On the Boards (OtB), a contemporary performance arts organization in Seattle, faced financial struggles after purchasing and renovating a new performance space. Through the Mid-sized Presenting Organizations Initiative funded by the Doris Duke Charitable Foundation, OtB received guidance from the Nonprofit Finance Fund (NFF) over four years. With NFF's help, OtB established operating and building reserve funds, retired all long-term debt, and received a grant to establish an endowment. As a result, OtB strengthened its financial position and long-term sustainability.
The document outlines a strategic vision for Aberdeen, Scotland to become a world-class energy capital. It identifies several factors that will define Aberdeen's future, including technical innovation, reserves remaining in the North Sea basin, complementary emerging sectors, fiscal policies, talent management, access to capital for mid-tier oilfield service companies, and public sector ambition. The document argues Aberdeen has an opportunity to secure its long-term future as a major energy hub, but must take proactive steps across several areas over the next 10-40 years to realize this potential future.
Sea level rise, emerging issues paper, royal society of new zealand, sept 2010petergnz
Sea levels are rising due to global warming. In the past when the Earth was warmer, sea levels were several meters higher. Recent scientific studies project greater sea level rise than previous IPCC reports, ranging from 0.5 to over 1 meter by 2100. Uncertainty remains about how quickly polar ice sheets will melt and increase sea level rise. Thermal expansion of oceans as they warm also contributes to rising sea levels. Local risks may be increased in some areas depending on tectonic movements of the land.
This document discusses the problems caused by dust ingestion in aircraft jet engines. Dust particles can cause erosion and corrosion damage to engine components. The authors propose using dust forecasting and modeling to quantify dust concentrations along flight paths to calculate dust mass ingested and inform maintenance procedures. Both experimental and theoretical approaches are needed to understand dust particle impacts and predict contaminated areas.
Ledgard A Greenhouse Gas 31 3 2010 Sl Finalpetergnz
This study examines the full life cycle carbon footprint of New Zealand lamb exported to and consumed in the UK. It finds the total footprint is 1.9 kg of CO2 equivalents for a 100g serving of lamb meat. On-farm emissions, primarily from methane from sheep digestion and nitrous oxide from soil, contribute 80% of the footprint. Meat processing accounts for 3% and transportation 5%. The consumer phase, including shopping and cooking, makes up the remaining 12%. While on-farm emissions are the most significant, all parts of the supply chain can take steps to reduce the footprint through improved efficiency and practices. The study provides a benchmark for the industry and opportunities to lower emissions through continuous improvement and strategic initiatives.
The document summarizes the top 10 science stories of 2009 that received media coverage in New Zealand, as identified by the Science Media Centre. The top story was the Swine Flu pandemic, which generated significant media attention globally and in New Zealand. Climate change was the second biggest story and attracted much debate in opinion pages, though daily coverage of climate science was often syndicated from overseas. The third largest story was the debate around requiring folic acid fortification of bread in New Zealand.
The Australian public has continued to strongly support biotechnologies that provide health or environmental benefits, but their support for genetically modified (GM) foods has dropped slightly since 2007. Key findings from the survey include:
- The application most frequently considered risky was using genetic modification in pest control, while medical uses like stem cells were seen as most useful.
- Long-term evidence of safety and descriptive labelling were the top factors that could increase acceptance of GM foods among non-acceptors.
- Making plants drought resistant and able to grow in salty soils were seen as the most valuable objectives of genetic modification.
- Awareness of which crops are genetically modified in their own state was low.
On the Boards (OtB), a contemporary performance arts organization in Seattle, faced financial struggles after purchasing and renovating a new performance space. Through the Mid-sized Presenting Organizations Initiative funded by the Doris Duke Charitable Foundation, OtB received guidance from the Nonprofit Finance Fund (NFF) over four years. With NFF's help, OtB established operating and building reserve funds, retired all long-term debt, and received a grant to establish an endowment. As a result, OtB strengthened its financial position and long-term sustainability.
The document outlines a strategic vision for Aberdeen, Scotland to become a world-class energy capital. It identifies several factors that will define Aberdeen's future, including technical innovation, reserves remaining in the North Sea basin, complementary emerging sectors, fiscal policies, talent management, access to capital for mid-tier oilfield service companies, and public sector ambition. The document argues Aberdeen has an opportunity to secure its long-term future as a major energy hub, but must take proactive steps across several areas over the next 10-40 years to realize this potential future.
Sea level rise, emerging issues paper, royal society of new zealand, sept 2010petergnz
Sea levels are rising due to global warming. In the past when the Earth was warmer, sea levels were several meters higher. Recent scientific studies project greater sea level rise than previous IPCC reports, ranging from 0.5 to over 1 meter by 2100. Uncertainty remains about how quickly polar ice sheets will melt and increase sea level rise. Thermal expansion of oceans as they warm also contributes to rising sea levels. Local risks may be increased in some areas depending on tectonic movements of the land.
This document discusses the problems caused by dust ingestion in aircraft jet engines. Dust particles can cause erosion and corrosion damage to engine components. The authors propose using dust forecasting and modeling to quantify dust concentrations along flight paths to calculate dust mass ingested and inform maintenance procedures. Both experimental and theoretical approaches are needed to understand dust particle impacts and predict contaminated areas.
Ledgard A Greenhouse Gas 31 3 2010 Sl Finalpetergnz
This study examines the full life cycle carbon footprint of New Zealand lamb exported to and consumed in the UK. It finds the total footprint is 1.9 kg of CO2 equivalents for a 100g serving of lamb meat. On-farm emissions, primarily from methane from sheep digestion and nitrous oxide from soil, contribute 80% of the footprint. Meat processing accounts for 3% and transportation 5%. The consumer phase, including shopping and cooking, makes up the remaining 12%. While on-farm emissions are the most significant, all parts of the supply chain can take steps to reduce the footprint through improved efficiency and practices. The study provides a benchmark for the industry and opportunities to lower emissions through continuous improvement and strategic initiatives.
The document summarizes the top 10 science stories of 2009 that received media coverage in New Zealand, as identified by the Science Media Centre. The top story was the Swine Flu pandemic, which generated significant media attention globally and in New Zealand. Climate change was the second biggest story and attracted much debate in opinion pages, though daily coverage of climate science was often syndicated from overseas. The third largest story was the debate around requiring folic acid fortification of bread in New Zealand.
The Australian public has continued to strongly support biotechnologies that provide health or environmental benefits, but their support for genetically modified (GM) foods has dropped slightly since 2007. Key findings from the survey include:
- The application most frequently considered risky was using genetic modification in pest control, while medical uses like stem cells were seen as most useful.
- Long-term evidence of safety and descriptive labelling were the top factors that could increase acceptance of GM foods among non-acceptors.
- Making plants drought resistant and able to grow in salty soils were seen as the most valuable objectives of genetic modification.
- Awareness of which crops are genetically modified in their own state was low.
Sir Ian Axford, a renowned New Zealand physicist and space scientist, passed away at the age of 84. He was a pioneer in the field of space plasma physics and made significant contributions to the understanding of the solar wind. Newspapers across New Zealand published obituaries remembering Sir Ian's illustrious career and impactful work.
A major 8.8 magnitude earthquake struck Chile on February 27, 2010. The document provides preliminary information and slides about the earthquake compiled on February 28, along with relevant links for tsunami models, animations, and updates from organizations monitoring the earthquake such as the USGS, NOAA, New Zealand Civil Defence, and Geonet.
The CPI fell 0.2% in the December 2009 quarter, driven mainly by lower food prices. Food prices decreased 2.4% due to large drops in vegetable prices like lettuce and tomatoes. Transport prices rose 1.5% due to increases in airfares and used cars. For the year, the CPI increased 2.0% with the largest contributions coming from higher transport and housing costs.
This 3-day course on oil spill management response will be held in Lagos, Nigeria from March 11-13, 2015. The course will provide an understanding of oil spill behavior and effects, response strategies, and hands-on equipment training. Participants will learn to coordinate response efforts between organizations. The course will cover topics like oil movement, shoreline assessment techniques, response decision processes, and treatment options. It is designed for those leading shoreline and offshore oil spill response operations. Participants will receive a certificate and training materials. The course fee is 126,000 Naira per participant and in-house training can also be arranged.
This document discusses crisis communication and its implications for organizations. It begins by defining a crisis and providing examples of common crisis situations. It then outlines key aspects of crisis communication, including the importance of having a crisis management model and contingency plan in place. The document discusses challenges an organization may face during a crisis and recommends establishing a crisis team and communication plan. It emphasizes identifying the internal and external audiences, determining the key messages, and using various communication channels. It also stresses the role of having an effective spokesperson to handle media inquiries during a crisis.
This document outlines New Zealand's Marine Oil Spill Response Strategy. The strategy takes a three-tiered approach involving industry, regional councils, and national response led by Maritime New Zealand. It is based on risk assessments that evaluate the likelihood and potential consequences of oil spills. The strategy aims to minimize environmental impacts and protect human safety. Response capabilities are maintained through partnerships between government, industry and other organizations.
Executive summary of oronsanye report on md asAyishao
This document provides an executive summary of a committee report on restructuring and rationalizing federal government parastatals, commissions, and agencies in Nigeria. Some key findings of the committee included identifying 541 such organizations, 50 without enabling laws, and widespread overlaps, duplications, and inefficiencies across many agencies. The committee provided several recommendations to restructure, merge, or abolish certain agencies to eliminate redundancies and reduce government costs.
This document provides a biography and summary of recent projects for David Dixson, a Chartered Engineer and consultant with over 30 years of experience advising public sector clients in the UK and abroad. Some of his areas of expertise include information management strategy, program/project management, and technology-enabled organizational change. Recent projects include reviews of major infrastructure and IT programs for various UK government departments and agencies.
- The National Audit Office examined the new central assurance system for major government projects.
- Significant successes for the system include improved data collection, stronger links between assurance and funding approval, and more rigorous project reviews. However, some departments have engaged poorly with the system.
- For the system to be effective long-term, the organizations involved - including the Major Projects Authority, HM Treasury, and government departments - need to cooperate more closely and consistently. The system also lacks formal processes and sufficient resources.
This document provides recommendations for developing a sustainable financial system in India. Key recommendations include:
I. Enhancing the financial system's capacity to respond to climate change and sustainable development by driving innovation in banking, insurance, investments and securities.
II. Developing a sustainability-oriented market framework that incentivizes sustainable infrastructure financing, builds skills in the financial sector, incentivizes public sector sustainable investments, boosts efficiency in SMEs, and redirects cross-border financial flows.
III. Implementing regulations and incentives like tax credits to increase equity investment in clean energy, strengthening green financing institutions, expanding priority sector lending to renewable energy, and reforming the National Clean Energy Fund.
IV.
- The document proposes restructuring the National Innovation Council of India to better promote research and development. It suggests establishing four subordinate bodies under the NIC: the Centre for R&D Analysis, Centre for Economic Affairs, Centre for Comprehensive Evaluation, and Centre for Public Awareness.
- These bodies would work to develop research frameworks, secure funding, evaluate projects, nurture researchers, and increase public awareness of innovations. The restructured NIC aims to boost India's research output, support socioeconomic development through innovation, and improve employability and the economy over the long run.
The document discusses Stryker's capital expenditure request (CER) process and capital budgeting. It was implemented to standardize investment requests and decisions to support growth targets.
The CER process is heavily influenced by corporate finance theory, requiring metrics like NPV, IRR, and cash flows. It also considers industry trends of medical device growth and Stryker's history of 20% annual growth.
While the CER process provides control and rigorous analysis, it also decreased employee ownership and increased approval times. The document recommends establishing regular committee meetings, a streamlined CER for smaller projects, incentives for successful employee proposals, and a bigger employee role in presenting proposals.
This document is a project report submitted by Hitesh M. Vekhande for their Master of Commerce degree. The report is on the topic of disinvestment strategy. It includes sections on definitions of disinvestment, objectives of disinvestment, importance of disinvestment, benefits of disinvestment, historical perspectives on disinvestment, current government policy on disinvestment and public sector, disinvestment strategy, the disinvestment process, case studies, and conclusions and recommendations. The document provides an overview and outline of the topics that will be discussed in the full project report on India's disinvestment strategy.
G20 investment & infrastructure working group - Ulya Pasaogullari, TurkeyOECD Governance
This document discusses collective action by the G20 to promote inclusive and robust growth through cooperation on macroeconomic policies, financial regulation, development issues, and other areas. It outlines the Turkish presidency's focus on inclusiveness, implementation, and investment. Specific topics mentioned include improving infrastructure investment, facilitating long-term financing, developing local bond markets, supporting SMEs, optimizing multilateral development banks, and strengthening public-private partnerships.
Recent budgeting developments - Andrew Blazey, New ZealandOECD Governance
This presentation was made by Andrew Blazey, New Zealand, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
OECD Principles on Public-Private PartnershipsOECD Governance
Public-Private Partnerships (PPPs) are long term agreements between the government and a private partner whereby the private partner delivers and funds public services using a capital asset, sharing the associated risks. PPPs may deliver public services both with regards to infrastructure assets (such as bridges, roads) and social assets (such as hospitals, utilities, prisons).
The interest in PPPs has been growing in recent years and the need for fiscal restraint in most OECD Member countries is expected to further increase their usage. This presents policy makers with particular challenges that should be met with prudent institutional answers.
The Principles for Public Governance of Public-Private Partnerships provide concrete guidance to policy makers on how to make sure that Public-Private Partnerships (PPP) represent value for money for the public sector.
For more information please see www.oecd.org/gov/budgeting/oecd-principles-for-public-governance-of-public-private-partnerships.htm
The annual report summarizes the progress and performance of projects in 2011. Key achievements include establishing 20 projects out of 62 planned by the Central Agency for Reconstruction and completing 5 out of 10 planned educational projects. Issues addressed include MoSS's weak infrastructure and limited staff capacity. Risks such as expected policy changes are ongoing. The report provides accountability on projects and outlines further work for information systems, including expanding the family database system to more governorates and customizing the NGO application.
The annual report summarizes progress made in 2011 on projects to strengthen Egypt's Ministry of Social Solidarity (MoSS). Key accomplishments include:
1) Hiring support staff and assigning them to MoSS departments.
2) Completing construction on several infrastructure projects and following implementation plans.
3) Developing MoSS staff capacity through expanded training programs.
4) Updating several information technology systems including those for smart cards, social services database, and pilgrimage administration. Issues addressed and risks monitored included MoSS's weak infrastructure and integrating project management.
The document discusses cluster development initiatives in India. It defines a cluster as a group of enterprises located in a contiguous area that produce similar products or services. It then discusses some of the challenges facing Indian industry, such as competitiveness in global markets. Several government institutions and programs aimed at cluster development are outlined, including the Micro and Small Enterprises- Cluster Development Programme, which aims to enhance productivity and competitiveness of small businesses. The UNIDO Cluster Development Programme also seeks to improve the performance and efficiency of small business clusters through pilot projects and policy assistance.
This document is the Moscow Declaration from the XXIII INCOSAI conference. It discusses future directions for public auditing that Supreme Audit Institutions (SAIs) and INTOSAI could focus on. The key areas discussed are:
1) Providing independent oversight of nationally agreed targets, including Sustainable Development Goals. This involves strategic auditing approaches and extending audit-based advice.
2) Responding effectively to technological opportunities like data analytics and promoting open data principles.
3) Enhancing SAIs' impact by fostering innovation, identifying systemic risks, developing new auditor skills, addressing inclusiveness, and interacting productively with auditees and other stakeholders.
Achieving
Sir Ian Axford, a renowned New Zealand physicist and space scientist, passed away at the age of 84. He was a pioneer in the field of space plasma physics and made significant contributions to the understanding of the solar wind. Newspapers across New Zealand published obituaries remembering Sir Ian's illustrious career and impactful work.
A major 8.8 magnitude earthquake struck Chile on February 27, 2010. The document provides preliminary information and slides about the earthquake compiled on February 28, along with relevant links for tsunami models, animations, and updates from organizations monitoring the earthquake such as the USGS, NOAA, New Zealand Civil Defence, and Geonet.
The CPI fell 0.2% in the December 2009 quarter, driven mainly by lower food prices. Food prices decreased 2.4% due to large drops in vegetable prices like lettuce and tomatoes. Transport prices rose 1.5% due to increases in airfares and used cars. For the year, the CPI increased 2.0% with the largest contributions coming from higher transport and housing costs.
This 3-day course on oil spill management response will be held in Lagos, Nigeria from March 11-13, 2015. The course will provide an understanding of oil spill behavior and effects, response strategies, and hands-on equipment training. Participants will learn to coordinate response efforts between organizations. The course will cover topics like oil movement, shoreline assessment techniques, response decision processes, and treatment options. It is designed for those leading shoreline and offshore oil spill response operations. Participants will receive a certificate and training materials. The course fee is 126,000 Naira per participant and in-house training can also be arranged.
This document discusses crisis communication and its implications for organizations. It begins by defining a crisis and providing examples of common crisis situations. It then outlines key aspects of crisis communication, including the importance of having a crisis management model and contingency plan in place. The document discusses challenges an organization may face during a crisis and recommends establishing a crisis team and communication plan. It emphasizes identifying the internal and external audiences, determining the key messages, and using various communication channels. It also stresses the role of having an effective spokesperson to handle media inquiries during a crisis.
This document outlines New Zealand's Marine Oil Spill Response Strategy. The strategy takes a three-tiered approach involving industry, regional councils, and national response led by Maritime New Zealand. It is based on risk assessments that evaluate the likelihood and potential consequences of oil spills. The strategy aims to minimize environmental impacts and protect human safety. Response capabilities are maintained through partnerships between government, industry and other organizations.
Executive summary of oronsanye report on md asAyishao
This document provides an executive summary of a committee report on restructuring and rationalizing federal government parastatals, commissions, and agencies in Nigeria. Some key findings of the committee included identifying 541 such organizations, 50 without enabling laws, and widespread overlaps, duplications, and inefficiencies across many agencies. The committee provided several recommendations to restructure, merge, or abolish certain agencies to eliminate redundancies and reduce government costs.
This document provides a biography and summary of recent projects for David Dixson, a Chartered Engineer and consultant with over 30 years of experience advising public sector clients in the UK and abroad. Some of his areas of expertise include information management strategy, program/project management, and technology-enabled organizational change. Recent projects include reviews of major infrastructure and IT programs for various UK government departments and agencies.
- The National Audit Office examined the new central assurance system for major government projects.
- Significant successes for the system include improved data collection, stronger links between assurance and funding approval, and more rigorous project reviews. However, some departments have engaged poorly with the system.
- For the system to be effective long-term, the organizations involved - including the Major Projects Authority, HM Treasury, and government departments - need to cooperate more closely and consistently. The system also lacks formal processes and sufficient resources.
This document provides recommendations for developing a sustainable financial system in India. Key recommendations include:
I. Enhancing the financial system's capacity to respond to climate change and sustainable development by driving innovation in banking, insurance, investments and securities.
II. Developing a sustainability-oriented market framework that incentivizes sustainable infrastructure financing, builds skills in the financial sector, incentivizes public sector sustainable investments, boosts efficiency in SMEs, and redirects cross-border financial flows.
III. Implementing regulations and incentives like tax credits to increase equity investment in clean energy, strengthening green financing institutions, expanding priority sector lending to renewable energy, and reforming the National Clean Energy Fund.
IV.
- The document proposes restructuring the National Innovation Council of India to better promote research and development. It suggests establishing four subordinate bodies under the NIC: the Centre for R&D Analysis, Centre for Economic Affairs, Centre for Comprehensive Evaluation, and Centre for Public Awareness.
- These bodies would work to develop research frameworks, secure funding, evaluate projects, nurture researchers, and increase public awareness of innovations. The restructured NIC aims to boost India's research output, support socioeconomic development through innovation, and improve employability and the economy over the long run.
The document discusses Stryker's capital expenditure request (CER) process and capital budgeting. It was implemented to standardize investment requests and decisions to support growth targets.
The CER process is heavily influenced by corporate finance theory, requiring metrics like NPV, IRR, and cash flows. It also considers industry trends of medical device growth and Stryker's history of 20% annual growth.
While the CER process provides control and rigorous analysis, it also decreased employee ownership and increased approval times. The document recommends establishing regular committee meetings, a streamlined CER for smaller projects, incentives for successful employee proposals, and a bigger employee role in presenting proposals.
This document is a project report submitted by Hitesh M. Vekhande for their Master of Commerce degree. The report is on the topic of disinvestment strategy. It includes sections on definitions of disinvestment, objectives of disinvestment, importance of disinvestment, benefits of disinvestment, historical perspectives on disinvestment, current government policy on disinvestment and public sector, disinvestment strategy, the disinvestment process, case studies, and conclusions and recommendations. The document provides an overview and outline of the topics that will be discussed in the full project report on India's disinvestment strategy.
G20 investment & infrastructure working group - Ulya Pasaogullari, TurkeyOECD Governance
This document discusses collective action by the G20 to promote inclusive and robust growth through cooperation on macroeconomic policies, financial regulation, development issues, and other areas. It outlines the Turkish presidency's focus on inclusiveness, implementation, and investment. Specific topics mentioned include improving infrastructure investment, facilitating long-term financing, developing local bond markets, supporting SMEs, optimizing multilateral development banks, and strengthening public-private partnerships.
Recent budgeting developments - Andrew Blazey, New ZealandOECD Governance
This presentation was made by Andrew Blazey, New Zealand, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
OECD Principles on Public-Private PartnershipsOECD Governance
Public-Private Partnerships (PPPs) are long term agreements between the government and a private partner whereby the private partner delivers and funds public services using a capital asset, sharing the associated risks. PPPs may deliver public services both with regards to infrastructure assets (such as bridges, roads) and social assets (such as hospitals, utilities, prisons).
The interest in PPPs has been growing in recent years and the need for fiscal restraint in most OECD Member countries is expected to further increase their usage. This presents policy makers with particular challenges that should be met with prudent institutional answers.
The Principles for Public Governance of Public-Private Partnerships provide concrete guidance to policy makers on how to make sure that Public-Private Partnerships (PPP) represent value for money for the public sector.
For more information please see www.oecd.org/gov/budgeting/oecd-principles-for-public-governance-of-public-private-partnerships.htm
The annual report summarizes the progress and performance of projects in 2011. Key achievements include establishing 20 projects out of 62 planned by the Central Agency for Reconstruction and completing 5 out of 10 planned educational projects. Issues addressed include MoSS's weak infrastructure and limited staff capacity. Risks such as expected policy changes are ongoing. The report provides accountability on projects and outlines further work for information systems, including expanding the family database system to more governorates and customizing the NGO application.
The annual report summarizes progress made in 2011 on projects to strengthen Egypt's Ministry of Social Solidarity (MoSS). Key accomplishments include:
1) Hiring support staff and assigning them to MoSS departments.
2) Completing construction on several infrastructure projects and following implementation plans.
3) Developing MoSS staff capacity through expanded training programs.
4) Updating several information technology systems including those for smart cards, social services database, and pilgrimage administration. Issues addressed and risks monitored included MoSS's weak infrastructure and integrating project management.
The document discusses cluster development initiatives in India. It defines a cluster as a group of enterprises located in a contiguous area that produce similar products or services. It then discusses some of the challenges facing Indian industry, such as competitiveness in global markets. Several government institutions and programs aimed at cluster development are outlined, including the Micro and Small Enterprises- Cluster Development Programme, which aims to enhance productivity and competitiveness of small businesses. The UNIDO Cluster Development Programme also seeks to improve the performance and efficiency of small business clusters through pilot projects and policy assistance.
This document is the Moscow Declaration from the XXIII INCOSAI conference. It discusses future directions for public auditing that Supreme Audit Institutions (SAIs) and INTOSAI could focus on. The key areas discussed are:
1) Providing independent oversight of nationally agreed targets, including Sustainable Development Goals. This involves strategic auditing approaches and extending audit-based advice.
2) Responding effectively to technological opportunities like data analytics and promoting open data principles.
3) Enhancing SAIs' impact by fostering innovation, identifying systemic risks, developing new auditor skills, addressing inclusiveness, and interacting productively with auditees and other stakeholders.
Achieving
The document provides acknowledgements and thanks to those who helped and guided the completion of the project. It expresses gratitude to the project guide Mr. M. Narayana for his valuable guidance and encouragement. It also thanks the finance department of NTPC for providing valuable information during the project. The document contains an index that outlines the contents and organization of the project report.
This document summarizes over 100 Chinese policies related to low-carbon development in industrial zones. It finds:
1) The number of low-carbon policies is steadily increasing since the 12th Five-Year Plan prioritized emission reductions.
2) High-level guidance set targets initially, now specific measures are being implemented, like carbon trading schemes.
3) Policies focus on both energy and carbon reductions, to meet national climate change and air quality goals.
The document discusses the consulting industry in New South Wales and makes recommendations to promote it. It notes that New South Wales has over 8,000 consulting firms in the built and natural environment that have seen renewed confidence due to major project pipelines. However, a long-term pipeline of funded projects is still needed to support economic growth and industry success. The document recommends planning long-term infrastructure, releasing new funds, supporting best practices in procurement, and creating a better business environment to develop this pipeline and expand advanced professional services in New South Wales.
The document presents an overview of different approaches to budgeting in the public sector, including incremental budgeting which is currently used in Northern Ireland. It discusses recommendations from reports to move towards budgeting approaches that more explicitly link budgets to performance and outcomes. Alternative approaches described include zero-based budgeting, priority-based budgeting, and performance-based budgeting. The document provides details on the advantages and disadvantages of different budgeting methods.
A return to engineering, a return to performanceMelissa Gaspari
Australian Building Codes Board Office Paper on the return to engineering through emphasis on the performance aspects of the National Construction Code and the reform changes happening from 2014
This document discusses value capture as an alternative infrastructure funding method and decision-making tool. It defines value capture as collecting a portion of increased land and property values generated by new public infrastructure to help fund the infrastructure. The document argues that value capture could help fill Australia's infrastructure funding gap by capturing some of the economic benefits of infrastructure projects that currently only benefit private landowners. It provides examples from other countries where value capture has successfully funded a significant portion of infrastructure costs. The document recommends Australian governments undertake pilot programs to explore applying value capture approaches.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
This document analyzes trends in science media coverage over a five year period from 2010 to 2015 based on keyword searches. It shows fluctuations in news articles mentioning various science topics like earthquakes, climate change, influenza, fracking, droughts and more. Major events like natural disasters, political summits, disease outbreaks, and scientific discoveries correlated with spikes in coverage on related issues. The graphs demonstrate how the level of media coverage on different science topics changed significantly over the five year time frame.
This document analyzes trends in science media coverage over a five year period from 2010 to 2015 based on keyword searches. It shows fluctuations in news articles mentioning various science topics like earthquakes, climate change, influenza, fracking, droughts and more. Major events like natural disasters, political summits, disease outbreaks, and scientific discoveries correlated with spikes in coverage on related issues. The graphs demonstrate how the level of media coverage on different science topics changed significantly over the half decade studied.
This judgment concerns an appeal by Donald McDonald against a decision by the Broadcasting Standards Authority that his complaint about an inaccuracy in a TVNZ news broadcast was frivolous and trivial. The Authority declined to determine the complaint. McDonald also appealed a costs order against him for $50. The Court found that the Authority provided sufficient reasons for its decision and did not err in finding the inaccurate distance of a supernova was peripheral to the main story. The Court dismissed both appeals.
The document discusses the goal set by the UNFCCC to limit global warming to 2°C above pre-industrial levels in order to prevent dangerous anthropogenic interference with the climate system. It explains that keeping warming below 2°C requires near-zero global greenhouse gas emissions by the end of the century through coordinated international efforts. While 2°C of warming may not cause major issues everywhere, it risks triggering significant impacts such as more frequent heat waves, impacts on water supplies, and coral bleaching. Failure to limit warming to 2°C could lead to even greater consequences for ecosystems, agriculture, coastlines and public health.
This document summarizes the significant earthquake that struck Christchurch, New Zealand on February 22, 2011. It was a magnitude 6.3 earthquake located close to the city, causing more severe shaking than the 2010 earthquake. Initial reports found ground shaking exceeded typical building design standards, resulting in widespread damage and collapsed structures. Emergency responders worked to rescue trapped survivors amid ongoing aftershocks. The earthquake will likely result in billions of dollars in losses and place a significant burden on recovery efforts still underway from the prior quake.
The document summarizes the top 10 science stories that attracted media coverage in New Zealand in 2010. Some of the major stories included the Canterbury earthquake, the Pike River mining disaster, the PSA vine disease affecting kiwifruit, proposals to allow mining in conservation areas, debates around lowering the blood alcohol limit and restricting tobacco. Many of the stories involved examining the scientific aspects and implications of these events. In general, the media was found to have provided good to excellent coverage of the science angles in most of these major stories.
1) The Darfield earthquake provided valuable insights into New Zealand's understanding of seismic hazards despite occurring on an unknown fault.
2) Research over decades has improved probabilistic seismic hazard assessments and led to building codes that incorporate learnings from previous quakes.
3) Modern seismic design philosophies focus on ductility and absorbing energy through plastic deformation to make buildings earthquake resilient.
The document discusses the relationship between regional weather changes in Australia and subsequent earthquakes in surrounding regions. It argues that regional weather changes can reliably predict earthquakes, acting as precursors by occurring 15-30 days before quakes. Specific weather events like cyclones and flooding are claimed to originate from geological processes and heat generation that also cause earthquakes. Methodology discusses how friction between tectonic plates generates heat, warming the ocean and forming weather systems like tropical cyclones, which then precede quakes in surrounding regions.
Emerging researchers - Science Media Centrepetergnz
This document provides tips for scientists on communicating their research to the public. It suggests engaging with the community by inviting people to labs, partnering with museums, starting blogs, and using social media. Good science communicators keep their messages simple, paint pictures with words, and speak in a way their audience can understand. They are also encouraged to summarize their research in 2 sentences and give journalists timely, straightforward information in a way that draws connections to everyday life.
The document discusses the long history of scientific engagement between the UK and New Zealand dating back to James Cook's voyage in 1769 which was sponsored by the Royal Society. It notes that over 240 years, around 30 Fellows of the Royal Society conducted work in New Zealand. While scientific communication between the two countries was strong in the 20th century, funding arrangements to support relationships have diminished. However, the new New Zealand government has prioritized science and research partnerships will be important for a small country like New Zealand to advance science.
The Court of Appeal allowed AgResearch's appeal against a High Court decision that quashed ERMA's acceptance of four broad applications by AgResearch relating to importing, developing, and field testing genetically modified organisms. In three sentences, the Court of Appeal held that:
1) ERMA should be allowed to continue considering the applications and determine if they comply with statutory requirements, without being required to make that assessment prior to acceptance.
2) Judicial review was premature since ERMA's process involves scientific judgments it cannot be expected to make at the outset.
3) The appeal was allowed, the High Court's orders were quashed, and no costs were awarded.
Emerging Issues Paper Genetically Modified Foragespetergnz
Genetically modified forages show promise to improve productivity, drought resistance, and reduce greenhouse gas emissions. Traits under development include improved nutrient content and tolerance to drought. However, release of GM organisms raises concerns about impacts on identity and values. Risks include gene flow between GM and non-GM plants via pollen or seed dispersal. Benefits and risks depend more on the traits than the genetic modification technique. Ongoing research and discussion are needed to understand impacts.
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Cri Taskforce Finalreport
1. Office of the Minister of Research, Science and Technology
Office of the Minister of Finance
Cabinet Economic Growth and Infrastructure Committee
Crown Research Institute Taskforce Report: Government Response
PROPOSAL
1. This paper seeks agreement from Cabinet to endorse the intent of the
recommendations of the Crown Research Institute Taskforce report and to begin to
implement them. It also seeks agreement to publicly release the Taskforce report.
EXECUTIVE SUMMARY
2. On February 10, 2010 the Crown Research Institute Taskforce (the Taskforce)
delivered its report to shareholding Ministers. The report presents a set of
recommendations on how the Government can get greater economic impact and
benefit for New Zealand from its investment in Crown Research Institutes (CRIs).
3. The Taskforce’s recommendations focus on the need to change the attitudes and
behaviours of CRIs through streamlined funding processes, strengthened governance
structures and clear goals for each CRI.
4. The Taskforce report is part of a wider suite of science and innovation initiatives.
This includes: setting clearer priorities for the Government’s investments in RS&T;
simplifying the science funding system; improving incentives for business research
and development (R&D); and developing a large-scale research infrastructure
investment strategy.
5. Viewed collectively, we believe this suite of initiatives constitute the most significant
reform to the science system in 20 years.
6. We propose that Cabinet agree to endorse the overall intent of the Taskforce’s
recommendations and agree to publicly release the report and begin implementation
of the recommendations.
BACKGROUND
7. The Minister of RS&T established the Taskforce in October 2009 (STR Min (09) 18/1
refers) following a request from the Prime Minister. The Taskforce was convened to
provide advice on how CRIs can increase their effectiveness in delivering benefit to
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2. New Zealand and, in particular, to assist in achieving a more innovative and higher-
productivity economy.
8. The Taskforce presented its interim findings on 3 December 2009 and on 10
February 2010 delivered its final report to shareholding Ministers. The Taskforce
has revisited the purpose, operation, governance and funding of the CRIs and
provided a set of recommendations detailing the actions required to position CRIs
as more powerful engines of future growth.
9. Appendix 1 provides additional information on the Taskforce composition and
Terms of Reference.
10. Appendix 2 provides the executive summary and overview of recommendations of
the Taskforce report.
11. The Taskforce report and recommendations is part of a wider science and
innovation package comprising complementary initiatives to:
• set clearer priorities for the Government’s investments in RS&T;
• simplify the science funding system;
• improve incentives for business R&D; and
• develop a large-scale research infrastructure investment strategy.
COMMENT
12. The following sections present:
• an overview of the Taskforce report’s recommendations;
• our view of the recommendations;
• an analysis of the implications of the recommendations;
• implications for other science organisations;
• a proposed implementation pathway;
• alignment with government’s research, science and technology priorities; and
• details on the process for the public release of the Taskforce report.
TASKFORCE
OVERVIEW OF TASKFORCE RECOMMENDATIONS
13. The Taskforce’s overarching conclusion is that CRIs play a pivotal role in New
Zealand’s innovation system and their importance is increasing as science plays an
ever more critical role in New Zealand’s economic development. The Taskforce
believes that CRIs are delivering substantial economic, environmental and social
benefits to the nation but that they can contribute much more. The Taskforce has
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3. concluded that the main factors impeding CRI performance relate to their funding,
ownership and governance arrangements.
14. Taskforce members have prepared a set of recommendations and actions, which in
summary propose that Government:
• provide greater clarity on the role and purpose of each CRI through the
development of Statements of Core Purpose;
• provide greater certainty of funding to CRIs to deliver their core purpose and
that this funding form a more significant proportion of the total Vote RS&T
investment in CRIs;
• strengthen Board accountability and control over funding and improve
institutional governance;
• improve science quality and technology transfer through the use of independent
scientific advisory committees with international members and end-user panels
to inform and evidence the development of CRI research strategies, scientific
programmes and technology transfer activities;
• develop a more balanced and comprehensive set of performance indicators;
• develop a tailored approach to setting financial targets that reflect the
requirement to be financially viable (rather than financially profitable);
• strengthen and make more effective CRI partnerships with business and
collaborative partnerships between research institutions.
15. Contestable, open access, funding should remain an important element in CRI
funding to generate new ideas and drive high performance in the science system.
16. The Taskforce report raises issues around the multiple lines of accountability that
CRIs are required to navigate. This includes a number of funding and monitoring
agencies, each with differing, and sometimes contradictory, perspectives and
requirements that CRIs must meet.
17. It is the view of the Taskforce that ownership and investment responsibilities for
CRIs should be brought together into a single entity. This will strengthen the ability
of Government to hold CRIs to account, and to direct investment in areas of greatest
priority.
18. The Taskforce also believes that research funding and institutional arrangements can
be further simplified by the single agency also having responsibility for managing all
other Vote RS&T funds, and for providing policy advice on the whole RS&T system.
19. The Taskforce does not believe that changing the number of CRIs, their company
status or their employment arrangements would significantly improve their
contribution to New Zealand.
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4. RECOMMENDATIONS
OUR VIEW OF THE RECOMMENDATIONS
20. Treasury and MoRST’s view of the main recommendations is attached as Appendix 3.
21. We broadly agree with the recommendations. We think higher levels of long term
funding can work and will reduce transactions costs, provided this is supported by a
level of contestable funding, better accountability and monitoring, and better
incentives to engage externally and transfer technology.
22. The Minister of Finance and I have concerns about bringing together science policy,
funding and monitoring into a single agency (Recommendation 25 of the report,
paragraph 17 of this paper). We suggest institutional arrangements in science are
addressed through the ongoing machinery of government review processes currently
being undertaken by central agencies.
23. We also have concerns about abandoning a return on equity as a performance
measure. As a general rule, those CRIs with a clear sense of mission are also
financially sustainable. A proper financial objective is an important measure of
performance.
IMPLICATIONS OF RECOMMENDATIONS
RECOMMENDATIONS
24. In our view the recommendations in the Taskforce report, if taken up as a complete
package, represent the most significant change to CRIs since their formation in
1992. We expect to see:
• Clarity of purpose – through Statements of Core Purpose, CRIs will be required
to put technology transfer and value creation for their public and private sector
end-users firmly ahead of themselves.
• Alignment of government signals - positioning government as a true
ownership investor will create consistency in signals. It will compel CRIs to
focus on their customers and end-users. It will increase the attention CRIs pay
to obtaining a return to New Zealand from their operating funding, in addition
to securing a return on the Crown’s equity. It will remove funding uncertainty
as an excuse for under-performance.
• A shift in the point of tension – more secure CRI core funding will reduce the
time scientists spend on preparing funding applications. It should increase
dynamism by allowing CRIs to move resources to those projects that are most
likely to deliver results. The key point of tension in CRIs will accordingly shift
from securing funding to delivering value for their end users.
• Increased accountability – the quid pro quo for more CRI core funding will be
increased accountability of CRI Boards for science quality and delivery of value
to New Zealand, through independent science panels, improved performance
monitoring and independent five-yearly organisational reviews.
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5. • Increased collaboration – funding changes will place a far greater emphasis on
collaboration between CRIs, other research providers (e.g. universities),
industry and public sector partners to generate benefit to New Zealand.
• Ongoing use of competition: The competitive tensions in the system will still
remain. Around two thirds of CRI funding will still be sourced through
contestable and commercial means.
25. The successful implementation of these recommendations will require a substantial
change in behaviour in CRIs. It will create an opportunity to position CRIs as a critical
part of the Government’s growth agenda over the next 5-10 years.
OTHER ORGANISATIONS
IMPLICATIONS FOR OTHER SCIENCE ORGANISATIONS
26. While the report focuses on CRIs, universities and other research organisations will
continue to play a vital role in the science system. The proposed changes will have
flow on effects to these institutions. There will be a perceived reduction of access to
research funding available outside of CRIs.
27. In making its recommendations the Taskforce’s intention is for there to be better use
made of the funds available through Vote RS&T and that no particular party is
advantaged or disadvantaged. The Taskforce considers that the funding changes
proposed will ultimately benefit all parties through increased incentives to
collaborate.
28. This issue constitutes a key risk as to how this report will be received by the wider
sector. It will be important to continue to support and acknowledge the contribution
of the other players as these changes are put in place.
29. The research sector, and especially CRIs, will also likely be disappointed over the
lack of attention to overall funding levels for science in the recommendations. Over
time, the Government will need to consider how it wishes to maintain real levels of
investment in science. The greater accountability and focus on outcomes mooted by
the wider Taskforce recommendations will provide a better basis to allow
government to invest with more confidence in CRIs in the future.
PATHWAY
IMPLEMENTATION PATHWAY
30. The report recommends that a start be made on the proposed changes as soon as
possible. Although the recommended single agency requires further consideration,
it is our view that this should not delay implementation, as a number of changes can
be put in place prior to the establishment of the single agency. The final shape and
form of such an entity will require further consideration by central agencies and
Cabinet in a separate process.
31. The Minister of State Services will be reporting to Cabinet on 8 March, 2010 with
proposals to address the recommendation to align the funding, policy and ownership
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6. of CRIs into one government entity. In the interim, and in the interests of
maintaining the momentum and expectations generated by the Taskforce process, it
is our view that many of the recommendations can begin to be implemented
immediately.
32. We propose that MoRST lead the following implementation work streams, working
together with Treasury, the Foundation for Research, Science and Technology (the
Foundation) and other agencies as necessary to embed the changes within CRIs
ongoing operations:
• engage with stakeholders to produce an initial set of Statements of Core
Purpose for CRIs. This will need to be completed by September 2010 to inform
the development of CRIs’ strategy and then Statements of Corporate Intent for
2011-12;
• map existing funding streams onto the proposed new funding arrangements
ready for consolidation into new contracts and suitable contracting
arrangements for CRIs;
• commence work on developing a set of key performance indicators, additional
to the existing measures of performance, and methods for conducting rigorous
independent evaluations;
• develop requirements for the establishment of independent scientific advisory
committees and end-user panels by CRIs;
• identify opportunities for legislative change which are either desirable or
required to embed the recommendations for the long term; and
• use the CRI Board appointment process currently underway to examine current
Board make-up with a view to briefing shareholding Ministers on the
appropriate mix of skills and experience required to manage the change
process.
33. MoRST and Treasury will report back to the Ministers of Finance and RS&T on any
implementation matters requiring further Cabinet decisions. It is expected that
future Cabinet report backs will include:
• endorsement of the CRI Statements of Core Purpose;
• the execution of proposed science funding changes and associated risks and
issues;
• a report on any legislative changes considered advantageous to implement the
Taskforce’s recommendations; and
• a report on Board composition and the skills required to manage the changes
signalled in the recommendations.
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7. ALIGNMENT WITH THE GOVERNMENT’S PRIORITIES FOR RESEARCH, SCIENCE AND
GOVERNMENT’S PRIORITIES SCIENCE
TECHNOLOGY
34. On 16 December, 2009 the Economic Growth and Infrastructure Committee (EGI)
agreed to a new set of priorities for research, science and technology to come into
effect on 1 July, 2010 [EGI Min (09) 28/9]. The Taskforce’s recommendation to
develop Statements of Core Purpose for each CRI provides an opportunity to closely
align the CRIs with the Government’s new priorities.
35. The Minister of RS&T was requested to report back to EGI by 30 April, 2010 with a
complete set of Ministerial Notices and a Statement of Science Priorities [EGI Min
(09) 28/9]. There are clear interdependencies between the new science priorities,
the CRI Taskforce recommendations and the wider business R&D initiatives.
36. In order to ensure a coherent and coordinated approach the Minister of RS&T seeks
agreement to rescind the 30 April, 2010 report back and instead consult
individually with relevant Ministers to develop a set of interim Ministerial Notices
and Statement of Science Priorities. These will come into force as of 1 July, 2010.
The interim set of Notices will allow for the potential changes arising from the CRI
Taskforce Report recommendations and business R&D initiatives to be updated at a
later date.
PROCESS FOR RELEASE OF TASKFORCE REPORT
37. We seek your agreement to release publicly the Taskforce report and the
Government’s response to it on 4 March 2010. The report and the Government’s
response to it will then be made available on the MoRST website with accompanying
background material and a set of questions and answers. Printed copies of the
report will also be available.
38. We seek your agreement to the Prime Minister releasing a statement endorsing the
report and placing it in the context of the wider Government priorities.
CONSULTATION
39. The Ministry of Agriculture and Forestry, Ministry of Economic Development, Ministry
of Education, Ministry for the Environment, Ministry of Fisheries, the Tertiary
Education Commission, Ministry of Health, Department of Conservation, New
Zealand Police and the New Zealand Food Safety Authority have all been consulted in
the development of this paper. The Department of Prime Minister and Cabinet and
the State Services Commission have been informed. Departments are supportive of
the Taskforce’s recommendations.
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8. 40. The Prime Minister’s Chief Science Adviser has also been consulted and has written
to the Prime Minister to endorse the Taskforce recommendations.
IMPLICATIONS
FINANCIAL IMPLICATIONS
41. There are no immediate fiscal implications arising out of the proposals in this paper.
Short-term costs in the current financial year for initiating the changes can be
managed within existing departmental baselines. Long-term resource requirements
will be determined subject to decisions on agency arrangements.
HUMAN RIGHTS
42. There are no human rights issues arising out of the proposals in this paper.
IMPLICATIONS
LEGISLATIVE IMPLICATIONS
43. In the view of officials, implementation of the recommendations does not require
immediate legislative change. However, as part of the implementation, officials
propose to provide advice on opportunities to embed long-term change in
legislation.
AND COMPLIANCE
REGULATORY IMPACT AND BUSINESS COMPLIANCE COST STATEMENT
44. No regulatory impact statement has been prepared for this paper. Regulatory impact
statements will be prepared for responses to Taskforce implications that have
regulatory implications.
RECOMMENDATIONS
45. The Ministers of Finance and Research, Science and Technology recommend that the
Committee:
1.
. Note that on 17 September 2009, the Prime Minister requested that the
Minister of RS&T establish a Taskforce to provide recommendations on how to
derive better national good from investment in CRIs.
2. Note that the Taskforce delivered its interim findings on 3 December 2009 and
.
final report on 10 February 2010 to shareholding Ministers in accordance with its
Terms of Reference.
3. Note that the Taskforce report is part of a wider science and innovation
package that includes the Minister of RS&T’s new priorities for research,
science and technology, a business R&D package to support the Government’s
Medium Term Economic Growth Agenda and the development of a large-scale
research infrastructure investment strategy.
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9. CRI Taskforce main recommendations
4. Note that the Taskforce recommendations, along with the new priorities for Yes
research, science and technology and the business R&D package represent the /
most significant changes in the New Zealand science system in 20 years and
No
create an opportunity to position CRIs as a key part of the Government’s
growth agenda.
5. Note that implementing the recommendations will require a significant Yes
behavioural shift in the CRIs, in particular a reduction in the use of competition /
to drive performance and a commensurate shift of responsibility to the CRIs’
No
Boards to lead and be held accountable for their results.
6. Note the Taskforce’s view is that a sense of urgency is required to initiate
action to implement the recommendations and that delay may lessen the
momentum, support and appetite for change currently within the science
system.
7. Note that the Prime Minister’s Chief Science Adviser has written to the Prime
Minister to endorse the Taskforce’s recommendations.
8. Agree to endorse the overall intent of the recommendations set out in the
Taskforce report, subject to further consideration by Ministers of
Recommendations 21(financial performance measures) and 25 (institutional
arrangements).
Yes
/
Science institutional arrangements No
9. Note that the Minister of State Services will be reporting to Cabinet on 8 March,
2010 with proposals to address recommendation 25 of the report relating to
science institutional arrangements.
Implementation
10. Agree that the Minister of RS&T, in consultation with the Minister of Finance, Yes
and Minister of State Services as appropriate, has overall responsibility for the /
implementation of the recommendations of the Taskforce’s report.
No
11. Agree that MoRST lead the implementation of the Taskforce recommendations Yes
working with Treasury, the Foundation and other agencies as required to: /
No
• Engage with stakeholders to produce an initial set of Statements of Core
Purpose for CRIs by the end of September 2010 to inform the development
of CRIs Strategy and Statement of Corporate Intent for 2011-12.
• Map existing funding streams onto the proposed new funding
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10. arrangements and develop new contracting methods.
• Commence work on developing a set of suitable performance indicators
and evaluation methods, to complement measures of financial
performance.
• Develop requirements for the establishment of independent international
scientific advisory committees and end-user panels by CRIs.
• Identify whether any opportunities for legislative change are either
desirable or required to embed changes.
• Use the CRI Board appointment process currently underway to examine
current Board make-up with a view to briefing shareholding Ministers on
the appropriate mix of skills and experience required to manage the
change process.
12. Authorise the Minister of RS&T and the Minister of Finance to make decisions
on the details of the proposed implementation process, without further
reference to Cabinet, subject to the these details being consistent with the
intent of the recommendations set out in the Taskforce’s report.
13. Agree that MoRST and Treasury will review any resource requirements to
.
implement the recommendations through Budget 2010.
14. Invite the Minister of RS&T to report to Cabinet on any matters requiring Yes
further Cabinet decisions as part of the implementation process. //
15. Note officials’ expectations that future Cabinet report backs are likely to
include:
• endorsement of the CRI Statements of Core Purpose;
• the execution of proposed science funding changes and associated risks
and issues;
• a report on any legislative changes considered desirable to implement the
Taskforce’s recommendations; and
• a report on board composition and the mix of skills required to lead the
changes signalled in the recommendations.
Alignment with the Government’s priorities for research, science and technology
16. Note that the Taskforce’s recommendation for each CRI to develop Statements
of Core Purpose provides an opportunity to align the CRIs core purpose with
the Government’s new priorities for research, science and technology.
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11. 17. Note that the Minister of RS&T was invited to report back to EGI by 30 April,
2010 on the government’s priorities for research, science and technology with
a set of Ministerial Notices and Statement of Science Priorities [EGI Min (09)
28/9].
18. Agree, that in order to develop a coordinated approach to the wider science
Agree,
and innovation package, to rescind the 30 April 2010 report back and develop
a set of interim Ministerial Notices and Statement of Science Priorities to be
developed by the Minister of RS&T in consultation with relevant Ministers by 1
July 2010.
Public release
19. Agree to release the CRI Taskforce report and the Government’s response to it
on the MoRST website on 4 March 2010.
20. Agree to the Prime Minister making a media statement endorsing the general
policy direction of the CRI Taskforce report on 4 March 2010.
Hon Bill English
Minister of Finance
Hon Dr Wayne Mapp
Minister of Research, Science and Technology
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12. Appendix 1
Background material on the Crown Research Institute Taskforce
Membership
Membership of the Crown Research Institute Taskforce
Jordan—
Neville Jordan—Chair
Neville Jordan, CNZM, is a graduate engineer and holds an honorary Doctor of Engineering
from Canterbury University. In 1975, he founded MAS Technology Ltd, a
telecommunications microwave company. He grew this from a start-up to a significant
multinational company and achieved a successful IPO on the NASDAQ main Board. Neville
then founded Endeavour Capital.
He has served on several Ministerial advisory committees, six years on the Board of a
Crown Research Institute, AgResearch, and three years each on the Boards of the
Foundation for Research, Science and Technology and the Prime Minister’s Growth and
Innovation Advisory Board.
He has received the Governor-General’s Supreme Award for Exporting and was invested as
Companion of the New Zealand Order of Merit in 1999.
Neville was inducted into the New Zealand Hi-Tech Hall of Fame in 2005 and the Business
Hall of Fame in 2006. He was President of the Royal Society of New Zealand from 2006 to
2009.
Dr Rod Carr
Rod Carr is Vice-Chancellor of the University of Canterbury and a former Managing
Director of Jade Software Corporation. He is also a former Acting Governor and Deputy
Governor of the Reserve Bank of New Zealand and has held senior executive roles at the
Bank of New Zealand and National Australia Bank. Rod is currently Vice-President of the
Canterbury Employers’ Chamber of Commerce and is a Director of Lyttelton Port Company
Ltd and Taranaki Investment Management.
In May 2009, Rod was appointed as the Chair of the National Infrastructure Advisory
Board.
John D. McKenzie
John McKenzie is currently the Group General Manager of the Seeds, Grains and Nutrition
Division at PGG Wrightson, where he is responsible for the global seed business with
operating units in New Zealand, Australia and South America. Prior to this role, John was
the Managing Director and major shareholder of the proprietary seed company Agricom,
which was founded in 1985 and sold to PGG in July 2005.
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13. John also owns a 520 ha arable and horticulture farm and has an interest as equity partner
in a 1,900-cow irrigated dairy unit. He has been Chairman of the Foundation for Research,
Science and Technology plant and genetech reference group and is a member of the
New Zealand Plant Breeding & Research Association.
Dr Ron Sandland
Ron Sandland, AM, was previously CSIRO’s Deputy Chief Executive, Australia. He joined
CSIRO’s Division of Mathematics and Statistics in 1969 and became chief of the division in
1988. In 1999 he became Deputy Chief Executive of CSIRO and led the Flagship Initiative.
Ron was made an Honorary Life Member of the Statistical Society of Australia in 1998 and
won the CSIRO Medal for Lifetime Achievement in 2006. He is a Fellow of the Australian
Academy of Technological Sciences and Engineering, and was made a Member of the
Order of Australia in 2007.
Dr Helen Anderson
Helen Anderson became Chief Executive of the Ministry of Research, Science and
Technology (MoRST) in February 2004, after being MoRST’s Chief Scientific Adviser for
more than five years. She has a PhD in Geophysics from the University of Cambridge. She
was a practising scientist at both New Zealand’s Department of Scientific and Industrial
Research and one of its successors, Geological and Nuclear Sciences (GNS), a Crown
Research Institute.
Prior to her roles at MoRST, Helen was the Director of Earth and Ocean Sciences in
Dunedin, a collaborative effort between GNS and Otago University.
In 2009, Helen was elected as a Companion of the Royal Society of New Zealand and was
appointed to the Board of Fulbright New Zealand. She is an inaugural member of
New Zealand Global Women, a leadership organisation formed in 2009, which comprises
leaders from a range of disciplines and industries.
Murray Bain
Murray Bain joined the Foundation for Research, Science and Technology as Chief
Executive in April 2004. His previous experience in the science sector included acting as
Director for a Crown Research Institute and a start-up ICT company.
Murray was Acting Chief Executive Officer and Chief Operating Officer for the Accident
Compensation Corporation, a Foundation Executive in the establishment of Industry
New Zealand, and an Assistant Governor at the Reserve Bank of New Zealand.
Murray began his working life as an IT professional with Trust Bank Canterbury and the
Trust Bank Group nationally. His various roles with Trust Bank Group included heading the
Treasury function, finance, and the banking side of the group. Murray has a Bachelor of
Science in Pure Mathematics and a Master of Commerce (Honours) in Economics from the
University of Canterbury.
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14. Andrew Kibblewhite
Andrew has been the Director of the Policy Advisory Group at the Department of Prime
Minister and Cabinet since November 2004. Previous positions have included General
Manager R&D Operations at Industrial Research Ltd, and General Manager Innovation and
International at the Ministry of Research, Science and Technology. He also worked for 14
years in a range of management and analytical positions at the New Zealand Treasury,
providing advice on regulatory, environmental, health, commercial tax and public
management policy. Earlier in his career, Andrew spent two years as Budget Manager at
the Department of Conservation.
Andrew has a BSc(Hons) from Canterbury University, a BCA from Victoria University and a
MBA from Stanford.
Struan Little
Struan Little is Deputy Secretary, Dynamic Economy at the New Zealand Treasury. He has
worked in a range of economic policy roles in the public and private sector. Since joining
the Treasury in 1987, he has held various senior positions including Manager,
Macroeconomic Policy, Head of the Treasury’s Strategy Unit, Assistant Secretary
responsible for international, infrastructure and environmental issues and Acting Deputy
Secretary, Economic Performance. Between 1993 and 1995 Struan was seconded from the
Treasury to the World Bank, where he held an adviser position at New Zealand’s shared
constituency office.
Taskforce original Terms of Reference (October 2009)
Introduction
This Terms of Reference sets out the purpose, context, scope, process, deliverables and
timeframe for the CRI Taskforce.
Purpose
Government wants CRIs that respond strategically to the needs of their end-users in a way
that will drive future economic growth.
The Taskforce will contribute to work to position the New Zealand RS&T system for the
future. There is a need and opportunity to position the CRIs to deliver future benefits to
New Zealand. The Taskforce will recommend changes to the settings under which CRIs
operate. The goal is to enable each CRI to increase their effectiveness in delivering benefit
to New Zealand, and in particular to assist in achieving a more innovative and higher-
productivity economy.
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15. Context
The Prime Minister has written to the Minister of Research, Science and Technology and
asked him to establish a small Taskforce. Its role is to recommend ways to derive better
national good from public investment in CRIs.
To achieve this, the Prime Minister has asked that the Taskforce recommendations
include, among other things, the following:
• The development of clear and tailored statements for each CRI that set out their core
purpose, specific role, responsibilities and performance expectations in delivering
national benefit.
• Supporting this through appropriate funding mechanisms that balance long-term
capability needs and shorter term dynamism.
• Strengthening CRIs’ accountability for delivery through appropriate governance, and
periodic whole-of-organisation review of both financial and non-financial
performance measures.
• Improving CRI working relationships with other New Zealand research and education
providers and particularly how they serve their appropriate business stakeholders.
• Ensuring CRIs are effectively internationally connected in their areas of responsibility.
Scope
The CRI Taskforce will provide advice on the following:
• Recommendations and assessment of any alternative or additional initiatives that
could be taken to strengthen the CRI model, including the merits of reconfiguring
the number and scope of CRIs.
• Guidelines for developing ‘statements of core purpose’ for each CRI, including how
stakeholder views should be incorporated and how often such statements should be
issued.
• Advice on how to improve the overall governance of CRIs including consideration of
how to strengthen their Boards.
• Guidelines for reviewing performance against statements of core purpose and other
performance measures.
• Recommendations that will ensure CRIs partner with other research providers and
with the private sector, with specific reference to:
- relationships with universities and the alignment of staff incentives, career
paths and the opportunity for staff interchange
- relationships with CoREs and the opportunity for staff interchange
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16. - relationships with the private sector and appropriate incentives for transferring
knowledge.
• Assessment of the current method of measuring financial performance and viability,
any views on alternative methods of ensuring financial performance and viability,
and any suitable non-financial performance measures for individual CRIs.
• Principles for determining core funding levels for each CRI including how to achieve
a balance between long-term capability needs while ensuring continued short-term
dynamism.
• The impact of any changes to core funding to CRIs on wider RS&T funding
mechanisms (e.g. whether core funding to CRIs leaves a critical mass for funding via
contestable processes).
• Relationships with international research organisations and other international
linkages.
• How any recommended changes to the CRI model fit within the wider RS&T system.
• Any necessary changes to the organisational form of the CRIs including changes to
the Crown Research Institute Act (1992) or other legislation.
• An assessment of the timing for introducing change to the CRIs.
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17. Appendix 2 – CRI Taskforce Report: Executive summary and overview of
recommendations.
Executive summary
CRIs play a pivotal role in New Zealand’s innovation system
Crown Research Institutes (CRIs) matter to New Zealand. Their importance is increasing as
science plays an ever more critical role in the nation’s economic development. Research
and the other services provided by CRIs help address New Zealand’s most pressing issues:
achieving economic growth by making the tradable sector more productive; improving the
sustainable use of natural resources; and managing exposure to risks that could otherwise
destabilise society, the environment and the economy.
Research and development generates profound and enduring benefits for New Zealand
society. Ongoing government investment is essential. The Government established CRIs to
improve the economic, environment and social wellbeing of New Zealand, and they are
delivering substantial benefits. However, the evidence received and our deliberations have
led us to conclude that CRIs can and should contribute much more.
CRIs have the potential to be powerful engines of economic growth, forging national and
international collaborations at the cutting edge of research and science. CRIs already
attract international attention because of their strong links to business, government and
other science organisations. We believe, however, that through greater collaboration CRIs
can perform much better. Such collaborations will, the Taskforce believes, become more
important in delivering benefits to New Zealand.
What needs to change so that CRIs contribute more to New Zealand?
We do not believe changing the number of CRIs, their ownership status, or their
employment arrangements will significantly improve their contribution to New Zealand.
The question is not how many CRIs New Zealand should have, but what structures will
best provide research services that address the problems and opportunities New Zealand
faces. It is our opinion that the main factors impeding CRI performance relate to their
funding, ownership and governance arrangements, as follows:
• Currently, it is not clear if a CRI’s objective is to create value for itself, as a company,
or to generate value for New Zealand. Current ownership arrangements seem to
place undue emphasis on research and development that produces outputs that
individual CRIs can capture in their statements of revenue and balance sheets, rather
than on research that contributes to the wellbeing and prosperity of New Zealand.
This can reduce quite significantly the overall impact of Government investment in
CRIs.
• There are multiple lines of accountability that dilute the CRIs’ sense of purpose and
direction. Each CRI is accountable to the shareholding Ministers, directly and through
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18. the Foundation for Research, Science and Technology (the Foundation), the Crown
Ownership Monitoring Unit in Treasury (COMU), and the Ministry of Research,
Science and Technology (MoRST). Each agency has its own perspective and
requirements.
• CRIs are heavily dependent on competitive contracts, which are often short-term
relative to the time frame in which science produces results. This makes it difficult
for CRIs to operate strategically.
• We believe that existing funding and governance arrangements for CRIs inhibit
collaboration, position natural partners such as universities and firms as
competitors, and interferes with CRIs’ adoption of best-practice research
management. Governance and institutional arrangements can be considerably
simplified so that CRIs have a stronger sense of purpose and direction.
KEY ACTIONS
The Taskforce believes that the Government must be more explicit about what it wants
each CRI to achieve and must fund them accordingly, so that they can deliver more for the
national benefit. CRIs can do this if the Government encourages them to plan and operate
for the long-term, cooperate with complementary components of the New Zealand, as well
as the global, research and innovation system, and use diverse and creative approaches to
transfer knowledge to those in New Zealand best able to use it. This means having
talented people in top leadership and management positions, giving them the authority
they need to take strategic decisions and then holding them to account for the
performance of their CRI. The measure of a CRI’s success should be the positive impact it
has on New Zealand – be that economic, social or environmental – not the commercial
return a CRI has been able to achieve.
To set this up, we propose the following specific set of actions listed in the
recommendations. In summary, we believe that:
• CRIs were set up to address enduring challenges and opportunities that New Zealand
faces. CRIs are still needed to do this, but the Government needs to clarify in a
Statement of Core Purpose the exact role each CRI should play in delivering benefits
to New Zealand. The Statement of Core Purpose should recognise the distinctive role
of each CRI relative to other research organisations, including universities.
• The Government should fund CRIs to achieve their core purpose. A significant
proportion of CRI funding (much greater than at present) should be allocated
directly, on a long-term basis, to support the delivery of the core purpose activities
of each CRI. The current level of contestable and ‘at risk’ funding renders CRIs
vulnerable as businesses, creates uncertainty and undermines their ability to act
strategically.
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19. • CRIs face unnecessary compliance from an excessive number of contracts. Core
purpose funding should be consolidated into a single contract, as soon as
practicable. The core purpose funding should be negotiated against a rolling five
year research strategy that is developed in consultation with relevant stakeholders
and agreed with the Government through the CRI’s Statement of Corporate Intent.
• A greater degree of certainty will enable CRIs to retain and develop capability,
manage risk, and operate within a longer time frame to deliver excellent and relevant
research.
• Contestable, open access funding should remain an important element – albeit on a
smaller scale – of Vote Research, Science and Technology (RS&T) funding. This is
vital to generate competing ideas and new entrants. However, we believe the system
should put less emphasis on contestable processes as a way to drive better
performance. Instead, more emphasis needs to be placed on holding organisations
accountable to deliver benefits as defined in their Statement of Core Purpose, rather
than allocating funding against promises of activity. Reducing the proportion of
contestable funding is consistent with the findings of the 2007 OECD review of our
innovation system, which found it to be too competitive and fragmented.
• A portion of Vote RS&T funding should be set aside for major national collaborative
challenges, akin to the funding available to the Centres of Research Excellence. This
would provide incentives for collaboration in new multi-disciplinary areas of
research.
• In return for moving to reduce the proportion of contestable funding, CRIs need to
be more accountable for delivering value to New Zealand. There is a need for the
Government to improve the upfront surety of funding and to balance this with the
following measures to improve performance:
a. strengthen Board accountability, by having public Annual General Meetings and
annually monitoring and evaluating performance against the core purpose and
Statement of Corporate Intent.
b. measure CRIs against more balanced and comprehensive performance
indicators. Primary responsibility for monitoring all aspects of CRI performance
should rest with one entity. Performance indicators should explicitly include:
− technology transfer as a core and measurable responsibility for all CRIs, so
that the benefit of their ideas contributes to the wealth and well-being of
New Zealand and not just the CRIs’ balance sheets;
− measures that ensure CRIs remain financially viable and accountable for all
Government funding. There is a current perception, not reflected in
practice, that CRIs are always expected to meet a nine percent return on
equity target;
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20. − tailoring the approach to setting financial targets to reflect a need to be
financially viable, as opposed to financially profitable; and
− expectations and targets around collaboration with international and
national components of the research and innovation system
c. Measures of scientific excellence, to be assured through the greater use of
independent expert science panels.
d. Making a percentage of CRI core funding at–risk, subject to performance
against agreed milestones, if Boards do not manage appropriately.
• To address the currently diffuse governance, investment and monitoring
arrangements facing CRIs, the Government should combine its long-term CRI
investment, ownership and policy responsibilities into one entity. The entity should
also be responsible for managing contestable funds and funding infrastructure.
• CRIs are just one part of the research and science system, alongside private research
organisations and universities. The Taskforce concluded that for some issues a wider
view of the system is needed. We recommend a national research infrastructure
strategy to rationalise and ensure open access to major research infrastructure,
where it is clear that national economies of scale apply.
In making its recommendations, the Taskforce intends to make better use of the funds
available through Vote RS&T and not to advantage and/or disadvantage any particular
parties. An underlying theme of our recommendations is to strengthen and improve the
effectiveness of the linkages between CRIs and all their stakeholders. These linkages are
critical for deriving economic and other benefits from CRI research.
Making these changes will give CRI Boards greater clarity and control over their funding.
The changes will give them a stronger mandate to set strategic priorities and give them
the authority to respond flexibly and quickly to the complex environments they operate in.
We believe our recommendations will give CRIs greater certainty of purpose and provide
the right settings for them to deliver greater benefit to New Zealand from the
Government’s investment in RS&T.
Implementing the recommendations will provide enhanced confidence and attractiveness
for increased operational and equity funding from Government.
The Taskforce notes that many of the recommendations we have reached are consistent
with the views held by the Prime Minister’s Chief Science Adviser.
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21. Our recommendations
The CRI Taskforce recommends
ROLE AND PURPOSE
1. The Government retain CRIs as key components of the national science system,
recognising that each CRI fulfils a unique role in helping New Zealand address issues and
opportunities of national importance. The Government should also note that each CRI
contributes in its own way, with CRIs differing from each other in the services they offer
and the stakeholders they serve.
2. The Government should provide a clear, explicit and enduring strategic role for each CRI
in a Statement of Core Purpose. It should develop this through a high-level dialogue with
CRIs and their stakeholder communities and in accordance with Government’s priorities
for the RS&T system.
3. The Government maintains the CRIs as Crown companies but acknowledge that it uses a
company legal structure to encourage efficient management rather than to operate CRIs as
for-profit, commercial businesses.
4. Each CRI develops a Statement of Corporate Intent, to be agreed by Government, and
updated annually. This should set out how the CRI will meet its core purpose over the next
five years and what its shareholders will receive for their investment.
FUNDING
5. The Government directly fund CRIs to deliver their core purpose in accordance with their
strategy, as outlined in a Statement of Corporate Intent. The direct funding for delivering
the core purpose should form a significant proportion of the CRIs’ total Vote RS&T
funding.
6. The Government negotiate and consolidate streams of funding for delivering the core
purpose for each CRI as soon as practicable.
7. The Government require CRIs to use an agreed proportion of their core funding to form
stable relationships with collaborative partners. The plan to meet this requirement should
be set out in each CRI’s Statement of Corporate Intent and monitored using key
performance indicators.
8. The Government retain in Vote RS&T contestable, open access funding for investigating
novel ideas. Open access funding should be awarded solely according to the merit of the
proposals put forward. Although CRIs should continue to bid for these funds, the open
access nature of the funds would allow new entrants into the RS&T system.
9. The Government include, as part of its open access investment programme, funding to
support inter-institutional, collaborative research. This should be managed by nominated
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22. research directors from within research organisations across the RS&T system, including
universities. This funding can be awarded through negotiation or contest.
10. The Government agencies contracting with CRIs take into account the need to maintain a
secure supply of the services they use and negotiate contracts of sufficient size and length
to ensure this, while also being consistent with the procurement guidelines of the
Controller and Auditor-General.
TECHNOLOGY TRANSFER AND PARTNERSHIPS WITH BUSINESS
11. The Government encourage CRIs to develop stronger long-term partnerships with New
Zealand businesses. These partnerships will, among other things, help to develop both
research talent and the application of knowledge. Each CRI should describe its business
engagement strategies in its Statement of Corporate Intent and support these strategies
through core purpose funding.
12. The Government identify technology transfer as a core responsibility for all CRIs and
require CRIs to develop, invest in and manage IP with the intent of moving that IP from
their balance sheet into the private sector as soon as possible. Government should
discourage CRIs from investing in commercialisation activities for profit maximising
purposes—such as new start-up companies. Any commercialisation activity must be
preceded by a full consideration of other options and the inherent risks of equity
ownership.
PROVISION OF INFRASTRUCTURE
13. The Government develop a national research infrastructure strategy to rationalise
investment in RS&T infrastructure and to ensure its most effective use. CRIs should
continue to finance business-as-usual infrastructure from their own resources. Where
economies of scale or scope exist and the capacity of the infrastructure exceeds the needs
of any one organisation, the investment and financing decisions should take place within
the context of a national strategy and recognise the need to provide appropriate access.
GOVERNANCE
14. The Government require CRIs, at the very least, to meet the disclosure standards expected
of public companies. Government should require CRIs to hold an Annual General Meeting
at which they describe and account to shareholders and the public, for their activities over
the previous year, identify the benefits they have produced for New Zealand and respond
to questions.
15. The Government require the Chairs of CRI Boards to follow the Institute of Directors’ best
practice on how to manage the performance of the Board, Directors and Chair, and how
the Board and Chief Executive should manage their relationship.
16. The Government to follow the Institute of Directors’ best practice in appointing Boards;
and review the current composition of Boards to ensure they reflect an appropriate
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23. balance of expertise between science, technology transfer, finance, management and
governance. Each Board should include at least one eminent scientist to provide research
leadership and science expertise.
17. The Government consider reappointing well-performing directors beyond the common
two-term maximum, given the long-term nature of science, the importance of having
directors take a long-term view and the time it can take for a new director to develop a
full understanding of the range of CRI activities.
18. The Government consider appointing individuals as members of more than one CRI Board
concurrently, to help Boards coordinate and find opportunities for collaboration that are
consistent with the national good purpose of each CRI.
19. The Government require CRIs to establish independent scientific advisory committees and
end-user panels to inform and verify the development of sound research strategies,
scientific programmes and technology transfer activities.
MONITORING AND EVALUATION
20. The Government monitor each CRI’s progress against its Statement of Corporate Intent on
an annual basis. Performance indicators should provide evidence of: collaboration,
technology transfer, quality assurance, sector impact, and financial viability. Government
should not own CRIs to deliver financial returns. However, Government should monitor
financial viability to ensure that the CRI is able to deliver against its core purpose.
21. Each CRI agree with shareholders a cash flow target and tailored rate of return on equity.
This should take into account the requirements for the CRI to be financially viable, invest
in new assets and absorb risk.
22. Each CRI continue to retain surpluses for reinvestment if their Board can identify good
investment opportunities; that is, those that will enhance the benefits that CRIs can deliver
to New Zealand. The Government should retain any excess surplus in a pool of funds
available to the wider science system to develop initiatives that will benefit the nation.
23. The Government evaluate the performance of each CRI against its Statement of Core
Purpose on a five year rolling basis, using a set of key result areas agreed between the CRI
Board, Government and the CRI’s intended beneficiaries. CRI evaluation teams should
include independent, international scientists and technology experts who can provide a
broad perspective on the performance and relevance of each CRI to New Zealand.
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24. PERFORMANCE MANAGEMENT
24. The Government hold the Board accountable for the performance of the CRI against its
Statement of Corporate Intent. The Government should manage poor performance by
providing expert advice and support to the Board. The ultimate sanction for continued
poor performance should be the removal of the Chair and/or Board. Government should
place some portion of the core purpose funding to CRIs at risk, subject to performance
against agreed milestones.
ROLE OF GOVERNMENT AGENCIES
25. The Government align the funding, ownership and policy functions for CRIs into a single
entity. The single entity could also manage contestable and infrastructure funding, and be
responsible for developing policy and strategy for the whole RS&T system.
NUMBER OF CRIs
26. The Government make no immediate changes to the balance and number of CRIs as there
is no strong case at present for mergers or realignment. CRIs should continue to explore
opportunities for realigning their capability where it will benefit New Zealand, and improve
their efficiency by combining appropriate scientific and administrative functions.
LEGISLATIVE IMPLICATIONS
27. The Government respond to this report and implement its recommended changes as soon
as possible. The Government should review the existing legislation, with a view to
providing security for the new arrangements and protecting them from short-term and
opportunistic decision making in the future.
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25. SECURITY LEVEL: In confidence
Appendix 3 – Analysis of Taskforce Recommendations
CRI taskforce recommendations
recommendation
Taskforce recommendation Treasury/MoRST view
CRI purpose • The Government owns CRIs We support.
to address issues of
national importance,
including as drivers of
economic growth. They are
not owned in order to
generate financial returns
for the Crown.
Funding • More ‘long-term’ (i.e. core In the past, we have supported high levels
purpose) funding for CRIs, of contestable funding as a means of
funded through an driving efficiency – it is likely to result in
amalgamation of non- contracts with the best quality and
contestable funding pots standard, for roughly a given price.
and by a reduction in However, at least some revenue certainty
contestable funding. is needed to allow CRIs the confidence to
• CRIs should use a portion develop collaborations with end-users,
of their core purpose build capability, and purchase expensive
funding to form and long-lasting equipment.
collaborative relationships
with other research The RS&T system has been moving away
providers. from a purely contestable basis in recent
• Contestable (open access) years. We think higher levels of long term
funding be retained (at a funding for CRIs can work to improve their
lower level than present) performance, provided it is supported by
and include an investment an appropriate level of contestable
programme to fund inter- funding, better accountability and
institutional, collaborative monitoring, and better incentives to
research. engage externally and transfer
technology. It will probably cut
transaction costs.
This change recognises that quite a large
part of Vote RS&T already goes to CRIs in
a number of different long-term funding
pots, and that a large part of current
contestable funding is awarded to the
same entities over multiple funding
rounds (e.g. when the capability being
sought is found in only one entity).
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26. SECURITY LEVEL: In confidence
recommendation
Taskforce recommendation Treasury/MoRST view
Infrastructure • A science infrastructure We agree that there may be research
strategy be developed and assets with potential use across several
that key science assets research organisations, with no obvious
have open access between way of funding at present. MoRST is
research providers. currently working on a strategy to identify
• Any CRI dividends to be these research assets.
used for capital needs in Treasury is concerned about the size of
the science system. new research infrastructure proposals that
may arise, and considers the best use of
funding is on initiatives that encourage or
leverage private sector R&D spend.
We think it is unlikely that CRI dividends
will be sufficient to cover the cost of new
infrastructure proposals. In the absence of
new money, significant prioritisation will
be needed to fund new infrastructure.
Technology • Technology transfer to We support, particularly the emphasis on
transfer end-users should be a transferring IP to the business sector
priority for CRIs (especially quickly.
transferring IP to the
private sector), but they Treasury has some concern that if
should be discouraged Government is to actively discourage CRIs
from investing their equity from investing in commercialisation, this
in risky commercialisation might in some instances limit legitimate
activities like start-up options for transferring knowledge.
companies.
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27. SECURITY LEVEL: In confidence
recommendation
Taskforce recommendation Treasury/MoRST view
Accountability • A new, enduring We support.
& Monitoring accountability document: a
‘Statement of Core MoRST believes a stronger emphasis on
Purpose’, setting out what reporting non-financial KPIs would create
Government wants the CRI greater public awareness of the national
to achieve. The CRI’s benefit derived from CRIs.
Statement of Corporate
Intent would state how it Treasury supports having part of the
would meet the Statement long-term funding at risk, dependent on
of Core Purpose. performance in external engagement and
• Rolling five-year reviews, technology transfer, would also be
by independent experts, of beneficial. The Taskforce report leaves
CRIs to assess their room for this.
effectiveness, alongside
annual monitoring of KPIs.
• Better non-financial KPIs,
and a return on equity
expectation for each CRI to
be agreed between the CRI
and shareholders.
• Use of science panels and
end-user committees.
• Enhanced rewards and
sanctions for performance.
• Profits retained by the CRI
if the Board has good
investment opportunities.
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28. SECURITY LEVEL: In confidence
recommendation
Taskforce recommendation Treasury/MoRST view
Sector • Combine into one entity Potentially the most contentious of the
governance / science policy, long-term Taskforce’s recommendations, given its
machinery of funding, some contestable impact on the machinery of government.
government funding, infrastructure Ministers may have concerns about the
funding, and CRI ownership ability of agencies to effectively manage
monitoring. COMU to this change.
provide financial and Board
appointment expertise. We agree that it would make sense to
combine policy, long-term funding (as we
consider that long-term funding can be
considered ‘equity-like’ with strong links
to ownership matters), and non-financial
monitoring. This would reduce
fragmentation in science policy which is a
recognised problem.
We agree COMU should provide financial
and Board appointment expertise, as they
do for all Crown companies.
Treasury would recommend Ministers
consider whether contestable funding
should remain in a separate agency. This
would ensure the contestable funding
body stayed independent from CRIs
providing a more level playing field across
public and private research organisations,
and some checks and balances on the
combined RS&T entity. We note that
machinery of government options will be
considered as part of SSC’s machinery of
government process.
We also note that the Taskforce’s
recommendations have not taken account
of where support for business R&D should
fit within the funding system.
No or little • company model We support, particularly, moves to make
change • Board appointments the role and operations of CRIs (where
recommended • number and configuration appropriate) more publicly accountable.
of CRIs
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