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PLAN ARIDLAND BOTANIC GARDEN BARCALDINE.DOC

20 October, 1995

PRIVATE & CONFIDENTIAL

• Corporate member: Australian Institute of Agricultural Science • Registered Valuer • Member: Australian Association of Agricultural Consultants - A G R I B U S I N E S S & M A N A G E M E N T C O N S U L T A N T S & V A L U E R S -

FINAL REPORT to the

BARCALDINE SHIRE COUNCIL

STRATEGIC MANAGEMENT PLAN

for the Development of the

BARCALDINE ARIDLAND

BOTANICAL GARDEN

PREFACE

This Strategic Management Plan sets out, inter alia, the Final Report containing a strategic analysis for the proposed development of an Aridland Botanical Garden ("the Project") to be established in the vicinity of Barcaldine, central-western Queensland. This Project, initiated by the Barcaldine Shire Council ("the Client"), has been carried out utilising the services of Gary O Garner & Associates ("the Consultant") as a Regional Economic Development ("RED") Program Feasibility Study, as arranged through the Rockhampton Regional Office of the Department of Business, Industry and Regional Development ("DBIRD").

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: TABLE OF CONTENTS

20 October, 1995 C:\DOCUMENTS AND

SETTINGS\GARNERG\DESKTOP\PUBLICATIONS\STRATEGIC MANAGEMENT PLAN ARIDLAND BOTANIC GARDEN BARCALDINE.DOC




1. TABLE OF CONTENTS

1. TABLE OF CONTENTS.................................. .......................................... 2

2. EXECUTIVE SUMMARY........................................................................... 6

3. INSTRUCTIONS/TERMS OF REFERENCE ........................................... 13

3.1 TERMS OF REFERENCE ..................................................................................... 13 3.2 INTRODUCTION.................................................................................................... 13

3.2.1 Overview ................................................................................................... 13 3.2.2 Further Background and Feasibility Study Considerations ....................... 14

3.3 PROPOSED ACTIVITIES ...................................................................................... 19 3.3.1 Required Evaluation .................................................................................. 19 3.3.2 Purpose of Consultancy ............................................................................ 20 3.3.3 Objectives & Outcome of the Consultancy................................................ 20

4. BACKGROUND TO THE BARCALDINE ARIDLAND BOTANICAL GARDENS PROJECT.................................... ......................................... 22

4.1 THE REGIONAL BOTANICAL GARDEN CONCEPT............................................ 22 4.1.1 Botanic Gardens Conservation International & the World-Wide

Importance of Aridland / Regional Botanic Gardens ................................. 23 4.2 THE BARCALDINE PROJECT .............................................................................. 24

4.2.1 Background ............................................................................................... 24 4.2.2 The Master Plan ........................................................................................ 25

5. S.W.O.T. ANALYSIS.................................. ............................................. 26

5.1 STRENGTHS ......................................................................................................... 26 5.2 WEAKNESSES ...................................................................................................... 28 5.3 OPPORTUNITIES.................................................................................................. 29 5.4 THREATS .............................................................................................................. 30

6. STRATEGIC OBJECTIVES ............................... ..................................... 31

7. MISSION STATEMENT........................................................................... 32

8. STRATEGY ELEMENTS & ACTION PLANS ................... ...................... 33

8.1 STRATEGIC OBJECTIVES, RATIONALE, & ACTION PLAN DETAIL.................. 33 8.2 TIME FRAMES & RESOURCE ALLOCATION OF STRATEGIC ACTION

PLANS.................................................................................................................... 44

9. RESEARCH & DEVELOPMENT............................. ................................ 46

9.1 NEW TECHNOLOGY, NEW PRODUCTS FOR THE FUTURE & FUTURE KEY RESEARCH REQUIRED ............................................................................... 46

9.2 TRADE MARK REGISTRATION............................................................................ 46

10. INFRASTRUCTURE, PREMISES & OTHER PHYSICAL RESOURCES.......................................................................................... 48

10.1 INFRASTRUCTURE REQUIREMENTS ................................................................ 48




10.1.1 Land Requirements ................................................................................... 48 10.1.2 Services 48

10.1.2.1 Potential for the Development of a “Solar Power Demonstration Site” ...................................................................................................... 49

10.1.3 General Infrastructure ............................................................................... 49 10.2 SUNDRY PLANT & EQUIPMENT.......................................................................... 51 10.3 CAPITAL WORKS REQUIREMENTS ................................................................... 52

10.3.1 Prime Display Area.................................................................................... 52 10.3.2 Building (Premises) - Prime Area Display ................................................. 52 10.3.3 Premises Fit-Outs...................................................................................... 53

10.4 OTHER PREMISES & SUNDRIES ........................................................................ 53 10.4.1 Constructed Artificial Wetlands ................................................................. 54

11. MANAGEMENT, ORGANISATION & PERSONNEL ............... ............... 56

11.1 KEY MANAGEMENT & PERSONNEL................................................................... 56 11.2 QUALITY ASSURANCE (QA) & TOTAL QUALITY MANAGEMENT (TQM) ......... 56 11.3 ORGANISATIONAL STRUCTURE........................................................................ 58 11.4 ORGANISATIONAL CHART.................................................................................. 58 11.5 STAFFING LEVELS............................................................................................... 59

11.5.1 Annual Salary Requirements..................................................................... 60 11.6 GENERAL COMMENTS ........................................................................................ 61

11.6.1 Position Job Descriptions .......................................................................... 61

12. SALES ESTIMATES, FINANCIAL PLANNING & ANALYSIS ..... ........... 63

12.1 CAPITAL INVESTMENT REQUIREMENTS.......................................................... 63 12.2 PROFIT & LOSS / CASH FLOW STATEMENTS .................................................. 63

12.2.1 Summary ................................................................................................... 63 12.2.2 Base Assumptions & Total Funding Requirements................................... 63 12.2.3 Sales & Other Income ............................................................................... 64 12.2.4 Three Year & Year-In-Year-Out (Y.I.Y.O.) Cash Flow Summary.............. 65

12.3 FUNDING OPTIONS OR ASSISTANCE AVAILABLE........................................... 66 12.3.1 Overall Funding Requirements.................................................................. 66 12.3.2 Department of Business Industry (Regional Development) ...................... 67 12.3.3 Department of Employment, Education & Training ................................... 67 12.3.4 Department of Industrial Relations ............................................................ 67

13. MARKETING & MARKETING STRATEGY ..................... ....................... 69

13.1 OVERALL STRATEGY .......................................................................................... 69 13.2 STRATEGIC ACTION PLANS FOR MARKETING THE PROJECT

(INCLUDING FUNDS-RAISING)............................................................................ 70 13.2.1 Sales of Plants to Visitors and Tourists..................................................... 71 13.2.2 Approach to Government .......................................................................... 72 13.2.3 Marketing & Advertising Budgets .............................................................. 72

13.3 FUTURE OPPORTUNITIES .................................................................................. 73 13.3.1 General 73 13.3.2 Export Opportunities.................................................................................. 74

13.4 OTHER MARKETING FACTORS.......................................................................... 74 13.4.1 Development of a “Solar Power Demonstration Site”................................ 74 13.4.2 Selling & Advertising.................................................................................. 75

14. BARCALDINE - A BACKGROUND TO THE REGION ............ ............... 76

14.1 ORIGIN OF THE NAME BARCALDINE................................................................. 76




14.2 BARCALDINE - FACTS ......................................................................................... 76 14.3 BARCALDINE - TIMELINE HISTORY OF MAIN EVENTS.................................... 77

14.3.1 Born to Conflict (1846-1891) ..................................................................... 77 14.3.2 Liquid Gold (1885-1899)............................................................................ 77 14.3.3 Set Back (1898-1905) ............................................................................... 78 14.3.4 Garden City (1905-1925)........................................................................... 78 14.3.5 Want and War (1925-1945)....................................................................... 79 14.3.6 On the Sheep’s Back (1945-1965) ............................................................ 80 14.3.7 Crisis to Stability (1965-1985) ................................................................... 81

15. DISCLAIMER & QUALIFICATION BY CONSULTANT........... ................ 82

16. APPENDICES ......................................................................................... 83

16.1 Press Releases ...................................................................................................... 83 16.1.1 Public Notice 17 May, 1995....................................................................... 83 16.1.2 Press Release: 17 May, 1995 ................................................................... 84

16.2 Strategic Planning Workshop - Presentation ......................................................... 87 16.3 Examples of Written Job Descriptions ................................................................... 92 16.4 Estimated Power Requirements........................................................................... 105 16.5 Acknowledgments ................................................................................................ 106

17. ATTACHMENTS ........................................ ........................................... 107

17.1 Cash Flow Schedules........................................................................................... 107 17.1.1 Schedule 1 Primary Base Assumptions .................................................. 107 17.1.2 Schedule 2 Capital Expenditure .............................................................. 107 17.1.3 Schedule 3 Wages & Salaries................................................................. 107 17.1.4 Schedule 4 Sales Summary .................................................................... 107 17.1.5 Schedule 5 Cash Flow Assumptions....................................................... 107

17.2 Profit & Loss / Cash Flow Summary .................................................................... 107 17.3 Cash Flows (Years 1 to 3 , and Year-In-Year-Out) .............................................. 107 17.4 Project Implementation & Action Plans (including Pert Chart) ............................. 107 17.5 Strategic Management & Action Plan Summary for the Development of the

Barcaldine Aridland Botanical Garden (by order of Activity)................................. 107 17.6 Organisation Chart ............................................................................................... 107 17.7 Overview: The Barcaldine Arid Land Botanical Park (Mr Lance Norman,

Patron) - Article from the Outback Courier Friday May 5, 1995 ........................... 107 17.8 Location Plan of Proposed Botanical Garden & Surrounding Property

Boundaries ........................................................................................................... 107 17.9 Master Plan - Barcaldine Aridland Botanical Park (Landplan Studio) .................. 107 17.10 Circulation - Barcaldine Aridland Botanical Park (Landplan Studio) .................... 107 17.11 Overall Planning Concept (Prime Display Area): Stages 1 to 4 - Barcaldine

Aridland Botanical Park (Landplan Studio)........................................................... 107 17.12 Master Plan (Prime Display Area): Stage 1 - Barcaldine Aridland Botanical

Park (Landplan Studio)......................................................................................... 107 17.13 Access Circulation (Prime Display Area)- Barcaldine Aridland Botanical Park

(Landplan Studio) ................................................................................................. 107 17.14 General Construction (Prime Display Area): Stage 1 - Barcaldine Aridland

Botanical Park (Landplan Studio)......................................................................... 107 17.15 Strategy Plan - Longreach Heritage Circuit (Landplan Studio) ............................ 107 17.16 Biz-Link Report #1 - Local Government Administration ....................................... 107




17.17 Biz-Link Report #2 - Other Recreation (Tourism) ................................................ 108 17.18 Renewable Energy Requirements - Estimate From the Rainbow Power

Company Ltd (Nimbin) ......................................................................................... 108

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: EXECUTIVE SUMMARY



2. EXECUTIVE SUMMARY

T H E S T R AT E G I C P L AN A Brief Summary

WHAT IS IT?

Identification of "where a business is going" - THE WHERE or THE FUTURE. (The Strategic Plan is the driving force behind competitive workplace change).

WHAT ARE THE AIMS & OBJECTIVES?

To ensure the development of a strategic focus, i.e. assisting an enterprise to develop a strategic plan of action for the realisation of its market and other opportunities.

WHY DO IT?

Results in improvements to an enterprise effected through a change process in the business as outlined in a plan of action. Ultimate outcome is increased profitability through people

development, cost effectiveness of services and inputs, quality controls, product development, and other factors.

The Barcaldine Aridlands Botanical Gardens Project is perhaps best introduced

by the “visionary” for its establishment - Mr Lance Cockburn of “Brookvale Park”, Oakey. Mr Cockburn suggested that an ideal place for its establishment was an area along the Barcaldine - Blackall Road, between the Alice River and Lagoon Creek. This area appeared to represent an ideal environment for supporting the growth of most of the semi-arid species of native flora. This area also happened to be part of the Barcaldine Town Common, and is located alongside the well-travelled “Outback Tourist Route” - the Matilda Highway.

The Project may be perhaps best encapsulated by its Mission Statement - “A

Forest of National Significance”

The Barcaldine Project is part of the Regional Botanic Garden Network which was

first formally recommended for adoption in Australia, with the publishing of a

Report prepared by the Royal Australian Institute of Parks and Recreation1 in October 1985. This Report recommended that a nationally coordinated effort be put in place that would encourage the development of a network of Botanical Gardens and Arboreta in regional areas, devoted specifically to the study and conservation of Australian flora.

The suggested program envisaged the establishment of a national core network

of 39 Botanical Gardens and Arboreta, comprising 21 existing Botanical Gardens, and augmented by 18 new Regional Botanical Gardens, of which Barcaldine would be one.

The network of Regional Botanical Gardens have been designed to collectively

represent the complete range of environmental conditions that are to be found in Australia. They comprise a specialised Botanical Garden network that are primarily devoted to the planting, cultivation, and study of Australian flora. The insitu conservation of plants in adequately managed reserves is well complimented by the establishment of plants away from their natural site areas in

1 A Report on the Collection of Native Plants in Australian Botanic Gardens and Arboreta




Regional Botanical Gardens. This strategy serves to guard against extinction and consequent loss of the species gene pool.

At the current time, the subject of aridland / regional botanic gardens is on both

the national, and international agenda, especially in the context of conservation of native plant species. However, only a handful of nations across the globe (and Australia is one of them) are in a position to provide the necessary environment, and / or have suitable plant species available, to develop and protect their native flora and fauna through the implementation of regional botanic gardens / garden networks.

This aforementioned Royal Australian Institute of Parks and Recreation Report also

recommended the establishment of a Regional Botanic Garden in the Central West of Queensland, which, together with a proposed network of Regional Botanic Gardens, would become a “major factor in a national conservation strategy designed to ensure the ecologically sustainable development”.

Upon the completion of an initial feasibility study into the development of a

regional Botanic garden located at Barcaldine, landscape architects Landplan Studio were commissioned by Barcaldine Shire Council to undertake the development of a Master Plan, which was finalised in March, 1994. This is a detailed planning document, which serves to encapsulate, inter-alia, the detail of the project including areas to be protected, required infrastructure, vegetation mapping, and other data. It also highlighted the potential to develop the Garden as a facility of national consequence, becoming an integral part of the proposed national system of Regional Botanic Gardens.

Large specimens located on the Isisford-Blackall Road

One of the over-riding priorities identified during the course of developing the

Master Plan was the benefits to be gained for the Barcaldine community, under




the direction of Council. The process included involvement of local interested aboriginal clan(s) and other interested organisations who have a vested interest in the region's development. The Project also represents unique employment opportunities, as well as having significant positive implications for education, conservation, botanical research, tourism, and other factors.

The Master Plan has been used as the basis for the establishment of the

Barcaldine Aridland Botanical Park. The document has confirmed that the Barcaldine Aridland Botanical Park is of national significance, and has specific botanical and environmental importance, with a significant potential benefit to the local community. The strategies contained in the Master Plan augurs well with the Royal Australian Institute of Parks and Recreation Report which, as mentioned previously, recommended the establishment of a Regional Botanic Garden in the Central West of Queensland.

To date, the Council, with the assistance of the “Friends of the Garden”, the

Central West Aboriginal Corporation, and other interested persons, have managed to effect limited progress with the construction of vegetation enclosures and pathways, the commencement of plant vegetation mapping and labelling, and the carrying out of other activities. The development of this Strategic Management Plan will see the Project able to be fully implemented once sufficient funding has been obtained.

The following Strategic objectives for the Project have been developed upon

consultation with the local community, Council, “Friends of the Garden, and the Central West Aboriginal Corporation:

1. To establish the first aridland botanical park in Queensland - a unique

aridland park promoting botanical bio-diversity in conformity with the Master Plan.

2. To encourage and actively pursue support from Government (at all levels),

corporations, local aboriginal and other regional organisations. 3. To promote the easy accessibility of the park. 4. To maximise the eco-tourism potential for the region. 5. To promote the Gardens as complementary (and complemented by) other

regional attractions (e.g. Stockman’s Hall of Fame, Wool Scour, Matilda Highway Outback Tourist route, Australian Workers Heritage Center, “Chain of Attractions” etc..)

6. To maximise botanical research, and education potential. 7. To foster the development and maximise employment opportunities,

including the establishment of formalised training programs. 8. To achieve maximum local support. 9. To obtain professional advice and assistance wherever appropriate to assist

in project implementation. 10. To commercialise research and development activities at opportunity.




The rationale behind the above strategies include:

❆ Preserves a unique botanical environment of world-class standard, and establishes facilities that will contribute to the community lifestyle.

❆ Ensures the concept of the Barcaldine Aridland Botanical Garden receives sufficient funding and support-in-kind to enable its establishment and ongoing viability.

❆ Increases the likely support by visitors and others from local communities.

❆ Enables additional export and other income to be received by the community, and encourages the value and concept of eco-tourism

❆ Capitalises on, and adds further value to, other regional attractions, providing additional reasons for visitation by tourists and others.

❆ Increases the awareness and value of Australian native flora, and assists with the preservation and ongoing protection of endangered and other unique flora species.

❆ Decreases community unemployment, and raises the skills levels of the local work-force.

❆ Ensures the Project is established and operated with the wants and needs of the local community given the maximum possible priority.

❆ Ensures that the chances for the Project’s success are maximised, and that all available opportunities are fully exploited; provides additional confidence to the Project’s supporters.

❆ Potentially provides an ongoing, secure, and increasing source of income for the local community, whilst at the same time giving maximum encouragement to a practical research and development effort.

All strategies (as noted above) have been further explored on the basis of the

development of numerous Action Plans which have time-frames and resources allocated. Essentially, the first stage of the Project will see the Project developed over a period of three years, in addition to an initial 12 months period which allows time to obtain funding through relevant government and non-government bodies.

The Master Plan for the Gardens includes a “Prime Display Area” which consists

of an area of some 55 hectares, bounded by the Alice River to the East, Black Gully to the North, and a drainage line to the south and west. It is located approximately 7 kilometres by sealed road from Barcaldine, immediately adjacent to the Isisford Road to the south of Black Gully.




The Area is planned to be developed in four stages2, with Stage One encompassing an area of 10.5 hectares. This will form the central core of the Botanical Garden. It will contain:

1. The Visitor Centre (initial point of contact, providing direction, information and interpretation data)

2. Administration Building

3. Herbarium

4. Nursery

5. Maintenance Depot

6. Curator’s Residence The Project will see the employment of a total of 16 persons, including key

management (the Curator3, Administration Manager, and the Aboriginal Liaison Officer), a Construction Crew, Maintenance Crew, and various other support staff.

Management will be assisted by the support of (primarily) the local “Friends of the

Garden”, as well as Landcare, the local High School and TAFE College Students, and various other organisations. Involvement by the Central West Aboriginal Corporation is also a fundamental part of the support structure.

The project will require a total Capital investment of approximately $3.2m,

summarised as follows:

INFRASTRUCTURE $985,033

SUNDRY PLANT & EQUIPMENT $432,060

CAPITAL WORKS / PREMISES REQUIREMENTS $1,593,050

OTHER PREMISES & SUNDRIES $179,500

TOTAL $3,189,643

Indications are that the annual running costs - Year-In-Year-Out - of

approximately $0.573m (including salaries and wages of approx. $0.384m) will be largely offset by potential income earned from the sale of propagated plants (primarily), concessions and other income. It is proposed that any shortfall in annual working capital requirements (estimated @ $130,000) could be met from Corporate sponsorship.

Proposed total Capital Funding requirements is $3,650,000, including start-up

working capital). The cash flow demonstrates that the Project will be able to be implemented on

the basis of the introduction of capital, summarised as follows:

October, 1996 500,000

February, 1997 700,000

April, 1997 700,000

2 Further stages will accommodate additional plant collections and research activities as / if necessary.

3 The Curator reports to a proposed “Barcaldine Aridland Botanical Garden Management Board”




May, 1997 1,000,000

July, 1997 500,000

January, 1998 150,000

May, 1998 100,000

Total $ 3,650,000

Plus Corporate Sponsorship $130,000 per annum

It will be a critical task to make an approach to Government, at a Ministerial

level, at both State and Federal levels, in order to promote the concept and ensure that prospects for success are maximised. It is very important that the national / international significance of the Project be well understood and appreciated. It is recommended that a delegation from Council, “Friends of the Garden, the CWQAC and the Master Plan / Strategic Planning Consultants be charged with this task. DBIRD may be able to assist in this regard.

The overall marketing strategy is one based on the development of a consistent

image of a very unique, aridland botanical park which promotes the value of maintaining and further developing the quite special botanical bio-diversity available at the site. Clearly, this includes promotion of the educational and eco-tourism aspects of the Project, and in particular, capitalise on (i.e. commercialise) the research and development activities carried out.

The overall strategy for marketing and sales is "The development of a very unique,

aridland botanical park of national / international significance which promotes

the value of special botanical bio-diversity, with emphasis on educational and

eco-tourism aspects. Research and development activities will be

commercialised with the Gardens becoming a consumer orientated, low cost

producer of consistent quality, value added, propagated plant products" In short, the Project represents a unique opportunity to be developed on the basis

of both its scientific aspects, and commercial potential. The Project is in no small way linked to the tourism industry - a feature which

should assist in the Gardens becoming basically self-funding in the years to

come, with perhaps a modicum of assistance by way of Corporate sponsorship

during its establishment. However, the cash flows prepared in support of this Report assume that by far the

greatest demand (and therefore income) derived from the sale of propagated plants will be from the local Government sector. There is good potential to develop the Project as a “Centre of Excellence” for the propagation of arid and

semi-arid plant species. Propagated plants will also be able to be sold to tourists4. Indeed, the Consultant considers that the opportunity for tourists and others to “Take Home a Piece of the Outback” represents a unique marketing opportunity.

Advertising expenditure planned for the Project has been provided for the

conduction of direct advertising campaigns in the electronic and print media, the nature of which could be further developed during the business planning process. However, it should be recognised that the launch of such a Project is likely to generate significant media interest. The Project’s uniqueness, in terms of ecology, environment, botanical and local employment issues are likely to be attractive to the media.

4 There will also be the opportunity to sell other “souvenier items to this market.




A key feature of the Gardens is to promote it as being complementary (and

complemented by) other regional attractions. This, together with the continued development of the region as one representing a unique part of Australia’s history and culture will no doubt assist the continual development of opportunities.

Other opportunities for the future might also include:

1. Further development of eco-tourism activities 2. Propagation of non-local, important or rare species 3. Further employment opportunities as the Project progresses to later

development stages 4. Training Opportunities / open learning / educational research. 5. The development of unique arid fauna. This might include the

establishment of an aviary, and other Projects that are location specific. 6. Opportunities for further, ongoing local Involvement - this will gradually

develop as visitors stay in the township, rather than “pass through” as is commonplace at the moment. The Gardens development will in fact be a contributing factor to tourist stopovers, since the time taken to inspect such a facility - even if relatively cursory - is by nature lengthy.

7. Potential involvement by local business houses and other organisations will

increase as the visitor rate to the facility (and the region) improves. The Gardens will also be in an excellent position to develop an export trade for

the sale of propagated rare species. Finally, the Project represents an excellent opportunity to be developed as a

“Solar Power Demonstration Site”. The location of the Gardens, particularly having consideration of the relatively long average day lengths and the number of sunny days each year, augurs very well for the harnessing of power by way of solar collection. The site could be very effectively marketed as a leading example of solar power generation. Whilst planned capital development expenditure has included the full cost of such infrastructure, it might be reasonably anticipated that this aspect could be the subject of corporate or government sponsorship.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: INSTRUCTIONS/TERMS OF REFERENCE



3. INSTRUCTIONS/TERMS OF REFERENCE

3.1 TERMS OF REFERENCE The terms of reference for this Consultancy results from discussions held with

Barcaldine Shire Council management (Chief Executive Officer Mr Peter Burrow), and liaison with DBIRD's Rockhampton Office staff (Regional Manager Mr Mark White), and as contained in the Consultant's proposal dated 17 February 1995 (later amended 6 April, 1995), and Council authorisation dated 30 March, 1995.

3.2 INTRODUCTION The following information was provided in the introduction by the Consultant for

the Project, and provides a comparative overview of the Botanical Garden before

commencement of the Consultancy:

Formal written guidelines (Terms of Reference dated 23 January, 1995) for the

Consultancy have been received. The activity list and processes described below are a result of the Consultant closely following these guidelines, in addition to briefing discussions held with Council Management (Mr Peter Burrow) and DBIRD.

3.2.1 Overview Background to the Project has been provided in the Client's Terms of Reference.

This background included broad details of the Master Plan which has been used as the basis for the establishment of the Barcaldine Aridland Botanical Park - an initiative of the Barcaldine Shire Council.

The Master Plan process was completed in March 1994, and confirmed that the

Barcaldine Aridland Botanical Park has specific botanical and environmental importance, and further suggested a significant benefit to the community, with potential to develop as a facility of national consequence as an integral part of a proposed national system of Regional Botanic Gardens.

This strategy augured well with a prior report prepared by the Royal Australian

Institute of Parks and Recreation5 which recommended the establishment of a Regional Botanic Garden in the Central West of Queensland, which together with a proposed network of Regional Botanic Gardens, would become a "major factor in a national conservation strategy designed to ensure the ecologically sustainable development by:

• the preservation of the local bio-diversity • assisting botanical research • increasing the awareness of the value and use of the Australian flora

5 Royal Australian Institute of Parks and Recreation, A Report on the Collection of Native Plants in

Australian Botanic Gardens and Arboreta, National Library of Australia Catalogue entry: ISBN 0 908464 21

5




• establishing facilities that will contribute to the community lifestyle, and

• assisting in attracting tourism to the region."6 The Consultant notes that Council have, as contained in the Terms of Reference,

instigated initial low impact environmental protection work. Current staff also include a horticultural botanist and two field workers. Clearly, the Project has at least a modicum of community support, with the formation of a "Friends of the Gardens" group.

The Master Plan also suggested that, in view of another Botanical Garden

development proceeding at Longreach, consideration should also be given towards the situation and determination of a strategy for action which would be of benefit to both Longreach and Barcaldine, and in the process achieving the aims of the Regional Botanical garden Network. The inference here is that a common-sense approach needs to be adopted in terms of co-development. The Master Plan emphasised that whilst each site has special attributes which are unique and site specific, there may be some economies gained, for example, in joint operations and management.

The Consultant is not aware of the extent to which such "co-development" has

occurred, or likely to occur, however this may require some degree of investigation especially since the Project now proposed involves the development of a Strategic Management Plan specific to the Barcaldine site. Landplan Studio suggested that both initiatives could be progressed with the involvement of the Arid Zone Research Institute, National Parks and Wildlife Service, Department of Primary Industries, the Pastoral College, and other such bodies.

Nonetheless the Consultant understands the over-riding priority is the benefits to

be gained for the Barcaldine community, under the direction of Council who have clearly demonstrated their leadership role for the Project. As Landplan Studios observed, "the associated opportunities and constraints need to be considered in detail ... and discussed to determine a suitable strategy for action".

Fundamentally, such constraints (or opportunities) might also include, for

example, the involvement of local interested aboriginal clan(s) who no doubt have a vested interest in the region's development. The Consultant understands that the Project represents, inter-alia, unique employment opportunities.

3.2.2 Further Background and Feasibility Study Considerations Some preliminary strategic planning is already in evidence, as contained in the

existing Master Plan. The Vision Statement contained in that document included the strategic issues identified as those coming under the broad headings of:

• The Botanical Garden Facility, with Primary functions including:

Conservation Recreation

6 Excerpt from the Barcaldine Aridland Botanical Park Master Plan, Landplan Studio (Landscape

Architects), 30 March 1994.




Education Research • Secondary use as a specialised open space or park with a range of plant materials displayed in specialised layouts and associations which visually attractive.

Landplan also suggested a number of major objectives for the development,

which built upon the Vision Statement. It would seem that the Council now wish for this Strategic Planning Process to be

undertaken in earnest, with specific and detailed information / support required. This is in order that the Project is able to realise its full potential, and proceed along clearly defined (and fully costed / planned) paths.

The Consultant proposes a rigorous (but relatively uncomplicated) process in

order that the complex web of tasks and opportunities is conducted on a well-planned basis. In so doing it will ensure that the management of the Project is clearly smoothly undertaken. This will be in the light of clear long term direction and focus, with specific action plans and objectives defined along the way.

The Strategic Planning Process / Methodology A generic model for the Strategic Planning Process may be described, in a

functional sense, as follows:

THE STRATEGIC PLAN A Brief Summary

WHAT IS IT?

Identification of "where a business is going" - THE WHERE or THE FUTURE. (The Strategic Plan is the driving force

behind competitive workplace change).

WHAT ARE THE AIMS & OBJECTIVES?

To ensure the development of a strategic focus, i.e. assisting an enterprise to develop a strategic plan of action for

the realisation of its market and other opportunities.

WHY DO IT?

Results in improvements to an enterprise effected through a change process in the business as outlined in a plan of action. Ultimate outcome is increased profitability through people development, cost effectiveness of services and

inputs, quality controls, product development, and other factors.

The Consultant proposes to adapt this more generalised summary as the basic

model for progressing the assignment. More specifically, the Consultant would like to adopt a process as follows:




1. Determine the Project's Strengths, Weaknesses, Opportunities, and Threats,

through a SWOT analysis workshop(s)7 2. Prioritise the above "SWOT" factors. 3. Identify, as a result of the above process, the Key Strategic Issues. This is

intended to be a "needs-based" analysis. For example, this might identify the need for a committed local community involvement", and/or "the need

for an effective marketing program". 4. Each Key Strategic Issue would be further detailed in terms of its relative

importance, rationale, and special features. 5. The final step could then be undertaken, that is, the development of

Strategy Elements and Action Plans in the following format:

1. STRATEGIC OBJECTIVE

(The Strategic Objective is a short statement conce rning the direction or undertaking the Project needs to take. For example, this might be "To implement the best available technology and work practices"). In the case of the Aridland Botanical Gardens, it is

certain that there will be a need to develop a numb er of Strategic Objectives.

2. RATIONALE

(The rationale explains why the Strategic Objective is important, and/or the logic behind the Strategy)

3. ACTION PLANS

(Having Established the Strategic Objective, and it s rationale, the Action Plans describe how it will be implemented. The Action Plan should be time-bound, specific,

measurable, performance-related, with details of th e necessary resource and cost provided).

The 3 to 5 year Strategic Management Plan will therefore be capable of meeting

the requirements outlined in the Council's Terms of Reference through this inter-active process. In addition, the required elements of marketing strategy (opportunities) and the determination of client satisfaction and needs can be developed and finalised once the above process has been undertaken. Finally, the outcomes can then be reviewed, costed, and / or further investigated as required in order to determine critical paths and other practical issues that will ensure the Project is implement able, especially in the light of available resources.

In this way, the consultancy assignment can be designed to examine firstly, and

most importantly, financial viability, and secondly, identify task requirements (e.g. environmental, labour, plant, equipment, and other related issues). Having

7 A SWOT analysis identifies a business's Strengths, Weaknesses, Opportunities, and Threats . Typically,

company representatives, ideally at all levels, are involved in a "brainstorming" designed to identify such

factors which will assist, inter alia, in the development of a more focused marketing plan. The SWOT

analysis is designed to recognise these factors, separate them from broad to clear definitions, set the

order of priorities, and finally plan for resolution (i.e. the process of "who, what, where, when").




examined these issues, the project is then prepared for implementation i.e. achieving a commercially realistic outcome.

The final documented result would appear (diagramatically) as follows:

MODEL FOR THE BARCALDINE ARIDLAND BOTANICAL GARDENSMODEL FOR THE BARCALDINE ARIDLAND BOTANICAL GARDENS

STRATEGIC MANAGEMENT PLANSTRATEGIC MANAGEMENT PLAN

Action Plan#1

Action Plan#2

Action Plan#3

Action Plan#4

Action Plan#5

Action Plan#6 (etc.)

Rationale

Strategic Objective #1

Action Plan#1

Action Plan#2

Action Plan#3

Action Plan#4

Action Plan#5


Rationale


Action Plan#1

Action Plan#2

Action Plan#3

Action Plan#4

Action Plan#5


Rationale


Action Plan#1

Action Plan#2

Action Plan#3

Action Plan#4

Action Plan#5


Rationale


Action Plan#1

Action Plan#2

Action Plan#3

Action Plan#4

Action Plan#5


Rationale

Strategic Objective #5ETC.

STRATEGIC MANAGEMENT PLANBarcaldine Aridland Botanical Gardens

The Consultant suggest that each of the Action Plans should be documented

providing the following information8:

1. Action detail (what the Action is) 2. Action Duration (the estimated time required to complete the Action). 3. Action Scheduled Start (when the Action should, or is due, to commence). 4. Action Scheduled Finish (when the Action is due for completion). 5. Action Predecessors (what other actions need to be undertaken before the

Action in question - if any).

8 The Consultant would use Project Management Planning software (Microsoft Project for Windows) to

assist in the development of the Action Planning component of the Strategic Management Plan.




6. Action Resources (who / what resource is allocated to undertake or support the Action).

7. Action Cost (the cost of undertaking the Action). 8. Critical Path (the development of a "Pert Chart" or similar which allows an

overview of those Actions which are critical to the implementation of the Project, and / or those Actions most likely to cause a delay in implementing the Project).

9. A weekly, or monthly summary (as may be appropriate) of Actions required

to be undertaken to assist in Managing the Project. This will ensure that the Project is kept "on track".

Finally, the Consultant anticipates that a close working relationship will need to

be developed with the Council executives. This is not only to ensure that there is no duplication of effort, but to also ensure that the Council is fully involved in each stage of the consultancy whereby the process is interactive. The cost effectiveness of this approach has been factored into the quotation as detailed below.

Strategic Direction Barcaldine Shire Council intend to set in place a strategic direction which will

involve them in unique development capable, at least in part, of commercial exploitation.

Accordingly, a component of the Consultancy will involve a degree of market

research in order to establish the size, nature and scope of opportunities available. This will ensure that the Council's involvement has the best chances for commercial success. With the proposed initial investment being relatively significant, the venture also represents a significant challenge in terms of management, future direction and possibly even funding. Therefore, and in keeping with the Council's Terms of Reference, consideration will also need to be given to personnel structures, training, and other general requirements in support of the Project.

In addition, the Consultant will need to determine procedures for determining

client satisfaction and needs. This will allow for the ongoing monitoring of the Project, and provide the catalyst for change (and even a change in Strategic Direction) if there are issues becoming apparent that warrant such change.

The Consultant believes that the approach detailed herein allows for

considerable flexibility, and in particular the opportunity to quickly adapt documentation (and Action Plans in particular) to changing circumstances. For example, "what-if" analysis is easily and quickly achievable once the base data has been acquired and documented on electronic media.

In this way, Council may be assured that the on-going management servicing of

the Project can be undertaken in a very cost effective and efficient manner.

General Comments




In addition to factors mentioned above, there are a number of reasons why the establishment of the Botanical Gardens at Barcaldine has become both a desirable Project and potentially, a commercial proposition. Much of this has been documented in the Landplan Studio Master Plan, and includes:

• The preservation and ongoing careful management of unique, semi-arid

species of native flora • The preservation of an area noted for its specific botanical and

environmental importance • Development of the facility as one having "national consequence" as an

integral part of the national system of Regional Botanic Gardens. • The development and integration of issues important to aboriginal culture,

and in particular the relationship of aborigines to the land and its flora and fauna, and the wider community education of these matters through active clan involvement with the Project.

• The opportunity to further develop local employment opportunities. • The opportunity to further develop local commercial opportunities including

those either directly or indirectly associated with the Project. • The complementary nature of the Project with the national conservation

strategy (e.g. maintaining ecologically sustainable development by preserving the local bio-diversity, assisting botanical research, increasing the awareness and value of Australian flora, attracting tourism to the region, etc.)

The challenge for Barcaldine Council is one primarily of its ability to satisfactorily

address the needs of all interested parties, and to ensure that the above factors (and others) are met with a strategic focus and a clear action planning process. Given progress to date, there is anecdotal evidence supporting the Council's ability or effectiveness in this regard. However, the Consultant's involvement will ensure that the complex array of issues are properly canvassed and further explored, and priorities set for implementation, taking into account all relevant internal and external circumstances.

3.3 PROPOSED ACTIVITIES

3.3.1 Required Evaluation Market Analysis / Strategy - a determination of opportunities existing in the

market place (i.e. development of a marketing strategy).

Resource database - Development of a resource database9 which will assist in the identification of constraints to the Project.

Strategic Direction - As covered above in more detail: the setting of long term

direction in a clear, concise way.

9 Note: this is not intended to be a plant resource data base




Development of Strategies - Also covered above in more detail: the development of performance based Strategic Action Plans and objectives, emanating from the overall Strategic Direction.

Resource Requirements - Personnel structures, training and other requirements

needed to properly implement the Strategies developed during the course of the Assignment.

Financials - Revenue and expenditure budgets and analysis: i.e. financial

resources needed to implement the Project. Timing - Strategic importance of completion dates etc. Financial Assistance - Identification of NIES, REDP, AusIndustry or other

Government assistance able to support this project. Project Performance Monitoring - Establishment of procedures for determining

client satisfaction and needs. Ongoing Monitoring - Details of other ongoing monitoring processes Recommendations - Other matters considered by the Consultant that need to be

addressed or further evaluated.

3.3.2 Purpose of Consultancy The proposed consultancy is designed to cover the major elements of

management, structure, strategy and funding. This is fundamental in the strategic planning process in order to establish a viable Project enterprise.

The final result will be a practical, and "user-friendly" Strategic Management Plan

for the development of the Aridland Botanical Gardens. It will be fully detailed and time-bound to enable the smooth management and implementation of the Strategic Actions developed during the Course of the Consultancy.

3.3.3 Objectives & Outcome of the Consultancy In accordance with the Council's Terms of Reference, primary objectives of the

Consultancy are to develop a 3 to 5 year Strategic Management Plan which will highlight the following:

* In overall terms, to ensure the key issues associated with the development

of a Regional Botanic Garden at Barcaldine (and its possible association with the similar Longreach development) are addressed. It is believed that our approach is simple and robust.

* Provide a detailed marketing strategy which defines the current and future

opportunities available for exploitation by the Project's proponents. * Prepare cash flow / profit and loss projections for the full planning period

specifying likely returns and expenditures. The projections will provide a basis for developing organisational performance measures, and with the




input of Council and others will provide broad detail as to capital expenditure and working capital requirements.

* Ensure the Strategic Plan (incorporating marketing, financial and

organisational plans) is sufficiently detailed to provide the Council's executive with a clear direction in terms of the management and implementation of the Strategy.

* Recommend the appropriate corporate mechanism for delivery of the

Strategy. * Provide detailed Implementation (Action) Plans identifying the key tasks,

the timing of those tasks, and allocation of resources. This will therefore detail how the objectives can be achieved.

* Provide detail attached to each Action Plan, covering personnel structures,

training and other requirements. The results will be further amalgamated to provide a Project Overview of resource requirements overall.

* Assist with the planning of the practical aspects of implementation in order

that the key tasks are able to be effectively carried out. * Establish ongoing monitoring and evaluation procedures to ensure that the

Project's manager(s) are able to keep track of the Project and ensure performance objectives are adequately met.

* The above procedures will additionally include those procedures necessary

to determine client satisfaction and needs. The Consultant therefore believes that the above approach will considerably

"value-add" to the Terms of Reference as defined in Council's documentation.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: BACKGROUND TO THE BARCALDINE ARIDLAND BOTANICAL GARDENS PROJECT



4. BACKGROUND TO THE BARCALDINE ARIDLAND BOTANICAL

GARDENS PROJECT

4.1 THE REGIONAL BOTANICAL GARDEN CONCEPT10

The Regional Botanic Garden Network was first formally recommended for

adoption in Australia, with the publishing of a Report prepared by the Royal Australian Institute of Parks and Recreation in October 1985. This Report, A Report

on the Collection of Native Plants in Australian Botanic Gardens and Arboreta11,

recommended that a nationally coordinated effort be put in place that would encourage the development of a network of Botanical Gardens and Arboreta in regional areas, devoted specifically to the study and conservation of Australian flora.

The suggested programme envisaged the establishment of a national core

network of 39 Botanical Gardens and Arboreta, comprising 21 existing Botanical Gardens, and augmented by 18 new Regional Botanical Gardens.

The network of Regional Botanical Gardens have been designed to collectively

represent the complete range of environmental conditions that are to be found in Australia. They comprise a specialised Botanical Garden network that are primarily devoted to the planting, cultivation, and study of Australian flora.

The creation of a network of Regional Botanical Gardens established in selected

locations throughout Australia also serves as a support to research into the management of natural areas, and the conservation and rehabilitation of rare and endangered flora. The unique “world treasure of vast plant diversity” found in Australian flora can only be adequately protected by the managed conservation of significant natural areas.

The insitu conservation of plants in adequately managed reserves is well

complimented by the establishment of plants away from their natural site areas in Regional Botanical Gardens. This strategy serves to guard against extinction and consequent loss of the species gene pool. The importance of this is recognised by numerous government and non-government bodies. For example, the creation of a network of Regional Botanical Gardens is also a corporate objective of the National Parks and Wildlife Service through the Australian National Botanic Garden.

This aforementioned Royal Australian Institute of Parks and Recreation Report also

recommended the establishment of a Regional Botanic Garden in the Central West of Queensland, which, together with a proposed network of Regional Botanic Gardens, would become a "major factor in a national conservation strategy designed to ensure the ecologically sustainable development by:

☞ the preservation of the local bio-diversity

10 Acknowledgment is given to Landplan Studio for information contained in this section of the Report

(Barcaldine Aridland Botanical Park Master Plan, 30 March 1994), pp. 1.2 - 1.4

11 National Library of Australia catalogue entry: ISBN 0 908464 21 5




☞ assisting botanical research

☞ increasing the awareness of the value and use of the Australian flora

☞ establishing facilities that will contribute to the community lifestyle, and

☞ assisting in attracting tourism to the region."12

4.1.1 Botanic Gardens Conservation International & the World-Wide Importance of

Aridland / Regional Botanic Gardens In late September, 1995, the 4th International Botanic Gardens Conservation

Congress was held, in Perth, Western Australia. This was organised by Botanic Gardens Conservation International, a prestigious international organisation with members and a governing Committee from all parts of the world including Brazil, Australia, Spain, South Africa, Germany, Scotland, Mexico, Cuba, the Netherlands, USA, Cameroon, France, U.K., India, Russia, Indonesia, and elsewhere.

Participation includes world-wide Botanic Garden organisations including:

• American Association of Botanical Gardens and Arboreta • Association of Latin American and Caribbean Botanic Gardens • Australian Network for Plant Conservation • Centre for Plant Conservation • International Association of Botanic Gardens • IUCN - The World Conservation Union • International Plant Genetic Resources Institute, and • World Wide Fund for Nature.

A significant amount of interest exists with the concept and implementation of

regional, aridland botanic gardens. This may be demonstrated, for example, by considering the conference and its special sessions which were devoted to:

1. Networks of regional botanic gardens 2. Arid Land Botanic Garden Networks and Land Manager Linkages 3. Ex-situ Conservation of Australian rare and endangered Species. 4. Creating a National or Regional Botanic Garden and Action Plan

Clearly, the subject of aridland / regional botanic gardens is on both the national,

and international agenda, especially in the context of conservation of native plant species. However, only a handful of nations across the globe (and Australia is one of them) are in a position to provide the necessary environment, and / or have suitable plant species available, to develop and protect their native flora and fauna through the implementation of regional botanic gardens / garden networks.

12 Excerpt from the Barcaldine Aridland Botanical Park Master Plan, Landplan Studio (Landscape

Architects), 30 March 1994.




4.2 THE BARCALDINE PROJECT

4.2.1 Background An excellent summary of the background to the Barcaldine Aridland Botanical

Garden Project may be found at Attachment 17.7 Overview: The Barcaldine Arid Land Botanical Park (Mr Lance Norman, Patron) - Article from the Outback Courier Friday May 5, 1995.

This article points out that the “visionary” for the establishment of a Botanical

garden located at Barcaldine was originally Mr Lance Cockburn of “Brookvale Park”, Oakey. Mr Cockburn suggested that an ideal place for its establishment was an area along the Barcaldine - Blackall Road, between the Alice River and Lagoon Creek. This area appeared to represent an ideal environment for supporting the growth of most of the semi-arid species of native flora.

Barcaldine Shire Council: located near the town centre, new offices (left) have

replaced the old (centre and right).

This area also happened to be part of the Barcaldine Town Common, and is

located alongside the well-travelled “Outback Tourist Route” - the Matilda Highway.

Subsequently, the potential for the site to be developed as a project benefitting

both local people and the travelling public was readily appreciated by the local Community, and Council. Indeed, both groups have been integrally involved in the development of the Project, with the local community having formed a “Friends of the Garden” voluntary organisation to assist in the Garden’s development.




4.2.2 The Master Plan Council commissioned landscape architects Landplan Studio to prepare initial

planning and feasibility documents, which was finalised in September 1992. (Landplan Studio are generally recognised as leaders in the field of landscape architecture, particularly in the area relating to native flora conservation and planning).

Subsequent to the initial feasibility study documentation having been provided,

Landplan Studio were further commissioned to undertake the development of a Master Plan, which was finalised in March, 1994. This was a more detailed planning document, which served to encapsulate, inter-alia, the detail of the project including areas to be protected, required infrastructure, vegetation mapping, and other data. It also highlighted the potential to develop the Garden as a facility of national consequence, becoming an integral part of the proposed national system of Regional Botanic Gardens.

Landplan Studio suggested that the initiative could be progressed with the

involvement of the Arid Zone Research Institute, National Parks and Wildlife Service, Department of Primary Industries, the Pastoral College, and other such bodies. However, one of the over-riding priorities is the benefits to be gained for the Barcaldine community, under the direction of Council who have clearly demonstrated their leadership role for the Project. As Landplan Studios observed, "the associated opportunities and constraints need to be considered in detail ... and discussed to determine a suitable strategy for action".

Fundamentally, such constraints (or opportunities) have also included, for

example, the involvement of local interested aboriginal clan(s) who no doubt have a vested interest in the region's development. The Project also represents unique employment opportunities, as well as having significant positive implications for education, conservation, botanical research, tourism, and other factors.

The Master Plan has been used as the basis for the establishment of the

Barcaldine Aridland Botanical Park. The document has confirmed that the Barcaldine Aridland Botanical Park is of national significance, and has specific botanical and environmental importance, with a significant potential benefit to the local community. The strategies contained in the Master Plan augurs well with the Royal Australian Institute of Parks and Recreation Report which, as mentioned previously, recommended the establishment of a Regional Botanic Garden in the Central West of Queensland.

To date, the Council, with the assistance of the “Friends of the Garden”, the

Central West Aboriginal Corporation, and other interested persons, have managed to effect limited progress with the construction of vegetation enclosures and pathways, the commencement of plant vegetation mapping and labelling, and the carrying out of other activities. The development of this Strategic Management Plan will see the Project able to be fully implemented once sufficient funding has been obtained.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: S.W.O.T. ANALYSIS



5. S.W.O.T. ANALYSIS

The following information results from a Workshop held on 27 May, 1995,

conducted at Barcaldine Shire Council Board Room, with members of the Barcaldine Community. The factors are listed in priority order for each section.

5.1 STRENGTHS

1. (a) Botanical Bio Diversity (b) First Botanical Park in Area (c) Uniqueness of Area (d) No other arid land park in Queensland 2. Excellent Master Plan 3. (a) Government support Council support Potential for support by corporations - Energy Equity - Roma Petroleum - Enron Petroleum - Maple Petroleum (b) Support of Local Aboriginal Group

• Availability of Unskilled Labour • Have been approached

4. Accessibility

• Close/Proximity to Aboriginal Developments • Between Wool Scour & Stockman’s. Hall of Fame • (Proximity of Regional Tourist)

5. Tourist Potential Geographical Location - Highway - Matilda Highway (Outback Route) - On tropic Capricorn - Proximity to town (accommodation) 6. Availability of water (Alice River & Weir) and electricity. Proximity to weir

recreation area 7. Research & education potential 8. Employment (inc. “spin off”)




• Compliments existing Barcaldine Tourist Infrastructure (e.g. Heritage Center, Deer Park, Slab Hut, Museum)

• Different experience • Unique fauna (e.g. painted snipe) • A sanctuary for wildlife • Capability of pumping potential water from weir

The Barcaldine Aridland Botanical Garden project has already provided

employment for local aboriginals.




5.2 WEAKNESSES

1. Funding 2. Perception by locals

• Misinformation • Understanding of importance of plant species • Concern re. effect of grazing on common

3. (a) Lack of Strategic/Management Plan (b) Lack of professional advice in area (especially botanical public

relations expertise) 4. Absence of appropriate training systems (jobs need - lack of local

skilled labour

• Size (fenced off areas) - Small for fauna - 200ac. • Staffing (at moment) • Some existing non-native vegetation requires eradication • Lack of “progress” on project to date (no sign)

Lack of funding is inhibiting the development of the Garden - able to preserve

outstanding Australian native flora specimens such as that shown in this

photograph - located in the Prime Display Area.




5.3 OPPORTUNITIES

1. Tourism (eco-tourism) 2. (a) Type of plants - nursery for tree planting in Country towns (species /

commercialisation of research (b) Propagation of non-local, important or rare species 3. Employment 4. Training Opportunities / open learning / educational research 5. Inclusion on tourism Regional Strategic Plan (ref. Peter Nichols, Blackall

Outback Tourism) (Action of S.O. (5)

• Aviary a possibility (unique arid fauna) • Local Involvement - $$$$ to be made • Potential involvement by local business houses / Public Relations • People stay in town • Publicity for Barcaldine “Put Barcaldine on the Map” (put this dot point

last) • Project “feeds off each other” • Use of Council’s contacts whom support project (e.g. Ben Wallace,

Curator of Living Collections, Canberra, Department of Conservation; Tom Burns Dept. Premier; Shaun Thompson, Parks & Wildlife; Aboriginal Corporation

• A “Forest of National Significance”




5.4 THREATS

1. Lack of funds 2. People’s understanding of what a Botanical Garden is all about -

misinformation 3. Adequacy of personnel to carry out project 4. Opposition (e.g. confusion of leaf mould, cattle) 5. (a) Changing council structure/s and ongoing support required (&

other organisations/business) (b) Support required by grazier’s Assoc. and others.

• Vandalism (fencing) • Lack of supporting infrastructure (e.g. housing support of personnel, etc. • Apathy - Council (some) - Public (some)

Trail and walkway construction like that above provide a convenient thoroughfare

for visitors.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: STRATEGIC OBJECTIVES



6. STRATEGIC OBJECTIVES

The following Strategic objectives have been developed subsequent conducting

the SWOT analysis:

1. To establish the first aridland botanical park in Queensland - a

unique aridland park promoting botanical bio-diversity in conformity

with the Master Plan.

2. To encourage and actively pursue support from Government (at all

levels), corporations, local aboriginal and other regional

organisations.

3. To promote the easy accessibility of the park.

4. To maximise the eco-tourism potential for the region.

5. To promote the Gardens as complementary (and complemented

by) other regional attractions (e.g. Stockman’s Hall of Fame, Wool

Scour, Matilda Highway Outback Tourist route, Australian Workers

Heritage Center, “Chain of Attractions” etc..)

6. To maximise botanical research, and education potential.

7. To foster the development and maximise employment opportunities,

including the establishment of formalised training programs.

8. To achieve maximum local support.

9. To obtain professional advice and assistance wherever appropriate

to assist in project implementation.

10. To commercialise research and development activities at

opportunity.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: MISSION STATEMENT



7. MISSION STATEMENT

The following "Mission Statement" has been developed13:

“A Forest of National Significance” The Mission Statement can be represented as follows:

BARCALDINE ARIDLAND BOTANICAL GARDEN, QUEENSLAND

13 Acknowledgment is given to Ms. Irene Smith, Barcaldine.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: STRATEGY ELEMENTS & ACTION PLANS



8. STRATEGY ELEMENTS & ACTION PLANS

8.1 STRATEGIC OBJECTIVES, RATIONALE, & ACTION PLAN DETAIL

Strategic Objective #1: To establish the first aridland botanical park in Q ueensland - a

unique aridland park promoting botanical bio-divers ity in conformity with the Master Plan.

Rationale: Preserves a unique botanical environment of world-c lass standard, and

establishes facilities that will contribute to the community lifestyle.

Action Plans: 1. Commence implementation of the Project’s Strategic Management Plan in concert with the

Master Plan. 2. Develop a “temporary” Visitors Centre as part of the Workers Heritage Centre located in

the Barcaldine Township. 3. Commission tender documentation for architectural design of all building structures for the

Prime Display Area. 4. Commission tender documentation for engineering report and design of infrastructure

requirements for the whole site. 5. Commission tender documentation for landscape design of the Prime Display Area. 6. Commission tender documentation for specialised Nursery facility for Prime Display Area. 7. Tenders called for the construction of all building structures for the Prime Display Area. 8. Tenders called for the construction of infrastructure requirements. 9. Tenders called for the construction of Prime Area Display landscaping. 10. Tenders called for the construction of specialised Nursery facility for Prime Display Area. 11. Award Tenders for the construction of all building structures for the Prime Display Area. 12. Award Tenders for the construction of infrastructure requirements. 13. Award Tenders for the construction of Prime Display Area landscaping. 14. Award Tenders for the construction of specialised Nursery facility for Prime Display Area. 15. Construct perimetre security fencing around the Prime Display Area (Stage 1 Zone). To be

stock, kangaroo, and rabbit proof. 16. Carry out initial site-works for the Prime Display Area. 17. Construct Visitor Centre (500 square metres)14 18. Construct Administration Building (500 square metres excluding Herbarium)15 19. Construct Herbarium (200 square metres)16 20. Construct Nursery (730 square metres excluding Maintenance Depot and Store)17

14 Refer Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical Park Master Plan, 30 March,

1994 (p. 5.2)

15 Initially, administrative functions could be carried out at the offices of the Barcaldine Shire Council. It is

vital that an administration facility be located on site once the initial stages of the Botanical park have

become well established - refer Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical

Park Master Plan, 30 March, 1994 (p. 5.2)

16 This climate controlled, air-conditioned facility is incorporated into the Administration Centre- refer

Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical Park Master Plan, 30 March, 1994

(p. 5.2).




21. Construct Maintenance Depot (300 square metres including 200 square metres Equipment 22. Construct Curator’s Residence18 23. Fit-out Library within Administration Building. 24. Establish initial book collection for Library, located in the Administration Building. 25. Fit-out Herbarium and Store, located within Administration Building. 26. Acquire and install specialised air-conditioning / climate control equipment for Herbarium

and Store. 27. Fit-out Workshop / Laboratory 28. Purchase and install workshop and laboratory equipment as required. 29. Fit-out and install plant, machinery and equipment for the Circulation and Plant Room,

located within Administration Building. 30. Purchase and install office / administration equipment including computer(s), display

stands, TV / Video machine(s), fax, telephone system, and other equipment 31. Extend town water supply (3 km) from Barcaldine to the Prime Display Area. 32. Sink bore for primary plant watering supply. 33. Provide reticulation throughout Primary Display Area. 34. Extend electricity service supply (2km) from Black Gully to the Prime Display Area. 35. Remove weed species throughout the Botanical Garden. 36. Fence off remaining “naturally sustainable plant communities” as identified in the Master

Plan19. To be stock, kangaroo, and rabbit proof. 37. Construct and install appropriate signage on the major “gateway” Eastern Entry Precinct

along the Road verges of the Matilda Highway for several kilometres in each direction. 38. Construct and install appropriate vegetation planting (in conjunction with signage) on the

major “gateway” Eastern Entry Precinct along the Road verges of the Matilda Highway for several kilometres in each direction.

39. Construct and install appropriate signage on the minor “gateway” Western Entry Precinct along the Road verges of the Isisford-Blackall Road for several kilometres.

40. Construct and install appropriate vegetation planting (in conjunction with signage) on the minor “gateway” Western Entry Precinct along the Road verges of the Isisford-Blackall Road for several kilometres.

41. Construct sealed bituminised primary access road along the survey line from the Isisford-Blackall Road to the Prime Display Area Car Park (approximately 0.3 kilometre) 20.

42. Construct sealed bituminised Primary Loop within the Prime Display Area (approximately 0.7 kilometre) 21.

43. Construct / upgrade Primary Botanical Park Access Circuit (approx. 25 kilometres). 44. Upgrade Secondary Access Way Links (including “Theme Loops”) with the Primary

Botanical Park Access Circuit (approx. 20 kilometres). 45. Upgrade the track (Northern Entry Precinct) linking the site with the Landsborough Highway

across to Lagoon Creek in the longer term (pending Wetland Effluent Treatment and Golf Course relocation).

46. Establish a series of secondary pathways to link the Primary Loop with the Garden Displays in the Prime Display Area (gravel / clay mix - pedestrian traffic only)22.


1994 (p. 5.3)


1994 (p. 5.4)

19 Refer Appendix: 18.6 Master Plan - Barcaldine Aridland Botanical Park (Landplan Studio). 27

Communities have been identified.

20 Refer Appendix: 18.10 Access Circulation (Prime Display Area)- Barcaldine Aridland Botanical Park

(Landplan Studio)


(Landplan Studio)

22 Refer Appendix: 18.11 General Construction (Prime Display Area): Stage 1 - Barcaldine Aridland

Botanical Park (Landplan Studio)




47. Establish series of Theme Walkways traversing a series of related communities to provide a specific theme23.

48. Establish appropriate signage for Theme Walkways traversing a series of related communities, proving specific themes24.

49. Construct Car Park in Prime Display Area, north of the access road adjacent to Black Gully (gravel / clay mix) 25.

50. Conduct detailed field investigation and commission specific landscape design to direct construction of appropriate various plant community environments.

51. Implement specific landscape construction of appropriate various plant community environments, utilising soils, rocks, and other elements.

52. Construct specialised “Orientation Walkway” combining shade structure, vine arbors and a range of introductory garden and plant displays, physically linking the Visitor Centre with the Carpark and entry.

53. Purchase maintenance plant and equipment including truck, loader, forklift, tractor, trailer, slashing and mowing equipment, other construction equipment and tools26.

54. Construct Shade / Shelters at logical points along the pathway network, including those located at Transport “Drop Off” zones and within plant communities. Log framing and thatch construction.

55. Purchase and install interpretive signage at Shade / Shelter facilities. 56. Purchase range of furniture for placement / installation throughout the Botanical Garden

(including picnic tables, park benches, barbeque units, bridges and decks, drinking fountains and litter bins)27.

57. Construct and install Area signs to distinguish specific community or area planting28. 58. Construct an install Specific Information Signs to describe specialised communities,

specimens, economic uses, or points of historic interest29. 59. Construct and install Individual permanent anodised aluminum Specimen signs to

distinguish each plant or Group30, with precast concrete block supports and polycarbonate covers.

60. Construct and install Individual temporary “permanent paper” Specimen signs to distinguish each plant or Group31.

61. Assess effectiveness of proposed signage systems after 12 month trial. 62. Implement revised signage systems following assessment of their effectiveness. 63. Complete fit-out of Curator’s Residence 64. Complete fit-out of Visitor Centre, Nursery, Maintenance Depot, Staff Amenities Block


(Landplan Studio)


(Landplan Studio). Also, refer Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical Park

Master Plan, 30 March, 1994 (p. 5.6)


(Landplan Studio)


1994 (p. 5.3)


1994 (p. 5.5)


1994 (p. 5.6)


1994 (p. 5.7)


1994 (p. 5.7)


1994 (p. 5.7)




Strategic Objective #2: To encourage and actively pursue support from Gover nment

(at all levels), corporations, local aboriginal and other regional organisations.

Rationale: Ensures the concept of the Barcaldine Aridland Bota nical Garden

receives sufficient funding and support-in-kind to enable its establishment and ongoing viability.

Action Plans: 1. Investigate the availability of suitable site water resources to the Prime Display Area (Water

Resources Commission). 2. Encourage the involvement of the Queensland National Parks and Wildlife Service in their

role to provide introduction to and interpretation of natural plant communities. 3. Applications under Assistance Programs (Federal and State) coordinated and progressed,

e.g. DEET, State Co-Operative Assistance Program, Aust. National Parks & Wildlife, Australian Nature Conservation Agency, DBIRD, National Landcare Program, Aust. Trust for Conservation Volunteers, Greening Australia, etc.32.

4. Private sponsorship from individuals and corporations progressed. 5. Arrange for appropriate recognition and registration by International, Australian, and

Queensland authorities and organisations33. 6. Liaise with the Australian National Botanical Gardens / Queensland Herbarium for

assistance with the development and planning processes, including recording of Plant collecting, Herbarium set-up and filing, and Plant Propagation.

7. Make application for special assistance in several related Government Programs, administered by the Australian National Botanic Gardens.


1994 (pp. 6.24 - 6.26), and later sections of this Report.


1994 (pp. 6.26).




Strategic Objective #3: To promote the easy accessibility of the park.

Rationale: Increases the likely support by visitors and others from local

communities.

Action Plans: 1. Appropriate signage completed. 2. Educate local community and community organisations on the Botanical Park’s features

and accessibility. 3. Combined Tourism packages developed with local community, Longreach, Qld Tourism &

Travel Corporation, and others.

The garden is conveniently located off the Matilda Highway, with the Primary

Entrance Planned to be constructed near this point on the Isisford-Blackall Road.




Strategic Objective #4: To maximise the eco-tourism potential for the regio n.

Rationale: Enables additional export and other income to be re ceived by the community, and encourages the value and concept of eco-tourism

Action Plans: 1. Establish specialised vegetation appropriate to the Lloyd Jones Weir riverside site to

complement existing facilities and integration into Botanical Park plant communities. 2. Conduct feasibility study into additional accommodation requirements. 3. Appropriate signage completed. 4. Design and produce high quality souvenier items for sale at the Visitor Centre. 5. Develop media strategy for promotion of the Botanical Park and its facilities. 6. Implement media strategy. 7. Develop video, audio-visual, and other high quality materials demonstrating the Botanical

Parks’ features, content, and ecology, aboriginal culture, and other points of interest, for sale at the Visitor’s Centre.

8. Business Plan developed. 9. Arrange registration of Botanical Garden Trade Mark. 10. Implement strategies designed to promote the facility as a “Solar Power Generation

Demonstration Site” of excellence34.

Looking down the Alice River from the Lloyd-Jones Weir

34 This would be developed as part of the Business Planning Process.




Strategic Objective #5: To promote the Gardens as complementary (and

complemented by) other regional attractions (e.g. S tockman’s Hall of Fame, Wool Scour, Matilda Highway Outback T ourist

route, Australian Workers Heritage Center, “Chain o f Attractions” etc..)

Rationale: Capitalises on, and adds further value to, other re gional attractions,

providing additional reasons for visitation by tour ists and others.

Action Plans: 1. Commission and implement production of preliminary marketing material for the Botanical

Garden, for distribution to key agency outlets, Tourism Information Centres, other regional attractions, outback Town Councils, and other organisations.

2. Distribute preliminary marketing material. 3. Commission and implement production of “second run” marketing material for the

Botanical Garden, for distribution to key agency outlets, Tourism Information Centres, other Regional attractions, outback Town Councils, and other organisations.

4. Distribute “second run” marketing material. 5. Encourage promotion of the Botanical Park by the Queensland Tourism and Travel

Corporation, as part of the “Matilda Highway” Outback Tourist Route. 6. Liaise with the management of Barcaldine’s Worker’s Heritage Centre to present a

combined package to maximise the use of both facilities. 7. Liaise and co-ordinate with Longreach organisations to develop a combined “Aridland

Experience” by designing a combined package with various regional facilities (including Stockman’s Hall of Fame, Qantas Founder’s Museum, Barcaldine Aridland Botanical Garden, Workers Heritage Centre, etc.)

8. Business Plan developed.




Strategic Objective #6: To maximise botanical research, and education poten tial.

Rationale: Increases the awareness and value of Australian nat ive flora, and assists

with the preservation and ongoing protection of end angered and other unique flora species.

Action Plans: 1. Conduct and assist appropriate botanical and horticultural research activities. 2. Directly apply knowledge obtained in research activities under the Regional Botanical

Gardens program, including assistance to the Paterson’s Farm facility. 3. Undertake continuing detail research and analysis in the field to establish and maintain

representative collections of regional vegetation communities. 4. Undertake continuing detail research and analysis in the field to establish and maintain

representative collections of specialised vegetation communities. 5. Appropriate signage completed. 6. Produce Plant Community Brochures for each of the major Plant Communities. 7. Design a system of guided walks and talks to be conducted on a regular basis during the

cool dry season, and by special request at all times (include “Friends of the Garden”, and the Aboriginal community).

8. Design material for the use of students at all levels. 9. Produce student material as designed. 10. Video, audio-visual and other high quality materials produced for sale and / or distribution.

Easy identification of plants is currently achieved by the numbering of specimens.




Strategic Objective #7: To foster the development and maximise employment

opportunities, including the establishment of forma lised training programs.

Rationale: Decreases community unemployment, and raises the sk ills levels of the

local work-force.

Action Plans: 1. Employ Curator at earliest opportunity. 2. Employ Administration Manager 3. Employ Secretary 4. Employ Construction Crew 5. Employ Maintenance Crew 6. Employ Groundsman / Security 7. Employ Aboriginal Liaison Officer 8. Employ Truck Driver 9. Employ Loader Operator 10. Identify and develop and establish formalised training programs for all personnel (business,

marketing, computer, botanical, international best practice and other programs) 11. Initiate and develop Quality Assurance Program to ISO 9000 standard. 12. Quality Assurance Program Completed

Labour has been used to construct fences that protect plant communities.




Strategic Objective #8: To achieve maximum local support.

Rationale: Ensures the Project is established and operated wit h the wants and needs of the local community given the maximum poss ible priority.

Action Plans: 1. Commission and conduct site investigation to identify structures and artifacts which are

culturally or historically significant. 2. Assist and promote the Paterson’s Farm facility as a major element of, and attraction to,

visitors to the Botanical Park. 3. Research the feasibility of the proposed Biological Wetland Effluent Treatment (for

Barcaldine’s secondary sewerage effluent) using the northern section of Lagoon Creek for implementation in the longer term35.

4. Research the feasibility of the proposed Relocation of the existing Barcaldine Golf Course to the northern edge of the Botanical Garden in the longer term (pending imminent implementation of the proposed Biological Wetland Effluent Treatment facility).

5. Establish vegetative buffer zone for the Refuse Tip on the sand hill off the Barcaldine-Blackall Road, minimising physical and visual impact.

6. Produce plants in the Botanical Garden’s Nursery for the general use of Council throughout Barcaldine.

7. Design ecological displays related to Aboriginal culture for presentation to visitors. 8. Establish a Barcaldine Aridland Botanical Garden Management Board, with representatives

from the Botanical Garden (Curator), Council (Council Chairman and CEO, plus 2 others)36, Friends of the Garden, and the Central West Aboriginal Corporation37.

9. Ensure the Community is kept abreast of Botanical Garden developments through the regular distribution of media releases.

35 Understood to be in process of completion by Mr Vince Moor

36 Council would provide a Chairman for the Board

37 The function of the Board would be to provide direction to the Garden management, provide

assistance with the hiring and retention of staff via Sub-Committee. The Board would have ultimate

responsibility to the Council (owners) for the oversight and performance of the Botanical Garden, and in

achieving objectives.




Strategic Objective #9: To obtain professional advice and assistance wherev er

appropriate to assist in project implementation.

Rationale: Ensures that the chances for the Project’s success are maximised, and that all available opportunities are fully exploite d; provides additional

confidence to the Project’s supporters.

Action Plans: 1. Undertake a progressive vegetative mapping and identification process to ensure detail

composition of each site community is fully documented and established. 2. Arrange for documentation required to request architectural design of all building structures

for the Prime Display Area, and engineering report and design of infrastructure requirements for the whole site.

3. Ensure the ongoing design and detail of the Lloyd Jones Weir facility is integrated with the planning and design of the Botanical Garden.

4. Develop management and economic strategies for floriculture and native food plants at Paterson’s Farm under the ATSIC program (land under control of the C.W.Q.A.C.).

5. All plants placed in the Botanical Garden to be thoroughly documented for origin for the purpose of scientific recognition (fundamental responsibility of the Curator).

6. Retain the ongoing consultancy services of Landscape Architect(s) for input and supervision in detail planning, design documentation, interpretive initiatives, and construction works.

7. Retain the ongoing services of management consultant(s) for the purpose of supervising and implementing the Strategic Management Plan, and overall Project co-ordination and development

8. Commission consultancy for the development of a formal Business Plan (incorporating Marketing Analysis and Plan).

9. Business Plan developed. 10. Arrange formal linkage of the Botanical Garden’s Herbarium with the Queensland

Herbarium.




Strategic Objective #10: To commercialise research and development activitie s at

opportunity.

Rationale: Potentially provides an ongoing, secure, and increa sing source of income

for the local community, whilst at the same time gi ving maximum encouragement to a practical research and developme nt effort.

Action Plans: 1. Produce plants in the Botanical Garden’s Nursery for sale to the General Public - a major

area for funding continued development of the Botanical Park. 2. Develop video productions and other materials promoting the findings of research and

development activities.

The Garden complements existing on-site facilities like the Caravan Park at the

Lloyd Jones Weir riverside site.

8.2 TIME FRAMES & RESOURCE ALLOCATION OF STRATEGIC ACTION

PLANS The above Strategic Action Plans have been further detailed with time-frames

and resources allocated - refer Attachments 17.4 Project Implementation & Action Plans (including Pert Chart) and 17.5 Strategic Management & Action Plan




Summary for the Development of the Barcaldine Aridland Botanical Garden (by order of Activity).

Essentially, the first stage of the Project, encapsulating all of the above activities,

will see the Project developed over a period of three years, in addition to an initial 12 months period which allows time to obtain funding through relevant government and non-government bodies, as detailed.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: RESEARCH & DEVELOPMENT



9. RESEARCH & DEVELOPMENT

9.1 NEW TECHNOLOGY, NEW PRODUCTS FOR THE FUTURE & FUTURE

KEY RESEARCH REQUIRED This subject has been covered comprehensively by Landplan (Landplan Studio:

Landscape Architects, Barcaldine Aridland Botanical Park Master Plan, 30 March,

1994).

9.2 TRADE MARK REGISTRATION38

Trade marks distinguish goods or services of a trader from those of other traders.

They can be in the form of a word, picture or symbol, or a combination of these. In the case of the Barcaldine Aridland Botanical Garden, a distinguishing

trademark symbol will serve to differentiate the Botanical Garden and its products - especially in the context of its “environmental preservation” involvement, and the favourable image that this creates.

An example of a trade mark suitable for registration may be viewed at Section

MISSION STATEMENT of this Report. Registration of trade marks is obviously not compulsory, but has several benefits.

These benefits include:

• Protection of investments made in products and their promotion • Legal rights to exclusively control and use the trade mark for the goods or

services for which it was registered • Ownership rights additional to common law rights • Protection of trade mark from misleading use in the market place • Australia wide registration, which can be useful when seeking registration

overseas. Only distinctive marks, or marks that are capable of becoming distinctive, can be

registered. These could include; names represented in a distinctive manner, an invented word, or a distinctive mark.

Trade mark registration differs from business name registration. A business name is

a name, style, title or designation under which a business is conducted, whereas a trade mark is used to identify and distinguish goods or services of a business or trader.

To apply for a trade mark an application form must be filled out and lodged.

Application forms are available from the Trade Marks Office. Applications are

38 Primary source for this information is: AIPO Trademark Leaflets 1, 2, 3 & 4, Printed by AIPO Print Room,

March 1995.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: RESEARCH & DEVELOPMENT



examined in order of lodgment, and it is usually several months before the application is processed. Applications are examined to determine whether they meet the requirements of the Trade Marks Act. Results of the examination are sent to the applicant.

If the application is in order a notice of acceptance is sent to the applicant. An

advertisement of acceptance is placed in the Official Journal of Trade Marks, and there is a three month period where any person may give notice of opposition to the registration. If there is no opposition and the fee has been paid, the trade mark will be registered and a certificate of registration will be sent out. Registration lasts for seven years initially. After that it can be renewed for 14 year periods.

For further information please contact the Trade Marks Office:

7th Floor 280 Adelaide St. Qld 4000 Ph: (07) 864 8277

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: INFRASTRUCTURE, PREMISES & OTHER PHYSICAL RESOURCES



10. INFRASTRUCTURE, PREMISES & OTHER PHYSICAL

RESOURCES

10.1 INFRASTRUCTURE REQUIREMENTS Supporting infrastructure Requirements are assessed as follows:

10.1.1 Land Requirements

Requirement

Specification

Land Area • Part of existing Barcaldine Town Common Reserve (approximately 81 ha

or 200 acres)39.

Zoning • Council to arrange zoning appropriate to intended land use (no change may be required).

10.1.2 Services

Requirement

Specification

Power • Extend electricity service supply 2 km from Black Gully to Prime Display area.

• Project could be developed as a “Solar Power Demonstration Site” (see note below).

• Substation unlikely to be required. • Transformer Required.

Telephone System(s) • to all major buildings, including intercom (Telecom Commander System or equivalent).

Access Road • Refer General Infrastructure Sewerage or Septic (Staff Amenities and Visitor Centre, plus other major buildings)

• Establish ecologically sound septic systems with transpiration beds and bio-recycled grey water outlets.

Water (fresh / bore) • Extend town water supply 3km from Barcaldine to the Prime Display area.

• Sink bore for primary plant watering. • Water reticulation (polythene) throughout primary display area. Manual system only.

39 It is assumed that the Council will make this land available at no cost to the Botanical Gardens, or on a

“peppercorn” rental basis. The total land area of the Reserve comprises some 8,000 acres (3,239 ha).




10.1.2.1 Potential for the Development of a “Solar Power Demonstration Site”

There is excellent potential for the Project to be developed on the basis of power

requirements being met, or substantially met, through “state of the art” solar power generation.

Power requirements estimated by the Consultant for the Project are shown at

Appendix 1.1 Estimated Power Requirements. Whilst the total complex has a relatively large electrical load requirement, with only a portion of it able to be run on the basis of “renewable energy”, the necessary capital and infrastructure requirements have been estimated [refer Attachment 1.1 Renewable Energy Requirements - Estimate From the Rainbow Power Company Ltd (Nimbin)]. This could be achieved at a total additional cost of approximately $36,000).

There would be excellent opportunity to market the Project as a “Solar Power

Demonstration Site”, with a good possibility of corporate and / or government sponsorship.

10.1.3 General Infrastructure

Requirement

Specification

Initial site works (Prime Display Area) • Clearing and levelling as required.

Perimetre security fencing around the Prime Display Area (Stage 1 Zone)

• Stock, Kangaroo and rabbit proof.

Security fencing around “naturally sustainable plant communities”

• Stock, Kangaroo and rabbit proof.

Signage for “Major Gateway” Eastern Entry Precinct

• alongside road verges of Matilda Highway for several kilometres in each direction.

Plant vegetation collection for initial plantings and propagation (including entry precincts and Prime Display Area)

• As per landscape architect’s design

Signage for minor “gateway” Western Entry Precinct

• alongside road verges of Isisford-Blackall Road for several kilometres.

Sealed bitumenised primary access road along survey line from the Isisford-Blackall Road to the Prime Display area

• 0.3 km

Sealed bitumenised Primary Loop within the Prime Display Area

• 0.7km

Upgrade Primary Botanical Park Access Circuit

• 25km

Upgrade Secondary Access Way Links (including “Theme Loops”) with the Primary Botanical Park Access Circuit

• 20km

Upgrade Northern entry Precinct track with the Landsborough Highway across to Lagoon Creek

• pending Wetland Effluent Treatment and Golf Course relocation




Requirement

Specification

Secondary pathways to link the Primary Loop with the Garden Displays in the Prime Display Area

• gravel / clay mix

Series of Theme Walkways traversing a series of related communities

• to landscape architect’s specification

Signage for Theme Walkways traversing a series of related communities

• CCA Treated logs or Gidgee posts splay cut, hot branded and backfilled with colour-coded paint

Car Park in Prime Display Area, north of the access road adjacent to Black Gully

• gravel / clay mix

Specific landscape construction of appropriate various plant community environments

• utilising soils, rocks, and other elements from the Garden

Specialised “Orientation Walkway” • Physically links the Visitor Centre with the Carpark and entry

• Combines shade structure, vine arbors and a range of introductory garden and plant displays

Interpretive signage at Shade / Shelter facilities.

• Reproduced on “photometal” complete with text, drawings and photos as applicable.

Area signs to distinguish specific community or area planting

• CCA Treated planks with names incised and backfilled with paint.

Specific Information Signs to describe specialised communities, specimens, economic uses, or points of historic interest

• Reproduced on “photometal” complete with text, drawings and photos as applicable.

Individual Specimen signs to distinguish each plant or Group

• Permanent anodised aluminum , with precast concrete block supports and polycarbonate covers

Individual temporary Specimen signs to distinguish each plant or Group

• “permanent paper”

Control Equipment, Electronics, Wiring • approx. 10% of capital cost (as per engineers specifications)

Engineering / Architectural Design Fee • 6% of final capital cost

Environmental Management Plan • Consultancy (existing documentation held may suffice)

Environmental Impact Statement • May not be required (not included for the purpose of this analysis)




10.2 SUNDRY PLANT & EQUIPMENT

Requirement

Specification

Front End Loaders • x 1 Forklift • x 1 Truck • 10 tonne Tractor • 60 HP or equivalent Trailer • able to carry minimum 0.5 cu.m. Slasher • 3 point linkage to tractor Mower • 3 point linkage to tractor Construction Equipment • Concrete mixers, ladders, and sundry Motor Vehicles40 • x 5 Computer, Printer • Two x 16Mb Ram, 500Mb Hard disk; 486 or

Pentium41 • 5 ppm Laser printer or better • Two Notebook 486 Computers42 • Software • Computer Programming (In-house)

Office Furniture & Equipment • as required, to include desks, chairs, conference centre equipment, TV, Videos, fax and other

Staff Amenities • Fridge • Uniforms • Safety Equipment

Safety Equipment • Fire Fighting Main, Hydrants and Hose points if available for use.

• Fire Fighting Extinguishers • First Aid kit • Respiratory Protection • Gloves, earmuffs, helmets, etc.

Security System • as per engineers specifications Library • Book Collection to Curator’s specification. Workshop and Laboratory • Equipment as required by professional

advice

Administration Building - Plant machinery and equipment for the Circulation and Plant Room

• as per engineer’s specification (Computer based Plant Control System)

Sundry hand Tools and equipment

• Spades, shovels, forks, wheelbarrows, spraying equipment, sundry other hand tools.

Furniture for placement / installation throughout the Botanical Garden

• Includes picnic tables, park benches, barbeque units, bridges and decks, drinking fountains and litter bins.

40 Separate motor vehicles are provided for the Curator, Administration Manager, Aboriginal Liaison

Officer, and two for the general use of Maintenance and Construction Crews, Groundsman / Security.

Ideally, all four wheel drive vehicles including one Troop Carrier and one Utility / Tray back.

41 One computer for office / administration, and one for botanical database and other research activities

42 There is likely to be a requirement for at least two notebook computers for field work




10.3 CAPITAL WORKS REQUIREMENTS

10.3.1 Prime Display Area The Prime Display Area consists of a well drained, sand ridge area of some 55

hectares (approximately 136 acres) and is bounded by the Alice River to the East, Black Gully to the North, and a drainage line to the south and west. Landplan

Studio43 consider that the area exhibits a range of soil conditions and natural environments in its immediate surrounds.

The Prime Display Area is located approximately 7 kilometres by sealed road from

Barcaldine, immediately adjacent to the Isisford Road to the south of Black Gully. The Area is planned to be developed in four stages, with Stage One

encompassing an area of 10.5 hectares (refer Appendix: Overall Planning

Concept (Prime Display Area): Stages 1 to 4 - Barcaldine Aridland Botanical Park

(Landplan Studio). This will form the central core of the Botanical Garden. It will contain:

1. The Visitor Centre (initial point of contact, providing direction, information

and interpretation data)44 2. Administration Building 3. Herbarium 4. Nursery 5. Maintenance Depot 6. Curator’s Residence

Further stages will accommodate additional plant collections and research

activities as / if necessary.

10.3.2 Building (Premises) - Prime Area Display Until the Visitors Centre and Administration Building are constructed, it is proposed

to establish a “temporary” Visitors Centre, as part of the Workers Heritage Centre located in the Barcaldine Township. The Barcaldine Shire Council Office would also prove a suitable venue for the “temporary” office and headquarters for Garden staff.

43 Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical Park Master Plan, 30 March, 1994

(p. 2.10)

44 It may be appropriate to develop a “temporary” Visitors Centre as part of the Workers Heritage Centre

located in the Barcaldine Township for the purpose of directing visitors to the Prime Display Area.




Requirement

Specification

Visitor Centre • 500 square metres

Administration Building • 500 square metres excl. Herbarium

Herbarium • 200 square metres • Climate controlled and air conditioned

Nursery • 730 square metres excl. Maintenance Depot and Store

Maintenance Depot • 300 square metres inc. 200 square metres Equipment Store

Curator’s Residence • 150 square metres. • Heritage / homestead style to match Prime Display Area Buildings

Staff Amenities Block • 150 sq.m. minimum, including lunch room, showers, lockers and toilets.

10.3.3 Premises Fit-Outs

Requirement

Specification

Administration Building (Library) • Shelving

Administration Building (Herbarium & Store)

• to engineering specification • include climate control equipment for Herbarium to engineering specification

Workshop / Laboratory • to engineering specification Visitor Centre • to specification Nursery • to specification Maintenance Depot • to specification Curator’s Residence • to specification Staff Amenities Block • to specification

10.4 OTHER PREMISES & SUNDRIES

Requirement

Specification

Shade / Shelters at logical points along the pathway network, including those located at Transport “Drop Off” zones and within plant communities.

• Log framing and thatch construction.

• Water stops provided

Souvenier items for sale at the Visitor Centre • High quality Video, audio-visual, and other materials demonstrating the Botanical Parks’ features, content, and ecology, aboriginal culture, and other points of

interest, for sale at the Visitor’s Centre45.

• High quality

45 All items to be Australian made




Requirement

Specification

Production of preliminary marketing material for the Botanical Garden, for distribution to key agency outlets, Tourism Information Centres, other regional attractions, outback Town Councils, and other organisations.

• High Quality

Production of “second run” marketing material for the Botanical Garden, for distribution to key agency outlets, Tourism Information Centres, other Regional attractions, outback Town Councils, and other organisations.

• High Quality

Produce Plant Community Brochures for each of the major Plant Communities

• Low cost, good quality

Material for the use of students at all levels • Low cost / quality Quality Assurance program • Consultancy Development of Business Plan • Consultancy Research the feasibility of the proposed Biological Wetland Effluent Treatment (for Barcaldine’s secondary sewerage effluent) using the northern section of Lagoon Creek for implementation in the longer term.

• Consultancy (paid by Council or other organisation)

Research the feasibility of the proposed Relocation of the existing Barcaldine Golf Course to the northern edge of the Botanical Garden in the longer term (pending imminent implementation of the proposed Biological Wetland Effluent Treatment facility).

• Consultancy (paid by Council or other organisation)

Ongoing consultancy services of Landscape Architect(s) for input and supervision in detail planning, design documentation, interpretive initiatives, and construction works.

• Consultancy

Video productions and other materials promoting the findings of research and development activities.

• Funded through research grants

Feasibility study into additional accommodation requirements.

• Jointly funded consultancy with Council & Tourism bodies.

10.4.1 Constructed Artificial Wetlands The above table suggests that a Feasibility Study needs to be conducted in order

to establish the viability of implementing a Biological Wetland Treatment Facility at Barcaldine. This would allow the proposed relocation of the existing Barcaldine Golf Course to the Gardens area (on the northern edge), and perhaps allow the provision of other facilities.

The prospect of using artificial wetlands as a technically simple solution for

treating some effluents has been examined in the documents: Simpson, J.S. "State

Overview of Artificial Wetland Trials" (DPI Water Resources) April, 1995, and

Simpson J.S. "Interim Guidelines on Planning, Design and Management of Artificial

Wetlands" (DPI Water Resources), revised February 1995.




Mr R.D. West (Regional Manager, Water Resources [West], Queensland Dept. Primary Industries, in a minute to Council 2 August, 1995, has stated that:

‘‘The Blackall Experimental Station has been in progress for some 2 years and is now an integral part of the overall Queensland [Artificial Wetlands] experiment. Data from Blackall has been extremely important in producing the Guidelines. There are seven other wetlands involved in the experiment with each having a different set of results, depending on its location’’.

It is therefore obvious that any such construction at Barcaldine would need to be

separately considered, i.e. on a site specific basis. It is assumed therefore that this

could be the subject of a separate study, with costs borne being outside the scope of this Project. It is understood that such a Study is in process of completion by Mr Vince Moor (final Report imminent).

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: MANAGEMENT, ORGANISATION & PERSONNEL



11. MANAGEMENT, ORGANISATION & PERSONNEL

11.1 KEY MANAGEMENT & PERSONNEL Key management and staff, consisting of the Curator (whom reports to a

proposed “Barcaldine Aridland Botanical Garden Management Board”), Administration Manager, and the Aboriginal Liaison Officer are vested with quite different and distinct responsibilities as follows:

➮ Curator (general management) ➮ Aboriginal Liaison Officer (Aboriginal liaison and tour guide principal) ➮ Administration Manager (the Botanical Garden's internal Bookkeeper)

These positions demand a wide variety of skills that are complementary to each

other. The sharp delineation in responsibilities will contribute towards a good working relationship developing between the key personnel.

The selection of the Curator is critical to the Project’s success for reasons covered

adequately by Landplan46.

11.2 QUALITY ASSURANCE (QA) & TOTAL QUALITY MANAGEMENT (TQM) The need for proceeding with the implementation of a formal Quality Assurance

program must be recognised. The Botanical Garden should proceed to full implementation a formal program of Quality Assurance, in line with a Quality System fulfilling the requirements of Australian Standards AS3901 or AS3902 as may be applicable - the AS3900 Series Standards required by the Clever Country Policy of the Federal Government and the State Government Purchasing Policy 1991. This will be sufficient to meet the expectations and demand of customers and visitors, and the industry in general.

The future success of the Botanical Garden's direct market penetration to export

markets (for propagated plants) in particular could well depend upon the Botanical Garden's commitment to QA accreditation, and should be addressed with adequate priority. Progression to TQM is an option further on, however will capitalise and strengthen a formal commitment to QA principles.

Objective: Implementation of Quality Assurance / Total Quality management to

ensure the highest possible product quality standards, and a commitment to quality by all staff.

Meaning:47 Traditionally Quality has been assessed by a product's reliability, durability and conformance to specifications.

While these are still important criteria, customer' expectations today

are broader; they are influenced by perceptions of the whole

46 Landplan Studio: Landscape Architects, Barcaldine Aridland Botanical Park Master Plan, 30 March, 1994

47 Adapted from NIES brochure - Quality: The Strategic Advantage




organisation, not just the products it makes. Enterprises with a high overall quality rating in the eyes and minds of customers will win both market share and repeat business. An ongoing competitive advantage.

Thus, the starting point for Quality-based management is the

customers' viewpoint. It's the perspective from which the enterprise will plan to utilise the principles of Quality-based management, known internationally as Total Quality Management (TQM). Total Quality Management is the driving force for Botanical Garden-wide improvement; commitment to improving performance at every level; strategies to improve its processes and systems; enhanced productivity and profitability; involvement and development of every employee.

It embraces all products, all services, all processes, all people, at all

levels.

Responsibility:48 Initially, management must have an awareness and understanding of Total Quality Management. It is they who must be convinced of its potential strategic advantage. It is they who must commit to shaping, leading and resourcing their organisation in the TQM implementation. TQM recognises the role of people as managers and workers in the system and the vital contribution they can make together towards improvement in every aspect of the business.

So quality improvement in an organisation becomes a way of

life; it involves everyone from the CEO to the most junior employee in the process of on-going improvement.

48 Adapted from NIES brochure - Quality: The Strategic Advantage




Implementation: NIES has developed a comprehensive TQM 'How To' model. the NIES network will assist in the selection of a trained and licensed consultant.

This should follow the Botanical Garden's involvement in the QA

process. A high level of Quality Control can be achieved through the Botanical Garden's

commitment to a formal program of Quality Assurance / Total Quality

management (AS 3902 - 1987)49.

11.3 ORGANISATIONAL STRUCTURE To ensure a smooth communication flow, the organisational structure has been

designed to be as “flat” as possible. In this case, communications between community groups, Council, the aboriginal community, and professional organisations is of paramount importance.

11.4 ORGANISATIONAL CHART

STAFF AND MANAGEMENT OF THE BARCALDINE ARIDLAND BOT ANICAL GARDENSTAFF AND MANAGEMENT OF THE BARCALDINE ARIDLAND BOT ANICAL GARDEN

LANDCARE &OTHER

ORGANISATIONS

LOACL HIGHSCHOOL & TAFE

COLLEGESTUDENTS

"FRIENDS OF THEGARDEN"

SECRETARYX 1

ADMINISTRATIONMANAGERx 1

Labourer

Labourer

Labourer

Labourer

Labourer

CONSTRUCTIONCREWX 5

Labourer

Labourer

Labourer

Labourer

MAINTENANCECREWX 4

TRUCK DRIVERX 1

LOADEROPERATOR

X 1

TRANSPORTDEPT.X 2

GROUNDSMAN /SECURITYX 1

ABORIGINALLIAISON OFFICER

X1

CURATORx 1

Barcaldine Aridland Botanical Garden Management Board

Barcaldine Shire Council

49 The Botanical Garden to install a Quality system fulfilling all the requirements of Australian Standards

AS3901 or AS3902, now more generally described as the ISO9000 series.




11.5 STAFFING LEVELS

Job Title No. Units

Primary Job Functions Skills / Education Employ from Month

Annual Salary

Curator 1 • Organisation and implementation of work on a daily basis

• Direction of construction and maintenance staff • Supervision of day labour, contractors • Co-ordination of volunteer groups

• Botanic and horticultural qualifications

0 $60,00050 plus on-site residence

Administration Manager

1 • Internal Bookkeeper and Paymaster. • Provide financial information to management • Payment of creditors, exercising debtor control,

maintaining and controlling the accounting system (including ordering and overseeing other transactional activity), and payment of staff wages.

• Accounting or related discipline

4 $35,00051

Secretarial 1 • Visitor reception • General Office duties including typing, telephone

receptionist, filing, etc.

• Office management, Business or related discipline preferred.

12 $21,80052

Construction Crew

5 • Construction of Walkways, Secondary Routes, Garden displays, Landscaping, and other secondary infrastructure.

• Building and / or construction experience

4 $22,40053

Maintenance Crew

4 • Maintenance of all buildings, paths, walkways, signages.

• Erection of majority of fencing and other minor constructions.

• Plant Propagation duties, watering. • Landscaping maintenance • Weed and vermin eradication • Plant production, labeling, indexing and recording • Seed production and packaging.

• No skills required (will be learned “on the job”)

4 - 12 $15,10054

Groundsman / Security

1 • General maintenance of the Prime Display Area • Grounds security / prevention of entry of vehicles in

unauthorised areas. • General hand

• No skills required (will be learned “on the job”)

12 $22,40055

Aboriginal Liaison Officer

1 • Tour Guide

• Liaison with the Aboriginal community56 • Cultural historian

• Experience in working with local aboriginal community

• Communication skills

• Knowledge of aboriginal culture and history

0 $30,00057

50 Above award rate - Consultant’s estimate only


52 Equivalent to Grade 4 - State Clerical Employees Award ($420 per week base rate)

53 Equivalent to General Labour Rate (Building Construction Industry Award) being $431.68 per week

54 Equivalent to Building Products Minor Manufacture Award - ranges from Junior 16-17 ($188.80 per week)

to Junior ($291.70 per week) and Adult ($343.20 per week). Allowance: average, say $290 per week.

55 Equivalent to General Labour Rate (Building Construction Industry Award) being $431.68 per week

56 Responsibility for the Economic and Ethno-Botanic sections are basically the responsibility of the

Aboriginal Community and the Park Botanist.





Job Title No. Units

Primary Job Functions Skills / Education Employ from Month

Annual Salary

Truck Driver 1 • Assists construction and maintenance crews in the removal and placement of landscaping and construction materials

• Current truck drivers license (over 2 tonne) mandatory

• Extensive experience in Truck Driving and operation strongly preferred

6 $21,30058

Loader Operator

1 • Assists construction and maintenance crews in the removal and placement of landscaping and construction materials

• Forklift ticket and / or Loaders ticket / certificate strongly preferred

• Experience in Loader, Forklift and heavy machinery operation strongly preferred

6 $21,30059

“Friends of the Garden”

n/a Assists with: • Maintenance of all buildings, paths, walkways,

signages. • Erection of majority of fencing and other minor

constructions. • Plant Propagation duties, watering. • Landscaping maintenance • Weed and vermin eradication • Plant production, labeling, indexing and recording Seed production and packaging. Arranges: • Working bees • Fund-raising activities • Utilisation of local community individuals with specific

knowledge and expertise

• None required, but some botanical knowledge an advantage

0 $0

Landcare & Other Similar Organisations

n/a • Similar to “Friends of the Garden” with their co-ordination

• None required, but some botanical knowledge an advantage

0 $0

Local High School & TAFE College Students

n/a • Similar to “Friends of the Garden” with their co-ordination

• Assist maintenance and construction crews wherever possible re permanent constructions

• None required, but some construction or botanical knowledge an advantage

0 $0

11.5.1 Annual Salary Requirements Annual salary requirements are estimated as follows:

58 Equivalent to Transport Distribution and Courier Industry Award - Grade 4 being $409.30 per week

(Grade 5: 10-34 tonne)

59 Equivalent to Transport Distribution and Courier Industry Award - Grade 4 being $409.30 per week

(Grade 5: 10-34 tonne)




WAGES & SALARIES BASE MODEL

Job Title No. Units

Employ

from

Month

Annual Salary

Total Salary

Cost per

annum

Curator 1 0 $60,000 $60,000Administration Manager 1 4 $35,000 $35,000Secretarial 1 12 $21,800 $21,800

Construction Crew 5 4 $22,400 $112,000Maintenance Crew 4 4 to 12 $15,100 $60,400

Groundsman / Security 1 12 $22,400 $22,400Aboriginal Liaision Officer 1 0 $30,000 $30,000

Truck Driver 1 6 $21,300 $21,300Loader Operator 1 6 $21,300 $21,300

Total $384,200

11.6 GENERAL COMMENTS

11.6.1 Position Job Descriptions In view of the likelihood of staff turnover, accompanied by many changes in the

construction period, the matter of job definition will require priority attention. This should be done along with the definition of all staff employed at the time.

Resolution of this can be largely achieved through the development of written

Job Descriptions, defining the nature, scope and job function, along with relevant authority levels. It is emphasised that a key factor in bringing about an efficiently managed organisation will be the clear definition of job functions and reporting lines. This becomes of even greater significance as employee numbers increase, and where the available time to spend with employees becomes less. For this reason it is strongly recommended that job descriptions be developed for all positions, providing - in a written form - clear delineation of job duties/responsibilities and reporting lines. Ideally, this should be completed in conjunction with each employee.

Examples of written job descriptions are located at Appendix: 17.3 Examples of

Written Job Descriptions. These models could be used as a basis for the development of all staff positions. The major features of worthwhile and meaningful job descriptions are:

• Results and duties are both stated (the result expected and the duties

needed to accomplish the result) • Accomplishment is emphasised over "doing" (employees need to first know

where they are going - only then can it be explained "how you get there") • The focus is on results (including how the job fits into the overall scheme of

the organisation, and how the job fits into the organisations' mission). • Clear writing style, with job descriptions simple and easy to understand. • Job Descriptions must be changed when job requirements change.




• Linkage should be established here possible with QA Procedures

documentation.

Security fencing of special plant communities is required to protect specimens

from vermin and domesticated grazing animals.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: SALES ESTIMATES, FINANCIAL PLANNING & ANALYSIS



12. SALES ESTIMATES, FINANCIAL PLANNING & ANALYSIS

12.1 CAPITAL INVESTMENT REQUIREMENTS The project will require a total Capital investment of approximately $3.2m, as

detailed at Attachment 17.1.2 Schedule 2 - Capital Expenditure. This information is summarised as follows:

CAPITAL WORKS SUMMARY

INFRASTRUCTURE $985,033

SUNDRY PLANT & EQUIPMENT $432,060

CAPITAL WORKS / PREMISES REQUIREMENTS $1,593,050

OTHER PREMISES & SUNDRIES $179,500

TOTAL $3,189,643

12.2 PROFIT & LOSS / CASH FLOW STATEMENTS

12.2.1 Summary Indications are that the annual running costs - Year-In-Year-Out - of

approximately $0.573m (including salaries and wages of approx. $0.384m) will be largely offset by potential income earned from the sale of propagated plants (primarily), concessions and other income.

It is proposed that any shortfall in annual working capital requirements (estimated

@ $130,000) could be met from Corporate sponsorship. In view of the Project’s international significance, the presence of corporations in the region, the ability to promote and conduct botanical research activity, the promotion of the Project as a solar powered generation demonstration site, and the attractiveness of the Project from an environmental point of view, this is not expected to represent any degree of difficulty.

12.2.2 Base Assumptions & Total Funding Requirements

1. Commencement of Project: funding to be obtained by October 1996 2. Proposed Total Capital Funding = $3,650,000 (includes start-up working

capital) 3. Total EQUITY therefore required: $3,650,000 4. Total DEBT required: $0 (it is proposed that all capital funding will be

sourced without indebtedness) 5. Annual Corporate sponsorship required: $130,000 6. Bank Interest Rates (Borrowings): 12.50% per annum (effective) 7. Bank Interest Rates (Deposits): 6.00% per annum (effective)

Other assumptions used in the development of the cash flows appended to this

Report are detailed at Attachment 17.1.5 Schedule 5 - Cash Flow Assumptions.




12.2.3 Sales & Other Income Indicative sales figures (as used in the cash flows appended) are as follows:

SALES SUMMARY BASE MODEL

Barcaldine Ariland Botanical Garden

Estimated Annual Sales - Year-In-Year-Out No. Units $ per UnitTotal Sales

p.a.Propagated Plant Sales (Visitors) 13,000 $5.00 $65,000

Prpagated Plant Sales (Councils and other organisations) 100,000 $3.00 $300,000Concessions, souveniers and other income 1 $78,000

Annual Corporate Sponsorship 1 130,000

Total $573,000 It is projected that sales income will commence in month 11 (i.e. September

1997), at which the time the majority of infrastructure and premises will have been established. Plant propagation activities will also be well established by that time.

It has also been projected that year-in-year-out income levels will not be

achieved until a further 12 months time as follows:

Estimated Annual Sales - From Project Commencement

% of YIYO

total sales

Sales Commence in Month 11 10%

Sales in month 12 are 10%

13 10%

14 20%

15 20%

16 20%

17 40%

18 40%

19 40%

20 75%

21 75%

22 75%

23 100%




12.2.4 Three Year & Year-In-Year-Out (Y.I.Y.O.) Cash Flow Summary

Yearly Total Yearly Total Yearly Total Yearly Total

CASH FLOW SUMMARY - BASE MODEL YEAR YEAR YEAR YEAR

BARCALDINE ARIDLAND BOTANICAL GARDEN 1 2 3 Y.I.Y.O.

ESTIMATED INCOME Propogated Plant Sales (Visitors) 542 28,438 65,000 65,000Propogated Plant Sales (Other) 2,500 131,250 300,000 300,000

Concessions, Souveniers, Other 650 34,125 78,000 78,000Other Income, Sundry incl. SPONSORS 130,000 130,000 130,000 130,000

EQUITY (CAPITAL INTRODUCED) 3,400,000 250,000 0 0

TOTAL ESTIMATED INCOME 3,533,692 573,813 573,000 573,000

ESTIMATED OUTGOAccountancy 2,400 2,400 2,400 2,400Advertising 8,348 12,953 22,920 22,920

Bank Charges (ex interest) 480 480 480 480Cleaning 303 3,640 3,640 3,640

Corporate & Other Fees 120 120 120 120Electricity 875 3,000 3,000 3,000

Freight & Cartage 1,800 1,800 1,800 1,800Gov' t taxes & Charges 600 600 600 600

Hire or Rental of Equipment 300 300 300 300Insurance - Plant & Equipment 6,481 6,481 6,481 6,481

Insurance - Property 3,545 3,545 3,545 3,545Legal Expenses 2,009 810 1,432 1,432

Licences, Permits & Registrations 1,200 1,200 1,200 1,200Motor Vehicle - Fuel & Oil 1,650 2,400 2,400 2,400

Motor Vehicle - Parts & Repairs 1,320 1,920 1,920 1,920Packing & Other Materials 5,348 12,953 22,920 22,920

Pest Control 2,400 2,400 2,400 2,400Postage 1,800 1,800 1,800 1,800

Printing & Stationery Supplies 4,800 4,800 4,800 4,800Professional Support Contractors 14,400 0 0 0

Repairs & Maintenance - Property 6,647 26,588 26,588 26,588Salaries & Wages - Curator 60,000 60,000 60,000 60,000

Salaries & Wages - Admin. Manager 23,333 35,000 35,000 35,000Salaries & Wages - Secretarial 0 21,800 21,800 21,800

Salaries & Wages - Construction Crew 74,667 112,000 112,000 112,000Salaries & Wages - Maintenance Crew 21,392 60,400 60,400 60,400

Salaries & Wages - Groundsman / Security 0 22,400 22,400 22,400Salaries & Wages - Aboriginal Liaision 30,000 30,000 30,000 30,000

Salaries & Wages - Truck Driver 10,650 21,300 21,300 21,300Salaries & Wages - Loader Operator 10,650 21,300 21,300 21,300

Seminars & Conferences 1,153 1,921 1,921 1,921Software Maintenance & Upgrades 600 2,400 2,400 2,400

Staff - Amenities 1,153 1,921 1,921 1,921Staff - Protective Clothing 461 768 768 768

Staff - Superannuation 9,228 15,368 15,368 15,368Staff - Training 2,307 3,842 3,842 3,842

Subscriptions 600 600 600 600Telephone 9,600 9,600 9,600 9,600

Tools & Equipment Replacements 450 1,800 1,800 1,800Travelling & Accommodation 14,400 14,400 14,400 14,400

Water Supplies 1,200 1,200 1,200 1,200Workers Compensation 5,767 9,605 9,605 9,605

Research & Development 2,005 4,857 8,595 8,595Sundry Expenses 3,464 5,427 5,670 5,670

CAPITAL - Infrastructure 977,833 7,200 0 0CAPITAL - Sundry Plant & Equipment 432,060 0 0 0

CAPITAL - Capital Works / Premises 1,593,050 0 0 0CAPITAL - Other Premises & Sundries 119,389 60,111 0 0

TOTAL ESTIMATED OUTGO 3,472,240 615,409 572,637 572,637

Net Income This Year: 61,452 (41,597) 363 363




This may be viewed graphically as follows:

$0

$200

$400

$600

$800

$1,000

$1,200

Thousa

nds

Month No.

CLO

SING $ BALA

NCES

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35

Income Expenses Closing Bank Balance

BARCALDINE ARIDLAND BOTANICAL GARDEN

BASE MODEL CASH FLOW PROJECTIONS - YEARS 1,2, & 3

12.3 FUNDING OPTIONS OR ASSISTANCE AVAILABLE

12.3.1 Overall Funding Requirements The cash flow demonstrates that the Project will be able to be implemented on

the basis of the introduction of capital, summarised as follows:

October, 1996 500,000

February, 1997 700,000

April, 1997 700,000

May, 1997 1,000,000

July, 1997 500,000

January, 1998 150,000

May, 1998 100,000

Total $ 3,650,000

Plus Corporate Sponsorship $130,000

per annum

There are a number of programs available for which the Botanical Garden may

be considered eligible, and these are detailed on the attachments and further




sections detailed below60. Clearly, management must give appropriate priority for actively canvassing such assistance in order to enhance best prospects for success.

To this end, the Consultant has prepared two Biz-Link Reports, that provide

information relevant to this specific Project, outlining assistance measures that may be available for access by the Client (Barcaldine Shire Council). These reports are shown at:

• Attachment 17.16 Biz-Link Report #1 - Local Government Administration • Attachment 17.17 Biz-Link Report #2 - Other Recreation (Tourism)

In addition, the following assistance measures (additional to that contained in

the Landplan Studios Master Plan), complementing information in the above-mentioned attachments, are considered by the Consultant to be those schemes available (considering Botanical Garden size, projected modus operandi, and funding requirements) to best assist the Botanical Garden in achieving its objectives.

12.3.2 Department of Business Industry (Regional Development) A range of NIES (National Industry Extension Service) programs may be available

for the Botanical Garden, including the Marketing and Business Planning, Human Resource Program, PEP (Preparing for Export). Profit by Design, Total Quality Management (TQM - covered elsewhere in this report), and others. Most of these programs are delivered through registered consultants available to help with the strategic planning process and the conduction of related activities.

12.3.3 Department of Employment, Education & Training Funds may be accessed through the Skill Share and Job Start programs. In

addition to this, assistance is available through several other schemes, including: Australian Trainee System (ATS) Financial support to offset the cost of broad based, structured training for young

people in non-trade occupations. Special Entry Level Training (SELT) Specially targeted assistance to expand the number of entry-level training

opportunities and to increase the access of special groups to these training opportunities.

12.3.4 Department of Industrial Relations Australian Best Practice Demonstration Program Financial assistance is available for enterprises or groups seeking to adopt best

practice. i.e. projects that enhance the reform of work practices, production methods and organisational structures. Whilst the program requires a

60 Note: all schemes are subject to change without notice, and accordingly the Consultant implies no

warranty as to individual scheme terms and conditions and eligibility criteria, nor warrants the Company's ability to access funding or other support.




demonstrated affect on other enterprises and the wider community generally, assistance is provided for strategic planning, improving productivity, development of an integrated training and skill formation strategy, and improvement of the organisation through decision making and the consultation process.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: MARKETING & MARKETING STRATEGY



13. MARKETING & MARKETING STRATEGY

13.1 OVERALL STRATEGY The overall marketing strategy should be one based on the development of a

consistent image of a very unique, aridland botanical park which promotes the value of maintaining and further developing the quite special botanical bio-diversity available at the site. Clearly, this includes promotion of the educational and eco-tourism aspects of the Project, and in particular, capitalise on (i.e. commercialise) the research and development activities carried out.

In short, there is a unique opportunity to develop the Project on the basis of both

its scientific aspects, and commercial potential.

The Project is in no small way linked to the tourism industry - a feature which

should assist in the Gardens becoming basically self-funding in the years to come, with perhaps a modicum of assistance by way of Corporate sponsorship.

There will be a need to "zero in" on high profit product lines (i.e. propagated

plants) for direct sale to:

• tourist customers (there will also be the opportunity to sell other “souvenier items to this market), and:

• Shire Councils and others interested in growing plants suitable for arid / semi-arid areas.

The cash flows prepared in support of this Report assume that by far the greatest

demand (and therefore income) derived from the sale of propagated plants will be from the local Government sector. There is good potential to develop the Project as a “Centre of Excellence” for the propagation of arid and semi-arid plant species.

The Project’s proponents should note that this may not necessarily be consistent

with high turnover or high volume, though this may be the case for some lines. These concepts should form part of the overall strategy for marketing and sales, which is to say:

"The development of a very unique, aridland botanical park of national / international significance which promotes the value of special botanical bio-diversity,

with emphasis on educational and eco-tourism aspects. Research and development activities will be

commercialised with the Gardens becoming a consumer orientated, low cost producer of consistent quality, value added, propagated plant products"

It is recommended that the Project’s proponents ensure that that the marketing

strategies contained within this Strategic Plan are further developed and fin-tuned with the development of a comprehensive Business Plan




13.2 STRATEGIC ACTION PLANS FOR MARKETING THE PROJECT

(INCLUDING FUNDS-RAISING) The Marketing Strategies for this Project have been embedded into the Strategic

Planning Objectives in section 8. STRATEGY ELEMENTS & ACTION PLANS as contained within this Report. These include:

1. Encourage the involvement of the Queensland National Parks and Wildlife Service in their role to provide introduction to and interpretation of natural plant communities.

2. Applications under Assistance Programs (Federal and State) coordinated and progressed, e.g. DEET, State Co-Operative Assistance Program, Aust. National Parks & Wildlife, Australian Nature Conservation Agency, DBIRD, National Landcare Program, Aust. Trust for Conservation Volunteers, Greening Australia, etc. .

3. Private sponsorship from individuals and corporations progressed.

4. Arrange for appropriate recognition and registration by International, Australian, and Queensland authorities and organisations .

5. Liaise with the Australian National Botanical Gardens / Queensland Herbarium for assistance with the development and planning processes, including recording of Plant collecting, Herbarium set-up and filing, and Plant Propagation.

6. Make application for special assistance in several related Government Programs, administered by the Australian National Botanic Gardens.

7. Educate local community and community organisations on the Botanical Park’s features and accessibility.

8. Combined Tourism packages developed with local community, Longreach, Qld Tourism & Travel Corporation, and others.

9. Design and produce high quality souvenier items for sale at the Visitor Centre.

10. Develop media strategy for promotion of the Botanical Park and its facilities.

11. Implement media strategy.

12. Develop video, audio-visual, and other high quality materials demonstrating the Botanical Parks’ features, content, and ecology, aboriginal culture, and other points of interest, for sale at the Visitor’s Centre.

13. Arrange registration of Botanical Garden Trade Mark.

14. Implement strategies designed to promote the facility as a “Solar Power Generation Demonstration Site” of excellence .




15. Commission, implement and distribute the production of preliminary marketing material for the Botanical Garden, for distribution to key agency outlets, Tourism Information Centres, other regional attractions, outback Town Councils, and other organisations.

16. Encourage promotion of the Botanical Park by the Queensland Tourism and Travel Corporation, as part of the “Matilda Highway” Outback Tourist Route.

17. Liaise with the management of Barcaldine’s Worker’s Heritage Centre to present a combined package to maximise the use of both facilities.

18. Liaise and co-ordinate with Longreach organisations to develop a combined “Aridland Experience” by designing a combined package with various regional facilities (including Stockman’s Hall of Fame, Qantas Founder’s Museum, Barcaldine Aridland Botanical Garden, Workers Heritage Centre, etc.)

19. Produce Plant Community Brochures for each of the major Plant Communities.

20. Design a system of guided walks and talks to be conducted on a regular basis during the cool dry season, and by special request at all times (include “Friends of the Garden”, and the Aboriginal community).

21. Design material for the use of students at all levels.

22. Produce student material as designed.

23. Video, audio-visual and other high quality materials produced for sale and / or distribution.

24. Commission and conduct site investigation to identify structures and artifacts which are culturally or historically significant.

25. Assist and promote the Paterson’s Farm facility as a major element of, and attraction to, visitors to the Botanical Park.

26. Design ecological displays related to Aboriginal culture for presentation to visitors.

27. Arrange formal linkage of the Botanical Garden’s Herbarium with the Queensland Herbarium.

28. Produce plants in the Botanical Garden’s Nursery for sale to the General Public - a major area for funding continued development of the Botanical Park.

29. Develop video productions and other materials promoting the findings of research and development activities.

13.2.1 Sales of Plants to Visitors and Tourists The Consultant considers that the opportunity for tourists and others to “Take

Home a Piece of the Outback” represents a unique marketing opportunity. This

concept could be developed along the lines of either “take it home with you”, or “we will post it home to you”. The latter situation would alleviate the need to add a luggage burden to tourists whom commonly lack adequate space for carrying




additional articles. It would also mean that the plant would not have to survive the rigors of the tourists journey.

Current technology is available for the sale of “plants by post” which will ensure a

secure chance of a successful transportation, and hence the potential to successfully grow out the product at the visitor’s residence.

13.2.2 Approach to Government It will be a critical task to make an approach to Government, at a Ministerial

level, at both State and Federal levels, in order to promote the concept and

ensure that prospects for success are maximised. It is very important that the national / international significance of the Project be well understood and appreciated. It is recommended that a delegation from Council, “Friends of the Garden, the CWQAC and the Master Plan / Strategic Planning Consultants be charged with this task. DBIRD may be able to assist in this regard.

It is likely that the Project would receive more favourable consideration if a major

Corporate sponsor could be first secured.

13.2.3 Marketing & Advertising Budgets Advertising expenditure planned for the Project has been based on a provision of

4.00% of total Sales Turnover, plus an initial sum of $3,000 to cover initial disbursements in Month 10 (August 1997). The amounts are calculated as follows:

Year 1 Year 2 Year 3 Year In Year

Out

$ 8,348 $ 12,953 $ 22,920 $ 22,920

The purpose of the above budget is for the conduction of direct advertising

campaigns in the electronic and print media, the nature of which could be further developed during the business planning process.

It should be remembered that the launch of such a Project is likely to generate

significant media interest, and accordingly media releases to appropriate organisations should be strategically placed as the funding for the Project is obtained, and again as the construction phase nears completion. The Project’s uniqueness, in terms of ecology, environment, botanical and local employment issues are likely to be critical success factors that are attractive to the media. In addition, “special interest” or “magazine” style television programs (e.g. home and garden programs, “Countrywide”, and others) are also likely to be very interested in the Project.

In addition to the above advertising budget, a total of approximately $135,000 is

planned to be spent on additional marketing activities - categorised as “Capital Expenditure”, and included in the appended cash flow budgets. This is summarised as follows:




SCHEDULE OF CAPITAL EXPENDITURE - MARKETING EMPHASIS

BARCALDINE ARIDLAND BOTANICAL GARDEN Total

Signage for “Major Gateway” Eastern Entry Precinct $10,000Signage for minor “gateway” Western Entry Precinct $1,750Signage for Theme Walkways traversing a series of related communities $600Interpretive signage at Shade / Shelter facilities. $650Area signs to distinguish specific community or area planting $324Specific Information Signs to describe specialised communities, specimens, economic uses, or pointsof historic interest

$2,600

Individual Specimen signs to distinguish each plant or Group $30,000Individual temporary Specimen signs to distinguish each plant or Group $2,000Souvenier items for sale at the Visitor Centre $10,000Video, audiovisual, and other materials demonstrating the Botanical Parks’ features, content, andecology, aboriginal culture, and other points of interest, for sale at the Visitor' s Centre.

$15,000

Production of preliminary marketing material for the Botanical Garden, for distribution to key agencyoutlets, Tourism Information Centres, other regional attractions, outback Town Councils, and otherorganisations.

$12,000

Production of “second run” marketing material for the Botanical Garden, for distribution to key agencyoutlets, Tourism Information Centres, other Regional attractions, outback Town Councils, and otherorganisations.

$24,000

Produce Plant Community Brochures for each of the major Plant Communities $6,000Material for the use of students at all levels $5,000Development of Business Plan $10,000Video productions and other materials promoting the findings of research and development activities. $0Feasibility study into additional accommodation requirements. $5,000

TOTAL COSTS $134,924

13.3 FUTURE OPPORTUNITIES

13.3.1 General A key feature of the Gardens is to promote it as being complementary (and

complemented by) other regional attractions. These include the Stockman’s Hall of Fame, Wool Scour, Matilda Highway Outback Tourist route, Australian Workers Heritage Center, “Chain of Attractions” etc.. Indeed, this has already been identified as a key Strategy for the development of the Project.

This, together with the continued development of the region as one representing

a unique part of Australia’s history and culture will no doubt assist the continual development of opportunities. It will be important for the Management of the Garden to acknowledge the need to network strongly with other regional attractions so that people from all walks of life will be drawn to this relatively remote area. The significance of such a strategy is already evidenced by the success of those other attractions.

Other opportunities for the future might also include:

1. Further development of eco-tourism activities 2. Propagation of non-local, important or rare species




3. Further employment opportunities as the Project progresses to later development stages

4. Training Opportunities / open learning / educational research. 5. The development of unique arid fauna. This might include the

establishment of an aviary, and other Projects that are location specific. 6. Opportunities for further, ongoing local Involvement - this will gradually

develop as visitors stay in the township, rather than “pass through” as is commonplace at the moment. The Gardens development will in fact be a contributing factor to tourist stopovers, since the time taken to inspect such a facility - even if relatively cursory - is by nature lengthy.

7. Potential involvement by local business houses and other organisations will

increase as the visitor rate to the facility (and the region) improves.

13.3.2 Export Opportunities The Gardens will be in an excellent position to develop an export trade for the

sale of propagated rare species. This aspect should be further researched as part of the Business planning process, however there is strong anecdotal evidence that suggests there is a strong market for such products. The Consultant recommends that the Project’s proponents should commission targeted market research into those markets where prospects for success seem most likely, with the results incorporated into a formal Marketing / Business Plan.

The Project should proceed to this phase as soon as practical. Assistance for this

should be available through one of a number of government assistance programs which are detailed later in this report. This will provide a means to implement an effectively targeted and well researched marketing program, providing management with a well defined vision, and enhancing prospects for success especially in the area of export sales. The Marketing Plan should incorporate targeted market research, staff training, and strategic plan for export market entry.

13.4 OTHER MARKETING FACTORS

13.4.1 Development of a “Solar Power Demonstration Site” Earlier in this document, the potential for the Project to be developed as a “Solar

Power Demonstration Site” has been explored. This is on the basis of power requirements being met, or substantially met, through

“state of the art” solar power generation. The location of the Gardens, particularly having consideration of the relatively

long average day lengths and the number of sunny days each year, augurs very well for the harnessing of power by way of solar collection. The site could be very effectively marketed as a leading example of solar power generation. Whilst capital development expenditure has included the full cost of such infrastructure, it might be reasonably anticipated that this aspect could be the subject of corporate or government sponsorship.




13.4.2 Selling & Advertising All advertising should incorporate the Project’s Mission Statement: “A Forest of

National Significance” on a distinctive logo design, for example as follows:

BARCALDINE ARIDLAND BOTANICAL GARDEN, QUEENSLAND

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: BARCALDINE - A BACKGROUND TO THE REGION



14. BARCALDINE - A BACKGROUND TO THE REGION

14.1 ORIGIN OF THE NAME BARCALDINE61

Barcaldine Castle Argyll, Scotland - The Ancestral home of the Campbell’s of

Glennurchy, was held by an uncle of Donald Charles Cameron when he migrated to Australia in 1852. When he took up the land along the Alice River in 1863 he named it `Barcaldine Downs’ after his family’s estate in Scotland. The Barcaldine Downs run included the land upon which the town of Barcaldine has grown up and it was given the name by J.V.S Desgrand, Government Surveyor for that reason.

The local region exhibits strong interest in the protection of Australian native

flora, as demonstrated by this display on the Matilda Highway between Longreach

and Barcaldine), established by the Ilfracombe Landcare Group

14.2 BARCALDINE - FACTS62

• All streets are named after trees e.g. Oak, Ash, Elm etc. • Barcaldine ... on the Tropic of Capricorn 273M above sea level • Foundation Date ... 8th November 1886 • Population ... Town approx. 1700 shire approx. 1900 • First bore on Great Artesian Basin ... 14th February 1886 at Back Creek. • Average rainfall ... 475mm • Chief Industries for the district ... Wool Growing - Beef Cattle

61 Artesian Country Tourist Association, Barcaldine, Craftpress, 1992, Australia.

62 Artesian Country Tourist Association, Barcaldine, Craftpress, 1992, Australia.




• The whole district relies on the Great Artesian Basin for domestic water and for watering the stock.

14.3 BARCALDINE - TIMELINE HISTORY OF MAIN EVENTS63

Barcaldine 1846-1986

14.3.1 Born to Conflict (1846-1891)

1846 Sir Thomas Mitchell and his party explored the Barcaldine district. 1863 Donald Charles Cameron took up the land along the Alice Ricer and

named it ‘Barcaldine Downs’. 1865 People started to settle around what is now called Barcaldine. 1886 The birth of the town of Barcaldine. 1887 Central Qld Carriers’ Union and Shearers Union were launched. 1889 Central Qld Labourers’ Union was launched. 1889 Shearers Union directed action against coloured labour. 1891 The Shearers Strike caused wide-spread civil unrest and brought the

district to the brink of anarchy. 1894 Shearers Strike flared again.

14.3.2 Liquid Gold (1885-1899)

1883 Railway was first pushed across the Drummond Range. 1885 First sale of Barcaldine town lots. 1886 Discovery of Artesian Water. Railway line opened to Barcaldine. 1887 Barcaldine had the first free flowing, fully successful, deep bore in Qld. 1888 Victoria Hospital opened. 1889 Railway line extended to Longreach. 1892 Barcaldine Divisional Board was established. Barcaldine Brewery turned out its first beer. Barcaldine Meat Processing Company opened. 1893 Inaugural meeting of the Barcaldine Divisional Board was held. School of the Arts opened.

63 Hoch, Barcaldine 1846-1986, Barcaldine Shire Council, 1986, Toowoomba.




1895 Barcaldine Meat Processing Plant destroyed by fire. 1896 Hospital destroyed by fire. Large section of Oak Street Destroyed by fire. 1897 The Aboriginal and Sale of Opium Act 1897 attempted to stop the sale of Opium to Barcaldine Aboriginals.

14.3.3 Set Back (1898-1905)

1899-1902 Drought bought death and desolation to Barcaldine. 1902 Drought finally broke, transforming the country to a fresh cleanliness that

has almost been forgotten. 1903 The Barcaldine Divisional Board became Barcaldine Shire Council.

14.3.4 Garden City (1905-1925)

1906 Qld. National Bank opened. 1907 Barcaldine Public Swimming Pool opened. 1908 Court house was built. Delivery of mail to dwellings within 1 mile of the post office began. 1909 Barcaldine became the first western town to have a high school. 18 premises were destroyed by a fire. 1910 First cars appeared in the district. Barcaldine Fire Station was established. 1912 New Barcaldine shire hall was completed. 1913 Tramway from Barcaldine to Aramac was opened. Barcaldine’s first motor garage opened. New post office opened. The Glideograph picture theatre opened, and was one of the first

Barcaldine buildings to have electric lights. 1914 A 45,000 gallon tank on a 100 ft. tower was erected to aid in fighting

fires. 1915 Barcaldine Grammar School opened. The Lyric Theatre opened in Oak Street. Electric street lights were turned on for the first time in Barcaldine 1918 Barcaldine Power Station opened. 1919 Pneumonic influenza epidemic reached Barcaldine. A Barcaldine branch of the Returned Soldiers and Sailors Imperial

League.




of Australia formed. Kenilworth Nursing Home was opened. 1920 King and Bailey were awarded gold medals by the Barcaldine Shire

Council for being the first aviators to land at Barcaldine. 1921 Several fires broke out within days of each other and destroyed

premises, including the outbuildings of the Railway Hotel. It was thought that these incidents were not accidental.

A separate fire destroyed the Commercial Hotel and six other premises. 1922 St. Peters School opened. 1924 A sculptured monument of granite and marble was unveiled in

Barcaldine to honour those who had served in the war. The first maternity ward in a western hospital was opened in Barcaldine. The Shakespeare Hotel was destroyed by fire. A branch of the Qld. Country Women’s Association formed in

Barcaldine. The first wireless reception in the town was heard. 1925 The Shakespeare Hotel was rebuilt and opened on December 5. The airmail service had begun via Longreach.

14.3.5 Want and War (1925-1945)

1925 Drought. 1926 Large part of Oak Street destroyed by fire. Radio Theatre opened. First petrol bowers installed in Barcaldine. 1927 The country from Longreach to Barcaldine described as utterly bare. New 2-story fire station opened. Exchange and Railway Hotels destroyed by fire. Barcaldine Golf Club officially opened. 1929 Exchange and Railway Hotels almost completed when both are once

again destroyed by fire. Other premises also destroyed. 1931 Shearers strike over ordered reduction in shearing rates. ‘Talkies’ installed at the Radio theatre. 1932 St. Peters School closed. Victoria hospital lost its autonomy and became Barcaldine District

Hospital under Government control. 1933 Barcaldine’s Railway station destroyed by fire. 1934 A date palm plantation was established in an effort to help the district. 1937 Barcaldine’s newspaper, The Western Champion, ceased publication Barcaldine became the headquarters for the Central Qld. Racing

Association.




1938 The Barcaldine club destroyed by fire. New Golf Course opened. A 10 acre citrus orchard was established 1939-1945 Barcaldine joined in the war effort, accommodating American

Soldiers, and collecting materials to be used for the war. 1942 Health concerns came with the population growth as a result of the war. 1945 As news of peace reached Barcaldine residents gathered for a short

service followed by a procession of celebration. Lawn bowls greens constructed.

14.3.6 On the Sheep’s Back (1945-1965)

1940’s Prices for wool were on the rise. 1946 Remodelled Barcaldine Convent opened. 1948 DC3 Douglas landed at Barcaldine on the first commercial flight

between Longreach and Rockhampton. Barcaldine Ambulance Service was established. 1949 Bowling Green Clubhouse opened. 1950 Inaugural meeting of the Central Western Primary School Sports

Association. 1951 Soap Works destroyed by fire. 1952 Work began on the Alice River Weir. Co-operative store destroyed by fire. 1953 Third Barcaldine Hospital opened. Restoration of the Town Hall commenced. Alice River Weir completed. 1954 The Midlander Train made its first journey. Secondary School opened. 1955 New power house constructed. 1956 R.S.L. Hall opened. United Graziers Association ordered a 10% reduction in the shearing rate

causing another Shearers strike. New Bore put in at the power house. A fire destroyed several businesses. 1958 Back to Barcaldine celebrations. 1959 Barcaldine’s night soil removal service ceased with the completion of

the sewage system. Gates of the restored Town Hall unveiled by Sir Henry Abel Smith Public

Library opened.




Celebrations Committee staged a weekend of functions to commemorate the proclamation of Qld. as a state in 1859.

1960 New Police Station opened. 1961 Inaugural meeting of the Barcaldine Rotary Club. 1962 St. Joseph’s Convent opened. Federal Hotel destroyed by fire. 1963 New Fire Station opened. 1965 Production of cement bricks began. 1966 Barcaldine Kindergarten opened. 1967 Brick works closed down.

14.3.7 Crisis to Stability (1965-1985)

1965-1971 Wool industry was in crisis as drought struck and wool prices fell, causing a drop in Barcaldine’s population. 1966 Inaugural meeting of the Central West Regional Electricity Board

(CWREB) of which Barcaldine was made headquarters. 1972 Reserve Price Wool Support Scheme introduced and resulted in the best

trading since 1951-52. 1975 Aramac tramway service closed. 1976 CWREB was abolished and was taken over by the Capricornia Regional

Electricity Board (CREB). Barcaldine won Tidy Town competition (Category C) 1974 ABC television became available to Barcaldine. 1979 Barcaldine won Tidy Town competition (Category C) 1980 New public swimming pool opened. 1984 Central West Regional Library Service ceased operation.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: DISCLAIMER & QUALIFICATION BY CONSULTANT



15. DISCLAIMER & QUALIFICATION BY CONSULTANT

It should be noted that much of the data and material presented in this Strategic

Management Plan, including financial data, has been sourced from various Public records, Council records, Landplan Studio, and others. This information has been made available to the consultant for analysis. Our report is prepared on the basis that full disclosure of all information and facts which may affect our report and / or advice has been made, and therefore the Consultant cannot accept any liability or responsibility whatsoever for the report and / or any advice contained therein unless such full disclosure has been made.

In accordance with the normal practice of Gary O Garner & Associates, I confirm

that this report64 is confidential to the Barcaldine Shire Council, subject to its provision to the Department of Business Industry & Regional Development (as instructed). No responsibility is accepted to any third party who relies on the whole or any part of our report.

Finally, neither the whole of the report nor any part or reference thereto, may be

published in any document, statement or circular nor in any communication with third parties without the prior authorisation and written approval by Gary O Garner & Associates of the form and context in which it will appear.

GARY OWEN GARNER B.Bus., A.V.L.E.(Val.), Assoc.Dip.Val., P.Ag., Dip.Ag., A.I.M.M., M.A.A.A.C. Registered Valuer (Qld) No. 1959

64 Some financial information has been prepared from information provided by the client, and whilst every

care has been taken with its preparation no responsibility is accepted by Gary O Garner & Associates or

its employees for the accuracy of any data contained herein.

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: APPENDICES



16. APPENDICES

16.1 Press Releases

16.1.1 Public Notice 17 May, 1995

Public Notice

MEETING CALLED FOR BARCALDINE ARID LAND BOTANICAL GARDEN

Interested organisations and others are invited to a public meeting in relation to the next stage in the development of the Barcaldine Aridland Botanical Gardens. The purpose of the meeting is to provide an opportunity for the public to assist in the development of a Strategic Plan, ensuring that the key issues associated with the development are addressed. The meeting, planned for Saturday 27 May 1995 commencing 10.00am at Barcaldine Shire Council hall, will be conducted in the form of a workshop, and facilitated by Toogoolawah-based agribusiness management consultant Gary Garner. All those persons or organisations having an interest in the Gardens, and its likely impact upon the community, are encouraged to attend.




16.1.2 Press Release: 17 May, 1995

PRESS RELEASE 17 May, 1995

➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼➼

BOTANICAL PARK AT BARCALDINE - A STEP CLOSER TO REALITY For Immediate Release. Start of Press Release:

The development of a Botanical Garden located at Barcaldine is about to become a step closer to reality, according to Toogoolawah-based management consultant Gary Garner of Gary O Garner & Associates. “The development of the Barcaldine Aridland Botanical Park is of great significance, not only to the local community, but is of national - even international - significance” Mr Garner said. “The area allocated for the Botanical Garden contains many excellent, rare or unique species of semi-arid native vegetation, located in its natural environment. The Project for the development of the Gardens has significant potential in terms of education, and value to the local and regional communities. It deserves environmental protection” he said. “The Project also represents excellent prospects for development as a facility of national consequence, as an integral part of the national system of Regional Botanical Gardens”. The Project has been designed to protect representative remnants of existing native vegetation for community benefit - a concept first mooted by Mr Lance Cockburn of Oakey. Mr Cockburn recognised that the area along the Barcaldine / Blackall road, between Alice River and Lagoon Creek would be an ideal place for a Botanic Garden as it appeared well suited for the establishment and growth of most of the semi-arid species of native flora”. Landscape Architects, commissioned by the Barcaldine Shire in 1993, have produced a MASTER PLAN containing extensive detail as to the planning and initial feasibility. The Master Plan supports a recommendation by the Royal Australian Institute of Parks and Recreation for the establishment of a Regional Botanical Garden in the central west of Queensland. This programme suggested the establishment of a national core of 39 Botanical Gardens and Arboreta, comprising 21 existing




Botanical Gardens, augmented by 18 new Regional Botanical Gardens. The basis for this recommendation was that the Australian native flora is a unique world treasure of vast plant diversity, and as such pointed out that there is a national obligation to conserve the Australian flora and dependent fauna. This could only be achieved by the managed conservation of significant natural areas. The insitu conservation of native vegetation located at Barcaldine will have a critical role in guarding against extinction and consequent loss of the species gene pool. According to Mr Garner, whilst the material contained in the Master Plan for the Aridland Botanical gardens contains a comprehensive blue-print for its development, further documentation is required in order for the Project to proceed to the next step. In particular, if the Project is to receive further, more widespread support, a Strategic Plan needs to be developed. This document needs to examine the key issues associated with the Project, provide detailed marketing strategy and preliminary costings, in addition to providing other detail such as personnel structures, training and other requirements. For this purpose, a public workshop is planned to assist in the next stage in the development of the Gardens. The purpose of the workshop is to provide an opportunity for the public to assist in the development of the Strategic Plan, ensuring that all key issues associated with the development are addressed. The meeting, planned for Saturday 27 May 1995 commencing 10.00am at Barcaldine Shire Council hall, will be facilitated Mr Garner. “All those persons or organisations having an interest in the Gardens, and its likely impact upon the community, are warmly encouraged to attend”, said Mr Garner. “It is imperative that the local community have their say in how the Gardens should be developed, and assist in identifying those Action Plans required to get the Project off the ground”. “This will serve to ensure that the implementation of the Botanical Gardens proceeds smoothly, with maximum community involvement and support. Mr Garner conducted an inspection of the site two weeks ago and was very impressed by what he saw. “I am very much looking forward to assisting the community in developing the concept further” Mr Garner said. “It is an exciting Project that deserves the full support of Government - at all levels - and the public generally. Barcaldine is uniquely placed to provide host to a project of such immense botanical significance”. “The support of the Project by the Barcaldine Shire Council, and the Department of Business, Industry & Regional Development, is commendable” he said.




Mr Garner has already consulted with a number of interested persons and organisations in preparation for the workshop. This includes the Central West Aboriginal Corporation, locally based community group “Friends of the Garden”, Barcaldine Shire Council, various Botanists, landscape architects Landplan Studio (whom developed the existing Master Plan), the Department of Business, Industry & Regional Development, and the Queensland Department of Primary Industries. Mr Garner said that he was keen to talk to any other individual or organisation who might have an interest in the development of the Barcaldine Botanical Gardens. End of Press Release. For more information call Gary Garner 074 - 231981 or 074-231517

The Barcaldine Aridland Botanical Garden is complementary to existing regional

tourist attractions like the Stockman’s Hall of Fame, located at Longreach.




16.2 Strategic Planning Workshop - Presentation The following presentation was used to commence the Strategic Planning

Process, by way of introduction and revision of the Project with the local Barcaldine Community.

The Presentation provided participants with an overview of the methodology and

processes being used to develop the Strategic Plan.

BARCALDINEBARCALDINE

ARIDLAND BOTANICAL PARKARIDLAND BOTANICAL PARK




Regional Botanic GardensRegional Botanic Gardens“A major factor in a national conservation strategy”“A major factor in a national conservation strategy”

✦✦ preservation of local bio-diversitypreservation of local bio-diversity

✦✦ assisting botanical researchassisting botanical research

✦✦ increasing awareness of the value andincreasing awareness of the value anduse of the Australian florause of the Australian flora

✦✦ establishing facilities that will contributeestablishing facilities that will contributeto community lifestyleto community lifestyle

✦✦ assist in attracting tourism to regionassist in attracting tourism to region

Landplan Studios have developed a Master Plan which has been used as the basis for theestablishment of the Barcaldine Aridland Botanical Park.

The Master Plan process was completed in March 1994, and confirmed that the BarcaldineAridland Botanical Park has specific botanical and environmental importance, and furthersuggested a significant benefit to the community, with potential to develop as a facility ofnational consequence as an integral part of a proposed national system of Regional BotanicGardens.

This strategy augured well with a prior report prepared by the Royal Australian Institute of Parksand Recreation which recommended the establishment of a Regional Botanic Garden in theCentral West of Queensland, which together with a proposed network of Regional BotanicGardens, would become a "major factor in a national conservation strategy designed to ensurethe ecologically sustainable development by:

* the preservation of the local bio-diversity

* assisting botanical research

* increasing the awareness of the value and use of the Australian flora

* establishing facilities that will contribute to the community lifestyle, and

* assisting in attracting tourism to the region.




Current VisionCurrent Vision

✦✦ Botanical Garden FacilityBotanical Garden Facility•• ConservationConservation

•• RecreationRecreation

•• EducationEducation

•• ResearchResearch

✦✦ Specialised Open Space or ParkSpecialised Open Space or Park(attractive plant material display(attractive plant material displaylayouts)layouts)

Some preliminary strategic planning is already in evidence, ascontained in the existing Master Plan, prepared by landscape architectsLandplan Studio. The Vision Statement contained in that documentincluded the strategic issues identified as those coming under the broadheadings of:

The Botanical Garden Facility , with Primary functions including:

• Conservation

• Recreation

• Education

• Research

Secondary use as a specialised open space or park with a range ofplant materials displayed in specialised layouts and associations whichvisually attractive.




Development of a 3 to 5 YearDevelopment of a 3 to 5 YearStrategic Management PlanStrategic Management Plan

✦✦ Address key development issuesAddress key development issues

✦✦ Provide a detailed marketing strategy (current andProvide a detailed marketing strategy (current andfuture opportunities)future opportunities)

✦✦ Prepare cash flow / profit and loss projectionsPrepare cash flow / profit and loss projections

✦✦ Provide the Council's executive with a clear directionProvide the Council's executive with a clear direction

✦✦ Provide detailed Implementation (Action) PlansProvide detailed Implementation (Action) Plans

✦✦ Personnel structures, training and other detailPersonnel structures, training and other detail

✦✦ Ongoing monitoring and evaluation proceduresOngoing monitoring and evaluation procedures

✦✦ Procedures necessary to determine client satisfactionProcedures necessary to determine client satisfactionand needsand needs

In accordance with the Council's Terms of Reference, primary objectives are to develop a 3 to 5year Strategic Management Plan which will highlight the following:

• In overall terms, to ensure the key issues associated with the development of a RegionalBotanic Garden at Barcaldine (and its possible association with the similar Longreachdevelopment) are addressed.

• Provide a detailed marketing strategy which defines the current and future opportunitiesavailable for exploitation by the Project's proponents.

• Prepare cash flow / profit and loss projections for the full planning period specifying likelyreturns and expenditures. The projections will provide a basis for developing organisationalperformance measures, and will provide broad detail as to capital expenditure and workingcapital requirements.

• Ensure the Strategic Plan (incorporating marketing, financial and organisational plans) issufficiently detailed to provide the Council's executive with a clear direction in terms of themanagement and implementation of the Strategy.

• Recommend the appropriate corporate mechanism for delivery of the Strategy.

• Provide detailed Implementation (Action) Plans identifying the key tasks, the timing of thosetasks, and allocation of resources. This will therefore detail how the objectives can beachieved.

• Provide detail attached to each Action Plan, covering personnel structures, training andother requirements. The results will be further amalgamated to provide a Project Overviewof resource requirements overall.

• Assist with the planning of the practical aspects of implementation in order that the keytasks are able to be effectively carried out.

• Establish ongoing monitoring and evaluation procedures to ensure that the Project'smanager(s) are able to keep track of the Project and ensure performance objectives areadequately met.

• The above procedures will additionally include those procedures necessary to determineclient satisfaction and needs.




The Strategic PlanningThe Strategic PlanningProcessProcess

✦✦ S.W.O.T. AnalysisS.W.O.T. Analysis

✦✦ Prioritise S.W.O.T.’sPrioritise S.W.O.T.’s

✦✦ Develop Strategic ObjectiveDevelop Strategic Objective

✦✦ Develop Action Plans for each StrategyDevelop Action Plans for each Strategy

1. SWOT ANALYSIS

Determine the Project's Strengths, Weaknesses, Opportunities, and Threats A SWOT analysisidentifies a business's Strengths, Weaknesses, Opportunities, and Threats . Typically, this involvesa "brainstorming" designed to identify such factors which will assist, inter alia, in the developmentof a more focussed marketing plan. The SWOT analysis is designed to recognise these factors,separate them from broad to clear definitions, set the order of priorities, and finally plan forresolution (i.e.. the process of "who, what, where, when").

2. STRATEGIC OBJECTIVE

The Strategic Objective is a short statement concerning the direction or undertaking the Projectneeds to take. For example, this might be "To implement the best available technology and workpractices".

In the case of the Aridland Botanical Gardens, it is certain that there will be a need to develop anumber of Strategic Objectives.

3. RATIONALE

The rationale explains why the Strategic Objective is important, and/or the logic behind theStrategy

4. ACTION PLANS

Having Established the Strategic Objective, and its rationale, the Action Plans describe how it willbe implemented. The Action Plan should be time-bound, specific, measurable, performance-related, with details of the necessary resource and cost provided.




16.3 Examples of Written Job Descriptions

The following examples65 demonstrate the general format by which written job descriptions can be formulated.

JOB TITLE:

CURATOR

JOB PURPOSE: ACHIEVES BOTANICAL GARDEN OBJECTIVES by developing business opportunities; meeting sales quotas; managing staff;

providing leadership; providing botanical / horticultural expertise; implementing Council / Garden Board directives.

ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. PROVIDES LEADERSHIP & VISION by communicating organisation objectives and assisting the Council / Board in design of Botanical Garden direction. Maintains close contact and co-ordination with Volunteer Groups.

6. MEETS SALES OBJECTIVES by establishing sales quotas; monitoring demographic sales results; applying marketing research; defining strategies.

2. ENSURES COMPLIANCE GOVERNMENT REGULATIONS by maintaining environmental monitoring files; coordinating efforts with all Botanical Garden departments.

7. MAINTAINS STAFF & CONTRACTOR’s JOB RESULTS by counseling and disciplining Botanical Garden employees; planning, monitoring, and appraising job results of employees and contractors.

3. MAINTAINS STAFF by recruiting, selecting, orienting, and training employees in conjunction with

a management committee66.

8. MAINTAINS PROFESSIONAL AND TECHNICAL KNOWLEDGE by attending educational workshops; reviewing professional networks; participating in professional societies.

4. DEVELOPS TRUST AND OTHER “NONCORE” FEE INCOME BUSINESS by publicizing the Botanical Garden’s service capabilities.

9. ACHIEVES FINANCIAL OBJECTIVES by ensuring preparation of the annual budget; overview of scheduling expenditures; analyzing variances; initiating corrective actions.

65 These examples have been primarily adapted from source material: Plachy RJ, Plachy SJ, Results-

Orientated Job Descriptions, Amacon (1993)

66 The Management Committee or Board would be comprised of selected Council employees, Friends of

the Garden and aboriginal community representatives.




JOB TITLE:

CURATOR (continued) JOB PURPOSE: ACHIEVES BOTANICAL GARDEN OBJECTIVES by

developing business opportunities; meeting sales quotas; managing staff; providing

leadership; providing botanical / horticultural expertise; implementing Council / Garden

Board directives.


5. GENERATES BUSINESS by meeting potential customers in the business (private and public sector) and local government communities.

10. CONTRIBUTES TO TEAM EFFORT by accomplishing related results as needed.

The Alice River provides a scenic boundary to the Garden




JOB TITLE:

ADMINISTRATION MANAGER JOB PURPOSE: PROVIDES FINANCIAL INFORMATION TO MANAGEMENT by researching and analyzing accounting data; preparing reports;

Implementing administrative systems, procedures, and policies, and monitoring administrative projects.


% of Time

% of Time

1. PREPARES ASSET, LIABILITY, AND CAPITAL ACCOUNT ENTRIES by compiling and analyzing account information.

12. MAINTAINS FINANCIAL SECURITY by following internal controls.

2. DOCUMENTS FINANCIAL TRANSACTIONS by entering account information

13. PREPARES PAYMENTS by verifying documentation, and requesting disbursements.

3. RECOMMENDS FINANCIAL ACTIONS by analyzing account options.

14. ANSWERS ACCOUNT PROCEDURE QUESTIONS by researching and interpreting account policy and regulations.

4. SUMMARIZES CURRENT FINANCIAL STATUS by collecting information; preparing balance sheet, profit and loss statement, and other reports.

15. COMPLIES WITH FEDERAL, STATE, AND LOCAL FINANCIAL LEGAL REQUIREMENTS by studying existing and new legislation enforcing adherence to requirements, and advising management on needed actions.

5. SUBSTANTIATES FINANCIAL TRANSACTIONS by auditing documents

16. PREPARES SPECIAL FINANCIAL REPORTS by collecting analyzing, and summarizing account information and trends.

6. MAINTAINS ACCOUNTING CONTROLS by preparing and recommending policies and procedures.

17. MAINTAINS VISITOR & CUSTOMER CONFIDENCE AND PROTECTS OPERATIONS by keeping financial information confidential.

7. MAINTAINS WORK FLOW by studying methods; implementing cost reductions; and developing reporting procedures

18. MAINTAINS PROFESSIONAL AND TECHNICAL KNOWLEDGE by attending educational workshops; reviewing professional publications; establishing personal networks; participating in professional societies.




JOB TITLE:

ADMINISTRATION MANAGER (continued) JOB PURPOSE: PROVIDES FINANCIAL INFORMATION TO MANAGEMENT

by

researching and analyzing accounting data; preparing reports; Implementing administrative

systems, procedures, and policies, and monitoring administrative projects.


8. RECONCILES FINANCIAL DISCREPANCIES by collecting and analyzing account information.

19. DEVELOPS ADMINISTRATIVE STAFF by providing information, educational opportunities, and experiential growth opportunities

9. SECURES FINANCIAL INFORMATION by completing data base backups.

20. MAINTAINS SUPPLIES INVENTORY by checking stock to determine inventory level; anticipating needed supplies; placing and expediting orders for supplies; verifying receipt of supplies.

10. COMPLETES OPERATIONAL REQUIREMENTS by scheduling and assigning administrative projects; expediting work results.

21. CONTRIBUTES TO TEAM EFFORT by accomplishing related results as needed

11. CREATES AND REVISES SYSTEMS AND PROCEDURES by analyzing operating practices, record keeping systems, forms control, office layout, and budgetary and personnel requirements; implementing changes.




JOB TITLE:

SECRETARY JOB PURPOSE: ENHANCES (BOTANICAL GARDEN) EFFECTIVENESS by providing information-management support. ESSENTIAL JOB RESULTS;

% of Time

% of Time

1. PRODUCES INFORMATION by transcribing, formatting inputting, editing, retrieving, copying, and transmitting text, data, and graphics.

7. MAINTAINS OFFICE SUPPLIES INVENTORY by checking stock to determine inventory level; anticipating needed supplies; placing expediting orders for supplies; verifying receipt of supplies.

2. ORGANIZES WORK by reading and routing correspondence; collecting information; initiating telecommunications.

8. KEEPS EQUIPMENT OPERATIONAL by following manufacturer's instructions and established procedures.

3. MAINTAINS BOTANICAL GARDEN'S SCHEDULE by maintaining calendars for Botanical Garden personnel; arranging meetings, conferences, teleconferences, and travel.

9. SECURES INFORMATION by completing data base backups.

4. COMPLETES REQUESTS by greeting customers and visitors, in person or on the telephone; answering or referring inquiries.

10. PROVIDES HISTORICAL REFERENCE by utilizing filing and retrieval systems.

5. MAINTAINS VISITOR & CUSTOMER CONFIDENCE AND PROTECTS OPERATIONS by keeping information confidential.

11. MAINTAINS TECHNICAL KNOWLEDGE by attending educational workshops; reading secretarial publications.

6. PREPARES REPORTS by collecting information.





JOB TITLE:

GROUNDSMAN & SECURITY JOB PURPOSE: MAINTAINS PRIME DISPLAY AREA AND MAINTAINS SECURITY by attending to PDA maintenance; allowing entry / departure of authorised

vehicles and personnel. ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. DETERMINES SEQUENCE OF OPERATIONS by studying specifications, and work orders.

5. MAINTAINS SECURITY & CONTINUITY AMONG WORK TEAMS by documenting and communicating actions, irregularities, and continuing needs.

2. ENSURES OPERATION OF EQUIPMENT by completing preventive maintenance requirements; following manufacturer's instructions; troubleshooting malfunctions; calling for repairs.

6. DOCUMENTS ACTIONS by completing security and quality logs.

3. ENSURES SMOOTH RUNNING OF THE PRIME DISPLAY AREA by Maintaining grounds as directed by the Curator


4. MAINTAINS SECURITY by ensuring only authorised entry and departure of people and vehicles




JOB TITLE:

LOADER & FORKLIFT OPERATOR JOB PURPOSE: TRANSPORTS AND MANOUEVRES PRODUCT OR LANDSCAPING /

CONSTRUCTION MATERIALS by operating Loader and Forklift ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. DETERMINES CONDITION OF VEHICLES by inspecting vehicles before and after use; logging inspection; reporting requirements.

6. MAINTAINS SAFE VEHICLES AND CONDITIONS AND PROTECTS LOAD by complying with organization policies and procedures and regulations.

2. ENSURES CORRECT LOADING OF VEHICLE by loading product or material; directing material handlers.

7. CONSERVES RESOURCES by using equipment and supplies as needed to accomplish job results.

3. DELIVERS & MANOUEVRES PRODUCT OR MATERIAL TO DESTINATION by loading product or material; directing material handlers.

8. MAINTAINS RECORDS by completing driver log; filing documents.

4. ENSURES OPERATION OF EQUIPMENT by completing preventive maintenance requirements; following manufacturer's instructions; troubleshooting malfunctions; calling for repairs; maintaining equipment supplies; evaluating new equipment and techniques.


5. STACKS PRODUCT OR MATERIALS TO DESTINATION by loading product or material; placing material into designated position(s)..




JOB TITLE:

CONSTRUCTION CREW LABOURER JOB PURPOSE: CONSTRUCTS SECONDARY STRUCTURES AND IMPROVES QUALITY OF

ENVIRONMENT by ensuring operation of machinery and mechanical equipment; erecting

secondary constructions. ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. ENSURES OPERATION OF MACHINERY AND MECHANICAL EQUIPMENT by completing preventive maintenance requirements on engines, motors, pneumatic tools, propagation systems, and production machines; troubleshooting malfunctions.

7. MAINTAINS EQUIPMENT, PARTS, AND SUPPLIES INVENTORIES by checking stock to determine inventory level; anticipating needed equipment, parts, and supplies; notifying supervisors for the placement and expedition of orders; verifying receipt.

2. LOCATES SOURCES OF PROBLEMS by observing mechanical devices in operation; listening for problems; using precision measuring and testing instruments.

8. CONSERVES MAINTENANCE RESOURCES by using equipment and supplies as needed to accomplish job results.

3. REMOVES DEFECTIVE PARTS by dismantling of devices under supervision; using hoists, cranes, and hand and power tools; examining form and texture of parts.

9. PREPARES MECHANICAL MAINTENANCE REPORTS by collecting, and summarizing information and trends for analysis by supervisor(s).

4. ADJUSTS FUNCTIONAL PARTS OF DEVICES AND CONTROL INSTRUMENTS by using hand tools, levels, plumb bobs, and straightedges.

10. MAINTAINS TECHNICAL KNOWLEDGE by attending educational workshops; reviewing technical publications; establishing personal networks.

5. CONTROLS DOWNTIME by assisting with, or carrying out routine preventive maintenance techniques; monitoring compliance under supervision.

11. MAINTAINS CONTINUITY AMONG WORK TEAMS by documenting and communicating actions, irregularities, and continuing needs.




JOB TITLE:

CONSTRUCTION CREW LABOURER (continued)

JOB PURPOSE: CONSTRUCTS SECONDARY STRUCTURES AND IMPROVES QUALITY OF ENVIRONMENT

by

ensuring operation of machinery and mechanical equipment; erecting secondary

constructions.


6. ESTABLISHES SECONDARY CONSTRUCTIONS, ENSURING A PLEASANT & SAFE GARDEN ENVIRONMENT by Constructing walkways, secondary routes, garden displays, landscaping, and other secondary infrastructure according to specifications provided.

The Barcaldine environment is complementary, but quite different, than a similar

development planned for Longreach. Property earmarked for joining the Regional

Botanic Network is shown here




JOB TITLE:

MAINTENANCE CREW LABOURER JOB PURPOSE: MAINTAINS PRODUCTION AND QUALITY OF ENVIRONMENT by ensuring operation of machinery and mechanical equipment; sorting

material and other product; propagating and watering plants; attending to general Botanical Garden maintenance; erecting minor constructions; eradicating weeds and vermin.


% of Time

% of Time

1. ENSURES OPERATION OF MACHINERY AND MECHANICAL EQUIPMENT by assisting with completing preventive maintenance requirements on engines, motors, pneumatic tools, propagation systems, and production machines; assist with troubleshooting malfunctions under supervision.

8. MAINTAINS EQUIPMENT, PARTS, AND SUPPLIES INVENTORIES by checking stock to determine inventory level; anticipating needed equipment, parts, and supplies; notifying supervisors for the placement and expedition of orders; verifying receipt.

2. LOCATES SOURCES OF PROBLEMS by observing mechanical devices in operation; listening for problems; using precision measuring and testing instruments.

9. CONSERVES MAINTENANCE RESOURCES by using equipment and supplies as needed to accomplish job results.

3. REMOVES DEFECTIVE PARTS by assisting with the dismantling of devices under supervision; using hoists, cranes, and hand and power tools; examining form and texture of parts.

10. PREPARES MECHANICAL MAINTENANCE REPORTS by collecting, and summarizing information and trends for analysis by supervisor(s).

4. ADJUSTS FUNCTIONAL PARTS OF DEVICES AND CONTROL INSTRUMENTS by using hand tools, levels, plumb bobs, and straightedges under supervision.

11. ESTABLISHES MINOR CONSTRUCTIONS by Constructing majority of fencing and other minor constructions

5. CONTROLS DOWNTIME by assisting with, or carrying out routine preventive maintenance techniques; monitoring compliance under supervision.

12. MAINTAINS TECHNICAL KNOWLEDGE by attending educational workshops; reviewing technical publications; establishing personal networks.




JOB TITLE:

MAINTENANCE CREW LABOURER (continued)

JOB PURPOSE: MAINTAINS PRODUCTION AND QUALITY OF ENVIRONMENT

by

ensuring operation of machinery and mechanical equipment; sorting material and other

product; propagating and watering plants; attending to general Botanical Garden

maintenance; erecting minor constructions; eradicating weeds and vermin.


6. ASSURES A PLEASANT & SAFE GARDEN ENVIRONMENT by Regularly maintaining all buildings, paths, landscaping and walkways; eradicating weeds and vermin according to specifications provided.

12. MAINTAINS CONTINUITY AMONG WORK TEAMS by documenting and communicating actions, irregularities, and continuing needs.

7. MAINTAINS PLANT PRODUCTION CONTINUITY by Sorting and documenting plant material and other product in accordance with specifications; labeling, indexing and recording plant specimens; attending to plant propagation and watering; attending to seed production and packaging.




JOB TITLE:

ABORIGINAL LIAISON OFFICER JOB PURPOSE: MAINTAINS CUSTOMER SATISFACTION by defining and developing product, service, and problem-solving information;

training and maintaining staff to provide information and resolve problems. ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. MEASURES CUSTOMER / VISITOR PERCEPTIONS AND AWARENESS LEVELS OF PRODUCTS, SERVICES & ABORIGINAL CULTURE by designing and implementing survey methodologies; validating results; tracking effectiveness of advertising or information campaigns.

5. ENSURES THE NEEDS OF LOCAL ABORIGINAL COMMUNITIES ARE TAKEN INTO ACCOUNT by Maintaining close liaison and contact with local aboriginal communities.

2. PROVIDES INFORMATION TO VISITORS by Conducting tours and providing botanical information, and information on aboriginal heritage and culture.

6. MAINTAINS CUSTOMER SERVICE STAFF JOB RESULTS by coaching, counseling, and informing other Botanical Garden employees on aboriginal heritage and culture.

3. RESOLVES VISITOR / CUSTOMER DISSATISFACTIONS by planning and directing the receipt, investigation, evaluation, and settling of complaints and claims; following up with customers / visitors; personally resolving difficult situations.

7. MAINTAINS ABORIGINAL CULTURAL INFORMATION by Maintaining registers or other appropriate documentation.

4. RESOLVES DISCREPANCIES by consulting with other managerial personnel; collecting and analyzing information.

8. MAINTAINS PROFESSIONAL AND TECHNICAL KNOWLEDGE by attending educational workshops; reviewing professional publications; establishing personal networks; participating in professional societies




JOB TITLE:

TRUCK & TRACTOR DRIVER JOB PURPOSE: TRANSPORTS AND DELIVERS PRODUCT OR LANDSCAPING / CONSTRUCTION

MATERIALS by operating a truck, tractor and trailer. ESSENTIAL JOB RESULTS:

% of Time

% of Time

1. DETERMINES CONDITION OF VEHICLE by inspecting vehicle before and after use; logging inspection; reporting requirements.

5. MAINTAINS SAFE VEHICLE AND CONDITIONS AND PROTECTS LOAD by complying with organization policies and procedures and highway rules and regulations.

2. ENSURES CORRECT LOADING OF VEHICLE by loading product or material; directing material handlers.

6. CONSERVES RESOURCES by using equipment and supplies as needed to accomplish job results.

3. DELIVERS PRODUCT OR MATERIAL TO DESTINATION by loading product or material; directing material handlers.

7. MAINTAINS RECORDS by completing driver log; obtaining shipper and receiver authorizations; filing documents.

4. ENSURES OPERATION OF EQUIPMENT by completing preventive maintenance requirements; following manufacturer's instructions; troubleshooting malfunctions; calling for repairs; maintaining equipment supplies; evaluating new equipment and techniques.





16.4 Estimated Power Requirements

BARCALDINE ARIDLAND BOTANICAL GARDENS PROJECT - ELECTRICAL REQUIREMENTS (DRAFT)

C:\123\FILES\BSC5.WK4

Power PointEquivalents

Light PointEquivalents

Water Heating -120 litre

equivalents

AdditionalSpecial

Required

Watt Equivalents per Unit 200 150 750 as shown

CAPITAL WORKS REQUIREMENTS

11.3.2 Building (Premises) - Prime Area DisplayVisitor Centre · 500 square metres 50 50 2 5,000Administration Building · 500 square metres excl. Herbarium 50 40 1 5,000Herbarium · 200 square metres· Climate controlled and air conditioned 30 15 1 8,000Nursery · 730 sqaure metres excl. Maintenance Depot and Store 25 20 1 10,000Maintenance Depot · 300 square metres inc. 200 square metres Equipment Store 10 5 0 0Curator’s Residence · 150 sqaure metres. · Heritage / homestead style to match

Prime Display Area Buildings25 25 1 0

Staff Amenities Block · 150 sq.m. minimum, including lunch room, showers,lockers and toilets.

35 25 3 0

OTHER PREMISES & SUNDRIES

Shade / Shelters at logicalpoints along the pathwaynetwork

· Log framing and thatch construction. 0 0 0 0

TOTAL UNITS 225 180 9 28,000

TOTAL WATTAGEREQUIRED (Maximum) 106,750 45,000 27,000 6,750 28,000




16.5 Acknowledgments Due acknowledgment is given to the following organisations and persons

involved in the development of this Report. Their support and time, freely given, has been most appreciated:

1. "Friends of the Gardens", c/- Mr John Miller (Chairman) "Margot",

BARCALDINE Qld 4725 2. Central West Aboriginal Corporation, P O Box 235, BARCALDINE Qld 4725 3. Mr P Burrow, Chief Executive Officer, Barcaldine Shire Council, P O Box 191,

BARCALDINE Qld 4725 4. Various members of the Barcaldine Community 5. Mr Lawrence Smith, Managing Director, Landplan Studio, P O Box 685,

LUTWYCHE Qld 403067 6. Department of Business, Industry & Regional Development, P.O. Box 947,

Rockhampton Qld 4700 (Mr Mark White, Regional Manager, Ms Helen Dutton, and others).

7. Mr Alastair McRae, Longreach Shire Council (Parks & Gardens Department)

Acknowledgment is also given to the Queensland Department of Primary

Industries for their contribution as credited in several sections in this Report.

67 Special recognition is given to their use of source document: Landplan Studio: Landscape Architects,

Barcaldine Aridland Botanical Park Master Plan, 30 March, 1994

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: ATTACHMENTS



17. ATTACHMENTS

17.1 Cash Flow Schedules 17.1.1 Schedule 1 Primary Base Assumptions

17.1.2 Schedule 2 Capital Expenditure

17.1.3 Schedule 3 Wages & Salaries

17.1.4 Schedule 4 Sales Summary

17.1.5 Schedule 5 Cash Flow Assumptions

17.2 Profit & Loss / Cash Flow Summary

17.3 Cash Flows (Years 1 to 3 , and Year-In-Year-Out)

17.4 Project Implementation & Action Plans (including Pert Chart)

17.5 Strategic Management & Action Plan Summary for the

Development of the Barcaldine Aridland Botanical Garden (by

order of Activity)

17.6 Organisation Chart

17.7 Overview: The Barcaldine Arid Land Botanical Park (Mr Lance

Norman, Patron) - Article from the Outback Courier Friday May 5,

1995

17.8 Location Plan of Proposed Botanical Garden & Surrounding

Property Boundaries

17.9 Master Plan - Barcaldine Aridland Botanical Park (Landplan

Studio)

17.10 Circulation - Barcaldine Aridland Botanical Park (Landplan

Studio)

17.11 Overall Planning Concept (Prime Display Area): Stages 1 to 4 -

Barcaldine Aridland Botanical Park (Landplan Studio)

17.12 Master Plan (Prime Display Area): Stage 1 - Barcaldine Aridland


17.13 Access Circulation (Prime Display Area)- Barcaldine Aridland


17.14 General Construction (Prime Display Area): Stage 1 - Barcaldine

Aridland Botanical Park (Landplan Studio)

17.15 Strategy Plan - Longreach Heritage Circuit (Landplan Studio)

17.16 Biz-Link Report #1 - Local Government Administration

FINAL REPORT TO THE BARCALDINE SHIRE COUNCIL STRATEGIC MANAGEMENT PLAN for the Development of the BARCALDINE ARIDLAND BOTANICAL GARDEN Section: ATTACHMENTS



17.17 Biz-Link Report #2 - Other Recreation (Tourism)

17.18 Renewable Energy Requirements - Estimate From the Rainbow

Power Company Ltd (Nimbin)

strategic management plan - qut · final report to the barcaldine shire council strategic...

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