Minutes of Economic Development Advisory Committee

Minutes – Economic Development Advisory Committee Meeting 13 October 2016 Page 7 of 8

5. Report of Officers

5.1 BROOME GROWTH PLAN - STATUS UPDATE AND KEY ELEMENTS

LOCATION/ADDRESS: Nil

APPLICANT: Nil

FILE: EDP007

AUTHOR: Director Development Services

CONTRIBUTOR/S: Nil

RESPONSIBLE OFFICER: Director Development Services

DISCLOSURE OF INTEREST: Nil

DATE OF REPORT: 4 October 2016

SUMMARY: The Broome Growth Plan is being prepared as part of the State government’s Regional Centres Development Planning Initiative. At the last meeting of the Economic Development Advisory Committee on 16 September 2016, the Committee considered the status of the Growth Plan and key elements informing the Growth Plan developed over the course of the previous month. The purpose of this report is to provide an update on the work that has occurred on the Growth Plan since 16 September 2016, and seek direction from the Committee on the content and direction of that work to inform the Growth Plan.

BACKGROUND

Previous Considerations

OMC 30 July 2015 Item 12.1

OMC 26 November 2015 Item 9.3.2

SMC 19 January 2016 Item 6.2.2

OMC 26 May 2016 Item 10.1

OMC 25 August 2016 Item 12.1

OMC 29 September 2016 Item 10.4

The Broome Growth Plan is being prepared as part of the State government’s Regional Centres Development Planning (RCDP) initiative. The RCDP initiative is led by the Regional Development Council, through the Department of Regional Development, and funded through Royalties for Regions funding. The growth planning process commenced in late 2015 and the Broome Growth Plan has to be finalised by 31 October 2016.

At its meeting on 16 September 2016, the Economic Development Advisory Committee (EDAC) considered a report on the status of the Growth Plan and the key elements that had been developed to inform the Growth Plan over the preceding month. At the meeting on 16 September 2016, EDAC made a number of recommendations to Council regarding various elements informing the Growth Plan and also in relation to the direction of the Growth Plan generally.

Since the EDAC meeting on 16 September 2016, more work has been carried out to develop the Growth Plan and work on the Growth Plan has now substantially progressed.

Since the EDAC meeting on 16 September 2016, the following actions have occurred:

· A Project Control Group (PCG) meeting was held on 13 September 2016 (see minutes in Attachment 1 to this report);

· The PCG met with GHD on 15 September 2016 to discuss the status of the GHD sub-consultancy;

· A Growth Plan Partnership (GPP) meeting was held on 22 September 2016 (see minutes in Attachment 2 to this report);

· The PCG met on 27 September 2016 to discuss the vision, goals and indicators for success for the Growth Plan;

· The PCG met on 30 September 2016 to discuss the drafting of the Growth Plan;

· Council considered and adopted EDAC’s recommendations in relation to the status and key elements of the Growth Plan at the Ordinary Meeting of Council (OMC) on 29 September 2016;

· The PCG met on 4 October 2016 to discuss the strategies and actions required to progress each initiative;

· Feedback from the Councillor workshop on 8 September 2016 and the EDAC recommendations adopted by Council on 29 September 2016 was provided to Creating Communities and the PCG;

· Work was undertaken on the draft Terms of Reference for the GPP and PCG, and on the amended Memorandum of Understanding for the Growth Plan project;

· Feedback was provided on the latest draft of the Urbis Economic and Situational Analysis;

· Feedback was provided on the latest draft of the Health and Wellbeing report, which was subsequently finalised;

· Feedback was provided on the draft Education, Training and Employment Report, which has now been finalised;

· Consultants were engaged for the Arts and Culture, Tourism and Agriculture and Aquaculture sub-consultancies;

· Input was provided into the vision, goals and indicators for the Growth Plan;

· The PCG and GPP discussed the distribution and allocation of funding remaining when the Growth Plan is submitted for approval on 31 October 2016;

· The PCG clarified the scope of the RPS environmental sub-consultancy;

· The PCG clarified the scope of the GHD infrastructure sub-consultancy;

· The latest version of the AEC Scenario Planning Report was received and commented on;

· Work was undertaken on the proposed governance structure for the implementation of the Growth Plan;

· The GPP decided to engage a sub-consultant to draft the Growth Plan.

Further detail on the output from these actions is provided below.

COMMENT

A number of the key elements informing the Growth Plan have been progressed and work on the Growth Plan document itself has occurred since the last EDAC meeting. These key elements and the draft content of the Growth Plan document are discussed below.

Sub-consultancy reports

Sub-consultants have been engaged for the Broome Growth Plan to provide specific information on their area of expertise. The following sub-consultants have now been engaged for the project:

· Urbis – economic analysis and project prioritisation and assessment;

· GHD – infrastructure;

· Marella Health Consulting – health and wellbeing;

· RPS - Environment;

· Carpe Diem Consulting - Education and training;

· AEC – Scenario Planning;

· Lachie MacDonald – Arts and Culture;

· Haeberlin Consulting – Tourism;

· Peter Cooke (Agknowledge) – Agriculture and Aquaculture; and

· ALCES – scenario mapping.

At the time of writing this report, no work has yet been provided by Lachie MacDonald, Haeberlin Consulting, Peter Cooke or ALCES. However, the Arts and Culture, Tourism and Agriculture and Aquaculture sub-consultancy reports should be received before this EDAC meeting is held. It is noted that in accordance with the recommendation made by EDAC at the last meeting, Peter Cooke will develop an economic rationale for agriculture, given that Urbis has largely completed this aspect of their sub-consultancy.

Sub-consultancy reports – Urbis

The latest draft of the Broome Economic and Situational Analysis report by Urbis has been released and is included as Attachment 3 to this report. This revised report includes an economic rationale for activating the Dampier Peninsula and expanding aquaculture production.

The economic analysis for activating the Dampier Peninsula found that this initiative has the potential to result in net benefits of $90.1 million.

The economic analysis for establishing three aquaculture development zones in the region found that this has the potential to generate $2.2 billion in value added in Net Present Value terms and the creation of approximately 2,452 direct and indirect jobs.

The Broome Economic and Situational Analysis is still in draft form. It requires some refinement to correct errors and omissions, and address comments and questions from the PCG. It also need to consider the outcome of, and align with, GHD’s work once this is available.

Sub-consultancy reports – GHD

The GPP and PCG have become increasingly concerned in relation to the status of the GHD sub-consultancy. These concerns relate to a lack of output and also understanding of the work required as part of the sub-consultancy.

Therefore, the PCG met with GHD on 15 September 2016 to seek to clarify the requirements of their sub-consultancy and secure timeframes for the provision of the work required.

At that meeting, it was agreed that GHD will do the following:

1. Complete the remainder of the audit report including any stakeholder consultation required to complete the report, and undertake relevant updates to the report based on feedback from the PCG.

2. Determine the necessary infrastructure required to support the population growth from Scenario 3, based on the assumption that most if not all the population growth will occur in the Broome townsite.

3. Determine the necessary infrastructure required to support the population growth from Scenario 4, based on the assumption that most if not all the population growth will occur in the Broome townsite.

4. Identify the infrastructure required to support tourism development on Dampier Peninsula, limited to infrastructure required to make the site ‘investment ready’ (trunk infrastructure only), and include infrastructure such as power, water, sewerage, waste, roads and telecommunications. The assessment will be based on the following:

· facilitate the development of the following major tourism nodes for up to 500 people: Kooljaman, Cygnet Bay, Middle Lagoon and Willie Creek; and

· facilitate the development of the following minor tourism nodes for up to 200 people: Gumbarmun, Djarindjin/Lombadina, Pender Bay, Barred Creek and the Roebuck Plains Roadhouse.

5. Identify the infrastructure required to support agriculture (land based food production) development in the La Grange region as defined by the Department of Agriculture and Food vision for the area. This will be limited to infrastructure required to make the site ‘investment ready’ (trunk infrastructure only), and include infrastructure such as power, water, sewerage, waste, roads and telecommunications.

GHD is currently working on producing the above outputs and their draft report is due by 7 October 2016.

Sub-consultancy reports – RPS

Further work has been done to refine the direction of the work being undertaken as part of the environmental sub-consultancy by RPS.

The original scope of works for the environmental sub-consultancy involved RPS developing an environmental Multi-Criteria Assessment Tool or Matrix that could be used to assess individual projects. With the focus of the Growth Plan now being on the initiative areas, rather than a list of projects, the relevance of this Assessment Tool or Matrix has diminished. RPS have developed the Assessment Tool/Matrix, and it is intended that this be included in the Growth Plan as a tool available for future use in the implementation of the Growth Plan.

The focus of the RPS sub-consultancy is now to provide an analysis on high level considerations, opportunities, risk and mitigations for the following initiative areas:

· Activating the Dampier Peninsula;

· Activating the Precincts of Broome (eg. Chinatown and the tourism precinct at Cable Beach);

· Aquaculture development in the Buccaneer Archipelago and Roebuck Bay; and

· Land based agriculture in the La Grange area.

In undertaking their analysis, RPS will provide suggestions regarding next steps (eg. further analysis required) and potential costings.

A draft report from RPS is due to be received by 7 October 2016.

Sub-consultancy reports – Carpe Diem Consulting

Carpe Diem Consulting provided a draft report on education, training and employment. This report was reviewed and finalised subject to some comments from the PCG. The final report is shown as Attachment 4 to this report.

The report provides an overview of the current situation in relation to education, training and employment in Broome, along with the available literature and research in this area. The report makes the following recommendations to support the objectives of the Growth Plan:

· Establish a Regional Universities Centre in Broome – possibly based on the Geraldton Universities Centre.

· Establish Industry, Education and Employment Alliances (local industry, education and employment networks) aligned to each of Broome’s major traded and service industries with the objective of identifying on-going industry trends, related occupations and future training needs.

· Implement a Broome Employers Compact, which promotes and monitors progress with Aboriginal employment, with the objective of achieving Aboriginal workforce participation equal to the Broome non-Aboriginal workforce participation level.

· Establish the Broome Aboriginal Mentoring Support Service which provides on-going holistic assistance, where needed, throughout the continuum from school to the workplace.

· Create the Centre of Excellence for Remote Community School Education.

· Consider the future need to negotiate an interim Designated Area Migration Agreement for the Shire of Broome or the West Kimberley region.

· Establish the Broome Indigenous Small Business Centre.

· Establish the Broome Ex-prisoners Employment and Training Offer in collaboration with the WA Department of Corrections and through the voluntary participation of Broome employers.

· Co-locate relevant health, community and childcare services as part of the existing education cluster comprising the State primary schools in Broome.

· Allow suitable accredited vocational education and training to be available and accessible to Broome’s school students from Year 9 onwards.

· Establish the Broome Centre for Adult Education with the focus on the teaching of numeracy and literacy skills.

· Investigate the establishment of the Broome National Centre for Aboriginal Heritage, Research and Education to preserve and promote the Kimberley Aboriginal languages and culture throughout Australia and internationally.

Sub-consultancy reports – Marella Health Consulting

The health and wellbeing report has now been finalised, and is shown as Attachment 5 to this report.

The latest version of the report incorporates feedback from the PCG but the recommendations and strategies as outlined in the previous draft of this report remain unchanged.

Sub-consultancy reports – AEC Group

A revised Scenario Planning report has been provided by AEC and is shown as Attachment 6 to this report. In preparing this revised report, AEC Group were asked to consider the scenarios developed at the scenario planning workshop in light of Scenarios 3 and 4 which have been selected for use in the Growth Plan. AEC Group were also asked to use this to develop high level policy response options.

Despite this, the revised report is largely unchanged from the previous version. AEC have linked Scenario 1 from the workshop with Scenario 3 from the Growth Plan, and Scenario 2 from the workshop with Scenario 4 from the Growth Plan. The way they have done this is not really explained and does not flow logically in that the scenarios that have been linked are not really analogous.

In addition, the strategies identified as ways of achieving the scenarios (purportedly the “high level policy responses”) are just the ideas of the workshop participants, without any further consideration or refinement. Some of these are unclear or illogically presented.

Overall, given the late stage of the Growth Plan project and the limited benefit that this report is likely to have on the Growth Plan itself, it is recommended that no further work be undertaken in relation to this sub-consultancy and the report not be given any weight in the Growth Plan, apart from noting and considering the input from the scenario planning workshop participants.

Other work required to finalise the Growth Plan

The drafting of the Growth Plan is underway. The initial draft of the Growth Plan document prepared by the Lead Consultant (see Attachment 7 to this report) needed substantial refinement. The PCG decided that additional resources needed to be brought into make those refinements and develop a cohesive narrative for the Growth Plan.

Therefore, the GPP agreed to appoint a separate sub-consultant, Sue Brand of Natural Area Consulting, to draft the Growth Plan document. The drafting of the Growth Plan by this sub-consultant is underway and a complete first draft is due by 14 October 2016.

The GPP has received confirmation that the version of the Growth Plan that is submitted for approval by 31 October 2016 does not need to be “print ready”. The design of the Growth Plan document can occur after 31 October 2016. It is still intended that Creating Communities will be appointed to undertake this task.

The drafting of the section of the Growth Plan which relates to the implementation governance framework is being undertaken by Shire officers.

Transfer of unallocated funds

It has been identified that not all of the funds allocated to the preparation of growth plans will be spent. The RCDP Steering Committee has advised that it supports these unspent funds being transferred to each of the Regional Centres following the submission of Growth Plans in October 2016.

Landcorp, who is responsible for the distribution of these funds, has advised that its preference is for the funds to be transferred to either the Shire or the Kimberley Development Commission. The funds must be spent by 31 December 2017.

The GPP considered this matter at its meeting on 22 September 2016 and agreed that Landcorp be advised that:

· The GPP wish to approve the roll-over of any unallocated funds and an extension to 31 December 2017 is sufficient; and

· The priority tasks funded with the unallocated funds will be determined following completion of the Growth Plan; and

· It is not possible to confirm which entity will be responsible for receiving the funds at this point in time.

It is recommended that EDAC recommend that Council endorse the first two dot points agreed to by the GPP.

At a workshop with Council on 6 October 2016, feedback was obtained that the Shire should be the entity responsible for receiving the funds. Therefore, in relation to the third dot point, it is recommended that EDAC recommend that Council advise the GPP its preference is that the Shire is the entity responsible for receiving the funds.

Draft content of the Growth Plan

Work has commenced on a vision, pillars, goals and indicators for the Growth Plan. The pillars, goals and indicators are shown in Attachment 8 to this report. It is proposed that the vision will be crafted around the “People, Place, Prosperity” headings and so that it aligns with the visions of the GPP organisations.

Further work needs to be done to develop the vision for the Growth Plan and refine the pillars, goals and indicators. Also, objectives need to be developed to link the goals to the indicators. It is recommended that EDAC recommend that Council note the work that is being done to develop the vision, pillars, goals and indicators for the Growth Plan.

Draft layout of the Growth Plan

The Lead Consultant has prepared a draft layout for the Growth Plan document, see Attachment 9 to this report. The style and fonts used in this draft layout are generally consistent with the design used for the community and stakeholder engagement program.

At the Council workshop on 6 October 2016, feedback on this draft layout was provided. Overall, it was felt that the layout was not appropriate for a professional document because:

· the font used in the titles is not appropriate for a professional report;

· the document looks like a travel brochure or a community engagement document;

· there are too many pictures;

· the breakout boxes with quotes from stakeholders is not appropriate for a professional report; and

· the document needs to be easier to navigate.

Overall, it is recommended that EDAC recommend that the above feedback be passed onto the Lead Consultant and the PCG, and that the design of the Growth Plan document be revisited once the text of the document is complete.

Summary and next steps

A significant amount of work continues to be undertaken so that the Broome Growth Plan can be finalised by 31 October 2016. There will be a need for EDAC to consider and make recommendations to Council in relation to the draft Growth Plan document, once it has been finalised. A special EDAC meeting will need to be called for this purpose in late October 2016.

CONSULTATION

Extensive consultation has occurred as part of the development of the Broome Growth Plan in accordance with a community and stakeholder engagement plan prepared for the Growth Plan.

STATUTORY ENVIRONMENT

The overarching legislation that governs the operation of the Shire of Broome is the Local Government Act 1995. The Shire’s role and input into the growth planning process has to be consistent with its roles and responsibilities as established by that Act. Local government in Western Australia is established in accordance with the Constitution Act 1889.

Local Government Act 1995

Section 3.1. General function

(1) The general function of a local government is to provide for the good government of persons in its district.

(2) The scope of the general function of a local government is to be construed in the context of its other functions under this Act or any other written law and any constraints imposed by this Act or any other written law on the performance of its functions.

(3) A liberal approach is to be taken to the construction of the scope of the general function of a local government.

Section 3.18. Performing executive functions

(1) A local government is to administer its local laws and may do all other things that are necessary or convenient to be done for, or in connection with, performing its functions under this Act.

(2) In performing its executive functions, a local government may provide services and facilities.

(3) A local government is to satisfy itself that services and facilities that it provides —

(a) integrate and coordinate, so far as practicable, with any provided by the Commonwealth, the State or any public body; and

(b) do not duplicate, to an extent that the local government considers inappropriate, services or facilities provided by the Commonwealth, the State or any other body or person, whether public or private; and

(c) are managed efficiently and effectively.

Constitution Act 1889

52. Elected local governing bodies

(1) The Legislature shall maintain a system of local governing bodies elected and constituted in such manner as the Legislature may from time to time provide.

(2) Each elected local governing body shall have such powers as the Legislature may from time to time provide being such powers as the Legislature considers necessary for the better government of the area in respect of which the body is constituted.

Separate legislation governs the activities of other members of the GPP. The Regional Development Commissions Act 1993 governs the activities of the KDC and the Western Australian Land Authority Act 1992 governs the activities of LandCorp.

Regional Development Commissions Act 1993

Section 23. Objects and functions of a commission

(1) The objects of a commission are to —

(a) maximize job creation and improve career opportunities in the region;

(b) develop and broaden the economic base of the region;

(c) identify infrastructure services to promote economic and social development within the region;

(d) provide information and advice to promote business development within the region;

(e) seek to ensure that the general standard of government services and access to those services in the region is comparable to that which applies in the metropolitan area; and

(f) generally take steps to encourage, promote, facilitate and monitor the economic development in the region.

(2) For the purposes of achieving those objects a commission is to —

(a) promote the region;

(b) facilitate coordination between relevant statutory bodies and State government agencies;

(c) cooperate with representatives of industry and commerce, employer and employee organizations, education and training institutions and other sections of the community within the region;

(d) identify the opportunities for investment in the region and encourage that investment;

(e) identify the infrastructure needs of the region, and encourage the provision of that infrastructure in the region; and

(f) cooperate with —

(i) departments of the Public Service of the State and the Commonwealth, and other agencies, instrumentalities and statutory bodies of the State and the Commonwealth; and

(ii) local governments,

in order to promote equitable delivery of services within the region.

Western Australian Land Authority Act 1992

Section 16. Functions

(1) The Authority has the following functions —

(a) to be an agency which provides, or promotes the provision of, land for the social and economic needs of the State;

(b) to be an agency through which the Crown and public authorities may dispose of land;

(c) to be an agency through which local governments and regional local governments may dispose of land in accordance with the Local Government Act 1995;

(d) to complete the development of the Joondalup Centre, in accordance with the plan referred to in section 18, on the land described in Schedule 2;

(e) to identify other potential centres of population, and centres of population in need of urban renewal, and use its powers to bring about the provision, or improvement, of land, infrastructure, facilities or services for the same.

(1a) It is also a function of the Authority —

(a) to do things that the board determines to be conducive or incidental to the performance of a function referred to in subsection (1); and

(b) to do things that it is authorised to do by any other written law.

(2) In subsection (1) —

Joondalup Centre means the project for the provision of infrastructure and facilities for a centre of population (including infrastructure and facilities for community, cultural, recreational and sporting purposes) that before the commencement of this section was being carried on by the Joondalup Development Corporation under the Act repealed by section 50(1)(c).

(3) The Authority may perform any of its functions in the State or, with the Minister’s approval, elsewhere.

POLICY IMPLICATIONS

The draft List of Projects and initiative areas does not align exactly with the Shire’s Strategic Community Plan and Corporate Business Plan. Given that the Broome Growth Plan is not just a Shire of Broome planning document and has input from and will be delivered by other bodies and organisations, this is not necessarily a barrier to EDAC and Council supporting the Growth Plan. However, EDAC and Council still need to be satisfied that the Growth Plan is appropriate to facilitate the future growth of Broome and will not have an unacceptable impact on the Shire’s policy direction and operations.

FINANCIAL IMPLICATIONS

At this stage, the Broome Growth Plan has no direct financial implications to the Shire. However, in considering the direction of the Growth Plan project, the initiative areas, strategies and identified projects, EDAC and Council should be mindful of the Shire’s resources and satisfied that the Growth Plan will not have an unacceptable impact on the Shire’s financial resources and ability to maintain its core operations.

The Shire’s Long Term Financial Plan (LTFP) sets out planned capital projects the Shire intends to undertake from 2015 to 2030. The following are the only projects on the Project List (as amended in response to Council feedback) that are identified in the LTFP:

· Town Beach Revetment/Jetty to Jetty walk infrastructure and redevelopment of the Town Beach Precinct;

· Itinerant camping area for transient Broome residents;

· Lighting for sporting ovals (extend usability);

· Extended sporting/community facilities; and

· Chinatown revitalisation project.

It will need to be clear in the Broome Growth Plan that all other projects on the Project List will be funded by the State or Federal government, or private industry.

RISK

There is a risk that the outcomes of the growth planning project may commit the Shire to a course of action or investment in projects and initiatives that may impact on the Shire’s ability to resource other policy initiatives and its core operations. The risk of this occurring is considered ‘High’. To mitigate this risk, significant resources are being dedicated by Shire Officers in reviewing the inputs to the Broome Growth Plan. In addition, the key inputs to the Growth Plan are being workshopped with Council and are subject to EDAC and Council’s endorsement to ensure that Council is satisfied that the direction of the Growth Plan is consistent with the Council’s strategic direction.

A significant amount of work and resources have been dedicated, utilising Royalties for Regions funding, to develop these key inputs to the Growth Plan. Should Council decide that it wants to alter these key inputs significantly, this may impact on the ability for the Broome Growth Plan to be finalised by the 31 October 2016 deadline. This may impact on the reputation of the Shire with the State government and other stakeholders. The risk of this occurring should Council seek to alter the key inputs significantly is considered ‘High’.

STRATEGIC IMPLICATIONS

Our People Goal – Foster a community environment that is accessible, affordable, inclusive, healthy and safe:

Effective communication

Affordable services and initiatives to satisfy community need

Accessible and safe community spaces

A healthy and safe environment

Our Place Goal – Help to protect the nature and built environment and cultural heritage of Broome whilst recognising the unique sense of the place:

A built environment that reflects arid tropical climate design principles and historical built form

A unique natural environment for the benefit and enjoyment of current and future generations

A preserved, unique and significant historical and cultural heritage of Broome

Retention and expansion of Broome’s iconic tourism assets and reputation

Our Prosperity Goal – Create the means to enable local jobs creation and lifestyle affordability for the current and future population:

Affordable and equitable services and infrastructure

Affordable land for residential, industrial, commercial and community use

Key economic development strategies for the Shire which are aligned to regional outcomes working through recognised planning and development groups/committees

Our Organisation Goal – Continually enhance the Shire’s organisational capacity to service the needs of a growing community:

Sustainable and integrated strategic and operational plans

Responsible resource allocation

Effective community engagement

VOTING REQUIREMENTS

Simple Majority

COMMITTEE Resolution:

(Report Recommendation)

Moved: Cr H Tracey Seconded: Mr P Taylor

That the Economic Development Advisory Committee recommends that Council:

1. Notes the status and progress of the sub-consultancy reports;

2. Endorses the Scenario Planning Report being given weight in the Growth Plan only to the extent that the input from the scenario planning workshop participants is noted and considered;

3. Notes the status of the drafting of the Growth Plan and the work required to finalise the Growth Plan;

4. Endorses the decision of the Growth Plan Partnership:

(a) to approve the roll-over of any unallocated funds for the Growth Plan project, remaining at the completion of the Growth Plan;

(b) that an extension to 31 December 2017 to spend those funds will be sufficient; and

(c) the tasks to be funded with the unallocated funds will be determined following the completion of the Growth Plan.

5. Advise the Growth Plan Partnership that it requests that the Shire receive the unallocated funds remaining at the completion of the Growth Plan.

6. Note the work that is being done to develop the vision, pillars, goals and indicators for the Growth Plan;

7. Request that the Chief Executive Officer provide the following feedback on the draft layout of the Growth Plan as shown in Attachment 9 to the Lead Consultant and the Project Control Group:

(a) the draft layout should be reconsidered in accordance with the feedback obtained at the Council workshop on 6 October 2016; and

(b) the design of the Growth Plan document should be revisited once the text of the document is complete.

CARRIED UNANIMOUSLY 10/0

Attachments

1.	Minutes of the Project Control Group Meeting held on 13 September 2016
2.	Minutes of the Growth Plan Partnership Meeting held on 22 September 2016
3.	Broome Economic and Situational Analysis
4.	Education, Training and Employment - A key to enabling growth in the Shire of Broome
5.	Growth Planning for Broome: Through the Lens of Health and Wellness
6.	Broome Scenario Planning Report
7.	Draft Growth Plan
8.	Growth Plan Pillars, Goals and Indicators
9.	Draft Growth Plan Layout

Item 5.1 - BROOME GROWTH PLAN - STATUS UPDATE AND KEY ELEMENTS

Broome Scenario Planning Report

Table of Contents

project background.. 3

broome Scenario Planning workshop summary.. 4

2036 Scenario 1 - Drivers of change.. 5

2036 scenario 1 - features and characteristics.. 6

2036 Scenario 1 - challenges and priorities.. 8

2036 Scenario 2 - Drivers of change.. 10

2036 scenario 2 - features and characteristics.. 11

2036 Scenario 2 - challenges and priorities.. 13

Project background

The Regional Centres Development Plan (RCDP) initiative is about supporting the long term economic and population growth of the Regional Centres and SuperTowns identified in the Western Australian 2013 State Planning Strategy through the preparation of Growth Plans for nine Regional Centres and their catchment areas.

Regional Centres and SuperTowns are critically important to the Western Australian economy, providing a focal point for economic activity and opportunity across a range of industries. The first four Regional Centres are Broome, Greater Bunbury, Geraldton and Kalgoorlie. In the second stage of the process Growth Plans will be prepared for the Regional Centres of Albany, Busselton, Carnarvon, Kununurra and Mandurah.

Growth Plans are place based socio-economic development strategies that address a Regional Centre and its catchment area, and provide a vehicle for communities to set the direction for their future growth. The aim of a Growth Plan is to strengthen a Regional Centre’s strategic positioning, attract business and investment, support the growth of competitive industries, and build a better place to live for existing and new residents.

The Scenario Planning stage is designed to explore future drivers and scenarios that have the potential to impact on the sustained growth of the Regional Centres, and work through a process of identifying solutions and opportunities to understand the future and assist communities in making more informed and better decisions about the future.

broome scenario planning workshop summary

A half day scenario planning workshop was held in Broome on 15^th July to explore responses to the strategic challenge:

“How does Broome position its economy and community for sustained future growth?”

2036 was chosen as the horizon year for the session and two scenarios were developed to acknowledge the uncertainty in planning for such a long-term future.

The purpose of this workshop was to develop scenarios that enabled participants to address the following questions from an informed, future perspective:

· What are the challenges to Broome becoming a diversified economy by 2036?

· What are the enablers for Broome becoming a diversified economy by 2036?

· What are the challenges to Broome becoming a tourism and lifestyle destination by 2036?

· What are the enablers for Broome becoming a tourism and lifestyle destination by 2036?

The workshop process followed three logical steps:

1. Identifying the significant external forces (drivers of change) which could shape Broome’s economy and community between 2016 and 2036

2. Generating two future scenarios for 2036 which describe the different impacts these drivers of change could have on Broome’s economy and community

3. Assessing the challenges to positioning Broome’s economy and community for sustained future growth within each scenario, and the enablers (policies, actions) necessary to overcome these challenges.

2036 scenario 1 - Drivers of change

Drivers of change are the external forces or factors (trends) which drive the general direction of a scenario. Obviously there are a multitude of forces which could impact Broome’s economic and social future. Sorting through these forces and determining those considered to be the most significant in terms of their potential to impact Broome’s future was the first task of building the scenarios.

In this scenario, the drivers of change that were discussed in detail included the following:

· Technology and tele-commuting

· Government budgetary pressures

· Asian growth

· Workforce automation

· Ageing population

· Rise of renewable energy

· Climate change

· Social and economic participation

The two drivers considered most significant to the future of Broome’s economy and community were:

· Asian growth

Broome airport’s proximity to Asia provides opportunities as hundreds of millions of people over the next 20 years enter ‘middle class’ status. This rising income on Broome’s doorstep equals rising trade opportunities, as the “middle class can now afford our prices”.

Asian growth presents opportunities in gourmet food exports (barramundi, oysters, beef, etc.), tourism (niche, cultural experiences) and education (regional university, more secondary schools).

Investment in capital projects including port and airport upgrades were seen as essential to capitalise on these opportunities.

· Social and economic participation

The current status of social and economic participation in Broome is low. Broome was described as having a “misery economy”, with a large proportion of its residents receiving government welfare (“a drain on the economy”), and government services being the biggest employment sector.

This under-represented sector of the community was seen as an essential ‘untapped resource’ that needed to be realised if Broome was to reach its potential in 2036.

As participation grows, it was perceived that government services would decline as a proportion of the economy, and new industries could emerge or prosper.

The major challenge to growing social participation was being overwhelmed by community opposition or anti-development crusaders who wanted to maintain their historic ‘snapshot’ version of Broome (“Broome is beautiful, leave it as it is”).

The opportunities were seen to be working collaboratively and collectively with the multiple corporations undertaking long-term projects in the region and developing local employment opportunities. Likewise, there had to be better facilitation and co-ordination of ‘local voices’ so that they could be heard.

2036 scenario 1 - features and characteristics

In this scenario we see a confident and competent Broome that has the policies and infrastructure in place to exploit the opportunities presented by the growing middle class in Asia. In 2036 Broome has benefited from this global mega-trend by promoting and optimising use of its natural advantages, namely:

· Proximity to Asia

· Authentic cultural experiences

· Natural resources and climate

· Availability and production of gourmet food

· Gateway to the Kimberley

Central to this success has been the ability to develop and promote a compelling vision for Broome’s future that has evoked ‘buy-in’ and advocacy from local residents. In 2036 Broome residents and decision makers are united in their vision for Broome as a leading provider of premium and ‘iconic’ experiences.

In 2036 Broome is a proud community where consistent policies since 2016 have been successful in facilitating and improving social and economic participation. In effect, these policies have unlocked the latent potential within Broome’s population. As a result, social cohesion is strong, community well-being and safety is high, crime is relatively low, and welfare dependency has dropped significantly since 2016.

Significant features and characteristics of this scenario include:

1. Dynamic, thriving economy

· The tourism and resort industry is thriving as Broome capitalises on the growing middle class and ageing market for authentic wilderness and cultural (Indigenous) experiences

· Global tourism is an ultra-competitive industry and Broome’s success is due to taking a deliberate position to deliver premium / niche / unique / ‘iconic’ experiences

· There is an increased desire for the iconic experiences Broome can deliver including Cable Beach and local Indigenous culture

· Tourism and food opportunities are tied together, and unlike other regions, Broome has never aspired to become the ‘food bowl’ of Asia, preferring to play to its strengths in more ‘high end’ food offerings

· Regional exports of gourmet beef and fish products are booming, as the Broome economy benefits from upgrades to its port and airport facilities

· Professionalism within the hospitality and services industry has improved markedly

· In 2036 Broome has a world-class service and hospitality culture, reflecting concerted effort over a sustained period of time and the level of buy-in that locals have to the Broome vision

· The Social Services industry now represents a smaller proportion of the local economy in line with the greater social and economic participation

· By freeing up land assets the Broome community was in effect enabled to “take the economy to the local Indigenous”, providing a massive upside for the local community

· Education is one of the industries that thrives within this scenario as demands on education have increased significantly

· More children attending and staying in school has led to the demand for more teachers, more schools, more facilities, and better education services including secondary schools, etc.

2036 scenario 1 - features and characteristics (cont.)

2. Sustained high population growth

· A high-end population growth rate driven by a greater retention of local population, and improved attractiveness as a place to live, due to the delivery of better services, greater employment opportunities, and improved levels of community safety.

· Greater economic opportunities, delivered via prosperous and sustainable local businesses and industries have led to a decline in population transiency (E.g. The decline in the government services sector)

3. Improved home ownership rates

· Individuals take greater responsibility for their own housing and health, with a home ownership target of 60% vs the current rate of ~30%.

· Introduction of a seasonal home ownership model (6 months) for Australian ‘snowbirds’ (people who follow the warmer weather)

4. Discerning consumption

· Consumers becoming more discerning with regard to the quality and choice of their food (‘gourmet’) and the experiences they are seeking (niche, authentic)

5. Community cohesion

· Greater social and economic participation leads to improved community safety, well-being and cohesion

· A decrease in crime improves opportunities to promote the ‘live-ability’ aspects of Broome

· Increased social participation leads to greater demand for recreational facilities and services

· Hospital admissions for violence, alcohol and drug abuse have fallen significantly since 2016

6. Improved infrastructure and services

· Upgraded port and airport facilities lead to improved services, particularly to Asia

· Tele-communications, internet and mobile services are comparable with Perth, again driving the ‘live-ability’ status of Broome

7.

Scenario Summary – Activation of Agriculture and Tourism Industries and Aboriginal Participation

· Assumes tourism and agricultural/aquaculture industries grow at a high rate, Aboriginal participation increases

· All other industries remain on trend

· Engaging Aboriginal people results in almost 4,000 additional jobs and $2.15 Billion in 2036, this occurs through increased productivity, output and income. Also results in large increases in social wellbeing and self-determination in the community.

2036 scenario 1 - challenges and priorities

This scenario provided the backdrop against which challenges and opportunities were assessed for positioning Broome’s economy and community for sustained future growth, with particular focus on positioning Broome as a tourism and lifestyle destination and as a diversified economy by 2036.

Challenges to Broome becoming a diversified economy in this scenario include:

· Lack of free-hold land (97% of state is lease-hold)

· Scant infrastructure (“pitiful infrastructure”)

o “We have a wharf called a port”

· Government budgetary pressures will make it harder to secure funding for urgently needed infrastructure and services upgrades

· Overcoming community and environmental opponents who want to maintain Broome as it is

· Economic leakage to bigger retail centres

o Broome’s limited market size impacts retail choices

Positioning Broome as a diverse economy can be enabled in this scenario by prioritising the following:

· Development, communication and promotion of a compelling vision for Broome’s future that evokes ‘buy-in’ and advocacy from council, the business community, indigenous leaders, and local residents

o United in its vision and voice - premium / niche / unique / ‘iconic’ experiences

· State-led tenure reform (market-ised)

o Lobbying and advocating for land tenure reform based upon the compelling vision that emerges from the Broome Growth Plan

o Land needs to be unlocked as a useable asset to enable cultural tourism and agriculture opportunities to boom

· Explore and develop partnerships for common use infrastructure which are cohesive with the longer term vision

· Developing and co-ordinating strategies with long-term investors (E.g. Shell, etc.), particularly around local employment programs

o Many investors have programs, but there is a lack of co-ordination amongst them

Challenges to Broome becoming a tourism and lifestyle destination in this scenario include:

· Under-developed capacity, particularly in the area of Indigenous skills for tourism

· Poor infrastructure and facilities

· Generational legacies such as welfare dependence

o History and heritage

· Community opposition to growth (NIMBY)

· Lack of “stickiness” (transient population)

· Not a lot of options for seasonal Baby Boomer accommodation

· How will the tourism sector provide high quality, high paying jobs?

o Workforce transiency

2036 scenario 1 - challenges and priorities (cont.)

Positioning Broome as a tourism and lifestyle destination can be enabled in this scenario by prioritising the following:

Designing a long-term and comprehensive tourism strategy in line with the 2036 Growth Plan vision for Broome as a prosperous tourism and lifestyle destination. This would include:

· Capacity building in the tourism, hospitality and services industry

o Emphasis on training to develop a world class service and hospitality culture

· Providing a pathway from welfare dependence (E.g. free housing) to full participation in the economy

o Including health and education initiatives

· Communication of the 2036 vision and meaningful community engagement

· Providing the appropriate range of facilities and infrastructure for Grey Nomads

· Advocating for policy changes to government benefits currently provided for employees (nurses, teachers, etc.) which make renting more desirable vs home ownership

· Increased income in the local community will provide additional funding for improved community facilities and services

2036 scenario 2 - Drivers of change

In this scenario, the drivers of change which were discussed in detail included the following:

· Unlocking the potential of the community through land tenure reform

· Values driving social change

· Education

· Mental health and wellbeing

· Telecommunications infrastructure

· Government funding

· Haves and have nots

· Asian growth

· Housing affordability

· Workforce and skills development

· Climate change

· Participating in the decision making

The drivers considered most significant to the future of Broome’s economy and community were:

· Values driving social change

In the context of Broome this driver was about respecting and valuing community culture, and not just talking about it, but making sure all key stakeholders and the community in general are walking the talk. There is a need to understand the values that drive the community in order to facilitate change and drive a better future for the community.

Education and mental health and wellbeing are drivers in their own right, but they are also seen as critical challenges to get right in order to really drive social change across the community, and the benefits that will flow from this for all members of the broader Broome community.

The Yawuru corporate group and traditional owners will play a critical role in facilitating outcomes related to this driver of change.

· Unlocking the potential of the community through land tenure reform

The resolution of land tenure reform was identified as the key driver in unlocking the potential of the Broome community. There are high levels of disengagement across the community, and this driver presents the opportunity to engage with the community and utilise this experience to drive a unified community and a diversified economy.

2036 scenario 2 - features and characteristics

In this scenario we see a Broome economy that is diverse but with strong connections to local community and culture. It is a community that is tied together by a ‘Development Charter’ that sets the direction for the types of development and growth the community wants to see, and it is a community that is completely engaged and has high levels of ownership over the decisions that are made for the best interests of the community.

Significant features and characteristics of this scenario include:

1. Diverse economy closely connected to community, culture and the land

· The Broome ‘Development Charter’ has set the scene for what drives economic and social opportunity across the entire Broome region.

· The environment and climate change have generated opportunities in areas such as the carbon economy, science and research, renewable energy and with strong links to education and training for local residents.

· Industries that grow sustainably from natural resources are strong contributors to the local economy, including sectors such as aquaculture and agriculture.

· The creative arts and associated industries (IT) are part of the Broome economic climate.

· Economically Broome operates successfully as a broader region including the Hinterland.

· Broome is the gateway to the regional economy.

· Broome has developed a reputation for education and research in the major economic contributors of the region.

· The Broome economy has developed a significant number of industry cooperatives that facilitate job creation and economic critical mass.

· The Broome tourism industry is flourishing in the areas of culture, arts, nature based experiences and research based tourism. The Broome tourism market is defined by relationships and experiences.

2. A highly engaged and socially strong community

· The Broome community is connected by its high levels of engagement and community participation.

· An engaged community has facilitated a social license to operate.

· Broome has a high level of quality community events and activity designed to bring the community together.

· Engagement is focused on bringing the entire community together to participate in community decision making.

· Relationships are at the heart of the community.

3. Broome is a community where access to opportunity (wealth, education, etc.) is evenly distributed.

· The social behaviours and challenges have been addressed and the residents of the broader Broome community have equal access to opportunities.

· There is an increased level of home ownership across the Broome region, and home ownership has become a means to family wealth generation.

· All corners of the community are actively engaged and respecting of the cultural environment.

· Historical grievances have been settled and formal relationships now ensure Broome is a strong community where all people have access to equal opportunities.

· “Mabu liyan” – healthy mind, people and country.

2036 scenario 2 - features and characteristics (cont.)

4. Technology is driving cultural development and enabling economic diversification

· The uptake of technology has enabled the diversification of the economy.

· Technology has assisted to bring indigenous culture into the mainstream.

· The greater Broome region has access to the infrastructure required to drive access to technology.

· Engagement in education is at an all-time high driven by the use of technology.

· A greater number of local youth is retained in the region as a result of increased technology access and understanding.

5. Broome is an urban environment driven by outside activity and participation

· Broome is a highly engaged and active community driven by a network of urban connectedness.

· The amazing Broome climate encourages people to be outside and active.

· Broome is a modern community defined by its urban design that encourages outside community participation.

6.

Scenario Summary – Aspirational Growth Scenario

· The aspirational growth scenario occurs with:

• Aboriginal engagement in the economic sector of society

• High growth within the tourism and agricultural / aquaculture industries

• Growth of the oil and gas sectors

2036 scenario 2 - challenges and priorities

This scenario provided the backdrop against which challenges and opportunities were assessed for positioning Broome’s economy and community for sustained future growth by 2036.

Challenges to the sustained future growth of Broome’s economy and community in this scenario include:

· Finding strong leadership that can help to engage the community effectively.

· Getting the public and private sector on board to deliver local and sustainable employment outcomes that are driven by identified and commonly agreed targets.

· Getting the broader community and key stakeholders across the community on board and supportive of the community direction.

· Environmental risks associated with mining and managing controversial development negotiations associated with this industry.

· Settlement of native title land tenure.

· Access to technology and education to facilitate opportunities.

· Resolving social and economic inequities.

Positioning Broome’s economy and community for sustained future growth can be enabled in this scenario by prioritising the following:

· Establishment of a ‘Development Charter’ for the Broome community that takes into consideration the following requirements:

o Broome needs the right protocols and support mechanisms in place that will drive strong leadership.

o The community through identified community leaders will endorse and sign up for what is important to the City and what we want to achieve. This will be an excellent tool to get the community as a whole on the same message.

o Key community leaders will be offered the opportunity to sign on from the outset. The key challenge will be to get everyone on board, but it is important to make a start and now wait for everyone to sign on, we need to get it happening and provide the opportunity for others to sign on when they are ready.

o The initial priority is to get key community leaders on board. The timing is right to do this now, we need to start with the willing participants and grow from there.

· Explore the establishment of a policy and regulatory framework that supports and incentivises local employment.

· Establish a comprehensive settlement agreement that all community, private and public sector stakeholders support that is linked to the Development Charter. It is believed that there is an opportunity for Broome to become a national leader in this space.

· Broome needs one unified and consistent voice in the persistent pursuit of our priorities.