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7. Evaluation and planned budget

The success of the FRDC's planning, investment, management and adoption is measured by an evaluation framework that is based on adaptive management. The structure of the framework is as follows:

  • evaluation of the FRDC's performance against the targets in its RD&E Plan
  • a process that ensures investment is made against priorities where research can contribute to a significant improvement
  • total portfolio evaluation based on RDC evaluation methodology
  • continual review of the planning and investment process by the FRDC Board based on the performance against targets.

Section 7

Each year the FRDC provides a report to Parliament on its achievements of specified targets and its overall performance. The report is linked to annual portfolio budget statements and an annual operating plan (which is a requirement of the FRDC's funding agreements). These corporate documents are available from the FRDC's website under about FRDC).

These documents provide a snapshot of the FRDC's performance against annual targets which align with the delivery of the long-term strategic aims of this RD&E Plan (see table on page 43). The FRDC's accounting, program and quality management systems are all linked. They allow for evaluation of the FRDC's performance of milestone performance and assessment of targets outlined in the annual report and the table on page 43.

The FRDC also uses the Rural RD&E Corporation Evaluation Framework methodology to assess its total portfolio of projects. This is based on a rolling series of cost benefit analysis of aligned projects, or 'clusters' (based on the previous five years' investment).

The results of cluster analyses are linked to the agreed targets for that cluster. This process ensures that future investment decisions are adjusted to meet evolving priorities.

The projects the FRDC invests in are not solely to maximise returns to the seafood industry as public good also needs to be considered. The FRDC is continually refining its targets to ensure they are meaningful and measurable. Assessment of targets that relate to natural resource sustainability and people development is ongoing.

 

Table 2. Aims and targets for each of the three national priority areas during the life of the RD&E Plan.

Aim

Target

2016

2017

2018

2019

2020

By 2020, the community has effective access to, and understanding of, RD&E that supports fishing and aquaculture sustainability and informs improved perceptions of Australian seafood.

The number of species in the national status of key fish stocks increases to include 200 species.

114 species

 

160 species

 

200 species

The number of species classified as 'undefined' is reduced from the current figure of approximately 30% to less than 10%.

~30%

 

~20%

 

<10%

Positive perceptions of the commercial fishing industry increase from 28% to 40% by 2020 as measured through independently-commissioned FRDC stakeholder surveys.

28%

30%

34%

36%

40%

By 2020, deliver RD&E for fishing and aquaculture to increase productivity and profitability consistent with economic, social and environmental sustainability.

Provide RD&E to support increased trade of fishing and aquaculture products into countries with free trade agreements by some 300%.

 

 

 

 

300%

Understand the quantity of potential production from Australia's fishing and aquaculture resources.

 

 

 

 

 

Increase knowledge to improve the utilisation of fisheries resources by Indigenous Australians.

 

 

 

 

Two reports

Increase knowledge to identify obstacles and opportunities to increase productivity through habitat.

 

 

 

 

Two reports

By 2020, deliver sufficient RD&E for significant commercialisation of at least two new or emerging aquaculture growth opportunities with demonstrated potential for profitable business operations.

Advance two or more new or emerging aquaculture opportunities/species for which RD&E has identified clear opportunities and technologies for good production and profitability growth, as measured by increases in harvest tonnages.

500 tonnes

1000 tonnes

1500 tonnes

2000 tonnes

2500 tonnes

 

Tables 3 and 4 show FRDC's predicted revenue and spending for 2015–20.

Table 3 details expenditure against the program areas while table 4 shows how funding will be spent against national research priorities and infrastructure and the two types of partnership agreements described in this RD&E Plan.

 

Table 3. FRDC financial income and expenditure planning 2015–20.

 

2015–16

2016–17

2017–18

2018–19

2019–20

 

$m

$m

$m

$m

$m

Revenue

 

 

 

 

 

Revenue from Australian Government

19.24

20.21

21.22

22.28

23.39

Contributions

7.85

8.24

8.65

9.09

9.54

Other

1.27

1.33

1.4

1.47

1.54

Total revenue

28.36

29.78

31.27

32.83

34.47

Expenses

 

 

 

 

 

Programs

 

 

 

 

 

Environment

9.72

10.16

10.64

11.17

11.71

Industry

9.72

10.16

10.64

11.17

11.71

Communities

0.49

0.51

0.53

0.56

0.59

People

2.43

2.54

2.66

2.79

2.93

Adoption

1.94

2.03

2.13

2.23

2.34

Total programs expenditure

24.29

25.41

26.6

27.91

29.27

Management and accountability

4.07

4.37

4.67

4.92

5.2

Total expenses

28.36

29.78

31.27

32.83

34.47

 

Table 4. Allocation of funding across the strategic investment areas, strategic priorities, national infrastructure and partnership agreements.

Expenditure by activity

2015–16

2016–17

2017–18

2018–19

2019–20

 

$m

$m

$m

$m

$m

Existing contracts, plus recommended approvals for 2015 round (using forecast date) *

15.59

12.16

7.1

3.06

2.02

National priorities

1.6

1.6

2.3

3.6

5

National infrastructure

1

1.4

2.7

3.3

3.3

Response fund ^

1.5

1.5

1.5

1.5

1.5

Partnership agreements (industry sectors)

4.5

6.2

8

9

10

Partnership agreements (jurisdictions)

0.1

2.55

5

7.45

7.45

Public-good funding within jurisdictional partnership agreements

0.89

1.78

2.67

2.67

Total programs expenditure

24.29

25.41

26.6

27.91

29.27