1. Workshop Structure 2. Overview Agenda 3. Core Group Participants 4. Daily Programme 5. Video Conference Linkups 6. On-line Discussion Forums 7. Daily Workshop Transcripts 8. Reference Material 9. Logistics

7. Daily Workshop Transcripts

Day 1 - Monday 20 March - University of Western Australia
Economic Transition Issues

In past projects like this, what are the things that typically got in our way ?

Structure / Organisation	Process Systems	Targets / Measures	People / Relationships	Other
Lack of leadership in board structure Lack of financial resources Lack of "advocates" (in local government etc) Lack of communication Unstable work relationships Unconvincing track record Lack of vision Due diligence	Delays in planning approvals Endless red tape Inconsistency of government response Change of government Change of rules/move goal posts Economic instability Underestimating time Change in management – weaker vision Lack of awareness of best practice principal in industry/planning etc.	Inconsistent expectations Unrealistic targets (ie. Timeframe) Narrow vision (ie. Lack of industry diversity) Natural disasters cause delays/add costs (risk management) Imbalance of objectives/ achievements Unforeseen logistical problems( ie. Supply line broken) Market liability Being unaware of market competition	Cultural differences (ie Native title) Local opposition (lack of community consultation with identified key stakeholders) Incompatible community aspirations Lack of network Incompetence management	Natural disasters and land management (ie Romanian scenario – floods) Deliberate sabotage
No one government body in charge Cultural differences in Japanese/Australian way of doing business Lack of continuity in political processes (changing players) - also in company No local decision-making in company Ground rules may change (eg environmental legislation) Global influences not always predictable	Infrastructure chicken and egg situation Lack of flexibility, eg governments, planning systems As population increases, the ability to play politics with the development increases Governments cannot give priority to this development over others	Different expectations eg government wants short-term gains; TKK long term gains Lack of commitment to targets Lack of realistic targets Not agreeing on targets up-front Difficulties of measuring social/ environmental/ quality of life issues	Acceptance of change; government, TKK, community TKK has image problem in Yanchep/Two Rocks Wider perception that Yanchep is a "failed" development Appropriate government agency involved rather than Planning Community may not have realistic expectations of TKK Community has divided view on the desired future for Yanchep/Two Rocks Current poor communication between TKK and community
Difficulty in creating a durable governance structure for the length of the project Lack of resources to identify organisations and companies that may have a potential interest Difficulty in ensuring all players and stakeholders get a win	Problems in managing social change Difficulty in justifying this project over other projects for government Chicken and egg. TKK vs Government to commit first Determining commercial viability of identified projects	Competing community expectations Inability to criticize, especially in early days/years Lack of base-line data to measure future achievements Difficulty to establish critical mass Difference in measurement criteria for different stakeholders	Difficulty in changing personnel Importance of project manager/top level ‘wheeler/dealer’ ‘Wrong’ person in critical place Not maintaining effective consultation and communication	‘Cropping up’ environmental issues General misunderstandings Maintaining global focus Surviving ‘the’ quiche
If government changes, plans may change. Lack of continuity (political, people, organisations). No one owns project? Who will commit for long term? (who will marry Tokyu) Not everyone shares the vision – vision not carried through There is a lack of trust. Change of ownership/ management with own priorities.	Processes-systems and persons responsible aren’t clearly identified. Milestones are not achieved on time. Milestones aren’t realistic and concrete. Ownership of the process is not clear. Often no room for innovation. Process may be exclusive: most people are not aware that this workshop is on.	Targets are not set or not realistic (resources, time). Targets are not achieved. Unrealistic expectations (time & outcomes). No iterative system of set goal; do; measure; report; next step. Priorities often not set, conflicts between targets/objectives	No champions. Tokyu government community industry. Lack of trust. Poor professional advice. Stakeholders not committed: or committed to process, not outcomes. Lack of understanding of objectives.	Lack of funds. Compete with other corridors & priorities (eg Ellenbrook). External factors (immigration, economy, and war in se Asia, fuel prices). Native title and their influence – "bond" factor.