Strategy & Implementation Plan 2014-2017 - Hastings …€¦ · · 2015-10-25Hastings Landcare Inc. -Strategy & Implementation Plan 2014-17 Page # 7 of 16 The Strategic Planning

Strategy & Implementation Plan 2014-2017

DECEMBER, 2014

Hastings Landcare Inc. -Strategy & Implementation Plan 2014-17 Page # 2 of 16

CONTENTS

Executive Summary………………………………………………………………………………………… 3

Historical & Current Context…………………………………………………………………………… 4/5

Strategy

Vision, mission, values…………………………………………………………… 6

SWOT Analysis & Strategic Goals……………………………………………. 7

Strategic Matrix……………………………………………………………………… 8

Implementation Plan – Key Initiatives……………………………………. 9

Table of Acronyms

LLS Local Land Services

NRM Natural resource management (indicates the broad sense of land management issues across sustainable agriculture, water, soils, biodiversity)

GIS Geographic Information Systems

MERI Monitoring, evaluation, reporting and improvement.


Executive Summary

Hastings Landcare Inc. was incorporated as an association on 5th

May 1997 to represent Landcare groups in the Hastings and Camden Haven River catchments. Through funding initially provided through Commonwealth Government programs, along with state based natural resource management agencies such as the former Northern Rivers Catchment Management Authority and current North Local Land Services (LLS) , Hastings Landcare Inc. is maintaining an office in Wauchope supported by a small staff overseen by a volunteer management committee drawn from both member groups and individuals. Funding program changes over the years have moved the emphasis from group operation to individual involvement and Hastings Landcare has responded by broadening its membership to both individuals and groups to maximise opportunities for all ‘landcarers’.

By 2013, Government funding cuts were implemented and, although some fee-for-service funding was made available by the newly formed Local Land Services department, by June 2014 it was clear that the past operational model needed to change to remain sustainable and prevent staff and committee burn-out.

On 30 September 2014 Hastings Landcare Inc. members met to set a strategic direction that would see the organisation’s future within its own control.

Firstly, delivery of services and projects cannot continue under the old model which provided baseline funding to support the office and staff. Hastings Landcare Inc. must move to a project delivery style of operations where staff are contracted according to project needs for skills, qualifications and ability to deliver results on time and on budget. Thus the organisational structure will need to change.

Secondly, forward planning will be reliant on our estimated success in gaining new funding and setting scenarios for winning any additional funding. The new Commonwealth Government National Landcare Program over the next 3.5 years will be devolved to Local Land Services to distribute to Landcare groups in their region as they see appropriate. Hastings Landcare Inc. will need to strengthen its relationship with its key stakeholders to maximise its potential to win a share of this funding.

Thirdly, to survive in an increasingly competitive marketplace, Hastings Landcare Inc. will need to diversify its funding base independent of government funding. This will mean developing quality project offerings that are attractive to other funders as well as members and investigating alternate sources of revenues such as fee-for-service enterprises and retail products.

This plan sets a path for that to happen. By 30 December 2014 Hastings Landcare Inc. will move to a project delivery structure, utilising Biodiversity Fund and LLS grant funding sources. A focus on efficient and effective governance and management practices will support upskilled staff operating from a resource hub offering valued services to members.

From January 2015 Hastings Landcare Inc. will strengthen its relationship with its current funders, especially LLS North Coast, continuing its lead hosting role in the region. Over the next two years self-determined priority projects will be developed and offered to alternate funders. Independent revenue streams will be explored.

By June 2017 the strategy moves from a total reliance on government funding to part-reliance as other revenue streams start to flow. In the first two and a half years the organisation will focus on high quality project delivery that satisfies our members and provides high return on investment to our government funders. By year 3 the organisation will have developed a service offering that is highly valued by our stakeholders and is offered to alternate funders and our Landcare community, thus ensuring our ongoing existence.

Determination will be needed over the next 3-5 years to perpetuate Hastings Landcare Inc. for the care of our natural environments, their plants and animals, our fresh water and our agriculture.


Historical Context

Landcare began in Victoria in 1986 and grew into a broad-based national on-ground movement that changed land management practices and attitudes to caring for the environment in Australia. The model was so successful at engaging people in the city and the country that Landcare caught on in over 25 countries worldwide.

In the first decade of Landcare it was a highly successful example of a government community partnership. The Commonwealth Government funded hundreds of local coordinators whose take was to form as many local Landcare groups as possible. More than 6,000 groups were formed nationally with 3,600 in NSW alone. State and local government also supported their Landcare groups in varying ways.

One of the keys to success was that the Commonwealth Government did not dictate how the groups should operate. They could be small or large, focus on a particular area or on an area of special interest. They could be incorporated or unincorporated and have members or just ‘Landcarers’ who would help on local projects. As long as the coordinators were in place there was no need for a hierarchical organisational structure.

When the Commonwealth Government rolled back direct funding in 2004 to deliver dollars through regional organisations such as Catchment Management Authorities, the government community partnership began to unravel and with joint Government/Landcare Partnership Committee was disbanded in 2005. By 2007 Landcare groups were looking at what structures they needed to advocate for funding and support the work of local groups as the relationship with CMA’s started to become difficult. In 2007 Landcare NSW Inc was formed to speak on behalf of NSW Landcarers and support their organisational governance. Today there are peak Landcare bodies in each state with the National Landcare network forming in 2009 to speak on behalf of all Landcarers and .act as an advocacy voice for the groups with government.

Regional landcare networks, such as the North Coast Regional Landcare Network, have been established in some regions to consolidate the landcare ‘community of interest’ and to work with State Government regional bodies whose boundaries change from time to time.

Landcare Australia is a separate entity to community based landcare. It is a company limited by guarantee, initially established by the federal government as a body to build the profile of landcare and attract corporate sponsorship.


Current Context

Currently Hastings Landcare Inc. is a member of Landcare NSW and the North Coast Regional Landcare Network that holds the contract for the Regional Landcare Facilitator Program and is developing a partnership MOU with North Coast Local Land Services (NCLLS) for delivery of services.

NCLLS North Coast region is split into 3 socio-ecological landscape systems (SEL’s) within its current Catchment Action Plan, Northern, Central and Southern. Currently Hastings Landcare Inc. is part of the Southern SEL comprising Nambucca, Macleay and Hastings/Camden Haven catchments. Hastings Landcare Inc. acts as a “host” organisation in the southern SEL for distribution of Community Capacity Building grants to the other 2 Landcare networks.

It has been decided by North Coast LLS that this structure is their preferred model for devolving Federal and State Government funding to Landcare groups in the region. Community Capacity Building grants of $80K pa had sustained the base operation of HLC until June 2013 when the grant was reduced to $30K pa and was not useable to fund the running of the office. Currently this funding is delayed awaiting advice from the Federal Government on the timing of the roll-out of funding to the National Landcare Program which will impact on cash flow into 2015.


Vision, Mission & Values

Vision

The results of our efforts will create:

A well-resourced Landcare community that sustains voluntary natural resource management in the Hastings and Camden Haven River catchments.

Mission

We will work to:

To be a resilient support network for Landcarers in our community that

- promotes sustainable land, water and biodiversity management practices - assists landholders with funding, information and training - delivers quality projects that meet local needs - acts as a conduit between the local community and Government for natural resource issues

Values

We will be guided by the principles of:

- Inclusiveness, collaboration, partnering - Apoliticalism (ie non-biased, non-party aligned) - Self determination - Flexibility innovation and adaptation - Responsiveness to different needs and cultures - Clarity of purpose - Localism – within the broader regional, state and national context


The Strategic Planning Survey and Session held on the 30th September, 2014 undertook a SWOT Analysis and identified a series of Strategic Goals.

SWOT Analysis

Strengths Weaknesses

Valued activities and services Professional, approachable people High level of Government funding (recent

years – currently uncertain) Quality project delivery Excellent member communications Good relationship with funders

Lack of resources High dependence on Government funding Minimal advocacy for members Lack of visibility Office under-utilised Lack of broad skills base in small staff

Opportunities Threats & Barriers

Funding partnerships with other bodies Strengthened relationship with LLS Diversified revenue sources Independent revenue streams Office as a resource hub

Diminishing Government funding Changes to Government policy affecting

Landcare Cost for farmers to change management

practices Emergence of competitors

Strategic Goals

Strategic goals need to build on our strengths, eliminate our weaknesses, take advantage of our opportunities and mitigate against our threats.

1. Structure the organisation for success in the current environment NOW = to end June 2015 2. Strengthen the relationship with funders and members NEAR = Jan 2015 – June 2017 3. Develop and market self-determined priority projects NEAR = Jan 2015 – June 2017 4. Secure independent streams of revenue LONG TERM = July 2017 onwards

The achievement of these goals will deliver environmental, social and financial benefits to our local community. The development of a Business Plan which

actions the Strategic Goals (listed above) and the Key Initiatives (listed on following pages) is fundamental to the survival of Hastings Landcare.


Area of activity Strategic Goal Objectives Benefit

Governance & Organisational Structure

1. Structure the organisation for success in the current environment

Project delivery-based organisational structure High visibility office acts as a member and

community resource hub Best practice governance Upskilled staff and committee

Staffing structure ensures optimum project delivery Office environment conducive to delivering member

benefits Confidence of funders in governance leads to future

funding Efficient and effective high performance office, staff and

committee trusted to deliver

Member Services 2. Strengthen the relationship with members and funders

Suite of services needed and valued by members

Strong value proposition attracts funders Professional, qualified NRM staff Effective communication of Hastings Landcare

Inc. activities promotes local outcomes Trusted advisor representing Landcare in our

region

Services are targeted to landholder needs Professional NRM services available to members Growing constituency of members valued by funders Project alignment with Government targets Current issues are made clear and are well-publicised Local community values on-ground achievements Well-informed and networked staff can mobilise quickly on

new funding opportunities Hastings Landcare Inc. invites feedback from members on

issues and represents those to Government Government needs HLC knowledge and constituents

Project Management

3. Develop and market self-determined priority projects

A prioritised action plan for delivering NRM and sustainable agriculture in the Hastings and Camden Haven catchment

Portfolio of ‘shovel-ready’ projects available to meet funding opportunities

High quality project management

All projects contribute to an overall environmental outcome for the catchments

Improved knowledge of project “gaps” for targeted grants Agile and innovative organisation that can respond quickly

to funder’s needs Trusted to deliver local on-ground projects High return on investment attracts future funding

Funding 4. Secure an independent revenue streams

Long term financial viability of Hastings Landcare Inc.

Support members by accessing new sources of funds

The future of Hastings Landcare Inc. is secure so it can provide NRM outcomes for the local community

More projects are undertaken for the benefit of our natural resources and future generations


Implementation Plan – Key Initiatives

1. GOVERNANCE AND ORGANISATIONAL STRUCTURE

Strategic Objective: Structure the organisation for success in the current environment

Initiative Description Risk Identification & Mitigation Resources / Actions Required

Now to end June 2015

1.1 Project delivery-based organisational structure

Staff are selected and employed in alignment with skills and timeframes of major grants.

Landcare Support Officer (LSO) manages all aspects of project delivery.

Project & support officers report to LSO.

LSO reports to President.

Committee responsible for governance and administrative functions.

Employment in line with policy

Appropriate work contracts in place

Multiple deliverers in case of loss of staff

Keep all staff informed on funding availability

All project management to be done on common software platforms

Communicate structure to stakeholders

Adopt Employment Policy

Update contracts

Position descriptions for all project staff

Project management dashboard for reporting progress against timelines and budget to inform committee

Regular financial updates to staff

1.2 High visibility office acts as member resource hub

The Hastings Landcare Inc. office in Wauchope is no longer supported by the LLS Capacity Building grant as an administrative centre. To fund the office from grant funds it needs to be able to deliver services and resources as part of the grant deliverables.

Hastings Landcare and the Office need to be broadly recognised in the community as well as highly visible and well promoted.

The office requires storage, display and meeting facilities and environmental upgrades to be welcoming and functional for delivering member services. Optimal number of staff to be housed is 3 to allow for volunteers and overlap of part time workers. IT systems require upgrades, networking and new software.

Need to make swift changes to meet grant delivery timelines

WH&S induction of all new staff

Equipment to meet noise, dust, temperature and environmental needs.

Contingency options for potential office relocation in future.

Landlord permission obtained for all works affecting building structure

Removable if need to relocate in future

Media policy

Adopt Workplace Health and Safety Policy

Volunteer labour for office fit-out, planning and contractor supervision.

Planning, costing and quoting for approval by committee of office & IT upgrades from discretionary funds

Media plan for office promotion.

Investigation of contingency options for office relocation.


1.3 Upskilled staff and committee

The working environment is dynamic and constantly changing with new technologies that are effective and efficient in delivering our projects and communicating outcomes.

Staff ideally need new skills in operating software programs such as Arcview Geographic Systems (GIS) Adobe Indesign, MYOB, social media platforms as well as hardware such as tablets, mobile phones and GIS systems.

Committee members may also require knowledge of these systems to be able to confidently participate in the committee.

Personal development has not been offered in the past but should be part of Hastings Landcare Inc.’s offerings to staff.

Cross-training in software programs to spread knowledge base.

Costs may outweigh benefits or be too expensive to implement so careful attention to ‘return on investment’ (ROI) is needed e.g. ability to service members or gain funding.

Common software platforms are transferable to new staff. Need to eliminate custom solutions.

Privacy Policy

Social Media Policy

Personal development may not be available locally. Need to use networks and committee knowledge to train cost effectively.

Annual staff performance reviews highlight skills gaps.

Financial management moved to common software platform.

In-house training for staff and committee.

Cost-effective network solution and software acquisition, including support opportunities for not-for-profit organisations. Funding proposal for personal development and training submitted for committee approval.

Review of committee skills and analysis of skills gap. Training program for current members and recruitment of new members to fill gaps.

Identify low cost opportunities for training.

1.4 Best practice governance Meet all requirements of the Landcare NSW organisational governance checklist.

Ensure all committee members are skilled in NGO governance.

Run a high performance industry-standard office.

Associations Liability insurance

Succession planning for committee and key staff

Identify and remedy any skills “gap” in committee

Committee members to volunteer to undertake policy development and documentation.

Office administrator to keep rigorous records management.

Set up a nominations committee to recruit new committee members.

Committee role descriptions and standards.


2. MEMBER SERVICES

Strategic Objective: Strengthen the relationship with members and funders

Initiative Description Risk Mitigation & Mitigation Resources / Actions req’d

July 2015 – June 2017

2.1 Suite of services needed and valued by members

Membership of Hastings Landcare represents the broader ‘ community of interest’ that engages with the organisation and support staff.

Members value the services that Hastings Landcare Inc. offers.

Feedback from participants is used to assess need for new services. To remain relevant HLC needs to survey members for emerging issues and needs and seek funding to implement activities.

Using the office as a resource hub will improve extension services such as site planning, assistance with grants and provision of information.

Investigating barriers to uptake of NRM and sustainable agriculture techniques & products can inform incentive programs to aid landholders.

Value proposition for members needs to be effectively communicated.

Project risk management plan identifies risks and mitigation actions.

Unproven technologies require verification of costs and efficacy. Rigorous science is needed to prove value for cost of change of practice.

Volunteer accident insurance protects volunteers in the workplace.

Hire & conditions of use agreements for equipment.

Development of a Plan to establish the office as a resource hub providing a diversity of extension services and considering retail and fee for service products. (ref 1.2)

Member survey analysis

Development of a membership framework for implementation.

Cost benefit analysis of new technologies over time

Access to cost effective input materials

Development of incentive grant programs

Business development to source funding for member projects & incentives.

2.2 Strong value proposition for funders

Hastings Landcare Inc. is the conduit between Government funders and the community for delivery of local on-ground projects and outcomes. Government needs this service to be effective in achieving their performance targets.

Valued commodities are member contact & feedback, access to on-ground “shovel-ready” project sites and motivated landholders, facilitation of forums, event management and a one-point contact for intelligence on local issues, perceptions and motivations and a track record of high quality project delivery offering significant return on investment.

Privacy Policy protects member confidentiality

Project risk management plan identifies risks and mitigation strategies.

Define ethical standards for funders, supporters, and sponsors..

Adoption of Privacy Policy

Member survey analysis (ref 2.1)

Portfolio of shovel ready projects (ref 3.2)

Exposure to contact database of constituents and their interests. Association with high quality, high visibility projects and events.

Communication/marketing material (ref 2.4)

Adoption of ethical standards.


2.3 Professional, qualified NRM staff

Funds for employment are minimal and there is a need to maximise member benefits from these funds as well as deliver projects. A pool of qualified NRM staff managing administrative and project delivery functions would be optimal for providing as many hours of member services both in-office (Ref 1.2) and in the field as possible. This would also allow for coverage for holidays and sick leave and for succession planning.

An arrangement with a local university for offering work experience for students studying environmental science or other related field would provide access to new technologies and knowledge, volunteer hours and a pool of potential future employees.

Pool of professionals decreases risk of burn-out and of key staff leaving.

Office administration may not receive adequate attention unless overseen by an EO or committee member.

Extra time needed to supervise students needs a thought-out utilisation plan to minimise disruption and maximise benefit.

Current staffing structure does not support this initiative (Ref 1.1).

Volunteer induction kit.

Student task descriptions.

Office as a resource hub (ref 1.2)

P/t NRM staff with administrative capability.

Seek to fill gaps with committee or community expertise.

2.4 Effective communication of Hastings Landcare Inc. activities promotes local outcomes

HLC’s “community of interest” benefits from updates of projects and issues. Growing the constituency of HLC followers provides benefits to funders, supporters and sponsors and grows the visibility of HLC in the community.

Enhanced visibility and dissemination of high value outcomes favours new Landcarers and funders thus improving the local environment.

With regular visibility HLC becomes a key part of the local community.

Media training may be required.

Website & Facebook content may not align with HLC values. Social media policy. Approved key messaging.

Media policy.

HLC website, facebook, Microherders facebook, E-HATCH news, event calendars, fact sheets, HATCH newsletter, case studies, testimonials, impact statements, print media releases.

NRM media spokesperson with regular local media “spots”.

Published summary of strategic plan, financial statements and project action plan (ref 3.1)

Qualified database of HLC “community of interest”

Local community events e.g. Farm Gate Tour.

2.5 Trusted advisor representing Landcare in our region

Hastings Landcare Inc. needs to be well-connected with peak bodies, Government NRM agencies and funders. This enables us to be well-informed therefore being a valuable source of knowledge. In turn this leads HLC to be trusted in providing evidence-based advice.

Being seen as political. Our ethics include non-party politics. Need to communicate the difference between voicing concerns and lobbying. Peak body acts on

Peak body membership.

LSO and committee members to represent HLC on advisory and working groups.

LSO to liaise with Regional Landcare


This advice can be used to direct funding to HLC priority programs, landholder “needs” gaps, or to tailor new approaches to landholder education and service provision.

Peak body membership provides HLC local members with a voice on state and regional issues.

Early knowledge of new funding programs can assist with managing application lead times and designing new programs that meet funder needs.

HLC must act ethically at all times and deal honestly with our stakeholders.

behalf of HLC.

LSO spread too thin to afford to attend network meetings. Meeting costs to be met from peak bodies or through grants.

Rising costs of membership of peak bodies. Value proposition to have a positive return on investment proportional to costs.

Conflict of interest register.

Statement of ethics on all communications and visible in the office.

Facilitator and other groups in Southern SEL.

LSO to represent HLC on Landcare NSW Council.


3. PROJECT MANAGEMENT

Strategic Objective: Develop and market self-determined priority projects

Initiative Description Risk Identification & Mitigation

Resources / Actions req’d

July 2015 – June 2017

3.1 A prioritised action plan for delivery of NRM and sustainable agriculture in the Hastings and Camden Haven catchment

HLC will be on the front foot with its own catchment focussed plan to inform new programs and target funding for maximum return.

Correlation of local GIS datasets and HLC projects will highlight priority areas for action.

Potential funders and supporters can see the impact of HLC at a glance and gauge opportunities to fill gaps in NRM with a focus on sustainable agriculture practice and biodiversity management.

Investment of time to pull together datasets can be resourced through grant budgets. Raise efficiency through training in new technologies.

Small agile team responds quickly to funding or support opportunities.

Google Earth Pro

Datasets from council and past HLC projects.

Volunteer to source and enter data.

IT platforms for sharing data in real time.

Develop a marketing strategy.

3.2 Portfolio of ‘shovel-ready’ projects available to meet funding opportunities and present to potential sponsors.

Funding applications typically have short application time frames and lengthy application processes. It is necessary to gain expressions of interest from members, write and cost applications.

A portfolio of ‘shovel-ready’ projects will enable swift response to requests for projects e.g. targeted grants, sponsors as well as for grant applications. It is often known in advance the types of projects that may be called for e.g. 20 million trees, carbon farming initiative, catchment restoration & rehabilitation, biosecurity, emergency response. A range of projects can be on file that are eligible for these projected new funding streams.

Short form EOI’s for reference on file.

Failure to meet member expectations can be addressed when requesting EOI’s by communicating that projects may not proceed to application quickly. A timeframe of validity could be used to drop off unused EOI’s.

Dis-continuity of programs and extension work – diversify funding base (refer 4.2).

Online expression of interest forms in various categories to align with funder priorities.

Database of “shovel-ready” projects.

Updated database of frequently used costings.

Development of a Plan to establish the office as a resource hub providing a diversity of extension services and considering retail and fee for service products. (also See 2.1)


3.3 High quality project management

All of HLC’s activities are currently project-based. Exemplary management structures and processes will provide funders with excellent return on investment as well as excellent service for members.

High performance governance and services (ref 1) enhance the value proposition for funders and members (ref 2) and underpins the quality of project management and delivery.

Project Working Groups and Assessment Groups.

Delivery Framework and Guidelines.

Professional staff with Project management expertise.

Financial management systems providing regular reporting.

NRM qualified project management staff.

Milestone tracking reporting systems.

Monitoring, evaluation, reporting, and improvement (M,ERI systems).


4. FUNDING

Strategic Objective: Secure independent revenue streams

Initiative Description Risk Identification & Mitigation

Resources / Actions Req’d

July 2017 onwards

4.1 Long term financial viability of Hastings Landcare Inc.

HLC needs to diversify its funding base as Government funding is becoming unreliable.

A base level of support provides security for staff and continuity of member services.

New funders include local Government, corporate sponsors, philanthropic trusts and foundations, private donors, business opportunities, fee-for-service activities or merchandising.

Investigation is needed to identify and develop new business opportunities for baseline support. Annuity income provides the most stable foundation for support.

Project-based organisational structure (ref 1.1) aligns employment with deliverables.

Failure to meet funding targets. No use of discretionary funds to pay ongoing expenses. 2 years of investigation underpinning funding results.

Business opportunities expend resources. Business cases must support investment.

Annuity income requires steady value delivery (ref 2).

Tiers of benefits for annuity income.

Identification of likely supporters.

Trial products, projects and services.

4.2 Support members by accessing new sources of funds

As a trusted advisor (ref 2.5) HLC can inform and direct new sources of support for members and lobby via peak bodies for support for regionally needed services.

HLC’s priority action plan (ref 3.1) identifies areas requiring support. Member needs analysis (ref 2.1) outlines gaps in support.

High quality project management (ref 3.3) offers high return on investment for new funders as well as other value propositions (ref 2.2).

A portfolio of “shovel ready” projects (ref 3.3) is offered to new funders in both similar areas of activity eg: NRM, sustainable agriculture and newly identified areas of activity eg; carbon farming, new entrants.

Ref 2.1, 2.2, 2.5, 3.1, 3.3.

Resources required for seeking new funds detract from project delivery. Mitigation measures are already in place.

Failure to deliver funder benefits. Project-based organisational structure (ref 1.1).

Donor care.

Supporter communications (ref 2.4)

Documents

Strategy & Implementation Plan 2014-2017 - Hastings …€¦ · · 2015-10-25Hastings Landcare Inc. -Strategy & Implementation Plan 2014-17 Page # 7 of 16 The Strategic Planning