port phillip economic development strategy
DESCRIPTION
This stratgey has been developed by Council's Economic Development Unit for the years 2012 -2016TRANSCRIPT
port phillip ECoNoMiC DEVElopMENt StrAtEGY2012-2016
1ECONOMIC DEVELOPMENT STRATEGY 2012-2016
CoNtENtSGLOSSARY OF TERMS 2
A MESSAGE FROM THE MAYOR 3
EXECUTIVE SUMMARY 4
Background 4
Economic Vision 4
Value of Economic Development in Port Phillip 4
Port Phillip Strategic Context 5
Strategic Policy Context 6
Economic Context 6
Strategic Directions 7
SECTION 1INTRODUCTION 10
Background 10
Vision 10
Economic Development Strategy Framework 11
SECTION 2ECONOMIC DEVELOPMENT AND THE ROLE OF THE CITY OF PORT PHILLIP 12
What Is Economic Development? 12
The Value Of Economic Development to the City Of Port Phillip 12
What Can Council Do to Influence Economic Development Within Port Phillip? 14
SECTION 3STRATEGIC CONTEXT 16
Strategic Location Context 16
Strategic Strengths 17
Strategic Weaknesses 17
Strategic Opportunities 18
Strategic Threats 18
SECTION 4STRATEGIC POLICY CONTEXT 20
Economic Development Policy and Direction 20
Centres of Industrial and Business Activity 21
Environmental Sustainability Policy and Direction 22
SECTION 5ECONOMIC CONTEXT 24
Key Findings 24
Population Trends 26
Demographic Profile 27
Social Disadvantage 28
Commuting Patterns 28
Economy 29
SECTION 6STRATEGY ACTION PLAN 40
Strategic Direction 1: An Integrated and Inclusive Local Community 42
Strategic Direction 2: Sound Environmental Leadership 48
Strategic Direction 3: A World-Class Tourism Destination Which Balances Visitation and Amenity 51
Strategic Direction 4: Flourishing Activity Centres 56
Strategic Direction 5: Strong Economic Clusters 58
Strategic Direction 6: The Creative City 63
SECTION 7MONITORING & EVALUATION 68
FIGURESFigure 1: Economic Development Strategy Framework 11
Figure 2: City Of Port Phillip 16
Figure 3: Port Phillip Age Profile, 2006 27
Figure 4: Spatial Distribution Of Professional Services & Property Businesses In Port Phillip 31
Figure 5: Map Of Manufacturing, Trade & Industry Businesses In Port Phillip 32
Figure 6: Map Of Activity Centres In Port Phillip 35
Figure 7: Concentration Of Creative Workers By Municipality 36
Figure 8: Spatial Distribution Of Creative Industries, Arts & Recreation Businesses In Port Phillip 37
Figure 9: Clustering Of Performing Arts Businesses In Port Phillip 37
TABLESTable 1: The Value of Economic Development to the City of Port Phillip 13
Table 2: Population Trends, 2001–2006 26
Table 3: Population Forecasts, 2006–2026 26
Table 4: SEIFA 2006 Analysis (Index of Relative Socio-Economic Advantage) 28
Table 5: Employment by LGA Location, 2006 28
Table 6: Industry Sector Performance 30
Table 7: Major Industry Categories 31
Table 8: Overnight Visitors to City of Port Phillip 34
Table 9: % Of Home Workers, 2006 39
AcknowledgementCity of Port Phillip acknowledges Urban Enterprise Pty Ltd in the development of the Port Phillip Economic Development Strategy 2012-2016.
DisclaimerParts of this document may contain estimates based on assumptions that may be subject to error. Although all care has been taken to verify such estimates readers must not alter their position or refrain from doing so in reliance on them. If you have any doubts about the accuracy of this document, we would advise that you find out from alternative sources.
Photos (opposite top and front cover, top-right): John Gollings
A MESSAGE FroM thE MAYor
GloSSArY oF tErMS
The City of Port Phillip is a great place to do business.
Visitor numbers are up, our local
economy is strong and the first class
facilities we are famous for have
never looked so good.
The job of the Council and City
in helping local business is
an important one. Each year,
we produce an Action Plan
which supports our five-year
Economic Development Strategy.
The strategy has three objectives.
These are to:
• Enhancecompetitiveadvantage
for businesses in the municipality
• Increaseconnectionsbetween
the business, not-for-profit
sector, visitor and residential
communities
• Driveprosperityacrossthe
entire Port Phillip community.
Council’s role is as an enabler
of better business. Our job is to
facilitate and influence so that local
businesses are supported to grow
and prosper. In order to do this we
work with businesses and business
groups, we promote innovative
ways of doing business, we partner
with State and Federal Government
agencies, and we conduct activities,
programs and campaigns to
stimulate economic growth.
The City of Port Phillip is a great
place to live and it’s a terrific place
to work. Local businesses have an
exciting future ahead.
If you would like to download an
electronic copy of this document,
please visit our website at
www.portphillipbusiness.com.au,
or if you would like more
information on this Economic
Development Strategy, please
call ASSIST on +61 3 9209 6777.
Rachel Powning
Mayor
ABS Australian Bureau of Statistics
APBCC Albert Park Business & Community Committee
C Council
CBD Central Business District
CD Community Development
(City of Port Phillip Council Department)
CL Culture & Leisure (City of Port Phillip Council Department)
CLUE Census of Land Use & Employment
CRM Customer Relationship Management
CSR Corporate Social Responsibility
DIIRD Department of Innovation, Industry & Regional Development
DoT Department of Transport
EDU Economic Development Unit (City of Port Phillip Council Unit)
ESD Ecological Sustainable Development
FYC Families, Youth & Children
(City of Port Phillip Council Department)
IMAP Inner Melbourne Action Plan
LGA Local Government Area
LLEN Local Learning & Employment Networks
PCA Property Council of Australia
PS Property Services (City of Port Phillip Council Department)
SD Statistical Division
SEIFA Socio-economic Indexes for Areas
SKTA St Kilda Tourism Association
SMM South Melbourne Market
(City of Port Phillip Council Department)
SLA Statistical Local Areas
SP Strategic Planning Unit (City of Port Phillip Council Unit)
SUS Sustainability (City of Port Phillip Council Department)
SWOT Strengths, Weaknesses, Opportunities & Threats
VFR Visiting Friends & Relatives
VIC Visitor Information Centre
3ECONOMIC DEVELOPMENT STRATEGY 2012-2016
Photo: St Kilda Road Parkview Hotel
5ECONOMIC DEVELOPMENT STRATEGY 2012-2016
EXECUtiVE SUMMArYBACKGROUNDThe City of Port Phillip Economic
Development Strategy 2012-2016
is a key strategic document that
will deliver Council’s vision by
presenting a coherent and actionable
plan for the next five years.
It has been informed by
consultation with the community
(residents, businesses and their key
representatives) and is underpinned
by the Local Government Act 1989,
the Council Plan and other strategic
documents including Municipal
Strategic Statement, Towards Zero
Sustainable Environment Strategy,
Health and Wellbeing Plan and the
Sustainable Transport Plan.
The purpose of the Economic
Development Strategy is to identify
timely, practical and evidence-based
strategies and actions that will:
• Enhancecompetitiveadvantage
for businesses in the municipality
• Increaseconnectionsbetween
the business, not-for-profit
sector, visitor and residential
communities
• Driveprosperityacrosstheentire
Port Phillip community
• Focuson‘green’business
through supporting sustainable
business operations and
promoting participation in
green business programs.
VALUE OF ECONOMIC DEVELOPMENT IN PORT PHILLIPEconomic development promotes
prosperity and improved quality of
life across the whole community by
supporting, serving and advocating
for local businesses. This is achieved
through a range of value-added
services which foster a sustainable,
vibrant business environment.
The value of economic development
to the Port Phillip community is
multi-faceted. It:
• Developsskills,knowledgeand
experience that can be celebrated
and utilised by the community
• Tacklesclimatechangeby
providing local businesses with
practical advice and measures
to reduce carbon emissions and
reduce operational costs, thereby
increasing the capacity of business
• Maximiseslocalmultiplier
effects (where an increase in one
economic activity starts a chain
reaction in others)
• Facilitatessocialinclusion
• Enhancesthevibrancy,
atmosphere, diversity and
liveability of the area
• Fosterseconomicgrowthand
business prosperity
• Encourageslocalaccessto
goods and services for the City
of Port Phillip community, which
supports local jobs and business
growth in the municipality.
The City of Port Phillip recognises
that, although it does not directly
deliver business outcomes, its
role is as an enabler. The Council’s
objective is to facilitate and promote
economic development within the
context of its wider environmental,
social and cultural sustainability
objectives. As such, Council’s role is
to influence appropriate investment
and business development in line
with Council goals and facilitate a
conducive business environment.
Achieving these outcomes requires
a partnership approach i.e. close co-
ordination between the Economic
Development Unit, other units
within Council and other levels
of Government and business
groups/representatives.
Council is an enabler of economic
development. Its role is to create
the environment where businesses
can grow and new opportunities
will be considered and explored.
PORT PHILLIP STRATEGIC CONTEXTThe City of Port Phillip enjoys a
drawcard location.
Strategically positioned between
the Melbourne CBD, the bay and
the port, the City of Port Phillip is a
landmark for a range of reasons. The
area has convenient transportation
access for freight and distribution
as well as excellent public
transportation links. The City of Port
Phillip has first class tourism assets
and infrastructure and is home
to some of Victoria’s best known
attractions. Renowned for its unique
atmosphere and diversity, the area
is an attractive destination for a wide
cross-section of residents, visitors
and businesses.
The City of Port Phillip is an
iconic Victorian location
with first class tourism assets,
sophisticated infrastructure and
celebrated diversity.
The City’s image is somewhat
threatened by perceptions that
there are safety/security issues
in some areas which may impact
on amenity. There are similar
concerns relating to the impact of
high rents on maintaining the City’s
unique diversity and vibrancy.
Stakeholder consultation conducted
in development of this strategy
revealed that some business people
felt that major and neighbourhood
activity centres within Port Phillip
were becoming increasingly
homogenised in their retail, food and
entertainment offer.
Finally, Council’s development of
this strategy aims to strengthen its
engagement with local business and
community members.
ECONOMIC VISION
Port Phillip will be a vibrant, inclusive, prosperous and sustainable local economy that meets the needs and aspirations of our community.
7ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGIC POLICY CONTEXTA review of the existing regional
and local policy context revealed
a number of policy directions
relating to creating a sustainable
economic future for Port Phillip.
These are outlined on page 20 of this
document and key points include:
• Theimportanceofseekingto
achieve social, environmental
and cultural sustainability aims,
not just economic growth at
whatever cost
• PortPhilliphasastrongcompetitive
advantage in professional services
and property quality and that
retaining these competitive
strengths should be a priority
• TheCityofPortPhilliphasa
vision for a vibrant well-managed
tourism industry and encourages
visitation (local, domestic and
international) which delivers
benefits to the local community
• Theimportanceofretaining
the significant role of Fishermans
Bend (Port Melbourne) as a
manufacturing, trade and
industry hub
• TheCityofPortPhillipsupportsa
diverse, creative city with safe and
affordable cultural events
• Thedevelopmentoflively,
viable, diverse and attractive
retail precincts
• Supportforgreenbusiness
and encouraging businesses
and organisations to be
environmentally sustainable
• Socialinclusion,healthand
wellbeing, and social justice are
underpinning principles in a
range of existing policies.
A sustainable business environment
in the City is underpinned by a
range of government and business-
based policies.
ECONOMIC CONTEXT• PortPhillip'spopulationisgrowing
fast and this is set to continue in the
short-medium term
• PortPhilliphasasignificant
proportion of working age
adults indicating a large resident
workforce. Evidence suggests that
people over 60 years of age are
moving to Port Phillip, while at the
other end of the scale, younger
people under 24 years of age are
moving out of the area
• PortPhillipisanareawherea
significant proportion of the
population earn above the
average Melbourne weekly
income, suggesting that it is a
relatively affluent area, however,
there are localised pockets of
social disadvantage within
the municipality
• Althoughtherearemorejobsthan
working residents in Port Phillip,
75 per cent of working residents
are employed outside the
municipality. This diminishes
local multiplier effects and impacts
on environmental sustainability
• Professionalservicesand
property, manufacturing, trade
and industry, tourism and retail
trade account for over 75 per cent
of jobs in the municipality
• Emergingsectorswithinthe
municipality include green
businesses and home–based
businesses.
The City of Port Phillip has a
strong economic foundation.
Further growth is predicted.
STRATEGIC DIRECTIONS The strategic directions are the
bridge between vision and strategy.
They reflect the areas of focus and
priorities for Council to achieve
its vision. Council has defined six
strategic directions, each of which
links back to the Council Plan. A
Strategy Action Plan is included in the
final section of this document which
outlines strategies and actions linked
to each of the strategic directions.
Council has developed six strategic
directions to set a course for the future.
STRATEGIC DIRECTION 1:
AN INTEGRATED AND INCLUSIVE
LOCAL COMMUNITY
The Port Phillip community will
be one where business people,
residents, visitors and community
organisations value and benefit from
each other’s strengths to contribute
to a greater sense of vitality, vibrancy,
sustainability and liveability.
Opportunities to meaningfully
participate in community life by way
of employment, recreation, education
and social and civic activities are
open to all community members.
Feature activities:
• Createpartnershipsbetween
business and the community
to promote diversity, support
community interaction and
create local employment
• DeliverthebiennialBusiness
Excellence Awards (to be held in
2012, 2014 and 2016) to reward
and recognise the success and
achievements of businesses in
the Port Phillip community
• Hostaseriesofnetworkingevents,
training and mentoring sessions
to strengthen the business
community, build capacity and
support growth of businesses
• EstablishanEconomic
Development Advisory Panel
to provide guidance to Council
in relation to economic issues
and to foster and encourage
the achievement of sustainable
economic development within
the municipality
• Ensuringaccesstoeducation,
training and learning
opportunities for personal,
professional and career
development that encourages
life-long learning.
STRATEGIC DIRECTION 2:
SOUND ENVIRONMENTAL
LEADERSHIP
Environmental sustainability
will be at the forefront of the Port
Phillip economy both in relation
to existing business practices and
development of innovative green
business clusters.
Feature activities:
• Encourageparticipationinthe
CitySwitch program by employing
a dedicated CitySwitch Officer
to recruit participants to
the program
• Collaboratewith(orpromote)
Council, State and Federal
Government climate change
programs to local businesses
in the City of Port Phillip
• Evaluatetheeffectivenessofthe
pilot Green Business Program and
develop a staged implementation
plan that progressively rolls out
the program to various activity
centres across the municipality
over the next three years.
STRATEGIC DIRECTION 3:
A FIRST CLASS TOURISM
DESTINATION WHICH BALANCES
VISITATION AND AMENITY
Port Phillip will encourage
sustainable tourism experiences
and respectful visitation which
does not compromise local amenity
or the natural environment.
Feature activities:
• CollaboratewithCityof
Melbourne, City of Stonnington
and City of Yarra through the
IMAP Tourism Working Group to
strategically develop and position
Inner Melbourne as a vibrant and
welcoming destination
• Helpbuildthecapacityofthe
St Kilda Tourism Association
• PartnerwithDestination
Melbourne in the development
of tourism publications, which
will continue to grow all parts
of Port Phillip as an exceptional
visitor experience
• Promoteandsupportthe
Tourism Accreditation
Program, which enhances
industry professionalism and
improves standards.
EXECUTIVE SUMMARY
9ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGIC DIRECTION 4:
FLOURISHING ACTIVITY CENTRES
The Port Phillip community will be
supported by a number of strong,
vibrant, differentiated and accessible
major and neighbourhood activity
centres providing convenience and
a connection to the local community
for residents and visitors.
Feature activities:
• Continuetheongoing
administration and governance
of Special Rates Schemes, in
partnership with Business
Associations, to enable:
—> Business Associations to
develop individual business
planswhichmaintaina‘point
of difference’ and diversified
business mix
—> Local self-sufficiency in the
retail offering available to the
community
—> The facilitation of business
development and coordinated
marketing and promotion.
• Providegovernancetraining
and capacity building for board
members of Business Associations
• Facilitate‘BuildingConnections
– Business Associations
Network’ between the Business
Associations across the
municipality.
STRATEGIC DIRECTION 5:
STRONG ECONOMIC CLUSTERS
Port Phillip will continue to be home
to a number of industry clusters of
state-wide significance supported
by a variety of emerging industry
clusters that serve to make the
municipality a premium destination
for employers and employees alike.
Feature activities:
• Promotethestrongcompetitive
position of St Kilda Road as a core
commercial hub
• Establishadedicatedbusiness
forum for Fishermans Bend
Industrial Precinct
• Undertakeprimaryresearchon
Fishermans Bend to collect and
analyse key data and information
on businesses to support
economic development and
planning initiatives
• Explorethesignificanceof
Fishermans Bend to the state and
regional economy, and advocate
on behalf of Fishermans Bend with
other levels of Government
• ActivelypromoteFishermans
Bend to a range of stakeholders
using a variety of communication
strategies and media formats.
STRATEGIC DIRECTION 6:
THE CREATIVE CITY
The City of Port Phillip will be
renowned within Victoria and
nationallyasthe‘creativecity’,
respected for its high proportion of
creative businesses and workers,
creative events and leading arts and
cultural institutions.
The City of Port Phillip operates
and/or is involved with a number of
organisations, festivals, events and
attractions across the municipality.
This support and collaboration
contributes to the cultural
development, vibrancy and
ongoing success of Port Phillip
creative sector (refer page 63).
Feature activities:
• Undertakeaneconomicbenefit
analysis to understand the value
of the creative sector to Port
Phillip’s economy and identify
opportunities for future business
development and clustering
• WorkwithBusinessAssociations
in Albert Park and Elwood to
support community festivals
in non-levied neighbourhood
activity centres to provide
creative, community-based
activities that stimulate business
growth and development.
EXECUTIVE SUMMARY
Figure 1 Economic Development
Strategy Framework
ConsultationExTERNAL: Business owners, Business Associations INTERNAL: City of Port Phillip stakeholders
Vision & Themes Strategie
Policy Context
SWOT Economic Situation
Analysis
Socio-Economic
Profile
Strategic DirectionsWhere Council should be going to achieve its Vision
StrategiesHow Council can get there
ActionsWhat Council can actually doSt
rate
gy
Act
ion
Pla
n
11ECONOMIC DEVELOPMENT STRATEGY 2012-2016
iNtroDUCtioNBACKGROUNDThe City of Port Phillip Economic
Development Strategy 2012-2016
is a key strategic document
that seeks to deliver Council’s
vision by presenting a coherent
and actionable plan for the next
five years. It is informed by
consultation with the community
(residents, businesses and their key
representatives) and is underpinned
by the Local Government Act 1989,
the Council Plan and other strategic
documents including the Municipal
Strategic Statement, Towards Zero
Sustainable Environment Strategy,
Health and Wellbeing Plan and the
Sustainable Transport Plan.
The purpose of this document is
to identify timely, practical and
evidence-based strategies that will
enhance competitive advantage
for businesses in the municipality,
increase connectivity between the
business, residential and visitor
communities, and drive prosperity
within the Port Phillip region.
The strategy is intended to
provide an achievable plan for
the future while responding to
the challenges and opportunities
presented by the local economic
context (actions that underpin the
strategy are outlined further in this
document, commencing on page 44).
In addition, Council is moving to
position economic development
in a much wider context of
environmental, social and cultural
sustainability, while being conscious
of the need to balance these aims
against the continued financial
viability of local businesses.
This strategy has been informed
by a detailed economic profile and
situation analysis, and consultation
with stakeholders across the Port
Phillip business community.
VISIONThe City of Port Phillip’s vision for
economic development is as follows:
Port Phillip will have a vibrant, inclusive, prosperous and sustainable local economy that meets the needs and aspirations of our community.‘Ourcommunity’refersto
the residents, businesses and
visitors who have a stake in the
Port Phillip economy.
ECONOMIC DEVELOPMENT STRATEGY FRAMEWORKFigure 1 shows how this economic
development strategy has been
developed. The key components of
the strategy are as follows:
• Consultationwithinternal
departments of Council
(e.g. Community Development,
Sustainability, Strategic Planning,
Communications and
Engagement) and external
stakeholders (e.g. community
groups, Business Associations
and local businesses) has
helped to shape the vision
and determine the strengths,
weaknesses, opportunities and
threats that apply to the City of
Port Phillip economic context
• Thestrategicdirectionsare
informed by the vision and
supported with background
research to define the directions
in which Council is heading with
regard to economic development
in the municipality
• StrategiesdefinehowCouncilwill
move towards achievement of its
strategic directions
• Actionsrelatetothespecific,
tangible and measurable activities
that Council undertakes to achieve
realisation of the strategies,
strategic directions and vision.
SECTION 1
13ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 2
ECoNoMiC DEVElopMENt AND thE rolE oF thE CitY oF port phillipWHAT IS ECONOMIC DEVELOPMENT?Economic development is the
practice of stimulating, attracting
or maintaining business activity
and/or employment within a
defined geographic region. The
task of economic development is
usually undertaken by a responsible
governing authority but can also
be performed by community
organisations and/or other
independent agencies.
Successful economic development
is typically characterised by an
improvement to the economic
wellbeing of an area and is
commonly quantified via measures
such as an increase in the number
of jobs, higher incomes, greater
investment and/or higher tax
revenues to fund infrastructure
and services.
In the case of Port Phillip, the focus of
economic development is to achieve
sustainable economic growth
that delivers positive outcomes
for environmental, social and
cultural sustainability within the
municipality. As such, in addition
to traditional measures of job
growth and investment attraction,
indicators relating to social inclusion,
environmental business practices
and creativity will also be relevant.
THE VALUE OF ECONOMIC DEVELOPMENT TO THE CITY OF PORT PHILLIPEconomic development promotes
prosperity and improved quality
of life across the whole community
by supporting and serving the
needs of local business people.
This is achieved through a range
of value-adding services that
foster a sustainable, vibrant
business environment.
Investing in economic development
should not only deliver outcomes
for the local business community
but also create benefits for the wider
community. Table 1 shows the value
that economic development brings
to the entire Port Phillip community,
mapped against the Council
Directions in the Council Plan.
Achieving these outcomes
requires close co-ordination
and co-operation between the
Economic Development Unit and
other departments and units within
Council which influence economic
development directly or indirectly.
For example, Sustainability,
Strategic Planning, Events,
Community Development,
Communications and Engagement,
and South Melbourne Market.
COUNCIL DIRECTION THE VALUE OF ECONOMIC DEVELOPMENT
1. Engaging and Governing the City The business community in Port Phillip contains a wealth of skills, knowledge and
experience. Economic development facilitates sharing of these skills and knowledge with
the wider community through facilitation of corporate citizenship, leadership and/or
networking programs.
2. Taking Action on Climate Change Economic development can play a lead role in tackling climate change
by advocating emissions reduction strategies for businesses in areas such as:—> Retrofitting buildings—> Maximising renewable energy opportunities—> Reducing water use.
Economic development can help encourage green businesses to relocate to Port Phillip.
Economic development is effective in maximising local multiplier effects in terms of getting
more residents to work and shop locally, consequently minimising the need for car travel.
Economic development influences the take-up of more sustainable modes of
transportation and advocates for improvements to public transport infrastructure.
3. Strengthening our Diverse and Inclusive Community
Economic development can address social exclusion by increasing employment
opportunities amongst disadvantaged groups. For example, by developing partnerships
between industry and community organisations with the purpose of identifying jobs
and training opportunities for the less advantaged.
It also provides a mutual benefit for business and community organisations as
relationships are created, skills and expertise are shared and networks are extended.
Economic development leverages from the City’s existing creative economic base
to further enhance the vibrancy, atmosphere and cultural diversity of the area.
4. Enhancing Liveability Economic development, as its central aim, seeks to improve quality of life for all community
members through supporting local businesses, and strengthening the links between local
community and businesses.
Economic development broadens working opportunities available to residents by
providing support for home-based businesses and entrepreneurs.
Economic development enhances the overall appeal and attractiveness of the area
through well-managed tourism visitation and retail diversification, and access to a
range of goods and services.
Table 1 The Value of Economic Development
to the City of Port Phillip
15ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 2
WHAT CAN COUNCIL DO TO INFLUENCE ECONOMIC DEVELOPMENT WITHIN PORT PHILLIP? Through its networks with local
businesses and knowledge of
industry, Council aims to strengthen
business within Port Phillip, facilitate
economic growth and reduce the
barriers that impede growth within
the municipality.
Within the City of Port Phillip,
Council aims to produce a range
of benefits for the business and
community by:
• Improving financial returns
for business through various
workshops and seminars
• Facilitating business and
community partnerships to
reduce unemployment and
underemployment
• Exhibiting community leadership
and building community relations
• Creating networking forums for
businesses to share knowledge,
ideas and issues
• Improving environmental
efficiency within business and
educating business on sound
environmental practises
• Increasing the level of visitation
within the municipality
while ensuring the impacts
to the residential community
are minimised
• Strengthening business capacity
and resilience in major and
neighbourhood activity centres
in Port Phillip through building
networks and promoting
individual precincts
• Increasing investment
and retention of business in
the municipality
• Empowering different industries
critical to Port Phillip’s economic
success through clustering
• Strengthening the creative
industry within Port Phillip,
building on our competitive
advantages to attract, retain
and integrate businesses
within this sector.
PARTNERSHIPS WITH
GOVERNMENT AND NON-
GOVERNMENT AGENCIES
In addition to delivering on its own
initiatives, Council also aims to
partner with the State and Federal
Government to successfully deliver
programs, services and information
to local businesses.
The State and Federal Governments
have a range of initiatives that target
all industry types within Victoria.
The City of Port Phillip is focused
on selecting and communicating
the initiatives that best suit the
business, industry and community
needs of the municipality, and which
also contribute to the overarching
Council Plan.
Accordingly, local knowledge and
understanding of local business and
community needs allows Port Phillip
to achieve maximum value and
effectiveness for these initiatives.
The State and Federal Governments
do not have the networks or the capacity
to engage business at a local level as
effectively as the City of Port Phillip.
Therefore, it is considered part of the
City of Port Phillip’s responsibility
to ensure local businesses are
made aware of the State and
Federal Government’s offerings,
disseminating information in a
consistent, targeted and
efficient manner.
Council has the local knowledge,
the networks and understanding
to interpret State and Federal
Government initiatives most
appropriate to local businesses.
In terms of partnership opportunities,
Council is focused on a number of
initiatives that meet local business
needs and contribute to the goals and
priorities of the City of Port Phillip. For
example, Council has developed,
and is currently developing,
partnerships with a number of
agencies including Tourism Victoria,
the Department of Business and
Innovation, Sustainability Victoria
and AusIndustry.
These partnerships will contribute to
a number of economic development
strategies, such as delivering
business mentoring, increasing
visitation in the municipality and
improving energy efficiency among
local businesses.
Council also works with a number
of local, non-government agencies
and organisations in order to
achieve economic development
for Port Phillip. For example,
Council is working closely with
Destination Melbourne and the
VictorianEmployers'Chamberof
Commerce and Industry (VECCI),
focusing on a number of partnership
opportunities in the areas of tourism
marketing and development, and
sustainability, specifically targeting
small business.
Council also collaborates with other
local government associations
around Victoria, working together to
improve the team’s service delivery
and exploring ideas to better address
key areas of economic development.
Additionally, Council also works
closely with Business Associations
across the municipality’s major
activity and neighbourhood centres
to promote their precincts in Port
Phillip and beyond, and to address
issues impacting their ability to
grow and prosper.
PARTNERSHIP WITH BUSINESSES
Council works with businesses
themselves. While it is impossible
for Council to engage with all of Port
Phillip’s estimated 16,500 businesses
individually, it is able to gain valuable
information and knowledge by
consulting with a large number of
businesses within the municipality
in a range of different industries.
Therefore, Council has an accurate
assessment of local needs, and
understands the key factors that not
only contribute to economic growth,
but the collective issues that impede
economic growth. Subsequently,
Council can use this knowledge
to create a favourable framework
to do business in Port Phillip by
harnessing existing strengths, and
reducing or removing barriers that
suppress economic growth.
The City of Port Phillip operates
and/or is involved with a number of
organisations, events and attractions
across the municipality. This support
and collaboration contributes to the
ongoing success and vibrancy of
Port Phillip. Council has involvement
with the following:
MARKETS:
• South Melbourne Market
Council operates the South
MelbourneMarket,Melbourne's
oldest continuing market, which
has achieved remarkable status
within the community as a
leading market in Melbourne
• St Kilda Esplanade Market
established in 1970 as an arts
incubator and opportunity for the
sale of arts and crafts produced by
the local artists’ community.
ART GALLERIES:
• The Gallery
located at the St Kilda Town Hall,
The Gallery presents exhibitions
which encourage an appreciation
for arts and culture, and are of
particular relevance to the area
and its community
• The Linden Gallery
has been devoted exclusively to
the exhibition of art produced by
living artists for over 20 years
• Gasworks Arts Park
owned by the City of Port Phillip,
this precinct is leased by Gasworks
Arts Inc, a community based
non-profit organisation which
presents an annual program
of festivals, events, exhibitions
and performances.
The City of Port Phillip works closely with local businesses and business representative groups to research, develop and promote initiatives which assist local businesses.
N0 0.5 1
KILOMETERS
CITY OF PORT PHILLIP NEIGHBOURHOODS
ST KILDA
BALACLAVA
ELWOOD
PORT MELBOURNE
PORT OF MELBOURNE
SOUTH WHARF
SOUTH BANK
MELBOURNE CBD
CITY OF MELBOURNE
CITY OF STONNINGTON
ST KILDAROAD
CITY OF GLEN EIRA
CITY OF BAYSIDE
RIPPONLEA
WINDSOR
SOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
17ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 3
StrAtEGiC CoNtEXtSTRATEGIC LOCATION CONTEXT The City of Port Phillip is an inner
city Local Government Area (LGA)
within metropolitan Melbourne. It is
bordered by the City of Melbourne
to the North and West, the City of
Stonnington to the North East, the
cities of Bayside and Glen Eira to
the South East and Port Phillip Bay
to the South and South West.
The City contains the suburbs of
South Melbourne, St Kilda, St Kilda
West, Elwood, Albert Park, Middle
Park, Ripponlea and Balaclava
and parts of St Kilda East, Windsor,
St Kilda Road (Melbourne) and
Port Melbourne.
STRATEGIC STRENGTHSThe City of Port Phillip enjoys a
drawcard location for residents,
visitors and workers alike. Port
Phillip’s strategic position between
the Melbourne CBD, the bay and
the port has allowed it to prosper
economically and socially.
The area has convenient
transportation access for freight
and distribution as well as
excellent public transportation
links to the CBD and elsewhere by
train, tram and bus.
The City of Port Phillip has first class
tourism assets and infrastructure
and is home to some of Victoria’s best
known attractions including Luna
Park, the St Kilda Foreshore, Station
Pier and the popular beaches along
Port Phillip Bay.
Port Phillip is renowned for its
unique atmosphere and cultural
diversity which makes the area an
attractive destination for a wide
cross-section of residents, visitors
and businesses.
STRATEGIC WEAKNESSESThe City of Port Phillip’s image is
somewhat impacted by perceptions
that there are safety/security issues
in some areas which effect amenity
for residents, visitors and businesses.
There are similar concerns relating
to the impact of high rents on
maintaining the City’s unique
diversity and vibrancy.
For example, there is anecdotal
evidenceofa‘creativitydrain’
whereby artists and arts businesses
are relocating to the inner North
because they cannot afford
Port Phillip rents.
Stakeholder consultation also
revealed that some business people
felt that major and neighbourhood
activity centres within Port Phillip
were becoming increasingly
homogenised in their retail, food and
entertainment offer.
Additionally, despite the abundance
of local job opportunities, the vast
majority of residents work elsewhere
which leads to poor job containment.
Figure 2 City of Port Phillip
Source: City of Port Phillip & Land Victoria data
September 2011
19ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGIC OPPORTUNITIESThe strategic opportunities for
the City of Port Phillip build on
the comparative advantages of
the municipality. Specifically,
opportunities exist to:
• Strengthenrelationshipsbetween
the business community and
local residents
• Facilitateemployment
partnerships to address social
disadvantage and take the lead
in creating a conducive business
environment to attract green and
creative businesses
• Increasethedegreeof
connectedness between
business and council and
enhancing knowledge capital
through research
• Continuetodevelopstrong
business networks with
industry partners
• DevelopFishermansBendto
maximise the area’s business
development potential
• MaximisetheCity’slocation
on Port Phillip Bay for tourism
development, including
leveraging from cruise ships
and St Kilda as a key tourism
destination for local, domestic
and international visitors
• Harnessthecreativecommunities
of Port Phillip to grow and
develop new business in the arts,
production and media industries
• Strengthenthecity’sunique
activity centres to meet the needs
of local residents and visitors
• Furtherattractandretain
professional business services in
St Kilda Road and South Melbourne.
STRATEGIC THREATSExternal threats are where Council
has little to no control. For example,
fluctuations in the Australian
dollar affect a number of industries,
particularly tourism.
A higher Australian dollar results
in more outbound international
travel and decreases the level of
inbound travel. Additionally, Council
programs can hinge on the policies
of the State and Federal Government,
such as the introduction of the price
on carbon, State Government related
planning decisions and changes in
interest rates. While Council has little
to no control over these external
factors, the key concern for Council
will be knowledge sharing with
industry and educating businesses
on these factors and how they will
be affected, including strategies that
can mitigate their impact.
SECTION 3
21ECONOMIC DEVELOPMENT STRATEGY 2012-2016
StrAtEGiC poliCY CoNtEXt
A review of the existing policies
underpinning this Strategy revealed
a number of general policy
directions (as outlined below) that
relate to creating a sustainable
economic future for Port Phillip.
The City of Port Phillip Economic
Development Action Plan 2005-
2009 outlined a number of
strategic directions for economic
development in the municipality
including fine-tuning (not structural
change) of the local economy; a
greater Council role in economic
development leadership; marketing
and promotion of local businesses;
creation of vibrant, bustling
activity centres for neighbourhood
shopping; and development of a
business advisory board.
In addition, the City of Port Phillip
Tourism Strategy 2007-2010 sought
to manage visitation; encourage
visitor respectfulness; focus
on promoting existing tourism
strengths over building new product;
develop stronger networks with
industry partners; and provide
positive support to the local
tourism industry.
The strategy also encouraged active
participation by local residents in
what the community has to offer.
ECONOMIC DEVELOPMENT POLICY AND DIRECTION• The City of Port Phillip Council Plan
2009-2013 aimed to:
—> Facilitate economic
development which supports
a diverse and sustainable
community and underlines
the importance of seeking to
achieve social, environmental
and cultural sustainability aims,
not just economic growth at
whatever cost
—> Implement strategies to
encourage positive behaviour
from visitors
—> Promote the development of
safe and affordable cultural
events and the development
of integrated arts and learning
hubs whilst building a creative
community.
• The Fishermans Bend Planning
and Economic Development
Strategy 2010 provides a
number of initiatives that
identify directions for further
development into a high
technology industrial precinct.
This would deliver increased
opportunities for employment
and business development within
an environmental industry
business cluster, while redefining
the role of industrial land in South
Melbourne to accommodate a
shift in land use to better utilise
existing infrastructure
• ThePort Phillip Business
Confidence Survey 2011 identified
up-skilling in “advertising and
marketing” as the most popular
business development services
that Council can provide
for businesses, followed by
“networking” programs. These
findings are consistent with the
Port Phillip Business Confidence
Survey 2009 which found that
businesses regarded networking
and professional development
as key services that Council
can provide.
CENTRES OF INDUSTRIAL AND BUSINESS ACTIVITY Many of Port Phillip’s major activity
centres are viewed as rejuvenated
and powerful economic engines,
drawing in visitors and destination
shoppers from overseas, interstate
and country Victoria as well as
greater Melbourne. However, there
is a need to ensure that Port Phillip’s
activity centres serve the weekly
shopping and convenience needs of
the local population.
• The City of Port Phillip Activity
Centres Strategy 2006 provided
a holistic understanding of
the complex role and function
of activity centres. It further
provides an understanding of
the contribution activity centres
make to creating and supporting
sustainable communities
• The Municipal Strategic Statement
seeks to build on Port Phillip’s
competitive strengths to maximise
job opportunities in a changing
economy through:
—> Protecting the core industrial
hub of Fishermans Bend and its
association with the port
—> Maintaining the role of St Kilda
Road as the City’s premier
commercial strip
—> Facilitating the transition of key
business clusters to capitalise on
the proximity to the Melbourne
Central Business District, and
the emerging demand for
advanced business services and
knowledge based industries.
• The Fishermans Bend Planning
and Economic Development
Strategy 2010 laid out a number of
strategies for the Fishermans Bend
precinct including strengthening
existing business clusters, rolling
out skill building programs and
investigating the potential for
limited rezoning in the area to
attract different uses
• The South Melbourne Central
Structure Plan 2007 aimed to
establish South Melbourne Central
as the principal retail , business,
cultural and community centre
within the local area
• The South Melbourne Activity
Centre Business Plan 2007-12 vision
is to develop the South Melbourne
Business Precinct as the pre-
eminent shopping, business and
community centre in the City
of Port Phillip and as one of the
significant traditional activity
centres in Melbourne
• The Port Melbourne Activity Centre
Business Plan 2007-11 sought to
positiontheprecinctasthe‘heart’
of Port Melbourne, offering vibrant
street life, local convenience
shopping and a destination
for tourists
• The Fitzroy Street Strategic Business
Plan 2007-11 sought to create a
Fitzroy Street brand and diversify
the business mix to ensure the
future viability of the precinct
SECTION 4
23ECONOMIC DEVELOPMENT STRATEGY 2012-2016
• The St Kilda Village (Acland Street)
Business Plan 2009-10 aspired to a
vision of St Kilda Village becoming
Melbourne’s most famous and
loved seaside village, with a
special vibe and atmosphere that
is unique to St Kilda
• The Carlisle Street Activity Centre
Structure Plan 2009 sought to
enhance Carlisle Street’s retail
offer and facilitate the evolution of
a multi-functional activity centre
• The Creative Futures Strategy
2008 aimed to promote Port
Phillip as a home-base for cultural
organisations, maximising
the economic and cultural
contribution of the arts industry
to the municipality.
ENVIRONMENTAL SUSTAINABILITY POLICY AND DIRECTION• The City of Port Phillip Council Plan
2009-2013 focuses on the role
of environmental sustainability
as a driver for development in
the municipality
• The City of Port Phillip Budget 2011-12
announced significant funding
for climate change programs
including environmental retrofits
of commercial buildings
• The Fishermans Bend Planning and
Economic Development Strategy 2010
addresses the impact of industrial
development on climate change,
and is focused on establishing
FishermansBendasthe‘premier’
environmental industry business
cluster in Victoria
• The City of Port Phillip’s 2007
Toward Zero, Sustainable Environment
Strategy set community emissions
reduction targets to reduce the
community’s greenhouse gas
emissions by 50 per cent by 2020
—> The City of Port Phillip’s Draft
2011 Greenhouse Plan further
outlines how Council intends
to work with the community
to reduce its greenhouse gas
emissions
—> The City of Port Phillip’s
Water Plan sets targets for the
community to reduce mains
water consumption by
50 per cent by 2020 and
outlines Council’s role in
building community
capacity to achieve this
—> The City of Port Phillip’s
Sustainable Transport Strategy
has a vision for Port Phillip to
be a connected and liveable
city where residents, visitors
and workers can live and
travel car-free by improving
the convenience, safety,
accessibility and range of
sustainable travel choices
across our City
—> The City of Port Phillip’s Walk
and Bike Plans set out proposed
strategies and actions to
improve walking and bicycle
riding in the City of Port Phillip
from 2011-2020. These plans will
help Council, together with the
community, to take action on
climate change by encouraging
the use of sustainable transport
modes that minimise energy use
—> The City of Port Phillip’s
Climate Change Adaptation Plan
recognises the need for climate
change adaptation in the future
design and development of the
municipality. To this end, the
City will work with all sectors
of the community, regional,
state and federal stakeholders
to deliver good planning
policy and urban design, and
ensure that development of
infrastructure and public spaces
are climate-adept
—> The Waste Management and
Resource Recovery Plan 2009 -
2014 sets a target to achieve a
75 per cent reduction in per capita
community waste to landfill
by 2020, in collaboration with
regional, state and federal partners.
• TheCityofPortPhillip’sPublic
Transport Advocacy Statement
outlines what upgrades to our
public transport infrastructure
are required to make the City
more liveable and accessible,
and to reduce our reliance on
vehicle use
• The Port Phillip Business Confidence
Survey 2011 found that 73 per cent
of businesses agree that there is a
role for Council in assisting local
business understand and respond
to issues arising from climate
change. The most commonly
identified was the need for Council
to assist local businesses respond
to climate change including
“awareness, information and
education” and “advice for/
communication with business”
• The Municipal Strategic Statement
encourages the operation of
commercial and industrial
buildings to be environmentally
sustainable.
Review and analysis of government,
economic and environmental
policies have been central to
development of this strategy.
SECTION 4
25ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 5
ECoNoMiC CoNtEXtKEY FINDINGS• TheCityofPortPhillip’s
population is growing rapidly and
this is set to continue in the short to
medium term
• PortPhilliphasasignificant
proportion of working age
adults indicating a large resident
workforce. Evidence suggests that
people over 60 years of age are
moving to Port Phillip, while at the
other end of the scale, younger
people under 24 years of age are
moving out of the area, as outlined
in section 5
• PortPhillip,asawhole,isanarea
of significant social advantage.
However, there are localised
pockets of social disadvantage
within the municipality.
Opportunities exist to develop
partnerships between industry
and community organisations
with the purpose of identifying
employment, education and
training opportunities for the
socially disadvantaged and
under-employed
• Althoughtherearemore
jobs than working residents in
Port Phillip, 75 per cent of
working residents are employed
outside the municipality.
This diminishes local multiplier
effects and impacts on
environmental sustainability
• Professionalservicesand
property, manufacturing, trade
and industry, creativity and
knowledge, tourism and retail
trade account for over 80 per cent
of jobs in the municipality.
Opportunities exist to:
—> Leverage from Port Phillip’s
competitive advantage in
professional services and
property to develop the area’s
reputation as a hub for advanced
business services
—> Transition Fishermans Bend
towards the production and
distribution of higher valued
industrial products and services
—> Drive increased tourism yield
and dispersal, better leverage
from growth in the Australian
cruise sector and maximise
potential from events
—> Position Port Phillip as the
‘creativecity’anddevelop
key industry-attracting
clusters to promote economic
development within
the municipality
—> Brand and differentiate each
of the major retail precincts to
avoid homogenisation. There
is also the potential to build
on South Melbourne Central’s
existing core retail role and
transform it into a premier
retail destination for an
expanded catchment base.
• Emergingsectorswithinthe
municipality include green
businesses and home–based
businesses.
Opportunities exist to:
—> Develop an environmental
business cluster in
Fishermans Bend and
encourage existing businesses
to adopt environmentally
sustainable practices
—> Recognise and nurture the
home-based business sector
(acknowledging the important
role these businesses play) by
facilitating networking events and
providing a small business hub.
0%
2%
4%
6%
8%
10%
12%
14%
16%
75+70-7465-6960-6455-5950-5445-4940-4435-3930-3425-2920-2415-1910-145-90-4
Melbourne (SD)Port Phillip (C)
SECTION 5 27ECONOMIC DEVELOPMENT STRATEGY 2012-2016
POPULATION TRENDSTable 2 shows the City of Port Phillip’s
resident population for 2001 and
2006. The population rose from
80,552 in 2001 to 90,458 in 2006,
representing an average annual
growth rate of 2.45 per cent which
is 0.88 per cent higher than the
growth rate for Melbourne Statistical
Division during the same period. The
significant growth in the Port Phillip
West SLA reflects the recent trend
towards high density brownfield
and infill redevelopment in the
Port Melbourne vicinity.
The City of Port Phillip resident
population is forecast to grow by
31.1 per cent to 118,616 in 2026
(refer Table 3). This represents
an average annual growth rate
of 1.46 per cent, outstripping the
expected annual growth rate for
Melbourne Statistical Division. The
greater opportunities for residential
development intensification that
exist in Port Phillip West (especially
around Port Melbourne, Queens
Road and St Kilda Road) are likely to
continue to drive growth in the north-
western areas of the municipality.
The City’s resident population is forecast to grow by 31.1 per cent to 118,616 in 2026.
DEMOGRAPHIC PROFILEFigure 3 shows that in 2006,
39 per cent of Port Phillip residents
were aged between 25 and 39 years
compared to only 23 per cent in
Melbourne Statistical Division.
Port Phillip is also significantly
under-represented in the 5-19 years
category (8 per cent compared to
19 per cent for Melbourne).
This data suggests that the primary
demographic for Port Phillip is
young couples, young families and
single adults under 40. The large
number of working age adults is
indicative of a significant resident
workforce within Port Phillip.
Between 2001 and 2006, there
was a significant decrease in the
5-24 years age cohort and very
low growth in the 65+ group
which may indicate forced
emigration of young people
and older residents from
Port Phillip due in part to housing
stock suitability, affordability
and gentrification pressures.
The highest proportion of
Port Phillip residents are aged
between 25 and 39 years.
The primary demographic for Port Phillip is young couples, young families and single adults under 40.
ESTIMATED RESIDENT POPULATION 2001 2006
AVERAGE GROWTH
AVERAGE ANNUAL GROWTH
Port Phillip (C) 80,552 90,458 12.29% 2.45%
St Kilda (SLA) 48,545 52,770 8.7% 1.74%
Port Phillip West (SLA)
32,007 37,688 15.07% 3.01%
Melbourne (SD) 3,471,625 3,744,373 7.86% 1.57%
Table 2 Population Trends 2001-2006
Source: ABS Census 2001, 2006
ESTIMATED RESIDENT POPULATION 2006 2010 2015 2020 2026
AVERAGE ANNUAL GROWTH
Port Phillip (C) 90,458 96,135 102,984 109,981 118,616 1.46%
St Kilda (SLA) 52,770 55,790 59,097 62,707 67,633 1.25%
Port Phillip West (SLA)
37,688 40,345 43,887 47,274 50,983 1.55%
Melbourne (SD) 3,471,625 4,018,336 4,334,338 4,644,070 5,000,048 1.36%
Table 3 Population Forecasts 2006-2026
Source: VIF 2008
Figure 3 Port Phillip Age Profile 2006
Source: ABS Census 2006
SECTION 5 29ECONOMIC DEVELOPMENT STRATEGY 2012-2016
SOCIAL DISADVANTAGEAs Table 4 shows, Port Phillip is
an area of high socio-economic
advantage, ranking in the top
10 per cent of Local Government
Areas (LGAs) in Victoria and
significantly above the Melbourne
metropolitan average. However,
Port Phillip has several pockets
of significant disadvantage and
advantage which do not show
up in aggregate Socio-economic
Indexes for Areas (SEIFA) analysis.
In particular, some areas of St Kilda
rank as areas of moderate socio-
economic disadvantage.
COMMUTING PATTERNSTable 5 shows that 75 per cent
of residents work outside the
municipality and that more people
work in the City of Melbourne
(35 per cent) than in Port Phillip
(25 per cent). The data clearly
shows that the vast majority of Port
Phillip residents look outside the
area for work despite a high jobs-
to-worker ratio of 1.64 within the
municipality. This not only reduces
local multiplier effects but also has
implications for environmental
sustainability, especially given that
almost 25 per cent of residents travel
a distance greater than 10km to get
to work.
75percentofPortPhillip'sworking
residents are employed outside the
municipality.
ECONOMYREGIONAL ECONOMIC CONTExT
Although the City of Port Phillip
enjoys a strong economy of its own,
its unique geographic position
means that it is also significantly
influenced by its high profile
neighbours, namely, the Melbourne
CBD and the Port of Melbourne.
The Melbourne CBD is characterised
by a highly diversified economy
and plays a vital regional role in the
finance, IT, professional services and
tourism industries. Furthermore, the
city wields considerable influence on
the national economy as a whole and
is home to the headquarters of some
of Australia’s largest corporations
including Rio Tinto and BHP
(mining); NAB and ANZ (finance);
telecommunications (Telstra) and
automotive (Ford, Toyota, Holden).
Melbourne’s role as an important
national financial centre delivers
flow-on benefits to neighbouring
Port Phillip and has allowed for the
development of a financial precinct
along St Kilda Road.
According to the Port of Melbourne
Corporation’s own data collection
it is estimated that the Port
of Melbourne accounted for
approximately $80 billion of
movements in trade in the 2010-11
period, indicating the significant
economic impact the port has
on Victoria as a whole. At the
local level, the Port of Melbourne
exercises substantial influence
over Port Phillip through its
key port infrastructure and the
related industries that directly and
indirectly service the port. The Port
supports 248 jobs in Port Phillip,
largely through transport, logistics
and distribution companies.
The City of Port Phillip enjoys a strong economy, bolstered by those of neighbouring councils.
LOCAL GOVERNMENT AREA
2006 SEIFA SCORE
RANKING IN VICTORIA*
Port Phillip (C) 1065 73
Bayside (C) 1096 78
Glen Eira (C) 1071 75
Melbourne (C) 1049 68
Stonnington (C) 1088 77
Melbourne (SD) Average 1002 N/A
LOCAL GOVERNMENT AREA
TOTAL EMPLOYED
% EMPLOYED
MEAN TRAVEL DISTANCE*
Melbourne (C) 16,494 35% 6.3km
Port Phillip (C) 11,628 25% 0km
Stonnington (C) 2,551 5% 2.2km
Yarra (C) 2,301 5% 8.5km
Monash (C) 1,396 3% 22.3km
Boroondara (C) 1,255 3% 10.2km
Glen Eira (C) 1,254 3% 3.8km
Kingston (C) 1,041 2% 13.3km
Bayside (C) 905 2% 5.9km
Other/Not Stated 8,350 18%
Travel less than 10km 76%
Travel more than 10km 24%
Total 47,447 100%
1Economic Analysis of the Port of Melbourne (PriceWaterhouseCoopers, 2007)
•Rankingoutof80,80beingthehighest.
Table 4 SEIFA 2006 Analysis (Index of Relative Socio-Economic Advantage)
Source: ABS SEIFA, 2006
* Mean travel distance is calculated as the shortest distance given on Google Maps between the respective council offices for each LGA (for example St Kilda Town Hall to Prahran Town Hall gives a distance of 2.2km from Port Phillip to Stonnington).
Table 5 Employment by LGA Location 2006
Source: ABS Journey to Work, 2006; maps.google.com, 2010
SECTION 5 31ECONOMIC DEVELOPMENT STRATEGY 2012-2016
ECONOMIC SECTOR OVERVIEW
Table 6 provides an assessment of
the economic contribution from
each industry sector in the City
of Port Phillip showing the total
number and percentage of jobs in
2006, the total number of businesses
in 2009 and the industry growth
from 2001 to 2006 as represented by
change in industry employment.
MAJOR INDUSTRY CATEGORIES
Based on Table 6, it is possible
to identify four major industry
categories which, together, account
for over 75 per cent of employment
in the municipality.
Each of the four specific industry
categories is described below and
unique opportunities for growth and
development are also identified.
PROFESSIONAL SERVICES
& PROPERTY
Professional services and property
is the most dominant sector of the
Port Phillip economy, accounting
for 37 per cent of jobs and almost
50 per cent of registered businesses
in the municipality. Furthermore,
several professional and property
industries are identified as key
growth sectors both globally and
nationally, for example, accounting,
financial planning and land
development (IBIS World, 2009).
Locally, between 2001 and 2006, the
Professional Services and Property
industry grew 6.1 per cent from 2001
to 2006 with Finance and Insurance
Services expanding by almost
20 per cent.
Spatial analysis reveals that
professional service businesses are
concentrated in the St Kilda Road
and South Melbourne areas of the
city (refer Figure 4).
Opportunities exist for Port Phillip to
further leverage from its competitive
advantage in the professional
services and property markets
to continue to develop the City’s
reputation as a hub for advanced
business services.
At the same time, Council needs to
be aware of the ongoing trend of
converting commercial properties
into residential use (especially in
St Kilda Road) and understand
what influence this may have on
the Port Phillip economy.
INDUSTRY SECTOR
TOTAL JOBS (2006)
% OF JOBS (2006)
NUMBER OF BUSINESSES (2009)
INDUSTRY GROWTH 2001-2006
Accommodation and
Food Services
5,644 7.2% 948 0.6%
Administrative and
Support Services
4,285 5.5% 948 -2.8%
Agriculture, Forestry
and Fishing
142 0.2% 194 2.6%
Arts and Recreation
Services
2,742 3.5% 598 9.8%
Construction 4,007 5.1% 1359 24.9%
Education and
Training
2,559 3.3% 352 8.0%
Electricity, Gas, Water
and Waste Services
695 0.9% 36 26.9%
Financial and
Insurance Services
7,260 9.3% 3200 19.4%
Information
Media and
Telecommunications
3,701 4.7% 623 -12.4%
Health Care and Social
Assistance
4,304 5.5% 792 15.5%
Manufacturing 4,432 5.7% 569 -9.5%
Mining 155 0.2% 82 -3.1%
Other Services 3,295 4.2% 957 11.2%
Professional, Scientific
and Technical
Services
15,863 20.2% 3913 5.8%
Public Administration
and Safety
2,851 3.6% 88 30.9%
Rental, Hiring and
Real Estate Services
2,291 2.9% 2257 6.4%
Retail Trade 5,538 7.1% 1124 9.4%
Transport, Postal
and Warehousing
2,991 3.8% 352 4.9%
Wholesale Trade 4,106 5.2% 982 10.7%
TOTAL 78,414 100.0% 19,374 8.8%
INDUSTRY GROUPINGS
INDUSTRY SECTORS
% OF JOBS
Professional Services
and Property
Financial and Insurance Services, Information Media
and Telecommunications, Professional, Scientific and
Technical Services, Rental, Hiring and Real Estate Services
37.1%
Manufacturing,
Trade and Industry
Construction, Electricity, Gas, Water and Waste
Services, Manufacturing, Transport, Postal and
Warehousing, Wholesale Trade
20.7%
Tourism Accommodation and Food Services, Arts and
Recreation Services
10.7%
Retail Trade Retail Trade 7.1%
Other industries 24.4%
TOTAL 100%
Table 6 Industry Sector Performance
Source: ABS Census, 2006, ABR 2010
Table 7 Major Industry Categories
Figure 4Spatial Distribution of Professional Services and
Property Businesses in Port Phillip
SOUTH WHARF MELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
NUMBER OF PROFESSIONAL SERVICES & PROPERTY BUSINESSES BY SUBURB
2,930 to 2,950 (2) 400 to 700 (2) 1,750 to 2,930 (1) 60 to 400 (3) 700 to 1,750 (3)
SECTION 5 33ECONOMIC DEVELOPMENT STRATEGY 2012-2016
Professional services and property
is the largest sector of the economy,
accounting for 37 per cent of jobs
and almost 50 per cent of registered
businesses.
MANUFACTURING, TRADE
AND INDUSTRY
Manufacturing, trade and industry
account for 21 per cent of all jobs in
the municipality. From 2001 to 2006,
Port Phillip saw significant growth
in the construction (24.9 per cent)
and wholesale trade (10.7 per cent)
industries while there was a decline
in manufacturing (-9.5 per cent), a
pattern which mirrors the national
trend of a restructuring of the
economy away from manufacturing
towards service-oriented industries.
Manufacturing, trade and industry
activity is clustered in the northern
parts of the municipality around
Port Melbourne, South Melbourne
and Melbourne (St Kilda Road).
Of particular importance is the
Fishermans Bend area which is
recognised as one of the most
significant industrial precincts
in the Melbourne metropolitan
region. Employment in Fishermans
Bend has contracted over the last
two decades with wholesale trade
picking up new jobs at the expense
of manufacturing, transport and
storage. As such, the City of Port
Phillip is taking action to protect
the area’s core function as a high
amenity industrial hub.
Figure 5Map of Manufacturing, Trade and Industry
Businesses in Port Phillip
NUMBER OF MANUFACTURING, TRADE & INDUSTRY BUSINESSES BY SUBURB
514 to 524 (2) 53 to 93 (2) 255 to 514 (2) 14 to 53 (3) 93 to 255 (2)
SOUTH WHARFMELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
SECTION 5 35ECONOMIC DEVELOPMENT STRATEGY 2012-2016
Port Phillip is home to numerous first class tourist attractions. During 2009, the City had some 1.4 million overnight visitors, 75 per cent of them in commercial accommodation.
RETAIL TRADE
Retail trade is a significant industry
in Port Phillip, accounting for
7 per cent of jobs and representing a
reputationasaretail‘hub’.
The municipality has five major
activity centres of regional
importance: Acland Street – St
Kilda Village; Fitzroy Street and
environs, St Kilda; Carlisle Street,
Balaclava; South Melbourne Central;
and Bay Street and surrounds,
Port Melbourne. There are also six
neighbourhood activity centres:
Victoria Avenue, Bridport Street
and Dundas Place – Albert Park;
Armstrong Street – Middle Park;
Elwood Village – Ormond Road
and Glenhuntly Road; Tennyson
Street – Elwood; Glen Eira Road
– Ripponlea; and Centre Avenue-
Garden City (refer Figure 6) . Retail
is well dispersed throughout the
city although there is a significant
concentration in the South Melbourne
area influenced by the presence of
the South Melbourne Market.
The retail precincts serve both the
needs of residents and visitors,
providing daily and weekly
convenience goods and services
as well as promoting a broad retail
offer that is attractive to tourists.
Opportunities exist to apply unique
branding to clearly differentiate
each of the major retail precincts
to avoid homogenisation and
maximise local multiplier effects
by encouraging more residents to
shop locally.
Figure 6Map of Activity Centres in Port Phillip
Source: Adaptation from City of Port Phillip & Land Victoria data September 2011
Opportunities exist to expand the
role of Fishermans Bend to provide
a high amenity, well-serviced
environment for manufacturing,
trade and industrial businesses and
to potentially develop new industry
clusters to augment the existing
economic landscape.
Construction and Wholesale Trade industries are growing.
TOURISM
Port Phillip is host to numerous
natural and man-made tourist
attractions of state-wide and
national significance including
St Kilda Beach and foreshore,
Luna Park and Station Pier.
The City also enjoys a reputation
as a thriving arts and entertainment
hub boasting theatres, galleries,
cinemas and several arts-based
events and festivals. A significant
number of visitors are attracted
to the range of attractions and
activities on offer, the diversity
and atmosphere of the area and
the quality of the experience.
Research and consultation
have highlighted the need for
improvements in visitor experience
and increased dispersal throughout
the municipality to relieve pressure
on the St Kilda region. Port Phillip is
part of the Inner Melbourne region,
the second largest tourism market
in Australia. The City attracted an
estimated 1.4 million overnight
visitors in the calendar year 2009.
Visitors staying in commercial
accommodation accounted for over
1 million of total overnight visitors,
whilst visitors staying with friends
and relatives accounted for an
additional 341,000 visitors.
The typical visitor to the City of
Port Phillip is somebody who lives
within the Melbourne metropolitan
area. They are aged between 25-34
years old and visit alone or with
their partner. Opportunities exist in
Port Phillip to drive increased yield
and dispersal, better leverage from
the growth in the Australian cruise
sector and investigate the potential
for new community-oriented events.
Table 8Overnight Visitors to City of Port Phillip
Source: PAVE model, Urban Enterprise
CLASSIFICATION VISITOR NIGHTS VISITORSNumber of Visitors
Staying in Commercial
Accommodation
2,009,011 1,057,374
Number of Visitors Staying
with Friends and Relatives
647,765 340,929
TOTAL 2,656,776 1,398,303
ST KILDA ROAD
ST KILDA
BALACLAVA
RIPPONLEAELWOOD
PORT MELBOURNE
SOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
SOUTH WHARFMELBOURNE
SOUTH YARRA
WINDSOR
ELSTERNWICK
CENTREAVENUE
SOUTH MELBOURNE CENTRAL
CARLISLE STREET
GLEN EIRAROAD
TENNYSONSTREET
ELWOODVILLAGE
ST KILDAVILLAGE
FITZROY STREET& ENVIRONS
BAY STREET& SUROUNDS ALBERT PARK
VILLAGE
ARMSTRONGSTREET
Major Activity Centres Neighbourhood Activity Centres
SECTION 5 37ECONOMIC DEVELOPMENT STRATEGY 2012-2016
At the same time, Council needs
to ensure that local business
associations are empowered to
deliver positive outcomes, and is
proactive in its efforts to build
the capacity and resilience of
these associations.
The major and neighbourhood retail–based activity centres are vital to the City’s profile and economy.CREATIVE INDUSTRIES
Since the 2002 publication of
Richard Florida’s seminal book
‘TheRiseoftheCreativeClass’,many
urban governments have sought
waystoattracttheso-called‘creative
class’ in the belief that the presence
of people with creative jobs and
talents helps to build a strong local
community, contributes to an overall
sense of identity and enhances the
city’s economic competitiveness.
The City of Port Phillip can justifiably
belabelledas‘Victoria’screative
city’ given that it has the highest
proportion of creative workers
(15 per cent of total employees)
of any municipality in the state
(refer Figure 7). These workers
are employed across a wide span
of creative industries including
computer systems design;
advertising and communications;
architecture; motion picture
production; audio/video production
and the performing arts.
There are two dominant locations
for creative industries in Port Phillip:
South Melbourne and St Kilda
(refer Figure 8). South Melbourne
is characterised by Advertising
and Marketing, Film, TV and
Radio, Music and Sound Recording
and Architectural services while
the St Kilda cluster is centred on
Performing Arts, Entertainers and
Photography (refer Figure 9).
Opportunities exist for Port Phillip
tocementits‘creativecity’status
and further develop key industry-
attracting clusters to promote
economic development within
the municipality. In particular,
Port Phillip can leverage from
projected global and/or national
growth in industries such as online
information services, social media
and video games.
CARDINIA
MORELANDBRIMBANK
WYNDHAM
MELTON
HUME
WHITTLESEA
NILLUMBIK
BANYULE
BAYSIDE
BOROONDARA
CASEY
FRANKSTON
GLEN EIRA
GREATER DANDENONG
HOBSONS BAY
KNOX
MANNINGHAMMARIBYRNONG
MAROONDAHMELBOURNE
MONASH
PORT PHILLIP
Figure 7Concentration of Creative Workers by Municipality
Source: ABS Census 2006 Note: the orange scale (dark to light) shows areas with the highest
concentration of creative workers
Figure 8Spatial Distribution of Creative Industries, Arts and Recreation Businesses in Port Phillip
Figure 9Clustering of Performing Arts Businesses in Port Phillip
Source: Australian Business Register 2010
NUMBER OF CREATIVE ARTS & RECREATION BUSINESSES BY SUBURB
266 to 312 (2) 42 to 96 (2) 165 to 266 (2) 9 to 42 (2) 96 to 165 (2)
SOUTH WHARFMELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
SOUTH WHARF MELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
SOUTH WHARFMELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
SOUTH WHARF MELBOURNE
SOUTH YARRA
ST KILDA
BALACLAVA
ELWOOD
WINDSOR
PORT MELBOURNESOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST
MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK
PERFORMING ARTS OPERATION BUSINESSES BY SUBURB
31 to 34 (1) 5 to 10 (3) 11 to 30 (3) 0 to 5 (3)
Table 9Percentage of Home Workers, 2006
Source: ABS Census 2006
LOCAL GOVERNMENT AREA
% OF RESIDENTS WORKING AT HOME (2006)
Port Phillip (C) 4.5%
Bayside (C) 6.4%
Glen Eira (C) 4.4%
Melbourne (C) 3.9%
Stonnington (C) 5.3%
Yarra (C) 4.4%
Melbourne (SD) 3.7%
SECTION 5 39ECONOMIC DEVELOPMENT STRATEGY 2012-2016
The City has a higher proportion of ‘creative workers’ than any municipality in Victoria.
EMERGING INDUSTRY SECTORS
Two types of enterprise are growing and have significant potential for further growth: green businesses and home-based businesses. The City is well positioned to capitalise.
GREEN BUSINESSES
Green businesses are defined as
companies that operate in the
manufacturing, research and
development, administrative
and related service industries
that contribute substantially
to preserving or restoring
environmental quality.
The green business sector is
anticipated to be a growth industry
over the coming decades with
environmental consulting identified
as a key global growth sector
(IBIS World, 2009). Port Phillip is
well positioned to capitalise on this
potential. The municipality boasts
a high amenity, well- serviced
business and industry environment
in Fishermans Bend which could be
suitable to develop environmental
technology, renewable energy and
related industries. In addition,
there are opportunities for Council
to encourage existing businesses
to adopt environmentally
sustainable practices.
41ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
StrAtEGY ACtioN plAN
Based on the Strategic Context,
Strategic Policy Context and
Economic Context, and informed
by in-depth consultation with
stakeholders, Council has defined
six strategic directions to steer
economic development within the
City of Port Phillip over the next
five years. The strategic directions
are the bridge between vision
and strategy. They relate to where
Council needs to go and what it
needs to achieve in order to realise
its vision.
The six strategic directions are
intended to be pragmatic in that
they can be addressed by specific
strategies and actions as outlined in
the Strategy Action Plan.
1. An integrated and inclusive local community
2. Sound environmental leadership
3. A first class tourism destination which balances visitation and amenity
4. Flourishing activity centres
5. Strong economic clusters
6. The Creative City
Six strategic directions will
steer economic development in
Port Phillip. They are:
The Strategy Action Plan
includes a number of actions
intended to achieve the desired
strategic directions.
The core business activities (labelled
as ongoing) and projects funded in
the 2011/12 period are also captured
in the tables on the following pages,
supported by proposed initiatives
for the 2013 to 2016 period, subject
to future funding submissions
and ongoing assessment of the
business/economic environment.
43ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
Section 5 identifies that there are
pockets of social disadvantage
within the municipality. Economic
development can help to address
this issue by fostering greater social
inclusion through increasing the
employability (skills, training,
volunteering, and job opportunities)
of local socially disadvantaged
residents.
The retail and tourism sectors in
Port Phillip (refer section 5) presents
an excellent opportunity to develop
partnership programs that can
train and up-skill unemployed
and/or underemployed residents,
while providing an expanded local
worker pool for local businesses and
increasing job containment within
the municipality.
COUNCIL PLAN ALIGNMENT
Strategic Direction 1 correlates with
the following Council Plan Direction
and Strategies:
DIRECTION 1:
ENGAGING AND GOVERNING
THE CITY
1.1.2 Strengthen relationships
with those who impact the
Port Phillip community.
1.1.3 Continue to develop and
encourage community
leadership.
1.2.6 Provide seamless and
consistent information to
the community.
1.3.2 Review services to ensure
they meet community needs.
DIRECTION 3:
STRENGTHENING OUR DIVERSE
AND INCLUSIVE COMMUNITY
3.1.3 Build on local strengths to
develop active, connected
communities.
3.1.7 Provide opportunities for
positive youth activity and
engagement.
3.1.8 Continue to strengthen our
relationship with Aboriginal
and Torres Strait Islanders
and actively support
reconciliation.
DIRECTION 4:
ENHANCING LIVEABILITY
4.2.4 Facilitate economic
development that strengthens
and supports a diverse and
sustainable community.
The Port Phillip community will be one where business people, the not-for-profit sector, residents and visitors value and benefit from each others’ strengths to contribute to a greater sense of vitality, vibrancy, sustainability and liveability in the area.
Opportunities to meaningfully
participate in community life by
way of employment, recreation and
social and civic activities are open to
all community members.
RATIONALE
As noted in section 3, there is
opportunity to foster engagement
in Port Phillip between the local
business community, residents
and Council. In particular, the City
of Port Phillip aims to highlight the
contribution and value that the
business community brings to
the municipality.
Strengthening these connections
can help to build a more integrated
community. This can be achieved
through improved information
sharing, celebrating the contribution
of local businesses and business
people, as well as improved
communication and facilitation of
networking and similar events to
bring stakeholders together.
At the same time, Council should
work with the business sector
to deliver benefits to the wider
community through corporate
social responsibility initiatives.
Port Phillip has a significant
proportion of working age adults
and a fast growing population
(refer section 5).
Increasing the number of residents
working locally can contribute
to a stronger, more integrated
community as well as helping to
achieve sustainability objectives
relating to reduced car use for
commuting (as per section 5,
75 per cent of Port Phillip working
residents are employed outside
the municipality).
Council also recognises that the
home-based and small business
sectors make a vital contribution
to theCity of Port Phillip economy
(refer section 5) and that better
integrating these businesses into
the community and wider economy
should be encouraged.
STRATEGIC DIRECTION 1: AN INTEGRATED AND INCLUSIVE LOCAL COMMUNITY
45ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
STRATEGY 3: CONNECT THE BUSINESS COMMUNITY WITH THE CITY OF PORT PHILLIPACTION OUTCOMES PARTNER TIMELINE1.3.1 Develop business newsletters,
distributed to local businesses,
electronically and via direct mail.
—> Highlights business excellence within the City of Port Phillip
—> Promotes the Council’s programs, events and campaigns
to the business community
—> Increases the level of engagement and networking
between the business community, not-for-profit sector,
residents and Council.
Local Business Ongoing
1.3.2 Build and design a new City of
Port Phillip business website
and upgrade online marketing
communications tools.
—> Provides opportunity for greater engagement with the
business community
—> Assists business to better navigate Council’s services
and processes.
Information
Systems
Department,
Comms and
Engagement
Unit, Local
Business
End 2011
1.3.3 Maintain the new City of Port
Phillip business website,
communicate electronically to
website subscribers and distribute
quarterly business newsletters
per year.
—> Provides essential information to businesses in Port
Phillip, such as up-to-date information on legislative
changes, grants and funding opportunities,
achievements and events
—> Provides an inexpensive and effective means for
communication.
City of
Port Phillip
Business
Website
Subscribers
Ongoing
1.3.4 Facilitate online networks to
connect local businesses with
each other and with the City of
Port Phillip through the Business
Website, including videos, blogs
and forums.
—> Creates a networked business sector to foster
information sharing, advice, ideas and resources
—> Increases capacity and resilience of business
—> Strengthens the local economy through maximising the
“local multiplier effect”.
Information
Systems
Department
Ongoing
1.3.5 Develop a customer management
and communications system
within the Business Website to
track business stakeholders,
event attendance and workshop
participation.
—> Increases Council’s knowledge of local business issues
and needs
—> Enhances the ability for Council to work more closely
with the Port Phillip business community.
Information
Systems
Department
Mid 2012
1.3.6 Establish an Economic Development
Advisory Panel, with an ability to
establish sub-committees to assist
in the delivery of programs such as
the Business Excellence Awards.
—> Advises and increases the knowledge of Council in
relation to economic and business issues
—> Creates new perspectives and ideas from the Port
Phillip business community to guide Council in the
implementation of the Economic Development Strategy
—> Improves communication between Council and the local
business community.
Local Business,
business
associations
End 2012
STRATEGY 1: CONTINUE TO FACILITATE CAPACITY BUILDING FOR LOCAL BUSINESSESACTION OUTCOMES PARTNER TIMELINE1.1.1 Develop and administer the
biennial Business Excellence
Awards through promotion,
nomination process and ongoing
enhancement of the program.
—> Rewards and recognises the success and achievements of
business in the Port Phillip community
—> Encourages business development and innovation
towards whole of community benefit
—> Shapes and influences the direction of business in Port Phillip
—> Attracts strong partnerships with external stakeholders.
Local Business Ongoing
1.1.2 Host a range of networking
events, business development
workshops and business
mentoring programs.
—> Assists business people to improve their skills and
strengthen their networks
—> Increases capacity and resilience of business.
Small Business
Victoria, Local
Business
Ongoing
1.1.3 Collaborate with the City of Obu
in Japan, Port Phillip’s Sister City,
to exchange skills and products of
various industries by:
•Supportingmutualvisitsby
industrial bodies between
Port Phillip and Obu
•Conductingproductexhibitions.
—> Enables an inclusive, welcoming community that values
and celebrates diversity
—> Promotes the development of commerce, trade and
tourism between City of Port Phillip and City of Obu
—> Encourages meaningful links and friendships between
the residents of Port Phillip and Obu.
City of Obu,
Comms and
Engagement
Unit
Ongoing
1.1.4 Develop exchanges of skills and
products of various industries
to promote the development of
commerce, trade and tourism,
under Port Phillip’s Friendship
Agreement with Hindmarsh Shire.
—> Facilitates the development of friendship and achieves a
connection and understanding between the respective
inner urban and rural communities
—> Promotes and exhibits tourist sites and products.
Hindmarsh
Shire Council,
Comms and
Engagement
Unit
Ongoing
STRATEGY 2: PROMOTE THE BENEFITS OF ECONOMIC DEVELOPMENT AND A STRONG BUSINESS SECTOR TO THE LOCAL PORT PHILLIP COMMUNITY
ACTION OUTCOMES PARTNER TIMELINE1.2.1 Develop an iPhone App to
provide a social media platform for
Port Phillip and its businesses, in
particular, retail precincts.
—> Provides an opportunity for businesses to connect with
residents of the local communities which make up their
primary consumer base
—> Inspires residents to shop locally, attracts new visitors
to Port Phillip and provides a one-stop shop virtual guide
for the community
—> Allows businesses listed on the App to add social
media-styled news stories to their profile.
Comms and
Engagement
Unit
End 2011
1.2.2 Promote‘localheroes’:businesses
and business people who have
served the community well and
contributed to its diversity and
vibrancy by producing a suite of
vignettes to tell their stories.
—> A suite of videos available on the City of Port Phillip
Business Website that rewards and recognises the
success and achievements of individuals and businesses
in the Port Phillip community.
Local Business End 2011
1.2.3 Undertake economic research to
producean‘economicprofile’for
the City of Port Phillip available to
the community via the internet.
—> Provides an easy accessible source of economic data for
Port Phillip businesses and potential investors on the
economic position of the municipality, and opportunities
for future growth
—> Tracks the growth of Port Phillip in terms of industry
development and employment trends.
Local business,
State & Federal
agencies
End 2011
47ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGY 6: PROMOTE AND FACILITATE A GREATER PERCENTAGE OF JOB CONTAINMENT IN THE MUNICIPALITY
ACTION OUTCOMES PARTNER TIMELINE1.6.1 Organise and run a series of
job matching events by industry
sectors to bring together local
businesses looking for staff
and local residents interested in
career opportunities.
—> Provides a forum which connects business and the
community by matching jobs with residents, thereby
increasing the proportion of residents working locally.
Local Business Mid 2013
1.6.2 Undertake research to investigate
opportunities for greater job
containment within the City.
The research should include:
•Assessmentoflabourand
skills shortages
•Reviewofsuccessfuljobmatching
schemes from other LGAs
•UtilisationoftheInnerMelbourne
ActionPlan‘WorkIntegrated
Learning’ program.
—> Identifies opportunities for job containment within
the municipality
—> Allows businesses and Council to target specific skills
and industries to better match individuals with jobs
—> Capitalises on the opportunity to place students
within various Council Departments.
—> Enables local access to learning opportunities
for professional and personal development.
Inner
Melbourne
Action Plan,
Other LGAs,
Local Business
Mid 2013
1.6.3 Investigate and actively pursue
opportunities to attract new
business and industry to the
City of PortPhillip
—> Ensures the City of Port Phillip openly supports
new business intenders and enquiries.—> The City of Port Phillip is willing to work with all
stakeholders to attract and establish new business
and industry opportunities.
Business
Associations,
Local Industry
Groups, State
& Federal
agencies
Ongoing
STRATEGY 4: MAXIMISE OPPORTUNITIES FOR CORPORATE SOCIAL RESPONSIBILITY WITHIN LOCAL BUSINESSES
ACTION OUTCOMES PARTNER TIMELINE1.4.1 Work in partnership with Community
Development to encourage local
businesses to invest and support local
charities and community-based,
not-for-profit organisations.
—> Supports the needs of community through business
sponsorship and partnership with community-based,
not-for-profit organisations.
Community
Development
Department,
Local Business,
Not-for-profit
sector
Ongoing
1.4.2 Develop partnerships between
industry and community organisations
in the arts, recreation, retail trade
and accommodation and food sector
with the purpose of identifying jobs
and training opportunities for the
socially disadvantaged.
—> Improves the employment prospects for the socially
disadvantaged within the City of Port Phillip
—> Reduces unemployment levels within the municipality
and improves quality of life for residents
—> Raises awareness amongst a broad audience about
issues contributing to disadvantage.
Local Business,
local industry
groups,
community
organisations,
St Kilda
Inclusion
Project
End 2012
STRATEGY 5: INCREASE THE EMPLOYABILITY OF DISADVANTAGED, UNEMPLOYED AND UNDEREMPLOYED RESIDENTS
ACTION OUTCOMES PARTNER TIMELINE1.5.1 Partner with Community
Development to build capacity
of the local Aboriginal and Torres
Strait Islander Community’s
employment and business
development potential by:
•SponsoringtheYulkuumJerrang
Economic Development Conference
•Assistingintheimplementation
of the Aboriginal Employment
Strategy.
—> Continues to strengthen our relationship with
Aboriginal and Torres Strait Islanders and actively
support reconciliation
—> Builds on local strengths to develop active,
connected communities.
Community
Development
Department,
Koori Business
Network
End 2011
1.5.2 Reinvigorate Council
partnerships with education
and training providers and
institutions and networks
including the Local Learning and
Employment Network (LLEN)
and youth and community
organisations to increase skills
coaching, work experience
and education and training
opportunities for the
unemployed, underemployed
and disadvantaged, enhance
career development and
encourage life-long learning.
—> Provides opportunities for positive youth activity
and engagement.
—> Provides those who are underemployed and those
disengaged from the workforce with opportunities
to improve their skills and experience, thereby
increasing job prospects and improving quality of life.
—> Connects community groups and disadvantaged,
providing support and a sense of belonging.
Local
Learning and
Employment
Networks,
Youth and
Community
organisations,
Family, Youth
and Children
Department
End 2012
SECTION 6
49ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGY 7: PROMOTE ENVIRONMENTALLY FRIENDLY BUSINESS PRACTICESACTION OUTCOMES PARTNER TIMELINE
2.7.1 Collaborate with (or promote)
Council, State & Federal
Government climate change
programs to local businesses in Port
Phillip.
—> Assists local businesses in becoming more
environmentally sustainable
—> Increases in the number of local businesses using
Council climate change programs.
State & Federal
Government
Agencies,
Sustainability
Department,
Local Business
Ongoing
2.7.2 Evaluate the effectiveness of the
pilot Green Business Program.
Apply key learnings to develop a
staged implementation plan that
progressively rolls out the program
to various activity centres across
the municipality over the next
three years.
—> Provides local business owners with a tailored range
of options to improve the efficiency and reduce the
environmental impact of their business.
Sustainability
Department,
Local Business
Mid 2012
2.7.3 Participate in the CitySwitch
program by employing a dedicated
CitySwitch Officer to recruit
signatories to the program.
—> Provides local business owners with a tailored range
of options to improve the efficiency and reduce the
environmental impact of their business.
Sustainability
Victoria, City of
Melbourne, City
of Yarra, Local
Business
Mid 2012
2.7.4 Promote the use of Ecologically
Sustainable Development (ESD)
initiatives such as solar panels,
‘greenroofs’,windgeneration
and water collection on all new or
retrofitted commercial buildings.
—> Manages the impact of climate change on the City’s
assets and infrastructure.
Strategic
Planning Unit,
Sustainability
Department,
Local Business
Mid 2013
Environmental sustainability will be at the forefront of the Port Phillip economy both in relation to existing business
practices and development of green
business clusters.
RATIONALE
Economic development helps to
drive environmentally sustainable
business practices. As per section 4,
there are a range of strategies and
plans that Council has adopted that
are targeted to the business sector in
relation to improving the knowledge
and application of environmentally
sustainable practices. Council
should promote these strategies and
investigate new opportunities and
initiatives to bolster Port Phillip’s
green credentials.
Section 5 identifies an emerging
opportunity in green businesses.
There is an excellent opportunity
for the City of Port Phillip to
leverage from projected national
growth in the green sector to
attract environmental businesses
to establish or relocate in the
municipality. In particular,
Fishermans Bend should be
investigated to examine its
potential as a high-amenity
green business precinct.
In terms of the total annual
greenhouse gas emissions for
the Port Phillip Community, the
commercial sector accounts for
52.3 per cent of total emissions.
The residential sector and industrial
sector account for 35.5 per cent and
12.2 per cent respectively.
These numbers reflect Port Phillip’s
economic makeup in terms of
Port Phillip businesses operating
primarily in the commercial space.
Action taken at a commercial level
is the most effective path for Port
Phillip to reduce carbon emissions
for the community. Most energy
efficiency actions will pay for
themselves within a short time
(in some cases, instantly) and are
often a solution with little to no
cost to implement.
COUNCIL PLAN ALIGNMENT
Strategic Direction 2 correlates with
the following Council Plan Strategies:
DIRECTION 2:
TAKING ACTION
ON CLIMATE CHANGE
2.1.3 Facilitate community action
in reducing potable water and
non-renewable energy use.
2.3.1 Improve community
understanding and build
resilience in responding to the
impacts of climate change.
2.3.2 Investigate and manage
the impact of climate
change on the City’s assets
and infrastructure.
DIRECTION 4:
ENHANCING LIVEABILITY
4.2.4 Facilitate economic
development that strengthens
and supports a diverse and
sustainable community.
4.3.3 Promote increased
community action in
caring for our environment.
SECTION 6
Photo: John Gollings
STRATEGIC DIRECTION 2: SOUND ENVIRONMENTAL LEADERSHIP
51ECONOMIC DEVELOPMENT STRATEGY 2012-2016
Port Phillip will encourage sustainable tourism experiences and respectful visitation which does not compromise local amenity or the natural environment.
RATIONALE
Port Phillip boasts excellent tourism
infrastructure, a drawcard location,
an iconic atmosphere and a wide
range of natural and man-made
assets. The municipality currently
enjoys very high levels of visitation
and, not surprisingly, tourism
is a pillar of the local economy
(refer section 5).
Research and consultation indicates
that Council’s priorities for tourism
development should be focused
on the overall visitor experience,
increasing visitor dispersal
throughout the municipality to
relieve the burden on tourism
‘hotspots’suchasStKildaforeshore,
leveraging off the growing cruise
sector and encouraging higher
yielding product development.
Achieving these outcomes can
be facilitated through strategic
partnerships with local tourism
associations (for example, the
St Kilda Tourism Association and
regional and state organisations
including the Inner Melbourne
Action Plan, Tourism Victoria and
Tourism Alliance Victoria).
COUNCIL PLAN ALIGNMENT
Strategic Direction 3 correlates with
the following Council Plan Strategies:
DIRECTION 1:
ENGAGING AND GOVERNING
THE CITY
1.1.3 Continue to develop
and encourage
community leadership.
DIRECTION 2:
TAKING ACTION ON
CLIMATE CHANGE
2.2.1 Promote transport modes that
minimise energy use.
2.4.1 Maximise partnerships and
resource sharing in mitigating
the impacts of climate
change on the community.
DIRECTION 3:
STRENGTHENING OUR DIVERSE
AND INCLUSIVE COMMUNITY
3.1.3 Build on local strengths
to develop active,
connected communities.
DIRECTION 4:
ENHANCING LIVEABILITY
4.1.4 Improve the interface
between residential and
visitor impact.
4.2.4 Facilitate economic
development that strengthens
and supports a diverse and
sustainable community.
STRATEGY 8: PROVIDE A BUSINESS ENVIRONMENT IN PORT PHILLIP THAT IS ATTRACTIVE TO GREEN BUSINESSES
ACTION OUTCOMES PARTNER TIMELINE2.8.1 Undertake research to inform
Council on green business
opportunities and investment
attraction. Research includes:
•Auditingexistinggreenbusinesses
•Surveyingexistinggreen
businesses to understand what
attracted them to Port Phillip and
what creates a good environment
for the green sector
•Nationalandinternational
research on green jobs
•EngagementwithState&
Federal government agencies
to understand emerging green
business trends and opportunities.
—> Provides an understanding of green business potential
within Port Phillip
—> Identifies the strengths and opportunities within the
green sector, and the key factors that can attract and
retain businesses within the municipality
—> Creates opportunity for Council to partner with State &
Federal government agencies, aligning the Council’s
goals and strategies for green businesses accordingly.
Local business,
Sustainability
Department,
State & Federal
agencies
Mid 2013
2.8.2 Prepare a business plan for the
growth of the environmental
industry, including businesses
to be targeted, employment
and training opportunities, and
sources of support funding.
This could focus on the
Fishermans Bend precinct.
—> Continues the growth of the environmental business
sector in Port Phillip, supporting development in the
Fishermans Bend precinct through targeted investment
and employment
—> Provides key strategies and actions to foster economic
growth and support jobs in the municipality
—> Advocates for the future use of Fishermans Bend.
Local business,
State & Federal
agencies
Mid 2013
SECTION 6
STRATEGIC DIRECTION 3: A FIRST CLASS TOURISM DESTINATION WHICH BALANCES VISITATION AND AMENITY
53ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGY 9: MAXIMISE TOURISM YIELD FROM EXISTING ASSETS AND INCREASE VISITATION DISPERSAL THROUGHOUT THE MUNICIPALITY (CONTINUED)
ACTION OUTCOMES PARTNER TIMELINE3.9.6 Work in partnership with the
newly-formed St Kilda Tourism
Association to build its capacity
and assist the achievement of its
strategic objectives.
—> Generates high yield visitation, including visiting friends
and family
—> Empowers community group and helps build capacity
of the St Kilda Tourism Association to deliver positive
visitation outcomes
—> Assists with the dispersal of visitors and through
increased awareness and direction to key attractions
—> Enhances visitor experience by linking with regional
initiatives (e.g. Visit Victoria)
—> Promotes active local participation and a strong sense
of community pride.
Tourism
Victoria,
Destination
Melbourne,
St Kilda
Tourism
Association,
St Kilda Village
Business
Association,
Fitzroy St
Business
Association
June 2012
3.9.7 Conduct research to understand
visitor and resident perceptions
of local tourism products, review
current industry trends and assess
potential new tourism markets
(e.g. Asia) to inform future tourism
strategic directions for tourism.
—> Assists Port Phillip Council in understanding visitor
trends, perceptions and preferences
—> Creates opportunity to explore new tourism markets
and open new visitor channels, either as an individual
Council or with Council’s Tourism Partners.
Tourism
Victoria
Destination
Melbourne, St
Kilda Tourism
Association,
Industry
partners
End 2012
3.9.8 Undertake an audit of existing
tourism product and identify
where product is under-utilised
and/or has capacity for increased
visitation and dispersal.
—> Improves the allocation of visitor resources within
the municipality
—> Assists in the identification of gaps in existing
tourism products.
St Kilda
Tourism
Association,
Destination
Melbourne
End 2012
STRATEGY 9: MAXIMISE TOURISM YIELD FROM EXISTING ASSETS AND INCREASE VISITATION DISPERSAL THROUGHOUT THE MUNICIPALITY
ACTION OUTCOMES PARTNER TIMELINE3.9.1 Support the Tourism Accreditation
Program, which is a development
tool designed to establish and
continually enhance industry
professionalism and improve
standards.
—> Assists tourism operators to meet the ever increasing
domestic and international visitors’ expectations of
receiving quality professional products and services
leading to a positive visitor experience
—> Provides both consumers and industry with an
assurance that the accredited tourism business
is committed to quality business practises and
professionalism
—> Ensures consistent standards of product and service
delivery meet and, where possible, exceed the visitors’
expectations.
Australian
Tourism
Accreditation
Program,
Tourism
Operators,
Melbourne
Visitor
Information
Centre
Ongoing
3.9.2 Collaborate with City of Melbourne,
City of Stonnington and City of Yarra
to strategically develop and position
Inner Melbourne as a vibrant and
welcoming destination by:
•Showcasingthepersonalityof
Inner Melbourne to maximise
the benefits to local community
and economy
•Identifyingandinfluencing
ways to make it easy for visitors
to explore Inner Melbourne.
—> Supports businesses in Port Phillip through
increased visitation
—> Increases international and domestic visitor dispersal
to Port Phillip with clearly articulated gateways to enter
the municipality
—> Enables Port Phillip to capitalise on the international
and domestic visitors who may only visit the City of
Melbourne, ensuring flow-on benefits for Port Phillip
—> Positions the City of Port Phillip as an integral inner
Melbourne destination.
Inner
Melbourne
Action Plan,
Tourism
Working Group
Ongoing
3.9.3 Participate in Destination
Melbourne partnership campaigns,
which include:
•MelbourneOfficialVisitors’Guide
•VisitingFriendsandRelatives’
Program
•Insider’sGuidetoMelbourne
•AccommodationGuide
•CruiseArrivalGuide
•RepresentationatIndustryExpos.
—> Positions the City of Port Phillip as an integral Inner
Melbourne destination
—> Develops integrated and co-operative marketing
opportunities between City of Port Phillip and
Destination Melbourne to encourage greater demand,
yield and visitor dispersal
—> Promotes City of Port Phillip to a wider audience,
and through a number of communication channels,
increasing the volume of visitors to the municipality.
Destination
Melbourne,
Other LGAs,
St Kilda
Tourism
Association
Ongoing
3.9.4 Produce and distribute City of Port
Phillip visitor maps with embedded
walking and cycling messages to
drive visitor dispersal and encourage
sustainable transport modes.
—> Promotes transport modes that minimise energy use
—> Improves the interface between residential and
visitor impact
—> Reduces car parking demand
—> Creates opportunities for reallocating road space,
thus reinforcing sustainable travel choices within
key visitor destinations.
Sustainability
Department,
Local Tourism
Businesses
Ongoing
3.9.5 Investigate opportunities to build
share of visitation from cruise
shipping at Port Melbourne.
—> Captures flow-on benefits from cruise shipping across
the municipality
—> Generates a greater volume of visitors through activity
centres and business precincts in Port Phillip.
Local Tourism
Operators, Port
Melbourne
Inc., Port of
Melbourne
Corporation
Ongoing
SECTION 6
SECTION 6 55ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGY 10: EDUCATE LOCAL TOURISM OPERATORS ON THE NEED TO BALANCE VISITATION AGAINST AMENITY AND ENVIRONMENTAL IMPACTS
ACTION OUTCOMES PARTNER TIMELINE3.10.1 Continue to develop and support
tourism networks and partnerships
both internally (between local
operators) and externally (with
industry/regional tourism
associations and significant
tourism attractions or product).
—> Facilitates information and resource sharing within the
tourism network, increasing the capacity and resilience
of tourism businesses.
St Kilda
Tourism
Association,
Local Tourism
Businesses,
Melbourne
Visitor
Information
Centre
Ongoing
3.10.2 Host Tourism Excellence
Workshops facilitated by industry
experts on tourism excellence to
assist business people to improve
their skills.
—> Provides tourism operators with information and
guidance on best-practise
—> Increases capacity and resilience of tourism businesses.
Australian
Tourism
Accreditation
Program,
St Kilda
Tourism
Association,
Destination
Melbourne,
Local Tourism
Operators
Ongoing
3.10.3 Host the preparatory workshop
designed for all entrants of the
Victorian Tourism Awards.
—> Provides a valuable step-by-step guide for tourism
businesses to complete the award submission,
including templates, helpful tips and important dates.
Victoria
Tourism
Industry
Council,
Tourism
Victoria,
St Kilda
Tourism
Association
Annually (May)
3.10.4 Undertake a Green Tourism
program to promote
environmentally sustainable
practices to local tourism
operators.
—> Contributes to the impact reduction of climate change on
the community
—> Improves the awareness and adoption of green
principles by business operating in the tourism industry.
Tourism
operators
End 2012
3.10.5 Partner with Community
Development to educate and
inform local tourism operators
with respect to harm minimisation,
safety and amenity programs. For
example, the Port Phillip Accord
program, which encourages and
promotes best practice in licensed
premises in the City of Port Phillip.
—> Promotes respectful behaviour and minimises negative
impacts on the residential community
—> Improves the interface between residential and
visitor impact
—> Increases the attractiveness of Port Phillip as a
tourist destination.
Community
Development
Department,
Local Business
Mid 2013
57ECONOMIC DEVELOPMENT STRATEGY 2012-2016
STRATEGY 11: OPTIMISE THE BRANDING AND DIFFERENTIATION OF ACTIVITY CENTRES TO BE BASED ON UNIqUE PRODUCT STRENGTHS
ACTION OUTCOMES PARTNER TIMELINE4.11.1 Continue the ongoing
administration and governance
of Special Rates Schemes, in
partnership with Business
Associations, to enable:
•BusinessAssociationstodevelop
individual business plans which
maintaina‘pointofdifference’
and diversified business mix
•Localself-sufficiencyinthe
retail offering available to the
community
•Thefacilitationofbusiness
development and coordinated
marketing and promotion.
—> Maintains and builds upon the unique character of the
city’s neighbourhoods
—> Ensures the community is able shop locally to support
economic and environmental sustainability objectives
—> Enhances business promotion through the special
rate scheme
—> Maintains and strengthens Council’s collaborative and
informative relationship with the Business Associations
to facilitate flourishing activity centres.
Major Activity
Centres,
Business
Associations,
Local Business,
Finance
Department
Ongoing
4.11.2 Evaluate the potential of
establishing a special rate
scheme or charge for non-levy
neighbourhood activity centres.
—> Increases collaboration between businesses within
activity centres, potentially leading to increased
investment, employment and quality of life
—> Enhances the viability of businesses in neighbourhood
activity centres and creates opportunities for
employment growth
—> Increases connection between business and
residential community.
Neighbourhood
Activity Centres,
Business
Associations
June 2012
STRATEGY 12: CONTINUE TO STRENGTHEN THE ROLE AND CAPACITY OF BUSINESS ASSOCIATIONS
ACTION OUTCOMES PARTNER TIMELINE4.12.1 Provide governance training
for board members of Business
Associations within the City of
Port Phillip.
—> Promotes a culture of good governance within the
Business Associations
—> Enhances board member’s skills and knowledge,
improving the operational effectiveness of the
Business Associations.
Business
Associations
Ongoing
4.12.2 Conductquarterly‘Building
Connections’ networking events
for the Business Associations
within the City of Port Phillip.
—> Establishes strong networks and alliances between
Business Associations, providing support, advice
and direction on a number of common issues and
opportunities.
Business
Associations
Ongoing
4.12.3 Conduct the biennial Port Phillip
Business Confidence Survey.
—> Provides insight into the overall local business
environment and performance including business
confidence
—> Monitors changes in the characteristics of the local
business community.
Local Business Ongoing
The Port Phillip community will be supported by a number of strong, vibrant, differentiated and accessible major, neighbourhood and local activity centres providing convenience to the local community.
RATIONALE
Retail is a significant industry in
Port Phillip (refer section 5) and acts
as a major attraction for visitors.
However, as per section 3, there
are concerns that Port Phillip’s
retail precincts are becoming
increasingly homogenised in their
retail, food and entertainment
offer. To maintain both local and
regional competitiveness, major and
neighbourhood activity centres and
other shopping precincts should be
developed so that they:
• Reinforcethe‘pointofdifference’
in their retail offer
• Promotelocalcontainmentof
retail and personal services to
ensure activity centres meet
the weekly shopping and
convenience needs of the
local population
• Provideresidentsandvisitors
with a connection to the local
community hub.
Council will empower Business
Associations to provide capacity
and leadership, which will
strengthen their capability to
empower individual traders within
their respective precincts.
COUNCIL PLAN ALIGNMENT
Strategic Direction 4 correlates with
the following Council Plan Strategies:
DIRECTION 1:
ENGAGING AND GOVERNING
THE CITY
1.1.3 Continue to develop and
encourage community
leadership.
1.2.1 Promote a culture of good
governance.
1.2.6 Provide seamless and
consistent information to
the community.
1.3.2 Review services to ensure
they meet community needs.
DIRECTION 3:
STRENGTHENING OUR DIVERSE
AND INCLUSIVE COMMUNITY
3.1.3 Build on local strengths to
develop active, connected
communities.
DIRECTION 4:
ENHANCING LIVEABILITY
4.1.1 Maintain and build upon the
unique character of the City’s
neighbourhoods.
4.2.4 Facilitate economic
development that strengthens
and supports a diverse and
sustainable community.
SECTION 6
STRATEGIC DIRECTION 4: FLOURISHING ACTIVITY CENTRES
59ECONOMIC DEVELOPMENT STRATEGY 2012-2016
Port Phillip will continue to be home to a number of industry clusters of state-wide significance.Clusters are geographic
concentrations of inter-connected
companies and institutions in a
particular field. Clusters encompass
an array of linked industries
and other entities important to
competition.
They include, for example,
suppliers of specialised products
and services such as components,
machinery, and their support,
and providers of specialised
infrastructure.
Businesses located in a cluster
generally have a stronger growth
and survival rate than those located
outside it. This is partly because the
physical proximity of the companies
facilitates exchanges of information
and talent among the competing
firms, and encourages businesses
to be more innovative, competitive
and productive.
A cluster-based approach has
become an integral part of economic
development and includes a number
of aspects that contribute to the
strengthening of industry.
For example, a cluster helps:
• Addresscompetitivenessand
innovation
• Businesseswithretentionand
expansion
• Assistexportdevelopment
• Createjobs,andfosterskillsand
training
• Engagedisadvantaged
communities
• ConductR&Dandtechnology
transfer.
Using data derived from the
Australian Business Register,
geographic clustering analysis
was undertaken to map different
industry and business types within
the City of Port Phillip to identify
regions of competitive advantage
that can be further developed.
The key findings were:
• SouthMelbourneisthedominant
business cluster in Port Phillip
• Therearefoursignificant
economic clusters in the area:
Finance & Insurance (St Kilda
Road and South Melbourne),
Transport, Postal & Storage (Port
Melbourne), IT & Telecoms (South
Melbourne) and Arts & Recreation
(St Kilda)
• Therearetwodominantlocations
for creative industries in Port
Phillip: South Melbourne and
St Kilda. South Melbourne is
characterised by Advertising
& Marketing, Film, TV & Radio,
Music & Sound Recording and
Architectural services; the
St Kilda cluster is centred on
Performing Arts, Entertainers and
Photography.
Fishermans Bend will play a
significant role as an industrial
location that will continue to
evolve in response to global
industrial trends. Characterised by
the attraction of a new generation
of intensive, high value adding
industrial activities, Fishermans
Bend will deliver business
development and employment
opportunities for residents and other
key stakeholders in Port Phillip.
SECTION 6
RATIONALE
As per section 5, the Port Phillip
economic landscape is characterised
by several significant industry clusters
most notably the professional services
and property cluster centred on St Kilda
Road and the manufacturing, trade
and industry cluster in Port Melbourne/
South Melbourne. Port Phillip
also has the greatest proportion of
creative workers within Victoria,
which is evidenced by the high
proportion of creative industries
within the municipality. Due to the
significance of the creative sector
in Port Phillip, Strategic Direction 6
(refer page 62) has been developed
to cultivate this industry.
In addition, Port Phillip enjoys a
privileged position surrounded
by nationally prominent economic
clusters in the neighbouring
Melbourne CBD and Port of
Melbourne (refer section 5).
By leveraging from this existing
base, Council can actively promote
the further development of existing
business clusters and target the
establishment of new clusters, such
as green technology (refer section 5).
This will include measures to
develop the Fishermans Bend
precinct into a high-amenity
industrial hub for the future. As
services functions become an
increasingly important part
of industrial related activities,
Fishermans Bend will also
attract a new generation of
industrial businesses.
Similarly, as the Melbourne
CBD continues to grow,
there will be an increasing
requirement for industrial
related services for properties,
businesses and residents.
COUNCIL PLAN ALIGNMENT
Strategic Direction 5 correlates with
the following Council Plan Strategies:
DIRECTION 1:
ENGAGING AND GOVERNING
THE CITY
1.1.3 Continue to develop and
encourage community
leadership.
DIRECTION 3:
STRENGTHENING OUR DIVERSE
AND INCLUSIVE COMMUNITY
3.1.3 Build on local strengths to
develop active, connected
communities.
DIRECTION 4:
ENHANCING LIVEABILITY
4.2.4 Facilitate economic development
that strengthens and supports
a diverse and sustainable
community.
STRATEGIC DIRECTION 5: STRONG ECONOMIC CLUSTERS
61ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
STRATEGY 13: INVESTIGATE OPPORTUNITIES TO STRENGTHEN EXISTING ECONOMIC CLUSTERS AND/OR ESTABLISH NEW CLUSTERS IN PORT PHILLIP
ACTION OUTCOMES PARTNER TIMELINE5.13.1 Collaborate with the City of
Melbourne, St Kilda Road Precinct
and Promotions Committee
and Club 3004 to enhance the
competitive positon of St Kilda
Road by:
•Strengtheningtheexisting
professional, property and hotel
business clusters within Port
Phillip
•Promotingtheareaasa
high amenity, well serviced,
commercial hub.
—> Maximises the effectiveness of industry clusters through
the partnership between the City of Port Phillip and the
City of Melbourne
—> Integrates businesses that are, despite their close
proximity, across the two different municipalities
—> Highlights St Kilda Road as an attractive location
for investment
—> Contributes to the retention of existing businesses on
St Kilda Road.
Strategic
Planning Unit,
City of
Melbourne,
Property
Developers
and Owners
Mid 2012
5.13.2 Undertake research to assess
existing clusters and identify new
cluster opportunities. The research
should include a:
•Labourforceanalysisand
examination of barriers to
employment that may prevent
the successful development or
establishment of industry clusters
•Reviewofothersuccessfulcluster-
building initiatives nationally
and from the Melbourne region
to understand how Council can
facilitate the development of
new clusters e.g. Dandenong
bridal cluster, Hume-Whittlesea
food cluster.
—> Facilitates the strengthening existing, organically-
formed clusters within Port Phillip
—> Supports the development of new clusters in
Port Phillip, further solidifying the collaboration and
cross-fertilisation of businesses within specific industries
—> Enhances the local economy through shared resources,
greater investment, improved efficiency, export
growth and the identification of synergies to overcome
common barriers.
Austrade,
AusIndustry,
Local Business
Mid 2013
5.13.3 Based on the results of action
5.13.2, develop an action plan to
strengthen existing clusters within
Port Phillip, focusing on providing
support activities in areas such as:
•Knowledgeandtechnology
transfer through networking
•Establishingforumsfor
information exchange
•Creatingnew,highvaluejobs.
—> Strengthens existing industry clusters in Port Phillip,
which supports competition, the cross-fertilisation
of knowledge and technology, and enhances local
comparative advantage
—> Builds a culture of co-operation and collaboration
between firms.
Local Business Mid 2014
STRATEGY 14: REPOSITION FISHERMANS BEND AS A CORE INDUSTRIAL HUB AND PROMOTE THE AREA AS A HIGH AMENITY, WELL SERVICED BUSINESS ENVIRONMENT
ACTION OUTCOMES PARTNER TIMELINE5.14.1 Undertake primary research on
Fishermans Bend to:
•Collectandanalysekeydataand
information on businesses to
support economic development
and planning initiatives using
Census of Land Use and
Employment
•Explorethesignificanceof
Fishermans Bend to the state and
regional economy, and advocate
on behalf of Fishermans Bend
with other levels of government.
—> Develops the necessary business intelligence to support
Council’s strategic planning and economic development
initiatives in Fishermans Bend
—> Assists Council in understanding the changes to
Fishermans Bend, such as movement of businesses
into and out of the area, the factors influencing these
relocations and the characteristics of the facilities
occupied by businesses.
City of
Melbourne,
Strategic
Planning Unit,
Local Business
Mid 2011
5.14.2 Establish a dedicated business
forum for Fishermans Bend
Industrial Precinct by:
•Focusingonnetworkingbetween
high-tech businesses with
common interest in operating in
Fishermans Bend
•Provideinputintopromotion
and marketing of precinct,
advocacy on strategic land
use, transport, industry and
business development
•Organisebriefingsessions
and presentations specifically
targeting industrial issues of
relevance to members.
—> Promotes opportunities for networking between
businesses to encourage collaboration and obtain
business input on strategic issues shaping the future
development of Fishermans Bend
—> Fosters relationships between local businesses and
between the business sector and Council to promote the
cross fertilisation of ideas on a range of local issues.
City of
Melbourne,
Department
of Innovation,
Industry and
Regional
Development,
Strategic
Planning Unit,
Local Business
Mid 2012
5.14.3 Actively promote Fishermans
Bend to a range of stakeholders
using a variety of communication
strategies and media formats.
—> Attracts new business to Fishermans Bend whose
activities and profile are consistent with the vision of
the Fishermans Bend Planning and Economic
Development Strategy.
City of
Melbourne,
Local Business
Ongoing
5.14.4 Establish partnerships with
external organisations offering
expertise in industry training
relevant to businesses in
Fishermans Bend and the
City of Port Phillip
—> Promotes skills development through ensuring the
local provision of training programs specifically
targeting the needs of industry in Fishermans Bend and
the City of Port Phillip.
Business
Skills Victoria,
TAFEs,
Training
Providers,
Local Business
Mid 2012
5.14.5 Facilitate the development
of an environmental
technology industry sector in
Fishermans Bend.
—>EstablishesFishermansBendasthe‘premier’
environmental industry business cluster in Victoria
—> Provides greater opportunity for employment and
business development within the environmental industry
—> Establishes Fishermans Bend as an attractive location for
investment in the environmental technology industry.
Local Business,
Department
of Innovation,
Industry and
Regional
Development,
Green Building
Council of
Australia, City
of Melbourne,
Sustainability
Department
End 2013
63ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
The City of Port Phillip will be renowned within Victoria and nationally as the ‘creative city’respected for its high proportion of
creative businesses and workers,
creative events and leading arts and
cultural institutions.
A detailed clustering analysis of
creative industries in Port Phillip
identified the geographic dispersion
of creative industry categories
across different suburbs and
highlighted the distribution of the
ten most abundant creative business
types in the municipality.
The key findings were as follows:
• Threemajorcreativeclustersexist
in Port Phillip:
—> Music and Performing Arts
cluster in St Kilda
—> Advertising and Marketing
cluster in South Melbourne
—> Writing, Publishing and
Print Media cluster, also in
South Melbourne.
• Othersignificantsmallerclusters
in South Melbourne and St Kilda
include:
—> Film, Television and Radio
in St Kilda
—> Architecture, Design and
Visual Arts in South Melbourne
—> Music and Sound Recording in
South Melbourne
—> Software Development and
Interactive Content in
South Melbourne
—> Performing Arts Operation
in St Kilda
—> Music and Entertainers
in St Kilda
—> Architectural Services in
South Melbourne
—> Photography services
in St Kilda.
• Intermsoftheproportionof
creative jobs compared to total
jobs within Port Phillip suburbs,
the greatest representation can
be found in:
—> St Kilda West (21.2 per cent)
—> Elwood (20.5 per cent)
—> Ripponlea (19.1 per cent)
—> St Kilda (17.1 per cent).
STRATEGIC DIRECTION 6: THE CREATIVE CITY
65ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
The City of Port Phillip operates
and/or is involved with a number of
organisations, festivals, events and
attractions across the municipality.
This support and collaboration
contributes to the cultural
development and vibrancy of
Port Phillip’s creative sector.
The City of Port Phillip contributes
to the local economy by:
• Operatingandproducingthe
St Kilda Festival, which is one
of Australia’s best known and
Melbourne’s most loved events.
The festival attracts crowds of
more than 300,000 people each
year and injects in excess of $15
million into the local economy
• Presentingandproducingthe
St Kilda Film Festival (celebrating
its 30th year in 2013), which
screens Australian short films
in all genres including drama,
comedy, documentary, animation
and digital media
Celebrating the spectacular
triumphs of our local film industry
with a cavalcade of pictures, the
festival has gained worldwide
recognition for featuring the
cream of the crop of Australian
short films, giving local filmmakers
the opportunity to have their work
screened on a grand scale
• OperatingTheGallery,located
at the St Kilda Town Hall, which
presents exhibitions that
encourage an appreciation for
arts and culture, and are of
particular relevance to the area
and its community
• LeasingtheGasworksArtsPark
(owned by the City of Port Phillip)
to Gasworks Arts Inc. This
community-based, non-for-profit
organisation presents an annual
program of festivals, events,
exhibitions and performances
• SubsidisingtheLindenCentre
for Contemporary Arts, which
is a unique, not-for-profit
contemporary art gallery housed
in a significant historical building,
and devoted to the creation and
presentation of contemporary art.
RATIONALE
As per section 5, the City of Port
Phillip can justifiably be labelled
asVictoria’s'creativecity’given
that it has the highest proportion of
creative workers (15 per cent of total
employees) of any municipality in
the state and is home to a number of
significant creative clusters.
Council should leverage from these
existing strengths to understand
what it is that attracts creative
businesses to Port Phillip in the first
place and what can be done to attract
similar businesses in the future and
encourage existing ones to expand.
Council may also need to address
the issue of rental pressure to ensure
that creative businesses and workers
are not priced out of the area. Finally,
Council can contribute to creative
and cultural diversity by working
with local businesses to organise
events and festivals.
COUNCIL PLAN ALIGNMENT
Strategic Direction 6 correlates with
the following Council Plan Strategies:
DIRECTION 3:
STRENGTHENING OUR DIVERSE
AND INCLUSIVE COMMUNITY
3.1.3 Build on local strengths to
develop active, connected
communities.
3.2.1 Build an active and
creative community.
DIRECTION 4:
ENHANCING LIVEABILITY
4.2.4 Facilitate economic
development that strengthens
and supports a diverse and
sustainable community.
67ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 6
STRATEGY 15: STRENGTHEN PORT PHILLIP’S POSITION AS THE ‘CREATIVE CITY’ACTION OUTCOMES PARTNER TIMELINE6.15.1 Undertake an economic benefit
analysis to understand the
value of the creative sector to
Port Phillip’s economy and
identify opportunities for future
business development. The study
should include:
•Quantificationofcreativejobs,
businesses and clusters
•Identificationofcurrentand
projected trends
•Consultationwithcreative
business owners
•SWOTanalysis
•Identificationofinvestment
attraction strategies.
—> Strengthens Council’s understanding of why the creative
cluster has formed and what benefit the creative cluster
brings to the local community
—> Identifies strategies and actions to implement, which
will further solidify Port Phillip’s status as Victoria’s
‘creativecity’.
Local business,
State & Federal
agencies
Mid 2012
6.15.2 Based on the results of 6.15.1,
establish 2-3 creative clusters
(e.g. film production in South
Melbourne) to:
•Increasetheproductivityofthe
companies in the cluster
•Driveinnovationinthefield
•Stimulatenewbusinessesinthe
creative industry.
—> Enhances the local economy through shared resources,
greater investment, improved efficiency, export
growth and the identification of synergies to overcome
common barriers
—> Fosters both competition and collaboration
between businesses.
Local business End 2012
6.15.3 Produce a creative prospectus
focusing on the newly-formed 2-3
key creative clusters.
—> Supports further growth of creative businesses in the
City of Port Phillip
—> Promotes Port Phillip as an attractive investment
location for businesses in the creative industry
—>SolidifiesPortPhillip’sreputationasthe‘creativecity’.
Local business Mid 2013
STRATEGY 16: SUPPORT EVENTS WHICH CELEBRATE CREATIVITY AND SUSTAINABILITYACTION OUTCOMES PARTNER TIMELINE6.16.1 Work with Business Associations
in the non-levy neighbourhood
activity ventres of Albert Park and
Elwood to support community
festivals to provide creative,
community-based activities
that stimulate business growth
and development.
—> Builds an active and creative community
—> Develops and strengthens the reputation of Port Phillip’s
creative economy
—> Connects local residents and visitors to Port Phillip with
businesses in the creative industry
—> Creates a sense of place and provide a showcase for
local creativity.
Business
Associations,
local
community,
Comms and
Engagement
Unit
Ongoing
69ECONOMIC DEVELOPMENT STRATEGY 2012-2016SECTION 7 69
Monitoring and evaluation of this plan will continually test its effectiveness. It will also provide updated intelligence and data which the Council uses to guide, promote and reinforce the sustainability and growth of the local economy in the City of Port Phillip.
MoNitoriNG & EVAlUAtioN
The success of this Economic
Development Strategy can only
be determined by measuring
its performance over time.
It is recommended that the
implementation of the strategy
is regularly monitored by the
City of Port Phillip’s Economic
Development Unit.
The team will conduct regular
reviews on the success of the
strategy and the status of actions
by assessing outcomes against
key economic indicators, historic
data, and other quantitative and
qualitative measures.
This includes measuring:
• Thelevelofengagementwith
local businesses and their
representatives
• IndustrygrowthandGross
Regional Product
• Changesinthenumberof
business establishments in
the municipality
• Changesinthelevelof
employment
• Theretention/turnoverof
businesses in Activity Centres
• Thelevelofsatisfactionand
achievements within the business
associations
• Thelevelsofretentionoflarge
existing businesses in the
municipality
• Increasesinthelevelofvisitation
and visitation expenditure in
the municipality
• ParticipationinthebiennialCity
of Port Phillip Business Excellence
Awards
• Attendancelevelsandsatisfaction
of Port Phillip events, networking
sessions and workshops.
These key economic indicators will
be measured through:
• InformedDecisions,which
contains key economic and
community specific data to which
City of Port Phillip has subscribed
• Surveydata,suchas‘Business
Confidence’and‘VisitorProfile
and Satisfaction’
• CensusofLandUseand
Employment data
• Changesinthe‘IndexofRelative
Socio-Economic Disadvantage’
for Port Phillip, where the higher
the index, the less disadvantaged
that area is compared with other
municipalities in Victoria.
To ensure the Economic
Development Strategy remains
relevant to the current economic
climate, the Council will review
the economic data underpinning
the strategy in 2012 based on the
information available from the
2011 Census. It is important for
Council to understand that the
structure of the local economic
landscape is fundamental to shaping
economic development within the
municipality. In light of this, it may
be necessary to update some of the
strategies and actions based on the
new data.
The Council will also continue to
consult with local business people
to determine their issues and
priorities so that the City of Port
Phillip may continue to support
and assist them through proactive
economic development.
CONTACT INFORMATION:To download an electronic copy of
this Economic Development Strategy
please visit our website at
www.portphillipbusiness.com.au or
for more information, suggestions or
assistance, please telephone ASSIST
on +61 3 9209 6777.
This document is printed on Australian made, 100% recycled paper.
Designed and printed locally in Port Melbourne by Stokes Street Studio and
Kosdown Printing – Winner 2008 CitiPower Port Phillip Business Excellence
Environmental Sustainability Award.