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ECONOMIC2013 - 2017

STRATEGY & ACTION PLANDEVELOPMENT

MAYOR’S MESSAGEI am pleased to present the Monash Economic Development Strategy and Acti on Plan 2013 – 2017.

Our vision for Monash is to have “An inviti ng city, diverse and alive with acti vity, designed for a bright future”. To help achieve that vision, we have a “fi rst for business” approach which aims to support a thriving and sustainable economy.

The Strategy and Acti on Plan will guide Council’s work over the next four years to facilitate business growth and economic investment in Monash.

The Strategy and Acti on Plan will focus on four key strategic areas:• Business Support• Economic Precincts• Infrastructure Development and Sustainability• Att racti on and Investment Strategies

The Strategy and Acti on Plan recognises Council’s ongoing commitment to provide high quality services, programs and events for businesses as well as individuals looking to start a business.

Monash has a unique range of businesses with the headquarters of many nati onal and internati onal organisati ons based within the municipality. We are home to Victoria’s most substanti al innovati on cluster with the municipality’s notable features including Monash University’s Science, Technology, Research and Innovati on Precinct and the Australian Synchrotron.

We are grateful to members of local business communiti es for their ideas and feedback which has helped develop this comprehensive Strategy and Acti on Plan. This included the Economic Development Forum Committ ee members, AusIndustry, the Monash Enterprise Centre, trader associati ons, the Monash Volunteer Resource Centre and Council staff .

I would also like to acknowledge the wonderful work and commitment of the late Monash Councillor Tom Morrissey. Tom was a champion of economic development for the city, parti cularly small business. He was instrumental in establishing both the Economic Development Forum and the Monash Enterprise Centre and was a passionate board member of the committ ees that oversaw these initi ati ves.

Cr Micaela DriebergMayor

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CONTENTSBackground 4Vision for Monash 6Business Demographics 7Economic Vision 7Key Economic Development Issues and Factors 8Strengths of Monash 9Role of Economic Development 9

1. KEY STRATEGIC DIRECTION - BUSINESS SUPPORT 12

1.1 Informati on and Support Services 12 1.2 Training Programs and Workshops 13 1.3 Marketi ng and Communicati on 14 1.4 Events and Networking 15 1.5 Business Month 16

1.6 Tradeshows 16 1.7 Home-Based Business 18 1.8 Monash Enterprise Centre 19

2. KEY STRATEGIC DIRECTION - ECONOMIC PRECINCTS 21

2.1 Acti vity Centres 21 2.2 Major Developments within Acti vity Centres 23 2.3 Technology Precinct 25 2.4 Industrial 27

3. KEY STRATEGIC DIRECTION - INFRASTRUCTURE DEVELOPMENT AND SUSTAINABILITY 29

3.1 Transport 29 3.2 Streetscapes 30 3.3 Sustainability 31

4. KEY STRATEGIC DIRECTION - ATTRACTION AND INVESTMENT STRATEGIES 33

4.1 Tourism 33 4.2 Investment Att racti on 34Monitoring and Evaluati on 35Contact Details 36

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Monash is one of Melbourne’s most populous municipaliti es, home to about 177,970 people and 65,498 households. It is located 20 kilometres south east of the CBD in Melbourne’s fastest growing populati on corridor.

Monash contributes signifi cantly to the region’s employment base and it has the largest number of both businesses and jobs of all south eastern municipaliti es.

Monash is a major generator of wealth in the region and an important educati on and employment hub with the municipality being home to Monash University and Holmesglen TAFE.

The Monash Enterprise Centre is a signifi cant asset as the Centre is the only business incubator located in the south eastern metropolitan region that supports a signifi cant number of both onsite and virtual tenants to facilitate business growth.

Monash has also developed a reputati on as a high technological cluster for industry. It is central to the South East Melbourne Innovati on Precinct (SEMIP) which is a signifi cant innovati on cluster, including the Monash University’s Science, Technology, Research and Innovati on Precinct, CSIRO, the Australian Synchrotron and the Monash Medical Centre.

The headquarters of several major technological companies are also based in the area. These include Bosch Australia, NEC Australia, Biota Holdings, Toyota Research, Nanotechnology Victoria, the Australian Regenerati ve Medicine Insti tute and Australian Stem Cell Centre. These companies provide good synergies and the momentum for further innovati on in the precinct.

Monash is a key stakeholder in SEMIP which focuses on the expansion of existi ng regional innovati on capabiliti es and networks. The vision for SEMIP is to become internati onally recognised as ‘the innovati on business and knowledge capital of the Asia Pacifi c’. The aim for the SEMIP Strategy is to establish the Precinct as a dynamic hub of manufacturing, science services, advanced materials, engineering and medical/health knowledge-intensive industries.

In February 2013 the Federal Government announced its $504.5 million Innovati on Industry Precincts initi ati ve. This initi ati ve is part of the Federal Government’s $1 billion Jobs Plan. Part of this plan is to establish 10 industry innovati on precincts to drive collaborati on and innovati on in areas where Australia fi rms can compete in overseas markets.

The fi rst Manufacturing Precinct will be based in Clayton, which already containsstrong resources to build on in advance manufacturing.

The Precinct will buildpartnerships between industry, research organisati ons,universiti es, large fi rms and government. This increased collaborati on will help manufacturers adopt best-practi ce technology and processes, harness innovati on and create environments that support business growth. The establishment of the Precinct will encourage and att ract innovati ve businesses to locate within the region.

The Strategy and Acti on Plan also takes into account the directi ons of the regional economic strategy for Melbourne’s south east enti tled “Prosperity in the Next Generati on in Melbourne’s South East 2009-2030”. The regional strategy was developed in conjuncti on with 10 municipaliti es in the south eastern region and projects derived from the regional strategy will reinforce the emerging strengths in knowledge intensive services and aid in the conti nuing capacity for innovati on amongst industries in the region.

BACKGROUND

Monash is one of Melbourne’s most populous municipalities,home to about

177,970 people and 65,498 households.

EUNEVA AVENUE MULTI-LEVEL CARPARK

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The Strategy and Acti on Plan is aligned with the Council Plan and Monash 2021 to support the vision of Monash being -

“An inviting city, diverse and alive with activity, designed for a bright future”.

Council’s mission is “Making a diff erence through commitment, experti se and leadership” and the four key directi ons are:• Ensuring our City has Inviti ng Places and Spaces• Achieving a more Healthy and Acti ve Monash• Fostering Confi dent, Connected Communiti es• Taking Acti on for Our Future

Council is focussed on ensuring services meet community needs and that the City’s infrastructure and environment is maintained and improved so the City can conti nue to strive to achieve the vision of an “Inviti ng City”.

Council conti nues to support the local business community and encourages ongoing economic development and growth of local jobs. Forming partnerships and promoti ng local businesses is criti cal in strengthening the local economy.

The Strategy and Acti on Plan has been designed to facilitate business growth, further development and investment in Monash.

The key strategic areas of the Strategy and Acti on Plan are:• Business Support• Economic Precincts• Infrastructure Development and Sustainability• Att racti on and Investment Strategies

The Strategy and Acti on Plan outlines the approach Council will take to facilitate economic growth, support businesses, improve liveability and increase att racti on of businesses and visitors to Monash.

The Strategy and Acti on Plan is aligned with the Council Plan and will focus on key directi ons: “Ensuring our city has inviti ng places and spaces” by ensuring “Acti vity Centres across Monash remain vibrant” and “taking acti on for our future” by ensuring “Our local economy is more resilient”.

VISION FOR MONASH

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There are about 16,320 businesses in Monash. Approximately 121,249 people are employed in Monash based-businesses, making Monash the largest employment desti nati on outside the CBD.

Monash has a good mixture of small, medium and large businesses and various shopping strips and retail complexes.

The manufacturing sector employs the most people in Monash, closely followed by Health Care and Social Assistance, Educati on and Training, Retail Trade and Wholesale Trade.

It is noted that over 80% of businesses in Monash are run by a sole owner/operator or are micro businesses employing four people or less (Economy.id, 2009).

BUSINESS DEMOGRAPHICS

The economic vision for Monash reinforces the City’s conti nued “First for Business” approach and aims to be the fi rst locati on for start-up businesses and the primary locati on for all major businesses.

Monash will conti nue to be one of the largest employment hubs in the south eastern region and strengthening the relati onship with existi ng large businesses within the City. Att racti ng more multi nati onal companies to the area as well as focus on att racti ng innovati ve and knowledge based businesses to the Technology Precinct increases the economic prosperity of Monash.

With conti nued support to micro and small businesses, the Strategy and Acti on Plan aims to have a renewed focus on:• Identi fying and assisti ng home based businesses in their growth• Assist new innovati on start-up companies connect with other businesses and research organisati ons in the Monash Technology Precinct• Conti nuing investment in and promoti on of the Technology Precinct• Focusing on the development of Acti vity Centres

• Building relati onships and partnerships with major businesses and community groups• Att racti ng visitors to Monash to enjoy the food, recreati onal acti viti es and att racti ons that Monash off ers and encouraging people who are visiti ng the area to see family and friends to make purchases while in Monash• Encouraging businesses to become more environmentally sustainable.

ECONOMIC VISION

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Changes in demographics and global pressures such as rising energy prices all impact on economic development.

The fragile global economic conditi ons, volati lity in commodity prices and increasing competi ti on from emerging economies like China and India is changing the way we do business. Also the high Australian dollar is placing pressure on many industry sectors and this is causing concern with manufacturers, exporters and the tourism industry.

Business Victoria states that innovati on is recognised as the single most important ingredient in a successful modern economy.

In the rapidly changing economy, innovati on is required to maximise the future prosperity of our economy and environment. Businesses are required to be more innovati ve and fi nd bett er ways to do things, create new products and fi nd ways to solve existi ng problems.

By being innovati ve, business can create new and bett er quality products and services and improve producti on processes.

With such emphasis placed on innovati on, the emergence of high technology sectors and e-commerce sees a strong demand for highly skilled employees. Council has a role in fostering relati onships between businesses and educati onal providers to ensure the required skills are being obtained to sustain the growing demand and assist in closing the skills shortage.

With the decline in traditi onal manufacturing, some large industrial buildings are nearing the end of their economic life. This is placing pressure on Council to re-zone industrial land for other uses including residenti al uses. Long term strategic directi on is required for the future planning and development of industrial sites to ensure Monash’s economy conti nues to thrive.

Sustainability has become a key factor for businesses in recent ti mes, especially with the rise in commodity prices. Businesses need to become more environmentally sustainable to reduce their carbon footprint but also to reduce operati ng costs of doing business so they can conti nue to compete domesti cally and internati onally.

Changes in demographics and the ageing populati on are again going to change the requirements of the community. Businesses will be required to support the changed needs of its consumers and look at strategies to provide fl exible work opti ons for workers over 60 years of age to uti lise their skills and experience and assist them in staying connected.

KEY ECONOMIC DEVELOPMENT ISSUES AND FACTORS

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Monash has many competi ti ve advantages that contribute toward having a thriving and sustainable local economy and being able to meet economic challenges.

These include:• Close proximity to the Melbourne CBD and the positi on as the gateway to the rapidly expanding south eastern growth corridor• Well educated skilled workforce with diverse linguisti c backgrounds• Highly skilled residents att racted to Monash due to its liveability

• Excellent educati on faciliti es with Monash University, Holmesglen TAFE and a range of public and private colleges and schools based here• Excellent links to the Monash and EastLink freeways and other major arterial roads with well established infrastructure• Good access to public transport including two train lines and a number of smart bus routes along arterial roads

• A substanti al innovati on cluster which includes the Australian Synchrotron, CSIRO, Monash Medical Centre, Monash University’s Science, Technology, Research and Innovati on Precinct, Biota Holdings, Toyota Research, Nanotechnology Victoria, the Australian Regenerati ve Medicine Insti tute and Australian Stem Cell Centre• Strong corporate identi ty with many nati onal and internati onal headquarters based in Monash• A diverse network of shopping and offi ce precincts.

STRENGTHS OF MONASH

The Economic Development Unit will be responsible for implementi ng the Strategy and Acti on Plan, with assistance to be provided by other Council departments.

The Economic Development Unit provides strategic advice and recommendati ons to Council departments and other stakeholders with the aim of strengthening the local economy.

The Unit facilitates new and existi ng businesses to improve their performance and competi ti ve edge by:

• Providing informati on and support services to businesses

• Supporti ng businesses in further educati on and training by conducti ng various business workshops and seminars that assist businesses in their development and growth

• Supporti ng the Monash Business Awards program to provide networking opportuniti es for businesses as well as recognising innovati on

• Facilitati ng the Economic Development Forum and maintaining a committ ee to assist Council in making informed decisions

• Working with trader associati ons to improve and promote Acti vity Centres

• Encouraging sustainable business practi ces

• Facilitati ng new business investment• Researching further economic

development initi ati ves • Working with the SEMIP

steering committ ee to assist in the facilitati on of the SEMIP strategy.

ROLE OF ECONOMIC DEVELOPMENT

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MONASH GALLERY OF ART. PHOTO: BRENDAN FINN 2013. ©MONASH GALLERY OF ART

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1. KEY STRATEGIC DIRECTION - BUSINESS SUPPORT

Victoria is home to the second largest number of small businesses in Australia, representi ng approximately 25.6% of the overall total (DIICCSRTE* Australian Small Business Key Stati sti cs and Analysis December 2012).

As of June 2011, there were approximately 522,896 small businesses in Victoria with small businesses contributi ng to approximately 30% of Victoria’s total producti on. At the start of 2012-2013, there were approximately 3 million micro enti ti es located in Australia with this populati on turning over less than $2 million dollars a year (ATO Compliance Program 2011-12 and ATO Compliance Program 2012-13). Monash has over 13,000 small businesses employing four or less persons.

Data from the DIICCSRTE Australian Small Business Key Stati sti cs and Analysis (December 2012) states that the small business failure rate is approximately 40.3% in the fi rst four years of operati on (June 2007-11). This highlights the strong and consistent support needed from Council and other government enti ti es to assist start up and small businesses in their initi al years of business.

OBJECTIVE 1.1

Provide relevant informati on and services to businesses to encourage further growth and development.

Relevant and up to date informati on is vital in assisti ng businesses in making informed decisions in an increasingly competi ti ve environment.

Council needs to be proacti ve in sourcing up to date informati on to assist businesses in making informed and eff ecti ve decisions. This informati on may be about regulati ons they are required to meet, grants that are available to support business growth or workshops and seminars that can assist businesses in developing business plans.

1.1 Information and Support Services

OUTCOME 1.1

Businesses have access to up to date informati on via Council’s communicati on portals.

ACTIONS PRIORITY TIMEFRAME

1.1.1 Further develop and enhance functi onality of Council’s existi ng High 2014 - 2015online business directory

1.1.2 Investi gate an online payment system to allow individuals to High 2014 - 2015register and pay for events online

1.1.3 Establish programs to encourage partnerships between businesses High 2013 - 2014and the local community and investi gati ng the development of social enterprises

1.1.4 Provide an updated “Business Kit” resource for start up businesses Low - Medium 2014 - 2015

1.1.5 Work in partnership with State and Federal Government Agencies High 2013 - ongoingto promote and facilitate assistance to small and medium sized businesses

1.1.6 Partner with the Small Business Mentoring Service and similar Medium 2014 - 2015organisati ons to provide mentoring services and assistance to local businesses

*Department of Industry, Innovati on, Climate Change, Science, Research and Terti ary Educati on.

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Further educati on and training are vital for the ongoing improvement of Monash businesses. It is important for all businesses to conti nuously review their development needs and to parti cipate in appropriate training courses that will strengthen their capacity and business skills.

Council partners with Small Business Victoria to deliver relevant training programs for businesses and where there is a gap in training, experienced consultants are engaged to facilitate training.

About 50% of respondents to the Monash Business Survey indicated their preference to have access to certi fi cate-certi fi ed courses that are linked with terti ary educati on insti tuti ons. It is important to build on existi ng relati onships with educati onal insti tuti ons to off er businesses programs available.

It is also essenti al to strengthen relati onships between educati onal insti tutes and businesses to ensure relevant educati onal programs are conducted that meet industry standards. This ensures that students receive the correct training and are ready to enter the workforce at the conclusion of their studies.

1.2 Training Programs and Workshops


1.2.1 Facilitate relevant training and educati onal workshops throughout High Ongoing the year as required with varying topics

1.2.2 Build on relati onships with local educati onal providers and the Medium 2014 - ongoing business community to assist in creati ng the pathway for students and existi ng employees in their work experience and accreditati on

1.2.3 Strengthen partnerships with State and Federal Government Medium Ongoing agencies, local educati on providers and the Monash Enterprise Centre to facilitate training programs for start up businesses and to assist businesses in their growth

OUTCOME 1.2

Relevant high quality workshops and seminars are off ered and att ended by local businesses.

OBJECTIVE 1.2

Conti nue to provide high quality educati onal workshops and seminars to enhance the skills of the current workforce.

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1.3 Marketing and Communication

It is vital to create eff ecti ve two-way communicati on channels with the business community in order to promote the “First for Business” presence.

Strong and acti ve communicati on is needed to promote the business services and support available to the local business community.

The growth in online communicati on means there is a need for a strong online presence as well as traditi onal forms of communicati on.


1.3.1 Refresh the “First for Business” Low 2013 - 2015branding for Monash

1.3.2 Redevelop the Monash Medium 2013 - 2015 “First for Business” website

1.3.3 Investi gate the creati on of a Medium 2014 - ongoing marketi ng strategy to acti vely market the services provided by the Economic Development Unit

1.3.4 Creati on of a sponsorship Low 2015 - 2017document to generate support and assistance for large events such as the Annual Women in Business Exhibiti on and Luncheon

OBJECTIVE 1.3

Raise and strengthen the profi le of Monash being “First for Business” through the promoti on of Council’s business services, the celebrati on of achievements made by local businesses and showcasing the City.

Facilitate and encourage communicati on with the business community so the Economic Development Unit is the fi rst point of contact for all business related enquiries.

OUTCOMES 1.3

The business community is aware of business services available from Council.

The Economic Development Unit is the fi rst point of contact for all business related enquiries.

OBJECTIVE 1.4

Provide an environment where local businesses are connected to one another irrespecti ve of business trade and industry.

Provide suitable forums where valuable informati on can be shared and valuable working business relati onships established.

OUTCOME 1.4

Local businesses are aware and have access to a range of forums and networks acti ve in the City.

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1.4 Events and Networking

Networking opportuniti es are essenti al for business development. Networks provide businesses with the ability to share informati on and gain access to other business products and services. Smaller businesses have the opportunity to network with larger corporati ons to keep up to date with the latest technologies and development.


1.4.1 Provide ongoing support and High Ongoing promoti on of the Monash Business Awards

1.4.2 Provide ongoing support to the High Ongoing Economic Development Forum

1.4.3 Promote and positi on the Women’s High Ongoing Business Network as a premier network for business women in the region

1.4.4 Provide assistance to other Medium Ongoingnetworks in the region that assist businesses within Monash

1.4.5 Support industry specifi c Medium Ongoing networking groups for businesses through SEMIP

OBJECTIVE 1.5

Establish and promote a Business Month that provides businesses with the opportunity to attend specialised and topic/industry relevant events and training programs.

OUTCOME 1.5

Businesses are aware and participate in specialised and topical events and training programs.

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- OBJECTIVE 1.6

Provide an opportunity for local businesses across all industries and trades to showcase and exhibit their services to the public at a large scaled event. The aim is to promote business connecti vity and business support services and to strengthen relati onships across all sectors.

OUTCOME 1.6

Businesses are showcasing products and services via exhibits and connecti ng with the local business community.

1.6 Tradeshows

Tradeshows provide an opportunity for businesses to showcase their services and products. They provide an avenue for government departments to promote the assistance available to businesses and to encourage businesses to build relati onships with each other.

Tradeshows are important in connecti ng businesses across multi ple industries with one another.


1.6.1 Creati on of a Marketi ng and Acti on Medium 2014 - 2015 Plan to promote a tradeshow

1.6.2 During Business Month, hold a Medium 2014 - ongoing tradeshow open to all businesses in Monash across all industries where appropriate

1.6.3 Include and promote the tradeshow Medium 2014 - ongoing as part of the Small Business Festi val Month, held annually in August by Small Business Victoria where appropriate

1.6.4 Partner with government Medium 2014 - ongoingdepartments to exhibit and provide advice to businesses att ending the tradeshow (e.g. Australian Taxati on Offi ce, Small Business Mentoring Service, Small Business Victoria etc)

1.5 Business Month

The running of a series of events (over a month), that will provide businesses with the opportunity to att end various specialised seminars and workshops as well as networking events.


1.5.1 Preparati on of a Acti on Plan to Medium 2013 - 2014 outline the project objecti ves, topics and funding requirements

1.5.2 Obtain sponsorship from local Low 2014 - ongoing businesses to generate additi onal support and exposure for the events and training programs

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Further education and training are vital

for the ongoing improvement of

Monash businesses.

CONFERENCE THEATRE, AUSTRALIAN SYNCHROTRON

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OBJECTIVE 1.7

Support and assist home-based businesses to grow.

OUTCOME 1.7

Home-based businesses have access to relevant informati on and support.

1.7 Home-Based Business

The way people traditi onally manage business has changed in recent ti mes due to a number of diff erent factors including the rise of e-commerce. This in turn has seen a growth in the number of businesses being operated from home.

People who work from home can have more fl exibility with their working hours and these arrangements can be more convenient, especially for those business operators who have children. It also provides an opportunity to develop skills in a whole new fi eld and start a new career.


1.7.1 Establish ways of identi fying home-based businesses and identi fy High Ongoing their needs

1.7.2 Provide a specialised informati on kit for home-based businesses Medium 2015 - 2017

1.7.3 Provide mentoring services to support home-based businesses Medium 2014 - ongoingin their growth

1.7.4 Create a home-based business network as a support system High 2015 - ongoingthrough the Monash Enterprise Centre

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1.8 Monash Enterprise Centre

The establishment of new businesses is vital for a vibrant and expanding regional economy; however these businesses are most vulnerable to failure within their fi rst few years of operati on. It is criti cal that new businesses receive support in establishing sound business skills and practi ces.

The Monash Enterprise Centre (MEC) is a signifi cant business asset to Monash. The Centre is the only business incubator in the south eastern metropolitan region that supports a signifi cant number of tenants (on-site and virtual) to establish and support new businesses.

The SEMIP strategy – Strategic Theme 3 – Exciti ng Places for People to Learn, Work, Live and Invest – has listed ‘Innovati on Hubs’ as an initi ati ve. Council is seeking to extend the MEC to create an Eastern Innovati on Business Centre (EIBC) for the region. Government funding has been applied for with the support of stakeholders in the region. If funding is successful, the new building will include a recepti on, 25 offi ces, two workshop areas, two meeti ng rooms, an open area, kitchen, toilets, car parking and landscaping.

The proposal will off er ‘virtual’ support to business, fl exible licence arrangements, expert mentoring services, business training, ‘web-inar’ and ‘e-learning’ business development, knowledge exchange, promoti on and marketi ng, review of supply chains, advocacy, partnerships, innovati on and technology adopti on, regional links, referrals and administrati on and booking services.

OBJECTIVE 1.8

Recognise, promote and support the work of the Monash Enterprise Centre.

OUTCOME 1.8

Local businesses and individuals are aware and uti lise the services provided by the Centre.


1.8.1 Enhance and expand the existi ng MEC as appropriate High Subject to funding

1.8.2 Promote the Centre’s services and assistance to home-based High Ongoing businesses that want to move to commercial premises

1.8.3 Promote the virtual membership off ered by the MEC High Ongoing

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Activity Centres and employment clusters will be the focus of

major change in the next 30 years.

CLAYTON COMMUNITY CENTRE

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Acti vity Centres and employment clusters will be the focus of major change in the next 30 years.

Acti vity Centres provide the opportunity for redevelopment due to their strategic locati on with regard to public transport and major infrastructure. They also provide att racti ve environments and a focus for community acti viti es and social life.

Council would like to see major Acti vity Centres be a hub where people meet and parti cipate in acti viti es, with good access to public transport and parking faciliti es and with a range of recreati onal, cultural and entertainment opti ons.

There are several major Acti viti es Centres in Monash that feature a mixture of retail, commercial and community faciliti es. Glen Waverley serves as the Principal Acti viti es Centre within Monash, while Brandon Park, Clayton, Mount Waverley and Oakleigh operate as Major Acti viti es Centres.

Pinewood, Wheelers Hill, Syndal and Waverley Gardens operate as Neighbourhood Centres. In additi on, there are several small community strip shopping centres within the municipality such as those in Ashwood, Hughesdale and Hunti ngdale.

Trader associati ons are integral in the development of shopping strips in Acti vity Centres. Council needs to be proacti ve in partnering with trader associati ons to understand the needs of their businesses in Acti vity Centres.

According to Business Victoria, there are approximately 35,780 retail businesses in Victoria, which employ 310,700 people, forming 10.9% of the State’s employment. Retail Trade is the fourth largest industry in Monash, employing about 12,487 people (Economy.id, June 2012) and Council needs to be proacti ve in promoti ng and assisti ng its retailers to ensure these businesses keep thriving and providing jobs and services to the local community.

2. KEY STRATEGIC DIRECTION - ECONOMIC PRECINCTS

Acti vity Centres and employment clusters will be the focus of major change in the next 30 years. The Victorian Government is reviewing the Metropolitan Planning Strategy (MPS) and a discussion paper has been prepared to generate debate and discussion among Melbournians about the future of the City and will inform the MPS. The outcome of the MPS will be taken into account with the implementati on of this Strategy.

The Technology Precinct performs a specialised functi on outside of commercial, retail and residenti al uses. Businesses within this precinct play a major role in the economic and commercial viability of Monash. The precinct is also recognised as a key employment hub for south eastern Melbourne.

Council has commenced an audit of industrial land in Monash which will form the basis of an Industrial Land Use Strategy. This Strategy will provide the necessary strategic directi on and supporti ng analysis to support the future planning and development of industrial land within the municipality.

2.1 Activity Centres OBJECTIVES 2.1

Support the further development of a network of vibrant and economically viable Acti vity Centres which provide a range of retailing, commercial, entertainment and community services and spaces for residents and businesses.

OUTCOMES 2.1

Acti vity Centres across the City remain vibrant with a range of acti viti es available for the community.

Strong partnerships between Council and trader associati ons are established and maintained.

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2.1 Activity Centres cont’d

In July 2012 the Victorian Government announced its $6 million Streetlife Program designed to inject new life into small retail businesses. With this program the Victorian Government intends to partner with councils and business trader groups to support small retail businesses in local shopping precincts throughout the state.

The four-year $6 million Streetlife Program for retailers will help develop their business and marketi ng strategies, boost skills, and improve online and social media capacity in order to increase customer traffi c and sales. This is considered important having regard to the growth of e-sales and the digital economy.

Council can also apply for funding to assist in strengthening trader associati ons that support local small businesses to work together collaborati vely to the benefi t of the precinct.

The emergence of night ti me economy and alfresco style dining in Acti vity Centres such as Glen Waverley and Oakleigh is creati ng expectati ons from the community regarding the services and infrastructure that Council needs to provide. Council needs to focus on the community’s ‘aft er hours’ requirements and will need to review infrastructure that is required to support this, parti cularly community safety at night. Supporti ng businesses to ensure services are delivered to the community successfully is essenti al. Council will need to partner with trader associati ons to work together to create the best results for the community and businesses.

Place-making is important in refreshing the ambience and relevance of Acti vity Centres. It is crucial in the creati on of good public spaces that promote people’s health, happiness, and well-being while taking into account the community’s needs and aspirati ons for the public areas.


2.1.1 Encourage the establishment of acti ve trader associati ons in Acti vity Medium Ongoing Centres to assist in the promoti on and operati onal issues of the centres

2.1.2 Create a campaign in conjuncti on with local traders to encourage local Medium 2013 - ongoingresidents and visitors to make purchases locally

2.1.3 Partner with trader associati ons in developing business and marketi ng Medium 2014 - ongoing plans for each centre to increase visitati on and usage

2.1.4 Create a marketi ng campaign with trader associati ons to encourage Medium 2014 - ongoing businesses in Acti vity Centres to decorate their shop windows during the festi ve season

2.1.5 Investi gate a night ti me economy study Medium Subject to funding

2.1.6 Conduct Place-making analysis of various Acti vity Centres to identi fy Medium Subject to funding strengths and needs and develop acti ons as appropriate

2.1.7 Upgrade public spaces and community assets in Acti vity Centres Medium Subject to fundingthrough Place-making programs as appropriate

OBJECTIVES 2.2

To identi fy the needs of larger Acti vity Centres and encourage appropriate developments within the Centres to improve the viability of each Centre.

OUTCOMES 2.2

Improved viability and development of each Acti vity Centre.

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2.2 Major Developments within Activity Centres

With major change being promoted within Acti vity Centres, there is a need to plan and manage these changes to ensure that the future viability and development of the Acti vity Centres are opti mised.

As the statutory authority and a major land holder within the larger centres, Council is well placed to manage and direct future directi ons of these centres.

The preparati on of master plans for key Acti vity Centres is crucial in understanding how to further enhance and develop these Centres to derive the most benefi t for the community and business.

Council has commenced a master plan study of Glen Waverley which will assist in guiding Council with the future development of the Centre and its future needs.


2.2.1 Progress and implement acti ons identi fi ed within the Glen Waverley High 2014 - ongoing Acti vity Centre Master Plan project

2.2.2 Progress the constructi on of a major development on Council land High 2014 - 2017within the Oakleigh Acti vity Centre at Hanover Street

2.2.3 Investi gate potenti al development opti ons within other Acti vity Medium Ongoing Centres and progress as appropriate

2.2.4 Progress the preparati on of master plans for Acti vity Centres High Subject to funding as appropriate

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The Monash Technology Precinct

is one of only ten Specialised Activity

Centres in Metropolitan Melbourne.

AUSTRALIAN SYNCHROTRON

OBJECTIVE 2.3

To promote and encourage further investment in the Monash Technology Precinct as the primary strategic locati on for high technology research and development industries in Victoria.

OUTCOME 2.3

Increased awareness of the Monash Technology Precinct nati onally and internati onally.

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2.3 Technology Precinct

The Monash Technology Precinct is one of only ten Specialised Acti vity Centres in metropolitan Melbourne. This Precinct contains businesses and related research faciliti es such as Monash University, Monash Medical Centre and the Australian Synchrotron.

The Technology Precinct performs a specialised functi on outside of commercial, retail and residenti al uses. Businesses within this precinct play a major role in the economic and commercial viability of Monash. The Precinct is also recognised as a key employment hub for south eastern Melbourne.

Monash is a key stakeholder in SEMIP which focuses on the expansion of existi ng regional innovati on capabiliti es and networks.

SEMIP has signifi cant potenti al and considerable strengths to compete internati onally such as the Australian Synchrotron, CSIRO’s largest Research and Development site, Melbourne Centre for Nanofabricati on as well as fl agship companies – Toyota Research, BMW, Biota and Advanced Polymer Technology.

SEMIP’s strategy also focuses on improving connecti ons between businesses and between businesses and research faciliti es.

Under the Federal Government Jobs Plan, ten industry innovati on Precincts will be established in areas where Australian fi rms can compete in internati onal markets. The fi rst Precinct identi fi ed is a Manufacturing Precinct based in Clayton which would contain resources to progress advanced manufacturing. The plan proposes that the Precinct would enhance and further strengthen partnerships between industry, research organisati ons, universiti es, large fi rms and government.

Council will conti nue to engage with SEMIP and assist in the implementati on of the SEMIP Strategy to achieve a strong innovati on precinct with parti cular emphasis on Strategic Theme 2 – Accelerati ng Business Innovati on – with a key objecti ve – Encourage leading knowledge-intensive businesses with commercial, research or educati onal synergies to locate within the region. This also applies to Strategic Theme 3 - Exciti ng Places for People to Learn, Work, Live and Invest with a key objecti ve – Foster an entrepreneurial culture that encourages people to invest and work in the region.

To achieve the vision of being “First for Business”, acti ons in the strategy have been included to proacti vely promote the Monash Technology Precinct to facilitate further investment in Monash as well as providing support networks for existi ng businesses to build bett er relati onships with other businesses and research faciliti es. Council can play a crucial role in assisti ng in creati ng connecti ons between relevant businesses and research organisati ons.

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2.3.1 Create a marketi ng campaign for the existi ng and new Manufacturing Medium - High 2014Precincts to encourage nati onal and internati onal investment in Monash by building on the strengths of the Technology Precinct to secure its long term future as a magnet for high technical research, development and industry

2.3.2 Adopt a regional approach with Monash University, Southern Health, Medium - High OngoingCSIRO, Australian Synchrotron, Department of State Development, Business and Innovati on and the Department of Planning and Community Development in conjuncti on with other key stakeholders such as SEMIP, to advocate for further investment in the Precinct

2.3.3 Conti nue to collaborate with the SEMIP advisory committ ee and High Ongoing assist in the implementati on of the SEMIP Strategic Plan

2.3.4 Assist businesses to connect with other businesses or research High Ongoing insti tutes to further help develop their products

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2.4.1 Assist in the implementati on of the Industrial Land Use Strategy Medium 2014 - 2015

2.4.2 Advocate to the State and Federal Governments to assist in the Medium Ongoing retenti on of manufacturing businesses within the municipality and State

2.4.3 Advocate for the retenti on of industrial zoned land to provide Medium Ongoing future employment opportuniti es

2.4 Industrial

The Industrial Precinct is a major employment hub within the City of Monash. This Precinct is under pressure for a change in use as a result of the rise in land value and the change in acti viti es.

Offi ce accommodati on and commercial industries are growing in Monash and replacing larger industrial premises. There is also a trend for rezoning some sites for residenti al purposes.

Council has begun an audit of industrial land in Monash which will form the basis of an Industrial Land Use Strategy. This Strategy will provide the necessary strategic directi on and analysis to support the future planning and development of industrial land within the municipality. It will assist Council in considering rezoning proposals.

OBJECTIVE 2.4

To support the implementati on of an industrial land use strategy to guide Council on the planning and development of industrial sites.

OUTCOME 2.4

Industrial areas in Monash are retained and strategy acti ons implemented.

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...continuous improvement and investment on the City’s roads and

walking and cycling networks.

JELLS PARK

OBJECTIVE 3.1

Advocate for improved transport infrastructure that reduces traffi c congesti on and improves access to key employment hubs.

OUTCOME 3.1

Increased awareness and usage of sustainable transport opti ons within the City.

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3. KEY STRATEGIC DIRECTION - INFRASTRUCTURE DEVELOPMENT AND SUSTAINABILITY

Monash’s strength lies in the municipality’s locati on as it links key transport corridors, as well as the conti nuous improvement and investment on the City’s roads and walking and cycling networks. Good transport infrastructure and clean, safe business and community environments are essenti al in encouraging economic development.

By improving local roads, walking paths and cycling networks in the area, Council encourages further uses of diff erent infrastructure that will decrease the reliance on cars and therefore decrease congesti on of local roads.

The increasing pressure on natural resources, climate change and the increase in the populati on around the world have made sustainability a key issue for not only the community but businesses as well.

Businesses should have strategies in place to address their usage of materials and energy and reduce their wastage.

It is therefore important for Council to promote and assist businesses in becoming more environmentally sustainable to ensure environmental standards are being met and businesses are reducing their usage.

3.1 Transport

Good transport infrastructure is an important element for the eff ecti ve and effi cient movement of people from their place of residence to their place of employment or recreati on. It is also criti cal to the effi cient movement of goods from their place of manufacture to the consumer.

Excellent links to the Monash and EastLink freeways and other major arterial roads and good public transport opti ons provide businesses within Monash direct access to the Melbourne CBD and their consumer and employment markets.

Linking key transport corridors, as well as conti nuous improvement and investment on the City’s roads, walking and cycling networks is essenti al in encouraging economic development.

Other adequate infrastructure including suffi cient parking faciliti es is required in Acti vity Centres for visitors to ensure we conti nue to att ract people to the Centres.


3.1.1 Advocate for bett er intra-city and intra-region public transport faciliti es Medium Ongoing to ensure adequate transportati on is available to access Acti vity Centres and key employment areas

3.1.2 Coordinate improvements to roads, walking and cycling networks Medium Ongoing with the ongoing redevelopment of the urban area

3.1.3 Encourage the use of public transport and the various walking and Medium Ongoing cycling tracks in Monash to promote sustainable transport opti ons

3.1.4 Conti nue to invest in and improve car parking faciliti es in and around High Ongoing Acti vity Centres as appropriate

OBJECTIVE 3.2

Provide a safe, clean, att racti ve and easily accessible environment which encourages ongoing business development and promotes community acti viti es for the benefi t of businesses, residents and visitors to the municipality.

OUTCOME 3.2

Safe, clean, att racti ve and easily accessible environments uti lised by the local residents and the business community as a desired space for work or undertaking community related acti viti es.-

30 -

3.2 Streetscapes

The appearance of the municipality, ease of access and good locality informati on are key in providing a vibrant and att racti ve investment environment as well as att racti ng visitors to Monash.


3.2.1 Maintain and manage infrastructure High Ongoing around Acti vity Centres e.g. footpaths, street furniture, lighti ng and landscaping

3.2.2 Implement and install consistent Medium Subject to“way fi nding” boards, parking signs, fundingsuburb signage and Acti vity Centre and retail shopping strip signage throughout the municipality

3.2.3 Create and enhance public spaces Medium - High Subject towithin Acti vity Centres funding

OBJECTIVE 3.3

To encourage and assist businesses in the implementati on of best sustainable business practi ces.

OUTCOMES 3.3

Increased awareness and adopti on of environmentally sustainable business practi ces.

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3.3 Sustainability

Environmental sustainability is becoming increasingly important to the everyday running of businesses. Businesses are challenged to meet best practi ce environmental standards and this coupled with high uti lity costs, places pressure on businesses to become more sustainable.

In November 2012, the State Government announced a three-year $10 million Smarter Resources, Smarter Businesses funding program. The funding is available to medium-sized businesses to assist in the improvement of resource effi ciency as well as generati ng a competi ti ve edge in an economy where there is an increasing focus on sustainability.

Waste management has become an increasingly important issue for businesses in recent ti mes. Waste management plans and access to recycling faciliti es are increasingly required by businesses in Monash.

Respondents from the Monash Business Survey (56.8%) indicated they required support in creati ng waste management plans for their businesses while 43.6% of respondents stated they would like Council to provide recycling faciliti es for businesses.

It is criti cal for Council to promote and assist businesses in becoming more environmentally sustainable and promote and encourage businesses to apply for funding that is available. Business educati on in sustainability is required to ensure businesses understand the importance of sustainable business practi ces and how they will benefi t from these practi ces.


3.3.1 Provide businesses with assistance in creati ng Waste Medium 2014 - ongoingManagement plans

3.3.2 Support and provide informati on to businesses about accessing High 2014 - ongoingrecycling faciliti es

3.3.3 Provide educati onal programs on sustainability practi ces for businesses High 2014 - ongoing

3.3.4 Promote Fair Trade initi ati ves to businesses and at community events Medium Ongoing

3.3.5 Promote the “Monash Pride Crew” and its services to businesses Medium Ongoing in and around Acti vity Centres

3.3.6 Partner with Sustainability Victoria to assist businesses to make Medium 2014 - ongoing demonstrable energy and material savings, and to support the take-up of changed practi ces

3.3.7 Partner with Yarra Valley Water and South East Water and other Medium 2014 - ongoingwater companies as appropriate to assist businesses in water wastage reducti on projects

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Tourism is a significant industry within Australia and a

key component in generating funding

for essential economic infrastructure.

MONASH GALLERY OF ART. PHOTO: BRENDAN FINN 2013. ©MONASH GALLERY OF ART.

OBJECTIVE 4.1

To encourage tourism development within the City in order to maximise employment and deliver long-term economic, social and cultural benefi ts. The aim is for Monash to be a competi ti ve domesti c tourism desti nati on and possibly, an internati onal tourist desti nati on.

OUTCOME 4.1

Increased awareness of the City as a competi ti ve and att racti ve tourism desti nati on.

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Tourism is a signifi cant industry within Australia and a key component in generati ng funding for essenti al economic infrastructure.

Visiti ng friends and relati ves represents a large component of tourism spending in Victoria. The aim of this secti on is to encourage visitors to uti lise local att racti ons and restaurants in Monash rather than going into the CBD. We want to encourage residents to shop locally and use local att racti ons to entertain guests in Monash.

An updated food and accommodati on guide showcases the many excepti onal restaurants and cafes in Monash and provides residents and visitors with an easy to use guide to dining and accommodati on in Monash.

Visiti ng family and friends of the large internati onal student populati on in Monash provides a potenti ally lucrati ve market for local businesses to tap into as well. According to Tourism Victoria visitors from China, India and Indonesia represent a strong growth market. Glen Waverley has a very disti nct number of cafes and restaurants. Internati onal visitors from Asian countries in parti cular are visiti ng Kingsway as part of the tours they are on. This is another potenti ally large tourist market that can be tapped into by local businesses in the area.

4. KEY STRATEGIC DIRECTION - ATTRACTION AND INVESTMENT STRATEGIES

According to Tourism Victoria in 2010-11, tourism was esti mated to be worth approximately $15.9 billion to Victoria’s economy and directly generated approximately 118,000 jobs in Victoria. Furthermore, the largest share of direct tourism employment (27%) was refl ected in cafes, restaurants and takeaway food services (Tourism Victoria, Economic Contributi on of Tourism to Victoria 2010-11) which represents the fourth largest industry secti on of businesses located within the Monash municipality.

Monash aims to create and retain business investment in Monash, which is in accordance with A Plan for Australian Jobs as announced by the Australian Government’s Industry and Innovati on department in 2012. Monash will conti nue its support of the Department of State Development, Business and Innovati on ‘Major Project’s Assistance’ and ‘Invest Australia’ initi ati ves whose mission is to deliver projects that achieve excepti onal economic, social and environmental outcomes for the Victorian community (www.dbi.vic.gov.au, October 2012).

4.1 Tourism


4.1.1 Investi gate the development of a Tourism Strategy and Acti on Plan Medium 2015 - 2016

4.1.2 Redevelop the Food and Accommodati on Guide and have it Low 2014 - 2015available electronically

4.1.3 Enhance partnerships with key tourism organisati ons (Tourism Medium 2014 - ongoing Victoria, Desti nati on Melbourne) to promote local tourism in Monash Subject to funding

4.1.4 Identi fy and develop promoti onal material about local att racti ons Low 2015 - 2016 to share with visitors to the municipality

4.1.5 Investi gate and implement, as appropriate, the development of Low 2015 - ongoing potenti al local att racti ons to encourage people to visit Monash

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4.2 Investment Attraction

Monash has a large amount of att racti ve resources with excellenttransport linkages and a comprehensive network of retail, entertainment, commercial and industrial premises. Monash has a highly skilled, educated and multi -cultural resident workforce that can prove att racti ve for companies locati ng to Monash as they have access to this highly skilled workforce.

Monash has an environment which is att racti ve to investors which fosters business growth.

Providing up to date informati on for businesses considering moving to Monash is crucial in att racti ng multi nati onals to Monash.

While the Federal Government is investi ng to keep manufacturing businesses in Australia, the decline in traditi onal manufacturing and rise in innovati ve and service based businesses is evident. Council should proacti vely att ract new businesses to the area to create further opportuniti es and strengthen the local economy.

Council should also endeavour to retain existi ng businesses by providing advice and guidance through the approvals process and with business re-locati ons in Monash.

OBJECTIVE 4.2

To encourage new and further investment in Monash and to support existi ng businesses to stay in Monash and providegreater employment opportuniti es.

OUTCOME 4.2

Increased awareness of the City as an att racti ve and viable business locati on.

Support and assistance provided to existi ng businesses to remain in the City.


4.2.1 Investi gate a Business Att racti on and Retenti on Strategy Medium 2014 - 2015and Acti on Plan

4.2.2 Investi gate the development of an Investment Prospectus, Medium Subject to fundinghighlighti ng Monash’s key assets to encourage further investment

4.2.3 Partner with SEMIP to att ract innovati ve and knowledge based Medium Ongoing businesses to Monash

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Monitoring and Evaluation

This Strategy and Acti on Plan will guide Council for the next four years. To ensure eff ecti ve implementati on of the Strategy and Acti on Plan, it is crucial for Council to monitor the economic environment to ensure changing business needs are being properly addressed and supported, as well as recognise and understand the importance of businesses within the City.

What are the key expected outcomes?

The key outcomes of the strategy are:

• Businesses provided with relevant and ti mely informati on and assistance when required• Economic precincts remain viable and att racti ve for investment• The City is an att racti ve tourism desti nati on• Initi ati ves as outlined in this strategy and acti on plan are delivered eff ecti vely on ti me and within budget• Increased awareness of Council’s business products and services• Increased use of Council’s business services.

The Economic Development Team will monitor the implementati on of the strategy by:

• Undertaking a business survey to monitor usage of Council’s business services • Conti nuously reviewing the economic environment and government policies aff ecti ng businesses• Investi gati ng opportuniti es to improve services and implement new projects and services• Preparing annual progress reports on the implementati on of the Strategy to ensure outcomes are being met – on ti me and within budget.

Economic Development Unit293 Springvale Road Glen Waverley 3150

PO Box 1, Glen Waverley, VIC, 3150

Phone: 9518 3454Fax: 9518 3444TTY: 9518 3655Email: [email protected]: monash.vic.gov.au

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