STRATEGIC PLAN
2016 – 2020
mikmi
Version three, revised April
2016, for Board
endorsement May 2016.
Terrain Strategic Directions 2016 - 2020
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Version three, revised April
2016, for Board
endorsement May 2016.
Terrain Strategic Directions 2016 - 2020
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TERRAIN NRM ACKNOWLEDGES THE ABORIGINAL PEOPLES OF THIS
REGION AS AUSTRALIA’S FIRST PEOPLES, AND AS THE TRADITIONAL
OWNERS AND CUSTODIANS OF THE LAND AND WATERS ON WHICH WE
WORK.
Terrain Strategic Directions 2016 - 2020
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DEFINITIONS
COMMUNITY - All individuals (including land
managers, Traditional Owners, urban dwellers)
within the Wet Tropics region, and acknowledging
that individuals who share something and combine
to act collectively may be based on geography,
networks, organisations, aspirations, needs,
interests, bonds or ties.
COMMUNITY-BASED NRM GROUPS - A group of
people bound together through mutual NRM
interest. These groups may be formal or informal
based on geographic location, project or issues.
COMMUNITY CAPACITY - The ability of
MEMBERS - NRM organisations who are registered
members of FNQ NRM (trading as Terrain NRM).
NRM -Natural Resource Management is about
using our resources, such as land, water, soil, plants
and animals, wisely while recognising cultural
heritage, to secure a sustainable and prosperous
future where a healthy landscape is the basis for a
good quality of life for all.
NRM GOVERNANCE -The ways in which people
and organisations influence decisions about the
use of Australia’s lands, seas and waters.
individuals, organisations and communities to
develop, implement and sustain actions to foster
and sustain positive change. Building capacity is
about strengthening the viability and vitality of
groups and communities.
PARTNERS/PARTNERSHIP - Organisations or
COMMUNITY DEVELOPMENT - a process designed
A partnership can be formal, contractual, or
voluntary. The benefits from a partnership will be
greater than those from individual efforts and each
party can gain in capacity.
to create conditions of economic, cultural and
social progress for the whole community with its
active participation and the fullest possible
reliance on the community’s initiative. (UN 1995)
CORPORATE GOVERNANCE - Corporate
governance is a term that refers broadly to the
rules, processes, or laws by which organisations are
operated, regulated, and controlled. It provides a
structure that ensures compliance with ethical
standards, best practices and laws.
INDUSTRY GROUPS - A group of people bound
individuals whose relationship with Terrain consists
of shared objectives or agreement to pursue an
agreed goal while acknowledging specific roles
and responsibilities.
REGIONAL NRM PLAN - Documents the NRM
aspirations, assets, priorities and the unique
challenges faced by the region. Plans engage and
support regional and rural communities, facilitate
partnerships and tackle the challenges for a
sustainable and resilient region. In the Wet Tropics
the Regional NRM Plan is accompanied by an
Aboriginal Cultural and NRM Plan.
together through mutual NRM industry interest.
These groups are generally formalised around
commodity, geographic location or practice and
span agriculture to tourism.
RESILIENCE - The capability to anticipate risk, limit
LANDSCAPE - The Wet Tropics Landscape is the
RESOURCES -Used for support or help, this includes
sum of Nature + People + the past + the present +
physical attributes + associative values (social,
economic and cultural). An area, as perceived
by people, whose character is the result of the
action and interaction of natural and/or human
factors. Landscapes take many forms and thus
give distinctiveness to place. It is part of everyone’s
day to day environment: people both shape and
are shaped by the immediate landscape around
them1.
1
Adapted from Phillips, Adrian, (2002). Management
Guidelines for IUCN Category V Protected Areas:
impact, and bounce back through survival,
adaptability, evolution, and growth in the face of
turbulent change.
(but is not limited to) training, knowledge,
materials, equipment, capability, project funding,
expertise, or intellectual property
TRADITIONAL OWNERS - An Aboriginal person
/family/Clan/tribal groups/language groups who
has traditional connection to particular traditional
lands and/or waters (homeland estate) under
traditional law/lore, including rights, interests and
responsibilities2.
Protected Landscapes/Seascapes. IUCN Gland,
Switzerland and Cambridge, UK. xv + 122pp.
2
Terrain Strategic Directions 2016 - 2020
Wet Tropics Regional Agreement 2005
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INTRODUCTION
Terrain Strategic Directions 2016 -2020
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This document sets out the direction and major activities for Terrain Natural Resource Management for the
next 5 years. The functions, role and goals of the organisation are clarified, as are the specific principles that
guide Terrain in fulfilling this role. This document sets the foundation for negotiating Terrain’s responsibilities in
delivering the Wet Tropics Plan for People and Country (NRM Plan) regional partnerships and broader NRM
support to the Wet Tropics community. It replaces the previous Strategic Plan of 2012 -2017.
This document works in parallel with the Wet Tropics Plan for People and Country which specifically sets the
priorities for NRM in the Wet Tropics. The Wet Tropics Plan for People and Country provides guidance for all
partners in the region, as well as investors from a range of levels. While Terrain is the custodian of the Plan, and
facilitates its development and review, it is not Terrain’s plan – it is a plan for the whole region. However, as a
key regional NRM player, Terrain does have an important role to play in the implementation of NRM Plan.
Terrain’s Strategic Plan defines this role, and provides an overview of how Terrain plans to focus its effort over
the coming 5 years.
Wet Tropics
Plan for
People and
Country
Terrain
Strategic
Plan
• Sets landscape and community priorities
• Provides the basis for prioritising action for a
wide range of regional partners, including
Terrain
• Facilitates and directs investment at a range
of levels
• Measures progress towards common goals
• Defines the Role of Terrain NRM in delivering
on the NRM Plan, guiding prioritisation of
investment and effort.
• Describes long term goals, and shorter term
outcomes and actions for Terrain in the
context of this role
• Provides an overview of how progress
towards these outcomes will be monitored.
Terrain’s 5Year Program
Logic
Terrain's Annual
Operational
Plan
Staff Individual
Work Plans
Relationship between NRM Plan, Terrain Strategic Plan, Operational Plan and Workplans.
WET TROPICS LANDSCAPE
The Wet Tropics region covers approximately 2.2 million hectares, incorporating nine diverse catchments
namely the Daintree, Mossman, Barron, Mulgrave, Russell, Johnstone, Tully, Murray and Herbert, as well as
Trinity Inlet.
The area is home to a rich and enduring Aboriginal cultural heritage, with 20 Traditional Owner groups within
the Wet Tropics natural resources region made up of more than 20,000 Rainforest and other Aboriginal people.
It is a place of unsurpassed beauty and significant ecological diversity and is the only region to boast two
contrasting World Heritage Areas side by side - the Wet Tropical rainforests and the Great Barrier Reef.
The region’s natural resources combine to form ecosystems and landscapes that support both rural and urban
lifestyles and livelihoods including a diversity of farming and grazing activities, such as cane and banana
farming, dairying, beef, and tropical horticulture, and other industries such as tourism, mining, fishing, fisheries
and aquaculture.
The area comprises eight local government areas, including 2 Aboriginal Councils, and supports a population
of approximately 250,000 people, of which 65% reside in the Cairns area.
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WHAT IS NRM?
Natural Resource Management is about using our landscape or resources, such as land, water, soil,
plants and animals, wisely to secure a sustainable and prosperous future where a healthy
landscape is the basis for a good quality of life for all.
Natural resource management deals with the way in which people and the environment interact across the
landscape. It brings together land use planning, water management, biodiversity conservation, culture and
knowledge and the future sustainability of industries like agriculture, mining, tourism, fisheries and forestry.
The principles of NRM recognise that people and their livelihoods rely on the health and productivity of our
landscapes, and their actions as stewards of the land play a critical role in maintaining this health and
productivity.
Natural resource management issues are inherently complex as they involve social structures, ecological
cycles, hydrological cycles, climate, animals, plants and geography. All these are dynamic and inter-related.
A change in one of them may have far reaching and/or long term impacts which may even be irreversible.
Natural resource management specifically focuses on a scientific, technical and social understanding of
natural and productive landscapes and their communities.
A regional NRM approach aligns conservation and cultural objectives with the generation of economic and
social benefits for communities. The three key assumptions being that:


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locals are well placed to conserve natural resources
people will conserve a resource if benefits are clearly demonstrated and they can see a benefit.
people will value and conserve a resource that is linked directly to their quality of life.
When the community’s quality of life is enhanced, their efforts and commitment to ensure the future well-being
of the resource are also enhanced.
One of the biggest challenges for NRM is the difficulty of reconciling and harmonising the objectives of
community well-being, economic development, biodiversity protection and sustainable resource use.
A Regional NRM Plan is the formal documentation of this process and articulates the actions, mechanisms and
partnerships to ensure agreed NRM objectives are undertaken in the Wet Tropics.
WHAT IS A REGIONAL NRM BODY?
Regional NRM bodies emerged at a geographic scale between local government and state government,
with a key role in Natural Resource Management (NRM) planning and program delivery. There are 56 regional
NRM organisations in Australia, which vary in system and structure between different States and Territories.
The 14 community-based Regional NRM bodies in Queensland work in partnership with the community to look
after the State’s natural assets, such as soil, water and vegetation. Queensland’s regional bodies are
community based, not-for-profit organisations that plan, fund and implement programs under regional NRM
plans.
Regional bodies build partnerships with land managers, community groups, industry groups, Indigenous
groups, research and education institutions and local, State and Australian Governments to:


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Plan for regional natural resource management
Mobilise on-ground work
Channel resources
Share knowledge
Monitor the health of natural resources and outcomes of collaborative work
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TERRAIN’S MISSION
TO MAKE A DIFFERENCE BY INSPIRING AND ENABLING ACTION TO IMPROVE THE HEALTH,
WELLBEING AND LASTING VALUE OF WET TROPICS LANDSCAPES AND COMMUNITIES .
TERRAIN’S ROLE AND CORE PRINCIPLES
Terrain NRM is the regional body for the Wet Tropics. It is an independent community based organisation notfor-profit company. Its membership base of NRM groups and organisations forms a critical part of the
governance structure of Terrain to uphold the objects of the organisations Constitution.
TERRAINS ROLE
Bigger Picture
Relationships
Excellence
To facilitate a common
understanding of regional
NRM priorities that is visionary
and influences decision
making at a range of levels.
To facilitate, support and
inspire the community of the
Wet Tropics to take collective
action to achieve NRM
priorities.
To demonstrate the highest
corporate and community
governance and business
standards.
CORE PRINCIPLES
1. PARTNERSHIPS

The foundation of effective NRM lies in strong, mutually beneficial
and respectful partnerships with government, industry, business and
community working towards collectively agreed priorities.)
2. LOCAL CAPACITY

Strength and autonomy within a wide network of partners is the
basis for ensuring diverse and strong local capacity to deliver on
on-ground priorities, and an enduring legacy of NRM stewardship.
Terrain only delivers on-ground where appropriate alternatives are
not available.
3. CULTURAL VALUES

Recognising and respecting Indigenous culture and the benefits of
meaningful partnerships with the Traditional Owners of the Wet
Tropics is a vital part of NRM.
4. I NNOVATION

To meet the current and future challenges and complexities of
NRM, continuously encouraging and nurturing creativity, and
innovation across all areas is critical.
5. LEARNING

Monitoring, reporting and communicating the success, failures and
lessons learned from NRM activities is the basis for continuous
improvement and adaptation.
6. TRANSPARENCY

Credibility and trust is built through ensuring integrity, empathy and
transparency in all operational aspects
7. SUBSIDIARITY

Channelling resources to the most local level that is appropriate
and possible will achieve more effective and long-term NRM
outcomes.
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TERRAIN 5-YEAR STRATEGIC PLAN: 2016 - 2020
Terrain’s
Mission
Strategic
Pathways
To make a difference by inspiring and enabling action to improve the health, wellbeing and lasting value of the Wet Tropics
landscapes and communities
1. Focusing on the Big NRM
Picture
2. Building beneficial relationships
3. Demonstrating Organisational
Excellence
KPI: extent to which investment and policy
making delivers on regional NRM priorities as
1 a result of Terrain’s influence.
KPI: extent to which partnerships
demonstrably results in increasing delivery of
the Regional NRM Plan
KPI: level of improvement against the
Business Excellence Framework
1.1- NRM Planning
Prosperous and autonomous communitybased NRM groups are effective mobilisers of
NRM action and build NRM stewardship in
the region.
2.1 - Community NRM groups
LongTerm
Goals
The Wet Tropics Plan for People and Country
influences NRM investment and action,
including in relation to climate change, and
tracks progress over time.
1.2 - Knowledge brokering
Terrain brokers the best available scientific,
cultural and local knowledge, and influences
NRM decision making at a range of levels.
1.3 – Strategic Influence
Terrain influences all levels of government
and non-government decision
makers/investors on regional NRM priorities,
investment and NRM Plan implementation.
2.2 – Traditional Owners
Traditional Owner communities are
empowered and enabled to engage and
collaborate in, and benefit from regional
NRM initiatives.
3.1 – Strategic Planning
Terrain’s strategic plan is adaptive, has a
strong underpinning logic and describes
Terrain’s role, investment and staff effort in
implementing the NRM Plan.
3.2 – Terrain Team
Terrain staff operate as a high performing
team, and experience a high level of job
satisfaction.
2.3 – Regional Bodies
Partnerships with neighbouring NRM groups
delivers more effective planning, delivery
and tracking of regional NRM.
3.3 – Business Effectiveness
Terrain demonstrates transparency, and
continuous improvements and innovation in
the management of its Business operations.
2.4 – Strategic Partnerships
Mutually respectful partnerships with all
sectors involved with NRM result in effective
implementation of the NRM Plan.
3.4 –Collaborative Decision Making
Terrain’s partners are active in key decision
making about Terrain’s role, direction and
NRM investment.
2.5 – Land Managers
1.4 – Targeted Action
Terrain facilitates strategic projects that
directly deliver on the priorities of the Wet
Tropics Plan for People and Country.
Wet Tropics land managers embody a
culture of continuous improvement,
innovation and environmental stewardship,
contributing to the delivery of the NRM Plan.
Terrain Strategic Directions 2016 -2020
3.5 – Corporate Social Responsibility
Terrain is recognised for its environmental,
cultural and social leadership.
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FOCUSING ON THE BIG PICTURE
LONG-TERM GOAL
5-YEAR OUTCOMES
KEY PERFORMANCE INDICATORS
1.1 – NRM Planning
The Wet Tropics Plan for
People and Country
influences NRM investment
and action, including in
relation to climate change,
and tracks progress over
time.
Value and use: The NRM Plan reflects the values of a
broad range of stakeholders and is increasingly used to
influence decision making processes for action and
investment that aim at building resilience to combat
future challenges.
-
1.2 –Knowledge brokering
Terrain brokers the best
available scientific,
cultural and local
knowledge, and
influences NRM decision
making at a range of
levels.
1.3 – Strategic Influence
Terrain influences all levels
of government and nongovernment decision
makers/investors on
regional NRM priorities,
investment and NRM Plan
implementation.
1.4 – Targeted Action
Terrain facilitates
initiatives/projects that
directly deliver on the
priorities of the NRM Plan.
PRIORITY INITIATIVES : 2015-2020
-
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No. and type of users of the Plan
Level of user/partner satisfaction.
Demonstrated influence the Plan has had
over NRM decision making.
Level of contribution of partners.
Cultural values: Traditional Owners are satisfied with the
integration and recognition of cultural priorities of the
NRM Plan, and benefits demonstrably from this
integration.
-
Level of Traditional Owner satisfaction
Progress on Traditional Owner priorities
-
Regional TO Support – effective
integration of TO interests into NRM
Planning
Adaptive Management: The NRM Plan remains current,
credible and future-focused due to robust monitoring
and evaluation systems used to track progress and
update priorities.
-
Level of partner contribution to plan
progress (including government and nongovernment investment)
No/result of Plan review processes
Level of user satisfaction in plan currency.
-
NRM Plan M&E strategy development
Partner Project Mapping
Paddock to Reef Practice Change
WT Water Quality Report Card
Knowledge: Wet Tropic community has access to, and
makes productive use of the knowledge brokerage
services of Terrain (including the NRM Plan and technical
staff) in NRM decision making processes.
-
No. and type of use of Terrain knowledge
services (plan and personnel)
Level of user satisfaction
Demonstrated application of knowledge to
decision making.
Examples of impact of knowledge services
on decision making.
Extent of consideration of climate in partner
planning processes as a result of Terrain
support
Level of partner satisfaction
-
NRM Plan and Knowledge Portal
Training and Extension
Value added decision support
products
Data Management
Level of policy/plan alignment with priorities
of NRM Plan as a result of Terrain investment
(incl. statutory plans).
Partner satisfaction with, and perception of
Terrain and Terrain’s influence role.
-
Develop and Deliver Influence
Strategy
Local Government partnerships for
better policy, planning and
investment
Level and type of investment into the region
to deliver on the Plan.
No. priority projects implemented.
-
Influence Strategy
Future Reef Phase 3
State-wide Program Logic and M&E
Level and nature of project delivery against
NRM Plan priorities.
Level of partner investment in projects
Partner satisfaction with Terrain’s NRM
action initiatives/projects
-
Terrain NRM grants support and
management (MNES)
A stitch in time…tackling emerging
weeds
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Climate resilience: The latest information about climate
change, its impacts and adaptation opportunities, is
available to, and used by the Wet Tropics community for
investment decision making.
-
Enabling policy and planning: Local, regional, state and
national government policy, plans and guidelines are
supportive of, and delivering outcomes of the NRM Plan.
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Investor influence: The NRM Plan is perceived at a range
of levels as the investment “plan of choice", serving as an
effective, evidence-based decision support system for
prioritisation of investment from Government and nonGovernment sources.
-
NRM Action: Strategic NRM action through direct
investment delivers excellent return on investment and
demonstrable progress against the priorities of the NRM
Plan.
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Terrain Strategic Directions 2016 -2020
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NRM Plan Development and
Administration
Map and Story Map Production
Plan Use Evaluation
NRM Plan Extension
Climate Change Integration into
local planning and priority
rehabilitation works
Carbon investment brokerage
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BUILDING BENEFICIAL RELATIONSHIPS
LONG-TERM GOAL
5-YEAR OUTCOMES
KEY PERFORMANCE INDICATORS
2.1 - Community NRM
groups
Prosperous and
autonomous
community-based
NRM groups deliver are
effective mobilisers of
NRM action and build
NRM stewardship in the
region
Local Planning and Action: Community
NRM groups agree on, and collaboratively
deliver against, local priorities as included
in the NRM Plan.
-
2.2 – Traditional
Owners
Traditional Owner
communities are
empowered and
enabled to engage
and collaborate in,
and benefit from
regional NRM
initiatives.
2.3 – Regional Bodies
Partnerships with
neighbouring NRM
groups delivers more
effective planning,
delivery and tracking
of regional NRM.
PRIORITY INITIATIVES : 2015-2020
-
-
Level of collaborative activity at the local level (incl.
local planning, project delivery).
No. and value of local priority NRM projects secured
by community groups.
Level of group satisfaction
Skills: Community NRM groups have, and
apply, the skills required to run successful,
sustainable groups that make an
increasing contribution to National, State,
Regional and Local NRM priorities.
-
Examples of changes in group skills
Level of group satisfaction.
Value of Community Group contribution to NRM.
-
Supporting Community Group Health
Supporting Groups in securing funding
for, and implementing projects
(general community)
Connections: Community NRM groups are
well networked, actively sharing
knowledge/learnings with one another.
-
No. and type of collaborative projects/initiatives.
Level of group satisfaction.
-
Regional Community group network
Traditional Owner regional leadership:
Regional and sub-regional TO leadership
and engagement arrangements for NRM
result in the integration of TO interests into
mainstream NRM business across the
region.
-
Examples of positive outcomes/benefits from strong
regional leadership/engagement
Level and nature of influence that TOs have on
policy processes
Extent of mainstream integration of TO interests
Level of TO Group satisfaction in arrangements.
-
Regional TO support – engagement
and integration
Local partnerships and action: Traditional
Owners are actively involved in the
development and delivery of local
projects focusing on working on country,
securing demonstrable benefits from these
projects.
-
Number of local level projects demonstrating
meaningful TO involvement and delivering benefits.
Level of traditional owner satisfaction with local
partnerships and project opportunities.
Level and nature of benefits for TOs and partners.
-
Regional Planning: New generation NRM
planning is improved by working
collaboratively with, and learning from
other regional bodies.
-
Local partnerships to support TO
integration and action.
Supporting Groups in securing funding
for, and implementing projects (TO
groups)
TO partnerships for policy and
planning
Cross-Regional Networks for NRM
Collaborative delivery: Regional
collaboration in program delivery results in
improvements in the efficiency and
effectiveness of regional delivery, and
improvements in its reputation and ability
to demonstrate return on investment.
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Level of resolution of common issues across NRM
boundaries.
No. cross-reginal “learning” initiatives on NRM
Planning
-
No. and nature of collaborative initiatives
Evidence of Investor perception
ROI outcomes from improved delivery, operating
and/or M&E system
-
Terrain Strategic Directions 2016 -2020
Local landscape planning
Terrain NRM grants support and
management (Community)
Support to Green Army Teams to
deliver effectively on local priorities
Cross-regional mentoring
Regional review and reform with
neighbouring regions, and across the
state.
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BUILDING BENEFICIAL RELATIONSHIPS
LONG-TERM GOAL
2.4 – Strategic Partners
Mutually respectful
partnerships with all
sectors involved with
NRM result in effective
implementation of the
NRM Plan.
5-YEAR OUTCOMES
KEY PERFORMANCE INDICATORS
Agricultural partnerships: Industry
partnerships, policy and plans at the
regional, state and national levels provide
an enabling foundation for promoting
agricultural practices that deliver NRM
outcomes.
-
Threatened species and ecosystems
partnerships: Collaborative local and
regional partnerships and engagement
lead to delivery on recovery plans for
Matters of National Environmental
Significance (MNES), including Mabi Forest
Mahogany Glider, Littoral Rainforest and
Southern Cassowary habitat.
-
Change in awareness of industry partners about NRM
impacts of practices
No./diversity of relevant partners actively
participating in NRM initiatives
No. planning and policy issues addressed
Level of industry investment in NRM in the region
Level of industry partner satisfaction
Level of improvement in the extent, condition and
connectivity of MNES through partnerships
Level and nature of delivery on MNES recovery plans
Level of MNES partner satisfaction
Level of MNES partner investment (leverage)
PRIORITY INITIATIVES : 2015-2020
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Reef Partnerships
Agricultural Innovation Strategy
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Support for regional network of
recovery teams
World Cassowary Day - 2016
Cassowary Incident Solutions
Tame the Flame: habitat outcomes
for Mahogany Gliders
Technical support to Recovery
Groups for effective planning,
monitoring and evaluation
Connecting the dots: habitat
outcomes for Mahogany Gliders
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2.5 – Land Managers
Wet Tropics land
managers embody a
culture of continuous
improvement,
innovation and
environmental
stewardship,
contributing to the
delivery of the NRM
Plan while remaining
profitable.
Land manager practices: Increased
proportion of land managers in priority
locations have adopted improved
practices which enhance the long term
sustainability of their businesses,
communities.
-
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Agricultural Innovation: An increasing
proportion of Wet Tropics land managers
trial and/or adopt high potential
innovative practices, leading to these
practices becoming increasingly
perceived as mainstream and industry
actively investing in their extension.
-
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No. land managers sustaining targeted practice
changes, (both funded and non-funded practice
change)
No. land managers with improved knowledge
Changes in farm profitability
No. of land managers that have changed their
approach to farm management to include
considerations of environmental impacts.
Level of farmer satisfaction with Terrain support
-
No. successful practices progressing through the
innovation cycle
Farmer satisfaction with impact of new innovations
on farm business
No. of land managers that have changed the way
they approach their farming system, including
consideration of the impacts on the environment
Changes in industry perception about innovative
practice
Level of industry investment in extension and
promotion of innovation
Level of farmer/partner satisfaction with Terrain
support to innovation.
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Terrain Strategic Directions 2016 -2020
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Evaluation of Practice Change
Training and Extension for Water
Quality Outcomes
Reef Water Quality Grants
Agricultural Innovation Networking
and Knowledge Sharing
Innovation Communications – telling
the story
Expanding our horizons - National
Biological Farming Conference 2016
Support to innovative land managers
(Game Changer, Project Catalyst,
Innovation program)
Economics of innovative cane
farming practices
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DEMONSTRATES ORGANISATIONAL EXCELLENCE
LONG-TERM GOAL
3.1 – Strategic Planning
Terrain’s strategic plan is
adaptive, has a strong
underpinning logic and
describes Terrain’s role,
investment and staff effort in
implementing the NRM Plan
3.2 – Terrain Team
Terrain staff operate as a high
performing team, and
experience a high level of job
satisfaction.
3.3 – Business Effectiveness
Terrain demonstrates
transparency, and
continuous improvements
and innovation in the
management of its Business
operations.
3.4 – Collaborative Decision
Making
Terrain’s partners are active in
key decision making about
Terrain’s role, direction and
NRM investment.
3.5 – Corporate Social and
Environmental Responsibility
Terrain is recognised for its
environmental, cultural and
social leadership.
5-YEAR OUTCOMES
KEY PERFORMANCE INDICATORS
Adaptive management: Terrain’s strategic
plan is underpinned by a sound logic and
monitoring and evaluation strategy, and is
regularly reviewed and updated according
to progress and new information.
-
Link from the big picture to the workplan:
There is a clearly articulated and well
understood connection between the NRM
Plan, Terrain’s Strategic Plan and
Operational Plan.
High performing team: Terrain employees
are high performing individuals and come
together as high performing teams,
excelling according to the “high performing
teams” criteria.
-
Financial management: Terrain’s financial
management is exemplary, innovative
continuously improving and ensures that
Terrain remains solvent at all times.
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Legal compliance: Terrain meets all of its
legal requirements through efficient,
innovative and continuously improving
policies and procedures.
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Governance: Terrain demonstrates
excellence in all aspects of corporate
governance.
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Decision making: Terrain is recognised by
partners and investors as a leader in the
area of collaborative, transparent and
community-focused decision making.
CSR Leadership: Terrain has improving key
performance indicators and recognised
practices that demonstrate social
consciousness and reductions in its
environmental footprint.
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PRIORITY INITIATIVES : 2016-2020
Progress towards Strategic Plan KPIs
Extent and nature of adaptation of Plan to
reflect learnings
Results of OPE review
Member/partner satisfaction
-
Documentation of the connection between
strategic goals and workplans
Level of staff understanding of the Strategic Plan
and line of sight to their workplans
-
Pulling all the work systems
together
Level of staff satisfaction, individual and in
relation to team work
Level of improvement against Terrain’s T High
Performing Teams criteria
Staff retention rates
-
Cross-team collaboration plan
Systems Development and training
Ideas Funnel – valuing innovation
Performance Management
System Review
Healthy Terrain Team Plan
Cloud Accounting
Develop financial governance
standards with other NRMs
Results of OPE review
Quarterly financial status
Documented efficiency improvement measures
Actions against risk management plan relating
to finances
Results of OPE review
Actions against risk management plan relating
to legal obligations
Documents/processes fulfilling legal obligations
in timely way.
Documented decision making processes
Improvement against the NLP governance
standards
Up to date and appropriate policies
Documents and processes to ensure
transparency
Level of satisfaction of Members/partners
Demonstrated examples of benefits of
collaborative decision making
No. policies/actions facilitating CSR
No. communication products about Terrain CSR
Partner/investor perception of Terrain
Measurement of Terrain environmental footprint.
Terrain Strategic Directions 2016 -2020
-
-
Strategic Plan review
Partner/member satisfaction
survey
Team monitoring and evaluation
-
HR Manual Review
Outgoing Contract Review
Auspicing Policy development
-
Client Relationship Management
system review
Board Manual Review
-
Corporate Communications Plan
-
Reconciliation Action Plan
Carbon footprint strategy
Donations plan
CSIRO Mosquito test site at our
offices
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IMPLEMENTATION AND REVIEW
CONNECTION BETWEEN PLANNING AND DOING
The actions within the document form part of the annual work planning cycle of Terrain staff, where accountability for delivery will be assigned. The connection between
the Strategic Plan, contract deliverables and staff workplans is clearly articulated in the annual Operational Plan. This plan formalises the connection between high level
goals and outcomes, and the more specific initiatives that are being undertaken by staff at any stage. While the Strategic Plan is expected to remain relevant for a
number of years, with minor reviews annually, the Operational Plan is reviewed thoroughly every year as the basis for work planning, responding to changes in community
focus and investment opportunities. Overall accountability lies with the Chief Executive Officer for implementation.
A LIVING PLAN - MONITORING AND EVALUATION
The Terrain Strategic Plan 2016-2020 is a living document and is underpinned by a detailed Program Logic and Monitoring and Evaluation plan. This Program Logic provides
the rationale and assumptions that gave rise to the goals and outcomes of the Strategic Plan. It also includes the Evaluation Questions that will need to be answered
over the next 5 years to determine progress against these outcomes, and the Key Performance Indicators that will be used to answer these questions. The higher level
KPIs are included in the above tables to provide some insight into the types of measures that are expected to enable Terrain to track its progress.
The key features of Terrain’s Monitoring and Evaluation Plan are:

The M&E Plan is an integrated component of the Program Logic, with the actual program logic containing the evaluation questions, KPIs and data collection
tools. The assumptions from the Terrain Program Logic are critical for the M&E process, with evaluation questions specifically designed to test these assumptions.

There is a more balanced M&E effort across all levels of the Program Logic – focusing less on counting activities and outputs and more on outcomes. The M&E
Plan identifies the evaluation questions that need to be answered at ALL levels of the program logic.

There will be a deployment of a handful of tools for gathering the M&E data on a wide range of KPIs in an integrated way. These include tools such as the
Activity Tracker, Leverage Tracker, GIS mapping, Impact Case Studies, Partner/feedback surveys.
Annual internal evaluation processes will bring together the data gathered through all of these tools, as well as draw on additional information from partners/
government/the research sector etc. to meaningfully evaluate progress against each of the outcomes in the Strategic Plan. The results of this review will be presented
at the August Board meeting, with goals and actions subject to reconsideration. Reports on progress will be delivered to Members and stakeholders through the
Annual Report and at the Annual General Meeting held late every year.
In addition to the above formal M&E process, the Strategic Plan is open for review and revision at any time should there be significant changes in circumstances. Quarterly
reports to the Board will be structured against the Strategic Plan to ensure ongoing monitoring of progress is integrated into the standard organisational reporting
processes.
Terrain Strategic Directions 2016 -2020
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SUPPORTING DOCUMENTS
P ATHWAY
FOCUS ON THE BIG
PICTURE
F ORMAL D OCUMENTS
P LANS , S TRATEGIES , F RAMEWORKS
P OLICIES & P ROCEDURES
S YSTEMS & T OOLS
Australian NRM
Governance System
Regional NRM Planning
NRM Plan website
Organisational
Performance Excellence
reviews
Monitoring and Evaluation Strategy
Spatial Portal
Enquire
BUILD BENEFICIAL
RELATIONSHIPS
DEMONSTRATES
ORGANISATIONAL
EXCELLENCE
MOUs And Partnership
Agreements
Community Engagement Plan
Organisational
Performance Excellence
reviews
Communications policies
Client Relationship Management
System (enquire)
Team initiatives
Surveys (staff, membership,
stakeholders etc)
FNQ NRM Ltd Constitution
Program Logic with KPIs
Board Governance Handbook
Enquire (work planning, contracting
and client relationship
management)
Advisory Groups Terms of
Reference
Annual Operational Plan
HR Policies and Procedures
Performance management system
Terrain Strategic Plan
Risk Management Plan
Finance Policies and Procedures
Accounting System
Terrain Single Enterprise
Agreement 2011
Annual Training Strategy/Plan
WHS Policies and Procedures
MAUS WHS system
Organisational
Performance Excellence
reviews
Healthy Team Plan (organisational
improvements)
Employee Management
Handbook
Navman system (vehicle tracking)
Funding Agreements
Communications Plan
Corporate and Social
Responsibility policies
Office 365 including SharePoint
(records management)
High Performing Team Attributes
tables
Surveys (staff, membership,
stakeholders etc)
Terrain Strategic Directions 2016 -2020
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