Economic
Development
Strategy
Updated April 2014
Executive Summary 2
Section 1 – Introduction 4
1.1 Bayside in context 5
1.2 Local economic development as a concept 5
1.3 Scope and purpose of EDS update 5
1.3.1 Community Plan 2020 and Council Plan 2013 – 17 priorities 5
1.3.2 New research and data on the Bayside economy 5
1.3.3 Plan Melbourne Metropolitan Strategy and reformed Planning Zones 7
1.3.4 Victorian Parliamentary Inquiry into Economic Development in Victoria 7
1.3.5 Actions implemented since 2010 7
1.3.6 Scope of 2013 update to EDS 7
1.3.7 Areas beyond the scope of the 2013 update 7
1.4 Policy Context 8
1.4.1 Bayside 2020 Community Plan 8
1.4.2 Bayside Council Plan 2013 - 2017 8
1.4.3 Bayside Tourism Strategy 2013 9
1.4.4 Other Council policies and strategies 9
Section 2 – Economic Characteristics of Bayside 10
2.1 Introduction 11
2.2 Bayside’s population and workforce 11
2.2.1 Bayside’s population structure and age groups 11
2.2.2 Summary and conclusions – Bayside’s population structure by age 13
2.2.3 Employment in Bayside and labour force characteristics 13
2.2.4 Bayside residential labour force characteristics and status 14
2.2.5 Summary and conclusions – Bayside’s labour force status 15
2.2.6 Residential labour force occupation characteristics 15
2.2.7 Summary and conclusions – Bayside’s occupational characteristics 18
2.2.8 The industries of employment for Bayside’s residents 18
2.2.9 Summary and conclusions – industries of employment of Bayside’s residents 20
2.2.10 Jobs in Bayside 20
Shift-share analysis 24
2.2.12 Summary and Conclusions– Employment in Bayside and its labour force 25
2.3 Bayside’s business landscape and activity 26
2.3.1 Introduction 26
Contents
2.3.2 Business establishments in Bayside by number of employees 26
2.3.3 Business establishment turnover in Bayside – 2011 27
2.3.4 Commercial investment activity in Bayside 28
2.4 Conclusions – What do we now know about the Bayside economy? 30
2.4.1 Key observations 30
2.4.2 Bayside’s comparative advantages and strengths 30
3. Council’s Economic Development Vision and Strategic Objectives 32
3.1 Evaluation and key findings of the 2013 update 33
3.2 Economic outlook and directions 33
3.3 Council’s Vision and Objectives 34
3.4 Analysis of Action Program 2010-13 35
4. Bayside as a regional economy and opportunities to foster growth 46
4.1 What drives Bayside’s economy? 46
4.1.1 Human capital, particularly educationand skills 48
4.1.2 Sustainable communities and population growth 48
4.1.3 Comparative advantage and business competitiveness 48
4.1.4 Economic connectivity 49
4.1.5 Effective cross-sectoral and intergovernmental partnerships 49
4.1.6 Recent State Government policy changes and directions 49
Plan Melbourne Metropolitan Strategy 49
Planning Zone changes 50
4.1.7 Bayside’s economic development outlook and priority action areas 50
5. SWOT and Action Plan 52
5.1 Economic Driver 1 – Leveraging and building Bayside’s human capital 53
5.2 Economic Driver 2 – Sustaining economic growth in Bayside 55
5.3 Economic Driver 3 – Strengthening Bayside’s businesses: comparative advantages and competitiveness 58
5.4 Economic Driver 4 – Economic connectivity and access to markets 61
5.5 Economic Driver 5 – Leveraging cross-sectoral and intergovernmental partnerships 62
5.6 Bayside’s key commercial precincts 63
5.6.1 Bayside’s Activity Centre network 63
5.6.2 Findings of the Bayside Business Monitor 2012 63
5.6.3 Bayside’s activity centres and action plan 66
5.7.1 Bayside Business Employment Area (BBEA) 70
5.7.2 Findings of the Bayside Business Monitor 2012 70
5.7.3 BBEA action plan 70
Appendix 1 – Acronyms, Glossary of Terms and Bibliography 73
Acronyms 73
Terms used 73
Bibliography 74
Appendix 2 – Shift-Share Analysis 74
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Economic development is a core area of responsibility for Council under the Local Government Act 1989. Bayside City Council adopted its first Economic Development Strategy (EDS) in November 2010. The purpose of the EDS was to provide a strategic framework for Council to support the sustainable development of the local economy, with particular reference to:
“…the needs and trends within the existing community and …opportunities to promote investment and employment growth within the changing local, domestic and international economic and environmental landscape.”
The 2010 EDS outlined the key dynamics of the local Bayside economy. Data from the 2006 ABS Census and the 2006 Bayside Business Monitor informed the EDS, together with opportunities to increase Bayside’s economic profile. These opportunities were then aligned with Council’s five key objectives for the municipality’s economic direction, and an action plan of value adding projects and programs was established.
Since the adoption of the EDS in 2010, many of the projects and programs that were within the action plan have been delivered and/or established, including the Bayside Business Monitor (2012). This comprised a detailed survey of Bayside’s major commercial precincts and was delivered soon after the release of the Australian Bureau of Statistics (ABS) 2011 Census of Population and Housing. The Census contained updated data on Bayside’s employment, businesses and demographics. Significant policy shifts have also occurred since the 2010 EDS was adopted, including the adoption by Council of the Bayside 2020 Community Plan, the Council Plan 2013-17, and changes by the Victorian Government to the Victorian Planning Provisions (VPPs).
The Bayside Economic Development Strategy 2014-19 provides an update of the performance and trends within the Bayside economy, and identifies the policy options available to Council in light of changes to the VPPs. The 2014-19 EDS also comprises an update to Council’s Action Plan for economic development, supported by the framework of the strategic objectives set in the 2010 EDS, the Bayside 2020 Community Plan and the Council Plan 2013-17.
The strategy identifies one of the key advantages of the Bayside economy is the desirability of its location to reside in, work and enjoy.
Journey to Work data in the 2011 Census indicates that the municipality sits within a broader economic region in Melbourne’s south-east that stretches from the CBD to as far as Dandenong. Bayside’s integration within this economic region means there is a continuous flow of labour, investment, wages and profits to and from the municipality. Bayside’s economic performance will therefore depend critically upon the performance, patterns of trade and trends in this broader metropolitan context.
Nevertheless, the local economy is also subject to the same endogenous and exogenous factors which result in activity and growth as any regional economy. The drivers of sustainable economic growth and prosperity can be grouped into five categories:
1. Human capital
2. Sustainable communities and growth
3. Comparative advantage and business competitiveness
4. Access to markets
5. Effective governmental/private partnerships and integrated regional planning.
While much of Bayside’s land is used for non-commercial purposes (particularly residential), an estimated 33,000 people work within the LGA boundaries of Bayside. Approximately 48,900 of Bayside’s residents are employed, many of whom work outside of the municipality. Bayside’s highly educated and skilled workforce is primarily occupied in the service sector. The businesses operating in Bayside are overwhelmingly small to medium enterprises, also with a heavy service sector focus.
Bayside is at the forefront of transitions within the broader national economy towards information and highly-skilled based ‘quaternary’ and ‘quinary’ sector activities. This is considered a positive trend, as wages and profit potential in these specialised sectors is high. Being information and knowledge based also means that these sectors avoid some of the negative environmental externalities of earlier primary and secondary sector production. Bayside is therefore well positioned to balance the preservation of local amenity and a quality lifestyle, with high quality local employment and investment opportunities.
Based on the foundational information on the performance and structure of Bayside’s economy now available, Council’s role is to identify actions to consolidate and strengthen the key drivers of Bayside’s economy, whilst preserving a high quality lifestyle for residents.
Consequently, Council’s vision for Bayside’s economy over the life of the strategy is that:
“Bayside will be Victoria’s most attractive place to live and work, with new growth and investment in a local economy and business community increasingly structured around innovative, knowledge and service oriented enterprises.”
A new comprehensive five-year Action Plan has been developed that addresses the fundamental drivers of growth in the Bayside economy and also identifies special projects that will be undertaken to enhance the major commercial area’s in the municipality.
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1. Introduction
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Bayside is a Local Government Area (LGA) in south-east Melbourne and according to the Australian Bureau of Statistics (ABS), Bayside’s estimated resident population was 98,368 (as of 20th June 2013). The municipality covers an area of approximately 37 square kilometres, bounded to the west by a 17 kilometre stretch of Port Phillip Bay coastline from Brighton to Beaumaris, and to the east by Nepean Highway and the Frankston railway line. Bayside comprises established middle-ring suburbs and its predominant land use is residential.
Bayside is a desirable location to live and work, enjoying very favorable characteristics, including:
• residents have a much higher than average weekly household income profile
• residential, commercial and industrial property values are high
• the residential and non-residential workforce is highly skilled – managerial and professional occupations dominate the employed residential workforce
• unemployment is low.
See Section 2 – Bayside’s Economic Characteristics for further detail.
Bayside is not an economic region in its own right. It is part of a larger economic region in south-eastern Melbourne. The economic sphere of influence impacting on Bayside extends to the local government areas of Glen Eira, Kingston, Port Phillip, Stonnington, Monash, Melbourne, Frankston and Greater Dandenong. As a result, economic changes (such as new businesses, business closures, industry restructuring, new infrastructure and changing policies) in this broader region affect Bayside’s business environment.
Economic development is a significant component of Council’s functional responsibilities, policies and work program. Economic development also articulates part of Council’s relationship with business and resident communities. Council has a role to facilitate innovation, investment and job creation and to enhance the reputation of Bayside as a modern and progressive municipality.
Council’s role in economic development is implicit in Part 1A of the Local Government Act 1989 – S3c (2), which states “in seeking to achieve its primary objective, a Council must have regard to the following facilitating objectives:
(a) to promote the social, economic and environmental viability and sustainability of the municipal district;
(d) to promote appropriate business and employment opportunities.”
Council adopted the inaugural Economic Development Strategy (EDS) in November 2010 setting a vision and strategic framework for managing and enhancing Bayside’s local economy over a five year period. Within the framework of the Local Government Act 1989 and the Council Plan 2009-13, the 2010 Strategy addressed four key factors:
• the existing structure of the Bayside economy
• directions and needs of the Bayside community, taking into account current trends
• the broader regional economic context
• implications from state, national and global economic drivers and factors.
The scope of the 2010 EDS was:
“To document a Strategy that is consistent with the needs and trends within the existing community and that identifies opportunities to promote investment and employment growth within the changing local, domestic and international economic and environmental landscape.”
Since the original EDS was adopted by Council, a number of key developments have occurred that provide an impetus to update the Strategy.
1.3.1 Community Plan 2020 and Council Plan 2013 – 17 priorities
In 2011 the Bayside 2020 Community Plan was adopted following an extensive program of community engagement and consultation on what is important to the local community and its vision for Bayside for the decade through to 2021. Council adopted the new Council Plan 2013-17 in 2013, which elevated the function of economic development and tourism to one of the plan’s seven key goals and identified new areas of attention. These two policy documents are central to Council’s planning and policy framework and it is imperative that economic development initiatives are responsive to the priorities set by Council and the community. The next Section (1.4) addresses these two policy documents in detail.
1.3.2 New research and data on the Bayside economy
In addition to the new priority given to economic development in Bayside by Council, a considerable amount of new economic data for Bayside has since become available. The analysis of the four key economic factors (see page 4) that were identified in the 2010 EDS were underpinned by two primary sources of data: the Australian Bureau of Statistics Census of Population and Housing 2006 and the 2006 Bayside Business Monitor. This 2014 update incorporates new data from the ABS Census of Housing and Population 2011 and the findings of the Bayside Business Monitor 2012. This update will ensure Council’s approach to economic development is based on current data and that the strategic approach remains relevant and targeted.
1.2 Local economic development as a concept
1.3 Scope and purpose of update
1.1 Bayside in context
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Figure 1.1 City of Bayside
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1.3.3 Plan Melbourne Metropolitan Strategy and new Planning Zones
In July 2013, changes were introduced by the Victorian Government to the Victorian Planning Provisions (VPPs). The policy changes, which include significant changes to commercial and residential planning zones, have ramifications for permissible land uses in Bayside’s key commercial precincts. As this will change the investment environment that underpins economic growth, the changes to the VPPs require Council to identify areas of further strategic work that will ensure that Council’s economic development priorities are maintained through the transition to the new VPPs. Council’s strategic work will ensure that the Local Planning Policy Framework implements the State VPPs consistent with the economic development objectives in this Strategy.
In October 2013 the Victorian Government released the draft Plan Melbourne Metropolitan Strategy which articulates the Government’s vision for Melbourne’s development through to 2050. The implications of Plan Melbourne for economic development in Bayside will only be fully understood once the Government has finalised the framework for its implementation. However, indications are that there is significant alignment between Plan Melbourne and Council’s objectives for economic development in Bayside. The State Government’s plan is to finalise Plan Melbourne in early 2014.
The implications of these new directions for economic development in Bayside are analysed in Section 4.
1.3.4 Victorian Parliamentary Inquiry into Economic Development in Victoria
The Victorian Parliament’s Economic Development and Infrastructure Committee received terms of reference from the Legislative Assembly to conduct an Inquiry into Local Economic Development Initiatives in Victoria in June 2012 and tabled its report in July 2013.
At the time of writing, the Victorian Government is yet to respond to the tabled report, which it is required to do by 31 January 2014. It is appropriate for Council to reserve its response to the Inquiry’s findings and recommendations until the Government indicates what changes to the practice of economic development in Victoria it will adopt as policy. Once advice from the Government is received, Council can then formulate an appropriate response. The report makes 43 recommendations on:
• clarifying the roles of government, the private sector and the community in economic development
• reinforcing the importance of economic development for communities
• promoting and strengthening collaboration and partnerships with the private sector
• infrastructure funding and delivery mechanisms
• improving investment attraction schemes
• improving the Victorian regulatory environment
• local government electoral reform.
1.3.5 Actions implemented since 2010
In addition to newly available information to incorporate into Council’s approach to local economic development, 34 of the 49 actions from the five year work plan (commencing late 2010) in the current EDS have been implemented or established. An overhaul of the action areas in the plan is therefore appropriate to ensure the current actions are responsive. The new information also provides further opportunities for Council to pursue. The updated action areas incorporates the lessons learned from projects and programs implemented since 2010. For an analysis of the work plan, please refer to Section 3.4.
1.3.6 Scope of 2013 update to EDS
In light of these key developments, an update to the EDS is appropriate to maintain the relevance and efficacy of Council’s actions. In particular, this update seeks to ensure that the appropriate direction for economic management of the municipality is maintained, adhering to the principle of an evidence-based policy.
The scope of this update therefore extends to:
• incorporating and analysing newly available data
• identifying emerging economic trends
• identifying possible impacts from the new VPPs zone changes and strategic ramifications
• reviewing and updating the action plan undertaken by Council’s Economic Development Unit over a further five year period to ensure its appropriateness in its initiatives to enhance the local economy and to meet the facilitating objectives of the Victorian Local Government Act 1989 as discussed above.
1.3.7 Matters beyond the scope of the 2013 update
The vision for economic development in Bayside and the key objectives set in the 2010 have been examined at length and are not considered necessary to review. The 2010 EDS objectives and vision were developed through an extensive program of consultation and collaboration with local stakeholders, and in light of the key finding in Section 2 that Bayside’s overall economic composition and priorities remain the same as those identified in 2010 at a macro level, it is unnecessary to change the vision or strategic objectives to Council’s approach to local economic management.
1Council was invited to make a submission and did so in September 2012, which is available for viewing on the Victorian Parliament’s website. www.parliament.vic.gov.au
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1.4.1 Bayside 2020 Community Plan
The Community Plan articulates the community’s vision for Bayside over a ten year period. Based on an extensive and ongoing community engagement process, it sits at the heart of Bayside’s planning framework, providing an essential reference for all of Council’s plans, policies and strategies.
The vision of Bayside’s residents with respect to local economic management is that the community and business groups need opportunities to come together and identify new initiatives. Leadership from an economic development perspective is multi-faceted, including, but not limited to addressing climate change, promoting innovation and supporting knowledge-based industries. Collaboration between community, decision makers and business can enhance infrastructure, investment, employment opportunities, economic development and local liveability.
In particular, the Community Plan identified three areas of focus for economic management by Council:
Economic Leadership
Council can continue to build its facilitating and enabling role in local economic advocacy. Examples include the work already being done in managing activity centre developments and employment areas and associated implementation through the planning scheme. When Council knows what is important for its community and can support this knowledge
through its actions, it creates community support and connections to address the larger issues.
Village Life
By continuing to enhance and promote the local villages and shopping centres, there is a wonderful opportunity for them to become more vibrant, active and dynamic centres and meeting places for all age groups.
Sustainable Communities
Promoting sustainable development is not just about the built form of the community. The streets and roads and pathways and lifestyle of the area have changed. There are fewer car parks, more commuting and a disparate sense of community. With the increase in home-based work, Council can support options for living and working in the same area. Working from home is a sustainable concept that can be better recognised by Council.
The update to the EDS is informed by these community aspirations, and identifies opportunities where they can be enhanced with further analysis and through the actions undertaken to implement them.
Note that the 2020 Community Plan’s priorities for local tourism are addressed separately in the Bayside Tourism Strategy 2013.
1.4.2 Bayside Council Plan 2013 – 2017
The Council Plan 2013 – 2017 includes seven key goals aligned to the key priority areas of the Community Plan. Goal 6 – A thriving local economy (page 16) directly relates to economic development.
Goal 6 - A thriving local economy
Council Plan Goal (What we want from Bayside)
Strategic Objective (The outcomes we are seeking to achieve) Strategies (Our priorities over the next four years)
Strategic Indicators (How we will measure our success)
Goal 6 - A thriving local economy Bayside will be recognised as a leading business hub and a prominent coastal tourist destination.
Strategic Objective 6.1 Supporting creation of a strong, creatuive and innovative local economy
Strategy 6.1.1 Enhancing and improving our foresjore, assets and attractions to strengthen tourism in Bayside Strategy 6.1.2 Working with our business community to provide opportunities for growth and prosperity Strategy 6.1.3 Promoting business and tourism features and opportunities
• Percentage of annual initiative achieved (as set out within the Annual Budget)
• Improved comminity satisfaction rating for business and community development and tourism
• Percentage of annual actions from the Economic Development Strat-egy implemented
• Percentage of annual actions from the Tourism Strategy implements
• Incresed number of tourism publications distributed• Increased level of busines participation in the Bayside Business Net-
work
1.4 Policy Context
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Council Plan Goal 6, Strategic Objective 6.1 and the three key Strategies (6.1.1 – 6.1.3) articulate Council’s overall priorities for economic development focus over the next four years. The role of the updated EDS is to expand this focus into an overall framework of actions and policy to achieve Council’s Strategic Objective for local economic management.
The Council Plan’s strategic indicators are reflected in the action plan of this Strategy (See Section 6). Delivery of the projects, activities and programs are set out in the action plan are in the ‘annual actions’ to be implemented.
1.4.3 Bayside Tourism Strategy 2013
Reflecting the specific focus on tourism set by the community in the 2020 Community Plan, and reflected in Goal 6 of the Council Plan, the Bayside Tourism Strategy (2013) addresses the local tourism sector directly. As tourism has specific benefits and management challenges that are distinct from other
areas of economic development, the Tourism Strategy has been formulated to articulate Council’s dedicated tourism activities and priorities. The Tourism Strategy functions as a subordinate strategic plan to the EDS and the vision and strategic objectives of the EDS also set the parameters of economic management for tourism.
1.4.4 Other Council policies and strategies
Local economic development encompasses a wide variety of functions within Council, ranging from dedicated projects and programs to more indirect policies and actions that promote a wide range of economic externalities such as transport, land use planning, health and community wellbeing. The EDS has a symbiotic relationship with these other strategic plans. The EDS is informed by the objectives and analysis in these documents and concurrently sets objectives and a framework for economic development.
The position of the EDS within the hierarchy of Council’s policies and strategies can be seen in the figure below:
Community’s vision
BAYSIDE 2020 COMMUNITY PLAN
Statutory four-year principal strategic plan for Council
COUNCIL PLAN 2013-2017
Major planning references
MUNICIPAL STRATEGIC STATEMENT
Relevant Council operations and planning documents
Bayside Major Activity Centre Structure Plans
Streetscape Masterplans
Parking Precinct
Plans
Relevant Council Strategies informed by and informing the EDS
Bayside Housing Strategy
Climate Change
Strategy
Libraries, Arts and Culture Strategy
ECONOMIC DEVELOPMENT
STRATEGY
Subordinate economic strategies
Tourism Strategy 2013
Wellbeing for All Ages and Abilities
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2 - Economic
Characteristics of
Bayside
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This section outlines current information on the Bayside economy relevant to formulating the analysis and policy responses (See Section 3).
2.2.1 Bayside’s population structure and age groups
Relative to other urban areas of Melbourne, Bayside does not have an abundance of ‘hard’ economic infrastructure in the form of industrial areas with extensive plant and machinery. Bayside’s largest commercial area, the Bayside Business Employment Area (BBEA), is comparatively small on a metro scale at approximately 100 hectares in size and is shifting
from industrial uses to more office and retail-oriented functions. Reflecting the high-socio economic characteristics of the area, Bayside’s service-dominated economy is largely skilled labour, rather than capital-based. As such, demography and labour force characteristics are of central importance to consider in developing an economic profile of Bayside.
Bayside is one of the most advantaged municipalities in Melbourne in terms of the ABS Index of Economic Resources (IER, see Figure 2.2.1 above), which focuses on the financial aspects of relative socio-economic advantage and disadvantage, by summarising variables related to income and wealth. This index excludes education and occupation variables because they are not direct measures of economic resources. A high score indicates relatively greater access to economic resources in general. For example, an area may have a high score if there are many households with high income, or many owned homes.
Bayside has a large proportion of residents in relatively high socio-economic quartiles. Residential, commercial and other land values are high, unemployment is low and the workforce is skilled. According to the Australian Bureau of Statistics (ABS), Bayside’s estimated resident population was 98,368 (as of 20th June 2013).
Figure 2.2.1 ABS Index of Economic Resources 2011 by Local Government Area
2.1 Introduction
2.2 Bayside’s population and workforce
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2011 2006 Change
Service age group (years) Number %Greater
Melbourne %
Number %Greater
Melbourne %
2006 to 2011
Babies and pre-schoolers (0 to 4) 5,552 6.0 6.5 5,588 6.4 6.3 -36
Primary schoolers (5 to 11) 8,941 9.7 8.4 7,951 9.0 8.8 +990
Secondary schoolers (12 to 17) 7,077 7.7 7.3 7,096 8.1 7.8 -19
Tertiary education & independence (18 to 24) 7,052 7.7 10.1 6,390 7.3 10.1 +662
Young workforce (25 to 34) 7,198 7.8 15.4 7,909 9.0 14.8 -711
Parents and homebuilders (35 to 49) 20,998 22.9 22.0 20,879 23.8 22.7 +119
Older workers & pre-retirees (50 to 59) 13,047 14.2 12.1 12,364 14.1 12.2 +683
Empty nesters and retirees (60 to 69) 10,145 11.0 9.0 7,985 9.1 8.1 +2,160
Seniors (70 to 84) 8,502 9.3 7.4 8,954 10.2 7.6 -452
Elderly aged (85 and over) 3,303 3.6 1.8 2,792 3.2 1.6 +511
Total population 91,815 100.0 100.0 87,908 100.0 100.0 +3,907
Table 2.2.1 Age structure - service age groups
Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented by profile .id
Analysis of the five year age groups in Bayside in 2011 compared to Melbourne shows that there was a higher proportion of people in the younger age groups (under 15) as well as a higher proportion of people in the older age groups (65+).
From 2006 to 2011, Bayside’s population increased by 3,878 people (4.4%). This represents an average annual population change of 0.87% per year over the period.
Analysis of the service age groups of the Bayside in 2011 compared to Melbourne (Table 2.1 and Figure 2.1) shows
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that there was a higher proportion of people in the younger age groups (0 to 17 years) as well as a higher proportion of people in the older age groups (65+ years).
The largest changes in age structure in this area between 2006 and 2011 were in the age groups:
• empty nesters and retirees (60 to 69) (+2,160 persons)
• primary schoolers (5 to 11) (+990 persons)
• young workforce (25 to 34) (-711 persons)
• older workers and pre-retirees (50 to 59) (+683 persons).
The most striking trend gleaned from Table 2.1 and Figure 2.1 is the significant disparity between Bayside’s ‘Young Workforce – 25 to 34’ demographic and that of Melbourne. The Bayside demographic of young workers has declined both in absolute terms and relative terms to the equivalent Melbourne rate since 2006. This is likely to be related to the metropolitan housing market dynamics in recent years which has seen residential properties rise rapidly in price, making them unaffordable to younger buyers. A comparative mismatch between the local employment offer in Bayside and young workforce skills (relative to the jobs available in the CBD and other metropolitan areas) may also explain in part the low proportion of this group in Bayside.
Population growth forecasts through to 2031 prepared by Profile .id are as follows:
Bayside’s population is projected to continue to grow moderately for the next two decades. The Department of Transport, Planning and Local Infrastructure (DTPLI) has forecast in Victoria in Future 2012 that between 2011 and 2031, Bayside will grow by 8,689 people. This has been modelled to require an extra 4,379 dwellings (See Bayside Housing Strategy 2012 for further information).
2.2.2 Summary and conclusions – Bayside’s population structure by age
The age structure of a local population and indications of growth are significant to local economic development as they provide indicators of both demand for local services and labour force availability.
Bayside has had a relatively stable population in recent years, but is forecast to grow by over 11% over the next two decades. Whilst Bayside has a significantly smaller
young workforce cohort relative to Melbourne, it does have a larger number of older, experienced workers. Reflecting national workforce trends over the last two decades, many of the rapidly growing 60-69 cohort may continue to work part-time.
These demographic growth trends suggest that the demand for local access to niche employment and services is likely to further grow in Bayside for the foreseeable future. A focus for Council should therefore include the consolidation of local employment opportunities and business activity to ensure service provision meets this growing demand.
Approximately 40% of Bayside’s residents are over the age of 50, and the municipality has a skew of approximately 2% in each age cohort above 50 years of age above the metropolitan average.
The skew of Bayside’s age structure towards a relatively large proportion of older age residents has implications for economic development. Bayside’s retirement and senior citizens will be reliant on community and government support programs, pensions, investments and assets, and/or superannuation funds for their wealth and income. This means that Council’s approach to economic development must address the needs of post-employment residents as well as those of a working age, to ensure a comprehensive approach to promoting economic wellbeing throughout Bayside’s community.
2.2.3 Employment in Bayside and labour force characteristics
“The labour force is a fundamental input to domestic production. Its size and composition are therefore crucial factors in economic growth. From the viewpoint of social development, earnings from paid work are a major influence on levels of economic wellbeing.”
(Australian Social Trends – ABS, 1995)
In profiling local labour, it is important to note immediately that the Bayside residential labour force and workers in Bayside are distinct terms.
• Bayside’s residential labour force’ or ‘working residents’ refers to residents of Bayside who currently work or are actively seeking work. Approximately 49,000 Bayside residents currently work full time2 approximately two-thirds of working residents indicated in the 2011 Census that they travel outside of Bayside to their place of employment.
• ‘Workers in Bayside’ refers to the estimated 33,000 persons whose place of employment is located within Bayside. it is estimated that approximately half of this group are employees who work in Bayside but do not live in the municipality
It is significant for Bayside’s future economic development that two-thirds of working residents are employed outside the boundaries of the municipality as that it means that much of Bayside’s local prosperity will be linked to the economic performance of other areas throughout Melbourne, well beyond the Council’s area of governance.
Bayside Population Forecast – 2013 to 2031
Forecast population 2013: 97,400
Change between 2013 and 2031: +10,975
Average annual percentage change between 2013 and 2031:
0.59% per annum
Total percentage change between 2013 and 2031: 11.27%
2Estimate provided by SGS Economics and Planning Pty Ltd based on ABS Census 2011 journey-to-work data. Census figures relating to Bayside residential workforce and workers have been modified in these estimates to take into account shortcomings of the census journey-to-work data, which have been shown to undercount both the working residents and workers employed in an LGA by approximately 20%.
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2.2.4 Bayside residential labour force characteristics and status
The labour force participation rate refers to the proportion of Bayside residents over 15 years of age that are employed or actively looking for work. The labour force participation rate of the population in Bayside in 2011 was a slightly lower proportion in the labour force (61.6%) compared with Melbourne (62.5%); however, labour force participation has grown in absolute numbers by approximately 10% between 2000 and 2010 according to the Department of State Development, Business and Innovation’s (DSDBI) Industry Atlas of Victoria (2011, page 32).
As can be seen in Figure 2.4.1 below, approximately 58% of Bayside’s working residents are employed full time and 37% part time. Unemployment in Bayside’s residential labour force is very low, at approximately 3% in 2011, which is approaching what is considered in academic discourse to be the full employment rate of 2.5%3 .
Figure 2.3.1 Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented in profile by.id
Figure 2.3.2 Source: ABS Census of Population and Housing 2006 and 2011. Compiled and presented in profile by.id
3McDonald, I (2007), Where is full employment?, University of Melbourne Department of Economics Research Paper 1011 (Published in Dialogue, 2007, vol. 26, 2, 81-92)
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Figure 2.4.1 Employment status of Bayside’s working residents, 2011
2.2.5 Summary and conclusions – Bayside’s labour force status
The most significant feature of Bayside’s labour force is the distinction to be drawn between its residential labour force and workers in Bayside. While there is overlap between these groups (i.e. employees who both reside and work within the boundaries of the Bayside LGA), data is only available on these groups as distinct entities.
The prosperity of Bayside as a community is heavily (though not exclusively) related to the employment of its residents. While the local employment offer (i.e. jobs available in Bayside) is important to the prosperity of residents through access to goods and services and, for some, also convenient employment close to home, much of Bayside’s prosperity will be linked to the economic performance of other areas throughout Melbourne.
The mobility of Bayside’s residential labour market can be seen as advantageous. The ability of Bayside’s residents to secure employment throughout Melbourne
brings new wealth to the area in the form of wages earned and indicates a flexibility to source employment in the regions of Melbourne which best matches their skills and provide the highest income.
2.2.6 Residential labour force occupation characteristics
An understanding of the occupation profile of local residents is important to analyse in order to understand the position of working residents within the production chain. SGS Economics and Planning (SGS) estimates that in 2011 approximately 48,900 Bayside residents were employed, a figure which comprises both full-time and part-time workers. This is an increase of approximately 18% over the 41,500 residents estimated to have been employed in 2006.
Figure 2.6.1 illustrates that a significantly higher proportion of working Bayside residents are classified as managers and professionals relative to the Melbourne average.
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The major differences between the jobs held by Bayside residents and Melbourne overall were:
•alargerpercentageofpersonsemployedasprofessionals(33%comparedto24%) •alargerpercentageofpersonsemployedasmanagers(21%comparedto13%) •asmallerpercentageofpersonsemployedastechniciansandtradesworkers(8%comparedto13%) •asmallerpercentageofpersonsemployedaslabourers(3%comparedto8%).
Figure 2.6.1 – Employment by occupation, Bayside 2011
The largest changes in the occupations of residents between 2006 and 2011 in Bayside were for those employed as:
• professionals (significantly increased) • community and personal services (noticeably increased) • managers (noticeably increased) • labourers (noticeably decreased) The occupational profiles of working Bayside residents largely accounts for the municipality’s high income levels relative to Melbourne:
Figure 2.6.2 – Change in employment by occupation, Bayside 2006 - 2011
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Figure 2.6.3 is all the more remarkable when the relatively large number of pension-aged residents is considered. Bayside’s residents also possess relatively more tertiary qualifications than Melbourne overall, significantly more so in terms of Bachelor degrees or higher.
Figure 2.6.3 – Income, Bayside 2011
Figure 2.6.4 – Qualifications, Bayside 2011
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A highly-skilled and educated workforce can help regions take advantage of new opportunities and overcome challenges. Regions with a highly-skilled workforce are more resilient to change as skilled workers have greater capacity to adapt and move between different occupations and industries. This ‘human capital’ development also improves workforce mobility, allowing individuals to move between occupations and regions to improve their own welfare.
2.2.7 Summary and conclusions – Bayside’s occupational characteristics
Reflecting Bayside’s high socioeconomic status as an area in general, the local residential workforce is relatively highly-skilled and has an income distribution skewed towards higher incomes and white collar, higher skilled employment relative to Melbourne overall. This characteristic appears to have intensified somewhat, judging by the significant growth in residents who are managers and professionals since 2006, and the concurrent decrease in the number of labourers.
The skill profile of the residential labour force is very important to economic performance: A well-educated and highly skilled workforce is relatively better placed to confront economic changes (such as structural changes in the economy which displace existing firms and industry), all else being equal. In particular, it is notable that employment of Bayside residents has grown 18% in absolute terms since 2006, an annual average growth rate of approximately 3.4%. This rate is slightly slower than Melbourne’s average annual growth in employment rate over the five year period, which was 4.2%.
SGS estimates that the employment of Bayside’s residents will grow by 2016 to approximately 51,400 persons. This suggests a slower average annual growth rate of approximately 1% per annum. Employment across Melbourne is also forecast to increase at a slower annual average rate of approximately 1.9% through to 2016.
2.2.8 The industries of employment for Bayside’s residents
Many of Bayside’s working residents have a place of employment outside of the boundaries of the municipality, and so it is important to note that the industries in which Bayside residents are employed is not the same as the industries which comprise the local Bayside economy.
It is, however, useful to understand the key industries of employment for Bayside residents to identify those most significant to local prosperity. A comparison can be drawn with the employing industries located within Bayside itself (See Section 2.3) to identify the industries that could be promoted that have a higher employment relevance to Bayside’s residents.
‘Industry’, ‘sector’ and ‘occupation’ explained:
‘Industry’ and ‘Sector’ are related but distinct economic terms. An ‘industry’ refers to the classification of common types of economic activity (e.g. all employment or investment related to the manufacturing of cars) which the ABS categorises at their broadest level of common activity into ‘divisions’. The current 19 industry divisions used by the ABS are those observable in Figure 2.8.1 ‘Sectors’ are groups of industry divisions which have common features of production, such as those industries which produce goods and those which produce services. The Primary Sector comprises the agricultural (etc.) and mining industries. The Secondary Sector comprises manufacturing, utility (electricity, gas etc) and construction industries. These sectors are characterised by the production of physical goods.
The Tertiary Sector can be viewed as all ABS industries from wholesale trade to other services. These industries are characterised by the production of services. ‘Quaternary’ and ‘Quinary Sector’ are terms used by economists (Kenessey, 1987) to refer to new subsets of the Tertiary Sector that include increasingly specialised and sophisticated areas of ‘information’ and decision-making, service-based activity. These are distinguished from the lower-order service functions in other Tertiary Sector industries.
‘Occupation’ refers to the particular type of employment sub-activity within each industry traditionally characterised by the level of specialist skills involved. All industries will employ a proportion of managers, skilled professionals, clerical and admin staff, labourers etc. Historically, Primary and Secondary activities employed relatively greater proportions of lower-skilled labourers compared to Tertiary and higher-level sectors.
However, technological and information advances in recent eras has resulted in increasingly automated and specialised production throughout Australia’s Primary and Secondary sectors in particular, so this distinction is becoming increasingly less apparent.
Like most OECD nations, Australia’s economy shifted throughout the 20th century from a predominance of Primary and Secondary production to an increasingly post-industrial, service-based economy. Bayside has followed this shift and the workforce and company characteristics identified throughout Section 2 indicates that Bayside is very much at the forefront of the national shift towards increasingly skilled quaternary and quinary sector composition.
1Kennessey, Z. (1987), The Primary, Secondary, Tertiary and Quaternary Sectors of the Economy, US Federal Reserve Board.
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Bayside’s transition to higher-order sectors, historic and projected
Research for the Business Monitor 2012, prepared by Street Ryan Pty Ltd depicted Bayside’s transition from lower order (Primary, Secondary) sectors based on volume production to increasingly higher-order service functions, based on research reflecting such transitions (current and future) in the Australian economy. Bayside’s highly skilled workforce places it ‘ahead of the curve’ somewhat in its progress towards new information-based service sectors.
Historic Sectors - 1947
Quinary 19%
Primary 2%
Primary 18%
Secondary 43%
Quaternary 6%
Tertiary 14%
Past Sectors - 2006 Quinary 33%
Primary 5%
Secondary 27%
Quaternary 17%
Tertiary 18%
Future Sectors - 2036
Quinary 37%
Secondary 18%
Quaternary 25%
Tertiary 18%
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Figure 2.8.1 – Employment by Industry, Bayside residents, 2011, cf? Melbourne
Also notable is the relatively lower level of manufacturing, construction and transport employment among Bayside residents. However, it is difficult to quantify the scale of this possible under represention with precision, as census data undercounts these industries.
2.2.9 Summary and conclusions – industries of employment of Bayside’s residents
The most significant industry of employment for Bayside’s working residents is professional, scientific and technical, by a considerable margin, followed by financial and insurance services. According to the ABS Year Book Australia, 2012 (Issue no. 1301.0), these industries are typically the highest Gross Value Adding service sector industries, which is likely to account in part for the relatively higher levels of income among Bayside residents compared to Melbourne` as a whole.
Given that these industries are significant for employment of local residents and generally high value-adding, the facilitation of such employment locally (and access to it in other metropolitan areas) is of importance to local prosperity.
2.2.10 Jobs in Bayside
As well as the ability to access jobs throughout Melbourne from Bayside, the availability of employment within Bayside itself is critical to its prosperity. Local jobs can provide potential employment opportunities for residents with the benefit of avoiding lengthy commuting. Local jobs are also useful statistics for estimating the structure of a local economy, as they can be used as a proxy for output. This means that the number of jobs in a local industry can give an indication of the relative importance of particular industries in the overall local economy.
Section 2.2.3 identified that there are two working populations that relate to Bayside. Sections 2.2.5 and 2.2.7 identified significant characteristics of Bayside’s working residents. This section quantifies the jobs located within Bayside, some of which are undertaken by residents who both live and work in the municipality, and also jobs which are based in Bayside, but whose employees live elsewhere in Melbourne and commute to Bayside.
Figure 2.8.1 shows a significant concentration of professional, scientific and technical services industry employment of Bayside residents, which is well above the metropolitan average. Bayside residents are also relatively overrepresented in the employment in Financial and Insurance industry jobs.
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SGS estimates that there are approximately 33,000 jobs in Bayside, based on ABS 2011 Census estimates, adjusted to take into account a range of industry
classification issues and documented undercounts in journey-to-work data. Table 2.10.1 provides further detail.
IndustryJobs in
Bayside, 2006
Jobs in Bayside,
2011
# change since 2006
% change since 2006
Average Annual Growth
Rate
Location Quotient
Agriculture, Forestry and Fishing 82 78 -4 -5% -1.0% 0.43
Mining 59 81 22 37% 6.5% 1.16
Manufacturing 2,723 2,499 -224 -8% -1.7% 0.71
Electricity, Gas, Water and Waste Services 49 57 8 16% 3.1% 0.18
Construction 2,990 3,585 595 20% 3.7% 1.24
Wholesale Trade 1,124 1,203 79 7% 1.4% 0.84
Retail Trade 3,543 3,691 148 4% 0.8% 1.04
Accommodation and Food Services 1,987 2,370 383 19% 3.6% 1.15
Transport, Postal and Warehousing 855 943 88 10% 2.0% 0.58
Information Media and Telecommunications 413 265 -148 -36% -8.5% 0.32
Financial and Insurance Services 911 1,168 257 28% 5.1% 0.68
Rental, Hiring and Real Estate Services 819 961 142 17% 3.2% 1.66
Professional, Scientific and Technical Services 3,362 3,970 608 18% 3.4% 1.26
Administrative and Support Services 857 855 -2 0% 0.0% 0.80
Public Administration and Safety 665 682 17 3% 0.5% 0.43
Education and Training 2,732 3,421 689 25% 4.6% 1.28
Health Care and Social Assistance 4,101 5,068 967 24% 4.3% 1.36
Arts and Recreation Services 472 654 182 39% 6.7% 0.90
Other Services 1,283 1,456 173 13% 2.6% 1.13
TOTAL 29,027 33,008 3,981 - - -
Table 2.10.1 Jobs in Bayside, 2006 to 2011
Location quotients are derived by dividing employment in each industry sector as a proportion of all employment in Bayside with employment in the same sector in Melbourne as a proportion of all employment in Melbourne. A location quotient of more than 1 indicates a sector for which Bayside has a comparative advantage and can represent an ‘export’ of labour to other regions. Table 2.10.1 is plotted as a ‘Growth Share Matrix’ overleaf in figure 2.10.1 to visually represent the size, recent growth, and level of specialisation relative to Melbourne for each of Bayside’s industries.
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Source: SGS Economics and Planning 2011 (NB: Bayside is divided into ABS SLAs, ‘Brighton’ and ‘South’ which comprise Bayside north and south of South Road, respectively).
Figure 2.10.1 - Growth Share Matrix – Bayside 2006 - 2011
‘Not just jobs’ – the significance of employment in Bayside to community wellbeing
The Growth Share Matrix plots the percentage increase in the number of jobs from 2006-11 along the X axis. This indicates how quickly the industry has grown over the five year period. The Y axis plots the location quotient of an industry – any industry above the origin (which represents a value of 1) is relatively concentrated in Bayside compared to the rest of Melbourne.
The
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ages
are
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on
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Table 2.10.1 and Figure 2.10.1 provide significant insights about Bayside’s economy. Bayside has a number of established competitive industries which have enjoyed good growth since 2006, even during a period which coincided with the 2009 Global Financial Crisis (GFC) and the associated shocks to credit availability and consumer and business confidence.
Health care and social assistance is Bayside’s largest employing industry, and also one of its most rapidly growing and specialised, compared to the rest of Melbourne. This is likely to reflect the relative concentration of dependant age residents such as young children and the elderly that was identified in Section 2.1. Education and training is also a large and growing established industry, which likely reflects the large number of private and public schools in the municipality.
Professional, scientific and technical services are also relatively concentrated in Bayside with solid average annual growth evident since 2006. This is significant as it was found to be a major source of employment for Bayside’s working residents, and suggests that it may be a high value-adding industry with good alignment
between the relative strength of Bayside’s local economy and also the skills of the local residential workforce.
Emerging industries can be seen in the bottom right hand quadrant of the matrix. Of particular note is the rapid growth of the financial and insurance industries, and that of arts and recreation firms. These are potentially industries of significance to the Bayside economy. Financial and insurance services was identified in the ABS Year Book Australia, 2012 (Issue no. 1301.0) to be the largest gross value-adding industry in the services sector by a considerable margin, which suggests that the local growth is particularly valuable to the Bayside economy and also aligns with the employment profile of working residents. Arts and recreation industry growth reflects ‘lifestyle’ strengths in the area and suggests that it is particularly vibrant and creative.
Construction industry growth in Bayside has been strong and, when considered with the very high level of specialisation of the rental, hiring and real estate industry, indicates a particularly strong local property market, reflected in table 2.10.2 below. Property market trends are discussed in further detail in Section 2.3.
Table 2.10.2 Median property sale prices for houses and units, City of Bayside, 1990 - 2010
Reflecting Bayside’s relatively slow population growth over the 2006-11 period, retail industry growth has been slow overall. However, local incomes are likely to have grown at around the same real growth rate of approximately 10% observed nationally during the five year period. This is significant, as it implies that the local spending capacity of consumers has continued to grow, but has not been captured by Bayside’s retail industry. A range of factors were identified in the Bayside Business Monitor 2012 that explained this inability to
capture greater local spending growth, including shocks to consumer confidence caused by the GFC, and structural changes in the retail industry such as the rise of online shopping. See Section 3 for further analysis.
Manufacturing is a declining industry in Bayside, which was a trend identified as early as the preparatory analysis for the 2004 Bayside Industrial Area Strategy. The Strategy found that the rising land values in the former Bayside Industrial Area compared to outer-metropolitan locations were driving the relocation of
Year
House Prices ($ median)
Unit Prices ($ median)
YearHouse Prices
($ median)Unit Prices ($ median)
1990 232500 165000 2000 435000 265000
1991 217500 150250 2001 524000 325000
1992 214000 150000 2002 602000 355000
1993 225000 155000 2003 650000 375217
1994 250000 152000 2004 695000 400000
1995 245000 156750 2005 710000 415000
1996 250000 150500 2006 812500 445250
1997 305000 184250 2007 978569 515000
1998 352000 200000 2008 1040000 510000
1999 402500 256000 2009 1065000 555000
2010 1230000 634000
Source: Department of Sustainability and Environment, 2011, A Guide to Property Values 2010
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manufacturing and other secondary industry firms such as warehousing, logistics and transport. Planning Scheme Amendment C39 prepared as part of implementing the industry strategy, sought to rezone the industrial land to attract commercial investment which was better suited to providing employment opportunities for the highly-skilled local workforce. The contracting number of jobs available and low location quotient observable in the growth share matrix reflects these developments.
Overall, Bayside has a good level of diversity in its growing and emerging industries. This diversity is important in providing resilience during downturns in particular industries, as Bayside does not have a particular reliance on a single industry.
SGS has provided estimates of employment growth in Bayside’s industries through to 2016 based on trend growth rates, current estimates of industry growth in Victoria through to 2016 and other variables. These employment projections by industry in Bayside are depicted in Figure 2.7.2 overleaf. Employment projections at a local level is difficult to forecast with certainty, particular given the economic uncertainty in both Victoria and nationally. Recognising this limitation, care should be taken in interpreting them and assumptions about specific growth in absolute numbers should be avoided. However, two overall trends identified in the forecast appear likely: the continued growth of the services sector in Bayside, and the rapid growth of health care in particular.
Bayside’s professional, scientific and technical services industry is forecast to significantly increase, as well. This
industry is already a large local employer and includes the largest single category of firms operating in Bayside. Future growth is particularly positive, given the large number of Bayside residents employed in this industry (both within Bayside and throughout Melbourne). The availability of more jobs locally of a similar nature to those undertaken by Bayside residents is critical to promoting local employment work/life balance objectives. It also allows residents to capture the benefit of local economic opportunities and avoids commuting. 2.2.11 Shift-share analysis
Using SGS historical data on employment in Bayside by industry between 1996, 2001, 2006 and 2011, a shift-share analysis was undertaken of the growth in local employment to determine the amount that can be attributed to the competitiveness of Bayside’s local industry. The shift-share tables are provided at Appendix 2.
Shift-share analysis seeks to determine a given local industry’s growth by establishing:
• How much change was attributable to Melbourne’s growth overall?
• How much change was attributable to the overall performance of the particular industry in Melbourne?
• How much change can therefore be attributed to Bayside’s competitive performance in the given industry relative to the rest of Melbourne?
Figure 2.10.2 – Jobs in Bayside (projected)
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Figure 2.11.2 – Jobs in Bayside compared to the employment of residents
(2.2.11 Shift-share analysis cont.)
The shift-share analysis was undertaken over three periods: between 1996 and 2011, between 2001 and 2011, and between 2006 and 2011. This allows for Bayside’s long-term, medium-term and more recent competitive performance to be assessed.
Since 1996, Bayside’s competitiveness in a number of industries has been observable; however this has declined somewhat in the periods from 2001 to 2006 and 2011. This indicates that industries in other areas in Melbourne have become relatively stronger competitors. A number of possible reasons exist to explain this including the strong performance of the local property market (Table 2.10.2) increasing the input costs to production and constraints in opportunities for industry or transport infrastructure expansion in Bayside’s largely built-up residential suburbs.
2.2.12 Summary and Conclusions – Employment in Bayside and its labour force
A consistency exists between the dynamics of employment of residents and the dynamics of jobs available within Bayside since 2006. In particular, employment in manufacturing has declined significantly since 2006 both amongst residents and within Bayside itself. Similarly, retail employment has been sluggish. On the positive side, however, health and education service employment has increased, as has professional, scientific and technical service employment (both that which is undertaken locally and of residents throughout the broader region), along with a number of smaller industries. Construction employment growth has also
been strong and competitive since 2006, indicating a healthy local property market.
Employment among both residents and the number of jobs available in Bayside overall has increased since 2006. This has occurred despite this period coinciding with major macroeconomic shocks in Australia such as the GFC and the historically-high Australian dollar, which indicates resilience in the local economy.
The indications from the workforce data is that Bayside has developed to a heavily-service based economy with high-value adding employment generally being undertaken by the skilled local workforce. A positive trend also observed is that similar high-value jobs that lucratively employ Bayside’s residents, such as those relating to the professional, scientific and technical industry, have grown solidly in the municipality since 2006 and are forecast to continue to do so.
Bayside’s dependent-age population cohorts are likely to underpin the forecast rapid growth in health and social assistance jobs available locally. Health is still one of the largest industries of employment for Bayside’s working residents.
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2.3.1 Introduction
Bayside does not have a single dominant ‘local champion’ company or a cluster of major significance, though the Business Monitor 2012 did find that there are three companies of national significance with hundreds of employees located in the Bayside Business Employment Area (BBEA). Bayside’s economy is comprised overwhelmingly of small to medium entities.
2.3.2 Business establishments in Bayside by number of employees Table 2.3.1 – Business establishments and their employees, Bayside - 2011
IndustryNon-
employing1 to
45 to 19
20-199
200+Number of firms
2011 Total
Number of firms 2009
Total
Agriculture, Forestry and Fishing 272 27 9 0 3 311 402
Mining 3 0 0 0 0 3 3
Manufacturing 177 103 50 32 3 365 361
Electricity, Gas, Water and Waste Services 6 9 3 0 0 18 21
Construction 872 440 103 20 3 1438 1312
Wholesale Trade 269 148 71 15 0 503 470
Retail Trade 395 258 139 40 3 835 771
Accommodation and Food Services 110 108 122 47 0 387 360
Transport, Postal and Warehousing 184 43 12 3 0 242 295
Information Media and Telecommunications 120 49 18 3 0 190 172
Financial and Insurance Services 1303 229 43 15 0 1590 1481
Rental, Hiring and Real Estate Services 1510 142 52 15 0 1719 1644
Professional, Scientific and Technical Services 1481 948 137 25 3 2594 2301
Administrative and Support Services 245 115 51 24 3 438 395
Public Administration and Safety 14 12 3 3 0 32 27
Education and Training 99 36 20 9 0 164 152
Health Care and Social Assistance 428 256 92 35 0 811 770
Arts and Recreation Services 152 43 18 9 0 222 246
Other Services 173 122 75 6 0 376 413
Inadequately Described or Not Stated 253 51 6 6 0 316 300
TOTAL 8,066 3,139 1024 304 18 12,554 11,896
Source: ABS Counts of Australian Businesses, including Entries and Exits, June 2007 to June 2011
Table 2.3.1 provides further evidence that that Bayside has a heavily service-based economy comprised largely of small businesses, though the proportion of small businesses is slightly smaller (33.1%) in Bayside relative to the equivalent proportion throughout Victoria (36.8%). The proportion of large businesses in Bayside (200+ employees) is 0.1%, which is similar to the proportion in Victoria overall (0.3%)5. 5Industry Atlas of Victoria, Department of Business and Innovation (2011, pg 20)
2.3 Bayside’s population and workforce
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Professional, scientific and technical industry firms are the single largest category of firms in Bayside, observed as such in both 2006 and 2011. This is significant given this that particular industry is forecast to grow strongly and employs many working residents.
Table 2.3.1 reflects the population data identified in Section 2.2, as Bayside’s relatively high number of elderly residents is likely to be driving considerable demand for local health care services.
Similarly, Bayside’s cohort of managers and professionals was noted in Table 2.6.1 as substantially larger than the metropolitan Melbourne average, and the large number of small businesses in this industry reflects this feature. The solid growth in the number of such local firms is also consistent with the growth in the employment of residents in this industry.
2.3.3 Business establishment turnover in Bayside – 2011
IndustryZero to
$50k
$50k to less than
$100k
$100k to
less than
$200K
$200k to less than
$500k
$500k to less than $2m
$2m or more
Total
Agriculture, Forestry and Fishing 208 31 35 26 11 0 311
Mining 3 0 0 0 0 0 3
Manufacturing 99 47 53 73 51 42 365
Electricity, Gas, Water and Waste Services 3 0 0 9 6 0 18
Construction 291 265 285 278 210 109 1438
Wholesale Trade 131 65 61 75 107 64 503
Retail Trade 203 84 112 164 186 86 835
Accommodation and Food Services 48 57 81 100 85 16 387
Transport, Postal and Warehousing 102 44 38 33 19 6 242
Information Media and Telecommunications 77 28 37 17 22 9 190
Financial and Insurance Services 748 289 233 203 95 22 1590
Rental, Hiring and Real Estate Services 595 359 326 268 125 46 1719
Professional, Scientific and Technical Services 763 474 567 523 220 47 2594
Administrative and Support Services 142 88 52 73 62 21 438
Public Administration and Safety 11 3 3 6 6 3 32
Education and Training 41 38 41 28 13 3 164
Health Care and Social Assistance 139 106 145 217 185 19 811
Arts and Recreation Services 90 39 36 27 30 0 222
Other Services 70 72 84 93 51 6 376
Not Classified 85 118 35 54 12 12 316
TOTAL 3849 2207 2224 2267 1496 511 12,554
Source: ABS Counts of Australian Businesses, including Entries and Exits, June 2007 to June 2011
Note that Table 2.3.2 demonstrates that even the non-employing businesses in Bayside generate turnover (these businesses are generally sole traders or contractors and are commonly in inner-urban areas of Melbourne).6 6‘Non-employing businesses in Victoria’ – Industry Atlas of Victoria, Department of State Development, Business and Innovation (2011, pg 17)
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Figure 2.3.4 – Commercial building permits, Bayside 2006 to 2011
Commercial (i.e. office premises) permits have been issued at a much larger number (particularly the share of new-construction) than retail. Retail has had higher demolition rates and, in recent years, has also experienced a higher volume of extensions/alterations.
This data is consistent with the findings of the Bayside Business Monitor 2012 that commercial office and service businesses were becoming relatively more prevalent in Bayside’s activity centres, and retail relatively less so.
Figure 2.3.4 – Retail building permits, Bayside 2006 to 2011
Table 2.3.2 is consistent with Table 2.3.1 in that the overwhelming majority of Bayside’s businesses are small-scale with annual turnover under $2 million. This suggests that a focus for economic development support programs for businesses in Bayside should primarily address the needs and challenges of small businesses.
Professional, scientific and technical firms are the most common single firm type in Bayside, and the high number of small to medium firms in particular correlates
with the professional and managerial occupation of many Bayside residents working locally identified earlier in Table 2.6.1.
2.3.4 Commercial investment activity in Bayside
Building permit data is available between 2006 and 2011 on construction, demolition and refurbishment activity within Bayside. This provides an indicator of the commercial investment activity in properties and information on the different categories of business activity.
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Figure 2.3.4 – Hospital/healthcare building permits, Bayside 2006 to 2011
Figure 2.3.4 – Hospital/healthcare building permits, Bayside 2006 to 2011
Industrial building activity is now minimal in Bayside and reflects the relocation of manufacturing industry firms that was anticipated by the 2004 Bayside Industrial Strategy.
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2.4.1 Key observations
Since 2006-07, Bayside’s industry structure has been generally stable with growth in jobs and businesses observed, despite the GFC of 2008-09 and the associated macroeconomic instability in Australia and shocks to business and consumer confidence during this period.
The local employment on offer in Bayside generally continues to match the occupational profile of its local residential labour force, with strong growth in personal and commercial service sector employment and a shift away from manufacturing and (to a lesser extent) retail.
2.4.2 Bayside’s comparative advantages and strengths
Overall, the Bayside economy is continuing to trend in the directions identified in the 2010 EDS. In particular, Bayside has a highly-skilled, service-based local workforce and industry structure that has enjoyed good employment and income performance relative to the rest of Melbourne. The indications from business establishment growth rates since 2006 are that Bayside has an agile and entrepreneurial culture which can adapt to changing macroeconomic circumstances.
The projections of future employment growth in Bayside indicate that it is well placed to continue to make the transition towards higher-order quaternary and quinary sector functions, which are likely to match the skilled employment sought by the local workforce.
Bayside does not have a major regional retail centre (Southland being located in the City of Kingston) and will not have one in the foreseeable future. As such, its smaller retail centres alone will not be sufficient to provide a critical mass that can give Bayside a major edge in this industry relative to Melbourne overall. Continued population growth, business investment and innovation and rising real incomes will underpin future economic growth in Bayside for the foreseeable future.
Manufacturing in Bayside is projected to continue to relocate from Bayside’s relatively expensive land in prime suburbs towards other metropolitan locations with fewer competing uses such as residential. Given that manufacturing employs a relatively modest proportion of Bayside’s working residents, this dynamic (observed largely within the Bayside Business Employment Area) is consistent with the issues identified in the Bayside Industrial Area Strategy 2004 and has the benefit of freeing up land in the BBEA for further office and service-based business investment that can provide high-value local jobs.
2.4 Conclusions – What do we now know about the Bayside economy?
31
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32
Baysid
e Eco
no
mic D
evelo
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en
t Stra
tegy 3. Council’s Economic
Development Vision and
Strategic Objective
s
33
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tegy
A significant amount of new economic data on Bayside has become available since 2010, and has been analysed in the previous section. The major finding of this update is that Bayside’s economy has maintained a similar composition and direction to that identified in the original 2010 Strategy. In particular, Bayside continues to enjoy a strong, diversified, service sector-based economy with areas of alignment between the skills of residents and the local jobs available. The overall role for Council in the local economy, therefore, remains unchanged and is as essential as before.
In light of this finding, Council’s 2010 EDS vision and objectives for economic development remain appropriate and should be retained.
The term ’think global, act local’ continues to be a principle of regional economic development of considerable applicability to Bayside, in an era where:
• The accepted economic roles of dormitory suburban areas are under challenge from changing relationships between workplace, home and lifestyles.
• The growth in tertiary sector industries business and domestic services, including the intellectual property services which are sometimes referred to as the quaternary sector, far outstrips primary and secondary industries.
• Environmental sustainability incorporating concerns over climate change, greenhouse gas emissions/global warming, waste management and depletion of fossil fuels is an increasing issue for residents.
• Ethical and healthy living standards and practices are driving many business developments.
Due to the extent to which Bayside’s economy is integrated within the south-eastern Melbourne region, Bayside does not need economic development policies in the conventional mould aimed at attracting significant investment and jobs to secure the future population or business base. Instead, Bayside’s economic development objectives relate to:
• protecting lifestyles which has the potential to limit some growth opportunities while balancing the needs of resident and working populations
• encouraging appropriate skills-based industry and services
• facilitating the provision and maintenance of suitable business and community infrastructure
• facilitating collaboration and business linkages to support expansion of the current enterprise base
• promoting the economic wellbeing of residents throughout all stages of their lives, from education in childhood to retirement incomes in senior years.
It is widely accepted that 70% or more of new jobs and new investment in Australian regions are derived from expansion and re-investment by the existing community. A key finding from Section 2 Bayside is well placed to maintain its comparative advantages in the future. Significant among these local advantages are:
• occupational dominance of professional and managerial occupations
• above average household incomes
• expanding tertiary and quaternary sectors
• markets for domestic services
• a good socioeconomic and occupational mix to expand flexible, home and branch-based knowledge industries
• innovative businesses which are able and prepared to implement measures to ensure future sustainability.
Maintaining and intensifying these local strengths will secure the high-value local jobs that are central to Bayside’s continued prosperity and its desirable work/life balance.
3.1 Evaluation and key findings of the 2013 update
3.2 Economic outlook and directions
34
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Council’s vision for Bayside’s economy over the coming years is:
“Bayside will be Victoria’s most attractive place to live and work, with new growth and investment in a local economy and business community increasingly structured around innovative, knowledge and service oriented enterprises.”
Council’s objectives for economic development to achieve its vision over the next five years are aligned to the five key determinants of long-term regional economic growth discussed in further detail ahead in Section 47
Economic Driver
Objective
Human capital
1. To support the City’s business community as an important local
employer, investor and contractor of services
Sustainable communities and growth
2. To achieve sustainable growth will include:
• streamline and improve policies,
• appropriate local laws,
• planning policy aligned to Council’s strategic objectives
• partnerships established with the community to ensure desirable,
• sensitive and conforming economic development.
Comparative advantage and business competitiveness
3. To facilitate local business initiatives and collaboration
Access to markets
4. To deliver physical and social infrastructure to maximise the
climate for targeted and sustainable investment in the City
Effective governmental/private partnerships and integrated regional planning
5. To provide local access to, State and Commonwealth industry
and economic development programs for businesses and community organisations.
7Department of Regional Australia, Local Government, Arts and Sport (2013), Regional Economic Development Guide, Commonwealth of Australia
3.3 Council’s Vision and Objectives
35
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3.4
A
nal
ysis
of
Act
ion
Pro
gra
m 2
010-
13
3.4.
1 B
aysi
de
Bu
sin
ess
Ne
two
rk
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
tw
o of
the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to fa
cilit
ate
loca
l bus
ines
s in
itiat
ives
and
col
lab
orat
ion
•
to p
rovi
de
loca
l ad
vice
, and
acc
ess
to, S
tate
and
Com
mon
wea
lth G
over
nmen
t in
dus
try
and
econ
omic
dev
elop
men
t p
rogr
ams
for
ind
ivid
ual b
usin
esse
s, g
roup
s of
bus
ines
ses
and
com
mun
ity o
rgan
isat
ions
in B
aysi
de.
A
ctio
n M
etho
dM
easu
re
T
ime
&
Rep
ort
ing
of
Mea
sure
P
rog
ress
3.4.
1.1
Mai
ntai
n an
d co
ntin
uous
ly
impr
ove
the
succ
essf
ul
form
ats
for
busi
ness
br
eakf
asts
, sem
inar
s,
wom
en’s
lunc
heon
s an
d ne
twor
king
func
tions
· H
old
a w
ell-p
ublic
ised
faci
litat
ed a
nnua
l su
mm
it w
ith B
BN
mem
bers
to r e
flect
and
co
llect
dat
a on
the
perfo
rman
ce o
f the
N
etw
ork
over
the
prev
ious
yea
r an
d de
term
ine
the
mos
t app
ropr
iate
pro
gram
to m
eet
mem
bers
’ nee
ds fo
r th
e fo
llow
ing
year
· U
nder
take
pos
t BB
N e
vent
eva
luat
ion
surv
eys
· H
old
annu
al w
orks
hops
of s
emin
ar p
rese
nter
s to
det
erm
ine
the
optim
um m
odel
to in
crea
se
busi
ness
-to-
busi
ness
trai
ning
· C
ondu
ct s
emin
ar p
rese
nter
brie
fing
even
ing
to e
nsur
e th
e ne
w p
rese
nter
s ha
ve a
n un
ders
tand
ing
of h
ow to
con
duct
a s
ucce
ssfu
l se
min
ar
· E
nsur
e in
form
al n
etw
orki
ng fu
nctio
ns a
re
wel
l rga
nize
d to
att
ract
as
man
y m
embe
rs a
s po
ssib
le. C
onsi
der
appo
intin
g a
BB
N m
embe
r as
hos
t
· A
tten
d fu
nctio
ns o
f oth
er n
etw
orki
ng g
roup
s to
co
mpa
re, c
ontr
ast a
nd g
ain
new
idea
s
· A
nnua
l S
umm
it he
ld·
Num
ber
of
atte
ndee
s
Ann
ually
Hel
d an
nual
ly s
ince
200
9. T
he s
umm
its h
ave
prov
ed in
valu
able
in
form
ulat
ing
the
dire
ctio
n of
the
BB
N a
nd a
re a
ttrib
uted
with
a
num
ber
of in
nova
tions
that
hav
e sh
aped
the
BB
N e
vent
s
Att
ende
es:
2009
- 1
721
2
010
- 25
86
20
11 -
300
4
20
12 -
308
8
201
3 -
3013
· C
ompl
etio
n of
six
onl
ine
surv
eys
· A
chie
ve a
m
inim
um
of 8
0%
satis
fact
ion
Qua
rter
ly
Sin
ce 2
009
each
of t
he B
BN
’s fl
agsh
ip e
vent
s ha
ve h
ad p
ost
eval
uatio
n su
rvey
s un
dert
aken
. Of t
he 2
4 br
eakf
asts
and
lunc
heon
s un
dert
aken
ove
r th
is p
erio
d, b
y th
e B
BN
, all
have
had
a s
atis
fact
ion
ratin
g ra
ngin
g of
bet
wee
n 85
% -
90%
as
very
goo
d to
exc
elle
nt
· A
nnua
l w
orks
hop
held
· P
rese
nter
’s
brie
fing
even
ing
held
· M
inim
um o
f 30
att
ende
es
per
sem
inar
Ann
ually
The
Ann
ual w
orks
hops
hav
e be
en h
eld
with
the
qual
ity o
f sem
inar
pr
esen
ter
subs
tant
ially
app
rove
d. A
vera
ge a
tten
danc
e le
vels
at t
he
sem
inar
s ar
e gr
owin
g w
ith th
e 20
13 s
erie
s ra
ngin
g fro
m 3
5 to
150
at
tend
ees.
· M
inim
um
of 3
0 at
tend
ees
per
netw
orki
ng
nigh
t
Qua
rter
lyN
etw
orki
ng n
ight
s ha
ve a
vera
ged
betw
een
50 to
70
atte
ndee
s w
ith
som
e of
the
rece
nt s
umm
er e
vent
s av
erag
ing
100+
att
ende
es
· A
tten
d a
min
imum
of
one
exte
r nal
ev
ent
· B
rief r
epor
t fo
r an
nual
su
mm
it co
mpl
eted
Ann
ually
For
the
purp
oses
of b
ench
mar
king
a n
umbe
r of
eve
nts
held
by
neig
hbor
ing
coun
cils
hav
e be
en a
tten
ded.
It w
ould
app
ear
that
BB
N
even
ts a
re b
y fa
r be
tter
att
ende
d an
d or
gani
sed.
A re
port
on
the
com
posi
tion
of m
embe
rshi
p, s
atis
fact
ion
and
atte
ndan
ce le
vels
has
bee
n pr
ovid
ed to
eve
ry s
umm
it.
36
Baysid
e Eco
no
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tegy
A
ctio
n M
etho
dM
easu
re
T
ime
&
Rep
ort
ing
of
Mea
sure
P
rog
ress
3.4.
1.2
Dev
elop
spe
cific
bus
ines
s-to
-bus
ines
s co
mm
erci
al
colla
bora
tion
oppo
rtun
ities
by
faci
litat
ing
the
form
atio
n of
join
t mar
ketin
g, jo
int
even
ts a
nd d
ispl
ays
and
proj
ect t
eam
allia
nces
am
ong
busi
ness
es in
four
la
rge
empl
oyin
g se
ctor
s in
B
aysi
de:
· p
rope
rty
and
busi
ness
se
rvic
es
· fi
nanc
e an
d in
sura
nce
· c
onst
ruct
ion
and
trad
es
· r
etai
l and
who
lesa
le tr
ade
· In
trod
uce
a m
embe
rs o
nly
logi
n by
cat
egor
y fo
r an
onl
ine
BB
N d
atab
ase
· Id
entif
y m
embe
rs fr
om e
ach
sect
or, v
ia
mem
bers
hip
appl
icat
ion,
sel
f ide
ntifi
ed
’bus
ines
s ca
tego
ry’
· Fa
cilit
ate
dedi
cate
d ne
twor
king
eve
nts
and
info
rmat
ion
exch
ange
foru
ms
for
each
of t
he
four
cat
egor
ies
to e
ncou
rage
net
wor
king
and
co
llabo
ratio
n·
Whe
re a
pplic
able
hol
d jo
int p
rom
otio
ns a
t BB
N
even
ts
· C
ompl
etio
n of
onl
ine
data
base
3rd Q
tr 2
010
BB
N d
atab
ase
has
expa
nded
with
a r
ange
of o
nlin
e op
tions
for
the
mem
bers
hip,
the
mem
eber
dire
ctor
y
· H
old
a m
inim
um o
f on
e in
dust
ry
nigh
t per
an
num
Ann
ually
A n
umbe
r of
r eta
il in
dust
ry s
peci
fic e
vent
s ha
ve b
een
held
.
On
aver
age,
31
per
annu
m
· A
min
imum
of
one
join
t pr
omot
ion
per
annu
m
Ann
ually
Join
t pro
mot
ions
eve
nts
have
bee
n he
ld w
ith:
-
Sm
all B
usin
ess
Vic
toria
- A
ustr
alia
n Ta
xatio
n O
ffice
- A
ustr
alia
n R
etai
lers
Ass
ocia
tion
-
BB
N A
mba
ssad
ors
3.4.
1.3
Exp
lore
and
impl
emen
t fu
rthe
r va
lue
addi
ng fe
atur
es
and
busi
ness
net
wor
king
gr
oups
; hor
izon
tal n
etw
orks
ac
ross
sui
tabl
e se
ctor
s (in
th
e qu
ater
nary
or
know
ledg
e in
dust
ry a
reas
), an
d ve
rtic
al
(or
valu
e ch
ain)
net
wor
ks to
ex
pand
and
dev
elop
the
BB
N
· U
nder
take
a p
r oac
tive
cam
paig
n to
exp
and
the
mem
bers
hip
base
into
oth
er s
ecto
rs o
f the
lo
cal e
cono
my
· W
ork
in p
artn
ersh
ip w
ith s
pons
ors
to e
xpan
d th
e m
ix a
nd n
umbe
rs o
f the
net
wor
k·
Est
ablis
h a
stee
ring
grou
p to
ass
ist w
ith
recr
uitin
g ne
w m
embe
rs·
Intr
oduc
e a
card
that
wou
ld e
ntitl
e m
embe
rs to
di
scou
nted
pro
duct
s an
d se
rvic
es
· M
embe
rshi
p in
crea
sed
by
10%
from
20
09
Ann
ually
At 2
009
the
mem
bers
hip
was
app
roxi
mat
ely
260
and
as a
t 201
3 w
as 4
80 i.
e. A
n 84
.6%
incr
ease
ove
r a
4 ye
ar p
erio
d
· E
stab
lish
mem
bers
hip
stee
ring
grou
p2nd
qua
rter
201
0Th
e ap
poin
tmen
t of t
he S
emin
ar s
erie
s pr
esen
ters
as
Am
bass
ador
s of
the
BB
N h
as w
orke
d ef
fect
ivel
y as
a s
teer
ing
grou
p in
mar
ketin
g an
d bu
ildin
g th
e B
BN
and
hav
e ac
tivel
y pr
omot
ed th
e B
BN
· In
trod
uctio
n of
a B
BN
m
embe
rs’
card
s
3rd q
uart
er 2
010
The
mem
bers
’ car
ds w
ere
tria
led
in 2
011
how
ever
, giv
en th
e na
ture
of
the
mem
bers
hip
the
initi
ativ
e w
as n
ot ta
ken
up, d
ue to
a la
ck o
f in
cent
ives
on
offe
r.
37
Baysid
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tegy
A
ctio
n M
etho
dM
easu
re
T
ime
&
Rep
ort
ing
of
Mea
sure
P
rog
ress
3.4.
1.4
Bui
ld a
nd d
evel
op s
pons
ors’
re
latio
nshi
ps to
bot
h in
crea
se
fund
ing
to th
e B
BN
and
be
nefit
s to
mem
bers
· H
old
a sp
onso
rs’ e
vent
for
BB
N m
embe
rs o
nly
· U
nder
take
a s
pons
ors’
sat
isfa
ctio
n su
rvey
· E
ncou
rage
spo
nsor
s to
und
erta
ke d
ispl
ays
at
BB
N e
vent
s
· S
pons
ors’
ni
ght
cond
ucte
d
with
a
min
imum
at
tend
ance
of
50
Ann
ually
BB
N s
pons
orsh
ip h
as g
row
n co
nsid
erab
ly w
ith th
e ca
sh a
nd in
–
kind
spo
nsor
ship
for
2013
topp
ing
$285
,000
. In
com
paris
on th
e 20
09 s
pons
orsh
ip w
as a
ppro
xim
atel
y $6
0,00
0 ca
sh a
nd in
kin
d.
Spo
nsor
s ar
e ro
utin
ely
enga
ged
and
whe
n ap
proa
ched
to e
xplo
re
the
optio
ns fo
r a
spon
sors
nig
ht, n
one
felt
the
need
to h
old
such
an
even
t as
they
bel
ieve
the
best
val
ue fo
r th
em w
as in
the
expo
sure
th
ey g
aine
d at
BB
N e
vent
s.
Sat
isfa
ctio
n su
rvey
not
com
men
ced.
Env
isag
ed to
com
men
ce e
nd
of 2
014
finan
cial
yea
r.
· S
atis
fact
ion
surv
ey
unde
rtak
en
with
an
over
all
abov
e 80
%
appr
oval
ra
ting
Ann
ually
38
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
3.4.
2 B
aysi
de
Bu
sin
ess
Em
plo
yme
nt
Are
a (B
BE
A)
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
thr
ee o
f the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to p
lan
and
faci
litat
e th
e d
eliv
ery
of p
hysi
cal a
nd s
ocia
l inf
rast
ruct
ure
to m
axim
ise
the
clim
ate
for
targ
eted
and
sus
tain
able
inve
stm
ent
in t
he C
ity
•
to im
ple
men
t lo
cal p
olic
ies,
loca
l law
s, p
lann
ing
sche
mes
and
join
t ac
tiviti
es w
ith t
he c
omm
unity
to e
nsur
e d
esira
ble
, sen
sitiv
e an
d co
mp
atib
le e
cono
mic
dev
elop
men
t
• to
dire
ctly
pro
vid
e (o
r as
sist
in t
he p
rovi
sion
of)
sele
cted
infr
astr
uctu
re (b
oth
hard
and
sof
t) to
mee
t kn
own
dem
and
and
to c
omp
lem
ent
priv
ate
inve
stm
ent.
Act
ion
Met
hod
Mea
sure
T
ime
& R
epo
rtin
g
of
Mea
sure
P
rog
ress
3.4.
2.1
Est
ablis
h a
cons
iste
nt a
nd u
nify
ing
land
scap
e an
d ur
ban
desi
gn th
eme
to th
e ar
ea, w
hich
pr
esen
ts it
as
a si
ngle
iden
tifiab
le p
reci
nct
· C
ompl
ete
a co
mpr
ehen
sive
urb
an
desi
gn fr
amew
ork
(UD
F) th
at
feat
ures
exc
elle
nce
in b
oth
desi
gn
and
envi
ronm
enta
l man
agem
ent
· D
evel
op a
cap
ital w
orks
pr o
gram
an
d fu
ndin
g m
odel
· C
onsu
lt w
idel
y w
ith b
usin
esse
s w
ithin
the
BB
EA
and
inte
rface
ho
useh
olds
on
the
UD
F co
nsis
tent
w
ith C
ounc
il’ s c
omm
unity
en
gage
men
t fra
mew
ork
· C
ompl
etio
n of
UD
F4th
qua
rter
201
1
Due
to a
num
ber
of d
evel
opm
ents
in th
e ar
ea, i
nclu
ding
the
prop
osal
for
a R
ailw
ay
Sta
tion
at S
outh
land
, and
a n
umbe
r of
re-z
onin
gs o
f lar
ge p
arce
ls o
f lan
d w
ithin
the
area
, Eco
nom
ic D
evel
opm
ent
did
not p
rogr
ess
this
com
pone
nt o
f the
w
ork
prog
ram
. H
owev
er, C
ounc
il ha
s co
mm
ence
d a
visi
onin
g ex
erci
se a
nd
wor
ked
with
Cou
ncillo
rs in
a w
orks
hop
on
the
3rd o
f Sep
tem
ber
2013
to d
eter
min
e po
ssib
le fu
ture
sce
nario
s fo
r th
e ar
ea.
Wor
k w
ill pr
ogre
ss in
201
4 w
ith th
e re
leva
nt lo
cal t
rade
r gr
oups
, ind
ustr
y re
pres
enta
tives
and
inte
rnal
sta
keho
lder
s.
Ret
ail,
Com
mer
cial
and
Em
ploy
men
t S
trat
egy
star
ting
2014
.
· C
apita
l wor
ks a
nd fu
ndin
g m
odel
com
plet
ed3rd
qua
rter
201
2
· U
nder
take
con
sulta
tion
1st q
uart
er 2
012
3.4.
2.2
Ens
ure
that
all
priv
ate
rede
velo
pmen
t inc
lude
s ap
prop
riate
land
scap
ing,
a b
uilt
form
and
a
qual
ity o
f dev
elop
men
t tha
t com
plem
ents
the
Bus
ines
s P
ark
char
acte
r id
entifi
ed fo
r th
e ar
ea
· E
nsur
e st
atua
tory
pla
nnin
g ar
e aw
are
of th
e U
DF’
s de
sire
d ou
tcom
es a
nd p
rovi
de g
uide
lines
·
Com
plet
ion
of g
uide
lines
2nd q
uart
er 2
012
3.4.
2.3
Cre
ate
a B
aysi
de B
usin
ess
Em
ploy
men
t A
rea
(BB
EA
) Ref
eren
ce G
roup
to m
arke
t and
pro
mot
e th
e pr
ecin
ct. I
t will:
· as
sist
in m
arke
ting
BB
EA
as
a m
oder
n, h
igh
amen
ity p
ark
for
offic
e ba
sed
busi
ness
es·
act a
s a
soun
ding
boa
rd fo
r st
reet
scap
es
and
infra
stru
ctur
e pr
ojec
ts·
faci
litat
e ne
twor
king
link
ages
bet
wee
n bu
sine
sses
to d
evel
op b
usin
ess-
to-b
usin
ess
conn
ectiv
ity
· ta
rget
new
indu
strie
s th
at c
ompl
emen
t, an
d ha
ve p
oten
tial t
o co
llabo
rate
with
, the
mes
of
valu
e ad
ding
, sus
tain
abilit
y an
d in
nova
tion
· E
stab
lish
a B
BE
A R
efer
ence
Gro
up
that
is
repr
esen
tativ
es o
f the
indu
stry
m
ix·
Dev
elop
a c
ompr
ehen
sive
mar
ketin
g
stra
tegy
toge
ther
with
a lo
go a
nd ta
g lin
e to
pro
mot
e th
e ar
ea·
Con
duct
net
wor
king
opp
ortu
nitie
s fo
r B
BE
A b
usin
esse
s
· E
stab
lish
BB
EA
3rd q
uart
er 2
011
· C
ompl
etio
n of
a
mar
ketin
g st
rate
gy4th
qua
rter
201
1
· N
etw
orki
ng
oppo
rtun
ities
he
ld3rd
qua
rter
201
1
39
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
3.4.
3 R
eta
il a
nd
Co
mm
erc
ial A
cti
vity
Ce
ntr
es
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
thr
ee o
f the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to p
lan
and
faci
litat
e th
e d
eliv
ery
of p
hysi
cal a
nd s
ocia
l inf
rast
ruct
ure
to m
axim
ise
the
clim
ate
for
targ
eted
and
sus
tain
able
inve
stm
ent
in t
he C
ity
•
to im
ple
men
t lo
cal p
olic
ies,
loca
l law
s, p
lann
ing
sche
mes
and
join
t ac
tiviti
es w
ith t
he c
omm
unity
to e
nsur
e d
esira
ble
, sen
sitiv
e an
d co
mp
atib
le e
cono
mic
dev
elop
men
t
• to
faci
litat
e lo
cal b
usin
ess
initi
ativ
es a
nd c
olla
bor
atio
n.
Act
ion
Met
hod
Mea
sure
T
ime
&
Rep
ort
ing
o
f M
easu
re
Pro
gre
ss
3.4.
3.1
Faci
litat
e th
e cr
eatio
n of
at
trac
tive
stre
etsc
apes
co
nsis
tent
with
Cou
ncil’s
ad
opte
d ac
tivity
cen
tre
stru
ctur
e pl
ans
with
th
e pr
inci
ples
of p
lace
m
anag
emen
t
· Im
plem
ent t
he c
ompl
eted
str
eets
cape
m
aste
rpla
ns fo
r:o
Bla
ck R
ock
oM
artin
Str
eet
oB
ay S
tree
to
Chu
rch
Str
eet
oS
andr
ingh
am V
illage
oB
eaum
aris
Con
cour
se·
Com
plet
ion
and
adop
tion
by C
ounc
il of
a
stre
etsc
ape
mas
terp
lan
for
Ham
pton
Str
eet
toge
ther
with
com
mun
ity c
onsu
ltatio
n in
clud
ing
the
Ham
pton
Str
eet T
rade
rs A
ssoc
iatio
n·
Und
erta
ke s
tree
tsca
pe u
pgra
des
in B
aysi
des’
sm
alle
r ac
tivity
cen
tres
· W
ork
with
and
con
tinue
to c
ham
pion
Cou
ncil’s
A
ctiv
ity C
entr
e C
ross
Org
anis
atio
nal G
roup
(A
CC
OG
) to
put f
orw
ard
proj
ects
that
impr
ove
stre
etsc
apes
suc
h as
’Gre
enin
g ou
r V
illage
s’
· N
umbe
r of
str
eets
cape
w
orks
und
erta
ken
Sub
ject
to
Cou
ncil’s
cap
ital
wor
ks b
udge
t
Sin
ce th
e ad
optio
n of
the
stra
tegy
and
to d
ate
stre
etsc
ape
wor
ks h
ave
been
eith
er c
ompl
eted
or
in p
rogr
ess
in:
· B
lack
Roc
k
· B
ay S
tree
t, B
right
on
· C
hurc
h S
tree
t, B
right
on
· S
andr
ingh
am V
illage
· B
eaum
aris
Con
cour
se
· H
ampt
on S
tree
t
· A
dopt
ion
by C
ounc
il of
a H
ampt
on S
tree
t st
reet
scap
e m
aste
rpla
n3rd
qua
rter
201
0Th
e m
aste
rpla
n w
as a
dopt
ed b
y C
ounc
il in
201
0
· N
umbe
r of
str
eets
cape
up
grad
es in
Bay
side
sm
alle
r ac
tivity
cen
tres
Sub
ject
to
Cou
ncil’s
cap
ital
wor
ks b
udge
t
Wor
ks c
ompl
eted
in:
· K
eys
Str
eet,
Bea
umar
is
· S
eavi
ew V
illage
, Bea
umar
is
· B
alco
mbe
Roa
d, B
eaum
aris
· D
endy
Villa
ge, B
right
on
· B
right
on B
each
· H
ampt
on S
tree
t
· N
umbe
r of
pro
posa
ls
put f
orw
ard
by th
e A
ctiv
ity C
entr
e C
ross
O
rgan
isat
iona
l Gro
up
Sub
ject
to
Cou
ncil’s
cap
ital
wor
ks b
udge
t
With
the
appo
intm
ent o
f the
Coo
rdin
ator
Urb
an P
lace
s th
e A
CC
OG
was
dis
cont
inue
d.
40
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Met
hod
Mea
sure
T
ime
&
Rep
ort
ing
o
f M
easu
re
Pro
gre
ss
3.4.
3.2
Enc
oura
ge th
e es
tabl
ishm
ent o
f rob
ust
trad
ers’
ass
ocia
tions
th
at le
ad to
col
labo
ratio
n am
ong
busi
ness
ow
ners
to
impl
emen
t con
sist
ent
cust
omer
ser
vice
sta
ndar
ds,
shop
fron
t pre
sent
atio
ns a
nd
trad
ing
arra
ngem
ents
· P
rovi
de C
ounc
il’s ’R
etai
l Tip
s’ to
trad
ers’
as
soci
atio
ns a
nd n
ew s
hopk
eepe
rs·
Con
tinue
to c
ondu
ct th
e qu
arte
rly m
eetin
g of
repr
esen
tativ
es o
f all
Bay
side
’s tr
ader
s’
asso
ciat
ions
· A
ssis
t tra
ders
with
sup
port
to fo
rm a
nd m
aint
ain
asso
ciat
ions
· E
ngag
e ex
istin
g av
aila
ble
prog
ram
s th
roug
h S
tate
Gov
ernm
ent’s
DIIR
D a
nd F
eder
al
Gov
ernm
ent’s
AR
A to
enc
oura
ge tr
aini
ng a
nd
up-t
o-da
te a
rran
gem
ents
· N
umbe
r of
‘Ret
ail T
ips’
di
strib
uted
Ann
ually
Ove
r 20
00 R
etai
l Tip
s w
ere
dist
ribut
ed in
201
0. T
he
publ
icat
ion
in th
e di
gita
l age
is n
ow n
o lo
nger
requ
ired.
· N
umbe
r of
repr
esen
tativ
e tr
ader
s’ a
ssoc
iatio
n m
eetin
gs c
ondu
cted
Ann
ually
Eco
nom
ic D
evel
opm
ent s
taff
rout
inel
y at
tend
trad
ers
asso
ciat
ion
mee
tings
hel
d ac
ross
the
mun
icip
ality
.
· N
umbe
r of
act
ive
trad
ers’
as
soci
atio
ns in
the
mun
icip
ality
Ann
ually
As
at 2
013
the
activ
e tr
ader
s as
soci
atio
ns in
the
mun
icip
ality
ar e
:
·
Bay
Str
eet
·
Ham
pton
Str
eet
·
San
drin
gham
Villa
ge
·
Mar
tin S
tree
t
·
Bal
ck R
ock
·
Bea
umar
is C
onco
urse
· N
umbe
r of
Sta
te o
r Fe
dera
l G
over
nmen
t pro
gram
au
spic
ed b
y C
ounc
ilA
nnua
lly
Cou
ncil
has
part
icip
ated
ann
ually
in:
·
Str
eetlf
e pr
ogra
ms
(Vic
Gov
)
·
Vic
toria
sm
all b
usin
ess
fest
ival
·
Aus
pice
d pr
ogra
m b
y th
e A
ustr
alia
n Ta
xatio
n O
ffice
,
·
Pro
mot
ed th
e w
ork
of th
e V
icto
rian
Om
buds
man
for
resi
dent
ial a
nd s
mal
l bus
ines
s
41
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Met
hod
Mea
sure
T
ime
&
Rep
ort
ing
o
f M
easu
re
Pro
gre
ss
3.4.
3.3
Impl
emen
t reg
ular
them
ing
and
coor
dina
ted
even
ts a
t se
lect
ed a
ctiv
ity c
entr
es
· P
rovi
de fu
ndin
g to
rga
nize
d tr
ader
s to
est
ablis
h an
d st
age
even
ts·
Wor
k w
ith tr
ader
s’ a
ssoc
iatio
ns to
det
erm
ine
reas
onab
le o
utco
mes
suc
h as
:o
incr
ease
d vi
sito
r nu
mbe
rso
satis
fact
ion
by a
tten
dees
· N
umbe
r of
eve
nts
cond
ucte
d by
trad
ers’
as
soci
atio
nsA
nnua
lly
The
Sho
ppin
g C
entr
e E
vent
and
Cel
ebra
tion
prog
ram
ha
s pr
oved
ver
y su
cces
sful
with
a r
ange
of e
vent
s be
ing
cond
ucte
d th
roug
hout
the
mun
icip
ality
sin
ce 2
010.
The
gr
eate
st s
ucce
ss h
as b
een
the
San
drin
gham
Villa
ge
Fair
whi
ch h
as h
ad a
tten
danc
es o
f bet
wee
n 15
,000
-20
,000
peo
ple
each
yea
r. A
ran
ge o
f sm
alle
r ev
ents
hav
e be
en c
ondu
cted
in a
ctiv
ity c
entr
es w
ith th
e la
test
bei
ng
“Hal
low
een”
in H
ampt
on S
tree
t whi
ch a
ttra
cted
hun
dred
s of
chi
ldre
n an
d th
eir
fam
ilies
to th
e sh
oppi
ng c
entr
e. T
he
fund
has
pro
ved
mos
t effe
ctiv
e as
see
d fu
ndin
g fo
r tr
ader
sp
onso
red
even
ts.
Due
to th
e na
ture
of t
he e
vent
s, p
ost
satis
fact
ion
surv
eys
are
not u
nder
take
n.
· A
n 80
% s
atis
fact
ion
achi
eved
by
atte
ndee
s to
tr
ader
s’ e
vent
sA
nnua
lly
3.4.
3.4
Max
imis
e op
port
uniti
es
to d
iffer
entia
te B
aysi
de’s
re
tail
cent
res
by s
uppo
rtin
g sh
oppi
ng v
illage
reta
il ce
ntre
co
ordi
natio
n an
d as
sist
ing
it to
bec
ome
self-
suffi
cien
t
Exp
lore
the
oppo
rtun
ity to
levy
spe
cial
rat
es fo
r m
arke
ting
and
prom
otio
n pa
rtic
ular
ly in
:·
Ham
pton
Str
eet
· C
hurc
h S
tree
t
· D
ecla
ratio
n of
at l
east
one
sp
ecia
l rat
e fo
r m
arke
ting
and
prom
otio
n3rd
qua
rter
201
1S
peci
al r
ates
hav
e no
t bee
n co
nsid
ered
as
the
Cou
ncil
has
not r
esol
ved
a po
licy
posi
tion.
3.4.
3.5
Bui
ld re
latio
nshi
ps b
etw
een
com
patib
le to
uris
m m
arke
t se
ctor
s w
ith th
e in
tent
of
enco
urag
ing
links
bet
wee
n re
tail
prom
otio
n an
d ot
her
mar
ketin
g /
prom
otio
nal
initi
ativ
es
· E
stab
lish
emai
l dat
abas
e of
trad
ers
to ro
utin
ely
upda
te th
em o
n to
uris
m a
ctiv
ities
· In
vite
mem
bers
of t
he B
aysi
de T
ouris
m N
etw
ork
to a
tten
d R
etai
l tra
ders
’ mee
tings
and
vic
e-ve
rsa
· C
ontin
ue to
eng
age
Bay
side
Tou
rism
Net
wor
k m
embe
rs to
dis
trib
ute
rele
vant
info
rmat
ion
to
even
t att
ende
es a
t eve
nts
in a
ctiv
ity c
entr
es
· E
stab
lishm
ent o
f em
ail
data
base
and
a m
inim
um o
f fo
ur u
pdat
es p
r ovi
ded
3rd q
uart
er 2
010
Em
ail d
atab
ases
hav
e be
en e
stab
lishe
d of
all
of th
e m
ajor
ac
tivity
cen
tres
as
wel
l as
the
larg
e ne
ighb
ourh
ood
cent
res.
· N
umbe
r of
join
t mee
ting
held
Ann
ually
Qua
rter
ly m
eetin
g of
pre
side
nts
of tr
ader
s as
soci
atio
ns h
ave
been
con
duct
ed.
· N
umbe
r of
trad
ers
even
ts
atte
nded
by
BTN
mem
bers
Ann
ually
BTN
mem
bers
att
end
the
even
t org
anis
ing
mee
tings
of
trad
ers
asso
ciat
ions
as
requ
ired.
For
exa
mpl
e 2
BTN
m
embe
rs h
ave
been
wor
king
with
the
Bea
umar
is T
rade
rs
and
Bea
umar
is R
otar
y to
ass
ist t
hem
in th
e de
velo
pmen
t of
thei
r C
hris
tmas
Car
niva
le.
3.4.
3.6
Mon
itor
the
perfo
rman
ce
and
reta
il of
ferin
g of
act
ivity
ce
ntre
s .
Con
tinue
to c
ompi
le th
e B
aysi
de B
usin
ess
Mon
itor
on a
5 y
early
inte
rval
.·
Com
plet
ion
of B
usin
ess
Mon
itor
1st h
alf 2
011
Bus
ines
s M
onito
r co
mpl
eted
and
ado
pted
by
Cou
ncil
in
June
201
2.
42
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
3.4.
4 H
om
e B
ase
d a
nd
Mic
ro B
usi
ne
sse
s
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
thr
ee o
f the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to fa
cilit
ate
loca
l bus
ines
s in
itiat
ives
and
col
lab
orat
ion
•
to s
upp
ort
the
City
’s b
usin
ess
com
mun
ity a
s an
imp
orta
nt lo
cal e
mp
loye
r, in
vest
or a
nd c
ontr
acto
r of
ser
vice
s
• to
pro
vid
e lo
cal a
dvi
ce, a
nd a
cces
s to
, Sta
te a
nd C
omm
onw
ealth
Gov
ernm
ent
ind
ustr
y an
d ec
onom
ic d
evel
opm
ent
pro
gram
s fo
r in
div
idua
l bus
ines
ses,
gro
ups
of b
usin
esse
s an
d co
mm
unity
org
anis
atio
ns in
Bay
sid
e.
Act
ion
Met
hod
Mea
sure
T
ime
& R
epo
rtin
g
of
Mea
sure
P
rog
ress
3.4.
4.1
Pro
vide
targ
eted
acc
ess
to th
e B
BN
, ini
tially
th
roug
h th
e es
tabl
ishm
ent o
f a h
ome
base
d an
d m
icro
bus
ines
s su
b-ne
twor
k pr
ogra
m o
f ev
ents
and
sup
port
ser
vice
s
· In
trod
uce
a m
embe
rs’ o
nly
logi
n fo
r an
on
line
BB
N d
atab
ase
· Id
entif
y ho
me
base
d B
BN
mem
bers
via
m
embe
rshi
p ap
plic
atio
n, s
elf i
dent
ified
’b
usin
ess
cate
gory
’·
Con
duct
targ
eted
trai
ning
opp
ortu
nitie
s fo
r ho
me
base
d bu
sine
sses
with
the
supp
ort o
f Sta
te a
nd F
eder
al G
over
nmen
t pr
ogra
ms
· E
stab
lishm
ent o
f a
mem
bers
’ onl
y lo
gin
for
bays
ideb
usin
ess.
com
.au
2nd q
uart
er 2
010
Mem
bers
logi
ns w
ere
esta
blis
hed
in
2012
with
the
tran
sitio
n to
the
new
B
BN
Web
site
.
· N
umbe
r of
bus
ines
ses
iden
tified
as
hom
e ba
sed
busi
ness
on
BB
N
r egi
stra
tion.
Ann
ually
Giv
en th
e na
ture
of b
usin
ess
clas
sific
atio
ns, h
ome-
base
d bu
sine
sses
hav
e no
t bee
n id
entifi
ed.
· N
umbe
r of t
rain
ing
sess
ions
co
nduc
ted
for
hom
e ba
sed
busi
ness
es.
Ann
ually
The
sem
inar
ser
ies
cond
ucte
d by
B
BN
hav
e at
trac
ted
a ra
nge
of
busi
ness
es fr
om m
icro
to m
ediu
m
size
d bu
sine
sses
.
43
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Met
hod
Mea
sure
T
ime
& R
epo
rtin
g
of
Mea
sure
P
rog
ress
3.4.
4.2
Res
earc
h an
d im
plem
ent s
peci
fic c
olla
bora
tion
initi
ativ
es in
volv
ing:
· su
pply
cha
in p
artn
ersh
ips
· bu
ildin
g cr
itica
l mas
s am
ong
hom
e ba
sed
and
mic
ro b
usin
esse
s so
they
can
co
mpe
te fo
r la
rger
con
trac
ts, p
roje
cts
and
othe
r w
ork
thro
ugh
allia
nces
and
con
sort
ia·
pote
ntia
l buy
ing
grou
ps fo
r pr
oduc
t and
se
rvic
e in
puts
·
virt
ual o
r ph
ysic
al b
usin
ess
incu
bato
r st
yle
serv
ices
(suc
h as
sha
red
rece
ptio
n,
mar
ketin
g, m
eetin
g an
d co
mm
unic
atio
ns
reso
urce
s)
· U
nder
take
a r
ando
m s
urve
y of
resi
denc
es
to d
eter
min
e th
e nu
mbe
r of
hom
e ba
sed
busi
ness
es w
ithin
the
mun
icip
ality
· Id
entif
y op
port
uniti
es, b
oth
phys
ical
an
d kn
owle
dge
base
d, fo
r th
e se
ctor
w
ith p
artn
ersh
ips
such
as
the
Fede
ral
Gov
ernm
ent’s
’Ent
erpr
ise
Con
nect
’ pr
ogra
m·
Und
erta
ke a
feas
ibilit
y st
udy
to e
stab
lish
an
incu
bato
r fo
r ho
me
base
d bu
sine
sses
· S
urve
y co
mpl
eted
Bia
nnua
llyH
as n
ot b
een
unde
rtak
en.
· C
ondu
ct in
dust
ry
info
rmat
ion
nigh
ts to
en
cour
age
indu
stry
sec
tors
to
wor
k co
oper
ativ
ely
1st q
uart
er 2
011
A n
umbe
r of
reta
il in
dust
ry n
ight
s ha
ve b
een
cond
ucte
d an
d ex
plor
atio
n ha
s co
mm
ence
d in
to
cond
uctin
g ho
spita
lity,
fina
ncia
l se
rvic
es a
nd h
ealth
indu
stry
ne
twor
king
nig
hts.
· C
ompl
etio
n of
feas
ibilit
y st
udy
2nd q
uart
er 2
010
The
stud
y ha
s no
t bee
n un
dert
aken
as
reso
urce
s ha
ve b
een
limite
d.
3.4.
4.3
Red
uce
the
leve
l of i
sola
tion
for
owne
r /
oper
ator
s of
hom
e ba
sed
and
mic
ro b
usin
esse
s th
roug
h pe
er s
uppo
rt
· Fa
cilit
ate
dedi
cate
d ne
twor
king
eve
nts
and
info
rmat
ion
exch
ange
foru
ms
for
Hom
e B
ased
and
Mic
r o B
usin
esse
s as
a s
ubse
t of
BB
N a
ctiv
ities
· E
stab
lish
a B
BN
men
tor
grou
p fo
r sm
alle
r bu
sine
sses
· C
ondu
ct a
min
imum
of
one
netw
orki
ng e
vent
for
hom
e ba
sed
and
mic
r o
busi
ness
es a
nnua
lly
Ann
ually
com
men
cing
3rd
quar
ter
2010
The
num
erou
s ne
twor
king
eve
nts
affo
rded
by
the
BB
N h
as m
eant
that
th
e ho
me-
base
d bu
sine
ss s
peci
fic
even
t has
not
bee
n re
quire
d.
· E
stab
lishm
ent o
f BB
N
men
tor
grou
p3rd
qua
rter
201
0A
ppoi
ntm
ent o
f BB
N s
emin
ar
pres
ente
rs a
s A
mba
ssad
ors
has
prov
ided
effe
ctiv
e m
ento
r gr
oup.
44
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
3.4.
5 S
ust
ain
ab
le B
aysi
de
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
thr
ee o
f the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to p
lan
and
faci
litat
e th
e d
eliv
ery
of p
hysi
cal a
nd s
ocia
l inf
rast
ruct
ure
to m
axim
ise
the
clim
ate
for
targ
eted
and
sus
tain
able
inve
stm
ent
in t
he C
ity
•
to in
tegr
ate
econ
omic
, soc
ial a
nd e
nviro
nmen
tal a
ctiv
ities
of C
ounc
il
• o
dire
ctly
pro
vid
e (o
r as
sist
in t
he p
rovi
sion
of)
sele
cted
infr
astr
uctu
re (b
oth
hard
and
sof
t) to
mee
t kn
own
dem
and
and
to c
omp
lem
ent
priv
ate
inve
stm
ent
•
to fa
cilit
ate
loca
l bus
ines
s in
itiat
ives
and
col
lab
orat
ion.
Act
ion
Met
hod
Mea
sure
T
ime
& R
epo
rtin
g o
f M
easu
re
Pro
gre
ss
3.4.
5.1
Incr
ease
aw
aren
ess
for
loca
l bus
ines
ses
on th
e Fe
dera
l Gov
ernm
ent’s
Em
issi
ons
Trad
ing
Sch
eme
(ETS
) if
legi
slat
ed w
ith th
e su
ppor
t of r
elev
ant
gove
rnm
ent a
genc
y
· C
ondu
ct w
ell a
dver
tised
and
pr
omot
ed s
emin
ars
on th
e E
TS·
A m
inim
um o
f 50
atte
ndee
sD
epen
dent
on
Fede
ral
Gov
ernm
ent
As
legi
slat
ion
in th
is a
rea
has
not b
een
reso
lved
, thi
s ha
s no
t pro
gres
sed.
3.4.
5.2
Pro
vide
ong
oing
adv
ice
and
info
rmat
ion
on
redu
cing
ene
rgy
and
wat
er c
onsu
mpt
ion
with
a
view
to re
duci
ng o
pera
ting
cost
s
· D
evel
op p
artn
ersh
ips
with
rele
vant
w
ater
and
ele
ctric
ity s
uppl
iers
· H
old
sust
aina
bilit
y in
form
atio
n se
ssio
ns fo
r lo
cal b
usin
esse
s in
co
njun
ctio
n w
ith r e
leva
nt a
genc
ies
and
supp
liers
· C
ondu
ct a
n an
nual
m
eetin
g w
ith w
ater
an
d en
ergy
loca
l su
pplie
rs
Ann
ually
com
men
cing
2nd
qu
arte
r 20
10
A n
umbe
r of
BB
N b
reak
fast
s ha
ve b
een
them
ed o
n th
e is
sues
of s
usta
inab
ility.
N
umer
ous
brea
kfas
ts h
ave
had
expo
dis
play
s of
sus
tain
able
pro
duct
s.
· H
old
a m
inim
um
of o
ne in
form
atio
n se
ssio
n an
nual
ly
Ann
ually
com
men
cing
3rd
quar
ter
2010
3.4.
5.3
Enc
oura
ge re
side
nts
to ta
ke u
p su
stai
nabi
lity
initi
ativ
es a
nd p
rodu
cts
supp
lied
by lo
cal
busi
ness
es
· C
ondu
ct s
usta
inab
ility
foru
ms
for
r esi
dent
s an
d en
cour
age
loca
l bu
sine
sses
ope
ratin
g in
the
sect
or
to p
artic
ipat
e or
exh
ibit.
Con
side
r sp
onso
rshi
ps o
ppor
tuni
ties
to
augm
ent c
osts
.
· C
ondu
ct a
m
inim
um o
f one
su
stai
nabi
lity
foru
m
bian
nual
ly
1st q
uart
er 2
011
The
prom
otio
n of
the
Bui
lt E
nviro
nmen
t A
war
ds (S
usta
inab
ility
Cat
egor
y) h
as b
een
prov
en s
ucce
ssfu
l, w
ith C
ounc
il re
ceiv
ing
five
nom
inat
ions
in th
e 20
13 a
war
d. W
ith th
e E
nviro
nmen
tal S
trat
egy
Team
, the
se in
itiat
ives
w
ill be
inve
stig
ated
furt
her.
45
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
3.4.
6 A
cc
ess
ing
Sta
te a
nd
Co
mm
on
we
alt
h G
ove
rnm
en
t P
rog
ram
s
Obj
ectiv
es:
This
act
ion
area
ad
dre
sses
tw
o of
the
five
yea
r ec
onom
ic d
evel
opm
ent
obje
ctiv
es:
•
to fa
cilit
ate
loca
l bus
ines
s in
itiat
ives
and
col
lab
orat
ion
•
to p
rovi
de
loca
l ad
vice
, and
acc
ess
to, S
tate
and
Com
mon
wea
lth G
over
nmen
t in
dus
try
and
econ
omic
dev
elop
men
t p
rogr
ams
for
ind
ivid
ual b
usin
esse
s, g
roup
s of
bus
ines
ses
and
com
mun
ity o
rgan
isat
ions
in B
aysi
de.
usin
ess
initi
ativ
es a
nd c
olla
bor
atio
n.
Act
ion
Met
hod
Mea
sure
T
ime
& R
epo
rtin
g o
f M
easu
re
Pro
gre
ss
3.4.
6.1
Incr
ease
the
awar
enes
s of
loca
l bus
ines
ses
of a
ssis
tanc
e pr
ogra
ms
prov
ided
by
the
Sta
te a
nd F
eder
al G
over
nmen
ts
· E
ncou
rage
Sta
te a
nd F
eder
al
Gov
ernm
ent b
usin
ess
supp
ort a
nd
advi
sory
age
ncie
s to
par
ticip
ate
in
BB
N e
vent
s
· A
min
imum
of
one
info
rmat
ion
sess
ion
cond
ucte
d
Ann
ually
com
men
cing
3rd
quar
ter
2010
The
Dep
artm
ent o
f Sta
te D
evel
opm
ent a
nd
Bus
ines
s In
nova
tion
has
been
a s
igni
fican
t sp
onso
r. C
ounc
il ha
s ac
tivel
y pr
omot
ed a
nd
faci
litat
ed n
umer
ous
prog
ram
s of
the
Dep
artm
ent.
Pro
vidi
ng th
e lin
k be
twee
n S
tate
ser
vice
s an
d fu
ndin
g op
port
uniti
es a
nd B
aysi
de B
usin
esse
s.
3.4.
6.2
Acc
ess
rele
vant
Sta
te a
nd F
eder
al
Gov
ernm
ent p
rogr
ams
to b
e de
liver
ed in
B
aysi
de
· A
pply
whe
re a
pplic
able
for
fund
ing
and
/ or
trai
ning
opp
ortu
nitie
s to
be
deliv
ered
in B
aysi
de
· A
min
imum
of o
ne
prog
ram
del
iver
ed
Ann
ually
com
men
cing
4d
quar
ter
2010
Cou
ncil
has
secu
red
sign
ifica
nt fu
ndin
g fo
r a
rang
e of
initi
ativ
es to
ass
ist l
ocal
indu
stry
.
46
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
4. Bays
ide as a re
gional
economy and opportunities
to foster growth
47
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
As noted earlier, Bayside is not an economic region in its own right. The journey-to-work data in Section 2 demonstrates the labour movements to and from employment, from Bayside and within Bayside. It indicates that the municipality sits within a broader economic region in Melbourne’s south-east that stretches from the CBD to as far as Dandenong. Bayside’s integration in this economic region means there is a continuous flow of labour, investment, wages
and profits to and from the municipality. Bayside’s economic performance will therefore depend critically upon the performance, patterns of trade and trends in this broader metropolitan context.
Nevertheless, the local economy is also subject to the same endogenous and exogenous factors which result in activity and growth as any regional economy. The drivers of sustainable economic growth and prosperity can be grouped into the six labels depicted below. Council’s role is to identify the available data on each of these and to identify actions to consolidate and strengthen each.
4.1 What drives Bayside’s economy?
8Department of Regional Australia, Local Government, Arts and Sport (2013), Regional Economic Development Guide, Commonwealth of Australia
Figure 4.1 – The five key drivers of sustainable local economic growth8
48
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
These key factors are the drivers of growth as they constitute the necessary preconditions for the private sector investment that sustains economic growth. The role of all levels of government is to support these preconditions to maximise the attractiveness of investment and business retention in Bayside.
4.1.1 Human capital, particularly education and skills
Human capital is the stock of knowledge, expertise and abilities of a population.
Human capital is one of the most important inputs to economic activity. Human capital is crucial to supporting local businesses to be competitive and drive economic growth. Businesses need access to workers with suitable skills, which is particularly important for advanced industries that rely heavily on technical knowledge and creative abilities. Improvements in education and skills can enhance the innovative and productive capacity of a workforce. Individuals with greater education and skills can pursue a wider range of employment opportunities, adapt to new processes and technologies which improve productivity, and improve their standard of living. The way in which businesses engage with their employees and make use of their skills is also crucial in driving productivity improvements.
Human capital is important to entrepreneurship. People who are experienced in business and have well-developed technical skills and abilities are well-equipped to pursue new ideas and business opportunities. Fostering a strong entrepreneurial culture is also important for enhancing innovation and can encourage businesses and their employees to seek out commercial opportunities. The presence of a skilled workforce can make a region more attractive to investment. Businesses will seek out regions that have an adequate supply of skilled labour when making decisions about where to locate their operations.
Cultural amenities and social infrastructure also play a role in supporting the human capital of a region. Arts, sport, volunteering and cultural activities contribute to the social fabric of a community. These factors can enhance creativity and innovation, build a community spirit and create linkages within regional economies to build on the existing stock of knowledge. 4.1.2 Sustainable communities and population growth
Sustainable communities refers to the ability of a region to endure in the long-term. It has economic, environmental and social dimensions. This concept links closely with and supports Human Capital.
A region’s population is one of its most important resources. It provides the local workforce and plays a large role in determining the attractiveness of living in a region. Population change is a significant factor in the long-term viability of the local community in terms of economic, environmental and social sustainability.
While population growth in the retirement demographic
may have a smaller impact on the labour force, it can stimulate economic activity and contribute to improvements in social capital. For example, older residents tend to participate in community events and volunteer activities, bringing knowledge and experience that can be shared with local businesses. An ageing population can also create demand for services, including aged care and health services.
Population growth can promote further economic development by creating economic and social benefits that attract ongoing migration and business investment. Regions with a growing economy tend to create favourable employment opportunities that attract new residents. The resulting migration can then stimulate additional economic activity as new residents invest in housing, and spend their money in the local economy.
Another key aspect of sustainable communities relevant to Bayside is the need for access to income throughout a person’s life within a place. Younger age residents require access to education and skills to prepare them for the workforce; working age residents need access to employment during their prime years; and senior citizens will require community and government support programs, pensions, investments and assets, and/or superannuation funds for their wealth and incomes.
As noted in Section 2.2.2, Council’s approach to economic development needs to include actions to assist these older residents as part of overall economic wellbeing throughout residents’ life.
Bayside’s aged residents are the first generation of retirees to have universal superannuation which was introduced by the Commonwealth in 1992. Given that 40% of Bayside’s residents are retirees or approaching retirement age, it is important to understand the income sources that Bayside’s residents rely upon for income during post full-time employment. Limited data is currently available to profile these dynamics, and this information gap needs to be addressed as part of the five year action plan.
4.1.3 Comparative advantage and business competitiveness
A region has a comparative advantage when it can produce a product, good or service at a lower opportunity cost than other regions. Regional comparative advantage can be considered as a region’s area of relative strength or specialisation, such as access to natural resources.
Business competitiveness is the ability of a business to sell and supply goods and services compared to a competitor. A business has a competitive advantage when its products or services cannot be easily duplicated by competitors.
A region’s comparative advantage can stem from various sources, such as its geographic location and proximity to other population centres, availability of natural resources, climate and arable land conducive to agriculture, the existence of industry clusters, access to infrastructure or the skill profile of the local population.
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These underlying attributes influence the types of economic activity that are likely to be successful in a region. They also have implications for development initiatives, which are generally more effective where they build on an existing strength. However, this does not mean that regions cannot diversify their economies. Rather, regions can benefit by strengthening current areas of specialisation and diversify by developing new ways to exploit existing assets, resources and knowledge.
A region’s comparative advantage is not static and can evolve over time with changes in natural resources, market forces, or planning and investments that aim to build up new capabilities.
Local businesses can use a region’s comparative advantage to build a competitive advantage. Competitive advantages are also developed through the combination of multiple factors including knowledge, resources, skills and, importantly, the capacity to innovate. These factors can give a business an efficiency advantage, or underpin the development of a unique or innovative product that cannot be easily replicated by competitors.
Competitive local businesses are essential to economic development. They are the building blocks of a successful regional economy, providing the employment opportunities and income that underpin higher living standards. Actions to promote innovation, improve productivity, gain access to markets and lift the educational profile of a region, all contribute to making businesses more competitive.
4.1.4 Economic connectivity
Economic connectivity and access to markets is the ability to trade goods and services in markets at a local, metropolitan or national level.
Access to markets is facilitated by physical and non-physical connections. Reducing transport costs can improve physical access to markets and enable businesses to move goods more quickly. Soft infrastructure, such as strong business relationships, the right commercial access, trade agreements between countries and access to connective technology like the NBN, is equally important. When entering a new market, producers need to have the knowledge and ability to provide goods and services that are attractive and that meet local regulatory requirements, such as safety and quality standards.
Some businesses, by their nature, are focused on the local market. For example, demand for health and personal services is driven by local consumption as they serve specific local needs, and focus on relatively small local markets. However, other industries, particularly primary producers, are outwardly oriented and have stronger export potential. Growth in these sectors is greatly aided by building connections to larger trade markets.
Regions that are well connected to large or diverse markets can access a wider range of potential customers. Greater access to markets provides local
businesses with opportunities to grow by trading more goods and services. Further, producing on a larger scale can help businesses to bring down their costs through economies of scale, making them more competitive. Access to markets is not restricted to building international links. Connecting with other areas of Australia can impact a region’s economic development in a similar way to international trade, and can support the formation of businesses that operate across multiple regions of the country.
Greater access to markets also creates the opportunity to purchase from a wider range of sellers. Market access can benefit businesses by providing a greater choice of suppliers and potentially lowering their costs, and gives consumers access to a larger range of goods and services. Greater access to markets also opens the door to new investment and innovation, through the sharing of information, knowledge and technology.
4.1.5 Effective cross-sector and intergovernmental partnerships
Effective cross-sector and intergovernmental partnerships are areas of formal and informal cooperation between stakeholders that can help deliver on shared priorities. They are linkages between the local community, businesses, industry, and across all levels of government.
Integrated regional planning aligns the objectives of multiple levels of government, businesses and the community to coordinate development efforts at different levels.
No one level of government can fully respond to the diverse needs and circumstances of Australia’s regions, and partnerships are essential for coordinating the activities and investments of different stakeholders. Effective regional development policy relies on all three levels of government working in partnership with each other, communities and the private sector, to focus on the challenges and opportunities for a particular region.
4.1.6 Recent State Government policy changes and directions
Plan Melbourne Metropolitan Strategy
Plan Melbourne is the first major change in strategic metropolitan policy since Melbourne 2030 was adopted by the State Government in 2002. Plan Melbourne presents a number of implications for economic development, including its focus on employment opportunities throughout Melbourne’s major economic nodes and land use policy. A key economic theme of Plan Melbourne is the ’20 minute city’ concept whereby jobs and services may be accessed throughout the city within a 20 minute journey from any given point.
As noted earlier, Bayside is not a major economic region in its own right and is not identified as a cluster in Plan Melbourne. Bayside sits at the periphery of the CBD cluster and the journey-to-work patterns in Section 2 (page 33) indicate that Bayside also has a relationship with the south-eastern industrial cluster based around Dandenong and Monash.
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Bayside’s economic role is, in fact, already consistent with the aspirations of Plan Melbourne as the existing road and rail infrastructure that connects the municipality with the rest of the city provides it the efficient access required for Bayside’s residents to access the major sources of employment and commercial nodes needed to integrate within the broader metropolitan economy.
Council’s priority to foster positive preconditions in Bayside for commercial investment further reinforces alignments with Plan Melbourne as this investment further increases access and opportunities by Bayside’s residents to employment and commercial interactions. Plan Melbourne’s implications for the BBEA.
Plan Melbourne’s implications for the BBEA are unclear. The BBEA is not identified as a component of the ‘Integrated Economic Triangle’ (which instead refers to the CBD and major transport infrastructure), nor is it identified as part of one of the National Employment Clusters, a (State Government) investment or employment opportunity, or as a Metropolitan Activity Centre.
Plan Melbourne identifies the significance of activity centres in providing jobs and commercial opportunities, but does not discuss in detail the distinction between traditional mixed-use activity centres and dedicated commercial precincts such as the BBEA. This is particularly pertinent as the strategy’s Initiative 1.2.3 includes an action to update the planning provisions to remove retail and commercial floor space caps in Precinct Structure plans as activity centres are developed. This action would increase the potential for the dispersal of major commercial investments away from the BBEA as a dedicated business and employment precinct to other areas both within and outside of Bayside. While this may diversify the functions of these other areas, the erosion of commercial investment was a key risk for the BBEA identified in the 2012 Business Monitor.
Clarification is required from the Victorian Government as to what role the BBEA is envisaged to play under the new metropolitan strategy. An opportunity to seek this clarification may arise when the Government undertakes the quantification of commercial and retail land requirements as an action to be completed in the short term as part of Initiative 1.2.3. The Government could also articulate how the BBEA functions (both currently and in the future) in meeting the employment component of the strategy’s objective of a ‘20 minute city’. The Government’s view of the correct balance between meeting housing and employment needs in Bayside’s last major commercial area should also be sought.
Recommended addition to the action plan: seek clarification from the State Government on the future role and function of the BBEA as it relates to the objectives of Plan Melbourne.
Planning Zone changes
The Victorian Government introduced changes to the Victorian Planning Provisions which came into effect in July 2013. These zoning changes have potential implications for existing activity centres and commercial areas in Bayside (and elsewhere in metropolitan Melbourne).
The five previously existing Business Zones (Business 1-5) have been replaced with two new Commercial Zones (Commercial 1 and 2), which significantly expand the number of ‘as-of-right’ uses (i.e. uses for which a planning permit is not required).
For example, under the Commercial 1 Zone, which replaces the existing Business 1, 2 and 5 Zones all shops, including supermarkets, are ’as-of-right’ and are no longer subject to floor space limits in urban municipalities. Similarly, the new Commercial 2 Zone replaces the existing Business 3 and 4 Zones that allows for the establishment of small-scale supermarkets with floorspace up to 1,800 m2 and small shops up to 500m2 ‘as-of-right’ in the metropolitan area, on sites with access to a main road.
In addition to these changes to the Commercial Zones, the Industrial 3 Zone has been amended to now permit a supermarkets up to 1,800m2 and shops to a maximum of 500m2 to locate ‘as-of-right’ in that zone on sites adjoining or within 30 metres of an arterial or major road. Although Bayside has no land zoned Industrial 3, several sites in the adjoining Glen Eira and Kingston LGAs are located within a few hundred metres of the Bayside boundary which could potentially be targeted for supermarket/small shop development. Such development could attract trade from existing Bayside activity centres.
Whilst the greater ‘as-of-right’ uses permissible for shops and commercial activity under the new zones will simplify the planning application process somewhat and reduce it as a barrier to investment, ‘planning certainty’ could be reduced due to the likely expansion in the number of locations where new retail activities may locate. This potential outcome may serve to reduce investment in existing small centres as a response to greater perceived investment opportunities in newly-zoned commercial areas.
Under the zoning changes supermarkets could conceivably be developed within the Bayside Business Employment Area (BBEA) flanking Bay Road between George Street and Jack Road, Cheltenham and on land currently zoned Business 4 on the northern (Kingston) side of Nepean Highway. The potential for new ‘out-of-centre’ developments could undermine the vitality and viability of existing activity centres by redirecting trade away and by attracting existing tenants to re-locate to the new centres.
The decrease in the number of uses that require a permit and the rationalisation of the business zones also removes the discretion Council previously had to some degree, manage the commercial mix in centres.
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For example, under the previous zoning regime, the Business 2 Zone was designed specifically to encourage the development of offices through requiring planning permits for all retail premises, with offices being ‘as-of-right. Under the new Commercial 1 Zone, offices and retail ‘premises (including shops) are both ‘as-of-right, limiting Council’s ability to direct where these uses are located and reducing the ability of the Planning Scheme to enforce a strong activity centre-based policy. The Bayside Small Activity Centres Strategy and the upcoming Retail, Commercial and Employment Strategy will provide the support to Bayside’s activity centres that is available to Council under the new planning zones.
The new zones are likely to have significant property market effects by changing the opportunities and options for investment in commercial-zoned land. Retail and office construction activity was demonstrated in Section 2.3.4 to have had differing patterns of activity since 2006, reflecting the differing performance between retail and service industries over this period.
The changes to the local property market may affect new economic circumstances which could be studied
in detail to identify Bayside’s commercial investment environment and outlook, and establish policy priorities for maximising investment suitable for Council’s economic development objectives.
4.1.7 Bayside’s economic development outlook and priority action areas
Section 2 identified and analysed the key data available that is linked to each of these drivers.
Section 3 outlined Council’s objectives in local economy development. This section relates to each economic driver to relevant findings from data in Section 2 and then draws conclusions for Bayside’s economic outlook. An optimal suite of targeted actions, policies and interventions Council can undertake will be identified from this analysis.
Bayside’s activity centres and the BBEA are also analysed given their roles as key nodes in the local economy and the distinct opportunities that exist to further strengthen their investment and employment offer.
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5. SWOT and Action Plan
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5.1
E
con
om
ic D
rive
r 1
– L
ever
agin
g a
nd
bu
ildin
g B
aysi
de’
s h
um
an c
apit
al
Cou
ncil’
s O
bjec
tive:
1.
To
sup
por
t th
e C
ity’s
bus
ines
s co
mm
unity
as
an im
por
tant
loca
l em
plo
yer,
inve
stor
and
con
trac
tor
of s
ervi
ces.
S
WO
T
Str
eng
thW
eakn
esse
s o
r C
ons
trai
nts
Thr
eats
Op
po
rtun
itie
sA
ctio
n R
ef.
Bay
side
resi
dent
s ge
nera
lly p
osse
ss
a hi
gh le
vel o
f ski
lls, e
duca
tion
and
wor
k ex
perie
nce
and
have
inco
me
leve
ls a
bove
the
met
ropo
litan
ave
rage
. Th
ese
exis
ting
endo
wm
ents
pro
vide
re
side
nts
high
pro
babi
litie
s of
acc
ess
to
empl
oym
ent a
nd w
ealth
.
The
larg
e nu
mbe
r of
wor
king
resi
dent
s th
at a
re
empl
oyed
bey
ond
Bay
side
’s b
ound
arie
s m
eans
that
B
aysi
de’s
eco
nom
ic p
rosp
erity
is d
epen
dent
upo
n th
e br
oade
r re
gion
s, b
eyon
d C
ounc
il’s a
bilit
y to
dire
ctly
in
fluen
ce.
The
relia
nce
of re
side
nts
on a
reas
out
side
of
Bay
side
for
empl
oym
ent l
eads
to in
crea
sing
pr
essu
re o
n ex
istin
g tr
ansp
ort i
nfra
stru
ctur
e.
Nat
iona
l tre
nds
indi
cate
th
at B
aysi
de’s
rela
tivel
y la
rge
coho
rts
of s
enio
r w
orki
ng a
ge re
side
nts
are
likel
y to
rem
ain
in th
e w
orkf
orce
long
er th
an
prev
ious
gen
erat
ions
.
Thes
e re
side
nts
may
co
nsid
er e
xten
ding
thei
r w
orki
ng c
aree
rs th
roug
h co
nsul
tanc
ies
or v
ia th
e co
mm
ence
men
ts o
f sm
all
busi
ness
es.
5.1.
1
Bay
side
has
goo
d tr
ansp
ort l
inks
to
Mel
bour
ne’s
maj
or e
mpl
oym
ent
area
s. T
his
feat
ure
supp
orts
Bay
side
’s
effe
ctiv
e jo
b de
nsity
and
pro
sper
ity.
Bay
side
has
a v
ery
low
rat
e of
loca
l un
empl
oym
ent a
nd th
is is
fore
cast
to
rem
ain
low
.
Cou
ncil’s
role
in th
e pr
ovis
ion
of tr
ansp
ort s
ervi
ces
and
infra
stru
ctur
e is
sub
ordi
nate
to S
tate
Gov
ernm
ent
prio
ritie
s an
d bu
dget
lim
itatio
ns, r
estr
ictin
g sc
ope
to
dire
ctly
lead
the
deliv
ery
of n
ew tr
ansp
ort o
ptio
ns.
The
tota
l loc
al e
mpl
oym
ent o
ffer
is s
igni
fican
tly lo
wer
th
an th
e ov
eral
l num
ber
of w
orki
ng re
side
nts.
Thi
s m
eans
man
y re
side
nts
need
to fi
nd w
ork
outs
ide
of
Bay
side
.
Giv
en th
e lim
ited
fund
s av
aila
ble
for
furt
her
inve
stm
ent t
o ex
pand
pub
lic tr
ansp
ort c
apac
ity/
serv
ices
, thi
s co
nstr
aint
may
lim
it B
aysi
de’s
E
ffect
ive
Job
Den
sity
pot
entia
l and
pro
sper
ity.
Bay
side
’s re
lativ
ely
olde
r w
orkf
orce
will
need
to
con
tinue
to u
pdat
e th
eir
skills
and
trai
ning
to
ens
ure
they
rem
ain
rele
vant
in a
cha
ngin
g,
know
ledg
e-in
tens
ive
labo
ur m
arke
t.
Ser
vice
clu
bs a
nd/o
r ad
viso
ry c
omm
ittee
s to
co
unci
l com
pris
e sk
illed,
ex
perie
nced
mem
bers
who
co
uld
shar
e in
sigh
ts a
nd
tran
sfer
kno
wle
dge
to n
ew
or p
rosp
ectiv
e bu
sine
ss
oper
ator
s.
5.1.
2
5.1.
3
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tegy
Str
eng
thW
eakn
esse
s o
r C
ons
trai
nts
Thr
eats
Op
po
rtun
itie
sA
ctio
n R
ef.
Figu
re 2
.10.
2 (p
age
29) d
emon
stra
tes
that
ther
e is
an
alig
nmen
t bet
wee
n th
e la
rges
t ind
ustr
ies
in B
aysi
de a
nd th
e in
dust
ries
whi
ch e
mpl
oy la
rge
num
bers
of
wor
king
resi
dent
s. T
his
mea
ns th
at
the
jobs
ava
ilabl
e lo
cally
may
be
a go
od
mat
ch fo
r th
e jo
bs w
hich
resi
dent
s se
ek
for
empl
oym
ent.
Whi
le e
mpl
oym
ent a
ligns
by
indu
stry
, the
ove
rall
num
ber
of jo
bs in
Bay
side
is lo
wer
than
the
num
ber
of w
orki
ng
resi
dent
s. T
his
mea
ns th
at B
aysi
de h
as a
sho
rtfa
ll of
jobs
w
ithin
the
mun
icip
ality
rela
tive
to th
e nu
mbe
r of
resi
dent
s w
ho a
re e
mpl
oyed
ove
rall.
Bay
side
doe
s no
t hav
e a
loca
l hig
her
educ
atio
n fa
cilit
y,
whi
ch is
con
side
red
to b
e a
criti
cal e
nabl
er o
f com
mer
cial
in
nova
tion.
Bay
side
has
a s
light
ly lo
wer
hom
e-ba
sed
busi
ness
em
ploy
men
t pro
port
ion
than
the
Mel
bour
ne
aver
age.
Aus
tral
ian
Bus
ines
s R
egis
ter
data
allo
ws
for
the
quar
terly
iden
tifica
tion
of n
ew A
BN
s re
gist
ered
in
Bay
side
. Thi
s in
form
atio
n an
d ot
her
data
ava
ilabl
e to
Cou
ncil
can
be c
omm
unic
ated
as
an o
ngoi
ng
publ
icat
ion
dist
ribut
ed to
new
, pro
spec
tive
and
esta
blis
hed
busi
ness
es to
kee
p th
em in
form
ed a
nd
iden
tify
com
mer
cial
opp
ortu
nitie
s an
d im
port
ant
loca
l tre
nds.
Unf
ores
een
stru
ctur
al c
hang
es in
the
natio
nal
and/
or m
etro
polit
an e
cono
mic
may
cau
se
mis
alig
nmen
ts to
dev
elop
bet
wee
n th
e pr
ovis
ion
of jo
bs lo
cally
and
the
skill
sets
, qua
lifica
tions
and
in
dust
ries
of e
mpl
oym
ent a
vaila
ble
in B
aysi
de
The
encr
oach
men
t of r
esid
entia
l dev
elop
men
ts o
n lim
ited
com
mer
cial
land
may
ero
de th
e pr
ovis
ion
of
loca
l job
s an
d bu
sine
ss in
vest
men
t opp
ortu
nitie
s
Giv
en th
e ex
istin
g B
BN
co
nnec
tions
and
the
incr
easi
ng le
vels
of l
ocal
re
tiree
s th
e po
tent
ial e
xist
s to
dev
elop
a ‘h
ome
grow
n’
inve
stor
pro
gram
.
5.1.
4
Con
vert
loca
l ski
lls to
loca
l jo
bs: ‘
Incu
batio
n’ (t
hrou
gh
poss
ible
har
d fa
cilit
y, v
irtua
l fa
cilit
y, o
r sk
ill/ne
twor
king
/m
ento
ring
prog
ram
de
velo
pmen
t), p
rom
otin
g th
e es
tabl
ishm
ent o
f new
HO
/SO
bu
sine
sses
by
resi
dent
s.
5.1.
5
Vary
ing
incu
batio
n m
odel
s ha
ve b
een
tria
lled
arou
nd th
e w
orld
. A
n as
sess
men
t of
suita
ble
mod
els
for
Bay
side
w
ould
war
rant
con
side
ratio
n.
5.1.
6
Mon
itor
the
alig
nmen
t, pr
iorit
ies
thos
e in
dust
ries
for
focu
s of
Cou
ncil
and
gove
rnm
ent p
rogr
ams.
Cou
ncil’s
ED
S c
an s
uppo
rt
loca
l eco
nom
ic g
row
th a
nd
empl
oym
ent b
y m
aint
aini
ng
the
prec
ondi
tions
favo
urab
le
for
targ
eted
com
mer
cial
in
vest
men
t.
5.1.
7
5.1.
8
5.1.
9
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e Eco
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evelo
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tegy
Str
eng
thW
eakn
esse
s o
r C
ons
trai
nts
Thr
eats
Op
po
rtun
itie
sA
ctio
n R
ef.
Figu
re 2
.10.
2 (p
age
29) d
emon
stra
tes
that
ther
e is
an
alig
nmen
t bet
wee
n th
e la
rges
t ind
ustr
ies
in B
aysi
de a
nd th
e in
dust
ries
whi
ch e
mpl
oy la
rge
num
bers
of
wor
king
resi
dent
s. T
his
mea
ns th
at
the
jobs
ava
ilabl
e lo
cally
may
be
a go
od
mat
ch fo
r th
e jo
bs w
hich
resi
dent
s se
ek
for
empl
oym
ent.
Whi
le e
mpl
oym
ent a
ligns
by
indu
stry
, the
ove
rall
num
ber
of jo
bs in
Bay
side
is lo
wer
than
the
num
ber
of w
orki
ng
resi
dent
s. T
his
mea
ns th
at B
aysi
de h
as a
sho
rtfa
ll of
jobs
w
ithin
the
mun
icip
ality
rela
tive
to th
e nu
mbe
r of
resi
dent
s w
ho a
re e
mpl
oyed
ove
rall.
Bay
side
doe
s no
t hav
e a
loca
l hig
her
educ
atio
n fa
cilit
y,
whi
ch is
con
side
red
to b
e a
criti
cal e
nabl
er o
f com
mer
cial
in
nova
tion.
Bay
side
has
a s
light
ly lo
wer
hom
e-ba
sed
busi
ness
em
ploy
men
t pro
port
ion
than
the
Mel
bour
ne
aver
age.
Aus
tral
ian
Bus
ines
s R
egis
ter
data
allo
ws
for
the
quar
terly
iden
tifica
tion
of n
ew A
BN
s re
gist
ered
in
Bay
side
. Thi
s in
form
atio
n an
d ot
her
data
ava
ilabl
e to
Cou
ncil
can
be c
omm
unic
ated
as
an o
ngoi
ng
publ
icat
ion
dist
ribut
ed to
new
, pro
spec
tive
and
esta
blis
hed
busi
ness
es to
kee
p th
em in
form
ed a
nd
iden
tify
com
mer
cial
opp
ortu
nitie
s an
d im
port
ant
loca
l tre
nds.
Unf
ores
een
stru
ctur
al c
hang
es in
the
natio
nal
and/
or m
etro
polit
an e
cono
mic
may
cau
se
mis
alig
nmen
ts to
dev
elop
bet
wee
n th
e pr
ovis
ion
of jo
bs lo
cally
and
the
skill
sets
, qua
lifica
tions
and
in
dust
ries
of e
mpl
oym
ent a
vaila
ble
in B
aysi
de
The
encr
oach
men
t of r
esid
entia
l dev
elop
men
ts o
n lim
ited
com
mer
cial
land
may
ero
de th
e pr
ovis
ion
of
loca
l job
s an
d bu
sine
ss in
vest
men
t opp
ortu
nitie
s
Giv
en th
e ex
istin
g B
BN
co
nnec
tions
and
the
incr
easi
ng le
vels
of l
ocal
re
tiree
s th
e po
tent
ial e
xist
s to
dev
elop
a ‘h
ome
grow
n’
inve
stor
pro
gram
.
5.1.
4
Con
vert
loca
l ski
lls to
loca
l jo
bs: ‘
Incu
batio
n’ (t
hrou
gh
poss
ible
har
d fa
cilit
y, v
irtua
l fa
cilit
y, o
r sk
ill/ne
twor
king
/m
ento
ring
prog
ram
de
velo
pmen
t), p
rom
otin
g th
e es
tabl
ishm
ent o
f new
HO
/SO
bu
sine
sses
by
resi
dent
s.
5.1.
5
Vary
ing
incu
batio
n m
odel
s ha
ve b
een
tria
lled
arou
nd th
e w
orld
. A
n as
sess
men
t of
suita
ble
mod
els
for
Bay
side
w
ould
war
rant
con
side
ratio
n.
5.1.
6
Mon
itor
the
alig
nmen
t, pr
iorit
ies
thos
e in
dust
ries
for
focu
s of
Cou
ncil
and
gove
rnm
ent p
rogr
ams.
Cou
ncil’s
ED
S c
an s
uppo
rt
loca
l eco
nom
ic g
row
th a
nd
empl
oym
ent b
y m
aint
aini
ng
the
prec
ondi
tions
favo
urab
le
for
targ
eted
com
mer
cial
in
vest
men
t.
5.1.
7
5.1.
8
5.1.
9
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
n (C
alen
der
Yea
r)
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.1.
1
Und
erta
ke a
loca
l hom
e-ba
sed
busi
ness
nee
ds a
naly
sis.
The
anal
ysis
will
prov
ide
insi
ghts
as
to w
hat m
ay b
e th
e ba
rrie
rs fo
r re
tiree
s co
mm
enci
ng h
ome
base
d bu
sine
sses
.
Com
plet
ion
of
hom
e ba
sed
stud
y.Q
3 20
16$$
New
Initi
ativ
e B
aysi
de B
usin
ess
Net
wor
k.
5.1.
2
Con
tinue
to m
onito
r co
mm
unity
dem
ogra
phic
pro
files
to e
nsur
e th
e al
ignm
ent o
f eco
nom
ic d
evel
opm
ent a
ctio
ns a
re m
eetin
g th
e ch
angi
ng
need
s of
the
com
mun
ity.
The
Bay
side
Ann
ual B
usin
ess
Reg
iste
r w
ill pr
ovid
e da
ta o
n th
e pe
rform
ance
of t
he lo
cal e
cono
my
and
high
light
issu
es th
at m
ay
requ
ire a
djus
tmen
t to
Cou
ncil’s
str
ateg
ic a
ppro
ach
to E
cono
mic
D
evel
opm
ent.
The
annu
al re
view
will
add
agilit
y an
d re
spon
sive
ness
to
the
long
term
str
ateg
y.
Bay
side
Ann
ual
Bus
ines
s R
evie
w
(BA
BR
).
Ann
ual c
omm
enci
ng
Q1
2016
$$S
ervi
ce B
udge
tIn
tern
al c
olla
bora
tion
with
Com
mun
icat
ions
D
epar
tmen
t.
5.1.
3
Est
ablis
h a
part
ners
hip
with
U3A
to id
entif
y an
d de
liver
cou
rses
th
at p
rom
ote
retir
emen
t age
resi
dent
s to
effe
ctiv
ely
man
age
wea
lth,
mai
ntai
n cu
rren
cy o
f the
ir sk
ills a
nd re
mai
n en
gage
d in
the
broa
der
econ
omy.
Est
ablis
h an
on
goin
g di
alog
ue
with
U3A
op
erat
ors.
Hal
f yea
rly
com
men
cing
Q3
2014
Sta
ff R
esou
rce
Ser
vice
Bud
get
Inte
rnal
col
labo
ratio
n w
ith A
ged
and
Dis
abilit
y S
ervi
ces
Dep
artm
ent.
56
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
n (C
alen
der
Yea
r)
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.1.
4
‘Hom
e gr
own’
pro
gram
of m
ento
ring/
’ang
el in
vest
or p
rogr
am’ t
o as
sist
loca
l ent
repr
eneu
rs w
ith s
tart
ups
.
Inve
stig
atio
n un
dert
aken
into
an
gel i
nves
tor
oppo
rtun
ities
to
pro
mot
e vi
a B
aysi
de B
usin
ess
Ann
ual R
evie
w a
nd
BB
N.
Q2
2015
Sta
ff R
esou
rces
Ser
vice
Bud
get
Ext
erna
l BB
N a
mba
ssad
ors.
5.1.
5
Und
erta
ke a
Cos
t Ben
efit A
naly
sis
on B
usin
ess
Incu
bato
r/co
-wor
king
sp
aces
and
mod
els.
Cos
t Ben
efit
Ana
lysi
s co
mpl
eted
.
Q2
2015
$$S
ervi
ce B
udge
tE
xter
nal i
nves
tigat
ion
with
Sta
te G
over
nmen
t and
ot
her
loca
l cou
ncil
s th
at h
ave
or h
ad in
cuba
tor
prog
ram
s.
5.1.
6
Sub
ject
to C
ost B
enefi
t Ana
lysi
s (A
ctio
n 5.
1.2.
3) v
iabi
lity,
dev
elop
an
incu
bato
r bu
sine
ss p
lan.
Bus
ines
s pl
an
com
plet
ed
and
subm
itted
to
Cou
ncil
for
cons
ider
atio
n.
Q4
2015
$$$
New
Initi
ativ
eE
xter
nal i
nves
tigat
ion
with
Sta
te G
over
nmen
t and
ot
her
loca
l cou
ncil
s th
at h
ave
or h
ad in
cuba
tor
prog
ram
s.
5.1.
7
Dev
elop
men
t of a
new
bus
ines
s al
ert s
yste
m to
pro
vide
a ‘w
elco
me’
fo
r ne
w b
usin
esse
s es
tabl
ishe
d in
the
mun
icip
ality
with
an
outli
ne o
f re
leva
nt p
rogr
ams
and
oppo
rtun
ities
.
Wel
com
e sy
stem
es
tabl
ishe
d to
en
sure
new
bu
sine
sses
are
aw
are
of a
ll lo
cal
oppo
rtun
ities
for
enga
gem
ent a
nd
netw
orki
ng.
Q2
2014
$ &
Sta
ff re
sour
ces
Ser
vice
Bud
get
Inte
rnal
col
labo
ratio
n w
ith C
omm
unic
atio
ns a
nd
Am
enity
Pro
tect
ion
Dep
artm
ent.
57
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
n (C
alen
der
Yea
r)
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.1.
8
Mon
itor
the
indu
strie
s of
em
ploy
men
t in
Bay
side
and
the
empl
oym
ent
tren
ds o
f wor
king
resi
dent
s so
urce
d fro
m A
BS
, AB
R a
nd A
TO d
ata.
Ann
ual a
naly
sis
unde
rtak
en.
Pub
lish
findi
ngs
in B
aysi
de A
nnua
l B
usin
ess
Rev
iew
.
Q4
2014
$$S
ervi
ce B
udge
tIn
tern
al c
olla
bora
tion
with
Com
mun
icat
ions
D
epar
tmen
t.
5.1.
9
Inve
stig
ate
with
Sta
te a
nd F
eder
al g
over
nmen
t dep
artm
ents
ava
ilabl
e su
ppor
t pro
gram
s su
itabl
e fo
r lo
cal i
ndus
trie
s th
at a
re in
tran
sitio
n.
Liai
son
with
re
leva
nt
depa
rtm
ents
and
lo
cal f
acilit
atio
n of
pr
ogra
ms.
Ong
oing
Sta
ff R
esou
rces
Spo
nsor
ship
/
Gra
nt
Ext
erna
l col
labo
ratio
n w
ith d
epar
tmen
ts o
f Sta
te
and
Fede
ral g
over
nmen
t.
58
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Co
unci
l’s O
bje
ctiv
e
2. T
o en
sure
sus
tain
able
gro
wth
:
• s
tream
line
and
impr
ove
polic
ies,
• a
ppro
pria
te lo
cal l
aws,
• p
lann
ing
polic
y al
igne
d to
Cou
ncil’s
stra
tegi
c ob
ject
ives
,
• p
artn
ersh
ips
esta
blis
hed
with
the
com
mun
ity to
ens
ure
desi
rabl
e,
•
sen
sitiv
e an
d co
nfor
min
g ec
onom
ic d
evel
opm
ent.
S
WO
T
5.2
Eco
no
mic
Dri
ver
2 –
Su
stai
nin
g e
con
om
ic g
row
th in
Bay
sid
e
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
Bay
side
’s q
ualit
y lif
esty
le a
nd h
igh
amen
ity w
ill co
ntin
ue to
driv
e lo
cal
econ
omic
dev
elop
men
t thr
ough
at
trac
ting
ongo
ing
inve
stm
ent a
nd
cons
truc
tion
activ
ity.
Dem
and
for
apar
tmen
t con
stru
ctio
n in
Bay
side
’s a
ctiv
ity c
entr
es m
eans
th
at re
side
ntia
l use
s co
mpe
te fo
r si
tes
suita
ble
for
com
mer
cial
con
stru
ctio
n in
B
aysi
de’s
key
em
ploy
men
t loc
atio
ns.
Str
ong
dem
and
for
resi
dent
ial d
evel
opm
ents
in
Bay
side
’s a
ctiv
ity c
entr
es m
ay c
onst
rain
site
av
aila
bilit
y fo
r co
mm
erci
al c
onst
ruct
ion.
Thi
s w
ill re
stra
in th
e em
ploy
men
t gro
wth
pot
entia
l of
the
mun
icip
ality
.
Bay
side
’s fa
mily
life
styl
e an
d ba
lanc
e of
resi
dent
ial/
acce
ss to
qua
lity
empl
oym
ent c
an b
e pr
omot
ed a
s a
part
icul
ar w
ork/
life
asse
t.
To u
nder
stan
d th
e gr
owth
and
con
stra
ints
on
the
Bay
side
eco
nom
y a
long
term
stu
dy in
to re
tail,
co
mm
erci
al a
nd e
mpl
oym
ent s
ecto
rs is
pro
pose
d.
5.2.
1
Bot
h em
ploy
men
t am
ongs
t re
side
nts
and
Bay
side
’s p
opul
atio
n ov
eral
l are
fore
cast
to c
ontin
ue to
gr
ow.
Bay
side
’s la
ck o
f reg
iona
l cat
chm
ent
reta
il pr
ecin
cts
(e.g
. Sou
thla
nd) m
eans
th
at s
ome
cons
umer
exp
endi
ture
leak
s ou
tsid
e th
e m
unic
ipal
ity.
Com
mer
cial
bui
ldin
gs in
clo
se p
roxi
mity
to
resi
dent
ial a
reas
may
cau
se in
terfa
ce/
infra
stru
ctur
e co
nflic
ts (s
uch
as p
arki
ng) w
hich
m
ay re
duce
the
desi
rabi
lity
of lo
catin
g to
B
aysi
de’s
act
ivity
cen
tres
.
As
outli
ned
in th
e B
aysi
de H
ousi
ng S
trat
egy
2012
, th
e up
com
ing
deve
lopm
ent o
f mor
e af
ford
able
ho
usin
g/di
vers
ity in
dw
ellin
g op
tions
may
redr
ess
youn
g w
orkf
orce
imba
lanc
e. I
ncre
ased
hou
sing
de
nsity
sup
port
s gr
eate
r de
man
d fo
r bu
sine
sses
w
ithin
cen
tre
catc
hmen
ts.
The
Bay
side
Bui
lt E
nviro
nmen
t Aw
ards
pre
sent
s C
ounc
il w
ith a
n op
port
unity
to e
ncou
rage
app
ropr
iate
de
velo
pmen
t in
Bay
side
com
men
sura
te w
ith th
e ne
eds
of th
e lo
cal c
omm
unity
.
5.2.
2
59
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
Bay
side
has
att
ract
ed s
igni
fican
t co
mm
erci
al in
vest
men
t and
bu
ildin
g ac
tivity
sin
ce 2
006.
Ann
ual b
uild
ing
appr
oval
s an
d dw
ellin
g pr
ice
data
indi
cate
s a
very
st
rong
resi
dent
ial h
ousi
ng m
arke
t an
d ap
artm
ent g
row
th.
Bay
side
’s a
ttra
ctiv
e se
asid
e lo
catio
n, v
illage
life
styl
e, s
choo
l av
aila
bilit
y an
d co
nsid
erab
le lo
cal
park
land
und
erpi
n a
desi
rabl
e lo
cal l
ifest
yle
whi
ch w
ill co
ntin
ue
to d
rive
inve
stm
ent a
nd d
eman
d fo
r ho
usin
g an
d co
mm
erci
al
inve
stm
ent.
Hig
h pr
oper
ty p
rices
mak
e lo
cal
dwel
lings
rela
tivel
y un
affo
rdab
le fo
r yo
unge
r w
orki
ng a
ge c
ohor
ts. T
his
crea
tes
a de
gree
of i
mba
lanc
e in
the
age
grou
ps th
at c
ompr
ise
Bay
side
’s
wor
kfor
ce a
nd m
ay d
issu
ade
som
e in
vest
men
t.
Oth
er re
gion
s in
Mel
bour
ne w
ith in
crea
sing
am
enity
may
em
erge
as
lifes
tyle
com
petit
ors
and
erod
e B
aysi
de’s
com
para
tive
adva
ntag
e.
Act
ive
trad
ers
asso
ciat
ions
in B
aysi
de’s
maj
or
com
mer
cial
cen
tres
can
mar
ket a
nd h
old
even
ts
whi
ch c
apita
lise
on th
e ch
arac
ter
and
stre
ngth
s of
th
eir
cent
res,
and
driv
e gr
eate
r fo
otfa
ll.
Cou
ncil
has
exis
ting
prog
ram
s to
ass
ist t
rade
rs to
pr
omot
e th
eir
shop
ping
cen
tres
.
5.2.
3
Trad
ers
asso
ciat
ions
can
repr
esen
t the
bus
ines
ses
in
thei
r st
reet
as
a so
undi
ng b
oard
for
Cou
ncil
to li
aise
w
ith o
n pl
ace-
mak
ing
impr
ovem
ents
to th
e ce
ntre
.
5.2.
4
Cou
ncil
coul
d un
dert
ake
rese
arch
to u
nder
stan
d th
e ke
y lo
cal d
ynam
ics
of a
‘nig
ht-t
ime
econ
omy’
and
de
term
ine
wha
t sup
port
cou
ld b
e gi
ven
to fo
ster
its
grow
th, i
nclu
ding
issu
es s
uch
as re
gula
tory
bar
riers
.
5.2.
5
Bay
side
’s h
ealth
and
per
sona
l se
rvic
es in
dust
ry is
par
ticul
arly
st
rong
, and
the
incr
easi
ng n
umbe
r of
sen
ior
resi
dent
s w
ill co
ntin
ue to
dr
ive
dem
and
for
mor
e hi
gh q
ualit
y se
rvic
es o
f thi
s ty
pe.
Man
y of
Bay
side
’s la
rge
num
ber
of
seni
or re
side
nts
will
be re
liant
on
a m
ix o
f pen
sion
s, c
omm
unity
sup
port
, su
pera
nnua
tion
or a
sset
per
form
ance
fo
r re
tirem
ent i
ncom
e.
The
leve
l of i
ncom
e av
aila
ble
to B
aysi
de’s
ol
der
resi
dent
s fro
m fu
nds
will
be d
eter
min
ed
by o
vera
ll na
tiona
l eco
nom
ic p
erfo
rman
ce.
Cou
ncil
can
unde
rtak
e a
stud
y to
pro
file
the
retir
emen
t-ag
e in
com
e so
urce
s of
Bay
side
’s re
side
nts
to id
entif
y th
e ke
y to
thei
r so
urce
s of
loca
l inc
ome
and
iden
tify
oppo
rtun
ities
to a
ssis
t with
wea
lth
man
agem
ent.
5.2.
6
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
Bay
side
’s q
ualit
y lif
esty
le a
nd h
igh
amen
ity w
ill co
ntin
ue to
driv
e lo
cal
econ
omic
dev
elop
men
t thr
ough
at
trac
ting
ongo
ing
inve
stm
ent a
nd
cons
truc
tion
activ
ity.
Dem
and
for
apar
tmen
t con
stru
ctio
n in
Bay
side
’s a
ctiv
ity c
entr
es m
eans
th
at re
side
ntia
l use
s co
mpe
te fo
r si
tes
suita
ble
for
com
mer
cial
con
stru
ctio
n in
B
aysi
de’s
key
em
ploy
men
t loc
atio
ns.
Str
ong
dem
and
for
resi
dent
ial d
evel
opm
ents
in
Bay
side
’s a
ctiv
ity c
entr
es m
ay c
onst
rain
site
av
aila
bilit
y fo
r co
mm
erci
al c
onst
ruct
ion.
Thi
s w
ill re
stra
in th
e em
ploy
men
t gro
wth
pot
entia
l of
the
mun
icip
ality
.
Bay
side
’s fa
mily
life
styl
e an
d ba
lanc
e of
resi
dent
ial/
acce
ss to
qua
lity
empl
oym
ent c
an b
e pr
omot
ed a
s a
part
icul
ar w
ork/
life
asse
t.
To u
nder
stan
d th
e gr
owth
and
con
stra
ints
on
the
Bay
side
eco
nom
y a
long
term
stu
dy in
to re
tail,
co
mm
erci
al a
nd e
mpl
oym
ent s
ecto
rs is
pro
pose
d.
5.2.
1
Bot
h em
ploy
men
t am
ongs
t re
side
nts
and
Bay
side
’s p
opul
atio
n ov
eral
l are
fore
cast
to c
ontin
ue to
gr
ow.
Bay
side
’s la
ck o
f reg
iona
l cat
chm
ent
reta
il pr
ecin
cts
(e.g
. Sou
thla
nd) m
eans
th
at s
ome
cons
umer
exp
endi
ture
leak
s ou
tsid
e th
e m
unic
ipal
ity.
Com
mer
cial
bui
ldin
gs in
clo
se p
roxi
mity
to
resi
dent
ial a
reas
may
cau
se in
terfa
ce/
infra
stru
ctur
e co
nflic
ts (s
uch
as p
arki
ng) w
hich
m
ay re
duce
the
desi
rabi
lity
of lo
catin
g to
B
aysi
de’s
act
ivity
cen
tres
.
As
outli
ned
in th
e B
aysi
de H
ousi
ng S
trat
egy
2012
, th
e up
com
ing
deve
lopm
ent o
f mor
e af
ford
able
ho
usin
g/di
vers
ity in
dw
ellin
g op
tions
may
redr
ess
youn
g w
orkf
orce
imba
lanc
e. I
ncre
ased
hou
sing
de
nsity
sup
port
s gr
eate
r de
man
d fo
r bu
sine
sses
w
ithin
cen
tre
catc
hmen
ts.
The
Bay
side
Bui
lt E
nviro
nmen
t Aw
ards
pre
sent
s C
ounc
il w
ith a
n op
port
unity
to e
ncou
rage
app
ropr
iate
de
velo
pmen
t in
Bay
side
com
men
sura
te w
ith th
e ne
eds
of th
e lo
cal c
omm
unity
.
5.2.
2
60
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
Bay
side
’s re
lativ
e co
ncen
trat
ion
of a
ging
resi
dent
s w
ill un
derp
in
sign
ifica
nt d
eman
d fo
r lo
cal
heal
th c
are
and
serv
ices
for
the
fore
seea
ble
futu
re.
Bay
side
’s re
side
nts
and
indu
strie
s ha
ve th
e re
sour
ces
to tr
ansi
tion
to
a lo
w-c
arbo
n ec
onom
y, a
nd th
e do
min
ance
of s
ervi
ce in
dust
ries
min
imis
es th
e ch
ance
of d
isru
ptiv
e st
ruct
ural
adj
ustm
ent.
The
inco
me
of re
tiree
s is
gen
eral
ly
inde
xed,
lim
iting
the
pote
ntia
l for
inco
me
grow
th a
vaila
ble
for
loca
l spe
ndin
g.
Sus
tain
abilit
y is
freq
uent
ly v
iew
ed
by b
usin
ess
as a
cos
t det
erre
nt o
r a
regu
lato
ry b
urde
n, r
athe
r th
an a
n op
port
unity
.
Con
tinuo
us c
hang
e in
rul
es a
nd re
gula
tions
pe
rtai
ning
to s
uper
annu
atio
n w
ill re
quire
vi
gila
nt m
anag
emen
t by
self
fund
ed re
tiree
s.
Giv
en th
e ra
pid
tran
sitio
ns in
all
sect
ors
of th
e A
ustr
alia
n ec
onom
y, B
aysi
de’s
resi
dent
s an
d bu
sine
sses
will
need
the
reso
urce
s an
d ag
ility
to re
spon
d to
cha
nge.
Fi
nanc
ial a
nd a
dvis
ory
serv
ices
of t
he lo
cal e
cono
my
are
likel
y to
be
supp
orte
d by
this
dem
and.
Opp
ortu
nitie
s fo
r re
lativ
ely
low
-cos
t or
stra
ight
forw
ard
gree
n bu
sine
ss a
ctio
ns m
ay
be m
isse
d by
loca
l firm
s du
e to
a la
ck o
f aw
aren
ess
or u
nder
stan
ding
.
A la
ck o
f gre
en c
rede
ntia
ls m
ay d
isad
vant
age
loca
l bus
ines
ses
in te
nder
ing
for
gove
rnm
ent
serv
ices
and
fail
to m
eet c
hang
ing
cons
umer
ex
pect
atio
ns.
Furt
her
links
bet
wee
n B
BN
and
loca
l sch
ools
– e
.g.
build
on
‘Acc
ount
ing
Exc
elle
nce
Aw
ards
201
2’ to
co
nnec
t stu
dent
s w
ith lo
cal fi
rms.
5.2.
7
Cou
ncil
can
expa
nd th
e B
BN
to in
clud
e w
ealth
m
anag
emen
t edu
catio
n fo
r re
side
nts
to b
uild
wea
lth
and
safe
guar
ds a
gain
st fu
ture
eco
nom
ic s
hock
s.
5.2.
8
Bay
side
’s s
ervi
ce-b
ased
eco
nom
y is
wel
l-pla
ced
to
adap
t new
env
ironm
enta
lly s
usta
inab
le p
ract
ices
as
a po
int o
f diff
eren
ce.
5.2.
9
The
BB
N p
rovi
des
an e
duca
tiona
l pla
tform
that
is w
ell
suite
d to
bui
ld th
e aw
aren
ess
of B
aysi
de’s
bus
ines
s op
erat
ors
of a
ctio
nabl
e im
prov
emen
ts.
A n
umbe
r of
sta
te a
nd F
eder
al G
over
nmen
t su
stai
nabi
lity.
5.2.
10
61
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.2.
1
To e
nsur
e th
e al
ignm
ent o
f em
ploy
men
t op
port
uniti
es fo
r lo
cal r
esid
ents
, un
dert
ake
a R
etai
l, C
omm
erci
al a
nd
Em
ploy
men
t Str
ateg
y to
det
erm
ine
if in
dust
ry g
row
th a
nd d
emog
raph
ic
chan
ges
are
mat
ched
.
Com
plet
e R
etai
l, C
omm
erci
al a
nd
Em
ploy
men
t Str
ateg
yQ
4 20
15$$
$$$
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ativ
eIn
tern
al c
olla
bora
tion
with
S
tatu
tory
Pla
nnin
g an
d U
rban
P
lace
s.
5.2.
2
To e
ncou
rage
app
ropr
iate
dev
elop
men
t an
d to
fost
er a
nd g
row
the
loca
l ar
chite
ctur
al a
nd d
esig
n in
dust
ry,
cont
inue
the
Bay
side
Bui
lt E
nviro
nmen
t A
war
ds a
nd s
how
case
exc
elle
nce
in
desi
gn fo
r m
ediu
m a
nd h
igh
dens
ity.
Con
duct
aw
ards
ann
ually
Ong
oing
$$$$
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ervi
ce B
udge
tIn
tern
al c
olla
bora
tion
with
S
tatu
tory
Pla
nnin
g, a
nd B
uild
ing
Sur
veyi
ng.
5.2.
3
Them
ed a
nd c
oord
inat
ed m
arke
ting
and
even
ts h
eld
by T
rade
rs
Ass
ocia
tions
with
the
supp
ort o
f C
ounc
il th
roug
h th
e S
hopp
ing
Cen
tre
Eve
nt a
nd C
eleb
ratio
n P
rogr
am.
Reg
ular
mee
tings
with
act
ive
and
form
alis
ed tr
ader
s as
soci
atio
ns o
n ev
ents
, bus
ines
s de
velo
pmen
t ini
tiativ
es
and
maj
or c
apita
l wor
ks.
One
eve
nt h
eld
per
quar
ter
Ann
ual o
ngoi
ng$$
$$$
Ser
vice
Bud
get
Inte
rnal
col
labo
ratio
n w
ith
Eve
nts
and
Com
mun
icat
ions
de
part
men
ts. E
xter
nally
with
Tr
ader
s’ A
ssoc
iatio
ns.
62
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.2.
4
Pla
ce m
akin
g in
Bay
side
’s k
ey c
omm
erci
al
prec
inct
s.
Rec
omm
ende
d ac
tions
repo
rted
to
Cou
ncil
for
cons
ider
atio
nQ
3 20
15$$
$$$
Cap
ital W
orks
In
tern
al c
olla
bora
tion
with
U
rban
Pla
ce a
nd e
xter
nally
with
co
mm
unity
gro
ups
and
Trad
ers
Ass
ocia
tions
.
5.2.
5
Und
erta
ke a
Bay
side
nig
ht ti
me
econ
omy
stud
y w
ith re
com
men
datio
ns o
n ac
tions
to
sup
port
this
eco
nom
ic a
ctiv
ity.
Stu
dy u
nder
take
nQ
4 20
14
$$$
New
Initi
ativ
eIn
tern
al c
olla
bora
tion
with
Am
enity
P
rote
ctio
n D
epar
tmen
t.
5.2.
6
Und
erta
ke a
pro
file
and
need
s as
sess
men
t ide
ntify
ing
oppo
rtun
ities
for
Cou
ncil
to s
uppo
rt w
ealth
man
agem
ent
stra
tegi
es in
pos
t-re
tirem
ent a
ges.
Pro
file
com
plet
ed
Q2
2014
$$$
New
initi
ativ
eIn
tern
al w
ith th
e A
ged
and
Dis
abilit
y D
epar
tmen
t.
5.2.
7
BB
N S
tude
nt E
xcel
lenc
e aw
ards
es
tabl
ishe
d as
an
annu
al p
rogr
am
Aw
ards
pro
gram
Ann
ual o
ngoi
ng$$
Spo
nsor
ship
BB
N s
pons
or.
5.2.
8
Est
ablis
h a
BB
N p
erso
nal w
ealth
man
ager
ed
ucat
ion
prog
ram
Pro
gram
est
ablis
hed
Q3
2014
$$$
Ser
vice
Bud
get
Inte
rnal
with
the
Age
d an
d D
isab
ility
Dep
artm
ent.
5.2.
9
“Gre
en b
usin
ess
is s
mar
t bus
ines
s”
educ
atio
n pr
ogra
m r
un th
roug
h th
e B
BN
Gra
nts
or b
usin
ess
prog
ram
s id
entifi
ed
and
com
mun
icat
ed to
loca
l bus
ines
ses
Q2
2016
Sta
ff re
sour
ces
Gra
nt/S
pons
orsh
ipIn
tern
al w
ith E
nviro
nmen
tal
Sus
tain
abilit
y &
Ope
n S
pace
.
5.2.
10
Acc
ess
to s
tate
and
fede
ral g
over
nmen
t gr
een
busi
ness
pro
gram
s fa
cilit
ated
loca
lly
in B
aysi
de
Pro
gram
est
ablis
hed
Ong
oing
Sta
ff re
sour
ces
Gra
nt/S
pons
orsh
ipIn
tern
al w
ith E
nviro
nmen
tal
Sus
tain
abilit
y &
Ope
n S
pace
.
63
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Cou
ncil’s
Obj
ectiv
e
3
. To
faci
litat
e lo
cal b
usin
ess
initi
ativ
es a
nd c
olla
bora
tion
5.3
Eco
no
mic
Dri
ver
3 –
Str
eng
then
ing
Bay
sid
e’s
bu
sin
esse
s: c
om
par
ativ
e ad
van
tag
es a
nd
co
mp
etit
iven
ess
9NB
: co-
loca
ted
busi
ness
es, e
ven
of th
e sa
me
type
, do
not c
onst
itute
‘clu
ster
s’ p
er s
e. ‘C
lust
ers’
are
regi
onal
or m
etro
polit
an s
cale
phe
nom
ena
S
tren
gth
s
Wea
knes
ses
or
Co
nstr
aint
s
Thr
eats
O
pp
ort
unit
ies
Act
ion
Ref
Bay
side
’s lo
cal e
cono
my
has
grow
n si
nce
2006
, des
pite
the
GFC
and
falls
in c
onsu
mer
and
bu
sine
ss c
onfid
ence
.
Shi
ft-sh
are
anal
ysis
indi
cate
s th
at B
aysi
de’s
in
dust
ries
may
hav
e de
clin
ed in
rela
tive
com
petit
iven
ess
com
pare
d to
Mel
bour
ne
over
all.
The
rela
tivel
y hi
gh c
ost o
f lan
d in
Bay
side
pl
aces
pre
ssur
e on
bus
ines
s in
vest
ors
to
achi
eve
a hi
gher
retu
rn o
n in
vest
men
t.
The
limite
d av
aila
bilit
y of
co
mm
erci
al la
nd in
Bay
side
(p
artic
ular
ly g
iven
the
stre
ngth
of
resi
dent
ial c
onst
ruct
ion)
may
co
ntin
ue th
e de
clin
e in
rela
tive
com
petit
iven
ess
of in
dust
ries
rela
tive
to M
elbo
urne
ove
rall.
To e
nsur
e po
licy
is re
spon
sive
to th
e in
vest
men
t pr
iorit
ies
of p
rivat
e en
terp
rise,
a d
etai
led
stud
y of
B
aysi
de’s
com
mer
cial
pro
pert
y en
viro
nmen
t can
be
unde
rtak
en to
iden
tify
oppo
rtun
ities
for
Cou
ncil’s
pl
anni
ng p
olic
y to
furt
her
supp
ort h
igh-
qual
ity
com
mer
cial
inve
stm
ent.
5.3.
1
Cou
ncil
can
prom
ote
the
co-lo
catio
n1 of
jobs
an
d em
ploy
men
t for
agg
lom
erat
ion
bene
fits
of
conn
ecte
dnes
s an
d co
llabo
ratio
n.5.
3.2
Bay
side
has
a n
umbe
r of
in
dust
ries
with
rela
tivel
y st
rong
lo
cal c
once
ntra
tions
that
hav
e gr
own
solid
ly s
ince
200
6. In
pa
rtic
ular
the
loca
l hea
lth a
nd
care
, edu
catio
n, c
onst
ruct
ion,
pr
ofes
sion
al s
ervi
ces
and
real
es
tate
/pro
pert
y m
anag
emen
t in
dust
ries
have
per
form
ed
stro
ngly.
This
div
erse
mix
of s
tron
g bu
sine
sses
will
prov
ide
the
loca
l eco
nom
y w
ith o
vera
ll re
silie
nce
in th
e ev
ent o
f a
dow
ntur
n or
dec
line
in
indi
vidu
al in
dust
ries.
Oth
er h
igh-
valu
e lo
cal
indu
strie
s ha
ve g
row
n st
rong
ly
as n
ew e
mer
ging
str
engt
hs
part
icul
arly,
fina
ncia
l ser
vice
s,
and
arts
and
recr
eatio
n.
Som
e of
Bay
side
’s s
tron
gest
indu
strie
s (h
ealth
, edu
catio
n, c
onst
ruct
ion)
are
hea
vily
de
pend
ent o
n dy
nam
ics
that
can
not b
e di
rect
ly in
fluen
ced
by C
ounc
il su
ch a
s ov
eral
l con
sum
er s
entim
ent,
avai
labi
lity
of
finan
ce a
nd p
opul
atio
n de
mog
raph
y. T
his
mea
ns th
ey h
ave
rath
er li
mite
d op
port
uniti
es
for
indu
stry
-spe
cific
sup
port
str
ateg
ies.
The
loca
tion
quot
ient
s of
thes
e lo
cal
indu
strie
s su
gges
t tha
t the
y ar
e re
lativ
ely
smal
l rel
ativ
e to
Mel
bour
ne o
vera
ll at
pr
esen
t and
will
need
to g
row
furt
her
befo
re
they
are
a lo
cal e
cono
mic
str
engt
h.
Oth
er a
reas
of M
elbo
urne
als
o ex
perie
nced
rap
id g
row
th in
hi
gh-v
alue
jobs
. Los
s of
rela
tive
com
petit
iven
ess
in th
e qu
ater
nary
se
ctor
.
The
CB
D a
nd in
ner
area
s m
ay
cont
inue
to a
ttra
ct g
reat
er
gove
rnm
enta
l and
com
mer
cial
at
tent
ion
for
fost
erin
g th
ese
indu
strie
s in
a c
entr
al c
lust
er,
and
com
pete
with
Bay
side
for
inve
stm
ent.
Con
tinue
d ex
pans
ion
of lo
cal i
ndus
trie
s m
ay p
rovi
de
cont
inue
d so
urce
of l
ocal
em
ploy
men
t for
resi
dent
s.5.
3.3
A c
lose
r st
udy
of th
e dr
iver
s of
thes
e in
dust
ries
may
en
able
cou
ncil
to g
ain
insi
ghts
as
to w
hat a
re th
e m
ost
appr
opria
te in
itiat
ive
to fo
ster
thei
r gr
owth
loca
lly.
Loca
l con
cent
ratio
n of
real
-est
ate
firm
s m
ay p
rovi
de
an e
ffect
ive
netw
ork
for
mar
ketin
g B
aysi
de to
pot
entia
l in
vest
ors
and
rece
ivin
g m
arke
t int
ellig
ence
on
inve
stm
ent/
purc
hasi
ng tr
ends
.
5.3.
5
64
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
S
tren
gth
s
Wea
knes
ses
or
Co
nstr
aint
s
Thr
eats
O
pp
ort
unit
ies
Act
ion
Ref
Cou
ncil
has
a w
ell-e
stab
lishe
d bu
sine
ss s
uppo
rt a
nd
netw
orki
ng p
latfo
rm th
roug
h th
e B
BN
.
The
succ
ess
in b
uild
ing
the
BB
N’s
m
embe
rshi
p an
d pr
ofile
in B
aysi
de s
ince
20
04 m
ay re
sult
in a
deg
ree
of ‘s
atur
atio
n’
of th
e lo
cal m
arke
t. Th
is m
ay re
stric
t new
m
embe
rshi
p re
crui
tmen
t opp
ortu
nitie
s to
ne
wly
est
ablis
hed
loca
l ent
erpr
ises
and
bu
sine
sses
out
side
the
mun
icip
ality
.
The
BB
N m
odel
is u
niqu
e an
d C
ounc
il w
ill ne
ed to
con
tinue
re
sour
cing
it to
ens
ure
that
it is
re
leva
nt a
nd m
eetin
g th
e ne
eds
of
its m
embe
rs.
The
incr
easi
ng c
onne
cted
ness
of l
ocal
bus
ines
s th
roug
h e-
com
mun
icat
ions
allo
ws
for
far
mor
e ef
fect
ive
mar
ketin
g an
d en
gage
men
t.
The
BB
N c
an d
evel
op re
latio
nshi
ps w
ith it
s m
embe
rshi
p to
pro
mot
e th
e ne
twor
k vi
a w
ord
of
mou
th a
nd ‘t
hird
par
ty’ e
ndor
sem
ent t
hrou
gh s
ocia
l m
edia
, am
bass
ador
ial r
oles
and
spo
nsor
ship
.
5.3.
6
5.3.
7
5.3.
8
5.3.
9
5.3.
10
5.3.
11
65
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.3.
1
As
part
of t
he R
etai
l, C
omm
erci
al a
nd
Em
ploy
men
t Str
ateg
y, (A
ctio
n 5.
2.1)
, un
dert
ake
a st
udy
of th
e B
aysi
de
com
mer
cial
pro
pert
y en
viro
nmen
t to
profi
le th
e pr
ovis
ion
of fl
oors
pace
, po
licy
optio
ns a
nd c
onst
rain
ts to
fu
rthe
r in
vest
men
t.
Stu
dy c
ompl
eted
.
.
Q1
2017
Ref
er A
ctio
n 5.
2.1
(cos
ted)
Ser
vice
Bud
get
Inte
rnal
col
labo
ratio
n w
ith
Com
mun
icat
ions
Dep
artm
ent.
5.3.
2
Mai
ntai
n st
rong
act
ivity
cen
tre
base
d pl
anni
ng p
olic
y in
tran
sitio
n to
new
V
PP
s zo
nes
and
prov
isio
ns.
Rep
ort t
o C
ounc
il w
ith o
ptio
ns fo
r po
licy
supp
ort f
or a
n ef
fect
ive
mix
of
com
mer
cial
floo
r sp
ace.
Rep
ort c
an b
e un
dert
aken
as
part
of t
he R
etai
l, co
mm
erci
al a
nd
empl
oym
ent s
tudy
. Ref
er to
act
ion
5.2.
1 &
5.3
.1.
Q4
2015
Ref
er A
ctio
n 5.
2.1
(cos
ted)
Ser
vice
Bud
get
Inte
rnal
col
labo
ratio
n w
ith
Com
mun
icat
ions
Dep
artm
ent.
66
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.3.
3
Und
erta
ke th
e B
aysi
de B
usin
ess
Mon
itor,
expa
nded
to p
rovi
de in
dust
ry
as w
ell a
s pr
ecin
ct a
naly
sis
Mon
itor
expa
nded
Q
3 20
18$$
$$N
ew In
itiat
ive
Inte
rnal
and
pos
sibl
e ex
tern
al
part
ners
hips
with
pea
k in
dust
ry
bodi
es s
uch
as V
EC
CI.
5.3.
4
Est
ablis
hmen
t of R
eal E
stat
e/D
evel
oper
Net
wor
k to
pro
mot
e B
aysi
de w
ith c
onsi
sten
cy a
nd q
ualit
y.
Inve
stm
ent p
rosp
ectu
s/br
iefin
g pr
ogra
m th
roug
h th
e B
AB
R
Q2
2016
$$S
ervi
ce B
udge
tE
xter
nal w
ith R
eal E
stat
e In
stitu
te
of V
icto
ria.
5.3.
5
Hol
d a
min
imum
one
add
ition
al
BB
N e
vent
ded
icat
ed to
indu
strie
s in
qui
nary
and
qua
tern
ary
sect
ors
per
annu
m w
ith th
e pu
rpos
e of
est
ablis
hing
ong
oing
B2B
re
latio
nshi
ps a
nd jo
int i
nitia
tives
.
One
eve
nt h
eld
per
annu
m, m
inim
um
80%
sat
isfa
ctio
n fro
m a
tten
dees
..Q
1 20
15$$
Ser
vice
Bud
get
Ext
erna
l with
BB
N m
embe
rs a
nd
corp
orat
e m
embe
rs
67
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.3.
6
BB
N ‘b
usin
ess
basi
cs’ s
emin
ar,
trai
ning
and
wor
ksho
p pr
ogra
m
to re
alis
e la
tent
resi
dent
en
trep
rene
ursh
ip.
Pro
gram
est
ablis
hed
Q2
2017
$$S
ervi
ce B
udge
tIn
tern
al w
ith A
ged
and
Dis
abilit
y S
ervi
ces
depa
rtm
ent
5.3.
7
Und
erta
ke th
e B
BN
ann
ual p
rogr
am
of e
vent
s.
Ann
ual d
eliv
ery
of:
· Th
ree
brea
kfas
ts·
Thre
e lu
nche
ons
· 10
Net
wor
king
nig
hts
· 15
Sem
inar
sM
inim
um 8
0% s
atis
fact
ion
at a
ll ev
ents
.
Ann
ual o
ngoi
ng$$
$$S
ervi
ce B
udge
tB
BN
am
bass
ador
s an
d sp
onso
rs
5.3.
8
Del
iver
‘om
ni-c
hann
el’ m
arke
ting
of a
ll B
BN
eve
nts,
pr o
mot
ions
and
in
itiat
ives
, whe
re s
uita
ble.
For
all m
embe
rshi
p su
ppor
t, ne
w
cam
paig
ns a
nd e
vent
s:
· S
ocia
l med
ia c
ampa
ign
· H
ard
copy
col
late
ral d
istr
ibut
ed·
Web
site
upd
ated
· M
embe
rshi
p
Ann
ual o
ngoi
ng$$
Ser
vice
Bud
get
Inte
r nal
5.3.
9
BB
N s
pons
ors
recr
uite
d an
nual
ly.
Num
ber
of s
pons
orsh
ip a
gree
men
ts
(cas
h an
d/or
con
tra)
exe
cute
d an
nual
ly.
Ann
ual o
ngoi
ngS
taff
reso
urce
sS
ervi
ce B
udge
tIn
tern
al
5.3.
10
BB
N p
rivat
e se
ctor
‘am
bass
ador
s’
recr
uite
d.
BB
N a
mba
ssad
ors
recr
uite
d an
nual
ly.A
nnua
l ong
oing
Sta
ff re
sour
ces
Ser
vice
Bud
get
Inte
rnal
68
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
5.4
Eco
no
mic
Dri
ver
4 –
Eco
no
mic
co
nn
ecti
vity
an
d a
cces
s to
mar
kets
Cou
ncil’
s O
bjec
tive
4
. To
del
iver
phy
sica
l and
soc
ial i
nfra
stru
ctur
e to
max
imis
e th
e cl
imat
e fo
r ta
rget
ed a
nd s
usta
inab
le in
vest
men
t in
the
City
SW
OT
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
Bay
side
has
goo
d ac
cess
to
the
met
ropo
litan
eco
nom
y an
d ca
n ac
cess
new
gov
ernm
ent
serv
ices
and
pro
gram
s w
ith
rela
tive
ease
.
Bay
side
’s m
anuf
actu
ring
indu
stry
is
in lo
ng-t
erm
dec
line
or
relo
catio
n, a
nd is
uns
uite
d to
take
ad
vant
age
of th
e m
unic
ipal
ity’s
pr
oxim
ity to
the
Por
t of M
elbo
urne
.
The
mun
icip
ality
’s c
entr
al
loca
tion
in M
elbo
urne
mea
ns
that
thre
ats
to B
aysi
de’s
ac
cess
to m
arke
ts a
re
rem
ote.
Bus
ines
ses
from
out
side
the
mun
icip
ality
can
acc
ess
the
BB
N w
ith
rela
tive
ease
. Bay
side
can
use
thes
e lin
ks a
nd m
arke
t ini
tiativ
es s
uch
as
the
BB
N o
utsi
de th
e m
unic
ipal
ity to
brin
g co
ntac
ts to
loca
l bus
ines
ses
for
netw
orki
ng a
nd jo
int v
entu
res.
5.4.
1
The
NB
N (o
r eq
uiva
lent
) is
sche
dule
d to
be
rolle
d ou
t in
Bay
side
late
: 201
4-15
, st
artin
g in
the
sout
hern
se
ctio
n of
the
mun
icip
ality
.
The
roll-
out o
f the
NB
N m
ay
disr
upt t
rade
in B
aysi
de’s
key
co
mm
erci
al p
reci
ncts
for
a pe
riod.
Bus
ines
s no
t aw
are
of
oppo
rtun
ities
pro
vide
d by
N
BN
.
Con
tinue
d de
lays
in ro
ll ou
t of t
he N
BN
may
mak
e bu
sine
sses
dou
bt it
s va
lue.
The
BB
N p
rovi
des
a go
od p
latfo
rm fo
r ad
visi
ng b
usin
ess
on p
ossi
ble
appl
icat
ions
and
impa
cts
of th
e N
BN
and
bus
ines
s op
port
uniti
es.
5.4.
2
69
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.4.
1
Pro
mot
e th
e B
BN
, Bay
side
A
nnua
l Bus
ines
s R
evie
w
and
othe
r su
itabl
e bu
sine
ss
supp
ort i
nitia
tives
to re
gion
s ou
tsid
e th
e m
unic
ipal
ity.
Min
imum
one
em
ail b
last
to
busi
ness
, BB
N a
nd re
al e
stat
e/de
velo
per
netw
ork
annu
ally
Ong
oing
Sta
ff re
sour
ces
Ser
vice
Bud
get
Inte
rnal
with
Com
mun
icat
ions
Dep
artm
ent.
5.4.
2
Use
BB
N to
edu
cate
indu
stry
on
NB
N im
pact
s
Info
rmat
ion
wor
ksho
ps fa
cilit
ated
pr
ior
to k
ey p
roje
ct m
ilest
ones
Dep
ende
nt o
n N
BN
an
noun
cem
ents
prio
r to
and
fo
llow
ing
rollo
uts
as n
eede
d
Sta
ff re
sour
ces
Gra
nt/S
pons
orsh
ipE
xter
nal w
ith N
BN
Co.
70
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Cou
ncil’
s O
bjec
tive
5
. To
pro
vid
e lo
cal a
cces
s to
, Sta
te a
nd C
omm
onw
ealth
ind
ustr
y an
d ec
onom
ic d
evel
opm
ent
pro
gram
s fo
r b
usin
esse
s an
d co
mm
unity
org
anis
atio
ns.
SW
OT
5.5
Eco
no
mic
Dri
ver
5 –
Lev
erag
ing
cro
ss-s
ecto
ral a
nd
inte
rgo
vern
men
tal p
artn
ersh
ips
S
tren
gth
s
Wea
knes
ses
or
Co
nstr
aint
s
Thr
eats
O
pp
ort
unit
ies
Act
ion
Ref
An
effe
ctiv
e w
orki
ng re
latio
nshi
p es
tabl
ishe
d be
twee
n C
ounc
il’s
Eco
nom
ic D
evel
opm
ent U
nit a
nd
the
busi
ness
dep
artm
ents
of t
he
Sta
te a
nd F
eder
al G
over
nmen
ts.
Freq
uent
cha
nge
of s
taff
in G
over
nmen
t mak
es it
diffi
cult
to b
uild
on
esta
blis
hed
rela
tions
hips
. Th
e fu
ndin
g m
echa
nism
requ
ires
sign
ifican
t com
mitm
ent
of re
sour
ces
in a
pplic
atio
n an
d in
acq
uitt
als.
Cha
nge
and/
or w
ithdr
awal
of g
over
nmen
t as
sist
ance
pro
gram
s.
Lack
of c
ontin
uity
of f
undi
ng a
nd c
erta
inty
.
Cou
ncil
can
dem
onst
rate
to th
e S
tate
Gov
ernm
ent
that
spo
nsor
ship
of C
ounc
il bu
sine
ss in
itiat
ives
(suc
h as
the
BB
N) c
an p
rovi
de c
ost e
ffect
ive
supp
ort t
o th
e go
vern
men
t’s o
bjec
tives
for
loca
l bus
ines
s.
5.5.
1
5.5.
2
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
A
ctio
nsM
easu
reD
ate
of
Co
mp
leti
on
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.5.
1
Est
ablis
h a
bien
nial
Bay
side
Bus
ines
s su
mm
it w
ith in
vita
tions
to B
aysi
de
busi
ness
es, m
ajor
regi
onal
bus
ines
ses,
com
mer
cial
adv
ocac
y or
gani
satio
ns a
nd
appr
opria
te S
tate
and
Fed
eral
Gov
ernm
ent d
epar
tmen
ts.
Bay
side
B
usin
ess
Sum
mit
held
Bie
nnia
l co
mm
enci
ng Q
1
2015
$$$
Gra
nt/S
pons
orsh
ip E
xter
nal,
Sta
te a
nd F
eder
al G
over
nmen
ts
Dep
artm
ents
, re
leva
nt a
genc
ies
and
peak
in
dust
ry b
odie
s.
5.5.
2
Del
iver
the
annu
al B
aysi
de A
nnua
l Bus
ines
s R
egis
ter
at e
ach
sum
mit.
Num
ber
of c
opie
s di
strib
uted
Ong
oing
di
strib
utio
nR
efer
5.1
.3R
efer
Act
ion
5.13
(c
oste
d)In
tern
al w
ith C
omm
unic
atio
ns D
epar
tmen
t.
71
Baysid
e Eco
no
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tegy
The driver-based analysis and action plans outlined in Sections 4.2 to 4.6 relate to the key economic development issues that apply in general throughout the entire municipality. In addition to these actions, Council can play an effective ‘place management’ role in Bayside’s key commercial precincts. ‘Place management’ refers to the range of policy and project activities Council can undertake to shape precincts to maximise positive externalities of commercial investment and activity. This encompasses planning and built form management through planning regulation and guidelines, infrastructure improvements and maintenance. It also includes business support programs such as training works on new technology and local consumer research (e.g. the shopper data provided in the Business Monitor ). Council can also play a supporting role in assisting local businesses to work collectively and form representative traders’ associations.
This ‘place management’ function requires actions specific to the individual precincts beyond the general economic development actions earlier in Sections 4.2 to 4.6 to maximise the value of the commercial investment. As such, this section will outline Council’s action plan for its activity centres and the Bayside Business Employment Area, based on the findings of the Bayside Business Monitor 2012.
5.6.1 Bayside’s Activity Centre network
Bayside does not have a retail precinct which performs a regional role: Southland Shopping Centre in Cheltenham (located nearby in the City of Kingston) is the regional commercial centre servicing the broader region’s population. Under the Bayside Planning Scheme, the municipality has five major activity centres:
• Bay Street, Brighton
• Church Street, Brighton
• Hampton Street, Hampton
• Sandringham Village
• Hampton East (part of the Moorabbin Activity Centre, located in the Bayside LGA)
These centres are the largest in Bayside, and are complemented by four smaller centres referred to as ‘Neighbourhood Activity Centres’, of which the five most significant are:
• Beaumaris Concourse
• Highett Village
• Martin Street, Brighton
• Black Rock Village
There are also Small Neighbourhood Activity Centres’ located throughout the municipality. The number of businesses in these centres range in size from as few as a handful of shops to as many as forty or so businesses.
There are approximately 420 businesses in total in these centres.
The significance of Bayside’s Activity Centres to the community is outlined in the Local Economy – Village Life section of the Bayside 2020 Community Plan, (page 19) that:
“The community believes that by continuing to enhance and promote local villages and shopping centres, there is a wonderful opportunity for these centres to become more vibrant, active and dynamic.”
Activity centres are characterised by both commercial and residential land use. Council’s Housing Strategy 2012 (page 59) notes that, whilst there is an increased focus in both the State and Local Planning Policy Frameworks on providing residential development within activity centres, they also play a vital commercial role:
“It is important to ensure that increased residential development in commercial centres does not occur at the expense of commercial activities. A vital commercial centre which provides a wide range of services is an essential element of any Activity Centre development Strategy. There may also be a need to expand the existing commercial facilities, as well as provide additional services in order to meet the future needs of the community.”
5.6.2 Findings of the Bayside Business Monitor 2012
The 2012 Business Monitor analysed the nine largest retail centres, which account for the majority of Bayside’s retail floor space. The land-use field survey undertaken in the Business Monitor identified approximately 1,438 commercial sites in the nine centres with 1,316 of these occupied. Total commercial Gross Floor Area (GFA) in the major centres is approximately 196,919 m2 of which 187,219 m2 is occupied (95%).
The key conclusions from the 2012 Business Monitor were that:
• The retail mix within Bayside’s commercial precincts is changing with a move towards personal services, business services and health services and away from general retailing. This finding is also consistent with the differences in industry growth rates identified in Section 2 and indicates that Bayside’s activity centers are playing a role in the industry transition in Bayside to highly-skilled and specialist industries.
• The multi-storey developments with active street frontages and residential dwellings on upper levels in a number of the precincts are likely to completely change the nature and vibrancy, and the desired business mix within these precincts over time.
• Hampton Street and Church Street perform the role of ‘district centres and draw from the primary trade areas of the smaller precincts. Bay Street has the potential to be elevated to a ‘district centre’ with the introduction of a full line supermarket and additional multi-storey developments. Sandringham Village
5.6 Bayside’s key commercial precincts?
A
ctio
nsM
easu
reD
ate
of
Co
mp
leti
on
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/ E
xter
nal
5.5.
1
Est
ablis
h a
bien
nial
Bay
side
Bus
ines
s su
mm
it w
ith in
vita
tions
to B
aysi
de
busi
ness
es, m
ajor
regi
onal
bus
ines
ses,
com
mer
cial
adv
ocac
y or
gani
satio
ns a
nd
appr
opria
te S
tate
and
Fed
eral
Gov
ernm
ent d
epar
tmen
ts.
Bay
side
B
usin
ess
Sum
mit
held
Bie
nnia
l co
mm
enci
ng Q
1
2015
$$$
Gra
nt/S
pons
orsh
ip E
xter
nal,
Sta
te a
nd F
eder
al G
over
nmen
ts
Dep
artm
ents
, re
leva
nt a
genc
ies
and
peak
in
dust
ry b
odie
s.
5.5.
2
Del
iver
the
annu
al B
aysi
de A
nnua
l Bus
ines
s R
egis
ter
at e
ach
sum
mit.
Num
ber
of c
opie
s di
strib
uted
Ong
oing
di
strib
utio
nR
efer
5.1
.3R
efer
Act
ion
5.13
(c
oste
d)In
tern
al w
ith C
omm
unic
atio
ns D
epar
tmen
t.
72
Baysid
e Eco
no
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t Stra
tegy
also performs just below a ‘district centre’ but has the potential to be elevated to a ‘district centre’ with an expansion in its range of specialty outlets.
• All precincts face competition from Southland. None are able to compete on the range of products and shops available in Southland, but can compete on consistent and personalised service, and through offering the shopper an ‘experience’ rather than simply focusing on making a transaction. This could be achieved, for example, through landscaping and streetscape treatments, consistency in appearance or theming, more outdoor dining, in-centre events etc.
• Many of the precincts have not yet capitalised on the potential to differentiate themselves and create a theme or consistent appearance that adds to their ambience.
• Parking is perceived to be an issue both for shoppers and staff in most precincts.
• There is a lack of innovation amongst some retailers, particularly with respect to the take up of internet technology an ‘e’ or ‘m’ marketing (mobile phone marketing).
• There is a mismatch between trends in customer expectations and behavior in using internet and mobile technology to research shopping and undertake transactions, and the adoption of such technology amongst Bayside businesses.
• There is little evidence of clustering of activities in many precincts or of joint initiatives amongst traders to initiate strategies to attract shoppers and encourage them to stay.
• All precincts are dominated by absentee landlords and have a low rate of building refurbishment. This adds to the difficulty in ‘theming’ precincts or using appearance and ambience as hooks to attract shoppers.
• Local residents comprise a large component of all precinct catchments.
• There is strong support for more on-street dining.
As outlined in the attached SWOT and Action Plan in Section 5.6.3 – “Bayside’s activity centres and action plan”, the Business Monitor recommended that Council focus on initiatives built around three sets of priorities:
1. Encouraging innovation and more active marketing through working with trader associations and other agencies, as required, to facilitate:
• the take up of online marketing, ‘e’ or ‘m’ commerce
• the building of marketing databases
• utilisation of social media and other platforms such as Google Maps
• continued exposure to modern developments in retailing and retailing techniques
• the use of in-store technology to broaden the customer experience and make their shopping ‘easier’
• training of customer service employees to enhance product knowledge and the standard of service provided
• collaboration amongst business owners in developing and implementing initiatives.
2. Improving access to the precincts through, for example:
• improved parking management, particularly through the adoption of new technologies such as Real Time parking availability signage, parking sensors, designated areas for traders/employees in areas with limited off-street parking and/or restrictive parking time limits etc.
• extending bicycle lanes where possible
• providing bicycle parking racks.
3. Encouraging precinct differentiation and vibrancy through, for example:
• the development of village concept plans for each precinct capitalising on unique features or areas of specialisation (including themed signage and images for use in promotions), and working with landlords and tenants alike to encourage implementation of those plans
• applying landscape and streetscape treatments consistent with precinct concept plans
• supporting residential developments with active street frontages within the precincts
• supporting appropriate on-street dining
• in association with tourism marketing agencies, developing and implementing a calendar of events at each precinct
• working with traders’ associations and, where necessary, individual groups of traders to encourage clustering of activities within precincts.
10The Business Monitor is a business and economic performance assessment that has been conducted by Council approximately every five years since 1996. Its data and findings inform Council’s business support programs, strategic work and policy formulation. Surveys of each centre were conducted reviewing land use; business performance, profiles and perspectives; and shopper profiles and perspectives.
7 ‘District centre’ is a term used in the Business Monitor to denote that the centre is of a significant scale and provides weekly shopping and service needs for catchment area residents. Such centres generally include full-line supermarkets, a range of specialty shops and personal services, some chain stores and convenience stores. 12‘Clusters’ in this context refers to the co-location of similar businesses in a precinct or district to enhance their market reach
73
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e Eco
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tegy
Figure 4.7.2 Bayside’s Activity Centre Network
74
Baysid
e Eco
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mic D
evelo
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en
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tegy
Cou
ncil’
s O
bjec
tive
1
. To
sup
por
t th
e C
ity’s
bus
ines
s co
mm
unity
as
an im
por
tant
loca
l em
plo
yer,
inve
stor
and
con
trac
tor
of s
ervi
ces.
S
WO
T
5.6.
3 B
aysi
de’
s ac
tivi
ty c
entr
es A
ctio
n P
lan
S
tren
gth
sW
eakn
esse
s o
r C
ons
trai
nts
Thr
eats
Op
po
rtun
itie
sA
ctio
n R
ef
Str
ong
exis
ting
mix
ed-u
sed
activ
ity c
entr
e ne
twor
k in
B
aysi
de.
Bla
ck R
ock
Villa
ge a
nd B
eaum
aris
C
onco
urse
cen
tres
lack
Rai
l acc
ess
whi
ch is
per
ceiv
ed to
con
stra
in g
row
th
oppo
rtun
ities
.
Act
ivity
cen
tre
hier
arch
y un
derm
ined
by
disp
ersa
l of c
om-
mer
cial
/ret
ail i
nves
tmen
ts o
ut o
f cen
tre.
Age
ing
popu
latio
n ca
r-re
liant
on
acce
ss to
cen
tres
.
Bay
side
has
an
inte
grat
ed r
ange
of a
vaila
ble
pers
onal
se
rvic
es, c
onve
nien
ce re
tail,
em
ploy
men
t opp
ortu
nitie
s an
d tr
ansp
ort.
To m
aint
ain
and
stre
ngth
en it
wou
ld b
e ap
prop
ri-at
e to
con
side
r in
vest
igat
ing
the
appr
opria
te o
ptio
ns w
ithin
th
e R
etai
l, C
omm
erci
al a
nd E
mpl
oym
ent S
trat
egy.
5.6.
3.1
5.6.
3.2
Goo
d ac
cess
by
both
ra
il an
d ro
ad n
etw
orks
to
cent
res.
Bus
ines
s M
onito
r fo
und
acce
ss to
pa
rkin
g pe
rcei
ved
to b
e a
wea
knes
s by
sho
pper
s an
d tr
ader
s.
Per
cept
ion
of p
arki
ng u
nava
ilabi
lity
may
det
er s
hopp
ers
and
enco
urag
e th
em to
trav
el to
Sou
thla
nd.
If pa
rkin
g ca
paci
ty n
ot a
n is
sue,
par
king
man
agem
ent
infra
stru
ctur
e m
ay b
e su
ffici
ent t
o ad
dres
s pe
rcep
tions
of
the
lack
of a
vaila
ble
publ
ic p
arki
ng.
Non
-veh
icul
ar a
cces
s to
cen
tres
can
be
inex
pens
ivel
y en
cour
aged
.
Par
king
Pre
cinc
t pla
ns fo
r B
aysi
de’s
Maj
or A
ctiv
ity C
entr
es
are
prop
osed
that
will
addr
ess
the
rang
e of
issu
es o
f ac-
cess
, egr
ess,
par
king
sup
ply
and
dem
and.
5.6.
3.3
Cen
tres
hav
e an
est
ab-
lishe
d an
d de
sira
ble
‘villa
ge
lifes
tyle
’ cha
ract
eris
tic s
up-
port
ed b
y co
mm
unity
.
Som
e ce
ntre
s ha
ve a
frag
men
ted
vi-
sual
app
eara
nce
of v
aryi
ng q
ualit
y an
d ph
ysic
al u
tility
. The
se p
reci
ncts
lack
a
dist
inct
feel
or
use.
If lo
wer
-qua
lity
com
mer
cial
bui
ldin
gs n
ot re
deve
lope
d (d
ue to
a v
arie
ty o
f pos
sibl
e fa
ctor
s) o
r va
cant
, will
per-
petu
ate
poor
urb
an e
nviro
nmen
ts in
som
e ce
ntre
s.
Com
mer
cial
1 Z
one
perm
its g
reat
er ‘a
s-of
-rig
ht’ b
usin
ess
uses
, red
ucin
g ba
rrie
rs to
inve
stm
ent o
r re
deve
lopm
ent.
The
deve
lopm
ent o
f qua
lity
publ
ic s
tree
tsca
pes
by C
ounc
il m
ay c
onse
quen
tly e
ncou
rage
priv
ate
sect
or in
vest
men
t.
5.6.
3.4
The
vaca
ncy
rate
in B
ay-
side
’s c
entr
es w
as fo
und
in th
e B
usin
ess
Mon
itor
to b
e eq
uiva
lent
to th
at in
ot
her
com
para
ble
cent
res
in
Mel
bour
ne.
Gro
und-
floor
vac
ancy
rat
e ha
s in
crea
sed
mar
kedl
y be
twee
n 20
06-
2012
from
4.1
% to
8.7
%.
Hig
h re
nts
may
per
petu
ate
or e
xace
rbat
e va
canc
y.P
op u
p sh
ops
(sho
rt-t
erm
/tem
pora
ry re
tail
spac
es) h
ave
beco
me
incr
easi
ngly
com
mon
in B
aysi
de’s
cen
tres
. 5.
6.3.
5
75
Baysid
e Eco
no
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evelo
pm
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t Stra
tegy
S
tren
gth
sW
eakn
esse
s o
r C
ons
trai
nts
Thr
eats
Op
po
rtun
itie
sA
ctio
n R
ef
Gro
wth
of q
uate
rnar
y-se
ctor
se
rvic
e bu
sine
sses
iden
tified
in
Bus
ines
s M
onito
r fin
ding
s.
Ret
ail b
usin
ess
esta
blis
h-m
ents
and
em
ploy
men
t in
Bay
side
hav
e gr
own
sinc
e 20
06.
Inst
ance
s of
act
ive
loca
l pol
itica
l op
posi
tion
to d
wel
ling
inte
nsifi
catio
n,
expa
nsio
n of
com
mer
cial
opp
ortu
nitie
s in
sen
sitiv
e ar
eas
(par
ticul
arly
MA
Cs
and
NA
Cs)
Diffi
cult
perio
d of
tran
sitio
n fo
r re
tail
(larg
e lo
cal e
mpl
oym
ent i
ndus
try
but
slow
ave
rage
ann
ual g
row
th, s
truc
tura
l ad
just
men
ts, c
yclic
al d
ownt
urn,
in-
crea
sing
vac
ancy
rat
es).
Rel
ativ
ely
low
er le
vels
of n
ew b
uild
-in
g/ex
tens
ion/
refu
rbis
hmen
t per
mits
su
gges
ts b
usin
esse
s an
d ab
sent
ee
land
lord
s re
luct
ant t
o re
inve
st in
exi
st-
ing
com
mer
cial
sto
ck.
Com
mer
cial
bus
ines
ses
at g
roun
d le
vel m
ay h
ave
inac
-tiv
e fro
ntag
es, d
isru
ptin
g th
e vi
sual
con
tinui
ty o
f act
ivity
ce
ntre
s.
Con
tinui
ng s
tron
g co
mpe
titio
n fro
m S
outh
land
iden
tified
.
Out
of c
entr
e su
perm
arke
ts m
ay e
stab
lish
unde
r ne
w
VP
P z
ones
.
Tran
sitio
n of
bus
ines
s m
ix in
Bay
side
’s c
entr
es to
war
ds
grea
ter
high
er-o
rder
ser
vice
indu
strie
s w
ill pr
ovid
e lo
cal e
m-
ploy
men
t tha
t bet
ter
alig
ns w
ith th
e sk
ills o
f loc
al re
side
nt
wor
kfor
ce.
Two
larg
e, in
-cen
tre,
mix
ed-u
se d
evel
opm
ents
anc
hore
d by
nat
iona
l-bra
nd fu
ll-lin
e su
perm
arke
ts to
be
com
plet
ed in
20
13. F
urth
er in
vest
men
t by
natio
nal b
rand
sup
erm
arke
ts
likel
y to
con
tinue
in B
aysi
de o
ver
med
ium
term
.
An
over
arch
ing
stud
y of
Bay
side
’s re
tail.
em
ploy
men
t and
co
mm
erci
al s
ecto
rs w
ould
hig
hlig
ht o
ppor
tuni
ties
for
tar-
gete
d an
d fo
cuss
ed a
ctio
ns to
enh
ance
the
loca
l eco
nom
y.
5.6.
3.6
Deg
ree
of b
usin
ess
stab
il-ity
and
con
fiden
ce o
ver
med
ium
-ter
m id
entifi
ed in
B
usin
ess
Mon
itor
surv
ey o
f tr
ader
s.
Sig
nific
ant t
rade
r su
ppor
t for
fu
rthe
r ke
rbsi
de tr
adin
g.
Low
leve
l of r
etai
ler
inno
vatio
n, c
reat
iv-
ity: p
artic
ular
of ‘
e’ o
r ‘m
’ –co
mm
erce
.
Rel
ativ
ely
low
-leve
ls o
f ker
bsid
e di
ning
re
lativ
e to
com
para
ble
inne
r-ci
ty a
ctiv
-ity
cen
tres
.
Loca
l ret
aile
rs m
ay n
ot e
ffect
ivel
y ad
apt t
o ra
pidl
y ch
ang-
ing
cons
umer
pre
fere
nces
and
exp
ecta
tions
, lea
ding
to
furt
her
decl
ines
in c
ompe
titiv
enes
s.
Sup
port
for
kerb
side
trad
ing
coul
d be
und
erm
ined
by
poor
ope
rato
rs a
busi
ng s
yste
m (a
nd p
oor
enfo
rcem
ent!)
.
Incr
ease
the
leve
l of r
etai
ler
inno
vatio
n, c
reat
ivity
: par
ticul
ar
of ‘e
’ or
‘m’ –
com
mer
ce.
5.6.
3.7
Add
ition
al k
erbs
ide
trad
ing
coul
d im
prov
e vi
sual
vib
ranc
y an
d pr
ovid
e a
dist
inct
com
petit
ive
adva
ntag
e to
for
Bay
-si
de’s
act
ivity
cen
tres
.5.
6.3.
85.
6.3.
95.
6.3.
10
Trad
ers’
ass
ocia
tions
act
ive
in m
ost m
ajor
reta
il pr
ecin
cts
with
cap
acity
to h
old
annu
al
maj
or e
vent
/cam
paig
n.
Lack
of s
peci
al r
ate
mea
ns b
urde
n of
ru
nnin
g as
soci
atio
n fa
lls o
n in
divi
dual
bu
sine
sses
.
Trad
ers’
ass
ocia
tions
fail
in s
ome
cent
res
due
to la
ck o
f vo
lunt
eers
to s
uppo
rt.
Dis
tinct
‘sho
pper
exp
erie
nce’
initi
ativ
es c
ould
be
esta
b-lis
hed
thro
ugh
trad
ers’
ass
ocia
tions
.
The
enco
urag
emen
t of p
roac
tive
Trad
ers
Ass
ocia
tions
can
pl
ay a
vita
l str
ateg
ic p
artn
ersh
ip ro
le in
dev
elop
ing
vibr
ant,
pros
pero
us, a
ctiv
e lo
cal s
hopp
ing
cent
res.
5.6.
3.11
5.6.
3.12
5.6.
3.13
5.6.
3.14
5.6.
3.15
5.6.
3.16
76
Baysid
e Eco
no
mic D
evelo
pm
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t Stra
tegy
Act
ion
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n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
P
artn
ersh
ip In
tern
al /
E
xter
nal
5.6.
3.1
Iden
tify
spec
ific
area
s of
pla
nnin
g po
licy
to
stre
ngth
en B
aysi
de’s
act
ivity
cen
tre
netw
ork.
Com
plet
ion
of u
pcom
ing
Ret
ail,
Com
-m
erci
al a
nd E
mpl
oym
ent s
trat
egy
and
inco
rpor
atio
n in
to th
e B
aysi
de p
lann
ing
sche
me.
Q4
2018
$$$$
$N
ew In
itiat
ive
Inte
rnal
col
labo
ratio
n w
ith
Sta
tuto
ry P
lann
ing
and
Urb
an
Pla
ces.
5.6.
3.2
Bay
side
Bus
ines
s M
onito
r 20
18 to
revi
ew la
nd u
se
and
profi
le k
ey in
dust
ries/
chan
ges
(i.e.
cro
ss-s
ectio
nal).
Bus
ines
s M
onito
r 20
18 c
ompl
eted
.Q
3 20
18$$
$$N
ew In
itiat
ive
Inte
rnal
and
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sibl
e ex
tern
al
part
ners
hips
with
pea
k in
dus-
try
bodi
es s
uch
as V
EC
CI.
5.6.
3.3
With
in th
e sc
ope
of P
arki
ng P
reci
nct P
lans
con
-si
der
par
king
man
agem
ent o
ptio
ns s
uch
as re
al-
time
avai
labi
lity
sign
age,
tim
e-lim
its, s
enso
rs e
tc.
Com
plet
ion
of P
arki
ng P
reci
nct p
lans
.Q
4 20
15$$
$$$
New
Initi
ativ
eE
xter
nal l
iais
on w
ith re
leva
nt
Trad
er A
ssoc
iatio
ns a
nd
inte
rnal
ly w
ith A
men
ity P
rote
c-tio
n D
epar
tmen
t and
Tra
ffic
Eng
inee
ring.
5.6.
3.4
Iden
tify
next
cen
tres
for
stre
etsc
ape
impr
ovem
ents
an
d de
velo
p m
aste
r pl
an w
ith q
ualit
y ‘s
ense
of
plac
e’ tr
eatm
ents
.
Min
imum
two
activ
ity c
entr
e m
aste
r pl
ans
com
plet
ed w
ith ‘S
ense
of p
lace
’ con
-ce
pts
inco
rpor
ated
into
mas
ter
plan
s.
Q3
2015
$$$$
$C
apita
l Wor
ks
Inte
rnal
col
labo
ratio
n w
ith
Urb
an P
lace
and
Ext
erna
lly
with
com
mun
ity g
roup
s an
d Tr
ader
s A
ssoc
iatio
ns.
77
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
P
artn
ersh
ip In
tern
al /
E
xter
nal
5.6.
3.5
Rev
iew
the
suita
bilit
y of
faci
litat
ing
pop
up s
hops
in
Bay
side
Act
ivity
Cen
tres
and
con
side
r im
pact
s on
ex
istin
g bu
sine
sses
and
Pla
nnin
g im
plic
atio
ns.
Rev
iew
com
plet
ed.
Q4
2015
Sta
ff R
esou
rces
Ser
vice
Bud
get
Inte
rnal
con
sulta
tion
with
S
tatu
tory
Pla
nnin
g an
d A
me-
nity
Pro
tect
ion
Dep
artm
ents
.
5.6.
3.6
With
the
scop
e of
the
Ret
ail,
Com
mer
cial
and
E
mpl
oym
ent s
trat
egy
revi
ew a
ppro
pria
te P
lann
ing
polic
y to
min
imis
e ou
t-of
cen
tre
reta
il de
velo
p-m
ents
Com
plet
ion
of u
pcom
ing
Ret
ail,
Com
-m
erci
al a
nd E
mpl
oym
ent s
trat
egy
and
inco
rpor
atio
n in
to th
e B
aysi
de p
lann
ing
sche
me.
Q4
2015
$$$$
$N
ew In
itiat
ive
Inte
rnal
col
labo
ratio
n w
ith
Sta
tuto
ry P
lann
ing
and
Urb
an
Pla
ces.
5.6.
3.7
Inve
stig
ate
fund
ing
sour
ces
to e
duca
te th
e lo
cal
reta
il in
dust
ry o
n E
’ or
‘m’ -
reta
iling
busi
ness
im
prov
emen
t pro
gram
s.
App
licat
ion
com
plet
ed fo
r D
SD
BI S
tree
tlife
gr
ant f
undi
ng.
Ong
oing
Sta
ff R
esou
rces
Ser
vice
Bud
get
Ext
erna
l DS
DB
I.
5.6.
3.8
Inve
stig
ate
the
feas
ibilit
y on
intr
oduc
ing
an a
nnua
l ke
rbsi
de tr
adin
g aw
ard
prog
ram
for
best
pra
ctic
e fo
r st
reet
trad
ing
incl
udin
g di
spla
y of
goo
ds a
nd o
n st
reet
din
ing.
Inve
stig
atio
n co
mpl
eted
and
repo
rted
to
Cou
ncil.
Q1
2016
$$$
New
Initi
ativ
eIn
tern
al w
ith A
men
ity P
rote
c-tio
n D
epar
tmen
t and
ext
erna
lly
with
Tra
ders
’ Ass
ocia
tions
.
5.6.
3.9
To in
crea
se th
e vi
bran
cy o
f Bay
side
’s A
ctiv
ity
Cen
tres
and
to e
ncou
rage
mor
e an
d be
tter
qua
lity
Ker
bsid
e ac
tivity
und
erta
ke a
revi
ew o
f the
ker
b-si
de tr
adin
g fe
e st
ruct
ure
and
optio
ns.
Rev
iew
com
plet
ed.
Q1
2016
$$s
New
Initi
ativ
eIn
tern
al w
ith A
men
ity P
rote
c-tio
n D
epar
tmen
t and
ext
erna
lly
with
Tra
ders
’ Ass
ocia
tions
.
5.6.
3.10
Str
eets
cape
cap
ital w
orks
to fa
cilit
ate
qual
ity
kerb
side
trad
ing.
As
per
mas
ter
plan
s.Q
1 20
16$$
$$$
Cap
ital W
orks
Bud
get
Inte
rnal
with
Urb
an P
lace
s.
78
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ions
Mea
sure
Dat
e o
f C
om
ple
tio
nIn
dic
ativ
e C
ost
Fund
ing
So
urce
P
artn
ersh
ip In
tern
al /
E
xter
nal
5.6.
3.11
Pro
mot
e ac
tive
front
ages
thro
ugh
Chr
istm
as w
in-
dow
com
petit
ion
and
plan
ning
pol
icy.
Com
petit
ion
held
, min
imum
30
busi
ness
es
part
icip
atin
g.Q
4 20
14S
taff
Res
ourc
es
Ser
vice
bud
geIn
tern
al w
ith C
omm
unic
atio
ns
Dep
artm
ent.
5.6.
3.12
On
a tim
ely
basi
s us
e da
taba
se o
f act
ivity
cen
tre
busi
ness
es to
mar
ket a
nd b
uild
aw
aren
ess
of B
BN
pr
ogra
m o
f eve
nts/
recr
uit m
embe
rshi
p.
BB
N e
mai
l bla
sts
(min
imum
1 p
er m
onth
on
ave
rage
).O
ngoi
ngS
taff
reso
urce
sS
ervi
ce B
udge
tIn
tern
al.
5.6.
3.13
Con
tinue
act
ive
supp
ort t
o ce
ntre
trad
ers
Ass
ocia
-tio
ns: b
y fa
cilit
atin
g an
d en
cour
agin
g a
nnua
l str
eet
fest
ival
gra
nt p
rogr
am
Min
imum
four
ann
ual s
tree
t cel
ebra
tion
gran
ts a
ppro
ved
Ong
oing
Sta
ff re
sour
ces
Ser
vice
Bud
get
Ext
erna
lly w
ith T
rade
rs A
s-so
ciat
ion
and
inte
rnal
ly w
ith
Rec
reat
ion
Eve
nts
and
Soc
ial
Dev
elop
men
t.
5.6.
3.14
To e
ncou
rage
and
ong
oing
liai
son
with
Cou
ncil
hold
qua
rter
ly T
rade
rs A
ssoc
iatio
n de
lega
te m
eet-
ings
with
Eco
nom
ic D
evel
opm
ent S
taff
Qua
rter
ly m
eetin
gs h
eld
On
goin
gS
taff
reso
urce
sS
ervi
ce B
udge
tE
xter
nally
with
Tra
ders
As-
soci
atio
n
5.6.
3.15
If su
ffici
ent (
i.e. 7
0% in
rat
eabl
e ar
ea) s
uppo
rt
emer
ges,
est
ablis
h sp
ecia
l rat
es fo
r ce
ntre
coo
rdi-
natio
n an
d sp
ecia
l pro
ject
s
Dis
cuss
ions
pap
er s
ubm
itted
to C
ounc
il sh
ould
70%
sup
port
from
trad
ers
emer
geU
ndefi
ned
– su
bjec
t to
trad
-er
s’as
soci
atio
ns re
ques
ts
$$$$
$N
ew In
itiat
ive
Ext
erna
lly w
ith T
rade
rs A
s-so
ciat
ion
5.6.
3.16
Wor
k w
ith tr
ader
s’ a
ssoc
iatio
ns to
est
ablis
h pr
ecin
ct d
iffer
entia
tion
thro
ugh
even
ts a
nd th
emed
ac
tiviti
es
One
them
ed in
itiat
ive
per
cent
re p
er y
ear
Ong
oing
– A
nnua
lS
taff
Res
ourc
esS
ervi
ce B
udge
tE
xter
nally
with
Tra
ders
As-
soci
atio
n
79
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
5.7.1 Bayside Business Employment Area (BBEA)
The Bayside Business Employment Area (BBEA) is home to roughly one quarter of all businesses in Bayside with approximately 500 enterprises. It includes a mix of nationally (and internationally) significant companies and micro enterprises and includes three of Australia’s top 200 companies.
While businesses within the precinct cover a broad range of industries, many are associated with:
• the construction industry and manufacture of products used within this industry
• the automotive maintenance, servicing and repair industry
• the landscaping industry
• business services.
The precinct traditionally has had a focus on manufacturing and, to a lesser extent, wholesaling. However, changes over time have led to some diversification in its business mix as well as an increase in residential development. In particular, there has been development of business parks and an associated increase in smaller allotment developments.
5.7.2 Findings of the Bayside Business Monitor 2012
The key findings of the Bayside Business Monitor 2012 that relates to the BBEA are that:
• The BBEA continues to be of major economic significance to the Bayside economy. It is Bayside’s largest single commercial precinct and is estimated to account for roughly a quarter of the jobs in Bayside.
• The BBEA is also facing change with a shift towards more retail, personal and business service enterprises and increased residential development within the precinct. This is evidenced by smaller allotment developments and a rise in strata developments and mini-business parks.
• Land market pressures and changes in cost structures have not been assessed by Council in detail since the work undertaken for the Industrial Strategy in 2004.
• A number of sites within the BBEA have come under pressure to relocate in recent years because of residential development that is occurring within the precinct. Continued encroachment on the land available for commercial uses may be eroding the supply of commercial land to such an extent that it lacks the critical mass required to remain as a distinct commercial area in the medium to long-term.
A number of sites within the BBEA in recent years have seen interest by private developers to be rezoned for residential uses. While BBEA businesses largely indicated they expected to remain in the precinct in five years time, encroachment by residential developments
was listed as the most likely reason they would not. Should this critical mass of commercial land be lost, the key objective of Industrial Strategy for the BBEA to contribute to meeting the employment needs of the local workforce may not be realised.
It is also possible that the market pressure to redevelop BBEA sites for residential uses in recent years may be emerging evidence of the next major land market shift to affect the precinct since the decline of industrial uses in the precinct became apparent in the late 1990s. It is clear from the business surveys that land factors such as location, leasing costs and lot sizes are the most important determinants for businesses to locate in the BBEA. This underlines the sensitivity of businesses to the costs and availability of land in the BBEA as significant issues. Land market pressures and changes in cost structures not been assessed by Council in detail since the work undertaken for the Industrial Strategy, and an updated evaluation of recent dynamics is also strongly recommended.
If the demand for residential land in the area is such that commercial uses for BBEA sites become uncompetitive for landowners and force businesses to relocate to other areas in Melbourne with lower rents, the economic rationale for maintaining the current zoning of the BBEA may need to be reconsidered. It is has now been over a decade since the preliminarily strategic work that culminated in the Industrial Area Strategy was undertaken. Without an updated and detailed understanding of the dynamics currently affecting the BBEA, the risks to the area identified in the Industrial Strategy may yet emerge.
The uncertainty regarding the BBEA should be resolved by a detailed examination of the BBEA’s function and possible future roles. Given the strategic importance of the area as a major employment precinct intended to service the needs of Bayside’s highly-skilled workforce, it is appropriate for Council to consider a comprehensive employment strategy to inform and determine the BBEA’s role and strategic direction.
As well as resolving the strategic role of the BBEA, a number other initiatives to improve the appearance and functionality of the precinct as a business park could be undertaken.
Previous strategic work has identified that a high-quality visual appearance as a key driver of investment in the BBEA through the establishment of an attractive physical appearance for the precinct. The transition process has given rise to an ad hoc appearance in buildings, landscaping and premises with recently completed buildings displaying a high visual amenity being interspersed with older industrial-era sites. The visual improvement of the area may continue to be gradually progressed by further private investment and site redevelopment. However, there remains the opportunity identified in previous strategic work undertaken by Council to develop a distinct, continuous and attractive appearance for the BBEA through design and development guidelines, and by landscape and
80
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
streetscape treatments. This is supported by the results of this Monitor which found that improved presentation of the area and more trees were the two improvements that would assist the most in attracting investment to the BBEA by local businesses.
The suggested focus for the BBEA is to:
• undertake a detailed assessment of the strategic role of the BBEA and prepare a Retail, Commercial and Employment Strategy to assess the extent to which the BBEA is achieving Council’s local employment objectives and determine how this objective can be further progressed and positioned for future success
• improve the appearance and sense of identity of the precinct through landscaping and urban design themes, signage, preparation of design and development guidelines
• create a BBEA Reference Group to assist in marketing, strengthening linkages and liaising with Council
• encourage smaller clusters of retail, personal service and business services ‘enclaves’ that enhance the amenity of the precinct and provide a service to its employees and residents alike.
81
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Cou
ncil’
s O
bjec
tive
4
. To
del
iver
phy
sica
l and
soc
ial i
nfra
stru
ctur
e to
max
imiz
e th
e cl
imat
e fo
r ta
rget
ed a
nd s
usta
inab
le in
vest
men
t in
the
City
. S
WO
T
5.7.
3 B
BE
A a
ctio
n p
lan
Str
eng
ths
Wea
knes
ses
or
Co
nstr
aint
sT
hrea
tsO
pp
ort
unit
ies
Act
ion
Ref
.
Dis
tric
t cor
e co
ntin
ues
to
attr
act c
omm
erci
al in
vest
men
t to
repl
ace
depa
rtin
g in
dust
rial
user
s, in
clud
ing
offic
e de
velo
pmen
ts th
at h
ave
attr
acte
d na
tiona
l-bra
nd
tena
nts
such
as
iSel
ect.
Ove
rall
BB
EA
indu
stry
mix
tr
ansi
tion
and
dire
ctio
n un
clea
r –
no e
mer
ging
loca
l or
sub-
dist
rict o
f ind
ustr
y ty
pe.
Incr
ease
the
‘mix
ed u
se’ f
unct
ion
of th
e B
BE
A to
cap
italis
e th
e am
enity
of t
he
prec
inct
(new
zon
es: c
omm
erci
al o
ffice
s m
ay b
e di
spla
ced
from
act
ivity
cen
tres
, bu
t may
inst
ead
shift
to B
BE
A).
Offi
ce d
evel
opm
ents
dis
plac
ed b
y re
side
ntia
l dev
elop
men
ts in
Act
ivity
C
entr
es m
ay s
hift
to B
BE
A in
stea
d.
Enc
roac
hmen
t of r
esid
entia
l los
s of
com
mer
cial
land
dro
ps to
bel
ow
a cr
itica
l mas
s to
mai
ntai
n lo
cal e
mpl
oym
ent o
bjec
tives
, sub
-opt
imal
bu
sine
ss m
ix.
New
Com
mer
cial
2 Z
one
may
per
mit
’as-
of-r
ight
dev
elop
men
ts s
uch
as
reta
il w
hich
hav
e a
limite
d al
ignm
ent w
ith th
e em
ploy
men
t pro
file
of th
e lo
cal w
orkf
orce
.
Furt
her
‘inte
rface
zon
ing’
may
be
appr
opria
te, s
uch
as C
92 a
men
dmen
t to
bui
ld a
buf
fer
of u
ses
betw
een
inte
nse
com
mer
cial
and
resi
dent
ial.
The
obje
ctiv
e w
ould
be
to h
ave
appr
opria
te e
mpl
oym
ent o
ppor
tuni
ties
with
in th
e B
BE
A w
ith h
ousi
ng in
clo
se p
roxi
mity
.
5.7.
3.1
Mix
of l
ong-
term
and
new
bu
sine
sses
from
a w
ide
varie
ty
of in
dust
ries
iden
tified
in th
e B
BE
A.
Div
ersi
ty m
eans
a v
arie
ty o
f di
fferin
g ne
eds
to b
e ca
tere
d fo
r.
Lack
of d
efini
tion
wou
ld m
ake
mar
ketin
g an
d pr
omot
ing
the
prec
inct
diffi
cult.
No
over
all d
istr
ict
repr
esen
tativ
e bo
dy e
xist
s to
w
ork
with
Cou
ncil/
Gov
ernm
ent
agen
cies
.
A c
ross
-sec
tion
of b
usin
esse
s co
uld
be
recr
uite
d to
a d
istr
ict r
efer
ence
gro
up
body
to li
aise
with
Cou
ncil.
Lack
of t
angi
ble
capi
tal w
orks
pro
ject
may
hin
der
recr
uitm
ent o
f re
pres
enta
tive
mix
of b
usin
ess
advo
cate
s.
Unr
epre
sent
ativ
e/im
bala
nced
mix
of b
usin
esse
s co
uld
dist
ort a
dvic
e an
d fe
edba
ck to
Cou
ncil.
5.7.
3.2
New
dev
elop
men
ts h
ave
impr
oved
the
qual
ity o
f bui
lt fo
rm s
ince
200
6.
Vis
ual a
men
ity o
f the
BB
EA
stil
l m
ixed
and
dev
elop
men
t typ
es
high
ly fr
agm
ente
d.
‘Bou
tique
bus
ines
s pa
rk’ l
ands
capi
ng
trea
tmen
ts a
nd in
frast
ruct
ure
are
still
an
optio
n.
Res
iden
tial/r
etai
l gro
wth
in B
BE
A e
nabl
ed u
nder
new
zon
es (o
r by
de
sign
) may
com
prom
ise
‘Bou
tique
Bus
ines
s P
ark’
.
5.7.
3.3
82
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Act
ion
Pla
n
Cos
t ra
nge
of p
roje
cts:
$ =
<$1
,00
0$
$ =
$1,
001
- $
5,0
00
$$
$ =
$5,
001
- $
10,0
00
$$
$$
= $
10,0
01 -
$20
,00
0$
$$
$$
= >
$20
,00
0
A
ctio
nsM
easu
reD
ate
of
Co
mp
leti
on
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.7.
3.1
With
in th
e sc
ope
of th
e R
etai
l, C
omm
erci
al a
nd E
mpl
oym
ent s
trat
egy:
· A
sses
s lo
cal p
rope
rty
mar
ket t
rend
s to
det
erm
ine
if qu
aran
tinin
g of
co
mm
erci
al la
nd fo
r em
ploy
men
t via
ble
· Zo
ne a
nd d
evel
opm
ent c
ontr
ols
to b
e se
t to
rest
rict e
ncro
achm
ent o
f re
side
ntia
l and
pro
mot
e hi
ghes
t-em
ploy
men
t gen
erat
ing
uses
·
Link
(or
poss
ibly
loca
te) b
usin
ess
incu
bato
r w
ith B
BE
A
Com
plet
ion
of R
etai
l, C
omm
erci
al a
nd
Em
ploy
men
t str
ateg
y to
det
erm
ine
the
Com
mer
cial
Zon
es m
ix to
be
inco
rpor
ated
in
Bay
side
Pla
nnin
g S
chem
e
Q4
2015
$$$$
$ N
ew
Initi
ativ
e
Inte
rnal
col
labo
ratio
n w
ith
Sta
tuto
ry P
lann
ing
and
Urb
an
Pla
ces.
5.7.
3.2
Est
ablis
h a
data
base
of B
BE
A b
usin
esse
s to
:
· E
stab
lish
a s
take
hold
er r e
fere
nce
grou
p fo
r fu
ture
str
ateg
ic w
ork
· Id
entif
y an
d im
plem
ent t
arge
ted
indu
stry
trai
ning
pro
gram
s sp
ecifi
c to
th
e ar
ea·
Dev
elop
a re
al e
stat
e/de
velo
per
netw
ork
to m
arke
t pre
cinc
t as
a bo
utiq
ue b
usin
ess
park
to a
ttra
ct in
vest
men
t
Est
ablis
h a
BB
EA
Ref
eren
ce G
roup
Q1
2015
Sta
ff re
sour
ces
Ser
vice
B
udge
t
Ext
erna
l with
BB
EA
Ref
eren
ce
Gro
up
5.7.
3.3
Und
erta
ke a
revi
ew to
det
erm
ine
appr
opria
te d
esig
n co
ntro
ls to
pro
mot
e hi
gh-
qual
ity d
evel
opm
ents
Det
erm
ine
if ‘b
usin
ess
park
’ am
enity
and
vis
ual t
reat
men
ts s
till r
elev
ant a
nd
wor
thw
hile
If ‘b
usin
ess
park
’ cap
ital w
orks
stil
l sui
tabl
e,
devi
se p
reci
nct m
aste
r pl
an a
nd fu
ndin
g m
odel
Q1
2017
$$$$
$ N
ew
Initi
ativ
e
BB
EA
Ref
eren
ce G
roup
83
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Appendix 1 – Acronyms, Glossary of Terms and Bibliography Acronyms ABS – Australian Bureau of Statistics ARA – Australian Retailers Association BABR – Bayside Annual Business Review BBEA – Bayside Business Employment Area BBN – Bayside Business Network CBA – Cost Benefit Analysis CBD – Central Business District DSDBI – Department of State Development, Business and Innovation EDS – Economic Development Strategy EJD – Effective Job density GFA – Gross Floor Area GFC – Global Financial Crisis GVA – Gross Value Added HO/SO – Home office or small office KPI – Key Performance Indicators LPPF – Local Planning Policy Framework NBN – National Broadband Network SCECP – Shopping Centre Event and Celebration Program TA – Traders Association U3A – University of Third Age VPPs – Victorian Planning Provisions
Terms used Industry class
The structure of ANZSIC comprises four levels, ranging from industry division (broadest level) to industry class (finest level). Activities are narrowly defined within the industry class level, which is identified by a four-digit code, e.g. Industry Class 3241 Plastering and ceiling services. Usually, an activity is primarily defined to one class. However, some activities may be primary to more than one class.
Industry division
The structure of ANZSIC comprises four levels, ranging from industry division (broadest level) to industry class (finest level). The main purpose of the industry division level is to provide a limited number of categories which give a broad overall picture of the economy. There are 19 divisions within ANZSIC, each identified by an alphabetical letter that is; ‘A’ for Agriculture, forestry and fishing , ‘E’ for Construction etc.
Industry subdivision
This is the broadest level category within each industry division of ANZSIC and is identified by a two-digit code, e.g. Industry Subdivision 31 for Heavy and civil engineering construction. Industry subdivisions are built up from industry groups which, in turn, are built up from industry classes.
Industry value added (IVA)
IVA is an estimate of the difference between the market value of the output of an industry and the purchases of materials and expenses incurred in the production of that output.
The derivation of IVA for individual businesses depends on whether they are classified as market or non-market producers. Non-market producers are those institutions which provide goods or services either free or at prices that are not economically significant. In other words, their prices are not significantly influenced by the amounts that producers are willing to supply, nor the amounts that users are willing to pay to purchase the goods or services being provided. Conversely, market producers provide goods and services at prices that are economically significant.
A
ctio
nsM
easu
reD
ate
of
Co
mp
leti
on
Ind
icat
ive
Co
stFu
ndin
g
So
urce
Par
tner
ship
Inte
rnal
/
Ext
erna
l
5.7.
3.1
With
in th
e sc
ope
of th
e R
etai
l, C
omm
erci
al a
nd E
mpl
oym
ent s
trat
egy:
· A
sses
s lo
cal p
rope
rty
mar
ket t
rend
s to
det
erm
ine
if qu
aran
tinin
g of
co
mm
erci
al la
nd fo
r em
ploy
men
t via
ble
· Zo
ne a
nd d
evel
opm
ent c
ontr
ols
to b
e se
t to
rest
rict e
ncro
achm
ent o
f re
side
ntia
l and
pro
mot
e hi
ghes
t-em
ploy
men
t gen
erat
ing
uses
·
Link
(or
poss
ibly
loca
te) b
usin
ess
incu
bato
r w
ith B
BE
A
Com
plet
ion
of R
etai
l, C
omm
erci
al a
nd
Em
ploy
men
t str
ateg
y to
det
erm
ine
the
Com
mer
cial
Zon
es m
ix to
be
inco
rpor
ated
in
Bay
side
Pla
nnin
g S
chem
e
Q4
2015
$$$$
$ N
ew
Initi
ativ
e
Inte
rnal
col
labo
ratio
n w
ith
Sta
tuto
ry P
lann
ing
and
Urb
an
Pla
ces.
5.7.
3.2
Est
ablis
h a
data
base
of B
BE
A b
usin
esse
s to
:
· E
stab
lish
a s
take
hold
er re
fere
nce
grou
p fo
r fu
ture
str
ateg
ic w
ork
· Id
entif
y an
d im
plem
ent t
arge
ted
indu
stry
trai
ning
pro
gram
s sp
ecifi
c to
th
e ar
ea·
Dev
elop
a re
al e
stat
e/de
velo
per
netw
ork
to m
arke
t pre
cinc
t as
a bo
utiq
ue b
usin
ess
park
to a
ttra
ct in
vest
men
t
Est
ablis
h a
BB
EA
Ref
eren
ce G
roup
Q1
2015
Sta
ff re
sour
ces
Ser
vice
B
udge
t
Ext
erna
l with
BB
EA
Ref
eren
ce
Gro
up
5.7.
3.3
Und
erta
ke a
revi
ew to
det
erm
ine
appr
opria
te d
esig
n co
ntro
ls to
pro
mot
e hi
gh-
qual
ity d
evel
opm
ents
Det
erm
ine
if ‘b
usin
ess
park
’ am
enity
and
vis
ual t
reat
men
ts s
till r
elev
ant a
nd
wor
thw
hile
If ‘b
usin
ess
park
’ cap
ital w
orks
stil
l sui
tabl
e,
devi
se p
reci
nct m
aste
r pl
an a
nd fu
ndin
g m
odel
Q1
2017
$$$$
$ N
ew
Initi
ativ
e
BB
EA
Ref
eren
ce G
roup
84
Baysid
e Eco
no
mic D
evelo
pm
en
t Stra
tegy
Appendix 2 – Shift-Share Analysis Shift Share Analysis Bayside: 1996 to 2011
Bibliography
Bayside 2020 Community Plan – Our City, Our Future, (2011). Sandringham, Australia: Bayside City Council
Bayside Housing Strategy, (2012), Sandringham, Australia: Bayside City Council
Bayside Business Monitor – Report Overview, (2012), Sandringham, Australia: Bayside City Council
Council Plan 2009-2013, (2009), Sandringham, Australia: Bayside City Council
Industry Atlas of Victoria. (2011). Melbourne, Australia: Department of State Development, Business and Innovation
Kenessey, Z. (1987). The Primary, Secondary, Tertiary and Quaternary Sectors of the Economy, Review of Income and Wealth, 33(4), pp35-385 McDonald, I. (2007). Where is full employment?, University of Melbourne Department of Economics Research Paper 1011, 26 (2), pp81-92
McLennan, W. (1995). Australian Social Trends, Australian Bureau of Statistics. Canberra, Australia: Australian Bureau of Statistics
Plan Melbourne – Metropolitan Planning Strategy, (2013). Melbourne, Australia: Victorian Government
Regional Economic Development Guide, (2013). Canberra, Australia: Department of Regional Australia, Local Government, Arts and Sport
Victorian Local Government Act 1989, (Cth) s.3c (2).
Year Book Australia, (2012). Canberra, Australia: Australian Bureau of Statistics
Shift Share Analysis Bayside: 2001 to 2011
Shift Share Analysis Bayside: 2006 to 2011
Bayside City Council
76 Royal Avenue, Sandringham
PO Box 27 Sandringham VIC 3191
T (03) 9599 4444
www.bayside.vic.gov.au