ccrc economic development plan tropical futures 2016

t r o p i c a l f u t u r e s 2 0 1 6 ■ ■ ■ c a s s o w a r y c o a s t 1

Pillars for a sustainable Cassowary Coast

tropical futures

2016

Publication Design: design.it • inspire.create.advertise - Tully (07) 4068 3311 Images indicated by location supplied courtesy of Tourism Queensland

Cassowary Coast Regional CouncilPO Box 887 Innisfail Qld 4860

Tel (07) 4030 2222

Fax (07) 4061 4258

Email [email protected]

Web www.cassowarycoast.qld.gov.au

Publication produced August 2011

Disclaimer: ‘While every effort has been made to ensure information in this Plan is current and factual, the Cassowary Coast Regional Council makes no representation to any person or organisation with regard to the completeness or accuracy of the data or information contained in this document and, to the extent permitted by law, disclaiming all liability for any loss or damage (including indirect, special or consequential loss or damage) incurred by any person or organisation arising from the use of, or reliance upon, the data or information contained herein’.


Foreword ..........................................................................................................................................................................................................................................6

A Message from the Mayor ...........................................................................................................................................................................................7

Purpose ...............................................................................................................................................................................................................................................8

Cassowary Coast Regional Council Corporate Framework ....................................................................................................................10

Region Profile – Dynamic Cassowary Coast ........................................................................................................................................11

Urban Centres & Localities .......................................................................................................................................................................................... 12Demographics ..................................................................................................................................................................................................................... 12Knowledge, skills and training ...................................................................................................................................................................................... 13The Labour Force .............................................................................................................................................................................................................. 14Lifestyle - Working and living in the region ......................................................................................................................................................... 16Power ........................................................................................................................................................................................................................................17Telecommunications ......................................................................................................................................................................................................... 17

Economic contribution of the region ..................................................................................................................................................................... 18

Context ...........................................................................................................................................................................................................................................20 An Eco-Economy ...............................................................................................................................................................................................................20

Liveable Cassowary Coast Plan ................................................................................................................................................................................. 21Towards Q2: Tomorrows Queensland................................................................................................................................................................... 22ClimateQ: toward a greener Queensland ........................................................................................................................................................... 23Queensland Research & Development Investment Strategy 2010 - 2020 ...................................................................................... 24Far North Queensland Regional Plan 2009 – 2031 ......................................................................................................................................25Far North Queensland Infrastructure Plan 2009 - 2031 ............................................................................................................................25Centres of Enterprise Initiative .................................................................................................................................................................................. 26Keep Australia Working Cairns and Far North Queensland Regional Plan ..................................................................................... 26 Indigenous Economic Development Strategy Action Plan 2010 – 2012 .......................................................................................... 27Tropical North Queensland Regional Economic Plan ..................................................................................................................................28

Regional Development Australia Far North Queensland and Torres Strait Regional Roadmap ......................................... 28

Table of Contents

4 c a s s o w a r y c o a s t ■ ■ ■ t r o p i c a l f u t u r e s 2 0 1 6

Pillars of Economic Development .......................................................................................................................................................................29

Pillar 1 – Marketing the Cassowary Coast Region ...............................................................................................................30

Regional Significance ...................................................................................................................................................................................... 30 Far North Queensland ‘GreenBiz’ Friendly Capital .....................................................................................................31 Laboratory for Innovation .........................................................................................................................................................31 Centre of Education Excellence .............................................................................................................................................31 Centre of Excellence in Health Services ...........................................................................................................................31 Mobile Knowledge Workers ....................................................................................................................................................31 Transport Connectivity ...............................................................................................................................................................32 Local Industry Recognition ........................................................................................................................................................32 Town, Rural and Coastal Communities ..............................................................................................................................32 Landmark Events .............................................................................................................................................................................32

Strategies for achieving above .................................................................................................................................................................. 33Creating a business brand a)

Promotional activitiesb)

Effective communicationsc)

Business eventsd)

Priority actions for above ............................................................................................................................................................................ 33

Pillar 2 – Building Partnerships, Fostering Innovation .......................................................................................................34

Strategies for achieving above .................................................................................................................................................................. 36

Local, regional, global partnershipsa)

Fostering sustainable business practices b)

Economic development partnership programsc)

Linking businessd)

Research and developmente)

Regional innovation zonesf)


Pillar 3 – Workforce Development ....................................................................................................................................................... 38 Strategies for achieving above .................................................................................................................................................................. 40

Clustering around magnet infrastructurea)

Supporting disadvantaged and minority groupsb)

Linking education and training providersc)

Networking for jobs, skills and trainingd)

Understanding employment trendse)

Modernising education deliveryf)

Promoting best practice in skills and knowledge transfer g)

Promoting sustainability educationh)



Pillar 4 – Enabling Infrastructure ............................................................................................................................................................ 42

Strategies for achieving above .................................................................................................................................................................. 44 Establishing a long term infrastructure plan a)

Establish a proactive planning approval processb)

Integrating disaster mitigation and sustainability principles c)

Creating a balanced environment for public private partnershipd)

Promoting key transport infrastructure hubs e)

Improving energy generation infrastructuref)

Improving communications infrastructure g)

Improving waste and water management infrastructureh)

Influencing whole of Government infrastructure planningi)


Pillar 5 – Planning for the Future ............................................................................................................................................................. 46

Strategies for achieving above .................................................................................................................................................................. 48

Influencing the far north Queensland regional planning frameworka)

Integrated planning for social, natural and economic benefitb)

Commercial and industrial land availabilityc)

Establish economic growth corridors around major infrastructured)

Fostering external partnerships e)

Responsive planning assessment f)


Monitoring Outcomes & Success ........................................................................................................................................................... 49


‘Before everything else, getting ready

is the secret of success’

Henry Ford

Foreword The Cassowary Coast Regional Council Economic Development Plan ‘Tropical Futures 2016’ is a culmination of extensive

research and consultation with our local business community, Government and Non Government partners providing a

dynamic framework for Council to guide the sustainable economic growth of the Cassowary Coast region.

Focusing on five economic pillars:

Marketing the Cassowary Coast Region1.

Building Partnerships2.

Workforce Development3.

Enabling Infrastructure4.

Planning for the future5.

The Plan outlines a set of strategies and priority actions for the region to 2016. The Plan is the first in an ongoing series of five

year plans. The Plan focuses on laying a foundation that raises the profile of the region and building the capacity of the regions

individual industry groups and business networks.

The local economy is characterised by a range of business activities supported by a resilient agricultural and tourism base that

provides for local employment growth in our region. Ongoing investment is characterised by large scale developments such as

the Sea Haven project and several other proposed developments. Supported by public private partnerships, the region will

be transformed into a vibrant centre for business and residents in the 21st Century.

Council and its partners are committed to playing an active role to achieve economic wellbeing and quality of life for the

communities and the Cassowary Coast Regional Council Economic Development Plan will guide Council in shaping that

future.

The Cassowary Coast region provides for more than just a lifestyle, it aims to be an innovative region where people want to

live, work and grow their business.

Much of the statistical information was gathered online through the Queensland Treasury - Office of Economic & Statistical

Research and the Australian Bureau of Statistics and is based off the 2006 census data, unless otherwise noted. Numerous

Queensland and Commonwealth Government, Non Governmental and International agency reports were also consulted

throughout the development of this plan.

Shenal BasnayakeEconomic Development Officer Cassowary Coast Regional Council


A message from the Mayor

The Cassowary Coast region is unique for very many reasons. It is

very unusual to be part of the developed world yet exist in a tropic

environment.

There are abundant natural resources and an enormous range of

biodiversity. Our people are a significant resource recognised for

our resilience, but to fully utilise our resources we need to further

increase educational opportunities.

Our resources enable the region to typically have the highest

value of agricultural production of all local government regions in

Australia.

Economic development is the life blood of our community. We

all know that the world’s resources are limited and that there are

pressures on some community’s particularly large cities and their

liveability. Growth at all costs is not acceptable.

Our liveability is highly regarded and we welcome appropriate

development that does not put at risk our lifestyle or natural

beauty. We want the economies of scale benefits that come from

growth and targeted opportunities for our children.

I encourage our community to grasp the initiatives highlighted in

the economic plan for the betterment of all in our region. Cr. Bill Shannon

Mayor - Cassowary Coast Regional Council


Purpose The Cassowary Coast Regional Council Economic Development Plan will provide increased coherence and coordination with

other Council plans delivering actions and outcomes that act on strategies defined in the five pillars as set out below:

pil

lar

1

pil

lar

2

pil

lar

3

pil

lar

4

pil

lar

5

Marketing the Cassowary Coast

Region

Building Partnerships,

Fostering Innovation

Workforce Development

Enabling Infrastructure

Planning for the Future

It will provide a positive framework to guide, support

and give greater recognition to sustainable economic

development. The delivery of this Plan is the

implementation of a series of priority actions. The actions

will be progressively updated and reviewed, to allow this

Plan to remain dynamic and future-oriented to 2016.

Understanding that Council alone cannot deliver on all the

priority actions, Council will be working very closely with all

levels of Government, Non-Government agencies, regional

industry and business networks to facilitate the delivery of

outcomes.

Tackling the challenge of resource efficiency and climate

change whilst delivering job growth is the core objective

of the Plan. This not only means gearing up the economy

to deliver the agreed goals, but also kick-starting investment

in greener industries, technologies and services recognised

as having some of the greatest potential for future jobs and

regional resilience. To secure this ambitious goal, all the

instruments at the regions disposal, including the natural

environment, need to be harnessed effectively.

Council will ensure that the Cassowary Coast region

is part of the global ‘efficiency revolution’ required for

achieving sustainability. This can be through changes in

technology development and design, changes in governance

and changes in consumption decisions. Ensuring broader

awareness and championing change by expounding the

benefits of ‘biomimicry’ for example are ways in which

positive changes can occur in the daily lives of the regions

citizens and the industries we rely on.


The plan encourages businesses and individuals alike

to:

Recognise that the world and the region is •

going to continue experiencing change at an

exponential rate over the next 20 years, and they

have limited time to prepare for those changes;

Shift many of their business as usual practices;•

Understand and tackle the issue of sustainable •

development, especially through bringing in

resource efficiencies and integrating indigenous

knowledge.

To achieve the above, a set of goals has been outlined

to provide the region with:

A unique and outstanding environment that •

promotes a more resource efficient, greener and

competitive economy;

A fair and connected society that fosters a high •

employment economy delivering social cohesion;

Effective, collaborative leadership through •

enhanced direct linkages with other relevant

local, regional and state plans that facilitate

collaborative economic development;

Prosperity through knowledge and innovation;•

Quality planning outcomes;•

Resilient infrastructure;•

Self sustaining indigenous communities.•

The region needs to define where it wants to be over

the coming decade. To this end, the Plan proposes:

A reduction in unemployment levels to be on par •

or better than the national level within the next

ten years;

Creation of new employment opportunities •

at a consistent rate with the regions expected

population growth;

Creation of new green industries through •

marketing, promotion and branding of the region,

as well as the introduction of green business

friendly policies, incentives and reward;

Increasing the capacity of the regions industry •

groups and business networks to undertake

projects and action themselves;

Achieve the Queensland Governments •

climate/energy targets through introduction

of sustainability initiatives and a reduction in

emissions;

Increasing the number of tertiary degree •

recipients within the region;

Increasing the viability of the regions indigenous •

corporations through assistance establishing new

industries and employment outcomes;

Increasing the regions resilience to natural •

disasters and external impacts.

These targets are interrelated and critical to the plans

overall success and tailored to meet the economic

needs of the region.


Cassowary Coast Regional Council Corporate Framework

The Cassowary Coast Regional Council through its

Economic Development Plan has created a vision for the

future – a dynamic region with an enhanced quality of life

for its citizens and one which engages communities through

cultural, social and economic activities.

Council’s vision is to retain our unique tropical lifestyle

whilst valuing our exceptional natural environment and

create a balanced, sustainable economy.

The regions vision influence’s a number of key factors and

issues in implementing the plan including:

Acknowledging the contribution of existing local •

businesses and encouraging new business investment;

Understanding the strain put on traditional industries •

in the agricultural and tourism sectors through both

the global financial crisis and natural occurrences;

Supporting new technologies and growth in the •

electronic commerce and services;

Expanding the levels of professionally qualified people •

in the region, including skilled trades and other

technical people in the region;

Recognising the opportunities from innovative and •

newly emerging industry sectors;

Supporting local businesses to achieve ‘world’s best •

practice’ and engagement beyond the region;

Ensuring equal opportunity and high levels of service •

for the community;

Encouraging and facilitating collaboration between •

all levels government, business and other relevant

stakeholders.

The delivery of this Plan falls

within the regions corporate

framework, the Cassowary

Coast Regional Council

Corporate Plan 2009 – 2019.

The key outcome areas of the Corporate Plan that relate to

the Economic Development Plan are:

Outcome 3.1 – Encourage development of new •

business and emerging industries

Outcome 3.2 – Foster development and expansion •

of existing business and industry

Outcome 3.3 – A recognised tourism destination•

Outcome 3.4 – Development of the region as a •

transport hub

Outcome 3.5 – Cassowary Coast has appropriate land •

use planning to support a sustainable economy

Other key strategic documents that guide activities in the

region include:

Cassowary Coast Regional Council Operational Plan,

Liveable Cassowary Coast Plan, Cassowary Coast Regional

Council Capital Works and Asset Management Plans,

Cassowary Coast Regional Council Planning Scheme

and the Cassowary Coast Regional Council Disaster

Management Plan.

An amalgamated region wide local planning scheme is being

prepared and due for completion by 2014. This scheme will

address the requirements proposed by the

‘Far North Queensland Regional Plan 2009 – 2031’

prepared by the Queensland Department of Infrastructure

and Planning. A regional Tourism Plan is also being prepared

at the moment to address the specific needs of the tourism.

industry.


The Cassowary Coast Regional Council was established

on 15 March 2008. The new Regional Council was created

through the amalgamation of the former Cardwell Shire

Council and former Johnstone Shire Council.

The Cassowary Coast region is named after the tall, flightless

bird which inhabits parts of the region. The region covers an

area of approximately 4,700 square kilometres. The region

is a mix of town, rural and coastal communities. There are

over 3,500 businesses operating in the region with potential

for new business growth and development in all of the towns

and communities. The most recognizable industries linked to

the region are the tourism and primary industries.

The region comprises of the main townships of Innisfail in

the north, through Tully and Mission Beach, to Cardwell in

the south with all major essential services readily accessible.

The high rainfall and humidity means its one of the wettest

and greenest in Australia. As at 30 June 2009, the estimated

resident population of region was 30,992 persons.

The Cassowary Coast is well connected to other parts of

the nation via the major arterial road network system the

Bruce Highway, connecting the major regional cities of Cairns

to the north and Townsville to the south. The Palmerston

Highway provides connectivity with the Tablelands region and

is the major goods transport route. The region can also be

accessed by sea through the commercial port at Mourilyan

Harbour, by air at one of three aerodromes and by rail which

provides an additional level of connectivity.

INNISFAIL

Hinchinbrook Island

Gre

at Divid

ing

Ra

ng

e TULLY

Mission Beach

Cardwell

Coral Sea

Region ProfileDynamic Cassowary Coast

South Mission BeachHull Heads

Tully Heads

Kennedy

El Arish

Silkwood

Kurrimine

Euramo

Silky Oak

Port Hinchinbrook


Urban Centres & Localities

Estimated resident population by urban centres/localitiesCassowary Coast Region 30 June 2009————————————————————————————Urban centre Estimated Locality Populationor locality Population Area Density

Number km2 Persons / km2

————————————————————————————Innisfail 8,837 22.9 385.9Tully 2,578 7.1 363.1Cardwell 1,486 9.4 158.1Wongaling Beach 1,143 7.9 144.7South Mission Beach 848 12.7 66.8Flying Fish Point 811 2.8 289.6Kurrimine 632 1.7 371.8Wangan 621 0.5 1,242.0Mission Beach 614 3.3 186.1Bingil Bay 491 3.2 153.4Tully Heads 489 6.0 81.5South Johnstone 488 3.3 147.9Mourilyan 469 1.5 312.7Silkwood 349 6.9 50.6El Arish 291 0.7 415.7————————————————————————————Cassowary Coast Region 30,992 4,701.3 6.6————————————————————————————

Queensland 4,425,103 1,734,173.9 2.6

Region as % of Qld. 0.7 0.3 2.3

Based on ASGC 2006 • Source: Australian Bureau of Statistics Regional Population Growth (Cat# 3218.0) & unpublished data.

Demographics

According to the Australian Bureau of Statistics, in 2031 the

population for Cassowary Coast Regional Council Local

Government Area (LGA) is projected to be 36,568 persons.

This will account for an average annual population growth of

0.8 per cent. In comparison, Queensland is projected to have

an average annual growth rate of 2.2 per cent over the same

period. The median age of persons was 40 with an average

household size of 2.7 persons.

The estimated Indigenous resident population at the time of

the 2006 Census was 2,311 persons or 9.1 per cent of the

total population in Cassowary Coast Regional Council Local

Government Area.

The region contains a mix of town, rural and coastal communities. The urban centre with the largest population was the urban centre of Innisfail, with a population of above 8,500 persons. Of the urban centres, the locality of Wangan had the highest population density, with approximately 1,242 persons per square kilometre.


Knowledge, Skills & Training

According to the Australian Bureau of Statistics, in the 12 months

ending 31 December 2008, 75.3 per cent of students attending a

school in Cassowary Coast Regional Council Local Government

Area (LGA) attended a government school and 24.7 per cent

attended a non-government school.

There were 2,126 students attending a government primary

school (years 1 to 7) in Cassowary Coast Regional Council LGA

and 615 students attending a non-government primary school. In

secondary school (years 8 to 12) there were 1,375 government

students and 566 non-government students.

At the time of the 2006 Census, there were 8,216 persons aged

15 years and over with year 11 or 12 (or equivalent) stated as

their highest level of schooling (37.6 per cent of all persons aged

15 years and over).

At the time of the 2006 Census, there were 9,803 persons aged

15 years and over with a qualification which was 44.9 per cent of

the population in this age group.

Of persons aged 15 years and over with a qualification, 14.2 per

cent had bachelor degree or higher, 9.5 per cent had an advanced

diploma or diploma, and 42.8 per cent had a certificate.


17.6%3.4%Agriculture, Forestry and Fishing

1.1%1.7%Mining

10.7%9.9%Manufacturing

1.4%1%Electricity, Gas, Water and Waste Services

8.4%9.0%Construction

2.3%3.9%Wholesale Trade

11.2%11.6%Retail Trade

7.2%7.0%Accommodation & Food Services

4.2%5.1%Transport, Postal and Warehousing

1.4%0.5%Information Media and Telecommunications

1.1%2.9%Financial and Insurance Services

1.4%2.1%Rental, Hiring and Real Estate Services

2.5%5.6%Professional, Scientific and Technical Services

2.6%3.1%Administrative and Support Services

5.9%6.7%Public Administration & Safety

6.9%7.6%Education and Training

7.7%10.2%Health Care and Social Assistance

1%1.3%Arts and Recreational Services

3.5%3.7%Other Services

QueenslandCassowary Coast Region

Employment by Industry (%) Queensland v’s Cassowary Coast Region———————————————————————————————————————————————

————————————————————————————————————————————————Based on ASGC 2006 • Data for reformed local government areas are derived from concorder population-based statistical local area data (ASGC 2006) • Source: Australian Bureau of Statistics, Census of Population and Housing, 2006, Basic Community Profile - B42

5% 10% 15%0%

The Labour ForceEmployment by Industry

Of the regions total 12,188 employed persons in 2006, employment was dominated by four popular industry sectors:

Agriculture, Forestry and Fishing (2,140 persons or 17.5%)1.

Retail Trade (1,364 persons or 11.1%)2.

Manufacturing (1,310 persons or 10.7%)3.

Construction (1,019 persons or 8.3%)4.


Occupation

The occupations held by the resident population in the region

for 2006 shows the three most popular occupations were:

Labourers (2,444 persons or 20%)1.

Managers (2,092 persons or 17.2%)2.

Technical and Trades Workers (1,896 persons or 15.6%)3.

Combined, these three occupations accounted for 6,432

people in total or 52.8 per cent of the employed resident

population. By comparison, Queensland employed 11.9 per

cent as Labourers; 12.4 per cent as Managers; and 15.4 per

cent as Technical and Trades Workers.

Community & personal service workers 7.8%(Queensland 9.1%)

Sales workers 8.0%(Queensland 10.4%)

Machinery operators & drivers 9.1%(Queensland 7.2%)

Professionals 9.7%(Queensland 17.1%)

Clerical & administrative workers 10.5%(Queensland 14.8%)

Technicians & trade workers 15.6%(Queensland 15.4%)

Managers 17.2%(Queensland 12.4%)

Labourers 20.0%(Queensland 11.9%)


The Commission for Architecture and Build Environment,

UK defines livability as the degree to which a place, be

it a neighborhood, town or city, supports quality of life,

health and wellbeing for the people who live, work or

visit. Regions considered to have a high degree of livability

tend to have a high level of, and widespread accessibility to,

amenity. Amenity includes features such as open and green

space; educational, social, cultural and recreational facilities.

High-amenity places have not only higher financial value

(property prices and rents) but also social, environmental,

public health and cultural value; livable cities are widely

perceived to be healthy, attractive and enjoyable places for

people of all ages, physical abilities and backgrounds.

The Cassowary Coast Region boasts a unique tropical

environment that offers a relaxed, outdoor lifestyle with

essential services readily available. With more than 70

percent of the region protected by National Parks and

World Heritage conservation areas the region abounds in

natural beauty and is home to two world heritage areas –

the Wet Tropic Rainforest and the Great Barrier Reef.

The region enjoys an average daily temperature range of

18.5C to 27.2C and on average receives approximately

3,056 mm of rainfall each year creating a lush green

environment. The abundant water and nutrient rich soils

create the perfect growing environment for the plentiful

tropical fruits available. With the closest mainland access

to the Great Barrier Reef and numerous offshore islands,

the region provides the perfect area to raise a family, enjoy

an active outdoor lifestyle or retire amongst beautiful

surroundings.

The region is proud of its cultural heritage and promotes

active interaction between the various communities. The

country of birth of the population in the region in 2006

shows that the region has a significant proportion of people

born overseas, as well as a sizeable proportion of people

from a non-English speaking background.

The estimated resident population of persons born

overseas at the time of the 2006 Census was 3,318 persons

or 13.1 per cent of the total population in Cassowary Coast

Regional Council Local Government Area.

Over 30 different languages are spoken and all major forms

of religion are practiced. The dominant non-English speaking

country of birth in the region was Italy.

Volunteers

Volunteering is at the heart of many of the regions residents

and at the time of the 2006 Census 19.8 per cent of the

total persons aged 15 years and over was volunteers, in

comparison with Queensland at 18.3 per cent.

Lifestyle - Natures Playground

Mission Beach, Qld


Access to energy is essential for the functioning of

modern economies. The distribution of energy is thus

a critical element of ensuring security and supply of

energy. The electricity supply to the region is provided by

Powerlink Queensland’s 132kV network and 132/22kV

substations, and by Ergon Energy’s 22kV network supplied

from those substations. The electric power flows from

generation stations all over Queensland, though Powerlink’s

transmission grid, into Ergon Energy’s and Energex’s

distributions grids, to supply customers.

Both Powerlink and Ergon Energy plan the development

of their networks to ensure adequate present and future

capacity is available to connect new customer loads as

required.

Power

Customers by Sub Station

Energy Consumed

Peak Demand

EL ARISH

1389

2071

9131

4503

29.3 GWh

25.7 GWh

146.0 GWh

78.4 GWh

29.9 MW

17.6 MW

5.2 MW

4.5 MW

INNISFAIL

TULLY

CARDWELL

Source: Network Development EngineerErgon Energy, Cairns, January 2011

Telecommunications

Increasingly, connectivity in and between regions and

accessibility to goods and services for businesses and

individuals is related to access to telecommunications and

digital technologies. Access to high-speed broadband is

now an essential part of the way communities communicate

socially as well as to do business. Increasingly employment

patterns are changing with the ability to work remotely

via the internet creating terms such as mobile knowledge

workers. Concepts such as E-Learning and E-Health are

becoming progressively more important to the delivery of

essential services, in particular the access it provides regional

communities with.

The availability and coverage of affordable and reliable

communications is critical to the future of the region

reducing the tyranny of distance in relation to work

and education and providing greater equity of access to

employment and leisure opportunities. It also offers greater

flexibility to manage family and work life. In the Cassowary

Coast region, Telstra has a total of 25 exchanges. These

buildings also contain transmission access points that are

used to interconnect not only the exchanges but data

nodes, mobile base stations and other communications

infrastructure.

Broadband internet access is an essential requirement to

participate in the so-called ‘new economy’. Increasingly

fast internet access is required for accessing essential

information and undertaking domestic and non-

domestic business as both government and the private

sector conduct their business, or aspects of it, on-line.

E-Government initiatives for example are increasing the

interaction between Government and Community playing

an important role in promoting engagement at all levels.

The CCRC area is well serviced by Telstra optical fiber

cable and has plenty of reserve capacity. The region also has

extensive ADSL internet connectivity and Telstra Next G

mobile connectivity.

At the time of the 2006 Census, 50.9 per cent of

households in the region were connected to the internet,

with around 20.4 per cent broadband connectivity.


Economic contribution of the regionAs of the last census conducted in 2006, the Cassowary Coast region had approximately 280 businesses with a turnover of $1 million or more per annum. The total number of businesses registered for the period 2006 - 2007 was approximately 3,525. Of these 3,300 were small businesses accounting for 94.5 per cent of the total. 159 were medium businesses and 36 were large businesses.

The largest number of businesses by industry sector is comprised within the Agriculture, Fishing and Forestry sector

which accounts for around 60% of total businesses within the region, followed by the Construction, Property and Business Services. The region produced over 10 per cent of the total value of crops in Queensland on an annual basis.

Value of Agricultural ProductionThe total value of agricultural production in the region in 2008 – 2009 was $591.7 million, encompassing a total land area of 268.2 thousand hectares. The four largest contributors were:

Bananas: $388.4 million1. Sugar : $157.2 million2. Fishing: $12.5 million3. Cattle: $10.3 million4.

Cassowary Coast Region Agriculture Revenue 2008 - 2009Cassowary Coast Region Agriculture total area of 268,239 hectares with a gross revenue of $591,741,226

(Data sourced from Queensland Primary Industries and Fisheries - January 2011)

BANANAS $388,432,433287,648 ton9,090 hectare

SUGAR$157,219,34810,161,227 ton122,497 hectare(data includes Babinda Mill region)

FISHING$12,508,8801,190 ton(data for Cooktown to Innisfail region)

CATTLE INDUSTRY$10,356,06015,932 head135,437 hectare

PAPAYA$8,950,5006,845 ton130 hectare

OTHER TROPICAL FRUITS$8,406,5482,458 ton690 hectare

AQUACULTURE$2,850,4351,638 ton 235 hectare

OTHER CROPS$3,017,0213,758 ton 160 hectare


Value of Tourism

Cassowary Coast is part of Tropical North Queensland

tourism region which hosts an industry valued at $2.35 billion,

approximately 24 per cent of the Gross Regional Product for

far north Queensland. It is estimated to generate over 40%

of the regions export earnings therefore is a critical part of

the far north Queensland regions economy. The estimated

expenditure created by Tourism in the Cassowary Coast region

is approximately $100 million per annum which accounts for

4% of the far north Queensland region.

Average annual visitor numbers from 2005 to 2010 indicate

that the region hosts around 170,000 domestic visitors and

67,000 international visitors. This accounts for over 10% of

domestic and international visitors to the far north Queensland

region.

Most domestic visitors, a result of the drive tourism market are

intrastate visitors from within Queensland, followed by New

South Wales and Victoria. The largest proportions of travelers are

aged between 45 and 64 years.

The Cassowary Coast is host to some notable attractions in

the form of Paronella Park, Dunk and Bedarra Island Resorts

and Hinchinbrook Island.

Value of Manufacturing

Manufacturing accounts for approximately $3.2 billion per annum

in sale of goods and services to the far north Queensland region.

Of this the Cassowary Coast region accounts for approximately

$150 million.

Building Approvals

Over the period 01/07/2005 to 31/12/2010 there have been

a total of 4898 approvals. These approvals were valued at

$474,277,877.

The total number of building approvals in 2010 was 454 with a total value of $48,684,095.50.

Source: Cassowary Coast Regional Council Planning Department January 2011.

Hinchinbrook Island, Qld


ContextAn Eco-Economy

In 1997 a team of researchers from the United States,

Argentina, and the Netherlands put an average price

tag of US$33 trillion a year on fundamental ecosystem

services. At that time, this equated to nearly twice the

value of the global gross national product (GNP) of

US$18 trillion. (Robert Costanza et al., “The Value of

the World’s Ecosystem Services and Natural Capital,”

Nature, Vol. 387, 1997).

In 2010, the Australian Conservation Foundation using

the methodology created by Robert Costanza and team,

created a model to provide an approximate value of the

national economy aptly named ‘The Whole Economy’.

The results indicate that the annual gross domestic

product of the national economy in 2009 was $1223

billion and the annual value of environmental production

(sum total of items such as nutrient cycling and waste

treatment, raw materials, water management, etc…)

was a staggering $1164 billion.

The Cassowary Coast Regional Council which operates

between two world heritage listed areas is tackling the

issue of economic development by taking account of the

need to assist the regions businesses and industry be

driven by sustainable development practices. Through

the combination of leadership and policy, the region aims

to be the green business capital for the far north

Queensland region.

To accomplish this, Council will assist business and

industry consider some very simple changes to the way

they run their businesses, emphasising on advanced

techniques for making resources more efficient. The

approach is referred to as ‘Natural Capitalism’ where the

economy values the natural resources and ecosystem

services that nature provides. Natural capitalism

recognises the critical interdependency between the

production and use of human-made capital and the

maintenance and supply of natural capital.

Four major interlinked shifts in the business as usual

model need to be considered, these being:

Dramatically increasing the productivity of natural 1.

resources by reducing the wasteful and destructive

flow of resources. Through fundamental changes in

both production design and technology organisations

have the opportunity to make major resource savings

yielding higher profits.

Shift to biologically inspired production models by 2.

introducing closed loop productions systems where

every output either is returned harmlessly to the

ecosystem or becomes an input for manufacturing

another product.

Move to a solutions based business model where a 3.

new model for value is delivered as a flow of services.

The perceptions move from the acquisition of goods

as a measure of affluence to one where well being is

measured by the continuous satisfaction of changing

expectations for quality, utility and performance. The

new relationship aligns the interest of providers and

customers in ways that reward them for implementing

resource productivity and closed loop manufacturing

systems.

Reinvesting in natural capital by restoring, sustaining 4.

and expanding the planet’s ecosystems so that

they can produce their vital services and biological

resources even more abundantly.

(Amory B. Lovins, L. Hunter Lovins, Paul Hawken, “A Road Map for tural Capitalism,” Harvard Business Review, May – June 1999).


Sustainable business practices for the Cassowary Coast

region is not an end goal, it is a journey that the region takes

to improve the social equity, environmental and economic

conditions within the region.

“Business cannot function if ecosystems and the services they deliver - like water, biodiversity, fibre, food, and climate - are degraded or out of balance.”

World Business Council for Sustainable Development.

Each of the five Pillars within the plan contains a set of

strategies and priority actions. The strategies provide a

link between each pillar and the prior mentioned goals,

while the priority actions identify the actions that need

to commence within a set timeframe for the goals to be

realised. The strategies and priority actions within each pillar

will be implemented over the next 5 years to

support and help advance a local economy that is

vibrant and continues to grow sustainably.

The Plan gives significant recognition to partnerships and

cooperation with State and Federal Government agencies

with regard to the following key plans, policies

and strategies:

Livable Cassowary Coast Plan 2020•

Towards Q2: Tomorrows Queensland•

ClimateQ: toward a greener Queensland•

Queensland Research & Development Investment •

Strategy 2010 - 2020

Far North Queensland Regional Plan 2009 – 2031•

Far North Queensland Infrastructure Plan •

2009 - 2031

Centres of Enterprise Initiative•

Keep Australia Working Cairns and Far North •

Queensland Regional Plan

Indigenous Economic Development Strategy Action •

Plan 2010 – 2012

Tropical North Queensland Regional Economic Plan•

Regional Development Australia Far North •

Queensland and Torres Strait Regional Roadmap

Liveable Cassowary Coast Plan

The Liveable Cassowary Coast Whole of Community Plan

2020 is a long term plan that will help guide all sections of

the community in achieving its goals and aspirations. The

Plan incorporates the World Health Organisations Healthy

Cities Healthy Communities framework. The Plan is built

on the assumption that the decisions and actions of the

community today can shape its future and that individuals

can make a difference. The Plan aims to involve all

members of the community in the decision-making

process while guiding the prioritisation of actions.

The visions outcomes identified are:

Strong Economic Development;•

Green and Sustainable;•

Social and Cultural Wellbeing;•

Community Leadership.•

Source: Liveable Cassowary Coast Plan 2020 Cassowary Coast Regional Council, 2010.


Towards Q2: Tomorrows Queensland

The Towards Q2: Tomorrows Queensland State Plan recognises that the

Government’s role is to provide policy and infrastructure that offer an attractive

and competitive business environment.

Launched in 2008, the plan has the platform that Queensland is one of the

best places in the world to work, raise a family, enjoy life, as well as making

Queensland an even better place.

The government has framed its 2020 vision for Queensland around five

ambitions. They are ambitions for the whole State and for communities in every

Queensland region.

The plan wants a Queensland that is:

Strong: We want to create a diverse economy powered by bright ideas.

Green: We want to protect our lifestyle and environment.

Smart: We want to deliver world-class education and training.

Healthy: We want to make Queenslanders Australia’s healthiest people.

Fair: We want to support a safe and caring community.

Source: Towards Q2: Tomorrow’s Queensland, The State of Queensland –

Department of Premier and Cabinet, 2008.

The Cassowary Coast Council strongly supports the plan by acknowledging it as the principle plan around which the regions own economic development plan is framed.

Hinchinbrook Island, Qld

ClimateQ

ClimateQ: toward a greener Queensland

ClimateQ: toward a greener Queensland sets out the

Government’s response to tackling the issues of climate

change and the steps required for Queensland’s transition

to a lower carbon future. As noted by the Premier and

Minister for Climate Change and Sustainability ‘It extends

and strengthens our climate change response to help

everyone to take action today for tomorrow’.

This strategy includes eight sectoral strategies to reset and

expand Queensland’s policy approach for managing future

greenhouse gas impacts and safeguarding tomorrow’s

Queensland.

Energy – generating a new future1.

Overcoming challenges to transition Queensland to a

low emissions future.

Queensland business – a new operating climate2.

Exploring and adopting sustainable practices.

Planning and building – tools to minimise climate 3.

change impacts

Integrating climate change considerations into land use

planning and building design to reduce emissions and

impacts of climate change.

Community – householders reducing their carbon 4.

footprint

Collective ClimateSmart choices by Queensland

households making a real difference to climate change.

Primary Industries – growth in a changing landscape 5.

Maintaining and enhancing sustainable, livable and

prosperous rural communities.

Transport – moving towards a low carbon future 6.

Transitioning transport to a carbon-constrained world

and adapting to a changing climate.

Ecosystems - protecting our lifestyle and 7.

environment

Minimising future climate change impacts on our State’s

natural environment.

Government – leading by example8.

Reducing greenhouse gas emissions from government

operations and ensuring infrastructure resilience in a

changing climate.

Source: Climate Q: toward a greener Queensland, The State of Queensland, Department of Environment and Resource Management, 2009.


Queensland Research & Development Investment Strategy 2010 - 2020

This strategy details the research and development objectives

behind the Queensland Government’s investment of $3.6

Billion in research, development and innovation made since

1998, aimed at the delivery of long-term economic, social and

environmental outcomes for the people of Queensland. As

noted by the Premier ‘It provides a clear framework to align

research and development activities with the government’s

Toward Q2 targets for a strong, green, smart, healthy and fair

Queensland in 2020’.

To this end, it identifies five important areas for action and

coordination across government:

Focus on needs and strengths •

Build critical mass •

Skill the workforce•

Connect researchers, end users and investors•

Engage the community•

It also profiles fourteen research and development objectives

within six research and development priority areas that

support the Government’s state plan Towards Q2:

Tomorrow’s Queensland.

Source: Queensland Research & Development Investment Strategy 2010 - 2020, The State of Queensland, Department of Premier and Cabinet, 2010.


Far North Queensland Regional Plan 2009 – 2031

The Far North Queensland Regional Plan launched in 2009

recognises Government’s role in properly managing the

influx of residents over the next twenty year time frame by

providing a suitable framework that will support the region’s

needs for employment and housing affordability. As noted

by the Premier and the Minister for Infrastructure and

Planning, ‘The plan seeks to provide the necessary planning

frameworks that afford continued growth for the region,

ensuring that industries such as the tourism and agricultural

industries will continue to stimulate the regions economy’.

The plan is the pre-eminent plan for the region and

therefore takes precedence over all other planning

instruments. The plan guides State agencies on future

infrastructure and service provision and plays a vital role in

ensuring alignment of Local Government planning schemes.

Far North Queensland Infrastructure Plan 2009 - 2031

The Far North Queensland Infrastructure Plan launched in

2009 recognises the vital role played by the Queensland

Government to manage regional growth. As noted by the

Minister for Infrastructure and Planning ‘The plan identifies

current and future needs of the region, infrastructure

required to support desired growth in an efficient manner,

and build resilience to the impacts of climate change and

peak oil’.

In addition to spending on maintenance of existing

infrastructure, the plan identifies an initial outlay of

$2 Billion over a four year time frame to be spent on:

$570 million in road, rail and public transport projects•

$1 billion in social and community infrastructure •

$230 million in water infrastructure•

$170 million in energy infrastructure. •

Source: Far North Queensland Infrastructure Plan, The State of

Queensland, Department of Infrastructure and Planning, 2009.


Centres of Enterprise Initiative

As the Queensland Government’s main tool for developing

the regional economies, the Centres of Enterprise initiative

provides the Cassowary Coast region with a definitive list of

priority areas for developing key opportunities selected for

Tropical North Queensland.

Centres of Enterprise Action Plans have been developed

that target the following areas for Tropical North

Queensland:

Tropical Expertise – Secure more of a global •

market, build tropical expertise capability,

research and innovate.

Marine Services – Secure more of the global •

market, drive local industry competitiveness,

lay the foundation for industry growth.

Aviation – Raise industry profile to win new •

business, strengthen the sector, increase industry

competitiveness.

Keep Australia Working Plan Cairns Regional Plan

The Keep Australia Working Cairns Regional Plan released

in 2009 by the Federal Department of Education,

Employment and Workplace relations describes initiatives

to address challenges of the future as the economy

recovers from the effects of the global financial crisis.

The regional employment plan has a two-pronged

approach to:

Identify goals and strategies to maximise job •

opportunities, ensuring job seekers are best

positioned to access these opportunities and

addresses skill shortages

Build on the response of the Queensland •

Government and Australian Government to the

Advance Cairns ‘New Deal’ proposal

The four key goals are:

Ensuring that local businesses, local job seekers, 1.

apprentices and trainees access jobs resulting from the

Nation Building – Economic Stimulus Plan and other

job creation and retention programs

Ensuring that indigenous job seekers access local 2.

employment opportunities

Increasing the recruitment of apprentices and trainees 3.

and ensuring that youth employment opportunities are

maximised

Ensuring that the Cairns priority employment area has 4.

a skilled workforce to meet growth industry needs

Source: Keep Australia Working, Cairns Regional Plan, Department of Education, Employment and Workplace Relations, 2009.


Indigenous Economic Development Strategy Action Plan 2010 - 2012

The Indigenous Economic Development Strategy Action

Plan summarises the progress to date and planned future

actions towards delivering the Australian Government’s

commitment to investing in Indigenous economic

development and working on establishing a solid base to

launch the Indigenous Economic Development Strategy

2010 - 2018.

The draft strategy which was released for comment in late

2010 focuses on five key strategic areas of action:

Education and Individual Capabilities - Early childhood 1.

development and readiness for school, School

attendance and engagement, Retention and attainment,

Tertiary education, From school to work, Vocational

training, Adult skills and capabilities, Healthy Individuals

and communities.

Jobs - Welfare incentives, Employment services, Public 2.

sector employment, Private sector employment and

retention, Government procurement, Recognise

achievement and best practice.

Business and Enterprise - Access to capital, Business 3.

support, Private sector engagement and partnerships,

Procurement, Role models and leadership, Better

information.

Financial Security and Independence - Home 4.

ownership, Savings and superannuation, Financial

management skills, Leadership and capacity building,

Indigenous assets.

Strengthening Foundations - Infrastructure and housing, 5.

Land and property rights, Governance, Tax and welfare,

Mainstream access, Safe and secure communities.

Source: Indigenous Economic Development Strategy Action Plan 2010 - 2012, Department of Families, Housing, Community Services and Indigenous Affairs, 2010.


Tropical North Queensland Regional Economic Plan

The Tropical North Queensland Regional Economic Plan

(TNQ REP) outlines a twenty year economic vision based

upon widespread consultation and research. It has been

contributed to and endorsed by all major stakeholders in

the regional economy and it provides the region with a

considered, realistic, agreed and appropriately ambitious

way forward.

Together with the five year action plans which will follow

from it, the TNQ REP provides a means of co-ordinating

the regions economic efforts for the regions mutual,

long-term benefit.

The purpose of the TNQ REP is to provide:

A high level blueprint that articulates a shared eco-1.

nomic vision and identifies diverse strategies to achieve

that vision;

A tool for understanding the regional economy, attract-2.

ing investment and with ‘one voice’ driving government

policy; and

Clear roles and responsibilities for implementation.3.

The TNQ REP is primarily focused on the four local

government areas of the Cairns Region, the Cassowary

Coast Region, the Cook Shire and the Tablelands Region

but it also acknowledges and integrates the economic links

that extend beyond these localities. These economic links

include the Cape, the Gulf, Hinchinbrook, Townsville and

neighboring indigenous communities.

Source: Tropical North Queensland Regional Economic Plan, Advance Cairns, 2011.

Regional Development Australia Far North Queensland and Torres Strait Regional Roadmap

The principal role of RDA FNQ&TS is to provide a

conduit between all three levels of government and the

community to promote a better understanding of regional

requirements. To enable this, RDA FNQ & TS developed

a Regional Roadmap which focuses six pillars:

Economic Vitality1.

Sustainable Resource Management2.

Visionary Infrastructure3.

Inclusive Services and Planning4.

Empowered People Through Knowledge and Skill5.

Reconstructing Regionalism6.

The above pillars will enable RDA to deliver on:

Regional business growth plans and strategies, which help

support economic development, the creation of new jobs,

skills development and business investment;

Environmental solutions which support ongoing

sustainability and the management of climate change

including the impact of natural disasters; and

Social inclusion strategies which will bring together and

support all members of the community.

Source: Regional Development Australia Far North Queensland and Torres Strait, Regional Road Map, 2010.

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Pillars of Economic DevelopmentThe five pillars of, Marketing the Cassowary

Coast, Building Partnerships and Fostering

Innovation, Workforce Development, Enabling

Infrastructure and Planning for the Future are

the basis of the regions first economic

development plan. They have been chosen

because they lay the foundation for future plans

by identifying the need to focus on leadership

and capacity building whilst promoting the

regions existing industries, natural assets and

capabilities over the next five years.

Market ing the Cassowar y Coast reg ion

Marketing the region is about supporting and creating positive perceptions

and awareness of the regions attributes. The region will reinvigorate business,

attract new jobs, investment and more visitors through targeted marketing and

branding of the region, its towns, rural and coastal communities. Branding must

be a collaborative effort between local business and Council, and be promoted

in select market segments to showcase the regions outstanding environment,

economic capabilities, competitive and comparable advantages and opportunities.

It is vital for Council and business, through the range of identified actions to

market the regions unique advantages, to retain strong existing businesses and

encourage their expansion and attract new business investment.

Some of the key Marketing attributes of the region are:

Lifestyle•

Culture and heritage•

Natural environment •

Local industries •

Infrastructure and connectivity •

Learning centres•

Towns and village centres•

Landmark events•

Regional significanceThe Council will continue to provide significant economic contribution to the

region through acknowledgement and better understanding of key business

sectors and stakeholders and their impact on the region. The Council’s investment

prospectus and regular updates via the Council web site for example will promote

support services, initiatives and achievements.

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Marketing themes Promoting the region as the far north Queensland ‘GreenBiz’ friendly capitalCouncil through its Economic Development section is

committed to making the Cassowary Coast region the

centre of all eco friendly business activities in far north

Queensland. Maintaining the highly prized lifestyle attributes

is advocated by every resident within the region, therefore

attracting industries that have the least impact on the regions

environment are encouraged. Plans to create specialist

industrial parks that support the establishment and growth

of businesses that develop green technologies and green

industrial solutions are high on the list of priorities along

with attracting businesses that value sustainability as a core

principle. In addition to the establishment of such facilities,

a range of partnerships and incentives for attracting and

retaining green industries and the creation of green jobs will

be pursued.

Promoting the region as a ‘Laboratory for Innovation’Creating greater awareness of the regions potential for

establishing centres of innovation focused on the key natural

attributes such as the abundance of water, biodiversity,

sunlight, etc… Research in areas such as tropical medicine,

indigenous health and education, pharmaceuticals and

alternative energies are an example

of possible centres. Promotion of existing research facilities

such as the Queensland Primary Industries Centre for Wet

Tropics Agriculture and the Defense Science and Technology

Organisations Environmental Exposure Studies Centre.

Promoting the Cassowary Coast as a ‘Centre of Education Excellence’Creating greater awareness of the education sector within

the region – especially the presence of institutions such as

the Innisfail State College, TAFE Queensland, the network of

public and private primary and secondary schools and the

network of private training providers. In addition promotion

of the region towards the establishment of specialist

education centre in areas such as indigenous and multicultural

studies, tropical sciences and medicines, agriculture,

fisheries and livestock, alternative energies and emergency

management.

Promoting the region as a ‘Centre of Excellence in Health Services’Creating greater awareness of the health services sector

within the region by promoting the presence of Innisfail

and Tully Hospitals, other health care services, aged care

and disability support services, other community outreach

services and specialist services for Aboriginal and Torres Strait

Island residents. Promotion of special projects within the

region such as the ‘Healthier Great Greenways and Liveable

Cassowary Coast’.

Promoting the region towards the mobile knowledge workersCreate greater awareness of the regions livability aspects to

‘mobile knowledge workers’, people who are not restricted

by office space and capable of therefore living in a location

of their choosing. This would encourage a range of skilled

professionals to relocate to the region thereby positively

impacting on a range of demographic factors.


“local industries such as, bananas, sugar,

tropical fruits, tourism and manufacturing,

as well as creative industries will contribute

significantly to the local and regional economies”

Promoting the regions transport connectivityIdentification of the regions potential for transport and

logistics connectivity and access to all modes of transport

(sea, road, rail, air).

Promoting the region through local industry recognitionThe identification and recognition of local industries such as,

bananas, sugar, tropical fruits, tourism and manufacturing, as

well as creative industries will contribute significantly to the

local and regional economies, supporting the regions quality

lifestyle identity, branding and marketing.

Promoting the regions town, rural and coastal communitiesThe major town centres – Innisfail, Mission Beach, Tully,

Cardwell, and other small community centres such as

El Arish - are community focal points that provide an

important sense of place. A process of continual physical

enhancement adds to their attractiveness for business

investment, visitors and community enjoyment.

The major town centres also present marketing and

branding opportunities to attract greater levels of business

activity investment and develop as economically sustainable

centres that are vibrant, pedestrian friendly, well serviced

by convenient multi-modal public transport and have

housing choice, retail diversity and localised employment

opportunities whilst embracing the regions indigenous and

multicultural heritage.

The high level of amenity offered by the local foreshore

parks, cycle ways, and street infrastructure and community

facilities, as part of existing or planned developments within

the town centre and neighborhoods, are a positive impact

on the area’s economic growth and prosperity.

Enhancing the existing commercial and mixed use centres

by streetscape improvements, lighting, greening, public art

and other urban design-related treatments that will improve

their attractiveness for residents, shoppers, visitors and

enhance business returns.

Promoting the regions landmark eventsExisting regional landmark events, business and community

events - such as: Feast of the Senses, Feast of the Three

Saints, Mission Beach Film Festival, etc… - as well as new

cultural and arts festivals, film, sporting, heritage educational

and children’s events present the opportunity for

coordinated City-wide Marketing and Branding.

Cardwell, Qld


Str ateg iesa) Establish a business brand for the region

linked to the natural assets and the eco-

economy concept to be used for economic

development and market positioning. Seek

the support of key business and government

stakeholder networks to assist.

b) Undertake relevant marketing and business

promotion activities to raise local and

regional profile as a centre for green business,

sustainable practices, innovative research and

education, cultural diversity.

c) Engage in effective communication with

local businesses and other stakeholders to

promote and encourage sustainable local

business practices and the creation of local

employment opportunities specifically around

sustainable business opportunities.

d) Co-ordinate profile raising co-badged

business events, seminars and media

opportunities with key business stakeholders,

and other agencies.

Priority Actions1 Develop a regional investment strategy and

associated materials focusing on the marketing attributes

of the region as defined above. Incorporate the ‘Liveable

Cassowary Coast’ as the brand. To be created in conjunction

with Trade Investment Queensland and other relevant

stakeholder organisations;

Relevant Strategy – a, c Timeframe: Immediate

2 Council and other stakeholders to establish a

comprehensive online business database and provide

resources to regularly update contact information and

industry capabilities;

Relevant Strategy – a Timeframe: Immediate

3 Create a set of annual business events in partnership

with public and private regional stakeholders to promote

the knowledge and skills of local businesses while

showcasing the regions investment potential;

Relevant Strategy – b, c, d Timeframe: Immediate

4 Prepare a sponsorship strategy in conjunction

with the regions Chambers of Commerce and Business

Networks;

Relevant Strategy – d Timeframe: Medium

5 Establish and promote the revitalized Council website

for Business and Investment with links to other key business

websites such as the Chambers of Commerce, business

networks, Government departments and

Non-Governmental organisations;

Relevant Strategy - c Timeframe: Immediate

6 Branding and Marketing for the various industrial

estates and promotion of available land;

Relevant Strategies - a Timeframe: Medium

7 Promotion of the regional businesses involvement

in key sustainability initiatives such as the Department

of Environment and Resource Managements ‘ecoBiz

program’. Establish a regional ‘Sustainable Business Award’

in collaboration with local business stakeholders and other

relevant stakeholder organisations;


8 Develop a dynamic regional economic impact tool

and hardship to be made available via Council’s website;

Relevant Strategy – c Timeframe: Medium

9 Identify suitable locations for film sites including

promotion of the regions involvement as a current film

location for programs such as ‘Sea Patrol’ and link to

investment strategy;

Relevant Strategy – b, c Timeframe: Long

10 Establish additional ventures at the MaMu canopy walk

and with Girringun Indigenous Corporation for promotion

of regions indigenous heritage.

Relevant Strategy – b, c Timeframe: Medium

11 Work with Campervan & Motorhome Club of

Australia to establish RV friendly facilities inc. parking and

signage to grow tourism spend in the region by lengthening

visitor stays;

Relevant Strategy – b, c Timeframe: Medium

Bui ld ingPar tnerships

Foster ing Innovat ion

Much of the work needed to drive future competitiveness and create tomorrow’s

jobs requires a collaborative approach towards development. Therefore at the

core of plan is the need to support the transformation of the region’s economy

towards an economy based on harnessing knowledge and innovation of those

within and outside the community. Concerted efforts to boost research and

innovation, upgrade education and remove barriers to entrepreneurship are

central requirements of the region’s partnership initiatives.

Collaborative initiatives and partnerships with key stakeholders open up exciting

opportunities to attract new investment, grow existing business, entice more

visitors and improve the economic climate for existing industry and business

networks. The Cassowary Coast Regional Council has recently established an

Economic Development Reference Group made up of a range of internal and

external stakeholders. This group will continue providing a voice for action on

specific projects identified as creating economic benefit for the region.

Partnerships with industry peak bodies, professional associations, business

advisors, education and research institutions and other public and private sector

organisations are also central to this pillar. As Council cannot drive economic

development on its own, it is local support and encouragement that is needed

to create collaborative new partnerships that can lead to increased employment

opportunities, as well as enhanced, long term economic performance of the

region. Building partnerships with local business chambers and networks, State

Government agencies (such as DEEDI and DERM), Commonwealth agencies

(such as RDA, Austrade and AusIndustry) is important for Council to pursue as

it can assist in attracting new business as well as expanding and retaining existing

business.

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Working collaboratively in partnership enables Council to:

Capture and apply sustainability and innovation across •

a range of business sectors

Co-ordinate and leverage government and sponsorship •

funding

Share learning and exchange information•

Work with business and related agencies to strengthen •

the area’s competitiveness and build business capability.

Facilitating commercial partnerships between Council and

business (Public Private Partnerships – PPP) can result

in public domain improvements which in turn support

new business opportunities and enable stakeholders to

build stronger commercial relationships leading to greater

business growth. Metricon’s Sea Haven development is

an example of such a partnership and opportunities and

benefits include:

New and enhanced housing and facilities•

Potential for existing and new small business expansion •

and jobs generation within the Innisfail town centre.

Exploring community Council partnerships such as Business

Improvement Districts (BIDs), which are now common

throughout North America, Canada, New Zealand and

the United Kingdom, can bring substantial benefits through

working with property owners and business tenants to

achieve improvements and undertake activities such as,

public art, infrastructure, marketing and centre maintenance.

A sustainable Cassowary Coast economy needs a

partnership approach to continue developing a thriving

agricultural sector, making its contribution to a wide variety

of regional objectives including cohesion, climate change,

environmental

protection and biodiversity, health and

competitiveness, as well as food security. Sustainable

regional development in the Cassowary Coast will aim at

fostering a competitive agricultural sector and innovation in

areas like production processes and technological progress,

economic diversification in agriculture based industries,

preserving the environment and natural resources,

addressing climate change, both mitigation and adaptation,

helping water management and resource efficiency and

offering specific support to the most disadvantaged in the

region.

In times of fiscal constraint, research and innovation are

the most sustainable engines of economic and productivity

growth. The Council will improve its support towards local

businesses that are involved in R&D, and innovation. The

Council will also ensure that barriers for local entrepreneurs

to bring ideas to market are reduced by providing assistance

identifying better access to finance, affordable intellectual

property advice and access to markets.

This Plan will help to encourage and facilitate constructive

partnerships between local businesses as well networking

through regular collaborative forums, seminars, awards and

events.


Str ateg ies a) Establish partnerships between local business and out

of region private and public agencies eg. James Cook

University, Queensland Manufacturing Institute, Economic

Development Australia, Environment Business Australia to

attract investment, increase visitors, support local business

innovation and diversification whilst providing enhanced

networking opportunities.

b) Facilitate the development of sustainable business

practices to reduce environmental impact, increase

community engagement and improve business

performance.

c) Undertake economic development and resilience

related programs as part of the strategic alliance between

Council, Advance Cairns and the Far North Region

Organisation of Councils (FNQROC).

d) Facilitate and enhance existing local and regional

business links to support new Council and regional

economic development information and other business

initiatives.

e) Focus on innovation by working in partnership with

State and Federal Government agencies to ensure that

future research and innovation funding contributes

directly to the achievement of the Plans strategies, in

particular, improving and supporting the growth of an

innovation region. It should build on the work currently

carried out by the various research bodies already

established within the region and support innovative

projects, notably involving small to medium sized

enterprises, with clear economic potential, to help enlarge

the regions industrial base.

f) Develop the Cassowary Coast research, development

and innovation zone to support and maximise the

efficiency of the States research and innovation systems,

a place in which all actors, both public and private, can

operate freely, forge alliances and gather critical mass

in order to compete and cooperate on a global scale.

Better coordination at the Local Government level of

State and Federal Government objectives and funding

can do more to prevent overlaps and encourage best

practice while reinforcing joint programming.


Priority Actions1 Prepare a feasibility study and business plan in

partnership with regional development bodies, for the

establishment of research, development and innovation

infrastructure across the region. Lobby State and Federal

Government to exploit the development of the next

generation of research infrastructures, based on regional

specialization. Possible DPI tropical cropping facility to

identify suitable crops for growing in local region that can be

exported internationally and nationally;

Relevant Strategy – a, e, f Timeframe: Medium

2 Develop a town beautification strategy by involving

business chambers and other stakeholder networks in public

domain improvements that will enhance local amenity, attract

more customers and improve local economic viability in the

major town centres, whilst integrating public art;

Relevant Strategy – a, b Timeframe: Immediate

3 Provide ongoing support for the regions business

chambers, business networks and industry groups by

engaging relevant out of region organisations such as CPA

Australia and Green Building Council of Australia in building

partnership activities such as seminar presentations, awards,

event sponsorship, community expos and consultation,

that have direct relevance to generating local business

development innovation;

Relevant Strategies – a, c, d Timeframe: Immediate

4 Build strong partnerships across local business,

government and stakeholder agencies to leverage intellectual

knowledge and joint project resourcing;

Relevant Strategies – a, c Timeframe: Immediate

5 Distribute information via the Council website on

business related incentive programs and assistance packages

that support employment generation, especially for small to

medium businesses;

Relevant Strategy – b Timeframe: Immediate

6 Leverage business sponsorship to facilitate, host and

support business oriented growth forums, seminars, events,

speakers and networks, in partnership with the business

chambers, networks and industry groups;

Relevant Strategy – a Timeframe: Medium

7 Initiate and facilitate a program of eco friendly business-

related initiatives throughout the region;

Relevant Strategy – b Timeframe: Medium

8 Work closely with State and Federal Government

and financial institutions to leverage funding and maximise

the use of existing financial instruments, as appropriate,

including by possibly establishing a region wide funding

framework to provide risk finance and guarantees to

stimulate innovation in small and medium sized enterprises

and technology based start ups; as well as by examining ways

of extending the scope of existing financial instruments to

new research, development and innovation activities;


9 Identify, promote and develop a suite of E-Government

tools utilizing the Council’s website and other technology

such as mobile phone applications to increase interaction

between Council and the community

it serves;

Relevant Strategy – a, b, c, d Timeframe: Long

10 Develop a business disaster mitigation strategy,

including business continuity training in partnership with local

Chambers, Business Networks, Industry Groups, State

and Federal Government agencies.

Relevant Strategy – b, c, d Timeframe: Immediate

11 Action key opportunities identified in the

‘Natural Resource Asset Valuation’ study.

Relevant Strategy – a, c, e Timeframe: Medium

12 Attract microfinance providers to the region, including

education and promotion of microfinance opportunities.

Relevant Strategy – a, c, d Timeframe: Immediate

A workforce with more and better skills

is central to the regions

economy.

Workforce Development

Sustainability based economic initiatives that make the region an attractive

destination for employees and employers and help grow business are essential.

The Cassowary Coast region is characterised by a lower than State average level

of professional and white collar workers, however more and more jobs in the

new economy will rely on higher skills, especially technology based skills. The

region will take action therefore that is focused on securing the training for the

needs of tomorrow’s economy. Targeted investment can offer significant added

value in encouraging adaptability and lifelong learning, in particular by leveraging

off State and Federal Government strategies for reforming education and training

systems and for improving institutional capacity.

A comprehensive regional employment initiative could improve skills, mobility,

adaptability and participation in society through joint initiatives in the area of

education, employment and integration. Local skills development also minimises

or reduces outward flows of capabilities and monies. It is important to ensure

that people who choose to, are able to both live and work locally. The benefits

of home and work proximity are reduced travel costs, reduced environmental

impact, absenteeism, travelling time and greater leisure time. All of these factors

contribute to increased productivity and local opportunities. Integration of

minorities and marginalized is another strand of direct importance to the

region, where action to ensure social inclusion for both indigenous and migrant

populations is closely linked to the regions approach to education and training.

Incentives to offer entry to the labour market for those furthest away from it are

essential.

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The region will extend and broaden learning opportunities

for young people as a whole, including supporting the

acquisition of skills through non-formal educational activities.

Smart and inclusive growth depends on actions throughout

the lifelong learning system, to develop key competences and

quality learning outcomes, in line with labour market needs.

The region needs to raise the percentage of young people

participating in higher education or equivalent, to keep up

with competitors in the knowledge based economy and to

foster innovation. It also needs to make locally based higher

education more attractive and open to the rest of the world,

notably by promoting the regions capability as a host to

students, researches and associated facilities.

In order to strengthen the framework conditions for job

creation and economic growth, administrative obstacles

to business establishment within the region should be non

existent. The region should aim to increase the number of

graduates in professional services fields so as to create the

right conditions to deploy key enabling technologies, essential

in harnessing the full potential of the new

economy. Exciting emerging industry sectors relating to

future economic growth areas are often associated with

green and global business. Such sectors are not only relevant

and vital to the region but best fit.

Entrepreneurship should become a more widespread means

of creating jobs, as well as fighting social exclusion. The

accent must be put on training to ensure that education

systems truly provide the basis to stimulate the appearance

of new entrepreneurs, and that those willing to start

and manage their own enterprise acquire the right skills

to do so. Entrepreneurship should be encouraged at a

young age and pursued through the school curricula and

supported by Council initiatives. Establishing Universities and

research centres educating in the areas of innovation and

entrepreneurship are further critical elements to encouraging

job creation.


EducationTrainingBusinessSeminars

NetworkingMentoringHomeBusinessNetworkingTrain-

ingEmploymentGraduatesEducationTrainingBusinessHome-

BusinessNetworkingMentoringEmploymentEducationTrainingBusi-

nessSeminarsNetworkingTrainingMentoringEmployment

EducationTrainingBusinessSeminarsEducationMentoringEmploymentEduca-

tionTrainingBusinessSeminarsMentoring

Strategiesa) Encourage and promote the clustering of a range

of existing and new business activities around existing

and proposed magnate infrastructure such as Mourilyan

Harbour, aerodromes and railway stations.

b) Provide support for disadvantaged and other minority

groups within the community (youth, indigenous, new

migrants, disabled and unemployed) through training and

mentoring.

c) Develop effective and collaborative links with local,

regional and national education and training providers to

expand business and employment. Generate opportunities

to meet existing and future demands for youth,

entrepreneurial and other skilled labour groups to attract

diverse employment opportunities to the region.

d) Facilitate local business-related networking opportunities

targeting home-based business, exporters, women in

business and young entrepreneurs.

e) Increased understanding of local, regional and

state-wide employment trends and supply and

demand issues.

f) Modernise education systems at all levels by enhancing

existing education infrastructure and integrating technology

to enable modern modes of education and training delivery

whilst integrating the region with the rest of the world.

g) Increase the knowledge and skills transfer and diffusion

of best practice by providing access to technology based

solutions and networks.

h) Develop effective and collaborative links with local,

regional and national education and training providers to

provide sustainability education and training and promote

existing State and Federal Government initiatives.


EducationTrainingBusinessSeminars

NetworkingMentoringHomeBusinessNetworkingTrain-

ingEmploymentGraduatesEducationTrainingBusinessHome-

BusinessNetworkingMentoringEmploymentEducationTrainingBusi-

nessSeminarsNetworkingTrainingMentoringEmployment

EducationTrainingBusinessSeminarsEducationMentoringEmploymentEduca-

tionTrainingBusinessSeminarsMentoring

Priority Actions1 Hold forums, seminars and events on mechanisms

and ways to promote employment opportunities and to

engage with disadvantaged groups within the region, (youth,

ethnicity, disabled, unemployed and indigenous);

Relevant Strategy – b, c, e Timeframe: Immediate

2 Regularly disseminate information via Council’s

website on Government incentive program and assistance

packages to support local employment generation and

business growth, especially for small to medium businesses;

Relevant Strategy – c, g Timeframe: Immediate

3 Establish a local ‘Home Based Business Network’

and ‘Exporters Network’ in collaboration with local

stakeholders;

Relevant Strategy – a, e Timeframe: Long

4 Utilise Council’s website to publish information on the

state of the economy, demand and supply of National and

State business trends;

Relevant Strategies - e Timeframe: Medium

5 Develop mentoring and work placement programs

for youth, indigenous and tertiary graduates to grow

local demands for business and entrepreneurial skills in

collaboration with regions business chambers, network and

industry organisations;

Relevant Strategy – a, b, d Timeframe: Medium

6 Explore opportunities and develop plans to establish

education hubs through the regions network of libraries by

partnering up with private and public sector education and

training providers;

Relevant Strategies – d, g, h Timeframe: Medium

7 Work with the State, Federal Government and

stakeholder organisations to increase the uptake of internet

connectivity at home and in businesses;

Relevant Strategies – g Timeframe: Medium

8 Promote already established education and

training programs for individuals and corporations in

environmentally sustainable business practices, as well

as promotion of a range of information on sustainable

corporate practices using the Council’s website;

Relevant Strategies – h Timeframe: Immediate

9 Promote the Australian Sustainable Schools initiative

to all public and private sector schools within the region and

support the sustainability education through promotion of

initiatives through Council’s website and publications;

Relevant Strategies – h, g Timeframe: Immediate

Enabling Infrastructure

Infrastructure underpins the competitiveness of the regions economy and

contributes significantly to the community achieving a high quality of life. Effective

transport, roads and logistics chains, as well as affordable and sustainable water,

energy and telecommunications networks, which are planned with disaster

mitigation in mind, are the key to sustaining the regions prosperity in the decades

ahead.

To guarantee world class social and economic infrastructure for the region,

Council is undertaking extensive research and planning to ensure that the

region is well placed to inform public debate and influence State and Federal

Government policy makers.

As noted by Infrastructure Australia, ‘World-class infrastructure networks are

essential to driving sustainable economic development and growth, lifting levels of

productivity and boosting employment. ‘National Infrastructure Priorities - Infrastructure

for an economically, socially, and environmentally sustainable future’.

Council needs to offer the right policy mix to stimulate the modernisation

required, as well as maintaining the standards of existing infrastructure.

This means a credible long-term policy framework incorporating existing State

and Federal Government initiatives and directions, which will convince public and

private sector investors to release the considerable long-term capital finance

required. Links must be clearly established between infrastructure planning and

land use planning to enable the best policy outcomes.

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Council will continue to lobby other levels of Government

for a supportive regulatory framework and carefully

directed financial support through appropriate finance

vehicles to help get projects off the ground. The result

would be a core transport network shifting freight and

passenger flows towards more sustainable transport

modes, high-speed broadband and communication

available in every part of the region, appropriate water

and waste management infrastructure and an energy

network capable of accessing new locally sourced

renewable energy sources and exploiting new smart

technologies.

Consideration should also be given to how support

could include projects stretching beyond the borders

of the Cassowary Coast, to the mutual benefit of our

neighbouring regions. Whilst for some infrastructure, like

rail transport or bringing communications networks to

sparsely populated communities, public investment will

always be needed, for other areas the ability of projects

to attract private financing could also be an important

criterion.


Strategies a) Establish a long term infrastructure plan for at least

the next twenty years that integrates with Council’s

planning scheme and is defined by a timeline for

delivery of key infrastructure.

b) Establish a proactive planning approval process

for infrastructure projects to ensure they are fit for

purpose.

c) Continue to ensure disaster mitigation and

sustainability principles are applied across all levels and

types of infrastructure.

d) Enable investments by creating a balanced

environment for public private partnership, as well as

supporting incentives, policies and enforcement of laws

and legal systems to protect investments and improve

revenue.

e) Positively influence the development of key

transport infrastructure within the region eg. Mourilyan

Harbour, Multi Modal Logistic Hubs and Aerodromes.

f) Positively influence improvements to existing energy

generation infrastructure within the region as well

as identifying opportunities for sustainable power

generation within the region.

g) Positively influence improvements to existing

communications infrastructure within the region, in

particular improvements that impact upon the regions

high speed digital data connectivity.

h) Positively influence improvements to existing water

management and waste management infrastructure

within the region.

i) Positively influence existing local, State and

Federal Government links to support new regional

infrastructure development initiatives.

Priority Actions 1 Identify opportunities to work with regional

businesses to invest in sustainable energy, water and

waste management retrofits and supplies by using

collective buying power, possibly through Council;

Relevant Strategy – d, i Timeframe: Immediate

2 Promote sustainability tools and rating schemes

developed by organisations such as the Australian Green

Infrastructure Council and Green Building Council

of Australia to all existing and new infrastructure

developments within the region and incorporate these

into existing infrastructure assessment policies controlled

by Council;

Relevant Strategy – b, c, e, f, g, h Timeframe: Immediate

3 Develop a regional public transport strategy

in partnership with external Government and Non-

Government agencies based on global best practice that

delivers opportunities to maximize mobility, accessibility,

quality, efficiency, safety and affordability;

Relevant Strategy – a, c, d, i Timeframe: Medium

4 Develop a list of all major infrastructure located

within Council boundaries in partnership with external

Government and Non-Government agencies that can be

used during disaster management and recovery processes,

as well as for monitoring ongoing development plans;

Relevant Strategy – a, c, e, f, g, h Timeframe: Immediate

5 Contribute to the ongoing review of existing Council

owned assets to ensure adherence to financial,

sustainability and disaster mitigation principles;

Relevant Strategy – c, d, i

Timeframe: Immediate

6 Contribute to the development of the Innisfail

Transport Hub and integrate Council owned logistics and

transport assets towards strengthening and adding value to

the concept;

Relevant Strategy – a, b, c, d, e, f, g, h, i


7 Lobby State and Federal Government to develop

an integrated supply chain and distribution hub strategy

that links regional local producers with major logistics and

transport assets such as Mourilyan Harbour, Aerodromes,

Rail Yards, Road Network;

Relevant Strategy – a, b, c, d, e, f, g, h, i


8 Continue to work with regional partners to develop

a digital economy strategy that will identify the far north

Queensland region as a priority delivery area for the

National Broadband Network;

Relevant Strategy – a, b, d, i Timeframe: Immediate

9 Action the key opportunities identified in the

‘Cassowary Coast Regional Council Aerodrome Demand’ study;

Relevant Strategy – a, b, c, d, e, i Timeframe: Medium

10 Undertake a scoping study that will lead to the

development of a food precinct and agricultural produce

diversification incubator;

Relevant Strategy – a, c, d, i Timeframe: Immediate

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Planning for the future

A planning scheme that responds to ecological and economic viability whilst

being mindful of indigenous cultural heritage is crucial for maintaining the livable

aspects of the Cassowary Coast region. The regions various localities provide

many opportunities for showcasing best practice and a more sustainable future.

The way the region is planned, built and functions can promote more efficient use

of resources, including water, energy and land, minimise the production of waste

and encourage more reuse and recycling, reduce greenhouse gas emissions, and

support biodiversity through better management of open and green space.

The regions main town centres which provide for economic, social and cultural

activity will need to respond to long-term challenges to maintain the quality of

life enjoyed by our communities and secure the regions productivity in a more

sustainable way by using less to realise the same level of value.

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The Eco2Cities: Ecological Cities as Economic Cities

program developed by the World Bank, which studied

best practice models in integrating ecological systems with

urban planning from cities throughout the world note the

following principles as keys to success:

Innovative Land Use Planning integrated with •

Transport Planning – Formulation of a Master Plan

that integrates land use and transport planning

Integrated Public Transport System•

Green Area Enhancement, Flood Control •

and Disaster Mitigation

Solid Waste Management•

Creation of Industrial Parks•

Social Considerations•

Culture and Heritage Preservation•

Use of best practice models such as those defined by the

above program is quite relevant to the Cassowary Coast

region. The program notes that well coordinated urban

planning, land policies and appropriate spatial layouts

provide strong and sustained long term and compounding

economic, social, and ecological returns. Effective planning

and land policies can help integrate the marginalised into

the economic, social, and physical fabric of a region which

prove economically beneficial to the region, national

governments, and the poor.

Efficient, streamlined and standardised land use planning

and assessment processes are essential in reducing the

economic and social costs of delays in community service

provision and development. Providing information upfront

regarding the Council’s growth plans will assist people

to understand why things are happening around them,

which may in turn help in the prevention of objections and

promotion of further development.

The importance of integrating infrastructure and land

use planning cannot be overstated. The development of

land, regardless of classification and type, has an inevitable

impact on the way Council is able to provide services to

the community. Integrating Council’s planning scheme

with infrastructure planning should incorporate a project

pipeline that encompasses transport (including freight and

public transport), health, water, waste management, energy,

education, information and communication technology,

community facilities and sport and recreation.


Strategies a) Positively influence the development of a region wide

planning scheme by facilitating interaction between

Council, existing and new local and regional business and

industry links.

b) Positively influence the development of a planning

scheme that integrates infrastructure, sustainability

principles, increased mobility, culture and heritage

preservation.

c) Ensure the availability of sufficient commercial and

industrial land linked to existing and future industry needs.

d) Establish economic growth corridors around major

infrastructure.

e) Work with Government and Non-Government

partners to establish specialist industrial and innovation

parks connected by effective, efficient transport and

service corridors.

f) Positively influence ongoing activities which develop

responsive planning assessment processes that integrate

economic, environmental and social benefit criteria.

Priority Actions 1 Establish a series of quarterly updates from the

planning department to members of the Economic

Development Reference Group;

Relevant Strategy – a Timeframe: Immediate

1 Develop a comprehensive list of vacant commercial

and industrial land within the region and promote these

through Council’s website and Council’s investment strategy

in order to increase revenue and uptake of sites;

Relevant Strategy – d, e Timeframe: Immediate

1 Identify opportunities to develop specialist innovation

and industrial parks centered around tropical expertise,

smart technologies and green industries

(ie: hydrogen batteries, electric cars; tropical medicines,

tropical building solutions, etc…);

Relevant Strategy – c, d, e, f Timeframe: Long

1 Influence planning by identifying best practice

models of fully integrated land use, infrastructure and trans-

port plans tied regional economic, environmental

and social drivers;

Relevant Strategy – b Timeframe: Medium


Monitoring Outcomes

and Success

The Cassowary Coast Regional Council Economic

Development Plan provides a framework of economic

development actions for the next five years.

For the Plan to remain relevant in an environment of

national socio demographic change, growth cycles, as

well as continually changing local business sector and

Council perspectives, it is important to build into the

Plan an ongoing monitoring and review system that

enables flexibility and assures continuity.

The A List is indicative of the monitoring and review

systems guiding principles.

The A List

Aspirational: Tropical Futures 2016 is to a vision for the kind of region

we want to become and to bequeath that to the next

generation.

Ambitious: It is the responsibility of Council and the community to

take on the tough challenges today.

Achievable:

Everything that is proposed in the plan has to be entirely

achievable. The Plans is to be a living document that will

begin implementing things right after they’re announced.

Accessible: Tropical Futures 2016 is a document produced by Council

in support of the community. It is a document that is built

on the platform of inclusive community engagement.

Accountable:

Individual actions and projects within the plan will be

publicly tracked and reports provided to the community

through the economic development reference group.


The Priority Action areas supporting each Pillar will be

reviewed and adjusted to strengthen the effectiveness

of strategic outcomes and initiatives annually. Ongoing

assistance and advice necessary for this monitoring will be

drawn from the Economic Development Reference Group

and other regional bodies such as Advance Cairns. The

Plan will be supported further by a list of priority projects

selected by the Economic Development Reference Group

and reviewed annually.

Timing for the commencement and delivery of the Plans

priority actions has been categorised as immediate (within 2

years), medium (2 to 3 years) and long term (3 to 5 years).

Timing may vary depending on the availability of resources,

funding for projects and support from external agencies.

The Plans success can be measured by monitoring:

Business health and confidence through closures •

and openings (ie: data supplied by Ergon and Telstra

regarding new phone connections and phone

disconnections, new electricity connections and

disconnections, data through the Australian Tax

Office and Australian Securities and Investments

Commission);

Business output utilising Council’s dynamic economic •

impact tool;

Employment (jobless rates, job creation, wage •

increases);

New Business creation, in particular the growth of •

the SME sector;

Measure of local consumer confidence; •

Housing statistics (new development permits issued, •

vacancy rates, sales).

The improvement in competitiveness, comparing both •

the regions productivity and cost developments with

those of the State and Nation;

The rate at which manufacturing output, value added •

employment rises, particularly output in the eco-

industries and technology manufacturing sectors;

Livability and lifestyle choice of the region;•

Disaster management resilience and business •

community adoption of practices;

The introduction of new information programs, •

incentives and other initiatives, as well as the uptake

of these;

Capacity building of lead commercial organisations •

such as the Chambers of Commerce;

Meeting financial return on investment criteria.•

Murray Falls, Qld

Mission Beach, Qld

Five Mile Creek, Qld

‘Do not wait; the time will never be “just right”.

Start where you stand, and work with whatever tools

you may have at your command, and better tools will be found as you go along’.

Napoleon Hill

Cassowary Coast Regional CouncilPO Box 887 Innisfail Qld 4860

Tel (07) 4030 2222

Fax (07) 4061 4258

Email [email protected]

Web www.cassowarycoast.qld.gov.au

ccrc economic development plan tropical futures 2016

Documents