The document provides an economic development strategy for Hinchinbrook Shire called Hinchinbrook 2020. It identifies five key themes, referred to as "The Big Five", to guide economic development projects through 2020. The themes are dynamic centres, fields of success, authentic destination, local knowledge, and collaborative partnerships. The strategy's vision is to create a culture of entrepreneurship by capitalizing on existing assets and natural beauty. This will be achieved through identifying growth opportunities, supporting entrepreneurs, and attracting new businesses. The goals are improving tourism, diversifying agriculture, making farming easier and more enjoyable, and creating a strong regional brand called "The Hinchinbrook Way".
This document appears to be an annual review from Marketing Derby. It summarizes Marketing Derby's work over the past year to promote investment and spending in Derby. It highlights key accomplishments like retaining £249 million in local spending and supporting 3,000 new jobs. It also outlines Marketing Derby's strategies to promote Derby's image and profile in order to attract investment in areas like offices, retail, leisure, and high technology. The review provides comments from local leaders and partners supporting Marketing Derby's efforts.
El documento describe la historia del Autódromo Internacional de Yahuarcocha en Ibarra, Ecuador desde su construcción en 1963 hasta eventos recientes. Comenzó como un sueño de unos pocos con apenas $250 para construir una pista para carreras de autos. A pesar de las dudas iniciales, la pista se completó y tuvo su carrera inaugural en 1970. Desde entonces, ha albergado importantes competencias a nivel nacional e internacional. Más recientemente, en los últimos 5 años, se ha desarrollado el evento "Race Day" los s
Margaret Johns is a graphic designer based in North Metro Atlanta who offers services including logo design, brochure design, branding, web design, and illustration & painting. She can be contacted at 404-421-2683 or margaret@sagedesign.biz for graphic design projects.
La netiqueta proporciona una serie de reglas básicas para una comunicación adecuada en internet. Estas reglas incluyen tratar a los demás con respeto y consideración, respetar el tiempo y ancho de banda de los demás, y comportarse en línea de acuerdo con los mismos estándares éticos que se aplican en la vida real. La netiqueta ayuda a evitar ofensas no intencionales y malentendidos cuando se interactúa con otros en el ciberespacio.
This document appears to be an annual review from Marketing Derby. It summarizes Marketing Derby's work over the past year to promote investment and spending in Derby. It highlights key accomplishments like retaining £249 million in local spending and supporting 3,000 new jobs. It also outlines Marketing Derby's strategies to promote Derby's image and profile in order to attract investment in areas like offices, retail, leisure, and high technology. The review provides comments from local leaders and partners supporting Marketing Derby's efforts.
El documento describe la historia del Autódromo Internacional de Yahuarcocha en Ibarra, Ecuador desde su construcción en 1963 hasta eventos recientes. Comenzó como un sueño de unos pocos con apenas $250 para construir una pista para carreras de autos. A pesar de las dudas iniciales, la pista se completó y tuvo su carrera inaugural en 1970. Desde entonces, ha albergado importantes competencias a nivel nacional e internacional. Más recientemente, en los últimos 5 años, se ha desarrollado el evento "Race Day" los s
Margaret Johns is a graphic designer based in North Metro Atlanta who offers services including logo design, brochure design, branding, web design, and illustration & painting. She can be contacted at 404-421-2683 or margaret@sagedesign.biz for graphic design projects.
La netiqueta proporciona una serie de reglas básicas para una comunicación adecuada en internet. Estas reglas incluyen tratar a los demás con respeto y consideración, respetar el tiempo y ancho de banda de los demás, y comportarse en línea de acuerdo con los mismos estándares éticos que se aplican en la vida real. La netiqueta ayuda a evitar ofensas no intencionales y malentendidos cuando se interactúa con otros en el ciberespacio.
El documento describe varios componentes fundamentales de una computadora, incluyendo el disco duro que almacena datos usando grabación magnética, la unidad central de procesamiento (CPU) que interpreta instrucciones de programas, la memoria RAM que se usa como memoria de trabajo temporal, la tarjeta madre a la que se conectan otros componentes, y las tarjetas de expansión que permiten agregar funcionalidad.
A merchant bank provides capital to companies through equity ownership rather than loans. It advises companies on corporate matters and helps with promotional activities like project conception, feasibility studies, and government approvals. Historically, merchant banks managed public stock offerings and provided other services like underwriting, credit syndication, leasing and portfolio management. Today, merchant banks continue to offer advisory services and assist with issuing and servicing debt and equity securities.
Mark Zuckerberg es el creador y director ejecutivo de Facebook. Fundó Facebook en 2004 mientras era estudiante en la Universidad de Harvard para conectar a los estudiantes de la universidad. Desde entonces, Facebook se ha expandido a nivel mundial y actualmente tiene miles de millones de usuarios en todo el mundo, convirtiendo a Zuckerberg en una de las personas más ricas del mundo.
1) El documento presenta información sobre el adiestramiento de perros, incluyendo una guía para entrenar ejercicios de obediencia canina de manera funcional mediante el uso del clicker y las recompensas. 2) Se explican los procedimientos para cargar el clicker y enseñar al perro a reconocer su nombre y otros ejercicios básicos de obediencia. 3) El objetivo es proporcionar consejos y técnicas de adiestramiento canino positivo y efectivo sin el uso de castigos.
Arun Rasheed is seeking a challenging position in fire alarm and firefighting where he can utilize his over 10 years of experience installing and commissioning addressable and analogue fire alarm systems. He has worked on numerous projects in the UAE including for DEWA, ADCO, and Abu Dhabi Future School. Currently he is the fire alarm and firefighting supervisor for Concord Corodex Group in Abu Dhabi and the site supervisor for the Etihad Rail Project. He has a diploma in electrical engineering and additional training in various fire alarm systems.
This document provides an overview of how older adults can serve as a valuable resource for after-school programs. It notes that older adult volunteers are available, motivated, consistent, and versatile. Research on programs like Experience Corps shows that older adult volunteers can improve school culture, limit behavioral issues, and boost student achievement. While older adults represent a great opportunity, after-school programs must invest in planning and support to effectively engage older adult volunteers. The document provides sample roles, strategies, and materials to help programs integrate older adults.
Button Up A Month offers a portal for gifting men's dress and casual shirts. The giver provides the gift recipient a certificate explaining the gift and providing access information.
A Button Up A Month gift is perfect for holiday, birthday, and even graduation. Setting up the gift if simple and flexible.
The document summarizes the history of German fairy tales from their origins in medieval Europe to their modern adaptations. It discusses how the tales first developed in an oral tradition and were influenced by Biblical themes. It then describes how the Thirty Years War in the 17th century transformed the tales to reflect the despair and hardship of that era. The Brothers Grimm later collected and adapted the tales for younger audiences, removing some violence but keeping moral messages. Over the 20th century, especially through Disney films, the tales were further softened and transformed into mainstream children's entertainment.
This document discusses strategies for crafting effective recruitment messages to encourage older adults to volunteer. It examines the mixed emotions people feel about retirement, noting they miss the camaraderie and sense of purpose from work. Focus groups found that retirees are reluctant to acknowledge negative feelings about retirement. The research also explored the power of words and found that labels related to age are often offensive, while terms like "experience" are well-received. The document recommends recruitment messages should validate people's experiences and skills rather than focus on age or retirement.
Este documento resume y define diferentes figuras literarias como la comparación, hipérbole, metáfora, personificación, anáfora, onomatopeya, aliteración, hipérbaton, antítesis e ironía. Proporciona ejemplos breves de cada una para ilustrar sus usos respectivos en la expresión literaria.
Este documento presenta la normatividad y lineamientos para la gestión integral de residuos hospitalarios en Colombia. Describe las obligaciones de los generadores de residuos, incluyendo la elaboración e implementación de un Plan de Gestión Integral de Residuos Hospitalarios. También cubre aspectos como la clasificación, segregación, desactivación, almacenamiento, tratamiento y disposición final de residuos, así como la elaboración de un plan de contingencia.
Colwood economic-development-strategy-finalSandra Russell
The document provides an economic development strategy for the City of Colwood. It finds that Colwood is forecasted to grow substantially in population and employment by 2038. A situational analysis revealed Colwood has a growing workforce in management occupations and knowledge-based businesses, but faces challenges from high tax rates and limited commercial/industrial land. The strategy utilized stakeholder consultation and analysis of political, economic, social, technological, legal, environmental and demographic factors to develop goals and actions to capitalize on opportunities and address issues, with the aim of sustainably growing Colwood's economy.
Cincinnati Department of Community and Economic Development 2015 Annual ReportHarry Black
The Department of Community and Economic Development's 2015 Annual Report outlines accomplishments including:
- Creating and retaining over 2,000 jobs through $122 million in public funds that leveraged $522 million in private investment.
- Approving 1,451 housing units for development and $438 million in housing development projects.
- Restructuring the department to improve efficiency and customer service through new divisions focused on major projects, policy, and business outreach.
The document is a draft economic development strategy for the City of Colwood. It outlines that Colwood's population is projected to grow significantly by 2038 and it will need to attract high-value jobs and investment to support this growth. The strategy involves analyzing Colwood's current economic situation and engaging stakeholders to develop goals and actions to stimulate and diversify the local economy in a sustainable way. It considers factors such as leveraging the city's quality of life and natural assets, redeveloping key areas, and improving competitiveness through strategies such as reducing tax rates for businesses.
The document provides an annual review of the CH1ChesterBID initiative for the 2015/2016 period. Some key points:
- CH1ChesterBID is a business-led initiative voted for in 2014 to reinvest approximately £2.5m over 5 years into marketing, events, promotions and improvements to Chester city center.
- In the second year, over £600k was invested across areas like marketing, events, the Chester welcome program, and representing business interests.
- Initiatives included launching a consumer website, a marketing campaign to bridge day and night economies, and hiring friendly welcome ambassadors.
- The review highlights the BID's achievements and outlines plans to continue delivering benefits to businesses
This document provides an updated regional development plan for SOCCSKSARGEN for 2013-2016. It begins with an assessment of the region's economic performance, development challenges, and goals over the past three years. Key topics covered include inclusive growth and poverty reduction, industry and services, agriculture and fisheries, infrastructure, financial systems, governance, social development, peace and security, and the environment. For each area, it discusses accomplishments and challenges, sets new development goals and strategic outcomes, and provides targets to measure progress over the next four years. The overall aim is to guide development in SOCCSKSARGEN through sustainable and inclusive economic growth that benefits all residents of the region.
This document summarizes the winners and finalists of the 2016 National Awards for Excellence presented by Economic Development Australia. It provides details on the award categories, winners in each category and brief summaries of the winning and finalist projects. The award categories included Economic Development Strategic Thinking, Marketing & Promotion, Partnerships/Collaboration, and others. Winners included projects from various local governments and regional development organizations that demonstrated strategic economic development work, effective marketing, and successful partnerships to support economic growth.
El documento describe varios componentes fundamentales de una computadora, incluyendo el disco duro que almacena datos usando grabación magnética, la unidad central de procesamiento (CPU) que interpreta instrucciones de programas, la memoria RAM que se usa como memoria de trabajo temporal, la tarjeta madre a la que se conectan otros componentes, y las tarjetas de expansión que permiten agregar funcionalidad.
A merchant bank provides capital to companies through equity ownership rather than loans. It advises companies on corporate matters and helps with promotional activities like project conception, feasibility studies, and government approvals. Historically, merchant banks managed public stock offerings and provided other services like underwriting, credit syndication, leasing and portfolio management. Today, merchant banks continue to offer advisory services and assist with issuing and servicing debt and equity securities.
Mark Zuckerberg es el creador y director ejecutivo de Facebook. Fundó Facebook en 2004 mientras era estudiante en la Universidad de Harvard para conectar a los estudiantes de la universidad. Desde entonces, Facebook se ha expandido a nivel mundial y actualmente tiene miles de millones de usuarios en todo el mundo, convirtiendo a Zuckerberg en una de las personas más ricas del mundo.
1) El documento presenta información sobre el adiestramiento de perros, incluyendo una guía para entrenar ejercicios de obediencia canina de manera funcional mediante el uso del clicker y las recompensas. 2) Se explican los procedimientos para cargar el clicker y enseñar al perro a reconocer su nombre y otros ejercicios básicos de obediencia. 3) El objetivo es proporcionar consejos y técnicas de adiestramiento canino positivo y efectivo sin el uso de castigos.
Arun Rasheed is seeking a challenging position in fire alarm and firefighting where he can utilize his over 10 years of experience installing and commissioning addressable and analogue fire alarm systems. He has worked on numerous projects in the UAE including for DEWA, ADCO, and Abu Dhabi Future School. Currently he is the fire alarm and firefighting supervisor for Concord Corodex Group in Abu Dhabi and the site supervisor for the Etihad Rail Project. He has a diploma in electrical engineering and additional training in various fire alarm systems.
This document provides an overview of how older adults can serve as a valuable resource for after-school programs. It notes that older adult volunteers are available, motivated, consistent, and versatile. Research on programs like Experience Corps shows that older adult volunteers can improve school culture, limit behavioral issues, and boost student achievement. While older adults represent a great opportunity, after-school programs must invest in planning and support to effectively engage older adult volunteers. The document provides sample roles, strategies, and materials to help programs integrate older adults.
Button Up A Month offers a portal for gifting men's dress and casual shirts. The giver provides the gift recipient a certificate explaining the gift and providing access information.
A Button Up A Month gift is perfect for holiday, birthday, and even graduation. Setting up the gift if simple and flexible.
The document summarizes the history of German fairy tales from their origins in medieval Europe to their modern adaptations. It discusses how the tales first developed in an oral tradition and were influenced by Biblical themes. It then describes how the Thirty Years War in the 17th century transformed the tales to reflect the despair and hardship of that era. The Brothers Grimm later collected and adapted the tales for younger audiences, removing some violence but keeping moral messages. Over the 20th century, especially through Disney films, the tales were further softened and transformed into mainstream children's entertainment.
This document discusses strategies for crafting effective recruitment messages to encourage older adults to volunteer. It examines the mixed emotions people feel about retirement, noting they miss the camaraderie and sense of purpose from work. Focus groups found that retirees are reluctant to acknowledge negative feelings about retirement. The research also explored the power of words and found that labels related to age are often offensive, while terms like "experience" are well-received. The document recommends recruitment messages should validate people's experiences and skills rather than focus on age or retirement.
Este documento resume y define diferentes figuras literarias como la comparación, hipérbole, metáfora, personificación, anáfora, onomatopeya, aliteración, hipérbaton, antítesis e ironía. Proporciona ejemplos breves de cada una para ilustrar sus usos respectivos en la expresión literaria.
Este documento presenta la normatividad y lineamientos para la gestión integral de residuos hospitalarios en Colombia. Describe las obligaciones de los generadores de residuos, incluyendo la elaboración e implementación de un Plan de Gestión Integral de Residuos Hospitalarios. También cubre aspectos como la clasificación, segregación, desactivación, almacenamiento, tratamiento y disposición final de residuos, así como la elaboración de un plan de contingencia.
Colwood economic-development-strategy-finalSandra Russell
The document provides an economic development strategy for the City of Colwood. It finds that Colwood is forecasted to grow substantially in population and employment by 2038. A situational analysis revealed Colwood has a growing workforce in management occupations and knowledge-based businesses, but faces challenges from high tax rates and limited commercial/industrial land. The strategy utilized stakeholder consultation and analysis of political, economic, social, technological, legal, environmental and demographic factors to develop goals and actions to capitalize on opportunities and address issues, with the aim of sustainably growing Colwood's economy.
Cincinnati Department of Community and Economic Development 2015 Annual ReportHarry Black
The Department of Community and Economic Development's 2015 Annual Report outlines accomplishments including:
- Creating and retaining over 2,000 jobs through $122 million in public funds that leveraged $522 million in private investment.
- Approving 1,451 housing units for development and $438 million in housing development projects.
- Restructuring the department to improve efficiency and customer service through new divisions focused on major projects, policy, and business outreach.
The document is a draft economic development strategy for the City of Colwood. It outlines that Colwood's population is projected to grow significantly by 2038 and it will need to attract high-value jobs and investment to support this growth. The strategy involves analyzing Colwood's current economic situation and engaging stakeholders to develop goals and actions to stimulate and diversify the local economy in a sustainable way. It considers factors such as leveraging the city's quality of life and natural assets, redeveloping key areas, and improving competitiveness through strategies such as reducing tax rates for businesses.
The document provides an annual review of the CH1ChesterBID initiative for the 2015/2016 period. Some key points:
- CH1ChesterBID is a business-led initiative voted for in 2014 to reinvest approximately £2.5m over 5 years into marketing, events, promotions and improvements to Chester city center.
- In the second year, over £600k was invested across areas like marketing, events, the Chester welcome program, and representing business interests.
- Initiatives included launching a consumer website, a marketing campaign to bridge day and night economies, and hiring friendly welcome ambassadors.
- The review highlights the BID's achievements and outlines plans to continue delivering benefits to businesses
This document provides an updated regional development plan for SOCCSKSARGEN for 2013-2016. It begins with an assessment of the region's economic performance, development challenges, and goals over the past three years. Key topics covered include inclusive growth and poverty reduction, industry and services, agriculture and fisheries, infrastructure, financial systems, governance, social development, peace and security, and the environment. For each area, it discusses accomplishments and challenges, sets new development goals and strategic outcomes, and provides targets to measure progress over the next four years. The overall aim is to guide development in SOCCSKSARGEN through sustainable and inclusive economic growth that benefits all residents of the region.
This document summarizes the winners and finalists of the 2016 National Awards for Excellence presented by Economic Development Australia. It provides details on the award categories, winners in each category and brief summaries of the winning and finalist projects. The award categories included Economic Development Strategic Thinking, Marketing & Promotion, Partnerships/Collaboration, and others. Winners included projects from various local governments and regional development organizations that demonstrated strategic economic development work, effective marketing, and successful partnerships to support economic growth.
160211 QTIC CCIQ Queens Wharf Bill joint submissionCherie Josephson
The QTIC & CCIQ joint submission supports the Queen's Wharf Brisbane Bill 2015 and amendments that will facilitate timely development of the Queen's Wharf Brisbane precinct. The $2 billion project will deliver a transformative tourism precinct and support over 8,000 jobs. Tourism is a key economic growth sector for Queensland, contributing $23 billion annually. The Queen's Wharf development will boost Brisbane's economy through new jobs, businesses and enhanced tourism offerings. The submission recommends streamlining approvals to prevent delays and supporting legislative changes to optimize the project's competitiveness and tourism outcomes.
What: The Economic Development Forum
When: Thursday, September 29, 2022 from 8:30 a.m. - 10:00 a.m.
Why: What does it mean and what does it take to have a thriving community? This forum will look closely at economic development throughout Greater Chapel Hill-Carrboro and Orange County, and unpack what's underway, why it matters, and what we can expect going forward.
Panel Presentations
Steve Brantley, Orange County Economic Development
Dwight Bassett, Town of Chapel Hill Economic Development
Matt Gladdek, Chapel Hill Downtown Partnership
Jon Hartman-Brown, Town of Carrboro Economic Development
Shannan Campbell, Town of Hillsborough Economic Development
About the Critical Issues Series: The 2022 Critical Issues Series (formerly known as the Policy Series) includes quarterly forums that feature influential guest speakers who address timely topics for Greater Chapel Hill-Carrboro related to the economy, economic development, public policy, and elections. The series is presented by Chapel Hill Media Group, Durham Tech, Glen Lennox, and Servpro of South Durham and Orange Counties with support from the Small Business and Technology Development Center (SBTDC), which provides free and confidential business counseling.
Contact: For questions, contact Katie Loovis, The Chamber's Vice President for External Affairs at (919) 696-0781 (cell) or KLoovis@carolinachamber.org.
Stacy five years plan upadatetourismonehashayat alishah
The five-year plan aims to develop tourism and sports in Khyber Pakhtunkhwa province from 2018-2023. For tourism, it plans to establish new tourist destinations and resorts, convert rest houses into guest houses, establish public-private partnerships for tourism promotion, and boost tourism-related businesses and events. For sports, it focuses on providing sports facilities, engaging youth in sports activities, and training players for national/international competitions. For youth affairs, the plan is to create opportunities for youth by establishing youth centers and renovating youth hostels. Key targets include constructing new sports infrastructure and tourism sites each year.
This document discusses economic development in Suwannee County, Florida. It provides information on the purpose of local economic development and building partnerships to create economic growth. It discusses the importance of project confidentiality. It introduces the Suwannee County Economic Development Office and its goals of diversifying the economy, creating jobs, and improving quality of life. The document outlines several strategic objectives and strategies to make Suwannee County business friendly, develop a positive brand, promote cooperation between cities and the county, and assist municipalities with economic initiatives.
This document discusses funding and investment opportunities in Nigeria's creative economy. It begins with an introduction on the potential of the creative economy. It then provides an overview of the Nigerian creative economy, noting it is the 2nd largest employer and will contribute N5 trillion to GDP by 2025 across five sectors. The document discusses opportunities to empower emerging creatives through strategic funding. It also highlights opportunities in Lagos for creative and commercial collaboration. It discusses dynamics of strategic investment in the creative economy and various funding models including traditional and emerging options. Government policies and global case studies that support the creative economy through funding and incentives are also examined.
The annual report summarizes the Virginia's Gateway Region Economic Development Organization's activities and accomplishments in 2015. Key highlights include:
- The region saw $104 million in capital investment, 889 new jobs, and projected annual payroll and tax revenue increases of $36 million and $864,000 respectively due to new projects.
- Existing business expansions accounted for 63% of new jobs and 58% capital investment, with several major employers expanding multiple times.
- Events were held and meetings took place to support existing businesses and discuss topics like human resources and exports to support continued regional growth.
The 2015 annual report of the Virginia's Gateway Region Economic Development Organization summarizes their efforts in connecting the region through partnerships that have led to economic growth, new opportunities, and innovation. Over the past 5 years, they have announced 90 projects creating over 10,000 new jobs and $3.4 billion in investment. The region experienced increased employment, wages, tax revenues, and other economic indicators between 2011-2015.
Michitson inuguration speech for haverhill city council president 010614John Michitson
The speaker proposes developing a comprehensive long-range economic development plan for Haverhill modeled after Somerville's plan. A conference would be held within a month to organize plan development. Key stakeholders from government, business, and education would provide input. An independent steering committee would lead the effort and private funding would support an economic consultant to develop the plan based on committee guidance. The plan would analyze industry trends to target sectors with relocation potential and address needs like workforce training, infrastructure, and incentives to realize a vision of Haverhill as a regional business hub.
The document outlines a plan to activate Team Brisbane and shape Brisbane as a new world city by 2022. It discusses defining characteristics of new world cities and sets targets for Brisbane's economy, employment, and income by 2031. It identifies seven key economic priorities to focus on: talent and skills, diverse districts and productive precincts, Brisbane region approach, team Brisbane, start-up ecosystem, small and medium enterprises, and Brisbane's growth sectors. It provides recommended actions under each priority to transition Brisbane's economy to be more globally focused and achieve its vision as a new world city.
The Conseil économique et coopératif de la Saskatchewan (CÉCS) provides an annual report summarizing its activities from 2015-2016. It aims to promote economic development of the Fransaskois community. In the past year it has seen growth in programs and services offered, with over 500 clients served and over 30 jobs created. The CÉCS underwent changes including a new name, logo, and organizational revisions to better achieve its mission.
Historic West End Initiative - February 2018 Community MeetingAlysia Osborne, AICP
Presentation from the February 2018 Historic West End Initiative community meeting. HWEI seeks to leverage investments and community partnerships to expand economic opportunities in Charlotte, North Carolina's Historic West End neighborhoods.
The document discusses Nepal's Ninth Five Year Plan. It aims to alleviate poverty, which was estimated at 42% during the Eighth Plan. The Ninth Plan aims to reduce poverty to 32% through strategies like high economic growth, especially in agriculture and employment generation. It will target the poor (24.9% of population) through sectoral programs and the ultra poor (17.1%) with local assistance and empowering backward groups. Special emphasis is placed on developing infrastructure in remote areas to reduce poverty concentration.
3. 3
Hinchinbrook2020
EconomicDevelopmentStrategy
Executive Summary
With a core focus on agriculture, tourism, small business, art and culture,
the 2020 Economic Development Strategy is all about generating a new wave
of interest in the Hinchinbrook Shire
Hinchinbrook Shire Now
A statistical snapshot of the Hinchinbrook Shire in 2015 clearly demonstrates the
need for an innovative approach to economic development
A Tale of Two Shires
The strategy’s vision is clear; a culture of entrepreneurship and forward thinking
versus business as usual
Vision and Strategy
The 2020 Economic Development Strategy’s vision is to create a strong culture
of entrepreneurship that builds on the Shire’s existing assets and natural beauty.
This will be achieved through identifying growth opportunities, supporting local
entrepreneurs and attracting new businesses to the Shire
The Big Five
Five key themes referred to as The Big Five provide the framework and timelines
required to create new projects, capitalise on local knowledge and attract new
investment
Brand Vision – The Hinchinbrook Way
The Hinchinbrook Way is a brand that encompasses The Big Five economic
development themes, whilst providing the structure for the Shire’s branding and
its key brand themes – nature, adventure, culture, food and farming
Beyond 2020
Momentum matters...
04
05
06
07
20
CONTENTS
4. COMPARED TO QLD AVERAGE
18.5%
LESS
HINCHINBROOK MEDIAN
PERSONAL INCOMES ARE
ANNUALQUEENSLANDDOMESTIC
OVERNIGHTTRIPMARKET
$740 $565
24
HR
THAN THE
QLD AVERAGE
AVERAGE
HINCHINBROOK
VISITORS SPEND
23%
LESS
2004-2014ANNUAL
POPULATIONGROWTH
-0.3%
+2.1%
QUEENSLAND
HINCHINBROOK
MIGRATION
5YEARSAGO
100%
75%
50%
25%
0%
HINCHINBROOK 29.3%
QUEENSLAND 45.0%
HINCHINBROOK 63.5%
QUEENSLAND 78.3%
HINCHINBROOK $61,724
QUEENSLAND $75,556
HINCHINBROOK
32.6%
QUEENSLAND
20.0%
HINCHINBROOK
0.0%
QUEENSLAND
20.0%
QUINTILE 1MOST DISADVANTAGED
QUINTILE 5MOST ADVANTAGED
INDEXOFRELATIVE
SOCIO-ECONOMIC
DISADVANTAGE
UNEMPLOYMENT
RATE(2014)
HINCHINBROOK 9.1%
QUEENSLAND 6.4%
MEDIAN
FAMILYINCOME
%HOMES
WITHINTERNET
CONNECTION
A
B
A
A
A
A
A
AA Queensland Regional Profiles, Resident Profile, Hinchinbrook Shire Local Government
Area – Compared with Queensland, Queensland Treasury, 20 May 2015
B Hinchinbrook Tourism Profile, Average annual data from year ending December 2009 to
December 2012, Tourism and Events Queensland 2013
SNAPSHOT HinchinbrookSHIRENow
ExecutiveSummary
A 2015 snapshot of the Hinchinbrook Shire in terms of jobs,
tourism and agriculture, identifies confronting statistics that
underpin a case for change and the creation of a robust economic
development strategy. It is clear that despite the region’s
extraordinary natural assets and tight knit community, the
Hinchinbrook Shire is economically falling behind relative to the
rest of Queensland. Without innovative change the ‘business as
normal’ trajectory indicates further economic decline.
The Hinchinbrook 2020 Economic Development Strategy
(Hinchinbrook 2020) with locally led support seeks to create a
culture of entrepreneurship and forward thinking. This economic
strategy defines pathways to diversify the rural sector, develop the
Shire as a tourist destination, create vibrant places, leverage local
knowledge and capitalise on collaborative partnerships. It also
seeks to deliver a strong Shire identity that inspires people from
around Australia to take a closer look at the Hinchinbrook Shire
and what it has to offer.
Distilled from Council’s existing plans, an overarching philosophy
The Hinchinbrook Way and five strategic themes the Big Five
provide the framework for Hinchinbrook 2020. The Big Five
strategic themes are; dynamic centres, fields of success, authentic
destination, local knowledge and collaborative partnerships.
These themes highlight the Shire’s strengths and opportunities
and provide the framework for key actions and projects to deliver
measurable positive change. The Hinchinbrook Way defines the
community’s enviable way of life and influences the focus of The
Big Five to ensure people can work towards a creative, innovative
and sustainable lifestyle and common future.
The goal of the Hinchinbrook 2020 Strategy through the
development of new infrastructure, community collaboration
and targeted projects is to shine a spotlight on the shire and
inspire a strong culture of entrepreneurship. By doing this the
Hinchinbrook Shire will attract a range of individuals, couples,
families and businesses to the region, contributing to the creation
of a new economy and better jobs. This will complement the
simultaneous development of the shire’s vibrant expanding
communities and reinforces The Hinchinbrook Way philosophy.
Hinchinbrook 2020 is achievable and measurable and provides
a realistic vision and strategy that will increase economic
prosperity for the Shire.
5. Acultureof
entrepreneurship
Nochange,
businessasnormal
5
ATALEOFTWOSHIRES
Vibrant towns and village centres that
attract visitors and business growth
Clusters of food producers
establishing local and regional markets
with strong support from the Council
Entrepreneurs, students, visitors
and young locals are drawn to visit
and live in the region
Businesses becoming
aware of international and
inter- regional opportunities
through good communications
Clearly articulated plans that
will attract investment and
new business to the region
A greater number of better
paid jobs becoming available
Employment increases
Everyone in the region benefits
from the economic success
Enviable lifestyle choices
Declining interest in the
businesses in the Shire, some
will finally close their doors
Continued unsustainable reliance
on natural disasters to bring funding
and workers to the region
Visitors, young locals and innovators
use the area as a stepping stone to other
more exciting areas in Australia
Lack of clearly defined
pathways to market for local
and regional businesses creating
apathy and discontent
Difficulties in attracting new investment
from government and corporations
employment decreases
Rates and tax base declines
No new innovative business
development and marketing
Overall quality of life for the
Shire’s residents declines over time
6. 6
The
2020VisionAND
STRATEGY
THE2020Vision
Create a strong culture of
entrepreneurship that builds on the
regions existing assets and natural
beauty.
Become a model for rural
regeneration throughout
Australia
Deliver realistic and
achievable economic
outcomes for the
Hinchinbrook Shire.
Goals
A clear strategy that defines the pathway to
tourism and agriculture growth in the Shire
Diversification of the agriculture sector
Making it easier and more
enjoyable to be a successful farmer
Diversity of successful boutique
farms and tourism businesses
Creating memorable visitor experiences
that celebrate local character and identity
A Shire that makes investment and
doing business enjoyable and viable.
Attract new business and talent to the Shire
Create a culture of entrepreneurship
Make the cost of development and doing
business in the Shire regionally competitive
Create town centres that locals love
Increase visitor numbers and visitor spend
Improve quality of life
Activate education tourism products in Hinchinbrook
Increase population
Deliverables
A clearly articulated plan on how to attract
investment and new business to the region
Build relationships with new business and investors
Development of a strong independent Shire brand that strategically
markets the Hinchinbrook Shire as a stand alone product
Create new jobs
Facilitate growth in existing and new businesses
Deliver better social services and infrastructure
Reinforce the Hinchinbrook Shire as an authentic destination
Facilitate growth in specialised services and new product
Facilitate new training opportunities
Create strong partnerships and alliances between
corporate, education, government, tourism and industry
Inform the new regional eco-tourism plan
Retention and growth of the younger population and intellectual capital
7. 7
Fields
of SUCCESS
TheBigFiveThemes
Council’s existing body of strategic plans, including its corporate, economic growth and land use plans reflect over a decade of
extensive community consultation, commencing with the 2006 Our Town Our Future project and wrapping up with the 2014 Community
Round Table Sessions. These strategic plans have been extensively reviewed and carefully distilled to provide the vision and structure
for this economic development strategy. This process has delivered five clear economic development themes, which resonate
through all of Council’s key strategic documents. The themes are here-in referred to as ‘The Big 5’ and will shape and influence
the Shire’s future. Moreover they will provide direction for all economic development projects through to 2020. Throughout this
document The Big Five themes have been articulated and will lead us into actions, outcomes and next phase projects.
Dynamic
Centres
An iconic Shire Brand
Enhance the appeal
of Hinchinbrook as a
destination
Develop and promote
memorable visitor
experiences
Making local
knowledge a
marketable resource
Local expertise to
value-add to new
development and
business
Promoting the local
way of life – The
Hinchinbrook Way
Develop and support
new and existing
partnerships
Increase potential
of existing
infrastructure
Increase
opportunities for local
contractors
KEY
Objectives
Vibrant town centres
are created that
locals love
The cost of
development and
doing business is
regionally competitive
Hinchinbrook
becomes a ‘go to
place’ to establish
new businesses
Diversification of
rural industries and
product
Increased local value
adding
A vibrant local
farmers market
Successful small
scale farming
KEY
ACTIONS
Develop and launch
a Shire Brand and
marketing strategy
Develop existing
tourism product and
source new tourism
operators and
businesses
Deliver Ambassador
Program
Active community
engaged in all
marketing of The
Hinchinbrook Way
Launch local
knowledge projects
and workshops
Create a series of
Hinchinbrook Way
manuals and guides
Build strong
cases for private
and government
investment
Develop strong
connectivity between
projects and partners
Collaborate
with educational
organisations to
identify partnership
opportunities
Master planning our
town centres
Urban revitalisation
projects
Identifying and
addressing
infrastructure
demands
Identifying and
promoting new
markets for business
Identify and market
affordable boutique
farm lots
Agri-knowledge
resources are created
for existing and new
farmers
On-farm value
adding is supported
and promoted
Supporting rural
industries
Increased visitor
spend and stay
Increased diversity
and scale of tourism
businesses
Creation of new
tourism product
Vibrant local
Ambassador
Program
New Local
Knowledge Events
New edu-tourism
product
New collaborative
projects and private
partnerships
Increased awareness
of the Hinchinbrook
Shire at State and
Federal level
MEASURES
OF SUCCESS
Increased
commercial activity
More locals choosing
to shop locally
Increase in
development
Increase in range of
farm products
Establishment of new
boutique farms
Successful local
farmers market
Investment into rural
industry
An Authentic
Destination
LOCAL
KNOWLEDGE
Collaborative
Partnerships
8. 8
01THEBIGFIVE
DynamicCentres
Objectives
• Town and village centres, that locals
love are created and maintained
• Hinchinbrook Shire becomes a “go to
place” to establish new businesses
• The cost of development and doing
business in the Shire is regionally
competitive
• Accessible, vibrant and safe town
centres are created, maintained and
enhanced
• Creation of specialist business precincts
• Expanding and embracing arts and
culture within the towns
• Opportunities to socialise and increase
business activity are enhanced through
improvements to the retail environment
• Increase visibility around all new
projects, new businesses and business
expansion
• Creation of specialist business precincts
• The Hinchinbrook lifestyle and design
vernacular are employed to influence
design throughout the Shire
• Connectivity between precincts, towns
and attractions is improved
• Entrepreneurialism is promoted
and supported within the community
• New entrepreneurs are attracted
to the Shire
Creating dynamic town and village centres requires more than just making the main
street attractive. The variety of attributes that determine the vibrancy and liveability of
Hinchinbrook’s centres necessitates a holistic approach, ensuring an equitable and successful
revitalisation of the region’s centres.
Actions
Short Term (1-2 years)
• Commence master planning in centres and provide regular
community updates on progression
• Create branding, signage and marketing that reinforce the
development of dynamic centres
• Identify and promote new markets for business
• Improve connectivity between Ingham CBD and TYTO through
signage and improved pathways and infrastructure
• Engage Councillors and local ambassadors through information
sessions and provide quarterly progress updates
• Quantify infrastructure demands and prioritise vital
infrastructure requirements
• Facilitate business workshops that promote development of
existing and new business
• Identify and market new development and business opportunities
• Identify and support potential business opportunities for locals and
newcomers to the Shire
• Increase visibility around all new projects, new businesses
and business expansion
KeyProjects
The Ingham CBD Master Plan Project
Development and implementation of a five year master plan for
Ingham’s town centre.
Hinchinbrook Shire Planning Scheme
Ensuring future development and infrastructure capitalises on the
uniqueness and strengths of the Shire. This includes positively
responding to the local climate and natural hazards, being savvy with
infrastructure and strengthening the identity of the ‘Hinchinbrook Style’
9. 9
The
BIGFIVE
TheMeasuresofSuccess
• More locals choosing to shop locally
• New types of businesses in the towns
• Increased activity in the commercial sector
• Establishment of new business precincts
• Vibrant shops, restaurants, hotels and cafes
• Commercial tenancy rates increase
• Identify business incubator opportunities
• Identify opportunities to drive uptake of the digital economy
Medium Term (2-4 years)
• Mentor business incubator opportunities in collaboration with
Chamber of Commerce
• Developing and promoting festival and other activities within town centres
Long Term (4 years plus)
• Development and promotion of art hubs at TYTO – i.e. Makers @ TYTO
• Maintain momentum and further develop collaborative partnerships
associated with dynamic centres projects
• Review and refine Hinchinbrook Shire Marketing in relation to
tourism and Dynamic Centres
10. 10
02THEBIGFIVE
FieldsofSUCCESS
Objectives
• Identify and market a range
of boutique farm lots
• Grow and support innovative
and entrepreneurial
rural industries
• Celebrate and value add to the
sugar industry
• Generate and support a new
farming lifestyle in the Shire
• Facilitate diversification of
food stocks
• Increase on-farm value
adding enterprises
• Expand on farm edu-
tourism opportunities
• Develop and market
Hinchinbrook’s rural lifestyles
• Support the creation of vibrant
farmers markets, re-inventing
the age old traditions of
community market
meeting places
• Increase the prominence of
locally produced foods in local
and regional food outlets
• Develop a robust regional
food system
Fields of Success recognises the significant potential to grow innovative and entrepreneurial rural
industries, to complement the existing sugar cane industry. Building on the success of the past to
create the rural lifestyle model for the future, the boutique farm project looks to value add to the
existing cane industry that traditionally forms the basis for Hinchinbrook Shire’s rural footprint.
Actions
Short Term (1-2 years)
• The Hinchinbrook Way philosophy is reflected in the strategic framework
of the new planning scheme
• Create and facilitate access to farming knowledge resources for
existing and new farmers
• Support and promote farm product value adding enterprises
• Continue to foster and promote the key role of sugar within the regional economy
• Identify and quantify rural lots that may be suitable for boutique farms
and protect identified land from future conflicting uses through planning
scheme provisions
• Categorise the attributes (i.e.: higher rain fall, sloped, flood plain) on identified
boutique farm lots and contrast with potential farm products that can be grown
• Scope key stakeholders in the Boutique Farms Project and commence dialogue
• Develop the boutique farm section of the Hinchinbrook Way Website
• Develop a ‘boutique farms’ real estate agent certification program
• Source rural investors to develop boutique farm subdivisions
Key Project
• The Boutique Farms Project
The Boutique Farms Project seeks to facilitate the establishment and success
of a diversity of boutique farms within the Shire. Council wish to attract
entrepreneurial individuals, couples and families keen to discover and immerse
themselves in a new boutique farm lifestyle in Hinchinbrook. The project will
seek to bring an exciting mix of new ideas and new people
11. The
BIGFIVE
11
• Extensively market land availability and the Hinchinbrook Way
of life to entrepreneurs
• Examine incentives that support and encourage the relocation of
new entrepreneurs to the Shire
• Invite the development of farming technique workshops
• Link the Boutique Farms Project with existing and new rural edu-tourism programs
Medium Term (2-4 years)
• Create and market farming lifestyle resources
• Continue to identify and mitigate barriers to desired rural industries
• Continue to incentivise the relocation of new entrepreneurs to the Shire
• Work in conjunction with dynamic centre projects to identify a site for
farmer’s markets
Long Term (4 years plus)
• Create a vibrant farmers market
Measures of Success
• Increase in range of farm products
• Establishment of new boutique farms
• Successful local farmers market
• Investment into rural industry
• New farm product in new markets
• Increase in farm tourism
• Increase in drive tourism
• Edu-tourism organisations looking to
send students to the region
• Entrepreneurial investors investing in
the region
• The Shire builds a reputation for unique
farm industries and quality farm produce
12. Successful destinations make the most of their appeal to deliver benefits to the whole community.
They do this by having a clear, strategic sense of why their place attracts visitors and what
investment it needs to sustain, enhance and grow that appeal. Destinations that are strategically
marketed, publicised and managed are more likely to generate ‘wise growth’ in their visitor economy.
They are also more likely to maximise the benefits of that growth in the long term through additional
income and increased numbers of jobs.
Actions
Short Term (1-2 years)
• Develop and launch the Shire’s tourism marketing strategy
• Develop and launch a Shire Brand Book and Style Guide
• Develop and launch an independent Hinchinbrook Way Website
• Develop and launch the Tourism Ambassador Program
• Develop and launch tourism promotional material
• Market the Shire as a strong and independent entity
• Develop a photographic catalogue of the Shire’s locations, products and people
• Commence dialogue with key stakeholders around the
Wallaman Falls Master Plan
• Develop and launch The Hinchinbrook Way Drive Tourism Product
• Market identified tourism development opportunities to potential investors
• Source new operators and products that value add to existing in-situ operators
• Promote the range of locations and services available to the film & events industry
The things that attract people to the destination are;
the natural environment, authentic experiences,
heritage and culture, iconic buildings, retail, sports,
food, gardens, events and scenery. These attributes
make a place special, distinctive and capable of
engendering community pride. The best managed
destinations also excel in:
Attracting new investment
Developing value-added jobs
Attracting new talent and stimulating innovation
Objectives
• Enhance the appeal of the Hinchinbrook
Shire as a destination
• Create memorable visitor experiences that
celebrate local character and identity, rather
than importing standardised solutions that
erode distinctiveness and relevance
• Increased visitation and income derived
from tourism and events
• Improve connectivity between precincts,
towns and attractions
• Clearly define what makes the Hinchinbrook
Shire attractive for locals and tourists and
the investment needed to sustain, enhance
and grow that appeal
• Create an iconic shire brand, with strong
community ownership that strategically
markets the Hinchinbrook Shire
• Identify commercial opportunities to
promote the Shire’s natural assets, art and
culture
• Leverage national, state and regional
tourism organisations capabilities, resource
programmes and marketing
KeyProjects
Shire Brand Book and Style Guide Defining the Shire’s brand and explaining
how the brand works
Shire Marketing Strategy A Shire Marketing Strategy developed around the
Shire Brand and targeting specific markets.
Drive Tourism Product Presenting distinct tourism themes as sophisticated drive
tourism product that is attractive to a broad spectrum of the drive tourism market.
Wallaman Falls Master Plan Project A catalyst project for private sector
investment into new commercial enterprises and enhanced tourism facilities
at Wallaman Falls
Hinchinbrook Island Gateway Project Developing and marketing Lucinda
as the gateway to local islands and the reef
The Hinchinbrook Way Ambassador Program Leveraging the
communities’ capacity to promote the Shire
12
03THEBIGFIVE
ANAuthenticDestination
13. The
BIGFIVE
Medium Term (2-4 years)
• Explore opportunities to work with operators to establish Lucinda as the
gateway to Hinchinbrook Island and Channel, Pelorus and Orpheus Island
and the Great Barrier Reef
• Install branded street signage that indicate what is available in specific localities,
such as culture, food , bushwalks and sports activities
• Promote farm gate stalls as a drive tourism product
• Examine the feasibility of a new road linking Wallaman Falls and Paluma
• Investigate opportunities to develop a membership based Shire Tourism Organisation
Long Term (4 years plus)
• Investigate opportunities for a diversity of significant events and festivals
• Planning connectivity and seeking funding through collaborative partnerships
to establish a road between Wallaman Falls and Paluma
MeasuresofSuccess
• Increased local, national and international tourist visitation
• Increased diversity and scale of tourism business and product
• Becoming a destination of choice where people don’t just
drive through they stop and stay
• Increase in visitor spend
• Increase in overnight stays
• Creation of new iconic destinations and product
13
14. The Hinchinbrook Way reflects a way of life, unique to the Hinchinbrook Shire. It defines a way
things are done in the community, where people work towards a creative, innovative and
economically viable lifestyle and common future. The philosophy behind the Hinchinbrook Way has
evolved through the recognition of the Hinchinbrook’s Shire’s existing cultural and natural attributes.
The Shire will capture practical local knowledge through the development of specific guides and
manuals, making ‘local knowledge’ a marketable resource. These guides and manuals will inform
and attract lifestyle specialists to the region.
Actions
Short Term (1-2 years)
• Develop strategic marketing tools and publicity that enable locals to discuss,
support and benefit from the Shire’s economic development strategy and marketing
• Develop a photographic catalogue of the Shire’s people, locations and products
• Develop signage that is unique to the region and clearly articulates what is available
to visit and do in each area of the drive route
• Ensure that all markets are acknowledged and linked to each other in terms of
guides, icons, business marketing tools, print and online media
• Target marketing material and parking locations to the RV and Grey Nomad market
• Highlight that relocation to the Shire is not just limited to boutique farmers and
new business entrepreneurs it is also about encouraging cooks, artists, and other
professionals of all ages to invest in the Hinchinbrook Way of life.
Medium Term (2-4 years)
• Ensure all markets are acknowledged and linked to each other in terms of guides,
icons, business marketing tools, print and online media
• Facilitate retail workshops, creative local events and networking
• Ensure locals have access to support and information. An informed community
creates an engaged community and strong foundation local ambassadors
• Investigate opportunities to market local knowledge nationally and internationally
Long Term (4 years plus)
• Develop events and resources to attract national and international symposiums
to Hinchinbrook
• Create tools that will aid the overall marketing and promotion of the region,
including a series of world class ‘go to guides’.
Objectives:
• Make local knowledge a
marketable resource
• New edu-tourism product
• Develop the Hinchinbrook
Way in a holistic manner
that is informed by and
encompasses local
knowledge
• Conserve, celebrate and
market the local way of life
– The Hinchinbrook Way
• Local expertise adds
value to development and
business
• Develops successful
projects and workshops that
recognise local knowledge
and encourage locals to
teach and pass on their
skills
• A successful local
ambassador program
• Recognising and embracing
a strong local art and
culture talent base
14
04THEBIGFIVE
LocalKnowledge
15. KeyProjects
Hinchinbrook Architectural Style Guide
Developing and celebrating the local design vernacular
Flood management manuals
Developing and promoting the local approach to flood
management
The Hinchinbrook Way Ambassador Program
Leveraging the communities’ capacity to promote the Shire
MeasuresofSuccess
• A community actively engaged in the creation, production
and publicising of the Hinchinbrook Way philosophy and the
various guides and plans that are derived from the project
• Increased national and international tourist visitation
• Successful development of new edu-tourism product
• Events and projects run by locals for locals and visitors
• Planned development embracing the Hinchinbrook Way
• Themed development sites embracing farming and
aging gracefully
The
BIGFIVE
15
16. Objectives
• Strengthen existing and developing
new strategic partnerships
with industry, government and
traditional owners
• Source and attract a diversity of
new high growth businesses to the
Shire
• Market development opportunities
through local stakeholders and
ambassadors
• Increase stakeholder
involvement in project planning ,
resourcing, decision making and
implementation
• Maximise and market the use
of local contractors and service
providers within major regional
projects
• Capitalise on existing port, air, rail
and road infrastructure
• Build strong investment cases
for private and government
investment in the Shire
• Develop unique opportunities and
packages for early adopters
Actions
Short Term (1-2 years)
• Develop relationships with regional partners that genuinely reinforce
the Shire brand and achieve regional objectives
• Explore new opportunities to collaborate with key regional educational
entities on major projects
• Target international companies seeking new venues and locations
for their brands
• Source and promote champions for the key economic development
projects throughout all areas of the community
• Identify existing or near future capital works projects and maximise
opportunities for local services providers and contractors
• Ensure all marketing and promotional material interconnects
• Market edu-tourism opportunities and potential job creation
specifically to educational organisations
• Collaborate with State and Federal partners to deliver new programs
that will address cost inequities in infrastructure provision and services
• Engage Councillors and local ambassadors through information sessions
and provide quarterly progress updates
Despite the region being rich in knowledge and practical ideas, access to resources has
traditionally been a challenge. Partnerships and collaborations therefore represent a very
effective means for the community, local industry and Council to leverage opportunities and
increase efficiencies. Cooperation across public and private sectors also provides a vital platform
for knowledge sharing and capacity building. This strategy seeks to foster and promote beneficial
partnerships that will drive local development and facilitate investment in the region.
MeasuresofSuccess
• Increase in locally based research projects
• Increase in tertiary education partnerships
• Increase in collaborative partnerships with private enterprise
• Increased exposure of Hinchinbrook Shire collaborative projects
16
05THEBIGFIVE
CollaborativePartnerships
17. • Provide clear pathway for communication with existing and new business
• Explore private partnership opportunities for eco tourism development
and extreme sport events and products
Medium Term (2-4 years)
• Engage with Defence Force to stage exercises within the Shire
• Market the success of collaborative partnerships
• Develop and promote investment cases for new projects
• Target international companies seeking new venues and locations
for their brands
Long Term (4 years plus)
• Maintain momentum with State and Federal government to continue
programs addressing cost inequities in infrastructure provision and services
• Increase in edu-tourism product and visitors
• Engagement of stakeholders in land use planning and master planning projects
• Increased awareness of the Hinchinbrook Shire at State and Federal level
The
BIGFIVE
17
19. The
BRANDVision
Oxford English
Definition of the Way
Ones way
One’s characteristic or habitual manner or
way of behaviour or expression:
Ways
The customary behaviour or practices of a group:
The Way
A road, track, or path for travelling along:
The Brand Vision refers to a new brand for the Shire and is independent
to the Hinchinbrook Shire Council’s existing corporate brand.
TheHinchinbrookWay
19
20. BRANDVision
Create an iconic brand that embodies
and celebrates The Hinchinbrook Way.
An all-encompassing logo that
acknowledges the individual and collective
aspirations of the community
Deliver a comprehensive suite of
media collateral, including: web, print,
radio, TV, signage, maps, guides,
manuals and social media
Become a destination choice
showcasing the region’s existing
assets and natural beauty
alongside new infrastructure
and product.
This will create a new
economy and better jobs
The
BRAND
Vision
THEHINCHINBROOKWAY
20
CREATE
a brand and logo that:
Defines the Shire
Represents the Hinchinbrook
Communities’ shared aspirations
Targets specific markets
Enables destination marketing
Puts Hinchinbrook and its products on the map
a marketing campaign:
that locals love and champion
is relevant and attractive to our target markets
a Brand Book and Style Guide:
informing the marketing campaigns
to all our target markets
that clearly articulates the format and use of the brand
defines our market differentiation
DELIVER
Website: A sophisticated website showcasing the
Hinchinbrook Way. This website will incorporate linkages to
Council, businesses, experiences , events and opportunities
Signage: Incorporating the logo and iconography to
guide visitors through the region, icons and signs will be
unique to The Hinchinbrook Way
Maps and Guides: Crafted pocket maps, guides and
apps guiding visitors through the region
Social Media & Networking: Developing content to inspire public
generated content reflecting The Hinchinbrook Way
Ambassadors: Facilitating information sessions and providing
tool kits to inform and inspire an army of local ambassadors
TV: Product placement and feature tourism
BECOME
An authentic destination providing iconic experiences that other places cannot replicate
A place locals love to live in, visit and promote
A destination for arts, craft and culture
A destination for quality independent and speciality shops
A destination with a diversity of experiences, events and produce
A destination renowned for edu-tourism products
An expanding community
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
21. Explainingthebrand
The Hinchinbrook Way is a journey that can start with a day trip,
allowing you to immerse yourself in the Hinchinbrook way of
life. Your visit is likely to surprise you and inspire a return to
discover more. Your return visit may be another holiday, or for
those that fall hopelessly in love with The Hinchinbrook Way…
perhaps a lifetime move.
The Hinchinbrook Way is embodied within the logo… it has
no beginning and no end. Each colour and theme flows
seamlessly… demonstrating a timelessness and respect for all
cultures and ways of life throughout Hinchinbrook Shire.
The colour palette reflects the natural setting, be it dawn or dusk
and references a golden era for the Shire while also providing
inspiration for the future. The brand, logo and marketing
incorporate a distinctly vintage style acknowledging the past
while embracing an exciting future. It is on trend for our target
market and is both timeless and iconic.
The brand, logo and marketing will clearly differentiate the
Hinchinbrook Shire from other regions. Importantly the brand
can be as easily applied to a jar of locally produced jam, as to a
Shire flag, a conference banner or a heritage walk.
Bird watching
Scenic drive
Boat cruises
Beach walking
Wetlands
Waterfalls
Volcanos
Fishing
Mountain Biking
Dirt Bikes
4WD
Rock Climbing
Canyoning
Horse riding
Bush walking
Diving
Knowledge
Art
Music
Heritage Walks
Museum
Indigenous
Cafes
Delis
Farmers Market
Farm Gate Sales
Sugar cane
Edu-tourism
Farm Stays
Well being
Fish Farms
Farm activities and
workshops
FOOD
BRAND
THEMES
- ICONS
SUB THEME
- ICONS
Further Sub Theme
Icons will be
developed through
the branding book
and style guide
NATURE ADVENTURE FARMING CULTURE
21
22. BEYOND
2020
Momentum
matters
This strategy’s key projects need to be
continually developed, promoted and
actioned beyond 2020.
By 2020 Hinchinbrook Shire will be
known for the quality and diversity
of its boutique farms and tourism
experiences. Hinchinbrook Shire
will be firmly on the map.
To achieve this
momentum matters.
22
24. CATCHAWILDBARRAINHINCHINBROOK
STREET ADDRESS
25 LANNERCOST STREET
INGHAM, QUEENSLAND, AUSTRALIA 4850
POSTAL ADDRESS
PO BOX 366, INGHAM, QUEENSLAND
AUSTRALIA 4850
HINCHINBROOK SHIRE COUNCIL
t: 4776 4600 f: 4776 3233 e: council@hinchinbrook.qld.gov.au w: www.hinchinbrook.qld.gov.au