LGAQ Economic Development & Investment...

Economic Development & Investment Attract ion Guidel ines 2012

HANDBOOK

CONTENT DEVELOPED BY AECgroup

Disclaimer:

Whilst all care and diligence have been exercised in the preparation of this report, AEC Group Limited does not warrant the accuracy of the information contained within and accepts no liability for any loss or damage that may be suffered as a result of reliance on this information, whether or not there has been any error, omission or negligence on the part of AEC Group Limited or their employees. Any forecasts or projections used in the analysis can be affected by a number of unforeseen variables, and as such no warranty is given that a particular set of results will in fact be achieved.

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Welcome & Introduction

Economic and Regional Development has been a key focus for local government across Queensland and the Local Government Association of Queensland (LGAQ) for many years. However, there are many challenges ahead – and there has perhaps never been a more critical time to ensure that those e�orts are strategic and collaborative. There’s no doubt that public sector

approaches to ensure our communities prosper.

The issues remain complex and diverse – whether it’s the challenge of attracting and retaining investment in rural and remote regions, balancing the cumulative impacts of resource sector growth for resource communities, developing opportunities for indigenous communities, or managing growth pressures, infrastructure and tourism priorities in Coastal and South East Queensland.

We have a new State Government, with a focus on growing a strong four pillar economy leveraging agriculture, tourism, construction and resources – while empowering local

ways to innovate and collaborate, become the change agents in a dynamic environment that is continually shifting through the prevalence of the digital economy and Asian Century.

It’s hoped the production of this resource, alongside the legislative, policy and planning reforms that are under way, will help us all work together to do just that.

I would like to take the opportunity to acknowledge the contributions of Economic Development Australia (EDA), the AEC Group and the Queensland Department of State Development, Infrastructure and Planning in the development of this material and to supporting those who are working to nurture our local economies.

Cr Margaret de Wit President, LGAQ

Economic Development & Investment Attraction Guidelines 2012

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HOW TO USE THIS GUIDEStrong, forward-looking local governments inspire regions to take full advantage of economic opportunities to deliver a prosperous and productive future.

These online Economic Development and Investment Attraction Guidelines (the Guidelines) recognise economic development as one of the key roles and responsibilities of local government. There is no clearly de�ned legislative requirement to establish an Economic Development Strategic Plan, as such it is imperative that councils take the initiative to ensure their regions future growth and prosperity.

These Guidelines will assist local government in understanding their unique local economic environment and identify practical ways councils can support and encourage economic development in regions through day-to-day processes.

These Guidelines provide information to council o�cers, sta� and elected o�cials and other key

stakeholders about:

• What does economic development mean for your region?

• What role can your council play in economic development?

• What tools can your council use to encourage economic development and growth?

• A structured Five Step process you can follow to identify, prioritise and action economic development opportunities

• The various types of strategic actions your council can follow to integrate economic development into your planning instruments.

This content builds upon the award winning 1 2006 Incorporating Economic Development into Local Government Planning guidelines. The material has been designed in a way that encourages active engagement with the material. Practical, downloadable material for use can be accessed by following the links provided.

This guide will enable local governments to realise the available opportunities in their region by taking proactive action on behalf of their communities.

We hope that these Guidelines will become an in -valuable resource for planning the economic future of your community.

Supplementary material and illustrative case studies are available at www.lgaq.asn.au .

1 This publication won the 2007 National Strategic Award for Excellence from the national peak body for practitioners Economic Development Australia (EDA).

http://lgaq.asn.au/c/document_library/get_file?p_l_id=189033&folderId=95182&name=DLFE-8835.pdf


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Table of Contents

WELCOME & INTRODUCTION ............................................................................................ I

TABLE OF CONTENTS ........................................................................................................III

WHAT IS ECONOMIC DEVELOPMENT? ............................................................................ 1

FIVE STEP PROCESS ......................................................................................................... 6

STRATEGY TOOL BOX ..................................................................................................... 21

INFORMATION, SOURCES & RESOURCES ..................................................................... 26

APPENDIX A: WORKSHEET MATERIALS ......................................................................... 38


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What is Economic Development?

Economic development is a sustainable increase in living standards that delivers higher incomes, better education, health and wellbeing as well as environmental protection resulting from conscious and applied effort.

At its core economic development is about improving the quality of life experienced in your community.

Any council, regardless of size or budget can impact the economic development of their community. Economic development for local government is about making the best use of available resources to create an environment that encourages investment and economic activity and employment growth. The scale of resources can range from a full team of dedicated officers to a conscious effort and application of local government officers across different areas of council.

The key to delivering applied and practical economic development outcomes is understanding where we are now, where we would like to be as a community in the future, and the specific actions required to get there.

Now

Future

Strategic Vision

Time

Economic Development

WHAT IS REQUIRED?Economic development initiatives require:

• Partnerships: Coordination and cooperation with stakeholders and other organisations to achieve outcomes.

• Resources: Dedicated resources are required to ensure time, effort and appropriate expenditure are provided to support initiatives. If not appropriately resourced, desired economic development outcomes will not be realised. It is important to realise that not all regions have the same resources.

• Markets: Opportunities have to be realistic and tangible for the development opportunity to be realised. Markets can be local, regional or international. Markets can also be households, industry or government. Markets are driven by demand, supply, prices and competition. They do not always operate successfully (market failure). Government intervention is one answer to market failure either through supply or through legislation/regulation.

Resources

Markets

Partnerships

WHO IS INVOLVED?Successful economic development initiatives contribute to the wellbeing and prosperity of the community, business, industry and local government over time. Economic development should be outcome focussed and driven by the community’s desire to innovate, develop and improve their unique local region and economy. A number of diverse stakeholders are involved ranging from government to business and industry to local community members and training providers.

HOW IS IT MEASURED?Measuring the success of economic development initiatives is important in determining whether the desired outcomes are achieved. Generally there are two types of measures:

• Process: Measure the implementation and application of effort and actioning of economic development plans (i.e. measuring what we have done to encourage economic development).

• Outcome: Broader metrics which measure regional progress over time, for example, employment, gross regional production, unemployment (What has happened in our broader economy as a result of our economic development efforts). Some examples of key performance indicators are available online.

LINKAGES WITH OTHER PARTS OF COUNCILEconomic development is usually associated with planning and development but is intertwined with all core businesses of councils, including development of arts and culture, disaster management, environmental management, asset management, growth management, and community development and recreation. These elements are often combined through an economic development strategy.

Economic development infiltrates all parts of council through the influence of the day-to-day management and planning actions of local government officers in the delivery of important services to local communities.

Examples of the linkages between day-to-day activities of local government to economic development are shown below.

TYPICAL SECTIONS OF A CORPORATE PLAN

KEY LINKS TO ECONOMIC DEVELOPMENT

Development of Art & Culture

Are arts and culture significant industries in our area?

What arts and cultural events do we have that could provide positive economic outcomes:• Employment?• Cultural tourism?• Local art and craft markets?• Does our arts and culture management strategy provide for or link with any economic

opportunities?

Disaster Management What might the impact of a disaster be on our resources and economic assets?

How might the threat of frequent natural disasters affect the risks faced by businesses and investors in our area?

How will we ensure that our economy recovers after a disaster event?

What could the affect be on employment?

Economic Development Do we have sufficient resources and planning dedicated to economic development?

Do we have a dedicated:• Economic development strategy?• Budget and action items for economic development?


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TYPICAL SECTIONS OF A CORPORATE PLAN

KEY LINKS TO ECONOMIC DEVELOPMENT

Environmental Management

Does our environmental management plan and strategy:• Encourage or impede additional business and enterprise?• Allow for sustainable use of our available natural resources?• Adequately support sustainable economic development activities using natural

resources: e.g. water, land, soil quality?

What long-term threats to our environment may also have economic impacts?

Asset Management Does our infrastructure planning adequately account for current and future infrastructure requirements of transport, utilities and ICT infrastructure?

What infrastructure will be required in the future to facilitate future developments?

Growth Management Do we understand the influences and implications of population change (are we an ageing population or a retiree area)?

What is the nature and structure of the expected population change and their relation to economic development:

• The labour force and skill base?• Educational needs of the community and industry?• Demand for community facilities?

Community Development & Recreation

How does each of these aspects of council business impact on the success and opportunities for economic development?

HOW IS LOCAL GOVERNMENT INVOLVED?Local governments have an important role to play in economic development through their ability to influence those things that drive economic growth through economic development. The main way that local government can influence these drivers is through their key functions. These functions include:

KEY FUNCTION

INFLUENCE ON ECONOMIC DEVELOPMENT

Advocate • Council is a community leader who can successfully engage with the community, other local, state and federal leaders to develop commitment, energy and attitude towards economic development. Actions undertaken by council should be based on and informed by the community’s desired outcomes.

• Lobbying for specific action, resources or change at a higher level can provide new opportunities for local communities to utilise their resources and capability.

Facilitate • Depending on circumstances and resources, council may pursue a range of individual or joint venture commercial activities such as land development that may serve as a catalyst to further economic development.

• Incentives (e.g. rates, holidays, relocation expenses and use of council facilities) are a positive motivational force on behaviour and provide greater encouragement for business and consumers to act in a particular way, or locate in a local area.

• Information flow between business and consumers is vital in generating demand for locally produced products and services.

• Council can use its resources for local promotional activities such as the production of an investment prospectus for specific sectors or opportunities, developing tourism attractions and producing business directories. Customer service is a critical part of council’s promotional activities.

Regulate • Local laws provide council with a mechanism to regulate certain activities in the community, and influence economic activity.

Plan • The linking of economic development outcomes through the Community Plan, Corporate Plan and Operational Plan with their strategic and resourced operational and project activities will ensure continued actioning of economic development initiatives.

• Requirements of the planning scheme and the current land zoning influence the availability of land for development opportunities and the ease of industry and business development. The planning scheme can have both a positive and negative influence.

Provide Services

• Service provision and access is one of the major functions of local government. A reliable supply of traditional and newly required services can support development opportunities.

DIFFERENT REGIONS NEED DIFFERENT RESPONSESLocal governments vary dramatically in their size, shape, and resources. Each local government area will also have a di�erent economic structure to other areas, and will have its own set of unique attributes and strategic assets. As a result, the scope and scale of the economic development component of a council will di�er markedly between regions.

Councils with greater resources are likely to have a greater scope to invest in economic development activities. Economic development is important and investing even limited resources, provided they are used

development does not have to be expensive. Examination of best practice can demonstrate that even small economic development teams with limited budgets can achieve strong results for their local community. The amount of attention given to economic development by each council will also di�er depending on the community’s priorities, recognised through their Community Plan. Equally, regions in di�erent parts of the country will require di�erent outcomes from economic development. For example, capital cities have di�erent requirements than rural or resource communities.

CRITICAL REQUIREMENTS REGARDLESS OF SIZEClear Information FlowThe success of any activity designed to enhance the local economic environment will be greatly helped by good information

the Mayor to the public, and across the range of departments and sta� – from engineering and planning to customer service and between partner organisations and the local community.

Interaction with all Aspects of Local Government PlanningCouncils utilise a suite of plans for the management and regulation of their local areas. There is no clearly de�ned legislative requirement to establish an Economic Development Strategic Plan, as such itis imperative that councils take the initiative to ensure their region’s future growth and prosperity.


Economic Development & Investment Attraction Guidelines 2012

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The following planning and accountability documents are legislated requirements.

PLANNING TOOL TIMEFRAME DESCRIPTION

Long Term Financial Plan

Minimum 10 years

• Outlines the local government’s goals, strategies and policies for managing the local

policies• Investment policy• Debt policy• Revenue policy

Asset Management Plan

Minimum 10 years

• Outlines the local government’s policies and strategies for ensuring the sustainable management of the local government’s assets and infrastructure, during the period covered by the plan.

Corporate Plan 5 years • year period, and sets the context for its operation.

Operational Plan Annual • Outlines the actions taken by council to achieve the objectives of their Corporate Plan in a

• Items included in the Operational Plan are allocated funding within the budget and subsequently require progress to be reported against.

Budget Annual • Plan.

Annual Report Annual • Annual report on the results of a review of the implementation of the Operational Plan, Corporate Plan and Community Plan.

Through supporting the delivery of infrastructure and services, these documents provide a planning framework for economic development. Examples of other commonly used plans and strategies used to support the delivery of infrastructure and services include economic development strategies, priority infrastructure plans, local area plans, planning schemes, sport and recreational plans and arts and culture plans.

F ive Step Process

OVERVIEW While economic development is complex and numerous factors determine the outcomes, there are some simple, straight-forward activities that local governments can do to become active in economic development

At its most simple, incorporating economic development into local government planning is the identification of appropriate opportunities for the economy to grow and what the council can do to pursue these opportunities, or more formally the creation of an economic development strategy.

Economic development activities can be split into a Five Step process. This Five Step process should be revisited and updated

at least every 3-5 years. While these steps are discrete components, they are all connected and are in some cases conducted concurrently (e.g. consultation is a required input for many of the other steps). The Five Steps of the process are:

Step 1: Existing Environment

Step 2: Competitive Assessment

Step 3: Consultation

Step 4: Opportunity Identification

Step 5: Implementation and Monitoring

This Five Step process is the same across councils of all sizes. What varies is the size and scope of the projects targeted and the available budget and resources to deliver a successful outcome.

STEP 1: EXISTING ENVIRONMENT

•  Identify key issues for the community •  Identify desired outcomes or changes (objectives)

Identify key community issues and objectives

•  Collect and review all available documentation on the region

•  Provide a descriptive overview of the region: ―  History, geography, demography, economy ―  Patterns and trends

Descriptive background analysis

•  Economic and political influences that affect the region: ―  Internal (able to be influenced by council) ―  External (limited capacity to influence and

requires leverage or mitigation strategy)

Local, state, national and international context


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Ident i fy Key Community Issues & Object ives

It is important to understand from the outset the prevailing issues impacting the local community and how these could be addressed by council. These would typically be reflected in the Community Plan or be the ‘hot topics’ of discussion across the broader community.

See Worksheet 1A: Identify Key Community Issues and Objectives.

At the end of exercise you should have:

• An understanding of the key community issues impacting on the local community and the key causes of these issues.

• An understanding of the key stakeholders involved and the desired outcome (objective) for each issue.

Descript ive Background Analysis

This exercise provides a descriptive overview of the history and geography of the region, its demographic and economic profile, patterns and trends, as well as the economic and political influences and changes in these aspects.

A substantial amount of documentation and data is generally already available on a region. The aim of this stage is to collect and review this information and provide a consolidated overview. The process seeks to build on existing material rather than repeat it and reassess issues where appropriate.

Resources and information that may inform decision-making and could be investigated include:

• Regional economic and political context (e.g. local history, geography and natural resources).

• Available economic and social infrastructure.

• Existing economic development plans and strategies, including regional planning documents.

• Council planning documents (e.g. Community Plan, Corporate Plan and related documents)

• Government departmental reports and planning documents.

• Previous studies (e.g. consultation findings, resource audits, project reports).

• Business directories.

• Maps and visitor guides.

• Organisations available to assist in economic development.

See Worksheet 1B: Descriptive Background Analysis – Literature Review.

There are a number of useful sources of data and information to inform an assessment of your area. Some of these are included in the Information, Sources and Resources section.

Beyond existing documentation and research, specific data topics for which current information is likely available for your area to inform economic development initiatives would include:

• Population and demographics.

• Gross domestic product and key industries.

• Business.

• Labour market.

• Property market.

• Social wellbeing.

The data analysis could range from a review of the existing regional profile published by government agencies (e.g. OESR – see Information, Sources and Resources section) to a full external audit of demographic, economic, infrastructure, services and resources. In some instances it may be appropriate to seek external support or input for the following.

See Worksheet 1C: Descriptive Background Analysis – Key Economic and Social Indicators.

At the end of this exercise you should have:

• Detailed understanding of the available information and data pertaining to your local government area, including economic and social infrastructure.

• Detailed understanding of key economic indicators of the region.

• Indication of competitive strengths of the region (by key industries).

• Understanding of whether the region is growing (trend population and gross regional product growth).

• Understanding of the relative social wellbeing of the area.

• Understanding of labour market and property market.

• Identified the timing and availability of new information.

• Collated this information into readily disseminated information packs.

Local, State, National & Internat ional Context

This stage examines the internal (able to be influenced by council) and external (limited capacity to influence by council) economic and political influences that affect the region. It is a vital part of the overall process since all regions are integrated at some level. The key tasks are:

• Document economic trends in the regional, state, national and international economies.

• Consider likely future economic scenarios and how they will affect the region.

• Examine and explore state and national government policies affecting key attributes of the region.

This could range from commissioning external resources to undertaking a full examination of external influences, or a workshop incorporating staff from other public and private sector organisations. It is likely that input from more than one person will be required to effectively identify the key issues.

Consideration of future scenarios will examine the dependence of the region on external economic factors such as interest and exchange rate fluctuations, global competition for goods and services of relevance to the region and the growth of export markets.

It is important to consider the current major policy debates and major future changes that are likely to have an impact on your region.

See Worksheet 1D: Local, state, national and international context.

At the end of this exercise you should have identified:

• Internal and external economic and political influences that affect the region.

• State and national government policies affecting key attributes of the region, and an understanding of their effects.

• Likely future economic scenarios and how they will affect the region.


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STEP 2: COMPETITIVE ASSESSMENT

Data & Analysis

A detailed analysis can be undertaken to determine the industry growth opportunities for the local economy and determine specific industry sector targets. Some components of this assessment will generally be outside the expertise of council.

The assessment tools that could be used to identify your local areas competitive edge include:

These assessment tools can be used to determine specific industry targets which focus on high value-adding, knowledge based activities that will drive and deliver real economic benefits to the community in the future and provide for sustainable economic development and employment growth over time.

ASSESSMENT TOOL DESCRIPTION

Strategic Asset Analysis

Identifies the unique built and natural assets in a region (competitive advantages) which can be used to leverage industry or sector opportunities to promote further growth and development of a region. This could be based on findings from the Existing Environment and Consultation steps.

Location Quotient Analysis

Assesses the degree of labour specialisation in an economy (a competitive advantage) and is used to identify industry areas of strengths and weaknesses.

Cluster Mapping Analysis

Allows for the identification of growth opportunities in specific industry sectors, where a natural competitive advantage already exists.

Shift Share Analysis Examines the regional share of economic growth in comparison to the overall nation’s performance (national contribution to growth) and domestic sector performance (industry mix). Industry sectors with a positive regional shift are identified as out-performing compared to national and industry benchmarks.

Import Assessment Provides valuable information on the goods and services that are sourced from outside the region, which can be used to identify potential sectors for investment attraction and import replacement for Supply Chain Assessment.

Supply Chain Assessment

Summary of the key upstream (imports and local purchases) and downstream (local sales to industry and consumption, as well as exports) markets for each industry.

At the end of this exercise you should have a detailed understanding of:

• Competitive strengths and weaknesses of the region.

• Key infrastructure and strategic assets.

• Significant local industry (structure and groupings/ supply chain).

• Key sector growth expectations and broader market prospects.

• Structural weaknesses within your economy that should be addressed.

• Key regional import and export relationships.

•  SWOT (strengths, weaknesses, opportunities, threats)

•  PEST (political, economic, social, technological) •  5 Forces/ Diamond Model (Firm rivalry, Demand,

Supporting Industry, Factor Conditions, Innovation)

What is our competitive advantage? What is our competitive disadvantage?

Competitive assessment

•  Strategic assets •  Supply chain assessment •  Location quotients •  Import export analysis •  Cluster mapping (industry/ tourism) •  Infrastructure assessment

Data & analysis

Competit ive Assessment

It is important to assess the competitive position of the region as it stands and identify the current strengths and weaknesses to inform future economic development. You should not simply rely on existing information identified and reviewed in Step 1. This will allow for key areas for improvement to be identified and inform strategies and actions to increase economic development outcomes in the future. Strategic opportunities for the region will be those that conform to the following criteria:

• Potential to substitute locally sourced inputs for imported inputs.

• Potential to add further value to goods and services.

• Capacity to develop local resources and competitive strengths.

• Size and structure of current operations within the region.

• Degree to which businesses can be linked or clustered to increase efficiency or retain regional spending.

• Capacity to tap industry innovations and assistance programs.

• Likely sources and strengths of competition.

Key aspects of identifying the competitive advantages of a region are to:

• Identify strategic sectors of the regional economy.

• Identify future possibilities for economic development, diversification and linkages.

Identifying future possibilities will depend on the strengths and weaknesses of the region in relation to the domestic policy environment and emerging global trends. One of the objectives of the competitive assessment, in conjunction with consultation, is to inform a SWOT analysis and identify opportunities for the region. See Worksheet 2A: SWOT Analysis.

Other tools used to assess competitiveness include the PEST (political, social, economic and technological) analysis (see Worksheet 2B: PEST Analysis and Porter’s Diamond Model Framework;2 see Worksheet 2C: Five Forces / Diamond Framework).


Further opportunities to add value to existing products and services.

Sectors that can take advantage of the local competitiveness and strengths.

Industries that are able to adapt to emerging trends.

Industry sectors that can target and use government assistance programs.

2 This framework was created by Harvard Business School Professor Michael Porter in his book The Competitiveness of Nations. The framework has since been adopted for regions: Harvard Busi-ness School (2010). Professor Michael Porter, HBS. Available from: http://www.hbs.edu/news/releases/111406_porter.html; The National Com-petitiveness Centre (2010). Diamond Framework. Available from: http://www.saudincc.org.sa/About-National-Competitiveness/Diamond-Framework-of-Competitiveness.aspx.

http://www.hbs.edu/news/releases/111406_porter.html

http://www.hbs.edu/news/releases/111406_porter.html

http://www.saudincc.org.sa/About-National-Competitiveness/Diamond-Framework-of-Competitiveness.aspx




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STEP 3: CONSULTATION

•  Capture new information •  Confirm existing information •  Enhance ownership/ support of key stakeholders •  Build relationships •  Inform strategic vision •  Establish framework for priorities •  Use a range of techniques over a period of time •  IAP2 spectrum

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Community engagement

•  The economic development vision should tie in with the broader vision contained in existing planning documents and be borne out of: ―  Identified opportunities ―  Projects ―  Community priorities ―  Local history, geography, demography & economy

Economic development vision

Community Engagement

Community and stakeholder engagement is used to complement the background analysis through a more detailed exploration and understanding of the perceived strengths, weaknesses, opportunities and threats (SWOT) of the region.

Initial ideas of possible economic development opportunities can be gleaned at this stage, in addition to the outcomes desired by the community. Step 3 complements Step 2 (Competitive Assessment) and can be used to test its findings. Step 3 should be used to inform Step 4 (Opportunity Identification).

Key tasks include:

• Identify who to speak with – community and stakeholders, e.g.:

- Local businesses.

- Relevant infrastructure providers.

- Community support providers.

- Education and training service institutions.

- Key private sector organisations and land developers.

• Identify and summarise information from the preceding tasks (i.e. local issues and existing trends, strengths, weakness and any opportunities that have already been identified).

• Identify regional linkages and partnerships.

• Assess the strengths of regional leadership.

• Seek key stakeholder input and opinion regarding desired outcomes and opportunities.

• Seek the key stakeholder input and opinion regarding the future direction (economic development vision) of the region.

Effective community engagement is an important function of local government. Effective community engagement has the following benefits:

• Improving the quality of decisions by bringing multiple perspectives to the table.

• Facilitating understanding and building relationships between the council and its community.

• Facilitating a clear definition and rationale of the problem/issue.

• Enhancing community ownership of decisions and the outcomes.

• Building council credibility as an important stakeholder.

• Satisfying community needs, wants and aspirations of the local community.

• Better allocation and more efficient use of resources.

It is important to implement an effective community engagement process which balances the goals of the research with the required level of community influence. The LGAQ recommends the use of the International Association of Public Participation (IAP2) spectrum.

See Worksheet 3A: Community Engagement – International Association of Public Participation (IAP2) Spectrum.

Information obtained through consultation should be used to finalise the competitive assessment (Step 2 and inform the Opportunity Identification (Step 4).


• Identified local issues and trends.

• Identified relevant infrastructure providers, community support providers, education and training institutions, key private sector organisations and land/property developers.

• Identified other strategic assets, infrastructure, services and stakeholders relevant to the desired outcome and opportunities.

• Assessed the strengths of regional leadership.

• Understood the community’s perception and opinion regarding the outcomes/ opportunities presented.

• Understood the community’s perception and opinion regarding the future direction (economic development vision) of the community.

Economic Development Vision

The economic development vision should tie in with the broader vision contained in existing planning documents and be borne out of the competitive assessment, identified opportunities and projects, and community priorities. The economic development vision should be developed in conjunction with Step 4 (Opportunity Identification).

Key tasks are:

• Summarise the key themes and priorities of the region using the findings from the Competitive Assessment, Community Engagement and Opportunity Identification steps.

• Set the economic development vision for the region based on the strategic sectors, future possibilities and chosen opportunities.

See Worksheet 1C: Local, state, national and international context.


• Identified the key themes and priorities for the region.

• Articulated the economic development vision for the region.


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STEP 4: OPPORTUNITY IDENTIFICATION

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•  Consolidate the opportunities identified in the previous stages

•  Clearly define each and examine the relationships between them

•  Identify the limitations or enablers required to deliver •  Identify how council can use its available resources to its

best advantage •  Identify what other stakeholders are involved & what is

required of them

Project identification

•  Is it realistic and feasible (operationally viable) •  Is it supported locally/ politically •  Does it enable other benefits/ outcomes

•  Prioritise a workable short term, medium term and long term list

•  Shelve unfeasible or unrealistic projects in favour of more feasible or realistic projects

- DO NOT THROW THESE OUT

Define and prioritise opportunities

Project Ident i f icat ion

This stage seeks to consolidate the opportunities and economic development vision identified in the previous stages and examine the relationships between them. The key asks are:

• List all opportunities that have already arisen.

• Undertake further targeted consultation if required to expand and clarify opportunities and ensure that the opportunities identified reflect the desired community outcomes.

• Consolidate and categorise opportunities.

• Identify relationships and linkages between opportunities and projects.

Projects should be categorised by industry and type of project. Types of project can be categorised as:

• Strengthening (build on strengths and linkages, consolidating).

• Active marketing (seeking and attracting opportunities).

• Reactive (facilitating opportunities as they occur).

• Direct action (development initiatives).

It may be useful to seek independent external assistance for some of the components of this exercise.

By categorising projects like this council can begin to see how it can use its available resources to its best advantage.

It is important at this stage that project working groups are thought about, including potential names of participants and champions for each of the identified opportunities/ projects.

See Worksheet 4A: Project Identification.


• Projects and opportunities that align with council’s economic development vision.

• The relationships between the identified projects.

• Future opportunities leading on from identified projects.

• The best use of resources.

• Stakeholders involved.

Def ine & Prior i t ise Opportunit ies: Project Pre-feasibi l i ty Assessment

Having identified projects and opportunities, undertaken a brief assessment and determined a list of priority projects, the next stage is to undertake a pre-feasibility assessment of each project to see if the opportunity will stack up at this point in time.

A pre-feasibility assessment is an action that could be included in the council’s Operational Plan to be completed during the year. Some components of the pre-feasibility assessment will generally be outside the expertise of council.

For each project, all available information should be gathered into a project document template. Information consolidated for each project would typically include:

• Project title.

• Description – outlining the intent of the project.

• Rationale – local context.

• Project type/linkages – broader context.

• Resources required – skills, finance, knowledge.

• Benefits/effects – economic, social, environmental.

• Limitations/risks – economic, political.

• Potential implementation task force/ working group.

The capacity of the region to implement the desired project should be assessed on:

• Community and cultural/ political acceptability – reactions, level of acceptability.

• Organisational capacity – skills, management, opportunity cost.

• Regional capacity – level of investment, resources.

Some issues and impacts can be managed around and mitigated against, however, some will simply make the project/ opportunity unviable at this point in time. It is critical to undertake realistic and tangible projects. Unfeasible or unrealistic projects should be put aside in the immediate term in favour of more feasible or realistic projects, which should then be prioritised.

The output from this exercise should be a series of project information sheets used for internal/external action planning or could be made available to prospective investors.

In some cases this will result in investment attraction briefs and marketing material, while other cases may result in confirmation that the project is viable and worth pursuing and the action plan for implementation is appropriate.

See Worksheet 4B: Project Feasibility.


• Prioritised list of projects that are operationally viable.

• Local and political support for the projects identified.

• Timing of projects – short, term, medium term, long term.

• How the project/s are to be integrated into planning documents.

• Roles and responsibilities of stakeholders in relation to the project/s.


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STEP 5: IMPLEMENTATION & MONITORING

•  Identify key tasks and actions •  Allocate responsibility and budget •  Identify review and support resources

•  Define work program (milestone, timeframe, cost, outcome, lead, other stakeholders)

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Action & implementation plans

•  Performance indicators and targets •  Measurement

—  KPIs: Implementation

—  KPIs: Outcomes/ Success

•  Maintain a visible information flow of developments and successes to the community

Performance monitoring & communication

Action & Implementat ion Plans

Action Plans describe the actions required to implement identified/ prioritised projects. They could form the basis of items in council’s Operational Plan.

Successful action plans include the following critical components:

• List of key milestones or goals to be achieved.

• Outline of the actions to be undertaken to achieve each milestone.

• For each action:

- What needs to be done?

- Who is going to do it?

- When is it going to be done by?

- What are the resource requirements?

- How do we measure if it has been completed?

There are a range of options available for the implementation and delivery of an economic development strategy, and the delivery process will vary depending on the strategy developed and the

resources available. Examples used with success around Australia range across:

• Council CEO driven activities and planning.

• Economic Development Officers (EDOs) within council to manage and implement the strategy.

• Devolve responsibility to a limited company / organisation.

• Sharing resources between neighbouring councils.

• Sharing resources with the relevant regional councils and other levels of government.

See Worksheet 5A: Action and Implementation Plans.


• List of goals and milestones to be achieved for each prioritised project.

• What needs to be done?

• What council can do?

• Who is going to do it and when?

• Resource requirements.

• Key risks to be considered.

Performance Monitor ing & Communicat ion

Any economic development initiative would be difficult to implement and monitor if there were no performance indicators and targets with which to measure progress. The tasks involved in monitoring performance include:

• Identifying and choosing key performance indicators (KPIs).

• Establishing measurement and reporting mechanisms.

• Establishing progress criteria.

• Methods and timetables for review.

The specific KPIs selected are a matter for individual councils, but measurement of internal implementation of the work plan as well as the broader external outcomes/ successes achieved for the regional economy should be considered.

It is vital to maintain visible information flow of developments and successes for the community. This should be in the form of press releases, specific publications, radio interviews and television coverage as well as electronically via the internet.


• Measurement criteria for action plan.

• Cost to council.

• Project impacts.

• Project feasibility.

• Broader economic outcomes being targeted.

See Worksheet 5B: Performance Monitoring and Communication.


Page 17

EXAMPLESThe following tables provide a series of simple examples of how a key issue identified in Step 1 (Existing Environment) could be approached using the Five Step process. An example has been considered for a selection of different council types in Queensland.

All local government actions (Step 5 Implementation and Monitoring) should be incorporated into council’s Operational Plan and Budget and be monitored using KPIs to ensure desired outcomes are realised.

FIVE STEP PROCESS COASTAL COUNCILS

Key Issue • EconomicDiversification:Population growth pressures are increasing the regions dependence on low value tourism and household services (i.e. retail, food services). The region desires growth in industries where there is a comparative advantage (marine services).


• Strong population growth, particularly older age groups due to ageing population and quality of life offered in the region

• Limited business and commercial investment• High level of local boat ownership and high volume of massing recreational boating• Fragmented industrial areas


• Skilled workforce• Reliance on tourism and demand for household services• Available land away from the coastline that could be rezoned to facilitate population and industry

expansion• Available land close to the coastline that could be rezoned for marine industry use or similar• Strong education and training facilities in the region• Low level of local supply chain interaction in the marine sector


Identification of information required and key sources:• Community: confirmation of existing environment, identification of key issues• Business & Industry: identify potential private sector solutions, partnerships and key contacts,

clarification of growth expectations and key industry data• Government: identification of possible solutions, support, funding opportunities and key

resources

Consultation outcomes:• Community and industry consultation demonstrated a need for economic diversification and

employment growth in sectors other than household and tourism services• Consultation with business and industry demonstrated support for a marine services cluster

Step 4: OpportunityIdentification

Identified opportunity: facilitate employment growth by expanding marine services sector and encouraging clustering within an integrated industrial estate

Viability:• Community, industry and government consultation demonstrates support for an integrated

industrial estate servicing the marine sector and supporting industries• Funding – independent feasibility assessment to determine the financial viability of a long term

investment into the project and to identify alternative funding avenues including industry, state and federal government

• Feasibility assessment indicates viable project, including funding of additional infrastructure required

Step 5: Implementation & Monitoring

Actions:• Streamline planning process to enable efficient approvals process and encourage development• Business incentives and investment attraction program to inform industry of opportunities in the

area and encourage investment• Proactive engagement program with existing industry to encourage relocation to the integrated

industrial estate• Marketing program to inform the broader market as to the region’s capabilities.

FIVE STEP PROCESS COUNCILS IN SOUTH EAST QUEENSLAND

Key Issue • Growth pressures: Growth pressures and infrastructure backlogs due to strong population and economic growth and expansion of metropolitan area


• Strong population growth• Pressure on existing infrastructure (i.e. congestion on roads, capacity for water/waste water

treatment)• Increase in building activity• Economic growth, particularly in the construction industry and population driven sectors such as

health care and social assistance, retail trade and food services• Increasing business activity


• Transport infrastructure: good airport infrastructure and road infrastructure (albeit very congested)• Insufficient housing to meet future growth expectations• Available land supply• Other strategic assets including university, community infrastructure, communications


Identification of information required and key sources:• Community: confirmation of existing environment, identification of key issues• Business & Industry: identify potential private sector solutions and key contacts, clarification of

growth expectations and key industry data• Government: identification of possible solutions, support, funding opportunities and key

resources.

Consultation outcomes:• Interest by private sector and key stakeholders in developing residential and commercial

infrastructure, particularly in the CBD area• Bottlenecks preventing – red tape and zoning issues – disincentive for development


Identified opportunities: Facilitate urban renewal through infrastructure investment, planning amendments, and streamlined development processes to encourage commercially viable investment

Viability:• Political and community support for transport strategy – funding opportunity with State

Government under new program• Political and industry support for review of development process• Direct investment from private sector likely where commercial yields can be achieved


Actions:• Transport Strategy – to be implemented in partnership with key stakeholders and State

Government• Planning amendments to improve plot ratios and subsequently development yields• Removal of red tape to enable efficient approvals process and encourage development


Page 19

FIVE STEP PROCESS RURAL, REMOTE AND INDIGENOUS COUNCILS

Key Issue • Declining population: Employment generation and jobs diversification to encourage retention of local population


• Declining population• Increasing proportion of older population• Lower proportion of working age population than national average• Need for continued service improvements to attract and retain population• Slower employment growth compared to national average


• Strong base of agricultural production• Few employment opportunities for local youth• Reasonable community infrastructure though in need of upgrade (e.g. school, sports grounds) –

accessibility issues for some areas• Services required to support ageing population (e.g. health care, social assistance)• Strategic linkage to university in neighbouring council• Economy severely affected by climatic events (e.g. flood / drought, reliance on irrigation and key

industry infrastructure)


Identification of information required and key sources:• Community: confirmation of existing environment, identification of key issues, needs and wants• Business & Industry: identify potential private sector solutions and key contacts, clarification

of growth expectations and key industry data, identify need for assistance (particularly around employee skill requirements)

• Government: identification of possible solutions, support, funding opportunities and key resources

Consultation outcomes:• Community consultation highlights families leaving region after year 10 due to insufficient

education and training options for year 11 and 12 students and poor job prospects locally• Consultation with community and businesses highlights agricultural value adding and extension

of the local supply chain an option for local industry• Government consultation – identification of key sources and funding opportunities for processing

infrastructure (if a business case is demonstrated)


Identified opportunities: Identify opportunities in local agricultural production that have the opportunity for local value adding, which will promote local jobs growth and training opportunities.

Viability:• Capital investment – plant is operationally viable on an annual cash flow basis, but needs

capital grant to be sustainable long term (i.e. maintenance). Need government support: funding application

• Local engagement – talk with local business to ensure local support and opportunity for local suppliers

• Political and community support for agricultural program, funding for local services and educational partnership


Actions:• Business Case – understand the commercial viability of the plant and the capital contribution

required to ensure ongoing recurrent funding is not required• Funding support – could be delivered through targeted projects• Marketing – marketing and business development for product• Funding for educational program to fill the skills gap on farm and within the processing sector

FIVE STEP PROCESS RESOURCE COMMUNITIES

Key Issue • Housing availability and affordability: Issues created by influx of transient workers has placed pressure on rental and purchase prices


• Steady population growth expected over the next five years• Strong economic growth on the back of a strong local mining sector• Strong employment growth recently; unemployment rate below Queensland• Growth in house prices of over 10% over the last year; generally low availability of housing for

sale or rent• Average incomes lower than Queensland• Strong growth in median rents and sales prices leading to housing market pressure and issues

for locals• A number of major projects at various stages of planning and approval


• Abundant energy and mineral resources• High demand for products and commodities• Expanding supply chain• Service centre role to surrounding region• Insufficient local infrastructure – planned upgrades for transport infrastructure but no strategy

to address lack of housing and rising housing costs, potential for pressure on utilities and local government services

• Available land areas that could be rezoned• Lending institutions unsure of stability of mining expansion


Identification of information required and key sources:• Community: confirmation of existing environment, identification of key issues• Business & Industry: identify potential private sector solutions and key contacts, clarification of

growth expectations and key industry data• Government: identification of possible solutions, support, funding opportunities and key

resources

Consultation outcomes:• Stakeholder consultation indicates potential for private sector support due to workforce

accommodation issues faced by mining and construction companies, some concerns of development viability expressed due to workforce shortages and high construction costs

• Community consultation confirms housing stress is a significant issue in the region and is impacting on community services and labour supply

• Clarification from industry of demand and growth expectations


Identified opportunity: Develop an affordable housing strategy which will facilitate a variety of accommodation options, funding models and delivery mechanisms

Viability:• Community, government and stakeholder support for housing affordability strategy including the

potential establishment of a housing company


Actions:• Partner with business and industry• Re-zoning to make more land available• Develop necessary incentives (if required)• Profile demand and take up expectations and communicate to private sector• Direct investment in worker housing from private sector• Business growth opportunities for local construction sector• Establishment of housing company


Page 21

Strategy Tool Box

Local governments through their role as advocate, facilitator, regulator, planner and service provider are able to use the tools of local government to implement and influence economic development.

The following sections contain an overview of each component of the economic development strategy toolbox, as well as examples that highlight learnings from a range of case studies. The strategies available to local government to facilitate economic development include the following:

Economic Development

Strategies

Effective Planning

Support Local

Business

Attract New Business

Investment

Facilitate Infrastructure

Investment

Embrace Innovation

STRATEGY 1: EFFECTIVE PLANNINGCase Studies

• Urban Renewal Brisbane, 20 years – Brisbane City Council, QLD

• Gateway Village Revitalisation – Wodonga City Council, VIC

• Clarence River Way Project – Clarence Valley Council, NSW

• Central Highlands Workforce Response Strategy – Central Highlands Regional Council, QLD

These case studies are detailed online.

Effective Planning

What is it?

Why do it?

How is it achieved?

What is i t?

A clear, consistent and coordinated approach to regional and local planning that is focussed on business and industry growth.

Why do it?

Effective planning provides a clear, consistent and strategic direction for council and the community moving forward. This underpins all other strategies. Effective planning ensures regions have adequate land, labour, capital and infrastructure for business attraction and industry and community growth.

How is i t achieved?

Effective planning is achieved through:

• An in depth understanding of the region and its competitive advantages and disadvantages.

• A clear understanding of future community aspirations, targets and requirements.

• Ensure a practical and robust economic evidence base for future planning outcomes.

• Identifying and prioritising opportunities.

• Incorporating planning goals into long term planning instruments.

• Allocating responsibility.

• Identifying clear timeframes, performance monitoring and communication.

STRATEGY 2: SUPPORT LOCAL BUSINESSCase Studies

• Bendigo Inventor Awards – Greater Bendigo City Council, VIC

• Flavours of Campbelltown Food Trail – Campelltown Council, SA

• Creative Connections – Gold Coast City Council, QLD

• Historic Gulflander Train – Croydon Shire Council, QLD


What is it?

Why do it?

How is it achieved?

Support Local

Business

What is i t?

Support and assist the development, expansion and growth of existing local business.

Why do it?

Local businesses are the lifeblood of the local economy and have a marked impact on the economic strength of a region. Providing assistance and support for existing local business is an important way of building a more resilient economy, improving networks and generating greater business confidence. This can be of particular importance for small business or home-based enterprises.


Local business support by councils can take many forms, and is largely dependent on the type and size of businesses targeted for assistance. Activities to support local businesses can include:

• Information provision (e.g. through business resource centres, networking events and seminars, local business databases).

• Capacity building.

• Skills and labour force development.

• Incentives.

• Increase local business networks.

• Removal of red tape (e.g. streamlined process for development approvals and appropriate zoning).

• Business incubators and clustering strategies.

• Business awards and support of Industry-based organisations.

• Improvements in infrastructure.

• Supporting the growth of local producers by increasing access to markets, or expanding the base for their product:

- Promotion and marketing of regional products.

- Festivals showcasing local products or industries.

- Lobbying Commonwealth Government for strategic infrastructure investments.

- Fostering inter-regional trade agreements with other areas.

- Facilitating/ encourage ‘Buy Local’ campaigns.

- Organising collectives of producers under a brand.

- Providing advice to exporters

- Encouraging nodes of specific industries.


Page 23

STRATEGY 3: ATTRACT NEW BUSINESS INVESTMENTCase Studies

• Clermont Preferred Futures Model – Isaac Regional Council, QLD

• Makes Good Business Sense Campaign – Salisbury City Council, SA

• Australian Marine Complex – Landcorp, WA

• Charleville Cosmos Centre – Murweh Shire Council, QLD


What is it?

Why do it?

How is it achieved?

Attract New Business

Investment

What is i t?

Attracting new business, jobs and investment to the region.

Why do it?

New businesses are an important source of new ideas, attitudes and capital investment in communities. Attracting new business to a local area generates employment and can increase the diversity and prosperity of the local economy. Attracting business investment to the area and achieving critical mass demonstrates a strong business environment and “investment readiness”, which can attract further business investment.


Businesses are attracted to areas that offer positive and supportive local business environments, with competitive costs and efficient business start-up processes. Some of the activities that local government can undertake to attract new businesses include:

• Competitive pricing schedules for infrastructure and services.

• Clear, consistent and appropriate planning, including:

- Appropriate land zoning.

- Remove “red tape” and reducing wait time for development approvals.

• Marketing and promoting the business advantages of the region.

• Developing investor briefs.

• Providing incentives for new developments.

• Single point of entry, information provision and communication.

• Providing a strong, positive first impression to interested businesses.

STRATEGY 4: FACILITATE INFRASTRUCTURE INVESTMENTCase Studies

Hard Infrastructure

• Renewing Rhodes – City of Canada Bay Council, NSW

• Rebuilding for the Future – Lockyer Valley Regional Council, QLD

• Development of Rockingham City Centre – Rockingham City Council, WA

• Charleville Dental Surgery – Murweh Shire Council, QLD

Soft Infrastructure

• Regional Skills Attraction and Retention Project – Mackay Whitsunday Regional Economic Development Corporation, QLD

• SHINE – Department of Education and Training, Geraldton WA


What is it?

Why do it?

How is it achieved?

Facilitate Infrastructure

Investment

What is i t?

Facilitate and directly invest in hard and soft infrastructure.

Why do it?

Direct investment stimulates the local economy and provides opportunities for employment. Facilitating investment (indirect) can also achieve these objectives through providing opportunities for the private sector.

Strategically aligned infrastructure generates development that is in harmony with community values and enables a connected region. It has positive effects for local business and investment attraction by creating a business environment that is “investment ready” and improving efficiencies in service provision and business operation.


Investment in infrastructure is achieved by:

• Identifying a specific need.

• Align the need with planning and the economic development vision of the region.

• Developing a business case for the infrastructure.

• Identifying and lobby funding sources.

• Coordinating delivery.

Investment in infrastructure can involve the following actions:

Hard Infrastructure

• Maintenance or upgrading of infrastructure e.g. transport, accommodation, telecommunications, buildings.

• Build new facilities.

• Facilitate innovative new uses for existing facilities.

• Encourage local investors to consider the opportunities provided by the rejuvenation of older facilities e.g. through incentives.

• Implement street-scaping and urban rejuvenation programs.

• Obtain sponsorship or grants.

• Audit of council assets and buildings.

• Changes to the planning scheme and material change of use approvals.

• Develop commercial or industrial land.

Soft Infrastructure

• Provision of training and mentorship.

• Investment in local education and training facilities.

• Improve community networks and capacity.

• Improvement in community facilities or areas.


Page 25

STRATEGY 5: EMBRACE INNOVATIONCase Studies

• Central Queensland Innovative Built Environment Network – Capricorn Enterprise, QLD

• ICT Initiative – Walkatjurra Cultural Centre, Leonora WA

• Discount Card Scheme – Frankston City Council, VIC

• Advancing Technology as a tool for Construction, A Digital Economy Capacity Building Model – Ipswich City Council, QLD


What is it?

Why do it?

How is it achieved?

Embrace Innovation

What is i t?

Encourage innovative thinking and the adoption of new technology.

Why do it?

Encouraging innovation has the following effects:

• Economic activity, new business and employment generation.

• Efficiency improvements.

• Partnerships.

• Community capacity building.


The following actions can encourage innovation in the local economy:

• Ensuring base level infrastructure provision.

• Incentives for business/ industry investment.

• Facilitate knowledge capture and development mechanisms.

• Support/ lobby for funding/ investment in research and development.

• Encourage and support partnerships across industries and institutions (i.e. universities, research centres).

• Investment in infrastructure.

Information, Sources & Resources

DATA & INFORMATIONThe information in this section can be used to measure performance against key performance indicators (KPIs):

• Raw data: Raw data and information on economy, demography, employment, workforce, society / social wellbeing, industry and development.

• Interpreted data and information: Secondary providers that collate and interpret raw data.


DATA & INFORMATION – KEY PERFORMANCE INDICATORS

ORGANISATION RESOURCE DESCRIPTION LOCATION AVAILABLE DATA

Interpreted Data

Office of Economic and Statistical Research (OESR), Queensland Department of Treasury and Trade

Queensland Regional Database

The Queensland Regional Database (also known as the Queensland Regional Statistical Information System – QRSIS) has been developed by Queensland Treasury’s Office of Economic and Statistical Research to provide access to a wide range of time-series regional data.

NOTE: The Queensland Regional Database and Queensland Regional Profiles(OESR)areagoodstartingpoint as these resources contain a consolidation of much of the raw data.

OESR: http://www.oesr.qld.gov.au/

Queensland Regional Database: http://www.oesr.qld.gov.au/products/qld-regional-database/qld-regional-database/index.php

A detailed list of statistics available in the Queensland Regional Database is available here: http://statistics.oesr.qld.gov.au/report-viewer/run?__report=sis-stats-available.rptdesign&systemName=QRSIS&__format=pdf

Broadly, the information includes:• Demography

- Demography – general - Population estimates and projections - Population characteristics - Household and dwelling characteristics - Births and deaths - Aboriginal and Torres Strait Islander Peoples - Ethnicity and culture - Marriages and divorces

• Society - Society – general - Disability - Education and training - Health - Social wellbeing

• Economy - Economy – general - Finances - Labour - Prices

• Industry and Development - Agriculture, forestry and fishing - Business - Housing and construction - Land supply - Mining and energy - Tourism - Transport and communications

• Environment - Environment – general

• Census (all topics).

http://www.oesr.qld.gov.au/


http://www.oesr.qld.gov.au/products/qld-regional-database/qld-regional-database/index.php





http://statistics.oesr.qld.gov.au/report-viewer/run?__report=sis-stats-available.rptdesign&systemName=QRSIS&__format=pdf

http://statistics.oesr.qld.gov.au/report-viewer/run?__report=sis-stats-available.rptdesign&systemName=QRSIS&__format=pdf



Office of Economic and Statistical Research (OESR), Queensland Department of Treasury and Trade

Queensland Regional Profiles

The Queensland Regional Profiles are informative statistical reports on a range of Queensland community types (e.g. local government areas). Multiple topics (e.g. country of birth, business counts, etc. can be combined. Community regions can be selected individually, or easily combined to create customised regions or catchments for profiling. The smallest geographical region available for selection is Statistical Local Area.

NOTE: The Queensland Regional Database and Queensland Regional Profiles(OESR)areagoodstartingpoint as these resources contain a consolidation of much of the raw data.

OESR: http://www.oesr.qld.gov.au/

Queensland Regional Profiles: http://statistics.oesr.qld.gov.au/qld-regional-profiles

• Current and projected population, including by age• Indigenous population• Migration• Country of birth• Proficiency in spoken English• Family composition• Socio-Economic Index of Disadvantage• Early childhood education and care services• Schools, school students and highest level of schooling• Post-school qualifications• Vocational education and training students• Need for assistance• Volunteers• Aged care services• Emergency services and hospitals• Personal income, individual weekly income• Unemployment and labour force• Employment by industry and occupation – by place of residence and place of work• Building approvals• Dwellings by dwelling structure and tenure type• Internet connection• Motor vehicles per dwelling• Business counts by employment size, industry and turnover• Protected areas – park and forest estate.



http://statistics.oesr.qld.gov.au/qld-regional-profiles





Public Health Information Development Unit (PHIDU)

Social Health Atlas of Australia

The Social Atlas Series contains integrated information on health, education, welfare and housing. It includes key social, demographic and economic information on selected regional centres of each state or territory as well as each capital city in Australia.

NOTE: The Social Health Atlas is a good starting point as this resource contains a consolidation of most social and demographic data available through the ABS.

The Social Health Atlas provides further information than one can obtain for free from the ABS, e.g. detailed health statistics by small area.

Home: http://www.publichealth.gov.au/

Publications:http://www.publichealth.gov.au/publications/

• Age distribution• Families• Labour force• Educational participation and achievement• Aboriginal and Torres Strait Islander people• People born in predominantly non-English speaking countries• Housing• SEIFA Index of Relative Socio-Economic Disadvantage• Welfare recipients (e.g. income support and pensions.)• Internet access• Transport (use of motor vehicle)• Child care and community strength (e.g. voluntary participation, unpaid work)• Health

- Estimates of chronic disease and conditions by type - Self-assessed health - Screening outcomes - Child health and infant deaths - Health risk factors (e.g. smoking, physical inactivity, obesity, intake of fruit) - Disability - Premature and avoidable mortality - GP and other health services - Aged care.

A detailed list of data is available here: http://www.publichealth.gov.au/data/a-social-health-atlas-of-australia_-2011.html

Tourism Queensland Tourism Economic and Forecast Data

Tourism statistics for major regions. http://www.tq.com.au/research/aviation-economic-and-forecast-data/aviation-economic-and-forecast-data_home.cfm

• Domestic and international visitor data.

http://www.publichealth.gov.au/

http://www.publichealth.gov.au/

http://www.publichealth.gov.au/publications/



http://www.publichealth.gov.au/data/a-social-health-atlas-of-australia_-2011.html

http://www.publichealth.gov.au/data/a-social-health-atlas-of-australia_-2011.html

http://www.tq.com.au/research/aviation-economic-and-forecast-data/aviation-economic-and-forecast-data_home.cfm









Raw Data

Small Area Level

Australian Bureau of Statistics (ABS)

QuickStats • Quick and easy access to summary information about the people, families and dwellings in an area

• Easy comparison to state and national data. At the state and national level, QuickStats highlights key differences between 2006 and 2011 Census data

• It is an ideal product for students, small businesses and community groups needing general statistics for an area

• Data is provided for residents of the area.

ABS: http://www.abs.gov.au/

QuickStats: http://www.abs.gov.au/websitedbs/censushome.nsf/home/quickstats?opendocument&navpos=220

2011 QuickStats includes tables, graphs and key data for the following statistical groupings: • Persons – age, education, language, ancestry, religion and employment of people in the

selected area• Families – including family composition, single parent families and family income in the

selected area• Dwellings – including the structure and type of dwellings, number of bedrooms,

household income, mortgage and rent payments, and number of registered vehicles.


Community Profiles

• CommunityProfilesprovidemore detailed information than the QuickStats product – it provides a comprehensive statistical picture of an area in Excel format, providing characteristics relating to people, families and dwellings

• Community Profiles can be used to compare the characteristics of different areas

• Community profiles are also available for time series data and data specifically relating to the persons who work in the region, people who were in the region on the night of the census and Aboriginal and Torres Strait Islander peoples

ABS: http://www.abs.gov.au/

Community Profiles:http://www.abs.gov.au/websitedbs/censushome.nsf/home/communityprofiles?opendocument&navpos=230

• Selected person characteristics by sex• Selected medians and averages• Place of usual residence on Census Night by age• Age by sex• Age by sex by registered marital status, social marital status, Indigenous Status• Ancestry by birthplace of parents• Country of birth of person by sex and by year of arrival in Australia• Proficiency in spoken English/language by year of arrival in Australia by sex• Proficiency in spoken English/language of parents by age of dependent children • Language spoken at home by sex• Religious affiliation by sex• Type of educational institution attending (full/part-time student status by age) by sex• Highest year of school completed by age by sex• Total personal income (weekly) by age by sex• Core activity need for assistance by age by sex• Voluntary work for an organisation or group by age by sex• Unpaid domestic work: number of hours by age by sex• Unpaid child care and assistance to a person with a disability by age by sex

http://www.abs.gov.au/


http://www.abs.gov.au/websitedbs/censushome.nsf/home/quickstats?opendocument&navpos=220








http://www.abs.gov.au/websitedbs/censushome.nsf/home/communityprofiles?opendocument&navpos=230








• Community Profiles are available at the following levels: - Basic - Place of Enumeration (location

on Census Night) - Aboriginal and Torres Strait

Islander peoples (Indigenous) - Time series - Expanded - Working population.

• Relationship in household by age by sex• Number of children ever born by age of parent• Family composition• Total family income (weekly) by family composition• Family blending• Total household income (weekly) by household composition• Number of motor vehicles by dwellings• Household composition by number of persons usually resident• Dwelling structure• Tenure and landlord type by dwelling structure• Mortgage repayment (monthly) by dwelling structure• Rent (weekly) by landlord type• Type of internet connection by dwelling structure• Dwelling structure by number of bedrooms• Selected labour force, education and migration characteristics by sex• Place of usual residence 1 year ago and 5 years ago by sex• Non-school qualification: level of education and field of study by age by sex• Labour force status by age by sex• Industry of employment by age by sex and by occupation• Occupation by age by sex• Method of travel to work by sex• Country of birth of person by age by sex and year of arrival in Australia• Proficiency in spoken English/language by year of arrival in Australia by age • Language spoken at home by proficiency in spoken English/language by sex• Ancestry by birthplace of parents by sex • Ancestry of dependent children by age by birthplace of parents • Religious affiliation by age by sex • Total family income (weekly) by number of dependent children for couple families and one

parent families, • Total family income by tenure and landlord type by family composition• Mortgage repayment (monthly) by family composition and dwelling structure• Total household income (weekly) by tenure and landlord type for family, lone person and

group households• Dwelling structure by rent (weekly), household composition and family composition• Dwelling structure and number of motor vehicles by number of persons usually resident

for family, lone person and group households• Dwelling structure and number of bedrooms by number of persons usually resident for

family and group households• Family composition and birthplace of parents by age of dependent children



• Labour force status by sex of parents by age of dependent children for couple and one parent families

• Non-school qualification: field of study and level of education by occupation and by sex• Non-school qualification: level of education by industry of employment by sex• Industry of employment by hours worked by sex • Occupation by hours worked by sex • Total family income (weekly) by labour force status of parents/partners for couple families

with children and partners for couple families with no children• Total family income (weekly) by labour force status of parent for one parent families.


Tourism Accommodation Supply and Demand

This product presents results for the latest quarter from the Survey of Tourist Accommodation (STA) for the following categories of establishments:

• Hotels and resorts with 15 or more rooms

• Motels, private hotels and guest houses with 15 or more rooms

• Serviced apartments with 15 or more units.

ABS Catalogue Number 35.0.55.002http://www.abs.gov.au/ausstats/[email protected]/mf/8635.0.55.002

Information on the supply of, and demand for, tourist accommodation facilities, including:• For the quarter:

- Number of establishments - Capacity - Employment for the quarter and occupancy.

• For each month: - Takings from accommodation by type of establishment and by star grading.

Department of Education, Training and Employment (Queensland)

Schools Statistics (state schools)

The Department of Education, Training and Employment makes available reports and statistics relating to Queensland State Schools.

Education statistics – Queensland State Schools: http://education.qld.gov.au/schools/statistics/

• Enrolments - Total enrolments by:

» School » Year level » Department of Education and Training region

o Indigenous enrolments by: » Department of Education and Training region » Year level

- State school and student count - State school count

• Attendances• Language• Other – e.g. school disciplinary absences, class size• Links to non-state school resources.

DEEWR Small Area Labour Market (SALM) data

Employment data (labour force, unemployment, unemployment rate) released quarterly.

http://www.deewr.gov.au/employment/lmi/pages/salm.aspx

• Employment data - Labour force - Unemployment - Unemployment rate.

http://www.abs.gov.au/ausstats/[email protected]/mf/8635.0.55.002



http://education.qld.gov.au/schools/statistics/








Regional Level

ABARES (Australian Bureau of Agricultural and Resource Economics and Sciences),DAFF (Commonwealth Government)

Agricultural Data Variety of agricultural data and research papers.

http://www.daff.gov.au/abares/data

• Commodities• Market monitor• Industry specific data e.g. rainfall, mapping, revegetation, land use management,

plantation, vegetation conditions, forests.

National Centre for Vocational Education Research (NCVER)

Vocational Education and Training (VET) statistics

Detailed vocational education statistics. Some data available at a smaller area level.

http://www.ncver.edu.au/statistic/index.html

• Apprentice and Trainee Destinations Survey • Apprentices and trainees• Employer views • Equity groups• Finance• Historical data• Outcomes from the Productivity Places Program • Student intentions• Student outcomes • Students and courses • Tertiary education and training • VET in schools • Young people.






SKILLS, KNOWLEDGE & SUPPORT

ORGANISATION DESCRIPTION HOMEPAGE LOCATION

Economic Development Organisations

Australian Local Government Association (ALGA)

ALGA is the national voice of local government and represents 560 councils across the country. Key activities include representation of local government on national bodies and ministerial councils, providing submissions to government and parliamentary inquiries, raising the profile and concerns of local government at the national level and providing forums for local government to guide the development of national local government policies.

http://alga.asn.au/

Economic Development Australia (EDA)

Economic Development Australia is the national professional body for economic development practitioners. Practitioners are employed in local government, regional development agencies, State Government economic development departments, private sector consultants and companies involved in economic development. Membership of EDA is open to all with a professional interest or involvement in economic development. EDA’s purpose is to promote sustainable economic development in all levels of government across Australia.

http://www.edaustralia.com.au/

Local Government Association of Queensland (LGAQ)

LGAQ is the peak body for local government in Queensland. It is a not-for-profit association setup to serve the State’s councils and their individual needs. While membership is voluntary, all Queensland councils are members. LGAQ advises, supports and represents local councils by:

• Connecting them to people and places that count• Supporting their drive to innovate and improve service delivery through smart services and sustainable solutions• Delivering them the means to achieve community, professional and political excellence• LGAQ is 100 percent council-owned, offering a range of support services and solutions to all council employees.

http://lgaq.asn.au/

Regional Development Australia (RDA)

Regional Development Australia (RDA) is a national network of committees made up of local leaders who work with all levels of government, business and community groups to support the development of their regions. It is funded by the Australian Government and by state, territory and local governments in some jurisdictions. It is administered by the Department of Regional Australia, Local Government, Arts and Sport.

As the regional development voice of their communities, RDA committees:• Consult and engage with communities• Promote and participate in regional programs and initiatives• Provide information and advice on their region to all levels of government• Support informed regional planning.

Each RDA committee has developed a Regional Plan, which outlines priorities for the region and guides them in strengthening their communities.

http://rda.gov.au/

http://alga.asn.au/

http://www.edaustralia.com.au/

http://lgaq.asn.au/

http://rda.gov.au/



Trade and Investment Queensland

Aims to help Queensland companies earn more export dollars through an individualised and targeted service. It provides a range of export assistance services through a team of experts with international business experience, multilingual skills and international business contacts including:

• Export capability assessment • Practical export advice • Export skills development programs • Introduction to potential business partners and export opportunities • Visits to overseas market and on-the-ground support • Introduction to inbound buyers visiting Queensland.

http://www.export.qld.gov.au/index.html

Key Commonwealth Government Departments

Agriculture, Fisheries and Forestry (DAFF)

DAFF has the dual roles of providing customer services to the agricultural, food, fisheries and forest industries, and addressing the challenges of natural resource management.

http://www.daff.gov.au/

DAFF also has a page for grants and assistance. http://www.daff.gov.au/about/current-grants

Broadband, Communications and the Digital Economy

Provides strategic advice to the government on the development of policies and programs for enhancing Australia’s broadband and communications sectors and the digital economy, and ensures the efficient and effective implementation of programs.

http://www.dbcde.gov.au/

Climate Change and Energy Efficiency (DCCEE)

DCCEE delivers programmes under the Australian Government’s climate change strategy. http://www.climatechange.gov.au/

Education, Employment and Workplace Relations (DEEWR)

DEEWR is the lead government agency providing national leadership in education and workplace training, transition to work and conditions and values in the workplace.

http://www.deewr.gov.au/Pages/default.aspx

Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)

The Australian Government’s principal source of advice on social policy and is responsible for about a quarter of the government’s budgetary outlays.

http://www.fahcsia.gov.au/

Foreign Affairs and Trade (DFAT)

DFAT is responsible for the Australian Government’s international relations, trade and development assistance programs through its headquarters in Canberra and Embassies, High Commissions and Consulates throughout the world.

The Department’s index page for trade and policy news is provided (see right). This information is useful for understanding the context of national trade policy and performance.

http://www.dfat.gov.au/trade/

The Australian Trade Commission (Austrade): Austrade assists Australian businesses to expand their business outside Australia with information about export markets, grants and assistance and promotes and supports productive foreign investment and international education in Australia.

http://www.austrade.gov.au/

Industry, Innovation, Science, Research and Tertiary Education

Works with stakeholders to help shape the future economy, through skills, learning, discovery and innovation. The department, and the wider portfolio, are working to accelerate productivity growth and secure Australia’s prosperity in a competitive global economy.

http://www.innovation.gov.au/Pages/default.aspx

http://www.export.qld.gov.au/index.html

http://www.daff.gov.au/

http://www.daff.gov.au/about/current-grants

http://www.dbcde.gov.au/

http://www.climatechange.gov.au/

http://www.deewr.gov.au/Pages/default.aspx

http://www.fahcsia.gov.au/

http://www.dfat.gov.au/trade/

http://www.austrade.gov.au/

http://www.innovation.gov.au/Pages/default.aspx



Infrastructure and Transport The department of Infrastructure and Transport Responsible for infrastructure planning and coordination; transport safety, including investigations; land transport; civil aviation and airports; transport security; maritime transport including shipping; and major projects facilitation.

http://australia.gov.au/directories/australia/infrastructure

• Infrastructure Australia: http://www.infrastructureaustralia.gov.au/

• Major Projects Facilitation: http://www.majorprojectfacilitation.gov.au/

Regional Australia, Local Government, Arts and Sport

Responsible for regional Australia policy and co-ordination; the delivery of regional and rural specific services; regional development; matters relating to local government; and the administration of Australian territories. In December 2011, the Office for Sport and Office for the Arts were brought into the department.

http://www.regional.gov.au/• Information and data on major regions:

http://myregion.gov.au/

Resources, Energy and Tourism

The Department provides advice and policy support to the Australian Government regarding Australia’s resources, energy and tourism sectors. The Department develops and delivers policies to increase Australia’s international competitiveness, consistent with the principles of environmental responsibility and sustainable development.

http://www.ret.gov.au/Pages/default.aspx

Sustainability, Environment, Water, Population and Communities

The Department of Sustainability, Environment, Water, Population and Communities develops and implements national policy, programs and legislation to protect and conserve Australia’s environment and heritage.

http://www.environment.gov.au/

KeyStateGovernmentDepartmentsandOffices

Agriculture, Fisheries and Forestry

The Queensland Department of Agriculture, Fisheries and Forestry (DAFF) is responsible for supporting the efficiency, innovation, productivity and success of the Queensland agricultural sector.

http://www.daff.qld.gov.au/home.htm

Education, Training and Employment

The Department is committed to ensuring Queenslanders have the education and skills they need to contribute to the economic and social development of Queensland.

http://deta.qld.gov.au/

Environment and Heritage Protection

The Department is responsible for managing the health of the environment to protect Queensland’s unique ecosystems, including its landscapes and waterways, as well as its native plants and animals and biodiversity. The Department’s role is to act as a strong environmental regulator which supports sustainable long-term economic development of Queensland.

http://www.ehp.qld.gov.au/

Local Government The Department works closely with local governments to help them build on their capability and capacity. Strong, sustainable and resilient local governments are a key focus of the department along with community planning, asset management and financial management.

http://www.dlg.qld.gov.au/local-government/index.php

Natural Resources and Mines (DNRM)

DNRM is responsible for the sustainable use of Queensland’s natural resources: land, water and minerals. DNRM has five main areas of service delivery: mining and petroleum, natural resources operations, land and Indigenous services, water and catchments, mine safety and health.

http://www.dnrm.qld.gov.au/

Transport and Main Roads The Department plans, manages and delivers Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea.

http://www.tmr.qld.gov.au/



http://www.infrastructureaustralia.gov.au/

http://www.infrastructureaustralia.gov.au/

http://www.majorprojectfacilitation.gov.au/

http://www.majorprojectfacilitation.gov.au/

http://www.regional.gov.au/

http://myregion.gov.au/

http://www.ret.gov.au/Pages/default.aspx

http://www.environment.gov.au/

http://www.daff.qld.gov.au/home.htm

http://deta.qld.gov.au/

http://www.ehp.qld.gov.au/



http://www.dnrm.qld.gov.au/

http://www.tmr.qld.gov.au/



Treasury and Trade Queensland Treasury and Trade provides core economic and financial policy advice to the Queensland Government, as well as services to the community, to enhance the State’s financial position and economic performance, supporting sustainable long-term economic growth.

The Department’s Office of Economic and Statistical Research (OESR) provides coordination and data services to Queensland government agencies and other organisations. Data sources include:

• ABS• Australian Government Department of Health and Ageing• National Centre for Vocational Education Research (NCVER)• Office for Early Childhood Education and Care, Department of Education and Training• Queensland Police• Department of Community Safety• Department of Education and Training• Queensland Health• Queensland Department of Environment and Resource Management (Queensland Parks and Wildlife Service)

http://www.treasury.qld.gov.au/

State Development, Infrastructure and Planning

The Department provides a statewide, coordinated approach to infrastructure, planning and development. http://www.dsdip.qld.gov.au/

If you are aware of any changes in the above information, other relevant sources of information or service providers relating to economic development, please email this information to [email protected].

http://www.treasury.qld.gov.au/

http://www.dsdip.qld.gov.au/

mailto:[email protected]

Appendix A: Worksheet Mater ials

WORKSHEET 1A: IDENTIFY KEY COMMUNITY ISSUES & OBJEC-TIVES

Local IssuesWorked example

ISSUE CAUSE DESIRED OUTCOME STAKEHOLDERS INVOLVED

An ageing population • Lack of employment opportunities, sees youth leave the area

• Social structure of the region.

Retention and attraction of working age population.

• Local business• State Government – e.g.

Department of Education, Training and Employment.

ISSUE CAUSE DESIRED OUTCOME STAKEHOLDERS INVOLVED

Community Object ivesWorked example

OBJECTIVE DESCRIPTION MEASURE(KPI)

1. Retention and attraction of working age population

• Retention and attraction of the working age population. • Information, resources and support for working age population,

particular older population.• Information, resources and support for employers on flexible work

practises, skills transfer, etc.

Small Area Labour Market Data,(Quarterly)

OBJECTIVE DESCRIPTION MEASURE(KPI)


Page 39

WORKSHEET 1B: DESCRIPTIVE BACKGROUND ANALYSIS – LITERATURE REVIEWWorked example

KEY REGIONAL DOCUMENT KEY IMPLICATIONS FOR MY REGION

XXX Regional Pan • Transport: important national, regional and interregional transport assets: - Airport infrastructure required to facilitate movement of workers - Port infrastructure requires upgrade to facilitate export of commodities - Rail links throughout the region (passengers and freight) - National and state highway networks could be placed under pressure - Recreational and marine transport facilities provide a good base of tourism infrastructure

KEY REGIONAL DOCUMENT KEY IMPLICATIONS FOR MY REGION

WORKSHEET 1C: DESCRIPTIVE BACKGROUND ANALYSIS – KEY ECONOMIC AND SOCIAL INDICATORSWorked example

KEY DATA AND INFORMATION CURRENT(ESTIMATE) TREND

Population and Demographics

Population 315,534 Increasing at 1.6% p.a

KEY DATA AND INFORMATION CURRENT(ESTIMATE) TREND

Population and Demographics

Population

Proportion of Indigenous Residents (%)

Average Age

Males (%) : Females (%)

Proportion of Family households (%)

Gross Domestic Product and Key Industries

Gross Domestic Product (GRP) ($)

Key industries based on GRP contribution 1.2.3.4.5.

Top five industries of employment 1.2.3.4.5.

Business

Number of Small Businesses

Labour Market

Labour Force

Unemployment Rate (%)

Average Individual Weekly Income ($)

Yeah 12 Completion as proportion of population (%)

Property Market

Residential Building approvals

Non-residential building approvals

Average weekly rent ($)

Social Wellbeing

SEIFA (ABS socio-economic index for areas)


Page 41

WORKSHEET 1D: LOCAL, STATE, NATIONAL & INTERNATIONAL CONTEXTIdentify the major policy debates and future changes that are likely to affect your region.

Worked Example

WHAT HOW

Housing availability and affordability for local workers.

• Labour force has increased more rapidly than housing supply• Need for detailed understanding of labour force, population and housing trends.

WHAT HOW

WORKSHEET 2A: SWOT ANALYSIS

STRENGTHS(INTERNAL) WEAKNESSES(INTERNAL)

OPPORTUNITIES(EXTERNAL) THREATS(EXTERNAL)


Page 43

WORKSHEET 2B: PEST ANALYSIS

WHAT HOW

Political

What are the political strengths and weaknesses of your region?

Economic

What are the economic strengths and weaknesses of your region?

Social

What are the social strengths and weaknesses of your region?

Technological

What are the technological strengths and weaknesses of your region?

WORKSHEET 2C: FIVE FORCES / DIAMOND FRAMEWORK

Firm Strategy and Rivalry• Is there vigorous

competition between locally based rivals?

• Is a sustained investment in upgrading encouraged?

Demand• Is there a core group

of demanding local customers?

• Is there unusual local demand in specialised segments?

Innovation• Are there specialised

research centres and training and education institutions in the region?

• Is there a specialised talent base?

Supporting & Related Industry

• Does the region have a sophisticated local supply chain to support local industry?

Factor Conditions• What high quality

specialised inputs does the region have across the following categories? - Workforce - Education - Knowledge - Capital - Physical infrastructure.

Role of Government (overarching)

• How effectively does government facilitate a business ready environment?


Page 45

WORKSHEET 3A: COMMUNITY ENGAGEMENT – INTERNATIONAL ASSOCIATION OF PUBLIC PARTICIPATION ( IAP2) SPECTRUM

PUBLIC PARTICIPATION GOAL PROMISE TO THE PUBLIC TECHNIQUES

Inform

To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

We will keep you informed. Fact sheets. Web sites.

Consult

To obtain public feedback on analysis, alternatives, and/or solutions.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide public feedback how public input influenced the decision.

Public comment.Focus groups. Surveys. Public Meetings.

Involve

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback how public input influenced the decision.

Workshops. Deliberate polling.

Collaborate

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

We will look to you for direct advice and innovation in formulating solutions and incorporate your advice and recommendations in the decisions to the maximum extent possible.

Citizen Advisory Committees. Consensus building.Participatory decision-making.

Empower

To place final decision-making in the hands of the public.

To place final decision-making in the hands of the public.

Citizen juries. Ballots. Delegated Decisions.

Based on the IAP2 spectrum, a community engagement plan should be prepared which should identify IAP2 spectrum level, stakeholder, the community engagement objective, technique and evaluation indicators. This is shown in the next worksheet.

Worked example

What are the key regional issues?

• Housing availability and affordability• High population growth• Decreasing community cohesion• Labour draw down (skills shortages) due to high mining sector wages• Community infrastructure pressures – schools• Education and training opportunities needed to enable local participation.

What are the key regional issues?

Who are the key stakeholders?

How will we engage with them?

What do we talk to them about?


Page 47

WORKSHEET 3B: ECONOMIC DEVELOPMENT VISIONIdentify the five words that depict the future of your region that council and the community would like to realise. Summarise these words into a sentence depicting the state / situation you would like to see the community in the next 20 years.

Use this exercise to consolidate the outcomes of the Competitive Assessment (Step 2), Community Engagement (Worksheet 3A) and Opportunity Identification (Step 4).

Worked example

WORD (KEYTHEME/PRIORITY)

DESCRIPTION

Economic growth XX has a diverse and robust economy incorporating both new and traditional industries.

OVERALL ECONOMIC DEVELOPMENT VISION

Economic growth, clean environment, employment opportunities, lifestyle, good governance.

In 2020, XX is a prosperous and diverse economy and is the preferred choice for workers, residents and holiday makers.

WORD (KEYTHEME/PRIORITY)

DESCRIPTION

OVERALL ECONOMIC DEVELOPMENT VISION

WORKSHEET 4A: PROJECT IDENTIFICATIONTaking one of your ideas from Step 2 (Competitive Assessment), begin to formulate the following specifics:

Project Name:

Outcome that will be delivered?

What needs to be done:(Problemtobesolved)

What can council do?

What can other stakeholders do?

Who needs to be involved?

What is the direct cost to council?

Is it realistic?(Whatarethekeyriskstobeconsidered)


Page 49

WORKSHEET 4B: PRIORITISE OPPORTUNITIES

PROJECT NAME

COST

DOES IT HAVELOCAL/

POLITICAL SUPPORT?

IMPACTS POSITIVE AND NEGATIVE: ECONOMIC,

ENVIRONMENTAL, SOCIAL

REALISTIC & ACHIEVABLE? (FEASIBILITY)

PROJECT RANK

(PRIORITY)

WORKSHEET 5A: ACTION & IMPLEMENTATION PLANSLooking at the project you created in the previous step write down some milestones/goals to achieve it and the actions steps required to achieve those milestones in consideration of the tools and capabilities and resources available to councils.

WHAT WHO WHEN RESOURCES MEASURE

Milestone/goal

Milestone/goal

Milestone/goal

Milestone/goal


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WORKSHEET 5B: PERFORMANCE MONITORING & COMMUNICATIONWorked example

MILESTONE/GOAL AND MEASURE

WHEN TO

REVIEW

DESIRED OUTCOME

ACTUAL OUTCOME

FURTHER ACTION REQUIRED

METHOD AND TIMING OF COMMUNICATION TO COMMUNITY AND

STAKEHOLDERS

Employment growth

Quarterly XX% increase +0.3% TBA Examples include: newsletter, council website, information evening

MILESTONE/GOAL AND MEASURE

WHEN TO

REVIEW

DESIRED OUTCOME

ACTUAL OUTCOME

FURTHER ACTION REQUIRED

METHOD AND TIMING OF COMMUNICATION TO COMMUNITY AND

STAKEHOLDERS

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