west coast industrial land study final report v2 august2010 · 2 presentation used for workshop...

P rep a r ed b y :

The Reg iona l Deve l opmen t Company Pty L t d

F a c i l i t a t i o n I E n g a g e m e n t I S t r a t e g y I R e s u l t s

Strategic Directions West Coast Impact and Opportunity Study

August 2010


August 2010 The Regional Development Company

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Table of Contents

Executive Summary ......................................................................................................................... 3

Introduction ..................................................................................................................................... 9

Approach to the Study .................................................................................................................... 10

SECTION ONE: CURRENT SITUATION ............................................................................................. 12

1.1 Economic Profile ................................................................................................................ 12

1.2 Economic Drivers in the West Coast ................................................................................. 20

1.3 Challenges and Issues ......................................................................................................... 21

1.5 Identified Opportunities .................................................................................................... 31

SECTION TWO: FUTURE STRATEGIC DIRECTIONS ........................................................................ 33

2.1 Vision for the West Coast .................................................................................................. 34

2.2 Building on the current economic base ............................................................................ 34

2.3 Developing new opportunities ......................................................................................... 34

2.4 How others have done this effectively ............................................................................. 37

2.5 Recommended actions ...................................................................................................... 44

APPENDICES: Separate Document

1 Issues Paper

2 Presentation used for workshop discussion

3 Industrial Land

The Regional Development Company Pty Ltd

PO Box 25

Wangaratta VIC 3676

Ph: 03 5722 2207

Fax: 03 5722 2507

Email: [email protected]

Web: www.regionaldevelopment.com.au

In conjunction with:

Diana Gibbs and Partners

PO Box 134

Cootamundra NSW 2590

Ph: 02 6924 7208

Mob: 0418 618 914

Email: [email protected]



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Executive Summary The West Coast Municipality (WCM) is facing both opportunities and challenges in developing and enhancing its economic base. Traditionally the economy has been largely dependent on mining and tourism, and related activities. These sectors are vulnerable to economic conditions prevailing in the national and global economies, and this has led to “boom‐bust” cycles for the region. This report was commissioned to look at ways in which to reduce the future vulnerability of the West Coast to changing economic conditions, and to strengthen the local economy. While originally focussed on the adequacy of industrial land supply to meet future demand, the study has widened in scope to identify future strategic directions for socio‐economic development of the region and its communities.

Purpose of this report This report provides an overview of the economy of the West Coast as well as a town by town economic profile. The report examines the challenges and opportunities in the local economy and then draws some conclusions about future requirements for land and for other social infrastructure such as training as a result of the identified opportunities. Appropriate future directions to support social and economic expansion within the West Coast community are then suggested. Following interviews and examination of the possible alternative sources of economic activity, this study has concluded that:

Opportunities exist to strengthen and encourage the existing economic base, and

to expand into related areas of commercial activity

There are some real infrastructural constraints that are currently acting to restrict and inhibit economic development in the region. Chief amongst these are:

o a shortage of appropriate skills to fill job vacancies that currently exist

o a shortage of suitable and attractive housing

o no provision for growth in the current supply of industrial and other employment land, and no “investment‐ready” sites currently available

o a lack of services and recreational facilities that contribute to poor perceptions of the region as a residential location, compared with alternatives such as Burnie

o The continuation of work practices that encourage the ‘drive in drive out’ workforce to the detriment of the economic and social fabric of the community

o Inadequate training opportunities



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The study has also examined possible opportunities to deliver alternative sources of economic activity in the region, and has suggested areas in which the attractiveness of the region both as a place to live, and a place to do business, can be enhanced.

The second section of the report sets out some possible “strategic directions” to be followed by the WCM community in future efforts to diversify the regional economy away from its traditional dependence on just two sectors – mining and tourism. Reliance on these two sectors, where decisions affecting activity levels tend to be made outside the region, has delivered an unacceptable level of vulnerability for the social and economic well‐being of the region. These directions are set out below, and are intended to be used as the basis for the later development of a Regional Strategic Plan to guide the WCM into the future.

Vision: Development based on unique landscape and natural resource advantages

Opportunities for development of the West Coast exist, but it is clear that one of the challenges facing the West Coast in developing its economy is

the need to create and market an attractive lifestyle



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Key directions for the future

Three key levels of direction have been identified. These are detailed in following sections of the report, but are all based on a realistic assessment of the resources available to the regional community, as well as the challenges and opportunities apparent.

The key directions are:

1. Recognising and valuing the existing economic base Mining and tourism will remain as key elements of the regional economy, and as important contributors to the social wellbeing of the regional community. However an increase in the ‘drive in drive out’ workforce is resulting in a much lower contribution by these industries to the community than in the past. In addition, other traditional activities (such as forestry and fishing) must also be recognised, and developed, as part of this base activity. Mining and tourism are two of the fundamental strengths of the region, and current levels of activity must be maintained, and increased where possible. However, these activities will diminish in relative contribution, as new activities are developed to provide more flexibility and therefore less vulnerability for the region. New activities to support this economic base will include strategies to fill current job vacancies, including measures to attract skills, and training to deliver suitable employees (living locally) to meet current needs. Part of the skills attraction element of these strategies will include measures to improve perceptions of quality of life in the region, and to make the region more attractive as a residential location for employees and their families.

2. New developments from this base There are strong opportunities to build on the traditional base. These opportunities can be summarised as: “Heritage” activities based on the strong mining, forestry, and fishing history of

the region. In addition to tourism experiences based on this heritage value (the “Piners and Miners” tour, and the Zeehan Museum, are two examples of this type of activity that are already making a contribution), an associated expansion in the visual arts should be encouraged, including the on‐going development of artists clusters. Notes have been provided on the Broken Hill experience, where a world‐renowned mining area has been re‐invented as a centre for artists and film‐makers. In addition, the West Coast GeoPark proposal for UNESCO listing appears to build on the regions heritage and unique geology

Think Regional, Act Local

Mining and tourism are fundamental strengths of the regional economy



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without compromising the region’s mining industry. Currently there are no industrial sites identified, so uncontrolled growth of “heritage” type activities could impact on the potential tourism based “experiences” activities if no immediate planning is undertaken.

“Education” activities, based on the combination of a unique landscape and

outdoor recreation opportunities and experiences, with low‐cost accommodation facilities. In addition to providing potential for an “outdoor” campus for school

(and other) groups, specific training programs, potentially even specialised university courses, could also be delivered in a unique environment. Notes have been provided on the Mansfield experience, where significant developments based on providing experiences for school groups (most notably the “Timbertop” campus of Geelong College) have provided a contribution to economic activity in the area.

“Experience” activities, providing new types of tourist attractions, again based on the unique landscape of the region. These could include development of mining rail alignments that are no longer required, to provide walking tracks with comfortable grades. The rugged admixture of mountains, rivers, and lakes could support the development of adventure/extreme sport opportunities, while more sedate opportunities could be built around food, arts and heritage events in the region. For example, an organised outlet for local crafts made by using local products such as specialty timbers, metals and gems. This activity could provide scope for a varied and possible part‐time ‘partner’ employment away from the traditional tourism support services of waiting, cleaning and customer service.

3. Support activities A range of other activities are possible, as support for these new opportunities, as well as providing support for the community in areas that are currently lacking or under‐supplied. These activities would include support for the mining sector, such as light manufacturing and servicing, as well as support for the tourism sector in trades and services. Community support activities would include a range of personal services, especially aged care and retirement accommodation for the elderly, as well as child care and other family services.

Actions required

In order to implement some of these identified opportunities, there are some actions that must be undertaken – by a range of parties. Council will take a lead role, but cannot be expected to take sole responsibility. Effective partnerships must be forged between various public sector agencies, and between the public sector and private commercial operators.

Heritage, education and hands on experiential

activities offer opportunities to

build on the existing economic base

Making the West Coast more attractive for families supports

economic development



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The actions required will include: Preparation of a Regional Strategic Plan, to provide an agreed summary of

actions, outcomes, and responsibilities, from which an Operational Plan (or Business Plan) for all relevant agencies and groups can be developed. The establishment of “working groups” as part of this process will further assist in mobilising community support for, and involvement with, regional development.

Obtaining adequate resources for management and implementation of the Regional Strategic Plan and the resultant Business Plan (such as the employment of an Economic Development Officer). Some suggestions for how this might be accomplished at minimal cost are provided, with notes on how the Flinders Island Development Officer position is filled.

Establishing individual township community planning capacity, to provide local delivery of regional initiatives, with an overall campaign vision of “Think regional, work local”. This should occur within a larger “Future Directions Steering Group”, to be set up at a regional level but based on existing local community groups such as progress/development associations, sporting clubs, service clubs, and other associations such as the regional HR managers group. Events could also be organised by this group, to have a regional focus but with the ability to reflect local identities and to support regional tourism.

Hold discussions with Crown Lands, to resolve issues relating to the future of the current Queenstown Industrial Estate, possible future use of certain areas of land near the Queenstown Airport, deep water access and industrial land for the aquaculture industry and explore releasing more residential land.

Ensuring the availability of suitable industrial land. Formulation of an Employment Strategy (to fill current job vacancies and to attract new employees to the region) and a concurrent Housing Strategy (to ensure that appropriate housing can be provided to meet the needs of new employees). Develop a marketing plan to fill current vacancies and attract workers to the area.

Development of a wider Infrastructure Strategy, to ensure that social infrastructure (such as secondary schooling, health and community services, and entertainment/recreational facilities) and “hard” infrastructure (such as roads, industrial and employment lands, power supplies, and telecommunications) are all adequate to meet the needs of current and future residents of the region.

Priority needs identified: Housing strategy Secondary School Filling current job vacancies Infrastructure (roads, power supply) Crown land release for industry and residential purposes Employment of an Economic Development Officer



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Clear communication amongst all sectors of the community regarding the necessary conditions for the establishment and operation of a Regional GeoPark.

Take local groups of decision makers to visit Broken Hill and Mansfield, to observe first‐hand how these models have been implemented, and to form relationships with key stakeholders in these two locations

Explore options for the development of a local “Leadership Program”, similar in scope to the Alpine Valleys Leadership Program, which will enable local leadership capacity, as well as forming a “regional” community of interest.

Form a partnership with Health West, to facilitate the delivery of their outdoor health and capacity building programs at WCM locations

Quick wins Whilst a planned strategic approach is required to deliver all of the recommendations in this report, several “quick wins” can be worked towards in the interim:

1. Form network of interested local employers and stakeholders to develop strategies to overcome local employment, skills and perception issues

2. Encourage community groups to adopt the “Think Regional, Act Local” slogan

3. Industrial Land Queenstown Seek ministerial approval then subdivide industrial lots off the

existing Queenstown airport road

4. Industrial Land Strahan Identify suitable land near the airport and work to have it rezoned

and accessible Scope out suitable industrial land near Smiths Cove for industry

requiring access to deep water

5. Initiate discussions with Federal Hotels and relevant Queenstown business operators (e.g. tourism and food) to scope possible strategies to encourage West Coast Wilderness Railway passengers to spend time in Queenstown

6. Continue to work with stakeholders in relation to utilisation of Lake Margaret site for tourism and/or similar purpose

7. Talk to University of Tasmania (Cradle Coast Campus) about regional scholarship programs (Graduate Certificate of Business) for West Coast participants

8. Co‐ordination of events across the region: Begin measuring the impact of current events and identify other

events that are an appropriate fit Provide council venues free for community events and in‐kind

support where possible Co‐ordinate a calendar of events across the region, identifying

overlaps and gaps



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Introduction

The West Coast Municipality is facing both opportunities and challenges in developing and enhancing its economic base. Traditionally the economy has been largely dependent on mining and tourism, and related activities. These sectors are vulnerable to economic conditions prevailing in the national and global economies, and this has led to “boom‐bust” cycles for the region. This report was commissioned to look at ways in which to reduce the future vulnerability of the West Coast to changing economic conditions, and to strengthen the local economy. While originally focussed on the adequacy of industrial land supply to meet future demand, the study has widened in scope to identify future strategic directions for socio‐economic development of the region and its communities. Industrial land availability was highlighted by Council and the Department of Economic Development and Tourism as a key issue, and as a factor which could act to limit future economic development. Possible limitations associated with industrial land could include the amount of currently available industrial land, the constraints on that land, and whether suitable sites might exist to enable future industrial development. However, the study has identified a wider set of challenges facing the region in regard to social and economic development. In order to determine the need for, and types of industrial and employment land for future development on the West Coast, this study provides an analysis of the Current Situation including: A broad overview of the West Coast economy, and profiles of the townships of

Queenstown, Rosebery, Strahan, Tullah, and Zeehan Industrial land availability

Details of economic drivers in the local and regional areas

An assessment of the barriers to economic growth and development

The potential development opportunities identified

An indication of possible future demand for industrial and employment land

The output from the study consists of a summary of Future Strategic Directions. These are measures which can be expected to strengthen the local economy, and are set out in this report together with suggested recommendations for implementation. The findings of the study have been developed from a solid factual base, supported by considered input and ideas from a wide range of West Coast businesses and community leaders consulted during the course of the study. This local input and assistance has been of great value in developing the future strategic directions, and has been much appreciated by the consultants.



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Approach to the Study

The original purpose of this study was to examine the likely sources of future demand for industrial land in the West Coast Municipality, and to identify whether development was being constrained by limited supply of such land. Partly as a result of the specialised nature of the economy of the region (being so strongly based on mining and tourism), the definition of industrial land has been expanded to consider “employment land”. This is taken as meaning any land on which employment‐generating activities could be based. In order to assess the likely future demand for land for employment – industrial, commercial and other services – it was considered critical to conduct a detailed examination of the regional economy, and to identify the unique characteristics of each of the five townships within the region. This examination then allowed an assessment to be made of the likely opportunities for economic growth within the region, as well as the identification of critical issues potentially impeding growth (and hence likely future demand for employment land). A number of other challenges were identified which must also be considered, together wth future supplies of employment land, in planning for future growth in the region. The following approach was taken:

1. Research:

Desktop research examining existing studies relating to the West Coast, including: Census data on population, housing, and employment from the Australian Bureau

of Statistics Labour force/employment data prepared by the Commonwealth Department of

Education, Employment, and Workplace Relations The report West Coast Regional Profile (Parts 1 and 2) prepared by Skills Tasmania

(undated) Regional Economic Development and Investment Plans, Tasmania (2006), from the

Tasmanian Department of Economic Development Industrial Land Demand Tasmania (2008), prepared by SGS for the Tasmanian

Department of Economic Development Tasmania Together 2020 (2006 update), prepared for the Tasmania Together

Progress Board Planning scheme information provided by West Coast Municipality and from the

website www.westcoast.tas.gov.au

2. Development of an Issues Paper: An Issues Paper was produced, providing a summary of the desk research and setting out the factual basis supporting the identification of issues facing the region, and suggested opportunities for future development. In part, this Issues Paper identified limited demand for industrial land (from possible new activity), but did outline the likely future nature of demand for employment land for a range of purposes. The Issues Paper is attached to this report (Appendix 1).



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3. Consultation:

A feature of this study was the extensive consultation undertaken. This took a number of forms, including: Face‐to‐face interviews with more than 20 individuals representing the major

sectors of activity in the region

Meetings with representatives of tourism and development associations in the five towns as well as the Rotary Club of Queenstown

Interviews with relevant government (and other) agencies, including the West Coast Council, the Tasmanian Mining Industry Council, , Department of Economic Development and Tourism, Sport and Recreation Tasmania, HealthWest, Skills Tasmania, and Forestry Tasmania

Two workshops conducted in the region, at which the Issues Paper was presented and discussion of future options for development was facilitated .

4. Examination of Current Industrial Lands: Together with the Council staff, inspections were made of the industrial estate in Queenstown, and of areas adjacent to Queenstown Airport (currently leased from Crown Lands), as well as the old hospital site in Queenstown. Zoning maps indicating areas reserved for commercial use in all five townships were also provided to the consultants.

5. Consolidation of Future Directions: Based on the output of the consultation process, and on the factual analysis contained in the Issues Paper, the consultants were able to consolidate views on future opportunities into a number of key directions for future development for the region.

6. Report Preparation:

This report presents the findings of the study, in terms of possible future opportunities for growth, and the resultant demand for employment land. The report has two sections: Current Situation, and Future Strategic Directions.

Section One: Current Situation Economic Profile Economic Drivers Industrial Land Challenges and Issues Opportunities Impact on Demand for Employment Land

Section Two: Future Directions Vision Building on the current economic base Developing new opportunities How others have done this effectively Recommended actions



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SECTION ONE: CURRENT SITUATION

1.1 Economic Profile

This section contains an overview of the economy of the West Coast Municipality and its five major towns. A critical component of successful economic development is knowledge of the area, and its characteristics, and then basing future directions on that sound factual base. A more detailed description of the social and economic characteristics of the region is contained in the separate Issues Paper.

The West Coast

The West Coast Municipality (WCM) covers an area of 9,575 km2 of the western part of Tasmania, making it the largest municipality in Tasmania. There five main population centres – Queenstown, Tullah, Rosebery, Zeehan, and Strahan. Each of these communities exhibits unique characteristics, in terms of the age composition of each population, the labour force within that population, and the contribution made by various sectors to economic activity. The total population of the WCM is around 5,000 (ABS, Census 2006), spread between five townships. While the WCM population has been declining in recent years, latest population forecasts are for a small increase to 2021, with relatively static levels to 2031. Over the period 1996 to 2031 the overall trend is for a declining population:

Figure 1: Forecasts of Population for the WCM.

Source: www.dcac.tas.gov.au



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The implications of this population trend is that measures must be taken to at least reverse this decline, and hopefully to increase the regional population.

The population of the WCM is also ageing, with the median age increasing from 30 in 1996 to 34 in 2001, and 37 in 2006. Data presented in the Issues Paper (see Appendix) shows trends of declining numbers in all age groups below 55 years old, and for increases in all age groups over 55 years old.

These trends suggest that measures should be taken to make the region more attractive to families, so as to encourage younger residents to the region. It is also apparent that there will be an increasing need to care for the elderly ‐ this can be an opportunity for development, as well as an increased demand for services. Allied with the increasing age of the population is a declining trend in the labour force of the region, as demonstrated by the participation rate (those wishing to join the labour force) and also the actual number of jobs available. The Issues Paper presents a more detailed statistical analysis of these trends – in summary, it was found that the number of persons employed has dropped by much the same amount as the total labour force – the result has been a fairly static rate of unemployment, as the drop in the labour force has matched the drop in employment (se Figure 2 below).

Figure 2: Labour Force Trends in the WCM.

Source: Small Area Labour Markets, DEEWR (data as at June each year)

This suggests that when jobs are lost, those becoming unemployed leave the region, or at least leave the labour force. The apparent decline in unemployment rates observed (see Issues Paper) is probably explained by this decline in the labour force – those losing employment do not add to the pool of unemployed, but leave the labour force and/or leave the region.

Measures should be taken to make the

region more attractive to families

Those losing employment are leaving the labour

force and/or leave the region



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If the labour force were not declining, unemployment rates (by 2009) would have reached nearly 25%, instead of the 7% actually experienced. The relatively low rates of unemployment in the region do not indicate high rates of jobs being available, and the supply of suitable skills for future employment remains an issue to be addressed in any development strategies. Mining and tourism dominate the regional economy, with these two sectors providing employment for 2 in every 5 jobs (40%) in the region. Details of these “economic drivers” are outlined in the Issues Paper. Other sectors are largely involved in either providing services to these two prime components of the regional economy, or in providing public services to the regional population. The population of the WCM is considered to be “disadvantaged”, in terms of indicators of social and economic well‐being compiled by the ABS (SEIFA data), which are summarised in the Issues Paper. Of the 29 Local Government Areas in Tasmania, only 6 have a lower SEIFA score than the WCM region.

The WCM population is also characterised by a high level of turnover – around 50% of the 2006 population were not at the same address 5 years beforehand. The regional population is therefore highly mobile, and development directions for the future should consider options for retaining a more permanent population who will contribute to community growth initiatives.

The supply of suitable skills for future

employment remains an issue

Need to retain a more permanent population who will contribute to community growth and

initiatives



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The Townships

Each of the five townships within the WCM has its own unique character. The factual base for each township ‐ Queenstown, Tullah, Rosebery, Zeehan, and Strahan has been examined to assist in identifying unique development opportunities for each township.

Queenstown

Queenstown is the largest town within the WCM, with a population of around 2,500, which is 50% of the regional total. Between 2001 and 2006 Queenstown lost 226 residents, representing a 10% decline.

As outlined in the Issues Paper, the mining sector provides more than 1 job in 4 (27%) in Queenstown, with the tourism sector providing 13% of employment. In addition to mining and tourism, other important economic sectors for Queenstown include retail, and the public service sectors such as health, public administration (government), and education.



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Tullah

Tullah is the smallest of the townships, with a population of less than 200. Tullah suffered a 22% decline in population between 2001 and 2006, and has one‐third of its population aged 55 and over. As a result of the relatively aged population, Tullah has a small labour force and also low unemployment. The mining sector provides jobs for around 1 in 3 working residents of Tullah, but the “electricity gas and water” sector is also important (comprising employees of Hydro Tasmania), as is tourism. There is an almost total lack of service sector employment – see Issues Paper.



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Rosebery

Rosebery is the second largest township in the region, with around 1,000 residents. This town experienced a 6% loss of population between 2001 and 2006, which was the lowest decline of all the WCM towns. The population of Rosebery differs from the other towns in having a higher proportion of young people, and a lower proportion of aged people. As outlined in the Issues Paper, employment in Rosebery is dominated by the mining sector, which provides 40% of employment, or 2 jobs in every 5. In contrast with the other towns of the region, tourism currently provides very little employment for residents of Rosebery. This town does, however have relatively high levels of employment in public sector services such as education.



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Zeehan

Zeehan is the third largest population centre of the WCM region, and (together with

Rosebery) experienced a decline in population of just 6% between 2001 and 2006. This

township has the highest proportion of children in its population of all the towns, and the

lowest contribution of aged.

While mining is important as a source of employment for Zeehan residents, this sector does not provide as high a share of total jobs as in the region as a whole. Data presented in the Issues Paper indicates that tourism is of average (for the region) importance as a source of employment in Zeehan, but construction and manufacturing are also important.



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Strahan

Only Tullah is smaller than Strahan, and only Tullah had a greater population loss between 2001 and 2006 ‐ Strahan’s population declined by around 100 persons (13%) over this period. Strahan demonstrates some differences from the other townships in a number of social and economic characteristics, with the highest proportion of retirees (those aged 64 and over) in this town’s population, and also the highest participation rate and the lowest unemployment rate. Data presented in the issues Paper indicates that – again in contrast to the other towns of the region – mining contributes a very small proportion of total employment. Less than 1 in 20 jobs for Strahan residents (5%) come from the mining sector. Again in contrast to the towns of the region, tourism in Strahan provides more than one third (35%) of all jobs in Strahan. Other sectors which are important for Strahan are aquaculture (14% employment) and transport (10% employment). Further details of this factual base are set out in the Issues Paper attached to this report.



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1.2 Economic Drivers in the West Coast The analysis conducted for the preparation of the Issues Paper (attached as an Appendix to this report) clearly identified that the two main “drivers” of the economy of the WCM are the mining sector, and tourism activities.

Figure 3: Comparison of economic structure, WCM and Tasmania

Figure 3 compares employment by broad industry sector for the WCM with equivalent data for the State of Tasmania as a whole. While mining accounts for only 0.7% of all employment for Tasmania, this sector provides over 28% of all jobs for the WCM region. Indeed, the WCM accounts for 40% of all Tasmanian mining sector employment, which can be compared to the provision of just 1% of all Tasmanian jobs by the WCM.

The tourism sector provides 7% of jobs in Tasmania, but accounts for nearly 16% of all WCM employment – representing 2.5% of all tourism sector employment in the State.

Together, mining and tourism directly provides jobs for 45% of all employed persons in the WCM – or nearly 1 job in every 2. . A large proportion of other jobs in the region could be expected to be supported by these two sectors (indirect employment). The strength of these two sectors as economic drivers in the WCM region demonstrates their importance in the future development of the region, and at the same time represents a weakness in terms of the region’s vulnerability to sectors where commercial decisions are being made by entities outside the region.

This vulnerability is a cause for concern. Over the past ten years, employment in the mining sector has declined ‐ in both absolute and relative terms. The mining sector provided 874 jobs in 1996, or 33% of all jobs. By 2006, total jobs had declined to 523, representing 23.9% of employment.

In contrast, the tourism sector (while still of lesser importance than mining), has increased in both relative and absolute terms over the 1996 to 2006 period. From just 10% of employment in 1996 (259 jobs), by 2006 tourism provided 15.5% of all jobs (340).



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It is likely that since 2006, actual levels of employment in the mining industry have increased in line with improved conditions for this sector over 2007 and 2008. Tourism would also have increased in employment over this period, with the expansion in facilities observed in the region – particularly in accommodation capacity in Strahan. Events during 2009 and 2010, associated with the global financial crisis, have (anecdotally) caused a contraction in all levels of activity. While demonstrating the importance of these two sectors within the WCM economy, these fluctuations also emphasise the important need to widen the economic base of the region.

1.3 Challenges and Issues This section outlines some of the challenges that must be addressed to achieve economic development and increased stability for the region. The West Coast is facing a combination of issues that are interrelated:

Population decline Needs for skills in the region Need for employment to attract and retain families Perceptions of lifestyle Availability of suitable housing, Supply of infrastructure such as education and health services, as well as

employment land. Rise of drive in drive out employment

Population Decline The population of the WCM has been declining over all observed periods in the past. Most recently, the population has declined by 9% between the 2001 Census and the 2006 Census. This average varied between 6% decline in Rosebery and Zeehan, and 22% for Tullah. The population in 2006 was estimated at 5,118. However, forecasts prepared by the State Government indicate that this rate of decline is not anticipated to continue. Rather, the WCM population is expected to stabilise at current levels, rising to around 5,218 in 2026, and then dropping slightly to 5,178 in 2031. Estimates of population prepared since the 2006 Census support the trends apparently assumed in these population forecasts. Between 2004 and 2008, total population of the WCM has remained fairly steady (Figure 12).



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Figure 12: Estimated Population, WCM

Source: Australian Bureau of Statistics, Population Estimates

However, if the vertical scale for the above figure is changed, this overall “flat” trend can be seen to have some differences in recent years.

As indicated in Figure 13 (below), a decline from 2004 to 2007 has been reversed in 2008, with some increase becoming apparent. While the overall trend is still for a declining population, the estimated population for 2008 has returned to approximately 2005 levels. It would appear that a population of around 5,200 has already been established. Official State Government forecasts are for this level to be maintained. With a more pro‐active approach to development in the WCM, there is no reason that an even higher population growth rate could not be achieved. By 2031, a target population of 6,500 could be set – this is one assumption underlying an employment scenario set out in the following section.

Following a period of decline the West Coasts population is predicted to now

stabilise A more pro‐active approach to

development and employment

opportunities could see population grow

to 6,500 by 2031



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Figure 13: Estimated Population, WCM

Source: Australian Bureau of Statistics, Population Estimates

One of the factors identified as acting as an impediment to growth is the perception of more attractive lifestyles being available on the north coast. Any actions taken to improve facilities available within the WCM will assist in attracting additional population, as families are prepared to locate to the WCM rather than living outside with the employed member(s) of the family commuting in for work purposes only. The more families can be attracted to reside in the WCM, the easier it will become to support attractive facilities, and thus encourage further population increase.

Skill shortages A demographic and social profile of the West Coast was prepared by Skills Tasmania1 (undated) based on the 2006 Census data. This analysis of Census data identified the key industry and employment trends for the West Coast, and suggested a continuum of the industries that currently sustain the viability of the region – mining (including mining support trades), tourism, and various government and other services. Various case studies were developed to support the statistical analysis, so that a high level industry perspective could be provided on how community factors such as infrastructure and demographic trends are impacting on skill and training requirements. The Skills Tasmania study suggested that skill (and labour) shortages are affecting operations in the mining (and support trades) sector, with training required to replace workers lost to other mining operations and/or to employment outside the region. Reasons for these shortages were identified as poor quality housing (contributing to a desire to locate families outside the region), which was compounded by a lack of

1 Skills Tasmania (undated) West Coast Regional Profile. Part 1 : Demographic and Social Profile, Part 2 : Industry, Business and Training Profile.



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education opportunities beyond Year 10, the lack of employment opportunities for partners of professionals, and a lack of social infrastructure (such as child care and public transport). Training related to regulatory requirements and compliance issues (competency, safety, etc) is available from businesses within the region, and most training is “on the job”. Similar issues relating to the poor perception of “attractive lifestyle” in the region were also reported in all other employment sectors. Training in the fishing and aquaculture industry is focused on meeting legislative and regulatory requirements, but these activities do not employ a large workforce. The tourism sector appears to have fairly high workforce turnover rates, due to seasonal fluctuations in activity, a lack of training opportunities, and a workforce characterised by a younger and more mobile demographic. A training demand profile for 2006/07 was estimated as totaling 100‐112 persons in the mining sector, 55 in the tourism sector, and around 25 in the fishing and aquaculture industries. The extent to which this need might be increased by new projects (e.g. the Gunns Pulp Mill) attracting skills away from the region, or decreased by a downturn in the mining industry, remains unknown. During the course of discussions within the WCM community, the deficiency in certain skills was also identified as one of the challenges facing development in the region. From the perspective of the community, these skills included trades operators in the mining sector, as well as other trade skills, and skills relating to the hospitality sector. Retention of staff was also a key issue and this was linked to perceptions of lifestyle as well as children’s education. The need to provide these skills is seen as offering opportunities for new economic activity in the region, as well as filling this need. Such opportunities are outlined later in this report.

Infrastructure In 2008, SGS completed a study for the Department of Economic Development, entitled Industrial Land Demand in Tasmania: short to medium view. In that study, it states that “in general, all industry will seek to develop on flat land near good transportation links, close to its workforce, and with the level of specific infrastructure (water, power, sewer, communications) to meet its needs.” For the West Coast Municipality, it found that “potential exists for the expansion of smaller businesses servicing the local market, but development of medium to heavy industrial uses is constrained by limited infrastructure provisions ...” Infrastructure constraints for the West Coast have been previously identified by businesses and potential investors through the REDI report: Regional Economic Development and investment Plans2 (2006):

2 Prepared by KPMG for the Department of Economic Development



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High freight costs and slow shipping times due to distance from suppliers Price of fuel Lack of tourism infrastructure Condition of local roads Cost of essential services such as water, electricity and waste treatment Lack of government services and public facilities Lack of community infrastructure Lack of public transport

During the consultation for this report, however, there was some optimism that the Cradle Coast Integrated Transport Strategy (2006) had received bipartisan government support, and that transport infrastructure would be supported to meet the Strategy’s 20 year goals.

Need for employment With some forecasts for overall population increase, there will be a corresponding increase in the labour force. Calculations have been made, assuming constant (at 2006 levels) participation and unemployment rates, which translate population growth into new demand for employment. From these calculations, the total number of new jobs that must be created in order to accommodate population increase can be assessed. The results of these calculations are presented in the following table.

Table 2: Number of new jobs that must be created by 2031 under various assumptions

By 2031 ‐ Current rates3 Reduce unemployment4

Increase population growth5

Increase population AND reduce unemployment6

Population 5,178 5,178 6,532 6,532

Labour Force 2,283 2,283 2,881 2,881

Employment 2,080 2,169 2,624 2,737

New jobs7 24 113 568 681

This assessment means that if only the forecast population growth is achieved, and if unemployment rates are held at the 2006 level of 8.9%, then (assuming constant participation rates), a total of 24 new jobs must be added (with no loss of existing jobs) by 2031. If jobs are lost, then the equivalent number of new jobs must be created to replace them, in addition to the net increase of 24 required to accommodate new entrants to the labour force resulting from population increase. However, this situation changes if the unemployment rate is to be brought down. To maintain a 5% rate, 113 net new jobs must be found. If population increases at a rate of 5%

3 Assumes current participation and unemployment (8.9%) rates, and Govt population forecasts 4 Reduce unemployment rate from 8.9% to 5%. 5 Increase population growth to 5% over every 5 year period 6 As above, together with 5% unemployment 7 In addition to employment as at 2006 Census (2056 jobs)



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over each 5 year period, then by 2031 a total of 568 net new jobs must be created – and if this population growth occurs AND a reduction in the unemployment rate to 5% is required, then 681 net new jobs must be created. Employment creation is therefore essential, if: The population decline is reversed, and population increases

Unemployment rates are to be reduced

Creating an attractive lifestyle The Standing Committee on Regional Development (SCORD 2004) identified the six imperatives for attracting and retaining skilled persons in regional Australia:

housing infrastructure job and career opportunities health facilities and services education and training facilities and services positive perceptions of lifestyles and community

The inter related nature of these factors is demonstrated in Figure 14 (next page) The SCORD report also noted:

“Attracting and retaining professional and skilled people to live and work within regional communities is one of the major challenges in building sustainable regions. A community that can also offer the services supplied by professional and skilled workers supports the people who are living in regional communities and the businesses operating there. This provides the foundation stone for attracting new residents and businesses. In summary, this issue is critical to sustaining regional communities as viable entities into the future – communities that are self‐sufficient in terms of professionals and tradespeople are more likely to retain their residents and attract new ones. The emotional impact of living in and coming home to a place where you feel comfortable is highly significant, particularly if a spouse or partner spends considerable time in the home.”

It is clear that one of the challenges facing the West Coast in developing its

economy is the need to create an attractive lifestyle



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Figure 14: Factors influencing relative attractiveness of regional areas

Source: “Attracting and Retaining Skilled People in Regional Australia: A Practitioner’s Guide” (SCORD 2004) with additional information added to tailor it to the West Coast Municipality

The WCM is generally regarded as not being a very attractive place to live. Many families

choose a coastal residential location, with working members of the family commuting in

to the job located in the WCM area. Other families leave as soon as children require

secondary schooling, as a result of perceived deficiencies with the level of education

services available. It is clear that one of the challenges facing the WCM in developing its

economy is the need to create an attractive lifestyle.

As indicated in Figure 14, there are a number of factors that have been identified as being likely to contribute to developing a more attractive lifestyle. Some of these (coloured blue in the diagram) are outside the area of influence of local government and the community, but can be indirectly influenced through carefully focussed lobbying.



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The elements coloured pink in the diagram are all well within the ability of Council and the community to influence. Actions taken to improve the supply of suitable housing, and of required infrastructure, as well as improving perceptions and community attitudes, will do much to increase the attractiveness of the region for residents.

Community capacity With a relatively small population base across WCM, there is a significant demand on active community members to play a role in governing local organisations. As with most rural and regional areas, a small number of people wear multiple hats on sporting, social, health and business organisations and community bodies. This situation becomes exaggerated as the population ages and declines, and with a part of the workforce (and associated family members) not resident within the WCM. In Rosebery, this demand on time has led to community groups looking to merge to reduce the burden, but still meet community needs.

During the consultation phase, other communities of the West Coast identified the need to build community and leadership capacity to create a positive future for the area, and to create and follow through on opportunities. As one workshop participant wrote “the information today highlights that we are not where we should be, but it also highlights our strengths. There are opportunities that are real and they are achievable. We need to work as a whole West Coast mindset and complement each other (towns.) The issue is finding the right people to drive projects, do the planning and get the money.”8 In the landmark McKinsey Report: Lead Local, Compete Global: Unlocking the Growth Potential of Australia’s regions (1994) it was demonstrated that local and regional leadership is the key to successful regional development. It argued that community leadership could influence many of the factors that are critical to the region’s growth; that the leaders could “make change happen”; and that leaders could change community attitudes. Capacity building is an achievable challenge for the West Coast. That is, building a region in which individual community members, community organisations, agencies and industries develop their abilities to have a shared vision for the West Coast, set and achieve objectives and solve the identified problems in a collaborative way – demonstrating the local leadership described by the McKinsey Report. With the established of a “Future Directions Steering Group” for the region, drawing on a number of locally‐based groups, it will be possible to support community capacity building via support and training for this group. This activity will also strengthen the “think regional, act local” philosophy which the study is endorsing.

8 Zeehan workshop participant, May 2010



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Provision of employment lands The provision of adequate industrial land is an important element in contributing the infrastructure required for economic expansion. The WCM has identified that: there is no room for expansion at the existing industrial estate in Queenstown

there are a number of “industrial” operations taking place within the commercial zoning of the town, that would be more appropriately located in an industrial estate

an “industrial” zone is not used in the current planning scheme for any of the townships within the WCM area

Following interviews, analysis of growth potential, and examination of the possible alternative sources of economic activity, this study has concluded that: there is no room for expansion at the current industrial estate in Queenstown,

and there is little room for any industrial areas to be established in Strahan.

use of the current Queenstown industrial estate creates conflicts with surrounding residential areas, making future use of this site problematic

owing to past activities, there is a real possibility of potential site contamination issues at the current Queenstown estate. Additionally, all facilities at this estate require refurbishment and upgrade to meet modern operational and regulatory standards. Any such upgrade would require major investment, and could be complicated by heritage issues.

While there would appear to be little new demand for industrial land arising from identified strategic directions, it is important to retain options for the future. In addition, there are current activities based in the existing industrial estate in Queenstown, and at various other locations (within the commercial area of the town) that could make use of a new industrial area. It is therefore recommended that negotiations commence between the Council and Crown Lands, to explore opportunities to facilitate the Council to access a potential site adjoining the area already leased by Council at the airport. Existing land at the old hospital site is not considered appropriate for industrial use, owing to access and topography issues. Similarly, areas to the north of the current industrial estate (the “hockey field” area) would appear to be unsuitable for industrial use owing to access constraints. After examining the issues and challenges for the West Coast, as well as the identified opportunities, this study concludes that: Industrial land requirements are subject to changes in international economic

conditions and their impacts on mining investment. Likely industrial land uses are for services to the mining sector (light manufacturing, engineering and servicing) and aquaculture in Strahan



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Employment lands will be required for heritage, tourism, education and experiential activities, although these areas will be sited around the attractions to be developed, and will most likely be dispersed amongst the towns

Employment lands will also be required for the development of community

services including aged care/respite accommodation as well as child care and other family services

At this stage, the provision of suitable industrial land in Queenstown is unclear.

The current industrial estate to the north of town is subject to a study regarding its use and future ownership. Investigation of land suitability at the airport site is recommended

Commercially zoned area in Strahan is predominantly developed, and an

investigation of land suitable for community services (aged care, child care, and entertainment) is recommended

The land based aquaculture facilities in Strahan are constrained, in conflict with

the tourism traffic, have poor access for heavy vehicles and in their current locations have no scope for expansion and building value adding processing facilities



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1.5 Identified Opportunities Following discussion and analysis, there are a number of opportunities that have been identified as offering attractive strategic directions for the WCM community, to add more flexibility and resilience to a community that has traditionally been reliant on just two sectors – mining and tourism. These opportunities are to: Build on the traditional economic drivers of the region – mining and tourism Expand links between the “heritage” values of the traditional resource‐based

industries of the region (mining and forestry), and tourism Exploit the landscape and visual resources of the region to expand experiential

and “outdoor” recreation opportunities Develop the service sector – both services to the dominant economic drivers, and

also services to the community. This will include the wider community (visitors) via activities such as outdoor‐based education, as well as the regional community via aged care and other personal services.

These are some opportunities for which each township appears to offer some comparative advantages: Queenstown Secondary/VET/technical training college

Event tourism based on heritage (mining, timber) and arts GeoPark proposal

Tullah Adventure/educational tourism activities (based on the unique combination of lakes and mountains all located close to a major transport corridor to the West Coast)

Rosebery Expand manufacturing activities to support mining industry Develop “educational” (schools based) tourism Zeehan Child care and youth services

Accommodation for tourism activities requiring low‐cost facilities

Strahan Retirement homes/nursing homes/personal services/aged care Additional activities based on aquaculture Arts and culture

For the West Coast Municipality overall: value‐added niche enterprises, combining “heritage” activities (mining and

forestry) with tourism, to encourage more experiential tourism adventure tourism, school and other group tourism training and education (based on mining, and on outdoor/adventure experiences) events and commercial gallery outlets based on arts and culture clusters of small businesses servicing mines utilising the Lake Margaret precinct for tourism and wilderness education



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The Core elements Mining and tourism will remain as key elements of the regional economy, and thus as important contributors to the social wellbeing of the regional community. In addition, other traditional activities (such as forestry and fishing) must also be recognised, and developed, as part of this “base” activity. Mining and tourism are two of the fundamental strengths of the region, and current levels of activity must be maintained, and increased where possible. However, these activities will diminish in relative contribution, as new activities are developed to provide more flexibility and therefore less vulnerability for the region.

New “themes” There are strong opportunities to build on the traditional base, and add new “themes” to the regional economy. These opportunities can be summarised as : “Heritage” activities based on the strong mining, forestry, and fishing history of the

region. In addition to tourism experiences based on this heritage value (the “Piners and Miners” tour, and the Zeehan Museum, are two examples of this type of activity that are already making a contribution), an associated expansion in the visual arts should be encouraged, including the ongoing development of artists clusters. The Geopark Proposal would fit with this theme.

“Education” activities based on the combination of a unique landscape and outdoor

recreation opportunities and experiences, with low‐cost accommodation facilities. In addition to providing potential for an “outdoor” campus for school (and other) groups, specific training programs could also be delivered in a unique environment. (such as Lake Margaret, Tullah etc)

“Experience” activities providing new types of tourist attractions, again based on the

unique landscape of the region. These could include development of mining rail alignments that are no longer required, to provide walking tracks with comfortable grades. The rugged admixture of mountains, rivers, and lakes could support the development of adventure/extreme sport opportunities, while more sedate opportunities could be built around food, arts and heritage events in the region.

Support activities A range of other activities are possible, as support for these new opportunities, as well as providing support for the community in areas that are currently lacking or under‐supplied. These activities would include support for the mining sector, such as light manufacturing and servicing, as well as support for the tourism sector in trades and services. Community support activities would include a range of personal services, especially aged care and retirement accommodation for the elderly, as well as child care and other family services.



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SECTION TWO: FUTURE STRATEGIC DIRECTIONS

The West Coast is characterised by a small population spread over a large area of land, with high mineral wealth, natural beauty and heritage assets. This section gives some context for future economic development strategic directions, then outlines the vision, and concepts for developing the West Coast. Tasmania Together 2020 describes the vision and goals for the state of Tasmania. These equally apply to the West Coast, and have relevance to the Future Strategic Directions of the West Coast: Vision:

Tasmania is an island community, unique for its natural and cultural environment, where people enjoy a prosperous lifestyle based on quality, creativity and opportunity

Goals:

1. A reasonable lifestyle and standard of living for all Tasmanians

2. Confident, friendly and safe communities

3. High quality education and training for lifelong learning and a skilled workforce

4. Active, healthy Tasmanians with access to quality and affordable health care services

5. Vibrant, inclusive and growing communities where people feel valued and connected

6. Dynamic, creative and internationally recognised arts community and culture

7. Acknowledgment of the right of Aboriginal people to own and preserve their culture,

and share with non‐Aboriginal people the richness and value of that culture

8. Open and accountable government that listens and plans for a shared future

9. Increased work opportunities for all Tasmanians

10. Thriving and innovative industries driven by a high level of business confidence

11. Built and natural heritage that is valued and protected

12. Sustainable management of our resources



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2.1 Vision for the West Coast For the West Coast to be actively contributing to, and enjoying the benefits of the overall Tasmanian goals, it needs to clearly establish its agreed Strategic Directions, and build its future on those directions. The West Coast Council in its Strategic Plan2010‐2015 states that it is:

“Planning for sustainable growth, confidence and prosperity” It further states: We want to be a community that: Is proud of who we are and where we live,

Enjoys a quality of life based on our unique natural heritage,

Will plan effectively for our future,

Works together for the benefit of the whole West Coast, and

Constantly identifies and realises its opportunities.

Given this context, and the feedback received during the consultations, the Vision for economic development on the West Coast is:

The text below describes how this vision will be achieved. This is represented diagrammatically on the next page.

2.2 Building on the current economic base In order to achieve this vision, economic development will need to build on the existing sound economic base of mining and tourism, with additional value also being added to the fishing and timber industries. As new economic activities develop, the West Coast will be less reliant on mining and tourism and have a more stable, less vulnerable economic base.

2.3 Developing new opportunities Through developing new opportunities related to the economic base, there will be stability in the region’s population, increased economic activity over a broader range of endeavours and provide necessary employment and lifestyle attractions.

Development based on a unique landscape and natural advantages



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There are opportunities to link mining, heritage, tourism and the arts. Similarly opportunities exist to develop education activities and accommodation interpreting the natural environment and heritage. Adding value to fishing through experiences (natural outdoor settings as well as ‘experiencing’ aquaculture) also provides sound opportunities. Interpretation and experience of the timber industry also links with heritage and the arts. Other opportunities for development lie in the services sector: services to mining and tourism industries, and services to the people of the West Coast (personal services, aged care and child care).



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Vision: Development based on unique landscape and natural resource advantages

TO CREATE

SUPPORTED BY

OPPORTUNITIES TO DEVELOP

MINING TOURISM FISHING TIMBER

HERITAGE (Broken Hill

Model)

Arts

Film

Artist Cluster

GeoPark

EDUCATION (Mansfield Model)

Training

Outdoor

Events

School Camps

“Retreats”

EXPERIENCE

Walking

Tracks

Food Events

Adventure /

Extreme

Sports

SERVICES

To mining and tourism industries

To residents (personal services, aged care, child care)

A COMMUNITY with increased CAPACITY, well CONNECTED, operating with CONFIDENCE in a CO‐OPERATIVE manner, CELEBRATING individual differences which COMBINE to CREATE growth.

ECONOMIC

BASE



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2.4 How others have done this effectively

Mansfield, Victoria

Mansfield Shire has strong similarities to West Coast Municipality, and this brief case study is provided to demonstrate the effectiveness of one element of their economic development – the link between education and outdoor experiences. Mansfield Shire is located approximately 180kms north east of Melbourne and covers an area of 3,892 square kilometres. The Shire has a resident population of approximately 7,200, with the major urban centre being Mansfield with numerous small settlements throughout the Shire. The populations of small settlements swell considerably during holiday periods, but have only a small number of permanent residents. The Shire’s key economic drivers are tourism, farming and lifestyle living. Mansfield Shire is a nationally recognised icon location, and known for its “High Country, Lakes and Rivers”. Mansfield Shire has approximately 1.2 million visitors per annum, which generates approximately $134 million in revenue. Employment generated by tourism within the Shire ranges from 1,500 year‐round to 4,500 on a seasonal basis

Mansfield, as the major service centre for the Mansfield Shire, is central to many unique towns and villages. The development of the Shire owes much to locations such as Jamieson, Tolmie, Kevington, Woods Point, Bonnie Doon and Merrijig. These settlements are intrinsically linked to key historic industries such as gold, timber harvesting and farming. There is a very strong sense of community which is encouraged and highly valued by the shire council as a key strength. Mansfield Shire is renowned for its natural beauty and alpine mountains. Significant landscape features include Mount Buller, Mount Stirling and the Great Dividing Range. Natural environment features include parts of Lake Eildon and Alpine National Parks. Valleys of the Howqua, Delatite and Goulburn Rivers are also significant landscape features in the Shire. The areas are in high demand for recreation and lifestyle activities. The Alpine Resort areas of Mount Buller and Mount Stirling are wholly surrounded by, but excluded from the municipal district. A significant proportion of the municipality is Crown land. A Targa event is also held in the Mansfield Shire.

Mansfield Shire has managed to develop a comparative advantage in outdoor education (which is a contributor to the local economy), and continues to focus on developing the education and training sector. Timbertop is the most well known example. Made famous by Prince Charles attending, Timbertop is a part of Geelong Grammar School where all Year 9 students spend that entire year at the Mansfield Shire based campus. The Geelong Grammar website says: “The Timbertop year is an exceptional opportunity to learn life skills and values; independence, teamwork and leadership; tolerance and friendship while building resilience. Year 9 at Timbertop is a unique and unforgettable learning and living experience in the stunning natural environment of the Victorian Alps. It is a campus like no other. Timbertop’s mountain setting complements our rigorous academic program,



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which includes environmental issues, geographic formations, pioneering skills, farming projects and local flora and fauna studies. Here, adolescents develop personal skills and qualities beyond those possible in a traditional suburban day school. While living together in a small, supportive and secure community, they are exposed to intellectual, physical and emotional challenges under demanding environmental conditions. They connect to their personal strengths, develop confidence and learn the value of co‐operative endeavour.” In addition to Timbertop, several other schools have outdoor education centres based in Mansfield Shire ranging from locations that cater for day activities, to low cost accommodation for week long camps. Private businesses have also now developed in the education sector. Local businesses offer goods and services (food, cleaning, bicycle hire, horse riding activities etc), to activities based in the education sector. Mansfield Council has been approached to see whether there would be an interested in a mutual exchange of information and experiences, and have indicated that they are willing to be contacted. Mansfield Shire Council www.mansfield.vic.gov.au (Mansfield Shire is currently developing a recreational fishing strategy and would be keen to learn from the experience of the West Coast)

Broken Hill, New South Wales – The Accessible Outback

Notes have been provided on the Broken Hill experience, where a world‐renowned mining area has been re‐invented as a centre for artists and film‐makers. The City of Broken Hill has a population of over 20,000 people and is the largest regional centre in the western half of New South Wales on the edge of the NSW Outback. The mining industry continues to play a central role in Broken Hill. The main mining companies operating in Broken Hill include Perilya, Bemax Resources and CBH Resources. There are also a number of other mines operating in the Far Western Region. Tourism continues to grow with over 300,000 visitors per annum, and is widely regarded as an alternative to the mining industry. Broken Hill regularly hosts film and television crews and many films have been shot in the area, including Cactus, Mad Max, A Town Like Alice and Priscilla, Queen of the Desert. The unique attractions of Broken Hill including the Sculpture Symposium, Living Desert Sanctuary and Regional Art Gallery coupled with the City's heritage and history attracts visitors from all over Australia and throughout the world. Broken Hill was suffering many years of significant declines in its population due to its isolation and dependence on a (declining) mining sector. A reorientation to culture, history and the arts created a tourism re‐invention that now strongly sits alongside its mining economy.



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Film Broken Hill (www.filmbrokenhill.com) was established to promote Broken Hill as a film and documentary location. This has had an added impact to tourism. A recent announcement of a $2million film studio development shows the value of this approach: “The world’s first desert film studio will pump tens of millions of dollars and hundreds of jobs into the local economy, according to a NSW Government Minister. Earmarked for development at the old power station site on Eyre Street, the Broken Hill Film Studio could create more than 1,000 new jobs and put around $44 million into the region’s economy. In the city yesterday to promote the studio that the NSW Government will contribute $1 million to, the Minister for State and Regional Development, Ian Macdonald, said it would be a world first and a terrific boost to the region. “We believe it will be the only global desert studio in the world,” Minister Macdonald said yesterday. “We believe it could be, over the next five years, a $44 million economic boost to the region. A lot of jobs will be created ‐ 570 each year for two years. Mr Zaknich said the studio would add another string to the city’s film industry bow and would stamp the city as a major film production centre. “It really raises the profile of the city further as a destination for the film industry,” Mr Zaknich said. “We’ve already got the built and natural environment. This adds a further capability to provide a full service.” In April 2010, Broken Hill also hosted almost 200 visitors for a four‐day heritage and conservation conference – the International Council on Monuments and Sites (ICOMOS) The event acted as a major annual gathering for professionals involved in heritage and conservation areas from around the world including architects, historians and archaeologists. It was also an opportunity for heritage practitioners to visit Broken Hill which, with its rich mining history and built heritage‐ Broken Hill also now boasts a significant cluster of artists, sculptors and silver workers. Broken Hill Council: www.brokenhill.nsw.gov.au

Flinders Island Economic Development position

Flinders Island have tackled the issue of providing economic development services in a unique way that has worked for them, and resulted in greater grant returns and economic gains to the Island than outgoings on the cost of economic development services. This example is provided as a possible way to be able to attract a high quality economic development officer to implement the economic development objectives of the West Coast, without imposing net additional burdens on the Council’s limited budget. The Flinders Municipality is located between Wilson's Promontory in Victoria and Cape Portland in Tasmania. Flinders Island is the largest of the Furneaux Group of islands, and the region has around 900 permanent residents. Flinders Island has a thriving rural community that produces sheep and wool, cattle, milk‐fed lambs, crayfish, abalone, poppies and Cape Barren geese.



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Aquaculture is seen as one of the possible future directions for the region and expansion of the industry is currently being investigated. Other main business activities include rural support industries and tourism. For the past few years, economic development services have been provided to the Flinders Municipality on a contract consultancy basis, with the consultant not based on the Island, but travelling in to keep in contact. Much of the actual work of economic development is done in Hobart, and strong links have been developed between the consultant and key government agencies. The Economic Development Officer works across the three broad areas of tourism, community and business development with three main objectives.

1. To promote Flinders Island as a place to visit

2. To promote Flinders Island as a place to live

3. To promote Flinders Island as a place to work/start a business

The Expression of Interest (EOI) for the role sought: “An experienced economic development professional with a track record in facilitating business, industry and community development, and substantive experience in dealing with government agencies, government programs and funding arrangements as they apply to regional development. Your responsibilities will include the development of an investor attraction package; actively see the attraction of Federal and State government and other external sources of funding that supports and facilitates investment within the region; review and proposed value adding and alternative funding of Council’s financial strategies that underpin economic development as well as Council’s own capital expenditure and program activities; and develop and implement strategies to attract identified and targeted trades‐people to the region.” The EOI went on to say: “Proposals will be accepted from individuals and/or businesses on a full‐time or part‐time basis. The successful applicant may or may not necessarily reside or be located at Flinders Island, but location will depend on the strategy proposed by the applicant to satisfy the demand requirements of the position.” The term of tenure for the position is 2 years, with a further 2 years subject to mutual consent and the achievement of performance objectives. Adam Saddler provides the Flinders Island Economic Development Officer functions as a consultant. He is most willing to be contacted about the successes and lessons learnt in providing services through this arrangement. Adam Saddler: [email protected] Mobile: 0448 813 800 Flinders Council www.flinders.tas.gov.au



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Community Leadership Development

Two examples are provided to demonstrate how others are building community leadership and community capacity: Alpine Valleys Community Leadership Program, and Health West’s Wilderness Program. Details of the 2010‐2011 Tasmanian Community Capacity Building Program are also provided. Throughout Victoria, regional community leadership programs have been conducted for over 10 years. The community leadership programs have developed strong interconnected community leadership and have demonstrably resulted in building community capacity and resilience within their regions. The Alpine Valleys Community Leadership Program is described here as a potential model that may be of use to West Coast Municipality. Since 1999, the Alpine Valleys Community Leadership Program has been offering a twelve month program of structured events and activities allowing participants to discuss and debate issues amongst themselves and with invited speakers who demonstrate strong leadership skills and characteristics. Opportunities exist for the personal development of participants, all of whom are expected to bring with them a deep sense of commitment to the community as well as a demonstrated willingness to rise to the challenge of restoring, building and maintaining confidence and prosperity for the region. About twenty participants are selected annually through a competitive application process. The program explores the opportunities and resources available to the region, the role of residents of the Alpine Valleys in the regional, state and national future, and investigates personal leadership attributes and lifestyle. Topics covered during the year include:

Regional development Education and health The environment Agribusiness Local government Business and industry The Arts and Culture

Human needs and services Media Ethics Tourism Quality of life matters Law and Order issues

The program also includes weekend retreats, a Melbourne visit and skills workshops. The program runs from July to June each year. There are now over 190 graduates, and the program is making a significant contribution to support the growth and well being of local communities in the Alpine Valleys. Graham Nickless, a founding board member of the Alpine Valleys Community Leadership Program, reflects that, at the outset of the program 10 years ago, the Alpine Valleys were separate communities going about their own business, and often parochially fighting each other in turf wars over matters that could have a much more sustained and beneficial outcomes if the focus shifted to the regional greater good. The program has now resulted in a unified and collective leadership across all sectors in the North East of Victoria. Its strength is that participants come from all walks of life (community groups and organisations, small businesses, government sector) and spend a year together



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learning about regional issues and developing the skills to deal with those issues and enable them to work with their own groups and communities on solutions. The program receives some funding from the Victorian State Government, as well as sponsorships from public organisations and private business in the region. Alpine Valleys Community Leadership Program www.avclp.org.au Julia Cocks, Executive Officer, mobile 0417 348 547 On the West Coast, Health West is the lead agency designing and implementing a West Coast Wilderness Program aimed at building community capacity by providing challenges for personal growth, and enhance skills in communication, leadership, assertiveness, team building, tolerance and social skills. This program also has a special focus on the therapeutic values of wilderness camps and activities and one of the aims of the program is to utilise the local environment. The program, initially aimed at youth, is looking to achieve long term outcomes of: A mentally healthy community A physically healthy community A skilled community A community that can identify what they need and how to get it Community pride in the West Coast Young people who feel responsible for themselves Greater community resilience Greater community coping skills Healthy connected families A community that feels less isolated.

This program appears to fit two key elements of the proposed Future Strategic Directions of this report; building community capacity, and developing an outdoor education ‘product’ that could be marketed beyond the West Coast region. Key contact: Sinéad Fahey, Provisional Psychologist, HealthWest, Zeehan [email protected]

Community Capacity Building Grants

Applications for Community Capacity Building Grants 2010‐2011 from the Tasmanian Department of Premier and Cabinet will open on July 31 2010 and close on September 30 2010. Past successful applications have covered a range of projects and programs that deliver the Social Inclusion Strategy of government, and would appear to be a possible source of funds for community leadership development and community capacity building initiatives on the West Coast. Details of examples of Social Inclusion categories and examples have been provided by DPC as part of their Grant Writing Tips:



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Community Capacity Building Grants Program www.dpac.tas.gov.au/divisions/cdd.grants

Social Inclusion Strategy area

Examples

Access to the basics

Education on preparing nutritious and affordable meals, budgeting and financial literacy, providing opportunities for people to access what we all need for a good life, shelter, food, clothing and help in an emergency.

Accessible goods and services

Enabling access to services for mental and physical health, education, housing, legal and public safety issues, or for employment opportunities. Solutions that provide transport for communities.

Learning for life

Literacy, skill development, life skills, developing talents and providing support for community members who are re‐entering education (young mothers, the unemployed) or training to enable service delivery to disadvantaged Tasmanians.

Building supportive local networks

Community cohesion, celebrating diversity, identifying and addressing barriers to participation and establishing partnerships and participation via art, sport, recreation and culture.

Social enterprises*

Building on the strengths of individuals and communities and using talents and interests to build success. *Applicants interested in applying for funding for social enterprises or micro‐credit programs are encouraged to apply to the Community Development Finance Fund.

Volunteering Recruitment, training and support programs, providing opportunities for excluded Tasmanians to volunteer.

Building local capacity

Mentoring and leadership programs and partnerships supporting community members who are socially isolated and economically disadvantaged, specifically building capacity in local government and the community sector.

Digital inclusion

Workshops to educate community members about information communication technologies (ICT), using technology to include people.

Planning and liveability for Social Inclusion

Creating liveable spaces and community gardens and increasing the visual appeal and accessibility of streets, places or precincts in towns and cities for everyone.

Good governance

Ensuring people can develop a strong voice and have their voices heard



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2.5 Recommended actions

Whilst this study started out looking at Industrial Land availability and demand, it has ended up providing valuable information as the basis of a regional strategic plan. The following recommendations further develop the ideas generated within this report, as well as address the outstanding industrial land matters:

Preparation of a Regional Strategic Plan, to provide an agreed summary of actions, outcomes, and responsibilities, from which an Operational Plan (or Business Plan) for all relevant agencies and groups can be developed. The establishment of “working groups” as part of this process will further assist in mobilising community support for, and involvement with, regional development.

Obtaining adequate resources for management and implementation of the Regional Strategic Plan and the resultant Business Plan (such as the employment of an Economic Development Officer). Some suggestions for how this might be accomplished at minimal cost are provided, with notes on how the Flinders Island Development Officer position is filled.

Establishing individual township community planning capacity, to provide local delivery of regional initiatives, with an overall campaign vision of “Think regional, work local”. This should occur within a larger “Future Directions Steering Group”, to be set up at a regional level but based on existing local community groups such as progress/development associations, sporting clubs, service clubs, and other associations such as the regional HR managers group. Events could also be organised by this group, to have a regional focus but with the ability to reflect local identities and to support regional tourism.

Hold discussions with Crown Lands, to resolve issues relating to the future of the current Queenstown Industrial Estate, possible future use of certain areas of land near the Queenstown Airport, deep water access and industrial land for the aquaculture industry and explore releasing more residential land.

Ensuring the availability of suitable industrial land. Formulation of an Employment Strategy (to fill current job vacancies and to attract new employees to the region) and a concurrent Housing Strategy (to ensure that appropriate housing can be provided to meet the needs of new employees). Develop a marketing plan to fill current vacancies and attract workers to the area.

Development of a wider Infrastructure Strategy, to ensure that social infrastructure (such as secondary schooling, health and community services, and entertainment/recreational facilities) and “hard” infrastructure (such as roads, industrial and employment lands, power supplies, and telecommunications) are all adequate to meet the needs of current and future residents of the region.

Clear communication amongst all sectors of the community regarding the necessary conditions for the establishment and operation of a Regional GeoPark.

Take local groups of decision makers to visit Broken Hill and Mansfield, to observe first‐hand how these models have been implemented, and to form relationships with key stakeholders in these two locations



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Explore options for the development of a local “Leadership Program”, similar in scope to the Alpine Valleys Leadership Program, which will enable local leadership capacity, as well as forming a “regional” community of interest.

Form a partnership with Health West, to facilitate the delivery of their outdoor health and capacity building programs at WCM locations

Quick Wins Whilst a planned strategic approach is required to deliver all of the recommendations in this report, several “quick wins” can be worked towards in the interim:

1. Form network of interested local employers and stakeholders to develop strategies to overcome local employment, skills and perception issues

2. Encourage community groups to adopt the “Think Regional, Act Local” slogan

3. Industrial Land Queenstown Seek ministerial approval then subdivide industrial lots off the

existing Queenstown airport road

4. Industrial Land Strahan Identify suitable land near the airport and work to have it rezoned

and accessible Scope out suitable industrial land near Smiths Cove for industry

requiring access to deep water

5. Initiate discussions with Federal Hotels and relevant Queenstown business operators (e.g. tourism and food) to scope possible strategies to encourage West Coast Wilderness Railway passengers to spend time in Queenstown

6. Continue to work with stakeholders in relation to utilisation of Lake Margaret site for tourism and/or similar purpose

7. Talk to University of Tasmania (Cradle Coast Campus) about regional scholarship programs (Graduate Certificate of Business) for West Coast participants

8. Co‐ordination of events across the region: Begin measuring the impact of current events and identify other

events that are an appropriate fit Provide council venues free for community events and in‐kind

support where possible Co‐ordinate a calendar of events across the region, identifying

overlaps and gaps

west coast industrial land study final report v2 august2010 · 2 presentation used for workshop...

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