Involve attracting people we ‘need’
A 5 per cent increase in property prices will increase the number of people migrating out of that state by 1.0 per cent.”
When Tasmania’s housing relative affordability began to decline in 2018, so too did net migration for the state, because the government failed to plan for that growth.
The Tasmanian government also failed to target the migrants it needs most. Touting our enviable lifestyle may attract the low hanging fruit but it also has the potential to increase the demands on already stretched public services and infrastructure. Without a corresponding increase in the provision of these services and infrastructure, the liveability of Tasmania – our competitive edge – is harmed, not just for attracting migrants, but for retaining Tasmanians.
While the Centre for Population reports that the top reported drivers behind interstate migration in Australia are family reasons (35 per cent) followed closely by employment reasons (30 per cent), research also shows that the decision to move interstate or overseas is a personal one influenced by a multitude, and conflation, of other factors such as partner’s jobs, housing, schooling and lifestyle to name a few. However, those seeking lifestyle advantages tend to relocate to regions within their own state.
Previous research has also shown that the Tasmanian diaspora will only return to the state if the provision of health and education services meet their expectations, and that wage parity is within acceptable levels.
Given that the Tasmanian Population Growth Strategy has not been reviewed since 2018 (according to the Department of State Growth website) and the critical shortage of a range of qualified and experienced workers impacting the provision of key public services and infrastructure, which in turn impacts the potential for population growth, a comprehensive review of the Population Strategy needs to be undertaken.
Tasmania has established itself as an enviable place to live as for many, it has a strong brand, and great potential. However, a strategy around ‘growth’ needs to be inclusive and needs to move beyond marketing that lifestyle and the risks it presents. The strategy needs to move to the next level and prioritise its efforts to attract and retain those people we *need* in the state, for Tasmania and
Tasmanians. To do that, it may need to strategically target people who may not have previously considered Tasmania as a place to live and work and raise a family. And to do that, it will need a much greater understanding of the theories of migration and the anthropological differences in what constitutes a good life, success and happiness.