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Coporate Mangement

• Overview
• Financial Management and Corporate Governance
• Commercialisation and Adoption Principles
• Royalties
• Communications
• Human Resources
• Next Steps

Overview

General Manager:
Mr Jeff Storer
Ph: 02 6271 4150
Fax: 02 6271 4199
jeff.storer@rirdc.gov.au
 

Goal:
To provide timely, effective, and valued services to the Corporation.

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

Inputs:
$3,690,633

Background
The RIRDC corporate services team is committed to the highest standards of business excellence and corporate governance in its professional services for the Corporation. During this year there was further development of integrated portfolio management tools to assist in the Corporation's business management.

Outputs:

• Corporate Governance
• Financial Management
• Human Resource Management
• Accountability and Reporting
• Program Impact Evaluation
• Communications
• Intellectual Property Management and Commercialisation

Outcome:
To provide corporate services that underpin the objectives of the Corporation through business excellence and a service orientated corporate team.

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Financial Management and Corporate Governance
Financial Controller Objective:
Ms Susan McNeilly
Ph: 02 6271 4157
Fax: 02 6271 4199
susan.mcneilly@rirdc.gov.au

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 performance indicators

• provide appropriate custodianship of Commonwealth and industry funds as they relate to the management of R&D programs
• efficient, effective and stable computerised systems that enable Corporation staff to work at a highly professional level supported by 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 areas of risk to the Corporation when conducting its activities and related strategies to deal with such risks. Also, 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

Key outputs in 2006-07

• unqualified internal and external audit reports
• best practice 'On-line' e-business processes and systems put in place for the delivery of Corporation activities within an effective internal control environment
• demonstrated advancement of the Corporation's computerised systems and implementation of a new portfolio management system to support and significantly increase the efficiency of the Corporation's business processes
• satisfactory internal and independent audit reports in relation to the Corporation's ISO 9001:2000 Quality Accreditation System demonstrating compliance with the Australian Standard
• RIRDC Board approved Fraud Control/Risk Management Plans for the Corporation

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Commercialisation and Adoption Principles
Manager
Mr Jeff Storer
Ph: 02 6271 4150
Fax: 02 6271 4199
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.

Background
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.

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 outputs in 2006-07

• 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
• implemented a Phase 2 training schedule for staff to build on 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

Key outcomes in 2006-07

• 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

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Royalties
Manager
Mr Jeff Storer
Ph: 02 6271 4150
Fax: 02 6271 4199
jeff.storer@rirdc.gov.au

During 2006–07 the Corporation received $158,142 (exclusive of GST) in royalty income. The majority of this income came from the following activities:

• royalties of $69,618 were generated from sales in relation to vaccines developed for Mycoplasma gallisepticum and Mycoplasma synoviae, research commercialisation outputs of RIRDC’s Chicken Meat sub-program in association with the University of Melbourne and a private sector commercial partner
• royalties of $41,863 were received from the development and licensing of varieties fodder legumes for sowing seed and seed export. This research and commercialisation was undertaken by RIRDC in association with Seedmark Technology and Marketing Pty Limited
• royalties of $38,156 were generated from sales from the development of improved oat varieties for hay production: national program. The program created a coordinated breeding program for the development of improved oat varieties for hay production in southern including Victoria, South Australia, and Western Australia. The program partners are the South Australian Research and Development Institute and Australian Exporters Company, AEXCO, representing the majority of export hay processors located in South Australia, Western Australia, Victoria, and southern New South Wales
• royalties of $3,378 were generated from sales of the Eimeria species for use in living vaccine to address avian coccidiosis. The three Eimeria strains included in the vaccine are jointly owned by RIRDC, the Queensland Department Primary Industry and the Australian Egg Corporation Limited.
• copyright license fees of $2,43 7 were received from the Copyright Agency Limited
• royalties of $1,877 were generated from sulla and other forage species for Southern Australia jointly owned by RIRDC and the Department of Agriculture WA

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Communications
 

Publications Manager Mrs Cecile Ferguson Ph: 02 6271 4165 Fax: 02 6271 4199 ccile.ferguson@rirdc.gov.au

Public Affairs Manager Mr Martin Field Ph: 02 6271 4175 Fax: 02 6271 4199 martin.field@rirdc.gov.au

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

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 activities, including the hosting of the vast majority of final reports on the Corporation's website (www.rirdc.gov. au), where they are available for download free of charge. Publications also include industry specific and corporate newsletters, articles in selected press and other direct and indirect communications, including advertising campaigns.

The Corporation's excellence in governance and reporting has been recognised in 2006-07. The Annual Report 2005-06 was awarded a Silver Medal and was finalist for the prestigious Public Sector Corporate Governance Award in the Australasian Reporting Awards. RIRDC-s Annual Report 2005-06 also received a Silver Medal from the Institute of Public Administration Australia.

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 outputs in 2006-07

• published and marketed more than 170 new publications including research reports, short reports and other promotional material
• conducted proactive media campaigns promoting impacts and results of RIRDC R&D for targeted audiences
• maintained a current and informative website providing up to date access to RIRDC programs and research developments
• targeted campaigns promoting results and impacts of RIRDC R&D
• continued development of a new website for RIRDC
• continued development of a streamlined publication and distribution system
• participated in targeted industry conferences and public events to promote the results and impacts of RIRDC R&D

Key outcomes in 2006-07

• improved profile through strategic media presence, participation in targeted industry and public events, sponsorship of relevant conferences, awards and activities
• increased media presence, with media monitoring showing an average 21. reports per week—an increase of 22% on the average of 17.6 reports during 2005-06
• high level of ministerial recognition of R&D results with numerous public launches of RIRDC publications and statements of support involving the Parliamentary Secretary to the Minister for Agriculture, Fisheries and Forestry, the Minister for Agriculture, Fisheries and Forestry, the Minister for Trade, the Minister for Transport and Regional Services, the Minister for Education, Science and Training, as well as well as Members of Parliament and Senators
• increased dissemination of the results of R&D, with sales of more than 5,787 RIRDC research publications, of which 1,082 were ordered using the Corporation's e-shop
• publications sales revenue of $129,170 in 2006-07, up from $87,00 for 2005-06
• strong knowledge of RIRDC activities and appreciation of RIRDC performance and relationships by stakeholders, as shown by the stakeholder survey
• greater awareness and use of RIRDC's website for information gathering, funding applications, and publication ordering
• increased collaborative communications activities including:
• partnering with the Department of Transport and Regional Services to produce conference papers on 'Growing Regions';
• showcasing outcomes of RIRDC R&D at high level functions including the Australian Olive Expo, the Wannon Showcase, Flavours of Tasmania
• cross-RDC communications activities to promote collaborative R&D investments and their impacts. This included holding a high-level Parliamentary event in September 2006 showcasing RDC innovation

Websites
www.rirdc.gov.au - The website continued to deliver a growing range of research reports and corporate information.

There has been continued growth in traffic to the website with 1,201,860 hits recorded during June 2007 compared with 1,15,27 in June 2006. This has also resulted in a significant increase in downloading of reports from our website. Most visitors entered the site through the homepage. A majority found the site through major search engines such as Google, Yahoo and NineMSN, in that order.

The program pages in which each program has a virtual homepage continue to be popular. The emailed newsletter continued to be well received by nearly 2800 recipients each month with much positive feedback.

Increased sales via the eShop demonstrates a potential for further growth in online sales.

RIRDC Rural Women's Award 2007: www. ruralwomensaward.gov.au
This site was established in November 1999 when the Corporation first launched the RIRDC Rural Women's Award and has been maintained in line with the running of the Award each year. Access to the site can also be gained through RIRDC's home page. Traffic to the site peaks during the nomination period for the awards in August-October each year, but there is considerable interest throughout the year. The site contains all relevant application forms and extensive Award information.

The annual survey on the award reported that the vast majority of respondents were comfortable with accessing the application form and information from the website. Respondents commented that the website was a valuable additional resource. The stories of past winners and what they had achieved through the Award drew particular comment and affirmation.

RIRDC Extranet
The Corporation maintains an Extranet which enables Directors and external Research Managers access to corporate information. This site works both locally and online and is constantly updated and monitored. It is password protected allowing only authorised users to gain access.

Additions to the extranet have been a news clipping service, quality assurance pages and documents pertaining to human resources.

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Human Resources

Ms Andrea Bryant
Ph: 02 6271 4185
Fax: 02 6271 4199
andrea.bryant@rirdc.gov.au

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

Background
RIRDC staff are based in Canberra. External program managers are also employed on a part-time basis and they 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 outputs in 2006-07

• revised general terms and conditions of employment were approved by the Board in May 2007
• Executive Performance Management Policy approved by Board in May 2007
• Occupational Health and Safety Policy approved by Board in November 2006 and new OH&S policies developed for:
• field work
• risk management
• rehabilitation
• return to work
• established new Occupational Health and Safety Committee and elected OH&S staff representative
• conducted a survey of staff attitudes
• developed annual corporate training priorities and incorporated into staff training and development agreements
• organised in-house training programs for staff on OH&S roles and responsibilities, field work risk assessment, business writing, personal effectiveness
• promoted the opportunity for staff to undertake post-graduate or vocational related further education
• managed a performance management system with participation by all Corporation staff.

Key outcomes in 2006-07

• clear understanding by staff of their employment relationship and responsibilities with the Corporation
• competent, motivated and well-trained staff contributing to the Corporation's achievement of corporate objectives
• staff turnover reduced from 2% in 2005-06 to 11.1%
• 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
• clear understanding by staff of their employment relationship and responsibilities with the Corporation.

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RIRDC Employment
Staff training
The Corporation's training investment in 2006-07 was $88,66. This compares with $72,71 in 2005-06. On a per capita basis for full-time equivalent staff, this represents an investment of nearly $,55 in 2006-07. This investment focused primarily on Corporation-wide priorities in personal efficiency, communication skills, on-going tertiary education, professional development and computer application courses.

How our staff are employed
RIRDC staff are employed under Section 87 of the PIERD Act 1989 which requires the Corporation to determine appropriate terms and conditions of employment for its staff. During 2006-07 all staff, other than those on individual contracts, were covered by the RIRDC Employment Policy and the General Terms and Conditions of Employment. Under these arrangements RIRDC reserves the right to employ new staff on either individual contracts or on the general terms and conditions.

Performance management
RIRDC is committed to a credible, equitable and aligned performance management system. RIRDC's performance management system establishes a direct line of sight between the high-level strategic aims and objectives of the Corporation and the work of the individual employees. The incorporation of the RIRDC values and behaviours into senior managers' performance agreements reflects the importance of building a high performance organisation with an emphasis on developing the capability of our staff to achieve. Key performance indicators measure how we do our work, as well as achieve the key deliverables. Performance agreements are negotiated annually between staff and their supervisors and include a comprehensive training and development component. Performance reviews are informally conducted every six months, with an annual performance appraisal. Staff performance has five ratings: outstanding; commendable; effective; requires improvement, and unsatisfactory. In 2007-08 RIRDC will continue to refine the performance management system with an emphasis on simplicity, communication and feedback.

Equal Employment Opportunity
The Corporation promotes a work environment where all employees have equal access to the opportunities that are available in the workplace. All employees are treated with fairness and respect and are not subject to discrimination or harassment in the workplace. All employees must abide by the Corporation's Equal Opportunity and Harassment Policy.

Rewards and Recognition Program
RIRDC's Rewards and Recognition Program highlights excellence in all areas and job functions across the Corporation. Employees are encouraged to acknowledge the hard work and significant achievements of their peers by nominating them through the program. Nominations are assessed by a committee of staff and the Managing Director. Recipients are recognised with a business-related gift at an informal function. In 2006-07 individuals and teams of staff were recognised for the Rural Women's Award and outstanding work on the financial statements

Commonwealth's Disability Strategy
The Australian Government has decided that progress in implementing the Commonwealth's Disability Strategy should be reported by all Commonwealth agencies. The Government is using this Strategy to ensure its policies, programs and services are as accessible to people with disabilities as they are to all Australians. The Corporation is committed to preparing indicators under the Strategy for future reporting and to identifying areas for improvement by systems changes or organisation-wide solutions.

Occupational Health and Safety
RIRDC remains committed to providing a safe and healthy environment for all staff, Board members, contractors and visitors to our workplace. The Corporation recognises the importance of positive interventions to improve health, safety and performance. OH&S responsibilities are shared between management and employees.

General Terms and Conditions of Employment Policy
Workplace health and safety guidelines set out in the Corporation's General Terms and Conditions of Employment Policy state:

• The Corporation is committed to ensuring the health, safety and welfare of all its employees and this is managed in accordance with the Corporation's Occupational Health and Safety Policy and Action Plan.
• The Corporation's Occupational Health & Safety Action Plan aims to identify the key OH&S issues in the Corporation and detail the Corporation's strategies for addressing these issues. The Plan also considers methods of evaluating our performance on OH&S issues.

RIRDC's Occupational Health and Safety Policy
RIRDC has a comprehensive Occupational Health and Safety Policy. The policy includes an action plan outlining specific strategies and actions designed to improve the structure and effectiveness of the OH&S management system. The Corporation recognises hazards involved in fieldwork and has developed a Field Work Policy with an emphasis on health and safety. A risk management workshop relating to field work was undertaken by a large proportion of managers and staff and general OH&S training was undertaken in July 2007.

RIRDC has developed a Rehabilitation Policy for injured and/or sick employees and offered free influenza vaccines to all staff in 2006-07 with 17 taking part. There are three qualified first aid officers and two fire wardens.

A new incident and hazard reporting procedure was developed to actively engage staff in greater responsibility and ownership for OH&S matters. The OH&S committee reviews incident and hazard reports and recommends options for risk mitigation and system improvements.

Guidelines for emergency procedures have been developed and regular fire drills are conducted to ensure evacuation procedures are understood by all staff in the building.

Comcare Australia is responsible for insurance coverage within the Corporation. The insurance premiums are levied each year based on the level of salaries and wages costs and experience in claims made by the employees. Comcare also assesses compliance with the Occupational Health and Safety Act 1991, associated regulations and approved codes of practices. Two claims were lodged with Comcare in 2006-07.

RIRDChas complied with section 7 of the Occupational Health and Safety Act 1991 as detailed in the following table.

Section 74 of the Occupational Health and Safety Act 1991
Details of health and safety management arrangements

• OH&S committee and OH&S staff representative elected
• OH&S committee meets quarterly
• consultations in respect of OH&S issues includes all staff
• OH&S Policy and action plan reviewed annually

Initiatives undertaken during the year to ensure the health, safety and welfare at work of employees and
contractors:

• health and safety is a standing agenda item at the weekly staff meetings
• the Employee Assistance Program (EAP) continued to be made available to staff and their families
• recommendations of a qualified occupational therapist continued to be implemented
• flu vaccination program continued for all staff who elect to be vaccinated
• annual testing and tagging of electrical appliances initiated along with six monthly testing of fire safety equipment
• three qualified first aid officers

Health and safety outcomes (including the impact on injury rates of employees and contractors achieved as a
result of initiatives mentioned above):

• increased awareness of roles and responsibilities in OH&S including responsibilities of managers and supervisors
• increased awareness and application of OH&S risk management principles with a particular focus on hazards associated with field work and office based hazards such as overuse and prevention of psychological injury overall improved communication in relation to OH&S issues generally

Statistics of any accidents or dangerous occurrences during the year it arose out of the conduct of undertakings
by RIRDC that required the giving of notice under section 68:

• there were no accidents requiring the giving of notice under section 68

Details of any investigations conducted during the year that relate to undertakings carried on by the employer,
including details of all notices given to the employee under section 29, 46 or 47 during the year:

• no requests were received from staff and no undertakings were given by the Corporation
• no directions or notices were given to the Corporation

Staff numbers and remuneration
At the end of June 2007 RIRDC had 25 full-time staff members and two part time staff. Nine of these were on individual contracts. RIRDC also had a number of part-time staff. Consistent with its legislative obligations, the Corporation is an equal opportunity employer.

Remuneration* profile of RIRDC staff

In addition to the resources above, the Corporation had nine external managers contracted to manage various R&D programs as at end June 2007. The organisational structure at the end of June 2007 is shown on page 12.
 

Human resources benchmarking(a) RIRDC in context

 

Scholarships
A key aim of the Corporation's R&D endeavors is to ensure that portfolio-related industries are supported by people with high-quality scientific, technical and leadership skills. In 2006-07, the Corporation's programs also continued to support conferences and field days aimed at providing the platform for transferring information and commercialising R&D outcomes.

The formal postgraduate education program of the Corporation seeks to ensure that industries have a continuous supply of well-trained people. In 2006-07, the Corporation committed $68,500 (GST exclusive) on this area, $,500 for continuing scholarships and $26,000 for new scholarships.

Scholarships awarded in 2006-07
In 2006-07, the Corporation funded one new scholarship as detailed below.

Next Steps

New Corporate Plan for 2007-2012
In the second half of 2004-05, the RIRDC Board initiated a strategic planning process. The Board was especially focused on the need for RIRDC to maximise the impact and adoption of its R&D investments. In June 2005, the Board agreed to a change plan to maximise the impact of R&D investments by growing our relationships with key clients and stakeholders. During 2006-07 the implementation of RIRDC's new investment framework resulted in a revised Corporate Plan.

On 27 August 2007, the RIRDC Corporate Plan 2007-2012 was announced by the Hon. Sussan Ley, MP, Parliamentary Secretary to the Minister for Agriculture, Fisheries and Forestry. It sets out the overarching goals and strategies for the Corporation's operations for the next five years.

"This new Corporate Plan sets out an approach that will deliver real benefits for Australia's rural sector through its research and development program," Ms Ley said.

"It lays out RIRDC's strategies to provide the knowledge base for diversification, not only to develop new rural industries and to increase the profits and resilience of established industries, but also to address big issues like consumer needs and supply chains, declining terms of trade and opportunities from technology to improve farm economic performance that confront rural Australia.

"RIRDC's ongoing evaluation of the impact of R&D investments ensures that rural industries are getting excellent value from their partnership with the Australian Government."

(Source: http://www.psmaff.gov.au/releases/07/07059sl.html)

New ways of Doing Business With RIRDC
From 17 August 2007 RIRDC's business activities commenced operations through Clarity, our web-based project management system, which enables research providers, managers and advisory committees to directly access and comment on proposals at specific stages of the application for funding process.

New Rural Industries:
A new program - Biofuels, Bioproducts and Energy has been created in the New Rural Industries Portfolio. There will also be a strategic review of how RIRDC engages with, and fosters, new rural industries with further work to improve the availability of data.

Established Rural Industries:
Drought is the significant driver for the Established Rural Industries'Portfolio. RIRDC's levy revenue is production-based and the continuing low production in drought sees levy revenue down and our long term approach to large, non-levy based industries is a strategic issue.

National Rural Issues:
Reduced expenditure is proposed for the National Rural Issues Portfolio as we wind down and close programs in Environment and Farm Management and Rangelands and Wildlife Systems with new initiatives proposed in:

• Climate change
• Farm health and safety
• Development of R&D prospectus for energy and trade
• A scoping study of peri-urban agriculture

These changes to the Portfolio are in response to the strategic issues i detailed below.

Corporate Management:
With a similar budget in 2007-08 to 2006-07 the focus of corporate management will include:

• meeting new corporate reporting and protective security obligations
• full implementation of Clarity business software following successful piloting
• a new RIRDC website
• streamlined reporting
• a review of communications activities to ensure we maximise knowledge outcomes.

Strategic Directions for 2007-08
The Corporation has identified a number of strategic issues which form part of the RIRDC Board's agenda in the coming year:

1. RIRDC's model of engagement with new and emerging industries—development of a ‘life-cycle'approach that provides principles for RIRDC's engagement with new rural industries at each stage of their development to best deliver on our objectives. The policy will consider objectives and expectations in relation to voluntary contributions, matching support, incentives and support for levy establishment.
2. RIRDC's‘modus operandi'for the National Rural Issues Portfolio—RIRDC will develop a new strategic approach to implementing its cross-sectoral mandate. A broader process of government and industry engagement and co-investment could ensure focus on agreed national rural issues and facilitate co-investment. To manage the risk of a focus only on‘mature'issues or the status quo, RIRDC will also consider a scanning program to identify and catalyse activity on emerging national rural issues.
3. Provider capacity and contributions—In a dynamic research-provider environment, RIRDC will consider its expectations of providers to contribute to R&D costs and our approach to shaping and growing R&D provider capacity.
4. Sourcing research services—RIRDC will consider its approaches to open call and commissioning, taking account of: identifying innovative ideas, meeting plan objectives, providing investment security and incentives for providers. Our current two stage selection approach also warrants review.

1. Cost attribution of RIRDC overheads—RIRDC will review its application of research management costs to programs.
2. National Research Priorities and Rural Research and Development Priorities—RIRDC currently reports expenditure against these priorities in the Operational Plan and Annual Report. Five-Year R&D plans also reference these priorities.
3. Data and Information Needs—RIRDC has a critical interest in production and economic data on new and emerging rural industries as a basis for decision-making. This information is difficult to secure and will be a focus in the coming year.
4. Understanding the‘sphere of influence'of RIRDC R&D investments—we will seek to understand the comprehensive footprint of RIRDC R&D investments.
5. A consistent and robust reporting framework-we will work with the Council of Rural R&D Corporations to establish a consistent and robust reporting framework on the impact of R&D investments.

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