Appendices useful context and further detailed information – 2. Analysis of NERP’s impact This chapter examines program effectiveness, that is the extent to which the NERP is meeting its objective, three years into the fourth year of the funding cycle of the program. 2.1 To what extent is NERP meeting its objectives? Of the 134 projects funded under NERP to date (including Emerging Priority projects), only 18 have been fully completed, six of which are Emerging Priority projects. Many of the incomplete projects, however, are substantially progressed. Project completion is in accordance with expectations as outlined in multi-year research plans, given the multi-year nature of research projects, and the common lag-time for publication of research papers. Despite only 13 per cent of projects fully complete, this evaluation found that the program has already been effective in meetings its objective in several key areas, most notably in informing national park planning and operations, and also across several high profile EPBC Act responsibilities. The program has also had impact outside the portfolio, including with Australian Alps managers, and traditional owners in Kakadu and the Torres Strait. this impact has been achieved through the delivery of some final project outputs, the impact from the delivery of interim project outputs is significant. The evaluation team found evidence of researchers freely sharing work-in-progress, such as raw data and preliminary observation (where it was sought and researchers were able to do so) and providing advice, input and even developing substantial portions of environmental management plans for portfolio officers. In addition, the ability of departmental officers to engage with the science through newsletters, seminars and more importantly through direct contact with researchers (such as by phone, email, small workshops, as well as steering committees) has yielded impact. The evaluation team identified that NERP’s contribution to the Environment portfolio can be characterised as: providing observational data for monitoring and discovery; – undertaking analysis - including identifying threats, trends and linkages; collaboration, expertise, knowledge-sharing, decision-support; and building an improved knowledge-base and contributing to a longer-term scientific thinking. It is through these mechanisms that NERP has improved the understanding and capacity of departmental officers, and other environmental decision-makers and stakeholders, to use research
Appendices – useful context and further detailed information 2. Analysis of NERP’s impact This chapter examines program effectiveness, that is the extent to which the NERP is meeting its objective, three years into the fourth year of the funding cycle of the program. 2.1 To what extent is NERP meeting its objectives? Of the 134 projects funded under NERP to date (including Emerging Priority projects), only 18 have been fully completed, six of which are Emerging Priority projects. Many of the incomplete projects, however, are substantially progressed. Project completion is in accordance with expectations as outlined in multi-year research plans, given the multi-year nature of research projects, and the common lag-time for publication of research papers. Despite only 13 per cent of projects fully complete, this evaluation found that the program has already been effective in meetings its objective in several key areas, most notably in informing national park planning and operations, and also across several high profile EPBC Act responsibilities. The program has also had impact outside the portfolio, including with Australian Alps managers, and traditional owners in Kakadu and the Torres Strait. this impact has been achieved through the delivery of some final project outputs, the impact from the delivery of interim project outputs is significant. The evaluation team found evidence of researchers freely sharing work-in-progress, such as raw data and preliminary observation (where it was sought and researchers were able to do so) and providing advice, input and even developing substantial portions of environmental management plans for portfolio officers. In addition, the ability of departmental officers to engage with the science through newsletters, seminars and more importantly through direct contact with researchers (such as by phone, email, small workshops, as well as steering committees) has yielded impact. The evaluation team identified that NERP’s contribution to the Environment portfolio can be characterised as: providing observational data – for monitoring and discovery; undertaking analysis - including identifying threats, trends and linkages; collaboration, expertise, knowledge-sharing, decision-support; and building an improved knowledge-base and contributing to a longer-term scientific thinking. It is through these mechanisms that NERP has improved the understanding and capacity of departmental officers, and other environmental decision-makers and stakeholders, to use research
nerp-evaluation-final-report.docx