Economic

Development

Strategy

Updated April 2014

Executive Summary 2

Section 1 – Introduction 4

1.1 Bayside in context 5

1.2 Local economic development as a concept 5

1.3 Scope and purpose of EDS update 5

1.3.1 Community Plan 2020 and Council Plan 2013 – 17 priorities 5

1.3.2 New research and data on the Bayside economy 5

1.3.3 Plan Melbourne Metropolitan Strategy and reformed Planning Zones 7

1.3.4 Victorian Parliamentary Inquiry into Economic Development in Victoria 7

1.3.5 Actions implemented since 2010 7

1.3.6 Scope of 2013 update to EDS 7

1.3.7 Areas beyond the scope of the 2013 update 7

1.4 Policy Context 8

1.4.1 Bayside 2020 Community Plan 8

1.4.2 Bayside Council Plan 2013 - 2017 8

1.4.3 Bayside Tourism Strategy 2013 9

1.4.4 Other Council policies and strategies 9

Section 2 – Economic Characteristics of Bayside 10

2.1 Introduction 11

2.2 Bayside’s population and workforce 11

2.2.1 Bayside’s population structure and age groups 11

2.2.2 Summary and conclusions – Bayside’s population structure by age 13

2.2.3 Employment in Bayside and labour force characteristics 13

2.2.4 Bayside residential labour force characteristics and status 14

2.2.5 Summary and conclusions – Bayside’s labour force status 15

2.2.6 Residential labour force occupation characteristics 15

2.2.7 Summary and conclusions – Bayside’s occupational characteristics 18

2.2.8 The industries of employment for Bayside’s residents 18

2.2.9 Summary and conclusions – industries of employment of Bayside’s residents 20

2.2.10 Jobs in Bayside 20

Shift-share analysis 24

2.2.12 Summary and Conclusions– Employment in Bayside and its labour force 25

2.3 Bayside’s business landscape and activity 26

2.3.1 Introduction 26

Contents

2.3.2 Business establishments in Bayside by number of employees 26

2.3.3 Business establishment turnover in Bayside – 2011 27

2.3.4 Commercial investment activity in Bayside 28

2.4 Conclusions – What do we now know about the Bayside economy? 30

2.4.1 Key observations 30

2.4.2 Bayside’s comparative advantages and strengths 30

3. Council’s Economic Development Vision and Strategic Objectives 32

3.1 Evaluation and key findings of the 2013 update 33

3.2 Economic outlook and directions 33

3.3 Council’s Vision and Objectives 34

3.4 Analysis of Action Program 2010-13 35

4. Bayside as a regional economy and opportunities to foster growth 46

4.1 What drives Bayside’s economy? 46

4.1.1 Human capital, particularly educationand skills 48

4.1.2 Sustainable communities and population growth 48

4.1.3 Comparative advantage and business competitiveness 48

4.1.4 Economic connectivity 49

4.1.5 Effective cross-sectoral and intergovernmental partnerships 49

4.1.6 Recent State Government policy changes and directions 49

Plan Melbourne Metropolitan Strategy 49

Planning Zone changes 50

4.1.7 Bayside’s economic development outlook and priority action areas 50

5. SWOT and Action Plan 52

5.1 Economic Driver 1 – Leveraging and building Bayside’s human capital 53

5.2 Economic Driver 2 – Sustaining economic growth in Bayside 55

5.3 Economic Driver 3 – Strengthening Bayside’s businesses: comparative advantages and competitiveness 58

5.4 Economic Driver 4 – Economic connectivity and access to markets 61

5.5 Economic Driver 5 – Leveraging cross-sectoral and intergovernmental partnerships 62

5.6 Bayside’s key commercial precincts 63

5.6.1 Bayside’s Activity Centre network 63

5.6.2 Findings of the Bayside Business Monitor 2012 63

5.6.3 Bayside’s activity centres and action plan 66

5.7.1 Bayside Business Employment Area (BBEA) 70

5.7.2 Findings of the Bayside Business Monitor 2012 70

5.7.3 BBEA action plan 70

Appendix 1 – Acronyms, Glossary of Terms and Bibliography 73

Acronyms 73

Terms used 73

Bibliography 74

Appendix 2 – Shift-Share Analysis 74

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Economic development is a core area of responsibility for Council under the Local Government Act 1989. Bayside City Council adopted its first Economic Development Strategy (EDS) in November 2010. The purpose of the EDS was to provide a strategic framework for Council to support the sustainable development of the local economy, with particular reference to:

“…the needs and trends within the existing community and …opportunities to promote investment and employment growth within the changing local, domestic and international economic and environmental landscape.”

The 2010 EDS outlined the key dynamics of the local Bayside economy. Data from the 2006 ABS Census and the 2006 Bayside Business Monitor informed the EDS, together with opportunities to increase Bayside’s economic profile. These opportunities were then aligned with Council’s five key objectives for the municipality’s economic direction, and an action plan of value adding projects and programs was established.

Since the adoption of the EDS in 2010, many of the projects and programs that were within the action plan have been delivered and/or established, including the Bayside Business Monitor (2012). This comprised a detailed survey of Bayside’s major commercial precincts and was delivered soon after the release of the Australian Bureau of Statistics (ABS) 2011 Census of Population and Housing. The Census contained updated data on Bayside’s employment, businesses and demographics. Significant policy shifts have also occurred since the 2010 EDS was adopted, including the adoption by Council of the Bayside 2020 Community Plan, the Council Plan 2013-17, and changes by the Victorian Government to the Victorian Planning Provisions (VPPs).

The Bayside Economic Development Strategy 2014-19 provides an update of the performance and trends within the Bayside economy, and identifies the policy options available to Council in light of changes to the VPPs. The 2014-19 EDS also comprises an update to Council’s Action Plan for economic development, supported by the framework of the strategic objectives set in the 2010 EDS, the Bayside 2020 Community Plan and the Council Plan 2013-17.

The strategy identifies one of the key advantages of the Bayside economy is the desirability of its location to reside in, work and enjoy.

Journey to Work data in the 2011 Census indicates that the municipality sits within a broader economic region in Melbourne’s south-east that stretches from the CBD to as far as Dandenong. Bayside’s integration within this economic region means there is a continuous flow of labour, investment, wages and profits to and from the municipality. Bayside’s economic performance will therefore depend critically upon the performance, patterns of trade and trends in this broader metropolitan context.

Nevertheless, the local economy is also subject to the same endogenous and exogenous factors which result in activity and growth as any regional economy. The drivers of sustainable economic growth and prosperity can be grouped into five categories:

1. Human capital

2. Sustainable communities and growth

3. Comparative advantage and business competitiveness

4. Access to markets

5. Effective governmental/private partnerships and integrated regional planning.

While much of Bayside’s land is used for non-commercial purposes (particularly residential), an estimated 33,000 people work within the LGA boundaries of Bayside. Approximately 48,900 of Bayside’s residents are employed, many of whom work outside of the municipality. Bayside’s highly educated and skilled workforce is primarily occupied in the service sector. The businesses operating in Bayside are overwhelmingly small to medium enterprises, also with a heavy service sector focus.

Bayside is at the forefront of transitions within the broader national economy towards information and highly-skilled based ‘quaternary’ and ‘quinary’ sector activities. This is considered a positive trend, as wages and profit potential in these specialised sectors is high. Being information and knowledge based also means that these sectors avoid some of the negative environmental externalities of earlier primary and secondary sector production. Bayside is therefore well positioned to balance the preservation of local amenity and a quality lifestyle, with high quality local employment and investment opportunities.

Based on the foundational information on the performance and structure of Bayside’s economy now available, Council’s role is to identify actions to consolidate and strengthen the key drivers of Bayside’s economy, whilst preserving a high quality lifestyle for residents.

Consequently, Council’s vision for Bayside’s economy over the life of the strategy is that:

“Bayside will be Victoria’s most attractive place to live and work, with new growth and investment in a local economy and business community increasingly structured around innovative, knowledge and service oriented enterprises.”

A new comprehensive five-year Action Plan has been developed that addresses the fundamental drivers of growth in the Bayside economy and also identifies special projects that will be undertaken to enhance the major commercial area’s in the municipality.

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1. Introduction

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Bayside is a Local Government Area (LGA) in south-east Melbourne and according to the Australian Bureau of Statistics (ABS), Bayside’s estimated resident population was 98,368 (as of 20th June 2013). The municipality covers an area of approximately 37 square kilometres, bounded to the west by a 17 kilometre stretch of Port Phillip Bay coastline from Brighton to Beaumaris, and to the east by Nepean Highway and the Frankston railway line. Bayside comprises established middle-ring suburbs and its predominant land use is residential.

Bayside is a desirable location to live and work, enjoying very favorable characteristics, including:

• residents have a much higher than average weekly household income profile

• residential, commercial and industrial property values are high

• the residential and non-residential workforce is highly skilled – managerial and professional occupations dominate the employed residential workforce

• unemployment is low.

See Section 2 – Bayside’s Economic Characteristics for further detail.

Bayside is not an economic region in its own right. It is part of a larger economic region in south-eastern Melbourne. The economic sphere of influence impacting on Bayside extends to the local government areas of Glen Eira, Kingston, Port Phillip, Stonnington, Monash, Melbourne, Frankston and Greater Dandenong. As a result, economic changes (such as new businesses, business closures, industry restructuring, new infrastructure and changing policies) in this broader region affect Bayside’s business environment.

Economic development is a significant component of Council’s functional responsibilities, policies and work program. Economic development also articulates part of Council’s relationship with business and resident communities. Council has a role to facilitate innovation, investment and job creation and to enhance the reputation of Bayside as a modern and progressive municipality.

Council’s role in economic development is implicit in Part 1A of the Local Government Act 1989 – S3c (2), which states “in seeking to achieve its primary objective, a Council must have regard to the following facilitating objectives:

(a) to promote the social, economic and environmental viability and sustainability of the municipal district;

(d) to promote appropriate business and employment opportunities.”

Council adopted the inaugural Economic Development Strategy (EDS) in November 2010 setting a vision and strategic framework for managing and enhancing Bayside’s local economy over a five year period. Within the framework of the Local Government Act 1989 and the Council Plan 2009-13, the 2010 Strategy addressed four key factors:

• the existing structure of the Bayside economy

• directions and needs of the Bayside community, taking into account current trends

• the broader regional economic context

• implications from state, national and global economic drivers and factors.

The scope of the 2010 EDS was:

“To document a Strategy that is consistent with the needs and trends within the existing community and that identifies opportunities to promote investment and employment growth within the changing local, domestic and international economic and environmental landscape.”

Since the original EDS was adopted by Council, a number of key developments have occurred that provide an impetus to update the Strategy.

1.3.1 Community Plan 2020 and Council Plan 2013 – 17 priorities

In 2011 the Bayside 2020 Community Plan was adopted following an extensive program of community engagement and consultation on what is important to the local community and its vision for Bayside for the decade through to 2021. Council adopted the new Council Plan 2013-17 in 2013, which elevated the function of economic development and tourism to one of the plan’s seven key goals and identified new areas of attention. These two policy documents are central to Council’s planning and policy framework and it is imperative that economic development initiatives are responsive to the priorities set by Council and the community. The next Section (1.4) addresses these two policy documents in detail.

1.3.2 New research and data on the Bayside economy

In addition to the new priority given to economic development in Bayside by Council, a considerable amount of new economic data for Bayside has since become available. The analysis of the four key economic factors (see page 4) that were identified in the 2010 EDS were underpinned by two primary sources of data: the Australian Bureau of Statistics Census of Population and Housing 2006 and the 2006 Bayside Business Monitor. This 2014 update incorporates new data from the ABS Census of Housing and Population 2011 and the findings of the Bayside Business Monitor 2012. This update will ensure Council’s approach to economic development is based on current data and that the strategic approach remains relevant and targeted.

1.2 Local economic development as a concept

1.3 Scope and purpose of update

1.1 Bayside in context

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Figure 1.1 City of Bayside

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1.3.3 Plan Melbourne Metropolitan Strategy and new Planning Zones

In July 2013, changes were introduced by the Victorian Government to the Victorian Planning Provisions (VPPs). The policy changes, which include significant changes to commercial and residential planning zones, have ramifications for permissible land uses in Bayside’s key commercial precincts. As this will change the investment environment that underpins economic growth, the changes to the VPPs require Council to identify areas of further strategic work that will ensure that Council’s economic development priorities are maintained through the transition to the new VPPs. Council’s strategic work will ensure that the Local Planning Policy Framework implements the State VPPs consistent with the economic development objectives in this Strategy.

In October 2013 the Victorian Government released the draft Plan Melbourne Metropolitan Strategy which articulates the Government’s vision for Melbourne’s development through to 2050. The implications of Plan Melbourne for economic development in Bayside will only be fully understood once the Government has finalised the framework for its implementation. However, indications are that there is significant alignment between Plan Melbourne and Council’s objectives for economic development in Bayside. The State Government’s plan is to finalise Plan Melbourne in early 2014.

The implications of these new directions for economic development in Bayside are analysed in Section 4.

1.3.4 Victorian Parliamentary Inquiry into Economic Development in Victoria

The Victorian Parliament’s Economic Development and Infrastructure Committee received terms of reference from the Legislative Assembly to conduct an Inquiry into Local Economic Development Initiatives in Victoria in June 2012 and tabled its report in July 2013.

At the time of writing, the Victorian Government is yet to respond to the tabled report, which it is required to do by 31 January 2014. It is appropriate for Council to reserve its response to the Inquiry’s findings and recommendations until the Government indicates what changes to the practice of economic development in Victoria it will adopt as policy. Once advice from the Government is received, Council can then formulate an appropriate response. The report makes 43 recommendations on:

• clarifying the roles of government, the private sector and the community in economic development

• reinforcing the importance of economic development for communities

• promoting and strengthening collaboration and partnerships with the private sector

• infrastructure funding and delivery mechanisms

• improving investment attraction schemes

• improving the Victorian regulatory environment

• local government electoral reform.

1.3.5 Actions implemented since 2010

In addition to newly available information to incorporate into Council’s approach to local economic development, 34 of the 49 actions from the five year work plan (commencing late 2010) in the current EDS have been implemented or established. An overhaul of the action areas in the plan is therefore appropriate to ensure the current actions are responsive. The new information also provides further opportunities for Council to pursue. The updated action areas incorporates the lessons learned from projects and programs implemented since 2010. For an analysis of the work plan, please refer to Section 3.4.

1.3.6 Scope of 2013 update to EDS

In light of these key developments, an update to the EDS is appropriate to maintain the relevance and efficacy of Council’s actions. In particular, this update seeks to ensure that the appropriate direction for economic management of the municipality is maintained, adhering to the principle of an evidence-based policy.

The scope of this update therefore extends to:

• incorporating and analysing newly available data

• identifying emerging economic trends

• identifying possible impacts from the new VPPs zone changes and strategic ramifications

• reviewing and updating the action plan undertaken by Council’s Economic Development Unit over a further five year period to ensure its appropriateness in its initiatives to enhance the local economy and to meet the facilitating objectives of the Victorian Local Government Act 1989 as discussed above.

1.3.7 Matters beyond the scope of the 2013 update

The vision for economic development in Bayside and the key objectives set in the 2010 have been examined at length and are not considered necessary to review. The 2010 EDS objectives and vision were developed through an extensive program of consultation and collaboration with local stakeholders, and in light of the key finding in Section 2 that Bayside’s overall economic composition and priorities remain the same as those identified in 2010 at a macro level, it is unnecessary to change the vision or strategic objectives to Council’s approach to local economic management.

1Council was invited to make a submission and did so in September 2012, which is available for viewing on the Victorian Parliament’s website. www.parliament.vic.gov.au

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1.4.1 Bayside 2020 Community Plan

The Community Plan articulates the community’s vision for Bayside over a ten year period. Based on an extensive and ongoing community engagement process, it sits at the heart of Bayside’s planning framework, providing an essential reference for all of Council’s plans, policies and strategies.

The vision of Bayside’s residents with respect to local economic management is that the community and business groups need opportunities to come together and identify new initiatives. Leadership from an economic development perspective is multi-faceted, including, but not limited to addressing climate change, promoting innovation and supporting knowledge-based industries. Collaboration between community, decision makers and business can enhance infrastructure, investment, employment opportunities, economic development and local liveability.

In particular, the Community Plan identified three areas of focus for economic management by Council:

Economic Leadership

Council can continue to build its facilitating and enabling role in local economic advocacy. Examples include the work already being done in managing activity centre developments and employment areas and associated implementation through the planning scheme. When Council knows what is important for its community and can support this knowledge

through its actions, it creates community support and connections to address the larger issues.

Village Life

By continuing to enhance and promote the local villages and shopping centres, there is a wonderful opportunity for them to become more vibrant, active and dynamic centres and meeting places for all age groups.

Sustainable Communities

Promoting sustainable development is not just about the built form of the community. The streets and roads and pathways and lifestyle of the area have changed. There are fewer car parks, more commuting and a disparate sense of community. With the increase in home-based work, Council can support options for living and working in the same area. Working from home is a sustainable concept that can be better recognised by Council.

The update to the EDS is informed by these community aspirations, and identifies opportunities where they can be enhanced with further analysis and through the actions undertaken to implement them.

Note that the 2020 Community Plan’s priorities for local tourism are addressed separately in the Bayside Tourism Strategy 2013.

1.4.2 Bayside Council Plan 2013 – 2017

The Council Plan 2013 – 2017 includes seven key goals aligned to the key priority areas of the Community Plan. Goal 6 – A thriving local economy (page 16) directly relates to economic development.

Goal 6 - A thriving local economy

Council Plan Goal (What we want from Bayside)

Strategic Objective (The outcomes we are seeking to achieve) Strategies (Our priorities over the next four years)

Strategic Indicators (How we will measure our success)

Goal 6 - A thriving local economy Bayside will be recognised as a leading business hub and a prominent coastal tourist destination.

Strategic Objective 6.1 Supporting creation of a strong, creatuive and innovative local economy

Strategy 6.1.1 Enhancing and improving our foresjore, assets and attractions to strengthen tourism in Bayside Strategy 6.1.2 Working with our business community to provide opportunities for growth and prosperity Strategy 6.1.3 Promoting business and tourism features and opportunities

• Percentage of annual initiative achieved (as set out within the Annual Budget)

• Improved comminity satisfaction rating for business and community development and tourism

• Percentage of annual actions from the Economic Development Strat-egy implemented

• Percentage of annual actions from the Tourism Strategy implements

• Incresed number of tourism publications distributed• Increased level of busines participation in the Bayside Business Net-

work

1.4 Policy Context

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Council Plan Goal 6, Strategic Objective 6.1 and the three key Strategies (6.1.1 – 6.1.3) articulate Council’s overall priorities for economic development focus over the next four years. The role of the updated EDS is to expand this focus into an overall framework of actions and policy to achieve Council’s Strategic Objective for local economic management.

The Council Plan’s strategic indicators are reflected in the action plan of this Strategy (See Section 6). Delivery of the projects, activities and programs are set out in the action plan are in the ‘annual actions’ to be implemented.

1.4.3 Bayside Tourism Strategy 2013

Reflecting the specific focus on tourism set by the community in the 2020 Community Plan, and reflected in Goal 6 of the Council Plan, the Bayside Tourism Strategy (2013) addresses the local tourism sector directly. As tourism has specific benefits and management challenges that are distinct from other

areas of economic development, the Tourism Strategy has been formulated to articulate Council’s dedicated tourism activities and priorities. The Tourism Strategy functions as a subordinate strategic plan to the EDS and the vision and strategic objectives of the EDS also set the parameters of economic management for tourism.

1.4.4 Other Council policies and strategies

Local economic development encompasses a wide variety of functions within Council, ranging from dedicated projects and programs to more indirect policies and actions that promote a wide range of economic externalities such as transport, land use planning, health and community wellbeing. The EDS has a symbiotic relationship with these other strategic plans. The EDS is informed by the objectives and analysis in these documents and concurrently sets objectives and a framework for economic development.

The position of the EDS within the hierarchy of Council’s policies and strategies can be seen in the figure below:

Community’s vision

BAYSIDE 2020 COMMUNITY PLAN

Statutory four-year principal strategic plan for Council

COUNCIL PLAN 2013-2017

Major planning references

MUNICIPAL STRATEGIC STATEMENT

Relevant Council operations and planning documents

Bayside Major Activity Centre Structure Plans

Streetscape Masterplans

Parking Precinct

Plans

Relevant Council Strategies informed by and informing the EDS

Bayside Housing Strategy

Climate Change

Strategy

Libraries, Arts and Culture Strategy

ECONOMIC DEVELOPMENT

STRATEGY

Subordinate economic strategies

Tourism Strategy 2013

Wellbeing for All Ages and Abilities

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2 - Economic

Characteristics of

Bayside

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This section outlines current information on the Bayside economy relevant to formulating the analysis and policy responses (See Section 3).

2.2.1 Bayside’s population structure and age groups

Relative to other urban areas of Melbourne, Bayside does not have an abundance of ‘hard’ economic infrastructure in the form of industrial areas with extensive plant and machinery. Bayside’s largest commercial area, the Bayside Business Employment Area (BBEA), is comparatively small on a metro scale at approximately 100 hectares in size and is shifting

from industrial uses to more office and retail-oriented functions. Reflecting the high-socio economic characteristics of the area, Bayside’s service-dominated economy is largely skilled labour, rather than capital-based. As such, demography and labour force characteristics are of central importance to consider in developing an economic profile of Bayside.

Bayside is one of the most advantaged municipalities in Melbourne in terms of the ABS Index of Economic Resources (IER, see Figure 2.2.1 above), which focuses on the financial aspects of relative socio-economic advantage and disadvantage, by summarising variables related to income and wealth. This index excludes education and occupation variables because they are not direct measures of economic resources. A high score indicates relatively greater access to economic resources in general. For example, an area may have a high score if there are many households with high income, or many owned homes.

Bayside has a large proportion of residents in relatively high socio-economic quartiles. Residential, commercial and other land values are high, unemployment is low and the workforce is skilled. According to the Australian Bureau of Statistics (ABS), Bayside’s estimated resident population was 98,368 (as of 20th June 2013).

Figure 2.2.1 ABS Index of Economic Resources 2011 by Local Government Area

2.1 Introduction

2.2 Bayside’s population and workforce

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2011 2006 Change

Service age group (years) Number %Greater

Melbourne %

Number %Greater

Melbourne %

2006 to 2011

Babies and pre-schoolers (0 to 4) 5,552 6.0 6.5 5,588 6.4 6.3 -36

Primary schoolers (5 to 11) 8,941 9.7 8.4 7,951 9.0 8.8 +990

Secondary schoolers (12 to 17) 7,077 7.7 7.3 7,096 8.1 7.8 -19

Tertiary education & independence (18 to 24) 7,052 7.7 10.1 6,390 7.3 10.1 +662

Young workforce (25 to 34) 7,198 7.8 15.4 7,909 9.0 14.8 -711

Parents and homebuilders (35 to 49) 20,998 22.9 22.0 20,879 23.8 22.7 +119

Older workers & pre-retirees (50 to 59) 13,047 14.2 12.1 12,364 14.1 12.2 +683

Empty nesters and retirees (60 to 69) 10,145 11.0 9.0 7,985 9.1 8.1 +2,160

Seniors (70 to 84) 8,502 9.3 7.4 8,954 10.2 7.6 -452

Elderly aged (85 and over) 3,303 3.6 1.8 2,792 3.2 1.6 +511

Total population 91,815 100.0 100.0 87,908 100.0 100.0 +3,907

Table 2.2.1 Age structure - service age groups

Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented by profile .id

Analysis of the five year age groups in Bayside in 2011 compared to Melbourne shows that there was a higher proportion of people in the younger age groups (under 15) as well as a higher proportion of people in the older age groups (65+).

From 2006 to 2011, Bayside’s population increased by 3,878 people (4.4%). This represents an average annual population change of 0.87% per year over the period.

Analysis of the service age groups of the Bayside in 2011 compared to Melbourne (Table 2.1 and Figure 2.1) shows

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that there was a higher proportion of people in the younger age groups (0 to 17 years) as well as a higher proportion of people in the older age groups (65+ years).

The largest changes in age structure in this area between 2006 and 2011 were in the age groups:

• empty nesters and retirees (60 to 69) (+2,160 persons)

• primary schoolers (5 to 11) (+990 persons)

• young workforce (25 to 34) (-711 persons)

• older workers and pre-retirees (50 to 59) (+683 persons).

The most striking trend gleaned from Table 2.1 and Figure 2.1 is the significant disparity between Bayside’s ‘Young Workforce – 25 to 34’ demographic and that of Melbourne. The Bayside demographic of young workers has declined both in absolute terms and relative terms to the equivalent Melbourne rate since 2006. This is likely to be related to the metropolitan housing market dynamics in recent years which has seen residential properties rise rapidly in price, making them unaffordable to younger buyers. A comparative mismatch between the local employment offer in Bayside and young workforce skills (relative to the jobs available in the CBD and other metropolitan areas) may also explain in part the low proportion of this group in Bayside.

Population growth forecasts through to 2031 prepared by Profile .id are as follows:

Bayside’s population is projected to continue to grow moderately for the next two decades. The Department of Transport, Planning and Local Infrastructure (DTPLI) has forecast in Victoria in Future 2012 that between 2011 and 2031, Bayside will grow by 8,689 people. This has been modelled to require an extra 4,379 dwellings (See Bayside Housing Strategy 2012 for further information).

2.2.2 Summary and conclusions – Bayside’s population structure by age

The age structure of a local population and indications of growth are significant to local economic development as they provide indicators of both demand for local services and labour force availability.

Bayside has had a relatively stable population in recent years, but is forecast to grow by over 11% over the next two decades. Whilst Bayside has a significantly smaller

young workforce cohort relative to Melbourne, it does have a larger number of older, experienced workers. Reflecting national workforce trends over the last two decades, many of the rapidly growing 60-69 cohort may continue to work part-time.

These demographic growth trends suggest that the demand for local access to niche employment and services is likely to further grow in Bayside for the foreseeable future. A focus for Council should therefore include the consolidation of local employment opportunities and business activity to ensure service provision meets this growing demand.

Approximately 40% of Bayside’s residents are over the age of 50, and the municipality has a skew of approximately 2% in each age cohort above 50 years of age above the metropolitan average.

The skew of Bayside’s age structure towards a relatively large proportion of older age residents has implications for economic development. Bayside’s retirement and senior citizens will be reliant on community and government support programs, pensions, investments and assets, and/or superannuation funds for their wealth and income. This means that Council’s approach to economic development must address the needs of post-employment residents as well as those of a working age, to ensure a comprehensive approach to promoting economic wellbeing throughout Bayside’s community.

2.2.3 Employment in Bayside and labour force characteristics

“The labour force is a fundamental input to domestic production. Its size and composition are therefore crucial factors in economic growth. From the viewpoint of social development, earnings from paid work are a major influence on levels of economic wellbeing.”

(Australian Social Trends – ABS, 1995)

In profiling local labour, it is important to note immediately that the Bayside residential labour force and workers in Bayside are distinct terms.

• Bayside’s residential labour force’ or ‘working residents’ refers to residents of Bayside who currently work or are actively seeking work. Approximately 49,000 Bayside residents currently work full time2 approximately two-thirds of working residents indicated in the 2011 Census that they travel outside of Bayside to their place of employment.

• ‘Workers in Bayside’ refers to the estimated 33,000 persons whose place of employment is located within Bayside. it is estimated that approximately half of this group are employees who work in Bayside but do not live in the municipality

It is significant for Bayside’s future economic development that two-thirds of working residents are employed outside the boundaries of the municipality as that it means that much of Bayside’s local prosperity will be linked to the economic performance of other areas throughout Melbourne, well beyond the Council’s area of governance.

Bayside Population Forecast – 2013 to 2031

Forecast population 2013: 97,400

Change between 2013 and 2031: +10,975

Average annual percentage change between 2013 and 2031:

0.59% per annum

Total percentage change between 2013 and 2031: 11.27%

2Estimate provided by SGS Economics and Planning Pty Ltd based on ABS Census 2011 journey-to-work data. Census figures relating to Bayside residential workforce and workers have been modified in these estimates to take into account shortcomings of the census journey-to-work data, which have been shown to undercount both the working residents and workers employed in an LGA by approximately 20%.

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2.2.4 Bayside residential labour force characteristics and status

The labour force participation rate refers to the proportion of Bayside residents over 15 years of age that are employed or actively looking for work. The labour force participation rate of the population in Bayside in 2011 was a slightly lower proportion in the labour force (61.6%) compared with Melbourne (62.5%); however, labour force participation has grown in absolute numbers by approximately 10% between 2000 and 2010 according to the Department of State Development, Business and Innovation’s (DSDBI) Industry Atlas of Victoria (2011, page 32).

As can be seen in Figure 2.4.1 below, approximately 58% of Bayside’s working residents are employed full time and 37% part time. Unemployment in Bayside’s residential labour force is very low, at approximately 3% in 2011, which is approaching what is considered in academic discourse to be the full employment rate of 2.5%3 .

Figure 2.3.1 Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented in profile by.id

Figure 2.3.2 Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented in profile by.id

3McDonald, I (2007), Where is full employment?, University of Melbourne Department of Economics Research Paper 1011 (Published in Dialogue, 2007, vol. 26, 2, 81-92)

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Figure 2.4.1 Employment status of Bayside’s working residents, 2011

2.2.5 Summary and conclusions – Bayside’s labour force status

The most significant feature of Bayside’s labour force is the distinction to be drawn between its residential labour force and workers in Bayside. While there is overlap between these groups (i.e. employees who both reside and work within the boundaries of the Bayside LGA), data is only available on these groups as distinct entities.

The prosperity of Bayside as a community is heavily (though not exclusively) related to the employment of its residents. While the local employment offer (i.e. jobs available in Bayside) is important to the prosperity of residents through access to goods and services and, for some, also convenient employment close to home, much of Bayside’s prosperity will be linked to the economic performance of other areas throughout Melbourne.

The mobility of Bayside’s residential labour market can be seen as advantageous. The ability of Bayside’s residents to secure employment throughout Melbourne

brings new wealth to the area in the form of wages earned and indicates a flexibility to source employment in the regions of Melbourne which best matches their skills and provide the highest income.

2.2.6 Residential labour force occupation characteristics

An understanding of the occupation profile of local residents is important to analyse in order to understand the position of working residents within the production chain. SGS Economics and Planning (SGS) estimates that in 2011 approximately 48,900 Bayside residents were employed, a figure which comprises both full-time and part-time workers. This is an increase of approximately 18% over the 41,500 residents estimated to have been employed in 2006.

Figure 2.6.1 illustrates that a significantly higher proportion of working Bayside residents are classified as managers and professionals relative to the Melbourne average.

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The major differences between the jobs held by Bayside residents and Melbourne overall were:

•alargerpercentageofpersonsemployedasprofessionals(33%comparedto24%) •alargerpercentageofpersonsemployedasmanagers(21%comparedto13%) •asmallerpercentageofpersonsemployedastechniciansandtradesworkers(8%comparedto13%) •asmallerpercentageofpersonsemployedaslabourers(3%comparedto8%).

Figure 2.6.1 – Employment by occupation, Bayside 2011

The largest changes in the occupations of residents between 2006 and 2011 in Bayside were for those employed as:

• professionals (significantly increased) • community and personal services (noticeably increased) • managers (noticeably increased) • labourers (noticeably decreased) The occupational profiles of working Bayside residents largely accounts for the municipality’s high income levels relative to Melbourne:

Figure 2.6.2 – Change in employment by occupation, Bayside 2006 - 2011

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Figure 2.6.3 is all the more remarkable when the relatively large number of pension-aged residents is considered. Bayside’s residents also possess relatively more tertiary qualifications than Melbourne overall, significantly more so in terms of Bachelor degrees or higher.

Figure 2.6.3 – Income, Bayside 2011

Figure 2.6.4 – Qualifications, Bayside 2011

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A highly-skilled and educated workforce can help regions take advantage of new opportunities and overcome challenges. Regions with a highly-skilled workforce are more resilient to change as skilled workers have greater capacity to adapt and move between different occupations and industries. This ‘human capital’ development also improves workforce mobility, allowing individuals to move between occupations and regions to improve their own welfare.

2.2.7 Summary and conclusions – Bayside’s occupational characteristics

Reflecting Bayside’s high socioeconomic status as an area in general, the local residential workforce is relatively highly-skilled and has an income distribution skewed towards higher incomes and white collar, higher skilled employment relative to Melbourne overall. This characteristic appears to have intensified somewhat, judging by the significant growth in residents who are managers and professionals since 2006, and the concurrent decrease in the number of labourers.

The skill profile of the residential labour force is very important to economic performance: A well-educated and highly skilled workforce is relatively better placed to confront economic changes (such as structural changes in the economy which displace existing firms and industry), all else being equal. In particular, it is notable that employment of Bayside residents has grown 18% in absolute terms since 2006, an annual average growth rate of approximately 3.4%. This rate is slightly slower than Melbourne’s average annual growth in employment rate over the five year period, which was 4.2%.

SGS estimates that the employment of Bayside’s residents will grow by 2016 to approximately 51,400 persons. This suggests a slower average annual growth rate of approximately 1% per annum. Employment across Melbourne is also forecast to increase at a slower annual average rate of approximately 1.9% through to 2016.

2.2.8 The industries of employment for Bayside’s residents

Many of Bayside’s working residents have a place of employment outside of the boundaries of the municipality, and so it is important to note that the industries in which Bayside residents are employed is not the same as the industries which comprise the local Bayside economy.

It is, however, useful to understand the key industries of employment for Bayside residents to identify those most significant to local prosperity. A comparison can be drawn with the employing industries located within Bayside itself (See Section 2.3) to identify the industries that could be promoted that have a higher employment relevance to Bayside’s residents.

‘Industry’, ‘sector’ and ‘occupation’ explained:

‘Industry’ and ‘Sector’ are related but distinct economic terms. An ‘industry’ refers to the classification of common types of economic activity (e.g. all employment or investment related to the manufacturing of cars) which the ABS categorises at their broadest level of common activity into ‘divisions’. The current 19 industry divisions used by the ABS are those observable in Figure 2.8.1 ‘Sectors’ are groups of industry divisions which have common features of production, such as those industries which produce goods and those which produce services. The Primary Sector comprises the agricultural (etc.) and mining industries. The Secondary Sector comprises manufacturing, utility (electricity, gas etc) and construction industries. These sectors are characterised by the production of physical goods.

The Tertiary Sector can be viewed as all ABS industries from wholesale trade to other services. These industries are characterised by the production of services. ‘Quaternary’ and ‘Quinary Sector’ are terms used by economists (Kenessey, 1987) to refer to new subsets of the Tertiary Sector that include increasingly specialised and sophisticated areas of ‘information’ and decision-making, service-based activity. These are distinguished from the lower-order service functions in other Tertiary Sector industries.

‘Occupation’ refers to the particular type of employment sub-activity within each industry traditionally characterised by the level of specialist skills involved. All industries will employ a proportion of managers, skilled professionals, clerical and admin staff, labourers etc. Historically, Primary and Secondary activities employed relatively greater proportions of lower-skilled labourers compared to Tertiary and higher-level sectors.

However, technological and information advances in recent eras has resulted in increasingly automated and specialised production throughout Australia’s Primary and Secondary sectors in particular, so this distinction is becoming increasingly less apparent.

Like most OECD nations, Australia’s economy shifted throughout the 20th century from a predominance of Primary and Secondary production to an increasingly post-industrial, service-based economy. Bayside has followed this shift and the workforce and company characteristics identified throughout Section 2 indicates that Bayside is very much at the forefront of the national shift towards increasingly skilled quaternary and quinary sector composition.

1Kennessey, Z. (1987), The Primary, Secondary, Tertiary and Quaternary Sectors of the Economy, US Federal Reserve Board.

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Bayside’s transition to higher-order sectors, historic and projected

Research for the Business Monitor 2012, prepared by Street Ryan Pty Ltd depicted Bayside’s transition from lower order (Primary, Secondary) sectors based on volume production to increasingly higher-order service functions, based on research reflecting such transitions (current and future) in the Australian economy. Bayside’s highly skilled workforce places it ‘ahead of the curve’ somewhat in its progress towards new information-based service sectors.

 

 

Historic Sectors - 1947

Quinary 19%

Primary 2%

Primary 18%

Secondary 43%

Quaternary 6%

Tertiary 14%

Past Sectors - 2006 Quinary 33%

Primary 5%

Secondary 27%

Quaternary 17%

Tertiary 18%

Future Sectors - 2036

Quinary 37%

Secondary 18%

Quaternary 25%

Tertiary 18%

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Figure 2.8.1 – Employment by Industry, Bayside residents, 2011, cf? Melbourne

Also notable is the relatively lower level of manufacturing, construction and transport employment among Bayside residents. However, it is difficult to quantify the scale of this possible under represention with precision, as census data undercounts these industries.

2.2.9 Summary and conclusions – industries of employment of Bayside’s residents

The most significant industry of employment for Bayside’s working residents is professional, scientific and technical, by a considerable margin, followed by financial and insurance services. According to the ABS Year Book Australia, 2012 (Issue no. 1301.0), these industries are typically the highest Gross Value Adding service sector industries, which is likely to account in part for the relatively higher levels of income among Bayside residents compared to Melbourne` as a whole.

Given that these industries are significant for employment of local residents and generally high value-adding, the facilitation of such employment locally (and access to it in other metropolitan areas) is of importance to local prosperity.

2.2.10 Jobs in Bayside

As well as the ability to access jobs throughout Melbourne from Bayside, the availability of employment within Bayside itself is critical to its prosperity. Local jobs can provide potential employment opportunities for residents with the benefit of avoiding lengthy commuting. Local jobs are also useful statistics for estimating the structure of a local economy, as they can be used as a proxy for output. This means that the number of jobs in a local industry can give an indication of the relative importance of particular industries in the overall local economy.

Section 2.2.3 identified that there are two working populations that relate to Bayside. Sections 2.2.5 and 2.2.7 identified significant characteristics of Bayside’s working residents. This section quantifies the jobs located within Bayside, some of which are undertaken by residents who both live and work in the municipality, and also jobs which are based in Bayside, but whose employees live elsewhere in Melbourne and commute to Bayside.

Figure 2.8.1 shows a significant concentration of professional, scientific and technical services industry employment of Bayside residents, which is well above the metropolitan average. Bayside residents are also relatively overrepresented in the employment in Financial and Insurance industry jobs.

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SGS estimates that there are approximately 33,000 jobs in Bayside, based on ABS 2011 Census estimates, adjusted to take into account a range of industry

classification issues and documented undercounts in journey-to-work data. Table 2.10.1 provides further detail.

IndustryJobs in

Bayside, 2006

Jobs in Bayside,

2011

# change since 2006

% change since 2006

Average Annual Growth

Rate

Location Quotient

Agriculture, Forestry and Fishing 82 78 -4 -5% -1.0% 0.43

Mining 59 81 22 37% 6.5% 1.16

Manufacturing 2,723 2,499 -224 -8% -1.7% 0.71

Electricity, Gas, Water and Waste Services 49 57 8 16% 3.1% 0.18

Construction 2,990 3,585 595 20% 3.7% 1.24

Wholesale Trade 1,124 1,203 79 7% 1.4% 0.84

Retail Trade 3,543 3,691 148 4% 0.8% 1.04

Accommodation and Food Services 1,987 2,370 383 19% 3.6% 1.15

Transport, Postal and Warehousing 855 943 88 10% 2.0% 0.58

Information Media and Telecommunications 413 265 -148 -36% -8.5% 0.32

Financial and Insurance Services 911 1,168 257 28% 5.1% 0.68

Rental, Hiring and Real Estate Services 819 961 142 17% 3.2% 1.66

Professional, Scientific and Technical Services 3,362 3,970 608 18% 3.4% 1.26

Administrative and Support Services 857 855 -2 0% 0.0% 0.80

Public Administration and Safety 665 682 17 3% 0.5% 0.43

Education and Training 2,732 3,421 689 25% 4.6% 1.28

Health Care and Social Assistance 4,101 5,068 967 24% 4.3% 1.36

Arts and Recreation Services 472 654 182 39% 6.7% 0.90

Other Services 1,283 1,456 173 13% 2.6% 1.13

TOTAL 29,027 33,008 3,981 - - -

Table 2.10.1 Jobs in Bayside, 2006 to 2011

Location quotients are derived by dividing employment in each industry sector as a proportion of all employment in Bayside with employment in the same sector in Melbourne as a proportion of all employment in Melbourne. A location quotient of more than 1 indicates a sector for which Bayside has a comparative advantage and can represent an ‘export’ of labour to other regions. Table 2.10.1 is plotted as a ‘Growth Share Matrix’ overleaf in figure 2.10.1 to visually represent the size, recent growth, and level of specialisation relative to Melbourne for each of Bayside’s industries.

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Source: SGS Economics and Planning 2011 (NB: Bayside is divided into ABS SLAs, ‘Brighton’ and ‘South’ which comprise Bayside north and south of South Road, respectively).

Figure 2.10.1 - Growth Share Matrix – Bayside 2006 - 2011

‘Not just jobs’ – the significance of employment in Bayside to community wellbeing

The Growth Share Matrix plots the percentage increase in the number of jobs from 2006-11 along the X axis. This indicates how quickly the industry has grown over the five year period. The Y axis plots the location quotient of an industry – any industry above the origin (which represents a value of 1) is relatively concentrated in Bayside compared to the rest of Melbourne.

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Table 2.10.1 and Figure 2.10.1 provide significant insights about Bayside’s economy. Bayside has a number of established competitive industries which have enjoyed good growth since 2006, even during a period which coincided with the 2009 Global Financial Crisis (GFC) and the associated shocks to credit availability and consumer and business confidence.

Health care and social assistance is Bayside’s largest employing industry, and also one of its most rapidly growing and specialised, compared to the rest of Melbourne. This is likely to reflect the relative concentration of dependant age residents such as young children and the elderly that was identified in Section 2.1. Education and training is also a large and growing established industry, which likely reflects the large number of private and public schools in the municipality.

Professional, scientific and technical services are also relatively concentrated in Bayside with solid average annual growth evident since 2006. This is significant as it was found to be a major source of employment for Bayside’s working residents, and suggests that it may be a high value-adding industry with good alignment

between the relative strength of Bayside’s local economy and also the skills of the local residential workforce.

Emerging industries can be seen in the bottom right hand quadrant of the matrix. Of particular note is the rapid growth of the financial and insurance industries, and that of arts and recreation firms. These are potentially industries of significance to the Bayside economy. Financial and insurance services was identified in the ABS Year Book Australia, 2012 (Issue no. 1301.0) to be the largest gross value-adding industry in the services sector by a considerable margin, which suggests that the local growth is particularly valuable to the Bayside economy and also aligns with the employment profile of working residents. Arts and recreation industry growth reflects ‘lifestyle’ strengths in the area and suggests that it is particularly vibrant and creative.

Construction industry growth in Bayside has been strong and, when considered with the very high level of specialisation of the rental, hiring and real estate industry, indicates a particularly strong local property market, reflected in table 2.10.2 below. Property market trends are discussed in further detail in Section 2.3.

Table 2.10.2 Median property sale prices for houses and units, City of Bayside, 1990 - 2010

Reflecting Bayside’s relatively slow population growth over the 2006-11 period, retail industry growth has been slow overall. However, local incomes are likely to have grown at around the same real growth rate of approximately 10% observed nationally during the five year period. This is significant, as it implies that the local spending capacity of consumers has continued to grow, but has not been captured by Bayside’s retail industry. A range of factors were identified in the Bayside Business Monitor 2012 that explained this inability to

capture greater local spending growth, including shocks to consumer confidence caused by the GFC, and structural changes in the retail industry such as the rise of online shopping. See Section 3 for further analysis.

Manufacturing is a declining industry in Bayside, which was a trend identified as early as the preparatory analysis for the 2004 Bayside Industrial Area Strategy. The Strategy found that the rising land values in the former Bayside Industrial Area compared to outer-metropolitan locations were driving the relocation of

Year

House Prices ($ median)

Unit Prices ($ median)

YearHouse Prices

($ median)Unit Prices ($ median)

1990 232500 165000 2000 435000 265000

1991 217500 150250 2001 524000 325000

1992 214000 150000 2002 602000 355000

1993 225000 155000 2003 650000 375217

1994 250000 152000 2004 695000 400000

1995 245000 156750 2005 710000 415000

1996 250000 150500 2006 812500 445250

1997 305000 184250 2007 978569 515000

1998 352000 200000 2008 1040000 510000

1999 402500 256000 2009 1065000 555000

2010 1230000 634000

Source: Department of Sustainability and Environment, 2011, A Guide to Property Values 2010

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manufacturing and other secondary industry firms such as warehousing, logistics and transport. Planning Scheme Amendment C39 prepared as part of implementing the industry strategy, sought to rezone the industrial land to attract commercial investment which was better suited to providing employment opportunities for the highly-skilled local workforce. The contracting number of jobs available and low location quotient observable in the growth share matrix reflects these developments.

Overall, Bayside has a good level of diversity in its growing and emerging industries. This diversity is important in providing resilience during downturns in particular industries, as Bayside does not have a particular reliance on a single industry.

SGS has provided estimates of employment growth in Bayside’s industries through to 2016 based on trend growth rates, current estimates of industry growth in Victoria through to 2016 and other variables. These employment projections by industry in Bayside are depicted in Figure 2.7.2 overleaf. Employment projections at a local level is difficult to forecast with certainty, particular given the economic uncertainty in both Victoria and nationally. Recognising this limitation, care should be taken in interpreting them and assumptions about specific growth in absolute numbers should be avoided. However, two overall trends identified in the forecast appear likely: the continued growth of the services sector in Bayside, and the rapid growth of health care in particular.

Bayside’s professional, scientific and technical services industry is forecast to significantly increase, as well. This

industry is already a large local employer and includes the largest single category of firms operating in Bayside. Future growth is particularly positive, given the large number of Bayside residents employed in this industry (both within Bayside and throughout Melbourne). The availability of more jobs locally of a similar nature to those undertaken by Bayside residents is critical to promoting local employment work/life balance objectives. It also allows residents to capture the benefit of local economic opportunities and avoids commuting. 2.2.11 Shift-share analysis

Using SGS historical data on employment in Bayside by industry between 1996, 2001, 2006 and 2011, a shift-share analysis was undertaken of the growth in local employment to determine the amount that can be attributed to the competitiveness of Bayside’s local industry. The shift-share tables are provided at Appendix 2.

Shift-share analysis seeks to determine a given local industry’s growth by establishing:

• How much change was attributable to Melbourne’s growth overall?

• How much change was attributable to the overall performance of the particular industry in Melbourne?

• How much change can therefore be attributed to Bayside’s competitive performance in the given industry relative to the rest of Melbourne?

Figure 2.10.2 – Jobs in Bayside (projected)

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Figure 2.11.2 – Jobs in Bayside compared to the employment of residents

(2.2.11 Shift-share analysis cont.)

The shift-share analysis was undertaken over three periods: between 1996 and 2011, between 2001 and 2011, and between 2006 and 2011. This allows for Bayside’s long-term, medium-term and more recent competitive performance to be assessed.

Since 1996, Bayside’s competitiveness in a number of industries has been observable; however this has declined somewhat in the periods from 2001 to 2006 and 2011. This indicates that industries in other areas in Melbourne have become relatively stronger competitors. A number of possible reasons exist to explain this including the strong performance of the local property market (Table 2.10.2) increasing the input costs to production and constraints in opportunities for industry or transport infrastructure expansion in Bayside’s largely built-up residential suburbs.

2.2.12 Summary and Conclusions – Employment in Bayside and its labour force

A consistency exists between the dynamics of employment of residents and the dynamics of jobs available within Bayside since 2006. In particular, employment in manufacturing has declined significantly since 2006 both amongst residents and within Bayside itself. Similarly, retail employment has been sluggish. On the positive side, however, health and education service employment has increased, as has professional, scientific and technical service employment (both that which is undertaken locally and of residents throughout the broader region), along with a number of smaller industries. Construction employment growth has also

been strong and competitive since 2006, indicating a healthy local property market.

Employment among both residents and the number of jobs available in Bayside overall has increased since 2006. This has occurred despite this period coinciding with major macroeconomic shocks in Australia such as the GFC and the historically-high Australian dollar, which indicates resilience in the local economy.

The indications from the workforce data is that Bayside has developed to a heavily-service based economy with high-value adding employment generally being undertaken by the skilled local workforce. A positive trend also observed is that similar high-value jobs that lucratively employ Bayside’s residents, such as those relating to the professional, scientific and technical industry, have grown solidly in the municipality since 2006 and are forecast to continue to do so.

Bayside’s dependent-age population cohorts are likely to underpin the forecast rapid growth in health and social assistance jobs available locally. Health is still one of the largest industries of employment for Bayside’s working residents.

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2.3.1 Introduction

Bayside does not have a single dominant ‘local champion’ company or a cluster of major significance, though the Business Monitor 2012 did find that there are three companies of national significance with hundreds of employees located in the Bayside Business Employment Area (BBEA). Bayside’s economy is comprised overwhelmingly of small to medium entities.

2.3.2 Business establishments in Bayside by number of employees Table 2.3.1 – Business establishments and their employees, Bayside - 2011

IndustryNon-

employing1 to

45 to 19

20-199

200+Number of firms

2011 Total

Number of firms 2009

Total

Agriculture, Forestry and Fishing 272 27 9 0 3 311 402

Mining 3 0 0 0 0 3 3

Manufacturing 177 103 50 32 3 365 361

Electricity, Gas, Water and Waste Services 6 9 3 0 0 18 21

Construction 872 440 103 20 3 1438 1312

Wholesale Trade 269 148 71 15 0 503 470

Retail Trade 395 258 139 40 3 835 771

Accommodation and Food Services 110 108 122 47 0 387 360

Transport, Postal and Warehousing 184 43 12 3 0 242 295

Information Media and Telecommunications 120 49 18 3 0 190 172

Financial and Insurance Services 1303 229 43 15 0 1590 1481

Rental, Hiring and Real Estate Services 1510 142 52 15 0 1719 1644

Professional, Scientific and Technical Services 1481 948 137 25 3 2594 2301

Administrative and Support Services 245 115 51 24 3 438 395

Public Administration and Safety 14 12 3 3 0 32 27

Education and Training 99 36 20 9 0 164 152

Health Care and Social Assistance 428 256 92 35 0 811 770

Arts and Recreation Services 152 43 18 9 0 222 246

Other Services 173 122 75 6 0 376 413

Inadequately Described or Not Stated 253 51 6 6 0 316 300

TOTAL 8,066 3,139 1024 304 18 12,554 11,896

Source: ABS Counts of Australian Businesses, including Entries and Exits, June 2007 to June 2011

Table 2.3.1 provides further evidence that that Bayside has a heavily service-based economy comprised largely of small businesses, though the proportion of small businesses is slightly smaller (33.1%) in Bayside relative to the equivalent proportion throughout Victoria (36.8%). The proportion of large businesses in Bayside (200+ employees) is 0.1%, which is similar to the proportion in Victoria overall (0.3%)5. 5Industry Atlas of Victoria, Department of Business and Innovation (2011, pg 20)

2.3 Bayside’s population and workforce

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Professional, scientific and technical industry firms are the single largest category of firms in Bayside, observed as such in both 2006 and 2011. This is significant given this that particular industry is forecast to grow strongly and employs many working residents.

Table 2.3.1 reflects the population data identified in Section 2.2, as Bayside’s relatively high number of elderly residents is likely to be driving considerable demand for local health care services.

Similarly, Bayside’s cohort of managers and professionals was noted in Table 2.6.1 as substantially larger than the metropolitan Melbourne average, and the large number of small businesses in this industry reflects this feature. The solid growth in the number of such local firms is also consistent with the growth in the employment of residents in this industry.

2.3.3 Business establishment turnover in Bayside – 2011

IndustryZero to

$50k

$50k to less than

$100k

$100k to

less than

$200K

$200k to less than

$500k

$500k to less than $2m

$2m or more

Total

Agriculture, Forestry and Fishing 208 31 35 26 11 0 311

Mining 3 0 0 0 0 0 3

Manufacturing 99 47 53 73 51 42 365

Electricity, Gas, Water and Waste Services 3 0 0 9 6 0 18

Construction 291 265 285 278 210 109 1438

Wholesale Trade 131 65 61 75 107 64 503

Retail Trade 203 84 112 164 186 86 835

Accommodation and Food Services 48 57 81 100 85 16 387

Transport, Postal and Warehousing 102 44 38 33 19 6 242

Information Media and Telecommunications 77 28 37 17 22 9 190

Financial and Insurance Services 748 289 233 203 95 22 1590

Rental, Hiring and Real Estate Services 595 359 326 268 125 46 1719

Professional, Scientific and Technical Services 763 474 567 523 220 47 2594

Administrative and Support Services 142 88 52 73 62 21 438

Public Administration and Safety 11 3 3 6 6 3 32

Education and Training 41 38 41 28 13 3 164

Health Care and Social Assistance 139 106 145 217 185 19 811

Arts and Recreation Services 90 39 36 27 30 0 222

Other Services 70 72 84 93 51 6 376

Not Classified 85 118 35 54 12 12 316

TOTAL 3849 2207 2224 2267 1496 511 12,554

Source: ABS Counts of Australian Businesses, including Entries and Exits, June 2007 to June 2011

Note that Table 2.3.2 demonstrates that even the non-employing businesses in Bayside generate turnover (these businesses are generally sole traders or contractors and are commonly in inner-urban areas of Melbourne).6 6‘Non-employing businesses in Victoria’ – Industry Atlas of Victoria, Department of State Development, Business and Innovation (2011, pg 17)

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Figure 2.3.4 – Commercial building permits, Bayside 2006 to 2011

Commercial (i.e. office premises) permits have been issued at a much larger number (particularly the share of new-construction) than retail. Retail has had higher demolition rates and, in recent years, has also experienced a higher volume of extensions/alterations.

This data is consistent with the findings of the Bayside Business Monitor 2012 that commercial office and service businesses were becoming relatively more prevalent in Bayside’s activity centres, and retail relatively less so.

Figure 2.3.4 – Retail building permits, Bayside 2006 to 2011

Table 2.3.2 is consistent with Table 2.3.1 in that the overwhelming majority of Bayside’s businesses are small-scale with annual turnover under $2 million. This suggests that a focus for economic development support programs for businesses in Bayside should primarily address the needs and challenges of small businesses.

Professional, scientific and technical firms are the most common single firm type in Bayside, and the high number of small to medium firms in particular correlates

with the professional and managerial occupation of many Bayside residents working locally identified earlier in Table 2.6.1.

2.3.4 Commercial investment activity in Bayside

Building permit data is available between 2006 and 2011 on construction, demolition and refurbishment activity within Bayside. This provides an indicator of the commercial investment activity in properties and information on the different categories of business activity.

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Figure 2.3.4 – Hospital/healthcare building permits, Bayside 2006 to 2011

Figure 2.3.4 – Hospital/healthcare building permits, Bayside 2006 to 2011

Industrial building activity is now minimal in Bayside and reflects the relocation of manufacturing industry firms that was anticipated by the 2004 Bayside Industrial Strategy.

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2.4.1 Key observations

Since 2006-07, Bayside’s industry structure has been generally stable with growth in jobs and businesses observed, despite the GFC of 2008-09 and the associated macroeconomic instability in Australia and shocks to business and consumer confidence during this period.

The local employment on offer in Bayside generally continues to match the occupational profile of its local residential labour force, with strong growth in personal and commercial service sector employment and a shift away from manufacturing and (to a lesser extent) retail.

2.4.2 Bayside’s comparative advantages and strengths

Overall, the Bayside economy is continuing to trend in the directions identified in the 2010 EDS. In particular, Bayside has a highly-skilled, service-based local workforce and industry structure that has enjoyed good employment and income performance relative to the rest of Melbourne. The indications from business establishment growth rates since 2006 are that Bayside has an agile and entrepreneurial culture which can adapt to changing macroeconomic circumstances.

The projections of future employment growth in Bayside indicate that it is well placed to continue to make the transition towards higher-order quaternary and quinary sector functions, which are likely to match the skilled employment sought by the local workforce.

Bayside does not have a major regional retail centre (Southland being located in the City of Kingston) and will not have one in the foreseeable future. As such, its smaller retail centres alone will not be sufficient to provide a critical mass that can give Bayside a major edge in this industry relative to Melbourne overall. Continued population growth, business investment and innovation and rising real incomes will underpin future economic growth in Bayside for the foreseeable future.

Manufacturing in Bayside is projected to continue to relocate from Bayside’s relatively expensive land in prime suburbs towards other metropolitan locations with fewer competing uses such as residential. Given that manufacturing employs a relatively modest proportion of Bayside’s working residents, this dynamic (observed largely within the Bayside Business Employment Area) is consistent with the issues identified in the Bayside Industrial Area Strategy 2004 and has the benefit of freeing up land in the BBEA for further office and service-based business investment that can provide high-value local jobs.

2.4 Conclusions – What do we now know about the Bayside economy?

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32

Baysid

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evelo

pm

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tegy 3. Council’s Economic

Development Vision and

Strategic Objective

s

33

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A significant amount of new economic data on Bayside has become available since 2010, and has been analysed in the previous section. The major finding of this update is that Bayside’s economy has maintained a similar composition and direction to that identified in the original 2010 Strategy. In particular, Bayside continues to enjoy a strong, diversified, service sector-based economy with areas of alignment between the skills of residents and the local jobs available. The overall role for Council in the local economy, therefore, remains unchanged and is as essential as before.

In light of this finding, Council’s 2010 EDS vision and objectives for economic development remain appropriate and should be retained.

The term ’think global, act local’ continues to be a principle of regional economic development of considerable applicability to Bayside, in an era where:

• The accepted economic roles of dormitory suburban areas are under challenge from changing relationships between workplace, home and lifestyles.

• The growth in tertiary sector industries business and domestic services, including the intellectual property services which are sometimes referred to as the quaternary sector, far outstrips primary and secondary industries.

• Environmental sustainability incorporating concerns over climate change, greenhouse gas emissions/global warming, waste management and depletion of fossil fuels is an increasing issue for residents.

• Ethical and healthy living standards and practices are driving many business developments.

Due to the extent to which Bayside’s economy is integrated within the south-eastern Melbourne region, Bayside does not need economic development policies in the conventional mould aimed at attracting significant investment and jobs to secure the future population or business base. Instead, Bayside’s economic development objectives relate to:

• protecting lifestyles which has the potential to limit some growth opportunities while balancing the needs of resident and working populations

• encouraging appropriate skills-based industry and services

• facilitating the provision and maintenance of suitable business and community infrastructure

• facilitating collaboration and business linkages to support expansion of the current enterprise base

• promoting the economic wellbeing of residents throughout all stages of their lives, from education in childhood to retirement incomes in senior years.

It is widely accepted that 70% or more of new jobs and new investment in Australian regions are derived from expansion and re-investment by the existing community. A key finding from Section 2 Bayside is well placed to maintain its comparative advantages in the future. Significant among these local advantages are:

• occupational dominance of professional and managerial occupations

• above average household incomes

• expanding tertiary and quaternary sectors

• markets for domestic services

• a good socioeconomic and occupational mix to expand flexible, home and branch-based knowledge industries

• innovative businesses which are able and prepared to implement measures to ensure future sustainability.

Maintaining and intensifying these local strengths will secure the high-value local jobs that are central to Bayside’s continued prosperity and its desirable work/life balance.

3.1 Evaluation and key findings of the 2013 update

3.2 Economic outlook and directions

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Council’s vision for Bayside’s economy over the coming years is:

“Bayside will be Victoria’s most attractive place to live and work, with new growth and investment in a local economy and business community increasingly structured around innovative, knowledge and service oriented enterprises.”

Council’s objectives for economic development to achieve its vision over the next five years are aligned to the five key determinants of long-term regional economic growth discussed in further detail ahead in Section 47

Economic Driver

Objective

Human capital

1. To support the City’s business community as an important local

employer, investor and contractor of services

Sustainable communities and growth

2. To achieve sustainable growth will include:

• streamline and improve policies,

• appropriate local laws,

• planning policy aligned to Council’s strategic objectives

• partnerships established with the community to ensure desirable,

• sensitive and conforming economic development.

Comparative advantage and business competitiveness

3. To facilitate local business initiatives and collaboration

Access to markets

4. To deliver physical and social infrastructure to maximise the

climate for targeted and sustainable investment in the City

Effective governmental/private partnerships and integrated regional planning

5. To provide local access to, State and Commonwealth industry

and economic development programs for businesses and community organisations.

7Department of Regional Australia, Local Government, Arts and Sport (2013), Regional Economic Development Guide, Commonwealth of Australia

3.3 Council’s Vision and Objectives

35

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3.4

A

nal

ysis

of

Act

ion

Pro

gra

m 2

010-

13

3.4.

1 B

aysi

de

Bu

sin

ess

Ne

two

rk

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

tw

o of

the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to fa

cilit

ate

loca

l bus

ines

s in

itiat

ives

and

col

lab

orat

ion

•

to p

rovi

de

loca

l ad

vice

, and

acc

ess

to, S

tate

and

Com

mon

wea

lth G

over

nmen

t in

dus

try

and

econ

omic

dev

elop

men

t p

rogr

ams

for

ind

ivid

ual b

usin

esse

s, g

roup

s of

bus

ines

ses

and

com

mun

ity o

rgan

isat

ions

in B

aysi

de.

A

ctio

n M

etho

dM

easu

re

T

ime

&

Rep

ort

ing

of

Mea

sure

P

rog

ress

3.4.

1.1

Mai

ntai

n an

d co

ntin

uous

ly

impr

ove

the

succ

essf

ul

form

ats

for

busi

ness

br

eakf

asts

, sem

inar

s,

wom

en’s

lunc

heon

s an

d ne

twor

king

func

tions

· H

old

a w

ell-p

ublic

ised

faci

litat

ed a

nnua

l su

mm

it w

ith B

BN

mem

bers

to r e

flect

and

co

llect

dat

a on

the

perfo

rman

ce o

f the

N

etw

ork

over

the

prev

ious

yea

r an

d de

term

ine

the

mos

t app

ropr

iate

pro

gram

to m

eet

mem

bers

’ nee

ds fo

r th

e fo

llow

ing

year

· U

nder

take

pos

t BB

N e

vent

eva

luat

ion

surv

eys

· H

old

annu

al w

orks

hops

of s

emin

ar p

rese

nter

s to

det

erm

ine

the

optim

um m

odel

to in

crea

se

busi

ness

-to-

busi

ness

trai

ning

· C

ondu

ct s

emin

ar p

rese

nter

brie

fing

even

ing

to e

nsur

e th

e ne

w p

rese

nter

s ha

ve a

n un

ders

tand

ing

of h

ow to

con

duct

a s

ucce

ssfu

l se

min

ar

· E

nsur

e in

form

al n

etw

orki

ng fu

nctio

ns a

re

wel

l rga

nize

d to

att

ract

as

man

y m

embe

rs a

s po

ssib

le. C

onsi

der

appo

intin

g a

BB

N m

embe

r as

hos

t

· A

tten

d fu

nctio

ns o

f oth

er n

etw

orki

ng g

roup

s to

co

mpa

re, c

ontr

ast a

nd g

ain

new

idea

s

· A

nnua

l S

umm

it he

ld·

Num

ber

of

atte

ndee

s

Ann

ually

Hel

d an

nual

ly s

ince

200

9. T

he s

umm

its h

ave

prov

ed in

valu

able

in

form

ulat

ing

the

dire

ctio

n of

the

BB

N a

nd a

re a

ttrib

uted

with

a

num

ber

of in

nova

tions

that

hav

e sh

aped

the

BB

N e

vent

s

Att

ende

es:

2009

- 1

721

2

010

- 25

86

20

11 -

300

4

20

12 -

308

8

201

3 -

3013

· C

ompl

etio

n of

six

onl

ine

surv

eys

· A

chie

ve a

m

inim

um

of 8

0%

satis

fact

ion

Qua

rter

ly

Sin

ce 2

009

each

of t

he B

BN

’s fl

agsh

ip e

vent

s ha

ve h

ad p

ost

eval

uatio

n su

rvey

s un

dert

aken

. Of t

he 2

4 br

eakf

asts

and

lunc

heon

s un

dert

aken

ove

r th

is p

erio

d, b

y th

e B

BN

, all

have

had

a s

atis

fact

ion

ratin

g ra

ngin

g of

bet

wee

n 85

% -

90%

as

very

goo

d to

exc

elle

nt

· A

nnua

l w

orks

hop

held

· P

rese

nter

’s

brie

fing

even

ing

held

· M

inim

um o

f 30

att

ende

es

per

sem

inar

Ann

ually

The

Ann

ual w

orks

hops

hav

e be

en h

eld

with

the

qual

ity o

f sem

inar

pr

esen

ter

subs

tant

ially

app

rove

d. A

vera

ge a

tten

danc

e le

vels

at t

he

sem

inar

s ar

e gr

owin

g w

ith th

e 20

13 s

erie

s ra

ngin

g fro

m 3

5 to

150

at

tend

ees.

· M

inim

um

of 3

0 at

tend

ees

per

netw

orki

ng

nigh

t

Qua

rter

lyN

etw

orki

ng n

ight

s ha

ve a

vera

ged

betw

een

50 to

70

atte

ndee

s w

ith

som

e of

the

rece

nt s

umm

er e

vent

s av

erag

ing

100+

att

ende

es

· A

tten

d a

min

imum

of

one

exte

r nal

ev

ent

· B

rief r

epor

t fo

r an

nual

su

mm

it co

mpl

eted

Ann

ually

For

the

purp

oses

of b

ench

mar

king

a n

umbe

r of

eve

nts

held

by

neig

hbor

ing

coun

cils

hav

e be

en a

tten

ded.

It w

ould

app

ear

that

BB

N

even

ts a

re b

y fa

r be

tter

att

ende

d an

d or

gani

sed.

A re

port

on

the

com

posi

tion

of m

embe

rshi

p, s

atis

fact

ion

and

atte

ndan

ce le

vels

has

bee

n pr

ovid

ed to

eve

ry s

umm

it.

36

Baysid

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A

ctio

n M

etho

dM

easu

re

T

ime

&

Rep

ort

ing

of

Mea

sure

P

rog

ress

3.4.

1.2

Dev

elop

spe

cific

bus

ines

s-to

-bus

ines

s co

mm

erci

al

colla

bora

tion

oppo

rtun

ities

by

faci

litat

ing

the

form

atio

n of

join

t mar

ketin

g, jo

int

even

ts a

nd d

ispl

ays

and

proj

ect t

eam

allia

nces

am

ong

busi

ness

es in

four

la

rge

empl

oyin

g se

ctor

s in

B

aysi

de:

· p

rope

rty

and

busi

ness

se

rvic

es

· fi

nanc

e an

d in

sura

nce

· c

onst

ruct

ion

and

trad

es

· r

etai

l and

who

lesa

le tr

ade

· In

trod

uce

a m

embe

rs o

nly

logi

n by

cat

egor

y fo

r an

onl

ine

BB

N d

atab

ase

· Id

entif

y m

embe

rs fr

om e

ach

sect

or, v

ia

mem

bers

hip

appl

icat

ion,

sel

f ide

ntifi

ed

’bus

ines

s ca

tego

ry’

· Fa

cilit

ate

dedi

cate

d ne

twor

king

eve

nts

and

info

rmat

ion

exch

ange

foru

ms

for

each

of t

he

four

cat

egor

ies

to e

ncou

rage

net

wor

king

and

co

llabo

ratio

n·

Whe

re a

pplic

able

hol

d jo

int p

rom

otio

ns a

t BB

N

even

ts

· C

ompl

etio

n of

onl

ine

data

base

3rd Q

tr 2

010

BB

N d

atab

ase

has

expa

nded

with

a r

ange

of o

nlin

e op

tions

for

the

mem

bers

hip,

the

mem

eber

dire

ctor

y

· H

old

a m

inim

um o

f on

e in

dust

ry

nigh

t per

an

num

Ann

ually

A n

umbe

r of

r eta

il in

dust

ry s

peci

fic e

vent

s ha

ve b

een

held

.

On

aver

age,

31

per

annu

m

· A

min

imum

of

one

join

t pr

omot

ion

per

annu

m

Ann

ually

Join

t pro

mot

ions

eve

nts

have

bee

n he

ld w

ith:

-

Sm

all B

usin

ess

Vic

toria

- A

ustr

alia

n Ta

xatio

n O

ffice

- A

ustr

alia

n R

etai

lers

Ass

ocia

tion

-

BB

N A

mba

ssad

ors

3.4.

1.3

Exp

lore

and

impl

emen

t fu

rthe

r va

lue

addi

ng fe

atur

es

and

busi

ness

net

wor

king

gr

oups

; hor

izon

tal n

etw

orks

ac

ross

sui

tabl

e se

ctor

s (in

th

e qu

ater

nary

or

know

ledg

e in

dust

ry a

reas

), an

d ve

rtic

al

(or

valu

e ch

ain)

net

wor

ks to

ex

pand

and

dev

elop

the

BB

N

· U

nder

take

a p

r oac

tive

cam

paig

n to

exp

and

the

mem

bers

hip

base

into

oth

er s

ecto

rs o

f the

lo

cal e

cono

my

· W

ork

in p

artn

ersh

ip w

ith s

pons

ors

to e

xpan

d th

e m

ix a

nd n

umbe

rs o

f the

net

wor

k·

Est

ablis

h a

stee

ring

grou

p to

ass

ist w

ith

recr

uitin

g ne

w m

embe

rs·

Intr

oduc

e a

card

that

wou

ld e

ntitl

e m

embe

rs to

di

scou

nted

pro

duct

s an

d se

rvic

es

· M

embe

rshi

p in

crea

sed

by

10%

from

20

09

Ann

ually

At 2

009

the

mem

bers

hip

was

app

roxi

mat

ely

260

and

as a

t 201

3 w

as 4

80 i.

e. A

n 84

.6%

incr

ease

ove

r a

4 ye

ar p

erio

d

· E

stab

lish

mem

bers

hip

stee

ring

grou

p2nd

qua

rter

201

0Th

e ap

poin

tmen

t of t

he S

emin

ar s

erie

s pr

esen

ters

as

Am

bass

ador

s of

the

BB

N h

as w

orke

d ef

fect

ivel

y as

a s

teer

ing

grou

p in

mar

ketin

g an

d bu

ildin

g th

e B

BN

and

hav

e ac

tivel

y pr

omot

ed th

e B

BN

· In

trod

uctio

n of

a B

BN

m

embe

rs’

card

s

3rd q

uart

er 2

010

The

mem

bers

’ car

ds w

ere

tria

led

in 2

011

how

ever

, giv

en th

e na

ture

of

the

mem

bers

hip

the

initi

ativ

e w

as n

ot ta

ken

up, d

ue to

a la

ck o

f in

cent

ives

on

offe

r.

37

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A

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etho

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easu

re

T

ime

&

Rep

ort

ing

of

Mea

sure

P

rog

ress

3.4.

1.4

Bui

ld a

nd d

evel

op s

pons

ors’

re

latio

nshi

ps to

bot

h in

crea

se

fund

ing

to th

e B

BN

and

be

nefit

s to

mem

bers

· H

old

a sp

onso

rs’ e

vent

for

BB

N m

embe

rs o

nly

· U

nder

take

a s

pons

ors’

sat

isfa

ctio

n su

rvey

· E

ncou

rage

spo

nsor

s to

und

erta

ke d

ispl

ays

at

BB

N e

vent

s

· S

pons

ors’

ni

ght

cond

ucte

d

with

a

min

imum

at

tend

ance

of

50

Ann

ually

BB

N s

pons

orsh

ip h

as g

row

n co

nsid

erab

ly w

ith th

e ca

sh a

nd in

–

kind

spo

nsor

ship

for

2013

topp

ing

$285

,000

. In

com

paris

on th

e 20

09 s

pons

orsh

ip w

as a

ppro

xim

atel

y $6

0,00

0 ca

sh a

nd in

kin

d.

Spo

nsor

s ar

e ro

utin

ely

enga

ged

and

whe

n ap

proa

ched

to e

xplo

re

the

optio

ns fo

r a

spon

sors

nig

ht, n

one

felt

the

need

to h

old

such

an

even

t as

they

bel

ieve

the

best

val

ue fo

r th

em w

as in

the

expo

sure

th

ey g

aine

d at

BB

N e

vent

s.

Sat

isfa

ctio

n su

rvey

not

com

men

ced.

Env

isag

ed to

com

men

ce e

nd

of 2

014

finan

cial

yea

r.

· S

atis

fact

ion

surv

ey

unde

rtak

en

with

an

over

all

abov

e 80

%

appr

oval

ra

ting

Ann

ually

38

Baysid

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3.4.

2 B

aysi

de

Bu

sin

ess

Em

plo

yme

nt

Are

a (B

BE

A)

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

thr

ee o

f the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to p

lan

and

faci

litat

e th

e d

eliv

ery

of p

hysi

cal a

nd s

ocia

l inf

rast

ruct

ure

to m

axim

ise

the

clim

ate

for

targ

eted

and

sus

tain

able

inve

stm

ent

in t

he C

ity

•

to im

ple

men

t lo

cal p

olic

ies,

loca

l law

s, p

lann

ing

sche

mes

and

join

t ac

tiviti

es w

ith t

he c

omm

unity

to e

nsur

e d

esira

ble

, sen

sitiv

e an

d co

mp

atib

le e

cono

mic

dev

elop

men

t

• to

dire

ctly

pro

vid

e (o

r as

sist

in t

he p

rovi

sion

of)

sele

cted

infr

astr

uctu

re (b

oth

hard

and

sof

t) to

mee

t kn

own

dem

and

and

to c

omp

lem

ent

priv

ate

inve

stm

ent.

Act

ion

Met

hod

Mea

sure

T

ime

& R

epo

rtin

g

of

Mea

sure

P

rog

ress

3.4.

2.1

Est

ablis

h a

cons

iste

nt a

nd u

nify

ing

land

scap

e an

d ur

ban

desi

gn th

eme

to th

e ar

ea, w

hich

pr

esen

ts it

as

a si

ngle

iden

tifiab

le p

reci

nct

· C

ompl

ete

a co

mpr

ehen

sive

urb

an

desi

gn fr

amew

ork

(UD

F) th

at

feat

ures

exc

elle

nce

in b

oth

desi

gn

and

envi

ronm

enta

l man

agem

ent

· D

evel

op a

cap

ital w

orks

pr o

gram

an

d fu

ndin

g m

odel

· C

onsu

lt w

idel

y w

ith b

usin

esse

s w

ithin

the

BB

EA

and

inte

rface

ho

useh

olds

on

the

UD

F co

nsis

tent

w

ith C

ounc

il’ s c

omm

unity

en

gage

men

t fra

mew

ork

· C

ompl

etio

n of

UD

F4th

qua

rter

201

1

Due

to a

num

ber

of d

evel

opm

ents

in th

e ar

ea, i

nclu

ding

the

prop

osal

for

a R

ailw

ay

Sta

tion

at S

outh

land

, and

a n

umbe

r of

re-z

onin

gs o

f lar

ge p

arce

ls o

f lan

d w

ithin

the

area

, Eco

nom

ic D

evel

opm

ent

did

not p

rogr

ess

this

com

pone

nt o

f the

w

ork

prog

ram

. H

owev

er, C

ounc

il ha

s co

mm

ence

d a

visi

onin

g ex

erci

se a

nd

wor

ked

with

Cou

ncillo

rs in

a w

orks

hop

on

the

3rd o

f Sep

tem

ber

2013

to d

eter

min

e po

ssib

le fu

ture

sce

nario

s fo

r th

e ar

ea.

Wor

k w

ill pr

ogre

ss in

201

4 w

ith th

e re

leva

nt lo

cal t

rade

r gr

oups

, ind

ustr

y re

pres

enta

tives

and

inte

rnal

sta

keho

lder

s.

Ret

ail,

Com

mer

cial

and

Em

ploy

men

t S

trat

egy

star

ting

2014

.

· C

apita

l wor

ks a

nd fu

ndin

g m

odel

com

plet

ed3rd

qua

rter

201

2

· U

nder

take

con

sulta

tion

1st q

uart

er 2

012

3.4.

2.2

Ens

ure

that

all

priv

ate

rede

velo

pmen

t inc

lude

s ap

prop

riate

land

scap

ing,

a b

uilt

form

and

a

qual

ity o

f dev

elop

men

t tha

t com

plem

ents

the

Bus

ines

s P

ark

char

acte

r id

entifi

ed fo

r th

e ar

ea

· E

nsur

e st

atua

tory

pla

nnin

g ar

e aw

are

of th

e U

DF’

s de

sire

d ou

tcom

es a

nd p

rovi

de g

uide

lines

·

Com

plet

ion

of g

uide

lines

2nd q

uart

er 2

012

3.4.

2.3

Cre

ate

a B

aysi

de B

usin

ess

Em

ploy

men

t A

rea

(BB

EA

) Ref

eren

ce G

roup

to m

arke

t and

pro

mot

e th

e pr

ecin

ct. I

t will:

· as

sist

in m

arke

ting

BB

EA

as

a m

oder

n, h

igh

amen

ity p

ark

for

offic

e ba

sed

busi

ness

es·

act a

s a

soun

ding

boa

rd fo

r st

reet

scap

es

and

infra

stru

ctur

e pr

ojec

ts·

faci

litat

e ne

twor

king

link

ages

bet

wee

n bu

sine

sses

to d

evel

op b

usin

ess-

to-b

usin

ess

conn

ectiv

ity

· ta

rget

new

indu

strie

s th

at c

ompl

emen

t, an

d ha

ve p

oten

tial t

o co

llabo

rate

with

, the

mes

of

valu

e ad

ding

, sus

tain

abilit

y an

d in

nova

tion

· E

stab

lish

a B

BE

A R

efer

ence

Gro

up

that

is

repr

esen

tativ

es o

f the

indu

stry

m

ix·

Dev

elop

a c

ompr

ehen

sive

mar

ketin

g

stra

tegy

toge

ther

with

a lo

go a

nd ta

g lin

e to

pro

mot

e th

e ar

ea·

Con

duct

net

wor

king

opp

ortu

nitie

s fo

r B

BE

A b

usin

esse

s

· E

stab

lish

BB

EA

3rd q

uart

er 2

011

· C

ompl

etio

n of

a

mar

ketin

g st

rate

gy4th

qua

rter

201

1

· N

etw

orki

ng

oppo

rtun

ities

he

ld3rd

qua

rter

201

1

39

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

3.4.

3 R

eta

il a

nd

Co

mm

erc

ial A

cti

vity

Ce

ntr

es

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

thr

ee o

f the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to p

lan

and

faci

litat

e th

e d

eliv

ery

of p

hysi

cal a

nd s

ocia

l inf

rast

ruct

ure

to m

axim

ise

the

clim

ate

for

targ

eted

and

sus

tain

able

inve

stm

ent

in t

he C

ity

•

to im

ple

men

t lo

cal p

olic

ies,

loca

l law

s, p

lann

ing

sche

mes

and

join

t ac

tiviti

es w

ith t

he c

omm

unity

to e

nsur

e d

esira

ble

, sen

sitiv

e an

d co

mp

atib

le e

cono

mic

dev

elop

men

t

• to

faci

litat

e lo

cal b

usin

ess

initi

ativ

es a

nd c

olla

bor

atio

n.

Act

ion

Met

hod

Mea

sure

T

ime

&

Rep

ort

ing

o

f M

easu

re

Pro

gre

ss

3.4.

3.1

Faci

litat

e th

e cr

eatio

n of

at

trac

tive

stre

etsc

apes

co

nsis

tent

with

Cou

ncil’s

ad

opte

d ac

tivity

cen

tre

stru

ctur

e pl

ans

with

th

e pr

inci

ples

of p

lace

m

anag

emen

t

· Im

plem

ent t

he c

ompl

eted

str

eets

cape

m

aste

rpla

ns fo

r:o

Bla

ck R

ock

oM

artin

Str

eet

oB

ay S

tree

to

Chu

rch

Str

eet

oS

andr

ingh

am V

illage

oB

eaum

aris

Con

cour

se·

Com

plet

ion

and

adop

tion

by C

ounc

il of

a

stre

etsc

ape

mas

terp

lan

for

Ham

pton

Str

eet

toge

ther

with

com

mun

ity c

onsu

ltatio

n in

clud

ing

the

Ham

pton

Str

eet T

rade

rs A

ssoc

iatio

n·

Und

erta

ke s

tree

tsca

pe u

pgra

des

in B

aysi

des’

sm

alle

r ac

tivity

cen

tres

· W

ork

with

and

con

tinue

to c

ham

pion

Cou

ncil’s

A

ctiv

ity C

entr

e C

ross

Org

anis

atio

nal G

roup

(A

CC

OG

) to

put f

orw

ard

proj

ects

that

impr

ove

stre

etsc

apes

suc

h as

’Gre

enin

g ou

r V

illage

s’

· N

umbe

r of

str

eets

cape

w

orks

und

erta

ken

Sub

ject

to

Cou

ncil’s

cap

ital

wor

ks b

udge

t

Sin

ce th

e ad

optio

n of

the

stra

tegy

and

to d

ate

stre

etsc

ape

wor

ks h

ave

been

eith

er c

ompl

eted

or

in p

rogr

ess

in:

· B

lack

Roc

k

· B

ay S

tree

t, B

right

on

· C

hurc

h S

tree

t, B

right

on

· S

andr

ingh

am V

illage

· B

eaum

aris

Con

cour

se

· H

ampt

on S

tree

t

· A

dopt

ion

by C

ounc

il of

a H

ampt

on S

tree

t st

reet

scap

e m

aste

rpla

n3rd

qua

rter

201

0Th

e m

aste

rpla

n w

as a

dopt

ed b

y C

ounc

il in

201

0

· N

umbe

r of

str

eets

cape

up

grad

es in

Bay

side

sm

alle

r ac

tivity

cen

tres

Sub

ject

to

Cou

ncil’s

cap

ital

wor

ks b

udge

t

Wor

ks c

ompl

eted

in:

· K

eys

Str

eet,

Bea

umar

is

· S

eavi

ew V

illage

, Bea

umar

is

· B

alco

mbe

Roa

d, B

eaum

aris

· D

endy

Villa

ge, B

right

on

· B

right

on B

each

· H

ampt

on S

tree

t

· N

umbe

r of

pro

posa

ls

put f

orw

ard

by th

e A

ctiv

ity C

entr

e C

ross

O

rgan

isat

iona

l Gro

up

Sub

ject

to

Cou

ncil’s

cap

ital

wor

ks b

udge

t

With

the

appo

intm

ent o

f the

Coo

rdin

ator

Urb

an P

lace

s th

e A

CC

OG

was

dis

cont

inue

d.

40

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Met

hod

Mea

sure

T

ime

&

Rep

ort

ing

o

f M

easu

re

Pro

gre

ss

3.4.

3.2

Enc

oura

ge th

e es

tabl

ishm

ent o

f rob

ust

trad

ers’

ass

ocia

tions

th

at le

ad to

col

labo

ratio

n am

ong

busi

ness

ow

ners

to

impl

emen

t con

sist

ent

cust

omer

ser

vice

sta

ndar

ds,

shop

fron

t pre

sent

atio

ns a

nd

trad

ing

arra

ngem

ents

· P

rovi

de C

ounc

il’s ’R

etai

l Tip

s’ to

trad

ers’

as

soci

atio

ns a

nd n

ew s

hopk

eepe

rs·

Con

tinue

to c

ondu

ct th

e qu

arte

rly m

eetin

g of

repr

esen

tativ

es o

f all

Bay

side

’s tr

ader

s’

asso

ciat

ions

· A

ssis

t tra

ders

with

sup

port

to fo

rm a

nd m

aint

ain

asso

ciat

ions

· E

ngag

e ex

istin

g av

aila

ble

prog

ram

s th

roug

h S

tate

Gov

ernm

ent’s

DIIR

D a

nd F

eder

al

Gov

ernm

ent’s

AR

A to

enc

oura

ge tr

aini

ng a

nd

up-t

o-da

te a

rran

gem

ents

· N

umbe

r of

‘Ret

ail T

ips’

di

strib

uted

Ann

ually

Ove

r 20

00 R

etai

l Tip

s w

ere

dist

ribut

ed in

201

0. T

he

publ

icat

ion

in th

e di

gita

l age

is n

ow n

o lo

nger

requ

ired.

· N

umbe

r of

repr

esen

tativ

e tr

ader

s’ a

ssoc

iatio

n m

eetin

gs c

ondu

cted

Ann

ually

Eco

nom

ic D

evel

opm

ent s

taff

rout

inel

y at

tend

trad

ers

asso

ciat

ion

mee

tings

hel

d ac

ross

the

mun

icip

ality

.

· N

umbe

r of

act

ive

trad

ers’

as

soci

atio

ns in

the

mun

icip

ality

Ann

ually

As

at 2

013

the

activ

e tr

ader

s as

soci

atio

ns in

the

mun

icip

ality

ar e

:

·

Bay

Str

eet

·

Ham

pton

Str

eet

·

San

drin

gham

Villa

ge

·

Mar

tin S

tree

t

·

Bal

ck R

ock

·

Bea

umar

is C

onco

urse

· N

umbe

r of

Sta

te o

r Fe

dera

l G

over

nmen

t pro

gram

au

spic

ed b

y C

ounc

ilA

nnua

lly

Cou

ncil

has

part

icip

ated

ann

ually

in:

·

Str

eetlf

e pr

ogra

ms

(Vic

Gov

)

·

Vic

toria

sm

all b

usin

ess

fest

ival

·

Aus

pice

d pr

ogra

m b

y th

e A

ustr

alia

n Ta

xatio

n O

ffice

,

·

Pro

mot

ed th

e w

ork

of th

e V

icto

rian

Om

buds

man

for

resi

dent

ial a

nd s

mal

l bus

ines

s

41

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Met

hod

Mea

sure

T

ime

&

Rep

ort

ing

o

f M

easu

re

Pro

gre

ss

3.4.

3.3

Impl

emen

t reg

ular

them

ing

and

coor

dina

ted

even

ts a

t se

lect

ed a

ctiv

ity c

entr

es

· P

rovi

de fu

ndin

g to

rga

nize

d tr

ader

s to

est

ablis

h an

d st

age

even

ts·

Wor

k w

ith tr

ader

s’ a

ssoc

iatio

ns to

det

erm

ine

reas

onab

le o

utco

mes

suc

h as

:o

incr

ease

d vi

sito

r nu

mbe

rso

satis

fact

ion

by a

tten

dees

· N

umbe

r of

eve

nts

cond

ucte

d by

trad

ers’

as

soci

atio

nsA

nnua

lly

The

Sho

ppin

g C

entr

e E

vent

and

Cel

ebra

tion

prog

ram

ha

s pr

oved

ver

y su

cces

sful

with

a r

ange

of e

vent

s be

ing

cond

ucte

d th

roug

hout

the

mun

icip

ality

sin

ce 2

010.

The

gr

eate

st s

ucce

ss h

as b

een

the

San

drin

gham

Villa

ge

Fair

whi

ch h

as h

ad a

tten

danc

es o

f bet

wee

n 15

,000

-20

,000

peo

ple

each

yea

r. A

ran

ge o

f sm

alle

r ev

ents

hav

e be

en c

ondu

cted

in a

ctiv

ity c

entr

es w

ith th

e la

test

bei

ng

“Hal

low

een”

in H

ampt

on S

tree

t whi

ch a

ttra

cted

hun

dred

s of

chi

ldre

n an

d th

eir

fam

ilies

to th

e sh

oppi

ng c

entr

e. T

he

fund

has

pro

ved

mos

t effe

ctiv

e as

see

d fu

ndin

g fo

r tr

ader

sp

onso

red

even

ts.

Due

to th

e na

ture

of t

he e

vent

s, p

ost

satis

fact

ion

surv

eys

are

not u

nder

take

n.

· A

n 80

% s

atis

fact

ion

achi

eved

by

atte

ndee

s to

tr

ader

s’ e

vent

sA

nnua

lly

3.4.

3.4

Max

imis

e op

port

uniti

es

to d

iffer

entia

te B

aysi

de’s

re

tail

cent

res

by s

uppo

rtin

g sh

oppi

ng v

illage

reta

il ce

ntre

co

ordi

natio

n an

d as

sist

ing

it to

bec

ome

self-

suffi

cien

t

Exp

lore

the

oppo

rtun

ity to

levy

spe

cial

rat

es fo

r m

arke

ting

and

prom

otio

n pa

rtic

ular

ly in

:·

Ham

pton

Str

eet

· C

hurc

h S

tree

t

· D

ecla

ratio

n of

at l

east

one

sp

ecia

l rat

e fo

r m

arke

ting

and

prom

otio

n3rd

qua

rter

201

1S

peci

al r

ates

hav

e no

t bee

n co

nsid

ered

as

the

Cou

ncil

has

not r

esol

ved

a po

licy

posi

tion.

3.4.

3.5

Bui

ld re

latio

nshi

ps b

etw

een

com

patib

le to

uris

m m

arke

t se

ctor

s w

ith th

e in

tent

of

enco

urag

ing

links

bet

wee

n re

tail

prom

otio

n an

d ot

her

mar

ketin

g /

prom

otio

nal

initi

ativ

es

· E

stab

lish

emai

l dat

abas

e of

trad

ers

to ro

utin

ely

upda

te th

em o

n to

uris

m a

ctiv

ities

· In

vite

mem

bers

of t

he B

aysi

de T

ouris

m N

etw

ork

to a

tten

d R

etai

l tra

ders

’ mee

tings

and

vic

e-ve

rsa

· C

ontin

ue to

eng

age

Bay

side

Tou

rism

Net

wor

k m

embe

rs to

dis

trib

ute

rele

vant

info

rmat

ion

to

even

t att

ende

es a

t eve

nts

in a

ctiv

ity c

entr

es

· E

stab

lishm

ent o

f em

ail

data

base

and

a m

inim

um o

f fo

ur u

pdat

es p

r ovi

ded

3rd q

uart

er 2

010

Em

ail d

atab

ases

hav

e be

en e

stab

lishe

d of

all

of th

e m

ajor

ac

tivity

cen

tres

as

wel

l as

the

larg

e ne

ighb

ourh

ood

cent

res.

· N

umbe

r of

join

t mee

ting

held

Ann

ually

Qua

rter

ly m

eetin

g of

pre

side

nts

of tr

ader

s as

soci

atio

ns h

ave

been

con

duct

ed.

· N

umbe

r of

trad

ers

even

ts

atte

nded

by

BTN

mem

bers

Ann

ually

BTN

mem

bers

att

end

the

even

t org

anis

ing

mee

tings

of

trad

ers

asso

ciat

ions

as

requ

ired.

For

exa

mpl

e 2

BTN

m

embe

rs h

ave

been

wor

king

with

the

Bea

umar

is T

rade

rs

and

Bea

umar

is R

otar

y to

ass

ist t

hem

in th

e de

velo

pmen

t of

thei

r C

hris

tmas

Car

niva

le.

3.4.

3.6

Mon

itor

the

perfo

rman

ce

and

reta

il of

ferin

g of

act

ivity

ce

ntre

s .

Con

tinue

to c

ompi

le th

e B

aysi

de B

usin

ess

Mon

itor

on a

5 y

early

inte

rval

.·

Com

plet

ion

of B

usin

ess

Mon

itor

1st h

alf 2

011

Bus

ines

s M

onito

r co

mpl

eted

and

ado

pted

by

Cou

ncil

in

June

201

2.

42

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

3.4.

4 H

om

e B

ase

d a

nd

Mic

ro B

usi

ne

sse

s

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

thr

ee o

f the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to fa

cilit

ate

loca

l bus

ines

s in

itiat

ives

and

col

lab

orat

ion

•

to s

upp

ort

the

City

’s b

usin

ess

com

mun

ity a

s an

imp

orta

nt lo

cal e

mp

loye

r, in

vest

or a

nd c

ontr

acto

r of

ser

vice

s

• to

pro

vid

e lo

cal a

dvi

ce, a

nd a

cces

s to

, Sta

te a

nd C

omm

onw

ealth

Gov

ernm

ent

ind

ustr

y an

d ec

onom

ic d

evel

opm

ent

pro

gram

s fo

r in

div

idua

l bus

ines

ses,

gro

ups

of b

usin

esse

s an

d co

mm

unity

org

anis

atio

ns in

Bay

sid

e.

Act

ion

Met

hod

Mea

sure

T

ime

& R

epo

rtin

g

of

Mea

sure

P

rog

ress

3.4.

4.1

Pro

vide

targ

eted

acc

ess

to th

e B

BN

, ini

tially

th

roug

h th

e es

tabl

ishm

ent o

f a h

ome

base

d an

d m

icro

bus

ines

s su

b-ne

twor

k pr

ogra

m o

f ev

ents

and

sup

port

ser

vice

s

· In

trod

uce

a m

embe

rs’ o

nly

logi

n fo

r an

on

line

BB

N d

atab

ase

· Id

entif

y ho

me

base

d B

BN

mem

bers

via

m

embe

rshi

p ap

plic

atio

n, s

elf i

dent

ified

’b

usin

ess

cate

gory

’·

Con

duct

targ

eted

trai

ning

opp

ortu

nitie

s fo

r ho

me

base

d bu

sine

sses

with

the

supp

ort o

f Sta

te a

nd F

eder

al G

over

nmen

t pr

ogra

ms

· E

stab

lishm

ent o

f a

mem

bers

’ onl

y lo

gin

for

bays

ideb

usin

ess.

com

.au

2nd q

uart

er 2

010

Mem

bers

logi

ns w

ere

esta

blis

hed

in

2012

with

the

tran

sitio

n to

the

new

B

BN

Web

site

.

· N

umbe

r of

bus

ines

ses

iden

tified

as

hom

e ba

sed

busi

ness

on

BB

N

r egi

stra

tion.

Ann

ually

Giv

en th

e na

ture

of b

usin

ess

clas

sific

atio

ns, h

ome-

base

d bu

sine

sses

hav

e no

t bee

n id

entifi

ed.

· N

umbe

r of t

rain

ing

sess

ions

co

nduc

ted

for

hom

e ba

sed

busi

ness

es.

Ann

ually

The

sem

inar

ser

ies

cond

ucte

d by

B

BN

hav

e at

trac

ted

a ra

nge

of

busi

ness

es fr

om m

icro

to m

ediu

m

size

d bu

sine

sses

.

43

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Met

hod

Mea

sure

T

ime

& R

epo

rtin

g

of

Mea

sure

P

rog

ress

3.4.

4.2

Res

earc

h an

d im

plem

ent s

peci

fic c

olla

bora

tion

initi

ativ

es in

volv

ing:

· su

pply

cha

in p

artn

ersh

ips

· bu

ildin

g cr

itica

l mas

s am

ong

hom

e ba

sed

and

mic

ro b

usin

esse

s so

they

can

co

mpe

te fo

r la

rger

con

trac

ts, p

roje

cts

and

othe

r w

ork

thro

ugh

allia

nces

and

con

sort

ia·

pote

ntia

l buy

ing

grou

ps fo

r pr

oduc

t and

se

rvic

e in

puts

·

virt

ual o

r ph

ysic

al b

usin

ess

incu

bato

r st

yle

serv

ices

(suc

h as

sha

red

rece

ptio

n,

mar

ketin

g, m

eetin

g an

d co

mm

unic

atio

ns

reso

urce

s)

· U

nder

take

a r

ando

m s

urve

y of

resi

denc

es

to d

eter

min

e th

e nu

mbe

r of

hom

e ba

sed

busi

ness

es w

ithin

the

mun

icip

ality

· Id

entif

y op

port

uniti

es, b

oth

phys

ical

an

d kn

owle

dge

base

d, fo

r th

e se

ctor

w

ith p

artn

ersh

ips

such

as

the

Fede

ral

Gov

ernm

ent’s

’Ent

erpr

ise

Con

nect

’ pr

ogra

m·

Und

erta

ke a

feas

ibilit

y st

udy

to e

stab

lish

an

incu

bato

r fo

r ho

me

base

d bu

sine

sses

· S

urve

y co

mpl

eted

Bia

nnua

llyH

as n

ot b

een

unde

rtak

en.

· C

ondu

ct in

dust

ry

info

rmat

ion

nigh

ts to

en

cour

age

indu

stry

sec

tors

to

wor

k co

oper

ativ

ely

1st q

uart

er 2

011

A n

umbe

r of

reta

il in

dust

ry n

ight

s ha

ve b

een

cond

ucte

d an

d ex

plor

atio

n ha

s co

mm

ence

d in

to

cond

uctin

g ho

spita

lity,

fina

ncia

l se

rvic

es a

nd h

ealth

indu

stry

ne

twor

king

nig

hts.

· C

ompl

etio

n of

feas

ibilit

y st

udy

2nd q

uart

er 2

010

The

stud

y ha

s no

t bee

n un

dert

aken

as

reso

urce

s ha

ve b

een

limite

d.

3.4.

4.3

Red

uce

the

leve

l of i

sola

tion

for

owne

r /

oper

ator

s of

hom

e ba

sed

and

mic

ro b

usin

esse

s th

roug

h pe

er s

uppo

rt

· Fa

cilit

ate

dedi

cate

d ne

twor

king

eve

nts

and

info

rmat

ion

exch

ange

foru

ms

for

Hom

e B

ased

and

Mic

r o B

usin

esse

s as

a s

ubse

t of

BB

N a

ctiv

ities

· E

stab

lish

a B

BN

men

tor

grou

p fo

r sm

alle

r bu

sine

sses

· C

ondu

ct a

min

imum

of

one

netw

orki

ng e

vent

for

hom

e ba

sed

and

mic

r o

busi

ness

es a

nnua

lly

Ann

ually

com

men

cing

3rd

quar

ter

2010

The

num

erou

s ne

twor

king

eve

nts

affo

rded

by

the

BB

N h

as m

eant

that

th

e ho

me-

base

d bu

sine

ss s

peci

fic

even

t has

not

bee

n re

quire

d.

· E

stab

lishm

ent o

f BB

N

men

tor

grou

p3rd

qua

rter

201

0A

ppoi

ntm

ent o

f BB

N s

emin

ar

pres

ente

rs a

s A

mba

ssad

ors

has

prov

ided

effe

ctiv

e m

ento

r gr

oup.

44

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

3.4.

5 S

ust

ain

ab

le B

aysi

de

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

thr

ee o

f the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to p

lan

and

faci

litat

e th

e d

eliv

ery

of p

hysi

cal a

nd s

ocia

l inf

rast

ruct

ure

to m

axim

ise

the

clim

ate

for

targ

eted

and

sus

tain

able

inve

stm

ent

in t

he C

ity

•

to in

tegr

ate

econ

omic

, soc

ial a

nd e

nviro

nmen

tal a

ctiv

ities

of C

ounc

il

• o

dire

ctly

pro

vid

e (o

r as

sist

in t

he p

rovi

sion

of)

sele

cted

infr

astr

uctu

re (b

oth

hard

and

sof

t) to

mee

t kn

own

dem

and

and

to c

omp

lem

ent

priv

ate

inve

stm

ent

•

to fa

cilit

ate

loca

l bus

ines

s in

itiat

ives

and

col

lab

orat

ion.

Act

ion

Met

hod

Mea

sure

T

ime

& R

epo

rtin

g o

f M

easu

re

Pro

gre

ss

3.4.

5.1

Incr

ease

aw

aren

ess

for

loca

l bus

ines

ses

on th

e Fe

dera

l Gov

ernm

ent’s

Em

issi

ons

Trad

ing

Sch

eme

(ETS

) if

legi

slat

ed w

ith th

e su

ppor

t of r

elev

ant

gove

rnm

ent a

genc

y

· C

ondu

ct w

ell a

dver

tised

and

pr

omot

ed s

emin

ars

on th

e E

TS·

A m

inim

um o

f 50

atte

ndee

sD

epen

dent

on

Fede

ral

Gov

ernm

ent

As

legi

slat

ion

in th

is a

rea

has

not b

een

reso

lved

, thi

s ha

s no

t pro

gres

sed.

3.4.

5.2

Pro

vide

ong

oing

adv

ice

and

info

rmat

ion

on

redu

cing

ene

rgy

and

wat

er c

onsu

mpt

ion

with

a

view

to re

duci

ng o

pera

ting

cost

s

· D

evel

op p

artn

ersh

ips

with

rele

vant

w

ater

and

ele

ctric

ity s

uppl

iers

· H

old

sust

aina

bilit

y in

form

atio

n se

ssio

ns fo

r lo

cal b

usin

esse

s in

co

njun

ctio

n w

ith r e

leva

nt a

genc

ies

and

supp

liers

· C

ondu

ct a

n an

nual

m

eetin

g w

ith w

ater

an

d en

ergy

loca

l su

pplie

rs

Ann

ually

com

men

cing

2nd

qu

arte

r 20

10

A n

umbe

r of

BB

N b

reak

fast

s ha

ve b

een

them

ed o

n th

e is

sues

of s

usta

inab

ility.

N

umer

ous

brea

kfas

ts h

ave

had

expo

dis

play

s of

sus

tain

able

pro

duct

s.

· H

old

a m

inim

um

of o

ne in

form

atio

n se

ssio

n an

nual

ly

Ann

ually

com

men

cing

3rd

quar

ter

2010

3.4.

5.3

Enc

oura

ge re

side

nts

to ta

ke u

p su

stai

nabi

lity

initi

ativ

es a

nd p

rodu

cts

supp

lied

by lo

cal

busi

ness

es

· C

ondu

ct s

usta

inab

ility

foru

ms

for

r esi

dent

s an

d en

cour

age

loca

l bu

sine

sses

ope

ratin

g in

the

sect

or

to p

artic

ipat

e or

exh

ibit.

Con

side

r sp

onso

rshi

ps o

ppor

tuni

ties

to

augm

ent c

osts

.

· C

ondu

ct a

m

inim

um o

f one

su

stai

nabi

lity

foru

m

bian

nual

ly

1st q

uart

er 2

011

The

prom

otio

n of

the

Bui

lt E

nviro

nmen

t A

war

ds (S

usta

inab

ility

Cat

egor

y) h

as b

een

prov

en s

ucce

ssfu

l, w

ith C

ounc

il re

ceiv

ing

five

nom

inat

ions

in th

e 20

13 a

war

d. W

ith th

e E

nviro

nmen

tal S

trat

egy

Team

, the

se in

itiat

ives

w

ill be

inve

stig

ated

furt

her.

45

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

3.4.

6 A

cc

ess

ing

Sta

te a

nd

Co

mm

on

we

alt

h G

ove

rnm

en

t P

rog

ram

s

Obj

ectiv

es:

This

act

ion

area

ad

dre

sses

tw

o of

the

five

yea

r ec

onom

ic d

evel

opm

ent

obje

ctiv

es:

•

to fa

cilit

ate

loca

l bus

ines

s in

itiat

ives

and

col

lab

orat

ion

•

to p

rovi

de

loca

l ad

vice

, and

acc

ess

to, S

tate

and

Com

mon

wea

lth G

over

nmen

t in

dus

try

and

econ

omic

dev

elop

men

t p

rogr

ams

for

ind

ivid

ual b

usin

esse

s, g

roup

s of

bus

ines

ses

and

com

mun

ity o

rgan

isat

ions

in B

aysi

de.

usin

ess

initi

ativ

es a

nd c

olla

bor

atio

n.

Act

ion

Met

hod

Mea

sure

T

ime

& R

epo

rtin

g o

f M

easu

re

Pro

gre

ss

3.4.

6.1

Incr

ease

the

awar

enes

s of

loca

l bus

ines

ses

of a

ssis

tanc

e pr

ogra

ms

prov

ided

by

the

Sta

te a

nd F

eder

al G

over

nmen

ts

· E

ncou

rage

Sta

te a

nd F

eder

al

Gov

ernm

ent b

usin

ess

supp

ort a

nd

advi

sory

age

ncie

s to

par

ticip

ate

in

BB

N e

vent

s

· A

min

imum

of

one

info

rmat

ion

sess

ion

cond

ucte

d

Ann

ually

com

men

cing

3rd

quar

ter

2010

The

Dep

artm

ent o

f Sta

te D

evel

opm

ent a

nd

Bus

ines

s In

nova

tion

has

been

a s

igni

fican

t sp

onso

r. C

ounc

il ha

s ac

tivel

y pr

omot

ed a

nd

faci

litat

ed n

umer

ous

prog

ram

s of

the

Dep

artm

ent.

Pro

vidi

ng th

e lin

k be

twee

n S

tate

ser

vice

s an

d fu

ndin

g op

port

uniti

es a

nd B

aysi

de B

usin

esse

s.

3.4.

6.2

Acc

ess

rele

vant

Sta

te a

nd F

eder

al

Gov

ernm

ent p

rogr

ams

to b

e de

liver

ed in

B

aysi

de

· A

pply

whe

re a

pplic

able

for

fund

ing

and

/ or

trai

ning

opp

ortu

nitie

s to

be

deliv

ered

in B

aysi

de

· A

min

imum

of o

ne

prog

ram

del

iver

ed

Ann

ually

com

men

cing

4d

quar

ter

2010

Cou

ncil

has

secu

red

sign

ifica

nt fu

ndin

g fo

r a

rang

e of

initi

ativ

es to

ass

ist l

ocal

indu

stry

.

46

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

4. Bays

ide as a re

gional

economy and opportunities

to foster growth

47

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

As noted earlier, Bayside is not an economic region in its own right. The journey-to-work data in Section 2 demonstrates the labour movements to and from employment, from Bayside and within Bayside. It indicates that the municipality sits within a broader economic region in Melbourne’s south-east that stretches from the CBD to as far as Dandenong. Bayside’s integration in this economic region means there is a continuous flow of labour, investment, wages

and profits to and from the municipality. Bayside’s economic performance will therefore depend critically upon the performance, patterns of trade and trends in this broader metropolitan context.

Nevertheless, the local economy is also subject to the same endogenous and exogenous factors which result in activity and growth as any regional economy. The drivers of sustainable economic growth and prosperity can be grouped into the six labels depicted below. Council’s role is to identify the available data on each of these and to identify actions to consolidate and strengthen each.

4.1 What drives Bayside’s economy?

8Department of Regional Australia, Local Government, Arts and Sport (2013), Regional Economic Development Guide, Commonwealth of Australia

Figure 4.1 – The five key drivers of sustainable local economic growth8

48

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

These key factors are the drivers of growth as they constitute the necessary preconditions for the private sector investment that sustains economic growth. The role of all levels of government is to support these preconditions to maximise the attractiveness of investment and business retention in Bayside.

4.1.1 Human capital, particularly education and skills

Human capital is the stock of knowledge, expertise and abilities of a population.

Human capital is one of the most important inputs to economic activity. Human capital is crucial to supporting local businesses to be competitive and drive economic growth. Businesses need access to workers with suitable skills, which is particularly important for advanced industries that rely heavily on technical knowledge and creative abilities. Improvements in education and skills can enhance the innovative and productive capacity of a workforce. Individuals with greater education and skills can pursue a wider range of employment opportunities, adapt to new processes and technologies which improve productivity, and improve their standard of living. The way in which businesses engage with their employees and make use of their skills is also crucial in driving productivity improvements.

Human capital is important to entrepreneurship. People who are experienced in business and have well-developed technical skills and abilities are well-equipped to pursue new ideas and business opportunities. Fostering a strong entrepreneurial culture is also important for enhancing innovation and can encourage businesses and their employees to seek out commercial opportunities. The presence of a skilled workforce can make a region more attractive to investment. Businesses will seek out regions that have an adequate supply of skilled labour when making decisions about where to locate their operations.

Cultural amenities and social infrastructure also play a role in supporting the human capital of a region. Arts, sport, volunteering and cultural activities contribute to the social fabric of a community. These factors can enhance creativity and innovation, build a community spirit and create linkages within regional economies to build on the existing stock of knowledge. 4.1.2 Sustainable communities and population growth

Sustainable communities refers to the ability of a region to endure in the long-term. It has economic, environmental and social dimensions. This concept links closely with and supports Human Capital.

A region’s population is one of its most important resources. It provides the local workforce and plays a large role in determining the attractiveness of living in a region. Population change is a significant factor in the long-term viability of the local community in terms of economic, environmental and social sustainability.

While population growth in the retirement demographic

may have a smaller impact on the labour force, it can stimulate economic activity and contribute to improvements in social capital. For example, older residents tend to participate in community events and volunteer activities, bringing knowledge and experience that can be shared with local businesses. An ageing population can also create demand for services, including aged care and health services.

Population growth can promote further economic development by creating economic and social benefits that attract ongoing migration and business investment. Regions with a growing economy tend to create favourable employment opportunities that attract new residents. The resulting migration can then stimulate additional economic activity as new residents invest in housing, and spend their money in the local economy.

Another key aspect of sustainable communities relevant to Bayside is the need for access to income throughout a person’s life within a place. Younger age residents require access to education and skills to prepare them for the workforce; working age residents need access to employment during their prime years; and senior citizens will require community and government support programs, pensions, investments and assets, and/or superannuation funds for their wealth and incomes.

As noted in Section 2.2.2, Council’s approach to economic development needs to include actions to assist these older residents as part of overall economic wellbeing throughout residents’ life.

Bayside’s aged residents are the first generation of retirees to have universal superannuation which was introduced by the Commonwealth in 1992. Given that 40% of Bayside’s residents are retirees or approaching retirement age, it is important to understand the income sources that Bayside’s residents rely upon for income during post full-time employment. Limited data is currently available to profile these dynamics, and this information gap needs to be addressed as part of the five year action plan.

4.1.3 Comparative advantage and business competitiveness

A region has a comparative advantage when it can produce a product, good or service at a lower opportunity cost than other regions. Regional comparative advantage can be considered as a region’s area of relative strength or specialisation, such as access to natural resources.

Business competitiveness is the ability of a business to sell and supply goods and services compared to a competitor. A business has a competitive advantage when its products or services cannot be easily duplicated by competitors.

A region’s comparative advantage can stem from various sources, such as its geographic location and proximity to other population centres, availability of natural resources, climate and arable land conducive to agriculture, the existence of industry clusters, access to infrastructure or the skill profile of the local population.

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These underlying attributes influence the types of economic activity that are likely to be successful in a region. They also have implications for development initiatives, which are generally more effective where they build on an existing strength. However, this does not mean that regions cannot diversify their economies. Rather, regions can benefit by strengthening current areas of specialisation and diversify by developing new ways to exploit existing assets, resources and knowledge.

A region’s comparative advantage is not static and can evolve over time with changes in natural resources, market forces, or planning and investments that aim to build up new capabilities.

Local businesses can use a region’s comparative advantage to build a competitive advantage. Competitive advantages are also developed through the combination of multiple factors including knowledge, resources, skills and, importantly, the capacity to innovate. These factors can give a business an efficiency advantage, or underpin the development of a unique or innovative product that cannot be easily replicated by competitors.

Competitive local businesses are essential to economic development. They are the building blocks of a successful regional economy, providing the employment opportunities and income that underpin higher living standards. Actions to promote innovation, improve productivity, gain access to markets and lift the educational profile of a region, all contribute to making businesses more competitive.

4.1.4 Economic connectivity

Economic connectivity and access to markets is the ability to trade goods and services in markets at a local, metropolitan or national level.

Access to markets is facilitated by physical and non-physical connections. Reducing transport costs can improve physical access to markets and enable businesses to move goods more quickly. Soft infrastructure, such as strong business relationships, the right commercial access, trade agreements between countries and access to connective technology like the NBN, is equally important. When entering a new market, producers need to have the knowledge and ability to provide goods and services that are attractive and that meet local regulatory requirements, such as safety and quality standards.

Some businesses, by their nature, are focused on the local market. For example, demand for health and personal services is driven by local consumption as they serve specific local needs, and focus on relatively small local markets. However, other industries, particularly primary producers, are outwardly oriented and have stronger export potential. Growth in these sectors is greatly aided by building connections to larger trade markets.

Regions that are well connected to large or diverse markets can access a wider range of potential customers. Greater access to markets provides local

businesses with opportunities to grow by trading more goods and services. Further, producing on a larger scale can help businesses to bring down their costs through economies of scale, making them more competitive. Access to markets is not restricted to building international links. Connecting with other areas of Australia can impact a region’s economic development in a similar way to international trade, and can support the formation of businesses that operate across multiple regions of the country.

Greater access to markets also creates the opportunity to purchase from a wider range of sellers. Market access can benefit businesses by providing a greater choice of suppliers and potentially lowering their costs, and gives consumers access to a larger range of goods and services. Greater access to markets also opens the door to new investment and innovation, through the sharing of information, knowledge and technology.

4.1.5 Effective cross-sector and intergovernmental partnerships

Effective cross-sector and intergovernmental partnerships are areas of formal and informal cooperation between stakeholders that can help deliver on shared priorities. They are linkages between the local community, businesses, industry, and across all levels of government.

Integrated regional planning aligns the objectives of multiple levels of government, businesses and the community to coordinate development efforts at different levels.

No one level of government can fully respond to the diverse needs and circumstances of Australia’s regions, and partnerships are essential for coordinating the activities and investments of different stakeholders. Effective regional development policy relies on all three levels of government working in partnership with each other, communities and the private sector, to focus on the challenges and opportunities for a particular region.

4.1.6 Recent State Government policy changes and directions

Plan Melbourne Metropolitan Strategy

Plan Melbourne is the first major change in strategic metropolitan policy since Melbourne 2030 was adopted by the State Government in 2002. Plan Melbourne presents a number of implications for economic development, including its focus on employment opportunities throughout Melbourne’s major economic nodes and land use policy. A key economic theme of Plan Melbourne is the ’20 minute city’ concept whereby jobs and services may be accessed throughout the city within a 20 minute journey from any given point.

As noted earlier, Bayside is not a major economic region in its own right and is not identified as a cluster in Plan Melbourne. Bayside sits at the periphery of the CBD cluster and the journey-to-work patterns in Section 2 (page 33) indicate that Bayside also has a relationship with the south-eastern industrial cluster based around Dandenong and Monash.

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Bayside’s economic role is, in fact, already consistent with the aspirations of Plan Melbourne as the existing road and rail infrastructure that connects the municipality with the rest of the city provides it the efficient access required for Bayside’s residents to access the major sources of employment and commercial nodes needed to integrate within the broader metropolitan economy.

Council’s priority to foster positive preconditions in Bayside for commercial investment further reinforces alignments with Plan Melbourne as this investment further increases access and opportunities by Bayside’s residents to employment and commercial interactions. Plan Melbourne’s implications for the BBEA.

Plan Melbourne’s implications for the BBEA are unclear. The BBEA is not identified as a component of the ‘Integrated Economic Triangle’ (which instead refers to the CBD and major transport infrastructure), nor is it identified as part of one of the National Employment Clusters, a (State Government) investment or employment opportunity, or as a Metropolitan Activity Centre.

Plan Melbourne identifies the significance of activity centres in providing jobs and commercial opportunities, but does not discuss in detail the distinction between traditional mixed-use activity centres and dedicated commercial precincts such as the BBEA. This is particularly pertinent as the strategy’s Initiative 1.2.3 includes an action to update the planning provisions to remove retail and commercial floor space caps in Precinct Structure plans as activity centres are developed. This action would increase the potential for the dispersal of major commercial investments away from the BBEA as a dedicated business and employment precinct to other areas both within and outside of Bayside. While this may diversify the functions of these other areas, the erosion of commercial investment was a key risk for the BBEA identified in the 2012 Business Monitor.

Clarification is required from the Victorian Government as to what role the BBEA is envisaged to play under the new metropolitan strategy. An opportunity to seek this clarification may arise when the Government undertakes the quantification of commercial and retail land requirements as an action to be completed in the short term as part of Initiative 1.2.3. The Government could also articulate how the BBEA functions (both currently and in the future) in meeting the employment component of the strategy’s objective of a ‘20 minute city’. The Government’s view of the correct balance between meeting housing and employment needs in Bayside’s last major commercial area should also be sought.

Recommended addition to the action plan: seek clarification from the State Government on the future role and function of the BBEA as it relates to the objectives of Plan Melbourne.

Planning Zone changes

The Victorian Government introduced changes to the Victorian Planning Provisions which came into effect in July 2013. These zoning changes have potential implications for existing activity centres and commercial areas in Bayside (and elsewhere in metropolitan Melbourne).

The five previously existing Business Zones (Business 1-5) have been replaced with two new Commercial Zones (Commercial 1 and 2), which significantly expand the number of ‘as-of-right’ uses (i.e. uses for which a planning permit is not required).

For example, under the Commercial 1 Zone, which replaces the existing Business 1, 2 and 5 Zones all shops, including supermarkets, are ’as-of-right’ and are no longer subject to floor space limits in urban municipalities. Similarly, the new Commercial 2 Zone replaces the existing Business 3 and 4 Zones that allows for the establishment of small-scale supermarkets with floorspace up to 1,800 m2 and small shops up to 500m2 ‘as-of-right’ in the metropolitan area, on sites with access to a main road.

In addition to these changes to the Commercial Zones, the Industrial 3 Zone has been amended to now permit a supermarkets up to 1,800m2 and shops to a maximum of 500m2 to locate ‘as-of-right’ in that zone on sites adjoining or within 30 metres of an arterial or major road. Although Bayside has no land zoned Industrial 3, several sites in the adjoining Glen Eira and Kingston LGAs are located within a few hundred metres of the Bayside boundary which could potentially be targeted for supermarket/small shop development. Such development could attract trade from existing Bayside activity centres.

Whilst the greater ‘as-of-right’ uses permissible for shops and commercial activity under the new zones will simplify the planning application process somewhat and reduce it as a barrier to investment, ‘planning certainty’ could be reduced due to the likely expansion in the number of locations where new retail activities may locate. This potential outcome may serve to reduce investment in existing small centres as a response to greater perceived investment opportunities in newly-zoned commercial areas.

Under the zoning changes supermarkets could conceivably be developed within the Bayside Business Employment Area (BBEA) flanking Bay Road between George Street and Jack Road, Cheltenham and on land currently zoned Business 4 on the northern (Kingston) side of Nepean Highway. The potential for new ‘out-of-centre’ developments could undermine the vitality and viability of existing activity centres by redirecting trade away and by attracting existing tenants to re-locate to the new centres.

The decrease in the number of uses that require a permit and the rationalisation of the business zones also removes the discretion Council previously had to some degree, manage the commercial mix in centres.

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For example, under the previous zoning regime, the Business 2 Zone was designed specifically to encourage the development of offices through requiring planning permits for all retail premises, with offices being ‘as-of-right. Under the new Commercial 1 Zone, offices and retail ‘premises (including shops) are both ‘as-of-right, limiting Council’s ability to direct where these uses are located and reducing the ability of the Planning Scheme to enforce a strong activity centre-based policy. The Bayside Small Activity Centres Strategy and the upcoming Retail, Commercial and Employment Strategy will provide the support to Bayside’s activity centres that is available to Council under the new planning zones.

The new zones are likely to have significant property market effects by changing the opportunities and options for investment in commercial-zoned land. Retail and office construction activity was demonstrated in Section 2.3.4 to have had differing patterns of activity since 2006, reflecting the differing performance between retail and service industries over this period.

The changes to the local property market may affect new economic circumstances which could be studied

in detail to identify Bayside’s commercial investment environment and outlook, and establish policy priorities for maximising investment suitable for Council’s economic development objectives.

4.1.7 Bayside’s economic development outlook and priority action areas

Section 2 identified and analysed the key data available that is linked to each of these drivers.

Section 3 outlined Council’s objectives in local economy development. This section relates to each economic driver to relevant findings from data in Section 2 and then draws conclusions for Bayside’s economic outlook. An optimal suite of targeted actions, policies and interventions Council can undertake will be identified from this analysis.

Bayside’s activity centres and the BBEA are also analysed given their roles as key nodes in the local economy and the distinct opportunities that exist to further strengthen their investment and employment offer.

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5. SWOT and Action Plan

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5.1

E

con

om

ic D

rive

r 1

– L

ever

agin

g a

nd

bu

ildin

g B

aysi

de’

s h

um

an c

apit

al

Cou

ncil’

s O

bjec

tive:

1.

To

sup

por

t th

e C

ity’s

bus

ines

s co

mm

unity

as

an im

por

tant

loca

l em

plo

yer,

inve

stor

and

con

trac

tor

of s

ervi

ces.

S

WO

T

Str

eng

thW

eakn

esse

s o

r C

ons

trai

nts

Thr

eats

Op

po

rtun

itie

sA

ctio

n R

ef.

Bay

side

resi

dent

s ge

nera

lly p

osse

ss

a hi

gh le

vel o

f ski

lls, e

duca

tion

and

wor

k ex

perie

nce

and

have

inco

me

leve

ls a

bove

the

met

ropo

litan

ave

rage

. Th

ese

exis

ting

endo

wm

ents

pro

vide

re

side

nts

high

pro

babi

litie

s of

acc

ess

to

empl

oym

ent a

nd w

ealth

.

The

larg

e nu

mbe

r of

wor

king

resi

dent

s th

at a

re

empl

oyed

bey

ond

Bay

side

’s b

ound

arie

s m

eans

that

B

aysi

de’s

eco

nom

ic p

rosp

erity

is d

epen

dent

upo

n th

e br

oade

r re

gion

s, b

eyon

d C

ounc

il’s a

bilit

y to

dire

ctly

in

fluen

ce.

The

relia

nce

of re

side

nts

on a

reas

out

side

of

Bay

side

for

empl

oym

ent l

eads

to in

crea

sing

pr

essu

re o

n ex

istin

g tr

ansp

ort i

nfra

stru

ctur

e.

Nat

iona

l tre

nds

indi

cate

th

at B

aysi

de’s

rela

tivel

y la

rge

coho

rts

of s

enio

r w

orki

ng a

ge re

side

nts

are

likel

y to

rem

ain

in th

e w

orkf

orce

long

er th

an

prev

ious

gen

erat

ions

.

Thes

e re

side

nts

may

co

nsid

er e

xten

ding

thei

r w

orki

ng c

aree

rs th

roug

h co

nsul

tanc

ies

or v

ia th

e co

mm

ence

men

ts o

f sm

all

busi

ness

es.

5.1.

1

Bay

side

has

goo

d tr

ansp

ort l

inks

to

Mel

bour

ne’s

maj

or e

mpl

oym

ent

area

s. T

his

feat

ure

supp

orts

Bay

side

’s

effe

ctiv

e jo

b de

nsity

and

pro

sper

ity.

Bay

side

has

a v

ery

low

rat

e of

loca

l un

empl

oym

ent a

nd th

is is

fore

cast

to

rem

ain

low

.

Cou

ncil’s

role

in th

e pr

ovis

ion

of tr

ansp

ort s

ervi

ces

and

infra

stru

ctur

e is

sub

ordi

nate

to S

tate

Gov

ernm

ent

prio

ritie

s an

d bu

dget

lim

itatio

ns, r

estr

ictin

g sc

ope

to

dire

ctly

lead

the

deliv

ery

of n

ew tr

ansp

ort o

ptio

ns.

The

tota

l loc

al e

mpl

oym

ent o

ffer

is s

igni

fican

tly lo

wer

th

an th

e ov

eral

l num

ber

of w

orki

ng re

side

nts.

Thi

s m

eans

man

y re

side

nts

need

to fi

nd w

ork

outs

ide

of

Bay

side

.

Giv

en th

e lim

ited

fund

s av

aila

ble

for

furt

her

inve

stm

ent t

o ex

pand

pub

lic tr

ansp

ort c

apac

ity/

serv

ices

, thi

s co

nstr

aint

may

lim

it B

aysi

de’s

E

ffect

ive

Job

Den

sity

pot

entia

l and

pro

sper

ity.

Bay

side

’s re

lativ

ely

olde

r w

orkf

orce

will

need

to

con

tinue

to u

pdat

e th

eir

skills

and

trai

ning

to

ens

ure

they

rem

ain

rele

vant

in a

cha

ngin

g,

know

ledg

e-in

tens

ive

labo

ur m

arke

t.

Ser

vice

clu

bs a

nd/o

r ad

viso

ry c

omm

ittee

s to

co

unci

l com

pris

e sk

illed,

ex

perie

nced

mem

bers

who

co

uld

shar

e in

sigh

ts a

nd

tran

sfer

kno

wle

dge

to n

ew

or p

rosp

ectiv

e bu

sine

ss

oper

ator

s.

5.1.

2

5.1.

3

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Str

eng

thW

eakn

esse

s o

r C

ons

trai

nts

Thr

eats

Op

po

rtun

itie

sA

ctio

n R

ef.

Figu

re 2

.10.

2 (p

age

29) d

emon

stra

tes

that

ther

e is

an

alig

nmen

t bet

wee

n th

e la

rges

t ind

ustr

ies

in B

aysi

de a

nd th

e in

dust

ries

whi

ch e

mpl

oy la

rge

num

bers

of

wor

king

resi

dent

s. T

his

mea

ns th

at

the

jobs

ava

ilabl

e lo

cally

may

be

a go

od

mat

ch fo

r th

e jo

bs w

hich

resi

dent

s se

ek

for

empl

oym

ent.

Whi

le e

mpl

oym

ent a

ligns

by

indu

stry

, the

ove

rall

num

ber

of jo

bs in

Bay

side

is lo

wer

than

the

num

ber

of w

orki

ng

resi

dent

s. T

his

mea

ns th

at B

aysi

de h

as a

sho

rtfa

ll of

jobs

w

ithin

the

mun

icip

ality

rela

tive

to th

e nu

mbe

r of

resi

dent

s w

ho a

re e

mpl

oyed

ove

rall.

Bay

side

doe

s no

t hav

e a

loca

l hig

her

educ

atio

n fa

cilit

y,

whi

ch is

con

side

red

to b

e a

criti

cal e

nabl

er o

f com

mer

cial

in

nova

tion.

Bay

side

has

a s

light

ly lo

wer

hom

e-ba

sed

busi

ness

em

ploy

men

t pro

port

ion

than

the

Mel

bour

ne

aver

age.

Aus

tral

ian

Bus

ines

s R

egis

ter

data

allo

ws

for

the

quar

terly

iden

tifica

tion

of n

ew A

BN

s re

gist

ered

in

Bay

side

. Thi

s in

form

atio

n an

d ot

her

data

ava

ilabl

e to

Cou

ncil

can

be c

omm

unic

ated

as

an o

ngoi

ng

publ

icat

ion

dist

ribut

ed to

new

, pro

spec

tive

and

esta

blis

hed

busi

ness

es to

kee

p th

em in

form

ed a

nd

iden

tify

com

mer

cial

opp

ortu

nitie

s an

d im

port

ant

loca

l tre

nds.

Unf

ores

een

stru

ctur

al c

hang

es in

the

natio

nal

and/

or m

etro

polit

an e

cono

mic

may

cau

se

mis

alig

nmen

ts to

dev

elop

bet

wee

n th

e pr

ovis

ion

of jo

bs lo

cally

and

the

skill

sets

, qua

lifica

tions

and

in

dust

ries

of e

mpl

oym

ent a

vaila

ble

in B

aysi

de

The

encr

oach

men

t of r

esid

entia

l dev

elop

men

ts o

n lim

ited

com

mer

cial

land

may

ero

de th

e pr

ovis

ion

of

loca

l job

s an

d bu

sine

ss in

vest

men

t opp

ortu

nitie

s

Giv

en th

e ex

istin

g B

BN

co

nnec

tions

and

the

incr

easi

ng le

vels

of l

ocal

re

tiree

s th

e po

tent

ial e

xist

s to

dev

elop

a ‘h

ome

grow

n’

inve

stor

pro

gram

.

5.1.

4

Con

vert

loca

l ski

lls to

loca

l jo

bs: ‘

Incu

batio

n’ (t

hrou

gh

poss

ible

har

d fa

cilit

y, v

irtua

l fa

cilit

y, o

r sk

ill/ne

twor

king

/m

ento

ring

prog

ram

de

velo

pmen

t), p

rom

otin

g th

e es

tabl

ishm

ent o

f new

HO

/SO

bu

sine

sses

by

resi

dent

s.

5.1.

5

Vary

ing

incu

batio

n m

odel

s ha

ve b

een

tria

lled

arou

nd th

e w

orld

. A

n as

sess

men

t of

suita

ble

mod

els

for

Bay

side

w

ould

war

rant

con

side

ratio

n.

5.1.

6

Mon

itor

the

alig

nmen

t, pr

iorit

ies

thos

e in

dust

ries

for

focu

s of

Cou

ncil

and

gove

rnm

ent p

rogr

ams.

Cou

ncil’s

ED

S c

an s

uppo

rt

loca

l eco

nom

ic g

row

th a

nd

empl

oym

ent b

y m

aint

aini

ng

the

prec

ondi

tions

favo

urab

le

for

targ

eted

com

mer

cial

in

vest

men

t.

5.1.

7

5.1.

8

5.1.

9

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Str

eng

thW

eakn

esse

s o

r C

ons

trai

nts

Thr

eats

Op

po

rtun

itie

sA

ctio

n R

ef.

Figu

re 2

.10.

2 (p

age

29) d

emon

stra

tes

that

ther

e is

an

alig

nmen

t bet

wee

n th

e la

rges

t ind

ustr

ies

in B

aysi

de a

nd th

e in

dust

ries

whi

ch e

mpl

oy la

rge

num

bers

of

wor

king

resi

dent

s. T

his

mea

ns th

at

the

jobs

ava

ilabl

e lo

cally

may

be

a go

od

mat

ch fo

r th

e jo

bs w

hich

resi

dent

s se

ek

for

empl

oym

ent.

Whi

le e

mpl

oym

ent a

ligns

by

indu

stry

, the

ove

rall

num

ber

of jo

bs in

Bay

side

is lo

wer

than

the

num

ber

of w

orki

ng

resi

dent

s. T

his

mea

ns th

at B

aysi

de h

as a

sho

rtfa

ll of

jobs

w

ithin

the

mun

icip

ality

rela

tive

to th

e nu

mbe

r of

resi

dent

s w

ho a

re e

mpl

oyed

ove

rall.

Bay

side

doe

s no

t hav

e a

loca

l hig

her

educ

atio

n fa

cilit

y,

whi

ch is

con

side

red

to b

e a

criti

cal e

nabl

er o

f com

mer

cial

in

nova

tion.

Bay

side

has

a s

light

ly lo

wer

hom

e-ba

sed

busi

ness

em

ploy

men

t pro

port

ion

than

the

Mel

bour

ne

aver

age.

Aus

tral

ian

Bus

ines

s R

egis

ter

data

allo

ws

for

the

quar

terly

iden

tifica

tion

of n

ew A

BN

s re

gist

ered

in

Bay

side

. Thi

s in

form

atio

n an

d ot

her

data

ava

ilabl

e to

Cou

ncil

can

be c

omm

unic

ated

as

an o

ngoi

ng

publ

icat

ion

dist

ribut

ed to

new

, pro

spec

tive

and

esta

blis

hed

busi

ness

es to

kee

p th

em in

form

ed a

nd

iden

tify

com

mer

cial

opp

ortu

nitie

s an

d im

port

ant

loca

l tre

nds.

Unf

ores

een

stru

ctur

al c

hang

es in

the

natio

nal

and/

or m

etro

polit

an e

cono

mic

may

cau

se

mis

alig

nmen

ts to

dev

elop

bet

wee

n th

e pr

ovis

ion

of jo

bs lo

cally

and

the

skill

sets

, qua

lifica

tions

and

in

dust

ries

of e

mpl

oym

ent a

vaila

ble

in B

aysi

de

The

encr

oach

men

t of r

esid

entia

l dev

elop

men

ts o

n lim

ited

com

mer

cial

land

may

ero

de th

e pr

ovis

ion

of

loca

l job

s an

d bu

sine

ss in

vest

men

t opp

ortu

nitie

s

Giv

en th

e ex

istin

g B

BN

co

nnec

tions

and

the

incr

easi

ng le

vels

of l

ocal

re

tiree

s th

e po

tent

ial e

xist

s to

dev

elop

a ‘h

ome

grow

n’

inve

stor

pro

gram

.

5.1.

4

Con

vert

loca

l ski

lls to

loca

l jo

bs: ‘

Incu

batio

n’ (t

hrou

gh

poss

ible

har

d fa

cilit

y, v

irtua

l fa

cilit

y, o

r sk

ill/ne

twor

king

/m

ento

ring

prog

ram

de

velo

pmen

t), p

rom

otin

g th

e es

tabl

ishm

ent o

f new

HO

/SO

bu

sine

sses

by

resi

dent

s.

5.1.

5

Vary

ing

incu

batio

n m

odel

s ha

ve b

een

tria

lled

arou

nd th

e w

orld

. A

n as

sess

men

t of

suita

ble

mod

els

for

Bay

side

w

ould

war

rant

con

side

ratio

n.

5.1.

6

Mon

itor

the

alig

nmen

t, pr

iorit

ies

thos

e in

dust

ries

for

focu

s of

Cou

ncil

and

gove

rnm

ent p

rogr

ams.

Cou

ncil’s

ED

S c

an s

uppo

rt

loca

l eco

nom

ic g

row

th a

nd

empl

oym

ent b

y m

aint

aini

ng

the

prec

ondi

tions

favo

urab

le

for

targ

eted

com

mer

cial

in

vest

men

t.

5.1.

7

5.1.

8

5.1.

9

Act

ion

Pla

n

Cos

t ra

nge

of p

roje

cts:

$ =

<$1

,00

0$

$ =

$1,

001

- $

5,0

00

$$

$ =

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001

- $

10,0

00

$$

$$

= $

10,0

01 -

$20

,00

0$

$$

$$

= >

$20

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0

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

n (C

alen

der

Yea

r)

Ind

icat

ive

Co

stFu

ndin

g

So

urce

Par

tner

ship

Inte

rnal

/ E

xter

nal

5.1.

1

Und

erta

ke a

loca

l hom

e-ba

sed

busi

ness

nee

ds a

naly

sis.

The

anal

ysis

will

prov

ide

insi

ghts

as

to w

hat m

ay b

e th

e ba

rrie

rs fo

r re

tiree

s co

mm

enci

ng h

ome

base

d bu

sine

sses

.

Com

plet

ion

of

hom

e ba

sed

stud

y.Q

3 20

16$$

New

Initi

ativ

e B

aysi

de B

usin

ess

Net

wor

k.

5.1.

2

Con

tinue

to m

onito

r co

mm

unity

dem

ogra

phic

pro

files

to e

nsur

e th

e al

ignm

ent o

f eco

nom

ic d

evel

opm

ent a

ctio

ns a

re m

eetin

g th

e ch

angi

ng

need

s of

the

com

mun

ity.

The

Bay

side

Ann

ual B

usin

ess

Reg

iste

r w

ill pr

ovid

e da

ta o

n th

e pe

rform

ance

of t

he lo

cal e

cono

my

and

high

light

issu

es th

at m

ay

requ

ire a

djus

tmen

t to

Cou

ncil’s

str

ateg

ic a

ppro

ach

to E

cono

mic

D

evel

opm

ent.

The

annu

al re

view

will

add

agilit

y an

d re

spon

sive

ness

to

the

long

term

str

ateg

y.

Bay

side

Ann

ual

Bus

ines

s R

evie

w

(BA

BR

).

Ann

ual c

omm

enci

ng

Q1

2016

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ce B

udge

tIn

tern

al c

olla

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tion

with

Com

mun

icat

ions

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epar

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5.1.

3

Est

ablis

h a

part

ners

hip

with

U3A

to id

entif

y an

d de

liver

cou

rses

th

at p

rom

ote

retir

emen

t age

resi

dent

s to

effe

ctiv

ely

man

age

wea

lth,

mai

ntai

n cu

rren

cy o

f the

ir sk

ills a

nd re

mai

n en

gage

d in

the

broa

der

econ

omy.

Est

ablis

h an

on

goin

g di

alog

ue

with

U3A

op

erat

ors.

Hal

f yea

rly

com

men

cing

Q3

2014

Sta

ff R

esou

rce

Ser

vice

Bud

get

Inte

rnal

col

labo

ratio

n w

ith A

ged

and

Dis

abilit

y S

ervi

ces

Dep

artm

ent.

56

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

n (C

alen

der

Yea

r)

Ind

icat

ive

Co

stFu

ndin

g

So

urce

Par

tner

ship

Inte

rnal

/ E

xter

nal

5.1.

4

‘Hom

e gr

own’

pro

gram

of m

ento

ring/

’ang

el in

vest

or p

rogr

am’ t

o as

sist

loca

l ent

repr

eneu

rs w

ith s

tart

ups

.

Inve

stig

atio

n un

dert

aken

into

an

gel i

nves

tor

oppo

rtun

ities

to

pro

mot

e vi

a B

aysi

de B

usin

ess

Ann

ual R

evie

w a

nd

BB

N.

Q2

2015

Sta

ff R

esou

rces

Ser

vice

Bud

get

Ext

erna

l BB

N a

mba

ssad

ors.

5.1.

5

Und

erta

ke a

Cos

t Ben

efit A

naly

sis

on B

usin

ess

Incu

bato

r/co

-wor

king

sp

aces

and

mod

els.

Cos

t Ben

efit

Ana

lysi

s co

mpl

eted

.

Q2

2015

$$S

ervi

ce B

udge

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xter

nal i

nves

tigat

ion

with

Sta

te G

over

nmen

t and

ot

her

loca

l cou

ncil

s th

at h

ave

or h

ad in

cuba

tor

prog

ram

s.

5.1.

6

Sub

ject

to C

ost B

enefi

t Ana

lysi

s (A

ctio

n 5.

1.2.

3) v

iabi

lity,

dev

elop

an

incu

bato

r bu

sine

ss p

lan.

Bus

ines

s pl

an

com

plet

ed

and

subm

itted

to

Cou

ncil

for

cons

ider

atio

n.

Q4

2015

$$$

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ativ

eE

xter

nal i

nves

tigat

ion

with

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t and

ot

her

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l cou

ncil

s th

at h

ave

or h

ad in

cuba

tor

prog

ram

s.

5.1.

7

Dev

elop

men

t of a

new

bus

ines

s al

ert s

yste

m to

pro

vide

a ‘w

elco

me’

fo

r ne

w b

usin

esse

s es

tabl

ishe

d in

the

mun

icip

ality

with

an

outli

ne o

f re

leva

nt p

rogr

ams

and

oppo

rtun

ities

.

Wel

com

e sy

stem

es

tabl

ishe

d to

en

sure

new

bu

sine

sses

are

aw

are

of a

ll lo

cal

oppo

rtun

ities

for

enga

gem

ent a

nd

netw

orki

ng.

Q2

2014

$ &

Sta

ff re

sour

ces

Ser

vice

Bud

get

Inte

rnal

col

labo

ratio

n w

ith C

omm

unic

atio

ns a

nd

Am

enity

Pro

tect

ion

Dep

artm

ent.

57

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

n (C

alen

der

Yea

r)

Ind

icat

ive

Co

stFu

ndin

g

So

urce

Par

tner

ship

Inte

rnal

/ E

xter

nal

5.1.

8

Mon

itor

the

indu

strie

s of

em

ploy

men

t in

Bay

side

and

the

empl

oym

ent

tren

ds o

f wor

king

resi

dent

s so

urce

d fro

m A

BS

, AB

R a

nd A

TO d

ata.

Ann

ual a

naly

sis

unde

rtak

en.

Pub

lish

findi

ngs

in B

aysi

de A

nnua

l B

usin

ess

Rev

iew

.

Q4

2014

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ervi

ce B

udge

tIn

tern

al c

olla

bora

tion

with

Com

mun

icat

ions

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epar

tmen

t.

5.1.

9

Inve

stig

ate

with

Sta

te a

nd F

eder

al g

over

nmen

t dep

artm

ents

ava

ilabl

e su

ppor

t pro

gram

s su

itabl

e fo

r lo

cal i

ndus

trie

s th

at a

re in

tran

sitio

n.

Liai

son

with

re

leva

nt

depa

rtm

ents

and

lo

cal f

acilit

atio

n of

pr

ogra

ms.

Ong

oing

Sta

ff R

esou

rces

Spo

nsor

ship

/

Gra

nt

Ext

erna

l col

labo

ratio

n w

ith d

epar

tmen

ts o

f Sta

te

and

Fede

ral g

over

nmen

t.

58

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Co

unci

l’s O

bje

ctiv

e

2. T

o en

sure

sus

tain

able

gro

wth

:

• s

tream

line

and

impr

ove

polic

ies,

• a

ppro

pria

te lo

cal l

aws,

• p

lann

ing

polic

y al

igne

d to

Cou

ncil’s

stra

tegi

c ob

ject

ives

,

• p

artn

ersh

ips

esta

blis

hed

with

the

com

mun

ity to

ens

ure

desi

rabl

e,

•

sen

sitiv

e an

d co

nfor

min

g ec

onom

ic d

evel

opm

ent.

S

WO

T

5.2

Eco

no

mic

Dri

ver

2 –

Su

stai

nin

g e

con

om

ic g

row

th in

Bay

sid

e

Str

eng

ths

Wea

knes

ses

or

Co

nstr

aint

sT

hrea

tsO

pp

ort

unit

ies

Act

ion

Ref

Bay

side

’s q

ualit

y lif

esty

le a

nd h

igh

amen

ity w

ill co

ntin

ue to

driv

e lo

cal

econ

omic

dev

elop

men

t thr

ough

at

trac

ting

ongo

ing

inve

stm

ent a

nd

cons

truc

tion

activ

ity.

Dem

and

for

apar

tmen

t con

stru

ctio

n in

Bay

side

’s a

ctiv

ity c

entr

es m

eans

th

at re

side

ntia

l use

s co

mpe

te fo

r si

tes

suita

ble

for

com

mer

cial

con

stru

ctio

n in

B

aysi

de’s

key

em

ploy

men

t loc

atio

ns.

Str

ong

dem

and

for

resi

dent

ial d

evel

opm

ents

in

Bay

side

’s a

ctiv

ity c

entr

es m

ay c

onst

rain

site

av

aila

bilit

y fo

r co

mm

erci

al c

onst

ruct

ion.

Thi

s w

ill re

stra

in th

e em

ploy

men

t gro

wth

pot

entia

l of

the

mun

icip

ality

.

Bay

side

’s fa

mily

life

styl

e an

d ba

lanc

e of

resi

dent

ial/

acce

ss to

qua

lity

empl

oym

ent c

an b

e pr

omot

ed a

s a

part

icul

ar w

ork/

life

asse

t.

To u

nder

stan

d th

e gr

owth

and

con

stra

ints

on

the

Bay

side

eco

nom

y a

long

term

stu

dy in

to re

tail,

co

mm

erci

al a

nd e

mpl

oym

ent s

ecto

rs is

pro

pose

d.

5.2.

1

Bot

h em

ploy

men

t am

ongs

t re

side

nts

and

Bay

side

’s p

opul

atio

n ov

eral

l are

fore

cast

to c

ontin

ue to

gr

ow.

Bay

side

’s la

ck o

f reg

iona

l cat

chm

ent

reta

il pr

ecin

cts

(e.g

. Sou

thla

nd) m

eans

th

at s

ome

cons

umer

exp

endi

ture

leak

s ou

tsid

e th

e m

unic

ipal

ity.

Com

mer

cial

bui

ldin

gs in

clo

se p

roxi

mity

to

resi

dent

ial a

reas

may

cau

se in

terfa

ce/

infra

stru

ctur

e co

nflic

ts (s

uch

as p

arki

ng) w

hich

m

ay re

duce

the

desi

rabi

lity

of lo

catin

g to

B

aysi

de’s

act

ivity

cen

tres

.

As

outli

ned

in th

e B

aysi

de H

ousi

ng S

trat

egy

2012

, th

e up

com

ing

deve

lopm

ent o

f mor

e af

ford

able

ho

usin

g/di

vers

ity in

dw

ellin

g op

tions

may

redr

ess

youn

g w

orkf

orce

imba

lanc

e. I

ncre

ased

hou

sing

de

nsity

sup

port

s gr

eate

r de

man

d fo

r bu

sine

sses

w

ithin

cen

tre

catc

hmen

ts.

The

Bay

side

Bui

lt E

nviro

nmen

t Aw

ards

pre

sent

s C

ounc

il w

ith a

n op

port

unity

to e

ncou

rage

app

ropr

iate

de

velo

pmen

t in

Bay

side

com

men

sura

te w

ith th

e ne

eds

of th

e lo

cal c

omm

unity

.

5.2.

2

59

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Str

eng

ths

Wea

knes

ses

or

Co

nstr

aint

sT

hrea

tsO

pp

ort

unit

ies

Act

ion

Ref

Bay

side

has

att

ract

ed s

igni

fican

t co

mm

erci

al in

vest

men

t and

bu

ildin

g ac

tivity

sin

ce 2

006.

Ann

ual b

uild

ing

appr

oval

s an

d dw

ellin

g pr

ice

data

indi

cate

s a

very

st

rong

resi

dent

ial h

ousi

ng m

arke

t an

d ap

artm

ent g

row

th.

Bay

side

’s a

ttra

ctiv

e se

asid

e lo

catio

n, v

illage

life

styl

e, s

choo

l av

aila

bilit

y an

d co

nsid

erab

le lo

cal

park

land

und

erpi

n a

desi

rabl

e lo

cal l

ifest

yle

whi

ch w

ill co

ntin

ue

to d

rive

inve

stm

ent a

nd d

eman

d fo

r ho

usin

g an

d co

mm

erci

al

inve

stm

ent.

Hig

h pr

oper

ty p

rices

mak

e lo

cal

dwel

lings

rela

tivel

y un

affo

rdab

le fo

r yo

unge

r w

orki

ng a

ge c

ohor

ts. T

his

crea

tes

a de

gree

of i

mba

lanc

e in

the

age

grou

ps th

at c

ompr

ise

Bay

side

’s

wor

kfor

ce a

nd m

ay d

issu

ade

som

e in

vest

men

t.

Oth

er re

gion

s in

Mel

bour

ne w

ith in

crea

sing

am

enity

may

em

erge

as

lifes

tyle

com

petit

ors

and

erod

e B

aysi

de’s

com

para

tive

adva

ntag

e.

Act

ive

trad

ers

asso

ciat

ions

in B

aysi

de’s

maj

or

com

mer

cial

cen

tres

can

mar

ket a

nd h

old

even

ts

whi

ch c

apita

lise

on th

e ch

arac

ter

and

stre

ngth

s of

th

eir

cent

res,

and

driv

e gr

eate

r fo

otfa

ll.

Cou

ncil

has

exis

ting

prog

ram

s to

ass

ist t

rade

rs to

pr

omot

e th

eir

shop

ping

cen

tres

.

5.2.

3

Trad

ers

asso

ciat

ions

can

repr

esen

t the

bus

ines

ses

in

thei

r st

reet

as

a so

undi

ng b

oard

for

Cou

ncil

to li

aise

w

ith o

n pl

ace-

mak

ing

impr

ovem

ents

to th

e ce

ntre

.

5.2.

4

Cou

ncil

coul

d un

dert

ake

rese

arch

to u

nder

stan

d th

e ke

y lo

cal d

ynam

ics

of a

‘nig

ht-t

ime

econ

omy’

and

de

term

ine

wha

t sup

port

cou

ld b

e gi

ven

to fo

ster

its

grow

th, i

nclu

ding

issu

es s

uch

as re

gula

tory

bar

riers

.

5.2.

5

Bay

side

’s h

ealth

and

per

sona

l se

rvic

es in

dust

ry is

par

ticul

arly

st

rong

, and

the

incr

easi

ng n

umbe

r of

sen

ior

resi

dent

s w

ill co

ntin

ue to

dr

ive

dem

and

for

mor

e hi

gh q

ualit

y se

rvic

es o

f thi

s ty

pe.

Man

y of

Bay

side

’s la

rge

num

ber

of

seni

or re

side

nts

will

be re

liant

on

a m

ix o

f pen

sion

s, c

omm

unity

sup

port

, su

pera

nnua

tion

or a

sset

per

form

ance

fo

r re

tirem

ent i

ncom

e.

The

leve

l of i

ncom

e av

aila

ble

to B

aysi

de’s

ol

der

resi

dent

s fro

m fu

nds

will

be d

eter

min

ed

by o

vera

ll na

tiona

l eco

nom

ic p

erfo

rman

ce.

Cou

ncil

can

unde

rtak

e a

stud

y to

pro

file

the

retir

emen

t-ag

e in

com

e so

urce

s of

Bay

side

’s re

side

nts

to id

entif

y th

e ke

y to

thei

r so

urce

s of

loca

l inc

ome

and

iden

tify

oppo

rtun

ities

to a

ssis

t with

wea

lth

man

agem

ent.

5.2.

6

Str

eng

ths

Wea

knes

ses

or

Co

nstr

aint

sT

hrea

tsO

pp

ort

unit

ies

Act

ion

Ref

Bay

side

’s q

ualit

y lif

esty

le a

nd h

igh

amen

ity w

ill co

ntin

ue to

driv

e lo

cal

econ

omic

dev

elop

men

t thr

ough

at

trac

ting

ongo

ing

inve

stm

ent a

nd

cons

truc

tion

activ

ity.

Dem

and

for

apar

tmen

t con

stru

ctio

n in

Bay

side

’s a

ctiv

ity c

entr

es m

eans

th

at re

side

ntia

l use

s co

mpe

te fo

r si

tes

suita

ble

for

com

mer

cial

con

stru

ctio

n in

B

aysi

de’s

key

em

ploy

men

t loc

atio

ns.

Str

ong

dem

and

for

resi

dent

ial d

evel

opm

ents

in

Bay

side

’s a

ctiv

ity c

entr

es m

ay c

onst

rain

site

av

aila

bilit

y fo

r co

mm

erci

al c

onst

ruct

ion.

Thi

s w

ill re

stra

in th

e em

ploy

men

t gro

wth

pot

entia

l of

the

mun

icip

ality

.

Bay

side

’s fa

mily

life

styl

e an

d ba

lanc

e of

resi

dent

ial/

acce

ss to

qua

lity

empl

oym

ent c

an b

e pr

omot

ed a

s a

part

icul

ar w

ork/

life

asse

t.

To u

nder

stan

d th

e gr

owth

and

con

stra

ints

on

the

Bay

side

eco

nom

y a

long

term

stu

dy in

to re

tail,

co

mm

erci

al a

nd e

mpl

oym

ent s

ecto

rs is

pro

pose

d.

5.2.

1

Bot

h em

ploy

men

t am

ongs

t re

side

nts

and

Bay

side

’s p

opul

atio

n ov

eral

l are

fore

cast

to c

ontin

ue to

gr

ow.

Bay

side

’s la

ck o

f reg

iona

l cat

chm

ent

reta

il pr

ecin

cts

(e.g

. Sou

thla

nd) m

eans

th

at s

ome

cons

umer

exp

endi

ture

leak

s ou

tsid

e th

e m

unic

ipal

ity.

Com

mer

cial

bui

ldin

gs in

clo

se p

roxi

mity

to

resi

dent

ial a

reas

may

cau

se in

terfa

ce/

infra

stru

ctur

e co

nflic

ts (s

uch

as p

arki

ng) w

hich

m

ay re

duce

the

desi

rabi

lity

of lo

catin

g to

B

aysi

de’s

act

ivity

cen

tres

.

As

outli

ned

in th

e B

aysi

de H

ousi

ng S

trat

egy

2012

, th

e up

com

ing

deve

lopm

ent o

f mor

e af

ford

able

ho

usin

g/di

vers

ity in

dw

ellin

g op

tions

may

redr

ess

youn

g w

orkf

orce

imba

lanc

e. I

ncre

ased

hou

sing

de

nsity

sup

port

s gr

eate

r de

man

d fo

r bu

sine

sses

w

ithin

cen

tre

catc

hmen

ts.

The

Bay

side

Bui

lt E

nviro

nmen

t Aw

ards

pre

sent

s C

ounc

il w

ith a

n op

port

unity

to e

ncou

rage

app

ropr

iate

de

velo

pmen

t in

Bay

side

com

men

sura

te w

ith th

e ne

eds

of th

e lo

cal c

omm

unity

.

5.2.

2

60

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Str

eng

ths

Wea

knes

ses

or

Co

nstr

aint

sT

hrea

tsO

pp

ort

unit

ies

Act

ion

Ref

Bay

side

’s re

lativ

e co

ncen

trat

ion

of a

ging

resi

dent

s w

ill un

derp

in

sign

ifica

nt d

eman

d fo

r lo

cal

heal

th c

are

and

serv

ices

for

the

fore

seea

ble

futu

re.

Bay

side

’s re

side

nts

and

indu

strie

s ha

ve th

e re

sour

ces

to tr

ansi

tion

to

a lo

w-c

arbo

n ec

onom

y, a

nd th

e do

min

ance

of s

ervi

ce in

dust

ries

min

imis

es th

e ch

ance

of d

isru

ptiv

e st

ruct

ural

adj

ustm

ent.

The

inco

me

of re

tiree

s is

gen

eral

ly

inde

xed,

lim

iting

the

pote

ntia

l for

inco

me

grow

th a

vaila

ble

for

loca

l spe

ndin

g.

Sus

tain

abilit

y is

freq

uent

ly v

iew

ed

by b

usin

ess

as a

cos

t det

erre

nt o

r a

regu

lato

ry b

urde

n, r

athe

r th

an a

n op

port

unity

.

Con

tinuo

us c

hang

e in

rul

es a

nd re

gula

tions

pe

rtai

ning

to s

uper

annu

atio

n w

ill re

quire

vi

gila

nt m

anag

emen

t by

self

fund

ed re

tiree

s.

Giv

en th

e ra

pid

tran

sitio

ns in

all

sect

ors

of th

e A

ustr

alia

n ec

onom

y, B

aysi

de’s

resi

dent

s an

d bu

sine

sses

will

need

the

reso

urce

s an

d ag

ility

to re

spon

d to

cha

nge.

Fi

nanc

ial a

nd a

dvis

ory

serv

ices

of t

he lo

cal e

cono

my

are

likel

y to

be

supp

orte

d by

this

dem

and.

Opp

ortu

nitie

s fo

r re

lativ

ely

low

-cos

t or

stra

ight

forw

ard

gree

n bu

sine

ss a

ctio

ns m

ay

be m

isse

d by

loca

l firm

s du

e to

a la

ck o

f aw

aren

ess

or u

nder

stan

ding

.

A la

ck o

f gre

en c

rede

ntia

ls m

ay d

isad

vant

age

loca

l bus

ines

ses

in te

nder

ing

for

gove

rnm

ent

serv

ices

and

fail

to m

eet c

hang

ing

cons

umer

ex

pect

atio

ns.

Furt

her

links

bet

wee

n B

BN

and

loca

l sch

ools

– e

.g.

build

on

‘Acc

ount

ing

Exc

elle

nce

Aw

ards

201

2’ to

co

nnec

t stu

dent

s w

ith lo

cal fi

rms.

5.2.

7

Cou

ncil

can

expa

nd th

e B

BN

to in

clud

e w

ealth

m

anag

emen

t edu

catio

n fo

r re

side

nts

to b

uild

wea

lth

and

safe

guar

ds a

gain

st fu

ture

eco

nom

ic s

hock

s.

5.2.

8

Bay

side

’s s

ervi

ce-b

ased

eco

nom

y is

wel

l-pla

ced

to

adap

t new

env

ironm

enta

lly s

usta

inab

le p

ract

ices

as

a po

int o

f diff

eren

ce.

5.2.

9

The

BB

N p

rovi

des

an e

duca

tiona

l pla

tform

that

is w

ell

suite

d to

bui

ld th

e aw

aren

ess

of B

aysi

de’s

bus

ines

s op

erat

ors

of a

ctio

nabl

e im

prov

emen

ts.

A n

umbe

r of

sta

te a

nd F

eder

al G

over

nmen

t su

stai

nabi

lity.

5.2.

10

61

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dust

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y w

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mar

t bus

ines

s”

educ

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n pr

ogra

m r

un th

roug

h th

e B

BN

Gra

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tate

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fede

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over

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een

busi

ness

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gram

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cilit

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lly

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aysi

de

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mic

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ver

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sid

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tag

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ess

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knes

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aint

s

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eats

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pp

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unit

ies

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side

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cal e

cono

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2006

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bu

sine

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clin

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pare

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rela

tivel

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d in

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side

pl

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e on

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ines

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vest

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eve

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gher

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rn o

n in

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men

t.

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limite

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aila

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y of

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nd in

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side

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artic

ular

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iven

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dent

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onst

ruct

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may

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e de

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e in

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tive

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petit

iven

ess

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dust

ries

rela

tive

to M

elbo

urne

ove

rall.

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nsur

e po

licy

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spon

sive

to th

e in

vest

men

t pr

iorit

ies

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rivat

e en

terp

rise,

a d

etai

led

stud

y of

B

aysi

de’s

com

mer

cial

pro

pert

y en

viro

nmen

t can

be

unde

rtak

en to

iden

tify

oppo

rtun

ities

for

Cou

ncil’s

pl

anni

ng p

olic

y to

furt

her

supp

ort h

igh-

qual

ity

com

mer

cial

inve

stm

ent.

5.3.

1

Cou

ncil

can

prom

ote

the

co-lo

catio

n1 of

jobs

an

d em

ploy

men

t for

agg

lom

erat

ion

bene

fits

of

conn

ecte

dnes

s an

d co

llabo

ratio

n.5.

3.2

Bay

side

has

a n

umbe

r of

in

dust

ries

with

rela

tivel

y st

rong

lo

cal c

once

ntra

tions

that

hav

e gr

own

solid

ly s

ince

200

6. In

pa

rtic

ular

the

loca

l hea

lth a

nd

care

, edu

catio

n, c

onst

ruct

ion,

pr

ofes

sion

al s

ervi

ces

and

real

es

tate

/pro

pert

y m

anag

emen

t in

dust

ries

have

per

form

ed

stro

ngly.

This

div

erse

mix

of s

tron

g bu

sine

sses

will

prov

ide

the

loca

l eco

nom

y w

ith o

vera

ll re

silie

nce

in th

e ev

ent o

f a

dow

ntur

n or

dec

line

in

indi

vidu

al in

dust

ries.

Oth

er h

igh-

valu

e lo

cal

indu

strie

s ha

ve g

row

n st

rong

ly

as n

ew e

mer

ging

str

engt

hs

part

icul

arly,

fina

ncia

l ser

vice

s,

and

arts

and

recr

eatio

n.

Som

e of

Bay

side

’s s

tron

gest

indu

strie

s (h

ealth

, edu

catio

n, c

onst

ruct

ion)

are

hea

vily

de

pend

ent o

n dy

nam

ics

that

can

not b

e di

rect

ly in

fluen

ced

by C

ounc

il su

ch a

s ov

eral

l con

sum

er s

entim

ent,

avai

labi

lity

of

finan

ce a

nd p

opul

atio

n de

mog

raph

y. T

his

mea

ns th

ey h

ave

rath

er li

mite

d op

port

uniti

es

for

indu

stry

-spe

cific

sup

port

str

ateg

ies.

The

loca

tion

quot

ient

s of

thes

e lo

cal

indu

strie

s su

gges

t tha

t the

y ar

e re

lativ

ely

smal

l rel

ativ

e to

Mel

bour

ne o

vera

ll at

pr

esen

t and

will

need

to g

row

furt

her

befo

re

they

are

a lo

cal e

cono

mic

str

engt

h.

Oth

er a

reas

of M

elbo

urne

als

o ex

perie

nced

rap

id g

row

th in

hi

gh-v

alue

jobs

. Los

s of

rela

tive

com

petit

iven

ess

in th

e qu

ater

nary

se

ctor

.

The

CB

D a

nd in

ner

area

s m

ay

cont

inue

to a

ttra

ct g

reat

er

gove

rnm

enta

l and

com

mer

cial

at

tent

ion

for

fost

erin

g th

ese

indu

strie

s in

a c

entr

al c

lust

er,

and

com

pete

with

Bay

side

for

inve

stm

ent.

Con

tinue

d ex

pans

ion

of lo

cal i

ndus

trie

s m

ay p

rovi

de

cont

inue

d so

urce

of l

ocal

em

ploy

men

t for

resi

dent

s.5.

3.3

A c

lose

r st

udy

of th

e dr

iver

s of

thes

e in

dust

ries

may

en

able

cou

ncil

to g

ain

insi

ghts

as

to w

hat a

re th

e m

ost

appr

opria

te in

itiat

ive

to fo

ster

thei

r gr

owth

loca

lly.

Loca

l con

cent

ratio

n of

real

-est

ate

firm

s m

ay p

rovi

de

an e

ffect

ive

netw

ork

for

mar

ketin

g B

aysi

de to

pot

entia

l in

vest

ors

and

rece

ivin

g m

arke

t int

ellig

ence

on

inve

stm

ent/

purc

hasi

ng tr

ends

.

5.3.

5

64

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

S

tren

gth

s

Wea

knes

ses

or

Co

nstr

aint

s

Thr

eats

O

pp

ort

unit

ies

Act

ion

Ref

Cou

ncil

has

a w

ell-e

stab

lishe

d bu

sine

ss s

uppo

rt a

nd

netw

orki

ng p

latfo

rm th

roug

h th

e B

BN

.

The

succ

ess

in b

uild

ing

the

BB

N’s

m

embe

rshi

p an

d pr

ofile

in B

aysi

de s

ince

20

04 m

ay re

sult

in a

deg

ree

of ‘s

atur

atio

n’

of th

e lo

cal m

arke

t. Th

is m

ay re

stric

t new

m

embe

rshi

p re

crui

tmen

t opp

ortu

nitie

s to

ne

wly

est

ablis

hed

loca

l ent

erpr

ises

and

bu

sine

sses

out

side

the

mun

icip

ality

.

The

BB

N m

odel

is u

niqu

e an

d C

ounc

il w

ill ne

ed to

con

tinue

re

sour

cing

it to

ens

ure

that

it is

re

leva

nt a

nd m

eetin

g th

e ne

eds

of

its m

embe

rs.

The

incr

easi

ng c

onne

cted

ness

of l

ocal

bus

ines

s th

roug

h e-

com

mun

icat

ions

allo

ws

for

far

mor

e ef

fect

ive

mar

ketin

g an

d en

gage

men

t.

The

BB

N c

an d

evel

op re

latio

nshi

ps w

ith it

s m

embe

rshi

p to

pro

mot

e th

e ne

twor

k vi

a w

ord

of

mou

th a

nd ‘t

hird

par

ty’ e

ndor

sem

ent t

hrou

gh s

ocia

l m

edia

, am

bass

ador

ial r

oles

and

spo

nsor

ship

.

5.3.

6

5.3.

7

5.3.

8

5.3.

9

5.3.

10

5.3.

11

65

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Pla

n

Cos

t ra

nge

of p

roje

cts:

$ =

<$1

,00

0$

$ =

$1,

001

- $

5,0

00

$$

$ =

$5,

001

- $

10,0

00

$$

$$

= $

10,0

01 -

$20

,00

0$

$$

$$

= >

$20

,00

0

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

nIn

dic

ativ

e C

ost

Fund

ing

So

urce

Par

tner

ship

Inte

rnal

/

Ext

erna

l

5.3.

1

As

part

of t

he R

etai

l, C

omm

erci

al a

nd

Em

ploy

men

t Str

ateg

y, (A

ctio

n 5.

2.1)

, un

dert

ake

a st

udy

of th

e B

aysi

de

com

mer

cial

pro

pert

y en

viro

nmen

t to

profi

le th

e pr

ovis

ion

of fl

oors

pace

, po

licy

optio

ns a

nd c

onst

rain

ts to

fu

rthe

r in

vest

men

t.

Stu

dy c

ompl

eted

.

.

Q1

2017

Ref

er A

ctio

n 5.

2.1

(cos

ted)

Ser

vice

Bud

get

Inte

rnal

col

labo

ratio

n w

ith

Com

mun

icat

ions

Dep

artm

ent.

5.3.

2

Mai

ntai

n st

rong

act

ivity

cen

tre

base

d pl

anni

ng p

olic

y in

tran

sitio

n to

new

V

PP

s zo

nes

and

prov

isio

ns.

Rep

ort t

o C

ounc

il w

ith o

ptio

ns fo

r po

licy

supp

ort f

or a

n ef

fect

ive

mix

of

com

mer

cial

floo

r sp

ace.

Rep

ort c

an b

e un

dert

aken

as

part

of t

he R

etai

l, co

mm

erci

al a

nd

empl

oym

ent s

tudy

. Ref

er to

act

ion

5.2.

1 &

5.3

.1.

Q4

2015

Ref

er A

ctio

n 5.

2.1

(cos

ted)

Ser

vice

Bud

get

Inte

rnal

col

labo

ratio

n w

ith

Com

mun

icat

ions

Dep

artm

ent.

66

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

nIn

dic

ativ

e C

ost

Fund

ing

So

urce

Par

tner

ship

Inte

rnal

/

Ext

erna

l

5.3.

3

Und

erta

ke th

e B

aysi

de B

usin

ess

Mon

itor,

expa

nded

to p

rovi

de in

dust

ry

as w

ell a

s pr

ecin

ct a

naly

sis

Mon

itor

expa

nded

Q

3 20

18$$

$$N

ew In

itiat

ive

Inte

rnal

and

pos

sibl

e ex

tern

al

part

ners

hips

with

pea

k in

dust

ry

bodi

es s

uch

as V

EC

CI.

5.3.

4

Est

ablis

hmen

t of R

eal E

stat

e/D

evel

oper

Net

wor

k to

pro

mot

e B

aysi

de w

ith c

onsi

sten

cy a

nd q

ualit

y.

Inve

stm

ent p

rosp

ectu

s/br

iefin

g pr

ogra

m th

roug

h th

e B

AB

R

Q2

2016

$$S

ervi

ce B

udge

tE

xter

nal w

ith R

eal E

stat

e In

stitu

te

of V

icto

ria.

5.3.

5

Hol

d a

min

imum

one

add

ition

al

BB

N e

vent

ded

icat

ed to

indu

strie

s in

qui

nary

and

qua

tern

ary

sect

ors

per

annu

m w

ith th

e pu

rpos

e of

est

ablis

hing

ong

oing

B2B

re

latio

nshi

ps a

nd jo

int i

nitia

tives

.

One

eve

nt h

eld

per

annu

m, m

inim

um

80%

sat

isfa

ctio

n fro

m a

tten

dees

..Q

1 20

15$$

Ser

vice

Bud

get

Ext

erna

l with

BB

N m

embe

rs a

nd

corp

orat

e m

embe

rs

67

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

nIn

dic

ativ

e C

ost

Fund

ing

So

urce

Par

tner

ship

Inte

rnal

/

Ext

erna

l

5.3.

6

BB

N ‘b

usin

ess

basi

cs’ s

emin

ar,

trai

ning

and

wor

ksho

p pr

ogra

m

to re

alis

e la

tent

resi

dent

en

trep

rene

ursh

ip.

Pro

gram

est

ablis

hed

Q2

2017

$$S

ervi

ce B

udge

tIn

tern

al w

ith A

ged

and

Dis

abilit

y S

ervi

ces

depa

rtm

ent

5.3.

7

Und

erta

ke th

e B

BN

ann

ual p

rogr

am

of e

vent

s.

Ann

ual d

eliv

ery

of:

· Th

ree

brea

kfas

ts·

Thre

e lu

nche

ons

· 10

Net

wor

king

nig

hts

· 15

Sem

inar

sM

inim

um 8

0% s

atis

fact

ion

at a

ll ev

ents

.

Ann

ual o

ngoi

ng$$

$$S

ervi

ce B

udge

tB

BN

am

bass

ador

s an

d sp

onso

rs

5.3.

8

Del

iver

‘om

ni-c

hann

el’ m

arke

ting

of a

ll B

BN

eve

nts,

pr o

mot

ions

and

in

itiat

ives

, whe

re s

uita

ble.

For

all m

embe

rshi

p su

ppor

t, ne

w

cam

paig

ns a

nd e

vent

s:

· S

ocia

l med

ia c

ampa

ign

· H

ard

copy

col

late

ral d

istr

ibut

ed·

Web

site

upd

ated

· M

embe

rshi

p

Ann

ual o

ngoi

ng$$

Ser

vice

Bud

get

Inte

r nal

5.3.

9

BB

N s

pons

ors

recr

uite

d an

nual

ly.

Num

ber

of s

pons

orsh

ip a

gree

men

ts

(cas

h an

d/or

con

tra)

exe

cute

d an

nual

ly.

Ann

ual o

ngoi

ngS

taff

reso

urce

sS

ervi

ce B

udge

tIn

tern

al

5.3.

10

BB

N p

rivat

e se

ctor

‘am

bass

ador

s’

recr

uite

d.

BB

N a

mba

ssad

ors

recr

uite

d an

nual

ly.A

nnua

l ong

oing

Sta

ff re

sour

ces

Ser

vice

Bud

get

Inte

rnal

68

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

5.4

Eco

no

mic

Dri

ver

4 –

Eco

no

mic

co

nn

ecti

vity

an

d a

cces

s to

mar

kets

Cou

ncil’

s O

bjec

tive

4

. To

del

iver

phy

sica

l and

soc

ial i

nfra

stru

ctur

e to

max

imis

e th

e cl

imat

e fo

r ta

rget

ed a

nd s

usta

inab

le in

vest

men

t in

the

City

SW

OT

Str

eng

ths

Wea

knes

ses

or

Co

nstr

aint

sT

hrea

tsO

pp

ort

unit

ies

Act

ion

Ref

Bay

side

has

goo

d ac

cess

to

the

met

ropo

litan

eco

nom

y an

d ca

n ac

cess

new

gov

ernm

ent

serv

ices

and

pro

gram

s w

ith

rela

tive

ease

.

Bay

side

’s m

anuf

actu

ring

indu

stry

is

in lo

ng-t

erm

dec

line

or

relo

catio

n, a

nd is

uns

uite

d to

take

ad

vant

age

of th

e m

unic

ipal

ity’s

pr

oxim

ity to

the

Por

t of M

elbo

urne

.

The

mun

icip

ality

’s c

entr

al

loca

tion

in M

elbo

urne

mea

ns

that

thre

ats

to B

aysi

de’s

ac

cess

to m

arke

ts a

re

rem

ote.

Bus

ines

ses

from

out

side

the

mun

icip

ality

can

acc

ess

the

BB

N w

ith

rela

tive

ease

. Bay

side

can

use

thes

e lin

ks a

nd m

arke

t ini

tiativ

es s

uch

as

the

BB

N o

utsi

de th

e m

unic

ipal

ity to

brin

g co

ntac

ts to

loca

l bus

ines

ses

for

netw

orki

ng a

nd jo

int v

entu

res.

5.4.

1

The

NB

N (o

r eq

uiva

lent

) is

sche

dule

d to

be

rolle

d ou

t in

Bay

side

late

: 201

4-15

, st

artin

g in

the

sout

hern

se

ctio

n of

the

mun

icip

ality

.

The

roll-

out o

f the

NB

N m

ay

disr

upt t

rade

in B

aysi

de’s

key

co

mm

erci

al p

reci

ncts

for

a pe

riod.

Bus

ines

s no

t aw

are

of

oppo

rtun

ities

pro

vide

d by

N

BN

.

Con

tinue

d de

lays

in ro

ll ou

t of t

he N

BN

may

mak

e bu

sine

sses

dou

bt it

s va

lue.

The

BB

N p

rovi

des

a go

od p

latfo

rm fo

r ad

visi

ng b

usin

ess

on p

ossi

ble

appl

icat

ions

and

impa

cts

of th

e N

BN

and

bus

ines

s op

port

uniti

es.

5.4.

2

69

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Pla

n

Cos

t ra

nge

of p

roje

cts:

$ =

<$1

,00

0$

$ =

$1,

001

- $

5,0

00

$$

$ =

$5,

001

- $

10,0

00

$$

$$

= $

10,0

01 -

$20

,00

0$

$$

$$

= >

$20

,00

0

Act

ions

Mea

sure

Dat

e o

f C

om

ple

tio

nIn

dic

ativ

e C

ost

Fund

ing

So

urce

Par

tner

ship

Inte

rnal

/ E

xter

nal

5.4.

1

Pro

mot

e th

e B

BN

, Bay

side

A

nnua

l Bus

ines

s R

evie

w

and

othe

r su

itabl

e bu

sine

ss

supp

ort i

nitia

tives

to re

gion

s ou

tsid

e th

e m

unic

ipal

ity.

Min

imum

one

em

ail b

last

to

busi

ness

, BB

N a

nd re

al e

stat

e/de

velo

per

netw

ork

annu

ally

Ong

oing

Sta

ff re

sour

ces

Ser

vice

Bud

get

Inte

rnal

with

Com

mun

icat

ions

Dep

artm

ent.

5.4.

2

Use

BB

N to

edu

cate

indu

stry

on

NB

N im

pact

s

Info

rmat

ion

wor

ksho

ps fa

cilit

ated

pr

ior

to k

ey p

roje

ct m

ilest

ones

Dep

ende

nt o

n N

BN

an

noun

cem

ents

prio

r to

and

fo

llow

ing

rollo

uts

as n

eede

d

Sta

ff re

sour

ces

Gra

nt/S

pons

orsh

ipE

xter

nal w

ith N

BN

Co.

70

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Cou

ncil’

s O

bjec

tive

5

. To

pro

vid

e lo

cal a

cces

s to

, Sta

te a

nd C

omm

onw

ealth

ind

ustr

y an

d ec

onom

ic d

evel

opm

ent

pro

gram

s fo

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71

Baysid

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t Stra

tegy

The driver-based analysis and action plans outlined in Sections 4.2 to 4.6 relate to the key economic development issues that apply in general throughout the entire municipality. In addition to these actions, Council can play an effective ‘place management’ role in Bayside’s key commercial precincts. ‘Place management’ refers to the range of policy and project activities Council can undertake to shape precincts to maximise positive externalities of commercial investment and activity. This encompasses planning and built form management through planning regulation and guidelines, infrastructure improvements and maintenance. It also includes business support programs such as training works on new technology and local consumer research (e.g. the shopper data provided in the Business Monitor ). Council can also play a supporting role in assisting local businesses to work collectively and form representative traders’ associations.

This ‘place management’ function requires actions specific to the individual precincts beyond the general economic development actions earlier in Sections 4.2 to 4.6 to maximise the value of the commercial investment. As such, this section will outline Council’s action plan for its activity centres and the Bayside Business Employment Area, based on the findings of the Bayside Business Monitor 2012.

5.6.1 Bayside’s Activity Centre network

Bayside does not have a retail precinct which performs a regional role: Southland Shopping Centre in Cheltenham (located nearby in the City of Kingston) is the regional commercial centre servicing the broader region’s population. Under the Bayside Planning Scheme, the municipality has five major activity centres:

• Bay Street, Brighton

• Church Street, Brighton

• Hampton Street, Hampton

• Sandringham Village

• Hampton East (part of the Moorabbin Activity Centre, located in the Bayside LGA)

These centres are the largest in Bayside, and are complemented by four smaller centres referred to as ‘Neighbourhood Activity Centres’, of which the five most significant are:

• Beaumaris Concourse

• Highett Village

• Martin Street, Brighton

• Black Rock Village

There are also Small Neighbourhood Activity Centres’ located throughout the municipality. The number of businesses in these centres range in size from as few as a handful of shops to as many as forty or so businesses.

There are approximately 420 businesses in total in these centres.

The significance of Bayside’s Activity Centres to the community is outlined in the Local Economy – Village Life section of the Bayside 2020 Community Plan, (page 19) that:

“The community believes that by continuing to enhance and promote local villages and shopping centres, there is a wonderful opportunity for these centres to become more vibrant, active and dynamic.”

Activity centres are characterised by both commercial and residential land use. Council’s Housing Strategy 2012 (page 59) notes that, whilst there is an increased focus in both the State and Local Planning Policy Frameworks on providing residential development within activity centres, they also play a vital commercial role:

“It is important to ensure that increased residential development in commercial centres does not occur at the expense of commercial activities. A vital commercial centre which provides a wide range of services is an essential element of any Activity Centre development Strategy. There may also be a need to expand the existing commercial facilities, as well as provide additional services in order to meet the future needs of the community.”

5.6.2 Findings of the Bayside Business Monitor 2012

The 2012 Business Monitor analysed the nine largest retail centres, which account for the majority of Bayside’s retail floor space. The land-use field survey undertaken in the Business Monitor identified approximately 1,438 commercial sites in the nine centres with 1,316 of these occupied. Total commercial Gross Floor Area (GFA) in the major centres is approximately 196,919 m2 of which 187,219 m2 is occupied (95%).

The key conclusions from the 2012 Business Monitor were that:

• The retail mix within Bayside’s commercial precincts is changing with a move towards personal services, business services and health services and away from general retailing. This finding is also consistent with the differences in industry growth rates identified in Section 2 and indicates that Bayside’s activity centers are playing a role in the industry transition in Bayside to highly-skilled and specialist industries.

• The multi-storey developments with active street frontages and residential dwellings on upper levels in a number of the precincts are likely to completely change the nature and vibrancy, and the desired business mix within these precincts over time.

• Hampton Street and Church Street perform the role of ‘district centres and draw from the primary trade areas of the smaller precincts. Bay Street has the potential to be elevated to a ‘district centre’ with the introduction of a full line supermarket and additional multi-storey developments. Sandringham Village

5.6 Bayside’s key commercial precincts?

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1

Est

ablis

h a

bien

nial

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side

Bus

ines

s su

mm

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ith in

vita

tions

to B

aysi

de

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ness

es, m

ajor

regi

onal

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ines

ses,

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mer

cial

adv

ocac

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gani

satio

ns a

nd

appr

opria

te S

tate

and

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eral

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ernm

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epar

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side

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, re

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and

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odie

s.

5.5.

2

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the

annu

al B

aysi

de A

nnua

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ach

sum

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ion

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(c

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ith C

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epar

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72

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

also performs just below a ‘district centre’ but has the potential to be elevated to a ‘district centre’ with an expansion in its range of specialty outlets.

• All precincts face competition from Southland. None are able to compete on the range of products and shops available in Southland, but can compete on consistent and personalised service, and through offering the shopper an ‘experience’ rather than simply focusing on making a transaction. This could be achieved, for example, through landscaping and streetscape treatments, consistency in appearance or theming, more outdoor dining, in-centre events etc.

• Many of the precincts have not yet capitalised on the potential to differentiate themselves and create a theme or consistent appearance that adds to their ambience.

• Parking is perceived to be an issue both for shoppers and staff in most precincts.

• There is a lack of innovation amongst some retailers, particularly with respect to the take up of internet technology an ‘e’ or ‘m’ marketing (mobile phone marketing).

• There is a mismatch between trends in customer expectations and behavior in using internet and mobile technology to research shopping and undertake transactions, and the adoption of such technology amongst Bayside businesses.

• There is little evidence of clustering of activities in many precincts or of joint initiatives amongst traders to initiate strategies to attract shoppers and encourage them to stay.

• All precincts are dominated by absentee landlords and have a low rate of building refurbishment. This adds to the difficulty in ‘theming’ precincts or using appearance and ambience as hooks to attract shoppers.

• Local residents comprise a large component of all precinct catchments.

• There is strong support for more on-street dining.

As outlined in the attached SWOT and Action Plan in Section 5.6.3 – “Bayside’s activity centres and action plan”, the Business Monitor recommended that Council focus on initiatives built around three sets of priorities:

1. Encouraging innovation and more active marketing through working with trader associations and other agencies, as required, to facilitate:

• the take up of online marketing, ‘e’ or ‘m’ commerce

• the building of marketing databases

• utilisation of social media and other platforms such as Google Maps

• continued exposure to modern developments in retailing and retailing techniques

• the use of in-store technology to broaden the customer experience and make their shopping ‘easier’

• training of customer service employees to enhance product knowledge and the standard of service provided

• collaboration amongst business owners in developing and implementing initiatives.

2. Improving access to the precincts through, for example:

• improved parking management, particularly through the adoption of new technologies such as Real Time parking availability signage, parking sensors, designated areas for traders/employees in areas with limited off-street parking and/or restrictive parking time limits etc.

• extending bicycle lanes where possible

• providing bicycle parking racks.

3. Encouraging precinct differentiation and vibrancy through, for example:

• the development of village concept plans for each precinct capitalising on unique features or areas of specialisation (including themed signage and images for use in promotions), and working with landlords and tenants alike to encourage implementation of those plans

• applying landscape and streetscape treatments consistent with precinct concept plans

• supporting residential developments with active street frontages within the precincts

• supporting appropriate on-street dining

• in association with tourism marketing agencies, developing and implementing a calendar of events at each precinct

• working with traders’ associations and, where necessary, individual groups of traders to encourage clustering of activities within precincts.

10The Business Monitor is a business and economic performance assessment that has been conducted by Council approximately every five years since 1996. Its data and findings inform Council’s business support programs, strategic work and policy formulation. Surveys of each centre were conducted reviewing land use; business performance, profiles and perspectives; and shopper profiles and perspectives.

7 ‘District centre’ is a term used in the Business Monitor to denote that the centre is of a significant scale and provides weekly shopping and service needs for catchment area residents. Such centres generally include full-line supermarkets, a range of specialty shops and personal services, some chain stores and convenience stores. 12‘Clusters’ in this context refers to the co-location of similar businesses in a precinct or district to enhance their market reach

73

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Figure 4.7.2 Bayside’s Activity Centre Network

74

Baysid

e Eco

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evelo

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tegy

Cou

ncil’

s O

bjec

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1

. To

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e C

ity’s

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s co

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and

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5.6.

3 B

aysi

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ge a

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ess

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on

acce

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cen

tres

.

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side

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ange

of a

vaila

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pers

onal

se

rvic

es, c

onve

nien

ce re

tail,

em

ploy

men

t opp

ortu

nitie

s an

d tr

ansp

ort.

To m

aint

ain

and

stre

ngth

en it

wou

ld b

e ap

prop

ri-at

e to

con

side

r in

vest

igat

ing

the

appr

opria

te o

ptio

ns w

ithin

th

e R

etai

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omm

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al a

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mpl

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3.1

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Goo

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5.6.

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in B

ay-

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as fo

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06-

2012

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5

75

Baysid

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co

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erci

al s

ecto

rs w

ould

hig

hlig

ht o

ppor

tuni

ties

for

tar-

gete

d an

d fo

cuss

ed a

ctio

ns to

enh

ance

the

loca

l eco

nom

y.

5.6.

3.6

Deg

ree

of b

usin

ess

stab

il-ity

and

con

fiden

ce o

ver

med

ium

-ter

m id

entifi

ed in

B

usin

ess

Mon

itor

surv

ey o

f tr

ader

s.

Sig

nific

ant t

rade

r su

ppor

t for

fu

rthe

r ke

rbsi

de tr

adin

g.

Low

leve

l of r

etai

ler

inno

vatio

n, c

reat

iv-

ity: p

artic

ular

of ‘

e’ o

r ‘m

’ –co

mm

erce

.

Rel

ativ

ely

low

-leve

ls o

f ker

bsid

e di

ning

re

lativ

e to

com

para

ble

inne

r-ci

ty a

ctiv

-ity

cen

tres

.

Loca

l ret

aile

rs m

ay n

ot e

ffect

ivel

y ad

apt t

o ra

pidl

y ch

ang-

ing

cons

umer

pre

fere

nces

and

exp

ecta

tions

, lea

ding

to

furt

her

decl

ines

in c

ompe

titiv

enes

s.

Sup

port

for

kerb

side

trad

ing

coul

d be

und

erm

ined

by

poor

ope

rato

rs a

busi

ng s

yste

m (a

nd p

oor

enfo

rcem

ent!)

.

Incr

ease

the

leve

l of r

etai

ler

inno

vatio

n, c

reat

ivity

: par

ticul

ar

of ‘e

’ or

‘m’ –

com

mer

ce.

5.6.

3.7

Add

ition

al k

erbs

ide

trad

ing

coul

d im

prov

e vi

sual

vib

ranc

y an

d pr

ovid

e a

dist

inct

com

petit

ive

adva

ntag

e to

for

Bay

-si

de’s

act

ivity

cen

tres

.5.

6.3.

85.

6.3.

95.

6.3.

10

Trad

ers’

ass

ocia

tions

act

ive

in m

ost m

ajor

reta

il pr

ecin

cts

with

cap

acity

to h

old

annu

al

maj

or e

vent

/cam

paig

n.

Lack

of s

peci

al r

ate

mea

ns b

urde

n of

ru

nnin

g as

soci

atio

n fa

lls o

n in

divi

dual

bu

sine

sses

.

Trad

ers’

ass

ocia

tions

fail

in s

ome

cent

res

due

to la

ck o

f vo

lunt

eers

to s

uppo

rt.

Dis

tinct

‘sho

pper

exp

erie

nce’

initi

ativ

es c

ould

be

esta

b-lis

hed

thro

ugh

trad

ers’

ass

ocia

tions

.

The

enco

urag

emen

t of p

roac

tive

Trad

ers

Ass

ocia

tions

can

pl

ay a

vita

l str

ateg

ic p

artn

ersh

ip ro

le in

dev

elop

ing

vibr

ant,

pros

pero

us, a

ctiv

e lo

cal s

hopp

ing

cent

res.

5.6.

3.11

5.6.

3.12

5.6.

3.13

5.6.

3.14

5.6.

3.15

5.6.

3.16

76

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3.3

With

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agem

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77

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3.5

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iew

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suita

bilit

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faci

litat

ing

pop

up s

hops

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Bay

side

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ivity

Cen

tres

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con

side

r im

pact

s on

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istin

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nnin

g im

plic

atio

ns.

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iew

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plet

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ff R

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rnal

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tory

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me-

nity

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tect

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artm

ents

.

5.6.

3.6

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scop

e of

the

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ail,

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mer

cial

and

E

mpl

oym

ent s

trat

egy

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ew a

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pria

te P

lann

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imis

e ou

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tre

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il de

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ents

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plet

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5.6.

3.7

Inve

stig

ate

fund

ing

sour

ces

to e

duca

te th

e lo

cal

reta

il in

dust

ry o

n E

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ness

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t pro

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stig

ate

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ibilit

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intr

oduc

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l ke

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ard

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ram

for

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3.9

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bran

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side

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5.6.

3.10

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ital w

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ity

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ter

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mot

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tive

front

ages

thro

ugh

Chr

istm

as w

in-

dow

com

petit

ion

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pol

icy.

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petit

ion

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imum

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ness

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atin

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ourc

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artm

ent.

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3.12

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a tim

ely

basi

s us

e da

taba

se o

f act

ivity

cen

tre

busi

ness

es to

mar

ket a

nd b

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ess

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pr

ogra

m o

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nts/

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3.13

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tinue

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ort t

o ce

ntre

trad

ers

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ocia

-tio

ns: b

y fa

cilit

atin

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d en

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agin

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imum

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ual s

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ebra

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ts a

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ved

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ff re

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ial

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3.14

To e

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rage

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ong

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ncil

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rter

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79

Baysid

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no

mic D

evelo

pm

en

t Stra

tegy

5.7.1 Bayside Business Employment Area (BBEA)

The Bayside Business Employment Area (BBEA) is home to roughly one quarter of all businesses in Bayside with approximately 500 enterprises. It includes a mix of nationally (and internationally) significant companies and micro enterprises and includes three of Australia’s top 200 companies.

While businesses within the precinct cover a broad range of industries, many are associated with:

• the construction industry and manufacture of products used within this industry

• the automotive maintenance, servicing and repair industry

• the landscaping industry

• business services.

The precinct traditionally has had a focus on manufacturing and, to a lesser extent, wholesaling. However, changes over time have led to some diversification in its business mix as well as an increase in residential development. In particular, there has been development of business parks and an associated increase in smaller allotment developments.

5.7.2 Findings of the Bayside Business Monitor 2012

The key findings of the Bayside Business Monitor 2012 that relates to the BBEA are that:

• The BBEA continues to be of major economic significance to the Bayside economy. It is Bayside’s largest single commercial precinct and is estimated to account for roughly a quarter of the jobs in Bayside.

• The BBEA is also facing change with a shift towards more retail, personal and business service enterprises and increased residential development within the precinct. This is evidenced by smaller allotment developments and a rise in strata developments and mini-business parks.

• Land market pressures and changes in cost structures have not been assessed by Council in detail since the work undertaken for the Industrial Strategy in 2004.

• A number of sites within the BBEA have come under pressure to relocate in recent years because of residential development that is occurring within the precinct. Continued encroachment on the land available for commercial uses may be eroding the supply of commercial land to such an extent that it lacks the critical mass required to remain as a distinct commercial area in the medium to long-term.

A number of sites within the BBEA in recent years have seen interest by private developers to be rezoned for residential uses. While BBEA businesses largely indicated they expected to remain in the precinct in five years time, encroachment by residential developments

was listed as the most likely reason they would not. Should this critical mass of commercial land be lost, the key objective of Industrial Strategy for the BBEA to contribute to meeting the employment needs of the local workforce may not be realised.

It is also possible that the market pressure to redevelop BBEA sites for residential uses in recent years may be emerging evidence of the next major land market shift to affect the precinct since the decline of industrial uses in the precinct became apparent in the late 1990s. It is clear from the business surveys that land factors such as location, leasing costs and lot sizes are the most important determinants for businesses to locate in the BBEA. This underlines the sensitivity of businesses to the costs and availability of land in the BBEA as significant issues. Land market pressures and changes in cost structures not been assessed by Council in detail since the work undertaken for the Industrial Strategy, and an updated evaluation of recent dynamics is also strongly recommended.

If the demand for residential land in the area is such that commercial uses for BBEA sites become uncompetitive for landowners and force businesses to relocate to other areas in Melbourne with lower rents, the economic rationale for maintaining the current zoning of the BBEA may need to be reconsidered. It is has now been over a decade since the preliminarily strategic work that culminated in the Industrial Area Strategy was undertaken. Without an updated and detailed understanding of the dynamics currently affecting the BBEA, the risks to the area identified in the Industrial Strategy may yet emerge.

The uncertainty regarding the BBEA should be resolved by a detailed examination of the BBEA’s function and possible future roles. Given the strategic importance of the area as a major employment precinct intended to service the needs of Bayside’s highly-skilled workforce, it is appropriate for Council to consider a comprehensive employment strategy to inform and determine the BBEA’s role and strategic direction.

As well as resolving the strategic role of the BBEA, a number other initiatives to improve the appearance and functionality of the precinct as a business park could be undertaken.

Previous strategic work has identified that a high-quality visual appearance as a key driver of investment in the BBEA through the establishment of an attractive physical appearance for the precinct. The transition process has given rise to an ad hoc appearance in buildings, landscaping and premises with recently completed buildings displaying a high visual amenity being interspersed with older industrial-era sites. The visual improvement of the area may continue to be gradually progressed by further private investment and site redevelopment. However, there remains the opportunity identified in previous strategic work undertaken by Council to develop a distinct, continuous and attractive appearance for the BBEA through design and development guidelines, and by landscape and

80

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

streetscape treatments. This is supported by the results of this Monitor which found that improved presentation of the area and more trees were the two improvements that would assist the most in attracting investment to the BBEA by local businesses.

The suggested focus for the BBEA is to:

• undertake a detailed assessment of the strategic role of the BBEA and prepare a Retail, Commercial and Employment Strategy to assess the extent to which the BBEA is achieving Council’s local employment objectives and determine how this objective can be further progressed and positioned for future success

• improve the appearance and sense of identity of the precinct through landscaping and urban design themes, signage, preparation of design and development guidelines

• create a BBEA Reference Group to assist in marketing, strengthening linkages and liaising with Council

• encourage smaller clusters of retail, personal service and business services ‘enclaves’ that enhance the amenity of the precinct and provide a service to its employees and residents alike.

81

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Cou

ncil’

s O

bjec

tive

4

. To

del

iver

phy

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soc

ial i

nfra

stru

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e to

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imat

e fo

r ta

rget

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nd s

usta

inab

le in

vest

men

t in

the

City

. S

WO

T

5.7.

3 B

BE

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n p

lan

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eng

ths

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knes

ses

or

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aint

sT

hrea

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ort

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ies

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ion

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.

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t cor

e co

ntin

ues

to

attr

act c

omm

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al in

vest

men

t to

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rtin

g in

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rial

user

s, in

clud

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e de

velo

pmen

ts th

at h

ave

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d na

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l-bra

nd

tena

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as

iSel

ect.

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EA

indu

stry

mix

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ansi

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ctio

n un

clea

r –

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mer

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loca

l or

sub-

dist

rict o

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ustr

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pe.

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ease

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se’ f

unct

ion

of th

e B

BE

A to

cap

italis

e th

e am

enity

of t

he

prec

inct

(new

zon

es: c

omm

erci

al o

ffice

s m

ay b

e di

spla

ced

from

act

ivity

cen

tres

, bu

t may

inst

ead

shift

to B

BE

A).

Offi

ce d

evel

opm

ents

dis

plac

ed b

y re

side

ntia

l dev

elop

men

ts in

Act

ivity

C

entr

es m

ay s

hift

to B

BE

A in

stea

d.

Enc

roac

hmen

t of r

esid

entia

l los

s of

com

mer

cial

land

dro

ps to

bel

ow

a cr

itica

l mas

s to

mai

ntai

n lo

cal e

mpl

oym

ent o

bjec

tives

, sub

-opt

imal

bu

sine

ss m

ix.

New

Com

mer

cial

2 Z

one

may

per

mit

’as-

of-r

ight

dev

elop

men

ts s

uch

as

reta

il w

hich

hav

e a

limite

d al

ignm

ent w

ith th

e em

ploy

men

t pro

file

of th

e lo

cal w

orkf

orce

.

Furt

her

‘inte

rface

zon

ing’

may

be

appr

opria

te, s

uch

as C

92 a

men

dmen

t to

bui

ld a

buf

fer

of u

ses

betw

een

inte

nse

com

mer

cial

and

resi

dent

ial.

The

obje

ctiv

e w

ould

be

to h

ave

appr

opria

te e

mpl

oym

ent o

ppor

tuni

ties

with

in th

e B

BE

A w

ith h

ousi

ng in

clo

se p

roxi

mity

.

5.7.

3.1

Mix

of l

ong-

term

and

new

bu

sine

sses

from

a w

ide

varie

ty

of in

dust

ries

iden

tified

in th

e B

BE

A.

Div

ersi

ty m

eans

a v

arie

ty o

f di

fferin

g ne

eds

to b

e ca

tere

d fo

r.

Lack

of d

efini

tion

wou

ld m

ake

mar

ketin

g an

d pr

omot

ing

the

prec

inct

diffi

cult.

No

over

all d

istr

ict

repr

esen

tativ

e bo

dy e

xist

s to

w

ork

with

Cou

ncil/

Gov

ernm

ent

agen

cies

.

A c

ross

-sec

tion

of b

usin

esse

s co

uld

be

recr

uite

d to

a d

istr

ict r

efer

ence

gro

up

body

to li

aise

with

Cou

ncil.

Lack

of t

angi

ble

capi

tal w

orks

pro

ject

may

hin

der

recr

uitm

ent o

f re

pres

enta

tive

mix

of b

usin

ess

advo

cate

s.

Unr

epre

sent

ativ

e/im

bala

nced

mix

of b

usin

esse

s co

uld

dist

ort a

dvic

e an

d fe

edba

ck to

Cou

ncil.

5.7.

3.2

New

dev

elop

men

ts h

ave

impr

oved

the

qual

ity o

f bui

lt fo

rm s

ince

200

6.

Vis

ual a

men

ity o

f the

BB

EA

stil

l m

ixed

and

dev

elop

men

t typ

es

high

ly fr

agm

ente

d.

‘Bou

tique

bus

ines

s pa

rk’ l

ands

capi

ng

trea

tmen

ts a

nd in

frast

ruct

ure

are

still

an

optio

n.

Res

iden

tial/r

etai

l gro

wth

in B

BE

A e

nabl

ed u

nder

new

zon

es (o

r by

de

sign

) may

com

prom

ise

‘Bou

tique

Bus

ines

s P

ark’

.

5.7.

3.3

82

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Act

ion

Pla

n

Cos

t ra

nge

of p

roje

cts:

$ =

<$1

,00

0$

$ =

$1,

001

- $

5,0

00

$$

$ =

$5,

001

- $

10,0

00

$$

$$

= $

10,0

01 -

$20

,00

0$

$$

$$

= >

$20

,00

0

A

ctio

nsM

easu

reD

ate

of

Co

mp

leti

on

Ind

icat

ive

Co

stFu

ndin

g

So

urce

Par

tner

ship

Inte

rnal

/

Ext

erna

l

5.7.

3.1

With

in th

e sc

ope

of th

e R

etai

l, C

omm

erci

al a

nd E

mpl

oym

ent s

trat

egy:

· A

sses

s lo

cal p

rope

rty

mar

ket t

rend

s to

det

erm

ine

if qu

aran

tinin

g of

co

mm

erci

al la

nd fo

r em

ploy

men

t via

ble

· Zo

ne a

nd d

evel

opm

ent c

ontr

ols

to b

e se

t to

rest

rict e

ncro

achm

ent o

f re

side

ntia

l and

pro

mot

e hi

ghes

t-em

ploy

men

t gen

erat

ing

uses

·

Link

(or

poss

ibly

loca

te) b

usin

ess

incu

bato

r w

ith B

BE

A

Com

plet

ion

of R

etai

l, C

omm

erci

al a

nd

Em

ploy

men

t str

ateg

y to

det

erm

ine

the

Com

mer

cial

Zon

es m

ix to

be

inco

rpor

ated

in

Bay

side

Pla

nnin

g S

chem

e

Q4

2015

$$$$

$ N

ew

Initi

ativ

e

Inte

rnal

col

labo

ratio

n w

ith

Sta

tuto

ry P

lann

ing

and

Urb

an

Pla

ces.

5.7.

3.2

Est

ablis

h a

data

base

of B

BE

A b

usin

esse

s to

:

· E

stab

lish

a s

take

hold

er r e

fere

nce

grou

p fo

r fu

ture

str

ateg

ic w

ork

· Id

entif

y an

d im

plem

ent t

arge

ted

indu

stry

trai

ning

pro

gram

s sp

ecifi

c to

th

e ar

ea·

Dev

elop

a re

al e

stat

e/de

velo

per

netw

ork

to m

arke

t pre

cinc

t as

a bo

utiq

ue b

usin

ess

park

to a

ttra

ct in

vest

men

t

Est

ablis

h a

BB

EA

Ref

eren

ce G

roup

Q1

2015

Sta

ff re

sour

ces

Ser

vice

B

udge

t

Ext

erna

l with

BB

EA

Ref

eren

ce

Gro

up

5.7.

3.3

Und

erta

ke a

revi

ew to

det

erm

ine

appr

opria

te d

esig

n co

ntro

ls to

pro

mot

e hi

gh-

qual

ity d

evel

opm

ents

Det

erm

ine

if ‘b

usin

ess

park

’ am

enity

and

vis

ual t

reat

men

ts s

till r

elev

ant a

nd

wor

thw

hile

If ‘b

usin

ess

park

’ cap

ital w

orks

stil

l sui

tabl

e,

devi

se p

reci

nct m

aste

r pl

an a

nd fu

ndin

g m

odel

Q1

2017

$$$$

$ N

ew

Initi

ativ

e

BB

EA

Ref

eren

ce G

roup

83

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Appendix 1 – Acronyms, Glossary of Terms and Bibliography Acronyms ABS – Australian Bureau of Statistics ARA – Australian Retailers Association BABR – Bayside Annual Business Review BBEA – Bayside Business Employment Area BBN – Bayside Business Network CBA – Cost Benefit Analysis CBD – Central Business District DSDBI – Department of State Development, Business and Innovation EDS – Economic Development Strategy EJD – Effective Job density GFA – Gross Floor Area GFC – Global Financial Crisis GVA – Gross Value Added HO/SO – Home office or small office KPI – Key Performance Indicators LPPF – Local Planning Policy Framework NBN – National Broadband Network SCECP – Shopping Centre Event and Celebration Program TA – Traders Association U3A – University of Third Age VPPs – Victorian Planning Provisions

Terms used Industry class

The structure of ANZSIC comprises four levels, ranging from industry division (broadest level) to industry class (finest level). Activities are narrowly defined within the industry class level, which is identified by a four-digit code, e.g. Industry Class 3241 Plastering and ceiling services. Usually, an activity is primarily defined to one class. However, some activities may be primary to more than one class.

Industry division

The structure of ANZSIC comprises four levels, ranging from industry division (broadest level) to industry class (finest level). The main purpose of the industry division level is to provide a limited number of categories which give a broad overall picture of the economy. There are 19 divisions within ANZSIC, each identified by an alphabetical letter that is; ‘A’ for Agriculture, forestry and fishing , ‘E’ for Construction etc.

Industry subdivision

This is the broadest level category within each industry division of ANZSIC and is identified by a two-digit code, e.g. Industry Subdivision 31 for Heavy and civil engineering construction. Industry subdivisions are built up from industry groups which, in turn, are built up from industry classes.

Industry value added (IVA)

IVA is an estimate of the difference between the market value of the output of an industry and the purchases of materials and expenses incurred in the production of that output.

The derivation of IVA for individual businesses depends on whether they are classified as market or non-market producers. Non-market producers are those institutions which provide goods or services either free or at prices that are not economically significant. In other words, their prices are not significantly influenced by the amounts that producers are willing to supply, nor the amounts that users are willing to pay to purchase the goods or services being provided. Conversely, market producers provide goods and services at prices that are economically significant.

A

ctio

nsM

easu

reD

ate

of

Co

mp

leti

on

Ind

icat

ive

Co

stFu

ndin

g

So

urce

Par

tner

ship

Inte

rnal

/

Ext

erna

l

5.7.

3.1

With

in th

e sc

ope

of th

e R

etai

l, C

omm

erci

al a

nd E

mpl

oym

ent s

trat

egy:

· A

sses

s lo

cal p

rope

rty

mar

ket t

rend

s to

det

erm

ine

if qu

aran

tinin

g of

co

mm

erci

al la

nd fo

r em

ploy

men

t via

ble

· Zo

ne a

nd d

evel

opm

ent c

ontr

ols

to b

e se

t to

rest

rict e

ncro

achm

ent o

f re

side

ntia

l and

pro

mot

e hi

ghes

t-em

ploy

men

t gen

erat

ing

uses

·

Link

(or

poss

ibly

loca

te) b

usin

ess

incu

bato

r w

ith B

BE

A

Com

plet

ion

of R

etai

l, C

omm

erci

al a

nd

Em

ploy

men

t str

ateg

y to

det

erm

ine

the

Com

mer

cial

Zon

es m

ix to

be

inco

rpor

ated

in

Bay

side

Pla

nnin

g S

chem

e

Q4

2015

$$$$

$ N

ew

Initi

ativ

e

Inte

rnal

col

labo

ratio

n w

ith

Sta

tuto

ry P

lann

ing

and

Urb

an

Pla

ces.

5.7.

3.2

Est

ablis

h a

data

base

of B

BE

A b

usin

esse

s to

:

· E

stab

lish

a s

take

hold

er re

fere

nce

grou

p fo

r fu

ture

str

ateg

ic w

ork

· Id

entif

y an

d im

plem

ent t

arge

ted

indu

stry

trai

ning

pro

gram

s sp

ecifi

c to

th

e ar

ea·

Dev

elop

a re

al e

stat

e/de

velo

per

netw

ork

to m

arke

t pre

cinc

t as

a bo

utiq

ue b

usin

ess

park

to a

ttra

ct in

vest

men

t

Est

ablis

h a

BB

EA

Ref

eren

ce G

roup

Q1

2015

Sta

ff re

sour

ces

Ser

vice

B

udge

t

Ext

erna

l with

BB

EA

Ref

eren

ce

Gro

up

5.7.

3.3

Und

erta

ke a

revi

ew to

det

erm

ine

appr

opria

te d

esig

n co

ntro

ls to

pro

mot

e hi

gh-

qual

ity d

evel

opm

ents

Det

erm

ine

if ‘b

usin

ess

park

’ am

enity

and

vis

ual t

reat

men

ts s

till r

elev

ant a

nd

wor

thw

hile

If ‘b

usin

ess

park

’ cap

ital w

orks

stil

l sui

tabl

e,

devi

se p

reci

nct m

aste

r pl

an a

nd fu

ndin

g m

odel

Q1

2017

$$$$

$ N

ew

Initi

ativ

e

BB

EA

Ref

eren

ce G

roup

84

Baysid

e Eco

no

mic D

evelo

pm

en

t Stra

tegy

Appendix 2 – Shift-Share Analysis Shift Share Analysis Bayside: 1996 to 2011

Bibliography

Bayside 2020 Community Plan – Our City, Our Future, (2011). Sandringham, Australia: Bayside City Council

Bayside Housing Strategy, (2012), Sandringham, Australia: Bayside City Council

Bayside Business Monitor – Report Overview, (2012), Sandringham, Australia: Bayside City Council

Council Plan 2009-2013, (2009), Sandringham, Australia: Bayside City Council

Industry Atlas of Victoria. (2011). Melbourne, Australia: Department of State Development, Business and Innovation

Kenessey, Z. (1987). The Primary, Secondary, Tertiary and Quaternary Sectors of the Economy, Review of Income and Wealth, 33(4), pp35-385 McDonald, I. (2007). Where is full employment?, University of Melbourne Department of Economics Research Paper 1011, 26 (2), pp81-92

McLennan, W. (1995). Australian Social Trends, Australian Bureau of Statistics. Canberra, Australia: Australian Bureau of Statistics

Plan Melbourne – Metropolitan Planning Strategy, (2013). Melbourne, Australia: Victorian Government

Regional Economic Development Guide, (2013). Canberra, Australia: Department of Regional Australia, Local Government, Arts and Sport

Victorian Local Government Act 1989, (Cth) s.3c (2).

Year Book Australia, (2012). Canberra, Australia: Australian Bureau of Statistics

Shift Share Analysis Bayside: 2001 to 2011

Shift Share Analysis Bayside: 2006 to 2011

Bayside City Council

76 Royal Avenue, Sandringham

PO Box 27 Sandringham VIC 3191

T (03) 9599 4444

enquiries@bayside.vic.gov.au

www.bayside.vic.gov.au