Central West region Local Strategic Delivery Plan

Have your say

We are seeking feedback from the community, landholders and other interested stakeholders on this draft Local Strategic Delivery Plan. This will guide how LLS will deliver services across the region over the next 5 years. 

This consultation will be open for feedback from Wednesday 2 September until Tuesday 29 September 2026. 

You can download a PDF version of this document Central West Draft Local Strategic Delivery Plan 2027-32 (PDF 4.54MB). This online version presents all key content in an accessible text format.

This plan is divided into 2 parts.

Part A sets out our regional strategy. It brings the LLS Statement of Strategic Intent to life in our regional context. This is the section approved by the Minister under the Local Land Services Act 2013 and remains in place for 5 years.

Part B sets out how we will deliver that strategy. It reflects the local board’s policy direction for implementation, guiding our priorities, investment and on-ground delivery through LLS’ program plans. Our 5-year rolling investment plan provides customers and the Minister with confidence that we are on track to achieve our goals. The local board will review and update this section periodically to ensure it remains responsive to the needs of producers and other land managers.

Keeping strategy and delivery closely connected means that planning decisions turn into real action on the ground through the annual business plan.

A message from the local board

This Local Strategic Delivery Plan sets out how Central West Local Land Services will deliver land management, biosecurity and emergency response services in the Central West from 2027 to 2032. It fulfils the requirements of Part 4, Division 2 of the Local Land Services Act 2013 by setting out the vision, priorities and strategy for the delivery of local land services in the region, with a strong focus on social, economic and environmental outcomes.

Our work is guided by the statewide vision for Local Land Services:

Productive, profitable and prosperous land managers and farmers who adapt to future challenges and opportunities to improve natural resources and manage productive lands and cultural landscapes.

In the Central West, this means working alongside land managers to identify opportunities, manage biosecurity and climate risks, respond to droughts, floods, fires and other emergencies, and care for natural resources and cultural landscapes.

We deliver these services through regulation, compliance, extension and emergency response. This approach balances clear obligations with practical advice and on-ground support to help land managers do their job well.

This plan has been shaped by listening to those who manage land every day. It reflects input from farmers and other land managers, Aboriginal communities, local government, industry groups and delivery partners, supported by regional engagement and customer feedback. Local knowledge and experience have been central to setting our direction.

Part A: Central West strategic intent

Regional context and service environment: Our regional profile

Geography and land use

The Central West LLS region spans a diverse landscape, from the slopes of the Great Dividing Range to the western plains, incorporating rolling hills, fertile riverine plains and semi-arid rangelands.

It contains significant natural assets, including major river systems (Macquarie, Lachlan, Bogan and Castlereagh), internationally recognised wetlands such as the Macquarie Marshes, extensive woodland remnants, and conservation areas including national parks and state forests.

Land use is dominated by agriculture, with most of the region managed under mixed farming systems.

Broadacre cropping (particularly wheat, oilseeds, pulses and cotton) and livestock production (beef cattle, dairy, sheep and goats) are the primary industries, alongside smaller areas of irrigated agriculture, fodder production and horticulture.

Land use varies across the landscape. The semi-arid western plains are primarily used for extensive grazing; fertile plains and floodplains support large-scale cropping and irrigation; and higher rainfall slopes support mixed farming and more diverse production systems. Remnant native vegetation persists mainly along watercourses, within reserves and conservation areas, and on less productive land, contributing to biodiversity and ecosystem function across a highly modified agricultural landscapes.

Customer base

Central West LLS supports a broad and diverse customer base of approximately 12,000–13,000 ratepayers, including more than 5,400 agricultural businesses across the region.

The majority of customers are commercial primary producers, including broadacre grain producers, mixed farmers and livestock producers (cattle, dairy, sheep and goats), reflecting the region’s strong focus on cropping and grazing industries. This is complemented by smaller and lifestyle land managers, particularly around regional centres, as well as Aboriginal land managers and community organisations with an important role in land stewardship and cultural land management.

The customer base also includes a network of industry and partner organisations, such as Landcare groups, producer groups, agronomists and consultants, along with public land managers, including government and conservation agencies.

Overall, the customer profile is dominated by commercial agriculture, with diverse landholder types and strong partnerships across industry and community shaping program delivery and outcomes.

Key industries and their LLS service needs

Central West LLS supports a strong and diverse primary production sector that underpins the regional economy. Key industries are broadacre cropping (wheat, canola and pulses) and livestock production (beef cattle, sheep and goats), along with significant wool and cotton fibre production. Smaller but important horticulture and irrigated cropping systems make an important contribution to the regional economy.

Together, these industries generate substantial economic value, with agriculture contributing around $2.6–$2.8 billion in gross value of agricultural production. As a result, the sector is a major driver of employment, regional income and community wellbeing.

To remain productive and resilient, these industries require targeted support from LLS, particularly to adapt to climate variability, improve soil and natural resource condition, and maintain profitability in the face of rising costs and market pressures. Producers also need access to practical, science-based advice, decision-support tools and opportunities to adopt new technologies and innovative practices. This is alongside ongoing support to manage biosecurity risks and respond to emerging market opportunities, including natural capital and sustainability credentials.

Aboriginal nations, communities and Country

The Central West region is home to a number of Aboriginal communities, including the Wiradjuri, Weilwan, Wongaibon and Gamilaroi nations, with deep cultural connections to Country across diverse landscapes. Aboriginal cultural heritage is evident throughout the region, with features such as scarred trees, rock shelters, grinding grooves, rock art and ceremonial sites.

Central West LLS is committed to building strong, respectful relationships with Aboriginal communities to better understand their aspirations and ensure Aboriginal people have a genuine voice in land management. Aboriginal communities and land managers are key partners in delivering programs such as NRM, cultural land management and Travelling Stock Reserves, and play an important role in shaping how Country is managed.

The priorities within this plan have been informed through ongoing engagement and consultation with Local Aboriginal Land Councils, community groups and key stakeholders across the Central West, ensuring local knowledge and perspectives guide program delivery.

Key regional challenges and service demands

Climate change and extreme weather events impacting landscape resilience and decision- making capacity

Variable rainfall, drought and flooding are increasing risk and driving more complex and costly management decisions, heightening demand for timely, practical support to improve decision- making and build resilience.

Rising biosecurity threats requiring coordinated regional responses

The number, diversity and complexity of biosecurity threats are increasing, with more frequent detections and a heightened risk of incursions.

Large-scale responses, evolving statewide requirements, and competing landholder priorities add to this challenge.

This is driving the need for clear regional prioritisation (through weed, pest animal and plant biosecurity plans) and stronger coordination to deliver effective, targeted biosecurity services.

Economic sustainability with increasing cost of production and market volatility

Increasing costs for inputs, materials and contractors, combined with limited access to affordable innovation, are placing growing pressure on farm profitability. These constraints are reducing land manager’s capacity to invest in practice change and adoption.

This highlights the need for targeted support that improves efficiency, strengthens resilience and supports long-term viability.

Landholder competing priorities and impacts on capacity to implement change

Ongoing land degradation is being compounded by seasonal pressures and unmanaged threats. Limited time, budget constraints and competing production priorities are reducing landholder motivation and capacity to adopt improvement actions.

This is increasing the need for practical, integrated support that aligns landscape health with production outcomes and enables achievable, on-ground change.

Declining landscape health reducing ecosystem function and productivity

Ongoing decline in soil health, groundcover and native vegetation is reducing landscape function and resilience across the Central West. This is contributing to increased erosion, reduced water infiltration, declining biodiversity and lower pasture and crop productivity, particularly under variable climate conditions.

These pressures are limiting the ability of land managers to sustain production while maintaining natural assets, highlighting the need for targeted support to restore landscape function through improved groundcover, soil management and integrated natural resource management practices.

Increase in State Significant development which are increasing risks to agricultural land use and regional biosecurity

Expanding renewable energy, infrastructure and mining developments are placing increasing pressure on productive agricultural land, while also heightening the risk of pest, weed and disease spread through soil disturbance and movement.

These activities can create land use conflict and disrupt established land management practices.

This is driving a growing need for coordinated planning, clear biosecurity protocols, and proactive engagement to protect agricultural productivity and minimise risk.

What has changed since our last strategic plan?

Key changes since 2021

The Central West region has experienced significant disruption due to compounding environmental and operational pressures. Extreme flooding in 2022 along the Lachlan River system caused widespread damage and prolonged recovery, impacting program delivery and diverting resources toward response and recovery efforts.

At the same time, staff capacity was reduced due to sustained involvement in multiple emergency responses, including further regional flood events along the Bell and Macquarie rivers, the North Coast floods, and the state-wide Varroa mite response.

The LLS portfolio also evolved during this period, with a more clearly defined emergency management role, the addition of new core service areas such as natural capital and plant biosecurity, and a reduction in delivery requirements for the invasive species (weeds) core service area.

There were also notable changes in customer participation preferences following COVID-19 lockdowns. This required us to adopt a broader range of extension approaches, including technology-based communications such as webinars, podcasts and virtual reality.

In addition, these pressures have been compounded by increasing pest animal burdens, ongoing climate variability including periods of drought, and a more complex operating environment. Collectively, these factors have required a more adaptive and responsive approach to service delivery and achieving outcomes under the Plan.

Farmer and other land manager insights

Customer survey findings indicate that land managers in the Central West demonstrate strong confidence in core production practices, such as livestock management and pest control, which remain key entry points for engagement. However, confidence is lower in managing more complex and emerging challenges, particularly biosecurity risks, natural disaster preparedness, sustainability practices and cultural land management. This is reinforced by broader trends showing declining confidence in maintaining productivity, sustainability and preparedness for emergencies.

Demand for LLS support is strongest for practical, on-ground services, including pest and weed control, biosecurity, disaster preparedness and agricultural advice, alongside a clear expectation for more visible and proactive engagement. Overall, there is an opportunity to build capability beyond day-to-day farming practices, with a greater focus on risk management, resilience and decision-making, while strengthening delivery through locally relevant, accessible and on-ground support.

Lessons from prior plan review

In developing this Plan, Central West LLS has built on the strengths of the previous Local Strategic Plan identified through reviews and evaluations. These strengths include a clear and accessible structure, strong alignment with state priorities, and effective integration with operational planning and delivery. Ongoing collaboration between the Board, staff and stakeholders has informed the design, alongside a continued commitment to clear reporting and demonstrating outcomes for the community.

The connection between outcomes, metrics and reporting has been strengthened through clearer and more realistic targets and measures that are directly aligned to intended outcomes. The Plan also places greater emphasis on data consistency and provides an improved narrative to support interpretation of performance over time.

Recognising a changing operating environment, this Plan is designed to be more flexible and adaptive. It is intentionally broad to allow for the inclusion of emerging risks, opportunities and regional priorities over time, ensuring ongoing relevance.

Our strategic themes

Our vision

Productive, profitable and prosperous farmers and land managers who adapt to future challenges and opportunities, to improve natural resources, and manage productive lands and cultural landscapes.

Our purpose

NSW Local Land Services works to empower farmers and land managers to manage biosecurity and climate risks, respond and recover from emergencies and adverse events, and actively manage natural resources, within productive and sustainable landscapes.

Our Authorising Environment: Local Land Services Act 2013.

Our guiding principles

• Maintain clarity of purpose.
• Foster collaboration and partnerships.
• Broaden participation.
• Promote governance that is responsive to change.
• Encourage learning.
• Integrate local and Aboriginal knowledge.
• Maintain diversity.
• Manage landscape connectivity.
• Deliver targeted and effective communication.

We build landholder capacity

To enable:

• collaboration and partnerships
• adaptation and change
• improved knowledge, skills, practices
• optimised profitability.

To ensure:

• cultural connection to Country
• respect for cultural heritage
• natural and production landscape function
• NSW’s unique biodiversity is maintained and improved.

We serve landholders and meet our legislative obligations

To create:

• impact and value
• risk awareness and mitigation opportunities.

To enable:

• new relationships and collaboration
• targeted investment and resource prioritisation
• emergency preparedness and response
• adaptive governance and decision-making.

To meet:

• commitments to partners
• legislative responsibilities.

We protect healthy natural, production and cultural landscapes across NSW

To maintain and improve:

• community trust and social capital
• market access
• functioning landscapes and sustainable primary industries
• biosecure environments.

To safeguard:

• NSW’s unique biodiversity
• respect for cultural heritage
• animal and plant biosecurity
• livestock and plant industries health.

Adapting to change

Farmers and land managers are empowered to:

• be inclusive, flexible and culturally respectful
• partner and plan to deal with change
• share information and actively learn
• collaborate to make connected, responsive decisions
• use flexible, innovative practices.

To create:

• impact and value
• risk awareness and mitigation opportunities.

Build

We build land manager and farmer capability (knowledge, skills, networks, resources and confidence) to make decisions that allow them to adapt their land management practices to maximise their profitability, productivity, culture and sustainability outcomes, in the face of a range of uncertain futures.

Why this matters

In the Central West, building the capability of land managers is essential because they are operating in an increasingly complex and uncertain environment. Climate variability, biosecurity threats, rising input costs and changing market expectations are all placing greater pressure on decision- making at the farm and landscape scale.

Strengthening knowledge, skills, networks, resources and confidence enables land managers to make informed, practical decisions and adapt their land management practices in response to these pressures. This directly supports improved productivity and profitability, while also maintaining landscape condition, cultural values and long-term sustainability.

For Central West LLS, this means focusing on capability building that leads to real on-ground change -ensuring land managers are not only informed, but confident and equipped to act. This is critical to achieving enduring outcomes across agriculture, natural resource management and community resilience in the region.

Regional interpretation

In the Central West, “Build” focuses on strengthening capability across agriculture, natural resource management, Aboriginal outcomes and engagement, and priority weeds. It means improving farm business capability and decision-making through increased use of information, innovation and advisory services, and supporting the adoption of sustainable agricultural practices.

It also includes building landholder capability to improve soil, water and biodiversity outcomes through integrated natural resource management actions, strengthening coordinated cross-tenure weed management, and increasing awareness of weed risks and responsibilities.

“Build” also means creating stronger pathways for Aboriginal participation in planning and delivery, embedding cultural knowledge, and supporting community-led approaches to land stewardship.

Regional priority statement

Central West LLS will build capability by strengthening farm business performance, sustainable land and natural resource management, coordinated weed management, and Aboriginal participation -supporting confident, informed decision-making and the adoption of practices that improve productivity, resilience and sustainability across the region.

Delivery of outcomes

As a result of this focus, more land managers will be better equipped to adopt sustainable agricultural and natural resource management practices, respond to seasonal and business risks, and implement practical changes that improve land condition and enterprise resilience.

Land managers will have greater awareness of priority weed risks and responsibilities, leading to earlier detection, more targeted control, and stronger cross-tenure coordination.

Aboriginal people and organisations will have more meaningful opportunities to participate in planning, delivery and decision-making, with cultural knowledge increasingly informing regional programs and on-ground work.

Overall, delivery will be more coordinated, locally relevant and action- focused, with land managers supported to make better, faster and more confident decisions through stronger partnerships, clearer pathways to action and more integrated support across the region.

How success will be seen locally

Success will be seen locally through increased participation in extension, advisory, demonstration and partnership activities, and stronger reported confidence among land managers to apply improved practices in agriculture, natural resource management and weed management.

It will also be reflected in greater adoption of sustainable land, soil, water and vegetation practices, stronger collaboration between land managers, agencies and community partners, and more coordinated weed management across land tenures.

Success will be evident through increased Aboriginal participation in programs and projects, stronger partnerships with Aboriginal organisations, and clear evidence that cultural knowledge is informing regional planning and delivery.

Serve

We serve land managers and farmers, so they have access to tools, knowledge and awareness tailored to their needs and aspirations, to make confident and compliant decisions that allow them to maximise their ongoing profitability, productivity, cultural commitments and sustainability.

Why this matters

Effective service delivery is essential in the Central West, where land managers, communities and partner organisations rely on clear, timely and locally relevant support to manage land, access services, meet obligations, and prepare for emergencies and climate risks. 

Across a large and geographically dispersed region, customer expectations are shaped by the need for practical advice, responsive communication, streamlined processes, and trusted local relationships. Where communication is inconsistent, services are difficult to navigate, or preparedness and compliance are variable, confidence can be reduced and the effectiveness of service delivery across land management, TSRs, emergency management and climate adaptation can be compromised.

Regional interpretation

In the Central West, ‘Serve’ focuses on delivering accessible, practical and locally relevant services across agriculture, natural resource management, biosecurity and Aboriginal engagement. It means ensuring land managers can easily access trusted advice, tools and information that are tailored to their enterprise, landscape and stage of adoption.

This includes improving the visibility and coordination of services, delivering timely support to respond to seasonal conditions and emerging risks, and providing clear guidance to help land managers meet regulatory and biosecurity obligations. It also means working closely with Aboriginal communities, industry and partner organisations to ensure services are culturally appropriate, locally informed and responsive to diverse customer needs.

Regional priority statement

Central West LLS will serve land managers by delivering accessible, locally relevant and coordinated services that provide the right tools, knowledge and support at the right time—enabling confident, compliant and informed decision-making across agriculture, NRM and cultural land management.

Delivery of outcomes

As a result of this focus, services will be more visible, accessible and aligned to landholder needs. Land managers will have clearer pathways to access advice, tools and programs, supported by stronger coordination between LLS, industry and delivery partners.

Information and support will be more timely and practical, enabling land managers to respond more effectively to seasonal conditions, compliance requirements and emerging risks. Aboriginal communities and organisations will experience more inclusive and responsive service delivery, with stronger partnerships informing how services are designed and delivered locally.

How success will be seen locally

Success will be seen locally through increased participation in biosecurity education, surveillance, reporting and coordinated pest management activities, and stronger confidence among land managers to identify risks and respond appropriately.

It will also be reflected in greater uptake of on-farm biosecurity practices, animal welfare standards and practical pest control tools, along with more coordinated cross-tenure management in priority areas and improved use of monitoring and data to guide decision-making.

Success will be evident through stronger, more effective partnerships with industry, community and Aboriginal organisations, and consistent feedback that services are relevant, accessible and delivering practical value on the ground.

Protect

We enable land managers and farmers to apply adaptive land management practices that maintain and improve the protection of their natural, production and cultural landscapes and the profitability, productivity, cultural and sustainability values that they support.

Why this matters

In the Central West, ‘Protect’ matters because agricultural production, natural resources and cultural values are under increasing pressure from climate variability, biosecurity threats, pest and weed impacts, and land use change. These pressures can reduce land condition, productivity and ecosystem function, often with impacts that extend beyond individual properties to affect whole landscapes.

Building the capacity of land managers to protect these assets is critical to maintaining the long-term viability of farming enterprises, sustaining regional productivity, and preserving the natural and cultural values that underpin the Central West.

For Central West LLS, this means supporting proactive, coordinated approaches to risk management and land stewardship, ensuring that land managers are equipped to prevent, manage and respond to threats—protecting both current production and the long-term resilience of the landscape.

Regional interpretation

In the Central West, ‘Protect’ focuses on supporting land managers and farmers to actively manage risks and maintain the condition of natural, production and cultural landscapes across a highly variable and working landscape. It means enabling land managers to protect soil, water and vegetation assets, while maintaining the productivity and profitability of their enterprises.

This includes strengthening capability to manage biosecurity risks, pest animals and priority weeds, improving preparedness for drought, flooding and other natural disasters, and supporting practical, on-ground actions that reduce risk and prevent land degradation. It also means promoting coordinated, cross-tenure approaches to managing shared threats that impact multiple properties and landscapes.

‘Protect’ in the Central West also involves working with Aboriginal communities to recognise and protect cultural values, supporting land management practices that respect and maintain connection to Country.

Regional priority statement

Central West LLS will protect natural, production and cultural landscapes by strengthening risk management capability, improving biosecurity and pest management, and supporting coordinated cross-tenure action—ensuring land managers can proactively manage threats and maintain productive, resilient and sustainable landscapes.

Delivery of outcomes

As a result of this focus, land managers will have greater awareness of biosecurity and pest risks, responsibilities and reporting pathways, leading to earlier detection and more timely reporting of animal health issues, plant pests and emerging incursions.

More producers will adopt on-farm biosecurity practices, animal welfare standards and best-practice pest management approaches, strengthening prevention, preparedness and control across livestock, mixed farming and cropping enterprises.

Delivery will be more coordinated and targeted, with cross-tenure pest management and stronger regional surveillance improving the consistency and effectiveness of responses. Effort and investment will be increasingly focused on high-risk species, pathways and locations.

Stronger partnerships with industry, veterinarians, research organisations and agencies will improve information sharing, advisory support and regional coordination—helping to protect market access, reduce production losses, and strengthen regional biosecurity resilience.

How success will be seen locally

Success will be seen locally through increased participation in biosecurity education, surveillance, reporting and coordinated pest management activities, and stronger confidence among land managers to identify risks and respond appropriately.

It will also be reflected in greater uptake of on-farm biosecurity practices, animal welfare standards and practical pest control tools, along with more coordinated cross-tenure management in priority areas and improved use of monitoring and data to guide decision-making.

Over time, success will be evident through reduced impacts of animal disease, plant pests and invasive pest animals on agricultural production and natural assets, sustained market confidence, and a more informed and capable landholder base actively contributing to regional prevention, preparedness and response.

Adapt

We foster land manager and farmer adaptation through our focus on the values of build, serve and protect. We do this by informing, consulting with, involving, collaborating with and empowering land managers and farmers and our partners to:

• be inclusive, flexible and culturally respectful
• partner and plan to deal with change
• share information and actively learn
• collaborate to make connected, responsive decisions
• use flexible, innovative practices
• recognise culture.

Why this matters

In the Central West, ‘Adapt’ matters because land managers, communities and landscapes are facing increasing uncertainty from climate variability, biosecurity threats, market pressures and land use change. These challenges are dynamic and interrelated, requiring more flexible, informed and coordinated approaches to decision-making.

Supporting adaptation ensures that land managers are not only able to respond to immediate pressures, but can also anticipate change, adjust practices over time and remain resilient in the face of ongoing uncertainty. This is critical to sustaining agricultural productivity, maintaining land condition and supporting cultural outcomes across diverse landscapes.

For Central West LLS, this means enabling stronger collaboration, continuous learning and more responsive ways of working—so that land managers and partners can make connected, timely decisions and adapt confidently to changing conditions.

Regional interpretation

In the Central West, ‘Adapt’ focuses on supporting land managers, communities and partners to respond to change in a more flexible, informed and collaborative way. It means building the capacity to anticipate and manage climate variability, biosecurity risks, market pressures and evolving land use expectations across a diverse and working landscape.

This includes strengthening partnerships and shared planning, improving access to relevant information and decision-support tools, and enabling land managers to learn from experience and adjust practices over time. It also means encouraging the use of flexible and innovative approaches to farming and land management that respond to changing seasonal and economic conditions.

‘Adapt’ in the Central West also involves working with Aboriginal communities to embed cultural knowledge and perspectives in how change is understood and managed, ensuring approaches are inclusive, locally relevant and respectful of connection to Country.

Regional priority statement

Central West LLS will foster adaptation by strengthening collaboration, shared learning and flexible approaches to land management-enabling land managers and partners to anticipate change, make informed decisions and respond effectively to evolving climate, biosecurity and market conditions.

Delivery of outcomes

As a result of this focus, land managers will be more confident in using innovation, climate information, practical tools and locally relevant advice to make informed decisions across production, natural resource management, biosecurity, pest management and emergency preparedness.

More farming businesses will adopt practices that improve resilience to climate variability, seasonal shocks, market pressures and emerging risks. Stronger partnerships across industry, government, community and Aboriginal organisations will support more coordinated, flexible and culturally informed delivery.

Delivery will be more adaptive and responsive, with programs increasingly shaped by local conditions through improved use of data, shared learning, monitoring and feedback, enabling services to be refined as needs change over time.

Aboriginal participation, leadership and cultural knowledge will be more consistently reflected in planning, delivery and the stewardship of Country, improving the relevance and impact of regional programs.

Overall, adaptation will strengthen the ability of land managers, communities and Local Land Services to respond to uncertainty with more connected, informed and forward-looking action across all core service areas.

How success will be seen locally

Success will be seen locally through increased uptake of innovation, climate-informed practices, practical decision-support tools and adaptive management approaches across farming and land management systems.

It will also be evident in stronger community and stakeholder participation in activities, and increased uptake of opportunities to collaborate and contribute to advisory groups.

It will also be reflected in stronger cross-program and cross-tenure coordination, improved use of feedback and local intelligence to refine delivery, and more collaborative partnerships supporting shared responses to emerging risks and opportunities.

Success will be evident through increased Aboriginal participation in decision-making and delivery, stronger integration of cultural knowledge, and more flexible, responsive services across programs.

Over time, success will be visible through more resilient enterprises, landscapes and communities, with adaptation embedded as a routine part of how the Central West plans for and responds to change.

5-year rolling investment plans

The Central West strategic intent will be implemented through a rolling 5-year investment plan.

The use of a rolling annual investment plan supports adaptive management by the local board in response to changing external factors including seasonal conditions, new legislation and evolving government priorities which necessitate changes to this plan.

The level of operational detail will be greatest in year of delivery. Content will be refreshed each year based on learnings from the previous year, changing land manager needs and available funding. As part of each annual review, the local board will consider return on investment and priorities between and across programs.

The Central West strategic intent has a fixed 5-year term. Rolling investment plans operate within this term and do not alter the approved life of the plan.

Our monitoring approach

We keep this plan outcomes-focused by continually asking: “What change do we want to see on the ground?” Progress is tracked through short, medium, and long-term measures at the program level.

Each quarter we review what’s working and each year we adjust our plans accordingly.

This iterative approach (also known as adaptive management) is detailed in LLS’ Reporting, Performance and Evaluation Framework and provides a strong line of sight from local actions to state outcomes:

• One, 3, and 5-year outcomes are set at the program level through a program logic model.
• Programs and their 5-year outcomes are linked to local priorities and actions.
• Investment in activities, projects and partnerships converts effort (outputs) into on-ground change (program outcomes).
• Programs are evaluated to ensure each dollar delivers the greatest net value.

Review and adaptive management schedule

Part B: Implementation roadmap 2027–2032

The staff agency delivers the Central West Local Land Services local board’s strategic intent through a program model. These programs align to the meaning of ‘local land services’ under the Local Land Services Act 2013.

At the time of writing, Central West LLS has 12 Programs. These Programs may change over the life of plan, for example, as the result of a new government initiative or changes to legislation.

Regional Aboriginal Outcomes and Engagement

Regional program vision

Aboriginal stakeholders are integral to shaping how land is managed, with programs and services increasingly grounded in culturally informed approaches. Strong, trusted partnerships with local Aboriginal stakeholders guide decision-making, while greater opportunities for meaningful involvement ensure cultural knowledge is reflected in regional planning, delivery and stewardship of Country.

Why this program matters in this region

Aboriginal communities are integral to the Central West’s landscapes, with Wiradjuri, Weilwan, Wongaibon and Gamilaroi Nations maintaining deep cultural, social and environmental connections to Country. Many communities manage or have strong interests in land, water and biodiversity, and are seeking greater involvement in how programs are designed and delivered to reflect local knowledge and priorities.

A gap remains between strong intent and consistent, meaningful engagement. There are strong opportunities to better integrate cultural knowledge into land and natural resource management and increase participation, alongside mitigating pressures such as limited time for genuine relationship-building, engagement fatigue and challenges demonstrating outcomes.

The program supports a shift towards long-term, trust-based partnerships, enabling co-design, two-way knowledge sharing and stronger pathways for Aboriginal organisations and land managers to influence decisions and deliver projects on Country- improving the relevance, uptake and impact of LLS programs across the region.

How this program will be delivered locally

• Increase Aboriginal participation in projects, procurement and decision-making, with a focus on community-led initiatives.
• Embed cultural knowledge and integrate cultural practices into program delivery through knowledge-sharing and capacity building.
• Invest in long-term partnerships with Aboriginal stakeholders, ensuring earlier, clearer and more consistent engagement.
• Support training, mentoring and leadership development for Aboriginal people and organisations.

Key regional partnerships

• Local Aboriginal Land Councils.
• Aboriginal stakeholder organisations including Elders groups and Traditional Owner groups.
• Landholders and land managers.
• NSW Government Agencies-DCCEEW, NPWS, Crown Lands.
• Community groups and Landcare network.
• Tertiary institutions.

Key program outcomes

Short–medium term outcomes (1–2 years)

• Growing participation of Aboriginal community members and organisations in regional programs, engagement activities and decision-making opportunities.
• >75% of participants reporting increased confidence, capability and understanding to contribute to land management, cultural practices and program delivery.
• Increased awareness and application of culturally informed approaches across LLS staff and programs.
• Stronger early-stage engagement processes, with clearer, more consistent communication and involvement of communities in planning.

Medium term outcomes (3–5 years)

• Measurable increase in Aboriginal-led and co-designed projects delivering cultural, environmental and social outcomes on Country.
• Strengthened, ongoing partnerships with Aboriginal organisations reflected in shared delivery, procurement and governance involvement.
• Greater integration of cultural knowledge into program design and on-ground activities across multiple LLS service areas.
• Expanded participation pathways for Aboriginal land managers, organisations and communities in regional planning and investment decisions.

Long‑term outcomes (5+ years)

• Cultural knowledge and Country-based approaches embedded as standard practice across regional programs and service delivery.
• Aboriginal communities playing a recognised and ongoing role in shaping land management decisions and priorities across the Central West.
• Sustained improvements in environmental, cultural and socio-economic outcomes through Aboriginal-led stewardship of land and resources.
• Enduring, trust-based partnerships supporting coordinated, region-wide approaches to managing natural and cultural landscapes.

Regional Agriculture

Regional program vision

Profitable, efficient and forward-thinking agricultural businesses through innovation, collaboration and informed decision making.

Why this program matters in this region

The Agriculture Program is vital to responding effectively to the needs of the Central West LLS region, supporting a high-value and productive yet climate-exposed sector dominated by mixed cropping and grazing enterprises across diverse landscapes from higher rainfall slopes to semi-arid plains.

Agriculture is a key economic driver for the region, underpinned by strong grain, livestock, wool and cotton industries, but heavily influenced by seasonal variability, natural resource condition and market fluctuations.

Key regional priorities include improving farm profitability and decision-making, strengthening partnerships, and increasing the use of innovation and data. Risks such as rising input costs, limited producer capacity to engage, and fragmented service delivery are significant regional constraints.

The Agriculture program leverages collaborative partnerships and industry networks to strengthen producer confidence and capability to make informed data driven decisions, grow business resilience and viability and support adoption of technology and innovative practices.

How this program will be delivered locally

Central West Local Land Service delivery will focus on:

• Strengthen partnerships between producers, industry, advisors and researchers to support coordinated delivery and shared learning across the region.
• Deliver regionally targeted extension programs and workshops to improve farm business skills, profitability and decision-making.
• Increase access to trusted advisory services and build producer engagement through tailored, practical support aligned to local needs.
• Facilitate on-farm trials, demonstrations and peer learning networks to support adoption of innovation, technology and data-driven practices.

Key regional partnerships

• Landholders and land managers.
• NSW Government Agencies-Agriculture and Biosecurity.
• Meat and Livestock Australia.
• Grains Research and Development Corporation.
• Cotton Research and Development Corporation and MyBMP.
• Aboriginal organisations and land managers.
• NSW Farmers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Private consultants and service providers.
• Other LLS regions.

Key program outcomes

Short–medium term outcomes (1–2 years)

• 300 Central West producers participating annually in targeted extension, advisory and peer learning activities.
• ≥80% of participants demonstrating increased knowledge, skills or confidence in sustainable farm practices and decision-making.
• Increased awareness of agricultural production: specific decision-support tools, data and technology options for increasing efficiency and/or reducing on-farm emissions.
• Strengthened engagement with advisory services, industry networks and local partnerships.

Medium term outcomes (3–5 years)

• Measurable uptake of improved sustainable farm management practices supporting profitability and risk management.
• Increased adoption of innovation, technology and data-driven approaches across farming systems.
• Increased number of coordinated partnerships between producers, advisors, industry and research organisations.
• Evidence of practice change following extension and advisory support, including improved decision-making and resource use.

Long‑term outcomes (5+ years)

• Sustained improvement in farm business performance and profitability across the Central West.
• More resilient agricultural enterprises adapting effectively to climate and market variability.
• Widespread integration of innovation and data-driven decision-making into farming systems.
• Coordinated, well-connected agricultural sector supporting ongoing productivity and regional economic growth.

Regional Animal Biosecurity and Welfare

Regional program vision

Central West’s livestock industries are resilient, trusted and securely underpinned by strong surveillance, early detection and reporting, trusted biosecurity and welfare services, and practical support for producers to meet animal welfare standards.

Why this program matters in this region

The Animal Biosecurity and Welfare Program supports a major sheep and cattle producing region where protecting animal health is critical to maintaining farm productivity, market access and regional economic stability. With high levels of livestock, people and equipment movement, and variable awareness of animal biosecurity and welfare responsibilities, the region faces heightened risks of disease incursion and spread.

The program strengthens surveillance, early detection and reporting of animal health issues to improve awareness, inform risk-based decision-making and ensure resources are directed to priority threats across the Central West. This enables timely, coordinated responses and helps maintain producer confidence in trusted biosecurity and welfare services.

It addresses key regional risks including delays in detection and response, workforce capacity constraints and low producer awareness, while leveraging opportunities to improve education, data use and targeted advisory services.

How this program will be delivered locally

Central West Local Land Service delivery will focus on:

• Strengthen surveillance, reporting and response capability through better use of data, intelligence and ongoing system monitoring to enable early detection and coordinated action.
• Deliver targeted education and awareness programs to improve producer understanding of biosecurity and animal welfare responsibilities and drive adoption of good practice.
• Provide timely, consistent and risk-based advisory services to support informed decision-making and prioritise high-risk activities, pathways and locations.
• Strengthen partnerships with industry, veterinarians and service providers to support coordinated delivery, shared learning and effective response to animal health incidents.

Key regional partnerships

• Landholders, land managers and general community.
• Local government.
• NSW Government Agencies-Agriculture and Biosecurity.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Private vets, consultants and service providers.
• Livestock owners, contractors and carriers.
• Saleyard operators.

Key program outcomes

Short-term (1–2 years)

• 230 producers engaged annually in targeted biosecurity and animal welfare education, advisory and awareness activities.
• ≥75% of people engaged in services demonstrate improved understanding of biosecurity responsibilities, early detection and reporting practices.
• Increased reporting and use of surveillance systems, supported by improved data, intelligence and risk-based advisory services.

Medium-term (3–5 years)

• Measurable increase in adoption of on-farm biosecurity practices and animal welfare standards across livestock enterprises.
• Improved timeliness and coordination of detection, reporting and response to animal health issues.
• Stronger collaboration with industry, veterinarians and service providers supporting consistent regional surveillance and response.

Long-term (5+ years)

• Reduced likelihood and impact of animal disease incursions across the Central West due to effective early detection and response.
• Sustained high levels of compliance with biosecurity and animal welfare responsibilities across the region.
• Resilient, trusted and secure livestock industries underpinned by strong surveillance, coordinated response systems and confident, capable producers.

Regional Climate Adaptation

Regional program vision

Central West LLS envisions resilient, climate ready landscapes where land managers are equipped to understand and respond to climate risks, prepared for drought, flood, fire and heat, and are confident in applying practical adaptation strategies to sustain productive farming and land management systems.

Why this program matters in this region

Climate adaptation is highly significant to the Central West LLS region, where agriculture relies on climate sensitive systems such as grazing and dryland cropping. Increasing temperatures, more variable rainfall, and more frequent extremes, including drought, heat and intense storms-are reducing soil moisture reliability, increasing erosion risk, and placing pressure on water resources and farm productivity.

These pressures are compounding existing NRM challenges, including declining soil condition, biodiversity loss and stress on key assets such as rivers and wetlands. Without active adaptation, climate impacts will accelerate landscape degradation and reduce the long-term sustainability of both production systems and natural environments.

The program is integral to building landholder capability to understand climate risks and adopt practical responses, supporting more resilient farming systems and landscapes. It aligns with regional priorities by driving practice change, embedding climate risk into planning, and strengthening preparedness for climate extremes while maintaining productive and sustainable land use.

How this program will be delivered locally

• Deliver targeted extension and advisory services to build landholder knowledge and confidence in managing climate risks, with a focus on practical, localised decision making.
• Support adoption of on-ground practices that improve resilience to drought, heat and variable seasons, including soil health, groundcover and water management.
• Increase awareness and use of climate tools, forecasts and adaptation options to inform farm planning and enterprise decisions.
• Facilitate partnerships and knowledge sharing between land managers, industry, research and community networks to strengthen coordinated adaptation responses.
• Embed climate risk into all program areas and investment decisions to ensure consistent, region-wide preparedness and long-term resilience.

Key regional partnerships

• Landholders and land managers.
• Local government.
• NSW Government Agencies - DCCEEW, BCT, Agriculture and Biosecurity, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare network.
• Research institutions, universities and RDCs.

Key program outcomes

Short term outcome (1–2 years)

• Planning for engaging Central West land managers in climate-focused extension and advisory services targeting drought, heat and seasonal variability management.

Medium term (3–5 years)

• 250 Central West land managers annually engaged in climate-focused extension and advisory services targeting drought, heat and seasonal variability management.
• ≥75% of participants demonstrate increased confidence in applying climate risk tools and adapting farm practices following engagement.
• Increased adoption of locally relevant adaptation practices (e.g. groundcover management, water use efficiency, enterprise adjustments) across priority production areas over 5 years.
• Climate risk considerations progressively integrated into whole-property planning and LLS advisory interactions, evidenced through program tracking and follow-up engagement.

Long term outcomes (5 years +)

• Strengthened regional collaboration, with active participation from key partners and landholder networks contributing to coordinated, landscape-scale adaptation responses.

Regional Customer Service

Regional program vision

Central West LLS is a valued partner in delivering clear, timely and consistent information and advice, improving access to staff and services, and strengthening trust and confidence so farmers and land managers can readily meet their rural land management statutory obligations.

Why this program matters in this region

Customer service is highly significant to the Central West LLS region, where a large and diverse customer base of around 12,000–13,000 ratepayers spanning broadacre cropping, grazing enterprises, small land managers and Aboriginal communities - relies on accessible, consistent and locally relevant information to manage increasingly complex obligations and informed decisions.

Across a geographically dispersed region, stakeholder feedback and program insights highlight key risks including declining engagement with LLS, difficulty accessing services, and inconsistent or unclear communication, all of which can slow transactions, reduce compliance and limit customer confidence in navigating regulatory requirements.

These challenges are compounded by broader regional pressures such as climate variability, emergency events and evolving biosecurity and land management requirements, increasing demand for timely, practical advice and stronger connections to LLS staff and services.

At the same time, there are clear opportunities to improve customer experience through more

proactive communication, better use of digital and self-service tools, and more targeted engagement that reflects the diversity of Central West customers.

How this program will be delivered locally

• Improve customer communication and information channels so customers receive clearer, more timely and consistent advice across services and contact points.
• Streamline and simplify key customer processes to make it easier for land managers to access staff, navigate services and complete transactions.
• Use customer feedback more effectively by regularly collecting, reviewing and acting on feedback to improve service quality, enhance processes and increase overall efficiency over time.
• Strengthen digital tools and earlier engagement to support smoother customer interactions, clearer communication around decisions, and more seamless service delivery across programs.

Key regional partnerships

• Landholders and land managers.
• General public.
• Local government.
• NSW Government Agencies- DCCEEW, BCT, Agriculture and Biosecurity, NPWS, Crown Lands, Forestry Corporation NSW.

Key program outcomes

Short-term outcomes (1–2 years)

• Increased proportion of customers reporting they receive clear, timely and consistent information and advice across key services.
• Improved ease of access to Local Land Services staff and services, supported by streamlined processes and enhanced communication channels.
• Greater use of digital tools and systems to support more responsive and efficient customer interactions.
• Regular collection and use of customer feedback to inform service improvements and identify priority issues.

Medium-term outcomes (3–5 years)

• More consistent, integrated customer experience across programs, reducing confusion and improving service efficiency.
• Increased customer confidence in accessing information, navigating services and understanding requirements and obligations.
• Demonstrated improvements in communication timeliness, follow-up and service reliability across the region.
• Stronger use of customer insights and feedback to drive continuous improvement and target service delivery where it is most needed.

Long-term outcomes (5+ years)

• High levels of trust and confidence in Local Land Services as a reliable and valued service provider in the Central West.
• Sustained improvement in customer satisfaction, engagement and participation across programs and services.
• Seamless, accessible and customer-centred service delivery embedded across all interactions and programs.

Regional Emergency Management

Regional program vision

Land managers and communities across the Central West LLS region are supported to prepare, respond and recover to emergencies, including natural disasters and biosecurity incursions, through strong coordination with emergency services and partners, improved awareness of risks and responsibilities, and trusted, locally delivered support from Local Land Services.

Why this program matters in this region

The Central West LLS region is facing an increase in complex, frequent and compounding natural disasters, including fires and floods, and extreme weather events, along with a forecasted rise in biosecurity incursions.

There are strong opportunities to improve outcomes for the region through increased emergency training capability, enhanced collaboration with emergency services, and embedding emergency preparedness into programs and advisory services.

The Emergency Management Program is essential to the Central West strengthening local coordination, building awareness of risks and roles, and reinforcing trust in Local Land Services as a reliable, on-ground partner, helping communities and producers to better prepare for, respond to and recover from emergencies.

How this program will be delivered locally

• Build staff capability to effectively support response and recovery, ensuring LLS is a trusted and reliable partner during emergencies.
• Deliver clear, timely communication before, during and after events, improving how information is shared with land managers and communities.
• Embed emergency management into programs and advisory services, using local knowledge to inform planning and decision making.

Key regional partnerships

• Regional Emergency Management Committee.
• Local Emergency Management Committees.
• Landholders, land managers and general community.
• Local Government.
• NSW Government Agencies- Agriculture and Biosecurity, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare networks.

Key program outcomes

Short-term outcomes

• Land managers are aware of and can access available recovery options and services.
• Local Emergency Management Committees are attended, and Emergency Management Plans and Consequence Management Guides are reviewed in line with defined emergency management arrangements with government agencies and partners.
• LLS staff capability to respond is maintained through 90% of staff with foundational emergency management training and an annual assets audit.
• LLS staff are prepared to respond to emergency events through preparatory exercises and training events.

Medium-term outcomes

• Staff are trained in specialised roles and available for emergency deployment.
• Situational awareness to respond is maintained through audits of Evacuation Centres and Animal SafePlaces.

Long-term outcomes

• Land managers and communities across the Central West LLS region are better prepared for, respond to, and recover from emergency events.
• LLS has sufficient resources and capability to consistently effectively and rapidly respond to, and manage, emergencies.

Regional Land Management (Native Vegetation)

Regional program vision

In the Central West, land managers are supported through consistent practical advice to manage native vegetation responsibly delivering sustainable land management alongside agricultural production and ensuring native vegetation conditions are sustained and improved across the region.

Why this program matters in this region

Sustainable land management is highly relevant to land managers in the Central West LLS region, where broadacre cropping and grazing systems rely on the effective integration of native vegetation with productive land use.

Native vegetation underpins soil stability, water regulation and biodiversity, but must be actively managed alongside ongoing agricultural production pressures and evolving regulatory requirements.

Stakeholder feedback highlights that complexity and misunderstanding of native vegetation rules, combined with limited landholder capacity and confidence, are key risks to achieving both compliance and on-ground outcomes. 

Fragmentation between regulatory, advisory and incentive programs further challenges consistent decision-making and can reduce engagement in vegetation management activities. At the same time, there are strong opportunities to improve outcomes through better integration with agriculture, NRM, TSR and Biosecurity programs, increased adoption of best-practice land management, and more practical, locally relevant extension and examples. Providing clear, early and consistent advice is essential to support informed decisions and participation.

The program plays a central role in building landholder capability and confidence to manage native vegetation within the Land Management Framework, supporting compliance while enabling productive land use.

How this program will be delivered locally

• Deliver targeted extension and education to support adoption of best-practice land and native vegetation management to improve understanding of the Land Management Framework and its application.
• Provide clear, early and consistent advice on native vegetation rules and requirements to support informed land management decisions.
• Support land managers to plan and implement native vegetation outcomes that align with both production and environmental objectives.
• Share local examples and case studies of successful land management approaches to build confidence and promote a broader understanding of the benefits of sustainable land management activities such as examples where biodiversity is promoted and improved.

Key regional partnerships

• Landholders and land managers.
• Local government.
• NSW Government Agencies- DCCEEW, BCT, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• NSW Farmers.
• Industry and producer groups.
• Community groups and Landcare networks.
• State significant development proponents.

Key program outcomes

Short-term outcomes (1–2 years)

• 150 land managers annually access advisory, extension or education on native vegetation management and regulatory requirements.
• ≥75% of participants report improved understanding of vegetation rules and greater confidence in land management decisions.
• Increased enquiries and uptake of one-on-one advice to support property-level vegetation planning and compliance.

Medium-term outcomes (3–5 years)

• Observable increase in adoption of best-practice land and native vegetation management across mixed farming and grazing enterprises.
• Improved alignment of landholder decisions with the Land Management Framework, reflected in higher quality applications, notifications and reduced regulatory uncertainty.
• Stronger integration of native vegetation management into broader farm planning, supported by ongoing extension and local examples.

Long-term outcomes (5+ years)

• Sustained improvement in native vegetation condition and extent across private land in the Central West.
• Land managers routinely making informed, compliant decisions that balance productivity with vegetation protection and management.
• Native vegetation contributing to resilient, productive landscapes and long-term environmental and economic outcomes for the region.

Regional Natural Resource Management

Regional program vision

Land managers are supported to actively manage their land-improving soil health and land condition, protecting waterways and catchments, enhancing biodiversity and ecological condition and embedding sustainable practices that strengthen productive, resilient landscapes.

Why this program matters in this region

Natural resource management is fundamental to maintaining the health and resilience of the Central West’s landscapes, where aquatic ecosystems, soil and land resources, terrestrial ecosystems and significant species depend on well-functioning natural systems. Protecting waterways and catchments, improving soil and land condition, and conserving biodiversity are critical to sustaining both environmental values and the region’s productive capacity.

Fragmented delivery, limited capacity for landholder engagement, and inconsistent investment are key risks to improving environmental outcomes. There are strong opportunities to increase adoption of best-practice land, soil and water management, improve access to practical tools and advice, and strengthen partnerships to deliver coordinated, landscape-scale outcomes.

In this context, the NRM Program plays a key role in bringing together partners and land managers to deliver integrated, evidence-based actions that improve ecosystem condition across soil, water and biodiversity assets-supporting resilient and functioning landscapes across the Central West.

How this program will be delivered locally

• Deliver targeted extension and education to build landholder capability to implement practical on-ground NRM actions that improve their natural assets.
• Strengthen partnerships with land managers, Aboriginal organisations and stakeholders to drive coordinated, landscape-scale outcomes across tenures.
• Improve access to practical tools, advice and decision-support resources to drive adoption of best-practice management.
• Align programs and leverage investment to reduce fragmentation and deliver consistent, long-term environmental and production benefits.

Key regional partnerships

• Landholders and land managers.
• Local government.
• NSW Government Agencies- DCCEEW, BCT, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Non-government organisations.

Key program outcomes

Short-term outcomes (1–2 years)

• 300 land managers engaged annually in NRM extension, advisory services and on-ground projects focused on soil, water and ecosystem condition.
• ≥80% of participants demonstrate improved understanding of sustainable land, soil and water management practices and their application.
• Increased awareness and use of practical tools, data and decision-support resources in land management planning.
• Strengthened engagement with land managers, Aboriginal organisations and delivery partners to support coordinated program delivery.

Medium-term outcomes (3–5 years)

• Increased uptake of best-practice soil, land and water management across priority landscapes, including actions supporting aquatic and terrestrial ecosystems.
• Measurable improvements in groundcover, soil condition and catchment health through targeted project investment.
• Expanded delivery of integrated projects supporting biodiversity, habitat and significant species outcomes alongside production benefits.
• Stronger, more aligned partnerships enabling coordinated, cross-tenure delivery at a landscape scale.

Long-term outcomes (5+ years)

• Sustained improvement in soil health, waterway condition and ecosystem function across the Central West.
• Resilient landscapes that support productive agriculture while maintaining aquatic and terrestrial ecosystems and significant species.
• Widespread adoption of sustainable land management practices embedded in farm business decision-making.
• Well-coordinated regional NRM delivery, reducing fragmentation and achieving lasting environmental and cultural outcomes.

Regional Pest Animals

Regional program vision

In the Central West, invasive pest animals are managed through coordinated action that reduces impacts on agricultural production, supports land managers to control priority species, respond to incursions and builds awareness of pest risks and responsibilities.

Why this program matters in this region

Pest animal management is highly significant to the Central West LLS region, where agricultural production systems and natural assets are highly exposed to the impacts of widespread and emerging invasive species. Pest animals such as foxes, pigs, wild dogs and rabbits impact livestock production, damage crops and pasture systems, and place ongoing pressure on land managers through increased management costs and effort.

Reducing impacts on production, supporting land managers to manage priority pest species, and improving awareness of pest risks are key regional priorities. However, fragmented effort, competing demands and limited landholder capacity continue to constrain effective and coordinated control.

These pressures are compounded by the scale and diversity of the Central West landscape, where pest animals are widespread and often difficult to control once established, and where seasonal conditions and land use variability influence pest distribution and impacts.

Without a coordinated, evidence-led approach, pest impacts will continue to increase, leading to ongoing production losses, environmental degradation and reduced effectiveness of isolated control efforts. The program is therefore critical in driving landscape-scale collaboration, improving access to practical tools and advice, and building landholder capability to meet biosecurity responsibilities and adopt best-practice management.

How this program will be delivered locally

Central West Local Land Service delivery will focus on:

• Support land managers to adopt best-practice pest management approaches, targeting priority pest species and improving on-ground control outcomes.
• Facilitate coordinated, cross-tenure pest management programs to address fragmented effort and drive more effective, landscape-scale impact.
• Increase participation in regional pest programs, networks and coordinated groups to strengthen collaboration and shared responsibility.
• Provide targeted extension, technical advice and practical tools to improve landholder confidence and capability in pest management.
• Improve awareness and understanding of pest risks and biosecurity responsibilities, supporting informed decision-making and early action.
• Use local knowledge and data to prioritise high-risk pest species and areas, ensuring effort and investment are targeted effectively.
• Strengthen monitoring, evaluation and reporting of pest control outcomes to track progress and inform adaptive management.

Key regional partnerships

• Central West Regional Pest Animal Committee.
• Landholders and land managers.
• Local government.
• NSW Government Agencies- Agriculture and Biosecurity, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• NSW Farmers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Research and development organisations and service providers.
• Other LLS regions.

Key program outcomes

Short-term outcomes (1–2 years)

• 300 Central West land managers and stakeholders participating annually in pest management extension, training and coordinated control activities.
• ≥80% of participants demonstrate improved awareness, knowledge and confidence in identifying pest risks, responsibilities and control options.
• Increased uptake of practical pest control tools, guidance and best-practice approaches across priority species.
• Strengthened engagement in local pest programs, coordinated groups and cross-tenure initiatives.

Medium-term outcomes (3–5 years)

• Measurable increase in coordinated, cross-tenure pest management programs operating across priority areas.
• Increased landholder participation and sustained involvement in regional pest networks and group control activities.
• Demonstrated adoption of best-practice pest management approaches leading to more consistent, targeted control of priority species.
• Improved monitoring, reporting and use of local knowledge to inform pest management decisions and investment.

Long-term outcomes (5+ years)

• Reduced impacts of invasive pest animals on agricultural production, natural assets and communities across the Central West.
• Sustained, landscape-scale coordination of pest management embedded as standard practice across land tenures.
• A well-informed and capable landholder base effectively managing pest risks and meeting biosecurity responsibilities.
• Improved distribution and abundance outcomes for priority pest species through ongoing, adaptive and evidence-based management.

Regional Plant Biosecurity

Regional program vision

Connected, confident and resilient plant industries implementing shared responsibility, active surveillance and robust biosecurity practices.

Why this program matters in this region

The Plant Biosecurity Program is critical to the Central West due to the region’s strong reliance on plant-based industries—particularly broadacre cropping (cereals, pulses, oilseeds and cotton)— which underpin both the regional economy and broader food security outcomes. Plant production accounts for around 75% of agricultural value, meaning pest and disease incursions can have significant economic, environmental and community impacts.

The region also contains important natural assets, including the Lachlan River corridor, Macquarie Marshes and major conservation areas such as the Pilliga, Goobang and Goonoo National Parks. These landscapes support biodiversity and ecosystem function, increasing the importance of effective plant biosecurity to protect both production systems and environmental values.

Stakeholder feedback highlights key risks including low awareness of biosecurity responsibilities— particularly among absentee land managers— limited understanding of obligations, and delays in detection, reporting and response. These risks are compounded by high freight movement, expanding industry activity and diverse production systems, all of which increase the likelihood of pest introduction and spread across the region.

In this context, the program is essential in strengthening shared responsibility by building landholder awareness, improving early detection and reporting, and supporting the adoption of practical on-farm biosecurity practices. It also supports community resilience by protecting livelihoods, sustaining regional economies and safeguarding critical natural and production assets.

How this program will be delivered locally

Central West Local Land Service delivery will focus on:

• Targeted education and awareness programs to improve understanding of priority plant pests and diseases and build land managers capability to identify threats.
• Practical, on-ground advice and support to help land managers implement effective on-farm biosecurity practices.
• Building landholder confidence through clear guidance, tools and extension that supports early detection and reporting of plant pests and diseases.
• Strengthening partnerships with industry, agencies, land managers and research organisations to coordinate delivery and share intelligence.
• Facilitating consistent messaging and engagement across networks to increase awareness, participation and adoption of plant biosecurity practice.

Key regional partnerships

Our key regional partners in Plant Biosecurity are:

• Landholders and land managers.
• Local government.
• NSW Government Agencies- Agriculture and Biosecurity, EPA, DCCEEW.
• Grains Research and Development Corporation.
• Cotton Research and Development Corporation.
• Hort Innovations.
• CSIRO.
• NSW Farmers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Private consultants and service providers.
• Other LLS regions.

Key program outcomes

Short-term outcomes (1–2 years)

• 300 Central West land managers engaged annually in plant biosecurity extension, training and awareness activities.
• ≥80% of participants reporting improved knowledge, skills or confidence to identify plant pests and threats.
• Increased awareness of plant biosecurity responsibilities, including among absentee and small-scale land owners.

Medium-term outcomes (3–5 years)

• Greater engagement of hard-to-reach and land owners and managers, including absentee and small-scale land owners, leading to broader awareness of responsibilities and participation in plant biosecurity activities.
• Strengthened regional collaboration, with industry, agencies and advisors.

Long-term outcomes (5+ years)

• Reduced risk of the spread of high-risk plant pests through earlier detection and coordinated communication and capacity building.
• Improved resilience of Central West plant-based industries and natural assets to biosecurity threats.
• Sustained culture of shared responsibility, with land managers, industry and agencies actively contributing to prevention, preparedness and response efforts.

Regional Priority Weeds

Regional program vision

Land managers, communities and agencies are working together to reduce weed risks through increased awareness and shared responsibility, strengthening coordinated management across land tenures, and supporting practical action on priority and emerging weed species to protect productivity and natural assets.

Why this program matters in this region

The Weeds Program highlights priority weed species and control requirements to improve awareness and support more targeted decision-making, enabling funding and resources to be directed to high-risk areas. This ensures the region is better equipped to respond to emerging and priority weed threats through timely, coordinated action.

It addresses key regional risks of poor coordination, delayed response and inconsistent long-term control, while leveraging opportunities for stronger cross-tenure collaboration and increased participation.

Overall, the program supports a coordinated, landscape-scale approach by strengthening shared responsibility and enabling land managers to effectively manage priority and emerging weed species.

How this program will be delivered locally

• Encourage coordinated, cross-tenure weed management through promoting aligned control efforts across land managers, councils and agencies.
• Strengthen partnerships with land managers, councils, community groups and agencies to enhance collaboration and shared responsibility.
• Improve early detection, surveillance and reporting of weed incursions to enable faster, more effective responses to emerging threats.
• Raise awareness of priority weed species and the importance of targeted control, focusing effort where it delivers the greatest regional and landscape-scale benefit.

Key regional partnerships

• Central West Regional Weeds Committee.
• Landholders, land managers and general community.
• Local Control Authorities/Local government.
• NSW Government Agencies- Agriculture and Biosecurity, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare networks.
• Utility and infrastructure managers.
• Contractors and service providers.
• State significant development proponents.
• Other LLS regions.

Key program outcomes

Short-term outcomes (1–2 years)

• ≥80% of participants reporting increased awareness of weed risks, responsibilities and priority species, supporting more targeted and informed decision-making.
• Greater awareness and use of best-practice weed management approaches and early reporting pathways.

Medium-term outcomes (3–5 years)

• Broader adoption of coordinated, cross-tenure weed management across priority locations.
• Stronger, more consistent partnerships between land managers, councils, agencies and community groups.

Long-term outcomes (5+ years)

• Sustained, landscape-scale weed management delivering reduced spread and impact of priority weeds.
• Ongoing participation in the Regional Weeds Committee is sustained over the 5-year period, supporting consistent coordination, shared decision-making and alignment of weed management priorities across the region.

Regional Travelling Stock Reserves

Regional program vision

In the Central West, travelling stock reserves are actively managed, which includes improved compliance and infrastructure management, ongoing TSR access to support livestock movement and drought resilience. Priorities are aimed at balancing grazing use with community, cultural and environmental values.

Why this program matters in this region

Travelling Stock Reserves (TSR) are some of the most utilised travelling stock networks in the State, forming an extensive and connected network that functions as a key thoroughfare for livestock movement across the state. In a region characterised by large-scale grazing and mixed farming enterprises, TSR play an essential role in supporting drought resilience by maintaining access to feed and water, while also enabling movement during seasonal and market pressures. Beyond their agricultural value, TSR contain important cultural heritage sites and remnant native vegetation that contribute to biodiversity and landscape connectivity.

Stakeholder feedback highlights ongoing risks associated with inconsistent compliance, variable management approaches and ageing infrastructure, which can limit access, reduce confidence and impact the condition of TSR assets.

There are also competing expectations around grazing use, environmental outcomes and community access that require clearer, more transparent and balanced decision-making. At the same time, there are strong opportunities to improve coordination, strengthen compliance and communication, invest in fit-for-purpose infrastructure, and better recognise the cultural and environmental values embedded within the network.

In this context, the TSR Program is significant as it ensures the Central West network remains accessible, well-managed and fit-for-purpose— supporting livestock movement and drought response while balancing grazing use with community, cultural and environmental values, and improving the safety, usability and long-term condition of TSR assets.

How this program will be delivered locally

• Strengthen compliance and consistency through clearer processes, coordinated inspections and improved communication of roles, responsibilities and permit requirements.
• Improve access and infrastructure by prioritising upgrades to watering points, fencing, signage and road crossings to support safe, reliable livestock movement.
• Enhance communication and transparency with land managers and the community, including clearer decision-making, timely information and responsive local engagement.
• Balance grazing, environmental and cultural values by integrating condition monitoring, supporting sustainable grazing practices and working with Aboriginal stakeholders to recognise and manage cultural heritage.
• Build partnerships and coordinated delivery with councils, land managers and other agencies to support consistent management, shared responsibility and better use of the TSR network across the region.

Key regional partnerships

• Landholders and land managers.
• TSR users.
• Local Land Services – TSR PAG, other TSR teams, other CWLLS teams.
• Local government.
• NSW Government Agencies- DCCEEW, BCT, NPWS, Crown Lands, Forestry Corporation NSW.
• Aboriginal organisations and land managers.
• Industry and producer groups.
• Community groups and Landcare networks.

Key program outcomes

Short-term (1–2 years)

• Increase in compliant use of TSR, supported by clearer processes and communication.
• Priority TSR infrastructure (water points, fencing, signage) upgraded or maintained to improve access and safety.
• Establishment of consistent monitoring and reporting on TSR condition, use and compliance.

Medium-term (3–5 years)

• Measurable improvement in TSR accessibility and usability across key routes supporting livestock movement.
• Reduced instances of non-compliance and clearer, more consistent application of TSR management practices across the region.
• Demonstrated improvement in vegetation condition and groundcover on managed TSR.
• Active partnerships with Aboriginal stakeholders reflected in increased recognition and management of cultural values.

Long-term (5+ years)

• A well-connected, reliably accessible TSR network supporting ongoing livestock movement and drought resilience across the Central West.
• Sustained balance between grazing use, environmental condition and community expectations across the TSR estate.
• TSR infrastructure and assets maintained at a standard that supports safe, efficient and fit-for-purpose use.
• High levels of stakeholder confidence and trust in transparent, consistent TSR management and decision-making.

Contact Local Land Services NSW

To learn more about this Local Strategic Delivery Plan, including programs operating in Central West Local Land Services region, you can contact our team. We welcome your enquiries, feedback and comments.

• Learn more about Local Land Services.
• Find your nearest LLS office
• Phone: 1300 795 299