PORT HEDLAND REPORT OF CONSULTATION 11 TH SEPTEMBER 2013
TABLE OF CONTENTS 1. INTRODUCTION... 3 2. Background and purpose... 4 2.1. Objectives of the Port Hedland forum... 4 2.2. Description of the consultation process... 4 2.2.1. Community conversation the forum open to the public... 6 2.2.2. Outline of policy roundtable...6 2.2.3. Targeting participation in the consultations... 6 3. The Results... 8 3.1. Major themes from the open community forum... 8 What makes this region great and work well at present?... 8 What do you think has been present to make it work and/or make it work better at points of time in the past?... 9 What do you think needs to be in place for the region to be at its very best?... 10 Summary of the potential future actions that the groups believed may be part of making the region perform at its very best.... 11 What is possible for the region to do to build on its current strengths related to this/these suggested initiative/s?... 13 3.2. Input to the policy roundtable... 16 4. NEXT STEPS... 17 Appendix A Agendas for community conversation and the policy round table... 19 Community Conversation... 19 Policy roundtable... 20 Appendix B Powerpoint presentation to the community conversation and the policy roundtable... 21 Powerpoint presentation community conversations... 22 Powerpoint presentation The Business Council of Australia (BCA)... 25 Appendix C Invitation and advertisement for the policy roundtable and community forum. 26 Appendix D Verbatim inputs to the community forum... 28 What makes this region great and work well at present?... 28 What do you think has been present to make it work and/or make it work better at points of time in the past?... 31 What do you think needs to be in place for the region to be at its very best?... 33 regionalaustralia.org.au PAGE 2
1. INTRODUCTION The Regional Australia Institute s (RAI) regional competitiveness index, [In]Sight, and the Business Council of Australia s (BCA) Action plan for enduring prosperity have been developed to help identify key drivers of economic growth in the regions and for the nation as a whole. Both these resources provide an insight for policy makers about opportunities for economic growth and the challenges that must be addressed. They also point to where further investment may be needed. Adding a regional perspective to the work of the RAI and the BCA will help further policy development. Local knowledge and advice about community and regional attributes and aspirations will assist and refine the ongoing work of the RAI and the BCA. The RAI and the BCA would like to thank all the collaborators and participants who made the open forum and policy roundtable in Port Hedland such a positive experience. Working with people on the ground to help regions understand and capitalise on their full potential is a core objective of the RAI and assists the BCA in its broader agenda. This consultative process provides a platform for both organisations to realise these goals. The input from the community of Port Hedland will be invaluable to developing the future agenda of the RAI and the BCA, reflecting regional knowledge, interests and variation. The RAI and the BCA will draw on these insights in advocating policy reform to governments at the state and federal level, with the open forums providing a conduit to allow regional voices to be heard on a national stage. This document is a record of the input from the community to these consultations. It is a reference document for the RAI, the BCA, those located in the region of Port Hedland and other interested community members. regionalaustralia.org.au PAGE 3
2. BACKGROUND AND PURPOSE The Regional Australia Institute and the Business Council of Australia are undertaking a series of community conversations in regional Australia as part of each organisation s broader consultation process following the recent release of the RAI s regional competitiveness index and the BCA s Action plan for enduring prosperity. Both the RAI and the BCA support and seek to promote the identification and development of Australia s comparative advantage by creating the right environment and systems to foster and drive innovation, diversify the economy and play to Australia s strengths. The planning for these community conversations has focussed on trying to maximise the opportunity for input from the community and the use of this in the development of the future agenda for the RAI and the BCA. The RAI and the BCA also hope to demonstrate and articulate these insights at a federal level, with the open forums providing a conduit to allow regional voices to be heard. This report is the summary of the consultations conducted at Port Hedland on 11 September 2013 and includes a description of what occurred and what we heard from the participants in these consultations. 2.1. Objectives of the Port Hedland forum The objectives of the Port Hedland forum included: Developing an understanding of the local initiatives that are already happening to develop the region. Identifying examples of initiatives the participants believe could happen in the future. Finding ways we could work together to turn these ideas into reality. 2.2. Description of the consultation process The Port Hedland consultations, held at the Port Hedland Civic Centre on Wednesday 11, involved an Open Community Forum from 9.30 11.30am followed by a Policy roundtable from 12.00 1.00pm. The sessions provided an opportunity for the RAI and the BCA to outline their respective work on the RAI s [In]Sight regional competitiveness index and the BCA s Action plan for enduring prosperity. More importantly the sessions provided an opportunity for the RAI and the BCA to hear about the regions attributes and aspirations. Both events were designed to provide some input from the RAI and the BCA to the community on the competitiveness profile of the region. The goal was to maximise the opportunity for dialogue and input from the community in determining what roles the RAI and the BCA might take in assisting the region to achieve its full potential. regionalaustralia.org.au PAGE 4
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2.2.1. Community conversation the forum open to the public The open forum was focussed on the future for the region and the key drivers of competitiveness as identified in the RAI s regional competitiveness index innovation, human capital and technological readiness. It built on the data in [In]Sight to gain an understanding of why the region has particular strengths and weaknesses, the underlying and contributing factors to its competitiveness profile, and how this is impacting on the region. The conversation provided an opportunity for the BCA to listen to local people talk about key issues affecting the local economy to help assess how they align with opportunities and challenges at the national level. 2.2.2. Outline of policy roundtable The policy roundtable included two short opening presentations by the RAI (about the competitiveness index) and the BCA (about the BCA s Action plan for enduring prosperity and future work on Australia's competitive advantage). The presentations to the policy roundtable are available in Appendix B. The policy roundtable also considered the feedback provided during the forum, examined the actions put forward and considered how the region can grow. It identified the barriers to increasing competitiveness in the region and what can be done to address these barriers, along with the policy mechanisms that need to be put in place. 2.2.3. Targeting participation in the consultations Invitations to participate in the open community forum were sent out on behalf of the RAI by the Town of Port Hedland, the Karratha & Districts Chamber of Commerce, Pilbara Development Commission, the Small Business Centre West Pilbara and the RDA Pilbara. In addition an advertisement inviting community members to attend appeared in the local paper, Pilbara Echo, on two occasions leading up to the event. A copy of the emailed invitation and the advertisement are attached as Appendix C. The policy roundtable invitations were sent to a number of contacts known to representatives of the RAI. These contacts were asked to forward the invitation to other key decision makers in the Pilbara region, business and community representatives, young people and senior students from the schools. Representatives of the following organisations attended the policy roundtable: Fortescue Metals Group (FMG) Pilbara Regional Council (2 representatives including the Mayor) Pilbara Development Commission (including CEO, A Councillor, Manager, Community Development) Karratha & Districts Chamber of Commerce and Industry Small Business Centre, West Pilbara Department of Regional Development and Lands regionalaustralia.org.au PAGE 6
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3. THE RESULTS The regional consultation was designed by PlanCom Consulting Pty Ltd, a specialist planning and community engagement company and facilitated by Alan Beattie, a Perth based consultant. The facilitator s role was to ensure that people had an opportunity to provide their input and that these were recorded for the purpose of this report which will inform the future work of the RAI and the BCA. 3.1. Major themes from the open community forum A complete agenda for the open community forum is attached as Appendix A. Following introductions and an outline of the session, Ms Su McCluskey, CEO, RAI provided a briefing on the RAI and its work including the development of a regional competitiveness index. This was followed by a series of breakout sessions where participants discussed the following three questions: 1. What makes this region great and work well at present? 2. What do you think has been present to make it work and/or make it work better at points of time in the past? 3. What do you think needs to be in place for the region to be at its very best? All inputs by all groups to these questions are attached in Appendix D. The major themes provided by the public in response to each of the three discussion questions are as follows: What makes this region great and work well at present? Collaboration a) business & social lives are closely intertwined b) tyranny of distance leads to the strengths in the community c) access to decision makers in the town leading to quick actions Opportunities and commitment to growth a) access to travel good air connectivity b) advantage of locational proximity, access to Asia and being in the time zone Cultural environmental & natural resources unique landscape and culture a) climate amazing winters b) turtles, mangroves, marina c) history and national icons d) natural beauty Community spirit a) energy and innovation b) can do attitude and spirit of entrepreneurism c) hard workers d) creative / inventive / ingenuity e) pioneering People a) young population b) multi-cultural and diverse population c) have integrity in business d) resourceful and resilient have faced natural disasters regionalaustralia.org.au PAGE 8
Infrastructure and services a) port - largest bulk tonnage port in the world with the capacity to grow b) international companies c) support services d) small business innovative e) international airport Facilities a) improving educational facilities b) sport and recreation and access to outdoors c) community events d) grants and local government support e) hospital f) fishing/camping in national parks/ outdoors g) employment / training Investment potential a) opportunity for resources - long term opportunity and job security b) potential for agriculture c) strong international positioning d) state government recognition under the royalties for regions program e) recognition from all government levels, Pilbara is vital to national sustainability and growth f) economic strength - buffered during downturns g) wealth is spread across the region Information technology is provided and used for home business and education What do you think has been present to make it work and/or make it work better at points of time in the past? Economics - lots of money Royalties for regions creating funding support Individual commitments and high number of risk takers Vision including government decisions to grow regions Natural resources, agriculture and pearling Strong leadership to bring federal attention Partnership between levels of government and business Resilience people prepared to stick around when going gets tough Importance of mining industry s long term vision goes beyond government terms and tendency for government to plan short term. Technology becomes an enabler Strong collaboration between BHP Billiton, Town of Port Hedland and Port Authority Co-funding partnerships (BHP Billiton support) public and private Level Globalisation and rise of multi-nationalism Multi-cultural diversity of cultures (27 different cultures) Recognition of history Higher levels of Indigenous engagement Art and cultural talents Port expansion Communication - generational improvement Community strength and spirit - willingness of people to become volunteers Economic cycle - strong client base and global demand for commodities regionalaustralia.org.au PAGE 9
Proximity to Asia /international and local partnerships Stability, continuity, long term residents Education / partnerships Innovative technology mine / port Transport fly in fly out (FIFO) China's growth Political focus - all levels of government now realising importance of region Multi-agency collaboration Need to facilitate long term planning with all stakeholders in region Tolerant community Young demographic willingness to embrace change FMG recruited the older generation that has instilled stability in community Increased spending on infrastructure Transport improvements Improvements in Aboriginal culture and heritage Investment infrastructure - social, water, power and essential services What do you think needs to be in place for the region to be at its very best? Greater diversity of age groups Growth in tourism opportunities Re-branding of the region to improve perception and correct misconception about level of service Empowering of multi-nationals Better access to land streamline approval process Greater ability for collaboration and community dialogue and local decision making and input to how and where the money is spent Streamline of the native title processes A regional plan for the nation/ state /region including essential service funding Address of cost and availability of: a) housing b) airfares / transport c) community space d) childcare e) aged care Expansion of essential services and associated infrastructure a) health - doctors / health practitioners specialists etc. b) education - more choice of primary, secondary, TAFE / VET, early childhood education Acknowledgement of history & culture a) preservation of culture b) economic opportunity for local people - sustainable Improve infrastructure roads, amenities Communicating a clear message to attract population and workers including a strategy for greater retention Indigenous people having: a) access to employment opportunities b) better relationships and inclusiveness c) sustainable business opportunities regionalaustralia.org.au PAGE 10
Greater support from Federal Government - investment in infrastructure Addressing FIFO issue - Include more in community grow residential base Diversification of economic opportunities a) marina b) port c) making operating a small business more viable d) food bowl - develop pastoralism e) add value Become international airfreight hub and sea Tax reforms: a) re-structuring of tax system b) financial incentives for small business c) work for rather than against regions Creating a more competitive employment environment Increasing customer services delivery in region Increased federal, state and local government support/ investment understanding of region eg federal representative to live here Support of royalty for regions Development of infrastructure through public private partnerships (PPPs) Develop tertiary education centre a) research b) innovation c) leverage industry d) school of mines e) pathways to higher education Recognise major differences between Port Hedland and Karratha a) Karratha Marina b) plan investment around differences to avoid duplication Mandate regional post for professionals in fields such as: a) education and health etc b) essential services c) reward people to stay in their industry and not jump into resources Develop policy to support the region's diversity Attract greater population growth - incentive Promote tourism and encourage visitors Greater respect for community Creation of special economic zone Summary of the potential future actions that the groups believed may be part of making the region perform at its very best. More federal & political involvement (visit the Pilbara drive and stay for a period of time) have member residing here Host a federal community cabinet in Port Hedland Leverage Pilbara brand internationally a) promote area b) ensure positive attributes of area are shown c) how the Pilbara is moving towards a more CSR (corporate socially responsible) way of doing business. d) campaign to increase awareness of region for tourism and to attract populations regionalaustralia.org.au PAGE 11
e) partnerships, tourism, trade, education Low cost housing Low income a) aged population b) non-profit c) students d) immigrants e) access to land f) foundation housing initiatives Strategically plan for future a) maintenance of all infrastructure needs to be considered b) long term sustainability c) align government policy to support this vision d) NBN needs to be here as Pilbara is a priority e) early planning for land release More support and long term funding for non government organisations (NGOs) a) emotional and professional support b) require a different funding model Need to diversity in education and training options and associated infrastructure a) facilitated approach to create education options b) private secondary school c) tertiary diversity designed to meet the needs and skills of the region (resource based) d) tertiary education facility for research, leverage industry e) Pilbara institute needs revamping f) early Learning, child care centres, after-school care g) building on technology and innovation e-school and university Transport and infrastructure a) subsidise regional airlines to provide more affordable regional travel to support get aways initiatives to support retention of people in the region. b) upgrade airport to greater international travel ability c) public transport d) airfreight hub and state wide distribution hub e) international shipping transport hub f) marine hub increase commercial viability - expansion Create tourism opportunities / industry to maximise natural tourism assets a) industrial tourism b) cruise ships c) arts and cultural indigenous content d) iconic destinations e) tourist accommodation - camping facilities and hotels, cater better for recreation vehicles (Grey Nomads) Tax free Iron ore royalties or % 1c per tonne to local community no more cap in hand Regional governance - empowerment of the regions to make local level decisions Health services and heath infrastructure including mental health support & services Aboriginal employment a) diversification in opportunities b) cultural tourism c) business training Federal Assistance a) special economic zone a) tax incentives regionalaustralia.org.au PAGE 12
b) incentive to relocate c) tax breaks for residential, low income, commercial investment d) infrastructure roads, ports e) funding Small Business Support a) affordable commercial property and leases b) incubator c) cost effective accommodation for workers Telecommunication infrastructure - NBN Community and Industry SME buy ins a) partnerships b) funding c) access to manpower - active participation d) human capacity Foreign investment / initiative / opportunities Fast track Pilbara Economic Region Legislation Diversification of Economy eg Townsville of the west a) aquaculture b) culture and tourism c) agriculture d) renewable energy What is possible for the region to do to build on its current strengths related to this/these suggested initiative/s? This question was raised as part of a plenary session with the entire group and had the following results. Federal Assistance a) special economic zone b) tax incentives c) infrastructure d) financial Social impact management plans for new industry developments going forward. a) Department for State Development to take a lead Tourism assistance a) product development b) Indigenous content c) national profile for Pilbara promotion Education and training a) support multicultural/ and mobile/ small / virtual business Dollars a) iron ore royalties 1cent per tonne to local community b) tax reform Better (more cohesive) governance Health services (mental health) Sustained and realistic funding for NGOs and service sector Facilitate foreign investment opportunities for partnership to achieve initiatives Fast track northern Australia strategy priority to the Pilbara. a) legislation b) special incentive c) recognise local priorities regionalaustralia.org.au PAGE 13
Long term government term a) buy in b) tech support c) reduction in red tape d) tax incentives Community, Industry and SME buy-in/ commitment a) partnerships active participation b) funding c) access to human capital and capacity Tourism a) increase awareness of region b) create tourism industry c) attract tourism operators d) require tourist accommodation- camping facilities and hotels including catering for recreational vehicles (RVs) (grey nomads) Gift the detention centre for local government and convert to Tourist Centre a) resort b) cafe and retail c) backpackers Federal Support (federal acclimatisation) a) federal minister who has a Pilbara Heart preferably resides here. b) host and federal cabinet in Port Hedland c) increase federal and political involvement (visit the Pilbara, drive, stay and use amenities for period of time) d) increase commonwealth funding Implement tax breaks for:- a) residential b) low income c) commercial investment Access zone allowance Implement a facilitated approach to create educational options for secondary and tertiary education a) increase utilisation of TAFE b) create strategies to cope with lack of childcare and after school care Better social infrastructure a) school- education b) essential services Telecommunications a) NBN in Pilbara b) mobile coverage on highways Small business support a) incubation b) affordable commercial property c) tax incentives Start the Pilbara GET UP (TM) a) is a local movement Su McCluskey, CEO, Regional Australia Institute, concluded the forum by thanking everyone for their participation and talking about the next steps. regionalaustralia.org.au PAGE 14
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3.2. Input to the policy roundtable A complete agenda for the policy roundtable is attached as Appendix A. Presentations by Su McCluskey, CEO, Regional Australia Institute and Jennifer Westacott, CEO, Business Council of Australia preceded a discussion with participants focussed on how participants, the RAI and the BCA could work together to support regional development. This resulted in the following issues and ideas being discussed: Conduit to what is actually happening Ongoing relationship/ advocacy Federal government visiting a) previously big industry focus b) future - all business diversification c) taking Pilbara to parliament Direct relationship with China a) municipal b) small business c) link with B20 in 2014 d) showcase diversity of the region Ensuring equitable reinvestment RAI assist with research/ knowledge that gives a better picture/ promotes the region telling the story better. Pilbara influence on Northern Australia strategy Dollars to promote/ invest into business- focus small business/ getting started Promote/ advocate for business set up incentives and employees eg doctors/ teachers. Promote/ advocate for/ showcase strategic interventions eg Karratha examples. Support/ advocate for redistribution of GST- the BCA policy position PPP investment National level regional support/ policy a) local input / involvement b) empowering local people in decision making c) alignment national/ state/ local Transport Infrastructure a) connectivity/ productivity b) social/ tourism/ safety c) eg Newman to Karratha dirt road d) linked to northern Australia Strategy e) goldfields highway/ linking south Pilbara to the goldfields Immigration policy/ requirements/ desires at the local level - assist with facilitating this to happen (eg SA example) As part of the policy roundtable the following ideas were canvassed by the BCA: 1. To approach B20 organisers to explore possibilities to bring a group of B20 International participants to the region post the B20 meetings mid July 2014. 2. Meet with regional representatives again as it progresses its work on Australia s sectoral competitiveness. Su McCluskey, CEO, Regional Australia Institute, closed the session and thanked people for their participation. regionalaustralia.org.au PAGE 16
4. NEXT STEPS The RAI s regional competitiveness index and the BCA s Action plan for enduring prosperity have been developed to help identify key drivers of economic growth in the regions and for the nation as a whole. Both resources provide an insight for policy makers about where further investment may be needed. But to achieve positive action, the information they offer needs to be melded with local knowledge to identify where communities want to go, and how organisations like ours can help them get there. The RAI and the BCA would like to thank all the collaborators and participants who made the open forum and policy roundtable in Port Hedland such a positive experience. Working with people on the ground to help regions understand and capitalise on their full potential is a core objective of the RAI and the BCA, who want to better understand the potential of regional Australia to help drive Australia s growth. The consultative process provides a platform for these ambitions to be realised. The input from the community of Port Hedland will be invaluable to developing the future agenda of the RAI and the BCA, reflecting regional knowledge, interests and variation. The RAI and the BCA will draw on these insights in advocating policy reform to governments at the state and federal level, with the open forums providing a conduit to allow regional voices to be heard on a national stage. regionalaustralia.org.au PAGE 17
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Appendix A Agendas for community conversation and the policy round table Community Conversation TIME WHAT 9.30 am Morning Tea 9.40 am Facilitator welcome and brief overview of the desired outcomes for this session including: understanding of the local initiatives that are already happening examples of initiatives the participants believe could happen in the future ways we could work together to turn these ideas into reality 9.45am Introduction by Su McCluskey to the community forum and the objectives from the RAI perspective. It is the beginning of a series of consultations over the coming years. Get community input to the RAI agenda which will create policy and lead to the implementation of initiatives to develop the regions. The BCA are present to listen to get community input to help them to target their future initiatives. 9.50 am The RAI powerpoint presentation on the snapshot of the region from [In]Sight. 10.15 am Reiterates the purpose of the session is to maximise the participation of those present. Facilitated discussion involving breaking into groups. Questions (3 rotations of participants moving) 1. What makes this region great and work well at present? 2. What do you think has been present to make it work and/or make it work better at points of time in the past? 3. What do you think needs to be in place for the region to be at its very best? Facilitator / recorder nominated stays at the table. 10.45 am In small groups they were asked to Create a list of potential future initiatives that in the opinion of the group may be part of making the region perform at its very best. 11.05 Large group discussion about their top suggested actions/ initiatives. Sorting of the actions around: 1. What is possible for the region to do to build on its current strengths related to this/ these suggested actions? 2. What support might the region require to achieve the initiatives suggested in this category/ area moving forward? 11.25am Thank you and next steps 11.30 Close regionalaustralia.org.au PAGE 19
Policy roundtable TIME 12.00pm 12.05 pm WHAT Introduction by Chair of the session and hand over to Su Powerpoint presentation on the policy issues the RAI sees as relevant for the region. Overview of the RAI policy work drawing on what was presented and the input from the open forum 12.15 pm Overview of the BCA action plan 12.30 pm Question and Answer Round the room to ask about initiatives that have come into people s minds or ways that they think that the region could work with the RAI and / or the BCA. 12.55 pm Thank you and next steps 1.00pm Close regionalaustralia.org.au PAGE 20
Appendix B Powerpoint presentation to the community conversation and the policy roundtable regionalaustralia.org.au PAGE 21
Powerpoint presentation community conversations regionalaustralia.org.au PAGE 22
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Powerpoint presentation The Business Council of Australia (BCA) regionalaustralia.org.au PAGE 25
Appendix C Invitation and advertisement for the policy roundtable and community forum regionalaustralia.org.au PAGE 26
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Appendix D Verbatim inputs to the community forum What makes this region great and work well at present? Table One Community Friendly open and considerate culture Collaboration all in the same boat so work well together Business and Social lives are closely intertwined Same people wear many hats Tyranny of distance leads to the strengths in the community Opportunities exist here that are good (however may be barriers) Cultural environment and natural resources leading to opportunities Access to travel good air connectivity Advantage of location (timezones to Asia) Good understanding of self Commitment to grow the region Business looking to grow and try to draw on local labour Community is in transition but is looking to embrace this A lot of energy in the region Necessity is the mother of invention Can do attitude Spirit of entrepreneurism Innovation here Sense of family and strong bond Table Two Resources human and natural Community Spirit a) people willing b) attitude c) hard workers d) give it a go History Unique landscape and culture Natural growth Proximity to Asia Young population Climate amazing winters Port International companies Multi-cultural population Diverse region Support services Small Business thinking out of box Improving education facilities Access to travel to Indonesia regionalaustralia.org.au PAGE 28
Sport and recreation Community events Grants and local government support Understanding of importance of region to the national economy Investment Potential (bonus rather than strength) Opportunity for Resources a) long term opportunity b) job security Strong international positioning Engine room of Australia a) development b) growth c) maintenance d) projects (Economic powerhouse) State government recognition for royalties for regions - state commitment to region This Region has a Voice at state political arena. Table Three Pioneering spirit a) community spirit b) up to challenges c) creative / inventive / ingenuity People and community a) diversity b) integrity (business dealings) c) can do attitude d) culture e) free spirit f) naturally resourceful Opportunity a) wealth b) access to grants /funding c) education (improvements) d) hospital Industry a) resources b) long term security National Environment a) resources b) mangroves/ turtles c) spoil bank Port to Asia a) flights to Bali direct b) location and proximity to Indonesia History multicultural High energy positive outlook, youthful population regionalaustralia.org.au PAGE 29
Table Four Potential for agriculture Fishing/camping in National Parks/ outdoors National icons International airport Largest bulk tonnage port in the world a) capacity to grow with demands Sustainable resource sector for 150 years Political focus on region a) recognition from all government levels, Pilbara is vital to national sustainability and growth Industry leader mining long term employment Opportunities professionally and socially Decision makers mostly in town allows for quick action Diversity of people and skills Economic strength - buffered during downturn a) nation link to domestic economy State government royalties for regions New government needs to recognise this support leverage economic input from region Pilbara cities vision Sense of adventure people are here for adventure a) freedom b) unexplored land Climate no winter! Toughens people up incident management eg cyclones Geographic position close to Asia main customer Strong sense of community Long history wasn t first established as a mining town Multi- Cultural 60 nationalities Access to a wide range of amenities Seeing improvements in education in particular indigenous Beauty of region Table Five People / communities diversity of people and ideas Wealth - across regions (but not population gaps in incomes) Employment / Training Port Hedland lifestyle/ environment a) access to outdoors b) recreation c) tourist / landscapes Benefits from isolation - flexibility Townships access to services, health and education Business opportunities Demographic mix - young demographic Vibrant / creative young community members Delivery of services in townships - well serviced Climate / weather regionalaustralia.org.au PAGE 30
IT well serviced a) and used home business b) and education NBN Proximity to Asia region What do you think has been present to make it work and/or make it work better at points of time in the past? Table One Economics (great swags of money) Natural resources Royalties for regions Individual commitments and being prepared to take risks High number of risk takers In the past Charles Court government decisions to grow regions Agriculture and pearling Big bold vision to make it happen Strong leadership to bring federal attention Partnership between levels of government and business Resilience people prepared to stick around when going gets tough Plan / build - need to think about resilience Closeness to Asia Importance of mining industry s long term vision goes beyond government terms Technology becomes an enabler Innovation has created a huge opportunity eg Port ageing technology used Table Two Strong collaboration between BHP, Town of Port Hedland and Port Authority (now work in silos) (3-4 years ago) Phase of innovation Co-funding partnership (BHP support) public and private level Funding support from royalties for regions Globalisation and rise of multi-nationalism Proximity to ASIA Leadership and vision (historical) People who are willing to take their own risk to build this community and region (business leaders) - entrepreneurs Multi-cultural diversity of cultures (27 different cultures) Retention of history Higher levels of Indigenous engagement Art and cultural talents Economic cycle resources Port expansion Innovation Communication - generational improvement Community strength and spirit - willingness of people to volunteers regionalaustralia.org.au PAGE 31
Table Three Economy cycle - strong client base and demand for commodities Proximity to Asia / international and local partnerships Stability, continuity, long term residents Education / partnerships Royalties for regions state government commitment a) federal representation b) public and private partnerships leadership in the Pilbara Private outlook resilience Huge reserves of natural resources long term Technology Innovation Technology mine / port Transport FIFO Vision a) spirit exploration b) visionary people c) long term strategic vision Global demand for product Chinas growth Collaborate now and share info Government thinks short term, mining thinks long term but this is changing Political focus - all levels of government now realising importance of region Passionate and pioneering community Multi-agency collaboration We leverage industry support through collaboration Industry long-term commitment to long term planning Need to facilitate long term planning with all stakeholders in region Globalisation is facilitating the need for future planning eg China future Region is rich in resources Tolerant community Table Four A level of uncertainty regarding China s management Strong leadership at all levels that supports regions growth Can do attitude pulls a range of people all over the world Region is remote so that peoples reason for being here is by choice and drive People are making long term commitments people often return after leaving Young demographic willingness to embrace change FMG recruited older generation that has instilled stability in community Increase in spend in infrastructure Young people entering workforce - connectivity to other regions - globalisation. Table Five Royalties for regions Technology / communications Existence of natural resources Transport improvements Resilience of people regionalaustralia.org.au PAGE 32
Partnerships government and private sector Recognition of importance of region Improvements in aboriginal culture and heritage Commitment to community long term Improved infrastructure? a) investments - social b) water, power c) essential services Global position and demand Asian growth in 21st century History construction Long term vision and strategic plan Improved investment Visionary What do you think needs to be in place for the region to be at its very best? Table One Population is now of a higher average age and could grow Big gap between young and old and not much in between Perception that secondary school is not sufficient but only 1 school so does not allow for specialisation (Karratha has 2 high Schools) Greater Indigenous employment but need to find a way to train them Grow tourism opportunities Inclusiveness of Indigenous communities Re-branding across regional to improve perception and correct misconception about level of service Help to empower multi-nationals Better access to land this delays it streamline approval process Better access to housing Greater ability for local decision making Stronger input from regions into how and where the money is spent Streamline native title processes Reduce red tape Greater local input greater local growth input natural decisions Funding eg strengthening leadership Driving a strategy for greater collaboration in the regions so they have a greater say Need a strategic regional plan for the nation / state / region Ongoing dialogue with community owned by the region bottom up not top down need local champion who has continuity What assistance Affordability a) housing b) general cost of living c) airfares / transport d) affordable community space e) childcare regionalaustralia.org.au PAGE 33
Health a) Doctors / Health practitioner specialists etc. Education a) more choice i. primary ii. secondary iii. TAFE / VET b) higher Ed c) early childhood education History & culture a) preservation of culture b) economic opportunity for local people - sustainable More aged care but elderly can t afford to live here - no infrastructure in place Table Two Infrastructure Health, education, childcare, roads, amenities More affordable housing and land Having a choice in secondary education Re-branding of the region (Town of Port Headland) Communicating a clear message to attract population and workers Growth of population critical mass Strategy for greater retention of people Indigenous employment opportunities Better relationships with Indigenous Greater support from federal government - investment in infrastructure Addressing FIFO issue - Include more in community grow residential base Diversification of economy a) marina b) Lumsden Point / CUF c) making operating small business more affordable Maximising tourism potential a) establish a tourism industry Table Three Commitment to government investment in regions - all levels Economic diversity a) food bowl b) develop pastoralism c) add value Essential services a) special rates b) health c) long-term consistent funding & strategic plans Housing affordability Commercial cost of living a) airfares b) childcare Family Friendly Environment a) facilities b) educating (post secondary) regionalaustralia.org.au PAGE 34
c) jobs School of mines Support post secondary education International airfreight hub and sea Tax a) re-structuring of tax system b) financial incentives for small business c) work for rather than against regions Transport a) airfares b) buses Table Four Economic diversity tourism support Cheaper land / affordable accounts - commercial / residential Identify how SME can be sustainable in community Future planning needs to number one priority for all stakeholders collaboration WA state cut cost needs to be re-evaluated Need a more competitive employment environment Increase customer services delivery in region Greater Federal government support understanding of region eg federal representative to live here Royalty for regions needs to be support PPP s in funding infrastructure development Essential services and the associated infrastructure eg. Health services and education Professional skills needed for health and education Tertiary Education Centre a) research b) innovation c) leverage Industry Pilbara Cities Port Hedland need community infrastructure a) marina b) recognise major diff between Port Hedland and Karratha c) Karratha Marina d) therefore plan investment around differences so no duplication occurs due to downturn of resource availability Mandate Regional post for professionals eg a) education and health etc b) essential services Reward people to stay in their industry and not jump into resources Policy to support regions diversity Table Five Human capital Attract greater population growth - incentive Improved health facilities education social infrastructure Small business support and incentive to set up Government local, state, federal investment Greater federal government recognition regionalaustralia.org.au PAGE 35
Promote tourism!! encourage visitors Housing access, affordable and business Aged care - commercial FIFO issue need to address social issues Greater respect for community Full opportunities for Aboriginal communities Sustainable business opportunities for Aboriginal people Rebrand Pilbara - no longer1960 s dusty down Strength in mentor / leadership More social diversity interaction Bureaucracy - red tape Accommodation affordability High Lower community cost, childcare Pathway to higher education Access to: a) affordable housing b) business opportunity Improved social Infrastructure Small business incentives free from red tape Special economic zone regionalaustralia.org.au PAGE 36