brisbane 2022 new world city action plan (full report)

BRISBANE2022 N E W W O R L D C I T Y A C T I O N P L A N

ACTIVATING TEAM BRISBANE TO SHAPE OUR NEW WORLD CITY

“ Brisbane is brilliantly positioned to sell to the world the things the world needs. The world needs education and medicine as well as fantastic visitor and amazing cultural experiences.”

- Professor Greg Clark, LEADING GLOBAL URBANIST

Compiled by the Lord Mayor’s Economic Development Steering Committee.

Brisbane 2022 New World City Action Plan: an Economic Agenda to identify and prioritise the city’s actions toward 2022 and beyond.

Brisbane’s highly successful hosting of the G20 Leaders Summit was a defining moment for our city. We took centre stage and showed the world what we were capable of.

I was determined that Brisbane would never look back from this moment; that we would continue the

momentum and strive toward becoming a model for other emerging New World Cities.

Within days of the Summit ending, I tasked the city’s Economic Development Board to form the Lord Mayor’s Economic Development Steering Committee. The Committee has been empowered to think boldly, to bring fresh ideas and help chart a course toward bringing our shared vision of Brisbane as a globally significant, regionally-connected and vibrant metropolis to life.

The New World City we want Brisbane to be is one that is known for its high quality of life, diverse districts and world-class educational institutions.

We want to be a city of opportunity and an international hub of creativity that attracts talent, capital and major events from across the globe.

Our excellence in the education, resources, sustainability, creative and digital industries – combined with our deep business and cultural connections – will see Brisbane become an increasingly influential player in the Asia Pacific. We will see more companies choose Brisbane as a destination to do business and in time, we aim to be at the region’s epicentre of design and culture with a dynamic food, fashion and music scene.

Through our commitment to world-class infrastructure and planning, we will be a top 10 world-class lifestyle city that is friendly, welcoming and inclusive to all.

These are lofty goals but they are achievable.

The Lord Mayor’s Economic Development Steering Committee was charged with providing the guidance, rationale and recommended actions to shape this new and exciting economic and social journey which will help us achieve our goal of doubling the economy by 2035.

To all those who contributed to this visionary report, I sincerely thank you on behalf of our great city and its people. Like you, I look forward to seeing this exciting vision become a reality and create jobs and exciting opportunities for current and future generations.

Graham Quirk Lord Mayor

iii Lord Mayor’s Economic Development Steering Committee 2015

Lord Mayor

On behalf of your Economic Development Steering Committee, I submit to you our report Brisbane 2022 New World City Action Plan which identifies and prioritises the city’s actions toward 2022 and beyond.

Framing the report’s findings is the acknowledgement that Brisbane is undergoing a fundamental shift in what has (mostly) influenced its economy for the past decades.

The most notable shift has been brought about by the end of the ‘construction phase’ of the resources boom – a local spike that was part of a global resources super-cycle driven primarily by the unprecedented and rapid urbanisation of Asia.

Further, the last two decades have seen the Brisbane population expand by 700,000 people.

The wave of interstate and international migration coupled with the resources boom has resulted in ‘distortions’ in the profile of our regional economy. In response, it is time for the city to re-think its approach to economic development.

Taken as a whole, the recent rapid growth has created a lasting positive legacy and a competitive advantage for Brisbane and South East Queensland. With a larger population and deeper pools of more highly skilled people, with renewed infrastructure that has largely kept pace with that growth, and with a much more informed and global outlook, Brisbane has transformed to a major Australian city and a significant player in the Asia Pacific region.

It is from this standpoint we have sought to identify what actions we need to take to capitalise on the opportunity ahead of us, while addressing the challenges we have in certain areas that are potentially limiting our ability to compete globally.

In arriving at the priorities and recommendations that follow, the Steering Committee engaged more than 1000 executives, entrepreneurs, students, government officials, analysts, academics and leaders from the private, public and not-for-profit sectors who devoted many hours of their time to this discussion. We thank them all for their contributions.

This report emphasises the importance of economic development coordination and connectivity. It identifies the city’s growth sectors and also highlights the need for proactive engagement with our next generation and a Team Brisbane approach with a wider SEQ outlook. Together, these thoughts and recommendations will determine how effectively we move forward as Australia’s New World City.

We thank you Lord Mayor for the opportunity to deliver this report.

Ian Klug Chair – Lord Mayor’s Economic Development Steering Committee

– Brisbane Marketing

Brisbane 2022 New World City Action Plan iv

Introduction 01

The Consultation Process 04

The Economic Development Journey 05

Professor Greg Clark Foreword 06

Brisbane’s Economic Snapshot 07

Targets 09

The Plan’s Ambitions for Brisbane 2022 10

Executive Summary 11

Seven Key Economic Priorities 14

Key Recommended Actions 20

What we heard from Industry 84

Conclusion 93

Lord Mayor’s Economic Development Steering Committee 97

Acknowledgements 99

Bibliography 101

Appendix 103

CONTENTS

INTRODUCTIONThe journey toward what it means to be a New World City is as bold as it is exciting. Bold because it warrants a shift in focus. Exciting because that shift unlocks the prosperity potential that will ultimately escalate job creation and improve quality of life today and for future generations.

As such, this report and the recommended actions contained within it, offer a fresh perspective and approach to Brisbane’s next chapter of economic development to become a model New World City.

The Brisbane, Australia’s New World City vision first emerged in 20081. Economists have since used the term to benchmark a range of cities worldwide that have similar traits and assets to Brisbane and arguably the same potential to leverage those assets to elevate them onto the world stage.

These cities:

• Are mid-sized• Are affordable• Are agile• Offer quality education options• Have expert specialisations within a managed metropolis• Offer an optimal work-life balance• Have efficient infrastructure• Have problem-solving capabilities• Have low congestion, inflation and pollution• Are safe and secure

Brisbane now sits alongside a select group of 24 cities that includes Barcelona, Miami, Calgary, Singapore, Tel Aviv, San Diego and Cape Town that all possess New World City attributes. These energetic, emerging global gateways compete for talent, capital, innovation, students, visitors and major events2.

Importantly, one of the key attributes of being categorised as a New World City is preserving the very qualities that initially earned the qualification. That is, like Brisbane, these cities all have a highly desirable lifestyle, an easy commute, generous green spaces, a rich cultural offering, access to globally competitive career and business opportunities, sustainability as a priority, easy access to leisure activities, and a healthy environment.

Developing further as a New World City is anything but a grow-at-all-costs outlook, but rather a strategic, ‘smart growth’ formula that maintains a high quality of life for residents and enhances existing city benefits and assets. This smart growth formula nurtures a strong and diverse economy primarily driven by revenues generated from global markets that purchase skills and products in which New World Cities specialise.

1. Sassen, Saskia, The Global City: New York, London, Tokyo, Princeton University Press, 1991

2. JLL Cities Research Center, City Comparison Report, 2015

01 Lord Mayor’s Economic Development Steering Committee 2015

This is the context of the Brisbane 2022 New World City Action Plan and its recommendations.

Brisbane residents and visitors who enjoy our burgeoning arts and culture scene, the world-class food and entertainment we have and our open, friendly way of life will see those qualities amplified as our New World City continues to evolve.

An economist’s deeper definition of what these cities are or can be poses some challenges for Brisbane, and this report also attempts to address them with recommended mid to long-term actions and strategies.

On a global scale, New World Cities should:

• Be among the world’s top 100 cities for commercial investment

• Be among the world’s top 100 cities for visitors, innovation or brand

• Be in the top 20 in at least one key industry• Be globally recognised for at least one quality

Brisbane’s trajectory is trending the right way to achieve these ambitious benchmarks. Today, it is the 172nd biggest city in the world, but significantly it sits inside the top 80 for globally-linked economies. And since 2000, Brisbane sits among the top 30% of the world’s fastest-growing cities, especially in terms of job creation1.

Our greatest competitive advantage however is the depth of the asset profile upon which we are building.

On Australia’s eastern seaboard, we are the closest capital city to Asia; we have the nation’s largest council – meaning one council, one set of rules – simplifying processes for residents and businesses; we enjoy the benefits of the largest public infrastructure spending program in Australia’s history, with an extensive pipeline of further city-shaping projects to come; we have a cohesive, progressive City Plan; we have more than 75,000 international student enrolments per annum2 and the Southern Hemisphere’s largest Gallery of Modern Art (GOMA) and world-class venues including the award-winning Brisbane Convention and Exhibition Centre (BCEC).

Ultimately, the key to success of this economic blueprint is deep, region-wide collaboration, sharing the load and reaping the benefits.

1. JLL Cities Research Center, City Comparison Report, 2015

2. Australian Education International Student Data Statistics, December 2014

Brisbane 2022 New World City Action Plan 02

WHAT WE HEARD FROM THE INDUSTRY

“We have to sell the fact

we are a SAFE HAVEN in Asia.” • “Create a ‘CONNECTION HUB’ between

industry and educational institutions who have the talent.” • “Invest in a SIGNATURE DIGITAL EVENT for

the city” • “The precinct concept brings greater efficiency by CLUSTERING KNOWLEDGE together.” • “We need to

think about SEQ AS A WHOLE… the integrated market of SEQ.” • “A lot of it doesn’t require investment but BRINGING PEOPLE TOGETHER.” • “There is a big sleeper around AUTOMATION.” •

“We need DESIGN AT OUR HEART in everything we do.” • “This is about a TALENT strategy. It has to be HOLISTIC starting at high school.” • “Key economic precincts can INFLUENCE THE CULTURE of an entire city.” • How do we get Brisbanites (sic) to become ADVOCATES of the

city’s offerings?” • “The BEAUTY OF BRISBANE is in its precincts” • “We need to EDUCATE BUSINESS about the digital dividend that can deliver their bottom line.” • “You keep the city LIVEABLE and provide

for density, housing and a metro system (and) your KNOWLEDGE WORKERS will stay in the city.” • “SOCIAL CAPITAL is a missing

metric” • “If we are a YOUNG, SMART, ENERGETIC CITY, then sports events fit right into that.” • “We want to see

NIGHTLIFE beyond 8pm” • “The value in this BIG DATA is not the data itself, it is what you can turn it into,

KNOWLEDGE.” • “DRIVING INNOVATION inside existing businesses makes jobs.” • “…KEY PRECINCTS can influence the culture of an entire city.” • “We

need LIVING STREETS.” • “a physical centre

location like ‘START-UP LAND’ would

go a long way to connectedness” •

“Prioritise infrastructure. • “We need a digital

thread that weaves a SCALABLE DIGITAL tapestry.”

THE CONSULTATION PROCESSThe great cities of the world are those whose communities share a vision for their city and work together to achieve it. The outcome of that shared goal is enhanced social and economic prosperity for all.

The Lord Mayor’s Economic Development Steering Committee went into the report-planning phase with that as a guiding principle. We sought to embrace and share the insights of our community to deliver a plan that ultimately unites and offers benefit to everyone.

The focus groups and original 150-strong business forum conducted at City Hall in late February 2015 captured the critical thinking of key industries and stakeholders that have the most impact on our local economy and social wellbeing now and into the future. The groups were:

• Small & medium enterprises• Start-ups• International education• Business events• Major events, activation & tourism• Investment attraction• Creative & digital industries• Academic & industry research• Food & agriculture• Knowledge-based corporate services• Energy & resource industries• Key economic precincts• Infrastructure• Brisbane Asia Pacific Creative Forum• Education/workforce development

In some cases, particular industry sector experts were spread across a range of groups to provide insights. In the property sector, for example, representatives from industry associations, consultants, government agencies and public and private developers had a presence in five focus groups. The same can be said of representatives from the arts and sporting communities.

Further to the comprehensive consultation process, a parallel research program was undertaken to provide context to the discourse and also identify key areas of opportunity. The research team included members of the University of Queensland’s School of Geography, Planning and Environmental Management and Brisbane City Council’s City Planning and Economic Development Unit.

The Steering Committee’s findings were also informed by global best practice and experts headed by Professor Greg Clark, one of the world’s foremost urbanists and key advisor to a range of international cities.

The focus groups ran from

early February through April

2015 and comprised

more than 600 attendees. Additional

consultation meetings

resulted in more than 1000

people having input to the

report.


THE ECONOMIC DEVELOPMENT JOURNEY

1986Office of Economic Development for the City

2000Brisbane Marketing established

2007Brisbane Long Term Infrastructure Plan 1st Edition

2011Brisbane’s Unique Window of Opportunity Report

2013Creative Brisbane Creative Economy 2013 - 2022

River’s Edge Strategy

2015Brisbane 2022 New World City Action Plan

1999Economic Development Strategy for

Brisbane

2006Brisbane Economic Development Plan

2006 – 2011

Merger of Office of Economic Development and Brisbane Marketing

2008Transport Plan

2012Brisbane Economic Development Plan

2012 – 2031

Brisbane Access and Inclusion Plan 2012-2017

Brisbane Vision 2012

Brisbane Long Term Infrastructure Plan 2012 – 2031

2014Brisbane City Plan

Brisbane City Centre Master Plan 2014

Youth Strategy 2014-2019

2031

POPULATION: 1,149,401 GROSS REGIONAL PRODUCT: $40b






TARGETS GROSS REGIONAL PRODUCT: $217b

1.5m jobs, $75k per capita income






AN UNPRECEDENTED OPPORTUNITYI offer my congratulations to the Lord Mayor and his Economic Development

Steering Committee for presenting this confident and credible economic agenda for Brisbane’s continued success. The last 10 years have seen major achievements for Brisbane: important infrastructure investments have been completed, job numbers and average incomes have both increased, international students have flocked to the city’s universities, tourism and convention delegates have surged and become great customers for local businesses, major redevelopments have increased the city’s capacity for jobs and homes, Asia Pacific creativity is on show throughout the city, and Brisbane has played host to the world at the recent G20. There has been a step change in Brisbane’s economic progress.

No wonder then that expectations of Brisbane have also risen. The city now pursues a strategy similar to that of other leading cities like San Francisco, Barcelona, Oslo, Santiago de Chile and Tel Aviv. Like them, it remains a city of local character, is very well-managed and enjoys a wonderful natural environment. This, it combines with being a world-leading city for knowledge, an emerging scientific and technological city, an entrepôt for new firms and innovators, a corporate hub and a great location for global events and celebrations. This is what makes Brisbane Australia’s New World City. It has world-class opportunities within a highly liveable metropolis. It knows how to combine global opportunity with local liveability so that it avoids the sprawl, gridlock, smog and crime that seem to distort the achievements of other much larger cities.

This is good news for the people of Brisbane and their families. It is no longer the case that people need to leave Brisbane in order to pursue their careers, to get on, or to go global. The city now provides opportunities for today’s residents and hope for their children and grandchildren. The city will continue to increase its jobs and incomes, to attract customers for local firms, and to funnel success into further public and private investment in amenities that make Brisbane liveable.

This is also a great opportunity for the business and institutional leaders within the city of Brisbane. Large and small employers, universities, air and sea ports, venues, hoteliers, retailers and restaurants should look upon this new economic agenda as an opportunity to build their customer base, enrich their shared reputation and brand and to improve their platform for future success. They can boost those returns by sharing the costs and benefits of investing in success with each other, and with city and state government. A team approach is essential to increase the momentum.

Queensland has an especially important opportunity to make a more substantive contribution to the growth of the Brisbane economy, given the level of taxes it raises within the city, and the key role Brisbane plays in creating opportunities across the state economy.

Finally, this economic agenda should also be seen as an invitation and prospectus to those who have not yet invested in Brisbane, or chosen to visit, to study, or to trade. Brisbane’s new dynamism provides new entrants to the city with exceptional opportunities and momentum. It offers a robust gateway to Asia Pacific and the world, and it provides a welcome and hospitality that is genuine and real.

Professor Greg Clark Urbanist

FOREWORD


BRISBANE’S ECONOMIC SNAPSHOT ■ Fuelled by strong population and employment growth,

Brisbane’s economy increased in real terms by over 60% from $81.6b in 2000-01 to $130b in 2010-2011; contributing almost half (48%) of Queensland’s economic output. (Source: Queensland Government Statistician’s Office, Experimental Estimates of Gross Regional Product, 2000-01, 2006-07 and 2010-11)

■ Brisbane’s economy continues to expand, diversify and strengthen. From mid-2011 to early 2015, employment in Greater Brisbane increased by almost 50,000 additional jobs, taking total employment from approximately 1.1 million to 1.16 million. Going forward, it is expected that as Brisbane strengthens its high-value exporting sectors, employment growth will be strongest in highly skilled occupations, to deliver on target growth of 300,000 additional jobs to the Brisbane economy by 2025-2026 while also contributing to rising average incomes for Brisbane residents (Source: Tourism Research Australia, National Visitor Survey and International Visitor Survey, June 2013)

■ Affirming Brisbane’s ongoing transformation to a knowledge economy, the strongest employment growth has been experienced in the healthcare and professional services sectors. Healthcare grew by almost 25,000 jobs to reach a total of 151,000 in early 2015, while professional services employment increased by almost 19,000 jobs to reach a total of almost 111,000. (Source: ABS Labour Force Statistics)

■ Transformation to a more technology-intensive economy is also visible in the employment data which shows a shift in employment away from manufacturing and agriculture into more knowledge-intensive service sectors (Source: Australian Bureau of Statistics (ABS), 2006-2014)

■ Tourism is one of Brisbane’s largest service exports and as a result of Brisbane’s strong emphasis on conventions, as well as education-related tourism, has proven remarkably resilient. In 2014, the estimated value of visitor expenditure from both domestic and international visitors in Brisbane was around $4.75b. International visitation, which accounts for over 30% of total tourism expenditure, has been growing strongly, recording 912,000 visitors in 2011 and rising to 997,000 visitors in 2014 (Source: Tourism Research Australia, National Visitor Survey and International Visitor Survey, September 2011 and 2014)


■ Greater Brisbane’s population increased by an additional 127,000 people between 2011 and 2014 to reach a total population of 2.27m by mid-2014. This reflects an annual average growth of 1.9% per year between 2011 and 2014 (Source: ABS Regional Population Growth, CAT3218.0, 2013-14)

■ Buoyed by the strong performance of the mining and resource sector, by June 2013-14 the Greater Brisbane economy had grown to $146b. (Source: Brisbane City Council estimates derived from Queensland State Accounts and Queensland Government Statistician’s Office ‘Experimental Estimates of Gross Regional Product, 2000-01, 2006-07 and 2010-11’)

■ Since the global financial crisis, more challenging economic conditions have slowed employment growth in Brisbane. Labour Force Survey data generated by the Australian Bureau of Statistics provides an estimate of employment growth in specific sectors. From the chart below, it can be seen that strongest employment growth since 2011 has been experienced in the knowledge services sector of the economy with energy and resources also growing well but from a much smaller base. Most other sectors have experienced weak growth with food and agribusiness showing the largest contraction in employment since 2011. Further investigation is required to understand the source of growth and decline in each sector over the period.

Average Total Employment 2011

Growth 2011-14

Employment Growth (000’s)

Source: ABS Labour Force Survey 2011-2014 (Unpublished)

-10.0 10.0 30.0 50.0 70.0 90.0 110.0

EMPLOYMENT GROWTH IN BRISBANE’S KEY SECTORS 2011-2014

Knowledge-Based Services

Energy and Resources

Education

Accommodation/Visitors

Creative and Digital

Food and Agribusiness

Advanced Manufacturing

Property and Construction


$217b1.5m

$75kECONOMY

JOBS

PER CAPITA INCOME

TARGETSThe 2012 Brisbane Economic Development Plan set 2031 targets for economic output, employment and per capita income. These remain the guiding benchmarks for the Brisbane 2022 Plan.

In 2031, Brisbane will be a top 10 lifestyle city globally and its high-performing economy will be characterised by deep business and cultural links with the Asia Pacific region.


THE PLAN’S AMBITIONS FOR BRISBANE 2022 LOCAL

• A city that offers an exceptional quality

of life and a breadth of employment

opportunities that means the vast

majority of Brisbane residents need

not go elsewhere to fulfil their career

aspirations

• High average incomes across all socio-

economic groups

• Host 12 drawcard events per year

• An innovative city that expresses its

creativity through new companies,

products, services and ideas relevant to

global markets

• An open, friendly city without the

congestion and socio-economic

divisions found in larger cities

• A diverse, multilingual and multicultural

workforce

• A city with highly visible, connected,

and productive precincts

• A city where business, governments,

institutions and the wider community

work together to build a greater

Brisbane

• A city that helps lead the SEQ/Greater

Brisbane toward thinking, planning,

and taking action to build a stronger

and more inter-connected city with

efficient, reliable, and frequent public

transit infrastructure

GLOBAL

• A mid-sized Asia Pacific hub that is a leader in defining and refining a new Asia Pacific culture and identity

• A connected city through world-class infrastructure, strong international networks, direct flights to key hub cities, trade and innovation exchange

• A city that is a magnet for talented Australians and immigrants, resulting in a diverse population that facilitates connections and trade with all parts of the world

• A recognised centre of higher education with specific relevance to the Asia Pacific region

• A leading city in the ‘business of cities’

• A leading education hub in the Asia Pacific

• One of the world’s top 60 cities

for foreign direct investment

• In the top 20 cities globally in at least

one key industry

• Strong growth sectors that collaborate locally to compete globally

• In the top 50 destinations for international conferences, with total delegate days across all business events of 600,000 per year

• Be among the world’s top 100 most-visited cities


Executive Summary

11 Lord Mayor’s Economic Development Steering Committee 201511 Lord Mayor’s Economic Development Steering Committee 2015

The Brisbane 2022 New World City Action Plan aims to define the priorities that will drive Brisbane’s economic growth for the next seven to 10 years and beyond.

In doing so, it recommends a fresh approach that will transition the city’s current economic profile to be more globally focused and sustainable for the long term.

The report was compiled by the Lord Mayor’s Economic Development Steering Committee (LMEDSC) which consulted with 1000 people who represented more than 500 different local, national and international organisations. These individuals and groups informed and formulated the recommendations in this report.

The findings of this report collectively offer a vision of Brisbane as a model New World City.

In shaping its findings, the LMEDSC considered a number of important factors:

• The forecast population growth of the South East Queensland region to more than six million by 20501

• The slowing of the construction phase of Queensland’s major resources projects

• Integration with relevant existing strategies and policies such as the Brisbane Economic Development Plan 2012-2031 and the Federal Government’s 2015 Intergenerational Report: Challenge of Change

• The city’s historic focus on population-servicing industries as the major contributors to Gross Regional Product

• The potential to work much closer with the wider SEQ region to deliver larger-scale outcomes and benefits

• Global trends that suggest challenging economic conditions for the next decade

The LMEDSC’s own mandate was to focus on actions aimed at delivering strong job creation for future generations and, as the city continues to grow, maintain and enhance the high quality of life Brisbane residents currently enjoy.

In a fresh approach to the city’s economic development strategy, this report defines seven key priorities, identifies Brisbane’s eight industry growth sectors and recommends specific actions to shape a New World City economy for long-term growth and job creation.

1. ABS, 3105.0.65.001 and 3101.0; and Queensland Government Population Projection, 2011 edition (medium series)



Brisbane Global Network

New World City Alliance

“Next Generation” Driven

Attracting Global Capital

Global Thought Leadership

Clean

Competitive

$217b Economy (by 2031)

Sustainable

Welcoming

1.5m Jobs (by 2031)

$75k per capita income (by 2031)

BRISBANEASIA PACIFIC HUBNEW WORLD CITY

BRISBANE2022 N E W W O R L D C I T Y A C T I O N P L A N

Home of Asia Pacific Cities Summit

Connected

Friendly

Team Brisbane

More Asia Pacific Regional HQs

Asia Pacific Education Hub

Home of World Science Festival

Centres of Excellence

Top 60 cities for foreign direct investment

Top 10 lifestyle city

Inclusive

Green

Asia Pacific Tourism Hub

Asia Pacific Start-up Hub

World-class Infrastructure

Home of Asia Pacific Screen Awards

Home of The Asia Pacific Triennial of Contemporary Art (APT)

Home of Brisbane Asia Pacific Film Festival

Innovative and Connected

Global Talent Attraction

Model New World City


SEVEN KEY ECONOMIC PRIORITIES

Asia Pacific Cultural Hub

Diverse Districts and Productive Precincts

Brisbane Global Network

New World City Alliance

“Next Generation” Driven

Clean

Accessible

Global Resource and Energy Hub

Min. of 12 drawcard events per year

Brisbane region Approach (SEQ)

TALENT AND SKILLS

DIVERSE DISTRICTS AND PRODUCTIVE

PRECINCTS (BUSINESS IMPROVEMENT AREAS)

SMALL AND MEDIUM ENTERPRISES

BRISBANE REGION APPROACH

TEAM BRISBANE

START-UP ECOSYSTEM

Knowledge-Based and Corporate Services

Accommodation and Visitor Economy

Higher and International Education



Property Development and Construction


Food and Agribusiness

BRISBANE’S GROWTH SECTORS

2

3

45

6

7

1

The key growth sectors defined in Economic Priority One (page 14) have been identified as the city’s primary economic drivers based on:

• Sectors that are, or have the potential to be, globally traded or part of global supply chains

• Sectors that are major employers in Brisbane

• Sectors that align with those identified by the Federal Government as Australia’s growth sectors.

It is the determination of the LMEDSC that focusing on these sectors will have the biggest influence on transitioning Brisbane’s current economic profile.

Adopting these seven economic priorities and implementing the recommended actions associated with them (pages 27-82) signals a new approach to economic development and will set a course for Brisbane to mature as a model New World City.

For the city to achieve this, the report also recommends a number of transitions that will need to occur.

They are:

• Ensure Brisbane’s workforce is closely aligned to local industry needs and city ambitions;

• Support the growth and development of its eight key industry sectors;

• Precincts and districts need to be shaped and celebrated for their unique specialisations;

• Create a globally facing entrepreneurial ecosystem;

• Enable industries easier access to global markets;

• Enhance our world-class lifestyle with timely infrastructure delivery and proactive planning;

• Seek stronger engagement and alignment of all levels of government, industry, academia and research, youth and the wider community;

• Adopt a cohesive globally-competitive Team Brisbane approach;

• Create a new and agreed vision, strategy and shared agenda for the Greater Brisbane and SEQ region;

• Seek new and sustainable funding approaches enabling the city to resource its economic development aspirations


THE PATHWAY TO SUCCESS

This report makes three important determinations derived from extensive industry, government and community consultation, National Institute of Economic and Industry Research data measuring sector contributions to Brisbane’s Gross Regional Product and benchmarking city-based economic development across world’s best practice.

1. Identification of Brisbane’s eight key growth sectors prioritised for their projected potential to drive the future growth of the regional economy through trade in global markets

2. Identification of Brisbane’s ten competitive platforms that the identified growth sectors require to prosper and grow

3. Embracing the economic development focus (seven priorities and their associated recommended actions) that provides an important contribution to ensuring our platforms are supporting the aspirations and long-term needs of our key growth sectors

A healthy and growing economy earns its income through its traded (‘exportable’) sectors. These business sectors require a diverse set of competitive platforms providing a contemporary, dynamic, responsive, supportive supply chain and operating environment that enables their success in the global marketplace.

This report proposes adopting a Growth Sector/Competitive Platform framework (see pages 25-26) to demonstrate and inform Brisbane’s new approach to economic development.

With this framework in place, Team Brisbane, Brisbane City Council, its partners and delegated Economic Development Board (Brisbane Marketing) will become the connective tissue


In shaping and transitioning the domestic economy to a New World City approach to growth management, the LMEDSC recommends the city LEAD, ACTIVATE and/or PROMOTE a range of recommended actions ranging in scope from broad infrastructure projects to specific localised initiatives that have timed relevance from 2015-2022.

1. KPMG; based on data from the ABS; relevant State Government planning authorities: The Australian, 9 May 2015

in the local economy. These entities will provide complementary roles and functions that will not only help industry but also inform and support its partners in government, education, research, industry and the investment and wider community.

The report also emphasises the need for strong collaboration from an SEQ-wide perspective.

The city is about to enter a critical phase of its development, propelled by continued population growth and likely ongoing shift in its current growth drivers.

Respected demographer Bernard Salt recently released projections for the growth of Australia’s largest cities to 2050 and this was a strong consideration for the LMEDSC in prioritising its actions. This growth projection suggests that in 35 years, the Greater Brisbane/SEQ region (including Toowoomba, Gold Coast and Sunshine Coast) will have a combined population of 6.11 million, which is one million people more than today’s Greater Sydney/Wollongong/Newcastle area and more than the entire Victorian population today1.

Preparing for this level of growth and the infrastructure, lifestyle and economic challenges and benefits it poses was a strong influence on the recommended actions that follow. Moreover, the growth forecast highlighted why the city’s current approach to economic development needs to be adapted and aligned to future needs.

The recommended actions deemed the most important first steps in this transition are outlined opposite.


DIVERSE DISTRICTS AND PRODUCTIVE PRECINCTS (PAGE 56)

BRISBANE’S GROWTH SECTORS (PAGE 30)

TALENT AND SKILLS (PAGE 52)

START-UP ECOSYSTEM (PAGE 62)

SMALL AND MEDIUM ENTERPRISES (PAGE 70)

BRISBANE REGION APPROACH (PAGE 74)

TEAM BRISBANE (PAGE 78)

THE SEVEN KEY ECONOMIC PRIORITIES

3

12

4567


KEY RECOMMENDED ACTIONS

1 BRISBANE’S GROWTH SECTORS

The report recommends focusing on eight specific industry sectors that will have the biggest impact transitioning Brisbane’s current economic profile to be more global-facing.

Those industries are:

• Knowledge-based and Corporate Services

• Accommodation and Visitor Economy

• Higher and International Education

• Energy and Resources

• Creative and Digital

• Property Development and Construction

• Advanced Manufacturing

• Food and Agribusiness

These sectors have been identified as the city’s future key economic drivers based on the fact they have the potential to be globally traded or part of global supply chains; are major employers in Brisbane; align to those identified by the Federal Government as Australia’s growth sectors.

Recommended Actions

1. Provide support for Brisbane businesses that trade globally to help them compete and grow (Brisbane’s eight growth sectors)

2. Attract more regional Asia Pacific headquarters and centres of excellence; more leading education institutions and student accommodation; more tourism infrastructure, more vibrant precincts and strategic infrastructure; more Brisbane-based businesses in our eight key growth sectors

3. Activate and promote Brisbane’s Knowledge-Based and Corporate Services capabilities to global markets with emphasis on the Asia Pacific region. Includes business delegation missions to key markets

4. Explore a new tourism funding model so we can increase visitation for the tourism and accommodation sector through an Events and Conventions Bid Fund

5. Attract and grow major events; our goal is at least one significant drawcard event per month

6. Win more conventions and business events by hosting 40 international

conferences per year, 50,000 delegate days per month, consistently earning a top 50 International Congress and Convention Association ranking city in the world

7. Brisbane Marketing will seek to develop at least four significant city-wide sponsorship partnerships with major corporations in Asia to assist with the city’s economic development aspirations

8. Build upon Brisbane’s post-G20 profile with a bold 2022 New World City international campaign

9. Secure more direct international airline services and attract more visitors via our current connections

10. Pursue cruise ship terminal opportunities to attract more cruise ships and passengers and leverage Brisbane’s attractions via the river and Moreton Bay

11. Establish Brisbane as a leading Asia Pacific Cultural Hub by escalating the prominence of the Asia Pacific Screen Awards, Brisbane Asia Pacific Film Festival and other cultural events


2 TALENT AND SKILLS

In a knowledge economy, talented people are the most essential and most scarce resource. The majority of focus groups suggested Brisbane’s lifestyle was a core competitive advantage to attract and retain skilled people to/in the region.

Recommended Actions

1. Attract and retain students and talent from all over the world as a leading Asia Pacific Education, Enterprise and Career Hub

2. Develop a Team Brisbane talent and skills group to work with and advise industry and providers on Brisbane’s education and training needs

3. Create a Lord Mayor’s Global Student Internship program engaging Brisbane businesses to provide more employment and enterprise pathways for our students

4. Create a Lord Mayor’s international talent repatriation program as part of Team Brisbane Global Network to encourage former residents and students to work and live in Brisbane

5. Create a Lord Mayor’s ‘Next Generation’ Engagement program to provide opportunities for the leaders of tomorrow to play a significant role in shaping Brisbane’s future

6. Increase the number of CoderDojo graduates from 600 to 1200 per annum

7. Start a ‘City Education Showcase’ program that offers potential students a two-week orientation to influence their decision to study in Brisbane

3 DIVERSE DISTRICTS AND PRODUCTIVE PRECINCTS

An important aspect of our New World City evolution is the identification and shaping of our unique precincts and districts, which reflect our industry, retail and entertainment clusters.

Recommended Actions

1. Map Brisbane’s key districts and precincts by industry clusters and defining attributes, to identify and prioritise trends and opportunities

2. Create a Business Improvement Area (BIA) fund to incentivise asset owners and provide a catalyst for new initiatives that accelerate the development of key strategic areas

3. Activate city-wide meetings between key precincts to share knowledge, coordinate efforts and foster greater collaboration


4

START-UP ECOSYSTEM

Technology-based jobs have a larger multiplier effect than jobs in any other sector and are central to New World City economies. It’s been found that for each new position filled in the sector, five additional jobs are created in other sectors.

Recommended Actions

1. Lead Brisbane Entrepreneurship 101 training program to inspire our city’s future entrepreneurs

2. Co-create Brisbane start-up hub through a joint venture special purpose vehicle

3. Lead Asia Pacific entrepreneur attraction and exchange program

4. Double Brisbane’s Visiting Entrepreneurs program

5. Create an Asia Pacific region start-up and creative event in Brisbane

5


Brisbane’s SMEs will play an important role in the evolution of our New World City economy. As such, enhanced education, support, networking and collaboration have been prioritised.

Recommended Actions

1. Develop Brisbane Marketplace, an online collaboration platform for start-ups and SMEs, which will enable local businesses to connect with the community to access the resources they need to innovate and grow

2. Work with CCIQ, State Government and small business networking & advocacy groups to coordinate education, networking and development opportunities

3. Create a digital connectivity map for Brisbane, highlighting for business the alignment of high-speed broadband provision

4. Change Council procurement processes to be more accessible for SMEs and start-ups

6 BRISBANE REGION APPROACH

This report considers the Brisbane economy as a much larger SEQ footprint. Growth, tourism, export, investment and infrastructure strategies therefore must take a regional perspective.

Recommended Actions

1. Form a Brisbane region Economic Development Steering Committee to oversee Brisbane 2022 Plan implementation

2. Engage Council of Mayors (SEQ) to investigate the feasibility of appointing a Chief Economist

3. Activate Brisbane region ‘earn back’ funding model based on economic growth

4. Activate and leverage Brisbane region industry support of Commonwealth Games. Continue to explore feasibility of 2028 Olympic Games bid

5. Work with Council of Mayors (SEQ) on regional collaboration for future infrastructure, public transport, freight and logistics requirements for SEQ

6. Pursue ongoing alignment of Brisbane’s land use, infrastructure and economic development strategies



7 TEAM BRISBANE

One of the strongest recurring themes from the focus groups was the need to develop a more effective approach to system coordination that achieves a better connected economic development ecosystem.

Recommended Actions

1. Continue to grow Team Brisbane culture across the wider Brisbane region

2. Develop new economic development funding models and partnerships that deliver Team Brisbane co-investment based on shared responsibility, shared costs and shared benefits

3. Lead development of a Team Brisbane Global Network program to encourage global participation in Brisbane 2022 New World City Action Plan

4. Lead a New World Cities Alliance to strengthen Brisbane’s global positioning as a model New World City and inform context, content and partnerships for the Asia Pacific Cities Summit

“ The precinct concept brings greater efficiency by clustering knowledge.”

“ Think about Greater Brisbane as an entity including north and south coasts, Ipswich, and Toowoomba. From that approach there is an obvious need for much better connectivity.”

“ Networks – tapping into the global market, international expat community and other entrepreneurs for solutions and opportunities. Being strong locally, but building international networks.”

“ Build on our people/knowledge capital as Brisbane’s point of difference – with appropriate governance. Create entrepreneurial zones, but not in isolation.”

“ We need design at our heart, in everything we do.”

WHAT WE HEARD FROM FOCUS GROUPS

➔

➔

A NEW APPROACH TO ECONOMIC DEVELOPMENT

BRISBANE’S COMPETITIVE

PLATFORM


OUR NEW WORLD CITY ECONOMY


Food & Agribusiness

Property Development and

Construction



Knowledge-Based and Corporate

Services


Higher and International

Education


Brisbane Australia’s New World City (Our vision, brand and its awareness)

Talent and skills (PRIORITY #2)

Diverse districts and productive precincts (PRIORITY #3)

Start-up / entrepreneurial ecosystems (PRIORITY #4)

Infrastructure, logistics and connectivity (PRIORITY #6)

Supportive Brisbane business climate (PRIORITY #6, #7) driven by Brisbane region(SEQ)/Team Brisbane approach

Investment promotion and facilitation (PRIORITY #1)

Major events, business events and city activation (PRIORITY #1)

Local population sectors (PRIORITY #5)

Research and innovation (PRIORITY #1)

The competitive platform/growth sector framework enables acute focus for economic development decision-making. It is a holistic, macro approach that also identifies, interprets, prioritises and targets specific needs. Significantly, it is a fluid model constantly evolving and shaping best practice through ongoing consultation with industry sectors and platforms. This recalibration of how our economy’s component parts are aligned and interlinked to derive increasing revenues from global markets results in increased city prosperity for all industry sectors.

This new approach is how a New World City economy works.

THE COMPETITIVE PLATFORM MODEL


All Recommendations by PriorityLEAD, ACTIVATE, PROMOTE


“ It all comes down to two things. A sense of urgency understanding that we’re in a competitive global market and we also need to have an absolute Team Brisbane spirit... that means all working as one to make sure that combined thought-power drives us forward.”

- LORD MAYOR, GRAHAM QUIRK

“ If you only trade with yourselves, your economy virtually diminishes. Trading with the world is the number one idea.”

-Professor Greg Clark

PRIORITY ONE


PRIORITY ONE

PRIORITY ONE:


Accelerating Brisbane’s growth sectors is the fundamental shift in economic focus the city needs in the post-construction phase of the resources boom.

One of the report’s key findings is that the city must find ways to generate revenue from outside its regional economy and to that point, significantly, Brisbane is also fortunate to have inherent specialisations in the industries the world wants.

This economic priority identifies what key growth sectors are in most demand globally, that is, what we can derive most ‘export’ income from. Priority one also highlights the industries that are equally important, driving our domestic economy, acting as the supports and inputs that enable the international activities to optimise and grow.

It is important to note exportable (ie. traded) sectors include not only the exporting companies themselves but also the companies in their supply chains that are contributing to the exporting companies’ performance and ‘indirectly exporting’, even though their customers are local. These clusters also include those institutional supports (specialised legal and financial services/specialised programs offered through higher education/specialised research institutions) that support the sector going into global/export markets.

As outlined in this report, both traded and non-traded (ie: population-servicing industries) are vital to Brisbane’s future growth as Australia’s New World City. We recognise the need for prioritisation of resources towards the productivity and access to global supply chains for Brisbane’s major growth industries. Recommended actions to escalate that process follow.


One of the clearest indicators highlighting the imperative for this change in focus of the city’s approach to economic development is comparative benchmarking of Brisbane’s economic profile to that of other major Australian cities.

The pie charts on the following pages (pages 33-34) demonstrate that Brisbane is a growing, emerging economy with an opportunity to target its identified strengths and improve its proportionate percentage of tradable sectors.

Specifically, the charts constructed from the latest census data demonstrate that population-serving sectors contributed more than half of the growth in the Brisbane economy over the last decade. This can be explained by the rapid population growth through the 1990s and 2000s that drove demand in population-serving industries.

It is time to shift the thinking of how we approach economic development in our city by looking forward to how we can compete globally.

Working closely with the eight identified key growth sectors will inform strategies in education, research, precincts, talent, and all of the competitive platforms in Brisbane and its regions. Economic development is a close-contact business and requires constant contact with the businesses and institutions that support Brisbane’s eight growth sectors.

The Lord Mayor’s Economic Development Steering Committee, industry groups, economists and leading research teams have identified eight growth sectors that will have most impact on Gross Regional Product movement.

PRIORITY ONE


PRIORITY TWO

PRIORITY ONE


BRISBANE’S COMPARATIVE ECONOMIC PROFILE

Contribution to GRP Growth Brisbane (%) 2001 - 20111

Contribution to GRP Growth Sydney (%) 2001 - 20111

■ Technical Services

■ Wholesale

■ Other Business Services

■ Finance & Insurance

■ Tertiary & Other Education

■ Coal, Oil & Gas

■ Mining Services

■ Food Manufacturing

■ Metals

■ Gas, water

■ Machinery

■ Construction

■ Health Services

■ Public Administration

■ Social Services

■ Public Order

■ Property Services

■ Road Transport

■ Other Transport & Storage

■ Rail Transport

■ Personnel Services

■ Other





■ Wholesale

■ Publishing

■ Telecommunications

■ Food Manufacturing

■ Chemicals

■ Construction

■ Health Services




■ Rail Transport


■ Accommodation

■ Social Services

■ Road Transport

■ Food Retailing

■ Other Retailing

■ Other

BRISBANE

SYDNEY

PRIORITY ONE

1. BCC analysis derived from unpublished estimates of capital city industry GRP prepared by the National Institute of Economic and Industry Research (NIEIR) (2015)


Contribution to GRP Growth Melbourne (%) 2001 - 20111

Contribution to GRP Growth Perth (%) 2001 - 20111





■ Telecommunications

■ Publishing

■ Coal, oil & gas

■ Mining Services

■ Other Mining

■ Metals

■ Health Services

■ Construction


■ Social Services


■ Accommodation


■ Public Order

■ Cafes, restaurants

■ Food Retailing

■ Rail Transport

■ Other



■ Other Mining


■ Wholesale


■ Coal, oil & gas

■ Metals

■ Mining Services

■ Machinery

■ Construction

■ Health Services



■ Social Services

■ Public Order

■ Road Transport



■ Preschool & School Education

■ Other Retailing

■ Other

MELBOURNE

PERTH

PRIORITY ONE

1. BCC analysis derived from unpublished estimates of capital city industry GRP prepared by the National Institute of Economic and Industry Research (NIEIR) (2015)


BRISBANE’S GROWTH SECTORSFocusing on the sectors with the most growth potential and relevance to future demand will be a key lever for the next phase of economic development. This will advance the city’s profile toward a New World City economy.

The research and consultation points to eight defined growth markets in Brisbane and the wider area:

1. Knowledge-based and Corporate Services

2. Accommodation and Visitor Economy

3. Higher and International Education

4. Energy and Resources

5. Creative and Digital

6. Property Development and Construction

7. Advanced Manufacturing

8. Food and Agribusiness

Recommended Actions across Brisbane’s Growth Sectors

1. LEAD, ACTIVATE and PROMOTE Brisbane’s growth sectors through increased attention by Brisbane’s Economic Development Board to become highly connected to key businesses within priority sectors to assist with supply chain, talent, investment, innovation, research, market access, logistics and networking opportunities for growth and development

2. LEAD, ACTIVATE and PROMOTE Brisbane 2022 New World City international campaign targeted to support the acceleration of Brisbane’s eight growth sectors’ global market connectivity and growth

3. PROMOTE the success, opportunities and challenges of Brisbane’s growth sectors to increase awareness of their key role in Brisbane’s future economic growth

PRIORITY ONE


1. KNOWLEDGE-BASED AND CORPORATE SERVICES

Knowledge-Based Services (KBS) include corporate head offices and significant branch offices, the professional services (accounting, legal, engineering and design and management consulting) that serve these corporates, as well as other tradeable knowledge-based services such as architecture and town planning. Knowledge-Based and Corporate Services are one of the fastest-growing export sectors in Brisbane, and one of the largest.

Graph 11 (page 109) shows that from the latest census data, Sydney had the largest and most specialised KBS sector, but one that was nearly flat in terms of job growth. The cluster bubble graph suggests that Sydney was traditionally a major exporter of these services to the rest of Australia, but that over time, these activities are spreading out to other capital cities. While Brisbane is not highly specialised in this sector, it should continue to grow significantly.

Graph 12 (page 109) shows that Brisbane has made strong gains in the Knowledge-Based and Corporate Services sector. In 2011, Brisbane accounted for around 11% of Professional Services jobs in Australia, up from 9.5% in 2001.

KBS will be increasingly important to Brisbane. The sector is a large part of the traded economy and provides high-paid jobs. Between 2011 and 2014, employment in the Brisbane sector grew by 18%, from 67,000 employees to 79,000 employees1 2.

Recommended Actions

1. ACTIVATE and PROMOTE the pursuit of regional (Australian/Asia Pacific) headquarters for Brisbane region’s eight international growth sectors to be located in the South East Queensland region. Deliver on specific targets relevant to our future international market sectors and important regional market sectors basing the city’s pitch on access to clients, markets and supply chains, finance, talent, research and innovation, alignment to city agenda and aspirations and affordability

2. PROMOTE Centres of Excellence based upon our Knowledge-Based and Corporate Services strengths including subtropical design, subtropical disease research, and disaster recovery

3. ACTIVATE and PROMOTE Brisbane’s Knowledge-Based and Corporate Services capabilities to global markets with emphasis on Asia Pacific region. Includes business delegation missions to key markets

PRIORITY ONE

1. Australian Industry Report 2014’, Office of the Chief Economist, Department of Industry, Canberra, 2014

2. ABS 2006 and 2011 Census of Population and Housing, Australian Bureau of Statistics


PRIORITY ONEPRIORITY ONE


2. ACCOMMODATION AND VISITOR ECONOMY

The visitor economy touches many parts of the Brisbane economy – from hotels to restaurants and taxis and much more. However, because the vast bulk of business for restaurants, fast food, taxis etc. is still the local market, accommodation provides the most accurate measure of the visitor economy impact in Brisbane and other capital cities.

Not surprisingly, Sydney is Australia’s largest and most specialised capital city in hospitality with Melbourne and Brisbane in second and third place, Graph 4 (page 107).

Graph 5 (page 107) unbundles Brisbane’s hospitality cluster, illustrating that accommodation is the largest employer in the sector. Graph 4 (page 107) shows that employment in accommodation, though highest in Brisbane at just under 2% per year, is growing more slowly in every one of the capital cities than average employment across all sectors of 2.3% per year1.

Beyond creating employment in hotels and restaurants, international visitation is particularly important as it can help to “internationalise” a city and creates demand for specialised infrastructure (ie. direct international flights, language translators, etc) that is also valuable for international trade and investment. International visitation may also lead to future students, migrants, conferences, trade and investment.

Between 2012 and 2014, hotel room nights occupied in Brisbane by international visitors grew by 10%, and international visitors accounted for up to 57.5% of the room nights occupied in Brisbane2. The city has been successful in increasing the supply of rooms available from 12,755 to approximately 13,570, and has seen the addition of six new four or five star hotels. Brisbane’s accommodation and visitor economy sector now must work to stimulate the demand for those additional rooms through collaborative marketing, business development, and particularly through major tourism and business events.

The business events sector augments economic activity well beyond directly measureable metrics, underpinning knowledge creation and exchange, innovation and investment among other positive impacts.

Recommended Actions

1. LEAD a new tourism funding model so we can increase visitation for the tourism and accommodation sector through an Events and Conventions Bid Fund

2. LEAD the growth of Brisbane’s major events calendar over the next five years to feature a minimum of one significant drawcard event per month, including one signature creative/cultural event per quarter, as well as nurture and leverage the many sporting, cultural and community events to drive visitation

PRIORITY ONE

1. Australian Bureau of Statistics (ABS), 2006

2. Tourism Research Australia, National Visitor Survey and International Visitor Survey, June 2013


3. LEAD, ACTIVATE and PROMOTE the expansion of Brisbane as a leading Asia Pacific Cultural Hub by championing an increased focus on Asia Pacific culture. This will be achieved through engagement with the city’s creative and cultural leaders on significant drawcard events including Asia Pacific Screen Awards, Brisbane Asia Pacific Film Festival, Asia Pacific Triennial, Big Sound, World Science Festival, the Brisbane Festival and Creative3

4. LEAD the Brisbane business events industry to achieve a consistent ranking in the top 50 global ICCA rankings by 2022 as a result of hosting an average of 40 international association meetings per year1

5. LEAD a new Lord Mayor’s Brisbane Convention Scholarship Program that engages emerging leaders in the fields of academia, research, government and Brisbane’s key industry sectors who will be encouraged to become Brisbane’s future conventions champions (ambassadors)

6. LEAD the Brisbane business events industry to increase Brisbane’s share of Australia’s business events market by winning business and then promoting delegate acquisition to deliver an average of 50,000 delegate days per month1

7. LEAD Brisbane’s Asia Pacific focus on business events to secure greater conventions and incentive business from Asia-based entities

8. LEAD the development of at least four significant city-wide sponsorship partnerships with major corporations in Asia to assist with the city’s economic development aspirations

9. LEAD the identification of key sites for new tourism infrastructure (>$100m) and target international tourism operators to develop new attractions for the Brisbane region

10. LEAD, ACTIVATE and PROMOTE a new wave of tourism entrepreneurs in Brisbane to develop new and improved, globally relevant New World City products and experiences that meet the of needs of tourists and travel trade from Brisbane’s key source markets

11. ACTIVATE Brisbane’s food and event industries to promote Brisbane’s ‘gastronomy’ offering and deliver a major event featuring the local food chain which positions Brisbane and the region as a leading ‘food bowl’ of Australia and Asia

12. ACTIVATE engagement with major tourism operators in Brisbane to understand how increased investment could enable growth in the city’s visitor capacity

PRIORITY TWOPRIORITY ONE

1. International Congress and Convention Association


13. PROMOTE cruise ship terminal opportunities to attract more cruise ships and passengers and leverage Brisbane’s attractions via the river and Moreton Bay

14. PROMOTE Brisbane as a tourism and business events destination through integration of the New World City campaign targeting key source markets and decision makers

15. PROMOTE a South East Queensland regional proposition for international business and leisure visitation under a ‘Brisbane First’ destination gateway strategy to provide an authentic and complete Queensland and Australian experience

16. PROMOTE, support and collaborate with BAC, TEQ and other industry stakeholders to maximise potential of existing airline routes and procure new priority direct flights to Brisbane from key target destinations to enhance Brisbane’s business and tourism connections (Shanghai, Beijing, Jakarta, Chengdu, India, USA, New Zealand and Korea)

17. ACTIVATE and build the delegate and visitor experience through the following actions:

a. Market the city’s assets and culture to conference organisers and delegates (to win events and then to win more delegates), tourism wholesalers and retailers and visitors

b. Lead delegate acquisition and boosting efforts to maximise the number of delegates attending business events and their length of stay

c. Improve connected and welcoming delegate experience including access to public transport and attractions

d. Improve city-wide support for conference organisers and tourism operators

e. Activate the development of new and improved products and experiences that meet the needs of tourists and trade and deliver a set of high-quality visitor experiences

f. Improve way-finding and area branding to lead visitors to local precincts, attractions and experiences

g. Activate the improvement of Brisbane’s digital concierge offering for convention delegates and leisure visitors

h. Undertake extensive China-ready education programs with China travel trade and key industry partners

i. Work with successful proponent of Queens Wharf PDA on its Tourism, Major Events and Conventions Strategy

PRIORITY ONE


3. HIGHER AND INTERNATIONAL EDUCATION

The Universities and International Education sector, much like research and commercialisation, is both a key traded sector and a part of Brisbane’s competitive platform (through its links to skills, research and global networks).

International Education is the largest single service export sector in Brisbane, bringing about $2-3 billion1 of spending into the region each year (based on approximately 75,000 international student enrolments in university, VET and pre-university language courses). In addition to this immediate economic impact are the longer-term strategic benefits from having a more diverse community, a potentially more diverse workforce and lifelong connections through alumni networks and goodwill2.

Our universities and tertiary institutions are a major economic generator, employing around 28,000 workers in the Brisbane region. They are also major enablers for all of the other traded clusters through the education of students contributing to tomorrow’s workforce and contract research. The international students are also contributors to Brisbane through their global networks and as transmission points for global ideas and innovation3.

Universities and other education and research institutions are natural partners in any economic strategy.

They are also very dependent on the success, prosperity and quality of life of the city region as they compete for students and world-class academic professionals.

The focus group on this topic mainly considered opportunities to expand international education in Brisbane and the region.

Recommended Actions

1. LEAD the development of a Student Accommodation Investment Strategy for Brisbane that increases high-quality, purpose-built student accommodation options for students in Brisbane. Develop existing sites or the adaptive re-use of commercial buildings in appropriately zoned areas within the city and its fringe

2. LEAD a dedicated investment attraction strategy to secure highly respected education institutions, with known specialisations required by the eight growth sectors, to establish campuses in Brisbane which will enhance our reputation and capacity as a leading Asia Pacific education hub

PRIORITY ONE

1. International Education in Brisbane, Economic Impacts and Implications for Marketing Report, Giles Consulting International Pty Ltd, December 2013


3. Australian Bureau of Statistics (ABS), 2006-14


3. LEAD and activate Study Brisbane ‘in market’ campaigns through targeted online, international and interstate recruitment, with strong support from educational institutions and State Government

4. ACTIVATE the education sector, business leaders and the wider community to strengthen Brisbane’s offering and positioning as one of the leading education destinations in the Asia Pacific. Specific initiatives include;

a. Create education, research and residential campuses in Brisbane

b. Implement the Student Placement and Employment Pathways scheme for students in Brisbane (Lord Mayor’s Global Student Internship Program)

c. Ensure the Brisbane start-up hub aggressively targets and is accessible to Brisbane’s international student community

d. Implement a city-based Student Alumni program as an integral part of the Team Brisbane Global Network

e. Greater integration of students into the Brisbane community by;

i. Expansion of Brisbane’s Student Welcome Ceremony to a broader community celebration

ii. Maintain student friendship ceremonies to recruit students into placement/employment pathways and volunteer programs

iii. Double Student Ambassador program

5. ACTIVATE a ‘City Education Showcase’ program that offers potential students a two-week orientation (winter school) to influence their decision to study in Brisbane

4. ENERGY AND RESOURCES

This sector is dominated in Australia by Perth and Brisbane, Graph 9 (page 108). The graph demonstrates Perth was slightly more specialised in Energy and Resources than Brisbane and has more people working in it. Brisbane’s employment in this sector has grown between 2011 and 2014 by approximately 4000 additional workers.

The two cities each have different specialisations in this sector, with Brisbane more specialised in coal mining and on-shore gas

PRIORITY TWOPRIORITY ONE


extraction, Graph 10 (page 109) while Perth is primarily focused on iron ore and off-shore oil and gas exploration and extraction.

Although there is much talk about the end of the mining boom, if anything we are experiencing the end of a period of major capital expenditure and about to embark on the next cycle that focuses on global production for energy and resources projects1.

For Brisbane in this sector there is a particular opportunity to grow businesses in the technology and services that are provided to the global market2.

Recommended Actions

1. LEAD the collaboration of Brisbane’s bid as the national hub for the Mining Equipment Technology and Services Growth Centre

2. LEAD investment attraction and industry development programs to create larger critical mass and global value chain connections that establish Brisbane as a global centre of excellence for technology and services to the energy and resources sector. These programs will leverage the current and developing world-class niche capabilities of the city

3. ACTIVATE local industry groups to share information, identify key capabilities and collaborate to better translate research across the sector into commercial applications for both existing and new enterprises

4. PROMOTE the local industry’s existing critical mass, reputation, liveability, specialised knowledge and research capabilities enabling it to expand its total economic size and reach

5. PROMOTE the local industry’s world-class niche capabilities in energy and resources, including IT analytics and automation, safety, mineral processing productivity, environmental performance and license to operate to grow its international growth markets. By integrating the capabilities of new technology providers with the established industry players’ track record of major project experience, Brisbane can become a global centre of excellence for tropical and/or remote energy and resources projects

6. PROMOTE Brisbane as a major thought-leadership destination globally and be recognised at the forefront of innovation and new ideas for the sector

PRIORITY ONE

1. Mark Cully, “Riding the resources cycle: the outlook for the Australian resources and energy sector”, in a speech given to Australian Business Economists, April 2015

2. Australian Bureau of Statistics (ABS), 2006-2011


5. CREATIVE AND DIGITAL

Brisbane has a rich cultural and creative diversity, with a growing globally focused creative and digital sector. This focus will strengthen the city’s liveability as a vibrant creative hub and ensure Brisbane will be the premier location for talented people to live, work and play; a city to raise families, and develop careers and economic potential. This approach complements Brisbane City Council’s Creative Brisbane Creative Economy 2013-22 strategy.

In recent years, the city has undergone rapid development in its culture, with an exciting local live music scene and hosting of exclusive international art exhibitions. Brisbane’s CBD is Queensland’s global facing retail and entertainment destination. A recent reference to Brisbane as a ‘hot spot’ for innovation by McKinsey & Company confirms Brisbane’s growing global reputation as a progressive and competitive destination. In 2012, our city was identified as number one out of the top 20 fastest growing economies of mature cities worldwide by 20201.

Brisbane’s consumption of culture is extraordinary, with more than 1.5 million visits to performing arts productions per year, 1.5 million visits to cinemas and more than 2 million to galleries and museums. Spending amounts to $1663 (PPP)2 per household, or 3.98% of total household expenditure3.

Graph 8 (page 108) shows that as of 2011, Sydney was home to the largest, most specialised and fastest growing Creative and Digital (C&D) sector in Australia. The three smaller capital cities (Brisbane, Perth and Adelaide) have a weaker concentration of employment in Creative and Digital.

Between 2011 and 2014, Brisbane’s Creative and Digital sector grew slowly, recording fewer than 1000 additional workers, with contracting employment in some of its sub sectors3.

This was offset by strong growth in Brisbane’s Computer Design and Related Services sub-sector which recorded the fastest employment growth among the four capital cities. In Computer Design and Related Services, Brisbane recorded 22% employment growth between 2011 and 2014 and created an additional 3000 jobs4.

Creative and Digital is important to Brisbane as it is not only a significant sector in its own right but also an enabler for all businesses.

PRIORITY ONE

1. Juan Alcacer (Harvard University); McKinsey & Company analysis

2. Purchasing Power Parity: an exchange rate adjustment to calculate currency equivalence across countries

3. ARC Centre of Excellence for Creative Industries and Innovation, Creative City Index, p87, 2012

4. ARC Centre of Excellence for Creative Industries and Innovation,


Recommended Actions

1. LEAD the coordination of a creative industries cluster and a digital industries cluster, to foster stronger collaboration within the industries as well as increase the profile of both industries. Partner with existing organisations such as Business South Bank (and its Hub4101 Digital, Creative and Media Hub), QUT Creative Enterprises Australia, AIIA and AIMIA

2. LEAD creation of a separate Lord Mayor’s Creative Industry Leadership award as part of the Lord Mayor’s Business Awards

3. LEAD bids to secure and promote conventions and significant business events in the Creative and Digital industries, including gaming, ‘internet of things’, wearables, spatial etc

4. LEAD, ACTIVATE and PROMOTE at least one significant event per year with a Creative & Digital focus. This could expand existing events like the IRL festival and Creative3 and in time could become a significant Asia Pacific showcase

5. PROMOTE the creative and digital industries of Brisbane through Asia Pacific Screen Awards & Brisbane Asia Pacific Film Festival

6. PROMOTE Brisbane as a New World City which focuses on innovative and contemporary design, to emphasise the importance of global city design and place making to the city’s community, economic, cultural and arts vibrancy

7. PROMOTE Brisbane’s world-class education, research and infrastructure capability in creative and digital industries to retain local and attract global talent

PRIORITY ONE


6. PROPERTY DEVELOPMENT AND CONSTRUCTION

The property development and construction sector is especially important to expanding the physical capacity of the city. The sector provides the major infrastructure, urban renewal, precincts and housing that New World Cities need. The built form delivered by the sector also shapes our skylines and distinctive districts and aids the city’s branding1.

Additionally, the growing importance in international markets of the sector is key to Brisbane’s ability to be an attractor for capital and investment flows from other parts of the world. Encouraging the city’s largest landholders to be a major source of financial support for the city’s economic development and investment promotion efforts, is critical to growing a New World City.

Recommended Actions

1. LEAD the development of a global capital attraction strategy with Brisbane’s property and construction sector that maximises global capital flows and engages world-leading investors that can finance Brisbane’s New World City aspirations in key areas including education, tourism infrastructure and productive precincts

2. ACTIVATE Brisbane’s property and construction sector to identify the most strategic opportunities for world-class urban renewal precincts to underpin the global capital attraction strategy. This may include government and private land holdings in strategically identified precincts that support the creation of Brisbane’s productive precincts such as Kurilpa

3. ACTIVATE the opportunity for the property and construction sector to support Brisbane’s advanced manufacturing sector by promoting the investment in globally competitive advanced building products

PRIORITY ONE



7. ADVANCED MANUFACTURING

As seen in Graph 6 (page 107), the Advanced Manufacturing (AM) cluster experienced shrinking employment in three of the five capital cities between 2006 and 2011.

Since 2011, AM employment has returned to slow but positive growth in Sydney and Melbourne and has remained virtually unchanged in Brisbane and Perth1.

While manufacturing remains an important export sector and is likely to generate Gross Regional Product, productivity improvements result in slowing employment growth in the future. Melbourne has by far the largest AM cluster and has a similarly specialised position as Adelaide.

Despite its shrinking job base, Advanced Manufacturing remains a strategically important sector, as it is highly subject to international trade and drives advances in productivity. A closer look at the AM cluster in Brisbane, Graph 7 (page 108) shows relative specialisation in aircraft manufacturing and repair and mining and construction equipment1.

The needs of this sector were discussed in the economic precincts and infrastructure focus groups. In addition to this we have solicited feedback from several major manufacturing companies in the city.

Recommended Actions

1. LEAD the investigation of opportunities for large-scale procurement in the city to support new opportunities for advanced manufacturers

2. LEAD the adoption of design-led innovation that promotes opportunities for the sector in global markets

3. ACTIVATE industry and research institutions, including universities and CSIRO, to collaborate on new ideas to create new revenue streams for the sector

4. ACTIVATE an investigation on improving the skills and capabilities of the sector

5. ACTIVATE a city-wide review with industry and utilities providers to scope the potential for incentivised packages for discounted services to address cost issues and generate potential opportunities for the re-shoring of certain advanced manufacturing sectors

6. ACTIVATE, in conjunction with Brisbane Airport Corporation and Port of Brisbane Limited, the Australia Trade Coast (ATC) region as an important industrial gateway to the world and encourage

the location of advanced manufacturing in the precinct

PRIORITY ONE



8. FOOD AND AGRIBUSINESS

As can be seen in Graph 2 (page 106), Brisbane has the third-highest employment in this sector among capital cities. Among the three largest city-based Food & Agribusiness (F&A) clusters, Brisbane’s was the only sector adding jobs over the five-year period, at an annual growth rate just below 4%. Brisbane is relatively specialised in F&A among capital city economies. This is a small but important sector for Brisbane. Since 2011, the F&A sector has not performed strongly, possibly reflecting the impact of drought, flood and other events that have affected the supply of agricultural products1.

Within the F&A cluster in Brisbane, as seen in Graph 3 (page 106), the largest sub-sector is Meat Processing, in which Brisbane is highly specialised, and which has been growing employment at over 10% annually. All of Brisbane’s F&A sub-sectors have been growing except for biscuit manufacturing.

Food and Agriculture is a key cluster for Brisbane because the city plays an important role in logistics, storage and handling of one of Queensland’s most significant export areas1.

Recommended Actions

1. LEAD an investigation into a state-of-the-art food innovation centre for the local food and beverage industry that could provide a pre-production facility to test commercial viability (eg. Auckland Food Bowl)

2. ACTIVATE an investigation into the establishment of new cold chain logistics infrastructure to support export growth opportunities for SEQ’s perishable commodities and food producers

3. ACTIVATE a city-wide approach to competitive planning and approval timeframes for priority businesses in the food and agribusiness sector seeking to establish a head office or value-added processing facilities in Brisbane

4. ACTIVATE city-wide collaboration between researchers and businesses operating in the sector. Encourage greater industry and research collaboration centred on commercial outcomes to generate new global growth markets for the sector

5. PROMOTE the potential for a country or state-of-origin labelling initiative that is formulated and introduced with the industry highlighting Brisbane and SEQ’s strengths as a clean, green, safe and secure origin for food production

PRIORITY ONE

1. Australian Bureau of Statistics (ABS)


Brisbane’s lifestyle is cited as a major incentive for talent attraction

PRIORITY TWO


PRIORITY TWO:

TALENT AND SKILLS

In a knowledge economy, talented people are the ultimate scarce resource. Historically, educational attainment in Queensland has been lower than levels in New South Wales and Victoria, but that gap has closed dramatically in the past 20 years1.

A knowledge-based economy rests on the knowledge, skills, and talents of its workforce. A successful knowledge-based economy must both grow and attract talent, and also provide the widest possible set of opportunities for talented people to achieve all they can in their careers. Talent in economic development is often viewed as a “which comes first – the chicken or the egg” conundrum. The truth is that talent can be grown in schools and through higher education but unless there are rich opportunities for employment, an economy will not retain that talent. Conversely, unless talented people with key skills are available in a community, skilled jobs cannot be created there.

Fortunately, Brisbane and Queensland now offer a broader range of knowledge-based employment opportunities. In fact Queensland is the only state that showed net growth in knowledge-intensive jobs over the 2009–14 period and that trend looks set to continue2.

Almost all the engagement forums touched on skills (and the ability to attract skilled people to the region due to our attractive lifestyle) as a core competitive advantage. There were many anecdotes about people who cited lifestyle as one of the main reasons to settle in Brisbane ahead of other capital cities.

PRIORITY TWO


2. ABS 2006 and 2011 Census of Population and Housing, Australian Bureau of Statistics


PRIORITY TWO


Recommended Actions

1. LEAD attraction of highly respected education institutions, with known specialisations required by the eight growth sectors, to establish campuses in Brisbane which will enhance our reputation and capacity as a leading Asia Pacific Education, Career and Enterprise Hub

2. LEAD Lord Mayor’s Global Student Internship program engaging Brisbane businesses to provide more employment and enterprise pathways for our students

3. LEAD Brisbane business uptake of International Student graduates via placements and employment to diversify our workforce, aid global talent and grow access to global supply chains (Lord Mayor’s Global Student Internship Program)

4. LEAD city-wide international talent welcome program and promote Brisbane’s career opportunities, celebrate and fully embrace arriving talent

5. LEAD Lord Mayor’s international talent repatriation program as part of Team Brisbane Global Network to encourage former residents and students to work and live in Brisbane

6. LEAD Lord Mayor’s ‘Next Generation’ Engagement program to provide opportunities for the leaders of tomorrow to play a significant role in shaping Brisbane’s future

7. LEAD, activate and promote city-wide entrepreneurship culture as a highly visible employment pathway via Brisbane Start-up Hub, doubling Lord Mayor’s Budding Entrepreneurs program, Visiting Entrepreneurs program and CoderDojo

8. ACTIVATE shared intelligence and global growth aspirations of Brisbane region’s education sector (SEQ wide) through expansion of Study Brisbane remit and delivery

9. ACTIVATE a Team Brisbane talent and skills group to work with and advise industry and providers on Brisbane’s education and training needs

10. ACTIVATE Study Brisbane program ‘City Education Showcase Program’ (winter school) providing international students with two-week ‘taster’ experiences of Brisbane region education institutions

11. PROMOTE Brisbane as leading Asia Pacific Education Hub in Brisbane Australia’s New World City campaigns

12. PROMOTE Brisbane’s innovation, research ecosystem

PRIORITY TWO


Brisbane’s CBD should be seen as the ‘global facing’ CBD for all of South East Queensland.

PRIORITY THREE


PRIORITY THREE:

DIVERSE DISTRICTS AND PRODUCTIVE PRECINCTS (BUSINESS IMPROVEMENT AREAS)

PRIORITY THREE

For Brisbane to continue to prosper and realise its New World City ambitions, it needs to enhance key areas in the city that contribute to both its economy and lifestyle, resulting in better places to work, trade and visit. As the population increases, so does the demand for resources, space and land. The need for a sustainable business ecosystem and flexible governance becomes more critical. As Brisbane continues to mature as a New World City, a greater sense of visibility and identity of destinations will be required within the city.

Our consultation with industry highlighted the need for:

• Improved connectivity – both in terms of physical infrastructure and collaboration

• The continued achievement of greater efficiencies through clustering of activities

• Flexibility to promote opportunity and accelerate progress

• Greater visibility, stronger identity and area branding

Business acknowledged council and government efforts in delivering, maintaining and activation to provide world-class public amenity in areas such as the South Bank Parklands, the Cultural Precinct and the Queen Street Mall. This report highlights the potential to generate greater rewards through increased attention to the development of distinctive, diverse districts and productive precincts that become highly visible to locals, visitors and investors.

The creation of globally significant districts and precincts is a unique confluence of history, opportunity, planning and design, infrastructure and built environment, clustering, investment, activation, promotion and celebration. In the main this report seeks to strengthen the human interplay in the identification and strengthening of Brisbane’s diverse districts and productive precincts.


The city’s current primary employment districts are the Central Business District, Australia TradeCoast (Port of Brisbane and Brisbane Airport), and the Southwest Industrial Gateway District. Further increasing densification in these areas can drive higher productivity, but effective transport connections are crucial. The benefits of concentrating density in the city centre and designated districts include; the strengthening of identity, increasing opportunity for collaboration and commerce, and allowing the character of suburban areas to be maintained.

Industry also identified that Brisbane’s CBD should be seen as the ‘global facing’ CBD for all of South East Queensland. Greater diversity within the CBD, along with effective connections to the further reaches of the city region, is critical for Brisbane and South East Queensland. Increased diversification of the inner city and a greater differentiation of the built environment and the visitor experience will boost productivity and enrich the character of the CBD.

Currently our most identifiable and successful destinations are South Bank Parklands/Cultural Precinct and the Queen Street Mall. Other examples of emerging areas include the Fortitude Valley, James St precinct, and Teneriffe/Newstead. Typically these area clusters are characterised by a specialisation or concentration of activity, for example retail or entertainment and have an acknowledged identity1.

The clustering of activities in a precinct is also especially important for highly innovative businesses as it facilitates access to new information, people and resources through proximity. Asset owners in a number of precincts have self-organised and formed area-based associations or collectives to drive their precincts forward.

Brisbane is at a stage in its evolution where it will benefit from more area specialisation. A flexible framework is required as differing levels of support are needed for all of these areas, whether they are in an established, emerging or embryonic stage of development.

Opportunities include:

• Industry sector-based clusters such as an innovation precinct, linked to our international education sector

• Enhancement of city centre retail precinct and entertainment areas

• New mixed-use precincts providing intersections of industry, innovation, commerce, arts and culture in a central location eg Kurilpa renewal area

• Provision of future tourism infrastructure integrated into key precincts

• Collaborative initiatives between asset owners, area-based associations and government to augment the progress of key areas and precincts

PRIORITY THREE

1. Brisbane City Council, Greater Brisbane Greater Capital City Statistical Area (GCCSA) Brisbane Community Profiles – resident, 2015


Recommended Actions

1. LEAD, ACTIVATE and PROMOTE mapping of Brisbane’s key identified economic precincts, by industry clusters and defining attributes, to identify current trends, strengths, opportunities and partners. The mapping process will be used as a basis for ongoing monitoring and prioritising opportunities

2. LEAD the establishment of a Brisbane City Council Business Improvement Area (BIA) fund as an incentive to the private sector to accelerate the enhancment of diverse and productive precincts in the city centre. The incentive would provide a catalyst for strategic inner-city areas and encourage asset owners within an identified strategic district or precinct to agree a shared vision and direction that aligns with Brisbane’s New World City aspirations. The funding would apply only to initiatives that are additional to any current program or Council initiative

3. LEAD, ACTIVATE and PROMOTE the development and syndication of a coordinated Area Branding strategy for key identified areas in Brisbane’s inner 5km, including precincts, streets, civic spaces and gardens. This strategy is aligned with the City Centre Master Plan vision and provides additional detail focusing on the following specific aspects1:

a. Investment Attraction

In coordination with our global capital attraction strategy, source asset owners, developers and service providers with a proven track record in developing world-class destinations (aligned with Priority One). The primary focus would be on opportunities for urban renewal, or establishment of business headquarters and flagship retail in the CBD

b. Activation:

i. Initiate the development of a City Centre Activation Strategy for CBD destinations articulating identity, differentiators and cross-precinct opportunities with South Bank and/or Fortitude Valley. The strategy would also reflect the city’s aspirations for greater diversity of experiences and extended hours of activity

ii. Develop pilot programs to enhance the identity of key areas, by demonstrating how spaces can be experienced eg. Albert St, City Reach. Build on this as a model for new activation programs to be delivered in partnership with private sector asset owners

PRIORITY THREE

1. Brisbane City Council, Greater Brisbane Greater Capital City Statistical Area (GCCSA) Brisbane Community Profiles – resident, 2015


PRIORITY THREE


c. Marketing and Communications:

Create and develop precinct/destination stories to strengthen area brand and identity proposition – for investor, visitor and local audiences to promote Brisbane’s unique and diverse district and productive precinct-based destination offerings

d. Way finding:

Lead and activate the development of a City Centre way finding program in partnership with key stakeholders to ensure best practice and to strengthen the identity of destinations

i. Activate a Brisbane Way Finding Reference Group across BM, BCC, Queensland Government agencies and area-based associations to facilitate relevant, consistent and engaging way finding, in both digital and physical forms

ii. Lead the delivery of the Brisbane Welcomes the World destination welcoming and way finding program for business events, conventions and major events. Extend the existing Brisbane Greeters program to incorporate emerging destinations

4. ACTIVATE regular district/precinct coordination meetings as a forum for knowledge sharing, problem solving and city brand alignment and activate area-based associations to augment their efforts through collaboration and development of alliances

5. PROMOTE clustering opportunities between asset owners and SMEs who would benefit from co-location in a dynamic, connected yet affordable location (aligned with Priority Four)

PRIORITY THREE


Technology is constantly changing

the way we interact with each

other and how we live our lives. It

is changing the face of business,

markets, governments and social

engagement. Harnessing future

opportunities to support innovation,

adopt new technologies, facilitate

foreign trade and investment and

promote competition can boost

future productivity growth and

living standards.

- 2015 INTERGENERATIONAL REPORT

PRIORITY FOUR


PRIORITY FOUR:

START-UP ECOSYSTEM

In 2014, three Brisbane start-ups were included in the list of 15 significant start-up milestone events in Australia. Wotif was acquired by Expedia for $703m; Ezidebit was acquired for $305m; and Temando secured a $50m strategic investment.

Tech start-ups are important to the Brisbane economy as they create jobs – in fact technology-based jobs have a larger multiplier effect than jobs in any other sector. It’s been found that for each new tech-sector job created, five additional jobs are created in other sectors. Further, tech-based companies are consistently able to generate jobs that have a much higher labour productivity than other sectors1.

“The formation of start-ups is of course not an end-point, but a necessary step in creating large, globally significant and sustaining companies that drive economic growth and prosperity through the creation of a large number of high-value jobs”1.

Non-tech start-ups are significant too. In health, games and entertainment, fashion, start-ups are changing business models and reaching global markets.

These, and the tech-start-ups, create jobs, develop specialised talent and skills, enrich the business culture of the city and export to global markets.

Therefore, this report prioritises the premise that a vibrant Brisbane start-up culture, nurtured by and closely connected to government, academic and research institutions, business leaders and key industry clusters, will greatly benefit Brisbane’s economic future.

PRIORITY FOUR

1. Moretti, Enrico, The New Geography of Jobs, as cited in Crossroads 2015 by Startup Aus


Such an ecosystem will:

• Create jobs and nurture talent in highly specialised industries

• Foster innovation and the uptake of innovative technologies, platforms and business models

• Ensure we have business with the potential for high growth, global expansion and scalability

• Enable wider access to international talent, finance opportunities and supply chains

The creation of a highly visible and fully integrated Brisbane start-up ecosystem will galvanise the support of key stakeholders across the value chain. These stakeholders include but are not limited to; local and international entrepreneurs, local and international talent and students, rapidly growing companies (technology as well as other industries), angel investors, venture capitalists, banks, professional service firms, education institutions at all levels, and parents of students. This mindshift needs to run in tandem with a cultural agenda shift from traditional to future-looking business practices, to transition toward a New World City.

Over the past five years, London’s start-up tech scene has become Europe’s largest centre for VC funding and forecasts 46,000 jobs by 2024 – all on the back of strong support from national government. Cities like Berlin are fast closing in as Europe’s key cities all gain momentum in this space1.

The Chinese Government has announced an $AUD8 billion fund encouraging new technology ventures with Brisbane’s sister city Shenzhen, which is home to a rapidly growing sector led by Tencent, BGI and Huawei. Closer to home, Sydney’s Fishburners and more recently Intersection, Stone and Chalk, Auckland’s Grid AKL 48,000sqm innovation hub, Christchurch Innovation Precinct, Wellington Works tech hub all identify success being generated by proactive city-based initiatives1. The Brisbane 2022 Plan recognises the need to greatly increase Brisbane’s efforts, investment and focus of all levels of government, academia and industry to progress Brisbane’s start-up ecosystem.

Mobile devices, social networking, cloud computing and other technologies are profoundly transforming the relationships between businesses and their customers. In this digital economy, consumers are becoming more powerful, and companies find themselves with new avenues for building competitive advantage.

2015 Intergenerational Report

PRIORITY FOUR

1. StartUp Australia, Crossroads, p. 18, 2015


PRIORITY FOUR


The report encourages the Brisbane start-up ecosystem to promote important opportunities aligned to being an inclusive New World City.

The recommendations for building a strong Brisbane start-up ecosystem have been formulated through extensive consultation with the city’s start-up community and modelled against the Start-upAUS Crossroads 2015 eight recommendations for the Australian start-up scene.

The plan proposed by Start-upAUS contains eight actions:

1. Create a national innovation agency

2. Increase the number of entrepreneurs

3. Improve the quality and quantity of entrepreneurship education

4. Increase the number of people with ICT skills

5. Improve access to start-up expertise

6. Increase availability of early-stage capital to start-ups

7. Address legal and regulatory impediments

8. Increase collaboration and international connectedness

PRIORITY FOUR


Recommended Actions

1. LEAD and ACTIVATE the ‘Brisbane Start-up Hub’, a centrally located, resourced ‘campus’ for entrepreneurs and members of the start-up ecosystem to work, learn, convene and build their businesses. This will be a joint venture/special purpose vehicle. The Brisbane start-up Hub will serve as a high-profile, centrally coordinated hub for start-ups. Events, networking, education, co-working, incubation, access to professional service providers and mentors will all be housed in the Hub. The Brisbane Start-up Hub will also provide a central focal point for an innovation precinct

The Hub, and its variety of functions, will also serve to ‘engineer serendipity’ between entrepreneurs and customers (be it corporates, government or industry); designers and technologists; start-ups and research institutions; business leaders and the next generation of business leaders

This Hub will be a collaboration between key stakeholders, likely to include a mix of supports from:

a. Federal and State Governments

b. SEQ Council of Mayors

c. Industry associations e.g. CCIQ, AIIA, AIMIA etc

d. Existing start-up stakeholders (accelerator programs, incubators etc)

e. Universities

f. Key industry groups and businesses

g. Business leaders

The Brisbane Start-Up Hub will host key start-up programs such as Visiting Entrepreneurs, CoderDojo, Entrepreneurship 101 and other training programs, GovHack, start-up weekends and TechCrunch-styled industry events. The Brisbane Start-Up Hub will amplify the existing entrepreneurial appetite in the city, delivering economic, technology and reputation benefits for Brisbane

2. LEAD Brisbane’s start-up ecosystem to connect with the Asia Pacific region and start-up community and related industry supply chains

PRIORITY FOUR


3. LEAD development of Brisbane Marketplace, an online collaboration platform for start-ups and SMEs, which will enable local businesses to connect with the community to access the resources they need to innovate and grow. (Refer Priority Five Small & Medium Enterprises for more detail.)

4. LEAD initiatives including:

a. Commence partnership with MaRS Institute Toronto to replicate its highly successful Entrepreneurship 101 training program in Brisbane

b. Increase CoderDojo1 program in Brisbane City Council Libraries from 600 to 1200 students per annum

c. ACTIVATE and PROMOTE ‘Teach the teachers’ program to encourage Education Queensland and private and independent schools to adopt CoderDojo and Kidprenuer/Entrepreneurship programs in their primary and secondary schools curriculum

d. Double Visiting Entrepreneurs program, including one to three-month residency programs for global experts including angel investors, leading city-based start-up hub practitioners, successful high-growth entrepreneurs relevant to Brisbane’s key industry sectors, start-up mentors, pitch coaches, etc

e. LEAD doubling of Lord Mayor’s Budding Entrepreneurs Grants2 from $100,000 per year to $200,000 per year. Increase the impact and profile of the Lord Mayor’s Budding Entrepreneurs Grants by doubling the maximum grant to $10,000. This would make a significant statement about the support of entrepreneurs by the city, and would make a significant impact on the entrepreneurial journey of successful recipients

f. Work with the start-up community to create a unified approach to a ‘Made in Brisbane’ register which consists of local start-ups and budding entrepreneurs. This will provide a support network, event calendar and will showcase the Greater Brisbane start-ups scene

5. LEAD an Asia Pacific entrepreneur challenge exchange program. Hosted by Brisbane Marketing and its partners, the program will feature a series of two-week workshops

PRIORITY FOUR

1. www.coderdojobrisbane.com.au

2. www.digitalbrisbane.com.au/news/lord-mayors-budding-entrepreneurs-program-now-open


http://www.coderdojobrisbane.com.au

http://www.digitalbrisbane.com.au/news/lord-mayors-budding-entrepreneurs-program-now-open




connecting budding and experienced entrepreneurs from the Asia Pacific targeted for their interests and specialisations in solutions and opportunities relative to Brisbane’s key traded sectors. The program will promote exposure of Brisbane’s local entrepreneurs and key businesses to some of the smartest minds in the region with a view to attracting talent, creating solutions and potential concepts and ideas for development through Brisbane’s start-up ecosystem

6. PROMOTE Brisbane Marketplace to be leveraged by larger businesses, corporates, government and industry to harvest the resources they need to compete in the global digital economy

7. LEAD the curation of an annual start-up event that celebrates, showcases and enhances Brisbane’s start-up, digital and creative community and our aspirations to become a leading start-up city in the Asia Pacific region

8. ACTIVATE and PROMOTE the ongoing innovation of council procurement processes, to enable start-ups and small businesses to effectively supply to council, ensuring the city is encouraging and leading new technology and innovation uptake

PRIORITY FOUR


It is recognised that a collaborative approach is required to ensure this sector is supported, nurtured and connected to the resources it requires to grow.

PRIORITY FIVE


PRIORITY FIVE

The report recognises the importance of nurturing and supporting the Brisbane region’s local servicing sector which is predominately made up of small and medium businesses.

Brisbane’s retail, local tourism and hospitality sectors have seen significant growth and increasing sophistication in the past 15 years, providing residents with an enviable standard of living and an increasingly cosmopolitan urban offer.

Similarly, personal services such as health and beauty, domestic help, trade services and small-business suppliers all make significant daily contributions to the functionality and appeal of Brisbane as a place to live, work and play.

During the extensive consultation process, we heard that this sector wants; greater coordination of small business support activities such as education and networking; access to funding and talent resources for growth and innovation as well as more opportunities to do business with each other and with council and government.

Local SMEs can also transform and grow into important contributors to Brisbane’s export-facing industries and will benefit from community and city support to do so. The growth of Brisbane’s coffee roasting and retail businesses or pizza franchises are good examples of this.

The SME sector is highly valued, geographically widespread and fragmented. The needs of small business owners are also wide and varied. It is recognised that a collaborative approach is required to ensure this sector is supported, nurtured and connected to the resources it requires to grow.

PRIORITY FIVE:



PRIORITY FIVEPRIORITY FIVE


Recommended Actions

1. LEAD the development of Brisbane Marketplace, an online collaboration platform for start-ups and SMEs, which will enable local businesses to connect with the community to access the resources they need to innovate and grow

2. ACTIVATE and PROMOTE with Brisbane City Council, Council of Mayors, peak body CCIQ, QLD Department of Tourism, Major Events, Commonwealth Games and Small Business and Trade and Invest Queensland and other small business support and advocacy groups to:

a. Increase digital literacy and capability among small business operators (includes the continuation of existing Digital Brisbane programs)

b. Increase business management capability, which improves the likelihood of success, rather than mere survival

c. Enable small business innovation, via education, access to markets and access to prototyping tools (like 3D printing and test markets), ensuring small businesses are able to evolve and compete in the current (and often disrupted) economy

3. LEAD the creation and regular updating of a digital connectivity map for Brisbane, highlighting for business the alignment of high-speed broadband provision

4. PROMOTE changes in council procurement processes to be more accessible for SMEs and start-ups. Simplify the application processes for doing business with council while using open innovation processes. Such changes to the procurement processes give local SMEs and start-ups the opportunity to pitch for substantial council contracts, which in turn provides revenues, credibility and growth potential.

5. ACTIVATE and PROMOTE the ongoing delivery of the Lord Mayor’s Business Forums to provide inspiration, education and networking opportunities among the city’s small and medium business community

PRIORITY FIVE


Many of the biggest issues can only be dealt with by taking a region-wide perspective

PRIORITY SIX


Many of the cluster engagement groups and the competitive platform discussions highlighted the need to adopt a South East Queensland perspective, as the “real” Brisbane economy is much larger than the Brisbane Local Government Area. Australia’s economy is dominated by a handful of city regions – Brisbane/SEQ, Sydney/Newcastle/Wollongong, Melbourne/Geelong/Bendigo.

The benefits of a regional approach, according to the great majority of participants, are as follows:

1. For labour force purposes, Brisbane can draw from a much larger commuter base

2. From a tourism perspective, the urban/beach “package” is a stronger proposition than the beach and urban experience offers separately

3. Many of the key traded clusters have supply chains that span across SEQ and further into regional Queensland and northern NSW

4. The SEQ offering is more compelling for inward investors as it is a substantial package with a larger, deeper workforce, with richer educational, cultural and recreational resources and business opportunities

It was also noted that many of the biggest issues can only be dealt with by taking a region-wide perspective and committing to region-wide solutions. Major infrastructure and the internal connectivity of SEQ can only be addressed by finding solutions that integrate the region and the only way this will be built is by using the collective political clout of the entire SEQ asset, resource and influence base.

PRIORITY SIX

PRIORITY SIX:

BRISBANE REGION APPROACH


PRIORITY SIX

The Brisbane business climate is delivered by proactive, responsible leadership coordinated across government, labour market, supply chains and infrastructure systems.

To achieve an optimal Brisbane Business Climate that is globally competitive and attractive to our customers and local businesses alike, this report proposes the adoption of a Brisbane Metropolitan Region approach to economic development; one in which all levels of government and industry agree to share in the costs, responsibilities and benefits of leading economic growth in the Brisbane region.

The image below depicts the impact and significance of treating the Brisbane economy as a regional one. Incorporating the Sunshine Coast, Toowoomba and Gold Coast regions, the SEQ economy as defined by an evening heat map demonstrates its relative size compared to other Australian population centres.

BRISBANE

SYDNEY

MELBOURNE

ADELAIDE


Recommended Actions

1. LEAD a Brisbane region Economic Development Steering Committee to oversee Brisbane 2022 Plan implementation

2. LEAD the appointment of a Chief Economist for the Brisbane region to provide independent advice on economic leadership and counsel, research and market intelligence, development of future funding models, inform global city indexes and measure economic activities and outcomes. The role will be represented on key economic development and infrastructure groups and will be closely aligned with the Reserve Bank of Australia, Office of Chief Economist, Department of Industry and relevant government and industry associations

3. LEAD annual ‘State of Brisbane region Economy’ report and summit (Chief Economist) to assess progress of Brisbane 2022 Plan and plan future actions

4. ACTIVATE Brisbane region ‘earn back’ strategy with the Queensland and Australian Governments providing the Brisbane region with the opportunity to share in any future increase in State and Federal tax revenues generated by future economic development and infrastructure projects that directly drive economic growth and resultant tax income. Refer Greater Manchester Earn Back Scheme www.gov.uk/government/uploads/system/uploads/attachment_data/

file/221014/Greater-Manchester-City-Deal-final_0.pdf

5. ACTIVATE Brisbane region industry support to leverage maximum potential of the Gold Coast 2018 Commonwealth Games

6. ACTIVATE Brisbane region industry engagement with a proposed 2028 Olympic Games bid

7. ACTIVATE Brisbane region (SEQ) economic development working groups for tourism, conventions and major events, investment attraction, Study Brisbane (education, talent and skills), infrastructure and connectivity, productive precincts and Brisbane growth sectors

8. PROMOTE collaboration with Council of Mayors (SEQ) on future infrastructure, public transport, freight and logistics requirements for the SEQ region

9. PROMOTE ongoing alignment of Brisbane’s land use, infrastructure and economic development strategies

10. PROMOTE Brisbane region opportunities in Brisbane Australia’s New World City campaigns

PRIORITY SIX


http://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221014/Greater-Manchester-City-Deal-final_0.pdf

http://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221014/Greater-Manchester-City-Deal-final_0.pdf

A shift in the city’s thinking is required to deliver the New World City vision – deep collaboration is keyPRIORITY

SEVEN


PRIORITY SEVEN

PRIORITY SEVEN:

TEAM BRISBANEAPPROACH TO ECONOMIC DEVELOPMENT SYSTEM COORDINATION AND CONNECTIVITY

One of the strongest recurring themes from the focus groups was the need to develop a more effective approach to system coordination that achieves a better connected economic development ecosystem. This fact has been reiterated throughout the report. It is clear there is a growing desire by business to participate in a new approach that promotes greater connectivity between government-to-government, business-to-business, business-to-academia, research and the innovation platforms, government, procurement, talent, finance, investment, supply chains and global markets.

As outlined in the introduction to this report, a shift in the city’s thinking is required to deliver the New World City vision.

The transition began with the 2011 Unique Window of Opportunity report1 that presented leadership as one of its three key themes. The determination then, as now, was seeking to rally Brisbane’s business network behind the Lord Mayor and Brisbane’s economic development plan.

There are currently a number of coordination mechanisms which function well in Brisbane, but this report has identified the desire to adopt a more holistic Brisbane region SEQ-wide coordination system that captures the functional economic geography of Brisbane’s economy as well as increase connectivity and synchronisation around shared aspirations for Brisbane’s growth sectors as highlighted in this report. The diversification of our economy, with greater emphasis on our traded sectors and new and emerging industries, requires a fresh approach.

The best of the mining boom is behind us, Australia faces some real challenges as we plan for the next 40 years. We need new industries, new skills, and new technologies. We need to export our thinking and our skills to the fastest-growing region in the world, Asia. And we need to create 7.5m new jobs in the next 40 years2 .

2015 Intergenerational Report

1. www.brisbanemarketing.com.au/resources/publications/pages/lmedsc-report.aspx



http://www.brisbanemarketing.com.au/resources/publications/pages/lmedsc-report.aspx




Based upon what we heard

• There is insufficient coordinated proactive business leadership underpinning Brisbane’s current approach to its economic development agenda. The priorities of the business community tend to focus on specific industry sector issues. Many key businesses and business leaders remain disengaged

• State and Federal Governments have a strong fiscal interest in Brisbane’s future economic growth, yet their commitment is yet to reflect this

• Brisbane’s economic development currently relies principally on council revenues, restricting the potential for increased activity in the future

• Resourcing economic development is often viewed by governments and business as expenditure, rather than investment into the city’s future growth

• The councils of South East Queensland through the Council of Mayors have recognised the importance of coordinating future economic development efforts. Beyond tourism, their activities and resources remain somewhat disconnected

• The Lord Mayor of Brisbane and the Chair of Council of Mayors is best positioned to lead the development of a shared vision and better connected system

• The Lord Mayor of Brisbane’s recent announcement and approach that any bid for the 2028 Olympic Games will be undertaken on a South East Queensland basis has been well received by the region’s leaders and offers a rallying call to consolidate this approach for the region’s broader future economic development activities

• Key infrastructure of airport, port, utilities, universities, research institutions and business associations can provide a greater role and become proactive partners in the region’s economic development vision

PRIORITY SEVEN


PRIORITY SEVEN


• Many global cities benefit from independent think tanks that undertake and syndicate research and provide thought leadership contributing to the city’s agenda and aspirations. Brisbane will benefit from exploring its own version of a thought leadership entity

• Brisbane will benefit from exploring meaningful ways to proactively engage the next generation of civic, business and cultural leaders in the city’s economic development agenda and activities

• Creation of new industries and businesses including a Brisbane start-up hub will benefit from greater prioritisation, resources and coordination

• Brisbane’s major events and conventions calendar will benefit from a broader focus, resourcing and coordination

• Infrastructure as an important dimension of economic development activity is treated somewhat separately to current economic development activities

• Residents and media can play a greater role in the economic development of Brisbane

• Former students, expat business leaders, academics, residents and investors can form an important global outreach for Team Brisbane

PRIORITY SEVEN


Recommended Actions

1. LEAD Team Brisbane approach to the delivery of Brisbane 2022 Plan. Lord Mayor to encourage government, business, academic, infrastructure and utility leaders to share the vision, prioritisation, responsibility and funding of recommended actions

a. ACTIVATE partners to develop new funding models and partnerships that deliver co-investment in Brisbane region’s economic development activities as deemed prudent to do so. Such funding models to reflect the economic benefit flow so those who benefit, contribute accordingly

b. LEAD opportunities to provide Brisbane region thought leadership programs including Chief Economist (SEQ), visiting entrepreneurs, global leaders ‘in residence’, next generation of Brisbane Global Cafe and industry chairs (e.g. QUT Chair of Digital Economy)

c. LEAD SEQ Chief Economist to drive independent review of region’s economic potential based on proposed reforms to inform prioritisation of resourcing and effort

d. LEAD next generation of emerging leaders engagement program to maximise their engagement in Brisbane’s economic agenda and activities

2. LEAD, activate and promote an ongoing Team Brisbane engagement and education program that encourages the residents of Brisbane region to play an important role in the future growth and development of their city. Continue to grow ‘Team Brisbane’ culture across the wider Brisbane region

3. LEAD a Team Brisbane Global Network program to leverage Brisbane’s expat and alumni community. Current international business associations and alumni-based organisations such as Advance, Auscham, University Alumni, APSA Academy, APCS Community, International Student Ambassadors are important partners. Five thousand active members sought within three years

4. LEAD exploration of a New World City Alliance focused on ‘Competitive Economic Development of New World Cities’ global research and thought leadership. New World City Alliance will be a partnership between participating New World Cities, city-focused institutes such as Brookings, Grattan and leading global corporations JLL, JP Morgan, McKinsey and Co, Greg Clark. The New World City Alliance will provide future secretariat duties for the Asia Pacific Cities Summit

PRIORITY SEVEN


Via organised forums, workshops, consultation, personal contributions and direct engagement, more than 1000 people and representatives from 500 different organisations helped shape the Brisbane 2022 Plan.

Here’s some of the commentary from the industry focus groups that informed the report’s ultimate priorities and recommendations.


WHAT WE HEARD FROM INDUSTRY


“ Support for SMEs is adequate in Brisbane, however at times it is not conveniently located and hard to find. A coordinated city-wide approach was suggested to provide clearer access to SME support programs. ”

“ Brisbane should focus its SME support on businesses with the ambition and potential to export goods and services outside Brisbane (traded sector businesses), not businesses limited to serving local markets. ”

“ A cluster-based approach might be the best way to focus on potential growth businesses in traded/export sectors and help small businesses break into global cluster supply chains.

“ A mindset shift is required on several levels. Rewarding brave, innovative, creative, different thinking. Engage school leavers to think about start-ups ahead of a “secure job”. Cultural shift to a city that is an early adopter of innovative business practices. ”

“ Liveability is considered key to achieving the New World City vision as well as a major support for ambitious SMEs. Many of the knowledge industries, which are dominated by small nimble firms, will go where the highly skilled people want to live – where work and play merge. This would require experimenting with and improving the built form, developing exciting and engaging precincts and a 24/7 city. ”

START-UPS

“ Networks – tapping into the global market, international expat community and other entrepreneurs for solutions and opportunities. Being strong locally, but building international networks. ”


“ Education – widespread agreement that better entrepreneurship training can save time and decrease failure rate. ”

“ Fragmentation – the start-up ecosystem involves many small organisations and programs that are not joined up – we need fewer but much more powerful interventions and stronger joint leadership. ”

“ Co-location and attendant “collisions” are important – Brisbane needs an entrepreneurship flagship or innovation precinct. ”

“ Solving new world problems – should Brisbane, as a New World City, brand itself as being focused on solving New World City issues like population, transportation, energy needs? ”

“ People getting grants are the ones who have time to fill out the forms, but those with the best ideas are usually already out there making money.”

INTERNATIONAL EDUCATION

“ There are issues around capacity to expand student enrolments due to physical constraints on many existing campuses. ”

“ There is a need for a stronger working relationship between Study Queensland and Study Brisbane. About 80% of Queensland’s international students study in Greater Brisbane/SEQ. New arrangements need to be looked at to clarify respective roles, funding and branding. Study Melbourne, Study Sydney, and Study Perth are all heavily supported by their respective State Governments, which gives them greater brand clarity and significantly larger budgets. ”

BUSINESS EVENTS

“ Conventions and Business Events are crucial to the city’s visitation aspirations. ”

“ When you bring a conference to Brisbane, you own the city. We have big city resources and infrastructure but we’re small enough for you to own the place. ”


“ The most successful cities in the world are those that get the locals on board. How do we get Brisbanites to buy into it, to become advocates of the city’s leisure tourism and events offerings? ”

“ The friendliness of our city has always been its icon. ”

“ Are we positioning ourselves as a city which makes it easy for delegates? ”

“ We’re a very young city, an energetic city and a stylish city. ”

“ The beauty of Brisbane is in its precincts. ” “ We need to be conscious of having a shared

vision and avoid having a lack of confidence and ambiguity. ”

MAJOR EVENTS, ACTIVATION & TOURISM

“ How do we get more happening, more often? Tourists want to see a nightlife beyond 8pm. ”

“ The calendar of events for Brisbane is a bit ad hoc. There needs to be more integration across the major events calendar. Festivals have Creative Directors, why can’t cities? ”

“ How do we work in partnership across sports and the arts and work together to shape the (annual) calendar? ”

“ Does Brisbane need a second (or even third) cultural precinct? The answer is yes. ”

“ If we are leaders in digital, we should be investigating a signature digital event for the city. ”

“ We have strong connections to Asia and can claim that territory. If you are living in densely populated cities, where do you want to go for a business trip or holiday for your family? ”


INVESTMENT ATTRACTION

“ We’ve got so much to sell. How do we package it better? ”

“ I don’t think it is about incentives, it is about telling the story. ”

“ It is much easier to build on the investment of a company that’s already in market here. ”

“ We should look at leveraging our historical connection to the land. ”

“ We have to sell the fact we are a safe haven in Asia. ”

“ A lot of smart people have come here in recent years. How do we make sure they don’t repatriate?”

“ We desperately need to narrow our focus. If we’re not playing in the major capital space, where do we fit in? ”

“ Brisbane should pitch itself as the San Francisco of Australia. ”

“ We need to do an analysis of who is here and ask what brought them here. ”

CREATIVE & DIGITAL INDUSTRIES

“ Talent: Brisbane needs to nurture, retain and attract talent in the creative & digital space and help diversify their skills post-university to ride out the cycles in the industry. ”

“ Industry Collaboration: We need to encourage stronger collaboration between digital companies and organisations to foster an approach which encourages people in the industry to work together. ”

“ Design-Led Urban Planning: There should be a design-led approach to planning new precincts, buildings and infrastructure that will challenge Brisbane’s current approach to planning. ”

“ Awareness: There’s a need to increase the awareness and leverage the achievements of the people in Brisbane’s creative and digital industries


by driving an ongoing conversation around both their global achievements and practical solutions for small business. ”

“ Industry Leadership: Industry needs to work closer together to ensure the long-term success of creative and digital in Brisbane. ”

ACADEMIC & INDUSTRY RESEARCH

“ Historically there has been a large investment in Research & Development infrastructure (Smart State) but not enough focus on commercial/private sector outcomes. ”

“ With a soft economy forecast and constrained budgets, governments will be looking more than ever for commercial and economic outcomes from their research investment. ”

“ Leadership/ownership/governance structure is needed. Example of York, issue of continuity, membership to include VC’s, CSIRO and similar. ”

“ Need for one-stop access to universities. ” “ University Tech Transfer Offices (TTOs) are not the

solution and are sometimes part of the problem.”FOOD & AGRIBUSINESS

“ Infrastructure around rail, shipping and roads is not competitive or cost-effective. This is perhaps the biggest barrier to long term growth in the F&A cluster. ”

“ Brisbane needs to communicate its strengths better – a clean, green, safe and secure environment for food production, access to Asia, our climate and an innovative approach to technology and research. Also, find ways to better promote the top exports, like beef or our tropical and subtropical agricultural science. ”

“ There is a lack of recognition regarding the opportunity and the needs of food and agribusiness. ”

“ Free Trade Agreements can have positive outcomes but these are often negated by protocols like biosecurity. ”


“ Country-of-origin labelling is a real barrier to value-adding. It’s very difficult for operators to grow, process and sell products in Australia when they are competing against products that masquerade as ‘Australian made’. ”

KNOWLEDGE-BASED SERVICES

“ Strengthen partnerships between universities and business. ”

“ Focus on and push the city’s Natural Economy, Creative Economy and Health Economy. ”

“ There is a need for stronger connections and collaboration across industry clusters and between clusters. ”

“ The CBD needs much better internal connectivity and connectivity to commuter areas. ”

“ Our key competitive advantage is our ability to attract talent due to our superior liveability, although relocating specialised talent from Sydney and Melbourne can still be challenging. ”

“ Promote our expertise in aspects specific to the sub-tropics and develop Centres of Excellence. Create frameworks and governance around promoting our knowledge-based strengths e.g. being known for expertise in subtropical design, subtropical disease research and disaster recovery. Embrace local design, not interstate or overseas architecture and develop an authentic-looking Brisbane with a unique identity. ”

ENERGY & RESOURCE INDUSTRIES

“ Brisbane should focus on building a culture of information-sharing and collaboration within the industry that supports problem-solving across the value chain. ”

“ Brisbane should facilitate greater collaboration between industry and research providers, utilising its existing critical mass, reputation, liveability, specialised knowledge and research capabilities to become a global centre of excellence. ”


“ The industry needs to focus on attracting and retaining talent for the future and highlight the opportunities for a career in the sector regardless of its cyclical nature. ”

“ Data analytics leading to higher levels of automation is something that could be built on, to develop our own industry and sell internationally. ”

“ Challenges include the cyclical nature of the sector, the Brisbane community’s feeling towards mining and gas, a high cost base, availability of capital and exposure to new competitors (Asia) can leapfrog technologies. ”

KEY ECONOMIC PRECINCTS

“ Connections between precincts and the wider south-east corner through mid-level initiatives like light rail. Networks are needed, not just for people commuting, but also connections for freight and data. ”

“ Brisbane needs to ensure its industrial precincts are preserved and the city balances encroachment from urban development with job-generating sectors in key industrial areas. ”

“ There is a clear need for a night-time economy and extended ‘24/7’ trading in the CBD. ”

“ Need better differentiation between precincts, which are currently not well differentiated. Heading in the right direction but more emphasis needed on quality of place, creating great streets and more diversity for stronger identity and visibility. ”

“ Think about Greater Brisbane as an entity including north and south coasts, Ipswich, and Toowoomba. From that approach there is an obvious need for much better connectivity. ”

“ Play to the “river city” – anchor precincts around the river and links to the bay. ”

“ Build on our people/knowledge capital as Brisbane’s point of difference – with appropriate governance. Create entrepreneurial zones, but not in isolation. ”


“ Make the most of available opportunities – does the Kurilpa precinct give us a chance to create an entrepreneurial/innovation/technology hub and/or precinct? The answer needs to be yes! ”

INFRASTRUCTURE AND CONNECTIVITY

“ A short-term priority key to a future metro system is the river crossing (BaT or other solution). This will be needed to relieve other pressures in the short term and is key to an integrated metro system. ”

“ We need to better connect our major job centres and precincts. ”

“ Another key priority, which would improve freight movement, increase productivity in agriculture and food, take thousands of trucks off the road network, and improve existing commuter rail would be the port rail project (inland rail). ”

“ The Queensland Government should explore “value capture/unlocking economic value” approaches as a way of financing infrastructure. ”

“ Efficient transportation infrastructure is a long-term investment, not an expenditure. Debt raised for this is quite different in nature than debt raised to cover shortfalls against operating budgets. ”

EDUCATION/WORKFORCE DEVELOPMENT (TALENT)

“ Educate and train growing numbers of local, national, and international students in relevant disciplines and to world standards. ”

“ Provide ready access to a broad range of entry level, post-university job opportunities for domestic and international students. ”

“ Develop specialised education and training programs to develop and deepen the competitive position of its traded clusters. ”

“ Grow a more globally capable workforce, with cultural and linguistic knowledge of key and emerging markets. ”


“ Offer a compelling proposition to workers from elsewhere to come to Brisbane, based on its traditionally strong lifestyle offer, but also on the basis of being a high-quality urban environment where opportunities are varied and plentiful. ”

PROPERTY/CONSTRUCTION

“ We don’t reward people who think outside the box; our town planning seems to love rectangular buildings, why don’t we reward different architecture by allowing for extra storeys to the building. ”

“ The role of governments is crucial...it can take years for development applications to be approved, even for critical infrastructure, and you can’t run a business in that climate. ”

“ (Student accommodation and other new developments) should be about quality development not a rack ’em and stack ’em mentality. ”

“ Whatever architecture or landscape project, it needs to be ‘authentically Brisbane’. ”

“ Kurilpa is the only land left for a new economic precinct in the city. ”

“ Property and major construction projects are attracting global capital to Brisbane. ”


Conclusion


‘Team Brisbane’ can’t be just a rallying cry, it needs to be a commitment toward genuine partnership and participation. All beneficiaries of city prosperity should pro-actively seek cooperation, accept responsibility for the vision, implementation and costs and then ultimately share in the economic benefits generated by job creation, investment, efficiencies, opportunity and sustainable growth.

The Brisbane 2022 New World City Action Plan recommends a significant shift in the city’s approach to economic development.

The combined influences of a rapidly globalising economy, forecast high population growth, the slowing of historic major contributors to Brisbane’s Gross Regional Product and a proportionately high percentage of population-servicing industries warranted a re-think of how the city will earn the bulk of its future revenues.

This report – handed to Brisbane Lord Mayor Graham Quirk on May 26, 2015 – recommends the adoption of a New World City model to shape its economic development strategy.

The multi-faceted components of what defines a New World City have clear implications for how cities balance growth while preserving a high quality of life for residents and simultaneously position themselves as a competitive destination for talent, capital, students, artists, tourists, business leaders, scientists and entrepreneurs.

Using the ‘New World City Smart Growth Formula’ to guide its recommendations, the Lord Mayor’s Economic Development Steering Committee highlighted seven economic priorities, identified eight industry growth sectors and 10 competitive platforms to lay the foundation of this new approach to the city’s economic development.

The committee believes adoption of the recommended actions – informed by an extensive consultation process that involved more than 1000 people – is a whole-of-city and SEQ region responsibility.

That journey will be primarily charted using the Growth Sector/Competitive Platform model framework as the guiding tool for prioritisation and ongoing decision-making.


A NEW APPROACH ~ BRISBANE GROWTH SECTORS COMPETITIVE PLATFORM MODEL

IMPORTANCE OF PLATFORM FOR EACH SECTOR

■ MORE IMPORTANT ■ LESS IMPORTANT

Based on discussions with each sector, this graphic demonstrates the perceived importance of each platform for each key growth sector. Ongoing engagement with the growth sectors will further inform key priorities in each sector.

BR

ISB

AN

E’S

CO

MP

ET

ITIV

E P

LA

TF

OR

MS


Talent and skills

Major events, business events and city

activation

Supportive Brisbane business climate driven by Team

Brisbane approach

Infrastructure, logistics and connectivity

Diverse districts and productive precincts

Local servicing sectors

Start-up / entrepreneurial

ecosystems

Investment promotion and facilitation

Brisbane Australia’s New World City

(Our vision, brand and its awareness)

Research and innovation

Property Development and Construction


Food & Agribusiness

Creative and DigitalHigher and International

Education


Knowledge-Based and Corporate Services



As shown opposite - using the framework model outlined on page 26 - mapping the local economy’s key future revenue drivers and their interdependencies on a scale of importance relevant to each other provides clear vision on the intersects that need to be prioritised, supported or will add high/low value to the macroeconomic picture.

The steering committee’s findings also concluded that economic development was a ‘close contact’ business and that the New World City formula for industry growth and support should be a fluid one. Constant tailoring and adjustment of economic development intervention and support, via ongoing and deeper consultation, is expected and encouraged.

With this outlook and willingness to embrace a shift in focus from the economic drivers of the past, Brisbane has an opportunity to become the benchmark global city in its class.

As a result, this report also quite deliberately sets ambitious targets and aspirations for Brisbane 2022.

The combination of a broader regional SEQ approach to economic development, strong city precinct identification, thriving small and medium enterprise businesses supporting an increasing number of globally-facing industry sectors, a flourishing start-up ecosystem nurturing in-demand technology-based businesses, the brightest talents being drawn to one of the world’s top 10 lifestyle cities and the Asia Pacific hub for world-leading education and cultural institutions; world-class attractions, events and a place where world leaders seek to meet and make decisions; is the opportunity ahead of us.

The Brisbane 2022 Plan is the economic blueprint for this exciting evolution of our New World City.


Ian Klug - Chair Ian is Chairman of Brisbane Marketing.

Anna Rooke Anna is CEO of QUT Creative Enterprise Australia.

Peter Savoff Peter is General Manager, Hotels for the Anthony John Group.

LORD MAYOR’S ECONOMIC DEVELOPMENT STEERING COMMITTEE

Professor Max Lu

Professor Lu is Provost and Senior Vice-President at the University of Queensland.

Appointed members:

• Ian Klug• Anna Rooke• Geoff McIntyre• Max Lu• Peter Savoff• Rachel Crowley• Russell Shields• Russell Trood• Schalk Pienaar• Sean Ryan• Shaun Munday• Wayne Gerard

Ex officio members:

• John Aitken • Ian Bromley• Brent Rees

Geoff McIntyre Geoff is Managing Director of JLL Queensland.


Russell Trood Russell is Professor of International Relations at Griffith University.

Russell Shields Russell is Chairman of Onyx Property Group.

Sean Ryan Sean is State Director of News Corp Australia.

Rachel Crowley Rachel is Head of Corporate Relations at Brisbane Airport Corporation.

Schalk Pienaar Schalk is founding director of Croomo, a digital training development company.

Shaun Munday Shaun is Managing Director of Place Design Group.

Wayne Gerard Wayne is CEO and co-founder of RedEye.


ACKNOWLEDGEMENTSThe Steering Committee would sincerely like to thank the individuals connected to the 500 different businesses, organisations and associations who contributed so much to this report.

AAM Group

4impact Group

55 Comms

9 Strategic

ABB Group

Acaché

ACBC QLD

Acchoir Group

Acciona

ACIL Allen Consulting

Advisian

AEC Group

AECOM

AEG Ogden

AEIT

AIBC

AIIA

Airtrain

Allens

Anthony John Group

ANZ Banking Group Limited Brisbane

APP Corporation

APPEA

ARC Centre of Excellence for Robotic Vision

Architectus

Aria Property Group

Arts Queensland (Qld Govt)

ARUP

Asia Link

Asia Pacific Screen Awards & Brisbane Asia Pacific Film Festival

Association of Mining and Exploration Companies Inc.

Aurizon

AusIndustry

AustCham Beijing

AustCham Shanghai

Austmine Ltd

Australian Child Care Career Options

Australian Country Choice Pty Ltd

Australian Industry Group

Australian Institute of Architects

BBS Communications

BCM

BDO

Bechtel Australia

Beijing Caissa International Travel Services

Beijing UTour International Travel Services

Bentleys Chartered Accountant

Blue Box

Blue Sky Alternative Investments

Bondi Labs

Bornhorst & Ward

Brisbane Airport Corporation

Brisbane City Council (BCC)

Brisbane Convention & Exhibition Centre (BCEC)

Brisbane Development Association

Brisbane Festival

Brisbane International Tennis

Brisbane Lions

Brisbane Markets Ltd

Brisbane Powerhouse

Brisbane Racing Club - Eagle Farm

Brisbane Times

Brisbane West Chamber of Commerce

BROWNS English Language School

Buding Social Media

Business Angels

Business Depot

Business Models Inc

Business South Bank

Business Success Group

Calibre Consulting

Campbell Arnott’s

Cardno

Careers Australia

Carillon Conference Management (CCM)

Caxton Street Development Association

CCIQ

CCPIT Commercial Legal Counseling and Complaining Center

CGI Consulting

Channel Nine

CHARLTON BROWN

China Eastern Airlines

China Real Estate Chamber of Commerce

China Union Pay

CISCO

CitySmart

Clayton Utz

Cockatoo Coal Limited

Coffey Geotechnics

Commonwealth Bank of Australia

Conrad Gargett

Consulate-General of Japan in Brisbane

Corrs Chambers Westgarth

Council of Mayors (SEQ)

Cox Rayner Architects

CQUniversity

CRC Mining

CRC ORE

Croomo

CSIRO

CSIRO’s Digital Productivity Flagship

Data#3

David Macfarlane Consulting

Davidson

DDH Graham Limited

Deloitte

Department of Agriculture & Fisheries

Department of Foreign Affairs and Trade

Department of Infrastructure, Local Government and Planning

Department of Natural Resources and Mines

Department of Science, Information Technology and Innovation

Department of State Development

Department of the Premier & Cabinet

Department of Tourism, Major Events, Small Business & Commonwealth Games

Department of Transport & Main Roads

Dexus Property Group

DMA Partners

Domino’s

Economic Development Queensland

Ecotech

Eden Ritchie Recruitment

Emporium Hotel

Energex Limited

Environmental Resource Management

EPICURE at Brisbane City Hall

Ergon Energy

ERM Power

Ernst & Young

Esri Australia

Fairfax Media

Ffrench Connection

First Solar

Four Points by Sheraton Brisbane

Fragomen

Fugro ROAMES

Gambaro Hotel

GBST

GHD

GIS People

Grant Thornton

Graystone

Griffith University

Halfbrick Studios

Haystack

Healthy Waterways

Hear and Say Centre

Herbert Smith Freehills

Hines Management

Hopgood Ganim

Housing Industry Association Ltd

Howard Smith Wharves

HSBC Bank Australia Limited - Brisbane

Huawei

Huckleberry Australia Pty Ltd

Hudson

ICMS Australasia Pty Ltd

Independent IT professional

Independent Schools Queensland

Initiative Capital

Innovation & Digital Ventures

Innovative Business Concepts

Interfinancial Ltd

International Education Services Ltd

(IES)

International Energy Centre (IEC)

Interport Cargo Services

Ipswich City Council

iQ Capital Management

ISPT

Itegran

Jacobs

James St Initiative

Jasstech Solutions

JLL


Josephmark

Just Invest

Kath Rose & Associates

KDPR

King & Wood Mallesons

KPMG

Laing O’Rourke

Langano Business Strategists

LehmanBrown

Leighton Properties

Lend Lease

LGAQ

Life Sciences Queensland

Liquid State

Little Tokyo 2

Macquarie

MacroPlan Dimasi

Mantle Group

McCullough Robertson Lawyers

MindHive

Minpac Modular

Minter Ellison

Mission Australia

ML Design

Monster Solutions

Museum of Brisbane

National Association of Community Legal Centres

National Retail Association Ltd (NRA)

News Corp Australia

NICTA

Norton Rose Fulbright

Novion Property Group

Novus Urban

Office of the Lord Mayor

Office of the Queensland Chief Scientist

Onyx Property Group

Open Data Institute Queensland

Ord Minnett

Orient Group

Orient Speech Pathology

OzAccom +

PanAust

Parsons Brinckerhoff

Peabody Energy Australia

Peet

Phoenix Tours Beijing

Pine Lodge

Place Design Group Pty Ltd

PlantMiner.com.au

Populous

Port of Brisbane

Portfolio Projects

POTU Australia

Prettygreat

Primetime

Property Council of Australia

PSA Consulting

Pullman Brisbane King George Square

PWC

Qantas

QGC

QIC

Qiming Ventures

Qld Alliance for Agriculture & Food Innovation

Qld Cricket

Qmusic

Queensland Art Gallery/Gallery of Modern Art (QAGOMA)

Queensland Ballet

Queensland Government - Department of State Development, Infrastructure and Planning (DSDIP)

Queensland Government - Department of Tourism, Major Events, Small Business & the Commonwealth Games

Queensland Institute of Business and Technology (QIBT)

Queensland International Institute (QII)

Queensland Museum & Sciencentre

Queensland Performing Arts Centre (QPAC)

Queensland Rail

Queensland Resources Council (QRC)

Queensland Symphony Orchestra

Queensland University of Technology (QUT)

Rail Skills Australasia

Ray White

Red Hat Asia-Pacific Pty Ltd

Red Suit

RedEye Apps

Regional Development Australia

Regus Brisbane

Reload Media

RetireAustralia

Rick Antonson

River City Labs

Riverside Marine

RLMS

RNA

Robert Walters Brisbane

Rowland Pty Ltd

RPS

Santos

Sarina Russo/JCUB

Schenker Australia

Screen Queensland Pty Ltd

Senex Energy Limited

Shanghai Waigaoqiao Free Trade Zone

Shamrock Civil Engineering

Shenzhen Foundation for International Exchange and Cooperation

SIBA

Silk Logistics Group

Singapore Airlines

Sofitel Brisbane Central

South Bank Corporation

Spike Innovations

St Joseph’s Nudgee College

St Margaret’s Anglican Girls School

St Paul’s School

St Vincent de Paul

State Government

State Library of Queensland

Stefan

Stockland

Suncorp Stadium

Supply Chain & Logistics Assoc. Australia

TAFE Queensland

Tanda

Tatts

Taxi Council of Queensland

Technology One

Tencent

Tennis Australia

Terri Cooper Networking Event

The Eagle Academy

The Grattan Institute

THG Resource Strategists

Think: Education group

Three Plus

Tianjin Economic -Technological Development Area

Tourism & Events Queensland (TEQ)

Tourism Australia China

Trade and Investment Queensland (TIQ)

TransEduCom Pty Ltd

Translational Research Institute

TransLink

Triathlon Australia

Tritium

U&U Recruitment

UDIA (Qld)

Uniqlo

Uniquest

United Overseas Bank Limited

University of Queensland

University of the Sunshine Coast

Urban Art Projects

Urban Futures Brisbane Board

Urbis

USQ International

Vale

Valley Chamber of Commerce Incorporated

Vanke Group

Vidotto Group

Vincents (Accountants)

Virgin Australia

Volunteering Queensland

WG Architects

Wiley & Co Pty Ltd

WorkPac Group

Workplace Edge

WorleyParsons

Xstract Mining Consultants

Yellow Cab Co

Zinc Recruitment


BIBLIOGRAPHY

• ABS, 3105.0.65.001 and 3101.0; and Queensland Government Population Projection, 2011 edition (medium series)

• ABS, Census of Population and Housing, Australian Bureau of Statistics, 2006 and 2011

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http://www.brisbanemarketing.com.au/Resources/Publications/pages/LMEDSC-Report.aspx



• GRP Statistics, Queensland Government, 2015

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http://www.jll.com/cities-research/#sthash.jthYefIx.dpuf

http://www.jll.com/cities-research/#sthash.jthYefIx.dpuf

http://www.industry.gov.au/industry/Office-of-the-Chief-Economist/Presentations/Documents/riding_the_resources_cycle_speech.pdf



APPENDIX


CLUSTER BUBBLE GRAPHSOne way to capture the position and dynamics of traded clusters in an economy at a given point in time is with cluster bubble graphs. These graphs provide:

• A picture of a city’s economy at a point in time that shows the size of a cluster (by employment), its growth rate over a period of time, and the city’s relative specialisation in that cluster (see Interpreting Cluster Bubble Graphs)

• A picture of a set of competitor cities’ positions in a particular cluster (for these analyses the most relevant competitor set is Brisbane Capital City (Greater Brisbane) vs. other Australian Capital Cities).

INTERPRETING CLUSTER BUBBLE GRAPHS

These graphs tell us three things on a two-dimensional graph:

1. The size of the bubble represents the size of total employment in that cluster/sector. A bubble twice the width of another bubble has four times more employment

2. The position on the horizontal axis measures employment growth in that sector/cluster above or below the level of growth of all jobs in Australia. So a bubble at the 10% mark grew employment at a rate 10% above the rate of overall Australian job growth. The fastest job growth is in sectors to the right side of the graph

3. The position on the vertical access measures industry specialisation in that city. Cluster bubbles above 1.0 are economic activities in which a city is particularly specialised compared to other Australian Capital Cities. Clusters that are particularly high on this graph suggest that the city is possibly a net exporter of that economic activity. Clusters well below the 1.0 mark are likely to mean that the city is a net importer of that product or service

Graph 1 shows us a picture of Brisbane’s Traded Clusters as of 2011 (the last census year available).


The largest employment clusters in Brisbane are Professional Services, Mining Equipment and Technology, followed by Digital and Creative Industries and Food and Agribusiness. Among these, Knowledge-Based Services is not only one of the largest, but was by far the fastest-growing cluster in Brisbane in the 2006-2011 period.

Mining Equipment and Technology, also one of the biggest clusters, grew 10% faster than overall Australian job growth over those five years and was a significant specialisation for Brisbane. In 2011, Brisbane’s Energy and Resources cluster was quite specialised (about 80% higher than the average for Australian Capital Cities), and had grown by about 20% per year over the 2006-2011 period. Other large employment clusters in Brisbane such as Food and Agribusiness, Digital and Creative Industries, and Advanced Manufacturing have grown at reasonable rates, slightly above or below average national job growth.

Food and Agribusiness is a relative specialisation for Brisbane, while Brisbane was still relatively under-specialised in Digital and Creative industries. Note that Accommodation, the most accurate measure of the visitor economy direct impact, is not a large employer, is marginally below the specialisation of all Australian capital cities, and had been growing at a lower rate than overall Australian jobs.


Graph 1

Brisbane Cluster Summary

Graph 2

Food and Agribusiness – Capital Cities

Graph 3

Food and Agribusiness – Brisbane


Graph 4

Accommodation and the Visitor Economy – Capital Cities

Graph 5

Hospitality – Brisbane

Graph 6

Advanced Manufacturing – Capital Cities


Graph 7

Advanced Manufacturing – Brisbane

Graph 8

Creative and Digital – Capital Cities

Graph 9

Oil, Gas and Energy Resources – Capital Cities


Graph 10

Oil, Gas and Energy Resources – Brisbane

Graph 11

Knowledge-Based Services – Capital Cities

Graph 12

Knowledge-Based Services – Brisbane


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Compiled by the Lord Mayor’s Economic Development Steering Committee.

Brisbane 2022 Plan

ACTIVATING TEAM BRISBANE TO SHAPE OUR NEW WORLD CITY