Regional Development - Kate Charters


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  • Using a model developed by Ted that uses multi objectives decision making framework based on coalitions of interest – it is fairly tight structure to ensure we move with pace. If you have issues you think need further discussions they can be flagged or you can add your comments electronically if you prefer Day will be around brief overview presentations and small group work Expert panelists who will present back to the whole group Now, or down the track there will be an opportunity to prioritise these and after this session developing them into a final document
  • Regional Development - Kate Charters

    1. 2. The Sustainable Economic Growth for Regional Australia, SEGRA , conference was established in 1997 in response to growing concern about the absence of a single forum in which practitioners, business, government and researchers with a deep commitment to regional Australia could discuss issues and advance options and solutions for the future. SEGRA is committed to providing challenging, thought provoking keynote addresses by Australia’s leading social, political, economic and environmental thinkers; exemplars of some of Australia’s outstanding regional development success stories and; providing a mechanism for drawing together and advancing knowledge and issues. It is focused on practical and applied presentations. Background © Management Solutions 2011
    2. 3. Regional Australia has specific and unique characteristics and qualities that need to be considered outside the policies frameworks that are commonly and usefully applied to densely populated areas typically regional agendas are focused on sectoral interests and economic and business considerations. It is harder for these frameworks for government business relations to address issues which are less amenable to market-based instruments. Much of the discussion focused around the need to focus on and confront some of the fundamental ways in which regional development, policy frameworks, approaches and implementation instruments are developed and practiced. Some proposals raised at SEGRA © Management Solutions 2011
    3. 4. <ul><li>Governance </li></ul><ul><li>Economic </li></ul><ul><li>Infrastructure </li></ul><ul><li>Population and Social Proposals </li></ul><ul><li>Cultural and Land Rights </li></ul><ul><li>Natural Resource Use Management </li></ul>Six themes © Management Solutions 2011
    4. 5. <ul><li>Acknowledge the need for a common alliance throughout regional Australia and mechanisms to martial their commonalities – ‘giving recognition to the voice of regional Australia’; </li></ul><ul><li>Establish mechanisms for managing the increasingly difficult choices between environment, community and industry – inherent contradictions eg Kimberly LNG Precinct; </li></ul><ul><li>Identify regional stakeholders in order to act as advocates with the Commonwealth, State, Territory and local governments for: viable regional communities; decentralisation of functions and operations of governments, a commitment to resourcing regional development; clarity of funding and transparency; </li></ul><ul><li>Recognise the need for strong, interrelated and sustainable frameworks that work within regions and articulate across regions;   </li></ul><ul><li>Assist industries and communities to work in collaboration with all spheres of Government to develop a shared vision and strategy to achieve specific outcomes </li></ul>Governance proposals © Management Solutions 2011
    5. 6. <ul><li>Initiate appropriate and enabling policy and institutional settings to facilitate regional development – political commitment; </li></ul><ul><li>Foster returning ‘royalties to the regions’ as a targeted regional development funding mechanism; </li></ul><ul><li>Encourage commercial entities in the resource sector to invest in theregions where they operate; </li></ul><ul><li>Initiate ‘whole of mine-life planning’ to encompass cyclic impacts of large mineral resources development projects; reducing long infrastructure and approval times, sudden closures and or downsizing, amenity, location of workforce accommodation; </li></ul><ul><li>Recognise that typically, large initial expenditures are made on non-relocatable assets with efficient capacity utilisation taking years or decades; </li></ul><ul><li>Recognise that many of the properties of infrastructure are contrary to those often assumed in economic and finance systems; </li></ul><ul><li>Argue that it is time for the full nature of infrastructure investment to be recognised and accommodated in funding and taxation regimes; </li></ul>Economic proposals © Management Solutions 2011
    6. 7. <ul><li>Foster greater application of research and development in areas including regional Australian monetary policy; </li></ul><ul><li>Support an immediate review of the current system of Commonwealth Grants Commission that emphasises the importance of horizontal equity whilst not addressing disparities in access to services between regions within States; </li></ul><ul><li>Seek that the Australian government urgently addresses the current fringe Benefit Tax settings which reward Fly in and Fly out and penalise the provision of housing for resident workers and their families; </li></ul><ul><li>Encourage greater development of mine services in regions by way of education, housing, retail industry so as to be active disincentives for Fly in Fly out and Drive in and Drive out; </li></ul><ul><li>Support and endorse development of accredited ecotourism initiatives and enterprises; </li></ul><ul><li>Encourage funding research and development for value adding industry especially in mining and agriculture. </li></ul>Economic proposals (cont’d) © Management Solutions 2011
    7. 8. <ul><li>Support strategic placement and access to soft infrastructure and services including establishing multi-user infrastructure </li></ul><ul><li>Initiate serious strategies to secure water reform, State-wide demand for water in the minerals and energy sector was projected to grow at a Cumulative Annual Growth Rate of ~5% for 2008-2014 (Chamber of Minerals and Energy,WA); </li></ul><ul><li>Install Information Technology and Communication platforms, communication and transport for global connectedness and competitiveness; </li></ul><ul><li>Encourage patient capital and long term finance across several business cycles are needed – these have been discouraged by current arrangements. </li></ul>Infrastructure proposals © Management Solutions 2011
    8. 9. <ul><li>Develop and implement policies and engagement activities for Indigenous people that: support positive and proactive leadership; ensure frameworks act to enable benefits to arise equally; address anticipated growth issues in communities; foster the provision and housing a skilled work force; provide social and financial infrastructure; and account for the often cyclical shifts in the economies of rural and remote regions; </li></ul><ul><li>Evaluate benchmarks for equitable and accessible service delivery to all members of regional communities; </li></ul><ul><li>Initiate appropriate labour force planning regarding education, training and flexible life long skills development in communities including articulating life skills and industry; </li></ul><ul><li>Ensure that all communities have equal opportunities to benefit from economic growth now and in the future; </li></ul><ul><li>Identify and develop sustainable, diverse business and employment opportunities for people in remote communities; </li></ul><ul><li>Foster entrepreneurship and leadership; facilitate community engagement and encourage regional pride. </li></ul><ul><li>Collaboratively develop a vision for growth and advocate for regions and communities of space and interests. </li></ul>Population and Social proposals © Management Solutions 2011
    9. 10. <ul><li>Establish relationships with Head Office level policy-makers of the community based organisations and peak body organisations; </li></ul><ul><li>Support the establishment of a regional peak body to coordinate and assist not for profit organisations in satisfying multi-agency funding applications and compliance standards; </li></ul><ul><li>Liaise with community-based organisations to mobilise existing and new residents within the 25-64 years age ranges; </li></ul><ul><li>Foster greater development of mining services in regions – education, housing and retail industry; </li></ul><ul><li>Initiate and support further research and development into early research indicators that there is substantial support for flexible, highly mobile accommodation solutions for mine workers and their families. </li></ul>Population and social (cont’d) © Management Solutions 2011
    10. 11. <ul><li>Foster the development and implementation of mechanisms to appropriately incorporate Indigenous society into the mainstream global economy: </li></ul><ul><li>Recognise that for many Indigenous Australians, their economic development is limited by access to credit and/or capital and that this can often be compounded by low levels of literacy and numeracy or by living in a remote location. </li></ul><ul><li>Acknowledge that many of the big infrastructure projects are occurring in locations where there is are relatively large Indigenous population, that are characterised by low Indigenous employment. </li></ul><ul><li>Optimise the opportunity for Indigenous groups and individuals to participate in major projects as sub-contractors, suppliers and as business owners. </li></ul>Cultural and land rights proposals © Management Solutions 2011
    11. 12. <ul><li>Support policy development and foster institutional arrangements to effectively address natural resource management issues including water security and biodiversity conservation </li></ul><ul><li>Foster the self-sustaining management of renewable and non renewable resources </li></ul><ul><li>Foster the better management of the environmental footprint of all land users </li></ul><ul><li>Support one-stop –shop approval processes </li></ul><ul><li>Encourage research and development investment in water efficiency as an increasingly important area of societal concern . </li></ul><ul><li>Increase research and development into renewable energies and reduce energy uses; </li></ul><ul><li>Lower the footprint and impact of agricultural practices at different scales; </li></ul><ul><li>Foster drought tolerant cropping; </li></ul><ul><li>Encourage more forward planning and collaboration in catchment management i.e. industry to industry and between industry and government will be valuable. </li></ul>Natural resource use management proposals © Management Solutions 2011
    12. 13. Regional Australia Summit Criteria
    13. 14. Key governance criteria <ul><li>Institutional arrangements </li></ul><ul><li>Enables regional empowerment and governance </li></ul><ul><li>Fosters devolution of : </li></ul><ul><ul><ul><li>Policy development </li></ul></ul></ul><ul><ul><ul><li>Decision making </li></ul></ul></ul><ul><ul><ul><li>Program development </li></ul></ul></ul><ul><ul><ul><li>Project management </li></ul></ul></ul><ul><ul><ul><li>Implementation </li></ul></ul></ul><ul><li>Values diversity of settlements and communities in regional Australia </li></ul>
    14. 15. Key governance criteria <ul><li>Actively supports self sustaining rural and remote regional cities, towns and settlements </li></ul><ul><li>Encourages greater inter and intra governmental collaboration over the regions </li></ul><ul><li>Legislation and policy: </li></ul><ul><li>Fosters Indigenous involvement in regional policy formulation and decision making </li></ul><ul><li>Establishes strong policy, legislative and regulatory frameworks for sustainable regional development </li></ul>
    15. 16. Key governance criteria <ul><li>Promotes a long term national vision for regional sustainability </li></ul><ul><li>Seeks tax settings to encourage residential workers in regions and discourages fly in and fly out </li></ul><ul><li>Enhanced knowledge of regional realities and resource constraints. </li></ul>
    16. 17. Key governance criteria <ul><li>Management and administration </li></ul><ul><li>Resources capacity building of government and non government in devolved governance </li></ul><ul><li>Ensures transparency and accountability in decision making and development approval. </li></ul><ul><li>Actively promotes stakeholder participation through proactive regional and community processes </li></ul><ul><li>Devolve authority for rapid and transparent decision making for approvals. </li></ul>
    17. 18. Key Economic Criteria <ul><li>Local ownership </li></ul><ul><li>Long term jobs </li></ul><ul><li>Creates/sustains regional residential work force </li></ul><ul><li>Social Economic indicators: </li></ul><ul><ul><li>household income, financial stress, personal </li></ul></ul><ul><ul><li>income, number of jobs and housing costs </li></ul></ul><ul><li>Promotes diversification of the economy </li></ul>
    18. 19. Key Economic Criteria <ul><li>Allows for development and retention of a skilled workforce of adequate number </li></ul><ul><li>Satisfies TBL criteria </li></ul><ul><li>Substantial measureable outcomes </li></ul><ul><li>Profitable </li></ul><ul><li>Incentives for energy reduction </li></ul><ul><li>Adequate training and skills </li></ul><ul><li>Adequate business planning </li></ul>
    19. 20. Key Economic Criteria <ul><li>Cost benefit analysis that considers: </li></ul><ul><ul><li>community and social interests, national interests, extent of demand, future generations, degree of local ownership </li></ul></ul><ul><li>Supports infrastructure provision </li></ul><ul><li>Increases export $$ </li></ul><ul><li>Establishes small to medium enterprises </li></ul>
    20. 21. Key Social Criteria <ul><li>Adequate resourcing ( staff, facilities, budgets) for: </li></ul><ul><ul><li>transport, communication ( including interacting world wide), health, education, housing, culture, recreation , community facilities </li></ul></ul><ul><li>Community engagement – empowered, enabling </li></ul><ul><li>Educational achievement – training opportunities, quality schooling </li></ul>
    21. 22. Key Social Criteria <ul><li>Satisfactory scoring on shore and long term measures of community well being: </li></ul><ul><ul><li>inclusion, cohesion, law and order, integration of generations and cultures, sustainable lifestyle, social interaction and networks </li></ul></ul><ul><li>Economic participation </li></ul><ul><li>Hard and soft infrastructure that allows for growth, economic diversity and alternative industry development </li></ul>
    22. 23. Key Social Criteria <ul><li>Satisfactory scoring on shore and long term measures of community well being: </li></ul><ul><ul><li>inclusion, cohesion, law and order, integration of generations and cultures, sustainable lifestyle, social interaction and networks </li></ul></ul><ul><li>Economic participation </li></ul><ul><li>Hard and soft infrastructure that allows for growth, economic diversity and alternative industry development </li></ul>
    23. 24. Key Social Criteria <ul><li>Benchmarking re provision of equitable regional services and programs </li></ul><ul><li>Land access </li></ul><ul><li>Sufficient population to allow diversity </li></ul>
    24. 25. Key Indigenous criteria: <ul><li>Resourcing of health, education, housing that: </li></ul><ul><ul><li>retains culture in services, is culturally appropriate, and includes Aboriginal design </li></ul></ul><ul><li>Provides local economic participation </li></ul><ul><li>Achieves against ‘close the gap’ indicators </li></ul><ul><li>Focuses on empowerment with involvement by local Indigenous people </li></ul>
    25. 26. Key Indigenous criteria: <ul><li>Supports benchmark standards around the following measures ( which may require better data): </li></ul><ul><ul><li>number of residents per dwelling, % involved in mainstream economic activity, community wellbeing, health, local employment, education </li></ul></ul><ul><li>Provides mentoring and work based training, education and qualifications </li></ul><ul><li>Reflects regionally appropriate differences in localised solutions by local Indigenous people </li></ul>
    26. 27. Key Indigenous criteria: <ul><li>Positive employment policies by companies </li></ul><ul><li>Employment opportunities that support appropriate chosen lifestyle </li></ul>
    27. 28. Key natural resource criteria <ul><li>Support sustainable management of natural and human systems </li></ul><ul><li>Works with industry to obtain sustainable investments </li></ul><ul><li>Fosters responsible use of non-renewable and renewable resources </li></ul><ul><li>Quantifies land use, patterns of change and areas under potential threats: </li></ul><ul><ul><li>Biophysical, demographic, urban footprints </li></ul></ul>
    28. 29. Key natural resource criteria <ul><li>Reduces environmental impacts from agriculture industry and urbanisation </li></ul><ul><li>Acknowledges implications of extreme weather, climatic variability and change </li></ul><ul><li>Fosters use of Indigenous and local knowledge </li></ul><ul><li>Quantifies changes in number of threatened endangered species, on regional and local level </li></ul>
    29. 30. Key natural resource criteria <ul><li>Encourages focused fundamental and applied research </li></ul>
    30. 31. <ul><li>Capitalize on growth in ‘green industries’; </li></ul><ul><li>Plan for decentralisation, particularly in regard to shifts from oil dependence; </li></ul><ul><li>Localise development of human resource capacities, goods and services in response to food and water security; </li></ul><ul><li>Address Indigenous legal rights and land claims </li></ul><ul><li>Grow Indigenous role and capacities in land and sea management, and recognition of Indigenous economic and natural resource knowledge </li></ul> Synthesising the proposed actions © Management Solutions 2011
    31. 32. Synthesising the proposed actions (cont’d) <ul><li>Ensure appropriate legislative, planning and implementation mechanisms to maximize potential for growth and benefits in the resource sector to stay in regional communities; </li></ul><ul><li>Create flexible, lifelong skilled human resources; and </li></ul><ul><li>Plan responses to the shifts in agricultural patterns as a result of climate change. </li></ul>
    32. 33. Where to next? © Management Solutions 2011 <ul><li>Assessing options – criteria </li></ul><ul><li>Ranking Options </li></ul><ul><li>Advocacy </li></ul><ul><li>Strategic approaches </li></ul><ul><li>National, regional and local opportunities </li></ul>
    33. 34. How can you be involved <ul><li>Please contact SEGRA Secretariat if you or your organization would like to participate in : </li></ul><ul><li>an online discussion of the SEGRA 2011 Communiqué; </li></ul><ul><li>be part of the working party; </li></ul><ul><li>contribute your ideas; or </li></ul><ul><li>lead or be part of a research projec t. </li></ul>© Management Solutions 2011
    34. 35. For more information contact: Kate Charters, SEGRA Convenor ph 07 3210 0021 [email_address]