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, the community and other researchers.

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

This is achieved via an extensive publishing program, including the hosting 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.

The RIRDC Communication Strategy developed in 1998-99 provides the basis for ongoing communications activities.

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 2001-02.

Key sub-program strategies
 

• Encourage electronic access to RIRDC’s information bank and to more than 600 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 2001-2002

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.
• Deliver copies of relevant reports to specialist journalists and/or publications.

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 2001-2002

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 2001–2002

Annual sales of more than 6000 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 2000–2001
 

• Developed and promoted the RIRDC electronic (email) newsletter, including a new monthly edition listing all new reports. Distributed to more than 1600 people and/or organisations in the rural sector. The newsletter includes links to RIRDC information, publications and website.
• Continued the development of RIRDC’s Website, posting reports in PDF and html format. Hits, or accesses to the RIRDC site, have doubled over the past year from 60,000 per month to 120,000 per month.
• Established and developed RIRDC Rural Women of the Year website.
• Promoted the online bookshop that enables users to purchase publications. The online bookshop received nearly 3,000 accesses and averages about 20 transactions a month. (this has been growing steadily since inception).
• Released 165 research reports, bringing the total number of research titles available to the public to about 600.
• Released 20 Short Reports, taking this series to 100.
• RIRDC Rural Women of the Year awards program was successfully managed, with 17 winners and finalists attending a leadership seminar and awards ceremony in Canberra.
• Launched major new industry publications:

i)      Thirty Australian Champions
ii)     E-commerce in Rural Areas – Case studies and workshops
iii)   The palatability & potential toxicity of Australian weeds to goats
iv)   New pharmaceutical, nutraceutical and industrial products – the potential for Australian agriculture
• With other rural RDC’s, continued to participate in the Innovate Australia Food and Fibre campaign highlighting the importance of research in everyday life.
• Improved internal communications with the ongoing development of the RIRDC Extranet.
• Conducted the biennial user survey, which found continued improvement in RIRDC communication performance since the surveys began in 1995.

Sub-Program 5.2: Staffing

Objective:  To attract and retain an innovative, productive, creative and committed group of staff.

Budget:     $1,451,769

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 and ensure staff understand their employment relationship with the Corporation.

Strategies for 2001–2002
 

• 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 and Directors 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 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 2001–2002
 

• 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.

Expected key outcomes in 2001–2002
 

• 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 2000–2001
 

• Continued to proactively provide training opportunities to staff, facilitating skills update and professional development.  During the year many staff members enhanced their skills in PC based applications (including internet based applications) and others embarked on postgraduate study endeavours to strengthen their professional development.
• Conducted a two day workshop in Canberra (December 2000) involving all Corporation staff and a number of Directors that facilitated the preparation of key elements in relation to the Annual Operation Plan 2001/2002. The workshop gave all staff and Directors 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.
• In relation to the Corporation’s OH&S policy and plan, the Corporation updated the skills of its first aid officers and purchased computer monitor glare guards for all staff.
• In consultation with staff, reviewed the RIRDC General Terms and Conditions of Employment to include provision for ‘purchased leave’ and redundancy outplacement support.  The new arrangements will be renewed again in September 2002.  The performance based review of staff was undertaken and the appropriate market movement indexation factor was determined and applied to base salary reviews, subject to performance.

Sub Program 5.3: Corporate Activities, Finance and Administration

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

Budget:      $1,404,620

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.
• Support our staff team by providing leading edge IT infrastructure and services.
• Institute appropriate risk management procedures.
• Provide cost-effective office support services.

Strategies for 2001–2002
 

• Continue to manage the Corporation’s accountability by processing and reporting its financial and business activities and position in accordance with Board approved financial management policies and procedures and best practice.
• Participate in corporate communications initiatives planned for 2001–2002.
• Continue the development and refinement of the Corporation’s computerised systems.
• Maintain the Corporation’s ISO 9002 Quality Accreditation System and associated training for all staff.
• Continue to implement the Corporation’s Risk Management and Fraud Control plans.
• Continue to monitor and refine the Corporation’s GST processes and systems.

Expected key outputs in 2001–2002
 

• Unqualified internal and external audit reports.
• 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/Comcover approved Fraud Control/Risk Management plans 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 2001–2002
 

• Recognition by the Parliament of the Corporation’s appropriate custodianship of Commonwealth and industry funds as they relate to the management of R&D programs.
• 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 Plan.  Also, staff awareness of areas of risk to the Corporation when conducting its activities and related strategies to deal with such risks.
• RIRDC business conducted in compliance with the GST legislation and associated tax rulings issued by the Australian Taxation Office.

Achievements in 2000–2001
 

• 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.  Also, revised website to comply with government policies in relation to privacy, accessibility and security.  Further developed the Corporation’s web-based ‘intranet’ site for easy access by all staff and Directors to useful corporate information.  Continued to develop an 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 together with the upgrading of hardware to allow maximum staff efficiency in supporting the activities of the Corporation.
• Compliance with the Government’s ‘On-line’ service delivery requirements including enabling an electronic funds transfer mechanism in relation to procurement of goods and services by the Corporation.
• Maintained ISO 9002 Quality accreditation for the Corporation.
• Smooth transition for the Corporation to operating effectively under the Government’s new Goods and Services Tax (GST) regime that commenced 1 July 2000.

Sub Program 5.4: Program Impact Evaluation

Budget:      $75,000

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 rolling 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 2001–2002
 

• 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 Emerging New Industries Program.
• Develop mechanisms for integrating this information into the decision-making processes for Corporation operations.
• Undertake detailed evaluations of a significant set of projects for the Rice Program. Develop collaborative links for these evaluations with the CRC for Sustainable Rice Production.

Expected key outputs in 2001–2002
 

• A report providing an overview of all completed projects for the Emerging New Industries Program using the evolving systematic framework.
• An evaluation of a set of completed projects for the Emerging New Industries Program.
• An evaluation of a set of projects for the Rice Program.

Expected key outcomes 2001–2002
 

• 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 in 2000–2001
 

• 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 Future Agricultural Systems Program.
• Developed a detailed overview of all completed projects in the Program. 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, 18 completed. Rates of return for evaluated projects were found to range from 29 to 49 per cent. Benefit-Cost ratios ranged from 7 to 190.

Evaluation of the Prospective New Industry Program – An Overview of All Projects: Stage 1

by J Gordon et al

The Prospective New Industry Program provides research and development opportunities for products that are either novel to Australian producers or yet to be widely developed as commercial products. This report provides a brief history of all projects that have been completed or are currently underway in this program. As far as possible, inputs and outputs and impact areas of each project have been identified.
2000, 152pp, Pub No 00/114
$15

by The Centre for International Economics

This report is Stage 2 of an overall evaluation of the Prospective New Industry Program. In the first stage, a list of all completed and continuing projects was compiled, and an initial assessment of the likely outcomes conducted. In this stage benefit cost evaluations were undertaken on seven project sets identified in Stage 1.
2000, 97pp, Pub No 00/115
$10

Impact Evaluation of RIRDC’s Established Industries Program – Stage 1

by J Gordon & L Davis

Provides an overview of RIRDC’s Established Industry Program, part of the overall evaluation program. Gives a brief history of the R&D projects that have been completed in each program and makes an initial assessment of the likely outcomes of these projects. Designed to provide guidance to the reader of the type of return that the project might deliver.
1999, 172pp, Pub No 99/090
$15

Impact Evaluation of RIRDC’s Established Industries Program – Stage 2

by J Gordon & L Davis

This report constitutes the second stage of RIRDC’s Established Industry Program evaluation.  The evaluation consists of eight detailed benefit–cost assessments of projects identified in stage 1. Benefit–cost assessments were undertaken so as to provide information to program managers on the potential pay-offs from projects that receive RIRDC funding.  Part two of a two part series.
1999, 121pp, Pub No 99/091
$15

Additional reading 
 

• Commercial Prospects & Research Priorities for New Industries, (97/052 1997, 68pgs, $15)
• Gains in Shaping the Future ,(94/015 1994, 93pgs, $15)
• Gains in Shaping the Future - 2, (97/057 1997, 80pgs, $15)
• Guidelines for Economic Evaluation of R&D, (97/084 1997, 57pgs, $15)
• Research & Development - An Evaluation, (93/007 1993, 61pgs, $10)
• Returns to Agriculture from Public Research Betw 1953 & 1994, (97/008 1997, 36pgs, $15)
• RIRDC’s Emerging Industries Program – Benefit Cost Analysis, (98/104 1998,105pgs, $10)
• Role of Government in New Industry Development, (94/013 1994, 70pgs, $10)

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