Buloke and Northern Grampians Landcare Network Strategic Plan 2019-2024 Buloke and Northern Grampians Landcare Network 2 BULOKE AND NORTHERN GRAMPIANS LANDCARE NETWORK CHAIRPERSONS FOREWORD CHAIRPERSONS FOREWORD Strategic plan 2019-24 It is with pleasure that I write this foreword for the Buloke and Northern Grampian’s Landcare Network’s Strategic Plan 2019-24. I have been involved with the Network since its launch at Coonooer Bridge late in 2002 and have been its Chairperson since late 2014. In that time I have watched it develop into a highly successful organisation with a strong record of achievement. This Strategic Plan looks to build on This strategic plan has been prepared Broadly, this would include strategy and that record and take the Network under the auspice of the Steering planning, resourcing, organizational forward to meet the challenges and Committee in collaboration with resilience, stakeholder communication, opportunities of the next five years. member groups, and with funding corporate governance, HR, compliance, provided through the North Central quality, health and safety, business The Network enjoys a well-deserved Catchment Management Authority continuity, crisis management and reputation within the Landcare and as part of Victorian Government’s security. natural resource management sector, Community Landcare Grants Program earned through its committed support and the Victorian Landcare Support However, the plan exists as a living and the leadership it has provided to Strategy. document that allows for adaptation its 22 member groups. Over this time, and improvement at the action scale, it has also worked effectively with all Apart from general and contextual and so is flexible enough to be able to levels of government, with agencies, information, the plan contains key adjust the organisations direction in with individuals, and with numerous strategies and actions that will response to a changing environment and diverse community organisations. contribute to the Network’s vision – whether physical, social, economic, Together, these partnerships have of capable, well-connected, well- regulatory or political. delivered enormous environmental resourced, well-supported independent and sustainability benefits that autonomous groups united in a At its core, the plan is intended to are contributing to real and lasting community of practice, engaged in all ensure the Network remains an landscape change. levels of natural resource management, effective service organisation to its and actively bringing about positive member groups and continues to In applauding the Network’s resource condition change. provide essential support these groups. achievements, I would like to acknowledge the contribution of The plan sets out the organisations I look forward to the next five years and the Steering Committee – most of priorities and objectives and will be the positive changes that the Network whom have also been there since based on the dynamic of remaining and its member groups will continue to the beginning, but all of whom are relevant, responsive and supportive to make in building resilient landscapes committed to grassroots Landcare and our member groups (the grassroots) and resilient communities through its ethics. whilst contributing toward and being Landcare and other land management guided by the Landcare and Public and agriculture groups I would also like to acknowledge Outcomes articulated in the Victorian the contribution of the Network’s Governments Landcare Support Plan facilitator. The position is currently Program Logic. Ken Coates held by Kevin Spence, but there is also a strong recognition amongst both The plan adopts a risk management Chairperson Landcare members and government approach based on the current BNG Landcare Network that facilitators and coordinators are and revised Risk Management ISO April 2015 a strong and essential component of Standard 31000.2018. This approach Landcare support, and that community facilitates the Network to base our volunteer groups need ongoing access decision making on the risk factors and to professional support to maintain opportunities that impact directly on their local capacity into the future. meeting our objectives and needs. 2019-2024 STRATEGIC PLAN 3 Chapter title CONTENTS CHAIRPERSONS FOREWORD 2 Strategic plan 2019-24 2 SECTION 1: WHO WE ARE 4 Introductory Statement 4 Statement of Purpose 5 Strategic Context 5 Background 6 Where Are We Now? 8 Precis of Landcare Support Activities 9 SECTION 2: GEOGRAPHIC AND HISTORICAL CONTEXT 10 Introduction 11 Land Use 12 Indigenous Cultural Heritage 12 Post Colonisation Settlement 13 Location and Climate 14 Avoca Catchment 15 Avon Richardson Catchment 18 Key Assets 19 SECTION 3: GOVERNANCE AND ORGANISATIONAL STRUCTURE 21 Overview 21 Steering Committee 22 Landcare Facilitators 23 Member Groups 24 Collaborative Organisations and their Strategic Objectives 26 Stakeholders 31 Junior Landcare 31 SECTION 4: OBJECTIVES AND STRATEGIC DIRECTION 32 Introduction 32 Key evaluation questions for Monitoring, Evaluation, Reporting and Improvement (MERI) Plan. 33 Objectives, Opportunities, Risks and Broad Strategies 34 Key Work Plan Actions 44 4 BULOKE AND NORTHERN GRAMPIANS LANDCARE NETWORK Chapter title SECTION 1: WHO WE ARE Introductory Statement The BNG Landcare Network has a membership of 20 Landcare and other groups generally located across those areas of the Shires of Buloke and Northern Grampians that lie within the North Central Catchment Management Authority region. It is roughly centered on both the catchments of the Avon- The network provides wide and versatile support, including: Richardson River System, and the catchments of the Upper and Middle Avoca River. • assisting and providing advice with the preparation of funding/sponsorship applications The Network’s purpose is to support community-based Landcare, and the building of sustainable rural communities • assisting with monitoring, reporting and evaluation. and a healthy, diverse and productive environment. • facilitating group and network strategic planning While its primary membership is Landcare groups, the • facilitating and developing new and existing partnerships Network works with many other groups, organisations and and collaborations individuals with their work to undertake and promote • assisting access to resources and information • best practice land, water and resource management • facilitating group and network training • sustainable and profitable farming • advocating for Landcare and regional issues • environmental stewardship and conservation • providing some executive and administrative support • community health and well-being • acting as a two way conduit between the grass-roots community and government • promoting and communicating the Landcare ethic • facilitating volunteer engagement in Landcare • assisting with the organisation and coordination of events The Network is overseen by a Steering Committee with its day -to-day to operations carried out by a paid part-time coordinator funded through the Victorian Government’s Local Landcare Facilitator Initiative. Photo: Donald Primary School at Little Lake Buloke 2019-2024 STRATEGIC REPORT 5 Who We Are Statement of Purpose Strategic Context Vision Statement From a strategic perspective the BNG Landcare Network has an important function in acting as Capable, well connected, well resourced, well supported a nexus between grassroot groups, the wider independent, autonomous groups united in a community community and government, helping to: of practice, engaged in all levels of natural resource management, and actively participating in bringing about • Maintain essential partnerships positive resource condition change. • empower groups Mission Statement • raising local landscape and natural resource To provide the structure and pathways that will ensure all management issues onto regional, State and member groups within the network area have equitable Federal agendas access to support, information and resources allowing groups to contribute positively to resource condition change • promote and disseminate information on regional, and to the development and self-determination of their own State and Federal programs and initiatives communities • align the priorities and intentions of local Objectives communities with regional, State and Federal policy and strategy • To support and coordinate its member groups in effective NRM • encourage and steer increased investment into the region (from both the public and private • To attract and secure funding from investors (both for sector) the Network and for its members) • promote best management practice in natural • To identify and locate resources (both for the Network resource management and for its members) • To facilitate knowledge brokering and information exchange (including training and skills development) • To assist groups and individuals negotiate the regulatory and bureaucratic environment • To promote and publicise the Landcare message • Build partnerships and develop the Network, both locally and abroad • To maintain an alliance of Independent, autonomous groups working collaboratively in an inter-dependent reality • To deliver programs/projects as intended and/or contracted • Maintain a paid coordinator CAPABLE, WELL CONNECTED, WELL RESOURCED, WELL SUPPORTED INDEPENDENT, AUTONOMOUS GROUPS 6 BULOKE AND NORTHERN GRAMPIANS LANDCARE NETWORK Who We Are Background The BNG Landcare Network includes amongst its member group the Winjallok Landcare Group