alexandrina council economic development strategy 2016-2022 · 2019-09-10 · the economic...

Alexandrina Council

Economic Development Strategy 2016-2022

Prepared by: Essential Economics Pty Ltd and Hemisphere Design (Aust) Pty Ltd

C O N N E C T I N G C O M M U N I T I E S

Authorship

Report stage Author Date Review Date

Draft report Nick Brisbane

Stuart Heseltine 2 December 2015

John Henshall Alexandrina Council

3 December 2015 20 January 2016

Final Draft report for consultation

Nick Brisbane 3 February 2016 Alexandrina Council

John Henshall 3 February 2016 4 February 2016

Public Exhibition and Community Consultation, 16 February – 18 March, 2016

Final Draft report Nick Brisbane 5 April 2016 John Henshall

Alexandrina Council 7 April 2016

21 April 2016

Final report Nick Brisbane 22 April 2016

Disclaimer

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The information in this report has been prepared specifically for the stated client. This document should not be used or replicated in any way by any other party without first receiving written consent from Essential Economics Pty Ltd.

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Our Reference: 15136

Contents

Executive Summary .............................................................................................................. i

Introduction ........................................................................................................................ 1

1 Why Have an Economc Development Strategy? .......................................................... 4

2 Regional Locational Influences .................................................................................... 8

3 Economic Overview .................................................................................................. 10

4 Key Influences for Economic Development ............................................................... 12

5 Alexandrina Council Economic Development – Vision and Statement of Intent .......... 16

6 Action Areas: Objectives and Actions ........................................................................ 18

7 Implementation Plan ................................................................................................ 44

A L E X A N D R I N A C O U N C I L E C O N O M I C D E V E L O P M E N T S T R A T E G Y

E s s e n t i a l E c o n o m i c s P t y L t d

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E X EC U T I V E S U M M A RY

Essential Economics Pty Ltd, in conjunction with Hemisphere Design (Aust) Pty Ltd, have been commissioned to assist Alexandrina Council in the development of the Alexandrina Economic Development Strategy 2016-2022.

The Economic Development Strategy (EDS) provides guidance as to how Council can influence economic development opportunities throughout Alexandrina and builds upon the direction provided to Council presented in the Alexandrina Council Community Strategy Plan 2014-2023,together with other key strategic documents.

1 Alexandrina Council Economic Development Vision Statement

The Vision for economic development in Alexandrina is as follows:

Growth in Alexandrina’s economy will deliver an improved standard of living to its communities and will be driven by continuing enhancements in productivity and

innovation.

The opportunities provided by the unique characteristics of Alexandrina’s towns, the environment, our history, our quality produce, and the skills and experience of our

labour force, will attract businesses and investment to Alexandrina. Alexandrina will retain its distinctive identity, will be well-connected to the surrounding region and

will be the location of choice for new businesses and investment.

2 Alexandrina Council’s Statement of Intent: “We are open for business”

Alexandrina Council is ‘open for business’ and is will be the location of choice for new businesses and investment in the region. Creating, fostering and supporting existing businesses to grow, as well as attracting new business to the region, will be key focus for Council over the period 2016-2022.

The following Statement of Intent establishes the general principles that will guide Alexandrina Council’s activities in supporting and developing the local economy:

1 Alexandrina Council is committed to facilitating economic development and developing a local economy that is diverse, innovative and adapts quickly and effectively to change.

2 Alexandrina Council will promote, facilitate, co-ordinate and be pro-active in the development of economic opportunities for Alexandrina.

3 Alexandrina Council will provide infrastructure and planning that contributes to the creation and maintenance of a supportive local business environment and will ensure the needs of the business community are considered when designing and delivering local infrastructure.

4 Alexandrina Council will actively promote Alexandrina as a location for business investment and tourism.



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5 Alexandrina Council will work in partnership with other stakeholders at a local, regional, state and national level where there are clear benefits to be gained for the Alexandrina community.

6 Alexandrina Council will ensure that economic development is equally balanced with community wellbeing and environmental sustainability.

3 Action Area Objectives

The preparation of the Alexandrina EDS involved a review of relevant policy and documents; analysis of key economic data; and consultation with key stakeholders in business and community groups, RDA, Fleurieu Peninsula Tourism, neighbouring Councils, Council staff and Elected Members.

Collating and analysing this information provided background to the future economic development opportunities for Alexandrina. With this background, the following Action Areas and Objectives were identified as the areas for which Council should focus its economic development efforts over the period 2016 to 2022:

The objectives for each of the identified Action Areas are provided below:

Investment and Business Attraction: To be the location of choice for new businesses and investment in the region

Infrastructure: To ensure sufficient quality infrastructure is provided that supports business efficiency and contributes to the quality of life of residents

Retaining and Training our Workforce and Businesses: To support local businesses so that they have the skills required to operate viably and are well-informed of relevant business trends and opportunities

Tourism – Create Memorable Experiences: To expand and improve the local tourism offer and create memorable experiences for visitors

Primary Production and Value-adding: Alexandrina will be renowned and acknowledged for its high-quality primary produce

The Local Wine Industry: To improve the global awareness of the local wine industry to a level where it is comparable with the competing wine regions

Alexandrina’s Town Centres: To support Alexandrina’s town centres as locations for employment and drivers of economic activity

Role of Place Management: To implement a place management process which builds upon existing place management activities and delivers sustainable and resilient town centres and communities in Alexandrina

Lifestyle: To protect and enhance the ‘lifestyle’ associated with living in Alexandrina.

Detailed Action Plans that support the above objectives along with an Implementation Plan and guidance on resourcing the Strategy are also provided in the Strategy. While the EDS provides a framework for Council’s economic development activities over the 2016-2022 period, Council should remain open to other opportunities that may arise over this period and which are not foreseen in the EDS.



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I N T R O D U C T I O N

Background

Essential Economics Pty Ltd, in conjunction with Hemisphere Design (Aust) Pty Ltd, have been commissioned to assist Alexandrina Council in the development of the Alexandrina Economic Development Strategy 2016-2022.

The Economic Development Strategy (EDS) provides guidance for Council in influencing economic development opportunities throughout the Alexandrina Council area. The EDS builds upon the direction provided to Council presented in the Alexandrina Council Community Strategy Plan 2014-2023, together with other key strategic documents.

Local Governments have an ongoing role of promoting, influencing, facilitating and coordinating economic development. Moreover, Local Governments also have the ability to deliver direct economic outcomes; they have more than just a “supporting role” and can be instrumental in ensuring economic development is achieved.

“Making it happen” is therefore an essential guiding principle in the preparation of the Alexandrina EDS.

The role of the Alexandrina EDS is to provide specific guidance to Alexandrina Council and staff for their economic development activities over the given timeframe. It is not the role of the EDS to providing specific actions for local business and community groups, nor is it intended to be used as a broader marketing document for the region.

Approach

The following approach has been undertaken in the preparation of the Alexandrina EDS:

Stage 1 - Background Familiarisation: Included briefing with Project Steering Group; tour of the key landmarks throughout Alexandrina; review of existing relevant strategies and reports; analysis and review of economic statistics relevant to Alexandrina.

Stage 2 - Preparation of Discussion Paper: Preparation of a ‘Discussion Paper’ as a means of ‘starting the conversation’ relating to economic development in Alexandrina.

Stage 3 - Consult with Key Stakeholders: A series of workshops were held with the following key stakeholders:

- Business and community groups in Goolwa/Port Elliot/Middleton, Strathalbyn and Langhorne Creek

- Representatives of neighbouring Councils, Regional Development Australia and Fleurieu Peninsula Tourism

- Department managers at Alexandrina Council

- Elected Members of Alexandrina Council.



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Stage 4 - Preparation of Draft EDS.

Stage 5 - Community Consultation on the Draft EDS. The draft EDS was placed on public exhibition from 16 February 2016 to 18 March 2016. Two community workshops were also held during this time. Submissions on the draft were also invited.

Stage 6 - Finalise EDS: Based on feedback from community consultation.

Alexandrina Economic Development Strategy 2016 – The Approach

This Report

This report contains the following chapters:

1 Why Have an Economic Development Strategy?

2 Regional Locational Influences

3 Economic Overview

4 Key Influences for Economic Development

5 Alexandrina Council Economic Development - Vision and Statement of Intent

6 Action Areas: Objectives and Actions

7 Implementation Plan



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Kungun Ngarrindjeri Yunnan Agreement

Alexandrina Council and the Ngarrindjeri people share the Kungun Ngarrindjeri Yunnan Agreement which documents the relationship between the two parties. Part of ‘listening to Ngarrindjeri speaking’ is recognising their strong interest in Indigenous economic development.

Council’s Environmental Action Plan under Strategy 4.5 ‘Care for Aboriginal culture and country’, notes the opportunities to investigate options for preferential engagement of suppliers who support the economic participation, development and employment of Aboriginal people.



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1 W H Y H AV E A N EC O N O M C D E V E LO P M E N T S T R AT EG Y ?

Several good reasons assist in explaining why having an economic development strategy makes sense for Council.

Economic Development at the Local Level

Local governments need to be well-prepared in terms of economic planning so as to ensure effective economic outcomes are achieved for the communities they serve.

The role for local government in regard to economic development is important, with local governments having the potential to significantly impact on matters of importance to their communities. This includes encouragement of local business development and employment opportunities, the provision of facilities and services to meet resident and business requirements, the maintenance and further enhancement of local amenity, support for appropriate new commercial and other developments, and so on.

While market forces and external factors (such as interest rates, exchange rates, oil prices, and the like) influence local economic conditions, local government can still achieve much at the local level. It is important, therefore, for local government to understand its sphere of influence and to focus its efforts and resources to targeted areas where measurable local outcomes can be achieved.

Role of an Economic Development Strategy

The essential role for a local Council is to work towards achieving the ongoing sustainability of the municipality and its residents, businesses, jobs, and facilities and services. While the objectives for economic development vary from municipality to municipality, objectives are typically focused on practical actions to:

Create a supportive environment that fosters enterprise and jobs

Retain and expand existing industry and business

Attract new investment to the area by identifying emerging or growth sectors

Manage industries in transformation or decline.

In Alexandrina’s case, it will be particularly important to understand how best to leverage the natural features of the region, its regional location and connections, existing industries, and strengths and skills of the local community for the purpose of fostering economic development.



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The Alexandrina EDS will be different from the typical EDS prepared for local governments in that it will include direction on how ‘place management’ can assist Council in meeting its economic development objectives.

These aspects, together with broader influences on local economic development, are considered to be key influences for economic development in Alexandrina and are discussed in Chapters 4 and 6.

Align with State Government Priorities

The South Australian Government’s ‘Top Ten Economic Priorities’ (SA Government, South Australia - The Place Where People and Business Thrive, 2014) identifies the following aspirations:

1 Unlocking the full potential of South Australia's resources, energy and renewable assets

2 Premium food and wine produced in our clean environment and exported to the world

3 A globally-recognised leader in health research, ageing and related services and products

4 The Knowledge State – attracting a diverse student body and commercialising our research

5 South Australia – a growing destination choice for international and domestic travellers

6 Growth through innovation

7 South Australia – the best place to do business

8 Adelaide, the heart of the vibrant State

9 Promoting South Australia's international connections and engagement

10 South Australia's small businesses have access to capital and global markets

Alexandrina is strategically well-positioned to support two of the State’s economic priorities:

Premium food and wine produced in our clean environment and exported to the world

South Australia – a growing destination choice for international and domestic travellers.

Primary production industries include agricultural lands surrounding Strathalbyn and Mount Compass, the Langhorne Creek Wine Region, and the Currency Creek Wine Region. In addition, Alexandrina boasts international-class natural environments, including the Murray Mouth and connection to the Lower Lakes and Coorong, and significant areas of coastline to attract visitors.

In keeping with the State’s priorities, Alexandrina needs to continue to promote the outstanding quality of the primary produce and facilitate quality accommodation infrastructure that meets visitors’ expectations.

The Alexandrina EDS will seek to build on these priorities, as well as provide a more ‘local’ focus for economic development.



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Existing Economic Development Activities Undertaken by Alexandrina Council

While Alexandrina Council does not have an adopted EDS, Council is already actively supporting and facilitating economic development opportunities for the benefit of businesses and the wider community. Many examples show how the efforts of Council are supporting local economic development, and several examples are provided below:

Rural Initiatives Grants: The purpose of the Rural Initiatives grant is to support projects which promote sustainable rural and primary production initiatives in the Alexandrina Council region. The grant provides funding for innovative projects that contribute to the development of primary production in Alexandrina.

Council has provided more than $57,000 in Rural Initiative Grants since 2013/14. One successful grant applicant was the Goolwa Pipi Co, who have since developed a new Modified Atmosphere Packaging (MAP) processing plant which has extended the shelf-life of the Pipi from four days to ten days, greatly increasing the marketing and export opportunities of the product.

Strathalbyn Town Plan: The Strathalbyn Town Plan sets a vision for planning for the Strathalbyn township which will set conditions that can support economic growth. The Plan’s implementation is guided by the Strathalbyn Community Advisory Panel. A Development Plan Amendment is currently being prepared which will strengthen the planning mechanisms and free-up development opportunities in the existing town centre, while also exploring development opportunities for land to the north of the centre.

South Australian Wooden Boat Festival: The Goolwa Wharf Precinct Board, a subsidiary of Alexandrina Council, organises the biennial South Australian Wooden Boat Festival. The Festival attracts visitors and their spending from all over Australia and this benefits local businesses.

Major infrastructure provision: The development of the Fleurieu Regional Aquatic Centre is an example of how Alexandrina Council collaborated with the neighbouring Victor Harbor Council to deliver a significant project that will provide positive economic, social and community outcomes.

Community Infrastructure Project: Council has undertaken various community infrastructure projects in recent years including the following projects in Strathalbyn:

- Strathalbyn Community Library and Office

- Upgrade to the Strathalbyn swimming pool, Show Hall and Forrest Reserve Playspace

- Development of a new skate park

- Ongoing maintenance within Memorial Gardens including the Children’s bridge and retaining walls.



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Existing Economic Development Activities Undertaken by Alexandrina Council (cont.)

Collaboration with regional stakeholders for the benefit of the region: Alexandrina Council collaborates with and provides funding towards Fleurieu Peninsula Tourism; Murray River, Lakes and Coorong Tourism; and Regional Development Australia (Adelaide Hills, Fleurieu & Kangaroo Island). This funding assists in the marketing of the broader region as a tourism destination and investment location.

The Resilient Hills & Coasts Project provides a Climate Change Adaption Plan for the broader region. Alexandrina Council contributes to the project, which is managed by Regional Development Australia (Adelaide Hills, Fleurieu & Kangaroo Island).

Goolwa Wharf Redevelopment: The Goolwa Wharf Precinct Board aims to consolidate the Goolwa Wharf Precinct as a key tourism precinct for the region, including the development of premium accommodation which has been identified by Regional Development Australia and the SA Tourism Commission as the major hurdle to growth in the local tourism industry.

The $1.15m Goolwa Terrace and BF Laurie Land Revitalisation Project is another example of a major infrastructure project that will provide positive economic outcomes. This project will improve connection between the Goolwa town centre and the Goolwa Wharf Precinct.

Many other examples exist of how Alexandrina Council are currently supporting, facilitating and delivering economic development initiatives for local industries, businesses and the community.



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2 R EG I O N A L LO C AT I O N A L I N F LU E N C E S

Alexandrina is uniquely positioned in the picturesque Southern Fleurieu Peninsula at the end of the River Murray and at the gateway to the iconic Coorong National Park. It is within an easy drive from metropolitan Adelaide, with the northern parts of the Council area less than an hour’s drive from central Adelaide.

The Alexandrina Council area comprises a land area of 182,684 hectares. It extends from the north-western side of Lake Alexandrina to the Murray Mouth and the western end of the Coorong National Park, taking in Langhorne Creek and the river communities Milang, Clayton Bay, Goolwa and Hindmarsh Island. The Council area also extends along the south coast through Middleton to Port Elliot and inland to Mount Compass and Strathalbyn.

Many townships, villages and rural areas make up Alexandrina’s communities, with Strathalbyn and Goolwa being the two major town centres serving the region. Alexandrina is one of the fastest growing municipalities in regional South Australia, experiencing peri-urban development trends, while it is also noted for its high-quality agricultural production, in particular its vineyards, and beef and dairy farming. The area is also renowned for its important environment, heritage and lifestyle attributes.

The Alexandrina Council and community acknowledges the Ngarrindjeri People’s ongoing connection to the land and waters within its area under the “Kungun Ngarrindjeri Yunnan” Agreement. The River Murray, Coorong and Lower Lakes form the cultural, economic and social fabric of Alexandrina Council. They are inseparable from the way of life of the communities in Alexandrina.

The population also extends to the south alongside the stunning coastline, which also has popular holiday and visitor destinations. To the north, the population disperses throughout rolling hills and pastures, and includes a mix of rural living, large broad-acre farming and vineyards.

The Alexandrina region is situated between two major regional centres which are the focus for much Federal and State service delivery – Mount Barker to the north and Victor Harbor to the south. Further east is another regional centre at Murray Bridge. Consequently, Alexandrina residents commute as much intra-regionally, as they do to metropolitan Adelaide. Limited public transports means the majority of trips within and beyond Alexandrina Council are by private vehicle.

From an economic development perspective, the major locational influences are the following:

Connectivity between townships within Alexandrina Council and the major towns of Victor Harbor, Mount Barker and Murray Bridge.

Accessibility to metropolitan Adelaide.

A variety of landscapes including coastal, hills and hinterland areas provide diverse opportunities for residential living, tourism and business.

Areas of recognised natural environment and cultural heritage, in particular the River Murray, Coorong National Park and Lower Lakes.



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Figure 2.1: Alexandrina Council - Regional and Locational Influences

Produced by Essential Economics using MapInfo, StreetPro and BingMaps



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3 EC O N O M I C OV E RV I E W

Key points associated with the Alexandrina economy are summarised below.

Strong population growth: Alexandrina has experienced strong population growth over the past decade, increasing by +5,120 residents from approximately 20,020 residents in 2004 to 25,140 residents in 2014 (ABS, Regional Population Growth, Cat. No. 3218.0).

Population forecasts prepared by id Consulting show Alexandrina’s population is forecast to increase to approximately 34,000 residents by 2035, with Goolwa and Strathalbyn continuing to be the foci for population growth, and with modest growth forecast in the hills and hinterland areas.

Growing and productive economy: The Gross Regional Product (GRP) of Alexandrina increased +2.3% per annum between 2006 and 2014, according to data prepared by National Institute of Economic and Industry Research (NIEIR). Importantly, Alexandrina performs well in regard to ‘worker productivity’ (or GRP/workers), with GRP per worker of approximately $117,500; this is +6% above the State average for 2013/14.

Limited local job growth: While growth in the population and labour force has occurred in recent years, only limited growth has occurred in the provision of local jobs. For instance, between 2006 and 2014 the number of local jobs increased by only +0.4% per annum, compared to an increase of +1.8% per annum in the number of employed residents (source: NIEIR). This situation means many residents are required to travel elsewhere for employment. It is beneficial to the local economy to continue to provide local employment opportunities.

Low unemployment: The unemployment rate in Alexandrina (6.6% at June 2015) has been consistently below that of South Australia (6.9%).

An educated and ageing population: In Alexandrina, 37% of residents aged 15 years or over have completed Year 12 compared with 31% for regional South Australia. And 24% of Alexandrina residents are aged 65 years or over compared with 18% for regional South Australia. (Source: ABS, Census of Population and Housing, 2011).

Alexandrina has an older and an ageing population which will have implications for economic development and service provision in the future. In addition, Alexandrina has a highly educated community, with skills in working in the service sectors.

Key industries: The major employing industries in Alexandrina are the following:

Agriculture, Forestry and Fishing: 840 jobs, 14% of all jobs

Health Care and Social Assistance: 730 jobs, 12% of all jobs

Manufacturing: 680 jobs, 11% of all jobs

Retail Trade: 680 jobs, 11% of all jobs

Accommodation and Food Services: 570 jobs, 9% of all jobs

Construction: 460 jobs, 8% of all jobs

Education and Training: 450 jobs, 7% of all jobs.



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A SWOT analysis of Alexandrina’s economy has been undertaken and was informed by the findings from the consultation with key stakeholders. The key Strengths, Weaknesses, Opportunities and Threats are summarised below.

Strengths: • Renowned as a ‘lifestyle’ and holiday

destination • Strong population growth • Local communities • Unique natural environment including coastal

areas, wetlands, Murray River, The Coorong, hills areas, hinterland

• Diverse economy that is not reliant on a single industry

• Strong sense of history • Quality agricultural produce • A network of towns that have their own

‘characters’ and roles in terms of accommodating population and businesses

• Accessible to major regional centres and Adelaide (strength and weakness)

• Highly skilled and educated community • Regional partnerships already established

Weaknesses:

• Low labour force participation rate

• Limited commercial accommodation

• Accessible to major regional centres and Adelaide (strength and weakness)

• Provision of basic services, with residents required to travel to other centres for higher order services

• Young people leaving the region for tertiary education and employment

Opportunities: • Demand for aged care, retirement living and

health services • Demand for local services driven by population

growth (e.g. retail, health, community, entertainment, etc)

• Quality tourism accommodation • Improved tourism offering including Langhorne

Creek wine region, the natural features of the region (Murray River, the Coorong, wetlands, etc) and cultural tourism

• Improved economic outcomes for Indigenous communities

• Partnerships with overseas investors/customers

• National Broadband Network • Economic opportunities associated with the

Goolwa Airport and Strathalbyn Airfield • Increased innovation

Threats:

• Limited forecast growth in ‘working age’ population

• Loss of economic activity to other regional centres and Adelaide

• Low water levels in the Coorong, Lower Lakes and Murray Mouth

• Climate change (also a potential opportunity as Alexandrina is likely to be less detrimentally affected than other regions)



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4 K E Y I N F LU E N C E S F O R E C O N O M I C D E V E LO P M E N T

Thirteen ‘key influences’ of economic development in Alexandrina have been identified through research, analysis and consultation with key stakeholders. Many of these ‘key influences’ are specific to Alexandrina and have been taken into consideration in identifying the actions for each of the Economic Development Action Areas (refer Chapter 6).

The ‘action areas’ have been identified as the areas upon which Council should focus resources with regard to economic development, while each of the ‘key influences’ impact on numerous ‘action areas’ in varying ways. A number of the key influences have been identified as strengths upon which economic development opportunities could be leveraged, while others may be issues that have been considered when formulating the actions presented in Chapter 6. The relationship between the ‘key influences’ and ‘action areas’ is shown in the diagram below.



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An overview of the relevance of each of the ‘key influences’ to economic development in Alexandrina is provided below:

1 Exceptional Natural Environment: A strong connection was observed between the community and the ‘exceptional’ natural environment within and surrounding Alexandrina, including the Coorong, the Murray Mouth, the coast, the lakes, the hills and hinterland areas.

The variety of natural environments is part of what makes Alexandrina an attractive place to live, visit and spend some time. This provides economic opportunities for businesses (e.g. tourism and local service industries); however, opportunities to improve the leverage of the region’s natural assets exist. Protecting this ‘exceptional’ natural environment will be paramount to the future identity of the region and achieving its economic opportunities.

The exceptional natural environment is illustrated by a current bid for the Mount Lofty Ranges to be recognised on the UNESCO World Heritage list.

2 Local Heritage and Stories: Alexandrina has a strong sense of history, with the community and Council sharing a desire to ‘tell the stories’. The history of each town forms a strong sense of the town’s identity, and also generates economic development opportunities, particularly through tourism. Strathalbyn is one example where the heritage of the town performs a significant role in the attraction of visitors.

It will be important to continue to preserve the links between the past and the present, as these links contribute to the unique offer provided by towns and the municipality in general.

3 Regional Accessibility: Access to services within the surrounding region is considered important from a business and ‘lifestyle’ perspective. However, a high level of accessibility to facilities and services provided in neighbouring municipalities can also be seen as a potential risk to businesses in Alexandrina.

It will be important to consider the level and type of facilities and services that could potentially be provided in Alexandrina based on existing and future market opportunities, while also understanding that some higher-order facilities and services may be provided in larger centres further afield.

4 Ageing Population: Alexandrina has an older population that is forecast to continue to age. This trend will have implications in regard to future service provision, providing appropriate housing, changes to the structure of the local labour force, and so on.

Furthermore, it is understood that the older population in Alexandrina has significant skills, along with a high propensity for volunteerism. Opportunities to further connect the skills of the older population to local businesses may be developed.

5 Local Communities: Well-connected and caring communities were identified as a contributing factor to the positive ‘lifestyle’ associated with living in Alexandrina. The communities visited as part of the preparation of the EDS expressed a strong desire to contribute to the overall economic prosperity of the region.



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6 Local Business and Community Groups: The many local business and community groups also contribute to local economic development. For instance, local business groups undertake a variety of activities that contribute to the marketing of the region, the training of business staff and management, and improving business-to-business relationships within the region. Many of these business and community groups also organise events that attract many visitors and economic activity to the region (e.g. Cittalsow Goolwa will be hosting the Cittaslow International Assembly in 2017).

Local business and community groups represented at the public consultation workshops that occurred during the consultation phases of the EDS included the following:

- Cittaslow Goolwa

- Southern Alexandrina Business Association (SABA)

- Strathalbyn District Commerce Association

- Langhorne Creek Grape & Wine Inc.

7 Regional Collaboration: Alexandrina’s economy will benefit from the continuing economic development of the wider region. It will therefore be important that Council continues to foster partnerships with regional bodies to ensure Alexandrina contributes to and maximises the benefits of economic development initiatives undertaken at the regional level.

Alexandrina Council is well-positioned to take advantage of a host of collaborations and partnerships, including state and federal government departments and agencies, Public Private Partnerships, neighbouring Councils, industry/state governing bodies, local chambers/progress and commerce associations, developers, local businesses, training providers, and not-for-profit organisations.

8 Improved Productivity and Innovation: While the size of Alexandrina’s economy will continue to expand on the basis of population growth, it will be important that population growth is not the sole driver of economic growth. Significant advances in the overall economic prosperity of residents, measured in economic terms as GRP per capita, will be driven by improvements to productivity and innovation.

Improvements in productivity and fostering innovation have long been a focus of national interests and are particularly relevant at the Local Government level.

9 Skills Retention: Many regional areas throughout Australia are impacted by the loss of younger people who seek tertiary education and employment opportunities in the larger cities. Alexandrina should retain, where possible, a share of the younger population (who may otherwise leave the region) by improving local and regional access to tertiary education opportunities, and providing a wider range of employment opportunities.

10 Technology: The National Broadband Network (NBN) is available for businesses and residents in Strathalbyn and is due to be available for other areas in the near future. Adapting to the NBN and other technological advancements has the potential to significantly improve business productivity and expand markets.

11 Arts and Culture: Alexandrina is well-known for its arts and culture and contains many art galleries, local produce, history and cultural experiences. The ‘Just Add Water’



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program highlights an extensive range of activities that contribute to the Alexandrina’s local tourism offering.

12 Sustainability and Resilience: Building sustainable and resilient communities will protect the local economy from ‘shocks’ that may arise. The region was impacted significantly by record low water levels in the Lower Lakes in 2008, which directly had a negative impact on the fishing, boating and tourism industries, and indirectly impacted the broader Alexandrina economy and communities. Promoting sustainable and resilient industries and communities that can cope with unforeseen ‘shocks’ and changing market characteristics will be a key influence for local economic development in the future.

13 Council Resources: The Alexandrina EDS provides a significant range of actions to be undertaken by Council. It will be important to ensure the EDS can be implemented by assigning resources and accountability for the implementation of the EDS. The Action and Implementation Plans (refer Chapters 6 and 7) have been developed with an understanding of existing resources to Council.



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5 A L E X A N D R I N A C O U N C I L EC O N O M I C D E V E LO P M E N T – V I S I O N A N D STAT E M E N T O F I N T E N T

5.1 Vision for the Alexandrina Economy

A Vision Statement has been prepared in order to guide the ongoing development of the Alexandrina economy and to provide the basis for the objectives and actions.

The Vision for economic development in Alexandrina is as follows:

Growth in Alexandrina’s economy will deliver an improved standard of living to its communities and will be driven by continuing enhancements in

productivity and innovation.

The opportunities provided by the unique characteristics of Alexandrina’s towns, the environment, our history, our quality produce, and the skills and

experience of our labour force, will attract businesses and investment to Alexandrina. Alexandrina will retain its distinctive identity, will be well-

connected to the surrounding region and will be the location of choice for new businesses and investment.

5.2 Alexandrina Council ’s Statement of Intent: “We are open for business”

Alexandrina Council is ‘open for business’ and will be the location of choice for new businesses and investment in the region. Creating, fostering and supporting existing businesses to grow as well as attracting new business to the region will be key focus for Council over the period 2016-2022.

The following Statement of Intent establishes the general principles that will guide Alexandrina Council’s activities in supporting and developing the local economy:

1 Alexandrina Council is committed to facilitating economic development and developing a local economy that is diverse, innovative and adapts quickly and effectively to change.

2 Alexandrina Council will promote, facilitate, co-ordinate and be pro-active in the development of economic opportunities for Alexandrina.

3 Alexandrina Council will provide infrastructure and planning that contributes to the creation and maintenance of a supportive local business environment and will ensure the needs of the business community are considered when designing and delivering local infrastructure.



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4 Alexandrina Council will actively promote Alexandrina as a location for business investment and tourism.

5 Alexandrina Council will work in partnership with other stakeholders at a local, regional, state and national level where there are clear benefits to be gained for the Alexandrina community.

6 Alexandrina Council will ensure that economic development is equally balanced with community wellbeing and environmental sustainability.



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6 A C T I O N A R EA S : O B J EC T I V E S A N D A C T I O N S

The following ‘Action Areas’ have been identified for the purpose of providing guidance to Council on the areas where Council should focus their economic development efforts:

Investment and Business Attraction

Infrastructure

Retaining and Training Our Workforce

Tourism – Create Memorable Experiences

Primary Production and Value Adding

The Local Wine Industry

Alexandrina’s Town Centres

The Role of Place Management in Local Economic Development

Maintaining and Improving the Alexandrina 'Lifestyle'.

For each of the Action Areas the following are provided:

an objective,

a rationale as to why each Action Area is important for economic development, and

an Action Plan for Council to implement.

These Action Plans are designed to assist Council in fulfilling the Vision identified in the previous Chapter. Each Action Plan includes the following:

An action to pursue and implement.

Potential partnerships that may be required in order to implement the action.

Resources external to Council that may be required to implement the action. Where actions require resources external to Council an ‘indicative’ cost is provided.

Timeframe during which the action should be undertaken. The following timeframes are used for the purpose of the Action Plans presented in the Strategy:

- Immediate, high priority actions or those considered to be ‘easy wins’ for Council that will contribute to the EDS gaining ‘momentum’ within the organisation.

- 1-2 years, actions that should be planned to be completed/initiated prior to the first ‘mini-review’ (refer Chapter 7: Implementation Plan)

- 3-6 years, actions that should be planned to be completed/initiated during the second and third phases of the EDS (refer Chapter 7: Implementation Plan)



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- Ongoing: actions that are already being undertaken by Council and that should continue on an ongoing basis, and those that should be initiated within the EDS timeframe and continued on an ongoing basis.

An Implementation Plan is provided in Chapter 7, with the recommendation that the Strategy be implemented in three 2-year phases, with a ‘mini-review’ conducted at the end of each Phase.



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6.1 Investment and Business Attraction

Objective

To be the location of choice for new businesses and investment in the region

Rationale

Attracting new businesses and investment to Alexandrina will generate significant economic benefits to the region.

Council can perform a number of roles in terms of driving business and investment attraction to the region, including the following:

1 Promoting Alexandrina as a location for new business investment

2 Facilitating the expansion of existing businesses through the provision of appropriate and useful information, and actively engaging with local businesses

3 Encouraging business investment through the provision of grants (e.g. Rural Initiatives Grant)

4 Ensuring a sufficient supply of appropriately zoned and serviced land is available to accommodate new and expanding businesses

5 Providing infrastructure upon which commercial uses and business development can be leveraged.

Figure 6.1 summarises the recent trends in the value of non-residential building approvals in Alexandrina and is a useful measure of the extent of new investment in the municipality.

Figure 6.1: Value of Non-Residential Building Approvals in Alexandrina Council, 2001-02 to 2014-15

Source: Australian Bureau of Statistics, Building Approvals, Australia, Cat No. 8731.0

$3.7m

$8.8m

$1.8m $4.8m

$21.3m

$3.3m

$15.2m $18.4m

$12.7m

$7.1m

$3.5m

$18.2m

$30.6m

$19.2m

$0.0m

$5.0m

$10.0m

$15.0m

$20.0m

$25.0m

$30.0m

$35.0m



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Action Plan: Investment and Business Attraction

No: Action Council’s Partnerships

External Resources

Timeframe

1 Update current Alexandrina Council website to include information for new, expanding and potential businesses; this may include the following information:

Reasons why businesses should come to Alexandrina

Up-to-date economic data and statistics, including link to population forecasts

General information on starting a businesses (e.g. Business Entry Point – www.business.gov.au or SA State Government http://www.sa.gov.au/topics/business-industry-and-trade)

Specific information about starting or expanding businesses in heritage areas in Alexandrina

Commercial land available for sale/development (e.g. www.realcommercial.com.au).

NA NA Immediate

2 Establish an Economic Development Reference Group comprising Council representatives, business associations and business leaders within the community. The reference group should meet regularly to discuss issues relevant to local businesses and economic development.

NA NA Initiate:

Immediate (ongoing)

3 Establish and maintain a database of local businesses. NA NA

Initiate: Immediate (ongoing)

4 Prepare a property and investment prospectus for Alexandrina, and ensure this is widely available to the commercial property and business sectors.

NA NA 1-2 years

5 Consider undertaking a Marketing and Branding Strategy for Alexandrina Council. External resources

$20-25k 1-2 years

http://www.business.gov.au/



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External Resources

Timeframe

6 Provide a series of ‘Business Forums’ that encourage engagement between the local business sector and Council. The forums would provide an opportunity to inform the business sector of Council’s activities, potentially have a guest speaker on a topical issue and networking.

Local businesses

Catering; function space

Potentially cost-neutral

Initiate: 1-2 years

(ongoing)

7 Provide Council staff with training in preparing and writing grants and funding submissions.

Training organisations;

State Government

Unknown Initiate: 1-2

years (ongoing)

8 Meet with the Ngarrindjeri Regional Authority on a regular basis to explore economic development opportunities.

Ngarrindjeri Regional Authority

NA Initiate: 1-2

years (ongoing)

9 Continue to seek media coverage and ensure follow-up promotions. Media NA Ongoing

10 Provision and regular distribution of economic development material to residents, business, investors, industry, regional bodies, and relevant State and Federal Government departments.

NA NA Ongoing

11 Continually improve Council’s internal processes in dealing with business enquiries. NA NA Ongoing

12 Support business initiatives that contribute to sustainable and resilient communities Local businesses NA Ongoing

13 Review industrial and commercial land supply, and maintain a register of sites available for development. The review should consider whether sites are serviced and take into account future demand for land.

External resources

$25-35k 3-6 years

Source: ‘NA’: Not Applicable



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6.2 Infrastructure

Objective

To ensure sufficient quality infrastructure is provided that supports business efficiency and contributes to the quality of

life of residents

Rationale

There is an expectation on Local, State and Federal Governments to provide infrastructure of a sufficient quality that fosters business growth and productivity. This includes roads, appropriate signage, public transport, walking/cycle trails, recreation and open space, essential services, etc. The provision of infrastructure also supports the quality of life of residents in the local community.

While Alexandrina Council can directly influence infrastructure that falls within their jurisdiction, Council can also advocate to State and Federal Government for improved infrastructure that falls beyond Council’s jurisdiction.

Throughout the preparation of this Strategy a number of opportunities for improved infrastructure were identified, including:

Continued improvement to roads, particularly roads that cater for heavy vehicles. Agriculture is a significant industry in Alexandrina and there is a need to ensure businesses can continue to transport their goods safely and efficiently.

Improved public transport to improve connections between towns in Alexandrina and with regional centres located beyond the municipality.

Improved road signage, particularly to the key tourism assets in Alexandrina.

Continue to improve the trails that link key tourism areas.

Continued improvements to river and sea infrastructure that supports aquaculture and tourism activities.



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Action Plan: Infrastructure


External Resources

Timeframe

14 Advocate to the State and Federal Government for improved public and community transport

State and Federal

Government; RDA

NA Ongoing

15 Advocate to the State and Federal Government for improved road infrastructure throughout the municipality

State and Federal

Government; RDA

NA Ongoing

16 Advocate to the State and Federal Government for improved road signage to tourism areas in Alexandrina

State and Federal

Government; RDA

NA Ongoing

17 Advocate to the State and Federal Government for improved river and sea infrastructure to support aquaculture and tourism activities

State and Federal

Government; RDA

NA Ongoing

18 Implement the Fleurieu Transport and Trails Network as identified in the Alexandrina Council Community Strategic Plan 2014-2023 (p.26), including:

Continue to engage with Southern Hills LGA transport advocacy and initiatives, such as the 2020 Transport Plan

Arterial road upgrades (Priority: Goolwa to Strathalbyn Road; Woodchester and surrounds)

Centralised coordination for volunteer, sole trader ‘movers’ and community buses (ie. My ‘School’ Bus town-to- town)

State Government;

RDA; neighbouring

Councils

NA Ongoing



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External Resources

Timeframe

Public transport feeds to Mount Compass and Strathalbyn Transit Oriented Developments

Off-road and green corridor recreation trails (land and water)




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6.3 Retaining and Training Our Workforce and Businesses

Objective

To support local businesses so that they have the skills required to operate viably and are well-informed of relevant business

trends and opportunities

Rationale

In Alexandrina, 99% of registered businesses in the region are small to medium-sized businesses employing less than 20 people, according to ABS data (ABS, Counts of Australian Businesses, 2014).

The environment within which these businesses operate is continually changing and it is often difficult for businesses to stay abreast of these changes as well as undertake the daily tasks associated with running their business.

Important considerations for local business development include such topics as how to establish an online marketing presence; how to prepare grants and funding submissions; implications of NBN and new technologies for businesses; and how to take advantage of export opportunities that may arise from the establishment of Free Trade Agreements. In addition, businesses also need to have an understanding of topics associated with setting up and running a business (e.g. tax, payroll, employing staff, etc).

A gap currently exists in the provision of business training services in the region. While RDA previously provided such services, this is no longer a focus for the organisation. Consequently, limited local business training opportunities exist.

Therefore, an opportunity exists for Council and/or local business associations to facilitate the provision of local business training. Depending on the level of training provided, the provision of these business training services can be ‘cost-neutral’, with businesses paying for the service.

In addition to business training, many young people leave Alexandrina in search of tertiary education, apprenticeships and work, typically in larger towns and cities. Potential exists to retain this younger workforce by assisting industry in matching the needs of local industry with local people seeking local work opportunities.



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Action Plan: Retaining and Training Our Workforce


External Resources

Timeframe

19 Review existing business training events offered by local commerce associations (e.g. SABA, Strathalbyn District Commerce Association, Langhorne Creek Grape & Wine Inc, Cittaslow, wetc).

Local business associations

NA 1-2 years

20 Provide a series of business training and networking events (2-4 times a year) that meet the needs of local businesses and that support existing events provided by business associations. Examples of ‘topics’ may include establishing an online marketing presence, how to prepare grants and funding submissions, implications of NBN and new technologies for your business, etc. These topics may be provided in conjunction with the Business Breakfast Forums (refer Action No.6)

RDA; SATIC Potentially cost

neutral

Initiate: 1-2 years

(ongoing)

21 Continue to provide space and services for locally-based tertiary students to undertake exams ‘remotely’ from the tertiary institutions.

Tertiary education providers

NA Ongoing

22 Continue to provide work experience opportunities at Council Local Secondary Schools

NA Ongoing

23 Establish an audit of skills requirements of industry sectors in Alexandrina, based on existing data (e.g. ABS Census) and directly from businesses (telephone, one-on-one interviews and surveys)

Local industry NA 3-6 years

24 Advocate to tertiary education providers the opportunities for Langhorne Creek wine region as a location for tertiary viticulture and agriculture courses. (Subject to the provision of suitable training facilities)

Langhorne Creek Grape & Wine Inc; Tertiary education providers

NA 3-6 years




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6.4 Tourism – Create Memorable Experiences

Objective

To expand and improve the local tourism offer and create memorable experiences for visitors

Rationale

Tourism is an integral part of the local economy and this can be seen over the summer months when the ‘temporary’ population increases significantly.

In 2013 Alexandrina attracted 895,000 visitors, with many of these coming as day trip visitors (75%, or 668,000 visitors) to the region, according to the latest Tourism Research Australia (TRA) data at Local Government Area level . This visitation is accounted for in part by Alexandrina’s relatively close proximity to Adelaide. Domestic overnight visitors accounted for 223,000 visitors (and 719,000 visitor nights), while international visitors accounted for only approximately 4,000 visitors. In total, expenditure by visitors to Alexandrina was approximately $110m in 2013, according to TRA estimates.

Table 6.2: Tourism in Alexandrina, 2013

Category International Domestic Overnights Domestic Day Total

No. Visitors 3,900 223,100 668,000 895,000

No. Visitor Nights 38,200 719,000 - 757,200

Visitor Expenditure $1.6m $71.6m $36.5m $109.7m

Source: Tourism Research Australia, Tourism in Local Government Areas, 2013

It is likely that growth in visitation to Alexandrina (and in South Australia, generally) has continued to occur to the present time, given continuing population growth over recent years and a continuing increase in tourism activities.

While tourism contribution to the local Alexandrina economy has not been estimated, TRA estimated that tourism directly contributed to 5% of the Gross Regional Product in the Fleurieu Peninsula in 2013/14, and a further 11% indirectly through the flow-on effects throughout the economy generated by tourism activities. Tourism is therefore a major contributor to local economic activity.

A limited supply of high-quality accommodation has been identified as a constraint to the tourism sector in Alexandrina, and this is evidenced by a high proportion of overnight visitors staying with friends & relatives, in caravan parks and at holiday homes. The limited supply of quality accommodation limits the ability of Alexandrina to attract high-yielding visitors and groups who would otherwise generate further economic benefits associated with their direct expenditure.

Tourism is undoubtedly a key sector for the Alexandrina economy, and therefore improving the tourism offer for the benefit of all businesses in the region should be a focus for Council. Alexandrina has significant potential as a tourism destination that can provide a wide range of



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experiences to visitors, with attractions ranging from the coast, winery regions, historic towns, lakes, the Murray Mouth, the Coorong National Park, and so on. The natural environment within which Alexandrina is situated provides an opportunity for the region to be a focus for ‘nature-based’ tourism.

Alexandrina is also well-known for its arts, culture and heritage, and contains many art galleries, local produce, history and cultural experiences. The ‘Just Add Water’ program highlights an extensive range of activities that contribute to Alexandrina’s local tourism offering.



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Action Plan: Tourism – Create Memorable Experiences


External Resources

Timeframe

25 Prepare a specific tourism investment prospectus, identifying key tourism trends and potential development sites for quality visitor accommodation, events and attractions

NA $10-20k 1-2 years

26 Consider the preparation of an Economic Impact Assessment of the 2017 South Australian Wooden Boat Festival that can assist in gaining private and public funding for the festival

External resources $10-20k 1-2 years

27 Prepare an Alexandrina Tourism Strategy that identifies gaps in the tourism product offering and highlights specific opportunities for tourism operators. Key tourism segments that Alexandrina should target based on the region’s strengths should also be identified in the Strategy (e.g. nature-based tourism, day visitors, food and wine tourism, etc). The Tourism Strategy will assist in identifying Alexandrina’s tourism role in the context of the Fleurieu Peninsula and Murray River, Lakes and Coorong Destination Action Plans.

Fleurieu Peninsula Tourism; Murray River, Lakes and

Coorong Tourism; External resources

(potential)

$20-40k (potential)

1-2 years

28 Encourage proposals, where appropriate, that will assist in filling the gap in quality tourism accommodation facilities (e.g. Strathalbyn, Goolwa Wharf Precinct, Hindmarsh Island accommodation/conference facilities)

Land owners and developers

NA Ongoing

29 Continue to liaise frequently with Fleurieu Peninsula Tourism in developing the Fleurieu brand and product offering

Fleurieu Peninsula Tourism

NA Ongoing

30 Continue to liaise frequently with Murray River, Lakes and Coorong Tourism in developing the tourism brand and product offering

Murray River, Lakes and Coorong Tourism

NA Ongoing

31 Continue to support Visitor Information Centres located in Alexandrina. NA NA Ongoing

32 Continue to support existing tourism and other events that attract visitors to Alexandrina.

Local business organisations and community groups

NA Ongoing




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6.5 Primary Production and Value-Adding

Note, the Primary Production and Value-Adding Action Areas excludes the Local Wine Industry. The Action Plan for the Local Wine Industry is described in the subsequent Section.

Objective

Alexandrina will be renowned and acknowledged for its high-quality primary produce

Rationale

The ‘sheep, beef cattle and grain farming’ is the largest employing industry sub-sector in Alexandrina, employing approximately 290 persons according to ABS Census data for 2011. The contribution agriculture and primary production makes to the local economy has long been acknowledged by Alexandrina Council, as indicated by the following extract from the Alexandrina Rural Areas Strategy and Action Plan prepared in 2008:

“Together with the whole community we will nurture a culture that understands and celebrates what it means to have farming as an integral part of the identity, economy and heritage of the Alexandrina Council.”

The local agricultural industry needs to be supported. In this regard, Council’s Environmental Action Plan 2014-2018 provides support to the industry in regard to the Plan’s response to climate change impacts.

Support for the business practices of primary producers is important and Council can perform a role in facilitating innovative ideas that improve productivity and contribute to a more resilient business.

In addition, Council can also continue to support businesses that show a desire to value-add to their primary produce. Value-adding to primary produce is one way to create local jobs and retain wealth within the region. Council already provides grants to agricultural-based businesses through the Rural Initiatives Grant; this should be continued in the future where it can be illustrated that the grant will promote value-adding, a more resilient industry, and positive economic outcomes for the region.

‘Premium food and wine produced in our clean environment and exported to the world’ is identified as one of the South Australian Government’s ‘Top Ten Economic Priorities’ (SA Government, South Australia - The Place Where People and Business Thrive, 2014). Opportunities exist for collaboration with regional bodies (e.g. RDA) where identified throughout the preparation of the Strategy. In particular, the ‘Fleurieu’ is a well-known ‘brand’ that can potentially apply to the produce in the region and not just tourism. This concept is worth further exploration.



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Action Plan: Primary Production and Value Adding


External Resources

Timeframe

33 Initiate a review process for Rural Initiative Grant recipients which monitors change in the businesses since receiving the grant. This should include changes to employment and turnover.

Local businesses NA Initiate: 1-2 years

(ongoing)

34 Initiate an annual seminar with agricultural businesses to present and discuss opportunities for the industry. This should involve a guest speaker and relevant topical themes. The first year’s theme should relate to how Fleurieu agricultural businesses may leverage opportunities from Australia’s Free Trade Agreements. Opportunities for innovation and R&D should be the focus for future seminars. These may be provided in conjunction with the Business Breakfast Forums (refer Action No.6)

Local industry; Business

associations; RDA; ASART

Unknown Initiate: 1-2 years

(ongoing)

35 Initiate a meeting with Fleurieu region Councils and Regional Development Australia Adelaide Hills, Fleurieu and Kangaroo Island (RDA) to discuss the concept of ‘regional’ branding of local produce.

RDA; Neighbouring

Councils

NA 1-2 years

36 Continue to support the Mount Lofty Ranges World Heritage Bid Project World Heritage Bid Partnership

Group

NA Ongoing

37 Continue to consider ‘value-adding’ to local agricultural produce as a key criterion for assessing Rural Initiative Grants

NA NA Ongoing

38 Continue to promote business ‘success stories’ on Council website and newsletter. Media NA Ongoing

39 Support, where appropriate, private sector initiatives that lead to a more resilient agricultural sector. These may involve development of infrastructure operating on alternative fuels (e.g. bio fuel, solar, wind, etc).

Local industry NA Ongoing




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6.6 The Local Wine Industry

Objective

To improve the global awareness of the local wine industry to a level where it is comparable with the competing wine regions

Rationale

Langhorne Creek and Currency Creek are the two main wine regions in Alexandrina. Combined, they produced more than 51,000 tonnes of wine grapes for winemaking or distilling. This compares with other renowned wine regions in South Australia, including McLaren Vale (35,600 tonnes), Barossa Valley (46,200 tonnes) and the Clare Valley (22,600 tonnes), according to data published in ABS, Vineyard Estimates, 2014-15.

‘Grape growing’ in Alexandrina supported approximately 230 jobs in 2011; however, this had declined from 310 jobs in 2006 according to ABS Census data. It would be useful to assess if this downward trend in jobs has continued to the present time.

The wine industry is an integral part of the Alexandrina economy, as this industry supports many other local industries, including Wine and Alcoholic beverage production, which employed 150 persons in 2011 (ABS Census, 2011). The quality of local vineyards and wineries also contribute significantly to the overall tourism product of the region which, in turn, supports the many businesses involved in the tourism and hospitality sectors.

However, a number of issues were identified during the preparation of the Strategy that are adversely impacting businesses in the Local Wine Industry, including an ageing workforce and the need for succession planning; the changing structure of the industry, in particular the consolidation of buyers and the impacts this is having on the viability of grape growers and wineries; difficulty attracting State and Federal grants for improvements in infrastructure compared to other wine regions; and industrial relation issues impacting the cost of operating cellar doors, including WH&S documentation and penalty rates.

One of the main issues affecting the viability of the local wine industry is the lower value of grapes compared to other regions, despite producing comparative quality grapes. This is illustrated in Figure 6.2.

Council has been active in supporting the Langhorne Creek wine region through the provision of funding for the Community and Visitor Hub; however, continued support for the local wine industry is warranted, having regard for the potential flow-on benefits it can provide to other sectors in the economy. Council should continue to support, where appropriate, projects that foster innovation, new technologies and resilience within the local wine industry.



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Figure 6.2: Estimated Average Value of Purchased Grapes, 2015

Source: Wine Australia, 2015 South Australian Winegrape Crush Survey, 2015

$283

$557

$776 $830

$1,099

$1,298 $1,391

$1,532 $1,711

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$ p

er

ton

ne



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Action Plan: The Local Wine Industry

No: Action Council’s

Partnerships External

Resources Timeframe

40 Advocate to State Government to ensure signage to the Langhorne Creek and Currency Creek Wine Regions is appropriate

Wineries in Langhorne Creek

and Currency Creek Wine

Regions; State Government

NA 1-2 years

41 Initiate an annual meeting with representatives from Langhorne Creek and Currency Creek wine regions to better understand the issues affecting the industry and how Council can better assist the industry

Local industry NA Initiate: 1-2

years (ongoing)

42 Continue to lobby State and Federal Government agencies for funding of projects that will enhance the local wine industry. The preparation of a masterplan for the ‘Red Trail’ in Langhorne Creek is an example of a project that requires government funding and would contribute to the opportunities for the local wine industry

State and Federal

Government; Local Industry

NA Ongoing

43 Provide support to projects and ideas that encourage innovation, diversification and resilience among the local wine-production community

NA NA Ongoing




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6.7 Alexandrina’s Town Centres

Objective

To support Alexandrina’s town centres as locations for employment and drivers of economic activity

Rationale

Town centres are the location for a large share of employment and associated economic activity. While employment data is not available at the town centre level, almost 50% of jobs in Alexandria are likely to be located in town centres, according to analysis of ABS data relating to the types of industries which typically locate in a town centre setting.

Each town and village in Alexandrina possesses its own characteristics, history and communities. This network of town centres provides choice in the lifestyle, housing and employment for existing and prospective residents; these town centres also provide differing visitor experiences.

The unique nature of Alexandrina town centres was identified as a key strength to the local economy. Therefore, it will be important to protect the ‘uniqueness’ and viability of town centres, while also encouraging local economic development opportunities in these centres.

The role of place management in the fostering economic development is discussed in the subsequent Section and is also relevant to Alexandrina’s town centres.

Table 6.1: Employment by Industry in Alexandrina Council, 2011

Industry Alexandrina Council

No. Jobs % Share

Industries Typically Located in Activity Centres

Retail trade 680 11

Accommodation and food services 570 9

Financial and insurance services 50 1

Rental, hiring and real estate services 100 2

Professional, scientific and technical services 230 4

Administrative and support services 130 2

Public administration and safety 220 4

Health care and social assistance 730 12

Arts and recreation services 110 2

Sub-total 2,820 46

Other Industries 3,330 54

Total 6,150 100

Source: ABS, Census of Population and Housing, 2011



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Action Plan: Alexandrina’s Town Centres


External Resources

Timeframe

44 Continue to invest in streetscape amenity in town centres and other initiatives that support strong performing town centres

Relevant Towns Unknown Ongoing

45 Prepare a Centres Strategy that recognises the role of each centre in the wider hierarchy; provides recommendations on future commercial development opportunities; and shows how they can be accommodated in town centres (including the identification of development sites and future expansion areas); and builds on existing work undertaken in relation to town centres in Alexandrina. The Centres Strategy will be used as a basis for decision-making when considering development proposals and town plan updates.

External resources

$40-80k 3-6 years




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6.8 The Role of Place Management in Local Economic Development

Objective

To implement a place management process which builds upon existing place management activities undertaken by local business and community groups, delivers sustainable and resilient town centres and communities in Alexandrina, and which promotes:

community involvement

social inclusion

local economies

enhanced environments.

Rationale

Place management is implemented in numerous ways. All ‘best-practice’ examples of managed places involving successful partnerships underpinned by a sense of real collaboration with Council. This is especially the case where local businesses and the residential community see themselves with an inclusive role and a shared responsibility for the delivery of outcomes.

The State Government’s 30-Year Plan for Greater Adelaide sets new benchmarks in urban planning and outlines an exciting vision for growth and change. The place management process presents the opportunity to achieve the goals set in the 30-Year Plan. Place management offers a robust strategy with measurable goals that align with the vision and directions of the Greater Adelaide Plan, and also recognises the desires and aspirations of local communities, combined with the important role Councils play in realising these aspirations.

The recently-published Local Government Authority (LGA) South Australia report ‘Towards the Council of the Future’ presents a compelling argument for Councils to adopt ‘future’ models of governance which ‘empower’ communities, further reinforcing the potential role place management can play in creating resilient main streets and town centres.

Importantly, potential exists for place management to contribute to positive economic outcomes including generating employment opportunities, increased business viability and an overall improvement to the offer of town centres which, in turn, contributes to liveability. One example of place management contributing to positive economic outcomes is the ‘Totally Locally’ movement in the United Kingdom. An overview of the ‘Totally Locally’ in regard to Economic Development is provided on page 40.



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The first stage of any future place management process in Alexandrina will be to raise awareness of place management as a shared tool for Council and communities to generate local economic activity.

Understanding the capacity and existing activities undertaken by local communities/groups (e.g. Cittaslow Goolwa) will also be important in formulating a place management process that is both successful and sustainable. Local business and community groups in Alexandrina already contribute in various ways to ‘place management’ within their own communities and any future place management activities will need to complement and contribute to these existing efforts.



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4 1

Action Plan: Role of Place Management in Local Economic Development


External Resources

Timeframe

46 Commence a place management scoping, awareness-raising and capacity-building exercise within Council

External resources; Local

Government Association;

State Government

representatives; RDA

$20-30k 1-2 years

47 Develop a place management strategy (subject to acceptance of place management as a tool for local economic development, refer Action 41). This may involve undertaking a pilot study for one or more towns and would involve the following stages:

External resources;

community; businesses,

business and community

groups

Stage 1: Facilitate the community to develop a place management vision and objectives

$10-15k per town

3-6 years

Stage 2: Develop detailed place management strategy and actions for the each town

Unknown 3-6 years




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6.9 Maintaining and Improving the Alexandrina 'Lifestyle'

Objective

To protect and enhance the ‘lifestyle’ associated with living in Alexandrina

Rationale

The positive ‘lifestyle’ is identified as a key reason that attracts participants in the business and community workshops to Alexandrina. This inward movement of people subsequently provides local business and employment opportunities. Various lifestyle aspects are identified as important in attracting new people to Alexandrina, including:

Access to beaches, hills, hinterland, lakes and fresh air

Strong community groups and events

Recreation facilities

Affordable housing

Allows for work/life balance

No traffic lights.

The ‘lifestyle’ associated with living in Alexandrina is therefore a key strength that supports economic activity in the municipality and the broader region. As a result, it is important that Alexandrina’s lifestyle features are maintained and further enhanced by ensuring infrastructure and services are provided, such as schools, health and community facilities and services, housing choice, shops, roads, etc.



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Action Plan: Maintaining and Improving the Alexandrina ‘Lifestyle’


Resources Timeframe

48 Consider the development a ‘new residents’ pack that promotes local business opportunities to these new residents and includes a survey that provides Council with up-to-date information on who is moving to Alexandrina and why

NA NA 1-2 years

49 Continue to implement Council’s Environmental Action Plan, 2014-2018 NA NA Ongoing

50 Continue to implement Alexandrina Council Public Health Action Plan NA NA Ongoing

51 Prepare a housing assessment that identifies future residential land requirements and encourages a diversity of housing products that will meet the future needs of the local population

External resources

$25-35k 3-6 years




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7 I M P L E M E N TAT I O N P L A N

7.1 Implementing the Strategy

The previous Chapter provided Action Plans relating to each of the Action Areas. It is recommended the EDS is implemented over three Phases, conducted over two-year periods, and with a ‘mini-review’ at the completion of each Phase. This process will ensure the Strategy remains relevant in the context of any major economic or political changes that may occur over the life of the Strategy, and ensures that community enthusiasm for implementing the Strategy remains high.

The recommended process for implementing the Strategy over the next six years is summarised in the diagram below.



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The timeframes identified in the Action Plans are considered to be optimistic and will depend on the extent of Council resources allocated to implementing the Strategy. Many Actions are nominated for Phase 1 (either as ‘immediate’, ‘ongoing’ or ‘1-2 years’ tasks); any Actions not undertaken during the first two years of the Strategy will be identified in the ‘mini-review’ and allocated to the subsequent two-year period.

It is recommended this process also occurs at the completion of Phase 2 (or 2020).

7.2 Resourcing the Strategy

As indicated above, the ability of Council to complete the Action Plans will rely on the resources available to implement the Strategy.

At present, and on review of the Alexandrina Council Organisation Chart (refer Figure 7.1), it appears that there is no direct responsibility for ‘economic development’ in Council; instead, ‘economic development’ appears to be an underlying responsibility for all Council departments.

It will be important that resources are allocated to delivering the Alexandrina EDS and that responsibility for delivering the Strategy is assigned to a specific entity in Council. This may be in the form of a dedicated Economic Development Officer(s). Neighbouring Councils of Victor Harbor, Murray Bridge and Mount Barker all have an officer(s) in the role of economic development, with the economic development task recognised in each Council’s Organisational structure.

Importantly, allocating resources to the Strategy does not necessarily mean employing new staff; rather, it could be a re-allocation of responsibilities among existing Council staff, and placing a new focus on the economic development tasks involved.



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Figure 7.1: Alexandrina Council Organisational Chart

Source: Alexandrina Council

7.3 Monitor and Review

The success or otherwise of the Alexandrina EDS will be determined to a large extent by the implementation of the recommended Action Plans. In order to monitor both the implementation tasks and the emerging economic outcomes, key performance indicators (KPIs) have been developed for each strategic area. These KPIs require review on a regular basis, preferably annually or more often.

Table 7.1 highlights recommended KPIs for the Alexandrina EDS.



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Table 7.1: Key Performance Indicators, Alexandrina EDS

Measure Source Timeframe Relevant Action Area

Labour and labour force trends Department of Employment, Small Area Labour Markets Quarterly IBA, R&T,

Value of non-residential building approvals

ABS, Building Approvals data Monthly IBA, I

Business formation by industry ABS, Counts of Australian Businesses 2 years IBA, PPVA, UTC

Business size by industry (employees and turnover)

ABS, Counts of Australian Businesses 2 years IBA, PPVA, UTC

Tourist visitation in Alexandrina LGA

Tourism Research Australia, Tourism in Local Government Areas

Unknown T

Attendance at business events organised by Council

Council Annual R&T

Population growth ABS, Regional Population Growth Annual IBA, L

New dwelling approvals ABS, Building Approval data Monthly IBA, I, L

Household income ABS, Census of Population and Housing 5 years IBA

Worker productivity NIEIR via economy id (lite)* Unknown IBA, R&T

Economic growth NIEIR via economy id (lite)* Unknown IBA, I, R&T

Employment by industry ABS, Census of Population and Housing 5 years IBA, R&T, UTC

Average value of grapes purchased

Wine Australia Annual LWI

Local job growth ABS, Census of Population and Housing NIEIR via economy id (lite)*

5 years Unknown

IBA, PPVA, UTC

Value of grants/funding received for infrastructure projects

Council Annual I

Note: ‘IBA’ = Investment and Business Attraction; ‘I ‘= Infrastructure; ‘R&T’ = Retaining and Training Our Workforce; ‘T’ = Tourism – Create Memorable Experiences; ‘PPVA’ = Primary Production and Value Adding; ‘LWI’ = The Local Wine Industry; ‘UTC’ = Alexandrina’s Town Centres; ‘PM’ = The Role of Place Management in Local Economic Development’ ‘L’ = Maintaining and Improving the Alexandrina 'Lifestyle'.

* additional and more up-to-date information would be available should Council decide to purchase a subscription to economy id

C O N N E C T I N G C O M M U N I T I E S

11 Cadell Street, Goolwa

PO Box 21 Goolwa SA 5214

www.alexandrina.sa.gov.au

mysay.alexandrina.sa.gov.au

08 8555 7000 F| 08 8555 3603

[email protected]

HOW TO CONTACT US

alexandrina council economic development strategy 2016-2022 · 2019-09-10 · the economic...

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