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

Corporate Communications

• Encourage electronic access to RIRDC’s information bank and publications catalogue 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, develop new initiatives.

Background

RIRDC’s communications activities have grown considerably in the past 18 months. The publishing activities of the Corporation in particular have grown rapidly, with almost 150 research reports released in 1998–99 and a similar number planned for 1999–2000.

In response to this growth, RIRDC developed a corporate communications strategy to build a framework for the expanded communications program and to establish a strategic plan for communicating research outcomes. (This document is publicly available — phone the Corporation for a copy.)

The first phase of implementation began in late 1998 with a more planned and strategic focus on media activities and brand awareness. This will continue throughout 1999–2000, along with the commencement of a marketing strategy to better target its audiences and market its outputs.

Achievements in 1998–99

• Printed and distributed 10 new industry five-year plans.
• Established and distributed a newsletter for the Organic Produce Sub-Program, in conjunction with the industry association.
• Set up an online publications catalogue for electronic commerce through CSIRO and Rural Press Internet bookshops. In the first month of operation CSIRO received $2000 worth of orders for RIRDC publications.
• Released almost 150 research reports, bringing the total number of research titles available to the public to nearly 300.
• Launched The New Rural Industries – Financial Indicators, a follow-up report to the highly successful 1998 publication The New Rural Industries — A Handbook for Farmers and Investors.

Strategies for 1999–2000

Publishing

• 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.
• Encourage electronic access and ordering of research reports and corporate documents via RIRDC’s website and online catalogue (CSIRO & Rural Press Internet bookshops).

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.
• Build key relationships with media representatives.
• 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.
• Conduct a market research survey of key stakeholders.
• Conduct a survey of stakeholders using external newsletters.
• Monitor Internet usage and publication ordering via electronic means.
• Deliver key results through an extended publishing campaign of full and summary reports in printed and electronic form via RIRDC’s website.
• 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 1999–2000

• Production and distribution of four corporate newsletters to 3000 identified industry participants.
• Publication and marketing of 130 final research reports.
• Publication and marketing of 20 short reports.
• Production of at least 20 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.
• Management guidelines for corporate publishing including a comprehensive publishing management strategy.
• An electronic communications portal for non-Canberra based managers and directors.

Expected key outcomes in 1999–2000

• Extension of more than 3000 RIRDC research tools and publications to key audiences.
• Greater 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.

Staffing
 

• 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.

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 value for money.

Achievements in 1998–99

• Revised RIRDC General Terms and Conditions of Employment facilitating the performance-based review of staff and adjustment of certain issues agreed between management and staff.
• Continued to proactively provide training opportunities to staff, facilitating skills update and professional development.
• Conducted a two and a half day workshop with all Corporation staff that facilitated the preparation of key elements in relation to the Annual Operation Plan 1999–2000. The workshop gave all staff the opportunity to contribute their ideas and views to the corporate planning process, allowing 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 program managers.
• Conducted an OH&S review, including workstation assessments, for Corporation staff to ensure a safe and healthy work environment for all employees.
• Continued to promote a joint staff activity, in line with the Corporation’s Cultural Statement, once every two months to enhance social interaction and peer relationships among staff.

Strategies for 1999–2000

• 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, etc. The workshop will be expanded to include all 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.

Expected key outputs in 1999–2000

• Relevant training activities organised for and conducted by staff.
• 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.

Expected key outcomes in 1999–2000

• 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.

Corporate Activities, Finance and Administration

• 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.

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.

Achievements in 1998–99

• Demonstrated full compliance in relation to the Corporation’s new reporting and accountability obligations under the Commonwealth Authorities and Companies Act 1997 that took effect from 1 January 1998.
• Employed a full-time Media Relations Manager who improved the Corporation’s corporate networks with industry and stakeholders.
• 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 developed a Corporation web-based ‘intranet’ for easy access for all staff and directors to corporate information for all staff and directors.
• Continued to develop the Corporation’s computerised systems including a robust publications management system and remote access capability to the Corporation’s project management database.
• Continued to develop computer network and software applications to allow maximum staff efficiency in supporting the activities of the Corporation. In this respect, the Corporation also tested and updated its computer systems to mitigate against, to the extent possible, the potential impact of the year 2000 compliance problem on the Corporation’s operations.
• Began and substantially completed the implementation of the Corporation’s Board-approved Year 2000 Compliance Strategy in accordance with the requirements of the Office for Government Online.
• Conducted a high level legal risk review as part of the Corporation's on-going risk management procedures and practices.

Strategies for 1999–2000

• Use the results of the RIRDC user survey to guide the development of RIRDC’s Internet site and other corporate communications initiatives.
• Finalise implementation of Corporation’s Board-approved year 2000 compliance strategy, including its contingency plan.
• Implement corporate communications initiatives planned for 1999–2000.
• Enhance administrative controls and efficiencies by documenting the Corporation’s critical systems for undertaking its research management and business functions.
• Continue the development and refinement of the Corporation’s computerised systems.
• Commence the process of obtaining ISO 9002 quality accreditation for the Corporation.

Expected key outputs in 1999–2000

• Enhanced Corporation Internet and intranet sites.
• Corporation’s Board-approved Year 2000 Compliance Strategy completed and a final report with contingency plan finalised.
• High quality stakeholder and accountability documentation such as research reports, newsletters, annual report, research in progress compendium, annual operating plan, and program prospectus.
• Demonstrated advancement of the Corporation’s computerised systems.

Expected key outcomes in 1999–2000

• Improved Internet and intranet sites, which enhance RIRDC’s corporate profile and dissemination of research activity and information.
• The risks associated with the year 2000 problem mitigated to the extent possible, thereby reducing any unfavourable impacts on the Corporation’s operational activities.
• Demonstrated improvement in RIRDC’s corporate profile and branding by expanding networks that broaden audience catchment for publications and other related information through implementation of the Corporation’s 1999–2000 communications strategies.
• Improved administrative performance and control over operations as a result of instituting an enhanced quality management system.
• 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.

Program Impact Evaluation

• 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.

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.
 

Achievements for 1998–99

• 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 Established Rural Industries Program.
• Developed a detailed overview of all completed projects in the seven established rural industries 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. The overview will be used by most programs to guide future project development.
• Evaluated in detail 14 completed projects from all of the seven sub-programs in the established industries program. Rates of return for evaluated projects were found to range from 1 to 200 per cent. Benefit/Cost ratios ranged from 0.8 to 164.
• Undertook a preliminary evaluation of all of the projects in the Asian Foods Sub-Program as part of a review of the program and development of a five-year plan, which will occur early next year.

Strategies for 1999–2000

• 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 Prospective New Industries 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 mechanism for these sub-programs.

Expected key outputs in 1999–2000

• A report providing an overview of all completed projects of Prospective New Industries Program using the evolving systematic framework.
• An evaluation of a set of completed projects for a range of Prospective New Industries sub-programs.
• Evaluation of the Asian Foods Sub-Program and a five-year plan.

Expected key outcomes 1999–2000

• A measure of the effectiveness of the Asian Foods Sub-Program.
• Reconsideration of research themes in Established Rural Industries sub-programs and identification of finalisation stages for past research.
• Adoption of more detailed evaluation activities to support decision making in Established Rural Industries sub-programs.