Northern Ventures CRC

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Northern Ventures CRC

• Presentation to participants and bid team by
• Anthony Cheshire
• Science to Manage Uncertainty

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Anthony Cheshire - CV

• Managing Director, SMU Pty Ltd
• Executive Director and Chairman, Balance Carbon
  Pty Ltd
• Director 2 CRCs (Aquafin CRC and EB-CRC)
  including as member of the bid-team for EB-CRC
• Bid Director Australian Seafood CRC (funded with
  37.5m from Commonwealth)
• Negotiated SA Govt. contribution to five other
  CRCs (particularly NPB, e-Water)
• Previous appointments
• Director Research and Development, SARDI
• Chief Scientist, SARDI
• Leader, MISA (Marine Innovation SA) bid team
• Head, Department of Botany, University of Adelaide

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What is a CRC

• An incorporated or unincorporated organisation
• Formed through collaborative partnerships between
  
• end users and
• publicly funded researchers.
• CRCs must comprise
• at least one Australian end-user (either from the
  private, public or community sector) and
• one Australian higher education institution (or
  research institute affiliated with a university).

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Objective of a CRC is

• "To deliver significant economic, environmental
  and social benefits to Australia by supporting
  end-user driven research partnerships between
  publicly funded researchers and end-users to
  address clearly articulated, major challenges
  that require medium to long term collaborative
  efforts."

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Resources-Research-Results
Resources
Research
Results
Input
Activity
Ouputs
Usage
Benefit

Research Development Extension
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Typical structure

• Board membership
• Independent chairperson
• Majority of members independent of research
  providers

CRC Memberscontribute cash or in-kind resources
to CRC
Staff either employed by CRC OR Contributed
(in-kind) by Participant Organisations
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Typical CRC contractual arrangements
Commonwealth Government

Commonwealth agreement
CRC
Participants agreement

Participants
Constitution
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Commercialisation and utilisation
(Communications) P5
Health benefits from seafood P3
Increased demand for Australian seafood
Knowledge platform to direct innovation
Build capacity to adopt innovation outcomes
By way of illustration
Value chain profitability P1
Increased value and profitability of the
seafood industry
Technology platform to support innovation
Product quality and Integrity P2
Access to premiumprice markets for Australian
Seafood
Education and Training P4
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Key issues

• Significant benefit
• Transformational change
• End user driven
• Clearly define what end users need
• Major challenges
• Demonstrate need for medium to long term
  investment in research
• Program scale not just a list of projects

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CRC Research management and adoption
Research Management
Utilisation and Adoption
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New CRC Program - Scope

• Scope
• All disciplines, including humanities, arts and
  social sciences
• International collaboration
• Funding
• No specific limit on amount
• Varying periods up to 10 years
• In exceptional circumstances not exceeding 15
  years in total

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Research continuum
Ideas
Outcomes
Discovery
Proof of concept
Proof of application
Product development
Adoption
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Operational domain for CRC programs
Ideas Research continuum
Outcomes
Discovery
Fundamental
Proof of concept
Strategic
Proof of application
Translational
ARC Discovery
Product development
Commercialisation
ARC Linkage
Adoption
Extension
CRC Research program
CRC Commercialisation andEducation Program
AusIndustry
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CRC investment portfolio
Ideas Research
continuum Outcomes
Fundamental
Strategic
Translational
Commercialisation
Extension
CRC Research program
CRC Commercialisation andEducation Program
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Typical CRC resources

• Research providers 2-3 million per annum over
  7-10 years (in-kind /- cash)
• End user participants 1-3 million per annum over
  7-10 years (cash and in-kind)
• Commonwealth government 2-5 million per annum
  over 7-10 years (cash)
• Total CRC resources 50-150 million over 7-10
  years
• 30-50 in-kind
• 50 cash

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Initial activities

• Agree high-level direction and outcomes
• i.e what are the end user needs
• Define activities and deliverables
• Clarify investor / participant expectations
• Develop investment model for participants
• Provide direction to program leaders on budget
  models to apply in developing program activities
• Agree business systems model
• Agree general rules for IP management
• Agree general approach to governance

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Thank you