There are 8 people on the steering committee and they have been wanting an Aboriginal person for some time to sit on their committee. I have introduced Elisabeth Smith to the committee and Barbara Lindly is guiding Elisabeth through the process.

This is something to consider. It would need to have a well considered work plan to ensure focus remains on Landcare for the days funded.

We are guided by the needs of the network or region and will depend on funding allocation overall.
Finer details are yet to be worked out.

There are several stages of RAPs with a Reflect RAP being the first step. This is where we are on our journey. This outlines what we want to achieve in a year long journey before we progress to the next step. Most organisations will progress through the different stages of the RAP framework. Find out more about the different RAPs on Reconciliation Australia’s website https://www.reconciliation.org.au/reconciliation-action-plans/

First Nations people are connected to Country. It is not Landcare’s role to build Aboriginal connection to Country as this already exists. I (Kath) believe our challenge is to better understand the importance and the value of First Nations connection to Country and to understand and respect this deep connection. By listening to and being guided by First Nations people we can better understand the Country on which we work and learn to understand what Connection to Country really means.

This is currently being considered and a costing framework is not yet developed.
Initial thoughts maybe $100 to $150 per meeting but each Landcare group when applying for a grant should incorporate a fee in that grant

As the Aboriginal Engagement Manager I have been visiting all groups that participated in the small grants and asking how their connections are going and what assistance they need connecting to their local Aboriginal groups.
I liaise with the local LALC and invite them to meet with their local Landcare group/s.
The Landcare group drives this engagement from here on by organising a meeting.

Involvement is growing but minimal at this time but I expect to expand that involvement in the next program.

As the Aboriginal Engagement Manager I do believe a male and female would be ideal in delivering a better outcome for the program.
This may not be practically possible but worth considering and complementing existing LLS Aboriginal staff.

Mel Tya received a grant to deliver the project. Mel was working four days a week as the Regional Community of Practice Coordinator for the NSW Landcare Program, so this became her fifth day. Mel was a ranger for NPWS prior to this role, and felt she needed to do something on the ground. Applying for this funding was much like most of the coordinators who apply for grants, so they can keep project managing. It's about giving the kids the best we can, and creating a community that supports them and helps them to achieve their goals.

It will be as one of the deliverables is a teachers' kit. I have a workshop with teachers, students and other stakeholders on the 15th of June to help finalise the project and after that we will produce the kit. In the last two terms, we will actually get the teachers delivering the program whilst mentoring their peers.

We were doing one day per week. We'd start with Gumbaynggirr learning, then we'd do art therapy, planting veggie gardens, bush regen, darts with maths and then we end with nature journalling or primal games. We were trialling what would work. The aim now is to teach the teachers how to teach this way. All lessons are outside and the teachers come to the students, not the other way round. We are trying to break down the silos, so that the learning is project based and cross-curricula.

There is a workshop planned for the 15th of June with the students, teachers and other stakeholders such as LLS, DPI, NPWS, LAL etc. The concept for this project is also for the students to engage in meaningful learning and to help realise some of the government's priorities. For example, one of DPI's priorities is Cane Toad control and as such we will weave this into the curriculum. LLS is working on the koala strategy, so we will see how we can assist in this space. Potentially this is growing koala habitat trees etc.

Most opted in however some did not. The reasons varied, but what we did learn is that they all loved getting their hands dirty and cutting down large privet trees. In our first term we did a lot of bush regen. When we removed the bush regen component and replaced it with art therapy, some of the students left. It was also great to see some of the students going out on their own and leaving their peer group. One girl actually said, it was really great, because she learnt how to deal with peer pressure. It was also funny to see some of them who opted out, keep turning up at random times.

The Clontarf Academy is only for Aboriginal male students and requires additional funding.
Our aim is to completely transform the way education is delivered in NSW. We have an environmental crisis, and we have a willing green army. We just have to connect the dots. Our education system is stuck in the industrial age. It needs to be radically overhauled. We need to stop grading students and making them feel worthless. We need to work on their strengths and teach them how to collaborate and how to innovate and to think critically and to work as part of a team. We also need to teach them how to grow and cook food. This is what we are trying to achieve. Mel has been a high school teacher, a NPWS ranger and now she gets to see what is happening in the rest of NSW. I am really excited about where this is going.

LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available as soon possible, hopefully by early July.

We are hoping for funding to be provided through the September budget. In the interim, LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available as soon possible, hopefully by early July.

The strategic business case was based on 72 full-time equivalent (FTE) Local Landcare Coordinator (LLC), 12 FTE Regional Landcare Coordinator (RLC) roles and 6 x 0.6FTE Aboriginal Landcare Officers (ALO).
The application process will be a regional submission.

CAT will continue to operate and should be used until a replacement system is made available (estimated Q1 2024).

Although RALFS or now Sustainable Agricultural Officers (SAFs) are not part of the NSW Landcare Program scope, we will continue to work with them in the new Program.

The strategic business case included LLC, RLC and ALO salaries plus 2.5% CPI and 23% oncosts.
The funding is primarily for the salaries of these positions, not specifically for office travel for coordinator.

LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July.

We appreciate this is a challenging time. LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July

We appreciate this is a challenging time. LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July

Great point and something we need to consider in the recruitment and resourcing of the new program.

We are hoping for funding to be provided through the September budget.
In the interim, LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available as soon possible, hopefully by early July.

The Program Team have already commenced discussions with Landcare Australia around any potential cross overs with Landcarer and a new fit for purpose system for the new program. This will be considered in the digital uplift process.

We are hoping for funding to be provided through the September budget.
The strategic business case included LLC, RLC and ALO salaries plus 2.5% CPI and 23% oncosts. LLCs were based on $80k base for LLCs (excludes on costs) and $95k base for RLCS and ALOs.

Although RALFS or now Sustainable Agricultural Officers (SAFs) are not part of the NSW Landcare Program scope, we will continue to work with them in the new Program.

Yes. All presentations will be made available on Gateway under State Gathering tab.

$1m was identified for the Strategic Business Case (SBC). A review of the key components within the SBC is underway to ensure appropriate funding is provided to each component.

We appreciate this is a challenging time. LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July.

We appreciate this is a challenging time. LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July.

Any organisation that hosts an employee must have good governance, especially if receiving Government grants. As a guide, the maximum hourly rate for LLCs is $45/hour, $55 for RLCs and ALOs. The rate of pay should be commensurate with the skills and experience e.g., a more experienced coordinator with skillsets presumable would be paid at the higher rate.

Policies such as code of conduct and staff wellbeing will be considered as part of shared services hub.

Full Time Equivalent (ie 5 days per week / 35 hrs)

This may form part of the findings of the digital review project

Reporting on grants will be considered as part of the digital review process

Noted

This question cannot be answered as written. It is unclear.

This may be considered as part of the digital review project.

This is currently being developed and led by Landcare NSW.

Gateway is a good starting point for shared resources especially for Hosts under the 'Shared resources for hosts' tab. Further work needs to be done to have a centralised repository for shared documents.

CAT reporting is provided to coordinators quarterly. Hosts can request CAT reports for their group by emailing landcare.admin@lls.nsw.gov.au or coordinators can access the CAT dashboard via TEAMS. All hosts should have a copy of their financial report as it is the same report for each financial year.

Reporting including a revised case study process will be part of the digital review.

This will be considered as part of the digital review.

The CAT was primarily designed purely as an activity reporting tool for the NSW Landcare Program. Activities identified in a local or regional priority plan should be reflected in the CAT once the activity has been undertaken.

Communication via the landcare.admin@lls.nsw.gov.au and Program newsletter states the reporting requirements which included: Case studies, CAT, annual survey, priority work plans and financial reports at the end of each FY. All of these forms of information are used to evaluate and track the program.

The Governance Health Check is still available on Gateway under Shared Resources for Hosts https://landcare.nsw.gov.au/toolbox/shared-resources-for-hosts/ It has been provided as an optional tool to check your groups governance.

The reports were invaluable to both the Program Team to track progress, as well as the consultant that undertook the economic analysis and strategic business case. Without this data (which was reviewed and cleaned up as part of the process), the $59m request for funding would not have had data to support this.

We suggest reviewing the Reporting Focus Group presentation but essentially all reporting should be fit for purpose, collect only the necessary information and avoid duplication of entry.

As within any workplace, it is important to understand the capacity and capabilities of any team. Setting clear boundaries of work that can realistically be undertaken should be a discussion between the staff member and their employer.

This may be considered as part of the recruitment and resourcing component of the new program.

The program has provided numerous training opportunities for committees including Confident Committees training, and House Paddock's HR bootcamp. There is also a monthly RLC Host Organisation meeting used as a forum to discuss shared challenges and knowledge across groups. There will be a continued focus on supporting hosts regarding HR, IR and WHS matters in the shared services hub - to be developed.

We are currently looking into other perks and benefits associated with the roles including flexible hours, salary sacrificing etc - we hope to summarise this within the coming months.

As within any workplace, it is important to understand the capacity and capabilities of any team. Setting clear boundaries of work that can realistically be undertaken should be a discussion between the staff member and their employer. Clear line of sight of the strategic vision of a group also supports the understanding of what is required from staff and should be reflected in their work plan.

Currently and historically, we understand there is a discrepancy between government-paid roles and NFP roles. The strategic business case included LLC, RLC and ALO salaries plus 2.5% CPI and 23% oncosts. LLCs were based on $80k base for LLCs (excludes on costs) and $95k base for RLCS and ALOs.

Job satisfaction is an individual thing. What one person may deem as satisfying, another may not. The program has done its best to develop a compelling and value for money strategic business base giving the current economic environment, that would also be attractive to government investment.

An allowance for training costs (courses etc) will be covered under PD but the hours to attend would need to form part of standard hours.

Salary sacrificing is being looked at by LNSW however early research suggests that salary sacrificing may only be available to registered Not For Profits with FBT exemptions in place.

Due to changing legislation these templates were deemed to be out of date and therefore removed - we are looking into new templates as part of the shared services / support hub.

The Forever Agenda - Kimberley Boswell: 64 in Community Leaders Academy, 94 in Strategic Planning.
House Paddock - Rebecca Fing: 42 registrations

This has been identified as an important template to be delivered and will be considered in the new program. An exit interview should be conducted when a staff member leaves and include a checklist of necessary information/assets to be handed back and system log ins revoked. It is a requirement that hosts inform landcare.admin@lls.nsw.gov.au when a staff member leaves. The program team, when informed, has undertaken exit interviews with coordinators.

This will form part of the digital review.

We appreciate this is a challenging time. LLS and LNSW are working together toward a seamless transition. We are planning to have transitional funding available to existing hosts with the same FTE and costs as soon as possible, hopefully by early July.

Induction is a shared responsibility. It is the responsibility of the host to induct any staff member into their specific organisation/group. It is the responsibility of the Program to ensure adequate induction is available to new coordinators in the program. It is the responsibility of the coordinator to ensure they undertake these inductions, suggested within the first 4 weeks of commencing in the role.

This has been identified as an important template to be delivered and will be considered in the new program. An exit interview should be conducted when a staff member leaves and include a checklist of necessary information/assets to be handed back and system log ins revoked. It is a requirement that hosts inform landcare.admin@lls.nsw.gov.au when a staff member leaves. The program team, when informed, has undertaken exit interviews with coordinators. Existing induction is available on Gateway https://landcare.nsw.gov.au/toolbox/induction-for-new-coordinators/

Not at present - but this is being looked at as part of the shared services / support hub under the new program.

This was a finding of the focus groups and is being considered as part of the new Program. Existing induction is available on Gateway https://landcare.nsw.gov.au/toolbox/induction-for-new-coordinators/

To ensure a justifiable, transparent and replicable selection process the Project Officer, in consultation with the Steering Committee, created a Landslide Prioritisation Matrix in order to rank landslides based on their impact to threatened species or threatened ecological communities. In short, the extents of all the registered landslides were mapped in ArcGIS using post-flood aerial imagery. The Spatial Analysis process then assigned each landslide a rating between 0-5 for five criteria with each criterion having a distinct weighting in regard to the overall ranking of the landslide. Landslides were then assigned a total score out of 100 and ranked accordingly. The top 50 properties were then selected for the creation of remediation plans.
For Phase 2 of the Landslip Recovery Project, we selected a subset of sites from the 50 remediation plans. This time the focus was specifically on Lowland Subtropical Rainforest. Sites were deemed ineligible for Phase 2 if they were unsafe for works crews to access or work on, were inaccessible without significant earthworks, were impacting on, or had the potential to impact on, public roads or houses or required controlled activity permits or other permissions unachievable in the short timeframe of the project.

Yes! The vast majority of sites could have benefited from some earthworks including minor works like reducing the steepness of the batter and redirecting water off the site. Other minor interventions could be sedimentation and erosion control structures like coir logs or mesh. Many of the slips require significant engineering solutions to stabilise the site. In most instances the cost of these works, and the geotechnical assessments and designs required to carry them out, are too prohibitive.

Not really but you will need a current Working With Childrens Check (WWCC) for the state you are in. An idea of what you want to do, how you are going to do it, what age group or groups you would like to work with Know a little bit about Junior Landcare, what they are doing, what they offer in regard to resources and other connections. Maybe work in with your local school, girl guides, scouts, church group, sporting/community group or your local Landcare group A passion for working with children.

We promote the program at events and in the local media - interested landholders can complete an Expression of Interest form to be involved. We also work with colleagues at Council (they have a Biodiversity Grant Program) to identify properties that they know that may be appropriate.

There are no State Forests in the Tweed, only National Parks - we try to work with National Parks as many sites adjoining National Park estate, but they don't always have time/ funds to contribute.