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NRM NorthCorporate Plan 2015-2018
1 IntroductionThis is the Corporate Plan for NRM North. A Corporate Plan
is strategic in focus. It is an overarching document that sets
the course and culture of an organisation and guides the
development of the annual works plan. A works plan is
operational in focus and contains the detailed actions needed
to achieve the strategies of the Corporate Plan.
This Corporate Plan was developed from the outputs of a wide
range of consultations with the Management Committee, staff
and external stakeholders.
The CEO has used the information from these consultations,
along with other relevant plans and documents, to develop this
Corporate Plan.
It is intended that the plan will continue to be reviewed every
three years.
2 VisionNRM North will be
The leadingnon-government organisation
that makes things happen in natural resource management
across northern Tasmania
NRM North
Working with you to care for the natural resources of our island home
Whilst the government provides the majority of funding for the activities of the organisation,NRM North is independent in its decision making and seeking alternative funding sources.
We aim to change people’s attitudes and actions towards managing the natural resources of our region and get relevant activities happening on the ground.
Northern Tasmania is made up of the sub-regions of the Dorset, Break O’Day, Tamar, Meander Valley, Flinders Island and Northern Midlands communities.
There are four Future Directions
to follow over the next three years.
They are:
3 Valuesto guide choice and behaviour
• Act with Integrity
• Work as a Team
• Be Approachable, Engaging
• Fresh and Innovative
In our dealings we will
When we make decisions these values will guide us 4Future Directionsthe pathways we will follow to reach our destination
1. Governance
2. Program delivery
3. Partnerships
4. Recognition and engagement
Each direction is set out with its associated strategic objectives. NRM North’s role is also indicated. It can either be a Provider, Facilitator or Advocate. Also listed are the
other groups who have a role to play and our indicators of performance.
4.1Governance
Build resilience into the future through good scenario planning and prosecuting a case
for substantial roles moving forward. Building on synergies with other regions to ensure
a strong future for NRM in the State. Maintain strong HR, Financial and Compliance
management with good succession planning. Drive continual improvement, particularly
through NRM Performance Excellence process and Corporate Plan.
An annual performance review of the Corporate Plan will be undertaken to make sure strategies and targets remain relevant.
Reporting to our communities and stakeholders through the Annual General Meeting and Annual Report is an integral part of being
accountable for progress against the Plan.
Strategy NRM North Role Other Groups Measurement
Maintain and grow a culture of excellence and continual improvement.
Provider National Working Group
NRM Performance Review Framework processes undertaken every 3 years and actions implemented.
Good financial and process/policy management and external compliance.
Provider Annual Audit complete with no substantial issues and recommendations implemented. Risk Framework reviewed annually.
Internal policies and process are contemporary and implemented.
Provider HR/IR/Legal Consultant
Annual internal audit to comment on adequacy and compliance. Rolling Review of employee handbook and policies with 2 year external review or as needed.
Flexible operational structure and adequate/growing resourcing.
Provider Potential funding partners
Internal structure reviewed annually and an annual resourcing plan developed.
Strong Board and Staff succession planning with clear pathways.
Provider Appropriate reviews and succession plans in place and reviewed regularly.
Maintain an organisational understanding of the broader NRM landscape and our role in it.
Provider Stakeholders Annual scenario planning and review.Annual Board strategic direction statements.
Information is managed digitally on an open and secure platform, which is accessible and used to the full potential.
Provider Annual IM Policy and Procedure review.Internal audit to ensure compliance.
Strategy NRM North Role Other Groups Measurement
NRM Strategy reviewed and renewed to direct greater stakeholder participation and “buy in”.
Provider Community Strategy re-accredited. Program reviews completed and recommendations implemented. Stakeholder participation and “buy in” measured.
Regional coordination of NRM related issues across local governments.
ProviderFacilitatorAdvocate
Local government
Roles negotiated and resourced for agreed services.
Coordination of NRM related activities across partner organisations.
ProviderFacilitatorAdvocate
Stakeholders Agreed coordination roles. Agreed resourcing for roles.
Investor funding delivered on time and target.
ProviderFacilitator
StakeholdersService providers
Appropriate Contract and Service Contracts.Investor’s needs and agreed expectations met.
Program outcome reporting which reflects the full range of outcomes including economic, social and environmental indicators.
ProviderFacilitator
Consultant Appropriate indicators, measures and reporting tools developed and in place.
Contemporary knowledge to underpin delivery.
ProviderFacilitator
Science Providers Research Plan and Knowledge Strategy completed and updated annually.Key actions are implemented.
Culture of innovation within program delivery planning and processes.
ProviderFacilitator
PartnersService ProvidersGovernment
Survey of staff and partners.Innovation whiteboard utilised.
4.2Program DeliveryNRM North’s core activity is to oversee the implementation of
the Northern Tasmania Natural Resource Management Strategy
and associated programs. A review of the strategy to ensure
community expectations and state/national standards are being
met is a priority area.
The focus needs to be on delivering activities which can and
do have a tangible economic and social benefit as well as our
core environmental responsibilities and charter. This needs
to be measured where possible and included as part of the
delivery “story”, particularly where it can be aligned to other
key strategies. This will start to become the metric of success.
This does not remove the need to undertake some of the less
tangible/measurable activities such as practice change, just
changes the emphasis. Excellence in actual delivery and delivery
systems needs to be maintained and built on with strong focus
on delivering through partnerships.
Strategy NRM North Role Other Groups Measurement
Empowering staff and board members to develop partnerships.
Provider Partners Appropriate internal structure and training for staff. Written into staff PDs.
Ensure partnerships are good quality and deliver value for NRM outcomes.
Provider Partners Partnership agreements have clear actions and expectations. Partnership arrangements reviewed and renewed on agreed basis.
Involve partners in program delivery to leverage mutual value.
ProviderFacilitator
Partners All programs have appropriate partners and the process managed and monitored through the implementation plan.
Community Engagement / Social Benchmarking.
Provider Service Provider Community
Clear benchmarks of the value of community engagement. Biennial update of progress against agreed benchmarks.
Cross organisation learning and innovation.
Provider Other partners/service providers
Documented outcomes from short term secondments and “staff swaps” with relevant organisations.
Stakeholder relationship quality improved and measured.
Provider Stakeholders Process for measuring undertaken and a continual improvement approach adopted.
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4.3PartnershipsPartnerships remain crucial to NRM North’s ability to support
delivery of NRM targets and investor expectations. This
particularly relates to implementing the NRM strategy and
leveraging base investment from government.
The focus for partnerships needs to go back to the grassroots
level to all staff and board members. Ownership for the
partnership outcomes becomes everyone’s responsibility. The role
of partnerships needs to be better defined and understood as
delivering our NRM strategy but in the context of mutual benefit.
We need to make it as easy as possible for partners to get
involved with well-defined roles in each partnership.
4.4 Build Recognition and EngagementRecognition and Engagement needs to increasingly focus on the
“emotional” pull of what we do. Not just what we do, but why people
should or would care. This includes ensuring our promotion and
engagement activities focus on a “felt need” or fill a void. We need to
focus these efforts to key sectors/audiences including young people and
local government rather than mass awareness. We need to do some
further work on our brand and how that manifests itself.
Building recognition of NRM North – what it stands for and what it
does – will continue to build trust in communities, governments and our
existing and potential partners. Communication strategies and activities
are priorities.
Strategy NRM North Role Other Groups Measurement
Implement the Communication Plan.
Provider Stakeholder networksMedia Sponsors
Benchmark survey including impact analysis.
Promote and facilitate the involvement of volunteers with NRM North and partners.
Facilitate Volunteer Tas and Landcare Tas
Agreed increase in volunteer participation.
Maintain engagement with young people.
FacilitateAdvocate
SchoolsNRM Facilitators
Number of schools participating in activities.
Increase engagement with the Aboriginal community and incorporation of Aboriginal knowledge into NRM activities and planning.
Provider and Facilitate
ALCT/TAC Internal engagement strategy and agreed percentage of staff time working with the aboriginal community.Opportunities for extending awareness of Aboriginal culture.
Promote economic and social benefits of NRM to the community.
Provider UTAS Verificationofkeymeasurestomeasureand develop case studies/statistics and communication approaches.
