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Plant & Food Research Strategy: Vision for Growth and Impact

Discover the strategic initiatives and policy changes at Plant & Food Research, a key player in NZ's food industry. Learn about their focus areas, funding shifts, and commitment to impactful research. Find out how they plan to engage with clients, drive productivity, and nurture talent to shape a sustainable future.

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Plant & Food Research Strategy: Vision for Growth and Impact

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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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