That’s the clear message today from Mayoral Candidate for the Isaac Region Ann Crawford to Council staff, Isaac residents, and the State Government as she prepares to lead the region for the next four years.

“The clear focus for a Crawford lead Council will be on delivering. Taking all of the planning, all of the visioning, the community input and from day one begin the hard work of improving Isaac, border to border.”

Councillor Crawford says the community can expect some big changes.

“It is time for the entire region to capitalise on the benefits of amalgamation which provided us with huge diversity and opportunities. It is time to stop seeing issues as problems and turn them into advantages.”

“I am the only candidate that has outlined a clear policy position, linked to time frames for delivery, across the key areas for the region. From day one the aim will be to deliver.”

“The ‘Teaming and scheming’ approach of past Councils, the behind the hand whispers and back door deals for self-interested faction groups will now stop. It has achieved little in the past and the focus will now be on results and accountability.”
Councillor Crawford says her bench marks will be clear.’

“An on the ground return for the people who live, work, play and commit to our region will be what I will use to measure my performance and Councils. The focus must now become our people, our place, and our future.”

To that end a Crawford Council has identified over 100 projects to be immediate addressed across the region in the key areas of:

• Housing affordability and liveability
• Economic Development
• Red Tape reduction
• Fees review
• Roads and road works priority
• Water provision
• Youth& Futures
• Tourism

“I firmly believe that the community is crying out for doing. No more talking, no more excuses, no more blame games. Defiantly no more short term solutions or back door deals.”

Councillor Crawford says that the measurable, deliverable, accountable action, based on community wants, and needs, will see answers come from the community.

“They will come from our people and be about our future and our place. That is what local Government is about, should be about. The days of waiting for factional advice, settling only for the odd company pat on the head, union smiles or State Government crumbs ends the moment I am elected Mayor.”

That moment is the moment the community takes Isaac back.

CRAWFORDS’ FIRST 100 DAYS

While key policies are outlined on the Crawford web site, Ann Crawford has dedicated her Council to, within the first one hundred days:

Establishing specific areas of responsibility for each Councillor with the implementation of a portfolio approach.

Complete an extensive analysis of all strategies in relation to liveability and housing affordability by Isaac Regional Council, Community bodies, State and Federal Governments will be assembled and finalise a time-line for delivery of key projects including:

Housing Affordability and Liveability:

Within the first one hundred days a Crawford Council will have:

• Affordable housing time line review; project review
• Land availability review and update
• Good quality water supply plan finalised for all communities in the Isaac Region
• Survey of rental vacancy issues in the region,
• Defined action plans and accountabilities at all levels of Government, Industry, Private and Public
• Facilitate effective dialogue between mining companies/services and local government

Economic Development:

Within the first one hundred days a Crawford Council will have:

Completed a review of all work undertaken in the past four years to frame an Economic Development Meta-Analysis paper which will set parameters for finalisation of a key strategy which;

• Establish plans to grow a diverse economy and create jobs.
• Identify existing and future community needs.

Roads and road works priority:

Within the first one hundred days a Crawford Council will have:

Established the re-instatement of the current Local Roads Groups to ensure the local road users who know these roads as they know the back of their hands are provided with the forum in which they are able to share their knowledge and ideas for future maintenance and service.

The Basics:

Within the first one hundred days a Crawford Council will have:

Halted expenditure on projects ‘Dreamed Up’ and being commenced without proper business planning.

Finalised and implemented improvements for the basics- Rates, Rubbish and Infrastructure including:
• An On-going “Keeping rates fair Policy””
• Increased longevity of landfills through increased involvement in recycling and education programs.
• A definitive and regular engagement and lobbying plan for State and Federal Government
• A review and announced plans for a reduction to the exorbitant fees currently imposed.

Youth and Futures:

Within the first one hundred days a Crawford Council will have:

• Created the Youth Portfolio and the Isaac Regions ‘Young Peoples’ Task Force in collaboration with the current ‘Youth Ambassador Program’.
• Established young people’s pathway plan to showcase local regional jobs.
• Identified existing and future recreation needs.
• Complete qualitative and quantitative research into youth related issues and recommend projects and strategies

Tourism:

Within the first one hundred days a Crawford Council will have:

Established the framework for a complete Audit of existing tourism features and potential features to be currently on the drawing board…

Crawford Pledge:

I will immediately address the past Council’s User pays policies to stop rate payers paying twice

I will immediately begin dialogue with the new State Government to capitalise on their election promises of a re-think of key issues for the region.

I will establish workable and frank dialogue focussed on community needs with all state holders. No fear or favour.

I will establish a new regime of respect for council staff. Harness the talent and skills of these workers and via a portfolio approach; link their solutions to community outcomes.

Media Contact: COUNCILLOR ANN CRAWFORD
Mobile: 0417 644 732
Email: info@anncrawford.com.au

“The lack of this service to our residents has been bane for the city for many years and I am pleased to have been able to facilitate an environmentally sensible approach to the problem.”

Councillor Williams has committed her council to the introduction of the new area pick up service which eradicates the raft of problems that kerbside trash drops can create and at the same time provide an income source for local charities.

“‘The Williams plan will involve the notification of pick up dates to local areas well in advance to give residents time to work out what they wish to dump. 48 hours before pick up, specially designed enviro skips will be delivered to a range of local area access points, such as the tip of streets. It is planned that one skip will service a small number of homes or residences in that street or enclave. The bins themselves will be large enough to meet the needs of householders in the area and the number of bins will be calculated to suit the size of the service area.”

The bins will be in place for set periods, of approximately 48 hours.

“The real challenge for the plan is to ensure rapid pick up and to ensure sensible placement. We will be seeking input from residents before finalising those specifics.”

Councillor Williams says the shared skip approach elevates many if the issues that plague Kerb side waste removal.

‘”Effectively we had a long look at cities such as New York who do this daily and learnt the lessons. By working closely with waste management specialists we have been able to frame a cost effective plan which overcomes the environmental and health issues and at the same time provide this much needed service within the confines of existing budgets.”

Councillor Williams says it is this sort of lateral thinking that will be the bench mark of her Council.

“Kerb side pickup is one area where past councils have found every excuse under the sun, from cost to just too hard. It’s been a case of listening to what the community needs, doing our homework and speaking to the experts. That’s resulted in a sensible and cost effective outcome that means better services and a better city.”

Councillor Williams says she is now working with a number of local charities who specialise in re-cycling to ensure that the waste reduction program has a multi-benefit approach.

‘By engaging with local charities who can ensure a pro-active re-cycling approach to what is being dumped we are not enhancing the environmental advantage of the project we’ll also generate much needed income for these charities. It’s a win-win that again comes from listening to the community.”

-ENDS-

Further information:
Councillor Karen Williams – 0416 123 588

Trish Mahlberg, Island landholder and spokesperson for concerned landholders says she is extremely hopeful that such a response is heralding a change of attitude from what has been the companies modus operandi in the past.

“The response today from KDPL is a massive change in stance to previous calls of concern from island landholders and residents – This is a first for KDPL.”

“We are hopeful that KDPL’s admission of wishing to negotiate eventuates, and in turn creates the change the residents and landholders want, and quite frankly is owed and well overdue.”

Ms Mahlberg says the developers belief that the historical aspects to this debacle don’t involve his company are typical and the very reason why there’s such a problem.

“The sub-lessees were sold a pup with a promise of $150 million worth of development. The government removed that clause and now we are left with worthless blocks of land and an inactive developer who doing us more harm than good and we believe the Island more harm than good.”

Ms Malhberg says the developers claims that the removal of the clause was for the protection of sub-leases is disingenuous and only does further damage to the credibility of KDPL.

“Claims that the removal of the $150 million development clause was necessary to ensure sub leases were not harmed are nonsense and anyone who read the original lease would know that.”

“What Mr Munro forgets, and let’s be very clear, that this is it his company inaction that has created the problem where sub-lessee cannot raise a loan on the value of their land to build as banks and financial institutions say the land is worthless without development.”

Ms Mahlberg says all that aside her group is looking forward to meeting with a number of involved parties including furthering discussion in process with state government candidates and members.

Ms Mahlberg says the next step is to engage all parties.

“We are extremely keen to meet with and negotiate with Mr Munro and the company on a set log of claims and we’d insist on mediation for that meeting.”

“The issues at hand concern a number of government departments and we believed that it is extremely important that they also attend the meeting. Let’s face it they are the owners of the land. We are calling on the Mackay Regional Council, State Government, Sublessees, DERM, Basil Bay Residents Association, to attend.”

Ms Mahlberg says transportation to and from the island is a key concern.

“You have a situation where the developer controls all access to and from the island. Owning and operating both the barge and air-services, both of which are inadequate and often refuse to take passengers to and from the island.”

“It is clearly an unfair and unworkable situation.”

Ms Mahlberg says that whilst there are number of claims being disputed by island residents the developer still continues to promote Keswick Island as a well-developed oasis.

“You only have to look at Mr Munro’s web site today to see the promises that are being made, read their site and its attachments to see that what Munro and co are peddling to investors.”

“Shops, jetty’s, marinas, fast cats, you name it, it’s there in writing but unfortunately nowhere to be seen on the island. What he is promoting is a far cry from the Keswick of today and nothing like the Keswick Island we committed to.”

While the drama continues to unfold Ms Mahlberg says the landholders and residents have three primary concerns:

1. The reinstatement of the $150m clause or similar.
2. Mandatory consultation with sub-lessee’s, before changes the head lease conditions.
3. Removal on unreasonable conditions from sub-leases
4. Commit to fast tracking Jetty and restoring unfettered access

Ms Mahlberg says that whilst majority of residents are skeptical of the negotiations with KDPL and the possible outcomes, they would like to proceed with the meeting.

“Let’s get a meeting happening – in our eyes it’s up to the State Government to facilitate it. We are voicing our concerns directly with all departments and members involved.”

“We’d encourage Mr Munro to attend and to listen, after all, we are his bread and butter, we just don’t want to be toasted along the way.”

-ENDS-

For further information please contact:
Trish Mahlberg – 0427 572 444

Mark Brown a practising Sports Physiotherapist and also Executive Officer of SMA Queensland says the organisation has now received confirmation from the Labor Party that they will meet with the organisation should they be successful in Saturday’s Election.

The ALP agreement to meet follows an earlier commitment from the LNP to facilitate a meeting post-election.

The call for a re-focus on sports, safety and the3 overall role sports play in the fitness and overall health of the population follows the elimination, last year, of all state funding to the organization by the Minister of Sport, Phil Reeves.

“The recent ramification of the scrapping of the funding is already seeing a significant impact on safety in sporting clubs and organisations throughout Queensland.”

Mark Brown says “This is a fundamental issue that we don’t want to see get overlooked, safety in sport is as important last year as it is today.”

“We are hoping for a tangible outcome from meetings from both major parties, something that isn’t wishy washy. This is not just about safety and injury in sport. It is about ensuring sports becomes part of the overall medical approach to community and public health and well-being.”

“We don’t want this issue overlooked or dismissed we need definitive answers and we need them now.”

SMA Queensland is calling on parents, schools clubs and community groups across the region to lobby local, politicians before and after the weekend poll.

As the state branch of Australia’s peak national umbrella body for sports medicine and sports science SMA Queensland is able to harness its individual and organisational member’s network, largely a on pro-bono basis, to provide vital research, training, information and program development which results in establishing rigorous safety procedures and vital training packages for volunteers and health professionals related to sports injury and illness prevention & management.

“Given sporting organizations duty of care to their participants this could, in turn, have other unintended consequences such as insurance implications for clubs and their members.”

“We are the organisation that provides the sporting public with the latest information and advice based on an ongoing review of worldwide scientific and medical research. This information in turn forms the basis of the SMA Safer Sport Program courses which have set the benchmark for all Australian sporting organisations medical guidelines and programs.”

Until last year SMA Queensland was receiving approximately $175,000 a year from the State Government until funding was cut by the Sports Minister, Phil Reeves.

“Tell your local candidates to ensure SMA continues to play a role in sports safety in Queensland. Point out to them that sport is very much part of the fabric of a healthy community. Parents in particular have a right to insist on this. We need to ensure the post-election meetings happen.”

Queensland rightly prides itself as a state with a long history of outstanding success in sport but in regards to sports medicine and sports safety.

“We run the risk of falling behind other states which have established government funding programs to ensure that sports injury prevention and management is an integral part of the fabric of each community.”

“Let’s ensure this funding is reinstated and the issue not swept under the rug, Queensland sport deserves better.”

-ENDS-

For further information Contact:

Mr Mark Brown -CEO – Sports Medicine Australia- Queensland
Phone: 3367 2700 or 0433 237 124

Comments, voting and the return of the recently released surveys in relation to Isaac Regional Council’s initiative Adaptable Communities are continuing to arrive and inform the process.

Mayor of the Region Cedric Marshall said that the expansion of mining communities is a critical 21st century issue for the region.

‘The initiative has been conceived to ensure the community voice is heard through the correct channels and through the procedures which the government demands.

‘The final document will be used to put pressure on decision-makers whilst at the same time showing a way forward for the region.’

As public input into the process has begun to finalise this week, lead architect Graham Ledgerton, Architectural Director for ThomsonAdsett, has played a pivotal role in framing community input into tangible designs for community consideration for accommodation models for the non-resident workers.

He said the Isaac community deserve commendation for their focus to achieving workable outcomes for the region’s future.

‘We have worked collaboratively to frame and develop six initial concepts which form the backbone of the community consultation process.

‘It has been very clear that from day one the process has been about choice, sustainability and family: choice for the community and the residents and choice for the non resident workers.

‘Sustainability in terms of buildings which  offer permanency and life cycle cost benefits and most importantly developments which cater for the diverse needs of individuals, families and community living.

‘Developments today can have a positive impact on these communities and help to promote a more sustainable future.’

‘Through the implementation of good design principles, which are informed by individual and community needs, we can future proof these regions and communities  whilst providing appropriate lifestyle choices for the people of Moranbah and the Isaac region,’ he said.

As part of the program, residents and interested parties have been asked to express their preferred concept via the web site, postal voting or at consultation hubs around the town.

Graham adds: ‘Spending time in the region and listening to the community has exposed the need for a diversity of accommodation types.

Voting continues until this weekend with the hotline (4941 4529) remaining open until Friday, and the web site active across the weekend.

ENDS

For further information contact:

Isaac Regional Council CEO Mark Crawley              07 4941 4500
Isaac Regional Council Mayor Cedric Marshall        07 4941 4500
Isaac Regional Council PR & Media Officer              0437 295 910

This media release was issued on 18 March 2011.

An explosion in alcohol and drug addiction across the state of Queensland, in particular in booming metropolitan areas has prompted calls for urgent government attention.

John Close, CEO of Brisbane based recovery centre Goori House, says there are problems facing the Queensland community.

“These are a range of alcohol and drug issues across the majority of metropolitan areas of Queensland. ”

“Areas such as, Townsville, Cairns, Mackay and Rockhampton, all the way to the upper class inner city suburbs of Brisbane out to the Gold and Sunshine coasts and Brisbane’s outer regions such as Logan and Ipswich. We are facing a wide spread problem, an almost unnoticed or unspoken epidemic that is eating away at the heart and soul of our state.”

Mr. Close says that all levels of Government need to fund and support the implementation strategies which have a specific focus, in order to be effective.

“What we are dealing with here does not have a one size fits all, quick fix solution. There is a particular degree of difficulty in tackling these issues head on, and this is why we see government officials at all levels shying away from the real issues at hand.”

Mr. Close says a program specifically designed for female recovery is a prime example of targeted strategy which seeks to provide real and effective resolution to substance abuse issues amongst women.

“The increase in alcohol and substance abuse amongst women of all ages is a real concern. We no longer have you typical homeless drunk roaming the streets or a young female from the wrong side of the tracks with a chemical addiction, what are seeing are suburban mothers, intoxicated picking their children up from school or young professional women visiting their inner city drug dealer on their lunch break. ”

Mr Close says that a unique approach for females is a necessity as the issues affecting their addiction can differ so dramatically from that of males”

“In the past decade we have witnessed an explosion in the number of females who are suffering drug and alcohol addiction problems. From young women who spend their weekends binge drinking to mothers with small children at home, to workers and executives. The problem, of the mis-use of alcohol and drugs is now just as rife amongst females as it with males”

Mr. Close says that governments have, in the past focused on the male and the community as a whole forgets that the woman next door could have a seriously deep held secret.

“These days females are very much their own person. They face, in most cases, as many challenges on a daily basis as males and then some. If, for example, a female is working mother she has the added pressures of work stress and family issues. Females who need assistance can become more destructive to the family unit than that a male alcoholic or drug user.”

Mr. Close says it is not surprising that there has been a sharp rise in the number of females who are turning to drug and alcohol usage.

“We expect females to be a worker, a companion, a mother and the shoulder to cry on. Perhaps we forget their needs and it is easy for them to turn to alternatives.”

Mr. Close is calling on the local, state and federal Government’s  to honor several past commitment’s to the people of Queensland, especially helping those who need to be trained and adequately prepared for working the front line of this growing problem.

Mr. Close says the issue of alcohol and drug abuse and dependence is wide spread – requiring an effective intervention approach and essential training.

“We will continue to liaise with the community to ensure outcomes and solutions that provide a win win for everyone.

-ENDS-

For further information

Contact:
Mr John Close
Director
0438 217 646

Redland City Council is being pushed to join with Gold Coast Council and refuse to allow the region water provider to implement a massive hike to water rates.

Mayoral Candidate for Redland City Karen Williams says the Council has one last opportunity to prove it has the interests of ratepayers at heart.

“Council meets this Wednesday and the AllConnex debate is again on the table. I’m urging all Councillors to ensure we make it clear to Allconnex it’s time for a re-think. Clearly a water price hike of up to 14% is unwarranted. It’s time for more lateral thinking and honesty on water and frankly Mayor Melva Hobson and her click need to stop thinking about the money and think about the people.”

Councillor Williams, an avid campaigner against the Water Reform imposed on SEQ Councils, is also calling on Logan City to insist Allconnex take a more realistic view.

“This is Mayor Melva’s last chance to gain credibility on the water issue. You only have to look at her 10Year Financial Strategy to see how dependent she has become on water revenue. The Mayor and her supporters need to understand that water is not a commodity.”

Councillor Williams says, “The Mayor seems to have forgotten that the provision of clean water to a community is the essence of government.

It is because of the provision of services like this that Local Government exists. It is vital to public health, vital for existence and instead of doing the job; we are pricing water as if it was beer. It’s just not right.”

Councillor Williams has been pushing to have the complex and unworkable water system changed.

‘This process has been unworkable for Redland City, remains unworkable for Redland City and will continue to cause heartache for rate payers. In a city where Council has let rates spiral out of control they are now turning to water to establish a money flow which pays for their off the planet fringe programs. Redlands residents will not only be broke, we’ll be thirsty.”

Councillor Williams has again repeated her calls for Redland City to lead a charge to unscramble the complex water system.

‘When I raised this in Council last month, I was howled down. The new Leader of the LNP, Campbell Newman, is advocating return of water assets and pricing to Local Government. It can be done and indeed we have a moral obligation to provide water to a community. It is fundamental of Government.”

Councillor Williams says ensuring a clean affordable water supply is not negotiable.

It’s a basic. Not a service about which we can argue the toss on price. I’m deeply concerned that Mayor Melva and the MELVA All stars will simply continue to bury themselves in letter writing and committees at this week’s meeting instead of showing some back bone and demanding an Allconnex re-think.”

“We are now the AllConnex tax collectors. I’m urging Council to vote to refuse to collect fees until a more realistic approach is developed. If that means getting legislation changed – then let’s get on with it.  I’m urging Redland City Councillors to get serious about the delivery of this most basic of Government services.”

Councillor Williams says it is time for the blame game to stop.

All that has resulted from the State’s Water Reform has been the creation of huge and costly bureaucracies, enabled by the flashing of packets of cash to some local Councils and now our residents and ratepayers are left to pick up the bill.”

“This is not as complex as the greedy bureaucrats and Councillors make out. It worked before, it can work again and it must be sorted out once and for all. My message to Mayor Melva is quite clear. For the good of our community, give us a drink of water please. You are the Mayor – show some leadership. This is the most basic of basic services a Council can provide and you’re allowing it to be washed away!”

Further information:          Bronwyn Hope – 0413 018 457

Councillor Cochrane has made the announcement in response to reports that Steve Pellegrino’s Trinity Park Investments plans to develop another regional shopping Centre anchored by a large BIG W and Woolworths to form the Town Centre.

Executive Director The Retailers Association Scott Driscoll has welcomed Councillor Cochrane’s public assurance and is now calling for her to take further action.

Mr Driscoll said “The fact remains that the developers, Steve Pelligrino’s Trinity Park investments intend to use this site for a Woolworths and Big W. Steve Pelligrino openly stated that this was the case in June 2008. In order to accommodate this, at least 6,000 to 7,000 sqm of speciality retail space is required, which constitutes a major retail centre.”

Councillor Cochrane spoke of population triggers, but Council has not undertaken any independent economic research to ascertain what the population triggers are. The Council had previously agreed to undertake independent economic research to form an independent view of future population growth, which would then form the basis of the population triggers for additional retail.

There are approximately 40,000 residents on the northern beaches. Industry benchmarks for supermarkets are one supermarket for every 10,000 people and one discount department store (DDS) for every 40,000 people.

There are currently four major shopping centres in the area, one at Redlynch Central, one at Clifton Village Shopping Centre, and two at Smithfield Shopping Centre as well as the Smithfield Campus Shopping Centre which includes an IGA Supermarket. There are also a number of local; convenience based shops in the beachfront communities. In addition there is currently one DDS on the northern beaches being K Mart at Smithfield Shopping Centre.

“When all these factors are considered in relation to industry benchmarks and compared against population in the trade area, there is sufficient retail space to meet demand for the foreseeable future” said Mr Driscoll.

Based on these facts Councillor Cochrane is correct is stating the area cannot sustain more major retail, that there will never be the population base to sustain a another major retail precinct and that the existing Smithfield Shopping Centre needs to remain the key retail centre for the area.

‘Therefore if the Development went ahead as planned, we believe that local businesses and local jobs would undoubtedly be put at risk. Why then has the local council allowed draft plans to be sent to the State Government for review which states that  in the Core Precinct claims ‘Large scale commercial uses such as a supermarket or a discount department store are required as the Town Centre develops’ and are located within this Precinct.’. This is a direct reference to Trinity Park Investments plans.

In addition Mr Driscoll adds, “We have Councillors assuring the people of Cairns no major retail hub will occur, but as currently drafted, the community will not be properly consulted on any development application lodged by Trinity Park Investments.”

The Town Centre will shape the future of the northern beaches community and its prosperity; therefore it is absolutely imperative that the people of Cairns have a voice.
“Some simple adjustments on Council’s part to the Draft Plan are all that is needed.”
Council must insist that any development at the site be subject to Impact Assessment and that all references to a discount department store be removed from the Core Precinct in any draft plan.

As currently drafted, the amendment hands responsibility for assessment of the economic merits of an application to the Planning Department.

The current Cairns Plan states that any large scale development of 10,000 sq metres is publically advertised to ensure the local community have a say on the future landscape of their town. The draft amendment takes away their right to have a say.

“It is vitally important that for something of this nature the general public have a voice. If the plans were to be made Impact Assessable the local community would be given a chance to have a say and therefore their needs would be properly assessed.

Council must conduct its own Economic Research and set agreed population triggers which can be incorporated into the plan.

“All we are asking is for Council to support Margaret’s stand with positive action”

-ENDS-

For further details;
Scott Driscoll
Executive Director
The Retailers Association
PH: 07 3352 6088
0413 831045

John Close, CEO of  Goori Recovery Centre, has welcomed the oppositions $1.5 billion funding of early intervention mental health programs, and  urges a focus to mental health related issues related to substance abuse.

“Mr. Abbott obviously recognises that mental health issues- such as alcohol and drug misuse and the on-going mental health issues it creates- is breaking the nation. Alcohol and drug abuse, for example, not only cripples the  health system and clogs hospitals, it creates a huge economic drain as  people fail to be productive members of society.”

“This is a move, at last, that begins to tackle the real issues behind our failing system where they begin. I’m hopeful an Abbot Government  will maintain this focus and  at last bring  relative funding to the alcohol and drug abuse sector.”

Mr. Close says the Government is currently working to a 30 year old  funding formula for beating alcohol and drugs and dealing with related mental health issues.

“This is an approach that has failed every year..each one of those 30 years. My warning to Tony Abbot is commit the money but don’t let the current  pack of so called  consultants and experts guide our Departments on where and how to spend it. They have gotten it wrong for decades.”

Mr Close is calling for a re-think.

“Resourced properly, and with a level of financial committment like the Abbot Plan,  front line services that are results  focused can make a difference. It’s time to stop funding failures and begin to channel  that funding and additional funding like the Abbott plan into  results and outcome focused programs. ”

Mr Close says the alcohol and drug  and associated mental health scourge needs to be met on the streets, with programs that bring the De-tox floor to the streets.

‘We need to begiun to tackle these issues where they begin.”

“This means a new approach and the  whole training approach for workers needs to change.”

“On top of this we need more action, in reality more funding, to provide organisations such as mine and the many others which carry the massive burden, with more locations and more beds to aid recovery alcoholics and drug users.”

“Without the this sort of health infrastructure in our sector all you will see is a continuation of the revolving door that system operated now.”

With over 250,000 Australia’s to be effected by the Abbott mental health plan, Mr. Close believes that similar actions would have a monumental effect on reducing rate of substance abusers, as well as the problems which shadow it, including domestic violence , law and order and crime and improve the economic implications on families and the community.

Mr. Close says the community has waited long enough to a solution for the plague that is substance abuse and the time for action is now.

“For too long communities and front line workers have had to deal with the plague that is alcohol and drugs, our program focuses on providing a holistic approach.”

“This situation can be solved through the correct training and management. The solution is in co-ordination and co-operation.”

Mr. Close has long been campaigning for a co-coordinated approach which involves facets of law enforcement, paramedics and matching them with trained professionals who take the rehabilitation floor to the streets.

“We’re recommending a definitive commitment to a multi-faceted approach that encompasses health, law enforcement, and lifestyle. The Abbott plan is a good start.”

Mr. Close is urging local members, ministers and leaders alike to engage and consult organisations like Goori House Recovery Centre, to ensure that a solution is created which drives and delivers efficient and effective results.

“I welcome an consultation at any level, let’s just make sure something gets done as opposed to blowing hot air for the sake of election time.”

-ENDS-

For further information contact:
Mr John Close-CEO
0438 217 646

OR

Mark Miller- 0438 249 042; 07 3821 7440.

In almost all households, time-poor families face the daily challenge of the  school lunch and the issues that come with leaving it to the school tuck shop or canteen.

Nutrition, cost,  security with money, a down turn in volunteers to staff school canteens or tuck shops and  even school yard bullying have all become today’s issues for students, parents and schools alike and it seems the solution rests with the internet.

schoolshoponline is a parent developed internet based service being offered free of charge to schools across the country as a means of eradicating the  problems.

Developed by parents who wanted to be more involved in their children’s dietary choices, this unique model takes into consideration the needs of all parties involved in the supply and sale of food through school canteens/tuckshops and provides incentives for all to work towards overcoming childhood obesity.

schoolshoponline  Director Ian Clark says while the  program began with the issue of obesity other issues soon came to the fore.

”There’s now real issues for schools in recruitment of volunteers, and also issues of safety and security with  large schools having to handle  very large amounts of cash on a daily basis. As parents we just felt that was a better way.”

“We are determined to make a difference but an easy ans simple one- technically we have replaced the paper bag-and in so gdoing have given parents the ability to have more autonomy in decisions about their child’s nutrition, while working on the other issues.”

The solution came in the form of the development of a school to school transportable cyber system which simply converts the existing canteen menu into an interactive document accessible through the internet.

“It sounds complex and arriving at such a simple solution has been. But the ease of the system means less stress time for parents and it’s quicker than filling in the3  paper bag order.”

“‘We harness the school menu to the approved nutritional rating scheme and we also provide a monitoring system which can be accessed by parents or carers at any time.”

Clark says the other benefits, beyond dietary, then began to fall into place.

“Schools are attracted to the schoolshoponline system because of the nutritional benefits but also because it improves school security and develops a stronger relationship with parents.”

The Tuck Shop Coordinator only has to access the school web site each day, log on and press the print button to receive the orders either as stickers or plain paper slips that are then attached to orders as they prepared. It means the ordering process is dealt with in advance, it speeds up service and freshness and cuts down on vital volunteer time.

The system also means that there’s little or no cash to change hands which in turn means greater efficiency, faster turnaround times and improved school security with less cash is circulating within the school environment.

‘”Having less cash circulating among students could assist in reducing school bullying where money is involved. It certainly means fewer security headaches overall.”

Another bonus is improved parental interaction, according to Clark.

“Because this becomes a dedicated site, controlled by the school it becomes a pathway for other fundraising ventures and all types of message delivery. It’s being accessed by most of the school community  at least once or twice a month. It serves to reinforce school policy, highlight events…schools can utilise it in a myriad of ways.”

schoolshoponline is also proving an advantage to the 21 st century family.

In this system the child is constant. The system allows for multiple parents and guardians to place an order from anywhere in the world as long as they have internet access. A child’s orders are displayed for future days and parents and guardians can alternate with placing orders to cover all days. No credit card details are stored within the system and you will have to enter them each time you order so no one else can order on your card.

For the school or Parent group running the canteen or tuck shop the benefits are also enormous.

It offers real time saving on accounting practices as once a transaction is complete the money is  automatically deposited into a nominated bank account.

“No more taking of cash at lunch or recess and working out change. All that needs to happen is for canteen staff to hand out the pre-packed orders. This in turn also means less volunteer time.”

schoolshoponline can provide daily aggregated reporting for total orders. A history of orders per day and season can be accumulated to make re-ordering and stock control more efficient.

The system is offered free to schools and works on a user pays principal.

“As parents we framed a system that favours the school and the students. This is a user pays system where parents pay a very small surcharge to order items online but ultimately they are still likely to be saving compared to the traditional method of handing over cash to their child in the hope it will be spent on healthy food.”‘

Parent Associations and/or Canteen Coordinators in conjunction with the school can set the total percentage of surcharge to be paid. This surcharge then goes partly to maintain the system (4-5%) and the balance over and above this is paid to the P&C, school and/or canteen as revenue.

This revenue sharing model allows parent associations and canteens to be partners with parents to improve the health of children, save parents some money and assist in school security.

“It also provides funds that over time to purchase such items as air conditioning, sporting equipment and computers.” Clark says.

The need for on-going auditing, tracking down missing dollars disappears and  issues such as stock management also disappear.

The benefits also extend to the playground.

“Having less cash circulating among students could assist in reducing school bullying where money is involved. It certainly means fewer security headaches overall.”

The  on  line ordering process enables  students to work with  their parents or carers to order in advance, it provides  advice and  warnings about healthy and unhealthy choices and  at the same time cuts down on the  panic and rush that can occur at home each morning as mum or dad rush around trying to find change or spare cash for the tuck shop order.

“We were determined to make a difference by giving parents the ability to have more autonomy in decisions about their child’s nutrition and at the same time use technology to solve some of the emerging problems of  a shortage of volunteers without damaging the important role the tuck shop plays as a part of the schools community and social fabric as well as its fundraising  focus.”.

”The big winners we believe will be the students. This provides a smart way to address problems and also opens up a  new channel of engagement with the school community as a whole.”

-ENDS-

schoolshoponline Protected by patent 201 020 2560

For further information contact:
Ian Clark
Director
0418887511