Economic Development Strategy

Griffith Carrathool

M urrumbid

er e Riv ge

Griffith City Council

Leeton Narrandera

Sustaining our Region for a Productive Future

Front & Back Cover: Lookout over Griffith Inside Front Cover: Winemaker on Barrells Inside Back Cover: Wine Barrells

As part of the Strengthening Riverina Irrigation Communities Project Cluster 4 Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Photos supplied by Griffith Shire Council Project design by Evolution Art & Design 0417411162 | June 2012

Â

Contents

1.0. EXECUTIVE SUMMARY....................................................................................1 1.1 .Summary............................................................................................................1 1.2

Key Economic Development Projects...............................................................2 1.2.1. Regional Workforce Development Strategy................................................2 1.2.2. Business Retention and Expansion Program..............................................3 1.2.3. Education Services......................................................................................3 1.2.4 .Lobby Strategy............................................................................................4 1.2.5 .Freight Intermodal Terminal.........................................................................5 1.2.6 .Renewable Energy and Green City.............................................................5 1.2.7. Grow Tourism...............................................................................................6

2.0. PURPOSE OF ECONOMIC DEVELOPMENT STRATEGY..............................7 2.1 .What is an Economic Development Strategy?...................................................7 2.2 .Why do we need an Economic Development Strategy?....................................7 2.3. How was this Strategy prepared?......................................................................8 2.4. Alignment with Community Plans.......................................................................8 2.5 .Alignment with RDA Plan....................................................................................8 2.6 .Alignment with NSW 2021 Plans........................................................................9 2.7. Alignment with Indigenous Economic Development Strategy...........................9 3.0 .REGIONAL PROFILE......................................................................................10 3.1. External Economic Trends and Influences.......................................................11 4.0. ECONOMIC DEVELOPMENT VISION............................................................ 13 5.0. GUIDING PRINCIPLES.................................................................................... 14 6.0. STRENGTHS, OPPORTUNITIES AND CHALLENGES................................. 16 7.0. PROJECTS...................................................................................................... 17 7.1 .Opportunities..................................................................................................... 17

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

8.0 .ACTIONS......................................................................................................... 23 9.0 GOVERNANCE.................................................................................................27 9.1. Monitoring, Reporting and Resources..............................................................27 9.2 .KPIs and Milestones..........................................................................................28 9.3 .Performance Monitoring....................................................................................28 9.4 .Periodic Reviews...............................................................................................28 9.5 .Strategic Reviews..............................................................................................28 10.0 .REFERENCES.................................................................................................29 ANNEXURES Annexure 1: ............................... Water Efficiency Strategy.................................... 30 Annexure 2: ...............................Digital Economy Strategy . ................................ 32

LIST OF ACRONMYS AND ABBREVIATIONS CMA

Catchment Management Authority

SKM

Sinclair Knight Merz

BREP

Business Retention and Expansion Program

IEDS

Indigenous Economic Development Strategy

RDA

Regional Development Australia

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

1.0

1.1 Summary This strategy has been developed to assist Griffith City Council to address the challenge of a future with less water by promoting and driving economic development opportunities in the shire.

The development of this strategy has engaged representatives from many different sectors across our community to ensure a wide ranging perspective on the final document and wide spread ownership of the final product.

The focus of this strategy is developing a long-term sustainable region, and it has been important to acknowledge where we have come from and try to build on our current strengths, notably reliable water access.

Business and the community within Griffith City will need to be the drivers of this strategy which will be underpinned by the following 7 Guiding Principles:

•

Facilitate Sustainable Business Growth;

•

Enhance Workforce Development;

•

Provide Enabling Infrastructure;

•

Responsible Resource Stewardship;

•

Attract Investment through Marketing, Promotion & Collaboration;

•

Strengthen the Region; and

•

Meet Community Needs.

The 7 Guiding Principles will provide the strategic framework to achieve the Economic Development Vision.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

1

1.2 Key Economic Development Projects In the development of this strategy, Council has prioritised the following projects:

•

Regional Workforce Development Strategy;

•

Business Retention and Expansion;

•

Education Services;

•

Lobby Strategy;

•

Freight Intermodal Terminal;

•

Renewable Energy and Green City; and

•

Tourism.

These and other projects considered in the preparation of the Strategy are outlined in Section 7.0 of this report. The following sub-sections outline the key actions for the prioritised projects.

1.2.1 Regional Workforce Development Strategy What is it?

The Regional Workforce Strategy is designed to improve retention and attraction of skilled and semi-skilled workers to the region by understanding the current and future workforce requirements in Griffith.

Why is it needed?

Griffith’s regional location means that business and industry must attract skilled and semiskilled workers during growth periods to capitalise on the growth opportunities. To better understand the employment needs for business and industry, Council should complete a skills audit to identify current and future skills gaps.

What will it deliver?

The Regional Workforce Development Strategy will deliver Council with an updated understanding of business employment requirements now and into the future, so that skills gaps can be identified and strategically addressed. The strategy will encourage business to develop cluster groups to share resources, such as training and up-skilling of workers when required to improve the retention and attraction of workers to the region.

2

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

1.2.2 Business Retention and Expansion Program What is it?

The Business Retention and Expansion Program (BREP) will assist Council to understand their current ‘health’ and future plans of local businesses to enable Council to support economic and employment development. The BREP involves conducting in-depth surveys with local businesses and then developing a strategic approach to assisting business growth.

Why is it needed?

Griffith businesses have been through a prolonged period of drought, impacted by global economic instability and high exchange rates, and are now battling with the uncertainty surrounding the Murray-Darling Basin Plan. These events have had a dramatic effect on business bottom-line and confidence. This project will provide Council with the necessary information to develop tools and strategies to assist business in their future growth.

What will it deliver?

The BREP will deliver a health check on the local business environment to support the development of a strategic approach to the ongoing stimulation of business growth. The BREP will identify any gaps in the current business sector and devise strategies to fill the gaps. The survey will provide information on changes to a business’s turnover, employee numbers and what they perceive as their biggest challenges. This will allow Council to research, develop and implement practical tools to assist growth opportunities.

1.2.3 Education Services What is it?

To build upon Griffith’s high quality education services Council should investigate opportunities and demand for further education facilities in the city. This investigation should include consideration of the need for a variety of public, private, higher education and special schools.

Why is it needed?

Griffith is continuing to grow, with student numbers expanding at most schools across the shire. There are a growing number of students who are leaving the region to seek alternative education especially private schools and tertiary education. To assist with the continued

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

3

growth of Griffith there is a need to ensure that education services, from early childhood through to University, are of a standard that will attract new residents and retain students currently studying outside the region. Council should review all current education services to ascertain the need to expand these services.

What will it deliver?

This project will deliver Council with a solid business case to approach the State Government for increased public educational services or develop a strategic approach to attracting a private education provider to the region. Council will continue to work with CSU and TAFE NSW on the expansion of the current University Study Centre which will provide a strong base for other educational services.

1.2.4 Lobby Strategy What is it?

For Griffith City Council to be effective at a State and/or Federal Government level there is a lot of groundwork to be done on a regular basis to ensure that the projects/issues in our region are well known to the decision makers. This necessitates a strategic approach to lobbying those decision makers, by working closely with the Departments and Ministers’ advisors on identified projects/issues to provide the background information prior to involving Ministers, Mayors, Councillors and General Managers.

Why is it needed?

There are over 150 Councils in NSW and 700 Councils across Australia who are all vying for the ear and dollars of State and Federal Governments. To be heard Council needs to be more strategic about how lobbying is conducted to maximise our exposure. Council needs to optimise exposure to Ministers by ensuring that all background and other information has been delivered to departments and Ministers’ offices prior to any meetings with the Minister.

What will it deliver?

The aim of the Lobby Strategy is to develop a closer and stronger relationship with Departments and Ministerial Offices so that the background of projects/issues can be discussed at this level prior to the Mayor or General Manager meeting with the Minister.

This should allow for more effective communication at a higher level. The strategy will allow issues such as freight terminal relocation, Community Private Hospital and the Murray Darling Basin Plan to be promoted.

4

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

1.2.5 Freight Intermodal Terminal What is it?

The current freight terminal is located adjacent to the CBD, which restricts its services through physical location and established curfews to reduce the impact on surrounding residents. There is a need to relocate the current freight terminal to a new site outside of the CBD and establish a Western Riverina Intermodal Freight Terminal.

Why is it needed?

Being located in the centre of a highly productive agricultural region Griffith (and surrounds) rely heavily on rail freight to deliver product to the Sydney and Melbourne ports for export overseas, and with a dramatic increase expected in products that will need to be transferred to these ports there is need for a more functional freight terminal. With products such as walnuts, cotton and grain expected to continue to increase in volumes over the coming years the current terminal does not have the capacity or facilities to handle these new products and so they are being transported by road.

What will it deliver?

The new intermodal freight hub will deliver a state of the art facility that will allow increased export opportunities to be handled through the terminal and for more freight to be transferred via rail. The new terminal will provide facilities for products such as grain, cold storage for citrus and other products, and will accommodate new products such as cotton and walnuts. It will provide industries with the ability to locate processing plants or packaging depots at the adjoining industrial development to provide a complete logistics solution.

1.2.6 Renewable Energy and Green City What is it?

Renewable energy and green cities are a major focus of Governments now right around the world. With Griffith’s location and climate Council should investigate the opportunities available to support renewable energy projects and the development of a ‘Green City’.

Why is it needed?

The delivery of renewable energy options for business has become more attractive due to the ability for business to reduce their carbon footprint and the possibility of reducing their

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

5

current power costs. To ensure that Griffith is seen as a region on the front foot for business and industry, Council should investigate and develop business plans for the attraction and implementation of renewable energy options.

What will it deliver?

This project will deliver a better understanding of the advantages and benefits of the attraction and development of renewable energy projects in the region and the requirements of achieving a ‘green city’ status. The active engagement of business, industry and community in developing renewable energy projects and ‘green city’ suburbs are core goals of the project.

1.2.7 Grow Tourism What is it?

Tourism is an important driver of economic development for Griffith and surrounds. Council’s Economic Development and Tourism teams need to work closely together on new projects and promotion opportunities.

Why is it needed?

Tourism in Griffith has primarily been based on three major areas: itinerant tourism (backpackers, pickers), business tourism (sales representatives and other businesses) and grey nomads. To allow Griffith to maximise opportunities created by tourism in the region Council needs to better understand the needs and wants of tourists and how they are able to contribute to the economic growth of the region. Identification of new business ventures or expansion of current businesses will form part of the project.

The project will identify opportunities to promote and maximise the region’s current food and wine sectors, which possess strong tourism potential if a coordinated approach can be achieved.

What will it deliver?

A coordinated and combined approach to marketing and promotion of the region between tourism and economic development will maximise outcomes from Council’s financial input and deliver targeted results to attract more tourists and increase business attraction opportunities.

6

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

2.0

2.1 What is an Economic Development Strategy?

Economic development strategies vary widely. This Strategy was developed with the following definitions in mind: “An economic development strategy is created to provide direction in growing your local economy and to benefit your region in the short and long term.”

and

“An economic development strategy is designed to improve the flow of human and financial resources into and within a region for the benefit of the community.”

2.2. Why do we need an Economic Development Strategy?

This Strategy has been developed as an additional resource for Council to encourage future growth in business and community in conjunction with their integrated planning requirements.

Whilst a lot of people, businesses, organisations, government and industry groups are involved, this Strategy continues to be facilitated and driven through the Economic Development function of Council.

A great deal of flexibility regarding the implementation of this Strategy is required. It is anticipated that changes in priorities or projects for varying reasons will occur. It is a dynamic document that is subject to constant change. This strategy will be reviewed six monthly in order to ensure that objectives and projects are being achieved against the strategic objectives.

A major focus of the Strategy will be around planning for a future with less water and the investment in water savings initiatives including cost effective water infrastructure that meets the needs of communities now and into the future.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

7

2.3 How was this Strategy Prepared?

The Strengthening Basin Communities Project was established as part of the Federal Government’s $12.8B Water for the Future initiative to assist communities within the MurrayDarling Basin in planning for a future with less water and then investing in water saving initiatives that meet the needs of their communities now and into the future. As communities plan for future growth the strain on resources such as water will become greater and as such there is a strong need for communities such as Griffith City to develop strategies that assist with that growth and protect their long-term sustainability.

2.4 Alignment with Community Plans This Economic Development Strategy was developed in parallel with the Community Development Plan. The Community Development Plan and this Economic Development Strategy will lead into the Community Strategic Plan, which Council will prepare under the new Integrated Planning and Reporting requirements.

2.5 Alignment with RDA Plan This Economic Development Strategy aligns with the goals and priorities of Regional Development Australia (RDA) Riverina Regional Plan 2010 – 2015. This Regional Plan includes the following five key goals: • Goal 1:

Encourage Greater economic diversity and industry innovation;

• Goal 2:

Ensure a sustainable environment for future generations and develop an innovative response to the water challenge;

• Goal 3:

Ensure all people have the capacity and confidence to contribute to the region’s growth;

• Goal 4:

To ensure a collaborative approach between all tiers of Government, business and community to solving the challenges of the region; and

• Goal 5:

To encourage a positive approach to health and living.

These goals provide RDA Riverina the structure around which projects and annual business plans are developed. RDA Riverina’s focus is on projects of regional significance.

8

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

2.6 Alignment with NSW 2021 Plans The NSW Plan is based around the following five strategies:

•

Rebuild the Economy - Restore economic growth and establish NSW as the “first place in Australia to do business”;

•

Return Quality Services - Provide the best transport, health, education, policing, justice and family services, with a focus on the customer;

•

Renovate Infrastructure - Build the infrastructure that makes a difference to both our economy and people’s lives;

•

Strengthen our Local Environment and Communities – Improve people’s lives by protecting natural environments and building a strong sense of community; and

•

Restore Accountability to Government – Talk honestly with the community.

Return planning powers to the community and give people a say on decisions that affect them.

This Economic Development Strategy aligns with the principles of the NSW 2021 Plan, in particular Goal 3, of the NSW 2021 Plan which is “drive economic growth in regional NSW”.

A key delivery component of the NSW 2021 Plan will be the development of Regional Action Plans. This Economic Development Strategy should inform the development of the Regional Action Plans.

2.7 Alignment with Indigenous Economic Development

Strategy This strategy aligns with the Federal Government’s Indigenous Economic Development Strategy (IEDS) 2011-2018, and the Indigenous Economic Development Framework.

The IEDS lists five priorities being:

•

Strengthen foundations to create an environment that supports economic development;

•

Invest in education;

•

Encourage participation and improve access to skills development and jobs;

•

Support the growth of Indigenous business and entrepreneurship; and

•

Assist individuals and communities to achieve financial security and independence by increasing their ability to identify, build and make the most of economic assets.

This Economic Development Strategy aligns with all five of the IEDS priorities.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

9

The following regional profile for Griffith City has been extracted from SKM (2010):

3.0

Key Statistics

• Location: South-western New South Wales, Riverina region • Area: 1,606 km2 • Total Population: 27,000 • Settlements: Griffith City, Beelbangera, Yenda, Yoogali, Hanwood , Tharbogang, Nericon, Bilbul

Griffith City is located in the Riverina region of

from a range of countries, such as Italy, India and

south-western New South Wales. Griffith City

New Zealand. Griffith City’s industry base is more

occupies 1,606 square kilometres and is resident

diverse than other councils in the cluster. Its largest

to approximately 26,800 peoples, making it densely

employment industry is not agriculture; however

populated relative to neighbouring LGAs. Griffith

dominant sectors, manufacturing and retail, are highly

City has a mobile population, attracting people from

dependent on agriculture within the municipality and

neighbouring councils, elsewhere in NSW, interstate

the region. Irrigated agriculture occupies 55.5% of

and overseas. Griffith City has a higher proportion

the area of Griffith City LGA (~90,992 ha) and makes

of its population born overseas compared to other

up 68% of the gross value of agricultural production

councils in the cluster group. Residents originate

(~$228 million; 2005-06).

Those born overseas originated from a range of countries including Italy, India and New Zealand. At the time of the 2006 census, 77% of Griffith City’s population was born in Australia, compared to 86% in Carrathool.

Griffith City Council is located in close proximity to the Murrumbidgee river system.

Access to surface water has supported the development of significant irrigation areas.

Figure 1: Location of Griffith City and surrounding councils

Griffith City Council is located in south western New South Wales. The council occupies 0.16 million ha (1,606 sq km).

Of the five Councils in Cluster Group 4, Griffith City is the most densely populated, as it has the largest population and second smallest area. Griffith City is named after its major population centre. Other settlements in the council include Beelbangera, Yenda, Yoogali, and Hanwood.

Griffith City has grown to a population of 25,300 in 2008, which represents a 15% increase from 2001. This change is similar to state wide trends. Griffith City also has a higher proportion of its population born overseas than other councils in this cluster.

10

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

As the regional centre, Griffith City enjoys a more diverse industry base than other LGAs in the cluster. Agriculture is not the largest employment industry in Griffith City, however much of the activity in other economic sectors, including in food processing, other forms of manufacturing and retail trade, are highly dependent on agriculture.

Most irrigated land is used for cereal cropping (including rice) and viticulture.

About 68% of the gross value of agricultural production in Griffith City is from irrigation land uses (~$228 million; 2005-06). Irrigated land is mainly used to produce cereal crops including rice, wine grapes and citrus fruit.

The major land use category in Griffith City is irrigation cropping, which occupies 41% of the Shire.

3.1 External Economic Trends and Influences Economic trends and influences are external drivers of impacts on people, communities, regions, corporations, states and even national governments. These drivers of change are generally outside our control but prudent planning will recognise and provide for the best future management strategy.

•

Climate change – Scientific projections identify and broadly quantify a diverse range of potential future impacts on all levels of communities, businesses and governments.

These impacts include less rainfall and water for extractive purpose and increasing evaporation, temperatures and incidence of climatic extreme events.

•

Economic policies – Australia is an open and free trading nation with our productive sectors subjected to world parity pricing for products against the elevated cost base of our high cost economy. The resultant pressure on commerce accelerates the drive for overall operational and capital efficiencies to the national advantage but with increased cost and management pressures on all economic and government sectors.

•

Public perceptions and attitudes – Despite its wide-open spaces Australia is essentially an urbanised nation. The urbanisation process has driven a loss of connection with agriculture, even within communities that support agriculture.

Urbanisation has promoted an attitude that agriculture and associated communities must stand unsupported and meet perceptions of environmental responsibility and sustainability.

•

Price driven consumers – All consumers (individuals, businesses or government) have budgets to work to. Whilst there are opportunities for elective expenditure the majority will only pay the minimum amount needed to purchase required goods and services. Consumers and businesses will purchase inferior products if the cost/ benefit outcome warrants it rather than support Australian goods and services.

•

Terms of trade – “Terms of trade” simply means that costs go up at faster rate than does income. People, governments and businesses respond by becoming more efficient in what they do and in being more discerning in how they spend their money.

The more efficient and careful cope with the on-going cost/price squeeze and the wider community benefits from the competitive pressure driving innovation. The negative effect is the demise of those that are unable to adjust.

•

Business critical mass – This is a broad measure of the capacity to “shock absorb” against adversity and grow against the inevitable decline in the terms of trade.

•

Structural changes to the national economy – The current mining boom is an excellent example of how major management problems can be created with the resultant two-speed Australian economy. Elevated interest rates and a high Australian dollar are but two of the adverse impacts on the non-mining sectors. At a regional level there has been the loss of skilled and non-skilled people chasing higher incomes paid by miners.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

11

12

•

Policies and politics – Policies manage the masses and the nation as a whole.

Policies change across sectors according to the perceived importance of that sector.

Agriculture and its dependent communities will continue to decline in importance.

Griffith City is highly dependent on agriculture and should expect declining levels of favourable policies and project funding support, due to government’s focus on a larger voting base, which will primarily be urban or coastal-based.

•

Skills shortages – An impact of the recent drought has been the temporary downsizing of industry and slowing of regional economies. A result of this has been the loss of skilled labour from regions, which could impact future growth potential.

•

Cycles – Droughts, floods, storms and temperature extremes come and go as do booms and busts in commodity prices. All industries have their own cycles and more than one cycle may be in play at any time. Best practice planning enables effective management of cycles.

•

Tyranny of distance – A fact of life in inland Australia and for Australia with the rest of the world. Distance increases the costs for goods, services and the movement of people. It decreases our relative capacity to produce, transport and market products as well as increasing the costs of inputs. Negative impacts arising from the remoteness of Australia can be diminished through the development and implementation of relevant infrastructure such as the NBN and the benefits of the resultant digital economy.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

4.0

Economic Development Vision

The economic development vision for Griffith City was developed with the following long-term aspirations of the community via stakeholder consultation:

•

Economic sustainability;

•

Sustained population growth;

•

Retention and attraction of business;

•

Diverse, innovative and prosperous agriculture;

•

Growing services; and

•

Thriving tourism.

The long term planning horizon that will underpin this vision links in with Council’s obligations to achieve their integrated planning framework.

The vision for Griffith City is to stabilise, consolidate and ultimately grow our community’s future by:

• Building prosperity,

• Encouraging enterprise, and

• Promoting livability

The following sections of this report provide the strategy, objectives, actions and governance required to achieve the vision.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

13

5.0

The seven guiding principles, which provide the strategic framework to achieve the City’s vision, are listed as follows (in no particular order):

Principle 1 – Facilitate Sustainable Business Growth •

Enable development and growth of current business and industry;

•

Encourage investment into new and existing projects;

•

Assist business to face the challenge of a future with less water.

•

Enable business to adapt to the challenges of the changing business climate by providing resources to build resilience.

Principle 2 – Enhance Workforce Development •

Develop a sustainable and growing workforce; and

•

Promote ongoing skills development.

Principle 3 - Provide Enabling Infrastructure •

Maintain and enhance current infrastructure;

•

Facilitate infrastructure innovation; and

•

Support community and social infrastructure development.

Principle 4 - Responsible Resource Stewardship

14

•

Provide leadership on environmental issues;

•

Sustainably manage natural resources; and

•

Manage and enhance the environment.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Principle 5 - Attract Investment through Marketing, Promotion and Collaboration

• Develop marketing material that attracts investment;

• Promote Griffith City as a place to work, live, play and invest;

• Ensure economic development opportunities are captured; and

• Strengthen our Brand.

Principle 6 - Strengthen the Region •

Work with regional Councils to promote and grow the Western Riverina Region;

•

Collaborate with industry groups and business leaders to identify and develop regional opportunities;

•

Grow government relations; and

•

Develop strong economic development governance.

Principle 7 - Meet Community Needs

•

Identify and improve community access to services;

•

Provide for an aging population; and

•

Work collaboratively with community champions.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

15

6.0

STRENGTHS •

OPPORTUNITIES

• Leveraging off Evo-Cities; Most secure water in Murray- Darling Basin, town and high • Build on our cultural diversity; security had full allocations during • Grow value-adding sector; drought;

• Vast fertile/productive agricultural land; • Temperate climate well suited to a wide range of agricultural production systems; • Regional hub/centre of Western Riverina;

• Expand public and private health services; • Develop a Regional Intermodal Terminal; • Develop new industrial land; • Investigate the viability of an International air-freight terminal;

• Local manufacturing of • Located centrally between capital current industry inputs eg. glass cities; manufacturing; • Strong and diverse retail sector; • Human capital – highly skilled workforce with a significant number of entrepreneurs ;

• Grow regional brand, both nationally and internationally; • Development of Digital and Carbon economy strategies;

• Retention and attraction of • Natural resources, such as Barren business, industry and Box swamp and Lake Wyangan; investment; •

•

Hierarchy of irrigation entitlements • Expand soft infrastructure including health, education, provides high level of water childcare; security; • Continued diversification of Diverse range of industries; agriculture;

• Significant capital mass invested in industry and agriculture; • Quality lifestyle; • Major producer of certain products, such as wine, poultry, rice and citrus;

• Accessing new skills from crops such as cotton (leverage off corporate culture).

CHALLENGES • Sustaining population growth:

 Attracting human capital

• Declining Government services; • Government Policy:

 Government cost shifting to Local Government

 Providing certainty for investors

 Lack of certainty of direction • Future with less water; • Climate variability/change; • Accessibility to opportunities such as NBN, Carbon economy; • Meeting community services needs:

 Health care – Private Hospital

 Education services

• Creating and capturing economic development opportunities; • Getting a return on your tourism investment; • Affordable accommodation for itinerant workers; • Providing for an aging population; • Negative image;

.

• Provision of cost effective industrial land;

• High prevalence of large family owned businesses;

• Reducing reliance on agricultural and water related industries;

• Diverse and well integrated cultural population;

• Dominant small holding agriculture;

• Modern and efficient irrigation infrastructure;

• Decline of the surrounding regions; • Remote location.

16

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

7.0

Projects

7.1 Opportunities This strategy has identified a number of projects which represent economic development opportunities for the Griffith City Council. A list of the opportunities with a brief description is included as follows: Council Processes During the workshop stage of the project, concerns were raised about the current nature of procurement and development application processes conducted by Council. These processes could be reviewed to identify opportunities to improve, and then engage with business and community to communicate the processes.

Improve Transport Links Griffith, as the centre of a highly productive agricultural region with major value-adding industries, is heavily reliant on efficient freight systems to move goods to market. There is a lack of understanding of the volumes of product that enter and exit the region as well as the different modes of freight.

Conducting a freight study would enable the identification of opportunities to:

• Source locally product that is currently entering the region;

• Improve the efficiency of freight entering and exiting the region; and

• Move more freight by rail rather than road transport.

The freight study would need to be completed in conjunction with the surrounding Councils to ensure that all freight movements are captured and all opportunities are realised.

GE Water Management An opportunity has arisen for the Cluster Councils (Carrathool, Griffith, Leeton, Murrumbidgee and Narrandera) to work collaboratively with General Electric (GE) Power & Water on a Water Efficiency Strategy that will assist businesses to improve their water usage.

The focus will be on beneficial reuse of wastewater, reducing potable water use and providing ‘fit for purpose’ water that can replace potable water. More detail on the Water Efficiency Strategy can be found as Annexure 1.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

17

Regional Workforce Development Strategy The lack of skilled and semi-skilled people has been an issue that has troubled the region for many years and to alleviate this problem it is recommended that a skills audit be conducted to better understand the current and future employment requirements.

This audit will identify any current skills gaps and engage with business to understand their growth plans so that a strategic approach for the development of the regional workforce can be created and implemented.

Facilitate Training and Education Opportunities This project will implement key outcomes from the Regional Workforce Development Strategy with a focus on addressing workforce gaps. Deliverables could include industryspecific training programs, collaborating with local training organisations for workforce upskilling and the attraction of skilled and semi-skilled employees.

Relocation of Freight Terminal The current freight terminal is located within the CBD, which restricts potential expansion opportunities and impedes on the local community. Council has already been working closely with relevant stakeholders, including sourcing funding from the current State Government, to assist with infrastructure costs.

Council should continue to work with State and Federal Governments, private developers and local stakeholders to relocate the freight terminal from its current site to a new Greenfield site outside the city. The new Western Riverina Freight Intermodal Terminal will provide opportunities for the expansion and attraction of businesses across the region.

Upgrade Airport Facilities Council has attracted funding through the Regional Development Australia Fund to upgrade the current airport terminal and facilities, which creates an opportunity to work with all airport stakeholders to increase utilisation of the airport facilities and surrounds.

Improve Current Health and Aged Care Facilities As a major regional city, Griffith provides aged and health care services to a large urban/ rural population and the community has expressed concerns about the ongoing decline in health services. Council should continue to engage with service providers, including the Community Private Hospital consortium, to identify current and future aged care requirements and the need to upgrade these facilities. Council could provide support by continuing to lobby State and Federal Governments to assist in the upgrading of health facilities to match growing demand.

18

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

The availability of quality health and aged care services is a significant factor in attracting skilled and semi-skilled workers.

Education Services This project will address the constant need to improve the levels of education attained by all students and the identification of new higher education opportunities. The outcomes will provide benefits such as increased retention of secondary and tertiary students and the attraction of new residents.

Council should continue to work closely with TAFE NSW, Charles Sturt University and other education providers to identify new opportunities.

Renewable Energy and Green City Renewable energy has become a major focus for all levels of Government. Council should investigate the types and benefits of renewable energy sources suitable for this region.

With new residential developments being considered in the Griffith region, Council should investigate incentive options for these developments to become ‘Green City’ developments, by reviewing current case studies to determine the benefits and viability of this process.

Water Water is a fundamental resource and key economic driver of the region and any loss of this resource would have an impact on the region. Council should continue to lobby government in cooperation with other stakeholders to ensure that this valuable resource is retained.

While any loss of water would impact the region Council should develop a strategic approach to promoting the opportunities this region provides through secure water access.

Water Reclamation Plant Council is in the process of upgrading its current water reclamation plant and should now identify opportunities for beneficial wastewater reuse.

Environmental Asset Condition Register Council owns and/or manages significant areas of environmental assets. To ensure these areas are maintained and enhanced Council should develop an Environmental Asset Condition Register in conjunction with the Murrumbidgee CMA to quantify the nature and extent of important natural resources and prioritise actions for their on-going protection.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

19

Environmental Expo and Champions To promote the high level of environmental stewardship carried out by our region’s irrigators and other land managers, Council should work with industry organisations to develop and promote programs that highlight the achievements of this region.

Attract new Intensive and/or Emerging Agricultural Industries A major attribute of the region has been the diversification in agriculture and agricultural industries. Council should continue to actively promote the potential opportunities to attract more industries to the region.

Lobby Strategy Lobbying government has not been done effectively in the past, and there is a need to establish effective relationships with government. There is an opportunity with the new State Government to build new relationships and refocus government on rural New South Wales.

The economic development team working with government departments and ministerial offices could lead this to ensure the background and context is established before the General Manager and Mayor carry out higher-level meetings. The strategy will begin by lobbying the government on projects such as the freight terminal, water issues and other localised projects.

Country Change The Country Change program has been an important conduit for the promotion of Griffith to metropolitan regions and there needs to be a structured approach to the future resourcing of this program to ensure capitalisation of the profile already created by this project.

Business Retention and Expansion Strategy Griffith has prospered on the back of being able to grow our own industries, with five of our biggest businesses being locally owned and operated. Council should continue to work with local businesses to understand their wants and needs to ensure that the right support is provided to allow them to expand. A business retention and expansion strategy should be undertaken to better understand current business health and to assist in providing the resources that are required by local industries.

20

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Commercial Waste Management & Recycling The proposed expansion of the Tharbogang waste management facility provides the opportunity for the development of a regional waste management and recycling facility.

The opportunities for such facilities require investigation and if warranted the development of a business case should follow.

Tourism Review Business and backpackers have primarily underpinned tourism in our region due to our location, but with tourism becoming important to the future of Griffith it is relevant that Council investigate opportunities to expand our tourism focus. Council should encourage economic development and tourism to work together on projects such as the attraction of conferences and seminars.

Digital Economy The National Broadband Network (NBN) presents a limited window of opportunity for towns like Griffith to attract the NBN infrastructure. The NBN will provide new opportunities via a digital economy benefitting business, education, and health services and ensuring infrastructure is in place for future opportunities. For Council to develop and implement a Digital Economy Strategy the cost would be in the order of $30,000 over two years.

This investment will be recouped via access to the optical fibre infrastructure and creation of opportunities to attract new business. More detail on the Digital Economy Strategy is provided as Annexure 2.

Develop Cluster Projects The Strengthening Basin Communities Project has highlighted the benefits of Councils working together as a cluster to achieve larger scale projects that provide positive outcomes for the region as a whole. Griffith should continue to work with the cluster Councils on relevant projects for the Western Riverina, such as Digital Economy, Business Retention and Expansion Strategy and Lobby Strategy.

Sport and Recreation Facilities Griffith has a strong and diverse sporting culture that has seen it host many NRL, AFL and junior sports carnivals. There is a need in the city to further develop our sporting facilities to cater for the growing population and to develop a strategic approach to attracting more sporting carnivals, both junior and senior, to the region.

The development of City Park and upgrading of Ted Scobie Oval has highlighted the community’s desire, and benefits of, better recreational facilities. Council should now ensure that these facilities and others are a core part of the promotional aspect of Griffith.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

21

New Cemetery A cemetery may not be seen as part of the economic value of the region, but facilities such as this are important in the overall community of the region. With Griffith’s cemetery currently approaching capacity it is timely that Council continues to plan for a new cemetery in line with the community’s needs.

Community Centre During the consultation workshops the need for a community centre was raised on several occasions to accommodate not only our local youth, but also the large itinerant population that transits through the region. There were concerns that as Griffith has no such facilities then the library was being utilised as such a facility. Council should conduct a feasibility study into the development of a community centre and what type of facility will be required.

Regional Economic Development Unit Council should investigate the opportunities to provide economic development assistance to the surrounding Councils to increase the economic viability of the region as a whole. This could lead to the development of a regional economic development unit that would attract and assist new industries that come to the region.

A regional economic development unit would be able to ensure that industry was directed to the most appropriate site.

Governance Griffith City Council has already developed a strong governance approach to economic development with the establishment of the Economic Development Committee. Council should continue to build on their strategic approach to economic development to ensure that positive gains continue into the future.

In 2012 Council changed their management structure. Economic development remains a core function within Council to provide assistance to all departments on a number of projects, especially in regards to lobbying and providing assistance between developers and Council departments.

22

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Facilitate training and education opportunities

Regional Workforce Development Strategy

GE Water Management

Improve transport links

Council processes

OPPORTUNITY

• Identify workforce relocation opportunities.

• Develop a process for attracting people to fill the skills gaps;

• Review options for new industry specific training such as cotton;

• Develop up-skilling programs collaboratively with local training organisations;

• Work with stakeholders to address gaps in the workforce as identified in Regional Workforce Development Strategy;

• Implement, monitor and evaluate the Strategy.

• Develop the Strategy, with an emphasis on filling identified gaps;

• Forecast workforce requirements and identify any gaps;

• Analyse the current workforce and identify the gaps;

• Conduct a skills audit;

• Develop in conjunction with GE Power & Water initiatives to maximise water efficiencies within local business and industry.

• Work with Cluster Councils to engage GE Power & Water to develop a strategy on water management and waste water reuse in the region;

• Prepare a freight study to quantify current limitations and future needs.

• Communicate new process to local suppliers.

• Review and revise procurement process;

• Internally review historical procurement;

• Performance monitor improvements;

• Identify and implement improvement opportunities;

• Benchmark current process against other regions;

• Internally review and monitor current Development Application process and applications received;

ACTION







1





2



3



4

5







6

GUIDING PRINCIPLE



7

Med

High

High

Med

High

Priority

8.0

Actions

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

23

24

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Education services

Improve current health and aged care services

Upgrading of airport facilities

Relocation of freight terminal

OPPORTUNITY

• Identify new private school opportunities.

• Liaise with NSW Education Department regarding expansion of current public schools and requirements for future new schools;

• Identify new higher education opportunities – Centres of Excellence;

• Progress higher education MOU between relevant parties;

• Identify current and future aged care requirements and the need for facilities.

• Lobby State and Federal Government to assist with upgrading current health facilities to match growing demand;

• Engage with local consortium in the development of a community private hospital;

• Investigate options for air freight expansion.

• Identify new industries related to air services;

• Investigation and scoping of new air services for the region;

• Ensure the continuation of current air services, through regular engagement with REX and local businesses;

• Attract funding through Regional Development Australia Fund to enable the upgrading of airport terminal and associated area;

• Identify opportunities for development of available land in airport precinct;

• Work with all stakeholders to ensure new site meets requirements for future growth.

• Complete design and construction plans to Development Application stage;

• Investigate the need for the development of an Industrial Park;

• Identify and work with private investors regarding the development of the new site;

• Continue to lobby State and Federal Government for funding assistance;

ACTION





1



2









3

4



5





6

GUIDING PRINCIPLE





7

High

High

High

High

Priority

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

25

• Work with RAMROC and Water4Food on water innovation projects and growing water markets.

• Promote the impacts of loss of water to this region on Australia as a whole;

• Investigate opportunities for attraction of water related industries;

• Conduct an Economic Impact Analysis of water on our region;

• Engage with local businesses to discuss renewable energy opportunities.

• Research and contact renewable energy companies;

• Review ‘Green City’ case studies and develop a report on viability and benefits;

• Investigate renewable energy sources and viability for region;

ACTION

Lobby strategy

• Investigate and identify potential agricultural industries;

Attract new intensive and/or emerging agricultural industries

• Develop a strategic approach to lobbying State and Federal Government with consistent key messages.

• Develop a promotion and marketing strategy to attract potential industries.

• Investigate the opportunities to stage an environmental expo or conference in conjunction with other local stakeholders.

• Prioritise actions to maintain and enhance the environmental assets.

• Develop the Register to identify and quantify the local environmental assets owned and managed by Council;

Environmental Expo and champions

Environmental Asset Condition Register

• Finalise and implement upgrades to the Water Reclamation Plant; Water Reclamation Plan • Investigate opportunities to reuse treated waste water on local natural resources.

Water

Renewable Energy and Green City

OPPORTUNITY







1

2

3











4





5

6

GUIDING PRINCIPLE







7

High

Med

Med

Med

Med

High

High

Priority

26

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

• Investigate the development of a Regional Economic Development Unit;

Regional Economic Development Unit

Governance

• Investigate the need for a Community Centre and the type of facilities required.

Community Centre

• Engage with community/industry/business groups regionally.

• Develop a strategic approach to economic development;

• Develop a lobby strategy to build stronger government relations;

• Attract funding to implement project.

• Master Plan and develop new cemetery.

• Investigate and identify opportunities to drought-proof current sporting fields such as all- weather hockey fields.

• Investigate opportunities to improve current sporting and recreation facilities, such as more extensive network of cycle paths;

• Promote the new city park complex;

• Build on collaboration achieved in Strengthening Basin Communities

• Prepare a Digital Economy Strategy

• Attract funding from State or Federal Government to conduct a Digital Economy Strategy project;

• Work with Cluster Councils to develop a brief for a Digital Economy Strategy;

• Develop a strategy to promote the region as a venue for conferences and seminars.

• Grow regional brand;

• Review and identify ways of maximising return on investment in tourism;

• Identify potential commercial partners, including possible metropolitan councils.

• Investigate the viability of establishing a regional waste management and recycling facility at Tharbogang;

• Engage strategically with business to attract new businesses that will compliment our region.

• Develop a strategic approach to assist business to grow;

• Conduct a questionnaire to understand business wants and needs;

• Conduct a business audit;

• Allocate resources to maximise Country Change outcomes.

• Develop a consistent and structured approach to participating in Country Change projects;

ACTION

New cemetery

Sport and recreation facilities

Develop cluster projects

Digital Economy

Tourism Review

Commercial waste management and recycling

Business Retention and Attraction

Country Change

OPPORTUNITY











1



2



3





4









5









6











7

GUIDING PRINCIPLE

Med

Med

Med

Med

Med

Med

Med

High

Med

High

Med

Priority

9.0 Governance 9.1 Monitoring, Reporting and Resources To ensure the on-going relevance of this strategy there is a need for strong and robust monitoring and reporting on the implementation and achievements of the strategy.

Council will be encouraged to identify and progress with three to five actions that have a positive impact on the community. Council will then need to determine the resources required to implement each project which may include: •

Internal – project managed by internal staff;

•

External – Project managed and implemented by an external source to Council such as a consultant or external Project Manager or adjoining shire; and

•

Cluster – Project will have an impact on the Cluster of Councils as a whole and as such a Cluster Project Manager can be engaged.

It has been important in the development of this Strategy that Council recognise NSW 2021 A Plan to Make NSW Number One and ensure that the deliverables from the Strategy align with this Plan.

It is recommended that the strategy is reviewed by Council on a six monthly basis and a full strategy review is completed by the Council within six months following Councillor Elections. External experts should be engaged to assist council with these reviews to ensure diligence and accountability in the process.

A report will then be developed on the results of the strategy review and communicated to the community.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

27

9.2 KPIs and Milestones KPIs and milestones are important to ensure appropriate progress towards goals. Often the Economic Development Team become responsible for many things outside of Economic Development and/or Tourism dominates their portfolios. KPIs and milestones will provide emphasis on achieving economic development outcomes for those projects and actions adopted by Council.

The KPIs and milestones will be project specific and determined by the General Manager and Economic Development Manager.

9.3 Performance Monitoring For ongoing performance monitoring, Economic Development Reports to Council prepared by the Economic Development Manager should include performance against KPIs and milestones. This will allow Councillors to be kept appraised of progress towards economic development outcomes.

To ensure community engagement in economic development, regular reporting, including performance against KPIs and milestones should be undertaken.

9.4 Periodic Reviews It is recommended that Council review their Economic Development Strategy every six months. This process should be facilitated by an external person to provide an objective review framework and to ensure Council fulfils their economic development obligations.

Council should set specific dates for these six monthly reviews within their current Council calendar.

9.5 Strategic Reviews It is recommended that within six months of a Council election a full strategic review of the Economic Development Strategy is undertaken. The Review should include a review of the current economic climate and economic development opportunities. Council should engage with local business, industry and community via a Steering Committee to provide input into the Review and revised Economic Development Strategy.

Council should plan to complete a full strategic review of the Economic Development Strategy as part of their other reviews following the 2016 Council Elections.

28

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

10.0 References

Australian Government, Indigenous Economic Development Strategy 2011 – 2018 NSW Government, 2011, Regional Development Australia Riverina NSW Regional Plan 2010 – 2015 NSW Government, 2011, NSW 2021 Plan, A Plan to make NSW Number One, http://2021.nsw.gov.au SKM (2011) Strengthening Riverina Irrigation Communities Synthesis Report – Griffith City

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

29

Annexure 1 Water Efficiency Strategy The Strengthening Riverina Irrigation Communities and General Electric, as a consortium, propose the Riverina Industry Water Efficiency Strategy to improve water efficiency and security for food and beverage manufacturers in the council areas of Carrathool, Griffith, Leeton, Murrumbidgee and Narrandera.

Water is a critical input for these businesses, as well as for its farm-based suppliers. A secure water supply is critical to food and beverage manufacturer’s future operations, including whether to make new investments in plant, equipment and staff. For many of these businesses, there have been significant investments and there are even more opportunities to improve how they use water and reuse wastewater produced in their operations.

The Riverina Industry Water Efficiency Strategy aligns with the Australian Government’s Strengthening Basin Communities program by “reducing potable water use” and “providing ‘fit for purpose’ water that can replace potable water”.

Riverina Industry Water Efficiency Strategy structure The Riverina Industry Water Efficiency Strategy will be two staged. It will develop and implement a program aimed at: A.

Development of Riverina Industry Water Efficiency Strategy:

• Identify the major water users and wastewater producers among the Riverina’s food and beverage manufacturing businesses;

30

•

Conduct a launch forum for the Strategy and major businesses, inviting them to participate in the ongoing phases of the Strategy, and outlining strategies for improving water use efficiency and recycling wastewater;

•

Quantify individual business water use and wastewater treatment plans, and impact on future business planning (including additional investment in plant, equipment and additional staff);

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

• Work with participating businesses through a desktop Business Water Saving Survey and on-site audit, with business/facility specific recommendations on water use and improved management of wastewater and energy;

• Collate audit findings and report on these to prioritise (‘rack and stack’) future work based on:

o

Savings in potable water use;

o

Multi-user district level initiatives to improve water, wastewater and energy management;

o

Business/facility specific projects to also support additional investment in plant, equipment and staff; and

Alleviate pressure on existing wastewater treatment assets.

B.

o

Implementation of Riverina Industry Water Efficiency Strategy

The Strategy will be implemented on the following timeline:

• June 2012 – launch forum with major water users and wastewater producers;

• July 2012 – undertake business/facility desktop survey of major water users and wastewater producers;

• August 2012 – draft first stage report on survey results and select up to 20 businesses to participate in on-site audit;

• September 2012 to November 2012 – on-site audits and business/facility specific reports with recommendations; and

• December 2012 – delivery of final Strategy.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

31

Annexure 2 Digital Economy Strategy In 2009 the Federal government released the Paper “Australia’s Digital Economy: Future Directions”. This paper recognises the importance of the internet, the digital economy and the infrastructure that carries the data.

Australia has been slow to embrace the potential of the digital economy, compared to overseas economies.

The roll out of the National Broadband Network (NBN) is a bold vision that will fundamentally change the competitive dynamics of the Australian telecommunications sector. Senator Conroy, Minister Department of Broadband, Communications and the Digital Economy, said at the time the NBN “will transform the way people live their lives. It will transform the way people communicate. It will transform the way business interacts with customers”.

The Australian Government considers the provision of world class, high-speed broadband as an enabler to increase engagement with the digital economy.

This is fundamentally important for our future productivity, competitiveness, our social and economic well-being. Increasingly, commercial, health, educational, cultural, entertainment and social activities will occur online both within Australia and globally.

The demand for increased speeds and increased capacity to move large volumes of data in an instant is growing exponentially. The NBN will meet this demand and future-proof our society.

Purpose of Strategy Council has identified in its economic development strategy the significant potential of the internet and digital economy to deliver socially inclusive wealth generation and productivity gains within local industries, resulting in a more robust community fully engaged within the local, national and international economies.

Council should be positioned to capitalise on the Federal Government’s National Broadband Network rollout and position our business, schools and residential communities so that they have the infrastructure, tools and capacity to take full advantage of a resurgent global economy.

The internet and digital economy are two of the great new social forces changing the world as we know it, at breath taking speeds. And speed is the essence of the change. To be globally competitive it is essential our community has equitable access to high speed broadband, delivered via our preferred medium of optical fibre.

32

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

It is proposed that the strategy will achieve many different aspects including:

• Increased internet access and usage;

• Increased business engagement;

• Increased awareness and understanding of NBN and its benefits;

• Enhancement of:

o Education

o Health

o Business

o Community

• Escalating our region to attract the NBN early in the roll-out; and

• Increase our opportunities to attract new business and industry to our region.

How will it be achieved?

To enable Council to achieve their end outcome it will be necessary for the strategy to be broken into several stages, with the ultimate outcome based around the attraction and installation of the NBN network. This will subsequently position our Cluster region at the forefront of the digital economy.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

33

Stage 1 – Engagement With most strategies the best place to start is by engaging with the community to ascertain what their level of understanding of a ‘Digital Economy’ is and what the benefits of focusing on it are. This process is all about leg work and engaging closely with the community to develop a clearer picture of the understanding and acceptance of the internet and the NBN rollout.

The engagement will be conducted in several ways:

•

Surveys;

•

Focus Groups;

•

One on One meetings; and

•

Industry meetings.

Information compiled from this stage will be utilised in Stage 2 to develop a stream of educational projects to up-skill our communities for the future.

Stage 2 – Education Education is probably one of the most important stages in establishing a strong and robust Digital Economy Strategy, because if the community is to embrace the strategy and utilise new technology then they need to understand its benefits. Following the engagement process Council will have a better understanding of what education and training will be required by both business and community members to increase knowledge and usage.

The education process will involve working with business to enable them to develop knowledge that will allow them to maximise new telecommunications technology to improve their business.

34

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Stage 3 – Infrastructure Stage 3 is about understanding our current telecommunications infrastructure and the capacity of that infrastructure to deliver the level of service expected in the future by both businesses and the community. While NBN Co is all about delivering super-fast broadband, enabling speeds of up to 100Megabits per second to 90% of Australian premises and up to 12 megabits per second to the remaining 10%, it is imperative that Council also understand the full capacity of our telecommunications network.

To this end a ‘Telecommunications Capability Study’ should be completed by Council to understand the capacity of their wireless, satellite, fibre and copper network so as to develop a strategic plan for the installation of the NBN.

Stage 4 – Attraction Connectivity for business, industry and communities is one of the major hurdles impacting the attraction and retention of economic development opportunities in regional areas such as Griffith City. The purpose of the strategy is not solely about attracting the NBN to the region but also developing a link to the economic development strategy that will allow the attraction of businesses and industries reliant on the digital economy.

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

35

Summary The roll out of NBN is unlikely to approach Griffith City Council in the near future if, as a Council, we sit and wait for it to happen.

All of the locations already connected have shown a strong desire and preparedness to take up the NBN, and had already prepared strategies to enable this to take place quickly and seamlessly.

This said, the NBN is only the means to the digital economy. The businesses, schools, health services and residents of the LGA will have to demonstrate a willingness to embrace the technology.

Griffith City Council, like the Council areas already connected, will have to prepare a digital economy strategy and collaborate with neighbouring Councils to do the same, before approaching the relevant decision-making bodies, with a large scale collaborative approach to early connection.

It is recommended that the cluster group of five Councils approach the matter of connection as a group of installation-ready Councils. This would be of benefit to all Councils as there would be significant savings in work time used in formulating the strategies, by sharing resources.

The roll out of the NBN will either assist our region to be competitive with other areas, or disadvantage us by not being competitive with others who are connected sooner. As a Council we must decide which path we wish to take.

36

Strengthening Riverina Irrigation Communities Cluster 4 - Carrathool | Griffith | Leeton | Murrumbidgee | Narrandera

Sustaining our Region for a Productive Future

Â