Program 5: Portfolio Management

Corporate Communications Staffing Corporate Activities, Finance & Administration Program Impact Evaluation

Sub-Program 5.1 Corporate Communications

Budget: $350 000

Background

RIRDC encourages communication at the program and corporate level. Importance is placed on the research and its outcomes being utilised by industry.

Communication is essential in turning the outcomes into outputs which benefit rural Australia.

This is done via an expansive publishing program, including the loading of most final reports on the Corporation’s website www.rirdc.gov.au, a series of industry specific and corporate newsletters, profile articles in selected press and other direct and indirect communications.

This is a continuation of the RIRDC Communication Strategy developed last year.

Integrated into the strategy is a marketing scheme identifying audiences and promoting information direct to targeted groups. Further market profile and development is planned in 2000-01.

Key sub-program strategies
 

• Encourage electronic access to RIRDC’s information bank and more than 450 publications through its website (www.rirdc.gov.au).

• Develop and maintain a long term value for the RIRDC brand by:

• actively directing and influencing the corporate profile and perceptions;

• building awareness and knowledge of RIRDC and its activities;
• demonstrating value to stakeholders and return on investment;
• promoting ownership of RIRDC-developed products; and
• being committed to quality, credibility and service.
• Support existing communication channels by:

• resourcing appropriately to maximise opportunities;

• strategically planning to improve efficiencies;

• initiating new areas of business for RIRDC’s cooperative marketing plan;

• working collaboratively with sub-programs and partners to develop, manage and market projects; and

• developing and sharing information systems to build management skill and delivery.

• Develop new communication channels by:

• identifying the future communication needs of stakeholders and key audiences;

• strategically planning to expand the product mix and mediums employed;

• employing the latest technology and systems to deliver communications products;

• encouraging initiative and innovation; and

• working collaboratively to build productive partnerships.

• Develop and enforce a quality standard and style for all communication products by:

• strategically planning and delivering quality communication;

• employing efficient production processes; and

• forging closer and more personal working relationships with sub-contractors and researchers.

• Monitor performance by:

• evaluating recognition by stakeholders and key audiences;

• establishing relevant performance targets to drive activity and progress; and

• regularly reviewing results to adjust priorities and develop new initiatives.

Strategies for 2000-2001

Publishing

• Continued development of RIRDC’s Internet site (including intranet and e-commerce enabled publication shop).

• Deliver the results of research by publishing final reports that are made available to all targeted audiences.

• Condense selected research into short reports of approximately eight pages.

• Produce and deliver industry newsletters to identified industry audiences.

• Produce specific products as required to meet the needs of individual industries.

• Electronically publish all identified reports and corporate publications on the RIRDC website.

Media

• Build the corporate identity for RIRDC as ‘a leading innovative well-managed research broker investing industry and public funds to advance Australian agriculture’ using key media as a conduit.

• Extend research and information via news releases and targeted articles, especially to strategic areas identified in the key sub-program strategies.

• Advertise key outcomes.

Marketing

• Promote the RIRDC message via strong corporate branding of products and the development of individual campaigns.

• Promote key products and reports via various campaigns.

• Fully develop electronic ordering of RIRDC reports and publications using the Internet.

• Expand and develop key databases of audiences.

• Initiate and participate in cooperative ventures with other R&D organisations and researchers.

• Deliver key outcomes to association and industry forums.

Evaluation

• Monitor the sales of final reports and the distribution of short reports.

• Monitor media responses.

• Assess recognition via key stakeholders and grower groups.

• Monitor Internet usage and publication ordering via electronic means.

• Assess the effectiveness of marketing and promoting the RIRDC message via strong corporate branding of products and the development of individual campaigns in cooperation with sub-programs.

• Assess the recognition of RIRDC’s corporate identity.

Expected key outputs in 2000-2001
 

• Production and distribution of four corporate newsletters to 3500 identified industry participants.

• Publication and marketing of 140 final research reports.

• Publication and marketing of 30 short reports.

• Production of at least 30 news articles on RIRDC research and their distribution to targeted media.

• Articles incorporated in general R&D publications promoting RIRDC’s corporate message (for example, Shaping the Future, Australian R&D Review).

• Full integration of all RIRDC programs and research developments on the website.

Expected key outcomes in 2000–2001
 

• Sales of more than 4000 RIRDC research publications.

• Continued increase in use of the developed research as education tools by libraries and institutions.

• Greater knowledge among the expanding group of stakeholders embracing new and emerging rural industries.

• Greater awareness and use of RIRDC’s website for information gathering, funding applications, and publication ordering.

Achievements in 1999–00
 

• Finalised the Corporation’s new five-year-plan and printed and distributed one new industry five-year-plan.

• Established an electronic newsletter linking 1600 secondary communicators in the rural sector to RIRDC information, publications and website.

• Continued the development of RIRDC’s Website, posting reports in PDF and html format. Attracted up to 57,000 hits a month.

• Set up an online publications catalogue for the RIRDC site enabling users to simply purchase publications.

• Released 150 research reports, bringing the total number of research titles available to the public to nearly 500.

• Released 30 Short Reports, taking this series to 90.

• Launched three major new industry publications:

i)  The Australian Farmers Guide to the Internet (second edition) builds on the initial information offered in the first edition on electronic communications.

ii) Feeding Horses in Australia, has been widely accepted by the equine industry as a “bible” on feed information for all sectors.

iii) Reason versus Emotion: Requirements for a successful WTO Round.

• With other Rural RDC’s developed the Innovate Australia Food and Fibre campaign highlighting the importance of research in our everyday lives. Included launch of IA magazine.

• Improved internal communications with the introduction of the RIRDC Extranet.

• Published the biennial user survey which found continued improvement in RIRDC Communication performance since the surveys began in 1995.

Sub-Program 5.2: Staffing 

Budget:          $1 188 997
 

Background

The majority of RIRDC’s staff is headquartered in Canberra. In addition to these core human resources, the Corporation employs research program managers on a part-time basis who undertake their activities from other parts of the country. It is vital that all our staff, part-time and full-time, work in a team-based environment with clear channels of communications so as to deliver a value for money service.

Key sub-program strategies
 

• Recruit competent people to our staff team by providing a stimulating, safe and healthy work environment, and by appropriate training to regularly update our skills.

• Remunerate our staff team by reference to market movements and personal performance.

• Support our staff team by providing leading edge IT services.

Strategies for 2000–2001
 

• Continue to encourage staff to improve their skills base by providing appropriate training opportunities that will better equip them to perform their duties in an efficient and effective manner while contributing to their own professional and personal development.

• Convene a staff workshop involving all Corporation staff in a team environment to facilitate feedback and review in relation to current operational practices, corporate planning initiatives, communications impact of Corporation activities, team building etc. If possible the workshop will be expanded to include Board Directors and Chairs of the R&D Advisory Committees.

• Continue implementation of the Corporation’s OH&S policy and plan.

• Continue commitment to RIRDC’s Cultural Statement, fostering a cooperative, supporting and understanding peer relationship among Corporation staff.

• Review the RIRDC General Terms and Conditions of Employment facilitating the performance based review of staff and determination of the appropriate market movement indexation factor to be applied to base salary reviews, subject to performance.

Expected key outputs in 2000–2001
 

• Relevant training activities organised for and conducted by staff and the opportunity for staff to undertake vocational related further education.

• A staff workshop held during the year at a time suitable for the attendance of staff.

• Adherence to Corporation’s OH&S policy and plan.

• Joint staff activities held every two months.

• A revised set of RIRDC General Terms and Conditions of Employment.

Expected key outcomes in 2000–2001

Competent and well-trained staff contributing to the Corporation’s achievement of corporate objectives and goals.
 

• Opportunities for all staff, Directors and Chairs of R&D Advisory Committees to contribute their views and share their experiences in a relaxed close-knit environment as the Corporation further develops its operations, activities and strategic direction.

• A safe and healthy work environment for all staff.

• An amicable and supportive work environment, with staff jointly contributing to the Corporation’s achievement of corporate objectives.

• A clear understanding by staff of their employment relationship with the Corporation.

Achievements in 1999–2000
 

• Continued to proactively provide training opportunities to staff, facilitating skills update and professional development.  This included a one day workshop in April 2000 where all Canberra based staff had the opportunity to improve their writing skills.

• Conducted a two day workshop in Canberra involving all Corporation staff that facilitated the preparation of key elements in relation to the Annual Operation Plan 2000/2001. The workshop gave all staff the opportunity to contribute their ideas and views to the corporate planning process, allowing for the cross-fertilisation of the Corporation’s significant expertise within its ranks. The workshop also reviewed various operational issues and methods of improved communications between the Corporation and its external Research Managers.

Sub Program 5.3: Corporate Activities, Finance and Administration

Objective: To provide cost-effective and best  practice support service for the Corporation.

Budget:  $1 470 376

Background

The Corporation’s corporate activities, finance and administrative support services provide essential backup and accountability for all its functional responsibilities under the Primary Industries and Energy Research and Development Act 1989 and the Commonwealth Authorities and CompaniesAct 1997.

Key sub-program strategies
 

• Maintain financial records and accounts in accordance with Commonwealth Authorities and Companies Act 1997.

• Institute appropriate risk management procedures.

• Provide cost-effective office support services.

Strategies for 2000–2001
 

• Participate in corporate communications initiatives planned for 2000–2001.

• Continue the development and refinement of the Corporation’s computerised systems.

• Maintain of the Corporation’s ISO 9002 quality accreditation system and associated training for all staff.

• Implement a revised Fraud Control Policy and Plan 2000-2002 for the Corporation in accordance with the guidelines issued by the Commonwealth Law Enforcement Board in 1994 entitled ‘Fraud Control Policy of the Commonwealth (incorporating an Interim Ministerial Direction on Fraud Control) or revised Fraud Control Policy of the Commonwealth as may be approved by the Minister for Justice and Customs before or during 2000-2001.

• Continue to monitor and refine the Corporation’s GST processes and systems.

Expected key outputs in 2000–2001
 

• Enhanced Corporation Internet and intranet sites.

• Demonstrated advancement of the Corporation’s computerised systems.

• Satisfactory internal and independent audit reports in relation to the Corporation’s ISO 9002 Quality System demonstrating compliance with the Australian Standard.

• RIRDC Board and Commonwealth Law Enforcement Board approved Fraud Control Policy and Plan 2000-2002 for the Corporation.

• Appropriate GST processes and systems put in place for the recognition and administration of the GST impacts on RIRDC’s business.

Expected key outcomes in 2000–2001
 

• Stable computerised systems that enable Corporation staff to do their jobs effectively and efficiently by providing easy internal and external communications via reliable email facilities and Internet-based mechanisms.

• An efficient and effective certified Quality System that is embraced by all staff as the way RIRDC carries out the administration of its business to ensure a standard of product and service which meets customer and stakeholder expectations.

• Staff awareness of the importance of reporting suspected instances of fraud within the Corporation in line with the policies and procedures contained in RIRDC’s Fraud Control Policy and Plan 2000-2002.

• RIRDC business conducted in compliance with the GST legislation and associated tax rulings issued by the Australian Taxation Office.

Achievements in 1999–2000
 

• Demonstrated full compliance in relation to the Corporation’s reporting and accountability obligations under the Primary Industries and Energy Research and Development Act 1989 and the Commonwealth Authorities and Companies Act 1997.

• Enhanced the Corporation’s website to allow wide dissemination of the Corporation’s charter, activities, outputs and outcomes to a broad range of audiences.  Further developed the Corporation’s web-based ‘intranet’ site for easy access by all staff and directors to useful corporate information.  Also developed a new industry standard e-commerce enabled shop to make RIRDC publications available for ‘real time’ purchase on-line using credit cards.

• Continued to develop computer network and software applications to allow maximum staff efficiency in supporting the activities of the Corporation.

• Implemented the Corporation’s Board approved Year 2000 Compliance Strategy in accordance with the requirements of the Office for Government Online.  As a result of this preparation, the Corporation experienced no adverse effects in relation to the Year 2000 problem.

• Achieved ISO 9002 Quality accreditation for the Corporation.

• Significant preparation in terms of required process and systems implementation for the Corporation to operate effectively under the Government’s new Goods and Services Tax (GST) regime commencing 1 July 2000.

Sub Program 5.4: Program Impact Evaluation 

Budget: $100 000

Background

Program impact evaluation provides an important component of determining whether the research programs are achieving specified performance targets and whether stakeholders’ funds are achieving measurable impacts.

Key sub-program strategies
 

• Develop a schedule of impact evaluation for completed projects such that a sample of projects in each of the major research programs is evaluated on a four-year rotating basis.

• Devise effective measures of the direct benefits to the targeted industry and of indirect benefits to the broader community.

• Undertake these evaluations in a manner such that in the longer term they can be used to develop more effective support for the research programs and strengthen the project selection process.

• Develop effective collaborative evaluation activities with other R&D corporations and institutions.

Strategies for 2000–2001
 

• Continue to develop a consistent and integrated system for completed project evaluation, with published reports to complement the RIRDC/ GRDC Guidelines. Apply these evolving guide­lines to the Future Agricultural Systems Program.

• Evaluate a set of completed projects in a range of R&D areas and sub-programs. Develop mechanisms for integrating this information into the decision-making processes for these sub-programs.

Expected key outputs in 2000–20001

A report providing an overview of all completed projects for the Future Agricultural Systems Program using the evolving systematic framework.

An evaluation of a set of completed projects for the Future Agricultural Systems sub-programs.

Expected key outcomes 2000–2001
 

• Improved confidence by our stakeholders that our investments are providing significant returns.

• Adoption of more detailed evaluation activities to support decision-making in all RIRDC Programs.

Achievements for 1999–2000
 

• Continued the development of a consistent, integrated system for evaluating completed projects.

• In line with RIRDC’s ongoing impact evaluation program, undertook evaluations for the Prospective New Industries Program.

• Developed a detailed overview of all completed projects in both the New Plant Products and New Animal Products sub-programs. This was used as the basis for selecting projects for detailed impact evaluation. This major task provided a constructive base for identifying sets of research projects, which make up research efforts. It has facilitated identification of those efforts that have reached the final impact stage and those that will require further develop­ment before they have production impacts. These overviews will be used by the sub-programs to guide future project development.

• Evaluated in detail 21 completed projects for the New Plant Products (11) and New Animal Products (10) sub-programs. Rates of return for evaluated projects were found to range from 6 to 230 per cent. Benefit/Cost ratios ranged from 1.1 to 36.

• Interacted, via a workshop, with the Land and Water R&D Corporation in their evaluation activities.