2012-2016
2 CONTENTS Executive Summary 4 Wyndham City s Role in Economic Development 6 Wyndham City s Current Position 8 The Vision 10 Strategic Objectives 11 Economic Prosperity 11 Sustainable Growth 11 Environmental Responsibility 11 Priorities for Change 12 Investment Attraction 13 Specific Precinct Opportunities and Actions 15 Werribee City: An Integrated Approach 16 Laverton North Industrial Precinct 17 Truganina Employment Precinct 17 Business Development 24 Retain and Grow Existing Wyndham City Enterprises 24 Labour Skills and Education 27 Enhance Industry Skills, Knowledge, Education Outcomes 28 Business Start Ups 30 Encourage and Facilitate New Business Start Ups 31 Supporting Themes / Drivers of Change 33 Infrastructure Investment 33 Image, Promotion and Marketing 34
3 Environmental Sustainability 35 Innovation and Creativity 36 Partnerships 37 Community Health, Wellbeing and Safety 38 Appendix 39 Economic Development SWOT Analysis Wyndham City 39 Tables 45 Resources 48
4 EXECUTIVE SUMMARY Arguments as to what defines economic development are well documented. Blakely and Bradshaw s definition provides a clear direction for stimulating economic development at the local government level. a process in which local governments or community based organisations are engaged to stimulate or maintain business activity and/or employment. The principal goal of local economic development is to stimulate employment opportunities in sectors that improve the community, using existing human, natural and institutional resources. (Edward Blakely and Ted Bradshaw 2002, Planning Local Economic Development Theory and Practice, Sage Publications) Prevailing market conditions and external forces such as interest rates at a national level and exchange rates and monetary policy at an international level are obvious and significant influences on economic conditions. In this regard it is imperative that local government and other relevant regional agencies understand how and where they can positively influence economic development outcomes. Determining the nature and scope of economic development programs and initiatives within any specific municipality can in part be determined by the identification and analysis of the comparative advantages and weaknesses of the region. From this, a framework can be developed that aims to build on strengths, address weaknesses and potential threats and identify new or lapsed opportunities. Wyndham City s residential growth is well documented. A population of 80,000 in 2000 has grown to an estimated 184,000 in 2012. (forecast. id) Throughout the past decade Wyndham City s Economic Development Strategy has addressed the challenges associated with this growth by adopting initiatives aimed at positively influencing the creation of job opportunities through investment and business development. Based on a philosophy that investment precedes jobs, this Strategy continues that journey. The Strategy broadly outlines the current conditions of the existing local economy and identifies the challenges to be faced in developing the future economy, attracting new investment, retaining and growing existing businesses, nurturing new enterprises and developing the education and skills of the resident workforce.
5 The key economic development strategic objectives and related strategic outcomes articulated in the Council Plan, 2010-2014 provide the building blocks of this Strategy. The Strategy focuses on investment and business attraction and business development initiatives that aim to influence the creation of a robust and sustainable local economy. Key actions specific to each of the strategic areas and supporting themes are articulated in the Strategy. These key actions are deliberately broad in their definition and are designed to guide and inform the direction for Wyndham City s annual economic development business planning over the next five years. The annual business planning for economic development will be informed by the Strategy with Key Performance Measures articulated in the Business Plan for each of the key strategic areas. RESOURCING This Strategy is not a wish list of isolated, specific or high costed projects. It is a Strategy that sets a clear direction. It is a Strategy that is based on affecting positive economic outcomes by working with internal departments, state and federal government agencies, the private sector and the local business community and promoting Wyndham City as the preferred destination for commercial and industrial investment. It is anticipated that the resourcing of this Strategy will be maintained within the annual recurrent budget with consideration to changes in the Consumer Price Index. Economies are dynamic. The state of Wyndham City s economy at anytime will be influenced by local, regional, national and international activity. With this in mind, it is important that as part of the annual business planning process, staffing levels and resourcing of the Economic Development Program be reviewed and where appropriate revised.
6 WYNDHAM CITY S ROLE IN ECONOMIC DEVELOPMENT Wyndham City has an important role to play in economic development by influencing the drivers of economic growth and economic sustainability. Resources will be dedicated to responsible activities that influence and accelerate positive change within the local economy and as a consequence, the broader community. Market forces are the primary driver of investment and business growth. Council s ability to influence change will focus on a number of key roles. These roles are as: Advocate Facilitator Coordinator Marketer Connector Should specific development projects arise that may best benefit from Council taking on a role as developer to stimulate responsible and sustainable economic activity then such consideration will not be beyond the scope of this Strategy. Underlying principles: Investment precedes jobs High levels of local employment opportunities will drive positive outcomes for the environment, for community and social wellbeing, for the generation of household income and expenditure and regional economic activity The level of travel to work time impacts on personal and community wellbeing Expenditure leakage to other regions adversely affects the local economy Robust economic growth is a cornerstone to the development of sustainable communities
7 Economic development at the local level does not occur in isolation. International, national, state and regional economic, political, social and environmental activity influences local economic development. Typically these broader influences include, but are not limited to, interest rates, crude oil prices, value of the Australian dollar, pressure for higher wages, population growth, international relationships, real estate values, overseas competition and import and export activity. Council s role in economic development must recognise these influences and respond to changes in the economy. Infrastructure investment is critical to economic growth. Infrastructure planning must give consideration to economic development and employment generation. The Economic Development Strategy : Recognises Wyndham City s strengths and capitalise upon them Recognise Wyndham City s weaknesses and aim to influence positive change Acknowledges that the world is moving to a knowledge based economy Acknowledges the drivers of change in the structure of local economies Population and Household Growth Locational Advantage Access to Education Labour and Labour Skills Availability Infrastructure Land Availability and Affordability Environment Local and Regional Leadership
8 WYNDHAM CITY S CURRENT POSITION In determining the direction and focus of the Strategy consideration is given to the following existing conditions and forecasts: Wyndham City is one of the fastest growing municipalities in Australia. **The June 2012 estimated resident population of 184,000 is projected to exceed 267,000 by 2021 growing to 335,000 by 2031 Wyndham City s population will age significantly over the next 20 years. The percentage of residents 55 years and over is projected to increase from 14.5% to 20.2% ** ABS data measures show that the highest concentration of businesses by industry sector in the city are*: Property and Business Services Construction Retail Trade Transport and Storage The ABS Census of 2006 indicated that 33.3% of Wyndham s resident workforce was employed in the municipality.* This figure is only marginally better than the 2001 figure of 33.2%. During that same period the municipality experienced significant population growth, one of the highest in Australia at 35% In 2006, 57% of the resident workforce was employed in the western region of Melbourne * The 67% of resident workers leaving the municipality to work elsewhere places significant stress on roads and public transport services, the environment and community wellbeing The high level of resident workers employed elsewhere impacts significantly on expenditure leakage and as a consequence the level of local economic activity A large percentage of resident workers travelling to employment outside the municipality are semi professional and professional workers. Wyndham City lacks a critical mass of employment opportunities for these people. Attracting new investment and business to the region that meets the needs of these workers is critical to the city s long term economic future
9 Wyndham City s share of managers and professionals is 12% of the resident population, compared to the Victorian share of 15%. Wyndham City s proportion of males aged 20 24 who have not completed Year 12 is 39.3%, compared to Melbourne at 23%. These and other statistical data indicates that at present the education levels and skill level of Wyndham is not at a level to meet the demands of the future economy *** Feedback from employment agencies and industry indicates that Wyndham City has a shortage of skilled tradespersons to meet the immediate needs of the industrial and construction sectors Wyndham City must continue to develop the skills of local residents so that those skills meet the needs of emerging knowledge based industries and businesses seeking to relocate or expand that require a high skilled professional workforce The Laverton North and Truganina Industrial Precincts located within the western industrial node are recognised as major manufacturing and logistics hubs. The precincts offer a large supply of relatively affordable zoned land. The region has significant locational advantages, including access to ports, airports, freeways and the Melbourne Central Business District The Werribee South Irrigation District (WID) comprises 3000 hectares, with 2,350 hectares utilised for intensive agriculture. The WID annual value of production at market is estimated at $200million. The WID generates a large percentage of the total annual Victorian production of many vegetables including 85% of the state s cauliflower and 50% of the state s broccoli consumption Wyndham City is home to a suite of tourism products and experiences including some of significant scale including the Werribee Open Range Zoo, Werribee Park Mansion, National Equestrian Centre and the Point Cook Coastal Park Wyndham City is committed to the reinvigoration and redevelopment of the Werribee City Centre as a major retail, commercial and residential hub. The Werribee City Centre Precinct Structure Plan sets out both the vision and planning framework Wyndham City is committed to working with the state government in the future development of the Werribee Employment Precinct as a generator of high density white collar employment opportunities *Australian Bureau of Statistics **id profile ***Centre for Strategic Economies Victoria University****Southern Rural Water Western Irrigation Futures
10 THE VISION Wyndham City s Community Quality Plan articulates the vision for local employment and business prosperity. Our Vision is that Wyndham will be largely self sufficient in employment due to its thriving environmentally responsible retail, commercial and industrial sectors. THE MISSION Wyndham City s Economic Development Strategy will aim to create an environment which is conducive to encouraging responsible investment at a rate beyond that which would occur normally.
11 STRATEGIC OBJECTIVES The focus of the Strategy is guided by a number of strategic objectives and related strategic outcomes as articulated in the Council Plan 2010 2014. Economic Prosperity Enhance the potential for developing Wyndham s competitive strengths, attracting a diversity of increased employment opportunities for local residents. Wyndham s economy will shift to a balance between blue and white collar employment to match the resident workforce through new investment in high value-adding industries Wyndham will increase local employment opportunities for its residents Wyndham will be a place for long term business attraction, retention and expansion Wyndham will be a place that nurtures new business enterprises Sustainable Growth Ensure responsible development of new physical, social and economic infrastructure to meet the needs of the community during rapid growth while protecting existing assets and the environment. Wyndham will be recognised as an exciting city to live, work, visit and invest Wyndham City Council will advocate for the provision of education and training programs that address labour skill requirements of local employers and potential businesses Promote responsible development that promotes a healthy, safe and diverse community Environmental Responsibility Demonstrate responsibility in providing a balance between development and the conservation of natural assets to create and/or maintain a sustainable environment. Encourage environmentally sustainable development in new residential and commercial developments Reduce corporate greenhouse emissions
12 PRIORITIES FOR CHANGE The Strategy focuses on four key economic development strategic areas aimed at achieving a high degree of economic prosperity and sustainability. Attract and promote commercial, retail and industrial investment Retain and grow existing enterprises Enhance industry skills, knowledge and education outcomes Encourage and facilitate new business start-ups The Strategy articulates six underlying supporting themes which will play a key role in informing and driving economic prosperity and sustainability. Infrastructure Investment Image, Promotion and Marketing Environmental Sustainability Innovation and Creativity Partnerships Community Health, Wellbeing and Safety
13 INVESTMENT ATTRACTION Attract and Promote Commercial Retail and Industrial Investment. New investment and businesses relocating to a region has the capacity to: Create new direct and indirect employment opportunities Create the need for new support services Increase the demand for local goods and services Create new export opportunities Underpin the wealth of the local community Investment attraction initiatives will take into account the key drivers of business relocation and commercial and industrial investment decision making: Locational advantage Availability of appropriately zoned land Access to an appropriately skilled labour force Accessibility to suppliers, sector clusters Accessibility to customers Standards of infrastructure including roads, rail, telecommunications and public transport Company directors and decision makers desire to live close to work in quality, liveable communities Investment attraction initiatives must also give due consideration to: Positioning the local economy for future generations Forecast changes within the local, national and international economy Building on the existing strengths of the local economy Meeting the challenge of new opportunities and converting areas of weaknesses into areas of strength
14 To ensure best possible outcomes, core Investment attraction initiatives cannot take place in isolation. Developers, investors and companies seek confidence in a region to deliver on their expectations. It is therefore critical that Council adopts a positive approach to: Precinct Structure Planning that is conducive to responsible and targeted economic development Developing the skills, education and knowledge of the resident population Lobbying for improved infrastructure to meet the needs of a growing community and the demands of a growing business sector Maintaining efficiency in planning approval processes and Council business practices Encouraging innovation and creativity Encouraging regional leadership Working with the existing business community and understanding and responding to their needs and challenges Promoting high quality urban design within activity centres and employment precincts Wyndham City is committed to adopting a proactive approach to investment attraction. The development and continuous improvement of these activities will be at the core of the investment attraction message.
15 SPECIFIC PRECINCT OPPORTUNITIES AND ACTIONS Werribee Employment Precinct The Victorian Government s planning update, Melbourne @ 5 million first designated the 925 hectare site located on the Princes Freeway between the Werribee City Centre and Point Cook as a major employment and service centre for Melbourne s west. Under the ownership of the state government, future development of the site must focus on the provision of high skilled professional employment opportunities closer to where people live. Werribee City Centre Werribee City Centre comprises approximately 30,000 square metres of retail space and 15,000 square metres of commercial space. The precinct is primarily a mixture of business and personal services, banking, boutique shopping, restaurants and cafes. Three major supermarkets are represented in the centre along with a 500 seat theatre. The Werribee City Centre Structure Plan outlines a vision for the development of a vibrant city centre that takes full advantage of its immediate connection to both the Werribee Employment Precinct and the Werribee River. Activated street frontages combined with multi level commercial, retail and residential uses will secure Werribee City Centre as a major employment centre for the municipality and broader region. Werribee City: An Integrated Approach Integration between the Werribee Employment Precinct and Werribee City Centre will facilitate the development of one regional economic centre of excellence. Key actions for this integrated precinct are to: Deliver on the aspirations outlined in the Werribee City Centre Precinct Structure Plan Deliver on the future development of the Werribee Employment Precinct Encourage, attract and facilitate responsible investment in retail, commercial, medical, education and other targeted sectors as identified Encourage, attract and facilitate city scale, high density residential, commercial and mixed use development Encourage and develop ongoing high standards in the delivery of business and consumer services offered by the private sector
16 Werribee City Objective To develop and position Werribee City as Victoria s most exciting and liveable city. Key Actions Identify and establish relationships with investors, developers and agents that have the capacity to deliver commercial and residential development of the scale, design and use proposed under the Werribee City Centre Precinct Structure Plan Develop an ongoing communication strategy to ensure Werribee City is at the forefront of investment stakeholder thinking and decision making Develop a property and investment database to provide up to date investment information and opportunities Deliver a targeted investment forum to key developers, training and education providers, government agencies and local and regional peak bodies and lobby groups Market Werribee City at every opportunity Undertake retail analysis and identify core strengths, weaknesses and opportunities Identify companies in strength and opportunity sectors and engage in business attraction and expansion initiatives Target businesses and government agencies that have the capacity to employ high skilled, tertiary educated employees Lobby for and attract new investment in tertiary education that will assist in growing community capacity to meet the skills needs of current and future business Promote integrated water management and sustainability initiatives for new developments Promote lifelong learning and working locally Investigate other key initiatives on the advice of the Werribee City Expert Reference Group
17 Laverton North Industrial Precinct Laverton North is the largest of Wyndham City s industrial precincts. Predominantly zoned Industrial 2 the precinct provides significant advantages in both land availability and affordability with a future capacity for significant new investment and industrial development and redevelopment. With INZ2 zoning providing both flexibility and a capacity to house heavier industrial uses, together with recognised locational advantages close to major ports, airports and freeways, a number of key sectors have emerged as strengths within the precinct including those in: Transport / Logistics / Warehouse Distribution Food Processing Manufacturing Recycling In more recent times smaller industries have emerged within the precinct to further support these existing sectors. This has included: Employment Agencies Medical Centres Business Banking Services Cafes and Food Heavy Vehicle Servicing and Truck Sales Truganina Employment Precinct The Truganina Employment Precinct Structure Plan (PSP) was gazetted in December 2009. The precinct comprises 662 hectares located at the north-eastern edge of Wyndham City and to the immediate west of the existing Laverton North Industrial Precinct. The Truganina Employment PSP proposes a high quality industrial and commercial area with strong architectural and landscape themes. Tree reserves along the major arterial routes and strategic positioning of landmark buildings will provide attractive gateways and routes at key points within the development. Planning and design guidelines encourage a cohesive built form and consistent and high quality landscaping, commensurate with the type of business envisaged for the area.
18 Laverton North and Truganina Industrial Precincts. Objectives 1. To attract new investment and build on the Laverton North Industrial Precinct s existing market position to ensure it is the preferred location for industrial sector companies and related entities seeking to expand or relocate 2. To attract new investment and develop a high quality business park and industrial precinct within the Truganina Employment Precinct 3. To deliver between 10,000 and 15,000 new jobs inside the Truganina Employment precinct providing significant capacity for the generation of high skilled employment opportunities Key Actions Monitor industry trends and industrial development activity Identify potential new target industry sectors. Identify investment opportunities and undertake proactive investment attraction initiatives. Develop positive and ongoing relationships with investors and enterprises in targeted sectors Implement a coordinated communication strategy with all key stakeholders Develop and distribute supporting marketing collateral Respond to all investment enquiries in a timely manner Liaise with relevant government bodies that may provide assistance, advice and or funding to potential new investors and developers and enterprises seeking to relocate Work cooperatively and responsibly with internal departments and external stakeholders in the facilitation of new investment in an effective and timely manner
19 INVESTMENT ATTRACTION Growth Corridor Plan / Precinct Structure Planning The Growth Areas Authority s (GAA) Growth Corridor Plan aims to provide one additional job for each new dwelling constructed in the growth areas. Wyndham City shares this vision as an absolute minimum requirement. A report undertaken by Essential Economics on behalf of the GAA considered the diversity of employment required in the growth areas that would provide an outcome similar to the mix currently existing within Melbourne s middle suburbs. Distributed across home based businesses, community facilities, town centres and industrial and mixed use areas, this aim of achieving greater employment diversity is in keeping with both the broader principles and specific initiatives articulated in this Strategy. (Planning for Employment and Industry in Melbourne s Growth Areas, GAA October 2011) Precinct Structure Planning for the areas defined as Wyndham North and Wyndham West are at various levels of development. Whilst this planning will provide for commercial and retail activities centres, community facilities and home based employment opportunities, the Growth Corridor Plan outlines three significant employment nodes for future development: South of Boundary Road between the Outer Metropolitan Ring Road and planned extension of Forsyth Road An area immediately west of the Regional Rail Link between Tarneit West and Wyndham Vale stations An area bounded by Bulban Road, the Regional Rail Link and Outer Metropolitan Ring Transport Corridor (with the surrounding area abutting Council s Refuse Disposal Facility also being considered for potential employment uses) The Werribee Employment Precinct including a 150 hectare residential development defined as Point Cook West is also subject to Precinct Structure Planning. Objective To ensure that provision of appropriate levels of business zoning and other initiatives conducive to growing diverse employment opportunities remain at the forefront of the Precinct Structure Planning process Key Actions Wyndham City s Economic Development Unit actively engaged in the Precinct Structure Planning process Encourage design that will maximize the capacity to create employment precincts and activity centres that provide the opportunity to attract new investment and create new jobs
20 EXISTING MAJOR ACTIVITY CENTRES Old Geelong Road, Hoppers Crossing The Old Geelong Road Precinct is a mix of restricted retail homemaker stores and light industrial including manufacturing, engineering and service repair centres. It is also home to an eclectic collection of places of assembly uses including churches, gymnasiums, play centres and indoor sports. There is some additional capacity for future development along Old Geelong Road east of Skeleton Creek with some limited opportunities available off the main carriageway. Point Cook Town Centre Point Town Centre comprises 130 specialty shops, 5,000m2 of office space and an integrated Community Learning Centre and Library. The centre has potential for further investment in retail and office development. Werribee Plaza The Pacific Shopping Centre complex is the largest retail centre in Wyndham City. Primarily an internalised retail shopping centre the Plaza comprises 70,000m2 of leasable floor space with planning approval for further expansion to 100,000m2.
21 PROPOSED MAJOR ACTIVITY CENTRE Williams Landing Activity Centre Williams Landing was previously used as an RAAF airfield and is the newest suburb in Wyndham City. The Cedar Woods Properties Limited development commenced construction in 2009. With a capacity to house 6,500 residents, the suburb will be supported by a rail station and bus exchange with an integrated retail and commercial activity centre with planning approval for 15,000m2 retail, 35,000m2 restricted retail and 35,000m2 office. Wyndham City Activity Centres A full list of existing and proposed activity centres within Wyndham City is articulated in the Wyndham Activity Centre Strategy 2010 (Draft) Objective To attract and maintain a vibrant retail and commercial mix in all Wyndham City activity centres. Key Actions Maintain strong business relationships with activity centre developers and where required assist in the facilitation of new investment Include all Wyndham City activity centres in the development of site assessments for potential new investment
22 Tourism Product Council s Tourism and Events Strategy articulates the vision for tourism growth and development in Wyndham City. New opportunities for tourism investment have been identified including: Water based activities Accommodation Sporting and Recreational Activities Wild Life Tours Objective To identify and attract new tourism investment for Wyndham City Key Actions Implement targeted investment attraction initiatives that aim to deliver new tourism product as articulated in Wyndham City s Tourism and Events Strategy
23 BUSINESS DEVELOPMENT Retain and Grow Existing Wyndham City Enterprises Retaining and growing existing business has the capacity to: Ensure long term sustainability and vitality of the local economy Create new employment opportunities Create new export opportunities Develop interconnectedness, clusters and the provision of goods and services within the local supply chain Reduce expenditure leakage Develop entrepreneurial and community leadership Sole trader businesses make up 60% of all Wyndham City businesses with a further 27% employing between 1 and 4 people. (Refer Appendix Table 3) Evidence suggests that businesses of this size are rarely equipped with all the necessary resources and knowledge to maximise business development and growth opportunities. The majority of business operators with small numbers of staff are generally time poor. This situation has the tendency to result in any allocation of time working on the businesses being lost to time and resources working in the business. Managing day to day business operations, recruiting staff, developing new products and services, accessing new markets, upgrading skills, implementing new technologies and compliance with local, state and federal government legislation are some of the many challenges faced by small to medium enterprises as they strive to operate in a competitive market.
24 Retaining and Growing Existing Businesses Objective To enhance Wyndham City s business base through the facilitation and delivery of business and industry development initiatives and support services Key Actions Undertake an active approach in the engagement of individual businesses through ongoing site visits with particular emphasis on: Understanding individual business capabilities Gaining an awareness of business challenges and threats Providing support to achieve business sustainability and growth Undertake ongoing dialogue with peak industry bodies to assist in the monitoring of local business issues and needs Promote and facilitate access to state and federal government funded business development programs Host business training workshops and seminars for small and medium enterprises Host, promote and plan regional business development initiatives Encourage, support and foster the growth of Home Based Businesses Where appropriate support initiatives of local and regional peak industry bodies and networking groups Facilitate timely and efficient support for planning and other legislative needs Support Wyndham City business events including the Wyndham Business Awards, Sustainability Festival and other business events and opportunities as identified Work in partnership with Wyndham City s Environmental Unit in the promotion of sustainable business practices Respond to higher level state and federal government decisions that may impact on local businesses Maintain a business event calendar, providing up to date information on business specific events and training opportunities Develop an ongoing communication strategy which includes but is not limited to: Development and maintenance of an on-line business directory Development and maintenance of a business calendar of events Regular publication of a Wyndham City business e-newsletter Maintenance of up to date business information on Wyndham City s website including publication of relevant economic development reports, statistical information and links to relevant business related websites
25 LABOUR SKILLS AND EDUCATION Enhance Industry Skills, Knowledge and Education Outcomes Enhancing industry skills, knowledge and education has the capacity to: Positively change the underlying structure of the local economy Promote and develop creativity and innovation Improve the capacity for the city to attract high skilled employing businesses Increase income levels and household disposable income Develop regional entrepreneurship and community leadership Historically Wyndham City and Melbourne s Western Region has developed and grown through a strong and robust industrial labour base. The Laverton North Industrial Precinct has been the home to traditional manufacturing including chemical production, wool and hide processing, food processing, engineering and vehicle component manufacturing.
26 In more recent times and most particularly over the last ten years the labour base throughout the world has undergone dramatic change and traditional manufacturing has been replaced or undertaken significant change. These changes have been driven by advances in communication, technology and automation systems. Wyndham City has not been immune to these changes. Whilst the Laverton North/Truganina Precinct has been transformed into a key location for small, medium and large transport and logistics operations there still remains a relatively strong core of manufacturing operations which have continued to remain sustainable and profitable despite strong competition from overseas. In an economic development context Wyndham City faces two major challenges in skills and education development: 1. The development of the resident population to meet current industry needs 2. The development of the current and future resident population to meet future industry needs Historically high skilled residents attract the highest rates of income and employment growth. Strong rates of income stimulate local retail and social infrastructure and generate the wealth required to employ people. Those areas that have the high skilled residents are more likely to be able to generate high skilled industries (NEIER: Growing Melbourne s West 2004).
27 Enhance Industry Skills, Knowledge and Education Outcomes Objective To enhance the industry skills, knowledge and education level of Wyndham City s resident population to meet the needs of the current and future local economy. Key Actions Communicate with industry and industry bodies, education providers and relevant research organisations to monitor industry and education trends and skills gaps Maintain a position on the board of the WynBay Local Learning and Employment Network and strengthen partnerships with secondary and tertiary education providers Adopt a proactive approach in attracting providers of tertiary education programs Identify schools in the private sector seeking alternative accommodation and new opportunities Assist Victoria University and industry in the establishment of linkages to develop on the job/campus based training opportunities Support the initiatives of the Trade Training Centre and promote apprenticeship training programs Actively support Registered Training Organisations in the promotion and facilitation of training programs designed to develop individuals to a level of employment readiness Promote and facilitate government funded programs that deliver up-skilling courses to employees and employers Encourage and celebrate innovation and creativity Identify, promote and support broadband ready programs and initiatives
28 BUSINESS START UPS Encourage and Facilitate New Business Start Ups New start up business has the capacity to: Drive creativity, innovation, entrepreneurship and regional leadership Promote long term business retention and growth Create new employment opportunities Diversify the industry mix of the local economy Individuals choose to create businesses for a range of varied reasons and ultimately the success of an enterprise will be determined by the preparedness and skill of the individual, the business model they choose to adopt, the availability of a target market and the viability of the product or service. Steps to creating a new business include but are not limited to: o Creating a life plan o Choosing a business model o Creating a business plan o Determining a business structure o Creating business assets o Accessing funding o Organising business logistics o Finding the right people o Establishing a brand o Identifying a market and developing relationships with suppliers o Marketing and selling the product or service
29 BUSINESS START UPS Encourage and Facilitate Business Start Ups Objective To encourage, facilitate and nurture new enterprises in Wyndham City. Key Actions Host and conduct specific business seminars and workshops for those seeking to commence a new business Provide advice and direction to potential and new enterprises Develop an open dialogue with new businesses, monitor their progress and provide relevant business development initiatives and opportunities as articulated in Section 2 (Retain and Grow Existing Businesses) Facilitate the connection of new enterprises into the broader Wyndham business community and promote business to business opportunities Celebrate and promote successful new enterprises
30 SUPPORTING THEMES / DRIVERS OF CHANGE Infrastructure Investment Objective To identify and lobby for the necessary infrastructure projects that will enhance Wyndham City s competitive advantage. Council has a key role to play in advocating and maintaining key pieces of infrastructure and public transport connectivity that are vital to doing business, attracting new investment and attracting the residential mix that will support and promote business growth. Home to a major transport and logistics hub at Laverton North /Truganina, Wyndham City s economy is highly dependent on quality transport infrastructure. New investment and /or ongoing maintenance of industrial estate feeder roads and arterial roads connecting industrial precincts to the Western Ring Road and Princes Freeway is critical to ensure efficient movement of road freight. The potential location and alignment of the Western Interstate Terminal and associated rail corridor proposed as part of the State Government s freight network strategy Freight Futures has the potential of significantly influencing investment, relocation, expansion and retention decisions for Transport and Logistics operations at Laverton North and Truganina. The future development of the Werribee Employment Precinct will be reliant on investment in transport, communication, utility and urban design infrastructure whilst Wyndham City s commitment to the development of the Werribee City Centre could be further enhanced through contributing infrastructure funding from federal and state government agencies. The continued organic growth of the Werribee Tourism Precinct must be matched by investment in roads leading into the precinct including a full diamond interchange at Duncans Road Broadband connectivity will be critical in promoting business opportunities and education outcomes of the resident population. With the role out of the National Broadband Network the city s existing commercial and industrial activity centres and residential estates must be delivered full connectivity within the shortest possible time frame. Securing an efficient and affordable water supply to the Werribee South Irrigation District is critical to maintaining vegetable production to the region. PARTNERS: WYNDHAM CITY: All Council Departments EXTERNAL: LeadWest and Regional Development Australia Werribee Tourism Precinct Partners Committee for Wyndham and Werribee Chamber of Commerce Wyndham industrial Liaison Development Committee Werribee South Ratepayers Association
31 SUPPORTING THEMES / DRIVERS OF CHANGE Image, Promotion and Marketing Objective To promote and market Wyndham City at a local, state, national and international level as a preferred destination to live, work, visit, play and invest Wyndham City s Organisation Marketing Strategy reflects the aspirations of this Economic Development Strategy, identifying investment attraction and retention as a priority. Marketing Wyndham as a sound investment opportunity and as a preferred place for business and investment is one of the ten articulated goals of the Marketing Strategy. Increasing the perception of the city as a provider of quality tourism events and experiences, improving the amenity of the city through the raising of presentation standards, and creating new and compelling cultural experiences are other marketing goals that have a direct relationship with achieving positive economic development outcomes. Working closely and effectively with Communications and Events and other internal and external stakeholders in promoting and developing a positive image for Wyndham City as a preferred business and investment destination is critical to both short and longer term positive economic development outcomes. PARTNERS: WYNDHAM CITY: Communication & Events EXTERNAL: Western Melbourne Tourism City Presentation Destination Melbourne Town Planning Tourism Victoria Event Management Organisations LeadWest
32 SUPPORTING THEMES / DRIVERS OF CHANGE Environmental Sustainability Objective To promote, encourage, and foster environmentally responsible, sustainable and cost effective business practices There are increasing responsibilities on industry to preserve resources and protect the environment. Businesses have an obligation to embrace initiatives that aim to use natural resources more efficiently, reduce carbon outputs and reuse and recycle materials. In attracting new investment and growing Wyndham City enterprises consideration will be given to: Encouraging and promoting small, medium and large businesses to operate within a framework that gives recognition to positive environmental impacts Exploring investment in new and innovative technologies and environmentally responsible business practices Exploring and promoting commercial and industrial construction methods that are designed to: o Capture and utilise water. o Utilise water recycling systems. o Embrace alternative sources of energy. Minimising waste Facilitating state and federal government funding programs that provide opportunities for enterprises to develop new resource efficient technologies and investment in alternative sources of energy PARTNERS: WYNDHAM CITY: Environment and Sustainability EXTERNAL: Sustainability Victoria Town Planning Victorian Employees Chamber Of Commerce and Industry Department Of Business and Innovation
33 SUPPORTING THEMES / DRIVERS OF CHANGE Innovation and Creativity Objective To encourage, promote and foster community and business innovation and creativity. This strategy recognises that the development of human capital will be critical to positioning the local resident workforce to meet the labour demands of the future knowledge economy. Creativity and innovation are an important component of developing the human capital of a community. Wyndham has a strong base from which to grow its creative capacity. This point of difference was noted in the NIEIR report, Growing Melbourne s West, with the rich multicultural history of the municipality identified as the most significant driver of a high creativity score. Wyndham City s Community Arts Strategy aims to establish a hub of creative community activity recognising the need for participation in creative community activity. An ever increasing number of companies are seeking innovative thinkers and encouraging the arts and developing innovative people will assist in growing Wyndham into a city that is home to a broader base of high skilled resident workers and employment opportunities. Business will be provided access and opportunity to participate in programs that support innovation. Programs aimed at helping entrepreneurs, inventors and innovators achieve commercial success will be actively promoted and where required, assistance will be offered in developing funding applications. PARTNERS: WYNDHAM CITY: Arts and Culture EXTERNAL: Innovic (Innovation Victoria) Communication & Events IP Australia AusIndustry Enterprise Connect CSIRO
34 SUPPORTING THEMES / DRIVERS OF CHANGE Partnerships Objective To build and maintain effective partnerships with government agencies, developers and agents, peak business and industry groups, individual companies and regional economic development bodies to assist in the delivery of positive economic and community development outcomes. Positive economic development outcomes have limited potential to succeed if those organisations that seek to drive regional economic growth choose to act independently of others. This strategy makes regular reference to the many partners that will be required to assist in the delivery of the key economic development objectives and supporting themes. Understanding the role that each of these partners can play in promoting the city, accessing funding and investment opportunities and developing the local and regional economy will be critical to the success of this strategy. Partners include but are no restricted to: Internal Council Departments Melbourne s West Export Network Wyndham Industrial and Liaison Development Committee Werribee Chamber of Commerce Committee for Wyndham State and Federal Government Agencies Lead West Western Region Economic Development Forum Other Peak Bodies as identified Victorian Employees Chamber of Commerce and Industry Wyndham BizNet AgriWest Agribusiness Forum Wyndham Tourism Association Werribee South Ratepayers Association Property Developers and Agents Western Melbourne RDA Telecommunication Wholesalers and Retailers Celebrating success and acknowledging business excellence through the Wyndham Business Awards will continue. Promoting innovative companies and industry leaders via e-newsletters and other relevant publications and encouraging successful enterprises to participate in regional, state and federal award and recognition programs will be promoted.
35 SUPPORTING THEMES / DRIVERS OF CHANGE Community Health, Wellbeing and Safety Objective To support the economic development related strategic objectives of Wyndham City s Plan for Community Health, Wellbeing and Safety. The Strategy is further guided by Wyndham City s Plan for Community Health, Wellbeing and Safety. Most particularly the Economic Development Strategy addresses the following strategic objectives articulated in the plan: Increasing opportunities for people to connect and learn together Support increased jobs in Wyndham Increase education and training opportunities for people of all abilities in Wyndham Create pathways to local jobs for job seekers, people experiencing disadvantage, people with a disability and new arrivals Create opportunities for lifelong learning by working in partnership with other organizations
36 APPENDIX 1 ECONOMIC DEVELOPMENT SWOT ANALYSIS WYNDHAM CITY
37 LOCATION, LAND AVAILABILITY and DEVELOPMENT STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Strategic location: excellent transport linkages to freeways, seaports and airports Relatively affordable industrial land compared with other Melbourne industrial nodes Estimated 20 years industrial land supply available Significantly sized industrial greenfield sites held by recognised and respected property development companies Werribee Employment Precinct as centre for significant future employment generation Wyndham City s commitment to the development of Werribee City Centre Growth driven economic development activity Major industrial precinct located at eastern end of municipality with no industrial land zoned at western end of municipality to service future residential expansion Fragmented land ownership within Werribee City and Truganina Employment Precinct Continued requirement to develop a positive City image Werribee City Centre as a major commercial and retail activity centre with the inclusion of high density residential living Werribee Employment Precinct as a major centre for environmentally sustainable high level, high density employment Truganina Employment Precinct as a generator of high skilled employment opportunities through business park development Continuance of minimal speculative investment and accessibility to finance post Global Financial Crisis Native vegetation issues may restrict potential of developable industrial sites Mismatch between Wyndham City s vision for Werribee City, Truganina Employment Precinct and Werribee Employment Precinct with real market forces and market expectations Capacity of existing infrastructure and infrastructure planning to keep pace with growth State Government s level of commitment to Werribee Employment Precinct
38 INDUSTRY PROFILE STRENGTHS Established industry sectors Transport and Logistics Manufacturing Food Technology Agribusiness (broad leaf vegetables) Tourism Ongoing residential development and need for construction based employment WEAKNESSES Wyndham not recognised as a place for significant office development and professional and semi professional employment Current skill level of available resident workforce may not satisfy all enterprises seeking to relocate OPPORTUNITIES Ongoing development of sector strengths Employment considerations for new Structure Planning Precincts Enhancement of knowledge based sectors Generation of environmentally sustainable businesses and the creation of green jobs Generation of employment opportunities to service an ageing community (medical, allied health, domestic services and aged care) THREATS Some uncertainty over access to affordable and appropriate quality water to the Werribee South Intensive Agricultural District Current employment base exposed to manufacturing, retail and construction sectors Inability to provide education and training opportunities to meet the future needs of a knowledge based economy
39 INFRASTRUCTURE STRENGTHS Road connections to Princes Freeway and Western Ring Road Laverton North and Truganina Industrial Precincts allow for large articulated transporters WEAKNESSES Poor access and availability of fibre to the premises broadband in new residential and industrial precinct. Broader public transport issues associated with delivery of an efficient integrated rail and bus service West Gate Bridge at capacity in peak traffic periods Road linkages to the Werribee Tourism Precinct OPPORTUNITIES Werribee Employment Precinct and Werribee City Centre Roll out of National Broadband Network Regional Rail Link Western Interstate Rail Terminal Ongoing development of Avalon Airport Melbourne East West Link THREATS Potential lack of support and funding commitment from state and federal government
40 EDUCATION and SKILLS DEVELOPMENT STRENGTHS Home to major university campus: Victoria University Presence of satellite tertiary campuses including University of Notre Dame and Melbourne University State Government Special Entry School (Suzanne Cory High School) Active and committed Local Learning and Employment Network Diversity of government, catholic and other religious based secondary and primary schools Provision of library services available and planned Changing demographic moving beyond traditional blue collar workforce WEAKNESSES Fibre to the Premises Broadband not available to all residents Courses offered by education providers may not be addressing all future needs in knowledge based employment Higher than state average of level of youth disengagement in education and employment pathways OPPORTUNITIES Attraction of education institutions to Werribee Employment Precinct Development of a Trade Training Centre Enhancement of linkages between education providers and industry Attraction of new private secondary and primary schools THREATS Slow or limited rollout of National Broadband Network Regional competition for advanced tertiary education institution expansion and relocation Education institutions responding to current trade based employment needs at the expense of future knowledge based employment needs
41 RESIDENT WORKFORCE and ACCESS TO EMPLOYMENT STRENGTHS Highest employing sectors: o Manufacturing o Retail o Construction Young available labour force Relative high level of access to blue collar industrial based employment opportunities Approximately 60% of resident workforce employed in professional and semi professional employment WEAKNESSES Level of residents with Diploma or Degree qualifications below state average Level of residents holding Certificate qualifications below state average Access to professional and semi professional employment OPPORTUNITIES Expected continued growth in transport and logistics sector Consolidation and development of manufacturing sector against national trends Access to higher skilled employment opportunities generated in the Werribee Employment Precinct, Werribee City and Truganina Employment Precinct Encouragement of Home Based Business THREATS Werribee City and Werribee Employment Precinct not market ready for skilled employment investment State Government commitment to Werribee Employment Precinct wains Inadequate access to education institutions, courses and training programs to meet future skill development
42 TABLES (ABS CENSUS 2006)
43 (ABS CENSUS 2006)
44 (ABS CENSUS 2006)
45 RESOURCES This Economic Development Strategy is informed by the following documents and resources: Wyndham City Council City Plan 2010 2014 Wyndham City Quality Community Plan 2007 Growing Melbourne s West, National Institute of Economic and Industry Research (NIEIR) 2004 Western Region Employment and Industrial Development Study, Ratio Consultants 2007 Strategies to Increase Employment in the Werribee Growth Area, McLennan Megasanik 1990 Planning Local Economic Development Theory and Practice, Blakely and Bradshaw 2002 Melbourne 2030 Update Melbourne @ 5 Million, Department of Planning and Community Development 2008 Western Irrigation Futures, City West Water 2011 Forecast id: www.forecast.id.com.au Updating Melbourne s West, Centre for Strategic Economies Victoria University 2010 Planning for Employment and Industry in Melbourne s Growth Areas, GAA October 2011