The San Remo Fisherman ' s Co-op, founded in 1948 and serving the community for over five generations, provided a powerful example of circularity grounded in place, tradition and industry knowledge. Every part of the fish is used as bycatch and becomes pelican feed, while bones, heads and fins are turned into fish sauce, dog food and fertiliser, and fishing nets are made and repaired locally by hand. Through the accelerator, the Co-op integrated its circular action plan into a broader three-to-five-year strategy, and its collaboration with Wildlife Coast Cruises to develop a compostable, marine biodegradable bait bag showed how the program created connections and opportunities that extended beyond individual businesses.
Collectively, the case studies created a practical evidence base for what circular economy can mean in a regional business context. They also showed that circular economy doesn’ t always begin with major capital investment or a complete operational redesign. In many cases, it begins with identifying what is already working, making it more deliberate, and finding the next practical step. The case studies became proof points for how circular principles can be embedded across different industries, and how councils can help businesses turn ambition into action.
WHAT THE PROGRAM REVEALED As the accelerator progressed, it became clear that what many businesses lacked was not motivation, but a shared language, structure and support. Several were already practising elements of circularity by reducing waste, reusing materials, repairing assets or making more considered procurement decisions, without necessarily identifying this work as circular economy. The program helped make those actions visible, deliberate and connected to a broader transition. Circular economy action in regional business communities is often already happening, but it can be fragmented, self-started and under-recognised.
Participants also faced practical barriers. The day-to-day demands of running a business left limited time for innovation. Some businesses needed help measuring their impact or identifying the next step. Others were constrained by the lack of local material circulation services, shared infrastructure, storage or processing options. Funding was a recurring challenge, particularly for small businesses wanting to invest in new tools, systems or infrastructure.
Just as importantly, the program showed where future opportunities lie. Collaboration emerged as a central theme: businesses needed ways to connect with each other, share resources, exchange ideas and identify where one organisation ' s waste, knowledge or infrastructure could become another ' s opportunity. As Loreline from participating business Watersure, the Victorian desalination plant based in Wonthaggi, reflected, the program " was a great way to promote sustainability and collaboration among local businesses, and it highlights the importance of innovative practices in our community." The program also showed the value of practical resources, templates and storytelling support that meet businesses where they are, rather than assuming every business starts from the same place.
Just as importantly, the program showed where future opportunities lie. Collaboration emerged as a central theme: businesses needed ways to connect with each other, share resources, exchange ideas and identify where one organisation ' s waste, knowledge or infrastructure could become another ' s opportunity.
For Council, these insights were significant. They showed that supporting circular economy is not only about asking businesses to change. It’ s also about creating the conditions that make change easier: stronger local networks, clearer pathways, practical tools, targeted funding opportunities and better recognition of the circular work already happening across the region.
FROM PILOT TO POLICY Those insights didn’ t stay within the program. They directly informed Council ' s Circular Economy Framework 2025 – 2035, adopted in June 2025, which sets Bass Coast ' s direction for the decade ahead. The accelerator gave the framework something few strategies begin with: an evidence base built from the lived experience of local businesses, a clear picture of the barriers and enablers that matter in a regional context, and a set of local proof points demonstrating that circular economy is achievable here and now, across different industries.
For economic development professionals, Bass Coast’ s experience offers a replicable model that does not depend entirely on grant funding. A smaller version could be delivered through officer time, existing business networks and a modest cohort of motivated businesses. The nonnegotiables are the same: start with businesses already showing interest or momentum; keep the group small enough for genuine relationships and practical support; create space for businesses to learn from each other; involve Council as a participant, not just a promoter; and anchor the work in an existing strategy so it has a purpose beyond a single activity. External funding can accelerate the work, but the core role of Council is that of an enabler: connecting businesses to ideas, partners, tools and recognition, rather than expecting them to transition alone.
Eighteen months ago, circular economy at Bass Coast was a commitment on paper. Today it’ s a set of local stories, business decisions, new collaborations and a ten-year framework shaped by the local businesses. That’ s what catalysing circular change looks like in practice.
REFERENCES
Bass Coast Shire Council( 2023). Economic Development Framework: A coastal community full of opportunity. https:// www. basscoast. vic. gov. au / assets / general-images / Economic- Development-and-Tourism / 2030-Economic- Development-Framework. pdf
Bass Coast Shire Council( 2025). A circular economy framework for Bass Coast 2025 – 2035. https:// www. basscoast. vic. gov. au / assets / generaldownloads / Strategies / A-Circular-Economy- Framework-for-Bass-Coast-2025-2035-18-June. pdf
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