APPENDIX B
APPENDIX B: CASE
STUDIES
A suite of Case Studies outline how different areas across Australia have gone
about implementing a range of economic development initiatives. These case
study projects have not necessarily followed the Five Step process precisely,
but they do provide examples of the different approaches applied in different
areas.
The case studies are arranged by the different economic development
strategies as per the list following, however, in reality most economic
development initiatives will require more than one strategy to facilitate the
desired outcome.
47
www.ruralcouncilsvictoria.org.au
APPENDIX B
Facilitate Infrastructure Investment:
Hard Infrastructure
• Renewing Rhodes – City of Canada Bay Council, NSW
• Rebuilding for the Future – Lockyer Valley Regional Council,
QLD
• Development of Rockingham City Centre – Rockingham City
Council, WA
• Charleville Dental Surgery – Murweh Shire Council, QLD
• Charleville Cosmos Centre - Murweh Shire Council, QLD
Soft Infrastructure
FULL LIST OF CASE
STUDIES (BY STRATEGY):
Effective Planning:
• Urban Renewal Brisbane, 20 years – Brisbane City Council, QLD
• Gateway Village Revitalisation – Wodonga City Council, VIC
• Clarence River Way Project – Clarence Valley Council, NSW
• Central Highlands Workforce Response Strategy–Central
Highlands Regional Council, QLD
• Regional Skills Attraction and Retention Project – Mackay
Whitsunday Regional Economic Development Corporation,
QLD
• SHINE – Department of Education and Training, Geraldton,
WA
Embrace Innovation:
• Central Queensland Innovative Built Environment Network–
Capricorn Enterprise, QLD
• ICT Initiative – Walkatjurra Cultural Centre, Leonora WA
Support Local Business:
• Bendigo Inventor Awards – Greater Bendigo City Council, VIC
• Creative Connections – Gold Coast City Council, QLD
• Discount Card Scheme – Frankston City Council, VIC
• Advancing Technology as a tool for Construction, A Digital
Economy Capacity Building Model – Ipswich City Council,
QLD
• Flavours of Campbelltown Food Trail – Campbelltown Council, SA
• Historic Gulflander Train - Croydon Shire Council, QLD
• Upskilling the Cassowary Coast Transport Industry Sector – Cassowary
Coast Regional Council, QLD
Attract New Business Investment:
• Clermont Preferred Futures Model – Isaac Regional Council, QLD
• Makes Good Business Sense Campaign – Salisbury City Council, SA
• Australian Marine Complex – Landcorp, WA
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APPENDIX B
URBAN RENEWAL BRISBANE – 20
YEARS, Brisbane City Council, QLD
What did they do?
The Urban Renewal Brisbane (URB) program was established in 1991 in
response to a number of challenges facing the inner-city, including declining
residential population, economic stagnation and a lack of public open space.
The program is now responsible for planning and development facilitation in
growth corridors and major centres within the inner 5km of Brisbane including
the city centre. The program, which celebrated its 20th year in 2011, is the
longest running urban renewal program in Australia.
What was the process?
The URB program was facilitated through structured strategic planning
frameworks for neighbourhoods across the inner 5km of Brisbane to achieve
sustainable urban design. These ranged from a macro scale down to a
precinct and site scale and include:
• Focusing new development at accessible locations near transit stations and
major centres (urban consolidation)
• Managing the transition of declining industrial land to high density and mixed
use urban communities
• Establishing new centres to service rapidly growing inner city
neighbourhoods
• Preparing built form guidelines to ensure the integration of new development
• Master planning development sites –catalysts for regeneration in local areas
• Delivering a range of new public spaces such as plazas, laneways and street
upgrades as well as funding critical infrastructure to support new inner city
communities
• URB partnership with local residents, business owners and the development
sector.
49
What did they achieve?
As a result of the URB program, residents and businesses have
returned to the inner-city, with 50,000 residents, 22,000 dwellings
and 1.2 million m2 of office space added over the 10 years
between 1991 to 2011. Community benefits delivered include
14ha of new parkland and 4.5km of publicly accessible riverfront
promenade. An estimated $8.75 billion of private investment has
been leveraged. Economic activity is thriving and the workforce of
Fortitude Valley has increased by 70% since 1991.
During the last 20 years, the catalytic effects of urban renewal
on the city of Brisbane as a whole have become visible with
the emergence of a more liveable, vibrant and sustainable city.
Vibrant retail, living and entertainment precincts have replaced
industrial decay, derelict warehouses are now stylish apartments,
and new public spaces and bikeways follow the riverfront where
old wharves once lay idle.
Fortitude Valley has become Brisbane’s premier cosmopolitan,
commercial and entertainment precinct and Newstead and
Teneriffe the city’s most sought-after urban living communities.
What have we learned?
The effectiveness of the Urban Renewal Brisbane (URB)
program is evidenced through the longevity of the program
and the achievements outlined above. Attracting business,
residents and visitors to the CBD is a core aim of the
refreshed urban centres. Conscious investment in identified
strategic locations through the program, including major
transport and activity centres and high potential development
sites (such as waterfront locations) has created a business
ready environment for the private market and has attracted
residents and visitors to the CBD.
The program has capitalised on existing infrastructure
(particularly transport) to develop growth corridors and
major centres. As well as using existing infrastructure more
efficiently, this approach protects and retains character areas
and natural areas.
www.ruralcouncilsvictoria.org.au
APPENDIX B
GATEWAY VILLAGE
REVITALISATION,
Wodonga City Council, VIC
CLARENCE RIVER WAY
PROJECT,
Clarence Valley Council, NSW
The Gateway Village Revitalisation project was an economic regeneration
project for a maligned precinct that had failed to attract long term tenants and
consistent visitation. The village had experienced vandalism and regularly had
up to 6 of 13 tenancies vacant.
The Clarence Valley Council’s, River of Adventure project was the
initial implementation of the Clarence River Way Masterplan, one
of the priority initiatives identified in the Clarence Valley Economic
Development Strategy. The project provided a sound planning
platform for the implementation of a series of new and distinctive
tourism experiences and infrastructure to maximise nature/
adventure tourism of the Clarence River.
What did they do?
What was the process?
The project was undertaken to create a focused destination that would provide
a home for arts and cultural groups, generate employment, attract significant
events, increase visitation, and increase the amenity of a key entrance to the
city.
What did they achieve?
The project has resulted in:
• The creation of a unique arts and cultural cluster
• Almost $8 million of economic activity being generated each year
• The creation of 33 direct and 60 indirect jobs
• The attraction of several national events and concerts
• The securing of over $500,000 in grant funding
• A significant reduction in crime
• Full tenancy of a once ‘ghost town’ precinct
• Transformation of a quarry into a large scale events area.
What have we learned?
Wodonga City Council took an integrated, informed and targeted planning
approach to re-developing an old precinct. Targeting a specific industry,
infrastructure provision and encouraging clustering has ensured a unique,
supported business environment and active precinct, with flow on economic
benefits of visitor attraction and social benefits such as reduced crime.
50
What did they do?
What was the process?
The initiative was collaboration between Clarence Valley Council,
NSW Crown Lands and Clarence River Tourism. Funding
support by the Australian Government (TQUAL) brought together
three levels of government, industry, private investors and the
community in collaboration to foster the growth of sustainable
river based tourism in the Clarence.
What did they achieve?
The $1.4 million tourism development project includes:
• Mapping key river experiences and infrastructure with the
development and production of a Cruising /Sailing guide and a
Kayaking/Canoeing trail guide
• Grafton Waterfront precinct plan - to create a place of character
and quality, creating both a tourism asset and a boost to
Grafton’s amenity
• Developing upper river primitive camping sites and kayak/canoe
launching points
• Interpretive sculptures – Maclean and Yamba sculptures
utilise public art to tell stories of the river, grow a vibrant local
community and create a sense of place
• New pontoons/ wharves for river towns and villages.
What have we learned?
Natural resources are a significant asset for a community that
can drive business growth and development of new industries.
Clarence Valley Council, through the Clarence River Way
Masterplan, has used infrastructure investment, marketing
and information and planning to leverage its natural assets to
attract new visitors to the region through nature and adventure
tourism experiences.
The partnership with other key stakeholders has ensured a
consistent and coordinated planning approach.
www.ruralcouncilsvictoria.org.au
APPENDIX B
BENDIGO INVENTOR AWARDS,
Greater Bendigo City Council, VIC
What did they do?
Around 75% of businesses in the City of Greater Bendigo employ 10 people or
less. Innovative individuals are traditionally faced with a low rate of success.
The sharing of support and intellectual property in the region was previously
done in an ad hock manner that impeded potential success. It was recognised
that efforts to support innovative ideas at the grass roots level needed more
commitment than previously available. The aim of the Bendigo Inventor
Awards is to foster imagination through a competitive process that identifies,
supports and promotes practical original inventions and innovations.
What was the process?
The Awards process dramatically improves the chances of business success
by providing innovative people easy and direct access to government
agencies, accountants, lawyers, inventor clubs, technical specialists and
mentors. A number of actions have been put into place:
• Steering committee/ judging panel of leading business and manufacturing
CEOs and directors, marketing, legal and media professionals and two
councillors
• Confidentiality agreements
• Information and support sessions for applicants
• A range of statistics used to demonstrate the potential economic impact of
entries
• Mentoring – 37 mentors from Bendigo’s leading businesses, government,
industry, business angels and professional business coaches.
The Awards are funded jointly by the City of Greater Bendigo’s Economic
Development Unit, and approximately 25 local and metropolitan businesses
and organisations.
51
What did they achieve?
The inaugural Bendigo Inventor Awards uncovered some great
ideas, including a unique formula for gluten free baking and
innovative developments in ducted wood heating and solar hot
water systems. The successes realised by the winning entrants
highlights the impact the Awards have on those involved. Through
mentoring and access to networks, past winners have accessed
new distributors, opened new stores and expanded into new
markets, including the export market. The inventors are now
linked with some of Bendigo’s most successful company directors,
CEOs and business development specialists.
In its first two years, the Awards have grown into a Victoria-wide
competition, attracting international attention. The second year of
the Awards saw 170 entries including three international entries.
Around 65% of entries were from outside the Bendigo region.
The third year of the Awards saw both expanded and developed
valuable momentum and reputation, with the Awards being
recognised as a hub for turning ideas into reality. The Bendigo
community is fast becoming known as an innovative regional City
where ideas are supported, nurtured and encouraged.
What have we learned?
Greater Bendigo City Council has successfully assisted
prospective businesses in getting off the ground through
facilitating networking opportunities with experienced mentors
in the community. Council has also facilitated/ supported
access to information and services that might have been out
of reach for new businesses, ensuring targeted, practical and
quality advice is received. Council has used this opportunity to
attract innovative ideas and new and prospective businesses
to the region. By expanding the awards, Council has generated
interest interstate and internationally. This has occurred
directly through providing assistance to participants, as well as
indirectly through building networks and partnerships between
new businesses and fostering an environment of innovation
and collaboration.
www.ruralcouncilsvictoria.org.au
APPENDIX B
CREATIVE CONNECTIONS,
Gold Coast City Council, QLD
What did they do?
The Gold Coast has a large number of independent and emerging creatives.
Consultation and a creative skills audit with local creative industries
practitioners revealed a need to unite city creatives from varied disciplines and
forms (film, fashion and music) and provide projects they can collaborate on
and promote outside the city.
Many local artists had worked individually within their industry base with
limited resources and without the support of their arts peers. These artists
had found it difficult to gain market breakthrough and promotion in external
markets.
“Creative Connections” was designed to unite and ignite local creative
talent and create local relationships for future development, mentoring and
collaborations, as well as increase their contacts and promotions in markets
external to the Gold Coast.
What was the process?
A review of the existing program, including workshops with key industry
contacts, looked at ways to reinvent the creative industries projects and
provide more strategic and efficient outcomes based on budget and results for
locals.
Industry integration came in the form of revising a music project “Gold Coast
Uncovered” into a cross discipline project, and BusinessGC Swim – a fashion
project re-worked to include film and music.
Gold Coast Uncovered joined music with film and played across four cities
through a competition prize pool (trade mission): Gold Coast, Tokyo, Osaka
and Kobe. Live performances played to over 5,000 people. Media reached a
further 4.6 million people in Japan, and promoted the local music scene as
well as the Gold Coast as a destination. The Japanese audience could listen
to the nine local finalists and vote for their favorite.
A revised BusinessGC Swim combined fashion, music, film and Gold Coast
destinations in an event and video clips that aired around the world through
Fashion One across seven satellites into 350 million homes.
Business meetings and media interviews were incorporated into touring,
providing opportunities for Gold Coast film makers to expand their career.
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What did they achieve?
The project achieved media exposure for local musicians,
fashion designers, the production company and the Gold Coast.
Combined with promotions through social media during the
performances, this has increased the fan base of artists and
has boosted album and merchandise sales. Some artists have
achieved licensing deals and offers for further touring and
opportunities to collaborate with well known artists.
In addition to these benefits for musicians, the project had the
following achievements:
• Total Fashion One media value: $800,000
• Domestic media value including television news reports,
newspaper articles, industry and social magazine articles: over
$100,000
• Fashion sales to local labels $110,000 (a few months after the
event and set to increase following release on YouTube)
• Total media value plus current sales: over $1 million
Gold Coast Airport in partnership with Council also benefitted
through a sponsorship deal (provided flights for the winning band)
through promoting their direct flights to Tokyo and Osaka from the
Gold Coast.
The project also benefited the Japanese Tsunami Disaster relief
through ticket sales donations.
The return on investment was 25 times Council’s project spend.
What have we learned?
“Creative Connections” has enabled creative businesses to
unite across industries to develop a product that showcased
their collaborative talent in the domestic and international
market. Through supporting domestic and international
exposure and recognition, this has ignited the careers of local
creative industries. The outcomes were far greater using a
unified rather than individual approach.
Applying destination footage and promotion of the City as part
of the project adds to the City brand and is a value add to what
is essentially an industry project.
The project also demonstrates the benefits of reviewing and
re-inventing a successful economic development program and
applying it to a new cross-discipline concept that is more cost
effective, efficient and strategic in its delivery and outcomes.
www.ruralcouncilsvictoria.org.au
APPENDIX B
FLAVOURS OF CAMPBELLTOWN
FOOD TRAIL,
Campbelltown Council, SA
What did they achieve?
The Flavours of Campbelltown Food Trail has proven to be a very successful
venture for Campbelltown Council, the businesses involved, and the local
community. It was created by the Council in an effort to support and sustain
local business, attract new businesses, and develop and encourage tourism to
the Eastern Metropolitan area of Adelaide.
New businesses have also moved in to the area and over 1,000
people have visited the businesses in the last 10 months as
part of a tour group. Over the counter sales with many of the
businesses have increased from 80% to 400%.
What did they do?
This Food Trail is the first of its kind in South Australia in that it is a partnership
with local businesses fully initiated, coordinated and supported by Council with
a view to developing local business and supporting the local economy.
What was the process?
Around 15 food manufacturing businesses and 3 supporting restaurants within
a 5 kilometre radius form the Trail. Along the Trail, visitors can experience
tastings and tours from businesses that have unique and fascinating historical
backgrounds. Council has ensured that the Trail has continued to grow every
year and offers initiatives and opportunities for member businesses. These
include attendance at local and state events to sell/ promote their goods,
provision of the Moonlight Markets in Summer primarily to promote the Food
Trail businesses, discounted publicity/ advertising opportunities, networking
events, professional food photos, appointment of a media Ambassador, and
production of a booklet that is mass produced for the public.
Businesses have become more comfortable with the project as
it has evolved and are now enquiring to join on a regular basis.
Businesses are willing to pay $300 annual membership fee
and are enthusiastic supporters, with many proudly displaying
promotional material for the Trail.
What have we learned?
Campbelltown Council has facilitated business growth by
linking a cluster of businesses through local marketing
initiatives and networking opportunities. Incorporating existing
businesses into strategic decision making and planning
creates a sense of ownership of the brand, in addition to
collecting insider feedback into the strengths and weaknesses
of the initiative.
Council’s support and assistance in providing media
opportunities and professional marketing tools has allowed
businesses on the trail to gain intrastate and national exposure
both individually and as a brand.
Businesses have an annual individual meeting with Council staff to discuss
concerns, ideas, and feedback, along with an annual networking evening
being held for all member businesses to get together, do business and plan for
the next 12 months.
A marketing strategy has been developed and approved as part of the project,
as well as a full risk assessment identifying potential risks, hazards, and
reasons for failure. These are reviewed by the Committee on an annual basis
and are constantly monitored.
A media network has been built during the last three years with staff sending
out Media Releases when necessary. This has resulted in television,
magazine and newspaper exposure to a high level. The Weekend Australian
Magazine has also provided national exposure, and links have been made
with SA Tourism and Tourism Australia.
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APPENDIX B
HISTORIC GULFLANDER TRAIN,
Croydon Shire Council, QLD
What did they do?
Croydon Shire Council worked to provide a return journey from Croydon to
Normanton on Thursdays. The purpose of the initiative was to better utilise the
tourist attractions available to Croydon, improve the visitor experience in the
area, and extend visitor stay in the region.
The use of a bus service on the return leg from Normanton to Croydon allows
visitors to complete the round trip in one day. The product is the reverse of an
existing service, which operates on Wednesdays – Normanton to Croydon on
the Gulflander Train and back to Normanton via bus.
What have we learned?
Croydon has attracted visitors to the region and supported
local business through their partnership with Queensland Rail
and AICCC Coaches and their continued investment to ensure
a guaranteed service back to Croydon each week. Council
has demonstrated that a relatively small ongoing investment to
ensure a regular service can pay dividends in terms of visitor
numbers, visitor spend and stability for local businesses.
What was the process?
Croydon Shire Council negotiated with Queensland Rail (Gulflander Service)
and AICCC (Aboriginal and Islander Christian Community Centres LTD)
Coaches to develop a day trip product ex-Croydon. The product links the
rail journey from Croydon to Normanton with the AICCC bus in Normanton,
allowing visitors to visit Normanton’s attractions and return to Croydon the
same day.
As part of the negotiations, Croydon Shire Council guaranteed payment for
minimum numbers to ensure a guaranteed service each week.
What did they achieve?
By offering the day option from Croydon, visitors are given more opportunities
and flexibility, thereby significantly enhancing their visitor experience and
expenditure options. The project has resulted in longer time spent by visitors
in Croydon and has lead to increased tourism expenditure. The regular service
has improved stability for local businesses, ensuring a complete range of
services can be maintained. This has delivered flow-on benefits for the local
community.
Regular tourism meetings are held with local businesses and Croydon Shire
Council to discuss new ideas and potential projects.
The early success of the tour has been appreciated by Queensland Rail and
has been included on their Website as a new product.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
UP SKILLING THE CASSOWARY
COAST TRANSPORT INDUSTRY
SECTOR,
Cassowary Coast Regional Coast,
QLD
What did they do?
Transition Closing the Gap 2012 - Transport Licensing project was developed
to address the identified skill shortage of Heavy Rigid (HR) freight drivers
and Multi-Combination (MC) drivers within the transport sector locally
and throughout Queensland. Through both of these courses, individuals
successfully achieved either a HR or MC license and gained accredited units
of competence. The accreditations gained through these courses assisted in
producing a highly competent professional stream of drivers, both existing and
new, that assist the local transport industry.
What was the process?
The Cassowary Coast Regional Council (CCRC) Jobs and Skills Development
Officer (JSDO) following on from a period of consultation with local business
within the transport industry identified a skills shortage of HR to MC licensed
drivers to meet the demand of our local businesses within the Cassowary
Coast region. A report was submitted to Skills Queensland and the Federal
Department of Education, Employment and Workplace Relations (DEEWR)
in August 2011 to seek funding. A similar need had been identified in the
States south that resulted in Skills Queensland committing to pursue a blanket
program through the State in partnership with Transform, the Department of
Transport and Main Road’s (DTMR) training arm.
The CCRC JSDO working directly with the Manager – VET Industry
Engagement (Transform/Policy and Government), organised a road trip in
March 2012 to meet with local businesses to showcase the needs of the
region on a one to one basis, thereby gaining the support and commitment
of DTMR to undertake the project. The road trip resulted in Council’s JSDO
securing a total of 35 places for the Cassowary Coast region within the
Transition 2012 Closing the Gap project.
What did they achieve?
Up to December 2012 the CCRC JSDO helped up skill 30
existing employees within the local transport industry. Due to the
success of the local program, Transform has used the CCRC
model as a benchmark for delivering the project across the rest of
Queensland.
A further success of the project has been the establishment of
the industry led Cassowary Coast Industry Taskforce (CCIT).
The CCIT was initially conceptualized by the CCRC JSDO to
help the transport industry coordinate issues around training and
undertake activities as part of the Transition 2012 Closing the
Gap project. This taskforce has however grown to encompass
businesses in all other industry sectors such as retail and
construction and now acts as the operational arm of Council’s
Economic Development Reference Group, dealing with issues
around industry workforce development.
With the success of this round, the Cassowary Coast Industry
Taskforce will now roll out a transition style project annually as
part of its long term strategy and is also focusing on developing
similar programs for other industry sectors. Programs such as
industry wide customer service training and youth engagement
strategies are just a small sample of the numerous programs to
be offered.
What have we learned?
Direct industry consultation, followed by ongoing industry
engagement has proved to be the most effective method in
dealing with perceived or identified issues. Ensuring industry
led groups are established locally and supported by Council
is essential to developing long term bonds. Selecting the
right partners through a collaborative and open process and
selecting ‘Industry Champions’ has enabled Council to work
effectively and efficiently across the region, as well as gain
vital credibility and buy in for all future endeavours.
The appointment of training firm ‘Strategix’ resulted in the firm conducting both
HR and MC courses within the Cassowary Coast region in November 2012,
successfully up skilling 15 existing employees through the HR course and 15
through the MC course.
55
www.ruralcouncilsvictoria.org.au
APPENDIX B
CLERMONT PREFERRED FUTURES
MODEL,
Isaac Regional Council, QLD
What did they do?
The Clermont Preferred Futures Strategy is a collaborative project developed
by Isaac Regional Council, Rio Tinto and the Clermont community, to guide
the delivery of its vision over a 20 year period. Clermont’s preferred future
is a dynamic, vibrant and well connected community of high liveability,
demonstrated by a strong sense of self determination and self reliance, and
underpinned by a diverse and robust economy.
Precipitated by the anticipated closure of Blair Athol Mine in 2016 and
the opening of Clermont Mine, the strategy aimed to decrease economic
dependency on mining through the development of existing industries and the
attraction of new industries.
The Strategy has evolved into a successful model of engagement,
community and economic development. It has invigorated the
community and has become a preferred way of doing business.
The project is helping to build a resilient community that is
adaptive to its environment through many interconnected projects.
The partnership and Strategy has been in effect for four years and
continues to strengthen.
What have we learned?
Isaac Regional Council has used a major mine closure as
an opportunity for economic diversification and business
attraction. This was achieved through a coordinated strategy
targeting business and industry growth, informed by ongoing
consultation and industry partnerships to ensure the vision of
the community and stakeholders is achieved.
What was the process?
The Strategy is based upon the development of relationships of trust between
the community, council, business and industry. While the establishment of
a shared vision created a solid foundation, it was crucial to have the vision
adopted by the entire community. To do this, financial and human resources
were committed by Isaac Regional Council and Rio Tinto Clermont Region
to enable continued community engagement as well as real and tangible
implementation.
What did they achieve?
The Clermont Preferred Futures Strategy has resulted in a number of projects
being developed. Major outcomes include:
• Rio Tinto 3 year community strategy, including significant community
investment via the Clermont Community Development Fund – the project
used Preferred Futures as part of the application process
• Development of the Clermont Community and Business Group
• Development and implementation of the Clermont Urban Design Master Plan
o Hoods Lagoon Masterplan
o Capella Street Masterplan
o Hoods Lagoon Water Management Plan
• Bio Industry Feasibility Study
• Clermont State High School – Centre of Learning Excellence in a Rural
Setting
• Rio Tinto accommodation policy supporting residential employment
• Housing – affordable solutions and new development
• Clermont Kindergarten and Daycare Extension
• Development of community groups including the Bush Pigs Rugby Union
Club development strategy.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
MAKES GOOD BUSINESS SENSE
CAMPAIGN,
Salisbury City Council, SA
What did they do?
The Salisbury “Makes Good Business Sense” campaign was developed
to improve perceptions about Salisbury as an investment location. The
region has a comparatively fast growing economy but perceptions about
its desirability as an investment location have been shaped by high profile
closures of traditional manufacturers, ongoing uncertainty about the
automotive sector and pockets of entrenched disadvantage.
What was the process?
The campaign recruited CEOs of well known brands to articulate the region’s
strengths and outline their reasons for investing in Salisbury. Companies
involved included the likes of RM Williams, BAE Systems, Inghams, SAAB
Systems Australia, UniSA, Bickfords, TopCon Precision Agriculture and
OsmoFlo. A comprehensive range of marketing approaches and investor
tools were introduced to provide individual investment case management and
nurture relationships with investment intermediaries. Salisbury City Council
provided human resources and investment to support these tools.
What did they achieve?
A post-campaign survey reported a high degree of awareness. Despite being
launched in a time of global investment uncertainty, investment inquiries have
remained robust with positive feedback from potential investors about the
campaign. Identifying a specific person to manage the campaign and to work
with investment inquiries provided tangibility to the claims of Salisbury being
an investment ready Council that is good to work with.
The Makes Good Business Sense website has attracted over 4,500 unique
visitors.
What have we learned?
Salisbury Council has used effective marketing to raise awareness and
attract business investment to the region. By obtaining endorsement from
well known brands across a variety of industries, Council has provided
relatable testimonials for prospective investors.
Council has provided resources to businesses to assist individual businesses
and build partnerships with investment intermediaries. Council has lead by
example in its campaign by providing a key point of contact for investors.
57
www.ruralcouncilsvictoria.org.au
APPENDIX B
AUSTRALIAN MARINE COMPLEX,
Landcorp, WA
What did they do?
The Australian Marine Complex (AMC) is an integrated industrial estate
servicing the defence, marine, resources and oil and gas sectors. It is a
partnership driven by an opportunity to create an innovative industry hub
to service the existing shipbuilding industry, while creating facilities to help
maximise economic benefits resulting from the resources boom.
What was the process?
What have we learned?
Landcorp has capitalised on the competitive advantages of
the shipping industry and the sectors it services by creating an
industry “hub” or cluster to service the shipbuilding industry.
Landcorp has also invested in new infrastructure to support
industry growth. These initiatives have attracted supporting
sector industries to the surrounding areas. This has lead to
the evolution of new industry clusters, new investment and
ongoing development of the area.
Located at Henderson within the City of Cockburn, Western Australia, the area
was initially developed for marine-related industries, though largely unplanned.
However, under State Government guidance, the creation of the Common
User Facility (CUF) allowed a larger industrial estate to evolve around industry
clusters.
The State was responsible for driving the project, while the Federal
Government contributed $80 million to fund initial development.
What did they achieve?
The AMC is now home to around 150 businesses and contains five specialist
precincts – Shipbuilding, Technology, Support Industry, Recreational Boat and
the Fabrication Precinct, including the CUF. These businesses service major
industries vital to WA’s economic prosperity.
Through a flexible planning approval process, City of Cockburn has supported
the project throughout its lifetime allowing the site to evolve as required to
meet market and business investment needs.
While major planning milestones were reached between 2003 and 2009, the
rewards of these initiatives have been realised in subsequent years with major
project milestones achieved leading to significant economic growth.
These include:
• Commencement of Collins Class submarine dockings at the CUF
• Establishment of Chevron Australia’s Service and Supply Base at the AMC
• Establishment of major fabricators and oil and gas service companies at the
AMC.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
RENEWING RHODES,
City of Canada Bay Council, NSW
What did they do?
The “Renewing Rhodes” Project at Rhodes West was initiated by Council to
enhance the social, economic and ecological environment of the area.
The project has unlocked the value of a superb waterfront site 15km from
the Sydney CBD, with significant benefits to the local community, the City of
Canada Bay (“Council”) and four major developers with whom Council has
entered into Voluntary Planning Agreements (VPAs).
What have we learned?
Finding new uses for old facilities and infrastructure can
breathe new life into communities and contribute significantly
to economic prosperity. Redeveloping aging or old facilities
greatly reduces the environmental impact and footprint of
developments and can reinvigorate areas of a region that
have been in decline and provide the impetus for further
investment and housing development within established areas.
A structured constructive and collaborate approach, in line
with broader planning structures, has brought about significant
public and private sector investment in the region.
What was the process?
Rhodes Peninsula was one of the most contaminated industrial sites in
the Southern Hemisphere, undergoing remediation/ urban renewal based
on a planning framework developed and implemented by NSW Planning
since 2000. In 2007, the consent role was returned to Council, enabling it to
assess the outcomes being delivered. A new approach was developed, in
collaboration with a developers’ consortium. Remediation is now complete,
with development ongoing (approximately 55% complete).
What did they achieve?
The fastest-growing City within NSW, City of Canada Bay’s residential
population is forecast to increase by 19.4% to 91,922 and the working
population is forecast to increase by 16% to 28,300 (12,000 forecast in
Rhodes) within the next 20 years. The Rhodes West area contributes to over
half of the City’s total population growth. The Project provides the framework
to develop this 43 hectare peninsula into a desirable and vibrant waterfront
urban hub.
Complying with the Sydney Metropolitan Strategy 2010, the Plan has already
achieved significant economic and social benefits, including:
• Financial and in-kind contribution of $33M to public open space
• A multi-purpose community centre and infrastructure
• Additional opportunities for entrepreneurial ventures
• Increased connectivity via pedestrian and bike links
• A dedicated Place Manager.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
REBUILDING THE FUTURE,
Lockyer Valley Regional Council,
QLD
What did they do?
The Strengthening Grantham Development involved relocating Lockyer Valley
residents to higher ground through a voluntary land swap. The project was
implemented in collaboration with the Queensland Government.
With a population of around 360, Grantham was the single most devastated
community of Queensland. The community faced unprecedented levels of
property damage, with more than 130 houses damaged as a result of the
floods, including 10 homes that were completely destroyed and 19 homes that
were damaged beyond repair.
What was the process?
The Lockyer Valley Regional Council provided flood-affected residents from
the townships of Grantham, Murphy’s Creek, Postman’s Ridge, Helidon and
Withcott the opportunity to move to higher ground as part of a voluntary land
swap agreement. The project also included the development of a new Master
Plan for Grantham.
Following on from the voluntary residential land swap, Council secured
funding support from both State and Federal Government to develop the
Grantham Landscape Beautification Project (Stages 1 and 2), consisting
of a $1.5 million dollar extensive parkland and open space scope of works.
Various skills development programs were enabled through the Grantham
Landscaping and the Construction Training Centre (CTC).
The community was kept informed about the development through community
information meetings, case managers, newsletters, the Council website and
social media.
What did they achieve?
The Australian-first development provides an alternative site for
residents to re-invest and rebuild while allowing them to remain
within the local township area. Council, with assistance from the
Federal and State Governments, achieved in 11 months what
would normally take 3-5 years.
The Grantham Landscape Beautification Project provided
significant economic outcomes through generating training and
employment for 12 long-term unemployed. The group were
trained in landscaping, which lead to full time employment for
10 people. The funding component was $300,000 for training
and $1.2 million for infrastructure. This was sourced through
local suppliers. Grantham Stage 2 involved the restoration of
the devastated lower Grantham area. This stage of the project
included four Green Army Projects. Forty participants were
trained in the priority skills of stone masonry, landscaping
and construction. This provided $1.6 million in locally sourced
infrastructure to add value to the economic flow on benefits to the
Lockyer Valley community.
What have we learned?
The Strengthening Grantham Project was created to ensure
Council could meet the unique needs of the devastated
communities across the Lockyer Valley and provide a stronger
Grantham for future generations.
Through direct and indirect infrastructure investment, Council
was able to address the immediate needs of the community
and enable a quick recovery for businesses and the
community.
Council’s investment in the Landscape Beautification Project
was an investment in both hard and soft infrastructure through
the training and skilling of local residents. All aspects of the
project will feed into future economic development through:
• Capacity building
• Knowledge transfer
• Supporting local business
• Effective planning.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
DEVELOPMENT OF THE
ROCKINGHAM CITY CENTRE,
Rockingham City Council, WA
What did they do?
The Rockingham City Council in Western Australia invested strongly in
the rejuvenation of the Rockingham City Centre as a strategy to increase
employment and business growth.
What was the process?
The $18.5 million investment included new civic buildings, a City Square, City
Park and streetscape redevelopment to provide a foundation for additional
and ongoing private sector business investment. The Council was aided by
state government contributions to the major public infrastructure programme,
committed through a Premier’s Taskforce.
What did they achieve?
Council’s direct investment provided a significant stimulus to the local
economy and worked to improve the region’s economy over time. Council’s
investment has also generated positive flow-on effects for private sector
investment in street-front businesses, including offices, recreation, hospitality
and entertainment venues/ precincts.
What have we learned?
Investment in a revitalised town centre provides a significant opportunity
to build the capacity of the local economy by making it more attractive to
business investors and consumers. A revitalised City Centre also provides
an important venue for community congregation and a strong foundation for
future growth.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
CHARLEVILLE DENTAL SURGERY,
Murweh Shire Council, QLD
What did they do?
Murweh Shire Council provided a fully equipped Dental Surgery in the town
to attract fly in fly out dental specialists and a permanent private dentist to the
Shire.
The initiative was in response to a shortage of dental services in the region.
With one dentist from Charleville Rural Hospital employed to service a cluster
of four shires, only emergencies were attended to. The nearest private dental
clinic was in Roma, three hours drive away.
Basic dental care such as check-ups and cleaning was not available and was
consequently left unattended. This had become a disincentive for families
thinking of relocating for work in Charleville.
What was the process?
Murweh Shire Council had a process of keeping a file of projects that they
would like to develop and waiting for appropriate funding to assist with the
projects.
What have we learned?
Murweh Shire Council provided direct investment into a facility
that would improve the health of its residents, address a
shortage in the region, and encourage families to relocate to
Charleville. The location of the new facility close to the medical
centre and chemist adds value to the other health services
offered and created a small precinct that acts as a ‘one stop
shop’ for visitors from out of town. This also has flow on
expenditure benefits for the local business community.
Council recognised building the surgery would give the
community a distinct advantage, regardless of its occupancy,
and waited for an appropriate funding opportunity to implement
the project.
Supporting the new dentists through offering a low rent helped
to attract and retain the dental team. The small investment
of low rent has paid dividends, with a quality team that are
part of the community and provide a valuable service to the
community and broader region.
A competitive funding round was announced by the Federal Government
to assist Councils with funding to encourage recruitment of dentists to rural
areas. Murweh Shire Council applied for and won a grant of $500,000, with
Council contributing a further $400,000. Council also donated its former library
building for the fitout of the new dental clinic as part of its contribution.
The project was completed with state of the art digital equipment and the
complete fitout of three surgeries. The surgery was leased at a low rent to a
husband and wife dental team for use as a private dental clinic. The team are
now permanent dentists for the town.
What did they achieve?
The surgery opened as a private clinic immediately after completion and is
fully operational and full throughout the day, servicing locals and neighbouring
shires. The Dentists are also managers of the facility and are able to let
facilities out to visiting specialists as requested or required.
The surgery is situated next to the medical centre, which was constructed
under the same process a couple of years earlier. With a chemist just around
the corner, this has created a successful medical precinct within the town.
Being the only dental facility within a 400km radius, the surgery and precinct
are attracting new families and visitors to the town who would not ordinarily
have come, and as such, would not have shopped and spent money locally.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
CHARLEVILLE COSMOS CENTRE,
Murweh Shire Council, QLD
What did they do?
The initiative involved the design and construction of the Charleville Cosmos
Centre. Charleville is claimed to have the clearest night skies in the southern
hemisphere and has a history of star gazing. A group of enthusiasts formed in
the 1980’s to track the transition of stars. Gradually, visitors to the town began
to attend evening star gazing sessions. The site of the new Cosmos Centre
was formally known as the Skywatch building after an accommodation site for
the sky watching group evolved into a film theatre screening films about the
night sky and storage space for equipment.
What was the process?
Federal and State competitive funding was announced to provide a tourist
drive around rural Queensland, with iconic events or buildings constructed
to attract visitors. Murweh Shire Council applied for and won a grant of
$2.5 million towards the cost of the building the Cosmos Centre, with
Council providing funding of $500,000. As this was a major commitment by
government not just for Charleville but for the rest of the trail, (approximately
fourteen sites), a steering committee was formed to provide input from all
sections of the community.
What did they achieve?
Overall the Centre employs four full time and twelve part time
staff. The part time staff are guides trained by the Cosmos Centre
to run evening observatory sessions. The Centre evolves to meet
the needs of its audience, with constant updates to the content
delivered to ensure the programs are dynamic and relevant and
continue to attract visitors.
Visitor numbers to the Centre average around 15,000 per annum,
with each visitor spending approximately $35. The following has
occurred since the opening of the Centre:
• The average stay in Charleville has increased from 1.1 nights to
1.8 nights
• Two new caravan parks have opened
• One new hotel has been built
• New tours around the area have been introduced and are run
from the Cosmos centre – these include World War II tours
around the airport and the iconic Corones Hotel history tour.
What have we learned?
• Café and souvenir shop.
The outcomes of this project demonstrate how a key tourism
initiative can impact significantly on visitor and business
attraction. Increased visitation and activity generated by the
centre has been the main stimulus for a number of significant
developments in the tourism sector, which in turn create flow
on expenditure and employment impacts for other sectors of
the economy.
Council now maintains the full facility and sets aside $120,000 a year to cover
any shortfall in revenue and expenditure over the season. This includes wages
and Tourist Information services now positioned at the Centre. Council has
since relocated the Tourist Information Centre to the Cosmos Centre so that
efficiencies could be made in staff rosters and expenditure.
This project also demonstrates how natural assets can be
used to create unique tourism experiences. The relocation of
the Tourist Information Centre to the Cosmos Centre created
a tourism ‘hub’ that businesses could capitalise on, as well as
being an efficiency gain for Council.
The Cosmos Centre includes:
• Cosmos theatre for featured animations
• Interactive areas and holographs
• Observatory with three automatic tracking telescopes
Murweh Shire Council invested directly in the construction of
the Cosmos Centre and effectively partnered with the Federal
Government to fund it. Council continues to invest in the facility
to ensure its sustainability.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
CENTRAL HIGHLANDS
WORKFORCE RESPONSE
STRATEGY,
Central Highlands Regional
Council, QLD
What did they do?
Rapid growth and development due to the expansion of the Bowen Basin
resources region has created significant economic benefits for Queensland
and Australia. Employment opportunities created through resource projects
have also had a major impact on employers’ ability to attract and retain skilled
workers.
The Central Highlands Workforce Response Strategy is the result of a
coordinated effort by key stakeholders in the Central Highlands to commit to a
collaborative, regional approach to the development of strategies that assist in
addressing the regions workforce issues, including:
• The attraction and retention of staff
• Labour and skills shortages
• The high cost of living, particularly housing availability and affordability.
What was the process?
Following a forum with key stakeholders, the Central Highlands Development
Corporation (CHDC) submitted and received approval for funding assistance
from the then Department of Employment, Economic Development and
Innovation (DEEDI) to develop a response plan that would address critical
skills and labour issues. Stakeholder consultation identified the process of a
workforce response strategy (an ongoing living document) as an appropriate
approach. A Workforce Response Team was implemented to monitor and
guide its development.
The resulting Central Highlands Workforce Response Strategy focuses on five
key themes, each with the potential of developing their own ongoing initiatives:
• Liveability
• Accommodation (availability and affordability)
• Existing workforce development
• Government engagement
• Information.
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What did they achieve?
Key outcomes from the major strategic themes have included:
• Development and distribution of a Business and Residents
Welcome Guide
• Development of collaborative partnerships with residential
developers and the Central Highlands Housing Company
• Commercial and industrial land audit
• Delivery of a business and support development program
through CHDC and industry support
• Collaborative partnerships with SMEs
• National Partnership on Youth Attainment and Transitions
• Hidden workforce programs
• The organisation and delivery of the Central Highlands
Conference “Investing in our Future”
• Improved Government engagement.
The agriculture industry is the second largest employer in the
region. Through the Strategy and its implementation plan, CHDC
is able to proactively support diversity in the regional economy
and ensure that as well as the major industries, a range of small
to medium enterprises can successfully add to the region’s
business profile.
The highlight of the development of the Strategy was an
agreement between stakeholders of an integrated, joint strategy
that is solution-focused. With a commitment to pool resources, it
has resulted in a “living document that is responsive to change
and adaptable by nature.” It is a communication strategy which
enables economic growth.
The development process and the strategy itself have resulted
in tangible and innovative options for the business, industry,
government and community sectors to maximise the attraction
and retention of staff, address the labour and skills shortages and
showcase the Central Highlands as a region of choice to live,
work and invest.
What have we learned?
Central Highlands Regional Council’s Workforce Response
Strategy enabled a coordinated approach to a key issue for
the economic development of the region by using consultation
findings to identify key priorities and initiatives.
The initiative is an example of how councils can effectively
partner with key stakeholders and government to fund and
deliver a consistent, solution-focussed strategy.
www.ruralcouncilsvictoria.org.au
APPENDIX B
REGIONAL SKILLS ATTRACTION
SHINE, DEPARTMENT OF
AND RETENTION PROJECT,
EDUCATION AND TRAINING,
Mackay Whitsunday Regional
Geraldton WA
Economic Development Corporation What did they do?
(MWREDC), QLD
SHINE is a unique education program established in Geraldton
What did they do?
Collaborative approach to addressing workforce issues across the region
through three complementary strategies.
What was the process?
Three complementary strategies were used to target job seekers, employers,
and existing employees looking to relocate to the region.
• Coal to Coast Jobs.com.au: a practical and vibrant website featuring a
job search feature, an automatic resume builder, job search tips, lifestyle
information, an events calendar, a profile and business/services directory for
each major suburb and helpful information for those considering relocation
from interstate/overseas.
• The Coal to Coast Liveability Prospectus: a print companion to the above
website for use by employers to provide potential employees from outside
the region with a realistic view of the region, the opportunities on offer and
helpful, practical information designed to facilitate a move.
• The Hidden Workforce Strategy: an innovative strategy designed to engage
the hidden workforce – those people within the region who are not working,
yet do not satisfy the traditional definition of ‘unemployed’ (i.e. semi-retirees,
students, and stay at home parents). This group of individuals were a
previously untapped source of skilled labour with a unique set of barriers
preventing them from entering or returning to the workforce.
What did they achieve?
The strategies achieved an increase in jobseeker numbers and positive
feedback from employers who have been pleased with the number and quality
of applicants now answering their job advertisements.
What have we learned?
MWREDC introduced practical, integrated strategies to address workforce
issues in the region. The strategies were easily implemented and used
appropriate media for each target audience. Council provided additional
easy to use tools to prospective employees through the Coal to Coast jobs
website to improve the applicants’ job search and success rate.
The project was a clever investment in soft infrastructure to achieve longer
term economic development goals of increased participation in the region
and attracting workers from outside the region.
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Western Australia. The program is a values based training model
targeting indigenous “at risk” girls aged between 13 and 15.
What was the process?
SHINE works with girls most at risk of disengaging with the
education system and society, negatively impacting their future
employment and life opportunities. The program develops
confidence and wellbeing in their participants through a structured
program of experiential learning and hands on skills development
set in a purpose built hairdressing salon. The life skills and
capacity building in this structured environment gives the girls
fundamental skills such as accountability, responsibility, trust,
connection and employability.
What did they achieve?
Over 140 students have attended the program over the past three
years. The students have demonstrated a huge improvement
in attendance and have developed confidence, interpersonal/
social, presentation and academic skills. Many of the SHINE girls
are now active within traineeships and TAFE, and several have
already placed full time in the regional workforce at the end of
their schooling.
SHINE is now expanding the program after 3 years of delivering
the model with excellent statistics and demonstrated outcomes in
preparing indigenous girls for a positive contribution to the local
economy. With strong support from the Minister of Education, five
new schools, private sector partners, local government and the
community, SHINE is set to further expand the local economy and
create more teaching jobs while achieving positive outcomes for
the participants.
What have we learned?
The Department of Education and Training has used the
SHINE program to engage an at risk group in their education
and community and improve their life skills and outlook for
the future. The structured and supportive approach of the
program fits well with the target group. In addition to helping
individuals, the program has the effect of building capacity
through networking as well as increasing future participation
and economic contribution.
www.ruralcouncilsvictoria.org.au
APPENDIX B
CENTRAL QUEENSLAND
INNOVATIVE BUILD ENVIRONMENT
NETWORK,
Capricorn Enterprise, QLD
What did they do?
The Central Queensland Innovative Built Environment Network (iBEN) is an
initiative designed to improve the region’s profile and capacity in all aspects
of innovative and sustainable planning, design, construction and use of all
aspects of the built environment.
The iBEN emerged from the 2012 Capricorn Innovation Festival, a
collaborative between a number of Government Agencies (both State
and National), Rockhampton Regional Council, CQ University, Capricorn
Enterprise, Master Builders Association plus a broad spectrum representing
private companies and organisations from across the Region.
What was the process?
The iBEN is dependent on the participation of business and industry and its
relevance to them determines its future focus and activities. The inaugural
meeting of the iBen undertook an evaluation and profiling session to focus
attention on the strategies, structures and opportunities that were identified to
progress the initiative.
What did they achieve?
A range of projects and outcomes have been identified for the
iBen. These include:
• Resource recovery for waste products from Built Environment
• Focus on best practice in current projects
• Low weight rockblocks using fly ash
• Carbon neutral curing of rockblock
• Possible recycling of polystyrene foam in concrete
• New generation fuel cells
• Solar/wind combinations
• Work with the resources sector to investigate re-usable modules
• Innovation in waste disposal to address the municipal landfill
problem, such as from the aged care sector/hospitals
• Alternative energy trial sites
• Policy change and lobbying
• Indigenous empowerment, i.e. projects to assist and empower
remote communities
• Flood proofing
• Tyre recycling
• Collaboration with mining and defence
• Free solar power installation with fee for service.
What have we learned?
Capricorn Enterprise has facilitated a medium through
which government, business and economic development
organisations can liaise to arrive at innovative approaches to
the built environment. The iBEN initiative has been developed
in consideration of regional challenges and encourages
the collective to address these challenges and embrace
competitive advantages through innovation.
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APPENDIX B
ICT INITIATIVE, WALKATJURRA
CULTURAL CENTRE,
Leonora, WA
What did they do?
The objectives of the Walkatjurra Cultural Centre (WCC) are:
• To give opportunities for community members to embrace and maintain
their culture through the creation of artifacts and paintings, storytelling and
involvement in natural resource management
• To offer an experience of Aboriginal culture to outsiders through art.
WCC’s ICT initiative is part of an ongoing collaborative research project
between the WCC, Leonora, Western Australia, and researchers from Curtin
University of Technology and Desert Knowledge Cooperative Research
Centre.
What was the process?
Through the ICT youth initiative, young people were encouraged to use
cameras to document WCC field visits to culturally important places. The
initiative was designed “to re-engage young Aboriginal people in their culture
and to provide a platform that would allow them to actively contribute to the
WCC.”1
As part of the ICT youth initiative, a group of four boys aged nine to thirteen
filmed and edited a short documentary for submission to an international
Lonely Planet competition in which participants were required to create a
video less than three minutes in length that highlighted a “great moment
in travel.” The boys directed and filmed a video about how to make a ging
(hunting tool) and how to track, capture and cook papinmaru (sand goanna).
The boys referred to the plants and animals in the local language as well as
common English names and demonstrated traditional techniques.
What did they achieve?
The group were awarded runner-up by Lonely Planet and had
their video posted on the Lonely Planet website, YouTube and
Lonely Planet TV. The clip has also been turned into a saleable
product by WCC.
The project has helped young participants realise the value
of maintaining cultural knowledge and practice, and older
generations to identify that intergenerational knowledge transfer
has been occurring.
PhD student Guy Singleton of the Desert Knowledge Cooperative
Research Centre (CRC) commented:
“It was only when the video cameras came out and the youth
were able to head off [into] the bush unsupervised that their level
of cultural knowledge was apparent, they started talking about
plants names, uses, where to locate them etc as they has seen
the elders do on previous trips. This was a great development for
the elders of the WCC as many community youth are somewhat
disengaged with their Aboriginal cultural heritage.” 1
What have we learned?
The innovative ICT initiative was effectively used to build
community capacity and manage natural resources through:
• Skills development
• Communication
• Transferring and maintaining cultural knowledge and practice.
1
Singleton and Muir (2009). Youth Empowerment and Information and Communication Technologies: A case Study of a Remote Australian Aboriginal Community. Curtin University of
Technology, Perth.
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APPENDIX B
DISCOUNT CARD SCHEME,
Frankston City Council, VIC
What did they do?
The Frankston City Council Discount Card Scheme is an integrative
marketing strategy designed to improve business support, youth engagement,
employment and regional promotion. The scheme is based on Customer
Relationship Marketing (CRM).
What was the process?
A free discount card (“Splash Card”) is offered to local students. Council is
able to have ongoing dialogue with the students when they register their
Splash Card online. Registration provides the detail required for targeted
promotion of local employment opportunities. By providing their field and level
of study, Council is able to match local job vacancies to relevant students. This
reduces the stress and confusion for students (particularly young people) that
are trying to find employment.
Local events, initiatives, careers expos and tertiary open days are promoted
via a diverse range of mediums (including Facebook, Twitter, SMS, email and
post).
What did they achieve?
Over 2,900 students have registered their card online, providing
Council with a powerful database for ongoing relationship building
and interaction.
The Splash Card has also become a successful regional
promotional tool. By providing discounts and special offers at
over 50 businesses (in the Frankston city centre), students from
neighbouring areas and further afield are being drawn to shop
and recreate in Frankston. Over 35% of students who register
online are from areas outside the Frankston City municipality.
What have we learned?
Frankston City Council has used the Splash Card to achieve
interrelated goals:
• Build relationships with young people in the local and
neighbouring regions
• Encourage networking and capacity building
• Target youth employment outcomes
• Promote local business
• Promote local events.
The critical success factor of the campaign is its tailored
engagement with its target market. Rather than marketing the
campaign through the traditional medium of local newspapers,
Council is communicating with a particular demographic group
through mediums that they predominantly prefer – online
media. This innovative initiative will lead to longer term job
growth and career development for the local area.
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www.ruralcouncilsvictoria.org.au
APPENDIX B
ADVANCING TECHNOLOGY AS A
TOOL FOR CONSTRUCTION – A
DIGITAL ECONOMY CAPACITY
BUILDING MODEL,
Ipswich City Council, QLD
What did they do?
“Advancing Technology as a Tool for Construction” is a digital technology
awareness, education and implementation model. It comprises a case study
video, seminars, expo and business audits. It is the first industry sector digital
economy business model.
Following significant flooding in Ipswich, it became evident the lack of use
of technology was significantly impacting on the local construction industry
to compete for work. It was also apparent that the information sessions and
web tools on ICT currently available had not successfully engaged this SME
market.
What was the process?
What did they achieve?
“Advancing Technology as a Tool for Construction” has improved
the capacity and technology take-up in the construction industry
and has proved invaluable for engaging, educating and preparing
businesses for a rapidly changing digital economy. It has been
designed as a sustainable model not just for Ipswich but all
businesses in the construction industry. The methodology
used is transferable to any industry sector. The project has
been instrumental in informing government and industry of the
importance of approaching education for the digital economy in a
different way.
What have we learned?
Ipswich City Council used an awareness, education and
implementation model to demonstrate the potential of the
digital economy for the local industry and encourage its
uptake.
The delivery of the content through industry associations was
an effective and low cost way of disseminating the information
through familiar channels. The delivery method demonstrates
the importance of aligning education for the digital economy
with the target market.
The model was designed through engagement with industry associations.
It uses real case studies with tradesmen embracing technology and
demonstrating how this benefits the workflow requirements of the construction
industry. It takes businesses on a journey, highlighting the importance of
technology in a way that is industry specific and relevant.
This project demonstrates new technology applications and resources,
preparing business for the progressive digital economic climate and to take
advantage of opportunities arising from the NBN.
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www.ruralcouncilsvictoria.org.au