministrationcoststomeetbureaucraticdemandse.g.CCIAtagretirement, srm recording requirements, new hog and poultry licensing requirements.

•BCfloodedwithcheapmeatsthatarenotrequiredtomeetthesameregulations,(completeSRM removal, SRM feed-ban requirements, ingredients and labeling on imported products that are not accepted by CFIA on domestic goods.)

•Thelossoflocallivestockproducerstosupplylivestocktoabattoirsduetothenon-viability of the red-meat industry.

•InabilityoftheAandBplantstocompeteonpriceforcustomslaughterserviceswithunderground operations or C, D and E plants that do not have the same compliance, infrastructure or regulatory requirements

4.0 Vision, Mission, Principles And Values 4.1 Vision Serving BC producers, to provide consumers with safe, high quality meat products.

4.2 Mission Through a value chain approach, become a recognized provider of premium meat products tailored to meet the needs of BC customers while building a sustainable meat industry for BC’s producers and processors.

4.3 Principles and Values The principles and values of the industry include:

a. Providing quality service in tune with customer needs.b. Providing quality products tailored to customer needs. c. Building strong communication links through the entire value chain from producers to consumers.d. Cultivating strategic partnerships – strategic partnerships will be cultivated where possible with

the livestock industries, distributors and suppliers, and with the retail and food service sectors. e. Ensuring food safety, environmentally responsible practices, humane treatment of animals.f. Ensuring viability – the ability to make a profit, while providing value to our communities.

5.0 Challenges And Opportunities5.1 Challenges For Strategic Actiona. Government Communication/Problem Solving/Consultation

•CFIAissues-inconsistencyininspectionduetolackoftraining,inspector’spowerandconfrontational approach in some districts. Inconsistency of enforcing ingredient labeling, srm removal and feed regulation domestically but not for imported product. These issues need to be addressed by BCAA, to support the individual abattoirs that are affected, as well as other processing and producer associations.

•ForeignLaborWorkerProgram–Althoughtheabattoirsarefairemployers,theycannotfind


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people locally who want to work in this industry. Because of this, many of the abattoirs rely on the foreign worker program. The current policy is burdensome and the application process is difficult. If an application is not successful a year is lost in trying to procure employees from off-shore. Training: just when the workers have developed the skill levels and are effective in their positions, they have to go back. The abattoirs need to work with government to change this to a less complicated system so industry has access to offshore employees in a reasonable amount of time and for a reasonable length of time, when Canadians are not available for employment.

•Provincialmeatregulations-C/D/ELicensesareathreattotheAandBplantswhenissuedwithin their working areas as the C/D/E licensees do not have the same compliance, infrastructure or regulatory requirements and due to this, they can charge much lower rates. Enforcement of meat industry regulations is an additional challenge for the industry.

•InterprovincialTrade-theBCAAneedstocommunicatetotheBCGovernmentthe potential issues and opportunities that interprovincial trade would trigger for BC’s meat and poultry processors.

•InspectionPost2012-MHLSwillpay100%ofinspectionfeesuntiltheendof2012,when

there will be a change in our inspection service. We need our inspection system to be cost effective, and not reduce product food safety to our customers and result in a further loss of market share.

b. Distribution Costs

Shipping, storage and handling are challenges due to lower volumes of meat vs. full truck-load lots, increasing the costs dramatically. The majority of large distribution companies will not handle product from provincially licensed plants because they require full Federal HACCP as a minimum standard.

c. Access to Markets

Retail chains as well as the Food Service distribution companies and large catering companies will not accept meat products from provincially licensed plants.

d. Waste Disposal

Costs continue to cause stress to the industry, processing the waste back to a by-product is the challenge.

5.2 Opportunities For Strategic Actiona. Public Education/ Awareness and Promotion

Building information networks for consumers as well as potential links to a value chain approach to servicing BC markets. (Retail, food service, distributors) Build awareness of the advantages of buying BC meat products.

b. Development of Brand Recognition (logo and story)

c. Collaboration

Having BC abattoirs working together as an association and working collaboratively with other associations and value chain partners, to achieve common goals.


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d. Working with Government

Working with Government on regulatory changes to the foreign worker program, level playing field between domestic and imported products with ingredient labeling, and BC Centre for Disease Control (BCCDC) inspection system changes.

e. Interprovincial Opportunities

For operations close to Alberta borders and specialty product that could be sold into prairie markets.

f. Support Research and Innovation

Research and Innovation work will continue with TRU Beef Industry Sustainability Chair, and Business Mentoring program (office of Research, Innovation and Grad Studies) to find ways to develop, market and distribute niche BC meat/poultry products viably. BCAA will invite collaboration within and between universities and colleges to investigate and discover new products and systems to improve the sustainability of BC’s meat and poultry industry.

6.0 Where Do We Want To Go?Broad Strategic Objectives6.1 Government Communications •BCAAwillbeawell-knownandsignificantvoiceforthemeatindustrywiththeappropriate

government ministries. •BCAAwillhavewell-establishedrelationshipsandcommunicationswithotherassociations

in the industry as well as the livestock industry. 6.2 Distribution Costs/Access to Markets •Researchwhatisrequiredintermsoftestingprotocolsandfoodsafetyauditingsystemsto

access the larger retail and food service markets and build BC solutions for BC markets. •Createmarketswithchefsandspecialtyretailmarketsandsupportcollaborationwithin

BCAA and with existing distribution companies for delivery.

6.3 Waste Disposal •BCAAtoupdatemeatindustryoncurrentandupcomingfundingprogramsforinnovativewaste

solutions. Encourage innovative, environmentally sound and value adding waste solutions such as rendering, wet rendering and biodiesel.

6.4 Public Education/Promotion •Throughbrandandprotocoldevelopment,andimplementingapubliceducationprogram,

build consumer awareness and preference for BC branded meat products. •September2011–5%increaseinslaughtervolumesforBC’scommercialmarkets. •September2012–10%increaseinslaughtervolumesforBC’scommercialmarkets.` •September2011–ForBCAAtohaveaplaninplacetoeducateandpromotethelargerplayers

(food service and retail) on the benefits of provincial processing as an alternative to federal.


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6.5 Industry Communications •Throughcontinuedinclusionofallprovinciallylicensedabattoirsandthefederalredmeat

abattoir on industry communications, and creating associate memberships for producers and interested parties, build a collaborative culture within the industry and increase BCAA memberships each year.

7.0 How Do We Get There?Goals, Strategies, Budget Allocations, Actions, Outcomes and Performance Measures in Priority RankingBased on the vision and mission statement and the challenges and opportunities facing the industry the participants developed six broad goals to guide the strategic plan over the five-year term. Below each of the broad goals are specific strategies, budget allocations, actions, outcomes and performance measures for each goal.


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7.1 GOAL 1SHORT TERM – Through the development of a public education program, build consumer preference for BC produced and processed meat products.

Strategy Budget Action Performance Measure

Expected Outcomes

1.1. In cooperation with commodity associations build consumer preference for B.C. produced and processed meat products and identify sales locations.

Years 11.1 $30,0001.2 $6001.3 $7,500

Year 21.1 $20,0001.4 $500

Year 3–420,000

Year 51.1 15,000

Years 1–21.0 TRU Business Mentor in consultation with the finance committee, to complete funding applications to finance actions 1.1–1.3.1.1 Communications Manager hired with duties to include providing support to producers and abattoirs with story development, photos and standardizing format for website, display and brochures as well as attendance at Trade shows and events.1.2 In collaboration with commodity associations, develop protocols and a logo for BC produced and processed meat products.1.3 Oversee the development of a website, display and brochures.

Years 2–31.4 Design, price out and coordinate sales of standard farm signs with logo for producers and processors.

Secure funding to hire executive director/communications manager.

Develop a website, display, brochures and organize schedule to attend industry trade shows and in store/ restaurant promotions.

Work with industry associations to support their promotional activities.

Funding obtained by January 15, 2011.

Website developed by March 1, 2011

Display and brochures completed by March 31, 2011.

Attendance at 4 trade shows and 4 public education events by September 15, 2011.

Support for public education and promotion well communicated to processors and producer members through article in each newsletter.


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7.2 GOAL 2ONGOING – Industry liaison group to collaborate with government on problem solving and planning for the industry. BCAA to develop communications and working relationships with other associations in the industry.

Conference calls held each month with the committee chairman following up on actions to be taken.

Committee reports circulated in the quarterly newsletter by the executive director.

Strategy Budget Action Expected Outcomes

Performance Measure

2.1. Establish a government liaison committee to work with government agencies on important issues.

2.2 Utilize this committee to solve issues with CFIA and other government agencies, that members are experiencing.

Years 1–3$5,000/yr Conference calls and Communications Manager time for organization and communications.

Years 4–5$3,000/yrConference calls and Communications Manager time for organization and communications

2.1. Appoint Committee with representatives from each commodity and industry sector.

2.2 Communicate the objectives of this committee to the membership and to the government ministries so that the mechanism is utilized effectively.

Committee Appointed and letters sent to government agencies.

(Completed)Both government and processors utilize this committee as their go to for advising and problem solving on industry and government issues.

Waste Disposal – Executive Director to update all processors on upcoming funding programs and innovative solutions.


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7.3 GOAL 3 MEDIUM TERM – Improve access to BC markets and build strategic relationships to reduce costs of storage and distribution.

Funding secured by March 31, 2011, project completed on schedule as laid out in proposal.

Entry and sustainable service to 3 new markets accomplished.

Strategy Budget Action Outcomes Performance Measure

Representatives from TRU (scientists), BCAA (processors),commodity associations and SSFPA to form a working committee to determine testing protocols and auditing requirements for the food service distribution companies and chain restaurants, as well as selected B.C. grocery stores to carry meat from provincial plants.Work together to innovate new systems and methodology for satisfying these requirements.

3.1Total Estimated:$30,000 for phase I.

Phase II – Systems development not yet determined.

3.1 Request TRU Business Mentor to organize working committee, apply for funding and set up meetings with the decision makers from the food service distribution companies and retail chains.

From each meeting, assess feasibility for innovation and new systems development to enable entry and sustainable service to each of these markets.

Identify and work with those regional value chains with best strategic fit, to service each of these markets.

A report including recommendations and an action plan for moving forward with those food service distribution and retail chains that demonstrate greatest feasibility for servicing by provincially licensed plants.

Recommend- ations to include identification of the regional value chains of best fit to service each of these markets.


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7.4 Goal 4 SHORT TERM/LONG TERM - Through strategic partnerships with like minded associations and universities, support research and innovation towards waste disposal solutions, improving food safety and traceability, quality standards, information systems and new product development.

4.1 TRU Business Mentor to complete amendment and resubmit application for B.C. Carcass Tracking Database, and Quality Information System to IAF. BCAA to request BCCA take on the lead role as applicant and administrator and BCAA provide support as a co-applicant.

4.2 BCAA to work with TRU Cattle Industry Chair to determine testing protocols required by distribution industry for ground meat and investigate feasibility of becoming a certified lab for rapid bacterial testing of ground meat products.

4.3 TRU Cattle Industry Chair to work with processors on development and testing of nutritionally enhanced meat products, utilizing B.C. fruit ingredients and natural preservatives.

4.4 Support and develop other projects as requested by industry.

4.3 Three new products developed, commercialized and in large-scale distribution by May 2012.


Support research and innovation projects with a focus on reducing costs, and improving food safety, traceability, quality standards and information systems, and new product development.

4.1 TBD 4.2 TBD4.3 TBD

Expected Outcomes

4.1 Funding obtained from IAF as well as industry sponsors.

4.2–4.4 Centre for Sustainable Ranching and Meat Science developed with services to include low cost testing of meat products for quality and food safety attributes in order to bring quality of B.C. meat products onto the centre stage.

Application developed for funding for a Centre for Sustainable Ranching and Meat Sciences.

4.1 Project to commence by January, 2011 with system operational by December, 2012.

4.2 Centre for Sustainable Ranching and Meat Science operational by August, 2011 with sustainable base funding for low cost rapid testing of ground meat products in line with industry requirements.


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7.5 GOAL 5 LONG TERM – Engage individual abattoirs in contributing to the advancement of the industry and build a collaborative culture within the processing sector and between all links in the value chain.


Expected Outcomes

Encourage collaboration between all sectors in the value chain, to build competitive advantage for the B.C. meat industries.

5.3 - $25,000/year 5.4 TBD and funding secured by organizing committee.

5.1 Open producer and associate membership in BCAA to encourage all sectors and interested parties in the B.C. meat industry. (Completed)

5.2 Maintain all provincially licensed abattoirs (non members included) on BCAA circulation list unless they request to be re-moved.

5.3 Hire a communications manager to manage the activities of BCAA, publish quarterly newsletters for circulation to abattoirs and associate members and submit newsletters to sector magazines, and attend meetings to bridge communications between sectors.

5.4 Hold an annual meeting per year and host a showcase and speaker series every second year, where all sectors of the industry can come together to learn, network and build relationships to strengthen the industry.

5.1–5.3 Increase in communication and collaboration between processors, producers and other players in the industry. Increase awareness of BCAA and its services. Increase membership in BCAA by both abattoirs and associate members.

5.4 Annual meeting held in April of each year, well attended by both abattoirs and associate members.In partnership with TRU host a BC Meat Industry Showcase and speaker series in April, 2011.

5.1–5.3 Increase in membership of BCAA each year.

5.4 Increase in attendance and industry participation at annual meeting.Showcase/ speaker series successful, dollars raised from industry sponsors to participate in research and innovation projects such as carcass tracking and product quality information system. Evaluation forms summarized for executive director by May, 2011.


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8.0 Financial Strategy8.1 Finance Committee Karl Rainer Harry Gunter Ron Keely Richard Yntema – Chairperson, Treasurer Gillian Watt

The income/expense projection in Appendix V outlines estimated costs and sources of revenue to fund BCAA’s core activities as well as special projects as outlined above.

8.2 Projected Yearly ExpendituresThe “description of costs” to implement the strategic plan are outlined in each of the Goal sections above. The annual costs for the five-year plan are summarized below:

Year 1: $131,542 includes cost of the strategic plan development, costs of website development, industry display and pamphlets, and contract fees for communications manager.

Year 2: $45,500 reduced to the cost of the communications manager’s activities.

Years 3–5: $45,000 year 3 down to $33,000 year 5. As systems are streamlined, reduction in the hours for the communications manager. If new projects are taken on, the Communications Manager’s time will be covered by the administration fees for each project.

8.3 Projected Revenuesa. Participant Fees 2010 - $11,149 members and industry participation in strategic planning

session, advertising space, and investment in access to markets project. 2011 and 2012 - $2,000/year advertising space 2012 and 2013 - $3,000/year advertising space

b. Membership Fees 2010 - $2,000 ($25 x 80 members) 2011 - $3,000 ($40 x 75 members) 2012 - $5,000 ($50 x 100 members) 2013 - $6,000 ($60 x 100 members) 2014 - $7,000 ($70 x 100 members) At this point the revenue requirements

will level out and membership fees can remain constant.

c. Industry Sponsors 2010 - $8,340 due to strategic plan and web site sponsorship 2011 - $2,000 reduced due to the fundraising for BC Carcass tracking and

Quality Information System project. 2012 - $4,000 (will include trade show revenue from annual meetings 2013 - $6,000 as well as annual direct sponsorship from industry players) 2014 - $8,000


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d. Investment Agriculture Foundation

2010 - $57,053 (including funding for strategic plan $27,943) (Require application for development of communications plan, $29,000 1st year – subject to approval)

2011 - $10,000 (2nd year of project to build relationships between industry and sector associations and develop communications plan)

2012 - $9,000 (Application required – subject to approval - 3 year project with funds reducing every year as BCAA replaces funding with industry dollars)

2013 - $4,000 2014 - $2,000

e. Ranching Task Force – Applications for Funding Will be Required - Subject to Approval

2010 - $34,000 2011 - $10,000 2012 - $10,000

f. Ministry of Healthy Living and Sport – Applications for Funding Will be Required – Subject to Approval

2010 - $19,000 2011 - $18,000 2012 - $15,000 2013 - $14,000 2014 - $13,000

Other sources of funding will be explored to fund shortfalls in the proposed revenue sources above.

9.0 Communication Strategy The goal of the Communication Strategy is to build linkages and maintain information flow within the industry as well as between the abattoirs, the producers, sector associations, government, the research community and all interested parties who participate in the industry.

The Communication Strategy is an integral part of the Strategic Plan and will be implemented immediately upon acceptance of the Strategic Plan by the executive and by IAF.

Communications, Membership and Marketing Committee:

Karen Molliet – Producer Members Dave Fernie – Abattoirs Bonnie Windsor – Abattoirs - Chairperson Gillian Watt – Associate Members

The Communication Strategy will include the following items:

•Quarterlynewslettersenttoallabattoirsintheprovinceaswellasproducerandassociatemembers and funding agencies. Recipients to select which method of delivery is preferred, email, fax or mail.


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•AsidentifiedinGoal5above,twonewBCAAmembershiptypeswillbeadded:ProducerMembers – all livestock and primary meat producers in the industry. Associate Members – all interested parties and associations who contribute to building value chain propositions for the BC meat industry.

•Immediateemailrequestsorimportanttimelyinformationtobeemailedwithheadingtoread “Need feedback – Time Sensitive”

•Quarterlynewsletterswillberevisedslightlyforthetargetaudienceandsubmittedtothevarious agriculture and commodity magazines to build awareness and linkages between all sectors in the industry.

•Awebsitewillbedevelopedasahighpriority,listingalltheabattoirsaswellasproducermembers in the province, with their commodity specialties, location and where the products are available for purchase. Links will be provided to and from other sites such as the SSFPA BC Food Directory, BC Cattlemen’s Association, BC Pork Producers Assoc., BC Bison Assoc., BC Poultry Producers Assoc., BC Sheep Federation etc.

•Anindustrydisplayandpamphletswillalsobeproducedinthefirstyear,tobuildawarenessfor the association and its members. The executive director and local member volunteers will utilize the display and pamphlets at food and health shows, chefs meetings, industry trade shows and in store promotions. When the display is not being utilized at an event, it will be on display at public education/tourism centers, to educate the public on the story and quality behind BC’s home grown and processed meat products.

10.0 How Do We Know When We Have Arrived?10.1 Monitoring and Evaluation PlanTo implement this strategic plan successfully, it will be important for the directors to meet via conference call on a quarterly basis to monitor actual performance against expected outcomes and decision mid-course corrections as required. The president of the BCAA executive board will be responsible for leading these meetings, giving direction to the communications manager and making the appropriate changes as decided by the board. An evaluation sheet will be sent out to members on an annual basis to measure performance and obtain feedback for areas of improvement. Other performance criteria that will be reviewed at the annual meeting and compared to the year previous will be those baseline measures that were chosen to signify health of the industry:

•PercentCapacity •Numberofanimalskilledbycommodity

10.2 Framework for reporting to stakeholders and funding sources, including a process to consider “mid-course” corrections to adapt to major changes/issues that arise.The communications manager will complete a quarterly report as well as an annual report, outlining results against projected timelines and reporting on remedial actions that the board has taken in respect to execution of the strategic plan.


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11.0 Strategic Plan ModificationOver time as projects are completed and new information becomes available there may be the need to change the strategic plan to better meet the broad goals of this industry. The membership can modify the Strategic Plan and move up to 20 percent of the funds out of an existing goal into another goal. If there is a significant change to this Strategic Plan or more then 20 percent of funds are moved out of an existing goal the new Strategic Plan will not be implemented until it has received approval from IAF, MHLS, the Ranching Task Force, as well as any other participating funders.Cost sharing partnerships will be sought where possible for all projects funded under this strategic plan. Partnerships with other industry associations and stakeholders are encouraged and will increase the strength of the applications to IAF, MHLS, The Ranching Task Force, and other funding sources.


Appendix ISummary of Abattoir Interviews


inspection and BC produced/processed meat


Appendix II PROVINCIALLY LICENSED MEAT PLANTS

Pursuant to the British Columbia Meat Inspection Regulation As of September 15, 2010

Mike WindleThe Village Butcher(Red Meat) Oak Bay, BC [email protected] Bonnie WindsorJohnston Packers Ltd (Red Meat) 5828 Promontory Road Chilliwack, BC V2R 4M4 604-858-4121

Ken Falk Fraser Valley Duck & Goose Farm (Poultry) 4540 Simmons Road Chilliwack, BC V2R 4R7 [email protected] David Fernie Rodear Meats Ltd (Red Meat) 3736 Beaver Valley Rd Box 15 Big Lake, BC V0L 1G0 [email protected]

Lenard B. Hofer South Peace Colony Poultry Farm (Poultry) Box 475 Dawson Creek, BC V1G 4H3 250-782-8164

Dave Herfst Scott’s Meats Ltd (Red Meat) RR#2 2310 Scott Road Agassiz, BC V0M 1A0 604-796-9002

Kenneth Kooyman AGM Beef Farm Ltd (Red Meat) 5175 184th Street Surrey, BC V4P 1M5 604-576-8318

Grant Henry Heritage Food Serv. Co-op(Red Meat) 2322 Gomerich Road Nanaimo, BC V9X 1R9 250-335 3001

Alan Bird/Richard Bell (Mgr) Farmcrest Foods Ltd (Poultry) 1880 30th Street SW Salmon Arm, BC V1E 4M1 250-832-0036

Doug QuistWestholme Meat Packers Ltd (Red Meat & Poultry) 7824 Westholme Road Westholme, BC V0R 1K0 250-246-9500

Stephen W.M. Lau (ask for Winnie) Fairline Development Canada (1992) Ltd (Poultry) 2391 Vauxhall Place Richmond, BC V6V 1Z5 604-276-2886

Bill MeikleRiverside Natural Meats Ltd (Red Meat) 2945 Haines Road Salmon Arm, BC V1E 3H1 250-832-0012

Lyle Young Island Farmhouse Poultry Ltd (Poultry) 1615 Koksilah Road Cowichan Bay, BC V0R 1N1 250-746-6163

Joel Tschetter Peace Country Poultry (Poultry) PO Box 194 Farmington, BC V0C 1N0 250-789-3018

Larry Noullett Kawano Farms (Red Meat) 11030 Old Cariboo Hwy Prince George, BC V2N 5T9 250-963-7127

Lars Jorgensen Gate to Plate Food Services Inc (Red Meat) 9325 – 100th Street Fort St. John, BC V1J 4N4 250-785-7738

Karl Rainer Rainer Custom Cutting (Red Meat & Poultry) 7493 Darlington Creek Road General Delivery Darfield, BC V0E 1R0 250-672-9407

Dennis & Harry Gunter Gunter Bros. Meat Co. Ltd (Red Meat) 6200 Ledingham Road Courtenay, BC V9J 1M5 250-334-2960

Fred & Sue Babyn Van Diemen Turkey Farm Ltd (Poultry) 3068 10th Ave (RR#1) Keremeos, BC V0X 1N0 250-499-5890

Lori Gillis The Cluck Stops Here (Poultry) 1229 Walz Road Qualicum, BC V9K 2S8 250-752-3082

Frank Rohls Spokin Lake Meats (Red Meat) 4030 Spokin Lake Road Box 172 150 Mile House, BC V0K 2G0 250-296-4355


Alistair Harley Al’s Feathers Be Gone (Poultry) 6795 Swanson Road West Port Alberni, BC V9Y 8L7 250-723-8307

Dwain & Shelly Funk Country Locker (Red Meat) 6900 Teichrob Road Box 11 Vanderhoof, BC V0J 3A0 250-567-4774

Mark Cardin Hidden Valley Processing (Red Meat) 6010 Old Cowichan Lake Road Duncan, BC V9L 6H7 250-746-7235

Kathy Beaton StoneCroft Farm (Poultry) 2165 Kelland Road Black Creek, BC V9J 1G4 250-337-5789

Brian BilkesFraser Valley Meat Supplies Ltd., Pitt Meadows Meats Ltd., A.G.M. Beef Farm Ltd. (Meadow Valley Meats Ltd.)Cel: 604-316-2757Fax: 604-794-3809 (Red Meat) 18315 Ford Road Pitt Meadows, BC V3Y 1Z1 604-465-4752

Gordon Peter Paradise Meadows Poultry (Poultry) 8486 Island Highway Black Creek, BC V9J 1M3 250-897-8008

Jacques Campbell Campbell Farm (Red Meat) Box 9, 102 Quarry Saturna Island, BC V0N 2Y0 250-539-2470

Eric Boulton Somerset Farm (Red Meat) 2585 North Road Gabriola, BC V0R 1X7 250-247-9202

Ronald Keely Kam Lake View Meats (Red Meat) 6453 Buckhorn Road Lot 20, Section 19 Kamloops, BC V1S 2A1 250-828-1015

Paul DavidsonNorthwest Premium Meat Co-op (Red Meat) 5986 Donaldson Road Telkwa, BC V0J 2X0 250-847-3308 (farm)250-847-3323 (home)

Richard Yntema Valley Wide Meats (Red Meat) 40 Matthews Road Enderby, BC V0E 1V4 250-838-7980

Tom Tarzwell Tarzwell Farms (Red Meat) 524 Williams Road Creston, BC V0B 1G8 250-428-4316

Gerald BrindersKootenay Mobile Poultry Abattoir (Poultry) 2540 Godderis Road Cranbrook, BC V1C 7B8 250-489-5798

Felix Schellenberg Chilcotin Abattoir Limited (Red Meat) Box 1 Redstone, BC V0L 1S0 250-394-4410

Rick Armstrong Gold Creek Custom Meats (Red Meat) 3256 Gold Creek Road Cranbrook, BC V1C 6Z4 250-426-7770

Myles and Leslie Downey My-Les Poultry PlantPritchard, B.C.Leslie [email protected]

Alfred Braun Braun’s Custom Butcher Shop (Red Meat) 3901 Rowe Road Duncan, BC V9L 6T1 250-746-6507

Dan Strasky Lawrence Meat Packing Co. Ltd. (Red Meat) 1013 – 102nd Avenue Dawson Creek, BC V1G 2B9 250-782-5111

Eileen MyersCariboo Central Interior Poultry Producers Association Quesnel, B.C.250-992-1511


AbattoirsRon Keely, Kam Lake View Meats 250 828 1015David Fernie, Rodear Meats 250 243 2340Frank Rohls, Spokin Lake Meats 250 296 4355Bonnie Windsor, Johnston Packers 604 858 4121 ext 111Dennis Gunter, Gunter Bros Meats 250 334 2960Harry Gunter, Gunter Bros Meats 250 334 2960Karl Rainer, Rainer’s Custom Meats 250 672 9407Michael Noullett, Kawano Farms Ltd. 250 963 7127Richard Yntema, Valley Wide Meats 250 838 7980Richard Bell, Farmcrest Foods 250 832 0036Eileen Myers, Cariboo Central Interior Poultry Prod. Assoc. 250 992 1511Myles Downey, My Les Poultry Plant 250 577 3763Leslie Downey, My Les Poultry Plant 250 577 3763Debbie Mayberry, Heritage Food Service Co-op Assoc. 250 334 3001 via conference callMary Lou Maillott, Northwest Premium Meat Co-op 250 847 3308 via conference call

Sector RepresentativesBill Freding, BC Association of Cattle Feeders 250 498 3077Karen Molliet, BC Sheep Federation 250 676 9574Kevin Boone, BC Cattlemen’s Association 250 573 3611Bonnie Windsor, BC Pork Producers Association 604 858 4121 ext 211Del Myers, BC Bison Association 250 992 1511Richard Bell, BC Chicken Producers Assoc. 250 832 0036

Industry GuestsDave Charchuk, Interior Health 250 371 7791 Dan Ferguson, Interior Health 250 371 7791Jim Forbes, BC Ministry of Agriculture and Lands 250 371 6064Phil Watney, Food Safety Systems Implementation Coordinator 866 473 7372Lincoln Smith, Thompson Rivers University 250 371 5586Kevin O’Neil, Thompson Rivers University 250 371 5789Ron Duffell, Ministry of Healthy Living and Sport 250 952 1724Lisa Levesque, Ministry of Healthy Living and Sport 250 952 1724Terry Lake, Parl. Secretary, Ranching Task Force 250 554 5413

FacilitatorsGillian Watt, Holmwood Farms 250 319 2367David Zirnhelt, Stonefield Consulting 250 243 2243

Appendix III Participants Attending Strategic Planning Event

July 8 and 9, 2010


Outline Morning Day 1 Welcome: Dave FernieRound the Table Introductions

1. Where Are We Now? – Industry Profile Break into Groups

2. Vision, Mission, Principles – Summary3. Challenges, Opportunities – Summary

12:30 Lunch1:00 Presentation by Ron Duffell, Director

Food Protection, MHLS, round table discussion

2:00 Break into Groups3. Where do we want to go? Short and long term4. How Do We Get There? Action Plan

Outcome, Performance Measures-Who, When

Where are We Now?Currently 39 Provincially Licensed Plants •Beef-25 •Lamb-25 •Bison/Deer-17 •Pork-18 •Poultry-15 •Rabbit-1

Surveys Completed to DateOperating on average at 44 % CapacityHigh: 100% Low End: 0

Input From the Floor on BaselinesImportant Measures of Profitability andIndicators of a Strong Industry

Measures of Profitability and Strong Industry1. Capacity %2. Measures of Profitability **

– Return on Investment – For simplicity - Standard lines on tax forms? May not work for producer/processors vs processors. Need to break into enterprises.

3. # Exits and #Entrances (may be an artificial indicator due to incentives etc.)

4. # Head Killed by Commodity

Principles of the Industry1. Quality Service in Tune with Customer Needs2. Quality Products Tailored to Customer Needs3. Strong Communication Links Through Entire Z

Value Chain4. Food Safety5. Viability

VisionServing BC producers to consumers with safe quality meat products.

Industry Challenges•Competingagainstoperationsrunningillegally•CheapProductcominginfromU.S.andPrairies•CostofBeefWasteDisposal•ForeignLaborPolicyandlocallaborcosts•GovernmentPolicyHLS/MAL–C/D/ELicenses•Accesstomarkets,marketdevelopment•Payingforinspectorsin2012,takesmall

remaining margin•Accesstocapitolduringtoughtimesforplant

improvements

Appendix IVProceedings from Strategic Planning Event

Strategic Planning Event BC Meat Processing Industry

Project Sponsored by:B.C. Association of Abattoirs

Funding Provided by:Investment Agriculture FoundationAgriculture and Agri-Food Canada


•Needcollaborationfromgovernment–instead of rushing to find a fix

•CFIAisoutofcontrol–fartoomuchpower,noaccountability, no experience. (challenge is in keeping calm)

•Unfairstandardsrelativetootherjurisdictions.•TransportationCosts•ConsumerEducationonwhatislocal,grading,

quality etc.•Notoperatingatcapacity•ProductSupply–chickens,andbeefherd

Top Challenges to Act On Strategically

A. Government Communication/ Problem Solving/Consultation

•Enforcement •Foreignlabor •C/D/ELicenses •InspectionPost2012 •CFIAB. Distribution CostsC. Access to MarketsD. Waste Disposal

Opportunities•EducationandPromotionofProducts–Proactive

use of media•Getproductstolocalmarkets/retailers•Environmentalbenefits–carbonmiles•Safety,quality–withouthammeringcompetitors•BestPlaceOnEarth–BClogo•BrandRecognition,havingastory•Funding•Buildingastrongassociation(workingtogether)•Workingwithotherassociations•Lobbygovernmenttoworkcloselywithindustry•Foodsafetypromotion•RecognitionofProvincialLicense•Interprovincialopportunities–howdoweutilize

change between 3 western provinces•Saveinfrastructure–valueaddedopportunities•SpecialtyProducts–regulatorybarriers•MarketourFoodSafety•MarketTraceabilityofBCProduct•Useproducerstohelpinmarketing•Movelargevolumesthroughinstitutions–

remove barriers, find right attributes to service them

•EducateConsumers

Opportunities to Act on Strategically•EducationandPromotion•BrandRecognition(logoandstory)•HavinganAssociationworkingtogetherand

working collaboratively with other assocs.•LobbyGovernment–RegulatoryChange–remove

unfair trade regulations e.g. duck breed.•InterprovincialOpportunities•BuyBCCampaign

Where Do We Want to Go and How Do We Get There?Group 1 Education and Promotion •LongTermBCConsumerhasconfidenceinthe

humane processing •SomeoneonthecommitteeforBCFarmAnimal

Care-Bonnie is on it now

Association•In1years–5%increaseofanimalkillinprovincial

abattoirs.•Intwoyears–10%increaseinanimalkill•Inoneyear–forBCAAhaveaplaninplaceto

educate and promote the distribution chain (food service and retail) on the benefits of provincial processing alternative to federal.

•IncreaseinAssociationmemberseveryyear

Brand Recognition•CodeofPractice(Seal)immediatelytohavea

Committee to establish benefits and move forward working with other associations.

Where Do We Want to Go and How to Get There?Group 3 Buy BC Packaging Umbrella•Traceablemeatwithattributesandcarcassquality

standards dev. - BCAA Application to IAF Timeframe – October 2011 for proj. completion(?) – working with TRU, BCCA, BCACF, CCA.

•UmbrellaBrandthatdenotesaqualitystandardCarcass Traceability & Quality Stds Project (for marketing, traceability and quality improvement)

•PoliticalAwareness Keep industry and govt apprised of what’s

happening, concerns Advisory Committee to Work with MHLS, MAL,

CFIA, MOE Time Frame – committee selected today By July 15 – Letter to government agencies to formalize and initiate (Bonnie, Dave and Mike)


Where Do We Want to Go and How to Get There? Group 2 Story

Each operator to build their own story history vision education promise (achievable) expand in future to include producers and

value chain members, story and photosHow – Website, brochures, other communicationsWhen – to be implemented asap

Where Are We Going and How Will We Get There?Interprovincial Opportunities •Workwithgovernmentforstandardregulations

between 3 western provinces – need more investigation

•WouldthisbebeneficialtoBCoperatorsifinterprovincial barriers were removed?

•IncreaseBCsupportforAgriculturetoAltalevels

Lobby Government – Regulations change •Addresslabelingissues–requestcometogovt

liason committee then committee to make decision on what they take action on. Unfair playing field for imported goods

•Alsolookintopostprocessinglabelingfraud

How?•Developkeygovernmentcontactswithingovt.•Assoc.tospeakupforandwritelettersto

government on behalf of members. Strength in industry voice

Where Do We Want To Go and How Are We Going to Get There?Government Communications/Lobbying•BCAAwillbewellknownandsignificantvoicewith

the appropriate government ministries•BCAAwillhavewellestablishedrelationshipsand

communications with other associations in the industry. (Lobbies with same message)

•Todayseeknominationsandselectgovernmentliaison committee

Government Liason Committee Richard Bell, Farmcrest Foods Dave Fernie, Rodear Meats Mike Noullett, Kawano Farms Ian Moilliet, BC Sheep Federation Bill Freding, BC Association of

Cattle Feeders

Dennis Gunter, Gunter Brothers Farms Bonnie Windsor, Johnston Packers Dan Ferguson, ex officio

CFIA•UtilizeourcommitteetoapproachissueswithCFIA

that members are experiencing•Challenges–Bullying,Inconsistentinspection,

Attempt to enforce fed at prov level, personal vs regulatory conficts

•Committeecouldadvisethatifcurrentconflictscannot be revised by 2012 that BCAA would suggest the province consider alternatives for provincial inspection

•Implementation-immediate•Notes:IfCFIAisputtothewall,theycanrevert

to Federal Inspection Rules and insist on these to be followed

•CFIAneedsaprovincialsetofrulesforprovincialplants. Concern that despite provincial rules, CFIA has some Federal Rules (health and safety) that will overrule any Prov. Regs.

Distribution Costs/Access to Markets•Findopportunitiestoworktogetherwithother

members or with trucking/distribution companies•Accesstodist.(e.g.Sysco)bycreatingmarketwith

the chefs and food service buyers within their dist system

•AssociationtoResearchwhatisneededtoenterdist. Chains & Retail. eg. Alternate Food Safety Audit System Recognized

•BillMeikletoLeadInvestigation Report - March 2011

Waste Disposal•WhatareClassD&Egoingtodo?•BCAAtoupdateallmembersoncurrentand

upcoming funding programs for innovative solutions

A message from the Small Scale Food Processor Association (SSFPA)•InconsistentCFIAinspectionisacurrenttopic

in the BC Food Safety Stakeholders Working Group (BCFSSWG). Since the goal of this large stakeholder group is to identify issues and risks in the Agri-food chain the BCAA should seek a place at this table

•VeryrecentCFIAlabelingenforcementactions


against domestic products have gained national press coverage. The SSFPA immediately made a public comment on the impact on BC processors and urged our Provincial Minister of Agriculture to raise the issue of unfair CFIA labeling enforcement practices at the Federal table. Cooperation by the BCAA with other affected groups could increase this pressure.

Outline Day 2 8:30 a.m. Breakfast Speakers - Phil Watney and

Vic Martens, SSFPA – assistance and funding opportunities available from FSIP.

6. Financial Strategy - Funding and Industry Sources – Committee Established

7. Communication Strategy – for keeping everyone informed, committed to achieving proposed outcomes – Committee Established

8. Monitoring and evaluation plan. Timelines, who is responsible, who will review. (A basic framework for reporting to stakeholders and funding sources, including a process for mid-course corrections to adapt to major change/issues that arise.)

11:30 Dr. Terry Lake, MLA, North Thompson 12:00 Lunch 1:00 Lincoln Smith and Kevin O’Neil, TRU, Ron

Keely, Kam Lake View Meats - Presentation and Roundtable on Carcass Traceability and Quality Standards Development Project

1:30 AGM BCAA

6. Financial StrategyEducation and Promotion•$-WebsitewithlinkstoSSFPA,BCCA,BCACF,BC

Sheep Federation, BC Rest Assoc. etc.•$-DisplayforIndustryShows–inco-opwithother

commodity associations, BC Cattlemen’s, BC Pork etc. Grocery Stores, Food Shows, Chef’s Assoc., BC Fairs etc.

•$-Brochures•$-CustomSignsforAbattoirsand

Producer Members•$-LogowithCodeofPractices($500est.logo)•Use4-H-ersasambassadors(Educdisplaysat4-H)•$-LabelingProgram–workwithother

associations. Logo needs to include all commodities.

•$-Story-topayforapromotionscoordinatorto assist the abattoirs, with story development,

photos and standardizing format for website, display, regional brochures etc.

•PoliticalAwareness-Time-govt.liasoncommittee •BCFerries/Institutions •LegislationchangestoallowBCProcurement

Policy (e.g. 10% regional meat)

Distribution Costs/Access to Markets•(nodollarsneededinitially)•BillMeikletoreportwhatstepsBCAAshouldtake

in respect to access to larger stores and food safety auditing systems.

•Govt.LiasonCommitteetoreportbackonGovernment Legislation/Policy in regards to BC Ferries/Institutions etc.

Financial CommitteeKarl Rainer – Rainer’s Custom MeatsMary Lou Maillott – Northwest PremiumHarry Gunter – Gunter Brothers MeatsRon Keely – Kam Lake View MeatsGillian Watt – Holmwood Farms

Communications Strategy•Emails,Faxes,Phonecalls–abattoirsand

producer members to select which method is best•OnemailsremembertoputeitherFYIorNeed

Feedback Time Sensitive•Needtoaddtwonewmembershiptypesforthe

BCAA – Producer Members and Associate Members (suppliers, chefs, retailers, distributors etc.)

•Needquarterlyreportingmechanismforallabattoirs and producer members and associate members, as well as funding agencies

Communications, Membership and Marketing CommitteeKaren Moilliet – Producer membersDave Fernie – Abattoirs Bonnie Windsor – AbattoirsGillian Watt – Associate membersLooking for more volunteers for this committee.

•Needtoobtainfundingtodevelopaparttimeexecutive director position. Gillian to check with SSFPA, BC Cattle Feeders, IAF and Ontario Independent Processors to gather information. Idea of possible cost sharing with BC Fairs or other non-profit organization.


Monitoring and Evaluation Plan•ClearConciseActionPlanwithTimelinesand

who is responsible for each item.•QuarterlyReportsputtogetherbyExecutive

Director•ChairandExecutiveCommitteetoReviewQuarterly

Report against Action Plan timelines and decision mid course corrections as needed.

Short Term Action Plan•July15–Lettertogovernmentagenciesto

formalize government liason committee and initiate communications (Bonnie, Dave and Mike)

•July19–Emailandfaxtoabattoirsandindustryguests, summary power point of strategic planning event with request for feedback. (Gillian Watt)

•July23–PressReleaseapprovedbyexecutiveand distributed to BC papers and agriculture publications. (Executive with assistance from Gillian Watt, Dave Charchuk)

•July23–Developmembershipapplicationsforabattoirs, producer members and associate members and email, fax, phone (where necessary) potential members. (Gillian Watt with direction from executive)

•July30–ChairmantocontactBCFoodSafetyStakeholders Working Group (BCFSSWG) and request a representative from BCAA be added to the group.

•August15–Completeinterviewswithallprovincially licensed abattoirs to obtain input into the strategic plan. (Gillian Watt, David Zirnhelt)

•September1–DraftofStrategicPlancompletedand circulated to provincially licensed abattoirs and industry participants for feedback. (Gillian Watt, David Zirnhelt)

•September30–FinalDraftofStrategicPlancompleted and submitted to IAF and circulated to abattoirs, industry participants as well as new associate and producer members. (Gillian Watt, Executive)

Long Term Action Plan•Completefundingapplicationsforthoseitems

in the strategic plan that are eligible for funding. (Logo, Website, Industry Display, Brochures and abattoir/producer signs) (Gillian Watt, Communications Committee, Financial Committee, Executive)

•Researchcostsharingopportunitieswithotherassociations, and develop a financial plan for compensation of a part time Executive Director. (Gillian Watt, Executive)

•EnsureQuarterlyReportsarecompletedandcirculated to membership and agriculture publications. (Executive)

•Website,IndustryDisplayandbrochurescompleted within one year with individual abattoir bios and photos included. (Executive, Financial Committee, Communications Committee)

•Planforannualconventioneachyearwithregionalpromotion/education activities with other associations as opportunities arise. (Executive)

Index of AcronymsSSFPA – Small Scale Food Processors AssociationBCAA – BC Association of AbattoirsBCCA – BC Cattlemen’s AssociationBCACF – BC Association of Cattle FeedersMHLS – Ministry of Healthy Living and SportIAF – Investment Agriculture Foundation

Appe

ndix

V

Proj

ecte

d Re

venu

es a

nd E

xpen

ses

for y

ears

1–5

1. The Village Butcher (Oak Bay)2. Johnston Packers Ltd (Chilliwack)3. Fraser Valley Duck & Goose Farm

(Chilliwack) 4. Rodear Meats Ltd (Big Lake)5. South Peace Colony Poultry Farm

(Dawson Creek)6. Scott’s Meats Ltd (Agassiz)7. AGM Beef Farm Ltd (Surrey)8. Valleyview Farms (Nanaimo)9. Farmcrest Foods Ltd (Salmon Arm)10. Westholme Meat Packers Ltd

(Westholme)11. Fairline Development Canada

(Richmond) 12. Riverside Natural Meats Ltd

(Salmon Arm)13. Island Farmhouse Poultry Ltd

(Cowichan Bay)14. Peace Country Poultry (Farmington)15. Kawano Farms (Prince George)

16. Gate to Plate Food Services Inc (Fort St. John)

17. Rainer Custom Cutting (Darfield)18. Gunter Bros. Meat Co. Ltd

(Courtenay)19. Van Diemen Turkey Farm Ltd

(Keremeos)20 The Cluck Stops Here (Qualicum)21. Spokin Lake Meats (150 Mile

House)22. Al’s Feathers Be Gone (Port

Alberni)23. Country Locker (Vanderhoof)24. Hidden Valley Processing (Duncan)25. Stone Croft Farm (Black Creek)26. Pitt Meadows Meats Ltd., (Pitt

Meadows) 27. Paradise Meadows Poultry (Black

Creek)28. Campbell Farm (Saturna Island)29. Somerset Farm (Gabriola)

30. Kam Lake View Meats (Kamloops)31. Northwest Premium Meat Co-op

(Telkwa)32. Valley Wide Meats (Enderby) 33. Tarzwell Farms (Creston)34. Gerald BrindersKootenay Mobile

Poultry Abattoir (Cranbrook)35. Chilcotin Abattoir Limited

(Redstone)36. Gold Creek Custom Meats

(Cranbrook)37. Braun’s Custom Butcher Shop

(Duncan)38. Lawrence Meat Packing Co. Ltd.

(Dawson Creek)39. My-Les Poultry Plant (Pritchard)40. Cariboo Central Interior Poultry

Producers Association (Quesnel, B.C.)

Appendix VIMap outlining Distribution of Abattoirs in BC


Appendix VII New Structure of Meat Industry Regulation 2010

Graduated Licensing Model

produced by TRU Marketing and Communications MC104037

bc abattoir industry · 2013-05-01 · strategic plan for bc abattoir industry september 15, 2010...

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