2 . Introduction
Pest management on private and public land is important socially , economically , environmentally and culturally for the preservation of our natural resources , rural industries and community values .
The Burdekin Dry Tropics natural resource management region , covering an area of approximately 146,000km 2 , is made up of numerous areas , assets and industries of considerable environmental and economic significance . Most of the region is managed for beef cattle grazing , however the region is known as the most productive sugarcane and largest winter vegetable growing centre in Australia . The region also includes internationallyrecognised wetlands , tropical savannas and internationally recognised rainforests , providing habitat for many local and migratory species that rely on the health of the system .
Pest plants and animals have considerable impact on these natural and economic values . The importance of pest management is recognised at a national and state level . The Australian Pest Animal Strategy 2017-2027 , the Australian Weeds Strategy 2017-2027 , the Queensland Biosecurity Strategy 2018-2023 and the Queensland Biosecurity Act 2014 provide guidance on the control and reduction of pests in Queensland . While the Commonwealth and state governments have provided a broad strategic direction for pest management , there is a need to convert this intent into on-ground action . Many organisations , groups and landholders are actively undertaking pest management work , some with individual plans and schedules . This strategy is designed to guide regional investment towards on-ground pest management activities within the Burdekin Dry Tropics region .
Developed by members of the Burdekin Dry Tropics Regional Pest Management Group , the strategy reflects the Commonwealth and State government pest management intent , interpreting this intent at a regional level for landholders and organisations that have a role in local and regional pest management for biodiversity and local economy outcomes . The strategic approach is not designed to contain detailed information on all invasive pest plants and animals in the region . Instead , it should assist stakeholders to work collaboratively on regionally-important pest projects to deliver positive pest management outcomes at a local level .
The Regional Pest Management Group will assist with the coordination and implementation of this strategic approach for an operating period of 2020 to 2025 , but its success will ultimately rely on the will , dedication and commitment of all landholders , land managers and stakeholders in the region .
It is the intent of this strategic approach to :
• promote cooperative stakeholder planning and knowledge transfer , and support the delivery of coordinated on-ground pest management activities ;
• develop and deliver regionally strategic pest management projects that result in an increase in economic , environmental , cultural and social values ; and
• inform local government pest management plans and provide the link between local pest management intent and the intent of the Commonwealth and State at the regional level .
Box 1 : Asset definitions
• High-value agricultural — recognised areas which produce agricultural goods with a high economic value per kilogram , per hectare or per calorie . This includes plantation forests , native and modified pastures , cropping , perennial and seasonal horticulture , and intensive animal production .
• High-value environmental — recognised areas of managed resource protection and nature conservation , marshes or wetlands and the riparian corridors that connect them . These asset areas are recognised for their ecological value , including the diversity and richness of native species . They may be important sites of refuge .
• Cultural — Aboriginal and Torres Strait Islander cultural heritage including significant areas or objects .
• Social — the attributes of individuals in the community including their interactions and behaviour ; human capital such as education , skills and health ; infrastructure and technology , residential housing and Defence capability . A guideline to regional asset locations is provided in
the appendix .
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