What we heard | Economic Diversification and Investment Strategy | Economic Diversification and Investment Strategy

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Written Submissions

Consultation focus areas

Through the consultation period, we sought your views on the prioritisation of potential initiatives that may inform the final Strategy and any future action plans, including:

Strengthening our market-facing investment engagement by improving visibility, closing information gaps, and presenting a clearer, more credible proposition to domestic and international investors.

Consistent with the Economic Statement, delivering a coordinated, investment facilitation system for major job-creating projects and precincts, that supports proponents from initial engagement through to project delivery. A streamlined front door will guide businesses seeking to establish, expand or relocate in Tasmania, providing early clarity, coordinated support and timely decision-making.

More predictable and faster pathways for the rezoning of land to meet emerging industrial, strategic and well-located housing needs, delivered through the program of ongoing reform.

Working with councils, industry and the planning sector to streamline planning assessments, improve consistency, and review the matters that require a planning permit where consistent with acceptable solutions in the Tasmanian Planning Scheme.

Ongoing identification and review of statutory, regulatory and procedural barriers as they emerge through the development facilitation process, with findings reported publicly.

Strengthening the research-industry interface, including the commercialisation pathway for technologies developed at Tasmanian research institutions.

Support for early-stage and scaling Tasmanian businesses to access capital, markets and customers, drawing on partnerships with the private sector and Commonwealth programs.

Coordinated assistance for Tasmanian businesses and projects to navigate the Australian Government’s green-economy, sovereign capability, critical minerals and concessional finance opportunities, and to diversify into priority export markets, drawing on Tasmania's existing trade strategy, premium branding and market presence.

Use of the Tasmanian Development Board's investment functions to support strategically significant Tasmanian businesses, with clear alignment to the principles and priorities set out in this Strategy.

Building a clearer evidence base on the structural and behavioural factors that continue to constrain Tasmania's productivity performance beyond skills and education - including capital intensity, management capability, scale, market structure and technology diffusion - to inform future reform priorities.

Practical initiatives to lift productivity in Tasmania's largest service sectors — including care, construction, retail and tourism — drawing on the relevant findings of the Productivity Commission's five-pillar inquiries, and National Competition Policy reforms.

Working with the Australian Government and industry to ensure Tasmanian businesses and regions can access reliable, affordable digital connectivity to underpin technology adoption.

Demonstration programs and shared digital tools to support technology adoption by Tasmanian businesses, particularly small businesses and those in high-employment sectors with limited internal capability.

Targeted and broad-based digital skills programs across the workforce, recognising the speed at which new tools are reshaping the way work is done.

Improved access to higher-quality public datasets to enable public and private digital tools to support faster and better planning, regulatory processes and business decisions.

Continuing to reduce red tape that constrains business productivity and blocks investment, particularly in key areas of the economy that have the most to gain.

Improved regional economic, development, liveability and demographic data and projections to support decision-making by government, councils, industry and communities.

Reviewing and aligning regional partnerships and supporting regional capability and capacity building.

Working with industry, councils and communities on the identification of regional strengths, workforce needs, catalytic infrastructure opportunities and land use planning barriers.

A rolling mechanism to gather information from businesses, councils and communities about the supply of land for industry and well-located housing, and accelerate the pace of strategic land-use planning in response.

*Many of the potential initiatives under Priority 1 are also relevant to regional activation.

Improving the accessibility and currency of public-facing workforce, training, sectoral and regional labour market data and projections.

Lifting awareness across employers, providers, communities and young people of the skills and occupations in demand in their region and across the state, and the pathways available to enter them.

Strengthening the alignment between Tasmania's migration, international education, skills and housing settings to position Tasmania as an attractive destination for skilled migrants and international students.

Advocating with the Australian Government for partnerships and settings — including the Regional Jobs Hub model and income support and employment service settings — that respond to Tasmania's workforce challenges.

Preparing Tasmanian workers, employers and communities to benefit from AI and automation, and to manage the workforce transitions these technologies will drive.

Coordinating economic priorities, infrastructure investment and land readiness — drawing on the Strategic Infrastructure Framework, strategic energy planning and the planning system — to ensure infrastructure decisions support the Strategy's investment, productivity and regional priorities.

Developing an infrastructure pricing and developer contribution approach, that fairly apportions the costs of development while incentivising the supply of well-located housing and industrial land, consistent with the Future of Local Government Review.

Targeted approaches to addressing first-mover disadvantages particularly in digital connectivity, transport and zero-emissions infrastructure.

Broad economic principles for any government-led decisions on arrangements that support strategic energy users in Tasmania - separate from Hydro Tasmania's commercial pricing role - to ensure such arrangements are evidence-based and aligned with this Strategy's investment, productivity and regional priorities.