The strategy to migrate Ballarat to a new future is presented in Figure 15. Whilst it sets stretch targets for 2030, it is also concerned with upgrading and consolidating the existing cluster of ICT firms that will form the basis of an internationally competitive ICT sector by 2012 and beyond. The elements in the strategic framework include upgrading the cluster, strategic enablers, and strategic actions designed to achieve the Ballarat ICT 2030 vision.
The first stage of the strategy focuses on upgrading of the cluster; this is already happening as part of the Ballarat ICT Cluster program, but needs to be maintained and further accelerated as Ballarat continues to enhance and improve the nascent ICT cluster.
The second stage has two parts. In the first instance, those factors that are necessary but not sufficient for the development of an ICT cluster must be put in place - we call these the strategic enablers. The second part of this stage, is the development of the cluster through a number of strategies and actions that will provide Ballarat, not just with the foundations of a dynamic cluster, but with real difference and distinctiveness in the nature of what happens to ICT in Ballarat. The impact of Stage 2 will be to create a dynamic ICT Cluster in Ballarat by 2012. This is a Cluster, which will be export oriented, innovative and will serve as a benchmark for other regional clusters nationally and internationally.
The final stage is more speculative, but it involves building on the advantage of the dynamic ICT Cluster in 2012 and taking Ballarat forward to 2030 when the Cluster and the region are recognised for their strong international ICT presence, the rapid diffusion of new technologies and for state-of-the-art application of ICT in tourism, agriculture, manufacturing, health, education, and other leading industries.
Figure 15 - Ballarat ICT 2030: strategic framework
View the strategic framework diagram (PDF)
The scope of the strategy targets the development of the ICT sector in Ballarat and the use and rapid adoption of ICT by industry and the community. In this context, there are a number of tools and policies for accelerating the process of regional development that have demonstrated success:
- Developing the cluster: Evidence on the determinants of successful regional advantage and subsequent growth, places the regional innovation system (RIS) - or the cluster of local companies and institutions - as the key to producing sustainable growth in a region. In addition to innovative companies and institutions, the RIS requires a supply of talent and skilled labour; banks and finance that understand the specific industry requirements; supportive local institutions to facilitate linkages between firms and sources of support and advice; local R&D; ancillary industries that provide important services, components and inputs; and enough enterprises to create a competitive environment that will drive innovation. There is an important role for government in facilitating and developing networks and interaction.
- Leveraging resources: The RIS is a dynamic and interactive network. However, individual resources can, on their own, also provide a location with a distinctive advantage over its competitors. Proximity to good transport links, an ICT communications infrastructure, an identity for the region that serves as a brand to attract investment and talent, are all of significant potential importance. The role of government here is to play an active role in supporting the provision of hard infrastructure (ICT communications) and soft infrastructure (a network of skills, capital and research provision).
- Setting the agenda: A RIS will have a momentum of its own. However, this can be accelerated by government or industry bodies identifying an aspirational strategic intent based on data and knowledge of future trends and possibilities in ICT.
Translating the vision into strategic requirements focuses on seven important goals:
- Provision of a world class infrastructure
- Upgrading and developing innovation and research
- Establishing mechanisms for translating ideas into new businesses
- Building skills and competencies to develop high quality jobs
- Assisting with access to global end-markets and collaboration
- Reducing ICT social disadvantage in the region
- Leveraging and upgrading existing strengths
The strategies and initiatives proposed include measures that are 'enabling' - and are required just to be competitive in this area and those which are 'strategic' - and differentiate Ballarat from many of its competitors to provide it with unique or difficult to copy advantages.
Phase 1 - consolidation up to 2012 of the ICT strategy involves upgrading and supporting the nascent ICT cluster in Ballarat and sowing the seeds for future growth up to 2030. Ballarat ICT Ltd, a renamed and refocused cBallarat will be the implementer and coordinator of the strategy.
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