Contents · advisory and training services, thereby capitalising on the unique strength of Teagasc and ensuring maximum return from the resources deployed. The strategy highlights

Teagasc Statement of Strategy 2003-2005

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ContentsPage

Foreword 3

1. Introduction 4

2. Vision and Mission Statement 5

3. Context and Working Environment 63.1 Our Mandate 63.2 Our Services 63.3 Teagasc Facilities 73.4 Client Base and Collaboration with Industry 83.5 The Agri-Food Sector 83.6 The Irish Economy 93.7 International Context 9

4. Corporate Governance 114.1 Management and Organisation Structures 114.2 Human Resources 124.3 Financial Management 134.4 Risk Management 134.5 ICT – Information and Communications Technology 134.6 Quality Customer Service 144.7 Performance Evaluation 144.8 Supporting Farmers with Disability 154.9 Legal Services 15

5. Confronting the Challenges 16

6. Goals & Strategies 186.1. Competitiveness and Innovation in Agricultural Production 196.2. Competitiveness and Innovation in Food Processing 216.3. Rural Viability 226.4. Sustainable Systems of Agriculture 246.5. Integrity of the Food Chain 266.6. A More Capable, Efficient and Effective Organisation 27

7. Key Linkages 32

8. Implementation, Monitoring and Reporting 35

9. AppendicesI. Teagasc Centres 37II. Organisational Chart 38

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To provide an independent and authoritative researchknowledge base, technology transfer and training servicesfor the sustainable development of agriculture and the foodprocessing industry to enable it to respond profitably toconsumer demands and requirements and contribute to avibrant rural economy and society.

Mission Statement


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T his Statement of Strategy has been prepared againstthe background of formidable change and challengefor the agri-food industry and rural communities. The

priorities outlined for research, advisory and trainingservices are aimed at ensuring that the critical technologiesare put in place and the necessary human resources aredeveloped to enable the industry to adapt to the policy andeconomic changes and successfully meet the challenges.

The strategy reflects the central role which Teagasc mustplay in developing an innovative, competitive andsustainable agriculture and food industry and in ensuringthe continued viability of rural communities.

Many of the initiatives outlined in the strategy will beoperated as integrated programmes, involving research,advisory and training services, thereby capitalising on theunique strength of Teagasc and ensuring maximum returnfrom the resources deployed.

The strategy highlights the close collaboration betweenTeagasc and a wide range of industry and institutionalpartners at home and abroad. We are committed to workingclosely with the Department of Agriculture and Food andother Departments, with key research, advisory and traininginstitutes nationally and internationally and with all sectorsof the Irish agriculture and food industry in advancing ourgoals. In this way, I am confident that Teagasc can make amajor contribution in the critical years ahead.

Foreword

Tom O’DwyerChairman

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T his is the second Statement of Strategy for Teagasc,the Agriculture and Food Development Authority. Thefirst Statement of Strategy, required under the Public

Service Management Act. 1997, was published in early2002. The Act requires each Government Department topublish a new Statement of Strategy at least every threeyears and within six months of a new Minister taking office.Agencies of Departments in the Non-Commercial StateBody category are expected to update their Statements ofStrategy in the light of new Statements from their parentDepartments. The Department of Agriculture and Foodproduced a new Statement of Strategy 2003-2005 in mid2003. This second Statement of Strategy for Teagasc is anupdate in consequence.

Since the publication of our first Statement the process of implementing the StrategicManagement Initiative (SMI) in Teagasc has advanced well and we are on target with themany aspects of this initiative. Implementing the SMI has brought about some changes inthe way Teagasc operates and will continue to do so. We are now more conscious of theneed for good governance, staff involvement through partnership, managing staffperformance, and developing our human resources, more formalised business planning,evaluation of programmes, and quality of services provided to our customers.

This revised Statement of Strategy takes account of the changes in the new Statement ofStrategy from the Department of Agriculture and Food, it reflects the changes being broughtabout by the Strategic Management Initiative, and the fast changing nature of theagriculture and food industries. The recently agreed changes in the Common AgriculturePolicy and the ongoing negotiations on a World Trade Organisation agreement will havemajor effects on the agri-food sector which will require major adjustment in the Teagascservices to the sector.

This document centres strongly on Teagasc's vision of the future needs of the agri-foodindustries for training, advisory and research services and on how these can best be metwithin the resources available. It has been developed with consultation and input from staffat all levels and recognises the need for flexibility on the part of staff to adjust to thechanging needs in response to changes in demand for services.

Teagasc is committed to the delivery of a quality customer service. This is highly dependenton the commitment and response of staff and Teagasc is fortunate in having a highlyprofessional and dedicated staff complement who are willing to deliver such a high qualityservice to customers.


Introduction1.

Jim FlanaganDirector

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2.1 VisionOur vision is for an agri-food industry that has the technological and human resourcecapability to

� Contribute to the development of a sustainable rural economy and society.

� Produce, at the farm and processing levels, high quality safe food for consumers on thehome and export markets.

� Be continually innovative in meeting consumer demands for variety, quality and safety offood products.

� Change and adapt so as to remain profitable and competitive in the market place.

� Grow and develop in harmony with a biologically diverse environment and countryside.

2.2 Mission StatementThe Teagasc Mission is

To provide an independent and authoritative research knowledge base, technologytransfer and training services for the sustainable development of agriculture andthe food processing industry to enable it to respond profitably to consumerdemands and requirements and contribute to a vibrant rural economy and society.

In pursuing this Mission, we will focus on:

� Developing competitiveness and innovation in sustainable agricultural production andthe food processing sector.

� Analysing and projecting the impact of policies for the agri-food sector.

� Developing and maintaining a strong human resource capacity across the agri-foodsector.

� Providing a sound scientific basis for decision-makers in protecting the integrity of thefoodchain, protecting the rural environment and addressing the concerns of theconsumer.

� Developing a capacity in molecular biology and gaining an increased understanding ofliving organisms with a view to increasing its application in the agri-food industry.

� Ongoing investment in our staff and organisational systems to achieve the higheststandards of service delivery, corporate governance and accountability.


Vision and Mission Statement2.


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3.1 Our Mandate The Agriculture (Research, Training andAdvice) Act. 1988 states that the statutoryresponsibilities of Teagasc are

� "To provide, or procure the provision ofeducational, training and advisoryservices in agriculture…."

� "To obtain and make available to theagricultural industry the scientific andpractical information in relation toagriculture required by it".

� “To undertake, promote, encourage,assist, co-ordinate, facilitate and review,agricultural research and development(including research and development inrelation to food processing and the foodprocessing industry)”.

These responsibilities involve meeting thetechnology needs of the whole food chain,from ‘fork to farm’ and provide Teagascwith the opportunity to integrate research,advice and training in a single servicepackage, a capacity to which many othercountries aspire.

Teagasc is implementing strategic actionswhich support the Department ofAgriculture and Food’s Strategic Plan(2003 – 2005) for the sustainabledevelopment of the agri-food sector.

3.2 Our Services The research service provides anindependent and authoritative knowledgebase for the development and sustainabilityneeds of the agri-food sector. It supportsthe industry to respond to consumerdemands through the generation of new

Context and Working Environment

Research, advisory, education and training services play apivotal role in building the capability of the agri-foodsector to respond to consumer demands and enabling itcontribute to a vibrant rural economy and society. As thelargest provider of these services Teagasc occupies,through its scientific reputation and impartiality, aleadership position in the development of the agri-foodindustry.

3.


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knowledge and serves as a conduit forknowledge generated by the internationalscientific community. It is a critical force inleading technological development,informing policy development for the agri-food sector and rural areas and helping theindustry to meet the increasingly exactingneeds of consumers.

The primary purpose of the advisory serviceis to develop the unique human capitalresource within family farms in order toachieve international competitiveness,optimise income and protect theenvironment.

Following the mid-term review of theCommon Agricultural Policy and thedecoupling of direct payments fromproduction, the advisory services will play avital role in repositioning family farms andenabling them to combine competitivefarming with good farm practice.

The advisory service has a strongdevelopment focus and has the capacityand flexibility to guide farmers to deal withongoing change and adjustment.

The overall objectives of the education andtraining services are to meet the educationand training needs of young entrants toagriculture, horticulture and relatedenterprises, to meet the upskilling andlifelong learning needs of farm families andto meet the training needs of Irish foodcompanies.

The integration of research, training andadvisory services, within the oneorganisation, confers unique strengths onTeagasc. These strengths will become morecritical in future as the emphasis onstandards, safety, sustainability andtraceability increases.

Teagasc is ensuring that the delivery ofservices to all its customers is consistentwith the modernisation of the public servicecommitments in "Sustaining Progress", thenational social partnership agreement2003–2005.

3.3 Teagasc FacilitiesThe Teagasc research services are nowconsolidated at Athenry, Co. Galway,Grange, Co. Meath, Johnstown Castle, Co.Wexford, Kinsealy, Dublin, Moorepark, Co.Cork, the National Food Centre, Co. Dublinand Oakpark, Co. Carlow. By the end of2003 over €22m will have been investedin these centres in a capital developmentprogramme to retool the Teagasc researchinfrastructure. The investment, funded bythe Department of Agriculture & Food, wasin staff, equipment and buildings. It willenable Teagasc develop a biotechnologyresearch capability for the agriculture andfood industry, expand its research inenvironmental science and improve its foodtraining programme.

Vocational and third level training for youngentrants to the industry is provided at fourTeagasc-owned colleges – Ballyhaise, Co.Cavan, Botanic Gardens, Dublin, Clonakilty,Co. Cork and Piltown, Co. Kilkenny. Fourprivately-owned colleges at Gurteen, Co.Tipperary, Mountbellew, Co. Galway,Pallaskenry, Co. Limerick and Warrenstown,Co. Meath, which are funded by Teagasc,also provide vocational and third leveltraining.

A €24.5m investment programme aimed atupgrading college facilities is currentlyunderway. Highest priority is being given tothe colleges collaborating with theinstitutes of technology. A further capitalexpenditure of about €10m, will berequired in the period 2005 – 2007 tofurther improve these facilities.

Advisory services are provided from over 90centres. About two thirds of these have aclassroom facility to provide trainingcourses.

Our physical infrastructure and facilitiesneed constant renewal in order to remainrelevant to present and future needs.Teagasc will continue to examine itsextensive network of facilities and disposeof facilities no longer relevant toprogramme needs in order to make capital


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available for priority new developments,including the further development of clientand public websites and technology thatwill facilitate the delivery of e-services ande-learning to our clients.

3.4 Client Base and Collaborationwith Industry

The Teagasc service brand is wellrecognised and respected among its clientsand customers. The organisation enjoysexcellent relations with a wide and diverseclient base and is highly regarded for itsindependence and integrity. Ourcontributions on farm incomes,environment, health and safety and otherpublic good issues carry credibility with allsides in policy debates and discussions onagriculture and food.

About 65,000 farm families are nowavailing of Teagasc’s advisory services, morethan half of which receive an intensiveadvisory service. About 8,000 farmersparticipate annually in our adult trainingcourses and over 4000 young entrants areenrolled in our third level and vocationaltraining programmes.

The research programme includes about300 projects, of which about 50% areundertaken in collaboration with Irish andEuropean partners. In about 25% of theseprojects there is a direct involvement of, orliaison with, the agri-food industry.

As the key provider of technology transfer,training and consultancy services to thefood sector, the Dairy Products andNational Food Research Centres have asubstantial client base.

In the delivery of the Technology andBusiness Advisory Services, we collaborateclosely with the key industry players.

In terms of the future development of theagri-food sector, the major opportunities forTeagasc are in the following areas:

� building, through upskilling and lifelong learning, the capacity of farmfamilies to adapt to change

� supporting sustainability and crosscompliance in farming

� supporting demand-led agriculturalproduction following the introduction ofdecoupling of payments fromproduction.

� developing innovation in agriculturalproduction and food processing

� promoting the adoption of ITapplications in farming

In providing these services, we will takeaccount of an increasingly complex anddynamic environment in which economic,scientific, technological, political and socialdevelopments at national, European andinternational level impact on theimplementation of the organisation'sstrategies and, ultimately, the achievementof its goals.

3.5 The Agri-Food SectorThe agri-food industry continues to make asignificant contribution to the Irisheconomy and to the indigenous sector inparticular. The combined agri-food anddrink sector has annual exports of €6.7billion, accounts for 9% of GDP anddirectly employs 167,000 people. Inparticular, the industry plays a major role inthe indigenous sector with approximately50% of exports from Irish ownedcompanies deriving from agri-food anddrink companies. The linkage of the agri-food sector to the rest of the economy isexceptionally high and, given its low importcontent, the sector currently contributes inthe order of 25% to net foreign earningsfrom merchandise exports.

In light of the emphasis currently beingplaced on balanced regional developmentand a more even spatial distribution ofindustry, it is important to note that theagri-food industry is already regionally


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dispersed and plays a very important role inthe rural economy. Farming familiesaccount for around one-third of the ruralpopulation. While this share is declining inIreland, as in virtually every otherdeveloped country, the agri-food sectorcontinues to play a very important role inour rural communities. The future viabilityof the industry is therefore an importantelement of the economic prospects of theseareas and their people.

Agriculture is the very basis of the foodchain. It also embraces functions which gofar beyond the production of agriculturalproducts. The concept of multifunctionalityreflects these new important characteristicsof European agriculture as well as reflectingsociety's expectations. Agriculture as aneconomic sector must be versatile,sustainable, competitive and spreadthroughout Europe. It must also be capableof maintaining the countryside, conservingnature and making a key contribution to thevitality of rural areas. Innovation, researchand development are indispensablecomponents of a dynamic, competitivesector that also meets society'sexpectations for the provision of a widerange of public goods.

3.6 The Irish EconomyThe spectacular growth of the Irisheconomy in the 1990s impacted on theagri-food sector in a number of ways. Off-farm employment opportunities werecreated for farmers and their families.There was also increased competition forlabour for both farm production and foodprocessing. A wide range of new demandscame from the food marketplace andinflationary pressures were exerted onfarming costs.

The slowdown over the past 18 months, hasimpacted on the agri-food sector andhighlights the absolute imperative forincreased efficiency and cost control at allstages of the food production chain. Theviability of the agri-food industry willdepend on our ability to compete

successfully in increasingly open anddemanding markets. Our competitiveness inthese markets will be based both on costand innovation. The capability to producenew food products that will find consumeracceptance will determine our position inconsumer food markets. Underlying this willbe our ability to produce basic agriculturalproducts - the raw material of the foodindustry - at competitive prices. This willcreate demands on Teagasc to respond withnew information and technology.

The slowdown in the economy has impactedon the overall budgetary situation leading togreater prioritisation of public expenditureand increased constraints in agriculture andother areas. Over the period of this plan,Teagasc will have to operate in this moreconstrained environment and this willnecessitate even greater stress on tightfinancial control, identification ofalternative funding sources, more emphasison prioritisation of programmes and valuefor money.

3.7. International ContextA number of international drivers will alsosubstantially affect the competitiveness ofagriculture and the food industry and thecontinued viability of rural areas in theimmediate years ahead. These include:

� Further reform of the EU CommonAgricultural Policy (CAP) agreed in June2003 leading to widespread de-couplingof subsidies and reduced milk prices.EU enlargement in 2004 will alsoimpact.

� Negotiations under the World TradeOrganisation (WTO), which are expectedto result in more liberal world trade andgreater globalisation of markets.

� Compliance with EU Directives,particularly in the area of environmentand food safety (Nitrogen VulnerableZones, Water Framework and StrategicEnvironmental Assessment) and withinternational agreements (Kyoto Protocoland Gothenburg Protocol).


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� On export markets, changing consumerdemands will lead to increased productdifferentiation and increased demandfor convenience, novelty, healthierfoods, speciality foods, organic/lowinput foods, local/regional foods andhigher levels of quality (taste andfreshness) and safety.

� The emergence of "high throughputbiology" and the industrialisation ofscientific discovery will haveimplications for our scientific approachto solving technical problems in thefuture.

� The rapid advances in informationtechnology and techniques for analysingdata will allow for new approaches tounderstanding how complex biologicalsystems interact with economic andenvironmental parameters.

Considering the drivers of change describedabove and trends already evident, thefollowing are the likely directions of changeof macro trends in the environment inwhich Teagasc operates:

� The trend towards more part- timefarming will continue, supported bycontinuing availability of opportunitiesin the labour market, declining realagricultural prices and changes in theEU subsidy regime.

� Full-time farming will become morespecialised and concentrated both inenterprise and regional terms.

� The long-term pressure on enterprisemargins in farming will continue andintensify as competition from newmember states of the EU and from thirdcountries steps up after theenlargement of the Community andfreer trade.

� There will be a continuing andincreasing need to provide policymakerswith analysis of the potential impact ofnew technologies and of new legislativeinitiatives to protect the environmentand improve food safety. The need forresearch to support policy making willgrow with the increasing complexity ofsociety.

� Biotechnology will be increasinglyaccepted by legislators and in themarketplace.

� There will be increased concentrationand internationalisation of the food-processing sector.


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4.1 Management and OrganisationStructures

4.1.1 Management SystemThe Teagasc management system consistsof the eleven-member Authority, whichdetermines policy, with the Director as chiefofficer whose responsibility is to carry on,manage and control the administration andbusiness of Teagasc. The Director isassisted in the formulation of policy by aManagement Committee, consisting of theDirectors of Operations and Administrationand an Administration Committee,consisting of Heads of Functions andDepartments at Head Office and otherspecialist staff as required. TheManagement Committee has seven subcommittees which have detailed terms ofreference. Policy, when approved by theAuthority, is executed through anorganisation structure with clearly defined

lines of responsibility, authority andaccountability. Heads of Research Centres,Chief Agricultural Officers and CollegePrincipals meet monthly and ensure thatstaff are kept informed of all developmentsaffecting Teagasc and also have a forum fordiscussion on relevant issues.

4.1.2 Staff ResourcesThe current allocation of the 1637 staff ofTeagasc (full time equivalents) to the mainservices is

Advisory Services 680

Training Services 207

Agricultural Research 515

Food Research 80

Corporate Services and Support Units 55

*A further 74 staff are engaged in delivering training courses at the Private Colleges.

Corporate Governance

Corporate Governance comprises the systems andprocedures by which the organisation is directed andcontrolled. A Code of Practice for the Governance of StateBodies has been published by the Department of Financeand is the basis for governance in Teagasc.

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Teagasc staff carry out their functions frommore than 100 locations (Appendix 1).During 2003, a rationalisation plan wasagreed and is being implemented on aphased basis. An organisational chart isshown in Appendix II.

4.1.3 Leading and Supporting Change

Strategic and business planning has nowbecome an integral part of the work of eachoperational unit within Teagasc andunderpins the crucial link between theStatement of Strategy and performancemanagement and development. A HumanResources Strategy is currently beingfinalised and will provide a framework toguide the actions in relation to staff, theirmanagement, development and welfare. Italso asserts Teagasc’s commitment toapproaching these issues in a strategic way.

Significant progress is being made in theuse of Information & CommunicationTechnology (ICT) in the management of theorganisation and in the delivery of servicesto clients. A substantial number of keyprojects will be implemented over thestrategy period. A Customer Service ActionPlan 2004 – 2006 will set out our servicedelivery targets in the medium term anddocument our commitment to providing anincreasing range of quality services to thepublic.

Improved computerised financialmanagement systems (based on theINTEGRA Finance System) are being rolledout to all locations. Reviews are plannedfor specific support areas of the researchprogrammes following from therecommendations of the Peer ReviewGroups. All Business Units will prepareAnnual Business Plans linked to thestatement of strategy and the staff trainingand development needs identified in thePerformance Management and DevelopmentSystem (PMDS) will be addressed in ameaningful way by each Director ofOperations.

4.2 Human ResourcesTeagasc is a knowledge intensiveorganisation and its success is determinedby the expertise, innovative capacity anddrive of its staff. An organisational culturewhich values staff and develops theirpotential through continuous learning isessential and is fostered.

4.2.1 Human Resource StrategyA Human Resources Strategy, which hasdefined a set of core guiding values andoperating principles to influence everydaybehaviour in the workplace, is beingfinalised in 2003. It is being developed bya partnership working group comprising ofmanagement and union representatives andinvolves an extensive process ofconsultation. Translating these operatingprinciples into actions will requiremanagement, staff and their representativesto learn new ways of doing business. Thiswill include the sharing of responsibility forpeople management between line managersand the Human Resources (HR)Department, developing the competencyand performance of line managers, togetherwith the enhancement of the strategiccontribution of the HR Department. AHuman Resources Information Technology(HRIT) system will be implemented whichwill make a major contribution to sharingHR responsibilities between the central HRDepartment and line managers.

4.2.2 Performance Management &Development System

The Performance Management andDevelopment System (PMDS), whichidentifies training needs of staff that arelinked with the required competencies fortheir existing role, or a specified futurepotential role, will provide an effectiveplatform to systematically address issuesrelating to managing and developing staff.The roll-out of PMDS to all staff in theorganisation will be completed early in


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2004. The co-operation of managementand staff in integrating PMDS into theBusiness Plan of each unit will support itseffective implementation. Financialprovision will be made in all budgets inorder to ensure that the training needsidentified in the PMDS process can be met.

4.3 Financial ManagementTeagasc has implemented a new accountingsystem and established an Audit Committeewith an effective internal audit function. Weare committed to further developing ourfinancial management systems, inparticular through further development ofour accounts system, extension ofelectronic funds transfer, implementation ofelectronic requisitioning and stock controland the development of our financialinformation management and expenditurereview processes. We are acutely aware ofthe importance of meeting increasingstandards of customer service whilemaintaining full transparency and effectivecontrols and complying with therequirements of the Prompt Payment ofAccounts Act, 1997, and the Code ofPractice for the Governance of StateBodies. We have in place policies andprocedures to ensure that our use of thepublic resources entrusted to us is markednot only by legality and propriety but alsoby economical and effective use of theseresources. The Authority has taken steps toensure that an appropriate controlenvironment is in place by:

� Clearly defining managementresponsibilities, authority andaccountability;

� Establishing formal procedures andmonitoring the activities andsafeguarding the assets of Teagasc;

� Developing a culture of accountabilityacross all levels of the organisation.

4.4 Risk ManagementStarting in 2004, Teagasc will incorporate arisk management programme into itsbusiness planning process. This will enablethe organisation to assess the key strategic,operational, financial and reputational risksfacing Teagasc in achieving its objectives.A connected outcome will be a statement ofthe risk management controls in place oractions required where control of risks donot exist or are inadequate.

4.5 ICT - Information andCommunications Technology

4.5.1 ICT Plan A comprehensive review of Information andCommunication Technology (ICT) withinTeagasc was carried out with the aid ofexternal consultants and an outline ICTStrategy and Plan prepared in 2002. In linewith the strategy an ICT Committee wasestablished and a Head of ICT wasappointed in 2003. During 2003,considerable progress was made inimproving the ICT infrastructure andimplementing some key systems. Particularemphasis was given to ensuring that alldecisions were in line with industrystandards, that they took a corporate-wideperspective, had a strong emphasis on boththe internal and external customer anddelivered business benefits. At the sametime we have been converting the strategyinto a detailed ICT business plan which willdeliver the remainder of the strategy overthe next three years.

Teagasc policy is that ICT will be managedand delivered in accordance with thefollowing principles:

� The ICT strategy will be aligned with thebusiness strategy.

� All ICT investments must be businessdriven, justified by a business case andapproved by the ICT Committee.


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� Business units will be responsible fordelivering the benefits from ICTinvestments. Business units will takeownership of ICT projects and makeadequate preparations prior to theimplementation of ICT solutions toensure that benefits are maximised.

� ICT projects will be managed in linewith industry best practice.

� Simplicity and flexibility will underpinall ICT design considerations.

� ICT services will be delivered to thebusiness units in accordance with acentralised shared service model.

� ICT service delivery will operate in aneffective and efficient manner. Aperformance management approach willbe adopted by the ICT Department.

� The ICT Department is responsible forthe provision of an industry standardinfrastructure which will supportbusiness applications in a cost effectmanner.

� To avoid data redundancy andduplication, data will be centralisedwithin the organisation and madeavailable to relevant business users asrequired.

� ICT solutions will be developed with aprimary focus of delivering betterservices to the organisation’s clients.

� All ICT assets, including applicationsand data, will be protected inaccordance with best industry practice.

4.5.2 e-Government StrategyTeagasc is committed to progressing its ICTdevelopments in line with the e-Governmentstrategy in order to underpin our customerservice objectives and to make our internalprocesses as efficient as possible. Plannedinvestment in technology will facilitate thisand Teagasc is already making full use ofthe Government VPN facility.

4.6 Quality Customer ServiceIn 2002, Teagasc commenced a QualityCustomer Service Initiative. The actionstaken in 2003 include the assignment of afull-time Quality Customer Service Officer,the establishment of a jointstaff/management working group and theinitiation of a number of pilot projects todecide actions aimed at improving thequality of our research, advisory andtraining services.

The groundwork undertaken in 2003 willprovide us with the basis to include, in our2004 business plans, actions to improvethe quality of services to customers. In2004, it is intended to publish a CustomerService Charter which will describe thestandards of service which our customerscan expect, and an accompanying three-year Customer Service Action Planspecifying actions to improve the quality ofour services.

4.7 Performance EvaluationIn 2003, Teagasc assigned a staff memberas Performance Evaluation Officer andcompleted a Performance EvaluationStrategy Plan, initiated in 2002. Furtherfoundation work to be undertaken in 2004includes:

� Completion of a review of Teagascbusiness planning procedures.

� Assessment of a suitable BalancedScorecard model for Teagasc.

� Commencement of some short process-type evaluations.

The completion of this foundation processwill enable Teagasc to put in place andimplement a cyclical evaluation plan.


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4.8 Supporting Farmers withDisability

Government, through a range of current andproposed legislation, is in the process ofdefining the rights of persons with disabilityand has developed policies to ensure thatsuch people can enjoy equality and fullparticipation in society.

In support of this we will continue to helpidentify the specific needs of people withdisabilities and ensure that, in the deliveryof our services, people with disability areaccommodated to the fullest possibleextent. Teagasc will audit all of its facilitiesto ensure access by people with disabilities,provide specific information on servicesthat are available and network with theNational Disability Authority and otherrelevant agencies.

4.9 Legal ServicesProfessional legal advice is provided to alldivisions of Teagasc by the Teagasc legaladvisors and by the specialist staffconcerned in Head Office.


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5.1 CompetitivenessCompetitiveness is not just a matter ofreducing costs. It is a multi-dimensionalmarket dictate embracing assured foodsafety, consistent food quality,environmental sustainability, animal welfareand the ability of the food industry toinnovate and increase added value.

The full decoupling of all EU paymentsfrom production in 2005 will herald atransformation of the industry. The pace atwhich the industry can successfully adaptto real market needs will determine thecompetitiveness of Irish agriculture.

The Teagasc research, advisory and trainingservices will be directed towards thedevelopment of enabling scientific,technological and econometric capabilitiesrequired to support the internationalcompetitiveness of the agriculture and foodindustries. Services will be particularlyfocused on the following priorities.

� Further development and more extensiveapplication of sustainable livestock andcrop production systems.

� Production and manufacture of foodproducts of assured safety andconsistent quality and food ingredientswith improved functional attributes.

Confronting the Challenges

The outcome of the mid-term review of EU policies,combined with further liberalisation of world trade, EUenlargement and continuing change in consumer demand,will create substantial challenges and opportunities for theIrish agri-food sector.

Ireland's capacity to compete will be dependent on thequality of our technology and the capacity of farmers andfood processors to apply that technology. As the keyprovider of research, advisory and training services,Teagasc must play a central role in supporting the agri-foodindustry to become an innovative, high-productivity, highquality and highly-skilled sector which can successfullycompete in the more global market.

5.


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� Evaluation and harnessing ofappropriate biotechnology developmentsin livestock and crop production and inthe manufacture of food products.

� Projecting the impact of policy andmarkets on the agri-food industry andanalysing the dynamics of economicand structural changes in rural areas.

5.2 Commercial FarmingThe commercial farming sector must be ina position to benefit from increased scalewhile also adopting the latest cost-reduction technologies and most efficientproduction systems. New productionblueprints developed by research, combinedwith intensive technical and financialadvice and life-long learning, will beessential in supporting this transformation.In the absence of these supports, Irishfarmers will fall behind their maincompetitors.

5.3 Part-time FarmingServicing the growing number of part-timefarmers, who account for a significantproportion of agricultural output, is aparticular challenge for Teagasc. One-thirdof all farmers now have an off-farm job.Farming will continue to be a major sourceof income on a substantial number of thesefarms. To ensure that they can successfullyadapt to the new policy environment,Teagasc will need to deploy flexible andinnovative advisory and training methods inorder to meet the particular needs of thisgroup.

Special support will continue to be requiredfor farm families who are under viabilitypressure. The Teagasc Opportunities forFarm Families Programme will be used toprovide expert confidential advice to thesefamilies in assessing their current position,examining the options open to them andidentifying the best opportunities to boosthousehold income and quality of life.

5.4 TrainingAn annual intake of a highly trained cohortof young entrants to agriculture,horticulture and related land-basedenterprises is a vital component of aninnovative and competitive industry. Therecent upgrading of Teagasc training tothird level and nationally accreditedvocationally training programmes, with theopportunity for progression, ensures thatthe next generation of farmers,horticulturists, and service providers canavail of training which is on a par with thebest internationally.

Adequate training is equally important forthose who wish to combine a career infarming with an off-farm job. Teagasc willservice the training needs of this group withflexible programmes, including e-learning,which suit their work schedules.

The continuing emphasis on environmental,animal welfare and food safety issues is afurther challenge. This, together with theneed to keep abreast of the latestproduction and financial managementtechnologies, will require a comprehensiveprogramme of life-long learning for adultsinvolved in farming. Teagasc is committedto an expansion of its life-long learningprogramme for adult farmers.

5.5 FoodThe pace of technological development infood processing will have a crucial impacton the success of the Irish agriculture andfood industry in the new policyenvironment.

Teagasc has acknowledged expertise in foodresearch. This will be used to assistindustry in the development of newproducts and technologies which will bevital in building an internationallycompetitive food industry.


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Goal 1: Competitiveness and Innovation in Agricultural Production.

To achieve an internationally competitive and innovative agricultural productionsector consistent with high standards of sustainability.

Goal 2: Competitiveness and Innovation in Food Processing.

To achieve a market orientated, internationally competitive and innovative foodprocessing sector.

Goal 3: Rural Viability.

To build the capacity of farm households to achieve viability and contribute to avibrant rural economy and society.

Goal 4: Sustainable Systems of Agriculture.

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

Goal 5: Integrity of the Food Chain.

To support the production of Irish food that meets consumers’ expectations ofquality, safety and wholesomeness.

Goal 6: A More Capable, Efficient and Effective Organisation.

To become a more efficient and effective organisation with the capacity to changeand develop so that we can deliver on our mission and goals.

Goals and Strategies6.


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6.1 Goal 1: Competitiveness and Innovation in Agricultural Production. To achieve an internationally competitive and innovative agricultural production sectorconsistent with high standards of sustainability.

Objective: To generate the knowledge and technologies necessary to underpin internationallycompetitive and innovative agricultural production and inform policy.

No.

6.1.1

6.1.2

6.1.3

6.1.4

Strategy

Conduct research that underpinscompetitiveness and innovation in theagriculture sector and rural areas.

Develop grassland management systemsand nutritional regimes for the efficientproduction of consistent quality milk,beef, sheep and pigmeat.

Develop technologies and systems tounderpin the competitiveness of tillagecrops and the horticulture sector.

Exploit developments in the biosciencesto drive competitiveness and innovationin the agriculture sector.

Performance Indicators

� Proportion of research projectssuccessfully completed.

� Quality and quantity of scientificpublications and reports.

� Economic data on costs ofproduction.

� New blueprints of production.



� Improvement in biological efficiency.









� Patents and breeders rights.


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� Policy options developed andtransferred to policy markers.

� Briefings to business leaders andpolicy markers.

� Number of monitor farms.

� Improvement in technical andfinancial performance on monitorfarms.

� Reports generated

� Cost/benefit of technology transfer onmonitor farms.

� Number of training courses foradvisors.

� Number of open days, workshops andsymposia for industry.

� Number of popular publications.

� Number of end of project reports.

� Number of technical digests.

� The extent to which enhancedcommodity teams of research,advisory and training personnel arein place..

� Improvement in production efficiencyat farm level.

� Number of enterprise programmesaddressing cost efficient production.

� Number of Tech. and Businessprogramme clients.

� Number of discussion groups.

� Number of cost control planners/profit monitors.

6.1.5

6.1.6

6.1.7

6.1.8

Conduct research that will allow theanalysis and projection of the effects ofactual and proposed changes in marketsand policies at the national, sectoral,farm and household levels and developnew policy options.

Generate physical and financialinformation on monitor farms to evaluateand develop the blueprints for technologytransfer.

Carry out a pro-active programme oftechnology transfer from research to theadvisory service and to the industry.

Develop and deliver advisory programmesthat are relevant to industry.

Objective: To transfer technology and best practice to farms and rural areas

No. Strategy Performance Indicators


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� Number of joint Teagasc/industryprogrammes.

� Funding received from Industry.

� Representation of industry onprogramme commodity teams.

� Number participating.

� Range of services provided

� Cost recovery from service users.

� Number of clients using profitmonitors

� Number of clients using cost controlplanners.

� Number of research projectssuccessfully completed.


� Number of patents.

� Number of applications trials/pilotplant validations successfullycompleted.

� Competitive funding obtained.

� Level of industry funding.

6.1.9

6.1.10

6.1.11

6.1.12

6.2.1

6.2.2

6.2.3

Maximise industry involvement inTeagasc programmes.

Develop and deliver vocational and thirdlevel education and training programmesfor adults and new entrants toagriculture and horticulture.

Provide technological, analytical andrelated services to the agri-food industryand other users.

Provide financial and farm businessplanning services

Conduct research that underpins productquality and innovation in the Irish foodindustry.

Exploit developments in the biosciencesto drive innovation in the food industry.

Provide an understanding of consumerdemands and customer requirements toguide innovation and competitiveness


6.2 Goal 2: Competitiveness and Innovation in Food Processing To have a market orientated, internationally competitive and innovative food processingsector.

Objective: To generate the knowledge and technologies necessary for competitivenessand innovation in the Irish food processing industry.


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Objective: To transfer technology to food companies and to increase the skills in the foodsector



� Number of product/processinnovations tendered to industry.

� Amount of industry-commissionedresearch invoiced.


� Uptake of research as measured byfollow-on commercial activity.

� Numberof products in market test byindustry.

� Number of SME food customersassisted.

� Number of training coursesnationally accredited.

� Number of courses run.

� Number of attendees at courses.

� Feedback from customers.

6.2.4

6.2.5

Carry out a pro-active programme oftechnology transfer and advice to Irishfood companies.

Develop and provide nationallyaccredited education and trainingcourses to the food sector.

6.3 Goal 3: Rural Viability To build the capacity of farm households to achieve viability and contribute to a vibrantrural economy and society.

Objective: To generate the technologies and knowledge required.




� Extent of knowledge transfer toindustry.

� Policy options developed andtransferred to policy makers.

6.3.1 Conduct research that will provide thestrategic knowledge base to support thecontinued viability of rural areas andsupport the establishment ofsupplementary enterprises andemployment opportunities in rural areas.


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Objective: To develop the human resource capacity of farm families


� Number of participants.

� Number of farmers taking up trainingfor supplementary enterprises withincome earning potential.

� Number of farmers improving theirviability status.

� Number attending training courses ormentored

� Uptake of supplementary enterprises.

� Number of courses.

� Number participating.

� Number attending careers events.

� Number successfully completingcourses and career planning modules

� Number of farmers assisted

� Number of applications processed

6.3.2

6.3.3

6.3.4

6.3.5

6.3.

Deliver an options analysis and farmplanning programme to farm families.

Promote and support diversificationopportunities for farmers including farmforestry, organic farming and othersupplementary enterprises.

Deliver a flexible education and trainingprogramme to facilitate part-timefarmers.

Promote agricultural education andtraining and provide appropriate careerplanning.

Assist farm families to avail ofentitlements under the various supportand development schemes


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6.4 Goal 4: Sustainable Systems of Agriculture To achieve systems of agriculture and food production that are sustainable in terms of theenvironment, animal welfare, occupational safety and the work environment.

Objective: To generate knowledge and technology to underpin the sustainability of Irishagriculture.










� Number of training courses foradvisors.


� Feedback from industry.

� Number of popular publications.

� Number of end of project reports.

� Number of technical digests

6.4.1

6.4.2

6.4.3

6.4.4.

Conduct research to provide theenvironmental strategies andtechnologies required for sustainablefarming

Develop the scientific basis for improvednutrient and carbon efficiency toenhance and conserve biodiversity inIrish agriculture.

Develop strategies to plan and managelandscapes.

Carry out a pro-active programme oftechnology transfer from research to theadvisory service and to the industry.

Objective: To transfer technology and best practice to farms


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� Number of Teagasc clientsparticipating in the REPSprogramme.

� Number of farm waste managementplans, commonage framework andnutrient management plans.

� Improvement in water quality due toimproved farm practice.

� Collaborations with public bodiesand other agencies.

� Number of public good activitiesaimed at increasing awareness andenhancing the agri-environmentespecially in relation to the EUenvironmental directives.

� Improvement in water quality.

� Level of compliance with good farmpractice.

� Number participating on courses

� Number of farm accidents.

� Number of awareness creatingactivities held.

� Number of participants in health &safety courses.

� Number of people participating incourses.

� Number of awareness creatingactivities held.

� Range of services provided.

� Cost recovery from service users.

� Number of REPS clients

� Number of nutrient managementplans

� Number of Farm Waste Managementand Dairy Hygiene schemesprocessed.

6.4.5

6.4.6

6.4.7

6.4.8

6.4.9

6.4.10

Develop and deliver advisory programmeswhich enhance the agri-environment andenable farmers meet the standards asdetermined by the Department ofAgriculture and Food and otherregulatory authorities.

Promote sustainable farming practicesthrough education and trainingprogrammes.

Develop and deliver advisory and trainingprogrammes which incorporate statutoryrequirements and best practice inrelation to occupational safety anddisability.

Develop and deliver advisory and trainingprogrammes which incorporate statutoryrequirements and best practice inrelation to animal welfare.

Provide technological and analyticalservices related to sustainable farming.

Provide environmental advisory services,including REPS planning and support,nutrient management planning and farmwaste management planning, to underpinsustainable farming.


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6.5 Goal 5: Integrity of the Food Chain To produce Irish food that meets consumers’ expectations of quality, safety andwholesomeness.

Objective: To generate the knowledge and technologies necessary to underpin food safety,quality and wholesomeness.

� Number of research projectssuccessfully completed.

� Quality and quantity of scientificpublications.

� Number of patents.

� Number of applications trials/pilotplant validations successfullycompleted.


� Level of industry funding.

� Number of product/processinnovations tendered to industry.

� Amount of industry-commissionedresearch invoiced.

� Number of open days, workshopsand symposia for industry.

� Take-up of research as measured byfollow-on commercial activity.

� Number of SME food companiesassisted.

� Feedback from customers.

� Number of training coursesnationally accredited.

� Number of courses run.

� Number of attendees at courses.

6.5.1

6.5.2

6.5.3

6.5.4

Conduct research on the microbiologicaland chemical safety of Irish foodproducts.

Provide an understanding of consumerneeds and customer requirements inrelation to food safety, to guidecompetitiveness and technicalinnovation.

Carry out a pro-active programme oftechnology transfer and advice to foodcompanies and regulatory bodies.

Develop and provide nationallyaccredited education and trainingcourses to food companies and regulatorypersonnel.


Objective: To transfer food safety technologies and skills to the food sector and farmers


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6.6 Goal 6: A More Capable, Efficient and Effective Organisation Our organisation must continue to change and develop so that we can deliver on ourmission and goals. An ongoing programme of organisational change, closer integration andan investment in the development of our people and systems is designed to ensure that wehave the capacity and the ability to meet the challenges set out in this statement.

Objective: To attain greater integration of research and technology transfer within theorganisation; better collaboration and integration of the research programme across researchareas.

� Number of companies assisted.

� Number of industry guidancedocuments published.

� Numberof analytical reports issued.

� Level of fee income.

� Usage of Teagasc food assuranceonline database.

� Teagasc food assurance publicationsand activities.

� Teagasc National Farm Survey five-yearly survey of producerawareness/attitudes.

� Number of students completingaccredited food assurance modules.

� Number of adult farmers completingfood assurance type courses.

� Enhanced commodity teamsestablished and fully operational intime to develop programmes in2004.

� Integrated structure for the deliveryof horticulture, forestry and pigprogrammes in place by end of2004.

� Matrix management structure for theagriculture and food research centresin place by mid-2004.

6.5.5

6.5.6

6.5.7

6.6..1

6.6.2

Provide specialist analytical andconsultancy services to underpin foodsafety.

Provide information and advice tofarmers on the food safety, animalwelfare and biosecurity standardsnecessary for EU scheme crosscompliance, regulatory requirements andmarket quality assurance needs.

Provide accredited training programmesto young farmers and adult farmers toenhance food assurance competenciesand skills.

Further develop commodity teams, toinclude advisory, research and trainingstaff, that will plan Teagasc programmeson an integrated basis.

Develop and implement a managementstructure to ensure a fully integratedapproach to the management ofprogrammes.


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Objective: To ensure that the staff resources of Teagasc are managed, developed andsupported so that they can fully contribute to the achievement of the objectives set out intheir Business Plans.

� HR Strategy completed by the endof 2003.

� Working groups established in 2004and report at the end of 2004.

� HR IT System in place early in2005.

� Fully implement PMDS for all staffin 2004

� All recruitment and promotionalboards will be gender balanced.

� Establish female participationtargets by June 2004.

� Monitoring of the position in relationto promotion and recruitment.

� Audit of all Teagasc facilities toensure access by people withdisabilities to be completed by2005.

� Increased awareness programmeamongst staff of the specific needsand issues of people withdisabilities.

6.6.3

6.6.4

6.6.5

Complete the development of the HRStrategy

Ensure that gender equality is achievedin the recruitment of staff and inpromotional procedures.

Ensure that people with disabilities areaccommodated to the fullest extent inTeagasc.


Objective: To ensure the highest standards of financial management, accountability andcorporate governance.

� Fully implement the selectedmodules of the Teagasc financesystem. Enhance the efficiency andeffectiveness of accounting andmanagement information systems byintegrating the advisory clientmanagement system to the billingand other modules of the mainfinance system.

6.6..6 Ensure that the corporate governancestandards are maintained in accordancewith the guidelines.


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� New Client Information Managementsystem fully tested by the end of2003, implemented in all countiesby mid-2004.

� Electronic diary in use in theadvisory services by mid 2004 andin the remainder of the organisationby mid 2005.

� Percentage of suppliers and staffpaid electronically.

� Electronic requisitioning and stockcontrol system in place in all majorcentres by the end of 2004.

� Satisfactory review on a quarterlybasis by the Audit Committee of theAuthority.

� Implementation of programme ofinternal audits agreed annually.

� Carry out four one-day riskmanagement workshops by the endof 2003.

� Development of list of risks to whichTeagasc is exposed and generateaction plans by the end of 2004.

� Returns received from Authoritymembers and relevant staff by thedue dates.

� Revised 5-year Rolling BusinessPlan produced each year on time.

� Meet all deadlines for answering FOIrequests: regular reports from theFOI Officer.

� Well developed Business Plans,involving staff in their preparation,in place in all units during 2004.

6.6.7

6.6.8

6.6.9

6.6.10

6.6.11

Incorporate a risk managementprogramme into the business planningprocess.

Full implementation of the Ethics inPublic Office Act.

5-year Rolling Business Plan developedand submitted.

Deal effectively with all requests forinformation under the Freedom ofInformation Act (FOI).

Preparation and delivery of BusinessPlans by all units in Teagasc.


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Objective: To apply Information and Communications Technology (ICT) to meet the businessand service needs of the organisation.


Objective: To apply Information and Communications Technology (ICT) to meet the businessand service needs of the organisation.

� All projects managed to the bestproject management standards.

� Projects completed on time.

� Completion of VPN connections forvoice and data by the end of 2003.

� Security policy in place, togetherwith clear technical controls, early2004.

� Implementation of performancemanagement standards andmeasurement into all aspects of ICTservices as they are rolled out.

� Help Desk in place by the end of2003.

� Full training plan to accompany eachroll out.

� Web based e-Profit monitor in spring2004.

� e-learning modules tested by mid-2004. Available to clients from late2004.

� Delivery of soil analysis resultsthrough the web from mid 2004.

6.6.12

6.6.13

Develop and implement a robust andsecure infrastructure, using industrystandard components and 1SOstandards.

Progress ICT developments in line withe-Government Strategy in order tounderpin our e-services to clients.

� Initial surveys completed by end2003.

� Identify quality standards for thedelivery of customer services andimplement actions to achieve these.

6.6.14 Consult with staff and customers on thelevel of satisfaction with Teagascservices.


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Objective: To evaluate the programme targets/economic benefits of Teagasc services to itscustomers, identify improvements in the design and delivery of these services and theachievement of improved organisational governance.

6.6.15 Ensure a comprehensive CustomerQuality Service is in place in Teagasc.

� Completion in 2003 of pilot projectsto identify standards.

� Inclusion of actions to improvequality customer services in allBusiness Plans in 2004.

� Publish Customer Service Charterand Customer Service Action Plan(CSAP) in 2004.

� Extent of implementation of theCSAP in 2005.

6.6.16

6.6.17

Develop a performance evaluationcapability in 2003 and 2004.

Commence in 2004/2005 theimplementation of a cyclical plan forevaluation

� Completion in 2003 of aPerformance Evaluation Strategy andPlan.

� Establishment of an Evaluation Unitin 2003 and the development of itscapability in 2003/2004.

� Recommendations to align businessplanning procedures in Teagasc withperformance evaluation.

� Development of a balanced scorecardevaluation model for Teagasc.

� Development of cyclical EvaluationPlan.

� Number of evaluation projects inhand or completed.


Objective: To improve organisational efficiency.

6.6.18

6.6.19

Complete the implementation of therationalisation plan initiated in 2003.

Continue to improve efficiency of deliveryof services through rationalising countymanagement units to achieve morecritical mass and more uniformity in sizeof units and services provided.

� Extent of the plan implemented

� Number and size of managementbusiness units.


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7.1 Department of Agricultureand Food

Teagasc will work closely with its parentDepartment to ensure that its programme ofactivities meets the needs of the sector,that it is consistent with government policyand particularly with the policy of theDepartment of Agriculture and Food as laiddown in its Statement of Strategy.

7.2 Other Government DepartmentsThe mandate of Teagasc extends acrossareas covered by several Government

Departments. It will maintain liaison andcontact with these Departments to ensureconsistency and efficiency in approach andavoidance of overlap in areas of commoninterest. Departments concerned includeEducation and Science, Rural, Communityand Gaeltacht Affairs, Enterprise, Trade andEmployment, Environment and LocalGovernment.

7.3 Government AgenciesVarious other agencies of Government havemandates that touch on the work ofTeagasc. These include An Bord Glas, Bord

Key Linkages

Teagasc is committed to working in partnership with allsectors of the agriculture and food industry at home andabroad in the delivery of its research, advisory and trainingservices. This partnership approach ensures that theorganisation’s resources are used to best effect. Linkagescontinue to be fostered and enhanced with the followingorganisations and agencies:

7.


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Bia, FAS, the Higher Education andTraining Awards Council (HETAC), theFurther Education and Training AwardsCouncil (FETAC), The NationalQualifications Authority of Ireland, the FoodSafety Authority of Ireland, EnterpriseIreland and the Environmental ProtectionAgency. Teagasc will maintain liaison withthese bodies and work co-operatively andjointly with them as is necessary ordesirable.

7.4 EU InitiativesTeagasc involvement in EU initiatives willbe maintained and, where possible,strengthened. In particular, we willendeavour to compete strongly for researchcontracts under the various EU Frameworkand other programmes for research anddevelopment. EU research policyincreasingly aims to step up the co-operation and co-ordination of researchactivities carried out at national or regionallevel in the Member States. The Communityis committed to making a reality of theconcept of a “European Research Area”(ERA) by improving the coherence and co-ordination across Europe of the nationalresearch programmes. The Sixth FrameworkProgramme has a basic objective tocontribute to the creation of the ERA.Member States are currently being asked todevelop action plans designed to ensurethat a target of 3% of GDP for RTDexpenditure is achieved. Teagasc will fullyparticipate in these endeavours.

7.5 Other International LinkagesActive collaboration with internationalscientific institutes is a necessary conditionfor knowledge development. As a smallorganisation, Teagasc has always realisedthe value of building and maintaining aportfolio of strong international contactsand networks. We have signed a number ofbilateral agreements with institutes aroundthe world and we have sought to be activeparticipants in the wider world of scientific

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

7.6 Higher Education Institutions Teagasc has developed an extensivenetwork of formal and informalcollaboration with its university andinstitute of technology counterparts. TheWalsh Fellowship Scheme plays animportant role in fostering suchcollaboration. The two Food Centres workclosely with UCC and UCD and otherinstitutions in implementing food researchprogrammes managed by the Department ofAgriculture and Food.

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

Teagasc will continue to build partnershipswith the higher education institutes to helpachieve critical mass in important areas,leading to improved efficiency in thedelivery of services. We will maintain theWalsh Fellowship Scheme at about itsexisting size but broaden the scope toinclude more non-traditional agriculturalscience disciplines and develop furtherlinkages with international fellowshipschemes as has been recently done withthe Fulbright Fellowship programme.Teagasc will enter discussions with Irishuniversities with a view to forming moreformal co-operative networks in jointlydelivering research, education/training, anddevelopmental services.


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7.7 Industry RepresentativeBodies

Teagasc will maintain ongoing liaison withthe various bodies representative of ourstakeholders in the agri-food sector. We willdevelop and strengthen the variouscommodity working groups which arerepresentative of stakeholders and Teagascstaff and involve them in developing andmonitoring overall programmes of research,education/training and technology transferfor their commodity areas.

7.8 Joint Programmes withIndustry

Teagasc is working with all the major agri-businesses in implementing jointdevelopment programmes. Theseprogrammes focus on improving productionefficiency and product quality, consistentwith market requirements. The jointprogramme partnership arrangementsensure an effective deployment of staffresources and provide funding to deployadditional staff. Teagasc will continue toseek opportunities to extend its partnershipwith industry.

7.9 Local Development AgenciesTeagasc co-operates with and supportsregional and local development agencies inthe implementation of new developments inrural areas. Many of these relate to the agri-food sector and complement the role ofTeagasc. The expertise of our staff is a keysupport to these agencies. The closeworking relationship provides Teagasc withopportunities to stimulate developmentinitiatives to support our role and increasethe demand for our advisory and trainingservices.

7.10 North-South LinkagesTeagasc will develop and advance co-operation with the agri-food developmentagencies in Northern Ireland on matters ofmutual interest. In particular, areas for co-operation identified by the North-SouthMinisterial Council in Agriculture will bepursued. We will continue currentdiscussions with the Agricultural ResearchInstitute of Northern Ireland towardsdeveloping an agreement on co-operation inresearch. Ongoing contacts will bemaintained with the other agri-food,research and development and trainingbodies and any opportunities for co-operation that would yield mutual benefitwill be explored.


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Business Plans, prepared at divisional leveland by the associated management units,will include a concrete annual programmeof actions to achieve our goals. In turn,these Business Plans roll out into individualwork programmes of staff members for thePerformance Management DevelopmentSystem (PMDS). The objectives and actionsspecified in the Business Plans will be setto meet specific, measurable, achievable,realistic and targeted (SMART) standards ofassessment. The annual business plans willtherefore enable Teagasc to see strategyand planning as an ongoing exercise.

The Statement of Strategy will be keptunder constant review by management.

Annual progress reports from each divisionwill be presented to the Authority. TheAnnual Report to the Minister forAgriculture and Food will follow the formatof the Statement of Strategy. In future, thereport will show the progress made inachieving our goals.

Each division and associated managementunits will generate, on an ongoing basis,data on its business activities and theachievement of its business objectives. TheICT implementation plan, which is currentlybeing prepared, will provide managementwith the required data collection andanalysis services.

Implementation, Monitoringand Reporting8. The Statement of Strategy sets out the overall mission,mandate and high level goals and objectives of Teagascand outlines the broad strategies to be implemented. Inpreparing this statement the views and suggestions of staffhave been taken into account so as to achieve sharedownership and ensure that the broad strategies can betranslated into more detailed actions and activities in thebusiness plans of the various management units ofTeagasc.


36

The inclusion of Risk Management andQuality Customer Service actions/targets inour business plans will support thesuccessful implementation of goals andstrategies. The implementation of a cyclicalevaluation plan will provide key informationon the achievement of programme targetsand the benefits which our customers gainfrom our services. Additionally, this willassist us to identify improvements in thedesign and delivery of these services andthe achievement of improved organisationalgovernance.


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Teagasc Centres1 APPENDIX

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2 APPENDIX Teagasc

OrganisationalChart


39


Documents

Contents · advisory and training services, thereby capitalising on the unique strength of Teagasc and ensuring maximum return from the resources deployed. The strategy highlights