Hunter 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 Hunter Draft Local Strategic Delivery Plan 2027-32 (PDF 6.67MB). 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 Local Land Services 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 Local Land Services’ 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 farmers 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 Hunter Local Land Services (LLS) will deliver sustainable agriculture, natural resource management, biosecurity and emergency management services in the Hunter region 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 services in the region.

This Local Strategic Delivery Plan has been shaped and reflects input from farmers and other land managers, Aboriginal communities, local government, industry groups and delivery partners. Local knowledge and experience have been central to setting our direction, delivering on state priorities and regional needs, underpinned by strong partnerships and performance measures.

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.

To achieve this vision the Hunter Local Board believes we need to enable communities to respect, protect and sustain healthy, productive and profitable landscapes. We will support our staff who in turn enable farmers and other land managers to work collaboratively with our partners and alongside more than 810,000 residents who depend on our region’s landscape assets for their livelihoods, culture and wellbeing.

Our region spans the Upper Hunter, Lower Hunter and Manning Great Lakes districts and extends along the coastal zone from Lake Macquarie to Taree. With diverse agricultural lands and natural resources from the coast to the inland valleys, the Hunter region has a vast array of natural assets, waterways, significant marine habitats and nationally important threatened species and ecological communities.

The Hunter region is the leading regional economy in Australia, providing 427,000 jobs, an economic base undergoing significant transition, and a regional tourism economy leveraging healthy and vibrant rivers, catchments, estuaries and coastline. The Port of Newcastle is the largest on Australia’s east coast and supports $48 billion of trade annually through its 10,000 ship movements and 200 million tonnes of cargo annually, offering direct links to overseas markets. The Newcastle airport has recently been upgraded to offer direct international flights, further enabling connections to markets, tourism and business opportunities.

Recent disruptors including global pandemic, successive floods, droughts, fires and biosecurity incursions have challenged our communities and reinforced the importance of timely and effective planning, decision making and resilience as government, farmers and other land managers, Aboriginal communities and industry work together.

In the Hunter region, we partner with farmers and other land managers, communities, government, industry and other stakeholders, supported by a strong local board and its pests, weeds and Aboriginal advisory groups to prioritise and deliver outcomes on the ground. The levy-funded Hunter Catchment Contribution Program has been in place since 1950 delivering flood mitigation and catchment resilience programs to the residents of the Hunter Valley.

The Hunter region delivers integrated services for its customers across natural resource management, emergency preparedness, response and recovery, pest and weed management, travelling stock reserves, land management, sustainable agriculture and Aboriginal and community engagement programs. A district team-based model supports customer-focused Program delivery tailored to diverse industries, landscapes, climate and landholder needs, delivered by local, trusted staff. Our skilled and experienced staff provide timely and practical and evidence-based advice to support farmers and land managers in maintaining healthy and productive landscapes for our community.

Data sources: Hunter Regional Plan 2041, NSW Department of Planning and Environment, December 2022; Port of Newcastle website, https://pon.com.au 

Part A: Hunter strategic intent

Regional context and service environment: Our regional profile

Geography and land use

The Hunter region covers an area of 33,000 square kilometres east of the Great Dividing Range, from the valleys of the Goulburn River to the floodplains of the Hunter and Williams rivers, and along 284 kilometres of coastline from Lake Macquarie to Taree. The region covers 10 local government areas and spans the Upper Hunter, Lower Hunter and Manning Great Lakes districts.

The region has a rich cultural heritage, and its landscapes and natural resources traditionally sustained a significant Aboriginal population and has many important cultural sites and landscapes.

Land use is highly varied across the region. The natural resource base supports agriculture, coal mining, power generation, conservation, forestry, fishing, defence, tourism and recreation, while residential and commercial development dominates the coastal fringe.

Productive agricultural land uses include beef, sheep, dairy, poultry, cropping, horticulture, viticulture, equine and mixed farming, with aquaculture and fisheries relying on our regional estuary assets.

With a total population of 810,000 people in the Hunter region, residents enjoy diversity in housing and lifestyle choices, from major city centres and their suburbs, through to peri urban lots, rural towns and villages and more isolated farming and bushland environments. It boasts varied natural landscapes and environments that strengthen the liveability of local communities and attract significant numbers of visitors to the region.

The Hunter region is home to the Barrington Tops World Heritage area, and Wollemi, Yengo, Goulburn River, Hunter Wetlands, Wallarah, Myall Lakes and Crowdy Bay National Parks. The major waterways are the Manning, Karuah, Wallamba, Myall, Hunter, Williams, Paterson, Goulburn and Pages rivers and Wallis Lakes, Myall Lakes, Port Stephens, Lake Macquarie and Lake Munmorah. The Hunter Estuary and Myall Lakes are Ramsar-listed wetlands, with the region also containing significant marine habitats and nationally important threatened species and ecological communities.

A healthy natural environment underpins the wellbeing of our communities, the enduring connection of Aboriginal people to culture and Country, and a productive agricultural sector.

Customer base

Hunter LLS supports a large and diverse customer base including around 17,300 ratepayers (properties greater than 10 hectares), 4,000 smaller non-rateable landholdings (2–10 hectares), and 200,000 landholders who are levied under the Hunter Catchment Contributions program.

Our customers include a diversified base of commercial primary producers, hobby farmers, lifestyle and small property landholders, land managers providing accommodation and environmental tourism, Aboriginal communities and organisations, industry groups, and public land managers. Our customers operate across a broad range of landscapes from coastal and peri-urban areas to inland agricultural valleys, resulting in varied service needs.

Key industries and their LLS service needs

LLS support the integrated management of the natural assets that make up regional landscapes, such as land, water, soil, plants, and animals. We recognise that people and their livelihoods rely on the health and productivity of our landscapes, and their actions as stewards of the land play a critical role in maintaining this health and productivity. Without effective leadership, prioritisation and collaboration, the Hunter region risks further decline in soil health, water quality, and native vegetation condition, resulting in reduced agricultural productivity, tourism and community wellbeing, alongside loss of species, ecosystems, and ecosystem services. Our aim is to support farmers and other land managers to better manage natural resources to avoid or reverse their decline, maintaining land uses that are sustainable and productive.

With a Gross Regional Product of $91 billion, the Hunter plays a vital role in New South Wales economic, social and environmental landscape. The region features a diverse primary production base underpinning regional employment and economic productivity. Challenges and future opportunities arise with the transition to renewable energy generation and pressures for transition to low emissions agriculture.

Known for its unique wine, tourism and thoroughbred horse breeding enterprises, the Hunter region also boasts a diverse livestock production sector, including dairy, poultry, sheep and widespread commercial beef cattle production.

The beef industry is the region’s highest value agricultural sector with a gross value of $238m, the largest agricultural employer, and the largest agricultural industry. The beef sector in the Hunter region encompasses the entire production process, starting at breeding cattle through to fattening livestock, abattoirs and meat processing for retail or export.

The Hunter region’s dairy industry produces 19% of NSW’s milk output, making it the second-largest dairy region in NSW. Hunter milk production, dominated by smaller herds, primarily serves the domestic market, with the region’s proximity to Sydney and Brisbane being an advantage. Dairy farming generates significant regional employment, particularly through support services and industries. Nearly all dairy farmers depend on the farm for their income. With a gross value of $134m contributing to the state’s GRP.

The Hunter region is one of the state’s leading egg producers with a gross value of $102m, producing 26% of NSW’s total egg output, while the poultry meat industry accounts for $107m and is 14% of NSW’s production.

The Upper Hunter is recognised as one of 3 international centres of Thoroughbred Breeding Excellence, with the largest concentration of thoroughbred studs in the Southern Hemisphere. It is also Australia’s largest producer, supplier and exporter of thoroughbred horses. The horse industry is a significant contributor to the regional economy, with 85% of all operating expenses spent within the Hunter Valley region. 

As one of Australia’s oldest wine growing regions, the Hunter Valley viticulture, winemaking and tourism sectors make a significant contribution to the region with around 4,500 hectares planted to wine grapes and more than 150 premium wine producers.

The Upper Hunter is the key district in the region for the commercial sheep sector, with sheep and lambs accounting for a gross value of $9m and wool $7m of NSW production. The Hunter and Mid North Coast’s oyster industry has been hampered by flooding and disease pressures in recent years, with production down around 50%. Growers are rapidly adopting new technologies to adapt to increasing short-term variability and long-term climate change pressures. Across all industries, LLS is well placed to provide trusted extension and advice to enable farmers and other land managers to make timely and effective decisions, and deliver coordinated, cross tenure programs with strong partnerships and collaboration.

Data sources: Hunter Joint Organisation Strategic Plan 2035, Hunter Joint Organisation, 2025; NSW Government, Regional Output 2022, https://www.dpird.nsw.gov.au/about-us/publications/pdi/2022/regional-output ; NSW Budget 2025-2026, https://www.nsw.gov.au/sites/default/files/noindex/2025-10/nsw-budget-2025-26.pdf ; Hunter Equine Industry Strategy 2018–2023.

Aboriginal nations, communities and Country

The Hunter region has a rich cultural heritage, and its landscapes and natural resources traditionally sustained a significant Aboriginal population who have cared for this Country for over 50,000 years. The diverse and culturally rich Aboriginal Communities that live and share connection with the Hunter region continue to care for this Country.

There are 9 Local Aboriginal Land Councils that operate over most of the Hunter LLS Region –Wanaruah, Purfleet/Taree, Forster, Karuah, Worimi, Mindaribba, Awabakal, Biraban, and Bahtabah. 6 Local Aboriginal Land Councils overlap with neighbouring LLS regions -Mudgee, Walhallow, Nungaroo, Darkinjung, Metropolitan, and Bathurst, with one small overlap with Birpai who operate mostly in the North Coast region. There is a broad network of formal and informal Traditional Owner groups who also have obligations to care for country.

Together these organisations and communities manage significant cultural sites and landscapes throughout the region that are of state, national and international significance. The Local Aboriginal Land Councils and communities represented on the Aboriginal Community Advisory Group provide strategic advice to the Hunter LLS board.

Aboriginal communities are key land managers and partners in natural resource management, with strong interests in caring for Country, protecting cultural heritage, applying traditional ecological knowledge and increasing involvement in land and water management.

These interests directly inform the Local Strategic Delivery Plan 2027–2032 priorities by reinforcing the need for genuine partnership, co-design and Aboriginal leadership across all Program areas.

Priorities include:

• embedding Aboriginal cultural knowledge and practices in program planning and delivery;
• supporting cultural practices, Traditional Owner and ranger programs, and Aboriginal land management teams;
• protecting culturally significant sites; strengthening Aboriginal Community Advisory Group and Local Aboriginal Land Council partnerships;
• increasing Aboriginal participation, employment and procurement; and
• ensuring culturally safe engagement and workforce capability.

The Plan’s priorities have been informed by engagement with our Hunter’s Aboriginal Community Advisory Group representing the Hunter Region’s LALCs and local Community.

Key regional challenges and service demands

Increasing frequency and complexity of natural disasters

Floods, bushfires, drought and highly variable rainfall are occurring more often and lasting longer, increasing demand for emergency response, recovery coordination and staff deployment, while reducing capacity for planned service delivery.

Escalating biosecurity risks

Peri-urban growth, high livestock movement and land-use change are increasing the likelihood and consequences of incursions, requiring stronger surveillance, rapid response and landholder capability building to meet biosecurity obligations.

Climate impacts on agricultural productivity and land condition

Extreme weather, short-term seasonal variability and long-term climate change are affecting farm viability, soils and waterways, increasing demand for adaptation and resilient land management advice and support.

Ongoing pressures on natural assets

In some areas natural assets continue to decline due to impacts of short-term seasonal variability and long-term climate change and historical damage requiring coordinated, cross-tenure investment and partnerships at a landscape scale.

Spread and impact of priority pest animals and weeds

Pest and weed impacts persist due to inconsistent participation across land tenures and expanding peri-urban interfaces, requiring coordinated and sustained regional delivery approaches.

Growing diversity of landholders with varying capability and expectations

Increasing numbers of lifestyle and new landholders are driving demand for targeted extension, education and support, and require clear communication of roles, services and expectations.

Rising costs of farm inputs

Rising costs for fuel, fertiliser, labour, insurance and materials are making it harder for land managers to invest in land management and productivity. For service providers, this means finding more cost-effective ways to support people and deliver outcomes. This includes sharing practical knowledge, building skills, and supporting collective local action.

Limited resources relative to rising service demand

Increasing expectations for emergency, biosecurity and advisory services are occurring within constrained financial resources, requiring clear prioritisation, transparency of service scope and strengthened partnerships.

Need for stronger Aboriginal participation in land management

Growing opportunity to embed Aboriginal leadership, knowledge and cultural governance in Program development and delivery, requiring genuine partnerships with Local Aboriginal Land Councils, Traditional Owners and Aboriginal Communities.

Impacts of major flood events on the communities and economy of the Hunter catchment

The Hunter Catchment Contribution program has been funded through a statutory levy applied to rateable land within the Hunter catchment since 1950. The program reduces flooding impacts by part-funding the Hunter Valley Flood Mitigation Scheme and delivering a suite of catchment health activities to rehabilitate and build the resilience and health of the Hunter catchment and community.

What has changed since our last strategic plan?

Key changes since 2021

Since 2021, service delivery in the Hunter region has been shaped by:

• Increased frequency, duration and complexity of emergencies, particularly floods, storms and biosecurity responses, placing sustained pressure on regional staff and service continuity.
• Emerging and escalating biosecurity threats, including pasture die-back, varroa mite, foot and mouth disease preparedness, fall armyworm incursions, requiring stronger surveillance, preparedness and compliance activity.
• Changed pest animal pressures, with expanding feral deer, feral pig and rabbit populations increasing the need for coordinated, cross-tenure and landholder-led control programs.
• Cumulative impacts from greater climate variability, with more extreme rainfall, drought cycles and heat affecting agriculture, natural resource management assets, travelling stock reserves and service delivery planning, shifting focus from climate awareness to practical adaptation.
• Stronger accountability and outcomes focus, driven by audits, required clearer prioritisation, measurable outcomes and transparent investment decisions.
• Formal transition to Program-based planning, aligning local delivery more strongly with the Statement of Strategic Intent, Program Plans and statewide priorities to increase the impact of LLS service delivery statewide and improve reporting of outcomes.
• Increasing rate and impact of technology changes are creating both opportunities and challenges for industry and farmers and other land managers in the region.
• Competition for labour resources across the Hunter continues across mining and agricultural sectors.

Farmer and other land manager insights

Pest animal and weed management, particularly coordinated control and practical on-ground assistance, remains the highest area of demand from customers, alongside a strong reliance on and trust in local staff, face-to-face engagement, and locally informed advice.

The ageing land manager demographic, with 49% aged 60 and over, is shaping service needs, while at the same time there is increasing interest in artificial intelligence and other technologies to improve farm productivity and management.

Customers are seeking clearer communication about the roles, responsibilities, and limitations of LLS as these evolve, particularly in relation to compliance and emergency planning and

preparedness, and there is a growing expectation for more targeted extension and advisory services that directly support enterprise planning and decision making.

Confidence gaps persist across key areas such as biosecurity obligations, navigating regulatory

requirements, and making decisions in a changing climate. Additionally, there is a strong expectation for improved coordination across agencies and Local Government, particularly in peri-urban areas where responsibilities overlap, to ensure more consistent and effective management of weeds and pest animals.

Lessons from prior plan review

We achieved significant outcomes through delivery of the Hunter Local Strategic Plan 2021–2026, with this new plan building on the strengths and outcomes of the previous plan. This new plan has been developed from farmer, land manager and other stakeholder insights alongside an audit and evaluation of the previous plan to ensure a more flexible, adaptive and contemporary approach to service delivery for the next 5 years. Lessons from the previous plan are:

• The need for clearer prioritisation and resource allocation processes to demonstrate how investment decisions support strategic outcomes.
• Outcome statements must be measurable over the life of the plan, with clear targets and links between activities, outputs and outcomes.
• Stronger monitoring, evaluation and adaptive management is required to track progress and respond to change.
• Hunter LLS’ multi-year planning approach is recognised as a strength, providing a foundation to build more consistent delivery and reporting.
• Continue to build on our culture of continuous improvement, excellence in extension, customer segmentation and adaptive management.
• The need to build and maintain strong partnerships to leverage investments and create additional opportunities and support for our customer base.

Our strategic themes

In the Hunter region we adopt an integrated approach to service delivery, working across the 4 strategic themes Build, Serve, Protect and Adapt to deliver outcomes for the community from a holistic perspective.

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 landscape.

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

Building land manager and farmer capability is critical in the Hunter region over the next decade as short-term seasonal variability and long-term climate change, biosecurity pressure, emergencies and land use change intensify across a complex mix of agricultural, peri-urban and cultural landscapes.

In the Hunter region, inaction risks compounding vulnerability: floods, bushfires and drought are increasing in frequency and severity; biosecurity risks are escalating due to peri-urban growth and livestock movement; natural assets continue to decline; and a growing diversity of farmers and other land managers have uneven capability and awareness of obligations. The Hunter region’s catchments remain vulnerable to impacts from major or multiple flood events, which can disrupt the regional economy and cause major environmental damage which can take decades to restore.

Without sustained capability building, farmers and other land managers are less prepared for emergencies, less able to adopt climate-smart and culturally-informed practices, and less likely to participate consistently in coordinated weed, pest and landscape management. This places agricultural viability, biodiversity and cultural values at risk.

Regional interpretation

In the Hunter region, building land manager capability needs to reflect the region’s diversity and intensity of use as well as the vulnerability to extreme flood events. The region supports grazing, dairying, viticulture, poultry, equine industries, oysters and mixed farming alongside expanding urban and lifestyle landholdings, mining, major river systems and floodplains, and significant cultural landscapes.

Capability gaps are most evident where new and peri-urban landholders lack confidence, networks and access to practical information, and where climate, disaster and biosecurity risks intersect with high rates of turn-over in rural holdings. This is reflected by the Hunter region averaging well over 1,500 land transfers per year requiring effective communication and partnerships with organisations such as Tocal College to upskill farmers and other land managers new to land management. Bridging the urban-rural divide and ensuring primary industries retain a strong social license is important for continuing to build and support agricultural productivity.

Aboriginal land management and cultural priorities are central. There is strong opportunity and expectation to embed Aboriginal leadership, cultural governance and working on Country across agriculture, natural resource management and invasive species programs.

The Hunter region’s catchments and flood-prone landscapes mean capability building must balance preparedness, cross-tenure collaboration and building future resilience with efforts to rehabilitate and repair damage from the past.

Regional priority statement

Build the capability of Hunter region farmers and other land managers to make confident, informed and culturally-respectful decisions that improve productivity, resilience and to care for Country in the face of a short-term seasonal variability and long-term climate change, biosecurity risks and diverse land uses.

Delivery of outcomes

• Catchments and waterways will be more resilient to damage from future flood events.
• Farmers and other land managers in the Hunter region will make collaborative, informed and timely decisions because they have clearer information, stronger skills and trusted networks tailored to local risks and industries.
• Preparedness for floods, bushfires, drought and biosecurity incidents will improve, with farmers and other land managers more confident in their roles and obligations.
• Collaboration across neighbours, industries, Aboriginal communities and agencies will strengthen, leading to more consistent participation in weed, pest and landscape management.
• Aboriginal knowledge and cultural practices will be embedded in land management decisions, improving outcomes for Country, biodiversity and long-term productivity.

How success will be seen locally

• Increased land manager confidence and capability to make timely and informed decisions (e.g. Measuring What Matters indicators).
• Improved preparedness for emergencies and adverse events across agriculture and communities.
• Reduced impacts from future flood events and increased river condition as historical damage is rehabilitated.
• Greater adoption of climate-smart, biosecurity compliant and sustainable land management practices.
• Stronger Aboriginal participation, cultural governance and working on Country embedded across programs (increased respect for Country and cultural management).
• More consistent, coordinated and collaborative participation in priority weed and natural resource management across tenures.

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

Over the next decade, effective and targeted service delivery is critical in the Hunter region to support farmers and other land managers in a region facing increasing short-term seasonal variability and long-term climate change, complex biosecurity risks, more frequent emergencies and increasing social expectations, nationally and internationally. Demand for advice, approvals, compliance and emergency response continues to grow, while resources remain constrained.

Hunter LLS must clearly prioritise effort, meet our statutory obligations, and be transparent about our role and limitations. We must be responsive to the changing needs and priorities of our industries and customers and to the priorities of NSW government.

Delivering trusted, timely and proportionate services is essential to maintaining community confidence, supporting compliance, enabling landholder-led action, and ensuring preparedness for floods, fires, drought and biosecurity events.

Regional interpretation

In the Hunter region, 'Serve' requires tailoring services across a large, diverse and highly connected region with mixed land uses, strong peri-urban growth and high exposure to biosecurity and emergency risk. Customers range from large commercial producers to many small property and lifestyle landholders with varying capabilities and expectations. Client segmentation is important to ensure the range of needs and opportunities are met and supported across our diverse customer base.

Stakeholder feedback highlights the importance of coordinated, cross-tenure approaches for pests, weeds and biosecurity, with farmers and other land managers taking an active role supported by LLS leadership, advice and compliance where required.

Effective service delivery depends on strong partnerships with industry and community partners, local government, Aboriginal organisations, emergency services and state agencies, and clear communication about shared responsibility.

Regional priority statement

Hunter LLS will provide clear, accessible and risk-based services that help farmers and other land managers meet their obligations, prepare for and respond to emergencies, and make confident land management decisions, while strengthening shared responsibility, partnerships and compliance across the region.

Delivery of outcomes

• Customers access consistent, tailored and timely advice and have clarity about LLS’s role.
• Investment and effort are increasingly targeted to priority risks, places and customer groups, leveraging and prioritising resources based on risk and impact.
• Emergency planning, preparedness, response and recovery are better integrated with everyday service delivery, supporting customers to be better prepared.
• Statutory functions, approvals and compliance are delivered proportionately and transparently, supporting landholder capability, shared responsibility and community trust, to ensure our obligations are fulfilled.
• Services are delivered through strong, collaborative partnerships, enabling coordinated, cross-tenure outcomes across our programs.

How success will be seen locally

• Maintained or improved Customer Experience, Net Promoter Scores and trust.
• Effective statutory approvals and risk-proportionate compliance outcomes.
• Effective emergency preparedness and organisational response.
• Effective partnerships and increased collaboration to meet statutory and compliance obligations.

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

Over the next decade, the Hunter region’s natural, production and cultural landscapes face increasing pressure from short-term seasonal variability and long-term climate change, biosecurity threats, invasive species and land-use change.

The Hunter region has one of the highest biosecurity risk profiles in NSW due to major transport corridors, high livestock and plant movement, peri-urban growth and frequent emergency events.

Protecting landscapes safeguards biodiversity, food safety, public health, Aboriginal cultural heritage, market access and community confidence, while underpinning the long-term productivity and prosperity of the Hunter.

Regional interpretation

In the Hunter region, ‘Protect’ means managing risk across a large, diverse and highly pressured landscape.

The Hunter region experiences sustained pressure from pest animals, weeds, pasture dieback, animal and plant disease risks linked to high livestock throughput and many small property and peri-urban landholdings. Customers expect visible, coordinated action, clear advice on obligations and support that works across land tenures and agencies.

Regional priority statement

Reduce biosecurity, pest and disease risks across the Hunter region through early detection, coordinated action and shared responsibility, to protect priority landscapes, sustain productivity and maintain community trust and market access.

Delivery of outcomes

• More farmers and other land managers actively participate in protection practices and understand their biosecurity responsibilities, supporting beneficial and compliant decisions.
• Surveillance, preparedness and coordination are strengthened, lowering the likelihood and impact of biosecurity incidents and supporting market access.
• Priority landscapes are in better condition, with reduced impacts from pest animals, weeds and diseases.
• Our programs are designed to respond to short-term climate variability while preparing for long-term climate change resilience of our landscape.

How success will be seen locally

• Measurable improvements in resource (or landscape) condition in priority areas.
• Increased landholder (and/or partner) participation in biosecurity and pest management practices.
• Sustained freedom from notifiable animal and plant diseases. Maintained market (livestock and plant) access.
• Continued community confidence in Hunter LLS as a trusted protector of the region’s natural, production and cultural landscapes.

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

With more frequent and complex natural disasters, climate variability, rising biosecurity risks, and ongoing social and economic pressures, farmers and other land managers, and communities are under increasing strain and need to make informed decisions quickly and regularly to adapt.

For Hunter LLS, adaptation is supported by strong governance, effective partnerships, and a focus on innovation. Taking an adaptive approach helps set clearer priorities, supports transparent decision-making, and ensures better alignment between strategy, investment, and outcomes.

Working closely with farmers and other land managers, communities, Local Government, industry, and government partners is essential to tackling shared challenges, while valuing cultural knowledge, encouraging learning, and supporting innovation helps build confidence and resilience across the region in the face of uncertainty and disruption.

Regional interpretation

The Hunter region’s catchments and waterways are recognised as being highly susceptible to major or recurring flood events.

A diverse mix of intensive agriculture, peri-urban growth, major transport corridors, river systems and culturally significant landscapes mean farmers and other land managers face overlapping risks and competing pressures.

Adaptation in the Hunter region therefore requires services that can adjust to changing conditions, support different landholder capability levels, embed Aboriginal leadership and cultural knowledge, and encourage learning, innovation and shared responsibility. Strong local relationships and trust provide a strong foundation, with ongoing effort tailored to build confidence in new practices, improve coordination across partners and help farmers and other land managers respond effectively to uncertainty, considering both short-term variability and long-term climate change.

Regional priority statement

Hunter LLS will embed adaptive decision-making across all services by integrating climate risk, customer needs, biosecurity preparedness, cultural knowledge and learning into its planning and partnerships. This will support farmers and other land managers, and communities to respond to change with confidence, strengthen resilience across landscapes and industries, and maximise long-term environmental, cultural and economic outcomes for the Hunter region.

Delivery of outcomes

• Increased confidence in adopting new practices, with farmers and other land managers more willing and able to trial innovative and climate-responsive approaches, supported by trusted advice and shared learning.
• More adaptive governance and decision-making, where climate, biosecurity and landscape risks are routinely considered in planning, prioritisation and investment, enabling timely and risk-based responses to change.
• Stronger collaborative leadership and co-design with partnerships, particularly with community organisations, local government and industry, driving integrated, whole-of-landscape solutions and better alignment across programs.
• Improved wellbeing and social cohesion, as clearer roles, culturally informed engagement and coordinated responses build trust, shared purpose and resilience within communities.
• Increased investment in building the skills and capabilities of staff to ensure they have the tools and abilities to adapt to changing priorities of NSW government and our customers.

How success will be seen locally

• Uptake of diverse and innovative approaches, demonstrated by increased adoption of climate-smart, risk-based and locally tailored practices across agriculture, biosecurity, natural resource management and emergency preparedness.
• Stronger networks and partnerships generating adaptation opportunities, shown through stronger, more integrated collaboration with communities, local government, industry and agencies delivering whole-of-landscape outcomes and shared investment benefits.
• Improved confidence, wellbeing and social cohesion, reflected in farmers and other land managers and communities feeling supported to navigate change, clearer expectations of LLS’ role, and sustained trust in local services and leadership.

5-year rolling investment plans

The Hunter 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 short-term seasonal variability, new legislation and evolving government priorities which necessitate changes to delivery of this plan.

The level of operational detail will be greatest in the year of delivery. Content will be refreshed each financial year 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 Hunter 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 Hunter local board’s strategic intent through a program model. These programs align to the meaning of ‘local land services’ under the Local Land Services Act 2013.

At the time of writing, Hunter LLS has 13 Programs. These programs may change over the life of plan, for example, as the result of a new government initiative or changes to legislation.

Regional Aboriginal Outcomes and Engagement

Regional program vision

Aboriginal people are recognised leaders in land management, with LLS decisions shaped by genuine, enduring partnerships and Aboriginal cultural knowledge embedded in how we work, supporting Country-led custodianship and self-determination across the Hunter region’s diverse landscapes and communities.

Why this program matters in this region

This Program matters because Aboriginal people hold deep cultural knowledge and enduring connections to Country that are essential to caring for natural, productive and cultural landscapes.

Local Aboriginal Land Councils are also owners and managers of significant areas of land in the region. Embedding Aboriginal leadership, cultural practices and heritage protection help strengthen land management outcomes and builds trust, cultural safety and shared decision-making.

In the Hunter region, strong and ongoing engagement is critical given the region’s diverse Aboriginal communities, extensive on-ground programs, and the opportunity to support leadership, employment and Country-led outcomes. Integration of traditional land management practices, such as cultural burning, will enable communities and landscapes to be more resilient to impacts of climate change.

How this program will be delivered locally

Delivery will focus on genuine, ongoing engagement guided by cultural protocols and advice from Aboriginal communities, embedding Aboriginal knowledge early in planning and delivery. We prioritise continuing to build trusted relationships through the Aboriginal Community Advisory Group, increased Aboriginal partnerships in on-ground delivery, support for Aboriginal-owned businesses and land management teams, and targeted actions to build a culturally capable Hunter LLS workforce.

In the Hunter region we enable and support Aboriginal leadership, employment and governance outcomes across the organisation. This includes commitments to increase Aboriginal and Torres Strait Islander workforce participation 'across all divisions and at all levels' with structured career pathways, mentoring, traineeships and professional development to support transition into senior leaderships roles. The Hunter region exceeds our procurement and employment targets and support for regionally based Aboriginal-owned businesses. In practice, this is reinforced through diverse,

place-based roles such as expanding the Hunter Catchment Contribution’s Aboriginal RiverKeeper Program and supporting Green Teams and Traditional Owner groups to increase their capacity and capability and create enduring employment outcomes.

Equally, the Program is underpinned by trusted relationships and two-way engagement through the Aboriginal Community Advisory Group and other informal networks and channels, to provide direction, co-design input and connection to Local Aboriginal Land Councils and other Traditional Owner organisations, ensuring decisions reflect Community priorities and support Community capacity. This creates partnerships that enable cultural knowledge to be embedded in contemporary land management, with actions to support Aboriginal-led programs, knowledge sharing and co-delivery across natural resource management activities—directly aligning with Closing the Gap outcomes through measurable employment, procurement and participation targets reported annually.

In the Hunter context this extends to regionally distinct opportunities—such as the Riverkeeper model linked to major river systems—demonstrating how strong partnerships translate into effective, culturally-informed land and water management outcomes.

Key regional partnerships

Key partnerships span Aboriginal communities across the Hunter region, enabled through leadership of our Aboriginal Community Advisory Group (established in 2014), representing Traditional Owner groups, and 10 Local Aboriginal Land Councils operating in the region, alongside Aboriginal-owned businesses, NSW Government agencies, local government, farmers and other land managers, and delivery partners across all program areas. Together, these partnerships enable co-design, shared governance, and coordinated delivery.

Key program outcomes

Long-term outcomes include:

• Stronger Aboriginal and Torres Strait Islander leadership in land management.
• Aboriginal cultural knowledge and practices embedded in our decision-making and on ground delivery.
• Improved protection of Aboriginal cultural heritage.
• Increased Aboriginal and Torres Strait Islander participation, employment and enterprise in land management.
• Effective support in land practices.
• Increased integration of cultural practices into land management programs.
• A culturally capable workforce delivering culturally safe services.

In the Hunter region, this contributes to improved agricultural, environmental and cultural outcomes through Country-led approaches that strengthen landscape resilience and intergenerational outcomes.

Measuring our impact

If we support the following activities:

1. Aboriginal community engagement: Facilitate Aboriginal Community conversations and engagement.
2. Aboriginal cultural practices and knowledge: Support the provision of cultural leadership and advice.
3. Support natural asset protection: Provide opportunities for communities to work on Country.
4. Aboriginal cultural safety and staff capacity: Build workforce cultural competency and embed ongoing accountability.
5. Aboriginal employment pathways: Establish pathways for Aboriginal employment and leadership.

This will result in:

• Increased opportunities for Aboriginal and Torres Strait Islander communities and organisations to meaningfully engage in LLS projects, programs and services.
• Increased LLS staff cultural awareness and competency Increased awareness of Aboriginal strategies and plans, cultural safety across LLS.
• Increased Aboriginal employment opportunities facilitated by LLS.
• Improved employment experience for Aboriginal employees.
• Strong, meaningful Aboriginal and Torres Strait Islander relationships and partnerships are maintained and sustained with local communities.
• Non-aboriginal LLS staff confidently and appropriately engage with the Aboriginal community.
• LLS staff respect Aboriginal protocols while on Country.
• Aboriginal cultural safety and competency are consistently understood across LLS.
• Increased number, retention and progression of Aboriginal employees across LLS grades and programs.

And lead to:

• Aboriginal traditional cultural practices are valued and integrated in LLS dialogue, planning, community engagement and service delivery.
• LLS actively supports culturally grounded and sustainable practices led by Aboriginal communities.
• Higher levels of job satisfaction among LLS Aboriginal employees.
• Aboriginal employees feel culturally safe.
• LLS supports increased Aboriginal employment opportunities across all grades and program areas.

Regional Agriculture

Regional program vision

Primary producers in the Hunter region have the skills and confidence to build productive and sustainable enterprises, supported by trusted information and advice that reflects local risk, climate variability and market conditions.

Why this program matters in this region

Agriculture underpins the Hunter region’s economy and communities, with diverse production systems operating alongside rapid land-use change and climate pressures. This Program is critical to helping producers adapt to climate change, biosecurity and market risks, while maintaining or improving soil, water and natural assets. The region’s diversity positions it as a significant contributor to food production and future growth opportunities, reinforcing the role of high-quality extension and strong partnerships in supporting informed decisions, improved practices and long-term regional viability.

This is important in the Hunter region because it responds to a uniquely diverse and complex production landscape, where intensive and extensive pasture systems operate alongside cropping, poultry, horticulture, viticulture and a growing peri-urban and small property sector. This diversity creates strong demand for locally relevant, trusted extension and advisory services that support timely, informed decision making, which is responsive to climate and market disruptors.

How this program will be delivered locally

In the Hunter region, delivery is founded on a deliberate, evidence-based approach to extension and adoption, integrating research, innovation and on-farm practice change to improve resilience and productivity.

Delivery will focus on targeted extension, demonstration and advisory services that build producer capability and confidence. In the Hunter region this includes pasture and livestock demonstrations, use of the Hunter Farming Forecaster, seasonal and climate decision-support, and tailored support for small property and peri-urban landholders. Effort will be prioritised using risk-and evidence-based approaches, aligned with annual focus areas such as pasture production and producer decision-making, and delivered in coordination with biosecurity, natural resource management and emergency management programs, with emphasis on practical, on-farm application.

Measuring our impact

If we support the following activities:

1. Advisory & extension: Provide agricultural advice, extension, education, and training services that support adoption of best practice.
2. Emergency planning & preparedness: Provide support services that build farmers and other land managers capability to navigate major disrupting events.
3. Partnerships and collaboration: Build and maintain partnerships and collaborations to: support industry, research, adverse event preparedness and recovery.

This will result in:

• Increased and broader base of participation by farmers and land managers with LLS Agriculture services.
• Improved land manager knowledge and awareness of risks, opportunities and best practice.
• Improved land manager knowledge and awareness of major environmental, biosecurity and market disruption events.
• Effective partnerships and collaboration.
• Improved land manager knowledge, skills and confidence to adapt land management practices.
• Increased participation of land managers in environmental markets and industry/government sustainability frameworks.
• Increased land manager capability to respond to disruption events.
• LLS supports the extension and advisory reach of recovery services following major disruption events.
• LLS supports the extension and advisory reach of research priorities, modern technologies and methods.

And lead to:

• Increased adoption of improved sustainable agricultural practices.
• Increased land manager capability to prepare and recover from major disruptors and adapt to climate and market variability.
• Integration of extension with research, modern technology, innovation and on-farm adoption.

Regional Animal Biosecurity and Welfare

Regional program vision

A Hunter region where livestock industries and communities are protected by strong animal biosecurity and welfare systems, recognising the region’s high livestock movement, peri-urban interface and concentration of saleyards and small property producers, with shared responsibility embedded across all landholders.

Why this program matters in this region

This Program aims to protect livestock health, market access and community confidence in a region with a high-risk profile characterised by high livestock throughput, diverse production systems and increasing numbers of small property and lifestyle landholders. Strong surveillance, early detection, preparedness and education are essential to reduce the impacts of emergency

and endemic diseases, chemical residues and welfare risks, while supporting industry social licence and maintaining public trust. The operation of two export accredited beef abattoirs means local, or regional biosecurity incidents can create substantial impacts.

In the Hunter region this Program is delivered through District Veterinarians and Biosecurity staff providing highly visible, on-ground support, surveillance and advice to farmers and other land managers. The Program builds credibility and long-term relationships across industry, while also supporting workforce development through mentoring and capability building within the veterinary and biosecurity sectors.

How this program will be delivered locally

Delivery in the Hunter region will focus on risk-based surveillance and emergency animal disease preparedness across rural and high-risk livestock systems, with strong on-ground presence by District Veterinarians, Livestock and Biosecurity Officers. Effort will be prioritised at saleyards and other congregation points, and through targeted advisory and extension programs to build capability and voluntary compliance among producers.

Delivery will emphasise building landholder capability to meet General Biosecurity Duty, strengthening local surveillance networks, supporting farmers and other land managers to develop comprehensive farm biosecurity plans.

Delivery will be integrated with emergency management arrangements, use regional intelligence and data to target risk, and align staffing and resources to priority threats identified in regional plans and annual business priorities, including emerging biosecurity risks. Animal welfare service delivery will be prioritised leading in to, during and after major climate events.

Integration with mental health service providers will also be a priority to support the mental and emotional health of farmers and other land managers.

Key regional partnerships

Key partnerships in the Hunter region include livestock producers, saleyard operators, agents and transporters, private veterinarians, industry groups and bodies such as Meat and Livestock Australia; NSW Government partners including Department of Primary Industry and Regional Development’s Agriculture and Biosecurity division NSW Police, Royal Society for the Prevention of Cruelty to Animals (RSPCA) and Animal Welfare League NSW; Local Government; farmers and other land managers and organisations where livestock and animal biosecurity outcomes intersect. These partnerships support coordinated surveillance, preparedness, response, compliance and education across the region. Partnerships with community- based and government social and mental health providers will remain a priority.

Key program outcomes

In the Hunter region, this Program will contribute to long-term outcomes of:

• Sustained freedom from notifiable livestock diseases.
• Reduced impacts of animal diseases and chemical residues on farm productivity and the regional economy.
• Maintained and improved animal welfare standards.
• Strong livestock traceability and situational awareness.
• Maintained and improved social licence for livestock industries.

These outcomes support market access, food safety, community confidence and industry social licence, with improved capability and compliance by farmers and other land managers across diverse livestock systems and increasing peri-urban settings.

Measuring our impact

If we support the following activities:

1. Surveillance & detection: Undertake surveillance and disease investigations for notifiable disease, chemical, residues and NLIS compliance.
2. Advisory & extension: Provide extension, advisory and training that support uptake of best practice.
3. Partnerships & collaboration: Build and maintain partnerships and collaborations to: sustain a high-capability animal biosecurity and welfare surveillance network strengthen surveillance, investigations, intelligence and EAD preparedness foster strong industry and local partnerships.
4. Emergency planning & preparedness: Provide Emergency Animal Disease (EAD) prevention, preparedness and response.
5. Regulatory services: Undertake animal welfare monitoring and expert advice to welfare enforcement agencies, saleyards and livestock managers.

This will result in:

• Significant and notifiable diseases are identified and are appropriately responded to.
• Chemical residue incidents identified and are appropriately responded to.
• Improved traceability and situational awareness of animal biosecurity risks Increased customer and industry engagement and awareness.
• Increased land managers and industry awareness of EAD risks.
• Animal welfare issue identification and appropriate response.
• Spread of animal diseases and pests of animals are limited Incidents of chemical residues on food safety and supply chains are limited.
• Increased customer and industry animal biosecurity and welfare capability Animal welfare being maintained and improved.

And lead to:

• Supporting reduced impact of animal diseases and residues on farm productivity & NSW economy.
• Supporting reduced impact of animal diseases and residues on human health standards and food security.
• Supporting market expectations and access being maintained.
• Supporting confident decisions and compliance by farmers and land managers enacting improved biosecurity and welfare practices.

Regional Climate Adaptation

Regional program vision

LLS leads by example on climate adaptation, meeting its legislative obligations while building the practical knowledge, skills and confidence that farmers and other land managers need to make sound decisions to sustain productive enterprises in a changing climate.

Why this program matters in this region

In the Hunter region, short-term seasonal variability and long-term climate change is leading to more frequent and extreme floods, drought, heat and bushfire events, placing greater and increasing risk on farms, waterways, biosecurity and animal welfare outcomes.

Climate impacts are expected to provide both opportunities and threats to farm viability in the region, requiring timely and informed decision making by farmers and other land managers.

How this program will be delivered locally

The Program will be delivered by embedding climate risk, adaptation and emissions considerations across our planning, investment and integrated service delivery. This includes providing locally relevant climate advice and extension for farmers and other land managers and using place-based approaches that reflect the Hunter region’s diverse landscapes and industries.

Delivery will also focus on being highly adaptive to the needs of our customers as they respond to climate and weather impacts, supporting cross-program collaboration, and reducing our operational emissions from assets, fleet, and buildings.

Key regional partnerships

Delivery will be supported through partnerships outlined in the State Program Plan, including NSW Department of Primary Industries and Regional Development, NSW Department of Climate Change, Energy, the Environment and Water, NSW Treasury, research organisations and industry bodies. 

In the Hunter region, this will include collaboration with Local Government, emergency management partners, agricultural industries, Natural resource management groups, farmers and other land managers, to support integrated, region-specific adaptation outcomes.

Key program outcomes

Hunter region’s Program outcomes will include:

• Climate risk, adaptation and mitigation is embedded in organisational decision making and integrated service delivery.
• Increased farmer and land manager capability to manage climate risk.
• Adoption of climate-smart practices that improve resilience to drought, heat and flooding impacts.
• Reduced net emissions across assets, fleet, buildings and programs.

Measuring our impact

If we support the following activities:

1. Governance & reporting: Monitor, report and formally disclose our climate adaptation approaches to meet NSW Treasury obligations.
2. Emissions mitigation: Mitigate greenhouse gas (GHG) emissions from assets, fleet, buildings, program delivery and TSR management to meet NSW Net Zero 2050 obligations.
3. Climate literacy & staff capability: Build LLS climate literacy and governance through improved organisational accountability, governance frameworks, and staff capability.
4. Partnerships & collaboration: Participate in partnerships that support implementation of adaptation principles, integrate risk and build staff awareness and use of the climate risk and adaptation tools.
5. Advisory & extension: Provide climate knowledge, advice and extension to build capability of farmers and landholders.

This will result in:

• Increased awareness of farmers and land managers of support tools for climate risk and adaptation.
• Climate related risk is incorporated and communicated into LLS planning, programs, systems and decision.
• Climate related risk is incorporated into LLS risk frameworks.
• Increase organisational awareness of LLS’ Net Zero Transition Plan which identifies targets, reporting and milestones.
• LLS is disclosing and reporting Scope 1 emissions against targets.
• LLS staff are aware of the climate risk and adaptation tools available to support their program/ project delivery.
• Collaboration and sharing climate risk knowledge and tools.
• Strengthened partnerships with clear objectives, responsibilities and financial contributions.
• Organisational understanding of climate risk and adaptation actions integrated into LLS risk register, procedures and reporting.
• Organisation wide support for Net Zero Plan which is demonstrating achievement of milestones.
• LLS is disclosing and reporting Scope 2 and 3 emissions.
• Increased staff capability to understand and use climate risk tools.
• Annual investment planning incorporates climate, risk, mitigation and adaptation actions.
• Farmers and land managers have increased capability to manage climate risk.

And lead to:

• Organisational wide climate related risk is embedded in LLS with an adaptation strategy, adaptation plans, actions and engagement.
• Reduction in net emissions across all assets, fleet, buildings and programs and reduction in net emissions across Scope 1, 2 and 3.
• LLS people and programs are well adapted, flexible and responding to changing climate conditions.
• Farmers and land managers are adopting practices to manage climate risk.

Regional Customer Service

Regional program vision

Hunter LLS is a trusted and responsive partner in regional NSW that ensures farmers and land managers can readily access accurate, timely information and support to meet their land management obligations, with services delivered in ways that reflect the Hunter region’s diverse industries, landscapes and growing peri-urban and lifestyle customer base.

Why this program matters in this region

Clear, timely and locally informed customer service supports compliance, builds trust and reduces confusion in a region with complex regulatory requirements and heightened customer expectations.

Strong customer service also underpins effective delivery of all Hunter regional programs by helping customers understand what LLS does, what is required of them, and where to go for support, particularly during emergencies and periods of disruption.

Customer service at Hunter LLS is strengthened by reliable data and an evidence-based approach, enabling more targeted, timely and personalised support across all programs.

How this program will be delivered locally

In the Hunter region, the Customer Service Program will be delivered through a strong first point of contact, clear triage and referral to the appropriate program, and consistent, practical, evidence-based advice.

A coordinated regional approach to local delivery will focus on locally informed responses, stronger integration across programs, and building staff capability to support customers with varying levels of digital access and understanding of regulatory requirements.

Ongoing investment in customer experience, feedback, and continuous improvement will help ensure services are delivered efficiently, respectfully, and in culturally appropriate ways, including during periods of high demand, emergency response, and recovery.

Key regional partnerships

Key partnerships include NSW Government agencies, Local Government, legal and property professionals and networks engaged through regional engagement structures.

Locally, customer service delivery is supported through collaboration with Hunter LLS local board and committees, community and Aboriginal partnerships, and internal enabling service teams that support consistent communication, engagement and referral pathways for farmers and other land managers.

Key program outcomes

Over the life of this plan, the Hunter region will contribute to long-term outcomes including:

• Improved customer compliance with land administration and financial obligations.
• Sustained customer confidence, trust and satisfaction.
• Customers feeling heard and supported through timely enquiry and complaint resolution.

These outcomes will support maintained or improved customer experience and Net Promoter Scores, reduced financial risk, and easier navigation of LLS for Hunter region customers, including those new to land management and regulatory systems.

Measuring our impact

If we support the following activities:

1. Statutory customer service & advice: Deliver statutory services that support and improve land administration.
2. Permits, leases & fees: Undertake financial and administrative transactions for permits, leases and fees.
3. Regulatory services: Provide regulatory services.
4. Awareness raising: Raise our customer awareness of support options, obligations through campaigns and feedback.
5. Customer enquiries & referrals: Triage customer enquiries and referrals.

This will result in:

• LLS customer financial and land administration processes are clear and compliant.
• Increased customer awareness and understanding of compliance obligations.
• Increased customer participation in engagement campaigns.
• Customer feedback is received and improves services.
• Faster customer enquiry response and resolution.
• Increased customer use of self-services.
• Customers confidently applying advice and land administration obligations.
• Reduced LLS financial risk related to rates and other debt.
• Consistent customer engagement and procedures.
• Customers navigate services easily with reduced effort.
• Customers regard LLS as a service provider of choice.

And lead to:

• Customer compliance with land administration and financial obligations is increased.
• Sustained customer confidence and trust in LLS services.
• Customers feeling heard and valued with enquiries and complaints resolved quickly and respectfully.

Regional Emergency Management

Regional program vision

Hunter region farmers, land managers and communities are well-prepared and well-supported before, during and after emergencies, with a strong focus on flood, bushfire and biosecurity risks and the needs of diverse agricultural and peri-urban communities, including vulnerable and isolated landholders.

Why this program matters in this region

Increasing frequency and severity of floods, bushfires and biosecurity incidents pose significant threats to farm productivity, animal welfare, natural assets and community safety.

The Hunter region’s exposure to major and rapidly occurring riverine flooding, mixed land use, absentee landholders and intensive industries heightens the consequences of inadequate preparedness or delayed recovery. This makes targeted local capability, coordination and recovery support essential, particularly across flood-prone catchments.

Since 2015, the Hunter region has experienced more frequent emergency events and increasing risks associated with climate variability, with the cost of flood recovery for governments, communities and industries rising significantly. This has placed greater emphasis on the need for a well-resourced and integrated approach to building the capability of farmers and other land managers to plan and prepare for floods and other natural disasters.

Repeated natural disasters, alongside the impacts of drought, have also sharpened the focus on how LLS can better support industry and communities to plan for and access resources for long-term physical, financial and emotional recovery. The extended recovery periods for both customers and landscapes continue to present ongoing challenges for the region.

How this program will be delivered locally

Delivery will align with the statewide Emergency Management Program Plan, with a strong focus on local planning, preparedness, response, and early recovery. In the Hunter region, this includes prioritising flood and bushfire preparedness, strengthening awareness among farmers and other land managers and communities, maintaining a trained and deployable local workforce, and better integrating emergency management with agriculture, biosecurity, and natural resource management programs.

Local delivery will emphasise practical training, exercises, and information sharing, along with timely damage assessment and coordinated recovery efforts tailored to regional conditions and customer needs, with lessons learned used to drive continuous improvement. Priority will also be given to supporting climate-exposed industries and landholders in flood-prone areas. Recognising the long-lasting impacts of natural disasters, service delivery will be closely integrated with social service organisations to support the mental health and wellbeing of both customers and staff.

Key regional partnerships

Hunter LLS plays a key role in supporting agencies that respond to natural disasters and other emergencies. To work effectively, we deliver our services in close partnership with Local Emergency Management Committees and Local Government, and key agencies including Department of Primary Industry and Regional Development’s Agriculture and Biosecurity division, NSW State Emergency Service, NSW Rural Fire Service, NSW Police, NSW Reconstruction Authority, Australian Plague Locust Commission, animal welfare organisations, industry groups, farmers and other land managers and local communities.

These partnerships support coordinated planning, response, recovery and community preparedness across the Hunter region. Partnerships which integrate roles and services of LLS with the relevant Disaster Adaptation Plan will be prioritised, as will partnerships with the Rural Adversity Mental Health Program and community-based social support organisations.

Key program outcomes

Long-term outcomes include:

• Improved farmer, land manager and community capability and connectedness to prepare for, respond to and recover from emergencies.
• A skilled and confident emergency management workforce.
• Effective and timely responses to natural disasters and biosecurity events.
• Recovery activities that restore productivity, animal welfare, landholder capacity and natural assets while promoting adaption to short-term variability and long-term climate change.
• Strengthened networks and partnerships to leverage the strengths and capabilities of regional partners.

For the Hunter region, this means stronger flood and bushfire preparedness, effective recovery following major events, and improved resilience of landscapes, industries and communities over

time, with reduced disruption to service delivery. It also means an integrated approach with relevant organisations for delivery of the priority actions under the relevant Disaster Adaptation Plan.

Measuring our impact

If we support the following activities:

1. Partnerships & collaboration: Build and maintain partnerships and collaborations to support planning and governance with Government agencies and partner organisations.
2. Emergency planning & preparedness: Build capability of LLS staff so that they are ready for deployment to an emergency response.
3. Emergency response: Provide advice and assistance to natural disaster, biosecurity, plague locust and animal transport accident emergencies.
4. Emergency recovery: Collate natural disaster impact assessments and contribute to the consideration of assistance measures for natural disasters.
5. Awareness raising: Raise awareness of threats, risks related to emergency events and options in times of recovery.

This will result in:

• LLS staff are trained in specialised roles and available for emergency deployment.
• Defined arrangements with government agencies and partners.
• Situational awareness of LLS’ resources and capability to fill specialised emergency roles.
• Safety, risk and adaptive practices are embedded into emergency management activities.
• Farmer, land manager and community awareness and improved preparedness for threats and risks associated with emergency management events.
• LLS development of rapid and accurate damage assessment processes.
• Farmers and land managers are aware of and can access available recovery options and services.
• Damage assessment processes are informing effective recovery planning and assistance.
• LLS and its staff are prepared to respond to emergency events.
• Clear governance in place within LLS and with government agencies and partners secure sufficient resources and capability.

And lead to:

• Sufficient resources and capability to consistently, effectively and rapidly respond to, and manage, emergencies.
• Responses to emergencies are safe, efficient, and effective.
• Farmer, land manager and community capability to make informed decisions to prepare for, respond to and recover from emergency events.

Regional Land Management (Native Vegetation)

Regional program vision

Farmers and land managers of Hunter region have the knowledge, confidence and support to manage native vegetation responsibly, meet their obligations, and understand the appropriate pathway for their activities, with clear guidance to help them make informed decisions that contribute to productive, sustainable development and landscapes while maintaining biodiversity values across the Hunter region, including peri-urban and lifestyle landholdings.

Why this program matters in this region

Clear, timely advice and approvals are essential to help farmers and other land managers balance productivity, climate pressures, and biodiversity protection, particularly as development pressures increase. Providing effective land management advice and extension also helps prevent unintentional non-compliance and reduces the risk of irreversible impacts on native vegetation.

At the same time, actively managing naturally regenerating land presents an opportunity to improve biodiversity outcomes while reducing risks associated with fire, pest animals, and weeds.

In the Hunter region, links to research and development, evidence and mapping together with strong partnerships and integrated service delivery enables us to take advantage of new opportunities, collaboration and maintain a customer centric approach to our Land Management function.

How this program will be delivered locally

Delivery in the Hunter region will be largely driven by customer enquiries and requests for advice, with a focus on providing timely guidance, clear pathways, and streamlined processes for land management matters.

The Program will work to build landholder confidence in the Land Management Framework, support the appropriate use of allowable activities, and provide early guidance on higher-risk proposals. It will also respond to customer demand while addressing climate-driven risks to native vegetation, including cumulative impacts over time.

An integrated service delivery approach will help farmers and other land managers understand and consider a broad range of management options for their property.

Key regional partnerships

Delivery will rely on strong partnerships with the Australian Government, NSW Department of Climate Change, Energy, the Environment and Water, the NSW Native Vegetation Panel, the Biodiversity Conservation Trust, Local Government across the Hunter region, farmers and other land managers and compliance partners, supporting consistent pathways and coordinated outcomes for native vegetation management.

Key program outcomes

• Hunter region farmers and other land managers are informed and confident in managing native vegetation in line with their obligations.
• Farmers and other land managers understand and apply the legislation correctly, giving them confidence that their farm plans are agriculturally and environmentally balanced while fit for their activities.
• Irreversible impacts on native vegetation are avoided where appropriate, and impacts are reduced using set-asides and offsets when required, supporting long-term landscape condition and resilience.
• Integrated service delivery supports farmers and other land managers to optimise the management of native vegetation for conservation, production and lifestyle outcomes. native vegetation management decision making.

If we support the following activities:

1. Partnerships & collaboration: Build and maintain partnerships and collaborations to: directly support mapping and compliance monitor and improve the implementation the Land Management and Biodiversity Conservation Framework.
2. Advisory & extension: Land Management Code extension, education, advice, referrals, customer support.
3. Statutory approvals: Land Management Code application assessment and approvals, customer advice on compliance and authorisations available to the public.

This will result in:

• Farmers and land managers can access and are engaging with the NVR map categorisation of their land.
• Partners are enabled to undertake compliance activities.
• Improved farmer and land manager awareness and engagement with the land management framework.
• Improved access to appropriate advice and support.
• Farmers and land managers continue to apply allowable and other permitted activities with minimal restrictions.
• Farmers and land managers seek authorisation under the code from LLS for higher risk land management activities.
• Farmers and land managers access Native Vegetation Panel (NVP) process where required.
• Authorisations and set asides available to the public.
• Increased farmers and land managers confidence in the NVR map, advice and clarity about their land management options.
• Partners are supported to conduct credible compliance investigations.
• Improvements in farmers and land manager capability to compliantly manage land for environmental and productivity outcomes.
• Improved customer experience through efficient services, advice and timely code applications.
• Irreversible impacts on native vegetation are avoided.
• Residual impacts moderated by set asides (via Code) OR Biodiversity Offsets Scheme (via NVP pathway) OR through private land conservation by the BCT.
• The public more informed about the management of regulated rural land in NSW.

And lead to:

• Farmers and rural land managers are informed and compliant managers of native vegetation on private lands.
• Farmers and land managers experience a straightforward and streamlined processes.
• LLS supports management of environmental risks on private land by avoiding, minimizing or offsetting impacts on native vegetation.

Regional Natural Resource Management

Regional program vision

Farmers and other land managers make decisions underpinned by sound natural resource management practices, contributing to healthy natural, cultural and productive landscapes, with a strong focus in the Hunter region on resilient and productive catchments, river health and caring for Country.

Why this program matters in this region

Natural resource management is critical in the Hunter region to support healthy and resilient soils, waterways, native vegetation and biodiversity.

The Hunter region faces increasing risks from floods, drought, fire, weeds and pest animals, alongside strong community expectations for healthy rivers, estuaries and productive landscapes.

Operation of the Hunter Catchment Contribution program and the Hunter Valley Flood Mitigation Scheme since 1950 reflects the scale, challenge and importance of effective rehabilitation and management of the Hunter catchment, its rivers and wetlands.

Long-term operation of the Hunter River Salinity Trading Scheme and the more recent utilisation of the Hunter Environmental Water Allocation reflects the need to implement an integrated approach to catchment and riverine health.

Customer feedback consistently rates weed and pest management in the top 3 priorities for service delivery from Hunter LLS, which reflects their impacts on natural resource assets.

How this program will be delivered locally

Targeted extension, advice and capacity building is essential to support improved landholder practices and decision-making to mitigate and adapt to climate change impacts, improve landscape connectivity, biodiversity and resilience, and embed Aboriginal knowledge and leadership in caring for Country.

In the Hunter region, delivery will incorporate Aboriginal-led and co-designed initiatives, support for natural capital and emerging markets, and alignment with regional weed, pest and biodiversity priorities (including the Hunter region Natural Resource Management Plan and Hunter River Management Plan), as well as international, federal and state environmental priorities and obligations.

The Program is supported by the Hunter Catchment Contribution Program, which delivers targeted flood mitigation, extension, and catchment health and resilience initiatives across the Hunter River catchment and its tributaries. The Program demonstrates how improved management in the upper catchments contribute to outcomes in the estuary, wetlands and Newcastle Harbour.

Program funding from the Australian Government is expected to remain an important contributor to building the resilience of the region’s landscapes to impacts of climate change and protecting key natural resource assets.

Key regional partnerships

Key partnerships include Australian and NSW Governments, Local Government, Landcare and community natural resource management groups, Local Aboriginal Land Councils, Traditional Owner groups, Aboriginal organisations, industry groups, research organisations, farmers and other land managers and regional natural resource management and landholder networks.

Key program outcomes

Over the long term, the Program will contribute to:

• Increased adoption of improved natural resource management practices by farmers and other land managers.
• Improved condition and connectivity of landscapes, biodiversity, catchments and waterways.
• Increased opportunities for Aboriginal cultural land management.
• Strengthened partnerships to enable increased collaboration and action.

In the Hunter region this includes measurable improvements in priority catchments and river reaches, native vegetation, biodiversity and habitat connectivity, climate change corridors for adaptation, river health, better management of threats such as weeds and land degradation, links to market opportunities and stronger Aboriginal participation and leadership in natural resource management delivery.

Measuring our impact

If we support the following activities:

1. Advisory & extension: Provide NRM advice, extension, education, and training services that support adoption of best practice and informed decision making.
2. Support natural asset protection: Support farmers and land managers to access grants and other incentives for on-ground works, practice change, community participation and adoption of cultural management practices.
3. Partnerships & collaboration: Build and maintain partnerships and collaborations to support:
   • relationships with Aboriginal people, organisations and local communities.
   • uptake of environmental markets or natural capital initiatives.
   • NRM investment, prioritisation monitoring and research.

This will result in:

• Farmers and land manager participation in NRM increased.
• Farmer and land manager NRM awareness is improved.
• Farmer and land managers can access information to make informed decisions about managing natural assets.
• LLS supports government and community partnerships and collaboration.
• LLS supports government and community partnerships and collaboration.
• Farmer and land managers have increased capability to manage natural assets and threats.
• Threats to landscapes and natural resources are better managed.
• Farmer and land managers make informed decisions about managing natural and cultural assets, including natural capital market participation Increased implementation of collaborative and culturally informed project work.
• LLS supports the extension and advisory reach of contemporary information and scientific knowledge.

And lead to:

• Increased farmer and land manager adoption of improved NRM practices.
• Landscapes, catchments and waterways managed for enhanced habitat quality, connectivity and biodiversity.
• Increased opportunity for traditional cultural land management practices and cultural protocols.

Regional Pest Animals

Regional program vision

Pest animals are effectively managed across all land tenures to protect farms, ecosystems and communities, with coordinated, landscape-scale action focused on the Hunter region’s mix of intensive agriculture, biodiversity assets and expanding peri-urban interfaces.

Why this program matters in this region

Pest animals cause significant economic, environmental and social impacts across NSW, undermining agricultural productivity, catchment resilience, biodiversity and community wellbeing if left unmanaged. In the Hunter region, priority species such as wild dogs, feral deer, feral pigs, rabbits, foxes and feral cats pose ongoing risks to primary production, threatened species, waterways, public safety and infrastructure.

The region benefits from a strong foundation of locally developed pest animal management plans, supported by an established Regional Pest Animal Advisory Committee (RPAC), which together provide a clear, evidence-based and risk-driven framework for coordinated action across land tenures. This enables effective partnerships between farmers and other land managers, government and community groups, supporting landscape-scale control efforts that reduce reinvasion and improve long-term outcomes.

Through this coordinated approach, the program protects key production, environmental and cultural assets while building landholder capability to meet their General Biosecurity Duty and strengthening regional governance. It also ensures pest management efforts remain targeted and effective in the face of increasing pressures from land use change and climate variability.

How this program will be delivered locally

Delivery will focus on coordinated, cross-tenure planning and control aligned with the Hunter Regional Strategic Pest Animal Management Plan, supported by risk-based prioritisation and evidence-led decision-making.

Hunter LLS will emphasise landholder-led, landscape-scale programs, targeted extension and training to lift General Biosecurity Duty capability, and support for prevention, early detection and rapid response to emerging pest risks.

Investment will prioritise areas of highest production, biodiversity and public safety risk, including peri-urban interfaces and priority catchments, with effort adapted to changing regional pressures over time.

Key regional partnerships

Hunter Regional Pest Animal Committee, Wild Dog and Pest Animal Management Groups, Local Government, Department of Primary Industry and Regional Development’s Agriculture and Biosecurity division, NSW National Parks and Wildlife Service, Forestry Corporation of NSW, Crown Lands, Transport for NSW, Local Aboriginal Land Councils and Traditional Owner groups, Landcare and industry groups such as NSW Farmers and farmers and other land managers. 

These partnerships support shared governance, coordinated delivery, community engagement and cross-tenure outcomes across the Hunter region.

Key program outcomes

• Reduced impacts of priority pest animals on natural, production and cultural landscapes through sustained, coordinated, landscape-scale control across the Hunter region.
• Increased landholder and community capability to meet General Biosecurity Duty, improved public safety outcomes in high-risk areas.

• Stronger regional governance and collaboration that prevents new incursions and reduces

  long-term control costs, supporting enduring biosecurity outcomes.

If we support the following activities:

1. Partnerships & collaboration: Build and maintain partnerships and collaborations to:
   • establish and support Regional Pest Animal Advisory Committees.
   • deliver pest animal planning prioritisation and monitoring.
   • connect research, development and innovation with farmers and land managers.
2. Group coordination & advice: Coordinate ground and aerial control programs across multiple properties and tenures.
3. Extension & advisory: Provide pest animal management advice, extension, and education, and training.
4. Compliance: Deliver pest management compliance in accordance with the Biosecurity Act 2015 (NSW).
5. Pesticide supply: Provide training and supply restricted chemicals for pest animal control.

This will result in:

• Stakeholders and partners are working towards agreed pest animal control goals.
• Farmers and land managers participate in coordinated pest animal control programs to manage populations.
• Farmers and land managers are aware of pest animal management options.
• Ongoing input from research and development partnerships in LLS’s pest animal extension services.
• Farmers and land managers understand their GBD and non-compliance consequences.
• Farmers and land managers have improved understanding of pesticide handling requirements.
• Systematic and opportunistic surveillance identifies priority areas based on values-based risk reduction Increased area of coordinated pest animal management across multiple tenures.
• Establishment of new pest animals prevented by community with LLS support.
• Application of improved pest animal management effectiveness and compliance by community.

And lead to:

• Supporting the community at controlling priority pest animal species spread.
• The community having increased capability to manage pest animals.
• Farmers and land managers are discharging their GBD.

Regional Plant Biosecurity

Regional program vision

Plant biosecurity is a shared responsibility, with farmers, land managers, industries and government working together to prevent and manage plant pests and diseases, with a strong focus on early detection and protection of the Hunter region’s pasture, horticulture and emerging and high-value plant industries.

Why this program matters in this region

The Hunter region supports diverse pasture, horticulture and mixed farming systems that are vulnerable to new and established pests, diseases and weeds.

Climate variability, pasture dieback, plant movements and proximity to major transport and trade pathways increase the risk of incursions and spread, making early detection, landholder awareness and coordinated response essential to protect productivity, natural environments and community wellbeing, and maintain market confidence.

How this program will be delivered locally

The Program will be delivered through targeted surveillance, extension and advisory services focused on priority risks for the Hunter region, including pasture dieback and risks to horticulture.

Delivery will emphasise building landholder capability to meet General Biosecurity Duty, strengthening local surveillance networks, supporting farmers and other land managers to develop comprehensive farm biosecurity plans, and working closely with Department of Primary Industry and Regional Development’s Agriculture and Biosecurity division on investigations and response.

Effort will be prioritised to high-risk industries, pathways and locations, using evidence and monitoring to guide decisions and adapt delivery over time, in response to emerging threats.

Key regional partnerships

Key partnerships include NSW Department of Primary Industry and Regional Development’s Agriculture and Biosecurity division, Local Government as Local Control Authorities, industry groups and peak bodies, horticulture and pasture producer networks, research organisations, farmers and other land managers and community groups that support surveillance and reporting.

These partnerships strengthen early detection, coordinated response and consistent biosecurity management across land tenures in the Hunter region.

Key program outcomes

Plant industries in the Hunter region are safeguarded from priority pests and diseases through early detection, timely investigation and improved landholder preparedness.

Over time this contributes to:

• Reduced impacts of plant biosecurity risks on farm productivity, natural environments, cultural values and market access.
• Increased landholder confidence and capability to manage both emerging and established plant biosecurity threats and support resilient regional industries.
• Increased number of farmers and other land managers with biosecurity plans which incorporate plant biosecurity risks.

Measuring our impact

If we support the following activities:

1. Partnerships & collaboration: Build and maintain partnerships and collaborations to plan for and support delivery of surveillance and investigations
2. Surveillance & detection: Support, undertake and report plant disease surveillance including targeted investigations to support priority plant disease management.
3. Emergency planning & preparedness: Support plant pest risk management and preparedness
4. Advisory & extension: Provide extension, advisory and training services that support land managers to detect and manage plant pests and diseases.

This will result in:

• Defined arrangements with government agencies and partners.
• LLS meeting its plant biosecurity obligations under relevant strategies, joint plans and legislation.
• Industry and communities are participating in general surveillance and reporting of any plant biosecurity risks.
• Improved farmer and land manager awareness of plant biosecurity management practices.
• Industry and communities are aware when eradication has been deemed not feasible and that management is the focus.
• LLS supports industry in meeting national and international obligations.
• Improved situational awareness of the spread and impact of endemic plant pests and diseases.
• Improved farmers and land manager capability in recognising and managing plant biosecurity risks.
• Increased capability to adapt to and manage established plant biosecurity risks.

And lead to:

• LLS supports the reduced impact of plant biosecurity risks on the environment, farm productivity and the NSW economy.
• LLS supports the maintenance of domestic and international market access for NSW plant industries.
• Land managers and farmers effectively and confidently manage the impact of established plant pests and diseases.

Regional Priority Weeds

Regional program vision

Communities, industries and governments act cooperatively to prevent and manage priority weeds, with farmers and other land managers having the tools, knowledge and support to protect productivity and biodiversity, with a strong focus in the Hunter region on high-value agricultural land, biodiversity hotspots and peri-urban interfaces at greatest weed risk.

Why this program matters in this region

Priority weeds pose a significant risk to agricultural productivity, biodiversity and community values across the Hunter region. High levels of land-use change, movement of people, stock and machinery, and a mix of public and private land increase the risk of new incursions and the spread of established weeds.

Customer feedback consistently rates weed management as one of their top 3 priorities for service delivery from Hunter LLS.

Effective weed management supports farmers and other land managers to meet their General Biosecurity Duty and protects long-term economic and environmental outcomes for the region, particularly under short-term seasonal variability and long-term climate change pressures which are expected to expand the range of new weed species into the region and increase the levels of disturbance, creating opportunities for new weed incursions.

The Hunter Regional Weed Committee is critical to this Program as it enables coordinated, cross-tenure planning, prioritisation and monitoring, ensuring consistent and effective weed management across the region. It’s particularly important in the Hunter region due to the need for strong partnerships to manage weeds across diverse, high-value landscapes.

How this program will be delivered locally

Delivery in the Hunter region will focus on a coordinated approach to prevention, early detection and risk-based prioritisation, aligned with the

State Priority Weeds Program Plan and the Hunter Regional Strategic Weed Management Plan. This includes surveillance and rapid response to new incursions, alongside targeted management of established priority weeds in high-value areas, supported by strong extension and advisory services to build landholder capability.

Local delivery will emphasise cross-tenure coordination, with strong partnerships between Local Control Authorities, public land managers, and key stakeholders, as well as targeted engagement with priority industries, peri-urban landholders and Aboriginal land managers, guided by consistent regional priorities and messaging.

Guided by the Hunter Regional Weed Committee and Hunter Weeds Technical Team, the Program will maintain a strong focus on coordinated planning, prioritisation and action. Practical extension approaches will build landholder knowledge, skills and confidence, including the use of sustainable land management practices and integrated techniques such as cultural and ecological burning in partnership with Local Aboriginal Land Councils and Traditional Owner organisations, alongside other control methods to improve environmental and production outcomes.

Key regional partnerships

Delivery of priority weed outcomes in the Hunter region relies on strong partnerships with Local Control Authorities (local councils), NSW Government agencies, Regional Weed Committees, public land managers, industry groups, Landcare and community networks, and Aboriginal organisations (Local Aboriginal Land Councils and Traditional Owner Groups). Key Hunter partnerships include the Hunter Regional Weed Committee, Hunter Weeds Technical Team, Local Government, National Parks and Wildlife Service, Forestry Corporation of NSW, Transport for NSW, industry partners, farmers and other land managers and Landcare groups.

These partnerships support coordinated planning, information sharing, compliance, education and consistent weed management across land tenures.

Key program outcomes

• Priority weed risks in the Hunter region are reduced through improved coordination of prevention, early detection and coordinated management actions.
• Farmers and other land managers have increased knowledge, confidence and capability to meet their biosecurity obligations, resulting in reduced spread and impact of priority weeds.
• High-value agricultural land, biodiversity assets and priority landscapes in the Hunter region show improved condition and resilience, supported by consistent, collaborative and evidence-based weed management across public and private land and sustained regional effort.
• Increased number of farmers and other land managers with biosecurity plans which incorporate weed biosecurity risks.

Measuring our impact

If we support the following activities:

1. Partnerships & collaboration: Regional Weed Committees have improved capability to guide weed management, risk assessment, and prioritisation Community have increased capability and undertake appropriate weed management.
2. Extension & advisory: Support farmers and land managers understand their General Biosecurity Duty (GBD) for weeds.

This will result in:

• Regional Weed Committees supported to ensure shared understanding and alignment on biosecurity responsibilities and priorities.
• Improved community awareness of high priority species.
• Improved community participation in weed management across all land tenures.
• Increase in General Biosecurity Duty practices related to priority weeds.
• Spread of priority invasive species reduced, contained, or eradicated by the community.

And lead to:

• Regional Weed Committees have improved capability to guide weed management, risk assessment, and prioritisation.
• Community have increased capability and undertake appropriate weed management.

Regional Private Native Forestry

Regional program vision

Private Native Forests of the Hunter region are confidently and responsibly managed as a productive, ecologically sustainable part of farming operations, with farmers and land managers equipped to integrate it into their broader land management and business decisions.

Why this program matters in this region

Private Native Forestry supports around 500 farmers and other land managers in the Hunter region as an alternate income stream strengthening farm viability and long-term resilience.

The region has a long history of participation in Private Native Forestry, reflecting the suitability of native forestry to local landscapes, as well as its role as a flexible land use that complements agriculture while maintaining environmental and cultural values.

The operating context is evolving. Potential shifts in public land tenure may affect timber supply and increase reliance on well-managed private forests. Planning complexity and dual consent requirements continue to create uncertainty, reinforcing the need for clear, consistent guidance.

How this program will be delivered locally

Delivery focuses on the region’s participation rate, and the role of forestry income in supporting farm resilience.

The Program will prioritise retaining and renewing existing Private Native Forestry Plans to sustain active management, landholder confidence and regional timber supply, with targeted support to help farmers and other land managers navigate renewals, regulatory change and compliance.

Extension and communication will be locally tailored to regional forest types, farming systems and market conditions, with effort directed to farmers and other land managers open to Private Native Forestry while maintaining strong relationships with current participants. Delivery will be coordinated with other LLS services to ensure consistent messaging, effective referrals and responsiveness to policy, market and landholder needs.

Key regional partnerships

• LLS will partner with Regional Forestry Hubs (Northeast NSW)
• LLS Farm Forestry Team has a key relationship leadership within Hunter LLS.
• Hunter LLS will continue to work in partnership with the Hunter Farm Forestry Network and other community networks.

Key program outcomes

• Private native forestry in the region is sustained by retaining and renewing PNF Plans, building landholder confidence, and maintaining access to a reliable regional timber supply.
• Long-term participation through targeted, locally tailored assistance and coordinated LLS delivery improves access, understanding, and compliance for both existing and new landholders.

Measuring our impact

If we support the following activities:

1. Statutory approvals: Authorise private native forestry operations.
2. Advisory & extension: Deliver tailored extension to strengthen adaptive capacity.
3. Partnerships & collaboration: Build and maintain partnerships and collaborations to:
   • contribute to PNF evidence base.
   • contribute to policy and regulatory activities supporting forestry practices.

This will result in:

• Farmers and land managers have improved awareness of their statutory obligations related to PNF codes of practice.
• Farmers and land managers have better awareness of best practice forest management.
• Farmers and land managers have better awareness of how to holistically plan and integrate private native forestry into their farm business.
• Partnerships supporting evidence for compliance, monitoring and engagement.
• Increased compliance of farmers and land managers with PNF code of practice.
• Farmers and land managers have knowledge, skills, resources and networks to make confident forest management decisions.

And lead to:

• Farmer and land manager compliance leads to maintained biophysical conditions.
• Farmers and land managers adopting best practice forest management.
• Private native forests are positioned as strategic assets of farming businesses.

Regional Travelling Stock Reserves

Regional program vision

Travelling stock reserves are protected, actively managed and valued for their contribution to productive and sustainable grazing, biodiversity, Aboriginal culture, recreation, community resilience and emergency response.

Why this program matters in this region

Travelling stock reserves in the Hunter region support sustainable grazing, provide refuge during drought, flood and fire, and provide biodiversity, cultural and community values.

Increasing pressure from climate variability, weeds, pests, and competing demands on travelling stock reserves mean active, consistent management is essential to maintain groundcover, protect infrastructure, safeguard Aboriginal cultural heritage and balance agricultural, environmental and community expectations. Ageing infrastructure on many travelling stock reserves requires sustained investment, particularly to ensure public safety is maintained and multiple uses are enabled.

What is unique in the Hunter is our approach to managing travelling stock reserves as an active, commercially driven and self-sustaining business unit, with strong regional autonomy to make locally informed decisions and reinvest revenue into infrastructure, land management and service delivery—creating a cost-neutral, circular model that maintains and improves these assets while responding to local needs and opportunities.

How this program will be delivered locally

The Program will be delivered through consistent permit administration, compliance, and care and control of travelling stock reserves. In the Hunter region, this includes prioritising strategic weed and pest management, maintaining and upgrading fencing and water infrastructure, managing long-term grazing permits, and using travelling stock reserves as resilient landscape assets for emergency response and recovery.

Delivery will be coordinated with regional biosecurity, natural resource management and emergency management teams, and tailored to the Hunter region’s mix of grazing systems, peri- urban pressures and customer needs. The region seeks to generate ongoing uplift in revenue from the travelling stock reserve network to enable maintenance of physical and biophysical assets.

Key regional partnerships

In the Hunter region, strong partnerships with adjoining landholders, Traditional Owner groups, Local Aboriginal Land Councils, regional weed and pest committees, and Local Government are central to shared stewardship, cultural land management and cross tenure outcomes on travelling stock reserves.

Key program outcomes

Over the long term, Hunter region’s delivery will contribute to Travelling stock reserves that are healthy, functional and resilient public assets. This includes:

• Maintained groundcover and grazing capacity.
• Improved biodiversity and connectivity.
• Increased use of travelling stock reserves for emergency refuge, response and recovery, protected Aboriginal cultural heritage.
• Increased Aboriginal access and participation.
• Compliant and transparent use of travelling stock reserves.
• Infrastructure that supports safe livestock and community use across the region.
• Consideration of long-term climate change impacts in management of travelling stock reserves as climate change corridors.

Measuring our impact

If we support the following activities:

1. Permits, leases & fees: Administration of stock and reserve use permits and stock watering place leases.
2. Care & control of public land: Ensuring care for and control of TSR through sound management and administration.
3. Support natural asset protection: Delivering biodiversity conservation on TSR.
4. Built asset management: Manage built assets on TSR by maintaining infrastructure to support safe and effective livestock use.
5. Aboriginal cultural practices & knowledge: Facilitate for Aboriginal communities to access and practice culture on Country as part of TSR management.
6. Compliance: Delivering TSR compliance, including legislative responsibilities and audit related to compliance.

This will result in:

• Administration of existing and expanded permit use.
• LLS administration, processes and policy in place.
• Increase and maintain opportunities for grazing, stock movement to support production systems.
• Improved land management practices through our care, control and conservation activities.
• Maintain infrastructure to support safe and effective livestock and community use.
• Increased Aboriginal engagement and awareness of cultural heritage on TSR.
• Increased community awareness of compliance responsibilities on TSR.
• Customers experience faster, simpler, and more transparent permit processes.
• LLS applies compliant and consistent procedures and administration practices.
• Maintained and improved TSR grazing land.
• Enhanced TSR emergency resilience and refuge value.
• Improved TSR assets supporting broader community use.
• Increased Aboriginal community access to TSR.
• Cultural heritage is protected on TSR.
• TSR users understand their responsibilities and use is compliant.

And lead to:

• Enhanced TSR user experience for agriculture and community recreation.
• TSR support enhanced habitat, connectivity and groundcover.
• TSR support Aboriginal cultural knowledge sharing, practices and connect to Country.
• LLS fulfils its obligations and legislative responsibilities for care and control of public land.

Contact Local Land Services NSW

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