nbrc economic development 2009-2014

1

INTRODUCTION

The North Burnett Region: A Centre for Rural Innovation

An Economic DEvElopmEnt plAnfor the north Burnett Region 2009-2014

The North Burnett Region: A Centre for Rural Innovation

An Economic DEvElopmEnt plAnfor the north Burnett Region 2009-2014

© 2009 North Burnett Regional Council

Plan Authors:Starfire Solutions Pty Ltd

“Practical Regional Development”PO Box 2372

Bundaberg QLD 4670Phone/Fax: 07 4153 5082

Email: [email protected]

This Economic Development Plan is an initiative of the North Burnett Regional Councilthrough the North Burnett Region Futures Program, a partnership with

the Wide Bay Burnett Area Consultative Committee.

tABlE of contEntstABlE of contEnts ……………………………………………………………………………………………………………tABlE of figuREs ………………………………………………………………………………………………………………glossARy of AcRonyms ………………………………………………………………………………………………………mEssAgE fRom thE mAyoR …………………………………………………………………………………………………intRoDuction ……………………………………………………………………………………………………………………thE REgion’s compEtitivE ADvAntAgEs ………………………………………………………………………………BAckgRounD to thE Economic DEvElopmEnt plAn ……………………………………………………………

Methodology Overarching PrinciplesEconomic Development: A Partnership ApproachThe Case For InnovationWhat Does Sustainability Mean?The Community Engagement Imperative

DEsiRED outcomEs ……………………………………………………………………………………………………………thE stRAtEgic DiREction foR thE noRth BuRnEtt REgion……………………………………………………

objective 1:council, Business and industry leadershipstrategy 1.1Support Existing Business and Industry

Priority Action 1: Establish Business Advisory Groups Priority Action 2: Understand the Needs of Existing Business/IndustryPriority Action 3: Promote Existing Business/Industry

strategy 1.2 Ensure That The North Burnett Regional Council Planning Scheme Facilitates Economic Development

Priority Action 4: Review The North Burnett Regional Council Planning Schemestrategy 1.3 Maintain, Improve and Appropriately Deploy Infrastructure for Economic Development

Priority Action 5: Map Economic InfrastructurePriority Action 6: Enhance Social Infrastructure

objective 2:Responding to new and Emerging opportunitiesstrategy 2.1Develop a Centre for Rural Innovation

Priority Action 7: Develop the ‘North Burnett Region Centre for Rural Innovation’ strategy 2.2Focus on Growing the Region’s Competitive Advantages through the North BurnettRegion Centre for Rural Innovation

Priority Action 8: Engage with Key Industry Sectorsstrategy 2.3Expand and Develop the Tourism Industry

Priority Action 9: Build the Tourism Supply SidePriority Action 10: Analyse Tourism DemandPriority Action 11: Develop a Strong Customer Service CulturePriority Action 12: Brand the North Burnett Region as a Destination

objective 3:Resourcing and implementing Economic Developmentstrategy 3.1Resourcing The Strategic And Operational Areas of the Plan

Priority Action 13: Operational Implementation of the Plan Priority Action 14: Provide Strategic Management of the PlanPriority Action 15: Council to use the EDP as a Budgeting Tool

strategy 3.2Recognise the Strength of Partnerships

Priority Action 16: Communicate the Economic Development Vision to Stakeholders strategy 3.3Review the Economic Development Plan

Priority Action 17: Ensure that the EDP is Reviewed AnnuallymonitoRing AnD EvAluAtion ………………………………………………………………………………………………Key Performance IndicatorsREfEREncEs ………………………………………………………………………………………………………………………tABlE of figuREs

Figure 1 GRP for North Burnett Region - ABS FiguresFigure 2 Summary of GRP in Graphical FormFigure 3 Employment by Industry - 2006 CensusFigure 4 Location Quotients (Employment) Figure 5 Location Quotient (Agriculture, Forestry and Fishing Industry)Figure 6 Location Quotient (Manufacturing Industry)

3345614151517171922232425

26272727272730

3030303132

3435353536

3636373737383838

404141414141424242424242434445

8910111213

4

The North Burnett: A Centre for Rural Innovation

glossARy of AcRonymsABS – Australian Bureau of Statistics

AIC – Australian Institute for Commercialisation

BIEDO – Burnett Inland Economic Development Organisation

BMRG – Burnett Mary Regional Group for Natural Resource Management

CSIRO – Commonwealth Scientific and Industrial Research Organisation

DAFF – Department of Agriculture, Forestry and Fisheries (Australian Government)

DERM – Department of Environment and Resource Management (Queensland Government)

DIP – Department of Infrastructure and Planning (Queensland Government)

DPI&F – Department of Primary Industries and Fisheries (Queensland Government)

EDP – Economic Development Plan (this document)

GE – General Electric

GIS – Geographic Information Systems

GRP – Gross Regional Product

Ibid – “see above” in relation to references in the footnotes

ICT – Information Communication Technology

MOU – Memorandum of Understanding

NBRC – North Burnett Regional Council

NBRF – North Burnett Region Futures Program

NIEIR – National Institute of Economic and Industry Research

R&D – Research and Development

RADF – Regional Arts Development Fund (partnership between Queensland Government and North Burnett Regional Council)

RDA – Regional Development Australia (previously Area Consultative Committees)

RIRDC – Rural Industries Research and Development Corporation

TOP – Tourism Opportunities Plan (State Government Initiative)

TQ – Tourism Queensland (Queensland Government)

WBBACC – Wide Bay Burnett Area Consultative Committee, to become Wide Bay Burnett Regional Development Australia (WBBRDA) as at 1 July 2009

WBBROC – Wide Bay Burnett Regional Organisation of Councils


5

MESSAGE FROM THE MAYOR

mEssAgE fRomthE mAyoRThis Economic Development Plan marks an important milestone in this new Council’s development. Just over one year from the North Burnett Regional Council being established, we are able to bring you our vision for developing business and industry in the Region based on extensive consultation since November 2008. Before and during the amalgamation process in 2008, The Reform Commission highlighted the urgent need for regions such as the North Burnett Regional Council to “…capture and manage regional economic opportunities…”1 . The Commission said that one of the major challenges facing regional Queensland in the next 20 years will be

“…dealing with the trans-formation of rural economies that have been based on traditional agricultural practices to a more robust, diverse and sustainable economic activity around new pursuits…”2.

The summary of the current economic situation in this plan demonstrates why there is need for action. Council took the step of creating the North Burnett Region Futures Board, as an advisory committee to Council, in November 2008 in order to manage the development and rollout of this plan. The purpose of this Board is to ensure that the responsibilities and accountabilities around the Council table, and within Council’s management structure, are working together towards the same ends. As a sub-committee, the Board makes recommendations to Council who, in turn, are the decision-makers relating to any of these recommendations coming from the Board. It is an effective way of managing the information flow and Council has resourced two consultants, Neil McPhillips and Rod Ainsworth to undertake both the consultation and development of the plan. Our thanks must also go to Cameron Bisley from the Wide Bay Burnett Area Consultative Committee who has acted as a Board member and as the secretariat

to the Board. This Economic Development Plan will not be a strategy that sits on a shelf or in a filing cabinet. Its design has been very much to enable it to be implemented over the next five years. In Council’s view, this document is both responsive to community needs, providing a structure for ongoing consultation around local business issues, and challenging to business and industry in terms of how the Region needs to perform into the future. The concept of the North Burnett Region being a Centre for Rural Innovation is an exciting prospect for everyone in business and in a supporting role through government and community organizations. It provides a focus for Council’s activities and presents a process for Council and the community to measure its success over time. So, while it is visionary, the document is also highly practical. Lastly, I would like you to be assured that Council will do its level best to ensure that this Plan is delivered in an efficient, timely and cost-effective way and, wherever possible, through existing Council resources. However, it needs to be said that the scope of the current economic data for the Region shows that we are coming from a low base and some investment will be required on Council’s behalf to take affirmative action. I believe this Plan provides Council with the direction we need to focus both current and future expenditure in a way that deals, very strategically, with the issues at hand. I look forward to working with you in the economic development of the Region in whatever capacity you bring to our area. I encourage you to familiarise yourself with this plan and to keep the lines of communication open with Council about areas for improvement and areas of success. We pride ourselves in being a responsive Council and this plan has been developed in this vein.

Yours sincerely

cr Joy Jensen, mayor

1 Report of the Local Government Reform Commission (Volume 1) July 2007, p.38.

2 ibid p.40

6


In November 2008, North Burnett Regional Council established the North Burnett Region Futures (NBRF) Program, reporting to the North Burnett Region Futures Board to focus economic development activity for the region. Thus began an extensive consultative process in the development of this document, the Economic Development Plan for the North Burnett Region: a Plan that reflects Council’s vision and direction to guide the Economic Development Portfolio over the next five years to the end of the 2014 Financial Year. The Plan is partly based on the economic analysis on the Region undertaken by AEC Group Ltd in May 2009, highlighting the Region’s competitive advantages – those aspects of the economy that, once strengthened, could provide significant flow-on effects to the Region over time. The AEC Group report highlighted that one-fifth of the North Burnett Region’s economy is based on agriculture. When the Gross Regional Product (GRP) of the various sectors of strength are combined, it can be said that 45% of the Region’s economy is dependent on agriculture, mining and manufacturing, as compared to 6% of the Wide Bay Burnett Region and 3% across the State of Queensland. Manufacturing figures are on par with the State, but other sectors out-perform state GRP figures, suggesting a significant capacity in these areas. The data presented indicates that current regional economic strengths lie in the following sectors:• Agriculture (specifically fruit production)• Timber industry manufacturing• Food and beverage processingThere is also capability in terms of livestock production and a relative strength in the mining sector. It is noted in this Plan, and needs specific attention to frame the document, that this data is based on a relatively low number of businesses currently providing the goods and services that make up the Region’s GRP. An effect in one industry may only need to be felt in one business for the effects (either positive or negative) to be multiplied many-fold. Therefore, it is essential that this Plan highlights ways of supporting existing industry as well as attracting new industries to fill gaps without unfairly competing with existing businesses. The fundamental point of the economic analysis is that the North Burnett Region’s economy has a high reliance on very few industry sectors, demonstrating a lack of diversity. This issue of economic diversity is important to address and is therefore a basis for future regional sustainability through this Economic Development Plan. It is the point of this Plan that ‘innovation’ is central to building diversity from within. The definition of innovation is explored at length; however, it should be noted that no one definition is appropriate when dealing with such a subjective concept.This Plan suggests that there are a number of components to innovation, each of which needs to be considered in order to develop effective strategies for dealing with the encouragement and facilitation of innovation in North Burnett business and industry. Innovation, then:• increases competitiveness• creates adaptability within a business• adds value through applied science• develops new ideas, processes and the adoption of new products and services• occurs through diversity in populations • is collaborative (between businesses, governments, universities and regions)• is a system which can be planned and managedThis Plan clearly states that Economic Development is a collaborative process involving Council, other government agencies and business and industry leaders. It is Council’s role to foster an environment that enables businesses to grow. So, it is Council’s role to facilitate, but not ‘do’ economic development. The

intRoDuction


growth of businesses is up to the owners and operators of businesses. However, in order for Council to create the environment appropriate to the economic growth of the Region, it must understand the needs of business/industry. Therefore, this Plan has a heavy emphasis on communication, consultation and cooperation, outlining a number of mechanisms for creating a two-way process of discussion and debate between Council and business operators. It is this leadership that will be the success of the Plan. In presenting this Economic Development Plan, Council has articulated its desired outcomes through the objectives around which this Plan is structured:• Objective 1: Council, Business and Industry Leadership• Objective 2: Responding to New and Emerging Opportunities• Objective 3: Resourcing and Implementing Economic Development and the strategies offered in this document. Therefore, Council will evaluate its success by monitoring Key Performance Indicators both internally and externally. The Monitoring and Evaluation process to be employed is outlined towards the end of this document. Under the three Objectives, nine Strategies have been outlined, under which 17 Priority Actions have been listed. A number of these Priority Actions have multiple components. Priority Actions make up Council’s Implementation Plans which will then be translated into Council operational planning and budgetary processes and budgeted items will be articulated into specific project and work plans to be undertaken by specific positions. The reporting on this Plan is managed directly through Council’s Chief Executive Officer. Lastly, it is important to note that this Economic Development Plan has been created with direct consideration of the Regional Vision and Objectives presented in the Wide Bay Burnett Regional Plan3 and the issues outlined in the Wide Bay Burnett Rural Futures Strategy4. Connection between the broader Regional objectives and those of the North Burnett Region are integral to ensuring that this Council is working towards the long-term vision stated in those documents. This Economic Development Plan provides a new vision and direction for economic development in the North Burnett Region. It is about respecting the past, understanding the Region’s strengths and growing those strengths while being open and proactive to the development of new, innovative opportunities in the Region. This Plan provides strategies for both support of existing businesses and the growth of the broader economy over the next five financial years. In five years time, Council’s goal is to be able to reflect on this Economic Development Plan and measure the real growth in the Region over that time. These are exciting times and Council invites you, the reader, to join us in our innovation journey.

3 Queensland Government 2007 Wide Bay Burnett Regional Plan 2007-2026. Department of Infrastructure and Planning http://www.dip.qld.gov.au/regional-planning/regional-plan.html

4 Queensland Government 2007 Wide Bay Burnett Rural Futures Strategy. Department of Infrastructure and Planning. 5 As outlined by Dr Rowan Gilmore, CEO of the Australian Institute for Commercialisation later in this document.

INTRODUCTION

7

8

The North Burnett: A Centre for Rural Innovation INTRODUCTION

sEtting thE scEnE: the north Burnett Regions’ Economic contextMuch of the data and analysis presented in this section and the following section on Competitive Advantages has been prepared by the AEC Group Ltd as contracted by the Wide Bay Burnett Area Consultative Committee. Michael Campbell of AEC Group Ltd presented the data and commentary at the North Burnett Region Rural Innovation Summit on 5 June 2009. The following commentary has been interpreted by the Plan authors. The following data is presented to quantify the Region’s competitive advantages – those areas of the economy that are current strengths and can be built on to increase economic activity. It is useful to look at the North Burnett Region’s Gross Regional Product (GRP) as a comparison with the broader region, the Wide Bay Burnett and the State to indicate possible areas of economic strength. This section presents Australian Bureau of Statistics figures from 2007/2008.

Figure 1 indicates that Agriculture, Forestry and Fishing makes up 21% of the North Burnett Region’s GRP, followed closely by mining at 16.1% and manufacturing comprises 8.9% of the GRP. Education makes up 5.7% while construction, wholesale trade, retail trade and transport and storage make up around 5% of the GRP each. While the ownership of dwellings makes up 11.3% of the GRP, and the impact of this property ownership is obviously a significant factor in the economy, it will not be the subject of consideration as part of this plan. The Wide Bay Burnett Region figures show the following breakdown of GRP based on those same sectors.• Agriculture, Forestry and Fishing – 5.8%• Mining – 7.4%• Manufacturing – 16.4%• Education – 7.1%• Construction – 9.2% • Wholesale Trade – 4.4% • Retail Trade – 8% • Transport and Storage – 4.8%Then, breaking down the State’s performance in GRP in the same sectors:• Agriculture, Forestry and Fishing – 3.4%• Mining – 10%• Manufacturing – 9.3%• Education – 4.1%• Construction – 9.1%

Agriculture, forestry and fishing

Mining

Manufacturing

Electricity, gas and water

Construction

Wholesale trade

Retail trade

Accommodation, cafes and restaurants

Transport and storage

Communication services

Finance and insurance

Property and business services

Government administration and defence

Education

Health and community services

Cultural and recreational services

Personal and other services

Ownership of dwellings

gross value added

Taxes less Subsidies

gross Regional product

$101.0

$77.3

$42.7

$6.1

$24.5

$26.6

$25.4

$6.1

$22.5

$11.2

$5.7

$10.8

$11.1

$27.6

$22.0

$1.6

$3.7

$54.3

$479.9

$36.5

$516.4

21.0%

16.1%

8.9%

1.3%

5.1%

5.5%

5.3%

1.3%

4.7%

2.3%

1.2%

2.3%

2.3%

5.7%

4.6%

0.3%

0.8%

11.3%

100.0%

$544.9

$697.6

$1,538.9

$245.2

$864.3

$408.8

$754.0

$190.5

$447.5

$204.9

$190.2

$528.7

$188.9

$664.1

$565.7

$111.4

$183.6

$1,062.5

$9,391.9

$713.4

$10,105.3

5.8%

7.4%

16.4%

2.6%

9.2%

4.4%

8.0%

2.0%

4.8%

2.2%

2.0%

5.6%

2.0%

7.1%

6.0%

1.2%

2.0%

11.3%

100.0%

$6,849.0

$19,862.0

$18,571.0

$3,756.0

$18,189.0

$9,574.0

$14,111.0

$5,312.0

$13,154.0

$3,854.0

$9,944.0

$21,504.0

$8,753.0

$8,216.0

$12,606.0

$2,493.0

$4,076.0

$18,167.0

$198,991.0

$15,035.0

$214,026.0

3.4%

10.0%

9.3%

1.9%

9.1%

4.8%

7.1%

2.7%

6.6%

1.9%

5.0%

10.8%

4.4%

4.1%

6.3%

1.3%

2.0%

9.1%

100.0%

north Burnett Wide Bay Burnett Queenslandindustry

$m % contribution $m % contribution $m % contribution

figure 1 gRp for north Burnett Region - ABs figures


9

INTRODUCTION

• Wholesale Trade – 4.8% • Retail Trade – 7.1% • Transport and Storage – 6.6%The North Burnett Region significantly out-performs the Wide Bay Burnett Region and the State with regard to Agriculture, Forestry and Fishing and Mining in terms of percentage of the contribution to total GRP. Looking at the relative parity of the construction, wholesale trade, retail trade and transport and storage sectors, it could be said that there are various connections between them in terms of the industries’ supply chains not only in the North Burnett, but also in the broader region and State as well. The assumption made by the authors of this plan is that these sectors are dependent on the highest performing areas of the economy and, with focus on those major areas, construction, wholesale and retail trade and transport and storage will grow by default. Education is slightly lower than the Wide Bay Burnett Region percentage contribution and slightly higher than the State’s contribution. Given that most education institutions in the Region are State owned and run, again, this sector will not be the focus of this plan. Like the other sectors outlined in the previous paragraph, a growth in higher-performing sectors of the economy will have a knock-on effect to the delivery of education services. This is not to say that these secondary industries are not important to the economy; but an emphasis is placed on the sectors of the economy that will have the greatest multipliers in the Region and those that can initially be influenced through some form of shorter-term stimulus injection.

figure 2 summary of gRp in graphical form

The overall performance of GRP can be seen in Figure 2. This indicates the level of parity between the North Burnett Region’s performance and the Wide Bay Burnett Region and the State’s performance. However, the peaks and troughs are far more pronounced than the State’s. When looking at the areas of strength outlined above in Figure 1, and comparing these with the performance in Figure 2, it can be assumed that the peaks and troughs have specific links to primary resources such as agriculture and mining. It is comforting to note the general growth in the Region’s GRP over time, however.

$600.0 $60.0%

$500.0 $50.0%

$400.0 $40.0%

$300.0 $30.0%

$200.0 $20.0%

$100.0 $10.0%

$0.0 $0.0%

-$100.0 -$10.0%

$ M

illio

n

% G

rowth

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2008-09

North Burnett ($M) North Burnett (%) WBB (%) Qld (%)

10


figure 3 Employment by industry - 2006 census

While the contribution of agriculture, forestry and fishing to GRP is 21%, its employment in the sector, as a percentage of all employment in the Region, is 37.5% (1,768 people) according to 2006 Census figures. Agriculture, Forestry and Fishing employed approximately 3.5 times more people in the North Burnett than the next highest employing industry (retail trade). Other key employing industries in the North Burnett in 2006 included:• Health and community services (9.1% or 430 people)• Education (7% or 328 people)• Manufacturing (5.5% or 258 people)This indicates that the people of the North Burnett are around 3.5 times more reliant on agriculture, forestry and fishing for employment than on any other industry. While the dominant employer in the North Burnett region in 2006, the agriculture, forestry and fishing industry recorded a decline in its contribution to total employment when compared to 2001, down from 41.4%. By comparison, the next five highest employing industries (retail trade, health and community services, education, government administration and defence, manufacturing and construction) all recorded an increase in percent contribution to total employment in the North Burnett region.

table 3.1. north Burnett and Wide Bay Burnett Employment by industry, 2006

SOURCE: AUSTRALIAN BUREAU OF STATISTICS (2007)


Mining

Manufacturing


Construction

Wholesale trade

Retail trade







Education


Cultural ans recreational services


Total

1,768

82

258

46

218

205

505

179

148

38

40

119

269

328

430

12

69

4.714

north Burnett

37.5%

1.7%

5.5%

1.0%

4.6

4.3%

10.7%

3.8%

3.1%

0.8%

0.8%

2.5%

5.7%

7.0%

9.1%

0.3%

1.5%

100.0%

10,256

1,172

9,896

1,211

8,763

3,565

15,592

5,276

3,672

909

1,512

5,945

4,753

7,626

11,028

1,031

3,066

95,273

10.8%

1.2%

10.4%

1.3%

9.2%

3.7%

16.4%

5.5%

3.9%

1.0%

1.6%

6.2%

5.0%

8.0%

11.6%

1.1%

3.2%

100.0%

industry Wide Bay BurnettEmployed

persons% of total Employed

persons% of total


11

INTRODUCTION

figure 4 location Quotients (Employment)

Figure 4 shows the location quotients looking at employment, comparing the North Burnett Region (light green), Wide Bay Burnett Region (red), Non-Metro Queensland (yellow) and Non-Metro Australia (light blue). A location quotient looks at the number of people employed in each area and indicates a level of skill or capacity in the area by industry. Figure 4 shows that the North Burnett has a significant capability in agriculture, even compared to other regional areas.



Construction


Retail trade


Education

Mining

Manufacturing




Wholesale trade



Cultural and recreational services


0 1 2 3 4 5 6 7 8 9 10 11 12

North Burnett Wide Bay Burnett Non Metro Queensland Non Metro Australia

12


figure 5 location Quotient (Agriculture, forestry and fishing industry)

Figure 5 takes the overall location quotient to the next level, looking at the various areas of capability and capacity within the agriculture, forestry and fishing sector. The Figure shows that there is specialist capacity in Horticulture and Fruit Growing and Other Livestock Farming (other than sheep and beef cattle farming), although the capability in Grain, Sheep and Beef Cattle Farming almost matches that of other non-metro Australia. The data also indicates a significant deficit in capability in Other Crop Growing as compared to the Wide Bay Burnett and Non-Metro Queensland and also demonstrates that there is no capability in fishing. The performance on Forestry and Logging is also lower than in the Wide Bay Burnett and other regions.

Agriculture, undefined

Horticulture and Fruit Growing

Grain, Sheep and Beef Cattle Farming

Dairy Cattle Farming

Poultry Farming

Other Livestock Farming

Other Crop Growing

Services to Agriculture, Hunting and Trapping, undefined

Services to Agriculture

Hunting and Trapping

Commercial Fishing, undefined

Marine Fishing

Aquaculture

Forestry and Logging

Agriculture, Forestry and Fishing, undefined

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5



13

INTRODUCTION

figure 6 location Quotient (manufacturing industry)

The same analysis in the Manufacturing Industry indicates a particular area of speciality as a sub-sector of that industry. Figure 6 demonstrates that the North Burnett Region has a specialisation in Wood and Paper Product Manufacturing and that there is a slight advantage in Food, Beverage and Tobacco Manufacturing. Since no tobacco is manufactured in the region, the strength lies in food and beverage processing.

summARyOne-fifth of the North Burnett Region’s economy is based on agriculture. When the GRP of the various sectors of strength are combined, it can be said that 45% of the Region’s economy is dependent on agriculture, mining and manufacturing, as opposed to 6% of the Wide Bay Burnett Region and 3% across the State. Manufacturing figures are on par with the State, but other sectors out-perform State GRP figures. These strengths in GRP are confirmed when looking at the location quotients and the latter data indicates certain sub-sectoral strengths. These strengths can be considered competitive advantages for the Region. One key observation, looking at the economic data for the region, is its high reliance on very few industry sectors, demonstrating a lack of diversity in the Region. This issue of economic diversity is important to address and is therefore a basis for future regional sustainability through this Economic Development Plan.

Food, Beverage and Tobacco Manufacturing

Textile, Clothing, Footwear and Leather Manufacturing

Wood and Paper Product Manufacturing

Printing, Publishing and Recorded Media

Petroleum, Coal, Chemical and Associated Product Manufacturing

Non-Metallic Mineral Product Manufacturing

Metal Product manufacturing

Machinery and Equipment Manufacturing

Other Manufacturing

0.0 1.0 2.0 3.0 4.0 5.0 6.0



14

A region’s economic competitive advantages are areas of strength in terms of economic performance and capability. These are the areas of the economy that are currently performing well and should be the focus of economic development activity. In the North Burnett, these competitive advantages are the sectors on which the economy is most reliant. As previously indicated, the GRP figures for the North Burnett Region highlight a strong reliance on three specific industry sectors, demonstrating a real lack of economic diversity. Therefore, it is vital to look at the region’s current economic competitive strengths and devise ways of the Region collaborating to have an effect on this issue of diversity. As outlined in Figure 2, the peaks and troughs in the economy are pronounced in comparison to the Queensland figures, indicating that the North Burnett is overly reliant on commodities. It is the intention of this Economic Development Plan to provide ways of capitalizing on the current competitive strengths and to look at the possibility of facilitating future diversity in the economy. The data presented in the previous sections indicates that current economic strength lie in the following sectors:• Agriculture (specifically fruit production)• Timber industry manufacturing• Food and beverage processingThere is also capability in terms of livestock production and a relative strength in the mining sector. It is important to point out, at this juncture, that the data presented (in percentage terms) is based on a relatively low number of businesses in the Region. Therefore, an effect on any business, particularly in the three key areas of strength identified here, could have a drastic impact on the Region. This has been demonstrated in the last decade with significant changes, or losses, in the dairy and timber industries respectively. It is clear from the consultation conducted in the Region that businesses and communities have been hit very hard by deregulations, legislative/regulatory changes and global economies over time. It is imperative that this plan looks at ways of boosting the areas of competitive strength outlined here as well as looking at ways of diversifying the economy, starting with these areas of advantage. An emphasis on these competitive advantages, leading to positive economic growth in the sectors and sub-sectors, will have positive multiplier effects into other, more dependent areas of the economy such as construction, wholesale/retail sales, transport/storage and various government services such as education and health. The data presented above is clear. Something must be done to enhance these areas of competitive advantage and to decrease the overall reliance on a few industry sectors in the economy.

thE REgion’s compEtitivE ADvAntAgEs


BAckgRounD to thE Economic DEvElopmEnt plAnmEthoDologyIn November 2008, North Burnett Regional Council established the North Burnett Region Futures (NBRF) Program, reporting to the North Burnett Region Futures Board to focus economic development activity for the region. The Program and Board was established, based on the successful Bundaberg Region Futures model, to create a flexible environment for a delegated advisory committee for Council to lead and respond to economic development challenges and opportunities. The Board consists of the Mayor, and delegated Councillor’s, including the Councillor holding the Economic Development Portfolio, Council’s Chief Executive Officer and the Executive Officer of the Wide Bay Burnett Area Consultative Committee (WBBACC). The Board contracted two consultants, Neil McPhillips and Rod Ainsworth of Starfire Solutions Pty Ltd to undertake the research and creation of the North Burnett Region Economic Development Plan. It was considered essential that Council build in a significant consultation process given the local government reform process and the new Council’s emphasis on economic development in the Region. Therefore, the program consultants undertook extensive consultation from November 2008 to June 2009, talking with many community organizations and businesses to understand the issues affecting business. This Plan has been developed with the results of these consultations being taken very strongly into account. In addition to ongoing consultation throughout the process, the consultants undertook a review of the literature as appropriate to key issues arising through the process and developed, in partnership with the WBBACC, a North Burnett Region Rural Innovation Summit that was held on 5 June 2009. This Summit was seen as the last phase of the consultations process and brought over 60 delegates (from both within and outside the Region) to Mundubbera to discuss the Region’s competitive advantages, economic trends and to have an open forum about the need for innovation in the North Burnett. The Summit had a number of guest speakers talking on the topics of innovation, commercialization and diversification of rural businesses. Michael Campbell of the AEC Group Ltd gave an overview of the global, national and regional economic data, which gave, rise to a discussion about the Region’s competitive advantages. Alan Davey, Senior Research Manager (New Plant Products) from Rural Industry Research and Development Corporation (RIRDC) gave an overview of innovation in rural and regional economies and showed a number of case studies demonstrating small business approaches to an innovation process. Scott McNeil from Australian Institute for Commercialisation specifically defined innovation and spoke about the various resources available to businesses to assist with innovation and commercialization activities (provided in the resources section of this document). Following these scene-setting speakers, three speakers gave very

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BACKGROUND TO THE ECONOMIC DEVELOPMENT PLAN


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specific examples of innovation, commercialization and opportunities for the North Burnett Region. Martha Shepherd of Galeru Pty Ltd presented a case study of her native foods production business in Cooroy, Queensland. On 11 acres, Martha and her partner have been able to develop a high value crop that has set its own market. Martha spoke strongly about making a market in a small, sustainable business rather than engaging in broad acre commodity markets, which are susceptible to global trends beyond the grower’s control. Martha’s story is a strong one of understanding the value chain and structuring a business to adapt to suit changing environments and to take advantage of that value chain and the collaborations that it brings. (Refer to www.galeru.com)John Hall from Industrial Hemp Australia based in Bundaberg gave an overview of the company’s evolution and the decade of research and development that has been required to develop the industrial hemp market in Australia. Specifically, John discussed the company’s role in changing political and legislative policy to enable the production of the crop and the various scientific advances that the company has initiated, including an extensive breeding and selecting program, creating new and improved testing processes, trialing the creation of new construction products using the hemp fibre and the trials around the seed and its oil content and nutritional components. John presented a specific opportunity to the North Burnett by way of contract growing, storage and possible processing requirements of his business. Finally, Sean Ryan of Private Forestry Southern Queensland presented the case for the timber industry in the Region given the recent demise of a number of small sawmills in the area. He outlined the various legislative changes that have led to the locking up of state hardwood forests and the limitations of supply this has caused. However, Sean focused on the timber supply that is still available through private forests in the Region and the opportunity this brings for the local economy. He demonstrated how changed land management practices could enhance yield of hardwood timbers to become a significant and sustainable resource over time.

summARyExtensive consultation with business, industry and community organizations over eight months, ongoing reviews of the literature and trends, an analysis of the Region’s competitive advantages by the AEC Group Ltd and the content and results of the Rural Innovation Summit have all contributed to the development of this plan, reflecting Council’s imperative to both reflect the demands of existing businesses and to create positive change for the future.


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ovERARching pRinciplEsEconomic Development: A partnership ApproachIn setting the scene for the Economic Development Plan, it is important to outline the accountabilities around the actions in the plan. That is, who is responsible for what? Critically, it is vital to establish the difference between government activity – especially Council’s role/s – and the activity that is required by business and industry. By agreeing to these positions, a true partnership-based approach can be negotiated.

Council’s Role in Economic DevelopmentAny government agency at any level, local, state or federal, plays both a regulatory and enabling role. As the tier of government most closely aligned to local and regional activity, it is Council’s role to become both a facilitator and a mediator regarding regulatory activity and to provide the right environment for economic development. This Plan is based on strong principles of community engagement, providing numerous mechanisms for consultation, discussion and debate between business/industry sectors and Council to ensure that both are working together, towards the same economic aims and objectives for the region. Council provides a critical entry point to regulatory and bureaucratic processes. Elected representatives and senior management are well networked in regional, state and, often, federal regulatory agencies and structures and are allies in moving business and industry issues forward as appropriate. In this way, Council can be both proactive and reactive in dealing with issues of importance to the Region. However, these issues must be agreed between all stakeholders in economic development, especially the understanding that regulation must be followed in future developments and not an expectation that regulation can be side-stepped. In formulating this Plan, it has been important to Council to ensure very specific processes are established for discussion, debate and consultation between Council and business and industry sectors. The plan is divided into three parts:• objective 1: council, Business and industry leadership• objective 2: Responding to new and Emerging opportunities• objective 3: Resourcing and implementing Economic Development A number of structures have been established within these key objectives to ensure this kind of two-way communication. Council’s role is as a regulator, a facilitator, an enabler and a mediator. Even though Council is one of the largest employers in the Region, it is a ‘social enterprise’, which aims to fill gaps in service delivery to the Region. Council operates as a business and does have business enterprises within its structure and it does this for social, more than economic, reasons. The structures developed in this document are the meeting points between Council and the business and industry communities of the North Burnett Region. Economic Development is of critical importance to Council and it takes its role very seriously in cooperating with industry. And, in showing leadership in building these environments for collaboration, Council has certain expectations of the leadership within business and industry sectors.

Business/Industry’s Role in Economic DevelopmentCouncil sets the scene for economic development, as outlined above, but a government cannot ‘do’ economic development. The economy is generated by the collective of business and industry, their leadership and activities (both commercial and community activities) in the Region.Communities or regions that have strong leadership and strong collaboration and networks between businesses and industry sectors are able to be proactive and adaptive to change. These are traits of resilient communities. These networks, collaborations and adaptations will happen as a matter of course. Business people will continue to operate their businesses regardless of Council. Business and industry groups will form without any input from Council. But it is a common theme in strong economies and strong regions that a cohesive approach between industry and government has driven change. Diverse and innovative economies rarely happen by accident. They are complex adaptive systems that are the result of collaborative planning and strong leadership by both business/industry and government. As outlined above, Council has set the scene for economic development in this Plan, but it requires the input of leaders in business and industry to become actively involved in the implementation, monitoring and evaluation of this Economic Development Plan. Council requires detailed input about business conditions, market environments, critical barriers/opportunities, the positive or negative effects of government policy or strategies etc. To use a cliché, communication is a two-way street, and this Plan is seen as a partnership


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between Council and business/industry to focus economic development activity to capitalise on the Region’s competitive advantages.

summARy Council seeks input from business/industry leaders through a number of channels – through Business Advisory Groups, established to ensure Council’s responsiveness to local issues affecting business and through industry task forces established to respond to new and emerging opportunities in the Region. Council recognises the value of this voluntary contribution and sees this as a key input from business and industry to ensure the future of the Region. It is through this collaborative activity that the economy will grow.


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thE cAsE foR innovAtion What is Innovation?Innovation is often assumed as an overused concept, which has many connotations and associations. It is a subjective term, which needs some consideration. A 2007 publication by the Australian Government says that “there was a time when ‘innovation’ was often used interchangeably with ‘science and technology’ or ‘research and development’.”6 When we think of innovation, we often imagine laboratories, electronics, geneticists and chemists hard at work. The Australian Institute of Commercialisation’s CEO, Dr Rowan Gilmore, says, “…while we talk about it a lot, ask most people what innovation really means to their organization and you could be met with a blank look.”7

The literature on innovation is vast and the word has many different connotations and uses. It has been the subject of concern to governments, academics and industry leaders throughout the world. Therefore, an extensive literature review would be an enormous exercise. Rather than present an exhaustive review, a few key concepts should be highlighted by way of coming to a working definition of innovation to set the scene for this Plan. The Australian Government highlights that “Innovation is a vital part of maintaining the ongoing growth, profitability and sustainability of Australia’s rural industries, especially in the face of increases in competition in domestic and international markets.”8 So, innovation is about increasing competitiveness. Adaptability is another factor in innovation according to the literature9 and, drawing on the example of rural industries in New Zealand, it is about “adding value through applied science” according to Vicki Jayne10.Ian Plowman highlights that innovation is created through ‘net inflows’ of people to the community, bringing ‘vitality and energy’ and, presumably, new ideas11. He says that diversity is important and that this creates ‘innovation and creativity’12. Queensland State Government and the Wide Bay Burnett Regional Organisation of Councils commissioned a study in 2006 called the Demographics of a Lifestyle Region (Wide Bay Burnett)13. This paper, based on firm statistical data and a rigorous research methodology, indicated quite clearly that the ‘Northern Inland’ areas – predominantly the North Burnett Regional Council area as it has become known since that study – is experiencing a population decline and an ageing of the population which is spurred on by a net outflow of people. So, innovation is about these things:• Increasing competitiveness• Creating adaptability within a business• Adding value to a business (through applied science or other means)• Developing new ideas through fostering diversity in populations Douthwaite, Beaulieu, Lundy and Peters14 define innovation “as both radical and incremental changes in thinking, in technology or in services.” They state that innovation is a decision-making process15. The AIC’s Dr Rowan Gilmore describes the ‘innovation journey’ which begins with the development of a strategy and purpose and moves through four other steps, culminating in the ‘development of open innovation capability’16. The five steps are:• Step 1: Develop a strategy and purpose• Step 2: Development of core capability• Step 3: Development of base level absorptive capacity (can absorb and adopt external ideas only)• Step 4: Development of internal innovation capability (can actually adapt and create internally)• Step 5: Development of open innovation capability (can collaborate externally to adapt and create)

6 Australian Government 2007 “Background Paper 4: Drivers of Change in Australian Industry (May 2007)” Department of Industry Tourism and Resources. p 19.

7 Dr Rowan Gilmore 2009 “20 Things You Need to Ask Yourself About Innovation: The Innovation Journey.” Australian Institute for Commercialisation. p 1.

8 Australian Government 2008 “Venturous Australia – Building Strength in Innovation: Report on the Review of the National Innovation System.” Department of Innovation, Industry, Science and Research. Annex 11, p1.

9 Such as Elkins, Bell and Reimann 2008 and Douthwaite, Beaulieu, Lundy and Peters 200910 Jayne, V 2006 “Rural Innovation: Turning Green to Gold…” New Zealand Management. Accessed online 9 June 2009.11 Plowman, I n.d “Innovation in Rural Queensland: Why Some Towns Thrive While Others Languish.” Accessed online http://www.plow-

man.com.au/Innovation_in_rural_Queensland.pdf12 ibid13 The National Institute for Economic and Industrial Research (NIEIR) report. Accessed online www.wbbroc.org.au


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In this document, Gilmore concentrates on the message of collaboration. “Greater collaboration with other organizations can provide new sources of ideas, new routes to market and can also spread and decrease the risk of innovating”17. So, according to the AIC, innovation is about collaboration – about decreasing “the sole reliance on internal capability to develop ideas to improve and grow the business”18. The Australian Government’s Department of Agriculture, Fisheries and Forestry (DAFF) echoes this sentiment. Their statement about Research, Development and Extension (RD&E) at a national level are just as relevant in a Regional context. In outlining their rationale for developing a framework around RD&E, DAFF states that “If Australia’s primary industries are to improve their productivity and sustainability they cannot afford a fragmented or duplicative RD&E system”19.It is this ‘innovation journey’ that North Burnett Regional Council aims to facilitate. As stated earlier in the plan, Council’s role is to provide the environment, or to enable, innovation within the region. It is businesses’ role to actually ‘do’ the innovation. So, of the five steps in the ‘innovation journey’, this Plan delivers on both ends of the spectrum: steps 1 and 5. This Plan provides a framework for coming together – for collaborating in the economic direction of the Region. Elkins, Bell and Reimann, in their paper entitled Strategies for Regional Innovation, indicates the importance of innovation for rural economies especially and suggest that a “systems view of rural development” is important20 – that innovation can be planned for; reiterating Douthwaite et al’s assertion about innovation being a thinking process21. If innovation exists within a system, it can be described, measured and, therefore, managed.The Australian Government, through the then Department of Industry, Tourism and Resources, outlined that “…innovation is now understood to include a broader range of activities (than science, technology and R&D) involving operational and organizational processes, marketing and the adoption of new goods and services” and “it is by the generation of new ideas, products and processes that firms grow and become more efficient”22. While innovation is not solely about science, the literature, especially relating to rural industries, generally points to research and development activity being intrinsically linked to scientific research and the application of these findings to realise a commercial return. This being the case, the role of universities, as key research institutions, in fostering and realizing innovation is seen as an imperative in the literature. Specifically, Couchman, McLoughlin and Charles’ paper outlines a “…‘triple helix’ model of university-industry-government relations as the basis for economic development”23. Elkins et al reiterate this point in their assertion that “…universities now must learn to play multiple roles and become more intellectually engaged and active in regional initiatives”24. So, if we were to add to the list of concepts provided above, we get a set of working criteria for innovation, which reads thus:• It increases competitiveness• It creates adaptability within a business• It adds value through applied science• It develops new ideas, processes and the adoption of new products and services• It occurs through diversity in populations • It is collaborative (between businesses, government, universities and regions)• It is a system which can be planned and managed

14 Douthwaite, B, Beaulieu, N, Lundy, M and Peters, D 2009 “Understanding How Participatory Approaches Foster Innovation.” International Journal of Agricultural Sustainability, Vol 7, No 1, p 43.

15 Ibid p 4416 Dr Rowan Gilmore 2009 “20 Things You Need to Ask Yourself About Innovation: The Innovation Journey.” Australian Institute for

Commercialisation. p 1.17 Ibid p 118 Ibid p 119 Australian Government 2009 Department of Agriculture, Forestry and Fisheries. Accessed online http://www.daff.gov.au/agriculture-

food/innovation/national-primary-industries20 in SAM Advanced Management Journal, Autumn 2008, Vol 73, No 4, p. 1221 Douthwaite, B, Beaulieu, N, Lundy, M and Peters, D 2009 “Understanding How Participatory Approaches Foster Innovation.”

International Journal of Agricultural Sustainability, Vol 7, No 1


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These concepts will form part of the monitoring and evaluation processes outlined later in this Plan. It is clear that innovation has commercial outcomes; that it is critical in a region becoming competitive in a global context. As Douthwaite et al succinctly put it, “to be resilient, rural communities need to be able to innovate fast enough to respond to an ever faster changing world”25 or, as Jeffrey Immelt, Chairman and CEO of GE has been quoted “constant reinvention is the central necessity … We’re all just a moment away from commodity hell”26. Finally, Elkins et al, in presenting a number of regional case studies, outline the need for structuring innovation. They state that “bringing leaders together from across sectors and geographic locations to address issues from a broad, regional perspective can be challenging. However, an effective organizational structure is critical in providing a framework for developing leadership and strategies for regional innovation”27.

summARyIn summary, this Plan aims to provide an environment for discussion, deliberation and consensus building around the issue of innovation based on the competitive advantages of the Region. The Plan provides a structural framework to create the necessary dialogue that will set future directions and assist in the Region responding quickly to economic demands placed on it by external forces.

22 Australian Government 2007 “Background Paper 4: Drivers of Change in Australian Industry (May 2007)” Department of Industry Tourism and Resources. p 19.

23 Couchman, PK, McLoughlin, I and Charles, DR 2008 “Lost in Translation? Building Science and Innovation City Strategies in Australia and the UK” in Innovation: Management, Policy and Practice, Vol 10, Issue 2-3, Oct-Dec, p 220

24 in SAM Advanced Management Journal, Autumn 2008, Vol 73, No 4, p. 12-1325 Douthwaite, B, Beaulieu, N, Lundy, M and Peters, D 2009 “Understanding How Participatory Approaches Foster Innovation.”

International Journal of Agricultural Sustainability, Vol 7, No 1, p 43.26 Australian Government 2007 “Background Paper 4: Drivers of Change in Australian Industry (May 2007)” Department of Industry

Tourism and Resources. p 2027 in SAM Advanced Management Journal, Autumn 2008, Vol 73, No 4, p. 1728 Queensland Government 2007 Wide Bay Burnett Rural Futures Strategy, p 1129 ibid


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What does sustainability mean?Like ‘innovation’, the word sustainability has numerous, subjective connotations. It is important that a working definition be created here.

“Sustainability should be understood as those measures that have a reasonable likelihood of being able to continue for at least the medium-term and ideally into the long-term. Simply put, if it cannot be kept going, it is not sustainable.Sustainability embodies characteristics of robustness (capable of withstanding some shocks and setbacks), self-reliance (not dependent upon the continued injection of external resources) and efficient (not wasteful of scarce capital - natural, human and financial).”28

The use of the word has a broad definition, but it is also used, in certain contexts, to suggest issues around environmental sustainability – specifically in relation to the emerging climate change agenda. conservation of natural capital through using less energy and resources is now becoming unavoidable. National, State and Local governments globally are moving to introduce mandatory targets for energy and resource consumption and market mechanisms to penalise those who are wasteful of these resources. Broadly, this could be called the ‘climate change agenda’ and this emerging driver in the global economy is taken into consideration in the preparation of the Plan – especially in looking at potential new and emerging economic opportunities.

“Sustainability is also about interdependence between the various parts of a community and a broader region. The local economy, the local society and the local environment all need each other to prosper. When local businesses do well, whether they are farmers, traders, professionals or trades people, the profits they generate spill over into the community in a myriad of ways. More importantly, the ability to preserve and enhance community assets depends vitally on a proportion of profits being tapped for reinvestment in those assets. Communities cannot maintain much of their social capital without the ability of people to contribute to the sporting clubs, the cultural and social groups that reinforce the social ties and the culture of working together.”29

Similarly, protecting and enhancing the natural environment requires effort, knowledge and skill but also money. Poor economies simply cannot muster the financial resources to make the investment required.

summARySustainability, then, should be seen in terms of its broad social, economic, cultural and environmental definitions in this Plan. It is used to suggest robustness, self-reliance and efficiency across all facets of an economy. However, there is a specific use of the term in looking at the emerging global climate change issue and ‘sustainability’ has been considered in this specific context as well.

28 Queensland Government 2007 Wide Bay Burnett Rural Futures Strategy, p 1129 ibid


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ExternalEnvironment

EconomicDevelopment plan

industry Engagement& collaboration

monitoring &Evaluation

communitysupport

partnerships &Relationships

the community Engagement imperativeThis Economic Development Plan is based firmly on the principles of community engagement. As outlined by Mayor, Cr Jensen, it is Council’s desire to have open lines of communication with all sectors of the communities of the North Burnett Region. It is most important to realise that economic development occurs through people and the ways they interact, socially, culturally and economically. It is the complex network of interactions and transactions that is a Region’s economy. The strength of these networks or systems is in the strengths of the relationships between them and in the strengths of individuals and organizations that make up the system. So, a diverse, innovative, resilient economy will happen when the people, businesses and organizations of the North Burnett Region, as a whole, make changes within themselves. This Plan has been considered in looking at the unique characteristics of the North Burnett Region. It is a Region made up of six key communities – Biggenden, Eidsvold, Gayndah, Monto, Mt Perry and Mundubbera with many smaller rural villages. In this Region, there is no defined ‘regional centre’ such as the neighbouring Bundaberg Region and other areas with coastal cities as their centres. While varying in populations, each of the North Burnett Region’s communities has its own characteristics and the communities have been independent up until local government reform in 2008. The concept of the North Burnett Region is a new one but it should be noted that the consultation to develop this Plan indicated that most business operators and organizations see this regional perspective as a positive one.Council knows that the words written in this Plan will be futile unless the individuals, businesses and organizations that make up our communities engage with the strategies and actions proposed and collaborate in making the region’s economy grow. As the diagram below indicates, it is the strength of the industry engagement/collaboration, partnerships, relationships and community support that will respond to the external environment and provide the integral and timely input required to monitor and evaluate the plan.

figure 7 Relationships integral to Economic Development

Figure 7 shows the relationships that are considered by the authors to be integral in supporting and implementing the Plan. The external environment must be taken into consideration to ensure maximum responsiveness over time.Industry engagement and collaboration will be fundamental to the Plan’s success and the partnerships and relationships that emerge from this engagement and collaboration will be a measure of achievement. Added to these factors is broader community support which means that the community (outside business/industry sectors) must also be aware of the Plan and have input into its development and evaluation. Lastly, monitoring and evaluation will be undertaken as outlined in the appropriate section towards the end of this document using specific performance indicators and methodologies.

summARyThe quality of the engagement with the principles of this document and the feedback received from the community will create the opportunities for future growth. Of primary importance in this Plan is assisting existing businesses. Over time, investment attraction may come, but only if existing operators are thriving. As the adage says, success breeds success. It is vital for Council to communicate with the community and vice versa. With this comes a healthy community and economy and, with a healthy economy comes growth.

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DEsiRED outcomEsIn presenting this Economic Development Plan, Council has articulated its desired outcomes through the objectives around which this Plan is structured:• objective 1: council, Business and industry leadership• objective 2: Responding to new and Emerging opportunities• objective 3: Resourcing and implementing Economic Development and the strategies offered in this document. Therefore, Council will evaluate its success by monitoring Key Performance Indicators both internally and externally. The Monitoring and Evaluation process to be employed is outlined later in this document.

Desired outcomes

thE stRAtEgic DiREctionfoR thE noRth BuRnEtt REgionThe Economic Development Plan presented below is in three main parts:• objective 1: council, Business and industry leadership• objective 2: Responding to new and Emerging opportunities• objective 3: Resourcing and implementing Economic Development Under the three (3) main objectives of the plan, there are a number of Strategies and detailed Priority Actions for implementation over time.Given the context presented above, it has become obvious that economic development needs to take a multi-pronged approach in the Region – to enhance existing strengths first and foremost, but also to decrease the levels of reliance on relatively few industry sectors in the economy; that is, to increase diversity.

strategic Direction

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THE STRATEGIC DIRECTION FOR THE NORTH BURNETT REGION

2626

oBJEctivE 1: council, Business and industry leadershipThis objective focuses on the leadership required by Council, business and industry in order to enhance existing enterprise in the Region. Leadership, in this instance, means setting the vision and establishing the context for economic development and collaboratively driving and resourcing the vision. As outlined earlier in the Plan, providing a framework for economic development which is supported by key stakeholders is imperative.

objective 1:council, Business andindustry leadership


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stRAtEgy 1.1support Existing Business and industryThe priority in any economic development plan needs to be on strengthening and supporting existing businesses to thrive. Existing business operators have established investments, skills and capabilities in the region. They have not only made an investment in financial terms but also in terms of lifestyle choices. Existing businesses have created the competitive strengths that the Region enjoys today and must not be overlooked by any economic development planning process. As outlined earlier in the Plan, Council has emphasised the importance of community engagement and, as such, has developed specific mechanisms for two-way communication between business/industry and elected representatives. These structures are outlined below.

PRIORITY ACTION 1: Establish Business Advisory GroupsSix Business Advisory Groups are to be established from July 2009 for the purpose of:a) Advising Council on matters related to local and regional economic and tourism development;b) Building networks and relationships within business and industry sectors; andc) Advocating for business and industry in North Burnett Region communities.The membership of each Business Advisory Group will comprise five members including the Chair with the Chair to have a casting vote where necessary. Four positions will be held by business/industry representatives and one position (the Chair) will be held by Council’s delegated person.The term of the Advisory Group members shall initially be one year. The structure and function of the Group will be reviewed after this period. Appointments of Members will be reviewed at that time.Terms of Reference were developed and applications were broadly advertised through local media, through Council’s newsletter and other Council promotional channels in May and June 2009 to ensure that these Groups were implemented by July 2009.

PRIORITY ACTION 2: Understand the Needs of Existing Business/IndustryCollecting baseline data is essential for planners and managers to be able to effectively measure change over time. With regard to this Economic Development Plan, there are a number of specific requirements to be undertaken as a matter of priority to ensure that this data is collected.

PA 2.1 Business and Industry Gap AnalysisIn order to understand the current scope and future changes in business/industry development in the Region, and in order to be strategic about business attraction, it is important to develop and maintain a comprehensive listing of all registered businesses in the Region. This listing should be undertaken annually based on business registration data, community consultation and a business survey. The survey should include a brief descriptor of products and services offered by the business so that the gap analysis can be accurately developed. The importance of businesses maintaining an accurate listing on the Council’s database should be promoted through the Economic Development Portfolio. It should be noted that a number of surveys are suggested in this document. In order not to encroach on the time of business operators, all survey data will be included in one master annual survey.

PA 2.2 Undertake a detailed survey of business expectationsUnderstanding the expectations of business owners and operators regarding levels of service and economic development is essential. A number of surveys are suggested within this Economic Development Plan and it is suggested that all of these survey requirements be compressed into one document to ensure that business owners and operators are not inconvenienced by the necessary data collection requirements of this Plan.

PRIORITY ACTION 3: Promote Existing Business/IndustryPA 3.1 Enhance Community Aesthetics Many of the communities in the North Burnett Region appear run-down. Ageing buildings, signage and public infrastructure present a ‘tired’ view of the community to visitors and tourists. How a community looks reflects its culture on a surface level and makes a significant impression on how the community is perceived. The following actions are suggested:


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pA 3.1.1 Develop plans, through Business Advisory groups, for future development of town centresIt is important to ensure that plans for future development of Town Centres are undertaken through community consultation. Plans could include (but not be limited to):• Strategies for bringing town centre business owners and operators together for

collaborative decision making• Creating a unified colour scheme appropriate to local needs• Developing public art master plans including engagement/deployment of artists

through funding programs such as RADF for both interpretation of local cultures and beautification of town centres

• Adjusting planning schemes as required to take account of business owners’ local plans

Business Advisory Groups may opt to engage a local sub-committee to manage the consultation and engagement of Town Centre traders. pA 3.1.2 undertake town WalkaboutsTo create an effective, and objective, understanding of the areas of significance in terms of the development of local aesthetics, it is suggested that a ‘Town Walkabout’ be undertaken. This process requires creating a small group of critical friends including a selection of local people from different segments of the community, as well as a number of external stakeholders (consultants, government officers, tourists, visitors, etc). This group of people is taken on a tour of the Town Centre of a community and assesses all aspects of the experience including the look and feel of the town, the first impressions, the quality of footpaths, walking trails, car parking, access to business premises and other key issues. It is important that the process be tailored to local communities in terms of the questions asked, the walkabout route and the composition of the group of ‘critical friends’. The results of these Town Walkabouts would be used as empirical evidence in future planning of Town Centre areas.pA 3.1.3 Build town centre coordination Activity into Economic Development Officer’s Role. This Plan suggests the appointment of an Economic Development Officer (under Objective 3). This officer could act as a coordinator of Town Centre revitalization based on plans developed through Business Advisory Groups in the six communities within the Region. This role could manage programs such as:• Shop locally campaigns• Facilitation of joint e-commerce facilities and/or providing e-commerce training• Coordinate local business engagement activities• Develop product packages to link to tourism marketspA 3.1.4 invest in regional branding and signage for the purpose of presenting a unified image of the Region linking with overall tourism strategies. At the time of writing, funding had been sourced by the State Government to implement a program of regional signage. This signage is to be reviewed over time in line with opportunities developed through the proposed Centre for Rural Innovation and other aspects of the Economic Development Plan. pA 3.1.5 As distinct from regional branding, develop a Regional approach to local community branding. It has become evident that a number of communities are planning their own entry signage. To gain the maximum benefit of being part of a larger region, it is imperative that these signs comply with Regional branding and that the style, design and structure of the signage is consistent throughout the Region. This Planning could be undertaken through the Business Advisory Groups.

PA 3.2 Undertake External MarketingIn order to effectively capitalise on market demand, it is important to understand market sentiment and trends. This action links with all priority actions outlined in this Plan and has


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a broad objective of understanding key industry sectors regarding the potential for economic development and/or industry attraction opportunities as well as providing support for other Council activities including, but not limited to, tourism. Thorough and regular market research regarding all aspects of the EDP will ensure evidence-based planning.

PA 3.2.1 Develop a Regional Investment ProfileEngage a consultant/economist to develop a Regional Investment Profile or Profiles to promote the Region to target segments focusing on the Region’s competitive advantages and/or business and industry gaps. The profile would include:General Regional data (demographics and statistics)Regional economic data specific to the market segmentOutline of strengths and opportunities (including supporting infrastructure)Outline of Council’s support for economic developmentPossible case studies specific to the industry segmentpA 3.2.2 include External promotion as a key action in Economic Development Officer’s Position Description.To support the claims made in the Regional Investment Profile, Council will provide the following capabilities within the implementation of economic development as outlined in Objective 3 – Resourcing and Implementing Economic Development: • Promoting the region into key market segments. • Liaising with the business community to ensure up-to-date knowledge of local

trends. • Coordinating industry attraction activities through Council.• Maintaining Council’s web presence and coordinating content.


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stRAtEgy 1.2Ensure that the north Burnett Regional council planning scheme facilitates Economic DevelopmentNorth Burnett Regional Council is made up of six major communities – Biggenden, Eidsvold, Gayndah, Mt Perry, Monto and Mundubbera – and over 70 rural villages, each with their own local characteristics and previous planning schemes. This diversity in land use is recognised; however, future land use must be adequately planned for in terms of land used for both residential and industrial purposes. With the advent of the Regional Council must come the development of the North Burnett Regional Council Planning Scheme to ensure consistency of planning and deployment of planning across the entire Council region.

PRIORITY ACTION 4: Review the North Burnett Regional Council Planning SchemePA 4.1 Create the North Burnett Regional Council Planning Scheme during 2009-2010In line with local government reform enacted in 2008, Council is required to consolidate previous Shire Planning Schemes into a single North Burnett Regional Council Planning Scheme.PA 4.2 Engage with business/industry through Business Advisory GroupsThis action requires those responsible for consolidating previous Planning Schemes into a North Burnett Regional Council Planning Scheme to engage with Business Advisory Groups to allow adequate feedback from local business communities. Ample time must be allowed for this activity to ensure that Advisory Groups are able to table the draft Scheme, discuss internally and consult widely. PA 4.3 Seek Detailed feedback prior to adoption of the North Burnett Regional Council Planning Scheme Ensure that the revised Planning Scheme, after thorough consultation with Business Advisory Groups, is presented to the community through public consultative forums rather than static displays. It is vital that detailed feedback from such forums is recorded and taken into consideration during the revision process. PA 4.4 Consider the need for more appropriately zoned industrial landThe business communities of the North Burnett have clearly indicated that they do not believe there is adequate supply of appropriately zoned industrial land to enable communities to grow. To focus planning activities, it is suggested that decisions around industrial land supply are discussed in relation to the competitive advantages identified in this Plan and that Industry Taskforces, economic development and marketing personnel have adequate input into the identification of industrial land opportunities. PA 4.5 Within planning regulations, consider the need for more supply of rural residential propertyGiven that approximately 11-12% of the Region’s GRP is derived from ownership of dwellings, this segment of the economy cannot be ignored. It is vital that planning authorities appreciate that the rationale for people living in the North Burnett is because of its rural lifestyle and that a stock of residential land to facilitate rural living is required. In order to effectively participate in the projected growth of the Wide Bay Burnett, the North Burnett economy must cater for rural living. PA 4.6 GIS Mapping of Soil Types A partnership between Council, DERM, DPI&F, DIP and BMRG should enable consolidated GIS mapping of soil types or the provision of ready access to existing databases. This information should be readily available to any individual or agency working with Council to deliver on this Economic Development Plan – specifically those Industry Taskforces established under Strategy 2. PA 4.7 Engage Planning Staff in Economic Development PlanningIt is important to ensure that key internal Council personnel and resources are harnessed to effectively implement this Economic Development Plan. The engagement of Council planning personnel in economic development visions for the Region is integral. Suggestions on practically engaging planning personnel should be negotiated between Council and the North Burnett Region Futures Board.

stRAtEgy 1.3maintain, improve and Appropriately Deploy infrastructure for Economic DevelopmentConsultation in the preparation of this Economic Development Plan resulted in extensive comment regarding regional infrastructure. Having infrastructure that is on par with the broader Wide Bay Burnett Region and other regions throughout Queensland is essential in order for the ongoing economic development of the North Burnett.


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PRIORITY ACTION 5: Map Economic Infrastructure PA 5.1 Transport/FreightThe North Burnett Region is relatively close to major markets and market corridors through its neighbouring regions (Bundaberg, Gladstone, Fraser Coast) as well as its proximity to South East Queensland. However, it seems that access and pricing to these corridors may be a barrier for business development. It is suggested that a survey of businesses be undertaken to map demand for freight services. Such a survey may include collection of data around:

• Existing costs• Materials transported• Quantum of goods transported• Regularity of services used now an into the future• Current service providers used

Use data collected in the freight survey to develop a business plan for aggregating the demand to gain efficiencies through bulk purchasing and coordination of freight demand. Using a similar methodology, the supply and demand for public transport should be surveyed across the Region. Both public and private transport operators, operators in the not-for-profit sector (eg. community buses) and the passenger transport supply chain (including tourism operators) should be surveyed to gather data for effective decision-making and/or advocacy on the issue. Where possible, this data is to be used to stimulate increased services to the Region as appropriate. Models of delivery in neighbouring regions such as the South Burnett should be evaluated. It is suggested that specific consultation is undertaken regarding opportunities in connecting with regional ports such as the Port of Bundaberg.PA 5.2 RoadsHaving bitumen road access to the Region from all entry points is vital in the promotion of economic development – especially tourism and promotion of the Region. The issue of sealed road access featured highly in consultations leading up to the development of this Plan. It is suggested that Council facilitate the prioritization of the sealing of all access roads to the Region (particularly Mt Perry-Monto Road and Gayndah-Mt Perry Road) to enable drive tourists and to support commercial trade. PA. 5.3 Information Communication TechnologyGather detailed data about telecommunications infrastructure and capability available within the region through engagement with key stakeholders such as Telstra. Once the ICT infrastructure is mapped, Council will work closely with providers and other stakeholders to plan for future adaptation or developments including the potential of the Australian Government’s National Broadband Network as announced on 7 April 2009.30 The methodology for researching this issue is to be discussed with Business Advisory Groups in the short term. The fundamental aim of this priority action is to ensure parity of service and pricing between rural and regional Australia and metropolitan areas. PA 5.4 AccommodationAnother issue highlighted in consultations included the shortage of accommodation – particularly in Gayndah and Mundubbera during citrus picking seasons. The ‘spill over’ of pickers camping at the entrance to Gayndah was particularly highlighted as a detractor for the community. In order to work towards filling this gap in accommodation supply, two actions are suggested.

pA 5.4.1 Ensure that the tourism Audit includes detailed mapping of accommodation services across the Region. Tourism Queensland has funded a Tourism Audit of the North Burnett Region, which will be begun during the second half of 2009. It is important that the issue of accommodation supply and demand is considered as part of the terms of reference for this project. pA 5.4.2 undertake market research to clearly understand the needs of fruit pickers to inform future development of opportunities. One of the critical issues regarding accommodation, as highlighted above, is the

30 http://www.pm.gov.au/media/Release/2009/media_release_0903.cfm accessed online 16 June 2009


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shortage of options for fruit pickers. In order to understand the needs of this sizable market segment (during picking season) a detailed survey of pickers should be undertaken to further understand why particular decisions are being made and what Council can do to stimulate business opportunities with regard to the provision of appropriately structured and priced accommodation options.

PRIORITY ACTION 6: Enhance Social InfrastructurePA 6.1 Community DirectoriesMaintain detailed community directories, searchable online, listing all human services, community organizations to promote the lifestyle of the Region and potential for participation in volunteerism PA 6.2 Child CareThe provision of child care facilities is a critical enabler for working families and, conversely, an economic disabler when not provided. The first issue in developing options in the Region is to fully understand the supply and demand issues around the provision of facilities. That is, what facilities are currently provided? What is the capacity of those facilities? Where are the facilities? What demand is there for child care in each community? This analysis would be a specific, discrete project developed to value-add to the promotion of economic development but the data collection could be included within the business survey suggested within this Plan.

PA 6.3 Education and TrainingpA 6.3.1 provide support for Actions Arising from skills formation strategy – Agribusiness – inland Burnett Region. “Agriculture and horticulture are still major employers and economic contributors to the Inland Burnett district. An important note is the critical role that other industries play in supporting agriculture and therefore the interdependent nature of the relationship between industry sectors in rural communities – of particular importance are the roles played by the construction and trade industry.”31 The Inland Burnett Skills Formation Strategy, developed in partnership between the Queensland Department of Primary Industries and Fisheries and Department of Employment and Training, has recently been released (2009). This document provides a range of actions required to assist in vocational and trade training regarding agriculture and agriculture-related industries in the inland Burnett. It is suggested that all stakeholders in the implementation of this Plan assist to implement strategies identified in the Skills Formation Strategy – Agribusiness – Inland Burnett Region. pA 6.3.2 Recognise the full range of education and options as key attractors for working families. It is a well-known fact that the educational opportunities available to families and for adult learners is a key attractor for professional people. The National Institute for Economic and Industrial Research (NIEIR) report: Demographics of a Lifestyle Region (Wide Bay Burnett) (2006) indicated that attraction and retention of higher-paid professional workers in the Region will be integral to its economic success. The range of options available across the region has come under specific scrutiny during consultation for this Plan as a critical issue for consideration. It has become clear through the consultation that senior education is not offered at Mundubbera State School. This is a P-10 school and senior students travel by bus (approximately a one-hour trip each way) to Gayndah every day. Anecdotally, community members speak of the number of professional workers who have left the community because of this lack of direct access to senior education in Mundubbera. It is suggested that stakeholders in this Plan continue to advocate for access to senior secondary education in every major community in the North Burnett Region. pA 6.3.3 Establish youth councilsThe attraction and retention of young people in the Region is critical to achieving the indicators outlined in the NIEIR Report. In order to engage young people in the decision-making frameworks of communities, it is suggested that Council establish Youth Councils in each of the major communities in the region to engage with a diversity of young people on issues critical to their ongoing involvement and enjoyment of community life. The input from the Youth Councils should be seriously

31 Queensland Government (2009) Skills Formation Strategy – Agribusiness – Inland Burnett Region


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considered by Business Advisory Groups and other mechanisms that Council establishes to communicate community needs.

PA 6.4 Arts, Culture and Heritage Arts, cultural and heritage has been identified as a key opportunity for promotion of the region and as a focus for the development of community aesthetics. In order to further develop arts, cultural and heritage infrastructure including libraries, town halls, museums and galleries, the following actions are suggested.

pA 6.4.1 undertake a detailed cultural Audit of the Region to assist in future planning.Work with Tourism Queensland, Bundaberg and North Burnett Tourism and Council tourism staff to gather a detailed database of tourism operators and opportunities in the Region. pA 6.4.2 Bring the arts, cultural and heritage sectors together for collaborative planningIn order to link into potential tourism and other promotional, lifestyle and commercial opportunities, it is vital that the arts, cultural and heritage sectors work collaboratively to plan for economic development. Regional cultural planning will enable Council to recommend focus in the delivery of existing programs such as Regional Arts Development Fund (RADF). pA 6.4.3 maintain and develop council and community arts, cultural and tourism infrastructure such as community halls, galleries and libraries. Include the maintenance and development of Council and community facilities in the cultural planning initiatives for the Region to ensure focused investment in the future. PA 6.4.4 Develop a specific museums/heritage strategy, which brings together community organizations such as museums, genealogical societies, etc to enhance experiential tourism product. Museums and the heritage sector provide the potential for the truly unique elements of the Region’s culture to be explored and promoted as tourism, arts and cultural products. The Indigenous, colonial and agricultural heritage of the area are unique, but such heritage is often passed on through oral traditions rather than being recorded. It is imperative that the museums and heritage sectors, specifically including Indigenous Traditional Owners and Elders, come together to plan for appropriate and effective ways of recording and promoting this uniqueness of the Region. This should be actioned through on-the-ground Council staff, possibly through the RADF Program.


objective 2:Responding to new and

Emerging Activities

oBJEctivE 2:Responding to new anEmerging opportunitiesThis Plan aims to provide an environment for discussion, deliberation, consensus and action building around the issue of innovation based on the competitive advantages of the Region. The purpose of this objective is to provide a structural framework to create the necessary dialogue that will set future directions and assist in the Region responding quickly to economic demands placed on it by external forces through the development of the North Burnett Region as a ‘Centre for Rural Innovation’ – not as an institution, but in terms of the development of a network of critical partnerships which will provide the collective intelligence to take the Region forward economically.

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stRAtEgy 2.1Develop a centre for Rural innovationPRIORITY ACTION 7: Develop the ‘North Burnett Region Centre for Rural Innovation’

PA 7.1 Develop a Vision / Discussion Paper regarding the development of the North Burnett Region Centre for Rural InnovationIn order to adequately engage with stakeholders around the issue of the North Burnett Region Centre for Rural Innovation, Council will develop a vision for the proposed Centre based on a network/partnership-based approach rather than the establishment of hard infrastructure. The Centre would be a collaborative approach to fostering innovation in the North Burnett Region. PA 7.2 Engage with North Burnett Region Centre for Rural Innovation Key Stakeholders Through the Economic Development Portfolio, Council will engage with key stakeholders including:• Key industry sectors including industry peak bodies and networks• Business Advisory Groups• Regional Universities• Burnett Mary Regional Group for Natural Resource Management Inc.• Rural Industries Research and Development Corporation (RIRDC)• Australian Institute for Commercialisation (AIC)• CSIRO• Department of Environment and Resource Management• Department of Employment, Economic Development and Innovation (including Primary Industries and Fisheries)• Tourism Queensland• Department of Infrastructure and Planning• Department of Education and Training PA 7.3 Develop a Business Plan for the North Burnett Region Centre for Rural Innovation with Key StakeholdersIn consultation with identified partners, develop a detailed business plan outlining all aspects of the operation of the proposed Centre. The activities of the North Burnett Region Centre for Rural Innovation would include (but not be limited to):Building innovation into businesses• Developing R&D opportunities through brokering partnerships• Mentoring and coaching innovators in the Region• Connecting innovators to national and international networks and markets• Business planning and financial planning assistance• Brokering connections with financial institutions and other investment opportunities• Assisting with marketing strategies for new productsPA 7.4 Develop a MOU between North Burnett Region Centre for Rural Innovation Key Stakeholders Once identified partners have agreed on the scope of the business plan, ensure that all partners sign a Memorandum of Understanding (MOU) that commits each partner to the project and quantifies this commitment. PA 7.5 Launch the North Burnett Region Centre for Rural Innovation At the proposed annual Rural Innovation Summit, launch the North Burnett Region Centre for Rural Innovation by presenting its business plan and scope of activities. PA 7.6 Enable Interim Assistance to Innovative BusinessesWhile the proposed North Burnett Region Centre for Rural Innovation is being established, it is important that existing innovative businesses be supported through Council’s Economic Development Programs. PA 7.6.1 Develop ‘Innovation Criteria’ to Assess Requests of Existing BusinessesIn the interim, the North Burnett Region Futures Board would act as brokers for existing innovators, offering similar functions as North Burnett Region Centre for Rural Innovation while the Centre is being established. PA 7.6.2 Provide one-on-one mentoring and support for existing innovatorsWhile the Centre concept is being further developed (2009-2010) it is suggested that Council


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offers support to individual innovators to assist with business planning, accessing partners, brokering connections to new networks and markets, etc. This may be undertaken through the North Burnett Region Futures Board or through BIEDO’s business development activities.

stRAtEgy 2.2focus on growing the Region’s competitive Advantages through the north Burnett Region centre for Rural innovation PRIORITY ACTION 8: Engage with Key Industry Sectors

PA 8.1 Develop Industry TaskforcesBased on the Region’s competitive advantages outlined earlier in this document, as well as harnessing likely opportunities from global and national economic trends, Council will facilitate the development and maintenance of industry task forces to bring together industry leaders for the sake of planning for development and innovation within those sectors. It will be important to include stakeholders from within and outside the Region, from private and public sectors, on these taskforces. This will be undertaken as the first action out of the North Burnett Region Centre for Rural Innovation and it is assumed that partners in the proposed Centre will take a lead in chairing these taskforces. Key industry task forces based on competitive advantages include:• Fruit Growing Industries• Timber and Timber Replacement• Food Production and Value Adding• Livestock Production• Natural Resources (Mining)Task forces based on potential opportunities from global/national trends include:• Biofuels and alternative energies• Tourism• Sustainable Industries (including investigation of regional use of resources and the impact of,

and opportunities arising from, the climate change agenda)PA 8.2 Develop Industry Innovation Plans through Industry TaskforcesThe primary role of the Industry Taskforces will be to develop collaborative plans that reach consensus as to future developments of the industries in the North Burnett Region. The specific focus of these plans should be on the incorporation of innovation in the industries’ development. These Industry Innovation Plans will form the operational plan for the proposed North Burnett Region Centre for Rural Innovation. PA 8.3 Investigate Opportunities Created by the National Climate Change AgendaWithout reference to the as yet unknown results of climate change legislation developments, it is fair to say that the issue of climate change is here to stay. In respect of this, it is vital that North Burnett Region businesses and industries become aware of both the economic constraints and opportunities that these changes are bringing. There are a number of opportunities that present an immediate interest:• Carbon auditing

o Local business and industry (including Council) understanding the carbon equations that govern their businesses in order to be proactive to developing policy

• Carbon and other environmental offsettingo Understanding processes and costs involved in offsetting arrangements

• Carbon capture and storage• Energy efficiency• Renewable energyIt is suggested that the above opportunities are investigated by each industry taskforce and by Council in its own operations. This focus will ensure that the North Burnett Region is able to capitalise on changing legislation in a proactive way and respond to any economic impediments presented by these changes. The issue of the climate change agenda may even prove a useful issue for initiating discussions through industry taskforces.


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PA 8.4 Facilitate an Annual Rural Innovation Summit In order to bring together stakeholders in the proposed North Burnett Region Centre for Rural Innovation together with key business, industry and community leaders, an annual Rural Innovation Summit is to be held in the Region to report on progress and consult on future actions. This Summit will become the focal point of monitoring and evaluating the Economic Development Plan and the establishment and work programs of the North Burnett Region Centre for Rural Innovation.

stRAtEgy 2.3Expand and Develop the tourism industry Tourism has been identified, throughout the consultation for this Plan, as a major opportunity for the Region. Currently, Cania Gorge provides a major drawcard for tourism visitors to the Region and the RM Williams Bush Learning Centre in Eidsvold is being developed. It is critical for Council to work with key stakeholders in the tourism sector, including existing business operators, Bundaberg and North Burnett Tourism and Tourism Queensland in order to better promote the North Burnett as a destination; particularly for the drive market. Working with neighbouring regions (including Bundaberg, Fraser Coast and Gladstone) will also be important in achieving this strategy.

PRIORITY ACTION 9: Build the Tourism Supply SidePA 9.1 Map tourism supply in the RegionTourism Queensland has funded a Tourism Audit of the North Burnett Region that will be performed during the second half of 2009. This audit is the first stage in understanding existing operations and extrapolating possible opportunities to progress within the existing industry. PA 9.2 Develop Drive Product A number of touring loops have been developed in the Region. In order to stimulate uptake of the touring loops (promoted through tourism information centres and online) branding of these touring loops needs to be investigated such as specific logos, signage and maps. Within this branding exercise, it would be beneficial for operators to create additional collaborative products to value add to touring loops. Such additional products might include:• Touring hampers (using products from along the touring loop)• Accommodation / meal packages (building in cafes, restaurants, motels, B&Bs and pubs)• Slice of Life packages (including experiential products such as farm stays, cultural tours, oral

history products, etc)• All Inclusive Packages (enabling tourists to purchase one voucher at the tourism information

centre which builds in accommodation, meals, experiences, hampers and other products associated with the loops)

• Weekender packages (using different branding such as ‘romantic packages’, ‘adventure packages’, ‘great outdoors’ packages, etc to capture different market segments)

Links to Bundaberg, Fraser Coast and Gladstone Regions should be investigated with specific reference to drive product development. PA 9.3 Investigate the Development of Regional Tourism HubsIt is suggested that a feasibility study be undertaken regarding the possible development of a limited number (perhaps two or three) of Regional Tourism Hubs to take advantage of peak vehicle traffic flows (eg. Cania Gorge, Ban Ban Springs). Council tourism resources could then be consolidated into critical points of presence that most effectively capture the drive market and cross-promote all aspects of tourism in the Region. To complement these hubs, Council offices in each community could become mini tourism information centres, staffed by existing office personnel. This feasibility study could include:• Traffic studies• Capital expenditure projections• Staffing projections and position descriptions• Possible designs• Linkages to broadband capability • Branding and promotion• Review of Council policies and procedures relating to tourism operations


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• Potential connections with Regional Tourism ProvidersPA 9.4 Develop Eco- and Nature-Based Tourism EnterprisesThe Regional Vision presented in the Wide Bay Burnett Regional Plan32 outlines that the Region’s “…relaxed, balanced lifestyle…” is a significant advantage that “…underpins a robust regional economy.” Fraser Island and the Barrier Reef, two major eco- and nature-based tourism attractors, sit adjacent to the North Burnett Region. Cania Gorge is also a significant natural site that would appeal to markets currently accessing the reef and Fraser Island. Cross promotion opportunities could be further explored. While there are some notable eco- and nature-based tourism operations in the North Burnett Region, this is a significant market opportunity that could be filled by new and emerging tourism operators. Opportunities that have been identified through consultation include:• Nature-based sport and recreation activities (such as rock climbing, orienteering, mountain

biking, trekking)• Motor cycle touring• Sport aviation tourism • Opportunities promoted through coastal marinas (Bundaberg, Fraser Coast, Gladstone)The development of such product may be provided, in part, by farm and nature tourism products that may offer income diversification to assist in the sustainability of farming enterprises.

PRIORITY ACTION 10: Analyse Tourism DemandPA 10.1 Develop a drive market tourism strategyIn line with the Tourism Taskforce, established under the proposed North Burnett Region Centre for Rural Innovation, develop a study that brings together tourism operators to investigate the demand for drive tourism products and services in the Region. This should be undertaken in collaboration with Tourism Queensland and Bundaberg and North Burnett Tourism.The results of this study should inform the Taskforce’s Industry Innovation Plan in terms of future product/service development based on identified demand in drive tourism.

PRIORITY ACTION 11: Develop a Strong Customer Service CultureCritical to the success of tourism as an industry in the North Burnett is a continuity of a high-level customer service culture. This culture should become fundamental to the marketing of the Region. Quality experiences will sell themselves and it should be an aim of the tourism industry to work internally to develop consistency around the approach to customer service.

pA 11.1 Develop a Quality system for customer serviceIt is suggested that Council takes on a role (in partnership with Bundaberg and North Burnett Tourism) of stimulating the development of customer service standards through broad consultation from within the industry. These standards might be attached to existing branded opportunities such as the AussieHost Program. Once the standards have been developed, a methodology for measuring and rating the standards should be developed (if not already provided through existing programs). Once this is undertaken, these standards may be used to underpin tourism branding. That is, either a ‘star’ system or user interface for responding to experiences could inform the rating of operators and their promotion through Council-sponsored mechanisms. This action should be a high priority for the Tourism Taskforce established under the Centre for Rural Innovation.

PRIORITY ACTION 12: Brand the North Burnett Region as a DestinationIt is suggested that Council work closely with Bundaberg and North Burnett Region Tourism and Tourism Queensland in order to develop an effective online point of presence for the North Burnett which builds a unique brand for the Region.

pA 12.1 populate the existing council website The North Burnett Region Futures Program has suggested a structure of information for the promotion of existing tourism operators in the region. This has been approved and can be acted on as a matter of priority. This will provide a short-term point of presence driven by Council with links to the tourism promotion of the Bundaberg Region (through Bundaberg and North Burnett Region Tourism). pA 12.2 Develop a one-stop online tourism brand to link to an overall strategyBy 2014, it is envisaged that all priority actions relating to the enhancement and development of the Tourism industry will be complete, merging all of these actions into an approach to tourism


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that is strategic, managed and that has continuity across the Region. The vision of this Strategy is to ensure that all points of presence – physical, online and through the various points of marketing contact – have continuity and that the branding is reflected in the delivery of tourism services across the Region. pA 12.3 Work towards activity outlined in the state’s Regional tourism opportunity plan (top)At the time of publication, Tourism Queensland was finalizing the Tourism Opportunity Plan, a document outlining priority infrastructure and investment opportunities for the Bundaberg and North Burnett Regions. This document will be supplied by Tourism Queensland, through Bundaberg and North Burnett Tourism and should be referenced in any tourism development activity undertaken as part of this Plan.

32 Queensland Government, Department of Infrastructure and Planning http://www.dip.qld.gov.au/regional-planning/regional-plan.html

objective 3:Resourcing and implementing

Economic Development

oBJEctivE 3: Resourcing and implementingEconomic Development No plan would be complete without recognition of the resources required in order to realise the actions presented. This final objective provides some structure to planning and delivering the various actions listed in this document. The objective provides a framework for prioritizing budgets, personnel and time in order to ensure that the monitoring and evaluation requirements are met annually and at the culmination of this Plan in 2014.

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stRAtEgy 3.1 Resourcing the strategic and operational Areas of the planThis Economic Development Plan requires a number of levels of operation in order to give it the best chance of success over time. All levels of operation will require an investment of time, Council resources, external personnel and an operational budget to ensure that priority actions are able to meet their targets for completion.

PRIORITY ACTION 13: Operational Implementation of the PlanAs well as the strategic management of the Plan, there are a number of actions requiring on-the-ground implementation. This is best achieved through an officer employed by Council to ensure connection with local networks and activities.

PA 13.1 Engage an Economic Development Officer The employment of an Economic Development Officer would enable Council to action the operational aspects of the Plan such as:• Providing support to Business Advisory Groups and Industry Taskforces• Providing engagement within communities or specific sectors to manage implementation of

the Plan• Providing specific and detailed levels of activity (eg Town Centre Coordinator’s role) • Communicating with all levels of Council structure and community to ensure effective and

timely actions as required• Act as the liaison point with all levels of government• External Promotion of the RegionPA 13.2 Create an Office of Regional DevelopmentIt is suggested that Council creates an Office of Regional Development to coordinate economic development activity. This would involve structuring the Office to report directly to the CEO. It is suggested that the Economic Development Officer, the Tourism Development Officer, Tourism Information Centres and other internal resources allocated to economic development, could be positioned under this Office in order to most effectively manage the implementation of this Plan.

PRIORITY ACTION 14: Provide Strategic Management of the PlanpA 14.1 continue the north Burnett Region futures BoardContinuation of the North Burnett Region Futures (NBRF) Board will ensure that Council and strategic managers of economic development are in constant communication and that there is a focused place for discussion of emerging opportunities. The NBRF Board also makes a vital connection with the Bundaberg Region. Future partnerships between Bundaberg and the North Burnett will enable sharing of markets, opportunities, networks, partnerships and promotional collateral in all facets of economic development activity. The connection between the Regions has been informally discussed and should be reviewed into the future. pA 14.2 council to Engage strategic managers through north Burnett Region futures programThrough Council processes, a strategic manager or managers should be engaged through the NBRF Program in order to action the following. • Advocacy and promotion of the Plan and its objectives to key stakeholders• Negotiation and management of partnerships• Promotion of economic development to prospective in-coming businesses• Provision of strategic economic development advice and management to the North Burnett

Region Futures Board and to Council• Support of strategic innovative initiatives within the Region• Liaison with Mayor, Councillors and CEO through the North Burnett Region Futures Board to

facilitate internal communication• Liaison with operational staff within (and outside) Council structure to monitor and evaluate

activities undertaken within the parameters of the Plan

PRIORITY ACTION 15: Council to use the EDP as a Budgeting ToolCouncil will use this Economic Development Plan to budget for, and prioritise, key initiatives as outlined in the Implementation Plan later in this document.


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stRAtEgy 3.2 Recognise the strength of partnershipsIt is essential that the stakeholders in this Economic Development Plan work in partnership towards the objectives, strategies and priority actions identified within the document. Council, government agencies in all tiers of government, industry organizations, business owners/operators and communities play a vital role in the advocacy of the vision outlined in this Plan.PRIORITY ACTION 16: Communicate the Economic Development Vision to StakeholdersAll personnel responsible for managing, implementing and evaluating the Plan are required to be fully conversant with the vision outlined in this document and to be able to advocate for the Region through the objectives, strategies and priority actions outlined in the North Burnett Region Economic Development Plan.

stRAtEgy 3.3Review the Economic Development planPRIORITY ACTION 17: Ensure that the EDP is reviewed annuallyThis Economic Development Plan is not a static document. It is suggested that the Plan is reviewed annually based on monitoring and evaluation data, feedback from the community and changes in the external and internal environments. Changes will be reflected in version numbers as the document is amended and in work plans under the Economic Development Portfolio within Council.


monitoRing AnDEvAluAtionAny Economic Development Plan should include a means of measuring its effectiveness. The following presents a number of key performance indicators that are aimed at providing direction for monitoring and evaluation methodologies to ensure that measurement is begun early in this Plan’s life. Monitoring and Evaluation will primarily be undertaken through the North Burnett Region Futures Board and the strategic management of the Plan. As per the existing NBRF Board structure, reports are tabled at Council meetings and Council is able to provide direction back through the Board on any issues arising. It is suggested that subsequent reporting of the plan performance be presented through the proposed annual North Burnett Region Rural Innovation Summit.

monitoringand Evaluation

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MONITORING AND EVALUATION

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key performance indicatorskpi 1: priority Actions implemented as per the implementation planThe Implementation Plan provides a guide as to the expected timeframes for each action. Reporting against these timelines will give an indicator of the success of the Plan and its take-up in the community.kpi 2: industry DiversityA comprehensive list of businesses will be developed at the outset and business registrations (new businesses) and de-registrations will be monitored throughout the life of the Plan. The numbers of businesses against key industry sectors (as identified in the Plan) will be measured. kpi 3: gross Regional productGRP will be monitored and reported annually; specifically performance in key industry sectors as identified in this Plan. kpi 4: Regional Employment figuresRegional employment figures will also be reviewed and reported annually. This data gives an indication of the diversity of the skill-base of the workforce as well as business capabilities within the Region. kpi 5: Regional population figuresAs previously outlined in this Plan, one indicator of innovation is the diversity of the population. It is expected that, over the duration of this Plan, small changes will be noticed in regional population figures – specifically in the numbers of professional people migrating to the Region. kpi 6: community EngagementThe engagement of community, business and industry leaders in the various consultative processes built into this document will be measured. Participants’ level of satisfaction with the processes and the achievements of these groups will be documented. kpi 7: new innovations in BusinessThe proposed North Burnett Region Centre for Rural Innovation will become a hub of information flows around innovative business developments. Once established and accepting the confidential nature of the developments into account, the Centre will report annually on numbers of businesses assisted and the take-up of innovations in the marketplace. kpi 8: partnerships DevelopedThe number, quality and outcomes of partnerships developed as a result of this Plan will be documented and reported on annually. Specifically, partnerships resulting in research and development activities will be reported on. kpi 9: public AccountabilityThe results of monitoring and evaluation activities will be collated into an annual report to be presented at the proposed annual Rural Innovation Summit to be held in the Region. This Summit will provide a specific point of reporting against all KPIs.


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KEY PERFORMANCE INDICATORS

REfEREncEs AEC Group Ltd 2009 Regional Competitive Advantages of the North Burnett Region. Prepared for Wide Bay Burnett Area Consultative Committee, May 2009.

Australian Government 2007 Background Paper 4: Drivers of Change in Australian Industry (May 2007). Department of Industry Tourism and Resources.

Australian Government 2008 Venturous Australia – Building Strength in Innovation: Report on the Review of the National Innovation System. Department of Innovation, Industry, Science and Research.

Australian Government 2009 National Primary Industries Research Development and Extension Framework. Department of Agriculture, Forestry and Fisheries. Accessed online http://www.daff.gov.au/agriculture-food/innovation/national-primary-industries

Couchman, PK, McLoughlin, I and Charles, DR 2008 Lost in Translation? Building Science and Innovation City Strategies in Australia and the UK. In Innovation: Management, Policy and Practice, Vol 10, Issue 2-3, Oct-Dec, pp 211-223.

Douthwaite, B, Beaulieu, N, Lundy, M and Peters, D 2009 Understanding How Participatory Approaches Foster Innovation. International Journal of Agricultural Sustainability, Vol 7, No 1, pp 42-60.

Elkins, SA, Bell, RR and Reimann, C 2008 Strategies for Regional Innovation: Using the Baldrige Criteria to Develop an Organizational Framework. In SAM Advanced Management Journal, Autumn, Vol 73, No 4, pp 12-19.

Gilmore, R 2009 20 Things You Need to Ask Yourself About Innovation: The Innovation Journey. Australian Institute for Commercialisation.

Jayne, V 2006 Rural Innovation: Turning Green to Gold – What’s driving rural innovation?; Is it necessity, a can-do attitude – or just good management? New Zealand Management. March, p 66.

Plowman, I n.d “Innovation in Rural Queensland: Why Some Towns Thrive While Others Languish.” Accessed online http://www.plowman.com.au/Innovation_in_rural_Queensland.pdf

Queensland Government 2009 Skills Formation Strategy – Agribusiness – Inland Burnett Region.33

Queensland Government 2007 Wide Bay Burnett Regional Plan 2007-2026. Department of Infrastructure and Planning. Accessed online at http://www.dip.qld.gov.au/regional-planning/regional-plan.html

Queensland Goverment 2007 Wide Bay Burnett Rural Futures Strategy 2008-2013. Department of Infrastructure and Planning. Accessed online at http://www.wbbhsn.org.au/site/media//regional_documents/planning%20documents%20rural%20futures%20strategy.pdf

Wide Bay Burnett Regional Organisation of Councils 2006 Demographics of a Lifestyle Region (Wide Bay Burnett). National Institute for Economic and Industrial Research (NIEIR). Accessed online www.wbbroc.org.au

33 Provided in draft form to the authors prior to official release. By the time of publication of this Economic Development Plan, the Skills Formation Strategy document will be readily available.

nbrc economic development 2009-2014

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starfire solutions

wide bay burnett

beef cattle

climate change

dr rowan gilmore

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economic development

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