CCRC Economic Development Plan Tropical Futures 2016

t r o p i c a l f u t u r e s 2 0 1 6 ■ ■ ■ c a s s o w a r y c o a s t 1
Pillars for a sustainable
Cassowary Coast
tropical
futures
2016

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Images indicated by location supplied courtesy ofTourism Queensland
Cassowary Coast Regional Council
PO Box 887 Innisfail Qld 4860
Tel (07) 4030 2222
Fax (07) 4061 4258
Email enquiries@cassowarycoast.qld.gov.au
Web www.cassowarycoast.qld.gov.au
Publication produced August 2011
Disclaimer: ‘While every effort has been made to ensure information in this Plan is current and factual, the Cassowary Coast Regional Council
makes no representation to any person or organisation with regard to the completeness or accuracy of the data or information contained in this
document and, to the extent permitted by law, disclaiming all liability for any loss or damage (including indirect, special or consequential loss or damage)
incurred by any person or organisation arising from the use of, or reliance upon, the data or information contained herein’.

Foreword...........................................................................................................................................................................................................................................6
A Message from the Mayor............................................................................................................................................................................................7
Purpose................................................................................................................................................................................................................................................8
Cassowary Coast Regional Council Corporate Framework.....................................................................................................................10
Region Profile – Dynamic Cassowary Coast .........................................................................................................................................11
Urban Centres & Localities...........................................................................................................................................................................................12
Demographics......................................................................................................................................................................................................................12
Knowledge, skills and training.......................................................................................................................................................................................13
The Labour Force...............................................................................................................................................................................................................14
Lifestyle - Working and living in the region..........................................................................................................................................................16
Power.........................................................................................................................................................................................................................................17
Telecommunications..........................................................................................................................................................................................................17
Economic contribution of the region......................................................................................................................................................................18
Context............................................................................................................................................................................................................................................20
An Eco-Economy................................................................................................................................................................................................................20
Liveable Cassowary Coast Plan..................................................................................................................................................................................21
Towards Q2:Tomorrows Queensland...................................................................................................................................................................22
ClimateQ: toward a greener Queensland............................................................................................................................................................23
Queensland Research & Development Investment Strategy 2010 - 2020.......................................................................................24
Far North Queensland Regional Plan 2009 – 2031.......................................................................................................................................25
Far North Queensland Infrastructure Plan 2009 - 2031.............................................................................................................................25
Centres of Enterprise Initiative...................................................................................................................................................................................26
Keep Australia Working Cairns and Far North Queensland Regional Plan......................................................................................26
Indigenous Economic Development Strategy Action Plan 2010 – 2012...........................................................................................27
Tropical North Queensland Regional Economic Plan...................................................................................................................................28
Regional Development Australia Far North Queensland andTorres Strait Regional Roadmap..........................................28
Table of Contents

4 c a s s o w a r y c o a s t ■ ■ ■ t r o p i c a l f u t u r e s 2 0 1 6
Pillars of Economic Development........................................................................................................................................................................29
Pillar 1 – Marketing the Cassowary Coast Region................................................................................................................30
Regional Significance.......................................................................................................................................................................................30
Far North Queensland ‘GreenBiz’ Friendly Capital......................................................................................................31
Laboratory for Innovation..........................................................................................................................................................31
Centre of Education Excellence..............................................................................................................................................31
Centre of Excellence in Health Services............................................................................................................................31
Mobile Knowledge Workers.....................................................................................................................................................31
Transport Connectivity................................................................................................................................................................32
Local Industry Recognition.........................................................................................................................................................32
Town, Rural and Coastal Communities...............................................................................................................................32
Landmark Events..............................................................................................................................................................................32
Strategies for achieving above...................................................................................................................................................................33
Creating a business branda)
Promotional activitiesb)
Effective communicationsc)
Business eventsd)
Priority actions for above.............................................................................................................................................................................33

Pillar 2 – Building Partnerships, Fostering Innovation........................................................................................................34
Local, regional, global partnershipsa)
Fostering sustainable business practicesb)
Economic development partnership programsc)
Linking businessd)
Research and developmente)
Regional innovation zonesf)
Pillar 3 – Workforce Development........................................................................................................................................................38
Clustering around magnet infrastructurea)
Supporting disadvantaged and minority groupsb)
Linking education and training providersc)
Networking for jobs, skills and trainingd)
Understanding employment trendse)
Modernising education deliveryf)
Promoting best practice in skills and knowledge transferg)
Promoting sustainability educationh)

Pillar 4 – Enabling Infrastructure.............................................................................................................................................................42
Establishing a long term infrastructure plana)
Establish a proactive planning approval processb)
Integrating disaster mitigation and sustainability principlesc)
Creating a balanced environment for public private partnershipd)
Promoting key transport infrastructure hubse)
Improving energy generation infrastructuref)
Improving communications infrastructureg)
Improving waste and water management infrastructureh)
Influencing whole of Government infrastructure planningi)

Pillar 5 – Planning for the Future..............................................................................................................................................................46
Influencing the far north Queensland regional planning frameworka)
Integrated planning for social, natural and economic benefitb)
Commercial and industrial land availabilityc)
Establish economic growth corridors around major infrastructured)
Fostering external partnershipse)
Responsive planning assessmentf)
Monitoring Outcomes & Success............................................................................................................................................................49

‘Before everything
else, getting ready
is the secret of
success’
Henry Ford
Foreword
The Cassowary Coast Regional Council Economic Development Plan ‘Tropical Futures 2016’ is a culmination of extensive
research and consultation with our local business community, Government and Non Government partners providing a
dynamic framework for Council to guide the sustainable economic growth of the Cassowary Coast region.
Focusing on five economic pillars:
Marketing the Cassowary Coast Region1.
Building Partnerships2.
Workforce Development3.
Enabling Infrastructure4.
Planning for the future5.
The Plan outlines a set of strategies and priority actions for the region to 2016. The Plan is the first in an ongoing series of five
year plans. The Plan focuses on laying a foundation that raises the profile of the region and building the capacity of the regions
individual industry groups and business networks.
The local economy is characterised by a range of business activities supported by a resilient agricultural and tourism base that
provides for local employment growth in our region. Ongoing investment is characterised by large scale developments such as
the Sea Haven project and several other proposed developments. Supported by public private partnerships, the region will
be transformed into a vibrant centre for business and residents in the 21st Century.
Council and its partners are committed to playing an active role to achieve economic wellbeing and quality of life for the
communities and the Cassowary Coast Regional Council Economic Development Plan will guide Council in shaping that
future.
The Cassowary Coast region provides for more than just a lifestyle, it aims to be an innovative region where people want to
live, work and grow their business.
Much of the statistical information was gathered online through the QueenslandTreasury - Office of Economic & Statistical
Research and the Australian Bureau of Statistics and is based off the 2006 census data, unless otherwise noted. Numerous
Queensland and Commonwealth Government, Non Governmental and International agency reports were also consulted
throughout the development of this plan.
Shenal Basnayake
Economic Development Officer

A message from
the Mayor
The Cassowary Coast region is unique for very many reasons. It is
very unusual to be part of the developed world yet exist in a tropic
environment.
There are abundant natural resources and an enormous range of
biodiversity. Our people are a significant resource recognised for
our resilience, but to fully utilise our resources we need to further
increase educational opportunities.
Our resources enable the region to typically have the highest
value of agricultural production of all local government regions in
Australia.
Economic development is the life blood of our community. We
all know that the world’s resources are limited and that there are
pressures on some community’s particularly large cities and their
liveability. Growth at all costs is not acceptable.
Our liveability is highly regarded and we welcome appropriate
development that does not put at risk our lifestyle or natural
beauty. We want the economies of scale benefits that come from
growth and targeted opportunities for our children.
I encourage our community to grasp the initiatives highlighted in
the economic plan for the betterment of all in our region.
Cr. Bill Shannon
Mayor - Cassowary Coast Regional Council

Purpose
The Cassowary Coast Regional Council Economic Development Plan will provide increased coherence and coordination with
other Council plans delivering actions and outcomes that act on strategies defined in the five pillars as set out below:
pillar1
pillar2
pillar3
pillar4
pillar5
Marketing the
Cassowary Coast
Region
Building
Partnerships,
Fostering
Innovation
Workforce
Development
Enabling
Infrastructure
Planning for
the Future
It will provide a positive framework to guide, support
and give greater recognition to sustainable economic
development. The delivery of this Plan is the
implementation of a series of priority actions. The actions
will be progressively updated and reviewed, to allow this
Plan to remain dynamic and future-oriented to 2016.
Understanding that Council alone cannot deliver on all the
priority actions, Council will be working very closely with all
levels of Government, Non-Government agencies, regional
industry and business networks to facilitate the delivery of
outcomes.
Tackling the challenge of resource efficiency and climate
change whilst delivering job growth is the core objective
of the Plan. This not only means gearing up the economy
to deliver the agreed goals, but also kick-starting investment
in greener industries, technologies and services recognised
as having some of the greatest potential for future jobs and
regional resilience. To secure this ambitious goal, all the
instruments at the regions disposal, including the natural
environment, need to be harnessed effectively.
Council will ensure that the Cassowary Coast region
is part of the global ‘efficiency revolution’ required for
achieving sustainability. This can be through changes in
technology development and design, changes in governance
and changes in consumption decisions. Ensuring broader
awareness and championing change by expounding the
benefits of ‘biomimicry’ for example are ways in which
positive changes can occur in the daily lives of the regions
citizens and the industries we rely on.

The plan encourages businesses and individuals alike
to:
Recognise that the world and the region is•
going to continue experiencing change at an
exponential rate over the next 20 years, and they
have limited time to prepare for those changes;
Shift many of their business as usual practices;•
Understand and tackle the issue of sustainable•
development, especially through bringing in
resource efficiencies and integrating indigenous
knowledge.
To achieve the above, a set of goals has been outlined
to provide the region with:
A unique and outstanding environment that•
promotes a more resource efficient, greener and
competitive economy;
A fair and connected society that fosters a high•
employment economy delivering social cohesion;
Effective, collaborative leadership through•
enhanced direct linkages with other relevant
local, regional and state plans that facilitate
collaborative economic development;
Prosperity through knowledge and innovation;•
Quality planning outcomes;•
Resilient infrastructure;•
Self sustaining indigenous communities.•
The region needs to define where it wants to be over
the coming decade.To this end, the Plan proposes:
A reduction in unemployment levels to be on par•
or better than the national level within the next
ten years;
Creation of new employment opportunities•
at a consistent rate with the regions expected
population growth;
Creation of new green industries through•
marketing, promotion and branding of the region,
as well as the introduction of green business
friendly policies, incentives and reward;
Increasing the capacity of the regions industry•
groups and business networks to undertake
projects and action themselves;
Achieve the Queensland Governments•
climate/energy targets through introduction
of sustainability initiatives and a reduction in
emissions;
Increasing the number of tertiary degree•
recipients within the region;
Increasing the viability of the regions indigenous•
corporations through assistance establishing new
industries and employment outcomes;
Increasing the regions resilience to natural•
disasters and external impacts.
These targets are interrelated and critical to the plans
overall success and tailored to meet the economic
needs of the region.

Corporate Framework
The Cassowary Coast Regional Council through its
Economic Development Plan has created a vision for the
future – a dynamic region with an enhanced quality of life
for its citizens and one which engages communities through
cultural, social and economic activities.
Council’s vision is to retain our unique tropical lifestyle
whilst valuing our exceptional natural environment and
create a balanced, sustainable economy.
The regions vision influence’s a number of key factors and
issues in implementing the plan including:
Acknowledging the contribution of existing local•
businesses and encouraging new business investment;
Understanding the strain put on traditional industries•
in the agricultural and tourism sectors through both
the global financial crisis and natural occurrences;
Supporting new technologies and growth in the•
electronic commerce and services;
Expanding the levels of professionally qualified people•
in the region, including skilled trades and other
technical people in the region;
Recognising the opportunities from innovative and•
newly emerging industry sectors;
Supporting local businesses to achieve ‘world’s best•
practice’ and engagement beyond the region;
Ensuring equal opportunity and high levels of service•
for the community;
Encouraging and facilitating collaboration between•
all levels government, business and other relevant
stakeholders.
The delivery of this Plan falls
within the regions corporate
framework, the Cassowary
Coast Regional Council
Corporate Plan 2009 – 2019.
The key outcome areas of the Corporate Plan that relate to
the Economic Development Plan are:
Outcome 3.1 – Encourage development of new•
business and emerging industries
Outcome 3.2 – Foster development and expansion•
of existing business and industry
Outcome 3.3 – A recognised tourism destination•
Outcome 3.4 – Development of the region as a•
transport hub
Outcome 3.5 – Cassowary Coast has appropriate land•
use planning to support a sustainable economy
Other key strategic documents that guide activities in the
region include:
Cassowary Coast Regional Council Operational Plan,
Liveable Cassowary Coast Plan, Cassowary Coast Regional
Council Capital Works and Asset Management Plans,
Cassowary Coast Regional Council Planning Scheme
and the Cassowary Coast Regional Council Disaster
Management Plan.
An amalgamated region wide local planning scheme is being
prepared and due for completion by 2014. This scheme will
address the requirements proposed by the
‘Far North Queensland Regional Plan 2009 – 2031’
prepared by the Queensland Department of Infrastructure
and Planning. A regionalTourism Plan is also being prepared
at the moment to address the specific needs of the tourism.
industry.

The Cassowary Coast Regional Council was established
on 15 March 2008.The new Regional Council was created
through the amalgamation of the former Cardwell Shire
Council and former Johnstone Shire Council.
The Cassowary Coast region is named after the tall, flightless
bird which inhabits parts of the region. The region covers an
area of approximately 4,700 square kilometres. The region
is a mix of town, rural and coastal communities. There are
over 3,500 businesses operating in the region with potential
for new business growth and development in all of the towns
and communities. The most recognizable industries linked to
the region are the tourism and primary industries.
The region comprises of the main townships of Innisfail in
the north, throughTully and Mission Beach, to Cardwell in
the south with all major essential services readily accessible.
The high rainfall and humidity means its one of the wettest
and greenest in Australia. As at 30 June 2009, the estimated
resident population of region was 30,992 persons.
The Cassowary Coast is well connected to other parts of
the nation via the major arterial road network system the
Bruce Highway, connecting the major regional cities of Cairns
to the north andTownsville to the south. The Palmerston
Highway provides connectivity with theTablelands region and
is the major goods transport route. The region can also be
accessed by sea through the commercial port at Mourilyan
Harbour, by air at one of three aerodromes and by rail which
provides an additional level of connectivity.
INNISFAIL
Hinchinbrook
Island
Gre
at
Divi
dingRange
TULLY
Mission
Beach
Cardwell
Coral Sea
Region Profile
Dynamic Cassowary Coast
South Mission Beach
Hull Heads
Tully Heads
Kennedy
El Arish
Silkwood
Kurrimine
Euramo
Silky Oak
Port Hinchinbrook

Urban Centres & Localities
Estimated resident population by urban centres/localities
Cassowary Coast Region 30 June 2009
————————————————————————————
Urban centre Estimated Locality Population
or locality Population Area Density
Number km2
Persons / km2
————————————————————————————
Innisfail 8,837 22.9 385.9
Tully 2,578 7.1 363.1
Cardwell 1,486 9.4 158.1
Wongaling Beach 1,143 7.9 144.7
South Mission Beach 848 12.7 66.8
Flying Fish Point 811 2.8 289.6
Kurrimine 632 1.7 371.8
Wangan 621 0.5 1,242.0
Mission Beach 614 3.3 186.1
Bingil Bay 491 3.2 153.4
Tully Heads 489 6.0 81.5
South Johnstone 488 3.3 147.9
Mourilyan 469 1.5 312.7
Silkwood 349 6.9 50.6
El Arish 291 0.7 415.7
————————————————————————————
Cassowary Coast Region 30,992 4,701.3 6.6
————————————————————————————
Queensland 4,425,103 1,734,173.9 2.6
Region as % of Qld. 0.7 0.3 2.3
Based on ASGC 2006 • Source: Australian Bureau of Statistics Regional Population Growth
(Cat# 3218.0) & unpublished data.
Demographics
According to the Australian Bureau of Statistics, in 2031 the
population for Cassowary Coast Regional Council Local
Government Area (LGA) is projected to be 36,568 persons.
This will account for an average annual population growth of
0.8 per cent. In comparison, Queensland is projected to have
an average annual growth rate of 2.2 per cent over the same
period. The median age of persons was 40 with an average
household size of 2.7 persons.
The estimated Indigenous resident population at the time of
the 2006 Census was 2,311 persons or 9.1 per cent of the
total population in Cassowary Coast Regional Council Local
Government Area.
The region contains a mix
of town, rural and coastal
communities. The urban
centre with the largest
population was the urban
centre of Innisfail, with a
population of above 8,500
persons. Of the urban
centres, the locality of
Wangan had the highest
population density, with
approximately 1,242 persons
per square kilometre.

Knowledge, Skills &Training
According to the Australian Bureau of Statistics, in the 12 months
ending 31 December 2008, 75.3 per cent of students attending a
school in Cassowary Coast Regional Council Local Government
Area (LGA) attended a government school and 24.7 per cent
attended a non-government school.
There were 2,126 students attending a government primary
school (years 1 to 7) in Cassowary Coast Regional Council LGA
and 615 students attending a non-government primary school. In
secondary school (years 8 to 12) there were 1,375 government
students and 566 non-government students.
At the time of the 2006 Census, there were 8,216 persons aged
15 years and over with year 11 or 12 (or equivalent) stated as
their highest level of schooling (37.6 per cent of all persons aged
15 years and over).
At the time of the 2006 Census, there were 9,803 persons aged
15 years and over with a qualification which was 44.9 per cent of
the population in this age group.
Of persons aged 15 years and over with a qualification, 14.2 per
cent had bachelor degree or higher, 9.5 per cent had an advanced
diploma or diploma, and 42.8 per cent had a certificate.

17.6%
3.4%
Agriculture, Forestry and Fishing
1.1%
1.7%
Mining
10.7%
9.9%
Manufacturing
1.4%
1%
Electricity, Gas,Water and Waste Services
8.4%
9.0%
Construction
2.3%
3.9%
WholesaleTrade
11.2%
11.6%
RetailTrade
7.2%
7.0%
Accommodation & Food Services
4.2%
5.1%
Transport, Postal and Warehousing
1.4%
0.5%Information Media andTelecommunications
1.1%
2.9%
Financial and Insurance Services
1.4%
2.1%
Rental, Hiring and Real Estate Services
2.5%
5.6%
Professional, Scientific andTechnical Services
2.6%
3.1%
Administrative and Support Services
5.9%
6.7%
Public Administration & Safety
6.9%
7.6%
Education andTraining
7.7%
10.2%
Health Care and Social Assistance
1%
1.3%
Arts and Recreational Services
3.5%
3.7%
Other Services
Queensland
Cassowary Coast Region
Employment by Industry (%) Queensland v’s Cassowary Coast Region
———————————————————————————————————————————————
————————————————————————————————————————————————
Based on ASGC 2006 • Data for reformed local government areas are derived from concorder population-based statistical local area
data (ASGC 2006) • Source:Australian Bureau of Statistics, Census of Population and Housing, 2006, Basic Community Profile - B42
5% 10% 15%0%
The Labour Force
Employment by Industry
Of the regions total 12,188 employed persons in 2006, employment was dominated by four popular industry sectors:
Agriculture, Forestry and Fishing (2,140 persons or 17.5%)1.
RetailTrade (1,364 persons or 11.1%)2.
Manufacturing (1,310 persons or 10.7%)3.
Construction (1,019 persons or 8.3%)4.

Occupation
The occupations held by the resident population in the region
for 2006 shows the three most popular occupations were:
Labourers (2,444 persons or 20%)1.
Managers (2,092 persons or 17.2%)2.
Technical andTrades Workers (1,896 persons or 15.6%)3.
Combined, these three occupations accounted for 6,432
people in total or 52.8 per cent of the employed resident
population. By comparison, Queensland employed 11.9 per
cent as Labourers; 12.4 per cent as Managers; and 15.4 per
cent asTechnical andTrades Workers.
Community & personal service workers 7.8%
(Queensland 9.1%)
Sales workers 8.0%
(Queensland 10.4%)
Machinery operators
& drivers 9.1%
(Queensland 7.2%)
Professionals 9.7%
(Queensland 17.1%)
Clerical & administrative workers 10.5%
(Queensland 14.8%)
Technicians & trade workers 15.6%
(Queensland 15.4%)
Managers 17.2%
(Queensland 12.4%)
Labourers 20.0%
(Queensland 11.9%)

The Commission for Architecture and Build Environment,
UK defines livability as the degree to which a place, be
it a neighborhood, town or city, supports quality of life,
health and wellbeing for the people who live, work or
visit. Regions considered to have a high degree of livability
tend to have a high level of, and widespread accessibility to,
amenity. Amenity includes features such as open and green
space; educational, social, cultural and recreational facilities.
High-amenity places have not only higher financial value
(property prices and rents) but also social, environmental,
public health and cultural value; livable cities are widely
perceived to be healthy, attractive and enjoyable places for
people of all ages, physical abilities and backgrounds.
The Cassowary Coast Region boasts a unique tropical
environment that offers a relaxed, outdoor lifestyle with
essential services readily available.With more than 70
percent of the region protected by National Parks and
World Heritage conservation areas the region abounds in
natural beauty and is home to two world heritage areas –
the WetTropic Rainforest and the Great Barrier Reef.
The region enjoys an average daily temperature range of
18.5C to 27.2C and on average receives approximately
3,056 mm of rainfall each year creating a lush green
environment. The abundant water and nutrient rich soils
create the perfect growing environment for the plentiful
tropical fruits available. With the closest mainland access
to the Great Barrier Reef and numerous offshore islands,
the region provides the perfect area to raise a family, enjoy
an active outdoor lifestyle or retire amongst beautiful
surroundings.
The region is proud of its cultural heritage and promotes
active interaction between the various communities. The
country of birth of the population in the region in 2006
shows that the region has a significant proportion of people
born overseas, as well as a sizeable proportion of people
from a non-English speaking background.
The estimated resident population of persons born
overseas at the time of the 2006 Census was 3,318 persons
or 13.1 per cent of the total population in Cassowary Coast
Regional Council Local Government Area.
Over 30 different languages are spoken and all major forms
of religion are practiced. The dominant non-English speaking
country of birth in the region was Italy.
Volunteers
Volunteering is at the heart of many of the regions residents
and at the time of the 2006 Census 19.8 per cent of the
total persons aged 15 years and over was volunteers, in
comparison with Queensland at 18.3 per cent.
Lifestyle - Natures Playground
Mission Beach, Qld

Access to energy is essential for the functioning of
modern economies. The distribution of energy is thus
a critical element of ensuring security and supply of
energy. The electricity supply to the region is provided by
Powerlink Queensland’s 132kV network and 132/22kV
substations, and by Ergon Energy’s 22kV network supplied
from those substations. The electric power flows from
generation stations all over Queensland, though Powerlink’s
transmission grid, into Ergon Energy’s and Energex’s
distributions grids, to supply customers.
Both Powerlink and Ergon Energy plan the development
of their networks to ensure adequate present and future
capacity is available to connect new customer loads as
required.
Power
Customers by Sub Station
Energy Consumed
Peak Demand
EL ARISH
1389
2071
9131
4503
29.3 GWh
25.7 GWh
146.0 GWh
78.4 GWh
29.9 MW
17.6 MW
5.2 MW
4.5 MW
INNISFAIL
TULLY
CARDWELL
Source: Network Development Engineer
Ergon Energy, Cairns, January 2011
Telecommunications
Increasingly, connectivity in and between regions and
accessibility to goods and services for businesses and
individuals is related to access to telecommunications and
digital technologies. Access to high-speed broadband is
now an essential part of the way communities communicate
socially as well as to do business. Increasingly employment
patterns are changing with the ability to work remotely
via the internet creating terms such as mobile knowledge
workers. Concepts such as E-Learning and E-Health are
becoming progressively more important to the delivery of
essential services, in particular the access it provides regional
communities with.
The availability and coverage of affordable and reliable
communications is critical to the future of the region
reducing the tyranny of distance in relation to work
and education and providing greater equity of access to
employment and leisure opportunities. It also offers greater
flexibility to manage family and work life. In the Cassowary
Coast region,Telstra has a total of 25 exchanges. These
buildings also contain transmission access points that are
used to interconnect not only the exchanges but data
nodes, mobile base stations and other communications
infrastructure.
Broadband internet access is an essential requirement to
participate in the so-called ‘new economy’. Increasingly
fast internet access is required for accessing essential
information and undertaking domestic and non-
domestic business as both government and the private
sector conduct their business, or aspects of it, on-line.
E-Government initiatives for example are increasing the
interaction between Government and Community playing
an important role in promoting engagement at all levels.
The CCRC area is well serviced byTelstra optical fiber
cable and has plenty of reserve capacity. The region also has
extensive ADSL internet connectivity andTelstra Next G
mobile connectivity.
At the time of the 2006 Census, 50.9 per cent of
households in the region were connected to the internet,
with around 20.4 per cent broadband connectivity.

Economic contribution of the
region
As of the last census conducted in 2006, the Cassowary
Coast region had approximately 280 businesses with a
turnover of $1 million or more per annum. The total number
of businesses registered for the period 2006 - 2007 was
approximately 3,525. Of these 3,300 were small businesses
accounting for 94.5 per cent of the total. 159 were medium
businesses and 36 were large businesses.
The largest number of businesses by industry sector is
comprised within the Agriculture, Fishing and Forestry sector
which accounts for around 60% of total businesses within the
region, followed by the Construction, Property and Business
Services. The region produced over 10 per cent of the total
value of crops in Queensland on an annual basis.
Value of Agricultural Production
The total value of agricultural production in the region in
2008 – 2009 was $591.7 million, encompassing a total land
area of 268.2 thousand hectares. The four largest contributors
were:
Bananas: $388.4 million1.
Sugar: $157.2 million2.
Fishing: $12.5 million3.
Cattle: $10.3 million4.
Cassowary Coast Region Agriculture Revenue 2008 - 2009
Cassowary Coast Region Agriculture total area of 268,239 hectares with a gross revenue of $591,741,226
(Data sourced from Queensland Primary Industries and Fisheries - January 2011)
BANANAS
$388,432,433
287,648 ton
9,090 hectare
SUGAR
$157,219,348
10,161,227 ton
122,497 hectare
(data includes Babinda Mill region)
FISHING
$12,508,880
1,190 ton
(data for Cooktown to Innisfail region)
CATTLE INDUSTRY
$10,356,060
15,932 head
135,437 hectare
PAPAYA
$8,950,500
6,845 ton
130 hectare
OTHER
TROPICAL FRUITS
$8,406,548
2,458 ton
690 hectare
AQUACULTURE
$2,850,435
1,638 ton
235 hectare
OTHER CROPS
$3,017,021
3,758 ton
160 hectare

Value of Tourism
Cassowary Coast is part ofTropical North Queensland
tourism region which hosts an industry valued at $2.35 billion,
approximately 24 per cent of the Gross Regional Product for
far north Queensland. It is estimated to generate over 40%
of the regions export earnings therefore is a critical part of
the far north Queensland regions economy. The estimated
expenditure created by Tourism in the Cassowary Coast region
is approximately $100 million per annum which accounts for
4% of the far north Queensland region.
Average annual visitor numbers from 2005 to 2010 indicate
that the region hosts around 170,000 domestic visitors and
67,000 international visitors. This accounts for over 10% of
domestic and international visitors to the far north Queensland
region.
Most domestic visitors, a result of the drive tourism market are
intrastate visitors from within Queensland, followed by New
South Wales andVictoria. The largest proportions of travelers are
aged between 45 and 64 years.
The Cassowary Coast is host to some notable attractions in
the form of Paronella Park, Dunk and Bedarra Island Resorts
and Hinchinbrook Island.
Value of Manufacturing
Manufacturing accounts for approximately $3.2 billion per annum
in sale of goods and services to the far north Queensland region.
Of this the Cassowary Coast region accounts for approximately
$150 million.
Building Approvals
Over the period 01/07/2005 to 31/12/2010 there have been
a total of 4898 approvals. These approvals were valued at
$474,277,877.
The total number of building approvals in 2010 was 454 with a
total value of $48,684,095.50.
Source: Cassowary Coast Regional Council Planning Department January 2011.
Hinchinbrook Island, Qld

Context
An Eco-Economy
In 1997 a team of researchers from the United States,
Argentina, and the Netherlands put an average price
tag of US$33 trillion a year on fundamental ecosystem
services. At that time, this equated to nearly twice the
value of the global gross national product (GNP) of
US$18 trillion. (Robert Costanza et al.,“TheValue of
the World’s Ecosystem Services and Natural Capital,”
Nature,Vol. 387, 1997).
In 2010, the Australian Conservation Foundation using
the methodology created by Robert Costanza and team,
created a model to provide an approximate value of the
national economy aptly named ‘The Whole Economy’.
The results indicate that the annual gross domestic
product of the national economy in 2009 was $1223
billion and the annual value of environmental production
(sum total of items such as nutrient cycling and waste
treatment, raw materials, water management, etc…)
was a staggering $1164 billion.
The Cassowary Coast Regional Council which operates
between two world heritage listed areas is tackling the
issue of economic development by taking account of the
need to assist the regions businesses and industry be
driven by sustainable development practices. Through
the combination of leadership and policy, the region aims
to be the green business capital for the far north
Queensland region.
To accomplish this, Council will assist business and
industry consider some very simple changes to the way
they run their businesses, emphasising on advanced
techniques for making resources more efficient. The
approach is referred to as ‘Natural Capitalism’ where the
economy values the natural resources and ecosystem
services that nature provides. Natural capitalism
recognises the critical interdependency between the
production and use of human-made capital and the
maintenance and supply of natural capital.
Four major interlinked shifts in the business as usual
model need to be considered, these being:
Dramatically increasing the productivity of natural1.
resources by reducing the wasteful and destructive
flow of resources. Through fundamental changes in
both production design and technology organisations
have the opportunity to make major resource savings
yielding higher profits.
Shift to biologically inspired production models by2.
introducing closed loop productions systems where
every output either is returned harmlessly to the
ecosystem or becomes an input for manufacturing
another product.
Move to a solutions based business model where a3.
new model for value is delivered as a flow of services.
The perceptions move from the acquisition of goods
as a measure of affluence to one where well being is
measured by the continuous satisfaction of changing
expectations for quality, utility and performance. The
new relationship aligns the interest of providers and
customers in ways that reward them for implementing
resource productivity and closed loop manufacturing
systems.
Reinvesting in natural capital by restoring, sustaining4.
and expanding the planet’s ecosystems so that
they can produce their vital services and biological
resources even more abundantly.
(Amory B. Lovins, L. Hunter Lovins, Paul Hawken,“A Road Map for
tural Capitalism,” Harvard Business Review, May – June 1999).

Sustainable business practices for the Cassowary Coast
region is not an end goal, it is a journey that the region takes
to improve the social equity, environmental and economic
conditions within the region.
“Business cannot function if ecosystems and the
services they deliver - like water, biodiversity, fibre,
food, and climate - are degraded or out of balance.”
World Business Council for Sustainable Development.
Each of the five Pillars within the plan contains a set of
strategies and priority actions. The strategies provide a
link between each pillar and the prior mentioned goals,
while the priority actions identify the actions that need
to commence within a set timeframe for the goals to be
realised. The strategies and priority actions within each pillar
will be implemented over the next 5 years to
support and help advance a local economy that is
vibrant and continues to grow sustainably.
The Plan gives significant recognition to partnerships and
cooperation with State and Federal Government agencies
with regard to the following key plans, policies
and strategies:
Livable Cassowary Coast Plan 2020•
Towards Q2:Tomorrows Queensland•
ClimateQ: toward a greener Queensland•
Queensland Research & Development Investment•
Strategy 2010 - 2020
Far North Queensland Regional Plan 2009 – 2031•
Far North Queensland Infrastructure Plan•
2009 - 2031
Centres of Enterprise Initiative•
Keep Australia Working Cairns and Far North•
Queensland Regional Plan
Indigenous Economic Development Strategy Action•
Plan 2010 – 2012
Tropical North Queensland Regional Economic Plan•
Regional Development Australia Far North•
Queensland and Torres Strait Regional Roadmap
Liveable Cassowary Coast Plan
The Liveable Cassowary Coast Whole of Community Plan
2020 is a long term plan that will help guide all sections of
the community in achieving its goals and aspirations. The
Plan incorporates the World Health Organisations Healthy
Cities Healthy Communities framework. The Plan is built
on the assumption that the decisions and actions of the
community today can shape its future and that individuals
can make a difference. The Plan aims to involve all
members of the community in the decision-making
process while guiding the prioritisation of actions.
The visions outcomes identified are:
Strong Economic Development;•
Green and Sustainable;•
Social and Cultural Wellbeing;•
Community Leadership.•
Source: Liveable Cassowary Coast Plan 2020
Cassowary Coast Regional Council, 2010.

Towards Q2:
Tomorrows Queensland
TheTowards Q2:Tomorrows Queensland State Plan recognises that the
Government’s role is to provide policy and infrastructure that offer an attractive
and competitive business environment.
Launched in 2008, the plan has the platform that Queensland is one of the
best places in the world to work, raise a family, enjoy life, as well as making
Queensland an even better place.
The government has framed its 2020 vision for Queensland around five
ambitions. They are ambitions for the whole State and for communities in every
Queensland region.
The plan wants a Queensland that is:
Strong: We want to create a diverse economy powered by bright ideas.
Green: We want to protect our lifestyle and environment.
Smart: We want to deliver world-class education and training.
Healthy: We want to make Queenslanders Australia’s healthiest people.
Fair: We want to support a safe and caring community.
Source:Towards Q2:Tomorrow’s Queensland,The State of Queensland –
Department of Premier and Cabinet, 2008.
The Cassowary Coast Council strongly supports the plan by acknowledging it as
the principle plan around which the regions own economic development plan is
framed.
Hinchinbrook Island, Qld

ClimateQ
ClimateQ:
toward a greener Queensland
ClimateQ: toward a greener Queensland sets out the
Government’s response to tackling the issues of climate
change and the steps required for Queensland’s transition
to a lower carbon future. As noted by the Premier and
Minister for Climate Change and Sustainability ‘It extends
and strengthens our climate change response to help
everyone to take action today for tomorrow’.
This strategy includes eight sectoral strategies to reset and
expand Queensland’s policy approach for managing future
greenhouse gas impacts and safeguarding tomorrow’s
Queensland.
Energy – generating a new future1.
Overcoming challenges to transition Queensland to a
low emissions future.
Queensland business – a new operating climate2.
Exploring and adopting sustainable practices.
Planning and building – tools to minimise climate3.
change impacts
Integrating climate change considerations into land use
planning and building design to reduce emissions and
impacts of climate change.
Community – householders reducing their carbon4.
footprint
Collective ClimateSmart choices by Queensland
households making a real difference to climate change.
Primary Industries – growth in a changing landscape5.
Maintaining and enhancing sustainable, livable and
prosperous rural communities.
Transport – moving towards a low carbon future6.
Transitioning transport to a carbon-constrained world
and adapting to a changing climate.
Ecosystems - protecting our lifestyle and7.
environment
Minimising future climate change impacts on our State’s
natural environment.
Government – leading by example8.
Reducing greenhouse gas emissions from government
operations and ensuring infrastructure resilience in a
changing climate.
Source: Climate Q: toward a greener Queensland,The State of
Queensland, Department of Environment and Resource Management,
2009.

Queensland Research
& Development
Investment Strategy 2010 - 2020
This strategy details the research and development objectives
behind the Queensland Government’s investment of $3.6
Billion in research, development and innovation made since
1998, aimed at the delivery of long-term economic, social and
environmental outcomes for the people of Queensland. As
noted by the Premier ‘It provides a clear framework to align
research and development activities with the government’s
Toward Q2 targets for a strong, green, smart, healthy and fair
Queensland in 2020’.
To this end, it identifies five important areas for action and
coordination across government:
Focus on needs and strengths•
Build critical mass•
Skill the workforce•
Connect researchers, end users and investors•
Engage the community•
It also profiles fourteen research and development objectives
within six research and development priority areas that
support the Government’s state planTowards Q2:
Tomorrow’s Queensland.
Source: Queensland Research & Development Investment Strategy 2010 -
2020,The State of Queensland, Department of Premier and Cabinet, 2010.

Far North Queensland
Regional Plan 2009 – 2031
The Far North Queensland Regional Plan launched in 2009
recognises Government’s role in properly managing the
influx of residents over the next twenty year time frame by
providing a suitable framework that will support the region’s
needs for employment and housing affordability. As noted
by the Premier and the Minister for Infrastructure and
Planning, ‘The plan seeks to provide the necessary planning
frameworks that afford continued growth for the region,
ensuring that industries such as the tourism and agricultural
industries will continue to stimulate the regions economy’.
The plan is the pre-eminent plan for the region and
therefore takes precedence over all other planning
instruments. The plan guides State agencies on future
infrastructure and service provision and plays a vital role in
ensuring alignment of Local Government planning schemes.
Far North Queensland
Infrastructure Plan 2009 - 2031
The Far North Queensland Infrastructure Plan launched in
2009 recognises the vital role played by the Queensland
Government to manage regional growth. As noted by the
Minister for Infrastructure and Planning ‘The plan identifies
current and future needs of the region, infrastructure
required to support desired growth in an efficient manner,
and build resilience to the impacts of climate change and
peak oil’.
In addition to spending on maintenance of existing
infrastructure, the plan identifies an initial outlay of
$2 Billion over a four year time frame to be spent on:
$570 million in road, rail and public transport projects•
$1 billion in social and community infrastructure•
$230 million in water infrastructure•
$170 million in energy infrastructure.•
Source: Far North Queensland Infrastructure Plan,The State of
Queensland, Department of Infrastructure and Planning, 2009.

Centres of Enterprise Initiative
As the Queensland Government’s main tool for developing
the regional economies, the Centres of Enterprise initiative
provides the Cassowary Coast region with a definitive list of
priority areas for developing key opportunities selected for
Tropical North Queensland.
Centres of Enterprise Action Plans have been developed
that target the following areas forTropical North
Queensland:
Tropical Expertise – Secure more of a global•
market, build tropical expertise capability,
research and innovate.
Marine Services – Secure more of the global•
market, drive local industry competitiveness,
lay the foundation for industry growth.
Aviation – Raise industry profile to win new•
business, strengthen the sector, increase industry
competitiveness.
Keep Australia Working Plan
Cairns Regional Plan
The Keep Australia Working Cairns Regional Plan released
in 2009 by the Federal Department of Education,
Employment and Workplace relations describes initiatives
to address challenges of the future as the economy
recovers from the effects of the global financial crisis.
The regional employment plan has a two‑pronged
approach to:
Identify goals and strategies to maximise job•
opportunities, ensuring job seekers are best
positioned to access these opportunities and
addresses skill shortages
Build on the response of the Queensland•
Government and Australian Government to the
Advance Cairns ‘New Deal’ proposal
The four key goals are:
Ensuring that local businesses, local job seekers,1.
apprentices and trainees access jobs resulting from the
Nation Building – Economic Stimulus Plan and other
job creation and retention programs
Ensuring that indigenous job seekers access local2.
employment opportunities
Increasing the recruitment of apprentices and trainees3.
and ensuring that youth employment opportunities are
maximised
Ensuring that the Cairns priority employment area has4.
a skilled workforce to meet growth industry needs
Source: Keep Australia Working, Cairns Regional Plan, Department of
Education, Employment and Workplace Relations, 2009.

Indigenous Economic
Development Strategy Action
Plan 2010 - 2012
The Indigenous Economic Development Strategy Action
Plan summarises the progress to date and planned future
actions towards delivering the Australian Government’s
commitment to investing in Indigenous economic
development and working on establishing a solid base to
launch the Indigenous Economic Development Strategy
2010 - 2018.
The draft strategy which was released for comment in late
2010 focuses on five key strategic areas of action:
Education and Individual Capabilities - Early childhood1.
development and readiness for school, School
attendance and engagement, Retention and attainment,
Tertiary education, From school to work,Vocational
training,Adult skills and capabilities, Healthy Individuals
and communities.
Jobs - Welfare incentives, Employment services, Public2.
sector employment, Private sector employment and
retention, Government procurement, Recognise
achievement and best practice.
Business and Enterprise - Access to capital, Business3.
support, Private sector engagement and partnerships,
Procurement, Role models and leadership, Better
information.
Financial Security and Independence - Home4.
ownership, Savings and superannuation, Financial
management skills, Leadership and capacity building,
Indigenous assets.
Strengthening Foundations - Infrastructure and housing,5.
Land and property rights, Governance,Tax and welfare,
Mainstream access, Safe and secure communities.
Source: Indigenous Economic Development Strategy Action Plan 2010
- 2012, Department of Families, Housing, Community Services and
Indigenous Affairs, 2010.

Tropical North Queensland
Regional Economic Plan
TheTropical North Queensland Regional Economic Plan
(TNQ REP) outlines a twenty year economic vision based
upon widespread consultation and research. It has been
contributed to and endorsed by all major stakeholders in
the regional economy and it provides the region with a
considered, realistic, agreed and appropriately ambitious
way forward.
Together with the five year action plans which will follow
from it, theTNQ REP provides a means of co-ordinating
the regions economic efforts for the regions mutual,
long-term benefit.
The purpose of theTNQ REP is to provide:
A high level blueprint that articulates a shared eco-1.
nomic vision and identifies diverse strategies to achieve
that vision;
A tool for understanding the regional economy, attract-2.
ing investment and with ‘one voice’ driving government
policy; and
Clear roles and responsibilities for implementation.3.
TheTNQ REP is primarily focused on the four local
government areas of the Cairns Region, the Cassowary
Coast Region, the Cook Shire and theTablelands Region
but it also acknowledges and integrates the economic links
that extend beyond these localities.These economic links
include the Cape, the Gulf, Hinchinbrook,Townsville and
neighboring indigenous communities.
Source:Tropical North Queensland Regional Economic Plan,
Advance Cairns, 2011.
Regional Development Australia
Far North Queensland and
Torres Strait Regional Roadmap
The principal role of RDA FNQ&TS is to provide a
conduit between all three levels of government and the
community to promote a better understanding of regional
requirements. To enable this, RDA FNQ &TS developed
a Regional Roadmap which focuses six pillars:
EconomicVitality1.
Sustainable Resource Management2.
Visionary Infrastructure3.
Inclusive Services and Planning4.
Empowered PeopleThrough Knowledge and Skill5.
Reconstructing Regionalism6.
The above pillars will enable RDA to deliver on:
Regional business growth plans and strategies, which help
support economic development, the creation of new jobs,
skills development and business investment;
Environmental solutions which support ongoing
sustainability and the management of climate change
including the impact of natural disasters; and
Social inclusion strategies which will bring together and
support all members of the community.
Source: Regional Development Australia Far North Queensland
andTorres Strait, Regional Road Map, 2010.
12345

Pillars of
Economic
Development
The five pillars of, Marketing the Cassowary
Coast, Building Partnerships and Fostering
Innovation,Workforce Development, Enabling
Infrastructure and Planning for the Future are
the basis of the regions first economic
development plan. They have been chosen
because they lay the foundation for future plans
by identifying the need to focus on leadership
and capacity building whilst promoting the
regions existing industries, natural assets and
capabilities over the next five years.

Marketing
the Cassowar y Coast region
Marketing the region is about supporting and creating positive perceptions
and awareness of the regions attributes. The region will reinvigorate business,
attract new jobs, investment and more visitors through targeted marketing and
branding of the region, its towns, rural and coastal communities. Branding must
be a collaborative effort between local business and Council, and be promoted
in select market segments to showcase the regions outstanding environment,
economic capabilities, competitive and comparable advantages and opportunities.
It is vital for Council and business, through the range of identified actions to
market the regions unique advantages, to retain strong existing businesses and
encourage their expansion and attract new business investment.
Some of the key Marketing attributes of the region are:
Lifestyle•
Culture and heritage•
Natural environment •
Local industries•
Infrastructure and connectivity•
Learning centres•
Towns and village centres•
Landmark events•
Regional significance
The Council will continue to provide significant economic contribution to the
region through acknowledgement and better understanding of key business
sectors and stakeholders and their impact on the region. The Council’s investment
prospectus and regular updates via the Council web site for example will promote
support services, initiatives and achievements.
pillar1
3 0 c a s s o w a r y c o a s t ■ ■ ■ t r o p i c a l f u t u r e s 2 0 1 6

Marketing themes
Promoting the region as the far north
Queensland ‘GreenBiz’ friendly capital
Council through its Economic Development section is
committed to making the Cassowary Coast region the
centre of all eco friendly business activities in far north
Queensland. Maintaining the highly prized lifestyle attributes
is advocated by every resident within the region, therefore
attracting industries that have the least impact on the regions
environment are encouraged. Plans to create specialist
industrial parks that support the establishment and growth
of businesses that develop green technologies and green
industrial solutions are high on the list of priorities along
with attracting businesses that value sustainability as a core
principle. In addition to the establishment of such facilities,
a range of partnerships and incentives for attracting and
retaining green industries and the creation of green jobs will
be pursued.
Promoting the region as a
‘Laboratory for Innovation’
Creating greater awareness of the regions potential for
establishing centres of innovation focused on the key natural
attributes such as the abundance of water, biodiversity,
sunlight, etc… Research in areas such as tropical medicine,
indigenous health and education, pharmaceuticals and
alternative energies are an example
of possible centres. Promotion of existing research facilities
such as the Queensland Primary Industries Centre for Wet
Tropics Agriculture and the Defense Science andTechnology
Organisations Environmental Exposure Studies Centre.
Promoting the Cassowary Coast as a
‘Centre of Education Excellence’
Creating greater awareness of the education sector within
the region – especially the presence of institutions such as
the Innisfail State College,TAFE Queensland, the network of
public and private primary and secondary schools and the
network of private training providers. In addition promotion
of the region towards the establishment of specialist
education centre in areas such as indigenous and multicultural
studies, tropical sciences and medicines, agriculture,
fisheries and livestock, alternative energies and emergency
management.
Promoting the region as a
‘Centre of Excellence in Health Services’
Creating greater awareness of the health services sector
within the region by promoting the presence of Innisfail
andTully Hospitals, other health care services, aged care
and disability support services, other community outreach
services and specialist services for Aboriginal andTorres Strait
Island residents. Promotion of special projects within the
region such as the ‘Healthier Great Greenways and Liveable
Cassowary Coast’.
Promoting the region towards the
mobile knowledge workers
Create greater awareness of the regions livability aspects to
‘mobile knowledge workers’, people who are not restricted
by office space and capable of therefore living in a location
of their choosing. This would encourage a range of skilled
professionals to relocate to the region thereby positively
impacting on a range of demographic factors.

“local industries such as, bananas, sugar,
tropical fruits, tourism and manufacturing,
as well as creative industries will contribute
significantly to the local and regional economies”
Promoting the regions transport
connectivity
Identification of the regions potential for transport and
logistics connectivity and access to all modes of transport
(sea, road, rail, air).
Promoting the region through
local industry recognition
The identification and recognition of local industries such as,
bananas, sugar, tropical fruits, tourism and manufacturing, as
well as creative industries will contribute significantly to the
local and regional economies, supporting the regions quality
lifestyle identity, branding and marketing.
Promoting the regions town, rural
and coastal communities
The major town centres – Innisfail, Mission Beach,Tully,
Cardwell, and other small community centres such as
El Arish - are community focal points that provide an
important sense of place. A process of continual physical
enhancement adds to their attractiveness for business
investment, visitors and community enjoyment.
The major town centres also present marketing and
branding opportunities to attract greater levels of business
activity investment and develop as economically sustainable
centres that are vibrant, pedestrian friendly, well serviced
by convenient multi-modal public transport and have
housing choice, retail diversity and localised employment
opportunities whilst embracing the regions indigenous and
multicultural heritage.
The high level of amenity offered by the local foreshore
parks, cycle ways, and street infrastructure and community
facilities, as part of existing or planned developments within
the town centre and neighborhoods, are a positive impact
on the area’s economic growth and prosperity.
Enhancing the existing commercial and mixed use centres
by streetscape improvements, lighting, greening, public art
and other urban design-related treatments that will improve
their attractiveness for residents, shoppers, visitors and
enhance business returns.
Promoting the regions landmark events
Existing regional landmark events, business and community
events - such as: Feast of the Senses, Feast of theThree
Saints, Mission Beach Film Festival, etc… - as well as new
cultural and arts festivals, film, sporting, heritage educational
and children’s events present the opportunity for
coordinated City-wide Marketing and Branding.
Cardwell, Qld

Strategies
a) Establish a business brand for the region
linked to the natural assets and the eco-
economy concept to be used for economic
development and market positioning. Seek
the support of key business and government
stakeholder networks to assist.
b) Undertake relevant marketing and business
promotion activities to raise local and
regional profile as a centre for green business,
sustainable practices, innovative research and
education, cultural diversity.
c) Engage in effective communication with
local businesses and other stakeholders to
promote and encourage sustainable local
business practices and the creation of local
employment opportunities specifically around
sustainable business opportunities.
d) Co-ordinate profile raising co-badged
business events, seminars and media
opportunities with key business stakeholders,
and other agencies.
Priority Actions
1 Develop a regional investment strategy and
associated materials focusing on the marketing attributes
of the region as defined above. Incorporate the ‘Liveable
Cassowary Coast’ as the brand. To be created in conjunction
withTrade Investment Queensland and other relevant
stakeholder organisations;
Relevant Strategy – a, c Timeframe: Immediate
2 Council and other stakeholders to establish a
comprehensive online business database and provide
resources to regularly update contact information and
industry capabilities;
Relevant Strategy – a Timeframe: Immediate
3 Create a set of annual business events in partnership
with public and private regional stakeholders to promote
the knowledge and skills of local businesses while
showcasing the regions investment potential;
Relevant Strategy – b, c, d Timeframe: Immediate
4 Prepare a sponsorship strategy in conjunction
with the regions Chambers of Commerce and Business
Networks;
Relevant Strategy – d Timeframe: Medium
5 Establish and promote the revitalized Council website
for Business and Investment with links to other key business
websites such as the Chambers of Commerce, business
networks, Government departments and
Non-Governmental organisations;
Relevant Strategy - c Timeframe: Immediate
6 Branding and Marketing for the various industrial
estates and promotion of available land;
Relevant Strategies - a Timeframe: Medium
7 Promotion of the regional businesses involvement
in key sustainability initiatives such as the Department
of Environment and Resource Managements ‘ecoBiz
program’. Establish a regional ‘Sustainable Business Award’
in collaboration with local business stakeholders and other
relevant stakeholder organisations;
8 Develop a dynamic regional economic impact tool
and hardship to be made available via Council’s website;
Relevant Strategy – c Timeframe: Medium
9 Identify suitable locations for film sites including
promotion of the regions involvement as a current film
location for programs such as ‘Sea Patrol’ and link to
investment strategy;
Relevant Strategy – b, c Timeframe: Long
10 Establish additional ventures at the MaMu canopy walk
and with Girringun Indigenous Corporation for promotion
of regions indigenous heritage.
Relevant Strategy – b, c Timeframe: Medium
11 Work with Campervan & Motorhome Club of
Australia to establish RV friendly facilities inc. parking and
signage to grow tourism spend in the region by lengthening
visitor stays;
Relevant Strategy – b, c Timeframe: Medium

Building
Partnerships
Fostering Innovation
Much of the work needed to drive future competitiveness and create tomorrow’s
jobs requires a collaborative approach towards development. Therefore at the
core of plan is the need to support the transformation of the region’s economy
towards an economy based on harnessing knowledge and innovation of those
within and outside the community. Concerted efforts to boost research and
innovation, upgrade education and remove barriers to entrepreneurship are
central requirements of the region’s partnership initiatives.
Collaborative initiatives and partnerships with key stakeholders open up exciting
opportunities to attract new investment, grow existing business, entice more
visitors and improve the economic climate for existing industry and business
networks.The Cassowary Coast Regional Council has recently established an
Economic Development Reference Group made up of a range of internal and
external stakeholders. This group will continue providing a voice for action on
specific projects identified as creating economic benefit for the region.
Partnerships with industry peak bodies, professional associations, business
advisors, education and research institutions and other public and private sector
organisations are also central to this pillar.As Council cannot drive economic
development on its own, it is local support and encouragement that is needed
to create collaborative new partnerships that can lead to increased employment
opportunities, as well as enhanced, long term economic performance of the
region. Building partnerships with local business chambers and networks, State
Government agencies (such as DEEDI and DERM), Commonwealth agencies
(such as RDA,Austrade and AusIndustry) is important for Council to pursue as
it can assist in attracting new business as well as expanding and retaining existing
business.
pillar2

Working collaboratively in partnership enables Council to:
Capture and apply sustainability and innovation across•
a range of business sectors
Co-ordinate and leverage government and sponsorship•
funding
Share learning and exchange information•
Work with business and related agencies to strengthen•
the area’s competitiveness and build business capability.
Facilitating commercial partnerships between Council and
business (Public Private Partnerships – PPP) can result
in public domain improvements which in turn support
new business opportunities and enable stakeholders to
build stronger commercial relationships leading to greater
business growth. Metricon’s Sea Haven development is
an example of such a partnership and opportunities and
benefits include:
New and enhanced housing and facilities•
Potential for existing and new small business expansion•
and jobs generation within the Innisfail town centre.
Exploring community Council partnerships such as Business
Improvement Districts (BIDs), which are now common
throughout North America, Canada, New Zealand and
the United Kingdom, can bring substantial benefits through
working with property owners and business tenants to
achieve improvements and undertake activities such as,
public art, infrastructure, marketing and centre maintenance.
A sustainable Cassowary Coast economy needs a
partnership approach to continue developing a thriving
agricultural sector, making its contribution to a wide variety
of regional objectives including cohesion, climate change,
environmental
protection and biodiversity, health and
competitiveness, as well as food security. Sustainable
regional development in the Cassowary Coast will aim at
fostering a competitive agricultural sector and innovation in
areas like production processes and technological progress,
economic diversification in agriculture based industries,
preserving the environment and natural resources,
addressing climate change, both mitigation and adaptation,
helping water management and resource efficiency and
offering specific support to the most disadvantaged in the
region.
In times of fiscal constraint, research and innovation are
the most sustainable engines of economic and productivity
growth. The Council will improve its support towards local
businesses that are involved in R&D, and innovation. The
Council will also ensure that barriers for local entrepreneurs
to bring ideas to market are reduced by providing assistance
identifying better access to finance, affordable intellectual
property advice and access to markets.
This Plan will help to encourage and facilitate constructive
partnerships between local businesses as well networking
through regular collaborative forums, seminars, awards and
events.

Strategies
a) Establish partnerships between local business and out
of region private and public agencies eg. James Cook
University, Queensland Manufacturing Institute, Economic
Development Australia, Environment Business Australia to
attract investment, increase visitors, support local business
innovation and diversification whilst providing enhanced
networking opportunities.
b) Facilitate the development of sustainable business
practices to reduce environmental impact, increase
community engagement and improve business
performance.
c) Undertake economic development and resilience
related programs as part of the strategic alliance between
Council,Advance Cairns and the Far North Region
Organisation of Councils (FNQROC).
d) Facilitate and enhance existing local and regional
business links to support new Council and regional
economic development information and other business
initiatives.
e) Focus on innovation by working in partnership with
State and Federal Government agencies to ensure that
future research and innovation funding contributes
directly to the achievement of the Plans strategies, in
particular, improving and supporting the growth of an
innovation region. It should build on the work currently
carried out by the various research bodies already
established within the region and support innovative
projects, notably involving small to medium sized
enterprises, with clear economic potential, to help enlarge
the regions industrial base.
f) Develop the Cassowary Coast research, development
and innovation zone to support and maximise the
efficiency of the States research and innovation systems,
a place in which all actors, both public and private, can
operate freely, forge alliances and gather critical mass
in order to compete and cooperate on a global scale.
Better coordination at the Local Government level of
State and Federal Government objectives and funding
can do more to prevent overlaps and encourage best
practice while reinforcing joint programming.

Priority Actions
1 Prepare a feasibility study and business plan in
partnership with regional development bodies, for the
establishment of research, development and innovation
infrastructure across the region. Lobby State and Federal
Government to exploit the development of the next
generation of research infrastructures, based on regional
specialization. Possible DPI tropical cropping facility to
identify suitable crops for growing in local region that can be
exported internationally and nationally;
Relevant Strategy – a, e, f Timeframe: Medium
2 Develop a town beautification strategy by involving
business chambers and other stakeholder networks in public
domain improvements that will enhance local amenity, attract
more customers and improve local economic viability in the
major town centres, whilst integrating public art;
Relevant Strategy – a, b Timeframe: Immediate
3 Provide ongoing support for the regions business
chambers, business networks and industry groups by
engaging relevant out of region organisations such as CPA
Australia and Green Building Council of Australia in building
partnership activities such as seminar presentations, awards,
event sponsorship, community expos and consultation,
that have direct relevance to generating local business
development innovation;
Relevant Strategies – a, c, d Timeframe: Immediate
4 Build strong partnerships across local business,
government and stakeholder agencies to leverage intellectual
knowledge and joint project resourcing;
Relevant Strategies – a, c Timeframe: Immediate
5 Distribute information via the Council website on
business related incentive programs and assistance packages
that support employment generation, especially for small to
medium businesses;
Relevant Strategy – b Timeframe: Immediate
6 Leverage business sponsorship to facilitate, host and
support business oriented growth forums, seminars, events,
speakers and networks, in partnership with the business
chambers, networks and industry groups;
Relevant Strategy – a Timeframe: Medium
7 Initiate and facilitate a program of eco friendly business-
related initiatives throughout the region;
Relevant Strategy – b Timeframe: Medium
8 Work closely with State and Federal Government
and financial institutions to leverage funding and maximise
the use of existing financial instruments, as appropriate,
including by possibly establishing a region wide funding
framework to provide risk finance and guarantees to
stimulate innovation in small and medium sized enterprises
and technology based start ups; as well as by examining ways
of extending the scope of existing financial instruments to
new research, development and innovation activities;
9 Identify, promote and develop a suite of E-Government
tools utilizing the Council’s website and other technology
such as mobile phone applications to increase interaction
between Council and the community
it serves;
Relevant Strategy – a, b, c, d Timeframe: Long
10 Develop a business disaster mitigation strategy,
including business continuity training in partnership with local
Chambers, Business Networks, Industry Groups, State
and Federal Government agencies.
Relevant Strategy – b, c, d Timeframe: Immediate
11 Action key opportunities identified in the
‘Natural Resource Asset Valuation’ study.
Relevant Strategy – a, c, e Timeframe: Medium
12 Attract microfinance providers to the region, including
education and promotion of microfinance opportunities.
Relevant Strategy – a, c, d Timeframe: Immediate
A workforce with more and better skills
is central to the regions
economy.

Workforce
Development
Sustainability based economic initiatives that make the region an attractive
destination for employees and employers and help grow business are essential.
The Cassowary Coast region is characterised by a lower than State average level
of professional and white collar workers, however more and more jobs in the
new economy will rely on higher skills, especially technology based skills. The
region will take action therefore that is focused on securing the training for the
needs of tomorrow’s economy. Targeted investment can offer significant added
value in encouraging adaptability and lifelong learning, in particular by leveraging
off State and Federal Government strategies for reforming education and training
systems and for improving institutional capacity.
A comprehensive regional employment initiative could improve skills, mobility,
adaptability and participation in society through joint initiatives in the area of
education, employment and integration. Local skills development also minimises
or reduces outward flows of capabilities and monies. It is important to ensure
that people who choose to, are able to both live and work locally. The benefits
of home and work proximity are reduced travel costs, reduced environmental
impact, absenteeism, travelling time and greater leisure time.All of these factors
contribute to increased productivity and local opportunities. Integration of
minorities and marginalized is another strand of direct importance to the
region, where action to ensure social inclusion for both indigenous and migrant
populations is closely linked to the regions approach to education and training.
Incentives to offer entry to the labour market for those furthest away from it are
essential.
pillar3

The region will extend and broaden learning opportunities
for young people as a whole, including supporting the
acquisition of skills through non-formal educational activities.
Smart and inclusive growth depends on actions throughout
the lifelong learning system, to develop key competences and
quality learning outcomes, in line with labour market needs.
The region needs to raise the percentage of young people
participating in higher education or equivalent, to keep up
with competitors in the knowledge based economy and to
foster innovation. It also needs to make locally based higher
education more attractive and open to the rest of the world,
notably by promoting the regions capability as a host to
students, researches and associated facilities.
In order to strengthen the framework conditions for job
creation and economic growth, administrative obstacles
to business establishment within the region should be non
existent. The region should aim to increase the number of
graduates in professional services fields so as to create the
right conditions to deploy key enabling technologies, essential
in harnessing the full potential of the new
economy. Exciting emerging industry sectors relating to
future economic growth areas are often associated with
green and global business. Such sectors are not only relevant
and vital to the region but best fit.
Entrepreneurship should become a more widespread means
of creating jobs, as well as fighting social exclusion. The
accent must be put on training to ensure that education
systems truly provide the basis to stimulate the appearance
of new entrepreneurs, and that those willing to start
and manage their own enterprise acquire the right skills
to do so. Entrepreneurship should be encouraged at a
young age and pursued through the school curricula and
supported by Council initiatives. Establishing Universities and
research centres educating in the areas of innovation and
entrepreneurship are further critical elements to encouraging
job creation.

Strategies
a) Encourage and promote the clustering of a range
of existing and new business activities around existing
and proposed magnate infrastructure such as Mourilyan
Harbour, aerodromes and railway stations.
b) Provide support for disadvantaged and other minority
groups within the community (youth, indigenous, new
migrants, disabled and unemployed) through training and
mentoring.
c) Develop effective and collaborative links with local,
regional and national education and training providers to
expand business and employment. Generate opportunities
to meet existing and future demands for youth,
entrepreneurial and other skilled labour groups to attract
diverse employment opportunities to the region.
d) Facilitate local business-related networking opportunities
targeting home-based business, exporters, women in
business and young entrepreneurs.
e) Increased understanding of local, regional and
state-wide employment trends and supply and
demand issues.
f) Modernise education systems at all levels by enhancing
existing education infrastructure and integrating technology
to enable modern modes of education and training delivery
whilst integrating the region with the rest of the world.
g) Increase the knowledge and skills transfer and diffusion
of best practice by providing access to technology based
solutions and networks.
h) Develop effective and collaborative links with local,
regional and national education and training providers to
provide sustainability education and training and promote
existing State and Federal Government initiatives.

EducationTrainingBusinessSeminars
NetworkingMentoringHomeBusinessNetworkingTrain-
ingEmploymentGraduatesEducationTrainingBusinessHome-
BusinessNetworkingMentoringEmploymentEducationTrainingBusi-
nessSeminarsNetworkingTrainingMentoringEmployment
EducationTrainingBusinessSeminarsEducationMentoringEmploymentEduca-
tionTrainingBusinessSeminarsMentoring
Priority Actions
1 Hold forums, seminars and events on mechanisms
and ways to promote employment opportunities and to
engage with disadvantaged groups within the region, (youth,
ethnicity, disabled, unemployed and indigenous);
Relevant Strategy – b, c, e Timeframe: Immediate
2 Regularly disseminate information via Council’s
website on Government incentive program and assistance
packages to support local employment generation and
business growth, especially for small to medium businesses;
Relevant Strategy – c, g Timeframe: Immediate
3 Establish a local ‘Home Based Business Network’
and ‘Exporters Network’ in collaboration with local
stakeholders;
Relevant Strategy – a, e Timeframe: Long
4 Utilise Council’s website to publish information on the
state of the economy, demand and supply of National and
State business trends;
Relevant Strategies - e Timeframe: Medium
5 Develop mentoring and work placement programs
for youth, indigenous and tertiary graduates to grow
local demands for business and entrepreneurial skills in
collaboration with regions business chambers, network and
industry organisations;
Relevant Strategy – a, b, d Timeframe: Medium
6 Explore opportunities and develop plans to establish
education hubs through the regions network of libraries by
partnering up with private and public sector education and
training providers;
Relevant Strategies – d, g, h Timeframe: Medium
7 Work with the State, Federal Government and
stakeholder organisations to increase the uptake of internet
connectivity at home and in businesses;
Relevant Strategies – g Timeframe: Medium
8 Promote already established education and
training programs for individuals and corporations in
environmentally sustainable business practices, as well
as promotion of a range of information on sustainable
corporate practices using the Council’s website;
Relevant Strategies – h Timeframe: Immediate
9 Promote the Australian Sustainable Schools initiative
to all public and private sector schools within the region and
support the sustainability education through promotion of
initiatives through Council’s website and publications;
Relevant Strategies – h, g Timeframe: Immediate

Enabling
Infrastructure
Infrastructure underpins the competitiveness of the regions economy and
contributes significantly to the community achieving a high quality of life. Effective
transport, roads and logistics chains, as well as affordable and sustainable water,
energy and telecommunications networks, which are planned with disaster
mitigation in mind, are the key to sustaining the regions prosperity in the decades
ahead.
To guarantee world class social and economic infrastructure for the region,
Council is undertaking extensive research and planning to ensure that the
region is well placed to inform public debate and influence State and Federal
Government policy makers.
As noted by Infrastructure Australia, ‘World-class infrastructure networks are
essential to driving sustainable economic development and growth, lifting levels of
productivity and boosting employment.‘National Infrastructure Priorities - Infrastructure
for an economically, socially, and environmentally sustainable future’.
Council needs to offer the right policy mix to stimulate the modernisation
required, as well as maintaining the standards of existing infrastructure.
This means a credible long-term policy framework incorporating existing State
and Federal Government initiatives and directions, which will convince public and
private sector investors to release the considerable long-term capital finance
required. Links must be clearly established between infrastructure planning and
land use planning to enable the best policy outcomes.
pillar4

Council will continue to lobby other levels of Government
for a supportive regulatory framework and carefully
directed financial support through appropriate finance
vehicles to help get projects off the ground. The result
would be a core transport network shifting freight and
passenger flows towards more sustainable transport
modes, high-speed broadband and communication
available in every part of the region, appropriate water
and waste management infrastructure and an energy
network capable of accessing new locally sourced
renewable energy sources and exploiting new smart
technologies.
Consideration should also be given to how support
could include projects stretching beyond the borders
of the Cassowary Coast, to the mutual benefit of our
neighbouring regions. Whilst for some infrastructure, like
rail transport or bringing communications networks to
sparsely populated communities, public investment will
always be needed, for other areas the ability of projects
to attract private financing could also be an important
criterion.

Strategies
a) Establish a long term infrastructure plan for at least
the next twenty years that integrates with Council’s
planning scheme and is defined by a timeline for
delivery of key infrastructure.
b) Establish a proactive planning approval process
for infrastructure projects to ensure they are fit for
purpose.
c) Continue to ensure disaster mitigation and
sustainability principles are applied across all levels and
types of infrastructure.
d) Enable investments by creating a balanced
environment for public private partnership, as well as
supporting incentives, policies and enforcement of laws
and legal systems to protect investments and improve
revenue.
e) Positively influence the development of key
transport infrastructure within the region eg. Mourilyan
Harbour, Multi Modal Logistic Hubs and Aerodromes.
f) Positively influence improvements to existing energy
generation infrastructure within the region as well
as identifying opportunities for sustainable power
generation within the region.
g) Positively influence improvements to existing
communications infrastructure within the region, in
particular improvements that impact upon the regions
high speed digital data connectivity.
h) Positively influence improvements to existing water
management and waste management infrastructure
within the region.
i) Positively influence existing local, State and
Federal Government links to support new regional
infrastructure development initiatives.

Priority Actions
1 Identify opportunities to work with regional
businesses to invest in sustainable energy, water and
waste management retrofits and supplies by using
collective buying power, possibly through Council;
Relevant Strategy – d, i Timeframe: Immediate
2 Promote sustainability tools and rating schemes
developed by organisations such as the Australian Green
Infrastructure Council and Green Building Council
of Australia to all existing and new infrastructure
developments within the region and incorporate these
into existing infrastructure assessment policies controlled
by Council;
Relevant Strategy – b, c, e, f, g, h Timeframe: Immediate
3 Develop a regional public transport strategy
in partnership with external Government and Non-
Government agencies based on global best practice that
delivers opportunities to maximize mobility, accessibility,
quality, efficiency, safety and affordability;
Relevant Strategy – a, c, d, i Timeframe: Medium
4 Develop a list of all major infrastructure located
within Council boundaries in partnership with external
Government and Non-Government agencies that can be
used during disaster management and recovery processes,
as well as for monitoring ongoing development plans;
Relevant Strategy – a, c, e, f, g, h Timeframe: Immediate
5 Contribute to the ongoing review of existing Council
owned assets to ensure adherence to financial,
sustainability and disaster mitigation principles;
Relevant Strategy – c, d, i
Timeframe: Immediate
6 Contribute to the development of the Innisfail
Transport Hub and integrate Council owned logistics and
transport assets towards strengthening and adding value to
the concept;
Relevant Strategy – a, b, c, d, e, f, g, h, i
7 Lobby State and Federal Government to develop
an integrated supply chain and distribution hub strategy
that links regional local producers with major logistics and
transport assets such as Mourilyan Harbour,Aerodromes,
RailYards, Road Network;
Relevant Strategy – a, b, c, d, e, f, g, h, i
8 Continue to work with regional partners to develop
a digital economy strategy that will identify the far north
Queensland region as a priority delivery area for the
National Broadband Network;
Relevant Strategy – a, b, d, i Timeframe: Immediate
9 Action the key opportunities identified in the
‘Cassowary Coast Regional Council Aerodrome Demand’ study;
Relevant Strategy – a, b, c, d, e, i Timeframe: Medium
10 Undertake a scoping study that will lead to the
development of a food precinct and agricultural produce
diversification incubator;
Relevant Strategy – a, c, d, i Timeframe: Immediate
t r o p i c a l f u t u r e s 2 0 1 6 ■ ■ ■ c a s s o w a r y c o a s t 4 5

Planning
for the future
A planning scheme that responds to ecological and economic viability whilst
being mindful of indigenous cultural heritage is crucial for maintaining the livable
aspects of the Cassowary Coast region. The regions various localities provide
many opportunities for showcasing best practice and a more sustainable future.
The way the region is planned, built and functions can promote more efficient use
of resources, including water, energy and land, minimise the production of waste
and encourage more reuse and recycling, reduce greenhouse gas emissions, and
support biodiversity through better management of open and green space.
The regions main town centres which provide for economic, social and cultural
activity will need to respond to long-term challenges to maintain the quality of
life enjoyed by our communities and secure the regions productivity in a more
sustainable way by using less to realise the same level of value.
pillar5

CCRC Economic Development Plan Tropical Futures 2016

CCRC Economic Development Plan Tropical Futures 2016

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