Craig Ingram MP - Independent Member for Gippsland East

For some time now there has been considerable debate concerning the number and complexities of the various stakeholder organisations currently responsible for managing issues surrounding the Gippsland Lakes such as planning, development, infrastructure and environmental health. It is now time for the duplicated structure of these regional stakeholder organisations to be reviewed and to introduce better solutions to ensure that in the long term, the Gippsland Lakes environment is managed and protected whilst ensuring that the economical development and tourism potential of this great regional asset is nurtured and assured.

I was instrumental in the establishment of the Gippsland Lakes and Catchment Task Force in 2001, aimed at improving the coordination of the 32 government authorities and organisations with some role in the management and environmental health of the Gippsland Lakes.

There have been a number of calls for one organisation to manage all aspects of the Gippsland Lakes and it is my view that this would present some difficulties and challenges. However, it is also my view that an examination into the future structure of these organisations and their roles and responsibilities is essential, with the aim of simplifying the existing complex processes and duplication of organisations currently managing the Gippsland Lakes.

I have put forward my plans for the best way forward to ensure less red tape, complexity and bureaucratic layers, while providing greater protection and support for this spectacular asset.

I believe we need to determine the best management and organisational structure to be established under the following areas:

Infrastructure:

A review of all Gippsland Lakes infrastructure including maritime, boating and ports facilities and services, with a view to incorporating all boating tourism and marine infrastructure under the direct authority of Gippsland Ports. The charter of Gippsland Ports would need to be amended and responsibility transferred to the Department of Infrastructure, with the appropriate authority and funding to maintain these assets. Currently Gippsland ports who manage $110 million of infrastructure is operating under the same organisational and legal structure as many small town recreation reserves or hall committees.

Environmental:

A review of the operations of all environmental managers of the Gippsland Lakes, including the Gippsland Lakes and Catchment Task Force, with a view to reducing duplication and complexity and ensuring better coordination and management of the health of the lakes and catchment. The reasons for the establishment of the taskforce are still as real today as they were when it was established, with around 32 government authorities and agencies each with there own part in the management of the Gippsland Lakes. The complexity, duplication and cost of maintaining multiple agencies means that some of the money that should be spent on fixing problems is going into funding bureaucracy. The focus must be on getting the best on-ground outcome and establishing the best structure to deliver that outcome. It should not be focused on defending departmental turf wars.

Planning and Development:

A review to determine a more efficient means of streamlining and prioritising investment, planning, tourism and future development around the Gippsland Lakes, as well as investigating the processes that need to be undertaken to foster investment, whilst protecting the important environmental values of the region.

The complexity and maze of agencies that have some role in the management of the Gippsland Lakes needs to be fixed to ensure the future of the Gippsland Lakes and the well-being, wealth and health of our communities. It is essential that the responsibilities and management needs to be streamlined .