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RIRDC 2007 Stakeholer Survey

This survey has given the Corporation constructive feedback on its relationship with industry, government and research clients. Respondents were generally positive about their working relationship with RIRDC, their awareness of RIRDC’s business and results, and their appraisal of RIRDC’s performance.

Some areas were identified in which RIRDC can further strengthen its stakeholder relationships. These include improving dissemination of research results, improved adoption of research outcomes, increased personal contact between staff and stakeholders, and improved processes for proposal submissions.

Management will use this feedback to identify and address opportunities for improvements.

The anonymous survey, conducted by ORIMA Research, consisted of an online survey of 17 respondents (a % response rate from a random sample representing industry, government and research client stakeholders). This was complemented by twenty-two in-depth follow-up telephone interviews with selected key stakeholders.

The survey results show that respondents rate their relationship with RIRDC as strong, that they have a sound appreciation of RIRDC’s performance and a high level of awareness of RIRDC’s activities.

The survey found that overall, 82% of stakeholders rated RIRDC’s performance as either good or excellent, with industry stakeholders being significantly more likely to rate RIRDC’s performance positively. All key industry stakeholders rated RIRDC performance as good or excellent.

RIRDC’s corporate governance and ethical conduct was also rated positively, with 100% of government respondents, 95% of industry respondents, and 8% of research client respondents rating the Corporation’s governance and ethical conduct as good or excellent. 7% of all respondents rated their working relationship with RIRDC as good or excellent.

Specific comments indicate that RIRDC is well recognised for the depth of staff knowledge, their professionalism, accessibility, responsiveness, and communication. Communication and publication activities were acknowledged as keeping stakeholders informed and up-to-date with RIRDC activities.

Industry stakeholders expressed appreciation of RIRDC’s ability to successfully meet stakeholder needs and objectives in its funding of R&D activities; and key research providers recognise the value of RIRDC R&D projects.

The survey suggests that RIRDC’s strong relationship with its stakeholders could be further enhanced by:

• improving dissemination of knowledge from R&D results
• improving adoption of R&D outcomes
• measuring and communicating impacts and returns on R&D investments
• increasing personal interaction with stakeholders
• improving the timeliness of responses to stakeholder communication and project management
• increasing transparency in project selection and project management processes
• streamlining processes for funding applications.

RIRDC management will address these issues strategically during 2007–08.

In many cases ongoing improvements to RIRDC’s activities and processes are already underway; and a strategic communications plan will focus on keeping stakeholders informed of these developments.

 
 

82% of stakeholders rated RIRDC’s performance as either good or excellent

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Reporting Against the Corporate Plan 2003-2008

Performance information for outcomes

 

Goal 1. Develop new industries
Key measures of success

• acknowledgement by industry partners that RIRDC research is based on market drivers
• emergence of new sustainable industries, including niche industries based on competitive advantage and market opportunity
• the degree to which new and emerging industries contribute to the diversity of Australia’s agricultural base as measured by the range and growth of these industries
• the extent to which new and emerging industry research outputs are adopted and align with the productivity, sustainability and risk management requirements of agricultural systems
• an increase in markets for new agricultural products in Australia and overseas

Goal 2. Adopt new technologies and systems for established industries
Key measures of success

• research outputs that improve the productivity and sustainability of agricultural systems.
• strong commercial pathways that encourage further research outputs and their adoption for industry.
• increases in value of research assets owned by industry parties, RIRDC and research providers.
• research priorities accepted by key stakeholders.
• demonstrate beneficial changes and adaptation by industry and levy payers associated with RIRDC funded research and technology transfer.
• an increase in industry funding and business partnerships.

 

Goal 3. Improve the competitiveness and sustainability of Australian agriculture

Key measures of success

• utilisation of RIRDC policy research papers by government and industry parties in international negotiations and exchanges
• dissemination of RIRDC trade policy research papers to relevant international organisations and government/industry institutions
• improved understanding and investment in alternative agricultural enterprises with lower environmental and ecological impacts
• increased efficiency in industry input and output management including land and water resource uses
• establishment of new market outlets and uses for renewable Australian agricultural products
• expansion of new industries and management systems to safeguard the environment
• adoption of management systems to meet potential quarantine and health threats for RIRDC industries

Goal 4. Underpin innovation and change in Australian agriculture

Key measures of success

• the level of uptake of materials and delivery modes for farm and rural training packages
• enhanced use and adaptation of rural learning institutions and personnel to meet the skills base for farm and other industry stakeholders
• availability and utilisation of information and data on rural adjustment, health and safety and other socio-economic influences across regional Australia
• increased farmer participation in learning activities
• levels of adoption of safe work systems on farms
• reduction in the incidence of critical farm health mishaps related to machines, chemical, disease and social factors
• delivery of effective and innovative means for developing change management capacity in rural industries including succession planning

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