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Values, Principles & Approach

In 2031, North Queensland will be recognized as the thriving heart of Northern Australia by creating jobs that strengthen our vibrant communities.

Values, Principles & Approach

Tourism Growth
Asia Gateway Expansion
Human Service Growth
More entrepreneurs
Lifting Workforce Skills
Value-Add to Agriculture

Strategy Aim

Position NQ region as the choice for investors in all industries and sectors
Grow tourism across the whole region and create 4,600 new jobs by 2031
Create an additional 5,500 new jobs by 2031 through expanding connections into Asia.
Increase employment in education and training (3,700 more jobs) and in health care and social assistance (7,000 more jobs) by 2031.
Stimulate local entrepreneurs to help create 4,000 new businesses by 2031, employing at least 8,100 people.
Ensure local people are prepared to meet the increased demand for higher skilled jobs.
Increase agricultural industry through growth in the value chain of production to create 8,100 new jobs by 2031.

Strategy Objectives

E.1 Support investment in current industry diversity and strengths, including mining and logistics, by continuing to seek investment and advocating across portfolios and governments, led by TEL and 5 Mayors.
E.2 Advocate to secure water availability and equitable pricing of power to the region lead by TEL and 5 Mayors.
E.3 Establish a power committee to lobby and investigate opportunities such as microgrid options, initiated by RED-ROC chair.
E.4 Leverage State and Federal Government initiatives through regional policy and plans e.g., NQ Regional Plan (land use), National Freight & Supply Chain Strategy White paper on Developing northern Australia, Defence White Paper etc. implemented by RED-ROC.
E.5 Test and trial new ways to ‘reach’ all businesses by new engagement approaches, new incentives – to drive whole of region participation, led by all LGAs.
E.6 Establish Townsville as the Northern Australian capital cementing the Port and Airport as the prime infrastructure gateway with long-term masterplans for growth with connecting freight efficient rail, road and port networks. In conjunction with communication infrastructure and high speed broadband. This is led by TEL and across government.
E.7 NQ regional branding covering NQ lifestyle & products to be considered, ensuring it aligns with current and proposed export, investment and tourism strategies.
Tourism Growth
1.1 Establish a Tourism Working Group (TWG): to guide this priority ensuring it can deliver on the cross regional aspect, and revisit and update the priorities in the Townsville North Queensland Tourism Opportunity Plan. Along with LGA representatives from across the region, the TWG should have industry buy-in and knowledge that is necessary for the success of this priority. Advice from TEL will determine if the TEL Tourism SAC with regional representation is the best vehicle for the TWG or if RED-ROC forms its own TWG.
1.2 Support efficient tourism development by reviewing local government planning schemes, sharing best practice on how to deliver timely tourism investment opportunities and preparing a regional tourism investment prospectus.
1.3 Deliver current regional tourism strategies such as: White and Grey Ship Strategy; and Townsville NQ Destination Tourism Plan (DTP). As per strategy specifics.
1.4 Promote NQ events through: coordination of the current Townsville NQ regional calendar (Australian tourism data warehouse based), campaign for signature events, coordinate regional spinoffs from events, and explore private-public partnerships for events. This will be led by TWG & TEL but requires ongoing support from all LGAs.
1.5 Actively grow regional experiences that align with the Edu Tourism packages currently being promoted to international university and high school students, and alumni. Led by TEL and the Edu Tourism Consortium supported by DETI, local tourism providers and regional councils.

Asia Gateway Expansion Projects
2.1 Create regional opportunities from state and national policies and partnerships by using expert knowledge in DPC and sharing information and opportunities across RED-ROC. Key resources are the Department of Premier and Cabinet (DPC) with support from the Department of Prime Minister and Cabinet (PM&C) and the Office of Northern Australia (ONA) and Regional Development Australia.
2.2 Re-establish the Trade and Investment working group (TIWG) to determine Asia ready needs, design a program of workshops, etc. to develop an Asia ready capacity for small to medium employers (SME), identify opportunities for trade and investment including Sister City, Sister Port and Sister Airport, Trade Mission development plan, including exchange internships and other key priorities in regional capacity building, identify knowledge and technology exchange opportunities.
2.3 Identify regional opportunities through the defence industry developments and expansion in NQ. Utilise appointed TCC Defence Envoy working with Queensland Government Defence Envoy to identify opportunities.
2.4 Bridge the gap between SMEs needing capital investment and overseas investors seeking Significant Investment Visa (SIV) using TEL and DSD resources and promotional links.

Human Service Growth
3.1 Promoting the value of these high growth industries to the region – economy and liveability. Establish a working group to us NQEDPN and Councils’ broad reach to educate the community on the importance of these services to job and community growth (through shared resources).
3.2 Assessing demand locally (each LGA) and regionally for education and health industries. These high growth industries require a dynamic understanding of the workforce and skills required in the future, so the region, led by NQEDPN and Councils, must plan for its future workforce.
3.3 Partnerships to ensure suitability of training pathways. Led by RED-ROC and DET, the region will build its workforce by partnering with industry to plan ahead on human services employment and skills needs and ensure suitability of training pathways.
3.4 Share council approaches to approving facilities in these industries (e.g. neighbourhood-based residential care). Planning insights and learnings can be shared across the councils to build local capacity.
3.5 Facilitate preparation for NDIS through support for workshops and subsequent activities to stimulate local service provision within each LGA. RED-ROC can use its influence across the region to stimulate local service provision

More entrepreneurs
4.1 Establish Entrepreneurship Working Group (EWG) to guide this priority. Led by industry with a rotating mayoral leadership and supported by DSD this group will act as a bridge between business community and REDROC, and guide and monitor progress on actions below.
4.2 Collect and share knowledge of who is entrepreneurial in the region. With multiple activities occurring across the region, a sharing of ideas will help to deliver more effective entrepreneurship programs in the future. Led by EWG and NQEDPN
4.3 Regional entrepreneurs campaign, building on 4.2 and steered by EWG, to produce engaging stories about the region’s existing innovators and entrepreneurs to inspire a local culture of entrepreneurship, and inspire entrepreneurs and innovators to move to North Queensland through national presentations.
4.4 Provide support through an Entrepreneur Network that is supported by TCC and DSD. This network will upskill the existing network of economic development practitioners, tourism and extension officers to understand the market, and deliver targeted advice to startup and existing growth-oriented businesses on accessing markets, dealing with regulations and seeking investment.
4.5 Create an environment conducive to entrepreneurship by reviewing local government regulations, lobbying state government on restrictive regulations, collective bidding for entrepreneur programs and reviewing procurement procedures. Led by EWG and TCC.

Lifting Workforce Skills
5.1 Monitor local skills needs and aggregate to regional demand. Led by DET and supported by NQEDPN this initiative could foreplan future skills needs through monitoring development approvals and upcoming capital investments to identify gaps in skills and share local funding and upskilling opportunities.
5.2 Work with industry to ensure training meets employer needs and aligns with industry/occupation growth projections. Led by DET, this would help align industry needs with training to meet immediate workforce needs and longer term growth projections. RED-ROC will feed back employer needs to Jobs Queensland to inform their advice to government on skills demand and future workforce planning for NQ.
5.3 Councils to lead by example, comparing staff skill development practices and sharing across region. Councils to share learnings and opportunities across the region to enhance local capacity.
5.4 Add skills component to local engagement with older residents throughout council operations e.g. Burdekin’s Seniors Advisory Group.

Value-Add to Agriculture
6.1 Re-establish the agricultural working group (AWG) to steer this priority area. Led by a rotating mayoral leadership this critical group will build on the past success and strengthen its impact through strong leadership, a clear working action plan, cross regional engagement and clear deliverables.
6.2 Lobby government for strong regional outcomes such as (i) consistency in decision making across development pathways and approvals – leading to a deemed approval in
12 months and (ii) quality assurance on research of agricultural run-off to the reef.
6.3 Grow access to post-harvest and value adding opportunities, including tourism, such as identifying a range of post-harvest processes and raising awareness about new ways of value adding to food.
6.4 Raise broader tourism and community awareness around celebrating local food e.g., branding a unique local food cuisine. Working with the TIWG on capacity building of producers and identifying growth opportunities.
6.5 Design case management of agriculture investment to upskill producers, identify roles and pathways for investment into agriculture in NQ and identify roles and pathways for exporting from regional agriculture producers. Working with TIWG, Agriculture Working Group and Port of Townville’s supply chain committee.

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