Smart Transformation Readiness Assessment
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Smart Transformation Readiness Assessment
Futureye Pty Ltd is a multi- BHP Mitsubishi Alliance (BMA) is
disciplinary professional services Australia’s largest coal producer
firm that works with communities, and supplier of seaborne
governments and corporations metallurgical coal. Owned 50:50 by
to enable them to solve issues BHP and Mitsubishi Development,
We acknowledge the traditional owners together proactively. Established in BMA operates seven coal mines
of the lands which the communities of 2002, Futureye has worked across in Queensland’s Bowen Basin,
the world from Australia, Europe, and owns and operates the Hay
Dysart and Moranbah call home, the
the United States, United Kingdom, Point Coal Terminal near Mackay.
Barada Barna people, and pay our respect
Europe and Africa, demonstrating
to their elders past, present and emerging. the effectiveness of its innovative Established in 2001, BMA strives to be a
The traditional lands of the Barada Barna approach to resolving real dilemmas valued partner in the communities in which
people centre on the headwaters of the and building shared value. it operates, and seeks to foster meaningful,
long-term relationships that respect local
Isaac River and run west to the Denham The firm has a successful history working cultures and create lasting benefits.
Range. The southern frontier extends to in Australian regional centres in all states
BMA recognises that the fourth industrial
Cotherstone and the eastern region flanks and territories. Its work has included
transformation across all sectors including revolution (4IR) is a global challenge that
the western boundaries of the Barada. will create both impacts and opportunities.
mining, energy, water, agriculture, forestry,
Their continued stewardship of these fishing and manufacturing. It has deep For this reason, they chose to support
expertise in the challenges of the Fourth the Smart Transformation Project in
lands over thousands of years is evidence
Industrial Revolution (4IR) through its work Dysart and Moranbah through both
of the region’s history of resilience, financial support and expertise. BMA’s
with government departments and agencies
strength and imagination. as well as companies such as technology Saraji Mine’s General Manager sits on the
and extractives. Futureye is the facilitator of Dysart Smart Transformation Advisory
the Smart Transformation Project in Dysart Council and Goonyella Riverside Mine’s
and Moranbah and the author of the Smart General Manager sits on the Moranbah
Transformation Readiness Assessment. Smart Transformation Advisory Council.
Front cover:
Phil Harms, PIMS Engineering,
member of the Moranbah Smart
Transformation Advisory Council.
Smart Transformation
Readiness Assessment
Contents Preface
01
Executive Summary
05
1. Current State
Policy Settings Review
13
2. Engagement & Planning Methodology
17
3. Current State
Community Profile Data
25
4. Current State
Smart Transformation Readiness Baseline
33
5. Current to Future State
Smart Transformation Readiness Assessment
39
6. Smart Transformation Roadmap
Dysart and Moranbah
49
7. Conclusion
Endorsements + Testimonials
55
References
57
Appendix One
4IR Audit Measures
65
Appendix Two
STACs ToR
67
Appendix Three
Community Forum Input
69
Appendix Four
Consultation Process
77
Smart Transformation
Readiness Assessment1 2 3 4
The 4 1784 1870 1969 2020
Industrial Mechanisation, steam Mass production Electronic and IT Cyber physical
Revolutions and water power and electricity systems, automation systems
“
Now we enter the 4IR with, at its core, cyber-physical systems that
connect the internet of things and entirely new interconnections
between systems and people. This technology continues to develop
Preface at an unprecedented scale, dramatically affecting the ‘way we work’.
We are launching this readiness
assessment as the world is
Governments, businesses and communities
globally are grappling with the speed and
Now we enter the 4IR with, at its core, cyber-
physical systems that connect the internet
Futureye developed and facilitated a unique
process to assist the communities of
”
These opportunities become even more
critical when viewed through the lens of the
scale of the Fourth Industrial Revolution of things and entirely new interconnections Dysart and Moranbah to develop a shared current COVID-19 situation. Diversification
in the grip of the COVID-19 (4IR). Queensland communities are already between systems and people. This technology vision; to validate the actions required of regional economies, through to the vital
health crisis. Although we are seeing the impacts of the 4IR, in the continues to develop at an unprecedented to fulfil the vision; and engender a sense role community wellbeing initiatives will
in a new and rapidly changing rapid rise of self-service retail checkouts, scale, dramatically affecting the ‘way we work’. of responsibility for the vision’s delivery. play through the crisis and beyond will be
electronic banking and driverless/driver- Essentially, it’s a ‘democratising’ engagement driven and delivered through 4IR initiatives.
environment, we recognise Key barriers to this wide-scale, unprecedented
assisted transport systems. The proposed process. It allows the community to break
the need to drive solutions on implementation of autonomous haulage in the
change, are in fact mostly ‘human’. Therefore,
from the ‘past-present’ loop that defines
This document provides an assessment of
the issues identified by the only a human-centred process can move the current situation for two Queensland
state’s resources sector is a further example the present in terms of past practices and
people from ‘distrust and uncertainty’ to ‘trust communities, and a plan for engagement and
community but we must also of the changes that will impact our society. skills. Rather, the present is recast in terms
and a common vision’. Shaping our future action to address a future being impacted
balance these with emerging of a shared vision of the future in which the
Multiple industrial shifts have already in the 4IR demands putting people first – by the 4IR. This document highlights the
community contributes to positive change.
challenges particularly in regards transformed society. The First Industrial engaging them and empowering them in the involvement of the community to develop
to digital technology readiness. Revolution introduced mechanisation, water co-design of a roadmap for their 4IR journey. Rather than simply using technology a plan of action for the community.
and steam power which brought significant to improve current system efficiencies,
For example, the decision in November 2019
benefits, but at great cost. The transformation the process also encourages everyone
by the Goonyella Riverside Mine’s General
was not undertaken in a purposeful manner; to understand the change in standard
Manager to introduce autonomous haulage,
the downside of an unplanned process behaviour that is inevitable. This is a
heralded the arrival of the 4IR – its impacts and
was that those who bore the costs did not mindset shift from ‘business as usual’ to
its opportunities – in the Bowen Basin. BMA
necessarily benefit from the new opportunities. sustainable, technological innovation.
committed to no forced redundancies at the
The Second Industrial Revolution saw site as a result of the decision to introduce Technology will redefine our future.
tremendous advances in access to autonomous haulage. It also said that it would Government, businesses and individuals KATHERINE TEH
energy and, again, while there were provide appropriate training, development must be encouraged to collaborate and
benefits, costs were significant. pathways and an on-site automation control innovate, driving agility in our education Managing Director,
room. However, BMA went further. BMA systems, flexibility in our jobs market, Futureye.
The Third Industrial Revolution ushered
recognised its broader obligation to the region, and responsiveness to new opportunities
in electronic and information technology
supporting the critical Smart Transformation and change. Working together, leaders
systems, precipitating the beginning
process that has enabled the community and communities can build a common,
of a decoupling of productivity and the
to invest in the change in mindset, skills positive future, and allow technology
workforce, and the rise of globalisation.
and capability required for genuine, long- to support their ambitions.
term and successful 4IR implementation.
Smart Transformation 2
Readiness Assessment“A lot of people were able to contribute and engage, not just with the process but with each other. This is a start, this is only a start.” ROYCE BAILEY / STAC MEMBER Smart Transformation 4 Readiness Assessment
Executive
Summary
The Smart Transformation Readiness There is a real danger that, without adequate For example, AlphaBeta’s Staying Ahead of the The Opportunity A Smart Transformation
Assessment, including the Community investment in a structured dialogue, unplanned Game3 analysis of 30 types of technological
Roadmap, reflects the key findings of a and ad hoc transitions implemented under innovation in mining, oil and gas, reveals a Dysart and Moranbah are major townships The Smart Transformation process is
critical engagement and planning project pressure will lead to inefficient and ineffective tremendous opportunity for Australia. By in the Isaac region in Central Queensland set apart from other transition models
undertaken with the communities of Dysart change. A ‘business as usual’ mindset 2030, digital automation technologies could within the Bowen Basin, which contains the which rely on pre-4IR status quo models
and Moranbah within Queensland’s Bowen is destined to fail. Systems of work and generate an additional $65 billion in Gross largest coal reserves in Australia. There are (the ‘old’ way of doing business or work)
Basin. The Project was largely completed business are fundamentally transforming Value Added for the mining, oil and gas sector. currently 92,000 jobs in the combined Mackay/ or that operate in a manner that is not
prior to the current COVID-19 health as a result of the 4IR; so too must people. Isaac/Whitsunday local government areas socially acceptable (lacks social licence).
At a time of great uncertainty, such a process
crisis, however the Roadmap articulates (LGAs). Both Dysart and Moranbah are ‘mining
The 4IR brings a real and immediate would enable a necessary degree of control The impacts of 4IR are frequently
a plan forward for projects related to towns’, and in 4IR terms, largely dependent
opportunity for leaders to ‘step up’, to break and resilience required to more gently ride characterised as ‘stripping people out’
connectivity and community well-being. on a sector that is already being impacted by
away from the tendency of ‘retro-fitting’ the bumps in the road of a complex 4IR of jobs and opportunities. The Smart
The importance of implementing these automation, both domestically and globally.
people into pre-determined job and industry transition. Such a process supports the Transformation process rejects that
types of projects has further increased However, in the Staying Ahead of the Game
outcomes established without genuine community, sensibly introducing people to assumption, and instead offers a means to
given the challenges caused by COVID-19. report, automation technologies will change
discussion during a time of rapid change. 4IR challenges and opportunities, addressing build a ‘people-centric’ 4IR future, focusing
their emotional barriers and building a 4IR the nature of employment within the mining
To introduce positive change and new on unlocking value and opportunity.
vision that delivers a planned, thoughtful industry in two key ways; while nationally up
opportunities as we face the challenge to 77,000 jobs may be impacted in 2030 as Ultimately the process enables people
The Impact of the Fourth and ‘people-centred’ 4IR transition.
of the 4IR will be confronting for leaders; automation technologies undertake more of to be ready and able to effect the
Industrial Revolution (4IR) it will challenge their current thinking, This is Smart Transformation. It’s the the “dirty, dull and dangerous” tasks, there necessary shift from the ‘current state’
the way they usually respond. engagement in and with the community to will be 42,000 jobs created in 2030 as job of how things are done, to the ‘future STAC member and BMA Saraji
Around the world, countries have begun develop a clear understanding of the 4IR roles shift to new roles such as programming state’ of how to adapt to and optimise General Manager Dan Iliffe at the Dysart
to acknowledge and wrestle with the As fear poses a significant psycho-social
challenges and the possibilities for success autonomous mining equipment, and from opportunities within changing conditions. Smart Transformation Community Forum.
impacts and opportunities of the Fourth barrier to change, the response must
in new endeavours. With the support of the increased competitiveness. Moreover,
Industrial Revolution (4IR). In most cases address the underlying emotional factors
community, the changes will be smart – and new jobs will emerge among suppliers
policy makers have struggled to embrace that can stymie change. Ignoring people’s
embraced. The human factor is required to with increased demand generating 63,000
the new concepts that accompany the 4IR, entrenched emotions and long-practised
enhance technology and minimise its risks additional jobs if the domestic supply chain
while facing real and immediate impacts habits while introducing change will lead to
to society. This process does more than successfully adapts as mining automates4.
of the scale and speed of unprecedented backlash, growing inequality and conflict.
simply emphasise community involvement
change. Often regulatory frameworks lag If we are to rise as a community to meet in the awareness-raising and consultation
behind dramatic changes and, increasingly, not only the challenges of the 4IR, but to stages (representative of a typical policy
debates focus on Artificial Intelligence (AI) fully unlock its value-creation potential, response). The Smart Transformation The Fit to Other
and ethics, privacy and big data, autonomous whether that be in the form of new jobs, process goes further and deeper – actively Local Processes
vehicles and, of course, the future of work1. business or export opportunities – a critical identifying and addressing the communities’
The ‘future of work’ has become a feature of such a transition is a collaborative, intuitive fears, and placing those fears at While Futureye, supported by BMA, designed
fundamental question and often there democratising engagement process. the centre of a proactive design, to ensure and implemented the Smart Transformation
is a focus on technology as the ‘fix all’; people are actively engaged in planning process, engagement with Isaac Regional
infrastructure as a safe bet for ‘regional and controlling their own 4IR future. Council (IRC) was maintained throughout all
revitalisation’, or job-shifting to sectors phases of the project, given their role as the
that may or may not possess a bright 4IR local government authority. All parties agreed
future. In many cases people’s fear can that the primary project output – the Smart
be the greatest barrier to change2. Transformation Readiness Assessment
– would be a valuable input into the IRC’s
strategic planning process while also helping
the local community prepare for 4IR.
Smart Transformation 6
Readiness AssessmentExecutive Summary
This diagram summarises the six steps of the Smart Transformation process and are covered as separate sections in this report.
1 2 3 4 5 6
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Current State: Engagement and Current State: Current State: Current to Future State: Smart
Policy Settings Review Planning Process Community Profile Data Smart Transformation Smart Transformation Transformation
Readiness Baseline Readiness Assessment Roadmap
Existing policy settings are reviewed Ensuring a people-centred approach The Smart Transformation approach Applying the Smart Transformation Considering the engagement, data The community participants co-
in order to learn from past successes requires the development of a actively sought quantitative and readiness categories (co-designed analysis and qualitative inputs, the designed and validated the Smart
and failures both domestically and collaborative, co-design process. This qualitative community profile data within the engagement process) and Smart Transformation readiness Transformation Readiness Assessment
internationally, and to understand involves identification of a representative to better understand the specific rating criteria, a low level of perceived assessment identified two key gaps – and Smart Transformation Community
the gaps in existing policy responses sample of local community stakeholders. similarities and differences between Smart Transformation readiness was Roadmap (detailed below) through
that would be addressed within a Futureye conducted 42 face-to-face 1. Low community transformation
communities. Differences included found across both communities. a transparent, structured process
Smart Transformation process. interviews; created community-based capability due to a misalignment of
population size, demographics, skill of continuous input and feedback.
Smart Transformation Advisory Overall, there was limited ability to need and available services, and;
levels, community culture and potential
Councils (STACs); a Youth Advisory envision change to the status quo, or to
barriers. This information helps to tailor 2. L
ow local business transformation
Council (YAC); community forums; identify and engage with sustainable,
Smart Transformation forward plans. capability due to a lack of knowledge
and a 4IR website resource. technological opportunities.
of 4IR future skills/business needs.
Nevertheless, there was an
From this readiness assessment, three
overwhelming acknowledgement
priority action areas were identified:
that communities must come
skills and training; community wellbeing;
together to develop and pursue
and business opportunities.
their own 4IR vision for the future.
These three opportunities underpin
the development of the resulting
Smart Transformation Roadmap
for Dysart and Moranbah.
Smart Transformation 8
Readiness AssessmentExecutive Summary
Smart Transformation The diagram below summarises the Figure 1. Smart Transformation Project Plan
six steps of the Smart Transformation
Project Plan
“
process into three phases:
The roadmap, within the Smart Transformation
process, allows the community to own its shift The roadmap, within the Smart
1 2 3 from the current to future state. It is hoped
that this process will produce both economic Transformation process, allows
Current State Analysis Opportunities Way Forward and social value; empower people to feel able
to proactively adapt to 4IR opportunities; the community to own its shift
Understand expectations, impacts
and opportunities
Engage with community to explore
impacts and opportunities
Strategy and plan for the
Smart Transformation
and enable a confident 4IR future outlook.
Ultimately it will support the community as an
from the current to future state.
”
input into local, state and federal Government
• Understand policy and • Engage with the community to • Identify risks, opportunities planning processes that would detail actions
regulatory context for 4IR test findings and obtain input for a Smart Transformation required to future-proof these communities.
Critically, the agreed Roadmap will provide
• Community profile (e.g., • STAC 1: Purpose awareness • Prioritise opportunities a valuable, community-led input into the
demographics, housing, and mindset exploration proposed Council-led planning process in
• Develop mini-proposals
health, services) 2020 and a guide for industries including
• STAC 2: Validating themes, for prioritised options
agriculture, mining and services to respond
• Community interviews and mindset shifts, opportunities
• Develop detailed to the community’s changing needs.
engagement on 4IR expectations including Community Forums
partnership program
• Analysis of BHP’s current 4IR • STAC 3: Recommendations
• Attract diverse investment
initiatives and partnerships on how to achieve 4IR
sources for programs
• Understand community concerns • Community Forum increases
• Implement quick wins
and sentiments around 4IR familiarity for community
on opportunities
• STAC 4: Review Readiness
Assessment OUTCOME:
OUTCOME:
• Website to communicate on 4IR Community desire to adopt a
Understand key themes and concerns
Smart Transformation approach
of the community around 4IR
OUTCOME:
Empower stakeholders and increase
understanding of the wider 4IR
impacts and opportunities
Smart Transformation 10
Readiness Assessment“Smart Transformation has given people the opportunity to have a voice — it’s brought all the people together in the same room at the right time.” RICHELLE TOSHACK / STAC MEMBER Smart Transformation 12 Readiness Assessment
In developing the Smart Transformation Despite the fundamentally systemic Partial Response: Technology-Centric
process for Dysart and Moranbah, Futureye implications of the 4IR, current policy
Policy makers are focused on the
undertook a high-level review of existing discourse continues to be characterised
technological changes and innovation being
local8, state, national and global policy by a tendency to status quo responses and
introduced by robotics, automation and AI.
strategies in relation to the impacts of processes that are unlikely to address the
However, technology represents only one
the 4IR. These challenges can be broadly level of change that will occur. Of these partial
aspect of 4IR outcomes. For example, expert
characterised under six distinct headings: responses, three have dominated and shaped
work streams are underway in Australia
the policy debate in Australia:
that are considering the issue of ethical AI,
1. Economic/Labour Dislocation yet these workstreams do not bring the
Predictions vary with the World Economic Partial Response: Climate-Centric ‘human dimension’ into the early stages of
Forum indicating over five million job policy development. This drives community
In terms of a ‘transformation’ need, the
losses in 15 major emerging economies by concerns about technology within the
concept that dominates both policy and
2020. McKinsey studies suggest 50% of broader 4IR context, raising questions about
academic discourse is the ‘just transition’
all work activities can be automated today; the types of jobs that are emerging.
that has been developed as a response to
2. Technological Autonomy the ‘jobs vs environment’ dilemma. While a
Systems operating without key ‘just transition’ policy emphasises the Partial Response: Infrastructure-Centric
1 direct human controls; need for ‘democratic dialogue, consultation
and collective bargaining’,9 its emphasis
In terms of ‘regional revitalisation’, the
Current State:
3. Environmental Impacts emphasis on investment in physical
on ‘new green jobs and skills’10 and ‘no job
Managing changing societal expectations; infrastructure can often rely on ‘top down’
loss’ assurances views low and high carbon
Policy Settings Review
policies that lack sufficient community
4. Social Justice sectors in isolation from the broader labour
engagement and co-design in their
Rising inequality and social unrest market shifts towards technology adoption.
development. Future 4IR growth opportunities
over the widening ‘wealth gap’;
This policy ‘blind spot’ risks consigning and corresponding infrastructure investment,
5. Legal and Regulatory Uncertainty already vulnerable workers to short-term whether physical or more critically, social
KEY POINTS jobs and limit future prospects. Likewise, infrastructure, require region-specific
Lagging accountabilities for technologies;
‘green sector-shifting’ does not improve collective community vision. Without
6. Political/Institutional Breakdown
environmental and sustainable innovation full community engagement, ‘top down’
Increasing levels of distrust
• Key challenges of the Fourth Industrial • Adequate investment in a structured • An important first step towards this kind outcomes. The failure to account for the regional planning will not achieve successful
leading to widespread protest
Revolution (4IR) include economic/labour social dialogue6 did not occur in previous of transformation is the creation of a present and future impacts of the 4IR, infrastructure investments which deliver
and societal polarisation.
dislocation; increased use of autonomous industrial revolutions. The leaders who collaborative, democratising engagement including environmental, raises serious sustainable outcomes for the long term.
technology; rising inequality and conflict; continued with a ‘business as usual’ mindset process that is community led and trusted. questions about the ability of a just climate
legal uncertainty; increasing distrust failed, while those who adjusted succeeded; transition process to deliver on relevant
of political and other institutions.5 even so, often people and communities re-skilling and jobs; the educational and
did not benefit from the changes7. • In the current state, leaders at all entrepreneurial environment required for
levels and across institutions are not sustainable ‘4IR-proof’ future industries; and,
• Current policy responses only partly sufficiently engaged with communities, ultimately, societal trust and acceptance of
address these challenges and are unlikely • An unplanned, delayed or ad hoc so that as changes occur there can be a ‘fit for purpose’ transformation process.
to adequately respond to increasing approach will result in a chaotic and resilience to weather the inevitable kinks
levels of change. It is important to inadequate 4IR transition with insufficient and setbacks as society transforms
maximise the benefits of automation community engagement where fear through the complex 4IR changes.
through strategic support and education is the greatest barrier to change.
investment as well as minimising the
impacts of automation by developing
supply chain access and tailored support. • As the existing structures of business
and work transform, so too must
people – in the way they approach
problem-solving, identify opportunities
and address challenges.
Smart Transformation 14
Readiness Assessment1 Current State: Policy Settings Review
According to the Edelman Trust
Barometer11—an annual trust and
credibility survey—83 percent of people
are concerned about losing their job due
While these themes are critical aspects of a
forward strategy, they do not fully address
the dilemma that 4IR creates for most
stakeholders – concern about the impact on
Critical to any 4IR strategy is the need to
conduct a visioning process that would
enable discussion on the future of work,
empower regions to respond to changes
“
Unfortunately, protecting the jobs of today
will not enable the jobs of the future. However,
to the gig economy, a looming recession
and a lack of skills and automation. The
jobs. Unfortunately, protecting the jobs of
today will not enable the jobs of the future.
presented by the 4IR and envision where
they want to be in the short, medium and helping facilitate dialogue that enables
existing level of public awareness of
the changing 4IR labour market is being
However, helping facilitate dialogue that
enables investment in people’s skills, the
long term. It would build necessary capacity
and support during a period of significant investment in people’s skills, the infrastructure
required and a vision about how to create a
addressed at both state and national levels. infrastructure required and a vision about how change. Specifically, such a process would:
to create a place-based strategic comparative
For example, in 2019 the Queensland state • Communicate the potential social and
advantage can create the forward strategy
government agency, Jobs Queensland,
conducted extensive research on future
that actually resolves the dilemmas of change.
economic impacts of 4IR and improve
understanding of what this means for all
place-based strategic comparative advantage
In previous industrial revolutions there often
employment opportunities and the need
to reskill the current workforce to respond
was inadequate investment in a structured
stakeholders at local and regional levels;
can create the forward strategy that actually
dialogue with communities. Learning from the • Assess and track societal attitudes
resolves the dilemmas of change.
”
to predicted changes. Its report “Future
more recent United States (Appalachia) and and identify and address underlying
work, future jobs: Preparing Queensland
German (Ruhr) just-transition processes, key psychological barriers to change;
for the evolution of work” made 18 key
to the failure of the former, and the success
recommendations which, at the time • Discuss opportunities to prevent
of the latter,12 was the level of investment
of writing, was under consideration and mitigate potential impacts, and
in a collaborative engagement process.
by the Queensland Government. to capitalise on opportunities to grow
An unplanned, ad hoc approach will result in a industries and businesses in the 4IR;
chaotic and inadequate 4IR transition. Given
• Facilitate the establishment of a As the existing structures of how business An important first step towards this kind Using social licence-based processes,
The report highlighted five key themes: the widespread impact and exponential rate
collaborative model of community and work are organised to fundamentally of transformation is the creation of a Futureye’s engagement methodology
of predicted change this will most likely lead
1. Change is inevitable, however partnership bringing together transform, so too must people – in the way collaborative, democratising engagement employed within both the Dysart and
to significant social and political upheaval.
transitions can be managed; active regional participants in they approach problem-solving, identify process. Such a process should provide Moranbah communities is designed
This is set within a context of pre-existing, low
technological innovation; opportunities and address challenges. This accurate information on the impacts of 4IR; to support these objectives.
2. Skills drive economic and levels of public trust in responsible institutions
only represents the baseline of the systemic understand and address the concerns of
social prosperity; (that will likely be blamed for any crisis). • Facilitate the creation of a robust and
transformation required across the consumer, the community (including emotional barriers
credible regional community vision, with
3. Access to quality work is essential; Importantly, the 4IR is occurring at a time services and employment sectors to ensure to change); support the development of a
input from all stakeholder groups, that is
when societies are enabled, through a feasible and sustainable 4IR future. collective future 4IR vision based on regional,
4. Place-based leadership ‘community owned and developed’ seeking
technology, to be far more vocal about their comparative advantage that is community-
creates stronger regions; to deliver social and economic value; and The leadership role to drive this is also open
dissatisfaction, with a greatly increased led and owned.
to all, with four out of 10 people believing
5. Lifelong learning and skills attainment ability to mobilise, organise and amplify • Support the facilitation and execution
business is most able to solve this problem
underpin Queensland’s future. their concerns – as consumers, community of the strategic pathways established
and that it needs to draw in government13.
members and voters. Only through a genuine in the community visioning work to
Less than 30 percent of people globally
two-way dialogue can trust in the process realise social and economic value.
though believe that business will retrain
be built. A trusted process will, in turn,
workers whose jobs are at risk. Addressing
deliver the necessary resilience required to
issues such as retraining within and
weather the inevitable mistakes and kinks
across sectors will require a partnership
that will need to be addressed and managed
between government, institutions and
through a complex 4IR transformation.
businesses (both large and small).
Smart Transformation 16
Readiness AssessmentSTAC member Melissa Westcott (with microphone)
at the Moranbah Smart Transformation Community Forum.
2
Engagement &
Planning Methodology
KEY POINTS
The engagement process actively sought the
• The engagement process actively • Community Forums were held targeting the community’s engagement in co-designing
sought community opinion in co- involvement of a broader cross-section of their towns’ future. This ensured the plan was
designing the townships’ 4IR future to local community members and businesses not only place-based, but human-centred.
ensure a people-centred approach. in both Dysart and Moranbah with the It facilitated an accurate identification of
purpose of increasing general awareness the impacts and opportunities, and allowed
of the 4IR, and providing specific training people to take ownership of their specific 4IR
• Critical to understanding the community’s to empower them regarding their future growth strategy and will support both physical
vision is to understand where they are and social infrastructure investments.
now (current state) and to understand how
current barriers may impact on realising • Underpinning the direct engagement As outlined previously, the first critical step in
future opportunities (future state). process is the Smart Transformation understanding where the community wants
website (www.smarttransformation. to go is to understand where they are now.
com.au), which continues to act as To assess current barriers and how they may
• 42 confidential interviews were conducted an ongoing source of information. impact on future opportunities in Dysart and
with a representative sample of cross- Moranbah, four high-level criteria were used:14
sectoral stakeholders from which members
1. Community Resilience
of the Smart Transformation Advisory • Inputs from the engagement process,
Councils (STACs) were selected. combined with community profile data, 2. Just Transition
informs this ‘Smart Transformation 3. Technology Use
Readiness Assessment’ (STRA),
4. Community Vision
• STACs sit at the centre of the Smart which creates a baseline for 4IR
Transformation engagement process readiness, including an identification
as a vital accountability measure, of impacts and opportunities.
facilitating input and feedback into
all aspects of the engagement and
planning process. A Youth Advisory • The STRA forms the foundation for
Council (YAC) specifically enabled young the Smart Transformation Roadmap,
people’s perspectives to be captured. which creates a blueprint for future-
focused, practical, 4IR-ready actions
the towns and organisations can take.
Smart Transformation 18
Readiness Assessment2 Engagement & Planning Methodology
Smart Transformation
Advisory Councils
Dysart
A representative sample of people from At the conclusion of these 42 interviews, The STACs facilitate input and feedback into SMART TRANSFORMATION
both communities was identified. This group stakeholders were selected to become all aspects of the engagement and planning ADVISORY COUNCIL
included representatives from business, involved in the Smart Transformation process including the community baseline,
education, health, local government and the Advisory Councils (STACs). impacts and opportunities, future objectives
community services sector. Stakeholders and themes and short, medium and long-
The Dysart and Moranbah STACs sit at the
were invited to participate in individual, term planning outcomes. The membership
centre of the community-focused, Smart In her role at the Dysart Community
confidential, face-to-face interviews of the Dysart/Moranbah STACs is as below. John, along with his wife Marina, has owned
Transformation engagement model and Support Group, Richelle connects with
conducted by Futureye. Crooks Home Hardware & Electrical in
are a vital accountability measure. individuals and organisations across the
Dysart for more than 25 years. As a small
local community and region. Based on this
business owner John is focused on building
Moranbah a vibrant and thriving community in Dysart.
experience, Richelle can see the positive
impact effective collaborations achieve.
SMART TRANSFORMATION John Crooks Richelle Toshack
ADVISORY COUNCIL
Michelle is the Director of Nursing at A small business owner and active community Sandy describes her vision for Dysart as “livable and
Moranbah Hospital, so is on call 24/7 member, Melissa’s roles include Director loveable.” As a small business owner, parent and In his 20 years at Saraji, Royce has firsthand
dealing with the health and wellbeing of C-Res and President of the Moranbah employer, she also understands the importance experience of global technological changes.
of the local community. Michelle is State School P and C. She sees the potential of the community coming together to prepare Royce is committed to highlighting and
advocating for improving local services, for other local businesses to grow through for a changing future. Sandy believes there are promoting local innovation and creative talent.
particularly around mental health. access to technology and global markets. many opportunities awaiting the community.
Michelle Esler Melissa Westcott Sandy Moffat Royce Bailey
Phil is a Director of Pimms Engineering, Carolyn is a director of Moranbah Discount As a long-term resident, community As the Principal of Dysart State Primary School,
which is based in Moranbah and Tyres and Mechanical and a board member advocate and BMA employee Liz is active Teena is in contact every day with the diverse
oversees over five hundred staff in of the Greater Whitsunday Alliance. With across a number of roles. Liz believes that talent and experience that make up the school
locations across Australia. Phil has been over 30 years in the region, Caroline wants to Dysart is strategically placed in the Bowen community. As a leader, Teena is building
in Moranbah for 22 years and supports see a stable economic platform developed, Basin to leverage technology changes that pathways and identifying opportunities for
many local clubs and organisations. immune to the boom-bust mining cycle. can deliver benefits across the community. her students to excel in careers of the future.
Phil Harms Carolyn Fritz Liz Fox Teena Elliott
Manager of the Moranbah Community As Principal of Moranbah State School,
Dan is the General Manager of Saraji Mine.
Workers Club and President of Moranbah Anthony draws on his extensive experience
Brad is the Lodge President for the CFMEU at He has spent 20 years working in coal mines
Traders Association. Ash has been in town teaching in rural and remote communities.
BMA’s Saraji Mine. His priority is developing across the Bowen and Surat Basins. Dan
for 11 years. He describes the business He aims to prepare students for a life of
new initiatives to increase Dysart’s population, has spent the last eight years with BMA
community as “motivated” and is keen to choice, not a life of chance – getting them
and ensure services are maintained. and held a range of senior operational roles
ensure the future opportunities are realised. ready for the coming technological changes.
at Peak Downs, Saraji and Caval Ridge.
Ash Dowd Anthony Edwards
Brad Crompton Dan Iliffe
Richard and his family have a long history with Sean is General Manager of BMA’s
the Moranbah Community. As a dragline operator Goonyella Riverside Mine. He is a
Richard has seen the physical landscape change veteran mining professional and
and is now focused on benefits that can come an active member of the BMA
from changes in the technical landscape and how Inclusion and Diversity Council.
these benefits can be shared by the community.
Richard Engel Sean Milfull
Smart Transformation 20
Readiness Assessment2 Engagement & Planning Methodology
“I learnt how to be more mindful about how I can take action
myself and prepare myself, and make more of a strategy
for any changes that might happen in our community.”
SHARON BRADFORD / TEACHER AIDE DYSART STATE SCHOOL
Smart Transformation 22
Readiness Assessment2 Engagement & Planning Methodology
The Terms of Reference which govern The forums included three individual
the STACs were agreed by members and training sessions, run concurrently:
ensured their independence (see Appendix
1. Future You – how can you apply personal
Two). Futureye facilitated STAC meetings.
values to create your preferred future?
Additionally, two local high schools were
2. Owning Your Future Work – how
engaged in the development of a single Youth
can work across sectors be shaped
Advisory Council (YAC). The objective of the
to meet disruption, and what are the
YAC was to gain youth perspectives on social
skills and mindset needed for that?
insights, impacts and opportunities and to
ensure a youth voice in the co-design of the 3. Collaborating for Community Wellbeing –
4IR future strategy within the region. Following how do we build on community strengths
an Expression of Interest (EOI) process, in and current collaboration to create
consultation with school leaders, 16 students community resilience and unlock potential?
were selected to participate in the YAC.
In addition to the advisory council Locals considered the work undertaken
engagement structure, Community Forums by the STAC/YACs in both towns, with the
were held in February 2020. Attendees results from the forum engagement used
included a broad range of community as an input into this Smart Transformation
members from union officials, social Readiness Assessment (STRA).
service representatives to miners, families
and business owners in both Dysart and The STRA links engagement with future
Moranbah. Publicised in the local media – planning outcomes by forming the
newspaper and radio – along with social foundation for the Smart Transformation
media promotion and direct engagement, Roadmap. The Roadmap creates a blueprint
the forums provided an opportunity for future-focused, practical, 4IR-ready
for all residents in the townships to actions that are community-led and owned
participate in the project. The purpose and can be actioned immediately.
of the forums was to increase awareness
of the 4IR and to increase attendees’ Underpinning the direct engagement
sense of control about their futures. process was the Smart Transformation website
(www.smarttransformation.com.au), which
acted as a source of accessible information
for participants and the community. Articles
and news on the 4IR were posted, as were
meeting minutes from the STACs, to ensure
information availability and flow to Dysart
and Moranbah residents.
STAC member and BMA Goonyella Riverside
General Manager Sean Milfull at the Moranbah
Smart Transformation Community Forum
Smart Transformation 24
Readiness Assessment3 Dysart
Current State: Community
Community Profile Data Profile Snapshot
KEY POINTS General Context – Focal Communities – Dysart Community Education Health Care
The Bowen Basin Dysart & Moranbah Profile Snapshot According to the 2016 Census, in Dysart the There is one hospital in Dysart which catered
education services attracting the highest for 480 admissions in 2015-1628. The majority
• A critical part of planning for a Fourth Containing the largest coal reserves in An important aspect of the process Established in 1973, Dysart features: attendance were primary school or pre- of these admissions were categorised
Industrial Revolution (4IR) future Australia, the Bowen Basin runs from for Smart Transformation Readiness is school services, with 372 children utilising as an ‘emergency’, with fewer than five
• Low-density detached dwellings
is to understand the current state Collinsville in the north of Queensland understanding the individual community these services20. A further 150 residents admissions each for childbirth or surgery29.
with recent increases in
in terms of the social environment to Theodore in the south. It includes the characteristics of each town. attended secondary school21. In Dysart,
medium-density housing;
within the impacted communities local government areas (LGAs) of Isaac, 34 percent (749 people) of the residents Transport
There is an acknowledgement that non-
which informs a Smart Transformation Whitsundays, Central Highlands, and Banana. • Council offices and library; had completed post-secondary school
residential workers are not captured in the Dysart is connected to the Peak Downs
Readiness Assessment (STRA). qualifications22. Specifically, 7.7 percent
Coal was first discovered in the Bowen Basin 2016 Census data used in the next section. • A commercial shopping centre including Highway by the Saraji Road and Peak Downs
(169 people) had received a bachelor’s Mine Road, and is approximately 250 km
in the mid-1800s, however the beginning supermarket, baker and banks;
degree or above, 4.3 percent (95 people) had by road to the west of Mackay. There is no
• Community profile data was reviewed of open-cut coal mining in the late 1960s
• Two schools, a hospital and a received an advanced diploma or diploma public transport in Dysart and no direct
to understand the key differences precipitated the transformation of the
significant range of sporting and level qualification, 2.9 percent (64 people) passenger train or air service. The town’s
and similarities between Dysart and region. The Utah Development Company
recreational facilities and clubs; and had received a Cert IV and 19.1 percent% airport closed in 2013 (with the exception
Moranbah in relation to population, (UDC) established Goonyella and Peak
(421 people) had received a Cert III23. of use by the Royal Flying Doctor Service).
economic diversity, services, Downs Mines before heading south in • Light industrial areas.
education and employment. the early 1970s to establish Saraji and
Employment
Norwich Park. This mine development led
Population
to the creation of the towns of Dysart and On Census night, the region reported
• Historically Dysart and Moranbah are Moranbah to provide accommodation and Dysart reported a resident population 68.6 percent of its population (919
‘mining towns’, and in 4IR terms, largely support services for mine employees and of 2991 on the 2016 Census night15. people) as full-time employed and 19.3
dependent on a sector that is introducing their families. In fact, Moranbah celebrates percent (259 people) as part-time,
automation and technology rapidly its 50th anniversary as a town this year. Demographic with a workforce of 1399 people24.
both domestically and internationally. On the 2016 Census night, the majority of
Spanning an area of approximately Income
58,000 km2 in Central Queensland, the Dysart’s residents were considered to be
LGA of Isaac is located approximately of working age (between 15 and 64 years The median weekly income range
• It was found that both towns possess
1000 km north-west of Brisbane and of age) or part of the youth demographic reported in Dysart during Census night
a strong mining identity and are
approximately 900 km south of Cairns. (under 15 years of age), with 40 percent (1201 was $111325. By industry, the mining
family-oriented, with evidence of
people) between 15 and 39 years of age, and sector was Dysart’s primary source of
strong connectedness between
30 percent (908 people) between 40 and employment – accounting for just under
residents contributing to a high-
64 years of age16. Around one quarter of all half (578 workers) of the total workforce26.
level sense of resilience.
residents (788 people) were under 15 years of Almost two thirds of all occupations
age and just three percent (101 people) were within the region (781 workers) were
older than 64 years of age17. Most families in reported as ‘mining industry-related’ jobs
the region were reported as couple families including machinery operators and drivers,
with children (53.4 percent or 311 people) technicians, trades workers and labourers27.
as opposed to single parent families (12.2
percent or 71 people)18. The average family
with children in Dysart had two children19.
Smart Transformation 26
Readiness Assessment3 Current State: Community Profile Data
Moranbah
Community
Profile Snapshot
Comparison of Dysart/Moranbah Primary school enrolments (26.5 percent56 diploma or diploma level qualification in
in Dysart; 33.4 percent57 in Moranbah and Queensland (8.7 percent77) and Australia (8.9
to overall Isaac regional profile
29.6 percent58 in the Isaac region) are at a percent78), the corresponding proportion of
little over double that of secondary school the population across the Isaac region (5.1
An analysis has been undertaken comparing
enrolments (12 percent59 in Dysart; 15.7 percent79) (including Dysart and Moranbah) is
specific Dysart and Moranbah community
percent60 in Moranbah and 14.4 percent61 in lower. Conversely, the Isaac region (including
The main service centre for the Demographic Income indicators with overall Isaac regional
the Isaac region). This indicates a relatively Dysart and Moranbah) reflected a higher
region is Moranbah and includes: indicators. This provides valuable insights into
On Census night, the majority of Moranbah’s On Census night, the median weekly income higher proportion of younger children proportion of the population having attained
understanding the regional context in which
• Low-density detached dwellings residents were considered to be either of range reported in Moranbah was $120940. By (3 Current State: Community Profile Data
Figure 2. Overall Comparison of Isaac Region with Dysart and Moranbah
Community Identity, Stakeholder interviews revealed a very Family-Oriented Livability and Amenity
Isaac Dysart Moranbah
92 93 94
strong sense of community in both towns,
Values, Resilience The Isaac Community Plan consultation
with the following key themes identified:
GENERAL process found almost all (98 percent)
While these are towns characterised by a
• Cohesive culture and identity; participants had chosen to live in the Isaac
Population 20,940 2,991 8,735 mining-based labour force, they are also
• Family-oriented livability Region for community, lifestyle and livability
family-oriented, with a high percentage of
Male 54.5% 56.6% 53.3% and amenity; and reasons. The Isaac 2035 Plan97 describes the
young children and teens. There is evidence
region’s community strengths as including:
Female 45.5% 43.4% 46.7% of strong connectedness between residents, • Community resilience.
not unusual in rural townships, with the added • A good place for families;
Identifying Indigenous 744 134 342
strength of shared employment in mining.
or TSI population Cohesive Culture and Identity • Long-standing community
In April 2015, the Isaac Regional Council with supportive cultures;
Median Age 32 years 31 years 30 years As evidenced by regional planning goals
(IRC) adopted Isaac 2035, a Community • Safe communities with low crime; and
and stakeholder interviews conducted
Strategic Plan95 which aims to strengthen
for the Project, towns in the Isaac region • A younger than average population.
Median Weekly Household Income AUD $2,138 AUD $2,152 AUD $2,421 the region across four key areas:
share many cultural values including:
Internet access 85.1% of dwellings 86.4% of dwellings 90.2% of dwellings
• Improving essential infrastructure; Community Resilience
have internet access have internet access have internet access • A strong work ethic, with people willing
• Diversifying the economy; to work hard to provide for their future;
EDUCATION Community resilience is the existence,
• Supporting communities; and • A love of recreation, including development, and engagement of community
Primary enrolments 2,225 332 1,053 • Protecting the natural environment. sport, outdoor activities and leisure resources by community members to
Secondary enrolments 1,085 150 495 time with family and friends; thrive in an environment characterised by
Isaac 2035’s key ‘stretch’ goal is that by • A commitment to ensuring children, change, uncertainty, unpredictability, and
Tertiary enrolments 352 37 169
2035, the IRC will have strong and diverse older people and vulnerable people surprise98. Many stakeholders reported a
Technical college enrolments 261 29 137 communities that support the ability of are protected and supported; and sense of strong community resilience due
all to live, work and raise families. to the experience of the boom-bust cycle of
Year 12 completion 14.7% 14.1% 16.1% • An appreciation of the environment
the mining industry. The CSIRO Local Voices
Year 10 completion 14.5% 13.6% 11.9% and a need for protection of both the
project99, showed that of the 200 participants
natural environment (such as reserves
Tertiary or higher 38.7% 34% 45.0% surveyed in Dysart and Moranbah, there was
and national parks) and the modified
technical attainment 10.3% Bachelor’s degree or above 7.7% Bachelor’s degree or above 13.1% Bachelor’s degree or above a significant degree of satisfaction with life as
environment, such as towns and farms96.
3.1% Cert IV, 20.2% Cert III 2.9% Cert IV, 19.1% Cert III 3.5% Cert IV, 22.4% Cert III a whole. While the overall view was positive,
some specialists in social services expressed
EMPLOYMENT concern about that community wellbeing
Employment 88.6% 87.9% 87.8% needed attention and that the amount of
services was insufficient for the needs.
Unemployment 4.9% 6.0% 5.5%
Working 40+ hour week 62.4% 64.6% 60.9%
Employed coal mining industry 35.4% 48.6% 39.3%
National average for reported unpaid 65.2% unpaid domestic 58.1% unpaid domestic 69.0% unpaid domestic
weekly domestic work and child care work (last week) work (last week) work (last week)
33.7% cared for child/ 31.7% cared for child/ 38.9% cared for child/
children (last 2 weeks) children (last 2 weeks) children (last 2 weeks)
Families with only 26.3% 32.3% 28.3%
one employed member
National average employed 10.7% 10.4% 12.2%
professionals 22.2%
National Average working as 55.5% 62.0% 56.2%
technicians and tradeworkers,
machinery operators and drivers
and labourers 29.3%
Smart Transformation 30
Readiness Assessment3 Current State: Community Profile Data
“I think information is key – having our community know
more information about what’s coming up, what the
future job force is, is what shapes our community.”
RACHAEL LEWIS / EDUCATOR
Smart Transformation 32
Readiness Assessment4
Current State: 4IR Readiness —
General Findings
Figure 3. Average Scores Across all Stakeholders
Smart Transformation The average scores across all stakeholder Average Readiness Scores — N=42
Readiness Baseline
interviews inclusive of both towns are shown
in Figure 3. Generally, findings indicate 5
a low level of perceived 4IR readiness
for these communities. Community
4IR READINESS Resilience reflected the highest rating of
4
KEY POINTS: METHODOLOGY 4IR readiness with Just Transition scoring
the lowest rating for the issues measured. 3
The Fourth Industrial Revolution (4IR) readiness
Community Resilience scored in the mid-
• Generally, there is a low level of perceived • Limited awareness of or follow-through methodology is based on categories and
range (2.45) of the low transition stage of 2 2.45
Smart Transformation readiness across on the skills or actions necessary scoring criteria which were developed from 2.13
readiness. This was followed by Community 2.00
both communities, with Moranbah to transform the community to a review of 4IR transition approaches. The 1.95
Visioning (2.13) and Technology (2.00) that
community members having higher levels ensure access to the broader cross- methodology reflects a combination of 1
also scored at the low transition stage of
of readiness when compared to Dysart. regional and global opportunities. 4IR readiness factors and social licence-
readiness. Job market preparedness, or
based questions that interrogate intuitive,
Just Transition was the only issue measured 0
underlying psycho-social barriers to change.
that reflected a pre-4IR or ‘status quo’
• By sector, Isaac Regional Council • Minimal engagement with technological
The categories and criteria adapt to the stage of transition rating (1.95), albeit only Resilience Just Transition 4IR Vision
stakeholders indicated the highest level opportunities in building a regional strategy
particular context and subject for assessment. slightly below the low transition stage.
of perceived 4IR readiness for their that delivers competitive advantage.
community while stakeholders in the Based on the policy review and the initial
services industry reflected the lowest findings from the engagement process, four
level of perceived 4IR readiness. • An overwhelming acknowledgement that key categories were developed – Resilience, 4IR Readiness — Figure 4. Readiness Comparison Between Dysart and Moranbah
the community must be brought together to Just Transition, 4IR and Vision. These are
Dysart & Moranbah Findings
imagine, establish and pursue its own vision. scored against the 4IR readiness rating from
• At present, there is limited ability to envision 1 (Pre-4IR Status Quo) through to 5 (Smart There were a number of marked differences Averages in Dysart & Moranbah Dysart Moranbah
any change to the status quo, namely Transformation Ready) (see Appendix Two for identified between stakeholders from the two
the maintenance of a co-dependent • Young people in the communities detailed assessment criteria). On account of communities as seen in Figure 4. For each 5
relationship with the mining industry within are much more comfortable about the sample size this Smart Transformation of the four issues measured, the interview
the communities of Dysart and Moranbah. their ability to adapt, and to access readiness assessment creates a baseline of data gathered from Moranbah stakeholders 4
the resources they need. indicative views and is not statistically valid. generally indicated a higher level of perceived
4IR readiness for their community when
• Overall, there is a limited ability to compared with Dysart stakeholders. 3
identify and engage with sustainable 2.81 2.81
4IR Readiness Assessment For Dysart and Moranbah, the highest level 2.73
technological opportunities.
2 2.5
of perceived readiness was for Community 2.17
The initial baseline assessment involved 42
Resilience (2.17 and 2.82 respectively). This
independent stakeholder interviews structured
was the only issue for which the Dysart 1.56
according to the four categories described 1 1.33 1.44
stakeholders scored in the low transition
above. These interview responses were then
stage of readiness, with all other issues
scored against the criteria to provide an insight
scoring in the pre-4IR stage of readiness. 0
to readiness levels. The Smart Transformation
There was a marked difference between the
readiness findings were grouped as follows: Resilience Just Transition 4IR Vision
readiness perceptions of Dysart and Moranbah
• Smart Transformation – General findings stakeholders in relation to Just Transition (1.33
• Smart Transformation – Dysart and and 2.73, respectively), attracting the lowest
Moranbah comparative findings rating for Dysart stakeholders when compared
with the other issues measured. Moranbah
• Smart Transformation – Sector findings
stakeholders scored each of the four issues
at a mid-range within the low transition stage.
Additionally youth were interviewed separately
through the Youth Advisory Council.
Smart Transformation 34
Readiness AssessmentYou can also read
