One of the sentiments I glean from regional developers is a degree of caution about taking a leadership role in energy transition discussions.

Naturally, they welcome the opportunities that can accompany major investment:

• New infrastructure
• Local procurement opportunities
• Workforce development
• Industry diversification
• Population growth
• Improved regional services
• Community benefit funding

Unfortunately, many of the factors that determine whether these benefits are realised sit outside the economic developers’ direct influence. Others:

• Set energy policy
• Approve projects
• Build transmission infrastructure
• Operate electricity marketsDetermine coal closure schedules
• Allocate private capital
• Shape broader community sentiment

Yet regional and economic developers are often expected to help communities, governments, industry and investors navigate the transition. Their role is less about making decisions and more about translating complexity into practical opportunities, actions and partnerships. They work across councils, government agencies, developers, landholders, industry groups, training providers, community organisations, Traditional Owners and investors to help regions respond to change.

The challenge is that when regional developers champion transition agendas, they can find themselves associated with expectations that depend on decisions made by governments, investors and project proponents.

The more empowering position, however, is to recognise that while regional developers may not control the transition, they can influence the conditions that shape its success. They can strengthen collaboration, build regional capability, identify opportunities, support informed decision-making and help ensure regions are prepared to benefit from change when it occurs.

Shaping conditions for success

The challenge is not to predict exactly how the transition will unfold. Nor is it to take responsibility for decisions that sit with governments, investors, regulators or project proponents.

The challenge is to understand and strengthen the conditions that allow regions to respond successfully to change.

Taking a more structured approach to understanding regional readiness can be valuable.Rather than focusing on individual projects, technologies or policy settings, the Regional Transformation Framework I’ve developed encourages regions to step back and consider the broader factors that influence long-term prosperity, resilience and adaptability. It helps regions assess the capabilities, relationships, assets and conditions that support successful responses to economic, environmental and social change.

Importantly, it is not a transition plan, a detailed strategy or a major consulting exercise. It is designed as a practical and relatively low-cost way for regions to take stock of where they are today and identify areas that may warrant greater attention in the future.

The accompanying Tracking Tool provides a structured process for assessing strengths, identifying gaps and tracking progress over time. Rather than attempting to predict a single future, it helps regions understand whether they are building the foundations needed to respond to a range of possible futures. It prompts consideration of questions such as:

• Are we building the workforce needed for future opportunities?
• Are local businesses positioned to benefit from emerging investment?
• Do stakeholders share a common understanding of regional priorities?
• Are we strengthening the natural, social and economic assets that underpin future prosperity?
• Are we building the relationships and capabilities needed to respond to change?

Most importantly, the process helps regions focus on what they can influence rather than what they cannot.

In an environment where policy settings, project pipelines and investment decisions continue to evolve, understanding regional readiness may be more valuable than attempting to predict the future. By assessing current conditions and identifying practical actions, regions can prepare for a range of possible futures without over-investing in any single one.

For regional developers, this offers a way to engage constructively in transition discussions without becoming responsible for outcomes beyond their control. Instead of trying to determine the future, they can help create the conditions that allow their region to thrive regardless of how the transition unfolds.