Tasmanian
Institute of
Agriculture
Strategic Plan
2012–16
Contents
Foreword by the Minister
Foreword by the Vice-chancellor
Introduction from the Chair of the TIA Advisory Board
Preface from the Director
Key settings
TIA’s role
TIA’s governance
TIA’s focus
TIA’s values
TIA’s future directions
1. Learning and Teaching – creating the future
2. Science for Society and Policy – science matters
3. Agricultural Production Systems – understanding complexity
4. Future farming – managing risks and opportunities
5. Understanding Value Chains – creating value
6. Vision-driven Leadership and Management – creating excellence
Implementing and reporting
Appendix: Definitions
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TIA is a joint venture between the University of Tasmania and the Tasmanian Government.
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TIA 2012–2016 Strategic Plan
Foreword by
the Minister
Agriculture plays an important role in
Tasmania, more so than in any other
Australian state or territory.
The agriculture sector in Tasmania
contributes significantly to the state’s social,
economic and environmental fabric. In the
2009–2010 year, Tasmania’s farmers produced
$1.079 billion worth of agricultural produce
(farm gate prices) and the agricultural sector
provided approximately 7% of the state’s
employment.
The state government’s vision as outlined
in the Economic Development Plan is for
Tasmania to substantially increase its food and
agriculture production and for the state to
become a major supplier of the nation’s food
products.
To support this vision, the Tasmanian
Government, Australian Government and
farmers are making significant investments
in irrigation infrastructure. Tasmania has the
potential to double the water available for
irrigation. The availability of additional irrigation
water will support Tasmanian farmers to
increase the productivity of established
industries and to move into higher value
enterprises and intensive production systems
that will drive growth and investment in the
agriculture and food sectors.
Tasmanian agriculture is in every sense
a ‘growth business’, with rising productivity,
increasingly high skill levels, and – in some cases
– rising margins. Over the past 25 years the
average, annual growth rate has been 4.5% –
a solid rate of return, particularly in the current
economic climate.
However, agriculture faces many challenges
from changing climate, currency fluctuations
and competition from other national and
international producers. To maintain and
ultimately accelerate growth in agriculture in
Tasmania requires knowledge, technology
transfer and innovation. That’s where TIA
comes in.
Research, development and extension have
long been shown to be drivers of increasing
agricultural production. With increasing world
demand for food their importance will only
increase. This is why my Government continues
to invest in TIA as a vehicle to provide scientific
and technical support to agriculture. Quality
education delivered through the integrated
School of Agricultural Science ensures skilled
people are available to work
in all facets of agriculture.
The Government’s investment in TIA
leverages significant additional funding from
industry and the Australian Government.
These investments increase the range of
projects able to be undertaken as well as
upgrading infrastructure to contemporary
standards.
As Minister, I am very proud of the
achievements of TIA to date and look forward
to the outputs from this Strategic Plan helping
to shape a positive future for Tasmanian
agriculture.
Bryan Green MP
Deputy Premier and
Minister for Primary Industries and Water
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Foreword
by the
ViceChancellor
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I wish to congratulate TIA staff and the many
industry stakeholders who have contributed
to the development of this comprehensive
five-year plan.
The last few years of TIA’s growth,
expanding external income and success in
delivering to stakeholders, have illustrated the
benefits of the UTAS–Tasmanian Government
partnership: to combine scientific research,
industry development, extension and
agricultural education in one organisation.
The synergies derived from carrying out
these complementary roles in collaboration
with the agriculture sector have led to this
model being adopted in other states. TIA’s
success has demonstrated that ‘science for
impact’ works: not only have TIA scientists
performed extremely well in the Australian
Government’s Excellence in Research for
Australia (ERA) assessment; they are also
highly appreciated and effective at the coalface, valued by farmers and industry for their
practical knowledge, and appreciated by
government for their relevant and timely input
into the policy-making process.
There is ample evidence that the Joint
Venture Agreement is delivering considerable
TIA 2012–2016 Strategic Plan
benefits not only for Tasmanian agriculture,
TIA’s interstate and overseas partners but for
UTAS and the Tasmanian community as well.
TIA is an important part of building
Tasmania’s future as an international scientific
research and knowledge hub.
TIA is playing a leading role in helping
to address one of the 21st Century’s most
pressing issues: global food security. Within the
agricultural domain, our small island is making
significant contributions at the state, national
and international levels.
UTAS has always been very keen to
encourage involvement in the community. TIA’s
model of regional engagement – responding to
requests for targeted research and delivering
with new knowledge, translated to meet the
immediate needs of industry illustrates that
strong connection.
I have great confidence that this strategic
plan will help guide TIA to bigger and better
achievements over the next five years.
Congratulations on producing this plan and I
look forward to its implementation.
Prof Peter Rathjen
Vice-Chancellor, UTAS
Introduction
from the
Chair of the
TIA Advisory
Board
It is with great pleasure that I present the
Tasmanian Institute of Agriculture Strategic
Plan 2012–2016.
This is the first Strategic Plan for the new
TIA – the Tasmania Institute of Agriculture. The
Institute was formerly known as the Tasmanian
Institute of Agricultural Research.
The name change reflects the evolution
of the Institute. TIA was established in 1997
as a research and development partnership
between the Tasmanian Government and the
University of Tasmania (UTAS). Since then,
TIA has expanded to also provide extension
services on behalf of government to support
Tasmanian agriculture.
TIA is regarded as a national role model
for institutional partnerships and integrated
research, development, extension and
education. With the recent fusion of the
School of Agricultural Science and its research
arm a new model of research, development,
extension and education has been pioneered.
Fully integrated into the Faculty of Science,
Engineering and Technology, the new TIA
provides research and brokers knowledge
beyond anything that any other Australian
university provides.
With around 140 staff and over
200 students, of whom over 100 are
postgraduates, TIA is Tasmania’s premier
research, development, extension and
education provider to the agricultural sector.
This makes TIA a catalyst for productivity
increases and sustainability gains in Tasmania,
with considerable national and international
implications.
This Plan provides a vision and direction
for TIA over the next five years. It shows how
this vision will be achieved and complements
those of the Tasmanian Government and
UTAS in relation to agriculture and education
respectively.
This Plan owes a significant debt to the new
Director of TIA, Professor Holger Meinke, and
the staff of TIA. Professor Meinke came to TIA
from the prestigious Wageningen University in
The Netherlands, and prior to that he spent
nearly 20 years working in the Queensland
Government. Professor Meinke brings an
international and national perspective to TIA
and has a commitment to agricultural systems
research and education.
Under his leadership, and with the support
of his staff, I am confident that TIA’s position as
a key provider of first class agricultural research,
development, extension and education in
Australia and globally will be strengthened.
Kim Evans
Secretary
Department of Primary Industries,
Parks, Water and Environment
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TIA 2012–2016 Strategic Plan
Preface from
the Director
I am excited by the opportunity to lead TIA
at a crucial time in the Institute’s history.
Our external environment is characterised
by multiple challenges but also many
opportunities for agriculture. TIA is now
responsible for delivering all agricultural
research, development, extension and
education on behalf of the Tasmanian
Government and the University of Tasmania.
In recognition of this we have developed
a Development, Extension and Education
Implementation Strategy to ensure that
information reaches end-users. This will
be rolled out through the life of this Plan.
Externally we are creating even stronger
links with stakeholders in the agribusiness
community – from leading farmers, through
key service providers to industry groups.
TIA has a state, national and international
mandate. At the state level, we work closely
with our partners in government and industry
to improve the performance of Tasmania’s
agricultural sector, across all industries and
value chains. At a national level we show
leadership in research excellence and partner
strategically with many other organisations
across Australia. Internationally we are rapidly
increasing our research portfolio, influence and
student numbers.
In line with the expectation of our joint
venture partners – the Tasmanian Government
and UTAS – we place equal emphasis on
impact and delivering outcomes for Tasmania’s
agricultural sector as well as research and
teaching excellence.
Over the last five years our external
income has steadily increased as we have
established ourselves in a range of industries as
providers of high-quality research, development
and extension (RD&E), in Tasmania, nationally
and increasingly internationally. Today we have
about 140 staff, plus around 100 postgraduate
students. We use the funds from the joint
venture partners as leverage to attract
additional RD&E resources; over 50% of our
budget comes from industry or the Australian
Government, most of it via competitive grants.
This Plan recognises the changing face of
agricultural research, development, extension
and education, nationally and internationally,
and the needs of industries and businesses.
TIA aims to broker much needed outcomes
for the agricultural sector and drive industry
innovation in Tasmania. This will position TIA as
the organisation that supplies contemporary
and practical products, knowledge and services
that meet stakeholder needs.
This Plan launches a new period of growth
for TIA, along with further streamlining of our
internal management systems and aligning
our operations more closely with the goals of
UTAS, the state government and the needs of
our stakeholders.
Our primary objective is to ensure that
all our education, research, development
and extension/training programs are of high
quality and meet the needs and priorities of
stakeholders.
This Strategic Plan is designed as a ‘living
document’. It will be reviewed annually based
on our own insights and external feedback.
This Plan was developed in close
consultation with staff and stakeholders. I would
like to take this opportunity to thank everyone
who contributed to the development of this
Plan. I particularly thank the TIA Chair and
Advisory Board members for their support and
all our staff who have risen to the challenge
and actively engaged in the development of this
Plan.
Professor Holger Meinke
Director, TIA
and Head of School, Agricultural Science
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Key settings
Our operating environment
A number of key policy documents influence
the work of TIA.
 The National Primary Industries Research,
Development and Extension Framework
will direct Australian Government
investment in research, development and
extension (RD&E). TIA will be responsive
to the national agenda.
 The UTAS ‘Open to Talent’ 2012–2016
Strategic Plan provides for greater strength
and innovation in the university.
 Tasmania’s Economic Development Plan
recognises that the food and fibre industries
are crucial to our economy and the public’s
well-being.
 The operations of TIA are also informed by
the Joint Venture Agreement (JVA) between
the state government and UTAS. The JVA
requires TIA to provide the Tasmanian
Government with specialised services and
information to support its planning, policies
and operations.
 Finally, the Plan builds on existing strategic
plans for each TIA Centre and the emerging
plan for the School of Agricultural Science.
 As other influences to the work of TIA
become apparent, these factors will be
recognised in our planning and operations.
Key challenges and opportunities
As we move forward to deliver on our
Strategic Plan, we are focused on a number
of key challenges and opportunities requiring
attention in the wider community. Through
addressing the challenges and articulating
the opportunities TIA will deliver significant
industry and community benefit.
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TIA 2012–2016 Strategic Plan
1) Sustainable landscapes, profitable farms
and vibrant rural communities – the
importance of linking the elements of the
‘Triple Bottom Line’ at a practical level
is apparent as Tasmania promotes its
‘boutique’ characteristics.
Communities can only flourish within
an economically vibrant economy. For
agriculture to contribute appropriately
to the economy, it is dependent on wellmanaged natural resources to support the
industry and for industry to ensure the
sustainability of the resource base. Such
management in turn supports other sectors
such as tourism and trade.
With increased community concern about
securing access to resources for long-term
food production, amenity and lifestyle
values, Tasmania is well positioned to
meet such multiple objectives. To do so, its
resource management programs must live
up to community and farmer expectations.
Therefore, a broad, triple-bottom-line focus
is essential for the growth of the agricultural
sector. Reconciling contested values about
Tasmania’s resource use and improving our
resource-use efficiencies will remain our key
challenges.
2) Food security and food safety – Tasmania
already contributes significantly to Australian
food production.
A key research question is: ‘How much
more can we contribute for how long and
in what way?’ TIA will provide much-needed
facts to underpin this discussion. We will
also develop and assist to implement the
transformational technologies needed to lift
our contribution to the global food bowl in
terms of quantity and quality. In addition to
such technologies, TIA will make significant
methodological contributions by explicitly
addressing issues such as variability and
uncertainty in decision-making.
3) Agriculture beyond food – particularly
in Tasmania, non-food products such as
essential oils, fibre, medicinal plant-based
products (e.g. as derived from the poppy
industry) and other plant-based chemicals
(e.g. pyrethrum) play an increasingly
important role in our move towards a biobased economy.
TIA aims to be at the forefront of this
emerging trend towards plant-based
products, so that our industry partners can
become early adopters and therefore gain
maximum benefit.
4) Integration through the value chain –
no longer is the ‘production’ side of food
the key element of food products. Today
all components of the value chain are
interlinked and quality elements are crucial
as we transport high quality food products
around the state, to mainland Australia and
globally.
Supply chain improvements and market
requirements need to be identified and
addressed. Hence, TIA will have an explicit
focus on value chain related RD&E.
5) Biosecurity – as Tasmania’s contribution
to international agricultural production
increases, so too must our vigilance
regarding the introduction of pests, diseases
and invasive species.
TIA will facilitate well-informed and
evidence-based discussions about
biosecurity through research, scenario
analyses, forward planning, monitoring
and evaluation in order to maintain the
advantages that our island status offers.
6) Skills shortage – a shortage of skilled
labour is already leading to decreasing
resource-use efficiency.
TIA is uniquely positioned to assist in
addressing the skills shortage with our
university and industry connections. We
are focused on increasing our industry
engagement; we understand their wants and
needs and will ensure that our students are
‘employment ready’.
7) Global change, including climate change
– change is a constant; with change come
risks and opportunities.
TIA seeks to help people in their abilities
to better manage risks and capitalise on
opportunities. TIA will assist stakeholders
in foreseeing, identifying and managing risks
and opportunities via scenario planning and
forward thinking. This is at the core of this
Strategic Plan.
8) Internal – TIA is a large group of
professionals with very diverse backgrounds
and experiences.
We recognise and celebrate this diversity.
In fact, we believe that it is this diversity
that has brought TIA to where we are
now: at the cusp of being recognised as
Australia’s premier provider of agricultural
research, development, extension and
education. What unites us is our passion for
sustainable and profitable agriculture and
its place in our society, but we also need to
nurture our common goals. This will require
resources and time in order to deliver our
vision.
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The key role for TIA is delivery of quality RD&E and world-class agricultural
education to meet the identified challenges and opportunities.
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TIA’s role
TIA has a dynamic team of scientists and
technical experts, many of whom are
internationally renowned, with access to worldclass facilities and equipment. Postdoctoral
fellows and postgraduate students are an
integral part of the research team. The School
of Agricultural Science educates students
who will support Australia’s future growth
and development. TIA has strong links to
Future Farming
hing and Learning
Teac
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School of
Agricultural
Science
Centres
Dairy
Extensive Agriculture
Food Safety
Perennial Horticulture
Vegetable
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TIA Corporate
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Ch ding
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Vision- d Man
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Tasmanian Institute of Agriculture (TIA)
Research • Development • Extension • Education
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other research, development, extension and
educational institutions in Australia and around
the world.
As an organisation on the boundary
between science and society, TIA is positioned
to create a constructive science–community
dialogue which is increasingly sought in the
current environment. We provide straightforward, technical solutions but we also address
the difficult issues, characterised by contested
values and often conflicting objectives. Through
the practical knowledge of our staff we
support the development of robust, innovative
agricultural policy that facilitates Tasmania’s
growth and that firmly establishes TIA as a
world-class, science-based organisation.
TIA’s role is to provide a solution-oriented
approach to research, development, extension
and education. TIA functions as an integrated
unit within the Faculty of Science, Engineering
and Technology of UTAS. This Plan introduces
impact-oriented programs that will span TIA’s
existing Centres and the School of Agricultural
Science. It identifies strategies, actions and
performance measures. The programs will
assist TIA to achieve its vision and mission. The
diagram below highlights these impact-oriented
programs (Fig. 1).
TIA 2012–2016 Strategic Plan
Figure 1: TIA functions as an integrated unit
within the Faculty of Science, Engineering and
Technology of UTAS. TIA combines the resources
of the School of Agricultural Science and five
RD&E Centres. All TIA staff are UTAS employees.
Outcomes of TIA’s work are communicated via six
impact-focused programs.
TIA combines the resources of the
School of Agricultural Science and five
RD&E Centres: Dairy, Extensive Agriculture,
Food Safety, Perennial Horticulture and
Vegetable.
The Centres and the School of Agricultural
Science will continue to be the core
organisational units of TIA. The new ‘TIA
Corporate’ will provide the much-needed
corporate support for TIA staff who are
distributed throughout the state. Its purpose is
to facilitate a smooth and efficient functioning
of TIA by providing the interface between
UTAS administration and the state government
without duplication and minimal bureaucracy.
This will allow all TIA staff to concentrate on
their core responsibilities supported by a highly
efficient, professional and low-cost corporate
service unit.
The role of Director of TIA is combined
with the role of Head of School (HoS) of
TIA’s
governance
TIA Director and
Head of School of Agricultural Science
Agricultural Science in order to guarantee a
seamless, synergetic work environment that
maximises the potential of TIA. The Director/
Head of School reports to the Dean of the
Faculty of Science, Engineering and Technology.
The TIA Advisory Board was established by
the Minister and Vice-Chancellor to oversee
the affairs of TIA. It is chaired by the Secretary
of the Department of Primary Industries,
Parks, Water and Environment, supports the
Minister and Vice Chancellor and comprises the
Director, senior government and university staff
as well as four industry members (Fig. 2).
This Centre structure adds the necessary
sector and industry focus that is required in
order to deliver the important higher level,
integrated outcomes outlined in Figure 1. This
Plan builds strongly on the individual Centre
Strategic Plans and expected outcomes are
therefore presented at the whole system level,
rather than at Centre or commodity level.
TIA Advisory Board
Research, Development & Extension Centres
Dairy
Centre
Extensive
Agriculture
Centre
Programs
Food Safety
Centre
Perennial
Horticulture
Centre
Vegetable
Centre
TIA
Corporate
School of
Agricultural
Science
Learning and Teaching – Creating the future
Science for Society and Policy – Science matters
Agricultural Production Systems – Understanding complexity
Future farming – Managing risks and opportunities
Understanding Value Chains – Creating value
Vision-driven Leadership and Management – Creating excellence
Figure 2:
The structure of TIA is designed
to facilitate its functions. The
Centres and the School of
Agricultural Science will remain
the disciplinary pillars for
TIA. The Director has direct
responsibility for the RD&E
Centres and for TIA Corporate.
The Director is also the Head of
the School of Agricultural Science
and acts as the main interface
between the joint venture
partners in TIA – UTAS and the
Tasmanian Government.
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TIA has a premier research, development, extension and education role, with strong links
to key stakeholders in industry (from farmers, service providers and those involved in the
agricultural value chains), policy, education and the wider community, particularly our
young people. We will continue to build our networks nationally and internationally.
TIA’s focus
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Our Vision
 TIA will contribute to the development of
prosperous, innovative and sustainable rural
industries and communities through impactfocused education, research, development
and extension.
 TIA will create and sustain knowledge
through partnerships.
TIA 2012–2016 Strategic Plan
Our Mission
TIA conducts and delivers targeted, innovative
and responsive agricultural education, research,
development and extension.
TIA’s values
Impact-focused
Within the domain of agriculture, we have
responsibilities to many, diverse stakeholders
and partners who have differing needs for
products and services, from government
agencies to rural businesses and communities,
to academic researchers. We are directly
accountable to different groups within
our society and are expected to mediate
relationships and processes that involve the
creation or application of knowledge.
In contrast to many other universitybased groups, we function as a ‘boundary
organisation’, expected to move from scientific
frontiers to delivering targeted solutions
to addressing technical or policy problems.
We seek to be a key partner in developing
prosperous and sustainable rural industries;
we aim to have impact and facilitate practice
change.
We work closely with our stakeholders,
ensuring good communication through our
extension and education programs. This
is essential as it ensures that our research
remains well-targeted and results in adoptable
technologies and practices. We are committed
to rigorously measuring, reporting on, and
learning from the results of our integrated
RD&E work.
Partnership and knowledge broker
We seek to operate collaboratively as
knowledge broker by actively building
partnerships across agricultural sectors,
government agencies, research funders and
research partners. We generate knowledge
and make it available for action. We seek to
establish and nurture ongoing collaborations
that add value to our research, industry
development, extension and education. We
leverage our resources to maximise benefits,
resources and impacts.
Innovation
As a progressive, science-based organisation
we want to champion innovation in every
aspect of our work. In the education we
offer, in the research we conduct, in the
industry development and extension we
deliver, and in our management processes and
communication, we seek creativity, expansive
thinking and a high degree of rigour. By
collaborating across traditional boundaries
between disciplines, organisations and sectors,
we foster linkages that transform sound science
into innovative outcomes.
People-focused
We are passionate about our work. We aim to
generate and share knowledge that improves
agricultural practice, grows agricultural
enterprises and fosters the development
and uptake of new understanding, products
and processes, for businesses and industries.
We aim to inspire the next generation to
take up the challenge of sustainably feeding
the world. We care about and support viable
rural communities and a healthy environment.
We support development of a strong, vibrant
research, teaching and agribusiness workforce.
We are a goal-oriented team that values
diversity, respect and compassion.
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TIA’s future
directions
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Program focus
With this Strategic Plan TIA introduces a new
program structure. Programs will generate
outcomes that are aligned with our strategic
direction. The programs will provide the logical
delivery platform for the projects TIA engages
in. Priorities within each program have been
determined in collaboration with our key
stakeholders and will be reviewed annually by
the Director and the TIA Board. The programs
also provide a decision-making framework for
strategically seeking new projects in areas of
high priority.
Our projects will have a mix of research,
development, extension and education
(RDE&E) outcomes that will be delivered
via this program structure. Each project
contributes to addressing the outcomes in one
or more of the six TIA programs.
A range of resources will be allocated via
these cross-cutting programs to the projects.
Sufficient resourcing will provide the necessary
incentives to ensure the programs and projects
are operational and effective in achieving the
agreed outcomes.
The Centres and the School of Agricultural
Science will continue to be the core
organisational units of TIA.
TIA 2012–2016 Strategic Plan
TIA’s Programs, Goals and Strategies
This Strategic Plan focuses on six key Programs
that are designed to deliver our vision. Each
Program has an overarching Goal with a
series of Strategies that will be implemented
through Annual Operating Plans. A series of
Key Performance Indicators act as measures of
success over time.
1) Learning and teaching – creating the future
TIA will create agricultural knowledge
and reduce the current and worsening
agricultural skills shortage by providing worldclass agricultural science education specialising
in research and management of agricultural
systems.
– Create and maintain excellence in
undergraduate and postgraduate
coursework, learning and teaching
– Create and maintain excellence in
postgraduate research training
– Facilitate the delivery of effective
extension and education through lifelong learning.
2) Science for society and policy –
science matters
TIA is a boundary organisation between
science and society. We aim to positively
influence the development of effective
agricultural policy.
– Achieve the status of a key authority
on agricultural issues, with particular
reference to Tasmania
– Influence rural policy by making science
visible in the community
– Foster dialogue about the everyday
value and benefit of agricultural science.
3) Agricultural production systems –
understanding complexity
TIA will use innovative methods and
approaches to solving complex, multi-scale
problems in agricultural landscapes.
– Develop and apply methods,
approaches and tools that enhance
understanding of agricultural production
systems for better risk and opportunity
management
– Ensure such methods, approaches
and tools are known, understood and
adopted by end-users
– Using such approaches, actively engage
with stakeholders who have different
and sometimes conflicting objectives.
4) Future farming – managing risks and
opportunities
TIA will identify and extend management
options for more reliable and sustainable
systems of agricultural production to maximise
their economic, environmental and social
value.
– Create and apply the scientific
foundation and knowledge base that
will underpin a vibrant future for the
agricultural sectors in Tasmania and
other target environments
– Facilitate the implementation and
adoption of knowledge-intensive
enabling and transformational
technologies.
5) Understanding value chains – creating value
TIA will assist farmers and agri-businesses
to capture value through optimal use of
resources in the production of products
demanded and valued by consumers.
– Create knowledge of value chain
innovation principles and actions
– Assist stakeholder agri-businesses to
develop more sustainable competitive
advantage through implementation of
insights gained from value-chain analyses
– Build TIA’s capacity and reputation in the
value chain field.
6) Vision-driven leadership and management
– creating excellence
TIA will inspire committed and innovative staff
teams to develop and deliver their professional
services with high impact, backed by consistent
and efficient management systems.
– Create a supportive, effective and
efficient working environment through
good governance, streamlined
processes, effective communication,
and opportunities for professional
development
– Create a fail-safe environment that is
cognisant of the intrinsic uncertainties in
research and policy-making.
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TIA 2012–2016 Strategic Plan
1.
Learning and
Teaching –
creating
the future
GOAL:
TIA will create agricultural
knowledge and reduce
the current and worsening
agricultural skills
shortage by providing
world-class agricultural
science education
specialising in research
and management of
agricultural systems.
Our industry partners are demanding more
skilled agricultural graduates; our scientists are
in need of skilled early-career researchers who
are passionate about their work.
Currently, many vacancies in industry and
research remain unfilled. With nearly 200 staff and
postgraduate students,TIA is one of Australia’s
largest research, development, extension
and education providers.Through on-going
collaboration with other educational institutions,
industries and government agencies we aim
to become the first choice in the Asia-Pacific
region for agricultural research, development and
extension activities and education, training and
professional development in agriculture.
Our world-class and pioneering curriculum
will attract students to careers geared towards
solving some of the world’s most pressing
problems: food security, food safety and
sustainable natural resource management. Our
curriculum will be delivered flexibly and will focus
on innovation, which is required to create sociallyresponsible professionals in agriculture. TIA’s
Strategy
Outcome
Create and maintain
excellence in
undergraduate and
postgraduate research
training
A curriculum and collegial teaching
environment producing employment-ready
students who meet the needs of industry
delivered by teaching staff with appropriate
experience and qualifications
Create and maintain
excellence in
postgraduate education
and research
Continuously expanding postgraduate
program linking the School of Agricultural
Science with industry via TIA’s five Centres
Facilitate the delivery
of effective extension
and education through
life-long learning
Integrate the teaching of extension into the
undergraduate curriculum
Promote a culture of science-based
extension within TIA
cutting-edge agricultural research, development
and extension will be flexibly integrated into our
educational programs.
Our focus is on meeting the needs of
people seeking careers in agriculture, training
people and providing professional development
opportunities. TIA will participate in national
programs where it can make significant
contributions, and internationally in developed
and developing countries where our skilled
personnel can support innovation and learning.
TIA will continue to support the Primary
Industry Centre for Science Education (PICSE), a
rapidly growing, national project that originated in
rural Tasmania. It is a key element of our strategy
to attract the best and brightest young people
into the agricultural sector. Due to our focus
on inspiring the next generation to take up the
key challenges facing the world in the next few
decades, it is crucial to ensure that the School of
Agricultural Science enrols tertiary students to its
capacity. It also supports the engagement of TIA
staff with the wider Tasmanian community.
Measures of success
5% increase each year in first year undergraduate
enrolment
90% of graduates move easily to further education or
employment
Annual employer surveys measures at least 80%
satisfaction with quality of graduates
All postgraduates complete industry placement
A 10% increase each year in postgraduate enrolment
Monitor enrolment in our joint course with the School of
Business: MBA Agricultural Innovation.
Respond to industry needs with specific courses offering
professional development opportunities
Plot change over time in extension-related outputs, e.g.:
Ensure retention and employment of
• number of FarmPoint articles
extension specialists with formal science
• attendance at field days
and extension qualifications and experience
• practice-change tools produced.
TIA 2012–2016 Strategic Plan
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17
2.
Science
for Society
and Policy
– science
matters
GOAL
TIA is a boundary
organisation that sits
between science and
society. We aim to
positively influence the
development of effective
agricultural policy.
Strategy
Given that the majority of TIA’s research
funding comes from specific agricultural sectors,
government and the university, it is our obligation
to support decision-making in agribusiness,
government and UTAS through the provision of
objective information and expertise.
TIA’s relevant, credible and legitimate science
will be appropriately targeted to inform decisionmaking among stakeholders, particularly in
Tasmania. We will work with our stakeholders
to anticipate future decision needs, risks and
uncertainties. TIA will be proactive in addressing
emerging rural issues within Tasmania, nationally or
globally as appropriate. Through ongoing dialogue
with our stakeholders we will aim to create the
Outcome
capacity to react quickly to such unforeseen issues
as they arise.
Within Tasmania, TIA will be a source of
high-quality, impartial advice to stakeholders
on agricultural issues. We will help to embed
appropriate technology in social and agricultural
contexts. TIA will demonstrate its social
responsibility by effectively negotiating the
boundaries, roles, responsibilities, uncertainties,
priorities and public values associated with
knowledge and how it can be used in decisionmaking to achieve sustainable outcomes. In doing
so, TIA will address the “engagement” element of
the UTAS Strategic Plan, which aims to serve our
communities.
Measures of success
High recognition of TIA brand by those working in Tasmanian
agriculture.
TIA seen as preferred source of RDE&E.
Achieve the
status of a key
authority on
agricultural issues
with particular
relevance to
Tasmania
Raise profile through widely
communicating RDE&E outcomes
Respond to new and emerging issues
Understand Tasmanian agricultural
systems and the scientific principles
underpinning them
Publish results in relevant media outlets
and scientific publications
Broad awareness (e.g. 50% of farmers) of the Tasmanian
government’s contribution to the funding of TIA
TIA staff represented on the boards of Tasmanian agricultural
industry bodies.
TIA staff represented on the boards of national bodies
implementing the National RD&E Framework
Requests for technical and advisory information to DPIPWE
provided within agreed time-frames
Attendance at all ministerial and industry meetings as
requested by the Tasmanian Government
Influence rural
policy by making
science visible in
the community
Projects aligned to the National RD&E Framework and
Alignment with state and national priorities Tasmanian Government’s priorities
Requests to inform policy formulation
Increasing community knowledge and
understanding of agricultural issues
Policy initiatives developed on the basis of defined industry
needs are referred to TIA for input
Foster dialogue
about the everyday A clear science–policy dialogue
value and benefit of implemented that manages expectations
agricultural science on all sides and agrees on priorities
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TIA 2012–2016 Strategic Plan
Increased number of feature articles on the value of science
in agriculture and policy-development regularly appearing
in Tasmanian newspapers (e.g. regular broad science and
agronomy column in Tasmanian Country)
3.
Agricultural
Production
Systems –
understanding
complexity
GOAL
TIA will use innovative
methods and approaches
to solving complex,
multi-scale problems in
agricultural landscapes.
TIA already works in partnership with research
organisations, government and industry
partners worldwide to develop methods and
technologies that describe, measure, quantify
and explain complex systems.
We use the knowledge thus generated to
enhance the economic, environmental and
social sustainability of our production systems.
In many cases, this knowledge generation will
be aided by the development and availability
of systems-analytical approaches such as
simulation technologies and discussion or
decision support tools.
We will continue to work with partner
organisations to develop new and improve
existing systems analytical tools. Through such
systems analysis, we will ensure that the valuable
Strategy
Develop and apply
methods, approaches
and tools that enhance
understanding of complex
agricultural production
systems for better risk and
opportunity management.
Deliver the learnings
Outcome
Use systems analysis including modelling
to provide useful tools and approaches
for industry and community engagement,
discussion and action by stakeholders
Publish results in relevant scientific
journals
Inform end-users through publishing
results and clearly defined extension
activities
Ensure methods,
approaches and tools are
known and adopted by end- Ensure feedback mechanisms are in place
to increase credibility, gauge usefulness
users
and increase take-up rate of systems
analytical tools and approaches
Using such approaches
actively engage with
stakeholders who have
different and sometimes
conflicting objectives
Pay close attention to the composition of
stakeholder groups to encourage diversity
of views and to constructively challenge
beliefs and opinions, then incorporate
feedback into the development process
ecosystem services that our natural and managed
landscapes provide are enhanced, protected, and
valued. This acknowledges that farmers need
to be able to derive viable profits by managing
natural resources responsibly.
In close collaboration with our stakeholders,
we will develop integrated production system options that optimise the efficiency of resource use,
minimise the environmental footprint of production and maximise productivity throughout the
supply chain. Our aim is the facilitation of production methods that result in profitable products that
meet or exceed stringent sustainability requirements. This co-production of knowledge will help
Tasmanians to achieve better agricultural and environmental outcomes in a variable and uncertain
environment.
Measures of success
Projects increasingly using systems analytical
approaches.
Demand by stakeholders for decision and discussion
support tools (5% annual increase in requests
received over benchmark)
Continue the strong performance in Excellence
Research Australia (ERA) by significantly contributing
to at least 3 ERA fields with scores of ‘4’ or ‘5’
Number of discussion groups in Tasmania requesting
and using these tools
Agricultural consultants in Tasmania reporting usage
of the tools
Amount of funding received for systems tools
development and testing
At least 10 articles and papers published and cited
annually
Amount of potentially contentious issues addressed
Amount and quality of feedback received and acted
on
TIA 2012–2016 Strategic Plan
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19
4.
Future
farming –
managing
risks and
opportunities
GOAL
TIA will identify and
extend management
options for more reliable
and sustainable systems
of agricultural production
to maximise their
economic, environmental
and social value.
Strategy
Create and apply the
scientific foundation
and knowledge base
that will underpin a
vibrant future for the
agricultural sectors in
Tasmania and other
target environments
This program is designed to support the
strongest positioning of our local, regional and
global agricultural sectors within a constantly
changing and highly variable global environment.
We will identify opportunities and support
ways to benefit from them while working to
offset negative impacts of climate change and
variability, and other large-scale risks. We will
facilitate the incremental and transformational
processes that will be necessary to position
Tasmania’s rural sector within a global, lowcarbon-emitting economy. Many of these
approaches will also be applicable at national
Outcome
Measures of success
Deliver concrete examples of how sustainable,
triple-bottom-line agriculture can be both profitable
and enhance natural resource management, using
the advantage of our sector-focused TIA Centres:
dairy, extensive agriculture, food safety, horticulture
and vegetables
Increasing percentage of TIA projects dealing
with future industry scenarios
Discuss results with stakeholders and document
their perceived feasibilities
Identify preferred pathways to adoption
Facilitate the implementation and adoption of
knowledge-intensive enabling and transformational
technologies
Publish results
20
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End-user survey to assess the level of
acceptance of scenario analysis and relevance of
resulting management advice
Develop, identify and refine appropriate ‘alternative Increase in the acceptance and use of triplefutures’ scenarios and encourage consensus around bottom-line management by target stakeholders
assessed through end-user survey
‘preferred futures’
Conduct field and simulation experiments that
quantify the impact of alternative practices and
systems
Quantify resource
use efficiencies, and
management and
production alternatives,
at levels ranging from
field to region
and international level.
TIA will make a significant contribution
towards addressing one of the world’s most
pressing problems – the efficient production of
food, fibre and other plant-based products in a
resource-constrained and changing environment.
We will support the rapid adaptation that will
be necessary for agriculture as changing climatic
and geo-political developments necessitate more
rapid and flexible responses. This will require the
ongoing development of TIA’s trans-disciplinary
approach that embraces the complexity in which
agricultural enterprises operate.
TIA 2012–2016 Strategic Plan
Amount of projects that use both experimental
and modelling approaches
Degree of stakeholder engagement and support
and adoption over time
Number of papers and articles published and
cited.
5.
Understanding
Value Chains –
creating value
GOAL
TIA will assist farmers
and agri-businesses to
capture value through
optimal use of resources
in the production of
products demanded and
valued by consumers.
TIA will work with value chain participants to
meet the challenges of global markets through
co-developing innovative approaches that
improve competitiveness.
TIA’s skills in systems analysis are ideally
suited to providing integrated solutions
in agricultural production, processing and
marketing. Through our research, development
Strategy
Create knowledge of value chain
innovation principles and actions
and extension efforts we will assist farmers
and agribusinesses to produce and create
products that are demanded and valued by
consumers. TIA will ensure its knowledge
and understanding of value chain operations
will remain leading-edge. TIA will apply this
knowledge to support industries in Tasmania.
Outcome
Build partnerships to analyse value chains and
build sector improvement models
Publish results
Assist stakeholder
agribusinesses to develop
more sustainable competitive
advantages through
implementation of insights
gained from value-chain analyses
Focussed extension activities on better outcomes
through value-chain management
Build TIA’s capacity and
reputation in the value chain field
TIA seen as the leading source in Tasmania of
value chain research, advice and practice change
Measures of success
Annual increase in direct funding for
value chain RD&E
Annual increase in the number of clients
involved with TIA in value-chain work
Annual increase in the number of
participants in value-chain-related
workshops
TIA 2012–2016 Strategic Plan
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21
6.
Vision-driven
Leadership
and
Management
– creating
excellence
GOAL
TIA will inspire committed
and innovative staff
teams to develop and
deliver their professional
services with high impact,
backed by consistent and
efficient management
systems.
Through good governance and transparent
participatory processes, TIA will ensure that
our stakeholders benefit from our world-class
professional conduct.
We will create a supportive working
environment that fosters creativity and
cooperation, bringing out the best in our staff and
students. This will allow TIA to attract and retain
highly-skilled and motivated staff.
Research and decision outcomes are
intrinsically uncertain. By definition, not every
project will lead to the desired outcomes. We
will create processes that turn such perceived
‘failures’ into important learning outcomes. This
will support TIA in its goal of becoming a ‘learning’
institution that encourages staff to take well-
Strategy
Create a supportive,
effective and efficient
working environment
through good governance,
streamlined processes,
effective communication
and opportunities for
professional development
Implement TIA-wide
monitoring and evaluation
processes that document
our strengths and
weaknesses
22
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considered risks, and that is prepared to support
staff and stakeholders in the long term. Our staff
must be bold to succeed; thus TIA must provide
the leadership and management that supports
staff in their quest.
Effective communication, both internally and
with stakeholders, will ensure that our research,
development, extension and education remain
targeted, effective, efficient, salient, credible and
legitimate.
Our administrative processes will be
simple and efficient and use appropriate
technology in order to avoid duplication, reduce
the administrative burden on our staff and
demonstrate cost-effectiveness.
Outcome
Measures of success
As the glue that holds TIA together, ensure
that transparent and accountable management
systems assist staff to achieve the targets in the
strategic and annual operating plans
Annual staff survey indicating that staff value
TIA as an employer and that professional staff
policies, systems and process are effective and
efficient
Consistent processes at all locations to effectively
support RDE&E activity
A friendly and supportive work environment that
is based on respect and trust
Facilitate two-way communication across the
organisation
A ‘fail-safe’ environment where staff are
empowered to take measured risks
Collect and analyse data on all relevant aspects
of TIA activity for monitoring, evaluation and
reporting
A monitoring and evaluation culture developed
and implemented
Create a fail-safe environment that is cognisant of
the intrinsic uncertainties in research and policy
TIA 2012–2016 Strategic Plan
Increased robust data in TIA Advisory Board
papers based on focused monitoring and
evaluation of outcomes.
This five-year plan operates at a strategic level,
while the Annual Operating Plans (AOPs)
will ensure that annual operational work
programs are focussed on achieving outcomes
that ultimately realise the objectives set by
this Strategic Plan. Each AOP will deliver on
Implementing
and reporting
defined Key Performance Indicators (KPIs)
that will contribute collectively over time to
the achievement of the Goals set within the
Strategic Plan. TIA will report annually on
progress against the Strategic Plan.
Cuthbertson Research
Laboratories
Vegetable
Research Facility
UTAS Cradle Coast Campus
16–20 Mooreville Road,
Burnie Tasmania 7320
PO Box 3523, Burnie, Tasmania 7320
Ph +61 (3) 6430 4953
125 Forthside Road,
Forth
Mt Pleasant Research Laboratories
165 Westbury Road, Prospect, Tasmania 7250
PO Box 46, Kings Meadows Tasmania 7249
Ph +61 (3) 6336 5238
Burnie
TIA
locations
Devonport
Elliott
Dairy Research
Facility
Forth
Launceston
Nunns Road, Elliott
Extensive
Agriculture
Research Facility
Cressy
1696 Poatina Highway,
Cressy
Hobart
Sandy Bay Campus
TIA and School of Agricultural
Science main office
0
20
40 60 80 100
kilometres
Building 16, University of Tasmania
College Road, Sandy Bay, Tasmania 7001
Private Bag 98, Hobart Tasmania 7001
Ph +61 (3) 6226 6368
[email protected]
University Farm
Richmond Road,
Cambridge
New Town Research
Laboratories
13 St Johns Avenue,
New Town, Tasmania 7008
Ph +61 (3) 6233 6833
TIA 2012–2016 Strategic Plan
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23
Appendix:
Definitions
RDE&E: Research, development, extension and
education: For the purpose of this document, the
following definitions have been used. It should be noted
there are very strong links between all four activities:
Additional terms
Research is a planned activity aimed at discovering
new insight, understanding and knowledge in a defined
field of enquiry.
Boundary organisations occupy a space between
different groups in society to which they are directly
accountable, and among which they help to mediate
relationships and especially processes that involve the
creation or application of knowledge.
Development is the application of research and
knowledge from a range of sources; the testing,
adaptation and ‘proof of concept’ which allows the
achievement of improved outcomes. Development also
has a significant facilitatory component to encourage
industry growth, profitability and sustainability through
collaboration involving industry knowledge, industry
and market intelligence, industry networks and
contacts.
Extension is the process of enabling change in
individuals, communities and industries involved in the
primary industries sector and/or with natural resource
management (see the State Extension Leaders
Network – www.seln.org.au). It is the communication
and learning activities that empower people to make
decisions that improve the efficiency of agriculture,
as well as improvements to the living, social and
educational standards of rural communities. Extension
builds capacity and capability, develops both skills and
knowledge and supports their application.
Education is the delivery of courses and subjects
through university structures (e.g. the School of
Agriculture, other UTAS schools, Australian and
international universities and institutes) to a range of
university, community, business and industry recipients,
as well as wider delivery of agricultural knowledge,
understanding and capability through extension
networks in Tasmania, interstate and overseas.
RD&E: Research, development and extension are the
standard components of the knowledge value-chain
captured in the national RD&E plans developed for
various sectors by the Primary Industries Standing
Committee. As part of UTAS, TIA strengthens this by
inclusion of education as an additional key component
to give RDE&E: Research, development, extension and
education.
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TIA 2012–2016 Strategic Plan
Amount is taken to mean ‘Total magnitude and
organisational penetration including quality multipliers’
wherever it occurs in the document.
Engage, Collaborate, Work with, Conduct, Partner,
Provide: these and similar terms incorporate an
expectation of joint; financial, resource, staffing, credit
sharing and intellectual activities. Thus any stated intent
to be active in a particular area implies that it will
happen as a joint activity with shared stakeholder input
commensurate with level of benefits and outcomes.
Monitoring, Evaluation and Reporting or MER
means the process of monitoring what is being
undertaken, evaluating the effectiveness of what
has been undertaken against Goals and Strategies
including defined program or project objectives and
reporting accordingly in terminology that relates to the
achievement of outcomes as opposed to outputs and
against impact-focused criteria.
Novel, New, Innovative these and similar terms include
all the variations in which they may apply such as
processes, systems, products, crops, inputs, outputs etc.
including but not limited to a region, to science, to an
ecosystem or business system, to a social system, to a
season etc.
Policy refers to decision-making broadly, but especially
at the level of organisational decision-making within
businesses, industry bodies and government.
Science is the systematic development of knowledge
and understanding that encompasses TIA’s core
Research, Development, Extension and Education
(RDE&E) activities.
Society includes all of TIA’s stakeholders from
government, industry, academia, rural communities and
the broader civil society.
Stakeholders includes a person, persons, group, or
organisation that has a direct or an indirect stake in an
organisation because it can affect or be affected by the
organisation's actions, strategies, and policies that arises
from such interaction.