AGENDA FNQROC BOARD MEETING NO. 139 09 December 2019 at 10:00 AM Civic Reception Room, Cairns Regional Council, 119-145 Spence Street, Cairns
1 Chairs Welcome & Acknowledgement of Traditional Owners 2 Apologies noted (Including Qld Premier for Oct & Dec 2019)
3 Board Presentations 3.1 10:10am: Activate! Queensland 20 Mins Mr Ian Lowth, Manager Sport & Recreation to provide a presentation re the new Activate Queensland strategy (15 Mins + 05 Mins Q&A)
3.2 10:35am: TTNQ Update 20 Mins Mr Mark Olsen, CEO TTNQ to provide an update on the new regional branding and intro to FNQROC (15 Mins + 05 Mins Q&A)
4 Confirmation of Previous Minutes
4.1 Minutes of Meeting held on 14 October 2019 Pages 1-11
5 Business Arising from Previous Minutes: 14 October 2019
Minute Action Responsible Number Person(s) Status 2672B ADD 5 Strategic Priorities review to FNQROC Carried post-LG Election agenda 2020 L Richardson over to April 2020 2686 D Irvine to develop a Study Scope for FNQROC See approval by the board in respect of D Irvine Agenda ROI over the life of existing dams, Item 11.1 including industry value to state and national economy and impact of water facilities/activities to the growth of the regional tourism industry.
2688a D Irvine to circulate DRAFT Federal FNQROC Complete Priorities for feedback and finalisation. D Irvine
2688b ALL Councils to review and finalise full ALL Councils Complete Briefing Papers on agreed priority projects.
2694 D Irvine to write a Letter of Support in FNQROC Complete relation to Croydon Housing D Irvine
2699 D Irvine to develop a briefing note in FNQROC Complete conjunction with Cr Bawden re D Irvine Location of Microwave Towers ahead of the upcoming FNQROC Mayoral Delegation to Canberra.
2701 L Richardson to RSVP to the NAA FNQROC Complete Invitation for all participating Mayors L Richardson
FNQROC Board Meeting No. 139 Monday, 09 December 2019 Page 1 of 3 6 Advocacy
6.1 Advocacy update from invited STATE member/s Verbal 6.1.1 Hon Curtis Pitt MP, Speaker & Member for Mulgrave
6.2 Advocacy update from FNQROC
6.2.1 FNQROC Mayoral Delegation Advocacy Report To be circulated separately 6.3 Advocacy update from FNQROC Council members
7 Strategic Operational Plan
7.1 Regional Road Investment Strategy (RRIS) DRAFT Verbal
7.2 Navua Sedge Select Committee Prospectus (Draft) Pages 12-27
7.3 Navua Sedge Select Committee Recommendations Pages 28-37
8 Discussion Topics
8.1 Nil to report
9 Incoming/Outgoing Correspondence (01 Oct – 30 Nov 2019)
9.1 Incoming Nil
9.2 Outgoing Nil 10 FNQROC Policy Review
10.1 Nil to report
11 FNQROC Reports and MOUs
11.1 Dam Study – Request for quote/Selection of successful Verbal consultant 12 Financial Statements
12.1 Profit & Loss Statement: Current to 29 November 2019 Pages 38-39
12.2 Balance Sheet: Current to 29 November 2019 Page 40
13 Meetings attended by FNQROC Executive Officer Page 41
14 Minutes of FNQROC Advisory Committees (01 Oct – 30 Nov ‘19)
14.1 FNQROC Animal Management TC (20/11/19) Available upon request 14.1 FNQROC NAMAC Meeting (21/11/19) Available upon request 14.2 FNQROC Planners Group Meeting (22/11/19) Available upon request
FNQROC Board Meeting No. 139 Monday, 09 December 2019 Page 2 of 3 14.3 FNQROC Waste Management Meeting (05/12/19) Available upon request 15 Confidential Meeting Minutes (01 Oct – 30 Nov ’19)
15.1 FNQROC Bitumen Reseal 2019/20 (06/11/19) Available upon request 15.2 FNQROC Regional Removal of Ferrous Metal (12/11/19) Available upon request 16 FNQROC Western Council Meeting Minutes & Resolutions
16.1 Nil
17 LGAQ Policy Executive Update (Standing Item) To be circulated separately 18 General Business
18.1 Impacts of the drought on the Dairy Industry (TRC) Pages 42-43
18.2 Future development of the Cairns University Hospital Pages 44-51
19 Next Meeting Date
2020 Proposed Meeting Dates are: - Monday 10th February 2020 - Monday 20th April 2020 (Incl. Infrastructure Australia Workshop) - Monday 08 June 2020 - Monday 10th August 2020 - Monday 12th October 2020 - Monday 14th December 2020
FNQROC Board Meeting No. 139 Monday, 09 December 2019 Page 3 of 3 MINUTES OF THE 138TH BOARD MEETING
MONDAY 14 October 2019 @ 09:00am at
Civic Reception Room, Cairns Regional Council, Cairns
REPRESENTATIVES: Cr Tom Gilmore, Mayor, Chair Mareeba Shire Council
Cr Bob Manning, Mayor Cairns Regional Council
Cr Jack Bawden, Mayor Carpentaria Shire Council
Cr John Kremastos, Mayor Cassowary Coast Regional Council
Cr Peter Scott, Mayor Cook Shire Council
Cr Trevor Pickering, Mayor Croydon Shire Council
Cr Julia Leu, Mayor Douglas Shire Council
Cr Warren Devlin, Mayor Etheridge Shire Council
Cr Ramon Jayo, Mayor Hinchinbrook Shire Council
Cr Joe Paronella, Mayor Tablelands Regional Council
Cr Ross Andrews, Mayor Yarrabah Aboriginal Shire Council
CEO’S: Mr John Andrejic, CEO Cairns Regional Council
Mr Mark Crawley, CEO Carpentaria Shire Council
Mr Bill Kerwin, CEO Croydon Shire Council
Mr Mark Stoermer, CEO Douglas Shire Council
Mr David Munro, CEO Etheridge Shire Council
Mr Steve Wilton, CEO Wujal Wujal Aboriginal Shire Council
Mr Leon Yeatman, CEO Yarrabah Aboriginal Shire Council
OBSERVERS: Cr Bradley Hawkins Carpentaria Shire Council
Cr Craig Young Carpentaria Shire Council
Cr Ted Loudon Etheridge Shire Council
Cr Tony Gallagher Etheridge Shire Council
Cr Mary Brown, Deputy Mayor Hinchinbrook Shire Council
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 1 of 11 001 Cr Lenore Wyatt Mareeba Shire Council
Ms Jennifer McCarthy Mareeba Shire Council
INVITED GUESTS Ms Wendy Hughes Advance Cairns
Mr Robert Poole KPMG (via Tele-call)
Ms Georgie Aley KPMG (via Tele-call)
Mr Andrew Kulic KPMG (via Tele-call)
Mr Scott Britton LGAQ
Ms Georgia Stafford LGAQ
Mr Graham Quick SEQ Council of Mayors
Mr Scott Smith SEQ Council of Mayors
Ms Melissa Fitzgerald SEQ Council of Mayors
FNQROC STAFF: Ms Darlene Irvine Executive Officer
Ms Linda Richardson Office & Project Coordinator
Ms Amanda Hancock Procurement Coordinator
Mr Travis Sydes Natural Assets & Sustainability Coordinator
Mr Lachlan Rankine Strategic Infrastructure Coordinator
APOLOGIES: Hon Annastacia Palaszczuk MP Queensland Premier
Senator Nita Green Labor Senator for Qld
Ms Linda Cardew, CEO Cook Shire Council
Mr Alan Rayment, CEO Hinchinbrook Shire Council
Cr June Pearson, Mayor Hope Vale Aboriginal Shire Council
Mr Steve Linnane, CEO Hope Vale Aboriginal Shire Council
Mr Peter Franks, CEO Mareeba Shire Council
Mr Justin Commons, CEO Tablelands Regional Council
Cr Desmond Tayley, Mayor Wujal Wujal Aboriginal Shire Council
Ms Jo Stephenson DLGRMA
Mr Luke Hannan LGAQ
Ms Sarah Webster QTC
Ms Diana Lollato QTC
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 2 of 11 002
2682 Chair’s Welcome & Acknowledgement of Traditional Owners
The meeting commenced at 08:50am.
Cr Tom Gilmore, Chair opened the meeting and acknowledged the Traditional Owners of the land on which we meet today, paying respects to Elders past, present and emerging.
2683 Apologies and welcome to guests
Apologies as noted. The Chair welcomed invited guests providing presentations to the Board.
2684 BOARD PRESENTATIONS
3.1 FNQ Ag Supply Chain Study, Ms Wendy Hughes (Advance Cairns) and Mr Robert Poole, Mr Andrew Kulic & Ms Georgie Aley, KPMG
Ms Wendy Hughes, Advance Cairns provided a brief introduction to the project, funding and handed over to KMPG to provide an update. Mr Robert Poole, Mr Andrew Kulic and Ms Georgie Aley, KPMG provided a presentation to the board linked to the FNQ Ag Supply Chain Study currently led by Advance Cairns focussed on opportunities and issues within the region. Key presentation points included: Overview of the project as per the commercial in confidence pre-reading circulated Overview of the Project Plan & Timelines, including the following Project Phases: 1 - Literature Review, 2 - Data, 3 - Detailed Analysis, 4 - Interim Report, 5 -Final Review and 6 - Final Report D Irvine noted that as part of the Steering Committee, the Regional Road Investment Strategy will inform the FNQ Ag Supply Chain Study. Noted that further consultations will take place in region next week with a number of producers and an invitation was extended to those councils that would like to be involved. Compelling future report critical to disrupting current Brisbane supply chains (which will always be difficult). Noting this, Advance Cairns have been working with the Cairns airport to identify target markets re air route attraction to build a ‘tourism/agriculture’ story per market. Big picture would be matching buyers/sellers per market. Additionally, speaking with Townsville Enterprise re Burdekin product currently travelling South with a view to aggregate upwards instead. Report is due for release March 2020. The Chair asked for feedback from the floor to understands restraints within the region: Roundtable opportunities raised included: - Dry Cropping Supply at Etheridge Shire Council (Variation to traditional crops) - Live Seafood Supply via Cook Shire Council (Bill Cummings study into the value of the Cooktown Harbour / Skytrans considering routes back into Cooktown) - Perishable fruit Supply within Douglas Shire Council (was profitable during Ansett times) - Alternate logistics hub (Mourilyn Harbour/Mundoo Airport) via Cassowary Coast Regional Council and currently undertaking a Transport Logistics study. - Aggregated Product Precinct based in Mareeba to take pressure off Cairns airport (Biosecurity & Customs not an issue / Need to consider Kuranda Range Road access)
ACTION: FNQROC to provide contact details to Advance Cairns re councils that may be interested in further consultation re Supply Chair opportunities. ACTION: P Scott to provide a copy of the Bill Cummings study in relation to the value of the Cooktown Harbour re live seafood for sharing with Advance Cairns/KPMG research. FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 3 of 11 003
3.2 SEQ Olympics Proposition - Mr Graham Quirk, SEQ Mayors
Mr Graham Quirk, accompanied by Mr Scott Smith, provided an overview of the SEQ Olympics Proposition to the board. Key presentation points included: The journey to date in investigating a potential 2032 Olympic Game bid Overview re rationale behind of the concept, games operations, infrastructure (venues/training) and proposed costs and revenue. Noting Infrastructure (transport) based on population growth (not Olympic specific), they would just be bringing forward what would be needed. Economic benefit usually experienced 2 years prior to Games and tourism gains pre/post. Example re Sydney Olympics demonstrating flow-up economic benefit to Queensland (cross State) Opportunities to leverage Sister City international relationships for team training or regional heats Event locations/venues will be a IOC decision (generally based on logistics), not a political decision Australian Government Bid / Regional Bid now in IOC Constitution / Possible proposal decision @ 2021 IOC Athens meeting (providing 10 Year lead up timeframe) The Chair asked for comments from the floor: Query raised re opportunities to host in region based on Kayaking on Tully River (following World Rafting Championships & Red Bull Endurance events, noting this river as technically challenging) and/or Mountain Bike in Cairns (following World Mountain Bike Championships). Mr Quirk advised that the reality is that the IOC will decide where events will be hosted; however a big factor is the logistics and technological support around international media. The best opportunity for regions would be focussed around training sessions and/or heats. Query raised re project scope for pre/post visitation into the region, particularly the Outback. Mr Quirk advised that at this stage the proposal based on direct costs associated with the Games (no estimate of impact yet). Opportunities for regional contracts / procurement in lead-up to Games Noted opportunities for the State to be ‘on show’ and regional linkages will include re-establishing the brand/reputation of the GBR and showcase high value tropical foods (ie seafood, fruit, etc). Need for a campaign via RTO/LTO’s to maximise pre/post tours to the region. Opportunities to build healthier communities encouraging today’s youth to train for Games Concern raised re infrastructure costs focussed on SEQ, with the need for infrastructure upgrades to meet IOC standards. Potentially a 10 Year lead up time to enable the region to gear up to maximise opportunities. Planting the seed as to what opportunities the FNQROC Board can consider in relation to tourism visitation, pre-game training/heats, procurement contracts, etc.
CONFIRMATION OF MINUTES
2685 Confirmation of Minutes
MOVED: Cr Scott SECOND: Cr Leu That the minutes of the 137th FNQROC Board Meeting held on 12 August 2019 be confirmed.
CARRIED
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 4 of 11 004
BUSINESS ARISING OUT OF MINUTES
2664 Minute – B Down to provide more information regarding Thriving Communities meeting and participation
Complete.
2669 Minute – D Irvine to advise Advance Cairns that FNQROC will not be participating in the TNQ Convoy to Brisbane (Feb 2020)
Complete.
2672A Minute – T Sydes (in conjunction with Cr Kremastos) to develop an Animal Stewardship Public Statement and an ‘accord’ to be tabled at the October FNQROC Board meeting for endorsement
Complete. See Item 7.2
2672B Minute – D Irvine to consider timeframes to undertake a review of the 5 Strategic Priorities
Suggested addressing this item post LG Elections to be adopted by the new FNQROC Board
2681A Minute – D Irvine to draft submission to the Senate Inquiry into Northern Australia and share with members and LGAQ for comments
Complete
2681B Minute – D Irvine to develop a submission in relation to tight timeframes around mandated public consultation of council budgets and in particular 2020 LG elections
Complete
2681C Minute – L Hannan to advise FNQROC when the Belcarra Mandatory Training will be available and who the point of contact should be for this training
Complete
ADVOCACY
2686 Advocacy Update from Council Members
Cr Scott extended a vote of thanks to the board re support extended for Cooktown 2020 across the FNQROC Mayoral delegations. The State have confirmed a further funding of $400k (total $800k State), however more funding is required and will continue to on the agenda at the upcoming Federal delegation.
Cr Paronella travelled with Hon Shane Knuth MP to meet with Minster Lynham to discuss the Johnstone Barron diversion, an alternate Tableland based water security project following the decision recently made re Nullinga Dam. TRC will be advocating further.
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 5 of 11 005
Cr Gilmore has written to the State re North Johnstone diversion clarifying re Building Qld and State previous statements and has requested information. Information is being delivered by Sunwater for delivery next year.
Cr Manning noted that Ms Deb Frecklington recently announced her support for Nullinga Dam. It was good to see this announcement made in region and receive good media coverage. Cr Manning noted that the advocacy role behind this project should be with Local Government and encouraged FNQROC to continue supporting.
Cr Bawden noted that a government decision had been made (post-flood event) to install additional Doppler radar coverage points in Charters Towers and outer Richmond with Mornington Island to be upgraded however this will still leave the Gulf without sufficient coverage as Mornington always goes out in a wind. Cr Devlin supported the need for coverage within the Gulf region and re-enforced the critical requirement for a Weather Doppler Station positioned in either Normanton or Croydon. Continued advocacy required. Cr Gilmore noted last night, the Deputy PM announced that he wants to be known as the Minister who leaves a legacy of building dams. Discussions re developing a FNQROC Regional Project researching the ROI of existing dams Australia-wide, including data/infographics demonstrating the economic growth, agriculture (high yield crops) and flow-on tourism impacts. We need to change the requirement for full cost recovery over 30 years for dams, should be similar to roads.
MOVED: Cr Paronella SECOND: Cr Scott
“That D Irvine develop a Study Scope for approval by the board in respect of ROI over the life of existing dams, including industry value to state and national economy and impact of water facilities/activities to the growth of the regional tourism industry.” CARRIED
ACTION: D Irvine to develop a Study Scope for approval by the board in respect of ROI over the life of existing dams, including industry value to state and national economy and impact of water facilities/activities to the growth of the regional tourism industry.
2687 In region Engagement
It was noted that in region engagement had been undertaken with the following members: - Ms Ann Leahy MP, Shadow Minister for LG (Townsville 03 Sept) Ms Deb Frecklington MP, Leader of the Opposition (Cairns 08 Oct) re Nullinga Dam
2688 FNQROC Federal Delegation Planning (26-28 Nov 2019)
Appointment requests are in process with Ministers/Shadow Ministers holding portfolios as aligned with identified FNQROC Federal Priorities. D Irvine advised that the review of the FNQROC Federal Priorities is currently underway however should not vary too much change to the current list, which demonstrates that we have started to consolidate the regional list. D Irvine will circulate the DRAFT Briefs for comment, noting that individual councils will still need to produce full project briefings to be presented at each Ministerial meeting. ACTION: D Irvine to circulate DRAFT Federal Priorities for feedback and finalisation. ACTION: ALL Councils to review and finalise full Briefing Papers on agreed priority projects. FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 6 of 11 006
STRATEGIC OPERATIONAL PLAN
2689 Regional Resource Sharing MOU between NAMAC & AMWS (For Endorsement)
This document has been developed in consultation with member councils of the FNQROC, the FNQ NAMAC and the FNQ AMTC and designed as a tool to be used in the ongoing regional capacity and service delivery in the field of natural asset and animal management. This document has been endorsed by the Natural Assets and Animal Management Technical Committees and now seeking adoption from the FNQROC Board.
MOVED: Cr Leu SECOND: Cr Paronella
“The FNQROC Board endorse the Regional Resource Sharing MOU (NAMAC & AMWS) CARRIED
2690 AMWS Report Card (Public Statement)
Cr Kremastos provided an overview of the AMWS Report Card (Public Statement) as developed in conjunction with T Sydes and tabled to support the Natural Assets Stewardship Accord (For Endorsement).
2691 Natural Assets Stewardship Accord (For Endorsement)
Cr Kremastos noted that in 2016, when joining the FNQROC Board, it was highlighted the need for the region to take a ‘stewardship approach’ to assets and wildlife and is now pleased to table the Natural Assets Stewardship Accord for adoption by the board. Cr Kremastos extended his sincere thanks to the Chair for support and to T Sydes for the hard work in managing this project.
MOVED: Cr Kremastos SECOND: Cr Leu
“The FNQROC Board endorse the Natural Assets Stewardship Accord” CARRIED
2692 Mobile Blackspot & Crash Incident Spatial Data Presentation
D Irvine provided a presentation detailing the overlay of spatial data relating to Mobile Blackspots and Crash Incidents across the FNQ region and demonstrating the layers of data/information that will be included. This overlay of data enhances the “advocacy story’ in relation to the regional road networks as individual councils and a collective. Data can be manipulated to tell individual regional stories. It was noted that the roads included in the RRIS relate to advertised Tourism and HV routes only. Cr Devlin questioned the inclusion of emerging industries. D Irvine advised that we would need to work through a business process to determine how to identify and add into the mapping. This mobile black spot data is now available for FNQROC Councils to access via this link and clicking on FNQROC Federal & State Advocacy Priorities/FNQROC Mobile Testing Spatial Data (August 2019).
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 7 of 11 007
2693 Regional Road Investment Strategy (RRIS) Update
D Irvine provided an update on the status of the RRIS Project noting that the DRAFT RRIS Report will be available November/December. She also presented the spatial data collated to date associated with this project.
DISCUSSION TOPICS
Nil
2694 CORRESPONDENCE
As noted.
Cr Pickering thanked the FNQROC Board for ongoing support in relation to the demolition of vacant housing in Croydon. Continuing community issue and a motion will be tabled at the LGAQ Conference and meeting request with Hon Michael Sukkar MP, Minister for Housing during the upcoming Mayoral delegation.
The Chair requested the board support the LGAQ motion and agreed for FNQROC to write a Letter of Support.
ACTION: D Irvine to write a Letter of Support in relation to Croydon Housing
FNQROC POLICY REVIEW
Nil
FNQROC REPORTS AND MOU
Nil
FINANCIAL STATEMENTS
2695 Profit and Loss and Balance Sheet Financial YTD
MOVED: Cr Pickering SECOND: Cr Bawden
That the Profit and Loss Reports for the financial year to date be accepted.
CARRIED
MOVED: Cr Paronella SECOND: Cr Leu
That the Balance Sheet Reports for the financial year to date be accepted.
CARRIED
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 8 of 11 008
ATTENDANCE & MINUTES OF MEETINGS
2696 Meetings Attending by Executive Officer
Noted
2697 FNQROC Advisory Committee Minutes (26 July – 30 Sept)
Noted
2698 Confidential Meeting Minutes (26 July – 30 Sept)
Noted
2699 FNQROC Western Council Forum Minutes & Resolutions
Minutes and resolutions as per Western Council Forum #6 held 2nd October 2019, highlighting agreed Action Items.
Cr Bawden requested that Action #6: Location of Microwave Towers be included in the agenda for the upcoming FNQROC Federal Mayoral Delegation (26-28 Nov).
ACTION: D Irvine to develop a briefing note in conjunction with Cr Bawden re Location of Microwave Towers ahead of the upcoming FNQROC Mayoral Delegation to Canberra.
2700 LGAQ POLICY EXECUTIVE UPDATE
Mr Scott Britton, LGAQ provided an overview of the tabled Executive Summary, highlighting the following: Zonal Tax – LGAQ Teleconference scheduled for Friday 25th October tele-call (Details to follow) Drought Action Plan – Circulated for comment and nominations for reference group. Considered and endorsed yesterday at LGAQ Council meeting yesterday (13 Oct) Ms Georgia Stafford, LGAQ provided an update on matters relating to Belcarra noting: Belcarra 2 (lighter version) will be heard in Parliament this Wednesday (16 Oct) with Belcarra 3 anticipated in December 2019 LGAQ will advised councils further as soon as final information is available from the State An APP has been developed to lodge issues/queries to support councils
2701 GENERAL BUSINESS
Annual Statement of Developing Northern Australia (26 Nov)
An invitation has been extended from Hon Matthew Canavan MP, Minister for Northern Australia to attend an event hosted by NAA in relation to the Annual Statement of Developing Northern Australia in Canberra (26 Nov). D Irvine advised that this would be a great opportunity for networking during the FNQROC Mayoral Delegation.
ACTION: L Richardson to RSVP to the NAA Invitation for all participating Mayors
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 9 of 11 009
Mareeba Dimbulah Irrigation Area Council Meeting
Cr Gilmore noted that both Cr Manning and he had attended the Mareeba Dimbulah Irrigation Area Council Meeting on the 11th October with discussions focussed on Nullinga Dam. The 4 identified pillars to proceed with government advocacy discussions in relation to Nullinga Dam are Affordability, Reliability, Quality and Equity (equitable distribution of water).
Gilbert River Irrigation Project
Cr Devlin noted that the building of the Charleston Dam has commenced and designed to provide a local water supply to Georgetown and Forsyth. The project has received $10m Federal support to date (nil from State), however will require an additional $3m to deliver in entirety. Ongoing FNQROC advocacy support requested and invitation for the board to view the construction phase.
2702 Next Meeting
The Chair advised the next FNQROC Board meeting is scheduled for the 9th December 2019 in Cairns
Meeting Close: 11:25 am
…………………………………. Cr Tom Gilmore Chair
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 10 of 11 010
ACTION ITEMS
Minute Action Responsible Person(s) Number Status
ADD 5 Strategic Priorities review to post-LG Election FNQROC 2672B Pending agenda 2020 L Richardson
D Irvine to develop a Study Scope for approval by the board in respect of ROI over the life of existing dams, FNQROC 2686 including industry value to state and national economy and impact of water facilities/activities to D Irvine the growth of the regional tourism industry.
D Irvine to circulate DRAFT Federal Priorities for FNQROC 2688a feedback and finalisation. D Irvine
ALL Councils to review and finalise full Briefing Papers 2688b on agreed priority projects. ALL Councils
D Irvine to write a Letter of Support in relation to FNQROC 2694 Croydon Housing D Irvine
D Irvine to develop a briefing note in conjunction with Cr Bawden re Location of Microwave Towers ahead of FNQROC 2699 the upcoming FNQROC Mayoral Delegation to D Irvine Canberra.
L Richardson to RSVP to the NAA Invitation for all FNQROC 2701 Complete participating Mayors L Richardson
FNQROC Board Meeting No. 138 Monday 14 October 2019 Page 11 of 11 011 Navua sedge research and development prospectus (draft)
FNQROC Navua Sedge Select Committee September 2019
012 Contents
Background...... 2 Purpose ...... 2 Acknowledgements ...... 2 Select committee process ...... 3 Understanding impacts ...... 4 Invasive biology ...... 2 Control biology ...... 4 Herbicide ...... 5 Weed hygiene and risk management ...... 6 Management strategies and tools ...... 7 Appendix one – Select committee representatives ...... 11 Appendix two – stakeholder expert panel ...... 11
Citation: Navua sedge research and development prospectus (2019), FNQROC Navua sedge select committee, Far North Queensland Regional Organisation of Councils, September 2019.
All communications to [email protected]
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013 Background The Navua Sedge Select Committee is a Board directed initiative of the Far North Queensland Regional Organisation of Councils (FNQROC). The select committee was established to collate a universal understanding across councils of the opportunities; obligations; resource requirements; economic impacts and control biology relating to Navua sedge to better inform the commitments local government make in both the short term and long term.
The Select Committees primary purpose was to develop a Navua sedge research and development prospectus outlining key gaps knowledge and management tools which could be addressed through research or science and management knowledge sharing.
In addition to this the FNQROC independently compiled a series of recommendations for local government on options and approaches to management to be considered in a regional context.
Purpose This research and development prospectus outlines knowledge and information requirements and gaps across the themes of understanding impacts; invasive biology; control biology; herbicide; weed hygiene and risk management ; and management strategies & tools; for the management of Navua sedge.
The prospectus is intended to assist local governments and partners direct their future investment into the highest priority research and communication activities; equally the prospectus might assist identify further opportunities for industry and partners to continue field trials and investment.
Acknowledgements The select committee would like to thank the landholders and industry experts who gave freely of their time to share their experiences and insights into the impacts and management of Navua sedge.
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014 Select committee process The select committee process was conducted over a 12 month timeframe. The committee was comprised of local government representatives from Cassowary Coast, Hinchinbrook and Tablelands including elected representatives, senior managers and operational/coordination level alongside policy and research representatives from Biosecurity Queensland (appendix 1).
The primary business of the group was to receive deputations from relevant stakeholders and subject experts from research and industry sector representatives and landholders (appendix 2). The conversations enabled individual stakeholders to table relevant observations, experience, technical advice and recommendations to the committee for consideration. The outcomes of these expert conversations were then collated and summarised prior to tabling to the FNQROC Board for endorsement. The process for the establishment and delivery of the committee is outlined in sequence below:
Select committee establishment
▪ Select committee scope of enquiry endorsed by FNQROC Board. ▪ Select committee nominations sought from participating councils. ▪ Terms of Reference and sitting process established by select committee. ▪ Stakeholder and subject matter experts identified by select committee.
Select committee sitting one
▪ Stakeholder and subject expert conversations. ▪ Select committee summary process.
Summary and collation of outcomes
▪ Feedback from stakeholders and experts. ▪ Feedback from select committee.
Submission to FNQROC Board
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015 Understanding impacts The select committee were presented with a wide range of general productivity, economic and environmental impacts from Navua sedge which would benefit from further quantification. Establishing clear metrics around the nature of these impacts and their interactions is probably most effectively delivered through a benefit-cost analysis relevant to the impacted sectors. Outcomes of the analysis could provide direction to strategic management on-ground through the provision of a stronger evidence base.
Research brief Rationale
General General
A range of key questions relating to the Quantifying NS impacts in economic, impacts of NS on production in both productivity and land value terms would assist grazing and sugar cane production design management approaches; inform remain unanswered or are not able to be benefit cost analysis and provide solid figures quantified. for strategic planning and decision support.
Environmental Environmental Impacts on environmental areas and There may wider regional/state risks which can assets in current range and potential be mitigated if likely impacts on environmental range are not known or anecdotal. assets are identified or understood.
Economic Current options for selective control of NS in Impact of NS nematode relationship on the Wet Tropics pose a risk to aquatic rotational cropping (i.e. root crops and ecosystems (if label conditions are not fallow legume crops) is not known. adhered to). Flow on impacts from increased herbicide use may have implications for water Impacts on real estate value of quality/GBR and product regulation. agricultural land in impacted areas are not known or anecdotal. Economic Land value impacts have local and regional Councils are very interested to implications. understand the most effective means of responding to NS in lands and corridors in Crop diversification in the cane industry might their jurisdiction. be impeded by productivity or crop compatibility impacts posed by NS. A range of hidden/unknown costs and future risks are anticipated by industry but The impact on pasture (for grazing) is not fully not well understood. understood. Further economic evaluation is required. Mental Health In the course of the conversations with Mental Health industry representatives and individual Social impacts such as mental health are not landholders it was clear that the often considered in the development of complexities of NS impacts and management strategies for invasive species management are likely to contribute to management. They are an important stress and subsequent mental health consideration and could also be included issues. within benefit: cost analysis; or within health related studies within the impacted sectors.
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016
Key themes for investment
Economic or productivity focused research or data compilation regarding:
• Productivity/ viability under different densities and management regimes. • Impact across different land uses. • Devaluation risk for impacted properties. • Productivity loss. • Tipping points. • Linear impact. • Additional costs. • Potential impacts of NS on future crop diversification in cane lands. • Bundled or accumulative costs of management.
Environmental or economic research could inform risk management regarding:
• Direct impacts on environmental assets (inside and outside of current extent). • Flow-on impacts to water quality/aquatic biota/GBR and related herbicide risk. • Land value impacts in rural land. • Crop diversification impacts in cane industry.
Opportunities should be sought to:
• Include NS related health considerations in any rural studies or support programs. • Identify support programs in other management examples (GRT, prickly acacia) where invasive weeds are known to contribute to or compound social welfare or health issues.
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017 Invasive biology Navua sedge exploits many strategies which make it a highly successful invasive plant and a complex management target. These include broad habitat suitability in tropics, rapid seed to maturity rates, prolific seed production, long seed longevity, easily dispersed seed, resistance to herbicide (particularly in mature plants) and ability to compete with pasture above and below ground. Given the complexity of NS as a management target continuing and expanding investigation and trials into habitat preferences and response to management could assist to design strategies to better understand NS’s key traits in order to either exploit or avoid the cultural requirements of the plant. There are a range of opportunities to make management gains by communicating current management knowledge and observations; or by continuing development and expansion of new knowledge, tools and technology.
Research brief Rationale
Invasive biology Invasive biology Environmental and production parameters A more detailed understanding of (and their interactions) which guide habitat environmental parameters will have preference are not well documented or practical and strategic application across understood. risk management and the application of control programs. Invasive biology and integrated management options are not well Complex decision making is required by documented or articulated into practical producers to design and implement long information for producers and land term strategies to manage risk and maintain managers. productivity concurrently; targeted synthesis and communication of management tools The development of long term will assist to inform these decisions. management strategies requires a complex level of integration to be effective at a New tools and technology could be property level. integrated into current management approaches. New tools which deploy emerging technology in detection and treatment Seed longevity is an essential attribute to might assist manage risk in production inform management and spread prevention systems. strategies.
The seed longevity of NS in water is not Knowledge sharing between the cane and known or understood. grazing industry may assist to identify new approaches to management. Some managers run both and cane and cattle production and may have insights to bridging knowledge between impacted industries.
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018 Key themes for investment
Applied research and management communication is required to:
• Identify environmental and production/management parameters which assist or impede NS establishment. • Synthesise current management knowledge and strategy into end-user specific decision support tools. • Test feasibility of remote sensing, AI and UAV in delivering management strategies at a property scale. (Roadsides could benefit from similar applications). • Species distribution and habitat suitability models could provide some level of risk forecasting for regions, locations beyond the current extent of NS. • Identify effective soil health, pasture management and vegetation/infrastructure management (roadsides) to suppress ND growth or reduce habitat suitability. • Establish seed longevity in water; and subsequent dispersal risk/potential.
Extension or engagement opportunities exist to:
• Compile or share knowledge of management approaches and strategies across the cane, grazing, horticulture, road side and reserves.
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019 Control biology Although it is broadly accepted that new herbicide control tools will assist in NS management, it was also identified that a range of knowledge and practice gaps exist in the use of current herbicides in tandem with other management strategies. Articulating field based technical knowledge into extension materials and decision support products could assist to deliver better efficacy out of current tools. Communication of control biology may also assist producers identify new management tools and approaches during different life cycle stages of NS and at different management/production scenarios.
Research brief Rationale
Control biology Long term management currently depends The current suite of herbicides available to on intuitive and risk-based decision making industry requires supporting information and which is likely to be more complex than management decision support products to what many traditional or established be effective. management approaches can accommodate. Investigation into the relationships and interactions between soil health, habitat Management of NS requires a redesign of suitability and herbicides is in its early stages production systems and management of but is considered by most to be of high infrastructure. In cane production the importance given the highly competitive control of NS cannot be incorporated into and successful strategies of NS as an existing weed control regimes and requires invasive plant. a supplementary herbicide application.
NS requires current management practice Biocontrol has progressed beyond proof of to extend beyond business as usual into a concept and in the long term may provide more informed and proactive an essential control tool to reduce the management context. impact of Navua sedge across multiple land uses. Promise is shown in biocontrol options for Navua sedge; this is considered by most as a high value investment which could return significant benefits to management.
Key themes for investment
Synthesis of current research and management tools and approaches is required to:
• Support industries and sectors to develop decision support tools or approaches relevant to risks and practices in their area of operation. • Synthesise herbicide application regimes into integrated management extension tools.
Applied research and control biology communication is required regarding:
• Herbicide efficacy • Managing withholding periods • Controlling mature plants • Controlling seedlings • Allelopathy • Selectivity
Ongoing applied research is required: • To identify and develop biocontrol options to support current management efforts.
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020 Herbicide
The lack of effective and industry compatible herbicides consistently rated as the most significant impediment to management in the grazing industry in conversations with the select committee. Developing complimentary or new herbicides to work alongside halosulfuron and glyphosate would broaden the toolbox for effective management; and reduce the current level of exposure to off-target and misuse risk currently faced by the industry.
Research brief Rationale
Herbicides and registration Landholders universally identified lack of effective herbicide options as a significant Current withholding period for halosulfuron is barrier to management. an impediment to management in the grazing industry. New product registrations are sought as a matter of urgency by most producers. Not having a universally effective herbicide is a significant impediment to management. There are risks associated with off-label use and application of currently registered Management of mature plants (stools) is a herbicides. specific challenge for current herbicide tools. Current herbicide options do not satisfy the management needs of producers. The cane and cattle industry have different approaches to herbicide use.
BMP use of herbicide is not always adhered to due to the efficacy and limitations of current registrations.
Herbicides, control options and management approaches present significant challenges to land managers.
Key themes for investment
Applied research is required to:
• Identify and register a range of complimentary herbicides suited to management context and land use. • Optimise herbicide efficacy in control of mature plants. • Reducing the current 10 week withholding period for halosulfuron through evidence of tissue (fat) persistence in stock rather than environmental persistence. • Identify and address the current exposure of risks presented by off-label product use.
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021 Weed hygiene and risk management The prolific production and longevity of Navua sedge seed presents a range of challenges for managers in both keeping it out of production systems and managing spread risk within property boundaries. Risk of spread during control activities is particularly high and is further compounded by issues with access during the wet season growing period. Developing clear guidelines and advice on existing knowledge of seed longevity, stock gut passage times and hygiene practice would assist to reduce some of these risks. Further studies into seed dormancy, dispersal in water and successful hygiene strategies could further refine risk management. Investment into new survey and control tools from remote aerial platforms may assist some management situations where wet season access is difficult; or where weed spread by control vehicles is significant.
Research brief Rationale
Weed hygiene and risk management Pre boundary and post boundary Current weed hygiene strategies and hygiene risks require different strategies to implementation are not adequate to address manage. the risk faced by many producers; spread within property boundaries, by stock, or during Roads and watercourses present management activities is particularly difficult significant hygiene and vector risks and to manage. are a primary concern to landholder with clean paddocks or low densities. Effective gut passage times are not currently guiding hygiene and quarantine of stock to An increased knowledge of forecasting the extent they should. and managing risks would better support early action and intervention in many Fodder poses a risk which is not currently situations. addressed effectively; interregional transport of fodder poses a transmission risk; fodder NS produces significant quantities of long- production systems are at risk to NS impacts. lived seed; current strategies to manage the risk are not adequate to prevent There are significant gaps in capacity and spread. tools to aid early detection and response which is essential to prevent rapid escalation of unmanageable densities.
Key themes for investment
Practical guidelines are required to assist producers/land managers design and implement effective weed hygiene measures detailing:
• Seed gut passage times. • Spelling periods required prior to sale or introduction of stock. • Strategies to reduce hygiene risks within internal boundaries. • Spread risk on machinery and during slashing operations. • Linking hygiene to infrastructure (access, fencing management) and new control tools (aerial or UAV platforms). • Develop clear guidelines for management of spread via gut passage (sale/spelling of stock) and production/ transport of fodder. Identify/facilitate/resources and opportunities for:
• Knowledge and practice exchange across cane and grazing industries.
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022 Management strategies and tools Using current herbicides to control Navua sedge in pastures requires both spelling and withholding of stock. This requires careful planning across a range of time scales because efficacy is strongly influenced by timing of application and target plant health. It is therefore crucial that management regimes are well planned in advance and the down-time in production is anticipated. The current registration of halosulfuron Sempra ™ is supported by NuFarm’s grazing pasture manual which provides direction on its use for this purpose. However even with this detailed interpretation of label recommendations there are many variables which might influence success of control efforts and many scenarios where herbicides might be used. There is scope for development of a much more extensive control manual (or sector specific manuals) which incorporates the full range of herbicide, cultural and pasture (or other desirable vegetation) management considerations and cues for each of the sectors managing Navua sedge. In addition to the technical considerations of management there is a strong case for the inclusion of decision support tools which can aid in optimising management regimes to deliver the least impact on production or ensure costs are relative to the benefits they deliver. Research brief Rationale
BMP and strategic management More comprehensive and applied knowledge of herbicide mode of action, It is likely that some issues with the efficacy fate, efficacy, application and timing is of current herbicides are the result of timing required for effective use of current tools. of application or knowledge gaps in the role of target plant health; herbicide mode Pasture management is crucial to NS of action; and interactions with other suppression and resilience to invasion; management regimes. however hygiene protocols must be used alongside the full suite of management Pasture and soil health management tools. approaches and knowledge to mitigate the impacts of NS are in early stages of Long term management planning tools and investigation; this is of significant importance applied information would assist graziers to accredited chemical free producers. and growers.
NS management has many variables. Gaps in applied and technical knowledge are obstacles to management.
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023 Key themes for investment
Communication of applied technical information regarding;
Control biology in herbicide managed situations
• Application. • Timing. • Mode of action. • Target plant health. • Target plant life stage. • Herbicide flower/seed interactions. • Managing off-target and off-site risks. Pasture management
• Pasture health/competition. Strategic management
• Risk reduction. • Prevention strategies. • Integrated management.
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024 Management strategies and tools continued
Research brief Rationale
Management strategies, tools & NS poses a wicked problem for graziers approaches for landholder/managers (once established). Current label rates equate to 20-30 weeks spelling of pastures - There are significant challenges for graziers there are very few producers who can meet in balancing the benefits and costs of the regime required by label rates and management with the benefits gained in return a profit in the short term; however if productivity. the pasture is not restored then the There are a broad range of management productivity is not viable in the long term. tools and approaches in development, There are a range of best practice under trial or in use across a range of land approaches and options for management uses and localities. There is a risk that effective tools and approaches and of NS but they require resource levels prerequisite risk management is not in beyond the means of many producers. place because of lack of easily accessible
information. There are tipping points or thresholds at Landholders require more support from which economic/productivity recovery is within industry to implement effective potentially not feasible/possible. control strategies; impacts from NS go beyond production and extend to mental Remote survey, detection, and herbicide health and welfare issues for severely application could reduce spread risk within impacted producers. impacted properties by removing ground- based traffic (elements of this work may also Application of emerging management have application in cane production and tools in AI, UAV and remote sensing present roadside management). some opportunities to improve management outcomes in grazing systems. Bringing current management tools and approaches into more readily accessible forms will aid to;
• Communicate and maintain currency of best management practice. • Support extension activities which are currently heavily reliant on individuals in the industry. • Enable the transfer of cross-sector knowledge, management approaches and tools.
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025 Key themes for investment
Industry support is required to maintain or build networks to provide technical and peer support across producers.
Applied research or professional assistance is required to assist producers:
• Identify, test and apply AI, UAV and remote sensing technologies into management and monitoring. • Make informed decisions regarding management options which require de-stocking of production areas. • Understand the compound stresses and subsequent risk of welfare and mental health issues imposed by significant NS management issues. • Provide support for industry champions to deliver extension and communication across industry.
Synthesis of current research and management tools and approaches is required to:
• Develop sector specific best management practice manuals. (Cattle, cane, council). • Develop new and novel approaches to management which are able to integrate new technologies and tools with current BMP. • Assist landholders in designing and optimising long-term management strategies. • Develop landholder/land use relevant tools or techniques which can aid in early detection and rapid response to incursions in production systems before they escalate to infestations. • Continue to build on a community of practice amongst industry to ensure latest developments and BMP is communicated across impacted sectors.
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026 Appendix one – Select committee representatives
Beck Morello Biosecurity Queensland
Councillor Jeff Baines Cassowary Coast Regional Council
Councillor Kate Milton Hinchinbrook Shire Council
Damon Sydes Cassowary Coast Regional Council
Matt Buckman Hinchinbrook Shire Council
Scott Morrison Tablelands Regional Council
Travis Sydes (Chair) FNQROC
Tudor Tanase Tablelands Regional Council
Wayne Vogler Biosecurity Queensland
Appendix two – stakeholder expert panel
Bernie English Qld Dept. Agriculture & Fisheries
Brett Scott Cattle producer and cane farmer, Hinchinbrook
Greg Binney Cattle producer, Tablelands
Kunjithapatham Dhileepan Biosecurity Queensland
Lawrence Di Bella Herbert Cane Productivity Services Ltd.
Lionel Fuller Cane farmer, Hinchinbrook
Peter Sheahan Cattle producer, Hinchinbrook
Rob Pagano Cattle producer, Tablelands
Scott Morrison Tablelands Regional Council
Wayne Vogler Biosecurity Queensland
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027 Navua sedge
Recommendations and regional management approaches for local governments draft
FNQROC September 2019
028 Contents
1. Fundraising and co-investment in research and development ...... 2 2. Understanding impacts (including broader community impacts) ...... 3 3. Management challenges & Best Management Practice ...... 3 4. Management strategies & approaches ...... 5 5. Management costs and implications to for councils ...... 6 6. Communication, awareness and capacity building ...... 6 7. General Biosecurity Obligations, legislation & policy ...... 7 8. Weed spread, hygiene & managing risk ...... 8
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029 Fundraising and co-investment in research and development
Securing resources for research and development has been relatively successful to date but due in the most part to the advocacy of local industry groups.
One of the challenges with Navua sedge is that it currently impacts a discrete region (the Wet Tropics) so gaining broader industry support through peak bodies has been a significant challenge. In addition the economic returns for the development of new herbicide tools and approaches provides little incentive for industry-led development and registration of new tools, or value adding to current registrations.
The Navua sedge research and development prospectus provides guidance for local government on options for future investment:
1. Synthesis of R+D priorities with direct linkage to known management obstacles and impacts is required. (The Navua sedge research and development prospectus provides an overview of the investment requirements identified by the Navua Sedge Select Committee).
Key points and observations
• Securing funds for research has been relatively successful based almost entirely on an effective lobby from local industry groups. Wider (national) industry support has not been forthcoming.
• NS is currently a ‘novel’ issue with a discrete area of impact so significant advocacy from local industry has been essential to progress management tools and R+D.
• The current area of impact for the industry is relatively small at national level so local industry has had to work very hard to secure interest and resources for research and management tools.
• The development of management tools for NS has not been commensurate with the rate of spread and escalation of impacts on production systems.
• Grassroots advocacy has demonstrated the effectiveness of local industry brokering support for producers but greater support and partnerships could significantly enhance these efforts and arrive at solutions/management tools sooner.
• Supporting identified research priorities with sound evidence of management obstacles and issues as well as economic and social impacts will assist the current advocacy efforts of local industry groups.
• Grassroots advocacy and fundraising would benefit from support from relevant national industry groups.
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030 Understanding impacts (including broader community impacts)
Navua sedge is a significant weed of production for tropical grazing and cane farming. Impacts go beyond lost production and require attention to social and health considerations as well.
Councils should consider options to:
2. Provide advocacy in partnership with industry to secure resources for required R+D into herbicides and biocontrol. 3. Seek opportunities to better understand the nested and accumulative costs and impacts on effected industries within their communities.
Key points and observations
Understanding impacts
• Navua sedge is considered by many to be grazing’s worst weed in the Wet Tropics (one the industry cannot live with). • Poses current impacts and a future risk to diversification in cane farming. • Management costs and resource demands are perennial which makes it hard to get ahead in management and very easy to relapse is management effort is reduced. • It has spread rapidly to a wide range of suitable habitat in the region and continues to expand. • There is considerable landholder concern and frustration at the impacts and inability to prevent it’s spread. • There are well documented overseas impacts on grazing and horticultural land.
Understanding broader community impacts
• The mental health and stress in community are elements of the Navua sedge problem which cannot be ignored. • Tourism and environmental impacts are not usually associated with Navua sedge but might have an increasing relevance in the future. Social dimension • Can be a hopeless situation for producers with landholders often feel they are not having a win, regardless of the amount of effort or resources put into management. • Obligations to future generations not considered by some; some family farms have been rendered next to useless because of unmanaged or unmanageable Navua sedge infestation. Management challenges & Best Management Practice
Herbicide suitability and effectiveness can accurately be described as the single biggest barrier to management for industry.
Councils have a range of options to influence the current situation:
4. Apply directly (or in partnership with local industry groups) for herbicide control research via the Land Protection Fund. 5. Support industry applications for research into development of additional herbicide tools and application technology.
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031 Biocontrol research indicates a relatively high likelihood that agents could be developed which might reduce the impact of Navua sedge.
Councils have several options to influence and support industry in current research programs:
6. Support industry applications for research into development of biocontrol agents. 7. Support future roll-out of biocontrol agents if they are successfully developed.
Key points and observations
Management challenges • Navua sedge management currently relies on the use of additional herbicides to those already in use in grazing. • Currently there is only a single selective herbicide available for the control of nutgrasses in cane. • Both cane and grazing herbicide management is in addition (above and beyond) to routine management. • The cane industry is already heavily regulated for herbicide use. • The currently registered herbicides are not adequate for the task; have onerous application restrictions and carry risks to reef and freshwater ecosystems if label directions are not closely adhered to. • The cane industry is heavily reliant on machinery in all aspects of the operation which makes weed hygiene very challenging. • TRC’s roadside management program has highlighted the challenges of managing the operational and political aspects of NS concurrently. • The long-time taken for action to occur on the ground has been a source of frustration for landholders. • Landholders have taken on slashing and management of LG managed roadsides in order to prevent spread and reduce risk to their properties. • Conditions required for private management of State owned roads a source of frustration and impediment to landholders managing sedge on road corridors adjoining their properties. • Spread risk originates from multiple pathways concurrently making it difficult to manage, key spread pathways include; roadsides (particularly slashing operations); machinery and vehicles; feral pigs; waterways; contaminated machinery and produce. BMP
• Management success can be measured in more than one dimension; council support for impacted industries is valued and council: landholder relationships have improved considerably in the TRC as a result of their investment. • Even best management grazing and cane production causes disturbance which weeds like Navua sedge take advantage of; risks and impacts can be reduced but not removed. • TRC’s roadside management program has reduced the risk of spread from council managed corridors. • Navua sedge is a perennial problem; a collective approach across councils was recommended, identified or valued by almost all participants in the expert panel. • Simple wash-down facilities and protocols are considered effective at reducing risk of spread during council operations; and are a valued contribution to management for impacted landholders.
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032 Management strategies & approaches
Navua sedge is a perennial and complex management problem which requires well-coordinated and long-term approaches to be effective.
There are several ways councils might be able to provide support to impacted landholders:
8. Develop catchment-based or regional approaches to managing risk or impacts in partnership with industry. 9. Identify and prioritise key assets and high risk spread areas on locally managed roads and reserves for strategic management.
Tablelands Regional Council has a dedicated management program for roadsides which provides a practical example of the resources required to reduce the risk of spread on council managed road reserves.
The TRC program provides councils with an opportunity to:
10. Engage a consultancy to conduct a detailed cost : benefit analysis of the TRC roadside program (with consideration to triple bottom line). 11. Design or optimise management strategies, regimes and approaches which are best fit for LG operations and contractors.
Key points and observations
Management strategies
• The scale of the management task is daunting to many landholders and can go from a manageable situation to unmanageable in a short space of time. • Individual landholders are going to extraordinary lengths (and expense in time and materials) to control or prevent the spread of NS. e.g. –hand weeding along their river boundary to prevent of spread of seed into their pasture. • Single property efforts are not always effective because they can be undone by lack of coordination across multiple properties. • Cross-industry awareness (cattle and cane) would increase awareness and might assist in developing news tools and approaches to management. • TRC’s dedicated management unit and approach is recognised by many landholders across the broader Wet Tropics region. Management approaches Treatment regimes • Main roads operations require a different level of resource to manage (due to road safety requirements). • Weather and seasons has a strong influence on management program. With the current suite of tools planned programs often need to change. • Navua sedge management cannot be bundled in with other control efforts – it requires a discrete action and specific formulation to address. • Navua sedge is a perennial problem with an ongoing and fixed management cost. Once established Navua sedge is challenging to manage, this applies to all situations including roadsides. • TRC - M+E for the program has needed to evolve rapidly to enable the data to tell the story – baseline set now 2018 will need several years to provide clear feedback. Control biology
5
033 • Lack of control options suited to industry requirements is one of the biggest obstacles to management. • Early detection and response is essential to keep on top – it can be almost impossible to recover some land types once NS is established. Considerations for future programs and projects • May be able to value-add to the program in future (additional management targets, weed hygiene, internal communications). • TRC program provides clear lessons for other councils - benefit/cost and management optimisation study would be integral to this. • NS management is a high stakes game from primary producers – the current management toolkit is complex to deliver in the Wet Tropics – Navua sedge can take hold very quickly if landholders are not alert. Management costs and implications to for councils
Management costs for Navua sedge are ongoing and councils are required to make careful consideration of expected returns on what is likely to be perennial investment.
Councils and local industry would benefit from additional advice and information by developing as components of a benefit : cost analysis (action 11);
12. The potential/realised impacts of forced land use change, real estate values and future industry diversification limitations brought about by Navua sedge. 13. The impacts/benefits on other biosecurity priorities (resources and capacity) as a result of the investments made or diverted to Navua sedge management. 14. To identify opportunities to deliver co-benefits through value-added programs, actions and strategies relating to weed hygiene, biosecurity awareness and partnerships with industry.
Key points and observations
Management costs and implications to for councils • Councils should be mindful of the potential impacts on rates revenue if forced change of land use is brought about by NS infestation - particularly if land use changes are forced or land is left vacant. • What are the impacts/benefits on other priority biosecurity projects/targets as a result of the investment made? Can the outcomes of shifted capacity be measured or understood?
Communication, awareness and capacity building
Despite its significance to local industries there remains a low level of awareness of the impacts and risks, or control and hygiene strategies required to manage Navua sedge.
There are several options accessible to councils which might support the raising local awareness and action.
15. Build on existing communication tools within biosecurity plans to provide more targeted information to landholders and council operations.
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034 16. Facilitate shared learnings across industries through local government advisory groups. 17. Identify (through biosecurity action plans) locations where early detection, prevention and intervention can be achieved and facilitate the implementation of these activities.
Key points and observations
Communication and capacity building • Understanding the costs of management as a drain on other routine activities is very important to people on the ground. The vigilance that is required to respond to NS is very resource intensive. • There are emerging opportunities for a more integrated approach across R+D, there is not necessarily sharing of learnings and lessons across industries or sectors. Awareness and education • Despite the significant production impacts and management costs Navua sedge still remains a novel issue for many producers, even in impacted localities. • Capacity to detect outbreaks before they become complex management remains low for many landholders. General Biosecurity Obligations, legislation & policy
Currently the General Biosecurity Obligation (Biosecurity Act 2014) cannot be applied legally to non-regulated invasive plants and animals by authorised officers of councils. Local governments do have the option however to declare species under local laws and stipulate desired management requirements. In addition, the outcomes of the legislative review of the Biosecurity Act 2014 also recommend that any species identified within a Local Government Biosecurity Plan should be subject to the General Biosecurity Obligation. The recommendations are currently with minister’s office.
There are several actions councils can take to build participation in effective management:
18. Consider the design and development of incentive and compliance resources and where they are best directed. 19. Expand no slash zones and co-managed roadsides (where technically/legally feasible). 20. Investigate the transferability of other compliance and participation programs to assisting biosecurity programs (e.g. – Southern Downs RC Invasive Pests Control Scheme, Flinders Shire Good Neighbour Program). 21. Determine (through the existing select committee process) the requirements for regional and cross-council or industry collaboration (e.g. select committee, advisory groups, working groups or taskforces).
Key points and observations
Meeting General Biosecurity Obligations Landholders • Landholder’s efforts are not always consistent across boundaries, catchments or jurisdictions; there is a wide range of management effort and awareness. • Boundary related factors influence the success on-property management.
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035 • Lack of buy-in or meeting even basic risk management requirements both within and outside of industry is frustrating to landholders making an effort to manage or reduce the risk. Councils
• TRC’s roadside management program has been effective and is supported by industry • TRC have successfully used incentives (herbicide subsidy) to encourage landholders to enter into management plans (note these programs relied on external funding). Operational staff also expressed support for of the programs and the positive engagement it enabled. • TRC can demonstrate it is meeting its obligation to reduce the risk of spread • HSC has implemented no-slash zones on LG managed roads which is assisting with reducing spread. Legislation and policy • Declaration and more legislative instruments would be useful to bring more emphasis to management priority. • Industry consultation, conflict resolution and political nature of TRC’s management program have drawn significant resources from all levels of council (operational, management and executive) – the real opportunity costs of this are difficult to qualify. • Political processes and stop start in staffing and resources from LG’s are frustrating to landholders. • Select committee process – essential to consider the charter of the committee to ensure it delivers. Weed spread, hygiene & managing risk
Weed spread prevention and risk management remain the single most effective measure of mitigating the impacts of Navua sedge. Navua sedge produces large amounts of seed which is easily dispersed on vehicles, machinery, water and animals.
Managing the weed spread risk is one of the biggest challenges for councils; and one of the primary concerns for landholders.
There are several management options available to councils which may reduce risk:
22. Develop a roadside management manual with specific consideration of both road design/construction activities and management/maintenance specific to council and council contractor operations. 23. Developing landholder roadside management agreements. 24. Installing simple wash-down facilities and protocols for roadside slashing operations. 25. Installing risk/hygiene signage. 26. Working with DTMR to resolve barriers to landholder management agreements on state roads. 27. Consider collaboration with industry on development of compliance programs.
Key points and observations
Managing risk • Most landholders believe Navua sedge requires a regional approach.
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036 • There were concerns raised by all sectors on the future and immediate risks to other areas of Queensland not currently impacted by Navua sedge. • Property boundaries, waterways and roads provide a constant source of re-infestation for improved pastures or sedge-free farms.
Weed spread and hygiene Hay and fodder production • Hay and fodder production is at great risk – the management of weed seed is already compromised, NS is another high risk species not currently given the level of risk management required. • Not confident in being able to source clean hay and feed if required. Not significant within their operation. Stud cattle • Stud cattle producers must contend with a range of hygiene risks; importing and exporting stock; importing hay and fodder. The reputational risk of the enterprise is crucial to producers. Roadsides • Roadsides and transport corridors are usually the first point of introduction and a continual source of risk • Slashing and machinery movements pose a significant spread risk, particularly in highly mechanised industries like cane and roadside slashing operations. Council • TRC - internal communications and partnerships – program requires strong collaboration and understanding between infrastructure services and biosecurity services. • Navua sedge is present on many public and publically accessible places which is aiding its spread around the region. Some council’s carry out control work in public places to manage this risk. Community • More comprehensive understanding (and commitment from all parties) of weed hygiene practices and processes would assist to understand the most effective way to management levels of risk. • Not all land uses are impacted equally and this can make it difficult to get the level of buy-in and diligence required to manage threats moving off a property and impacting others.
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037 Profit and Loss Far North Queensland Regional Organisation of Councils 30241 For the period 1 July 2019 to 29 November 2019 1 JUL-29 NOV 2019
Trading Income FNQROC FNQROC: Annual Contribution 486,364.00 Total FNQROC 486,364.00
Regional Roads & Transport RRTG: Annual 2.75% contribution 133,264.18 RRTG: Funding/Subsidies 142,866.00 Total Regional Roads & Transport 276,130.18
Regional Procurement Group Regional Procurement: Annual Procurement Contribution 150,009.09 Regional Procurement: Regional Scrap Metal Project 20% savings 19,345.08 Total Regional Procurement Group 169,354.17
20% Sodium Hypochlorite Savings Contribution 3,037.53 Total Trading Income 934,885.88
Gross Profit 934,885.88
Other Income Interest Income 598.66 Total Other Income 598.66
Operating Expenses Audit & Accounting Fees 1,081.82 Bank Service Charges 185.65
FNQROC FNQROC: Subscription/membership 14,306.36 FNQROC: Chairs Honorarium 4,500.00 FNQROC: Mayoral delegations - accommodation, meals, travel expenses 9,024.66 FNQROC Advocacy / Emergent Delegations 1,752.48 FNQROC: External Meeting Expenses: Registration Fees 1,060.00 FNQROC: External Meeting Expenses: Travel, Accom & Meals 1,854.32 FNQROC: Internal Meeting Expenses: Catering 564.28 FNQROC: Mobile Phone Expenses 297.00 FNQROC: Salaries 57,473.64 FNQROC: Stationery & Office Expenses 5,881.70 FNQROC: Stationery & Office Expenses:Website 895.00 FNQROC: Vehicle Expenses 5,466.63 FNQROC Short term project - Mobile Black Spot 56,128.26 FNQROC: RMCN reimbursement expenses (software subscription) (60.90) Total FNQROC 159,143.43
Profit and Loss - Groups 2 Far North Queensland Regional Organisation of Councils 30241 038 Profit and Loss
1 JUL-29 NOV 2019
Infrastructure Infrastructure: Salaries 41,381.52 Infrastructure: Mobile Phone Expenses 235.45 Total Infrastructure 41,616.97
Regional Roads & Transport RRTG: External Meetings: Registration Fees 813.64 RRTG: External Meetings: Travel, Accom & Meals 1,855.01 RRTG: Internal Meeting Expenses: Catering 178.23 Total Regional Roads & Transport 2,846.88
Regional Waste & Recycling Waste: Internal Meeting Expenses: Catering 96.36 Waste: External Meeting Expenses: Travel, Accomm & Meals 448.75 Total Regional Waste & Recycling 545.11
Regional Natural Asset Management Nat Asset: Vehicle Expense 1,772.63 Nat Asset: External Meetings: Travel, Accom & Meals 741.07 Nat Asset: Internal Meeting Expenses: Catering 306.69 Nat Asset:Mobile Phone Expenses 235.45 Nat Asset: Salaries 35,728.15 Nat Asset: Miscellaneous 472.50 Total Regional Natural Asset Management 39,256.49
Regional Planning & Economic Development Reg Planner/economic developmen: External Meetings: Travel, Accom & Meals 7.36 Reg Planner/economic development: Internal Meeting Expenses: Catering 320.18 Reg Planner/economic development: Mobile Phone Expenses 235.45 Reg Planner/economic development: Salaries 13,692.30 Reg Planner/economic development: External Meetings Expenses: Registration 550.00 Total Regional Planning & Economic Development 14,805.29
Regional Procurement Regional Procurement: Bitumen Reseal Project:Project Coordinator Fees 19,120.00 Regional Procurement: External Meetings Expenses: Registration Fees (800.00) Regional Procurement:Internal Meeting Expenses: Catering 179.55 Regional Procurement: Mobile Phone Expenses 235.45 Regional Procurement: Salaries 35,882.47 Total Regional Procurement 54,617.47
Asset Management Asset Management: Internal Meeting Expenses: Catering 122.28 Asset Management: External Meetings Expenses: Registration 1,200.00 Asset: External Meetings:Travel, Accom & Meals 657.33 Total Asset Management 1,979.61
Total Operating Expenses 316,078.72
Net Profit 619,405.82
Profit and Loss - Groups 2 Far North Queensland Regional Organisation of Councils 30241 039 Balance Sheet Far North Queensland Regional Organisation of Councils 30241 As at 29 November 2019 29 NOV 2019
Assets Bank Cheque Account 79,574.77 Reconciliation account 150.00 V2 Account 1,815,912.40 Total Bank 1,895,637.17
Current Assets Accounts Receivable New 186,162.80 Total Current Assets 186,162.80
Total Assets 2,081,799.97
Liabilities Current Liabilities ANZ Credit Card:FNQROC 6,547.18 GST 13,164.41 Payroll Liabilities:AL Payable Current 55,480.00 Payroll Liabilities:AL Payable Non Current 730.00 Payroll Liabilities:LSL Payable Current 7,999.00 Payroll Liabilities:LSL Payable Non-Current 87,161.00 Rounding (0.08) Total Current Liabilities 171,081.51
Total Liabilities 171,081.51
Net Assets 1,910,718.46
Equity Current Year Earnings 619,405.82 Opening Bal Equity 293,928.07 Retained Earnings 997,384.57 Total Equity 1,910,718.46
Balance Sheet Far North Queensland Regional Organisation of Councils 30241 040 MEETINGS ATTENDED BY: DARLENE IRVINE, FNQROC EXECUTIVE OFFICER FOR THE PERIOD 01 OCTOBER – 30 NOVEMBER 2019
2019 MEETING DETAILS
2nd October FNQROC Western Councils Forum (Karumba) 8th October Media Announcement with Ms Deb Frecklington MP & CRC re Nullinga Dam 14th October FNQROC AGM FNQROC Board Meeting LGAQ Conference 2019 – Road Alliance Assembly 15-16 October LGAQ Conference 2019 21 October Shared Vision Advisory Committee Meeting with CRC 24 October Meeting with Cr Gilmore 25 October FNQ Ag Supply Chain Study – Steering Committee Meeting with Advance Cairns 30 October Meeting with Jim Myhill (XLR8 Consulting) and Peter Jordan (Maxima) 31 October Meeting with CRC re Nullinga Dam 11 November Savannah Way Ltd Board Meeting 14-15 November LGAQ Roads & Transport Advisory Group Meeting (Brisbane) 18-20 November ALGA Road Congress (Adelaide) 26-28 November FNQROC Mayoral Federal Delegation Meetings (See advocacy report for details)
041
Dairy Industry Crisis Relief
Action needed:
1. Fair price for milk
2. Meeting with MPs, Senators, Ministers, dairy farmers, processors and supermarkets
3. QLD State Government Crisis relief package
4. Lobby supermarkets and processors for greater return to farmers
Summary
The dairy industry in Far North Queensland started in the early 1900’s. In the 1970’s and 1980’s rationalisation of smaller factories brought about the creation of the Atherton Tableland Co-operative Dairy Association, known as Malanda Milk and Millaa Millaa cheese.
With a central factory in Malanda the industry grew in volume and was vibrant and progressive. The Victorian Government led deregulation in 2000 changed the playing field to the detriment of farmers. This region was a successful dairying region up to 2011, and then started to decline at the introduction of $1 per litre milk by Coles and Woolworths. Since the introduction of $1 per litre milk the dairy industry has been on its knees.
The big supermarkets have dragged down the price of milk to unsustainable levels. Dairy farmers in Queensland are being offered less than the cost of production. That is extremely exploitative and unfair. Coles and Woolworths have a role to play in ensuring that farmers receive at least what it costs them to produce milk. At a time where Coles and Woolworths are doing everything possible to buy exploitation-free products, why can’t they ensure our dairy producers are paid fairly and reasonably in line with the cost of production? A strong message needs to be sent to Coles and Woolworths – that they have to work with processors to ensure they are sourcing milk ethically and paying a fair price to farmers.
Currently, the major supermarkets sell milk at $1.20 litre. They use milk to get people into the shop and make their profit on other product purchases. Without a fair price for the purchase of milk, farmers are at the mercy of major supermarkets and processors. This is particularly acute in our region as there is only one processor (Lion Dairy and Drinks) with the result being our farmers are ‘price takers’ as they have nowhere else to sell their milk.
National pricing is not a reasonable concept in regional areas. To be viable, dairy farmers need to receive more than the cost of production, with pricing in regional areas taking into account the cost of inputs, distribution, freight, storage and refrigeration needs.
Regional pricing is used in major population areas where fruit and vegetables are differently priced in different locations. Regional pricing for milk is required in regional and remote areas to take higher production and distribution costs into account.
In short, our farmers have significant overdrafts, are running at a loss, with many planning to close their doors within 6-12 months. Critical action needs to be taken to address this crisis.
A collapse of the dairy industry will have a devastating impact on many of our small towns and communities. This is not just about our farmers – it is about entire communities!
Without intervention, we could soon lose generations of Queensland Dairy Farmers. Immediate action is necessary to address this crisis.
trc.qld.gov.au 042
Industry Facts
Today there are 43 farms supplying the Malanda factory, 9 supplying Mungalli Creek Dairy (biodynamic and jersey milk) and one farm milking buffalo.
48 million litres were produced in 2018/19 servicing 600,000 consumers ($30M farm gate, $60M wholesale, $80M retail), down from 53 million litres in 2017/18. This was due to weather conditions and the massive rises in costs of labour, electricity, freight, grains, hay, protein meals and supplementary feeds e.g. whole cottonseed and dried distillers’ grains.
o Whole cottonseed has risen from $300-350/tonne to $700/tonne this year. Opening prices for next year are $650/tonne and expected to rise. Freight from the gin at Emerald to the Tablelands is about $120/tonne.
o Grain mixes delivered on farm leapt to $200/tonne late last year and early this year.
The drought is affecting everyone even if not in the drought declared areas due to increased cost of inputs and transportation.
Currently there is an undersupply of milk, with Australia importing milk. Queensland is currently producing about 200 million litres less than our consumption and this gap is getting larger each year. New South Wales is in deficit as well. The closest pool of available milk is in south eastern Victoria.
Production is down 14% year to date (2018/19 – 2019/20) in Queensland (noting reduction across all states, however Queensland is highest loss). Queensland makes up 4.1% of total milk production across Australia.
The Tableland industry supplies milk south to Mackay, sometimes Rockhampton, west to the Northern Territory border and north to the tip of Cape York. The cost of freighting milk around this region is high.
Rationale
The North Queensland dairy industry is unlikely to survive without urgent intervention and assistance.
The value of milk paid to Tablelands farmers is currently about $30 million per annum. The Malanda Milk factory (owned by Lion Dairy and Drinks) is a large employer in the Tablelands Regional Council area with its potential closure losing approximately 100 local jobs and impacting 43 dairy farms who also employ a substantial number of people.
The flow on impacts from the demise of the dairy industry in North Queensland will have significant consequences for a number of our towns/communities, many local businesses, and in turn will result in lower land valuations and lower council rate revenue. The loss of one of our largest regional employers will affect regional GDP, result in job losses, devaluation of the factory asset, and add further pressure to our socio-economic challenges within our region that already has 67% of its resident population in the lowest two SEIFA index quintiles. The social and economic impact of the collapse of the local dairy industry cannot be under-estimated.
Actions
A fair price for milk from farm gate to cover actual production costs is required from processors.
A crisis meeting with Federal and State Ministers and representatives, local government, industry representatives and dairy farmers is required to formalise a plan to rescue the North Queensland dairy industry from imminent collapse (Federal/State).
An emergency crisis relief package is required to support North Queensland dairy farmers to remain viable which could include grants or subsidies (State).
Lobby supermarkets to increase prices on all milk products with a direct percentage provided directly to farmers, including any future price increases (Federal/State).
trc.qld.gov.au 043 Cairns and Hinterland Hospital and Health Service PLANNING FOR THE FUTURE Cairns University Hospital
044 At Cairns and Hinterland Hospital together clinical services with and Health Service, our purpose research and education, and is an is to “Work together, with our exciting opportunity to be at the community, providing health care forefront of health service research, services to improve health and translating that into practice within wellbeing in FNQ.” our health services, and educating the health workforce of the future. Our services extend beyond the Cairns and Hinterland regions, The Cairns University Hospital will to some of the most remote help us formalise our partnerships, communities in Queensland, and bring them to the forefront with our population increasingly of providing high quality, future- experiencing complex, chronic focussed health care, research and conditions. education right across the Cairns region. As part of our aim to improve access to health care and health We have a number of planning outcomes, we have committed processes completed or underway, to the future Cairns University all of which help position us to Hospital. This is based on improve health and wellbeing in the health care needs of our Far North Queensland; and achieve community, our continued growth, our vision of “excellence in health and ongoing technological care, wellbeing, research and advancements in health care. A education in FNQ.” University Hospital brings 045 BENEFITS OF A Building the case for the UNIVERSITY HOSPITAL Cairns University Hospital TO CAIRNS AND FNQ
A University Hospital brings together »» Expanding our Intensive Care Unit clinical service delivery, with health Introduce and expand new Entered into a partnership with the education and research in an integrated clinical services Cairns Private Hospital to provide campus. This combination has been robotic prostate surgery. proven to attract the most talented health Coordinated approach to health At the same time, we have matured our specialists and researchers – not to services, education and research clinical education and research capability, mention the opportunity to live and work - teaching and education particularly through our partnerships with informing clinical practice; and in the spectacular region that is Far North universities such as James Cook University collecting and sharing data to Queensland – and delivers improved support research (JCU). This includes being a foundation quality of health care to the community. member of the Tropical Australian Academic As demand for our health services has Health Centre, a partnership between JCU, Ability to provide higher level, grown, so too has our ability to treat the five northern Queensland Hospital more complex services locally, more complex patients locally, in different as well as being able to provide and Health Services, and the Northern improved quality of care. This settings and through new models enabled Queensland Primary Health Network. means fewer patients and their by technology. In the last ten years in families have to travel to other A University Hospital will enable us to CHHHS, we have: cities for treatment focus on research relating to topics highly Significantlyexpanded Cairns Hospital, relevant to the Far North Queensland opening the new D-Block in 2014 which community, including infectious diseases, Enhanced reputation – allowing took us to more than 500 beds us to attract grant funding, and service delivery in regional, rural and through published research Grown our clinical services capability remote populations, improving health papers to provide more care locally, and reduce outcomes for Aboriginal and Torres Strait the need for our patients and their Islander patients, chronic disease, and new Attraction of talented, high families to travel to places like Townsville health workforce models. calibre health specialists and or Brisbane for treatment. This includes: These achievements have positioned us researchers »» Introducing interventional well for the future. We now have the exciting cardiology services through a new opportunity to take a giant leap forward Opportunities for our own 24-hour cardiac catheter laboratory – to create the Cairns University Hospital. workforce development – (and a second lab now open). This will formally bring together our region’s joint appointments between This means we can provide more already impressive capabilities in health universities and the hospital services here in Cairns, including care, research and education as part of our
electrophysiology journey to provide excellence in health care Improved patient safety and and innovation in Far North Queensland. »» Introducing new and improved clinical outcomes services such as urology services,
vascular services, a new adolescent Broader economic benefits ward, a dedicated stroke service, to the Cairns region through paediatric services, cancer increased investment, attraction of workforce and therefore local treatments employment. 046 What changes with the Cairns University Hospital?
The future Cairns University Hospital brings significant opportunity to the Cairns region – across clinical services development, research and education.
It will allow us to build on our current partnerships, including with partners such as JCU; as well as our achievements and significant developments in health care in the region.
Practically, it means we can deliver more and better health services – meaning more complex services, with more skilled and highly trained clinicians, and less patients having to travel to Townsville and Brisbane for treatment when they are seriously unwell.
To do this, we need strong linkages with education and research. The Cairns University Hospital will enable enhanced education and research, meaning more Cairns and FNQ locals can complete their entire health / clinical education and training in the Cairns region. It will also facilitate undertaking research in areas that are relevant to our region, and embed the research outcomes into better health services.
047 Commencing new services: Expanded, and more complex Planning for the future children’s services treatment and management of Some sub-specialty surgical renal transplant patients services (such as plastic Access to neurosurgery in and reconstructive, vascular, Cairns urology, and colorectal) and CLINICAL some sub-specialty medical Increasing/expanding existing services to support these ADVANCEMENTS services such as: Virtual hospital to reach those More complex endoscopy and patients in rural and remote cardiac services communities
Expanded medical school Improved education for nursing in chronic complex More advanced medical care, including outreach specialist training places – teaching with Cairns becoming a hub for FNQ Developing and attracting EDUCATIONAL highly specialised clinicians; More GP training places including more opportunities ADVANCEMENTS Increased contemporary to train and retain FNQ locals nursing education, bridging in highly skilled clinical / education and clinical practice academic and research roles Increased and dedicated allied health training to meet demand
Service delivery to regional, Infectious diseases and rural and remote populations biosecurity Aboriginal and Torres Strait Non-communicable diseases RESEARCH Islander Health with high regional prevalence Innovative health workforce People with chronic diseases ADVANCEMENTS models
Cairns South Health Facility Mental Health Unit refurbishment INFRASTRUCTURE Emergency Department EXPANSION expansion Research Education and Innovation Centre Infrastructure Master Plan to expand Cairns Hospital
Universities Northern Queensland Primary Health Network PARTNERSHIPS Aboriginal Medical Services Other Hospital and Health Services
048 049 How Cairns and Hinterland Hospital and Health Service is bringing Cairns University Hospital to life
Cairns and Hinterland Hospital and Health Service has The right people: completed or commenced a range of planning activities – »» Achieving our University Hospital vision will require the from our Strategic Plan, to our Clinical Services Plan and right expertise to lead clinical, education and research Infrastructure Master Plan – all of which are coming together to activities. This includes: support the vision of the Cairns University Hospital. –– new and expanded clinical roles, including highly- Key aspects of this include: skilled medical specialists The right infrastructure to deliver high quality patient care, –– joint appointments and professorial roles research and education. Our infrastructure also needs to –– more doctors, nurses, allied health and keep pace with our services, and support our vision. To this operational staff to deliver increasing demand for end, our new Strategic Infrastructure Master Plan provides services across our health service our infrastructure priorities, including those that will help us achieve the Cairns University Hospital. Specific projects that The right partnerships:
are either under way, or in planning include: »» Supporting our advancements in clinical services, »» Current projects research and education requires strong partnerships with stakeholders such as: –– A hybrid vascular surgery theatre –– Universities –– Business case development for an expansion to the Emergency Department, as well as some –– Northern Queensland Primary Health Network
immediate new inpatient beds and a third –– Aboriginal Medical Services endoscopy room –– other Hospital and Health Services. –– Planning for the short-term “Optimise” solution in the Master Plan, which will provide up to 80 additional inpatient beds
–– Major new infrastructure projects at Atherton Hospital and the new Cairns South Health Facility, which will provide a back-up emergency option for future natural disasters and other scenarios for Cairns Hospital.
»» Future needs
–– Redevelopment of the Mental Health Unit, to provide a new, contemporary space for mental health patients
–– Planning – in conjunction with JCU – on the Research, Education and Innovation Centre 050 051