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2021-10-12 P&E Agenda - Item 10 - Attachment 1 - Social Return on Investment Evaluation
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Planning & Environment
Committee Agenda
12 October 2021
Attachment 1 to Item 10
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Planning & Environment
Committee Agenda
12 October 2021
Attachment 1 to Item 10
PEREGIAN DIGITAL HUB
SOCIAL RETURN ON
INVESTMENT EVALUATION
> PREPARED BY: VAXA GROUP
YQ Vaxa PREPARED FOR: NOOSA SHIRE COUNCILSee the original
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Full text of the other 51 sections
Section 2
Index
Executive summary ..................................................................................................................................................................................... 3
Acknowledgements .................................................................................................................................................................................... 4
1.0 Introduction .......................................................................................................................................................................................... 5
1.1 Purpose of this report ..................................................................................................................................................................... 5
1.2 About the Peregian Digital Hub – overview................................................................................................................................... 5
1.3 Digital Hub - strategy and focus areas ........................................................................................................................................... 6
2.0 Benchmarking ....................................................................................................................................................................................... 7
3.0 SROI Methodology ................................................................................................................................................................................ 7
3.1 Identification of values ................................................................................................................................................................... 8
3.1.1 Valuing social traits ................................................................................................................................................................ 8
3.2 Deadweight, drop off and displacement ....................................................................................................................................... 8
4.0 Digital hub stakeholders ....................................................................................................................................................................... 9
5.0 Methodology – surveys ................................................................................................................................................................ 10
Survey – areas of interest for SROI ............................................................................................................................................... 11
5.1 Survey administration ................................................................................................................................................................... 11
5.1.1 Framework for future evaluations ...................................................................................................................................... 11
5.2 Response to surveys ................................................................................................................................................................ 11
5.3 Data validity ............................................................................................................................................................................. 12
6.0 Data findings ....................................................................................................................................................................................... 13
6.1 Presentation of data ..................................................................................................................................................................... 13
6.2 Digital Hub members .................................................................................................................................................................... 15
6.2.1 Commercial opportunities ................................................................................................................................................... 18
6.2.2 Related investment .............................................................................................................................................................. 19
6.2.3 Employment generation and value ..................................................................................................................................... 20
6.2.4 Attribution of outcomes to Digital Hub............................................................................................................................... 21
6.3 Digital network .............................................................................................................................................................................. 24
6.3.1 Networking benefits ............................................................................................................................................................. 25
6.2.3 Attribution of outcomes to the Digital Hub ........................................................................................................................ 27
6.2.4 Maintaining Noosa as a work base ...................................................................................................................................... 28
6.4 Students......................................................................................................................................................................................... 31
7.0 Elements of value generation - SROI ................................................................................................................................................. 36
8.0 SROI calculations – 2020/21 .............................................................................................................................................................. 37
9.0 Appendix A .......................................................................................................................................................................................... 41
1
Section 3
Evaluation preamble
As a consequence of the Digital Hub program, there is now a vibrant and organised ecosystem of
industry participants, a joined-up view of who does what, and a map of the talent living in the region.
This in turn has catalysed hundreds of new collaborations resulting in business growth and job creation
amongst participants.
While we can see and feel the benefits, our team looks forward to the quantitative and qualitative
findings of this evaluation.
Chris Boden, Director, Peregian Digital Hub
2
Section 4
Executive summary
Context of this evaluation
The Peregian Digital Hub (Digital Hub) is a core element and significant capital initiative within the Noosa Shire
Council (Council) economic development strategy (strategy) to diversify the local economy. This is to help
reduce dependence on seasonal sectors of the Noosa economy, such as tourism, and generate new value-
adding business and higher-income jobs.
The purpose-designed Digital Hub is a physical representation of Council’s economic development strategy,
with ~$3m capital invested to create the hub and accelerate the local digital economy.
Following three (3) years of operations and funding, Council commissioned this evaluation to assess whether
the Digital Hub is meeting Council’s economic objectives. A Social Return on Investment (SROI) evaluation was
undertaken to assess the holistic contribution of the Digital Hub to the local economy. The SROI methodology
is used extensively to assess social and economic values, which allocates financial value to benefits which can
be otherwise difficult to calculate.
The SROI was informed through the contribution of the Digital Hub’s three (3) key stakeholder groups:
• Subscription members who work from the Digital Hub
• Local digital and ‘tech’ professionals who network through Digital Hub events and programs
• Students (and their parents/ carers) who participate in Digital Hub initiatives - after school clubs and
school holiday programs.
Key findings
The Digital Hub is realising Council’s strategy to unite and develop a strong, vibrant and productive digital
community. Consultation with stakeholders directly involved in Digital Hub activities provided detailed data
and anecdote regarding many value-adding economic activities. Following are the key findings attributable to
the Digital Hub in 2020/21:
• Creation of 41.5 jobs, valued at: $3,735,000 ($1,867,500 direct attribution to Digital Hub)
• Development of numerous new digital products and services valued at: $7,810,000 (direct attribution
$1,562,000 to Digital Hub)
• Intended private capital investment to stimulate business or promote products valued at a minimum
of: $180,000.
The total SROI value of the Digital Hub – inclusive of the above and other benefits - is calculated to be: $4.8m
for 2020/21.
This is calculated on a conservative basis, meaning the true value is likely to be under-valued. This does not
include the value of capital grants awarded through the Digital Hub (Firetech). This does not allow for COVID-
19 impacts, as these were unable to be accurately estimated, although stakeholders explained impaired
trading conditions.
Working from and accessing markets from Noosa
The digital community is accessing broad markets from their base in the Noosa locality. Trade is taking place
with clients across SEQ, Queensland, Australia and international markets. The digital community is also
confident they can continue to work and grow their business from Noosa.
3
Section 5
Acknowledgements
----------------------------
The evaluators acknowledge the open support of Digital Hub Director, Chris Boden for this evaluation.
Chris provided open access to information, including the hub’s database to allow contact with
stakeholders. Our thanks also to Deidre Marczynski, a teacher and mentor at the Digital Hub, for her
assistance with the design of stakeholder and participant surveys.
The evaluators also appreciated the insight of Kim Rawlings (Noosa Shire Council) who explained her
experience applying a Social Return on Investment methodology within a Local Government context
at Knox City Council, Melbourne.
We greatly appreciate the contribution of many stakeholders who provided detailed and valuable
anecdotes about their experience working, networking and/or teaching and learning at the Digital
Hub. This contribution helped ensure reliability of findings and depth of appreciation of the many
social and economic benefits being generated through the Digital Hub.
Vaxa Group
Social and Economic Analytical team
August 2021
4
Section 6
1.0 Introduction 1.1 Purpose of this report Noosa Shire Council (Council) has operated the Peregian Digital Hub (Digital Hub) for three (3) years following funding and constructing the purpose-designed digital workplace in 2019. The Digital Hub is as a key initiative with Council’s Local Economic Plan to diversify the local economy and facilitate higher-value business investment and activity, along with job-creation in new sectors. With the Digital Hub now well established, Council is seeking to understand the overall benefits of this initiative. To capture outcomes from the various enterprise and educational activities, a Social Return on Investment (SROI) assessment has been selected as the evaluation methodology. The SROI methodology has the flexibility and depth to establish the value of the social and economic activity associated with the Digital Hub, beyond traditional “P&L” accountancy treatments. SROI is a well-established and respected methodology to credibly assess the direct and indirect outcomes of enterprises, inclusive of social benefits. Social Return on Investment evaluation: SROI is a framework for measuring and accounting for a broader concept of value. Compared to traditional direct financial evaluation, SROI seeks to understand social, environmental and economic costs and benefits. This is configured by the use of credible monetary values applied to identified benefits. This is to apply value to known benefits, which at times can appear intangible and/or difficult to otherwise value. 1.2 About the Peregian Digital Hub – overview The Digital Hub is a purpose-built facility designed to house technology companies and individual workers in an open, modern environment suited to collaboration and co-working. The Digital Hub’s flexible environment accommodates a mix of emerging and established technology enterprises, as well as individual entrepreneurs. The mission of the Digital Hub is to foster a digital ecosystem which attracts entrepreneurs, talent and clientele from around the world and provides meaningful employment for thousands of residents. 5
Section 7
1.3 Digital Hub - strategy and focus areas
The Digital Hub’s strategy is to help diversify the Noosa economy, with focus on the following three (3) core
areas:
1. Curating and maintaining a conducive workplace:
The Digital Hub provides a welcoming, purpose-designed facility which is conducive to innovation and
digital development. This is tangible representation of Council’s economic development strategy, and is
supported by the intangible aspects of collaboration, peer-support, mentoring and various programs.
2. Industry leadership and development:
The Digital Hub team operationalise and activate the hub to bring together, network, further develop
and extend the local digital sector, by providing affordable access to infrastructure, technology,
programs and events. To date, the Digital Hub has provided a home and organisational support for
seven (7) technology/industry subsector groups: digital marketers, technologists, screen professionals,
ecommerce merchants, technology start-up founders, angel investors and digital music producers.
3. Developing a local pipeline of talent:
The Digital Hub takes a leadership role to develop and advance local talent. This is delivered at the
Digital Hub through numerous digital skill development programs, through in-school, after-school and
holiday programs.
The reach of these programs is significant, with hundreds of primary and high school students exploring
their interests and extending their technology and digital related skills. As part of the talent
development strategy, the Digital Hub offers two (2) major artificial intelligence (AI) and Design
cadetships each year.
The Digital Hub also offers a year-round after-school inventor club for younger students and weekend
programs for gamers and other young people with interest in the application of technology.
6
Section 8
2.0 Benchmarking
To support this evaluation, benchmarking was undertaken to ensure the Digital Hub was evaluated using the
full extent of the Social Return on Investment methodology. This verified SROI is relied upon to
comprehensively attribute financial value to social outcomes.
Many Australian and international case study were reviewed from the past decade, through desktop
benchmarking and interview.
Benchmarked projects included:
• Lifeline counselling services (national)
• Supply Nation services (multiple Aboriginal businesses) (national)
• Knox City Council business events (Vic)
• Sandbag – employment services (Queensland)
• Seedlings – environmental/sustainability initiative (Vic).
In addition, international and national SROI practice guidelines were referenced.
Key findings of benchmarking to guide this SROI assessment
These and other examples provided guidance on the key requirements to complete an SROI, particularly the
need for a disciplined approach to appropriately account for benefit to avoid over-calculation. These factors
are defined in more detail later in this report.
3.0 SROI Methodology
With reference to best practice and SRIO guidelines, the following methodology was applied to calculate value.
• Scope established and stakeholders identified
• Use of survey to generate data from first-hand observers and participants
• Dual data source – surveys to elicit qualitative and quantitative values, and review of financial records
• Identification of inputs, revenues and social outcomes
• Value generated and social costs avoided, and monetary values assigned
• Fields of enquiry within survey
• Results analysis & validation.
The seven, best practice SROI principles have been applied to this assessment:
1. Involve stakeholders
2. Understand what changes
3. Value the things that matter
4. Only include what is material
5. Do not over-claim
6. Be transparent
7. Verify the result.
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Section 9
3.1 Identification of values
Across the benchmarked studies, the following outcomes had important social value attributions:
• Fellowship through working with others – increased sense of place and belonging
• Improved confidence
• Clearer sense of identity and purpose
• Personal stability
• Greater economic security
• Greater/ renewed engagement with education and learning
• Improved career definition
• Ability to unlock ideas
Many of these are relevant to the Digital Hub, particularly as these are readily associated with young people.
This was explored through stakeholder survey
3.1.1 Valuing social traits
The evaluators sought actual financial values for the benefits generated. Where this wasn’t possible or
available financial proxies were adopted, as a best estimate of the value of the outcome change.
Financial proxy calculations were in accordance with established conventions as per the SROI Guide (2012).
The proxies were tested with peers, with consensus these were reasonable financial equivalents.
For example, to assign a value to Digital Hub networking events, equivalent time/ opportunity costs to network
through LinkedIn or attend a conference were identified as reasonable financial proxies.
3.2 Deadweight, drop off and displacement
Credible SROI evaluations must be realistic and not over-claim positive outcomes. To counter the risks of over-
allocation of benefits, assessments were made to account for key factors including: ‘deadweight’, ‘drop off’
and ‘displacement’.
Deadweight:
A key part of the methodology is to allow for and deduct outcomes which would have otherwise occurred
without the intervention. This is referred to as deadweight. To reduce the risk of error in this qualitative
calculation, evaluation participants were directly asked to estimate the degree to which any social and economic
benefits may have been achieved without the digital hub.
Attribution:
Attribution allows for external assistance/ factors, such as support provided in addition to Digital Hub. This can
include 3rd party support, other professional development, and the skills and experience already available to
individuals irrespective of the benefits generated by the Digital Hub.
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Section 10
‘Drop off’:
This is the extent to which the benefit reduces over time. In the case of the Digital Hub this may mean a skill
developed through the Digital Hub wasn’t further applied for social or economic benefit, or the intended
investment and/or effort to progress a project or service slows down or ceases.
Displacement:
This is a measure of how much a positive outcome from the intended intervention displaced another outcome or
benefit elsewhere. For the SROI evaluation this is allowed for on a conservative basis, but these factors are
difficult to assess. The evaluators acknowledge this possibility but can only predict a value.
Look further - How these factors influence SROI calculations are demonstrated in Section 8.
Digital Hub – ‘drop off’ considerations
The survey responses which are described further in this report indicate a high degree of focus and
confidence among participants in a positive future within the local technology sector.
However some drop-off is allowed for, whereby the initial benefits are not sustained, and the individual
doesn’t further apply their acquired skills.
A degree of ‘drop off’ is allowed, based on benchmarking and other anecdotal data within survey responses.
This is not considered to be a significant factor but is included to ensure the SROI assessment is credible.
4.0 Digital hub stakeholders
Over the three (3) years of operations the digital hub has curated core sets of stakeholders, aligned with
objectives to support individuals and business and expand their networks, and develop and support talent.
Identification of stakeholders is an important part of the SROI methodology. The social and economic benefit
and value can be determined through the experience and achievements of key stakeholders. Stakeholders
within sets: A, B and C (see below) have been engaged within the SROI calculation. The core Digital Hub
stakeholders are identified in the following Table:
Stakeholder list* – Digital Hub Includes supporters and beneficiaries
A. Members – beneficiary stakeholders
• Lessees (permanent office space, business owners)
• Full time members (monthly, full time)
• ‘Flex’ members (individual remote workers/ part time)
• Cadets and scholars
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Section 11
Stakeholder list* – Digital Hub Includes supporters and beneficiaries
B. Event/ program attendees – beneficiary stakeholders
• School age students – in person attendees
• Parents of school age students
• Primary and high school teachers, discipline coordinators
• Online attendees – specific events
C. Digital network
• ‘Members’ of the extended digital community who attend networking and professional development
sessions at the digital hub (not necessary ‘members’ who work at the hub)
D. Funding agencies – financial contributor stakeholders
• Noosa Shire Council
• Queensland Government
• Commonwealth Government
• Sponsors, event financial supporters
• Angel investors
E. Specialist provider stakeholders
• Mentors
• Specialist and occasional providers – e.g., robotics engineers
*The stakeholder sectors are not mutually exclusive, as some individuals move across stakeholder types during their time at the
digital hub
A number of these stakeholders were directly involved in the calculation of this SROI. Stakeholders within the
A-C groups (above) completed surveys as part of this SROI evaluation.
5.0 Methodology – surveys
In addition to benchmarking and literature review, a stakeholder survey was designed for each of stakeholder
types A, B and C with consideration to the SROI methodology.
Other information was collected known to be important to Council, such as participant locality, and whether
survey respondents believed they could advance their skills and projects from the Noosa locality.
The surveys were structured to allow respondents to express values aligned with expected outcomes (e.g.,
improved support and ability to advance tech. products etc), but survey fields were also available to express no
value or benefit. This ensured the survey had no inherent bias to guide respondents to provide supportive
comments.
The survey also allowed respondents to skip questions to ensure they didn’t need to respond to a field of no
interest, in order to progress and complete the survey.
10
Section 12
Survey – areas of interest for SROI
In general, surveys sought the following information and anecdotal evidence:
• Respondent location
• Duration of involvement (years)
• Types of activities undertaken at the Digital Hub
• What they value about the Digital Hub (if anything)
• Achievements to date (if any)
• Extent to which any achievements can be attributed to the availability and operation of the Digital
Hub (if any)
• Confidence in working in and progressing projects from the Noosa locality.
5.1 Survey administration
The SROI surveys were built within an online survey tool – Formstack – with a link by email sent to the Digital
Hub stakeholder database by email. The survey was open for input across July 2021.
5.1.1 Framework for future evaluations
Through initiating this evaluation, Council now has the framework - through the survey and SROI calculation
table (See section 8) - to re-run this evaluation in future years. It now has the tools to also assess the value of
other economic development initiatives and related ventures.
5.2 Response to surveys
Data was generated across the three (3) target stakeholder types (members, Digital Hub network and
students). Relevant findings follow, in section 6.
Strong response from the Digital Hub ‘community’
The surveys generated a strong response from the Digital Hub community:
• 20 Digital Hub members
• 60 Digital Hub network participants
• 48 Students/ Parents
This large stakeholder group generated a detailed, rich qualitative and quantitative data set to build a clear
picture of the benefits and the SROI.
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Section 13
5.3 Data validity
A fundamental part of any qualitative evaluation such as an SROI assessment is to ensure the data which is
relied upon is valid and reliable. Before the financial proxies where devised and the SROI was calculated, data
validity was tested, including through peer review.
The evaluators consider the collected and collated data has high validity based on:
• Highly informed participants – contribution from people with direct involvement in the Digital Hub
• Involvement since inception in 2019 – a range of respondents with mature and new experiences
• High participation rate and large data set (helping ensure the sample size is representative, with least
bias) (this helped address potential weaknesses based on self-selection, rather than random sample)
• Neutrality of survey (participants were able to express negative and neutral values, not guided
towards positive values)
• Anonymity and no recourse (the survey included an explanation that individual responses would not
be provided to Council, ensuring participant anonymity to freely express their opinion)
• A suitable timeframe was allowed (3 weeks) to ensure sufficient time to participate (reducing
potential impact and bias of early adopters)
• The data was provided directly to the independent evaluators, not through Council (no filtering of
data)
• Some respondents chose to express no benefit (demonstrating confidence among respondents to
openly express their views and experience)
• Survey design allowed respondents to skip questions (ensuring no ‘forced’ responses in order to
progress and complete survey)
• Data from the three (3) key stakeholder types has been kept separate to maintain integrity.
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Section 14
6.0 Data findings
6.1 Presentation of data
The key data sets from the surveys follow. Please note, as there were opportunities for respondents to provide
more than one response, the totals are often in excess of the number of respondents.
In many instances the response is expressed in percentages to provide the reader with a sense of proportion.
When response numbers are low, a percentage is not applied, as this is not meaningful.
Data sources – within the body of this report & Appendix A
------------------------------------------------------------------------------------------------------------------------
The data which is the basis for SROI calculations follows. At the end of this report, other anecdotal
information from participants and stakeholders is also listed.
The individual accounts provide a deep and rich appreciation of stakeholder interface and experiences
at the Digital Hub – in the unedited words of participants.
For readers who want to understand the valued activities and outcomes beyond the SROI data, this is
highly recommended reading – see Appendix A.
13
Section 15
Digital Hub members
Survey responses
14
Digital Hub members
Survey responses
14Section 16
6.2 Digital Hub members Twenty (20) surveys were received from Digital Hub members who pay to access the work spaces. Following are the key results from the specific survey of Digital Hub members. In some cases, percentages are greater than 100% for questions where respondents could select more than one field. Home Location Number Percentage Noosa Council 15 75 Sunshine Coast Council area 4* 20 Brisbane 1 5 *Includes near suburbs of Coolum and Yaroomba Reasons to be a member and attend Digital Hub Number Percentage Comfortable, professional workspaces 20 100 Networking and collaboration opportunities 19 95 Allows me to better focus 14 70 Connectivity and digital inventory 12 60 Specialist & peer support, mentoring & professional development 9 45 Time/ week spent at Digital Hub Number Percentage Most days 8 40 2-3 days/ week 9 45 1/ week, casual 3 15 Work status re Digital Hub Number Percentage Full time, with income generated through Digital Hub 16 80 Part time, with income generated through Digital Hub 2 10 Part time, with no income yet 1 5 Other 1 5 15
Section 17
Level of importance of networking with peers Number Percentage Very important 8 40 Important 10 50 Somewhat 1 5 Prefer to work alone/ have private network 1 5 Able to collaborate through the Digital Hub Number Percentage Yes 15 75 Partially 2 10 No 2 10 NA/ private network 1 5 The degree to which is easier to network through the Digital Hub Number Percentage 75-100% easier 10 50 50-75% easier 9 45 Activities undertaken Number Percentage Product development 13 65 General research and development (R&D) 13 65 Product support, existing clients 11 55 General business development & management 13 65 Technical services for clients 11 55 Other (venture capital, software development) 2 10 Unique opportunities provided through the Digital Hub Number Percentage Strong local network, with access to peers and support 18 90 Local and convenient work environment (close to home) 16 80 Access to high-speed internet 16 80 Able to better separate home and work life 15 75 Accessible, professional workspace, without the commitment of a lease 15 75 Access to digital inventory 6 30 New knowledge and skills developed through Digital Hub Number Percentage Improved technical know-how and skills 16 80 Improved entrepreneurial/ start-up skills 14 60 16
Section 18
Greater competency with new software and digital hardware 9 45 Improved commercialisation skills 9 45 Skills have remained around the same 4 20 Additional skill development – attribution to Digital Hub Number Percentage Unlikely would have happened/ Would not have happened 10 50 Cannot say 9 45 Would have happened anyway 2 10 17
Section 19
6.2.1 Commercial opportunities
This section of the survey seeks to establish whether the Digital Hub has helped generate commercial
opportunities for members
Has being at the Digital Hub allowed you to create any new business Number Percentage
opportunities?
Yes 10 50
In part 4 20
Not yet but there is potential 4 20
Not applicable 2 10
Have you been able to commercialise these yet? Number Percentage
Yes 6 30
In part 5 25
Not yet but there is potential 6 30
No 1 5
Not applicable 2 10
If not, do you feel confident you can? Number Percentage
Yes 5 25
Possibly 4 20
No 1 5
Not applicable 7 35
Note – not applicable is aligned closely with the number of respondents who have already commercialised
If so, what is the estimated value of this product/ these products over next 3 Number
years?
1M-5M 6
500K-1M 3
100K-500K 2
50K-100K 2
10K-50K 1
Not able to estimate 6
18
Section 20
SROI calculation: For the SROI, the median value is assigned, and only from members who contributed. This is calculated at: $7,810,00 over 3 years. This is calculated by the number of members who explained the likely value of the products and digital business under development, as per the above table. As the question was posed for the next three (3) years, only 1/3 of this value is included to confine the value to the immediate 12 months. The moderation of this estimated value can be referenced at Section 8.0. 6.2.2 Related investment Are you investing capital in your business or product development? Number Percentage Yes 12 60 Not applicable 6 30 No 2 10 The evaluators then asked whether respondents would be comfortable providing information about the quantum of investment, in confidence. This question was deliberately optional, and only generated a low response rate. This is understandably sensitive information and may also be dependent on confirmation of venture capital investment. For the SROI evaluation the lack of reliable investment data is a limitation, as this would be attributed as a direct economic benefit. However, a marginal level of investment is included within this SROI. This is calculated at $15,000 only for each of the 12 members who confirmed the investment of capital, with ‘drop off’ also calculated. This approach is assumed to under-allocate potential investment value, as the few members who provided a response explained they would be investing between $50-100K, or greater on product development. From the perspective of the SROI assessment, under-allocation is legitimate as this investment has not been realised, although the Digital Hub is a considerable factor as to whether this eventuates. Value of average monthly personal consumption related to business activities Number undertaken at the Digital Hub 5K/month 6 5-10K/month 1 50-100K/month 1 Prefer not to say 5 While this question only generated a low response, it demonstrates there is identified associated economic stimulus generated by consumption related to Digital Hub activity. A proportion of this will be consumption that would have likely happened anyway, such as IT support or investment in software. However, purchase of IT equipment for new staff or replacement/ upgrade of IT equipment is a more direct and attributable value (although usually these are ‘lumpy’ and specific purchases, and not even or ongoing). For the SROI calculation, the evaluators have allocated a conservative portion of this associated consumption and economic activity. Adopting a conservative position, evaluators have applied values at the lower range 19
Section 21
(e.g. 50K in the 50K-100K range) and applied ‘deadweight’, related to the proportion of consumption which
would be undertaken irrespective of the Digital Hub. The initial figure is $85/ month, which doesn’t allow for
consumption by respondents who would ‘prefer to not say’ nor the members who didn’t provide a survey
response – this is a further conservative measure.
6.2.3 Employment generation and value
This section of the survey focused on employment and value generated through the Digital Hub
Whether employment has been generated
Have you been able to employ/ engage anyone during your time at Number Percentage
the Digital Hub?
Yes 14 70
Not applicable 5 25
No 1 5
If so, how many roles on a cumulative basis? Number of Assumed number
responses
0.5 1 0.5
1 2 2
2 4 8
3 2 6
4 1 4
5 1 5
6-10 2 12
What is the estimated pay value of these roles, Per month? ** Number
5-10K per month 6
5K per month 1
10-20K per month 2
20-50K per month 1
50-100K per month 1
Prefer not to say 5
The evaluators modelled the above estimates of job values through sensitivity analysis. This allowed for potential error, over-
allocation of value and outlier data. After 5 tests and checks, the evaluators confirmed the average monthly rate for each job is
~$7,500/ month or $90,000 per year. This was performed by a qualified economist. Within section 8.0, each job is assigned this
average value.
-----------------------------------
A key outcome from the survey is the creation of 41.5 jobs attributed to Digital Hub activity.
20
Section 22
This is a strong and SROI attribution, demonstrating the Digital Hub is a significant generator of employment in
the digital sector. These values are calculated in section 8.
Location of jobs
Respondents were asked about the location of jobs created through the Digital Hub. Based on information
provided:
• 50% local
• 34% Brisbane
• 16% elsewhere (including 1 job in the Aboriginal community of Cherbourg)
6.2.4 Attribution of outcomes to Digital Hub
This section of the survey seeks to understand the extent to which outcomes can be attributed to the Digital Hub
To what extent would any positive economic outcomes have Number Percentage
happened anyway, without the availability of the Digital Hub?
Unlikely would have happened 8 40
Would not have happened 2 10
Would have happened anyway 1 5
Cannot say 9 45
This question was asked to help assess the extent of outcomes which can be directly attributed to Digital Hub.
This is a moderate response compared to aforementioned survey response fields. As evident, around half of
respondents were unable to predict. This response is also likely to involve many variables among respondents.
This includes the experience, relationships and existing skill development before becoming a member.
Of note, 45% were unable to say, but the level of attribution to other values is relatively high in other fields
(see following question response as just one example). While not relied upon, evaluators are confident the
attribution within the above survey response is most likely under-represented.
Based on the findings, 50% direct attribution is directly calculated. This is likely to be a conservative position
when the following response is also considered.
21
Section 23
Do you think the availability of the Digital Hub means you can live Number Percentage and successfully work in the Noosa area over the next 1-3 years? Yes 18 90 No 1 5 Maybe 1 5 This question was asked to help understand the durability of any outcomes associated with the Digital Hub. For validity, it is important to assess whether benefits are likely to be sustained (assessment of attrition is part of the SROI methodology, known as ‘drop off’). The response provided demonstrated affirmation and confidence, with a relatively low ‘drop off’ factor allocated within this SROI. This response also points to potential growth and increased influence of the Digital Hub. 22
Section 24
Digital network
Survey responses
23
Digital network
Survey responses
23Section 25
6.3 Digital network A specific survey was designed and sent by emails to the digital network. In total, 60 unique surveys were received from the digital network with 2 additional double submissions. As a reminder the digital network is a dynamic group of around 150 ‘members’ of the Sunshine Coast technology community. This informal network associates with the Digital Hub in a number of ways, including through attendance at professional development seminars and tech. networking events. Overall 40% of this community provided responses to the survey, which is a high proportion of the available sample size. The number of responses is considered to assist with data validity and any assumptions made. The most relevant information to support the calculation of the SROI follows. The full data set has been provided to Council. Home Base suburb Number Percentage Noosa shire locality 29 48 Sunshine Coast (other) 33 55 Greater Sunshine Coast (combined) 60 100 Where are your major markets? Number Noosa district/ Sunshine Coast/ SEQ 24 Australia-wide/ other Australian states only* 12 Australia/ International countries / Asia * 24 *The services are anticipated to service the Noosa and Sunshine Coast localities to the extent specific clients and markets are present. 24
Section 26
6.3.1 Networking benefits What are some of the new knowledge and skills you have developed through these Number Percentage networking and professional development events? Much improved awareness of local digital community 50 83 Increased networks and collaboration 49 81.5 More confidence and certainty to progress projects 25 41.5 New digital skills 24 40 Greater competency with new software 14 23.5 Knowledge and skills stayed the same 3 5 Other 2 3.5 To what extent is it easier to network with peers through the Digital Hub, Number Percentage compared to another work environment or other means? Much easier and beneficial 45 75 Somewhat easier 8 13.5 It’s the same as networking more generally 7 11.5 Has this networking and collaboration associated with opportunities created Number Percentage through the Digital Hub allowed you to create any new business opportunities? Yes 29 48.5 In part 10 16.5 Not yet but there is potential 14 23.5 No 4 6.5 No, and unlikely 2 3.5 Have the industry events held at the Digital Hub benefitted your career/ projects? Number Percentage It’s been a significant contribution 23 38.5 Somewhat 19 31.5 A little 10 16.5 No benefit/not applicable 5 8.5 Other 3 5 Discussion Respondents indicate the program and events make networking easier, which the majority of respondents find to be more convenient and beneficial compared to other forms of networking. While the benefits aren’t quantified, it is apparent the networking initiative is increasing awareness and knowledge of local capability and resources, generating useful, value-adding collaboration, and generating business opportunities. Based on the responses, SROI value is being generated in a number of ways, including: 25
Section 27
• Increased collaboration (new business opportunities, 48.5% of respondents)
• New skill development (40%, with only 5% explaining skills have remained the same)
• Increased confidence to progress projects and products (somewhat - significant, 80%) (and 38.5%
crediting the Digital Hub with significantly benefitting their career).
Noting these outcomes would not have happened to a great extent without the Digital Hub initiative,
reasonable financial proxies are nominated to ascribe value within the SROI. These include:
• Conversion of business opportunities into commercial outcomes (which is moderated with
deadweight, drop off and displacement)
• Value of new product development, including investment, and client identification & acquisition
through collaboration (attributed value among a notional number of members)
• Value of professional development and in-service opportunities (such as fee-for-service conferences
and skills development seminars).
These SROI treatments are included in the SROI calculations in section 8.
26
Section 28
6.2.3 Attribution of outcomes to the Digital Hub This section of the survey seeks to understand the extent to which outcome can be attributed to the Digital Hub To what extent do you think any positive outcomes would have happened anyway, Number Percentage without the availability of the Digital Hub? Unlikely would have happened 24 40 Would not have happened 21 35 Cannot say 11 18.5 Would have happened anyway 2 3.5 Not relevant 1 1.5 To what extent would any positive business opportunities have happened anyway, Number Percentage without networking events at the Digital Hub? Unlikely would’ve happened/ Would not have happened 32 53.5 Would have happened anyway 7 11.5 Cannot say 19 31.5 Discussion Responses to the above provide useful guidance regarding the extent to which outcomes can be attributed to the availability of Digital Hub, and Council initiatives to unite and foster a local technology community through networking and professional development. While not attributed a value in this evaluation, the availability of a local network will be a significant advantage and attraction for new residents with these interests, and a reason to move to Noosa to establish a local digital enterprise or base. Members of the network also offer support for young technology aspirants as part of the Digital Hub’s development of local talent. The availability of a local pathway to a career in the digital industry, supported by local mentors within the network, and centred around the purpose-built Digital Hub is a considerable advantage for the next generation of technology talent. 27
Section 29
6.2.4 Maintaining Noosa as a work base This section of the survey seeks to understand confidence among members to continue to base their work from the Noosa district Does the increased networking and professional development opportunities at the Number Percentage Hub make it more feasible for you to work in the Noosa area over the next 1-3 years? Yes 39 65 Maybe 10 16.5 Not relevant 4 6.5 No 4 6.5 Cannot say 2 3.5 Do you feel you can advance your career and projects over the longer term Number Percentage working from your base in the Noosa district? Yes – I can advance career/ product from Noosa district 33 55 I could work from anywhere but want to stay in Noosa district 16 26.5 Uncertain 10 16.5 Business future – what might the scale of your business be in 3 years’ time Number Percentage Much larger 22 36.5 Slightly larger 18 30 Same size 8 13.5 Don’t know 6 10 Not applicable 4 Unlikely to still be in the industry 1 1.5 Discussion These questions – by extension - relate to attribution (or ‘deadweight’), to allow assessment as to whether respondents expect to be able to continue their work within the Noosa locality. The overall responses communicate a combination of confidence and commitment in Noosa as a work base and the Digital Hub as a facilitator. SROI attribution: For the purpose of this SROI, this reinforces positive overall attribution. For the SROI methodology this assists to understand the potential extent of future attrition and whether identified ‘gains’ are likely to be sustained. Based on the responses above, ‘drop off’ can be weighted as low, particularly as over 70% of respondents expect to operate slightly or much larger businesses in the future. Responses also evidence potential growth in influence of the Digital Hub as a networking resource. 28
Section 30
Other than confirming low ‘drop off’ and high attribution (low deadweight) the SROI assessment has not included this value which is a likely underestimate of the contribution of the Digital Hub to the worth of the local business community and social cohesion benefits. 29
Section 31
Students and parents
Survey responses
30
Students and parents
Survey responses
30Section 32
6.4 Students Specific surveys responses were also provided by primary and high school students, assisted in some cases by their parents and carers. In total 48 unique surveys were received, with one double submission. Which is around 1/3 of the students recently engaged in Digital Hub-based programs. The Digital Hub student program is available to various age groups, with curated sessions offered during school holidays and after school. The Digital Hub offers diverse digital experiences for students such as coding, robotics and gaming, with school holiday introductory programs along with an after-school inventor’s club. Following are the results of the students and parents survey Students section, assisted by parents as needed Where students live Where do you live? Numbers Percentage Noosa Shire 25 52 Sunshine Coast 22 46 Gympie Shire 1 2 Grade Numbers Percentage 3-4 3 6 5-6 3 6 7-8 4 8.5 9-10 15 30 10-12 18 37.5 31
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What did you enjoy/ learn? Numbers Percentage I have learned more skills and have kept using them to create 35 73 Enjoyed working with and watching other students work 31 64.5 It made me even more interested in technology 29 60.5 Creating things with my new skills 26 54 I learned there are exciting career opportunities for someone with my skills 25 52 Just had fun 21 44 Other 7 14.5 Thinking about when you are older, do you think you’d like to work with Number Percentage technology and maybe invent new things? Yes 39 81.5 Maybe, not sure 9 1 32
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Section completed by parent/ carer (with students) Benefits from attending program/s at the Digital Hub: Number Percentage New skills 41 85 More ideas about a future career 39 81 More interest 34 71 Too early to tell 1 2 Extent has this experience assisted with schooling and motivation for learning Number Percentage A great deal 27 56 Yes, somewhat 16 33 Cannot say 4 8 Not at all 1 2 To what extent has this experience provided ideas about future hobbies, study or Number Percentage career direction? A great deal 33 68 Somewhat 15 32 To what extent would any of the positive outcomes happened anyway, without Number Percentage the availability of the Digital Hub? Unlikely would have happened/ would not have happened 23 48 Unsure 20 42 Would have happened anyway 5 10.5 Discussion The holiday programs at the Digital Hub are offered as a community service as part of Council’s remit, but also are an important part of the Digital Hub’s strategy to foster the skills and interests of young people. This is complemented with after-school inventor’s club and a student cadet program. Building a pipeline of local talent is taking place through structured, inviting opportunities and a welcoming and inclusive environment at the Digital Hub. How this is manifested and appreciated by families is demonstrated within parent/ carer anecdotes in Appendix A. There is attribution of 48% in terms of future career direction associated with the Digital Hub, with 42% unsure. This relative ambivalence could likely be attributed to the young age of some students, as this is also lower than the relevant fields in other questions and at odds with strong anecdotal support. 33
Section 35
When assessed by grade, there is more specific understanding of the contribution of the Digital Hub, to career
direction. For students within grades 9-12, nearly 70% of parents considered the activities at the Digital Hub
helped form their confidence in future career direction. Anecdotally, this is a high percentage as it is common
for students across these grades and ages to have less certainty.
This question is relevant to the SROI, as it sought information regarding whether students may continue into a
career in a related industry, which may mean eventual transition into the local technology and digital industry.
To understand this potential, the evaluation team sought more information from the Digital Hub Director,
Chris Boden, with findings itemised below.
Is the Digital Hub helping to create a talent pipeline?
Are there pathways for this local talent?
---------------------------------------------
• 1 x student created a machine learning/ AI system for counting cells which is being used
commercially by a local biotech company.
• 1 x student developed a computational microscope which has been deployed by the same company
in its operations.
• 8 x students from the 2020 AI cohort are working on a commercial AI project for a local biotech
company.
• 4 x cadets have applied their skills to create Travelator - an affiliate marketing tool for travel
influencers on YouTube/Instagram. They were runners up in the Gen [in] entrepreneurship
competition and are now finalists in the Generation Innovation challenge.
• 2 x students won scholarships to engineering programs, with the support of the Digital Hub.
• 1 x student who was hired straight into an engineering role at a local biotech start-up immediately
after graduating year 12.
34
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SROI attribution
There is evidently an array of outcomes and potential SROI benefits from the programs and clubs hosted by
the Digital Hub. To convert benefits into values, financial proxies were determined.
For the SROI the following are reasonably assumed:
• Equivalent benefit of private tutoring $30/ hour – cadets/ after-school
• Equivalent benefit of private tutoring $30/ hour – attendees of school programs
• Transition of students into members of the Digital Hub and/ or active members of the digital network/
entry into work within the digital industry (notional value of product development and commercial
activity)
This approach is based on high probability, while considered a conservative position. There are likely to be
significant social benefits from higher engagement with schooling, and stronger social bonds by living closer to
friends and family, while accessing the digital community which is already happening for many driven and
talented students. The full range of potential benefits can only be known in the future, when realised.
Therefore, these attributes are noted but only a little allocation is included in the 2020/21 SROI.
35
Section 37
7.0 Elements of value generation - SROI
The social and economic value attributable to the Digital Hub is achieved through several direct and indirect
means. This has been determined through analysis of the activity of the Digital Hub and input from
stakeholders. Some of these values are known, and others are estimated. This includes:
• Capital expenditure (initial $2.9m and then upgrades through grants) with multiplier values
• Operational expenditure primarily within the local economy
• Revenue generation through member subscription
• Facilitating the creation of additional local jobs, particularly high value jobs
• Facilitating additional 3rd party investment – private sector and public sector
• Generating positive profile (e.g., through media) which builds regard for Noosa, Council and would
generate interest from the business sector (reputation & brand)
• A range of qualitative, social and economic benefits for individuals and groups
- helping to set career prospects and objectives (especially within young people)
- initiation of companies and product development
- accelerating ideas and innovation (through a combination of collaboration, mentoring, advice,
support, networking)
- structured collaboration opportunities which generate ideas, leads, ‘dealflow’ and new clients
- providing a technology-focussed education & teaching space
- talent retention/attraction
- local purchase and consumption of goods and services.
Benefit of initial capital investment to establish operations
The Digital Hub was established through initial Council capital investment of $2.9m as a significant
initiative within Council’s Economic Development Plan.
While this expenditure is historic, based on multiplier impacts for construction projects, this will
have generated a cumulative benefit of ~$5.51m and created the equivalent of around 24 direct and
indirect jobs during construction.
This is based on multipliers within the National Economics/.ID modelling undertaken by Council on
other projects.
36
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8.0 SROI calculations – 2020/21
Assistance to read and understand this chart:
• A-E: How interim value is identified and calculated, and interim value (E)
• F-I: How the interim value is moderated to calculate actual SROI value
• J: Calculated SROI value attributed to Peregian Digital Hub
A B C D E F G H I J
Focus area Output / benefit No. of units 1 Value or Interim Value Deadweight 2 Attribution Drop off 3 Displacement 4 Value /
Financial proxy Would have Allowing for Extent of Benefit taken impact
happened external estimate from
anyway assistance/ decline at somewhere else
factors 12-month
mark
Digital Hub members ~30 members
Job creation @ New jobs 1 x (cumulative Value of jobs as per survey, $3,735,000 30% 10% 5% 5% $1,867,500
Digital Hub from 41.5 x as cumulative $
jobs)
Job creation Indirect, related 1 x multiplier 0.54 multiplier) x $1,867,500 - - 5% 5% $858,820
multiplier (from employment (cumulative) $1,867m
above)
New product value Direct investment Cumulative, Direct value (with $7,810,000 66% 5, 6 5% 5% 4% $1,562,000
created through benefits – services, jobs from survey sensitivity analysis)
Digital Hub results
Intended Private investment – 12 x members Direct value ($15K/ $180,000 20% 5% 10% 5% $108,000
investment in purchasing only (as member)
products notional
number)
37
Section 39
A B C D E F G H I J
Focus area Output / benefit No. of units 1 Value or Interim Value Deadweight 2 Attribution Drop off 3 Displacement 4 Value /
Financial proxy Would have Allowing for Extent of Benefit taken impact
happened external estimate from
anyway assistance/ decline at somewhere else
factors 12-month
mark
Local digital network - 150 members
Skill and Increased professional 50 participants Equivalent value of $25,000 10% - 5% - $21,250
knowledge uplift capability to enhance (only), as professional development
through Digital commercial outcomes notional – attending conference/
Hub program indicator skills workshop @ $500
(cumulative value)
Ability to New and unique 15 x new Assume notional value of $375,000 5% 5% 5% 5% $300,000
commercialise business/ commercial products or product is $25,000
product through outcomes – new services (only) (inclusive of investment
collaboration products, services as notional value)
initiated through indicator (No multiplier assumed)
Digital Hub sourced
through
networking
(10% of
members)
Networking and Enhanced professional 75 x members Assume equivalent value of $18, 750 - - - - $18,750
collaboration knowledge and skills to (50%) 5h p.a. of time networking
through Digital convert into new and through LinkedIn @$50/h
Hub events greater commercial (notional hourly income)
activity
Greater professional 10 x new Assume 10 x new $100,000 5% 5% 5% 5% $80,000
capability to convert business clients/new product/
into new and greater ventures service value through
commercial activity collaboration @ $10,000
(p.a.) per unit
38
Section 40
A B C D E F G H I J
Focus area Output / benefit No. of units 1 Value or Interim Value Deadweight 2 Attribution Drop off 3 Displacement 4 Value /
Financial proxy Would have Allowing for Extent of Benefit taken impact
happened external estimate from
anyway assistance/ decline at somewhere else
factors 12-month
mark
Students
Value of focused Enhanced knowledge 50 x students Assume equivalent value of $7,500 - - 10% - $6,750
talent and skill, greater 5h (only) of private tuition
development engagement with @ $30/h.
through tech. clubs education
for students
Value of focused Enhanced knowledge 150 x students Assume equivalent value of $4,500 - - - $4,500
digital tuition and skill, greater 1h (only) of private tuition
through holiday engagement with @ $30/h.
programs education
Talent migration Productive economic 5 x students Assume 20h/ week $100,000 5% 5% 10% - $80,000
into digital work activity & jobs, able to (notional @$25/h x 40w/p.a.
live locally – strong number only) (Figures are intentionally
social and family bonds conservative)
etc
Greater personal Enhanced personal, 30 x students Assume equivalent value of $1,800 - 10% - $1,620
confidence and career and life (notional 2h (only) of private tuition
enhanced focus on outcomes number) @ $60/h. ($30 x 2)
education
Council, as investor
Council OPEX Wages, services, 1 x P&L loss NA – direct value (80,000) - - - ($80,000) 7
materials 20/21 loss, $80,000
Turnover – café Wages, supplies 1x $50,000 (estimate) $50,000 - - 10% $45,000
Government Construction jobs, 1x $2,500,000 grants $2.5m - - - $2,500,000
Grants (2020/21 supplies
only) 8
Construction jobs, 1x Multiplier (0.54) - $2.5m $1.25m - - $1,350,000
supplies
39
Section 41
A B C D E F G H I J
Focus area Output / benefit No. of units 1 Value or Interim Value Deadweight 2 Attribution Drop off 3 Displacement 4 Value /
Financial proxy Would have Allowing for Extent of Benefit taken impact
happened external estimate from
anyway assistance/ decline at somewhere else
factors 12-month
mark
Total Social Return on Investment calculation/ total (2020-21) no grants $4.8m
Total Social Return on Investment calculation/ total + value of grants (for 2020-21) $8.65m
Notes
1. The number of units selected is informed by survey ratios and/or In the view of the evaluators this ‘deduction’ of value best resides in the
conservative assessment to generate a relative or notional proportion. A deadweight category
stance was taken to deliberately under-estimate the likely units to not 6. The implicit value of networking for the Digital Hub members is
over-state benefits deliberately not calculated for this stakeholder set, but it is calculated for
2. Deadweight (value attributable to external factors such as skills and the digital network stakeholder set. The value for members may be
aptitude before attending/ participating at the Digital Hub has been attributed to value of their products and investment, and the value of
assessed by survey results and assumptions drawn from anecdotal networking and skill development was not calculated to avoid any risk of
information. A stance was taken to deliberately ‘over-weight’ deadweight double counting of these related values. This is a conservative position to
to not over-state benefits not over-state benefits.
3. ‘Drop off’, wherein the benefit reduces over time, is based on 7. On a ‘profit and loss’ basis, the costs of operating the Digital Hub were
benchmarking and estimates. A conservative position was taken to likely greater than revenues in 2021, by $80,000. This loss is included, and the
overstate attrition and therefore not overstate benefits economic value of the wages and services was not attributed, although
4. Displacement values were applied when it was likely or possible the the related expenditure and consumption would have certainly generated
benefit generated through the Digital Hub may reduce benefits elsewhere economic benefits (relevant to the total SROI)
in the community and economy that would have otherwise occurred 8. The grants received in 2020/21 were competitive, and Council’s success
without the presence of the Digital Hub. This was assessed as a low value meant other applicants weren’t funded. However, no displacement is
in most circumstances, and is unlikely to mean the SROI is overstated attributed, as it is reasonably assumed as the potential economic benefit
5. As the question sought intended investment outlook over 3 years, a for another region would not be relevant to the Noosa LGA economy.
deadweight of 66% (2/3rds) was applied to only account for one (1) year.
40
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9.0 Appendix A Parent response – free text field (student & parent survey) Parent anecdotal information – free text field within survey Would you like to provide any additional information? I am very grateful that my daughter, Ella, has had the opportunity to be a part of the digital design cadetship at Peregian. She is learning new skills; meeting industry experts and it has helped her to define exactly the areas she would like to pursue at university. The digital hub is a fantastic asset and Ella is very lucky to have been able to be involved. The digital hub is absolutely brilliant! They provide exceptional mentoring, training and encouragement to kids who love STEM. The AI cadet ship has provided my daughter with exposure to world class scientists, great scientific content and intellectual stimulation that is sadly lacking in her school curriculum. It has also created a community of like-minded young people. The mentoring provided is excellent. For teens interested in STEM, the digital hub provides amazing opportunities that are severely lacking on the Sunshine Coast. We are so impressed and grateful that it exists. This program has been incredible for my son’s motivation. At school there has been nothing available to grow and learn in the area of digital art. This has been the only thing on offer as the schools are seriously lacking My daughter was not able to find work experience in grade 10 last year because of Covid. So the experiences at the Digital Hub and excursions to other agencies has given my daughter more opportunities than what she missed out on last year. The Digital Hub design cadetship course gives students the opportunity to network with real industry leaders and gives my daughter the opportunity to showcase her skills to prospective employers. This experience has also had an incredible positive effect on my daughter's attitude towards her artwork. She is thoroughly enjoying the course and challenging herself socially too. She feels part of a unique group of people who share the same love for art and design. We look forward to each session and I make sure she has done the homework each week. It has been an amazing experience so far, considering her school does not promote digital art. It was excellent that our son was able to experience the world of technology and its real-world application out of the school context. The trip to a real business was a great extension. 41
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Parent anecdotal information – free text field within survey Would you like to provide any additional information? I think the Peregian Digital Hub provides excellent technology and digital support above and beyond school education and is always great as a different school holiday learning experience. It is so brilliant to be able to offer this future vision of the Digital Hub concept and cadetships to young people to show them you can live on the Sunshine Coast but be involved in leading edge technology. My kids only thought these opportunities existed for big city kids (and we have driven to Brisbane often to attend programs), so have these facilities and programs here on the Sunshine Coast and Noosa is amazing. I am so grateful to Dedrie and Chris and other organisers who are supporting and encouraging the next generation of entrepreneurs and developers to live, stay and grow their businesses right here. Please keep funding the Digital Hub and allowing cadets to run holiday programs and I will continue to shout from the rooftops about this amazing facility on our doorstep. Thank you. My son has loved attending the hub, and my daughter who is in grade 6 is already hoping for procreate and coding workshops next holidays so she can go to the hub tooo! The students running classes is brilliant for my son to feel this could be a career and more of a peer relationship. Love the environment the hub offers. As a parent of a creative child I was thrilled at this opportunity. There are not many extra-curricular activities for creative kids. I can't think of any other. I really like that the kids participating are from various schools and is casual- I told my son this is what uni is like. Meeting people with similar interests in a more peer to peer like instruction not the traditional teacher /student that school is.. you do the work because you want to, no one is forcing the student to participate. It's so important that kids interested in tech, coding and robotics have a welcoming community. These kids are often not the sport teamsters but sometimes the nerds that feel like they don't fit in. The Hub is hugely welcoming, non-judgemental and my son absolutely loves his time hanging with his new like-minded mates from all walks of life, backgrounds and cultures. This is such an amazing community of cool people. Best thing though, is the class is run by its own grass roots kids and my son is already planning what classes he can teach. The "giving back" feel good stuff is alive and well. Fantastic place. Inventor's Club was great fun. We loved George! Esports with the x2twins was a huge highlight. 42
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Parent anecdotal information – free text field within survey Would you like to provide any additional information? For question 4, whilst for Zara she could have possibly gained the skills eventually as I work in technology, having courses at the Hub has accelerated her acquisition of those skills and introduced her to others who share her interests, so the learning environment created at the Hub is unique and has been very beneficial. Holiday programs are great. I'd like to see more in school term programs run on weeknights. It was great to have students running the programme, as it felt much more relatable. Ben and Jacob are great guys as well. Extremely hard to find any courses like this anywhere else This is an amazing program and opportunity. We feel so lucky to have that part of the community. Many of my friends around Australia are very envious of this opportunity. I think this is a critical move forward for our children. The world they live in now and will live in in the future will be heavily reliant upon technology. This has inspired artistic, motivation, amazing new skills. My son is now coding and creating and designing and animating his own video game. He has made numerous friends and the students who teach at the hub are brilliant! Has given him Great insight to his future and career path. His little brother is just now getting involved and he has multiple friends in the community that also take part in these courses. The digital hub provides the opportunity for supportive development of skills in a challenging and organised way. For kids with a tech interest and abilities it gets them to think beyond gaming and social media to broad applications that can benefit their educational development and society into the future. Thank you Chris and Deidre. It's a great place to meet people with the same interests and help each other learn. Wish we had come across the Hub earlier. Our son really enjoyed it but he couldn't continue due to his senior studies this year. We think the Hub is a fantastic opportunity for young kids interested in the digital world on the coast. The number one subjects students wish to study at school is .. game design. Ironically access in Australia to quality tech learning is limited in educational settings. Jakob was prior to finding the Hub accessing AI education through tutors in the states and participating tech camps at The University of Singapore. 43
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Parent anecdotal information – free text field within survey Would you like to provide any additional information? We are so grateful for the hub providing a challenging tech environment which has inspired our sons education. The open-ended challenges promote independent learning and creativity to suit different students interests and skill levels. This has then become collaborative with learning from peers and encouraging new skills and interests. The social network has also been beneficial, watching Jacob and Ben create and collaborate has been exciting. The broader development of community is also unique, adults who have had their own professional tech journey are generous and engaged in developing interest and skills with local youth. The team at the digital hub have been exceptional in providing support and opportunities to the cadets to engage with companies that operate in the field of interest. In teaching the cadets practical, real-world skills they are significantly better prepared to move into a career in their field if they choose. 44
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? Being able to foster activities around my profession is essential requisite for where I live. I know I can grow my business here as a motivated employer of remote employees and hopefully an employer of more locals in times to come. The digital hub plays a central role when considering what area I raise my young family in. As a facility that can accommodate and a facilitator that can be the catalyst for tech events, the Hub attracts world leaders who inspire local students and professionals alike. Thanks to the Hub, Noosa is able to retain the momentum of capital city markets despite it's regional location. I believe Noosa Council is missing a massive opportunity if it doesn't invest heavily in leveraging Digital Hub as a Mecca for attracting, growing and retaining digital and technology talent in the area. From a digital and tech talent there are three opportunities; 1. Attracting talent to the area (through opportunities, work space, networking), 2. Skills and training on tech and digital for local businesses and 3. Driving entrepreneurial opportunities as it does now. While I moved up here in 2017, I would love to double my team from 14-28 over the few years and mainly reside them in Noosa but struggle to find talent locally. Covid has shifted a number of business leaders to the area. I feel that PDH and Noosa Council need to setup a 5-10 year strategic plan that moves away from a partial property play (I.e. loose connection of offices and memberships) to a centre dedicated to teaching and progressing the cutting edge of tech and digital (at all levels) for the local area (Firetech is a great example). The opportunity to fly businesses and the best teachers in to learn and collaborate by the beach, run serious events and workshops and turbo charge what happens mainly in school holidays for kids, or at occasional network events is enormous (like a council backed Hyper Island). The council has to recognise that property prices have meant that it is professionals and tech people that you need to attract on a full-time basis who can afford to live and work in Noosa. Chris Boden has done a fantastic job fostering what he could do with the space and opportunity but needs support to take it to the next level. It needs to be something really unique otherwise it will end up a nice other co-working space - this needs a combination of investment and support from commercial partners as well. The Hub has been the best co-work environment and management team I have experienced, and I have worked in these spaces for 10 years in Hong Kong, Melbourne and Sydney. Facilities, people and network is world class. The biggest benefits for working at the hub, are the ability to better separate work & life, and the connections made. I learn so much from talking to the other hub members. I have worked at traditional co-working facilities in Australia, the US, the Middle East and UK. Nowhere else I have worked has built an eco-system of talented individuals as well as Chris Boden and his team have done at The Hub. 45
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? I strongly believe the Digital hub brings huge value for the local area by connecting people, helping educate young local people interested to work in the industry. the Hub and its environment have a family also professional vibe The quality of people the hub attracts is a major benefit for getting quality tech people to the region Chris has played a key role in the successful operation of the hub. Provides a unique environment where one can share ideas and collaborate. Really good for mental health as sole trader to be around others in the same situation that can help each other balance out. Sometimes even a coffee just means a lot I am deadset a fan of Chris Boden. It cannot be understated the incredible importance of the person leading an innovation centre. It is the definitive make or break aspect of any innovation centre. In my experience Chris Boden is the best leader of an innovation centre I have seen. Really enjoyed working at the hub and the continued commitment by Noosa council to invest in the digital economy. My experience has only been positive from joining the hub in 2019. In my view it's not just a co-working space like many others but a centre for innovation and technology excellence attracting some of the brightest people and entrepreneurs in Australia. It is helping to create the industries of the future not only for the Sunshine Coast but also Australia and the rest of the world. New and exciting emerging companies are being born and fostered every day at the Digital Hub, many of which will undoubtedly become global unicorns. With inspiring mentors Chris Boden and his team, I am excited to continue be part of as well as contribute to this community and eco system for many years to come. 46
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Digital network facilitated through the Digital Hub Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? The Digital Hub bas been a welcoming community for me since my company was awarded an Accelerating Commercialisation grant in 2018. I regularly attend professional development events there and Chris Boden has been an amazing facilitator to intro me to opportunities within the community. In fact, Chris was alerted me to the Boosting Female Founders grant opportunity In 2020 and my company Champion Life Education was successful in receiving a $95 000 grant. It's my firm belief that the Digital Hub is a contributor to the infrastructure that will allow my company to stay Noosa based as we scale nationally and hopefully internationally. Excellent opportunity in Noosa to attract staff who want work and lifestyle in high tech industries. Much more likely to attract Overseas Candidates as well. I am a former founder, and I came up here after exiting in Melbourne. I intend to found another business, but I don't need to and I don't have time to yet since we are designing and building our house in Peregian Beach among other time sinks like investment management. However what time I do have, I spend thinking about what's next, another digital business (bigger than the last one). The hub offers hope that this is the right place to do it, that I can consult with the senior talent I need to get started. Once you are firing, once you have a core, the remote working changes accelerated by Covid make for some very interesting possibilities for starting a digital business. I also have potential space to do so at the hub. Noosa is great for very senior talent and Covid has accelerated that trend to remote work. In the interim, I have been connected up with other investors by networking events surrounding the digital hub. I don't invest often but working with others makes things more possible on occasion as there is a lot of work involved in any investment. I now own a portion of Australia's leading drone business due to networking with other investors at the hub. That drone business has considered setting up training facilities at the hub, we have held key conference calls at the hub. I still meet up occasionally with the same investors and talk about what we might consider next. I don't interact as regularly as I would like with the hub (because we are in the process of building our house in Peregian Beach), but the occasional interactions have been valuable. Besides connecting up with other investors, I get opportunities there to talk to technically skilled people, who assist with consideration of future business ideas. I see the hub as an important centre of gravity, and without it and the networking surrounding it, it's hard to hold enough people in orbit around an idea for long enough for it to gestate. Ideas can start out very fragile and often uninteresting, they don't have their own gravitational force to hold people together so that they can gestate in the minds of a potential team. However, in a regularly networked environment those ideas can be raised and questioned again and again by different minds and over time they may coalesce into something that has a bit of gravity itself. So far, have been heavily focused around digital marketing. Would be great to see the events and initiatives expand to encompass the end-to-end 'digital' lifecycle/ecosystem 47
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? Digital Hub has been invaluable in helping with my learning and networking. Without Digital Hub I would not have survived Covid restrictions and changes. 4 Values of Noosa Hub: 1. Gives credibility and confidence to tech businesses that they can relocate - and not go backwards - still get the same industry access/support/events/VC introductions as Sydney and Melbourne 2. Chris Boden - instrumental in that ecosystem - without him 1 would be very hard 3. Kids programs - godsend for parents with Techie kids and nowhere to go 4. Networking and Industry collaboration - similar to point 1, debunks the myth that if you move to Sunnie coast you are doing it for lifestyle and not serious about business growth. This would be a major issue for others thinking of relocating. For example, Byron Bay now has some credibility with certain fintechs successfully setting up shop there. Not sure how relevant to the survey this comment is but it may be of some use. Many people who have or are moving to the region work online like I do. You will now see them with their PC"s in coffee shops and this is a key point to a successful digital hub I think. All of the Co-work spaces on the coast are pretty dreary, cold and quiet work spaces. That may suit some people, but a lot of others want a cafe style office space or option to toggle between a noisy cafe style space to a desk for instance. People want that lifestyle. I believe a new type of Cafe Office will evolve very soon and COVID will be a major driver with people moving to the regions. If someone out there had that already I'd be there probably 3 days a week no problem and happy to pay good dollars for it. Tim I moved to the area just before COVID but during the COVID thing it's been one of very few ways I've been able to increase my networking connections here in the Noosa area. I feel like it gives a tangibility to the professional capability of the area. Nowhere else do I see groups connect like this. Every time I'm at an event there I feel a great level of support and am reassured that doing business from a Noosa base is entirely feasible in the long term. The Hub and the team Chris has built is one of the key places on the Coast that attracts founders, mentors and others due to the welcoming environment. My interests are more general across SE Qld, Sydney and some O/seas. The Hub is one of the very few locations in the area that provides visitors and locals with a feeling that they are truly here to help. We need more facilities like the Hub on the coast...more that can collaborate and work together across a few core regions. The events I have attended have been exceptionally well run, with excellent networking opportunities and presentations that are interesting and informative. The digital hub is an important venue and gathering place, not only for those in the digital space, but also for those who want to strengthen their local connections, build networks, and learn more about this sector, emerging trends and technology. 48
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? I have networked with people in my industry through the Hub who I would not have met otherwise. My concern is that me industry is yet to develop but I can see it slowly enlarging through the Hub and other outlets. The events available through the Meetups are an excellent resource in terms of networking and collaboration and many projects have seen their origin and completion because of Meetup events. As a Meetup organiser for the non-profit Sunshine Coast Screen Collective, I can say that we have seen our membership grow exponentially and it has afforded us the ability to generate larger and larger projects. There have been collaborative teams that have formed and currently one of the direct results of the Hub Meetups is a Film and Television initiative in the form of a contest being partnered with Jon Coghill and Dan Munday. We have seen connectivity and the community increase and grow and having a space where people can break bread, socialise and have conversation around their industry as well as possibly learn new skills or be introduced to upcoming technology is a complete win. There are no opportunities to network with people in my industry. Only Digital Hub is offering this opportunity and it is fantastic to be able to network and learn. The digital hub has aligned brought a group of professionals together and aligned objectives to common goals. Ultimately until the Peregian hub came along there seemed to be no direction or buzz about the potential of the Sunshine Coast as a global contributor. Love the networking events Just wanted to say well done to Chris and the team. I watched it develop from my job with Coolum SHS and the school and career counsellors value this place SOOOOO much. Prior to the hub there was nowhere to send young people so that they could explore the digital world of work and to develop their skills and identify their strengths. Thank you The talent within Noosa is exceptional and the size of the community is large enough for diversity, while small enough to give access to the knowledge and skill you are looking for. In larger cities the size of the community becomes so great that the access to the top end knowledge is very limited. Here the tech leaders are very giving with their time and are easy to access. This is something you do not find in the larger cities and is a key in helping the Noosa tech community move forward at an increased pace. The Hub is brilliant -- I hope there's more investment in making this a great centre for tech in the area...especially with more people moving here because of covid. 49
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? Really smart move by the council to give Noosa this positioning...let's capitalise on it! The hub has created opportunities I didn't know existed locally. Apart from that, they provide a supportive and positive environment for all comers. The Digital Hub is a very significant asset for the region, one of the most important things is acting as a network hub bringing together entrepreneurs from across the region helping to create connections and spark ideas - innovation is a team sport. Chris has been an incredible human to tap on the shoulder at any time and ask questions on a myriad of topics. Being in the industry as long as I have, I know it is rare to find someone like this. The building is also incredible. I have been allowed to utilise it to its full potential several times from physical to virtual to mixed events. Great facility, interesting sessions, good vibe and food, fun meetups. Chris Boden and his team are consummate professionals. Chris himself is a beacon of intelligence and information and an extremely good sounding board. His thoughts, ideas and personal drive have shaped the Peregian Digital Hub and what one can achieve there. Deidre has been exceptional in helping us at almost every event we have had there. We have had several meet ups at the hub and they have all been successful, well attended and most importantly, have enabled our industry to grow. The key is networking with local industry peers, understanding production infrastructure. The digital hub is a great place to work and collaborate with others in the tech community. It has enabled me to return home to Noosa after leaving in 2005 when the local ecosystem was non-existent. There is now a vibrant, friendly and collaborate ecosystem here for which I am very grateful. To be able to live and now work in this region is fantastic and the digital hub has facilitated this opportunity. The digital hub has been a great resource for everyone who has had some experiences there. Some great networks have been built and it's also excellent the Noosa council supports such an organization. With more and more people moving to the area it is a key attraction and resource for knowledge, networks and learning. Chris and the team have been excellent also. I have a lot of exposure to the design and performance of other accelerators, incubators and start-up precincts in Australia (via a Board position with Innovation and Science Australia). I believe the Peregian Digital Hub has outperformed most other similar organisations and will provide a long-lasting impact on the local start-up ecosystem. The model provides good value for money for local government. 50
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Digital Hub members – anecdotal information (free text field) Would you like to provide any additional information? It'd be great to see a private online directory of all businesses and their workers, attached to the hub, to drive increased collaboration. I still don't know 90% of who attends and what they do/offer. I have really enjoyed creating and running the Digital Music Producer Group and various music focussed community events from the Digital Hub. The motivation and support that Chris, Deidre and Sian have provided to me and the entire group has been invaluable. It has been a relaxed space where musicians and producers can meet, share with and support each other and I don't know of any other spaces that provide this kind of real-world connection for our digital community in the Noosa District. Without the support of Chris Bowden and the Digital Hub our business would not be where it is today. Not just the initial support but the continued follow-on support, mentorship, advanced technology, cadets etc. has been an invaluable experience and continues to have a profoundly positive impact on our business. We've had two cadets from the digital hub that started as interns with us and who are now employees. Together with the Hub we have created a dynamic supportive eco system that is pivotal to our success. The hub provides world class knowledge on advanced technology, which is an extraordinary asset & resource for not only our business but the greater community of the Sunshine Coast. We would not be where we are without them. The Digital Hub as a networking and supportive hub is essential for a smaller community like Noosa. Before the Digital Hub I felt quite isolated after leaving Sydney to work in Noosa. I wasn't aware of the amazing existing digital talent and community that existed here until I started attending Reboot meet-ups. It's given me the confidence to start freelancing full time and stay in Noosa. BIG thanks to all the work the digital hub do! Good for building up next generation of digital knowledge workers and new opportunities still in seed stage and yet to be realised and developed Includes Children, teenagers and tertiary and those who want to change. chris boden is a legend. he needs at least a half a day off per week to network on the golf course The Digital Hub provides an excellent platform for growing our digital community. I've loved meeting and listening to speakers from our community who I had not met in over 5 years running an agency in the area. There is a real shortage of people with experience in our industry currently and I believe the Hub provides a breeding ground to help resolve this in years to come. 51