All organisations experience change, reflected Mathew Munro, writing this as he left the Australian Livestock and Rural Transporters Association to take up his new role at the Australian Trucking Association, and these are changing times in rural transport.
It happens in our personal lives and it happens on a global scale. People have always known this. Way back in 540BC the Greek philosopher Heraclitus said “There is nothing permanent except change”.
The ALRTA is about to change. After 10 years as Executive Director, I am stepping away from the role to become CEO of the ATA. For me, it is the new challenge I need. For ALRTA it is an opportunity to consider new opportunities for the future.
Ten years ago, ALRTA already had a reputation for punching above its weight. Yet at the same time it was struggling financially and organisationally immature. The National Council and Executive at that time were ready for a change.
When appointed Executive Director in 2013, I was ALRTA’s very first direct employee. Prior to that time, all staff and business systems were supplied via a third-party consultancy and shared with the Livestock, Bulk and Rural Carriers Association (LBRCA), a model that had worked well for many years.
Yet, this simple change was the catalyst that sparked a revolution in the way ALRTA did business.
Reporting directly to National Council meant that the Executive Director was thereafter compelled to act only in the best interests of ALRTA. Within a few short years, the consultancy model was removed completely with both ALRTA and LBRCA evolving to become fully independent and able to stand on their own two feet.
ALRTA now employs three staff directly, supported by an external finance team. Our office has moved to the Parliamentary Triangle in Canberra, the very beating heart of Australian decision-making. ALRTA still owns the premises in which it was previously located, but this is now an income producing asset that supports our member services. The organisation operates under a modern governance structure, supported by strong corporate partnerships, and is practically debt free with financial reserves locked away for a rainy day.
This is a great place to be for any organisation about to enter another round of change. Rather than hunkering down under austerity measures, ALRTA is poised to take another leap forward, of course, under the strategic direction of the six state member associations that ALRTA exists to serve.
The organisational heavy lifting has been done. It’s time to reap the rewards.
I’m very proud to say that ALRTA has also notched up many significant policy achievements over the last 10 years. For example, ALRTA has been successful in:
- securing one hour of work and rest flexibility for livestock carriers to assist in managing animal welfare.
- establishing two AFM templates for livestock carriers, providing even more flexibility for those undertaking long distance work.
- allowing limited personal use of a heavy vehicle, improving life on the road for many drivers since able to travel to reach hot food, showers, toilets or wash clothes.
- reducing red tape by increasing the work diary exemption radius to 160km for rural carriers.
- Improving access certainty by clearing the way for customers to obtain Class 3 permits ahead of organising transport.
ALRTA has also worked with Standards Australia to develop and publish AS 5340:220 an Australian standard for livestock loading/unloading ramps and forcing pens. Widespread adoption of the Australian Standard will prevent injuries and save lives. Frighteningly, our member surveys revealed that more than 87 per cent of respondents experienced an injury loading or unloading livestock in the previous five years, and almost 70 per cent experience near misses at least regularly.
More recently, ALRTA worked with NHVR to develop a registered industry code of practice for managing effluent in the livestock supply chain. For too long the transporter has been the only party held responsible for effluent related load restraint breaches. The enforceable new code promotes a more cooperative approach, focussing on animal preparation and communication. It will improve road safety, amenity, biosecurity, animal welfare and community support for our important industry.
And to make a practical difference and demonstrate new concepts, ALRTA has even built and operated critical infrastructure.
At Kilcoy Global Foods we built an innovative unloading gantry and trialled a user-pay system access system. We proved that transport operators are prepared to make a financial contribution to obtain safer infrastructure sooner if the price is reasonable. In partnership with local governments ALRTA has built three effluent disposal facilities on important livestock freight routes. Each facility is free to use and was designed by our members for the use of all livestock carriers. We need more of them, but we are off to a good start.
Around us, our industry and our world continues to change. So, we must change too.
New technology is making our industry safer and more efficient. Heavy vehicles are rapidly becoming computers on wheels. Everything from the phone in the driver’s pocket to the braking and stability systems are becoming ‘smart’, soon, even our road infrastructure will be talking to the vehicle. Drivers may even become redundant for some types of journeys. Add to this an imminent change in fuel and engine technology and the industry of tomorrow will likely look very different from the industry of today.
The Heavy Vehicle National Law is currently being redrafted to accommodate many of these changes.
Charting a course through all this change and uncertainty requires a strong and united voice for the rural road transport sector. ALRTA has been that voice for the past 38 years. Our state member associations and their elected representatives remain as passionate as ever about our vital industry. So, while the ALRTA might look and feel little different under new management, that passion is something that will never change.
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