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P&O Agenda 10/11/15,
Item 18
Noosa Shire
Local Economic Plan
“A DYNAMIC AND RESILIENT ECONOMY
FOR GENERATIONS
TO COME.”
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Section 2
© Noosa Council 2015
www.noosa.qld.gov.au
General Enquiries: 8.00 am - 5.00 pm Monday to Friday (excluding public holidays)
By telephone: (07) 5329 6500 (including After Hours emergencies)
By email: [email protected]
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
30 October 2015
Acknowledgements
Council wishes to thank all interested stakeholders who have taken the time and energy to help
guide the development of this strategy.
Disclaimer
This document has been developed by Noosa Council’s Economic Development Unit. Information
contained in this document is based on available information at the time of writing. All figures and
diagrams are indicative only and should be referred to as such. This is a strategic document
which deals with technical matters in a summary way only. Council or its officers accept no
responsibility for any loss occasioned to any person acting or refraining from acting in reliance
upon any material contained in this document.
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Section 3
The Noosa Shire is located in South East Queensland, approximately 120 kilometres north of Brisbane. The
region is bounded by the Gympie Regional Council in the north and west, and the Sunshine Coast Regional
Council to the south. The Shire encompasses a total land area of 871.6 km 2 with over 800 kilometres of
roads and nearly 450 kilometres of bikeways. In 2007 the Shire was designated a Biosphere Reserve by
the United Nations Education, Scientific and Cultural Organisation (UNESCO) through their Man and the
Biosphere (MAB) program.
More than 53,000 people call Noosa home, this figure swells significantly during peak holiday periods. For
example, over 110,000 visitors overnighted in Noosa between January and March 2015, with a further
97,000 day visitors in the same period. Under the current Noosa Planning Scheme, the idealised
sustainable resident population has the capacity to grow to 62,000.
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Section 4
Table of Contents
1. EXECUTIVE SUMMARY ................................................................................ 1
2. INTRODUCTION .......................................................................................... 2
3. THE NOOSA CONTEXT ................................................................................. 3
4. THE ECONOMIC VISION .............................................................................. 5
5. THE LOCAL ECONOMIC PLAN ...................................................................... 5
6. LOCAL ECONOMIC PRIORITIES ................................................................... 6
6.1 DIVERSIFY THE ECONOMY BY GROWING PRIORITY SECTORS: ............................................7
6.2 HEALTH AND WELLNESS .......................................................................................8
6.3 DIGITAL ECONOMY .............................................................................................9
6.4 RURAL ENTERPRISE .......................................................................................... 10
6.5 ENVIRONMENTAL INDUSTRIES .............................................................................. 10
6.6 TOURISM ...................................................................................................... 11
6.7 CREATIVE INDUSTRIES ...................................................................................... 11
6.8 PROFESSIONAL SERVICES ................................................................................... 12
7. EFFECTIVE LAND USE PLANNING: ............................................................ 13
8. ENTERPRISE SUPPORT ............................................................................. 13
9. ESSENTIAL INFRASTRUCTURE .................................................................. 14
10. SKILLED AND CONNECTED BUSINESSES ................................................... 14
11. IMPLEMENTATION, MONITORING AND REPORTING ................................. 14
12. APPENDIX 1 ............................................................................................. 16
SUMMARY ECONOMIC PROFILE – PREPARED BY THE AEC GROUP ....................................... 16
13. DEFINITIONS ........................................................................................... 23
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Section 5
1. Executive Summary
Noosa is recognised as one of Australia’s most desirable places to live, work and visit, thanks to its
outstanding beauty, mild subtropical weather and enviable lifestyle opportunities. A strong economy
is necessary to underpin and sustain these attributes. This Plan looks beyond tourism-driven
economic growth and employment, towards a more resilient and diversified economy. Furthermore,
it complements existing community values whilst considering opportunities for careers and
businesses to flourish.
The aim of the Noosa Shire Local Economic Plan (the Plan), is to broaden the economic structure of
the local economy by achieving growth in ‘smart’ industry sectors that offer high economic value and
low environmental impact. Particularly those that export outside of the Shire and align with our
environmental and social values.
Noosa’s economy relies significantly on the tourism, retail and construction sectors and is home to
approximately 7,400 businesses which are mainly small or micro businesses. It is also home to a
range of very successful entrepreneurs and skilled businesspeople.
In line with the rest of the nation, Noosa has an ageing population. In 2011 the median age for the
Shire was 46 years compared to 38 and 36 years in the SEQ Region and the State respectively.
Three of the top 5 employment sectors in Noosa are primarily geared towards population and
tourism driven industries. They are Retail, Accommodation & Foods Services, and Construction. The
Retail and Accommodation and Food Services sectors also offer the lowest wages, and this combined
with high proportion of part-time work in the region sees Noosa Shire report a median household
income below that of the SEQ Region and the State.
The Shire has an unemployment rate of 7.3%. Gross Regional Product was $2.6 billion in 2013-14,
growing 2.5 % per annum over the last 5 years which is above that of the SEQ Region at 2.2% and
2.1% for the State.
This Plan identifies industry diversification, effective land use planning, enterprise support, essential
infrastructure, skilled and connected businesses and implementation, monitoring and reporting as
key themes to achieve diversification. Healthcare and wellness, digital economy, environmental
industries, rural enterprise, creative industries and professional services are recognised as priority
industry sectors of competitive advantage that will support economic growth and provide
employment oppprtunities.
This Plan was developed in line with Councils Sustainability principles and in collaboration with the
community. Community opinion was sought via two public workshops and through Council's on-line
community engagement portal, Your Say Noosa. A Project Focus Group made up of representatives
from the community, business and industry reviewed information obtained at community
consultations. The Group then identified gaps, and contributed, tested and prioritised ideas.
The delivery of this Plan will be the result of collaborative projects undertaken in partnership with
business and industry, government agencies, as well as business representative groups and
organisations. An annual Action Plan will be developed to guide implementation of this Plan as a
part of Councils operational planning and budget process.
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Section 6
“The sustainable increase of living standards that delivers higher incomes, better
education, health and well-being as well as environment protection resulting from
conscious and applied effort. At its core, economic development is about improving the
quality of life experienced in your community.”
LGAQ - Economic Development Definition
2. Introduction
The Noosa Shire Local Economic Plan (the Plan) aims to broaden the economic structure of the local
economy by achieving growth in ‘smart’ industry sectors that have high economic value and low
environmental impact. It recognises the interdependence of the economy with the environment and
the community. It also aims for the best use of available resources.
The Plan identifies key themes and priorities that will support growth in industry sectors offering
competitive advantage, particularly those that export outside of the Shire and align with our
environmental and social values. It draws on the strengths of previous Council plans:
The Noosa Plan (Planning Scheme)
Noosa Community Economic Sector Plan 2002-2015
Economic Strategies and Innovations Implementation Strategy 2004-2007
Sunshine Coast Council Economic Strategy 2011 and
Sunshine Coast Regional Economic Development Strategy 2013-2033.
Council recognises that business and industry drive economic development and that government and
other organisations make significant contributions to the setting in which they operate. Council can
influence the business environment in the following ways:
Growing our economy is not a “develop at all cost scenario’ but rather a dedicated plan to grow the
value of our priority industry sectors. These sectors support the social and environmental values of
our community and strengthen our quality of life.
This Plan is developed in line with Council's Sustainability Principles:
Resources are sustainably managed so that the lifestyle of the community is preserved,
without compromising the ability of future generations to meet their own needs.
Noosa’s economy is prosperous, diverse and protective of its unique environment.
Noosa residents belong to a community that values its diversity, accessibility and
affordability.
Noosa’s community is inclusive, connected and resilient and encourages participation and
information sharing.
Noosa’s community benefits from quality places and programs that enhance wellbeing and
support creative, active and healthy lifestyles.
Good governance is achieved through effective and efficient decision-making that is focussed
on the best interests of the community.
“Place is the factor that organically brings together the economic opportunity and talent, the
jobs and the people required for creativity, innovation, and growth.”
Richard Florida
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Section 7
3. The Noosa Context
To inform the development of this Plan:
AEC Group Ltd, a leading Australian consultancy specialising in economics, was engaged to
prepare an economic profile for the Noosa Shire. The full version of the Economic Profile can
be found in the background documents that support this Plan and a summary can be found
at Appendix 1. AEC were tasked to:
- form a baseline from which to monitor and measure the economy over time
- provide information to assist business and industry in decision-making
A project focus group was established to review information obtained at community
consultation, identify gaps and contribute, test and prioritise ideas.
Community opinion was sought via 2 public workshops and through Council’s on-line
community engagement Portal Yours Say Noosa.
Key findings:
an economic structure heavily reliant on tourism, retail and construction
historically high population driven economic growth, predicted to slow to less than 1.0% in
the future
low household incomes and lower full-time employment rates
an ageing population
strong brand awareness
Noosa Shire is home to a large number of very successful entrepreneurs and business people
business and industry are ready and willing to partner and collaborate to implement this
Plan.
A SWOT analysis was conducted at the public workshop of 25 May 2015 which noted the following:
Strengths
Strong existing brand • Existing tourism market • Strong community • Strength and quality of local
business people/residents
Weaknesses
Lack of available land for employment and economic uses • Inflexible/old planning scheme •
Insufficient broadband connectivity • Reliance on tourism • ‘Unfriendly’ business environment
Opportunities
Tourism (potentially expanding and diversifying the local industry) • Aged care/retirement living •
Creative industries and digital technologies • Health and wellness • ITC and professional services
Threats
Maintaining the strong brand (and protecting it) • Lost opportunities due to lack of broadband
connectivity • Increasing social inequality • Inability to diversify the economy through high value
activities • Complacency
The consultation process revealed that the community wanted to see an innovative, sustainable
economy aligned to the Noosa brand. At the same time, the community felt it was important that
the future economy:
be viable and include a range of profitable businesses and good jobs
be focused on high value-adding economic activities, and
have a more diversified economic structure.
Furthermore, they identified the need for this Plan to:
Provide clarity and certainty - the private sector must be able to easily and quickly
understand what the overall objectives are, aiding them to understand how best to
participate.
Focus on outcomes – with an emphasis on activities and actions as opposed to more
discussion or further planning.
Ensure accountability - and thus clearly articulate goals for activities and who is responsible.
It should be clear in terms of what the Council’s role in economic development is and what
activities the Council will be responsible for (and be held accountable for). Equally, activities
and roles of other organisations should be clarified and the same accountability measures be
applied.
A complexity in planning for community economic benefit is engaging with and providing support for
different age segments, for example youth, families and seniors and the transition from one to the
other. Each segment has different training and employment needs that should be catered for.
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Section 8
Key Data
Population
At 30 June 2015 53,052
Forecast Growth 0.8%
Forecast Approximately 62,000 by 2036
Population
Median Age at 46.9 years
30 June 2014
Gross Regional Product
2013-2014 $2.6 Billion
Av Growth 2.4%
2008-2014
Significant Construction Health Care & Social Retail Trade
Industry Sectors Assistance
$282.9 m – 13.5% $235.4 m – 11.2% $228.0 m – 10.8%
Business Counts
No of businesses June 2014 7,204
By Employment Non 1-4 5-19 20-199 200+
Size Employing Employees Employees Employees Employees
4,477 – 1,980 – 627 – 8.7% 111 – 1.5% 9 - .01%
62.1% 27.5%
Zero to $50k to $100k to $200k to $500k to $2million
By Turnover $50k less than less than less than less than or more
Range $100k $200k $500k $2 mill
1,905 – 1,211 – 1,430 – 1,453 – 948 – 275 –
26.4% 16.8% 19.8 20.1% 13.1% 3.8%
Labour Force
Dec 2014 Unemployment Rate Labour Force Employed Unemployed
7.3% 27,055 Persons 25,085 Persons 1,970 Persons
Average Weekly Financial & Professional, Construction Education &
Income - 2011 Insurance Services Scientific & Training
Census in Professional
Relevant Services
Industry Sectors
$1,175.20 $1,074.30 $1,019.40 $1,013.10
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Section 9
4. The Economic Vision
The vision statement for this Plan is: “A DYNAMIC AND RESILIENT ECONOMY FOR GENERATIONS TO
COME.”
We will achieve this vision by focusing on:
encouraging business growth in industry sectors that have low environmental impact and
high economic value
leveraging and enhancing Noosa’s brand
recognising and supporting sustainable tourism as an ongoing key economic driver
recognising education as a key feature of knowledge economies
focusing on Council’s regulatory role (for example the planning scheme) that enables
business development in industry sectors of competitive advantage and opportunity
encouraging a spirit of entrepreneurship and innovation in the Noosa community
advocating on behalf of the community
supporting specific strategies focused on developing priority industry sectors:
- health care and wellness
- digital economy
- environmental industries
- rural enterprise
- tourism
- professional services
- creative industries.
There is a role for Council to play in economic development, particularly around establishing an
environment that is conducive to economic growth. However many other organisations (including
Federal and State Governments, chambers of commerce, Tourism Noosa, and private enterprise)
play an important role in the development of the local economy.
The Committee for Economic Development Australia (CEDA) recently released a report on the future of
Australia’s workforce. It clearly states that “the path to prosperity in this new global order will be
innovation” and that “the commodity in scarce supply will be ideas”.
5. The Local Economic Plan
Noosa shares the challenge of developing high value, low impact knowledge industries with many
other regions. However we have the opportunity to tailor our response to our own circumstances.
While this will include a number of universal approaches to business development, such as
networking, technology uptake, grants and/or funding and promotion, it takes, above all, a home-
grown response to our local opportunities, challenges and issues.
There is little disagreement that knowledge and ideas are the currency of future economies,
particularly as the global trend towards more serviced-based economies continues. Actions
associated with this Plan look to create an environment that supports business and industry to be
more innovative, and to both explore and develop original concepts and ideas.
Focus of Actions
replace population growth with growth in industry sectors that have high economic value,
particularly those that have a low environmental impact and export products and/or services
outside of the Noosa Shire
diversify the structure of the local economy and grow smart, high value industry sectors
particularly those that export products and/or services outside of the Noosa Shire to limit
exposure to sudden and/or unexpected negative changes in key industries
encourage business growth in sectors that provides a wider range of employment options
and pay scales
utilise the strong Noosa brand to grow nominated priority industry sectors
leverage local expertise to support the diversification of the local economy
explore collaborative industry-driven models to deliver local economic development
explore new models to fund local economic development.
Local economic priorities have been considered in the following context:
fit with Noosa’s economic vision
align with Council's sustainability principles
meet community aspirations
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Section 10
directly addressing an opportunity/challenge
where a levers for local intervention exists
best use of available resources
available timeframes
ease of Implementation
environmental impacts
consistency with Noosa brand and Noosa values
interdependencies between economic, environment, and social needs.
During consultation, the Project Focus Group advocated to establish a collaborative organisation that
uses the resources of the Noosa community to drive and coordinate the implementation of this Plan.
Such a structure would take a partnership approach, similar to both Tourism Noosa Ltd and the
newly formed Noosa Biosphere Reserve Foundation. Options to establish such a group will be
explored.
Resourcing
To ensure best use of available resources, and in the spirit of collaboration, this Local Economic Plan
will consider relevant programs and/or services being led or provided by other levels of government
or councils, where there are shared priorities.
6. Local Economic Priorities
1
Industry
Diversification
Priority Sectors
6
2
Implementation
Effective Land Use
Monitoring &
Health Care & Wellness Planning
Reporting
Digital Economy
Environmental
Industries
Rural Enterprise
Tourism
Creative Industries
5
Professional Services 3
Skilled and
Enterprise
Connected
Support
Businesses
4
Essential
Infrastructure
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Section 11
6.1 Diversify the Economy by Growing Priority Sectors:
Objective: Diversification of our local economic structure.
Who:
Priority Sectors:
Health wellness Tourism
Digital economy Creative industries
Environmental industries Professional services
Rural Enterprise
The priority sectors have been identified to drive that change because:
They are a good fit with the sustainability aspirations of this community and offer growth
potential in industry sectors that have high economic value and low environmental impact.
Our Shire demonstrates a competitive advantage in that sector and a clear opportunity has
been identified.
They are market driven and strongly supported by the local business community.
The priority sectors do not align with the Australian Bureau of Statistics (ABS) - Australian and New
Zealand Standard Industry Classifications (ANZSIC) which is traditionally used for the standardised
collection and measurement of economic data on an industry basis. The local economy will continue
to be tracked and measured based on data accessed from ABS using the ANZSIC.
What:
Diversification of our industry structure will minimise the impact of economic shocks or downturns in
the local economy, particularly in those sectors that are most vulnerable such as retail, tourism and
construction. It will also assist job opportunities to emerge across a variety of industry sectors.
The Noosa economy reflects the trend being experienced by other developed economies, that is,
away from manufacturing to more serviced-based businesses: shifting from creating goods to
providing services that can be exported globally. This trend is driven by technology plus an
educated and well-trained workforce. This service economy sees increased demand for business
services such as finance, insurance, legal, accounting, ITC, marketing and so on, as well as travel,
education and creative industries.
The construction, tourism and retail sectors have been, and will continue to be, key contributors to
Noosa Shire's gross regional product and thus provide a significant number of jobs. It is the
intention of this Plan to recognise the contribution of these established industries and at the same
time focus on broadening Noosa Shire's economic structure.
How:
Action will aim to grow the number of jobs and the contribution to GRP in priority sectors. In order to
measure progress of this Plan, the nominated priority sectors will be further defined. ANSZIC codes
relevant to each sector will be identified and gross regional product and employment data gathered
and monitored over time for each, for example:
Current Status
Metric Size
GRP (2013-14) $
Employment (2011) %
Goal – Annual % Growth higher than overall
GRP growth
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Section 12
High Impact entrepreneurship is more important than ever. There is almost nothing more important to
the global economy. As the industrial economy falls away with increasing speed and half the world’s
current jobs will be replaced by software, it becomes critical to build thoughtful programs to nurture the
entrepreneurial renaissance that will take its place.
Bjoern Lasse Herrmann author Global Start-up Ecosystems Report
6.2 Health and wellness
Who:
According to the ANZSIC, Health Care and Social Assistance includes, among other things, hospitals,
medical services, residential care, allied health services, pathology and diagnostic services, plus child
care services.
For the purposes of this Plan, the wellbeing sector has been included given that:
healthcare begins with preventing illness through wellness
the Noosa brand supports the wellness market with a tourism focus
events such as the Noosa Multi Sports Festival and Triathlon, the Noosa Festival of Surfing,
King of the Mountain, and Noosa Ultimate Sports Festival are conducive to health and
wellness and to Noosa’s outdoor lifestyle and climate
high standard infrastructure such as the Noosa Aquatic Centre, Noosa Leisure Centre and the
Noosa Trail Network support healthy lifestyles.
What:
The health and wellness sector:
Is growing strongly locally, regionally and nationally
Aging population will stimulate need/demand for services in this sector
Has been identified as a future driver of innovation and technology
Provides a range of employment opportunities
Has direct links to education and training opportunities
Supports local wellness, revitalisation and remedial businesses and the healthy lifestyle
appeal of the area
This sector is trending positive locally, regionally and nationally, driven by our aging population plus
advances in technology, diagnostics and treatments. The sector also relies on the same lifestyle
factors that underpin the popularity of tourism and make Noosa a much sought after destination.
While the aging population may imply that a shrinking workforce could produce less in gross
economic terms, it also indicates that there will be demand for a range of goods and services specific
to an older demographic. Our aging population is looking to remain active and healthy for longer.
This will drive opportunities in wellness industries.
It is expected that there will be an increasing focus on enabling people to remain in their family
home longer rather than transition into care facilities. This will create opportunities around in-home
care services.
Noosa provides below the industry average of aged care beds per capita: a gap the market will look
to fill, thus creating increased investment and job opportunities.
Healthcare is expected to be a key sector for innovation through technology. The CSIRO have
identified health (and biosecurity) plus wellness as a key focus area, driven by the ‘forever young’
megatrend where people seek activities that make them feel better and live longer. Finally, the
sector provides a wide variety of employment options, from highly skilled through to unskilled, with
many workplaces employing large numbers - as opposed to the generally smaller numbers employed
by boutique knowledge-intensive businesses.
How:
The annual implementation plan for this sector will include initiatives that aim to facilitate increased:
employment and career opportunities
business activity
collaboration and clustering
education and training opportunities.
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Section 13
6.3 Digital economy
Who:
Digital industries are captured in a number of Australia and New Zealand Standard Industry
Classifications. For example internet service providers, web search portals and data processing
services sit within the information media and telecommunications classification whereas computer
system design and related services sit within the professional, scientific and technical service
classification.
For the purposes of this plan the focus of actions is centred on: the provision of critical infrastructure
necessary to support the use of technology; assisting an entrepreneurial start-up sector to grow and
prosper; and supporting the growth of existing and new digital economy businesses across all
industry sectors.
What:
Digital Technologies are:
driving innovation
changing the way businesses operate
opening new channels to global markets
a high value adding sector
an export focussed sector
have a strong link to education and training.
We are in the midst of a global trend that signals a paradigm shift in the way business is carried out,
including how business engages with its customers. The digital economy extends beyond just the
ICT sector and significantly affects the competiveness of all businesses. It is widely accepted that
technology enables many businesses to achieve productivity gains and lowers costs relating to
production, marketing, sales, back office processing and reporting.
The Sunshine Coast Digital Action Plan led by Regional Development Sunshine Coast suggests that
digital innovation positively impacts on supply chain management, process automation, real time
reporting, business intelligence capabilities and enables greater mobility.
It is globally recognised that technology based businesses are important drivers of economic growth
and innovation. Start-up Aus believes that Australia is not keeping pace with the rest of the world,
has “under-invested” in high tech industries, and this has resulted in many technology companies
leaving not only regional areas but Australia generally in search of talent, capital and a more
supportive regulatory environment.
The digital economy supports diversification in a high value low impact sector that has the potential
to have a substantial and positive impact on regional exports. It is a sector that embraces clustering
and collaboration, that links strongly to education, and which is a strong contributor to employment
growth. Additionally Noosa boasts a range of co-working spaces, serviced offices, networks,
business mentors and is home to a number of successful digital entrepreneurs.
How:
In collaboration with industry, business and relevant organisations that support this sector, this Plan
looks to encourage:
access to high speed broadband infrastructure
use of technology in business
education and training opportunities
employment and career paths
collaboration and clustering.
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Section 14
6.4 Rural Enterprise
Who:
Rural enterprises are captured in a number of Australia and New Zealand Standard Industry
Classifications such as agriculture and manufacturing.
Locally, businesses that make a significant contribution to the region's rural economy include a
variety of primary producers and growers across livestock, horticulture, value-added boutique
products, farmers markets and businesses that provide support services to the sector. For the
purpose of this Plan, Rural Enterprise consists of businesses involved in production, processing, and
distribution of food and beverages, and those that provide support services to those businesses.
What:
Noosa’s sector has the opportunity to leverage a number of the region's competitive advantages and
consumer trends:
Noosa is well known for food
Noosa Biosphere Reserve status supports clean, green & locally produced food and
beverages
there are a growing number of boutique producers
there is increasing demand for sustainably produced local food and beverages.
Noosa’s predominantly peri-urban hinterland has a long agricultural history. In recent years there
has been a shift in agribusiness away from traditional industrial farming to smaller lot and lifestyle
farms. These take a more environmentally sustainable and lower-scale approach to farming and food
production.
This sector is one that could benefit from leveraging the clean, green credentials of the strong Noosa
brand, the emerging Biosphere brand, and the sustainability aspirations of the region. There is also
a global trend towards healthy eating, understanding the origins of local food and minimising food
miles. Anecdotally, local demand may outstrip local supply thus providing an opportunity for
imports, the development of local distribution hubs and cooperative business models.
The sector is supported by active networks such as Country Noosa, the Cooroy Chamber of
Commerce, Slow Food Noosa and an early-stage informal agribusiness network facilitated by
Council.
How:
In collaboration with business, industry and agencies that support the sector, this Plan looks to:
support increased collaboration and connections
develop efficient local supply chains
identify and communicate critical information about the sector
establish a premier food and beverage brand
increase employment and training opportunities.
6.5 Environmental Industries
Who:
Environmental industries are captured in a number of Australia and New Zealand Standard Industry
Classifications such as professional, scientific and technical services, manufacturing, electricity, gas,
water and wastewater services.
For the purpose of this Plan, environmental industries include environmental services, energy, water
and waste services, building materials, engineering and scientific services that support businesses in
the sector.
What:
Environmental Industries:
strongly align with Noosa Biosphere status
are a high value, export orientated sector
are driven by technology and innovation
provide skilled employment opportunities.
Environmental industries strongly align with Noosa values, sustainability aspirations and
demonstrated environmental credentials. Noosa’s UNESCO Biosphere Reserve status could be
leveraged to attract world class talent and experienced leaders to develop, research and pilot
projects that align with the Biosphere status. This sector combines creativity, inventiveness and
10 | P a g e
Section 15
advances in technology to develop products that address a global desire to find alternative sources
of energy, to reduce waste, and to minimise water and energy use.
Environmental industry businesses are generally high value adding and export-orientated. They fit
well with the community’s desire to diversify the structure of our local economy and to include more
knowledge–based businesses. Noosa is currently home to a number of well-established businesses in
this sector. There are also a number of high achieving Eco-Biz graduates who now enjoy cost
savings through implementing programs that reduce waste, and minimise water and energy use.
How:
Activity in this sector looks to support increased:
collaboration and clustering
business activity
employment and career opportunities
education and training opportunities.
6.6 Tourism
Who:
Businesses operating in the tourism industry are captured in a number of Australia and New Zealand
Standard Industry Classifications such as accommodation and food services, rental, hiring, real
estate services, arts and recreation.
What:
world class tourism destination
strong brand awareness
a very proactive industry
existing successful management and funding structure.
Noosa’s highly regarded tourism industry boasts strong brand awareness, provides a substantial
contribution to GRP and is a key employing sector. Noosa Shire clearly demonstrates a competitive
advantage in tourism.
The Noosa Sustainable Destination Plan 2013-2016 guides strategies and actions within this sector
and is delivered by the highly-regarded Tourism Noosa Ltd on behalf of Council and local businesses.
To enable this, Council collects a Tourism Levy from business and commercial property owners
across the Noosa Shire. This levy helps fund Tourism Noosa's operations.
This Plan recognises the far-reaching and positive outcomes of tourism across many industry sectors
in the Noosa economy. These include retail, local food and beverage producers, restaurants, events
and the many other businesses that support tourism related activities.
How:
Activity in this sector look to support:
increased visitor yield/spend
wider visitor dispersal
increased visitor satisfaction
6.7 Creative Industries
Who:
Creative industries businesses are captured in a number of Australia and New Zealand Standard
Industry Classifications such as information, media and telecommunication, arts and recreation
services and professional, scientific and technical services.
This Plan adopts the generally accepted definition that includes:
music composition and production
film and television production
entertainment software (including animation and computer games)
performing arts
writing, publishing and print media
advertising, graphic design and marketing
architecture, visual arts and design.
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Section 16
What:
Creative industries:
are high users of technology
trade on knowledge and intellectual property for production
embrace creativity which drives innovation
significantly contribute to the Noosa lifestyle
generally export services outside of the Shire
underpin a number of Noosa’s high profile events.
Creative industries are those industries that require originality of thought, expression and
imagination as predominant inputs in the production process. Creative industries have a potential
for wealth and job creation through the generation and exploitation of intellectual property. NESTA
defined Creative Industries ifn their 2013 Manifesto as “those economic activities which involve the
use of creative talent or commercial purposes”.
Creative industries businesses are creators of and early adopters of technology. They are innovators
that continually develop new ways to connect. Cultural industries are a significant sector of the
Australian economy. According to a 2015 Australia Council report, in 2008-9 Australian cultural
industries generated over $50 billion in economic activity, or $35 billion in Gross Value Added (GVA).
This was higher than the GVA for agriculture, forestry and fishing ($29 billion); electricity, gas, water
and waste services ($27 billion); and accommodation and food services ($28 billion).
Creative industries are a significant aspect of Noosa’s culture and lifestyle adding considerable
wellbeing benefits to residents and visitors alike.
How:
Activity in this sector looks to support increased:
collaboration and clustering
business activity
employment and career opportunities
education and training opportunities.
6.8 Professional Services
Who:
According to the Australia and New Zealand Standard Industry Classifications, Professional, Scientific
and Technical Services include businesses that specialise and sell their expertise as opposed to
selling equipment or materials. This specialisation generally requires a high level of training and
formal (usually tertiary level) qualifications. It includes scientific research, architecture, engineering,
computer systems design, law, accountancy, advertising, market research, management, and
consultancy services, veterinary science and professional photography.
For the purposes of this Plan, businesses operating in many of these areas will be captured during
profiling, measuring and monitoring with those industries already incorporated in other priority
industry sectors being excluded.
What:
Professional services are important to the development and growth of the key industries. They
provide support and services that help their clients to manage and improve their business, and they
play a key role in the commercialisation of new products and services.
Professional services are a key component of industry supply chains and they tend to cluster in
response to areas of specialisation. They are therefore important to the growth and development of
the priority sectors identified in this Plan.
The Professional Services sector is strongly represented in the Noosa Shire according to the 2011
Census data thus:
professionals account for approximately 18% of employment
managers account for approximately 14.4% of employment
sales workers account for approximately 14% of employment.
How:
Activity in this sector looks to support increased:
connection, collaboration and clustering
business activity
employment and career opportunities.
12 | P a g e
Section 17
7. Effective Land Use Planning:
Objective: To provide business certainty, a level of flexibility and to reduce red tape.
Who:
There is an opportunity for the business community to work with Council to consider potential
opportunities that may shape the next planning scheme. Definitions and zonings in the new scheme
may require scrutiny to better accommodate changing business, industry and workplace practices
and needs.
What:
One of Council’s key tools to influence the local economy is the Integrated Land Use Planning
Scheme. The planning scheme identifies the type of development the community would like to see
in specific locations as well as the "look and feel" of those areas. It also establishes the criteria by
which development will be assessed. It is the instrument used to balance and maintain amenity,
protect our competitive advantages, identify and shape our precincts and centres, and thus cater for
the future needs of business and industry.
How:
Effective land use planning will be achieved through consultation and engagement with the
community, including business and industry, as Council develops the next planning scheme. It is
anticipated that work will begin on the new planning scheme in 2016-17.
8. Enterprise Support
Objective: Support the development of strong businesses and stable employment opportunities
with a focus on those that export products and services outside of the Noosa Shire and that operate
in priority industry sectors.
Who:
On trend with the rest of the nation, Noosa’s business community predominately consists of micro
and small businesses that clearly make a substantial contribution to the local economy:
89.6% of businesses in Noosa are classified as micro. This figure is marginally above that of the SEQ
Region and the State.
Anecdotally, 40% of small businesses fail in the first four years of operation with a further 15-20%
closing by year seven.
Census data suggests that, in 2011, just under 9% of the Noosa workforce worked from home. This
indicates the large number of home-based businesses that operate in the Shire.
What:
Projects that support enterprise development will be delivered in partnership with local businesses,
business representative groups and organisations, as well as government agencies. These
stakeholders will operate in a variety of roles according to their area of interest, their expertise and
the available tools.
How:
Actions to achieve the Enterprise Support objective will:
encourage the development of strong and capable local businesses
attract talented entrepreneurs
increase the Shire's capacity to export products and services beyond the Shire across priority
sectors.
13 | P a g e
Section 18
9. Essential Infrastructure
Objective: Ensure the provision of infrastructure is appropriate to meet the needs of business and
visitors.
Who:
Council, in partnerships with other levels of government, plays a lead role in delivering and
maintaining essential community infrastructure. Meanwhile the private sector invests heavily to
enable commercial development.
What:
The provision of infrastructure is important to support business growth and development. This
includes: transport infrastructure that supports efficient delivery of products and services; effective
public transport for employees and customers; and emerging business infrastructure such as digital
connectivity, centres of excellence, business incubators and accelerators.
In a locale such as Noosa, where lifestyle is a key competitive advantage, high standards of
community infrastructure are inevitably prioritised.
How:
Infrastructure needs and priorities will continue to be identified in consultation with the community
and via stakeholder partnerships.
10. Skilled and Connected Businesses
Objective: Establish a connected business community where knowledge is openly shared and a
culture of learning and skill development exists.
Who:
There are a number of local business organisations, representative groups and education providers
that contribute to developing connections, skill development opportunities and educational
programs.
What:
It is widely recognised that education and human capital are key inputs to economic development.
Furthermore, skills and knowledge underpin business growth and the development of smart
industries. There is also a recognised relationship between education, interpersonal connectivity and
lifelong economic and social outcomes. Higher levels of education are associated with increased
employment opportunities, higher incomes, better health, longer life expectancy and stronger civic
engagement.
How:
Actions to achieve this objective will support stakeholders to work collaboratively to develop more
opportunities to connect and upskill existing and potential businesses.
11. Implementation, Monitoring and Reporting
In adopting the Local Economic Plan on behalf of the community, Council recognises that achieving
the desired outcomes will require a commitment of resources and specialist skills from a number of
groups and organisations within the community. Therefore, the delivery of this Plan will be the
result of collaborative projects undertaken in partnership could include but not be limited to:
Tourism Noosa Limited Sunshine Coast Creative Allianc
Noosa Biosphere Reserve Foundation CleanTech Sunshine Coast
Chamber of Commerce & Industry Regional Food & Agribusiness Network
Queensland – Noosa
Cooroy Chamber of Commerce Department of Agriculture & Fisheries
Department of State Development Central Queensland University
Regional Development Australia University of the Sunshine Coast
Noosa Junction Association Innovation Centre Sunshine Coast
Noosaville Business Association Country Noosa
Digital Sunshine Coast various meet-up groups and registered
training organisations
14 | P a g e
Section 19
Council aims to achieve the desired outcomes of the Local Economic Plan over a five-year
implementation period. As a part of annual operational planning and budget process, an Action Plan
will be developed that describes priority actions and identifies partners or lead agents where known.
The annual Action Plan will clearly identify:
prioritised projects and desired outcomes
what needs to be done
who is going to do it
what resources are required
key performance indicators.
Projects included in the annual Action Plan will be:
realistic and achievable
market driven
innovative in approach where appropriate
the best use of available resources.
Council may take on a variety of roles in the implementation of projects that result from this Local
Economic Plan. These may include facilitation, information sharing and partnership activities.
Progress on the Local Economic Plan and priority actions will be reviewed and reported to Council
and the community annually.
A two-tiered measuring process will be used to determine to what extent the desired economic
outcomes are being achieved.
1. Projects included in the annual Action Plan will be monitored in regard to progress and success.
2. Key data will be gathered on an annual basis to track and monitor the state of the local economy
and to inform the review of this Plan. This will include, but not be limited to:
Item Target
Growth in gross regional product Above the Queensland average
Growth in gross regional product compared to GRP growth exceeds population growth
population growth
Growth in gross regional product in each of Year-on-year increase
the defined priority industry sectors
Unemployment rate compared to state Lower than state average
average
Average income growth Higher than the state average
Change will be measured across the following timeline:
Statistics reflect movement at Year 3
Trend is demonstrated at year 5
Systemic change achieved at year 7.
Councils Economic Tool Box
- Direct links to other levels of
Governments
- Procurement
- Planning scheme and compliance
- Infrastructure hard and soft
- Economic programs and internal
resources
15 | P a g e
Section 20
12. Appendix 1
SUMMARY ECONOMIC PROFILE – Prepared by the AEC Group
POPULATION
The Noosa economy is not dissimilar to other lifestyle destinations in that the economy has
historically been geared towards population driven industry sectors.
The Noosa economy experienced particularly high levels of population growth in the period between
1981 and 1996, ranging between 16.5% and 5.1% on an annual basis. This population growth and
Noosa’s high tourism profile have in the past been key economic drivers.
While population growth began to slow in the early 2000’s, Noosa’s reputation as a world class
tourism destination continued to grow strongly, deepening our economic reliance on tourism,
hospitality and retail as key employing industry sectors.
Since 2004 population growth in Noosa Shire averaged 1.2% per annum compared to 2.2% for SEQ
region and 2.1% for Queensland, however forecast population growth is expected to average only
0.8% per annum in Noosa Shire reaching a population of approximately 62,000 by 2036. This is
consistent with the Noosa Plan which identified the optimum carrying capacity for our community.
Noosa LGA Historical and Projected Population
70,000 3.0%
60,000
2.5%
50,000
2.0%
40,000
Population
% Growth
1.5%
30,000
1.0%
20,000
0.5%
10,000
0 0.0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2016 2021 2026 2031 2036
Noosa Noosa % Growth SEQ % Growth Queensland % Growth
Noosa’s population is ageing, albeit faster than many other regions. In 2011, the median age for the
shire was 46 years compared to 38 and 36 years in the SEQ region and Queensland respectively.
Residents aged 45 years and over accounted for 39.3% of the population in 1991 and 50.9% at the
2011 census.
While the aging population going forward implies a smaller workforce will produce less in economic
terms, it also indicates there will be demand for a range of goods and services specific to an older
demographic.
16 | P a g e
Section 21
Residents by Age Bracket, Noosa Shire LGA, 1991-2036
100%
90%
Proportion of Residents in Age Brackets (%)
80%
70%
60%
50%
40%
30%
20%
10%
0%
1991 1996 2001 2006 2011 2016 2021 2026 2031 2036
0-4 years 5-14 years 15-19 years 20-24 years
25-34 years 35-44 years 45-54 years 55-64 years
65-74 years 75-84 years 85 years and over
Source: Noosa Shire Council (unpublished)
EMPLOYMENT
Employment trends in Noosa reflect both our aging population, national trends in health care, and a
strong tourism sector. Increased employment in professional, scientific and technical services
signals growth in ‘smart’- high value industry sectors. This is a trend that could be exploited.
Three of the top five employment sectors in Noosa are primarily geared towards population and
tourism driven industry sectors. These five sectors provide 60% of all local jobs:
Retail trade employs 16% of the total workforce, which is 50% higher than the Australian
average
Accommodation and foods services employ 14% of the total workforce which is double the
Australian average
Health care and social assistance employs 12% of the total workforce
Education and training employs 9% of the total workforce, and
Construction employs 8% of the total workforce.
Employment by Industry, 2011 Note: Place of work. Source: ABS (2011)
Retail Trad e
Acco mmo dation and Food Services
Health Care and So cial Assistance
Ed ucation and Training
Co ns truction
Pro fessional, Scientific and Technical Services
Manufacturing
Other Services
Ad ministrative and Sup port Services
Rental, Hiring and Real Es tate Services
Who lesale Trad e
Pub lic Ad ministration and Safety
Financial and Ins urance Services
Trans p ort, Po stal and Warehousing
Arts and Recreation Services Queens land
Ag riculture, Fo restry and Fishing So uth Eas t Queensland
Info rmation Media and Telecommunications
No osa LGA
Electricity, Gas, Water and Waste Services
Mining
0.0% 5.0% 10.0% 15.0% 20.0%
% of Employment by Industry
17 | P a g e
Section 22
Change in Employment, Noosa Shire, 2001-11
Other services
Arts and recreation services
Health care and social assistance
Education and training
Public adminsitration and safety
Administrative and support services
Professional, scientific and technical services
Rental, hiring and real estate services
Financial and insurance services
Information media and telecommunications
Transporrt, postal and warehousing
Accommodation and food services
Retail Trade
Wholesale trade
Construction
Electricity, gas, water and waste water
Manufacturing
Mining
Agriculture, forestry and fishing
-400 -200 0 200 400 600 800 1,000 1,200
Employment (No.)
Source: ABS (2001, 2011)
Noosa Shire has a labour force of 27,055 people. 25,085 are currently employed and 1,970 are not,
reflecting an unemployment rate of 7.3%. Unemployment in Noosa Shire is generally slightly higher
than the SEQ Region and the State.
Noosa LGA Unemployment and Labour Force Source: QGSO (2015)
30,000 8.0%
7.0%
25,000
6.0%
Unemployment Rate (%)
20,000
Labour Force (No.)
5.0%
15,000 4.0%
3.0%
10,000
2.0%
5,000
1.0%
0 0.0%
Noosa LGA Labour Force Noosa LGA Unemployment % SEQ Unemployment % Queensland Unemployment %
Across all occupations, professionals are the most prominent accounting for 18.5% of all employed
Noosa residents. This was followed by technicians and trades 15.5%, managers 13.7% and sales
workers 12.4%.
18 | P a g e
Section 23
TOURISM
Noosa has a world class tourism sector and notable brand awareness. The tourism sector is strong
and active and as a result experienced good increases in visitation for both domestic and
international visitors for the year ending June 2015, up 16% and 19% respectively. In the year
ending June 2015 the sector injected $700 million into the local economy, with increases in the
higher yield international and interstate markets while the lower yielding day trip visitor market saw
expenditure drop considerably (-15%).
Source: Tourism Research Australia, National and International Visitor Survey, YE June 2015/EMDA
GROSS REGIONAL PRODUCT
Noosa Shire produced just under $2.6 billion in gross regional product (GRP) in 2013-14, this was an
increase of 5.6% on the previous year, compared to 1.8% and 2.3% increases for SEQ Region and
the State respectively. The Noosa economy experienced stronger growth than the SEQ Region and
Queensland as a whole, on average over the last 5 years. Noosa’s GRP averaged 2.5% per annum
growth over the last five years compared to 2.2% for SEQ Region and 2.1% for Queensland as a
whole.
Industry sector contribution to the economy in terms of industry value add to gross regional product,
again clearly reflects the structure of the economy with the health care, retail and construction being
the fastest growing sectors.
Electricity, gas, water and waste services generated the highest GRP per employee at $429,461 per
employee, followed by financial and insurance services at $291,199 per employee, and rental, hiring
and real estate services ($151,638 per employee).
Conversely the major Noosa Shire industries of retail trade and accommodation and food services
generate lower GRP per employee $54,806 and $42,788 per employee respectively.
Noosa Shire Historical GRP and Growth Rate Source: AEC (unpublished)
$3,000 6.0%
5.0%
$2,500
4.0%
$2,000
3.0%
% Growth
GRP ($M)
$1,500
2.0%
$1,000
1.0%
$500
0.0%
$0 -1.0%
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
No osa LGA GRP ($M) No osa LGA % Growth SEQ % Gro wth Queens land % Growth
19 | P a g e
Section 24
Noosa Shire IVA Breakdown (2013-14) Source: AEC (unpublished)
Construction
Health care and social assistance
Retail trade
Financial and insurance services
Accommodation and food services
Education and training
Rental, hiring and real estate services
Professional, scientific and technical services
Manufacturing
Administrative and support services
Wholesale trade
Electricity, gas, water and waste services
Public administration and safety
Transport, postal and warehousing
Queensland
Other services
South East
Information media and telecommunications
Queensland
Arts and recreation services Noosa LGA
Agriculture, forestry and fishing
Mining
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0%
% of IVA
INCOME
Industries most closely associated with the tourism sector such as retail, accommodation and food
services together with transport, postal and warehousing; offered the lowest wages. This included
arts and recreation services at $698.50 per week, accommodation and food services $612.7 per
week, and retail trade $607.2 per week.
Noosa Incomes by Industry (Inflation Adjusted to November 2014) Source: ABS (2011, 2015c)
Industry Noosa
Mining $1,953.4
Electricity, Gas, Water and Waste Services $1,531.8
Financial and Insurance Services $1,317.1
Public Administration and Safety $1,268.4
Professional, Scientific and Technical Services $1,204.1
Construction $1,142.5
Education and Training $1,135.5
Information Media and Telecommunications $1,085.8
Transport, Postal and Warehousing $1,068.7
Health Care and Social Assistance $1,058.6
Wholesale Trade $1,045.8
Rental, Hiring and Real Estate Services $1,032.6
Manufacturing $1,015.8
Administrative and Support Services $854.3
Agriculture, Forestry and Fishing $841.9
Arts and Recreation Services $782.9
Other Services $767.8
Accommodation and Food Services $686.7
Retail Trade $680.5
Noosa Shire reported a median household income almost $200 below the SEQ Region average and
almost $300 below the State average in 2011 ($953.5, $1,150.7 and $1,235.0 per week
respectively).
This may reflect the attraction of a lifestyle region where people choose to work less/part time; and
could be partly attributed to the high proportion of part-time work in the region. Part time work
20 | P a g e
Section 25
accounts for around 35%-40% of total employment within the broader Sunshine Coast Statistical
Area Level 4 (SA4), compared to around 25%-30% in other benchmark regions.
BUSINESS COUNTS
Noosa Shire is home to some 7,400 businesses. 62.1% of those are non-employing micro
businesses and 27.5% employ between 1-4 people. At the other end of the scale 0.01% employ 200
or more people. By turnover, 26.4% of businesses have a turnover between $0 and $50,000 with
13.1% turning over between $500,000 and $2 million.
Noosa is also home to a range of very successful entrepreneurs and business people with expertise
across multiple industry sectors. Many of these same people are active within the community and
business organisations such as Tourism Noosa, Noosa Biosphere Reserve Foundation, Noosa
Community Biosphere Association Inc. The Chamber of Commerce and Industry Queensland – Noosa
Business Mentors and the Project Focus Group established to contribute the development of this
Plan.
Noosa LGA Business Counts by Turnover Range Source: ABS (2015d)
13.1%
26.4%
20.1% $0 to - $50,000
$50,000 - $100,000
$100,000 - $200,000
$200,000 - $500,000
$500,000 - $2 million
16.8%
19.8%
Business Counts by Employment Size Source: ABS (2015d)
Non-employing
1-4
15-19
Queensland
South East Queensland
20-199
Noosa LGA
200+
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
& of Businesses
INDUSTRY CLUSTERS
Cluster mapping highlights where Noosa has an existing competitive advantage against a national
industry backdrop using Location Quotients – In this instance it relates to the concentration of
industries by employment, overtime. By doing this, growth opportunities in specific industry sectors
can be identified and considered.
Industry clusters located above the “1”on the vertical axis indicate an existing industry concentration
and a competitive advantage within the region. Forecast national industry employment growth
21 | P a g e
Section 26
(2014-21019 is plotted along the horizontal axis, with ‘zero’ per cent’ growth over the five years
creating a midline. The further to the right of this central horizontal axis, the faster the industry is
forecast to expand. Similarly, the further to the left, the faster it is forecast to contract. The size of
the cluster (bubble) within the map represents the size of the local workforce in the industry sector.
The cluster maps identify the national industry sectors where the Noosa Shire has a relative
competitive advantage (upper section). These are natural targets for economic and industrial
development. The maps also shows industry employment sectors that are growing at the nations
level but not currently strongly represented in the region (lower right quadrant). It further shows
employment sectors that are forecast to contract nation-wide, identifying those sectors likely to be
shedding jobs across Australia (left side of the graph).
Well represented, high growth industry sectors for Noosa Shire include:
Rental, hiring and real estate services (LQ 2.2)
Accommodation and food services (LQ 2.1)
Retail trade (LQ 1.5).
Future high growth sectors relevant to Noosa Shire are:
Professional, Scientific and Technical Services (LQ 1.0)
Financial and insurance services (LQ 0.6)
Healthcare and social assistance (LQ 1.1)
Education & Training (LQ 1.1).
Cluster Map (ANZSIC 1 Digit)
3.0
Well-represented/Low Growth Well-represented/High Growth
= 600 employees
Cluster Concentration 2011 (Comparison with Australia)
2.5
Accommodation Rental, hiring and
and food services real estate services
2.0
Retail Trade
1.5
Administrative and
support services
Personal Services Health Care and Social Assistance
Arts and recreation
services Construction Education and Training
1.0
Professional, Scientific
Information Media and and Technical Services
Telecommunications
Manufacturing Financial and Insurance
Wholesale Trade Services
0.5
Transport, Postal and Electricity, Gas, Water
Warehousing and Waste Services
Agriculture, Forestry and Fishing Public Administration
Mining
and Safety
Under-represented/Low Growth Under-represented/High Growth
0.0
-10.0% -4.0% 2.0% 8.0% 14.0% 20.0%
% Industry Employment Growth 2013-14 to 2018-19
Source: ABS (2011), IbisWorld (2015)
22 | P a g e
Section 27
13. Definitions
Economic Structure - Economic structure is a term that describes the changing balance of output,
trade, incomes and employment drawn from different economic sectors – ranging from primary
(farming, fishing, mining etc) to secondary (manufacturing and construction industries) to tertiary
and quaternary sectors (tourism, banking, software industries).
Brand – Is the combination of design and words employed in creating an image that identifies a
product and differentiates it from its competitors. Over time, this image becomes associated with a
level of credibility, quality, and satisfaction in the consumer's mind. The Noosa Brand is built around
the natural beauty of our region that is conducive to relaxation and revitalisation, and reflects a level
of style.
Business Incubator - The definition of a Business Incubator can be described as a set of programs
set up by a government, business alliance or academic group though a variety of services/training.
The intent is to help small companies in the incubator have a better chance of survival through the
start-up phase. Services may include but not limited to:
office space: Usually at a reduced rate
office services: Receptionist, conference rooms, computers, office equipment etc
entrepreneurial advice and mentoring: Entrepreneur advisor services can range from
establishing a web presence to identifying IP licensing opportunities to raising capital
business planning and market adjustment consulting: Business plans are dynamic and
constantly need to be adjusted to fit the market
contacts and Networking: The biggest advantage of a business incubator is its access to
experienced entrepreneurs, innovators and professionals who can answer questions, provide
guidance and resources.
Business Accelerator – A Business Accelerator is very similar to an incubator but differs in that
they usually have a greater focus on companies entering or growing in a national or global market.
Business accelerators are more likely to be financed by venture capitalist looking for an opportunity
to finance growth potential through defined action plans.
Business accelerators will generally offer all of the services offered by a business incubator. The key
difference is the level of hands-on involvement by accelerator management which should increase
the chances of success.
Gross Regional Product (GRP) – is one of several measures of the size of its economy. Similar to
GDP, GRP is defined as the market value of all final goods and services produced within an area in a
given period of time.
Australian Bureau of Statistics (ABS) – Australia's national statistical office. The mission
statement of the ABS is to assist and facilitate informed decision making, research, and discussion
within governments and the community by providing a high quality and objective national statistical
service.
Australian and New Zealand Standard Industry Classification (ANZSIC) – is a hierarchical
classification with four levels, namely divisions (the broadest level), subdivisions, groups and classes
(the finest level). At the divisional level, the main purpose is to provide a limited number of
categories which will provide a broad overall picture of the economy.
23 | P a g e
Section 28
Attachment 2
NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
1. Diversification of the economy by growing priority sectors
Health and Wellness
Ref Action Priority Agency
1.1 Profile the sector to better understand the industry’s economic impact, strengths, challenges and opportunities. 2 Cncl
1.2 Support cluster development in the health and wellness sector to support increased connections and collaborations. 2 Cncl
1.3 Work with business and industry to identify potential initiatives that increase economic activity and generate employment in the health and 2 CoC
wellness sector.
1.4 Examine planning impediments in the sector. 2 Cncl
1.5 Explore the concept of, and test support for, the establishment a centre of excellence in aged care. 2 Cncl/IND
Digital Economy
1.1.1 Actively pursue the establishment of ITC driven work hubs in the Noosa Shire. Current Cncl/IND
1.1.2 Support the development of a Digital Entrepreneurs Network. Ongoing Cncl
1.1.3 Support selected regional initiatives through the Digital Sunshine Coast program including broadband infrastructure, skills and workforce Ongoing RDA/Cncl
development.
1.1.4 Establish a Digital Economy Reference group to provide expert advice on broadband infrastructure, technology solutions and take up. 1 Cncl
1.1.5 In collaboration with business, industry and support agencies, facilitate the establishment of projects that strengthen the local start-up 1 Cncl
community/eco system - for example the Digital Entrepreneurs Network.
Section 29
NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
Rural Enterprise
Ref Actions Priority
1.2.1 Profile the sector to better understand the industries economic impact, strengths, challenges and opportunities. Current ABN
1.2.2 Support the development of Agribusiness Networks. Current Cncl
1.2.3 Map supply chains and distribution channels within the local food and beverage sector to identify gaps and potential business opportunities Current CNF
or efficiency gains.
1.2.4 Finalise the Agricultural Land Use Study to inform the next planning scheme. Current Cncl
1.2.5 Support appropriate regional agribusiness initiatives and workforce development activities. Ongoing ABN/CNF/Cncl
1.2.6 Support the development of appropriate food tourism initiatives. Ongoing TN
1.2.7 Explore the establishment of a Noosa food and beverage brand. 1 Cncl/ABN
1.2.8 Explore the establishment a Noosa appellation similar to the Barossa, Margaret River and King Island. 1 Cncl/ABN
Environmental Industries
1.3.1 Profile the sector to better understand the industries economic impact, strengths, challenges and opportunities. 3 Cncl
1.3.2 Explore how the next planning scheme might support business development in this sector – for example precinct planning. 3 Cncl/IND
1.3.3 Explore the opportunity to better leverage Noosa’s Biosphere status, clean green brand and environmental credentials and communicate 3 Cncl/NBRL/
Noosa’s competitive advantage in this sector.
CoC
1.3.4 Work with business and industry to identify opportunities to support increased economic activity and generate employment in this sector for 3 TBD
example start up and entrepreneurship programs.
Section 30
NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
Tourism
Ref Actions Priority
1.4.1 Continue to implement the Noosa Sustainable Destination Plan Ongoing TN
1.4.2 Support the development of tourism through the collection and management of the tourism levy Ongoing Cncl/TN
1.4.3 Pursue the development of high yield visitor markets Ongoing TN
1.4.4 Continue to develop strategies aimed at increasing revenue from business events Ongoing TN
1.4.5 Achieve greater dispersal of visitors across the Shire through the development of hinterland and eco experiences such as the Noosa Trail Ongoing TN
Network
1.4.6 Explore opportunities to grow sectors within tourism in Noosa – for example health & wellness, education and sport 2 TN
1.4.7 Examine planning impediments in the sector and opportunities for the next planning scheme to better facilitate a broader range of visitor 2 Cncl
experiences
1.4.8 Identify infrastructure/facility and how best to support the development of these assets 3 TN
Creative Industries
1.5.1 Profile the sector to better understand the industries economic impact, strengths, challenges and opportunities 3 Cncl
1.5.2 Explore how the planning scheme can enable business development in this sector - for example precinct planning for entertainment, creative 3 Cncl
industries etc.
1.5.3 Work with business and industry to identify opportunities to support increased economic activity and generate employment in this sector, for 1 Cncl/SCCA
example co-operative business models, social enterprise, start up and entrepreneurship programs
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NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
Professional Services
Ref Actions Priority
1.6.1 Profile the sector to better understand the industries economic impact, strengths, challenges and opportunities 3 Cncl
1.6.2 Work with business and industry to identify opportunities to support increased economic activity and generate employment in this sector 3 Cncl/IND
1.6.3 Ensure a planning and regulatory environment that supports sole operators and small businesses 2 Cncl
2. Effective land use planning - provide business certainty, a level of flexibility and reduce red tape.
2.1 Establish an expert Business Reference Group to work with Councils Strategic Land Use Planning team in the development of the next 2 Cncl/IND
planning scheme
2.2 Develop a communications strategy to engage and educate the business community on the development of the new Noosa Planning Scheme 2 Cncl
3. Enterprise support - support the development of strong businesses and stable employment opportunities with a focus on those in key industry
sectors that export outside the Shire.
3.1 Explore how to best leverage the existing Noosa brand to promote Noosa as a preferred business location 1 Cncl/TN/ CoC
3.2 Create a business/economic prospectus that talks to the strengths of our local economy and includes case studies on successful Noosa Shire 1 Cncl/IND/ COC
based businesses
3.3 Establish a single point of contact within Council for new, prospective and existing businesses 1 Cncl/CoC
3.4 Explore the establishment of a local body that could foster partnerships and investment, useg local expertise, skills and networks to address 1 Cncl/IND/ CoC
local economic opportunities, issues, infrastructure needs; support start-up ecosystems, and markets Noosa as a business destination
3.5 Establish an on-line data and information library to monitor and track economic activity and assist business decision making 1 Cncl
3.6 Establish an awards program that recognises and supports further achievement in targeted focus areas for example innovation, 2 Cncl
entrepreneurship and sustainability
3.7 Establish a business development program that supports business success, innovation and entrepreneurship: 1 Cncl
Establish a competitive business development fund that supports collaboration and clustering in key sectors and encourages
innovation and entrepreneurship.
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NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
Establish an innovation program that enables local work hubs to deliver curated content
Support the development of industry networks and clustering initiatives
3.8 In partnership with industry, business support groups and agencies, examine business development opportunities across industry sectors 1 Cncl/IND/CoC
3.9 Work with State and Federal government agencies to ensure the delivery of government business support services in our shire Ongoing Cncl/IND
4.0 Explore opportunities to engage with all segments of the community in growing the economy including youth/younger, middle and senior 2 Cncl/CoC/IND
generations
4. Essential infrastructure -ensure the provision of infrastructure is appropriate to meet the needs of business and visitors
Ref Actions Priority
4.1 Advocate to government and telecommunication providers for improved infrastructure to facilitate connectivity including broadband and Ongoing RDA/Cncl
mobile technology
4.2 Maintain community assets in accordance with Asset Management Plans to support those industry sectors that rely heavily on lifestyle Ongoing Cncl
attributes
4.3 Ensure the needs of the Noosa business community are taken into account as part of the Transport Strategy Ongoing Cncl
5. Skilled and connected businesses - establish a connected business community where knowledge is openly shared and a culture of learning and
skill development exists.
5.1 Advocate and encourage the re-activation of education services from the TAFE Tewantin site Current Cncl/IND
5.2 Work with industry representative groups such as the Chamber of Commerce to support and strengthen networks, connections and Ongoing Cncl
collaboration between businesses and opportunities for skill development - for example Business Mentoring Noosa, networking opportunities
that align with this plan, a Noosa Alumni network
5.3 Build alliances with education providers to increase strategy alignment, collaboration and the delivery of education services that meet the 2 Cncl/IND
needs of the business community and support growth in high value low impact industry sectors
5.4 Identify potential education and training opportunities that support the development of innovation and entrepreneurship within high value 2 Cncl/IND
low impact sectors
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NOOSA SHIRE LOCAL ECONOMIC PLAN
ACTION PLAN OCTOBER 2015
6. Implementation, monitoring and reporting
6.1 Work with industry, agencies and business groups to develop implementation plans for identified priority actions 1 Cncl/IND
6.2 Explore new and sustainable approaches to funding the economic aspirations of the community 1 Cncl/IND/TN/CoC
6.3 Report annually to the community using a variety of channels – forums, online, social media, report card 1 Cncl
6.4 Review and up-date this plan annually as required Annually Cncl
Council Cncl
Tourism Noosa TN
Chambers of Commerce & Industry CoC
Agribusiness Network ABN
Country Noosa Forum CNF
Noosa Biosphere Reserve Foundation NBRF
Regional Development Australia RDA
Sunshine Coast Creative Alliance SCCA
Industry & Business IND
Priority 1 Year 1-3
Priority 2 Year 2-4
Priority 3 Year 2-5