Late Items
General Meeting
Wednesday 23 October 2013
Roma Administration Centre
NOTICE OF MEETING
Date: 23 October 2013
Mayor: Councillor R S Loughnan
Deputy Mayor: Councillor W S Wason
Councillors: Councillor J L Chambers
Councillor R J Denton
Councillor P J Flynn
Councillor W M Newman
Councillor C J O’Neil
Councillor M L Price
Councillor D J Schefe
Chief Executive Officer: Ms Julie Reitano
Senior Management: Mr Michael Parker (Acting Director Infrastructure Services)
Mr Rob Hayward (Director Development, Facilities & Environmental Services)
Officers: Ms Jane Frith (Coordinator Corporate Communications)
Please find attached agenda for the General Meeting to be held at the Roma Administration Centre on October 23, 2013 at 9.00am.
Julie Reitano
Chief Executive Officer
Maranoa Regional Council
General Meeting - 23 October 2013
TABLE OF CONTENTS
Item Subject
No
L Late Items
L.1 First Quarter Budget Review 2013/14............................................................ 2
Prepared by: Claire Alexander, Specialist - Strategic Finance
L.2 Pest Management Plan...................................................................................... 7
Prepared by: Sandra Crosby, Manager - Environmental Health, Compliance & Waste
Attachment 1: Officers Report - Draft Pest Management Plan..................... 9
Attachment 2: Drat Pest Management Plan.................................................. 11
L.3 Cat Registration................................................................................................ 64
Prepared by: Sandra Crosby, Manager - Environmental Health, Compliance & Waste
L.4 Stock Route/Reserves Advertising Agistment.......................................... 66
Prepared by: Damian Bougoure, Coordinator-Environmental Health
L.5 Proposal to purchase a Christmas tree for main street - Commerce Roma 68
Prepared by: Ryan Gittins, Coordinator - Economic Development
Attachment 1: Commerce Roma's Proposal to MRC for Christmas Tree - 18 Oct 2013.......................................................................................... 72
Attachment 2: Commerce Roma - Christmas Tree Quote - 18 Oct 2013. 74
Attachment 3: Commercial Christmas - Additional Quote for Christmas Tree Project - 18 Oct 2013........................................................................... 75
L.6 Request for Council support - Gift of Giving Campaign......................... 76
Prepared by: Ryan Gittins, Coordinator - Economic Development
L.7 Request for Sponsorship............................................................................... 78
Prepared by: Kelly Rogers, Coordinator - Elected Members & Community Engagement
Attachment 1: Brochure - The Centre Within................................................. 80
Attachment 2: Email of Request - Puddy Chandler...................................... 82
L.8 Council appointment to the Board of Southern Queensland Country Tourism Ltd 83
Prepared by: Edward Sims, Manager - Major Projects, Economic Development & Tourism
Attachment 1: 2013 SQCT AGM Notice to MRC......................................... 85
Attachment 2: 2013 SQCT AGM Invitation.................................................... 87
L.8 Organisational Structure................................................................................. 88
Prepared by: Julie Reitano, Chief Executive Officer
Attachment : Briefing Paper - Community Development........................ 101
Officer Report
Meeting: General 23 October 2013 |
Date: 18 October 2013 |
Item Number: L.1 |
File Number: D13/49665 |
Subject Heading: First Quarter Budget Review 2013/14
Classification: Open Access
Name of Applicant: N/a
Location: N/a
Author & Officer’s Title: Claire Alexander, Specialist - Strategic finance
Executive Summary:
The Budget 2013/14 was adopted on 31 July 2013. This Budget Review is the first review in the new financial year. It is intended that budget reviews will be conducted on a quarterly basis, with the next review in January 2014 and the final review for the financial year in April 2014. The budget review presented is a surplus of $863K. It incorporates new items and changes not previously identified in the original budgeting process. Changes to the carry over projects post completion of the financial statements 2012/13 were also identified. There were also projects not identified as carry over projects which are now included as part of the request for funding at this review.
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That the Council adopt the First Quarter Budget Review 2013/14 as shown in the following attachments (pages 1-11), with the primary documents marked (*):
Pages 1. One Page Summary of First Quarter Budget Review 2013/14 * 2. Revised Operating Revenue and Expense Budget Statements by Directorate 3. Revised Capital Revenue and Expenditure Budget Statements by Directorate 4. Revised Capital Reserves Budget Statements by Directorate 5. Revised New Loan and Loan Repayment Budget Statement by Directorate 6. Revised Operating Reserves Budget Statements by Directorate 7 Summary of First Quarter Budget Review Changes 2013/14 – Capital Expenditure* 8-10 Summary of First Quarter Budget Review Changes 2013/14 – Operating Revenue & Expenses* 11 Revised Carry Over Projects 2013/14*
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Body of Report:
Management have completed their review of the 2013/14 Budget. At a high level, the following table shows the change between the Original Budget 2013/14 and the current (First Quarter) budget review.
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2013/14 Original Budget $’000 |
2013/14 First Quarter $’000 |
Variance
$’000 |
Carry forward surplus/loss |
(717,849) |
(717,849) |
0 |
Operating revenue |
(217,748,128) |
(222,547,341) |
(4,799,213) |
Operating expense |
196,510,783 |
198,049,732 |
1,538,949 |
Transfer from reserves - operating |
(306,103) |
(279,850) |
26,253 |
Transfer to reserves - operating |
18,700,865 |
20,652,480 |
1,951,615 |
Capital revenue |
(31,931,420) |
(32,026,020) |
94,600 |
Capital expenditure |
58,103,460 |
58,961,660 |
858,200 |
Transfer from reserves - capital |
(20,738,255) |
(20,888,255) |
(150,000) |
Transfer to reserves - capital |
1,470,626 |
1,470,626 |
0 |
Loan |
(4,750,000) |
(4,750,000) |
0 |
Loan Repayment |
1,211,710) |
1,211,710 |
0 |
Revised (surplus)/loss – 30 June |
(194,312) |
(863,107) |
(668,795) |
The 2013/14 Budget has been reviewed to incorporate new items, changes not previously identified in the original budgeting process, and changes to the budget due to events arising since the adoption of the Original Budget 2013/14.
The total result of the First Quarter Budget Review 2013/14 is a projected surplus of $863K. An analysis of the changes is provided below.
OPERATING REVENUE – Net Increase $4.8M
The overall increase in operating revenue is net $4.8M. Various factors have contributed to this increase and are detailed as follows:
● Projected increase in fees to be generated from Airport, $3.0M
● Increase in Financial Assistance Grant of $1.8M. This amount is based on notification from the Grants Commission
● Flood mitigation funding agreement approved to the value of $300K
● Increase in fees at Roma tip of $200K as a result of implementing weighbridge facility
● Additional other income to be received from Quarry of $100K
● Revenue from private works increased by $160K
● Additional funding for library of $50K
● Fees from effluent disposal estimated to drop by $655K due to competition
● Contribution from social services programs has been revised down to $0 (from $135k). This has caused financial impact on the Council’s bottom line. These programs had previously contributed to overheads such as cleaning, electricity, support services and general expenses such as office supplies. Due to changes to structure, these costs are now covered in different parts of Council. For example, cleaning is now covered under buildings and facilities.
[CEO Note: The above item will be further reviewed with the Executive Team, and if changes can be accommodated through recovery of overheads, they will be resubmitted to Council in the next review].
OPERATING EXPENSES – Net Increase of $1.5M
The total operating expenses at this review equalled a total net increase of $1.5M. Factors contributing to the increase in costs are detailed as follows:
● Increased security requirements at the Airport due to increased level of activity $500K
● Additional funding allocation (grant funded) for flood study and mitigation, $100K
● $60K funding for the development of project management manual instigated by Infrastructure Services
● An additional amount of $104K for waste contractor. This amount is based on current contract rates
● Increase in plant charges for waste of $100K. This is based on 12/13 actual charges
● After the completion of thorough property inspections (which were not completed in time to go into the original budget) a lot of work was identified on Council properties. Large majority of this work is considered to be necessary as it involves issues around safety. For example replacement of steps, major leak in a bathroom which will require wall panelling to be removed, leak fixed and panelling replaced, replacement of guttering and replacement of worn out carpet which could be a trip hazard. Total additional funding required $75K
● Additional costs required for the Quarry based on current activities of $597K
● Halls and sport facilities related costs increased by $33K. More detailed procedure implemented for cleaning and maintenance process.
● Property and legal was not specifically allocated a budget in 2013/14. At this budget review, total amount of $92K is now allocated to cover professional fees, administration related costs. Ex Corporate, Administration and Office of CEO budgets are redirected to fund these costs
● Increase in insurance costs $40K
● Reduction in professional fees of $150K allocated under Quarry, full amount no longer required
OPERATING RESERVES – Net Increase $26K
This increase relates to a funded program within the Department of Social Services, where the program grant is reduced and the funding therefore drawn from a reserve account.
CAPITAL REVENUE – Net Increase $94K
● The decrease is relating to the net result of removing Miscamble St Drainage funding and the addition of Simpson Crossing works, net $53K
● Funding to be received for the Amby flood monitoring of $41K
CAPITAL EXPENDITURE – Net Increase $858K
Explanation to capital revisions is outlined below.
● Due to a carry-over adjustment from the 12/13 financial year, only $67,000 of the allocated $125,000 could be transferred to the gas main projects for the 13/14 year. To offset this shortfall, and to apply the new installation rate (adjusted to cater for changed installation methods and requirements) for the remaining 3 gas main projects, a transfer of $150,000 is required. This is to be taken from the gas reserve that was specially allocated for this type of requirement
● Funding application for Miscamble St Drainage project was unsuccessful and therefore an amount of $400K had to be taken off the capital list
● Addition of capital works at Simpson crossing of $403,200. Council resolution GM/06.2013/43
● Works to be done on various facilities where final quotes or actual completed costs were over and above budgets amounted to $111K
o Maranoa Kindy flood coverings $25K – quotes received
o Roma main office guttering $3K – project complete
o Mitchell hall roof $60K – quotes received
o Info centre Injune $3K – project complete
o Calico cottage toilet $20K – project complex than expected
● Council received funding of $120,000 in 2010 from the Department of Community Services to construct and fit-out a shed for the Mitchell SES. The shed was constructed at the Mitchell Showgrounds and was completed at Christmas time 2011. Fit-out is to happen in the 2013/14 financial year and the Department of Community Services have required the majority of the project be completed for an official opening on 9 November during SES Week. While the project was included in the work plan, funds were not included in the 2013/14 Capital Works Budget. Quotes were sought from local builders and only one quote was received from Six Mile Builders for $112,920. Six Mile Builders have commenced on-site on 17 October 2013. The majority of internal fit-out work will be completed by the official opening, and the builders will return after the opening to complete the remainder. Six Mile Builders are completing the internal fit-out. Other works to be completed on-site by others include management of stormwater (currently runs on ground next to shed), realignment of part of the boundary fence to allow vehicles to drive through the shed and relocation of telecommunication tower and equipment. Costs to complete this project are estimated to be in the vicinity of $150K
● $15K is added to fund Roma CBD speed limit reduction works
● Works for the Amby flood monitoring Station of $69K is added to capital works list, $41.4K grant funded
● Funding sought to the amount of $380K to complete projects not identified as carry over. Projects are:
o Roma Pool Stormwater $30K
o Arthur St Toilet $150K
o Gallas Park Toilet $30K
o Surat Oval Grandstand Refurbishment $50K
o Upgrade to Apex Park $120K
CAPITAL RESERVES – Net Increase $150K
Transfer from gas reserves to cover additional costs required for carry over projects
LOAN BORROWINGS – NIL change
Consultation (internal/external):
CEO, Directors and Managers
Risk Assessment (Legal, Financial, Political etc.):
Regular reporting to the Council is necessary to inform business decisions.
Management reports to the Council on the outcome of the First Quarter Budget Review also ensure appropriate approvals are in place.
Policy Implications:
The attached Revised Budget Statements reflect the financial implications of the commentary above.
Financial Resource Implications:
The budget presented is a surplus of $863K.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.2.1(a) To instil confidence to Council and other stakeholders in their decision making by developing and implementing financial procedures, processes and methodologies in an environment that promotes integrity and accountability.
Supporting Documentation:
Nil.
Report authorised by:
Officer Report
Meeting: General 23 October 2013 |
Date: 14 October 2013 |
Item Number: L.2 |
File Number: D13/48732 |
Subject Heading: Pest Management Plan
Classification: Open Access
Name of Applicant: Maranoa Regional Council
Location: Maranoa
Author & Officer’s Title: Sandra Crosby, Manager - Environmental Health, Compliance & Waste
Executive Summary: Council has recently received notification from the Hon. John McVeigh Minister for Agriculture, Fisheries and Forestry that Council can now adopt the Maranoa Regional Pest Management Plan by resolution in accordance with the Land protection (Pest and Stock Route Management) Act 2002.
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That Council adopt the Maranoa Regional Pest Management Plan as attached.
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Body of Report:
At the general meeting of Council, held on 25 July 2012, the draft Maranoa Regional Pest Management Plan was approved for submission to the Minister of Agriculture Fisheries and Forestry.
Council has recently had notification from the Hon John McVeigh MP, Minister for Agriculture, Fisheries and Forestry that Council can, by resolution, adopt the Plan in accordance with the Act.
The Department has provided some suggestions that may be added when the Plan is next reviewed. Such suggestions will be implemented into the Plan prior to a review by the Regional Pest Management group meeting to be held prior to end of December 2013.
Consultation (internal/external):
Department Agriculture Fisheries and Forestry
Queensland Murray Darling Committee
Maranoa Balonne Catchment Committee
Regional Pest Management Group
Risk Assessment (Legal, Financial, Political etc.):
Council has a legal liability in accordance with the Land Protection (Pest and Stock Route Management) Act 2002 to have an approved and adopted pest management plan for land under its jurisdiction. Should Council not have a plan, has a potential for political implications and Local Government non conformance.
Policy Implications:
Council is required by State legislation to develop a Pest Management Plan
Financial Resource Implications:
Identified in the operational budget for Rural Services, within the Environmental Health budget.
Link to Corporate Plan:
Corporate Plan 2009-2013 —
8.3.4(a) To administer Council’s regulatory function in relation to our natural
environment in the interests of protection
and responsible management that enhances the rural industry.
Supporting Documentation:
1View |
Officers Report - Draft Pest Management Plan |
D12/19490 |
2View |
Drat Pest Management Plan |
D12/21741 |
Report authorised by:
Robert Hayward, Director- Development, Facilities & Environmental Services
Officers Report - Draft Pest Management Plan |
Officer Report
Meeting: General 25 July 2012 |
Date: 2 July 2012 |
Item Number: 15.1 |
File Number: D12/19490 |
Subject Heading: Draft Pest Management Plan
Classification: Open Access
Name of Applicant: Kay Crosby
Location: Roma
Author & Officer’s Title: Sandra Crosby, Manager Environmental Health
Executive Summary: Maranoa Regional Council is required to submit a Pest Management Plan for approval by the Minister. A draft Pest Management Plan has been completed after considerable consultation with keystakeholders, and is now submitted to Council for adoption prior to being furnished to the Minister Department Agruculture Fisheries and Forestry, the Hon. John McVeigh MP.
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Officer’s Recommendation: That Council approve the draft Maranoa Regional Council Pest Management Plan to be submitted to the Minister of Agriculture Fisheries and Forestry.
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The attached draft pest management plan has been developed in consultation with key stakeholders.
Council is obligated in accordance with the Land Protection (Pest and Stock Route Management) Act 2002 to undertake consultation with identified key stakeholders and develop a Pest Management Plan.
The attached Plan has had two years of consultation and development, with it recently being presented to the Regional Pest Management group for comment. The draft plan was initially collated with the five shire plans of Bendemere, Booringa, Bungil, Roma and Warroo.
There is an annual working plan to be implemented by Council’s Local Law officers in partnership with landowners and or managers. Currently, there is no species mapping integrated into this plan, as in the past three years all mapping information that had been collated had not been updated. As such, the Plan will provide a link to the Department of Agriculture Fisheries and Forestry website. Council officers meet with Departmental GIS officers for annual information updates.
This Plan is to be reviewed each annum, which may become a project for the Regional Pest Management group. It is expected that the Plan will be uploaded onto Council’s website for ease of access by clients.
Consultation (internal/external):
Department Agriculture Fisheries and Forestry – Roma Biosecurity Officer
Queensland Murray Darling Committee
Maranoa Balonne Catchment Committee
Regional Pest Management Group
Santos, Origin, South West NRM (Charleville)
Risk Assessment (Legal, Financial, Political etc.):
Council has a legal liability in accordance with the Land Protection (Pest and Stock Route Management) Act 2002.
Should Council not develop a Plan, there is a risk of political implications and non conformance issues
Policy Implications:
State policy is Council must develop a Pest Management Plan – there would be policy implications should this Plan not be adopted and implemented
Financial Resource Implications:
nil
Corporate Plan 2009-2013 —
8.3.4(a) To administer Council’s regulatory function in relation to our natural
environment in the interests of protection
and responsible management that enhances the rural industry.
Supporting Documentation:
Nil
Report authorised by:
Drat Pest Management Plan |
1.0 Summary
Maranoa Regional Council Pest Management Plan 2012-2016 has been developed for the benefit of this community. The expertise of many local stakeholders (including local and state government agencies, industry groups, environmental representatives, community groups and individual landholders) has been drawn on in planning for the cooperative management of pests on all land within the shire boundaries.
The key objectives of the plan are to:
· Reduce the economic, environmental and social impacts of pests within the Maranoa Regional Council area.
· Improve the use of resources and expertise available for managing pests within the Council area.
· Prevent the establishment of new pests and minimize the spread of current pests.
· Improve the protection of environmentally significant areas.
This plan has been developed in accordance with the requirements of the Land Protection (Pest and Stock Route Management) Act 2002 and will serve as a guide to all local land managers.
2.0 Mission Statement
Maranoa Regional Council’s vision is: “to implement and administer Council’s regulatory functions in a fair and consistent manner and in the interest of the community as a whole”
To help achieve this Maranoa Regional Council has developed the “Maranoa Regional Council Pest Management Plan 2012 – 2016.
ABBREVIATIONS
MRC |
Maranoa Regional Council
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LLO
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Local Law Officers |
BSQ |
Bio Security Officer with Bio Security Queensland
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DERM |
Department of Environmental Resource Management
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DEEDI |
Department of Employment, Economic Development and Innovation
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QMDC |
Queensland Murray-Darling Committee
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MBCA |
Maranoa Balonne Catchment Management Association
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PWG |
Pest Working Group within Maranoa Regional Council
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SRN |
Stock Route Network
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SWNRM |
South West Natural Resource Management - Charleville |
WONS |
Weeds of National Significance
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Definitions
1080 |
Sodium fluoroacetate poison for vertebrate pests
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Declared Animal |
Animals that are declared pests under the Land Protection (Pest and Stock Route Management) Act 2002. Land managers are responsible for the control of declared animals on their land.
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Pest Animal |
An exotic animal, causing detrimental impacts on the environment, industry or community activities. A pest animal maybe a declared animal. Pest animals are managed for impact reduction, usually through some form of population control.
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Pest info |
State wide weed and pest animal mapping database.
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Problem Animal |
An individual or local population of native animals that sometimes conflict with local or immediate human activities. Native species are generally protected under the Nature Conservation Act 1992 and are managed for conservation goals. Control is undertaken by authorised/accredited personnel or under permit.
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Rapid Response Agreement
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An agreement between neighbouring Local Governments to ensure a framework is in place to rapidly coordinate resources across a region to respond to critical outbreaks of pest animals and or plants, to help prevent infestation of neighbouring regions. Gives stakeholders and authorities increased capacity to deal with critical outbreaks of identified pests.
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Table of Contents
1.0 Introduction
1.1 Background
1.1.1 Responsibilities
1.1.2 Current Resources
1.2 Purpose
1.3 Objectives
1.4 Scope
Table One – Principles of pest management
Plans – integrated
§ National
§ State
§ Regional and Catchment
§ Local Government
§ Property
1.5 Stakeholder Input
1.6 Consultation Process
1.7 Review Process
2.0 Desired Outcomes, Strategic Actions and Success Indicators
2.1 Desired Outcome One: Stakeholders are informed, knowledgeable, and are committed of pest weed and pest animal management
2.2 Desired Outcome Two: All stakeholders are committed too and undertake coordinated management of pest weeds and pest animals
2.3 Desired Outcome Three: Reliable information is available as a basis for decision making
2.4 Desired Outcome Four: Strategic directions are established, maintained, and owned by all stakeholders
2.5 Desired Outcome Five: Introduction, spread, and establishment of pest weeds and pest animals is prevented
2.6 Desired Outcome Six: Integrated systems for managing the impacts of established weeds and pest animals are developed and widely implemented
3.0 Priority Pest Species
3.1 Classification
3.1.1 State
3.2 Plants
Level of impact/threat
Distribution and density
Achievability or management objectives
Priority
3.2.1 Priority of Pest Plants – Management objective and control method
Parthenium
Harrisia Cactus
Rope Pear
African Boxthorn
Green Cestrum
Cats Claw Vine
Mesquite
Lantana
Salvinia
Parkinsonia
Prickly Acacia
Giants Rat’s Tail Grass
Water Lettuce
Rubber Vine
Water Hyacinth
Honey Locust
Chilean Needle Grass
Fire Weed
Mother of Millions
3.3 Pest Animals
3.31 High Priority Pest Animals
Locust
Mice
Rabbit
Dingo/Wild Dog
Wild Horse
4.0 High Priority Pests Annual Work Plans
Operational Action
Who is responsible
When action is to be taken
Success Indicator
4.1 Very High Priority Plants
A – prevention of introduction
B – Eradication
C – Containment
4.2 high priority Animals
B – Early detection and eradication
C- Containment
D – Broadscale management
5.0 Implementation
6.0 Conclusion
Tables
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Table One |
Principles of Pest Management |
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Table Two |
Documents significant to the Maranoa Regional Council Pest Management Plan 2010 - 2014 |
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Appendix
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Appendix One |
Pest Plants and Animals within Maranoa Regional Council |
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Appendix Two |
Map of identified weeds within Maranoa Regional Council
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Not completed |
Appendix Three |
Map of wild dog scalps presented for payment under Council’s bonus payment scheme map available from Maranoa Regional Council ). |
Not completed |
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Drat Pest Management Plan |
1.0 Introduction
The Land Protection (Pest and Stock Route Management Act) 2002 requires local government to develop, adopt and implement local area pest management plans as part of an integrated planning framework for managing pest plants and animals across Queensland.
Maranoa Regional Council’s Pest Management Plan 2012 – 2016 has been developed through the review of past Council Pest Plans and in conjunction with a local community working group. It integrates with the Maranoa Community Plan, Council’s Corporate and Operational Plans, State management strategies for pest animals and weeds, State guidelines, plans and other relevant environmental legislation.
1.1 Background
Maranoa Regional Council covers an area of 58,830sq km that is home for approximately 13,000 people. The region maintains a proud and productive rural industry which in more recent years has been complimented with industrial expansion in the energy and gas sectors. The main agricultural industries within this region include beef cattle, sheep/wool, grain crops, cypress pine and wild game harvesting hat will be affected should control mechanisms not be implemented for pest plants and or animals.
Pest animals and plants are reported by the Department of Natural Resources & Mines (2004) as costing Queensland over $600 million annually in lost production and control costs. Effective pest management helps protect the urban and agricultural industries upon which the Maranoa Regional Council area relies, as well as, protect the environment and human health.
Pest animals have the potential to alter ecosystems, reduce primary industry productivity and profitability, seriously limit the long-term viability of natural and agricultural landscapes and can impact on human and animal health. A holistic approach must be adopted to achieve a harmonious balance.
Some economic and environmental impacts recorded for pest animals include:
· Direct predation
· Spread of disease
· Degradation of native habitat
· Destruction or damage to crops, pasture and livestock
· Compete for habitat, shelter and food resources with both domestic and native animal
· Social impact -reduction of economy – less people, less children, less services, reduction of finances
Pest plants compete with pasture species to reduce available grazing, plants may be toxic to stock (such as Mother-of-Millions), compete with crops for space, water and nutrients and in the case of aquatic pest plants can affect water quality and biodiversity within streams and wetlands. Pest plants also degrade natural vegetation and impact on biodiversity. Social impacts include effects on human health, recreation, safety and aesthetics.
1.1.1 Responsibility
Declaration under the Land Protection (Pest and Stock Route Management) Act 2002 imposes a legal responsibility for control of declared pest animals and plants by all landowners on land under their management. A full list of declared plants and animals can be found on the Queensland Department of Environmental Resource Management website: www.derm.qld.gov.au
This Pest Management Plan has been developed to identify strategies and actions the Maranoa Regional Council intends to implement to manage pest plants and animals on lands under it’s jurisdiction to fulfil it’s obligations in accordance with the Act.
Individual landholders have the responsibility of stopping the spread of weeds on their land, minimising the introduction of new pests, monitoring pest species and their distribution, and observing hygiene measures and regulations. Under Section 77(1) of the Act a landowner must also take reasonable steps to keep their land free of class 1 and class 2 pests where “their land” includes;
· unfenced land comprising part of a road or stock route that adjoins or is within the owner’s land
· other land that is fenced in with the owner’s land
· the bed, banks and water of a watercourse on the owner’s land, unless the owner holds a declared pest permit
· the bed, banks and water to the centre-line of a watercourse forming a boundary, or part of a boundary, of the owner’s land.
The Department of Environment Resource Management and local government provide practical skill and technical information to assist.
Local Governments and other issuing entities may give an owner written notice (a “pest control notice”) if a landowner does not comply with their obligations under the Act. This notice would include a reasonable action the owner must take against the pest within a stated reasonable period. A penalty could apply if such action stated in the ‘notice’ isn’t undertaken.
1.1.2 Current Resources
Maranoa Regional Council employs six full time Officers, who are authorised to:
· Control pests on land under its control; and
· Administer and enforce the Land Protection (Pest and Stock Route Management) Act 2002, by monitoring pest infestations within the Shire.
These Officers' spend about 60% of their time on pest plant and animal management and about 30% on stock route management and 10% on urban animal control.
In previous years, local governments of the area have provided financial assistance for trails on parthenium biological control mechanisms, which has ceased at this time. However Council remains committed to working in collaboration with neighbouring Local governments and Catchment Management groups in the provision of educational material, additional spray units to landholders/managers for control of pest plants.
Maranoa Regional Council provides through the community benefit fund program, financial assistance to Wild Dog Control Groups within the Region for the implementation of coordinated management processes in their area. Such assistance is used for aeroplane hire and meat purchase in regional integrated baiting campaigns only.
A wild dog advisory group has been formed within the Region to provide leadership, and drive effective, efficient programs/actions that will integrate with neighbouring local governments. The aim of the group will be to:
· Develop new initiatives and strategies
· Set direction for Council wild dog programs and expenditure
· Work with other land owners and representatives from across the region
· Identify and target problem areas
· Educate and inform
· Achieve key outcomes for your community
1.2 Purpose
The purpose of the Maranoa Regional Council Pest Management Plan 2010 – 2014 is to identify pest animal and plants that impact and threaten now and into the future of this region. Through planning to achieve an integrated partnership approach with this regions community, it is anticipated that resources and actions will be identified to meet goals of pest management principles. (Table One)
An annual action plan is incorporated and includes, program objectives, operational actions, current status of a pest, success measures and indicators, plus resources able to be allocated to the strategic management of each high priority pest identified in this Plan.
1.3 Objectives
The key objectives of this plan is to:
· Reduce the economic, environmental and social impacts of priority pests within the Maranoa Regional Council area.
· Partner with landholders and land managers to achieve cohesive control practices.
· Improve the use of resources and expertise available for managing pests within the Council.
· Prevent the establishment of new pests and minimize the spread of current pests.
· Improve the protection of environmentally significant areas.
1.4 Scope
The Maranoa Regional Council Pest Management Plan 2012 - 2016 covers the entire land mass within the Maranoa Regional Council, including land owned or controlled by individuals, industry and or the state.
Species targeted within this Plan are listed in Section 3.0. The local distribution outlined in this section only relates to land within the Shire managed by Council and does not include freehold or leasehold land, national parks, state forests and other land managed by the state.
Table One
Principles of Pest Management
Principle |
Description |
Integration |
Pest management is an integral part of managing natural resources, biodiversity and agricultural systems. |
Public Awareness |
Public awareness and knowledge of pests must be raised to increase the capacity and willingness of individuals to manage pests. |
Commitment |
Effective pest management requires a long-term commitment by the community, industry groups and government entities. |
Consultation and partnership |
Consultation and partnership arrangements between local communities, industry groups, State government agencies and local governments must be established to achieve a collaborative approach for pest management. |
Planning |
Pest management planning must be consistent at local, regional, state and national levels to ensure target priorities for pest management are identified at each level. Mapping, Budgeting, Personnel, Timeframe - must form segments of the planning phase. |
Prevention |
Preventative pest management is achieved by: 1. Preventing the spread of pests and viable parts of pests, especially by human activity; and, 2. Early detection and intervention to control pests. |
Best Practice |
Pest management must be based on ecologically and socially responsible pest management practices that protect the environment and the productive capacity of natural resources. |
Improvement |
Research about pest, and regular monitoring and evaluation of pest control activities, is necessary to improve pest management practices. |
The relationship between these principles, desired outcomes and strategic actions are outlined in Section 2.0.
Drat Pest Management Plan |
A number of other regional, state and national plans, strategies and policies have been developed to address pest management and related issues on a larger scale. The Maranoa Regional Council Pest Management Plan 2012 – 2016 was developed and will operate within these frameworks to achieve a collaborative approach to pest management. Documents that are significant to this Plan are listed in Table Two.
Scale |
Natural Resource Management |
Pest Management |
Pest Species |
National |
· National Action Plan for Salinity and Water Quality · National Strategy for the Conservation of Australia’s Biodiversity · National Guidelines and Principles for Rangeland Management · Environment Protection and Biodiversity Conservation Act
|
· National Weeds Strategy · Managing Vertebrate Pests – Principles and Strategies · Model Code of Practice for the Welfare of Animals – Feral Livestock Animals Destruction or Capture, Handling and Marketing |
· Strategies for Weeds of National Significance (particularly Parthenium and Parkinsonia) · National Pest Animal SpeciesThreat Abatement Plans · National Management Strategy for Carp Control 2010 - 2014 · Australian Plague Locust Commission Strategic Plan
|
State |
· Queensland Biodiversity, Conservation and Natural Resource Management Statement. · Nature Conservation Act 1992 · Water Act 2001 · Environmental Protection Act 1994 (eg. control of Dingoes) · Transport Infrastructure Act 1994 · Land Title Act 1994 · Vegetation Management Act 1999 · Animal Care and Protection Act 2001 · Queensland Heritage Act 1992 (eg. managing pests in areas of cultural heritage) · Soil Conservation Act 1986 (eg. using non-invasive species to minimise soil loss) · Agricultural and Veterinary Chemicals (Queensland) Act 1994 (eg. using pesticides appropriately) |
· Queensland Weeds Strategy · Queensland Pest Animal Strategy · Control of Exotic Pest Fishes Strategy
|
· Queensland Locust Management Strategy · Queensland Mouse Management Strategy · Queensland Parthenium Strategy · Queensland Wild Dog Management Strategy · Queensland Rabbit Management Strategy |
Table Two con’t…..
Scale
|
Natural Resource Management |
Pest Management |
Pest Species |
Regional and Catchment |
· Regional Natural Resource Management Plan (Queensland Murray-Darling) · Maranoa Balonne Catchment Association Plan
|
· APEC Parthenium Strategy for Southern Queensland. ·
|
· African Boxthorn · African Lovegrass · Blue Heliotrope · European carp · Feral cats · Feral Goats · Foxes · Giant Rat’s Tail Grass · Harrisia Cactus · Lippia · Macropods · Mesquite · Mother of Millions · Noogoora burr · Parthenium weed · Pigs · Prickly Pear · Rabbits · Thickening native plant species · Water Lettuce · Wild Dogs · Prickly acacia/Parkinsonia/Rubber vine
|
Scale
|
Natural Resource Management |
Pest Management |
Pest Species |
Local Government |
· Community Plan 2010-2020 · Maranoa Regional Council Stock Route Management Plan · Maranoa Regional Council Corporate Plan. – 2009-2012 · Maranoa Regional Council Operational Plan 2009-2010 · Council of the Shire of Bendemere, Booringa Bungil, Roma and Warroo Planning Schemes
|
· Maranoa Regional Council Pest Management Plan
|
· Parthenium · Wild Dogs/Dingoes
|
Property |
· Sub-catchment plans · Individual Property Plans · Environmental Management Systems (EMS’s) · QPWS Park Plans · |
· Ergon Energy · Telstra · Main Roads · Mining Company’s Environmental Management Plans · |
|
Drat Pest Management Plan |
1.5 Stakeholder Input
All previous plans developed by five Councils now amalgamated into the Maranoa Regional Council area were reviewed and combined to produce an initial draft.
Maranoa Regional Council then established a working group to advise Council on the content of the revised Pest Management Plan in order to develop a collaborative approach to pest management. Stakeholders involved and their responsibilities in this process are outlined in the table below.
Stakeholders |
Representative |
Responsibility |
Industry Organisations
|
Agforce |
· Alignment of Maranoa Regional Council Pest Management Plan with agreed industry strategies, policies and guidelines.
|
Community
|
|
· Provide local knowledge. · Encourage community adoption of the Plan.
|
Aboriginal Groups
|
Bidjara Manindangie Iman |
· Alignment of Maranoa Regional Council Pest Management Plan with State management strategies, policies and guidelines.
|
DEEDI - Bio Security Queensland |
Mr Graham Hardwick Senior Officer
|
· Alignment of Maranoa Regional Council Pest Management Plan with State management strategies, policies and guidelines. · Provide local knowledge.
|
Environmental Protection Agency
|
Bernice Sigley Gareth Graham Peter Harrison |
· Alignment of Maranoa Regional Council Pest Management Plan with State management strategies, policies and guidelines. · Provide Local Knowledge.
|
Landcare / Catchment Groups
|
Landcare Coordinator /Mitchell and District Landcare South West Natural Resource Management Group, Charleville Maranoa Balonne Catchment Management Group, Roma
|
· Alignment of Maranoa Regional Council Pest Management Plan with regional natural resource management plan objectives and outcomes.
|
Maranoa Regional Council |
Bill Burke Ivan Gillies Greg Richardson Ray Thrupp Rhonda Abberton Doug Gillett Kay Crosby |
· Provide Local Knowledge. · Identify Maranoa Regional Council direction and available resources. |
Maranoa Regional Council
|
Cr. Jeff Watson Cr. Jan Chambers Cr. Tom Hartley Cr. Rob Loughnan |
· Provide Local Knowledge. · Identify Maranoa Regional Council direction and available resources. |
Adjoining Local Government |
Balonne Western Downs Central Highlands
|
· Integrate and align adjoining Local Government Pest Management Plans |
In addition to people involved on the working group many other key organisations and the Maranoa Regional Council community have been invited to comment on the draft during the consultation process outlined in Section 1.7. The key organisations include:
Agricultural Industry:
· Agforce
Service Industry:
· Ergon
· Queensland Rail
· Telstra
· Santos
· Origin
· QGC
Traditional Owner Groups:
Bidjarrara
Manindangie
Iman
Government Departments:
· Environmental Protection Agency (Queensland Parks &Wildlife Service)
· Department of Employment, Economic Development and Innovation
· Department of Local Government and Planning
· Local Government Association of Queensland
· Department of Main Roads
· Queensland Railway
Neighbouring Shires:
· Murweh Shire Council
· Paroo Shire Council
· Balonne Shire Council
· Banana Regional Council
· Western Downs Regional Council
· Central Highlands Regional council
Natural Resource Management Groups:
· Mitchell and District Landcare Group
· Maranoa Regional Council Catchment Management Association
· Queensland Murray Darling Committee
· Central Highlands
The Maranoa Regional Council community were invited to comment on the Draft Plan from August – November 2010.
Notice of the plan was published in the Western Star Newspaper, Maranoa Mail and t Maranoa Regional Council web site.
Copies of the Draft Plan were sent to each of the Stakeholders listed in Section 1.7, inviting them directly to comment on the Plan.
1.7 Review Process
A major review of the Maranoa Regional Council’s Pest
Management Plan will be undertaken every four years, with
necessary minor updates being made on an annual basis
to reflect changes in resources, pest threats, legislation and/or policy.
2.0 Desired Outcomes, Strategic Actions and Success Indicators
The Maranoa Regional Council Pests Management Plan will only achieve success through cooperative working relationship, processes and actions as nominated. Individual stakeholders on their own cannot achieve stipulated goals for this region.
· Stakeholders are informed, knowledgeable, and have ownership of weed and pest animal management.
· All stakeholders need to be committed too, and undertake coordinated management of weeds and pest animals.
· Reliable information to be sourced and made available as a basis for decision making process.
· Strategic directions are established, maintained, and owned by all stakeholders.
· The introduction, establishment, and spread of weeds and pest animals are prevented and/or minimised.
· Integrated systems for managing the impacts of established weeds and pest animals are developed and widely implemented.
Each desired outcome and associated strategic objectives, actions and success criteria are outlined in Sections 2.1 to 2.6.
Drat Pest Management Plan |
2.1 Desired Outcome One:
Stakeholders are informed, knowledgeable and are committed to pest weed and animal management
|
State Principle:
· Public Awareness
Issue |
Strategic Objective |
Strategic Actions
|
Who |
When |
Success Indicators |
Awareness |
To increase community, industry, agribusiness and government awareness of pests and their impacts. |
Build partnerships with local Landcare and tourist groups to produce interpretative material which lists weeds identified within this Plan, their impact, a description and photo (using the “Pest Fact” information provided by the Department of Employment Economic Development and Innovation ) and provide this information to: · All Rate payers · Owners / Drovers of cattle travelling or agisting within the region · Tourists through accommodation businesses and information centres · Sub-catchment planning groups · Game Harvesters · Service Industries (Telstra, Ergon) · Oil & Gas Companies Transport BusinessesAnd within this same information package ask these stakeholders to notify Council of any pest sightings.
|
MRC |
2010-2014 |
No. of information booklets or posters produced and distributed within each of the community groups identified.
75% of landholders have the ability to identify the priority pests within the Shire (short survey filled out by cropping, industry, sub-catchment, Landcare groups).
|
Desired Outcome One con’t…
Issue |
Strategic Objective |
Strategic Actions
|
Who |
When |
Success Indicators |
Awareness con’t… |
con’t… To increase community, industry, agribusiness and government awareness of pests and their impacts |
Build partnerships with other organizations (including neighbouring Councils, industry and tourist bodies) to source funding and provide signage as required in strategic areas along stock routes and roadways encouraging users to be aware of priority pest plants, how they are spread and the impacts they can have on the local community.
|
MRC (LLO) |
2010 |
No. of locations identified and no. of pest awareness signs erected.
No. of tourists (20%), and service industries (80%) aware of priority pests within the Shire – (short survey and evaluation process developed to determine this).
|
Participate in regional pest management meetings
|
MRC (LLO) |
On-going |
At least two regional meetings attended per year.
Maranoa Regional Council pest management priorities reflected in Regional plans and activities.
|
||
Promote good local pest management activities undertaken by Maranoa Regional Council. |
MRC (LLO) |
On-going |
No. of articles published in local and regional newspapers.
|
||
Build partnerships with local landcare and tourist organizations to organise pest plant and animal awareness raising activities at local events (for example, local shows, field days, Agforce / grower meetings and popular tourist sites).
|
MRC (LLO) |
On-going |
No. of events at which pest plant and animal resource material is displayed. |
Desired Outcome One Con’t…
Issue |
Strategic Objective |
Strategic Actions
|
Who |
When |
Success Indicators |
Education and Training |
To enhance local government officer’s knowledge of pest impacts and their capacity and skills in pest management.
|
Maranoa Regional Council’s LLO’s and where needed Supervisors and Information Technological Officers attend: · Nationally accredited competency-based training in weed and vertebrate pest management. · Workplace health and safety training · Accredited vehicle wash down training · Queensland Department of Health approved training in the use of sodium fluoroacetate (1080) · Agsafe training courses such as ‘Principles of pest management’ and ‘Chemical handling, storage, and transport’ · Compliance training · GPS and MapInfo training · General Computer training · Relevant pest management conferences and workshops |
MRC (LLO)
|
On-going
|
No. of courses and conferences attended.
Number of current pest management competency standards held by the LLO.
|
Availability of Information |
To make readily available to all stakeholders data on the distribution, abundance and current management status of pests. |
On the Maranoa Regional Council web site provide: · the Maranoa Regional Council Pest Management Plan · links to DEEDI web site (includes current state wide knowledge of the distribution of pests)
|
MRC (LLO) |
2010 |
Maranoa Regional Council Pest Management Plan and links to DEEDI website able to be accessed on the Maranoa Regional Council web site. |
Digitally record and continually update all known locations of priority pests identified in this Plan within the Shire using Map info and periodically provide this information to BSQ. Link the Maranoa Regional Council website to the BSQ website, pest information and maps. |
MRC (LLO) & IT
|
On-going |
BSQ maps showing the distribution of pests that include update data from the Maranoa Regional Council.
|
Desired Outcome Two:
All Stakeholders are committed to and undertake coordinated management of pest weeds and animals
|
State Principles:
· Commitment
· Consultation and Partnership
Issue |
Strategic Objective
|
Strategic Actions |
Who |
When |
Success Indicators |
Long term commitment |
Establish long term commitment with stakeholders in pest plant and animal management.
|
Establish partnerships with key stakeholders to undertake strategic actions identified within this Plan. |
MRC (LLO) |
2010 |
No. of partnerships established. |
Maintain a working group of key stakeholders to review Maranoa Regional Council’s Pest Management Plan. |
MRC (LLO) |
On-going |
Working group established and meets once per year. |
||
Continue co-ordinated pest management programs across Local Government boundaries to reduce and or eliminate identified species where possible
|
All LG’s QPWS DEEDI |
On-going |
No. of co-ordinated pest management programs undertaken per annum |
||
Continue to support the Queensland Parks & Wildlife Service in coordinated control of pest animals and or plants within national parks and state forests located in this region. |
MRC (LLO) |
On-going |
A-line coordinated pest animal/plant mitigation programs for state and privately owned land to ensure infestation can not move across the landscape. |
||
Compliance and Enforcement |
Enforce compliance with relevant Acts dealing with the management of pest plants and animals. |
Maintain a register of notices issued to land managers and other enforcement activities. |
MRC (LLO) |
On-going |
No. of compliance notices issued.
Percentage of compliance with first and second notices issued. |
Desired Outcome Three:
Reliable information is available as a basis for decision-making
|
State Principles:
· Improvement
Issue |
Strategic Objective
|
Strategic Actions |
Who |
When |
Success Indicators |
Data collection and assessment |
To collect, use, and make available to all stakeholders data relevant to weed and pest animal management.
|
Map high priority pest plants and animals and contribute this information to the BSQ Pestinfo data base.
|
MRC (LLO) & IT |
On-going |
Amount of information from Maranoa Regional Council included on PestInfo |
Develop and use monitoring guidelines and field evaluation record sheets. Continually monitor and evaluate the effectiveness of control activities (eg. result of spraying “x” priority pest plant). |
BSQ
MRC (LLO) |
2010
On-going |
Percentage of pest control activities for which monitoring and evaluation data is recorded. |
||
Pest biology and pest impacts |
To further the understanding of the biology, ecology and impacts of pest animals and plants.
|
Consider pest behaviour (biology and ecology), pest impacts (economic, social, and environmental), and pest control costs in the local declaration and prioritization of pest species |
|
On-going |
Percentage of priority pests determined with reference to available information on behavior, impacts, and control costs |
Support, and/or in partnership with, neighbouring Shires, regional groups and state government develop projects to determine the ecology (where required) and local and regional impact of high priority pest animals and plants. |
|
2010 |
No. of projects developed, implemented and their outcomes. |
||
Community attitudes |
To further the understanding of community attitudes to weed and pest animal management |
Where possible, support regional organizations and state government departments to gather information on community awareness and attitudes about pest animals and plants. |
MRC (LLO) |
On-going |
No. of requests made by regional organizations and state departments to Council and no. of requests fulfilled. |
2.4 Desired Outcome Four:
Strategic directions are established, maintained and owned by all stakeholders
|
State Principles:
· Planning
· Integration
Issue
|
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Planning |
To create a planning framework for pest plant and animal management
|
Ensure that the Maranoa Regional Council Pest Management Plan is consistent with regional and state pest strategies and plans |
PWG? |
On-going |
No inconsistencies between plans |
Strategy management and coordination |
To implement, evaluate, and review integrated weed and pest animal strategies |
Review the annual action plan three months before the end of each financial year |
PWG? |
Yearly |
Percentage of annual action programs given timely review |
Complete each new Maranoa Regional Council Pest Management Plan three months before the expiry of its predecessor
|
PWG? |
Every 4 years |
Completion of new Pest Management Plan prior to expiry of predecessor |
||
Implement actions of priority pest plant and animal actions identified within the Maranoa Regional Council Pest Management Plan.
|
MRC (LLO), BSQ & IT |
On-going |
Percentage of actions implemented. |
||
Participate in the development of regional pest plant and animal management plans, workshops and actions, as appropriate and where funding / resources permits (ie. for across shire or similar issues). |
MRC (LLO) |
On-going |
No. of pest management activities being addressed regionally by local governments. No. of regional activities Maranoa Regional Council is involved in.
|
Desired Outcome Four con’t…
Issue
|
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Resources |
To efficiently and adequately resource weed and pest animal management |
Commit to adequately resourcing the Maranoa Regional Council Pest Management Strategy focusing on high priority pests. |
MRC (LLO) |
On-going |
Percentage of this Plan adequately resourced and implemented. Percentage of resources allocated according to pest priorities.
|
In partnership with other local governments within the region initiate a review of local government precepts payable for the Barrier Fence. Continue to submit the local government precept to the Minister of Natural Resources for the Barrier Fence. Continue to submit the precept fees for research purpose.
|
MRC (LLO) |
2010 |
Precepts reviewed. Precepts paid. |
||
Seek funding and other resources wherever possible to implement actions within the Maranoa Regional Council Pest Management Plan. |
MRC (LLO) |
On-going |
Resources (actual dollars and in-kind) obtained from non-local government sources.
|
||
Establish fair and equitable rates and charge fees to private landowners for pest management services undertaken by Maranoa Regional Council.
|
MRC (LLO) |
2010 reviewed annually |
Value of income derived from service provision versus expenses of work undertaken.
|
||
Determine fees for undertaking pest control actions on private property by delegated officers of Council |
MRC (LLO) |
2010 |
Cost recovery.
|
Desired Outcome Four con’t…
Issue
|
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Holistic Management |
To integrate pest management planning with other government, property, community and industry planning
|
Include pest management actions in other Maranoa Regional Council planning documents and new development applications (including preventing weed, seed spread, eradicating high priority weeds on new development sites, planting non-invasive species). |
MRC (LLO) |
On-going |
No. of pest management actions included in other Maranoa Regional Council planning documents and new development applications. |
|
|
Encourage regional natural resource management groups to incorporate pest management as an integral component of all property land management-planning processes (eg. sub-catchment planning, property planning, environmental management systems etc).
|
MRC (LLO) QMDC |
On-going |
Record of support provided by Maranoa Regional Council. |
|
|
Have all Mining, Service and other relevant companies and their contractors adopt the shire’s weed management plans as part of current recommended practices.
|
MRC (LLO) |
On-going |
Record of support provided by Maranoa Regional Council. |
|
|
Ask Mining and Service companies to submit their environmental management plans to Council for review, compliance and comment.
|
MRC |
Annual |
No. of plans supplied to Council that meet the requirements of this regions plan |
2.5 Desired Outcome Five:
Introduction, spread and establishment of weeds and pest animals is prevented
|
State Principles:
· Prevention
Issue |
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Prevention |
Prevent the introduction of new pest plants and animals |
Adopt weed prevention protocols and promote the use of these protocols to other stakeholders. |
MRC (LLO) |
2010 |
Percentage of key stakeholders using weed prevention protocols |
In consultation with neighbouring local governments, weed management groups, BSQ and industry, review existing weed hygiene declarations as appropriate and include these declarations as a requirement of the permit application for travelling and agistment stock.
|
MRC (LLO) |
2010 |
A weed hygiene declaration is obtained for all stock agisted or travelling the stock route. No. of forms provided to Council |
||
Promote weed hygiene declarations for movement of harvesting, construction, and other industry related equipment, as well as, the movement of fodder, soil and turf.
|
MRC (LLO)
|
On-going |
Industry identified as high percentage of key stakeholders - using weed hygiene declarations.
|
||
Develop a standard code of practice to minimise weed seed spread associated with any civil construction work undertaken by Maranoa Regional Council and outside contractors to Maranoa Regional Council (including on existing and new developments).
|
MRC (LLO) Civil Services |
2010 |
Code of practice produced and adhered to.
No. of infrastructure development contracts that include weed prevention codes. |
Desired Outcome Five Con’t…
Issue
|
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Prevention con’t… |
Prevent the introduction of new pest plants and animals con’t… |
|
|
|
|
Early detection and eradication |
|
Target pests identified for “early detection and eradication” in Section 3.0 of this Plan.
|
MRC (LLO) |
On-going |
Change in distribution of pests identified for “early detection and eradication” within the Maranoa Regional Council |
Conduct seasonal surveys of road sides and other critical areas within Maranoa Regional Council for pest plants and animals
|
MRC (LLO) |
On-going |
|||
Encourage landholders to provide Council with mapping details of high priority pests through industry, sub-catchment and producer groups.
|
MRC (LLO) |
On-going |
No. of pest sites identified by landholders and sent to Council |
||
Develop a weed seed spread code of conduct for travelling stock, giving consideration to a “go slow zone” to limit the spread of weed seed as required.
|
MRC (LLO) |
2010 |
New weed seeds along the stock route restricted to “go slow zone” |
Desired Outcome Five con’t…
Issue
|
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Containment |
Contain and reduce priority pest infestations within the Maranoa Regional Council
|
Target pests identified for “containment” in Section 3.0 of this Plan and development containment strategies/plans for these pests. |
MRC (LLO) |
On-going |
Change in distribution of pests identified for “containment” within Maranoa Regional Council
|
Support rapid response agreements signed off by Maranoa regional Council with neighbouring Councils.
|
MRC (LLO) |
On-going |
No. of responses associated with the rapid response agreement/s
|
||
Respond to landholder complaints promptly by providing processes that can be implemented to reduce infestation. |
MRC (LLO) |
On-going |
No. of complaints received
|
||
Contain Class 2 pests to core areas.
|
MRC (LLO) |
On-going |
Change in distribution of Class 2 pests
|
2.6 Desired Outcome Six:
Integrated systems for managing the impacts of established weeds and pest animals are developed and widely implemented
Success Criteria: · The extent to which best practice is
adopted · The extent to which the populations and
impacts of established pests are reduced · The degree of protection afforded to
environmentally significant areas by weed management programs · The extent to which local pest
management practices are developed and improved · The extent to which incentives enhance
pest management
State Principles:
· Best practice
· Improvement
· Commitment
Issue |
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Adoption of management techniques |
Adopt and promote best practice in weed and pest animal management |
Encourage industry, government and community groups to support the implementation of the Maranoa Regional Council Pest Management Plan within their own programs.
|
MRC (LLO) |
On-going |
No. of programs that refer to or incorporate actions from this Plan |
Support BSQ to distribute best practice publications to relevant stakeholders.
|
MRC (LLO) |
On-going |
No. of requests from QDEEDI and no. implemented
|
||
Consider timing, integrated techniques, non-target damage, cost, prevention, animal welfare, workplace health and safety, monitoring, research, operational procedures and chemical registration requirements in planning.
|
PWG? |
On-going |
No. of complaints |
||
|
|
Develop a working group with none traditional grazing/farming landowners (eg Mining Companies) to implement best practice pest management control actions |
BSO MRC Mining Co
|
Ongoing |
No. of improved pest management practices |
Desired Outcome Six con’t…
Issue |
Strategic Objective |
Strategic Actions |
Who |
When |
Success Indicators |
Population and impact management |
Reduce pest populations and impacts |
Participate in the coordination of plague pest animal management with all stakeholders and support the lead agency, as appropriate. |
MRC (LLO) |
On-going |
Amount and type of support provided No. of complaints |
Conduct coordinated baiting campaigns for wild dogs. |
MRC (LLO) |
Twice a year |
No. of landholders participating and area land and location covered
|
||
Environmentally significant areas |
Protect environmentally significant areas from weeds |
Regularly monitor environmental significant areas for pests identified within Maranoa Regional Council’s Stock Route Management Plan and develop appropriate management plans as required (giving consideration to developing partnership agreements with other key stakeholders and accessing non local government resource support)
|
MRC (LLO) |
On-going |
No. of significant areas targeted for pest management No. of pest management plans for significant areas implemented
|
Development of management practices |
Develop new, and improve existing, pest plant and animal management practices
|
Advise regional pest / natural resource management groups of areas in which future research is required to help manage pest plants and animals within the Maranoa regional Council. |
MRC (LLO) |
On-going |
No. of regional pest / natural resource management groups attended |
Incentives |
To offer incentives to stakeholders for practising pest management |
Monitor effectiveness of wild dog bonus payments made to person/s.
Provision of some meat to landholders for baiting programs
Council encourage and work cooperatively with landholders to implement best practice and carry out actions to eradicate or reduce pests within the Shire.
Hire of MRC spray equipment to landholders in the control of weeds
Investigate other incentive options?
|
MRC (LLO)
MRCWDAG member |
2010
Ongoing |
Number of complaints and sightings advised to Council/Wild dog advisory group.
Number of landholders ordering meat for baiting programs
Number of landholders using hire equipment
No. of reports presented to Council
|
Drat Pest Management Plan |
3.0 Priority Pest Species
This Section begins by listing all pests identified as impacting or having the potential to impact upon industry within the Maranoa Regional Council areas, associated community and environmental systems.
The “local distribution” information provided in Section 3.2 and 3.3 only relates to land within the Shire managed by Council and does not include freehold or leasehold land, national parks, state forests and other land managed by the state.
For each pest their declaration status, current level of impact, control information, distribution and density was identified and considered to determine an appropriate achievable management objective. The management objectives were denoted as follows:
A. Prevention of introduction (exclusion from entering the Shire)
B. Early detection and eradication – eradication of isolated, strategic infestations/populations
C. Containment – within specific areas
D. Broad scale management with biological control or fire/protection of strategic areas
E. Technical Advices/Promote Awareness
Using a matrix methodology each pest was then given a very high, high, medium or low priority rating based on the potential detrimental impact to the region if nothing was done to control the pest and the likely impact gained by doing something or spending money now.
|
Likely impact gained by doing something/spending money now |
||||
Potential detrimental impact to the Shire of not doing anything to control the pest |
|
Low |
Moderate |
High |
Very High |
Low |
Very Low |
Low |
Low |
Low |
|
Moderate |
Low |
Low |
Moderate |
High |
|
High |
Low |
Moderate |
High |
Very High |
|
Very High |
Low |
High |
Very High |
Extreme |
The known distribution of the individual species was described and recorded with the following table. It was also agreed weed maps produced by DEEDI should be included in the document along with the Priority Weed Threat Map produced by the Queensland Murray-Darling Committee.
3.1 Classification
A number of pest plants and animals are declared under the Land Protection (Pest and Stock Route Management) Act 2002. These plants are listed (Schedule 2 of the Land Protection (Pest and Stock Route Management) Regulation 2003) and categoriised into three separate classes as outlined in Section 3.1.1 below.
In addition to this classification Maranoa Regional Council gives an additional priority rating of “high”, “medium” or “low” to each pest animal and plant based on the current and potential impact of the pest within the Shire, where greater resources and attention is given to higher priority pests.
3.1.1 State
A Class 1 pest is one not commonly present in Queensland that is, if introduced, would cause an adverse economic, environmental, or social impact. Class 1 pests established in Queensland are subject to eradication from the state. Landholders must take reasonable steps to keep land free of Class 1 pests. Other powers of the Act apply. For example, Class 1 animals can be kept only under permit.
Class 2 pests are established in Queensland and have, or could have, an adverse economic, environmental or social impact. Their management and control requires coordination and they are subject to existing programs. They may also be new pests requiring state coordination, and subject to local government, community or landholder-led programs. Landholders must take reasonable steps to keep land free of Class 2 pests. Other powers of the Act apply.
The declaration of Class 3 pests took effect on 1 November 2003. These plant species are established in Queensland and have, or could have, an adverse economic, environmental, or social impact. Their impact is primarily environmental. A pest control notice for Class 3 pests can be issued only for land that is, or is adjacent to, an environmentally significant area. Only some of the other powers of the Act apply.
3.1
Drat Pest Management Plan |
3.2 Pest Plants
Within the following tables the local distribution only relates to land within the Shire managed by Council and does not include freehold or leasehold land, national parks, state forests and other land managed by the state.
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
African Boxthorn Lycium ferocissimum |
Class 2 |
Invades pastures and provides harbourage for pest animals |
Isolated – water course & adjacent areas |
C-Containment |
High |
African Love Grass Eragrostis curvula |
Not Declared |
Produces vast quantities of seeds which quickly develop into large viable seed bank, making the plant difficult to eradicate. It is extremely competitive with other pasture species and is an aggressive invader, overtaking sparse, overgrazed or poor quality pastures, particularly in sandy soils. |
Infestation increasing – light sandy soils, main roads, Yuleba Forestry camp, railway line, Condamine/Carnarvon Highway cross roads, Eastern end of Condamine Highway |
E. Promote awareness |
Moderate |
Bathurst Burr Zanthium spinosum |
Not Declared |
Contaminates wool and competes with summer crops. |
Scattered throughout |
E. Promote awareness |
Low |
Cats Claw Vine Macfadyena unguis-cati |
Class 3 |
Invades waterways and choke out native vegetation |
Bungil Creek, Yalebone Creek and urban gardens |
B. Early detection & eradication |
High to Very High |
Cotton Tail Froelichia floridana
|
Not Declared |
Competes with pasture. |
Lighter soils throughout the Shire |
Provide technical advice when required Eradicate small new infestations |
Low |
Cumbungi Typha spp. |
Not Declared |
Invasive |
Water storage areas |
E. Technical advise |
Low |
Fire Weed Senecio madagascariensis |
Class 2 |
Competes with pasture and is toxic to stock |
No known population of this introduced species |
A. Prevention of introduction |
Very High |
Giant Rat’s Tail Grass Sporobolus pyramidalis and S. natalensis |
Class 2 |
Aggressive plant reduces pasture productivity and quickly out competes desirable pasture species. |
Isolated patch – Pony Hills State Forest, Yellowbank Gas camp |
B. Eradicate |
High |
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3 local law) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
Green Cestrum Cestrum parqui |
Not Declared |
Competes for pasture and toxic to stock |
Bungil Creek – 10km radius Roma Town |
C. Containment |
High |
Harrisia Cactus Eriocereus spp |
Class 2 |
Strongly competes with pasture and toxic to stock |
West Mitchell on Warrego Highway & adjacent paddocks Jackson 3km radius, Yuleba North Road (14km), St.George Middle Road, 30km south of Surat off the Carnarvon Highway |
C. Containment |
Very High |
Honey Locust Gleditsia triacanthos |
Class 1 |
Invasive tree that smothers pasture and native vegetation, inflicts painful injuries with long spines. Can rapidly form dense thickets restricting stock, vehicle and human movement. |
Very isolated plants |
B. Eradication |
Very High |
Lantana Lantana camara |
Class 3 |
Fast growing shrub resulting in severe impacts to native species. |
Balonne River, Nth Wallumbilla, Pine Hills Road, Isolated patches, Bungewogari Lane, urban gardens |
B. Early detection and eradication |
Very High |
Lippia Phyla canescens |
Not Declared |
Strong competitor with pasture, especially in Riparian areas. Located in urban gardens |
Through out Shire |
E. Technical advise |
Low |
Mesquite Prosopis glandulosa, P. pallid and P. velutina |
Class 2 |
Sharp thorns can injure animals and puncture vehicle tyres. Seeds can lay dormant for years and seedlings can reappear in areas that have previously been cleared. |
Yuleba Forestry and may be identified along artillery roads and highways |
B. Early detection and eradication |
Very High |
Mimosa Acacia farnesiana |
Not Declared |
Competes with pasture. |
Throughout |
E. Technical advise |
Low |
Mother of Millions Bryophyllum spp |
Class 2 |
Poisonous to stock |
Throughout |
C.Containment D. Broad scale management with biological control fire/protection of strategic areas |
High |
Noogoora Burr Xanthium occidentale |
Not Declared |
Competes with pasture especially in riparian zones. Toxic to stock |
Throughout |
D. Biological control |
Low |
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3 local law) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
Parkinsonia Parkinsonia aculeate |
Class 2 |
Forms dense, often impenetrable, thorny thickets along water courses and bore drains, restricts stock access to drinking water and makes mustering virtually impossible Provides a harbour for feral pigs, which predate on livestock, damage crops, and seriously degrade the environment, flooded country is particularly susceptible to invasion from floating seeds |
Isolated – Dargal Road 5km from Roma, Roma Saleyards, 5km West Roma, Yalebone Creek junction of Dunkeld Road |
B. Early detection and Eradication |
High |
Parthenium Parthenium hysterphorus |
Class 2 |
Vigorous species that colonies pasture’s and reduces pasture potential, can cause health problems due to allergic properties, toxic to stock. |
Scattered throughout – heavy infestation to north and medium to west and south west |
B. Early detection and eradication of new outbreaks. C. Containment for the rest of the Shire |
Very High new outbreaks
High |
Pimelea Pimelea elongate |
Not Declared |
Poisonous to stock, native plant numerous species |
Throughout |
E. Technical advise |
Low |
Prickly Acacia Acacia nilotica |
Class 2 |
Affects accessibility to land, depletes pasture when canopy is formed |
Scattered along main artillary roads 60 Km south Roma off Bullagai Road |
B. Early detection and eradicate |
High |
Prickly Pear Opuntia spp |
Class 2 |
Completes strongly with pasture |
Scattered throughout |
D. Biological control |
Low |
Rubber Vine Cryptostegia grandifilora |
Class 1 |
Invades waterways and smothers riparian vegetation. Poisonous to stock and harbourage for declared animals |
Isolated urban plants |
B. Early detection and eradication |
High |
Saffron Thistle Carthamus lanatus |
Not Declared |
Competes with pasture, common in cultivated land. |
Scattered throughout |
E. Technical advise |
Low |
Salvinia Salvinia molesta |
Class 1 |
Invades and chokes waterways displacing native species |
not detected within the Region |
A. Prevention of introduction |
High |
Thornapples Datura spp. |
Not Declared |
Competes with pasture and poisonous to stock |
Scattered throughout – waterways and cultivation |
E. Technical advise |
Low |
Tiger Pear Opuntia aurantiaca |
Not Declared |
Impediment to native species and stock, competes with pasture |
Scattered along Ripirian, thick along Dawson River |
E. Technical advise, D. Broadscale management, biological control. |
Low |
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3 local law) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
Tree Pear |
Not Declared |
Impediment to native species and stock, competes with pasture |
Scattered throughout |
D. Broadscale management, biological control. |
Low |
Devils Rope Pear
|
Class 2 |
Impediment to native species animals and humans, competes with pasture, will inundate land |
60km east of Surat along the Balonne River and on Yuleba Creek near old School |
B. Early detection and eradication |
Very High |
Water Hyacinth Eichhornia crassipes |
Class 2 |
Chokes waterways, destroys native habitat, increases water loss and depletes water of oxygen |
Roma - Railway Dam – monitor |
B. Early detection and eradication |
Very High |
Water Lettuce Pistia stratiotes |
Class 2 |
Forms dense mats on water restricting flow, increase water loss by transpiration and serve as a breeding ground for mosquitoes |
Roslyn Drive |
B. Early detection and eradication |
High |
Mexican Feather Grass |
Class 1 |
Heavy infestations displace desirable pasture species, decreases pasture productivity, long sharp seeds injure animals downgrading meat, wool and hides (leather), reduces natural biodiversity
|
Has been eradicate – Surat School and urban land Charles Street Surat |
A. Prevention of Introduction |
High |
Chilean Needle Grass |
Class 1 |
|
Not currently detected in Region |
A. Prevention of Introduction |
High |
3.1.1
Drat Pest Management Plan |
3.2.1 Priority of Pest Plants – Management Objective and Control Method
The following table provides a summary of all pests identified as ‘high’ priority providing management objective and control method. Annual Pest Plans reflect those species identified as ‘high’ priority due to resource constraints.
For the purpose of the Annual Pest Plan (Section 4.0) those high priority plants and animals with the same management objective have been grouped together. This is because the actions and measures of success will be similar. Within each of these broader management objective groups some specific treatments or actions for individual pests are also identified.
Plant Name |
Management Objective |
Control Method |
Parthenium |
Early detection Containment |
· Pastures to be maintained in good condition – high level of grass crown cover will limit parthenium weed colonisation · Avoid overgrazing of pastures · Fence off infested areas to prevent stock grazing, allow more flexible management such as spelling pasture or herbicide application · Herbicide control – small and or isolated infestations treted immediately, extensive infestations will require herbicide treatment in conjunction with pasture management. Timing of spraying is critical so parthenium weed is removed when plants are small or before seeding has occurred. · Some registered herbicides include: Amicide 625, 2/4-D amine, atrazine, Tordon 75-D, Metsulfuron · Vehicles and implements passing through infested areas should be cleaned to remove all seeds (prevent weed seed spread). The clean down area should be confined to one area for monitoring and eradication of new plants. Obtain weed seed hygiene declaration form · Avoid moving cattle from infested to clean areas during rain events. Cattle should be held in a yard or small paddock until seed has dropped (tails, hide hair etc) before releasing animals to larger grazing area. · When purchasing hay, seed or other fodder material, ensure the product is parthenium weed free. |
Harrisia Cactus |
Containment |
· Spray plant with registered herbicide – Metsulfuron, DP 600, Access and Tordon DSH · Biological control – stem boring longicorns beetle (Alcidion cereicola) and mealy bug (Hypogeococcus festerianus). · Dig plants out (including bulb in roots) and burn |
Rope Pear |
Containment |
· Spray plant thoroughly to ground level with registered herbicide – Access · Biological control – cochineal insect however these must be protected in winter and during wet weather.
|
Plant Name |
Management Objective |
Control Method |
African Boxthorn |
Containment |
· Cut stump or basal bark – do not treat during dormant winter months · Foliar spray – using Grazon DS · Use Glyphosate on small plants · Roundup – Foliar spray after good soaking rains – plants must be actively growing · Mechanical eradication can be implemented on large stands – blade ploughing and stick raking or removing entire root system and burn plant complete |
Green Cestrum |
Containment |
· Access – basal bark or cut stump and apply chemical · Glyphosate – apply chemical to cut stump · Tordon 75-D and Amitrole T – foliar spray actively growing plants to eliminate flowers and berries · Seedlings can be suppressed by vigorous competition from other plant pasture species or local native species · Removal of plant and root system can be done, however root system is very complex – need to remove all yellow roots – burning of roots is advisable. Please note that dried plant matter is toxic to stock. |
Cats Claw Vine |
B. Early detection and eradication |
· Glyphosate – cut stump just above ground level and apply chemical on cut stump. Foliar spray when plant is actively growing – need to retreat as necessary |
Mesquite |
B. Early detection and eradication |
· Access and Garlon 600 – basal bark or cut stump and treat with chemical · Grazon DS – foliar spray for seedlings or regrowth |
Lantana |
B. Early detection and eradication |
Mechanical, Biological and chemical control methods can be implemented. · Large infestations – fire, dozing-stickraking and cutting stump apply chemical (Access) · Lantana DP600, Glyphosate, Grazon DS, Metsulfuron, Starane 200, Tordon 75-D – foliar spray ensure plants are wet thoroughly – plants should be actively growing or not under stress when applying such chemicals. Large bush may need re-treatment · Amicide 625 – use a coarse spray with sufficient pressure to penetrate canopy and wet stems as well as foliage
|
Salvinia |
A. Prevention of introduction |
Can be sprayed with herbicide, results can be variable as upper leaf surfaces are largely non-wettable making absorption of herbicide difficult. Large infestations may be gathered with mechanical harvesters and scoops although effectiveness of this method is liminted as the plant breaks easily into fragments. · AF100 – lightly spray free floating plants and adjacent water surface · Reglone – thoroughly saturate plants |
Parkinsonia |
B. Early detection and eradication |
· Mechanical control – blade ploughing · Chemical control – basal bark or cut stump technique, foliar spraying · Fire kills seedlings and seeds and is an excellent form of follow up control |
Plant Name |
Management Objective |
Control Method |
Prickly Acacia |
B. Early detection and eradication |
Control of prickly acacia can be achieved with an integrated approach using mechanical, chemical and biological methods. Fire and pasture management can complement these treatments – variables to be considered when determining control methods – location, size and density of infestation, landform, timing of control, available resources.
Mechanical control – to be conducted before the seed pods are dropped – permits may be required if native plants are affected. Plants with truck diameter less than 150mm can be grubbed, cutting the root to at least 300 mm below the soil surface to prevent regeneration – tractor fitted with a scoop or grubbing attachment is useful for this purpose.
Basal bark spray method is suitable for stems up to 100mm in diameter. Stem should be sprayed completely around the base up to a height of 300mm above ground, wetting the bark to the point of run-off. Most effective between April and August.
Cut stump and apply chemical technique may be used at any time of the year. Foliar or overall spraying is effective on seedlings and young plants up to 2m in height. |
Giants Rat’s Tail Grass |
B. Early detection and eradication |
ALERT – Early identification is essential – contact DEEDI or your LG if you suspect a plant within this Shire. Glyphosate – spot spray |
Water Lettuce |
B. Early detection and eradication |
Weedmaster Duo – helicopter application Affray 300 – (Boom spray) sprinkle onto free-floating plants and adjacent water surface AF 100 – spot spray. Don not spray dense solid mats with no visible water surface |
Rubber Vine |
B. Early detection and eradication |
Grazon DS – foliar spray 2,4-D Ester – foliar spray and basal bark, cut stump Brush-off/BrushkillerTM600 and wetting agent – complete coverage is essential 2,4-D Amine – cut stump – repeat applications maybe required |
Water Hyacinth |
B. Early detection and eradication |
Weedmaster Duo – foliar spray do not treat in winter 2,4-D Amine – foliar spray do not treat in winter AF300/Afray300 – foliar spray |
Honey Locust |
B. Early detection and eradication |
Access – Basal bark or cut stump Starane 200 – basal bark - read chemical label for different tree trunk size and alternate application method |
Chilean Needle Grass |
A. Prevention of introduction |
Manual removal most effective – remove any basal or stem seeds and incinerated prior to plants dry out. Mowing or slashing – narrow window of opportunity to implement this process, no mowing of plant after flowering Fire can be used when plant in full seed. Will reduce new seedling growth, however will promote seed located in soil. Chemicals Flupropanate – ground and aerial application and spot spraying Glyphosate – boom or spot spraying |
Plant Name |
Management Objective |
Control Method |
Fire Weed |
A. Prevention of introduction |
2,4-D (625g/L) – spot spraying only Aminopyralid (10g/L) + fluroxpyr (333g/L) Apply as a high volume or spot spray to flowering plants up to 30cm tall Triclopyr (300g/L)+ picloram (100g/L) + aminopyralid (10g/L) Apply as a high volume or spot spray when the plant is actively flowering Bromoxynil (200g/L) Apply during the autumn/sinter period when plants are young and actively growing. Not effective on mature plants |
Mother of Millions |
Containment |
2,4-D acid (AF300) Overall spray handgun/knapsack Picloram + triclopyr – Overall spray knapsack – apply at flowering |
3.1
Drat Pest Management Plan |
3.3 Pest Animals |
|
|
|
|||||
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3 Local Law) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
|||
Carp Cyprinus carpio |
Class 2 Noxious species |
Competes with native species |
Throughout waterways |
E. Promote Awareness, Technical advise |
Low |
|||
Dingo / Wild Dog Canis familiaris dingo / Canis familiaris |
Class 2 |
Kill, harass and maim stock. Carrier of disease |
Throughout the region |
D. Broadscale Management of strategic areas |
High
|
|||
Feral Cat Felis silvestvis; Felis catus |
Class 2 |
Impact on native species |
Throughout the region |
D. Broadscale Management |
Low
|
|||
Feral Goat Capra hircus |
Class 2 |
Damage to pasture, crops and infrastructure . Carrier of disease |
Throughout – southwest of Shire |
D. Broadscale Management |
Low |
|||
Feral Pig Sus scrofa |
Class 2 |
Damage to pasture, crops and infrastructure. Carrier of disease |
Throughout the region |
D. Broadscale Management |
Moderate |
|||
Fox Vulpes vulpes |
Class 2 |
Kill stock, small mammals, frogs, fish and native ground-dwelling animals |
Throughout the Region |
D. Broadscale Management |
Moderate |
|||
Locusts Chortoicetus terminifera, Locusta migratoria, Austracris guttulosa |
Class 2 |
Can significantly reduce the quantity of pasture and crops |
Seasonal – throughout the region |
B. Early detection and eradication |
High |
|||
Mice Mus domesticus |
Not Declared |
Damage to crops and property |
Seasonal – throughout the Region |
E. Technical Advise Promote awareness D. Broadscale Management for crop areas |
Low |
|||
Pest – Common and Scientific Names |
Declaration Status (e.g. Class 1,2,3 Local Law) |
Level of Impacts/Threats (potential and actual) (e.g. Environment, Primary Industry, Social, Amenity etc) |
Distribution and Density |
Achievability or Mangement Objectives |
Priority |
|||
Rabbit Oryctolagus cuniculus |
Class 2 |
Causes soil erosion and competes with native species |
Throughout the Region |
D. Broadscale Management |
High |
|||
Hare |
|
|
Throughout the Region |
D. Broadscale Managment |
Low |
|||
Wild Horse |
Not Declared |
Damage to native grasses and biodiversity, soil erosion and land degradation from over grazing |
North west of Shire – State Land |
C. Containment |
High |
|||
Deer (Hog and Rusa) |
Not declared |
Damage to native grasses and biodiversity, soil erosion and land degradation from over grazing |
Isolated pockets – north Roma, west Mitchell |
B. Early detection and eradication |
Moderate |
|||
Drat Pest Management Plan |
3.3.1 High Priority Pest Animals –Control Methods and Management Objectives
Animal Name |
Management Objective |
Control Method |
Locust |
E. Technical Advise Promote awareness D. Broadscale Management for crop areas |
The ability of locusts to invade previously uninfested areas and lay eggs within days, combined with the mobility of flying swarms, makes swarm control particularly difficult for individual landholders. Locust control is usually best carried out at the hopper stage. Currently, the most cost-effective way to achieve control is by spraying the densest concentrations of locusts, either as bands or swarms. The Australian Plague Locust Commission is researching control techniques to reduce non-target impacts of chemical control. |
Mice |
D. Broadscale Management |
Landholders must work collaboratively to eradicate this pest animal in grain growing areas. Use of manufactured baits is essential to protect grain. |
Rabbit |
D. Broadscale Management |
An integrated control approach should be adopted. It is important landholders understand that biological control agents are not the sole answer to the rabbit problem. It is essential they are incorporated into a management strategy with other control techniques. Destroying a rabbit’s home (eg. fumigating and ripping warrens) is the most effective method for long-term control. Other control methods include Myxomatosis, baiting with 1080 or pindone, rabbit proof fencing, clearing surface cover, fumigating warrens, shooting and trapping. |
Wild Dog |
D. Broadscale Management – aim is to contain and or reduce wild dog numbers |
· 1080 baits are the most economic, efficient, humane and effective method of controlling wild dogs, especially in inaccessible or extensive areas. Baits can be laid in large numbers by hand, from vehicles and or from aircraft. 1080 can only be obtained through licensed NRM&W and Local Government operators. To increase baiting effectiveness and maintain low wild dog numbers, it is essential that baiting programs be coordinated among adjoining properties disregarding local government boundaries and landholders work together to achieve this goal. · Integrated (with baiting) wild dog control: o Shot - which is opportunistic and mostly used for the control of small populations. o Trapped – which can be time-consuming, labour-intensive and depends on the skill of the trap operator. o Fenced out – this can be an expensive process and requires continual maintenance to repair damage caused by fallen timber, floods and animals. For fencing to be successful, it must be possible to eliminate wild dogs from within the fence. o Livestock guardian dogs – less successful on larger holdings where stock are more widely scattered and has the potential to restrict the use of traps and baits. |
Wild Horse |
Containment |
Council to work with DERM to control wild horses on public land – Carnarvon National Park |
Drat Pest Management Plan |
4.0 HIGH PRIORITY PESTS - ANNUAL WORK PLAN
Resources to manage pests are limited. Consequently actions associated with high priority
pests will be implemented first. Other actions will be implemented as resources become
available.
Prevention is generally recognised as a more cost effective method than containment or
eradication. Consequently Maranoa Regional Council also places high priority on actions associated with hygiene management and awareness.
The following “general” actions relate to all high priority plant pests outlined in Sections
4.1 to 4.20.
Operational Action |
Who |
When |
Success Indicator
|
Conduct regular general inspections and control on roadsides and reserves |
MRC (LLO) |
On-going |
No. of inspections /year
|
Continue to monitor areas potentially at risk of new infestations and treat any new infestations found. Work with DEEDI officers to ensure pests mapping is current |
MRC (LLO) |
On-going |
No. of new infestations found and treated Update mapping annually
|
Hygiene Management: · Implement day-to-day hygiene management · Identify potential pest plant entry points on land managed by Maranoa Regional Council. · Establish property / site hygiene plans, as required. · Require a written weed hygiene declaration for any material, stock and vehicles (eg. seed, hay or other stock feed) bought / used within lands managed by Maranoa Regional Council. · Regularly inspect and wash down vehicles and equipment used or contracted by Maranoa Regional Council, as required. · Monitor high traffic roadways and tracks · Monitor washdown facility sites to identify if, (i) upgrades needed for existing facilities and (ii) the requirements for new facilities. Should facilities be recommended for Maranoa Regional Council investigate funding opportunities and partnerships to build them.
|
MRC (LLO)
MRC (LLO)
|
On-going
On-going
|
Hygiene code produced Entry points included in code Critical areas identified in code Regular vehicle inspections for weed seed spread undertaken Location or spread of pests Maintain current washdown facilities to user friendly efficient standard, work in collaboration with DEEDI to develop any new strategic sites – Roma Saleyard Site.
|
Awareness · Raise community awareness of pest plants by way of brochures, displays and other means. · In conjunction with DEEDI collate and distribute best practice information to landowners / managers, including maintaining good pasture competition by implementing sound land use management practices.
|
BSQ MRC (LLO) MRC Working Group |
Yearly
Yearly
|
No. of regional pest plant booklets distributed.
No. of ‘pest fact sheets’ distributed |
Pest Management Plan 2010 - 1014
Operational Action |
Who |
When |
Success Indicator |
Mapping: · Map current major infestations sites of high /medium and Class 1 and Class 2 priority pests. · Encourage landholders to report and provide maps of the locations of priority pest plants on land they manage · Update maps of known infestations.
|
MRC BSQ SW
|
On-going |
Map all sites of pest plants within Region and download onto MapInfo
Map produced and Updated annually
Provide information to DEEDI |
Funding: · Investigate and source additional funding and resources to help manage pests.
|
MRC/ Landholders Land Catchment Management Groups (QMDC/SWNRM) |
On-going |
Amount of additional funding sourced
|
Private Property: · Provide advice to landowners regarding the control of infestation areas on private areas, as required. · Work cooperatively and encourage landholders to be committed to eradication of pest infestations. · Conduct regular follow-up inspections of known infestation areas on private property of high priority pests.
|
MRC (LLO) |
On-going |
No. of complaints
No. of property inspections undertaken
|
Drat Pest Management Plan |
4.1 Very High Priority Plants
A |
Prevention of introduction |
||||
Plant Name |
Fire Weed Chilean Needle Grass Salvinia |
||||
Priority in Adjacent Local Areas |
Fireweed has a high priority level as it has not been detected in this Region, neighbouring Local Government areas do not have any infestations. Very invasive plant and maybe toxic to animals |
||||
Operational Objective |
No plants within the Shire. |
||||
Success Indicator |
Not identified within the Shire
|
||||
Operational Actions |
Action |
Who |
When |
Status |
|
Encourage landholders to remain vigilant and identify weeds so as control measures can be implemented quickly Through inclusion of colour pest fact information of Fire Weed, Chilean Needle Grass and Salvinia in ‘Bottle Tree Bulletin’ once per annum for identification purposes |
MRC (LLO) LH |
On-going |
|
||
Availability of Information – information located on Council website and link to DEEDI website |
MRC (LLO) LH Bio-Security Qld |
On-going |
|
||
Work collaboratively with natural resource bodies to ensure local landcare group members can identify plants and know the process of advising DEEDI and Council |
MRC (LLO) MBCMC SWNRM DEEDI |
|
|
||
Implement a rapid response program to eradicate a plant identified within this Shire. |
|
|
|
||
|
LH MRC (LLO) |
On-going |
|
||
Measures of Success: |
No plants within the Shire |
Success Indicators: No plants within the Shire |
|||
4.1 High Priority Plants cont.
B |
Eradication |
|||
Plant Name |
Cats Claw Vine, New outbreak of Parthenium Mesquite, Lantana, Parkinsonia, Prickly Acacia, Giant Rat’s Tail Grass, Water Lettuce, Rubber Vine, Water Hyacinth, Honey Locust, |
|||
Priority in Adjacent Local Areas |
Neighbouring Local Governments have placed high priority to eliminate any infestations of the above plants. |
|||
Operational Objective |
Eradicate cats claw vine within the Bungil Creek area. Seek assistance from all urban residents to eliminate the plant from their garden. Eradicate all other high priority plant through control mechanisms |
|||
Operational Actions |
Action |
Who |
When |
Status |
Monitor and map current identified sites to ensure eradication of plants.
|
MRC (LLO) LH Sub catchment groups DERM - Forestry and National Parks |
On-going |
|
|
Eradicate, all high priority plants by implementing best practice control methods. |
MRC (LLO) LH |
On-going |
|
|
Identify and contact urban land holders and gardeners to eliminate rubber vine, honey locusts to prevent spread of plant within the region |
DEEDI MRC (LLO) |
December 2012 |
|
|
Provide information in ‘Bottle Tree Bulletin’ that outlines land owner obligations and how to identify and eradicate these plants |
LH MRC (LLO) |
On-going |
|
|
Identify and contact land holders along Bungil and Yalebone Creeks to eradicate cats claw vine in water courses. Identify and contact urban gardeners to eliminate cats claw vine in urban gardens. |
DEEDI MRC (LLO) |
On-going |
|
|
Integrate actions within sub-catchment and catchment plans through awareness, field days/agricultural shows providing information to identify plants and the impact should no control actions occur |
SWNRM, QMDC, Landcare, Sub-catchment groups |
On-going |
|
|
Measures of Success: |
Elimination of pest plants within the Shire Eradicate new infestations Number of community responses from articles placed in Bottle Tree Bulletin. Number of land holders along Bungil and Yalebone Creeks that have implemented action to eradicate plants in the water course. Number of urban residents that have eliminated cats claw vine |
Success Indicators: Elimination and no new infestations of plants within the Shire
|
C |
Containment |
|||
Plant Name |
Parthenium – heavy infestation northern section of Shire (Mitchell and Roma) – medium to west, south and south west, no plants identified in the eastern section of the Shire Harrisia Cactus Rope Pear African Boxthorn Green Cestrum Mother of Millions |
|||
Priority in Adjacent Local Areas |
Neighbouring Local Government areas have ‘high priority’ to ensure no major infestations
|
|||
Operational Objective |
Contain to current areas. Maintain mapping of all species so as annual comparison can be made. |
|||
Operational Actions |
Action |
Who |
When |
Status |
Continue to map all pest plant sites |
MRC (LLO) LH |
On-going |
|
|
Control roadside parthenium growth (North of Mitchell and Roma) to eliminate further spreading of plant by vehicular traffic.
|
MRC (LLO) LH Community |
On-going |
|
|
Spray all other plants at least twice per annum or as season dictates |
MRC (LLO) |
On-going |
|
|
Continue to promote bi-control methods for Parthenium, Mother of Millions and Harrisia Cactus |
DEEDI MRC (LLO) QMDC SWNRM |
On-going |
|
|
Measures of Success: |
Reduction in Rope Pear, African Boxthorn, Green Cestrum infested areas. Ensure through comparison maps of harrisia cactus and mother of millions, that sites have decreased Monitor the impact of bio-control agents at released sites
|
Success Indicators: Reduction of pest plant areas Release of bi-control agents
|
Drat Pest Management Plan |
4.2 High Priority Animals
B |
Early Detection and Eradication |
|||
Plant Name |
Locusts |
|||
Priority in Adjacent Local Areas |
Eliminate the spread of parthenium, work with neighbouring Local Governments to eliminate as well as reduce infestations |
|||
Operational Objective |
Provide advice to landholders and form locust committee when and where necessary |
|||
Operational Actions |
Action |
Who |
When |
Status |
Monitor and survey where Council has received complaints |
MRC (LLO) LH |
On-going |
|
|
Assist Bio-Security Qld Officer in survey and control programs |
DEEDI MRC (LLO) LH |
On-going |
|
|
Provide landholders and urban residents with advice and process required to eliminate pest plants from property |
LH MRC (LLO) |
On-going |
|
|
Measures of Success: |
Reduced impact Implement action plans when required |
Success Indicators: Reduced impact on cropping areas |
4.2 High Priority Animals
C |
Containment |
|||
Plant Name |
Wild Horse |
|||
Priority in Adjacent Local Areas |
No wild horse infestations in neighbouring Local Government areas |
|||
Control Information |
Work in collaboration with DERM/DEEDI personnel to control pest animal within known sites |
|||
Operational Objective |
To reduce the impact wild horses are having on the natural environment |
|||
Operational Actions |
Action |
Who |
When |
Status |
Assist and support when and where requested |
DEEDI DERM MRC (LLO) |
On-going |
|
|
Provide technical advise to landholders |
MRC (LLO) LH Community |
On-going |
|
|
Measures of Success: |
Reduced number of wild horses within the Shire |
Success Indicators: No complaints of wild horses Improved revegetation in high impacted areas
|
4.2 High Priority Animals
D |
Broadscale Management |
|||
Plant Name |
Wild Dogs, Rabbit |
|||
Priority in Adjacent Local Areas |
Reduce pest animal sightings/infestations |
|||
Operational Objective |
Increased land holder participation in wild dog management across the Shire. Integrated baiting programs with neighbour Shires. Actively participate in QDog procedure Reduced rabbit infestation within the Shire. Work with DEEDI personnel to implement bio control to reduce rabbit numbers. |
|||
Operational Actions |
Action |
Who |
When |
Status |
Monitor, map and record data on wild dog activities |
MRC (LLO) LH MRCWDAG |
On-going |
|
|
Provide technical advise for the control |
MRC (LLO) LH Community |
On-going |
|
|
Provide landholders and urban residents with advice and process required to eliminate pest animals |
LH MRC (LLO) |
On-going |
|
|
Measures of Success: |
Reduce number of complaints, sightings and activities |
Success Indicators: Reduced complaints and impacts of pest animals |
Drat Pest Management Plan |
5.0 Implementation
This draft Maranoa Regional Council Pest Management Plan was submitted to the Minister for Natural Resources in August 2012.
The Minister judged that this plan satisfied the requirements of the Land Protection (Pest and Stock Route Management) Act 2002 (QLD), and in XXXXXX, 2012 advised council to adopt such plan.
In keeping with sections 30(2) and 32 of the Act, the council adopted the plan for implementation on XXXXXXX, 2012. It is available for public inspection in both written and electronic form at the Council’s office.
The Plan will remain current until 1 July 2016, with annual action plans enabling its implementation over that time. The annual action plan for 2010-11 will be reviewed for its effectiveness on or before 1 May 2011, as required by section 33(2) of the Act, and any shortfalls in the completion of its strategies will be addressed in the next year’s plan.
As part of the process of implementation, Maranoa Regional Council has communicated to stakeholders their responsibilities, and is overseeing the coordination of pest management activities contained within this Plan.
Monitoring and evaluation processes (including the measurement of actions against stated success criteria) are in place to ensure the effectiveness of the plan.
Any amendments to the plan will require its resubmission to the minister for approval, and the old plan will be replaced upon the adoption of the new one.
6.0 Conclusion
Maranoa Regional Council will use available resources to implement this Pest Management Plan. Actions associated with high priority pests will be implemented initially with other priority work to be done as time and budgetary constraints permit.
Prevention is generally recognised as a more cost effective method than containment or eradication. Consequently Maranoa Regional Council also places a high priority on actions associated with hygiene management and awareness.
Maranoa Regional Council will continue to work with a range of stakeholders to implement this Plan and will undertake a regular review of actions, including how they are meeting the operational objectives through the stated success indicators.
APPENDIX ONE
Pest Plants and Animals Maranoa Regional Council
Common Name |
Scientific Name |
African Boxthorn |
Lycium ferocissimum |
African Love Grass |
Eragrostis curvula |
Asparagus Fern |
Asparagus aethiopicus ‘Sprengeri’ A. africanus and A. plumosus |
Bathurst Burr |
Zanthium spinosum |
Carp |
Cyprinus carpio |
Castor Oil Plant |
Ricinus communis |
Cats Claw Vine |
Macfadyena unguis-cati |
Cotton Tail |
Froelichia floridana |
Cumbungi |
Ttpha spp. |
Dingoes |
Canis familiaris dingo |
European fox |
Vulpes vulpes |
European rabbits |
Oryctolagus cuniculus |
Feral goat |
Capra hircus |
Feral pig |
Sus scrofa |
Fire Weed |
Senecio madagascariensis |
Giant Rat’s Tail Grass |
Sporobolus pyramidalis and S. natalensis |
Green Cestrum |
Cestrum parqui |
Harrisa Cactus |
Eriocereus spp. |
Honey Locust |
Gleditsia tricanthos |
Lantana |
Lantana camara |
Lippia |
Phyla canescens |
Locusts |
Chortoicetus terminifera, Locusta migratoria, Austracris guttulosa |
Mesquite |
Prosopis glandulosa, P. pallid and P. velutina |
Mexican Poppy |
Argemone ochroleuca. |
Mice |
Mus domesticus |
Mimosa |
Acacia farnesiana |
Mother-of-Millions |
Bryophyllum spp. |
Noogoora Burr |
Xanthium occidentale |
Parkinsonia |
Parkinsonia aculeate |
Parthenium |
Parthnium hysterophorus |
Paterson’s Curse |
Echium plantagineum |
Pimelea |
Pimelea elongate |
Prickly Acacia |
Acacia nilotica |
Prickly Pear |
(includes Velvety Tree Pear and Common Pest Pear) Opuntia stricta, O. tomentose |
Rabbit / Hare |
Oryctolagus cuniculus |
Rubber Vine |
Cryptostegia grandifilora |
Saffron Thistle |
Carthamus lanatus |
Salvinia |
Salvinia molesta |
Thornapples |
Datura spp. |
Tiger Pear |
Opuntia aurantiaca |
Turnip Weed |
Rapistrum rugosum |
Water Hyacinth |
Eichhornia crassipes |
Water Lettuce |
Pistia stratiotes |
Officer Report
Meeting: General 23 October 2013 |
Date: 15 October 2013 |
Item Number: L.3 |
File Number: D13/48929 |
Subject Heading: Cat Registration
Classification: Open Access
Name of Applicant: Kay Crosby
Location: Roma
Author & Officer’s Title: Sandra Crosby, Manager - Environmental Health, Compliance & Waste
Executive Summary: Council has recently been advised that State Government have implemented repeal of State mandated cat registration.
|
That Council decide by resolution:
That Maranoa Regional Council will not continue registration of cats therefore will not be a ‘declared’ Council for such purpose.
|
Body of Report:
The newly introduced Agriculture and Forestry Legislation Amendment Bill 2013, introduced by Minister McVeigh in May and passed on 10 September 2013 received Assent on Monday 23 September 2013. Councils have 28 days (due on 21 October 2013) in which to resolve that they are a declared local government for the purposes of continuing cat registration.
It is intended that despite the repeal of cat registration requirements under the Act, local governments will have the choice of enacting local laws requiring cat registration pursuant to the local law making power conferred under section 28 of the Local Government Act 2009.
Maranoa Regional Council’s Local Law No. 2 (Animal Management) 2011 , allows for the registration of cats, Schedule 1 Prohibition on keeping animals, Column 1 Section 2 - Cat, Column 2 Circumstances in which keeping of animal or animals is prohibited (a) more than 2 cats over the age of 3 months on an allotment in a designated town area.
(b) more than 1 cat over the age of 3 months on multi-residential premises.
As the twenty eight day period falls prior to the next Council meeting, it is proposed that after discussions at Council’s workshop on Wednesday 16 October 2013, a letter be sent to the Minister’s office that it will not be a ‘declared’ Council in accordance with cat registrations, and further, that such option will be tabled at the next General Meeting of Council to be held on Wednesday 25 October 2013, for resolution by Council.
Consultation (internal/external):
Erica Wilson – Senior Compliance Officer Local Government Association Queensland
Risk Assessment (Legal, Financial, Political etc.):
Legal and Political – not advising Department Agriculture Fisheries and Forestry of being declared or not declared Council.
Policy Implications:
Implications by not advising of Council status for the next twelve month period
Financial Resource Implications:
Nil
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.3.5(a) To undertake Council’s regulatory function in relation to the keeping and control of animals in a humane, consistent and responsible manner in the interests of the maintaining community standards and wellbeing.
Supporting Documentation:
Nil
Report authorised by:
Robert Hayward, Director- Development, Facilities & Environmental Services
Officer Report
Meeting: General 23 October 2013 |
Date: 18 October 2013 |
Item Number: L.4 |
File Number: D13/50044 |
Subject Heading: Stock Route/Reserves Advertising Agistment
Classification: Open Access
Name of Applicant: Rural Services
Location: Roma
Author & Officer’s Title: Damian Bougoure, Coordinator-Environmental Health
Executive Summary: Council has received applications (19) from landholders seeking to graze land within this Region. Applications have been for Reserves and various parts of the Stock Route network for cattle grazing purposes as fodder source become scarce on their own land.
|
That Council advertise the identified relevant land located on its stock route network, seeking landholders to make application for agistment.
|
Body of Report:
Due to prevailing weather conditions experienced in this Region, Council has received applications (19) from landholders seeking to graze land within the Maranoa Region. At this time, Council has not advertised any land for grazing purposes however landholders are experiencing extreme conditions as fodder becomes scarce. Applications have been for Reserves and various parts of the stock route network for cattle grazing purposes as fodder source become depleted on their own land.
The Minister for Department of Agriculture Fisheries and Forestry has drought declared part of the Maranoa Regional Council area – west of the Carnarvon Development Road from the southern end of the shire around to the west, north-west back to the northern side of the Roma to Taroom Road. The majority of the applications are located within the declared drought area. Those applications that are not located in this area, are being considered on an individual basis and may be granted grazing rights if the applicants property has been assessed as individually drought declared.
Land Management Officer have completed inspections of appropriate land, to identify pasture quantity and condition, water availability, stock control and public safety requirements.
Applications that depict areas identified as Primary or Secondary Routes in accordance with the Land Protection (Pest and Stock Route Management) Act 2002, have been declined at this time, as these areas are being preserved for travelling stock. The exception to this guide is when fodder has been assessed as being more than what is required to be reserved for travelling stock.
Land to be advertised:
Westgrove Reserve – north of Injune
Injune Reserve – circum navigate Injune township (numerous lots)
Doughboy Reserve – north west of Injune
Waroonga Reserve – north east of Mitchell
Pegleg Reserve – north of Mitchell
Pegvale Reserve(Dry Reserve – north Mitchell)
Twenty-Two Mile Reserve – north Mitchell
Komine East Road Reserve – south of Injune
Consultation (internal/external):
Kay Crosby – Manager Environment Health Compliance & Waste
Robert Hayward – Director Planning
Risk Assessment (Legal, Financial, Political etc.):
Political – feedback to Councillors from landholders that may not be located within the drought declared area, or people that are not landholders (however own stock)
It is expected there will be no legal and or financial risk, so long as the decision making process is aligned with Land Protection (Pest and Stock Route Management) Act 2002.
Policy Implications:
It is expected that there will be no policy implications by implementing advertising.
Financial Resource Implications:
Providing agistment of Council managed land is a positive financial benefit to Council
Link to Corporate Plan:
Corporate Plan 2009-2013 —
8.3.4(a) To administer Council’s regulatory function in relation to our natural
environment in the interests of protection
and responsible management that enhances the rural industry.
Supporting Documentation:
Nil
Report authorised by:
Sandra Crosby, Manager - Environmental Health, Compliance & Waste
Robert Hayward, Director- Development, Facilities & Environmental Services
Officer Report
Meeting: General 23 October 2013 |
Date: 21 October 2013 |
Item Number: L.5 |
File Number: D13/50125 |
Subject Heading: Proposal to purchase a Christmas tree for main street - Commerce Roma
Classification: Open Access
Name of Applicant: Commerce Roma
Location:
Author & Officer’s Title: Ryan Gittins, Coordinator - Economic Development
Executive Summary:
In Correspondence dated 18 October 2013, Commerce Roma requested Council’s support for the proposed Roma Christmas Tree Project. This cash and in-kind assistance will help to facilitate the purchase, installation, removal and subsequent storage of the Christmas tree. In addition to this assistance, Commerce Roma has also requested public liability coverage for the period that the tree is on display.
|
That Council:
A. Approve financial assistance totalling $6600 ($5000 cash & $1600 in-kind) for the Roma Christmas Tree project. B. Investigate a suitable location for the tree (subject to consultation with Commerce Roma). C. Advise Commerce Roma that Council’s public liability insurance will indemnify Council only and, D. Recommend that Commerce Roma arranges its own public liability insurance to cover any activities that are outside of the scope of installation & removal (if applicable).
|
Body of Report:
Commerce Roma has requested Council’s assistance to help facilitate the proposed Roma Christmas Tree project. In correspondence dated 18 October 2013, Commerce Roma outlined how this project would benefit business owners and the broader community, by:
· Creating a festive atmosphere for the whole community,
· Creating a drawcard for community members to come to the retail precinct and encourage them to shop locally,
· Potentially increasing visitors and atmosphere, and therefore increased trade in the lead up to Christmas,
· Instilling a sense of local community pride and harmony, and
· Renewing enthusiasm and support for local businesses.
It has been proposed that Council commits financial assistance to purchase a 5m outdoor Christmas tree. Please refer to the table below for the proposed cost breakdown:
Christmas tree – incl decorations and lights |
$5489 |
Freight (Ultimo NSW to Roma QLD) *estimate |
$660 |
Installation & removal expenses |
$1600 (estimate) |
Project total |
$7749 |
|
|
Maranoa Regional Council contribution |
$6600 ($1600 in-kind) |
Commerce Roma contribution |
$1149 |
It is proposed that the tree is to be located in the empty garden bed outside the National Australia Bank branch on the corner of Hawthorne and McDowall streets. It has been stated that the final location is subject to additional research and consultation.
Additional Considerations
Public Liability
Council’s public liability insurance policy covers Council for negligence directly resulting from its activities. If Council staff installs the tree our insurance policy will cover any damages that may be directly linked to its installation. Council’s insurance policy does not cover damages that may result from interference by external members.
Power
The only garden bed in the vicinity of a power box is located on the corner of McDowall and Arthur Streets, outside the chemist. This power box is owned by the Easter in the Country Committee and its use would be subject to their approval.
No power is available at the proposed site, outside the NAB branch on McDowall St. The author has requested a works quotation from Ergon Energy for the installation of a power box in this location (ref: 841914). At the time of writing it is unknown what the financial ramifications would result however, this project would involve underground works and therefore significant expenditure.
The applicant suggested that a portable generator may alleviate the concerns as stated above. Council’s Manager – Environmental Health informed the author that a generator cannot be run in the street/footpath on a semi-permanent basis due to noise and emissions pollution.
Parks and Gardens
Council’s Coordinator – Parks and Gardens, has received plants to fill the vacant garden beds in McDowall St. An endorsement to place the Christmas tree in one of the McDowall St garden beds would conflict with the Parks & Gardens Unit’s work plan.
The installation of a Christmas tree in McDowall or Arthur Streets would impact the hedges currently located in the garden beds. The tree is approximately 2.5m in diameter with a clearance height of 5-10cm. The hedges/undergrowth in these garden beds would need to be removed to permit the placement of a Christmas tree.
Alternative Location
It has been suggested that the tree could be located in All-Saints Parish land on corner of McDowall & Quintin St. Although this site is removed from the central business district, it is an alternative (potential) location for the Christmas tree(subject to All-Saints approval). Council would be required to reimburse the parish for electrical costs associated with the Christmas tree lighting.
Alternative Funding
Due to the urgency surrounding the purchase of the Christmas Tree, and at the specific request of Commerce Roma Executive Officer, this matter has been presented to Council for consideration at its meeting of 22 October 2013.
Had time been more available, Council may have encouraged Commerce Roma to apply for a Community Grant, as a more effective way of empowering the community to self determine.
Consultation (internal/external):
Ed Sims, Manager - Major Projects, Economic Development & Tourism
Katrina Marsh, (Acting) Manager – Community Development
Kay Crosby, Manager – Environmental Health
Konrad Crawford, Coordinator – Parks & Gardens
Jo Horsfall, Coordinator – Property & Legal
Ian Allen, Maintenance Supervisor
Fr. Collins – All Saints Parish
Sharyn Garrett – Commerce Roma
Barry Reid – Ergon Energy
Commercial Christmas – tree supplier
Jenny Dooley – Jardine Lloyd Thompson
Risk Assessment (Legal, Financial, Political etc.):
If Council was to endorse this proposal it is reasonable to expect similar requests from other regional towns. The tree that has been quoted within Commerce Roma’s proposal is a one-off second hand tree. MRC has requested a quote for additional supply of Christmas trees for regional towns, amounting to $4900 per tree (excluding transportation, installation and removal fees). If this project was adopted on a regional basis expenditure would exceed $30,000.
Policy Implications:
Nil
Financial Resource Implications:
$5000 cash contribution – purchase of the Christmas tree
$1600 in-kind contribution for installation/removal (labour & plant fees)
To be redistributed from existing items in the Economic Development budget (potentially the regional business register).
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.1(b) To facilitate the provision of support initiatives for existing businesses and industry in the interest of maintaining and developing the regional economy.
Supporting Documentation:
1View |
Commerce Roma's Proposal to MRC for Christmas Tree - 18 Oct 2013 |
D13/50546 |
2View |
Commerce Roma - Christmas Tree Quote - 18 Oct 2013 |
D13/50547 |
3View |
Commercial Christmas - Additional Quote for Christmas Tree Project - 18 Oct 2013 |
D13/50548 |
Report authorised by:
Edward Sims, Manager - Major Projects, Economic Development & Tourism
Commercial Christmas - Additional Quote for Christmas Tree Project - 18 Oct 2013 |
Quotation
Maranoa
Regional Council 15th
October 2013
ROMA COMMUNITY ARTS
CENTRE
Quotation No:353513
38-44 Hawthorne Street Roma QLD 4455
Postal Address: P.O Box 42 MITCHELL QLD 4465
P: 1300 007 662
M: (04) 2843 8085 F: (07) 4624 6990
Email: Katrina.Marsh@maranoa.qld.gov.au
Web: www.maranoa.qld.gov.au
Item Description Qty Location Unit Amount
Christmas Tree Purchase Package 20ft and 14ft Outdoor Christmas Tree’s
CTEXT20 20Ft Feature Outdoor Christmas tree 1 Maranoa Council ea $ 12,990.00
Steel Framed with stabilisers
Fully Decorated With Baubles, Stars,
Candy Canes and 120m Commercial Grade
Fairy Lighting LED Lighting
CTEXT14 14Ft Feature Christmas tree 1 Maranoa Council ea $ 4,990,00
Steel Framed with stabilisers
Fully Decorated With Baubles, Stars,
Candy Canes and 120m Commercial Grade
Fairy Lighting LED Lighting
Both Christmas tree’s as Package Deal $ 15,990.00
Freight for both Christmas trees 8 Pallets $
Officer Report
Meeting: General 23 October 2013 |
Date: 21 October 2013 |
Item Number: L.6 |
File Number: D13/50311 |
Subject Heading: Request for Council support - Gift of Giving Campaign
Classification: Open Access
Name of Applicant: The Western Star
Location:
Author & Officer’s Title: Ryan Gittins, Coordinator - Economic Development
Executive Summary: In correspondence dated 21 October 2013, The Western Star has requested Council support for their Gift of Giving Campaign. The requested insurance coverage, festive lighting and road closure would enable the Lions Club to hold its annual Christmas Carnival in McDowall St.
This project is complementary to Commerce Roma’s proposal to purchase a Christmas tree for the McDowall St precinct as both projects aim to create a festive atmosphere and increase local business patronage.
|
That Council:
A. Provide in-kind support for the proposed McDowall St closure – 6pm to 9pm Thursday 5 December 2013. B. Cover electricity costs associated with the operation of the festive lighting. C. Advise The Western Star and/or Lions Club that Council’s public liability insurance will indemnify Council only and, D. Recommend that The Western Star and/or Lions Club arrange their own public liability insurance to cover any activities that are outside of the scope of the road closure (as applicable). |
Body of Report:
Council received correspondence from The Western Star on 21 Oct 2013 relating to their request for Council’s support of the upcoming Christmas events. The Gift of Giving campaign and Lions Christmas Carnival complement Commerce Roma’s Christmas tree proposal as all projects aim to create a festive atmosphere in Roma.
Council’s Maintenance Supervisor has advised the author that the over-head festive lighting is a permanent fixture in McDowall St. MRC’s financial liability with regards to the lighting request would be limited to electricity expenses.
Council’s public liability insurance policy covers Council for negligence that directly results from its activities. Insurance coverage applies to damages that directly result from the conduct of the road closure and/or Council infrastructure. Council’s insurance policy does not cover damages that may result from other activities (the street carnival) and/or interference by external members. It is recommended that The Western Star and Lions Club secure additional insurance to cover any additional activities that are outside of the road closure scope.
Consultation (internal/external):
Ed Sims, Manager – Major Projects, Economic Development & Tourism
Katrina Marsh, (Acting) Manager – Community Development
Ian Allen – Maintenance Supervisor
Karin-ane King, The Western Star
Jenny Dooley, Jardine Lloyd Thompson
Risk Assessment (Legal, Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource Implications:
Road closure - approximately $2500.
To be allocated to Roma Community Development – General Operations GL 03873.0431.0506
Expenses related to festive lighting (one month duration) is estimated to be less than $1000.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.1(a) To proactively identify and encourage actions which facilitate the sustainable development of the regional economy.
Supporting Documentation:
Nil
Report authorised by:
Edward Sims, Manager - Major Projects, Economic Development & Tourism
Officer Report
Meeting: General 23 October 2013 |
Date: 22 October 2013 |
Item Number: L.7 |
File Number: D13/50381 |
Subject Heading: Request for Sponsorship
Classification: Open Access
Name of Applicant: Puddy Chandler & Susie Ferrier on behalf of the Maranoa Community
Location: Roma
Author & Officer’s Title: Kelly Rogers, Coordinator - Elected Members & Community Engagement
Executive Summary: Council has been approached to sponsor costs associated with meals for participants attending a practical course in effective living. The Course titled “The Centre Within” will be presented by Helen Everingham on 2 – 3 November 2013 in Roma. |
That Council consider the request to sponsor the event, including associated requested costs.
|
Body of Report:
Puddy Chandler & Susie Ferrier have arranged for a personal development course to be held in Roma on 2 – 3 November 2013 at the Santos Boardroom, 80 McDowall Street Roma. The 2 day course is open to all residents, and will be delivered by motivational speaker Helen Everingham.
The personal development course “The Centre Within” provides attendees practical and inspirational tools to help people achieve personal goals, and live a happy and fulfilling life.
Helen visited the region a few years ago as part of the “Tie up the Black Dog Forum” in Roma, a forum focused on assisting those who suffer, or know someone suffering, from Depression and Bipolar Disorders.
SANTOS GLNG Project is sponsoring the event by way of contributing funds towards the registration costs, enabling participants to attend the course at a cost of $150 per person, rather than the regular cost of $390 per person.
It has been requested that Council consider sponsoring the meal costs for attendees to the value of $750 (This figure is based on 30 participants attending at $12 per head for the two days - Lunch).
A verbal quotation has been obtained from the Royal Hotel for catering arrangements. The additional $30 requested is to cover the costs to supply morning & afternoon tea.
Sponsors will receive public recognition for their contribution, both at the event, and as part of any post media articles produced.
A copy of the registration brochure and received request is attached for Councillors’ review.
Consultation (internal/external):
Julie Reitano – Chief Executive Officer MRC
Puddy Chandler
Risk Assessment (Legal, Financial, Political etc.):
Sponsorship of the event provides Council an opportunity to support community education and well being.
Policy Implications:
The request does not meet the guidelines under Council’s Community Grants Program Guide.
Financial Resource Implications:
$750 for contribution to lunch & morning tea costs for the 2 day course.
The requested amount can be accommodated if approved under the 2013/14 Budget.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.1.1(a) To undertake all governance functions and activities in a professional manner promoting corporate ethics and integrity and informed decision making practices so as foster an operating environment advocating fairness, equity and consistency.
Supporting Documentation:
1View |
Brochure - The Centre Within |
d13/50532 |
2View |
Email of Request - Puddy Chandler |
d13/50537 |
Report authorised by:
Officer Report
Meeting: General 23 October 2013 |
Date: 22 October 2013 |
Item Number: L.8 |
File Number: D13/50556 |
Subject Heading: Council appointment to the Board of Southern Queensland Country Tourism Ltd
Classification: Open Access
Name of Applicant:
Location:
Author & Officer’s Title: Edward Sims, Manager - Major Projects, Economic Development & Tourism
Executive Summary:
The articles of association of Southern Queensland Country Tourism Ltd affirm that five local government representatives will be appointed to the board of directors. At each subsequent Annual General Meeting it is decided by ballot which two will stand down to make way for other member Councils.
Cr David McMahon of Goondiwindi Regional Council has stood down, and it has been informally agreed by Balonne and Goondiwindi Regional Councils that Cr Price will replace him for the period 2013 to 2015.
Council’s formal nomination for Cr Price is now requested.
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That Council:
1. Nominate Cr Price to the Board of the Southern Queensland Country Tourism Ltd (SQCT) for the period 2013-15; and
2. Authorise Council’s Chief Executive Officer to submit a nomination to the SQCT Annual General Meeting prior to 18 November 2013.
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Body of Report:
As per Executive Summary.
Consultation (internal/external):
Mayor Robert Loughnan
Cr Ree Price
CEO Julie Reitano
Risk Assessment (Legal, Financial, Political etc.):
Nil
Policy Implications:
Nil
Financial Resource Implications:
Details of expenses associated with board membership have not been determined at this time.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.4.2(a) To identify and implement actions that facilitates the development of the regional tourism industry.
Supporting Documentation:
1View |
2013 SQCT AGM Notice to MRC |
D13/50545 |
2View |
2013 SQCT AGM Invitation |
D13/50554 |
Report authorised by:
Officer Report
Meeting: General 23 October 2013 |
Date: 19 October 2013 |
Item Number: L.9 |
File Number: D13/50098 |
Subject Heading: Organisational Structure
Classification: Open Access
Name of Applicant: N/a
Location: N/a
Author & Officer’s Title: Julie Reitano, Chief Executive Officer
Executive Summary: A report was tabled for Council’s consideration at its meeting on 25 September 2013. The proposals were considered, and a significant staff engagement / consultation process was undertaken. In parallel, a community meeting with Surat residents was attended with Councillors, to seek input into the shaping of the proposed replacement role for Surat.
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That Council:
1. Note the feedback received on the proposals;
2. Approve the return to 5 Local Development Officers (formerly known as Community Development Coordinators) and the adjustment to the budget be included in the next review;
3. Endorse the immediate advertising for the Local Development Officer – Surat reflecting the community’s priorities in the position description;
4. Undertake community engagement with the Injune community with respect to their priorities for the Local Development Officer - Injune.
5. Endorse the summarised 4 tier organisational structure included within the report;
6. Approve the advertising for the additional position titled Associate to the CEO, and that the budget be amended prior to appointment.
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Body of Report:
Council considered a number of matters raised for discussion at its meeting of 25 September.
Extensive staff engagement / consultation with affected team members has occurred, as well as consultation with the Surat community (with respect to Community Development).
A summary of the consultation outcomes, together with any changes (resulting from the consultation process) is outlined below.
1. Replacing the Director Community & Commercial Services with Director Corporate, Community & Commercial Services
The recruitment process is continuing on this basis, and there have been no additional areas of concern raised.
Still Recommended (As Originally Endorsed by Council)
It is proposed to split/allocate Specialists, Managers and Coordinators between the Office of the CEO and the new Director on the following basis.
Office of the CEO &
Corporate, Community & Commercial Services
Level 1 Directorate (Director) |
Level 2 Department (Manager or Specialist) |
Level 3 Work Unit (Coordinator or Specialist) |
Office of the CEO
Associate to the CEO
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Office of the CEO Coordination |
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Organisational Development Specialist – Noela Ward |
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Human Resources
Manager – Don Wells |
Payroll Services Coordinator – Mark Farnham |
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HR/Recruitment Services Coordinator – Sam Pugsley |
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Workplace Health & Safety Coordinator – Ollie Dowd |
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Employee Training & Competency Coordinator – Ben Knight |
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Human Resources Support & Administration Emily Humphreys |
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Strategic Finance Specialist – Claire Alexander |
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Authority/Trim Improvement Project Specialist – Geof Robinson |
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Sharepoint Project Specialist – Erwin Tsai |
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Corporate, Community & Commercial Services
Director – New
Coordinator
(Incorporating Support to Administration, Financial Operations, Backup to Customer Service)
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Office of Director (CCCS) |
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Grants Coordination (Council & Community) Specialist – Sue Sands |
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Administration & Information Services
Manager – Dale Waldron |
Corporate Communications Coordinator – Jane Frith |
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Elected Members & Community Engagement Coordinator – Kelly Rogers |
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Information Management Coordinator - New |
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Information Technology Coordinator – Grant Wedlake |
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Rates Coordinator – Dana Harrison |
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Cemeteries Administration * (Refer Note Below Table) (Included in role of Manager) |
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Financial Operations
Manager – Alan Marchant |
Accounting Services Coordinator – Belinda Hayward |
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Accounts Payable Coordinator – Katrina Dixon |
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Debtors Coordinator – Debbie Gelhaar |
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Procurement Coordinator – Jeanette Pearce |
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Customer Service Facilitation Manager – Sam Thrupp
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Customer Service |
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Customer Service Support & Administration Support Officer – Kaitlyn Campbell |
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Level 1 Directorate (Director) |
Level 2 Department (Manager or Specialist) |
Level 3 Work Unit (Coordinator or Specialist) |
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Community Services
Manager – Julie Neil |
Community Care Coordinator – Annette Gallagher |
Community Support Officer Ania Harnden |
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Coordinator Family Support Helen Brindley |
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Aboriginal Family Violence Prevention Legal Service Coordinator – Nicholas Cedric-Thompson |
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Healthy Communities Officer Natalije Pearn |
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Housing Coordinator – Margaret Langton |
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Community Services Support & Administration Support Officer - Bree-Anna Kupfer |
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Saleyards Manager – Terry Hyland |
Saleyards |
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Quarry Manager – Dave Grace
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Quarry (Roma)
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Airports (Roma, Injune, Surat, Mitchell)
Manager – Ben Jones |
Operations Coordinator – Richard Otto |
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Airports Support Officer – Christina Tincknell |
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Commercial Services Support & Administration Potential Specialist Position (Including Back-up Support to Community Services) |
* Of particular note in the table is the recognition of Cemeteries Administration as a separate function under Administration & Information Services. Under new processes being rolled out internally, the steps are significantly streamlined by ensuring that less people are involved. This will increase the consistency and quality of the service provided by Council to families who have lost loved ones. Under the new arrangements, the Manager will follow the process from the initial application through to burial.
2. & 3. Transitioning to a single Manager Community Services.
There was some disappointment amongst the team members to be losing the current manager when her contract finishes. However, overall the team was supportive and excited at the opportunity to blend economic and community development. An appreciation of the changing scope of Social Services is now shared amongst the team.
Still Recommended (As Originally Endorsed by Council).
4. & 5. Changes to the Aboriginal Family Legal Service Southern Qld Organisational Structure
The reporting structure has been changed (Specialist reporting to Manager), and the Attorney-General's Department has been advised of Council’s plans not to retender.
Actioned (As Approved by Council)
6. & 7. Rural Housing Service Centre (RHSC) and the New Era of Community Care.
Information noted - workshop briefing provided to Council for Community Care.
No further action required at this time.
8. Community Development Coordinators
This created the most discussion and feedback from amongst the team. The three key areas of discussion were:
(a) The loss of the title ‘coordinator’ and concern that this was a ‘demotion’ and might impact salaries etc.
It was clarified with the team that there is no intention of altering salary levels. However there was an organisational need to clarify titling for consistency. We are progressively converting all position titles so that there is specific meaning to them, irrespective of which department or directorate the position is in. Standardised titles are:
- CEO
- Director
- Manager
- Coordinator
- Specialist
- Support Officer
In the case of Coordinator, the aim is to limit use of this title to positions who are Work Unit/Team Leaders – responsible for a distinct function within Council.
(b) The separation of Arts & Culture, and Sport & Recreation from Community Development.
The team sees each of these functions as part of the broader term of Community Development. Whilst there was some appreciation for the Community & Customer Services’ aspects of Council’s libraries, the team saw Arts & Culture and Sport & Recreation as predominantly a Community Development function also. It did however again reinforce the confusion resulting from a mix of Regional Coordinators (for functions like Arts & Culture and Sport & Recreation) and Local Community Development Coordinators.
(c) Concerns about the potential inclusion of additional functions under Tourism, when the position has only recently been recruited.
The final recommendation to Council addresses this particular aspect, by recruiting for a new Work Unit leader/Coordinator based on the requirements of the restructured role. Funding will be available, given that the Manager position is not being replaced.
Results of community consultation with Surat
The community members identified 3 key skills for a new recruit:
- Ability to liaise with community groups
- Good facilitation skills (to work with different stakeholders to deliver services on the ground)
- Flexibility to adapt to the community’s needs as they may change over time.
The general feel from the community was that the person needs to be passionate about helping communities. Whilst it was recognised that the successful applicant can’t be required to live in a particular town, this was identified as the ideal scenario, so that the person could become part of the community.
The Surat community’s priorities for the position include:
- Youth
- Tourism
- Grant Application Writing Assistance
- Sport & Recreation
- Events
- Communication (e.g. Community Newsletter Service and Communication with Regional Coordinators)
- Community Liaison Generally (as needs arise)
General Observations following receipt of feedback to date re Community Development
In listening to the teams and the community representatives, and in line with one of our goals for this term of Council, we want to get the balance right between regional coordination and local delivery, and get clarity of the roles between each.
It would appear that a model addressing all of these issues would look like this...
There are some significant (additional) advantages to this model:
1. Economic & Community Development will be part of the same Directorate as Facilities. This will strengthen organisational relationships between the two areas (e.g. Regional Sport & Recreation needs to work closely with the Facilities Department with regard to leases and management agreements).
2. The current Manager Facilities has qualifications in Community Development so this will provide an additional, valued set of skills that the Director will be able to draw from – particularly in relation to the linkages between Facilities and Community Development.
3. In the smaller towns, it is recognised that a specialist resource for each of the areas is not an affordable option. However, this model gives each of the front-line resources (Local Development Officers) access to specialist / additional support and assistance.
4. In the smaller towns, this will remove the ‘demarcation’ between Directorates and Departments, and enable the officer to work across all Development areas depending on the need at the time.
5. The model embraces the broader view of ‘development’ – i.e. not just about bricks and mortar, but also what it means to create livable communities – where people want to live and visit.
6. The model is cost effective as it has a Coordinator that ‘coordinates’ the activities of the 5 officer team. It also retains the concept of 5 officers, as it is a resource that Council and each of the communities values.
7. Accountability is clear – as there is no longer a ‘floating’ lead responsibility depending on the activity.
8. It removes any overlap between activities previously undertaken by two separate Departments under two separate Directorates (Economic Development & Tourism vs Community Development)
With the Work Program structure in place, it will ensure that there is clear responsibility for implementation of tasks for regional coordination and local service delivery; and provide clear reporting lines.
Corporate Communications
One of the other interesting points that came out of the Surat consultation is the value placed on the community newsletter previously coordinated by Nicola.
We have been working over the last few months on the concept of an e-bulletin for each of the localities – again aimed at providing local communities with information that is of interest to them. The framework has been set up for:
- Surat & Surrounds
- Mitchell & Surrounds
- Injune & Surrounds
- Yuleba & Surrounds
- Wallumbilla & Surrounds
- Roma & Surrounds
This is a perfect opportunity for each of the Local Development Officers to drive the local e-bulletin development, and work with the Corporate Communications team to source information from other Departments about projects and activities happening in the local area. This will provide the Development Officers with access to the status of key projects of importance to the community.
9. Movements within Positions (Tourism & Community Development)
In the previous report it was noted that there are 2 vacancies at present. Now that the consultation is significantly progressed, it is a firm recommendation that all 5 positions be retained in the structure and that recruitment commence immediately for the vacant Surat position.
Surat Vacant
Injune Vacant
Mitchell Bronwyn Moore Acting (For Jane Fenton’s
Maternity Leave)
Yuleba/Wallumbilla Penny Howland
Roma Julia Marr
It is proposed that the same consultation process be undertaken for Injune prior to that recruitment commencing so that Council can seek input on the community’s priorities for the position.
10. Structural Anomolies within Community Development
The model as presented removes the previous anomalies where 5 individual coordinators, each pursuing consistent goals were reporting to a Manager, rather than functioning as a Work Unit/Team.
11. Multiple Managers for the Departments formerly known as ‘Social Development’ (now Social Services) and ‘Community Development’
The model as presented provides for a single manager under the Director Corporate, Community & Commercial Services. The service/program provision aspects currently ‘titled’ Social Services, will be renamed Community Services (e.g. Community Care, Community Support etc). The Development functions will be merged with Economic Development (i.e. Economic & Community Development).
12. The Organisation of Council & Community Events
The consultation process identified that there are two types of events:
- Hosted/Travelling Events
- Council Events
It is the intention that hosted and travelling events will still form part of Arts & Culture coordination.
Council events will be delivered locally, but coordinated regionally where there is a risk of duplication of effort. For instance, we do not want to return to the days when 5 different advertisements were included in the paper for Australia Day. The overall coordination responsibility will rest with one person, but each of the local officers will be accountable for their part in the process.
The transfer of civic events to this area was generally welcomed. The Executive Services area will contribute information – e.g. guest lists. As they’ve identified there will be some work to do to clarify roles and responsibilities, but these are not significant issues.
By having all events in a centralised area, it is hoped that Council will be able to progressively develop an Events Management Plan that can be finetuned over time. It will provide the basis for continuous improvement, and irrespective of staff movements, the corporate knowledge will be retained.
A summary of the structure is included on the next page.
Summary of Structure
Level 1 Directorate (Director) |
Level 2 Department (Manager or Specialist) |
Level 3 Work Unit (Coordinator or Specialist) |
Team
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Office of the CEO
Associate to the CEO (New)
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Office of the CEO Coordination |
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Organisational Development
Specialist – Noela Ward
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Human Resources
Manager – Don Wells |
Payroll Services Coordinator – Mark Farnham |
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HR/Recruitment Services Coordinator – Sam Pugsley |
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Workplace Health & Safety Coordinator – Ollie Dowd |
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Employee Training & Competency Coordinator – Ben Knight |
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Human Resources Support & Administration Emily Humphreys |
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Strategic Finance Specialist – Claire Alexander |
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Authority/Trim Improvement Project Specialist – Geof Robinson |
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Sharepoint Project Specialist – Erwin Tsai |
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Corporate, Community & Commercial Services
Director – New
Coordinator – (Incorporating Support to Administration, Financial Operations, Backup to Customer Service)
|
Office of Director (CCCS) |
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Grants Coordination (Council & Community) Specialist – Sue Sands |
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Administration & Information Services
Manager – Dale Waldron |
Corporate Communications Coordinator – Jane Frith |
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Elected Members & Community Engagement Coordinator – Kelly Rogers |
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Information Management Coordinator - New |
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Information Technology Coordinator – Grant Wedlake |
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Rates Coordinator – Dana Harrison |
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Cemeteries Administration * (Refer Note Below Table) (Included in role of Manager) |
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Financial Operations
Manager – Alan Marchant |
Accounting Services Coordinator – Belinda Hayward |
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Accounts Payable Coordinator – Katrina Dixon |
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Debtors Coordinator – Debbie Gelhaar |
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Procurement Coordinator – Jeanette Pearce |
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Customer Service Facilitation Manager – Sam Thrupp
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Customer Service |
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Customer Service Support & Administration Support Officer – Kaitlyn Campbell |
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Community Services
Manager – Julie Neil
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Community Care Coordinator – Annette Gallagher |
Surat Community Care Facilitator – Susan Ware |
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Roma/Mitchell Community Care Facilitator – Johnwyn Radford |
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Wallumbilla Community Care Facilitator – Tania Hennessy |
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Childcare Robyn Crisp |
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Senior Administration Officer Stacey Mickelbourgh |
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Community Support Officer Ania Harnden |
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Coordinator Family Support Helen Brindley |
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Aboriginal Family Violence Prevention Legal Service Coordinator – Nicholas Cedric-Thompson |
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Healthy Communities Officer Natalije Pearn |
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Housing Coordinator – Margaret Langton |
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Community Services Support & Administration Support Officer - Bree-Anna Kupfer |
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Saleyards Manager – Terry Hyland |
Saleyards |
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Quarry Manager – Dave Grace |
Quarry (Roma) |
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Level 1 Directorate (Director) |
Level 2 Department (Manager or Specialist) |
Level 3 Work Unit (Coordinator or Specialist) |
Level 4 Team (Supervisor) |
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Airports (Roma, Injune, Surat, Mitchell)
Manager – Ben Jones |
Operations Coordinator – Richard Otto |
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Airports Support Officer – Christina Tincknell |
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Commercial Services Support & Administration Potential Specialist Position (Including Back-up Support to Community Services) |
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Development, Facilities & Environmental Services
Director – Rob Hayward
Coordinator – Gemma Lines |
Office of the Director (DFES) |
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Planning & Building Development
Manager – Danielle Pearn |
Planning Coordinator - New |
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Building Certification Coordinator – Mark Westbrook |
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Planning & Building Support & Administration Support Officer – Karen Herder |
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Economic & Community Development
Manager – Ed Sims |
Business Development Specialist – Ryan Gittins |
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Tourism Coordinator – Megan Swords |
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Local Development Coordinator – New |
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Libraries, Arts & Culture Coordinator – Jacqueline Burns |
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Sport & Recreation Coordinator – Fiona Vincent |
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Environmental Health, Compliance & Waste
Manager – Kay Crosby
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Environmental Health & Compliance Coordinator – Damian Bougoure |
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Waste Coordinator – Margie Milla |
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Environmental Health, Compliance & Waste Management & Support Support Officer – Kathy Jounquay |
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Facilities
Manager – Tanya Mansfield |
Bassett Park Facility Coordinator – Lloyd Waldron |
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Council Buildings & Structures Coordinator – Mandy Schneekloth |
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Property & Legal Officer |
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Facilities Management & Support Support Officer – Dee Schafer |
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Disaster Management** |
Coordination role included in Director’s role. |
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Infrastructure Services
Director - New
Coordinator – Sheree Hurle |
Office of the Director (IS) |
Infrastructure Program Funding Specialist – Cindy Irwin |
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Flood Mitigation Specialist (Project Manager) – Ross Drabble |
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Flood Recovery Specialist – Hamid Ashtari
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Infrastructure Planning & Design
Manager – Kym Downey |
Infrastructure Planning Specialist – Kylie Fleischfresser |
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Coordinator (Cross Council Work Team) - Asset Management |
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Infrastructure Safety, Quality & Environment Specialist – Cameron Hoffmann |
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Design (Technical Officer) Shirish Satdev |
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GIS/CAD (Technical Officer) Kim Edwards |
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Infrastructure Planning & Design Management & Support Support Officer – Clara Aitken
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Infrastructure Contracts & Engineering Services (CSG) Manager – Peter Weallans |
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** Included in the table, is the
formal inclusion of Local Disaster Coordination in Rob Hayward’s role. This
had originally intended to be a temporary arrangement, but given the change in
structure, Rob has indicated a willingness to have this included as a permanent
commitment.
Level 1 Directorate (Director) |
Level 2 Department (Manager or Specialist) |
Level 3 Work Unit (Coordinator or Specialist) |
Level 4 Team (Supervisor) |
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Roads & Drainage (North, East & Central) and Regional Parks & Gardens
Roads/Drainage Nth E Central / Parks
Manager – Julian McEwan |
Roads & Drainage (North & Central)
(Roma, Injune, Rural) Coordinator – Ted Scott |
Construction – Team 1 Supervisor – Soon to be Vacant |
Construction – Team 2 Supervisor – Hosted Employee |
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Construction – Team 3 Supervisor – John Mahoney |
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RMPC/Flying Gang Supervisor – Robert Peak |
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Injune Town Supervisor – Wendy Aldeman (Acting) |
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Maintenance (North & Central) Supervisor – Ian Allen |
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Roads & Drainage (East)
(Yuleba/Wallumbilla) Coordinator – Bob Dean (Acting)
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Construction – Yuleba/Wallumbilla Supervisor – Vince Jackson |
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Maintenance/RMPC – Yuleba/Wallumbilla Supervisor – Kerry Pearce (Acting) |
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Regional Parks & Gardens Coordinator – Konrad Crawford (Acting) |
Roma Parks & Gardens Supervisor – Eric Tucker (Acting) |
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Surat Parks & Gardens Leading Hand– Albert Burns |
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Mitchell Parks & Gardens Leading Hand – Terry Burns |
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Yuleba Parks & Gardens Leading Hand – Jesse Kuzma |
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Roads/Drainage Nth E Central / Parks Management & Support Support Officer – Jodi Birch |
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Roads & Drainage (South & West) and Regional Plant & Workshops
Roads/Drainage SW / Plant
Manager – Blue Gwydir |
Roads & Drainage (West) Coordinator – Ritchie Hamilton (Acting) |
Construction (West) Supervisor – Robert Doyle |
Maintenance – Team 1 Supervisor – Mark Dobbin |
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Maintenance – Team 2 Supervisor – Andrew Hughes |
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Maintenance – Team 3 Leading Hand – John Duncan |
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Roads & Drainage (South) Coordinator – Lauren Clanchy (Acting) |
Construction (South) Supervisor – Michael Clanchy (Moving from Maintenance) |
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Drainage Supervisor – Wayne Wehl |
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Maintenance Supervisor – Being Advertised Previously Michael Clanchy |
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Regional Plant & Workshops Coordinator – Martin Saunders |
Yuleba Workshop Supervisor – Jordan Tiley |
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Mitchell Workshop Supervisor – Des Horsfall |
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Roma Workshop Supervisor – Ian Coutts |
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Surat Workshop Supervisor – Max Walters |
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Roads/Drainage SW / Plant Management & Support Support Officer – Melissa Fleming |
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Water, Sewerage & Gas
Manager – Troy Pettiford |
Operations (Water, Sewerage & Gas)
Coordinator – Matt Liston |
Water/Sewerage – Mitchell Supervisor – Colin Cassell |
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Water – Yuleba Supervisor – Keith Cherry |
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Water/Sewerage – Surat Supervisor – John Alcock |
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Water/Sewerage/Gas – Roma/Injune Supervisor – Stephen Hill |
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Water, Sewerage & Gas Projects, Compliance & Laboratory Coordinator – Ben Godford
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Water, Sewerage & Gas Management & Support Support Officer – Jazz Lines |
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Consultation (internal/external):
· Katrina Marsh
· Julie Neil
· Fiona Vincent
· Julia Marr
· Penny Howland
· Jacqueline Burns
· Jane Fenton
· Bronwyn Moore
· Megan Swords
· Ed Sims
· Ryan Gittins
· Sue Sands
· Larissa Pears
· Community Development Team
· Community Meeting - Surat Community & Maranoa Councillors – Cr Wendy Newman, Cr Joy Denton, Cr Ree Price and Cr Jan Chambers
· Noela Ward
· Kelly Rogers
· Lauren Owen
· Elizabeth Elmes
· Dale Waldron
· Sam Thrupp
· Executive Management Team
Risk Assessment (Legal, Financial, Political etc.):
Nil
Policy Implications:
The report presents Council with a proposed amended Organisational Structure covering the top 4 levels.
Financial Resource Implications:
The report contemplates one additional position initially (Associate to the CEO) – it is envisaged that the position will be equivalent to a Coordinator level. The budget amendment will be processed through Council prior to appointment.
Further investigation is underway for the support requirements of the much larger Corporate, Community & Commercial Services Directorate. This will be separately tabled for consideration at a future meeting.
Link to Corporate Plan:
Corporate Plan 2009-2013 — 8.1.2(a) To provide and develop contemporary and professional human resource practices and functions in an environment that promotes Equal Employment Opportunity principles and recognises all employees in a fair and respectful manner.
Supporting Documentation:
1View |
Briefing Paper - Community Development |
D13/50612 |
Report authorised by: