Sunshine Coast Futures Conference Report 2014

An annual gathering of policy, business and community leaders to address the Sunshine Coast regional issues.
Friday 7 November 2014
8:00am - 4:00pm
Innovation Centre, Sippy Downs Drive
University of the Sunshine Coast
TAKING ACTIONAdvancing critical issues of the greater Sunshine
Coast... Business, community, education, and health.
Conference
Summary Report
Sunshine Coast Futures Conference
2014

Sunshine Coast Futures Conference 2014 1
Conference programPast Conferences
Contents
Registration
Welcome to country
Vice-Chancellor welcome
Opening address – Mayor Mark Jamieson
Keynote address – Ed Morrison
Q&A
“What the stats say” – Professor Mike Hefferan
Market intelligence for industry – Economy.id
Morning tea break
Business and investment
Population and community
Market intelligence for investment – Economy.id
Lunch break
Education and training
Health and wellness
Observations from Ed Morrison
Networking
8;00am
8:30am
8:40am
8:55am
9:25am
9:55am
10:10am
10:20am
10:30am
10:50am
11:35am
12:20pm
12:30pm
1:35pm
2:20pm
3:05pm
3:30pm
Dear Delegates,
We proudly bring you the conference
summary of the fifth Sunshine
Coast Futures Conference held on 7
November 2014.
This year’s conference was so rich in
ideas, insights and inspirations that we
thought it would be best captured in
an easy-to-read magazine format. We
hope this magazine acts as a reference
for you, as delegates, and a source
of information to readers wanting
to know more about the thinking
processes and plans of the leaders of
the Greater Sunshine Coast region.
Hopefully we have been able to
represent the speakers’, the panelists’
2010 What Works
Identifying successful
strategies for sustainable
economies and jobs growth in
the ‘second tier’ of Australian
regions.
2011 The Three Ps
Opened a conversation about
Populations, Participation and
Productivity.
2012 Sustainable Villages
Explored the right balance
between identity, community,
business and skills (and hence
education) as a key driver of
long-term prosperity.
2013 The Sunshine Coast
region and its place in
South-East Queensland
An analysis of the Sunshine
Coast and its business
positioning within the
SEQ region.
and the delegates’ words and spirit
in the message we would like to
resonate throughout 2015: ‘Take
Action’.
I would like to express our thanks to
all the authors of the articles within.
All are busy with their day jobs and
their generous contribution to this
publication is much appreciated by
the whole community. Although
content has been edited, every effort
has been made to represent the rich
conversations and delegate
feedback accurately.
Dr Pamela Wardner
Office of Engagement
Strong link between
education and prosperity
USC Vice-Chancellor
Prof Greg Hill
Shaping our future
Sunshine Coast Mayor
Cr Mark Jamieson
Setting the scene
USC Master of Ceremonies
Tracey Goodwin-McDonald
GoSoap Box App &
2013—2014 industry
sector of delegates
Deeper than statistics
Pro Vice-Chancellor
Prof Mike Hefferan
Planning for a bright
future
Ed Morrison
Small business
collaboration
Sunshine Coast Council
Economy.id
The community: A
valuable resource
Profile.id
Education –
more than a sector
A vision for health and
wellbeing
Delegates have their say
Image gallery
Delegate list
3
5
6
7
9
11-13
15-19
20-21
23-26
28-29
31-34
37-40
44-49
50-53
23
37
44
15
Image of Glasshouse Mountains courtesy of Sunshine Coast Destination Limited.

Your time to shine.
usc.edu.au/rise Rise, and shine.
With over 100 programs, and
full-time, part-time or online
study options, you have plenty
of ways to shine at USC.
APPLY TODAY FOR 2015
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2014 is the fifth in the Sunshine Coast
Futures Conference series. Previous
years have centred on specific pieces of
new research but 2014 involved a wider,
discussion approach.
Like all regions, the Sunshine Coast
has its issues but few would question
that it has future potential, practically
without equal anywhere else in Australia.
However, potential is one thing, making
it happen is another. That’s what this
conference is about. It poses the question,
how could we as leaders and professionals
drawn from all parts of our region have a
positive influence on the future?
Firstly, while we understand that a robust,
growing and sustainable economy is vital
to the region’s future, we must make sure
that we take the whole community with
us. Our expert panels address the impacts
of the aging population, healthcare,
education and employment. In those
areas particularly, we must ensure that we
are not leaving behind or marginalising
some members of our community. Unless
there is reasonable equity in income
distribution and resource allocation,
social dislocation may not be far away.
An attractive place to live and to invest is
one that addresses all these criteria.
USC’s experience typifies the challenges
of the Coast and its businesses as a whole
– so let’s consider USC’s international
students. In 2014, they number over a
1,000 and comprise about 12% of total
student load. As we continue to grow,
international students will make very
significant contributions to the regional
community and its economy. Results
of the International student barometer
survey in 2014 show students consider the
Sunshine Coast to be the safest student
destination in the country. They love the
educational experience at USC and the
quality of the teaching. However, students
also recognise that part-time work is not
easy to find, the Coast is an expensive
place to live and they identify a lack of
cultural activities. These deficits affect
the wider community.
Secondly, our future lies in ‘value-
adding’ – providing knowledge, skills
and expertise to goods and services, in
both domestic and global markets. The
link between appropriate and relevant
education, and the prosperity and
comprehensive wellbeing of individuals,
households, firms and community is
undisputed. Our region is well-served by
an excellent education system drawn from
public and private resources however this
is challenged by debates on funding and
deregulation. The entire education and
training sector, including the University,
must grow significantly if it is to fully
provide all the necessary support for the
region into the future.
We are proud that USC has grown so fast
and is reaching a level of maturity that
could hardly have been imagined when it
was bravely established 18 years ago. The
Innovation Centre and 10,000 students
make significant contributions to the
regional economy while the alignment
of our educational offering, the links
with the new Sunshine Coast University
Hospital and our rapidly growing research
presence in such areas as mental health,
biological sciences, and sustainability
attest to USC’s commitment to our region
and stakeholders.
Strong link
between education
and prosperity
Our future lies in ‘value-adding’ –
providing knowledge, skills and expertise
to goods and services into domestic and
global markets.
USC Vice-Chancellor and President Prof Greg Hill

Shaping our future
I am committed to protecting the wonderful
Sunshine Coast lifestyle and environment – but
at the same time, generating greater business
confidence, more investment, more jobs, more
opportunity, more security, greater prosperity
and a stronger future – both for our community
and the region’s economy.
Sunshine Coast Mayor Cr Mark Jamieson
The Sunshine Coast Futures Conference
continues to grow each year. This is
testament to the quality of the Conference
program, the calibre of presenters and
the strong partnership that exists between
the University of the Sunshine Coast
and the Sunshine Coast Council. As
the two largest public institutions in the
region, this partnership is essential if
we are to collectively meet the needs
of our residents and plan a strong and
prosperous future for our community.
This year’s conference explored regional
collaboration, opportunities and
challenges for the future. The timing for
advancing the critical issues of business,
community, education and health could
not be better. The opportunities that
exist now are unprecedented and most
other regions would give their eye teeth
to have what we have – whether it is the
opportunity to deliver Australia’s only
green field city centre, or the opportunity
to preserve our rich biodiversity through
one of the most successful environmental
land acquisition and management
programs of any council in Queensland.
These opportunities are generally the
result of considered planning, strong
collaborations and decisive action by
decision makers past and present. Due
to its strong financial position and
prudent fiscal management, the Sunshine
Coast Council supports our community
through an array of facilities, programs
and services. To date, Council has
acquired more than 2700 hectares of
land in this region to conserve for future
generations. Council has also created a
strong blueprint for the future in the form
of our well-defined Regional Economic
Development Strategy. It sets a clear
agenda for our economy – but with
positive outcomes for our community.
As South East Queensland grows we run
the risk of becoming little more than
a dormitory suburb of Brisbane. We
are working hard to preserve the inter-
urban break between Sunshine Coast
and Moreton Bay regions on both sides
of the boundary. This ‘front door’ to
the Sunshine Coast is a defining feature
of our region. Lose it and we lose our
identity and character.
Council believes Halls Creek proximity
to Pumicestone Passage makes it
inappropriate to accommodate future
growth and the site at Beerwah East
represents a much better development
front. If promises around the upgrade of
the North Coast Rail Line are fulfilled,
Beerwah East will be a more serviceable
and more accessible option for
urban development.
Over 300,000 people will live east of the
Bruce Highway between Maroochydore
and Caloundra South by 2031. We don’t
want every trip they make to be in a car.
This is why Council is exploring light
rail as a potential network spine. Council
is developing a solar farm at Valdora to
significantly reduce our carbon footprint,
save ratepayer funds and create an
enduring environmental benefit. We are
also progressing the expansion of the
airport so it can continue to provide an
invaluable support for our tourism, retail
and related industries.
Just as we have unprecedented
opportunities, we face a number
of challenges. Not least of
which is addressing a legacy of
underinvestment by previous Federal
and State governments in major regional
infrastructure. Through collaboration
between the three levels of government,
we can chip away at this problem.
After two and a half years in my position,
I am satisfied with the progress we have
made, but there is still much more to be
done. Planning for our future presents
the opportunity to address our greatest
challenge. It is however a responsibility
we all share and the Sunshine Coast
Futures Conference continues to play a
very important role.
Services, infrastructure and jobs for the Sunshine Coast
SHAPING our

The success
of today, and its
deliverables, are
entirely in your
hands.
Master of Ceremonies
The 2014 Sunshine Coast Futures Conference is all about
how we as a business community can Take Action to bring
about economic development growth and community
prosperity. The objective is to identify targeted activities
that can be executed in a 12-month timeframe to drive the
prosperity the Sunshine Coast seeks.
Following on from last year’s conference, the essence of
today is “for governments not to overly structure or contrive
markets but rather to set a conducive environment, provide
market intelligence, clear roadblocks and then leave the
private sector to do what it does best – generate wealth and
jobs through investment and entrepreneurial skills”.
The animated agenda begins with three key speakers. The
rest of the day has been divided into panels and ‘idea-
bouncing’ sessions based on four key areas: Business and
Investment, Population and Community, Education and
Training and, Health and Wellness. At the end of each
session actions are listed and voted upon to show which ones
the delegates prioritised. This conference promises to be an
innovative, robust and constructive conversation with debate
and ideas.
The Sunshine Coast Futures Conference used the latest
technologically advanced web-based clicker tool to keep
delegates engaged and gain real-time feedback and participation.
Using their internet-enabled devices, delegates were asked
to vote, or type comments at intervals throughout the day.
Results are presented throughout this magazine. This cutting-
edge technology has been used successfully at conferences
throughout the world to obtain rich and real time data.
Using GoSoapBox, participants were surveyed at the beginning
of the day in order for presenters to get a feel for their audience.
Results are below.
Setting
the scene
www.sunshinecoastfutures.com.au
jointly sponsored by:
2010: What Works 2011: The Three Ps
2014: Taking Action
2012: Sustainable
Villages
2013: Sunshine
Coast in SEQ
Sunshine Coast Futures Conference
Advancing critical issues of the greater Sunshine Coast...
Business, community, education, and health.

Deeper than
statistics
The internet has changed so much –
and most of that is for the good… but it is
not some fountain of all knowledge.
USC Pro Vice-Chancellor Prof Mike Hefferan
A strong evidence and statistical base
provides an essential platform for
decision-making across the public and
private sectors.
We live in an era that seems obsessed
with all manner of data. The internet
provides us with unprecedented amounts
of it. For the most part, we are much
better off for that – although we have
to always be watchful of the quality,
robustness and impartiality of the
information provided. More to the
point however, it is the analysis and
interpretation of data that creates real
knowledge and value for us.
Data that is poorly collected or wrongly
interpreted will potentially have a
damaging rather than positive effect on
decisions and planning.
Fortunately, through reliable databases
and analysis such as ‘economy.id’ and
‘profile.id’, reliable and analytical data is
available. These are illustrated elsewhere
in this publication.
In all of this however, there are
some simple rules that assist in this
interpretation task. First of all, we need
to avoid generalisations and be very
specific in what we mean by the statistics
we use – we need to know the size of
the samples upon which any survey was
based, we need to know its currency
and particularly to identify trends
over time. There is very limited value
in an absolute, ‘one-off’ figure – it is
only when figures are placed in a time
sequence that that data is meaningful and
trends can be recognised. Likewise, the
use of percentages must be considered
cautiously, establishing in the first
instance what it is a percentage of and,
again, how relevant that population is to
the matter at hand.
Unfortunately, many in business and in
the wider community are unnecessarily
timid about the use of statistics and
therefore will not benefit even from
their simple use. Again, there are
invaluable guides here: (1) avoid the use
of ‘averages’ and instead rely on the
‘median’ which is the middle number
in a series or population (2) consider
with that, what is known as ‘standard
A commentary on the Greater Sunshine
Coast economy June 2014 is available on
the USC Research Bank on
http://research.usc.edu.au/vital/access/
manager/Repository/usc:13397
deviation’ which is the spread of numbers
around that median, and finally (3)
the dramatic or unexpected numbers
or ‘outliers’ should be considered
sceptically at first to ensure their validity
before acceptance and action.
Hopefully the statistics presented
throughout this document conform to these
simple rules and assist in that vital transfer
from raw data to valuable knowledge.
Delegates learn more about USC programs and SC Council major projects.
59.40%
68.00%
66.00%
64.00%
62.00%
60.00%
58.00%
56.00%
54.00%
52.00%
2006 2011
66.40%
63.80%
58.00%
65.00%
62.20%
Sunshine Coast Greater Brisbane Queensland

Someone is sitting in the shade today, because someone planted a tree a long time ago.
- Warren Buffet
Image credit Sarah Pye
Planning for
a bright future
When we fast-forward 20 years, there
are two possible scenarios that come
to mind for the Sunshine Coast. Under
the first, private interests dominate the
development agendas in the years ahead.
We can call this the ‘high-rise, low-
quality’ scenario, and we have all seen
the consequences.
In America, this scenario has played
out along Florida’s coastline. Private
developers, each with their vision
narrowed to a single project on a slender
plot, create a patchwork pattern of
disjointed, chaotic construction. Other
dimensions of prosperity are largely
neglected. The development process
itself is fractured, opaque, and overly
political. Contentious, ‘us versus them’
controversies often grind everything
to a halt.
A second, alternative scenario comes
to mind. We can call this the ‘high
quality, civic’ scenario, in which the
dynamism of the market economy is
balanced with shared, civic interests. On
the Sunshine Coast, we can envision a
future that preserves the region’s intimate
connection with the environment, as
well as the authentic character of the
unique settlements within the region. We
In the years ahead, the citizens of the Sunshine Coast will be confronting an escalating series of
challenges. Keynote speaker Ed Morrison looks toward the Sunshine Coast of the future.
Australia’s
prosperity has
experienced a
trajectory for
the majority
of its history.
By working
together, we
can maintain
this growth.
You have to have big ideas… we are building
regions for global competitiveness – not only for
ourselves but for our kids and our grandkids – so we
have to take that long term view.
Purdue University Regional Economic Development Advisor
Ed Morrison
Source: Ed Morrison.

can see a region that is not choked with
traffic, because civic leaders have made
smart investments in more efficient public
transportation. It is a region in which
entrepreneurial companies thrive within
a unique backdrop of environmental
beauty, preservation, and sustainable
development. With ample outdoor
activities, citizens both promote and value
their health and wellness.
In the United States, places like
Charleston, South Carolina come to
mind. This historic, coastal community
has preserved its unique character, while
becoming a hotspot for fast growth,
internet-based companies.
Having travelled to the Sunshine Coast
three times in the last 18 months, I have
no doubt that most citizens would prefer
this second scenario. The challenge, of
course, involves implementation. How
we do get there from here? The good
news is that the region’s civic leadership
has already taken steps down this path
of high quality civic development. The
regional strategy outlined in Sunshine
Coast – The Natural Advantage: Regional
Economic Development Strategy 2013 –
2033 provides a roadmap for the region’s
high quality, civic development. Yet, the
question remains: How do we get there
from here? The answer boils down to
thinking differently, behaving differently,
and doing differently.
Thinking differently starts with seeing
our universities in a new light. In regional
economies, universities play a vital
role. They are a major employer. They
provide both a payroll and demand for
goods and services that power smaller
businesses. With international students,
they export education and import money
into the region’s economy. Routinely,
universities have turned to economists
to quantify these economic impacts. In
this traditional view, universities are no
different from factories. Yet, today, they
are so much more.
Over the past 30 years, the global
economy has transformed and with
it, the role of our universities. These
changes are profound and lasting.
We have moved into an era in which
brainpower, innovation and networks
generate sustainable prosperity. While
traditional industrial and extractive
businesses continue to power some
regional economies, these businesses
are mature and in some cases dying
(manufacturing automobiles in Australia
comes to mind). To build sustainable
economies in the future, we must
abandon old thinking and
look elsewhere.
In the US, smart communities and
regions are no longer chasing footloose
factories with a butterfly net full of
incentives. Instead, they are turning to
their universities as engines of economic
growth. In our global economy,
brainpower and the ability to turn that
brainpower into wealth through networks
of innovation and entrepreneurship
are unique to each region. Universities
bring these assets together and power
them forward. This lesson is not new:
Silicon Valley learned it decades ago.
However, the increasing dynamism and
connectivity of the global economy
means that any region with a significant
university can prosper in the
decades ahead.
• Strengthening education
• Promoting health and
wellness
• Creating supports for
businesses to thrive
• Providing adequate
transportation and
communication linkages
• Preserving the authentic
character of the region
• Maintaining sustainable
linkages to nurture our
natural environment
Dimensions of prosperity
What has impressed
me about the Sunshine
Coast is that it
understands the role of
collaboration to shape
the SC in unique ways
and build off
its strengths.
Changing our thinking also means that
we need to measure the economic impact
of our universities differently. The major
benefit of our universities comes not
from their direct economic transactions
but from the dramatically improved
earning power of our graduates. For each
graduate over a lifetime, a university
education improves earnings by hundreds
of thousands of dollars.
Changing our thinking is only the first
step that will move us down the path
toward high quality, civic development
of a prosperous region. We must also
change our pattern of behaviour. In
the traditional, industrial economy,
development has been a highly
compartmentalised process. This fact
leads to numerous ‘turf wars’ that can
slow down and even reverse a region’s
progress. People behave to protect their
organisational and political boundaries
from encroachments. With accelerating
change, they shy away from risk. Faced
with growing turbulence, they shelter
in place.
These patterns of behaviour are
increasingly dysfunctional. No single
organisation can tackle regional
challenges alone and no community
can isolate itself from these challenges.
Today, designing and guiding a
prosperous region involves sophisticated
engagements and sustained collaboration.
I suspect that civic leaders across the
Sunshine Coast understand this new
reality because this region could not have
developed a concise, coherent regional
strategy without leaders skilled in
managing complex, open consultations.
Moving down the path of high quality
development requires people willing and
Collaboration
between
different
sectors helps
regions grow
exponentially.
The more
innovation in a
region, the better
the returns.
Innovation
requires
collaboration
between sectors.
Framework for collaboration
Simple, not easy questions
able to span organisational and political
boundaries respectfully.
Building a high-quality, prosperous
region on the Sunshine Coast not only
requires new patterns of thinking and
behaviour. We must also learn new
approaches to strategy: the doing.
Traditional methods, called strategic
planning, are costly and inflexible. They
are not well suited to the open, loosely
connected networks that characterise
a regional economy. A process like
strategic planning, which assumes that
a small group of people can do all the
thinking and tell everyone else what to
do, does not work well.
We need a new approach to designing
complex collaborations quickly, moving
them toward measurable outcomes, and
making adjustments as circumstances
change. My work at Purdue University
focuses on a new strategy process
designed specifically for open and agile
collaborations. We are now working on
a new partnership with the University
of the Sunshine Coast to bring this new
discipline, (which we call Strategic
Doing) to the region.
Our approach focuses on the two central
questions of strategy: Where are we
going? How will we get there? We
answer these questions not once, but
iteratively, as we learn by doing. With
Strategic Doing, we quickly translate
ideas into action to figure out what works.
We move forward with fast ‘think – do’
cycles that are typically only 30-days
long. This process is simple, but not easy.
It takes practice to master. Yet, we have
found that teaching this process widely
within a community or region leads to
the sophisticated, open, and adaptive
collaborations that the ‘high quality, civic’
scenario demands.
Ultimately, the answers we struggle to
find today are not for us. They are for
future generations. Moving ideas into
action will require expanded networks
of actively engaged citizens committed
to new ways of thinking, behaving
and doing. Universities are in a unique
position to design and support these
networks. Along with teaching and
research, it is our public responsibility.
We at Purdue stand ready to partner with
the Sunshine Coast, as you move down
the pathway to high quality development
and sustainable prosperity.
Strategic doing translates ideas into action using two important questions.
Look for the ‘Big
Easy’ – the big ideas
that are easy to start or
move towards. As more
people get engaged,
you build momentum.

Small business
collaboration
The businesses and investment panel was composed of Sandy Zubrinich, David Foster and Prof Mike
Hefferan. Dr Pamela Wardner summarises their presentation on how the Sunshine Coast can best
maximise the opportunities with a focused determination, given the region’s strengths and assets.
Understanding the Sunshine Coast
in the broader market
For the Sunshine Coast to prosper it must
compete. To do this well, it is important
to understand where the Sunshine Coast
sits in the scheme of things, as the region
is very much linked to the changing
global economy. Discussed here are three
areas of comparison: trade, access to
growth capital and access to talent.
The recently released 2014 McKinsey
report Compete to Prosper: Improving
Australia’s Global Competitiveness
shows that Australia is the 12th largest
economy in the world while only ranking
21st in terms of exports and imports.
This is concerning as the volume of trade
in both goods and services is a strong
determinant of real economic growth.
Australia’s trade has remained virtually
flat since the Australian dollar was floated
The innovation spirit must become
part of our regional DNA – it must be
instinctive in the way we think, plan and
act and should be something that we are
known for.
Sunshine Coast Business Council Chair
Sandy Zubrinich
in 1983 and it was mainly the currency
fluctuations that contributed to its 19-42%
increase as a percentage to GDP. Compared
to other small to medium economies,
Australia’s trade balance is less trade driven
and performs 30% below Canada and
New Zealand.
Attracting global capitalists into Australia
is fiercely competitive. According to
the 2013 IMD World Competitiveness
Yearbook, Australia ranks 33rd on the
availability of venture capital and 20th on
availability of credit overall. This implies
a real constraint to growth not only to
small business but to infrastructure
projects and big businesses as well.
Furthermore, our access to talent is
another issue for Australia – it ranks 35th
on the availability of skilled labour and
27th on the competency of managers.
Don’t worry about failure; you only have to be right once.
- Drew Houston

The common concern cited was the
mismatch between the type of degrees
and those skills sought by employers.
This phenomenon is a worry when 30%
of businesses report that the lack of
skilled people is one of the barriers
to innovation.
The Sunshine Coast economy is typical
of many Australian coastal regions. It is
a high amenity area and churns a $13.8
billion economy with approximately
115,000 people employed. It suffers,
however, from a higher than average
unemployment rate than the state average
(6.2% in October 2014) and an even worse
youth (15-24 years) unemployment rate
(14% in October 2014). Traditionally, the
economy relied on tourism, retail and
construction but has recently seen health
care and social assistance moved to the
lead and education slowly gaining ground.
The best is yet to come as the major
projects planned on the Sunshine Coast
provide numerous opportunities that this
region has not encountered before. These
projects include the Sunshine Coast
University Hospital, the Maroochydore
Principal Activity Centre, the expansion
of the University of the Sunshine Coast
and the upgrade of the Sunshine Coast
Airport. These projects are set to
underpin the economy into the future
and to take advantage of them requires
coordination and planning from all
fronts.
Focusing on the multipliers
A healthy economy has two vital parts
– the trading sector and the non-trading
(services) sector (see image). Most of
the economy is in the non-trading sector
but it is the trading sector that brings
in ‘new’ money and, more importantly,
where most of the innovation happens.
The non-trading sector has limitations –
for example, a plumber or a hairdresser
relies on their skilled labour and time
and efficiency improvement are finite.
Studies have shown that every job in the
trading sector cascades into four jobs in
the non-trading sector. Hence, we have to
work hard to increase the trading sector.
The underlying strengths of
the local economy are critical
to offset the cyclical and often
volatile economies we see in
regional communities.
Sunshine Coast Futures Board
Member David Foster
Collaboration and
cooperation – the unexploited
capacity of micro and small
businesses
The Sunshine Coast is home to about
35,000 businesses of which 98% are
characterised as micro (0-4 employees) to
small businesses (5-19 employees). It is no
surprise that we are in ‘SME land’!
There are advantages and disadvantages
to this for a regional economy. The
clear advantage is that we are not reliant
on one big employer. As in the case of
Ford in Geelong and BHP’s Steelworks
in Newcastle, the closing of a large
company can destabilise a region.
Without the overhead of large businesses,
SMEs are able to quickly respond to
market forces – be it to economic cycles,
competition, or changing consumer
demands.
David Forster explains “SMEs clearly
have a critical role to play in supporting
innovation and economic growth
more broadly. When growth occurs in
SMEs, they contribute to the upgrading
of activity in the economy, which is
something that has been lagging in
Australia in recent years, by essentially
displacing firms with lower productivity
and placing incumbents, including larger
companies, under competitive threat.”
A great majority of SMEs, however,
innovate very little compared to larger
counterparts and this is not by any lack of
effort or intent. A number of challenges
inhibit SMEs innovative performance.
These include administrative processes of
starting a business, access to internal or
external financing, availability and access
to qualified personnel to name a few.
SMEs however rarely innovate alone –
most collaborate with others. In terms
of collaboration, Australia ranks 15th
compared to the US 3rd and UK 5th.
Collaboration is an important element
of the strategy of innovation for SMEs
if they are to overcome the barriers they
face – whether it be limited funding,
lack of management resources, technical
competencies or adequate time horizons
to invest in long term strategies.
On the Sunshine Coast, there are a
number of organisations that can assist
businesses to collaborate. The Innovation
Centre and USC are right at our doorstep;
the local chambers and the Sunshine
Coast Business Council have been
at the forefront of getting businesses
together; and the Federal, State, and
local governments contribute through
their respective economic development
departments. These have a number of
programs that assist with initiatives
including incentive and inducement
programs that make it easier to
obtain approvals.
What investors want
Capital is global – and we have to
compete for that capital. “This is a
fiercely competitive period – it is really
a beauty contest and one region can
pitch their holistic offer, but to appeal to
investors we need to address more than
just the beach and the lifestyle,” claims
Mike Hefferan.
Investment is all about attracting and
holding public and private capital for
infrastructure, built assets, start-up firms,
Eight things you need to
do to ensure high growth
(Deloittes 2014 Positioning for
prosperity? Catching the next
wave)
1. Shun complacency and
adopt a sense of urgency
about the need for
growth.
2. Embed long-term thinking
in the way we make
business decisions.
3. Reach out and maintain
clarity on the right triggers
for economic impact.
4. Pre-emptively skill up our
people for the emerging
jobs of the future.
5. Embrace diverse
participation in the
workforce, especially by
women (and the retirees).
6. Achieve policy
coherence across all
areas of government.
7. Adopt practical
mechanisms to make
collaboration happen
consistently.
8. Be more confident about
our growth potential and
future prospects.
A healthy
economy
has two vital
parts – the
trading
economy
and the
non-trading
(services)
economy.
Both are
essential but
the ‘new
money’ is
secured by
‘the external
traders’.
expansion of existing businesses, equity
or debt funding or relocation of a branch
or establishment. The Sunshine Coast
Business Council’s recent market survey
showed that investors mainly look at the
strength of the local economy, investment
rate of return, strength of underlying
cash flow, local government environment,
infrastructure provision, internal strategic
fit and local amenity.
Adapted from the concept of E. Moretti by Prof Mike Hefferan.

Sunshine Coast Futures Conference 2014 1918 Sunshine Coast Futures Conference 2014
Issues in 2015: Which of the recommendations listed do you think is
most important to be addressed?
Delegates were asked to vote on which one of seven business and investment issues were most important, using the advanced web-based clicker
tool, GoSoapBox. Responses totaled 136. The results are represented above by the percentage of responses. By far the most important issue to the
delegates was having a targeted investment strategy. This was followed by the need to expand exports.
Panel 1: Business and Investment
Getting new money is vital –
hence, the focus of our activities and
strategies needs to be on the inflow
of external public and private capital
to support the trading sector.
USC Pro Vice-Chancellor
Prof Mike Hefferan
Some key enablers to facilitate investment
include the establishment of a coherent
and supportive strategy in both a
local and global context – which the
Sunshine Coast has done in the Regional
Economic Development Strategy 2013-33.
Government and regulators should show
their commitment and demonstrate the
same by publicly supporting and acting
accordingly, which means efficiency and
consistency in action. Furthermore, there
should be alignment in the community,
whether this be government, regulators,
academic, industry and community to
ensure progression and collaboration.
One of the key enablers to collaboration
Leaders will
be those who
empower others.
- Bill Gates
and innovation is about promotion –
having a loud voice and advocating
the opportunities available right in our
backyard. Promotion can be used to
attract capital investment or to get the
best talent focussed on the opportunity
or challenge. To do this, the Sunshine
Coast needs to work hard at creating a
‘narrative’, both at an industry level and
a political level, which is more than just a
slogan. We are not attracting the impulse
buyer. The investor’s decisions are very
calculated and measured to risk.
Investors like to see a clear path through
the development or investment process.
While on the Sunshine Coast we see
government and industry leadership
providing support and vision, we still
need to minimise risks with a unified and
stable approach. Governments can assist
with well-designed policies and systems
that make it easy to do business.
The Sunshine Coast is well poised to
compete in the global market place. It
is not only about going offshore with
products and services but also ensuring
that we remain competitive in our
own backyard.

Sunshine Coast Council Economic Profile --- economy.id®
Go to: http://economy.id.com.au/Sunshine-Coast
What is economy.id®
?
economy.id®
is a comprehensive economic profile of your Local
Government Area, providing you with access to a range of 11
different datasets to build a cohesive story of your local
economy, how it is changing and how it compares to other
areas.
What does it look like?
Information is presented in a variety of formats. These include
tables with options for benchmarking, charts with comparative
data and written analysis on trends and key points of interest.
Information is accessed from a side menu, with options for
viewing the information in comparison with state and country
using the toolbar.
What information is included?
economy.id®
provides comprehensive data structured around
economic indicators, size, structure, industry comparisons,
spatial economy, journey to work, self-containment, workforce
profile, local labour force and local market. Within each, more
detailed information is presented.
How do you get economic data at LGA level?
Because reliable primary economic data sets generally only
exist at the national and state level at best, we partner with
National Economics (NIEIR). NIEIR are recognised as industry
leaders in the development and provision of robust economic
modelling at the LGA level. More information about NIEIR is
found in supporting information.
Why would I use economy.id®
?
To understand the size of your local economy and how it
compares to the region
Investigate the industry structure of the local economy ---
what are the largest industries and how do they contribute?
Find local businesses and employment centres
Explore workforce characteristics in specific industries and
how they are changing
View commuters in the workforce --- where are they coming
from and going to
Understand the labour pool and infrastructure available to
new business
SITE MAP
Introduction
Home
About the area
Infrastructure
Economic indicators
Population
Gross product
Unemployment
Building approvals
Retail trade
Consumer Price Index
About the area
Size
Gross Regional Product
Structure
Employment (FTE)
Employment (total)
Value add
Output
Exports
Imports
Local sales
Worker productivity
Businesses
Contribution
Industry sector analysis
Spatial economy
Employment locations
Journey to work
Workers place of residence by industry
Residents place of work by industry
Workers place of residence by
occupation
Residents place of work by occupation
Self containment
Employment self-containment
Employment self-sufficiency
Workforce profiles
Employment (Census)
Key statistics
Age structure
Hours worked
Occupations
Qualifications
Field of qualification
Income
Skills available
Key statistics
Industry
Age structure
Hours worked
Occupations
Qualifications
Field of qualification
Income
Local Market
Market characteristics
Sources of income
Employment capacity
What if analysis
Economic impact model
Supporting information
.idproductsavailable
profile.id®
atlas.id®
forecast.id®
economy.id®
Economicprofile
Size
Structure
Contribution
Spatial
economy
Journeyto
work
Self
containment
Workforce
profiles
Skills
available
Localmarket
Whatifanalysis
Economic
impactmodel
Supporting
information
Aboutthe
profile
Explanatory
notes
Otherresources
Community
profile
Community
atlas
Population
forecasts
National
economic
indicators
Resource
centre
Blog
Parameterscan
bechangedvia
thetoolbar
abovethetable,
enablinga
rangeof
different
comparisonsto
benchmarks,
yearsand
industries.
Export,allowingyouto
exportyourtableinto
Excel
Word
Toreviewmoredetailedinformationonyoureconomy
usethetabmenulocatedatthetopofthepage.The
topicswillchangebasedonyoursidemenuselection.
Importantsummarystatisticsarelocatedonthehome
pagealongwithamapofthearea.Quicklinksare
availableonthetopicstoreviewinformationinmore
detail.
Whatdoeseconomy.id®
looklike?
Goto:http://economy.id.com.au/Sunshine-Coast
Dataineconomy.id®
isregularlyupdated.Economicindicatorsareupdated
quarterly.Modelleddataonemployment,industryvalue,andbusiness
countsareupdatedannuallyandCensusdataevery5years.

Understanding the changing demographics of our population shows how the community can
contribute to economic and social development. Professor Paul Clark summarises the talks of the
panel jointly presented with Professor Laurie Buys and Andrew Pitcher.
It is said that there are only two things
certain in life: death and taxes. But as
any demographer worth their salt will
confirm, the make-up of our regional
population is also in constant change.
Understanding what these changes will
be, and thereby maximising the economic
and social benefits that could accrue, is
central to our future prosperity.
Sunshine Coasters get older
As we know, the baby-boomer generation
are now into their fifties and sixties,
and their offspring are in their twenties.
But on the Sunshine Coast that younger
group is significantly under-represented
compared to the State as a whole. Our
young people are leaving the Coast in
large numbers and we must try to keep
them here or attract them back later in
their careers.
The University of the Sunshine Coast
was established in the mid 1990s as
a means to retain young people who
otherwise would leave the Coast to study
for a degree. The strategy has been
most successful, with more than 10,000
students now enrolled. The issue now
is that once these students graduate and
seek professional employment many
move away and their skills are lost
to our community. The more we can
diversify the local economy the less will
be the incentive for these graduates to
leave the region.
At the other end of the age-scale, over
2% of our population is aged over 85
years, significantly more than at State
level. That figure will likely double over
the next couple of decades by which
time the baby-boomers will be in their
seventies and will be fitter and more
active than any generation before.
The community:
a valuable resource
If we value older people in
our community, we need to fund
and build infrastructure that
make it easier for older people to
participate.
QUT School of Design
Prof Laurie Buys
It’s never too late to be what you might have been.
- George Eliot

The figure above shows the age profile of the Sunshine Coast at June 2012 compared to the all Greater Brisbane figures.
Buderim demographics
represent future trends
What will our population distribution
look like in two decades time, and how
can we understand what the region needs
to do to benefit from the changes? It is
suggested that Buderim currently has an
age profile which the region as a whole
will not reach until about 2030. The
population of Buderim is approaching
30,000, so it is a large enough grouping to
be significant.
The proportion of Buderim’s population
under 20 years of age is 26%, close to
the State average. But in the 20 to 39 age
range it is only 18%, compared to 27%
at State level. The 40 to 59 age group is
29%, above the State’s 27%, and the 60
to 79 group is nearly 20% and well above
the 15% figure for Queensland. For the
80+ age group, Buderim at 7% has twice
the proportion for the State, which is just
over 3%. So apart from the low number
of people in their 20s and 30s, Buderim’s
population already has an age profile with
a high proportion in their 60s and beyond.
It is instructive to look at the
characteristics of these older Buderim
people. Firstly, many of them have
sufficient superannuation to be
independent of government. They
are underemployed and have time
to volunteer. They participate. It is
indicative that just three years after its
establishment the Buderim Men’s Shed
is already the largest in Australia and
has a waiting list. The Buderim War
Memorial Community Association has
over 70 affiliate member organisations
representing a wide range of social
activities, and it provides the glue that
keeps them together. To see what the
Sunshine Coast could look like in future,
visit Buderim.
Older people (and youngsters) are
consumers of services, whereas those in
mid-life favour the purchasing of goods.
The demand for services in the region, in
particular health and aged care but also
including for example restaurants and
local tourism, will continue to rise. And
because the local workforce will decline
as more people retire, there is a need
to attract and retain younger workers
to contribute to the local economy. We
need to fill that shortfall in the 20 to 39
age group.
Utilising skills of all ages is
imperative
There is also another source of economic
activity – the thousands of volunteers
whose contribution is rarely appreciated.
It is estimated that volunteering in
We need to find ways to
keep qualified young adults
on the coast and better use
the resources and knowledge
of older residents.
Buderim Foundation Chair
Prof Paul Clark
The Coast needs
to attract national and
international companies
to the region and focus
on building transport
infrastructure.
Sunshine Coast Economic
Futures Board Member
Andrew Pitcher
Australia is worth up to $75 billion
annually, this being the cost if the
services were supplied by government.
Add to that the loss to the national
economy of about $11 billion a year by
not utilising the skills and experience of
older people and the impact
becomes substantial.
Because the Sunshine Coast has a
higher proportion of older people over
55 (30%) compared to Queensland as a
whole (23.5%), there is an opportunity to
capitalise on our resource of people with
the time to contribute. If older people are
to be valued, however, there is a need to
fund and build infrastructure that makes
it easy for seniors to participate and to
contribute. A recent study by QUT has
highlighted five factors (mobility, safety,
accessibility, affordability and social
support) that need to be considered in this
respect. Some of these are also included
in the Positive Ageing Strategy 2011-2016
prepared by the SCC.
The first factor is mobility. If older people
are to participate in the local economy
by working, volunteering or spending
their money they need to be able to
get to the places where these activities
happen. Some will drive, but increasingly
public transport will be the mode of
travel. For this to meet the needs of an
ageing population, matters such as route
limitations, frequency, ease of access
and egress, and the amount of walking
required all need to be considered from
the perspective of an older person.
Safety is a second factor. Residents in the
community don’t go to places when they
don’t feel safe (whether it is perceived
or real). Safety needs to be considered
through the eyes of older people.
Accessibility is a third factor as everyone
needs to access services (health, medical,
shopping, beauty, leisure, etc). There can
be several barriers to reaching services
including geographic distance and a lack
of, or limited access to, transport.
Panel 2: Population and Community
Issues in 2015: Which of the recommendations listed do you think is most
important to be addressed?
Delegates were asked to vote on which one of six population and community issues were most important, using the advanced web-based clicker tool,
GoSoapBox, responses totaled 138. The results are represented above by the percentage of responses. By far the most important issue to the delegates
was targeting large national firms to relocate to the Sunshine Coast. This was followed by the need to increase social and community
support and networks.

The difference
between winning
and losing is most
often not quitting.
- Walt Disney
To become a STARFISH supporter please contact the USC Development
Office at development@usc.edu.au or on +61 7 5430 1104.
Learn more at usc.edu.au/starfishprogram
ABC News reported that “two-
thirds of university students are
living below the poverty-line”.
Financial stress experienced by
many of our students is having an
impact on their capacity to study
as they struggle to balance study
with the need to work.
At the University of the Sunshine Coast
we care deeply about our students and
our goal is to provide our students with
the freedom to put their studies first and
spend less time at work.
The University recognises that, by giving,
individuals really can make a difference
– one student at a time. Thus the USC
STARFISH PROGRAM was developed to
provide, staff, alumni, and the broader
Sunshine Coast community with a
meaningful and direct way to support
our students.
Students like Nathan Luque, Bachelor
of Science / Bachelor of Science
(Honours) have expressed their gratitude
for the program. “As a recipient of the
USC Study Support Bursary, I would
like to say thank you to USC and the
Starfish program. As a Dean’s Scholar
student I have been doing 5 subjects
per semester, working 15-20 hours per
week, as well as, fulfilling several other
commitments, proving near impossible.
This Bursary will help me to prioritise
and maximise my time for crucial study”
Nathan stated.
The vision of the USC Starfish Program
is to be sustainable and scalable over
time – lots of people in the community
giving small amounts regularly. By
participating, you and your colleagues
will help this vision become a reality.
YOU CAN HELP THE FUTURE
LEADERS OF OUR COMMUNITY
Affordability is a factor that applies to
most people and should be considered
during planning. Everyone needs
access to affordable transport and
communication tools if they are
to participate.
The fifth factor, social support, relates
to the development and sustaining
of reciprocal relationships. People
generally like both to give and to
receive. Communities thrive where
the relationships are reciprocal, so
encouraging the creation of support.
Solutions
To attract new residents with the wide
range of skills we need, and to spur
development, the Sunshine Coast
networks are vital to creating a culture
where everyone can contribute and be
part of the community.
The contributions of older people are
economic and socially very valuable to
the community and thus infrastructure
needs to be funded and delivered to make
it happen – “if they can’t get there, they
can’t contribute.”
To distinguish itself, the Sunshine
Coast needs to have ambitious plans
and strategies to deliver on them. It
needs networks to connect supply and
demand, and sources of innovation to
provide opportunities for new industries,
especially in new technologies.
There is a strong view that the Sunshine
Coast should target large national or
even international firms to relocate to the
Coast but the leaders of those firms will
expect a high quality infrastructure and
range of services. A decision to relocate,
at the individual and corporate level, will
be made on several criteria. Are there
good transport and communication links;
is there a vibrant arts and entertainment
culture; are there investment
opportunities; are there good community
networks and accessible services; are
the schools of high standard; are there
quality hotels for visitors to stay in.
The Coast can easily differentiate itself
because of its climate and natural beauty
but it will need also to have strong
answers for those considering relocating.
People create economic activity in
different ways, depending on their stage
in life. Understanding this life-cycle and
being able to predict how it might change
decision-making is a critical factor in
economic and social development.

Sunshine Coast Council Community Profile --- profile.id®
What is profile.id®
?
profile.id®
is a comprehensive socio-demographic profile of
Sunshine Coast Council and 32 geographic areas within it. The
community profile presents results from the 2011, 2006, 2001,
1996 and 1991 Census of Population and Housing.
Sunshine Coast Council Community Profile can be accessed
via your website or:
www.id.com.au/Sunshine-Coast
The community profile enables analysis of population
characteristics for different geographic areas and includes
historical data to show how they have changed over time. To
provide context, Sunshine Coast Council profile is
benchmarked against Greater Brisbane, Moreton Bay, Redland
City, Gold Coast City, Mandurah, South East Queensland,
Queensland, and Australia.
What does it look like?
Information is presented in a variety of formats. These
include tables with options for benchmarking, charts with
comparative data and written analysis on trends and key
points of interest.
Information is accessed from a side menu, with options for
viewing the information for different geographic areas using
the toolbar.
What information is included?
The Sunshine Coast Council Community Profile provides
comprehensive data for the following 32 geographic areas
and is structured around four main questions, within each,
more detailed information is presented.
Geographic areas including: (see site for complete list) Benchmarks
Beerwah
Buderim-Kuluin-Mons-
Kunda Park
Caloundra-Kings Beach-
Moffat Beach-Shelly Beach
Coolum Beach-Mount
Coolum-Yaroomba-Point
Arkwright
Glass House Mountains-
Beerburrum-Coochin
Creek-Bribie Island North
Golden Beach
Maleny-Witta-North Maleny
Mapleton-Flaxton-Obi Obi
Maroochydore
Mooloolaba-Alexandra
Headland
Mountain Creek
Nambour-Burnside and
District
Pelican Waters
Peregian Springs
Reesville-Curramore and
District
Sippy Downs-Palmview
Woombye
Greater Brisbane
Moreton Bay
Redland City
Gold Coast City
Mandurah
South East Queensland
Queensland
Australia
What is the population? What do we do? Who are we? How do we live?
Population
Service age groups
Five year age cohorts
Single year of age
Employment
Employment status
Industries
Occupations
Method of travel to work
Unpaid work
Volunteering
Domestic work
Care
Childcare
Income
Individual income
Individual income quartiles
Household income
Household income
quartiles
Equivalised household
income
Ethnicity
Ancestry
Country of birth
Recent arrivals
Proficiency in English
Language spoken at home
Religion
Education
Qualifications
Highest levels of
schooling
Education institution
attending
Disability
Need for assistance
Households
Household summary
Households with children
Households without children
Household size
Housing tenure
Tenure overview
Housing loan repayments
Housing loan quartiles
Housing rental payments
Housing rental quartiles
Dwellings
Dwelling type
Number of bedrooms
Internet connection
Number of cars
.id products
available to
Sunshine Coast
profile.id®
atlas.id®
economy.id®
Census
question, and to
which
component of
the population
the data relatesSpecialist
profiles
Migration
profile
Journey to
work
SEIFA
Export, allowing
you to export
your table into
Excel
Word
Specific data
notes which
explain;
Data source
Methods of
calculation
Any known
issues with
the data
Links to ABS
website for
further details
All data are presented as
tables, charts and text, all of
which can be exported into
spreadsheets and
documents of your choice.
There are two charts on
every page, which highlight
the
Dominant groups (those
which present in higher
proportion than the
benchmark --- effectively
highlighting the role the
area plays in housing
particular population
groups)
Emerging groups (those
groups which have
increased since the
previous Census, or the
time period selected)
Parameters can be changed
via the toolbar above the
table, enabling a range of
different comparisons to
benchmarks and years.
Export, allowing
you to export
your chart into
Image
Word
At the bottom of the page
are some suggested links to
other topics that can be used
to tell different aspects of the
same demographic story ---
for example;
Age groups
Household types
Dwelling types
Access online
video tutorials
here:
http://home.id.com
.au/index.php?nod
eld+127
For more details…
Contact .id
+61 3 9417 2205
info@id.com.au
10 Easey Street
PO Box 1689
Collingwood
Victoria 3066

Education –
more than a sector
Education and training is critical to the Sunshine Coast region not simply because it is the fifth
largest economic sector but by nature it has a fundamental role in providing the knowledge and
skills necessary for success in a rapidly changing world. Professor Mike Hefferan summarises the
contributions of Ken Down, Paul Wilson and Paul Williamson.
In the developed world today, there is
no region anywhere that reaches its full
potential without a vibrant, integrated
and relevant education sector.
Education Sunshine Coast Chair
Ken Down
Unlike most of the other components of
a region or regional economy, education
is difficult to define and, particularly, to
assess impacts and final outcomes.
Education – everybody’s
business
It must be the most pervasive of all of
these components because it belongs to
all of us and comes with an obligation for
each generation and household to pass
on to the next – in part in the form of
qualifications, skills and know-how, but
also in a deeper knowledge that underpins
civil society: That of analytical problem
solving skills and reasoning, equity and
tolerance. Education is a fundamental
building block to social capital upon
which the whole region – economic,
social, community and sustainability
is based.
In the contemporary, global environment,
no region or town could make defendable
claims to competitiveness, progress,
growth and ‘liveability’ (in the wider
sense of the word) without a vibrant
education component. A quality
university plays a big part in this status.
It is widely recognised and verified
by comprehensive research that future
economic growth will be based largely
on human capital in firms trading outside
the region. This is often termed the
‘knowledge economy’. When it comes
to the growth of a region, staff will
need to have higher education levels. In
return, increased benefits flow back to the
community in the form of much higher
wage rates and household incomes.
An investment in knowledge pays the best interest.
- Benjamin Franklin

Change is underway
Like all sectors in the contemporary
environment, education is currently
undertaking very significant change, and
with changes come risks that must be
managed and opportunities that need to
be secured – particularly at a
regional level.
Fees in the university sector are likely
to be deregulated and the vocational
education sector in Queensland
restructured. Locally, TAFE East Coast
has been created to meet the changing
training needs of the workforce and
wider community in a more open and
competitive environment. Here, as in
the other components of the sector, new
technology can be used to support more
traditional teaching methods. Whatever
methods are used, however, they must
be based on the mantra of ‘connection,
collaboration and contribution’.
A key building block in the education
sector is the school system which has
also realigned its activities to support,
encourage and prepare the upcoming,
diverse generation – often referred to
as ‘the millennials’. Realignment with
tertiary education in those formative
years includes creation of pathways to
further skill-gaining opportunities and
employment. It also includes providing
life skills to physically and mentally
prepare the younger generation for a
secure, productive and fulfilling life,
hopefully as part of this Sunshine
Coast community.
Well positioned in the sector
The Sunshine Coast is well placed to
capitalise on these opportunities, with
an education sector that is larger than in
comparable regions. We have high quality
public and private schools, technical and
further education and two universities.
One, the University of the Sunshine
Coast, has its home campus in the region.
If a region can provide quality and
comprehensive education programs,
particularly at university and vocational
levels, it can help reduce the flow of
young adults to larger urban areas. This
trend is evident across all developed
countries and, if not addressed, results in
a serious ‘hollowing out’ of the important,
highly productive and vibrant 18 to 35
demographic of the region.
Although many young adults will wish to
travel, to work elsewhere and to gain life
experience, recent, quality research shows
that students who receive university or
vocational education within a region are
much more likely to eventually return to
work and settle in a regional area. Those
who leave the region to receive that
education in a city are much more likely
to secure work there, meet partners and
settle there, never to return.
Education boosts the local
economy
In economic terms, the education sector is
very significant and growing. It is the fifth
largest sector directly employing 9,385
The education sector is
now in a new environment
where competition will
ensure the best outcomes
and value for money.
TAFE Queensland East Coast
General Manager Paul Wilson
Panel 3: Education and Training
Delegates were asked to vote on which one of six education and training issues were most important, using the advanced web-based clicker tool,
GoSoapBox. Responses totaled 111. The results are represented above by the percentage of responses. By far the most important issue to the delegates
was seeking the narrative from youth. This was followed by the need for a stronger support and communication for vocational training by industry.
The success of the
Sunshine Coast region
tomorrow depends
very much on how we
support, encourage and
holistically educate our
next generation – the
millenniums.
Kawana Waters
State College
Principal
Paul Williamson
Importantly too, increasing enrolments
in public and private sector educational
institutions provides them with the
opportunity to add to programs and
courses. In this way, the sector grows
much faster than the organic growth
from within the home region itself. At
the University of the Sunshine Coast,
for example, some 30% of the student
population are drawn from south of
Caloundra, out of Brisbane’s northern
growth corridor. This all represents new
revenue sources for the Sunshine Coast
region as a whole.
The highest potential of these initiatives
lies with the attraction of international
students to the region. There were
approximately 1100 international students
enrolled at USC in 2014, with significant
numbers also in vocational education
and some enrolled in secondary schools
here. The quality of our educational
institutions, the region’s liveability and
attractions and, particularly, its reputation
in providing a safe environment, all
present an attractive offering for
those students.
people (8% of total), most at high levels of
skills and wages. Importantly for a region
such as the Sunshine Coast, the education
sector is not subject to seasonal or wider
downturns and, indeed, has grown
consistently at about 3.9% per annum
since 2000/01. Its multiplier impacts
across a range of service and other sectors
are considerable and the links between
other key sectors such as health, tourism
and development are obvious.
There is yet another, very significant and
very tangible economic benefit that the
education sector can provide – that being
the securing of new funds and revenue
into the region. In this way, education
and university level research can act as a
‘trader’ external to the region, bringing in
‘new money’.
It can do that in a number of ways. Firstly,
a progressive education sector will attract
large inflows of capital for new building
construction. Thereafter, students will
be attracted not only from the local
region but also from surrounding regions.
Students from other regions represent a
considerable new source of income in fees
paid and other spending into the region.
A valuable tool
for anyone who
wants to effectively
manage and
motivate twenty-
something workers.

In pure financial terms, each international student
attracted to the Sunshine Coast on the average spends
almost $44,000 into the regional economy – not simply
in tuition fees but in accommodation and a range of
other services. Less tangible, but also important, is the
ethnic diversity and vitality that such students bring to
our community.
None of the current gains made in the education sector
on the Sunshine Coast, nor the sector’s future potential,
can be taken for granted. In fact, a concerted region-
wide effort is now required to secure what will be a
critical advance for the region in forthcoming years.
The critical point here is that, while the education sector
on the Sunshine Coast is vibrant and growing, there
is fierce, quality competition – in Brisbane and other
regions. Such competition should be recognised as an
integral part of the contemporary, global environment
and, at the end of the day, will provide cost effective
service to students.
Competing with other regions
Other cities and regions, including Brisbane, Gold Coast
and Cairns, already have coordinated, well-funded
initiatives that present a coherent, integrated regional
offer for domestic and international students. Although
the Sunshine Coast educational sector is smaller than
some nearby regions, and while sound marketing is
undertaken by individual institutions here, this region’s
profile is not where it should be.
To address this, throughout 2014 all significant
educational institutions and private providers from
across the region have met on a number of occasions.
Plans are underway to assist with regional branding,
to gain a better understanding of the sector and to
encourage our younger population to remain engaged
in education here. Discussions are even looking at
opportunities to develop joint facilities. 2015 is a
promising year where many of these plans will produce
direct benefits for the region and its community.
Education is the
most powerful
weapon, which you
can use to change
the world.
- Nelson Mandela
USC students learn while helping the community.
Over 80 people signed up to continue to ‘Take action’ in 2015 and are willing to be
involved in a working group.

A vision for health
and wellbeing
Of the four themes of this year’s
conference, health and wellness could
be considered the most important. As
Professor Marianne Wallis said, “there
is no point in being well housed, well-
educated and prosperous if we are either
dead or too ill to enjoy it”. The clear
implication of what the panel discussed
is that health is the responsibility
of everyone: individuals, families,
communities and government and that
we cannot continue on our current path.
The future of health and healthcare
is about personal and community
change, innovation in service delivery
and growing a highly skilled, flexible
workforce. For this to happen there has
to be partnership between the health,
education and research sectors, as well as
a system redesign.
Unless prevention and early intervention occur, no health system will be able to cater for the
impact of an ever increasing chronic disease epidemic. Professor Marianne Wallis outlines the
thoughts of Kevin Hegarty, Pattie Hudson and current issues and some future directions at the
recent Sunshine Coast Futures Conference.
We must get the balance and the
links right between primary and acute
health care. Health capacity on the
Sunshine Coast is about to enter a
new era.
Sunshine Coast Hospital and Health Services
Chief Executive
Kevin Hegarty
What are the issues for the
Sunshine Coast?
When we focus on people who have
significant illness and require access
to health services, the key take-home
message is that without significant
reforms in health service funding and
delivery models, it is estimated that by
2026-27 expenditure on health care in
Queensland could represent over 40%
of the total State budget expenditure. In
the current financial year the Queensland
Health budget is set at $13.662b ($37m
a day). For the Sunshine Coast Hospital
and Health Service this equates to
$706m/year or nearly $2m a day. Mr
Hegarty stated that, “the current health
service system must change, as it
is unsustainable”.
The first wealth is health. - Ralph Waldo Emerson

An investment in early
detection saves money in
the future so we need to
promote health literacy in
everyday life.
Sunshine Coast Medicare Local
Chief Executive Officer
Pattie Hudson
Reality checkpoints
• Cancer is the leading
cause of premature
death within the area
covered by the Sunshine
Coast Hospital and Health
Service.
• Chronic diseases, such as
cardiovascular disease
and diabetes, are
estimated to contribute
to 80% of the burden
of disease suffered by
Australians.
• By 2026/27, without
changing the way this
patient group is cared for,
it is estimated that there
will be growth of 116% in
the number of patients
admitted to hospital. A
large proportion of these
admissions are considered
avoidable through the
provision of care and
support in the community.
• This reality is already
driving a significant
increase in health
care demand with
approximately half of all
admissions to facilities
being for chronic disease
(7,200 admissions for
cardiac conditions in
2012/13 expected to
increase to over 11,400 by
2016/17).
• Obesity is another major
impact on health service
demand. Recent figures
from a study conducted
by the University of
Adelaide indicated more
than 142,000 residents of
the Sunshine Coast i.e.
42.5% are overweight or
obese. The total annual
cost of obesity to the
nation’s health system is
estimated at $4b.
• There is also the impact
of the changing nature
of service delivery which
includes innovative
technology and
pharmaceuticals. Whilst
these improve treatment
capacity, they bring
an increasing
financial burden.
Take home messages
• The current health service
system must change, as it is
unsustainable.
• We must get the balance
and the links right between
health promotion, primary
and acute health care.
• There needs to more focus
on health promotion - not
just secondary preventative
measures. We need to stop
the epidemic of chronic
disease in its tracks.
• Tertiary health care will
bring a different health
care to the Coast, with
a focus on research and
education.
“We must get the balance and the links
right between primary and acute health
care,” he said. “Health capacity on the
Sunshine Coast is about to enter a
new era.”
The biggest challenge for our ageing
population is the increase in chronic
disease and diseases related to lifestyle,
such as diabetes, heart disease and
cancer. The statistics are compelling.
All this is occurring in an environment
where patients and their carers are more
informed and expect ever improving
standards of care.
The challenge and the future
for the Sunshine Coast
For the Sunshine Coast, we need to
talk about the challenge of getting the
investment balance correct between
health promotion, primary healthcare and
the acute sector. Unless prevention and
early intervention occur, no health system
will be able to cater for the impact of an
ever increasing chronic disease epidemic.
The primary healthcare sector and the
acute care sector need to work together in
order to appropriately respond to the real
needs of the community. Unfortunately,
the overwhelming focus on the acute
(hospital sector) does not present an
environment in which this need for
balance can be attained. In particular,
health promotion is an area that has long
been under-resourced in the Australian
context and suffers from fractured policy
change often as a consequence of the
three-year political cycle.
Pattie Hudson suggested that we should
focus on evidence-based health promotion
and explained that research-based
evidence related to health promotion
exists in two main areas: the benefits of
early detection and intervention – in the
case of illness and proactive lifestyle
change. Professor Wallis gave an example
of how recent research shows that
multimodal exercise classes for older
adults give benefits not just associated
with physical fitness and health but also
associated with the ability to think and
remember. This could be a space where
local government could become involved.
An “Active and Healthy Program” with
the scope of the one available on the
Gold Coast, for example, could make a
big difference by practically supporting
the community to exercise more and
eat in a more healthy way. Thus, future
collaborations, with Council coordinating
and facilitating private fitness and
nutrition professionals, could reap
huge benefits.

Workforce and a new
University Hospital
As well as the financial sustainability of
the future healthcare system, the other
major challenge is that of workforce.
We need measures to improve retention,
manage demand and boost productivity.
In addition, we need reform that
addresses changes to scope of practice,
increased use of assistants, introduction
of new workforces or workforce models
and broader application of technologies
such as eHealth and telehealth.
On the Sunshine Coast we are, of course,
currently planning and advancing the
development of a new tertiary hospital.
What is so special about this? It will
be the first new tertiary hospital built
in Australia without the closure and
transfer of an existing tertiary hospital for
more than 20 years. The Sunshine Coast
hospital and health service workforce will
need to grow from its current full-time
equivalent (FTE) workforce of 3,700 and
head count of 4,800 to a FTE of 5,500 in
2016/17 and a head count of 7,200, with
further growth by 2021/22 to a total of
7,400 FTE and a head count of 9,800.
In any hospital development, the focus
is often on the built environment and the
value of the buildings being constructed.
In this case the project budget of $1.8b
is a legitimate focus in its own right,
1 in 30 - People with
Diabetes (Type 2) 4%
1 in 8.5 - People with
Asthma (12%)
1 in 9 Male 1 in 8 Female
- with mental health
disorders (high or very
high psychological
distress levels) (12.5-13%)
1 in 3- People overweight
not obese (30%)
1 in 2- People overweight
or obese adults (50%)
1 in 5- People obese (22%)
1 in 4- People with respiratory
disease (27%)
1 in 18- People at high risk of
alcohol consumption (6%)
1 in 5- Smokers (23%)
1 in 2- People have
at least one of these
risk factors (58%):
Smoking, high alcohol
consumption, physical
inactivity, obesity
1 in 40 People with COPD
1 in 15 Females with
Osteoporosis
1 in 6- People
have had
Cancer (16%)
1 in 6-
People
with
circulatory
system
deseases
(16%)
1 in 3- People
who are
physically
inactive (36%)

Panel 4: Health and wellness
Delegates were asked to vote on which one of seven health and wellbeing issues were most important, using the advanced web-based clicker tool,
GoSoapBox. Responses totaled 109. The results are represented above by the percentage of responses. By far the most important issue to the delegates
was developing an active and healthy program. This issue received more than twice the votes of its nearest rival, encouraging and participating in
region-wide wellness programs.
There is no point in being
well housed, well-educated
and prosperous if we are
either dead or too ill to
enjoy it.
USC Professor Nursing & Midwifery
Prof Marianne Wallis
however the real challenge is not just
for us to build a hospital, it is for us
to resource a hospital. We are not just
building an asset, we are building a
vital service – a service that will require
approximately 3,500 staff when it opens
in late November 2016. To begin to
address some of these future needs USC,
in collaboration with both Sunshine
Coast Hospital and Health Service and
Blue Care, has commenced clinics for
expectant women, mothers and babies and
people with chronic wounds. This kind
of innovative partnership provides easily
accessible services to the community
while providing excellent opportunities to
educate the next generation of nurses and
midwives to be able to work in settings
inside and outside of acute care hospitals.
Collaboration and innovation, leading
to better health and different models of
service delivery, are vital if Sunshine
Coast residents are to continue to live
long, healthy, active lives within the funds
we have available for healthcare.
To do list
• Make sure opportunities
are not only realised but
maximised.
• Develop grass roots
strategies to help the
“average Jo” get fitter and
healthier.
Building and cultivating productive partnerships
Office of Engagement

Sunshine Coast Futures Conference 2014 200+ attendees

We need to ensure that growth is
not an end in itself but rather that our
growth advances our society’s capacity to
enhance lives and livelihoods.
Data, both big and small, is the new
natural resource. Let’s collaborate,
and more importantly share with the
masses.
Wise to remember economics is a social science and that social objectives and
social benefit must be the overriding objective. Nowhere is this clearer than with our
inter generational responsibilities as individuals and a community.
Craig Matheson USC displays
Jim Armstrong
and Tim Bishop
Chris Guthrie and
Ross Hepworth
Colleen Lucas and
Jacinta Creedy
Jane Campbell
and Kevin Hegarty
Andrew Pitcher
Vice-Chancellor Greg Hill
Delegates have
their say
Let’s work hard on
developing and telling
our best stories loud and
often.
Opportunity to leverage
the contribution of our older
members of the community
is an under-utilised resource
to drive and support
innovation and learning.
We need the
digital highway
before a place for
more cars.
Delegates gather in preparation for the conference.
Brook Kitson and
Cr Steve Robinson Ingrid Myher
Mark Paddenburg, Jarna
Baudinette and Mike Schwartz
Brian O’Connor, Rod Richards and
Lance Taylor
Richard Johnson and
Peter Watling
The following quotes were made anonymously using the web-based clicker tool.
They are not linked to adjacent photographs.

If all local
businesses committed
to at least one
internship per year
(even if just for a
week), we’d get better
at engaging with our
younger population.
Sunshine
Coast mentoring,
investment groups
and Chambers are
building capacity
and do a great job
connecting and
assisting local
businesses.
Human capital is
the Coast’s greatest
asset which is why a
coherent community is
so fundamental to
our future.
Future planning should
encourage housing choices
to be closer to services and
transport.Andrew Stevens
and Paul Martins
Dr Pamela Wardner
and Daniel Lange
Dr Aaron Tham and
Kerrie De Clara
Cr Frank Pardon
and Jo Pennell
Delegates participated
with thoughtful questions.
Gary Waterson and
Andrew Squires
Kaylene Ascough, John
McKewin, Stuart Coward Morning tea
Our point of difference and connection
with the environment offers the opportunity
to create a brand for export locally and
globally.
Development without planned
integration of transport networks is
flawed and far too common.
Develop small business mentoring, a fabulous idea. How do
we educate mentors and grow this as a skill and community
benefit to grow small business?
Tom Stock and Richard Campbell Dr Paul Collits, Ed Morrison, Vikki Schaffer
Colin Graham Dr Christine Slade Prof Paul Clark and Andrew Ryan
Mayor Cr Mark
Jamieson
Paul Williamson
Cr Sandy Bolton
and Mark Forbes
John Carleton and
Tim Balcombe
Wendy Macdonald and Cr
Greg Rogerson Sandy Zubrinich

Thank you for the details regarding the Sunshine
Coast youth summit. Wonderful initiative.
Looking forward to the proceedings and actions. See you at next
year’s event too.
Daniel Ryan and Kellie Holdsworth
Prof Laurie Buys, John Hare and Marian Kroon
Prof Mike Hefferan speaks to the media
David Foster and
Sean Gordon
Geoff Peters and
Maya Gurry
Alex Lever-Shaw
and Belinda WarrenProf Marianne Wallis John McKewin and Dick Rowe
Congratulations to the USC
team for hosting such a great event
focused on collaboration.
Good use of technology to get
feedback and what the group is
thinking. Collaboration can be fun.
Sunshine Coast ... world renowned region leading the way
with lifestyle, facilities and innovation based on good health and
wellbeing. Sounds great.
Terry O’Brien, Alison Clift
and Anthony Edgar
Peter Bolton-Hall and
David Foster
Ashley Lorenz and
Peter Rawlinson
Russell Ousley
and Dean Alle
Warren Bunker and Luke Flanagan
Graham Black and Doug Fraser
Tracey Goodwin-McDonald and Ed Morrison

Mark Forbes
Economic Development &
Tourism Manager
Moreton Bay Regional Council

David Foster
Member
Sunshine Coast Economic
Futures Board
Laura Fox
Human Resources Manager
Suncare Community Services Inc.

Doug Fraser
University Project Manager
Dericka Frost
Associate Lecturer Tertiary Preparation
Pathway

Sue Frost
Manager
Inspire Connecting Communities
Master of Ceremonies

Sean Gordon
Sales Manager, Sunshine Coast
Telstra Business
Colin Graham
Managing Director
Causeway Innovation
Mick Graham
Deputy Chair
RDA Sunshine Coast
Dr Wayne Graham
Lecturer, Management

John Greenhalgh
Solicitor Director
Greenhalgh Pickard
Solicitors & Accountants

Andrew Grimshaw
National Skilling and
Employment Manager
The Hornery Institute
Matthew Gross
Director
The National Property
Research Co.

Maya Gurry
Director
Fresh PR & Marketing
Chris Guthrie
Industry Investment Facilitator

Madeline Hall
Managing Director
EMS Creative
John Hare
Cheryl Harris
Manager
Volunteering Sunshine Coast

Pauline Healey
Branch Manager
Bendigo Bank
Prof Mike Hefferan
Pro Vice-Chancellor (Engagement)
and Professor Property & Development
Kevin Hegarty
Chief Executive
Sunshine Coast Hospital and Health
Services
Andrew Hemer
Financial Controller
Typefi Systems Pty Ltd.

Ross Hepworth
Treasurer
Maroochydore Chamber of
Commerce
Prof Greg Hill
Vice-Chancellor and President
Robyn Hills
Photographer
Robyn Hills Photography

Kellie Holdsworth

Michael Hopkins
Regional Manager
Master Builders Association
Diane Howard
Chair
Cleantech Taskforce

Pattie Hudson

Margie Hutchence
Business Development Officer,
Faculty of Arts and Business
Donald Jamieson
Senior Business Banking Manager
NAB
Cr Mark Jamieson
Mayor

Tom Jamieson
Manager Project Delivery
Alexina Johnson
Member
RDA Sunshine Coast
Richard Johnson
Chief Operations Manager

Carly Johnston
Project Manager
Sweett Group
Michelle Joubert
Associate Lecturer, Accounting
Cr Joe Jurisevic
Councillor
Noosa Council
Dr Lee Kannis
Lecturer in Clinical Psychology and
Clinical Psychologist
Prof Mary Katsikitis
Professor and Discipline Leader
of Psychology
Gavin Keeley
Chief Technology Officer
Cloud Data Centre Ltd

Chantelle Kenzler
Executive Officer / Planning Officer
Dr Umi Khattab
Senior Lecturer Public Relations

Simon Kinchington
Coordinator Planning and
Major Projects
Brook Kitson
Branch Manager
Cardno
John Knaggs

Graeme Krisanski
Project Manager, Regional Strategy
and Planning
Marian Kroon
Daniel Lange
Research Assistant Office
of Engagement
Greg Laverty
Executive Director
Assoc Prof Meredith Lawley
Associate Professor (Marketing)

Winslow Leveque
Customer Service Manager
Department of Industry, Queensland
Alex Lever-Shaw
Coordinator Service
Delivery – Industry and Investment

Ashely Lorenz
Manager Infrastructure Planning and
Development
Unitywater
David Lovell
Valuer
CBRE

Colleen Lucas
The Work Shop Operations Manager
The Work Shop
Wendy Macdonald
Prof Doug Mahar
Head, School of Social Sciences
Paul Martins
Manager Economic Development
Sue Mason-Baker

Craig Matheson
Manager Strategy and
Coordination
Cr Jenny McKay
Councillor

Delegate list2014
Kaitlyn Akers
Practice Manager
Infocus Money Management
Dr Dean Alle
Entrepreneur in Residence
Innovation Centre Sunshine Coast
Simon Ambrose
Sunshine Coast Destination Ltd
Prof Sajid Anwar
Professor of Finance
Jim Armstrong
Member
Board of Architects

Kaylene Ascough
Collaboration Consultant
Kollaborate
Brianna Asher
Tutor
Aspire College of Education
Martyn Baldwin
Group ICT Manager
Endeavour Foundation &
Community Solutions Group
Alison Barry-Jones OAM
President
Arts Convention Exhibition
Assoc Inc
Prof John Bartlett
Executive Dean, Faculty of
Science, Health, Education and
Engineering
Jarna Baudinette
Marketing and Projects
Coordinator
Brian Beswick
Chief Information Officer

Tim Bishop

Graham Black
Associate Vice Chancellor (South East
Queensland)
CQ University Australia

Andrew Blake
NAB
Cr Sandy Bolton
Councillor
Noosa Council
Peter Bolton-Hall
Director
BJM Funds Management Limited

Christine Boulter
Field Education Coordinator
Steven Boyd
Program Coordinator and
Lecturer Property Economics
and Development
Linda Brandon
Project Manager – Private Hospital
and Stakeholder Engagement
Qld Health - Sunshine Coast Public
University Hospital Project
Scott Breust
Principal Economic
Development Officer
Department of State
Development, Queensland
Colleen Bright
Operations Coordinator
Graceville Centre – Lutheran
Community Care
Warren Bunker
Director Regional Strategy
and Planning
Anna Burden
Economic Development Officer

Prof Laurie Buys
Professor School of Design
Queensland University of Technology

Matthew Caddy
Mobility Applications Specialist
Optus

Chris Campbell
Coordinator Asset Management

Jane Campbell
Health Outcomes Team Manager
John Carleton
Executive Projects Manager
Moree Plains Shire Council
Bob Carroll
Director
Australian Events
Prof Paul Clark
Chair
Buderim Foundation
Alison Clift
Training Organiser
Sugar Research Institute
Adjunct Professor Paul Collits
Advisor Economic
Development – Property and
Economic Development
Gosford City Council

Marc Cornell
Stuart Coward
Executive Officer
Steps Group Australia
Jacinta Creedy
Managing Director
Q Labour Hire
Denis Cupitt
Valuer
Denis Cupitt Valuers
Bill Darby
Tourism & Events Chair
Caloundra Chamber of Commerce
Lynn Darnell
Executive Assistant to Mike Hefferan
Kerrie De Clara

Suzanne Derok
Owner/Editor
Executive Talent
Josh Dougherty
Assistant Valuer
CBRE
Ken Down
Chair
Education Sunshine Coast

Bronwyn Doyle
Project Manager, HWA Projects,
Faculty of Science, Health, Education
and Engineering
Anthony Edgar
Rae Elliot
Manager
Community Focus Assoc. Inc.

Kate Evans
Senior Development Manager

Steve Fairless
Principal Asset Officer
Energex
Mark Farrell
General Manager
RPS

Kevin Finney
Account Manager
Optus

Gerard Fitzgerald
Business Banking Manager
NAB
Luke Flanagan
Coordinator Business Performance
Chris Fogarty
Town Planning Manager
Energex

Prof Joanne Scott
Executive Dean, Faculty of Arts
and Business
Dr Bridie Scott-Parker
Research Fellow

Greg Searle
Managing Director
Anypoint Pry Ltd
Terence Seymour
Chair
Health and Wellbeing Taskforce
John Shadforth
Foundation Board Member
Michael Shadforth
President
Caloundra Chamber of Commerce
Dr Bishnu Sharma
Senior Lecturer in Management
Lee Shea
Partnership Broker
Sustainable Partnerships
Australia Ltd.
Kathryn Shewring
Community Engagement
Coordinator
Pomona & District
Community House
Yolande Smith
Director
Lou-Cherie Management
Dan Sowden
Director
Ray White Maroochydore
Dr Wendy Spinks
Lecturer, Marketing

Andrew Squires
Area Manager, Small Business
Banking
ANZ
Dr Dixie Statham
Director USC Psychology Clinic and
Senior Lecturer
Michael Stephens
Managing Director
QED Enterprises Pty Ltd
Andrew Stevens
Managing Director
KHA Development Managers
Corey Stitt
Bendigo Bank
Tom Stock
Analyst
The National Property
Research Co.
Henry Taljaard
Business Development Manager
ALLROADS Pty Ltd

Lance Taylor
General Manager
IRT

Chris Teitzel
Strategic Planning Officer
Unitywater
Dr Uwe Terton
Lecturer in Design and
Serious Games
Dr Aaron Tham
Lecturer, Tourism, Leisure and Event
Management, Faculty of Arts and
Business
Gabrielle Troon
Senior Project Officer
Ray Turner
Executive Director

Ann Valentine
Susie Vergers
Learning Designer, C-SALT

Sonya Wallace
Member
Student Council
Prof Marianne Wallis
Professor Nursing & Midwifery
Dr Pamela Wardner
Project Manager & Research
Fellow

Robyn Warn
Business Development Coordinator,
Faculty of Arts and Business

Belinda Warren
Acting Manager Communications
Gary Waterson
Relationship Manager
ANZ

Melissa Waterson
Industry Liaison Officer, Faculty of
Science, Health, Education and
Engineering
Peter Watling
Cr Tony Wellington
Councillor
Noosa Council
Wallis Westbrook
General Manager
The Sunshine Coast Private Hospital
Michael Whereat
Coordinator Industry Enablement
Cr Frank Wilkie
Councillor
Noosa Council
John Williams
General Manager
MIX FM / Sea FM

Melanie Williams
ATSI Liaison Officer

Paul Williamson
College Principal
Kawana Waters State College
Heinrich Wilsenach

Paul Wilson
General Manager

Andy Woodhouse
Manager, Regional Project
Facilitation
Department of State Development,
Infrastructure & Planning
Debbie Woodhouse
Coordinator Corporate Planning and
Performance

Sandy Zubrinich
Chair
Sunshine Coast Business Council
2014
Joshua McKenzie
Unit Leader Treatment Service
Planning
Unitywater
John McKewin
Business Banking Executive
NAB

Sue McNulty
Coordinator Corporate Strategy
and Policy
Charlotte Mellis
VAS-X
Tom Milne
Infrastructure Planning Engineer
Unitywater
Dr Anna Moir-Bussy
Senior Lecturer and Program Leader
for Counselling
Ed Morrison
Regional Economic Development
Advisor Centre for Regional
Development
Purdue University
Kath Munro
Administrative Assistant

Jarrod Murphy
Development Officer
Unitywater

Ingrid Myhr
Social Policy Officer

Melissa Naylor
IHC Manager
IRT
Coralie Nichols
Executive Director
Ted O’Brien
Managing Director
Ted O’Brien & Associates
Terry O’Brien
Chair
Aviation Taskforce
Brian O’Connor
Facilitator
Heart of Pomona Committee
Brett O’Malley
Principal – Sunshine Coast
Jobs On The Coast

Karla Ogg
Urban Planning Student
University of Queensland

Dr Florin Oprescu
Senior Lecturer

Russell Ousley
Director Development Office
Mark Paddenburg
Peter Pallot
Manager Sunshine Coast Airport
Cr Frank Pardon
Councillor
Noosa Council
Carmen Park
Acting District Manager
Probation and Parole, Maroochydore

Amanda Parkinson
Policy Officer
Stephen Patey
Manager Strategic Planning
Shay Pearce
Coordinator
Mylestones Employment
Sunshine Coast
John Pearson
Director
John Pearson Consulting
Jo Pennell
Community and Stakeholder
Engagement Manager
Geoff Peters
Karen Phillips
Manager National StandBy
Response Service
United Synergies
Ron Piper
Manager Major Urban
Developments

Andrew Pitcher
Member
Sunshine Coast Economic Futures
Board
Margaret Poli
HR
Bridgestone Select Maroochydore
Peter Poli
General Manager
Bridgestone Select Maroochydore

Warren Polley
Managing Director
Polleys Coaches

Kim Price
Community Development Officer

Peter Rawlinson
Regional Strategic Planner
Kylie Readman
Director, C-SALT

Emily Rehm
Strategic Planner

Joseph Riba
President
Maroochydore Chamber of
Commerce

Rod Richards
Director
Business Enterprise Centre
Swain Roberts
Special Counsel
McCullough Robertson
Cr Steve Robinson
Councillor
Tim Robson
General Manager
John Pearson Consulting
Cr Greg Rogerson
Councillor

Shaun Rosendale
Senior Asset Officer
Energex
Assoc Prof Johanna Rosier
Associate Professor Regional and
Urban Planning
Dick Rowe
Consultant
American Maglev Technology, Inc.
Andrew Ryan
Executive Director

Daniel Ryan
Sales and Leasing Executive
Savills
John Sargent
Member
RDA Sunshine Coast
Lynne Saunders
Coordinator Marketing
Rod Saunders
Senior Account Executive,
Sunshine Coast
Telstra Business
Dr Vikki Schaffer
Lecturer, Tourism, Leisure and
Event Management
Delegate list continued

Jointly sponsored by:
www.sunshinecoastfutures.com.au

Sunshine Coast Futures Conference Report 2014

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Sunshine Coast Futures Conference Report 2014