Strengthening Governance

Landcare NSW’s Commitment to Risk Management

Landcare NSW is proud to announce a significant milestone in our journey toward enhanced governance: the introduction of our Risk Appetite Statement. This strategic initiative reflects our dedication to maintaining the highest standards in managing the various risks we encounter, ensuring we remain aligned with our mission of supporting local communities and environments to flourish.

Our Risk Appetite Statement, as outlined in the recent board meeting, is a comprehensive framework that defines the levels of risk we are prepared to undertake in pursuit of our strategic objectives. It aligns with the principles emphasized by the Governance Institute of Australia and the Australian Institute of Company Directors, integrating recognised governance standards into our organisational practices. By clearly defining our risk thresholds, we can confidently pursue innovative initiatives that drive growth and impact while safeguarding our resources and reputation.

The document covers various types of risks, including financial, reputational, technological, and strategic risks. For instance, we maintain a low-risk appetite for the irresponsible use of financial resources and a zero-tolerance approach to legal non-compliance. Conversely, we have a high appetite for exploring new revenue sources within reason, reflecting our entrepreneurial spirit and commitment to financial sustainability. This is particularly important as Landcare NSW transitions to a more self-sustaining financial model, reducing reliance on government grants and diversifying our funding streams.

The Risk Appetite Statement provides specific risk tolerances that act as benchmarks for our daily operations. These metrics help us manage financial sustainability, technological advancements, member engagement, and community impact with precision and accountability. For example, operational costs should not exceed 70% of the total annual budget, and member retention should aim for a minimum of 85% annually.

Governance and oversight are integral to this framework. Our Board and CEO share the responsibility of adhering to the Risk Appetite Statement, with regular monitoring and annual reviews ensuring our risk management practices remain robust and responsive to any changes in our operational landscape. This governance tool aligns risk-taking behaviour across various facets of the organisation, translating broad principles into actionable metrics that can be monitored and managed in real time.

For our members, this initiative underscores our dedication to creating a secure and thriving environment for all Landcarers. It reassures you that we are taking deliberate steps to protect our shared interests and enhance the effectiveness of our collective efforts. For our government stakeholders, the adoption of the Risk Appetite Statement signals our unwavering commitment to accountability and transparency. It highlights our proactive approach to risk management, aligning with best practices and standards set by leading governance institutions.

As we move forward, the Risk Appetite Statement will be a cornerstone of our strategy, guiding us in balancing innovation with prudent risk management. This approach not only fortifies our position but also ensures that we can continue to deliver meaningful outcomes for our communities and the environment. Together, we are building a resilient and forward-thinking organisation, well-equipped to tackle the challenges and seize the opportunities that lie ahead.

Thank you for your continued support and dedication to the Landcare movement.

For more information on our Risk Appetite Statement and how it shapes our operations, please contact us at enquiry@landcarensw.org.au.

Landcare NSW Embarks on Governance and Strategy Check-up

Landcare NSW is excited to announce the commencement of a “Governance & Strategy Check-up” project. This initiative comes as we take stock of the governance changes implemented two years ago and navigate the final two years of the Landcare Enabling Program.

We have contracted with Randall Pearce of THINK: Insight & Advice to facilitate this dual process. Randall is not only an expert in not-for-profit management and governance but he knows Landcare and Landcare NSW well.

Key Highlights:

Extensive consultation with stakeholders, including interviews and focus groups.
Strategic planning to diversify revenue sources and ensure financial sustainability.
A critical State Advisory Council (SAC)/Board Forum in November to co-design and sensible further governance changes with the State Advisory Council and the Board.
Hosting three in-person workshops across the state for broader engagement.

Strategic Planning: With potential reductions in government funding, our next strategic plan will almost certainly focus on securing our financial self-sustainability. Randall Pearce will conduct key informant interviews with stakeholders, including government partners, NRM associations, thought leaders, and potential corporate sponsors. This comprehensive approach will culminate in a day-long planning session in September, involving the Board and selected guests, to chart the future course for Landcare NSW.

Governance & Membership: Building on the transformative 2022 governance reforms he supported Landcare NSW to undertake, Randall will conduct four focus groups with local and regional Landcarers to understand the impact of the reforms from your perspective. He will also enquire about your membership structures and how we might better connect local groups with your State Peak. This initiative will include a ¾ day State Advisory Council (SAC)/Board Forum in November to consider sensible next governance steps. Insights from this forum will inform a discussion paper for local groups to consider further with an aim to strengthen Landcare NSW as your representative and to better support our groups.

Further Consultation: We are also planning three in-person events across the state later this year to socialise the strategy and co-design new and improved governance arrangements.

We believe this collaborative and inclusive approach will ensure the continued success and sustainability of Landcare in NSW. Randall Pearce’s expertise and deep understanding of Landcare NSW will guide us through this period.

We invite all members to actively participate and share their insights, ensuring that our community’s needs and perspectives are at the heart of our future plans.

Stay tuned for updates on this exciting journey towards a stronger, more sustainable Landcare NSW.

Please reach out to our office for further information:

Phone: 02 8339 4816

Email: enquiry@landcarensw.org.au

New Governance System for Landcare NSW

Landcare NSW has announced a new governance structure which will come into effect from 1 July 2022 resulting in an enhanced democratic and transparent system for the organisation.

The new structure provides a renewed commitment to governance that continues to place the grassroots Landcarers it represents at the heart of all Landcare NSW does with clear lines of accountability and transparency.

Over a 20-month period, Landcare NSW consulted widely across the State and has modernised its governance arrangements by approving a new constitution at a Special General Meeting in November of last year.

Landcare NSW Chair Stephanie Cameron said: “By staying true to the intent behind forming Landcare NSW in 2007, we have confirmed the purpose of Landcare NSW is to act as a ‘resource advocate’ for local Landcare Groups.

“Throughout, we have struck a balance between good governance at the State level and providing local Landcare Groups the flexibility they need to deliver bespoke on-ground works,” said Ms Cameron.

Key features:

Landcare NSW will be incorporated as a company-limited-by-guarantee and implement a new Constitution effective 1 July 2022
An independent skills-based Board will be created with a seat reserved for an Aboriginal representative
A Governance Charter will be enshrined
Robust nominations and democratic elections processes will be implemented
Eleven Regional Bodies with boundaries aligned to those of NSW Local Land Services regional boundaries are being established
A State Advisory Council will be formed to facilitate information-sharing and coordination between the Regional Bodies (and the grassroots Landcare groups and Networks/Districts they represent) and the Landcare NSW Board
Terminology used to describe the structure of Landcare in NSW will be clarified to make it more understandable to members and stakeholders.

Landcare NSW Chair Stephanie Cameron said, “I would like to express my appreciation to our Landcarers for joining us on this journey. I believe by reviewing and updating our governance system so it is fit for purpose we will have strengthened Landcare NSW to prepare well for the future.”

Landcare NSW CEO Turlough Guerin said, “The new governance structure and processes will bring renewed organisational clarity to Landcare NSW. Our team has already commenced the work to support the transition and our first Board elections. I very much look forward to engaging with our Board of Directors and State Advisory Council representatives.”

The new system is coming into effect from 1 July 2022 and there are arrangements district networks and regional bodies will need to undertake to make the transition as smooth as possible. Further information specific to the needs of groups will be sent out in the weeks that follow.

For further information contact:

Jodie Lovell
Landcare NSW Communications
communication@landcarensw.org.au

August Update – The Governance Project: Connecting Up Landcare

Landcare NSW is currently undertaking a Governance Project to review the governance system and ‘connect up’ the many elements that make up the Landcare NSW community.

Work began in late 2020 with extensive research to understand the current system and identify areas for reform. There has been in depth discussion with the Council of Landcare NSW and engagement with the Landcare community via online regional workshops. There is broad-based support for the project all across the State.

Landcare NSW thanks the regional leaders who have engaged in the process so far for their valuable feedback and insights. In response to members feedback, the propositions for change have evolved to ensure the system is co-designed with input from the Landcare community.

Engagement will continue in the coming months with a second round of regional consultations led by Landcare NSW Chair Steph Cameron to ensure everyone feels comfortable moving forward and to work through the remaining issues with a couple of regions.

The project is being facilitated by Randall Pearce of Think Insight Advice. Randall consults to not-for-profit organisations across Australia and has worked with Landcare NSW since 2014.

All feedback is welcome and we encourage all Landcarers, especially those on committees and in leadership roles, to engage with this project. If you have questions or comments, please contact administration@landcarensw.org.au

The Governance Project: Connecting Up Landcare

By Landcare NSW CEO, Dr Adrian Zammit

This article by Dr Adrian Zammit, CEO of Landcare NSW, is about a project that has been initiated to review the governance system for Landcare in the state of NSW.
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Landcare NSW is implementing a project to review our governance system and ‘connect up’ the many elements that make up the Landcare NSW community.

Landcare has grown organically. Our community consists of individuals, local groups, regional organisations, paid staff, volunteers and, since 2007, the state peak body of Landcare NSW.

Building a community movement that is relevant to current conditions and able to make the most of opportunities while holding steady through hard times, is no easy feat. However, we are following in the footsteps of some of Australia’s best known volunteer organisations which started as a local response to an identified need and have grown into large, stable institutions.

The Country Women’s Association was formed nearly 100 years ago. Surf Life Saving is even older, dating back to 1907, and the first organised volunteer bushfire brigade was formed in 1900. These iconic organisations continue to evolve and adapt to changing circumstances while retaining their core values and mission.

Landcare is young in comparison, starting out in the 1980s, nevertheless renewal is critical to ensure we are fit for the future.

A strong governance system will help us fulfil our vision to nurture a volunteer movement that provides a way for all Australians to participate in caring for our land and natural resources.

Landcare NSW’s Governance Project is being facilitated by Randall Pearce of Think Insight Advice. Randall consults to not-for-profit organisations across Australia and has worked with Landcare NSW since 2014.

Work began in late 2020 with extensive research to understand the current system and identify areas for reform. There has been in depth discussion with the Council of Landcare NSW and engagement with the Landcare community via distribution of a Discussion Paper and online meetings. Engagement will continue in the coming months to ensure changes are made with the knowledge and support of the Landcare community.

By ‘governance’ we do not just mean the Executive Committee or Board of Landcare NSW but all the elements that make up how we organise and govern ourselves: the LNSW Council, regional and district Landcare organisations, the muster and the member groups of Landcare NSW.

Our starting point was to consider whether our system reflects governance best practice. We asked ourselves: is our system fit-for-purpose, clear, efficient, accountable, and transparent?

We reflected on how, in embarking on a reform process, we can stay true to the grassroots nature of Landcare and ensure the voices of Landcarers at all levels are heard, from the local paddock to the State Peak.

Our discussions around the Landcare NSW Council table point to a growing consensus around the need for reform. This is a large project with many dimensions that will be discussed extensively in a range of forums over the coming months but some key issues and questions are emerging.

There is strong agreement in Council that doing this work is critical if Landcare is to survive and grow.
Our future is linked to our success in attracting investment from a range of sources. An exemplary governance system is essential if the Landcare movement is to receive funds from donors, funders and investors.

For Landcare NSW to have legitimacy as the state peak body, we must have a governance system that ‘connects up’ the many elements that make up the NSW Landcare community. Through having a strong state peak, Landcarers can focus on local projects and priorities while we work at the state level to raise awareness of your work and secure more recognition and resources.

With the rapid growth of the past few years, it is timely to look at the role of, and relationship between, Landcare NSW’s Executive Committee, Council and muster, and to consider membership of each of these bodies.

Given the challenges facing our volunteer leaders, are the roles on these bodies ‘do-able’ for busy volunteers? Is our system understandable to Landcarers and others who deal with us? If not, how can it be simplified? Do our representatives have sufficient mandate and profile in their regions? Are there conflicts of interest issues? Do we have the right mix of skills and representation? What is the role of the Council vs the Executive Committee? How can we strengthen our regional organisations and align our representative boundaries more closely with our government funders?

These are some of the many questions under discussion as part of this major project. These issues will be discussed in detail at the May Council meeting. An in-depth regional consultation process will follow in July. You can read the Governance Project – Connecting Up Landcare NSW – Discussion Paper here. Additional resources are available on the Landcare NSW Members Portal here.