Irish Agriculture – Future Opportunities

• The long-term prospects for agricultural products are positive:Need 60% more food and feed by 2050• 3 billion more urban dwellers• higher incomes/changing diets• 2.3 billion more mouths to feed• 1 billion tonnes more cereals• 200 million tonnes more meat• plus feedstock for biofuel

• Projected price volatility, but overall expected upward trend in commodity prices• Irish food production will need to remain focused on

• sustainable, cost-competitive production • while seeking to extract greater value from its products through improved

efficiency, better alignment of production with global market needs and• by positioning the country as a global leader in the production of

environmentally sustainable, safe and ethically-produced products• Innovation will be essential in driving the transformation of the sector needed to

avail of the new opportunities

Teagasc Mission

Mission

To support science-based innovation in the agri-food sector and wider bioeconomy so as to underpin profitability, competitiveness and sustainability

Teagasc Goals

GOAL 1

Improve the competitiveness of agriculture, food and the wider bioeconomy

GOAL 2

Support sustainable farming and the environment

GOAL 3

Encourage diversification of the rural economy and enhance the quality of life in rural areas

GOAL 4

Enhance organisational capability and deliver value for money

The Teagasc Model of Innovation

Teagasc Programmes

Through Research (food and agriculture) and Knowledge Transfer (education and

advisory) Teagasc delivers six programmes:

• Animal and Grassland Programme• Crops, Environment and Land Use Programme• Rural Economy and Development Programme• Food Programme• Education Programme• Advisory Programme

Current Expenditure 2008-2012

Teagasc Current Expenditure 2008 to 2012

96 9580 78

33 43

40 43 44

59 46

4151 50

72

0

20

40

60

80

100

120

140

160

180

200

2008 2009 2010 2011 2012 (budget)

Year

€m

Non-pay

Pensions

Payroll

Own inc.=31%

Teagasc Staff Numbers 2000 to 2015

Year: 2015

Year: 2009

Year: 2001

800

900

1000

1100

1200

1300

1400

1500

1600

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Period (Years)

To

tal

Sta

ff

Total Staff Nos By Year

-36%

Teagasc Locations

Trends in Client and Adviser Numbers 2000 to 2012

2000 to 2012

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

50000

Year

Clien

t N

um

ber

s

0

50

100

150

200

250

300

350

400

450

500

Advi

ser

Num

bers

No of Clients No of advisers

-36%

College Enrolments 2006 - 2012

618

774

1049 10881142

1322

1491

0

200

400

600

800

1000

1200

1400

1600

2006 2007 2008 2009 2010 2011 2012

Year

Stu

den

t N

um

ber

s

+141%

Teagasc’s New Strategic Directions

In line with foregoing environmental analysis, Teagasc will• Strengthen programmes focusing on the competitiveness of Irish agriculture

and food in support of the growth targets set in Food Harvest 2020 and Milestones for Success

• Mainstream sustainability across our programmes in order to develop and disseminate the technologies needed to make Ireland a world leader in science-based sustainable agricultural and food production

• Strengthen our innovation-support role to underpin the growth of the agri-food sector and enable it to contribute to overall economic growth, job creation and national environmental and social outcomes

• Continue the process of organisational change in line with the Public Sector Reform Plan and in line with the need to meet targets set in our ECF