dubbo city council economic development action plan 2012

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action plan

Dubbo Economic Development Action Plan

ten steps to Dubbo’s economic success

Dubbo Economic Development Action Plan 2011

1

visionDubbo’s vision for Economic Development:

Dubbo...the Centre of nsw for LifestyLe, serviCes, transport anD inDustry

Dubbo Economic Development strategic framework 2

A plan for action 4

A plan for action – Strategy 1: Infrastructure Development 4

A plan for action – Strategy 2: Mining & Mining Services 5

A plan for action – Strategy 3: Tourism Destination Development 6

A plan for action – Strategy 4: Transport & Distribution 7

A plan for action – Strategy 5: Agricultural Sustainability & Diversification 7

A plan for action – Strategy 6: The Region’s Service Centre 8

A plan for action – Strategy 7: Workforce And Skills Development 9

A plan for action – Strategy 8: Advocacy & Leadership 9

A plan for action – Strategy 9: Marketing & Investment Attraction 10

A plan for action – Strategy 10: Business & Industry Expansion 10

Implementation 12

Monitoring and Evaluation 13

Contacts and acknowledgements 14

Acknowledgement: This Action Plan was created by the community based Economic Development Strategy Working Party, refer to page 14.

Action Plan – Ten Steps to Dubbo’s Economic Success

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Dubbo eConoMiC DeveLopMent strategiC fraMeworK

Strategies – The Ten Steps to Dubbo’s Economic SuccessThe Dubbo Economic Development Strategy brings together ten major strategies which have been identified by the Economic Development Strategy Working Party following detailed consideration of work undertaken by Consultants AEC Group in 2010 and feedback received from stakeholders and the community. This framework provides a reference tool to facilitate specific strategic direction for economic development activities in the pursuit of Dubbo’s Vision for Economic Development. The ten strategies relate to the following areas and are the cornerstone to the overall Economic Development Strategy:

1 Infrastructure Development

2 Mining & Mining Services

3 Tourism Destination Development

4 Transport & Distribution

5 Agricultural Sustainability & Diversification

6 The Region’s Service Centre

7 Workforce And Skills Development

8 Advocacy & Leadership

9 Marketing & Investment Attraction

10 Business & Industry Expansion


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Dubbo eConoMiC DeveLopMent strategiC fraMeworK

Key Strategic Outcomes & TasksThe Key Strategic Outcomes and Tasks identified in the Economic Development Strategy were developed to respond to the ten (10) Strategies. These Key Strategic Outcomes and Tasks set the direction for the Strategy for Economic Development in the City and in some instances the region, while the Economic Development Action Plan (EDAP) (this Plan) is designed to provide specific Actions that will meet the Key Strategic Outcomes and deliver on the 10 Steps to Dubbo’s Economic Success.

This document constitutes the Economic Development Plan and is designed to be used internally by Council to assist in the delivery of the Economic Development Strategy. This document details the economic development actions and activities to be undertaken over the next 12 months to achieve the overarching economic goals and vision of the City and the region.

The Economic Development Plan (EDP) is the implementation tool for the Economic Development Strategy.

Prioritisation Framework & Economic Development Action PlanThe list of Key Strategic Outcomes and Tasks is extensive, however intentionally not exhaustive to provide for adjustment to the Action Plan as time goes on and/or new opportunities emerge with the implementation of the Strategy.

The prioritisation of the Key Strategic Outcomes and Tasks within each Strategy will be guided by two broad sets of assessment criteria – benefit assessment and capacity to implement as outlined below. Based on this, each action is then assigned as either high priority (0-2 years), medium (2-3 years) or low priority (3+ years).

• What benefits will the action deliver to the community, its residents and businesses if realised?

— Will it bring more investment to the area? — Will it help to create more jobs? — What sort of jobs will it bring? — Will it create and grow local wealth? — Will it help to reduce leakages and retain and

re-circulate more income in the region (through local multipliers)?

— Are there other potential impacts (e.g. social, environmental, and cultural)?

• What is the Council’s capacity to implement the project or activity?

— Do we have the organisational capacity? — Do we have the financial resources? — Do we have the human resources? — Should it/could it be implemented by an external

agency/body?• Do we have the political and community will (i.e. will

the community accept and support the activity) and capacity to implement the project or activity?

Based on the above criteria, it can be classified a high, medium or low priority. It is acknowledged that other criteria can also be applied with the use of local knowledge and consideration of other related objectives.


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a pLan for aCtion

The Economic Development Program (EDP) is a comprehensive set of activities and tasks to be completed in order to achieve the economic vision for the region. It is important to note that some of these activities may already take place; however, this Dubbo Economic Development Plan organises and adds value to the existing activities in order to ensure alignment with the strategy.

The EDS provides long term guidance and direction for Dubbo City Council. It includes practical activities organised across ten strategic themes and is geared toward delivering practical outcomes and achieving the economic vision for the future. However, the strategy will only succeed if it can be successfully implemented. This Economic Development Action Plan (EDAP) is the implementation tool for the Economic Development Strategy.

The EDAP provides specific day-to-day tasks and activities to be undertaken in order to achieve the goals and vision of the Economic Development Strategy. The EDAP is a 12-month operational plan providing specific activities, key performance indicators (KPIs) which articulated as Annual Actions, Targets or Goals and responsibilities as well as offering an annual planning tool for Council for economic development.

Being an annual program, the EDAP will be flexible to adjust to the changing market dynamics as well as the new opportunities that may present themselves with the longer term focus maintained through the Economic Development Strategy. Accordingly, the EDS will remain flexible but focused on delivering the future vision for the Dubbo region.

Plan for action – Strategy 1: Infrastructure Development

Key Strategic Outcomes & Tasks Actions Responsibility

Strategy 1: Infrastructure Development1.1 Monitor the infrastructure needs of local industry and

business sectors and encourage the private sector and all other levels of government to prioritise and align infrastructure implementation programs and funding to key economic development and employment projects for the region

1.1.1 Develop a detailed long term infrastructure strategy for the City

Council1.1.2 undertake an annual forum with government infrastructure providers to discuss future infrastructure plans and funding

1.2 Foster opportunities for joint infrastructure projects in cooperation with business and industry groups, government agencies and other local government

1.2.1 promote the infrastructure strategy to highlight opportunities and future direction and growth of the City.

Council/economic Development services provider

1.3 Ensure adequate supply of available land for residential, commercial and industrial purposes that supports a diverse local and regional economy and promotes economic growth

1.3.1 Develop commercial, industrial and residential land monitors to annually monitor the supply and demand of land in the City.

Council

1.3.2 undertake an annual review of the Dubbo Local environmental plan to ensure adequate zoned land is available for development

1.4 Encourage sustainable development and environmentally friendly business practices which protect and maintain the local natural environment and existing infrastructure, facilities and amenity

1.4.1 Develop a sustainability Checklist for business and the community to use in undertaking development and operating businesses.

1.4.2 provide information to the community regarding sustainability

1.4.3 host the annual sustainable City expo

1.5 Promote alternative energy sources and infrastructure 1.5.1 establish a demonstration facility to promote alternative energy sources and infrastructure


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A plan for action – Strategy 2: Mining & Mining Services


1.6Monitor the availability of infrastructure and facilities which may influence the ability to attract and retain businesses and population across the region

1.6.1industry representative bodies to provide feedback to Council regarding emerging threats and opportunities in respect of the availability of infrastructure and facilities.

Chamber of Commerce/rate payer associations/sports Council/rei/economic Development services provider

1.7Research critical infrastructure needs for key growth industries in the region and identify and prioritise immediate infrastructure deficiencies

1.7.1 Develop a detailed long term infrastructure strategy for the City

Council

1.8

Develop criteria for determining the priority projects for infrastructure spending in the region giving consideration to those which will boost economic activity (such as jobs growth, developing external markets and productivity improvements)

1.8.1 Maintain a list of strategic priority projects for infrastructure

1.9

Pursue improvements to and application of communication technology in the region and encourage all new developments to have advanced communications/technological infrastructure available such as the national broadband

1.9.1ensure adequate and timely information and support is provided to nbn provider(s) to ensure efficient roll-out of the national broadband

1.9.2

include provisions in the Comprehensive Development Control plan (DCp) for the City to encourage all new developments to include advanced communication/technological infrastructure

1.10

Promote the development of airport infrastructure at the Dubbo City regional airport as an opportunity for business expansion in the aviation related industry and to support other business/industry expansion/investment

1.10.1Continue to promote the Dubbo City regional airport as an opportunity for business expansion for aviation related industry

1.10.2

Develop a Master plan for the Dubbo City regional airport to provide opportunities for business expansion in aviation related industry and to support other business/industry investment

1.11

Encourage and promote partnerships with State and Federal governments and agencies in respect of infrastructure needs of local businesses and for future investment in infrastructure (such as transport links, roads, broadband access and phone coverage)

1.11.1 Meet quarterly with government to discuss infrastructure needs, priorities and funding

Council/economic Development services provider/ Local state Mp/Local federal Mp rDa

Strategy 2: Mining & Mining Services

2.1 Provide support including networking and specific business development issues 2.1.1

the economic Development services Delivery program provides support to the mining industry in terms of business development.

DCC/economic Development services provider

2.2Ensure appropriate infrastructure investment and planning, including investment in both hard and soft infrastructure for business and the community

2.2.1

Develop a Mining and Mining services strategy that identifies needs and opportunities likely to be associated with the expansion of mining in the region to ensure adequate land, services and facilities are available to support the industry.

Council2.3 Promote Dubbo as the premier mining service centre 2.3.1 Develop a prospectus for the City to encourage

investment.

2.4 ensure adequate land is available to support investment and to provide accommodation options 2.4.1

in conjunction with the annual review of the Dubbo Local environmental plan ensure adequate appropriately zoned land is available to support the mining industry

2.5 support micro-enterprise initiatives that support and service the mining sector and its employees

2.5.1 the economic Development services Delivery program provides support to the mining industry.


2.5.2in conjunction with the annual review of the Dubbo Local environmental plan ensure adequate appropriately zoned land is available to support the mining industry.

Council

2.6 Encourage and support the provision of specialised training and education within Dubbo 2.6.1

actively participate in and support the establishment of specialised training and education facilities within Dubbo



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A plan for action – Strategy 3: Tourism Destination Development


Strategy 3: Tourism Destination Development

3.1

Establish a tourism destination development strategy to enable market gaps and opportunities to be formally identified and provide relevant fact based information for future development/investment consideration

3.1.1Develop a tourism Destination Development strategy which identifies target interest groups or market segments (eg education, touring, business)

Council n cooperation with tag & inland tourism

3.2Encourage diversification through tourism product development based on the cultural, natural and built assets of the region

3.2.1 promote the natural, cultural and built assets of the City and the region

Council / tag

3.2.2undertake a product audit combining visitor experience to input into the tourism Destination Development strategy.

3.3

Support alliances between local operators such as the taronga western plains Zoo, the regional tourism organisation, Destination nsw, the indigenous community, local industry associations and other relevant government departments and peak tourism organisations

3.3.1

foster alliances between local operators such as the taronga western plains Zoo, the regional tourism organisation, Destination nsw, the indigenous community, local industry associations and other relevant government departments and peak tourism organisations

3.4

Utilise the region’s natural and cultural environment as tourist attractions in collaboration with tourism industry stakeholders to benefit from the $24 billion australian nature tourism industry

3.4.1 promote the natural, cultural and built assets of the City and the region

3.5

Maintain and develop quality recreation infrastructure and public amenities which support tourism offerings (such as recreation areas, accommodation, cultural facilities, tourism information facilities, service areas, signage and tourist trails)

3.5.1 implement the Dubbo City strategic open space Master plan Council

3.5.2indentify specific tourism infrastructure and amenities considered important to servicing a current or emerging tourism segment not currently available in the City.

Council / tag

3.5.3

in consultation with industry, develop a prioritised plan for implementation that considers available funding/potential partners or proponents to add to the detail of the Dubbo City strategic open space Master plan.

tag

3.6Utilise the City’s assets to attract business tourism and major events to the region, and through collaboration attract high quality and high yield events

3.6.1 implement the Dubbo City events strategy (which includes both City and Corporate events)

Council3.6.2 support local initiatives to hold attract high quality and

high yield events

3.7

Establish an identity for Dubbo that reflects the community’s aspirations and provides a platform for marketing and promotion of the City whilst identifying the City’s unique selling points and year round officer

3.7.1 Define Dubbo’s identity and imbed this identity through public infrastructure and promotions. Council/Community

3.8 Support and encourage cooperative marketing and product development initiatives

3.8.1 Develop the promotional program that includes cooperative marketing opportunities

Council

3.8.2 promote the cooperative opportunities available through the promotional program

3.8.3 report quarterly on the level of performance of industry involvement in cooperative campaigns

3.8.4 promote industry cooperative marketing opportunities available through local, regional and state agencies

3.9

Provide quality information to enhance visitor experiences and attract visitation through a broad spectrum of mediums whilst identifying and responding to Dubbo’s key tourism market segments

3.9.1 operate a quality information service through the visitor information Centre 7 days per week

3.9.2 provide a quality information service electronically

3.9.3Develop a central information data base that is well maintained and made available to local stakeholders and prospective investors


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A plan for action – Strategy 4: Transport & Distribution Strategy 5: Agricultural Sustainability & Diversification


Strategy 4: Transport & Distribution

4.1 Expand and strengthen Dubbo’s role as a ‘hub’ for transportation and service operations 4.1.1

promote Dubbo as the ‘hub’ for transportation and service operations by ensuring appropriately zoned land and information via the strategic infrastructure plan.

Council/ economic Development services provider

4.2 Promote and market Dubbo as a major transport and logistics ‘hub’ to support the mining sector 4.2.1 promote Dubbo as the transportation and logistics ‘hub’

for all mining and mining services in western nsw

4.3 Expand and promote Dubbo’s role as a major road/rail interchange centre 4.3.1

as a result of defined strategies and forward planning, establish and promote Dubbo as major road and rail interchange due to its strategic location

4.4 Promote Dubbo as an air transport link for interstate business and travel

4.4.1 promote Dubbo as the ‘hub’ for domestic and business travel and air logistics operations

4.4.2 encourage increased air linkages to other centres such as newcastle, Melbourne and brisbane

4.5Plan/design efficient road and rail access to complement requirements of industrial and agricultural expansion

4.5.1 ensure that the long term strategic infrastructure plan provides for efficient transport facilities

Council4.5.2 facilitate annual meetings with state road and rail

agencies to discuss future directions and priorities

4.6

Promote partnerships with and encourage State and Federal governments, agencies and industry in respect of the transport infrastructure needs of local businesses and the need for future investment in infrastructure

4.6.1 Meet quarterly with state and federal government to discuss strategic priorities for the City and the region


4.6.2 facilitate six monthly meetings with stakeholders to discuss strategic transport requirements and issues Council

4.6.3facilitate meetings with relevant government agencies, stakeholders and developers to discuss partnerships in respect of the transport needs of local businesses


4.7Ensure adequate high quality land is available to support demand for transport and distribution developments

4.7.1

in conjunction with the annual review of the Dubbo Local environmental plan ensure adequate appropriately zoned land is available to support the transport and logistics industry

Council

4.7.2

ensure appropriate urban design standards are included in the Comprehensive Development Control plan for the City to ensure high quality development are undertaken to support the transport and logistics industry

Strategy 5: Agricultural Sustainability & Diversification

5.1

Maintain and develop Dubbo as the premier centre for regular commercial fat and store sheep and cattle sales and the indoor show and sales centre for stud cattle, sheep and horses in nsw

5.1.1 promote the Dubbo regional Livestock Markets

Council

5.1.2 Determine future ownership/management model for the Dubbo regional Livestock Markets

5.1.3

Develop a detailed Master plan for the Dubbo show ground to provide for further development and improvements to maintain and enhance Dubbo’s position as a premier centre for indoor show and sales centre for stud cattle, sheep and horses in nsw

5.2 Expand Dubbo as a major food processing centre 5.2.1

in conjunction with the annual review of the Dubbo Local environmental plan ensure adequate appropriately zoned land is available to support expansion of the food processing industry

5.3 Position Dubbo as a centre for agriculture based manufacturing and service centre

in conjunction with the annual review of the Dubbo Local environmental plan ensure adequate appropriately zoned land is available to support expansion of the food processing industry

promote the development opportunities available in Dubbo through the development of a targeted industry focussed prospectus



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A plan for action – Strategy 6: The Region’s Service Centre


5.4 Establish and promote Dubbo as a centre for diverse sustainable farming practices

5.4.1 support the annual Carbon farming Conference Council

5.4.2 provide information on and encourage the sustainable farming practices

Department of primary industries & farmers federation

5.5 Encourage the expansion of agricultural education and research and development

5.5.1Meet annually with education providers in the City to discuss opportunities for expanded agricultural and research development Council

5.5.2 encourage the roll out of the nbn to support the expansion of education and research opportunities

5.6 Promote Dubbo as a cost effective and central location for food and product transport and distribution 5.6.1



5.7 Position Dubbo as an ideal location for carbon trading/sequestration and offsets 5.7.1


5.8promote the diversity of Dubbo’s agriculture base and the opportunities available for agricultural investment at any scale

5.8.1promote the development opportunities available in Dubbo through the development of a targeted industry focussed prospectus

Strategy 6: The Region’s Service Centre

6.1 Improvements to and within the health services sector

6.1.1 Lobby for completion of a new Dubbo base hospital within 5 years

Council6.1.2 encourage the expansion of the offer of health services

training/education

6.1.3 encourage increased air linkages to other centres such as newcastle, Melbourne and brisbane


6.2 Improvements in education and amenity

6.2.1 encourage a more diverse range of secondary schooling opportunities and facilities

Council6.2.2 encourage diversification of post-school education and

training available in the region

6.2.3 encourage the expansion of tertiary courses available in Dubbo


6.3 Streamlined approval and information process

6.3.1 Develop and implement a streamlined approvals process with a user friendly pathway to development Council

6.3.2 provide a central point of contact for businesses to seek advice and information for investing in Dubbo


6.4 Promotion of a positive image through proactive public relations

6.4.1 provide consistent news and media releases regarding lifestyle highlights in Dubbo


6.4.2 promote Dubbo through the evocities platform and within the region as a “service Centre”. Council


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A plan for action – Strategy 7: Workforce And Skills Development Strategy 8: Advocacy & Leadership Key Strategic Outcomes & Tasks Actions Responsibility

Strategy 7: Workforce & Skills Development

7.1 Delivery of a Skills Development Program

7.1.1encourage the development of a skills Development program to develop the existing workforce and assist in retaining these workers in the region

Chamber of Commerce and education providers

7.1.2Deliver education and training to increase the capabilities of the community , staff and expertise allowing for general ‘up-skilling’ across the region

education providers

7.1.3encourage growth in collaborations and partnerships between industry and education and training providers in the region


7.1.4 promote training courses and skills development programs available within the City

education providers/ economic Development

7.1.5 promote the region so that appropriately skilled workers can be attracted to the region.


7.2

Understand the nature of demand and supply by engaging with local business and understanding skills and labour needs gaps and delivery of a regular skills and labour needs survey to track skilling and workforce requirements in the region and feeding this information back to education and training providers in the region

7.2.1 engage with local business to understand skills and labour needs gaps


7.2.2

undertake a regular skills and labour needs survey to track skilling and workforce requirements in the region and feeding this information back to education and training providers in the region.

industry and investment/Chamber of Commerce and industry

7.3 Encourage the promotion and expansion of locally available tertiary education opportunities

7.3.1 promote the available tertiary education opportunities available in the City Council/economic

Development services provider7.3.2 encourage and support the expansion of the education

offer of existing tertiary institutions

Strategy 8: Advocacy and Leadership

8.1 Communication and engagement with industry, government and the community

8.1.1

promote industry collaboration and cooperation by holding a number of forums for emerging and existing industry to support supply chain development, clustering and formation of partnerships in and around the region

Council/economic Development services provider/industry & investment/Chamber of Commerce & industry

8.1.2Lobby for infrastructure funding to support growth of the sector and improve the accessibility of the region in response to identified and prioritised needs Council/economic

Development services provider

8.1.3

Develop partnerships with state and federal government to review and improve regulations and business incentives to facilitate economic growth and diversification

8.1.4Manage environmental assets in the region to ensure that resources are protected in the region and growth is sustainable (e.g. water, land, environment)

Council


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A plan for action – Strategy 9: Marketing & Investment Attraction Strategy 10: Business & Industry Expansion


8.2Undertake activities to promote consolidated, united and representative action by business, industry, government and the broader community

8.2.1

Develop a consolidated and united approach within Council by understanding the needs of community and developing appropriate actions, to move the region forward

Council

8.2.2 proactively form partnerships to assist in achieving investment outcomes (infrastructure and business) Council/economic

Development services provider8.2.3

provide clear communication and information flow to and from government, stakeholders and the broader community based on an adopted engagement framework

8.2.4 facilitate an active and united lobbying stanceCouncil

8.2.5 Meet quarterly with local state and federal Members of parliament

Strategy 9: Marketing and Investment Attraction

9.1Development of marketing material required to promote Dubbo as a business location and to highlight the growth opportunities available

9.1.1promote the competitive advantages of the area and reasons to invest in Dubbo in all relevant marketing materials


9.1.2 Develop individual industry profiles regarding specific growth opportunities

9.1.3 use leverage from the evocities Marketing Campaign to continue to promote the City

9.2Execution of a business development and marketing program to identify and engage with prospective investors

9.2.1 undertake market research to identify prospective investors and industry market trends

9.2.2Make strategic approaches to identified industry sectors promoting the opportunities and benefits of Dubbo as a business location

9.2.3encourage business to network and engage with specific prospective investors to discuss the benefits of locating to Dubbo.

Chamber of Commerce/ economic Development services provider

Strategy 10: Business and Industry Expansion

10.1 Execute a business expansion and retention program

10.1.1promote the City through an extensive marketing campaign to assist with business expansion and retention (e.g. online retail)

Council & Chamber of Commerce

10.1.2engage with existing businesses to better understand the challenges for business and to provide information (e.g. online retailing)

Council/economic Development services provider & Chamber of Commerce

10.1.3provide events and seminars for local business to assist communication and promote collaborative opportunities and partnership development

Chamber of Commerce

10.1.4ensure that commercial and industrial land use planning and regulations are streamlined to facilitate and promote business expansion and investment

Council

10.1.5 assist local business and industry in ‘tapping’ into state and federal support programs

Council/economic Development services provider & industry& investment


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A plan for action – Strategy 10


10.2 Undertake a local business skills development program

10.2.1

facilitate business support and training initiatives to the Dubbo business community to increase general business skills and improve general functionality and competitiveness of the Dubbo business community

Chamber of Commerce/beC

10.2.2

provide information on technology, r&D and ip protection to encourage an innovative environment for local business whilst protecting ideas, revenues and future commercialisation streams

Chamber of Commerce & industry and investment government/ economic Development services provider

10.2.3

assist with identification of technology requirements and sourcing of technology to support new product and service development in emerging sectors (e.g. wind, solar and renewable energies)

Chamber of Commerce/DCC/ economic Development

10.2.4 facilitate supply chain matching to support emerging alternative energy industry growth.

economic Development services provider


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iMpLeMentation

Without Dubbo City Council and community involvement and effective implementation, the Economic Development Strategy cannot succeed and the Actions will not be delivered. The Strategy provides specific guidance and direction for economic development activities, but only a concerted effort and specific Actions will result in the desired outcomes.

Roles & ResponsibilitiesAchieving economic development opportunities and goals for the Dubbo region will not occur in isolation but will require the concerted efforts of many individuals and organisations, both in the public and private sector. As such, contribution will be required from a wide variety of partners from within the Region and beyond, including (but not limited to):

• Local, State and Federal Government;• Regional Economic Development Organisations;• Education and training providers;• Regional business owners; and• Other business organisations (e.g. Chamber of

Commerce, etc.).


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Monitoring & Measuring suCCess

Monitoring & AdjustingAs with any program, it is important to monitor and measure the success of the Economic Development Strategy and Action Plan. Annual targets/goals will be established for each task to track this activity. It will be necessary to measure the actual targets/goals achieved for each task, together with the resources (both human and financial) dedicated to each task. In such a way, the economic development performance and effectiveness of implementation can be measured.

After evaluating the actual goals/targets reached for each task and the value each task delivered to the community (in line with the resources it consumed), specific tasks can be reassessed for appropriateness of application, resource requirements or amendments to the goal/target. Accordingly, the Action Plan becomes an effective planning tool that should be adjusted on an annual basis but continues to align with the original goals/targets and strategic themes determined. Additionally, flexibility allows for the ability to adjust to market conditions and change the strategic actions as needed. However, activities must be aligned to each strategic theme and the economic development objectives to ensure that future activities continue to work toward the long term vision and goals of the strategy

An annual report will also be generated to demonstrate the tasks completed the performance versus stated goals/targets and the anticipated tasks for the upcoming period. At six months an assessment will be carried out to understand what progress has been made and if required adjustments are made to the EDAP at the conclusion of the twelve month implementation period.

ReportingIn order to track these activities and tasks, an easy to use reporting system will be developed. A standard reporting template (one to two pages in length) will be utilised to provide a quick and easy to understand report regarding current activities and progress year to date.


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ContaCts anD aCKnowLeDgeMents

The Dubbo Economic Development Action Plan is essentially the implementation plan for the Dubbo Economic Development Strategy. This Action Plan was created by the community based Economic Development Strategy Working Party, which included the following people:Mr Bob Berry – Community RepresentativeMr Bill Kelly – Dubbo City Development Corporation RepresentativeMr Charles Armstrong – Agricultural RepresentativeMr Geoffrey Holland – Hospitality Industry RepresentativeMr John Morris – Transport Industry RepresentativeMr John Walkom – Regional Development AustraliaMr Matthew Fuller – Tourism Industry RepresentativeMr Mike Sutherland – Mining Industry RepresentativeMs Pamela Dickerson – Dubbo Chamber of Commerce and IndustryMr Rod Crowfoot – NSW Real Estate Institute – OranaMr Warren Williams – Finance Industry RepresentativeMayor Councillor Allan Smith Councillor Mathew Dickerson Councillor Ben ShieldsGeneral Manager Dubbo City Council - Mark Riley Director Technical Services Dubbo City Council - Stewart McLeod Director Corporate Development Dubbo City Council - Ken Rogers Director Parks and Landcare Dubbo City Council - Murray Wood Director Environmental Services Dubbo City Council - Melissa Watkins

Dubbo City Councilp (02) 6801 4000 w www.dubbo.nsw.gov.au e [email protected]

Dubbo Chamber of Commercep (02) 6884 4883 w www.dubbochamber.com.au e [email protected]

Regional Development Australia Oranap (02) 6885 1488 w www.rdaorana.org.au e [email protected]

Department of State & Regional Development (NSW Government)p 1300 134 359 w www.business.nsw.gov.au e [email protected]

growinvestaction plan Updated November 2011

dubbo city council economic development action plan 2012

Documents

economic development

action strategy

economic development

overarching economic

specific strategic direction

pursuit of dubbos vision

visiondubbos vision

implementation tool