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CRIs – Where to now? University of Auckland Bioscience Enterprise Forum

CRIs – Where to now? University of Auckland Bioscience Enterprise Forum. Peter Landon-Lane May 2011. NZ Crown Research Institutes. 8 Crown Research Institutes Subject to the Companies Act, State Owned Enterprises Act and the CRI Act Approx 4400 staff and turnover of $700 mil

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CRIs – Where to now? University of Auckland Bioscience Enterprise Forum

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  1. CRIs – Where to now?University of Auckland Bioscience Enterprise Forum Peter Landon-Lane May 2011

  2. NZ Crown Research Institutes • 8 Crown Research Institutes • Subject to the Companies Act, State Owned Enterprises Act and the CRI Act • Approx 4400 staff and turnover of $700 mil • Government policy changes including its response to the CRI Taskforce Report • External operating environment • What’s changed and what hasn’t? What can you expect from the CRIs?

  3. Plant & Food Research • Core Purpose: “to enhance the value and productivity of NZ’s horticultural, arable, seafood and food and beverage industries to contribute to economic growth and the environmental and social prosperity of NZ: • 800 staff including 600 scientists, research associates and technicians • 15 sites in NZ and rep offices in Australia and USA • Formed from the merger of Crop & Food Research and HortResearch in December 2008 • Continuing the strategy we have developed over the past 1-2 years

  4. Our Strategy • Focussing our research • At four key points across the food value chain • Targeting four types of outcome for industry

  5. Two Key Government Policy Changes • “Core Purpose” defined • Purpose = what for • Scope = within what boundaries • Role and Operations = how • “Core Funding” • Some funding from ex-FRST contracts to be devolved annually to CRIs from 1 July 2011 • Expected to be about 2/3 of the CRI’s FRST funding and therefore about 40% of its total funding • Shifts accountability for investment decisions to CRI • But doesn’t change the business model

  6. Shift in accountability • Less central government control of inputs • More CRI accountability for results (“impact”) • A linear view of this is: • Inputs → Outputs → Outcomes → Impact • CRIs to be accountable for impact • Due to the long timeframe for impact, also need progress KPIs: research outputs, uptake by end-users, etc • → CRIs will be increasingly judged on the quality of their research investment decisions

  7. How it all fits together

  8. Priorities for PFR this year • Partnering • Portfolio management • Productivity • People

  9. Key Themes for PFR • Partnering – clients, end-users and research collaborators • Research Portfolio Management • Robust investment decisions • Optimised for impact • Aligned with strategy – PFR’s and stakeholders’ • Science more clearly outcome-oriented, with adoption and impact indicators • Simplification drive and financial improvement during the next two years after decreases in revenue

  10. So what can you expect from us? • There will continue to be strong drivers for: • Effective client / end-user engagement • Early engagement • Strategic discussions about a co-funded research portfolio • Measurement of uptake, outcomes and impact • An open, collaborative approach to research • Our summer student programme • Demand for graduates in relevant science, technology and business disciplines

  11. The New Zealand Institute for Plant & Food Research Limited www.plantandfood.com

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