IBC2000-9 Research

Research Strategies for the North American Bison Industry

Bruce D. Rutley, PhD. P.Ag.
Boreal R&D
Box 74
Fairview  AB  Canada
T0H 1L0

For the updated and complete version click link below:
Bison 2000  A Strategic Plan for Research and Development Needs of the Canadian Bison Industry

 

The following article was originally presented at the International Bison Conference in Edmonton, Alberta in August 2000.  The conference covered a wide array of bison topics including production, marketing, genetics, history and much more.  This article has been reprinted with the permission of the IBC2000 Chairman.  A printed copy of the entire proceedings from the conference is available at the Bison Centre of Excellence in Leduc.  For your copy call 780-986-4100 or  email  bison@bisoncentre.com

Abstract

Research can serve both short-term and long-term objectives.  In the short-term, research is utilized to solve a current problem or to provide a stopgap while long-term initiatives are undertaken.  Because of the length of time associated with long-term research initiatives, a strategic approach is required.  Research resources are limited, therefore, by concentrating on key ‘pinch points’ and by developing an integrated and collaborative research strategy, the bison industry will be able to achieve maximum gain. The Canadian and American Bison Associations have enjoyed excellent cooperation over the years on many aspects of industry development.  Joint research initiatives have occurred, but on an ad-hoc basis.  More collaborative approaches are recommended, including the Canadian ‘Bison 2000 - A Strategic Plan for Research and Development Needs of the Canadian Bison Industry’ as a basis for the development of a North American Strategy led by an International Working Group.

Introduction

The plains bison (Bison bison) has been farmed, ranched or managed since the late 1800’s when the species was rescued from extinction (Hornaday 1890; Roe 1970; Dary 1974; Meagher 1978; Ogilvie 1979; Gates and Reynolds 1989).  Previous bison production has been primarily for personal enjoyment or restoration of the species (Rorabacher 1970), but a recent wave of expansion has been fueled by 1) the demand for lean red meat, 2) a new level of maturity associated with bison management, 3) a threshold level of breeding stock and 4) the resulting positive economic outlook for the industry.  More recently, there has been added recognition of bison as a naturally adapted species suitable for sustainable production.  Attempts to hybridize bison with cattle have all but been abandoned (Peters 1984).

Application of production techniques developed for cattle has been successful (American Bison Association 1993; National Buffalo Association 1993) and the industry is rapidly settling into one that parallels enterprise types common to the livestock industry.

Despite significant developments in the commercial bison industry, it is still in its infancy.  In comparison to other meat industries and the new sophisticated millennium markets, bison meat markets are not highly developed.  The Canadian bison grading system arguably needs refinements and there is no equivalent in the US, however organizations like the North American Bison Cooperative have their own in-house grading systems.  Meat product development is just underway - successes of companies that have invested thousands of dollars into product develop over the past 5 years, not-with-standing – as we are just now doing research into the chemical and physical properties of bison meat.  While there are hundreds of articles on park and free-ranging bison, basic scientific physiological research is limited and production related research is minimal.  A few applied research initiatives have been underway since early 1990’s, but many more are required.

The body of work on bison is astounding in its diversity, volume (Arthur 1972, Walker 1993; Irby and Knight 1998), time line (Boyd 1914, Goodnight 1914, Peters 1984) and suitability to application to the commercial bison industry - having said that, however, it is still amazing that so many large and critical knowledge gaps remain for much of the commercial bison industry. So where do we start taking this infant industry and catching up to (or to leap frog over) other red meat industries - making sure we land firmly, with our industry’s ‘feet on the ground’ so our market development and industry developments are in tandem, sustainable and headed in a similar direction. 

Options for Industry Development

Three approaches come to mind.  First, Laissez faire - no interference.  Just lets things develop as they will.  This will be similar to what happened for 100 years leading up until the mid 1970’s.  Secondly, controlled development.  The extreme would be where Government and the Associations worked together to have as much control as possible over industry development i.e. supply management comes to mind.  One could argue that that is what is happening on a within company or cooperative basis and all we need to do is to extend it industry wide.  The third approach is strategic development.  Research and other interventions are focused on key developmental needs.  This method works best when industry and government have the same goals and where there is  effective collaboration between them.  In others words - interventions have acted as a Catalyst.  In Canada - the development of the Canadian Bison Grading system is a prime example.  Between the mid 1970’s and mid 1990’s, any interventions that occurred were primarily on an ad hoc basis.  More recently however, Canada has taken a planned strategic development approach. 

The Livestock Diversification Network, was a mid 1990’s Edmonton based group of researchers, government and industry representatives, that were interested in alternate livestock species development.  From its ashes, two groups of bison producers, researchers and government representatives, emerged in 1998 both focusing solely on the research and development needs of the Alberta Bison Industry.  These groups first met together, in March 1999 and agreed to merge. A subset of the group developed the plan, a forwarded to the Canadian Bison Association where it was accepted as the Plan for the Canadian Bison Industry.  Bison 2000 - A Strategic Plan for Research and Development Needs of the Canadian Bison Industry (Rutley 1999) has been in circulation since June 1999.  The group is known as the Bison Research and Development Working Group.

Bison 2000 - A Strategic Plan for Research and Development Needs of the Canadian Bison Industry:

Mission Statement – Bison Research

To conduct research within the developing bison industry in a timely, efficient and logical manner in order to preserve the uniqueness and holistic nature of the bison while encouraging expansion and maintaining profitability.

Terms of Reference for Research and Development

The Canadian Bison Industry:
§         recognizes the need for market and production related research,
§         will prioritize market and production related research and development needs,
§        will collaborate with governmental agencies to meet its development needs,
§         will identify and support initiatives that address both short and long-term needs,
§         will support initiatives that address the industry’s needs by providing:
-         funds (on a limited basis)
-         letters of support to research proposals
-         in-kind contributions in a manner that satisfies the project’s needs and maximizes matching funds
-         active participation in the Bison Research and Development Working Group,
§         will continue to explore methods of increasing its share of financial contributions for market and production related     research and development.

The Need for Research

Purpose of Research

Research within the bison industry needs to be conducted to meet the bison industry’s twin long-term objectives:
§         Growth of the commercial bison industry to attain world status as a marketable and economic food protein source, and
§         Conservation of bison species for public benefits.

Research can serve both short-term and long-term objectives.  In the short-term, research is utilized to solve a current problem or to promote products.  It can also serve to provide a stopgap while long-term initiatives are undertaken.  Because of the length of time associated with long-term research initiatives, a strategic approach is required.  Research resources are limited, therefore by concentrating on key ‘pinch points’ and by developing an integrated and collaborative research strategy, the bison industry will be able to achieve maximum gain. 

Planning Research

The first step in organizing a research agenda for the bison industry is to understand the current status of the industry.  This includes an understanding of knowledge gained from previous research and development work and an articulation of its future goals.  The second step is to identify the areas that need further development complete with a determination of the factors that have the greatest impact on these areas.  The third step is to set priorities on the identified areas.  This can be published in the form of a Strategic Plan.  This Strategic Plan will contribute to the integration of the priorities with the physical, human and financial resources available for bison research and development.  Finally, opposing and complementary goals can be accommodated within the research strategy by focusing on needs that are common to those goals.

Research Selection Criteria

The following criteria will be considered when making decisions to support any given research proposal:

• cost / benefit of project
• benefit to the industry
• impact on / relationship to other industry issues
• addresses a key issue or “pinch point” for the industry
• degree to which it helps maintain the distinctiveness and uniqueness of the industry   / product e.g. natural, holistic approach
• impact on global marketing of industry / products
• implications for food quality and safety

Bison Research and Development Needs and Priorities

While the ‘pasture to plate’ continuum is catchy, it does not adequately describe the complete continuum, i.e. post consumption aspects of human nutrition. Thus, current bison industry research and development needs will be considered within three major categorizations under the Marketing, Economics and Overlap banner. 

Describing needs holistically was preferred as categorization breaks the whole.  However, describing needs only in terms of the whole impedes one’s ability to focus on specific needs.  Therefore, for the purpose of listing needs and assigning priorities the following twelve (12) categories will be used.  These categories were chosen deliberately to provide for consideration of needs related to the whole (systems), specifics (within disciplines) and any ‘overlap’ that exists. 

1. Marketing                                                      7. Pasture To Plate Efficiency
2. Animal Health                                               8. Economics, Agronomics
3. Animal Nutrition                                           9. Production
4. Reproduction                                                10. Finishing
5. Genetics                                                         11. Meat/Food Quality
6. Animal Behaviour & Welfare                     12. Meat Character- Taste, Uniqueness

For ease of presentation, needs and priorities have been tabulated. Needs within category are expressed generally or as specific research questions.  Researchers are encouraged to develop specific research questions within general topic areas.  Please note that the needs have not been ranked.

A:  MARKETING, ECONOMICS and OVERLAP  

I.  MARKETING

Development of sustainable markets for red meat and breeding stock are paramount to consistent and steady industry growth.  Obtaining insights and answers to questions related to domestic and export markets, development of new products and marketing by-products, for example, are important to the long-term development of the industry.

a. Product Promotion/Consumer Awareness and Education       High priority
                                                                                                               Short & long-term 

b. Marketing Live Animals e.g. breeding stock                              Low priority
                                                                                    Short & long-term 

c. Marketing Meat (including current & new products)              High priority
                                                                                                              Short & long-term

d. Marketing By-products                                                                 High priority
                                                                                   Short & long-term 

e. Investigating Export and Domestic Markets                              High priority
                                                                                   Short & long-term 

II.  PASTURE TO PLATE EFFICIENCY    

Although no specific research topics have been identified for this category, a placeholder has been created for future projects that will explore development of efficiencies associated with the pasture to plate continuum.  Economic pressures especially, will drive this continuum.

III.  ANIMAL BEHAVIOUR & WELFARE

An animal’s behaviour is an outward manifestation of its ability to grow and reproduce. Animals that are comfortable or unstressed produce more and reproduce more often, an economic incentive for ranchers. Issues of animal welfare will continue to grow and should be expected to have an impact on the commercial production of a ‘wild’ animal like the bison.

a. Recording and working with Natural Bison Behaviour          High priority
e.g. computerized feed and weigh station tool                            Short & long-term

b. Development of New and / or Application of Existing           High priority
   Technologies to Bison                                                                  Long-term
       - merit of individual project to be assessed

IV.  ECONOMICS /AGRONOMICS

Commercial exploitation of bison does not mean that the industry has to adopt the same models of breeding, feeding, finishing, and retailing as existing red meat industries. The advantage bison currently have is a production and market niche that gives it a high value. Competing directly with the other production sectors may or may not be in the industries long-term best interests.

a. Backgrounding before finishing (western) vs.                          High priority
    wean direct to feedlot finishing                                                    Long-term

B:  PRODUCTION

I.  LONG-TERM PRODUCTION

This category was identified to address questions related to long-term aspects of production like factors affecting lifetime productivity.  It is expected that questions under this category will be very long-term.  The need to begin these types of projects sooner rather than later has been identified.

a. Lifetime Productivity                                                  High priority
                                                                    Long-term

 b. Systems e.g. handling, fencing                               High priority
                                                                    Long-term 

c. Economics- alternatives, competitive intelligence, modeling     High priority
                                                                                                                Long-term

II.  ANIMAL HEALTH

Issues of animal health tend to dominate research and policy initiatives. They can be broken into five groups, depending on the immediate need for answers, for the control of contagious disease or the management of disorders. In addition there is a commercial value to disease control that should be recognized separately.

a. Emerging Diseases:                                                                           High priority,
e.g. Malignant Catarrhal Fever and Johne’s Disease                      Short-term

b. Existing Diseases
Reportable - brucellosis, blue tongue, anthrax, tuberculosis:       High priority,
                                                                                     Long-term  

Production - IBR, BVD, pinkeye, and shipping fever:                Medium priority
                                                                                                            Short & long-term

c. Nutritional Disorders- bloat, grain overload, acidosis             Low priority
                                                                                   Long-term

d. Product Approvals- labeling                                                  Low priority
                                                                               Long-term       

III.  ANIMAL NUTRITION

A unique feature of bison production is that it is viable with a year-round reliance on forage resources. Several things are not known about bison, including their efficiency on pasture, their need for supplemental feeds, and the adaptations of their physiology to feed sources and climate. If protein is the commercial end product, then the industry needs to know how to produce it.

a. Suitability of Forages i.e. summer/winter, bulls/heifers                        High priority
        e.g. long term grazing study – persistence                                         Long-term

b. Rumen Function / Profile-microbial, enzyme                                         Low priority
                                                                                            Long-term 

c. Nutrient Requirements-vitamins, minerals, protein, energy...            High priority
                                                                                                                       Long-term 

d. Animal Physiology- protein, water, urine...                                           High priority
                                                                                            Long-term 

e. Nutritional Requirements for reproduction, maintenance,                  High priority
             growth and finishing- by gender, age and season                      Long-term 

f. Function/benefit of feed additives                                                          Low priority
                                                                                     Short & long-term

IV.  REPRODUCTION

Although generally, there is little desire within the industry to over manipulate reproduction and to apply reproduction technologies to bison, the need to establish basic reproductive function remains.  On the production level, pregnancy and calving rates are accepted as over 85% when adequate forage resources are available to the breeding herd.  Therefore, reproduction has been deemed to be low priority.

a. Nutrient requirements for reproduction for heifers,                     Low priority
    cows and bulls                                                                                   Long-term

b. Breeding ratios                                                                                  Low priority
                                                                                                              Short & long-term

c. Male fertility                                                                                       High priority
                                                                                                               Short & long-term

d. Reproductive function of females                                                   Low priority
                                                                                                               Long-term 

e. Assisted reproductive technologies                                              Low priority
                                                                                                               Long-term

V.  GENETICS  

Two major areas of research have been identified under this category.  First, there exists a high priority of the need to quantify the extent and diversity within the existing gene pool.  Many questions remain around wood and plains bison and park bison.   Secondly, applying genetic marker techniques for identification of parents is possible.  Application on a commercial scale has been considered a medium priority.

a. Identification of Genetic Pool                                                     High priority
      -definitive traits, wood vs. plains bison,                               Short & long-term
       black vs. brown, aggression & docility

b. Parentage ID                                                                                  Medium priority
                                                                                                            Short-term

VI.  FINISHING

As the bison industry is a red meat industry, the development of the industry is dependent on its ability to prepare animals for slaughter.  The grain fed aspect of the industry is developing along two lines – placed on feed immediately from weaning or backgrounding before finishing.  Alternately, considerable interest in grass fed finishing exits.  As the industry is currently able to produce animals for slaughter, the percentage of animals attaining A grade is lower than expected.  Therefore, immediate needs are focused on questions related to grading vs. production.  Impact of feeds and feeding on meat quality are also of interest.

a. Grass fed vs. Grain fed and the Variability within Each           Medium priority
                                                                                                            Short & long-term

b. Grading System – particularly, market weight and age            High priority
   -  relationship between grade and meat quality                          Short & long-term
   -  effects of pre-slaughter treatments on meat quality

c. Processing and New Product Development                               High priority
   (related to Marketing #3)                                                               Short & long-term

C:  PRODUCT

I.  MEAT QUALITY  

Bison markets are at an early stage of development at significant price premiums to the major red meats.  It is extremely important to identify, protect and enhance bison meat’s inherent advantages of distinctive flavour and nutrition for the consumer.  Food safety and a perception of “naturally produced” are also important attributes that will help maintain and build a market niche for bison meats in the competitive race for protein food purchases.

a. HACCP Program                                                                               High priority
Residues - drug and pesticide residue                                              Short & long-term
                                                                                         
Identification – pasture to plate ID
Safety - incidence of E. coli in bison meat                                                

b. Feeding for quality (impact of feed on meat quality)                   High priority
(related to Nutrition #5)                                                                        Long-term
                                                                                                                                        
c. Grain fed vs. Grass fed bison                                                            Medium priority
(related to Finishing #1)                                                                        Short & long-term

d. Needs/Profile of the Global Market and the Domestic                  Low priority      
  Market - plus the segments within each of these markets,             Short & long-term
  based on geography, socioeconomic, values and
   their preferences for meat characteristics 

e. Cutout:  - as related to marketing (related to Marketing #5)        Low priority
   - as related to value-added/convenience products                       Short & long-term

D:  HUMAN

Projects that will address research questions designed to determine the benefits of bison meat on human health and nutrition are needed.  Some work has been completed on bison meat nutritive profiles, but flavour profiles and health attributes need attention. Related topics will also be considered.  Questions associated with the associations business could also be considered under this category.

a. Flavour Profile of Meat                                                                    High priority
                                                                                                                  Short & long-term

b. Nutrition Profile of Meat                                                                High priority
                                                                                                                Short-term

Nutritional needs of persons with disease                                      High priority
e.g. bison meat as a source of protein for persons with               Short & long-term
diabetes, cancer, allergies

Progress

What is the progress to date?  As indicated above, the Plan was circulated in July 1999.  Its planned annual update is currently underway – delayed somewhat to take advantage of the Research Discussion Aug 1, 2000 at IBC 2000.  From the Planning Research perspective, Steps 1 through 3 are complete.  The ultimate goals of matching  physical, human and financial resources to research priorities and the establishment of a formal selection process have yet to begin.

Future

Where do we go from here? A more formal collaboration of research and development strategic planning seems like a logical next step. 

First – I would like to see the Strategic Plan updates become entrenched as an annual event.  One way of making this happen is through the Working Group.  Industry (read the National Associations) would set the research and development priorities in consultation with representatives of Government and Researchers. Follow the same basic approach as the Canadian strategy: 

Step 1: update the current status of the industry and  review knowledge gained and set future goals

Step 2: identify areas needing further development

Step 3: set priorities on the identified areas, and ultimately consider

Step 4: a match priorities with available physical, human and financial resources

This planning is especially important with respect to duplication.  It is important to replicate what needs to be replicated and to avoid duplication. 

Once competed, formally circulate the annual updates throughout the research community and to designated National, State and Provincial governments.  Encourage or even request that researchers and government officials to develop their research and or government programs with direct consideration of industry’s identified priorities.

Secondly, the Bison Industry has short-term, medium and long-term development needs.  Funding for short-term research is generally available, but funding for medium and long-term needs is a challenge.  Long-term questions associated with life-time productivity, energy and or protein requirements for growth and finishing, meat characteristics, and market development for example.  Use this Strategic Planning process to request or encourage a particular university/state-provincial government to accept the lead responsibility for an area or discipline requiring long-term study.  For example, North Dakota State University – Carrington Research Extension Centre (CREC) could take the lead for bison finishing programs.  Differences between corn based rations of the mid-west barley based rations and US could be handled at CREC or in collaboration with a designated Canadian University.  Questions relating to genetics could be assigned to the University of Alberta and Texas A&M.  Designate current initiatives, like the long-term grazing initiative implemented by the Peace Country Bison Association, Agriculture & Agri-Food Canada, Alberta Agriculture Food and Rural Development and three other partners, as the industry leaders for pasture and or winter grazing related research questions.  Encourage Agriculture & Agri-Food Canada - Red Meat Centre Lacombe and North Dakota State University, for example, to commit to the lead on questions of meat quality and characteristics.   Finally, consider allocating 3% of the industry Gross Domestic Product (GDP) for Research & Development.  This is the targeted level for nation building and many successful electronics firms are funding in the 8 to 10% range. 

The long-term benefit of this approach, would be direct Industry involvement with research and development needs.  Within the University setting, this approach would contribute to encouraging new graduate students to review the Bison Industry Strategy Plan prior to setting their research question(s).  So to a greater extent, we can match their natural curiosity with industry’s needs.  With Strategic Planning, the Bison Industry could make a long-term commitment to a long-term initiative in collaboration with a University or Professor that is willing to dedicate a portion of his/her career to long-term questions pertinent to the commercial industry.  Once that has begun, s/he will be able to attract graduate students on a continuing basis.  As funds are identified for research, Industry could consider funding a Research Chair at Universities that are committed to the Industry.

How do we do this?  One option is to invite interested persons and organizations to a North American planning session with the goal of creating the North American Strategic Plan document.  This group would operate as an International Bison Research and Development Working Group.  A second option would to maintain parallel organizations within each Country.  Each Country would develop and update their own Strategic Plan but 8-12 representatives of industry, government and the research community would be designate to an North America Research Planning Committee that would be charged with looking for collaborative opportunities and avoidance of  duplications.  A third less formal option, would be to actively encourage the formation of alliances.  Alliances tend to develop naturally along disciplines and to a certain extent they are already happening.  However, it could be in the strategic interest of the National Associations to have a reporting process, where-by, everyone involved with a research and development alliance would report what they have accomplished and what they are planning on an annual basis.  This option could be modified to take the form of a ‘clearinghouse’ concept.  In all, the Working Group concept would be more directive while the alliance/clearinghouse format would be more reactive. 

Another consideration would be to decide whether or not the Associations will be reactive or proactive with the research funds that are available. Either receive requests as they come in and react to them or indicate that W dollars are available for priority areas X, Y and Z and request proposals to be reviewed at a fixed time.  With the formation of Bison Commissions (Canada) becoming imminent, it is important to put the formal processes in place sooner rather than later.  This point will increase in importance as ‘check-offs’ are implemented. 

Regardless of which method industry implements with respect to strategic planning, the more directly involved the Associations become in setting priorities and collaborating with Universities and Governments to address those priorities, the more industry can focus its limited resources toward the ‘critical key knowledge gaps’. Overall industry development will benefit.

Summary

The body of work on bison is astounding in its diversity, volume, time line and suitability to application to the commercial bison industry, however, many large and critical knowledge gaps remain for much of the commercial bison industry.  Research can fill those gaps but because of the length of time associated with long-term research initiatives, a strategic approach is required.  ‘Bison 2000 - A Strategic Plan for Research and Development Needs of the Canadian Bison Industry’ is proposed as a basis for the development of a North American Strategy to be led by an International Working Group.  Other options are proposed, all which need to be fully integrated among industry (National Associations), government and research.  The more collaborative the effort, the greater the overall benefit to industry development.

References

American Bison Association.  1993.  Bison breeders handbook.  3rd ed. American Bison Association, Denver, CO.

Arthur, G. W. 1972.  A buffalo round up: a selected bibliography.  Canadian Plains Research Center.  University of Regina. SK.

Boyd, M. M. 1914.  Crossing bison and cattle.  J. Heredity 5: 189-197.

Dary, D. 1974. The buffalo book: the final saga of the American animal.  Sage Books.

Gates, C. and Reynolds, H. 1989.  The recovery of wood bison in Canada.  Government of Northwest Territories, Department of Renewable Resources Publication, September 1989.

Goodnight, C. 1914.  My experience with bison hybrids.  J. Heredity. 5: 197-199.

Hornaday, W. T. 1890.  The extermination of the American Bison.  Report of the United States National Museum for 1887, 1890, pp. 367-548.

Irby, L. and J. Knight, eds. 1998.  International symposium on bison ecology and management in North America.  Montana State University, Bozeman, MT. 395 pp.

National Buffalo Association. 1993.  Buffalo producer’s guide to management and marketing.  K. Dowling, ed.  R. R. Donnelley & Sons Company, Chicago, IL.

Meagher, M. 1978. Bison. Pages 123-133 in J. L. Schmidt and D. L. Gilbert, eds. Big game of North America: ecology and management. Stackpole Books, Harrisburg PA.

Ogilvie, S. C. 1979.  The park buffalo. Calgary-Banff Chapter, National and Provincial Parks Association of Canada. Sub. P. O. 91, The University of Calgary, Calgary, AB.

Peters, H. F. 1984. American bison, and bison-cattle hybrids.  Pages 46-49 in I. L. Mason, ed.  Evolution of Domesticated Animals.  Longman, London.

Roe, F. G. 1970.  The North American buffalo: a critical study of the species in its wild state.  2nd ed.  University of Toronto Press, Toronto, ON. 957 pp

Rutley, B. D. 1999. Bison 2000 - A Strategic Plan for Research and Development Needs of the Canadian Bison Industry.  Unpublished report.

Rorabacher, J. A. 1970.  The American Buffalo in transition: an historical and economic survey of the bison in North America.  North Star Press. Saint Cloud, MN.

Walker, R. E. 1993.  Editor, Proceedings: North American public herds symposium, July 27-29, 1993, Lacrosse, WI.  pp. 444.