AT TAC H M E N T five : N R M p lanning lin k ages with R egional L and Partnershi p s O utcomes
The Tasmanian Government’s Research, Development and Extension for 2050 White Paper has identified: • Productivity improvements in agriculture depend on the effective uptake and adoption of research and development by farmers on their farm or in business improvements generally. Extension is about working with people in industries and communities to achieve change. Accordingly, the State Government will encourage a principles-based approach to enhancing delivery of extension services in the State, including: – supporting extension delivered using different approaches that optimise the benefits for industry;
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– ensuring a partnership approach is adopted with private sector providers to facilitate and broker information and extension services; – supporting the private sector’s expansion of extension delivery into areas where there are market opportunities, while continuing to invest directly in extension where market failure is evident; – extending the provision of extension beyond the farm-gate, along the supply chain; and – establishing metrics to guide and assess extension efforts.
Identification of future management actions (Projects)
The processes and methods for developing Projects (including management actions) are summarised in Section 8 of the Strategy (Implementation).
– Transparent (clearly demonstrate how public money has been spent and the resulting outputs and outcomes); and
Within the Strategy, strategic actions are identified as ‘Actions’ that fall beneath the identified Priorities and Outcome statements. These are different to ‘management actions’, which are to be developed as a part of the project implementation process, within specific projects, as project-related activities. Projects, consisting of management actions that are both foundational activities that support project planning and immediate activities in project delivery, will contribute to the immediate and long-term RLP Outcomes (Figure 16).
– Cost-effective (provides value for money and where possible, builds on achievements of previous natural resource management programs).
4.1 Program and Project Logics Project services must be relevant to ‘priority actions’ identified in formal plans, strategies, reports and advice. The Regional Land Partnerships Program Logic notes specific assumptions that will influence the selection of appropriate management actions in the project development phase. The RLP Program Logic assumes that management actions meet the following requirements to form part of an RLP project: • Projects will be
• Projects will deliver services that will contribute to delivering Regional Land Partnerships 5-Year Outcomes and Long-term Outcomes • The community, including Indigenous people and farmers, are able to participate in the planning and delivery of projects • Regional Land Partnerships will deliver on the Australian Government’s commitment to Closing the Gap on Indigenous Disadvantage (Closing the Gap) by providing opportunities for stronger Indigenous participation in the planning and delivery of investment and outcomes • There is an increase in the amount of investment leveraged from other funding sources as a part of the delivery of projects • Projects will be delivered using collaborative partnerships where this makes sense to do so • Investments that are on private owned/managed land are expected to generate public benefits
– Fit for purpose (tailored to the design, purpose and objectives of the National Landcare Program); – Credible (guided by best available science);
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NRM STRATEGY 2030 ATTACHMENTS: CRADLE COAST TASMANIA
