AT TAC H M E N T four : S ta k eholder engagement
1
Cradle Coast Authority partnership approach
Cradle Coast Authority seeks to achieve the Outcomes of the 2030 NRM Strategy for the Cradle Coast region of Tasmania by working with a range of our partners and the community. While CCA is responsible for the development and monitoring of the Strategy, the organisation cannot deliver programs and activities to implement the Strategy alone. Partnerships add value is to the investments made by the Australian, Tasmanian and local governments, as well as industries, other organisations, and the wider communities in our region. Government entities (local, state, and federal) are critical partners in supporting the delivery of natural resource management activities in the region. These entities provide much of the resourcing (funding, in-kind services, and/or project delivery technical expertise) to support best practice outcomes. In addition, the Cradle Coast Authority engages with other delivery partners such as universities, research institutions, community groups (e.g. Landcare, Wildcare, and ‘friends of’ groups), other NGOs, industry, the Aboriginal community, and landholders to blend the right mix of skills, funds, experience, and networks for effective and efficient delivery. CCA’s preferred method for project development is to engage in co-design where possible, and to enable opportunities for participatory and iterative project development and delivery. These methods maximise stakeholder engagement, and ensure delivery remains relevant, efficient and effective.
1.1
Partners
Across a suite of projects and initiatives, each NRM organisation maintains relationships with key organisations to deliver services ranging from communications and knowledge-sharing through to on-ground actions.
28
Partners are organisations who have a formal relationship with the Cradle Coast Authority through an existing mechanism such as a grant deed, contract or other agreement (e.g. Memorandum of Understanding). Partner aspirations vary from project to project, but these agreements formally recognise a commitment between parties to work together towards natural resource management outcomes in the region.
1.2 Collaborators Delivering significant projects within regions is a complex activity and requires contributions from a number of organisations. While some contributions are formally partnered as above, NRM organisations also rely on project collaborators; groups or organisations that help facilitate project outcomes through mechanisms such as: in-kind commitment, associated services and endorsement. This may include project participation through activities such as citizen science, or participating in project governance (e.g. reference groups or steering committees).
1.3 Networks As not-for-profits, and with a focus on raising awareness and engaging communities, NRM organisations rely heavily on regional networks. These regional networks are made up of organisations with aligned aspirations for the region and a shared interest in promoting natural resource management outcomes. These groups are often integral for communicating information and opportunities into relevant sectors, interest groups, or the general public; they also play an important role in facilitating knowledge-sharing from project outcomes. The regional networks include working groups, and community and Landcare groups.
NRM STRATEGY 2030 ATTACHMENTS: CRADLE COAST TASMANIA
