teagasc statement of strategy 2005-2007

Teagasc Statement of Strategy 2005-2007

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Contents

Page

Foreword 3

1. Introduction 4

2. Mission, Vision and Mandate 52.1 Mission Statement 52.2 Vision 52.3 Mandate 6

3. External Content 73.1 Policy Framework 73.2 National Framework 83.3 International Context 93.4 Confronting the Challenges 103.5 A New Agenda for Teagasc Research 113.6 A New Agenda for Teagasc Advisory Service 123.7 A New Agenda for Teagasc Education and Training 13

4. Internal Environment 154.1 Teagasc Services 154.2 Physical Infrastructure 154.3 Staff Resources 164.4 Management of Teagasc 164.5 Human Resource Management 184.6 Financial Management 184.7 Information and Communication Technology and e-Government 194.8 Quality Customer Service 194.9 Performance Evaluation 194.10 Staff Training and Development 204.11 Managing Intellectual Property 204.12 Modernisation Commitments 21

5. Goals & Strategies 225.1 Competitiveness and Innovation in Agriculture 235.2 Competitiveness, Innovation, Safety and Quality in Food 295.3 Sustainable Systems of Agriculture 315.4 Rural Viability 345.5 Operational Capabilities and Modernisation 36

6. Key Linkages 406.1 Government Departments/Agencies 406.2 EU 406.3 Other International Linkages 406.4 Higher Education Institutions in Ireland 416.5 Industry Representative Bodies 416.6 Joint Programmes with Industry 416.7 Local Development Agencies 416.8 North-South Linkages 42

7. Implementation, Monitoring and Reporting 43

8. Appendix 1. 45Map of Teagasc Locations

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To generate and apply new knowledge for the sustainabledevelopment of agriculture and the food processingindustry to enable it to respond profitably to consumerdemands and requirements and contribute to a vibrantrural economy and society.

Mission Statement


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I am pleased to present this, the third Statement ofStrategy of Teagasc, which sets out our goals, strategiesand priority actions for the period 2005 to 2007.

This Strategy Statement is the result not only of detaileddiscussions and consultation within Teagasc, but alsoreflects the input of the Department of Agriculture andFood, other state bodies and a range of other stakeholders.In regard to internal consultation, I am pleased to note thatthe new National Partnership Committee played a majorrole in the finalisation of the document. I wish to thank allstaff members and those external organisations andindividuals who contributed.

During the course of the last Statement, Teagasc undertook major internal reorganisationand rationalisation and our Head Office was successfully relocated from Dublin to Carlow.During the course of the current Statement, our focus will be on building on the reforms ofthe previous period to deliver better quality and more innovative programmes to ourcustomers.

The period covered by this Statement is one in which the agri-food industry will have toconfront new challenges and adapt to the freedoms arising from recent reform measures.The overall policy framework requires the development of an internationally competitivemultifunctional agriculture, producing market-required food products and environmentalgoods and services, diversification of the rural economy and protection and management ofthe rural landscape. The industry will survive and prosper in this new environment bydeepening its knowledge-based comparative advantage and continued public support forR&D, education, training and extension will be critical.

This Statement again highlights the close collaboration between Teagasc and a range ofnational and international partners. We are committed to working closely with our parentDepartment and other Government departments, with key research, advisory and traininginstitutes nationally and internationally and with all sectors of the Irish agri-food industry. Inthis way Teagasc will continue to make a major contribution to ensuring that the industrywill be in a position to take advantage of the new opportunities now arising.

Foreword

Tom O’DwyerChairman

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T his is the third Teagasc Statement of Strategy. It setsout our goals and strategies for the development ofagriculture and the food industry over the next three

years. The revised statement is required under the PublicService Management Act 1997, as a consequence of anupdate by the Department of Agriculture and Food of itsStatement following the appointment of a new Minister.

Our Statement takes account of changes in theDepartment’s Strategy. It also reflects changes in theconsumer food market, the agri-food environment and theincreasing emphasis on the role of agriculture in producingthe public goods of landscape and heritage features,biodiversity and wildlife habitats.

The agri-food industry is an important component of the Irish economy, and its futurecompetitiveness will depend on its ability to develop as a knowledge-based industry. TheTeagasc research, advisory, education and training services are key platforms to securingthis competitiveness.

This Statement is based on Teagasc’s vision of the knowledge needs of the agri-foodindustry, its mandate and how its services can best be delivered with the resourcesavailable. It has been developed in consultation with and involving input from staff at alllevels and recognises the need for flexibility on the part of staff to respond to changes indemand for services.

Teagasc intends to develop the organisation’s human and physical resources and operationalcapabilities so as to meet our Customer Charter commitments to quality service and theGovernment’s public service modernisation targets.


Introduction1.

Jim FlanaganDirector

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2.1 Mission StatementOur Mission is:

To generate and apply new knowledge for the sustainable development of agriculture andthe food processing industry to enable it to respond profitably to consumer demands andrequirements and contribute to a vibrant rural economy and society.

Increasingly government policy identifies knowledge-based support as the key dimension tomaintaining Ireland’s competitiveness in all sectors of the economy, including theagriculture and food industries. In line with this, public support will increasingly focus onthe provision of support to education, training and research & development as the way ofensuring Ireland’s comparative advantage on world markets. The agri-food industry will alsosurvive and prosper by deepening its knowledge-based comparative advantage.

As the largest provider of knowledge-based services to the agri-food sector, Teagascoccupies, through its scientific reputation and impartiality, a leadership position in theindustry’s development. In line with the national vision for the creation of an innovationdriven culture, the organisation will aim to strengthen its own capability and performance,as a basis for raising the technological absorptive capacity of the industry.

2.2 VisionIn line with that of the Agri-Vision 2015 Committee, our vision is for an agri-food industrythat is an integral part of the knowledge-based economy and which is:

g Competitive in all aspects and capable of delivering the high quality and safe productsdemanded by the consumer.

g Continually innovative in meeting consumer demands for variety, quality and safety offood products and in responding to the growing demand for ‘foods for health’.

g Increasingly focused on the production of public good outputs, such as rural landscape,cultural and heritage features, biodiversity, carbon sinks and wildlife habitats.

g A key influence on the life and viability of rural areas.


Vision and Mission Statement2.


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2.3 MandateTeagasc, established under the Agriculture (Research, Training and Advice) Act ,1988, isthe state agency with responsibility for the provision of research, advisory, education andtraining services for

g Agriculture, including horticulture and forestry.

g The production and processing of meat and livestock products, milk and dairy products,poultry and egg products, fish and fish products, horticulture and plant products.

g Farm management, agricultural economics, rural development, marketing of agriculturalproducts and any other activities or sciences related to improving the efficiency or scopeof agriculture.

This mandate gives Teagasc responsibility for meeting the technology needs of the wholefood chain from ‘fork to farm’ and the scope to integrate research, advisory, training andeducation services into single service packages for customers.

The Statement of Strategy is the organisation’s strategic plan for implementing its mandate.The current Statement takes account of the following major policy documents/reports:

g Report of the Agri -Vision 2015 Committee. Department of Agriculture and Food,Dublin, 2004.

g Building Ireland’s Knowledge Economy: The Irish Action Plan for Promoting Investmentin R&D to 2010. Report to the Inter Departmental Committee on Science, Technology,and Innovation. Forfás, Dublin, 2004.

g Department of Agriculture and Food Statement of Strategy 2005-2007. Department ofAgriculture and Food, Dublin, 2005.

g Ireland: National Development Plan 2000 – 2006. The Stationery Office, Dublin, 2001.

g Sustaining Progress: Social Partnership Agreement 2003 – 2005. The Stationery Office,Dublin, 2003.

g An Agreed Programme for Government between Fianna Fáil and the ProgressiveDemocrats. Department of An Taoiseach, Dublin, 2002.

g Ahead of the Curve: Ireland’s Place in the Global Economy. Report of the EnterpriseStrategy Group. Forfás, Dublin, 2004.


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3.1 Policy Framework

3.1.1 Domestic Policy

Teagasc’s strategic actions are relevant tothe changing needs of the Irish agri-foodindustry, are market-led and designed tosupport Irish agriculture and food withinthe framework of government andinternational policies and priorities. Inparticular, they underpin national objectivesfor the agri-food sector as set out in theNational Development Plan 2000-2006and specifically in the Productive SectorOperational Programme, including the FoodInstitutional Research Measure (FIRM).

In addition, our strategic initiatives aresupportive of the Department of Agricultureand Food’s Statement of Strategy 2005-2007 and fully reflect our response to theagri-food policy objectives and the publicservice modernisation programme of theProgramme for Government.

Our Strategy Statement also reflects thecurrent emphasis in government policy onthe role that Research, Technology,Development and Innovation (RTDI) willplay in maintaining nationalcompetitiveness. Irish government policyprioritises the development of a knowledge-based economy, especially through theprovision of funding for R&D. Agricultureremains a significant component of theIrish economy and its futurecompetitiveness will also depend on itsability to develop as a knowledge-basedindustry. Ongoing public support toagriculture and food through funding ofresearch, training and extension will be keyto the future competitiveness of theindustry.

3.1.2. European Policy

The Luxembourg Agreement on reform ofthe CAP constitutes a dramatic change inEU agricultural policy. The decoupling ofagricultural direct payments fromproduction will lead to changes in thevolume of output, the levels of inputs usedin Irish agriculture and the structure offarming in Ireland. The decoupling of directpayments will result in a change to therelative returns to farm labour which islikely to result in an increase in the numberof farmers with off-farm employment.Furthermore, the reduction in theintervention prices for dairy products andthe decoupling of dairy compensation islikely to result in an acceleration of thepace of structural change in the Irish dairyindustry. The Report of the Agri- Vision2015 Committee accepted the Teagascanalysis, which projects a reduction in thenumber of farms from 136,000 in 2002 to105,000 in 2015. The number ofeconomically viable farms is expected toincrease from 28% to 38% in the period,but on three- quarters of these farms eitherthe farmer or the spouse will participate inoff-farm employment. The Report alsohighlights the weak competitive position ofIrish agriculture and its low rates ofproductivity growth relative to other EUcountries - when full economic costs areconsidered. Non-EU countries like NewZealand, Australia, Brazil, US and Canadawould also appear to have significantadvantages, particularly those of scale, forsome animal and crop products.

External Context3.


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3.2 National Framework

3.2.1 The Irish Economy

The current generally favourablemacroeconomic climate in Ireland isexpected to continue - in contrast with thatof continental EU countries where historicallyhigh levels of unemployment and therelatively low levels of national incomegrowth are forecast to continue.

The spectacular growth of the Irish economyin the 1990s impacted on the agri-foodsector in a number of ways. Off-farmemployment opportunities were created forfarmers and their families. Competition forlabour for both farm production and foodprocessing also increased. A wide range ofnew demands came from the foodmarketplace and inflationary pressures wereexerted on farming costs. These trends arelikely to continue during the current strategyperiod.

3.2.2 The Agri-Food Sector

The agri-food industry continues to make asignificant contribution to the Irish economy.The combined agri-food and drink sector hasannual exports of over €7 billion, accountsfor almost 9% of GDP and directly employs166,000 people. In particular, the industryplays a major role in the indigenous sector,with approximately 50% of exports from Irishowned companies deriving from agri-food anddrink companies. The linkage of the agri-foodsector to the rest of the economy isexceptionally high and, given its low importcontent, the sector currently contributes inthe order of 20% to net foreign earningsfrom merchandise exports.

The decline in full-time farming continues,as does the rise in part-time farming. It isestimated that about 42% of all Irish farmersare now part-time. Servicing this growingnumber of part-time producers is a particularchallenge for Teagasc.

In light of the emphasis currently beingplaced on balanced regional development

and a more even spatial distribution ofindustry, it is important to note that the agri-food industry is already regionally dispersedand plays a very important role in the ruraleconomy. Farming families account foraround one-third of the rural population.While this share is declining, as it is invirtually every other developed country, theagri-food sector continues to play a veryimportant role in our rural communities. Thefuture viability of the industry is therefore animportant element of the economic prospectsof these areas and their people.

Agriculture is the very basis of the foodchain. It also embraces functions which gofar beyond the production of agriculturalproducts. The concept of multifunctionalityreflects these new important characteristicsof European agriculture as well as reflectingsociety's expectations. Agriculture as aneconomic sector must be versatile,sustainable and competitive. It must also becapable of maintaining the countryside,conserving nature and making a keycontribution to the vitality of rural areas.Innovation, research and development areindispensable components of a dynamic,competitive sector that also meets society'sexpectations for the provision of a wide rangeof public goods.

3.2.3 The Food Industry

The Irish food industry makes a significantcontribution to the economy, with annualoutput value of approximately €16.8 billion,accounting for almost 20% of all industrialoutput and employing in the region of47,000.

The need for our milk and beef industry toinnovate and add value has gained newmomentum following the LuxembourgAgreement. The Prepared Consumer Foodssector has been buoyant and continues toexpand. A major focus on foods for health isbeing driven by Enterprise Ireland and islikely to impact on a wide range ofcompanies. Overall, the industry faces severecompetition on both home and exportmarkets and must develop new skills,


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particularly in product innovation andmarketing, for competitive success.

3.2.4 Rural Development

Rural Ireland is in a state of rapid change,with increasing population, adoption ofurban values, extensive long distancecommuting, widespread adoption of part-time farming and a decline in the economicimportance of farming. At the same time,there is growing pressure for land to beused to meet environmental and leisureneeds. These changes are occurring withina context of changing EU policies foragriculture and rural development.

The focus of rural development policy haschanged and must now address the morediverse needs of today’s rural dwellers. Themajority of these are not involved withagriculture. Rural development policy mustbe integrated with wider regional planningand development policy. It must also takeaccount of the substantial regionaldifferences in economic development inIreland.

3.2.5 Provision of Public Goods

Primary agriculture produces agriculturalcommodities, but it also produces a rangeof “public goods”, such as the preservationof the rural landscape, biodiversity, wildlifeconservation, carbon sequestration andothers which are reflected in the termmultifunctional agriculture. This role willprovide an increasingly important rationalefor Government support for agriculture.

The provision of public goods by agriculturereinforces its role in sustainable ruraldevelopment. Since agriculture willcontinue to account for the greater part ofland use, it will be central to the on-goingprovision of public goods associated withthe rural landscape. Irish agriculture willhave to develop in an environmentallysustainable manner and respond toenvironmental policy changes as they arise.

3.2.6 National Science & Technology Policy

The Lisbon Agenda, adopted by the EU in2000, set the goal of the European Unionbecoming the most competitive anddynamic knowledge-based economy in theworld. A strong science and researchcapacity is essential to encouragecompetition, innovation andentrepreneurship throughout Europe.

The Report of the Enterprise Strategy Groupemphasizes the need for increasedinvestment in research and development,both public and private, to enable Ireland’seconomy remain competitive in a futuredominated by knowledge. Irish Governmentpolicy increasingly acknowledges the keyroles that education, research anddevelopment and innovation have and willplay in maintaining competitiveness.Agriculture and the food processingindustry will remain important to thenational economy over the next decade andthe competitive ability of these industries,like that of the rest of the economy,depends on their ability to develop asknowledge-based industries focused on therequirements of the market place. Thisnecessitates continued investment inpublicly funded research, as publicresearch bodies are focused on thegeneration of knowledge.

3.3. International Context

3.3.1 World Trade Organisation

The major policy development on thehorizon is a possible conclusion of the DohaRound of the WTO that will probably seefurther liberalization of agricultural tradeand the further restriction of the freedom ofWTO members to subsidize theiragricultural industries in a trade distortingmanner. The Luxembourg Agreement hasstrengthened the EU’s negotiating positionwith regard to domestic support toagricultural producers. As the majority ofdirect payments in the EU are now


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decoupled from production, they areconsidered non-trade distorting andtherefore are in the so-called “green-box”which is exempt from reductions. However,the Doha Round of the WTO may haveserious consequences for Ireland in termsof the reduction or possible elimination ofexport subsidies and increasing ourvulnerability to cheap imports bynegotiating on market access. For a smallopen economy like Ireland that is relativelymore reliant on export subsidies than otherEU member states, the elimination ofsubsidies is likely to have a significantnegative impact on the prices received byfarmers.

3.3.2 Other Trends

The enlargement of the EU and furtherliberalisation of trade will continue to exertpowerful competitive pressures on our agri-food industry. This combined with risingenergy prices will require a re-evaluation ofnon-food land uses, in particular for biofuelproduction. Public concern with the qualityand protection of the environment as wellas the welfare of animals has become anincreasingly important influence on publicpolicy, particularly in regard to the agri-foodsector. Consumer concerns regarding thesafety, traceability and health promotingproperties of food are growing. Theseconcerns are accompanied by increasingdemands for convenience and competitivelypriced products.

3.4 Confronting the Challenges

3.4.1 Competitiveness and Sustainability

The foregoing trends will intensify over timeand bring the need for competitiveness inthe industry even more to the fore.Accordingly, it is essential to focus on theability of the Irish agri-food industry tocompete and to confront the changes thatare happening in consumer markets and inthe external trading environment. As with

other industries, the competitive potentialof the agri-food industry depends on itsability to develop as a knowledge-basedindustry. As stated in the Agri-Vision 2015Report: “Agriculture remains an importantcomponent of the Irish economy and itsfuture competitiveness will also depend onits ability to develop as a knowledge- basedindustry. Ongoing public support toagriculture through funding of agriculturaleducation and training and of agriculturalresearch, extension and advisory serviceswill be keys to the future competitivenessof the industry.”

A number of recent reports on the foodindustry stress that it needs to reposition itsproduct range from basic commodities tomore differentiated products with highervalue-added and to move from a culture ofbeing production-driven to being marketand consumer-led. Specific areas ofopportunity identified are preparedconsumer foods, functional foods andbeverages, food ingredients and specialityfoods. In addition, paramount importance isattached to food safety throughout the foodchain. For Teagasc, the key link withnational development strategy is inresearch, development and training. Herethe various reports are unanimous. Theremust be much greater spending by industryon R&D and greater attention to upskillingthe labour force. The Public ResearchOrganisations (PRO’s) have an importantrole to play and must be world class in theircapabilities while stronger research linkagesmust be established between PRO’s andindustry.

Global warming is an increasing cause forconcern. The Kyoto Protocol, signed in1997, requires signatory countries to limitgreenhouse gas emissions by 2010. Irelandis committed to limiting the increase in itsgreenhouse gas emissions to no more than13% above the level of 1990. The NationalClimate Change Strategy proposes measuresto control greenhouse gas emissions.Ireland is unusual in that a significantcontribution is made by the agriculturalsector to national greenhouse gasemissions. Furthermore, relative to other


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EU countries, Ireland has a smallproportion of land area under forestry andas forests act as a carbon sink, this is alsoa source of concern. This is not the onlyexample where environmental concernshave resulted in policy commitments underEU or other treaties. The requirements tocomply with the water, nitrates andphosphorus directives of the EU arespecific examples.

Environmental legislation is likely to haveimplications for the competitiveness andsustainability of Irish agriculture.Furthermore, it is likely to present theTeagasc research, training and advisoryservices with significant challenges in termsof providing farmers with new technologiesand information that will allow them tosustain their farm businesses whilecomplying with the environmentalstandards.

3.4.2 The Consumer

Confidence, trust and integrity in the foodchain are major issues for the consumerand Teagasc must play a role in linkingscience-based knowledge to these issues,which go beyond just safety and embracesuch issues as health claims andauthenticity.

3.5 A New Agenda for TeagascResearch

The Teagasc agriculture and rural researchprogramme will continue to serve the broadrange of farm enterprises, as well asnational stakeholders, with an appliedresearch programme. Some elements of theapplied programme will need to expand asa result of greater contributions fromindustry through increased levy funding.Emphasis will continue to be placed onensuring that the resulting technology isquickly transferred to stakeholders throughthe extension and education programmes.

The organisation has unique capability inapplied research and is centrally placed toimplement the recommendation of theEnterprise Strategy Group that applied R&Dfunding should be increased. Teagasc canbe an effective partner in a StrategicTechnology Platform for Agri-FoodTechnologies, as defined in that report. Theintensification of its scientificspecializations, which is the aim of the newresearch strategy, will ensure that the morebasic areas of knowledge that are essentialto support such a platform are in place.

In a submission to the Department ofAgriculture and Food (April 2005), Teagascproposed a new research strategy, theprincipal aim of which is to invest incentres of excellence that will equip thoseinvolved in the business of agriculture andfood with the knowledge to improveefficiency, competitiveness andresponsiveness to the market and todevelop policies that respect the physicalenvironment, promote biodiversity andguarantee the maintenance of a healthypopulation and health- giving countryside.

The new research strategy will expand theorganisation’s resources devoted tobiotechnology, such that world classcompetence in selected key areas will beestablished. In this regard, Teagasc isinfluenced by the conclusions of theInterdepartmental Group on ModernBiotechnology that biotechnology has thepotential to deliver major benefits toindividuals and societies in areas such ashealthcare and agriculture andenvironmental remediation and that thedevelopment of world class competence isessential, not optional, for Ireland andEurope.

The changing environment for science andthe food industry will be reflected in thestrategy and programme of the foodcentres. There is a compelling need for thefood centres to align themselves with twomajor change processes, i.e. (1) nationalscience & technology (S&T) policy which isbased a priori on the creation of scientificexcellence with increasing attention to


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linkages with the productive sector and (2)innovation in food companies and, inparticular, the drive for science-basedinnovation, most notably in connection withthe development of foods for health.Teagasc will critically examine its foodresearch science base and pursue a strategyto intensify the key scientific disciplinesunderpinning this programme area.

The recent submission to the Department ofAgriculture and Food also identifies thedevelopments that must take place in theorganisation’s agriculture and rural researchprogramme so that it can position itself todeliver the knowledge required to achievethe Government’s vision for agriculture in2015. The strategy is to develop specifictheme areas - animal science, crop science,environment and land use and ruralresearch. The aim is to establish researchteams with critical mass that will result incentres of excellence. The achievement of ahigh level of integration within and betweenthe centres of excellence and with othernational and international institutions is anintegral part of this proposal.

3.6 A New Agenda for TeagascAdvisory Service

The key role of the Advisory Service is tomaximise the income and sustainability offarm families within rural communities

A new advisory strategy and the resultingrestructured service will focus theorganisation’s resources to assist farmfamilies in confronting the challenges arisingfrom the changing policy environment andthe decoupling of direct payments

The development needs of commercialfarmers will be satisfied through thedissemination of proven new technology andfinancial planning techniques. A dedicatedcorps of technology and business adviserswill provide farmers with the capacity toimprove efficiencies, increase scale andadopt best practices to maximise income.

Continuing structural adjustment and theevaluation of new land use options resultingfrom changed EU policies have increased thedemand for the Planning for the FutureProgramme. Specially trained advisers willoffer a detailed options analysis programmeto all farm families. This exercise will helpthem to assess all the options for integratingthe management of the farm business withother income- generating opportunities. AWay Forward Action Plan, outlining thepathways to viability for each family, will bea key output from this Programme.

Current EU policies and the government’svision for agriculture highlight the demandfor rural environmental protection and therequirement for best practice by farmers.Central to this is the Rural EnvironmentalProtection Scheme (REPS), nutrientmanagement planning and farm wastemanagement. The Advisory Service willcontinue as the principal REPS planningagency, accounting for over 40 percent of allplanning services nationwide. Advisers,supported by research colleagues, will delivera range of environmental services to ensurethat farmers are fully supported in achievingthe requirements of best practice and cross-compliance.

The new era in agriculture places arequirement on farmers to equip themselveswith new skills. The Advisory Service willprovide a wide range of courses, many ofwhich carry the Further Education andTraining Awards Council (FETAC)accreditation. These courses will range fromthe Vocational Certificate in Agriculture foradult learners to very specific skills- basedcourses. A dedicated corps of educationofficers, supported by agricultural advisersand specialists, will deliver adult training atlocal level in a flexible manner to ensuremaximum participation.


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3.7 A New Agenda for TeagascEducation and Training

In a learning society, education and traininghave a pivotal role to play in raising theskills, knowledge and competencies ofschool leavers, adult farmers andoperatives. The Lisbon Strategy aims tocreate by 2010 a highly dynamic andcompetitive knowledge- based economy inEurope that will deliver sustainable growth,generate more and better jobs and creategreater social cohesion. The CopenhagenDeclaration has raised the profile ofvocational education and training in termsof improving the quality of education andtraining, facilitating access for all andopening up education and training to thewider world.

Teagasc aims to achieve the goals of theLisbon and Copenhagen declarations byensuring that its education and trainingprogrammes are continually upgraded to thehighest international standards. Theimplementation of the recently completed“Review of Teagasc’s Provision of Educationand Training” by the Education andTraining Forum will ensure that ourprogrammes will be student centred andbased on a platform of innovation,excellence and the need for a competitiveagricultural industry.

Training of young entrants will, in the main,continue to be provided at colleges.Following the closure of six colleges inrecent years, it is felt that the remainingnetwork of eight colleges will be required tomaintain a reasonable geographic spread soas to facilitate countrywide access foryoung entrants and adult farmers. It isrecognised that the role of colleges ischanging dramatically. Students areincreasingly more inclined to commute fromhome for their training. The agriculturalcolleges of the future, while still meetingthe needs of young entrants, will also needto integrate more with the provision oftraining for adults and part-time farmersand also with research.

Colleges and their staff are best equippedto provide skills training, whether at thecollege or local level, and should beinvolved in skills training as part of localVocational Certificate in Agricultureprogrammes or in skills training modules foradult farmers.

Colleges will also provide the VocationalCertificate in Agriculture for part-timefarmers in their own catchment area inconjunction with the Advisory Services.They will also be utilised as regionaldevelopment centres where, in collaborationwith research colleagues, the college farmproduction systems can be used to assessand demonstrate to students and farmergroups the most recent findings fromresearch. Teagasc will continue to providethird- level training, accredited by theHigher Education and Training AwardsCouncil (HETAC), up to ordinary degreelevel in conjunction with the institutes oftechnology. Eleven such programmes arecurrently available, with the opportunity toprogress up to honours degree level.

To meet the education and training needsof the growing number of part-time farmers,the Vocational Certificate in Agriculture willbe provided at local level at night andweekends in all management units.

The Advanced Certificate in Farming(replacing the 100 hour and 80 hourtraining courses) will continue to beprovided each year across advisorymanagement units and colleges to facilitatepart-time farmers with non-agriculturaltraining who wish to avail of state aids andincentives. Recent legislation requires thatthese courses are required to be accreditedby FETAC.

Following the completion of a pilot 180hour e-learning programme, an e-collegehas been established, and it is planned toexpand the range and scope of e-learningprogrammes.

The increasing emphasis on environmental,animal welfare and food safety issues is afurther challenge. This, together with the


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need to keep abreast of the latestproduction and financial managementtechnologies, will require a comprehensiveprogramme of life-long learning for adultsinvolved in farming. Teagasc is committedto an expansion of its life-long learningprogramme, which currently providestraining to over 8,000 adult farmers eachyear.

Adult training will be delivered on amodular basis with standardised syllabi andassessment procedures, thereby facilitatingthe ongoing accumulation of credits. Theadult farmer training programme will be oneof the key delivery mechanisms for theother advisory programmes, including the“Options Analysis Programme”, the “GoodFarm Practice Programme” and the“Technology and Business Programme”.

The forestry, horticulture and pig servicesare being restructured into three newdevelopment units, integrating advice andresearch in single management structures.This will provide an integrated research andadvisory service to improve competitivenessand viability and ensure sustainableproduction systems in these sectors.


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4.1 Teagasc Services The Teagasc service brand is wellrecognised and respected throughout theagri-food industry and the organisationenjoys excellent relations with a wide anddiverse client base. The organisation’scontributions on, for example, farmincomes, environment, health and safetyand other public good issues carrycredibility in policy debates.

About 65,000 farm families are availing ofthe advisory services, more than half ofwhom receive an intensive service. About8,000 farmers participate annually in adulttraining courses and over 4,000 youngpeople are undertaking the third- level andvocational training courses.

The customers for the research servicesinclude farmers, the agri-food processingand service sectors, advisers, governmentdepartments, other agri-fooddevelopment/service agencies/organisations,the universities, other researchorganisations, and the EU.

The current research programme includessome 300 projects, about half of which areundertaken in collaboration with Irish andEuropean partners. In about 25% of cases,there is a direct involvement of, or liaisonwith, the agri-food processing or servicesector.

Our Customer Charter states ourcommitment to provide professional, highquality services to customers and theCustomer Service Action Plan 2004-2006includes some 40 action steps to furtherimprove our customer services.

4.2 Physical InfrastructureIn 2004, Teagasc relocated itsheadquarters from Dublin to Carlow as partof its rationalisation programme. Part ofthis rationalisation programme includes thedisposal of a number of advisory offices andresearch centres and the relocation of staffand the services they provide to larger moreviable centres in more appropriatelocations. Approval has been given to usemuch of the proceeds of this rationalisationprogramme to fund developments at someof the organisation’s remaining centres.This investment has been additional to theongoing maintenance and development offacilities provided for in the Capital Grantallocation.

The research services are now consolidatedat Athenry, Grange, Johnstown Castle,Kinsealy, Moorepark, Oakpark and the foodcentres at Ashtown, Dublin and Moorepark,Cork. In the last few years there has beenconsiderable investment in developing abiotechnology research capability,expanding research in environmentalscience and improving the food trainingprogramme.

Vocational and third- level training foryoung entrants to the industry is providedat four Teagasc-owned colleges (Ballyhaise,Co Cavan; College of Amenity Horticulture –Botanic Gardens, Dublin; Clonakilty, CoCork; Kildalton, Co Kilkenny) and fourprivately - owned colleges (Gurteen, CoTipperary; Mountbellew, Co Galway;Pallaskenry Co Limerick; Warrenstown CoMeath). A €24.5m five year investmentprogramme (2000 to 2005) to upgrade thefacilities at these colleges is nearingcompletion.

Internal Environment4.


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Local offices for advisory staff are providedat about 80 locations around the country.About two-thirds of these have a classroomfacility to provide training courses.

Appendix 1 shows a map of all currentTeagasc locations.

4.3 Staff Resources The current allocation of the 1,599 staff(full-time equivalents) to the main servicesis as follows:

Advisory Services 702

Training Services 196

Agriculture Research 456

Food Research 165

Corporate Services 80and Support Units

A further 74 staff are engaged in delivering trainingcourses at the Private Colleges.

4.4.Management of TeagascThe management system comprises aneleven- member authority which determinespolicy, and the Director, whoseresponsibility is to manage and control theorganisation and ensure that the policiesdetermined by the Authority areimplemented. The Director is assisted bythe Management Committee, comprisingthe Heads of the Directorate forAdministration, Management Services,Agriculture Research, Food Research,Advisory Services, and Training andDevelopment. Policy approved by theAuthority is executed through anorganisation structure comprising thebusiness units outlined in Figure 4.1. Manyof these business units have responsibilityfor the implementation of a number ofnational programmes. The Advisory,Agriculture Research and Training andDevelopment Directorates have recently

adopted a programme managementstructure. The key function of theProgramme Manager/Leader is to develop anational business plan for each programmearea and to lead and monitor theimplementation of this across the variousbusiness units.


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18

4.5 Human ResourceManagement

The success of the organisation indelivering on its mission will be determinedby the efforts, calibre and management ofstaff. The organisation has recentlyreviewed its human resource managementcapability. A restructured Human Resource(HR) Department has been provided withadditional resources and given cleardirection through the development of a HRstrategy.

The HR Department is now structured intwo discrete teams: HR Services, focussingon the provision of HR services (includingrecruitment, personnel administration andpensions), and HR Operations, supportingpeople management through employeerelations, policy development andpartnership support.

An organisational strategy designed toattain excellence through people is inplace. This sets out ongoing actions forpeople management, competencyframeworks, participation, investment inpeople and responsible behaviour andaccountability.

The implementation of this strategy and theimplementation of the HR DepartmentBusiness Plan will ensure that themanagement of human resourcescontributes to the achievement of the goalsof the Statement of Strategy.

A National Partnership Committee,consisting of staff, trade unions andmanagement, chaired by the Director, iscurrently in place. A Partnership Officer hasbeen appointed to support and manage theimplementation of partnership. The role ofthe National Partnership Committee is toactively promote and lead the managementof change through a partnership approach.The Committee endeavours to advance thecommon interests of staff and managementthrough improved internal communicationsand the promotion of meaningfulconsultation.

4.6 Financial ManagementTeagasc seeks to develop the fullcapabilities of its accounting system. Theuse of electronic funds transfer has beenexpanded, electronic requisitioning andstock control are now in place and anintegrated Client Information ManagementSystem (CIMS) has been developed and isnow being implemented. The organisationhas endeavoured to meet increasingstandards of customer service, whilecomplying with legislative requirements andmeeting the standards set out in the Codeof Practice for the Governance of StateBodies.

The organisation has taken steps to developan appropriate control environment by:

g Clearly defining managementresponsibility, authority andaccountability.

g Establishing formal procedures andmonitoring activities to safeguard itsassets.

g Developing a culture of accountabilityacross all levels supported by anongoing internal audit programme.

The process of development andimprovement will continue. The flow ofmanagement information will be improvedby expanding and enhancing our accountsIT system – Integra- so as to contribute tothe development of a ManagementInformation Framework (MIF). The MIF willbe aimed at ensuring a more efficientprocessing of financial transactions andaccounts, tracking the ongoing progress inachieving organisational business targets,enabling better decision-making about theallocation of resources and ensuring bettermanagement and accountability ofresources.


19

4.7 Information andCommunication Technology(ICT) and e-Government

In late 2002, Teagasc prepared acomprehensive ICT strategy. This strategycalled for the creation of a centralised ICTDepartment, the complete upgrade of theexisting ICT infrastructure andimplementation of a number of ICT projectsto enhance the operational andmanagement efficiency of the organisationand facilitate the provision of qualityservices to customers in a cost efficientmanner. The new ICT Department is inplace and progress is being made towardsdelivering the systems, infrastructure andservices set out in the ICT strategy.

The implementation of this strategy willimprove the organisational efficiency andbroaden the range of services it has tooffer. Over the next three years, this willrequire significant capital expenditure toimprove the ICT infrastructure, systems andservices. The planned projects include:

g Design and implementation of a newICT infrastructure. This project will becompleted by the end of 2006.

g Implementation and upgrading of keyorganisational software ,including anew human resources and payrollsystem, a laboratory informationmanagement system, a documentmanagement system, a redevelopmentof the IT systems which support theNational Farm Survey, a new REPSplanning system and a redevelopment ofthe research management informationsystem (RMIS)

g Review of all Teagasc websites based onthe implementation of a ContentManagement System.

g Restructuring and improving the internalICT support services.

4.8 Quality Customer ServiceThe delivery of a quality service tocustomers and the public in general is apriority for Teagasc. Recently, an initiativehas been undertaken to review, enhanceand measure the kind of service providedand written commitments have been givenregarding the quality of service for thefuture. To this end, a Customer Charter anda Customer Service Action Plan 2004-2006have been published.

The Charter details commitments regardingthe standard of service to be provided. TheAction Plan outlines measures to beadopted to ensure that the commitments inthe Charter are met. The actions includethe participation of staff at customerservice awareness workshops. Best practiceprocesses currently being developed includethe establishment of customer panels and aformal complaints procedure, theintegration of quality customer serviceactions into all internal business plans anda good practice guide for communications.Action steps are also planned to improvethe standards of the facilities at our centresfor the benefit of both customer and staff.

Feedback from our customers is encouragedand the organisation is committed todeveloping formal procedures, includingregular customer surveys, to ensure that itreceives information on the servicescustomers require.

4.9 Performance EvaluationA performance evaluation process, guidedby a steering group, is in place to plan andreview on a cyclical basis the mainresearch, advisory and training programmesand develop an evaluation culturethroughout the organisation. The evaluationprojects recently completed include areview of the business planningarrangements in the organisation and anassessment of dairy monitor farmperformance (2001 to 2003). Projectsunderway include an evaluation of the


20

€32m research retooling programme 2000-2004.

Over the next three years, it is planned toundertake 2-3 major evaluations and 4-6smaller studies related to particularstrategies from the Statement of Strategy.These studies will focus on large areas ofexpenditure.

Performance indicators specified at thevarious business unit levels as part of thebusiness planning process will provide thebasis for ongoing monitoring and review oforganisational performance. This processwill be reinforced through the developmentof a series of management reports leadingto the implementation of a ManagementInformation Framework (MIF).

4.10 Staff Training & Development

As a knowledge organisation, Teagasc fullyrecognises the importance of continuouslydeveloping its staff to meet the changingneeds of its clients. A Staff Training &Development Unit was established in 2005.The Unit is responsible for monitoring andsupporting the operation of thePerformance Management and DevelopmentSystem (PMDS), as well as leading andsupporting staff training and development.

PMDS is now a fully operational platformfor systematically addressing staffdevelopment issues. In 2005, particularemphasis is being put on achieving adefinitive linkage between the keyobjectives of individual staff members andthe business plan objectives ofmanagement units. The Staff Training &Development Unit measures initiated in2005 will ensure the programming processfor staff training is better geared to meetthe development needs identified throughthe PMDS.

Under the new HR Strategy, staff trainingand development will be devolved, withtechnical training and staff development

activities planned and delivered atdirectorate level. In the Advisory andTraining and Development directorates, thespecialists will play a key role in providingtraining and technical support for front linestaff. The Unit is responsible for overall co-ordination of the technical training and forthe delivery of non-technical training. It hasplans to develop a ManagementDevelopment Programme for theorganisation, to revamp the inductionprogramme for new staff and to develop thementoring/coaching capability within theorganisation, particularly in relation to ITsupport. The Unit is committed toemploying competency profiling that willfacilitate a planned approach to stafflearning and development.

4.11 Managing Intellectual Property

“The commercialisation of research andknowledge for Ireland’s economic benefitthrough effective intellectual propertymanagement and technology transfer, needsto be a priority for all higher education andpublic research institutes and it is essentialthat institutes establish strong capabilitiesin this regard”. (Building Ireland’sknowledge Economy. The Irish Action Planfor Promoting Investment in R&D to 2010.Report to the Inter DepartmentalCommittee on Science, Technology andInnovation, 2004).

Whilst Teagasc has well established meansof technology transfer in place, theorganisation is developing its intellectualproperty management andcommercialisation expertise. In this regard,it has adopted the ICSTI National Code ofPractice for Managing Intellectual Propertyfrom Publicly Funded Research (Forfas,2004). The full implementation of the Codeof Practice requires the putting in place ofappropriate structures and resources forcommercialisation of research and thedevelopment of appropriate policies forsharing of rewards.


21

4.12 Modernisation Commitments

In 2004, a Business Planning DevelopmentOfficer was appointed to implementinitiatives arising from the ModernisationProgramme for the Irish Public Service. TheModernisation Programme has its roots inthe Strategic Management Initiative (SMI),which was launched in 1994. Theobjectives are to ensure that, on an ongoingbasis, public service organisations will

g make a greater contribution to nationaldevelopment;

g be a provider of excellent services to thepublic;

g make effective use of resources.

Teagasc is committed to modernising itsstructures, facilities and businessprocesses. The modernisation themes setout in Sustaining Progress and theverification requirements of the agreementprovide the impetus for achieving real andmeaningful change. In addition to therationalisation of a number of centres,Teagasc has also made progress inorganisational management; in theprovision of services; in the introduction ofa customer service action plan; in increasedefficiency of the farm operations; in newstaff technician/technologist gradingstructures; in a new partnership structurewith staff; and in the implementation ofbusiness planning processes that willsupport a culture of participation. A riskmanagement programme has also beeninitiated to assess, identify, quantify,mitigate and monitor risks.

The following additional significantdevelopments are planned over the nextthree years:

g The further development of the businessplanning process to support the efficientdelivery of services that are focused onthe needs of our clients.

g The development and implementation ofa risk management policy andprocedures to make effective riskmanagement a central part in the day-to-day management processes in a waythat can deliver improved performanceand other benefits

g The development of a ManagementInformation Framework (MIF)incorporating data from a variety ofmanagement information systems andthe financial system to delivermanagement information to managers atall levels to enable them to monitor thedelivery of business plan commitments.

g The use of the ‘”Guidelines for theAppraisal and Management of CapitalExpenditure Proposals in the PublicSector” to ensure best use of capitalfunds.


22

Goals & Strategies5.Goal 1

Competitiveness and Innovation in Agriculture

To underpin the development of a competitive, innovative and consumer focused agriculturesector.

Goal 2

Competitiveness, Innovation, Safety and Quality in Food

To support the development of a market oriented, competitive and innovative food sector,particularly in the growing ‘foods for health sector’, which meets the highest standards ofquality and safety.

Goal 3

Sustainable Systems of Agriculture

To develop systems of agriculture and food production that are sustainable in terms of theenvironment, animal welfare, occupational safety and the work environment.

Goal 4

Rural Viability

To promote the development of a vibrant rural economy through building the humanresource capacity of farm families and through the development of a sound scientificknowledge base to agri-food policy development.

Goal 5

Operational Capabilities and Modernisation

To develop the organisation’s human and physical resources and operational capabilities toensure the delivery of quality services to our customers, while implementing Governmentpolicy on public service modernisation.


23

No.

1.1

1.2

1.3

Strategic Action

AdvisoryAssign up to 110 advisory staff toan enterprise specific businessand technology programme (T/B)servicing approx. 10,000farmers.

Mainstream joint industryprogrammes, discussion groupsand monitor farms together withenhanced advisory contact onbest farm practices in all AreaManagement Units (AMUs) andadvisory programme areas.

Use of management informationsystem, including the Irish CattleBreeding Federation (ICBF)management system, e-profitmonitor and cost control plannerby up to 10,000 farmers.

Performance Indicator

g Number of advisors in T/Bservice.

g Number of joint programmes,monitor farms, discussiongroups.

g Number of clients completinge-profit monitors and numberregistered for Teagasc/ICBFmanagement information site.

Goal 1: Competitiveness and Innovation in AgricultureTo underpin the development of a competitive, innovative and consumer focused agriculturesector.

Teagasc will implement research, advisory, education and training strategies for thedevelopment of primary agriculture, including horticulture and forestry.

The research strategies will focus on generating scientific information and technologies for arange of farm enterprises to achieve improved productivity, reduced costs of production andincreased value of output.

The advisory strategies will focus on transferring the latest cost-reduction technologies andproduction blueprints from research and modern farm management practices to thecommercial farming sector.

Third- level and vocational level training courses will be provided to equip young entrants toagriculture and horticulture with best practice skills for modern farming.


24

No. Strategic Action Performance Indicator

1.4

1.5

1.6

1.7

Promote the objectives ofAdvisory Service Business Plan toclients and the wider communitythrough a series of 100events/activities.

Develop the competencies of5,000 farmers to implement bestpractice in animal welfare, foodhygiene and biosecurity necessaryfor EU cross- compliance.

Adult Farmer TrainingDevelop and deliver a range ofaccredited food training coursesto primary producers and to thefood industry.

Forestry/Horticulture/PigDevelopmentForestry Research: Conductresearch that will result in thedevelopment of thinning,harvesting and marketingtechnologies that will help tounderpin farm forestry practicesthat are environmentallysustainable, economically viableand socially desirable.

g Number of public events andpublications.

g Number of awareness eventsand numbers of farmersattending.

g Number of training coursesheld.

g Number of clients usingTeagasc Food Assurancewebsite.

g Range of courses developedand delivered

g Number of participants

g Number receiving awards

g Level of cross compliancerelating to food assurance

g Quality and quantity ofscientific publications andreports.

g Competitive funding obtained.

g Cost/benefit of research asdetermined by formalevaluation of projects andprogrammes.


25

1.8

1.9

1.10

1.11

Forestry Advice/Training:Promote and support thedevelopment of farm forestry as aviable and sustainable farmenterprise.

To carry out a pig researchprogramme that will enhancecompetitiveness and efficiency atfarm level, improve productquality and value whileminimizing any adverse effect onthe environment, and protect thewelfare of pigs in intensivesystems.

Carry out research on vegetables,mushrooms, fruit and nurserystock using minimal inputs,I.C.M.S. (Integrated CropManagement System) andpropagation techniques toproduce healthy plants andquality produce.

Restructure the forestry, pig andhorticultural services into threenew development units,integrating advice, research andtraining in single managementstructures by the end of 2005.

g Number of attendees at farmforest walks, training coursesand forestry informationevenings.

g Improvement in the quality offarm forests.

g Number and hectares of newfarm forest establishedannually.

g Level of integration betweenTeagasc forestry, REPS andother programmes.

g Number of research outputs(refereed scientific papers,conference presentations,other reports).

g Blueprints developed for bestpractice in the managementof pig production units.

g Production cost data analysedfrom pig units to allowinternal and internationalbenchmarking.

g Number of blueprint reportsproduced.

g Level of uptake by industry.

g Number of growers usingI.C.M.S.

g Number of research taskscompleted.

g Number of commodity teamsestablished.

g Number of contracted clients.



26

1.12

1.13

1.14

1.15

1.16

Education & Training Develop and deliver a range ofquality assured further and highereducation and training courses for800 school leavers each year.

Promote agricultural educationand training and provideappropriate career guidance

Implement the 40recommendations of the ForumReview of Teagasc Education andTraining Provision by the end of2006.

Agriculture ResearchInitiate and deliver on 55 researchprojects (25 scientist years) so asto establish new knowledge anddevelop technologies and systemsto underpin the competitivenessof the livestock sector.

Initiate and deliver on 20 researchprojects (10 scientists years) so asto establish new knowledge anddevelop technologies and systemsto underpin the competitivenessof tillage crops for food andenergy uses.

g Range of courses developedand delivered

g Numbers of participants

g Numbers achieving awards

g Numbers participating

g Number of career events

g Number attending careerevents

g Level of compliance withNQAI policy on access,transfer and progression.

g Proportion of Forum Reviewrecommendationsimplemented.

g Proportion of researchprojects successfullycompleted.

g Number of scientificpublications and reports.

g Number of productionblueprints.


g Number of scientificpublications and reports.



27

1.17

1.18

1.19

Initiate and deliver on 11research projects (7 scientistyears) so as to exploitdevelopments in the biosciencesto drive competitiveness andinnovation in the agriculturesector

Generate new knowledge (19projects using 6 scientist years)that will allow the analysis andprojection of the effects of actualand proposed changes in marketsand policies at the national,sectoral, farm and householdlevels and provide research- basedadvice to policy makers on thedevelopment of new policyoptions.

Conduct annual survey of farmsin Ireland (3 scientist years) soas to be able to compareenterprise analysis within Irelandand to compare Irish farms withother EU member states

g Number of patents andbreeders rights.

g Number of productionblueprints.


g Number of scientificpublications and reports


g No of scientific publicationsand reports.

g No of briefings to businessleaders and policy makers.

g Survey reports

g The extent of utilisation byTeagasc and others of thesurvey data for economicanalyses of the comparativeperformance of farms andfarm enterprises

g No of briefings to farmers,business leaders and policymakers on Irish agriculture.



28

1.20 Carry out a proactive programmeof technology transfer fromresearch to the Advisory Serviceand to the industry (5 scientistyears).

g No. of training courses foradvisors.

g No of open days, workshopsand symposia for industry.

g No of popular publications.

g No of end of project reports.

g No. technical digests



29

Goal 2: Competitiveness, Innovation, Safety and Quality in FoodTo support the development of a market oriented, competitive and innovative food sector,particularly in the growing ‘foods for health sector’, which meets the highest standards ofquality and safety.

Teagasc will implement research strategies, spanning a range of science and technologyareas for the food industry, particularly in meat, dairy and food ingredients and food safety.

Provide a technology transfer service and training courses for the food industry as anintegral element of the research strategies.

2.1

2.2

2.3

2.4

Food ResearchInitiate and deliver researchprojects to underpin productquality and innovation in theIrish food industry.

Initiate and deliver researchprojects to exploit developmentsin technology and thebiosciences to drive innovation infunctional foods .

Initiate and deliver researchprojects to provide anunderstanding of consumerdemands and customerrequirements to guide innovationand competitiveness.

Initiate and deliver researchprojects on the microbiologicaland chemical safety of Irish foodproducts.

g Proportion of designatedresearch projects successfullycompleted.

g Quality and quantity ofscientific publications andreports.

g Number of patents.

g Number of applicationstrials/pilot plant validationssuccessfully completed.

g Number of products/processestendered to industry.

g Amount of competitivefunding obtained.

g No of scientific and technicalpublications and reports.

g Amount of industry fundingobtained.

g No of scientific and technicalpublications and reports.



30

2.5

2.6

2.7

Carry out a proactive programmeof technology transfer and adviceto Irish food companies andregulatory bodies.

Food Training andConsultancyDevelop and provide nationallyaccredited education and trainingcourses to the food sector andregulatory bodies.

Provide specialist analytical andconsultancy services to underpinfood safety, competitiveness andinnovation

g Amount of industry-commissioned researchinvoiced.

g Number of open days,workshops and symposia forindustry.

g Uptake of research asmeasured by follow-oncommercial activity.

g Number of products in markettest by industry.

g Number of food SMEsassisted.

g No of disseminationdocuments.

g Number of training coursesnationally accredited.

g Proportion of designatedcourses run.

g Number of attendees atcourses.

g Feedback from customers.

g Amount of services invoiced.

g Number of training coursesnationally accredited.

g Number of courses run.

g Number of attendees atcourses.

g Feedback from customers.

g Amount of services invoiced.



31

3.1

3.2

3.3

3.4

AdvisoryProvide a REPS planning serviceto 20,000 farmers.

Deliver nutrient managementplanning and farm wasteplanning services to underpinsustainable farming and cross -compliance to 500 farmers.

Increase the awareness ofrequirements and best practice inrelation to farm safety to 6,000REPS participants, 1,200commercial farmers and 3,000other farmers.

Education & TrainingEnsure that a range of accreditedmodules on cross-complianceincluding the environment,animal welfare and occupationalhealth and safety are delivered toyoung entrants and to adultfarmers.

g Number of Teagasc clientsparticipating in the REPSprogramme.

g Number of nutrientmanagement and farm wastemanagement planscompleted.

g Number of participants inhealth and safety courses andnumber of awareness-creating activities held.

g Range of programmesdelivered

g Number of participants


Goal 3: Sustainable Systems of AgricultureTo develop systems of agriculture and food production that are sustainable in terms of theenvironment, animal welfare, occupational safety and the work environment

Research strategies will generate and transfer new scientific information and technologies tothe agriculture sector, enabling farmers to farm in an environmentally sustainable manner,promote the preservation of the rural landscape, improve the welfare of farm animals andcontribute to the development of a safe and healthy working environment.

Advisory strategies will be undertaken to support the development of sustainable farmingthrough the provision of a REPS planning and support service, nutrient managementplanning and farm waste management planning services, and the transfer of technologiesfrom research.

Best practice in relation to occupational safety, animal welfare and environmentallysustainable farming practices will be included in all Teagasc training courses.


32

3.5

3.6

Agriculture ResearchEstablish new knowledge that willhelp to underpin sustainableagriculture production practicesand protect the rural environment(18 research projects using 13scientist years).

Conduct research that will helpto underpin improved animalwelfare (5 research projects using2 scientist years).


g Level of cross-compliancerelating to the environment,animal welfare andoccupational health andsafety.


g No. of scientific publicationsand reports.

g Uptake of research asmeasured by improvement inenvironment.

g New blueprints of production.

g Proportion of projects fundedcompetitively.

g No. of policy papersdeveloped and transferred topolicy makers.



g Uptake of research as animalwelfare improvements

g Proportion of researchprojects funded competitively.

g Policy papers developed andtransferred to policy makers.



33

3.7

3.8

3.9

Develop strategies that will helpto improve labour productivityand improve working conditionson farms (2 projects using 1scientist year).

Carry out a proactive programmeof technology transfer fromresearch to the Advisory Serviceand to the industry.

Provide technological andanalytical services to the agri-food industry and other users.



g No. of production blueprints.

g No. of training courses foradvisors.

g No of open days, workshopsand symposia for industry.

g Feedback from industry.

g No of popular publications.

g No of end of project reports.

g No. technical digests

g Range of services provided.

g Cost recovery from serviceusers



34

4.1

4.2

4.3

4.4

4.5

AdvisoryDevelop the capability of 15,000farm families to adjust to change.

Equip 500 farm families with thecompetencies to avail ofdiversification opportunities andother supplementary enterprises.

Provide easy access for upwardsof 1,000 part-time farmers toAdvisory Service’s group events.

Adult Farmer TrainingDevelop and deliver trainingcourses to meet the needs ofpart-time farmers and operatives.

Promote and supportdiversification opportunities forfarmers, including sport horses,organic farming and othersupplementary enterprises.

g Number of participants inOptions Analysis Programme.

g Number of farmers attendingtraining on supplementaryenterprises with incomeearning potential.

g Number of events/coursesprovided outside normalworking hours.

g Range of courses developedand delivered.

g Number of participants on e-learning courses


g Numbers attending trainingcourses or mentored

g Uptake of supplementaryenterprises.


Goal 4: Rural ViabilityTo promote the development of a vibrant rural economy and society and provide a soundscientific knowledge base to agri-food policy development.

The research strategies will focus on analysing the trends and changes in rural areas, theimpact of rural development policies and the contribution of the agri-food sector to the ruraleconomy.

The advisory strategies will include an options analysis service to assist farmers adjust tochanges affecting them and support them to identify options and pathways for viability,including the adoption of other diversified enterprises.

Adult training service will be provided to support all aspects of the advisory service tofarmers.


35

4.6

4.7

Promote and facilitate lifelonglearning opportunities for farmfamilies and rural dwellers.

Rural DevelopmentResearchConduct research (9 projectsusing 4 scientist years) that willprovide the strategic knowledgebase to support the continuedviability of rural areas andsupport the establishment ofalternative enterprises andemployment opportunities in ruralareas.

g Range of training coursesdeveloped and delivered.

g Number of participants.

g Numbers recorded on theAMS and achieving awards.


g No of scientific publicationsand reports.

g Amount of competitivefunding obtained.

g No of policy optionsdeveloped and transferred topolicy makers.



36

5.1

5.2

5.3

Continue the implementation ofthe Human Resources Strategy

Establish a partnership approachto reach staff/managementconsensus on organisationalissues.

Undertake a HR business processimprovement programme anddevelop a HRIT system

g Publication of the StaffHandbook by mid-2005

g Development of competencyprofiles for all major areas ofemployment by mid-2006

g All interview boards sittingafter January 2006 will befully trained in competencyassessment.

g Employee assistanceprogramme in place by end of2005

g Quarterly monitoring andreporting on key equality datain place by late 2005.

g The continued satisfactoryoperation of an activeNational PartnershipCommittee.

g Completion of the analysis ofkey business processes andidentification of detailedbusiness requirementsleading to the preparation ofan invitation to tender by endof 2005.


Goal 5: Operational Capabilities and ModernisationTo develop the organisation’s human and physical resources and operational capabilities toensure the delivery of quality services to our customers while implementing Governmentpolicy on public service modernisation and corporate governance.

This will involve the further development of the organisation’s staff and physical resources,its systems of financial management, ICT systems and a range of other internalorganisational management support and information services.

In working to achieve this goal, Teagasc is committed to implementing strategies related tothe public service modernisation agenda of better organisational management underpinningthe delivery of quality services to customers. Compliance with the Code of Practice for theGovernance of State Bodies at all levels in the organisation will be assessed and anynecessary action taken.


37

5.4

5.5

5.6

Progress the modernisationagenda through the agreement onAction Plans under SustainingProgress

Upgrade the Integra financesystem and make greater use ofthe system in the management ofthe organisation.

Implement Corporate Governanceregulations and directions

g Success in integrating theimproved business processeswith the HRIT system as thephases are beingimplemented during 2006and 2007.

g Implementation of plans,completion of reports andsatisfactory verification bydue dates.

g Regular meeting of the groupof unions and briefing ofmanagers

g Accounting system upgradedto Integra 3 by the end of2007.

g Payroll system modernised inassociation with new HRITsystem by end 2006.

g Satisfactory reports from theC&AG on the degree ofcompliance.

g Returns made under Ethics inPublic Office on time eachyear

g The extent to which aprogramme of internal auditis implemented in accordancewith the agreed annualInternal Audit Plan.

g Biannual report to theAuthority on the extent ofimplementation of a riskmanagement programme.



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5.7

5.8

5.9

5.10

5.11

5.12

Allocate an annual budget forimplementation of anorganisation-wide staff trainingand development programmebased on training needsidentified in PMDS

Develop and implement a robustand secure ICT infrastructureusing industry standardcomponents.

Ensure adequate ICT support forstaff using current and futureapplications.

Continue the development of ourICT systems in line witheGovernment Strategy.

Continue the development of thebusiness planning process andManagement InformationFramework (MIF)

Continue to implement aprogramme of internal evaluation.

g Organisation-wide stafftraining plans developed andimplemented each year.

g The percentage utilisation ofthe annual staff trainingbudget.

g Relocation of servers to third-party data centre by mid-2005

g Complete wide area networkupgrade by end- 2005

g Complete infrastructureproject by end of 2006.

g Successful outsourcing ofuser support in line with theroll out of new infrastructurein 2005 and 2006.

g Delivery of criticalapplications as set out in theICT Plan.

g Proportion of business plansdelivered on schedule.

g The development andimplementation of aManagement InformationFramework by end- 2006.

g Delivery of evaluation plan ontime.



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5.13

5.14

5.15

5.16

5.17

5.18

Continue to implement a QualityCustomer Service Initiative.

Provision of internal researchmanagement support servicesand the development of anintellectual property managementsystem.

Provision of a comprehensivePublic Relations and CustomerCommunications programme ofservices.

Implementation of an internalaudit programme.

Implementation of a libraryservices programme.

Implementation of an annualbuilding programme inaccordance with the budgetprovided.

g Delivery of the action steps inthe Customer Service ActionPlan on time.

g Compliance with TeagascCustomer Chartercommitments as indicated bysurveys of customers.

g Updating the ResearchManagement Informationsystem by end of 2006

g Implement an organisation-wide policy on intellectualproperty in accordance withICSTI Code of Practice by endof 2006.

g Public website upgraded bymid-2006.

g Number of pressreleases/publications issuedand the extent of mediacoverage resulting.

g Number of new publicationsproduced annually.

g The scale and extent of theprogramme implementedrelative to the plan.

g Full text online access tojournals, available to staff asper programme.

g Planned annual programmecompleted on time and tobudget.



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Key Linkages6.6.1 Government Departments/

Agencies

6.1.1 Department of Agricultureand Food

Teagasc will work closely with its parentDepartment to ensure that its programme ofactivities meets the needs of the sector,that it is consistent with government policygenerally, and particularly with the policy ofthe Department of Agriculture and Food aslaid down in its Statement of Strategy.

6.1.2 Other Government Departments

The mandate of Teagasc extends acrossareas covered by several governmentdepartments. It will maintain liaison andcontact with these departments to ensureconsistency and efficiency in approach andavoidance of overlap in areas of commoninterest. Departments concerned include:Education and Science; Community, Ruraland Gaeltacht Affairs; Enterprise; Trade andEmployment; Environment, Heritage andLocal Government.

6.1.3 Government Agencies

Various other agencies of Government havemandates that touch on our work. Theseinclude Bord Bia, FAS, HETAC, FETAC, TheNational Qualifications Authority of Ireland,Food Safety Authority, the Health andSafety Authority, Enterprise Ireland and theEnvironmental Protection Agency. We willmaintain liaison with these bodies and workco-operatively with them as is necessary ordesirable.

6.2 EU Our involvement in EU initiatives will bemaintained and, where possible,strengthened. In particular, we will continueto compete strongly for research contractsunder the Framework and otherprogrammes for research and development.EU research policy increasingly aims tostep up the co-operation and co-ordinationof research activities carried out at nationalor regional level in the Member States. TheCommunity is committed to making areality of the concept of a “EuropeanResearch Area” (ERA) by improving thecoherence and co-ordination across Europeof the national research programmes. TheSixth Framework Programme has a basicobjective to contribute to the creation ofthe ERA. Under the Sixth and proposedSeventh Framework Programmes, theCommission is committed to pursuing theagreed target for Europe of investing 3% ofGDP on R&D by 2010. In July 2004,Ireland published its Action Plan forreaching this target. Teagasc is fullycommitted to playing its part in ensuringthat the Irish target is reached.

6.3 Other International Linkages

Active participation in internationalscientific communities is a necessarycondition for the development of know-how.As a small organisation, Teagasc is aware ofthe value of building and maintaining aportfolio of strong international contactsand networks. We have signed a number ofbilateral agreements with institutes aroundthe world and we have sought to be activeparticipants in the wider world of scientific


41

and developmental endeavour. Thesecontacts have been important in ensuringearly access for Ireland to relevantdevelopments in science and technologyabroad. We will strengthen our existingbilateral research agreements and seek todevelop new linkages which will benefit ourwork and the industry we serve.

6.4 Higher Education Institutions in Ireland

We have developed an extensive network offormal and informal collaboration with ouruniversity and institute of technologycounterparts. The Walsh Fellowship Schemeplays an important role in fostering suchcollaboration. The two food centres workclosely with UCC and UCD and otherinstitutions in implementing food researchprogrammes managed by the Department ofAgriculture and Food.

Teagasc colleges and the Teagasc- fundedprivate colleges are currently involved withseven institutes of technology in the jointprovision of eleven third- level programmesup to ordinary degree level. These linkagesfacilitate the best use of the corecompetencies of each of the partnerinstitutions and provide students with theopportunity to progress up to honoursdegree level.

We will continue to build partnerships withthe Higher Education Institutes to helpachieve critical mass in important areas,efficiency in operation and better deliveryof services. We will maintain the WalshFellowship Scheme at about its existingsize, but broaden the scope to include morenon-traditional agricultural sciencedisciplines. With the approval of theDepartment of Agriculture and Food, wewill initiate in the near future a PostDoctoral Scheme for up to ten fellows. Wewill enter discussions with Irish universitieswith a view to forming more formal co-operative networks in jointly deliveringresearch, education/training, anddevelopmental services.

6.5 Industry RepresentativeBodies

We will maintain ongoing liaison with thevarious bodies representative of ourstakeholders in the agri-food sectors. Wewill develop and strengthen the variouscommodity working groups which arerepresentative of stakeholders and staffand involve them in developing andmonitoring overall programmes of research,education/training and technology transferfor their commodity areas.

6.6 Joint Programmes with Industry

We are working with all the major agri-businesses in implementing jointdevelopment programmes. Theseprogrammes focus on improving productionefficiency and product quality consistentwith market requirements. The jointprogramme partnership arrangementsensures an effective deployment of staffresources and provides funding to deployadditional staff. We will continue to seekopportunities to extend partnership withindustry.

6.7 Local DevelopmentAgencies

We co-operate with and support Regionaland Local Development Agencies in theimplementation of new developments inrural areas. Many of these relate to the agri-food sector and complement the role ofTeagasc. The expertise of our staff is a keysupport to these agencies. The closeworking relationship provides us withopportunities to stimulate developmentinitiatives to support our role and increasethe demand for our advisory and trainingservices.


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6.8 North-South LinkagesWe will develop and advance co-operationwith the agri-food development agencies inNorthern Ireland on matters of mutualinterest. In particular, areas for co-operationidentified by the North-South MinisterialCouncil in Agriculture will be pursued. Wewill continue current discussions with theAgricultural Research Institute of NorthernIreland towards developing an agreement onco-operation in research. Ongoing contactwill be maintained with the other agri-food,research and development and trainingbodies and any opportunities for co-operation that would yield mutual benefitwill be explored.


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Implementation, Monitoringand Reporting7. Reporting to the Director, the managementof Teagasc is collectively undertaken in sixdirectorates, i.e. Advisory Services, Trainingand Development, Agriculture Research,Food Research, Administration andManagement Services. Responsibility forimplementation of the Statement ofStrategy is shared through this managementstructure. Each directorate in turn sharesits responsibilities among its businessunits.

The preparation and monitoring of businessplans is the organisational mechanism usedto achieve Statement of Strategyimplementation. The business plan for eachdirectorate is prepared in consultation withstaff and then agreed with the Director.The plans for the business units aresimilarly prepared by the line managers andtheir staff and agreed with the directoratehead.

The business planning process, whichstarted in 2002, is being continuouslyrefined and improved. A staff member wasassigned in 2004 to lead and facilitate itsfurther development.

The purpose of the business planningprocess, in addition to ensuring theorganisational share out of Statement ofStrategy implementation, is to ensure thatbusiness objectives are specific,measurable, achievable, realistic and time-bound (SMART). Business plan rolls outinto work profiles for staff members throughthe Performance Management DevelopmentSystem (PMDS). This directly links the workof each staff member to theimplementation of organisational strategy.

The National Partnership Committee willplay a key role in supporting the

implementation of the strategy throughdeveloping good relationships betweenmanagement, unions and staff. It will fosterpartnership in the day- to- day work of allstaff and develop initiatives to contributeto improved employee relations.

Implementation of the Statement ofStrategy will be monitored and kept underconstant review. Teagasc operates a numberof key systems to provide the necessarymanagement information. Theorganisation’s finance system (Integra) hasbeen updated to facilitate the monitoring ofprogress towards the achievement ofperformance indicators. The ClientInformation Management System (CIMS)has been developed as a fully integratedadd-on to Integra and is fully operationalacross the Advisory Service. The AdultEducation Management System (AMS) andthe Education Management system (EMS)have been updated to support servicedelivery as well as management reporting.The Research Management InformationSystem (RMIS) is being reviewed so as todevelop a solution with improved capabilityto manage research projects and monitorthe achievement of performance indicators,while strengthening its alignment withIntegra. The HR system will also play a keyin relation to the allocation of resources tothe various programmes undertaken.

Over the next two to three years, Teagascwill work towards the achievement of thetargets set for the Civil Service in the“Management Information FrameworkProject Plan 2004 – 2006”. The corefeatures of this framework are:


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g Financial System Installation: Integra isan MIF-compliant finance system.

g Performance Indicators: The businessplanning process establishes theperformance indicators. A reviewprocess is ongoing to ensure that theseare SMART.

g Costing Framework: Significant effortwill be needed to establish a costingframework which will allow for costallocation on a programme, project andcost centre basis and facilitateperformance review.

g Management Reporting: A full review ofmanagement reporting will be requiredto utilise the investments in financialsystems and the performance indicatorframework to enable managers tomonitor and improve the managementof resources and decision making.

The research, advisory, education andtraining programmes, which will besubmitted annually to the Department ofAgriculture & Food, will reflect the goalsand strategies from this Statement ofStrategy. The Annual Report to theMinister for Agriculture and Food is areview of the progress achieved in theimplementation of these strategies andgoals.


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Manorhamilton

Sligo

Ballymote

Swinford

BallinaCrossmolina

Belmullet

BallyhaunisCastlerea

RoscommonClaremorris

Castlebar

Westport

Leenane

Donegal

Ballybofey

Letterkenny

Monaghan

Castleblaney

BallyhaiseBailieboroughBallyjamesduff

Dundalk

Drogheda

Kinsealy

Botanic Gardens

WicklowBaltinglass

Naas

AthyPortlaoise

Knockbeg

BagenalstownGorey

Oak Park

Tullow TinahelyRathdowney

Kilkenny

Mullinavat

KildaltonNew Ross

Enniscorthy

Johnstown Castle

Clonmel

Lismore

Dungarvan

Tipperary

Solohead

Thurles

Nenagh

Gurteen

LimerickRaheen

Pallaskenry

Newcastle West

Newmarket

KanturkMallow

MidletonCork

Bandon

Millstreet

Macroom

Dunmanway

ClonakiltyBantry

Skibbereen

Moorepark

KilmallockListowel

Tralee

Killarney

Cahirciveen

Kilrush

Kilmaley

Ennistymon Scariff

GortPortumnaLoughrea

BallinasloeAthenry

Galway

Headford

BallinrobeTuam

Mountbellew AthloneMoate

Tullamore

Birr

Longford

MohillBoyle

Carrick on Shannon

Mullingar

Ennis

Waterford

Grange

NavanKells

Ashtown

Warrenstown

CarndonaghHead Office

Development Centre

Food Research Centre

Agricultural Research Centre

Local Advisory Office

Research Station

Teagasc College

Private College

Teagasc Centres1APPENDIX


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NOTES


47

NOTES


48

NOTES

Oakpark, Co. Carlow.Tel: 059 917 0200 Fax: 059 918 2097Email: [email protected] www.teagasc.ie

teagasc statement of strategy 2005-2007

Documents