Agency overview and resources

Section 1: Agency overview and resources

1.1 Strategic direction

Rural Industries Research and Development Corporation (RIRDC) contributes to the productivity and sustainability of Australia through rural innovation by working with industry and government. In doing this we generate the knowledge to help rural industries and communities to capture opportunity and manage change. Growing the productivity and sustainability of rural industries through innovation is a key driver of the prosperity and resilience of rural Australia.

RIRDC has a single outcome:

Increased knowledge that fosters sustainable, productive and profitable new and existing rural industries and furthers understanding of national rural issues through research and development in government-industry partnership.

RIRDC’s mission is to maximise the knowledge outcomes for industry and government from our Research and Development (R&D) investments in the following:

• new rural industries
• established rural industries
• national rural issues.

Australian agriculture is experiencing unprecedented operating conditions, through the intersection of climate change, the global financial crisis and global food security. Research and development can play a part in ensuring that Australian agriculture is equipped to prosper, by driving productivity and sustainability through innovation. RIRDC’s strategic direction is to respond to these and other key drivers which have been identified by our government and industry stakeholders:

• Climate change adaptation and mitigation – providing the knowledge for Australian agriculture to adapt, reduce emissions and to capture opportunities, including in new industries and bioenergy.
• Productivity growth – improving understanding of the drivers of productivity across RIRDC’s industries and the R&D that will sustain strong productivity growth.
• Leading national R&D planning in new industries, biofuels and poultry – working with state agencies, research and development corporations, CSIRO and universities to develop and implement nationally coordinated R&D strategies.
• Develop 5 year R&D plans for investment that target R&D under the themes Global Challenges and Community Resilience.
• Adoption – maximising the knowledge outcomes from our R&D – through five year R&D plans that address key industry and government priorities and follow adoption strategies embedded in project design.
• Evaluating and communicating impact – measuring the return on investment and broader social and environmental impacts of our research and development through comprehensive ex post analyses and contributing to the whole of Research and Development Corporation (RDC) evaluation.
• Ensuring that our R&D investments deliver the greatest benefit to new rural industries and diversification.
• Driving corporate efficiency through internal actions and cross-RDC harmonisation.

RIRDC’s base funding from government will be reduced by $3 million per annum from 2009–10. In response, RIRDC will re-prioritise its R&D program, with an emphasis on maintaining investment in levy paying industries, preserving other high priority programs, and on achieving efficiency and effectiveness.

Major risks for RIRDC in 2009–10 include maintaining sufficient capacity to deliver an effective R&D program from a reduced resource base, our capacity to attract and retain quality staff and the need to ensure business sustainability. RIRDC is managing these risks closely. Attraction and retention of quality staff is a key focus and is being addressed through a continuing commitment to a positive workplace culture, maintaining attractive working conditions and offering competitive remuneration. RIRDC recognises the importance of ensuring business sustainability. In 2009–10 RIRDC will implement action plans for improving short term viability and long term sustainability under the direction of the Board. Key initiatives include achieving cost savings from internal actions and participation in the Council of Chairs cross RDC harmonisation review, improving the efficiency of business processes, and implementing strategies to grow revenues. 

1.2 Agency resource statement

Table 1.1 shows the total resources from all origins. The table summarises how resources will be applied by outcome and by administered and departmental classification.

Table 1.1: CAC Act Body Rural Industries Research and Development Corporation Resource Statement—Budget estimates for 2009–10 as at Budget May 2009

1.3 Budget measures

Budget measures relating to RIRDC are detailed in Budget Paper No. 2 and are summarised below.

Table 1.2: Rural Industries Research and Development Corporation
2009–10 Budget measures

1.4 Transition from outcomes and outputs to outcomes and programs

From the 2009–10 Budget, all General Government Sector (GGS) entities will be reporting on a program basis. The table below outlines the transition from the 2008–09 Budget year (as at Additional Estimates) which was presented in administered items, outputs and output groups to the program reporting framework used for the 2009–10 Budget. The table also captures revisions made to GGS outcome statements under the Operation Sunlight Outcome Statements Review.

Figure 1: Transition table

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