This section describes the GRDC’s corporate performance in 2013–14, in terms of: examples of effective implementation of the corporate strategies analysis of feedback obtained from grain growers results of impact assessments of R&D project groups Australian Bureau of Agricultural and Resource Economics and Sciences (ABARES) findings on farm financial performance and total factor productivity in the grains industry. Corporate strategies Table 4 provides examples of the GRDC’s performance in 2013–14 against the corporate strategies and objectives set out in the Strategic R&D Plan 2012–17 and the Agriculture Portfolio Budget Statements 2013–14. Table 4 Corporate performance overview Indicator Performance Strategy: Create value Deliver value by Under the Strategic R&D Plan 2012–17, the research, GRDC’s investing in programs development and extension (RD&E) investment portfolio is based on six that address the key themes identified as key grains industry value drivers. The focus on industry priorities with outcomes for each theme, rather than R&D disciplines and inputs, has the greatest potential improved the responsiveness to grower needs. GRDC’s returns. In 2013–14, the benefits of this approach included: more relevant, higher quality and more timely R&D outputs from researchers per dollar of investment more flexibility in the funding cycle to respond to local needs improved interaction with, and accountability to, growers. Strategy: Coordinate nationally Ensure that programs The GRDC uses its position as the major investor in grains RD&E in are nationally Australia to coordinate investment to reduce duplication and coordinated and the fragmentation. Australian grains The GRDC is actively implementing the Grains Industry National industry has access to Research, Development and Extension Strategy, which aims to improve the RD&E infrastructure the efficiency and effectiveness of RD&E capability by strengthening and capability that it coordination between the Australian Government, state governments, needs for the future. research institutions and industry. The GRDC is active in cross-sectoral strategy development and implementation and leads the soils strategy. Particular achievements in providing a national approach to infrastructure in 2013–14 included: the significant infrastructure joint investment with the GRDC’s Victorian Department of Environment and Primary Industries in the Australian Grains Genebank, which will centralise crop genetic resource services within a national system agreement between the GRDC and Curtin University to establish the Centre for Crop and Disease Management, which will provide
This section describes the GRDC’s corporate performance in 2013–14, in terms of: examples of effective implementation of the corporate strategies analysis of feedback obtained from grain growers results of impact assessments of R&D project groups Australian Bureau of Agricultural and Resource Economics and Sciences (ABARES) findings on farm financial performance and total factor productivity in the grains industry. Corporate strategies Table 4 provides examples of the GRDC’s performance in 2013–14 against the corporate strategies and objectives set out in the Strategic R&D Plan 2012–17 and the Agriculture Portfolio Budget Statements 2013–14. Table 4 Corporate performance overview Indicator Performance Strategy: Create value Deliver value by investing in programs that address the key industry priorities with the greatest potential returns. Under the Strategic R&D Plan 2012–17, the GRDC’s research, development and extension (RD&E) investment portfolio is based on six themes identified as key grains industry value drivers. The focus on outcomes for each theme, rather than R&D disciplines and inputs, has improved the GRDC’s responsiveness to grower needs. In 2013–14, the benefits of this approach included: more relevant, higher quality and more timely R&D outputs from researchers per dollar of investment more flexibility in the funding cycle to respond to local needs improved interaction with, and accountability to, growers. Strategy: Coordinate nationally Ensure that programs are nationally coordinated and the Australian grains industry has access to the RD&E infrastructure and capability that it needs for the future. The GRDC uses its position as the major investor in grains RD&E in Australia to coordinate investment to reduce duplication and fragmentation. The GRDC is actively implementing the Grains Industry National Research, Development and Extension Strategy, which aims to improve the efficiency and effectiveness of RD&E capability by strengthening coordination between the Australian Government, state governments, research institutions and industry. The GRDC is active in cross-sectoral strategy development and implementation and leads the soils strategy. Particular achievements in providing a national approach to infrastructure in 2013–14 included: the GRDC’s significant infrastructure joint investment with the Victorian Department of Environment and Primary Industries in the Australian Grains Genebank, which will centralise crop genetic resource services within a national system agreement between the GRDC and Curtin University to establish the Centre for Crop and Disease Management, which will provide
grdcannualreport2013-14inword.docx