A hunt is on for a prisoner who escaped from the Beechworth Prison and managed to catch a taxi to Wodonga last night.
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Police believe Justin Carruth escaped the prison some time between 7.30pm and 9pm, before flagging down a taxi that took him to Beechworth Road, where he was dropped off about 10pm.

Officers have searched the immediate area but have yet to locate the low-security prisoner, who was jailed for obtaining $55,000 worth of gold bullion through deception.

Carruth, 24, is white and described as being 193cm tall, of medium build, with short dark hair and weighing approximately 100kg.

He was last seen wearing a white T-shirt and green, prison-issue pants.

Investigators have released an image of him and have called on anyone with any information about his whereabouts to dial 000 immediately

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Trendline Trading: GBP NZD Trendline Trading: GBP NZD
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The GBPNZD has trended 1773 pips lower since May. As price pulls back from fresh lows, traders will look for entries using trend line analysis.Trading trends is an excellent method of execution for traders looking to take advantage of the long term momentum of a currency pair. Currently, one of the strongest trends developing in the Forex market has been the GBPNZD. The pair has dropped as much as 1773 pips from its May 2012 high at 2.1058. The pair at present is trading 215 pips higher, off its June low of 1.9285. As the pair moves against the prevailing trend, traders will look for fresh technical levels to enter new sell positions. One of the ways we can do this is by finding resistance in a downtrend, using a trend line. Pictured below is an 8Hour chart for the GBPNZD. To aid in the analysis of our established downtrend, we have connected a series of common swing highs to form a resistance trendline. Once the trend line is established, traders can look to take new sell positionsonce price moves up to this point of resistance, so long that a candle body does not close above it. A break of this trendline would invalidate our analysis at least temporarily and traders would be best to look for other opportunities elsewhere.Trendlines can also be used in conjuncture with other forms of support and resistance. Below we have included a Fibonacci retracement in conjunction with our trend line analysis. Traders can look to place entry orders to sell were these two forms of resistance meet. This way using an entry as opposed to a market order, traders do not have to actively monitor their charts in anticipation of taking a new position.My preference is to sell the GBPNZD near where our trendline and Fibonacci resistance converge, at 1.9570. Stop orders can be set above resistance of our resistance line under 1.9700. Profit targets should look for a minimum 1:2 Risk/Reward ratio, with first profit targets near the previous low.Alternative scenarios include price breaking higher, temporarily concluding the mentioned downtrend. —Written by Walker England, Trading Instructor To contact Walker, email [email protected]南京夜网 . Follow me on Twitter at @WEnglandFX. To be added to Walker’s e-mail distribution list, send an email with the subject line “Distribution List” to [email protected]南京夜网. DailyFX provides forex news on the economic reports and political events that influence the currency market. Learn currency trading with a free practice account and charts from FXCM.

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Western Power was among the state-owned energy utilities which spent $1.5 million on entertainment during the last financial year.WA’s state-owned energy utilities spent $1.5 million on entertainment during the last financial year, documents tabled in parliament show.
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The largest of the four companies, Western Power, spent $660,500 wining and dining, as well as rewarding staff and providing recreational activities. That was at least $100,000 more than last year.

Electricity retailer Synergy dished out $17,000 worth of staff rewards and paid for $266,000-worth of meals and entertainment enjoyed by both staff and clients, while corporate boxes at AFL and Western Force games consumed $170,000 of the budget. The total was slightly more than last year.

Verve and Horizon Power spent the least, $180,000 and $216,000, respectively.

The totals include more than $400,000 each of the utilities spent on staff Christmas parties in December, including private lavish dinners for executives that were later criticised as excessive.

On top of the expensive hand outs, the companies are liable for Fringe Benefits Tax of almost the same value, effectively doubling the bill.

Total Fringe Benefits Tax, including for company vehicles and travel, reached almost $2.8 million, including $1.6 million paid by Western Power.

Synergy chief executive officer Trevor James told a Budget Estimate hearing in June that increasing competition from the mining industry – for staff and customers – forced the retailer to splurge.

Corporate hospitality was common practice for businesses operating in a competitive market, he said.

“One of the challenges is to create an environment in which people want to work for Synergy and not work in the mining sector or elsewhere,” Mr James said.

“[So] we have a number of reward and recognition schemes for our employees and we think that they’re a valuable part of our overall employment attraction in Synergy, so we are keen to retain those.

“Similarly, we operate in a contestable market. Obviously, as customers’ contracts come up for renewal, it is important for us to understand those customers’ needs more closely, and hospitality is part of that process.

“However, we are very mindful of the hardship that people are facing in the community. We have reviewed our hospitality costs. They are now becoming far more targeted. They’ve reduced significantly over the past few years and they will be reducing further next year.”

Synergy intends to spend $350,000 on corporate hospitality this year.

Minister for Energy Peter Collier has been urging the utilities to rein in their indulgence for the past four years, to bring it closer in line with community expectations.

In a statement to WAtoday南京夜网.au, Mr Collier said there had been “a steady decline” but more could be cut, particularly from Western Power.

“In the case of Western Power, I have a commitment from senior management that the type of expenditure that is subject to [Fringe Benefits Tax] will be reduced by a further 20 per cent over the forward estimates and I am confident that expectation will be reflected across all of the enterprises,” he said.

Acting Western Power CEO Paul Italiano said spending on entertainment represented less than 0.05 per cent of the utility’s total budget, which includes billions of dollars to repair and maintain the power network across south-west WA.

“We are very aware that West Australian tax payers have an expectation that Western Power seeks to reduce expenditure across all areas that are exposed to [Fringe Benefits Tax], and we have provided an undertaking to the Minister for Energy that we will do so in the future” he said.Follow WAtoday on Twitter

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Donna Rasmussen says she has felt “dead inside” since the sudden death of her disabled teenage son in 2009.
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Yesterday, a distraught Mrs Rasmussen told the Perth Coroner’s Court her family had been torn apart by the death of her son, 15-year-old Vaughn, who died from brain swelling.

“I feel dead inside. I feel useless. I feel guilty I couldn’t fight hard enough for him,” she told the court.

“I’m just not the same person.”

Vaughn, who was intellectually disabled and unable to speak, died on November 17, 2009, at Princess Margaret Hospital.

He was deemed brain dead after 35 centimetres of fluid built up in his skull – the normal level is between zero and 10 centimetres.

Mrs Rasmussen and her husband Richard say doctors at two Perth hospitals ignored their repeated requests for a CT scan on Vaughn. They believe medical negligence led to his death.

According to the Rasmussens, doctors at Fremantle and Princess Margaret hospitals continually refused to do the scan after Vaughn’s first admission to Fremantle Hospital on November 12, 2009 – despite his history of neurological problems.

The couple told doctors it was their belief a shunt placed in Vaughn’s head as a baby was blocked and causing fluid to build up in his skull.

However, they say doctors ignored their concerns because of Vaughn’s disability and his inability to speak, treating them like they “knew nothing”.

The Rasmussens took Vaughn to Fremantle Hospital’s emergency department on August 12,  2009, after noticing he was feeling unwell and displaying signs of irritability, tiredness and vomiting.

Vaughn was admitted and the Rasmussens pleaded with doctors to complete a CT scan because his shunt had been blocked in 2002 and he had displayed similar symptoms.

They say doctors turned down their requests because it would expose Vaughn to too much radiation.

After two nights at Fremantle Hospital Vaughn was discharged, but the family was left with “no answer”.

Then, upon his return home, Vaughn collapsed and his parents decided to “bypass” Fremantle Hospital and take their son to Princess Margaret Hospital. Again, their requests for a CT scan were denied.

The Rasmussen’s went home but returned to Fremantle Hospital the following night when Vaughn’s condition deteriorated. He was then rushed to the intensive care unit of PMH.

Mrs Rasmussen recalled how Vaughn’s “lips turned blue and he stopped breathing” after a shot of morphine.

“I collapsed on the floor and screamed that they had killed my baby,” she said.

It was at this point, four days after the Rasmussens had raised their initial concerns, that doctors examined Vaughn’s shunt and discovered he had excessive fluid on his brain, the result of a blocked shunt valve.

She then described how at 4.30pm on November 16, 2009, doctors told the family Vaughn was brain dead and his condition was not conducive to life.

They made the decision to turn off his life support and said their final goodbyes at 3.30am on November 17.

“We never saw his eyes open again… If only one doctor had listened to us before he was admitted to PMH, we’d still have our baby with us,” she said.

“Why did our son die?”

She said her once tight-knit family had been torn apart by Vaughn’s death. Mrs Rasmussen, her husband and their eldest child, Caitlyn, all sought psychological care to cope with his loss.

“We still feel like we’re sitting in ICU waiting for Vaughn to wake up,” she said. “We still can’t comprehend he’s gone forever.”

The inquest continues.Follow WAtoday on Twitter

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A COMPANY that was paid more than $1 million by the federal government to deliver e-security alert services to Australians has lost personal information about its 8000 subscribers in the postal system.
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AusCERT, which ran the website staysmartonline.gov.au for two years until the middle of last year, lost subscribers’ data after using Australia Post to send it on a DVD to the federal Department of Communications.

In an email to the site’s 8000 subscribers on Friday, the ”Stay Smart Online Team” said information that had ”gone missing” included user names, email addresses, memorable phrases and passwords. The passwords were ”unreadable” (stored as a cryptographic hash).

The department said it had ”no reason to believe” the information had ”been found and misused by any third party”, and therefore it did not believe there was ”a privacy risk”.

But it suggested subscribers consider whether they should change their details, including user names and passwords, for other websites and services.

Australia Post said the DVD was not sent by registered post – which it recommended for sensitive information.

”Despite the vast majority of the 20 million items that Australia Post delivers each day arriving safely and on time, we recognise there are isolated instances of lost or delayed mail,” Australia Post said in a statement yesterday. ”We recommend customers who have important or valuable mail articles use our Registered Post service, which requires a signature on delivery.”

Geordie Guy, an ”online rights and digital policy geek” who has worked for Electronic Frontiers Australia, joked in a blog post that he had to check his calendar to see if it was April Fools’ Day. ”This isn’t likely to be the last data leak this year, it’s unlikely to be the biggest, but it’s above and beyond the most embarrassing for a government department with a long history of poor practice,” he wrote.

AusCERT was paid $1,199,484.52 by the government to run staysmartonline.gov.au between July 18 2008 and June 30 last year.

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TELSTRA’S new media chief has outlined plans to overhaul the company’s approach on content to build a standalone media company that will eventually spread beyond fixed-line and mobile networks.
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Six months after assuming the role of Telstra’s managing director of digital media, Rick Ellis is midway through restructuring the telecommunications company’s media arm, introducing a new management team and overhauling Sensis from a print to a digital business.

”We are changing the [digital media] model from a telco model, which is largely one where content and … investment is justified on the basis of the pull-through benefits of market share shift and churn reduction, to actually positioning that business to a profit-and-loss business in its own right. We are changing to a media company approach, where we are focused on viewers, users, audiences,” Mr Ellis said.

While Telstra is still examining what new content it intends to provide, it expects to make a decision ”before we go into the summer break”, by which time Mr Ellis said he hoped to ”have made some acquisition and commissioning decisions”.

Telstra Media absorbed the Sensis directories business last year. It also holds the company’s half-share in Foxtel and its own IPTV and media unit. It has about $2.5 billion in revenues and employs about 4700 staff.

While Mr Ellis would not comment on whether Telstra would bid for the online rights to the NRL, he said the AFL had been performing ”very well for us in all environments: mobile, online and in IPTV [sold through T-Box].” It was feasible that Telstra’s content could be sold as a stand-alone product, he said.

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WHITEHAVEN Coal, the nation’s largest independent coal producer, is a company on the move. It recently completed a $2.25 billion merger with Newcastle coal entrepreneur and former mine electrician Nathan Tinkler’s Aston Resources.
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Then it swallowed listed miner Coalworks, in which Tinkler had a 19.9 per cent stake, in a $145.5 million deal. Just to cap it off, Tinkler has threatened to use his personal fortune to take Whitehaven private, but nothing formal has happened yet.

This week Robert Brain, a director of the non-profit Australian Technical Analysts Association and private trader, has cast his analytical eye on Whitehaven and sees change in the wings.

Brain took a long-term view of Whitehaven using a weekly chart (not shown here) that showed the company has been in a down trend since early last year when it hit an all-time high of $6.74. A few weeks ago the price hit a two-year low of $3.69

Since then, using the daily price chart shown here, we can see the price has been trending upwards. But, Brain says, it may be that Whitehaven is beginning to weaken again because it has not yet regained the peak of $4.47 reached on June 18.

To look more closely at the Whitehaven situation Brain has introduced three other lines to the chart. The dashed line in the middle of the chart is the 14-day moving average, which shows the upward trajectory of recent months has tapered off lately.

The top and bottom green lines represent what is known as the Bollinger bands indicator.

The upper and lower lines of the Bollinger bands represent the volatility of the share price over the preceding 14 days. When the lines are far apart there has been great volatility, and as they come together price stability is indicated.

In recent days the Bollinger bands have come together, indicating a period of relative calm. But don’t be fooled. Brain observes that such periods of calm are often followed by a burst of price activity and a sudden expansion of the bands.

This means the calm might soon change with an explosive move up or down and the share price may even track (or walk) one of the band lines for a time.

The question for investors is which way will the stock go? That’s one the analyst can’t answer but those wanting to take a position either on the up or down side would be advised to protect their position with stop losses.

Whitehaven has a market capitalisation of $4.4 billion. It lost investors 28.1 per cent on their money last year but has returned 23.3 per cent annually over five years. Nathan Tinkler has a 21 per cent stake.

This column is not investment advice.

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Kieran O’Hea, who developed digital strategies for the European Commission and Tourism Ireland, has been named as the Brisbane City Council’s new Chief Digital Officer.Brisbane City Council has looked abroad for its new chief digital officer, with the appointment of Irishman Kieran O’Hea to be announced today.
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The position, which Lord Mayor Graham Quirk noted had been mocked as the “chief tweeter” by the Labor opposition, was established following consultation with the Brisbane businesses that helped form the Economic Development Plan 2012-2031.

“Mr O’Hea will implement and execute a strategy that boosts the city’s digital technology uptake and helps cut red tape for businesses dealing with council,” he said.

“Brisbane is growing on a world scale and so are our businesses; they’re the ones that recommended employing a chief digital officer to make it easier for them to do business with council in this 24/7 economy.”

Mr O’Hea, who will relocate from Ireland, helped develop and implement digital strategies for the European Commission for online projects worth €200 million (about $242 million).

He also developed an online strategy for Tourism Ireland.

“Being appointed chief digital officer of Brisbane is simply an opportunity too good to turn down,” Mr O’Hea said in a statement issued from Cr Quirk’s office.

“The challenge of growing the digital economy for a major city is an opportunity that does not come along every day and hard for someone with my professional background to ignore.”

According to the statement, Mr O’Hea will engage with key stakeholders to ensure they use technology efficiently and encourage further digital uptake.

He will also be charged with making Brisbane “a recognised hub for developing successful digital businesses” and focus on “building capacity for Brisbane’s digital economy”.

Mr O’Hea will be employed by the Brisbane City Council’s economic development agency, Brisbane Marketing.

After the lord mayor delivered the 2012-13 council budget, opposition leader Milton Dick lambasted the new chief digital officer role.

“Instead of spending council money to hire a chief tweeter, I’d like to employ a chief red tape buster within council to work with our Brisbane business community to reduce red tape, making it easier and cheaper to do business in Brisbane,” he said last month.

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Politicians live in a fantasy land. It’s a basic part of their professional armour. And part of this is Mr Frank and Mr Fearless – part of the mythology used by politicians to defend bad decisions.
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When something goes wrong, there is the usual raft of excuses. Usually it goes something like, “I wasn’t fully briefed; I wasn’t briefed on that specific issue; the department didn’t raise that with me” etc.

Is this starting to sound familiar?

Then, the politicians will tell you there is a longing for an apolitical public service that gives frank and fearless advice.

The implication is that somehow all this has changed. The reality is that frank and fearless advice is still delivered – usually on a daily basis, However, ministers only want frank and fearless advice when it suits. And that is if it delivers a strong and positive headlines. (If it delivers anything else, then the conversation is always about who – apart from the minister – is going to handle it and who can we blame.)

Government decisions are not made in a protected policy vacuum; they are made with one eye on the politics of the day, to local members, vested interests and local lobbying and, sometimes, even with the consideration of good public policy.

For instance, there are a large number of small schools scattered throughout suburban Brisbane which, given financial constraints, should be closed. That would be the frank and fearless advice.

The reality is that closing them and the chances of the decision surviving the outrage of local parents and MPs is very low. Every politician loves their local parents and citizens association – none want to be known as the local member who closed their local school.

Government is about votes – not good public policy outcomes. So public servants, based on past experience of the lack of political will on some subjects, find ways to provide reasonable public policy despite political sensitivities.

Obviously, the way advice is provided has changed. The public service does not exist in management isolation; it will continue to change to reflect the way politics is played and public sector management practised.

It doesn’t mean the advice has become more politicised or less robust. What is does mean is that there is a massive risk-aversion culture in the public sector that places a higher priority on protecting a minister from tabloid headlines.

This is now more important because it is a sad fact of modern politics that few ministers either have the experience, skills or content knowledge capable of carrying a public argument – as opposed to a few television grabs – that could persuade a community to accept unpopular new policies and outcomes.

And the need to protect the minister has extended to the constant demands of the 24-hour news cycle. Ministers are briefed every day about media implications. It is the first consideration and beware the public servant who fails to recognise the media sensitivity of an issue and does not ensure the warning messages are passed up the line.

Public servants have watched politicians go to extraordinary lengths to avoid negative media and if that means publicly blaming the public service – well far better to blame a group that will not publicly contradict you than to suffer a little political embarrassment.

That tends to breed self-protecting behaviour. They see the influence of media advisers within a ministerial office and note that the major area of interest for the minister is the press release and the press conference.

They also see the media strategies in play – putting up the director-general for bad news press conferences and leave the lovely, glowing “positive” stories for the minister. This strategy was abandoned during the Beattie years on the grounds that the directors-general were becoming better known then the ministers.

Ministers are protected by the fact that no one knows what advice has been given. Certainly the briefing notes are not generally released, except when it suits a political strategy. The advice only becomes an issue when things go wrong. That’s when you can see politicians sprint for the umbrella of wriggle words, which brings me back to: “I wasn’t fully briefed; I wasn’t briefed on that specific issue; the department didn’t raise that with me”.

The show Yes, Minister is still the best primer on the interaction between the public service and executive government and more recently, there is an embarrassing alignment with Hollowmen.

The oldest strategy is still in use, that is for the minister to side step the issue and allow the department or agency to take the full force of the blame. After all, who is going to publicly contradict a minister or government? Public servants rarely correct the public record.

Part of the problem with Mr Frank and Mr Fearless is the political illusion. Public servants sit and hear political promises of the support for a frank and fearless public service culture and then see politicians:sprinting to blame someone – “I didn’t write that speech, it was the department’s fault”;introduce changes to employment to make it easier to sack public servants – security has always been been seen as the the protection needed to provide frank and fearless advice and increases their vulnerability to the minister’s whim (“Tell me what I don’t want to hear but don’t worry – there’ll be no splashback”); andfocus ministerial attention on press releases, media clips and one-page cheat sheets for media conferences and parliamentary question time.

All of which makes it difficult to accept the premise that bad government decisions are the result of a lack of frank and fearless advice from the public sector.

Then there is the ministerial fear of Freedom of Information; Right to Information and 101 other avenues now existing for information to escape – the prospect of this, and how it might be responded to, occupies a great deal of ministerial attention.

The other great myth is the general idea that there has been increased politicisation of the public service.

Concerns about the love of an apolitical public service would carry a great deal more weight if: the government didn’t appoint a former Liberal MP and one-time Queensland Liberal Party president Michael Caltabiano as one of the first acts to head a major department and push professional public servants to one side;you don’t appoint the former Opposition Leader’s chief of staff David Edwards to head the Department of Employment, Economic Development and Innovation; and you don’t appoint one of your transition team, Ross Musgrove, to a major position within the Public Service Commission.

Like most work forces, public servants watch the rhetoric and the actions. When they see the direct contradiction between the act and the statement they know they are simply dealing with another bunch of politicians.

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Former Howard government minister Gary Hardgrave has labelled Queensland’s Liberal National Party a “cult” that has been pushing around state MPs and shows no tolerance for dissent.
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The strongly worded attack from the recently expelled LNP member comes amid signs of tensions between the Queensland LNP and the federal Liberal party.

Acting LNP president Gary Spence sent an email to LNP members on Friday warning them the party constitution required them not to publicly criticise the party, its office bearers, parliamentary representatives or candidates.

Mr Spence told members that “all statements and comments in relation to the affairs of the party must be made through the appropriate party channels, and not publicly”, including remarks about the current preselection processes.

“The success of the LNP to date has hinged in considerable part on the discipline exhibited by members since the party’s formation in adhering to the provisions of the LNP constitution and ensuring that party matters are kept within the party,” Mr Spence wrote.

“On behalf of all party members, the state executive is determined to ensure this remains the case and will use the full force of the constitution to this effect.”

LNP state director Brad Henderson last night said the party had high standards and believed Queenslanders were entitled to expect that of their political parties.

But Mr Hardgrave, a presenter with Radio 4BC (owned by Fairfax Media, publisher of this website), said the letter was indicative of the LNP’s attitude to dissent.

“It’s like a papacy. It really is,” he said.

Mr Hardgrave, who was last month dumped from the LNP amid concern over his public comments, said Liberals in the southern states did not have a flattering view of the merged Queensland party.

“The view from down south is that this is no longer a political party; it’s a cult, because it’s all-controlling, it’s all-demanding, it’s all about your obligations as a member [and] there’s no room for a variety of views,” he said.

“There is no doubt that the LNP see themselves as the centre of the universe and the [federal] Liberal Party have to affiliate with them rather than them being a division of the Liberal Party.”

A federal Liberal source said there was a perception among some former Liberals that the Nationals had emerged on top in the LNP, although this could moderate over time with former Liberal Campbell Newman serving as Premier.

“That patently can cause some tension with the federal Liberals on the basis it’s a funny beast that’s still evolving,” the current federal MP said.

“I think the LNP is an unusual beast because of the way it’s brought together all wings of the conservatives in a way we don’t have in any other state, really.

“It’s quite unusual so the culture of it is still evolving.”

The Liberal source said there was also a view that the LNP, buoyed by the Queensland election landslide, had come along to tell the Liberals how to run things, despite the Liberal party having existed since 1944 and proven very successful over that time.

The LNP unsuccessfully pushed at the federal Liberal council meeting for a ban on lobbyists serving on the national party executive, a move Queensland mining magnate Clive Palmer championed as a necessary integrity measure.

LNP president Bruce McIver recentlyconfirmed he had dropped plans to run for the federal Liberal presidency after a request from Federal Opposition Leader Tony Abbott.

Mr Palmer last month also confirmed he had an expletive-laden argument with Mr Abbott over the lobbyist issue.

Meanwhile, he said Mr Abbott had also asked him not to run for LNP preselectionin Federal Treasurer Wayne Swan’s Brisbane seat of Lilley.

Mr Hardgrave said, distressingly, there were fewer people involved in LNP decision making than there had been before.

The former federal MP said that in the recent Moreton preselection “barely 130” people participated, but that when he was endorsed in the same seat in the 1990s about 230 Liberals were involved.

However, Mr Henderson hit back at the claims about decreasing participation.

“Since the formation of the LNP in 2008, the party has increased its membership by more than 4000 and now has more than 14,000 members,” the LNP state director said in a written response last night.

“At the last federal election, the LNP doubled the national average swing to the Coalition and won 21 of the state’s 30 federal seats.

“At the 24 March state election, the party won 78 of the State Parliament’s 89 seats.

“At the Brisbane City Council election, the LNP won three additional wards to take its representation to 19, and its mayoral candidate won 62 per cent of the primary vote.

“The party is currently receiving unprecedented interest from candidates for the next federal election, fielding more than 150 expressions of interest for the 10 seats the party doesn’t currently represent and high if not record numbers of candidates in the federal preselections held so far.”

Queensland University of Technology political scientist Clive Bean said some tension was normal.

“I think there always is some degree of tension both between state and national level and also between the party organisation and the political wing too, and there’s probably a little bit of a sense at the moment that perhaps the organisational wing isn’t as significant as it sometimes is given the big [parliamentary] majority Campbell Newman has,” he said.

Professor Bean said the move to ban lobbyists from the federal executive and install Mr McIver as federal Liberal president could have been seen as the LNP at a Queensland level trying to translate its electoral success onto the federal scene.

“To me what that smacks of is the issue I think was set down after the state election, given how successful the LNP was in winning that election, that the LNP model is now one that will need to be seriously considered at the national level; in other words, the merger of the Liberal and National parties,” he said.

“Presumably if Bruce McIver had been successful that would have well and truly been on the national agenda.”

Mr Hardgrave made clear his criticisms of the LNP were not aimed at the parliamentary wing of the party, which he said was “going well” under Mr Newman’s leadership and was addressing issues that needed to be tackled.

However, he said it was “critical that the party organisation leaves the parliamentary team alone”.

“Right now I know they’re not. They’re ringing people up and pushing them around,” he said, citing “moral issues” the parliamentary team had been dealing with.

“The bottom line here is that the government is going well and it’s doing a good job and it’s reforming and it’s dealing with stuff in a coherent way but it is eventually going to get tarred with this organisational insanity.”

Mr Henderson did not respond specifically to this aspect of Mr Hardgrave’s criticism.

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