Unlocking local business participation in island communities
Updated: May 28
How a regional pilot turned fragmented effort into momentum
The moment that mattered
Small businesses on Queensland's island communities are critical to both their hyper-local economy and the wider mainland catchment. Tourism, hospitality, trades, local services. These businesses are what make the islands viable, liveable and distinct. But participation was declining. Businesses were disengaging from local programs and procurement pathways. Effort from council and ecosystem partners was going in, but it was not translating into outcomes that businesses could feel.
The question was not whether people wanted things to improve. They did. The question was why genuine effort, across multiple committed actors, was not adding up to visible progress.
The system was busy. But the system was not working together.
What we saw
When we entered the work, the pattern became clear quickly. The challenge was not capability. It was connection. Businesses were navigating multiple parts of the system simultaneously, often under pressure, without a clear picture of where to go or what to expect. Programs, procurement pathways and support mechanisms existed but were difficult to access, unclear in their value and disconnected from each other.
Businesses were experiencing the whole system while each part of the system only saw its own piece
Data, initiatives and conversations were fragmented across council, industry and community partners
Effort was duplicating in some areas and missing entirely in others
Without visible progress, trust and participation dropped
Effort was going in but it wasn’t translating into outcomes.
How we worked
Rather than adding more activity to an already busy system, the work focused on making the existing system visible and connected. That meant bringing SMEs, council and ecosystem partners into the same conversation, often for the first time, and creating a shared view of constraints, opportunities and where effort was and was not aligned.
Through a structured investigation phase, the conversation shifted from individual experience to system understanding. Key to this was engagement via a neutral facilitator to create an safe space for open, honest dialogue. Constraints that had previously been held separately were surfaced and understood across different perspectives. A more honest picture of the challenges emerged, along with practical areas where action could start.
64% of businesses had accessed support previously, yet many remained financially precarious
Over half of the businesses said “do more” asks (procurement-ready, database sign-ups, grant hoops) were unlikely to yield work, and 20% reported the cost and effort outweighed benefits based on past experience.
Over 80% said current mechanisms and support programs aren’t fit-for-purpose
87% of businesses were willing to collaborate to access larger opportunities.
Quality facilitation isn't passive. It's what makes the room safe enough for the truth to enter.
What changed
Over fifty targeted initiatives were identified across local procurement, logistics, capability and economic resilience
Five high-impact pilot opportunities were developed for testing and activation
Findings were embedded into Council's Economic Development Strategy and supporting action plan
A more connected, place-based approach is now being progressed with partners across the region
Early actions have been initiated with key ecosystem partners, with more in progress
This is early momentum, not a finished outcome. The work is ongoing and the impact will deepen over time. What matters now is that the system is moving together rather than in parallel.
The work moved from 'me' to 'we.' And when it did, the system began to move.
What we learned
SMEs experience the whole system. They feel very quickly where it is working and where it is not. When effort does not translate into outcomes they can see and feel, participation and trust decline. Rebuilding that trust requires more than more programs. It requires a connected, visible system where effort compounds rather than duplicates.
Participation drops when systems feel fragmented and effort feels invisible
When the system connects, value, participation and momentum increase together
The shift from fragmented effort to coordinated progress is rarely about resources. It is almost always about connection and visibility
We don't need more effort in the system. We need the effort that is already there to find each other.
The Keystone Commons lens
Align: Shared visibility creates a common understanding of constraints and opportunities across the whole system
Steward: Active, neutral coordination connects effort that was previously running in parallel allowing the wider ecosystem to have joint contribution and accountability
Activate: Practical pilots and committed next steps give momentum a direction and a timeline
Prosper: Increased participation, stronger local economic flow and embedded strategy signal the beginning of lasting change
