Work area: Policy

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Navigating the energy transition in 2026 

Saideh Kent leads The Next Economy’s energy work. In this Q&A she shares her thoughts on what shaped the transition in 2025, how communities are responding, and what lessons can be learned for the year ahead. 

What happened in 2025 that shaped the direction of the energy transition? 

This year brought some big shifts. The change of government in Queensland led to a different approach to energy policy, which has affected things like the pace of investment. In some cases, approvals were reversed or delayed. That created uncertainty for communities and project developers alike and reminded everyone how important consistent policy is for long term planning. 

One thing that stands out is how communities are becoming more involved in shaping outcomes. There is growing recognition of the importance of community benefit and social impact and we are seeing councils and local groups step in early. That is a positive sign, but many of them are still doing it without a clear process or enough support. 

There has also been some mixed messaging nationally around net zero, which made things harder for people trying to understand what is happening. The National Climate Risk Assessment helped bring clarity. It gave people something solid to refer to and set out clearly why action is needed. 

What is coming through in your conversations with regional communities? 

What we are seeing is that every place is different. The transition looks and feels different depending on where you are. Some regions are preparing for coal closures. Others are experiencing rapid growth in renewables. Many are dealing with both at once. And the resources available to manage change vary widely. 

But there is a clear sense of local leadership emerging. People are asking thoughtful questions about how this will affect their community and they are stepping into the conversation. There is strong appetite to engage, but also a need for more support to navigate the scale and speed of change. 

People want trustworthy information and space to plan properly. That is something we can support. When communities have the tools and time to get involved early, they can play a powerful role in shaping how things unfold. 

Meeting people where they’re at: speaking with Uralla locals about energy at their winter solstice.

How are regional leaders navigating the energy transition? 

What we are seeing across the board is commitment. Councils, community groups, Traditional Owners, local businesses and regional development agencies are working hard to bring people together and plan for what is coming. They are balancing short term, real-time pressures with planning for the long term and they are doing it with limited resources. 

They are also pushing for a greater say in decision making – continuing to call for place based approaches that engage people early and provide local people with an opportunity to inform actions that reflect local realities. People want to be partners in this transition, not just consulted after the fact. 

What we know through our work, is they when regional leaders are provided with the resources and support they need to lead and manage change well, the outcomes are better for everyone – this includes, but is not limited to, better coordination and stronger backing.  

Are there places where the transition is already going well? 

Yes, and those examples are really encouraging. In Mount Isa and Uralla Shire, for instance, councils have worked with communities and industry to plan early, developing roadmaps for the energy transition and broader economic change in their regions, that are grounded in the realities of each region.  

Those places are showing what is possible when you bring people together around a shared vision. They are looking at energy as part of a wider picture, including jobs, housing, infrastructure and services. 

Even in places facing significant pressure in real-time, such as Hay and the Hunter region in New South Wales or Gladstone in Queensland – there is creative thinking and action underway. Communities are not sitting back waiting for others to lead the way – they are building local partnerships, trialling new approaches and looking ahead on their own terms. 

At the Roma saleyards, connecting local history with the work of planning well for change in South West Queensland. Credit: Lyndsay Walsh. 

What is most needed now as we head into 2026? 

In Australia, the energy transition is well underway. It sometimes feels like we talk about is as though it is something that will happen in the future, not something that is happening right now.  We are well into implementation so need to shift from reacting to leading – building on the knowledge, resources and capabilities that have been developed across different regions over the last 10 years – to give regions the tools, information and support they need to plan, make informed decisions and take action.   

This also means being honest about the scale of the change required, the very real impacts and trade-offs and giving people space to shape it on their own terms. 

There is still a clear need for national frameworks that provide clarity and certainty as well as support good practice around engagement, benefit sharing and accountability. But they need to be flexible enough to work in different contexts. 

Most of all, we need to stay focused on what matters to people. This is not just about infrastructure or energy supply. It is about livelihoods, community wellbeing and the future of our regions. If we keep that at the centre and back the strengths that already exist in these places, we have every chance of making this transition work for everyone. 

What does ‘good’ look like for our regions in 2026? 

2025 brought with it a rush of policy announcements.  Here at The Next Economy, we’re reflecting on what we’ve learnt through our work with regions and how they can continue to manage change well in 2026 and beyond. 

Last year brought a flurry of action on climate and nature. We saw the release of Australia’s first National Climate Risk Assessment, long-awaited reforms to environmental laws, and new national and state strategies for energy, industry and regional investment – alongside a range of net zero sector plans. What matters now is how these policies are resourced and rolled out in practice, and whether they lead to the kind of meaningful change that regional communities have been calling for.

Regions are often on the frontline of change: whether that’s shifting industry policy, rising climate risk, or new infrastructure investment. They are also home to a wealth of knowledge, capacity and strategic value. From critical minerals to renewable energy zones, from agricultural production to local manufacturing, regional communities are central to many of the systems that shape our economy. 

But while the stakes are high, regional communities are not always given the time, attention or resources they need to engage with and influence these changes. That’s a risk not only for regional wellbeing, but for the success of plans and strategies to transition the Australian economy itself. 

The Next Economy facilitating stakeholder discussions in the Latrobe Valley, a region planning for significant change. These workshops were hosted by the Net Zero Economy Authority and Regional Development Victoria. Credit: Saideh Kent.

What outcomes can development deliver for regional communities when it’s done well? 

Our work is guided by a simple question: what does ‘good’ look like when it comes to managing change in regional communities? Supporting positive change is a shared responsibility. Communities, industry, business, investors and all levels of government each have a role to play. When done well, development builds on local strengths, reflects community priorities, delivers shared benefits, and helps both people and places thrive. 

Through conversations in diverse regions experiencing major economic change, a set of shared economic goals and ideas of what good development might look like has emerged. These include:  

  • A diverse and resilient economy: Long-term resilience depends on diversifying the local industry base, supporting local enterprise, and backing emerging opportunities for a future ready economy – from renewable energy development and the decarbonisation of agriculture, to the adoption of circular economy practices and community wealth building initiatives. 
  • First Nations economic self-determination: Supporting First Nations leadership and decision making, alongside the growth of Indigenous-owned businesses, strengthens economic sovereignty and delivers cultural, environmental and economic benefits.
  • Space for innovation and local knowledge: Transition is not linear. Regions need the time, resources and forums to learn, adapt, and lead – drawing on the experience of communities. 
Doing future visioning with young people in Uralla Shire highlights what they would like development to enable. Credit: Lyndsay Walsh.

How change is managed locally will shape the future of the regions 

None of this is possible without continued investment in the people and processes that make good development possible: local engagement, collaboration, coordination and community leadership. For us, this means spending time in regions, listening deeply, understanding local priorities and concerns, and supporting people to strengthen the skills and confidence they need to lead change over time.

Our experience is that when local leadership and relationships are genuinely valued, regional stakeholders are able to shape decisions and drive outcomes as true partners. This creates stronger opportunities to deliver shared value and achieve positive lasting outcomes.

The Next Economy in South West Queensland, engaging locally to develop a regional transition plan. Credit: Lyndsay Walsh.

Looking forward to the year ahead  

We have repeatedly seen that when communities are properly engaged and supported, they are more than ready to lead. In Mount Isa, local workshops helped bring together council, community and industry to chart a path through the closure of a major mine. In Uralla Shire, community dialogues have shaped the direction of the local renewable energy plan.  

Early, inclusive planning, iterative engagement, access to supportive resources, ongoing dialogue, transparency, and a clear focus on regional wellbeing all help shape stronger outcomes over time. These aren’t new ideas to those working in or with regional communities, but they’re worth repeating and keeping front of mind as change unfolds. We’ll be sharing more reflections on what this looks like in practice in the months ahead.

With so much change already underway, and with regions at different points along their own journeys, we return to our same central questions, and support our regional stakeholders to ask of each other: what does ‘good’ look like for our community, and what will it take for us to get there together?

You can read more about our in-region engagement on this topic in these webstories:  

Walking Together: A conversation with Darryl French-Majid, CEO of Esparq Ventures

Esparq Ventures is quietly reshaping the Indigenous business landscape across Northern Australia. In less than two years, its community-led model has supported dozens of Indigenous entrepreneurs to launch and grow ventures across sectors like tourism, agriculture, technology and education. These businesses are creating jobs, building founder confidence, and strengthening local economies – all while staying grounded in culture and Country. 

Esparq Ventures is an Indigenous-led organisation working alongside Indigenous entrepreneurs to grow strong, successful businesses and a thriving First Nations business ecosystem. Founded in 2024, Esparq exists to back Indigenous founders with the tools, networks and support they need to take their ideas to market and succeed on their own terms. This includes building ventures, unlocking new market opportunities, and strengthening the infrastructure needed to support a connected and resilient Indigenous economy. Everything we do is grounded in self-determination and a belief in what’s possible when communities have the resources to shape their own futures. Esparq has 100% Indigenous membership and a majority Indigenous Board.

 To find out more visit: www.esparq.com.au   

Darryl Majid, founder and CEO of Esparq, is modest about his own achievements – but when he speaks about his team, their work, and the people they walk alongside, his enthusiasm is unmistakable. In this conversation, Darryl shares the thinking behind Esparq’s approach, the lessons learned from walking alongside entrepreneurs in Far North Queensland and the Torres Strait, and the bold vision driving the company’s next chapter.  

This conversation accompanies Walking Together, Esparq’s first official report, co-authored with The Next Economy, and explores the challenges, opportunities and stories shaping a new Indigenous-led business ecosystem. 

Tell us about your journey – what’s your background, and what inspired you to start Esparq Ventures? 

I started out working in the space as a First Nations Lead, alongside some incredibly talented and passionate people. We were making early progress in building Indigenous social enterprises, and that experience gave me a real sense of what was possible. But it also highlighted the limitations of traditional structures for Indigenous businesses. 

In August 2023, I made the decision to leave and build something new. I’d just become a father, so part of it was necessity – I needed to bring in income. But I also knew I had a unique skill set and a deep passion for this work. I’ve always thrived on the challenge of raising capital and pitching ideas, it scratches a competitive itch for me. 

More importantly, I saw that there were all sorts of people and funders who genuinely wanted to support Indigenous businesses but didn’t know how to connect with the right people or navigate the cultural context. Esparq was born out of that gap – to walk alongside entrepreneurs, unlock opportunities, and build something that could truly shift the landscape. 

You often talk about ‘walking alongside’ entrepreneurs, and it’s the name of the paper, what does that look like in practice? 

It means going the long route. We’re not just handing over a business plan and walking away. We pitch for our clients, call out bad actors, ring government on their behalf. We pool shared resources like bookkeeping. It’s a tough model – expensive and time-intensive – but we believe the long-term investment will pay off. 

We’re deeply embedded in the work. We’re part of the business, not just advisors. That’s what walking alongside really means. 

What are the biggest barriers Indigenous entrepreneurs face – especially in remote or regional areas? Why haven’t traditional investment models worked? 

Capital is the biggest barrier – always. There are lots of other barriers, but they all come back to money. Non-Indigenous entrepreneurs are more likely to have access to family savings or assets they can leverage. That’s not the reality for most Indigenous people. If you don’t have money, you can’t get money. 

Traditional investment models assume that kind of access. They’re built around people who can self-fund or bootstrap. That’s why they haven’t worked – they don’t account for the structural disadvantage Indigenous entrepreneurs face. 

What kind of future do you imagine for Indigenous entrepreneurship, and how does Esparq help bring that to life? 

I imagine a future with more access, more exposure, and more maturity in the Indigenous business sector. Right now, a lot of businesses are sole traders or joint ventures – many are dependent on grants, not loans; not independently owned or scalable. We need to build models that allow Indigenous entrepreneurs to grow and thrive, not just survive. 

Esparq is about creating those models. We’re building businesses that can replicate and scale across northern Australia – like Bush Beef, which allows Indigenous cattle breeders to supply into a single entity to better access markets. Through one business, we can create many. It’s about solving our own problems and using those learnings to drive systems change. 

What strengths do you see in the businesses you work with, and what are some common misconceptions? 

One big misconception is that Indigenous people aren’t entrepreneurial – but that couldn’t be further from the truth. There’s a genuine entrepreneurial spirit in our communities. People are running multiple micro-businesses, juggling jobs, and constantly innovating. In the past two weeks alone, we’ve had leads ranging from drone tech to AI tools for classrooms. The ideas are out there. 

The strength lies in the people.  

We look for founders with tenacity, creativity and character … the kind of high-agency individuals who move with urgency, challenge the status quo and find a way to keep going when others stop looking. Like the woman who catered for a full group from a tiny kitchen with a single burner — and still delivered unforgettable food, by boat. Or the tourism founder who couldn’t get funding, but rallied volunteers, built partnerships and got a bus on the road to market his vision. You can’t help or teach this stuff. The rest – pricing, bookkeeping, operations – we can help with. 

What does success look like for Esparq, beyond just the numbers? How should we be measuring value in Indigenous business? 

Success is about empowering people to create wealth and autonomy. If people have money, good things follow. We don’t need to define impact narrowly – we just need to record the great things that happen when communities are empowered. 

Measuring jobs, revenue, and businesses supported has its role. But a job in Cairns isn’t the same as a job in remote Cape York. We need to tell the stories of what happens when people are given wealth and autonomy – that’s the real impact. 

What did the Esparq Partner Experience in Cairns and the Torres Strait mean to you – personally and professionally? 

It was surreal. I’ve never had many traditional jobs, so I’m always figuring things out. Professionally, it opened new opportunities for Esparq and the businesses we support. Personally, it was more relief than excitement – just knowing it worked, and it all came together. 

The trip wasn’t about showcasing our work – it was about introducing people to the communities we work with. That’s the difference. We’re not saying, ‘come see what we’ve done’ – we’re saying ‘come meet the people we’re walking alongside’. 

What’s next for Esparq, and what are you most excited about in this next phase? 

We’re shifting toward building scalable businesses and co-founding with community. Bush Beef is another good example – one head business that Traditional Owners can supply to. We’re piloting tourism and logistics networks to break down barriers of remoteness. It’s about replicating and scaling models across northern Australia. 

We’re also using those learnings to shape new products – like our Futures Fund, alongside shared services. It’s about solving our own problems and building systems that work for our communities. 

What message would you share with investors, policymakers, or aspiring Indigenous entrepreneurs reading your new report? 

There’s a quote I relate to: ‘It’s human nature to overestimate risk and underestimate opportunity’. The risks aren’t as big as you think, and the opportunities are bigger. Despite all the barriers, people are still finding a way to win. Imagine what we could do if we unlocked those barriers. 

For entrepreneurs, I don’t want to sugarcoat it – business is hard. It’s not for everyone. But if you’re still keen after hearing that, then maybe it is for you. We’re here to walk alongside those who are ready to take that leap. 

Read Walking Together: Building Indigenous Business in Northern Australia – a new report by Esparq Ventures, co-authored with The Next Economy.

Walking Together: Building Indigenous Business in Northern Australia

A new report by Esparq Ventures, co-authored with The Next Economy

Esparq Ventures is working with Indigenous entrepreneurs across northern Australia to grow successful businesses grounded in culture, community and self-determination. 

Walking Together shares early insights from this work. It highlights the challenges and opportunities facing Indigenous businesses, and how Esparq’s model is helping to grow a more connected, resilient and thriving Indigenous business ecosystem. 

Co-authored with The Next Economy, the report features stories from the ground, reflections from the team, and lessons to inform policy, funding and systems change. It also captures the spirit of Esparq’s approach – walking alongside communities and backing their vision for the future. 

Read the full report here

Find out more in our Q+A with the CEO of Esparq Ventures: Walking Together: A conversation with Darryl French-Majid

Nature, people and place: why Australia’s environmental laws are critical for regions 

Australia is rewriting its national environmental laws in response to widespread recognition that the current system is failing both nature and communities. In our submission to the reform process, we shared what we’ve heard from regional Australians around how to make these laws work for people, place and the environment.

Australia’s national environmental laws (commonly referred to as the EPBC Act) are under reform, a long-awaited response to widespread recognition that the existing system has been failing both nature and communities. 

Regional Australians and communities are on the frontline of economic and environmental change. Major infrastructure and industry projects are reshaping landscapes, economies and communities at a pace not seen for decades. These developments will often fall under the scope of these reforms, and how the new national environmental laws are designed and implemented will directly affect regional people, places and industries. Getting it right for the regions is key to getting it right for the country. 

Lake Moondarra in Mt Isa, an important water resource for locals. Credit: Chris Grose

At The Next Economy, we made a submission to the recent national review process.  Drawing on years of work alongside regional communities, we highlighted how clear and effective national environmental laws are essential not only for protecting biodiversity, but for ensuring regional communities can participate in, inform, and benefit from sustainable development.  

We made a number of suggestions in our submission – including the need to involve regions as active partners in decisions around land, water, biodiversity and cultural heritage. Done well, this approach can build trust and provide long-term certainty for communities, industry and government. 

Regions care deeply about the environment, and want a say in looking after it 

People in regional areas have a deep connection to their local environments. First Nations peoples continue to care for Country they have for thousands of years. Farmers, land managers, and local organisations are restoring landscapes, protecting biodiversity, and trialling regenerative practices. 

The clear message from across our engagement is: people want to contribute to environmental stewardship, not be excluded from decisions that shape the places they live and work in. In turn, national environmental laws should reflect and support this shared responsibility. 

We’re not asking for handouts. We want the government to help us build sustainable, thriving and diverse regional communities.

Hunter Valley, NSW, resident

The pace of development is accelerating, and planning needs to keep up 

From energy infrastructure to new mines and transport projects, many regional communities of Australia are experiencing a scale of development not seen before in their lifetimes. While most recognise the importance of reducing emissions and diversifying local economies, there is also legitimate concern the speed of development could damage the ecosystems they depend on. 

For example, regional councils and planning bodies are under pressure, often managing overlapping project proposals without the resources or tools to coordinate them well. Proposed reforms to introduce bioregional planning could help manage cumulative impacts most effectively if the plans are developed transparently, with strong national environmental standards and meaningful community input.  

National Environmental Standards set the rules and benchmarks that guide how environmental decisions are made. Embedding the intent of the Standards into the reform bill itself avoids the risk of processes being inconsistent, politically vulnerable, and failing to meet their intended goals. 

What we have left in terms of biodiversity is precious and irreplaceable.

Uralla, NSW, resident 
Community hopes and concerns around how renewables might impact nature and land use, Uralla NSW. Credit: Lyndsay Walsh

Community engagement is essential to building trust 

Across every region we work in, from coal regions to those with agriculture and primary production as their foundation, people are asking for the same thing: early, clear and respectful engagement. They want to be involved in shaping the future, not just responding to decisions after they’re made. 

Good engagement can’t be rushed and should be covered in its own Standard. It needs to be local, inclusive, and transparent – especially when dealing with complex planning issues. Structured dialogue, space for different views and clear feedback loops are essential to making engagement meaningful. 

Staying informed, sharing what we are witnessing on the ground, and engaging in new ideas helps us better support Mount Isa families and individuals in need.

Mount Isa, Qld, resident

What’s needed to make these reforms work for regional Australia 

Our submission to the reform process highlighted several opportunities to improve outcomes through the EPBC Act: 

1. Participatory regional planning 

Our experience working with regions highlights that effective regional planning considers cumulative environmental, social, economic and cultural impacts. Processes should be place- based, participatory and inclusive of diverse local voices including Traditional Owners and communities, who have local knowledge of land, water and climate pressures. 

2. Safeguards around fast-track pathways 

While faster assessments may be beneficial, they should not come at the cost of strong environmental standards or community input. Trust in planning systems relies on transparent, consistent rules that apply to all projects – including large and high- risk developments. 

3. Local benefits from offsets and restoration 

Offset mechanisms provide an opportunity to support environmental repair in the regions they affect. That means investing in locally governed land care and restoration efforts that create jobs, strengthen drought resilience, and go some way in compensating for damage and impacts to local ecosystems. 

4. Embedding First Nations leadership 

It is critical that environmental laws respect cultural values and rights, including Free, Prior and Informed Consent. Recognising First Nations knowledge, governance and land management is essential to ecological restoration and climate resilience. 

5. Adapting to climate risk 

Assessment frameworks must account for a changing climate, not just today’s conditions. Climate risk and future impacts on ecosystems, water and communities should be central to all planning and approvals. 

We will know we are achieving a good energy transition when the environment is protected and nurtured.

Latrobe Valley, Vic, resident

Looking ahead: implementation will be the true test 

Sunset on the Hay Plains, NSW. Credit: Jacqui Bell

Legislation matters, but what matters more is how it’s applied on the ground. For our national environmental laws to be effective, implementation should happen in ways that: 

  • Deliver real improvements for the environment 
  • Support strong, inclusive regional economies 
  • Build public trust through transparency and accountability 
  • Reflect the values and knowledge of local communities. 

Regional Australia is where these reforms will play out – in our forests, farms, waterways, landscapes and towns. The knowledge and leadership already present in these communities is a critical part of getting it right. 

The Economy We Could Have – Webinar

Australia’s economy has delivered prosperity for some, but left many behind. The divides in housing, health, income and opportunity are widening — and they’re not inevitable. They’re the result of decisions, shaped by values and power. 

It doesn’t have to be this way. 

Across Australia and around the world, communities are already building alternatives — from cooperative energy projects and regenerative food systems to new legal frameworks and circular design. These examples show that change is not only possible: it’s already happening. 

In this one-hour session, The Next Economy CEO Lizzie Webb joins lead author Katherine Trebeck to unpack insights from The Economy We Could Have — a new paper that looks under the bonnet of the Australian economy and reveals how we can move beyond isolated ‘Lego wins’ toward a wellbeing economy that prioritises dignity, fairness, connection and ecological care. 

📅 Date: Thursday, 12pm AEST (1PM AEDT), 4 December 2025 

📍 Location: Online 

🎟 Tickets:  This event has already happened – watch the video below!

🎤 Speakers: The Next Economy CEO Lizzie Webb in conversation with lead author Katherine Trebeck.  

🔗 Explore the paper here

Watch the video

The Economy We Could Have: new paper out now

Australia’s economy looks strong on the surface, but behind the averages lie deep divides in housing, work, health and opportunity. Our new paper, The Economy We Could Have, asks what our economy is really designed to do, who it is working for, and how it can support people’s wellbeing.

Australia is at a pivotal moment. While headline statistics suggest strong performance, looking under the bonnet of these numbers reveals widening divides in housing, health, income, and opportunity. Rising inequality and climate disruption demand a closer look at our economic system: what is it designed to do – and who benefits?

The Economy We Could Have explores how Australia’s economic story has shifted over the decades, the divides created along the way, and the alternatives already being built. It sets out practical steps for governments, enterprises and communities to move beyond isolated “Lego wins” and instead embed a wellbeing economy – one that puts dignity, fairness, connection and ecological care at its centre.  

As lead author, Katherine Trebeck, puts it: 

Transformational change is possible. Australia has done it before – from Medicare to minimum wages – and we can do it again.  

The challenge

The paper traces Australia’s shift from predistribution – fair wages and public investment – to a model marked by precariousness, asset accumulation, and financial advantage for a few. It also highlights how system-compliant fixes and short-term crisis responses can stall deeper progress.

One in seven Australians live in poverty. Many face insecure work, unaffordable homes and stretched services that respond to crisis rather than prevent it. These outcomes are not inevitable. They are the result of decisions – shaped by values and power – that have concentrated advantage for some and shifted risks onto others. 

The alternatives

The good news that is change is possible. The economy is a human-made system, and it can be redesigned. Across the country, communities are already showing what that momentum for change is growing. Australians are increasingly dissatisfied with the status quo and open to rethinking economic priorities. 

One promising framework is the wellbeing economy, which according to the Wellbeing Economy Alliance can deliver the following needs: 

Nature, connection, dignity, fairness, participation

There are plenty of examples of these goals already being delivered in practice:

Earthworker Cooperative (Latrobe Valley, VIC)Australia’s first worker-owned factory, producing solar hot water systems to serve its worker-owners. 
Food Connect Shed (Brisbane, QLD): A cooperative food enterprise owned by 500+ ‘careholders’, rooted in equity and regeneration. 
Marlinja Power Project (NT): Community-installed solar panels and battery storage enabling near energy self-sufficiency – an example of climate resilience. 

Governments are beginning to respond. The Federal Government’s Measuring What Matters statement is expanding how national success is defined, incorporating indicators for health, sustainability, and social cohesion. In Victoria, the Early Intervention Investment Framework is embedding preventative health and social approaches into budget decisions, valuing long-term wellbeing over short-term fixes.

Australia’s future depends on whether we can move beyond piecemeal reforms to embrace systemic change. By learning from community-led initiatives and adopting frameworks like the wellbeing economy, we can build a more inclusive, resilient, and caring society – one that works for everyone. 

Read the full report here:

DOWNLOAD REPORT

Making renewables work for communities: the critical role of Councils

Regional Councils play a critical role in ensuring renewable energy development is fair, well managed and delivers lasting local value. Drawing on our work with regions, The Next Economy is mapping how Councils contribute at each stage of the development pathway to secure long-term community benefits.

Lisa Lumsden, Senior Project Officer facilitating group discussion with local government leaders at the Regional Leaders Summit, Newcastle August 2025.

We know our place really well and we put our communities at the forefront of our decisions

Council participant at the inaugural Regional Leaders Summit, August 2025, Newcastle

Councils across Australia are being pragmatic and strategic about renewable energy development in their region – focussing on what they can do to make the most of the situation, to minimise impacts and leverage the potential for the long-term local outcomes they want. 

So, what is involved in achieving that?   

In short – A lot. 

Drawing on work in regions such as Uralla and Hay as well as recent workshops at the Regional Leaders Summit and Gippsland New Energy Conference, The Next Economy has developed insights into the activities Councils are implementing to improve the outcomes of renewable energy development and create shared strategic value across Australia.

In mapping these over the last few months the following two groups of Council activities have emerged: 

1. Development Pathway Activities: These capture the types of actions Councils can take at different stages of the renewable energy project development pathway to:  

  • ensure community participation and development that is shaped by local knowledge and priorities; 
  • manage unwanted impacts on the community, local infrastructure, environment and local economy, and; 
  • facilitate development in a way that creates lasting value. 

The development pathway mapping helps to answer questions such as: 

  • What community engagement activities, plans and documents help Councils demonstrate they are representing their region, and at what stage of the renewable energy development pathway should that work happen? 
  • What service and infrastructure upgrades – from roads and housing to water and waste – need to be prioritised to minimise local disruptions, development delays, and to leverage improved long term infrastructure outcomes for the community? 

Timing is a critical factor for these activities, with many needing to be addressed, at or before, different points along the renewable energy development pathway (spanning pre-feasibility, through to construction, operation and end of life).  

2. Foundational Council Activities – These are the essential, ongoing work that underpins the Development Pathway Activities and help to form part of the enabling environment for strong regional partnerships through development. The foundations include:  

  • Capacity and capability building 
  • Leadership, coordination and collaboration 
  • Advocacy and inclusion 
  • Regular, clear and honest communication and engagement with the community 

Lisa Lumsden, Senior Project Officer, notes:

Councils can and are contributing to local outcomes from renewable energy development…these insights highlight how critical it is to resource Councils and regional leaders appropriately. 

The Next Economy is continuing to bring these insights together, working with regional leaders and Councils to get feedback and explore how best to share them – both to highlight the solutions being pioneered locally and to inspire and support other regions across Australia grappling with similar changes and opportunities.   

To find out more, follow The Next Economy on LinkedIn for updates and resources as they become available.

Building Hay’s future together: early insights from the economic transition roadmap

The Next Economy and Hay Shire Council have been working side by side with the local community to better understand how Hay’s economy works today and what it will take to secure a stronger future. Over the past year, more than 240 residents, businesses and stakeholders have shared their perspectives through workshops, interviews and conversations. 

The result is the newly published Early Insights Paper, which explores Hay’s unique economy, the challenges it faces, and the opportunities already emerging. 

A deeply connected local economy

What makes Hay distinctive is not just its agricultural base or strategic location on trade and tourism routes, but the way economic and social life is deeply interconnected. From local producers sharing transport runs, to volunteers stepping in where services are scarce, Hay’s resilience depends on people and relationships as much as dollars and cents. 

Turning pressure into opportunity

The final Roadmap will highlight clear areas where focused action can turn pressure into opportunity. Housing, for example, has emerged as one of the most urgent challenges. Council and partners are already exploring innovative approaches such as transitioning worker accommodation into permanent housing – a practical step that can help meet short-term needs while leaving a lasting benefit for the region. 

Grounded in local identity

Alison McLean, Executive Manager for Economic Development and Tourism at Hay Shire Council, puts it simply:  

Without this groundwork, there’s a risk of defaulting to what everyone else does. We are not Wagga, we are not Griffith – we have our very own unique economy, threats and opportunities.

From insights to action 

This paper is an important milestone, but it is also part of a broader process of engagement and real-time action being taken to manage change across the region. Over the coming months, Council and The Next Economy will continue to work with the community to refine priorities, test solutions and activate partnerships across housing, primary production innovation, workforce development and industry diversification. 

You can read the paper here:

READ THE PAPER

Read the local media release for an expanded summary here:

READ THE MEDIA RELEASE

In Profile: First Nations Hub Network, Forever Reef Project

Partnering for Coral Biodiversity Conservation 

The Next Economy is proud to partner with Great Barrier Reef Legacy on the Forever Reef Project. Our contribution will support the co-design, launch and operation of the project’s First Nations Living Coral Biobank Hub Network—an ambitious initiative to protect coral biodiversity and strengthen regional economies through First Peoples leadership and innovation.

A New Chapter in Reef Conservation 

As the climate crisis intensifies, the need for bold, collaborative action to protect the Great Barrier Reef has never been more urgent. Coral reefs are among the most biodiverse ecosystems on Earth, yet they are also among the most vulnerable. The Forever Reef Project, led by Great Barrier Reef Legacy (GBR Legacy), offers a powerful response: a living “Coral Ark” of coral species, safeguarded for future generations. 

There is a clear window of opportunity to act immediately to secure the biodiversity of corals for all reefs, now and into the future. The Forever Reef Project will preserve the genetic biodiversity of hard coral species by collecting and maintaining living samples of over 400 species from the Great Barrier Reef and supporting reef-dependent communities to care for their corals around the world.

Dr Dean Miller, Founder and Managing Director, GBRL Legacy

At the heart of this effort is a commitment to First Peoples leadership. The Forever Reef Hub Network will be a series of purpose-built coral care facilities, managed by Reef Traditional Custodians across  

the Reef’s expanse — from Bundaberg to the Torres Strait. These hubs will not only preserve coral biodiversity but also create jobs, support cultural knowledge sharing and education initiatives, and strengthen Sea Country stewardship. 

The Next Economy’s Role 

The Next Economy (TNE) is proud to support the delivery of Stage 2 of the Forever Reef First Nations Living Coral Biobank Hub Network. Our role focuses on supporting the establishment of the pilot Hub in partnership with Dawul Wuru Aboriginal Corporation (DWAC); and laying the groundwork for development the broader network. 

This work builds on the successful completion of Stage 1, which developed the business model for the Hub Network. Stage 2 is now underway, transitioning the project from concept to reality. 

We’re excited to be making a difference by preserving and nurturing the coral biodiversity of Yirrganydji Sea Country through our cultural lens for our current and future generations.

DWAC Team

Project Phases and Outcomes 

The Forever Reef Hub Network is being developed in three key stages: 

Stage 1: Design (Complete) 

  • Development of the First Nations Living Coral Biobank Hub Network Business Model 
  • Engagement, planning, and analysis (Sept 2022 – June 2023) 

Stage 2: Demonstration (Underway) 

  • Establishment of the Pilot Hub with Dawul Wuru Aboriginal Corporation 
  • Collection and preservation of hard coral species from Yirrganydji Country 
  • Creation of new jobs in aquaculture, facility management, and education 
  • Generation of new revenue from biodiversity conservation and education  
  • Demonstration of education and engagement experiences  

GBR Legacy and Dawul Wuru have completed site planning, ranger training has commenced, educational material is being developed, and revenue raising options are being scoped. Construction is due to commence in August and operations shortly afterwards. 

TNE is supporting the project team to develop opportunities for sustainable revenue generation like access to biodiversity markets and assisting with the co-design of collaboration and agreement making protocols that are culturally appropriate and reflect the team’s aspiration for strong, long-term collaboration and knowledge sharing. 

 Stage 3: Scaling (Future) 

  • Establishment of multiple First Nations Living Coral Biobank Hubs across the Reef  
  • Preservation of all 400+ hard coral species from the Great Barrier Reef 
  • Creation of sustainable jobs and regional economic opportunities 
  • Deepened cultural connection and stewardship of sea country 

More About GBR Legacy and Forever Reef 

GBR Legacy is a not-for-profit social enterprise with over 35 years of experience in reef expeditions, science, and education. The Forever Reef Project is their flagship initiative to preserve the genetic diversity of hard coral species—starting with the Great Barrier Reef and expanding globally. 

Their parent facility in Port Douglas already houses over one third of the Great Barrier Reef’s hard coral species making it the most biodiverse collection of living corals in the world. The goal is to collect and care for all remaining species in collaboration with Traditional Owners, ensuring their survival in the face of climate change. 

To find out more visit: https://www.foreverreef.org 

TNE’s 2025–2030 Strategy 

For the next five years, The Next Economy will prioritise partnerships within critical regions: those that hold the key to Australia achieving net zero by 2035. This includes regions with significant levels of First Nations land and sea stewardship, particularly across Northern Australia.  

TNE’s role working with GBR Legacy aims to support First Nations leadership and participation in coral biodiversity conservation along the Great Barrier Reef, within a model that facilitates economic sovereignty. This project will generate new insights into how First Nations communities can be better resourced to protect and regenerate nature and achieve Australia’s biodiversity and climate goals.

Launching the Mount Isa Future Ready Economy Roadmap

The Next Economy, together with Mount Isa City Council and Climate-KIC Australia, is proud to launch the Mount Isa Future Ready Economy Roadmap.  

Mount Isa, like many other industrial regions, is at the crossroads of major economic change. The region has a rich asset base, including the North West Minerals Province, but faces the imminent closure of the Mount Isa Mine’s underground copper mine operations and copper concentrator.  

This closure will impact approximately 1,200 workers from mid-2025 and the future of the local copper industry, a change that needs to be managed alongside increasing demand for critical minerals, affordable and reliable energy generation and storage options, and innovative logistics solutions. Global trade uncertainty and climate impacts further complicate this picture. 

Whether Mount Isa successfully navigates these changes will be critical to the success of Australia’s net zero ambitions, and global decarbonisation goals. 

The Mount Isa Future Ready Economy Roadmap provides a clear and ambitious vision for the future of Mount Isa against this backdrop of regional change, global uncertainty, and new opportunities.  

In this future, Mount Isa thrives. The regional economy enables Australia’s net zero transformation, contributing to the next generation of clean energy and critical minerals exports and processing . Local industry and the community lead innovative solutions to long-standing and emerging challenges, benefiting from a focus on circular economy approaches, decarbonisation, environmental sustainability and regeneration, and social wellbeing.  

This vision is underpinned by the application of the Future Ready Economy Framework. This Framework has been designed by The Next Economy and Climate-KIC to assist decision-makers in regions like Mount Isa to assess economic opportunities against six key dimensions of positive and resilient development. 

Along with regional stakeholder engagements and expert input, the Framework has informed the development of future ready development pathways, strategies and potential actions for Mount Isa’s five key economic sectors—energy, mining, transport, agriculture and tourism—and the foundations of a thriving community. 

By adopting a future ready lens to regional economic development, Mount Isa is ensuring that today’s planning and investment decisions position the region for long-term success. 

With the right planning and investment from key partners, including the Queensland Government and Australian Government, and industry, Mount Isa can pursue these pathways and become a global player in a decarbonising world. 

To find out more, download the Mount Isa Future Ready Economy Roadmap.

Mount Isa has a proud history of innovation and mining excellence which can continue to thrive with the right investment and collaboration between industry, government and the community. Photo: Chris Grose.

Mount Isa launches economic roadmap to create jobs, secure future

[Press Release from Mount Isa City Council, shared with permission here]

Mount Isa, North West Queensland: Mount Isa City Council has launched the Mount Isa Future Ready Economy Roadmap, a bold new economic vision to transform and diversify the local economy while delivering immediate jobs and long-term benefits for its residents.   

Despite a rich asset base, including the North West Minerals Provinces’ $680-billion in known in-ground resources, many of which are key for Australia’s clean energy and future-technology capabilities, Mount Isa faces significant challenges due to its remoteness and dependence on a major employer. 

Up to 1,200 jobs losses loom as Glencore winds down underground copper operations at Mount Isa Mines from mid-2025. As one of the city’s largest employers, this threatens a sharp decline in the city’s current 19,000-strong population and its ability to remain the service centre for the North West. 

The Mount Isa Future Ready Economy Roadmap presents 28 pathways and nearly 400 potential actions for local stakeholders, industry, government and community to strengthen and diversify the economy across energy, mining and minerals, transport, agriculture, and tourism. 

Developed by Council with The Next Economy and Climate-KIC Australia, and with input from more than 100 industry, business, government and community contributors, the Roadmap also focuses on ways to support decarbonisation, climate adaptation, circular design, regenerative practices, and community well-being.

Key elements of the Roadmap include:

  • Supplying critical and strategic minerals the world needs to decarbonise, leveraging Mount Isa’s mining expertise and its gateway position to the North-West Minerals Province, rich in cobalt, graphite, vanadium, rare earth elements and important metals such as copper. Noting, retention of workforce capability and current industry assets is foundational to new industry development. 
  • Producing and storing affordable, reliable renewable energy, particularly in innovative ways, with Council already working with Green Gravity and Glencore to explore repurposing legacy mining assets for gravitational energy storage systems. 
  • Ensuring the timely completion of CopperString 2032 to connect Mount Isa to the national energy grid, unlocking opportunities for renewables, to decarbonise industries, and expand critical minerals mining and processing and other industries. 
  • Improving transport and logistics infrastructure as a key enabler for industry and liveability, also to mitigate risks from extreme weather events like the recent floods. This includes common-user rail infrastructure, road upgrades, and innovative solutions such as airship freight which is already being explored. 
  • Future-proofing and growing tourism and agriculture industries, with actions to build the resilience of local beef grazing operations as well as local multi-day tourism adventures to explore the region’s unique landscape and culture.
  • Improving social services and community infrastructure, including much-needed childcare facilities, affordable housing and specialist healthcare for residents and as the main service centre for the North West.

The Roadmap showcases Council’s existing commitment to economic development, such as the establishment of The Australian Critical Minerals Industrial Precinct, the Critical Minerals and Rare Earth Elements Research Centre with UQ, and a battery anode material facility for graphite production.

However, Mount Isa can’t do it alone. Council is calling on the Queensland and Australian governments to back Mount Isa’s future – and its significant contribution to the economy as Australia decarbonises – with multi-billion-dollar investment and tailored coordination and support. 

Peta MacRae, Mount Isa Mayor, said: “The pending closure of Glencore’s underground operations is a huge loss for Mount Isa, but when one door closes, many more are opening to protect our workforce and build the industries, infrastructure and services we need for the future. 

“We have a strong economic vision and plan. Council is already working with partners to unlock opportunities in new technologies and services. However, bold assistance from the state and federal governments is needed for Mount Isa to remain a great place to live, work and do business.”

Tim Rose, Mount Isa City Council CEO, said: “Mount Isa is very rich in critical minerals and rare earths, yet we face challenges with remoteness and huge costs for power and transport. It’s time to embrace new technologies to generate low-cost and clean power so our mining sector keeps running and we can keep the lights on in our communities.”

“With global uncertainty and the challenging nature of mining, Mount Isa offers an ideal location to de-risk and unlock the critical and rare earth minerals the world needs to decarbonise while adding value to our region. With the right investment and support, we can unlock further investment and keep punching above our weight for the national economy.”

Liz Webb, The Next Economy COO and project lead, said: “Business-as-usual economic development is no longer enough for historic mining regions like Mount Isa, grappling with major industrial upheaval taking a heavy toll on local workforces and economies. 

“The Roadmap is the exact sort of initiative the Future Made in Australia bill is designed to support. New industry development is complex and takes time. Mount Isa is ready for this challenge, and will be successful with the right coordination, support and investment. 

“The Roadmap showcases Mount Isa’s commitment to tackling urgent challenges in ways that secure long-term success. With a proud community, industry collaboration, and renowned innovation, Mount Isa is poised for a future ready economy that requires a new era of collaboration and investment from industry and government.”

Jason Nielsen, Climate-KIC Australia Director Strategic Projects and project lead, said: “A prosperous and sustainable future for Mount Isa depends on collaboration and coordination between companies, government, and the community. The speed and complexity of economic and social change make siloed efforts ineffective. 

“It is critical that stakeholders see the interconnected and systemic nature of the problems and opportunities ahead, such as infrastructure development and workforce attraction and retention, and develop new ways of working together towards common goals. The Future Economy Roadmap is one of several important local initiatives to support and guide this process.”

Mount Isa’s Future Ready Economy Roadmap is available via Council’s website mountisa.qld.gov.au.

Strengthening Hay and Carrathool – Resilience Plan launched!

This week, the Hay and Carrathool Shire Councils launched the Hay and Carrathool Regional Drought Resilience Plan. The Plan is designed to identify strategic focus areas and priority actions to strengthen regional resilience. Convened by both councils, the Plan is the result of an extensive seven-month collaboration involving more than 300 community members, industry representatives, and government stakeholders. 

The Plan envisions a future where, by 2035, the communities of Hay and Carrathool are equipped to navigate climate, environmental, social, and economic challenges while remaining strong, connected, and vibrant. It sets out a strategic path for ensuring safe and thriving places to live, work, and raise future generations. 

Hay Shire Mayor, Carol Oataway, acknowledged the immense community effort behind the Plan and the commitment of local people to shaping their future. 

“This level of community engagement reflects the leadership and strengths of this vibrant region and demonstrates the passion that local people have for its future,”

Carol Oataway, Mayor of Hay Shire

With five core strategies—Inclusive & Empowered Communities, Future Ready Businesses, Reimagined Care Economy, Placemaking with Purpose, and Coordinated Action for Climate Resilient Economic Development—the Plan identifies 26 priority actions, each with partners to lead and drive progress. 

Key actions include setting up community hubs where people can connect, working groups so businesses can “share” employees, innovative ways to provide care to groups that need it, an initiative to collect and use environmental data, a housing strategy, and a roadmap to diversify and strengthen the regional economy.  

Already, the Plan has sparked action across the community. To really bring its vision to life, collaboration between local government, businesses, and residents will be essential in addressing risks and capturing emerging opportunities. 

“We’re the ones who know what our region needs… State and federal governments need to support regionally led solutions like ours.”

Carol Oataway, Mayor of Hay Shire

The Next Economy and the Australian Resilience Centre worked with the Hay and Carrathool Shire Councils and local communities to deliver the Plan. It has been developed as part of the Regional Drought Resilience Planning Program, which is jointly funded by the Australian Government and NSW Government under the Future Drought Fund. 

Hay Shire Councillors John Perry and Geoff Chapman, along with Mayor Carol Oataway and Alison McLean, Executive Manager for Economic Development and Tourism, are pictured with Jacqui Bell and Doug Ruuska from The Next Economy.

Download the plan  

The Hay and Carrathool Regional Drought Resilience Plan is available from the Australian Government’s Department of Agriculture, Fisheries and Forestry website: https://www.agriculture.gov.au/sites/default/files/documents/hay-and-carrathool-rdr-plan.pdf 

A summary of The Hay and Carrathool Regional Drought Resilience Plan is available below.

DOWNLOAD THE SUMMARY

For more information contact Jacqui Bell – j.bell@nexteconomy.com.au

See more like this: 

Primary producers in Hay, Carrathool help shape NSW region’s economic future

Five ways to empower regions in clean energy workforce development 

The Australian Government can play a key role in helping regional communities prepare for the economic changes brought on by the clean energy transition. 

As many clean energy jobs will be concentrated in regional renewable energy zones, building the capacity of regional communities to manage development, attract investment for enabling services and infrastructure, and address workforce challenges is essential. 

With effective resources and support, local stakeholders can lead efforts to create training programs, support services, and initiatives that ensure a skilled and diverse workforce while fostering sustainable regional development.

In September, The Next Economy provided a submission for the National Energy Workforce Strategy Public Consultation process. In it, we identified a range of insights on increasing inclusivity in the clean energy workforce (read more here), as well as five examples of actions that already are or have to potential to empower regions in clean energy workforce development: 

  1. Coordinate planning and development of clean energy projects, associated infrastructure and other industries within a region. Regional coordination and phased planning can manage workforce demand and support worker mobility. Co-locating new manufacturing and industry precincts within renewable energy zones also have the potential to stabilise clean energy workforce demand and create lasting careers. Developers and industry benefit from these approaches with clear roles, responsibilities, and timelines, along with cost certainty and transparent infrastructure investment programs.

    For example: the Victorian Planning Authority (VPA) works with councils, government departments and the community to provide employment, transport, public space and housing planning in the context of an increasing population. The VPA has identified the staged development of housing lots and required infrastructure such as roads and utilities. 
  2. Develop place-based training and education initiatives and partnerships: that aggregate skill and expertise demand from across sectors and co-designs and delivers courses with industry in a region. 

    For example: in the Upper Spencer Gulf, Uni Hub is working with local industries to ensure their needs are connected with training providers and potential students.
  3. Support local businesses to adapt and scale up their operations for greater participation in the sector. In many regional areas where new energy development is proposed, the scale of workers required outstrips the local labour market. In addition, the essential services and infrastructure required to support workforce and population growth are limited or non-existent. 

    Currently, local content requirements from state governments are aimed to drive regional economic benefits. However, often insufficient existing workforce capacity, the cost to prepare businesses to be ready to tender for clean energy development contracts, and uncertainty around long-term work security all limit the capacity of local businesses to scale their operations and bring on new workers.

    For example: TNE’s work with Hay and Carrathool shire councils on climate adaptation and economic transition this year has shown that local businesses are interested in tendering for large renewables projects but lack the capacity and resources to adapt. Uncertainty around work pipelines, contracts, timing, and qualifications prevents businesses from scaling, investing in workforce development, or hiring. Early engagement and ongoing support are crucial for scaling regional workforce development. Accessible, up-to-date local data is needed to improve transparency, workforce planning, and equitable recruitment strategies.
  4. Provide resources for local government and local stakeholders: to carry out the feasibility and business planning activities necessary to develop the case for investment in local services, coordination activities and infrastructure. 

    For example: in the Cradle Coast Region, developers are working together to address housing shortage as they understand it is a key constraint to renewable energy development. In Gladstone, the economic roadmap process delivered by the local council identified the lack of birthing facilities as a key barrier to retaining workers once they are married and look to start families. Improving access to health services in Gladstone is seen a core strategy to retain the workforce. In NSW, the Murrumbidgee Council has negotiated to improve health services through the community benefit agreement.
  5. Embed additional capacity within local governments: to manage and coordinate regional clean energy related activities. Regional local governments play a key role in coordinating clean energy activities, managing community benefits, and supporting the infrastructure and workforce needs of the energy transition. In Renewable Energy Zones, local governments are dedicating significant resources to these tasks, often diverting attention from regular operations due to limited funding and staff. Many are handling large, complex projects unseen in their region for decades, requiring new expertise to manage the technical, legal, and managerial aspects of energy development.

    For example: An NSW Government initiative is providing $250,000 of funding for local governments to carry out planning over the next 3 years is an example of the type of support required; however additional and enduring funding (for the duration of the energy infrastructure development in the region) is necessary to cover the true cost that local governments will bear to manage the energy transformation effectively in their region.

To find out more, read more about our Inclusive Clean Energy Workforce project. 

Increasing inclusivity in the clean energy workforce

New research from UTS Institute for Sustainable Futures (ISF) and the Australian Energy Market Operator (AEMO) shows the electricity workforce alone needs to double within five years to meet Australia’s 2030 renewable energy target. More than 80 per cent of these roles will be in renewables, with energy storage jobs soon surpassing domestic coal and gas sectors.

This research highlights the big opportunity to address workforce shortages, especially in regional areas, by fostering inclusive policies that ensure equitable benefits and meaningful employment across all communities. Prioritising inclusion and equity in workforce development is key to a just and fair transition toward a net-zero future for all Australians.

Read more:  Can we improve inclusiveness in the clean energy workforce?

In September, The Next Economy provided a submission for the National Energy Workforce Strategy Consultation Paper. We identified five examples of actions that already are or have to potential to empower regions in clean energy workforce development (read more here) alongside the following key insights:

The benefits of enhancing diverse participation and meaningful employment

Every Australian should benefit from clean energy development, including the opportunity to access and meaningfully participate in the workforce. Research shows Australia’s clean energy workforce, like many other industries, has room to improve in diversity, equity, and inclusion. Factors like competition with other industries and projects, lack of training, the characteristics of clean energy jobs, and insufficient regional consultation contribute to workforce shortages in the sector overall.

Greater attention to diversity, equity and inclusion in workforce development carries broad benefits. Companies who have engaged in inclusive hiring processes have reported benefits such as access to a larger talent pool, higher retention and satisfaction rates, improved workplace culture and greater performance and productivity. In turn, inclusive and equitable workforce development practices facilitate pathways into jobs for people who often face systemic barriers to employment. It also promotes greater workforce diversity, fosters a workers’ sense of belonging and inclusion, enhances health and social outcomes and ensures workers are treated with respect and dignity and more likely to be retained. 

An opportunity to power First Nations Jobs

The clean energy transformation is an opportunity to increase workforce participation of First Nations Peoples. The Powering First Nations Jobs in Clean Energy report, by the First Nations Clean Energy Network, is a detailed resource that identifies pathways and options for First Nations Peoples to be supported to enter the clean energy workforce and access quality job opportunities and career pathways as they emerge.

Consistent, long-term Government investment in job readiness and business support programs that are led and codesigned by and for First Nations Peoples is needed. Such investment can support the scaling of efforts underway by the private sector in implementing partnerships and employment pathway programs tailored to First Nations Peoples. For example, in the Department of Defence’s Shoalwater Bay Training Area, Downer Defence worked with a range of partners to deliver training programs and initiatives that support small and medium sized Indigenous businesses to enter and thrive in the defence industry.

Support for migrants, refugees, people with a disability and those recently out of prison

Our research has found that affordability of training, lack of awareness around the need for workforce equity and inclusion, misconceptions about abilities, procurement requirements, development speed, and the culture of clean energy workplaces, all impede on the diverse participation in the clean energy workforce. 

Strategies tailored to people and their unique context can drive greater participation in the clean energy workforce for different groups. These include building awareness, inspiration and attraction to clean energy careers across diverse populations, improving access to affordable higher education, ensuring ‘wrap around support’ is available for people transitioning into work, cross sectoral collaborations and partnerships, and fostering a workforce culture that is inclusive and values the abilities and contributions of all. 

The rapidly growing clean energy sector is well poised to develop a diverse, equitable and inclusive workforce at the scale and pace required to achieve national targets. Other related sectors have experienced the benefits of a diverse and inclusive workforce over the years and developed significant body of knowledge on how to support workforce development in an inclusive and equitable way. The clean energy sector has the advantage of drawing on this existing knowledge and ensure that opportunities in the clean energy workforce benefits all Australians.   

Read more: 5 ways to empower regions in clean energy workforce development

One step closer for NZEA Bill 2024

On Tuesday 23 April 2024, The Next Economy’s CEO Dr Amanda Cahill addressed a Senate Committee Public Hearing in Canberra on the Net Zero Economy Authority Bill 2024 and the Net Zero Economy Authority (Transitional Provisions) Bill 2024. 

Dr Cahill recognised the importance of a national independent authority to support workers, industries, and regional communities to manage the transition to net zero. 

She also highlighted the need for a broadening of the scope of the Authority to ensure it is fit for purpose long into the future. TNE’s four key recommendations were to:

  1. Expand the Authority’s role to support coal mining and gas regions not tied to domestic energy generation (fossil fuel exports) and other regions and economic sectors beyond fossil fuels (e.g. agricultural and critical mineral regions)
  2. Provide direct support to regions to build capacity to enable them to undertake place-based planning and coordination to better manage the complex range of tasks required over time (e.g. from investment and support to long-term community benefits)
  3. For the Authority to have independent funding to distribute at its own discretion to support regional planning, decision making, and economic development activities related to the transition.
  4. Have at least one NZEA board member with substantial experience in regional development, community development and/or the social sector.

For more information, visit the Parliament of Australia website.

Welcome funding for CQ, SA critical minerals projects

Media Statement, 17 April 2024

In response to the Federal Government’s critical minerals project funding announcement, including a welcome $400 million in new loans for Alpha HPA’s high-purity alumina processing facility in Gladstone, The Next Economy CEO Amanda Cahill said:

“This is a good example of the role we need government to play if we are to unlock private investment and support regional communities to manage this massive transformation. It is this kind of support that helps Gladstone to attract new investment under the region’s 10-year Economic Roadmap, showing just what’s possible if communities, governments and industries come together to meaningfully address change.

“Australia is blessed with abundant resources, but this can be a curse if development is not done well with boom-and-bust cycles contributing to a range of challenges such as exacerbating housing and workforce shortages. We need a new, holistic approach to regional development so that profits are shared equitably, the rights of First Nations people are respected, and environmental impacts are avoided. For example, in some places companies are looking at how they can reduce the need for new extractive projects by adopting circular economy approaches, such as the mining of existing tailings.”

Read more about Gladstone’s 10-year Economic Roadmap, developed in partnership with The Next Economy.

For interviews, contact 0415 833 948.

A welcome Future Made in Australia

Media Statement
11 April, 2024

In response to Prime Minister Anthony Albanese’s Future Made in Australia Act announcement and address at the Queensland Media Club today, Dr Amanda Cahill, CEO of The Next Economy, said: 

“This is an important announcement at a pivotal time for Australia as the world races to decarbonise. Everyone is competing to build the industries that will be the basis of national prosperity, which means everyone is competing for the same components needed to build a renewable future.

“For the first time in decades, Australia can expand its manufacturing base to meet this domestic and international demand. Small, medium and large-scale companies across Queensland in regions like Central Queensland, Townsville and Mt Isa are already manufacturing RE components like towers for wind turbines, inputs for solar panels and electronics, processing important minerals like copper, bauxite and zinc, making green chemicals and hydrogen, and even batteries and electric vehicles.

“We hear from industry everywhere that government support like this is crucial to unlock private investment. Public finance has always played an important role in moments of large-scale and rapid transformation, from setting up the mining industry to building electricity and transport infrastructure. This moment of transformation is no different. 

“This level of government ambition offers huge potential for regions like Gladstone in Central Queensland, where local government is already attracting new investment and government support under their 10-year Economic Transition Roadmap. But only if it’s approached holistically and that means ensuring better support for essential services and housing so that communities genuinely benefit over the long term.”

For media requests, contact 0415 833 948

Victorian Senate Enquiry Submission

We recently made a submission to the senate enquiry into the closure of the Hazelwood and Yallourn power stations in Victoria. This submission responds to the three points listed in the inquiry Terms of Reference, outlined below:

(a) impact of the closure of the Hazelwood Power Station on the economy and jobs of the Latrobe Valley, and the success or otherwise of economic recovery efforts to date;

(b) expected economic impacts of the proposed closure of Yallourn Power Station in 2028 and options the State Government can pursue to offset the loss of more than 1,000 direct jobs from the plant, as well as associated contractors;

(c) success or otherwise of the Latrobe Valley Authority (LVA) to help the region transition, in light of the decline of funding made available to the LVA over successive State Budgets.

TNE_Submission_LVA_202112163618-1Download

What Queensland Wants Report

Regional Perspectives on Building a Stronger Economy

By Dr Amanda Cahill

As the COVID pandemic hit, The Next Economy compiled the many economic stimulus ideas we’d collected from across Queensland into a report called “What Queensland Wants”. The report was well received by the State government, with a number of the recommendations being adopted as election promises.

The report also generated extensive media and public interest when it was released, garnering more than 62 media mentions, articles syndicated across 19 regional News Limited publications, 5 radio interviews and a regional television interview. The media attention in turn generated further interest from state and federal MPs.

Download the report