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 3 - Wednesday 22 March - Edith Cowan University, Joondalup Campus
Project Plans

1. Program Management 2. Economic Growth Drivers 3. Economic Infrastructure 4. Community/ Social 5. Quick Wins

Key Questions What is your project’s purpose for the next year? What are your project’s outcomes/objectives for the next year? What are the high level actions required to achieve your outcomes/objectives? What are the key risks in achieving your project’s outcomes? What are the options or contingencies for managing each key risk?

1. Program Management, Leadership & Finance
Purpose: Establish clear basis for strong commitment by both Tokyu and Government (state and local) to proceed with the project by 30.09.00.

Objectives/ Outcomes	High Level Actions	Timing	Resources
1. Establish Management Structure	Select people/organisations to participate	Q1	Tokyu, MFP and Local Government
2. Review and promote vision	Review and promote vision	Q1/4	All
3. Establish program for professional inputs eg due diligence on clusters, financial budgets, evaluations, legal structure, land evaluation, planning	ID people/organisations Prioritise appointments Negotiate/tender for appointments	Q1/2	Tokyu and Management Team
4. SCA agreement to fund high level actions (assume have agreed fund process to get to 2nd workshop)	Tokyu approvals and Government approvals	Q2	Tokyu and Government
5. Identify and prioritise infrastructure requirements	Transport access study and other studies	Q3	Tokyu and MFP
6. Select champions - Tokyu - State Government - Local Government - Community	Identify champions - Tokyu - State Government - Ministry for Planning/Cabinet - Local Government - Community	Q2	Tokyu, MFP, Local Government
7. Implement specialist advice/reports	Review Reports Agree Project Structure Agree stakeholder roles Identify funding needs and options	Q4	Management Team
8. Start information process with adjoining owners		Q1	Tokyu and MFP

Risks	Options/Contingencies

2. Economic Growth Drivers

Objectives/ Outcomes	High Level Actions	Timing	Resources
Preliminary vision	Review of clusters may add	Q1
Reality check cluster	Review on basis of workshop Consult with expert peer groups Place based scenarios Community consultation	Q1	S.G. Doug Henton S.G./Peers S.G./R.P.A.
Update vision/speci	Visual Place based Village structures	Q2	S.G./R.P.A.
Pre-feasibility for remaining clusters	Identify funding Appoint consultants Prepare report(s) Present findings to S.G. and core group Final short list Vision check	Q2 Q2 Q2/3 Q3 Q3 Q3	S.G. S.G. Consultants S.G./Core G S.G. S.G./R.P.A.
Prepare comprehensive. Business plans/ feasibility	"	Q3/4	"
Target Federal Government – contact and make sure project of significance	Contact Inv. Aust seek funding	Q1	S.G.

Risks	Options/Contingencies
1. Being too broad	Quick wins tied to clusters Direction by steering group
2. Business cases don’t address marketing	S.G. – clear terms of reference and marketing of consultant
3. Money	Tokyu? Federal & State Government?
4. Time	S.G. to manage
5. Infrastructure (lack of)
6. Community concerns S.G./structure needs reflect	Involve/consult Need community rel. plan.
7. Failing to involve best expertise local, national, international	Identify players Build network Build communication structure (mail lists/newsletter/email internet/fora)

3. Economic Infrastructure

Objectives/ Outcomes	High Level Actions	Timing	Resources
Undertake transport access study	Resolve funding and stakeholders
Provide clarity on transportation facilities, service and funding to support project initiatives	Prioritise brief finalisation and information gathering and appointment of consultants

Risks	Options/Contingencies
Project not completed in timeframe	Brief very specific, high quality – time
Conclusions of study unrealistic /not implementable (other landowners)	Total commitment from stakeholders to brief/project
Study tells "what no-one wants to hear" (ie. Too hard/ too expensive/ no commitment	Ongoing involvement of key stakeholders

Note: There are several support notes on flip charts. As transportation is the most critical issue to be addressed, the team allocated its limited workshop time to transportation. Infrastructure transition process notes for other sub-streams can be found in the economic transition process design notes from Day 2.


4. Community/ Social

Objectives/ Outcomes	High Level Actions	Timing	Resources
Develop/agree plan with stakeholders Promote project to Yanchep/Two Rocks community and wider community Involve community and gain feedback	Identify stakeholders Community forum Surveys Newsletters Shop front Internet, chat line IDEA project bulletin board Community newspaper Sun City Golf Course info board	Q1 Q1 to Q4 (ongoing) " " " " " " "	S.G. Communication Consultant SG
Develop plan for local involvement	Small regular forum
Involve reps in project

Risks	Options/Contingencies
Communicating too early, too much	Steering Group to ensure that the communications and community involvement plans address these risks
Missing important stakeholders	Steering Group to ensure that the communications and community involvement plans address these risks
Inappropriate/ failing communication	Steering Group to ensure that the communications and community involvement plans address these risks
Lack of honesty/ dealing with difficult issues	Steering Group to ensure that the communications and community involvement plans address these risks
Token support	Steering Group to ensure that the communications and community involvement plans address these risks
Apathy (both sides)	Steering Group to ensure that the communications and community involvement plans address these risks

5. Quick Wins
Purpose: Secure one to five businesses employing up to 100 jobs in the next year

Objectives/ Outcomes	High Level Actions	Timing	Resources
1. Produce a marketing package Outcome: Awareness by potential investors of consolidated package	Good and close links with major initiatives eg Fini Internet marketing Identifying prospective investors Expression of broad interest Regular media exposure (not just local) Hotline Identify champion(s) and agencies including community On site presence Identify driver	Q1	$ Budget Networks Expertise eg Portland experience To deliver actions
2. Identification of industry types	Extend and refine cluster analysis to identify special industry prospects including competitor analysis Identify incentives Building Government financial assistance Expertise (Business Support) Lead by example – provide infrastructure for core industry Work with government to identify government initiative e.g. Government department Provide full range of housing Communications infrastructure eg. no background beeps on telephone lines	Q1	As above
3. Identification of interested companies within industry types	Consult key industry players/CD’s	Q2	As above
4. Identify stakeholder requirements	Negotiate with individual companies to identify their requirements Identify barriers Negotiate with stakeholders (TKK, Government, Community) re: Company Requirements eg: Fast tracking approval processes Accessing government funding Involving community Investigating labor options Identify possible support options eg incubator management	Q2/3	As above
5. Negotiation of MOU
6. Signed Deals	Normal Business Planning Process eg financing, marketing etc
7. Agree quick win opportunities	Identify, analyse and select quick wins	Q3/4	Management Team
8. Achieve quick wins	Market Opportunity Pursue Negotiate deals Implement	Q4	Management Team Tokyu
9. Achieve COW Government support for project: -FIRB -Grants -Infrastructure -Immigration -Incentives -Environmental	Identify needs & opportunities Brief appropriate politicians/agencies Start lobbying/negotiating deals	Q3/4	Management Team Tokyu
10. Risk Management Strategy	Identify risks Document Strategies	Q1/4	Management Team

Risks	Options/Contingencies
Failure = loss of credibility
Development projects are inconsistent with IDEA vision.	Consider development control options ie. Authority