The New Zealand Institute for Plant & Food Research Limited CRIs – Where to now? University of Auckland Bioscience Enterprise Forum Peter Landon-Lane May 2011

The New Zealand Institute for Plant & Food Research Limited 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?

The New Zealand Institute for Plant & Food Research Limited 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

The New Zealand Institute for Plant & Food Research Limited Our Strategy Focussing our research At four key points across the food value chain Targeting four types of outcome for industry

The New Zealand Institute for Plant & Food Research Limited Two Key Government Policy Changes 1. “Core Purpose” defined Purpose = what for Scope = within what boundaries Role and Operations = how 2. “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

The New Zealand Institute for Plant & Food Research Limited 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

The New Zealand Institute for Plant & Food Research Limited How it all fits together Statement of Core Purpose Strategy - to deliver on Core Purpose Science Plans / Partner Plans / Research Portfolio Management - Optimised for maximum impact

The New Zealand Institute for Plant & Food Research Limited Priorities for PFR this year Partnering Portfolio management Productivity People

The New Zealand Institute for Plant & Food Research Limited 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

The New Zealand Institute for Plant & Food Research Limited 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

The New Zealand Institute for Plant & Food Research Limited