Local Land Services transition

A Transition to South East Local Land Services

The Southern Rivers region, located in south-east NSW, covers an area of 32,000 km2 from Stanwell Park in the north to the Victorian border in the south.  The region extends westward to include the catchments of the Snowy, Genoa and Shoalhaven Rivers and extends three nautical miles out to sea to the east, including 698 km of coastline (40% of the NSW coast).

The current economic prosperity of the Southern Rivers region is dependent on natural resources.  Nature-based tourism is a significant contributor to the region’s economy, providing over $1.5billion annually to local and regional economies. The food and fibre industry is valued at over $200million annually. The coastal plains support a range of profitable primary production enterprises, particularly oysters, fishing, dairy and beef.  The tablelands are dominated by grazing enterprises that support wool, prime lambs and beef.

For Aboriginal people, the social, economic, biophysical, cultural and spiritual aspects of the Southern Rivers region are inextricably linked.  Aboriginal people of the region have a unique and long-standing relationship to their country.  ‘Country’ is everything related to the land and water, including access and use, spiritual and cultural heritage.  There are many Aboriginal groups within the region with four language groups and several dialects.

A landscape based approach to service delivery

Whilst Southern Rivers Catchment Management Authority (CMA) sets goals, strategies and targets at a regional level, it recognises that the diverse social, economic and natural resource characteristics of the region require an approach to strategy development and service delivery that meets the varied needs across the region.

To achieve this, Southern Rivers CMA has adopted a landscape based approach to service delivery. Each of the three landscapes of the Southern Rivers region is defined by it’s unique combination of social, economic and ecological characteristics (e.g. landform, land use and social structures).

Three landscapes have been identified across the Southern Rivers region (refer Figure 1).  These are: the South Coast, encompassing the broader Shoalhaven and Illawarra areas; the Far South Coast, encompassing the broader Eurobodalla and Bega areas; and the Tablelands, encompassing the broader Monaro and Upper Shoalhaven areas.

2013-14 – a year of transition

2013-14 represents a year of transition from the Southern Rivers Catchment Management Authority (CMA) to the South East Local Land Services (LLS) Board. The period of 1 July to 31 December 2013 is the first stage of this transition, with the integration of the agricultural extension and the CMA staff into the Southern Rivers CMA – Agricultural Extension (CMA-Ag) organisational structure.
The second and final stage of transition is the integration of the Livestock Health and Pest Authority (LHPA) staff with the CMA-Ag staff into South East LLS.

The Board of Southern Rivers CMA will continue to operate until 31 December 2013. The four Ministerial appointed Board members to the South East LLS Board will be made during this period, with the remaining three ratepayer elected Board members being appointed by 31 March 2014.

This year will also see significant change to State government agencies, including the NSW Department of Primary Industries (DPI) and the NSW Office of Environment and Heritage (OEH), who are key partners in the implementation, monitoring and reporting of programs and projects.

An investment program that supports the transition to South East Local Land Services
South East LLS will be a single regional provider of services for agricultural production, natural resource management, biosecurity and emergency management across NSW. It will deliver efficient and effective services to the landholders, rural industries and communities of the region through a new integrated service delivery model.

Southern Rivers CMA recognises this and has identified the period of CMA-Ag as a critical opportunity to build the foundations of a new service delivery model. The transition from CMA to CMA-Ag is being used to:

  • Establish an organisational structure and staff team that is consistent with the intent of LLS
  • Establish an investment program that is consistent with the intent of LLS
  • Build an organisational culture that is based on the strengths of the existing CMA and DPI cultures
  • Foster key partnerships that will underpin the success of LLS

The key objectives for the 2013-14 Annual Implementation Program are to:

  • Build the foundations of a new service delivery model that will position the South East LLS Board with the maximum opportunity to achieve and demonstrate success, and to
  • Support the effective amalgamation with LHPAs in 2014.
  • Commence the implementation of the upgraded Southern Rivers CAP

Four key investment programs have been assigned to deliver against the 13 state targets. These programs are:

1. Landholder and Community Resilience Program

The objectives of this program are to deliver a clearly defined level of service and support for landholders and groups across the region, providing front line agriculture and natural resource management services. This program recognises the need for LLS to be able to demonstrate that they have been able to provide effective support to those landholders, groups and partners who seek advice to improve their management of land and water resources. Services will be delivered across the region to ratepayers, Landcare and Aboriginal community groups and other partners, and includes the provision of native vegetation extension services.

This program primarily implements targets in Pillar 1 of Southern Rivers CAP, with a focus on building the knowledge and skills of landholders and community on their use and care of natural resources.

2. Profitable and Sustainable Farming Program

The objectives of this program are to deliver services to priority primary industries, services that support the implementation of practices that increase the profitability and sustainability of industries and enterprises. This program recognises the need for LLS to be able to achieve and demonstrate successful delivery of services to key industry partners, and demonstrate effective commitment and support to the $200M food and fibre economy of the region.

Services will be negotiated with industry partners and delivered at the enterprise scale, tailored to meet the needs of each industry and enterprise. The priority industries are grazing, dairy and aquaculture, with a focus on meeting the whole of enterprise needs of those industries.
This program primarily implements targets in Pillar 1 of Southern Rivers CAP, but also supports the achievement of Pillar 3 targets.

3. Resilient Land and Seascapes Program

The objectives of this program are to deliver services that achieve strategic and landscape scale changes to the condition of priority natural resource assets. This program recognises the need for LLS to be able to clearly demonstrate that natural resource management investments are well targeted, achieve results and demonstrate an efficient use of public monies.

This program primarily implements targets in Pillar 3 of Southern Rivers CAP, with strong demonstration on how these investment support community and economic outcomes, particularly supporting the $1.5b pa nature based tourism economy of the region.

4. Adaptive Management and Governance Program

The objectives of this program are build and sustain the core infrastructure and decision making processes that will underpin effective governance and enable adaptive management to be fully integrated into program delivery. This recognises the need that the LLS will be required to demonstrate: the application of evidence based decision-making; open, transparent and balanced decision making; efficient client servicing; and report on the achievement of outcomes.

This program primarily implements targets in Pillar 2 of Southern Rivers CAP, as well as meeting key organisational priorities such as communications and internal capacity.

Achieving State-wide outcomes

Each of the four investment programs have been assigned to the State-wide targets, providing a framework to report on the effectiveness of LLS service delivery in achieving State-wide natural resource management targets.
In addition to these targets, Southern Rivers CMA will also be achieving results against a number of the goals in NSW 2021, by delivering economic, social and governance outcomes.

Local Land Services transition doc