There’s no doubt it has been a challenging and difficult year for many across NSW.
Families and communities are under pressure with the current drought, but as Local Land Services (LLS) have been a part of The Next Crop forums around the state, they have witnessed tremendous community spirit.
That same spirit brings everyone through the rough patches, providing rural and regional NSW with more opportunities to grow, protect and connect in the ways they want to.
Local Land Services saw the excitement around innovation, learning new production methods, and an eagerness to connect with both community and market.
The Next Crop has uncovered ideas and hope despite the weather, and Local Land Services checked in with their chief executive officer David Witherdin to look to the future...
How will you lead the LLS to continue supporting the agriculture and farming industries in the future?
Like all LLS staff, I have a deep passion for the farming and agricultural sectors, along with the natural environment.
I’m also passionate about the regional service delivery model of LLS.
We have such an important role to play in NSW as the importance of these sectors will continue to rise as the global population and its demand for food security increases.
My focus is on future proofing the LLS model to ensure we make a relevant contribution, and can guarantee the work of LLS for our landholders.
The Next Crop forums have provided a great opportunity to listen and share ideas for the future of agriculture, business and the environment in NSW.
You have been in the CEO role at LLS for nearly two years, what have been some of the highlights?
Reflecting on the past two years there are so many accomplishments that I am extremely proud to have been part of, both personally and as part of such an amazing team at LLS.
Building high performing teams centred around our key pillars of agriculture, livestock, land and water, sustainable land management, biosecurity and emergency, to support consistent on ground service delivery in our regions is of particular note.
While these services are distinct, they form a set of functions LLS delivers in a coordinated and integrated way that is relevant to local communities across the state.
By strengthening our key stakeholder relationships, we’ve been able to help position LLS as an integral and successful government reform, and as a positive example of a customer focused regional service delivery model.
I have also driven a focus on internal and external customer satisfaction, championed a strong focus on workplace health and safety, and also launched the LLS Reconciliation Action Plan.
And the challenges?
Like any government organisation there are as many accomplishments as there are challenges and LLS is no different.
Formed in 2014, LLS is still relatively young and our governance model is complex, made up of an overarching LLS board and 11 local regions with their own local boards.
However, we are all galvanised by our mission, to be a customer-focused business that enables improved primary production and better management of natural resources.
Drought is another huge challenge for LLS, as it is for our customers and stakeholders, who we will continue to work with to provide support and advice.
Many of our staff are on the land and feeling the effects too, so we understand how just how hard it is to wait for rain.
With 16 years in operational leadership roles, how do past challenges inform your current role?
Operational crises are some of the most challenging, and if you get it right, rewarding parts of any leadership role.
Having had experience in these areas from other organisations gives me great confidence in leading LLS through any hardships.
Another crucial learning that I have recently had experience in is organisational change.
You just have to look at what impact technology has had on society, employment and our everyday living over the past five years to realise that change is inevitable.
However, it is how we acknowledge, adapt and lead our teams through this organisational change that enables agencies to stay at the top of their game.
And here at LLS I believe we are doing just that.
LLS has an important role in the delivery of a range of services including biosecurity, natural resource management, agricultural advisory, emergency response, sustainable land management and soil conservation services.
With 11 regions and more than 1,000 staff throughout NSW, we are here when it matters and keen to hear from and work with our customers.
I strongly believe it is the people out there doing the work, who live and breathe it every day that have most of the answers.
It’s about taking the time to listen carefully on how we can improve and build on what we’ve already achieved.
