The end of 2022 marked an end of a strategic plan period for Bush Heritage, as we now look to 2030 to achieve our ambitious targets of deepening and doubling our impact. We are already well underway, and recognise that the growth ahead is possible because of the growth we have already achieved and the foundations laid during previous periods.
Our 2017-2022 Strategic Plan focussed on improving conservation outcomes and increasing the landscapes managed for conservation.
The highlights of the period included:
- Increasing our impact significantly, from working across 4.98M hectares in 2017 to 11.3M hectares by the end of the period. The growth was driven by our focus on nurturing and growing our Aboriginal Partnership Program
- Improving the condition of the landscapes we work within, reducing the percentage of landscapes in poor condition from 17% to 7%
- Completion of priority landscape methodology and decision tools, giving us the confidence that our 2030 growth plans will be delivered in the areas where we can have the greatest impact
- Increasing our base of generous supporters, from those who support us financially to those who give us their time and expertise as volunteers. 91% of our Supporters now say that they would recommend Bush Heritage to others.
- Improving our financial position, with a compound annual growth rate (CAGR) of our revenue from 2017 to 2021 of 7.1%
- As the impacts of climate change grew and we improved our monitoring abilities and increased our coverage, so too grew the list of threatened species across our reserves: We saw a 16% increase in the number of threatened species on reserve, taking the number to 273.
“The past five years has set us up for the delivery of an exciting 2030 strategic plan. We have strong monitoring programs in place, and we know exactly where and how we need to work to have the greatest possible impact.
We have confidence in our ambitious targets ahead, because the past shows us that we can deliver,” said Heather Campbell, Bush Heritage’s CEO.
“What was achieved during the 2017-22 strategic plan period was possible because of the incredibly generous support we received and because of our strong partnerships and our passionate staff. I would like to thank every person involved in our work. You made it possible. You made a difference,” said Heather Campbell.
See also the Bush Heritage 2030 Strategy.
