Work category: News

New series: ‘Building the economy we could have’

‘Building the economy we could have’ – A series of ideas, case studies and concepts exploring how we move to an economy that works for people and planet. 

Australia’s future depends on whether we can move beyond piecemeal reforms to embrace systemic change. 

Last year, we released The Economy We Could Have – a paper that looks under the bonnet of Australia’s economy: rising inequality, the erosion of the ‘fair go’, but also a story of hope. Of momentum growing across the country, and of enterprises and communities already leading the way. 

The response was one of excitement, speaking to a deep desire for transformative economic change rather than the same old, tired recipes. Now, with Australia facing new economic pressures including an oil crisis, the impetus to act is greater.  

Cartoon by Jess Harwood for The Next Economy

So, we are doubling down. The ideas that politicians and decision makers reach for in a crisis matter. We want those ideas to be the ones that put wellbeing at the centre: dignity, purpose, participation, fairness, and nature. As a foundation, rather than an afterthought.  

That’s where our new series comes in. 

Building The Economy We Could Have explores the ideas, case studies and concepts that show how we get there. Right now, there are many isolated or ‘Lego wins’, the examples that show what can be done better, yet scattered and disconnected. We are turning our focus to see these as building blocks: things worth doing more of, and connecting across the country. 

We’ll share examples that show another way is possible and outline the potential of wellbeing economic concepts in practice, with case studies, explainers, interviews, and of course drawing on our work in regional communities looking to build resilient and thriving communities through times of change. ‘ 

The series includes:  

  • Explainers on wellbeing economy concepts and how they are showing up in Australia 
  • Case studies of enterprises, communities and policy makers doing differently 
  • Australian history showing we have charted different approaches before 
  • Interviews with people bringing fresh ideas and approaches. 

We are excited to uplift the work that is steadily charting the way forward, drawing on Australian’s strengths as people who back their neighbours, champion local ideas, and have a long track record of showing the world what policies that work for people and planet can look like.  

This series is a starting point for deeper thinking and conversation. We’d love to hear what resonates, or what we are missing. Contact us here.

Read our first case study:

Earthworker Cooperative Network

Read our first explainer:

Predistribution

Hay’s Economic Transition Roadmap is here -why this more than just a plan  

Last week the Hay Economic Transition Roadmap was launched in Hay with the people who brought it to life – Hay Shire Council and around 30 of the 250 community members who contributed in one way or another over three years of deep engagement. This roadmap isn’t just a document; it’s a genuine expression of what the community wants for its future, and we’re so excited to have supported its development and have it out in the world. 

Led by Hay Shire Council with support from The Next Economy, the Roadmap brings together local knowledge, priorities and practical actions to guide the next decade of economic change – building on Hay’s strengths and preparing for what’s coming. It is designed to align investment with community aspirations and catalyse coordinated, collective action for change – with the community in the driver’s seat.  

We sat down with our Land Program Director Jacqui Bell to talk about what she’s learned over the past couple of years and what this means for how we think about regional economic transitions.  

Why are region-wide economic transition plans needed?  

Communities like Hay are navigating compounding pressures all at once – things like housing shortages, workforce gaps, industry shifts and climate exposure. Band-aids on broken systems won’t cut it. We need upstream change that builds on local strengths and focuses on practical solutions that respond to the unique characteristics of a place. That is, change that generates value locally – not simply chasing narrow national targets or technology mandates. 

Working at the regional level connects the dots between sectors and industries to tackle challenges and create new opportunities in ways no single farm, business or government agency can do alone. In agricultural regions like Hay for example, regional planning and coordination creates the enabling environment for local businesses and farmers to ‘move’ and explore new partnerships, de-risk innovation and diversify on-farm income. 

For new industry proponents, a regional plan signals where opportunity exists and how shared value can be created – and in many cases, collaboration with regional stakeholders is what makes the business case for investment stack up. For farmers, it enables economies of scale, de-risked investment, opportunities to lower external inputs and new business activities that simply aren’t viable farm by farm. We see examples of this already in efforts to get good outcomes for nature – where working at a regional level, not a farm level sometimes makes a lot more sense. 

Regional collaboration isn’t always straightforward – but there are organisations working out how to do it well, helping landholders, residents and Councils find the mechanisms and models to sustain this work over the long term. 

So, what does this look like in practice? 

Hay sits in the South West Renewable Energy Zone, a real opportunity for the region if managed well. The Roadmap process is already delivering results. From housing solutions, new agricultural industries, expanded childcare, and two renewable energy projects progressing with broad community support.  

There are many more opportunities emerging. For example, offtake industries – businesses that take locally-produced energy and use it productively – preferably for the benefit of local industries and businesses. Think freight, fuel, and fertilisers. A sustainable fertiliser business using renewable energy is already under establishment, with regional producers committed to buying at the scale needed to make it viable. 

And it’s not just new businesses. Existing ones are adapting too. A local engineering firm is moving into water infrastructure for energy projects – a specialisation with applications well beyond Hay. 

This isn’t just aspiration –the momentum is real and work is happening already on the ground. 

Jacqui shares the final Roadmap with community members at the launch in late April. 

What’s the role of Local Government in all this? 

Council plays an important role – facilitation, convening, connecting the dots, building the appetite for change, countering misinformation etc. Support for renewable energy development in a region like Hay didn’t happen because of some national campaign – it was because of the rigorous and ongoing communication and engagement that Council facilitated, the discussions they brought together, the open door they had to proponents, community, businesses. 

Why is community involvement important? 

When local people are involved and are part of a group behind a vision and supported to be champions of economic change, momentum builds. We could see this in real time last week, when one of our working group members shared how they’ve been talking to a local organisation about progressing an action in the Roadmap. This is where the magic happens – community starts to talk, and action is sparked. 

Why is regional work like the Hay Roadmap important? 

Regional work matters – it is the connective tissue that holds the regional economic system together and helps each individual component move in the right direction. It’s also critical for sectoral transitions – to understand how characteristics of a place shape or hinder the big shifts that are needed, such as the decarbonisation of agriculture, for instance. 

The work in Hay is important because it tells a strong and compelling story about what good regional development and economic transitions can look like across Australia.  Communities facing big shifts – new energy, industry change, climate pressure and workforce gaps are increasingly deciding to shape their own futures rather than wait. The ones doing it well are planning ahead, building on local strengths, and asking the right questions: What are we transitioning to? What does good development look like here? How do we make sure benefits flow locally?  

Hay is one of the clearest examples of what this looks like when it’s done well, and the lessons here matter well beyond one town  

But a Roadmap is just a document, isn’t it? 

People sometimes roll their eyes at the thought of another planning document, but for The Next Economy, the document is simply the artefact – the process, the engagement, the coordination and local capacity building is what creates change and builds momentum for new partnerships, new opportunities and community leadership of the future. 

That said, the pride that the Hay community feel for the Roadmap, and the value they see it provides them is huge. This was again demonstrated by the conversations we were part of and feedback we received from local people during our visit to Hay last week when we launched the Roadmap with the community. Having a document like this provides a strong signal to investors, collaborators and government. It’s something that everyone in the region can point to demonstrate the work they’ve done, the direction they’re heading, their priorities and what doing business in Hay looks like.  

The number of queries we and the region have had even after the soft launch of the Roadmap last week is testimony to its power. The Roadmap sends a signal that Hay is a strategic partner to change with people that have the mindsets and willingness to explore opportunities and create shared value.  

So, what should we take out of all of this? 

Hay has and is doing something genuinely impressive – a community of this size taking the initiative to plan ahead, build consensus, and deliver real outcomes.  It’s a clear example of what responsible development and economic transitions managed well can looks like across Australia. For other regions to go the distance, they need the same meaningful engagement and real backing, including funded local coordination roles that turn good plans into lasting outcomes. 

Jacqui (far right) celebrating the launch with (from left) TNE Senior Project Officer Doug Ruuska, Hay Shire Council Economic Development Officer Alison McLean and Hay Shire Council Youth and Economic Development Officer Kylie Brettschneider. 

Read more about the Roadmap
Read the full Roadmap

Our evidence to the NSW REZ inquiry: lessons from the ground 

Energy lead Saideh Kent appeared before the NSW Parliamentary Inquiry into the impact of renewable energy zones on rural and regional communities and industries in late March. It was an opportunity to highlight the great work communities in renewable energy zones are progressing and reinforce the critical role regions play in the development of renewable energy, says Saideh.  

The Next Economy has been working alongside Hay Shire Council in the South West REZ and Uralla Shire Council in the New England REZ for the past two years, and both councils endorsed reports of our work in the fortnight before Saideh appeared. Working closely with councils,Saideh says “you see how they are getting on with development, managing challenges and seeking the best outcomes for their communities”. 

Here Saideh shares some of her reflections…     

What we’re hearing on the ground 

The picture is more positive than the headlines often suggest. Communities are getting on with it, working alongside developers, EnergyCo and government departments to plan for what is coming and find solutions that work for them. We have seen genuine improvements in the NSW planning framework over the past two years, with greater clarity emerging around community engagement, landholder payments and benefit sharing, and EnergyCo’s funding support for local government has made a real difference to what councils can actually do – though they do remain very overstretched. 

Housing is a good example of communities turning a challenge into an opportunity. Both Hay and Uralla are progressing innovative housing solutions with developers and private investors, where short-term workforce demand creates the market conditions for investment in housing that will benefit the community long after construction is complete. 

Community engagement needs to be genuine 

Communities in REZ areas are not short of opportunities to be consulted, but the quality of that engagement matters enormously. People do not want to be asked by eight different project developers how they would like to spend community benefit funds. What they need more of is real involvement in decisions about transport routes, housing and workforce planning, all things that will affect their lives.  

Working in place provides the opportunity to bring all parties to the table to work through challenges and determine what is the best solution for local communities.  In some areas local employment targets are effective, in others, they can add stress to existing workforce shortfalls, so engaging communities in local solutions is so important. 

Local government belongs at the table 

Councils in REZ areas are doing an enormous amount of work.  Coordinating across agencies, planning for cumulative impacts, facilitating community engagement, often holding the process together in ways that are not always visible. The Next Economy supports Hay Shire Council’s call for councils to be recognised as strategic partners in the REZ planning framework, with concurrence required from councils in the development of conditions of consent. This would allow councils’ requirements and policies to be incorporated into the general terms of approval and give communities greater certainty. Continued and enhanced funding for council capability through the development and construction phases will also be essential. 

EnergyCo’s mandate and development outside the REZs 

EnergyCo’s coordination role has been valuable, but its broader authority rests on changeable footing under the current legislation. We would like to see that role clarified and reinforced so it has the ongoing mandate and funding to support communities across the full life of each REZ. I also raised the situation facing councils dealing with development outside the REZ access schemes, where cumulative impacts are just as real, but coordination support is much thinner and called for the REZ access merit criteria to be extended more broadly. 

Nature and local knowledge 

Reflecting on my evidence, an issue I did not get to raise at the inquiry but sees as critical: communities we have engaged with care deeply about the land and want to see nature-positive outcomes from these developments, which is entirely compatible with renewable energy. The University of New England is already undertaking research on biodiversity in solar farms, local farmers are keen to participate in biodiversity offset programs, and there is deep environmental expertise in the region that should be drawn on actively. We support the inquiry’s earlier recommendation calling on the NSW Government to identify ecological protection and restoration priorities for each REZ and encourage developers to contribute to positive regional environmental outcomes. 

What gives me confidence 

What stays with me after two years of this work is how capable these communities are., . Councils are coordinating across agencies, planning for large incoming construction workforces, facilitating community engagement across multiple projects, and doing most of it with constrained resources and a planning framework that has not always kept pace with what is happening on the ground.  

The opportunity on the other side of all this is significant. Better housing, lasting infrastructure, stronger local economies, nature-positive outcomes from development that is done well. But those things do not happen automatically. They take resourcing, coordination, and a framework that treats councils as partners who need support to get the best outcomes for their communities. 

That is ultimately what I wanted to leave the committee with, examples where the real challenges are being addressed by communities, that have done the hard work of showing up, engaging honestly and pushing for something better. 

Saideh at the inquiry with fellow speakers Chris O’Keefe and William Churchill from the Clean Energy Council.
 
Download the SaND Report
Download the Hay Report

Building the economy we could have: insights from Progress 2026   

Australia’s economy may appear strong on the surface, but beneath the bonnet lie deep structural challenges: from rising inequality and insecure work to ecological breakdown. These demand more than piecemeal fixes; they need upstream economic transformation.    

Our Economic Change lead, Dr Katherine Trebeck, alongside Josh Devine from Regen Melbourne, hosted a workshop at Progress 2026 on going upstream for this economic transformation. Progress is the largest social justice conference in Australia, with more than 1,500 people attendees, 140 speakers from across the world and 60 sessions on how to win the change we need for people and planet. Here are some insights from the workshop. 

Katherine Trebeck and Josh Devine from Regen Melbourne at Progress 2026.

The roots of the problems 

The workshop opened with a provocative question from Frances Moore Lappé: “Why are we collectively creating a world that none of us as individuals actually want?” 

Participants identified numerous downstream challenges facing Australians today, including:  

  • Housing unaffordability  
  • Climate-driven bushfires  
  • Indigenous land loss  
  • Loneliness and mental ill-health  
  • Youth crime and family violence  
  • Wealth inequality and poverty  
  • Misinformation and rising fascism.  

Using upstream thinking, which is where attendees traced these symptoms to deeper economic roots rather than just looking downstream at the problems this system creates, they came up with the causes of these issues. These included corporate capture, extractive production systems, property as investment rather than shelter, deunionisation, and incentives that prioritise profits over social benefits.  

The vision: naming the world we want  

Rather than spending all our time on the problems of today, the group also imagined alternatives to our current economic system. Drawing inspiration from Regen Melbourne, Indigenous wisdom, and The Next Economy’s regional research, participants named what a better economy needed to deliver: dignity, fairness, connection, and ecological care.  

“Lego wins” as glimmers of light  

The workshop celebrated existing examples of positive change, what we refer to as ‘Lego wins’, the instances of what we need more of to build the economy we could have. Examples of these wins pointed to by the participants included:  

  • Community ownership: Hepburn Wind, energy co-ops, housing cooperatives  
  • Food systems: Oz Harvest, food co-ops, farmers markets, Buy Nothing groups  
  • Environmental action: Kelp farming, native nurseries, rooftop solar uptake  
  • Social infrastructure: Community gardens, third spaces, community toy and tool libraries  
  • Policy wins: Social procurement policies, minimum rental standards, Medicare  

These examples demonstrate that alternative economic models are already emerging across Australia.  

Dominant mindsets  

Yet these ‘Lego wins’ are not yet adding up to systemic change at the scale and pace needed. Pervasive myths and assumptions lock policy into inadequate downstream efforts. Some of these myths and assumptions called out by workshop participants include:  

  • Productivity leading to higher living standards for everyone  
  • Fiscal responsibility being more important than environmental stewardship  
  • Humans are primarily selfish and competitive (homo economicus)  
  • Welfare as a ‘burden’ rather than social good  
  • Economics is a science with hard, unchangeable rules  
  • Capitalism is superior to democracy  

Steps for action  

As the workshop finished, participants were invited to share examples of work that offered vehicles for working on economic system change. Organisations mentioned as potential partners and outlets included WEAll Australia, Rewiring Australia, Common Cause, and Energy Consumers Australia.  

Rising inequality, insecure work and ecological breakdown reveal deep structural problems in Australia’s economy that demand more than piecemeal  fixes. ‘The economy we could have’ workshop showed that these issues are not inevitable — they’re the result of choices shaped by power and values — and that alternative economic models are already emerging across the country. 

Read the report ‘The economy we could have’ for more details on where we can go to from here. 

Download report

📢 Stay tuned: In the coming months, we’ll be releasing a series that dives deeper into the glimmers of light we see in Australia for building ‘The economy we could have’.  

What freight decarbonisation means for regional Australia

Land Sector Program Lead Jacqui Bell ponders what freight decarbonisation means for regional Australia off the back of a commercial vehicle decarbonisation summit at Parliament House. 

Our Land Sector Program Lead Jacqui Bell attended Freight Forward summit on commercial vehicle decarbonisation at Parliament House on 30 March 2026, hosted by Energy Futures Foundation. This event could not have been timelier, as we grapple with fuel security as a nation. It’s also deeply relevant to our work with regional communities here at The Next Economy. 

Jacqui heard how Australia imports 90% of our transportation fuel and moves more freight per person than any other country. She also learnt that 98% of businesses in Australia’s freight transport system are owned by small to medium businesses, 2% by owned by large corporate freight and logistics operators. Those big businesses have the power to send signals down the supply chains to make the transition work, but those signals must be backed by investment, education and support to shift. 

Jacqui at Parliament House on Monday 

Here are some more of Jacqui’s reflections post-summit about what she heard and what this might mean for our work with regional communities. 

I’m really curious about the “lopsided economics of transport” (to quote Transport Workers Union National Secretary Michael Kaine). While large logistics companies move a significant share of Australia’s freight through linehaul networks, the system relies heavily on small and medium operators (think local businesses and independent drivers) to complete last-mile delivery and provide regional coverage from depot to door/gate. They make up around 98% of freight businesses in Australia and are critical to how the freight system actually functions.  These businesses are embedded within large supply chains, not separate from them. Additionally in many regions there are more unlikely suspects that will be affected by the sector transition – think the farmer who owns machinery and trucks or the locally owned and managed service station which plays a role similar but different to the local pub.  

Australia’s freight and logistics system in Australia is important for regional Australia and communities. Australia’s freight system in many cases keep regional economies moving, and are critical to the viability of local industries and businesses and local spend. Changes in this sector aren’t going to just impact the trucks we see on the road or how and where they charge to ‘refuel’, sectoral change in technology, ownership, power and system design have the potential to create a ripple effect or more likely a tsunami of impacts for other regional communities, local businesses and industries, regional economies and serviceability across more rural and remote parts of Australia.  Not to mention have significant implications for other sectors in transition such as energy. 

There are practical challenges for freight decarbonisation in regional Australia. Much of our local infrastructure, like roads and bridges, are no longer fit-for purpose for the future transport and freight system we need to transition well. There’s also questions about energy access including poles and wire infrastructure, which is not reliable or extensive enough to provide energy where it is going to be needed. There’s the fragmentation of the industry between technologies, ownership, scale and size. And that’s not to mention the practicalities of dealing with digitisation of machinery, and their serviceability etc. We hear of farmers who are stockpiling trucks and machinery because malfunctioning digital systems in machines are too disruptive for day-to-day operations. 

While there are challenges, there are also opportunities. Regions like Hay in NSW could be partners for investment; they have space for microgrids, potential for their own energy production (e.g., wind turbines) and the region is already strategically located on major trucking routes. How do we support a region like Hay to establish its own charging and servicing infrastructure and move away from providers just ‘coming in over’, doing their own thing and taking spend out of the local economy? 

We need regional voices. They need to be in the room and around the table of these conversations to make sure that workers, and small to medium business owners and regional agencies are part of the process and involved in shaping the solutions.  

This conversation goes beyond reducing emissions. Freight is one of the biggest vulnerabilities to our nation’s economy, and its decarbonisation is also about building resilience. 

The transition of the sector is probably going to require a mix of technologies. It’s not just electrification of vehicles, but there may also be discrete roles for green hydrogen and biofuels in some cases (although the jury seems still a bit out on this). It is a question of the right mix – the right trucks for the right segments. 

Ultimately, this is not a technical challenge; this is a socioecological challenge.  The technology is here for decarbonisation of freight and many commercial vehicles are due to be changed over. This is an implementation challenge. Some stats suggest we are in a ‘window of opportunity’ where a large number of vehicles are due to be upgraded in the next 5 years; the push is to shift from diesel to EV now. While there is a high upfront capital price, ongoing fuel prices make the shift favourable. Panels from Woolworths, Fortescue, and IKEA, for instance, noted that the business case (for transition) stacked up even with pre-crisis prices. But how do we support this to happen? There was a lot of talk about misinformation, knowledge, and understanding. 

There’s a big question around the overall design of the system. Air Vice-Marshal John Blackburn, former Deputy Chief of the Air Force, current Chair, Institute for Integrated Economic Research Australia made this point, noting we appear to be arguing the components. There was also much discussion about charging infrastructure, the need for it, how to roll it out and who owns and accesses it. What will this mean for the majority of small to medium businesses that need to use that infrastructure? 

My final take home is that there is different work that needs to be done in this moment. We need to navigate through this crisis, making sure that we don’t lock ourselves into something we can’t easily undo.  And then we need to get realistic about a ‘funded’ transition that is fair, sustainable, keeps people safe, keeps the industry viable, and supports regional communities and economies. 

Questions I’m still thinking about: 

  • What happens to small ‘Ma and Pa’ independent fuel stations who play such an important role in regional communities? 
  • How do we take care of society of our people and places as we transition so we continue to be a place that we want to live, where prosperity is shared? 
  • How are people in the sector thinking about these social elements of this challenge and transition?  
  • How can regions whose economies rely a large part on freight and logistics to keep their economy going, be a part of this conversation about enabling infrastructure and system redesign? 
  • If transport comes to a standstill and/or if it shifts into a totally different system that locks out local businesses and operators, how do we prepare communities and build the socioeconomic conditions and capacity required to endure and adapt? 
  • If most freight and logistics companies are run and owned by small to medium business owners around Australia, how do we support that system to move in a way that doesn’t involve carrying the cost burden of change without having a share in the rewards of moving? 

Making sense of the ISP 

The ISP runs to hundreds of pages and helps guide energy decisions across the country, yet few people read it. We chatted with climate and energy specialist Franzika Curran to break down its importance. 

The Australian Energy Market Operator’s Integrated System Plan, usually shortened to the “ISP”, is not the kind of document most people would pick up for a casual read. It is a large technical report full of modelling, forecasts and system planning – and it quietly shapes decisions that play out across the country. 

To help unpack what it is and why it matters, we caught up with climate and energy specialist Franziska Curran, who helped contribute to our recent ISP submission and who has spent time sifting through the hundreds of pages of the draft plan. 

Franziska, for people who have never heard of it – what is the Integrated System Plan? 

At its core, the ISP is a very large piece of analysis that asks a fairly simple question: what is the lowest cost way for Australia to meet its future energy needs while also meeting government policy goals? 

To answer that question, the Australian Energy Market Operator draws on years of data, modelling and consultation. It considers how demand might change, what kinds of energy generation are likely to be built, how much transmission will be needed, and how all of that fits together as coal power stations retire and new energy sources come online. 

The result is a long-term plan that outlines what the electricity system could look like over the next two decades, and what infrastructure would likely be needed to support it. 

It does not directly approve or build projects. Instead, it acts more like a map. It shows the pathway that planners, investors and governments are expected to follow when making decisions about new infrastructure. 

If it is a technical planning document, how does it shape what happens in real places? 

A successful energy transition requires a significant amount of new infrastructure. That includes new generation such as wind and solar, as well as the transmission lines that move electricity across the system. 

AEMO has a responsibility to plan for the transmission network needed to support that system and the ISP helps fulfil that role. 

By setting out the direction the system is expected to take, the plan sends signals to investors, network companies and planners about where new infrastructure will likely be required. Those signals then flow through into more detailed planning and investment decisions. 

Over time, those decisions shape what gets built and where. 

What changes when a project is labelled “actionable”? 

Within the ISP, some transmission projects are labelled as “actionable”. 

That label matters as transmission projects cannot progress through the regulatory approvals process unless they are identified as actionable within the plan. In that sense, the ISP acts as a gatekeeper. 

Once a project receives that designation, the project proponent can move into the next stages of regulatory approval and planning. Future versions of the ISP then continue to check that those projects still align with what the electricity system needs. 

Why do regional areas tend to host so much of this infrastructure? 

Much of the renewable energy Australia needs will be built in regional areas, and this is for a number of reasons.  

One reason is the quality of renewable resources. Wind and solar generation tends to be strongest in specific geographic areas. Building projects in places with strong resources allows the system to generate more energy more efficiently. 

Another factor is scale. Large renewable energy projects require significant land and are often built in clusters that make the most of existing or planned transmission infrastructure. 

Concentrating development in areas with strong renewable resources and suitable space can make better use of the network that connects them. If large projects were spread thinly across the entire country, significantly more transmission infrastructure would be needed to connect them all. 

What tends to determine whether this development benefits a community? 

For me, one of the most important factors is supporting local leadership. 

Where communities are actively planning for the future they want and organising around that vision, they are often better placed to shape the opportunities that come with new infrastructure. 

That kind of leadership can help ensure projects align with local development goals and that benefits are captured locally. 

That is also why I think the work of The Next Economy is so important. Taking the time to understand what communities want – and do not want – in  their future, making sure people have access to clear information about what is coming and how decisions are made, and helping communities articulate their priorities. This is so important in ensuring development supports local aspirations rather than working against them. 

What is often misunderstood about the ISP? 

For many people, the ISP can feel quite distant or abstract. It is a large technical document, and it can be easy to dismiss it or criticise it without looking closely at what sits behind it. 

But the plan represents years of analysis, modelling and consultation. It attempts to map out a pathway for a very complex transition, bringing together data about energy demand, infrastructure, technology and policy. 

It may not always make for easy reading, but it is a significant piece of work that plays an important role in shaping how the electricity system evolves over time. 

The final AEMO ISP 2026 is expected to be released in June this year.  

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.

New partnership to advance economic justice

Shared with permission from Lord Mayor’s Charitable Foundation – New partnership to advance economic justice

Lord Mayor’s Charitable Foundation and economic development agency The Next Economy have announced a significant multi-year partnership to advance economic justice and wellbeing across Australia.

At the heart of this initiative is the belief that everyone deserves the opportunity to live a secure and dignified life. A wellbeing economy goes beyond economic growth alone, it focuses on equity, community resilience, and environmental stewardship. This new partnership hopes to contribute to and encourage a fairer sharing of prosperity by fostering a more balanced distribution of power, wealth, and opportunity.

Australia currently experiences high levels of income and wealth inequality. The top 20 per cent of households receive almost half (48 per cent) of the nation’s income, while the bottom 20 per cent receive only four per cent.1 These disparities have resulted in widespread insecurity, financial stress, delayed medical care, and adverse effects on mental health.

A considerable 63 per cent of Australians feel that the economy is structured to benefit the wealthy and powerful.2 Furthermore, the same economic model that has generated those disparities has led to ecological degradation, with evidence showing the country is close to exceeding at least five out of nine planetary boundaries.3

Peter Walton, Chief Executive Officer at Lord Mayor’s Charitable Foundation, said “This partnership represents a pivotal evolution in our philanthropic work. Through our Strategy 2030, we are committed to long-term, systemic change in Greater Melbourne by aligning partnerships to purposefully influence and shift current systems that perpetuate inequality.

“By working with The Next Economy, we are strengthening our efforts to create a just and equitable Greater Melbourne, focusing on the intersection of climate justice, economic justice, and housing justice.

“We are now working beyond traditional grantmaking to address the root causes of social and environmental challenges through systemic and future-focused strategies,” added Peter.

Lizzie Webb, Chief Executive Officer of The Next Economy, adds, “We are proud to collaborate with Lord Mayor’s Charitable Foundation on a multi-year program of work that aims to catalyse economic change in Australia. Over the next three years, we’ll work together to host national conversations and initiatives that build momentum for systems change — placing communities at the centre of economic transformation.”

Time to strike a good deal for communities hosting renewables 

4 August 2025: As Australia undergoes the shift to renewables, rural and regional communities are demonstrating new ways of securing a good deal from large-scale solar, wind and battery projects.  

This is the conclusion of a new report – Striking a New Deal for Renewables in Regions – authored by FRRR and Projects JSA, as part of the Striking a New Deal collaboration. It comes ahead of a first-of-its-kind national gathering of local government and regional development leaders at a Summit hosted by RE-Alliance in Newcastle this week. 

The report draws on insights from leaders in regions with significant renewable energy investments around Australia and outlines the common risks and opportunities facing their communities.  

While the majority of Australians living in regional communities generally support the nation’s shift to renewable energy (CSIRO, FCA, Porter Novelli), the report clearly shows that the first phase of this change has been challenging.  

Leaders have been grappling with significant uncertainty about what will actually be built and when; the local risks and opportunities of these developments for their economy, environment and community; and limited local agency to influence the development process. 

With the need to replace aging coal-fired power stations, state and federal governments have so far been ‘building the plane while flying it’. However, with clearer policies and more projects reaching the approval stage, solutions to common issues have emerged, creating more opportunities for regions to achieve meaningful and lasting benefits from investments. 

Sarah Matthee, Climate Solutions Portfolio Lead at FRRR, noted, “Communities simply want a good deal in return for hosting this new energy infrastructure. They want certainty, more clarity on the opportunities and risks of these projects, more resourcing and more agency in the decisions being made that will impact their regions for decades to come.” 

Lead author, Jack Archer, added, “Development at this scale will never be universally popular, but if locals can see they have been heard and clearly understand how their community will benefit, there can be enduring support for the energy shift in regions across Australia.” 

The report recommends government and industry collaborate to produce risk and opportunity accounts, to act as living ledgers, to make the terms of the local deal clearer. Currently information is fragmented and buried in planning documents, and with misinformation on social media and in local networks, it’s difficult for locals to understand what’s going to happen, if they will be better off and what issues need further work as development progresses. 

The report also recommends combining the transparency of these new accounts with upgrades to community services and housing, ongoing input from local leaders in the development process and genuine security that benefits will be delivered.  

“This set of actions is the key to unlocking the local social licence governments and industry are seeking. It’s a practical approach that can be implemented quickly and it will change the game,” Jack Archer said.  

To read more, access the report at frrr.org.au/reports/insights-reports/striking-a-new-deal. 

About the Striking a New Deal collaboration

Not-for-profit organisations the Foundation for Rural & Regional Renewal, RE Alliance and The Next Economy, and consultancy Projects JSA are working collaboratively on the Striking a New Deal project to support regional communities at the frontline of the energy transition. Striking a New Deal has worked with community leaders across Australia to share insights and supports initiatives that seek to find a better way to develop renewables in regions. 

About FRRR 
FRRR (Foundation for Rural & Regional Renewal) is the only national foundation specifically focussed on ensuring the social and economic strength of Australia’s remote, rural and regional communities. FRRR’s unique model of support is more than money – it connects common purposes and investment from government, business and philanthropy with the genuine needs of rural people and places.   

About RE-Alliance 
The Australian Renewable Energy Alliance, or RE-Alliance, is an independent not-for-profit working to secure a responsible and rapid shift to renewable energy that actively contributes to the strength and resilience of rural and regional Australia. 

About The Next Economy 
The Next Economy, TNE is a not-for-profit economic development agency, working across all economic sectors to support communities manage the transition to a climate-safe, socially just and regenerative economy.   

About Projects JSA 
Projects JSA – Regional Advisory, led by Jack Archer, provides specialised advice on regional development issues in Australia. Jack is one of Australia’s foremost experts on regional development, experienced in policy, strategy, stakeholder consultation and facilitation, leveraging extensive networks and detailed knowledge of each region in Australia. 

Community first for Uralla Shire

The Next Economy and Uralla Shire Council in NSW are teaming up to help the region navigate change and ensure renewable energy development delivers lasting benefits for the community. 

Shared with permission from Uralla Shire Council – A Shire-wide Conversation About Change and Opportunity

Uralla Shire Council is taking steps to prepare for future change in the region and ensure that new development – particularly renewable energy – works for the community in the long term.

Through a project called Striking a New Deal, Council is working to understand what good development looks like for Uralla and how to make sure local priorities are front and centre when planning for how to manage change. This will help Council advocate for the kinds of benefits that matter most to our community – such as essential services, housing, infrastructure, or local job opportunities.

To support this work, Council is partnering with The Next Economy, a not-for-profit agency that supports regional communities across Australia to manage change in ways that are inclusive and locally appropriate. The Next Economy will support Council to carry out community engagement and feed community input into local planning.

In May, Council and The Next Economy spoke with a number of local stakeholders to hear a variety of perspectives on what people would like Uralla to look like in the future. In June, we’ll hold community workshops so that all residents have the opportunity to share their views.

“This is about planning ahead so that development happens in a way that reflects what our community wants. Council can’t control every project, but we can do the work now to represent our region’s interests and make sure we’re ready to shape a positive future together.” – Toni Averay, General Manager, Uralla Shire Council:

“In our work across Australia, we’ve seen that communities manage change best when they’re actively involved in shaping it. It is clear that Uralla residents have a strong sense of identity. By hearing from local voices, council can ensure that future development reflects community values, priorities and aspirations.” – Lizzie Webb, CEO, The Next Economy

To register your interest or stay informed about upcoming workshops, contact esims@uralla.nsw.gov.au

Find out more about our partnership with Uralla Shire Council:

Striking a New Deal for Uralla Shire

An exciting new chapter for The Next Economy

A message from Professor John Wiseman, Board Chair at The Next Economy

  • Dr Amanda Cahill to step down as CEO and remain at The Next Economy in a new Founder role, and as a Board Director
  • Lizzie Webb, current COO and former Board Chair, to step into the CEO role from May 2025
  • The Board has every confidence in a smooth leadership transition, and the organisation’s continued commitment to navigate change and build momentum for a rapid, responsible and fair transition
  • Hear from Amanda, and Lizzie, below

Professor John Wiseman, Chair of the Board at The Next Economy

The Next Economy was established in 2018 in response to growing calls – from community, industry and government leaders – to support regions to navigate the growing disruptions and challenges associated with the need to decarbonise the economy.

Since then, we’ve partnered with communities and decision makers to demonstrate how it is possible to manage change in ways that strengthen social, economic and environmental outcomes.

We’ve worked with regions holding the key to Australia’s transition to net zero emissions, focusing on those with carbon-intensive industries, including the Latrobe Valley (Vic), the Hunter Valley (NSW) and Central Queensland (Qld).

Over the past year, global economic and political systems have grown more complex and unstable. In response, The Next Economy has grown substantially. We have supported a new wave of regions and industries to navigate the transition and stepped up our work to give decision makers across government, industry and the investment community the confidence needed to hold the line on long-term policies and investments at a time of great political uncertainty.

Dr Amanda Cahill and Lizzie Webb with The Next Economy’s board and staff in late-2024

We are now working in regions with the capacity for critical mineral extraction and processing such as in North-West Queensland; communities that produce agricultural commodities while managing renewable energy projects and climate impacts, such as in Hay and the New England Renewable Energy Zone in New South Wales; and with significant levels of First Nations land and sea stewardship, such as in Northern Australia.

None of this would have been possible without the vision and leadership of CEO Dr Amanda Cahill and the dedication of staff, partners and supporters. After seven years leading The Next Economy, Amanda has decided to step out of the CEO role and transition into the new role of Founder.

In this new role, Amanda will continue working within the organisation to provide strategic advice, develop new content, mentor staff, manage key relationships and explore new opportunities for The Next Economy. She will also remain on the organisation’s board as a Director.

The Board would like to take this opportunity to both thank Amanda for her enormous contribution as well as congratulate her on the new role.

For this next chapter, we warmly welcome Lizzie Webb, our current Chief Operations Officer, as The Next Economy’s new CEO. An engineer by background, Lizzie brings 20 years of experience leading start-up organisations and teams in the non-profit and social enterprises sectors, including work with communities across regional and remote Australia.

Lizzie has a deep understanding of The Next Economy, first joining as a board director in 2018, before becoming board chair, and moving into staff roles where she has managed both the organisation’s operations as well as overseen initiatives. Most recently, she led collaboration with Mount Isa City Council on the successful development and launch of the city’s Future Ready Economy Roadmap.

Lizzie will officially assume the role on 5 May 2025 and will be supported by Amanda and the TNE leadership team driving key programs across energy, land use and systems change.

The Board has every confidence in The Next Economy’s new leadership and the organisation’s continued commitment to navigating change and building momentum for a rapid, responsible and fair transition.

In the coming months, you will hear more from both Amanda and Lizzie as we reflect on the organisation’s success to date and direction moving forward.

In the meantime, please join us in thanking Amanda for her extraordinary contributions in establishing The Next Economy and welcoming Lizzie to the helm.


Hear From Dr Amanda Cahill and Lizzie Webb

Long-time colleagues and collaborators, Lizzie Webb (L) and Dr Amanda Cahill (R), are working together alongside the board, staff and partners, for a smooth leadership transition at The Next Economy.

Dr Amanda Cahill, outgoing CEO and Founder, said: 

“It has been an honour and privilege to work with inspiring people all over Australia to establish and grow The Next Economy into the strong, catalytic organisation it is today. I have learned so much from so many people who have been part of this journey that has spanned communities from Cairns in Far North Queensland, to the Latrobe Valley down South and across to Western Australia and even the Northern Territory.

“At this crucial time, when the impacts of efforts to decarbonise Australia are becoming increasingly felt, The Next Economy’s work is more important than ever. People across all sectors and regions, from government officials to industry executives, union delegates to Traditional Owners, small businesses to those who don’t always benefit from economic activities are all asking how can we achieve what we need to do in terms of emission reductions, but do it in a way that ensures the protection and regeneration of both nature and our communities.

“They are asking: What does good economic development look like? This is, and will continue to be, the guiding question for The Next Economy. And I look forward to the next seven years of figuring this out with communities across Australia and beyond.”

Lizzie Webb, incoming CEO, said: 

“Amanda has worked tirelessly over the past seven years to support good decision making and action for a just transition. Her work is greatly respected by regions, government and industry alike, and she consistently works hard to inspire and support the climate and environment movement. We’re delighted Amanda will continue to work with us in her new role as Founder, and continue as a TNE Board Director. 

“Supporting regions to navigate complex change to their economies will remain central to our focus. We have a strong team in place and through our 2030 Strategy we will work with a broader range of regions critical to a just transition in Australia, and integrate a strong focus on economic systems change across all aspects of our work. 

“In the next six months, we’ll be working in partnership with multiple regions in western Queensland and central New South Wales on plans to strengthen their economies and maximise the benefits of new development across the energy and agricultural sectors. We will also commence work on a significant coral conservation project, supporting opportunities for First Nations participation and economic sovereignty.”

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.

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