Greater Sydney 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 Greater Sydney Draft Local Strategic Delivery Plan 2027-32 (PDF 4.98MB). 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.

A message from the local board

This Local Strategic Delivery Plan sets out how Greater Sydney Local Land Services will deliver sustainable land and natural resource management, biosecurity and emergency response services in the Greater Sydney 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 Greater Sydney region, this means working alongside land managers, councils, Aboriginal communities, industry and other partners to support productive agriculture, 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 practical advice, extension and education, compliance activities, and timely emergency responses. This approach balances our legislative responsibilities with on-ground assistance that helps land managers make informed decisions, meet their obligations and achieve better outcomes for their land and communities.

This plan has been developed by listening to the people who manage and care for land across our region. It reflects views and experience from farmers and other land managers, Aboriginal communities, local government, industry groups and delivery partners. Regional engagement and customer feedback have played an important role in shaping our priorities, ensuring that local knowledge remains at the centre of our decision-making.

Part A: Greater Sydney strategic intent

A1 Regional context and service environment: Our regional profile

Geography and land use

The Greater Sydney Local Land Services (LLS) region spans ~2.3 million hectares within the Sydney Basin and is defined by a sharp contrast between dense urban areas and extensive natural landscapes. Major river systems, coastal environments, and extensive areas of bushland and national parks (including the Blue Mountains World Heritage Area) provide critical environmental, cultural and economic value. These natural assets support biodiversity, water supply, flood management, recreation and tourism, and are central to the long-term resilience and liveability of the region.

Agriculture remains an important land use on the metropolitan fringe. The region supports intensive and high-value agricultural activities including horticulture, poultry, nurseries and turf production, supplying fresh food and products which support the region’s population. This region also includes a substantial area of modified pasture used for grazing. While agriculture occupies a relatively small share of land compared with urban uses, it plays a key role in food security, local employment and supports lifestyles. This diversity also places an increased emphasis on stewardship of productive land and natural resources as Greater Sydney continues to grow.

Customer base

Over 5.7 million people call Greater Sydney home. This includes approximately 91,000 Aboriginal people; more than any other region in NSW.

The region includes about 6,455 rateable holdings (covering an area of approximately 204,000 hectares), and more than 22,000 small and peri-urban landholdings between two and 10 hectares, including lifestyle or hobby farms, that cover an area of approximately 70,000 hectares and drive substantial demand for our services. While Greater Sydney boasts the highest proportion of ‘part-time farmers’ in the state, as a region it continues to support a range of high-value intensive primary industries.

The Greater Sydney farming community is the most culturally and linguistically diverse of all LLS regions. Almost 40% of our farmers or farm managers were born overseas (well above the state average of 10.7%) and over 16% of Greater Sydney farmers do not speak English well or at all.

Key industries and their LLS service needs

Greater Sydney supports a small number of highly productive primary industries that are economically significant despite limited land availability, generating approximately 7.4% of NSW’s gross agricultural value on around 1.5% of the state’s land mass. The region is dominated by intensive agriculture, particularly horticulture, poultry, nurseries and turf. Vegetable farms account for around 37% of all farms and the region produces the largest share of NSW turf output. Greater Sydney also includes areas of modified pastures, primarily on the southwest fringes that are used primarily for grazing.

The most common services sought from Greater Sydney LLS relate to pest animal control, administrative services (e.g. compliance, LLS rates) and advice related to weed control. Greater Sydney LLS often provides new land managers (e.g. lifestyle or hobby farmers) with advice and extension related to sustainable land management, including sustainable agricultural practice and enhancing biodiversity.

Local councils play a central role in land management, delivering environmental and sustainability programs within their jurisdiction, with many integrating Caring for Country outcomes within their programs. Their feedback highlights the need for structured strategic engagement and coordination to align priorities, share information and optimise outcomes across tenure boundaries.

Aboriginal nations, communities and Country

The Greater Sydney region is home to the largest population of Aboriginal people in NSW. This includes local Aboriginal people from within the region who hold a deep cultural responsibility and obligation to care for their Country, interwoven through lore, law, customs and practices, inherited over countless generations. 

40 of Greater Sydney’s 3,366 farmers or farm managers (Australian Bureau of Statistics, 2021) identify as having indigenous heritage, though this may not include Aboriginal people and communities who grow and harvest foods as part of their traditional cultural practice.

Along with the First Nations people from Country, the community in Greater Sydney consists of Aboriginal people and families who have historically or recently moved into the area. Greater Sydney’s Aboriginal communities are culturally diverse, with many community members continuing to hold cultural, social and kinship connections to communities and Country in other regions within NSW and Australia.

The Greater Sydney region includes six Local Aboriginal Land Councils, which hold a significant amount of land claimed and regulated under the Aboriginal Land Rights Act 1983. The region includes a diverse range of other Aboriginal community-controlled organisations, Aboriginal businesses and Landcare groups, another layer in which Greater Sydney LLS regularly engages. As a result of this complex and multi-layered landscape, Greater Sydney LLS actively seeks guidance and collaboration with its Aboriginal Advisory Group to shape and deliver outcomes.

3 main themes have arisen through our consultation which will influence how Greater Sydney LLS delivers projects, Programs and outcomes for Aboriginal communities. Firstly, a consistent call for Aboriginal leadership and self-determination in decision-making. Greater Sydney LLS delivers Program and projects that are developed through consultation with Aboriginal communities, and as a result this co-design ensures that we deliver in partnership with these communities.

Secondly, cultural knowledge and Caring for Country should be integrated into environmental management across all our Program areas. Greater Sydney LLS actively seeks to enhance cultural connections through its Aboriginal outcomes and engagement and natural resource management Programs. Greater Sydney LLS will explore other opportunities to engage Aboriginal communities to apply traditional knowledge and achieve mutually beneficial outcomes beyond these Programs.

Finally, our Programs should provide meaningful, long-term outcomes for Aboriginal communities. Greater Sydney LLS will consider these themes as we design opportunities with Aboriginal communities that create enduring cultural, social, economic and environmental outcomes.

Key regional challenges and service demands

Climate change and extreme weather events

Greater Sydney is projected to experience increased average temperature, increase in hot days per year, decrease in average winter rainfall and increase in severe fire weather days per year. A long period of warm, wet conditions has increased fuel load across large areas of bushfire-prone native vegetation, presents a significant risk moving into a predicted ‘super El Nino’ cycle. Flood preparation in the Hawkesbury-Nepean Valley continues to impact productive and residential land managers and natural assets. Building resilience of land managers is critical.

Complexity of customer base

Our customer base is large, diverse and ever- changing. Almost 40% of Greater Sydney’s population was born overseas, bringing diversity of culture, practice and often language barriers. This, coupled with varied degrees of experience and knowledge among land managers, necessitates more tailored, resource-intensive engagement approaches.

Land use change and economic pressures

The development of Western Sydney International Airport has impacted productive land through acquisitions and the environment through vegetation and habitat clearing. Urban sprawl on Greater Sydney’s outer fringes brings suburban residential homes into closer proximity with natural and agricultural industries. 

Property planning may be impacted by planning decisions that limit diversification possibilities. Together with a rise in lifestyle or hobby farmers, demand for biosecurity, natural resource management and sustainable agriculture advice and services is likely to increase.

Biosecurity gateway risks and other pressures

Ports and airports are key biosecurity pathways for exotic pests and diseases that increase the biosecurity burden on Greater Sydney as a gateway to the rest of NSW. This creates a disproportionate biosecurity burden on the region, which is already dealing with invasive pest animal pressures such as deer and pigs. High weed pressure continues to be exacerbated by development, urban expansion and high traffic through the region.

Complex governance and management

Landscape-level management of threats and pressures is complicated by having 39 local government areas, making strategic prioritisation of effort and resources complex. This is compounded by multiple state and federal government agencies with responsibilities for delivering and administering land management programs and legislation. These layers and a lack of local strategic coordination, resourcing and funding limit the effectiveness of local management actions.

What has changed since our last strategic plan?

Key changes since 2021

Since 2021, service delivery has been shaped by compounding external pressures, particularly repeated emergency events, escalating biosecurity risks and increasing climate variability. Floods, fires, legacy COVID-19 impacts and major biosecurity incidents have driven higher demand for emergency response, recovery and coordination, while also contributing to fatigue for staff and communities.

Changes to funding for delivery, including a shift from grants to procurement, have contributed to a gradual move toward more advisory and extension services and away from on-ground projects. Customer engagement has also changed considerably, with a shift towards hybrid (digital and face-to-face) delivery, which provides flexibility but increases complexity.

In 2022, Greater Sydney LLS was engaged to deliver environmental restoration works for the first 15 years of management at the Defence Establishment Orchard Hills Offset Area under the Western Sydney Airport Biodiversity Offset Delivery Plan. This is the largest project to be delivered by Greater Sydney LLS and a major opportunity to support restoration of remnant Cumberland Plain Woodland.

Farmer and other land manager insights

Greater Sydney LLS has drawn on evidence from a range of sources to develop this Local Strategic Delivery Plan, including desktop research, customer surveys, staff experience and feedback and stakeholder consultation. Key findings from this process and their implications for planning and delivery are outlined below.

Greater Sydney LLS supports a highly diverse customer base that includes private land managers, councils, public land managers, industry groups and Aboriginal communities. Stakeholder feedback indicates that Greater Sydney LLS is a trusted organisation that provides valued support, but one that must continue to adapt its role, visibility and ways of working to meet evolving expectations.

There is a strong expectation that Greater Sydney LLS will provide clear, outcomes-led regional coordination and leadership. Our customers state that strategic coordination is too often reliant on informal relationships rather than consistent, structured mechanisms across councils and other land managers. Councils and other public land managers have specifically called for greater emphasis on landscape-scale approaches to land management, particularly related to pest and weed control, to improve alignment across tenure and administrative boundaries and strengthen collective outcomes.

Awareness of the General Biosecurity Duty is low among many land managers, particularly new and emerging land managers, which limits early and effective action on pests, weeds and other biosecurity risks. These challenges point to the need for targeted capacity building, practical extension and sustained behaviour change initiatives to strengthen knowledge, clarify responsibilities and support better land management outcomes across the region.

Meaningful engagement with Aboriginal communities is also a clear expectation. This requires outcomes to be defined and delivered by Aboriginal communities, with Greater Sydney LLS supporting approaches grounded in self- determination, collaboration and long-term partnership. Projects should be inclusive of the diverse contemporary Aboriginal populations across Greater Sydney, recognising the range of cultural identities, connections to Country and community priorities across the region.

Land use change is creating additional pressures across Greater Sydney. As urban expansion, infrastructure development and changing ownership patterns reshape the peri-urban landscape, they increase the potential for land use conflict and contribute to habitat fragmentation.

These changes create risks for both natural and production outcomes.

LLS’ Measuring What Matters project seeks to understand land manager confidence in various aspects of managing property. These insights can be used to tailor our services to areas of needs. Key capability areas for improvement in Greater Sydney include:

• Native pasture planning and improvement.
• Coordinated pest management and exclusion.
• Practical biosecurity and livestock health management.
• Habitat and biodiversity stewardship.

Lessons from prior plan review

Natural Resources Commission audit

The Natural Resources Commission audit of the Greater Sydney LLS strategic plan found that it was broadly guiding Program delivery, though its influence was inconsistent across business processes. It found that the strategic plan could be better used to guide the development of core Programs and projects during annual business planning cycles.

The audit identified clear opportunities to opportunities for the next strategic plan, including:

• Developing longer-term, outcome-based targets.
• Improving alignment between monitoring and reporting and strategic outcomes.
• Adopting regular review processes and adaptive management processes to ensure the strategic plan continues to guide business through the entire plan period.
• Establishing robust baseline data and Program evaluations.

Review of prior plan and stakeholder consultation insights

Our review of our previous plan against the future direction of LLS under the Statement of Strategic Intent (SSI) provided key insights for what continues to be relevant and what needs to improve. Some of these insights were supported by feedback from the targeted consultation undertaken as part of the development of this local strategic delivery plan.

Key points to maintain include:

• Emphasis on supporting land managers through extension and education. Stakeholder feedback indicates that Greater Sydney LLS’ advisory and education role is highly valued, and that targeted workshops for councils could improve local capability, broaden service reach and shift delivery toward a more scalable, partnership- based model.
• Ongoing commitment to Aboriginal engagement and Caring for Country. Stakeholder feedback showed a strong commitment to incorporating Caring for Country outcomes into holistic landscape management approaches.
• Strong focus on collaboration and partnerships. Stakeholder feedback indicates a need to strengthen strategic coordination through formalised and structured partnerships. This was considered especially important for managing pest animals and weeds, where impacts are felt across local council boundaries and land tenures.

Key areas for improvement include:

• Shifting focus from activities and outputs to outcomes and impact to show the benefits of our services to our customers. This helps our customers to understand our long-term vision, rather than focusing on short-term activities.
• Renewed focus of core services towards building land manager capability to make informed decisions, rather than on-ground delivery of discrete projects and Programs. Building land manager capability delivers more lasting benefits than discrete projects by supporting informed decisions and sustained practice change.
• Greater focus on embedding adaptation and resilience across core programs, in line with the ‘Adapt’ strategic theme of the SSI. Stakeholders recognise the rapid rate of change within the region and the need to consider new and innovative ways of managing land.
• Improving brand recognition and engagement, particularly among new land managers and culturally and linguistically diverse farming communities. Maximising Greater Sydney LLS’ reach through thoughtful and considered engagement will help more land managers adopt sustainable land management practices and better understand and manage biosecurity risks.

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

Greater Sydney faces a unique combination of pressures that make building land manager capability more important than ever. Urban growth continues to impact the region, placing pressure on natural, cultural and production landscapes. Expanding peri-urban areas create fragmented patches of native vegetation and contribute to a fast-changing interface between urban communities, agricultural land and natural areas. These pressures are compounded by rising biosecurity gateway risks and the growing impacts of climate change.

Greater Sydney supports thousands of small landholdings alongside highly intensive agricultural producers. Land managers have different levels of experience, confidence and access to information. Meeting these diverse needs requires sound and evidence-based advice, practical support and targeted capability development.

Without continued investment in building capability, many land managers will be less prepared to respond to changing conditions and emerging risks. Over time, this could contribute to increased biosecurity risks, declining productivity, increasingly fragmented landscapes and reduced cultural connection to Country. Building capability supports better decisions, stronger resilience and more sustainable outcomes across the region.

Regional interpretation

In Greater Sydney, we will:

• Provide improved and targeted access to advice, education and extension services across our highly diverse customer base.
• Strengthen recognition of LLS as a trusted source of information, advice and support.
• Work with Aboriginal communities to create meaningful opportunities to connect with culture and Country through collaboration and co-design.
• Support new and emerging land managers to understand the responsibilities and opportunities associated with managing land.
• Promote innovative and sustainable agricultural and natural resource management practices that meet the needs of established producers, new producers and culturally diverse farming communities, including Aboriginal farmers and land managers.
• Build awareness and capability of land managers to identify, manage and respond to biosecurity threats, emergencies and natural hazards.
• Listen to our communities and provide the tools, support and opportunities they need to make informed decisions that lead to shared outcomes.

Regional priority statement

We will deliver targeted, accessible capability-building services that increase land manager knowledge, confidence and practical skills. More of our land managers will be better equipped to manage land sustainably and respond to biosecurity pressures, climate variability and land stewardship challenges.

Delivery of outcomes

Delivery of this priority will result in:

• More informed and sustainable land management decisions.
• Greater adoption of improved management practices.
• Stronger regional support networks and connections.
• Healthier and more resilient natural, production and cultural landscapes.

How success will be seen locally

Success will be demonstrated through improvements in:

• Land manager capability and confidence to make informed decisions.
• Adoption of improved land management practices following engagement with Greater Sydney LLS.
• Participation in collaborative forums established or supported by Greater Sydney LLS.
• Increased implementation of projects and actions that protect and restore environmental assets while supporting productivity.
• Increased number of projects that support, partner with or learn from Aboriginal communities in applying cultural land management practices on Country.

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

Greater Sydney is home to one of the most diverse customer bases of all LLS regions. Our customers include experienced primary producers, emerging farmers, new and existing lifestyle land managers, Aboriginal communities, councils and public land managers. They have different levels of knowledge, experience, cultural backgrounds and preferred ways of engaging with us.

The region is also the most culturally diverse in NSW. Many land managers come from culturally and linguistically diverse backgrounds, which influences how they access information, services and support, and the practices they implement. To be effective, we must deliver services that are accessible, inclusive and responsive to different customer needs.

Trusted relationships and clear communication are central to our role. They help land managers understand their responsibilities, support compliance, strengthen emergency preparedness and improve management of biosecurity risks. Our ability to serve customers effectively relies on building trust, understanding and long-term relationships across the region.

Regional interpretation

In Greater Sydney, we will:

• Support the diverse needs of our communities, recognising differences in culture, experience, values and knowledge.
• Find new and innovative ways to connect with communities and make our services more accessible to time-poor and hard-to-reach land managers.
• Strengthen cultural awareness within our workforce to support respectful, inclusive and effective engagement.
• Build partnerships that connect land managers with the knowledge, tools and support they need to manage land sustainably and meet their obligations.
• Strengthen emergency management capability and support improved coordination between land managers, ports, airports and partner agencies to address biosecurity threats, new incursions and natural disasters.
• Ensure our workforce remains skilled, prepared and ready to respond during emergencies.
• Improve customer experience through better understanding of customer needs and effective use of technology, data and resources.

Regional priority statement

We will deliver accessible, responsive and customer-focused services that build confidence, strengthen compliance and reinforce our role as a trusted source of information and support.

Delivery of outcomes

Delivery of this priority will result in:

• Improved customer experience and satisfaction.
• Greater land manager awareness of legislative obligations and compliance outcomes.
• Stronger emergency preparedness, response and recovery capability across the region.
• Increased confidence among land managers to make climate-smart decisions.

How success will be seen locally

Success will be demonstrated through improvements in:

• Customer compliance with land administration and financial obligations, such as Annual Land and Stock Return lodgement and paying LLS rates.
• Customer satisfaction with Greater Sydney LLS services and support workforce capability and readiness to respond during emergencies.
• Adoption of innovative and cultural land management practices that help reduce climate-related risks and improve resilience.

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

Greater Sydney contains highly valuable production landscapes, important environmental assets and places of deep cultural significance. Although agriculture occupies a relatively small proportion of the region, it delivers substantial economic value and contributes to food security, employment and community wellbeing. Our production systems exist alongside waterways, native vegetation, biodiversity corridors and cultural landscapes that support healthy ecosystems, community resilience and connection to Country.

These landscapes face increasing pressure from urban growth, climate change and biosecurity threats. These threats have implications for productivity, market access, environmental health and Connection to Country. Expanding transport networks, ports and airports create pathways for the introduction and spread of pests and diseases. Established pest animals and weeds continue to affect agricultural productivity, biodiversity, waterway health and cultural values. Intensive animal industries, companion animals and wildlife interactions also increase the complexity of biosecurity management across the region.

Protecting our production, environmental and cultural assets requires coordinated action, strong surveillance, informed decision-making and shared responsibility. Land managers play a critical role in safeguarding production, environmental and cultural values through sustainable practices and by meeting their General Biosecurity Duty.

Regional interpretation

In Greater Sydney, we will:

• Build partnerships that support coordinated, landscape-scale action to address biosecurity risks and protect high-value assets.
• Protect the productivity and profitability of our agricultural industries while promoting the benefits of healthy natural systems within production landscapes.
• Work with land managers, councils and government agencies to increase awareness of biosecurity responsibilities and strengthen understanding of the General Biosecurity Duty.
• Help land managers adopt sustainable practices that reduce the spread and impact of pests, diseases and other biosecurity threats while supporting market access regulations.
• Support land managers to recognise, protect and enhance the condition of natural assets and ecosystem services on their properties.
• Partner with Aboriginal communities to strengthen traditional and contemporary land management practices and support holistic Caring for Country approaches that deliver environmental, cultural and production outcomes.

Regional priority statement

We will support coordinated action that delivers economic, environmental and cultural outcomes across Greater Sydney. We will increase the adoption of sustainable land management practices, strengthen biosecurity readiness and maintain access to domestic and international markets.

Delivery of outcomes

Delivery of this priority will result in:

• Continued access to domestic and international markets supported by strong biosecurity systems.
• Greater awareness of natural assets, ecosystem services and biosecurity risks.
• Increased participation in coordinated management activities that address shared landscape challenges.
• Stronger integration of cultural knowledge into Caring for Country approaches.
• Healthier and more resilient natural, production and cultural landscapes.

How success will be seen locally

Success will be demonstrated through improvements in:

• Biosecurity and animal welfare outcomes supported by effective surveillance, early intervention and adoption of improved practices.
• Land manager awareness of biosecurity risks and participation in coordinated pest animal management and weed programs.
• Participation of land managers in activities that enhance natural assets and ecosystem services and environmental resilience.
• Integration of First Nations perspectives and cultural knowledge across Greater Sydney LLS programs.
• Reduced impacts from pest animals and improved management of pest animal damage, sightings and incursions.

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

Greater Sydney is one of the fastest-changing regions in NSW. Population growth, urban development, changing land use, new infrastructure and increasing cultural diversity continue to reshape the landscape. The region’s role as a gateway for people, freight and trade also creates new biosecurity challenges and increases the complexity of land management. Our cultural landscape (and customer base) continues to evolve as our population grows, and we are still learning lessons in sustainable land management from Traditional Owners.

Climate change is adding further pressure. More frequent and severe floods, bushfires, heatwaves and other extreme weather events affect communities, productive land, biodiversity and infrastructure. At the same time, long-term climate trends are changing how land managers make decisions about production, natural resource management and risk.

Our communities, landscapes and industries must be able to respond to these changes while continuing to thrive. The region has never needed greater capacity to adapt. Building resilience requires strong partnerships, informed leadership, flexible planning and a commitment to learning and continuous improvement. Greater Sydney LLS must also remain responsive to changing customer needs, new knowledge and evolving risks.

Regional interpretation

In Greater Sydney, we will:

• Make outcomes-focused investment decisions that allow us to respond to changing circumstances and emerging priorities.
• Regularly review and evaluate programs and projects to ensure they continue to meet customer needs and deliver value.
• Monitor trends, risks and opportunities that may influence future service delivery and investment decisions.
• Strengthen partnerships with government agencies, industry, councils, Aboriginal communities and land managers so that risks and opportunities are identified early and addressed collectively.
• Build the cultural awareness and capability of our workforce to enable better engagement with our communities and customers.
• Integrate and promote Aboriginal knowledge and perspectives across our programs and decision-making processes.
• Encourage innovation, learning and continuous improvement to strengthen service delivery and support adaptive management.

Regional priority statement

We will strengthen Greater Sydney’s ability to respond to change through effective governance, strong partnerships, evidence-based decision-making and continuous learning.

Delivery of outcomes

Delivery of this priority will result in:

• More transparent and responsive decision-making.
• Stronger collaboration across organisations, sectors and land tenures.
• Better coordination of effort and investment by land managers across the region.
• Increased confidence among land managers to adopt new approaches and practices.
• Greater organisational and community resilience to adapt to change.

How success will be seen locally

Success will be demonstrated through improvements in:

• Clear and documented investment prioritisation and decision-making, particularly in response to major disruptions and emerging risks.
• Regular monitoring and evaluation of program delivery that leads to measurable improvements over time.
• Stakeholder confidence in Greater Sydney LLS as a trusted partner in regional planning and coordination.
• Increased collaboration across agencies, communities and industry.
• Adoption of innovative and adaptive land management practices by land managers across the region.

Five-year rolling investment plans

The Greater Sydney LLS 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 Greater Sydney LLS 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 Greater Sydney 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.

Greater Sydney LLS will implement 10 Program Plans. The number and specifics of the Programs may change over the life of the plan, for example, as the result of a new government initiative or changes to legislation.

Regional Aboriginal Outcomes and Engagement

Regional program vision

We will partner with Aboriginal communities to support the continuation of cultural land management practices that enhance custodianship of healthier Country, leading to more sustainable and enhanced landscapes.

Why this program matters in this region

Greater Sydney is home to Traditional Custodians with enduring cultural obligations to care for Country, alongside a diverse community of Aboriginal people with connections to multiple Nations across NSW and beyond. These overlapping identities, kinship networks and management structures—such as Local Aboriginal Land Councils and emerging co-management arrangements— create a layered cultural environment that must be navigated with care, consideration and respect.

For Greater Sydney LLS, this means working in partnership with local Aboriginal communities to co-design projects that strengthen cultural obligations and connection to Country. We will aim to achieve enduring outcomes that serve contemporary Aboriginal communities and future generations.

How this program will be delivered locally

In Greater Sydney, we will work with Aboriginal communities through meaningful and inclusive engagement and co-design and co-delivery of projects to achieve lasting outcomes. We will:

• Partner with Aboriginal Controlled-Community Organisations (ACCOs) and Aboriginal businesses, directly and through councils, and other public and private land managers, to understand the needs of local communities.
• Facilitate co-design between Aboriginal staff, Elders, Traditional Owners and other local Aboriginal communities to enhance cultural connection, through education and on Country experiences.
• Build capacity to care for Country, including supporting the development of traditional land management skills that promote economic participation.
• Support the development of partnerships between land managers and local Aboriginal communities that promote trust and ongoing access to Country.
• Seek guidance from our Aboriginal Advisory Group on appropriate strategic advice, engagement approaches and initiatives.
• Seek opportunities to incorporate Aboriginal engagement and Caring for Country throughout Greater Sydney LLS’ other core Programs.

Our service delivery will be:

• Community-led, with a strong focus on co- design and co-delivery.
• Driven by strong partnerships with community, local government and public land managers.
• Inclusive of the diversity of our contemporary Aboriginal communities.
• Focused on projects that deliver lasting outcomes, with benefits for future generations.

Key regional partnerships

Greater Sydney LLS will work with a range of organisations to fund, co-design and deliver programs for Aboriginal cultural outcomes, including:

• ACCOs (local and national) that focus on Caring for Country outcomes.
• Local government agencies.
• State government agencies and corporations that manage land and fund Aboriginal initiatives.
• State government agencies that support on- ground delivery, such as but not limited to cultural burns.

Key program outcomes

Short/medium-term:

Aboriginal communities and organisations are actively engaged in the co-design and delivery of LLS programs and services that reflect community priorities.

• Aboriginal community participation in co-design and co-delivery increases over the life of the plan.
• Aboriginal partner feedback shows that engagement is meaningful, culturally respectful and responsive to community priorities.
• Community representation in Aboriginal-led and co-designed projects increases.

Aboriginal people actively participate in on-Country activities and Caring for Country initiatives with our land managers, strengthening connection to Country and cultural custodianship.

• Aboriginal participation in on-Country and Caring for Country activities increases over the life of the plan.
• Implementation of cultural land management increases over time.
• Aboriginal communities report more meaningful opportunities to participate in and benefit from Caring for Country projects.

Long-term:

Aboriginal communities actively lead culturally grounded and sustainable land management practices that support healthy Country and enduring community outcomes.

• Aboriginal leadership of cultural land management projects strengthens over the life of the plan.
• Aboriginal communities report stronger opportunities to lead Caring for Country projects.
• Aboriginal community partners report that LLS projects, programs and services are supporting enduring cultural, environmental and community outcomes.

Regional Agriculture

Regional program vision

We will build capacity to ensure we have future-ready, productive, resilient and sustainable farming communities. They will be supported by strong partnerships that drive innovation.

Why this program matters in this region

Agriculture continues to play an important role in Greater Sydney, despite increasing pressure from urban growth and competing land uses. The region supports highly productive agricultural industries, particularly intensive horticultural production, that make a significant contribution to the NSW economy and local food security.

Rapid population growth, major infrastructure projects and changing land-use patterns are reshaping the agricultural landscape. These changes affect the viability of existing farming systems, increase biosecurity risks and place additional pressure on land managers to adapt their businesses and management practices. Climate variability, flood risk and the region’s role as a biosecurity gateway further increase the complexity of operating in this environment.

Greater Sydney’s diverse farming community includes established multi-generational producers, emerging farmers, small-scale enterprises and lifestyle land managers. It also includes Aboriginal communities who care for, work with and read Country to sustainably grow and harvest native foods according to their traditional practices. Each of these groups brings different levels of experience and capability and we have an opportunity to learn from and support them all.

To remain productive and resilient, land managers need access to trusted advice, practical information, emerging technologies and strong industry networks. LLS has an important role in helping land managers navigate change and adopt practices that improve productivity, sustainability and business resilience.

How this program will be delivered locally

In Greater Sydney, we will deliver the Agriculture Program through innovation, practical extension services and strong partnerships. We will:

• Work with industry, researchers and producers (including Aboriginal producers) to demonstrate, test and share innovative farming practices.
• Deliver extension, education and applied trials that support the adoption of new technology, improved management approaches and evidence-based decision-making.
• Use the Greater Sydney LLS Demonstration Farm and other practical learning opportunities to showcase innovation and build capability.
• Develop partnerships that help us better understand customer needs and improve the relevance and reach of our services.
• Connect land managers with research, information and expertise that support sustainable agricultural production.
• Support land managers to respond to changing environmental, market and biosecurity conditions through practical advice and targeted capability-building activities.

Our service delivery will be:

• Collaborative, bringing together industry, researchers and government to leverage expertise and reduce duplication.
• Practical and accessible, with a focus on solutions that can be applied on the ground.
• Responsive to changing industry needs, emerging risks and new opportunities.
• Focused on innovation that delivers measurable value for land managers and farming communities.

Key regional partnerships

Successful delivery of this program relies on collaboration with:

• State government agencies.
• Research organisations, including Universities and Research and Development Corporations (RDCs).
• Industry representative bodies, including funding providers.
• Community organisations.
• Farmers and other land managers.

Key program outcomes

Short/medium-term:

Land managers have increased awareness of risks, opportunities and best-practice approaches, supporting more informed decisions and stronger confidence to adopt sustainable and productive farming practices.

• Increased land manager confidence to adopt and implement improved agricultural practices introduced through LLS events.
• Awareness and capability-building activities reach more priority land manager groups.

Land managers are better prepared to respond to disruption events, with improved confidence to apply practical management strategies that strengthen business and landscape resilience.

• Increased land manager confidence to apply drought, recovery and disruption management practices.
• Participants increasingly report stronger preparedness following LLS events and advice.
• Increased landholder practice confidence for emergency preparedness.

Research, trials and emerging technologies are translated into practical extension and advisory services relevant to local farming systems.

• Research, trials and demonstration activities are increasingly translated into practical advice and extension services.
• Land managers increasingly report that advice and extension services are relevant to local farming systems.
• Partnerships with industry and research organisations strengthen.

Long-term:

Land managers increasingly adopt sustainable agricultural practices that improve productivity and profitability.

• Adoption of sustainable agricultural practices increases.
• Participants increasingly report improved sustainability and productivity benefits following LLS-informed practice change.

Strong partnerships between land managers, researchers, industry and government accelerate the adoption of modern technology and innovation, supporting more productive, sustainable and future-ready farming systems.

• Partnerships with land managers, researchers, industry and government strengthen over the life of the plan.
• Adoption of modern technology and innovation increases over the life of the plan.
• Partners increasingly report that collaboration is supporting practical outcomes for farming systems.

Regional Animal Biosecurity and Welfare

Regional program vision

We will strengthen our biosecurity systems and practices, build greater land manager capability and deliver faster coordinated responses to manage animal biosecurity and welfare risks effectively.

Why this program matters in this region

Greater Sydney operates in a high-risk and high- consequence biosecurity environment. The region includes intensive animal industries, small-scale livestock enterprises, equine properties, companion animals and wildlife populations that interact across a complex peri-urban landscape. These interactions create multiple pathways for the introduction and spread of animal diseases and welfare risks.

More than 30,000 small holdings, many managed by lifestyle or new land managers, add to this complexity. Levels of biosecurity awareness, traceability knowledge and experience vary considerably across the region. Greater Sydney’s cultural diversity and high rates of land ownership change also create ongoing challenges in communicating responsibilities and building awareness of good biosecurity practices.

Maintaining strong biosecurity systems is essential to protecting agricultural production, animal welfare, food security and community confidence.

Effective preparedness, surveillance and response capability are also critical to protecting access to domestic and international markets and ensuring the region can respond quickly to emerging threats.

How this program will be delivered locally

In Greater Sydney, we will take both proactive and responsive action to strengthen animal biosecurity and welfare. We will:

• Deliver disease surveillance, investigation and reporting activities that support early detection and rapid response and containment to animal health threats.
• Build land manager awareness of animal biosecurity and welfare responsibilities, with a particular focus on peri-urban and small-scale holdings.
• Improve traceability systems by supporting Property Identification Code (PIC) registration, livestock identification and National Livestock Identification System (NLIS) requirements.
• Strengthen preparedness for emergency animal disease outbreaks and animal welfare incidents through workforce training, planning and exercises.
• Support animal welfare outcomes that protect animal health, maintain community confidence and support market access.
• Promote awareness of the General Biosecurity Duty and the shared responsibility model established under the Biosecurity Act 2015.

Our service delivery will be:

• Risk-based, with effort focused on areas, industries and pathways of greatest biosecurity significance.
• Delivered in partnership with Department of Primary Industries and Regional Development (DPIRD), private veterinarians, industry and enforcement agencies to coordinate surveillance and response.
• Practical and education-focused, helping land managers understand and implement good biosecurity practices.
• Tailored to the diverse needs of Greater Sydney’s peri-urban and culturally diverse communities.
• Responsive to emerging risks, changing operating environments and emergency situations.

Key regional partnerships

Delivery in Greater Sydney is highly partnership- dependent, particularly for surveillance, response and compliance:

• State government agencies.
• Welfare enforcement agencies.
• Industry representative bodies and supply chain.
• Veterinary networks.
• Land managers and community.

Key program outcomes

Short/medium-term:

Land managers, industry and staff demonstrate stronger awareness of emergency animal disease risks, making them better prepared to prevent, detect and respond to animal biosecurity threats.

• Staff and land manager awareness of emergency animal disease risks improves.
• Staff preparedness for emergency animal disease response strengthens over the life of the plan.

Land managers have improved traceability knowledge, supporting stronger situational awareness and more informed management of livestock movements.

• Increased land manager confidence to implement actions that improve traceability.
• Land managers increasingly update and apply traceability information correctly.

Customers and industry partners are more engaged and better informed about animal biosecurity and welfare responsibilities, leading to improved confidence to manage risks.

• Increased land manager understanding of animal biosecurity and welfare responsibilities.
• Participants increasingly report improved knowledge, skills and confidence following animal biosecurity and welfare events.
• Customer and industry partner engagement in animal biosecurity and welfare activities increases.

Long-term:

Farmers and land managers increasingly adopt and comply with improved animal biosecurity and welfare practices, strengthening disease prevention, animal health, market access and community confidence.

• Adoption of improved animal biosecurity and welfare practices increases over the life of the plan.
• Compliance with animal biosecurity and welfare requirements improves over the life of the plan.

Regional Climate Adaptation

Regional program vision

We will build capacity of land managers to make decisions that support adaptation to climate change. Through this, we will strengthen landscape resilience, productivity and community wellbeing.

Why this program matters in this region

Climate change is already influencing the way Greater Sydney’s landscapes, communities and industries are managed. The region is expected to experience higher average temperatures, more extreme heat days, reduced winter rainfall and more severe fire weather over coming decades.

These changes will affect land managers, agricultural industries, natural systems and communities in different ways.

Greater Sydney’s rapid urban growth adds to these pressures. Expanding development, particularly in Western Sydney, can increase urban heat impacts and place further pressure on productive land, natural areas and water systems. More frequent and severe heatwaves, droughts, floods and bushfires will increase risks for land managers, livestock, infrastructure, soil health, waterways and biodiversity.

Climate risks can also affect emergency preparedness and recovery. Extreme heat can increase animal welfare risks, bushfires can damage farm infrastructure and natural areas, and floods can erode soils, spread weeds and contaminants, damage productive land and reduce waterway health. These impacts can affect both production and environmental outcomes.

To respond effectively, Greater Sydney LLS needs to support better climate literacy, practical adaptation planning and informed decision-making. Land managers need access to relevant tools, advice and information so they can understand climate risks and make decisions that improve resilience. Our staff and programs also need to be equipped to embed climate adaptation into everyday service delivery.

How this program will be delivered locally

In Greater Sydney, we will build the capability of staff and land managers and embed climate adaptation across our core services. We will:

• Build climate literacy across our workforce so staff can understand climate risks and use relevant adaptation tools.
• Incorporate climate adaptation into advisory and extension services and project delivery to help farmers and land managers integrate climate risk into property planning and decision-making.
• Partner with government agencies to develop and share climate risk knowledge and tools.

Our service delivery will be:

• Informed by climate data, projections and evidence relevant to Greater Sydney.
• Developed in partnership with experts in climate adaptation and with consideration of Aboriginal perspectives.
• Integrated across Greater Sydney LLS core Programs.
• Reviewed and adapted over time as climate risks, customer needs and available information change.

Key regional partnerships

Successful delivery of this program relies on collaboration with:

• State government agencies.
• Industry representative bodies.
• Farmers and other land managers.

Key program outcomes

Short/medium-term:

Staff have stronger climate literacy and can confidently use climate risk tools to inform advice, planning and service delivery across Greater Sydney LLS Programs.

• Improved staff confidence and capability to use climate risk tools.
• Staff increasingly apply climate risk information in advice, planning and service delivery.

Climate risk, mitigation and adaptation actions are embedded in investment planning, supporting more informed decisions and better targeting of resources to improve regional resilience.

• Investment decisions increasingly reflect climate risk, adaptation needs and regional resilience outcomes.
• Climate adaptation actions are more consistently documented through planning and reporting cycles using the LLS Climate Financial Disclosure statement.

Farmers and land managers have greater knowledge, skills and confidence to understand climate risks and apply practical adaptation strategies.

• Increased Land manager understanding of climate risks.
• Participants increasingly report improved capability to apply practical climate adaptation strategies.
• Climate adaptation components are increasingly included in relevant workshops, events and advisory services.

Long-term:

Greater Sydney LLS Programs and staff respond to changing climate conditions, using evidence and adaptive management to improve service delivery.

• Adaptive management decisions are increasingly documented through annual planning and reporting cycles.
• Climate risks, mitigation measures and adaptation actions are embedded in annual investment plans across all core Programs.

Farmers and land managers increasingly adopt climate-smart practices that manage risk, support productivity, protect natural assets and strengthen long-term resilience.

• Adoption of climate-smart practices increases over the life of the plan.
• Participants increasingly report practice change, improved sustainability and productivity benefits following LLS engagement.
• Land manager confidence to manage climate- related risks improves over the life of the plan.

Regional Customer Service

Regional program vision

We will support our customers to engage early, act confidently and meet their administrative land management obligations. We will lift awareness, improve early engagement and reduce avoidable compliance risk across the region.

Why this program matters in this region

Greater Sydney has one of the largest and most diverse customer bases in the LLS network. The region includes a relatively small number of ratepayers but a much larger population of land managers, many of whom are not familiar with LLS, their responsibilities or the services available to them. This includes new landowners, lifestyle land managers, culturally diverse communities and people with varying levels of experience in managing land.

High levels of land turnover, diverse cultural backgrounds and different levels of digital engagement influence how customers seek information and interact with government services. As a result, awareness of land management responsibilities, biosecurity obligations and available support varies considerably across the region.

Early engagement and clear communication can help reduce compliance risks, improve customer understanding and strengthen relationships with land managers. By making it easier for customers to access information and services, Greater Sydney LLS can support better outcomes for individuals, communities and the broader landscape.

A strong customer service program also helps us better understand our customers, improve service delivery and ensure resources are directed to areas of greatest need. This supports our broader goal of building capable land managers and creating positive customer experiences across all areas of our work.

How this program will be delivered locally

In Greater Sydney, we will focus on customer awareness, early engagement and coordinated service delivery. We will:

• Strengthen early engagement and onboarding, including embedding PIC requirements and other statutory requirements into key landholder touchpoints.
• Increase awareness of obligations and available services through targeted outreach to land managers and trusted intermediaries (e.g. real estate agents, rural suppliers).
• Establish and maintain a coordinated referral network within Greater Sydney LLS, government, councils and community to improve service integration.
• Use customer-informed data (e.g. customer satisfaction surveys, feedback) to support engagement, compliance and service delivery.

Our service delivery will be:

• Proactive and preventative, engaging customers early to build awareness and reduce compliance risks.
• Collaborative and coordinated across partners to provide seamless and consistent customer support.
• Customer-centred and inclusive –we will tailor communication and engagement to the diverse cultural and digital needs of our customers.

Key regional partnerships

Successful delivery of this program relies on collaboration with:

• NSW Valuer General.
• NSW Land Registry Services.
• Meat and Livestock Australia and other National Livestock Identification System partners.

Key program outcomes

Short/medium-term:

Customers have clearer advice and stronger confidence to understand and meet land administration obligations.

• Increased customer confidence to understand and meet land administration obligations.
• Customer enquiries are increasingly resolved through clear, timely and consistent advice.

Customer debt is reduced through early engagement, strengthening financial sustainability and reducing administrative risk for LLS.

• Annual reductions in the total value of rates debt and the number of overdue rates notices.

Greater Sydney LLS has a clearer understanding of its ratepayer base, enabling more targeted communication, better service planning and stronger alignment of support to customer needs.

• Accuracy of ratepayer information improved annually.
• Ratepayer profile analysis increasingly informs communication, service planning and support.

Long-term:

Customers increasingly meet land administration and financial obligations on time.

• Annual reduction in missing customer contact details.
• Annual reduction in the percentage of rates debt overdue.
• Maintain and increase ALSR response rate.

Customers experience timely, respectful and responsive service, strengthening trust in Greater Sydney LLS and increasing confidence to seek advice, raise issues and engage early.

• Net Promoter Score improves year-on-year (via MyView).
• Improving land manager Customer Focus Survey scores (‘satisfied’, ‘likely to use’, ‘attitude toward’, ‘recommending LLS’).

Regional Emergency Management

Regional program vision

We will strengthen emergency preparedness, response and recovery across Greater Sydney through strong partnerships and a ready workforce.

Why this program matters in this region

Greater Sydney is a complex and high-consequence operating environment. The region contains a large population, significant infrastructure, extensive bushland, productive agricultural areas and growing peri-urban communities. These factors create exposure to a range of emergency risks, including bushfire, flooding, severe storms, animal disease outbreaks and other biosecurity incidents.

The region’s peri-urban landscape adds another layer of complexity. Large numbers of small holdings, companion animals, horses and livestock outside traditional production systems can create challenges during evacuation, emergency response and recovery. As the frequency and severity of extreme weather events increase, demand on emergency management capability is also expected to grow.

Emergency management in Greater Sydney depends on collaboration across a large network of agencies, committees, councils and community organisations. Strong relationships, clear governance arrangements and a capable workforce are essential to ensuring effective planning, response and recovery across the region. Greater Sydney’s role as a biosecurity gateway also means the region plays an important role in supporting state responses to animal and plant biosecurity emergencies.

Building preparedness before emergencies occur helps communities, industries and organisations respond more effectively and recover more quickly. LLS plays an important role in supporting that preparedness while also providing operational support during emergencies and recovery efforts.

How this program will be delivered locally

In Greater Sydney, we will strengthen capability, coordination and operational readiness across our emergency management functions. We will:

• Participate in the NSW Government’s State Emergency Management Plan (EMPLAN) and Agriculture and Animal Services Functional Area (AASFA) arrangements across multiple committees.
• Build and maintain workforce capability and readiness to support planning, response and recovery activities.
• Support land managers and communities to improve preparedness through training, exercises, extension and awareness activities.
• Provide operational support during emergencies, including technical advice and animal welfare support.
• Support biosecurity emergency responses, aligned with state arrangements.
• Strengthen relationships with emergency management partners to support coordinated action before, during and after emergency events.

Our service delivery will be:

• Partnership-driven, recognising that effective emergency management relies on coordinated action across agencies and sectors.
• Focused on building capability and readiness before emergencies occur.
• Responsive and practical, providing support where it delivers the greatest value during emergencies and recovery.
• Continuously improved through training, evaluation and lessons learned from emergency events.
• Integrated with existing emergency management and biosecurity frameworks and systems.

Key regional partnerships

Successful delivery of this program relies on strong partnerships with:

• State government agencies, including combat agencies.
• Local Emergency Management Committees and Regional Emergency Management Committees.
• Local government agencies.
• Animal welfare and industry partners.

Key program outcomes

Short/medium-term:

Emergency management arrangements are clearly defined, supporting coordinated planning, decision- making and response across Greater Sydney.

• Maintain appropriate representation at Local Emergency Management Committee meetings.
• Local emergency committee plans are reviewed and kept current.
• Partner confidence in emergency management arrangements strengthens.

Greater Sydney LLS has clear visibility of emergency resources, assets and specialist capability, enabling faster mobilisation and more effective support during emergency events.

• Increased foundational emergency management training coverage.
• Emergency management assets are maintained and regularly reviewed.

Staff have the skills, confidence and capability to support emergency response and recovery, strengthening operational resilience and service continuity during events.

• Improved staff emergency management capability.
• Staff confidence to support emergency response and recovery improves following training and exercises.
• Specialist emergency management role coverage strengthened.

Short/medium-term:

Landholders can access clear recovery information and support when they need it.

• Improved landholder confidence to access recovery information and support.
• Recovery communication products are consistently accessed by landholders during and after events.
• Improved landholder awareness of recovery options and services.

Long-term:

Greater Sydney LLS maintains the resources, workforce capability and specialist role coverage needed to respond consistently, effectively and rapidly to emergencies.

• Emergency management workforce capability is maintained or improved over the life of the plan.
• Specialist role coverage improves across foundational, intermediate and adept levels.
• Resources and workforce capability are consistently aligned to emergency response needs.

Regional Natural Resource Management

Regional program vision

We will enhance our natural environment, improve productivity and strengthen connection to Country through coordinated action and practical support for managing natural resources.

Why this program matters in this region

Greater Sydney is one of Australia’s fastest- growing urban landscapes, yet it retains vast (e.g. Greater Blue Mountains World Heritage Area) and highly valued (e.g. Cumberland Plain Woodland and Towra Point Nature Reserve) natural areas and some of the highest-value agricultural land in NSW. Native vegetation, habitat corridors, riparian zones, wetlands, estuaries and productive landscapes provide essential services: clean air and water, shade, soil stability, biodiversity, food production, recreation and connection to Country.

These assets and services face growing pressure from rapid urban development (including the new Western Sydney Airport development), invasive species, altered fire and water regimes, soil and riverbank erosion, and a more variable climate.

These pressures affect vegetation condition, soil health and productivity, waterway function and habitat for native animals, including threatened species. The expanding peri-urban interface also creates additional social and operational pressures for agricultural industries.

Active, strategic natural resource management is essential. In natural areas, it strengthens vegetation, habitat, waterways and connectivity, while supporting Aboriginal connection to Country, cultural knowledge and practice. On productive properties, it supports healthier soils, reliable groundcover, efficient water use, and stronger management of biosecurity, drought, flood and erosion risks. For communities, it builds connection and resilience, making for healthier places to live, work and play.

How this program will be delivered locally

In Greater Sydney, we will strengthen natural resource management outcomes through capability building, partnerships and targeted investment. We will:

• Target investment in initiatives that deliver (or can be scaled to deliver) landscape-scale outcomes.
• Support land managers to recognise, protect and enhance natural resources on their property through practical advice, education and extension services.
• Support projects that improve habitat quality, landscape connectivity, waterway health and ecosystem function.
• Work with Aboriginal communities to incorporate Caring for Country approaches and strengthen cultural connections to LLS Programs.
• Deliver local outcomes and develop new industry solutions to regional NRM problems (e.g. delivering biodiversity offsets).

Our service delivery will be:

• Delivered through multi-stakeholder engagement and participation.
• Aligned with co-investment partners, including research organisations, funding providers and public land managers.
• Guided by input from relevant experts, including government, researchers, and local Aboriginal communities.

Key regional partnerships

• State government agencies.
• Australian Government.
• Local government.
• Non-government organisations and community groups (e.g. Landcare, Aboriginal communities).

Key program outcomes

Short/medium-term:

Farmers and land managers have increased knowledge, skills and confidence to protect natural assets, manage landscape threats and make informed decisions that improve environmental and production outcomes.

• The proportion of participating land managers reporting increased knowledge, skills and confidence to manage natural assets and landscape threats increases.
• Land managers increasingly implement improved natural resource management practices.
• Participation by identified target audiences (including new land managers, Aboriginal land managers and culturally diverse land managers) increases.

Farmers and land managers have access to practical, evidence-based and culturally informed advice, drawing on contemporary science, that supports informed natural resource management decisions.

• The proportion of Greater Sydney LLS advisory services informed by contemporary scientific evidence, local knowledge and cultural knowledge increases.
• The proportion of participating land managers reporting that Greater Sydney LLS natural resource management advice is practical and relevant to their property increases.
• The number of active research, trial and development partnerships increases over the life of the plan.

Government, community and land manager partnerships are supported by LLS, enabling coordinated investment and collective action to improve natural resource management outcomes.

• Partnerships supporting natural resource management outcomes strengthen.
• Coordinated investment and collective action increases.
• Community group participation in natural resource management activities increases.

Short/medium-term:

Landscapes and natural resources are actively managed through actions that improve environmental condition and manage threats.

• The area of land actively managed to improve environmental condition increases.
• The area of land where priority landscape threats are managed through coordinated action increases.
• The proportion of land managers and partners reporting improved condition of natural assets following Greater Sydney LLS-supported management actions increases.

Long-term:

Farmers and land managers increasingly adopt improved natural resource management practices that protect natural assets and productive landscapes.

• Adoption of improved natural resource management practices increases.
• Practice confidence for managing natural resources improves.
• Event participants report increased adopted practice change, improved sustainability and productivity benefits.

Landscapes, catchments and waterways are actively managed to improve habitat quality, connectivity and biodiversity, supporting healthier ecosystems and more resilient natural and productive landscapes.

• Area managed using improved natural resource management practices increases over the life of the plan.
• Natural assets, waterways and native vegetation are increasingly enhanced, rehabilitated or protected.
• Landscape-scale natural resource management outcomes strengthen over the life of the plan.

Aboriginal communities have more opportunities to lead and apply traditional cultural land management practices and cultural protocols, strengthening Caring for Country and supporting delivery of cultural and environmental outcomes.

• Aboriginal-led and Aboriginal-informed land management activity increases over the life of the plan.
• Aboriginal communities report stronger opportunities to lead and apply cultural land management practices.
• Cultural protocols and Caring for Country approaches are increasingly incorporated into natural resource management projects.

Regional Pest Animals

Regional program vision

We will reduce the impacts of pest animals on our landscapes, industries and communities through coordinated action and strong partnerships.

Why this program matters in this region

Greater Sydney is both a major entry point for new pest animal incursions and home to significant natural, agricultural and urban landscapes.

International gateways, freight corridors and transport networks increase the risk of new incursions, while the region’s extensive bushland, productive farmland, water catchments and growing population increase the consequences of those risks.

Established pest animals such as deer, feral pigs, foxes, rabbits and feral cats continue to affect biodiversity, agriculture and community wellbeing. They damage crops and pastures, degrade waterways and habitats, threaten native species and can spread weeds and diseases. Pest animal impacts are also felt culturally through damage to Country and sites of significance.

Effective pest animal management is challenging because animals move freely across public and private land. Success depends on collaboration between land managers, government agencies, councils and communities. A coordinated, landscape-scale approach is essential to achieve meaningful and lasting outcomes.

Urban growth, changing land use and increasing community expectations add further complexity. This means pest animal management must remain adaptable, evidence-based and focused on areas where collective action delivers the greatest benefit.

How this program will be delivered locally

In Greater Sydney, we will focus on coordination, capability and shared responsibility. We will:

• Facilitate the coordination of pest animal management across public and private land to achieve stronger landscape-scale outcomes.
• Bring together land managers, government agencies and community organisations to identify priorities and align effort.
• Support land managers with practical advice, education and extension that builds confidence in pest animal management.
• Improve awareness of biosecurity responsibilities and the General Biosecurity Duty, particularly in peri-urban areas.
• Incorporate Aboriginal knowledge and perspectives into pest animal management planning and implementation where appropriate.

Our service delivery will be:

• Targeted towards priority species, high-risk pathways and high-value environmental, agricultural and cultural assets guided by evidence, monitoring and risk assessment.
• Focused on enabling and supporting coordinated action rather than replacing land manager responsibility.
• Delivered through strong partnerships, co- investment and adaptive program management.
• Responsive to emerging threats, community needs and changing regional conditions.

Key regional partnerships

Successful delivery of this program relies on collaboration with:

• State government agencies, including biosecurity and research agencies, public land managers and enforcement agencies.
• Local government agencies.
• Water and catchment managers.
• Managers of strategic infrastructure, such as ports, airports and transport infrastructure.
• Community and industry stakeholders, such as Landcare, industry representative groups and land managers, and Aboriginal communities.

Key program outcomes

Short/medium-term:

Stakeholders and partners align effort on agreed pest animal priorities, supporting coordinated planning, shared decision-making and more targeted control across high-risk landscapes and assets.

• Partner alignment on agreed pest animal priorities strengthened.
• Improved shared evidence-based decision- making and prioritisation between partners.
• Coordinated pest animal planning increasingly targets high-risk landscapes and assets.

Land managers and farmers participate in coordinated control programs that reduce pest animal populations and impacts, strengthening shared responsibility across public and private land.

• Land manager participation in coordinated pest animal management increases annually.
• Coordinated pest animal control across priority landscapes increases.
• Shared responsibility for pest animal management across public and private land is increasingly demonstrated.

Land managers and farmers have clearer information and stronger confidence to choose and apply appropriate pest animal management options for their needs.

• Land manager confidence to select and apply pest animal management options improves.
• Land managers increasingly report that pest animal advice is practical and relevant to their needs.
• Improved access to clear pest animal management information.

Long-term:

Communities have the knowledge, confidence and networks needed to manage pest animals.

• Improved land manager confidence to manage pest animals.
• Increased participation in coordinated group control programs.

Regional Plant Biosecurity

Regional program vision

We will improve early detection, build trusted partnerships and improve capability to help maintain market access, strengthen productivity and build resilience for our industries.

Why this program matters in this region

Greater Sydney is one of the state’s most significant biosecurity gateways. Large volumes of people, freight and goods move through the region

every day, increasing the risk of introducing and spreading exotic plant pests and diseases. These risks extend beyond Greater Sydney and have the potential to affect agricultural industries, trade and market access across NSW.

The region’s highly connected operating environment, combined with extensive transport infrastructure and diverse agricultural industries, creates a complex biosecurity landscape. Many land managers and farmers have varying levels of awareness and experience in plant biosecurity, making education and capability building essential.

Established pests and diseases also continue to affect agricultural productivity and profitability. Effective plant biosecurity relies on strong surveillance systems, informed land managers and coordinated action between industry, government and the community.

Protecting our production systems requires a shared commitment to early detection, preparedness and good on-farm biosecurity practices. By strengthening awareness and capability, we can improve resilience and reduce the impact of plant biosecurity threats across the region.

How this program will be delivered locally

In Greater Sydney, we will deliver the Plant Biosecurity Program through surveillance, capability building and strong partnerships. We will:

• Maintain partnerships with key stakeholders, such as DPIRD, to deliver ongoing training and education and surveillance and investigation actions.
• Build trusted relationships with industry leaders, advisers and producers to strengthen awareness and improve information sharing.
• Provide practical advice, training and extension services that help land managers identify, prevent and manage plant biosecurity risks.
• Support preparedness for exotic pest and disease incursions while helping industries manage established and endemic threats.
• Promote greater understanding of biosecurity responsibilities and encourage adoption of good biosecurity practices across agricultural industries.

Our service delivery will be:

• Risk-based and focused on the areas, industries and pathways of greatest significance.
• Informed by scientific expertise, industry knowledge and local experience.
• Built on partnerships that strengthen information sharing, surveillance and collective action.
• Responsive to emerging threats, changing conditions and evolving industry needs.

Key regional partnerships

Successful delivery of this program relies on collaboration with:

• State government agencies.
• Australian government agencies.
• Industry representative bodies and community groups.
• Farmers and other land managers.
• Agricultural service providers, including agronomists and crop advisers.

Key program outcomes

Short/medium-term:

LLS, industry and communities actively participate in surveillance and reporting, strengthening early detection of plant biosecurity risks.

• Participation in plant biosecurity surveillance and reporting increases annually.
• Increased industry and community partner involvement in general surveillance.

Farmers and land managers have stronger awareness of plant biosecurity responsibilities and management practices, supporting more informed decisions and earlier action to prevent and manage risks.

• Land manager awareness of plant biosecurity responsibilities improves.
• Land managers increasingly take earlier action to prevent and manage plant biosecurity risks.

Farmers and land managers have greater capability to recognise plant biosecurity threats and apply practical management actions that reduce spread, protect production and support market access.

• Land manager report improved capability to recognise and respond to plant biosecurity threats.
• Land managers increasingly apply practical management actions to reduce plant biosecurity risks.

Long-term:

Land managers and farmers confidently manage established plant pests and diseases over time, reducing impacts on productivity, profitability, industry resilience and regional biosecurity outcomes.

• Increased implementation of plant biosecurity actions.
• Reported maintenance or improvement of productivity, profitability and resilience following implementation of plant biosecurity actions.

Regional Priority Weeds

Regional program vision

We will support strategic coordination of weed management planning to drive healthy, productive landscapes through education and engagement.

Why this program matters in this region

Weeds pose significant and persistent threats to the environmental, agricultural and cultural values of Greater Sydney. They compete with crops and pastures, reduce agricultural productivity, increase management costs and can harm livestock. They also degrade native vegetation, alter ecological processes and contribute to the decline of biodiversity.

Greater Sydney’s extensive transport networks, waterways and trade pathways create multiple opportunities for weed spread both within the region and beyond. Rapid urban development, changing land use and thousands of small and peri- urban landholdings further increase the likelihood of weed establishment and dispersal.

Managing weeds effectively requires coordinated action across land tenures, local government areas and stakeholder groups. The region includes a large number of land managers, local control authorities and public land managers, each with different responsibilities and priorities.

This complexity increases the importance of strong regional coordination, clear governance arrangements and a shared understanding of biosecurity obligations.

Reducing weed impacts depends on informed decision-making, effective partnerships and land managers understanding and acting on their biosecurity responsibilities. LLS has an important role in supporting collaboration, strengthening capability and helping stakeholders focus effort where it will deliver the greatest benefit.

How this program will be delivered locally

In Greater Sydney, we will strengthen regional coordination, planning and capability to improve weed management outcomes. We will:

• Support regional coordination and governance through the Regional Weed Committee, aligning priorities and stakeholder roles across Greater Sydney.
• Contribute to the development and monitoring of the Greater Sydney Regional Strategic Weed Management Plan.
• Embed weed management and General Biosecurity Duty messaging into advisory and extension services across our Program areas.
• Incorporate cultural activities and outreach across our Program areas to improve holistic land management.

Our service delivery will be:

• Risk-based and informed by regional priorities, evidence and emerging threats.
• Focused on building capability across diverse land manager groups, particularly within peri- urban landscapes.
• Driven by strong partnerships, co-investment and adaptive management, and supported by monitoring, evaluation and continuous improvement.

Key regional partnerships

Delivery in Greater Sydney is highly partnership- dependent, reflecting the shared responsibility model for weed management:

• Local control authorities (councils) –primary responsibility for compliance, inspection, local programs and education under the Biosecurity Act.
• State government agencies, particularly DPIRD and other public land managers.
• Greater Sydney Regional Weeds Committee.
• Water and catchment managers.
• Community and volunteer networks (e.g. Landcare, Aboriginal communities).

Key program outcomes

Short/medium-term:

Land managers have a stronger understanding of their General Biosecurity Duty and increasingly apply priority weed management practices that reduce weed spread and protect productive, environmental and cultural assets.

• Increase in confidence and implementation of weed-related management actions.

Regional Weed Committees have stronger shared understanding of biosecurity responsibilities and agreed priorities, supporting coordinated planning, risk-based decision-making and consistent action across land tenures.

• Regional Weed Committee decision-making and prioritisation is consistent and remains risk- based.
• Coordinated weed planning and prioritisation across land tenures strengthens.

Long-term:

Regional Weed Committees are better equipped to identify, guide and adapt regional weed priorities over time, strengthening collective weed management outcomes across Greater Sydney.

• Increasing satisfaction of Regional Weed Committee regarding their capability to guide regional weed management priorities over 5 years.

Contact Local Land Services NSW

To learn more about this Local Strategic Delivery Plan, including programs operating in Greater Sydney 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