PLAYING A LEAD ROLE IN THE REGIONAL PEST MANAGEMENT GROUP
We further strengthened ties with our Burdekin Dry Tropics Regional Pest Management Group ( RPMG ) partners from local and state government , industry , and landcare .
The RPMG revisited its existing Regional Pest Management Strategy ( RPMS 2014-19 ) and adopted new goals and objectives , underpinned by improved governance arrangements .
The new RPMS ( 2020-2025 ), to be released in early 2020 , will be the third produced by the RPMG . It represents the group ’ s ongoing commitment to delivering efficient , effective and coordinated pest management .
The RPMG continues to invest in feral pig management , rolling out activities as a part of a coordinated aerial shooting program that aims to manage populations across more than
350,000ha . Efforts this year focused on coastal wetland feral pig populations in the Burdekin and Whitsunday local government areas , in addition to those impacting inland cropping areas of the Burdekin . A total of 409 feral pigs were removed .
Planning also took place for a major inland expansion of the program into the Isaac and Charters Towers regions . Many more landholders will be involved in an integrated management program combining aerial shooting with on-ground baiting and trapping .
The group also began planning a trial of the Good Neighbour Program ( GNP ) approach to weed management , which has been successful in the Flinders and Southern Gulf regions . The GNP aims to reduce potential conflicts between landholders and encourage a nil-tenure approach to priority weed
Regional Pest Management Project Officer Rachael Payne
management . The RPMG hopes to work more closely with private landholders to establish weed-free buffer zones for prickly acacia , a priority weed species in the Burdekin NRM region .
STRATEGIC PLAN SETS OUR COURSE FOR THE NEXT FIVE YEARS
Our Board delivered the Corporate Strategic Plan , which identifies organisational priorities and charts our course for the next five years . The document was developed over several months , with input provided by staff and partners . It was a chance to reflect upon the purpose of the company , and discuss ways to improve , strengthen , and grow .
The process identified five strategic priorities :
1 . Solutions for living landscapes
2 . Performing as a champion team
3 . Great governance and leadership
4 . Resilient cohesive communities and local livelihoods 5 . Securing reliable resources
Based on these priorities , we developed our first Annual Business Plan outlining a series of activities to be delivered to drive us forward .
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