2021 Review of Performance

RECOMMENDATION

Develop a stakeholder communication strategy

DESCRIPTION SUMMARY

Improve communication with stakeholders by developing a communication strategy. This will include: 1. An analysis of key stakeholder groups, their interests, needs and best channels of engagement 2. Determination of a targeted communication plan for each key stakeholder group covering priority channel, content, and timing. 3. Evaluation of current communication channels to determine if these can be improved 4. Whilst implementing the strategy, supporting key staff who are engaging regularly with stakeholders with skills and training.

IMPLEMENTATION PLAN

AWI supports continual improvement in the ways we engage, communicate and report communication with our key stakeholders.

1. AWI will develop a communications strategy to ensure we are addressing key stakeholders’ interests
2. Communications channels will be reviewed annually to ensure they are fit for purpose
3. Outward facing stakeholder engagement team members will be supported with industry best practice skills training and development
4. Investigate stakeholder management tools for effective stakeholder engagement, tracking and reporting

PROGRESS ON IMPLEMENTATION

In 2022 AWI appointed a new General Manager for Consultation and Engagement. The annual review of media was completed at the end of March 2022. AWI's Woolgrower Consultation and Communications Plan was published on www.wool.com in late June 2022 and fulfills the recommendation to develop a communications strategy. The Plan is a live dynamic document which will be reviewed annually and updated regularly. AWI has introduced a stakeholder engagement, tracking and reporting platform using Salesforce. This has been rolled out across the Consultation team. A new initiative at AWI has been the introduction of regular Board webinars called 'Ask the Chairman'. The webinars are held throughout the year on a range of topics. To date these webinars have including discussions on R D & E, finances, the independent review of performance, and the development of the new 2022 - 2025 strategic plan. AWI has incorporated LinkedIn Learning to provide staff with a range of online training courses. In October the stakeholder consultation team had a full day professional development skills and training program presented by the Centre for Corporate Public Affairs on Best Practice Stakeholder Engagement. The consultation team will continue to have an annual planning and skills enhancement days.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Improve engagement with the wool industry

DESCRIPTION SUMMARY

Improve broader industry engagement by focusing on three critical areas:

WICP: Increase mixed farming and next generation representation on the WICP, increasing membership to ten including the independent chair. Nominations should be sought from existing WCG and next generation representatives with voting from these groups to determine the new members.

WCG: Increase engagement with WCG by having a forward agenda of industry issues to work through, for example: engaging the next generation of woolgrowers. And, facilitating smaller groups more frequently to encourage discussion on key issues.

Extension networks and events: Formalise AWI staff reports highlighting feedback and issues raised by discussions at extension network meetings and events. These should be provided to both the WICP and the AWI Board for review and consideration to increase transparency.

IMPLEMENTATION PLAN

The WICP/WCG Terms of Reference are reviewed annually to ensure they are fit for purpose.

1. AWI will work with the WCG/WICP to update membership to include mixed farming and Next Generation representation
2. Update the WCG TORs to a minimum of two meetings a year, including a focus on specific wool industry issues, and the formation of smaller working groups
3. Update the format of the Consultation Team extension network reports

PROGRESS ON IMPLEMENTATION

In December 2021 the WCG approved the appointment of Asheep and Merinolink to be members of the WICP to address the recommendation to include mixed farming and next generation represenation. Additionally, both the WCG and WICP meeting schedule has been increased by an additional meeting per year. The WCG will meet twice per year and the WICP will meet four times per year. In May the WCG formed a sub-working group to assist with Wool 2030 implementation and E5reporting. WCG meetings include roundtable discussions on wool industry specific topics with discussion outcomes reported to the Board. Two board members attend the WCG meetings and the Chairman provides an AWI update.

Broader industry engagement has been enhanced with the AWI Board now meeting several times a year in regional locations along side wool events like the Australian Sheep and Wool Show at Bendigo Victoria and Broken Hill NSW.

Over the past 12-months a new Salesforce reporting platform has been embedded within the Consultation and Wool Grower Services teams with consultation activities and issues reported to the AWI Board.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Strengthen RD&E investment by developing strategic priorities with input from woolgrowers

DESCRIPTION SUMMARY

Improving the strength of AWI’s investment in RD&E activities could be achieved by undertaking the below key actions:

1. Leverage the Wool 2030 Strategy to align RD&E focus to industry strategic priorities, this includes determining outcomes and targets that align with the aspiration of the industry.
2. Reflect on and improve target setting for the RD&E programs. This could be achieved by regularly reviewing project and program targets and refining; developing some targets with consultation with industry (WICP, WCG) and woolgrowers, or can be benchmarked using historical data.

IMPLEMENTATION PLAN

AWI will build on the mapping of the AWI Strategic Plan against the Wool 2030 Strategy by:

1. Using that alignment as background information for the Wool 2030 Steering Group.
2. Design the next AWI Strategic Plan in support of all Pillars of the Wool 2030 strategy in consultation with the Wool 2030 Steering Group
3. Design targets for the next AWI Strategic Plan that support achieving the Wool 2030 Strategy targets in consultation with the Wool 2030 Steering Group.
4. Set R, D & E targets for future AWI Strategic Plans in consultation with industry and reviewed against benchmarks to ensure they are “realistic and achievable” as well as “sufficiently challenging.

PROGRESS ON IMPLEMENTATION

AWI's new Strategic Plan 2022 - 2025 was published in late June on wool.com in the lead up to the new financial year. In developing the plan M&E mapped current projects to Wool 2030 using the Salesforce platform. Targets have been set with the help of M&E within the 2022-2025 Strategic Plan. The 2022-2025 Strategic plan alighns with the Wool 2030 Industry Strategic Plan and the Sheep Sustainability Framework. The targets and objectives included in the 2022-2025 Strategic Plan support the RDE&M strategic targets within the Wool 2030 Industry Plan. Additionally, the 2022-25 Strategic Plan has been prepared following consultation with the industry, the targets and associated benchmarks have been set to challenge AWI as the RDE & M organisation whilst remaining realistic about what can be achieved within the next 3 years.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Commission an independent report to measure international sentiment towards mulesed wool

DESCRIPTION SUMMARY

The AWI Board should commission an independent report to measure current, and predict future trends, in international sentiment towards mulesed wool.

This report will cover:

1. An understanding of the current sentiment of consumers towards mulesed wool in Australia’s current and predicted major wool markets and model future movements in trends.
2. Modelling on the financial and economic impact of these trends on wool price and wool production.
3. Use of report to inform AWI RD&E expenditure and assist in communications with both woolgrowers and the supply chain. Report should be published in whole or in part on Wool.com for all levy payers to access (where appropriate).

IMPLEMENTATION PLAN

AWI will commission a sentiment survey on mulesed wool in key markets and report results to woolgrowers.

PROGRESS ON IMPLEMENTATION

AWI engaged Pragmatic Research as a probity advisor to assist with the development of a sentiment survey of wholesale and retail users of wool, across 27 countries, on consumer attitudes towards sustainability issues and the impact these have on running their businesses and meeting customer demand. The survey found that environmental sustainability was important to most aspects of their businesses, including: 

• Environmental sustainability was important 
• Recycling and renewing are primary sustainability considerations 
• Animal welfare and mulesing are mid-tier priorities
• Wool is seen as a sustainable fibre 
• Price, look, feel and care are the main challenges, and 
• There is a diversity of views vary across markets around animal welfare and mulesing 

The survey results help to inform AWI’s R, D & E planning and expenditure. AWI provides wool growers with a range of tools and workshops to assist with the management of flystrike and/or to move towards a mules free enterprise. 

Survey finding are shared with AWI’s wool industry consultation groups, here on wool.com, and at grower workshops and events like Future Wool. 

We also share the results across the AWI/Woolmark global network of business development managers and their partners. The survey will be used as a baseline for future research on consumer attitudes towards sustainability issues. The survey provides an important snapshot on how sustainability considerations are prioritised in different markets and the challenges they represent to these businesses. 

IMPLEMENTATION PROGRESS:

100%

SUMMARY REPORT

The Executive Summary of the international survey on buyer views can be found here

RECOMMENDATION

WoolQ stakeholder engagement plan and go/no go analysis

DESCRIPTION SUMMARY

To re-set the intent and direction of the Wool Q program an internal review should occur which includes:

1. The creation of an ongoing stakeholder engagement strategy for the program including re-engagement with the groups involved in the initial WSSR (2017)
2. A set of go/no go criteria for each component of WoolQ including timing these should be implemented.

IMPLEMENTATION PLAN

1. Establish an internal review of the WoolQ platform to ensure it is meeting KPIs and set criteria for each component
2. Update the WoolQ stakeholder engagement strategy to ensure continued participation/support by key industry groups.

PROGRESS ON IMPLEMENTATION

In September 2022 AWI and AWEX announced they would work together on traceability and providing industry with a single electronic specification (e-speci).

WoolQ investment has ceased. AWI supports the wool industry’s Australian Wool Traceability Hub initiative.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Investigate the opportunity of a brand strategy for ‘wool’

DESCRIPTION SUMMARY

1. Investigate the viability and feasibility of developing and implementing a broader brand strategy for ‘wool’ as a fibre to complement the power of the existing ‘Woolmark’ brand.
2. Develop an approach targeting critical consumer segments and geographies to regularly monitor their sentiment towards wool and wool products across all fibre types.

IMPLEMENTATION PLAN

1. Investigate the feasibility to integrate a broader ‘wool’ fibre brand strategy alongside the Woolmark brand
2. Update the approach to regular consumer sentiment surveys in key markets and fibres. Include consumer sentiment surveys for all direct-to-consumer campaigns over the AUD$1M in investment level.

PROGRESS ON IMPLEMENTATION

A 'wool' fibre strategy called 'What does it take' was launched in Australia in August 2022 with the aim to build awareness and advocacy for Australian wool. The campaign was deemed successful in improving perceptions of Australian wool amongst local audiences after garnering 3.5million views across social and tv, consumer impact results confirmed a 63% uplift in intention to buy Australian wool amongst younger audiences (18-39) and 94% uplift in intention to buy merino sportswear and 79% uplift in intetion to pay more for Australian wool products.

Consumer sentiment reporting is now being engaged across all current marketing campaigns over the AUD$1M investment level as well as yearly as opposed to every 3 years. Additionally, AWI conducts consumer research using global market research companies, this has been moved from a 3-year cycle to an annual cycle.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Include collaboration as a key pillar in strategic planning

DESCRIPTION SUMMARY

Expand the scope of the ‘Project Initiation Guidelines for Collaboration’ to marketing activities and agricultural promotion activities. This should include:

1. Defined objectives of collaboration for AWI.
2. Criteria detailing how collaborative projects are prioritised and selected.
3. Criteria for prioritising potential collaborative organisation partners.
4. Publication of the framework online on Wool.com and use in project initiation assessment of collaboration opportunities.

IMPLEMENTATION PLAN

1. Build on AWI’s existing ‘Project Initiation Guidelines For Collaboration’ to include new sections on Criteria for how collaborative projects are prioritised and selected and Criteria for prioritising potential collaborative organisation partners
2. Create a holistic collaboration framework where guidelines for each unit (sheep production, marketing etc) are clearly stipulated.
3. Ensure that indicators of measure are clearly reflected in the next strategic plan.
4. Provide more in-depth collaboration information in key documents i.e., Annual Report, Performance Report etc.
5. Stakeholder engagement and collaboration page to be created in wool.com with high level collaboration summary with project examples

PROGRESS ON IMPLEMENTATION

A new Collaboration Framework was developed and implemented in October 2021. The Collaboration Framework provides clear guidelines for each area of RDE&M that AWI operates. Indicators relating to collaboration have been included in the 2022-25 Strategic Plan. Information relating to Collaboration has been included in the 2020/21 & 21/22 Annual and Performance Reports. AWI will continue to report on collaboration activities going forward. Details of Collaboration and examples from 2020/21 & 2021/22 are included in the Annual Performance Report which can be found on AWI's website at https://www.wool.com/about-awi/how-we-consult/measuring-performance/.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Improve leadership capabilities and diversity

DESCRIPTION SUMMARY

To maintain the integrity of the democratic election process, while also enabling a diverse Board the role of the enhanced Board Nomination Committee becomes paramount. To enhance its ability to identity skills, experience, and a diversity of candidates the following actions are advised:

1. A skills, diversity, and experience analysis against the future need of the industry, leveraging the Wool2030 Strategy, should be completed for both the AWI Board and AWI Executive.
2. This analysis should be repeated in line with industry updates to ’Future Wool’ Strategy.
3. Outcomes of the analysis should be reported to AWI shareholders in advance of Board elections including the current skills and experiences matrix of the Board.

IMPLEMENTATION PLAN

The Board Nomination Committee is an important part of AWI’s board nomination process. Following the 2021 board elections AWI’s board will review the BNC Charter taking in experiences gained through the 2021 process; the ROP recommendations will form part of the review.

PROGRESS ON IMPLEMENTATION

The Board Nomination Committee terms of reference were reviewed in early 2022. The review's recommendations went to the AWI Board in April 2022 for approval. The AWI Board approved the changes to the BNC Charter and these were advised to the Department of Agriculture, Fisheries and Forestry. The updated charter has been placed on the AWI website in the Governance section.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Include industry consultation in strategic decision making

DESCRIPTION SUMMARY

The Board have an opportunity to leverage the skills and experience of the WICP and WCG to litmus test key decisions and options whilst maintaining independence and ultimate accountability. Board representation as observers in the WICP/WCG meetings should remain with a more formalised process of inclusion of the discussions and findings. Ways to improve this include:

1. Attendance of WICP chair at Board meetings to present minutes and outcomes of WICP meetings and stimulate discussion with the Board. This is captured in minutes and actions.
2. The Board to identify items of industry significance to be put to the WICP formally with a paper for discussion and recommendations to the Board. This should be provided with enough time for the WICP to undertake consultation with their respective industry members before attendance at WICP meetings. The Board remains independent and are not bound by the recommendations but must include these as part of their sovereign decision-making process.
3. Program achievement reports to be provided to the WICP and made available by the AWI website for all shareholders to have access.

IMPLEMENTATION PLAN

Two key forums through which AWI formally consults and engages with woolgrower representative groups are the Woolgrower Industry Consultation Panel (WICP) and the Woolgrower Consultation Group (WCG). AWI’s consultation model enables AWI to ascertain key R&D and marketing priorities of woolgrowers and industry.

1. The AWI Board will identify industry significant matters for the WICP to consider, discuss, and make recommendations
2. Following each WICP meeting the WICP independent chair will be invited to update the Board on the outcomes of the WICP
3. Program achievement reports will be provided to the WICP and made available on the AWI website

PROGRESS ON IMPLEMENTATION

The WICP Chair regularly attends AWI Board meetings following a WICP meeting to update the Board on the WICP discussions.This is now a standing Board agenda item. The agenda for WICP meetings has been revised to allow for more input from WICP members on matters for discussion. The AWI Chairman generally attends the WICP meeting to hear directly from members. Details from Program Achievement Reports are available on AWI's website and were provided to the WICP in their October 2022 meeting papers. These will be provided to the WICP annually.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

2022/23 Strategic planning to be simplified and aligned to best practice

DESCRIPTION SUMMARY

The AWI Board should oversee the strategic planning for the 2022/23 period and beyond by ensuring:

1. Alignment to the industry owned Wool 2030 Strategy and its future iterations
2. Alignment of AWI’s vision and purpose with shareholders and levy payers
3. Creation of organisational principles and objectives, and, ensuring they are considered at all levels of the organisation in relation to decision making
4. Outcomes of strategies are tangible and measurable and feed into the organisation's M&E framework

IMPLEMENTATION PLAN

Wool 2030 is the wool industry developed and owned ten-year strategic plan.

1. AWI will align our strategic intent with Wool 2030 in the development of the 2022 – 24 strategic plans including enhancing the M&E framework, review of our vision and purpose to ensure alignment with industry
2. AWI will review the Woolgrower Test to ensure the underlying principles and objectives are clear to guide organisational decision making

PROGRESS ON IMPLEMENTATION

The 2022-2025 Strategic Plan has been prepared with due consideration of alignment with Wool 2030 and and the Sheep Sustainability Framework. A survey of WCG and WICP members was undertaken on the 5 strategic priorities. Feedback from industry consultation and the survey were taken onboard with changes made to the draft strategy in response. As part of the preparation of the new strategic plan AWI reviewed and updated the vision and purpose (mission) statements to ensure these remain aligned with industry expectations. The M&E Framework has been reviewed/updated and was approved by the AWI Board for Approval in March 2022. AWI's Strategic Plan 2022 - 25 was released in late June 2022.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Enhance executive performance management

DESCRIPTION SUMMARY

The AWI Board has an opportunity to enhance how the AWI executive performance management is conducted in line with best practice as outlined by the AICD. Key aspects that will deliver value are:

1. Update the CEO measurement criteria to be in line with the AWI corporate strategy including corporate objectives and strategy level outcomes.
2. Incorporate a 360-degree review including the direct reports of the CEO.
3. Utilise a combination of questionnaires and interviews when required.
4. Formalise regular and ongoing feedback between the Board Chair and the CEO aligned to the performance measurement criteria.

IMPLEMENTATION PLAN

In 2021 the CEO and senior executive annual reviews incorporated the addition of a 360-review which will continue in future annual reviews.

1. The 360-degree review will be a standard mechanism as part of the CEO/Senior Executive annual reviews.
2. Following completion of the 2021 executive annual review cycle the executive performance criteria will be reviewed to ensure alignment with the AICD best practice guidelines.
3. Executive measurement criteria will be reviewed annually for currency with AICD recommendations and best practice standards.

PROGRESS ON IMPLEMENTATION

A 360-degree review was utilised in the 2021 annual review of the Chief Executive and with senior managers. This will form part of the senior executive review process going forward. AWI has reviewed the senior executive review process to ensure alignment with AICD best practice guidelines. The Executive completed a Leadership Impact course in early September and, as part of that learning, they completed the Myers-Briggs Type Indicator (personality assessment/profile) and a 360 degree feedback assessment which involved identifying numerous stakeholders within the business (and some external where appropriate) to rate each Executive. The 360-degree feedback will form part of the ongoing annual review process. The CEO and Chairman meet regularly, formally and informally, to discuss performance measurement criteria.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Board changes to be included in next independent review

DESCRIPTION SUMMARY

While changes are enacted or planned, given the timing of the implementation of two critical recommendations from the 2018 independent performance review, namely, 1.9.1 Board tenure and 1.12.3 enhanced board nomination committee. Accenture is unable to determine the impact of this adoption in relation to governance.;

1. While we are supportive of the changes it is recommended that these changes are included in the TOR for future independent review.
2. It is also noted that the change to Board tenure is dependent on Shareholder voting at the 2021 AGM.

IMPLEMENTATION PLAN

The agenda for the 2021 AGM will include a motion for a change in the Constitution for a 10-year term limit for directors. A recommendation from the Board in support of the motion will be included with the meeting notice.

[Note: additional terms of reference to future ROPs are at the discretion of the Secretary of DAWE]

PROGRESS ON IMPLEMENTATION

Changes to the Constitution on Board tenure limits of 10 years were approved by a special resolution at the 2021 AGM. The changes had the support of the AWI Board. There were changes to the BNC for 2021 which enhanced its effectiveness. The Chair of the BNC was sourced by executive search and the selection of the Chair was decided on by the BNC itself independently of AWI.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Modernisation of people management and culture

DESCRIPTION SUMMARY

AWI leadership can continue to enhance organisational culture by:

1. Implementing current best practice HR programs, specifically; Recognition programs (outside of pay and benefits), and Inclusion programs to build unity and diversity in staffing.
2. Ensuring AWI’s internal complaints and resolution management policies and processes are easily accessible by all staff, and, implement regular training for all managers in handling bullying and harassment complaints to meet globally accepted ‘best practice’ standards.
3. Instituting 360-degree performance feedback as an ongoing process across the organisation by providing training in giving and receiving feedback to all staff.
4. Prioritising regular staff engagemen tsurveys and pulse checks to understand the status of staff better and be able to respond in real time to issues.
5. Increasing visibility of the regional and international offices to Sydney staff and leadership, face-to-face when travel is appropriate but through virtual meetings/briefings and digital communications.
6. Modernising HR technology platform(s) to reduce manual handling of day-to-day HR processes allowing the team to focus on the development of high value activities and programs.

IMPLEMENTATION PLAN

At AWI great people and an engaging culture are key to our success. AWI promotes a culture which holds in high regard the values of innovation, transparency, accountability, and collaboration. We are committed to best practice HR, learning and development, and growing our people. To build on this we will:

1. Implement a reward & recognition program
2. Introduce training across the business on how to have difficult conversations and how to manage sensitive issues appropriately, including managing any grievances
3. Ensure the process for investigating complaints or grievances is clearly defined and readily accessible to all employees.
4. Continue annual compliance training modules that address the issues of equal opportunity, discrimination, and victimization and racial discrimination
5. Introduce 360⁰ feedback as part of the annual performance review process and provide training to all staff on how to provide effective feedback
6. Ensure a more regular rhythm of conducting employee engagement/sentiment surveys is introduced including pulse surveys
7. Introduce more opportunities for employees, especially those overseas, to engage with each other, and Sydney head office
8. Identify a new HRIS to replace the existing system and work on an implementation plan.

PROGRESS ON IMPLEMENTATION

A new HR system called "HiBob" was launched globally in March 2022 along with a new reward & recognition platform called "Woolmarkable". An external employment law firm conducted training for the AWI Executive (and further ongoing training is provided) on how to effectively manage interactions on sensitive issues. AWI's Code of Conduct, Policy dealing with Equal Opportunity, Anti-discrimination, Harassment, Victimisation & Bullying and Grievance procedures, and the Whistleblower Policy, provide clear directions for employees on how to raise grievances/complaints/issues. The first two policies include annual online compliance training for all employees. The new HR system/software being implemented will incorporate a "Your Voice" component whereby employees can raise any type of compliant/grievance via an anonymous third party process. Annual compliance training will continue to be rolled out globally.

Annual 360-degree performance feedback assessment forms part of the Executive team performance review process including feedback from staff, who receive guidance on how to provide 360-degree feedback. Both the new Reward & Recognition platform "Woolmarkable", and Feedback from employees is regularly sought via the Executive team and the People & Culture team. The new HR system has the functionality to conduct engagement/staff sentiment surveys. The People & Culture team ran a pulse sentiment survey across AWI/Woolmark employees globally in late 2022 with 65.5% of employees (91 out of 139) completing the survey. The AWI Executive Team regularly discusses ways for employees to engage better across the business both domestically and across our international offices. Board of Directors engage with the Sydney office regularly where employees have an opportunity to ask the Directors questions and to network with them.

IMPLEMENTATION PROGRESS:

100%

RECOMMENDATION

Build M&E maturity

DESCRIPTION SUMMARY

Continue to develop the maturity of M&E practices:

1. Align M&E framework to corporate objectives and outcomes.
2. Create a proactive evaluation process to regularly review and iterate targets for programs.
3. Use reporting to derive business insights and inform business decisions.
4. Increase the scope of the M&E framework to monitor critical internal processes.

IMPLEMENTATION PLAN

AWI will continue to evolve the M&E practices and capability.

1. The M&E framework will be reviewed annually to incorporate any changes in systems and process. AWI agrees to create a system for internal process monitoring and this will be clearly reflected in the M&E Framework.
2. We will continue to provide data insight across the business through the database management system (Domo) that can inform business decisions and help in carrying out future evaluations on programs/projects.

PROGRESS ON IMPLEMENTATION

The Measurement and Evaluation framework has been reviewed and updated as part of the development of the 2022-2025 Strategic Planning process. The M & E framwork will be reviewed regularly to ensure continued evolution. This was completed in March 2022 and includes additional internal process evaluation. The M&E team continue to provide data insights to the business in order to enhance business decision making. AWI has increased the capacity within the M&E Team to assist in the ongoing assessments of projects and programs including data insights. An independent impact assessment has been conducted and published on wool.com relating to the China Marketing Campaign, the methodology used forms the basis of future marketing impact assessments. Further impact assessment are in various stages of development across marketing, extension and adoption activities, an independent evaluation of the 2019-22 Strategic Plan is being developed. Internal surveys of support services was conducted as part of monitoring internal processes and will form part of our ongoing M & E program.

IMPLEMENTATION PROGRESS:

100%