STRATEGIC PLAN 2018-2020
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Foreword 4 Executive Summary 6 About the Committee for Gippsland 6 Our Achievements 8 Our Purpose and Mission 10 Our Vision 11 Challenges and Opportunities across Gippsland 12 Looking forward The Strategy for 2018-2020 14 Longer term advocacy themes 15 Leadership 17
Foreword Established in 2011, the Committee for Gippsland has developed as a credible and influential voice for Gippsland. The Committee for Gippsland s Strategic Plan 2018-2020 builds on the solid foundation provided by the two previous strategic plans, (2015-2017 and 2011-2014) outlining a number of key themes and priority projects for the region. As a member driven organisation, Committee for Gippsland members continue to drive the priorities set through member engagement and consultation. It is important businesses and organisations in Gippsland have a cohesive and collaborative voice to government and key decision makers. Committee for Gippsland members contribute vital industry and sector knowledge, provide opportunities for job creation, innovation and investment in the region, and a genuine commitment to improving Gippsland s regional wellbeing. The Committee for Gippsland has achieved funding commitments for a large number of strategic priorities in its last strategic plan, with a small number still yet to secure support. The Committee for Gippsland consulted extensively with its members and key stakeholders in 2017 to gauge feedback on key issues across Gippsland. Some of these themes included infrastructure that supports both industry and community liveability, digital connectivity, promoting Gippsland s regional branding for investment attraction and liveability, particularly in food production and the visitor economy, and continuing to develop the region s abundance of natural resources in a high-value, sustainable manner. 4
The recruitment and retention of Committee for Gippsland members remains a strategic priority, with members providing critical sector knowledge and credibility to the Committee for Gippsland. The Committee for Gippsland is sector neutral, reflecting the broad-based economy of the region. The Committee for Gippsland acts in the overall interest of the Gippsland region, and does not pursue the commercial interests of individual members. The Committee for Gippsland is neither a think tank or lobby group. It aims to combine credible, locally driven and evidence based policy work as the foundation of effective and regionally focussed advocacy. This combination is aimed at achieving positive results for Gippsland and enhancing the region s liveability and investment reputation. Harry Rijs Chairman Mary Aldred Chief Executive Officer 5
Executive Summary About the Committee for Gippsland The Committee for Gippsland is a not-for-profit, incorporated organisation that provides a positive and influential voice for Gippsland. It takes a whole of region approach to advocacy, on projects and priorities informed by over 90 business and community organisations, collectively employing around 10,000 people across the Gippsland region. Sector neutral, the Committee for Gippsland represents higher education providers, transport operators, manufacturing businesses, agribusiness and food processors, professional services, tourism operators, energy and resources sectors, healthcare providers, timber mills, small businesses and community groups. It aims to positively influence government policy, particularly at a state and federal government level to achieve funding and strategic outcomes that benefit the Gippsland region. The Committee for Gippsland works collaboratively with all levels of government, as well as partner organisations and stakeholders in the Gippsland region. The Committee for Gippsland aims to work particularly closely with its One Gippsland partners who are the Gippsland Local Government Network (comprising the six Gippsland local government organisations) and the RDA Gippsland Committee. An example of the combined success that One Gippsland has contributed to is the funding commitment to Latrobe Regional Hospital s stage 2A redevelopment, which has just recently been completed. 6
The Committee for Gippsland aims to positively influence government policy through a fact-based, consistent, and member driven approach. The Committee for Gippsland looks beyond political cycles to enable long-term planning and strategic outcomes for Gippsland. The Committee for Gippsland achieves this by working to prepare and deliver high level, evidence based policy work, and develop constructive relationships with government and opposition at a state and federal level. The Committee for Gippsland is committed to developing strong local leadership through the Gippsland Community Leadership Program. Australia s longest running and most prestigious regional community leadership program, GCLP was established in 1996 and now has over 550 graduates. It is a 10 month program that is auspiced by the Committee for Gippsland with the support of local government, corporate partners and Regional Development Victoria. 7
Our Achievements Since 2011 the Committee for Gippsland has established itself as the key independent go-to organisation in Gippsland and is well regarded by all levels of government. The Committee for Gippsland has continued to make a significant contribution to Gippsland, assisting in achieving positive outcomes through our advocacy and research work. The Committee for Gippsland plays a leading role in the strategic direction of the Gippsland region through a number of policy and project initiatives. In recent times, these have included the Our Region Our Future: Securing an economic future for Gippsland and Latrobe Valley project that was the first and most comprehensive blueprint developed for carbon transitioning in the Latrobe Valley. Several months after the 100 page document was launched, it was announced that Hazelwood power station would close. Our Region Our Future provided a fact-based, locally driven and constructive body of work that provided an important set of findings and recommendations to government. 8
Working with partners and stakeholders in the Gippsland region, the Committee for Gippsland has assisted in successfully advocating for the following priorities: a. Over $150 million to Gippsland road and infrastructure projects identified in the Gippsland Freight and Infrastructure Master Plan. b. Hosted the inaugural Gippsland Jobs and Innovation Showcase attended by 150 regional business and industry leaders from across Gippsland. c. Commitment by the Victorian Opposition to construct a new West Gippsland Hospital if elected in 2018. d. $30 million in Victorian Government funding towards the Northern Towns Pipeline Project in South Gippsland. e. $40 million in state and federal government funding towards the Macalister Irrigation District 2030 modernisation project. f. Princes Highway Duplication from Traralgon to Sale and continued advocacy for the remaining kilometres of road to be duplicated. g. The $2 billion contract worth around $650 million to the local economy over 25 years that will see the East Sale RAAF base be the location for the Flight Pilot Training School 5428. This will generate 700 local jobs. h. $48.2 million in funding towards the redevelopment at the iconic Penguin Parade part of the Phillip Island Nature Parks. 9
Our Purpose The Committee for Gippsland is a positive and influential voice for Gippsland helping to create a prosperous and sustainable future for the region. By positively engaging with government and regional stakeholders, the Committee for Gippsland is helping to attract and retain investment and jobs in the region and maximise economic and social opportunities for Gippsland. Our Purpose and Mission Our Mission Our mission is to foster, facilitate and encourage a Gippsland region that invites and develops participation and innovation, business investment, industry development and strong and vibrant communities. 10
Our Vision Our vision is for Gippsland to be a prosperous region engaged in a global economy. The guiding principles that form the foundation of the role that Committee for Gippsland plays in the region, includes that: a. members continue to drive and inform the direction and momentum of the Committee for Gippsland. b. board members and executive maintain and demonstrate the skills and credibility for the Committee for Gippsland to be a respected and recognised advocate for Gippsland. c. relationships are developed and sustained across industry and business, government and non-government organisations through to the community. d. we are apolitical and receptive to alternate opinions, proposals and perspectives. e. we do not act as an advocate for the pecuniary interests of individual members. Our Vision 11
Challenges and Opportunities across Gippsland 12 During consultations with Committee for Gippsland members in 2017 some key themes were identified. These included: Challenges a. Digital connectivity that enables industry and community to thrive. b. Social license issues in agriculture, resources and energy generation. c. Improving brand recognition of Gippsland for its products and produce. d. Financial burden of rising energy prices and the cost of doing business. e. Improving skills, training and higher education outcomes for the region. Opportunities a. Maximising the utilisation of a resource rich region, with particular opportunities in water, timber, minerals, coal and agriculture. b. Promoting a positive brand for Gippsland particularly in food production and marketing and the visitor economy - we need to improve the way we tell the story of Gippsland. c. High value advanced manufacturing and innovation. d. Identifying and recruiting new commercial investment in the region as well as re-investment from existing businesses. e. Driving closer engagement between employers and higher education providers in the region to graduate students with relevant and required skills for local industry within a region students want to stay and build a career in.
The Committee for Gippsland initiated consultations with its members over several months, which included a range of face to face meetings, group consultation sessions in Wonthaggi, Warragul, Traralgon and Bairnsdale as well as an online survey. Out of these activities, the above challenges and opportunities featured strongly, particularly issues like digital connectivity in the region. There were a number of other themes that members identified, such as the cost of major projects in Gippsland, through to opportunities for commercial and government decentralisation. Gippsland has a number of successful commercial decentralisation examples such as Patties Foods in Bairnsdale, and members noted there is the opportunity to recalibrate efforts to attract more businesses. The Committee for Gippsland delivered the Gippsland Investment Prospectus in partnership with Regional Development Victoria and RDA Gippsland in 2013. With a number of SME businesses facing capacity constraining challenges in metropolitan areas, there is the opportunity to reinvigorate the existing platform for investment attraction that the Gippsland Investment Prospectus provided. There are a number of research and development and innovation opportunities being developed, such as the Regional Carbon Innovation Centre between Federation University and Brown Coal Innovation Australia. 13
Strategic Plan 2018-2020 Timeframe Priority Area Project Action Health and wellbeing New hospital for West Gippsland Build on current level of commitment to achieve bipartisan support for new hospital on greenfield site. Looking Forward The Strategy for 2018-2020 Strategic Plan 2018-2020 Improving digital connectivity Promoting a positive brand Gippsland Education, training and innovation Agribusiness Road and rail Gippsland Digital Connectivity Infrastructure Master Plan Annual Gippsland Jobs and Innovation Showcase Regional Carbon Innovation Centre Lindenow Valley Water Security Projects Traralgon Bypass Advocate to the State Government for the development of a master plan that acts as a locally informed blueprint and advocacy tool for improved digital infrastructure in Gippsland. Establish and coordinate an annual showcase that highlights innovation and investment underway across different industry sectors in Gippsland and promotes positive investment message. Commenced as a one off initiative in 2017, the showcase attracted nearly 150 registered guests and was highly successful. Promote and collaborate on securing support for a centre for further research and innovation into future uses of carbon. Support the project through close engagement with key stakeholder Southern Rural Water. The Lindenow area is a major producer of vegetables. The area s potential is constrained by a lack of water to provide water security (restrictions over summer) and expansion (areas of land not under irrigation and could be used for higher value produce). Vegetable production is a major economic driver for the region, with an estimated 400 plus on farm FTEs and 250 plus FTEs associated with further processing located in Bairnsdale. Having achieved a funding commitment for a business case, secure further funding for construction from state and federal governments. A critical priority of the Committee for Gippsland will be improving the standard of rail services and reliability across the region. Tourism South Face Road Secure funding support for the sealing of South Face Road leading to Mt Baw Baw that will enhance visitor and economic benefits for region. Infrastructure Tourism and major events Gippsland Freight Infrastructure Master Plan National Surf Life Saving Championships Undertake an updated version of the 2013 Gippsland Freight Infrastructure Master Plan, with a set of new priorities, themes and industry feedback. Continue to advocate for Lakes Entrance to host the National Surf Life Saving Championships. Having proven itself as a successful host for state based championships, Lakes Entrance would be an ideal location for the nationals. 14
Longer term advocacy themes Theme Policy Position Longer term advocacy themes Energy generation Resource utilisation Education and skills With over 500 years worth of brown coal resource, the Latrobe Valley will continue to generate coal-fired electricity for the coming decades. Acknowledging that current Latrobe Valley generation assets have end of operating life dates, the Committee for Gippsland has supported developing a regional discussion about new low emissions, baseload capacity in the Latrobe Valley. The Committee for Gippsland does not support any policies that may curtail or risk the current operating life of existing generators in the Latrobe Valley. Energy affordability and security are critical issues for households and businesses across Gippsland. There is both the community expectation and the economic necessity that they be addressed, and the Latrobe Valley has the available resource to continue to help assure these two imperatives. The Committee for Gippsland is strongly supportive of a fuel and technology neutral approach to energy generation, and is keen to see the development and encouragement of renewable energy projects in Gippsland. High efficiency low emissions technology and carbon capture and storage opportunities for new energy generation should be actively pursued. Gippsland is a resource rich region with a reliable water supply, abundant timber resources, expansive brown coal deposits and bountiful fishing supplies. As a resource driven region, the Committee for Gippsland is keen to see: the development of water projects proceed, particularly in the Macalister Irrigation District. the region s timber industry develop as a high value and sustainable sector through a stable policy framework and security of fibre supply. subject to environmental requirements, mineral sands opportunities develop. manufacturing, employment and export opportunities in coal derivatives develop through coal to hydrogen, fertiliser and other projects. Support for a Regional Carbon Innovation Centre in a collaboration between Federation University and Brown Coal Innovation Australia Ensuring that both the skilled and unskilled labour needs of the region are adequately addressed. Both are vital requirements for Gippsland s productivity and growth. Addressing higher education participation and attainment rates, with particular focus on supporting efforts by Federation Training and Federation University to meet these challenges. Supporting Federation University s concept for an industry and innovation hub in the region to better engage industry and employers with skills and higher education providers. 15
Theme Policy Position Longer term advocacy themes Tourism Agriculture Gaining funding for secure, sustainable and affordable energy supply solutions for Mt Baw Baw Alpine Resort. Working with East Gippsland Marketing and the local tourism industry, consider opportunities to enhance existing nature based tourism opportunities that build on successful examples like the Australian Adventure Festival. There is the potential to develop mountain biking trails that connect with one another and make East Gippsland the premier destination in Australia for nature based tourism. Continue to work with Phillip Island Nature Parks as it progresses through its capital works program and ensure investment for Phillip Island continues. Phillip Island Nature Parks attracts over 1 million international ticketed visitors each year and provides an important draw for visitors to Gippsland. The Committee for Gippsland is supportive of efforts that seek to maximise opportunities for visitors to Phillip Island to stay longer in Gippsland and visit other attractions including Mt Baw Baw, the Gippsland Lakes, Walhalla and the range of wineries and other local attractions including food tourism. Focus on value adding opportunities for food producers and export opportunities. Driving productivity and efficiency gains through bringing the region closer to market can be achieved through the development of the Port of Hastings as a second container port for Victoria, the development of East West Link and the completion of first/ last mile road projects within the region. Infrastructure Work with the private sector and government to secure investment and planning approvals for a third major airport in the southeast. The Committee for Gippsland will continue to work with Cardinia Shire Council, state government and potential commercial investors to build support for a third major airport for passengers and freight. 16
The Committee for Gippsland continues to support the development of strong, regional leadership across Gippsland. Since 1996 the Gippsland Community Leadership Program (GCLP) has played an ongoing role in inspiring and developing emerging leaders across Gippsland while developing their skills and confidence to be more engaged and involved at all levels of their Gippsland community. The Committee for Gippsland has auspiced GCLP since 2011, maintaining an important partnership between the Committee for Gippsland and the Gippsland community in identifying, fostering and developing leadership capacity in the region. GCLP is one of Australia s longest running, and most prestigious regional community leadership programs. Each year, there is an intake of around 25 participants, who have been carefully selected through an application and interview process with participants varying in age, geographic location within the region and employment sector. While participants are diverse in their composition they are united in their aspirations to be leaders in Gippsland and their local communities. The Program continues to expose participants to the various industry sectors across Gippsland while identifying the key challenges and opportunities for the region. During the course of GCLP participants are also equipped with leadership skills and confidence to be more engaged and involved in the future of Gippsland. Leadership 17
Over 550 graduates have now completed GCLP with many going on to make significant contributions in their communities whether it is on their local sporting club committee, school association or on the local council as councillors and mayors, members of federal Parliament, peak body representatives or the Police Commissioner of Victoria. GCLP is funded separately to the Committee for Gippsland, and receives crucial financial sponsorship from the Victorian State Government and businesses and organisations across Gippsland, including the local government. The Committee for Gippsland commends the bi-partisan supported Regional Development Victoria funding provided directly to Victorian regional community leadership programs and endorses its continuation. 18
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