Landcare is essentially a system of volunteer organisations that is loosely coordinated at state and regional levels. The apparent success of Landcare has seen groups become an important delivery mechanism for the Natural Heritage Trust and other initiatives. In this article the author draws upon research in Victoria to argue that we are approaching the limits of what can realistically be expected of Landcare groups. Data were derived from state-wide surveys of Victorian groups between 1991 and 1998 and three 1999 regional case-studies in Corangamite, Glenelg and Goulburn/Broken. Survey data highlighted the extent most groups were operating at historically high activity levels and established a significant positive relationship between activity and government funding. Landcare work takes time and energy, particularly for group leaders, and given existing commitments to work, family and other volunteer organisations, it seems unlikely that current activity levels are sustainable. Survey data highlighted important program management issues that must be addressed as part of a more coherent and determined approach to supporting Landcare.