Sunshine Coast Futures Conference Report 2014

An annual gathering of policy, business and community leaders to address the Sunshine Coast regional issues.

Friday 7 November 20148:00am - 4:00pmInnovation Centre, Sippy Downs DriveUniversity of the Sunshine Coast

TAKING ACTIONAdvancing critical issues of the greater Sunshine Coast... Business, community, education, and health.

Conference Summary Report

Sunshine Coast Futures Conference

2014

Sunshine Coast Futures Conference 2014 1

Conference programPast Conferences

Contents

Registration

Welcome to country

Vice-Chancellor welcome

Opening address – Mayor Mark Jamieson

Keynote address – Ed Morrison

Q&A

“What the stats say” – Professor Mike Hefferan

Market intelligence for industry – Economy.id

Morning tea break

Business and investment

Population and community

Market intelligence for investment – Economy.id

Lunch break

Education and training

Health and wellness

Observations from Ed Morrison

Networking

8;00am

8:30am

8:40am

8:55am

9:25am

9:55am

10:10am

10:20am

10:30am

10:50am

11:35am

12:20pm

12:30pm

1:35pm

2:20pm

3:05pm

3:30pm

Dear Delegates,

We proudly bring you the conference summary of the fifth Sunshine Coast Futures Conference held on 7 November 2014.

This year’s conference was so rich in ideas, insights and inspirations that we thought it would be best captured in an easy-to-read magazine format. We hope this magazine acts as a reference for you, as delegates, and a source of information to readers wanting to know more about the thinking processes and plans of the leaders of the Greater Sunshine Coast region.Hopefully we have been able to represent the speakers’, the panelists’

2010 What WorksIdentifying successful strategies for sustainable economies and jobs growth in the ‘second tier’ of Australian regions.

2011 The Three PsOpened a conversation about Populations, Participation and Productivity.

2012 Sustainable VillagesExplored the right balance between identity, community, business and skills (and hence education) as a key driver of long-term prosperity.

2013 The Sunshine Coast region and its place in South-East QueenslandAn analysis of the Sunshine Coast and its business positioning within the SEQ region.

and the delegates’ words and spirit in the message we would like to resonate throughout 2015: ‘Take Action’. I would like to express our thanks to all the authors of the articles within. All are busy with their day jobs and their generous contribution to this publication is much appreciated by the whole community. Although content has been edited, every effort has been made to represent the rich conversations and delegate feedback accurately. Dr Pamela WardnerOffice of Engagement

Strong link between education and prosperityUSC Vice-Chancellor Prof Greg Hill

Shaping our futureSunshine Coast Mayor Cr Mark Jamieson

Setting the sceneUSC Master of Ceremonies Tracey Goodwin-McDonald

GoSoap Box App & 2013—2014 industry sector of delegates

Deeper than statisticsPro Vice-Chancellor Prof Mike Hefferan

Planning for a bright futureEd Morrison

Small business collaboration

Sunshine Coast Council Economy.id

The community: A valuable resource

Sunshine Coast Council Profile.id

Education –more than a sector

A vision for health and wellbeing

Delegates have their sayImage gallery

Delegate list

3

5

6

7

9

11-13

15-19

20-21

23-26

28-29

31-34

37-40

44-49

50-53

23

3744

15

Image of Glasshouse Mountains courtesy of Sunshine Coast Destination Limited.


Your time to shine.

usc.edu.au/rise Rise, and shine.

With over 100 programs, and full-time, part-time or online

study options, you have plenty of ways to shine at USC.

APPLY TODAY FOR 2015

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2014 is the fifth in the Sunshine Coast Futures Conference series. Previous years have centred on specific pieces of new research but 2014 involved a wider, discussion approach.

Like all regions, the Sunshine Coast has its issues but few would question that it has future potential, practically without equal anywhere else in Australia. However, potential is one thing, making it happen is another. That’s what this conference is about. It poses the question, how could we as leaders and professionals drawn from all parts of our region have a positive influence on the future?

Firstly, while we understand that a robust, growing and sustainable economy is vital to the region’s future, we must make sure that we take the whole community with us. Our expert panels address the impacts of the aging population, healthcare, education and employment. In those areas particularly, we must ensure that we are not leaving behind or marginalising some members of our community. Unless there is reasonable equity in income distribution and resource allocation,

social dislocation may not be far away. An attractive place to live and to invest is one that addresses all these criteria.USC’s experience typifies the challenges of the Coast and its businesses as a whole – so let’s consider USC’s international students. In 2014, they number over a 1,000 and comprise about 12% of total student load. As we continue to grow, international students will make very significant contributions to the regional community and its economy. Results of the International student barometer survey in 2014 show students consider the Sunshine Coast to be the safest student destination in the country. They love the educational experience at USC and the quality of the teaching. However, students also recognise that part-time work is not easy to find, the Coast is an expensive place to live and they identify a lack of cultural activities. These deficits affect the wider community.

Secondly, our future lies in ‘value-adding’ – providing knowledge, skills and expertise to goods and services, in both domestic and global markets. The link between appropriate and relevant

education, and the prosperity and comprehensive wellbeing of individuals, households, firms and community is undisputed. Our region is well-served by an excellent education system drawn from public and private resources however this is challenged by debates on funding and deregulation. The entire education and training sector, including the University, must grow significantly if it is to fully provide all the necessary support for the region into the future.

We are proud that USC has grown so fast and is reaching a level of maturity that could hardly have been imagined when it was bravely established 18 years ago. The Innovation Centre and 10,000 students make significant contributions to the regional economy while the alignment of our educational offering, the links with the new Sunshine Coast University Hospital and our rapidly growing research presence in such areas as mental health, biological sciences, and sustainability attest to USC’s commitment to our region and stakeholders.

Strong link between education and prosperity Our future lies in ‘value-adding’ – providing knowledge, skills and expertise to goods and services into domestic and global markets.USC Vice-Chancellor and President Prof Greg Hill


Shaping our future I am committed to protecting the wonderful Sunshine Coast lifestyle and environment – but at the same time, generating greater business confidence, more investment, more jobs, more opportunity, more security, greater prosperity and a stronger future – both for our community and the region’s economy.

Sunshine Coast Mayor Cr Mark Jamieson

The Sunshine Coast Futures Conference continues to grow each year. This is testament to the quality of the Conference program, the calibre of presenters and the strong partnership that exists between the University of the Sunshine Coast and the Sunshine Coast Council. As the two largest public institutions in the region, this partnership is essential if we are to collectively meet the needs of our residents and plan a strong and prosperous future for our community. This year’s conference explored regional collaboration, opportunities and challenges for the future. The timing for advancing the critical issues of business, community, education and health could not be better. The opportunities that exist now are unprecedented and most other regions would give their eye teeth to have what we have – whether it is the opportunity to deliver Australia’s only green field city centre, or the opportunity to preserve our rich biodiversity through one of the most successful environmental land acquisition and management programs of any council in Queensland. These opportunities are generally the result of considered planning, strong collaborations and decisive action by decision makers past and present. Due to its strong financial position and

prudent fiscal management, the Sunshine Coast Council supports our community through an array of facilities, programs and services. To date, Council has acquired more than 2700 hectares of land in this region to conserve for future generations. Council has also created a strong blueprint for the future in the form of our well-defined Regional Economic Development Strategy. It sets a clear agenda for our economy – but with positive outcomes for our community. As South East Queensland grows we run the risk of becoming little more than a dormitory suburb of Brisbane. We are working hard to preserve the inter-urban break between Sunshine Coast and Moreton Bay regions on both sides of the boundary. This ‘front door’ to the Sunshine Coast is a defining feature of our region. Lose it and we lose our identity and character. Council believes Halls Creek proximity to Pumicestone Passage makes it inappropriate to accommodate future growth and the site at Beerwah East represents a much better development front. If promises around the upgrade of the North Coast Rail Line are fulfilled, Beerwah East will be a more serviceable and more accessible option for urban development.

Over 300,000 people will live east of the Bruce Highway between Maroochydore and Caloundra South by 2031. We don’t want every trip they make to be in a car. This is why Council is exploring light rail as a potential network spine. Council is developing a solar farm at Valdora to significantly reduce our carbon footprint, save ratepayer funds and create an enduring environmental benefit. We are also progressing the expansion of the airport so it can continue to provide an invaluable support for our tourism, retail and related industries. Just as we have unprecedented opportunities, we face a number of challenges. Not least of which is addressing a legacy of underinvestment by previous Federal and State governments in major regional infrastructure. Through collaboration between the three levels of government, we can chip away at this problem. After two and a half years in my position, I am satisfied with the progress we have made, but there is still much more to be done. Planning for our future presents the opportunity to address our greatest challenge. It is however a responsibility we all share and the Sunshine Coast Futures Conference continues to play a very important role.

Services, infrastructure and jobs for the Sunshine Coast

SHAPING our


The success of today, and its deliverables, are entirely in your hands.

Master of CeremoniesTracey Goodwin-McDonald

The 2014 Sunshine Coast Futures Conference is all about how we as a business community can Take Action to bring about economic development growth and community prosperity. The objective is to identify targeted activities that can be executed in a 12-month timeframe to drive the prosperity the Sunshine Coast seeks.

Following on from last year’s conference, the essence of today is “for governments not to overly structure or contrive markets but rather to set a conducive environment, provide market intelligence, clear roadblocks and then leave the private sector to do what it does best – generate wealth and jobs through investment and entrepreneurial skills”.

The animated agenda begins with three key speakers. The rest of the day has been divided into panels and ‘idea-bouncing’ sessions based on four key areas: Business and Investment, Population and Community, Education and Training and, Health and Wellness. At the end of each session actions are listed and voted upon to show which ones the delegates prioritised. This conference promises to be an innovative, robust and constructive conversation with debate and ideas.

The Sunshine Coast Futures Conference used the latest technologically advanced web-based clicker tool to keep delegates engaged and gain real-time feedback and participation. Using their internet-enabled devices, delegates were asked to vote, or type comments at intervals throughout the day. Results are presented throughout this magazine. This cutting-edge technology has been used successfully at conferences throughout the world to obtain rich and real time data.

Using GoSoapBox, participants were surveyed at the beginning of the day in order for presenters to get a feel for their audience.Results are below.

Setting the scene

www.sunshinecoastfutures.com.au

jointly sponsored by:

2010: What Works 2011: The Three Ps

2014: Taking Action

2012: Sustainable Villages

2013: Sunshine Coast in SEQ

Sunshine Coast Futures ConferenceAdvancing critical issues of the greater Sunshine Coast... Business, community, education, and health.


Deeper than statistics

The internet has changed so much – and most of that is for the good… but it is not some fountain of all knowledge.

USC Pro Vice-Chancellor Prof Mike Hefferan

A strong evidence and statistical base provides an essential platform for decision-making across the public and private sectors.

We live in an era that seems obsessed with all manner of data. The internet provides us with unprecedented amounts of it. For the most part, we are much better off for that – although we have to always be watchful of the quality, robustness and impartiality of the information provided. More to the point however, it is the analysis and interpretation of data that creates real knowledge and value for us.

Data that is poorly collected or wrongly interpreted will potentially have a damaging rather than positive effect on decisions and planning.

Fortunately, through reliable databases and analysis such as ‘economy.id’ and ‘profile.id’, reliable and analytical data is available. These are illustrated elsewhere in this publication.

In all of this however, there are some simple rules that assist in this interpretation task. First of all, we need to avoid generalisations and be very specific in what we mean by the statistics we use – we need to know the size of the samples upon which any survey was

based, we need to know its currency and particularly to identify trends over time. There is very limited value in an absolute, ‘one-off’ figure – it is only when figures are placed in a time sequence that that data is meaningful and trends can be recognised. Likewise, the use of percentages must be considered cautiously, establishing in the first instance what it is a percentage of and, again, how relevant that population is to the matter at hand.

Unfortunately, many in business and in the wider community are unnecessarily timid about the use of statistics and therefore will not benefit even from their simple use. Again, there are invaluable guides here: (1) avoid the use of ‘averages’ and instead rely on the ‘median’ which is the middle number in a series or population (2) consider with that, what is known as ‘standard

A commentary on the Greater Sunshine Coast economy June 2014 is available on the USC Research Bank on http://research.usc.edu.au/vital/access/manager/Repository/usc:13397

deviation’ which is the spread of numbers around that median, and finally (3) the dramatic or unexpected numbers or ‘outliers’ should be considered sceptically at first to ensure their validity before acceptance and action.

Hopefully the statistics presented throughout this document conform to these simple rules and assist in that vital transfer from raw data to valuable knowledge.

Delegates learn more about USC programs and SC Council major projects.

59.40%

68.00%

66.00%

64.00%

62.00%

60.00%

58.00%

56.00%

54.00%

52.00%2006 2011

66.40%

63.80%

58.00%

65.00%

62.20%

Sunshine Coast Greater Brisbane Queensland


Someone is sitting in the shade today, because someone planted a tree a long time ago.- Warren Buffet

Image credit Sarah Pye

Planning fora bright future

When we fast-forward 20 years, there are two possible scenarios that come to mind for the Sunshine Coast. Under the first, private interests dominate the development agendas in the years ahead. We can call this the ‘high-rise, low-quality’ scenario, and we have all seen the consequences. In America, this scenario has played out along Florida’s coastline. Private developers, each with their vision narrowed to a single project on a slender plot, create a patchwork pattern of disjointed, chaotic construction. Other dimensions of prosperity are largely

neglected. The development process itself is fractured, opaque, and overly political. Contentious, ‘us versus them’ controversies often grind everything to a halt.

A second, alternative scenario comes to mind. We can call this the ‘high quality, civic’ scenario, in which the dynamism of the market economy is balanced with shared, civic interests. On the Sunshine Coast, we can envision a future that preserves the region’s intimate connection with the environment, as well as the authentic character of the unique settlements within the region. We

In the years ahead, the citizens of the Sunshine Coast will be confronting an escalating series of challenges. Keynote speaker Ed Morrison looks toward the Sunshine Coast of the future.

Australia’s prosperity has experienced a trajectory for the majority of its history. By working together, we can maintain this growth.

You have to have big ideas… we are building regions for global competitiveness – not only for ourselves but for our kids and our grandkids – so we have to take that long term view.

Purdue University Regional Economic Development Advisor Ed Morrison

Source: Ed Morrison.


can see a region that is not choked with traffic, because civic leaders have made smart investments in more efficient public transportation. It is a region in which entrepreneurial companies thrive within a unique backdrop of environmental beauty, preservation, and sustainable development. With ample outdoor activities, citizens both promote and value their health and wellness.

In the United States, places like Charleston, South Carolina come to mind. This historic, coastal community has preserved its unique character, while becoming a hotspot for fast growth, internet-based companies. Having travelled to the Sunshine Coast three times in the last 18 months, I have no doubt that most citizens would prefer this second scenario. The challenge, of course, involves implementation. How we do get there from here? The good news is that the region’s civic leadership has already taken steps down this path of high quality civic development. The regional strategy outlined in Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013 – 2033 provides a roadmap for the region’s high quality, civic development. Yet, the question remains: How do we get there from here? The answer boils down to thinking differently, behaving differently, and doing differently. Thinking differently starts with seeing our universities in a new light. In regional economies, universities play a vital role. They are a major employer. They provide both a payroll and demand for goods and services that power smaller businesses. With international students,

they export education and import money into the region’s economy. Routinely, universities have turned to economists to quantify these economic impacts. In this traditional view, universities are no different from factories. Yet, today, they are so much more. Over the past 30 years, the global economy has transformed and with it, the role of our universities. These changes are profound and lasting. We have moved into an era in which brainpower, innovation and networks generate sustainable prosperity. While traditional industrial and extractive businesses continue to power some regional economies, these businesses are mature and in some cases dying (manufacturing automobiles in Australia comes to mind). To build sustainable economies in the future, we must abandon old thinking and look elsewhere. In the US, smart communities and regions are no longer chasing footloose factories with a butterfly net full of incentives. Instead, they are turning to their universities as engines of economic growth. In our global economy, brainpower and the ability to turn that brainpower into wealth through networks of innovation and entrepreneurship are unique to each region. Universities bring these assets together and power them forward. This lesson is not new: Silicon Valley learned it decades ago. However, the increasing dynamism and connectivity of the global economy means that any region with a significant university can prosper in the decades ahead.

• Strengthening education• Promoting health and

wellness• Creating supports for

businesses to thrive• Providing adequate

transportation and communication linkages

• Preserving the authentic character of the region

• Maintaining sustainable linkages to nurture our natural environment

Dimensions of prosperity

What has impressed me about the Sunshine Coast is that it understands the role of collaboration to shape the SC in unique ways and build off its strengths.

Changing our thinking also means that we need to measure the economic impact of our universities differently. The major benefit of our universities comes not from their direct economic transactions but from the dramatically improved earning power of our graduates. For each graduate over a lifetime, a university education improves earnings by hundreds of thousands of dollars. Changing our thinking is only the first step that will move us down the path toward high quality, civic development of a prosperous region. We must also change our pattern of behaviour. In the traditional, industrial economy, development has been a highly compartmentalised process. This fact leads to numerous ‘turf wars’ that can slow down and even reverse a region’s progress. People behave to protect their

organisational and political boundaries from encroachments. With accelerating change, they shy away from risk. Faced with growing turbulence, they shelter in place. These patterns of behaviour are increasingly dysfunctional. No single organisation can tackle regional challenges alone and no community can isolate itself from these challenges. Today, designing and guiding a prosperous region involves sophisticated engagements and sustained collaboration. I suspect that civic leaders across the Sunshine Coast understand this new reality because this region could not have developed a concise, coherent regional strategy without leaders skilled in managing complex, open consultations.

Moving down the path of high quality development requires people willing and

Collaboration between different sectors helps regions grow exponentially.

The more innovation in a region, the better the returns. Innovation requires collaboration between sectors.

Framework for collaboration

Simple, not easy questions

able to span organisational and political boundaries respectfully.

Building a high-quality, prosperous region on the Sunshine Coast not only requires new patterns of thinking and behaviour. We must also learn new approaches to strategy: the doing. Traditional methods, called strategic planning, are costly and inflexible. They are not well suited to the open, loosely connected networks that characterise a regional economy. A process like strategic planning, which assumes that a small group of people can do all the thinking and tell everyone else what to do, does not work well.

We need a new approach to designing complex collaborations quickly, moving them toward measurable outcomes, and making adjustments as circumstances change. My work at Purdue University

focuses on a new strategy process designed specifically for open and agile collaborations. We are now working on a new partnership with the University of the Sunshine Coast to bring this new discipline, (which we call Strategic Doing) to the region.

Our approach focuses on the two central questions of strategy: Where are we going? How will we get there? We answer these questions not once, but iteratively, as we learn by doing. With Strategic Doing, we quickly translate ideas into action to figure out what works. We move forward with fast ‘think – do’ cycles that are typically only 30-days long. This process is simple, but not easy. It takes practice to master. Yet, we have found that teaching this process widely within a community or region leads to the sophisticated, open, and adaptive collaborations that the ‘high quality, civic’ scenario demands.

Ultimately, the answers we struggle to find today are not for us. They are for future generations. Moving ideas into action will require expanded networks of actively engaged citizens committed to new ways of thinking, behaving and doing. Universities are in a unique position to design and support these networks. Along with teaching and research, it is our public responsibility. We at Purdue stand ready to partner with the Sunshine Coast, as you move down the pathway to high quality development and sustainable prosperity.

Strategic doing translates ideas into action using two important questions.

Look for the ‘Big Easy’ – the big ideas that are easy to start or move towards. As more people get engaged, you build momentum.





Small business collaborationThe businesses and investment panel was composed of Sandy Zubrinich, David Foster and Prof Mike Hefferan. Dr Pamela Wardner summarises their presentation on how the Sunshine Coast can best maximise the opportunities with a focused determination, given the region’s strengths and assets.

Understanding the Sunshine Coast in the broader market

For the Sunshine Coast to prosper it must compete. To do this well, it is important to understand where the Sunshine Coast sits in the scheme of things, as the region is very much linked to the changing global economy. Discussed here are three areas of comparison: trade, access to growth capital and access to talent.

The recently released 2014 McKinsey report Compete to Prosper: Improving Australia’s Global Competitiveness shows that Australia is the 12th largest economy in the world while only ranking 21st in terms of exports and imports. This is concerning as the volume of trade in both goods and services is a strong determinant of real economic growth. Australia’s trade has remained virtually flat since the Australian dollar was floated

The innovation spirit must become part of our regional DNA – it must be instinctive in the way we think, plan and act and should be something that we are known for.Sunshine Coast Business Council ChairSandy Zubrinich

in 1983 and it was mainly the currency fluctuations that contributed to its 19-42% increase as a percentage to GDP. Compared to other small to medium economies, Australia’s trade balance is less trade driven and performs 30% below Canada and New Zealand.

Attracting global capitalists into Australia is fiercely competitive. According to the 2013 IMD World Competitiveness Yearbook, Australia ranks 33rd on the availability of venture capital and 20th on availability of credit overall. This implies a real constraint to growth not only to small business but to infrastructure projects and big businesses as well.

Furthermore, our access to talent is another issue for Australia – it ranks 35th on the availability of skilled labour and 27th on the competency of managers.

Don’t worry about failure; you only have to be right once.- Drew Houston



The common concern cited was the mismatch between the type of degrees and those skills sought by employers. This phenomenon is a worry when 30% of businesses report that the lack of skilled people is one of the barriers to innovation.

The Sunshine Coast economy is typical of many Australian coastal regions. It is a high amenity area and churns a $13.8 billion economy with approximately 115,000 people employed. It suffers, however, from a higher than average unemployment rate than the state average (6.2% in October 2014) and an even worse youth (15-24 years) unemployment rate (14% in October 2014). Traditionally, the economy relied on tourism, retail and construction but has recently seen health care and social assistance moved to the lead and education slowly gaining ground.

The best is yet to come as the major projects planned on the Sunshine Coast provide numerous opportunities that this region has not encountered before. These projects include the Sunshine Coast

University Hospital, the Maroochydore Principal Activity Centre, the expansion of the University of the Sunshine Coast and the upgrade of the Sunshine Coast Airport. These projects are set to underpin the economy into the future and to take advantage of them requires coordination and planning from all fronts.

Focusing on the multipliers

A healthy economy has two vital parts – the trading sector and the non-trading (services) sector (see image). Most of the economy is in the non-trading sector but it is the trading sector that brings in ‘new’ money and, more importantly, where most of the innovation happens. The non-trading sector has limitations – for example, a plumber or a hairdresser relies on their skilled labour and time and efficiency improvement are finite.

Studies have shown that every job in the trading sector cascades into four jobs in the non-trading sector. Hence, we have to work hard to increase the trading sector.

The underlying strengths of the local economy are critical to offset the cyclical and often volatile economies we see in regional communities.

Sunshine Coast Futures Board Member David Foster

Collaboration and cooperation – the unexploited capacity of micro and small businesses

The Sunshine Coast is home to about 35,000 businesses of which 98% are characterised as micro (0-4 employees) to small businesses (5-19 employees). It is no surprise that we are in ‘SME land’!

There are advantages and disadvantages to this for a regional economy. The clear advantage is that we are not reliant on one big employer. As in the case of Ford in Geelong and BHP’s Steelworks in Newcastle, the closing of a large company can destabilise a region. Without the overhead of large businesses, SMEs are able to quickly respond to market forces – be it to economic cycles, competition, or changing consumer demands.

David Forster explains “SMEs clearly have a critical role to play in supporting innovation and economic growth more broadly. When growth occurs in

SMEs, they contribute to the upgrading of activity in the economy, which is something that has been lagging in Australia in recent years, by essentially displacing firms with lower productivity and placing incumbents, including larger companies, under competitive threat.”

A great majority of SMEs, however, innovate very little compared to larger counterparts and this is not by any lack of effort or intent. A number of challenges inhibit SMEs innovative performance. These include administrative processes of starting a business, access to internal or external financing, availability and access to qualified personnel to name a few.

SMEs however rarely innovate alone – most collaborate with others. In terms of collaboration, Australia ranks 15th compared to the US 3rd and UK 5th. Collaboration is an important element of the strategy of innovation for SMEs if they are to overcome the barriers they face – whether it be limited funding, lack of management resources, technical competencies or adequate time horizons to invest in long term strategies.

On the Sunshine Coast, there are a number of organisations that can assist businesses to collaborate. The Innovation Centre and USC are right at our doorstep; the local chambers and the Sunshine Coast Business Council have been at the forefront of getting businesses together; and the Federal, State, and local governments contribute through their respective economic development departments. These have a number of programs that assist with initiatives including incentive and inducement programs that make it easier to obtain approvals.

What investors want

Capital is global – and we have to compete for that capital. “This is a fiercely competitive period – it is really a beauty contest and one region can pitch their holistic offer, but to appeal to investors we need to address more than just the beach and the lifestyle,” claims Mike Hefferan.

Investment is all about attracting and holding public and private capital for infrastructure, built assets, start-up firms,

Eight things you need to do to ensure high growth (Deloittes 2014 Positioning for prosperity? Catching the next wave)

1. Shun complacency and adopt a sense of urgency about the need for growth.

2. Embed long-term thinking in the way we make business decisions.

3. Reach out and maintain clarity on the right triggers for economic impact.

4. Pre-emptively skill up our people for the emerging jobs of the future.

5. Embrace diverse participation in the workforce, especially by women (and the retirees).

6. Achieve policy coherence across all areas of government.

7. Adopt practical mechanisms to make collaboration happen consistently.

8. Bemoreconfidentaboutour growth potential and future prospects.

A healthy economy has two vital parts – the trading economy and the non-trading (services) economy. Both are essential but the ‘new money’ is secured by ‘the external traders’.

expansion of existing businesses, equity or debt funding or relocation of a branch or establishment. The Sunshine Coast Business Council’s recent market survey showed that investors mainly look at the strength of the local economy, investment rate of return, strength of underlying cash flow, local government environment, infrastructure provision, internal strategic fit and local amenity.

Adapted from the concept of E. Moretti by Prof Mike Hefferan.

Sunshine Coast Futures Conference 2014 1918 Sunshine Coast Futures Conference 2014

Issues in 2015: Which of the recommendations listed do you think is most important to be addressed?

Delegates were asked to vote on which one of seven business and investment issues were most important, using the advanced web-based clicker tool, GoSoapBox. Responses totaled 136. The results are represented above by the percentage of responses. By far the most important issue to the delegates was having a targeted investment strategy. This was followed by the need to expand exports.

Panel 1: Business and Investment

Getting new money is vital – hence, the focus of our activities and strategies needs to be on the inflow of external public and private capital to support the trading sector.

USC Pro Vice-Chancellor Prof Mike Hefferan

Some key enablers to facilitate investment include the establishment of a coherent and supportive strategy in both a local and global context – which the Sunshine Coast has done in the Regional Economic Development Strategy 2013-33. Government and regulators should show their commitment and demonstrate the same by publicly supporting and acting accordingly, which means efficiency and consistency in action. Furthermore, there should be alignment in the community, whether this be government, regulators, academic, industry and community to ensure progression and collaboration.One of the key enablers to collaboration

Leaders will

be those who

empower others.

- Bill Gates

and innovation is about promotion – having a loud voice and advocating the opportunities available right in our backyard. Promotion can be used to attract capital investment or to get the best talent focussed on the opportunity or challenge. To do this, the Sunshine Coast needs to work hard at creating a ‘narrative’, both at an industry level and a political level, which is more than just a slogan. We are not attracting the impulse buyer. The investor’s decisions are very calculated and measured to risk.

Investors like to see a clear path through the development or investment process.

While on the Sunshine Coast we see government and industry leadership providing support and vision, we still need to minimise risks with a unified and stable approach. Governments can assist with well-designed policies and systems that make it easy to do business.

The Sunshine Coast is well poised to compete in the global market place. It is not only about going offshore with products and services but also ensuring that we remain competitive in our own backyard.


Sunshine Coast Council Economic Profile --- economy.id®

Go to: http://economy.id.com.au/Sunshine-Coast

What is economy.id®?

economy.id® is a comprehensive economic profile of your Local

Government Area, providing you with access to a range of 11

different datasets to build a cohesive story of your local

economy, how it is changing and how it compares to other

areas.

What does it look like?

Information is presented in a variety of formats. These include

tables with options for benchmarking, charts with comparative

data and written analysis on trends and key points of interest.

Information is accessed from a side menu, with options for

viewing the information in comparison with state and country

using the toolbar.

What information is included?

economy.id® provides comprehensive data structured around

economic indicators, size, structure, industry comparisons,

spatial economy, journey to work, self-containment, workforce

profile, local labour force and local market. Within each, more

detailed information is presented.

How do you get economic data at LGA level?

Because reliable primary economic data sets generally only

exist at the national and state level at best, we partner with

National Economics (NIEIR). NIEIR are recognised as industry

leaders in the development and provision of robust economic

modelling at the LGA level. More information about NIEIR is

found in supporting information.

Why would I use economy.id®?

To understand the size of your local economy and how it

compares to the region

Investigate the industry structure of the local economy ---

what are the largest industries and how do they contribute?

Find local businesses and employment centres

Explore workforce characteristics in specific industries and

how they are changing

View commuters in the workforce --- where are they coming

from and going to

Understand the labour pool and infrastructure available to

new business

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About the area

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Consumer Price Index

About the area

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Gross Regional Product

Structure

Employment (FTE)

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Value add

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Industry sector analysis

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Employment locations

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Workers place of residence by industry

Residents place of work by industry

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occupation

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Self containment

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Employment (Census)

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Key statistics

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Age structure

Hours worked

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Local Market

Market characteristics

Sources of income

Employment capacity

What if analysis

Economic impact model

Supporting information

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Understanding the changing demographics of our population shows how the community can contribute to economic and social development. Professor Paul Clark summarises the talks of the panel jointly presented with Professor Laurie Buys and Andrew Pitcher.

It is said that there are only two things certain in life: death and taxes. But as any demographer worth their salt will confirm, the make-up of our regional population is also in constant change. Understanding what these changes will be, and thereby maximising the economic and social benefits that could accrue, is central to our future prosperity.

Sunshine Coasters get older

As we know, the baby-boomer generation are now into their fifties and sixties, and their offspring are in their twenties. But on the Sunshine Coast that younger group is significantly under-represented compared to the State as a whole. Our young people are leaving the Coast in large numbers and we must try to keep them here or attract them back later in their careers.

The University of the Sunshine Coast was established in the mid 1990s as a means to retain young people who otherwise would leave the Coast to study for a degree. The strategy has been most successful, with more than 10,000 students now enrolled. The issue now is that once these students graduate and seek professional employment many move away and their skills are lost to our community. The more we can diversify the local economy the less will be the incentive for these graduates to leave the region.

At the other end of the age-scale, over 2% of our population is aged over 85 years, significantly more than at State level. That figure will likely double over the next couple of decades by which time the baby-boomers will be in their seventies and will be fitter and more active than any generation before.

The community: a valuable resource

If we value older people in our community, we need to fund and build infrastructure that make it easier for older people to participate.

QUT School of DesignProf Laurie Buys

It’s never too late to be what you might have been.- George Eliot



The figure above shows the age profile of the Sunshine Coast at June 2012 compared to the all Greater Brisbane figures.

Buderim demographics represent future trends

What will our population distribution look like in two decades time, and how can we understand what the region needs to do to benefit from the changes? It is suggested that Buderim currently has an age profile which the region as a whole will not reach until about 2030. The population of Buderim is approaching 30,000, so it is a large enough grouping to be significant.

The proportion of Buderim’s population under 20 years of age is 26%, close to the State average. But in the 20 to 39 age range it is only 18%, compared to 27% at State level. The 40 to 59 age group is 29%, above the State’s 27%, and the 60 to 79 group is nearly 20% and well above the 15% figure for Queensland. For the 80+ age group, Buderim at 7% has twice the proportion for the State, which is just over 3%. So apart from the low number of people in their 20s and 30s, Buderim’s population already has an age profile with a high proportion in their 60s and beyond.It is instructive to look at the characteristics of these older Buderim people. Firstly, many of them have sufficient superannuation to be independent of government. They are underemployed and have time

to volunteer. They participate. It is indicative that just three years after its establishment the Buderim Men’s Shed is already the largest in Australia and has a waiting list. The Buderim War Memorial Community Association has over 70 affiliate member organisations representing a wide range of social activities, and it provides the glue that keeps them together. To see what the Sunshine Coast could look like in future, visit Buderim.

Older people (and youngsters) are consumers of services, whereas those in mid-life favour the purchasing of goods. The demand for services in the region, in particular health and aged care but also including for example restaurants and local tourism, will continue to rise. And because the local workforce will decline as more people retire, there is a need to attract and retain younger workers to contribute to the local economy. We need to fill that shortfall in the 20 to 39 age group.

Utilising skills of all ages is imperative

There is also another source of economic activity – the thousands of volunteers whose contribution is rarely appreciated. It is estimated that volunteering in

We need to find ways to keep qualified young adults on the coast and better use the resources and knowledge of older residents.

Buderim Foundation ChairProf Paul Clark

The Coast needs to attract national and international companies to the region and focus on building transport infrastructure.

Sunshine Coast Economic Futures Board Member Andrew Pitcher

Australia is worth up to $75 billion annually, this being the cost if the services were supplied by government. Add to that the loss to the national economy of about $11 billion a year by not utilising the skills and experience of older people and the impact becomes substantial.

Because the Sunshine Coast has a higher proportion of older people over 55 (30%) compared to Queensland as a whole (23.5%), there is an opportunity to capitalise on our resource of people with the time to contribute. If older people are to be valued, however, there is a need to fund and build infrastructure that makes it easy for seniors to participate and to contribute. A recent study by QUT has highlighted five factors (mobility, safety, accessibility, affordability and social support) that need to be considered in this respect. Some of these are also included in the Positive Ageing Strategy 2011-2016 prepared by the SCC.

The first factor is mobility. If older people are to participate in the local economy by working, volunteering or spending their money they need to be able to get to the places where these activities happen. Some will drive, but increasingly public transport will be the mode of travel. For this to meet the needs of an ageing population, matters such as route limitations, frequency, ease of access and egress, and the amount of walking required all need to be considered from the perspective of an older person.

Safety is a second factor. Residents in the community don’t go to places when they don’t feel safe (whether it is perceived or real). Safety needs to be considered through the eyes of older people. Accessibility is a third factor as everyone needs to access services (health, medical, shopping, beauty, leisure, etc). There can be several barriers to reaching services including geographic distance and a lack of, or limited access to, transport.

Panel 2: Population and Community


Delegates were asked to vote on which one of six population and community issues were most important, using the advanced web-based clicker tool, GoSoapBox, responses totaled 138. The results are represented above by the percentage of responses. By far the most important issue to the delegates was targeting large national firms to relocate to the Sunshine Coast. This was followed by the need to increase social and community support and networks.


The difference

between winning

and losing is most

often not quitting.

- Walt Disney

To become a STARFISH supporter please contact the USC Development Office at [email protected] or on +61 7 5430 1104.

Learn more at usc.edu.au/starfishprogram

ABC News reported that “two-thirds of university students are living below the poverty-line”. Financial stress experienced by many of our students is having an impact on their capacity to study as they struggle to balance study with the need to work.

At the University of the Sunshine Coast we care deeply about our students and our goal is to provide our students with the freedom to put their studies first and spend less time at work.

The University recognises that, by giving, individuals really can make a difference – one student at a time. Thus the USC STARFISH PROGRAM was developed to provide, staff, alumni, and the broader Sunshine Coast community with a meaningful and direct way to support our students.

Students like Nathan Luque, Bachelor of Science / Bachelor of Science (Honours) have expressed their gratitude for the program. “As a recipient of the USC Study Support Bursary, I would like to say thank you to USC and the

Starfish program. As a Dean’s Scholar student I have been doing 5 subjects per semester, working 15-20 hours per week, as well as, fulfilling several other commitments, proving near impossible. This Bursary will help me to prioritise and maximise my time for crucial study” Nathan stated.

The vision of the USC Starfish Program is to be sustainable and scalable over time – lots of people in the community giving small amounts regularly. By participating, you and your colleagues will help this vision become a reality.

YOU CAN HELP THE FUTURE LEADERS OF OUR COMMUNITY

StarfishAd_USC2.indd 1 11/12/14 3:18 PM

Affordability is a factor that applies to most people and should be considered during planning. Everyone needs access to affordable transport and communication tools if they are to participate.

The fifth factor, social support, relates to the development and sustaining of reciprocal relationships. People generally like both to give and to receive. Communities thrive where the relationships are reciprocal, so encouraging the creation of support.

Solutions

To attract new residents with the wide range of skills we need, and to spur development, the Sunshine Coast networks are vital to creating a culture where everyone can contribute and be part of the community.

The contributions of older people are economic and socially very valuable to the community and thus infrastructure needs to be funded and delivered to make it happen – “if they can’t get there, they can’t contribute.”

To distinguish itself, the Sunshine Coast needs to have ambitious plans and strategies to deliver on them. It needs networks to connect supply and demand, and sources of innovation to provide opportunities for new industries, especially in new technologies.

There is a strong view that the Sunshine Coast should target large national or even international firms to relocate to the Coast but the leaders of those firms will expect a high quality infrastructure and range of services. A decision to relocate, at the individual and corporate level, will be made on several criteria. Are there

good transport and communication links; is there a vibrant arts and entertainment culture; are there investment opportunities; are there good community networks and accessible services; are the schools of high standard; are there quality hotels for visitors to stay in. The Coast can easily differentiate itself because of its climate and natural beauty but it will need also to have strong answers for those considering relocating.

People create economic activity in different ways, depending on their stage in life. Understanding this life-cycle and being able to predict how it might change decision-making is a critical factor in economic and social development.


Sunshine Coast Council Community Profile --- profile.id®

What is profile.id®?

profile.id® is a comprehensive socio-demographic profile of

Sunshine Coast Council and 32 geographic areas within it. The

community profile presents results from the 2011, 2006, 2001,

1996 and 1991 Census of Population and Housing.

Sunshine Coast Council Community Profile can be accessed

via your website or:

www.id.com.au/Sunshine-Coast

The community profile enables analysis of population

characteristics for different geographic areas and includes

historical data to show how they have changed over time. To

provide context, Sunshine Coast Council profile is

benchmarked against Greater Brisbane, Moreton Bay, Redland

City, Gold Coast City, Mandurah, South East Queensland,

Queensland, and Australia.

What does it look like?

Information is presented in a variety of formats. These

include tables with options for benchmarking, charts with

comparative data and written analysis on trends and key

points of interest.

Information is accessed from a side menu, with options for

viewing the information for different geographic areas using

the toolbar.

What information is included?

The Sunshine Coast Council Community Profile provides

comprehensive data for the following 32 geographic areas

and is structured around four main questions, within each,

more detailed information is presented.

Geographic areas including: (see site for complete list) Benchmarks

Beerwah

Buderim-Kuluin-Mons-

Kunda Park

Caloundra-Kings Beach-

Moffat Beach-Shelly Beach

Coolum Beach-Mount

Coolum-Yaroomba-Point

Arkwright

Glass House Mountains-

Beerburrum-Coochin

Creek-Bribie Island North

Golden Beach

Maleny-Witta-North Maleny

Mapleton-Flaxton-Obi Obi

Maroochydore

Mooloolaba-Alexandra

Headland

Mountain Creek

Nambour-Burnside and

District

Pelican Waters

Peregian Springs

Reesville-Curramore and

District

Sippy Downs-Palmview

Woombye

Greater Brisbane Moreton Bay Redland City Gold Coast City Mandurah South East Queensland Queensland Australia

What is the population? What do we do? Who are we? How do we live?

Population Service age groups Five year age cohorts Single year of age

Employment

Employment status Industries Occupations Method of travel to work

Unpaid work

Volunteering Domestic work Care Childcare

Income

Individual income Individual income quartiles Household income Household income quartiles Equivalised household income

Ethnicity

Ancestry Country of birth Recent arrivals Proficiency in English Language spoken at home Religion

Education

Qualifications Highest levels of schooling Education institution attending

Disability

Need for assistance

Households

Household summary Households with children Households without children Household size

Housing tenure

Tenure overview Housing loan repayments Housing loan quartiles Housing rental payments Housing rental quartiles

Dwellings

Dwelling type Number of bedrooms Internet connection Number of cars

.id products available to Sunshine Coast

profile.id® atlas.id® economy.id®

Census question, and to which component of the population the data relates Specialist

profiles

Migration profile Journey to work SEIFA

Export, allowing you to export your table into

Excel Word

Specific data notes which explain;

Data source Methods of calculation Any known issues with the data Links to ABS website for further details

All data are presented as tables, charts and text, all of which can be exported into spreadsheets and documents of your choice.

There are two charts on every page, which highlight the

Dominant groups (those which present in higher proportion than the benchmark --- effectively highlighting the role the area plays in housing particular population groups) Emerging groups (those groups which have increased since the previous Census, or the time period selected)

Parameters can be changed via the toolbar above the table, enabling a range of different comparisons to benchmarks and years.

Export, allowing you to export your chart into

Image Word

At the bottom of the page are some suggested links to other topics that can be used to tell different aspects of the same demographic story --- for example;

Age groups Household types Dwelling types

Access online video tutorials here:

http://home.id.com.au/index.php?nodeld+127

For more details…

Contact .id

+61 3 9417 2205

[email protected]

10 Easey Street PO Box 1689 Collingwood Victoria 3066


Education – more than a sectorEducationandtrainingiscriticaltotheSunshineCoastregionnotsimplybecauseitisthefifthlargest economic sector but by nature it has a fundamental role in providing the knowledge and skills necessary for success in a rapidly changing world. Professor Mike Hefferan summarises the contributions of Ken Down, Paul Wilson and Paul Williamson.

In the developed world today, there is no region anywhere that reaches its full potential without a vibrant, integrated and relevant education sector.

Education Sunshine Coast Chair Ken Down

Unlike most of the other components of a region or regional economy, education is difficult to define and, particularly, to assess impacts and final outcomes.

Education – everybody’s business

It must be the most pervasive of all of these components because it belongs to all of us and comes with an obligation for each generation and household to pass on to the next – in part in the form of qualifications, skills and know-how, but also in a deeper knowledge that underpins civil society: That of analytical problem solving skills and reasoning, equity and tolerance. Education is a fundamental building block to social capital upon which the whole region – economic, social, community and sustainability is based.

In the contemporary, global environment, no region or town could make defendable claims to competitiveness, progress, growth and ‘liveability’ (in the wider sense of the word) without a vibrant education component. A quality university plays a big part in this status.It is widely recognised and verified by comprehensive research that future economic growth will be based largely on human capital in firms trading outside the region. This is often termed the ‘knowledge economy’. When it comes to the growth of a region, staff will need to have higher education levels. In return, increased benefits flow back to the community in the form of much higher wage rates and household incomes.

An investment in knowledge pays the best interest.- Benjamin Franklin



Change is underway

Like all sectors in the contemporary environment, education is currently undertaking very significant change, and with changes come risks that must be managed and opportunities that need to be secured – particularly at a regional level.

Fees in the university sector are likely to be deregulated and the vocational education sector in Queensland restructured. Locally, TAFE East Coast has been created to meet the changing training needs of the workforce and wider community in a more open and competitive environment. Here, as in the other components of the sector, new technology can be used to support more traditional teaching methods. Whatever methods are used, however, they must be based on the mantra of ‘connection, collaboration and contribution’.

A key building block in the education sector is the school system which has also realigned its activities to support, encourage and prepare the upcoming, diverse generation – often referred to as ‘the millennials’. Realignment with tertiary education in those formative years includes creation of pathways to further skill-gaining opportunities and employment. It also includes providing life skills to physically and mentally prepare the younger generation for a secure, productive and fulfilling life, hopefully as part of this Sunshine Coast community.

Well positioned in the sector

The Sunshine Coast is well placed to capitalise on these opportunities, with an education sector that is larger than in comparable regions. We have high quality public and private schools, technical and further education and two universities. One, the University of the Sunshine Coast, has its home campus in the region.

If a region can provide quality and comprehensive education programs, particularly at university and vocational levels, it can help reduce the flow of young adults to larger urban areas. This trend is evident across all developed countries and, if not addressed, results in a serious ‘hollowing out’ of the important, highly productive and vibrant 18 to 35 demographic of the region.

Although many young adults will wish to travel, to work elsewhere and to gain life experience, recent, quality research shows that students who receive university or vocational education within a region are much more likely to eventually return to work and settle in a regional area. Those who leave the region to receive that education in a city are much more likely to secure work there, meet partners and settle there, never to return.

Education boosts the local economy

In economic terms, the education sector is very significant and growing. It is the fifth largest sector directly employing 9,385

The education sector is now in a new environment where competition will ensure the best outcomes and value for money.

TAFE Queensland East Coast General Manager Paul Wilson

Panel 3: Education and Training


Delegates were asked to vote on which one of six education and training issues were most important, using the advanced web-based clicker tool, GoSoapBox. Responses totaled 111. The results are represented above by the percentage of responses. By far the most important issue to the delegates was seeking the narrative from youth. This was followed by the need for a stronger support and communication for vocational training by industry.

The success of the Sunshine Coast region tomorrow depends very much on how we support, encourage and holistically educate our next generation – the millenniums.

Kawana Waters State College Principal Paul Williamson

Importantly too, increasing enrolments in public and private sector educational institutions provides them with the opportunity to add to programs and courses. In this way, the sector grows much faster than the organic growth from within the home region itself. At the University of the Sunshine Coast, for example, some 30% of the student population are drawn from south of Caloundra, out of Brisbane’s northern growth corridor. This all represents new revenue sources for the Sunshine Coast region as a whole.

The highest potential of these initiatives lies with the attraction of international students to the region. There were approximately 1100 international students enrolled at USC in 2014, with significant numbers also in vocational education and some enrolled in secondary schools here. The quality of our educational institutions, the region’s liveability and attractions and, particularly, its reputation in providing a safe environment, all present an attractive offering for those students.

people (8% of total), most at high levels of skills and wages. Importantly for a region such as the Sunshine Coast, the education sector is not subject to seasonal or wider downturns and, indeed, has grown consistently at about 3.9% per annum since 2000/01. Its multiplier impacts across a range of service and other sectors are considerable and the links between other key sectors such as health, tourism and development are obvious.

There is yet another, very significant and very tangible economic benefit that the education sector can provide – that being the securing of new funds and revenue into the region. In this way, education and university level research can act as a ‘trader’ external to the region, bringing in ‘new money’.

It can do that in a number of ways. Firstly, a progressive education sector will attract large inflows of capital for new building construction. Thereafter, students will be attracted not only from the local region but also from surrounding regions. Students from other regions represent a considerable new source of income in fees paid and other spending into the region.

A valuable tool for anyone who wants to effectively manage and motivate twenty-something workers.


In pure financial terms, each international student attracted to the Sunshine Coast on the average spends almost $44,000 into the regional economy – not simply in tuition fees but in accommodation and a range of other services. Less tangible, but also important, is the ethnic diversity and vitality that such students bring to our community.

None of the current gains made in the education sector on the Sunshine Coast, nor the sector’s future potential, can be taken for granted. In fact, a concerted region-wide effort is now required to secure what will be a critical advance for the region in forthcoming years.The critical point here is that, while the education sector on the Sunshine Coast is vibrant and growing, there is fierce, quality competition – in Brisbane and other regions. Such competition should be recognised as an integral part of the contemporary, global environment and, at the end of the day, will provide cost effective service to students.

Competing with other regions

Other cities and regions, including Brisbane, Gold Coast and Cairns, already have coordinated, well-funded initiatives that present a coherent, integrated regional offer for domestic and international students. Although the Sunshine Coast educational sector is smaller than some nearby regions, and while sound marketing is undertaken by individual institutions here, this region’s profile is not where it should be.

To address this, throughout 2014 all significant educational institutions and private providers from across the region have met on a number of occasions. Plans are underway to assist with regional branding, to gain a better understanding of the sector and to encourage our younger population to remain engaged in education here. Discussions are even looking at opportunities to develop joint facilities. 2015 is a promising year where many of these plans will produce direct benefits for the region and its community.

Education is the

most powerful

weapon, which you

can use to change

the world.

- Nelson Mandela

USC students learn while helping the community.

Over 80 people signed up to continue to ‘Take action’ in 2015 and are willing to be involved in a working group.


A vision for health and wellbeing

Of the four themes of this year’s conference, health and wellness could be considered the most important. As Professor Marianne Wallis said, “there is no point in being well housed, well-educated and prosperous if we are either dead or too ill to enjoy it”. The clear implication of what the panel discussed is that health is the responsibility of everyone: individuals, families, communities and government and that we cannot continue on our current path. The future of health and healthcare is about personal and community change, innovation in service delivery and growing a highly skilled, flexible workforce. For this to happen there has to be partnership between the health, education and research sectors, as well as a system redesign.

Unless prevention and early intervention occur, no health system will be able to cater for the impact of an ever increasing chronic disease epidemic. Professor Marianne Wallis outlines the thoughts of Kevin Hegarty, Pattie Hudson and current issues and some future directions at the recent Sunshine Coast Futures Conference.

We must get the balance and the links right between primary and acute health care. Health capacity on the Sunshine Coast is about to enter a new era.

Sunshine Coast Hospital and Health Services Chief ExecutiveKevin Hegarty

What are the issues for the Sunshine Coast? When we focus on people who have significant illness and require access to health services, the key take-home message is that without significant reforms in health service funding and delivery models, it is estimated that by 2026-27 expenditure on health care in Queensland could represent over 40% of the total State budget expenditure. In the current financial year the Queensland Health budget is set at $13.662b ($37m a day). For the Sunshine Coast Hospital and Health Service this equates to $706m/year or nearly $2m a day. Mr Hegarty stated that, “the current health service system must change, as it is unsustainable”.

The first wealth is health. - Ralph Waldo Emerson



An investment in early detection saves money in the future so we need to promote health literacy in everyday life.Sunshine Coast Medicare Local Chief Executive Officer Pattie Hudson

Reality checkpoints

• Cancer is the leading cause of premature death within the area covered by the Sunshine Coast Hospital and Health Service.

• Chronic diseases, such as cardiovascular disease and diabetes, are estimated to contribute to 80% of the burden of disease suffered by Australians.

• By 2026/27, without changing the way this patient group is cared for, it is estimated that there will be growth of 116% in the number of patients admitted to hospital. A large proportion of these admissions are considered avoidable through the provision of care and support in the community.

• This reality is already drivingasignificantincrease in health care demand with approximately half of all admissions to facilities being for chronic disease (7,200 admissions for cardiac conditions in 2012/13 expected to increase to over 11,400 by 2016/17).

• Obesity is another major impact on health service demand.Recentfiguresfrom a study conducted by the University of Adelaide indicated more than 142,000 residents of the Sunshine Coast i.e. 42.5% are overweight or obese. The total annual cost of obesity to the nation’s health system is estimated at $4b.

• There is also the impact of the changing nature of service delivery which includes innovative technology and pharmaceuticals. Whilst these improve treatment capacity, they bring an increasing financialburden.

Take home messages • The current health service

system must change, as it is unsustainable.

• We must get the balance and the links right between health promotion, primary and acute health care.

• There needs to more focus on health promotion - not just secondary preventative measures. We need to stop the epidemic of chronic disease in its tracks.

• Tertiary health care will bring a different health care to the Coast, with a focus on research and education.

“We must get the balance and the links right between primary and acute health care,” he said. “Health capacity on the Sunshine Coast is about to enter a new era.” The biggest challenge for our ageing population is the increase in chronic disease and diseases related to lifestyle, such as diabetes, heart disease and cancer. The statistics are compelling. All this is occurring in an environment where patients and their carers are more informed and expect ever improving standards of care.

The challenge and the future for the Sunshine Coast For the Sunshine Coast, we need to talk about the challenge of getting the investment balance correct between health promotion, primary healthcare and the acute sector. Unless prevention and early intervention occur, no health system will be able to cater for the impact of an ever increasing chronic disease epidemic. The primary healthcare sector and the acute care sector need to work together in order to appropriately respond to the real needs of the community. Unfortunately, the overwhelming focus on the acute (hospital sector) does not present an environment in which this need for balance can be attained. In particular, health promotion is an area that has long been under-resourced in the Australian context and suffers from fractured policy change often as a consequence of the three-year political cycle. Pattie Hudson suggested that we should focus on evidence-based health promotion and explained that research-based evidence related to health promotion exists in two main areas: the benefits of early detection and intervention – in the case of illness and proactive lifestyle change. Professor Wallis gave an example of how recent research shows that multimodal exercise classes for older adults give benefits not just associated with physical fitness and health but also associated with the ability to think and remember. This could be a space where local government could become involved. An “Active and Healthy Program” with the scope of the one available on the Gold Coast, for example, could make a big difference by practically supporting

the community to exercise more and eat in a more healthy way. Thus, future collaborations, with Council coordinating and facilitating private fitness and nutrition professionals, could reap huge benefits. Workforce and a new University Hospital As well as the financial sustainability of the future healthcare system, the other major challenge is that of workforce. We need measures to improve retention, manage demand and boost productivity. In addition, we need reform that addresses changes to scope of practice, increased use of assistants, introduction of new workforces or workforce models and broader application of technologies such as eHealth and telehealth.

On the Sunshine Coast we are, of course, currently planning and advancing the development of a new tertiary hospital. What is so special about this? It will be the first new tertiary hospital built in Australia without the closure and transfer of an existing tertiary hospital for more than 20 years. The Sunshine Coast hospital and health service workforce will need to grow from its current full-time equivalent (FTE) workforce of 3,700 and head count of 4,800 to a FTE of 5,500 in 2016/17 and a head count of 7,200, with further growth by 2021/22 to a total of 7,400 FTE and a head count of 9,800. In any hospital development, the focus is often on the built environment and the value of the buildings being constructed. In this case the project budget of $1.8b is a legitimate focus in its own right,

1 in 30 - People with Diabetes (Type 2) 4%

1 in 8.5 - People with Asthma (12%)

1 in 9 Male 1 in 8 Female - with mental health disorders (high or very high psychological distress levels) (12.5-13%)

1 in 3- People overweight not obese (30%)1 in 2- People overweight or obese adults (50%)1 in 5- People obese (22%) 1 in 4- People with respiratory

disease (27%)1 in 18- People at high r isk of alcohol consumption (6%)1 in 5- Smokers (23%)

1 in 2- People have at least one of these r isk factors (58%): Smoking, high alcohol consumption, physical inactivity, obesity

1 in 40 People with COPD1 in 15 Females with

Osteoporosis

1 in 6- People have had Cancer (16%)

1 in 6- People

with circulatory

system deseases

(16%)

1 in 3- Peoplewho are

physicallyinactive (36%)


Panel 4: Health and wellness


Delegates were asked to vote on which one of seven health and wellbeing issues were most important, using the advanced web-based clicker tool, GoSoapBox. Responses totaled 109. The results are represented above by the percentage of responses. By far the most important issue to the delegates was developing an active and healthy program. This issue received more than twice the votes of its nearest rival, encouraging and participating in region-wide wellness programs.

There is no point in being well housed, well-educated and prosperous if we are either dead or too ill to enjoy it.

USC Professor Nursing & Midwifery Prof Marianne Wallis

however the real challenge is not just for us to build a hospital, it is for us to resource a hospital. We are not just building an asset, we are building a vital service – a service that will require approximately 3,500 staff when it opens in late November 2016. To begin to address some of these future needs USC, in collaboration with both Sunshine Coast Hospital and Health Service and Blue Care, has commenced clinics for expectant women, mothers and babies and people with chronic wounds. This kind of innovative partnership provides easily accessible services to the community while providing excellent opportunities to educate the next generation of nurses and midwives to be able to work in settings inside and outside of acute care hospitals.

Collaboration and innovation, leading to better health and different models of service delivery, are vital if Sunshine Coast residents are to continue to live long, healthy, active lives within the funds we have available for healthcare.

To do list

• Make sure opportunities are not only realised but maximised.

• Develop grass roots strategies to help the “averageJo”getfitterandhealthier.

Building and cultivating productive partnerships

Office of Engagement


Sunshine Coast Futures Conference 2014 200+ attendees


We need to ensure that growth is not an end in itself but rather that our growth advances our society’s capacity to enhance lives and livelihoods.

Data, both big and small, is the new natural resource. Let’s collaborate, and more importantly share with the masses.

Wise to remember economics is a social science and that social objectives and social benefit must be the overriding objective. Nowhere is this clearer than with our inter generational responsibilities as individuals and a community.

Craig Matheson USC displays

Jim Armstrong and Tim Bishop

Chris Guthrie and Ross Hepworth

Colleen Lucas and Jacinta Creedy

Jane Campbell and Kevin Hegarty

Andrew Pitcher

Vice-Chancellor Greg Hill

Delegates have their say

Let’s work hard on developing and telling our best stories loud and often.

Opportunity to leverage the contribution of our older members of the community is an under-utilised resource to drive and support innovation and learning.

We need the digital highway before a place for more cars.

Delegates gather in preparation for the conference.

Brook Kitson and Cr Steve Robinson Ingrid Myher

Mark Paddenburg, Jarna Baudinette and Mike Schwartz

Brian O’Connor, Rod Richards and Lance Taylor

Richard Johnson and Peter Watling

The following quotes were made anonymously using the web-based clicker tool. They are not linked to adjacent photographs.


If all local businesses committed to at least one internship per year (even if just for a week), we’d get better at engaging with our younger population.

Sunshine Coast mentoring, investment groups and Chambers are building capacity and do a great job connecting and assisting local businesses.

Human capital is the Coast’s greatest asset which is why a coherent community is so fundamental to our future.

Future planning should encourage housing choices to be closer to services and transport.Andrew Stevens

and Paul MartinsDr Pamela Wardner and Daniel Lange

Dr Aaron Tham and Kerrie De Clara

Cr Frank Pardon and Jo Pennell

Delegates participated with thoughtful questions.

Gary Waterson and Andrew Squires

Kaylene Ascough, John McKewin, Stuart Coward Morning tea

Our point of difference and connection with the environment offers the opportunity to create a brand for export locally and globally.

Development without planned integration of transport networks is flawed and far too common.

Develop small business mentoring, a fabulous idea. How do we educate mentors and grow this as a skill and community benefit to grow small business?

Tom Stock and Richard Campbell Dr Paul Collits, Ed Morrison, Vikki Schaffer

Colin Graham Dr Christine Slade Prof Paul Clark and Andrew Ryan

Mayor Cr Mark Jamieson Paul Will iamson

Cr Sandy Bolton and Mark Forbes

John Carleton and Tim Balcombe

Wendy Macdonald and Cr Greg Rogerson Sandy Zubrinich


Thank you for the details regarding the Sunshine Coast youth summit. Wonderful initiative.

Looking forward to the proceedings and actions. See you at next year’s event too.

Daniel Ryan and Kellie Holdsworth

Prof Laurie Buys, John Hare and Marian Kroon

Prof Mike Hefferan speaks to the media

David Foster and Sean Gordon

Geoff Peters and Maya Gurry

Alex Lever-Shaw and Belinda WarrenProf Marianne Wallis John McKewin and Dick Rowe

Congratulations to the USC team for hosting such a great event focused on collaboration.

Good use of technology to get feedback and what the group is thinking. Collaboration can be fun.

Sunshine Coast ... world renowned region leading the way with lifestyle, facilities and innovation based on good health and wellbeing. Sounds great.

Terry O’Brien, Alison Clift and Anthony Edgar

Peter Bolton-Hall and David Foster

Ashley Lorenz and Peter Rawlinson

Russell Ousley and Dean Alle

Warren Bunker and Luke Flanagan

Graham Black and Doug Fraser

Tracey Goodwin-McDonald and Ed Morrison


Mark Forbes Economic Development & Tourism Manager Moreton Bay Regional Council David Foster Member Sunshine Coast Economic Futures Board

Laura Fox Human Resources Manager Suncare Community Services Inc. Doug Fraser University Project Manager Moreton Bay Regional Council

Dericka Frost Associate Lecturer Tertiary Preparation Pathway University of the Sunshine Coast Sue Frost Manager Inspire Connecting Communities Tracey Goodwin-McDonaldMaster of Ceremonies University of the Sunshine Coast Sean Gordon Sales Manager, Sunshine Coast Telstra Business Colin Graham Managing Director Causeway Innovation

Mick Graham Deputy Chair RDA Sunshine Coast

Dr Wayne Graham Lecturer, Management University of the Sunshine Coast John Greenhalgh Solicitor Director Greenhalgh Pickard Solicitors & Accountants Andrew Grimshaw National Skil l ing and Employment Manager The Hornery Institute Matthew Gross Director The National Property Research Co. Maya Gurry Director Fresh PR & Marketing

Chris Guthrie Industry Investment Facilitator Sunshine Coast Council Madeline Hall Managing Director EMS Creative

John Hare

Cheryl Harris Manager Volunteering Sunshine Coast Pauline Healey Branch Manager Bendigo Bank Prof Mike Hefferan Pro Vice-Chancellor (Engagement) and Professor Property & Development University of the Sunshine Coast

Kevin Hegarty Chief ExecutiveSunshine Coast Hospital and Health Services

Andrew Hemer Financial Controller Typefi Systems Pty Ltd. Ross Hepworth Treasurer Maroochydore Chamber of Commerce Prof Greg Hill Vice-Chancellor and President University of the Sunshine Coast

Robyn Hills Photographer Robyn Hil ls Photography Kell ie Holdsworth Industry Investment Facilitator Sunshine Coast Council Michael Hopkins Regional Manager Master Builders Association

Diane Howard Chair Cleantech Taskforce Pattie Hudson Chief Executive Officer Sunshine Coast Medicare Local Margie Hutchence Business Development Officer, Faculty of Arts and Business University of the Sunshine Coast

Donald Jamieson Senior Business Banking Manager NAB

Cr Mark Jamieson Mayor Sunshine Coast Council Tom Jamieson Manager Project Delivery Sunshine Coast Council

Alexina Johnson Member RDA Sunshine Coast

Richard Johnson Chief Operations Manager Suncare Community Services Inc. Carly Johnston Project Manager Sweett Group

Michelle Joubert Associate Lecturer, Accounting University of the Sunshine Coast

Cr Joe Jurisevic Councillor Noosa Council

Dr Lee Kannis Lecturer in Clinical Psychology and Clinical Psychologist University of the Sunshine Coast Prof Mary Katsikitis Professor and Discipline Leader of Psychology University of the Sunshine Coast Gavin Keeley Chief Technology Officer Cloud Data Centre Ltd

Chantelle Kenzler Executive Officer / Planning Officer Sunshine Coast Council

Dr Umi Khattab Senior Lecturer Public Relations University of the Sunshine Coast Simon Kinchington Coordinator Planning and Major Projects Sunshine Coast Council Brook Kitson Branch Manager Cardno

John Knaggs Chief Executive Officer Sunshine Coast Council Graeme Krisanski Project Manager, Regional Strategy and Planning Sunshine Coast Council

Marian Kroon

Daniel LangeResearch Assistant Office of Engagement University of the Sunshine Coast

Greg Laverty Executive Director Sunshine Coast Council

Assoc Prof Meredith Lawley Associate Professor (Marketing) University of the Sunshine Coast Winslow Leveque Customer Service Manager Department of Industry, Queensland

Alex Lever-Shaw Coordinator Service Delivery – Industry and Investment Sunshine Coast Council Ashely Lorenz Manager Infrastructure Planning and Development Unitywater

David Lovell Valuer CBRE Colleen Lucas The Work Shop Operations Manager The Work Shop

Wendy Macdonald Industry Investment Facilitator Sunshine Coast Council Prof Doug Mahar Head, School of Social Sciences University of the Sunshine Coast

Paul Martins Manager Economic Development Sunshine Coast Council

Sue Mason-Baker Chief Executive Officer Suncare Community Services Inc. Craig Matheson Manager Strategy and Coordination Sunshine Coast Council

Cr Jenny McKay Councillor Sunshine Coast Council

Delegate list 2014Kaitlyn Akers Practice Manager Infocus Money Management

Dr Dean Alle Entrepreneur in Residence Innovation Centre Sunshine Coast

Simon AmbroseChief Executive Officer Sunshine Coast Destination Ltd

Prof Sajid AnwarProfessor of Finance University of the Sunshine Coast

Jim Armstrong Member Board of Architects Kaylene AscoughCollaboration Consultant Kollaborate

Brianna Asher Tutor Aspire College of Education

Martyn Baldwin Group ICT Manager Endeavour Foundation & Community Solutions Group

Alison Barry-Jones OAM President Arts Convention Exhibition Assoc Inc

Prof John Bartlett Executive Dean, Faculty of Science, Health, Education and Engineering University of the Sunshine Coast

Jarna Baudinette Marketing and Projects Coordinator Innovation Centre Sunshine Coast

Brian Beswick Chief Information Officer Sunshine Coast Council Tim Bishop Graham Black Associate Vice Chancellor (South East Queensland) CQ University Australia Andrew Blake Senior Business Banking Manager NAB

Cr Sandy Bolton Councillor Noosa Council

Peter Bolton-Hall Director BJM Funds Management Limited Christine Boulter Field Education Coordinator University of the Sunshine Coast

Steven Boyd Program Coordinator and Lecturer Property Economics and Development University of the Sunshine Coast

Linda Brandon Project Manager – Private Hospital and Stakeholder Engagement Qld Health - Sunshine Coast Public University Hospital Project

Scott Breust Principal Economic Development OfficerDepartment of State Development, Queensland

Colleen Bright Operations Coordinator Graceville Centre – Lutheran Community Care

Warren Bunker Director Regional Strategy and Planning Sunshine Coast Council

Anna Burden Economic Development Officer Moreton Bay Regional Council Prof Laurie Buys Professor School of Design Queensland University of Technology Matthew Caddy Mobility Applications Specialist Optus Chris Campbell Coordinator Asset Management Sunshine Coast Council Jane CampbellHealth Outcomes Team Manager Sunshine Coast Medicare Local

John Carleton Executive Projects Manager Moree Plains Shire Council Bob Carroll Director Australian Events

Prof Paul Clark Chair Buderim Foundation

Alison Clift Training Organiser Sugar Research Institute

Adjunct Professor Paul Collits Advisor Economic Development – Property and Economic Development Gosford City Council Marc Cornell Sunshine Coast Council

Stuart Coward Executive Officer Steps Group Australia

Jacinta Creedy Managing Director Q Labour Hire

Denis Cupitt Valuer Denis Cupitt Valuers

Bil l Darby Tourism & Events Chair Caloundra Chamber of Commerce

Lynn DarnellExecutive Assistant to Mike Hefferan University of the Sunshine Coast

Kerrie De Clara Industry Investment Facilitator Sunshine Coast Council Suzanne Derok Owner/Editor Executive Talent

Josh Dougherty Assistant Valuer CBRE

Ken Down Chair Education Sunshine Coast Bronwyn Doyle Project Manager, HWA Projects, Faculty of Science, Health, Education and Engineering University of the Sunshine Coast

Anthony Edgar Industry Investment Facilitator Sunshine Coast Council

Rae Ell iot Manager Community Focus Assoc. Inc. Kate Evans Senior Development Manager University of the Sunshine Coast Steve Fair less Principal Asset Officer Energex

Mark Farrell General Manager RPS Kevin Finney Account Manager Optus Gerard Fitzgerald Business Banking Manager NAB

Luke Flanagan Coordinator Business Performance Sunshine Coast Council

Chris Fogarty Town Planning Manager Energex


Prof Joanne Scott Executive Dean, Faculty of Arts and Business University of the Sunshine Coast

Dr Bridie Scott-Parker Research Fellow University of the Sunshine Coast Greg Searle Managing Director Anypoint Pry Ltd

Terence Seymour Chair Health and Wellbeing Taskforce

John Shadforth Foundation Board Member University of the Sunshine Coast Michael Shadforth President Caloundra Chamber of Commerce

Dr Bishnu Sharma Senior Lecturer in Management University of the Sunshine Coast

Lee Shea Partnership Broker Sustainable Partnerships Australia Ltd.

Kathryn Shewring Community Engagement Coordinator Pomona & Distr ict Community House

Yolande Smith Director Lou-Cherie Management

Dan Sowden Director Ray White Maroochydore

Dr Wendy Spinks Lecturer, Marketing University of the Sunshine Coast Andrew Squires Area Manager, Small Business Banking ANZ Dr Dixie Statham Director USC Psychology Clinic and Senior Lecturer University of the Sunshine Coast Michael Stephens Managing Director QED Enterprises Pty Ltd Andrew Stevens Managing Director KHA Development Managers Corey Stitt Senior Business Banking Manager Bendigo Bank Tom Stock Analyst The National Property Research Co.

Henry Taljaard Business Development Manager ALLROADS Pty Ltd Lance Taylor General Manager IRT Chris Teitzel Strategic Planning Officer Unitywater

Dr Uwe Terton Lecturer in Design and Serious Games University of the Sunshine Coast

Dr Aaron Tham Lecturer, Tourism, Leisure and Event Management, Faculty of Arts and Business University of the Sunshine Coast

Gabrielle Troon Senior Project Officer Sunshine Coast Council

Ray Turner Executive Director Sunshine Coast Council Ann Valentine Sunshine Coast Council

Susie VergersLearning Designer, C-SALT University of the Sunshine Coast Sonya Wallace Member University of the Sunshine Coast Student Council

Prof Marianne Wallis Professor Nursing & Midwifery University of the Sunshine Coast

Dr Pamela Wardner Project Manager & Research Fellow University of the Sunshine Coast Robyn Warn Business Development Coordinator, Faculty of Arts and Business University of the Sunshine Coast Belinda Warren Acting Manager Communications Sunshine Coast Council Gary Waterson Relationship Manager ANZ Melissa Waterson Industry Liaison Officer, Faculty of Science, Health, Education and Engineering University of the Sunshine Coast

Peter Watling Business Development Manager Suncare Community Services Inc.

Cr Tony Wellington Councillor Noosa Council Wallis Westbrook General Manager The Sunshine Coast Private Hospital

Michael Whereat Coordinator Industry Enablement Sunshine Coast Council

Cr Frank Wilkie Councillor Noosa Council

John Will iams General Manager MIX FM / Sea FM Melanie Will iams ATSI Liaison Officer TAFE Queensland East Coast Paul Will iamson College Principal Kawana Waters State College

Heinrich Wilsenach University of the Sunshine Coast Paul Wilson General Manager TAFE Queensland East Coast Andy Woodhouse Manager, Regional Project Facilitation Department of State Development, Infrastructure & Planning

Debbie Woodhouse Coordinator Corporate Planning and Performance Sunshine Coast Council Sandy Zubrinich Chair Sunshine Coast Business Council

2014Joshua McKenzie Unit Leader Treatment Service Planning Unitywater John McKewin Business Banking Executive NAB Sue McNulty Coordinator Corporate Strategy and Policy Sunshine Coast Council

Charlotte Mellis Business Development Manager VAS-X

Tom Milne Infrastructure Planning Engineer Unitywater

Dr Anna Moir-Bussy Senior Lecturer and Program Leader for Counsell ing University of the Sunshine Coast Ed Morrison Regional Economic Development Advisor Centre for Regional Development Purdue University

Kath Munro Administrative Assistant University of the Sunshine Coast Jarrod Murphy Development Officer Unitywater Ingrid Myhr Social Policy Officer Sunshine Coast Council Melissa Naylor IHC Manager IRT Coralie Nichols Executive Director Sunshine Coast Council

Ted O’Brien Managing Director Ted O’Brien & Associates

Terry O’Brien Chair Aviation Taskforce

Brian O’Connor Facilitator Heart of Pomona Committee

Brett O’Malley Principal – Sunshine Coast Jobs On The Coast Karla Ogg Urban Planning Student University of Queensland Dr Florin OprescuSenior LecturerUniversity of the Sunshine Coast

Russell Ousley Director Development Office University of the Sunshine Coast Mark Paddenburg Chief Executive Officer Innovation Centre Sunshine Coast

Peter Pallot Manager Sunshine Coast Airport Sunshine Coast Council

Cr Frank Pardon Councillor Noosa Council Carmen Park Acting Distr ict Manager Probation and Parole, Maroochydore Amanda Parkinson Policy Officer Sunshine Coast Council Stephen Patey Manager Strategic Planning Sunshine Coast Council

Shay Pearce Coordinator Mylestones Employment Sunshine Coast John Pearson Director John Pearson Consulting

Jo PennellCommunity and StakeholderEngagement ManagerSunshine Coast Medicare Local

Geoff Peters Industry Investment Facilitator Sunshine Coast Council Karen Phil l ips Manager National StandBy Response Service United Synergies Ron Piper Manager Major Urban Developments Sunshine Coast Council Andrew Pitcher Member Sunshine Coast Economic Futures Board

Margaret Poli HR Bridgestone Select Maroochydore Peter Poli General Manager Bridgestone Select Maroochydore Warren Polley Managing Director Polleys Coaches Kim Price Community Development Officer Sunshine Coast Council

Peter Rawlinson Regional Strategic Planner Moreton Bay Regional Council Kylie Readman Director, C-SALT University of the Sunshine Coast Emily Rehm Strategic Planner Sunshine Coast Council Joseph Riba President Maroochydore Chamber of Commerce Rod Richards Director Business Enterprise Centre

Swain Roberts Special Counsel McCullough Robertson

Cr Steve Robinson Councillor Sunshine Coast Council Tim Robson General Manager John Pearson Consulting

Cr Greg RogersonCouncillorSunshine Coast Council Shaun Rosendale Senior Asset Officer Energex Assoc Prof Johanna Rosier Associate Professor Regional and Urban Planning University of the Sunshine Coast Dick Rowe Consultant American Maglev Technology, Inc.

Andrew Ryan Executive Director Sunshine Coast Council Daniel Ryan Sales and Leasing Executive Savills

John Sargent Member RDA Sunshine Coast

Lynne Saunders Coordinator Marketing Sunshine Coast Council

Rod Saunders Senior Account Executive, Sunshine Coast Telstra Business

Dr Vikki Schaffer Lecturer, Tourism, Leisure and Event Management University of the Sunshine Coast

Delegate list continued

Jointly sponsored by:

www.sunshinecoastfutures.com.au