New and Existing Incubator draft application
DISER - Released under the FOI Act
checklist and feedback email
(Internal use only)
Name: Business Center
New/Existing: Existing
Grant sought: s47G
Regional: N
Project Timeframe: 1 year
Overal /General
Summary of Activities and Outcomes:
The way the application currently reads is that this is a program already established as part of the Business Centres
existing operations. It is important to note that the Incubator Support Grants are not intended to support exisiting
programs but to bring to market new programs. An argument for Start House being a new program will need to be
compelling to avoid confusion by anyone assessing the application.
It would be advised to provide a statement about the Business Centre, what its current activities are and why it is
developing this new Project.
It would be advised to remove reference to “Other Start House Programs” it confuses things and does not add any
additional merit to the application.
Check spelling and Grammar in the application. There are few errors.
Project Plan:
A solid document. It may be worthwhile to provide an introduction in the Project Plan that you have run this as a
Proof of Concept previously and achieved “X” results and you are now scaling this project with the use of Grant
Funds. This will assist in framing Milestone 1.
It would be adviseable to include a Grant Chart or visual representation of the Projects Milestones in the Project
Plan.
Milestones:
Milestone 1
What is measurable benefit/outcome to start-ups?
Milestone 2
How many Unearth sessions will be delivered?
Milestone 3
How many cohort based ideation programs will be delivered?
Project Budget
s47G
on the application which is difficult to reconcile when
looking at the detailed budget document. It would be advisable to ensure this is easily reconcilable to ensure all
items listed under “Other Eligible Expenditure” is clear to anyone reviewing the application.
Source of Funding:
Please ensure any in kind contributions are outlined in detail and letters of support declaring the market value of
those in-kind services are provided.
s47G
Your Contribution:
Please ensure an accountant declaration is provided from a non-interested party as to the matched funds coming
from corporate support fees and business services.
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March 2018
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Please ensure letters are provided documenting the in-kind contrib
DISER - Released under the FOI Act utions and how they have been calculated.
Please ensure Board letter is included in the final application.
Merit Criteria One
Check spel ing and grammar on the electronic application
It would be advised to ensure it is clear that Start House was commenced as a pilot program to test……….this Grant
is phase 2 which is designed to scale this tested program.
It is noted the CV’s of the key personnel are not included as an attachment. Please ensure CV’s of all listed key
personnel are provided.
Any mentors being used within the Project at a minimum should have bio attached as an attachment to the
application.
It would be adviseable to have letters of support from mentors to support the application.
It would be adviseable to attach as many letters of support from Industry and Government supporters as you possibly
can.
Merit Criteria Two
If you have any research or industry documents that back up your assertions made in the application form regarding
For Profit vs Not For Profit Accelerators it would be advised to attach them to the application.
Any letters of support from start-ups involved in the pilot phase of the project would strengthen the application.
A pipeline or Phase 1 report of the Project showing demand from the pilot project would be essential to validate claims
and strengthen the application.
Merit Criteria Three
Check spelling and grammar in the application.
Please provide evidence of In-kind and Government funding sources as attachments to this section of the
application.
The question regarding weather the project will go ahead or not without funding remains unanswered in this section
of the application.
How is the value for money justified in the overall context of the Project?
Other
If you have not already, I recommend that you refer to the Application Checklist and view the two short
videos on submitting a competitive application under the initiative – these can be found here: Application
Checklist, Submitting a competitive application and Addressing the merit criteria.
It is also recommended that you review Appendix 2-4 of the Programme Guidelines to ensure you are aware
of what project activities and expenditure you can claim under the programme. For example rent,
marketing, insurance and legal costs are not eligible expenditure under Incubator Support.
We note that there are character limits on the merit criterion responses in the application form, however if
you run out of space additional information can be included in the attachments to the application. In
addition, multiple documents can be merged into a single attachment if required.
We note that there are character limits on the merit criterion responses in the application form, and there is
also a limit on the attachments that can be uploaded - to a total of 20 megabites per application. If the
applicant has met this limit, or they have trouble uploading documents, they are welcome to email them
through to the xxxxxxxxx.xxxxxxx@xxxxxxxx.xxx.xx inbox – ensuring they clearly identify which application
they are to be attached to.
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Incubator Support - New and Existing Incubators application form
Tracking Code:
S5DN3C9P
Receipt
Your form has been successfully submitted. Please keep a copy of this acknowledgement for your records.
Date and Time:
20 Sep 2018 4:19:20 PM
s47G Receipt Number: s47G
To save or print a copy of the completed form and acknowledgement go to the "File" menu and select "Save as" or "Print".
Page 4 of 187
Page 1 of 32
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Instructions
About the Incubator Support Initiative
The $23 million Incubator Support initiative supports the Australian Government’s commitment to:
• assist Australian start-ups to develop the capabilities required to achieve commercial success in international markets and realise
their economic potential faster than they otherwise would
• develop Australia’s innovation ecosystem including in regional areas.
The initiative provides grant funding through two components to deliver Incubator Support projects, both of which require a funding
contribution from applicants. These are:
• New and Existing Incubators
• Expert in Residence
In addition to these granting components, regional incubator facilitators are available to assist potential applicants, particularly in
regional areas, to engage with the initiative.
The initiative will also assist successful applicants to access public data, and will promote start-ups through case studies on the
data.gov.au portal.
The objective of the New and Existing Incubators component is to:
a. help develop new incubators in regional areas and/or sectors with high potential for success in international trade
b. boost the effectiveness of high performing incubators, including funding support to expand their services and/or develop the
innovation ecosystem
c. encourage incubators to work with more data-driven start-ups that use public data as part of their business.
The initiative’s intended outcomes are to:
• support new Australian incubators targeting innovative start-ups to assist them to trade internationally
• expand the scale and operations of existing Australian incubators to increase innovative start-ups’ chances of success in
international markets
• develop new innovative Australian start-ups with a focus on international markets
• create opportunities for Australian start-ups to develop sustainable businesses through access to open public data.
Completing this form
You must read the Incubator Support Program Guidelines before filling out this application.
Disclosure of information
The Commonwealth’s use and disclosure of your information (provided in this application or otherwise) is set out in the Incubator
Support Initiative Program Guidelines. Ensure that you have read this document and understand the information contained therein. For
further information regarding the Department of Industry, Innovation and Science’s (the department’s) obligations in accordance with
the Privacy Act, refer to the department’s Privacy Policy
Google Places
The Address search fields in this form use Google Places to help fill in the address details. By using this feature you agree to be bound
by Google’s Terms of Service and are subject to Google’s Privacy Policy.
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Getting help
If you require assistance completing this application form please contact us on 13 28 46 or at business.gov.au. Our website and staff
can help you with forms, finding business information and services and allow you to provide feedback, comments or suggestions.
You should also read and understand the Program Guidelines and sample grant agreement(s) before completing an application. View
these documents at business.gov.au.
Requirements
This form functions best when it is completed using the most recent version of your internet browser. This form is not compatible with
Internet Explorer 8 or earlier browsers. If you are using an earlier browser version, you may have difficulty in displaying the form
correctly or it may not display at all.
Unsubmitted forms
You can save your unsubmitted form by clicking SAVE FOR LATER at the top of this form.
This form has a Tracking Code displayed in the top right corner. Please make a note of this Tracking Code for your records. The Tracking
Code is required to reopen your saved form and you will need to provide this code if you require assistance with your form.
Incomplete, unsubmitted forms are retained for a maximum of 30 days before being deleted. Your active form should be
saved during this 30 day timeframe otherwise it will be deleted and you will need to start a new form.
Attachments
All attachments marked as required must be attached before your application can be submitted. Files with
".pdf, .rtf, .doc, .docx, .xls, .xlsx" extension types can be uploaded. Total file size of all attachments in the application should not exceed
20MB. Please note that there is a size limit of 2MB per attachment.
Submitting your form
You can apply for Incubator Support at any time over the life of the program.
You will have the opportunity to submit your application as a draft or final version. You may submit one draft application and we will
provide feedback and identify where you can strengthen your claims against the merit criteria. You should address this feedback before
submitting your final application.
The formal decision process does not commence until we receive your final application.
If you require further guidance, have difficulties completing the form or are unable to use the online form you can contact us on 13 28
46 or at business.gov.au.
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Eligibility
Eligibility
This section will help you determine whether you are eligible to apply for the program.
Are you an existing incubator or establishing a new incubator that can foster and facilitate the development of innovative start-ups
focused on international trade?
*
We define an incubator as a business support organisation that fosters innovative start-ups, focused on international trade, through the
provision of services such as seed funding, colocation, mentoring, professional services and access to networks. It can include accelerators
and germinators.
Yes
No
Does your organisation have an Australian Business Number (ABN)?
*
For trustees applying on behalf of a trust, this refers to the ABN of the trust.
Yes
No
Is your organisation an entity, incorporated in Australia?
*
Yes
No
Is your organisation an incorporated trustee applying on behalf of a trust?
*
You must be able to provide a copy of the trust documents showing the relationship of the incorporated trustee to the trust.
Yes
No
Is your organisation a publicly funded research organisation?
*
This includes all higher education providers listed at Table A and Table B of the Higher Education Support Act 2003 (Cth).
Yes
No
Is your organisation an incorporated not for profit organisation?
*
Yes
No
Are you able to provide evidence from your board (or chief executive officer or equivalent if there is no board) that the project is
supported, and that you can complete the project and meet the costs of the project not covered by grant funding?
*
You will be required to provide a letter from your board or equivalent with your application.
Yes
No
Will your total eligible project value be
• at least $52,000 where located in a major city? or
• at least $40,000 where located in a regional area?
*
Yes
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No
Page 8 of 187
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INNOVATION IN HUNTER BUSINESS
REPORT
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REGIONAL COMPETITIVENESS
INNOVATION IN
HUNTER BUSINESSES
IN COLLABORATION WITH
Hunter Founders Forum Ltd
thoughtful mentoring and investing
THE PROJECT
INNOVATION IN THE HUNTER
The Hunter Research Foundation (HRF) has been
Innovation in business is recognised globally, nationally
monitoring business innovation in the Hunter as part of
and regionally as essential to sustainability and
its regional research program since 2009. The focus of
competitiveness in a changing world. Economies with
this long-term program has been to evaluate the level of
high levels of investment in innovation have lower
innovation within the Region, understand what motivates
unemployment, more skilled workforces, and higher
local businesses to innovate, and assess the level of
levels of productivity, average incomes and growth rates.
in-house or collaborative design and development of
new products and services. Outcomes of this program
The Australian Innovation System Report released by
have been utilised by Regional Development Australia
the Australian Department of Industry, Innovation and
in the development of the Hunter Innovation Scorecard,
Science (November 2015) stated “further advances
providing a global benchmark for assessing the Region’s
in nation competitiveness and economic growth,
innovation performance.
including employment growth, will come primarily
through innovation.
In 2015 HRF collaborated with the Hunter Founders
Innovation is the core
Innovation
Forum to undertake a more detailed assessment of
driver of business
is the implementation
current challenges and needs in the innovation, start-up
competitiveness
of a new or significantly
and commercialisation space in the Hunter area. Hunter
and productivity.
improved product (good
Founders Forum provides opportunities for investors,
It supports
or service), process, new
entrepreneurs and innovators to exchange ideas,
economic
marketing method or a new
knowledge and possibilities with the aim of fostering
growth,
innovation and investment in the Region.
exports and job
organisational method in
creation.”
business practices, workplace
WHAT WE DID
organisation or external
This assessment of business innovation in the Hunter has
Over the past
relations.
been informed by the following HRF research programs:
decade, the Hunter
OECD (2005)
• Hunter Pulse longitudinal surveys: telephone
has built a reputation
interviews with a minimum of 300 Hunter-based
as a smart region with a
businesses annually since 2009; the most recent
vibrant culture of innovation, supporting a broad range
survey was conducted September 2015 (response
of start-ups, entrepreneurs and innovators. This culture
rate 91%).
is supported by world-class research, educational
• Regional Competitiveness Program: conducted
institutions and organisations currently working in the
2014-2015 including in-depth interviews with 56
innovation space. However, acceleration before the
Hunter businesses.
end of this decade in business and industry innovation,
• Hunter Founders Forum online survey: conducted
which continually seeks to refine processes, develop
in 2015 with 23 recent start-ups, entrepreneurs,
unique solutions and establish new markets will be
innovators and organisations working in the Hunter
crucial in achieving growth and resilience within the local
innovation space.
economy.
Page 116 of 187
HUNTER RESEARCH Foundation
PAGE 1 March 2016
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REGIONAL COMPETITIVENESS
INNOVATION IN HUNTER BUSINESSES
WHAT HUNTER BUSINESSES TOLD US
• In 2015 there was an increase in the proportion
of firms undertaking innovation in-house or in
INTRODUCED NEW PRODUCTS OR
collaboration with other organisations. Forty-five %
SERVICES IN THE LAST YEAR
of product or service innovations were developed
by the business itself while 31% were in collaboration
Yes
No
80%
with another business or institution.
• Reported levels of in-house innovation were highest
60%
in businesses employing 11-50 employees and in
40%
goods-producing services such as manufacturing
and person-based services.
20%
IMPACT OF INNOVATION
0%
Sept 09 Sept 10 Sept 11 Sept 12 Sept 13 Sept 14 Sept 15
New to the world
New to Australia
SOURCE: HRF Hunter Pulse Survey
but not the world
New to your industry
New to your firm
100%
but not new outside of
only
• In 2015 almost a third of Hunter-based businesses
your industry
(31%) introduced new or significantly improved
80%
goods or services. This result is in-line with the
60%
average level of innovation reported 2009-2014.
40%
• Distinguishing between goods and services introduced
over the past 12 months, a quarter of Hunter businesses
20%
(25%) had introduced new or significantly improved
0%
services while slightly less (19%) had introduced new or
Sept 10
Sept 11
Sept 12
Sept 13
Sept 14
Sept 15
significantly improved goods.
SOURCE: HRF Hunter Pulse Survey
• Reported levels of innovation were highest in
businesses employing 11-50 and 101+ employees.
• Of firms introducing new products or services, more
• Innovation was relatively evenly spread across
than 70% were introducing things that were new only
all sector types but slightly higher in knowledge
to them, meaning they were already used or provided
based professional services industries such as
elsewhere. Approximately 16% are introducing new
communication services and finance and insurance.
things to Australia.
• One in five Hunter businesses (22%) indicated that they
PRODUCT AND SERVICE DEVELOPMENT
had introduced a good or service in the past 12 months
that was new to their firm while four per cent indicated
that they had introduced
60%
In-house
In collaboration
Externally
a good or service that
50%
was new to the
On the role
world.
of the entrepreneur in
40%
• Over the last
driving economic growth
30%
three years
and job creation, the entrepreneur
increasingly
20%
is “the agent of innovation … the
more
pivot on which everything turns”.
10%
firms have
Mark Cully, Chief Economist,
indicated
0%
they are
Dept. Industry, Innovation
Sept 09 Sept 10
Sept 11 Sept 12
Sept 13 Sept 14 Sept 15
introducing new
and Science Nov 2015
SOURCE: HRF Hunter Pulse Survey
things to the world.
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HUNTER RESEARCH Foundation
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REGIONAL COMPETITIVENESS
INNOVATION IN HUNTER BUSINESSES
• Within the current innovation space, access to
CHALLENGES TO INNOVATION
skills was seen as a major challenge. In particular
• Two-thirds of Hunter-based businesses indicated
respondents identified the need for more business,
they had previously experienced barriers when
marketing and IT skills, including the ability to “buy-
developing a new product or starting up a new
in” skills and/or develop these skills themselves.
business. This proportion increased to almost 100
per cent for businesses who have innovated over
the past 12 months or identify as start-ups,
entrepreneurs or organisations in the Hunter
Marketing
innovation space.
BUSINESS PLANNING TO
• The main challenges experienced by Hunter-based
BY
Customers
I
businesses who had introduced a new or significantly
D
N
E getting into the market
N
improved good or service in the past 12 months
T
A
O
related to finances, costs and cash flow.
PI
Access to skilled V
C I
A
• Looking forward, businesses planning to innovate
T
T
N
staff, staff costs
over the next 12 months are increasingly concerned
A
E
about their ability to build customer or client bases
S E G
Competition
and to get into appropriate markets.
N E L L A H C
REGIONAL COMPETITIVENESS
Finances
The HRF Regional Competitiveness research program
costs & cash flow
provides insights informing the Hunter’s future
PERIENCED BY
BUSINESS WHO INNO
X
economic growth. In 2014-15 the program focused on
Building customers VA
the Future of Manufacturing and Professional Services.
S EE
or client bases,
T
G
E
Within Hunter manufacturing firms, innovation of new
getting into the market
N
D
E
processes was seen as essential to increase efficiency
L
L
L
and offset costs, however, only slightly more than a
A
Red tape & regulations
A
H
S
third of firms reported having introduced any new
C
Marketing
TY
innovations in the past 12 months. Some innovation
EA
of new products or services was driven internally
R
but more often in response to customer requests to
develop solutions. Once developed, a major challenge
was the ability to commercialise and market the
product. Collaboration with universities, research-
business hubs and R&D grants were seen as key to
Access to skills
innovation.
CED BY
START-UPS, ENTREPRENEUR
Defining & accessing
S
Hunter professional services saw technology as both
IEN
R
appropriate markets
A
a challenge and opportunity for innovation, including
E
N
P
introducing new technology to achieve more efficient,
X
Finding support,
D
mentors
timely processes and improved customer access.
S E
collaboration, networking
IN
E
A lack of high speed internet connections with
G
N
N
O
sufficient data limits at a reasonable cost was cited
E
Resistance, momentum
L
V
as a major limitation. Organisational culture was
L
Belief in local businesses
A
A
identified amongst professional services as a key
H
T
C
Pathways to
O
component driving innovation, however, resistance to
R
change was impacting negatively in some cases.
relevant funding S
audiences
Page 118 of 187
HUNTER RESEARCH Foundation
PAGE 3 March 2016
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REGIONAL COMPETITIVENESS
INNOVATION IN HUNTER BUSINESSES
FUTURE OPPORTUNITIES
ASSISTANCE AND EXPERTISE
Innovation in Hunter-based businesses is continuing to
One-fifth of all Hunter-based businesses indicated that
grow. More than half of Hunter businesses are likely to
they require external assistance or expertise to be able
be working on developing improved goods or services in
to develop new products or services. The level of need
the next 12 months (26% somewhat likely and 28% very
reported has increased over the past few years and
likely).
reflects an increase of people moving into the innovation
A sixth of Hunter businesses (16%) were likely or somewhat
space and/or increased awareness of the challenges
likely to be involved in a start-up over the next 12 months.
involved and skills and abilities required.
Businesses and organisations already working in
Within the current innovation space almost nine out of
the innovation space strongly agreed that start-ups,
ten organisations reported looking for support or advice.
enterprises developing new products, and businesses
Approximately two-thirds of respondents had sought
looking to expand would benefit from better
support in the Hunter (65%) or support elsewhere in
coordination of the innovation space in the Hunter.
Australia (65%), from people or organisations, when
starting their new business, expanding or developing
new products. Almost four in ten respondents (39%) had
BUSINESSES
ARE LOOKING FOR...
looked for support outside of Australia.
Help with business &
financial planning
Assistance in sourcing funding options
Advice on commercialisation to get
products or services to market
WE WILL MAKE THIS HAPPEN
Guidance in marketing
Currently, there is unprecedented support for collaboration,
Identification & access to
and start-up and scale-up businesses in the Hunter Region.
networks, collaborations
The Hunter Founders Forum and HRF will both play an
& partnerships.
active role in supporting this innovation drive.
At HRF’s June 2016 function, the Hunter Founders Forum
will support three local entrepreneurs to pitch their product
IDEAS TO MAKE IT HAPPEN
or service, as part of the Hunter Innovation Festival.
Innovation Champions who challenge the way business
Mentoring will be offered as part of their preparation.
people think and can ignite entrepreneurial spirit.
This will be the first in a series of mentoring and
These Champions would provide practical tools to help
coaching experiences that will provide practical tools to
businesses to implement new ideas while fostering
entrepreneurs at various stages of development.
regional leadership and collaboration.
The Business Centre, who assisted with the small business
Pathways that are accessible, supported and well
component of the research, offers training opportunities
promoted to encourage individuals and businesses to
for entrepreneurs through the Rippler Effect Innovation
explore and achieve new possibilities within a culture of
Program, where national accreditation is offered in the Skill
innovation.
Sets of Innovation Training and Innovation Management.
Education and Training specific to the needs of start-
The Hunter Founders Forum and the HRF will encourage
ups, entrepreneurs and innovators which help identify
start-ups, entrepreneurs and innovators to invest in
the process forward, resources required and plan to
experienced innovation coaches as part of their business
achieve their business goals.
development.
Investment by start-ups, entrepreneurs and innovators in
There has truly never been a better time
experienced innovation coaches, education and training.
to be an innovator and entrepreneur.
Hunter Research Foundation ABN 91 257 269 334
PO Box 322, Newcastle NSW 2300, Australia P (02) 4041 5555 E xxxx@xxx.xxx.xx W hrf.com.au
The information herein is believed to be reliable and accurate. However, no responsibility or liability for the contents, or
any consequence of its use, will be accepted by Hunter Research Foundation or by the staff involved in its preparation.
Page 119 of 187
© HRF 2016: Apart from any use as permitted under the Copyright Act no part may be reproduced by any process without the permission of the publishers.
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s47F
s47F
s47G
s47G
s47F
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s47F
s47F
s47F
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Archived: Friday, 2 October 2020 11:18:14 AM
From: s47F
Sent: Mon, 24 Sep 2018 11:49:41
To:
Subject: Incubator Support Application From The Business Centre
Sensitivity: Normal
Attachments:
s47(1)(b)
To whom it may concern,
Please find at ached documents supporting the Business Centre’s application for the Incubator Support Initiative, which we were unable to submit with our online application.
Tracking Code: s47G
Application Receipt Number: s47G
s47(1)(b)
let er of support confirms commitment to provide s47G
which was too large to upload
on your online application.
If you have any questions, please do not hesitate to ask.
Kind regards
s47F
s47F
businesscentre.com.au
s47G
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the
iF project.
Connecting Innovation to Opportunity
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Newcastle City Council
2
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Contents
1 The Delivery Team .....................................................................5
2 Executive Summary ...................................................................6
3 Background and Methodology ...............................................12
4 Innovation Ecosystem Frameworks ......................................16
5 Results ......................................................................................18
6 Proposed Model and Action to Support the Growth of the
Region’s Innovation Ecosystem .............................................34
Vision and Mission .................................................................................... 34
Priority Activity .......................................................................................... 34
Governance and Delivery Model ............................................................... 45
Sustainability ............................................................................................. 48
Measuring Success ................................................................................... 48
7 Next Steps ................................................................................50
Appendix 1 ..................................................................................52
Appendix 2 ..................................................................................55
The iF Project
3
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Newcastle City Council
4
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1The Delivery Team
This report and the background work was completed over the
period 25 September to 4 December 2017, by the following team:
• ProjectLead - Dr Sarah Pearson, on secondment from the
University of Newcastle (UON). Recognition is given for the in-
kind contribution and support provided by UON, especially the
support of Professor Caroline McMillen, Vice-Chancellor and
President at the University
• ProjectSupport – Desiree Sheehan, providing in-kind support
through Newcastle City Council (NCC). Recognition is also
given to NCC for its significant contribution
• AdminSupport – Daniel Pilipczyk and Azra Naseem
• Leximanceranalysis – Angus Veitch (University of
Queensland), Will Rifkin (UON)
• ProjectManagement– Working Group 1 ( the following list
includes some members no longer on the WG1): Nathaniel
Bavinton, Tom Boyle, Tim Cotter, Natalie Gillam, Gunilla
Burrows, Dave Fleming, Wes Hain, Evelyn King, Pierre Malou,
Rob Olver, Micky Pinkerton, Adrian Price and Grant Sefton.
Working Group 1 was set up in 2017 to steer the search for an
Expert-In-Residence and to drive the process of developing
a case for a funding application to the Federal Government’s
Incubator Support Initiative initiative
• ProjectEngagement– a big thank you must go to the more
than 300 people from the Hunter region who engaged with
this process and provided input. This report is yours, based on
your ideas and needs, and now needs you to collaboratively
deliver it to make this region a thriving, globally renowned hub
of innovation
All Rights to the Report and its contents lie with the Hunter
Founders Forum, with a royalty free, worldwide, non-exclusive
license to the use of its contents being given to UON.
The iF Project
5
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2
Executive Summary
The innovation ecosystem1 in the Hunter region is well placed to be a ‘10-years in the
making overnight success’. Many committed people and organisations have been working
tirelessly to grow programs, capability and funding for innovation and entrepreneurship
over the years, and recent collaborative activity by major players (such as NCC's Smart
City Program) is aligning to accelerate this, propelling the region into the next level of
maturity. Now is the time to seize the opportunity to leverage and connect for critical mass,
and to draw the innovation community together to drive a common vision and action.
Taking the region’s innovation activity to the next level will take considerable effort, but the
opportunity it brings will see the Hunter’s economic future safeguarded and transformed.
It will help to diversify and strengthen industry in the region, growing new businesses,
strengthening current businesses, attracting new business and investment, growing new
industry and providing jobs for our people. Cities across Australia and around the globe
are already doing exactly this, to build a strong and sustainable knowledge economy
bases in their regions. The Hunter has many strengths and advantages to build on, but
must do this now or risk being left behind.
This project, ‘the iF Project’, has supported this endeavour through extensive stakeholder
engagement, a crucial approach that ensures innovation community ownership of the
vision and delivery of action. Over 200 stakeholders have been involved in the project,
spanning the triple helix of industry, government and research. We would like to recognise
and thank them for their commitment and expertise.
In addition to working collaboratively with the regional innovation community, international
best practice was also considered. This was ensured by drawing on the international
experience and knowledge of the project’s leadership, asking participants what they
had seen overseas that worked well, and speaking with experts currently in overseas
innovation positions.
The outputs from this activity are presented in this document, and this executive summary
presents the overarching Recommendations for action. It should be noted that no one
entity would deliver all of these actions, but a co-ordinating body is required to support the
roll out, funding and connectivity of the actions.
1 An Innovation Ecosystem refers to the need for many stakeholders, infrastructure and programs to work together to support the growth of
new companies, as well as help existing companies innovate and grow. It relates to startups, Small-and-Medium Sized Enterprises (SMEs),
large companies, service providers, government programs and funding, investment, universities and research organisations. For more
information see www.therainforestbook.com
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Recommendations
ImmediateAction
the Expert-In-Residence program in order to hire
a ‘connector’
1.Vision
f. Starting the process of seeking a world class
Adopt the Vision workshopped with stakeholders: By
CEO for the new entity. This recruitment is crucial
2025 the Hunter Region is internationally acknowledged
to success – it requires an experienced, well
as a thriving centre of innovation that has successfully
recognised innovator who is also known as a
transitioned into a knowledge-based economy.
strong collaborator, a strong community leader,
able to draw others into a common vision and get
2.Mission
things done
Adopt the Mission workshopped with stakeholders:
Provide a comprehensive, cohesive and connected
Further detail can be found in the section on
regional innovation ecosystem to accelerate innovative “Governance and Delivery Model”.
ideas to successful outcomes.
4.Developaprogramforconnectivity
3.Coordinatingentity
The central need within the innovation ecosystem is to
Establish a coordinating entity to drive this program
provide connectivity. Connectivity to support, mentors,
of activity. This new entity would act as a connector
funding, opportunities; and connectivity of activity,
and enabler throughout the innovation ecosystem,
programs, events and organisations across the Hunter.
connecting innovators to what they need, and
There are a number of activities that could meet this
connecting the ecosystem. It would also act as a
need all of which can be actioned immediately:
champion for innovation in the region, and grow scale
a. Develop an online ‘intelligent’ connection tool
of impact by working with the innovation community
and website (which can be developed as part of a
to drive strategy for new activity. It should also be
current NCC funded project)
responsible for measurement relating to the innovation
b. Deliver a monthly connection event, with short
ecosystem. The entity would likely start out as a
pitching, rotated to different event spaces each
company limited by guarantee; with transparent,
month (which can be achieved by working with
inclusive, diverse, and broad-based leadership
currently planned events)
from across industry, education and research, and
government. Next steps will require:
c. Find Champion Connectors from across the
ecosystem who are willing to form a network of
a. assessing the best legal structure for this entity
connectors (which will need co-ordinating, possibly
b. agreeing its Constitution and how to appoint
by WG1).
Board members
c. setting up an interim Board
d. deciding on a brand, resourcing and partnerships
e. Preparing and submitting a grant proposal to the
Federal Government Incubator Support Initiative
program to support setting up the new entity, and
hire staff. This may also include an application to
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Lean Startup Workshop at Three76 Hub
5.Comprehensive,collaborativemarketing,
Additional resources needed for this group of
communicationandbrandstrategyforinnovation
immediate actions would comprise at least $700K for
intheHunter
the first year, and 3 Full Time Equivalent employees
(FTE) (covered in the $700K). This small team could
This can be as small or large as needed and should be
also oversee and manage some of the medium-term
developed collaboratively across the Hunter. It could be actions given below.
led by the new entity, or by a collaboration of regional
leaders, such as Economic Development Officers, or by
an Advisory Group. The new entity must be involved,
MediumTermAction(within12months)
and should conduct its own communication activity
A further 11 recommended Actions have been
such as events, success stories for the website and
developed collaboratively with the innovation
sharing with national innovation media, supporting
community. A top-level description of these is given
showcases in cities such as Sydney and Melbourne,
here, with further details in the Priority Actions section
and delivering a visiting entrepreneur program.
of this document. Decisions need to be made as to
This will help to attract entrepreneurs wanting to move which ones should progress when, depending on
for lifestyle without compromising support.
funding, partnerships, and other entity activity.
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6.Trainingforinvestorsandinvestees
This would include educating innovators regarding
9.Connectinginvestmenttoopportunity
how to negotiate investment deals, as well as
This action has a number of sub-actions, but medium-
educating potential investors in best practice.
term opportunities include:
Workshops on investment for entrepreneurs already
a. Develop a funding pathway diagram to place
exist in Australia (the CBR Innovation Network in
on the central connecting website. This is already
Canberra (CBRIN) for instance delivers these nationally
underway and would be simple to add to the
for a fee) and could easily be delivered in the Hunter.
‘connecting’ website that will be developed in 2018
It is likely that workshops for investors also exist, and
(See Recommendation 4a)
could be delivered, perhaps through Hunter Angels.
Funding could either be sought to pay for these
b. Listing the region’s startups on a current startup
workshops or participants could be asked to pay.
portal, and begin discussions regarding possible
white labelling options. The central team could
7.Educationprogramdesignedtobuildcapability
make the community aware of the opportunity and
ofmentorsandprofessionalserviceprovidersfor
help them access the portal
supportingstartupgrowth
c. Arrange collaborative showcase events in
Similar to the investor training. Workshops may
Sydney and Melbourne for startups in the region
already exist and could be delivered in the Hunter; for
to pitch their ideas. This could be achieved
instance UON) has delivered IP workshops that were
collaboratively with groups such as the Regional
well received. If not, then a short project to develop
Incubator program
the workshop material should be initiated. The funding
d. Decide on new models for funding, such as
could either come from a service provider who wishes
crowd funding platform and/or Hunter Angels
to develop the workshop material, so that they can
Sidecar fund, and/or regional Venture Capital (VC),
then deliver this nationally, or a service provider paid
form plan and deliver. This would require a number
to develop the workshop, and the central entity then
of groups to work together, connecting through the
takes this nationally as a source of revenue.
new entity.
8.Anonlineideasplatformor“IdeaHunter”Forum
LongTermAction(within1-3years)
An ideas program and platform that includes
10.An“OpenInnovationLab”orprogramof
connection to support, very early idea stage
activity
mentoring, pathway navigation and funding from
Connecting large corporates, SMEs, startups and the
the community via ‘InnoBucks’/’HunterCoin’ (real
research base through a range of projects designed
currency/ redeemable share economy style). The
to increase collaborative innovation activity and
first phase of this could be included in the NCC’s
routes to market for these innovations. This will need
‘intelligent’ online connection tool but additional
a FTE to drive it and significant buy-in from UON. It
resources would be needed to run the program.
may be possible to use the Williamtown precinct as
CBRIN contracted a company to develop a similar
a test bed for this, and it is recommended that the
program and online tool (Cause a STIR causeastir.
Advanced Manufacturing Industry Growth Centre (IGC)
com.au) for $70K per year.
be approached for possible funding. It should also be
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linked to other relevant activity such as NCC’s Living
program, Big Picture School at Cooks Hill, and P-tech
Lab city test bed and large scale pilot projects for
schools. However, the pathway is unclear and not
industry growth in the Upper Hunter. Engagement with well connected. This project could map the pathways,
UON’s School of Creative Industries (SOCI) would also identify the gaps, communicate the pathways, and
be highly valuable.
help partners to deliver new programs where needed.
Corporates seeking talent may be willing to provide
11.Incubatordedicatedtogloballyscalable
funding for this, and the Ribit internship program
startupsandupscalinghighgrowthpotential,
(developed and delivered by Data61) could be used to
successfulSMEs
help connect students with opportunities in industry
The growing pipeline of ideas generated in the Hunter
(both established and new business).
will need sufficient incubation support to ensure
success; and there are many successful SMEs in
14.Encouragingyouthintoinnovation
the Hunter that could be supported to grow rapidly.
This project encompasses making the innovation
The current Regional Incubator program has the
ecosystem available to programs at TAFE and UON
beginnings of a program for these companies but it
so that entrepreneurship courses are delivered in
is recommended that this be expanded to include
partnership with practical expertise, real markets, and
more flexible delivery and connection to other support
educational excellence; highlighting entrepreneurship
programs. This would benefit from a FTE employee to
opportunities for youth; and assessing the need to a
drive this, requiring about $200K.
new program.
12.Strategyforaccessto‘MakerSpaces’and
15.Globalconnections
prototypingfacilities
The Hunter enjoys good global connections, both
The Hunter has some ‘maker’ and prototyping
in terms of businesses accessing global markets,
facilities, but more are needed and access to those
and experts with international reputations and
currently available needs developing. This project
connections. This project would work with others to
would need to partner with existing facilities (such
seek to identify potential cities to partner with through
as TAFE and UON), developing facilities (such as
industry, research and government; build a network
Eighteen04, Community Access Space at NCC’s
of globally connected individuals willing to help the
Library and UON’s SOCI), and identify connected
region connect internationally; partner with other
models for access, as well as new facilities required.
cities to attract internationally renowned innovation
This should also connect with large scale pilot projects experts to speak at events; provide a landing pad for
for industry growth in the Upper Hunter.
international companies to start their Australian/Asian
market access from; and connect with Austrade’s
13.Developaconnectedtalentpathwayfor
global Landing pads.
theHunter
Industry is growing in the Hunter and access to
16.Innovationandsupplychaincapabilitybuilding
sufficient talent will soon become a challenge, and
forexistingcompanies,andcustomeraccessfor
an opportunity. There are numerous programs in
bothexistingandnewcompanies
place to grow talent, such as RDA Hunter’s ME
This project recognises the need to grow the region’s
industrial capability in innovation and supply chain
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excellence. It suggests an education program that
government supply chain access to local innovative
could be run with existing providers, such as UON
business. The education program could be run by UON,
Business School. This is an opportunity to develop a
who may also seek federal funding to support it. The
course in collaboration with the university and industry. government procurement project could take several
It also suggests trialling a program similar to the Small
approaches, one being to partner with New South
Business Innovation Partnership program run by the
Wales (NSW) government to trial this in the region.
Australian Capital Territory (ACT) Government to open
China Ready event at the Business Centre
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3
Background and
Methodology
Background
developed a draft Vision and Mission statement,
prioritised activity, a mind map of the region’s
The Hunter region has a heritage of innovation and
innovation stakeholders and a pathway diagram for
ingenuity, of reinvention and resilience, of gritty
innovation support. These can be found in Appendix A.
creativity and industry. It has survived economic
downturns and natural disasters, which has led to a
Alongside this, a Regional Incubator program was
cohesive, supportive community culture. Its people
developed and ably delivered by The Business
believe in their ‘place’, relating strongly to it and
Centre2, incubating both startup and existing company
wanting to see it thrive. With major infrastructure
ideas over a 3-month period to accelerate their growth
developments either recently completed or underway,
via mentoring, capability building and connecting to
key stakeholders driving change and an accelerating
opportunity. Further details on this can be found at the
innovation scene built on the back of at least a decade following website: http://www.hunterfoundersforum.
of activity, now is the Hunter’s time. The pieces of the
com.au/regional-incubator-program
puzzle are in place to build on this, to develop the
region into a world class hub for innovation, leading to
ObjectiveoftheiFproject
the transformation of the region economically, socially
and environmentally.
The objective of the iF project has been to develop
a plan to unite, scale and champion the Hunter’s
To accelerate and make the most of this moment,
growing innovation ecosystem into a world-class,
we need to unite the pieces and players, champion
sustainable model attracting entrepreneurs, investors
the region’s success, and develop new innovation
and industry to the region and diversifying its
activity to take us to the next level of maturity. We
economy, including a suggested governance structure.
need to build and celebrate a world class innovation
ecosystem. That is what ‘the iF project’ has been set
The second objective of the project, and in many ways
up to drive.
the most important objective, was to engage as many
people as possible in the development of the plan.
Recent activity has built on 18 months of earlier
Examples of success elsewhere have shown that key
work by a group of leaders in the Hunter’s regional
to impact and sustainability is buy-in of the innovation
innovation ecosystem (Working Group 1 or WG1 as
community to a common vision. By engaging as many
listed in the section titled ‘Delivery Team’). WG1 was
and as diverse a group as possible in the project
set up to draw the region’s stakeholders together
we hope to have built buy-in and commitment to its
to develop a proposal for a regional incubator
delivery. This will require significant on-going effort,
which would be submitted to the Commonwealth
but a good start has been made, with over 230 people
Government for financial support. This early work
having been actively involved to date.
2 https://www.businesscentre.com.au/
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'Newcastle to the World' pitch night at EY Sydney
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Dr Sarah Pearson presenting the iF Project at iQ Summit
Methodology
that ensured regular updates with WG1. A detailed
The project plan was designed to: gather information
plan and budget were developed and agreed with WG1.
from a range of people through workshops and
In essence, the plan constituted:
interviews; look at successful ecosystems and
• The development of a framework for a world class
frameworks from abroad; publicise the project
innovation ecosystem appropriate for the Hunter
through public events and talks; construct early stage
region, based on earlier work by Dr Sarah Pearson
marketing tools such as a logo, PowerPoint templates
and international best practice
and twitter account; write up a final report with
• The development and delivery of workshops
recommendations; and follow a governance model
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to seek input from key stakeholders on what
• What big activities/programs do you think would
is working well, what’s missing, and what key
be needed to make a step change in the Hunter’s
programs they would suggest
innovation ecosystem (max of 3)?
One in Newcastle City (>30 participants)
• What do you like that you have seen in overseas
One in Muswellbrook (15 participants)
innovation ecosystems?
A dedicated iQ event (approximately 130
• What sort of business models, governance and
participants)
sustainability options do you think we should
• The development of a very short questionnaire for
consider for the ‘regional incubator system’
interviews
• What does success look like?
• Individual interviews (over 30 interviews conducted • What do you want to get from this?
– list given in Appendix 2)
• Group presentations (list given in Appendix 2)
Each interview was typed up, as was output from
workshops and group presentations, and all data
• Interview and workshop output analysis using
amalgamated into one total document under the
various techniques, including Leximancer
question headings. Analysis took two forms: reading
(Advanced Text Analytics Visualization, https://info. overall answers to each question and identifying
leximancer.com/)
common themes; and utilising advanced text analysis
• Public talks (list given in Appendix 2)
tools to find words that co-existed in many sentences,
• Draft plan developed; final plan after WG1 input
thereby indicating an important meaning to a number
• End of project event
of participants/interviewees (Leximancer output).
• Ongoing governance
Results from both analyses are given in the Results
section of this document.
Fortnightly meetings with WG1 for updates
and input
Fortnightly debriefs with Rob Olver as project
mentor
Central to the methodology was the development of
a framework for assessing a world class innovation
ecosystem. This is discussed in the following section.
This framework was used as the basis for discussions,
interviews and workshops.
The basic questions asked in interviews and
workshops were:
• What are we good at?
• What are the challenges?
• What are our advantages?
• What is missing in our innovation ecosystem?
• What opportunities are there?
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4Innovation Ecosystem
Frameworks
An innovation ecosystem framework is crucial to help
• Is the culture and infrastructure set up for
assess what we are good at in the Hunter region,
success? Do we value entrepreneurship, design
and where there may be gaps. Many frameworks
and making? Do we promote success and what
can be found globally through published work.
is our reputation like? What is our internet like?
The one used for this project was developed by Dr
Is it a liveable city? Do we have co-working and
Sarah Pearson based on her experience building an
prototyping facilities?
innovation ecosystem in Canberra (CBRIN), her visits
to international innovation ecosystems, and literature
• Can we access markets? Do local companies and
searches. The framework with a description of its parts
government purchase local goods and services?
is given on the next page. It should be noted that the
Are companies here helping to take products
framework covers innovation activity in existing small
and services to global markets? Do we have any
and large companies, government and startups.
programs to help with exporting?
• Do we have plenty of talent? Are there
When asking participants what we are good at in the
experienced business people and entrepreneurs
Hunter region or what is missing, particular reference
here? Are we connecting Science, Technology,
was made to this framework. A full description is given
Engineering and Maths (STEM) with Creatives? Are
on the following page, essentially relating to:
people highly educated? Are there people with the
right skills here?
• Where do innovation ideas come from? Do we
have all the parts of the ecosystem working
• Do we have good access to funding? Is there
together on this? Are big companies here and
plenty of early stage and late stage funding?
innovating? Are people leaving big companies
• Do we have the right leadership, collaboration and
to start up their own startups? Is there research
connectivity? Are the right stakeholders stepping
going on in the region? Do we have access to
up to lead? Are we working collaboratively in
open data?
our innovation ecosystem? Is the system well
• Is there support for growing ideas? Are there
connected, locally and globally?
specific programs such as accelerators and
incubators, plus mentors, professional service
providers and events for startups and existing
businesses?
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Framework defining a world class innovation ecosystem3
IDEAS
FINANCIAL
GROWTH
CAPITAL
SUPPORT
Legitimate
Open
LEADERSHIP
Urgent
COLLABORATION
CONNECTIVITY
TALENT
CULTURE &
INFRASTRUCTURE
MARKET ACCESS
Financial Capital
Ideas
•
Educated entrepreneurial community
•
Early stage
•
Research & education entities
•
Challenge & competition prizes
•
Corporate & National labs
•
MVP & early protection
•
Innovating companies
•
Angel
•
Hackathons, Challenges, Open data etc
•
Venture Capital (v, Corporate VC)
•
Diversity of engagement
•
Government incentives & programs
•
Micro-loans
•
Private equity
•
Social bonds
Growth Support
•
Crowd funding
•
Banks
•
Accelerators, Incubators
•
Mentor networks Training (Entrepreneurship, Lean Startup,
Co. Set-up, Attracting capital, Sales & Marketing etc)
•
Professional service providers
Talent
•
Skills & service provision (basic company support, tech
•
Experienced mentors, entrepreneurs, business
support, legal, R&D support, internships)
people, makers & investors
•
Events (networking, fireside etc)
•
STEM + Creatives
•
High level & VET education
•
Entrepreneurship training (schools, HE & other)
•
Wannabe entrepreneurs
•
Internships
Culture & Infrastructure
•
Entrepreneurship, design & making
•
Promotion & celebrating success
•
National & International reputation
Market Access
•
Creativity & livability
•
Innovating, absorbing companies & government, with
•
High Speed internet
routes to market
•
Access to co-working, makers spaces, testing &
•
Market connected networks
prototyping, pilot scale facilities
•
Export programs
•
Appropriate policy & regulation
•
Global ‘landing/launching pads’
•
Diversity of engagement & culture
3 Definitions: HE is Higher Education; VET is Vocational Education and Training; ESVCLP is Early Stage Venture Capital Limited Partnership;
MVP is Minimum Viable Product
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5Results
This section outlines the results of this extensive
Overarching current state of performance
community engagement. An overarching assessment
Overall the Hunter’s innovation ecosystem is good
of the current state of performance in each part of the
and maturing. The following diagram gives a Red,
framework is outlined, followed by a more detailed
Amber, Green assessment of each of the items on the
analysis of responses to questions in interviews and
framework. It is a critical appraisal and the colouring
workshops.
may be misleading – there is a lot to celebrate about
the innovation activity in the Hunter, but to be world
class there is more to do.
Ideas
Financial
Growth
Capital
Support
Leadership
Collaboration
Connectivity
Talent
Culture &
Infrastructure
Market Access
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Ideas
Growth Support
The Hunter has a well-educated community which
The Hunter has several Accelerator and Incubator
encompasses:
programs (e.g. CSIRO ON, Slingshot and the
partnership between Slingshot and UON through
• a world-class, research-driven university that is
the ICON Accelerator, Start House); several training
increasing its engagement with, and commitment
programs are available (such as Lean Startup
to, industry and entrepreneurship
workshops); many events (though possibly too
• a TAFE dedicated to advanced manufacturing and
many and conflicting). The Integrated Innovation
future industries
Network (I2N) is also setting out to connect and
• national labs represented by CSIRO
leverage investment in growth support across several
innovation Hubs in the region, for startups and SMEs.
• ideation programs such as Hackathons (though
Priority activity includes:
more people to facilitate these are needed)
• A more comprehensive program of capability
• significant planned open data activity.
building workshops
Networked activity such as Ai Group’s Lean
• Development of a strong mentor network, as well
Manufacturing and Innovation Clusters that connect
as access to mentors from outside the region
SMEs with technical expertise and new ideas are
• Education for professional service providers
good examples of connecting ideas with commercial
regarding how to support startups, including new
opportunities. It would be good to see large corporates
models for remunerating them (such as equity)
in the Hunter engaging more comprehensively in
• Methods for connecting people to what they need
innovation. There are some examples of employees
when they need it is required
leaving large companies and setting up businesses in
the Hunter, but this could be improved. UON is also
More also needs to be done to help commercialise
refocusing its approach to industry engagement, with
ideas from the research base, which is admittedly a
a view to addressing some of the valid feedback of
complex challenge. Whilst good research-focused
industry partners and improve collaborative research
accelerator programs exist, there is a growing need
experiences. A focus will also need to be made on
to supplement these with alternatives academic
the quality of ideas – it is good to see the quantity
pathways and recognition, and more flexible
increasing, but quality will become more important
Intellectual Property (IP) policies and accessibility.
as the ecosystem matures, and if investment is to be
attracted.
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Culture & Infrastructure
innovation, and more could be made of leveraging the
global connections people in the Hunter have.
The Hunter has a great culture of entrepreneurship,
design and making through its legacy of
manufacturing. Liveability is also very good with great
Talent
flexibility for work and play, access to entertainment
and cultural/sporting activities, easy life. Creativity is
The Hunter has a lot of experienced business people,
flourishing and access to co-working spaces is good
entrepreneurs and ‘Makers’ either living here or
although some worry that this market is becoming
connected emotionally here and there is a willingness
saturated. However, it was universally recognised that
to connect creatives with STEM (but programs need to
there are a number of areas which need attention:
be put in place to make that systemic). There is a high
level of university and TAFE education and the region
• more needs to be done to celebrate and promote
has a great engineering and manufacturing skills base.
success, acknowledge the failure and 'what next'
While there is some entrepreneurship training (for
stories, and to build reputation and brand
example, Star4000 at UON) more needs to be done
• whilst it is easy to drive around, public transport
for youth in and out of higher education. Internship
needs addressing and active transport networks
programs are improving and there is a pipeline of
promoted
people keen to try the startup pathway.
• internet access could be improved
Focus will need to be given to growing a high-quality
• ‘Makers Spaces’ and prototyping facilities are not
pipeline of talent and ideas, as well as quantity.
available
Diversity of talent will also need to be addressed
• parents need to really value the entrepreneurship
– especially ensuring that all, including those not
career path for their kids, as they do in Israel.
traditionally included (indigenous, female etc.) have the
Diversity of culture is also an area that could be further opportunity to take up innovation.
addressed in the Hunter.
Financial Capital
Market Access
This area had mixed responses. Some believe that
Some market access/export programs exist locally,
there is a dire lack of funding available, others thought
such as Ai Group and HunterNet overseas tours,
if the ideas are good then they will attract funding. The
HunterNet Free Trade Agreement (FTA) programs
reality lies somewhere in between. There is a large
and connections, Hunter Business Chamber global
range of government grants available for many stages
relationships with Business Chambers, and nationally
of innovation, for startups and existing companies and
Austrade and TradeStart. Hunter companies also have
the Federal Government's local representatives do a
access to Commonwealth Government global Landing good job of connecting innovators with grant funding.
Pads. However, it was stated by many participants
Hunter Angels has been in existence for several years,
that local companies, the University and government
and is keen to undergo a rejuvenation. The region has
could improve in terms of their local procurement
numerous high net worth individuals and businesses
processes. This has been acknowledged elsewhere
who currently invest in property development, as well
as a nationwide issue. Local large companies could
as successful entrepreneurs keen to support startups
also become more absorptive and open in terms of
in the region.
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The region boasts world-class research facilities including the Hunter Medical Research Institute
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However, there are very few local government grant
San Diego) to help leadership across the ecosystem
programs for early stage ideas (c.f. Innovation
understand best practice should be commended.
Connections grants in Canberra); very little funding
WG1 has demonstrated that collaborative leadership
for youth programs (c.f. InnovationACT program
of the innovation ecosystem is possible, though
developed by the Australian National University (ANU)
going forwards leadership needs to have greater
and the University of Canberra (UC), and CBRIN’s
transparency, community buy-in, and broader diversity
Cause a STIR); little crowd funding; and no Venture
in order to address its legitimacy and openness.
Capital based in the region. Efforts have begun to
All those interviewed were clear that there needs to be a
connect with investors in Sydney, through Hunter
way for the community to agree on leadership structure
Angels’ connection to Sydney Angels and early
and composition, and that personal and individual
discussions with Sydney VC firms for instance, but
organisation agendas need to be put to one side. Whilst
more will need to be done to cement connectivity and
collaboration has come a long way in the Hunter, there
broaden it internationally.
is still work to be done. It is unlikely that everyone will
come together to collaborate on everything, and this
Leadership, collaboration and project must allow stakeholders to drive their own
connectivity
agendas, but, it is urgent that a common vision which
A number of Hunter Councils are showing strong
the majority of groups can align to and actively drive
innovation leadership, as is the University and
together be reached. Strong, charismatic, experienced,
members of the innovation community. We should
connected, and genuine leadership will be needed to
be proud of the interest, passion and commitment of
drive this project to impact.
many to drive the innovation agenda in our region.
Overseas tours such as Ai Group’s visit to Pittsburgh,
Lastly, urgency does not seem to be apparent yet
and visits to U.S smart cities and innovation districts
– there is an excitement present that something
coordinated by the Cities Leadership Institute
is changing, that a tipping point is being reached,
(Seattle, Boston, Los Angeles, Austin, San Jose, and
but urgency and passion to act and to act together
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still needs to be driven. Leadership, collaboration,
agreement across stakeholders can be inferred.
transparency, openness, big vision, passion, and
Highlights relating to interview and workshop input are
humility will be key.
given in this section, and detailed responses can be
found in Appendix 2.
Responsestospecificinterview&
workshopquestions
It should be noted that this represents the raw input
This section outlines high level common themes
by participants – in some cases the gaps they identify
associated with each of the interview questions.
either have been filled or are in the process of being
Results are given from the perspectives of both
filled, and their views of strengths may be subjective.
the Leximancer output and the written outputs
Still, the responses indicate support for activity
assessment. Leximancer outputs give a picture of
that meets these needs, and demonstrates that
common themes, associated words and word clusters connectivity and awareness raising is required.
associated with repeated importance, from which
CurrentSituation–Whatarewegoodat,WhatareourChallenges,Whatareouradvantages?
What are we good at?
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People are at the heart of what the Hunter is good at.
Research Institute (HMRI). Our resilience, our engaged
People with talent; people innovating in manufactur-
city, and our changing city evidenced by an increasing
ing, engineering, design and the creative industries;
number of co-working spaces and innovation support
people with a deep skill base and experience; people
programs shows strength too. Our industries have had
with ideas; people networking through entities such as to reinvent themselves several times, building adapt-
HunterNet, Ai Group and Hunter Business Chamber
ability; our supply chain experience is highly valuable;
(HBC). The networking culture, a happening culture
we have one of the strongest Mining Equipment,
and a supportive can-do culture is key. Education
Technology and Services (METS) sector in Australia;
through schools, the university and TAFE is a strength, and we are beginning to benefit from cross fertilisation
as is the Research and Development (R&D) talent and
of industry such as mining and agriculture.
engagement in entities such as Newcastle Institute
for Energy & Resources (NIER) and Hunter Medical
What are our challenges?
telling
political
celebrate
personalleadership
community
changing
putting agenda
story
regionparochial
feeltalk
approach outsider
company
stopping
pockets benefit
form business
communication
Lake Macquarie
averse
peopleinnovative
heros
difficult
Sydneytime
expect
risk
team
competition
look
presentation
SMEsownership
collaborationstolen
keeping
collar
local
map
talking
boys
change outward
timescaleuniversity
fearidea
culture market
comes
funding
market access
pathw
le ay
arn industry
understanding
journey
supply
innovation
regulationsilo
bit protective
ego
chain
support
duespace
fail stay
knowledge
build
startup
lots failure
accessmoney
stage
grant
matching
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Key challenges include:
• A parochial and siloed approach in some parts of
• The relationship between SMEs and the research
the ecosystem, versus joining on a bigger vision,
base in general has room for improvement – there
which can be exacerbated by competition and
is universally a gap between the two in terms of
duplication of services amongst industry support
culture, timescales, commercial understanding,
providers
agreement regarding IP ownership, and porosity, in • No one voice speaking cohesively and loud
that it is hard to find the right expertise. A legacy of
enough to attract recognition
past university-industry collaboration experiences
• Misalignment between career and education
needs to be overcome for the research base to
pathways at UON and the drive to adapt to future
become an engine room for innovation in the
industry and entrepreneurship
region
• At a broader level, the Hunter population could be
• Knowledge about and access to financial support
generalised as resistant to change and new ways
• A fear of losing ideas through a lack of
of thinking – it is not many people that are working
understanding of IP and fear of losing regular
on this change (the ice cap)
income
• Connectivity across the corridors from the Central
• Government, industry and university procurement
Coast to Newcastle to the Upper Hunter and up to
processes
Port Stevens is a challenge.
What are our advantages?
support
pathway
living
pro
ecosystem cost
viders lower
affordable
Defence
trust innovation ecosystem
value
ability
peopledoor
city
easilyland globalhub
lots
pressure
researchcapability
space
connect
level
unniversity
test
market size
degree
collaboration
opportunity
logicalseparation
region
step energyindustry reasonable
lifestylechange government
pipeline
positive
grow
airportdeep
tech
quality
world
scientist help
Asia
port tipping resource
plan
manufacturing
UON location
thinking advanced
Columbo close
science
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The Hunter region enjoys many significant advantages
• a strong manufacturing base
over other Australian regions:
• natural resources (land, water, mining)
• a maturing innovation ecosystem at a tipping
• transport hubs that connect us to global markets
point, with many support programs
(rail, road, air and sea).
• lifestyle opportunities and affordability that could
Our 'Goldilocks' size population is small enough
be the envy of Australia
for two degrees of separation (which is great for
• great people and positive energy
connectivity and trust), yet large enough to contain
• the opportunity to work with the region as a test
significant skills, talent, resources and access to a
market
range of entertainment. The breadth of the industrial
• a single world class university that is the logical
base, presence of large companies with accessible
place to go for collaborative R&D and talent (just
supply chains and the resources available to set up
the one university in the region and so it is easy
scalable manufacturing companies make it a great
for industry to go to one place for talent and
place to grow industry. Finally, the Hunter’s innovation
collaboration)
ecosystem has legitimacy – lots of big organisations
are coming on board and pivoting to innovation at the
• strong research capability
same time. Now is the time to act on this and take the
• good local government
region to the next level of maturity and excellence.
FutureSituation
What is missing, or what opportunities are there?
access
global company
market bringoverseasnational
information
elsewhere
governmentlocalthinking capitalinvestor
event adviceinvestment
customer
globally space
business
brand
peopleleadership
beyond pitch
strategy
help education community
Sydney leverage SMEs fund idea system
funding university
practice
grow
Hunternet doing infrastructure
try belief
culturetech international
attract
corporate innovate
include
failure
using
established
hard talent
student
innovation
life creative
prototyping
entrepreneurship
stage
opportunity
regionknowledge network ecosystem connection
sector
set
connectingprovide
startup
industry
programsupport
create platform online mentor
hub build researchers connect
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A large number of opportunities and ‘What’s missing’
of game changing ideas were shared by participants.
responses were provided by participants.
These can be found in Appendix 2. There were
overlaps between the answers to this question and the
Connection support is a critical piece of infrastructure
Opportunities section and not all could be classified as
that participants suggest is missing – connection to
truly programmatic or game changing. The highlights
mentors, to money, to support and to opportunities.
include:
This should be the centre of any new activity set up
• Single voice in guiding the innovation ecosystem,
as a result of this project. This connectivity extends to
and an overarching governing body that says 'This
connecting current entities in order to develop critical
is our agenda and this is where you fit in'
mass and pathways through the ecosystem, as well as • Mapping the ecosystem and connecting people to
connecting overseas by leveraging global networks of
what they need. Some connection will be through
our region’s people.
self service via an online tool, pathway maps
and case studies of user types/personas, some
In addition, there is a need for building a quality
through events, some through connectors
pipeline of ideas; ‘Makers Spaces’ and prototyping
• Need to co-ordinate programs, business advisory
facilities; help for existing large and small companies
services and events across the Hunter to get
to innovate and grow (including a scale up incubator
critical mass, scale and alignment, as well as
for SMEs) and support for professional service
learning how to deliver excellence together
providers wishing to help startups. Building a common
brand and compelling message as well as delivering
• The Hunter Ideas Forum
a collaborative South by South West (SXSW) type
An Ideas program and platform that
large scale innovation event to attract investment and
includes connection to support, very early
businesses was also seen as an important action.
idea stage mentoring, pathway navigation,
and funding from the community via
There were varying views relating to the magnitude
‘InnoBucks’/’HunterCoin’ (real currency/
of funding available, but all agreed that accessible
redeemable share economy style)
information on available funding is important,
• Open Innovation programs to encourage R&D in
attraction of national and international funds, and new
companies, connecting industry with the research
funds such as a local crowd sourced fund or VC fund
base through a range of activity, and connecting
would be worth exploring.
ideas to supply chains and living labs
Marketing and branding strategy, including
Developing a strategy for sector focus in the Hunter
Intelligent, connecting and informative website
(e.g. building on current strengths and future industries
such as Advanced Manufacturing, METS, Energy,
Promoting the real stories so people see it is
Advanced Agriculture etc.) and greater collaboration
possible
between regional councils, and between companies
Promotion Program to get the community
for bids were also seen as strong opportunities.
(Mums and Dads) to engage so that everyone
talks about it and supports it
What activities would be game changing?
Major innovation summit event (similar to
As with the previous Opportunities section, a long list
Austin SXSW)
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Programs within UON to help researchers
to develop a mature pipeline of talent (Engage,
and students engage in innovation and
Inspire, Recruit), including corporate sponsorship
entrepreneurship on a much larger scale than
of undergrads and lucrative graduate programs
presently
Grow a regional early stage fund (e.g. Sydney
Access to ‘Makers Spaces’ and prototyping
Angels' Sidecar fund, or crowd funding platform),
facilities across the Hunter
and market it well, making the most of a
Funding for scaling current companies, including
partnership with the university
considering development of programs such as
It is encouraging and worth noting that there is strong
the Small Business Innovation Research (SBIR)
overlap between the outputs from both the ‘What’s
program in the USA (https://www.sbir.gov/about/
missing? What opportunities?’ section, this section
about-sbir). The ACT government introduced the
on Activities and the ideas developed in earlier
Small Business Innovation Partnership Program
workshops.
(SBIP, http://www.cmd.act.gov.au/sbip)
Join up the many pathways for encouraging
young people to engage in STEM and innovation,
Howwouldwemeasurethis?
What does success look like?
enterprise
opportunity successful
idea
kids
Atlassian
linecomes
build
increase
job
innovation business
doing
brand
growth
Seattle Australiaculture region start company
quality
talent attracting
peoplefund
city
focus investment
customer
research
supportuniversity government
plus
internationally
academia community
industry recognised
leader
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Participant responses to this question were very
• attraction of people, funding, companies and
similar. Success looks like:
investment
• the Hunter region providing quality jobs and
• a connected ecosystem where we know who
innovation opportunities for our children
does what, with alignment between enablers; and
• being internationally recognised as a thriving
positive brand recognition for the region.
collaborative and open innovation hub where the
In addition, the Hunter will have become the hotspot
triple helix of university, government and industry
that the rest of the country taps into, and we will have
collaborates well
undergone the next market transition successfully.
• a successful city with successful growth companies
• attraction or growth of a ‘lighthouse’ company
such as Atlassian
What would you like to get from this?
hotspot job
idea innovation
people
business
successful
info company
pipelinesupport
opportunity
skill
dream leave
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When individuals were asked what they or their
see all families in the Hunter buying ice cream for their
organisation wanted to achieve from this, again their
kids, in the security of knowing that their jobs and
responses were succinct and similar. The Leximancer
businesses are safe and sustainable.
output above tells us that Individuals want to see:
a pipeline of companies becoming successful; their
children not needing to leave to chase their dreams
Families will feel safe and secure,
and opportunity; for the region to be a hotspot for
so much so that they have no fear
ideas in business; and plenty of jobs in innovation.
of the future and their children can
In the interviews, the major addition was the strong
grasp opportunities and make them
desire of many to help others achieve their dreams,
thrive in the Hunter
and opportunities for generations to come. One
respondent put it very personally - they would like to
What business model would work?
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It is clear from the output that participants are
Corporation (B Corp)4 structure. It was also stated
supportive of setting up an entity; more specifically
that it should be action oriented and output focused,
a company limited by guarantee with a Board
have strong connectivity with other groups, and be
comprising broad and diverse stakeholder
an intermediary that people trust and which brings
representation where no one person or group would
stakeholders together and gains buy-in to the vision.
have control and which following corporate laws
and accounting standards with audited accounts.
The Upper Hunter workshop participants agreed that
Some mentioned that the Hunter Founders Forum
they would like their own entity, connected to the
(HFF) structure could work, others suggested a B
Newcastle node.
What have you seen overseas that you like?
4 B Corporations represent an emerging group of companies that are using the power of business to create a positive impact on the world and
generate a shared and durable prosperity for all http://bcorporation.com.au/
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It is clear from the above that the community likes
• Focusing on research, industry and natural
what they have seen in Pittsburgh and Germany,
resource advantages as well as what the region
with some of this bias being explained by Ai Group’s
has been good at for many years – don’t try to re-
successful overseas missions. Others also mentioned
invent the wheel
Boulder, Colorado and Austin, Texas. Whilst there were
many insights from overseas, the major ones included:
• Leveraging funding from federal, state and local
programs and focusing to get scale – all bought
• Co-ordination and leadership are key. Part of this
into one vision of where we want to head so that
is to build a common vision that is bought into and
grant applications all build critical mass
owned collectively by universities, government,
industry, philanthropic, community. Because they
own it they commit to the vision and keep it going
MUSWELLBROOK
UPPER HUNTER HUB
WILLIAMTOWN
DSA-18 HUB
NEWCASTLE
THREE76 HUB
CHARLESTOWN
DANTIA SMART HUB
The Integrated Innovation Network (I2N) fosters connectivity across the region
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6Proposed Model and Action
to Support the Growth of the
Region’s Innovation Ecosystem
This section outlines the ‘So, What?’ based on the
PriorityActivity
results of interviews, workshops and presentations.
Based on analysis of the ideas given through the
What could the Hunter do to take its innovation
interviews and workshops, and activity that has proven
ecosystem to the next level of maturity? What
to work elsewhere, this section suggests key activities
Vision and Mission? What key activities, what
for the region to focus on in the next phase. Up to two
governance, and how would it become sustainable?
for each part of the innovation ecosystem framework.
The suggestions are based on community input and
This is not meant to be an exhaustive list, but suggests
experience. It is not intended that a new entity should
areas of focus as a way to get started. Even this list is
deliver all the activity – this would need to be achieved ambitious and only a few may be taken up in the first
in collaboration and partnership with others.
instance as high priority activities. Many will require
collaboration, partnership and funding. The rich list
VisionandMission
of ideas listed in the sections above are all valid and
The proposed Vision and Mission are based on the
can be drawn upon either by those who wish to go
workshop output conducted early in 2017:
ahead and implement them or kept for later. Some are
already underway.
VISION:
Ideas
By 2025 the Hunter Region is
Anonlineideasplatform,“HunterIdeaForum”
internationally acknowledged as
• This idea was developed at the November iQ
a thriving centre of innovation
event. It is a useful tool to help build the pipeline
that has successfully transitioned
of good ideas that can then be fed into growth
into a knowledge-based economy
support programs, such as the ICON Accelerator
• An Ideas program and platform that includes
MISSION:
connection to support, very early idea stage
mentoring, pathway navigation, and funding from
Provide a comprehensive,
the community via ‘InnoBucks’/’HunterCoin’ (real
cohesive and connected regional
currency/ redeemable share economy style). It
innovation ecosystem to
would include the ability for the crowd to comment
accelerate innovative ideas to
on ideas
successful outcomes
• This could also be used to build awareness and
pride, as well as educate. CBRIN developed an
interesting version of this for creative youth, called
Cause a STIR (https://causeastir.com.au/)
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The beta version could be run by NCC in the
collaborative R&D based on industry problems,
currently funded project to build an online
making the boundaries more porous
connecting platform. After development, it would
• Open Data and Internet of Things (IoT) program as
require part time management.
part of NCC’s Smart City program. It should also
be linked to other relevant activity such as NCC’s
An “Open Innovation Lab” or program of activity
Living Lab city test bed
Connecting large corporates, SMEs, startups and the
• Visible R&D facility – visibility could be through
research base through a range of projects. Projects
a physical space where it is obvious to those
would include:
passing by that collaborative R&D occurs there, or
• Strategy development regarding sector focus –
virtually through case studies, videos etc.
what industry sectors will the Hunter excel at?
• Company tours to learn from one another and
• Strategy development regarding how to attract
suggest improvements based on ‘fresh eyes’ – Ai
the right companies, for what purpose (e.g. to visit
Group are ably providing this through their Cluster
and invest, to relocate/expand, or to connect to
model, but expansion could be considered
their global supply chains), and which SMEs in the • Larger companies, the university and government
region to accelerate growth significantly in order to
programs to act as living labs/test beds for new
gain recognition for innovation excellence
ideas
• Collaboration program to include
• Establish large scale pilot projects for industry
large companies sharing market and business
growth in the Upper Hunter – especially
challenge insights
agriculture, equine, manufacturing
SMEs to share latest product and service
• Engagement with UON’s School of Creative
ideas (so that large companies can help take
Industries (SOCI) would also be highly valuable.
these to market, possibly into new markets or
This activity is a crucial and large project. Some of this
simply provide advice)
is already in progress (such as the IoT program and Ai
cross sectoral collaborations supported (e.g.
Group programs), but most is new. This would require
Health with Digital with Design with Creative
a FTE employee to drive it, and partnerships with
industry)
companies and UON to make it work. It could possibly
startups to pitch regularly to industry for
be initiated through an emerging innovation precinct,
advice, funding and mentoring
such as the Defence precinct at Williamtown.
researchers supported to engage in
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Startup Express visit by Hunter startups to Parliament House, Sydney
Growth Support
programs. A dedicated program to identify and grow
the scale of these would enable the region to leverage
Incubator dedicated to globally scalable startups
what it already has to ‘attract’/’create’ large innovative
and upscaling high growth potential, successful SMEs
employers. This program could be designed to be
The growing pipeline of ideas generated in the Hunter
world leading if it included more than a traditional
will need sufficient incubation support to ensure
incubation model, possibly including:
success and the Hunter has many unsung, unknown,
• Flexible delivery of standard modules of support at
successful SMEs that could be supported to grow
the right time for each startup and SME rather than
rapidly. The current Regional Incubator program has
a fixed timeline program (e.g. attracting finance
the beginnings of a program for these companies but
at a stage when ready for investment; adapting
it is recommended that this be expanded to include
to staff increase beyond 30 staff when reach this
more flexible delivery and connection to other support
stage etc.)
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• Flexible models for payment for services (either
• Workshops for professional service providers
equity or cash)
regarding how to support startups
• Introduction to key markets, new market sector
• Workshops on IP and how to ensure a win-win
player, global best practice
outcome
• Mentoring from large company leaders
• Models for provision of technology and coding
• Support network amongst the SMEs
support, basic corporate function support (HR,
Finance etc. for startups), marketing support that
• Accelerated connection to research base
includes the opportunity for equity as a fee for
• Access to funding for scaling
service
Before setting this up, there should be a search across
• Education regarding how to be an effective mentor
the Hunter to see what exists that could be brought
together, and what is in planning. For instance, the
current Regional Incubator model program developed
This activity would need a short-term piece of work
by the Business Centre could be extended. A
done to access currently available workshops in the
PKF Joint Venture is also developing a program to
Hunter and across Australia to develop a program
dramatically increase the conversion rate from good
for the Hunter. Once this has been achieved the
idea to a sustainable business through a combination
workshops could be delivered by current providers
of funding and business services augmentation – filling (such as Eighteen04, Business Centre etc.) as a fee for
out the team with the expertise required. There will
service product.
undoubtedly be other examples of possible parts of
the overall program in existence.
Educationprogramdesignedtobuildcapability
ofmentorsandprofessionalserviceprovidersfor
supportingstartupgrowth
As the pipeline of good ideas increases, the Hunter will
need to scale its growth support, mentoring, access
to financial advice etc. In order to achieve this, more
mentors and professional service providers will need
to become skilled in support for startups.
The focus of this activity would be to design a program
of workshops to build capability within the Hunter
region to support startups. It would also develop new
models of engagement. There are many stakeholders
keen to engage in and support the innovation scene,
but many are seeking greater experience and skills
to do this effectively. They are also looking for
remuneration models that work for them and their
customers. Delivery could include:
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Culture & Infrastructure
Comprehensive,collaborativemarketing,communicationandbrandstrategyforinnovationintheHunter
In order to gain international recognition for the excellence developing in the Hunter, there is the need for ‘One
Voice’ to bring together the stories and strategically attract attention, recognition and attraction (for funding,
innovative companies and entrepreneurs). This strategy would include:
• Consider a branding strategy
• Strategic thinking about where
overseas to encourage and
– how do we grow a brand for
to place stories – on buses, in
educate entrepreneurs in the
innovation in the Hunter whilst
planes, at bus stops, on You
Hunter, see the excellence
showcasing existing brands?
Tube etc.
here, and who will then
• Telling real stories about
• Tell real stories about failure
become Ambassadors.
successful innovators in the
and what next in order to
Hunter
remove some of the fear
This activity will need significant
• A major innovation summit
• Timing re telling what stories
resources and should be achieved
– this is already in planning
when (e.g. case studies
collaboratively. NCC and other
phase for 2018
on female founders on
Hunter Councils should consider
funding this as part of their
• Build a compelling story to
International Women’s Day)
economic development approach.
attract entrepreneurs and
and keeping a steady flow
Ongoing delivery would need
their families to live in the
• Developing a catchy tagline
at least one FTE to drive it, an
Hunter, supporting this with
and placing on T-shirts etc.
advisory board, and partnership
connectivity to our world-class
• Promotion strategy to attract
with stakeholders across the
ecosystem and a welcoming
‘Mums and Dad’ support
region responsible for economic
landing pad
• A visiting entrepreneur program
development and innovation who
• Deliver showcases in other
- bringing well connected
can share the load regarding
cities such as Sydney and
and respected innovators
developing marketing material and
Melbourne
from outside the Hunter and
stories/case studies.
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CSIRO's Energy Centre at Newcastle West - solar field and national energy research hub
Strategyforaccessto‘MakerSpaces’and
companies. Companies need to be connected through
prototypingfacilities
supply chains. Procurement needs to be open. And
The Hunter has some ‘maker’ and prototyping
companies need to be world class to compete in
facilities, but more are needed and access to those
global supply chains. This suggested activity could
currently available needs developing. This program
include:
would need to map out current and emerging
• Innovation capability building program – how to
capability (for instance what facilities could UON and
help companies develop excellent innovation
TAFE make available, under what model as well as
programs, skills and connections
new activity such as Eighteen04, Community Access
Space at NCC’s Library and UON’s SOCI), anticipated
• Supply chain capability building program –
needs, and from this develop a strategy for the
supporting SMEs as they develop world class
region in terms of what needs to be set up where and
capability that prepares them for opportunities in
accessed (and funded) how. This should also connect
global supply chains
with large-scale pilot projects for industry growth in
• Connectivity to opportunities (which would be
the Upper Hunter.
achieved through the Open Innovation Lab)
• An Open Innovation government procurement
This first part could be conducted through a
program, similar to Small Business Innovation
workshop of key stakeholders to map the currently
Partnership (SBIP) program in place in Canberra
available infrastructure, the projected needs,
(http://www.cmd.act.gov.au/sbip)
and a plan for how to build a connected and
easily accessible range of facilities. This would
require minimal cost. The next phase, building the
This activity could be conducted in partnership with
infrastructure, would be up to current providers
large companies, government and UON. Companies
regarding currently available infrastructure, but new
and government may be willing to financially support
equipment (such as access to a TechShop type
the program, as may the Advanced Manufacturing
facility) will need to attract significant funding.
Industry Growth Centre. Individual companies may
be prepared to pay for the development of their own
innovation capability. Government could consider
Market Access
a SBIP-like program that it could fund. UON could
provide supply chain capability building education. The
Innovationandsupplychaincapabilitybuildingfor
Federal Government’s Business Research & Innovation
existingcompanies,andcustomeraccessforboth
procurement Initiative could also be leveraged (https://
existingandnewcompanies:in order for innovation
www.innovation.gov.au/page/business-research-and-
to make it into markets, it needs to be absorbed by
innovation-initiative)
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Global connections
Talent
People and companies in the Hunter are well connected
DevelopaconnectedtalentpathwayfortheHunter
globally. The University is a good attractor for global
If industry in the Hunter is to grow it will need to
talent. We have access to good transport connectivity.
grow more talent here. Some companies are already
But more needs to be done. This activity would build on supporting this, through programs such as RDA
existing connections and grow new ones:
Hunter’s well-respected ME program, Big Picture
• Strategically identify international cities to build
School at Cooks Hill, and ‘She Flies’ for girls in STEM.
collaborations with at a city, research and business There are, however, some gaps and the pathway
level. Develop these into Sister City arrangements
through school to TAFE, university and industry is
and ensure impactful and sustainable engagement not clear. This activity would map and communicate
(such as landing pad agreements, knowledge
the pathways, as well as make recommendations
sharing, and trade missions)
regarding obvious gaps.
• Develop a group for globally connected people
willing to help build pathways to overseas
Industry may be interested in supporting this financially
networks
and/or through in-kind.
• Share the cost of attracting global experts with
Internships represents one known gap – it is
other Australian cities
recommended that the innovation community engage
• Partner with the university on international
with the Ribit internship program that is planned
strategy, including leveraging and supporting
to occur in early 2018 (https://www.ribit.net/). This
alumni networks
program was developed by Data61, piloted at CBRIN
where it was highly successful, and is now running
• Expose startups to global mindset from the start
across Australia. Student interns from TAFE and
• Work with the Newcastle Airport and Hunter Port
UON will be connected to innovative companies for
Corporation to grow international connectivity
internship opportunities.
• Set up a method for providing landing/launch pads
for overseas startups to set up in the Hunter, and
TAFE and UON could be looked to for support for this,
connect with Austrade’s global Landing pads.
and enterprises such as Hunter Business Chamber
(HBC), HunterNet, Ai Group, Eighteen04 and Business
Centre could consider providing access to companies.
This activity could be collaboratively delivered: local
Hunter Councils collaborating to develop sister
city arrangements; local startup support providers
developing shared global landing pad arrangements
and internationally connected mentors; UON
partnering to leverage their global networks; and the
central new entity to bring this all together and connect
with other Australian innovation ecosystems.
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The University of Newcastle's NeW Space building is a $95m landmark education precinct in the heart of Newcastle's
CBD which is home to the Faculty of Business and Law and the School of Creative Industries
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Encouragingyouthintoinnovation
could be addressed by:
Given that 65% of future high growth jobs do not yet
• Listing startups ready for investment onto a portal
exist, our youth will need to have some experience
– there are a number of portals in Australia –
in entrepreneurship. There are a number of programs
consider which ones to join or source an available
available locally, but also many further opportunities.
white label product and support this for startups in
Much of this suggested activity would be to encourage
the Hunter
others to deliver programs:
• Strategically growing access to investors and
• Collaborate with the university to connect a
banks outside of Newcastle. For instance, by
Stanford Technology Ventures type program to the
delivering showcase events for startups and
resources in the Hunter innovation ecosystem
successful SMEs to pitch to investors in other
cities such as Sydney and Melbourne
• Collaborate with TAFE and the university to
connect their innovation courses with the Hunter
• Make a decision whether to grow a regional early
innovation ecosystem
stage fund, and if so, what vehicle to use (such as
a Sidecar fund). Before going ahead with this, the
• Ensure youth know where and how to access
group should check to see what plans others have
money and support, how to talk about their ideas,
for regional funds and make sure that there is a
and that they know that there is life after failure
united approach
• Assess the need for and consider developing/
• Developing pathway maps showing what funding is
supporting an entrepreneurship program for
available from where and at what stage of growth
youth if there is a gap in current program
• Engaging with the group at the Faculty of Business
availability. The online Ideas Forum may provide a
& Law at UON who are developing a Student
good route for this.
Investment Fund program
UON and TAFE activity would be funded by them;
• Assessing the possibility of setting up a local
access by UON and TAFE to the innovation ecosystem
crowd sourcing platform
could be delivered by the new entity; access to
• Holding events to engage local wealthy investors
information could be made available on the online
not currently working with the local innovation
connecting platform; and the youth program may need
community
to access other funding or partnership with entities
such as Questacon.
• Attracting a big brand company (e.g. Goldman
Sachs) here that can create a conduit between the
Financial Capital
Hunter and USA – this would raise international
profile and credibility
Connectinginvestmenttoopportunity
• Begin to develop a plan for sourcing funding to
Many, though not all, in the Hunter believe that there
help existing businesses scale
is a lack of funding support for startups and SMEs. It
• Expanding exposure of the community to
should be noted that this relates for the most part to
government funding programs – through a regional
commercial funding rather than government funding
innovation website/portal, pitches at regular whole
– the main gap there is a lack of understanding of the
of community events, workshops and individual
various government funding opportunities. These gaps
connectors.
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Some of this activity is already underway (such as
will be very valuable. In addition, investees require
developing pathway maps and consideration of
education on how to attract and negotiate good
an early stage regional fund). Other activity could
investment proposals. This activity would seek to do
be delivered by a range of interested stakeholders
both of these. This could be done in collaboration with
(such as Hunter Angels exploring a Sidecar fund, the
other cities, such as Canberra, who have developed
Regional Incubator program and ICON accelerator
workshops that have been well received. It would also
taking selected startups to Sydney and Melbourne).
be advantageous to have potential investors visit other
The remainder, and an overall strategy, could be
angel networks, and to deliver presentations, panels
delivered by the new entity.
and case studies.
Trainingforinvestorsandinvestees
This activity could be led and co-ordinated by the
It is hoped that new stakeholders will be encouraged
new venture, but delivered by service providers with
to become investors once they begin to see the
expertise in related areas, and in collaboration with
value in startups and SMEs in the Hunter. In order to
groups such as Hunter Angels.
make sure that they do well in their ventures, training
STEM and Defence Innovation Pitch Night - an initiative for entrepreneurial high school students
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Eighteen04 - a clean tech and smart city incubator and co-working space
Leadership, Collaboration & Connectivity
to connect across the ecosystem and beyond. The
entity would also organise the monthly connection
Develop a program for connectivity: The central
events as well as attempt to orchestrate events across
need within the innovation ecosystem is to provide
the year. NCC’s project to deliver an online connecting
connectivity. Connectivity to support, mentors,
platform would develop the ‘intelligent’ website.
funding, opportunities; and connectivity of activity
Funding from the national Incubator Support Initiative
across the Hunter. There are a number of activities that
and its Expert-In-Residence program could be used to
could meet this need:
source financial support for this activity.
• Develop a website that:
links to other groups and events; gives a
pathway description explaining what support
Set up entity to drive this program of activity
is available at each stage of growth and
encourages new entrants; provides general
Now is the time to act – the innovation community
resources information
has been engaged in developing ideas for what could
be done, and now there needs to be a leadership
‘intelligently’ connects to what you need
team and an entity to do this. See the Governance
• Deliver a monthly connection event, with short
section for suggestions on corporate structure and
pitching, rotated to different event spaces each
governance. This will require agreement regarding
month (c.f. CBRIN’s First Wednesday Connect)
leadership, membership, structure, branding,
• Orchestrate events across the year to keep regular resourcing and partnerships.
tempo.
This would be central to the activity of the new entity,
Next steps will require assessing the best legal
which should employ a ‘concierge/triage/connector’ to structure for this entity, deciding whether to use the
help guide people into the ecosystem; and/or employ
HFF corporate shell or to set up a new entity, and
well-connected, well-respected Experts-In-Residence
agreeing how to appoint Board members.
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Governance and Delivery Model
Company Structure
comparison between various structures. For instance,
It is clear from all of the outputs of workshops and
CBRIN undertook such an exercise and decided to
interviews that there is general support for setting
follow a company limited by guarantee model, one
up a new entity to drive this next growth phase in
that allowed it to apply for charity status so that it
the Hunter’s innovation ecosystem. There was also
maximised its income to deliver impact.
agreement that it should have its own identity, clearly
differing it from existing entities. Almost all agreed with If a B Corp structure becomes the favourite structure
a company limited by guarantee structure. There was
but is difficult to manage in the early stages of setting
one respondent, however, who suggested that building up the company (there are some fairly imposing
it as a B Corp from the start would send a distinct
requirements that need to be met), this can be
message that this was an innovative organisation.
applied for once the company has been in operation
With this in mind, it is recommended that a company
for a while. When setting up the company, careful
be set up, one where it will need to follow usual
consideration should also be given to ensure that the
corporate governance including audited accounts,
Constitution is set up favourably for any application for
and that a legal firm should be asked to provide a
charity status.
360 Reasons - a marketing campaign developed by Newcastle Now, Newcastle City Council, Enigma and the Business
Centre which promoted the benefits of setting up, investing or moving to the Hunter
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Governance
stakeholders together and gains buy-in to the
Regarding the governance of the company, the
vision
community are strongly in favour of transparent,
• That it is set up in such a way that it can maximise
inclusive, diverse, and broad-based leadership. They
on any investment (e.g. charity status)
also would like leadership positions to be given to
• Appointment to leadership is transparent, diverse
those who are well respected, trusted, active members
and representative of the whole ecosystem
of and change makers in the innovation community.
Consideration should be given to whether these
• Board sub committees be considered as a way of
positions should be voted onto the board or that
engaging a broader range of stakeholders
they would be based on membership. At CBRIN the
• That consideration be given to having board
Foundation Members, who paid a small membership
members from outside the region
fee, were given Board positions, and the community
• All planning is done in collaboration with the
voted for two additional Board members. The
innovation community, to ensure buy-in.
major funder, the ACT Government, had no direct
Initial recommendation would be to set up an interim
membership on the board, but the Chief Minister had
Board to guide the company through the next few
the right to appoint a prominent and trusted member
months as it sets up and applies for funding. Then a
of the innovation community onto the Board. The
permanent Board should be set up with no more than
Board had a sub-committee called the Innovation
10 Directors, chosen for their outstanding commitment
Community Forum, that comprised up to 10 members
to the Hunter’s innovation ecosystem, the trust they
voted on by the broad community. The two CBRIN
have from the community, their ability to collaborate for
board positions were chosen from this committee.
the good of the Hunter, ensuring diversity is achieved.
These Directors would be appointed for a period of
Final construction of the Board will depend on the
2 years, and the first transition designed so that only
financial model for the new entity – if significant funding half the board changes. An advisory Board committee
is received from corporates for instance, thought
could be formed whose members are voted on by the
will need to be given to whether they have a board
community, and another Board committee for sponsors
position or join as sponsors with naming rights. CBRIN
set up to help them feel they have a voice.
partnered with corporates as sponsors, but over time
it became clear that they preferred to have had greater
Delivery team
involvement in governance and the entity considered
With regards to the team to deliver the programs,
having a sub-committee of the board comprising
this should be a small, nimble team comprising 3
sponsors, who would then vote one of them to
employees with experience in innovation, known for
represent the committee on the Board as a Director.
excellence. Ideally the CEO would have international
networks and a strong national reputation for
There are a variety of models that could be used, but
innovation. They would also be highly collaborative:
it is suggested that this be decided once partners,
someone who can draw people towards a common
funders, members and sponsors are agreed. The
vision; someone who has experience helping
important aspects are that:
innovative entities; and someone who can represent
• The entity is set up in a way that supports it being
the region at a high level. The second employee would
an intermediary that people trust, that brings
be able to provide the triage/connection service as
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Newcastle was recently designated as TAFE NSW's Innovative Manufacturing, Robotics and Science SkillsPoint
well as administration for the company and CEO.
community’s engagement. It is important to get right
They would ideally be well connected in the region.
how this connects to create critical mass whilst also
The third employee would be a strong marketing and
allowing for individual brands to thrive. A network of
communication expert. Communication is absolutely
nodes is one model to consider, each with its own
key to the success of the ecosystem and so this role
brand but connected through the umbrella brand of
is particularly important. There would also need to be
the new entity. Expert marketing advice would need
sufficient resources for marketing spend, including
to be sought regarding how to maximise exposure of
on outsourced service to help with marketing.
individual brands whilst also giving brand awareness
Consideration should also be given to growing the
of the Hunter’s innovation ecosystem in its entirety.
team through secondees from other companies
One way to do this would be to ‘franchise’ the entity’s
wishing to contribute and learn, as well as interns from brand to others entities, allowing them to use the
university and TAFE.
central brand as a way to raise their own brand
profile. This could be charged for once the central
Network of support nodes
brand was well known and respected nationally and
Whilst this entity will become a central node for the
internationally.
region, connecting and championing its innovation
activity, it will rely on partnerships with others for
delivery of programs. Programs that already exist,
and programs to fill gaps it has identified with the
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Sustainability
very supportive of growth of impact as we could run
Given the nature of these sorts of entities,
the basic connectivity and promotion activity without
sustainability is invariably a challenge. If funding is
worrying about finding revenue, and any additional
sought from government it can be prone to change
revenue meant that we could deliver more. The
over time – and these entities need to have longevity – additional benefit of maintaining an impact focus rather
at least 10 years. If it is sought from industry, the same than a revenue focus is that the entity remains neutral
challenge is experienced, and industry tends to have
in the ecosystem and is not seen as threatening.
specific expectations that need to be met that may
divert from the core vision. Membership models tend
It is highly recommended that a model be used
to lead to needing a membership manager in order
that allows the small team to focus on Connecting,
to keep members engaged. One of the usual models
Championing and Scaling – connect people to what
used for these entities is to set up a co-working space
they need, tell the world about the great things
that theoretically then pays for the staff and programs. happening here and strategically seek to fill the
This rarely works, and the Hunter does not need more
gaps in the ecosystem through a range of partnering
of these. So, there is no easy answer to sustainability.
opportunities. Funding support should be sought from
national and local government with a long-term focus:
At CBRIN the sustainability came from a significant
from corporate sponsors wishing to drive innovation
financial commitment from the ACT Government over
in the region; from research and education institutions
a 5-year period (approximately 800K per year), coupled to help them achieve their innovation goals; and from
with a similar, but smaller, commitment from the local
carefully selected service delivery.
universities and research institutes who comprised the
Foundation Members. Revenue was grown through
The new entity could also help fund others through
applying for grants to run specific programs for
seed funding for new programs, effectively incubating
which CBRIN had a unique value proposition (local
them in their early days before they scale to grow
and federal grants); providing training as a fee for
into national and international delivery. It could also
service where there was an obvious gap and where
partner with others wishing to apply for funding for
its Foundation Members would benefit (Lean Startup
new programs, either with funds and/or simply using
workshops, giving a discount to startups); delivering
its brand to lend credence to the application.
innovation programs to corporates and government
where CBRIN had a unique value proposition; and
Measuring Success
through corporate sponsorship.
The section discussing “What does success look
like?” provides good input to deciding how to measure
Corporate sponsors wanted to have their brand
the success of the project. Final measures need to be
associated with innovation success, as well as access
developed in collaboration with partners and sponsors
to startups and the research base, and access to
of the ongoing project – they will know why they wish
CBRIN's network. The network of the leadership team
to be part of and support the entity. These measures
in particular was an attractor. Corporate sponsors
will need to be achievable in the short (1 year) and
also sought opportunities for their staff and clients to
medium-long (3- 5 years) term. Short term measures
engage in innovation activity, and some felt a desire
would be based on the annual work plan developed
to give back to their region. The model at CBRIN was
by the new entity with the community. Each year the
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entity should develop its Key Objectives, Actions
sales with 30 – 40 employees, to the next level of
and Key Performance Indicators (KPIs) that will be
success (such as employing of the order of 100
measured and reported on a quarterly basis, relating to
employees with a revenue of $50M)
the priorities for each year.
• Attraction of at least $10M p.a. in startup
investment
As mentioned, the medium-long term KPIs will need
to be worked on with partners, and would benefit from • Positive brand recognition and a new sense
input from the Hunter Research Foundation Centre
of identity by and for the region. This could be
(HRFC) for both items and magnitude. Based on
measured through a survey and should be linked
interview and workshop input, the medium-long term
to other brand activity (such as “360 reasons”)
KPIs could include:
• A bank of >100 participant testimonials and
• Growth of quality jobs in high growth industries
promotional material that is used by many to
year on year by x%. This may need to be
promote the region
measured in collaboration with HRFC, and the x
• Majority of stakeholders engaged, involved, silos
needs to be researched to decide its magnitude
and duplication greatly reduced, and stakeholders
• Recognition for excellence in the Hunter’s
report that it is easy to find the support they need
innovation ecosystem by others. This could be
• In 5 years’ time, 100 recognised innovation leaders
measured by being invited to present at a well-
in the Hunter
known international conference on innovation
ecosystems within 3 years, and an entity within the • Hunter kids seeing clean line of sight of
ecosystem receiving an international award within
opportunity for them to be part of the great
5 years
industry opportunities (e.g. in Defence)
• Increased collaboration between research and
• The Hunter will have become the hotspot
industry, industry and industry. This would be
that the rest of the country taps into (creative
coupled with recognition from industry that
agencies here, incubators here etc.). This could
collaboration is easy and has led to increased
be measured by numbers of startups and SMEs
revenue. This may have to be measured by HRFC
moving to the Hunter.
• At the 5-year mark, growth of “10” new businesses It is strongly recommended that the new entity partner
per year with a revenue of “$250,000” p.a. after 3
with UON’s Hunter Research Foundation Centre to
years of operation
refine and regularly measure the medium term KPIs.
• At the 5-year mark, revenue growth of “10% p.a.
They would be able to then present these results at
for 5 engaged SMEs per year” which can be linked their regular breakfast updates.
to support program outcomes
• Attraction of 1 multinational to place an innovation
lab in the region, and/or a Dragon developed
(startup with potential valuation of $trillions)
• Growth of successful SME that has $10M in
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7Next Steps
The innovation community has been very generous
• Plan how to fund the initiatives
with its time and ideas. Enthusiasm, engagement and
Agree which activities to roll out over what
commitment has been generated. It is crucial that
time period, cost each activity and agree
this momentum continues and that action is taken as
how each one could be supported (through
quickly as possible. The top three suggested actions
securing financial and in-kind support,
are ones that can be taken immediately:
partnering to deliver jointly, or supporting
others to deliver)
• Set up a company to drive the Connecting,
Develop and deliver an application for the
Championing and Scaling as soon as practical,
Federal Government’s Incubator Support
but after legal advice regarding its structure. There
Program grant
has been the suggestion that the HFF company
shell could be used, which would make setup
Develop a sponsorship and partnership
simple and rapid, but would need to be balanced
model, a list of potential sponsors and
against the need for a brand-new entity. This could
partners, a strategy for reaching them, and
be achieved but would have to be handled and
action this.
explained carefully
Finally, it would be valuable to begin the search for a
• Set up an interim Board while agreeing Board
possible leader for this activity, as this may take some
membership. Decide transparent method for
time to find the right person for this crucial role.
choosing Board members and apply. Set up
The time is right to do this and the community is ready.
process assigning membership of Board committee The Hunter region has a number of recently launched
representing regional innovation community
activities and is planning others, that combined will
• Begin to set up the program of connectivity. The
bring about a step change in the ecosystem. Setting
pathway work being conducted by Tim Cotter
up the new entity will be the glue that creates critical
and Natalie Gillam will be a great start and can
mass and puts the Hunter on the map.
be used as a tool to continue to engage with the
community to agree and update. NCC can also
initiate the project to develop an online connection
tool as soon as possible.
• Start engaging with a marketing partner to develop
a branding strategy; reach out to the community
to access stories of success and develop a plan of
communicating these stories; continue to develop
plans for a major innovation summit, including the
attraction of a globally known entrepreneur; further
develop the 360 reasons program to include a
compelling story to attract entrepreneurs and their
families to live in the Hunter; start to collaboratively
plan a showcase in Sydney (e.g. showing great
startups from the Start House program, CSIRO
ON, ICON and a few select SMEs)
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• The Lunaticks Society promotes digital innovation and new ideas in Newcastle and Regional Australia through
a program of live tech shows
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Appendix 1
Innovation Ecosystem Map
CORE
NERA Project
Advanced
Innovation Hub
Building
Minimum
Gazelles
Fund
Manufacturing
Partnerships
Viable
Fund
Aboriginal
Accelerating
New & Existing
Hubs
Enterprise
Reskil ing
Business
Product
Commercialisation
Incubators
Expert in
NSW
Residence
NERA
Development
Management
Innovation
Officer Program
Voucher
Project
METs
Tradestart
Regional
NERA
Funds
AMGC
Living Labs
Jobs
Growth Loan
Incubator
METs
for NSW
Support
Ignited
Smart
Centre for
Cluster
Supply
Initiative
and Skilled
Defence Industry
Programme
Chain
Training
Entrepreneurs’
Capability
MTP Project
Foundation
Business
Services NSW
Programme
Fund
Connect
MTPConnect
Industry
METs
TechVouchers
Growth
Project
Accelerator
Enterprise
Jobs of
Centres
Fund
Solutions
Tomorrow
ASBAS
AusIndsutry
Scholarship
Innovation
Centre
Department of
FIAL
Regional
Connections
Industry
Growth Fund
CRC-P
Project
NEIS
Fund
Hunter Young
Office of
Jobs Action
Department of
Business Mind
PaTH
Regional
Plan
Tradex
Industry,
Awards
R&D Tax
Development
Innovation and
Incentive
Science
Export Marker
Resources &
Development
Restart
Energy
Offshore
Restart
Grants
NSW
Office of State
Small Business
Advanced
Landing
Department of
AustCyber
Revenue
Grant
Manufacturing
Pads
Employment
Defence
Entrepreneurship
NSW Premier
Facilitator
and Cabinet
Tax Incentive
for Angel
Other Regional
Investors
Austrade
Infrastructure
NSW Energy
Expert in
Business
NSW
Department of
Savings
Residence
Chambers
HunterNet
Planning and
Scheme
Hunter
ATO
Environment
Infrastructure
Hunter
Regional
EFIC
Smart
and Investment
Business
ME
Incubator
Specialisation
Fund
Chamber
Program
Program Pilot
The Business
Department of
Centre
Many
Foreign Affairs
Hunter New
Rivers
and Trade
England Local
Hunter
Health District
Development
Innovation
Corporation
Cluster
Australian
Regional
NSW
Industry Group
Development
Australia
Government
NSW Small
Hunter
Business
Commissioner
Industry
Leaders
IQ
Federal
Industry
Lake Macquarie
Business Growth
Government
Newcastle
Smart City
Centre
Local
Project
City Council
Newcastle
NOW
Hunter
Hunter
Manufacturing
ICN
Lake
Angels
Awards
Newcastle/
Upper Hunter
Macquarie
Hunter NSW
Shire Council
City Council
Danita
DaSH Co
working
Muswellbrook
Regional
Research and
Angels
Shire Council
Education
Eighteen04
Maitland City
Singleton
Rio Tinto
Start Up/
Council
Economic
Innovation
Council
Development
Hunter
TAFE
Dungog
Hunter
Program
Founders
NSW
Shire Council
Medical
Forum
CSIRO
Research
The University
Institute
Newy
KickStart
of Newcastle
Mid Coast
Startups
Council
SkillsPoint for
Gloucester
The
Innovative
NEWI
The Hunter
independent
Lunaticks
Manufacturing,
Awards
Research
Newcastle
Newcastle
Community
Society
Cessnock City
ON
Foundation
i2n
Innovation
Institute Energy
Robotics and
Council
Legacy Fund
Accelerator
Innovation
and Resources
Science
Hubs
Hunter
Renew
Digital
Newcastle
Port Stephens
Council
ICON
Slingshot
Accelorator
CSIRO
Three76
Upper
Hunter
METS Hub
DiG
Innovation
Hunter
Hunter
DaSH
Innovation
Wil iamtown
Muswellbrook
Festival
Fund
Charlestown
Festival
Newcastle City Council
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CORE
NERA Project
Advanced
Innovation Hub
Building
Minimum
Gazelles
Fund
Manufacturing
Partnerships
Viable
Fund
Aboriginal
Accelerating
New & Existing
Hubs
Enterprise
Reskil ing
Business
Product
Commercialisation
Incubators
Expert in
NSW
Residence
NERA
Development
Management
Innovation
Officer Program
Voucher
Project
METs
Tradestart
Regional
NERA
Funds
AMGC
Living Labs
Jobs
Growth Loan
Incubator
METs
for NSW
Support
Ignited
Smart
Centre for
Cluster
Supply
Initiative
and Skilled
Defence Industry
Programme
Chain
Training
Entrepreneurs’
Capability
MTP Project
Foundation
Business
Services NSW
Programme
Fund
Connect
MTPConnect
Industry
METs
TechVouchers
Growth
Project
Accelerator
Enterprise
Jobs of
Centres
Fund
Solutions
Tomorrow
ASBAS
AusIndsutry
Scholarship
Innovation
Centre
Department of
FIAL
Regional
Connections
Industry
Growth Fund
CRC-P
Project
NEIS
Fund
Hunter Young
Office of
Jobs Action
Department of
Business Mind
PaTH
Regional
Plan
Tradex
Industry,
Awards
R&D Tax
Development
Innovation and
Incentive
Science
Export Marker
Resources &
Development
Restart
Energy
Offshore
Restart
Grants
NSW
Office of State
Small Business
Advanced
Landing
Department of
AustCyber
Revenue
Grant
Manufacturing
Pads
Employment
Defence
Entrepreneurship
NSW Premier
Facilitator
and Cabinet
Tax Incentive
for Angel
Other Regional
Investors
Austrade
Infrastructure
NSW Energy
Expert in
Business
NSW
Department of
Savings
Residence
Chambers
HunterNet
Planning and
Scheme
Hunter
ATO
Environment
Infrastructure
Hunter
Regional
EFIC
Smart
and Investment
Business
ME
Incubator
Specialisation
Fund
Chamber
Program
Program Pilot
The Business
Department of
Centre
Many
Foreign Affairs
Hunter New
Rivers
and Trade
England Local
Hunter
Health District
Development
Innovation
Corporation
Cluster
Australian
Regional
NSW
Industry Group
Development
Australia
Government
NSW Small
Hunter
Business
Commissioner
Industry
Leaders
IQ
Federal
Industry
Lake Macquarie
Business Growth
Government
Newcastle
Smart City
Centre
Local
Project
City Council
Newcastle
NOW
Hunter
Hunter
Manufacturing
ICN
Lake
Angels
Awards
Newcastle/
Upper Hunter
Macquarie
Hunter NSW
Shire Council
City Council
Danita
DaSH Co
working
Muswellbrook
Regional
Research and
Angels
Shire Council
Education
Eighteen04
Maitland City
Singleton
Rio Tinto
Start Up/
Council
Economic
Innovation
Council
Development
Hunter
TAFE
Dungog
Hunter
Program
Founders
NSW
Shire Council
Medical
Forum
CSIRO
Research
The University
Institute
Newy
KickStart
of Newcastle
Mid Coast
Startups
Council
SkillsPoint for
Gloucester
The
Innovative
NEWI
The Hunter
independent
Lunaticks
Manufacturing,
Awards
Research
Newcastle
Newcastle
Community
Society
Cessnock City
ON
Foundation
i2n
Innovation
Institute Energy
Robotics and
Council
Legacy Fund
Accelerator
Innovation
and Resources
Science
Hubs
Hunter
Renew
Digital
Newcastle
Port Stephens
Council
ICON
Slingshot
Accelorator
CSIRO
Three76
Upper
Hunter
METS Hub
DiG
Innovation
Hunter
Hunter
DaSH
Innovation
Wil iamtown
Muswellbrook
Festival
Fund
Charlestown
Festival
The iF Project
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Newcastle City Council
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Appendix 2
Interviews and Presentations
Thefollowingliststhoseinterviewedindividuallyor Trent Bagnall, Slingshot
inapair:
Siobhan Curran, UON
Brad Woollett, Definiti
Anthony Murfett, Commonwealth Department of
Adrian Price, AIG
Industry
Tim Cotter, AusIndustry
James Callender, Hunter Young Professionals
Steven Pritchard, Rees Pritchard
Alan Broadfoot, NIER
Nathaniel Bavinton, Newcastle City Council
Brian Hill, Laughing Mind
Graeme Cotton, Business Growth Centre
Caitlin Botha & Manager Organisational Performance,
Grant Sefton, Hunter Angels
Laura Kendall, LMCC
Colin Seeger, Galvanising Ideas
Jeff Phillips, Varley Group
Pete Chapman, Enigma
Andrew Beattie, PKF
Andrew Chapman, BAE
Mark McClean & Malcolm St Hill, NSW Dep PM&C
Christina Gerakiteys, Ideation At Work
Susan Wilson, RDA Hunter
Peter Francis, Dantia
Kris Leck, Catalyst Project Consulting
Yolanda Surjan, UON
Luke Kellett, Headjam Studio
Olivia Olley, Production Hub
Thefollowinglistspublicpresentationsgivento
Gunilla Burrowes, Eighteen04
raisetheprofileoftheiFproject:
Pierre Malou & Gordon Whitehead, Business Centre
Enigma’s Brand Summit
Bob Hawes & Anita Hugo, HBC
Port Stevens Council Business Leaders
Wayne Deimar, HunterNet
Antony Martin, Rapid Phenotyping
Thefollowinglistsgrouppresentationsand
discussions:
Newcastle Now Board
HunterNet Sustainability and Social Impact Forum
Philip McIntyre & Susan Kerrigan, UON School of
Creative Industries
Christopher Saunders, Renew Newcastle
Darren Burrows, Blue Zone Group
The iF Project
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the
iF project.
Connecting Innovation to Opportunity
Newcastle City Council
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