Phase 1 Report: Summary of Economic Development Policies, Plans, Projects and Priorities

Transcription

1 Building Collaboration and Prioritisation Mackay-Isaac-Whitsunday Economic Development Strategic Plan Phase 1 Report: Summary of Economic Development Policies, Plans, Projects and Priorities May 2018

2 This report has been prepared on behalf of the Greater Whitsunday Alliance It has been prepared by: SC Lennon & Associates Pty Ltd ACN ABN PO Box 45 The Gap Queensland Australia 4061 p: (07) m: e: w: Offices in Brisbane and Melbourne Disclaimer This draft report was prepared by SC Lennon & Associates Pty Ltd on behalf of the Greater Whitsunday Alliance (GW3). It has been prepared on the understanding that users exercise their own skill and care with respect to its use and interpretation. Any representation, statement, opinion or advice expressed or implied in this publication is made in good faith. SC Lennon & Associates Pty Ltd and the individual authors of this report are not liable to any person or entity taking or not taking action in respect of any representation, statement, opinion or advice referred to above.

3 TABLE OF CONTENTS 1. Introduction Project Background Phase 1: Building Collaboration and Prioritisation Providing the Foundations for the MIW Region s Economic Development Strategic Document Summary: Analysis of Common Themes and Priorities Mackay-Isaac-Whitsunday Region Plans and Strategies North Queensland Region Plans and Strategies Queensland Plans and Strategies Mackay Region Plans and Strategies Isaac Region Plans and Strategies Whitsunday Region Plans and Strategies Building Collaboration and Prioritisation A Strategic and Informed Approach to Economic Development Innovation and Prosperity through Consensus and Collaboration Consensus, Collaboration, Economic Development and the Role of GW The MIW Region s Ten Key Areas of Economic Development Opportunity Bibliography Appendix A Strategic Document Review and Analysis: Mackay-Isaac-Whitsunday Region... A-1 Greater Whitsunday Alliance Strategic Plan, A-1 Greater Whitsunday Alliance Indaba Results... A-7 Mackay-Isaac-Whitsunday Roadmap A-9 Mackay-Isaac-Whitsunday Agricultural Overview... A-12 Growing Greater Whitsunday Agrifood... A-15 Mackay-Isaac-Whitsunday Rural Futures Project... A-17 Mackay-Isaac-Whitsunday Region Digital Economy Strategy and Action Plan... A-19 Greater Whitsunday Region Investment Opportunities... A-23 Mackay, Isaac and Whitsunday Plan... A-25 Mackay Isaac Whitsunday Draft Transport Plan... A-28 Appendix B Strategic Document Review and Analysis: North Queensland... B-1 The North Queensland Strategy... B-1 Northern Australia Infrastructure Audit Report... B-3 Northern Australia White Paper... B-7 Our North, Our Future Developing Northern Australia 2017 Implementation Report... B-11 Appendix C Strategic Document Review and Analysis: Queensland... C-1 Advancing Our Cities and Regions Strategy... C-1 Advancing Trade and Investment - Queensland Trade and Investment Strategy C-2 Appendix D Strategic Document Review and Analysis: Mackay Region... D-1 Mackay Council Economic Development Strategy D-1 Mackay Council Corporate Plan, D-8 Invest Mackay Investment Prospectus... D-14 Mackay Our Future, Our Priorities 10 Priorities 2018/19... D-19 The Voice of Mackay s Business Community... D-22

4 Mackay Destination Tourism Plan D-26 North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Hay Point... D-32 North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Mackay... D-34 North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Abbot Point... D-37 Appendix E Strategic Document Review and Analysis: Isaac Region... E-1 Isaac Region: From Black Coal to Green Gold Socio-Economic Development Framework E-1 Isaac Region Tourism Development Strategy E-9 Appendix F Strategic Document Review and Analysis: Whitsunday Region... F-1 Whitsunday Council Economic Development Strategy F-1 Whitsunday 2020: Whitsunday Council Corporate Plan, F-7 The Whitsundays Destination Tourism Plan F-9

5 Building Collaboration and Prioritisation Phase 1 Report 1. Introduction 1.1 Project Background The Mackay-Isaac-Whitsunday Region s economic development partners - the three Councils of Mackay, Isaac and Whitsunday, State and Federal Government agencies, RDA Mackay- Isaac-Whitsunday, peak industry bodies and Greater Whitsunday Alliance (GW3) - are committed to developing an overarching document that consolidates the myriad of economic development plans, studies, master plans, action plans and development plans across the Greater Whitsunday Region. The overarching strategic document - a Economic Development Strategic Plan for the Mackay-Isaac-Whitsunday (MIW) Region - will not supersede local or region-specific economic development planning tools or activities. Rather, it will provide a high-level view on how all these tools work, complement and connect for the entire region. In short, the strategy will identify the region s economic development priorities and collaborative means for addressing those priorities for the benefit of all communities of the Mackay-Isaac- Whitsunday Region. Importantly, the evidence-based strategy will support the region s stakeholders in their advocacy activities to the State and Federal Governments. There are several economic development organisations across the three sub-regions of the MIW region, as well as public and private sector agencies undertaking economic development planning and / or activities relating to their area of influence or market sector. The challenge for these key stakeholders is to work collaboratively, so that the entire region can contribute and benefit from economic development opportunities. Future strategies for economic development should be tailored to the strengths of the MIW Region and recognise not only economic but also social, cultural and environmental opportunities. Partnerships and collaboration are critical to successful regional economic development efforts. Informed by research, consultation and analysis, the high-level strategic plan for the MIW Region will help to facilitate the delivery of a consistent approach to regional economic development that enhances development activities across the region by strengthening a shared understanding, aligning priorities, adopting best practice and avoiding ad hoc approaches. The new strategy will guide regional stakeholders to: Work together to identify opportunities for sustainable economic growth and development over the MIW Region through coordination and promotion of economic and development activities, priorities and resources; Facilitate and coordinate aspects of longer-term, strategic and sustainable development planning for the MIW Region to minimise duplication and fragmentation; and Collaborate across industries, institutions and governments at all levels to identify and attract targeted industries and help to further develop existing industries in the MIW Region. Page 1

6 Building Collaboration and Prioritisation Phase 1 Report The first step to ensuring a collaborative and co-ordinated approach to economic development promotion and facilitation in the Mackay-Isaac-Whitsunday Region is to identify, collate and synthesise all existing relevant policy and strategy documentation across the region to understand and articulate where the synergies lie, where there may be conflict or duplication and where there are strategic gaps that need to be addressed. This is the purpose of Phase Phase 1: Building Collaboration and Prioritisation This first phase of the strategy development process - the Building Collaboration and Prioritisation Study - identifies priorities for a shared vision and collaborative action for facilitating government and private sector investment and regional economic development in the MIW Region. It also considers existing economic development governance arrangements. Key to this first phase in the analysis is the identification, collation and synthesis of existing relevant policy and strategy documentation across the region to understand and articulate where the synergies lie, where there may be conflict or duplication and where there are strategic gaps that need to be addressed. This will also inform opportunities for greater regional collaboration, interaction, coordination and promotion of regional economic development opportunities in the MIW Region. The outcomes of the review, documented herein, will be used to inform the development of the Economic Development Strategic Plan for the Mackay-Isaac-Whitsunday Region. The desired outcome of this work is to produce a well-articulated and informed plan that will be an evidenced based tool grounded in research and analysis, targeting regional economic development outcomes for the MIW Region. The outcomes of this Phase 1 work will assist in determining priorities and opportunities for the region so that the Mackay-Isaac-Whitsunday Economic Development Strategic Plan articulates a clear, consensus-driven high-level framework that will: Draw together existing regional structures and networks in a coordinated manner to highlight regional needs and priorities; Inform and engage regional stakeholders to advocate, coordinate and promote the MIW Region across and between governments and sectors; and Encourage collaboration and partnerships and identify opportunities to leverage integrated regional planning and strategies to strengthen regional outcomes. To do this effectively requires a clear understanding amongst regional stakeholders of their shared and respective roles and functions in addressing the enablers of economic development. Page 2

7 Building Collaboration and Prioritisation Phase 1 Report 1.3 Providing the Foundations for the MIW Region s Economic Development Economic development is the continuous process of growing an area s level of income and capital (wealth) and distributing that wealth (through local expenditure and jobs) to the community. Typically measured in terms of income and employment, economic development is also measured by improvements in education, skills, health, culture, community wellbeing, a sense of place and the environment. The concept of sustainable economic development looks beyond improvements in industry output, gross regional product (GRP) and employment. As fundamental as these traditional growth measures are, sustainable economic development requires long-term economic growth while also building community, cultural and environmental attributes which are linked with economic success. While business and industry drives economic growth and development, local and regional government agencies directly influence the enabling environment for growth and prosperity. These enablers refer to the services, infrastructure and support mechanisms required to facilitate economic activity. The enablers of economic development include: physical infrastructure (transport, communications, energy, water, industrial land); the urban form and function of the region s activity centres; community / social services and facilities; education and training infrastructure and programs; research and innovation infrastructure; a supportive and pro-active regulatory and planning framework; and a strong regional planning framework and collaborative partnerships to articulate, promote and guide desired local and regional economic development outcomes. In reviewing and synthesising the key components of the MIW Region s existing relevant policy and strategy documentation, for each one, the underlying strategic themes and objectives are reviewed along with specific program and project proposals (recommended actions). Attention is paid to how each program or project proposal intersects with the enablers of economic development, including: Physical and community infrastructure which underpins economic activity and is fundamental to a prosperous economy. It includes transport infrastructure (roads, rail, seaports and airports), power and water, serviced industrial land and communications. Digital communications technology has become a fundamental enabler of business innovation and economic development, and the emergence of the digital economy has increased the propensity for individuals and businesses to interact and trade with suppliers, partners and customers through information and communications technologies. Quality community infrastructure is a fundamental enabler of economic development for the role it plays in facilitating social and economic interaction and exchange. It includes recreation, leisure and entertainment facilities, cultural facilities and community services and facilities. A pro-active regulatory and land use planning environment has a significant impact on both local and regional economic development outcomes and is perhaps the most powerful tool of Councils when working to facilitate and enable economic development. In the Mackay-Isaac- Whitsunday Region, through the agency of local planning schemes, structure plans and master plans, and associated planning and building regulations, the location, form and extent of investment in both the urban and rural environment is heavily influenced by each of the three Councils. Page 3

8 Building Collaboration and Prioritisation Phase 1 Report Figure 1. The Enablers of Economic Development Physical Infrastructure, Services and Facilities Research and Innovation Infrastructure Community Infrastructure, Services and Facilities Enablers of Economic Development Education Infrastructure and Skills Planning and Collaborative Governance Pro-active Regulatory and Land Use Planning Environment Source: SC Lennon & Associates Education infrastructure and skills are essential for facilitating improvements in a region s human capital, which can enhance the innovative and productive capacity of the workforce, making the Mackay-Isaac-Whitsunday Region more attractive to prospective investors. The development of a skilled and adaptable workforce is critical to the future success of the MIW Region s traditional industry strengths in agriculture, resources and tourism, as well as new and emerging knowledge-based industry sectors. Research and innovation infrastructure is a broad term which refers to facilities, resources and services used by researchers, educators, the science community and industry to conduct research and foster innovation. In the context of the MIW Region, it is defined by spaces where research, knowledge and data can be connected with entrepreneurial ideas to grow high-value and innovative businesses. planning and collaborative governance refers to the way in which collaborative partnerships are structured and managed and the processes employed to progress a region s economic development agenda. Collaborative regional governance and effective regional partnerships underpins good planning and is characterised by co-ordinated approaches to: research and information / knowledge-sharing; stakeholder engagement (industries, communities, institutions); engagement with State and Federal Governments (advocacy); Page 4

9 Building Collaboration and Prioritisation Phase 1 Report regional planning; regional branding and promotion; strategic project identification and prioritisation; and implementation of strategies for the good of the whole region. Together, the enablers of economic development underpin the MIW Region s potential and its appeal as a place to visit, work, live and invest in. The question remains, with the MIW Region s multiplicity of economic development organisations, agencies, boards and committees, all with good intentions but with some potentially overlapping activities, how should the resources of each be focused to ensure complimentary opportunities and activities are developed to the benefit of all stakeholders? The answer lies in a clear articulation of economic development roles and functions and a shared understanding of where various agents of change can best play their role. Having regard for the above enablers, there are four core areas of economic development activity to consider in preparing the two-phase study for the MIW Region and these can be described as: 1. Preparing for Prosperity - Strategic Planning, Regulation and Place Management; 2. Enabling Prosperity Infrastructure & Service Provision and Place Management; 3. Supporting Prosperity - Investment Attraction and Business Support; and 4. Promoting Prosperity - Economic Development Advocacy and Partnerships. Each is explained below. 1. Preparing for Prosperity - Strategic Planning, Regulation and Place Management As noted above, strategic land use planning and regulation has a significant impact on economic development outcomes and is perhaps, the most powerful tool of Councils when working to facilitate and enable economic development. As well as ensuring that adequate land and floorspace is available for commercial and industrial development, the local regulatory and land use planning regime serves to reinforce existing or emerging industry clusters by providing appropriate signals relevant to the performance and locational requirements of the industries concerned. At a local level, the Mackay, Isaac and Whitsunday Councils can influence a sense of place and the functioning of activity centres through master planning, place activation and revitalisation programs. 2. Enabling Prosperity - Infrastructure and Service Provision Efficient and effective infrastructure underpins economic activity and is fundamental to a prosperous economy. It includes physical infrastructure (like roads, rail and airports, communications, power and water) and quality community infrastructure (like recreation and leisure facilities, cultural facilities and community services and facilities). In the MIW Region, regional stakeholders can work together to ensure that these fundamentals for investment and economic development are addressed by planning for and providing both local and regionally significant infrastructure in an informed, planned and co-ordinated manner. Page 5

10 Building Collaboration and Prioritisation Phase 1 Report 3. Supporting Prosperity - Industry Support and Investment Attraction Investment is fundamental to economic development, and access to markets is a key determinant of long-term economic growth. Working together, key agents of change in the MIW Region can facilitate investment by promoting what region has to offer prospective investors in a strategic and targeted fashion. An economic development strategy can provide the overarching framework for this, supported by a well-articulated investment prospectus. 4. Promoting Prosperity - Economic Development Advocacy and Partnerships In the MIW Region, regional partners provide a unifying voice for communities and for businesses when lobbying State and Federal Governments on key economic or infrastructure issues. Working collaboratively, they have a role to play in attracting government investment in enabling infrastructure by identifying strategic priorities and preparing business cases to inform government funding for key projects. By undertaking the necessary investigations and preparing informed business cases, they provide a conduit for State and Federal Government funding for infrastructure projects like regional transport infrastructure, communications, education, health, cultural and sporting facilities. These four core economic development activities are not mutually-exclusive but rather, mutuallyreinforcing, as illustrated in Figure 2. Figure 2. Core Economic Development Facilitation Activities SC Lennon & Associates Page 6

11 Building Collaboration and Prioritisation Phase 1 Report Articulating the MIW Region s collaborative economic development priorities and functions in this way informs strategic action areas, which in turn will be informed by the outcomes of this Phase 1 study. Section 2 of this report presents a summary of 30 strategic planning and policy documents focused on local and regional economic development. A more detailed review and analysis of each document is presented in the Appendices to this report. Having regard for the enabling roles and functions of the MIW Region s economic development agencies and organisations, a key consideration of the strategic document review is the identification of critical enabling infrastructure needs, shortfalls, opportunities and priorities to facilitate investment and economic development in the MIW Region. A related consideration is the economic development roles, functions and activities of the various agents of change and how these activities are articulated in their policy, planning and strategy documents. This is particularly important as it is a key role of government organisations and agencies to identify, plan for and provide strategic infrastructure to facilitate business investment and employment growth in a region. A third component of the review is the identification of economic development opportunities and priorities for the MIW Region. Page 7

12 Building Collaboration and Prioritisation Phase 1 Report 2. Strategic Document Summary: Analysis of Common Themes and Priorities 2.1 Mackay-Isaac-Whitsunday Region Plans and Strategies Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Greater Whitsunday Alliance Strategic Plan, GW3 Physical Infrastructure Planning (L) Education & Training Program (R) Investment Attraction (L, R) Industry Support (L, R) Transport Infrastructure Planning and Project Development (R) Energy & Water Infrastructure Planning & Project Development (R) Research & Innovation Infrastructure (R) Economic Development Advocacy & Partnerships (R) The GW3 plan picks up on the key transport infrastructure projects that will improve regional connectivity for key industries and improve access to markets. These projects are largely crossregional in their potential impact and reoccur throughout many of the other plans and reports reviewed - in particular, infrastructure for regional water security, road, seaport and air transport infrastructure are crossregional issues / opportunities. Planning & Collaborative Governance (R) Plans for the establishment of centres of excellence at the CQU campus in Resources, Agriculture and Marine Services pick up on the recurring regional theme of fostering industry innovation networks. Page 8

13 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Greater Whitsunday Alliance Indaba Results (2017) GW3 Strategic Land Use Planning (SR) Air Transport Infrastructure Planning & Project Development (R) Education & Training Program (R) Investment Attraction (R) Industry Support (R) Research & Innovation Infrastructure (R) Economic Development Advocacy & Partnerships (R) Community Infrastructure Planning & Project Development (R) Water Infrastructure Planning & Project Development (R) Page 9

14 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Mackay-Isaac-Whitsunday Roadmap (RDAMIW) Physical Infrastructure Planning (R) Road Transport Infrastructure Planning and Project Development (R, SR) There is significant overlap between the RDA Roadmap and the GW3 Strategic Plan, particularly investment in enabling infrastructure. Community Infrastructure Planning and Project Development (L, R) Energy & Water Infrastructure Planning and Project Development (R) Seaport Transport Infrastructure Planning & Development (R) Communications Infrastructure Planning & Project Development (L, R) Education & Training Program (R) Air Transport Infrastructure Planning (R) Rail Transport Infrastructure Planning (R) Page 10

15 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Mackay-Isaac-Whitsunday Agricultural Overview 2016 (RDAMIW) Growing Greater Whitsunday Agrifood 2016 (RDAMIW) Physical Infrastructure Planning and Development (R) Water Infrastructure Planning and Project Development (R) Air Transport Infrastructure Planning & Project Development (R) Road Transport Infrastructure Planning & Project Development (R) Rail Transport Infrastructure Planning & Project Development (R) Industry Support (R) Investment Attraction (R) Industry Support (R) Investment Attraction (R) Agriculture is a significant contributor to the whole of the MIW economy. Opportunities for growth in agricultural output will be facilitated by improved access to markets, value added processing and the development of new export markets. Transport infrastructure is key to achieving this as is water security. Water Infrastructure Planning and Project Development (R) Mackay-Isaac-Whitsunday Rural Futures Project (RDAMIW) Natural Infrastructure (R) Multi-Modal Transport Infrastructure Planning (R) Physical Infrastructure Planning and Development (R) Research & Innovation Infrastructure (R) Education & Training Program (R) Page 11

16 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Mackay-Isaac-Whitsunday Region Digital Economy Strategy and Action Plan 2015 (Whitsunday ROC) Education & Training Program (R) Communications Infrastructure Planning & Project Development (R) Business Information & Support (R) Planning & Collaborative Governance (R) Digital connectivity is a key enabler underpinning the growth of the region s industries through technology driven efficiency gains; including value added processing, supply chain management and smart infrastructure. This is particularly relevant to agriculture, mining and METS and advanced manufacturing, but also to the tourism industry. Smart Region capability would be the next obvious phase for this work, particularly with the emphasis on transport infrastructure gaps. The North Qld Bulk Ports Corporation alludes to the adoption of smart infrastructure in its development of the three ports in the region: Sustainable technologies will be incorporated into Port Development to decrease long term operating costs and reduce the environmental footprint. Page 12

17 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Greater Whitsunday Region Investment Opportunities 2018 Department of State Development, Manufacturing, Infrastructure and Planning Physical Infrastructure Planning & Project Development (R) Investment Attraction (R) There does not appear to be an overt protocol to coordinate and manage investment enquiries to the MIW Region. Mackay, Isaac and Whitsunday Plan Department of Government and Planning Strategic Land Use Planning (R) Physical Infrastructure Planning (R) Planning & Collaborative Governance (R) Mackay Isaac Whitsunday Draft Transport Plan 2017 Queensland Department of Transport and Main Roads Road Transport Infrastructure Planning & Project Development (R) Page 13

18 Building Collaboration and Prioritisation Phase 1 Report 2.2 North Queensland Region Plans and Strategies Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments The North Queensland Strategy 2014 RDA Road Transport Infrastructure Planning & Project Development (R) Seaport Transport Infrastructure Planning & Project Development (R) These priorities are consistent with major infrastructure gaps in the MIW Region. Air Transport Infrastructure Planning & Project Development (R) Northern Australia Infrastructure Audit Report 2015 Australian Government, Infrastructure Australia Seaport Transport Infrastructure Planning & Project Development (R) Air Transport Infrastructure Planning & Project Development (R) Road Transport Infrastructure Planning & Project Development (L, R) Energy Infrastructure Planning and Project Development (L, R) Water Infrastructure Planning & Project Development (L, R) Communications Infrastructure Planning & Project Development (L, R) Page 14

19 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Northern Australia White Paper 2015 Australian Government Department of Prime Minister and Cabinet Physical Infrastructure Planning and Project Development (R) Road Transport Infrastructure Project Planning & Development (R) Research & Innovation Infrastructure (R) Industry Support (L, R) Opportunities exist for alignment, particularly for funding for critical transport infrastructure to connect industries in the MIW Region with market access. Investment Attraction (R) Our North, Our Future Developing Northern Australia 2017 Implementation Report Australian Government Department of Industry, Innovation and Science Energy & Water Infrastructure Planning and Project Development (R) Physical Infrastructure Planning and Project Development (R) Road Transport Infrastructure Project Planning & Development (R) Investment Attraction (R) Industry Support (R) Research & Innovation Infrastructure (R) Page 15

20 Building Collaboration and Prioritisation Phase 1 Report 2.3 Queensland Plans and Strategies Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Advancing Our Cities and Regions Strategy Queensland Department of State Development, Manufacturing, Infrastructure and Planning Strategic Land Use Planning (L) Physical Infrastructure Planning and Project Development (L) Energy Infrastructure Planning and Project Development (R) Advancing Trade and Investment - Queensland Trade and Investment Strategy Trade and Investment Queensland Industry Support (S) Physical Infrastructure Planning and Project Development (R) Road Transport Infrastructure Project Planning & Development (R) Industry Support (S) Investment Attraction (S) Research & Innovation Infrastructure (S) Education & Training Program (S) Business Information & Support (S) Economic Development Advocacy & Partnerships (S) Alignment between regional opportunities and State policy / program priorities is key to regional prioritisation. METS Advanced Manufacturing Agribusiness & Food Aquaculture Bio-products Defence & Aerospace Research & Innovation Infrastructure that supports the above Page 16

21 Building Collaboration and Prioritisation Phase 1 Report 2.4 Mackay Region Plans and Strategies Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Mackay Council Economic Development Strategy Mackay Council Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Physical and Community Infrastructure Planning & Project Development (L, R) Education & Training Program (L, R) Road Transport Infrastructure Project Planning & Development (R) Supporting Prosperity (Investment Attraction & Industry Support) Industry Support (L, R) Investment Attraction (L, R) Business Information & Support (L, R)) Promoting Prosperity (Economic Development Advocacy & Partnerships) Planning & Collaborative Governance (R) Economic Development Advocacy & Partnerships (L, R) Comments Mackay Council demonstrates strong support for regional governance, planning and partnerships (reinforced through the Corporate Plan). There is a commitment to local and regional priorities. A number of catalyst projects are also of regional significance and are reflected in GW3 s strategic plan. Of note are the Mackay Ring Road development, the Bowen Basin Service Link and the development of a Mining Centre of Excellence. Mackay Council Corporate Plan, Mackay Council Physical & Community Infrastructure Planning (L) Business Information & Support (L) Road Transport Infrastructure Development (L, R) Investment Attraction (L, R) Research & Innovation Infrastructure (R) Industry Support (L, R) Planning & Collaborative Governance (R) Economic Development Advocacy & Partnerships (L, R) Page 17

22 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Invest Mackay Investment Prospectus Mackay Council Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Physical Infrastructure Planning & Development (L) Community Infrastructure Planning & Development (L) Enabling Prosperity (Infrastructure & Service Provision) Physical Infrastructure Planning & Development (R) Community Infrastructure Planning & Development (R) Supporting Prosperity (Investment Attraction & Industry Support) Business Information and Support (L, R) Industry Support (L, R) Investment Attraction (L, R) Promoting Prosperity (Economic Development Advocacy & Partnerships) Collaborative Governance (R) Economic Development Advocacy & Partnerships (L, R) Comments Mackay Our Future, Our Priorities 10 Priorities 2018/19 Mackay Council Planning & Development (L) Community Infrastructure Planning & Development (L) Road Transport Infrastructure Development (L, R) Physical Infrastructure Planning & Development (L, R) Industry Support (L, R) Research & Innovation Infrastructure (R) Economic Development Advocacy & Partnerships (L) This document reinforces the key catalyst initiatives captured in Council s economic development strategy, investment prospectus and corporate plan. Strategic Land Use Planning (L, R) The Voice of Mackay s Business Community Mackay Region Chamber of Commerce Business Information and Support (L, R) Industry Support (L, R) Economic Development Advocacy & Partnerships (L, R) Mackay Destination Tourism Plan Mackay Tourism Air Transport Infrastructure Planning and Project Development (R) Physical Infrastructure Planning & Development (R) Industry Support (L, R) Investment Attraction (L, R) Business Information and Support (L, R) Economic Development Advocacy & Partnerships (L, R) Planning & Collaborative Governance (R) Tourism is generally locally focused. Development of Hero experiences can contribute to a broader regional brand. Development of the Mackay Airport would be of regional significance. Page 18

23 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Hay Point 2010 NQBPC North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Mackay 2009 NQBPC Strategic Land Use Planning (R) Strategic Land Use Planning (R) Seaport Transport Infrastructure Project Planning & Development (R) Multi-Modal Transport Infrastructure Planning & Development (R) Seaport Transport Infrastructure Project Planning & Development (R) Multi-Modal Transport Infrastructure Planning & Development (R) Development and expansion of the three ports in the MIW Region are critical to the future growth of the region s major industries and development of emerging industries, supporting economic diversification. Development of containerisation facilities at the Port of Mackay would be a game changer for the region and support development of new export / import opportunities. Road Transport Infrastructure Planning (R) North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Abbot Point 2010 NQBPC Strategic Land Use Planning (R) Seaport Transport Infrastructure Project Planning & Development (R) Multi-Modal Transport Infrastructure Planning & Development (R) Road Transport Infrastructure Planning & Development (R) Page 19

24 Building Collaboration and Prioritisation Phase 1 Report 2.5 Isaac Region Plans and Strategies Strategy, Plan or Report Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Economic Development Activity Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Isaac Region from Black Coal to Green Gold Socio- Economic Development Framework Isaac Council Isaac Region Tourism Development Strategy Isaac Council Strategic Land Use Planning (L, R) Physical & Community Infrastructure Planning (L) Water Infrastructure Planning and Project Development (L, R) Natural Infrastructure (L, R) Energy Infrastructure Planning and Project Development (L) Communications Infrastructure Planning and Project Development (L) Road and Rail Transport Infrastructure Planning & Project Development (R) Physical Infrastructure Planning Program (L, R) Community Infrastructure Planning Program (L, R) Industry Support (L) Investment Attraction (L) Business Information & Support (L) Research & Innovation Infrastructure (L) Education & Training Program (L) Industry Support (L) Education & Training Program (L) Business Information & Support (L) Planning & Collaborative Governance (L, R) Governance and Collaboration (R) Economic Development Advocacy and Partnerships (L) Inter-regional transport access and connectivity are critical enablers for the Isaac Region economy, particularly its linkages to Mackay, it s ports and the METs sector, but also for the tourism industry with drive market linkages to other regions. Renewable Energy and Clean Tech represent opportunities to diversity the economy. Water and communications infrastructure development are also important enablers. The plan is distinguished from the other Council areas in couching itself within an explicit sustainability framework. Page 20

25 Building Collaboration and Prioritisation Phase 1 Report 2.6 Whitsunday Region Plans and Strategies Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Whitsunday Council Economic Development Strategy Whitsunday Council Strategic Land Use Planning (L) Physical Infrastructure Planning Program (L) Water Infrastructure Planning and Project Development (L, R) Transport Infrastructure Planning (L, R) Education & Training Program (L) Air Transport Infrastructure Project Development (L, R) Industry Support (L, R) Business Information & Support (L) Industry Support & Investment Attraction (R) Research & Innovation Infrastructure (L, R) Economic Development Advocacy and Partnerships (L) Similar to the Mackay Council, the Whitsunday Economic Development Strategy has a strong focus on local initiatives with key regional initiatives reinforcing the economic development priorities of the Corporate Plan. Consistent with overarching regional themes, these priorities include road and air transport infrastructure development, water infrastructure to support the growth of agriculture (particularly horticulture) and development of the Port of Abbot Point and associated State Development Area. Whitsunday Council nominates itself has having a strong regional advocacy role in securing these, and other, developments Page 21

26 Building Collaboration and Prioritisation Phase 1 Report Strategy, Plan or Report Economic Development Activity Note: L = initiative S = Sub-regional initiative R = initiative Preparing for Prosperity (Strategic Planning, Regulation & Place Management) Enabling Prosperity (Infrastructure & Service Provision) Supporting Prosperity (Investment Attraction & Industry Support) Promoting Prosperity (Economic Development Advocacy & Partnerships) Comments Whitsunday 2020: Whitsunday Council Corporate Plan, Whitsunday Council Strategic Land Use Planning (R) Transport Infrastructure Planning & Development (R) Transport Infrastructure Project Development (R) Energy & Water Infrastructure Planning and Project Development (L, R) Seaport Transport Infrastructure Project Planning & Development (R) Strategic Land Use Development (L, R) Industry Support (L) Strategies are mostly locally focused with key exceptions being developing international access to the Whitsunday Coast Airport and developing touring routes, product and packages (either alone or in conjunction with adjoining regions) that attract visitation from adjoining regions (and/or encourage greater visitation to the broader region). Arguably, Airlie Beach and the Whitsunday Islands are Hero destinations that provide opportunities to draw visitors into / through the broader region. The Whitsundays Destination Tourism Plan Whitsunday Council Physical Infrastructure Planning & Development (L, R) Industry Support (L, R) Education & Training Program (L) Economic Development Advocacy and Partnerships (L, R) Investment Attraction (L) Business Information & Support (L) Page 22

27 Building Collaboration and Prioritisation Phase 1 Report 3. Building Collaboration and Prioritisation 3.1 A Strategic and Informed Approach to Economic Development The review of plans and strategies summarised in Section 2 and detailed in the appendices to this report highlights the interdependencies of the Mackay-Isaac-Whitsunday Region and its constituent sub-regions through shared industry needs and opportunities. The commonality of economic development challenges and opportunities is most strongly reflected in the expressed need for critical enabling infrastructure - particularly infrastructure for regional water security, roads, rail, seaports and air transport. While economic development strategies for the three individual Councils have a strong focus on local (sub-regional) actions, they all identify cross-regional industry growth opportunities and the need for regional advocacy and partnerships to achieve the shared infrastructure and industry support required to realise these opportunities. The Mackay and Whitsunday Councils strongly articulate support for priority regional infrastructure through their respective corporate plans. The Australian Government s focus on developing Northern Australia prioritises funding for critical transport infrastructure to connect industries with market access and presents opportunities for alignment with the needs of the MIW Region. Of note, however, is the overlap between the strategic priorities of GW3 and those of RDAMIW, particularly regarding investment in enabling infrastructure. The MIW Region s comparative advantages align well with current industry priorities of the Queensland State Government, as captured in policy documents including the Queensland Trade and Investment Strategy. This should be a key consideration in establishing regional priorities. Sectors where there is good alignment include: Mining, Equipment, Technology and Services (METS); Advanced Manufacturing; Agribusiness & Food (including Aquaculture); Bio-products; Tourism; Aviation (including Defence & Aerospace); and Research & Innovation Infrastructure that supports the above. Also building on the region s comparative advantages are numerous strategies for fostering industry innovation networks and research and development centres of excellence. Identified industries include mining and resources, regional agriculture, sugar, grazing and marine services. Digital connectivity is a key enabler for developing a regional innovation ecosystem and supporting the next phase of industry growth through value-added processing and value chain management in new export markets. This is particularly relevant to agriculture, mining and METS and advanced manufacturing. The region s Digital Economy Strategy and Action Plan has laid important foundations in this regard and developing a Smart Region framework for the MIW Region should be the next iteration of this work. Page 23

28 Building Collaboration and Prioritisation Phase 1 Report Development and expansion of the three seaports in the MIW Region are critical to the future growth of its major industries as well as development of emerging industries. Development of containerisation facilities at the Port of Mackay would be a game-changer for the region and support economic diversification. It could also lay the foundations for the development of a regional export hub serving the agri-food and METS sectors in particular. Tourism is important to all three Councils. While support is given to broader regional advocacy and partnerships in the development of regional tourism opportunities, individual strategies naturally focus on the respective Council areas and key destinations and experiences within those areas. The key shared regional tourism priority lies in drive tourism, which is the major visitor market for all three Council areas. Developing touring routes, product and packages linked to the Queensland Drive Tourism Strategy, and cross-promotion between the three Council areas and with destinations outside of the region are key. Some notable regional gaps that can be perceived from the document review, and which require further investigation, include: There does not appear to be an overt protocol to co-ordinate and manage investment enquiries to the MIW Region; Climate change adaption support for businesses, particularly agriculture; and Workforce planning, that is, planning for the impact of technology on the jobs of the future. These gaps, along with opportunities to capitalise on strategic initiatives already mooted or underway, will be explored on Phase 2 - the preparation of the Mackay-Isaac-Whitsunday Economic Development Strategic Plan. The preparation of a practical, pragmatic and effective Economic Development Strategic Plan will require an established consensus on regional priorities. It will also require a clearly articulated mandate for GW3 to play its role as a key agent of change, in collaboration with other stakeholders engaged in the preparation and delivery of policies, plans and strategies to facilitate the MIW Region s path towards greater prosperity. 3.2 Innovation and Prosperity through Consensus and Collaboration This first phase of work to inform the preparation of the Mackay-Isaac-Whitsunday Economic Development Strategic Plan is about building collaboration of prioritisation. Economic development, which is about growing the size of the economy and distributing wealth is about prosperity. To be more prosperous, regions need to build on their comparative and competitive strengths by finding new ways of doing things or doing what they do now, better. This means economic development is also about innovation. To innovate means to introduce a new process or way of doing things. This is a popular concept in economic development circles because innovation and the commercialisation of new ideas is one of the means by which industry can boost productivity to contribute to a more competitive economy. Innovation, and by implication, the ability to attract investment and support industry growth is a team effort, and no matter how well run a business enterprise is, or how well-integrated a local industry, innovation needs to be supported by good regional governance. And good regional governance is defined by the factors that reduce investment and operating uncertainty such as transparency in government processes, strong leadership and good infrastructure management. Page 24

29 Building Collaboration and Prioritisation Phase 1 Report Regions which are attractive to investment feature a high level of trust and co-operation between related enterprises and institutions. This speeds-up the cross-flow of valuable information about new business and investment opportunities, new ways of doing things and potential new contracts. It also reduces risk premiums on enterprise formation or re-location (i.e. inward investment). For a region to be innovative, it needs innovative leadership. So, one might ask how best can economic development actors in local government, regional development organisations, State Government agencies, RDA Committees and regional development bodies engage in innovative approaches to economic development? The answer lies first and foremost in the establishment and maintenance of productive partnerships. In other words, collaboration is key. This report demonstrates the myriad of local and regional economic development plans, policies and strategies in place that are designed to help facilitate and promote the economic development interests of the Mackay-Isaac- Whitsunday Region and its constituent parts. While some of the recommended initiatives presented in these documents have been implemented or are being progressed, there are many others which are still in train or yet to commence. Irrespective, the purpose of this Phase 1 report is to synthesise the contents of the various policy and strategy documentation across the region to understand and articulate where the synergies lie, where there may be conflict or duplication and where there are strategic gaps that need to be addressed. This informs opportunities for greater regional collaboration, interaction, co-ordination and the promotion of regional economic development opportunities in the MIW Region. Importantly, it focuses the roles and functions of GW3 as the the peak advocacy body to promote the MIW Region and secure the funding required to stimulate economic development and facilitate growth. Leveraging the regional frame of reference of GW3, the co-ordination of the MIW Region s economic development objectives, roles and activities can help to prevent a potentially wasteful duplication of economic development activities and resources. In almost any region in Australia, numerous economic development organisations, agencies, boards and committees, all with good intentions but with overlapping activities and a lack of mutual direction can significantly hamper implementation of even the best economic development strategy. This is something the establishment of the Greater Whitsunday Alliance is clearly designed to counter. Duplication of resources and effort is not unique to any one region and is in fact a recurring theme throughout Australia. It is one that regional stakeholders have had to start paying greater attention to as State and Federal funding bodies become ever more scrupulous (for many a good reason) in their determination of regional development priorities. A partnership approach to economic development in the MIW Region will ensure that, through communication, collaboration and co-ordination, the potential for complimentary opportunities and activities are developed to the benefit of all stakeholders. Page 25

30 Building Collaboration and Prioritisation Phase 1 Report 3.3 Consensus, Collaboration, Economic Development and the Role of GW3 Referring back to the introduction to this report and considering the enablers of economic development, there are four core areas of economic development activity for which local and regional agents of change - Councils, regional organisations of Councils, State and Federal Government agencies, RDA Committees, statutory bodies, key institutions such as education and training providers, peak industry bodies and regional development agencies - have a collective interest in and responsibility for. These are: 1. Preparing for Prosperity - Strategic Planning, Regulation and Place Management; 2. Enabling Prosperity - Infrastructure & Service Provision; 3. Supporting Prosperity - Investment Attraction and Business Support; and 4. Promoting Prosperity - Economic Development Advocacy and Partnerships. This review of the local and regional plans and strategies that are designed to facilitate and promote the economic prosperity of the MIW Region provides an evidence-base to inform regional consensus and a collaborative approach to addressing the region s economic development challenges, opportunities and priorities. It helps to inform and articulate a regional approach for key stakeholders to advocate, co-ordinate and promote the interests of the MIW Region for the benefit of its sub-regions and localities, between governments and across sectors. Importantly, this Phase 1 review and synthesis of strategic policy and planning information helps to clarify and articulate the roles and functions of GW3 as a key partner with a mandate to promote the MIW Region, stimulate economic development and facilitate growth. Strategic, informed and effective economic development program planning and project implementation at the regional level requires a robust governance body that has the recognised authority and responsibility for leading and overseeing the implementation of Mackay-Isaac- Whitsunday s regional economic development activities. To effectively co-ordinate the pursuit of regional priorities, it is critical that a collaborative, partnership approach is instilled in the region. This means that, instead of potentially superseding the economic development roles and activities of existing organisations, a key function of GW3 is to help pull the region s stakeholders together, to better co-ordinate the exchange of ideas, information and efforts to facilitate regional economic development. This means GW3 s contribution to facilitating and promoting the economic development interests of the MIW will be most effectively served by it focussing its efforts on two of the four core economic development activities referred to above, being: Promoting Prosperity - Economic Development Advocacy and Partnerships; and Supporting Prosperity - Investment Attraction and Business Support. Specifically, GW3 can focus its efforts on the following: To oversee the preparation of the MIW Region s Economic Development Strategic Plan and to coordinate strategy inputs and responses; To develop, monitor and report on the highest order actions as distilled from the Economic Development Strategic Plan; To co-ordinate consensus on the MIW Region s top ten actions to be implemented for the next three years; To be a co-ordinated point of contact for local, national and international networks. To be a first point of contact for regional investment enquiries; To work to ensure that the region s collective (human and financial) resources are allocated for priority projects; To regularly review the progress of implementing the top ten actions; Page 26

31 Building Collaboration and Prioritisation Phase 1 Report To pursue and adopt new strategies as the opportunity arises due to changing circumstances, and to remove recommended actions that are no longer applicable; To effectively advocate for projects and opportunities from both government and the private sector; and To continually work to develop stronger linkages and partnerships between the three spheres of government to achieve the desired economic development outcomes for the MIW Region. For greatest effect, the role and function of GW3 must be communicated to and fully endorsed by its member organisations and economic development partners, as well as the broader community it ultimately serves. It is also critical that the roles, functions and activities of GW3 be regularly communicated at a corporate / industry level and importantly, at a political level. This is because without stakeholder endorsement, a co-ordinated approach to economic development facilitation will ultimately fail. Figure 3. Economic Development Facilitation Activities and the Role of GW3 1. Preparing for Prosperity: Strategic Planning, Regulation and Place Management 2. Enabling Prosperity: Infrastructure and Service Provision 3. Supporting Prosperity: Investment Attraction and Industry Support 4. Promoting Prosperity: Economic Development Advocacy and Partnerships / Source: SC Lennon & Associates Focussing the efforts of GW3 on investment attraction, industry support and economic development advocacy and partnership provides the MIW Region s stakeholders with an effective, transparent and co-ordinated implementation mechanism which can strategically respond to the needs and priorities of the region. This will occur via the timely, coordinated and cost-effective implementation of the actions to be identified in the Mackay- Isaac-Whitsunday Economic Development Strategic Plan. Page 27

32 Building Collaboration and Prioritisation Phase 1 Report 3.4 The MIW Region s Ten Key Areas of Economic Development Opportunity Following the detailed review of key strategies and plans, as summarised in Section 2 and detailed in the appendices to this report, the following have been identified as the Mackay-Isaac-Whitsunday Region s ten key areas of economic development opportunity. Together, these key activity areas inform GW3 s focus as the MIW Region s independent, strategic and coordinated point of contact for local, national and international networks, advocating for projects and opportunities from both government and the private sector. They reflect the critical importance of addressing the MIW Region s enabling infrastructure to support economic development and the focus of GW3 on investment attraction, industry support, economic development advocacy and partnerships. They are: 1. Promote Development of Agribusiness and the Agrifood Sector in the MIW Region. 2. Promote Development of the MIW Region s Biofutures Industry. 3. Promote Development of the MIW Region s METS and Advanced Manufacturing Sectors. 4. Support and Promote the Activities of the MIW Region s Tourism Bodies. 5. Advocate for the MIW Region s Priority Road and Rail Transport Connections. 6. Advocate for the Expansion of the Region s Airports and Improved Airport Connections. 7. Advocate for a Distribution Hub Serving the Food and METS Sectors. 8. Support the Development of the Region s Tertiary Education Sector Including Industry Centres of Excellence. 9. Support a Sustainable Energy Future for the MIW Region. 10. Support Security of Sustainable Water Supply for the MIW Region. These key areas of regional opportunity will be explored in detail in Phase 2 the preparation of the Mackay-Isaac- Whitsunday Economic Development Strategic Plan. Page 28

33 Bibliography Australian Government, Infrastructure Australia (January 2015), Northern Australia Infrastructure Audit Report Australian Government, Department of Prime Minister and Cabinet (2017), Our North, Our Future: Developing Northern Australia Implementation Report Australian Government, Department of Prime Minister and Cabinet (2015), Our North, Our Future: White Paper on Developing Northern Australia Australian Government, Department of Australia, Government, Arts and Sport (2013), Framework for Economic Development, Canberra: Australian Government, Department of Australia, Government, Arts and Sport (2013), Economic Development Guide, Canberra: Greater Whitsunday Alliance (September 2017), Indaba Results, Greater Whitsunday Alliance (January 2017), Greater Whitsunday Alliance Strategic Plan, Isaac Council (2015), Isaac Region: From Black Coal to Green Gold, Socio-Economic Development Framework Isaac Council (2012), Isaac Region Tourism Development Strategy Lennon, S. (August 2017), In Pursuit of Prosperity: Government and Economic Development, in Government Focus, Volume 33, Number 8 Mackay Region Chamber of Commerce (2017), The Voice of Mackay s Business Community Mackay Council (May 2018), Mackay Our Future, Our Priorities 10 Priorities 2018/19 Mackay Council (July 2017), Invest Mackay Investment Prospectus Mackay Council (2016), Mackay Council Corporate Plan, Mackay Council (December 2015), Mackay Council Economic Development Strategy Mackay Tourism (2014), Mackay Destination Tourism Plan North Queensland Bulk Ports Corporation (2010), Land Use Plan Port of Hay Point North Queensland Bulk Ports Corporation (2010), Land Use Plan Port of Abbot Point North Queensland Bulk Ports Corporation (2009), Land Use Plan Port of Mackay

34 Queensland Government, Department of State Development, Manufacturing and Infrastructure (2018), Greater Whitsunday Region Investment Opportunities Queensland Government, Department of Transport and Main Roads (March 2017), Mackay Isaac Whitsunday Draft Transport Plan Queensland Government, Trade & Investment Queensland (2017), Advancing Trade and Investment Queensland Trade and Investment Strategy Queensland Government, Department of Infrastructure, Government and Planning (2016), Advancing Our Cities and Regions Strategy Queensland Government, Department of Government and Planning (2012), Mackay, Isaac and Whitsunday Plan Development Australia Mackay-Isaac-Whitsunday Inc. (2016), Growing Greater Whitsunday Agrifood Development Australia Mackay-Isaac-Whitsunday Inc. (2016), Mackay-Isaac-Whitsunday Agricultural Overview Development Australia Mackay-Isaac-Whitsunday Inc. (2013), Roadmap Mackay-Isaac- Whitsunday, Development Australia Mackay-Isaac-Whitsunday Inc. (date unknown), Rural Futures Statement Development Australia Mackay-Isaac-Whitsunday Inc. (2012), Rural Futures Statement Development Australia (June 2014), The North Queensland Strategy SC Lennon & Associates (2017), Whitsunday Council Economic Development Strategy , prepared on behalf of Whitsunday Council Whitsundays Marketing & Development, Whitsunday Council and Tourism and Events Queensland (2014), The Whitsundays Destination Tourism Plan Whitsunday Council (2014), Whitsunday 2020: Whitsunday Council Corporate Plan, Whitsunday ROC (2015), Digital Economy Strategy and Action Plan viewed 24 th May 2018

35 Building Collaboration and Prioritisation Phase 1 Report Appendix A Appendix A Strategic Document Review and Analysis: Mackay-Isaac-Whitsunday Region Greater Whitsunday Alliance Strategic Plan, Agency or Organisation Responsible for Document: Greater Whitsunday Alliance (GW3) (2017) Overview The Greater Whitsunday Alliance Strategic Plan documents the organisation s six strategic priorities in line with its vision of making the Mackay-Isaac-Whitsunday Region strong for generations. The six key priority areas of the organisation are: (1) Development, Infrastructure and Trade; (2) Liveability; (3) Knowledge Industries; (4) Resources; (5) Tourism; and (6) Agriculture, Aquaculture and Biofutures. There are 16 actions documented across the six priorities, as shown below. Project or Program Project or Program Type Scale Expected Outcomes / Benefits Development, Infrastructure and Trade 1. Collaborate with key stakeholders across the region to enable infrastructure planning and development in ports, road, rail, aviation and agrifood. Transport Infrastructure Planning and Project Development Expected benefits include: Developing and improving regional supply chains resulting in new industry opportunities and jobs growth; road network upgrades; Securing the availability of industrial land for development; Maximisation of port facilities efficiency and competitiveness; Increasing passenger numbers through Mackay Airport and Whitsunday Coast Airport from the international visitor market; Provide expanded export air freight opportunities to the agricultural sector, connecting them with new markets; Improved supply chains and increased sea and air links for regional trade; Supporting growth of the region s diverse and highly productive agricultural sector; and Long-term sustainable economic development. Page A-1

36 Building Collaboration and Prioritisation Phase 1 Report Appendix A Project or Program Project or Program Type Scale Expected Outcomes / Benefits 2. Advocate for regional water security and affordability Water Infrastructure Planning & Project Development By advocating for the importance of water security and affordability for the MIW Region and working with governments to develop a regional water security plan, this project will guarantee water supply to support expansion of industry and potentially open-up more viable agricultural land. 3. Advocate for regional energy security and affordability base load power development, renewables, biofuels Energy Infrastructure Planning and Project Development This initiative will elevate the importance of energy security and affordability for the MIW Region and establish an economically sustainable regional energy security plan providing environmentally efficient and cost-effective energy for the region s industrial, agricultural and domestic development. Liveability 4. Drive the case for regional concessions to improve the affordability of regional housing i.e. first home owners grant on all regional housing Economic Development Advocacy & Partnerships This will help to improve the attractiveness and liveability of the MIW Region, encouraging people to relocate and it will increase the region s ability to attract skilled residents, retain young people and grow the region s population. 5. Collaborate with Greater Whitsunday Council of Mayors to promote regional benefits and opportunities to attract people to the region Economic Development Advocacy & Partnerships and Investment Attraction This will assist in promoting the region from a tourism perspective and encourage population growth which will provide a critical mass to support regional initiatives. Page A-2

37 Building Collaboration and Prioritisation Phase 1 Report Appendix A Project or Program Project or Program Type Scale Expected Outcomes / Benefits 6. Promote the strength of the region to southern financial and banking sectors to encourage funding and lobby to reduce the risk profile Economic Development Advocacy & Partnerships and Investment Attraction By working to improve the risk profile of the MIW Region to the financial sector and prospective investors, this initiative will help to achieve a more favourable lending policy which will assist development and make it easier for the region s home-buyers and businesses to secure funding. 7. Pursue urban renewal projects across the Greater Whitsunday Region Physical Infrastructure Planning / By supporting the role of regional centres as having leading social infrastructure and services, this project will help to create a sense of community and add to the attraction and retention of families in the region. Knowledge Industries 8. Place the region at the forefront of innovation through facilitating partnerships and identifying opportunities which will deliver value for our economy Planning & Collaborative Governance and Research & Innovation Infrastructure Through the development of a Collaborative Action Plan to grow the regional innovation ecosystem, this initiative will broaden the region s capacity and capability offering to a multitude of industries including mining, manufacturing, agriculture and services and improve the Mackay-Isaac-Whitsunday s profile as an innovative region. Page A-3

38 Building Collaboration and Prioritisation Phase 1 Report Appendix A Project or Program Project or Program Type Scale Expected Outcomes / Benefits 9. Collaborate with CQU, JCU and other regional education, training and research institutions to continually improve education opportunities in the region Education & Training Program This project includes key initiatives being: Establish a Resources Centre of Excellence at the CQU campus in collaboration with regional partners (RDA, RIN, MRC, DSD); Establish regional Agriculture and Marine Services Centres of excellence; and Develop additional student accommodation to meet the increasing demand from regional and international students. Together, these projects will: elevate the region into one renowned for its educational offerings; diversify the economy beyond reliance on traditional sectors of agriculture and mining; and attract and retain young people to live and study in the MIW Region. Resources 10. Identify, advocate and work with proponents for new mining and exploration projects within the Bowen Basin and Galilee Basin Economic Development Advocacy & Partnerships Industry Support and Investment Attraction By continuing investment in catalytic infrastructure projects, maximising local content and local employment and collaborating with RIN and other key industry groups to maximise opportunities for the regional METS sector, this project will: stimulate regional job growth; add value to existing industry; and support future industry expansion plans. 11. Pursue defence contract opportunities in collaboration with RIN and other key industry groups to maximise opportunities for the regional METS sector Economic Development Advocacy & Partnerships Industry Support and Investment Attraction By securing meetings with the Department of Defence and other key defence contracting companies to showcase the region s capacity and capability, this initiative will pivot the MIW Region s experienced METS sector into a new, potentially lucrative direction. Page A-4

39 Building Collaboration and Prioritisation Phase 1 Report Appendix A Project or Program Project or Program Type Scale Expected Outcomes / Benefits Tourism 12. Working with the industry to attract strategic creative, sporting and cultural events to the region by promoting the region s capacity and capability to host world class events Economic Development Advocacy & Partnerships Industry Support and Investment Attraction / The establishment of a full calendar of sustainable events in the MIW Region adding to the region s liveability and its appeal as a place to live and creating significant expenditure flow-ons throughout the region. 13. Ensure regional ports are on the itineraries of cruise ship operators Economic Development Advocacy & Partnerships Industry Support and Investment Attraction Successful collaboration with key stakeholders - NQBP, Tourism Mackay, Tourism Whitsundays, Tourism and Events Queensland, inbound tour operators, Australian Cruise Association and Maritime Safety Queensland - to secure additional port calls will: Strengthen the region s tourism industry and showcase its spectacular natural environment to the world; Attract repeat visitors to the MIW Region; and Deliver significant regional economic spend from additional calls and inbound tourism. 14. Work with agricultural industry stakeholders to identify development and innovation opportunities for the agriculture and aquaculture industries Planning & Collaborative Governance Industry Support Research & Innovation Infrastructure This activity involves: Promoting the MIW Region at international food expos to identify matches for the region s produce and make contacts for industry; Supporting the achievement of Certification of Queensland produce for domestic and international market access; and Establishing a central commodities hub (regional distribution hub) for fresh and processed foods. This will augment the region s existing agriculture and aquaculture success, enhance diversification opportunities and expand domestic and international market access. Page A-5

40 Building Collaboration and Prioritisation Phase 1 Report Appendix A Project or Program Project or Program Type Scale Expected Outcomes / Benefits Agriculture, Aquaculture and Biofutures 15. Pursue Biofutures opportunities in the region Research & Innovation Infrastructure, Industry Support and Investment Attraction Specific opportunities to be pursued are: Support the growth of Wilmar Bio-Ethanol in Sarina to reach estimated production of 60 million litres of ethanol per year; and Support the continuation of Mackay Renewable Bio-commodities Pilot Plant. These projects will offer a renewable and environmentally beneficial alternative to existing conventional chemical and fossil fuel refining processes and provide opportunities for innovation, employment and economic development. 16. Expand domestic and international market access Economic Development Advocacy & Partnerships and Investment Attraction The successful development and/or improvement of existing facilities will allow for increased export opportunities providing for employment growth in the agricultural and logistics sectors and improved infrastructure, making the region more attractive for ongoing investment. / Economic Development Governance and Project / Program Implementation GW3 s mission is to be the lead organisation that drives sustainable economic growth and promotes liveability for the Mackay-Isaac-Whitsunday Region. Its primary objectives are: (1) Advocacy - to be the strongest voice and proponent for regional economic development; (2) Attract - create links and alliances with government, investors and proponents to encourage investment in the region and attract an equitable share of government funding; (3) Drive - Sustainable economic growth and planning through co-ordination, facilitation and promotion of economic development activities and priorities; and (4) Collaborate - Align and collaborate with key stakeholders including industry groups, business leaders, industry, all levels of government and the broader community to plan and manage key opportunities for the region. Page A-6

41 Building Collaboration and Prioritisation Phase 1 Report Appendix A Greater Whitsunday Alliance Indaba Results Agency or Organisation Responsible for Document: Greater Whitsunday Alliance (GW3) (September 2017) Overview In September 2017, a workshop led by Greater Whitsunday Alliance identified and prioritised key regional development projects across six themes: (1) Development, Infrastructure and Trade; (2) Liveability; (3) Tourism; (4) Resources; (5) Knowledge Industries; and (6) Agriculture, Aquaculture & Biofutures. Participants at the workshop worked in small groups and then came together to review and vote on prioritised project ideas for the MIW Region. The agreed top ten projects identified at the workshop are listed below. 1. International airport & regional airport connectivity. Air Transport Infrastructure Planning & Project Development An International Airport for the region and increased connectivity was a priority for three of the six themes and it ranked the highest across all prioritisation methods. 2. Mine Site Rehabilitation & Reuse. Strategic Land Use Planning 3. Branding. Investment Attraction & Industry Support Economic Development Advocacy & Partnerships 4. Career Pathways. Education & Training Program Industry Support In addition to the airport, the other projects were tertiary education, regional branding, and high-speed internet. Education opportunities and job pathways were prioritized in the Knowledge Industries and Resources groups. There is broad interest in creating a bio futures hub and expanding renewable energy in the region. Mine site rehabilitation and reuse was raised in the Resources and Agriculture groups. Page A-7

42 Building Collaboration and Prioritisation Phase 1 Report Appendix A 5. Leisure & Cultural Activities. Community Infrastructure Planning & Project Development 6. Water Security Strategy. Water Infrastructure Planning & Project Development 7. Region a Fishing Centre of Excellence. Investment Attraction & Industry Support 8. Tertiary Education. Education & Training Program Industry Support Economic Development Advocacy & Partnerships As above. 9. Bio Futures Commodities & Knowledge Hub. Research & Innovation Infrastructure Industry Support 10. Social Innovation Hub. Community Infrastructure Planning & Project Development / Economic Development Governance and Project / Program Implementation The group prioritised the values of collaboration and liveability for the future work of GW3 and the broader region. Page A-8

43 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay-Isaac-Whitsunday Roadmap Agency or Organisation Responsible for Document: Development Australia Mackay-Isaac-Whitsunday (RDAMIW) (2013) Overview The Mackay-Isaac-Whitsunday Roadmap responds to key regional development challenges and opportunities and the vision for the region, which is one of lifestyle, opportunity and prosperity. The Roadmap nominates ten regional priority programs and projects for the Mackay-Isaac-Whitsunday Region, as set out below. 1. Progress National Road Infrastructure: Bruce Highway upgrades to the region including Sandy Gully, Goorganga Plains, Sarina to Mackay sections, Proserpine to Ayr and Mackay Ring Road. Road Transport Infrastructure Project Proposal Sub-regional / These upgrades will avoid transport congestion, address flooding and safety issues and increase the productivity of the MIW Region. The Mackay Ring Road will provide heavy highway transport carrying capacity for bulk sugar, fuel and mining supplies from the port to Central Queensland. 2. Invest in Roads including: The Peak Downs Highway; the Galilee and Bowen Basin connecting roads; and the Belyando Estate Bridge. Road Transport Infrastructure Project Proposal Sub-regional / road upgrades will allow for the development of the mining industry and agricultural industries; they will increase the safety standard for the mining industry, tourists, farmers and residents, including floodproofing and urgent upgrades to cater for the significant increase in traffic. 3. Create a Long-term Infrastructure Plan to prioritise and sequence infrastructure delivery throughout the MIW Region. Physical Infrastructure Planning A long-term infrastructure plan will ensure the prioritisation and sequencing of infrastructure across the MIW Region, including alignment with the Northern Queensland Strategy. It will provide future planning and funding for the growing communities to support growth in the region s mining, agriculture, tourism and construction industries. Page A-9

44 Building Collaboration and Prioritisation Phase 1 Report Appendix A 4. Develop the Region s Social Infrastructure through improved planning and implementation. Community Infrastructure Planning and Project Development / Better social infrastructure planning and investment will attract and retain families in the MIW Region and ensure greater community wellbeing and health outcomes for the region s diverse communities. 5. Enhance Accessibility and Affordability of Energy and Water Supplies through the development of the Northern Queensland Energy Plan and regional water strategy and undertake planning and development for appropriate regional sewerage supply. Energy & Water Infrastructure Planning and Project Development More competitively priced energy supply to Northern Queensland has the potential to encourage industry to expand and establish in the MIW Region resulting in national building activities. Smarter water and energy solutions can reduce environmental harm and capacity issues. 6. Develop the Port Infrastructure and ensure alignment with road infrastructure planning and rail capacity, and to enable more exports out of the region to national and international markets. Seaport Transport Infrastructure Planning Development of the MIW Region s port infrastructure would create opportunities for greater exports and increase the economic diversity of the region, for example, through more bulk cargo, beef and agriculture exports. 7. Increase Telecommunications Services across the region. Communications Infrastructure Planning / Telecommunication upgrades would provide greater community safety outcomes in rural communities. NBN and fibre roll-out should benefit communities with non-resident or transient populations (i.e. mining communities). Page A-10

45 Building Collaboration and Prioritisation Phase 1 Report Appendix A 8. Progress Education and Training Opportunities, particularly through the dual-sector merger of Central Queensland University and the Central Queensland TAFE, as well as preparing a Central Queensland Workforce Development Strategy. Education & Training Program Improved regional education and training opportunities including a seamless transition from TAFE to university can provide an effective skills pathway for industry. Workforce planning can better match regional education and training programs with industry needs. 9. Develop Aviation Strategies. Air Transport Infrastructure Planning An aviation master plan could lead to greater connectivity for regional communities, increased tourism numbers to the MIW Region, improve access for FIFO workers and provide the MIW Region with greater agriculture and aquaculture export opportunities to Asia. 10. Enhance the Safety and Efficiency of the Rail Network including connecting with the national freight strategy. Rail Transport Infrastructure Planning Improved safety and efficiency of rail networks would increase safety and productivity at rail crossings. It would: provide a one-rail network for mining activities; enable greater agriculture and livestock transport; and improve safety of fuel transport from roads to rail/pipeline. It would also reduce impacts on the region s roads and reduce congestion on roads to mining communities. / Economic Development Governance and Project / Program Implementation As stated in the Roadmap, RDAMIW is committed to partnerships with the region s peak social, environmental and economic development bodies and the private sector, to collaborate closely on the design and delivery of projects that will further enhance the region s asset base and competitive advantage. It states a commitment to work in collaboration with its regional partners to articulate and communicate a clear case for the region to achieve its vision. Page A-11

46 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay-Isaac-Whitsunday Agricultural Overview Agency or Organisation Responsible for Document: Development Australia Mackay-Isaac-Whitsunday (RDAMIW) (2016) Overview The Mackay-Isaac-Whitsunday Agricultural Overview is part one of a two-stage project. RDAMIW completed the overview of the region s agricultural industry to highlight the important role that agriculture plays in the region. With the MIW Region s proximity to the burgeoning Asian market, equable climate, fertile soils and current agricultural supply chain infrastructure it is well-positioned to grow agricultural production and increase the region s ability to value-add. Whilst the overview provides information about what the MIW Region grows, where the region grows it and what it is worth, the second phase of the project is intended to focus on future opportunity and the infrastructure and regulatory framework required to foster agricultural opportunity in Mackay-Isaac-Whitsunday. The following summary highlights key attributes of the MIW Region s agricultural sector. 1. Livestock Industry Industry Support and Investment Attraction The MIW Region s beef cattle industry generates $486M of gross value which represents 9.6% of Queensland s beef industry. Several feedlots can be found within the region and the beef cattle industry is currently the largest agricultural income producer in the MIW region. Livestock are generally trucked by road to saleyards and abattoirs with beef used in domestic and export markets. The region is home to one large meat processing facility (Thomas Borthwick and Sons) with plans afoot for several smaller niche operations in the region. The majority of product leaving the facility does so via rail and road for transport via Brisbane for sea and air for export and domestic markets. Most regional beef production (90%) takes place in the Isaac and Whitsunday local government areas. Page A-12

47 Building Collaboration and Prioritisation Phase 1 Report Appendix A 2. Horticulture Industry Industry Support and Investment Attraction 3. Aquaculture Industry Industry Support and Investment Attraction There are approximately 150 fruit and vegetable producers in the MIW region with a large portion of this industry situated around the Bowen area. Mangoes form the bulk of the fruit product grown in the region with capsicums, tomatoes, beans and melons forming the bulk of the vegetable crop. The region is notably the largest winter growing vegetable region in Australia. Opportunities exist within the industry for value-adding and one local grower group is currently exploring the opportunities for a processing plant situated within the Bowen region. The MIW Region is well suited to aquaculture with a large area of undeveloped coastal land and significant coastal transport infrastructure. The predominant aquacultural product in MIW are prawns and barramundi and 85.5 FTE are employed in aquaculture in the region. The MIW Region is home to several aquaculture facilities including Australian Prawn Farms, who operate a 33-hectare prawn farm at Ilbilbie. The business supplies 350 tonnes of prawns per annum to the Australian market. A new 259-hectare aquaculture facility is proposed for Guthalungara. Pacific Reef Fisheries are in the planning and approval process for the facility which is expected to generate revenue of approximately $60M per annum and employ approximately 100 full-time and 100 seasonal employees. This facility will produce approximately 3000 tonnes of prawns and cobia at full production. Page A-13

48 Building Collaboration and Prioritisation Phase 1 Report Appendix A 4. Water Use Water Infrastructure Planning and Project Development Water usage varies across the MIW Region. Approximately 51% of agricultural businesses in the region irrigate from a variety of sources including the Sunwater controlled irrigation schemes (Pioneer River Water Supply Scheme, Eton Water Supply Scheme and Proserpine River Water Supply Scheme), groundwater supplies and on farm dams and tanks. The 51% of MIW farm businesses that irrigate is well above the state and national average of 30%, however the total volume of water used per business is significantly below state and national averages. This highlights the supplementary nature of the irrigation in the MIW Region and the need to develop a MIW water supply plan that will deliver sufficient water resources to meet any future agricultural expansion. / Economic Development Governance and Project / Program Implementation The Agricultural Overview states that during the next stage of the project RDAMIW would like to form a working group of agricultural producers, processors, industry groups with a view to forming a MIW Agricultural Infrastructure and Policy Plan that will provide the framework for the region s agricultural industry to reach its potential in the coming years. Page A-14

49 Building Collaboration and Prioritisation Phase 1 Report Appendix A Growing Greater Whitsunday Agrifood Agency or Organisation Responsible for Document: Development Australia, Mackay-Isaac-Whitsunday (2016) Overview The Growing Greater Whitsunday Agrifood (GGWA) initiative was launched in late It aims to deliver economic benefit by increasing the productivity, profitability and sustainability of the agrifood sector, with a particular focus on value-add opportunities. This report for Stage 1 Planting the Seed is the catalyst for growth during Stage 2 Cultivating Opportunity and Stage 3 Harvesting Success, by providing a GGWA Action Plan to deliver projects aimed at higher returns across the value chain in the short, medium and long term. It links the groundwork set by the Mackay-Isaac-Whitsunday Agricultural Overview to an Action Plan capturing projects identified by industry stakeholders to grow the sector. The projects are aimed at delivering economic value to the MIW region through job creation, regional branding, increased exports, investment attraction and better use and development of enabling infrastructure including roads, rail, airports and water. Stage 2: Cultivating Opportunity calls for the development of ten-year Roadmaps and Action Plans for each industry sector to consolidate key information and continue stakeholder engagement to ensure that opportunities identified are industry-led. Stage 3: Harvesting Success recognises that a number of growth opportunities for industry sectors rely on development or improvements in infrastructure or other growth enablers. Agrifood opportunities fully investigated and consolidated into: 10 Year Roadmaps & Actions Plans (RRAP) 6 industry sectors Export Development Plan (REDP) Investment Strategy for Invest Greater Whitsunday brand Water Supply Strategy CSIRO TraNSIT study Capacity built with investment ready projects and businesses identified Industry Support & Investment Attraction Transport Infrastructure Planning & Project Development Water Infrastructure Planning and Project Development Education & Training Program Expected benefits of the program are: 300 jobs created across agrifood value chain; GRV increasing to $1.6 billion; Younger workforce attracted by Ag innovation; Value adding becomes core business in region; Invest Greater Whitsunday is global brand attracting the right investors ; Greater Whitsunday brand is the deli of Asia ; Whitsunday airport air freights high value beef, aquaculture & horticulture to Asia; Major infrastructure is planned for construction; and Agrifood exports increasing from Mackay Port. Page A-15

50 Building Collaboration and Prioritisation Phase 1 Report Appendix A documents are used for: Export market development Investment attraction Business cases developed for major infrastructure projects, e.g. new dams & roads Supporting proof of concept for containerisation of grain from Mackay Port Industry Support & Investment Attraction As above / Economic Development Governance and Project / Program Implementation As stated in the Roadmap, RDAMIW is committed to partnerships with the region s peak social, environmental and economic development bodies and the private sector, to collaborate closely on the design and delivery of projects that will further enhance the region s asset base and competitive advantage. It states a commitment to work in collaboration with its regional partners to articulate and communicate a clear case for the region to achieve its vision. The Growing Greater Whitsunday Agrifood (GGWA) initiative was launched in late 2016 and a Steering Committee formed to provide thought leadership to develop and implement the Mackay-Isaac-Whitsunday Agricultural Overview (2016). GGWA is a group formed to investigate opportunities and develop a MIW Agriculture Infrastructure and Policy Plan to provide the framework for the MIW agricultural industry to reach its potential. The Growing Greater Whitsunday Agrifood (GGWA) initiative has involved many stakeholders in consultation over the three stages of the investigation to deliver economic benefit to the agrifood industry in the MIW Region. National, State,, Peak Industry Bodies and Value Chain Partners were all involved. Page A-16

51 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay-Isaac-Whitsunday Rural Futures Project Agency or Organisation Responsible for Document: Development Australia Mackay-Isaac-Whitsunday (RDAMIW) Overview The objective of the Rural Futures Project is to develop a Rural Futures Statement articulating the importance of rural communities as strong and viable sustainable economies, and their contribution to the health, character, liveability and wealth of the MIW Region. The Rural Futures Statement is one of leading innovation & profitability in rural industries - fostering rural development in harmony with our rangelands, rainforests and reef environments, whilst capitalising on industry skills and meeting diverse community needs. The project identified the MIW Region as one of high capacity and skill, due to its historical roots as an agricultural economy. It identifies further opportunity and economic benefit for the rural sector through increased capacity enabled by utilisation of additional regional infrastructure, logistical systems, a skilled workforce and expanded supply chains. Economic opportunities identified in the report are as follows. 1. A Distribution Hub: The MIW Region is well placed as a central commodities hub. To meet current and future demand for goods at both the national and international level requires the construction of a modern container port which complements current port facilities in the region. Multi-Modal Transport Infrastructure Planning Enhanced import/export capacity would help to stimulate further growth and development in the agriculture and horticulture industries, as well as the provision of fresher, faster delivery of food products to Asia. This would also provide rural employment opportunities such as food processing, further establishing the MIW Region as a resilient multi-sector economy, and with flow on-effects to the mining sector. 2. Learning and Workforce Enhancement: Targeted investment in work-based training and education programs for all rural industries in the region. This could include resources to support innovative immigration processes for skilled and semi-skilled rural and agricultural sector migrants. Education & Training Program This would result in increased numbers of highly trained and skilled rural workers, as well as helping to foster an entrepreneurial spirit within the agricultural sector. In the long-term, this would enhance the overall productivity of the MIW Region s rural industries, and the attraction and retention of a broad range of skilled workers to support business and industry development. Page A-17

52 Building Collaboration and Prioritisation Phase 1 Report Appendix A 3. Fostering an Innovation Network: Best practice innovations in the sugar and grazing industries within the MIW Region provide benchmarks for innovation and excellence in research and development. Research & Innovation Infrastructure advancements in information technology, digital communication and expanding tertiary training and research facilities place the MIW Region at the forefront of innovation. This includes the potential decentralisation of rural support industries such as sugar industry R&D and as well as farmerresearcher partnerships. 4. Enhancing the Natural Resource Base: The future sustainability of the MIW Region requires action to manage and repair the region s natural resources. Water, soil and ecosystems need to be effectively managed to ensure a sound foundation for the sustainable development of the region s rural industries. Natural Infrastructure Innovation around new markets and offsets such as water quality services would benefit from region-wide implementation. This would help to repair and ensure natural resources such as fisheries, return to previous higher levels of productivity for both commercial and recreational sectors. This commitment to a cleaner, greener region should also underpin all tourism activity, ensuring the industry s long-term future sustainability as well as protecting the region s natural assets. / Economic Development Governance and Project / Program Implementation According to the Rural Futures Statement, which has been compiled by industry leaders and facilitated by RDAMIW, the opportunities outlined in this statement can be harnessed through strategic partnerships across all three tiers of government, local industry and the communities of the region. As a region, MIW will continue to actively promote and seek support for these major investment opportunities. The next step in the process is to secure the necessary funding to develop business case studies to support these opportunities as the MIW Region continues the journey for the future resilience and sustainability development of rural industries across the region. Page A-18

53 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay-Isaac-Whitsunday Region Digital Economy Strategy and Action Plan Agency or Organisation Responsible for Document: Whitsunday ROC Overview The Whitsunday ROC Digital Economy Strategy and Action Plan was developed in response to an identified need to ready industry, business, government agencies and communities of the region to take advantage of opportunities presented by the digital economy. In 2015, the Queensland Government, Mackay, Isaac and Whitsunday Councils, RDAMIW, Whitsunday Marketing and Development, Mackay IT Network and Mackay Chamber of Commerce worked together to develop the strategy. It contains a number of actions to assist the region to embrace opportunities provided by the digital economy. These are summarised below. 1. Develop and Implement a Communications Plan Communications Infrastructure Planning A communications plan will provide continuous, accurate and effective communications ensuring that information is provided in a timely manner to the right audience and is delivered through the appropriate communications channels. This will support a well-informed region ready and capable of engaging with the NBN and digital economy. 2. Conduct a series of information presentations regarding the digital economy Communications Infrastructure Planning Providing information via information sessions, seminars, literature, etc. will help demonstrate the opportunities and benefits for business, industry and communities within the region in participating in the digital marketplace as well as demonstrating the changes that will be required to achieve the necessary level of digital capability to effectively participate in the digital economy. 3. Establish collaboration between councils, industry peak bodies and industry and community leaders Planning & Collaborative Governance A collaborative approach will help to align local and state government initiatives to leverage investments and efficiency in engagement with community. It will also help to instil confidence for local industry and the community of the importance of digital economy engagement. Page A-19

54 Building Collaboration and Prioritisation Phase 1 Report Appendix A 4. Develop Case Studies demonstrating the opportunities and benefits of the digital economy Business Information & Support Case studies can be used to showcase the opportunities and benefits for business, industry and the region in participating in the digital marketplace, as well as demonstrating the changes required to achieve the necessary level of digital capability to effectively participate in the digital economy. 5. Conduct a series of training workshops utilising local case studies Business Information & Support Case studies can be used to showcase the opportunities and benefits for business, industry and the region in participating in the digital marketplace, as well as demonstrating the changes required to achieve the necessary level of digital capability to effectively participate in the digital economy. 6. Liaise with telecommunications infrastructure constructors and Retail Service Providers Planning & Collaborative Governance Comprehensive regional mapping will identify supply and demand and resultant telecommunications blackspots, with a resultant business case developed for a collaborative approach to filling the gaps. This collaborative approach will also result in cooperative plan open for public consultation, showing an innovative way of overcoming the issue of black spots. 7. Utilise existing leadership groups such as the Mackay IT Network (MITN) and Diversify Mackay Leadership Alliance (DMLA) to foster the development of the local ICT industry Planning & Collaborative Governance This will help to instil confidence for local industry and the community of the importance of digital economy engagement by being exemplars of what benefits can be derived. 8. Guide businesses and not-for-profit organisations to undertake an assessment of their current state, future desires and resultant gaps Business Information & Support This will help provide local businesses, not-for-profits and community organisations with the skills and capabilities to participate effectively in the digital economy. Page A-20

55 Building Collaboration and Prioritisation Phase 1 Report Appendix A 9. Work with education facilities and providers with the aim of enhancing digital capability at all levels Education & Training Program This will help provide local businesses, not-for-profits and community organisations with the skills and capabilities to participate effectively in the digital economy. 10. Work with medical and health facilities and providers to optimise their usage of digital technology in the delivery of their services Education & Training Program This will help health facilities and providers to act as a catalyst for change in the new digital economy, strengthening the existing economic base and facilitating diversification. 11. The three Councils, through the Whitsunday ROC, to lead by example demonstrating the principle thinking digital first when delivering services and through working collaboratively by sharing resources, information, knowledge, people and technology Education & Training Program This will help the region s three Councils to act as catalysts for change in the new digital economy, strengthening the existing economic base and facilitating diversification. Importantly, businesses and individuals will be able to access information, process applications and participate online in government initiatives and services. 12. Develop a business case to encourage telcos to provide necessary infrastructure to alleviate blackspots Communications Infrastructure Planning Taking an informed business case approach will allow for a co-operative approach to addressing blackspots and inform well-coordinated and prepared submissions aimed at gaining optimal advantage from all relevant funding opportunities to assist in addressing blackspots across the MIW Region. Page A-21

56 Building Collaboration and Prioritisation Phase 1 Report Appendix A 13. Liaise with NBN Co to ensure that all actions undertaken demonstrate the regions willingness and capability to partner with NBN Co and collaborate with the objective of sharing, or linking infrastructure to facilitate deployment of the NBN throughout the region Planning & Collaborative Governance A well-informed region ready and capable of engaging with the NBN and digital economy; implementation of interim measures to deliver broadband until the NBN is fully operational in the MIW Region and how to access relevant knowledge, skills and support as required. / Economic Development Governance and Project / Program Implementation The individual actions of the Digital Economy Strategy have been prioritised against identified risks and impacts relating to each Government Area s engagement in the digital economy and placed in a sequence aimed at optimising the MIW Region s progress. Each of the steps shows the relevant leadership action, along with the appropriate demand and/or supply side interaction which will enable the MIW Councils to adopt, sequence and lead the implementation of the strategy in collaboration with other organisations, industry peak bodies and digital economy champions. Page A-22

57 Building Collaboration and Prioritisation Phase 1 Report Appendix A Greater Whitsunday Region Investment Opportunities Agency or Organisation Responsible for Document: Department of State Development, Manufacturing, Infrastructure and Planning (2018) Overview Greater Whitsunday Investment Opportunities is a prospectus document which highlights the economic value and diversity of investment opportunities in the Greater Whitsunday Region. It promotes the region s enviable employment, investment and lifestyle opportunities. The following points summarise key features and attributes of the MIW Region economy as presented in the prospectus. 1. Economy: Greater Whitsunday Investment Opportunities highlights resources, construction, manufacturing, agriculture and tourism as drivers of the economy. Investment Attraction The MIW Region s strong economy is supported by: A skilled and educated workforce; The natural resource-rich Bowen and Galilee Basins; A strong food and bio-commodities sector; An expanding construction and development industry underpinned by accessible port facilities, rail, electricity, telecommunication, water and air infrastructure; and World renowned tourism destinations. 2. Investment and Major Projects: Projects currently under construction include: QCoal s Byerwen Coal Project, Whitsunday Solar Farm and Day Dream Island. Investment Attraction Value of planned projects: $ billion. Value of projects currently under construction: $1.946 billion. Value of definite projects: $7.710 billion. Page A-23

58 Building Collaboration and Prioritisation Phase 1 Report Appendix A 3. Major Infrastructure: The MIW Region has: Three world class bulk export/import ports (Abbot Point, Mackay Port and Hay Point) with planned expansion opportunities including containerisation at the Mackay Port. Electrified rail network linking the Bowen Basin to the export ports and detailed planning to extend to the Galilee Basin. Four airports (Whitsunday Coast, Hamilton Island, Moranbah and Mackay) as well as numerous aerodromes. Excellent road network. Impressive built and natural environments. Telecommunications infrastructure including fibre optic, broadband ADSL,4G and 5G mobile and wireless networks. Water infrastructure piped to major users via dams and extensive bore network and waste water recycling into agriculture and community facilities is widespread. Excellent community infrastructure including a newly renovated hospital with state-of- the art facilities, the only duel stream tertiary education facility in Queensland, biocommodities research centres, integrated logistics centre, and recreational facilities. Physical Infrastructure Planning & Project Development Investment Attraction Built infrastructure in the region provides the key to unlocking its abundant natural resources. The infrastructure budget for 2017/18 is $519.8 million. / Economic Development Governance and Project / Program Implementation Greater Whitsunday Investment Opportunities was prepared by the Mackay Office of the Queensland Department of State Development, Manufacturing, Infrastructure and Planning in collaboration with GW3, RDAMIW, Isaac Council, Mackay Council and Whitsunday Council. It highlights the region s collaborative approach to providing a range of investment and business support incentives, at both the regional and local government level to encourage and facilitate investment in the MIW Region. Page A-24

59 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay, Isaac and Whitsunday Plan Agency or Organisation Responsible for Document: Queensland Department of Government and Planning Overview The Mackay, Isaac and Whitsunday Plan provides a vision and direction for the region to The regional plan provides strategies to inform future decision making, which aim to: (1) address regional economic, social and environmental issues; (2) identify strategic infrastructure and service needs and priorities; (3) support economic prosperity and employment opportunities; (4) highlight and respond to climate change concerns; (5) recognise environmental values; (6) support consolidated growth within established regional centres and townships; (7) focus public, private and community sector responses to key regional issues; and (8) align efforts across agencies and all levels of government. The plan aims to respond to the variety of distinct challenges facing the MIW Region over the next two decades to It seeks to guide and support projected growth and recognises the region s accelerated growth over the past five years. The impacts associated with the resources boom have further highlighted the need to sustainably manage development and resources and to plan effectively for essential infrastructure services, such as transport, community, and social services. The plan also recognises the need to prepare for, and appropriately respond to, the anticipated impacts of climate change. The vision for the region stated in the Plan is: The region s natural assets and abundant resources will be responsibly managed for the benefit of residents, visitors and future generations. It achieves its potential with a range of industries, employment and learning opportunities for everyone. The region has a resilient and inclusive community that respects and offers diversity and choice, and where residents and visitors enjoy a healthy, active and safe lifestyle. The Plan sets our desired regional outcomes (DROs) that articulate the preferred direction for the development and land use outcomes for the Mackay, Isaac and Whitsunday Region and include specific policies and programs to manage the growth of the region over the next two decades. There are a number of specific programs set out under ten heading areas as listed below. 1. Sustainability, climate change and natural hazards Planning & Collaborative Governance It is expected that the MIW Region will grow and change in a sustainable manner generating prosperity, maintaining and enhancing quality of life, minimising the use of resources, providing high levels of environmental protection, reducing greenhouse gas emissions, and increasing resilience to natural hazards and the anticipated effects of climate change. Page A-25

60 Building Collaboration and Prioritisation Phase 1 Report Appendix A 2. Landscapes Planning & Collaborative Governance 3. Environment Planning & Collaborative Governance 4. Natural Resource Management Planning & Collaborative Governance 5. Strong Communities Planning & Collaborative Governance 6. Strong Economy Planning & Collaborative Governance 7. Managing Growth Planning & Collaborative Governance 8. Urban Form Planning & Collaborative Governance Environmental, economic, social and cultural values of the regional landscape are identified and secured to meet community needs and achieve ecological sustainability. It is expected that a healthy and resilient natural environment, which supports the region s rich biodiversity and ecosystem services will be achieved and will in turn contribute to the economic development and social and cultural identity of the region. natural resources and primary production areas will continue to provide cultural, social, economic and environmental values to the region, while being protected, managed, enhanced and used sustainably. The region has vibrant, inclusive, safe, active and healthy communities, where a range of social services are accessible by all, and where unique cultural heritage and diversity is acknowledged, valued and celebrated. A thriving regional economy that is sustainable, resilient and robust, and advances the prosperity and liveability of communities across the region. It is expected that the region will have an efficient and sustainable settlement pattern that supports the efficient use and delivery of urban land and infrastructure, housing choice and affordability and well-planned development areas to accommodate further growth. Towns and cities of the region will be accessible and build on their heritage, character and liveability through designs that respond to the natural environment and the provide high-quality urban green space. Page A-26

61 Building Collaboration and Prioritisation Phase 1 Report Appendix A 9. Infrastructure Planning & Collaborative Governance 10. Transport Planning & Collaborative Governance It is expected that the region s communities will have access to well-planned, coordinated, accessible, sustainable and reliable infrastructure. There will be an integrated and efficient transport system and network that supports and responds to growth consistent with the intended settlement pattern, economic development and community needs. / Economic Development Governance and Project / Program Implementation The Plan is the pre-eminent plan for the MIW Region. It takes precedence over all planning instruments and provides context for local level planning. It will be implemented by the coordinated actions of state and local governments and the community to achieve this shared vision for the future. In addition to land-use planning and other statutory processes, the Plan guides and informs non-statutory activities and decision making throughout the region. The Plan operates in conjunction with other statutory planning tools including state planning instruments and local government planning schemes. The implementation of the plan will deliver on a number of key initiatives contained within the Queensland isation Strategy (QRS) and Queensland Infrastructure Plan (QIP), which guide infrastructure delivery and support economic development and liveability within the region. The QIP will facilitate the implementation of the Plan. The development of the QIP will link infrastructure delivery with population growth, economic development and the strategies of the Mackay, Isaac and Whitsunday Plan. The Plan provides the planning framework for a 20-year period. The achievement of the regional vision will involve the collaboration of all regional stakeholders. The involvement of state and local governments, community groups, industry groups and other stakeholders will be pivotal to the effective implementation of the Plan. Page A-27

62 Building Collaboration and Prioritisation Phase 1 Report Appendix A Mackay Isaac Whitsunday Draft Transport Plan Agency or Organisation Responsible for Document: Queensland Department of Transport and Main Roads (March 2017) Overview The Draft Mackay Isaac and Whitsunday Transport Plan outlines a shared direction for the development of the transport system within the area covering the Mackay, Isaac and Whitsunday local government areas. It seeks to support improvement to the liveability and prosperity of the Mackay Isaac Whitsunday region, which includes the area within the Department of Transport and Main Roads Mackay Whitsunday District. Common goals for the region are: (1) diverse economic opportunities that complement the region s strengths, location and environment; (2) resilient, sustainable and cost-effective transport that is accessible to everyone.; (3) quality, customer-centric frontline services; and (4) safe, liveable and connected communities. These goals are the basis for the four priorities of the Transport Plan: (1) Transport system that supports economic development; (2) Providing resilient transport and communications networks; (3) Zero transport deaths in the Mackay Isaac Whitsunday region; and (4) Attracting and retaining people by supporting liveable and connected communities in the Mackay Isaac Whitsunday region. There are 9 expected outcomes across the four priorities, as summarised below. 1. A transport system that supports economic development, including the diversification of businesses and industry, as a strategy for job creation and growth in the Mackay Isaac Whitsunday region. Transport Infrastructure Planning and Project Development Expected Transport Outcomes are as follows: Optimised supply chains that efficiently link producers, distributors and consumers on an integrated network. A safe, legible and enjoyable transport experience accessing the destination in the region that people want to visit. 2. Providing resilient transport and communications networks that keep the Mackay Isaac Whitsunday region safe, connected and well informed. Transport Infrastructure Planning and Project Development Expected Transport Outcomes are as follows: A transport system that remains open and reliable for customers, despite major weather events. Provide the emergency connections needed to keep locals safe. A transport system that enables our customers to make intelligent mobility decisions. Page A-28

63 Building Collaboration and Prioritisation Phase 1 Report Appendix A 3. Driving towards zero transport deaths in the Mackay Isaac Whitsunday region. Transport Infrastructure Planning and Project Development Expected Transport Outcomes are as follows: A road network that allows customers to travel safely. Educated transport users that play a strong role in enhancing safety 4. Attracting and retaining people by supporting liveable and connected communities in the Mackay Isaac Whitsunday region. Transport Infrastructure Planning and Project Development Expected Transport Outcomes are as follows: A transport system that connects customers to the region s major attractions, employment centres and essential services in an efficient, legible and equitable way. A transport system that provides customers with increased travel choice and mobility across the region. / Economic Development Governance and Project / Program Implementation The Transport Plan is a mechanism for ongoing collaboration between all levels of government, business and the community. The Department of Transport and Main Roads and its partners will ensure the strategies in the plan are realised by: (1) Informing the Queensland Transport Road Infrastructure Program (QTRIP), which is released annually; (2) Aligning to the State Infrastructure Plan; and (3) Being considered in local and federal government investment decisions and plans. Page A-29

64 Building Collaboration and Prioritisation Phase 1 Report Appendix B Appendix B Strategic Document Review and Analysis: North Queensland The North Queensland Strategy Agency or Organisation Responsible for Document: Development Australia (June 2014) Overview A North Queensland Zone has been created by the four Development Australia (RDA) economic areas in North Queensland, including the MIW Region to take a consolidated approach to the development of strategic initiatives to strengthen the economy of North Queensland. The strategy identifies potential new developments in primary industries, mining and tourism. 1. Investing in Roads: Investment into Northern Queensland s regional roads and the development and implementation of the Queensland Western Roads Action Plan which will ensure a strategic and collaborative approach to the development of the regional roads network in Queensland including major roads in the north. Road Transport Infrastructure Project Proposal Investing ion regional roads is considered fundamental to realising the region s economic potential. Investment in regional roads will: reduce inefficiencies and costs; cater for new developments; improve external connectivity; and provide increased returns on investment by: Helping to underpin the viability of Northern Queensland s mining, agricultural and tourism base industries in the non-coastal areas earning an estimated $40bn per annum of mainly export income; Helping major new developments such as the $40bn Galilee Basin projects, and new cropping areas in the Gulf and Peninsula, one alone having a proposed investment of $1bn; and Providing substantial benefits to the State s Gross Product and government revenue. Page B-1

65 Building Collaboration and Prioritisation Phase 1 Report Appendix B 2. Developing Agricultural Distribution Hubs: The strategy recognises the need to develop direct container and air freight services from northern ports and airports. It makes recommendations for providing general support including: enhancing market intelligence; enhancing quality through traceable food security systems; and accelerated research to improve crops. It also makes recommendations to improve transport and distribution systems by: encouraging appropriate port investment; and working with shipping companies to develop additional shipping services. Transport Infrastructure Project Proposal The current situation where almost all containerised agricultural exports move south through Brisbane, limits growth opportunities for northern producers. Current services out of northern ports cater mainly for minerals. By developing container shipping for agricultural products, there are prospects of greatly expanding the $7bn agricultural sector. Potential cargoes include processed primary products including refined sugar along with seafood, meat, dairy products, fruit and vegetables, cotton, pulses, high grade wheat, sorghum, rice and cassava. Growing direct imports will help lower export freight rates, benefit consumers but also reduce costs and improve competitiveness of Northern Queensland s manufacturing sector and other industries. 3. Supporting Aviation and Air Freight Exports: An aviation strategy is proposed to include: airport investment; aviation services development; local provision of services to mining; and air freight development linked to agricultural distribution hubs development. Air Transport Infrastructure Project Proposal The strategy highlights potential benefits to include: Support for over $2bn per annum planned in future airport development; Support for communities that account for $40bn in outside earnings; Support for the $6.5bn tourism sector; Expansion of air freight exports from $200m to of the order of $1bn. / Economic Development Governance and Project / Program Implementation The Northern Queensland Strategy aims to partner with, State and Commonwealth Governments, to work more closely and to jointly investigate alternative governance approaches and investment models for strategy and economic development, policy change and investment. Page B-2

66 Building Collaboration and Prioritisation Phase 1 Report Appendix B Northern Australia Infrastructure Audit Report Agency or Organisation Responsible for Document: Australian Government, Infrastructure Australia (January 2015) Overview The Northern Australia Infrastructure Audit assessed critical economic infrastructure gaps and requirements to meet projected Northern Australia population and economic growth through to Critical infrastructure gaps are identified in terms of unmet demand, missed opportunity, excessive pricing or poor service standard. The report is about broader infrastructure gaps and requirements and is not a detailed project-by-project analysis. Critical infrastructure items considered and identified include transport infrastructure (airports, ports, rail, roads), energy (electricity, gas pipelines), water and communications. Identified infrastructure gaps / potential projects relevant to the MIW Region are summarised below. 1. Airport expansion resources sector: Galilee Basin Air Transport Infrastructure Planning and Project Development Airport upgrading to accommodate resource development traffic (possible airports include Alpha, Clermont, Emerald). 2. Port expansion resources sector: Abbot Point Seaport Infrastructure Planning and Project Development Expansion (potential for two additional 60 million tonne terminals) for Galilee Basin coal development, with resolution of dredging issue required. 3. Port expansion resources sector: Hay Point Seaport Infrastructure Planning and Project Development Coal specialised handling equipment s upgrade (25 million tonne metallurgical coal demand). 4. Port expansion resources sector: Mackay Seaport Infrastructure Planning and Project Development Intermodal facilities and infrastructure and improved land transport access for imports. Page B-3

67 Building Collaboration and Prioritisation Phase 1 Report Appendix B 5. Rail upgrading and expansion resources sector: Central West System Rail Transport Infrastructure Planning and Project Development Track and signalling, crossing/passing loop upgrades to accommodate Galilee Basin demand possible. 6. Rail upgrading and expansion resources sector: Galilee Basin Rail Transport Infrastructure Planning and Project Development Track construction and extension to the Central Queensland Coal Network (for Galilee Basin thermal coal development). 7. Roads north-south and interjurisdictional links: Beneraby to Cairns, QLD (Bruce Highway, NLTN) Road Transport Infrastructure Planning and Project Development Safety (including seal widening, sealed shoulders), flooding immunity, capacity (including pavement rehabilitation, duplications, Mackay Ring Road. 8. Roads Resource, agriculture, tourism and community links: Clermont to Charters Towers, QLD (Gregory Highway, Developmental Road) Road Transport Infrastructure Planning and Project Development Address safety (narrow pavement and structures), pavement and structure strength, flooding resilience. 9. Roads Resource, agriculture, tourism and community links: Mackay to Clermont, QLD (Peak Downs Highway) Road Transport Infrastructure Planning and Project Development Upgrades to strengthen and widen narrow pavements, replace load-limited timber bridges and upgrade the Eton Range winding alignment (west of Walkerston), improve flood resilience. 10. Roads Access to ports, airports and tourism locations: Mackay-Slade Point Road Road Transport Infrastructure Planning and Project Development Address safety (mixing of heavy vehicle and passenger traffic). 11. Roads Urban including public transport: Bus interchange and other upgrades, QLD (Cairns, Townsville, Mackay, Rockhampton) Road Transport Infrastructure Planning and Project Development Bus stop or station upgrades (Cairns, Townsville, Mackay, Rockhampton) can improve service and help attract patronage, limiting urban congestion growth over the period to Page B-4

68 Building Collaboration and Prioritisation Phase 1 Report Appendix B 12. Roads Urban including public transport: Proserpine to Shute Harbour Road Transport Infrastructure Planning and Project Development Address safety (vehicle mix conflicts), urban delays. 13. Energy - Addressing high electricity costs or inefficient supply: North Queensland (National Electricity Market) 14. Energy - Electricity demand growth: Galilee and Bowen Basins Energy Infrastructure Planning and Project Development Energy Infrastructure Planning and Project Development Review locational incentives for loads and generation in the Region. Strategically placed electricity generation to lower locational costs. Review cost of electricity connections to the network for new resource developments. Shared network extension to efficiently connect new northern Galilee loads. Generation capacity upgrades. Electricity connections to the network for new resource developments. Renewable generation alternatives. 15. Energy - Ageing assets / decarbonisation policies: isolated Queensland systems Energy Infrastructure Planning and Project Development / Replacement of generating systems after deferral using distributed renewable energy. 16. Water Urban water storage and supply: Mackay Water Infrastructure Planning and Project Development / Upgrade water entitlement profile before consideration of possible surface water storage capacity increase. 17. Water Urban water storage and supply: Mackay Water Infrastructure Planning and Project Development / Water treatment facility upgrade. Page B-5

69 Building Collaboration and Prioritisation Phase 1 Report Appendix B 18. Water Bulk water storage and supply: Galilee Basin Water Infrastructure Planning and Project Development Connecting and trunk infrastructure. Surface water storage capacity increase/new storage. Surface water storage and water distribution network. 19. Communications Broadband service: Throughout Northern Australia Communications Infrastructure Planning and Project Development / Progressive rollout of NBN, both to catch up on existing deficiency and to accommodate growth, with the program to be determined by NBN Co. Incentivise, require or subsidise provision of higher quality communications to remote regions through universal service obligation, or other arrangements, e.g. infrastructure programs. 20. Communications Transmission infrastructure: Across Northern Australia Communications Infrastructure Planning and Project Development Seek opportunities to incentivise existing private communications infrastructure owners to allow third party access. / Economic Development Governance and Project / Program Implementation The Northern Australia Infrastructure Audit Report is the first major output under Infrastructure Australia s new legislative and operating arrangements. It represents the Infrastructure Australia board s approach to providing a detailed factual base that will guide decisions of governments, seeking to strike the right balance between risk and long-term value creation. The report emphasises that infrastructure development and maintenance requirements are best achieved by collaboration between government and the private sector and, wherever possible, progress on the basis of analysis of costs and benefits. Page B-6

70 Building Collaboration and Prioritisation Phase 1 Report Appendix B Northern Australia White Paper Agency or Organisation Responsible for Document: Australian Government Department of Prime Minister and Cabinet (2015) Overview The Northern Australia White Paper is an initiative of the Australian Government to build a strong, prosperous economy and a safe, secure Australia by enabling development in the north of Australia. The Government proposes improvements to roads, telecommunications and water infrastructure and a reduction in the cost of doing business as way of increasing the attractiveness of the north as a place to invest and work. Improvements to regulation and investment in infrastructure are proposed to encourage employment growth and reduce the costs of living outside of Australia s major cities. Of particular relevance to the MIW Region is the emphasis on key enabling infrastructure to create greenfield supply chains across agriculture and energy and minerals resources. Investment in infrastructure is seen as the catalyst for new large-scale projects in key investment priority areas. 1. $5 billion Northern Australian Infrastructure Facility to provide concessional loans for the construction of major infrastructure such as ports, roads, rail, pipelines, and electricity and water supply. Physical Infrastructure Planning and Project Development The Infrastructure Facility will provide concessional loans to projects that would not otherwise have been able to be built and will be aimed at infrastructure that will increase the productive capacity of northern Australia. Supported projects should have benefits that flow beyond project proponents. 2. $600 million Northern Australian Roads Package: Funding will be considered for priority projects on the Great Northern Highway, Arnhem Highway, Bruce Highway, Flinders Highway, Barkly Highway, Hann Highway, the Outback Way and the Tanami Road. Road Transport Infrastructure Project Proposal Consistent with the recommendations of the Northern Australia Advisory Group, these priority roads offer alternative north-south, east-west and inter-jurisdictional links, adding to overall network connectivity and capacity. Other roads identified as priorities by jurisdictions, such as those connecting communities, or regional towns to ports and airports, will also be considered under this roads package. Page B-7

71 Building Collaboration and Prioritisation Phase 1 Report Appendix B 3. $100 million to improve cattle supply chains through a northern Australia beef roads fund: Using CSIRO modelling and livestock transport and beef industry experts to identify investment and deregulation priorities. Road Transport Infrastructure Project Proposal Examples of potential improvements include: Upgrades to key roads that might facilitate alternative, shorter and more direct routes to market; Addressing capacity limitations (vehicle weight and/or size limits) on roads or at specific points in the supply chain (often related to bridges or urban areas) that require road trains to be broken down; and Examining the potential to change inspection and treatment requirements when moving cattle through tick free and control zones. 4. $3 billion of infrastructure funding for northern sections of the Bruce Highway. Road Transport Infrastructure Project Proposal This will improve the capacity of the Bruce Highway which, as a 1,700 km north-south road corridor, connects coastal populations from Brisbane to Cairns supporting around 58 per cent of Queensland s population. Upgrades to the northern sections of the Bruce Highway will address shortfalls in road quality due to heavy vehicle use and will facilitate improved connections to ports and airports, the movement of freight and drive tourists throughout the region. Page B-8

72 Building Collaboration and Prioritisation Phase 1 Report Appendix B 5. $75 million for a new Cooperative Research Centre on Developing Northern Australia, located in the north, utilising the expertise and experience of northern researchers and businesses with an initial focus on agriculture, food and tropical health. Research & Innovation Infrastructure This will facilitate leading-edge research and the development of new technologies, products and services to help solve major economic, environmental and social challenges. In the north, CRCs are working in areas such as economic development, agriculture, water security, resource exploration and extraction, spatial information, health and Indigenous issues. 6. $3.7 million to develop an infrastructure pipeline with the jurisdictions of northern Australia Industry Support and Investment Attraction This will to provide investors information on potential infrastructure needs so more can be built sooner and cheaper. 7. Workforce development initiatives including: Pursue more flexible foreign worker arrangements in high demand areas by inviting Queensland to propose a Designated Area Migration Agreement (DAMA). Expand and streamline the Seasonal Worker Programme by reducing costs to business, increasing worker numbers and allowing more countries and industries to participate. Expand the Working Holiday Maker Visa Programme to allow participants to work for longer in high demand areas in northern Australia, with a small number allowed a second year on their visa if they work in northern tourism and agriculture. Pilot a two-year visa for up to 250 citizens of the Pacific Microstates (Nauru, Tuvalu and Kiribati) for work in the north. Industry Support / These initiatives will assist businesses in the north, particularly in those industries which rely heavily on seasonal workers, by providing for a more reliable supply of labour. Page B-9

73 Building Collaboration and Prioritisation Phase 1 Report Appendix B 8. A Northern Australia Insurance Premiums Taskforce to investigate actions to lower the cost of insurance in the north. Industry Support / Reduced insurance premiums will assist development and make it easier for businesses to secure affordable insurance premiums and improve their bottom line. / Economic Development Governance and Project / Program Implementation The Northern White Paper recognises the importance of improving coordination and reducing duplication of government functions. The costs of duplication are twofold. It creates a bigger and more costly government sector and it creates red tape for business and other stakeholders. The White Paper highlights the need to improve the coordination of policies across the north, from east to west, especially infrastructure development where benefits flow across jurisdictional borders. This is a recognised challenge for the Commonwealth Government and northern jurisdictions. The White Paper specifies, amongst other governance arrangements, the importance of the Northern Development Australia (RDA) Alliance, a collaboration of the eight RDA Committees above the Tropic of Capricorn, which tightens the relationship between the Commonwealth Government and the jurisdictions and identifies shared priority policies and investment opportunities. Page B-10

74 Building Collaboration and Prioritisation Phase 1 Report Appendix B Our North, Our Future Developing Northern Australia 2017 Implementation Report Agency or Organisation Responsible for Document: Australian Government Department of Industry, Innovation and Science (2017) Overview Following the release of the Northern Australia White Paper in 2015, the 2017 Implementation Report summarise progress, highlighting that over half of the White Paper s 51 measures have been delivered and the remaining are well underway. The following provides a summary of those projects that are either directly or indirectly relevant to the MIW Region. 1. National Water Infrastructure Development Fund northern component Energy & Water Infrastructure Planning and Project Development The Australian Government has committed $210.5 million to the National Water Infrastructure Development Fund to facilitate greater investment in northern water infrastructure. The fund will support the detailed planning necessary to inform new and augmented water infrastructure investment decisions and provide capital contributions for some projects. 2. Northern Australia Investment Forum and Northern Australia Value Proposition Investment Attraction The Australian Government s Northern Australia Investment Forum in 2015 brought together international investors to promote secure investment in northern Australia and delivered a Northern Australia Value Proposition. A similar investment forum will be held in Cairns in November Northern Australia Insurance Premiums Taskforce Industry Support The Northern Australia Insurance Premiums Taskforce has investigated options to lower insurance premiums in areas subject to high cyclone risk and reported to the Australian Government in November Page B-11

75 Building Collaboration and Prioritisation Phase 1 Report Appendix B 4. Linking the north with ASEAN and APEC connectivity agendas Industry Support / The Department of Foreign Affairs and Trade has identified actions within the ASEAN and APEC connectivity agendas that could benefit northern Australian business and investment and continues to pursue opportunities for connectivity. 5. Expanding the Entrepreneurs Programme to assist tourism Industry Support / The $13.6 million Northern Australia Tourism Initiative launched in 2015 is providing management advice and business support services to eligible businesses in the northern Australia tourism industry. 6. Enhancing Access to the Entrepreneurs Programme Industry Support / The Entrepreneurs Programme eligibility guidelines have been amended, lowering the minimum turnover or operating expenditure threshold to $750,000 for small and medium business in the north. As a result, management advice and business support services have been extended to an additional 500 small and medium northern businesses. 7. A Cooperative Research Centre (CRC) for Developing Northern Australia Research & Innovation Infrastructure The $75 million CRC will support industry-led collaborative research projects where the north has particular strengths, including agriculture, food and tropical health. 8. Bolstering tropical health research capacity Research & Innovation Infrastructure A $6.8 million investment to support a new tailored tropical health and medical research strategy is driving innovative, highquality research into the diagnosis, treatment and prevention of tropical disease, and is building strong collaborative networks and domestic capacity in tropical health. Page B-12

76 Building Collaboration and Prioritisation Phase 1 Report Appendix B 9. Turning tropical research into commercial opportunities Research & Innovation Infrastructure Australian Tropical Medicine Commercialisation grants are developing pathways to commercialise Australian research on new tropical therapeutics, vaccines and diagnostics in partnership with international companies. 10. Links between tropical health research institutions and world class research institutions and the Tropical Health Short Course program for Indonesian professionals Research & Innovation Infrastructure To help address regional tropical health issues with the capacity to impact Australia, the Australian Government has funded the Menzies School of Health Research to undertake advanced research into high-priority tropical disease threats and to deliver tropical health short courses to Indonesian professionals. 11. Single point of entry for major projects Investment Attraction The Major Projects Facilitation Agency delivers a single point of entry for major projects nationally, and through its Darwin office is supporting projects that are investing billions of dollars across northern Australia. 12. Reforms to tourism visas Industry Support Online lodgement of visitor visas for Chinese citizens was made available in February 2017, with an online application facility in simplified Chinese. Further enhancements will make online lodgement available to citizens of India. 13. Northern Australia Infrastructure Facility (NAIF) Physical Infrastructure Planning and Project Development The NAIF offers up to $5 billion in financing on concessional terms to encourage and complement private sector investment in infrastructure that benefits northern Australia. Preference is given to projects which demonstrate the potential for broader public benefit. Page B-13

77 Building Collaboration and Prioritisation Phase 1 Report Appendix B 14. Northern Australia Roads Package Road Transport Infrastructure Project Proposal 15. Improving cattle supply chains Road Transport Infrastructure Project Proposal 16. Northern Australia Pipeline of projects Physical Infrastructure Project Planning and Development and Investment Attraction 17. Northern Australia Infrastructure Audit Physical Infrastructure Project Planning The $600 million Northern Australia Roads Programme funds high-priority projects in northern Australia which are essential to the movement of people and freight and support the north s economic development. The $100 million Northern Australia Beef Roads Programme upgrades key roads that are essential for transporting cattle. The programme is improving the reliability, productivity and resilience of cattle supply chains in northern Australia by reducing freight costs and strengthening market links. A new infrastructure projects pipeline will highlight infrastructure priorities in northern Australia to potential investors. It will be informed by the priorities identified in Infrastructure Australia s Northern Australia Infrastructure Audit, and through liaison with northern jurisdictions. The Northern Australia Infrastructure Audit has assessed critical economic infrastructure gaps and requirements to meet projected northern Australia population and economic growth through to Support enterprises in the north through the Industry Skills Fund Industry Support / The Australian Government continues to support training for businesses and individuals through a range of skills programs, including the Skilling Australians Fund, Australian Apprenticeship Incentives Program, Trade Support Loans and the VET Students Loans Program. Page B-14

78 Building Collaboration and Prioritisation Phase 1 Report Appendix B 19. Designated Area Migration Agreements Industry Support / 20. Expanded Seasonal Worker Programme Industry Support / Designated Area Migration Agreements (DAMAs) increase the supply of the labour required for businesses to continue to operate and grow. A Northern Territory DAMA has been operational under a MoU since 2014 and a Deed of Agreement was executed in The Australian Government has invited Queensland to propose a DAMA. The Seasonal Worker Programme has been expanded by removing a cap on programme places, including in the agricultural sector, and by launching a tourism pilot in northern Australia. 21. Working Holiday Maker an additional six months with one employer Industry Support / Working Holiday Maker Visa program guidelines have been amended to allow Working Holiday Maker (Subclass 417) and Work and Holiday Maker (Subclass 462) visa holders to work for an additional six months with one employer in specified industries in northern Australia. 22. Work and Holiday Visa second visa if they worked in tourism or agriculture in northern Australia Industry Support / Work and Holiday (Subclass 462) Visa holders who complete three months work in the tourism and hospitality or agriculture, forestry and fisheries industries in northern Australia are now eligible to apply for a second Work and Holiday Visa. 23. Pacific Microstates Northern Australia Worker Pilot Programme Industry Support / A five-year pilot programme for workers from the Pacific microstates of Kiribati, Nauru and Tuvalu is helping to address unmet demand for workers in industries experiencing acute labour shortages in lower skilled occupations in northern Australia. Page B-15

79 Building Collaboration and Prioritisation Phase 1 Report Appendix B 24. Strengthen the Australian Defence Force presence in northern Australia Physical Infrastructure Project Planning and Development and Industry Support Through the 2016 Defence White Paper, the Australian Government is making a significant investment over the next decade to upgrade defence bases and facilities and establish new facilities in northern Australia. It is further developing international military partnerships, with a number of countries, including Singapore. / Economic Development Governance and Project / Program Implementation Through the Northern Australia Strategic Partnership, the Prime Minister, Deputy Prime Minister, the Minister for Resources and Northern Australia and the First Ministers of the northern jurisdictions meet through the Northern Australia Strategic Partnership to drive the northern Australia development agenda. A Joint Standing Committee on Northern Australia was appointed in the Senate in September 2016 and will be part of all future Parliaments. The Australian Government delivered a progress statement on the northern Australia development agenda on 11 October The 2017 Annual Statement was delivered on 17 October Page B-16

80 Building Collaboration and Prioritisation Phase 1 Report Appendix C Appendix C Strategic Document Review and Analysis: Queensland Advancing Our Cities and Regions Strategy Agency or Organisation Responsible for Document: Queensland Department of State Development, Manufacturing, Infrastructure and Planning Overview Advancing Our Cities and Regions sets out a strategy to renew and repurpose surplus and underutilised State Government property with the aim of delivering better community outcomes, create jobs and drive economic growth. 1. Cities Urban Renewal Precincts: The Mackay CBD Waterfront has been identified for renewal and development. The next step is to work with Mackay Council to identify opportunities for repurposing state and local government land in the Mackay CBD to generate jobs and economic development. Physical Infrastructure Planning and Project Development Urban renewal is fundamental to the sustainability and liveability of regional towns and cities and creates an opportunity to deliver better access to health, community and employment. 2. Queensland Renewable Energy Sites: EDQ has identified a number of potential sites close to existing Ergon Energy infrastructure that could be suitable for solar energy developments. The Ergon Energy network passes through the MIW Region and a potential investigation site of underutilised State land is located just to the north of the region. Energy Infrastructure Planning and Project Development / Economic Development Governance and Project / Program Implementation The Queensland Government is committed to growing Queensland s renewable energy industry, creating new jobs and reducing greenhouse gas emissions. Solar farming on a large-scale will enable Queensland to deliver on its renewable energy commitments, while creating financial returns for regional land holders and jobs across the state. The Queensland Department of State Development, Manufacturing, Infrastructure and Planning is working with government land-owning agencies to identify sites that represent property opportunities that will deliver on government priorities and generate economic development and community outcomes. Eight economic and community zones have been identified where Economic Development Queensland (EDQ) will lead the delivery of a range of projects to transform precincts and catalyse economic growth and diversification in Queensland cities and regions. Page C-1

81 Building Collaboration and Prioritisation Phase 1 Report Appendix C Advancing Trade and Investment - Queensland Trade and Investment Strategy Agency or Organisation Responsible for Document: Trade and Investment Queensland Overview The Queensland Trade and Investment Strategy is a plan for cooperation between governments, business, educational institutions and local councils to create jobs for Queenslanders. It aims to use Queensland s natural and acquired strengths to tap into the immense opportunities being created by expanding international markets. By capturing these opportunities, the Strategy seeks to achieve two targets: (1) increase Queensland s share of national overseas exports to 22 per cent and maintain through to 2022; and (2) increase the number of investment outcomes facilitated by the Queensland Government by 20 per cent by The vision for the Strategy is: Positioning Queensland as Australia s most innovative and dynamic trading economy a magnet for global investment. 1. Advance Queensland Mining Equipment Technology and Services (METS) 10 Year Roadmap and Action Plan intended to identify key opportunities. Industry Support & Investment Attraction State Secure new partnerships to support Queensland s mining and METS industries. This includes matching international investors with mineral deposits, mines, explorers and mining technology companies that are seeking capital. 2. Advance Queensland Technology Commercialisation Fund is increasing agricultural innovation to help commercialise intellectual property. Industry Support & Investment Attraction State Maintain Queensland s competitive advantage in food and agribusiness. Create service export opportunities offering high-paying jobs. 3. Agriculture and food research, development and extension 10-year roadmap. Industry Support & Investment Attraction State Enhance scientific collaboration in Queensland in the Agriculture and Food Industry. 4. The Queensland Government is creating terrestrial Aquaculture Development Areas (ADA). Industry Support & Investment Attraction State Encourage the growth of a sustainable aquaculture industry, including the development of assessment codes and regulatory conditions for each ADA. Page C-2

82 Building Collaboration and Prioritisation Phase 1 Report Appendix C 5. Advancing Tourism : Growing Queensland Jobs Strategy. Industry Support & Investment Attraction State Aims to increase jobs, overnight visitor expenditure and numbers, enhance visitor experiences, grow Queensland s tourism and events industry and foster innovation. 6. International Education and Training Strategy to Advance Queensland Industry Support & Investment Attraction State Includes $25.3 million of initiatives to ensure that Queensland captures a sizable share of the rapidly growing International Education and Training market. 7. Advanced Manufacturing 10-Year Roadmap and Action Plan including up to $7.6 million in funding for initiatives that will support the growth of the industry. Industry Support & Investment Attraction State Transition of manufacturing industry into advanced manufacturing in order to contribute to greater productivity, retain and grow a highly skilled workforce and create well-paid jobs. Support innovation in areas such as nanotechnology through an established network of research and development institutions. Encourage the development of profitable new products, services and industries and capitalise on the recent trend in advanced economies towards the on-shoring and capability-building of advanced manufacturing. 8. Advance Queensland Biofutures 10-Year Roadmap and Action Plan which includes a $19 million investment across four key areas to boost Queensland s footprint in the sector. Industry Support & Investment Attraction State Develop and manufacture products from sustainable organic waste resources, rather than from fossil fuels in Queensland. It is projected that bioproducts such as fuels, chemicals and plastics from agricultural, forestry and green-waste feedstocks could increase Queensland s gross product by up to $1.8 billion annually by 2035, supporting more than 6,000 jobs. 9. Advance Queensland Biomedical and Life Sciences 10-Year Roadmap and Action Plan. Industry Support & Investment Attraction State Accelerated growth in the area of Biomedical and Life Sciences building on existing world-class research institutes and scientific capabilities in areas including tropical and infectious disease, vaccine development and delivery, and telemedicine. Page C-3

83 Building Collaboration and Prioritisation Phase 1 Report Appendix C 10. Advance Queensland Defence and Aerospace 10 year-roadmaps and Action Plans. Industry Support & Investment Attraction State The aerospace sector is expected to grow to US$350 billion globally by 2023, presenting exceptional opportunities for Queensland companies. 11. Queensland Government Action Plan to increase health industry investment in Queensland and Queensland s export of health products and services. Industry Support & Investment Attraction State Supply Asia-Pacific market with a variety of health services such as medical research, residential aged care, retirement living and leisure, and preventative health and wellness. 12. Mentoring for Growth Program expansion. Business Information & Support State Provide business with strategic advice for growth, investment, export and resilience. 13. Advance Queensland Industry Attraction Fund. Business Information & Support and Investment Attraction State Encourage firms to either relocate to Queensland or establish new project. 14. Maturing the Infrastructure Pipeline Program. Infrastructure Development State Within the State Infrastructure Plan, the State Infrastructure Fund provides over $2 billion to assist in infrastructure development projects that enhance productivity, support jobs for Queenslanders and increase business confidence. 15. Advance Queensland Innovation Partnerships Program. Business Information & Support State Encourage collaboration between Queensland s research organisation and industry. Attract skilled workers and investment, increasing high-value, knowledge-based jobs, driving productivity improvements and providing the opportunity for Queensland to capitalise on our strengths and expertise. 16. Ignite Ideas Fund. Business Information & Support State Support the development of new or improved products. Page C-4

84 Building Collaboration and Prioritisation Phase 1 Report Appendix C 17. Advancing Innovation Program. Business Information & Support State Encourage innovation and support local economies to create jobs for regional Queenslanders. 18. Advancing Small Business Queensland Strategy Business Information & Support State Create a thriving environment for small business to start, grow and employ. 19. Advancing Our Cities and Regions Strategy. Economic Development Advocacy & Partnerships State Identify and provide opportunities for economic and community development in regional centres. 20. Queensland Transport and Roads Investment Program. Road Transport Infrastructure Project Development State Provision of funding improve North Queensland transport and road infrastructure. / Economic Development Governance and Project / Program Implementation The Queensland Trade and Investment Strategy is a plan for cooperation between governments, business, educational institutions and local councils to create jobs for Queenslanders. The Strategy seeks to strengthen collaboration between business and government to deploy innovation and create industries of the future, including mining equipment, technology and services (METS), defence and aerospace, advanced manufacturing, biomedical and life sciences, renewable energy and biofutures. A number of Queensland Government agencies are already supporting trade and investment through existing programs and actions. Page C-5

85 Building Collaboration and Prioritisation Phase 1 Report Appendix D Appendix D Strategic Document Review and Analysis: Mackay Region Mackay Council Economic Development Strategy Agency or Organisation Responsible for Document: Mackay Council Overview This strategy identifies the framework to facilitate economic development within the Mackay Region. There are four strategies proposed to meet the goal of a more diversified economy: (1) co-ordinated and proactive regional planning; (2) creating a positive attitude; (3) enhanced local business skills; and (4) investment attraction. Co-ordinated and Proactive Planning 1. Co-ordinated regional strategic planning: Strategically and efficiently plan for new development and infrastructure by leveraging and aligning state and local planning mechanisms to encourage development and investment. Identify and prioritise regional infrastructure requirements. 2. Identify and support industry needs: Identify key local industry needs/ requirements (annually) and assist local industry in developing and implementing an appropriate response. Planning & Collaborative Governance Physical and Community Infrastructure Planning Industry Support / Coordinated and proactive regional planning will assist economic growth by making it easy for funding bodies and government agencies to understand the need, rationale, evidence base and broader regional support for key initiatives. A swift and efficient local and regional planning framework will reduce private sector investment risk by providing certainty resulting in investment and economic activity. It is intended that the economic development framework deliver the following: Clearly identified regional priorities; Enhanced local business management skills; Enhanced local business-to-business interaction; New infrastructure to lead economic growth; New business and industry investment; Stable employment growth; Enhanced quality of life; and Clarification of perception of the strengths of the region. Page D-1

86 Building Collaboration and Prioritisation Phase 1 Report Appendix D 3. Diversify Mackay s economy: Champion the growth of globally competitive local industries through the DMLA. Economic Development Advocacy & Partnerships and Industry Support / Coordinated and proactive regional planning will assist economic growth by making it easy for funding bodies and government agencies to understand the need, rationale, evidence base and broader regional support for key initiatives. 4. Activation of the river: Work in partnership with the community, government agencies and other stakeholders to revitalise the riverfront to improve liveability by promoting development on both sides of the river where it is safe to do so. 5. capital: Participate as a strategic and active partner in the Capitals Australia and the Queensland Capitals Alliance to ensure Mackay maximises these opportunities to advocate for, and influence, government policies for the benefit of the region. Physical and Community Infrastructure Planning Economic Development Advocacy & Partnerships A swift and efficient local and regional planning framework will also reduce private sector investment risk by providing certainty resulting in increased investment and economic activity. It is intended that the economic development framework deliver the following outcomes: Clearly identified regional priorities; Enhanced local business management skills; Enhanced local business-to-business interaction; New infrastructure to lead economic growth; New business and industry investment; Stable employment growth; Enhanced quality of life; and Clarification of perception of the strengths of the region. Page D-2

87 Building Collaboration and Prioritisation Phase 1 Report Appendix D 6. Pioneer Valley and Eungella activation: Facilitate the development of Pioneer Valley and Eungella as a globallysignificant eco-tourism destination by promoting and protecting the environmental values and natural beauty of the area for locals and visitors to enjoy as identified in the Destination Tourism Plan Planning for growth: Adopt a long-term approach to the planning and delivery of public infrastructure and services to match the needs of our changing population in consultation with the community. 8. Partnership for economic development: Lead the economic development and viability of the region by implementing the MRC EDS in partnership with key stakeholders. Physical Infrastructure Planning Physical infrastructure Planning Economic Development Advocacy & Partnerships Planning & Collaborative Governance / / Coordinated and proactive regional planning will assist economic growth by making it easy for funding bodies and government agencies to understand the need, rationale, evidence base and broader regional support for key initiatives. A swift and efficient local and regional planning framework will also reduce private sector investment risk by providing certainty resulting in increased investment and economic activity. It is intended that the economic development framework deliver the following outcomes: Clearly identified regional priorities; Enhanced local business management skills; Enhanced local business-to-business interaction; New infrastructure to lead economic growth; New business and industry investment; Stable employment growth; Enhanced quality of life; and Clarification of perception of the strengths of the region. Page D-3

88 Building Collaboration and Prioritisation Phase 1 Report Appendix D Create a Positive Attitude 9. Develop and maintain economic development and investment attraction, marketing and public relations collateral: Generate and maintain (annually) a suite of high quality regional promotion and investment attraction materials. Investment Attraction / This initiative is about creating an accurate and up-to-date perception and brand promise for Mackay region. 10. Deliver an active economic development and investment attraction public relations campaign: Clearly promote the vitality, strength and success of Mackay region to local business owners and residents. Investment Attraction / Creation of an accurate and up-to-date perception and brand promise for Mackay region. 11. Revitalise the City Centre: Invigorate Mackay s City Centre into a vibrant, attractive, modern, accessible community hub that supports investment and inner city living, as part of a city that is a place to live, learn, earn and play. Physical Infrastructure Planning and Project Development / Creation of an accurate and up-to-date perception and brand promise for Mackay region. 12. Place management of suburbs and localities: Adopt place management principles and an integrated approach, in particular in suburbs and localities, to enhance social, economic and environmental potential and activate places through targeted services, facilities and events. Physical Infrastructure Planning and Project Development 13. Promoting the Mackay region brand: Support Mackay Tourism Ltd to promote branding of the Mackay region to reflect the strengths and characteristics of the region and enhance a regional identity. Investment Attraction And Industry Support / 14. Operation of Sarina Sugar Shed: Support Mackay Tourism Ltd to promote branding of the Mackay region to reflect the strengths and characteristics of the region and enhance a regional identity. Investment Attraction And Industry Support / Page D-4

89 Building Collaboration and Prioritisation Phase 1 Report Appendix D Enhanced Business Skills 15. Support local business and industry-enhance business management capability: Identify and support local businesses and industry enhance business management skills. 16. Support local business and industry access and retain skilled labour: Support local businesses and industry recruit, train and retain skilled staff. 17. Strong local business with a global reach: Assist Mackay businesses and industry to become export-ready and extend the global reach of their products and services, and where possible capitalise on the government s trading relationships and free-trade agreements; Expand Paget and plan for the expansion of the region s industrial areas, to become one of the largest mining services hubs in the world, boasting high value technical services with a global reach. Business Information & Support Industry Support Industry Support Education and Training Program Industry Support / Enhancing local business skills will assist and support local business and industry to manage the ebb and flow of major commodity cycles and instil sustainable business growth and management practices. Enhancing local business skills will also provide a strong basis for local, organic economic growth, reducing the reliance and impact on numerous external factors (such as commodity prices, exchange rates and changes in markets). 18. Commonwealth Games: Leverage opportunities provided by the 2018 Commonwealth Games to grow business and employment and to promote a more healthy and active lifestyle. Business Information & Support 19. Embracing the digital economy: Enhance the digital capability of industry, businesses and communities through the implementation of the Mackay Isaac Whitsunday Digital Economy Strategy and Action Plan Business Information & Support Industry Support Page D-5

90 Building Collaboration and Prioritisation Phase 1 Report Appendix D 20. Attracting and keeping young people in the region: Attract educated and creative young people to the region by leveraging the tertiary education sector and improving liveability. 21. Mining Centre of Excellence: Work with DMLA and industry to establish a world-class mining centre of excellence. This includes supporting the tertiary education sector to deliver new integrated service delivery models capitalising on local resources, facilities and knowledge to enhance mining and engineering courses. Investment Attraction 22. Promote Mackay as an attraction investment destination: Generate awareness in private sector investors of the investment potential in the local area. 23. Support new businesses realise the potential of the region: Be proactive and support investors, once they have identified Mackay as a potential investment destination, in making their final investment decision. 24. Develop and implement co-ordinated regional advocacy campaign: Clearly communicate to decision makers the benefits and virtues of delivering priority projects. 25. Co-investment for development: Facilitate catalytic land and infrastructure developments by attracting investment through joint ventures and partnerships with the private sector, and by working with State and Federal governments on joint initiatives. Investment Attraction Enhancing local business skills will assist and support local business and industry to manage the ebb and flow of major commodity cycles Industry Support Education and Training Program / and instil sustainable business growth and management practices. Enhancing local business skills will also provide a strong basis for local, organic economic growth, reducing the reliance and impact on numerous external factors (such as commodity prices, exchange rates and changes in markets). Investment Attraction Industry Support New Business: New business is an important source of investment. It creates new employment opportunities, diversifies the economy and increases productivity of the economy and stimulus to support existing businesses. New investment also has the potential to strengthen business confidence within an area. Economic Development Advocacy & Partnerships Economic Development Advocacy & Partnerships and Physical Infrastructure Planning and Project Development New Infrastructure: Genuine economic development requires leading infrastructure provision. Where a region has infrastructure in place that supports business investment, they will be instantly ahead of other regions that are not as well organised or progressed. Page D-6

91 Building Collaboration and Prioritisation Phase 1 Report Appendix D 26. Council working to support local businesses: Ensure that Mackay Council s Capital Works program and its operational activities stimulate the local economy and support local businesses. 27. and community events: In partnership with other stakeholders, support the development and delivery of significant regional and community events that stimulate the economy, promote civic pride and community cohesion. 28. Advocacy for the Mackay Ring Road: Work with DMLA to advocate for the completion of the construction of Mackay s Ring Road in order to improve linkages to the northern suburbs and the port and promote economic growth through improved transport connectivity to global markets. 29. Advocacy for the Bowen Basin Service Link: Work with DMLA to advocate for and support the implementation of the principal freight and service gateway from the Mackay Port and the Paget Industrial Estate to the nationally-significant Bowen Basin and Galilee Basin. Physical Infrastructure Planning Business Information & Support Economic Development Advocacy & Partnerships Road Transport Infrastructure Project Development Economic Development Advocacy & Partnerships / Economic Development Governance and Project / Program Implementation As stated in the plan, while diversification is imperative, it is not something that can be achieved overnight and in isolation. Mackay Council is committed to taking a leadership role in the development of a diversified, sustainable and vibrant economy. Working in collaboration with the key regional and strategic development organisations will yield far stronger regional development outcomes than could be accomplished alone, particularly around regional strategic planning and investment/funding attraction. The imperative to work collaboratively is also reinforced under program implementation, where the plan notes that goals such as job creation, investment attraction and improved economic productivity are factors around which Council has little direct control. Page D-7

92 Building Collaboration and Prioritisation Phase 1 Report Appendix D Mackay Council Corporate Plan, Agency or Organisation Responsible for Document: Mackay Council Overview The Corporate Plan sets out Mackay Council s strategic direction for delivering a sustainable, vibrant future for the region. The Plan outlines the vision, goals, outcomes and strategic actions for Council as an organisation, guiding councillors and staff to make informed decisions. The Corporate Plan has been informed by many long-term strategies, including the Mackay Region Economic Development Strategy. It identifies eight key themes aimed at positioning the Mackay Region to have a healthy, connected and sustainable community that creates jobs and growth opportunities. The themes send a clear message that the Mackay Region is very much open for business with a buy local focus and a proactive approach to welcoming new, innovative and creative developments. Delivering quality infrastructure and services is identified as being paramount to supporting a high standard of living. Four themes and associated strategies that clearly link to the economic development strategy are summarised below. These are: (1) regional identity; (2) lifelong learning; (3) economy; and (4) infrastructure and transport. Identity 1. Northern Australia Alliance: Participate as a strategic and active partner in the Northern Australia Alliance ensuring the Mackay Region maximises these opportunities to advocate for, and influence, government policies for the benefit of the region. Planning & Collaborative Governance Economic Development Advocacy & Partnerships Develop a strong regional voice to promote and facilitate growth to become a leading community in Northern Australia. Recognise that our satellite towns have and cherish their own identities. Page D-8

93 Building Collaboration and Prioritisation Phase 1 Report Appendix D 2. Working together with neighbouring councils: Maximise the opportunities through active participation in the Whitsunday ROC; build strategic alliances; advocate on regional priorities and collaborate to capitalise on opportunities for joint cost savings and improved service delivery. Planning & Collaborative Governance Economic Development Advocacy & Partnerships Develop a strong regional voice to promote and facilitate growth to become a leading community in Northern Australia. 3. Place management of suburbs and localities across the region: Implement place management principles and an integrated approach in particular suburbs and localities to achieve social, economic, environmental potential and activate places through targeted services, facilities and events. Physical & Community Infrastructure Planning Recognise what the region s satellite towns have and promote their own identities. 4. Prioritise the promotion of the Mackay Region: Promote the Mackay Region through the development of a shared brand. Investment Attraction / promotion and investment attraction (including people attraction). Page D-9

94 Building Collaboration and Prioritisation Phase 1 Report Appendix D Lifelong Learning 5. Mackay Sports Precinct: Support CQ University to develop the Mackay Region Sports Precinct at its Ooralea campus, which integrates sports and health related education with the provision of modern community sports and recreation facilities. Community Infrastructure Planning Build an informed, involved and digitally-connected community that retains and attracts knowledge. Work with local universities and educational institutions to improve the percentage of people completing tertiary and vocational education courses. 6. Mining Centre of Excellence: Work with Greater Whitsunday Alliance (GW3) and industry to establish a world-class mining centre of excellence. This includes supporting the tertiary education sector to deliver new integrated service delivery models capitalising on local resources, facilities and knowledge to enhance mining and engineering-related courses. Research & Innovation Infrastructure Economy 7. Partnerships for a diversified economy: Champion the growth of globallycompetitive local industries by working with industry stakeholders. Industry Support Economic Development Advocacy & Partnerships / Encourage a buoyant, diverse economy that creates opportunities and employment and builds on the region s strengths so that Mackay is a key player in the regional, state and global economy. Planning & Collaborative Governance Page D-10

95 Building Collaboration and Prioritisation Phase 1 Report Appendix D 8. Enhance regional centres: Focus on regional centres to enhance identity and local economies. Physical & Community Infrastructure Planning Recognising that the Mackay Region s outlying areas are major contributors to the economy, adopt strategies to enhance the lifestyles and business opportunities in our regional areas which benefit the entire region. 9. Strong local businesses with a global reach: Support stakeholder groups to assist Mackay and business and industry to become export-ready and extend the global reach of their products and services. Develop networks that capitalise on the government s trading relationships and free trade agreements. Industry Support Economic Development Advocacy & Partnerships / Develop the foundation to the Mackay region s long-term prosperity and lifestyle, its strong and resilient economic base, supported by the resource sector, service industries, agricultural industries, education and tourism. 10. Activation of the Mackay Waterfront: Work in partnership with the community, government agencies and other stakeholders to deliver an urban waterfront Priority Development Area (PDA). Enhance the aesthetic and recreational aspects of the Pioneer River system and Binnington Esplanade. Physical & Community Infrastructure Planning Recognising that the Mackay Region s outlying areas are major contributors to the economy, adopt strategies to enhance the lifestyles and business opportunities in our regional areas which benefit the entire region. Page D-11

96 Building Collaboration and Prioritisation Phase 1 Report Appendix D 11. Facilitate development: Utilising the Planning Scheme to deliver an integrated approach to the facilitation of development and sustainable growth. Facilitate catalytic land and infrastructure developments by attracting investment through joint ventures and partnerships with the private sector, and by working with State and Federal governments on joint initiatives. Physical & Community Infrastructure Planning Investment attraction, local business support and economic development. 12. Support local business: Ensure that Mackay Council s procurement activities support local businesses where possible. Business Information and Support Industry Support business support and development. Infrastructure and Transport 13. Better roads: Maintain and improve council s sealed and unsealed network 14. Mackay Ring Road: Support the construction of Mackay s Ring Road network. Road Transport Infrastructure Development Road Transport Infrastructure Development / Develop and maintain regional infrastructure that will support a high standard of living. Council will have robust strategic asset management practices to optimise the planning, delivery and maintenance of public assets. 15. Bowen Basin Service Link: Support the implementation of the proposed Bowen Basin Service Link. Road Transport Infrastructure Development Page D-12

97 Building Collaboration and Prioritisation Phase 1 Report Appendix D 16. Planning for growth: Plan for the delivery of public infrastructure and services to match the needs of our changing population. Physical Infrastructure Planning Program Community Infrastructure Planning Program Delivery of public infrastructure and services to match the needs of the Mackay Region s changing population. 17. Advocacy for better public transport: Work closely with the state government to secure funding to increase the frequency and number of public transport services in the Mackay Government Area. Road Transport Infrastructure Planning Economic Development Advocacy & Partnerships Increase the frequency and number of public transport services in the Mackay Government Area. / Economic Development Governance and Project / Program Implementation The Corporate Plan emphasises that partnerships are critical to success. Much of what Council achieves is largely due to strong partnerships. Council will advocate on behalf of the community and collaborate with stakeholders, all levels of government, local business and community groups. Page D-13

98 Building Collaboration and Prioritisation Phase 1 Report Appendix D Invest Mackay Investment Prospectus Agency or Organisation Responsible for Document: Mackay Council Overview The Invest Mackay Investment Prospectus promotes Mackay as a region of choice based on its key attributes of location, climate and natural beauty, opportunities for investment, growth and lifestyle benefits. The underlying theme of the prospectus is diversified, sustainable, vibrant. The prospectus identifies the Mackay Region s attributes under the following headings: (1) Snapshot; (2) Economy; (3) Key Industries; (4) Key Infrastructure; (5) Resource Industry Leader; (6) Emerging Industries; (7) Key Partnerships; and (8) Facilities and Events. 1. Snapshot Facilitating Development and Business Support: Mackay Council provides a range of incentives and support to facilitate new development in the region and support business expansion. Targeted Development: Major development within the Mackay City Centre Major industry development in Paget, Marian, Mirani, Sarina, Slade Point and Glenella industry areas Aged care and retirement living Rural based and nature-based tourism Commercial and retail development in urban areas Community facilities Residential development in urban areas. Physical Infrastructure Planning & Development Community Infrastructure Planning & Development Business Information and Support Industry Support Investment Attraction / Facilitating and supporting development for the growth, progression and increased liveability of the Mackay region is one of our leading objectives. Mackay Council is seeking sustainable economic growth that will generate employment, diversify our economy and value-add to existing businesses and industry. Page D-14

99 Building Collaboration and Prioritisation Phase 1 Report Appendix D Key Incentives and Facilitation Initiatives: Dedicated point of contact Accelerated assessment Specific incentives Reduced infrastructure charges Business support (Export Ready Program, International Trade Missions, Façade Improvement Scheme, Dedicated Point of Contact Business Partnerships Business Information and Support Industry Support Investment Attraction / Lifestyle Awaits Climate Sporting Accessibility Business Information and Support Industry Support / Living and doing business in the Mackay region is affordable and relaxing. As a growing regional city, there is a broad range of readily available commercial, industrial and residential real estate supply. Investment Attraction 2. Economy Employment Major Projects Residential Rental Supply Residential Sales Supply Inner City Living Commercial Supply Industrial Supply Business Information and Support Industry Support Investment Attraction / Mackay s employment, investment and development opportunities, buoyant economy and lifestyle attributes are just some of the many positive aspects that encourage people to live, work and play in the Mackay region. Page D-15

100 Building Collaboration and Prioritisation Phase 1 Report Appendix D 3. Key Industries Mining Equipment, Technology and Services (METS) Construction Agriculture Health and Allied Services Education Tourism Business Information and Support Industry Support Investment Attraction / The regional economy is driven by an innovative and productive business community from a number of key industry sectors, including resource services, education, health, aviation, tourism and agriculture. Mackay features a diverse industrial sector that is a world leader in mining equipment, technology and services (METS). 4. Key Infrastructure Mackay Airport Port of Mackay Port of Hay Point Road and Rail Investment Attraction / The airport is strategically positioned as a business hub to service the resource-rich Bowen and Galilee Basins with volume-based operations and reliable jet services. The Port of Hay Point is one of the largest coal export ports in the world. 5. Resource Industry Leader Skilled Workforce Proven Track Record Investment Attraction / The region s manufacturing sector currently contributes over $3.6 billion annually to the region s economy and creates over 4,850 jobs. Mackay is the resource services hub and is home to the world s most advanced, skilled and innovative resource service. Page D-16

101 Building Collaboration and Prioritisation Phase 1 Report Appendix D 6. Emerging Industries Engineering and Robotics Agribusiness Biofutures Multi-modal Transport and Freight Distribution Tourism and Agritourism Mackay Waterfront Development Investment Attraction / The region s economy has historically been built on the back of our sugarcane and resource services industries; however, we are continuing to grow a sustainable and diversified economic base with a broad range of emerging industries and investment opportunities. 7. Key Partnerships Greater Whitsunday Alliance Resource Industry Network Bowen Basin Mining Club Mackay Region Chamber of Commerce Department of State Development Trade and Investment Queensland AusIndustry Planning & Collaborative Governance Economic Development Advocacy & Partnerships / Mackay Council is committed to working collaboratively to support business and industry, build our capabilities, promote Mackay as an attractive investment destination and realise the potential of our region. Council has a history of establishing key partnerships with industry groups and industry members to promote the region and further enhance its reputation in the global market. Page D-17

102 Building Collaboration and Prioritisation Phase 1 Report Appendix D 8. Facilities and Events The Mackay region is home to a wide range of world- class facilities ranging from sport to theatre, including: Mackay Entertainment and Convention Centre Artspace Mackay Mackay Botanic Gardens Bluewater Trail Sarina Sugar Shed Investment Attraction / The Mackay Region s key facilities and its diverse array of events, conferences and expos enhance the region s liveability and provide a significant economic boost through visitor spend and overnight accommodation. Councils also places significant importance on attracting events and conferences to the region through its Events and Conferences Attraction Program. / Economic Development Governance and Project / Program Implementation The prospectus states strongly that Mackay Council is committed to working collaboratively to support business and industry, build our capabilities, promote Mackay as an attractive investment destination and realise the potential of our region. Council has a history of establishing key partnerships with industry groups and industry members to promote the region and further enhance its reputation in the global market. Key partners include: Greater Whitsunday Alliance (GW3), Resource Industry Network, Bowen Basin Mining Club, Mackay Region chamber of Commerce, Department of State Development, Manufacturing, Infrastructure and Planning and AusIndustry. Page D-18

103 Building Collaboration and Prioritisation Phase 1 Report Appendix D Mackay Our Future, Our Priorities 10 Priorities 2018/19 Agency or Organisation Responsible for Document: Mackay Council Overview stakeholder collaboration has provided a coordinated focus on the region s top priorities which will drive Mackay s economic future. This document summarises the ten regional priorities, both Council-led and industry-led. Council-led Priorities 1. Promotion of the Mackay Region Industry Support / Led by Mackay Council, the identity of the region and its people will be captured via a shared regional brand. The branding will resonate with the region and will provide a coordinated regional identity recognisable throughout Australia. 2. Waterfront Development Priority Area Physical Infrastructure Planning Program Community Infrastructure Planning Program The delivery of a Priority Development Area (PDA) which captures key land along Mackay s Pioneer River and Coral Sea waterfronts is under way. The PDA provides a coordinated long-term plan which will deliver a renowned river and waterfront setting with diverse development opportunities. Page D-19

104 Building Collaboration and Prioritisation Phase 1 Report Appendix D 3. Mackay Ring Road Road Transport Infrastructure Project Development / Delivery of stages two and three of the Mackay Ring Road is critical to ensure that the economic benefits that the Ring Road can deliver are realised. Stage two will enhance connections to the Port of Mackay which will provide strategic connectivity between the Port of Mackay, the Racecourse Mill and the mines of the Galilee and Bowen Basins. 4. Bio-Futures and Clean Energy Industry Support The facilitation of investment opportunities in the bio-products, bio-fuels and clean energy sectors will ensure that we capitalise on Mackay s natural advantages including our established industry presence and access to bio-mass and foreign markets. 5. Resource Centre of Excellence Research and Innovation Infrastructure 6. Support for Tertiary Education Economic Development Advocacy and Partnerships The delivery of stage one of the Resource Centre of Excellence is currently under way and once complete will be a one-of-a-kind facility in Australia. The facility will align and augment resource-related training and research facilities and will be a catalyst for future innovation and investment in the region. Supporting Central Queensland University and James Cook University to increase the percentage of people completing tertiary and vocational education courses is an essential component of encouraging lifelong learning and attracting and retaining knowledge in the region. Page D-20

105 Building Collaboration and Prioritisation Phase 1 Report Appendix D Industry-led Priorities 7. Paget, Rosella and Other Industrial Areas (UDIA) Industry Support Physical Infrastructure Planning Program Planning for the Paget and Rosella Industrial Investigation areas and other current or future industrial precincts will ensure that Mackay can cater for the region s long-term industrial growth in a sustainable and affordable manner. 8. Recreational Fishing (Mackay Tourism) Industry Support Continued strategic investment in the recreational fishing industry is essential to ensure the tourism potential of our recreational fishing industry is captured. 9. Cruise Ships (Mackay Tourism) Industry Support The establishment of Mackay as a destination cruise port will deliver significant economic benefits and further enhance and promote the region s reputation as a unique tourism destination. 10. Financial Stability (GW3) Industry Support Economic Development Advocacy and Partnerships The improved financial stability of the Mackay region through access to fair and competitive lending and insurance services is integral to ensuring the region s sustainable growth. / Economic Development Governance and Project / Program Implementation The growth of the Mackay region is supported by a coordinated group of key regional stakeholders and industry bodies. These regional stakeholders are committed to working collaboratively to support business and industry, build the region s capabilities, promote Mackay as an attractive investment destination and to realise the potential of the region. Page D-21

106 Building Collaboration and Prioritisation Phase 1 Report Appendix D The Voice of Mackay s Business Community Agency or Organisation Responsible for Document: Mackay Region Chamber of Commerce Overview This is a 2017 capability statement for the Mackay Region Chamber of Commerce. The document profiles the role that the Chamber plays in the Mackay Region and the benefits available to its members Chamber Advocacy Priorities 1. Pit to port strategy: Efficient heavy vehicle connectivity from the ports to the mines is essential for regional and national competitiveness. Economic Development Advocacy & Partnerships The Mackay region has a proven track record in significantly contributing to the state s economy, with a wealth of resources available for future growth and development. 2. Open up the Galilee Basin: The region will benefit from direct jobs in the construction of mines and infrastructure, as well as for the life of the mines. Economic Development Advocacy & Partnerships By advocating for key projects and funding, the Chamber is actively working alongside strategic partners to provide further economic benefit for the region s businesses and the community as a whole. 3. Tourism-related catalytic development: Major redevelopment of the public area of Binnington Esplanade at Town Beach and securing a navy dive wreck. Economic Development Advocacy & Partnerships The Chamber represents the interests of the Mackay business community across all levels of government, proactively engaging with strategic partners to ensure that the region is a key contender for projects and funding. 4. industry diversification: The experience and skills offered in our region can easily be applied to other new and emerging markets. Economic Development Advocacy & Partnerships / Page D-22

107 Building Collaboration and Prioritisation Phase 1 Report Appendix D 5. HQ attraction: State and Federal Governments to headquarter government agencies in Mackay and incentivise for large corporates to be based in the region. 6. Royalties for regions: Requesting State Government to allocate total royalties to regional Queensland according to the percentage of total regional GDP. 7. Bio-products and bio-fuels: Secure funding to develop a local strategy to maximise our potential in the biofuels and bio-manufacturing industries. 8. Tertiary education: Continued support for CQUniversity and James Cook University to expand their campuses and course offerings in the Mackay region. Economic Development Advocacy & Partnerships Economic Development Advocacy & Partnerships Economic Development Advocacy & Partnerships Economic Development Advocacy & Partnerships / / The Mackay region has a proven track record in significantly contributing to the state s economy, with a wealth of resources available for future growth and development. By advocating for key projects and funding, the Chamber is actively working alongside strategic partners to provide further economic benefit for the region s businesses and the community as a whole. The Chamber represents the interests of the Mackay business community across all levels of government, proactively engaging with strategic partners to ensure that the region is a key contender for projects and funding. 9. Cultural and sports development: Continue to work with our partners to attract investment in cultural, artistic and recreational networks and infrastructure. Economic Development Advocacy & Partnerships 10. property development and investment: Make Mackay region an attractive business, industry and property investment destination. Economic Development Advocacy & Partnerships Page D-23

108 Building Collaboration and Prioritisation Phase 1 Report Appendix D Events Resource Industry Network Collaborative Event: Bigger, Better, Stronger: The Chamber s annual growth conference will focus on leadership in three key areas culture, strategy and communication. Champions of Industry: A panel of industry champions will cover sugar, government, health, education, retail and tourism for an in-depth discussion on how each of these sectors are performing and plans for the future. Small Business Week Mackay Tourism: Collaborative Event Economic Development Advocacy & Partnerships Business Information & Support / The Chamber is known for consistently producing high calibre networking and professional development opportunities. The Chamber s events are designed to assist in creating meaningful connections and furthering business skills. The majority of our events are inclusive open to all members of the business community, with special benefits and some events exclusively held for members. AGM Champions of Industry event featuring panellists who will offer insights into the Mackay region s agricultural, ports, government, resources and economic development sectors. #buymackay: A chance for members discuss tendering opportunities directly with a variety of government agencies and large-scale enterprises. Page D-24

109 Building Collaboration and Prioritisation Phase 1 Report Appendix D Membership The Chamber advocates on behalf of members, taking their issues and priorities direct to the relevant government agencies as well as the media. Marketing resources available to members include a listing in the online member directory, promotion through newsletters and Facebook page and the opportunity to raise the profile of your business when attending events. Support our region: By being part of Chamber, you are connecting your business with an organisation whose goal is improving our region and advocating for issues that are relevant to the community, both socially and economically. Business Information & Support Industry Support / As a member-based, not-for-profit organisation, the Chamber is directed by the needs of our members. While the Chamber advocates for all businesses in the region, its members are the key focus when deciding where Chamber resources are best used. As well as access to exclusive benefits, Chamber membership demonstrates public support for Mackay s business and local communities. Stay informed: Chamber are often the first point of contact for business-related events and opportunities both locally and outside the region. Building relationships is essential to any successful business operation. Professional development / Economic Development Governance and Project / Program Implementation The Chamber is committed to working collaboratively with other key industry groups to promote projects and priorities that will benefit the region. The Chamber works in partnership with its strategic advocacy partners to advocate for the regional priorities. Page D-25

110 Building Collaboration and Prioritisation Phase 1 Report Appendix D Mackay Destination Tourism Plan Agency or Organisation Responsible for Document: Mackay Tourism (2014) Overview The aim of the Mackay Destination Tourism Plan (DTP) is to provide the definitive direction for tourism and events in a destination towards 2020, highlighting the resources required to create a sustainable and competitive tourism destination. A key feature of the DTP is that it is directly linked to the State (and national) targets of doubling the value of tourism, while recognising the local challenges and opportunities of the destination s unique tourism assets, unique development, marketing and management needs. Based on available research, consultation and stakeholder feedback, and a review of existing planning, reviews and reports, the DTP builds on grass roots level support for key initiatives from local tourism organisations, tourism boards, local government and operators. The vision is that by 2020 Mackay will be a community that values the liveability and vitality of its region and proudly invites visitors to explore its surprising range of leisure experiences. The objectives of the Mackay Destination Tourism Plan are to: addressthe needs of the broader visitor economy in the Mackay region; complement existing regional strategies, including Isaac and Mackay Councils Community and Economic Development Plans; implement a best practice destination tourism plan to attract visitors to the Mackay region, distribute economic benefits to the destination and support a sustainable tourism industry; recognise and build on the unique features of the Mackay region; outline the value of tourism and events to the wider regional economy in terms of expenditure, jobs and industries supported by tourism and events; identify unique tourism experiences, product and event development opportunities and associated key infrastructure needs required to meet the needs of consumers; and provide a clear tourism and events marketing strategy and direction for the Mackay region. Build Awareness of the Region s Natural Assets 1. A major marketing and publicity program (including social media). Industry Support & Investment Attraction Lift awareness and drive conversion from existing intrastate preferers to grow an additional 2% share of the nature-based market. Page D-26

111 Building Collaboration and Prioritisation Phase 1 Report Appendix D 2. Itinerary and packages through a domestic ready program. Industry Support & Investment Attraction As above. 3. A review of tourism and directional signage (e.g. the airport welcome statement). Industry Support & Investment Attraction As above. Increase Leisure Air Access 4. Supporting business events and VFR programs. 5. Supporting the re-opening and investment in major accommodation and attractions (Brampton Island, Lindeman Island, Keswick Island, Laguna Quays). Business Information & Support Industry Support Industry Support Increase the region s share of interstate fly-drive holidays by 1%. Increase Average Length of Stay 6. Supporting new product development and expansion of existing tours. Industry Support Increase the stay of existing business visitors from 3.2 nights to 3.7 nights and grow the region s share of the fishing, industry and heritage markets by 2%. Page D-27

112 Building Collaboration and Prioritisation Phase 1 Report Appendix D 7. Building operators product knowledge through a dedicated education program supported by an online induction program / quiz and famils. Business Information & Support As above. 8. Development of new product and events to grow the fishing, industry (mining and sugar) and heritage market niches. Industry Support Grow Business and Leisure Tourism Events 9. Development and implementation of a Tourism Events Strategy. Industry Support & Investment Attraction Increase the region s share of the business events and leisure events markets by 2%. 10. Creating packages and pre/post touring itineraries for delegates/ participants/ spectators. Business Information & Support Industry Support 11. Development of cultural tourism opportunities through promotion of nationally significant public art trail. Industry Support Establish a Clear Identity for the Destination 12. Review the hero experiences for the destination and undertake a strategic publicity campaign. Industry Support & Investment Attraction / Leverage the existing well-known brands (GBR & Whitsundays) and create a clear destination identity that drives awareness and conversion from international self-drive and interstate drive leisure visitors to grow the regions share by 1%. Page D-28

113 Building Collaboration and Prioritisation Phase 1 Report Appendix D 13. Encourage development of products that support the hero experiences and enable access to the region s landscapes (e.g. platypus rivers, beaches with wallabies, reef island community) through a dedicated facilitation role in Council for iconic projects and events. Business Information & Support Industry Support / Tourism product development. 14. Engage industry and make them brand champions. Industry Support & Investment Attraction Catalyst Projects 15. Through a Business Events Advisory Group and Tourism Events Advisory Group, lift the profile and increase the promotion of events, acquire new events, and support the growth of business events, aiming to increase stay in the region leveraging its natural and cultural assets. Business Information & Support Industry Support & Investment Attraction Catalyst projects have been identified to support the destination strategies. 16. Use publicity and cooperative marketing to lift awareness of the experience the region can be famous for: unique events, wildlife encounters, fishing, adventures in the rainforest, coastal and hinterland towns, liveable tropical climate, sugar and mining. Economic Development Advocacy & Partnerships Investment Attraction / Page D-29

114 Building Collaboration and Prioritisation Phase 1 Report Appendix D 17. Explore and investigate the three remaining projects from the Tourism Opportunity Plan: Mackay Riverfront development through a master plan and river access plan; Eungella Tourism Precinct through a private investment feasibility, planning scheme review and EOI; and Region-wide fishing event infrastructure to support a whole-of-region fishing event in multiple locations across Mackay and Isaac Council areas. Planning & Collaborative Governance Industry Support / Tourism product and market development. 18. Strengthen and expand air access to and from the region, focusing on the Sunshine Coast, Gold Coast, Darwin, Newcastle, Melbourne and Sydney connectivity through route development, marketing, packaging and market development. Air Transport Infrastructure Planning and Project Development 19. Create an in-house Experience Development program and encourage the development of new stories, new products and new tours. Physical Infrastructure Planning and Project Development / 20. Product clustering to build visitation from niche markets (fishing, touring, adventure, mining, regional produce) and support new product development and product enhancement. Investment Attraction / Page D-30

115 Building Collaboration and Prioritisation Phase 1 Report Appendix D 21. Continue the mentoring of operators around the domestic travel trade distribution system (i.e. contracting with wholesalers) to enable the creation of a series of fly-drive packages for the region, leveraging the available accommodation and cheap flights (in on Friday and out on Sunday). Business Information & Support Industry Support / Tourism product and market development. / Economic Development Governance and Project / Program Implementation The Destination Tourism Plan is clear that the traditional tourism industry cannot achieve the vision by working in isolation. The aim of the DTP is to gain local, regional, state and national support for Mackay region s priorities based on firm understanding of its opportunities and challenges. Engaging local, regional, state and national partners is critical and as part of implementation a three-year partnership plan with an annual action plan will be prepared and signed with Councils, Tourism Mackay and Tourism and Events Queensland (TEQ). Page D-31

116 Building Collaboration and Prioritisation Phase 1 Report Appendix D North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Hay Point Agency or Organisation Responsible for Document: North Queensland Bulk Ports Corporation (2010) Overview NQBPC is one of Australia s largest port authorities by tonnage throughput and more than half of Queensland's trade, by tonnage, pass through NQBP ports. Its aim is to be the recognised leader in the delivery of bulk cargo infrastructure. NQBP ports handle bulk shipments of coal, bauxite, sugar, grain, petroleum and general cargo. Coal is by far the main commodity handled in NQBP ports. NQBP is seeking to achieve through land use planning at the Port of Hay Point, development which is ecologically sustainable and meets the demand for world class port facilities to support and grow the region s economy. The Port of Hay Point Land Use Plan sets out NQBP s planning and development intents for its strategic port land at the Port of Hay Point giving careful consideration to core matters relevant to the local and regional area including environmental, economic and social sustainability. The Land Use Plan overrides the Government planning scheme. It provides an overall framework for the appropriate regulation and management of development on strategic port land at the Port of Hay Point. Importantly it identifies existing and any proposed future strategic port land and allocates this land into designations which reflect its desired use. Vision for the Port of Hay Point The Port of Hay Point is one of the largest coal ports in the world. NQBP s vision is to maintain the Port of Hay Point as one of Queensland s premier bulk materials handling ports. Strategic port land under the Transport Infrastructure Act 1994 can only be utilised for port related purposes and therefore NQBP will only seek future business opportunities that have a direct link to the Port (such as the import or export of a commodity) or that provides a port related service (such as government maritime agencies and shipping agencies; engineering works for port industry; concrete batching; and provedore services). Strategic Land Use Planning Seaport Transport Infrastructure Project Planning Seaport Transport Infrastructure Project Development The Port of Hay Point covers the Government areas of Mackay, Whitsunday and Isaac. Whilst the region has typically been associated with farming, specifically sugar cane farming, more recently coal mining has dominated the economy and this trend is expected to continue with new coal deposits being explored. Overall, the Bowen Basin coalfields contribute more than half of Australia s export coal. Page D-32

117 Building Collaboration and Prioritisation Phase 1 Report Appendix D Coal is currently the only export through the Port. Although other bulk material exports will be investigated as opportunities arise, further expansion of the coal export capacity of the Port is expected in the future, with the Port of Hay Point being one of Queensland's three major coal export ports, as well as one of the largest coal ports in the world. The Port of Mackay is also operated by NQBP. Given their proximity, the two ports will endeavour not to duplicate services or infrastructure, however opportunities for combined port services, such as the use of quarantine waste facilities, will be explored to provide cost effective services to port users. Mackay will continue to be a major regional seaport for the import of raw materials, fuel and general cargo and export of raw resources and finished products from the Region (including grain and sugar). Given the Port of Mackay is in a dense urban environment, bulk resources (such as coal) will be encouraged to continue to locate at the Port of Hay Point. Multi-Modal Transport Infrastructure Planning Multi-Modal Transport Infrastructure Project Development Given the significance of mining to the region, the Port of Hay Point is of strategic value as it provides world class facilities for the export of coal. The Port benefits the region, socially and economically, through investment and employment, with port operations and construction providing employment both locally and regionally. Further coal terminal expansions and the potential development of port facilities at Dudgeon Point will further contribute to the economic development of the region / Economic Development Governance and Project / Program Implementation Whilst strategic port land is not subject to Government planning provisions, NQBP aims to ensure that consistent and compatible land use and development outcomes are achieved through involving the Mackay Council in strategic planning and referral of development applications. NQBP is currently developing a Memorandum of Understanding with the Mackay Council to ensure on-going cooperation with the Council when projects on port land are assessed. Page D-33

118 Building Collaboration and Prioritisation Phase 1 Report Appendix D North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Mackay Agency or Organisation Responsible for Document: North Queensland Bulk Ports Corporation (2009) Overview NQBP is one of Australia s largest port authorities by tonnage throughput and more than half of Queensland's trade, by tonnage, pass through NQBP ports. Our aim is to be the recognised leader in the delivery of bulk cargo infrastructure. NQBP ports handle bulk shipments of coal, bauxite, sugar, grain, petroleum and general cargo. Coal is by far the main commodity handled in NQBP ports. The Land Use Plan for the Port of Mackay fulfils the statutory obligations on North Queensland Bulk Ports Corporation Limited (NQBP) in relation to the review and preparation of a Land Use Plan for its landholdings at Mackay. This document is accompanied by a set of Development Guidelines to assist the Port in its role as Assessment Manager for all development on Strategic Port Land. Although Strategic Port Land is not subject to the provisions of Council s planning scheme, this document and associated Guidelines attempt where possible, to retain consistency between the Government s planning intent and the port authority s vision. The Port of Mackay is an important component of the transport chain for sugar and agriculture, servicing Australia s largest sugar growing region. It also handles key inputs, such as fuel for mining and other activities in Central Queensland. The Port of Mackay, together with the coal export ports of Hay Point, Abbot Point and Gladstone, form a major sea hub for the mineral rich Bowen Basin. The major function of the Port of Mackay is to facilitate the export of resources and finished products from the region and to handle the import of raw materials for industry established in and near to Mackay. NQBP manages around 800 hectares at the Port of Mackay, most of which is freehold. It also holds leases over the seabed within the main harbour and the marina. Port infrastructure includes an artificial harbour enclosed by northern and southern breakwaters, and facilities for the handling of ships and cargo. There are four berths and associated loading/unloading facilities. The onshore port area also contains major bulk storage. Future Development Opportunities An intermodal terminal site including light industry, warehousing, goods distribution and associated transport infrastructure (rail spur if necessary) located with good access to the wharves can be accommodated on Strategic Port Land. Strategic Land Use Planning The major functions of the Port are to facilitate the import of raw materials, fuel and general cargo, and the export of raw resources and finished products from the region. The Port of Mackay is Queensland s fourth busiest multi commodity port in terms of cargo throughput and is one of the major servicing centres for the central Queensland mining sector. It is presently estimated the Port contributes directly and indirectly more than $150M and 400 jobs to the local economy. Page D-34

119 Building Collaboration and Prioritisation Phase 1 Report Appendix D The western and northern areas of potentially developable land (as noted in previous land use plans) represent major land development opportunities for the Port. There is potential for a Common User Bulk Terminal catering for bulk product for import/export. Sufficient land is available and could be allocated and supported by transport corridor improvements such as a rail spur or loop line. Access to bulk berths in the northern part of the harbour would service this onshore site. Development to the south of the Port (East Point Development) will introduce a significant new residential community that is physically separated from core Port operations, but is likely to rely on some employment, commercial and convenience services within or adjacent the Port precinct. Seaport Transport Infrastructure Project Planning Seaport Transport Infrastructure Project Development Multi-Modal Transport Infrastructure Planning Multi-Modal Transport Infrastructure Project Development Road Transport Infrastructure Planning The Port is identified as being of state economic significance. Although the sugar export trade has traditionally dominated throughput, other trades are no less important from a planning perspective. The steady increase in fuel imports over the last 25 years suggests that continued growth could see fuel imports more than double over the next 25 years. Other important trades may increase in throughput. Of further importance is the potential for new trades. There are strong possibilities of new export trades, each having varying port infrastructure requirements and all requiring significant onshore land areas. By planning for potential new users of this nature, NQBP can provide an attractive, ready-made fit with industry. Page D-35

120 Building Collaboration and Prioritisation Phase 1 Report Appendix D The Port Access Corridor (PAC) represents a major access link for the Port in the future. Rail access is currently through the PAC and a corridor is reserved with capacity for future road development. There is also potential for strategic industrial sites to be placed adjacent to the corridor. Road Transport Infrastructure Development As above. / Economic Development Governance and Project / Program Implementation A Memorandum of Understanding is being developed between North Queensland Bulk Ports Corporation Limited (NQBP) and the Mackay Council to establish protocols around land use planning and development assessments by both parties beyond the statutory requirements. This will facilitate cooperation and communication between both organisations to foster an integrated approach to development assessment and planning across all land. This represents an important commitment by both parties. Page D-36

121 Building Collaboration and Prioritisation Phase 1 Report Appendix D North Queensland Bulk Ports Corporation (NQBPC) Land Use Plan Port of Abbot Point Agency or Organisation Responsible for Document: North Queensland Bulk Ports Corporation (2010) Overview The Port of Abbot Point is Australia s most northerly coal port. Located approximately 25km north-west of Bowen, the Port is situated adjacent to the Abbot Point State Development Area (APSDA), an area of land identified by the State Government for the establishment of large scale industries. The Port is a strategic asset to Queensland due to its proximity to the APSDA, the resource rich Bowen Basin, Galilee Basin and North West Minerals Province, its remote location from urban development, and access to deep water. For these reasons, the Port is currently being considered for several developments including the construction of new coal terminals (Abbot Point Terminals 2 and 3) and the construction of a new Multi Cargo Facility (MCF). Access to the existing Port facilities is via a private road from the junction with the Bruce Highway (an approximate distance of 12km). This road was developed specifically for access to the Abbot Point Coal Terminal and it is held as strategic port land by NQBP. Coal is delivered to the Port via a dedicated rail line that leads to the terminal. This rail line carries coal from mines in the northern Bowen Basin coalfields. Rail infrastructure expansions are required to support terminal expansions. NQBP and the Department of Infrastructure and Planning are undertaking investigative works for a new access corridor through the APSDA to the proposed MCF. Future Development Opportunities The Port of Abbot Point has infrastructure for the export of coal, currently the only commodity to be exported from the Port. All facilities have been developed to support the transfer of the coal onto ships from trains that enter the port area. Major capital investments into Abbot Point are currently being undertaken to provide additional export capacity. Strategic Land Use Planning The MCF would be capable of accommodating the large-scale import and export of minerals and materials from the Northern Economic Triangle catchment area, as well as coalfields in the Bowen and Galilee Basins, supporting Bowen s growth into a major new industrial precinct. The facility would also service any mineral processing or large-scale manufacturing which may establish in the APSDA. Page D-37

122 Building Collaboration and Prioritisation Phase 1 Report Appendix D Additional tug facilities will be required either at the Bowen Wharves or at a new protected offshore facility at Abbot Point as part of the proposed MCF project. Rail capacity to the terminal is being increased as part of Queensland Rail s Goonyella to Abbot Point (GAP) project. Trains of 10,000 tonnes are expected to be used to service the expanded terminal. Seaport Transport Infrastructure Project Planning and Project Development Multi-Modal Transport Infrastructure Planning and Project Development It is anticipated that the MCF would incorporate both dedicated and general berths (up to 12 as a longterm vision) to support the new trades establishing at the port, as well as a sheltered tug harbour. The MCF (for which conceptual planning is complete) would result in the creation of a sheltered, multi-user, multi-purpose harbour at the Port of Abbot Point. Road Transport Infrastructure Planning and Project Development If shipping activity significantly increases under proposed Port expansions, both customs and quarantine facilities may need to be established at the Port. / Economic Development Governance and Project / Program Implementation Port Development Consent must be obtained for development on port land unless an exemption for the proposal has been granted by NQBP. This process is utilised prior to an IDAS development application being made or where an application does not trigger approval under the SPA. The purpose of this process is to make certain that the proposed development is commercially and corporately supported by NQBP and to ensure that the best environmental, engineering, and planning outcomes are being achieved. This Land Use Plan and the Development Guidelines are consulted as part of this process. NQBP believes that a coordinated approach is required to the development of the State Development Area as it is likely that many industries will require access through the Port of Abbot Point. NQBP therefore, is working with the Department of Infrastructure and Planning on various aspects of its future development including future infrastructure corridors. NQBP has made a voluntary commitment to refer development applications for uses that are inconsistent with this Land Use Plan to the Department of Infrastructure and Planning for feedback. Whilst strategic port land is not subject to Government planning provisions, NQBP aims to ensure that consistent and compatible land use and development outcomes are achieved through involving the Whitsunday Council in strategic planning and referral of development applications that are inconsistent with this Land Use Plan. Page D-38

123 Building Collaboration and Prioritisation Phase 1 Report Appendix E Appendix E Strategic Document Review and Analysis: Isaac Region Isaac Region: From Black Coal to Green Gold Socio-Economic Development Framework Agency or Organisation Responsible for Document: Isaac Council (2015) Overview According to the Isaac Region Socio-Economic Development Framework , the vision for the region is that by 2035 the Isaac Region will: (1) have achieved a balanced yet resilient economy poised for a low carbon future; (2) be respected for a compelling and effective regional leadership through Council, business and community ties; (3) have comparable infrastructure and services to metropolitan counterparts in part due to widespread internet and airline access; and (4) offer enviable diversity of lifestyle, education and employment options for residents. The Strategy is underpinned by four guiding principles: (1) Investment in key comparative advantage regional growth opportunities is critical to grow the regional economy; (2) Attract the population necessary for a sustained level of growth and prosperity, taking into account liveability and lifestyle requirements; (3) Build supply chains and value-add opportunities to the region s existing economic base; and (4) Strong leadership is key to Isaac Growth. The four principles underpin the following four Strategic Focus Areas: (1) Governance and Leadership; (2) Laying the Foundations by Creating a Climate to Facilitate Growth/Investment; (3) Places Need People and People Make Places; and (4) From Black Coal to Green Gold the transition process. Recommended priorities, projects and programs for the period for each Focus Area are summarised below. Governance and Leadership 1. Develop a regional intelligence register, incorporating a spatial and land use register to inform decision-making. Strategic Land Use Planning / According to the Socio-Economic Development Framework, regional leaders will promote the strengths and competitiveness of the region while addressing any barriers to sustained development. Page E-1

124 Building Collaboration and Prioritisation Phase 1 Report Appendix E 2. Establish a regional alliance to guide the implementation of the strategy with a focus on supply chain development both within and external to the region. 3. Develop place-based infrastructure and service models for all Isaac communities to quantify the impacts of the non-resident phantom population. Planning & Collaborative Governance Strategic Land Use Planning Physical and Community Infrastructure Planning / Co-ordinated efforts across the region will minimise duplication and maximise return on investment for all stakeholders. Strong regional leadership provides a platform for forming the state, national and global partnerships necessary for the prosperity and equity of Isaac s future. 4. Implement a community and business leader mentorship program. Planning & Collaborative Governance Industry Support 5. Nominate local identities to act as ambassadors for the region. Planning & Collaborative Governance Industry Support & Investment Attraction 6. Implement a business excellence awards program. Industry Support 7. Develop a cumulative planning for resource regions framework. Planning & Collaborative Governance 8. Develop a socio-economic sustainability policy. Planning & Collaborative Governance / Page E-2

125 Building Collaboration and Prioritisation Phase 1 Report Appendix E 9. Develop and implement a regional image strategy. Investment Attraction As above. 10. Create and disseminate regional marketing material. Investment Attraction Laying the Foundations by Creating a Climate to Facilitate Growth/Investment 11. Develop and implement a regional water supply strategy and catchment management plan. 12. Develop and implement a renewable energy strategy. Water Infrastructure Planning Natural Infrastructure Energy Infrastructure Planning / According to the Socio-Economic Development Framework, before sustainable development can occur, identified constraints to growth must be removed. Identified infrastructure shortfalls constrain opportunities for growth and innovation. Addressing these constraints requires investment in critical infrastructure to lay the foundations for growth. 13. business disaster management program. Planning & Collaborative Governance Business Information & Support Industry Support Investment in critical infrastructure is therefore, the foundation for economic prosperity and wellbeing. Further, it is necessary to consider mechanisms for the protection of identified critical infrastructure against potential risks such as severe weather events. 14. Develop and implement a regional digital infrastructure strategy. 15. Develop and implement a regional connectivity and transport strategy. Communications Infrastructure Planning Transport Infrastructure Planning / Page E-3

126 Building Collaboration and Prioritisation Phase 1 Report Appendix E 16. Connors River dam construction including pipeline to Isaac Coast. Water Infrastructure Planning & Project Development / As above. 17. Clermont to Alpha Road now a critical link to the Galilee Basin. Road Transport Infrastructure Planning and Project Development 18. Galilee Basin rail project support. Rail Transport Infrastructure Planning and Project Development 19. Clarke Creek telecommunications project. Communications Infrastructure Planning & Project Development Places Need People and People Make Places 20. Develop a social planning framework as an overarching guide for all place-making activities, with clear accountabilities and identified sources of investment. 21. Develop and implement urban design frameworks for all Isaac locations, reflective of the unique needs and aspirations of each community, while retaining a regionally-consistent brand. Planning & Collaborative Governance Physical and Community Infrastructure Planning Strategic Land Use Planning Physical and Community Infrastructure Planning According to the Socio-Economic Development Framework, meaningful and appropriate community engagement processes provide the foundation for effective social planning and community program development. Isaac Council is committed to community involvement in partnerships, to instil a sense of community and wellbeing ensuring equity and opportunity while recognising each locality s unique identity, aspirations and issues. These projects and programs will help Isaac build strong and vibrant communities through a place-making approach. Page E-4

127 Building Collaboration and Prioritisation Phase 1 Report Appendix E 22. Continue to ensure Council s maintenance activities are optimised through the implementation of the Strengthening Healthy Attractive Places (SHARP) program. Physical and Community Infrastructure Planning As above. 23. Ensure Council s community development function is adequately resourced to deliver identified community programs. Physical and Community Infrastructure Planning 24. Develop a place-quality assessment tool with the capacity to measure the impacts of changes to the physical space (public realm) on perceptions of liveability. Strategic Land Use Planning Physical and Community Infrastructure Planning 25. Create a population attraction strategy to address current challenges to attracting residential population growth, including workforce trends and availability of residential land for development. Investment Attraction 26. Coastal futures strategy. Strategic Land Use Planning Planning & Collaborative Governance 27. Rural futures strategy. Strategic Land Use Planning Planning & Collaborative Governance / / Page E-5

128 Building Collaboration and Prioritisation Phase 1 Report Appendix E From Black Coal to Green Gold the transition process 28. Identify and develop local renewable energy sources. 29. Encourage research and development into alternative industries strategic partnerships with CSIRO, CQU, JCU or QUT. Research & Innovation Infrastructure Energy Infrastructure Planning Research & Innovation Infrastructure Industry Support / These projects and programs will assist the Isaac region transition towards a low-carbon economy and sustainable community. This will occur through a combination of capitalising on the region s traditional industry strengths, enriching analytical frameworks with new ideas and developing strategy and policy which takes into account respect for the environment. 30. Conduct assessment of the clean tech potential of the Isaac region to inform strategic development. Research & Innovation Infrastructure / 31. Create and implement a regional workforce retraining/skills development strategy. Planning & Collaborative Governance / Education & Training Program 32. Support agricultural diversification and valueadding to support access to niche domestic markets. Research & Innovation Infrastructure Industry Support Page E-6

129 Building Collaboration and Prioritisation Phase 1 Report Appendix E 33. Capitalise on Isaac s clean tech potential to promote the region as an ideal location for clean tech industry networks and clusters. Research & Innovation Infrastructure Investment Attraction / As above. 34. Develop and implement a regional digital economy strategy. Communications Infrastructure Planning Planning & Collaborative Governance 35. Continue to implement the Isaac Tourism Strategy Planning & Collaborative Governance Industry Support 36. Implement an economic gardening program to assist growth of SMEs. Business Information & Support Industry Support 37. Develop and implement a sustainability strategy for IRC as an organisation towards a carbon-neutral business. Planning & Collaborative Governance 38. Encourage a low-carbon community. Planning & Collaborative Governance Page E-7

130 Building Collaboration and Prioritisation Phase 1 Report Appendix E 39. Determine economic feasibility of phosphorous and other resources recovery from wastewater. Research & Innovation Infrastructure / As above / Economic Development Governance and Project / Program Implementation According to the Socio-Economic Development Framework, strong regional leadership will provide the platform for regional, state, national and global partnerships necessary to support the prosperity and equity of Isaac s future. leaders will promote the strengths and competitiveness of the region while addressing any barriers to sustained development. Co-ordinated efforts across the region will minimise duplication and maximise return on investment for all stakeholders. Page E-8

131 Building Collaboration and Prioritisation Phase 1 Report Appendix E Isaac Region Tourism Development Strategy Agency or Organisation Responsible for Document: Isaac Council (2012) Overview Isaac Council has adopted a five-year plan, the Isaac Tourism Development Strategy to identify untapped potential and encourage a dynamic, profitable and more sustainable tourism industry. A destination boasting a myriad of tourism attractions, including extraordinary natural, cultural, historical and recreational experiences, Isaac Region has enormous capacity to attract a broader audience and increase visitation. Tourism development in the Isaac Region has been delivered ad hoc resulting in fragmented delivery and inconsistent success. Isaac s economic development strategy identifies the need to develop a comprehensive region-wide strategy to capitalise on scale economy opportunities and maximise revenue synergies. The aim is to develop an Isaac brand to help Council, tourism operators and investors identify new opportunities, improve tourism infrastructure, increase the knowledge and skills base, enhance facilities and experiences and address recreational activities and management issues. The Tourism Development Strategy has been designed as a reference tool to assist Council, tourism operators, planners and investors to: Identify opportunities for tourism and related investment in the Isaac Region; Develop the Isaac tourism brand; Plan new tourism infrastructure, facilities and experiences; Access potential new visitor markets; and Address recreational activities and management issues. 1. Entry Points and Corridors: St Lawrence, Ilbilbie and the Coastal Corridor Clermont, Nebo and the Mining Corridor The Adventure Corridor St Lawrence to Clermont Physical Infrastructure Planning Community Infrastructure Planning Governance and Collaboration / The key to the development framework lies in the principle of utilising existing entry points, corridors and regional linkages to: Strengthen the viability of infrastructure and experiences; and Provide a geographical focus for development. Page E-9

132 Building Collaboration and Prioritisation Phase 1 Report Appendix E 2. Linkages and Gateways Gateways: Rockhampton Emerald Mackay Charters Towers Service Centres: Rockhampton Emerald Mackay Physical Infrastructure Planning Program Community Infrastructure Planning Program Governance and Collaboration linkages and gateways connect and articulate the Isaac Region with existing arrival points, tourist hubs and other destinations in the broader region currently used by visitors. 3. Community Engagement and Participation Industry Support Education and Training Program 4. Character and Amenity Physical Infrastructure Planning Program Community Infrastructure Planning Program Engaging and leveraging support from local communities is critical to the practical delivery of the strategy. Isaac s Tourism Development Framework recognises the need to retain community character and amenity when considering tourism development initiatives. Development programs should support and promote a safe and healthy built environment and a protected and nurtured natural environment. Sound environmental management planning and development of appropriate regional urban design frameworks underline the strategy. Page E-10

133 Building Collaboration and Prioritisation Phase 1 Report Appendix E 5. Industry Development, Partnerships and Advocacy Industry Support Economic Development Advocacy and Partnerships This strategy identifies the need for the tourism industry to play a lead role in the delivery of a quality service and recommends a region wide training program to ensure not only that the Isaac visitor experience reflects the essence of the region but also that tourism operators have the necessary skills to build on the promise of Isaac s unique landscapes. Education and Training Program Isaac s potential will be further enhanced by strong regional partnerships not only with stakeholders from the Mackay and Whitsunday areas but also with those from the Rockhampton and Central Highlands regions. The strength of these partnerships will dictate the success of industry development for the Isaac region, particularly in terms of building on the potential of the Coastal Corridor which is subject to three LGA boundaries and lies in the footprint of two separate Tourism Organisations (RTOs). Effective stakeholder management planning will greatly assist in reducing the threat of bureaucratic barriers to development. 6. Marketing and Communication: Marketing initiatives will need to be based on a threetier approach to be successful: Positioning of the Isaac region in terms of broader regional context; Promotion of the Isaac experience as a whole in terms of both diversity and connectivity; and Promotion of sub regional narratives including destination marketing frameworks for identified entry points and corridors. Industry Support The strategy recommends the development of a compelling Isaac Tourism Brand which identifies and promotes the essence of the region and maximises its visitor appeal. Page E-11

134 Building Collaboration and Prioritisation Phase 1 Report Appendix E 7. Product and Experience Development Industry Support The strategy aims to avoid ad hoc product development and adopts a geographic framework that delivers themed products aligned to locations and visitor expectations. The strategy supports the development of diversity of products across the Isaac region and critical mass at each identified location. The identification of entry points serves to focus efforts and investment fostering a critical mass of products that can attract and hold visitors and justify the provision of support infrastructure. Each entry point identified in the framework samples different Isaac landscapes to different degrees and as such may be suited to a different range of products and may be attractive to different markets. 8. Research, Planning and Development Industry Support It is critical to the success of the practical delivery of the strategy that it is regularly reviewed and updated to ensure its currency and relevance. The Tourism Strategy should be informed by a comprehensive Economic Development Strategy. Strategic planning efforts should ensure tourism gaps and needs are researched and understood, support tourism infrastructure and capital projects and ensure funds are secured to support tourism development initiatives. Page E-12

135 Building Collaboration and Prioritisation Phase 1 Report Appendix E Sub-strategies 9. The Tourism Strategy is further supported by the following sub-strategies: Visitor Information Provision Strategy; Spend Strategy; Tourism Business Support Strategy; Customer Service Quality Framework: First Choice Service ; Fishing and Aquatic Experience Development Strategy; and Accommodation Provision Strategy. Industry Support Business Information & Support Education and Training Program Physical Infrastructure Planning / Economic Development Governance and Project / Program Implementation According to the Tourism Development Strategy, Isaac s potential will be further enhanced by strong regional partnerships not only with stakeholders from the Mackay and Whitsunday areas but also with those from the Rockhampton and Central Highlands regions. The strength of these partnerships will dictate the success of industry development for the Isaac region, particularly in terms of building on the potential of the Coastal Corridor which is subject to three LGA boundaries and lies in the footprint of two separate Tourism Organisations (RTOs). Effective stakeholder management planning will greatly assist in reducing the threat of bureaucratic barriers to development. Page E-13

136 Building Collaboration and Prioritisation Phase 1 Report Appendix F Appendix F Strategic Document Review and Analysis: Whitsunday Region Whitsunday Council Economic Development Strategy Agency or Organisation Responsible for Document: Whitsunday Council (2017) Overview Informed by research, analysis and consultation with the communities of the Whitsunday Region, the Whitsunday Council Economic Development Strategy, provides Whitsunday Council, as its custodian, with a clear, actionable and achievable road map for economic development until The economic development vision is informed by extensive community consultation, Council s Corporate Plan and the 2036 vision for the Whitsunday Region and reads as follows: Through innovation and growth in a diversity of sustainable industries, the Whitsunday Council area will be a region of choice in which to live, visit, work and invest. The vision is supported by Whitsunday Council s commitment to sustainable growth as encapsulated in its economic development charter, which is expressed as follows: Whitsunday Council works in collaboration with its partners in industry, government and the community, to secure a prosperous future that is driven by innovation and investment in strategic projects and industries that will drive regional growth. The Whitsunday Council Economic Development Strategy, presents a suite of 71 individual actions, categorised under six strategic themes. The six themes are: (1) A Diverse and World-class Tourism Destination; (2) A Sustainable and Profitable Farming Region; (3) An Environmentally-Sustainable Region Supported by Climate- Adapted Industries; (4) A Globally-connected and Dynamic Region of Choice for Investment; (5) A Skilled Workforce and Prosperous Small Business Sector; and (6) A Region of Vibrant Towns and Centres. The Strategy identifies 23 priority actions to be pursued over the first 12 months of the strategy s implementation. These are summarised below. A Diverse and World-Class Tourism Destination 1. Complete the planning and development approvals processes for a mixed-use 5- star hotel and entertainment precinct at Airlie Beach. Strategic Land Use Planning Physical Infrastructure Planning Through implementation of the actions contained in the economic development strategy, Whitsunday Council will take a collaborative and co-ordinated approach to promotion and development to expand the Whitsunday Region s tourism offer with a depth and diversity of attractions and facilities and grow the market for coastal and land-based experiences that are unique to the region. Page F-1

137 Building Collaboration and Prioritisation Phase 1 Report Appendix F 2. Prepare a business case for the Bowen Marina site. Strategic Land Use Planning Industry Support Opportunities exist to expand the tourism offer beyond the Whitsunday Islands and Airlie Beach to a broader land-based visitor experience, particularly targeting the domestic drive market. Developing opportunities will require investment in a greater diversity of visitor accommodation facilities and services. 3. Prepare a concept plan and a business case to develop a regional food produce and tourist centre in the Bowen area. 4. Develop and resource a program to facilitate land-based tourism product development across the Whitsunday Region. Strategic Land Use Planning Industry Support Business Information & Support Industry Support / Anticipated benefits include: Increased average length of stay by domestic visitors to the Whitsunday Region from 4 nights to 6 nights, by Increased average length of stay by international visitors to the Whitsunday Region from 7 nights to 10 nights, by A 10 per cent annual increase in the tourism sector s contribution to the Whitsunday Region s gross regional product (GRP), from approximately $540 million in 2017 to $875 million in Increased employment in the Whitsunday Region s tourism sector, from approximately 2,350 jobs in 2017 to 4,000 jobs by An increase in the number of land-based tourism products and activities throughout the Whitsunday Region by A 5-star hotel and entertainment precinct operational at Airlie Beach by Page F-2

138 Building Collaboration and Prioritisation Phase 1 Report Appendix F A Sustainable and Profitable Farming Region 5. Establish a clear policy position on infrastructure delivery for long-term water security for the Whitsunday Region and proceed with project implementation. 6. Support the development of a concept plan and business case for the Bowen food processing plant. 7. Prepare business cases for the delivery of priority transport infrastructure. 8. Support the participation of growers as part of a trade mission to the Hong Kong Food Expo in August Water Infrastructure Planning Strategic Land Use Planning Industry Support Transport Infrastructure Planning Business Information & Support Industry Support & Investment Attraction / / This action area is designed to capitalise on the Whitsunday Region s strengths and opportunities in sugar production, beef cattle, horticulture and aquaculture to value-add and meet demand from existing and new markets in Australia and overseas. Anticipated benefits include: Successful participation of the Whitsunday Region in the trade mission to the Hong Kong Food Expo in August Establishment of Bowen TAFE as a campus for international studies in horticulture and English by Formal recognition at the State and national levels of the Whitsunday Region s agricultural industry s transport infrastructure priorities. An increase in the number of the Whitsunday Region s agricultural enterprises engaged in processing activities. A 12 per cent increase in the agricultural sector s contribution to the Whitsunday Region s industry value-added, from $89 million to $100 million by Progress the opportunity to establish Bowen TAFE as a campus for international studies in horticulture and English. Industry Support & Investment Attraction Education & Training Program Page F-3

139 Building Collaboration and Prioritisation Phase 1 Report Appendix F An Environmentally-Sustainable Region Supported by Climate-Adapted Industries 10. Explore the concept of an innovation hub including opportunities for education and training utilising existing TAFE facilities at Cannonvale for climate adaptation. Research & Innovation Infrastructure This will support a healthy and liveable natural environment for everyone in the Whitsunday Region to enjoy by providing means to encourage and support climate-adapted industries as key contributors to the region s economic development. A Globally-connected and Dynamic Region of Choice for Investment 11. Identify and plan for strategic development sites throughout the Whitsunday Region. Strategic Land Use Planning Whitsunday Council recognises that it has an important role to help facilitate investment by promoting what the region has to offer prospective investors. This includes the critical enablers of economic development, including strategic physical infrastructure like transport and communications, power and water. These actions are designed to establish and promote the Whitsunday Region as a globally-connected region of choice for investment, supported by best-in-class strategic infrastructure including transport, communications, water and energy. Targeted outcomes include: An investor prospectus completed and published (in print and online) by July A 25 per cent increase in investment enquiries to Whitsunday Council by July Implementation of the Whitsunday Coast Airport Strategic Plan. Page F-4

140 Building Collaboration and Prioritisation Phase 1 Report Appendix F 12. Implement the Whitsunday Coast Airport Strategic Plan Strategic Land Use Development As above. Air Transport Infrastructure Planning & Development 13. Prepare and publish a Whitsunday Region investor prospectus. Investment Attraction 14. Establish an investment enquiry protocol for the Whitsunday Region. Investment Attraction 15. Promote the Whitsunday Council area as a location for State and Federal government services. Investment Attraction A Skilled Workforce and Prosperous Small Business Sector 16. Develop a Doing Business in the Whitsundays prospectus. 17. Identify opportunities for additional training programs to support local mining sector employment opportunities. 18. Work with Adani to develop a trade training centre in Collinsville. Business Information & Support Education & Training Program Industry Support Education & Training Program Industry Support Whitsunday Council will collaborate with industry, the education and training sector and other tiers of government to enhance the Whitsunday Region s skills base and to support innovative, productive and prosperous small businesses throughout the region. Key performance measures include: An increase in the number of business support and business investment enquiries to Whitsunday Council in 2017/18. A Whitsunday Region exporters forum series held during the 2017/18 Financial Year. A 10 per cent increase in the number of business start-ups in the Whitsunday Region over the five-year period to Page F-5

141 Building Collaboration and Prioritisation Phase 1 Report Appendix F A Region of Vibrant Towns and Centres 19. Implement the Greening & Growing Bowen project. 20. Lead negotiations to develop a mixeduse 5-star hotel and entertainment precinct at Airlie Beach. 21. Implement the master plan for the Proserpine Town Centre and Lake Proserpine. 22. Implement the Airlie Beach Foreshore Revitalisation Project. Water Infrastructure Planning & Project Development Strategic Land Use Planning Strategic Land Use Planning Strategic Land Use Planning Whitsunday Council aims to support the sustainable development of the region s towns and activity centres by providing all communities with vibrant and prosperous places to access employment, retail goods and services and essential community services and facilities. Performance measures include: Implementation of the master plans for the Proserpine Town Centre and Lake Proserpine and the Airlie Beach Foreshore Revitalisation Project. A 15 per cent increase in retail turnover in the Whitsunday Region s key activity centres by A signed Memorandum of Understanding (MOU) between Whitsunday Council and Adani regarding measures to facilitate sustainable mining towns in Bowen and Collinsville. 23. Progress discussions for a State High School at Cannonvale. Economic Development Advocacy & Partnerships Strategic Land Use Planning / Economic Development Governance and Project / Program Implementation Whitsunday Council s approach to economic development is aligned with its corporate planning framework and it embraces the wider regional objectives of the Greater Whitsunday Alliance (GW3), RDA Mackay-Isaac-Whitsunday and the Queensland Government s Advancing Our Cities and Regions Strategy. Page F-6

142 Building Collaboration and Prioritisation Phase 1 Report Appendix F Whitsunday 2020: Whitsunday Council Corporate Plan, Agency or Organisation Responsible for Document: Whitsunday Council (2014) Overview Whitsunday 2020 is a five-year corporate vision which informs Whitsunday Council's directions and priorities for the period Council s vision is Natural beauty, global attraction. We have it all. With respect to the local economy, the Corporate Plan recognises that the future economic prosperity of the Whitsunday region lies in its competitive advantages, including its close proximity to the Bowen and Galilee Basins, the availability of residential and industrial land, the diversity of the industries within the area and the strong quality of lifestyle enjoyed by local residents and families. With a strong focus on economic development the seven strategic priorities identified in the plan are summarised below. 1. Advocate for implementation of the Bruce Highway Action Plan. 2. Develop the Whitsunday Coast International Export Hub as a significant transport and exports hub and regional economic driver. 3. Advocate for the construction of the Urannah Dam and improvements to the Burdekin Falls Dam. Road Transport Infrastructure Planning & Development Transport Infrastructure Planning & Development Strategic Land Use Planning Water Infrastructure Planning & Development / / The Corporate Plan s economic development focus is based on the premise that the Whitsunday region s population is expected to grow to 44,000 by the year With that in mind, Council is focussed on growing the economy and delivering the infrastructure and services required to accommodate the growing population. It has identified the seven strategic priorities as being central to this goal. Key performance measures include: Growth in Gross Product (GRP) and the local economy; Growth in population; Increased investment in the local economy; and Development and implementation of strategies. 4. Advocate for the establishment of a base load power station at Collinsville and alternative energy sources. Energy Infrastructure Planning & Development / Page F-7

143 Building Collaboration and Prioritisation Phase 1 Report Appendix F 5. Advocate for the continued development of the Port of Abbot Point and the Abbot Point State Development Area. 6. Advocate for the establishment of an integrated resort and casino development within the Whitsunday region. Seaport Infrastructure Development Strategic land use development Physical infrastructure development As above. 7. Advocate for the growth of the agriculture, horticulture and seafood sectors for expanding export opportunities. Industry Support / Economic Development Governance and Project / Program Implementation As expressed in Whitsunday 2020, Whitsunday Council is committed to attracting new business and investment to the region and fostering economic development. Council partners with local and regional tourism and economic development organisations to: promote the Whitsunday region and facilitate destination marketing campaigns; deliver small business training workshops; engage with industry stakeholders to develop investment attraction initiatives; and attract business and tourism events to the region. Page F-8

144 Building Collaboration and Prioritisation Phase 1 Report Appendix F The Whitsundays Destination Tourism Plan Agency or Organisation Responsible for Document: Tourism Whitsundays Overview The Queensland Government has identified the tourism industry as one of four key pillars that will drive economic development and growth in the coming decade and has set a goal to increase visitor expenditure across Queensland from $21.5 billion in 2012 to $30 billion by the year All tourism regions will contribute to achieving this goal and have been set milestones to aim for in raising their annual visitor expenditure. In the case of the Whitsundays region the aim is to raise expenditure from $705 million in to $1.24 billion in The Whitsundays Destination Tourism Plan (DTP) seeks to guide the industry in reaching this aspirational target, in growing sustainability and in achieving its vision that, by 2020 the Whitsundays will be globally recognised as one of the world s leading tropical island and marine leisure holiday destinations. In being aware of numerous megatrends that will impact of the industry in the coming decade state government has identified six key themes upon which tourism development should be based, namely: preserving our nature and culture; offering iconic experiences; targeting a balanced portfolio of markets; delivering quality, great service and innovation; building strong partnerships; and growing investment. The DTP identifies twelve key strategies for the region to focus on to achieve 2020 targets. These are summarised below. Strategy One -Take advantage of population growth in the immediate and greater region (Galilee and Bowen basins, Townsville, etc.) by maximising opportunities to grow day-trip, short-break and VFR visitation to the Whitsunday region 1. Annually monitor and review regional and surrounding regions population growth and demographic changes/trends 2. Develop and run innovative new marketing campaigns targeting VFR markets, shortbreak markets and conversion of day-trip markets to overnight stays. Industry Support Queensland Trade and Treasury Office of Economic and Statistical Research Population and Dwelling Profiles (April 2012 Update publications) project that the populations of the region will increase by approx. 100,000 (20%) between 2011 and 2020 (low series projections). Industry Support Page F-9

145 Building Collaboration and Prioritisation Phase 1 Report Appendix F 3. Strategically market new and existing events in a way to stimulate the 400km radius market. Industry Support The Whitsundays are already popular as a daytrip and short-break destination for residents from surrounding regions. Between 2009 and 2012, 19% of domestic overnight travellers to the Whitsundays identified visiting friends or relatives as the purpose of their visit. Maintaining or growing these markets in line with regional population growth (should this growth occur as forecast) provides the region with one of its best opportunities to attain the 2020 $1.24 billion annual visitor expenditure milestone. Strategy Two - Refocus regional marketing initiatives to improve performance/attract more visitors from southern, interstate and eastern seaboard markets, in particular Melbourne, Sydney and N.Z. markets 4. Develop and deliver innovative increased brand, tactical and marketing activity in partnership with TEQ and industry that drives improved performance from southern, interstate and eastern seaboard target markets, particularly the Melbourne, Sydney and N.Z. markets. 5. Review research data and consult with the local industry, to develop strategies to improve both the rates of repeat visitation and the rate of recommendations by preferers. Industry Support Sydney, Melbourne and eastern seaboard markets are the backbone of high-yield visitation to the Whitsundays. There is a view that the region is not performing as well as it could in these markets. In addition, there are local desires to re-establish lost Melbourne and Sydney direct flights to Whitsunday Coast Airport. Industry Support In there were 8,000 NZ visitors to the Whitsundays. They stayed 84,000 nights, i.e nights per visitor on average. This compares to the average international length of stay of 7.12 nights. NZ visitors stay longer. NZ visitors have a high repeat visitation to Australia. Page F-10

146 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Three - Grow consumer recognition that the Whitsundays is the gateway to the central Great Barrier Reef (heart of the reef) 6. Develop an industry toolkit that assists operators to amplify the experiences of the Great Barrier Reef and other key, competitive nature-based assets in context of the destination brand. 7. Continue to work with the industry and community to align marketing communications to the destination brand. 8. Undertake annual marketing activity that reinforces Airlie Beach s proximity to the Great Barrier Reef and Islands within the context of the regional brand attributes and values in collaboration with industry and the community. Industry Support Education and Training Program Industry Support Industry Support DTP consultation provided feedback suggested that: It is not generally recognised by consumers that they can access the Great Barrier Reef (GBR) from Airlie Beach/the Whitsundays. Heart Reef in the GBR is one of the region s key icons and USPs. It is a strategy of the WMDL/Whitsundays China Plan to, position Heart Reef as a must do Australian Icon alongside Sydney Harbour Bridge and Ayres Rock (Uluru). The Whitsunday brand needs to better embrace the GBR (more emphasis on). The Great Barrier Reef has tremendous visitational pull at an international level and the Whitsundays need to make more of its position in the centre (heart) of the reef. The Whitsundays has visitational pull for the wedding market and the presence of Heart Reef adds to opportunities. It is also noted that the region is at a disadvantage with some competitors in terms of accessing the GBR. The GBR is further away (2-3 hours by fast boat) and as a dive/snorkelling experience it is a daytrip. This extra sea travel adds to the tour cost. There is only one boat tour operator (regular tours) (although other boats can be chartered). It follows that care must be taken to ensure that false consumer expectations are not generated, and that demand can be met. Page F-11

147 Building Collaboration and Prioritisation Phase 1 Report Appendix F Project or Program Project/Program Type Scale Expected Outcomes / Benefits Strategy Four - Increase the attractiveness of the Whitsundays as an Australian holiday destination to Chinese target markets 9. Implement the Whitsundays 74 Island Wonders China Plan - July 2013 June 2015 with an annual action plan. 10. Revisit the Whitsundays Heritage Trails Development Plan with a view of developing and implementing an action plan designed to grow cultural and heritage tourism across the region. Attention should be placed on prospects at Proserpine, Collinsville and Bowen; community and special events; and Indigenous culture. Industry Support Industry Support In terms of visitor numbers, China is currently Australia s third largest inbound market. Although only 2.3% of international visitors over 25% annual growth in the Chinese market is forecast, if the Whitsundays can take advantage of the strong alignment of their product and experiences with what the Chinese market looks for when choosing a holiday destination. The region has the advantage of some key operators already focussed on the Chinese market. A challenge is to increase the amount of China-ready product and generally align the local industry to meet forecast growth in Chinese visitors. The Whitsundays 74 Island Wonders China Plan - July 2013 June 2015 addresses these issues, targeting: Australian based Chinese families and students (targeting VFR from China). Inbound Tour Operators and Chinese Aussie Specialists. Chinese Independent Travellers (with a geographic focus on Shanghai, Beijing and Guangzhou as source markets) (Aligning with TEQ target markets identified in Setting the direction for the China market ; Tourism Qld publication). Page F-12

148 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Five - Support the development of major tourism projects that will enhance the visitor experience and appeal of the region 11. Advocate for the development of additional new or existing fully integrated brand name resort developments within the region. Investment Attraction Recent WMDL planning (supported by DTP research and consultation) has identified key projects that are highly sought after by the Whitsundays tourism industry. These include: 12. Advocate for the development of an Events Centre to be located in Airlie Beach that provides a business events, cultural and entertainment precinct. 13. Advocate for and provide facilitation assistance (as applicable) for the establishment of a Flow House entertainment venue at Airlie Beach. 14. Pursue opportunities to develop a Cycle and Footpath Strategy and a Whitsunday Region Open Space and Recreation Strategy. 15. Implement recommendations from the Cycle and Footpath Strategy and Whitsunday Region Open Space and Recreation Strategy. Investment Attraction Investment Attraction Physical Infrastructure Planning Program Physical Infrastructure Planning & Development A fully integrated brand name resort development. Such a development would attract new high-yield markets and international publicity for the region. A community, entertainment and events centre. It has been suggested that a multi-purpose convention centre at Airlie Beach is needed to host large events and provide an undercover venue during inclement weather. Anecdotal evidence suggests this will present an opportunity to boost mid-week occupancy rates, i.e. by hosting Australian (national/regional business meetings/events. A wave-pool. It is reported that a developer wants to invest substantial finances in establishing a Flow House entertainment venue at Airlie Beach. It would address a need the local tourism industry constantly expresses for, more land-based activities for families and youth and something to do when the weather turns foul. As an international brand and venue capable of hosting international events it would be a significant marketing asset/attraction for the Whitsundays. 16. Build demand for air travel from domestic source markets to the destination via Whitsunday Coast and Hamilton Island Airports. Industry Support Page F-13

149 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Six - Support the development of new product and experiences that encourage distribution of visitors and tourist dollars throughout the region 17. Establish a Working Party to review the Whitsundays Ecotourism Strategy (2008) and develop and implement the action plan. 18. Develop and implement the development of a series of self-drive trail brochures (joint use as web content) for the Whitsundays region. (Note: A 4WD trail plan as identified in the Whitsundays Ecotourism Strategy should be part of considerations). 19. Pursue opportunities to develop roadside rest areas, limited time free-camp camp areas, interpretation signage, etc. that support the regions ability to attract and retain grey nomad, RV and caravanning markets. Economic Development Advocacy & Partnerships Industry Support Physical Infrastructure Planning & Development Project research and consultation identified a need to distribute visitors and tourist dollars throughout the region and to provide opportunities for Airlie Beach visitors when the weather is bad enough to restrict marine activities. Flydrive is how many visitors get to and experience the Whitsundays, but there is a lack of developed self-drive routes/experiences. Most communities express a desire to develop local self-drive routes, e.g. 4WD routes; a local heritage trail; a shopping experience/trail; a farm-gate local produce trail etc. Population ageing and growth, combined with the popularity of caravanning and RVs, is driving continued expansion in numbers of grey-nomads on the roads. This market could be better targeted/groomed by the Whitsundays. 20. Pursue opportunities to develop touring routes, product and packages (either alone or in conjunction with adjoining regions) that attract visitation from adjoining regions (and/or encourage greater visitation to the broader region); e.g. fly-rv or caravan hire; a Mackay-Townsville touring route. Economic Development Advocacy and Partnerships Industry Support Page F-14

150 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Seven - Grow the number and quality of events across the Whitsundays region 21. Continue to implement the WMDL Events Innovation Strategy and commit to undertaking a review of this strategy in 2015 to identify new opportunities moving forward. 22. Pursue the development of a standalone event management and marketing organisation (as identified in the Tourism Whitsundays Events Innovation Strategy ). Industry Support The importance stakeholders place on events as a strategy to grow tourism in the Whitsundays, suggests WMDL identify whether they can introduce new strategies; attract additional resources; or engage external partners to grow and fast-track the development of a full program of events across the region. It has been suggested, we have a Season of Sailing, why not a Season of Adventure, a Season of the Arts? Industry Support Business Information & Support Education & Training Program 23. Attract additional events seed funding to support new and emerging events Industry Support Page F-15

151 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Eight - Protect and promote Whitsundays marine and natural environments 24. Advocate to politicians, governments and industries for the protection of the region s marine and natural environments 25. Develop and implement a new marketing campaign focussing on the theme Promoting Whitsundays Unique Biosphere (marine and natural environments) 26. Pursue opportunities to develop an Airlie Beach Marine Discovery Centre Planning & Collaborative Governance Economic Development Advocacy & Partnerships Industry Support Physical Infrastructure Planning Program There is almost unanimous agreement locally that the tourism industry (employing approximately 3,000 people in the Whitsundays) is based on the region s unique and relatively pristine marine, island and natural environments. The reef is undergoing death by a thousand cuts. Already we have lost a substantial percentage of the coral cover. Numerous reasons will be cited to do with crown of thorns starfish; riparian water run-off polluting water; climate change/warming oceans, etc., is a view many people hold. Despite this the Great Barrier Reef remains in good condition in comparison to many competing destinations. The message is if we lose our coral, quality of reef and natural environments and we lose our competitive advantage, unique selling position and the base on which the Whitsunday tourism industry is built. It follows that every effort must be made to protect the regions marine and natural environments, clean waters, etc. The Whitsundays Tourism Opportunity Plan identifies a potential project that has been a community aspiration for a number of years, i.e. an Airlie Beach Marine Discovery Centre. Such a facility would be invaluable in industry desires to protect and promote the reef. A feasibility study was completed in 2008 for a state-of-the-art Marine Education Centre and Aquarium that could offer visitors an interpretive facility showcasing the Great Barrier Reef. This concept and related feasibility study needs to be revisited. Page F-16

152 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Nine - Support tourism industry workforce development 27. Initiate/facilitate discussions with TAFE, Qld universities and the Whitsundays tourism industry to scope options, opportunities and challenges associated with a view to developing and implementing a centre of excellence (or similar concept) in regional tourism training. 28. Develop and implement the key actions of a Whitsunday Workforce Development Plan 29. Facilitate the implementation a range of customer service initiatives to increase the level of customer satisfaction. Industry Support Education and Training Program Education and Training Program Education and Training Program Several workforce issues were raised in project consultation, including the need for: Raising customer service standards and local knowledge, e.g. through a Whitsundays induction, ambassadors or local accreditation scheme; Increasing the supply of both skilled and unskilled tourism and hospitality staff willing to work in regional Australia, e.g. through advocating for an increase in the period backpackers can work when on a working-holiday; programs focussed on transitioning local high school leavers into the local tourism industry. A need to prepare businesses (e.g. cultural awareness training for customer service staff and management; realignment of product to meet market expectations) in preparation for anticipated growth in visitation from Asian markets (particularly China); Development of creative strategies to address difficult issues such as: - The transient workforce; - Businesses constantly in training mode; - A lot of people move to Airlie for lifestyle reasons and have lifestyle attitudes to business, i.e. some may not be as committed to growing their business as one may like; - Staff attraction and retention (particularly on the islands, where leisure and socialising opportunities outside of work are limited. And where some businesses have difficulty attracting management staff). Page F-17

153 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Ten - Improve industry resilience to the impacts of severe weather events 30. Advocate for flood-proofing of the road between Whitsunday Coast Airport and Airlie Beach-Shute Harbour (and for floodproofing the Bruce Highway generally) Economic Development Advocacy and Partnerships Planning & Collaborative Governance Physical Infrastructure Planning Program Tidal surges, heavy rain, rough seas and high winds from tropical storms and cyclones can cause occasional road closures, flight delays, power cuts, floods and associated damage; all impacting negatively on the region s tourism industry. This can occur any time from November to May, but February- March is the most likely time/when the weather is at its worse. The tourism industry needs to continue pursuing strategies aimed at reducing the impact of such weather. 31. Avoid the peak cyclone season when staging large events (depending on the nature of the event and target markets) Industry Support 32. Ensuring stronger collaboration in communication and media strategies during time of natural disasters. Industry Support 33. Partner with relevant agencies to identify and report economic impacts and severe weather events Economic Development Advocacy and Partnerships Page F-18

154 Building Collaboration and Prioritisation Phase 1 Report Appendix F Strategy Eleven - Establishment international flights into the Whitsunday Coast Airport 34. Advocate international route development for the Whitsunday Coast Airport in line with WRC plans for this to become an integrated transport hub Economic Development Advocacy and Partnerships The Whitsunday Council has identified within their Corporate Plan the opportunity to develop the Whitsunday Coast Airport into an International Airport with specific opportunity out of Asia and New Zealand. 35. Build demand for a Whitsunday holiday with international target markets (and visitation) to support the business case for development of a Whitsunday Coast Airport as an international airport with emphasis on Asian and NZ opportunities Industry Support Strategy Twelve - Increase engagement by the tourism industry in advocacy and planning activities that impact upon the industry 36. Advocate for WMDL members, chambers of commerce, event organisers, individual tourism and other business that benefit from tourism, to be more actively involved in advocacy and planning that does, or is likely to, impact on the industry Economic Development Advocacy and Partnerships Project research encountered, on numerous occasions, evidence that tourism businesses and communities would benefit from increased engagement with various government agencies and representatives. Page F-19

155 Building Collaboration and Prioritisation Phase 1 Report Appendix F Catalyst Projects 37. International Access to the Whitsunday Coast Airport Physical Infrastructure Planning Program Industry Support 38. Development of Integrated Resort Development Investment Attraction Physical Infrastructure Planning Program Catalyst projects have been identified to support the destination strategies. 39. Investment in Events as a driver for visitation growth. Industry Support 40. Development of major events centre incorporating a significant business events venue Investment Attraction Physical Infrastructure Planning Program / Economic Development Governance and Project / Program Implementation Key to the progress of this plan will be: Negotiations between Whitsundays Marketing and Development Ltd (WMDL - the key tourism, business events/conventions and economic development agency for the Whitsunday region), funding partners and respective government agencies to ensure adequate funds are available for the staged implementation of the plan; Engaging business and communities to ensure in kind and volunteer contributions are maximised; Attraction of external grant funds to support available agency and community contributions; and WMDL, Whitsunday Council and other agencies getting the balance right between supporting/attracting major developments versus community-economic and small business development. Page F-20

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