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    RIRDC ANNUAL OPERATIONAL PLAN 2002-2003

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    Program 5: Portfolio Management
     
    • Corporate Activities, Finance & Administration
    • Staffing
    • Corporate Communications
    • Commercialisation
    • Program Impact Evaluation

     

    Sub Program 5.1: Corporate Activities, Finance and Administration

    Manager:
    Mr Claudio Ciuffetelli
    Phone: 02 6272 4656
    Fax: 02 6272 5877
    Email: claudio.ciuffetelli@rirdc.gov.au

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

    Budget: $1,395,320

    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 Companies Act 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 2002–2003

     
  • 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 2002–2003.
  • 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.
  • Build on achievement of the Government’s ‘On-line’ requirements to enhance the availability of relevant Corporation information electronically and the refinement of e-business systems to a ‘best practice’ standard.

    •       Expected key outputs in 2002–2003  
  • 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.
  • Best practice ‘On-line’ e-business processes and systems put in place for the delivery of Corporation activities.
    •  Expected key outcomes in 2002–2003  
  • 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 The Corporation’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.
  • Corporation business conducted in compliance with the Government’s ‘On-line’ policy.
    •


    Achievements in 2001–2002

     
  • 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.
  • Achieved compliance with the Government’s ‘On-line’ service delivery requirements including making relevant information available electronically and 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.
    •

    Sub-Program 5.2: Staffing

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

    Budget: $1,622,306

    Background

    The majority of RIRDC’s staff is headquartered in Canberra. 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 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 2002–2003

     
  • Facilitate the transition of a new Managing Director into the Corporation.
  • 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.
  • 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 2002–2003  
  • Full support by the staff for the new Managing Director and the new Board.
  • 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. The objective is no claims lodged with Comcare in 2002–2003.
  • Number of sick leave days per employee in Quartile 1 of the RIRDC Benchmark (issued by Mercer, Cullen, Egan, Dell).
    •


    Expected key outcomes in 2002–2003

     
  • 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 2001–2002

     
  • Successful staff workshop held in December 2001 that set a workplace agenda for 2002.
  • Continual upgrading of staff competencies, particularly with respect to computer skills. Other areas covered included desk top publishing, accounting and new taxation arrangements, and science communications.
  • Timely recruitment of high quality people to replace staff leaving the Corporation.
  • Results of biannual staff survey that gave the Corporation a strong endorsement as a preferred employer
  • Workstation assessments conducted for all staff by a qualified occupational therapist, ensuring an optimal OH&S workplace environment.
    •

    Human Resources Benchmarking(a)
    RIRDC in Context


    Sub-Program 5.3 Corporate Communications

    Objective: Encourage and foster the adoption of RIRDC research through the delivery of concise information to stakeholders and key audiences.

    Budget: $350,000
     
    Media Manager:
    Mr Murray Hansen
    Phone: 02 6272 4735
    Fax: 02 6272 5877
    Email: murrayh@rirdc.gov.au    		 Publications Manager:
    Ms Cecile Ferguson
    02 6272 3186
    02 6272 5877
    cecilef@rirdc.gov.au

    Mr Martin Field
    02 6272 4404
    02 6272 5877
    martinf@rirdc.gov.au

    Background

    RIRDC encourages communication at the program and corporate level. A key focus of the communications program is 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), where they can be downloaded free of charge. There is also a series of industry specific and corporate newsletters, profile articles in selected press and other direct and indirect communications, including advertising campaigns.

    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 for 2002-03. This includes such things as event sponsorship and having a physical presence at key conferences and exhibitions.

    Key sub-program strategies

     
  • Encourage electronic access to RIRDC’s information bank of more than 700 publications through its website (www.rirdc.gov.au).
  • Encourage purchase of publications from our online bookshop.
  • 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
    •
  • 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
  • developing and sharing information systems to build management skill and delivery.
    •
  • Develop new communication channels by:
  • strategically planning to expand the product mix and mediums employed
  • employing the latest technology and systems to deliver communications products
  • encouraging initiative and innovation
  • 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
  • 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
  • regularly reviewing results to adjust priorities and develop new initiatives.
    •


    Strategies for 2002–2003

    • 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.
      • 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.
      • Advertise key outcomes and publications.
      • 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.
      • Further 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 through the use of tools such as Powerpoint presentations by program managers.
    • 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 2002–2003

     
  • Production and distribution of four corporate newsletters to 3500 identified industry participants.
  • Publication and marketing of approximately 200 final research reports.
  • Publication and marketing of a number of 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 2002–2003

     
  • Sales of more than 7000 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.
    •


    RIRDC's Target Audiences
     
    1. Producers Current Potential/new entrants x xx    x x x
    2. Grower organisations Industry Associations NFF  State-based affiliates x x x
    3. Government and policy makers Federal Minister Parliamentary Secretary AFFA State Ministers x x
    4. Research partners & technical providers State departments for agriculture and resources CSIRO Universities Private companies Austrade & Supermarket to Asia Others
    5. Media Rural specialists

    Industry specialists

    		 Regional  Metropolitan Trade incl. food industry R&D journalists Others
    6. Community Libraries Educators Interested others x x  x
    7. End users Consumers Marketers x x x x
    8. Internal Canberra-based staff Externally based staff Directors Advisory Committee Members Contractors x

    Achievements in 2001–2002

     
  • Developed and promoted the RIRDC electronic (email) newsletter, including a new monthly edition listing all new reports. Distributed to more than 1800 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, which now includes the ability to search for reports and other information. 'Hits' now average more than 500,000 per month, with the ratio of 'pages served' more than a third of total 'hits'.
  • Further 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 slowly since inception).
  • Released 130 research reports, bringing the total number of research titles available to the public to about 700.
  • Released 12 Short Reports, taking this series to 111.
  • RIRDC Rural Women of the Year awards program was successfully managed. Managed and designed all aspects of awards literature, website and awards dinner presentations.
  • Deputy Prime Minister John Anderson launched the Kit for Small Town Renewal.
  • Launched major new industry publications:
    • Equine Laminitis
    • The Carbon Farmer Report and computer model
    • Trees, Water & Salt: An Australian Guide to using trees for healthy catchments & productive farms
    • Rural & Regional Guide to E-commerce
  • 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 5.4: Commercialisation

    Manager:
    Dr Simon Hearn
    Phone: 02 6272 4819
    Fax: 02 6272 5334
    Email: simon.hearn@rirdc.gov.au

    Objective: To facilitate the commercialisation of research outputs where this provides the greatest benefits to stakeholders.

    Budget: Across the Corporation

    Background

    Adoption of research outputs is a key core focus of the Corporation. This process can be achieved by an energetic and innovative publication effort (sub-program 5.1), but adoption can also be achieved by the development of IP rights that provide their own set of incentives to foster adoption. The Corporation has developed guidance principles to foster these commercialisation pathways in our own operations.

    Key sub-program strategies

     
  • Facilitate adoption by commercialisation where that is in the interests of stakeholders.
  • Ensure that commercialisation options are considered at the time a project is contracted.
  • Project management will be premised on the basis that it may generate valuable IP.
    •


    Strategies for 2002–2003

     
  • Ensure that the Corporation’s commercialisation framework is set out clearly in ‘Research Priorities 2003-2004’ to be released in August 2002.
  • Hold a workshop of all RIRDC staff/research managers early in 2002–2003 to develop detailed guidelines that expand on the commercialisation principles.
  • Initiate training so that skills required to implement guidance principles are enhanced.
  • Expand the reporting coverage of the existing Royalty Register to include those projects that have or may yield valuable IP capable of being protected by IP rights.
    •


    Expected key outputs in 2002–2003

     
  • A stronger focus on commercialisation pathways that would lead to an increase in usage of IP instruments.
  • Codification of commercialisation guidelines in the Quality Assurance Manual of the Corporation.
    •


    Expected key outcomes in 2002–2003

  • Stronger adoption of research outputs funded by the Corporation.
    •
     
    TEN PRINCIPLES
    1. In all cases, RIRDC will manage research outputs in such a way as to maximise the benefit to its stakeholders. In some cases this will be achieved through commercialisation of research results.
    2. RIRDC will proceed on the basis that if research results are commercialised it will own a share of the IP. This share of IP ownership will be agreed by all parties when projects are contracted.
    3. Commercialisation will be implemented when it provides faster, more sustainable or more practical avenues for making new products, processes and services available to RIRDC’s primary stakeholders.
    4. The primary objective of commercialisation is not to raise funds for RIRDC. Rather RIRDC’s goal is to maximise the uptake and benefits flowing from its investments in rural research. The aim is to make new technologies available to stakeholders as quickly and as cost-effectively as possible.
    5. Research must be managed on the basis that it may generate valuable intellectual property. That is, appropriate arrangements need to be made to ensure that the research is placed in a format so that it is capable of being protected
    6. RIRDC recognises that other organisations are often better placed to commercialise intellectual property than RIRDC. RIRDC will therefore not be directly involved in the process of commercialisation, other than in exceptional circumstances
    7. Decisions about the terms under which the commercialisation will proceed will be made on a case by case basis, drawing on the principles set out here.
    8. When commercialisation is identified as the appropriate adoption mechanism prior to the execution of a Research Agreement, a process to define a strategy, a lead agent and a timetable for commercialisation will be included in the Research Agreement.
    9. RIRDC undertakes to ensure that all staff who may be involved in the creation, identification, protection or management of intellectual property are properly trained.
    10. RIRDC will ensure that its research partners have adequate intellectual property policies in place and that their staff have been properly trained.


    Sub Program 5.5: Program Impact Evaluation

    Manager:
    Dr Jeff Davis
    Phone: 02 6272 4152
    Fax: 02 6272 5877
    Email: jeff.davis@rirdc.gov.au

    Objective: To provide quantification of the impacts of the Corporation’s research programs and use these to support more effective decision making.

    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 or one of the sub-programs within these 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 2002–2003

     
  • Continue to develop a consistent and integrated system for completed project evaluation, with published reports to complement the RIRDC/ GRDC Guidelines. Integrate this evaluation process with developments in clarifying the economic, social and environmental benefits of R&D by other organisations in Australia.
  • Evaluate a set of completed projects in a range of R&D areas and/or sub-programs. Develop mechanisms for integrating this information into the decision-making processes for these sub-programs.

    •  

     
     
     
     
     
     
     

     Expected key outputs in 2002–2003  
  • A report providing an overview of all completed projects for the Rice sub-program in the Established Industries Program using the evolving systematic framework.
  • An evaluation of a set of completed projects for the Rice sub-programs with special focus on measuring the economic, social and environmental impacts of this R&D and its implications for the rice industry and Australia.

    •       Expected key outcomes in 2002–2003  
  • Improved confidence by our stakeholders that our investments are providing significant returns and economic, social and environmental benefits.
  • Adoption of more detailed evaluation activities to support decision-making in all RIRDC Programs.
    •


    Achievements in 2001–2002

     
  • Continued the development of a consistent, integrated system for evaluating completed projects. A special effort was made this year to expand this framework to specifically separate the economic, social and environmental impacts of the R&D.
  • In line with RIRDC’s ongoing impact evaluation program, undertook a detailed evaluation of the Agroforestry Sub- Program.
  • Developed a detailed overview of all completed projects in the Agroforestry sub-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. It has facilitated identification of research efforts that have reached the final impact stage and those that will require further development before they have an impact on production. These overviews will be also be used by the sub-program to guide future project development.
  • Of the $16.9 million committed by the RIRDC program up to the end of 2002 in 159 projects, 47 per cent has been invested in projects that focus on identification of problems, potential solutions and opportunities (stage 1). This high share reflects the status of the farm forestry as a new industry, despite trees having been used on farms for many purposes from windbreaks to firewood to fodder. Stage 2 projects, which provide new products or information and methods that can be implemented made up 28 per cent of the allocation. Extension and communication (stage 3) of this information has been a particularly important part of the sub-program making up 25 per cent of the allocation. Much of this work has focused on synthesis of existing knowledge for transfer to the farming and policy and planning community.
  • Five sets of projects (covering 26 completed projects) were evaluated in detail for the Agroforestry sub-program. Four of the evaluations focused on the improvement in the private rate of return on farm trees for those in the industry, which included on-farm environmental and complementary production benefits. Given the new nature and current small scale of the industry the rates of return were modest ranging from 7 to 12 per cent. Lack of critical mass for significant off-farm environmental benefits explains the low nature of these benefit estimates. Benefit/Cost ratios ranged from 3 to 21.
  • As part of the evaluation process a survey of people who had completed the Master Tree Grower (MTG) program was undertaken. The information collected was utilised in some of the benefit-cost evaluations and provides some social outcome indicators. Two key indicators are:
    • the share of income expected to be derived from farm forestry – with over 25 per cent of the respondents expecting to receive over 20 per cent of farm income from farm forestry within the next 20 years and reported greater confidence in farm forestry becoming an established industry in agriculture and
    • improved personal capacity in the decision making and skills required to integrate farm forestry into the existing farm business, reflected in over 50 per cent of respondents reporting that the MTG course had definitely improved the extent to which they were confident in their decision-making.
    The survey found that while most features of the MTG proved to be valuable to participants it was the opportunity to meet and network with others and having access to good technical information that stood out. The success of the Agroforestry program lies in the extent to which the knowledge being delivered through courses such as the MTG and compiled and delivered through publications and other means is acted on by the farming community. The modest returns on the projects to date reflect the small scale and fragmentation of the industry and the need for active policy support to achieve the potential public good benefits from expansion and improvement in farm forestry.
       
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