SEL- SRCMA Landcare and LLS Transition Report Nov 2013

8/13/2019 SEL- SRCMA Landcare and LLS Transition Report Nov 2013

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Report November 2013

Landcare and Local Land Services transition workshops

South East Landcare and Southern Rivers

Catchment Management Authority-Agricultural Extension


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Landcare and Local Land Services transition workshops reportSouth East Landcare and Southern Rivers CMA-Ag, November 2013 2

The transition:

2013-14 represents a year of transition for government support to natural resource management (NRM) inthe South East region. In July 2013, Southern Rivers Catchment Management Authority (CMA) combinedwith NSW Department of Primary Industry (DPI) agricultural advisory extension staff to form interimorganisation called Southern Rivers CMA-Agricultural Extension (CMA-Ag). The South East Local LandServices (LLS) will come into operation in January 2014 when CMA-Ag is joined by the Livestock Health andPest Authorities (LHPA).

Introduction and summary:

South East Landcare (SEL) is a regional Landcare network, comprising the seven District LandcareAssociations (DLAs) of the area covered by Southern Rivers Catchment Management Authority-AgriculturalExtension (CMA-Ag). Southern Rivers CMA-Ag is a locally based and managed organisation with a Board oflocal people, reporting directly to the NSW Minister for Primary Industries. It is a statutory body establishedunder the Catchment Management Authorities Act 2003 to facilitate and coordinate the management ofnatural resources in the Southern Rivers region. Southern Rivers CMA-Ag implements programs withfunding from the NSW and Australian government working towards a more resilient future for the SouthernRivers landscape and community.

SEL has enjoyed a particularly strong partnership with Southern Rivers CMA, provided for in the SouthernRivers CMA Engagement and Partnership Strategy, supported by a dedicated community support programteam, and characterised by proactivity on the part of both partners. In the Southern Rivers region districtLandcare networks have been described as an enabler for Landcare in the district and the regionalnetwork as enabler for Landcare in the region. R oles of networks in the region include raising the profileof Landcare in the district or region, capacity building within groups, interfacing with government agenciesand funding sources, identifying community needs, setting guidelines and directions and providingleadership.

SELs regular meetings are held with the CMA Chair, General Manager and others regularly attending andreporting on CMA activities and concerns. At the most recent meeting SEL responded to a briefing on thetransition to South East Local Land Services (LLS) by proposing that a workshop be offered to each of theDLAs to enable them to respond to changes as opportunities to both maintain the support received to dateand to build on the partnership in existence.

As the workshops unfolded around the region, it became clear that Landcarers in the region are interested inbeing proactive in offering support and suggestions to LLS helping to identify and fill gaps. The discussioncovered more than just what the levels of LLS support and available resources might be. However it wasvery clear that DLAs need a level of resourcing to function as they currently do and that this resourcingincludes support from a person in a Community Support Officer/Landcare Coordinator type position.

The message from the Landcarers participating in the workshops is for DLAs to be proactive in developing arelationship with South East LLS, making the most of the opportunity of change, knowing what their needsare and being able to articulate this to South East LLS, mapping skills and expertise they have and being able

to present this to any new partners, inviting LLS staff, politicians, Australian Government staff, auditors etc.to events and ensuring other organisations are aware of what Landcare is doing.


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Opportunities identified during workshops for regional networks lie in communicating that Landcare groupsare community based and broad in their objectives, with skills and experience that will enable SEL and itsmember DLAs to contribute to this transition, particularly in relation to new partners in the broader SouthEast region.

In an attempt to capture the voice of Landcarers in the region, and reflect the spirit of the discussions, thereport uses extensively their words, often as quotes, in the body of the report and resists the temptation totranslate their language into that of an official document. The report represents a genuine attempt to notonly listen but actually hear what Landcarers are saying

The overall response to this activity by DLAs reflects the good relations Landcare has had with SouthernRivers CMA and support they receive from Southern Rivers CMA and support staff.

Background and summary of changes to government support:Landcare networks and groups in the Southern Rivers region have contributed significantly to naturalresource management, sustainable agriculture and community resilience outcomes over the past decade,with the last eight years in partnership with the Southern Rivers CMA and more recently CMA-Ag.

Government support arrangements contributing to this partnership are changing, presenting bothchallenges and opportunities for Landcare networks in the region. In 2012, the NSW Minister for PrimaryIndustries Katrina Hodgkinson announced the formation of a new organisation to deliver services tolandholders in NSW Local Land Services. LLS is the new regional service delivery organisation that willreplace Catchment Management Authorities, LHPAs and incorporate agricultural advisory services currentlyprovided by Agriculture NSW. LLS will be regionally based, semi-autonomous, statutory organisations,governed by locally elected and skills-based board members, delivering services for landholders. LLS, as anew organisation with a new board, will be looking to establish partnerships in the region to deliver thewide range of services and functions it has been assigned.

Boundaries for the South East LLS region represent a significant change from those of Southern Rivers. Thenew area will include the existing Southern Rivers region and extend north and west to include Boorowa,Yass Valley, Upper Lachlan, Goulburn Mulwaree, Cooma Monaro, Queanbeyan, Wingecarribee and Paleranglocal government areas.

In July 2013, Southern Rivers CMA combined with NSW DPI agricultural advisory extension staff to forminterim organisation called Southern Rivers CMA-Ag. The South East LLS will come into operation in January2014 when CMA-Ag is joined by the Livestock Health and Pest Authorities.

During the transition to LLS, Landcare and landholder support from Southern Rivers CMA-Ag is beingdelivered through the Landholder and Community Resilience Program. Services will be delivered across theregion to ratepayers, Landcare and Aboriginal community groups and other partners and includes theprovision of native vegetation extension services. This program focuses on building the knowledge and skillsof landowners and community on their use and care of natural resources. It is anticipated that the newLocal Land Services Officer Landholder and Landcare will not have the same capacity to support Landcare

networks as the Community Support Officer (CSO) position within CMA-Ag. Support to Landcare and othercommunity and sustainable agriculture partnerships will be provided through a range of staff including:


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Local Land Services Officer Landholder and LandcareSenior Land Services Officers Regional Landcare Facilitation (all South East LLS region) andLandscapes (one in each landscape in the South East LLS region).Team Leaders and senior executive staff also play an important role in supporting partnerships at theregional and landscape scale.

In April 2013, SEL and Southern Rivers CMA identified an opportunity to support Landcare through theupcoming transition to LLS by combining a partnership survey with a network and group invigorationactivity. SEL and Southern Rivers CMA-Ag developed and delivered a workshop that aimed to gain a betterunderstanding of the needs of partners and serve Landcare networks during the transition to a governmentsupport arrangement under LLS.

These workshops were held with 78 participants from six DLAs and SEL between June and September 2013providing information on known and likely changes to Landcare support in the region, enabling discussionand clarification of these changes, and identifying and nurturing opportunities to strengthen the vitality andresilience of Landcare networks and how those networks support member groups. This report is the resultof those seven workshops.

Links with planning documents and frameworks

This activity has highlighted the role of networking and facilitation at a regional scale and Landcare activitiescontinue to reflect a common set of values across diverse landscapes and communities. This activity isrepresented in a number of regional, state and national priorities:

Australian Framework for Landcare and Community Call to Action

The Australian Framework for Landcare outlines a series of key elements that arecentral to the development of the Landcare approach and the contribution thatpeople involved can make. Of these key elements , this activity has createdopportunities to be involved, effective information and knowledge sharing,acknowledges change, links to plans at all levels and recognises the importance ofcelebration. These are further defined in the accompanying Community Call forAction document.

Statement of Common Purpose

A statement of common purpose was developed between the National Landcare Network and the NationalNRM Regions Working Group to establish an enduring and productive relationship. The activity described inthis report works represents the effort of Landcare and Regional NRM working together and is characterisedby the following priority actions identified in the document:

developing the mutual recognition and respectinvestigating and promoting mechanisms for more effective collaboration between Landcare andregional NRM bodies

exploring and promoting continuous improvement in the community engagement activities ofregional bodies


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NSW Government Landcare Business Plan

Landcare support is a priority of the NSW government. This has beenexpressed through the Landcare Business Plan, the Minister's intentthat Landcare will be supported through LLS and her approval of the

Southern Rivers Catchment Action Plan 2023 (CAP 2023). Effectivelysupporting Landcare through the transition to LLS is also a key priorityof the Southern Rivers CMA Board. The Board has identified a newservice delivery approach for the CMA-Ag period to December 2013.This approach is aimed at building the foundations of a new servicedelivery model for LLS, one that the new LLS Board can build on.

Southern Rivers CAP 2023

The Southern Rivers Catchment Action Plan 2023 recognises that a range of

partnerships and networks have been established and nurtured to implement NRMin the region. This activity contributes to the CAP 2023 objective: communities areresilient, with a sense of wellbeing and connection through the identified strategyof building and supporting community networks including Landcare.

Focus and intent of the workshop activity:

Function of Landcare networks:

The focus of this activity is on the function of Landcare networks (different priorities for each network) andtheir ability to engage with LLS and to ensure the partnership between Landcare and LLS lives and grows.The activity combines a reflection on what has worked well for each network and the value of existingpartnership and support arrangements with the latest information on the changes to Landcare support.These workshops are not the place for a discussion on the wisdom or otherwise of LLS structures andfunctions. Using the partnership arrangements in place, this process will start to document the values,needs and priorities of each network.

Landcare capacity building Landcare capacity:

SEL and the DLAs have a track record of supporting one another and building capacity within networks,groups and individuals. Regardless of changes to the delivery of government Landcare support in theregion, Landcare in the region can identify areas where knowledge and skills can be developed to supportthe identified functions of networks. There is an opportunity to use the creation of LLS as an opportunityfor growth and the development of Landcare.

Represent the Landcare-CMA partnership to a new LLS board:

The new LLS board will be making decisions about Landcare support arrangements. Documentedpartnership arrangements and a clear definition of effective Landcare support options will be importantresources for a new board looking to gain a better understanding of community involvement in NRM and


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agriculture in the region. This activity seeks to report on the role that Landcare networks can play tosupport a transition to and the establishment of LLS.

Two-way communication

As the change process continues to unfold, it is important that the two-way conversation between Landcareand the CMA continues and that information is circulated to all groups and members. DLAs play an activerole in the two-way communication between the Landcare community and the new LLS.

Desired outcomes:

This activity presents an opportunity to work towards a number of outcomes at the local, district andregional level:

understand the needs and priorities of Landcare at the regional, district and local scaleLandcare networks are informed about LLS developmentsan environment conducive for two way communicationongoing partnerships and the option to document these through partnership agreementsnetworks are ready to respond to LLS and the opportunities to be valued partnersidentify the role Landcare support officers can play in networks and in maintaining the vitality andresilience of networks.

Method

The activity was generated through a motion at the April 2013 quarterly meeting between SEL and the CMA.A presentation by CMA Chair Pam Green on the anticipated changes to the CMA as it transitioned to LLSresulted in a discussion in which concerns were raised about Landcare-CMA partnerships in the region, theinvigoration of Landcare groups and networks and the ability to recognise, articulate and represent thevalues of the Landcare-CMA partnership.

26 April 2013 Motion : Important that all DLAs strengthen their networks so as to be ready to support andlead from January 1, 2014. SEL needs to communicate the need to DLAs to be pro-active rather thanadopting a wait-and-see approach for when the LLS begins. DLAs need to establish their roles in maintainingand strengthening their networks, establishing the values they hold as important, and improving theircommunication processes as we move towards January 1, 2014. DLA reps should report on the actions theyhave taken on this motion at the next meeting.

An information package explaining the wider directions of LLS and the role NRM has to play to be preparedby Peter Pigott and Bill Pigott, and introduced to each of the DLAs by Bill Pigott.

A workshop and information package was developed based on the following elements:


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a two-three hour workshop session and information package taken to each of the DLAs preferablyintegrated into an existing meetingpresented by Landcare, supported by CMA Bill Pigott (SEL) facilitated the workshop with supportand recording carried out by Peter Pigott (RLF, CMA-Ag)changes to government support presentation delivered by the relevant Team Leader in each districtto build relationships between Team Leaders and the Landcare networks in their Landscapea compilation of relevant resource documents relating was copied to a USB drive and provided toeach of the DLA. A link to these documents was also made available through the SEL websitethe focus is on the Landcare networks and their ability to engage with Local Land Services and toensure the partnership between Landcare and LLS lives and growswork towards the best possible partnership arrangements, using a partnership processnot a discussion on the wisdom or otherwise of LLS structures and functionsensure that DLAs are part of the conversation, talking to their groups and playing an active role in thetwo way communication between the Landcare community and LLS

use the creation of South East-LLS as opportunity for growth and development of Landcare.

An initial workshop was held during a SEL-CMA meeting in June 2013 to gain a regional perspective and toroad test the workshop. This was followed with six workshops across the Southern Rivers region:

The workshop was adapted following the Far South Coast workshop to include additional small groupprocess. All comments were typed during the workshop and projected so participants were able to see thattheir comments were being recorded.

The analysis below represents a collation of responses from the different DLAs against each question. Theseresponses have been grouped into similar themes.

Workshop questions :

Part 1: The value of the Landcare partnerships in the region.

1.1 What is the role of a District Landcare Association (DLA)?1.2 How are groups supported by this DLA?

1.3 What has worked well in the DLA support to Landcare groups and individuals in the district?1.4 What could be built on to better support groups and individuals?

Workshop Date Location Participants

SEL - Pilot workshop 19 June Batemans Bay 12

Far South Coast Landcare 27 June Bega 12

Upper Snowy Landcare 29 July Cooma 11

Shoalhaven Landcare Association 1 August Tapitallee 11

Eurobodalla Landcare Network 7 August Batemans Bay 8

Upper Shoalhaven Landcare 12 August Braidwood 22

Landcare Illawarra 22 August Albion Park 13


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1.5 What are the key values /characteristics of the partnership between the SR-CMA and Landcare supporting the role and functions of the DLA/SEL?

1.6 What support do you think is required?Part 2: Changes to government support for Landcare: presentation from Southern Rivers CMA-Ag withQ&A (30mins)

The current structure and anticipated level of support for Landcare and landholders.Current directions/ possibilities and areas open to negotiation.Opportunity for clarification of the proposed structure of Landcare support under LLS.

Part 3: Opportunities, strategies and actions you can take as a DLA to get the best outcomes forLandcare in your district. 3.1 How can the DLAs use this opportunity?

To evolve their role as a District Landcare Association.To be more effective, better partners.To ensure individual landowners and Landcare groups get access to the support that they need.

What support will you need to make such changes?3.2 How can you use the creation of Local Land Services as an opportunity?

To increase the engagement of Landcare people in the partnership.To build your own capacity as a DLA.To improve communication processes within Landcare networks.To engage new audiences extend the reach of Landcare.

3.3 What support do you need? What support will you need to be an effective partner with SEL, other DLAs and LLS?

3.4 What will you do if the funding is not available or is less available to support local group based

projects?

Workshop outcomes:

1.1 What is the role of a DLA?

After the first of the six DLA workshops this discussion took place in small groups. Comments were collatedfrom all the discussions. At the initial SEL workshop, the DLA is identified as enabler for Landcare in thedistrict and SEL as enabler for Landcare in the region and the role includes raising the profile of Landcarein the district or region, capacity building within groups, interfacing with government agencies and fundingsources, identifying community needs, setting guidelines and directions and providing leadership.

The comments were grouped under the following headings, with the number of comments made againsteach heading:

communication and sharing information and knowledge (30)funding: providing, sponsoring, applying (14)


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provide support (13)program and project management (12)networking and connecting (12)working with community support officers and other staff (11)

education and training (9)partnerships (8)celebration and recognition, including awards and champions events (5)insurance (4).

Points were also made concerning the role of a DLA include the ability to respond to opportunities, a smallgroup perspective, the chance to do joint projects, fostering ideas, motivation and funding, evaluating whatwere doing and bringing things together.

1.2 How DLAs support groups and individuals?

funding (5)working with CSO and other staff (5)provide support, especially responding to group needs (4)working with local government (4)networks and connections (2)governance (2)communication (2)education and training.

1.3 What is worked well for DLA is in supporting groups and individuals?

Ability to work across tenures public/private, recognising and promoting Landcare groups (championsevents), and projects which provided links with groups.specific examples (10)engage community and landholders (7)networking and connecting groups (6)communicating and sharing information and knowledge (5)funding (2)training field days and workshops (2).

At the initial SEL workshop, specific mention was made of community building, celebrating and enliveningDLAs, with a new approach to regional Landcare awards (Local Champions) enabling DLAs to recognise theirown champions, celebrate them and the value of their contribution to the Landcare agenda, strengtheningthe Landcare community across the whole region, getting people together who might not otherwise do so,recognising the role of CSO and RLF and the value of devolved funding, especially through the Tending theGrass Roots project model.

Combining the comments made to questions 1 to 3, perhaps gives a better picture of what are seen to bethe key aspects of the DLA role and the support that DLAs are giving to groups and individuals:

communication and sharing information and knowledge (37)funding, providing, sponsoring, applying (21)


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networking and connecting (20)provide support, responding to group needs (17)working with community support officers and other staff (16)program and project management (13)

education and training, field days and workshops (12)partnerships, including working with local government (12)celebration and recognition, including awards and champions events (7)engage community and landholders (7).

It is clear that from all of the workshops, Landcarers are giving importance to communication and thesharing of knowledge and information, networking and connecting people and groups, funding, and being inposition to provide support. In all workshops, the importance of the role of CSOs and other support staff wasstressed.

1.5 What are the key values /characteristics of the partnership between Southern Rivers CMA andLandcare supporting the role and functions of the DLA/SEL?

The DLAs identified and acknowledged the strong and effective relationship they have had with CMA sinceits inception, with its attention to building trust and communicating well. The partnership is seen to bemutual and beneficial. Without it Landcare would not be effective and the CMA would have a less effectiveengagement with the community.

The partnership is characterised by trust and recognition, a shared vision, (a common interest in leaving theland in a better state and to be good custodians of the land , with opportunities to connect productiveagriculture with conservation outcomes), priority given to sharing of information and knowledge, helping

people understand that Landcare is for everyone , and creative approaches to devolved funding thatreached Landcare groups at the grassroots. Landcarers also valued providing support and getting thingsdone without taking over , providing guidelines to work to and b earing the bureaucratic load on behalf ofLandcare groups .

At the initial SEL workshop, attended by the group of people responsible for establishing and maintainingthat particular partnership, the values/characteristics identified included openness and flexibility, give-and-take, willingness to work through anything, professionalism, appreciation and recognition, reciprocity,leadership from both SEL and CMA, mutual respect, recognition of the equal potential to contribute to acommon vision, a shared vision and trust. Particular reference was made to section 3 of CMA Engagement

and Partnership Strategy.

Two of the groups identified support that they would need tostrengthen the partnership: including improvedcommunication on activities that involve Landcare groupmembers, information about CMA action in the areas servedby Landcare groups and ongoing support from staff,especially CSOs.

The issue of CSOs was a recurring theme throughout these

workshops. The work of the CSOs has been valued and is


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regarded as being fundamental to the existence and present strength of the Landcare movement in thecatchment.

Part 2: Changes and likely scenarios under LLS

The second part of the workshop involved a presentation (see Annex 1.) on the transition to LLS. Thispresentation brought participants up to speed on the changes underway and outlined the situation in theSouthern Rivers region with regards to staff structure and funding sources for program delivery in 2013-14.It is important to note that the arrangements outlined are the transitional arrangements and that a new LLSboard, once established, will be responsible for setting direction and programs for the new organisation.

The CMA-Ag presentation was given where possible by the Team Leader in each relevant Landscape:

Neil Rendell - South Coast(Shoalhaven Landcare, LandcareIllawarra)Donna Hazell and Rebecca Bradley

Tablelands (Upper SnowyLandcare and Upper ShoalhavenLandcare respectively)Kirsti Sampson and Peter Pigott Far South Coast (EurobodallaLandcare and Far South CoastLandcare)

Part 3: Opportunities, strategies and actions you can take as a DLA to get the best outcomes for Landcarein your district.

The question was asked as How can the DLAs use this opportunity to evolve their role as a District LandcareAssociation, to be more effective, better partners, to ensure individual landowners and Landcare groups getaccess to the support that they need ? and What support will you need to make such changes ? In someof the workshops this question was discussed by one of three small groups, while in situations with smallernumbers, it was part of a general discussion of the next three questions.

Across the DLAs, the transition from CMA to South East LLS is seen to provide an opportunity for theLandcare community to use our role to integrate NRM desires with agricultural needs and be proactive inbuilding on and maintaining the effective partnership which we enjoyed with Southern Rivers CMA, as itmakes that transition.

The comments were grouped under the following headings (with the number of comments made noted):

COMMUNICATE (7): proactive communication, raise awareness, make sure that other South East LLSpartners are aware of Landcare objectives, values, capacities, engagement strategies and thatmembers of the community stay in touch during this transition. Contact by email and hard copynewsletter, meetings among other means.


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BE PROACTIVE (4): with energy directed towards maintaining CSO support staff roles, maintainingfunding, supporting education and training, strengthening networks and partnerships and jointlyengaging landholders, perhaps picking up more of the community liaison work from the South EastLLS and in doing so become more needed as a DLA. One group suggested that Landcare shoulddemand access to South East LLS, submit joint grant applications and at the same time engage andutilise local government more.Establish a RELATIONSHIP WITH South East LLS (4): as a reciprocal process DLAs need take theopportunities for access to LLS, recognising the differences between coastal Landcare and rurallandowner Landcare, lobbying and encouraging decision makers at the political level to come along toLandcare activities, building knowledge and understanding of those decision makers, with Landcarersseeking to serve on the South East LLS Board.RELATE to the CATCHMENT ACTION PLAN (2)

Landcare would like SE-LLS to:

STRENGTHEN NETWORKS and PARTNERSHIPS (4): Connection with the community is valued.These partnerships need to be documented and understood, maintained and strengthened includingSEL and decision making responsibilities for Landcarers.MAINTAIN CSO and SUPPORT STAFF (4): expression of concern that the shift in the role of CSOsmeans they will have less time for Landcare matters.MAINTAIN FUNDING (3): especially devolving funding to Landcare groups. Explore differentapproaches to raising funds.Support EDUCATION and TRAINING (3): with a focus on training to support groups, in partnershipwith LLS, and Landcare stepping up to be actively involved, providing the venue, topic, audience and

facilitation, drawing on professional, funding and other resources (possibly from LLS).ENGAGE LANDHOLDERS (3):where also Landcare groups identified opportunities to fill the gapcaused by adding new tasks and responsibilities to staff positions (of which there are less in number)and the need to maintain support to and acknowledgement of managers of larger properties. Seek toget these Landowners to contribute so that the broader knowledge held by landholders can betapped into at a range of events.MEMORANDA of UNDERSTANDING (2):were mentioned at all the DLA workshops and two groupsspecifically mentioned these as actions to be taken in the transition to South East LLS.

Suggested ACTION by DLAs concerning membership, representation, identification of needs and setting

priorities (7) include establishing Landcare groups in areas of agricultural production focus, increasing thenumber of Landcare groups and their level of engagement across sectors. DLAs should seek to includepeople and groups from different types of property and enterprise throughout their district. Documentarrangements and standard practices, identifying needs clearly, and prioritise projects that are in mostdemand (e.g. weed resilient pastures project). Several DLAs recognised the need to further discuss theirroles, priorities and strategies.

At the initial SEL workshop, participants identified actions and opportunities at the regional level whichincluded knowing and understanding the strength of networks, continued action to seek financial support atsuitable scales (e.g. Innovation Grants min $250K over two years), understanding the gaps (who is not in the

network, who needs to be), identifying elements that are not picked up by the new organisation,communicating that Landcare groups are community based and broad in their objectives, with skills and


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experience that will enable SEL and its member DLAs to contribute to this transition, particularly in relationto new partners in the broader SE region. SEL should ensure that DLAs are a part of the conversations aboutprojects being developed and help DLAs re-evaluate where their energy should be going.

3.2 How can you use the creation of Local Land Services as an opportunity

to increase the engagement of Landcare people in the partnershipto build your own capacity as a DLAto improve communication processes within Landcare networksto engage new audiences extend the reach of Landcare.

The message from the Landcarers participating in the workshops is for Landcare DLAs to be BE PROACTIVEindeveloping a RELATIONSHIP WITH South East LLS,making the most of the opportunity of change, knowingwhat their needs are and being able to articulate this to South East LLS, mapping skills and expertise theyhave and being able to present this to any new partners, inviting LLS staff, politicians, Australian Governmentstaff, auditors etc. to events, ensuring other organisations are aware of what Landcare is doing.

BE PROACTIVE IN DEVELOPING A RELATIONSHIP WITH SE-LLS:

This relationship would be one in which Landcare can form part of a united approach from LLS to alllandh olders. It would include a capacity to develop projects together, recognising the different values ofNRM work and supporting productivity and biodiversity outcomes, identifying opportunities for networkingwith the new South East LLS board and other partners, ensuring that NRM Reference group meetings arecontinued, seeking formal opportunities to engage with South East LLS (such as DLAs making presentationsto the South East LLS board or DLA committee members joining the board for dinner when they meet in thelocalities) and regular ongoing contact with SEL.

Inclusiveness on the part of South East LLS will encourage the DLA to be a part of the bigger picture. We alsoneed to convince the LLS that with sufficient funds and support that the DLA is in the best position todeliver community outcomes (on-ground, support).

The transition to SE-LLS provides opportunities to:

COMMUNICATE, SHARE INFORMATION AND KNOWLEDGE (7):remaining aware of what theorganisations are doing so that joint outcomes can be achieved maintaining communication toensure the complementary activities , more good news stories of Landcare for which we need tomaintain data and records of projects (e.g. one-page summaries), communicate these projectseffectively with South East LLS, and establish good communication protocols so that consistentinformation also gets to the grass roots levelSTRENGTHEN NETWORKING and CONNECTING (6):ensure that smaller groups are supported by thebigger groups and that people do not feel excluded from the process (e.g. missing out on emails),increase networks exposure to services that may have come from the other arms of LLS JOINTLY ENGAGE COMMUNITIES AND LANDHOLDERS (5):broadening the potential audience forLandcare, in the context of conservation on farm being integrated into other activities; engaging newaudiences e.g. start with school kids to spread the message that we all have landcaringresponsibilities, with more activities that relate to the agricultural sector supporting biodiversity

outcomes on land that is not suitable for agricultural purposes


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MAINTAIN SUPPORT (4): with ongoing provision of expert advice and support and arrangements tomake technical expertise available to groups, with Landcare support, both on public and private land,under one umbrella to minimise confusion and conflict and make South East LLS aware of theimportance support in the context of the locality ACT TO MAINTAIN CSOs (3):support Landcare group coordinators in their roles and responsibilitiesand maintain consistent support for on ground activitiesCREATE MEMORANDA of UNDERSTANDING (3)MAINTAIN FUNDING (2): with devolved grants to pay for staff on the ground, to help groups toimplement actions on the ground

Combining the responses to question 3.1 (opportunities, strategies, actions) with those to question 3.2(ensuring support and engaging new audiences) gives a picture of the emphasis the DLAs give to thedifferent opportunities and actions:

communicate, share information and knowledge (17)develop a relationship with South East LLS (16)be proactive (10)strengthen networks and partnerships (9)action by DLAs (8)action to maintain CSO and support staff (7)action to maintain funding (6)memoranda of understanding (5)engage communities and landholders (5)action to maintain support (4)

education and training (3)relate to the Catchment Action Plan (2).

In response to quest ion 3.3: What support do you need? - groups identified CSO & other staff support,training support, funding and maintaining the networks. Four comments are worth quoting:

share the pool of knowledge in the community e.g. Accessing urban population (mapping localskills) t hey nee d us and we benefit from them st rengths are with the partnerships, wisdom is with the DLA. Innovations come from the

landowners and work up. Staff are going to be stretched in LLS and time constrained to develop newpol icy Investment in the seed bank and officer has been key to developing Landcare Illawarra s ability to

deliver ecologically valuable revegetation and not simply tree planting.

Question 3.4: What to do if funds are not forthcoming? produced a wide variety of responses rangingfrom doing work that does not need funding and learning to do without it, through to begging, fundraising, developing new partnerships and lobbying (6) for funds. Suggestions include forming newpartnerships such as corporate sponsorship, providing opportunities for companies looking to maintain atriple bottom line; or with local government entities - providing support other than funding (in-kind or

matching contributions to funds raised), f ee for service such as DLAs selling land management services,planning advice, brokerage for revegetation and other on-ground works, establishing or raising membership


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fees, setting up trust funds (deductible gifts recipient status and philanthropic contributions). Othersuggestions include brainstorming with current members to find other sources of funding, and invitingoutsiders to provide information/support to groups.

Some other comments worth quoting:

small groups will survive but the network will not: e.g. one DLA estimates it costs about $4-5,000 peryear to function (website, group meetings, transportation to functions) Landcare groups would die from a lack of funding,voids created can be opportunities for Landcare skills and services develop a partnership whereLandcare and LLS are needed by each other .

Workshop session feedback and observations

5.1 What went well, even better if?

Positive responses highlighted the process, the informative nature of the activity, and the outcomes forparticipants themselves. Most frequent comments were about the process (20): being heard, open andfrank discussion; good to have a chat with other li ke-minded people, being asked what we think we do having to articulate this to others, two way communication we are being listened to and consulted,focussed and concise revealed and clarified lots, w ell planned and structured , with a willingness to beopen and to say i t how it is. Participants also liked the facilitation (6) e.g. keeping to the topic anddocumentation projected on screen (4) - good to see what is being written and to see LLS structure.

Participants liked the informative nature of the discussions (13): Gaining insight from people here, Top tobottom understanding can see where everyone is sitting, a clearer understanding of what this offers where the opportunities might be, Less mystery associated with what has happened in theamalgamatio n, better understanding of the way things are working and the way that we can improvethings, and rejuvenated thinking looking forward about how we can get other people involved.

They liked that workshops focussed on strengths and how we can imp rove on how we go about providingsupport, m ade me reflect on my part in Landcare, made the DLA re-assess their communication with grassroots, Reinforces belief in DLA model , Relief to sit in a group who are committed to what we are doing.Change is opportunity, that it was c athartic we should move on something to move us out of amindset and that We have made some good points that will be taken away. One commented that Through this process, lots of thinking has been provoked. Concerning participation, six comments includedopportunity for input and conversation, share views, to speak and discuss things, and give our input.

Participa nts felt it would be even better if there had been greater numbers participating (14 comments)with more people from variety of constituencies, earlier circulation of pre-reading and questions (4), that theLLS organisational chart used be simpler and easier to read and that more time be allocated for theworkshop (3). This and comments about the process were addressed in later workshops. Some identifiedissues missing f rom the discussion (6) such as h ow to organise grass roots participation, about LHPA side ofthings, the perspective of the farmers on LLS, and the contribution of Landcare to social fabric .


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The overall feedback for the activity has been positive with additional comments made since the meetingsoutlining the value of thinking through issues that face the networks.

Observations

This activity proved of great value to the Regional Landcare Facilitator and to Bill Pigott as a regionalLandcare representative. The opportunity to hear from Landcare networks around the Southern Riversregion highlighted the extensive capacity and experience in Landcare and the desire to continue to worktowards community and natural resource outcomes. This series of workshops highlighted the role andfunctions of regional Landcare representation and facilitation in enabling exchange of knowledge,understanding, ideas and practices networking and making connections. It is important to recognise thefunction of a network as not just networking but connecting groups within a district or a region. It may bebetter to refer to DLAs as District Landcare Networks.

Meeting Landcarers and their local leaders in their own places, and hearing the issues in the language of

those on the ground was of great value to the process and outcomes of this activity. There is clearly achallenge to remain listening and keep hearing that perspective, especially when distilling messages for useat a more central level.

Participation by the new South East LLS team leaders provided an opportunity for setting a platform forongoing communication and exchange between Landcare and the South East LLS, developing furtherconnections between themselves and the community. It was also clear that this was of great value toLandcarers at district level.

Communication includes

the sharing of information and knowledgethe linking and connecting of groups and memberstwo way flow between local, district, region and state levelswithin the Landcare community and its partnerships, and beyond making Landcare knowncelebrating and recognising Landcare efforts, contributions, and achievements.

Experiencing the value of bringing communication and the sharing of information and knowledge to the DLAlevel has implications beyond this exercise, implications for Landcarers elsewhere. Perhaps we should notrely on e-mail lists to pass on messages, but encourage representatives to more actively engage with thosewhom they represent. Perhaps SEL should encourage those who represent DLAs to attend meetings of theirmember groups, especially when important issue need to be explored.


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Annex 1 Transition to LLS presentation provided by CMA-Ag Team Leader

A new approach to delivering integrated natural resource management, agricultural and biosecurityservices.

Bringing together CMAs, LHPAs and incorporating agricultural advisory services of the DPI A cultural change towards customer focus Increase efficiency, promote innovation and make it easier for farmers, land managers and

volunteers to access services, information and advice. From January 2014 South East LLS will link productive primary industries to sustainable catchment

management. It will bring together the services provided by CMAs, agricultural advisory serviceswithin Agriculture NSW and Livestock Health and Pest Authorities (LHPA) to deliver:

Agricultural advice, crop and pasture agronomy, livestock management, marketing andbreeding

Plant and animal pest control and biosecurity, animal and plant health, livestocktraceability, animal welfare and invasive species

Natural resource management (NRM), best management practice support, on-groundworks, property planning and native vegetation management

Emergency and disaster prevention, preparedness, response and recovery. Core funds include:

C4C regional base allocation ($2.673 million for 2013/14 = 10.5% reduction) CANSW allocation ($2.88 million for 2013/14 = increase, but have to meet NVA

requirements) Current Biodiversity Fund Projects (13/14 = $2.429 million) C4C Wetlands and Coastal WoNS projects C4C regional base allocation currently for 2013/14 only review to be undertaken

Priority work for Southern Rivers CMA-AG Extension includes: Incorporating agricultural advisory services into local teams Focus on delivery of NRM with priorities set by our Catchment Action Plan Cross-tenure coordination roles Implementation of native vegetation responsibilities Biodiversity/Caring for Our Country current commitments and future opportunities

Making use of new staff management capabilities of 7/8 graded positions. Applying landscape approach based on socio -ecological systems of CAP 2023: for planning and

delivery. Enabling both core and program functions Aiming for integrated client and service delivery, but recognising central nature of primary industry

partnerships and our enhanced role in Ag + NRM extension. Landowner and Community Resilience Program Profitable and Sustainable Farming Program Resilient Land and Seascapes Program Governance and Adaptive Management Program


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Annex 2 Workshop Process

Landcare and the LLS: Workshop ProcessIntroduction: 10 mins Time for participants to read Handout Introduction

The activity will follow a semi-formal process to cover three main areas:the role of District Landcare and Landcare partnerships in the region;understand changes to government support to Landcare; andopportunities and actions for the best possible outcomes for Landcare in this district.

o Refer to last SEL Meeting and last part of Introduction Handouto not for discussion of the wisdom or otherwise of the changes. LLS as a given.o How do we respond?)

Agreement of the purpose of the workshop?

Part 1: the value of Landcare partnerships in the region:

Activity 1a: brainstorm in groups of three (20 mins)What is the role of a District Landcare Association (DLA) ?

o how are groups supported by the DLA in your district;o what has worked well in DLA support to Landcare groups and individuals in the districto what could be built on to better support groups and individuals;

Activity 1b: Share key points (10 mins)o What are the key points identified:

Activity 1c: focussed conversation (10 mins) What are the key values/characteristics of the partnership between the Southern Rivers CMA andLandcare supporting the role and function of the DLA;What are the current DLA perspectives on support?

Recall what we know and what has been said: Bill P 10 minso Background Documentation: Included in Flash drive as Information Pack)o Draw attention to:

From 20 Most Frequently Asked Question LLS website: SRCMA Partnership and Engagement Strategy

Catchment Action Plan Landcare Social Benchmark Report, 2012 NRM Audit

BREAK (here or after Part 2)

Part 2: Changes to government support to Landcare likely scenarios under Local Land ServicesActivity presentation from CMA/LLS with Q&A (30mins)

a presentation from the Southern Rivers CMA on the current structure and anticipated level of supportfor Landcare and landholders outline current directions as well as possibilities and areas open tonegotiation; andOpportunity for clarification and feedback on the proposed structure of Landcare support under LLS.


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Part 3: opportunities, strategies and actions you can take as a DLA to get the best outcomes for Landcarein your district. Activity: Semi-structured workshop with prioritisation activities (45 mins) 3 Small groups: identify opportunities, strategies and actions (cards to record dot points) 20 mins GROUP 1:

How can the DLAs use this opportunity to evolve their role as a District Landcare Association,o to be more effective, better partners,o to ensure individual landowners and Landcare groups get access to the support that they need

(assuming these are all critical to the DLAs definition of their role and function); o what support will you need to make such changes

GROUP 2:how can you use the creation of Local Land Services

o to increase the engagement of Landcare people in the partnership;o as an opportunity to build your own capacity as a DLA; ando opportunity to improve communication processes within Landcare networks;o engage new audiences - extend the reach of Landcare

GROUP 3:what support will you need to be an effective partner with Local Land Services

o (support from SEL, other DLAs and LLS;o What will you do if funding is not available or is less available

Groups report back key points (10 mins)

Part 4: feedback, agreement and next stepsLandcare in the new SE regionPartnership agreement based on information collected during the workshop.Feedback on how this session worked for the group and the main take-away points

o What worked well?, Even better if...?Next steps

Supporting DocumentationInformation package assembled by the CMA and distributed to DLAs using a flash drive and hosted on the South EastLandcare website includes:

Southern Rivers CMAo Engagement and Partnership Strategyo Working with Landcare Brochureo Community Partnerships fund reporto Social benchmarkingo Audit report from the NRCo CAP 2023 and background papers

Local Land Serviceso Available documentation and links on Local Land Services developmentso Local Land Services Billo LLS SE Map

Landcare:o current directions to support and strengthen Landcare in the transition periodo Australian Framework for Landcare and the associated Community Call for Actiono Landcare NSW Landcare Business Plan


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Annex 3: Introduction to workshop session

Landcare and Local Land Services

Landcare networks and groups in the Southern Rivers region have contributed significantly to natural

resource management, sustainable agriculture and community resilience outcomes over the past decade,with the last eight years in partnership with the Southern Rivers Catchment Management Authority. TheGovernment support arrangements contributing to this partnership are changing, presenting bothchallenges and opportunities for Landcare networks in the region. In 2012, the NSW Minister for PrimaryIndustries Katrina Hodgkinson announced the formation of a new organisation to deliver services tolandholders in NSW Local Land Services. Local Land Services (LLS) are the new regional service deliveryorganisations that will replace Catchment Management Authorities, Livestock Health & Pest Authoritiesand incorporate agricultural advisory services currently provided by Agriculture NSW. LLS will be regionally-based, semi-autonomous, statutory organisations, governed by locally elected and skills-based boardmembers, delivering services for landholders.

The Southern Rivers CMA will combine with DPI agricultural advisory extension staff in July 2013 and forman interim organisation called Southern Rivers CMA-Ag. The South East Local Land Services will come intooperation in January 2014.

Boundaries have now been announced for the South East Local Land Services region, a region that willencompass the existing Southern Rivers region and extend west to include the local government areas ofBoorowa, Yass Valley, Upper Lachlan, Goulburn Mulwaree, Cooma Monaro, Queanbeyan, Wingecarribeeand Palerang.

Landcare support is a priority of the NSW government. This has been expressed through the LandcareBusiness Plan; the Minister's intent that Landcare will be supported through LLS; and her approval of theSouthern Rivers Catchment Action Plan 2023 (CAP 2023). Effectively supporting Landcare through thetransition to LLS is also a key priority of the Southern Rivers CMA Board. The Board has identified a newservice delivery approach for the CMA-Ag period to December 2013. This approach is aimed at building thefoundations of a new service delivery model for LLS, one that the new LLS Board can build on.

Supporting Landcare is a key part of the model. The role of the proposed Senior Land Services Officer -Regional Landcare Facilitation and the Land Services Officers - Landcare/Landholders, will be an evolutionof the current RLF and CSO roles. This is a key part of the conversation with Landcare over the comingmonths, which will inform the detail of these roles. The proposed Senior Land Services Officer - RegionalLandcare Facilitation position will take the lead on supporting the partnership with SEL at the operationallevel. Chris Presland will be taking the lead on supporting the partnership with SEL at the managementlevel and in the interim Peter Pigott will continue to provide support to the SEL partnership.

The next six months will be used to fully understand the needs of our partners, which will inform whatservices are delivered, how and by whom, in the context of resources available. SEL and DLAs are prioritypartners, and Peter will be working with Bill Pigott to define these needs, values and priorities. All of thispresents significant change for everyone involved in Landcare. South East Landcare and the SouthernRivers CMA are looking to meet with each District Landcare Association to provide information on knownand likely changes to Landcare support in the region and to identify and nurture opportunities tostrengthen the vitality and resilience of Landcare networks and how those networks support member


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groups. How can we ensure that Landcare networks and groups can function and thrive at the local, districtand regional scales?

Focus and intent:

Function of Landcare networks:

The focus of this activity is on the function of Landcare networks (different priorities for each network) andtheir ability to engage with LLS and to ensure the partnership between Landcare and LLS lives and grows.This activity will combine a reflection on what has worked well for each network and the value of existingpartnership and support arrangements with the latest information on the changes to Landcare support.These workshops are not the place for a discussion on the wisdom or otherwise of Local Land Servicesstructures and functions. Using the partnership arrangements in place, this process will start to documentthe values, needs and priorities of each network.

Landcare capacity building Landcare capacity:

SEL and the DLAs have a track record of supporting one another and building capacity within networks,groups and individuals. Regardless of changes to the delivery of government Landcare support in theregion, Landcare in the region can identify areas where knowledge and skills can be developed to supportthe identified functions of networks. There is an opportunity to use the creation of LLS as an opportunityfor growth and the development of Landcare.

Represent the Landcare-CMA partnership to a new LLS board:

The new LLS board will be making decisions about Landcare support arrangements. Documented

partnership arrangements and a clear definition of effective Landcare support options will be importantresources for a new board looking to gain a better understanding of community involvement in NRM andagriculture in the region. This will seek to articulate the role that Landcare networks can play to support atransition to and the establishment of LLS.

Two-way communication

As the change process continues to unfold, it is important that the two-way conversation betweenLandcare and the CMA can continue and that information is circulated to all groups and members withDLAs playing an active role in the two-way communication between the Landcare community and the newLLS.

Desired outcomes:

This activity presents an opportunity to work towards a number of outcomes at the local, district andregional level.

Understand the needs and priorities of Landcare at the regional, district and local scale;Landcare networks are informed about LLS developments;An environment conducive for two way communication;Ongoing partnerships and the option to document these through partnership agreements;Networks are ready to respond to LLS and the opportunities to be valued partners; andIdentify the role Landcare support officers can play in networks and in maintaining the vitality andresilience of networks.


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d d l d k h

Annex 4: Workshop Participants

South East Landcare19 June 2013Batemans Bay

Far South CoastLandcare27 June 2013

Bega

Upper Snowy Landcare29 July 2013Cooma

Shoalhaven Landcare1 August 2013Tapitallee

Adrian Begg David Newell Peter Heeley John KubaleRobin Sevenoaks Bill Pigott Robyn Sevenoaks Bill PigottPam Green Rod Logan Harry Bentley Philip ThornileyBill Pigott Bruce Davison David Everett Greg ThompsonPeter Pigott Heidi Davison Jim Haylock Alasdair StrattonMegan Rowlatt Peter Pigott Donna Hazell Greg HowarthAlison Baird Derek Lewis Bill Pigott Keith HazlewoodTony Hepworth Wayne Shafer Gordon Kimber Eric ZarrellaJoy Garland Geoff Morris Jenny Downs Neil RendellRod Logan Chris Post Shane Kimber Peter Pigott

David Newell Dan Williamson Peter Pigott Terry BarrattKirsti Sampson Len Gazzard

Eurobodalla Landcare7 August 2013Batemans Bay

Upper Shoalhaven Landcare12 August 2013Braidwood

Landcare Illawarra22 August 2013Albion Park

Maureen Baker Tuross Lakes La Chris Fowler Neil Rendell CMALynn Bain Broulee Mossy PointDunecare Geoffrey White

Hilton Bloomfield Little BlowholeLandcare

David McKenzie Rosedale Margaret RoydsJan Bloomfield Little BlowholeLandcare

Peter Gow CSO Kristy MoyleTess Malady Mullet Ck Creekrestoration on community garden site

Jane Enwright RosedaleLandcare Jim Sturgiss

Andrew Lee Bushcare Coordinator Shellharbour

Heidi Thompson EurobodallaShire Council Tim Lewis Adrian Begg Chair LIBill Pigott Victoria Royds Pat Robson secretary of LIPeter Pigott Rebecca Bradley Mike Swanson LI

Phil Shoemark Neil Mclaren Farm Forestry, LIAndrew Taylor Richard Scarborough

Ben Gleeson Megan RowlattColin McLean Bill PigottSue Tuisk Peter PigottPaul DannRandall LeminMartin RoydsAlan WalkerJulia MckayDavid HilhorstBill PigottPeter Pigott

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SEL- SRCMA Landcare and LLS Transition Report Nov 2013

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