4.1 Global Competitiveness
4.2 Food Integrity and Biosecurity
4.3 Human Capital, Communications and Information Systems

Outcomes:
To facilitate a more profitable, dynamic and sustainable rural sector.

Goal:
Underpin innovation and change in Australian agriculture.

Output:
To build a broader comprehension of farm and regional community opportunities and human capacity for change, learning and innovation in Australian agriculture.

Budget:
$4.082m financed principally from Commonwealth appropriation funding. There is a component of joint funding from other RDCs including Farm Occupational Health and Safety initiatives.

Objective:
To identify important impediments to the development of a globally competitive Australian agricultural sector and support research that will lead to options and strategies that will remove these impediments.

Budget: $750,000

Internet accessibility
This Sub-program has information on the Internet at www.rirdc.gov.au/programs/global.html

Some Key Performance Indicators

• extent of improvement in export activities by the agricultural sector and associated enterprises
• change in national and international policies influencing the competitiveness of the agricultural sector
• extent of achievement of average benefit-cost ratios of 10 and/or internal rates of return greater than 25% of R&D projects
• utilisation of R&D current research by stakeholders

Background
International trade liberalisation and the general globalisation of the world economy during the past two decades has meant that all countries have had to focus attention on ensuring that their industries are globally competitive.

Many studies have highlighted the substantial benefits to the world that can be gained from trade liberalisation. Some have shown that the Australian agricultural sector in particular stands to gain billions of dollars in welfare gains from this process.

As well as being actively involved at an international level, through trade policy changes, for Australia to maximise the gains from globalisation it is crucial to ensure that domestic policies and processes are continually reviewed and effectively adapted.

While evidence of the longer-term gains from globalisation is clear, the processes involved in achieving them can often be complex and difficult to understand. They will, in many cases, present challenges that many businesses and community groups are not familiar with. They also require access to information and business institutional arrangements and practices, which many businesses have not been accustomed to in the past.

RIRDC believes that research can provide improved understanding in many areas, domestically and internationally, that will support the process of globalisation and ensure that the benefits from it are maximised and the difficulties associated with the change minimised. It believes that the nature of much of the research related to understanding the processes for the change has public good characteristics and therefore will not necessarily be undertaken if left to the private sector.

Key long term strategies

• support analyses identifying new opportunities in the marketplace
• develop collaborative links with the Australian Government’s National Food Industry Strategy initiative
• develop a research program supporting the development of a more globally focused competitive food sector
• support analyses focusing on domestic impediments to industry performance, thereby enhancing export performance and an export culture, particularly in those industries, which have had a domestic focus
• develop options and strategies to improve the global competitiveness of the agricultural sector through the refinement of trade policies and the removal of trade barriers
• develop a better understanding of domestic and international markets for agricultural products when there is a clearly established market failure in the provision of such information
• support analyses of the linkages between various stages in the producer to consumer chain and identify areas - regionally, domestically and internationally - where these linkages can be better integrated and their efficiency improved
• evaluate other existing and alternative policies and institutions affecting the development of a globally competitive agricultural sector

Key Strategies for 2005–06

Objective:
To assist in enhancing Australia’s food integrity and biosecurity.

Budget: $285,000

Internet accessibility
This Sub-program has information on the Internet at www.rirdc.gov.au/programs/fib.html

Background
Safety and health are becoming increasing priorities for food consumers, both domestically and in the markets of our trading partners. Food integrity applies to all aspects of the supply chain and relates to systems within the chain that support the acceptance of Australian food by consumers. Ensuring food integrity therefore encompasses the biological, chemical and physical aspects of food safety; food production systems, including animal welfare and potential environmental impacts; and food characteristics, including specifications, nutrition and functionality claims.

The food industry and governments are currently developing a product integrity framework that will help enhance the competitiveness of the Australian food industry. This new RIRDC Sub-program will assist this process by supporting research that fills in critical knowledge gaps relating to product integrity across the whole supply chain. The communication challenges are also of high importance and will be directly related to RIRDC’s priorities in this area. The Sub-program will also assist, through R&D, efforts to reduce the risks to Australia’s social and economic wellbeing caused by major, national disruptions to the food supply chain. These risks include the impact of invasive pests and diseases, contaminants in the food chain and possible deliberate acts of disruption. The discovery, in 1996, of the link between bovine spongiform encephalopathy (BSE) or "mad cow disease" and Creutzfeldt-Jakob disease (vCJD) in humans, clearly demonstrates the potential costs of major threats to the food chain.

The following research priorities relating to these risks reflect those identified in the Minister’s priorities for Rural R&D Corporations. In addition, industry and governments are proposing to undertake an analysis of major risks in the food chain and their current treatments. RIRDC will maintain close consultation with this process and will refine its research priorities to address information gaps that emerge from this analysis.

Key long term strategies

• assist Australia’s rural industries by supporting research that integrates human and environmental health objectives
• undertake research that enhances the capacity of participants in the supply chain to ensure food integrity
• contribute to Australia’s biosecurity by investigating potential risks and how they can be addressed and communicated.

Key Strategies for 2005–06

• develop a strategic plan for Food Integrity and Biosecurity in consultation with industry and the Federal Government
• undertake R&D that enhances capacity to ensure food integrity and safety
• investigate potential biosecurity risks through targeted R&D particularly through the CRC for National Plant Biosecurity

Expected key outputs for 2005–06

• manual for surveillance of agricultural crops and forests
• pilot trial established investigating the use of imaging spectroscopy for early detection of exotic pests and diseases in Asian vegetables
• strategic plan for food integrity and biosecurity

Expected key outcomes for 2005–06

Source of Funds
This sub-program is funded from RIRDC core funds provided by the Federal Government. Preference will be given to project applications which are also supported by funds from industry sources.

The 2004–2005 Budget and Indicative Resource Allocation 2005–2006
 

4.2: Food Integrity and Biosecurity–new projects being funded or under consideration in 2005–06 include:

Project No	(*)	Title	Researcher	Phone
R03/378		CRC for National Plant Biosecurity	Dr Bill Roberts (interim CEO)	02 6272 4047
FIB05-06*	*	World revision of the smut genus Tilletia	Dr Roger Shivas	07 3896 9406

Note: An asterisk (*) indicates that the corporation is still to finalise amendments to the project in terms of, for example, a lower budget or project design.

Objective:
To enhance human capital and facilitate innovation in rural industries and communities.

Research Budget: $2,438,000

Internet accessibility
This Sub-program has information on the Internet at www.rirdc.gov.au/programs/humcap.html

Key performance indicators:

Background
The HCC Sub-program comprises several smaller sub-programs which include:

The Cooperative Venture for Capacity Building for Innovation in Rural Industries (CVCB) is a major initiative within this sub-program that was developed in 2001–02 by a number of agencies with an interest in rural industry education and extension. It is managed by RIRDC on behalf of the Australian Government Department of Agriculture, Fisheries and Forestry; Australian Wool Innovation; Dairy Australia; Grains Research and Development Corporation; Grape and Wine Research and Development Corporation; Land & Water Australia; Meat & Livestock Australia; Murray-Darling Basin Commission; and Sugar Research and Development Corporation.The CVCB will instigate and support learning by farmers and rural communities. Through research and development initiatives initiated by the Cooperative Venture, our rural communities will be placed in a better position to prosper and grow as Australian rural industry adapts successfully to sustainable management practices.

The Joint Research Venture in Farm Health and Safety is focussing on the adoption of improved systems for Farm Health and Safety. It is managed by RIRDC on behalf of several R&D Corporations, including GRDC, MLA, AWI, CRDC, SRDC and DA.

This sub-program also aims to enhance human capital available to rural industries through research related to social issues in rural communities and households and the provision of scholarships for rural leadership and postgraduate research.
 

Key long term strategies

• develop electronic communication systems with emphasis on responsiveness to farmers’ needs
• further investigate farmer education and training, largely through the cooperative venture for human capacity building
• investigate rural social issues and issues relating to rural communities both in towns and on farms
• evaluate existing and alternative policies and institutions affecting the development of a more innovative rural sector
• support farm occupational health and safety research
• develop research and leadership capabilities through postgraduate scholarships and awards and support for the Australian Rural Leadership Program

Key Strategies for 2005–06

Cooperative Venture for Capacity Building

• enhance the capacity of stakeholders in Australian rural industries to change, learn and innovate through
• identification and promotion of:
• - ‘good practice’ in capacity building activities, and
• - guidelines and principles for enhancing and improving ‘good practice’ capacity building
• identification and promotion of what makes for "good practice" in integrating capacity building activities across industries and across different groups/organisations
• enhance the capacity of stakeholders in Australian rural industries to participate in capacity building activities through implementation of improved participatory research processes
• enhance the capacity of government, industry, research, community and other groups to contribute to improved performance of capacity building systems in Australian rural industries through
• improved understanding of the strengths and weaknesses of current capacity building providers and systems and their requirements to improve efficiency and effectiveness
• Improved focus on and coordination of capacity building by government, industry, research, community and natural resource management groups
• enhance the capacity of rural educators to deliver capacity building outcomes through
Improved understanding of how to increase the efficiency, effectiveness, and appropriateness of educative processes, practices and frameworks for rural educators

RIRDC Core Program

• Demonstrate a successful public good commercialisation model
• education of grower groups in the benefits of real-time on-line internet meetings
• investigating e-business issues for SMEs to improve their competitive position

Joint Venture on Farm Health and Safety

Scholarships

Rural Women’s Program

Expected key outputs for 2005–06
 

Rural Women’s Program

HCC Core

Expected key outcomes in 2005–06

4.3: Human Capital, Communications and information systems–new projects being funded or under consideration in 2005–06 include:

Project No	(*)	Title	Researcher	Phone
HCC05-66		The roles for capacity building in regional NRM	Dr David Pannell	08 9844 8659
HCC05-77		Maximising the connection between R&D providers and agribusiness	Mr Gordon Stone	07 4615 2255
HCC05-86		Aligning extension and the VET sector	Dr Sue Kilpatrick	03 6324 3018
HCC05-38	*	Sustainable farming families – building and extending our future	Susan Brumby	03 555 18460
HCC05-41	*	Farm Health & Safety longitudinal study	Assoc. Professor Lyn Fragar	02 6752 8210
	*	Assessment of the effectiveness of risk control measures aimed at reducing exposure of handlers to pesticides in agriculture	To be commissioned
		Scoping study on current programs to enhance women's involvement in rural industries and their impacts	To be commissioned
		Workshop on selection and appropriateness of a range of instruments for capacity building	To be commissioned
		Regional workshops for CVCB communication	To be commissioned

Note: An asterisk (*) indicates that the corporation is still to finalise amendments to the project in terms of, for example, a lower budget or project design.

Contact for Cooperative Venture for Human Capacity Building Mr John McKenzie
Phone: 02 6366 5000 (mob: 0402 018 318
Fax: 02 6366 5142
Email: mckenzj@ix.net.au

Contact for Australian Rural Leadership Program: Dr Steve Clark
Phone: 02 6281 0680
Fax: 02 6285 4676
Email: info@arlp.net.au

Contact for Rural Women’s Award:
Ms Edwina Clowes
Phone: 07 5476 1211
Fax: 07 5476 1311
Email: clowesedwina@bigpond.com
 
 

HUMAN CAPITAL SUB-ACCOUNT
BUDGETED	2004–05 ($) Forecast	2005–06 ($) Budget
Opening Balance	371,783	274,783
Total Revenues	2,223,000	2,215,000
Total Expenditure	2,320,000	2,438,000
Surplus/(Deficit)	(97,000)	(223,000)
Closing Balance	274,783	51,783

5.1 Corporate Activities, Finance and Administration
5.2 Staffing
5.3 Corporate Communications
5.4 Commercialisation
5.5 Program Impact Evaluation

Outcome:
To facilitate a more profitable, dynamic and sustainable rural sector

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

Budget: $2,798,600

5.1: Corporate Activities, Finance and Administration
General Manager:
Mr Jeff Storer, Phone: 02 6272 4656Fax: 02 6272 5877Email: jeff.storer@rirdc.gov.au

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

Key performance indicators

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

Key long term strategies

Expected key outputs in 2005–06

Objective:
To attract, retain, develop and reward an innovative, productive, creative and committed workforce.

Budget: $1,900,000

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 addressing clear goals and priorities with open channels of communications to deliver a value for money service.

Key long term strategies

Strategies for 2005–06

Expected key outputs in 2005–06

Expected key outcomes in 2005–06

Communications

Media Manager:
Mr Martin Field, Phone: 02 6272 4735, Fax: 02 6272 5877, Email: murray.hansen@rirdc.gov.au

Publications Manager:
Ms Cecile Ferguson, Phone: 02 6272 3186, Fax: 02 6272 5877, Email: cecile.ferguson@rirdc.gov.au

Publications Officer: Mr Martin Field, 02 6272 4404, 02 6272 5877, Email: martin.field@rirdc.gov.au

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

Budget: $465,000

Key Performance Indicators

Background
RIRDC encourages communication at the program and corporate level. A key focus of the program is to promote awareness leading to adoption by industry, the community and other researchers.

RIRDC’s publishing program assists researchers and project participants to disseminate research by providing access to low-cost publishing processes. This is achieved via an extensive publishing program, including the hosting of the vast majority of final reports on the corporation’s website (www.rirdc.gov.au), where the majority can be downloaded free of charge. There are also industry specific and corporate newsletters, articles in selected press and other direct and indirect communications, including advertising campaigns.

RIRDC’s Communication program is instrumental in turning research results into tangible benefits that support rural Australia. The program provides customised information and briefing material to support RIRDC’s research activities. Integrated into the strategy is a marketing scheme identifying audiences and promoting information direct to targeted groups. This includes the extensive distribution of brochures and also such things as event sponsorship and having a physical presence at key conferences and exhibitions.

Key long term strategies

Strategies for 2005–06

Publishing

Media

Marketing

Evaluation

Expected key outputs in 2005–06

Expected key outcomes in 2005–06

General Manager: Mr Jeff Storer, Phone: 02 6272 4656, Fax: 02 6272 5877, Email: jeff.storer@rirdc.gov.au

Objective:
To facilitate the commercialisation of research investments and results where this provides the greatest benefits to stakeholders, including the improved adoption of R&D.

Budget: $50,000

Background
For the purpose of this expenditure item commercialisation is taken to include projects which are ‘investable’ in the near term and/or projects that can be utilised to secure industry commercial and economic gains.

Whilst the basic principles/philosophy of commercialisation underpins the majority of the corporation’s activities, this sub program focuses on the processes and pathways to commercialisation. Through communication, education and promotion the corporation with stakeholders and potential corporate partners intend to maximise the opportunity for adoption of research for ‘commercial’ success.

Adoption of research outputs is a key goal for RIRDC. All research investments across RIRDC’s diverse portfolio are selected with the ultimate objective of achieving adoption or utilisation of the research results for the benefit of the Corporation’s stakeholders, industry gain. It is recognised that there are a variety of pathways that lead to adoption and that commercialisation, with suitable intellectual property rights (IP), is an increasingly important mechanism to achieve technology and information transfers across Australia. Similarly commercialisation can take many different formats with the best options being decided on a case by case basis.

Key long term strategies

• ensure a process of continuous improvement by improved linkages with commercial partners and research organisations to maximise the potential for effective commercialisation
• improved decision making processes that address potentially conflicting public and private sector stakeholder objectives
• linkages with industry representatives, especially levy paying industries, to ensure common purpose and understanding of the benefits from commercialisation options
• collaborate with other RDCs to enhance the measurement of R&D adoption and utilisation and identifying the likelihood of near term commercialisable outcomes
• monitor projects and maintain an up to date perspective of IP progress and possibilities.


Strategies for 2005–06

• maintain staff training to enhance the necessary commercialisation skill base in RIRDC
• maintain the Corporation’s IP register to highlight IP ownership and improve the level of returns from such assets
• address project selection criteria to improve the commercial balance of the investment portfolio
• review the number of investments and size of investments to enhance uptake and likely commercial outcomes
• manage the R&D selection with RIRDC Advisory Committees with a suitable mix of submission and commission approaches to meet priorities and expand adoption/commercialisation.


Expected key outputs in 2005–06

• improved commercial partnerships with research providers and industry partners leading to increased commercialisation of RIRDC research projects
• undertake an appraisal of the Corporation’s IP Register to assist the management of RIRDC’s IP interests on a more timely basis
• develop a commercialisation register that outlines partnerships with third parties that have commercial rather than purely IP prospects
• implement a phase 2 training schedule for staff to build onto IP management skills
• establish with government and other stakeholders the acceptable measurements of adoption and the range of commercialisation outcomes as a basis for future funding
• improved collaboration with other RDCs and other research bodies to achieve critical mass and cross fertilisation in addressing commercialisation challenges and opportunities.


Expected key outcomes in 2005–06

• a greater commercial focus and improvement in the commercial balance of the investment portfolio
• clarification of RIRDC’s conflicting stakeholder objectives to examine selected pathways for adoption are well understood for both managers and stakeholders
• a project portfolio in RIRDC that more fully addresses the Australian Government’s National and Rural R&D priorities and industry priorities across the Corporation’s new program structure.

Our adoption and commercialisation focus
Adoption of research outputs is a core focus of the Corporation. This process can be achieved by an energetic and innovative publication effort, 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. (www.rirdc.gov.au/commercialisation). All preliminary research proposals should clearly show the adoption pathways that are being considered. Where the development of IP rights is being considered, that should be described in the submission.

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.

Research 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 long term 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 are evaluated on an annual basis
• devise effective measures of the direct benefits to the targeted industry and 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.


Key strategies for 2005–06

• 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 for 2005–06

• a report providing an overview of all completed projects for sub-program 3.1 Environment and Farm Management in the Established Industries Program using the evolving systematic framework
• an evaluation of a set of completed projects for the sub-program 3.1 Environment and Farm Management with special focus on measuring the economic, social and environmental impacts of this R&D and its implications for agriculture and Australia.


Expected key outcomes for 2005–06

• 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.

Returns from Research and Development
Evaluation of the New Plant Products. An Overview of all Projects – Stage 1
By H. Cutler et al
This report classifies the projects into groups according to common outcomes and summarises the objectives and outcomes of each project or group of projects. It also provides an initial assessment of the impact of the project, based on the knowledge of the program managers.
2004, Pub No. 04/162, 123pgs; $21

Evaluation of the New Plant Products Program. Benefit-cost evaluations – Stage 2
By J. Gordon et al
The first phase of the evaluation of the New Plant program presents a summary of all research projects undertaken, classifies the research by the broad area of impact and assesses each project against broad triple bottom line impact categories. This report presents detailed benefit cost analysis evaluations of a sample of research clusters to illustrate the net benefits resulting from RIRDC’s investment in new plant R&D. The evaluations in this report cover new extractive industries (olives and jojoba), herbs and spices (coriander), beverages (coffee) and black truffles. These commodities are fairly representative of the range of new plants that are supported by the program, with the exception of bush foods.
2004, Pub No. 04/161, 96pgs; $21
 

Reading list
Evaluation of the Agricultural & Farm Forestry Program – Stage 1 R03/041 (2003, 102 pgs)	$21
Evaluation of the Prospective New Industry Program – Stage 1 R00/114 (2000 145pgs)	$21
Evaluation of the Prospective New Industry Program – Stage 2 R00115 (2000, 90pgs)	$21
Evaluation of the Future Agricultural Systems Program-Stage 1 R01/168(2001 239pgs)	$26
Evaluation of the Future Agricultural Systems Program Stage 2 R01/169 (2001 81pgs)	$16
Evaluation of the Rice Program: Stage 1 R04/093 (2004, 74pgs)	$16
Evaluation of the Rice Program: Stage 2 R04/094 (2004, 98pgs)	$21
Gains in Shaping the Future – 2 Returns from some RIRDC funded research in WA R97/057 (1997, 80pgs)	$16
Guidelines for Economic Evaluation of R&D R97/084 (1997, 57pgs)	$21
Impact Evaluation of RIRDC’s Established Industries Program-Stage 1 R99/090 (1999, 172pgs)	$21
Impact Evaluation of RIRDC’s Established Industries Program-Stage 2 R99/091 (1999, 109pgs)	$21
RIRDC’s Emerging Industries Program – Benefit Cost Analysis R98/104 (1998,105pgs)	$16
Thirty Australian Champions-shaping the future for rural agriculture R00/141 (2000, 220pgs)	$36