Regional Roadmap 2016 - 2020 · Regional Roadmap 2016 - 2020 - Page 3 Contents ... work...

Regional Roadmap 2016 - 2020 -

Regional Roadmap2016 - 2020

- RDA Darling Downs and South West


Contents

Message from the Chair .......................................................................4

Vision for the Region ..............................................................................6

Mission of RDA, DDSW ............................................................................6

Regional Priorities for RDA DDSW ...........................................................7

Progressing Regional Priorities – RDA Priorities and Activities .............14

Role of Regional Development Australia ..............................................30

The Darling Downs and South West Region .........................................36

Regional Strengths, Challenges, Needs and Opportunities ...............39

Projects Supported by RDA DD-SW .......................................................42

Regional Priority Projects and Programs ...............................................45

COAG Determinants and Regional Indicators ....................................49

Human Capital (Education and Skills) .........................................49

Sustainable Communities and Population Growth .....................51

Access to International, National and Regional Markets ............54

Comparative Advantage and Business Competitiveness ..........56

Contact Details ......................................................................................59


Message from the Chair

Regional Development Australia (RDA) is a federally funded network of 55 committees across Australia, charged with supporting the growth and development of their regional communities.

Part of RDA’s role is to develop and maintain a Regional Plan or ‘Roadmap’ that provides an overview of each of their regions, including a description of the region, its strength, challenges, opportunities and critical issues. The ‘Roadmaps’ highlight key advantages, issues, goals and regionally significant priority projects identified through consultation with key stakeholders from the region.

This Roadmap serves as a document that outlines key messages that are relevant across the whole DDSW region and designed to help promote the regions comparative and competitive advantages and drive its economic performance.

The DDSW region consists of the 10 Local Government areas of; Balonne, Bulloo, Goondiwindi, Maranoa, Murweh, Paroo Quilpie, Southern Downs, Toowoomba and Western Downs. The region is recognised for its strong agricultural industry, education and health service sectors and developing transport and logistics industries.

However, like all regions, we have our challenges, and the implementation of this 2016-2020 Roadmap in collaboration with other key stakeholders will assist to mitigate these.

RDA’s are established to advise and deliver to the Federal Government on these five clear actions:

1. Maintain and keep current a three to five year regional plan (Roadmap) that focuses on economic development of their region, taking into account Commonwealth, State, Territory and Local Government plans.


2. Provide advice on priority activities that will drive economic development and take advantage of comparative advantages, based on consultation and engagement with community leaders.

3. Assist local community stakeholders to develop project proposals and help shepherd them to appropriate public and/or private funding sources .

4. Providing advice to the Government on critical issues affecting the region.

5. Increasing Awareness of Government Programs.

The 2016-2020 Roadmap update is a practical document that clearly outlines RDA DDSW’s role within the region and captures those critical issues and priorities that our regional stakeholders have identified as inhibitors to vibrant and growing communities and strong and diverse regional economies.

Cr Vic Pennisi GAICDChair – RDA Darling Downs & South West Qld


Vision for the Region

The vision that Regional Development Australia, Darling Downs and South West (RDA DDSW), has for the region is that:

By 2020, the Darling Downs and South West Region has an even more diverse, modern economy and more vibrant, liveable communities. This includes active, diverse local economies, high quality infrastructure, and quality internet and transport connectivity. Stakeholders in the region work collaboratively to enhance economic performance and to foster innovation and leadership.

This vision is the basis of the priorities and actions identified by RDA DDSW which incorporate the priorities and strategies of the State and Commonwealth governments and facilitate direct benefits to the region.

Mission of RDA, DDSW

RDA provides leadership, advocacy and information about Federal Government programs and support to realise the vision by:

Acting as a data-hub for information where all levels of government and the community look to RDA DDSW to source information to better inform policy;

Ensuring that all people in the region have access to information in order to improve the liveability of communities;

Providing information that allows better decision-making. RDA DDSW assists stakeholders including business, local government, and non-profit organisations, in making decisions that contribute to the vitality of communities;

Helping people leverage resources and assets that retains local ownership and value-adds to existing effort and motivation;

Identifying and illuminating the gaps that can be addressed so that most progress can be made towards the economic vitality and liveability of communities.

RDA DDSW takes a regional view of issues and opportunities in the region. It is not involved in decisions about specific projects or activities. Rather, it provides information that best informs decisions by others. RDA DDSW is apolitical.


Regional Priorities for RDA DDSW

To achieve the vision for the region, the RDA board has identified the following regional priorities;

1. Nation- Building Infrastructure,

2. Connectivity,

3. Innovation,

4. Diversifying local economies,

5. Collaboration,

6. Community vitality.

These priorities, progressed together as an integrated set of topics, are the most important ways in which the economy and liveability of the region can develop.

1. National-Building Infrastructure

Key nation-building infrastructure is needed in the region to underpin economic activity, position the region for opportunities in export markets and improve economic performance.

New Infrastructure

The recent and ongoing construction of key infrastructure, particularly in and around the Toowoomba region, will have major regional benefits. This includes the Brisbane West Wellcamp airport, the commencement of construction on the $1.7 billion Toowoomba Second Range Crossing, and the Charlton industrial estate. In the broader region, the upgrade of the Warrego Highway, the redevelopment of the western railway line, the roll out of the NBN, and the construction of flood levees in Roma, St George and Charleville have also led to improved economic activity, efficiency and community prosperity.

The need for important new infrastructure remains. This includes the proposed Melbourne to Brisbane Inland Rail project, improved internet and mobile phone connectivity, water access and security, and extending the sealed road network. Importantly, this infrastructure does not just underpin local or regional economic development. It is nation-building infrastructure that is crucial for national productivity.


Maintenance of Existing Infrastructure

The maintenance of infrastructure such as roads, telecommunications and community facilities is also a priority. Key transport corridors such as the western rail line and the Warrego highway need to be well maintained and improved. Community infrastructure, particularly facilities that were funded during the development of the coal seam gas (CSG) industry in the Surat Basin, also needs to be maintained to a high standard.

The long lead time for the development of infrastructure requires long term strategic planning, advocacy and reform around the process of the prioritisation of infrastructure in the national interest, and innovative public/private partnership models for sustainable funding. Additionally, the majority of current funding programs available to Councils are focused on the construction of new infrastructure. It is imperative that programs, particularly for smaller Councils, provide provision for the upgrade of existing capital works, as many face significant fiscal pressure simply with the maintenance of their current asset lists.

2. Connectivity

The connectivity of the region is particularly important. This includes the ability of stakeholders to connect with each other and for commerce to occur efficiently within and outside the region. Hence, connectivity involves transport, communications and internet access. However, the physical aspects of connection such as transport and telecommunications need to go hand in hand with the capacity of people and businesses to take most advantage of connection. This means businesses developing e-commerce and internet–based economic opportunities, and social vitality developed from communication technologies.

Key connectivity priorities in the region are:

• The continued roll out of fast, reliable and ubiquitous internet and the development of the digital economy,

• Further development of mobile phone infrastructure to improve coverage and eliminate black spots,

• The engagement of business operators in developing their internet capability and incorporating the internet into their business and the digital economy.

• The development and maintenance of key roads and rail lines to enhance transport efficiencies,


• Enhancing the transfer of goods and services, and communication, between participant’s in supply chains and value chains,

• Establishing and enhancing internet based services such as distance education and e-health,

• Facilitating dialogue between stakeholders so that there are opportunities for people to connect with each other.

3. Innovation

Developing innovation, at a community scale, fostering economic development initiatives, and broader economic and social outcomes. Innovation means re-defining issues, accepting risk and “unlearning” traditional approaches to development. It also means putting resources together in new ways, practical action, developing adaptive capacity and collectively developing the skills and confidence to manage economic transition.

In the region, key aspects of innovation are:

• Creating an environment for innovation – developing a business culture that supports creative thinking and transferring creativity into practical business opportunities,

• Innovative investment models – the development of new approaches to investment and venture capital both within the region and from investors looking to fund economic development in the region.

• Alternative business models – fostering different business structures, such as community-owned enterprise, that can spread risk and reduce barriers for operators to establish a business or expand an existing business.

• Risk management - helping businesses to be more able to accept and manage risk.

• Managing the impacts of climate change – supporting agriculture and other sectors to better manage increased climate variability and potentially longer dry periods as a result of climate change.

• Developing and supporting leaders and role models in communities that can help communities manage change.


4. Diversification

The regional economy is concentrated in agriculture and agricultural services, small and medium businesses in regional towns, and in government employment, particularly in local and state government services. There is also an oil and gas industry in the Cooper Basin and coal seam gas development in the Surat Basin. Agriculture itself is diversified ranging from extensive grazing, dryland broad-acre cereal grain production, extensive irrigated cotton production, to horticulture and viticulture largely on the Granite Belt.

A priority is to extend the diversification of the economy. Developing new sectors and expanding on existing sectors will further diversify the regional economy, making the region more sustainable, resilient and better able to adapt to economic change. The development of the digital economy, including internet-based commerce, is important to economic development. The further development of tourism is also important. The “grey nomad” tourism sector is well established but further development of this aspect of tourism is needed with better linking of attractions (such as the Natural Sciences Loop), ongoing improvement of tourism facilities, the development paleo tourism and greater access to history and people. Other aspects of tourism need development, particularly family-based tourism, adventure experiences particularly for young people and international organised tours to the region. These require investment in transport, hospitality and accommodation infrastructure, coordinated marketing and the development of attractions.

There are also opportunities to develop other sectors to diversify the regional economy such as meat exports from the re-development of the sheep industry and the macropod industry.

5. Collaboration

Economic development and community sustainability rely on extensive collaboration. This, in turn, depends on attitudes and willingness to collaborate and the capacity of organisations and communities to consider other agendas not just their own, to share kudos and genuinely work on joint goals. Collaboration needs to occur in four ways. First, local, state and federal government need to better coordinate their funding and services. This needs to occur through formal arrangements between levels of government such as joint initiatives, joint funding and MOUs. It also needs to occur through networks and government culture.

Second, local government and state government departments also need to better coordinate across the region. Collaborative arrangements, such as the Council of Mayors and South West Regional Economic Development (SW RED) provide a mechanism for coordination between local governments. The Regional Managers Coordination Network (RMCN) coordinates state government agencies. These mechanisms need to be strengthened together with a culture of collaboration.


Third, communities need to work better together. The focus of regional development has largely been around opportunities for individual towns or districts. While strong ownership and commitment to local communities is important, there needs to be stronger collective approaches to economic and social development across the region. Key regional networks need to be further developed with ongoing forums and events, which result in practical action.

Fourth, funding models are needed that encourage collaboration and joint investment. Collaborative funding proposals and leveraged funding is increasingly important and these approaches need to continue to develop in the region.

6. Community Vitality

The further development of vibrant, functional communities is a priority. Regional hubs such as Toowoomba, Dalby, Goondiwindi and Roma are growing and many smaller centres are vulnerable to long term population decline, loss of young people and reduced services. While small communities can be vibrant and very liveable, long term career-entry employment, adequate infrastructure and services and active community organisations are needed to support community vitality.

Community vitality depends on valuing and enhancing the social cohesion of communities, and recognising the value that community volunteers and organisations add to government investment. Importantly, the future of regions needs to remain as a high priority on the national agenda. The return on investment from government funding needs to include community and social benefits, and provide incentives for social cohesion in communities.

Key approaches to support community vitality in the region are:

• Developing ways of measuring social benefits from public investment and incorporating all community benefits and implications in public decision-making.

• Population growth – increasing the population of particularly smaller communities across the region depends on business and industry development to support employment, together with services, infrastructure, liveability and amenity.

• Diversifying the demographics of communities – communities in the region are disproportionately aged. This is caused by a combination of people aging “in situ” and the nett outmigration of young people. It is important to attract and retain young people in regional communities. This means not necessarily retaining school leavers, but attracting young people and families back to communities. This involves having sustainable


rewarding employment, not just for workers but also for their partners, adequate affordable housing, health and education services, and a vibrant community social life. It is also important to not only have adequate services and support for older people, but to frame senior residents as community assets rather than potential liabilities.

• Community inclusion – fostering communities that are inclusive and respectful. This means developing the confidence and maturity to accept and appreciate diverse views and lifestyles, having organisations and networks that provide a mechanism for inclusion and collaboration, and having leadership and learning to overcome assumptions and prejudices. This is particularly important in further valuing, respecting and including Indigenous people and people from a refugee background.

• Increasing skills – enhancing the skills of community members to improve participation in developing areas of the economy. This includes customer service and technical skills but also internet and social media skills.

• Addressing the causes of family and community dysfunction – A proportion of people in many communities – urban and regional – face pressures and life choices that lead to personal and community dysfunction such as alcohol and drug dependence, violence and social exclusion. While access to services is important to help people manage their immediate and ongoing circumstances, it is also important to address the root causes that make people vulnerable. Many of these causes are deep-seated, and addressing them means having appropriate pathways to employment, supporting families to reduce family breakdown, having good role models, and reducing stigma and exclusion. Access to crisis accommodation is a priority in the provision of community infrastructure as part of a suite of support for vulnerable people and communities.

• Building the health sector’s capacity in the region to provide services to people who live with a disability as part of the implementation of the NDIS from January 1, 2017. This also is an opportunity for developing health hubs and skilled employment in regional communities.


Fostering Local Capacity

The capacity of local communities is crucial to the region being able to adapt to economic change, to maintain development in line with community values, and to having the leadership and organisation to develop economically and socially. Key priorities are:

• Making communities more attractive for investment - This means having comprehensive business cases for fundable projects for potential investors, demonstrating community support for proposals, having leveraged funding and pursuing innovative investment models.

• Enhancing links between communities and business - Links between businesses and communities can be further strengthened by formal arrangements for large businesses such as Social Impact Management Plans and corporate social responsibility. It can also be enhanced by informal mechanisms for community engagement and business networking.

Moving Away from Rural Crisis Management

Rural and regional communities have often been framed in terms of managing crisis such as drought, market restructuring and lack of viability in agriculture. This has created a perception of rural Australia as an undesirable place where people have to be stoic to survive with an ongoing need for charity. While the region has been in serious drought, and industry restructuring and world commodity prices have reduced returns, it is critical that agriculture and other rural industries in the region become more sustainable and that perceptions of crisis are also reduced.

Many agricultural enterprises in the region are sustainable and profitable and agriculture is increasingly becoming a sophisticated, technological industry. Yet, a proportion of particularly smaller operators can have a debt structure that can make them vulnerable to interruptions to cash flow. This situation needs to continue to be addressed by the private sector and by initiatives such as farm financial counsellors and by the Queensland Rural Adjustment Authority (QRAA). Yet, this should not overshadow opportunities for profitable, growing agricultural enterprises, nor public perceptions of rural business and life as a sustainable growing sector of the economy with crisis as only a part of the overall situation.


Progressing Regional Priorities – RDA Priorities and Activities

Regional Priority RDA Actions / Initiiatives Performance Indicators

Developing a roadmap that reflects and addresses key regional issues and priorities.

Specific Action

• Produce a roadmap document with appropriate engagement and consideration of priority issues.

• The production of a roadmap document.

• The quality of the roadmap document.

Encouraging stakeholder input and increasing awareness of the roadmap.

Ongoing Action

• Gather research and data to inform the social, economic and environmental issues noted in the Roadmap

• Gain input from regional stakeholders

• Promote the Roadmap to communities throughout the region

• The level of awareness by stakeholders of roadmap priorities and RDA activities

• The appropriate level of engagement of stakeholders in the development of the roadmap

Using the roadmap to guide RDA actions and measure the performance of RDA in the region.

Specific Action

• Conduct a detailed review of the roadmap once per year and develop an annual action plan each year based on the updated roadmap.

Ongoing Action

• I ncorporate the roadmap into ongoing decision-making and action

• Use the RDA regional plan as a key document to inform all levels of government of the issues and priorities in the region.

• The extent to which the roadmap is incorporated into day to day RDA decision-making

• The extent to which the roadmap is updated and revised.

1. Maintain and keep current a three to five year regional plan (Roadmap) that focuses on economic development of their region, taking into account Commonwealth, State, Territory and Local Government plans.

Goal 1: Develop and update a regional roadmap as a key document to focus RDA action on regional priorities.


2. Economic Development and Community Vitality – Provide advice on priority activities that will drive economic development and take advantage of comparative advantages, based on consultation and engagement with community leaders.


1. Develop a data-hub of in1formation that maps current infrastructure in the region. Ensure that the hub makes data appropriate and accessible by stakeholders.

Provide meaningful and accessible data to the federal government and regional stakeholders to support planning and decision-making.

• Describe the nature of a data-hub, its characteristics and the process for establishing it.

• The use and effectiveness of a data-hub for stakeholders involved in infrastructure development.

2. Develop a mapping tool to assess the vitality of communities. Make this available to communities to assess vitality and RDA’s contribution to communities

• Design and develop an appropriate mapping tool.

• The production of maps of current infrastructure as required

3. Use the data-hub and other research to inform gaps in facilities and services that support community vitality

• The use of the data-hub in identifying gaps that could be addressed to improve community vitality.

Goal 1: Establish RDA DDSW as an effective data-hub.



Ensuring infrastructure development is coordinated, and provides the best possible economic and social benefits for the region

Specific Action

• Contribute to existing forums and groups to help coordinate advocacy and planning for on-going investment and development of infrastructure across the region. This includes roads, rail, telecommunications and water.

Ongoing Action

• Support infrastructure investments with a developed business case and provide the most value for the region, state and nation.

• Integrate infrastructure projects so that they coordinate and provide synergistic benefits for the region, state and nation.

• The level of integration between infrastructure projects

• The quality of the business case of infrastructure projects

Roads - Advocate for on-going investment into the regions road network to ensure:

• Increased safety

• Efficiencies for operators

• Increased access to markets

• Increased tourism for smaller communities

Ongoing Action

• Advocate for regional road priorities and support greater investment into the road network throughout DDSW

• Continue support for the Inland Queensland Roads Action Plan (IQ-RAP)

• Provide advice and information on Government Funding programs, such as the Bridges Renewal Program

• Issues developed from the conduct of a Councillor forum

• T he extent of advocacy and support for improved roads by RDA

• Improvements to roads in the region as a result of RDAs advocacy

• Provide a map of current road infrastructure

Goal 2: Nation-building Infrastructure – To develop and maintain high quality infrastructure that enables economic development.



Rail - Support initiatives that improve rail network usage throughout the DDSW to:

• Establish the region as a transport and logistics hub

• Optimise the existing rail network.

Ongoing Action

• Support rail projects, including inter-modal hubs

• Support initiatives to attract investment by government and the private sector

• Support current and proposed rail projects, including;

• The Western Rail Line upgrade

• The South West Rail Line

• Inland Rail

• Interlink SQ – Intermodal Hub

• Tunnel lowering- Toowoomba Range

• The extent of advocacy and support for improved rail services and infrastructure by RDA

• Improvements to rail services and infrastructure in the region as a result of RDAs advocacy.

• Map the current rail infrastructure

Air – Increase air services and infrastructure including the continuation and expansion of current government funding programs for increase services and improvements for regional and remote communities.

Ongoing Action

• Promote current air services in the region

• Disseminate information on current funding programs that enhance regional and remote aerodrome infrastructure

• Promote the Brisbane West/Wellcamp airport and assist the operators and regional stakeholders to improve access to domestic and international markets

• The level of improved air services and infrastructure

• The use of the Brisbane West/Wellcamp airport by regional stakeholders and the development of export and other opportunities.

• Map current air infrastructure and services

Telecommunications- Advocate for communications infrastructure and services across the region including mobile phone coverage and high-speed broadband.

Specific Action

• Work with stakeholders to inform providers of key locations (mapping) for improved connectivity

• Investigate opportunities from private providers to bring forward access to phone and internet services

Ongoing Action

• Advocate for residents with limited or no access to mobile phone coverage and high-speed broadband to gain access

• Disseminate information on funding programs such as the mobile black spots program

• The extent of advocacy and support for improved telecommunications by RDA

• Improvements to telecommunications in the region as a result of RDAs advocacy

• Map current telecommunications infrastructure



Water - Support solutions for improvements to water accessibility and storage to expand agriculture, horticulture and other industries.

Specific Action

• Advise government on the impacts of policy decisions such as the Murray Darling Basin Plan

Ongoing Action

• Promote and disseminate information on government programs that enhance opportunities for water storage

• Advocate for increased water infrastructure and support current and proposed projects.

• The extent of advocacy and support for improved water resources and infrastructure by RDA

• Improvements to water resources and infrastructure in the region as a result of RDAs advocacy

• Transport - Enhance transport services, network integration and efficiencies to improve the transfer of goods and services and connect with markets

Ongoing Action

• Support business cases for expanding Regular Public Transport (RPT) services

• Advocate for integrated transport infrastructure that increases the efficiency of freight movement and intermodal transfer

• The extent of advocacy and support for improved transport by RDA

• Improvements to transport in the region as a result of RDAs advocacy

• Communications and Internet – improve business and community knowledge of the Digital Economy, remote access to health and other services, and foster social connection.

Ongoing Action

• Promote government and private industry technologies and services to ensure whole-of-region connectivity in a timely manner

• Facilitate industry and business to best use ICT and embrace the digital economy

• Support the development of eHealth and other electronic access to services

• The incorporation of the internet into businesses in the region

• Access to internet-based services.

Goal 2: Continued



Innovation – Further develop DDSW as an innovative region with a culture of innovation and expertise in innovative technologies

Specific Action

• Showcase spatial industry practices, such as an exchange platform (REX project)

• Expand innovative programs such as Coder Do-jo, and Qld State Library Coding and Robotics Program

• Facilitate networks and collaboration between innovators and entrepreneurs

• Facilitate new industries and businesses that are based on innovative technologies such as in the spatial industry and data hubs

Ongoing Action

• Continue to foster innovation and technology in major industries, particularly in agriculture

• Promote Government innovation programs in line with the federal government vision for innovation

• Support the development of skills (such as, in Science, Technology, Engineering and Maths (STEM)) to allow young people, in particular, to participate in innovative aspects of the economy

• The amount of innovation funding that RDA is able to help proponents access.

• The extent to which innovation and entrepreneurship is developing in the region

• The level of networking between innovators

• The number of businesses that would be considered innovative or that are using innovative approaches or practices.

Goal 3: Innovation – To enhance innovation and entrepreneurship to underpin new opportunities and economic transition



Diversification – Actively develop new sectors of the economy to improve resilience and avoid ‘quick fixes’ to external problems, such as increasing focus on tourism during drought or mining down-turns. Foster diversification within existing sectors such as; agriculture and agricultural services, oil and gas industry, and education.

Specific Action

• Collaborate with stakeholders to identify and address barriers and opportunities for diversification

• Develop regional industry-specific plans that give a regional view in the development of specific sectors, such as a Darling Downs & SW Tourism Strategy.

• Develop tourism as a long term major industry that provides continuity of economic activity rather than as a supplement to other industries

• Support industry development initiatives such as cluster fencing to re-develop the wool industry, and development of the macropod industry

Ongoing Action

• Engage stakeholders to develop opportunities that maximise diversification, complement current activities and add net value

• The extent of business activity outside “traditional” sectors in the region.

• The extent to which tourism and the wool industry have developed

Goal 4: Diversification – Diversifying the regional economy



Collaboration - Facilitate collaboration between stakeholders in the region by encouraging dialogue and a culture of open communication. Fostering a region of collaborative best practice.

Specific Action

• Engage regularly with organisations and stakeholders to openly share information relevant to the federal government

• Regularly engage with all levels of government on activities and priorities

• Partner with stakeholders at forums and events, and support the events and forums of other organisations

• Facilitate joint advocacy by the ten local governments in the region to have a “one view” approach to advocacy

Ongoing Action

• Support regional networks that provide a mechanism for communication and collaboration

• Facilitate collaboration between communities, and between local government and other organisations.

• Develop a ‘one voice’ approach to advocating

• The number of instances of collaborative arrangements between businesses and stakeholders in the region

• The extent of opportunities for networking that are conducted in the region

• The number of collaborative events that RDA is involved in.

Goal 5: Collaboration – Facilitate collaboration between stakeholders in the region



Vibrant Communities – Enhancing our regional and remote communities with increasing population, employment and services, social cohesion, leadership and where all citizens are valued and supported

Specific Action

• Develop ways to measure and monitor the full social benefits of public investment and inform government about the full implications of policy (with ID Profile and USQ)

• Develop a mapping tool to assess the vitality of communities. Make this available to communities to assess vitality and RDA’s contribution to communities

• Use research to inform gaps in community vitality

Ongoing Action

• Inform government policy so that policy incorporates and enhances the social cohesion of communities

• Contribute to the development of adaptive capacity in communities including skills, business culture, leadership and organisation.

• Identify economic opportunities that provide “new economy” employment, particularly for young people.

• Work with local government and other organisations to enhance the liveability of communities for young families in the region.

• Work with other organisations to address ageing in regional communities – provide information for the provision of services and facilities.

• The development of a mapping tool and its use in assessing community vitality.

• The extent to which RDA has engaged with, or contributed to, community development activities

• The extent to which “new economy” and business activity is developing

Goal 6: Contributing to the development of vibrant communities



Improve access and knowledge of Federal and State Government funding programs

Specific Action

• Conduct activities to make all stakeholders and potential proponents aware of funding programs and opportunities.

Ongoing Action

• Provide timely information about Federal and State Government funding programs

• Provide advice to government based on ‘lived experience’ with regional funding programs

• The extent of information provided to the community about funding opportunities

Develop private investment leverage funding

Ongoing Action

• Facilitate opportunities for private investment/contributions towards identified project proposals

• As part of the Data-hub, support investment from the private sector that may act as catalyst projects for further development

• The amount of private investment funding that is leveraged

• The number of public/private funding arrangements

Promote the success of regional projects funded by government programs.

Ongoing Action

• Provide information/media that promotes successful current & previous funding programs

• The level of promotion of successful projects

3. Assist local community stakeholders to develop project proposals and help shepherd them to appropriate public and/or private funding sources

Goal 1: To have stakeholders with a high level of awareness of funding programs



Assist regional stakeholders to develop high quality submissions and align their project to appropriate funding programs

Specific Action

• Facilitate workshops to increase application quality and capacity

• Help proponents to access data to identify gaps and priorities for the development of projects. This includes having access to a data source such as ID Profile to inform proponents of the state of the region (and identify gaps for ID Profile to fill)

• Facilitate workshops that focus on business case development for fundable projects

• Provide a template for the development of business cases by proponents. Facilitate workshops that assist proponents to develop good business cases for fundable projects

Ongoing Action

• Encourage project proponents to develop a business case and help them align to appropriate funding programs

• Establish a project team for greater idea input

• The quality of applications .for funding

• The number of workshops and other activities conducted to assist proponents

Goal 2: To have high quality funding applications with excellent business cases



Advocate for an improved approach to regional funding programs, particularly for greater coordination of funding to limit duplication

Specific Action

• Conduct stakeholder forums in conjunction with others (such as DSD, USQ, and Councillor forums).

• Provide feedback to government on the effectiveness of funding programs and advocate for successful programs

Ongoing Action

• Advocate for a ‘pooling’ of funding programs to limit existing duplication

• Develop coordinated funding arrangements where possible.

• Advocate to government ways to limit duplication and demonstrate the benefits of improved arrangements

• Share appropriate information with other RDAs and states

• Advocate for RDAs’ local intelligence and knowledge of projects and their region to be more utilised in the assessment process

• The extent to which funding arrangements have become more coordinated and effective

• The level of information sharing between RDA DDSW and other agencies.

• The extent of regional knowledge that is incorporated into the assessment of projects

Goal 3: To advocate for improvements to funding arrangements to improve effectiveness



Establish an effective network of contacts within government to assist with providing information on issues and projects

Specific Action

• Develop and implement a communication plan and use it to maintain communication links with key Commonwealth agencies and Ministers

• Conduct forums with regional stakeholders and provide reports/data to elected regional representatives and government departments

Ongoing Action

• Continue to attend RMCN regional meetings

• Contribute wherever possible to discussion/data that informs programs, strategies and decisions made by Local, State and Commonwealth governments

• Increase collaboration between RDAs to advice Government on parallel issues from their regions or feedback in regards to operational issues or funding programs

• The extent of communication with Commonwealth agencies

• The extent of reports and data provided

• Contribution to discussions that inform programs

• The level of collaboration with other RDAs on aligned issues

4. Providing advice to the Government on critical issues affecting the region

Goal 1: To provide timely advice to government about critical issues


Goal 2: To engage with regional stakeholders to understand and convey critical issues


Engage stakeholders, including local government, Not-for-Profits and Community Organisations across the region to ascertain emerging or critical issues

Specific Action

• Conduct a Councillor Forum to gain information and issues from local government

• Communicate to stakeholders the role of RDA and conduct meetings with each of the ten local governments in the DDSW region at least once a year conveying stakeholder issues to government

• Develop a relationship with each regional Economic Development Officer in each of the 10 local governments in the region.

• Meet regularly with stakeholder representatives of NGO’s, education, health and allied services, business, indigenous and community groups.

Ongoing Action

• Encourage regional stakeholders to provide an opportunity for them to raise critical issues and to use RDA to progress their issues

• Encourage collaboration with stakeholders and other RDAs to advocate for common or aligned issues

• Seek feedback from partner agencies on the effectiveness of RDA in conveying issues and implement ongoing improvement

• Attend meetings of South West Regional Economic Development (SWRED)

• Attend monthly Toowoomba Regional Economic Development Group meetings.

• Attend SEQ CEO and EO meetings and explore cross regional collaboration.



Promote awareness of State and Commonwealth government programs and policies that directly benefit the economic, environmental and social performance of the region.

Specific Action

• Provide a means of disseminating data and information that raises awareness of government strategies and programs in the region.

• Facilitate information sessions about new programs and funding opportunities through the region

Ongoing Action

• Develop and maintain a database to update stakeholders

• Disseminate program information through a variety of means, including the newsletter

• The level of community awareness of government programs shown by:

• Number of website visits

• Number of people in the database

• Facebook activity

• Newsletters produced

• The number of information sessions conducted

5. Increasing Awareness of Government Programs

Goal 1: Information Dissemination - To have stakeholders in the region well informed of available government programs



Establish RDA DDSW as the key “go-to” source for information about government programs

Specific Action

• Develop and implement a plan for media and communications in the region. Develop and implement a media policy

• Maintain a high regional profile in the media with regular media contact.

Ongoing Action

• Keep well informed of State and Federal Government programs and funding opportunities

• The media profile of RDA DDSW

• Events and activities supported by RDA

• The extent of networks and partnerships

• The development of a media and communications plan

Establish RDA DDSW within government as the main network for dissemination of information from Government agencies and programs.

Ongoing Action

• Advocate to agencies about the effectiveness of RDA DDSW as a means of disseminating information in the region

• Disseminate information on behalf of agencies

• The number of agencies contacted RDA DDSW providing information to stakeholders

• The extent of information distributed through RDA from agencies

Remain vigilant and act on opportunities to promote RDA as an effective network for third-party contract work.

Ongoing Action

• Develop a profile as an effective network for third-party contract work in the region.

• The number of instances of third-party contract work

Goal 2: Profile - To have a high profile for RDA as a key source of information about government programs


Role of Regional Development Australia

Regional Development Australia (RDA) is a national network of 55 committees made up of local leaders who work with all levels of government, business and community groups to support the development of regions. RDA operates as a not-for-profit, incorporated association and is funded wholly by the Federal Government through the Department of Infrastructure and Regional Development.

RDA Darling Downs and South West supports, promotes and disseminates information on government policy initiatives so that all residents in regional communities have the opportunity to take full advantage of them. We provide a conduit between all levels of government and communities to develop a better understanding of regional requirements. We build partnerships to develop strategies and deliver sustainable infrastructure and services to the DDSW region.

RDA DDSW has currently a nine (9) member board which are all people from the region with, collectively, a diverse range of skills and experience from the community, education, local government, agriculture, tourism, health, energy and social sectors.

As with all RDAs, in the DDSW region, RDA is chartered to;

1. Maintain and keep current a three to five-year regional plan that focuses on economic development of their regions taking into account Commonwealth, State, Territory and Local Government plans.

2. Advise on those priority activities that will drive regional economic development and take advantage of comparative advantages based on consultation and engagement with community stakeholders.

3. Assist local community stakeholders to develop project proposals and will help shepherd them to appropriate public and/or private funding sources – including the $1 Billion National Stronger Regions Fund.

4. Provide advice to the Government on critical issues affecting each region.

5. Increase awareness of Australian Government programs in their communities.


The role we play in our region

RDA DDSW identifies the issues associated with strengthening the economic prosperity and sustainability of the DDSW region while maintaining the social fabric of each community. RDA DDSW also identifies the critical factors in enhancing regional vitality. The strength of RDA DDSW lies in its regional engagement and it fulfils the following roles in the region;

1. Facilitation,

2. Advocacy,

3. Proving advice to Government on critical issues,

4. Collaboration,

5. Guiding people to funding.

Facilitation

RDA DDSW facilitates linkages between stakeholders including councils and their representatives and community leaders. RDA DDSW plays an active role in bringing information to all stakeholders and communities in the region including in urban through to remote areas.

Regional intelligence collected by RDA DDSW through its networks allows us to link information and programs to appropriate stakeholders in the region. RDA DDSW constantly hears or seeks information that identifies issues within the region and connects stakeholders with relevant organisations.

Advocacy

RDA DDSW is apolitical. It does not have members that it provides services for, nor is it aligned with particular industries or areas within the region. This unique position makes RDA DDSW a key vehicle to drive or be part of a ‘one voice’ approach to lobbying and advocating on behalf of the entire region for key policy changes, funding of projects and improving the economic performance and liveability of the region. RDA DDSW is also the only advocacy body representing the Federal Government in the region, with direct reporting and communication with the Federal Minister for Infrastructure and Regional Development.


Provide advice to government on critical issues

RDA DDSW collects and conveys critical issues that are inhibiting and limiting the potential social and economic performance of the DDSW region. We engage with stakeholders, and gather information about the critical issues faced by communities.

RDA DDSW has a variety of means of providing advice to Government, chiefly through the Regional Plan and through reporting to the department. We also have working relationships with elected members, particularly Federal members in the region, who can add to advocacy about critical issues and identify fundable projects.

Collaboration

RDA DDSW acts to bring a broad network of regional stakeholders together, including government, industry, community groups and universities. This enables the region to have a ‘one voice’ approach to advocating for priorities in our region. It also helps stakeholders to levering their own success such as developing supply chain businesses to support the agricultural sector, or in developing new products to reinforce the region’s position as a quality food producer.

A regional approach requires the three levels of government to work more effectively together. By facilitating a closer relationship, RDA DDSW helps information to be more easily exchanged allowing the region to be better placed to access Commonwealth and State government programs, services, funding and regional development initiatives.

Guiding People to Funding

RDA DDSW does not provide funding. However, it plays a significant role in assisting people and organisations to develop project proposals and help guide them to appropriate funding sources. There are several funding programs that are administered by the Department of Infrastructure and Regional Development where the RDA plays an active role in assisting stakeholders to develop their applications and business cases and provide input and feedback during the application process. RDA DDSW also helps applicants to seek appropriate options for project funding and provides advice on relevant funding options.


RDA DDSW continues to advocate for an improved model for funding regional infrastructure through a more coordinated approach. Several Federal and State funding programs have similar objectives which can create duplication. An increasing number of programs require co-funding from local governments. Many smaller local governments do not have the cash reserves to contribute a large cash proportion to a project, and often do not even apply for funding. RDA can coordinate all levels of government increasing the opportunity of smaller local governments to secure funding.

Stakeholder Engagement and Consultation

The DDSW region has a wide range of stakeholders including government, industry, agriculture, resources, tourism, infrastructure, small business and community sectors. All stakeholders shape and contribute to outcomes that address the economic and social issues of the region. In turn, the identification of issues informs regional planning and leads to the formulation of appropriate, needs-based actions.

There are four major stakeholder representative bodies in the DDSW region that identify and progress priorities and issues in the region. These are:

• Local Government (Balonne, Bulloo, Goondiwindi, Maranoa, Murweh, Quilpie, Southern Downs, Paroo, Toowoomba and Western Downs)

• Queensland Government – including Departments of; State Development; Agriculture and Fisheries; Science, Innovation and Technology; and of Local Government and Planning;

• Australian Government

• Regional Development Australia

RDA DDSW takes an inclusive approach to stakeholder engagement. This relies upon a high degree of regional involvement for our staff and board members across a very large geographic area. The Roadmap is the culmination of stakeholder engagement and consultation with cross-sectoral and intergovernmental partnerships and the review of Commonwealth, State and Local Government plans. Additionally, many of those plans are available on our website and all stakeholders are encouraged to submit feedback to the annual Roadmap review and update plans they produce.


Collaborative Practice

RDA DDSW engages with identified key stakeholders and all three levels of government from the region that share a focus for regional economic development. This is done both informally through day-to-day engagement with community representatives, and formally through structured forums and committees, and established formal relationships through Memorandums of Understanding (MOU). The Executive Officer and Chair represent RDA DDSW on numerous regional committees and groups to facilitate sharing of information and collaborative work in achieving shared outcomes.

Since their inception, RDAs across Australia have sought to act as a coordinated network nationally. The 12 RDAs in Queensland have formed several placed-based groups to pool resources in an effort to identify and address common issues in regional economic development. RDA DDSW is part of three such groups as follows;

SEQ RDA Network

This group consists of seven RDAs from south-east Queensland, including; Brisbane, Gold Coast, Sunshine Coast, Logan and Redlands, Ipswich and West Moreton, Moreton Bay and Darling Downs and South West. The SEQ group meets quarterly to discuss placed-based approaches to common issues.

Inland Queensland Road Action Plan

The Inland Queensland Road Action Plan (IQ-RAP) is a 15 year framework for the development of the Inland Queensland Road Network and will be used to inform both the Federal and State Governments of road funding priorities across 33 regional, rural and remote local government areas that make up 82% of Queensland. This is the first time a strategic level analysis and prioritisation process has been undertaken on such a large scale covering 15,000 km of regional and remote Queensland. The project involves 47 funding partners including four RDAs including; RDA Townsville and North West, Far North Qld and Torres Strait, Mackay-Isaac-Whitsunday and Darling Downs and South West.


SWRED

The South West Regional Economic Development Association (SWRED) is a partnership between the six (6) most western local governments in the DDSW region - Balonne, Bulloo, Maranoa, Murweh, Paroo and Quilpie. RDA DDSW and SWRED have signed a Memorandum of Understanding (MOU) to ensure greater collaboration and engagement on critical issues and regionally significant projects affecting the economic performance of the south west Queensland region. The MOU highlights the strong links between SWRED and RDA DDSW and their desire to work collaboratively on projects, proposals and to advocate together.

Murray Darling Basin Authority – Regional Engagement Officer

The Regional Engagement Officer program is a 12-month pilot program aimed at strengthening connections with communities across the basin and improve the MDBA’s understanding of the Murray-Darling Basin communities and their stakeholders. In addition the program will look to enhancing the Authorities’ regional presence with a view of complementing the Regional Engagement Officers by basing other MDBA staff in regional areas.

RDA DDSW’s role as host organisation is to employ a suitable Regional Engagement Officer and to provide on-going administrative support and supervision to ensure the role is effectively fulfilled.

State Library of Queensland (SLQ)

A Memorandum of Understanding was established between the State Library of Queensland (SLQ) and Regional Development Australia Darling Downs and South West (RDA DDSW) in regard to a shared commitment to collaborate on initiatives and programs, including a pilot grant program; Skilling our Future – Coding and Robotics for the Darling Downs and South West. The program is a vision of both organisations towards supporting the delivery of public coding and robotics programming through public libraries throughout the Darling Downs and South West.


The Darling Downs and South West Region

02

03

04

0506

07

08

01

HoldQualifications

48.6%Unemployment

4.1%

GRP$17.67 Billion

Darling Downsand South West

Tourism andHospitality

Sales$723.6 Million

Population270,290

PopulationGrowth0.48%

Employedby Agricultural

Sector15.7%

LocalBusinesses

29, 781

Compiled and presented in economy.id by .id, the population experts.


The Darling Downs and South West (DDSW) region is a dynamic growing area and a major contributor to the Queensland and Australian economies. Extending to South Australia in the west and NSW in the south, the region covers a total of 397,240 square kilometres or 23% of Queensland. It comprises ten local government areas:

• Balonne Shire Council

• Bulloo Shire Council

• Goondiwindi Regional Council

• Maranoa Regional Council

• Murweh Shire Council

• Paroo Shire Council

• Quilpie Shire Council

• Southern Downs Regional Council

• Toowoomba Regional Council

• Western Downs Regional Council

The region is currently home to approximately 272,000 people with an expected population of 376,000 in 2031. The population has increased by an average of 1.1% per year over the last 25 years. The region has an average unemployment rate of 4.5%.


The economy of the region is made up of agriculture, manufacturing, mining, energy, health, education and retail activities. Each of these sectors is a major employer and creates a high demand for a range of professional and trade skills.

The Darling Downs Basin has some of Australia’s best farming soils that forms the basis of intensive agriculture. The southern part of the region includes the northern part of the New England Granite Belt, well known for horticultural production. To the west, the area becomes drier and more pastoral.

The resource industry has operated in the region for many years particularly with oil and gas fields in the far west of the region in the Quilpie and Bulloo shires, and with some coal mines in the Surat Basin and Darling Downs. Resource development has recently expanded with a rapidly developing coal seam gas (CSG) industry in the Surat Basin, largely in the Western Downs and Maranoa Regional Council areas. The peak in activity, during the construction phase, has decreased as activities transition into an operational phase.

Toowoomba is the largest centre for the region and, though located on the region’s eastern fringe, the city operates as a service centre for industry and community in the region. Transport and communication links between and beyond the larger regional towns is also critical in a region of this size, and the towns of Roma, Warwick, Stanthorpe, Charleville, Miles, Chinchilla, Dalby, St George and Goondiwindi are key centres in the region.


Regional Strengths, Challenges, Needs and Opportunities

Strengths

• The Darling Downs and South West has a strong agricultural history with expertise and experience supporting a productive and sophisticated agricultural sector;

• There are diverse industries throughout the region including agriculture, resources, health, education and tourism;

• Natural resources include excellent agricultural soils, high quality groundwater, the Queensland catchment of the Murray Darling Basin, and key vegetation systems such as Brigalow and Bluegrass areas;

• Key nation-building infrastructure is being developed including the Brisbane West-Wellcamp airport, the Toowoomba second range crossing, and re-development of the western rail line. These create economic opportunities such as greater access to export markets;

• The region has proximity to eastern seaboard markets and export infrastructure;

• Many community organisations and government departments share the same regional boundaries making collaboration easier.

Challenges

• The Darling Downs and South West region is vast with large distances and many small communities;

• Many communities, particularly smaller towns, have chronically declining population and services; unemployment and limited economic opportunities;

• Connectivity, including transport, telecommunications and access to the internet are limited in many communities;

• The buy-back of irrigation water from the Murray Darling Basin has reduced allocations for irrigation. This limits industry expansion and increases the need for irrigation efficiency and improved water management practices;

• Some communities lack employment, infrastructure and services to attract people. Incentives, such as tax zones, are needed to encourage people to move to the region;

• The resources sector – coal seam gas, coal mining, oil and shale gas - is currently less active due to low commodity prices. Coal seam gas development has moved from a construction phase to operation requiring fewer workers;


Needs

• High-speed broadband internet access and mobile phone coverage needs to be extended across the region;

• A collaborative approach is needed to regional infrastructure funding so that national, state and local priorities and investment are aligned and fully focused on community benefit;

• Workforce development is needed across the region including the development of workforce skills, adaption to new technology and greater skills for the digital economy;

• Regional business operators need greater skill in business management and development, and in entrepreneurship;

• Greater access is needed to services including health, education, business development, and community support services. It includes the development of shared/collaborative models of service provision;

• Project development needs to be more coordinated and proactive with stronger business cases for proposals and better linkages with funding opportunities;

• Stakeholders, such as local government, need to work more closely with RDA for there to be a more strategic and coordinated approach to funding economic development.

• There is uncertainty about access to funding and project approval increasing the uncertainty of investment;

• Many businesses and investors perceive excessive regulation and “red tape” as impediments to investment;

• The population, including the employed workforce, is relatively aged. This is a combination of people ageing “in situ” and the nett outmigration of young people;

• Climate change is likely to have an increasing impact on the regional economy;

• Levels of debt and market changes in some sectors of the agricultural economy in particular, have reduced viability and created hardship for some landholders. A continuing public focus on rural crisis, debt and “charity” for primary producers, in particular, has created an external perception of industries in the region that are vulnerable and not attractive for investment;

• The region is currently suffering from severe and prolonged drought. Droughts are regular features of agriculture in the region.


Opportunities

• The development of major infrastructure greatly increases the opportunity for regional producers to access international markets. This requires the development of export relationships and greater understanding of market specifications;

• The current largely “Grey Nomad” and “visiting friends and relatives” tourism market has major potential to expand into broader market segments including family, group and adventure tourism, domestically, and into the international visitor market;

• There are employment and investment opportunities in developing sectors of the economy such as services for seniors, carbon farming and renewable energy;

• The development of the digital economy will lead to new businesses and services such as ehealth;

• There will be benefits for smaller communities from nation-building infrastructure and it will be important for smaller communities to connect to, and leverage from, major infrastructure;

• The relevance of and practical application of training can be improved with more practical pathways to employment developed;

• Innovation and entrepreneurship needs to be fostering in the regional economy;

• Links between USQ, other tertiary education providers and regional communities need to be strengthened;

• Regional stakeholders and peak organisations need to advocate more collaboratively on behalf of the region;

• Community and regional assets, such as seniors, can be better re-defined and enhanced.


Projects Supported by RDA DD-SW

Coder Dojo Toowoomba

Coder Dojo is a global movement of free, volunteer-led, community based coding and programming clubs for young people. At a Dojo, young people, between 7 and 17, learn how to code, develop websites, apps, programs, games and explore technology in an informal and creative environment. In addition to learning to code attendees meet like-minded people and are exposed to the possibilities of technology.

Within the Coder Dojo Movement there is a focus on community, peer learning, youth mentoring and self-led learning, with an emphasis on showing how coding is a force for change in the world.

Coder Dojo Toowoomba is operated through the Canvas Co-working/Toowoomba Start-up Centre. RDA DDSW has partnered with the Toowoomba Regional Council as foundation supporters of Coder Dojo Toowoomba. RDA DDSW has supported the Toowoomba Start-up chapter since its inception through support of their Start-up/pitch weekends and Gov Hack weekends.

Queensland State Library – Coding and Robotics Program

This jointly funded project will provide assessable funding for the Local Government Areas (LGA’s) within the Darling Downs and South West region to support their regional and remote libraries deliver the State Library of Queensland’s (SLQ) Coding and Robotics Program. The funding will provide resources and training to library staff and community members to deliver the coding classes to students of those communities.

With the introduction of coding into the Queensland State curriculum, it is imperative that regional and remote communities have exposure to robotics and coding, similarly to that of their metropolitan equals. Additionally it is important that extra-curricular opportunities exist, so those students with an interest and aptitude for coding and STEM, can progress that interest, the same as those with an interest or ability for sport or dance.

Science Engagement Hubs – get E-steam’d

The Regional Science Hubs program will provide a community based collaborative network for industry, education, community, tourism and government sectors to develop, share, promote, initiate, leverage and support science and innovation initiatives through partnerships and information sharing. Key outcomes of the initiative are;


• Community driven bodies that enhance regional participation and awareness of STEM

• Develop a calendar of events and activities to promote throughout the region

• Advocating for a sustainable and recurrent investment into regional innovation activities and programs

REX – Regional Spatial Data Platform and Exchange

REX is a rural spatial platform for the enablement of access and effective purposing of data for more productive agribusiness and more effective policy making. It facilitates the local purposing of observations, imaging and sensing by constellations of RPAS (drones), Earth observations by satellite and other sources of information describing the spatial layout and properties of the rural landscapes.

REX is consistent with open data Government objectives and access to REX will create innovation opportunities for small businesses to develop tools using spatial analysis capability and visualisation of data.

Toowoomba and Surat Basin Pathfinder Project

The Toowoomba and Surat Basin Pathfinder Project is a collaborative report project by the Regional Australia Institute (RAI), Toowoomba and Surat Basin Enterprise (TSBE), Queensland Gas Company (QGC), Australia Pacific Liquefied Natural Gas (APLNG – Origin), RDA Darling Downs and South West (RDA DDSW) and the support of the Toowoomba, Western Downs and Maranoa Regional Councils.

The project identified the key industries that will play a vital role in driving economic growth into the future for the Surat Basin. The report highlighted that transport and logistics and the agricultural sectors will be pinnacle in reaching the proposed $10 billion in growth by 2030. The report confirmed that agriculture is the leading industry across the three local government areas and targeted investment and collaborative arrangements to build local capacity is the key to unlocking this potential.


ID – Economic and Community Profile

RDA DDSW has partnered with ID to provide our 10 Councils with a comprehensive suite of on-line demographic and economic information tools. These tools provide an evidence base to promote economic development, to prepare for the provision of community services and infrastructure and to better understand challenges and opportunities in the region. This important demographic and economic data is vital for councils and their communities to have a greater understanding of topics, such as;

• Population growth

• Economic growth

• GRP per capita

• Employment growth

• Business turnover

Murray Darling Basin Authority – Regional Engagement Officer

RDA DDSW is the host organisation for the Regional Engagement Officer for the Queensland section of the Northern Basin, based in St George. RDA’s role as the host organisation is to provide on-going administrative support and supervision to ensure to role is delivered.

The Regional Engagement Officer program is a 12-month pilot program aimed at strengthening connections with communities across the basin and improve the MDBA’s understanding of the Murray-Darling Basin communities and their stakeholders. In addition the program will look to enhancing the Authorities’ regional presence with a view of complementing the Regional Engagement Officers by basing other MDBA staff in regional areas.

Both Economy and Community Profiles for the RDA DDSW region can be found on the RDA Website, www.rda-ddsw.org.au


Regional Priority Projects and Programs

Inland Rail

The Inland Rail Project is a new rail freight connection that will complete the ‘backbone’ of the national freight network between Melbourne and Brisbane, via Wagga, Parkes, Moree and Toowoomba. This new line will be faster, more efficient route that bypasses the Sydney rail network and will enable the use of double-stacked trains along its entire length. The route is approximately 1730km long and will use existing track through Victoria and Southern NSW, however will also require approximately 400km of track upgrade and 600km of new track.

The Inland rail project provides unprecedented opportunities for Toowoomba, the Darling Downs and South West Qld and is vital in establishing the region as a transport and logistics hot-spot. The provision of significant national building infrastructure projects to this region, including the Toowoomba Second Range crossing and the privately built Toowoomba Wellcamp Airport, has seen a focus on rejuvenating the rail network and substantial government and private investment has followed.

Emu Swamp Dam

A number of options have been investigated to provide better water security for Stanthorpe and the Granite Belt. These include options for a Stanthorpe urban water supply only, and options for both an urban and irrigation supply. In June 2011, Southern Downs Regional Council voted to continue to pursue the option of a combined urban and irrigation supply through the proposed Emu Swamp Dam. Council is now commissioning a Supplementary Environmental Impact Statement (EIS) for the Emu Swamp Dam proposal. RDA DDSW is currently involved as a member of the Community Consultative Committee that has been funded by the Qld State government to prepare a submission for funding.

Southern Downs Regional Council recently received $3.9 million through the National Water Infrastructure Fund to progress strategies and costings associated with the project.


Western Corridor Recycle Water Pipe-line Project

This project would see the re-direction of Brisbane’s urban waste water from outfall into the Brisbane River and Moreton Bay directed to the agricultural regions of the Lockyer Valley and Darling Downs. The project has the potential to;

• Provide approximately 140,000 mega litres of irrigation water to some of the state, if not the country, prime agricultural land

• Reduce that amount again of waste water being treated and released into the Brisbane river and Moreton Bay

• Add more water into the upper section of the Murray Darling Basin, which would offset the social and economic costs associated with the current Basin Plan

• Provide significant opportunities for diversification, new agricultural industries and production methods and potential on-farm production increases of $100,000,000 per annum

• Provide a source of water that could be used by CSG companies to assist with their ‘make-good’ requirements.

Inland Queensland Roads Action Plan (IQ-RAP)

The Inland Queensland Roads Action Plan (IQ-RAP) has been developed by a collaborative partnership of 47 organisations across regional Queensland, including four RDA’s, including RDA Darling Downs and South West. The purpose of the plan is to achieve more strategic, long term planning and funding for inland roads to form a stronger network, better safety outcomes, more efficient supply chains, greater resilience to cope with weather events and to sustain regional communities and industries.

This plan provides stakeholders with a high level assessment of the current road infrastructure in the region, a clear understanding of the future road transport priorities for inland Queensland, and a sensible and staged approach to funding the required improvements.


New Acland Stage 3

RDA DDSW continues to support the proposed expansion of Stage Three (3) of the New Acland Coal Project. The current compromised plan will ensure jobs and economic benefits are maintained well beyond the 2017 closure in the mines current capacity. The compromised Stage Three (3) plan will extend the life of the mine until 2029 and increase employment by up to 100 FTE positions in addition to the existing 400 FTE positions.

The compromised plan has addressed community concerns, chiefly the relocation of the loading facility away from the township of Jondaryan, with the construction of a rail loop to the mine location. However the continued delays in the approval of the expansion puts at risk the operators ability to build the required infrastructure, including the rail loop, while maintaining the existing operation of the mine and the current workforce.

Tourism

As identified within this Roadmap, Tourism is a key economic driver of for the Darling Downs and South West. The DD & SW region offers plenty for visitors from the annual Carnival of Flowers event held in Toowoomba to the many wineries and picturesque scenery of the Southern Downs and Granite Belt. Alternatively the south-west is utilising its natural wonders to attract thousands of visitors annually assisted by the launch in 2016 of Queensland’s Southern Outback. Queensland’s Southern Outback was the initiative of South West Regional Economic Development Association (SWRED).

Queensland’s Southern Outback covers almost 320,000 km² of beautiful western landscapes along the Queensland-New South Wales border. The south-west outback will take you to the cattle and sheep and cropping country and the increasingly popular paleo tourism areas of the south-west named the Natural Sciences Loop. The Natural Sciences Loop is a fully sealed road network that provides access to the most amazing natural wonder of the southern outback and includes the Cosmos Astrology Centre at Charleville and the Eromanga Natural History Museum.


COAG Determinants and Regional Indicators

The Commonwealth Government has identified the following determinants of long-term regional economic development as set by the Council of Australian Governments (COAG) Regional Economic Development Framework.

• Human capital – education and skills,

• Sustainable communities and population growth,

• Access to international, national and regional markets,

• Capitalising on comparative advantage and business competitiveness,

• The effectiveness of cross-sectoral and intergovernmental partnerships and integrated regional planning.

This section describes each of these determinants and the national and regional ranking of the DDSW region for indicators that are part of the INSight online Regional Competitiveness Index. The rankings provide a snapshot of the DDSW region and have been considered in addressing issues and identifying priorities. Only those INSight indicators that are relevant to the DDSW region have been included below (i.e. indicators where the DDSW ranking is of concern, or indicators for which there is a direct relationship with an identified regional issue). In the tables below, with a rank of 1 being the highest, national rankings are from a possible 150 (approximately) and South-east Queensland (SEQ) rankings are from a possible 8.

The DDSW region has a relatively high proportion of older residents but access to essential services is limited. Infrastructure ranks poorly across most indicators

Human Capital (Education and Skills)

Human Capital is the skills, knowledge, experience and expertise of people. Education, in all its forms, allows people to build their human capital, and having access to education and skilled employment underpins human capital. However, human capital also includes the “informal” skills, knowledge and insight of people gained from life experience, self-taught skills and the ability to improvise. Hence, human capital includes not just “professional” or “trade” skills, but also informal knowledge and skills such as parenting, storytelling, art, music and cultural knowledge. Hence, while education is crucial to the development of human capital, people without extensive education can have well developed skills, knowledge and expertise and human capital is not only measured by the extent of educational attainment that people have.


Human capital is both a characteristic of individuals and communities. That is, each person has their own human capital. However, collectively, individuals across a community or region have a joint stock of human capital.

Human capital is important in economic development. It forms the skills and knowledge that people have to participate in the economy and in their community. Human capital supports productivity and innovation by having people with the skills, outlook and adaptive capacity to develop markets, respond to economic change and develop business opportunities.

Indicators / RegionHuman Capital (Education and Skill)

Darling Downs and South West

NationalRanking

SEQRanking

Human Capital

University qualification (% of working age population) 39

Technical qualification (% of working age population with certificate and diploma)

24 5

Lifelong learning (% of working age population participating in education and training)

37 7

Early school leavers (% of adult population did not complete year 12 matriculation)

16 2

Health (adults with at least one of four of the risk factors) 28 7

English proficiency (% of population) 24 4

Early childhood performance (% children developmentally vulnerable) 53 7

School performance - Primary (% of students in top 2 bands) 38 6

School performance - Secondary (% of students in top 2 bands) 30 5

Population over 15 with post high school qualifications* n.a. 7


Sustainable Communities and Population Growth

Sustainable communities have the economic vitality, community organisation, leadership and social cohesion to be vibrant places for people to live now, and into the future. They integrate economic, environmental and social outcomes. Economically, this means not only having a strong economy that provide skilled, full time and career-entry employment, but also communities that can anticipate and prepare for economic change and manage economic transition. This relies on communities having good infrastructure such as roads, internet access and telecommunications, access to services and market opportunities. It also depends on attitudes, leadership and entrepreneurship and integration with other communities.

Apart from a vibrant economy, sustainable communities also depend on social vitality including how people organise and collaborate, the social networks between people, community governance and public decision-making and access to community facilities and services.

The environmental dimension of sustainable communities includes the maintenance and enhancement of natural assets such as soil, water and vegetation. It also includes the maintenance of biodiversity and habitat, the control of pests and weeds, community involvement in the environment, and improving community amenity.

Population growth and economic development often go hand in hand. Employment sustains local population which in turn creates local markets for products and threshold population levels for improvements to services and infrastructure. Increasing population can also generate social vitality with greater community activity, diversity and participation.


Indicators / RegionSustainability (Social, Economic, Environmental)


NationalRanking

SEQRanking

Population* n.a. 8

Population growth* n.a. 8

Population age 0-14 n.a. 3

Population age 15-65 n.a. 7

Population age 65+ n.a. 3

Essential Services

Access to tertiary education services (% of working age population attending higher education institution)

24 4

Access to technical or further education (% of working age population attending)

43 6

Access to hospital services (Number of people employed in hospitals in a region per resident population)

11 2

Access to allied health services (% of workforce employed in other health services)

23 5

Access to GP services (Number of GP services per capita) 48 8

Police services (Number of people employed in police per resident population) 24 2

Access to primary education services (KM to nearest primary school)40 8

Access to secondary education services (KM to nearest secondary school) 47 8

Institutions 13

Public service (% of workforce employed in the public service) 25 4


Indicators / RegionSustainability (Social, Economic, Environmental)


NationalRanking

SEQRanking

Local government expenditure (Expenditure per capita) 5 2

Regional government influence at state/national level (Business perspectives, higher value for higher influence)

2 4

Transparency of local government policy (Business perspectives, higher value for higher transparency)

7 3

Clear roles and responsibilities in regional governance (Business perspectives, higher value for greater clarity)

7 6

Financial burden of local government (Business perspectives, higher value for bigger burden)

5 2

Local government assistance for businesses (Business perspectives, higher value for higher assistance)

6 5

Natural Resources 48

Mineral resources (% local workforce employed in mining) 19 1

Timber resources (% local workforce employed in logging) 17 1

National Park (KM to and from region’s population centre) 12 3

Net primary productivity 44 0

Source: Region Australia Institute, http://www.regionalaustralia.org.auSource: My Region Australia, http://www.myregion.gov.au


Access to International, National and Regional Markets

Access to a market is the ability to trade goods and services in a given market and is facilitated by physical and non-physical connections. Access to markets is crucial to a region’s economic activity for a number of reasons, including;

• Regions that are well connected to large and diverse markets can access a wider range of potential customers and hence growth in trade occurs; and

• A greater access to markets creates opportunities to purchase from a wider number of suppliers, possibly leading to the lowering of prices and, for consumers, a larger access to goods and services.

The Darling Downs and South West is currently experiencing some unprecedented opportunities for increased market access due current and proposed infrastructure for our region, including;

• The Toowoomba Second Range Crossing – construction commenced

• The Brisbane West Wellcamp Airport - complete

• Inland Rail – proposed

• Western Rail Line (Quilpie to Toowoomba) – restored cattle services and siding upgrades at Charleville, Morven and Oakey – Funding announced by Qld Government

• Thallon Rail Line – Business case developed for the rejuvenation of the south-west line to link to the western line for Brisbane Port access

• Toowoomba Range Rail Tunnels – lowering of 11 tunnels down the Toowoomba Range to allow for large containers to pass – funds committed by the Qld Government


Indicators / RegionAccess to International, National

and Regional Markets


NationalRanking

SEQRanking

Market Size 18

Size of economy (Value of business turnover (with SA4)) 16 5

Population (Number of working age residents (within SA4)) 27 8

Infrastructure

Aviation infrastructure (KM to and from region’s business centre to nearest airport)

51 8

Port infrastructure (KM to and from region’s business centre to nearest port)

52 8

Road infrastructure (KM from region’s business centre to nearest major highway)

48 8

Rail infrastructure (KM to nearest railway station/service) 42 8

Labour Market Efficiency 4

Unemployment rate (% persons in the labour force looking for work) 8 1

Young unemployment (% persons in the labour force aged 15-24 looking for work)

7 1

Participation rate (% working age population in the labour force) 11 2

Skilled labour (% of workforce employed as managers and professionals)

25 2

Welfare dependence (% of population using Government support main source income)

4 1


Comparative Advantage and Business Competitiveness

A region has a comparative advantage when the products, goods and services it produces are made at a lower opportunity cost than that of other regions. This can be the region’s area of relative strength or specialisation. There is also a competitive advantage when a product or service cannot be easily duplicated by competitors. Business competitiveness is the ability of a business to sell and supply goods and services compared to a competitor. Comparative advantage and business competitiveness is crucial to a region’s economic activity for a number of reasons, including;

• The underlying attributes of a region, for example its natural resources, climate, industry clusters, access to infrastructure and therefore markets, and skill profile can influence the type of economic activity that is likely to be successful in the region

• Allows a region to identify opportunities to diversify, strengthen current areas of specialisation, and utilise new ways to use existing assets, resources and knowledge

• Businesses can achieve efficiency advantages, allowing them to develop a unique or innovative product that cannot be easily replicated.

A distinct advantage for the Darling Downs and South West is its vast agricultural region and prime agricultural land. The region is not densely populated with land available for most industry requirements. The Granite Belt to the south has a distinct climate due to its elevation and suitable for horticulture, allowing it to produce product during the summer months unlike many other regions.


Indicators / RegionComparative Advantage and

Business Competitiveness


NationalRanking

SEQRanking

Technological Readiness Market Size 29

Internet connection (% of households with internet connection) 24 8

Broadband connections (% Households and businesses with broadband internet)

25 5

Businesses in technology and related industries (% of workforce employed by technology related businesses)

33 8

Workers in ICT and electronics (% employed as ICT and electronics specialists)

36 8

Business Sophistication 48

Economic diversification (Index where national industry structure = 0, lower values gives higher ranking)

47 8

Dominance of large employers (% of employment by businesses with 20-199 and 200+ employees)

36 6

Exporters, importers, wholesalers (% employed as importers, exporters or wholesalers)

40 8

Income source - Own business (Average own unincorporated business income)

55 8

Access to local finance (Number of banks/lending institutions within 50km as a share of total businesses)

19 5

Exports (Average value of exports per business) 5 3

Innovation 26

Human resources in science and technology (% adult population with tertiary qualification in science and technology)

42 8

- RDA Darling Downs and South WestPage 58 - RDA Darling Downs and Southwest

Indicators / RegionComparative Advantage and

Business Competitiveness


NationalRanking

SEQRanking

Research and development managers (% employed as research and development managers)

25 7

Presence of research organisations (% of research organisations out of all businesses)

16 4

Expenditure on research and development (Average expenditure on R&D per business (AUD$ ‘000))

5 4

Patent applications per capita (per 100,00 per year)** 37 7

Hi tech patent applications per capita (per 100,00 per year)** 48 8

Info tech patent applications per capita (per 100,00 per year)** 51 7


Contact Details

Executive Officer: Bryan Gray

Address: Level 1, 516 Ruthven Street, Toowoomba Qld 4350

Postal Address: PO Box 2519, Toowoomba BC Qld 4350

Telephone: (07) 46 38 0089

Mobile: 0414 568 936

Email: [email protected]

Website: www.rda-ddsw.org.au

Regional Roadmap 2016 - 2020 · Regional Roadmap 2016 - 2020 - Page 3 Contents ... work...

Documents

Transcript of Regional Roadmap 2016 - 2020 · Regional Roadmap 2016 - 2020 - Page 3 Contents ... work...