Establishing the Central Tablelands Regional Landcare Network
This case study explores the establishment of the Central Tablelands Regional Landcare Network, detailing its journey from a concept to a fully operational, incorporated organization. It highlights the collaborative efforts of five local Landcare networks, the successful securing of major funding, the employment of regional and local coordinators, and the development of key operational systems. The case study also reflects on the challenges faced, lessons learned, and future goals as the network continues to strengthen regional Landcare efforts and support landscape-scale environmental projects.
Capacity to Deliver - LEP23-035_RLC-02
The issue
Over eight years ago, the concept of a Central Tablelands Regional Landcare Network was established. The idea was to create a collaborative network of smaller Landcare groups that would be stronger together. This collaboration would not only improve their chances for funding but also enhance their ability to share resources, knowledge, and projects. By working together, they could shift from focusing solely on local issues to tackling regional-scale projects with entire landscapes in mind. Additionally, shared efficiencies would reduce costs for smaller groups and minimize duplicated efforts, particularly in administrative tasks.
The solution
The establishment of the NSW Landcare Program (2019-2023) was pivotal in formalizing the concept of a regional Landcare network. A key step forward was the creation of a Regional Landcare Coordinator role and a Regional Steering Committee made up of representatives (chairs or committee members) from the five local networks. This ensured that local voices from grassroots Landcare groups were heard at the regional level, providing both advocacy and effectiveness.
In 2022, the Central Tablelands Regional Landcare Network took a major step by writing its constitution and becoming an incorporated association under NSW Fair Trading. By 2023, the Steering Committee decided to apply for the NSW Landcare Enabling Program grant as a single regional entity, rather than as five separate groups. This collective approach was successful, securing funding for 6.75 full-time equivalent (FTE) positions. As a result, a Regional Landcare Coordinator, a Regional Administration Officer, and seven local Landcare Coordinators (working part-time or full-time) were employed.
To maintain the autonomy of the local networks, an auspicing agreement was established between each local group and the regional network. This was necessary as the regional network was not yet fully equipped to support paid staff on its own.
Within six months of receiving the grant funding, the Central Tablelands Regional Landcare Network had achieved significant milestones. This progress was only possible due to the collaboration of the five local networks and the dedication of volunteers, who contributed considerable time and effort to the decision-making process. It is estimated that the Regional Steering Committee alone contributed 566 volunteer hours, though the actual figure is likely higher. According to the Centre for Volunteering’s Cost of Volunteering Calculator, which values volunteer time at $43.27 per hour, these volunteers contributed an estimated $24,491.82 AUD over the past 12 months to establish a functioning regional network
The impact
The first major achievement of the Central Tablelands Regional Landcare Network was the successful application for the Landcare Enabling Program grant, securing over $2.6 million to fund local and regional coordinators, as well as an administration officer. Following this, the network obtained $60,000 from the NSW Biodiversity Conservation Trust under the Private Land Conservation Matters program. This funding supported the delivery of seven workshops across the region, raising awareness of conservation on privately owned land.
Another key success was the collaboration with the Odonata Foundation, which provided 18 eDNA water sampling kits, valued at over $7,200. These kits were distributed across the region, allowing the local networks to run a region-wide project, further strengthening community engagement and environmental monitoring efforts.
Behind the scenes, within just six months of receiving the grant funding, the network established a solid operational foundation. This included setting up bank accounts, obtaining a tax file number and Australian Business Number (ABN), establishing taxation and payroll systems, and securing a non-profit Microsoft account with SharePoint for collaboration. Additionally, a strategic plan was developed, a website was launched, social media pages were created on Facebook, Instagram, and LinkedIn, and a comprehensive communications strategy, along with necessary policies and procedures, was put in place.
While these accomplishments mark significant progress, there is much more to be done. The network is now aiming to achieve Deductible Gift Recipient (DGR) status through the Australian Charities and Not-for-profits Commission (ACNC). The focus will also be on key operational milestones, including succession planning, securing long-term funding, leveraging partnerships, and continuing to advocate for Landcare. At the same time, efforts will be made to further streamline operations, reduce duplication, and enhance the efficiency of day-to-day tasks. In October, the Regional Steering Committee and Coordinators will meet to plan future projects, ensuring the network is prepared for future grants.
Key facts
- Over 500 hours of volunteer time contributed
- Volunteer time valued at $24,491.82 AUD
- Steering Committee meetings: 252 hours
- Regional chair attending state meetings: 104 hours
- Regional face-to-face meetings: 126 hours
- Secured over $2.6 million in funding through the Landcare Enabling Program grant
- $60,000 in funding from the NSW Biodiversity Conservation Trust for seven conservation workshops
- Collaboration with Odonata Foundation provided 18 eDNA water sampling kits valued at over $7,200
- Employed 6.75 FTE across regional and local Landcare roles
- Incorporated under NSW Fair Trading in 2022
- Strategic plan, communications strategy, and policies developed within six months
- Established banking, taxation, payroll, and IT systems, including a non-profit Microsoft account and SharePoint for collaboration
- Active social media presence on Facebook, Instagram, and LinkedIn and website launched