OVERVIEW

Regional Economic Development Plan Southern ii Overview of the Regional Economic Development Plan: Southern Tasmania CONTENTS

MINISTER’S FOREWORD 1

MESSAGE FROM THE CHAIR SOUTHERN REGIONAL REFERENCE GROUP 2

ABOUT THIS PLAN 4

VISION 7

KEY ASSETS OF THE SOUTHERN REGION 8

REGIONAL OPPORTUNITIES 9

GOAL ONE 10

GOAL TWO 12

GOAL THREE 14

GOAL FOUR 16

FURTHER INFORMATION 18

DISCLAIMER 18

PHOTO CREDITS 18

Overview of the Regional Economic Development Plan: Southern Tasmania iii

MINISTER’S FOREWORD

Early in the development of these regional plans, the Tasmanian Government recognised it could not do this task alone. This regional plan has built on existing work undertaken by Councils and regional bodies in the south and by the Australian Government. It has also drawn on local expertise and knowledge through the valued input of local enterprises, the tireless efforts of the Southern Regional Reference Group and of community members who attended the community conversations in March and August 2012 to provide input into the regional plan.

This Plan is about making the most of the strengths and comparative advantages of the southern region. It is also about recognising and supporting those sectors of the economy, such as retail, hospitality and other services that play such a major role in the employment, vibrancy and liveability of the region and its communities.

There are many opportunities for growth and development This is a challenging time for regional Australia. Around the in the south. For example, it is a hub of academic and world, national and regional economies are experiencing scientific excellence as the home of the University of structural adjustment, resulting from uncertainty in global Tasmania, the Menzies Research Centre, the CSIRO and the markets. Australia’s strong currency is the major reason for Australian Antarctic Division. The south is also home to the the contraction of export markets. A high Australian dollar world renowned Museum of Old and New Art (MONA) means our exporters – farmers, miners, tourism operators, and the Tasmanian Museum and Art Gallery (TMAG). manufacturers and education providers – become less is fortunate to be located on a deep water harbour competitive on the world stage. with a working port.

Tasmania is not immune from this. Our three regions are Tasmania has three distinct and diverse regional economies, in transition. The government knows the pressures this each with its own unique advantages. What is clear in all has brought to bear on both the business sector and the that we do is that Tasmania’s brand is fundamental to our communities involved. future economic prosperity. That is why the Tasmanian Change is not always easy, but sometimes it is necessary. Government is funding the Brand Tasmania Council to continue its work as the custodian and champion of the In 2011, in order to guide us through this transitional Tasmanian Brand. phase, the Tasmanian Government launched its Economic Development Plan 1 for the next 10 years and beyond. It is also clear that each region needs to move forward. The This state-wide Plan is about improving the prosperity new opportunities identified may well result in the regional of all Tasmanians through implementing a program of economy being one that is quite different from the one that development that is economically sound, and socially and exists now or has existed previously. To do this, government environmentally sustainable. will work in partnership with regional communities to develop local leaders, to help lead the way. The government is embracing a partnership approach with industry whereby all three levels of government – I look forward to working with you to meet that challenge Australian, Tasmanian and Local – have aligned priorities and I have pleasure in commending to you this Southern and strategies to grow and support our regional economies Regional Economic Development Plan. and communities. David O’Byrne Importantly, the Economic Development Plan signalled the Minister for Economic Development development of three regional economic development plans to coordinate government actions and build resilient regional economies, through diversification. TheSouthern Regional Economic Development Plan provides a timely opportunity to reflect on where the region has been, where it is now, and where it could go. 1 www.development.tas.gov.au/edp, as at 1 November 2012

Overview of the Regional Economic Development Plan: Southern Tasmania 1 MESSAGE FROM THE CHAIR SOUTHERN REGIONAL REFERENCE GROUP

The Southern Regional Reference Group provides strategic advice on regional development issues to the Tasmanian Minister for Economic Development.

Members of the reference group have worked hard, engaged in productive debate about the region’s future, and listened deeply to community members. They have played an important role in supporting community consultation for a partnership approach to economic development that has been outlined in the Memorandum of Understanding for Left to right: Mike Paine, Frances Bender, Rob Pennicott, Elaine Stratford, John Paton, Nick Heath, Jen Newman, David Wise, Rob Wooding, John Brennan Place-based Investment, signed by the Premier of Tasmania Absent: John Gilbert, Steve Gunn, Geoff Hazell, David Hunn, Jeremy Kouw, Tom and the Prime Minister on 26 August 2011. Lewis, Roz Madsen, John Ramsay Southern Tasmania is a remarkable region of a remarkable island-state. It boasts some of the most beautiful places on Earth: rugged wilderness, breathtaking coasts, pastoral scenery of real bounty, and heritage cityscapes like nowhere else. Liveability is a term that typifies its capital city, suburbs, hinterlands and many rural settlements. These domains are populated by people skilled in trades, services and more; a people deeply committed and attached to their communities of place and communities of interest.

2 Overview of the Regional Economic Development Plan: Southern Tasmania Southern Tasmanians seek a dignified, peaceable and Our collective focus on creating prosperity and our prosperous way of life, characterised by resilience in the strategy of place-based investment will bring major face of inevitable change. We understand that this way of dividends to the region in the form of new infrastructure; life is not a destination – not a place we will reach sometime a newly invigorated planning system; and business-enabling in the future. This way of life is built every day, by each of us, environments. It is not mere rhetoric to state that these through each of our actions. ventures and the benefits they bring will be informed by a strong sustainable development framework. Indeed, Let us be very deliberate about how we work together: Tasmanians have led the nation in such matters since caring, considered and forward-thinking. the mid-1980s and are known internationally for this commitment to development that meets the needs of the A prosperous way of life amongst southern Tasmanians will present generation without compromising the needs of be the product of our abilities to seize opportunities; show future generations to also enjoy prosperity. vision and optimism; take pride in our achievements to date; and struggle together to continually improve on those Across all sectors of the economy, significant, creative and accomplishments. truly exciting work is being done to boost growth within sustainable parameters and to share that growth in ways We know we need to be more adaptable, more flexible, that also benefit those in need. inventive. Demonstrating capacities to diversify and innovate will be chief among the skills we bring to bear to create More work is needed, always – and day by day. The Southern prosperity, day by day. Diversification and innovation Regional Economic Development Plan seeks to make a robust themselves depend upon place-based investment – the and substantive contribution to this task. clear, targeted and careful outlay of fiscal and human resources in this place, our region. Elaine Stratford Chair, Southern Regional Reference Group

Overview of the Regional Economic Development Plan: Southern Tasmania 3 ABOUT THIS PLAN

When the Minister for Economic Development launched The Southern Regional Economic Development Plan consists the Tasmanian Economic Development Plan in August 2011, of the following three parts: he signalled the development of three regional plans, to make the state-wide plan relevant and applicable at 1. The key assets of and opportunities for the the community level. This Southern Regional Economic region, leading to a regional economic, social and Development Plan is one of those three. It is a state environmental context that describes the people and government plan that provides a framework at the regional places that make up the region, and its performance. level to determine economic development strategic 2. A vision, followed by: priorities and to coordinate their implementation across government. The Southern Regional Economic Development a) Current actions that are already planned, Plan has a 10 year Vision, just like the state-wide Economic committed and funded. These are organised Development Plan from which it is derived. under the four Goals of the Economic Development Plan. Further organisation occurs under the lever There are several characteristics of this regional economic headings above. development plan: b) Suggested actions that will be evaluated, prioritised and, where appropriate, implemented • To develop it, a whole-of-government approach was by government. adopted, drawing on economic development programs, initiatives and actions being undertaken in Tasmania and, 3. Sectoral profiles for each of the priority industry in particular, in the southern region, by the three levels sectors that are the focus of the Plan. These profiles of government. provide a snapshot of those sectors within the region and outline the constraints acting to hinder the • The Plan acknowledges that community development growth of each sector, as well as the opportunities for is an important part of contemporary economic accelerating their growth on a regional level. development. This Overview has also been developed, to provide • The Plan’s development has involved a high level of a high-level synopsis of the Plan. All parts of the Plan, collaboration and consultation – across government, including this Overview, are available online at with communities across the region, and with industry at www.development.tas.gov.au. peak body and individual enterprise levels. • It is underpinned by the notion of partnership, with many of the actions in the Plan being undertaken in How the Plan was developed collaboration with other stakeholders. A great deal of collaboration underpinned the development of this Plan. From the outset, liaison • It has a high level of accountability and transparency. occurred with relevant state and federal government • The Plan will be a dynamic document and will be agencies, as well as regional development bodies and local reviewed and updated every two years. councils. Documents sourced from these organisations formed the basis of the Plan and contributed many of the The levers that government can influence to facilitate actions that make up the Plan. Meetings with businesses economic development are: and governments at all levels confirmed data gleaned • Infrastructure from the Australian Bureau of Statistics – and where those data were unavailable, modelling of the data was • Skills out-sourced. • Business enabling environment Additional content came from a comprehensive • Access to finance engagement process, which is outlined immediately • Investment attraction, facilitation and retention below. Ideas and suggested actions were put forward by members of communities from across the region, as • Trade promotion, branding and marketing well as members of the business community and from • Business development services government agencies. • Facilitation, information exchange and collaboration.

4 Overview of the Regional Economic Development Plan: Southern Tasmania How and with whom engagement Sector level engagement occurred From an early stage in the development of this Plan, A crucial part of the development of this Plan has been a engagement occurred with individual enterprises as well as commitment to engage with a broad range of stakeholders, with regional and state-wide industry peak bodies about to gain input, commitment and buy-in. This collaboration development of its sectoral profiles. In particular, regular and engagement of stakeholders has occurred at the whole- input was sought from Industry Advisory Committees, of-economy, regional, community and sectoral levels. the key groups that inform the strategic development and sustainable growth of the Tasmanian economy, on development of key strategies contained in the sectoral Whole-of-economy level engagement profiles. Whole-of-economy external stakeholder engagement included meetings with representatives of Tasmania’s state How reporting will occur, to whom and and regional peak organisations, Tasmanian and Australian Government agencies and local Councils, and industry how often bodies. • Reports on the implementation status of significant projects of the Economic Development Plan are provided quarterly to the Heads of Agency Economic Regional level engagement Development Plan Sub-Committee and subsequently In October 2011, the Minister for Economic Development to the Economic Development Plan Sub-Committee of established three regional reference groups to provide Cabinet for endorsement. advice to the Minister for Economic Development • A report of the progress of the Economic Development and input into the regional plans and other regional Plan is being released mid November 2012. economic development matters. Those Groups consist of representatives from all levels of government, together with • Annual reports on achievements from the business and community leaders. The Southern Regional implementation of the Southern Regional Economic Reference Group has met on a regular basis and has worked Development Plan will be provided to the Southern actively to assist in the development of this Plan. Regional Reference Group and regional communities.

Community engagement How the Plan will be reviewed and evaluated In March and April, community conversations were held across the region to provide community members with • Every two years, Economic Development Plan projects an opportunity to describe the future community they will be reviewed to assess their effectiveness and wanted, as part of the southern region. The conversations contribution to the goals of the Economic Development also enabled members of the community to tell their own Plan. The first review will be undertaken in Q4 2012- stories of economic success and to identify the factors that 13 to align with the budget cycle. An updated Economic are critical to success. These communities were revisited in Development Plan and three updated Regional Economic August to inform them of the outcomes of the consultation Development Plans will be released in Q1 2013-14. process. As well, participants were invited to provide • At mid-term (five years) an external evaluation will feedback on current and suggested actions for the Plan. determine the contribution of the strategies and projects to the goals and purpose of the Economic Development Plan. • At full-term (10 years), an external impact assessment of the effectiveness of the strategies in realising the Economic Development Plan’s goals and contribution to its purpose will be undertaken.

Overview of the Regional Economic Development Plan: Southern Tasmania 5 6 Overview of the Regional Economic Development Plan: Southern Tasmania VISION

By 2021, all those living in southern Tasmania will enjoy a standard of living and quality of life that: • are founded on prosperity, well- being and self-reliance • reflect the value of our natural, social and cultural environs • respect the places in which we live and resources on which we depend • enhance the lives of generations to follow 2.

2 This Vision for the region was developed by members of the Southern Regional Reference Group, based on input from community conversations held earlier in 2012 in the region. As well, members took into account other relevant visions that had been adopted by stakeholder organisations.

Overview of the Regional Economic Development Plan: Southern Tasmania 7 KEY ASSETS OF THE SOUTHERN REGION

Southern Tasmania is a diverse area, environmentally, with less than four hours’ drive from Burnie and the northwest an abundance of natural resources. The region possesses region, and is a 70 minute flight from Melbourne and a significant mountainous areas, extensive forests and pristine 80 minute flight from Sydney. beaches and coastline, all of which underpin a strong environmental reputation that is a draw-card for tourists, Hobart is the centre for state government services, with investors and migrants. the majority of state government departments’ head offices situated in the central business district. Hobart is also the The region has a mix of productive agricultural land, seat of the Tasmanian Parliament. abundant clean, fresh water and a temperate climate. It has considerable renewable energy resources, principally All industry sectors identified in theEconomic Development hydro power. Plan contribute to the southern region’s productivity. There are industrial precincts across the region substantial In 2011, the population of southern Tasmania was 253 666 in both size and significance, among them the Brighton or 49 per cent of the total population of Tasmania, with a transport hub and the Prince of Wales Bay precinct. growth rate of 0.79 per cent in 2010-11 3. Agriculture is productive and expanding in the region, and that productivity is underpinned by new irrigation schemes. Settlement within the region is heavily focussed on the The region is benefitting from early roll-outs of the National metropolitan area of Greater Hobart, the state and regional Broadband Network (NBN) 4. capital, which accounts for nearly 86 per cent of the region’s population. The remainder of the population is focused The southern region boasts a substantial service sector in smaller settlements across coastal areas in the east and that includes major health, medical, education and research south, agricultural and highlands districts to the north, and facilities and services. There are four major public and the lower-middle Derwent Valley to the west. The two private hospitals and a host of professional medical and largest settlements outside Greater Hobart are Huonville associated services available. The region features significant and New Norfolk, which are set within more traditional education and research facilities such as the main campus of rural landscapes. the University of Tasmania, the Menzies Research Centre, the CSIRO, and the Australian Antarctic Division. Hobart features key regional infrastructure facilities and is the main arterial gateway for air travel, cruise ships and the Antarctic. Hobart International Airport carries the 3 Tasmanian Government, Tasmania Economic Profile, http://www.economicprofile. state’s largest volumes of passengers and tourists, and offers com.au/tasmania, as at 1 November 2012 substantial freight handling capacity. Hobart is less than 4 http://www.nbnco.com.au/rollout/rollout-map.html?icid=pub:hme:rollout:hro:img, two and a half hours’ drive from Launceston in the north, as at 1 November 2012

8 Overview of the Regional Economic Development Plan: Southern Tasmania REGIONAL OPPORTUNITIES

The southern region is crucial to the Tasmanian economy, mill in the northern region or not, either eventuality will as it is the largest region in terms of land area, population, have an effect on forestry in the southern region. The employment activity, number of businesses, government development of a pulp mill may still proceed if permits services, retail, professional services, education, arts and transfer to a new buyer. If the pulp mill does not proceed, cultural activity, major events, recreation and tourism the challenge will be for government and industry to work attractions, and aviation services. together to identify an agreed way forward to extract the maximum value from the available resource in a sustainable Key industry sectors include advanced manufacturing, manner. international education, Antarctic and Southern Ocean, and science and research. Globally competitive manufacturers Key infrastructure projects will provide opportunities such as Nyrstar zinc, Norske Skog newsprint, fast to maximise economic growth. Among such projects ferries and Cadbury chocolates are located within close are the Brighton transport hub, and other road and proximity of Hobart. Broad-acre farming, fruit, wine and rail developments. Efficient and effective movement of horticultural industries provide opportunities for investment products to interstate and overseas markets is of central and growth, particularly with the development of major importance to the southern region and will impact directly irrigation projects. The region’s aquaculture industry is upon the willingness of investors to commit to projects. renowned nationally for its salmon production and is well recognised for its abalone, rock lobster and oysters. Planning system reforms are key to economic development. A greater emphasis on regional planning is expected to Hobart has a rich arts and cultural offering that includes improve certainty for investment with planning schemes the new Museum of Old and New Art (MONA) and the that are more consistent and based on contemporary Tasmanian Museum and Art Gallery (TMAG). Salamanca regional land use strategies. Place is home to artists, galleries, craft shops and the famous Salamanca Market, and there is a varied and vibrant A strong regional skills base is core to prosperity in the calendar of festivals and events held throughout the region. south, and will be founded on high quality education and The Wooden Boat Festival, Festival of Voices and Taste of training experiences and facilities from school to the Tasmania are just some of the wide range of attractions on vocational education and training sector, higher education offer year-round. These, in addition to the region’s draw- and other forms of adult education. The Tasmanian cards of its naturally attractive accessible environment Government will implement a skills strategy and provide and historic heritage features such as Port Arthur, create business development skills programs to meet industry opportunities for the tourism industry. needs. This will involve working with businesses to identify and provide the training to innovate, develop and deliver It is anticipated that there will be growth opportunities products to local, regional, national and international in new and emerging applications following the rollout of markets. the NBN, with Tasmania being the first state to have full coverage by 2016. The NBN will offer a consistent, reliable Traditional and emerging industry sectors have the service and, as such, will promote business application opportunity to produce goods with a higher value-added development for the SME market. Tasmania as a first component and to work within niche rather than mass starter and as a small market can benefit from test bedding markets. Both will take advantage of key enablers, including and exploring opportunities for the development of new information technology and advanced production systems, applications. and these will be provided by forming new partnerships and linking into global supply chains, particularly through Asia. Forestry is a considerable asset resource in the southern region. The available resource, and the form from which The south will continue to be a region offering value is extracted from that resource, is undergoing opportunities for Tasmanians, other Australians and transformation and the agreed model will emerge in the overseas visitors to experience premier tourism, sport, future. Whilst it is not clear whether there will be a pulp recreation and arts events.

Overview of the Regional Economic Development Plan: Southern Tasmania 9 GOAL ONE To support and grow businesses in the southern region

The Southern Regional Economic Development Plan seeks to environment where entrepreneurship will be encouraged maximise the contribution to economic growth and jobs and supported in industry and within the education system, through the growth of sustainable businesses in southern in the expectation of providing a significant source of new Tasmania. employment opportunities in the region.

Goal One focuses on making the region a great place to do Freight is an essential element of Tasmanian economic business. The actions listed in this Goal are supplemented activity. Tasmania’s island status causes it to rely heavily on by specific sectoral actions detailed in Goal Two. sea freight and the port system. Freight costs have been impacted in recent times by a variety of factors including the Industry has identified a range of opportunities to grow high Australian dollar, new interstate port fees and changes business in the region, working collaboratively with in international shipping, including a move to larger vessels government. The economic success of the southern region and high-volume ‘hub and spoke’ international shipping will hinge largely on the capacity to stimulate the emergence arrangements. These factors have caused unavoidable of new businesses, help existing businesses grow, and cost rises for Tasmania. The Tasmanian Government has nurture the development of new sectors. The Economic prioritised the transport and logistics system as an area of Development Plan identifies several key priorities for business ongoing focus and has argued successfully for the retention 5 to support this growth : of the Tasmanian Freight Equalisation Scheme (TFES) and other freight support programs that assist Tasmanian • improved infrastructure businesses to combat freight costs wherever possible. • access to skilled staff capable of high quality work6 As well, the Tasmanian Government will improve the • improved communications across business, community business operating environment by enabling better and government practices for engaging with government, particularly • a business-enabling environment through new initiatives such as Business Tasmania which includes the development of smart forms and a review • access to finance and capital. of the compliance burden on business. The government Many of these requirements are well established in the will work with key industries and businesses to enable southern region but there is more work to be done. The better and appropriate access to finance through facilitating Tasmanian Government is implementing an infrastructure and brokering relationships with equity investors and strategy which considers economic development issues commercial finance lenders. when reviewing and prioritising infrastructure activities. Tasmania will be the first state in Australia to benefit from the delivery of greatly enhanced digital communication Actions capacity through the rollout of the NBN to all businesses The following diagram illustrates the actions currently and homes. being undertaken by the Australian, Tasmanian and Local Governments to support and grow business in Workforce plans for key industries will be implemented to the southern region. These actions are already planned, provide business development skills programs to address committed and funded. Annual reports on achievements current and future needs of industry. This will be done by from the implementation of the Southern Regional Economic working with industry and regional bodies to identify and Development Plan will be provided to the Southern Regional deliver the training and workforce development strategies Reference Group and regional communities. required to innovate, develop and deliver products and services to the global economy. The diagram also includes suggested actions. These will be evaluated, prioritised and, where appropriate, implemented Industry sectors such as retail, building and construction, by government. and hospitality employ large numbers of Tasmanians and contribute much to the strength and vibrancy of the regional and state economies. This Plan supports sectors such as these through fostering a business environment 5 http://www.development.tas.gov.au/edp, as at 1 November 2012 6 Tasmanian Chamber of Commerce and Industry, Tasmanian Survey of Business that enables enterprises to flourish and thrive. The Expectations, available at: http://www.tcci.com.au/tcci/index.php?c=58, as at 1 government will assist in the creation of a business November 2012

10 Overview of the Regional Economic Development Plan: Southern Tasmania Actions CURRENT ACTIONS SUGGESTED ACTIONS Develop regional infrastructure Complete the Project Undertake upgrades of priority roads in the region Complete the Brighton Transport Hub Undertake student housing and other campus developments at UTAS to support growth in student numbers Progress the projects under the Community Roads Program in the region Identify tourism infrastructure needs including signage for specific sites Implement planned rail network improvements across the region Investigate the opportunity for a Derwent River passenger ferry service Create a Cruise and Antarctic facility at Macquarie No 2 Shed Investigate future irrigation opportunities Develop the Midland and South East Irrigation Projects Redevelop Macquarie No. 1 Shed Develop a state-wide controlled waste facility at Copping for industries to meet best practice in environmental waste Investigate the completion of the sealing of the Lakes management To and grow support businesses in the southern region Remediate Macquarie Point for redevelopment Investigate long-term infrastructure requirements for Derwent River crossing at Hobart Extend and upgrade Southern Water and Sewerage infrastructure Prepare development plans for the Bagdad bypass Continue the NBN infrastructure rollout across the region Prepare development plans for the replacement of the Bridgewater bridge Build the SenseT sensor network 7 Support the redevelopment of the Brooke Street pier passenger ferry terminal Develop regional skills Implement the Skills for Work program Support further upskilling and training in areas of value adding opportunities Continue the implementation of the Trade Training Centres in Schools program Review UTAS industry identified training products required for the region Improve literacy and numeracy skills through Raising the Bar – Closing the Gap program Investigate new programs to develop business management skills for business operators Rollout the Skilling Small Business for Growth program Investigate extending the Industry Engagement with Schools pilot program to the region Create the new TasTAFE Conduct a study into options for improving retention rates for post Grade 10 students Utilise the National Workforce Development Fund and Tasmanian skills programs Facilitate joint state and local government regional training plans Goal One Undertake the Manufacturing Skills Excellence Network Pilot program Advocate the ABS for development of sub-regional analysis of Census data Implement the Tasmanian Hospitality Industry Skills Plan Support the establishment of a Centre of Excellence in Hospitality Offer the MBA (Professional) in Agricultural Innovation through UTAS Promote and facilitate industry uptake of accredited training under national and state workforce development programs and other competitive funding Deliver the Digital Ready program Facilitate regional workforce planning, engaging with industry, community and government Attract more students to study at the UTAS southern campus Improve the business enabling environment Implement the major reforms to the Tasmanian planning system Extend and leverage Business Tasmania Implement the Business Tasmania portal Continue to increase enterprise efficiencies and the value of products and services through leveraging the Compliance Burden Review Undertake a Compliance Burden Review Investigate the potential of government procurement to be a driver for innovation Initiate the SmartForms project Assist industry to develop commercially focussed research and development projects Attract new private investment for strategically significant enterprises throughInvest Tasmania Leverage early utilisation of NBN infrastructure Continue collaboration between state and local government through established mechanisms Support the development of a Regional Business Database Develop a Settlement/Activity Centre Classification Align regional planning initiatives with the Southern Tasmania Regional Land Use Strategy Assist business to take full advantage of the Tasmanian Freight Equalisation Scheme Deliver the Meet the Buyers expo Enable access to finance Work with financial institutions and financiers to facilitate suitable finance models for business Facilitate investigation of alternative financing models for priority sectors Assist enterprises in critical situations with reskilling, employment, redundancies and financial assessment options Assist businesses to grow through the Tasmanian Government Innovation and Investment Fund Deliver business development services Support new and emerging businesses through the implementation of programs such as the Business Ready Program, Small Review and update topic areas for the Business Ready program Business Connect forums, Tasmanian Small Business Advisory Network, Mentor Services Tasmania, Enterprise Centres Tasmania, Review effectiveness of business development services to inform decisions on continuation, expansion or the Growing Business program and the NBN4Business program redirection of funding a10 Overview7 Part fundedof the byRegional the Australian Economic Government Development through Plan: the Tasmanian Southern Forests Tasmania Intergovernmental Agreement (TFA) Overview of the Regional Economic Development Plan: Southern Tasmania a10 Overview of the Regional Economic Development Plan: Southern Tasmania 11 GOAL TWO To maximise economic potential in key sectors in the southern region

Whilst the actions in this section supplement and • Forestry and related products complement the focus on supporting and growing • International education businesses under Goal One, this Goal of the Southern Regional Economic Development Plan is about making the • Science research most of the southern region’s competitive advantages. • Tourism. To do this, the focus for this Goal is on priority trade and The success of the Southern Regional Economic Development investment sectors within the region. The choice of those Plan to achieve growth in these sectors will depend on its sectors is guided by factors such as: capacity to:

• whether the sector currently trades off-island, or has • leverage economic activity in the region from regional the potential to do so centres • potential of the sector to attract investment that will • attract and support a diversity of investment have wide economic benefit • build tourism capacity and capability • the comparative strengths and opportunities present within the economy and whether there is market • successfully promote and market the region’s products driven growth potential and its many natural and lifestyle advantages. • whether there are strong skills and experience within the sector’s community Actions • the degree to which the sector relies on or contributes The following diagram illustrates the actions currently to the crucial positioning and integrity of Tasmania’s being undertaken by the Australian, Tasmanian and Local brand Governments to maximise the southern region’s economic potential in key sectors. These actions are already planned, • where the economy as a whole is most likely to benefit committed and funded. Annual reports on achievements from focused government attention to a sector. from the implementation of the Southern Regional Economic The priority sectors in the southern region have significant Development Plan will be provided to the Southern Regional flow-on effects into the major employment sectors such Reference Group and regional communities. as the retail and service sectors. Those priority sectors and The diagram also includes suggested actions. These will be subsectors are: evaluated, prioritised and, where appropriate, implemented • Advanced manufacturing by government. • Antarctic and Southern Ocean • Food and agriculture ◦◦ Fruit and vegetables ◦◦ Poppy ◦◦ Salmonid ◦◦ Wine

12 Overview of the Regional Economic Development Plan: Southern Tasmania Actions CURRENT ACTIONS SUGGESTED ACTIONS COMMON ACTIONS ACROSS SECTORS Continue to support and strengthen Brand Tasmania Facilitate the identification of waste management solutions for key sectors Facilitate the establishment and maintenance of sectoral collaborative networks and clusters Facilitate industry uptake of accredited training under national and state workforce development programs Establish an industry-led Tasmanian Freight Logistics Coordination Team Promote and facilitate industry involvement in workforce planning and development networks

Leverage applications of the SenseT sensor network 8 To maximise economic potential in key sectors in the southern region INDUSTRY SPECIFIC ACTIONS Food and agriculture Assist the Tasmanian Farmers and Graziers Association to develop the Tasmanian Agricultural Industry Strategic Plan Investigate a vineyard expansion assistance program for existing producers Maintain and enhance biosecurity controls Develop a workforce development plan in conjunction with Wine Tasmania Complete regional irrigation infrastructure development through Tasmanian Irrigation Investigate and facilitate diversification, including new crop and value-adding opportunities, e.g. berries and stone fruit Continue to provide research, development, extension and education through the Tasmanian Institute of Agriculture Map the food value chain in the region Implement Industry Workforce Plans, particularly the Agriculture Industry Skills Plan Work with Enterprise Connect to undertake a ‘mapping the connections’ project for a food processing cluster Undertake an investment attraction program through national and international wine industry events Facilitate visits of potential new food and agriculture investors Implement the Taste Tasmania campaign Work with industry and potential partners such as UTAS and CSIRO to investigate salmonid investment attraction Purchase, construct and commission a soft fruit chilling and snap freezing facility in the Derwent Valley 9 Work with poppy industry processors and growers to develop an agreed growth strategy Undertake a freshwater salmon bathing project in the D’Entrecasteaux Channel 10 Support UTAS to undertake research into climatically suitable sites to expand wine production 11 Advanced manufacturing Goal Two Continue to support advanced manufacturing through the Tasmanian Defence Initiative Undertake a ‘mapping the connections’ project through Enterprise Connect for a manufacturing cluster Support industry through import replacement and participation in major projects utilising the Industry Capability Network Encourage targeted companies to participate in the Lean Action Learning program Antarctic and southern ocean Leverage Tasmania’s existing maritime and polar capacity to win additional business with other key nations Work closely with the Australian Government, TasPorts and stakeholders to support key infrastructure Implement the Antarctic Sector Development Plan developments Redevelop Macquarie No. 2 shed Forestry and related products Undertake a scoping study for a collaborative business model for Tasmanian regional sawmillers 12 Undertake a timber products value-add and off-island markets project through Enterprise Connect Identify opportunities for the production of high end, value-added wood products and by-products International education In conjunction with UTAS develop a strategy for attaining 8 000 international student enrolments by 2018 Develop and implement a familiarisation program for international education agents Support the Tasmanian International Education Round Table Fund a China representative to promote Tasmanian education products and services Science research Implement Tasmania's Science Research Capability Plan Attract further investment in Tasmania’s e-research capability Support a bid by UTAS to establish a new Resilient Regions Cooperative Research Centre Investigate the feasibility of establishing a Centre for Remote Antarctic and Maritime Medicine Facilitate collaboration between key sector stakeholders, including UTAS, CSIRO, IMAS, DSTO and AAD Facilitate the establishment of a regional international centre of excellence for climate change research Tourism Assist southern tourism operators through the Southern Tasmanian Regional Tourism Organisation Improve the efficiency of the Hobart Visitor Information Centre Upgrade the Maria Island jetty and undertake a feasibility study into ecotourism opportunities on Maria Island 13 Leverage the benefits of the investment inDark MOFO Undertake a feasibility study for a walking track from Mt Wellington to the Western Tasmania World Heritage Areas 14 Conduct a feasibility study for a regional whisky distillery tour route Develop the Three Capes Track Identify pathways through education and training that can be used to encourage the uptake of hospitality as a career Implement the Arts Tourism Strategy, including the use of the smartmap tasmania website Further develop heritage tourism and the Convict Story marketing strategies Implement the Tasmanian Hospitality Industry Strategic Plan and industry workforce plan Further develop enterprise digital enablement, regional content and digital assets Stimulate growth through the Australian Government’s Tourism Industry Regional Development Fund and T-QUAL Grants

8 Funded by the Australian Government through the Tasmanian Forests Intergovernmental Agreement (TFA) 9 to 14 ibid a12 Overview10 of the Regional Economic Development Plan: Southern Tasmania Overview of the Regional Economic Development Plan: Southern Tasmania b12 11 12 13 14 Overview of the Regional Economic Development Plan: Southern Tasmania 13 GOAL THREE To improve the social and environmental sustainability of the economy in the southern region

Goal Three of the Southern Regional Economic By 2021 the region aims to become economically secure, Development Plan focuses on improving prosperity through socially sustainable and environmentally sustainable by: successful economic development that recognises the interdependence of economic, social and environmental • fostering community participation in decision-making well-being, and concentrates on equity and fairness. and implementation, and developing collaborative networks within communities This is sometimes referred to as a triple bottom-line • developing a sustainable livelihood for the most approach and helps build resilient regional economies disadvantaged people in the community and building that attract people to live, work, study, visit and invest in community-based assets and social enterprises in order the region. “High levels of social inclusion are correlated to achieve greater social inclusion with high levels of productivity, economic growth and sustainability” 15. Economic development contributes to • developing a sustainable environment by assisting enhanced levels of social sustainability and social inclusion businesses, industries and communities to reduce their by creating employment and improving participation rates environmental footprint and implement best practice and skills, all of which help reduce poverty and inequality. waste management solutions Different forms of work – both paid and voluntary – • recognising the value of natural ecosystems to both enable community members to gain much fulfilment our well-being and that of the regional economy and and satisfaction. promoting the worth of environmental sustainability. By means of labour market programs and skills development programs, the Australian Government Actions makes the major contribution to increasing workforce participation and improving skills levels. The Tasmanian The following diagram illustrates the actions currently Government’s complementary activity includes the being undertaken by the Australian, Tasmanian and Local Tasmanian Adult Literacy Action Plan furnishing young Governments to improve the social and environmental people and adults with opportunities to develop literacy sustainability of the southern region. These actions are skills to fully participate in family life, the community, already planned, committed and funded. Annual reports learning and employment. on achievements from the implementation of the Southern Regional Economic Development Plan will be provided to The Tasmanian Government has drawn on information the Southern Regional Reference Group and regional from the Tasmanian Wedges Report and advice of the communities. Tasmanian Climate Action Council (TCAC) to develop an action plan aimed at helping reduce Tasmania’s carbon The diagram also includes suggested actions. These will be emissions and supporting the Tasmanian community, evaluated, prioritised and, where appropriate, implemented including businesses dealing with the cost of living increases. by government. The government also seeks to capture new economic opportunities in areas such as renewable energy and energy efficiency services 16.

Business can benefit from sustainability strategies through 15 Adams, D., A Social Inclusion Strategy for Tasmania, 2009, Social Inclusion creating new products, attracting high-end customers, Commissioner, Social Inclusion Unit, Department of Premier and Cabinet making the most of increased investment opportunities, 16 Tasmanian Action Plan to Reduce Emissions, Tasmanian Climate Change Office, DPAC, (2012) reducing energy costs, increasing water conservation, and http://www.dpac.tas.gov.au/divisions/climatechange/what_the_government_is_ attracting and retaining committed staff. doing/tasmanias_action_plan_to_reduce_emissions, as at 1 November 2012

14 Overview of the Regional Economic Development Plan: Southern Tasmania Actions To improve the social and environmental sustainability of the economy in the southern region CURRENT ACTIONS SUGGESTED ACTIONS Improve social sustainability Assist small businesses through the Micro Business Loan Fund Develop and implement a skills development program for social enterprises Offer a Social Enterprise Loan Fund Support volunteering through the Pathway Toward Employment program Promote the Community-Placed Social Enterprises program Leverage existing programs to support social enterprise development Facilitate the Social Enterprise Capacity Building program Identify opportunities to support service providers working with unemployed families Facilitate the Tasmanian Social Enterprise Network Implement skills development initiatives – the Tasmanian Adult Literacy Action Plan Support the Sirolli Enterprise Facilitation project in the Huon Promote opportunities for adult literacy and numeracy initiatives and projects through the Adult Literacy Investment Fund and the Australian Government’s Workplace English Language and Literacy program Develop and offer training in theSocial Entrepreneur e-kit Promote the Settlement Grants program Implement the Jobs for Life pilot program Improve environmental sustainability Facilitate access to funds via the Australian Renewable Energy Agency Facilitate the development of new industries around the region’s renewable energy capability Implement the Strategic Emission Reduction Partnerships program Facilitate investigation into the commercial production of biofuels in the region

Facilitate loans to eligible businesses through the Renewable Energy Loans Scheme Leverage new funding opportunities through the Australian Renewable Energy Agency Goal Three Promote the Business and Environmental Sustainability program Promote the Clean Technology suite of programs Promote the Climate Connect program Support the Community Energy Efficiency Program for local government Promote and implement the Low Income Energy Efficiency Program Promote and implement the Home Energy Saver Scheme Develop a state-wide controlled waste facility at Copping to enable residents and industry to meet best practice in environmental waste management

a14 Overview of the Regional Economic Development Plan: Southern Tasmania Overview of the Regional Economic Development Plan: Southern Tasmania b14 Overview of the Regional Economic Development Plan: Southern Tasmania 15 GOAL FOUR To support and grow communities in the southern region

Goal Four of the Southern Regional Economic Development • improving our economic infrastructure Plan focuses on the importance of place and communities • supporting our productive resources across the southern region. This means working across all levels of government – Australian, Tasmanian and • increasing responsiveness to our natural environment Local – to achieve economic outcomes that promote local • improving management of our water resources solutions. • supporting strong and healthy communities. Sustainable economic development is an essential element of liveable regional and local communities, and vice versa. The Australian Government is also pursuing a strategic Economic opportunities create the basis for population approach to regional development. This approach expects growth which itself is an economic stimulus to industry all three tiers of government to work together with local sectors such as retail and construction and which assists communities to find solutions for economic development in defraying the costs of infrastructure development to achieve a more resilient and diverse economic base. equitably. The combination of this region’s economic These solutions need to build on local assets and promote opportunities and liveability advantages make it a place that collaborative partnerships. attracts and retains people to live and work. Southern Tasmania provides attractive places in which The Tasmanian Government can support sustainable to live, work, study and invest. Decentralisation and the growth in regional communities through facilitating existence of many settlements can be key assets arising regional economic development plans that integrate the from historical development patterns; equally they present three tiers of government in the planning and delivery of a challenge and require that populations in these centres infrastructure and other services. We need to make sure work together to maximise the efficiency and effectiveness that we tailor our land use, infrastructure and businesses of complementary community services. to make the most of our opportunities and that they are Liveability is recognised worldwide as an element of place investment-ready. that has important influence on the economic growth and The Tasmanian Government is committed to supporting development of regions. Southern Tasmania’s exceptional the southern regional community through: natural heritage, its diverse range of arts and cultural experiences, its lifestyle and its public open spaces help to • developing the regional economy make the region a most liveable place. Promoting these strengths will encourage regional economic growth and • boosting communities within the region development. • developing and implementing regional planning and land use strategies Actions • developing and implementing regional workforce plans The following diagram illustrates the actions currently • promoting and maximising the region’s liveability being undertaken by the Australian, Tasmanian and Local advantages. Governments to support and grow communities in the As a key stakeholder in regional communities, local southern region. These actions are already planned, government will play an important part in this process. committed and funded. Annual reports on achievements The twelve southern Councils have identified their regional from the implementation of the Southern Regional Economic development priorities, in the Southern Tasmania Region Development Plan will be provided to the Southern Regional Land Use Strategy 17. These are: Reference Group and regional communities.

• adopting a more integrated approach to planning and The diagram also includes suggested actions. These will be infrastructure evaluated, prioritised and, where appropriate, implemented by government. • holistically managing residential growth

• creating a network of vibrant and attractive activity 17 http://www.planning.tas.gov.au/the_planning_system/regional_planning, centres as at 1 November 2012

16 Overview of the Regional Economic Development Plan: Southern Tasmania Actions CURRENT ACTIONS SUGGESTED ACTIONS Develop a planning environment that supports and grows communities Develop and implement new planning schemes consistent with the Southern Tasmania Regional Land Use Strategy Identify strategic projects that align with the objectives of the Southern Tasmania Regional Land Use Strategy 2010-2035 2010-2035 Implement the Planning Schemes Online Project Update the Industrial Sites Overview for investment attraction Implement the Capital City Plan Support redevelopment of the Hobart Showgrounds to a multipurpose community event precinct Support the continued redevelopment of Kangaroo Bay into a mixed use commercial and community precinct Develop a Southern Tasmanian Industrial Land Strategy To and grow support communities in the southern region Facilitate continued collaborative transport planning Develop an East Coast Marine Infrastructure Strategy Develop the Southern Midlands Council Land Use Strategy Develop a Local Area Plan for Brighton Town Centre Develop the Central Kingston Planning Project Develop a Specific Area Plan for Lake Meadowbank Create a liveability advantage Continue to support and strengthen Brand Tasmania across the live, work, study, trade and invest dimensions Progress a proposal for a digital epicentre to support and grow creative industries Implement the Retirement Living Project Prepare a passenger transport plan for regional communities to improve connectivity for residents in remote and isolated settlements Implement the Liveable Places Development Program, to focus on ways to attract investment in retirement living, Continue the redevelopment of the Tasmanian Museum and Art Gallery (TMAG) Goal Four particularly in regional communities Implement regional Sport and Recreation initiatives Facilitate the transfer of the findings of the Dorset aged care study into the southern region Support regional events through Events Tasmania Leverage early roll-out of the NBN to increase connectivity between people and communities Undertake regular Community Conversations Support UTAS in developing an Academy of Creative Industries and Performing Arts (ACIPA) in Hobart 18 Develop communities through regional investment Promote the Australian Government’s Regional Development Australia Fund Facilitate the development of Community Wellbeing Networks to identify resources required to support growth in regional arts, sports, recreation and culture Redevelop Aboriginal education, exhibition, school programs and public programs at the Tasmanian Museum and Art Gallery Establish a Corporates4Communities program to match volunteers from businesses with community (TMAG) organisations Develop and implement a regional economic development plan online portal Expand the Tasmanian Leaders Program to develop aspiring community leaders identified through the community conversations process, to add value to regional communities and the individual Support and encourage resource sharing in local government Support planned sport and recreational infrastructure to underpin the benefits of sport and recreation to the community including health, civic, productivity, commercial and leisure outcomes Promote property development projects through investment attraction Support the promotion of the Masters’ Games Fund and facilitate sport and recreation grants and national and international sport championships programs Implement the Passenger Transport Innovation Program Support a bid by UTAS to establish a new Resilient Regions Cooperative Research Centre

18 Subject to confirmation of Australian Government funding

a16 Overview of the Regional Economic Development Plan: Southern Tasmania Overview of the Regional Economic Development Plan: Southern Tasmania b16 Overview of the Regional Economic Development Plan: Southern Tasmania 17 FURTHER INFORMATION

Climate Change Office www.dpac.tas.gov.au/divisions/climatechange

Economic Development Plan www.development.tas.gov.au/edp

Infrastructure Strategy www.dier.tas.gov.au/infrastructure2/home

Skills Strategy www.skills.tas.gov.au/skillstas/initiatives/tasskillsstrategy

Social Inclusion Strategy www.dpac.tas.gov.au/divisions/siu/strategy/strategy

DISCLAIMER PHOTO CREDITS The information contained within the Southern Regional Images courtesy of Museum of Old and New Art (MONA), Economic Development Plan: Overview is considered to be Tasmanian Museum and Art Gallery, University of Tasmania, correct at the time of publication. Images used within this Wine Tasmania, Rob Burnett, Chris Crerar, Tim Dub, publication remain the property of the copyright holder. Rick Eaves, Sean Fennessy, Tony Lomas, Cybele Malinowskif, Garry Moore, Geoff Murray, Brent Pearson (Nyrstar), A copy of the Goals can be downloaded from the Sam Rosewarne and The Mercury, Simon de Salis, Economic Development Plan website: Joe Shemesh and Roger T Wong www.development.tas.gov.au/edp

© State of Tasmania November 2012

ISBN: 978-1-921527-22-7 (print)

978-1-921527-23-4 (online)

18 Overview of the Regional Economic Development Plan: Southern Tasmania

Contact

Department of Economic Development, Tourism and the Arts

1800 440 026

22 Elizabeth Street, Hobart TAS 7000

Email: [email protected]

Web: www.development.tas.gov.au