Cessnock City Counci

PO Box 152 Cessnock NSW 2325 Tel: (02) 4993 6750 Email: EconomicDevelopment@cessnock.nsw.gov.au Web: www.cessnock.nsw.gov.au The Cessnock Economic Strategy and Action Plan were adopted by the Cessnock City Council at its Ordinary Meeting of Council on 19 March 2014 (Resolution Number 815). Acknowledgements The Council would like to acknowledge the people who attended workshops, individual community members and business people who completed the surveys, business people who gave their time to be interviewed, government departments who provided valuable background information and Council staff for their input into the Economic Development Strategy. Your input is appreciated. Disclaimer Any representation, statement, opinion or advice, expressed or implied, in this publication is made in good faith, but on the basis that Jenny Rand and Associates, and Cessnock City Council or its employees are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever, which has occurred or may occur in relation to that person taking (as the case may be) action in respect of any representation, statement or advice referred to above.

This document was prepared by: Jenny Rand & Associates and Suzanne Lollback Management Consultants 272 Prince Charles Parade, Kurnell NSW 2231 Tel: (02) 9668 8474 Mob: 0411 782 700 Email: Jennyrand@aol.com

Contents

1 Part 1 – Introduction, Cessnock LGA and Hunter Region Overview 2 Introduction 3 The Cessnock LGA Economic Development Strategy 4 Integrated Planning 6 Cessnock LGA – An Overview 7 Hunter Region – An Overview

9 Part 2 – The Cessnock LGA Economy

10 Cessnock LGA’s Competitive Edge 11 Competitive Advantages and Disadvantages 13 Challenges Facing the Cessnock LGA 13 Key Assets for Cessnock LGA to Work With 16 Socio-Economic Indicators 17 Strategic Considerations and Directions Relating to Socio-Economic Indicators 20 Key Economic Activities in Cessnock LGA 27 Land, Infrastructure, Facilities and Services to Support Economic Development

31 Part 3 – Priorities, Strategies & Actions 32 Introduction 32 Strategic Objective 33 Desired Outcomes 33 Positioning of Cessnock LGA 34 Drivers of Growth 35 Priorities for Economic Development 36 Initiatives that will Drive Economic Growth in all of the Priorities

37 Priority 1: To ensure that the foundation blocks needed to support and stimulate economic development in

place. 38 Strategy 1: Cessnock City Council to be, and to be recognised as, pro-active and supportive of economic

development. 39 Strategy 2: Assess the capacity and potential of local industry sectors and businesses. 40 Strategy 3: Establish effective leadership, collaboration and communication between key stakeholders. 41 Strategy 4: Build a strong, positive profile for Cessnock LGA. 44 Strategy 5: Ensure that Cessnock LGA is an attractive place to live, work and invest

Kurri Kurri Shopping Centre

Branxton Village

Pokolbin Wine Country

47 Strategy 6: Ensure that the workforce has the qualification and skills required by local and regional businesses. 48 Strategy 7: Ensure that there is suitable industrial and commercial land and premises available in the LGA to

facilitate growth. 51 Strategy 8: Ensure that the infrastructure and utilities needed to support economic development are in place.

53 Priority 2: To support and nurture existing economic activities – to encourage increased productivity,

sustainability, growth and employment. 54 Strategy 9: Work with existing businesses that have, or are seeking, development approval to expand to bring

these expansion plans to fruition. 55 Strategy 10: Encourage the development of business skills and expertise. 56 Strategy 11: Provide opportunities for business diversification and expansion. 57 Strategy 1: Work with industry sectors to address issues and capitalise on opportunities.

61 Priority 3: To target new business and economic activities. 61 Strategy 13: To target new businesses and economic activities.

62 Reporting and Monitoring

Wollombi Historic Village

Cessnock’s Vincent Street

Ellalong Village Hotel

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Introduction ‘A sustainable and prosperous community’ is one of the aspirations of the Cessnock community that is firmly embedded in Cessnock City Council’s Community Strategic Plan 2023. Both the Cessnock community and Cessnock City Council recognise that positive economic development will: • Initiative and promote growth and investment. • Provide a diverse range of employment opportunities. • Diversify the economic base of the LGA, reducing dependence on a few key activities. • Assist in securing sustainability and social equity. • Enhance and strengthen the overall amenity, resilience and liveability of the community. Cessnock City Council has the opportunity to positively influence many of the outcomes that will improve the economic wellbeing and prosperity of Cessnock Local Government Area (LGA). By taking on a strategic leadership role, Council can bring together diverse community interests in ways that will stimulate enterprise and investment. It can also create and maintain a conducive business and social environment through its delivery of services, infrastructure projects and facilities. Cessnock City Council has prepared this Cessnock LGA Economic Development Strategy to provide the direction and framework to encourage and facilitate economic development within Cessnock LGA. In preparing this Strategy input was sought from Government Agencies, industry associations, local businesses and service providers, as well as the broader community. The planning process included: • Community and business surveys, plus an audit of the businesses within the LGA. • Community workshops in Cessnock, Kurri Kurri, Lovedale, Ellalong, Wollombi, Branxton and Pokolbin. • Workshops with the Cessnock Chamber of Commerce, Education and Employment providers and the

Creative and Cultural industry sector. • Interviews with stakeholders including a range of business operators, business and industry associations,

Government Agencies and service providers and surrounding LGAs.

VISION Cessnock 2023

Cessnock will be a cohesive and welcoming community living in an attractive and

sustainable rural environment with a diversity of business and

employment opportunities supported by accessible

infrastructure and services which effectively meet

community needs.

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The Cessnock LGA Economic Development Strategy The Cessnock LGA Economic Development Strategy is presented in two volumes: • Volume 1: Strategies and Actions • Volume 2: Economic Profile. Volume 1: Strategies and Actions articulates the objectives and directions for economic development within Cessnock LGA and provide the strategies and actions to achieve sustainable growth. The Cessnock LGA Economic Development Strategy is linked to other Plans and Strategies that have been adopted by Council as part of its integrated planning approach. Volume 2: Economic Profile provides an assessment of: • Cessnock LGA, its role and position in the Hunter Region and its competitive advantages and disadvantages. • Demographic and social characteristics of the Cessnock community. • Economic indicators. • Main economic sectors and activities within the LGA – agriculture, forestry, extractive industries, manufacturing,

retailing, wine production, tourism, creative and cultural industries, health and social services, education and training and public administration.

• Infrastructure and services available to support economic development – transport, utilities and business support services.

Volume 2: Economic Profile identifies a range of opportunities to grow and diversify the economic base of the LGA as well as the challenges faced by the LGA which need to be addressed to encourage and facilitate growth. The analysis provided in the Economic Profile provides the rationale for the Economic Development Strategies and Actions.

The Cessnock LGA Economic Development Strategy is the starting point for encouraging economic growth within the LGA. It will however take time, resources and commitment to implement the strategies and actions incorporated in this Strategy. To be effective, the Strategy must be a living document that is constantly evolving. The recommended actions need to be implemented and the results evaluated. Periodically the Strategy will need to be revised, building on what has been achieved, so that the LGA can continue to move forward.

Economic development is the process of improving the economic wellbeing of the community through efforts focused on strengthening local businesses, attracting investment and creating jobs. The aim of economic development is to develop the local community into one where people wish to live, work, invest and enjoy.

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Integrated Planning In NSW each Council is required by the Local Government Act, to adopt an integrated approach to planning and work with the local community to prepare a Community Strategic Plan. The Plan sets the directions and priorities for the LGA over a 10 year time frame. The Community Strategic Plan 2023 is supported by a range of plans, strategies and policy documents. The Cessnock LGA Economic Development Strategy will provide input into the Cessnock Community Strategic Plan 2023, Delivery Program and Operational Plan. The Cessnock Community Strategic Plan 2023 sets the vision and key directions for the development and management of the Cessnock LGA for the next ten years. Vision for Cessnock LGA: Cessnock will be a cohesive and welcoming community living in an attractive and sustainable rural environment with a diversity of business and employment opportunities supported by accessible infrastructure and services which effectively meet community needs. Directions and objectives are provided for five key areas relating to ‘Our Community’, ‘Our Economy’, ‘Our Environment’, ‘Our Service’ and ‘Our Leadership’. Under ‘Our Economy,’ Cessnock City Council’s strategic objective is:

‘A sustainable and prosperous economy - achieving long term economic security through a mix of diverse business and employment options.’ Objective Strategic directions A sustainable & prosperous economy 2.1: Diversifying local business options.

Our local government area is attractive and supportive of businesses. We have a diversity of businesses and industries across the local government

area. Our planning controls provide for adequate industrial and commercial lands.

2.2: Achieving more sustainable employment opportunities.

We have learning opportunities for people of all ages. We have employment opportunities in the local government area.

2.3: Increasing tourism opportunities and visitation in the area.

We have a range of diverse visitor experiences across the entire local government area.

Our local government area is attractive to visitors.

Cessnock Community Strategic Plan 2023

Resourcing Strategy

People, Money Assets

Operational Plan

1 year

Delivery Program

4 year

Reporting

Continuous Monitoring & Review

Rural vistas, as seen here near Paxton, are a highly valued feature of the Cessnock LGA.

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Other strategic objectives of the Cessnock Community Strategic Plan 2023 that are linked with economic development include: Objective Strategic directions A connected, safe & creative community 1.4: Fostering an articulate and creative community.

We have thriving cultural precincts throughout the local government area that celebrate our heritage and culture.

We have a diverse program of cultural and heritage activities. A sustainable & healthy environment 3.1: Protecting & enhancing the natural environment & the rural character of the area.

Our area’s rural character and heritage is protected.

Accessible infrastructure, services & facilities 4.1: Better transport links.

We have access to a range of public and community transport within the local government area.

We have access to a range of public and community transport beyond the local government area.

We have a new passenger train service in Cessnock. 4.2: Improving the road network.

We have a high quality road network. We have managed the traffic impact of the Hunter Expressway on

local communities.

4.3: Improving access to health services locally.

We have better availability of and access to hospitals and health services in the local government area.

Civic leadership & effective governance 5.1: Fostering and supporting community leadership.

We have well-trained and qualified leaders in our community and in our workforce.

Our young people have aspirations to become leaders. 5.2: Encouraging more community participation in decision making.

We are informed about our community. We are involved in decisions affecting our community. We have improved relationships between different levels of

government. Cessnock LGA is also part of the Hunter Region. Planning within the Region is undertaken within the framework of the NSW 2021 Strategic Plan, and the Lower and Upper Hunter Regional Strategies. The Regional Strategies set the directions for growth and development within the sub-regions, with the planning of infrastructure and services designed to meet the growth targets set by these Strategies. Information on plans and strategies that have implications for economic development in Cessnock LGA is provided in the Economic Profile – Appendix 2.

Cessnock LGA is part of the Hunter Region. The wine industry in Cessnock LGA is the focal point of the Hunter Wine Country. The LGA also has a number of economic activies that support Hunter-wide industries. It is important that the economy of Cessnock LGA is considered within the broader Hunter regional context with Cessnock City Council and businesses representing all of the LGA’s economic activities by participating in planning at the regional level for infrastructure and services that will support a dynamic and sustainable economy.

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Cessnock LGA – An Overview Cessnock Local Government Area (LGA) is located in the Hunter Region of NSW, Australia, approximately 150 kilometres north of Sydney, 50 kilometres west of Newcastle and 27 kilometres south west of Maitland. Cessnock LGA is highly accessible by road from Sydney, Newcastle and the New England area and, with the opening of the Hunter Expressway at the end of 2013, will become more accessible. The LGA is within 35 minutes of the Port of Newcastle and 50 minutes of Newcastle Airport. The LGA has rail connections to both the Port of Newcastle and to Sydney. At the 2011 Census, Cessnock LGA had a population of 50,804 people. Between 2006 and 2011, Cessnock LGA achieved the highest population growth rate in the Hunter Region with 10% growth and the third highest growth rate in regional NSW. Cessnock LGA has a long history of coal mining, manufacturing, construction, agriculture (eg. grazing, poultry), viticulture and related tourism activities, all of which are still its primary employment sectors. Cessnock town centre is the administrative, retail and service centre for the LGA with Kurri Kurri town centre being an important secondary retail node and the industrial heart of the LGA. Local villages service the basic needs of more rural and outlying areas. The LGA is well serviced in terms of education and training, children, cultural and community, health, aged care, recreation and sports. Cessnock is a rural LGA with just over 50% of the area of the LGA being zoned rural. It is bounded by the Watagan, Sugarloaf and Broken Back Ranges to the east, south and west, with National Parks and State Forests covering approximately 40% of the LGA. The scenic attributes of the LGA are highly valued by residents and visitors.

Cessnock LGA has a long history of coal mining and agriculture. These industries are still important to the LGA.

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Hunter Region – An Overview

Cessnock LGA is an integral part of the Hunter Region. The Hunter is the most populous regional area in Australia (population 643,000) and is the fastest growing region in NSW outside of the Sydney Metropolitan Area. The Hunter Region comprises 11 local government areas and is divided into the Upper Hunter and Lower Hunter sub-regions. Cessnock LGA is located in the Lower Hunter along with Newcastle, Maitland, Port Stephens and Lake Macquarie LGAs. Newcastle is the regional city with the surrounding LGAs forming the greater urban area of Newcastle. The main industries within the Hunter Region are coal mining, power generation, manufacturing, construction, viticulture / wine, tourism and agriculture. The economy of the Hunter Region is complex and is being impacted upon by a range of external factors including the global economy, international markets, high Australian dollar and competition from emerging Asian, African and South American economies which have lower cost structures. Within the Region, Cessnock LGA forms a ‘transition’ zone between the heavily urbanised areas of Lake Macquarie, Newcastle and, increasingly Maitland LGAs, and the rural and mining areas of Singleton, Muswellbrook and the Upper Hunter. Cessnock LGA is the focal point for the Region’s wine industry and is a significant tourism destination and entertainment node. The LGA is also a major poultry and egg producer and has emerging equine and specialist food production sectors. Cessnock LGA is developing as an area for research and development; and for specialist trade services training for hospitality, heavy plant and equipment, automotive and mechanical engineering and horticulture. It is one of the few LGAs in the Region that has a concentration of small rural holdings and can offer rural lifestyle opportunities. The predominately rural environment and the Watagan Ranges, Yengo and Werakata National Parks and the large tracts of State Forest are major assets that provide a strong point of difference to the other LGAs in the Lower Hunter Sub-Region. Economic development in Cessnock LGA will occur within the planning framework set by the NSW State Government for the Lower Hunter Region. The Lower Hunter Sub-Region has been nominated as a significant growth area within NSW, with the area growing both in its own right and as an ‘overflow’ area for Sydney. The Lower Hunter Regional Strategy 2006 – 20311 identified the potential for the Lower Hunter area to accommodate over 160,000 new people in the coming 25 years. An additional 66,000 new jobs and 115,000 new dwellings will be required to cater for this target population.

1 Department of Planning, 2006, Lower Hunter Regional Strategy 2006 – 2031, State of NSW

The Cessnock LGA provides a hub for visitors to the Hunter with a range of cafes, accommodation and attractions.

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The Lower Hunter Regional Strategy sets the framework and direction for growth within the Lower Hunter sub-region. The Strategy identifies a hierarchy of centres within the Region as the basis for future development and for the provision of infrastructure and services. It sets targets for the provision of residential and employment lands and identifies major land release areas throughout the Region. The Strategy also contains strategies to protect key economic activities such as agriculture, mining and the wine industry, as well as areas of habitat significance. Many of the areas of habitat significance are in Cessnock LGA. The Lower Hunter Regional Strategy has formed the basis for infrastructure improvement and development at both a regional and subregional level, including: • Development of the Hunter Expressway and the re-structuring and augmentation of the regional road network to

increase accessibility to the Expressway and key employment areas. • Upgrading and expansion of the rail network – primarily for the movement of coal and containerised freight to the

Port of Newcastle and Sydney. • Expansion of infrastructure at the Port of Newcastle to improve efficiency and increase capacity. • Expansion of Newcastle Airport, to provide capacity for the expansion of domestic air services, the introduction of

international air services and growth in air freight capacity. • Ongoing expansion of the freight-handling capacity, including the identification of a site for a major freight-hub in the

north-eastern corner of Cessnock LGA. • Upgrading and expansion of utilities across the Region – electricity, gas, water and wastewater treatment plants. • Expansion of health services, including the development of the proposed Hunter Valley Hospital identified to be

developed in Metford, east of Maitland.

The Lower Hunter Regional Strategy identifies Cessnock as a future regional centre, with Pokolbin identified as a specialist centre for tourism and the wine industry. The target set for Cessnock LGA is 21,700 new dwellings with 19,700 being provided by new land releases (green field sites) and 2,000 from infill development within existing urban areas. This equates to an estimated 45,700 additional people living in Cessnock LGA, with the target population for the LGA being 96,410 people by 2031. Similar targets have also been set for the other LGAs within the sub-region. Likewise, planning for the Upper Hunter sub-region and neighbouring Central Coast Region have set housing and employment targets for these areas. Council’s within the Hunter and Central Coast Regions have used the various regional planning strategies as the basis for formulating their land-use strategies and reviewing their Local Environmental Plans. As a result, significant tracts of land throughout the Hunter and Central Coast Regions have been identified and zoned for residential development and employment generation.

The opening of the Hunter Expressway at the end of 2013 will provide five new points of access into the Cessnock LGA, potentially changing the dynamics of vehicle movements along with economic development in and across the LGA. In addition the upgrade of the rail network within the LGA and beyond will enhance freight access to the Newcastle Port. Future passenger rail to the Cessnock LGA will also be important with an increase in population.

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The availability of shops and cafes are an important factor for people planning to live, work and visit an area.

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Cessnock LGA’s Competitive Edge Cessnock LGA is competing with other localities within the Hunter and Central Coast Regions to attract investment and development that will deliver growth. Factors that will be taken into consideration by business and service providers looking to establish in the Region, as well as potential developers and investors include: • Location and accessibility – transport networks, distance to markets, freight costs etc. • Availability and cost (to buy or lease) of suitable land and/or premises. • Suitability of the utilities – water, power, telecommunications etc. • Access to labour with the required qualifications and/or skills. • Regulatory environment – ease of approvals, conditions attached and the likely time and costs

involved. • Access to support services. • The ‘reputation’ and ‘amenity’ of an area – as a place to work and live. • Access to capital – willingness of financial institutions to provide capital for projects in different

localities. Likewise, people looking to relocate to the Region will take into account a range of factors including: • Amenity (appeal) of the area. • Availability and affordability of housing. • Facilities and services available – retail, health, education, recreation, broadband and mobile

coverage etc. • Accessibility – including public transport. • Employment opportunities. • Cost of living. • Safety. Accessibility, cost and amenity (liveability) are generally the major considerations. As summarised in the following competitive analysis, Cessnock LGA rates well in terms of these factors.

A good selection of cafes and retail shops contribute to making a place attractive for both residents and visitors.

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Competitive Advantages & Disadvantages In comparison with other LGAs in the Hunter Region, the competitive advantages and disadvantages of Cessnock LGA are: Attribute Strengths / Advantages Weaknesses / Disadvantages Location and Accessibility

Cessnock LGA is well located in relation to Sydney and the Hunter Region and is highly accessible. Advantages include:

• Proximity to Sydney, Newcastle and the major centres in the Hunter and

Central Coast Regions. Access to more than 5.4 million people residing within 2.5 hours drive of Cessnock LGA.

• Cessnock LGA is the south eastern gateway to the Hunter Valley. • Proximity to major markets provides opportunities for agricultural

products. Cessnock LGA is one of the closest rural areas to Sydney. • Proximity to the Port of Newcastle, with the proposed Hunter freight hub

to be located in the north-eastern corner of Cessnock LGA. • Proximity to Newcastle Airport, with domestic air services at the Airport

being expanded and international flights introduced. • Cessnock Airport – capacity to accommodate charter jet flights. • Good access to F3 freeway, Hunter Expressway, New England Highway

and other arterial roads. • Rail access – Main North Line (passenger & freight) and the South

Maitland Railway Line (freight). • From a lifestyle perspective – ease of access to Hunter Valley Wine

Country, the coast / beaches, Lake Macquarie and a number of National Parks, State Conservation Areas and State Forests.

• Poor condition of a number of the main regional roads / feeder roads in the LGA – in particular Maitland Road (Cessnock to Kurri), Broke Rd, and the Wollombi-Cessnock Road.

• Very limited public transport, particularly on weekends.

Availability & Cost of Land & Premises

• Perception that land and houses are cheaper in Cessnock LGA. • Range of housing options – including rural, semi rural and vineyard

localities. • HEZ – potential for industry-based businesses requiring large site areas. • New employment lands to be released over the next few years – eg.

Cessnock Civic Precinct & Huntlee.

• Very limited supply of serviced industrial land. • No contemporary industrial units and bulky goods retail space to buy or lease. • Lack of quality commercial office space. • HEZ – not ‘development - ready’ with environmental issues still to be resolved.

No direct connection to the F3 Freeway or Hunter Expressway.

Amenity of the Area • A very attractive setting – the combination of the surrounding rugged ranges, rural and vineyard views, National Parks, State Conservation Areas and State Forests.

• Primarily rural – offering the opportunity to live in rural villages and on rural properties whilst having access to city services.

• Hunter Valley Wine Country – one of the highest profile wine districts in Australia, with a diversity of cellar doors; attractions, activities and events; and dining, specialty shopping and entertainment .

• Township of Cessnock and parts of the Kurri Kurri – Cessnock corridor present poorly.

• Industrial areas present very poorly – dated, tired and run-down. • Linked with Cessnock Correctional Centre. • Potential impact of Coal Seam Gas – will detract from the visual amenity of area

and potentially damage the ‘quality’ positioning and branding of the area. • No sense of arrival – gateway entrances do not meet expectations for a world

class wine area / tourist destination.

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Attribute Strengths / Advantages Weaknesses / Disadvantages • Moderate climate – suitable for a range of niche industries.

Access to Employment and Labour

• Diverse economic base including mining, manufacturing, construction, agriculture, tourism, wine industry, services sector.

• Jobs available, particularly in hospitality, services, construction and trades. • Concentration of mining, trade and manufacturing production-based

workers. • Good access to employment services.

• Competition with the coal mines for workers. • Part of the labour force, has limited numeracy and literacy skills, low socialisation

and communication skills and in some cases, a poor attitude to work. • Limited access to higher order skills – IT, robotics etc. • Poor attitude to customer service; poor customer service skills.

Infrastructure & Utilities

• Being progressively upgraded to accommodate growth. • No major capacity constraints.

• Not included in NBN roll-out. • Poor mobile / broadband coverage in rural areas, particularly the Wollombi

Valley. Facilities & Services • Basic services in place.

• Diverse retail sector – including specialty retailing in the vineyards area. • Good sporting & recreation facilities. • Growing cultural and creative sectors. • Cessnock LGA is an entertainment node – Vineyard concerts and events,

Cessnock Performing Arts Centre.

• Health services stretched - shortage of medical practitioners and limited hospital services.

• Insufficient early intervention services at preschool and school level. • Shortage of child-care places.

Education & Training

• Specialist training facilities / Centres of Excellence in the areas of hospitality, heavy machinery operations and maintenance, viticulture and wine-making and horticulture.

• Strong business and employment support services available locally and regionally.

• University and Colleges in surrounding LGAs.

• Very low literacy and numeracy skills in parts of the community. • Low education attainment levels – low HSC completion rates, small percentage of

people with University qualifications. • TAFE courses being reduced due to funding cuts. • Distance to Universities and Colleges – limited public transport.

Reputation • Hunter Valley Wine Country – recognised as one of the top wine districts in Australia. Reputation for quality wine, dining, entertainment etc.

• Negative perception of ‘Cessnock’ – relating primarily to the Cessnock and Kurri Kurri areas. Arises from a number of factors including reputation as being an area of low socio-economic status with attendant social problems, negative media coverage across a range of areas, the poor presentation of key areas.

Business Environment

• Stable economic base. • Growing hospitality and service sectors. • Emerging Research & Development (R&D) sector across a range of

industry sectors. • Emerging creative industries and resource management sectors. • Agricultural base is diversifying. • Reputation for quality products and workmanship.

• Contracting manufacturing sector. • Manufacturing sector not keeping pace with technological change.

Regulatory Environment.

• Extensive regional planning has been undertaken at local and regional levels – provides framework for development.

• Reputation of Cessnock City Council as being ‘negative’ and ‘difficult to deal with’ in terms of development applications and for imposing conditions on development approvals that significantly increase development costs.

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Challenges Facing Cessnock LGA In relation to economic development, the key challenges facing Cessnock LGA are: • Building a positive profile of Cessnock LGA, capitalising on and promoting its strengths and attributes. • Improving the presentation of LGA to create strong positive first impressions and to showcase the natural

environment, heritage and scenic assets. • Building a strong economic development culture within Cessnock City Council, with Council recognised as

a leader and driver of change. • Developing the capacity and flexibility of both businesses and the workforce to respond to the changing

marketplace and business environment. • Providing ‘development ready’ sites for industrial and commercial development as well as a range of

modern premises available for sale and lease. • Protecting the key assets of the LGA – rural environments, vineyard areas, significant viewsheds. • Improving the social and economic prospects of residents with low educational and occupational levels. • Building a work force with enhanced and diversified work skills, tertiary qualifications and who are ‘work

ready’. • Ensuring that all areas within the LGA have mobile telephone coverage and access to high speed

broadband. Addressing these challenges and removing barriers, is fundamental to creating employment and delivering sustained growth. Key Assets for Cessnock LGA to Work With Cessnock LGA has a number of key assets that can be harnessed to address the challenges facing the LGA, particularly those relating to ‘perception’ and ‘image’. These assets include: • Timing. There has been rapid urbanisation in the surrounding LGAs, which has resulted in loss of the

rural character and amenity of these areas as well as a ‘sameness’ in the types of housing, retail and commercial development provided. In starting to develop ‘now’, Cessnock LGA has the opportunity to learn from the ‘mistakes’ in other areas, encourage innovation in design and development, protect environmental and lifestyle assets that have been ‘lost’ in other areas, and create very strong ‘points of difference’ that will make the LGA very attractive to live and invest in.

The protection of the natural and rural environments, as well as the views of these assets from urban areas, is of great importance to residents and visitors. These assets contribute to the ongoing liveability of the LGA and are a feature that new residents will look for when considering moving to the LGA to live and work.

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• Physical environment and setting. Cessnock LGA has extensive rural areas, bushland areas, the Hunter Valley Wine Country, and surrounding rugged Sugarloaf, Watagan and Broken Back Ranges. It is these assets that are highly valued by residents and visitors, provide a strong point of difference to the highly urbanised areas of the Lower Hunter and Central Coast regions and underpin the tourism, wine and agricultural sectors. Cessnock LGA has large tracts of native forests and wetlands that are highly significant in terms of biodiversity and habitat value. These areas have the potential to become major recreational assets and tourist attractions for the LGA. Improvements to and promotion of these areas in conjunction with the vineyard areas (Hunter Valley Wine Country), is fundamental to changing the perception that Cessnock LGA is primarily a mining and manufacturing area.

• Location and accessibility. For businesses, Cessnock LGA is ideally located in relation to the main population

centres of NSW, with the LGA having good road and rail connections to Sydney, the Central Coast and Hunter Valley and highway access to the North Coast, New England-North West and Central NSW regions. The Hunter Expressway will increase accessibility, particularly to the northern part of the LGA, opening up the Kurri Kurri – Branxton corridor. The LGA also has good access to the Port of Newcastle and to Newcastle Airport, both of which offer opportunities for the development of export industries as well as the tourism sector. The location of the proposed Hunter Freight Hub in Cessnock City will further strengthen the LGA’s existing locational advantages. For people looking to reside in the Hunter Valley, Cessnock offers a rural environment and lifestyle with ready access to capital and regional city facilities and services and to a range of physical environments – beaches, Lake Macquarie and Port Stephens; National Parks, State Conservation Areas and State Forests; historic towns and villages and Hunter Valley Wine Country.

• Hunter Valley Wine Country. The Hunter Valley Wine Country is a high profile, nationally recognised wine

district and tourist destination. The quality development that has occurred in the HVWC area should set the tone and bench-mark for future development in Cessnock LGA. The recently adopted branding for HVWC can be progressively expanded to include other quality products and experiences within the LGA and form part of the strategy for re-positioning the LGA.

• The emergence of new industries and economic activities. Cessnock LGA has a number of highly innovative

businesses; emerging clusters of businesses undertaking research and development, resource and waste management, and boutique food and beverage production and manufacturing; as well as an emerging arts and creative sector. The LGA also has recognised ‘Centres of Excellence’ in hospitality, horticulture, viticulture-wine making and heavy equipment operations and maintenance training. The showcasing and promotion of these activities will form part of the strategy for changing the perceptions of Cessnock and repositioning the LGA as a lifestyle and innovative location.

Research and development is important in any industry sector whether in the explosive industry such as at Orica (above) or in the horticultural industry such as at the Wallis Creek Watergarden (below). The LGA has an emerging research and development sector.

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• Relatively strong industry, business and community groups. These groups have a strong community sentiment which is committed to improving the amenity and image of the LGA and preserving and enhancing the environmental and lifestyle attributes of the LGA. These groups are looking to Cessnock City Council to provide leadership.

• Concentration of business and employment services. In the Lower Hunter Region there is an extensive range of business and employment services available to

existing businesses and to businesses looking to establish in or relocate to the area. • Major land-release and development projects. These projects will address the current short-comings with the supply of commercial and industrial land and

premises within the LGA, as well as generate business and employment opportunities for the local community. The population of Cessnock LGA is predicted to double within the next 25 years. This provides opportunities for residential development and for local businesses including those in the construction industry who may cluster together to benefit from the boom. Photos: Proposed Anvil Creek development, The Vintage in Pokolbin, new housing estate in Heddon Greta.

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Socio-Economic Indicators The structure and characteristics of the Cessnock economy are discussed in detail in the Economic Profile. The key socio-economic indicators, economic activities and the land and infrastructure available to support economic development are summarised below. Cessnock LGA is experiencing strong population growth with the population forecast to double over the next 25 years in-line with the release and development of urban and employment lands within the LGA. The LGA has areas of significant disadvantage, centred around Cessnock, Kurri Kurri and the corridor between the two towns, and areas of relative advantage centred around the vineyard and rural areas, and the new residential suburbs of Cliftleigh and Heddon Greta. Cessnock LGA also has a concentration of small businesses that are sole traders or employ few people. Indicator Highlights Key Findings Population Cessnock LGA’s population was

50,840 in 2011. The population could increase to 96,410 by 2031.

• Highest population growth (10% from 2006 to 2011) in Hunter Region and one of the highest in NSW. • Median age 37 years. • People aged 65+ forecast to account for 25% of population by 2031 (14% in 2011). • Population growth will occur around Branxton – Greta, Heddon Greta, Cessnock and Bellbird - Millfield.

Education Education levels of a section of the population require improvement to ensure employment prospects align with current and future employment market requirements.

• 21.1% left school in Years 8 or 9 (NSW 12.9%). 37.1% left school in Year 10 (NSW 24.1%) • 24% completed HSC. (NSW 47.6%). • 36.7% have tertiary qualifications (NSW 47.6%)

- Primarily vocational certificates 24.9%. (NSW 17.7%) - University degrees 6.6% (NSW 19.3%)

Health The health of some residents is impacting upon their ability to participate in the workforce.

• In comparison to the NSW average, Cessnock LGA has a higher percentage/or rate than NSW of: fertility; babies with low birth weight; women who smoked during pregnancy; infant deaths; child (<5) mortality rate; chronic diseases; alcohol consumption at high risk levels; premature mortality; people without private health cover; recipients of Home and Community Care programs; not being able to pay for medical consultations and prescribed medication.

Employment Cessnock LGA’s labour force of 22,338 is highly mobile across the Region. 13,000 work locally. 9,000 leave daily. 5,000 arrive daily.

• 60% work locally, 40% travel to jobs outside the LGA. • Unemployment rate: 6.6% (NSW 5.5%). • Main occupations: Technicians / Trades, Machinery Operators / Drivers, Labourers. • Main employers: Manufacturing, Mining, Retail, Health Care/Social Assistance. • A higher proportion of ‘blue collar workers’ and a lower proportion of people employed in professional and management

positions than the Hunter Regional and NSW averages. • The three main occupations are Technicians/ Trades, Machinery Operators/Drivers and Labourers.

Income 53% of the population earns less than the minimum weekly wage - NSW 48.3%.

• Cessnock LGA is a low income area with median personal, family and household incomes being well below regional and State averages. 53.5% of its population earns less than the minimum weekly wage (NSW 48.3%).

Advantage and Disadvantage

Governments need to inject funds, over and above that

• Of the four SEIFA indices of Advantage and Disadvantage Cessnock LGA rates disadvantaged in three. The greatest areas of disadvantage within Cessnock LGA centre around Cessnock, Kurri Kurri and the corridor between.

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Indicator Highlights Key Findings (SEIFA) currently provided, to deliver

more services that target areas of poor health, education and labour force participation. They also need to work together with businesses to help break generational unemployment experienced by some in the Cessnock LGA.

• Of the 153 LGAs in NSW, Cessnock LGA rates:

- 2nd lowest in the Index of Education and Occupation (relates to: level of qualification achieved or whether further education is being undertaken and, skill levels relating to employment and unemployment levels).

- 33rd lowest in the Index of Relative Socio-economic Disadvantage (relates to low income, low educational attainment,

unemployment, unskilled jobs, low levels of English proficiency, single parent families, rents, etc.).

- 28th lowest in the Index of Relative Socio-economic Advantage and Disadvantage (relates to economic and social conditions of people and households – income, home and car ownership, educational levels, skilled employment, type of work, rent payments, etc.)

- 71st lowest in the Index of Economic Resources (relates to financial aspects of relative socio-economic advantage and

disadvantage – home ownership and household income). Scale of business Cessnock LGA has a

concentration of small businesses that in some cases have low levels of business acumen, and lack the skills and experience to be competitive, expand and grow.

• 55.8% of businesses employed no staff, while 25.0% employed between 1 and 4 staff, 13.6% employed 5-19 staff, 5.4% employed 20-199 and only 0.2% employed more than 200 staff. 46.0% of businesses (1,394 businesses) had a turnover of less than $100,000 per annum, while only 5.1% of businesses (156) had a turnover in excess of $2 million per annum. This indicates a high percentage of very small businesses earning less than $100,000 per annum and a high percentage of businesses employing no or few staff.

• The proportion of people working part time in the Cessnock LGA is higher than the NSW average.

Strategic Considerations and Directions Relating to Socio-Economic Indicators The socio-economic profile has significant implications for economic development and needs to be factored into the Economic Development Strategy. The following Table identifies the key strategic considerations and directions that provide input into the economic development strategies and actions. Issue / Activity Strategic Considerations Strategic Directions / Opportunities Population Growth Population growth in the LGA is predicted to double within 25 years, with a

target population of 96,410 by 2031.

Planning for growth needs to be undertaken in collaborative partnerships with State and Federal government agencies to ensure that the facilities and services needed to support growth are provided in advance of, or at the same time, as growth.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Most of the growth will be concentrated along the northern edge of the LGA (Kurri Kurri to Branxton corridor) and in the Bellbird North – Bellbird Heights area. The development in the Bellbird area is likely to attract in the order of 10,000 new residents which will provide a ready market for the Cessnock CBD businesses. As an extensive range of services are already in place in Cessnock, priority should be given to bringing the Bellbird estates on-line first. Given the proximity to Wine Country and the setting, these estates have the potential to attract middle to higher income residents which would help diversify the socio-economic characteristics of the Cessnock area.

Bring the Bellbird estates on-line first. Promote the lifestyle opportunities of the Bellbird area including the rural setting, proximity to Wine Country and access to a range of shopping and services. Position Cessnock CBD as a lifestyle centre by implementing the Cessnock CBD Masterplan; developing the arts, creative and hospitality sectors and improving customer service. The CBD also needs to be effectively marketed and promoted. Build the hospitality and services sector in Cessnock including retail, education, aged care, personal and professional services, dining and entertainment.

For the development that occurs along the northern edge of the LGA, Cessnock CBD will be competing with the new Huntlee town centre, Maitland, Rutherford and Singleton for patronage.

Position and promote Cessnock CBD as a lifestyle and cultural centre with a range of hospitality and entertainment services. Strengthen Branxton and Greta as village centres, with the potential to grow into vibrant small town centres. Endeavour to attract a diverse range of commercial and industrial activities into the proposed Huntlee Business Park.

Education, health and income.

Ongoing low levels of educational attainment of school leavers and the lack of high level tertiary attainment will limit the ability of the community to meet the need for a more diversified and highly-skilled industry base, that can respond quickly and effectively to change.

Lobby and advocate both State and Federal Governments for a major injection of public funds, over and above the relatively large level of public money already being provided, to make a positive difference to poor health, education and workforce participation rates. With the second lowest SEIFA ranking in NSW in terms of education and occupation, focus on improving education attainment while at the same time encouraging and attracting economic activities that provide: • A greater diversity of jobs. • More skilled, higher paying jobs. • Career pathways. Improve health through more preventative services and infrastructure.

Cessnock LGA’s poor health ratings put pressure on health services and facilities, provide a less active community in terms of involvement, and allow fewer people to participate in both education and the workforce. The aging population is increasing the pressure on health and aged care services. Opportunities exist for investment in retirement and aged-care centres and the expansion of health services, education and training in aged-care services. The economic cost of an ageing community includes lower spending capacity, greater public expenditure on facilities and services, greater percentage of discounted services, eg Council rates etc. With family and household incomes well below the incomes in the Hunter Region, NSW and Australia, and more than half the local workforce earning less than the minimum weekly wage, there is less income to spend on goods and services. This has a spin-off effect for the local economy as there is a lower injection of spending.

Employment, Training & Labour

The labour force of Cessnock LGA is highly mobile with some 9,000 leaving the LGA daily and 5,000 entering daily. This suggests that the jobs of 5,000 people could be taken up by people living in the LGA should they have the right

Develop a workforce strategy to identify and assess current and likely future skills needs as well as the skills available locally that have the potential to be realigned to meet future needs.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities qualifications and experience. This is a significant opportunity for job growth.

Plan for employment lands as well as a diversity of occupations taking into consideration the current mobile workforce, employment opportunities for current skill sets as well as the new skill sets required.

To cater for the projected population increase of around 46,570 people over the next 25 years, an estimated 19,000+ additional jobs will be needed.

The workplace is changing with employers increasingly looking for skilled workers, strong socialisation and communication skills, and innovation and creative thinking. In contrast, Cessnock LGA has a concentration of people with lower order / basic work skills and a deficit of people with tertiary qualifications, and higher order skills. In addition, there is a significant number of people in the labour force who are not ‘work ready’. Numeracy and literacy and many of the ‘soft’ skills (eg customer service, communication) required in the workforce are poorly developed.

Provide early intervention at the pre-school level, with follow-up support in primary and secondary school to break the cycle of unemployment and to ensure that people are ‘work ready’. Invest significant resources into child care, early childhood learning and intervention services (eg speech and occupational therapy), with this carried through into primary and secondary schools. Encourage communication and close collaboration between employers, employment agencies and training providers to ensure that the training provided meets business needs and that job applicants are ‘work ready’. Develop and nurture the ‘soft’ skills needed in the workplace. Develop innovative work place training and mentoring programs. Work with local businesses to develop Staff Retention Strategies.

There is a ‘brain drain’ from the LGA with brighter, motivated young people leaving the area for training, employment etc and generally not coming back. Many of the training courses on offer in the LGA are not meeting the requirements of local employers. It can be difficult for people to find work locally. Employers in the LGA are often reluctant to employ locals as a result of past poor experiences. Issues cited include lack of work ethics, unrealistic salary expectations, lack of reliability, high level of workers compensation claims and an out-dated ‘Union’ mentality. Employers in the Lower Hunter often discriminate against people with addresses from Kurri through to Cessnock. An increasing amount of the work available is seasonal, casual or shift work. Due to lifestyle considerations there is a reluctance to work evenings or weekends. Funding for employment programs is focused on securing full-time permanent employment and cannot accommodate seasonal or casual work. Many of the businesses in the area are too small to carry trainees and do not have the resources to provide a high level of nurturing and mentoring. They need people to be ‘work ready’ and will employ the best person for the job (often not a local). Businesses that have invested in training are finding that staff are being poached by others, in particular the coal mines. Residents have a high dependence on cars for transport reflect the distance of travel to workplaces, as well as the limited availability of public transport.

Advocate for more public transport.

Business Support In general the most significant economic growth occurs through the diversification and expansion of small, local businesses. The majority of businesses in Cessnock LGA are small enterprises, many of which do not have the business skills and/or experience to grow.

Encourage businesses to utilise business support services and networks to assist with business expansion and growth. Support home based and start-up businesses. Encourage business owners to gain further educational qualifications and/or adopt a continuous learning culture.

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Key Economic Activities in Cessnock LGA The economic base of Cessnock LGA is dominated by mining, manufacturing (including wine production), tourism and hospitality. Other sectors include retail, construction, agriculture and forestry, as well as a range of professional, business and support services. In 2011, the Australian Bureau of Statistics identified 3,035 businesses in Cessnock LGA with these spread across 20 industry sectors. The Construction sector accounted for the highest number of businesses (15.1%), followed by Agriculture (12.6%), Retail (8.9%) and Accommodation and Food (7.9%). In terms of employment and turnover, the majority of businesses in the LGA are very small to small, with 55.4% of businesses employing no staff and 25.0% employed between 1 and 4 staff. 46.0% of businesses (1,394 businesses) had a turnover of less than $100,000 per annum, while only 5.1% of businesses (156) had a turnover in excess of $2 million per annum. In 2010-11, Cessnock LGA had an estimated Gross Regional Product (GRP) of $2.087 billion. Manufacturing (31.3%) makes by far the greatest contribution to GRP, followed by mining (9.3%) and accommodation and food services (7.6%). When combined, human services (incorporating public administration and safety, education and training, and health care and social assistance) make up 14.7% of GRP. The manufacturing sector is extremely diverse with activities including the manufacture of engineering, metal, fibreglass and concrete products; wine production; furniture making; and specialty food and beverage production. The main rural activities are viticulture, grazing and poultry production. There are also small, but growing, horticultural, equine and canine sectors as well as a range of niche specialty producers. Poultry production is concentrated around Greta, Loxford-Sawyers Gully, Quorrobolong Valley and in Rural East area. Grazing occurs throughout the LGA. There are small clusters of equine activities around Laguna, Ellalong, Mulbring, Buchanan, Black Hill and Keinbah. Viticulture is concentrated on the volcanic soils to the north of Cessnock, with a small cluster of vineyards in the Wollombi Valley. Locally, the area is divided into 4 wine districts – Pokolbin / Rothbury / Nulkaba; Lovedale / North Rothbury; Mount View / Millfield; and Wollombi, with the area marketed as Hunter Valley Wine Country. The area has over 90 wineries / cellar door outlets as well as eateries, accommodation, event venues, galleries and specialty shops. Pokolbin has two small specialty shopping complexes catering mainly to the visitor market.

Table: Gross Regional Product, Chain Volume Measure (2010-11) Cessnock LGA.

Industry Sector Gross Value of Product $M % of GRP

Agriculture, forestry, fishing $ 49.3 2.5% Mining $179.1 9.3% Manufacturing $605.3 31.3% Electricity, gas, water, waste services

$ 13.3 0.7%

Construction $ 95.0 4.9% Wholesale trade $ 23.0 1.2% Retail trade $ 88.5 4.6% Accommodation & food services $148.0 7.6% Transport, postal, warehousing $ 61.4 3.2% Information, media & telecommunications

$ 28.4 1.5%

Financial & insurance services $ 58.3 3.0% Rental, hiring & real estate services

$ 32.5 1.7%

Professional, scientific,& technical services

$ 67.6 3.5%

Administrative & support services $ 77.7 4.0% Public administration & safety $ 65.9 3.4% Education & training $110.4 5.2% Health care & social assistance $118.3 6.1% Arts & recreation services $ 9.3 0.5% Other services $ 49.4 2.6% Ownership of dwellings $ 65.1 3.4% Gross Sector Value Add $1935.6 100.0% Taxes less subsidies $151.7 Gross Regional Product $2087.3

Source: AECgroup (2012). SEE Regional GRP 2012. AECgroup, Brisbane Note: This information should be read as indicative only of the relative value of industries in the Cessnock LGA as industries such as mining and manufacturing can fluctuate with changing market conditions.

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Cessnock LGA has two coal mining operations – Austar near Paxton and the Donaldson underground mine in the Buchanan area. The Donaldson underground mine straddles Maitland and Cessnock LGAs. Both Austar and Donaldson are owned by Yancoal which is one of the largest Chinese owned coal companies. Yancoal also operates the nearby Abel and Tasman open cut mines in conjunction with the Donaldson Mine. The Bloomfield Colliery is located in Maitland LGA close to the Yancoal mines. Other extractive activities in the City include five road-base quarries at Black Hill, Buttai, Stockrington, North Rothbury and Allandale and the Wollombi Sandstone Quarry near Laguna. The health care and social services sector is the fastest growing sector within the LGA with growth forecast to continue as the population grows and ages. The LGA also has an emerging creative and cultural sector, with this sector expected to play an increasing role in supporting economic growth and enhancing lifestyle. The outlook for economic activities in Cessnock LGA is promising. There are a range of emerging activities that will help to drive growth. There are also significant opportunities for growth within most of the existing sectors.

Emerging Sectors / Activities Existing Sectors / Activities with medium to strong growth potential

Established Sectors / Activities with limited or no growth potential

Production of fresh food (vegetables, herbs, fruit, specialty poultry etc) – organic and hydroponic Nursery and cut flower production Boutique food & beverage manufacturing Research & development Creative and cultural Industries Information technology & communications Transport & freight handling Waste, recycling, resource management Equine Industry Canine breeding and services

Health and social care services Tourism Wine production (export) Poultry sector (processing infrastructure dependent) Manufacturing Mining services sector Boutique / specialty retailing / markets Construction General aviation (Cessnock Airport) Commercial and Personal Services Education & Training (funding dependent)

Forestry Coal mining Mainstream retailing Correctional Centre Livestock grazing

The strategic considerations and directions for the main economic sectors are summarised in the following Table. Consistent themes emerging from the different sectors include: • The need for skilled staff, with increasing demand for staff with higher order skills who are technologically competent, have

strong socialisation and communication skills, and are innovative and adaptive to change. • The need to embrace technology in production, sales and marketing to remain competitive in a rapidly changing market place. • The need to increase productivity and reduce operating costs, in particular labour and energy costs. • The need for businesses to work together to secure work and/or increase market share to benefit from opportunities

available.

Manufacturing activities in Cessnock LGA are diverse and include:

• Metal based - engineering, extrusion, fabrication, forging

• Explosives • Industrial packaging • Industrial coatings • Conveyor belt cleaners • Fibreglass fabrication • Water tanks – fibreglass,

concrete, metal • Pipes • Concrete batching • Pre-caste concrete panels • Feedmills • Kitchens and bathrooms • Equine and bovine supplements • Furniture (hand-made) • Sawmilling • Curtains • Decorative stone / stone

monuments • Garden ornaments and features • Jewellery, silver and gold smithing • Leadlight products • Glassware and ornaments • Quilts • Dress-making • Wine and spirits (distilling) • Bakery items • Chocolates • Cheese and dairy products • Tapenades, pickles and

condiments • Smoked goods

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Agriculture With food security becoming a significant issue, the sustainable development

of agricultural products is becoming increasingly important both nationally and globally. Urbanisation in Sydney is displacing the market gardens and poultry farms with these activities relocating to rural areas. Being one of the closest rural areas to Sydney and also close to the Port of Newcastle, Cessnock LGA is well located to produce vegetables, poultry products and cut flowers for the local, regional and Sydney markets as well as for the export markets.

Prepare an Agricultural Industry Strategy to assess opportunities for new and/or expanded animal and poultry industries, hydroponics, protected cropping, niche agricultural markets (flowers, snails, etc) and equine and canine activities. Protect rural lands from further encroachment of urban and industrial lands and mining activities (including CSG) as a priority in land-use planning and land management. Promote quality local produce as part of the tourism experience in the Hunter – diversifying and strengthening ‘food and wine’ tourism. Explore branding strategies for quality produce that reflect the quality of Hunter Valley Wines and the branding and positioning of Hunter Valley Wine Country. Encourage the retention and expansion of infrastructure that supports the agricultural sector. Seek recognition of the equine sector in Cessnock LGA in Upper Hunter Strategies (similar to the recognition given in these strategies to the wine sector in Cessnock LGA).

Equine and canine activities are also being displaced from Sydney, with Cessnock already seeing growth in these activities. The opening up of the Chinese Racing Industry is a potential export opportunity. There is strong local and regional demand from the restaurant and catering industry for quality local produce, in particular organic produce. Allied to this is increased consumer interest in quality local produce and movements such as ‘slow food’ and ‘100 mile radius’ production. Hunter Valley Wine Country has a reputation for quality with this ‘transferable’ and ‘marketable’ for local produce. Infrastructure within the Region that under-pins the viability of the local livestock and poultry sectors includes the Baiada Chicken Processing Plant at Beresfield and the Kurri Meatworks. If expanded, the Nulkaba Hatchery could meet the strong local demand for quality poultry, game birds and eggs.

Forestry, National Parks and State Conservation Areas (SCAs)

Forestry is highly regulated with no expansion of the industry in Cessnock LGA likely. Retention of the sawmill at Millfield after 2023 is dependent on access to sawlogs from the Forestry Corporation of NSW.

Endeavour to retain forestry and sawmilling activities with Council advocating for the sawmill to secure access to saw logs post 2023. Explore with the Forestry Corporation of NSW, opportunities for employment in the Forestry industry. Use the State Forest, National Parks and SCAs to build visitation to the LGA, targeting nature and activity-based visitation and events (eg orienteering, rallying) that could be held in the Forest areas.

Opportunities may exist for entry into the forestry industry as Forest NSW reports that harvesting contractors are increasingly hard to find. The State Forest, National Parks and SCAs within the LGA are popular for a range of recreational and tourism activities, including 4WD, mountain biking, bushwalking, camping and picnicking.

Wine Industry The wine industry in the Hunter is adapting to structural changes in the sector, particularly the impacts of oversupply, entry of the major supermarket chains into the market, global competition and the impact of the high Australian dollar, and changing tastes amongst wine consumers. The viability of the local wine industry is highly dependent on the retention and protection of the vineyard area, both for production and visual amenity, and the tourism industry.

Recognise, enhance and strengthen the interrelationship between the wine industry and tourism with quality wine experiences being a core asset and an integral part of the brand values of the LGA. Protect the viticultural areas and wine industry from urban encroachment and inappropriate development to ensure that the industry remains sustainable and the brand values are protected. Advocate for the Wollombi area to be excluded from the coal seam gas (CSG) exploration area. The exclusion of both the Pokolbin and Wollombi areas from CSG exploration needs to be firmly embedded in planning controls and regulatory legislation.

Vineyard and winery operators are diversifying their product mix to generate additional income, spread risk, provide a point of difference and build visitation.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Export markets are opening up for Australian wine at the quality end of the market. The ‘budget’ end is being flooded by lower cost wine producers in developing nations. To be competitive, the Hunter needs to focus on the quality end of the market.

Encourage diversification into activities that are complementary to the wine and tourism sectors that will contribute to the on-going sustainability of both sectors. Encourage the wine industry to grow export markets.

Tourism Cessnock LGA is promoted as Hunter Valley Wine Country (HVWC) with tourism strongly geared to food and wine and events, and focussed on the Pokolbin-Lovedale area. The scenic amenity of the area is an integral part of the attraction base and experience offered.

Continue to build, strengthen and promote food and wine as a core attraction for the LGA, targeted to key markets including short breaks, weddings, business and entertainment events, including major concerts. Diversify the market base and address seasonality issues by building a second tier of nature and activity-based visitation throughout the LGA, to sit below the Wine Country (vineyards area) and core markets and experiences. Protect the visual amenity, vineyard areas and other key assets of the LGA from urban encroachment and inappropriate development. Improve presentation and upgrade attractions, facilities and infrastructure to deliver on the brand positioning and promise of quality. Encourage the brand and positioning to be applied across a range of activities and sectors – including activities such as the Nostalgia Festival in Kurri Kurri, historic pub stays, Cessnock CBD cultural events etc, as part of the repositioning targeted to changing the entrenched negative perceptions of the Cessnock LGA. Ensure that the product and infrastructure development needed to grow and diversify the tourism base of the LGA is included in both the HVWC and Hunter Region Destination Management Plans.

HVWC, is a ‘mature’ destination that is perceived as being both ‘one dimensional’ (ie, wine focused) and expensive. HVWTA is implementing a marketing campaign to re-brand and reposition the destination to appeal to a younger, affluent aspirational market. The brand essence is ‘Simple Sophistication’. HVWC is positioned as a sophisticated, up-market, world class destination, however does not consistently deliver on this branding. The poor condition of the roads, ineffective and ‘tired’ signage, urban encroachment and some inappropriate developments, and low standards in customer service are inconsistent with the branding. There is no strong ‘second’ tier of visitation sitting below Wine Country vineyards area, wine and food and the supporting attractions and experiences located in the vineyards area. Cessnock LGA has some very good assets (eg State Forests and National Parks, Loxford Park Speedway etc) that could be developed to grow nature and activity based tourism. This would require investment in infrastructure and facilities to support visitation, combined with effective marketing and promotion.

The large events being held in the Vineyard area are changing visitation patterns. While these events are generating business for the accommodation sectors, they can sometimes impact on certain peak visitor times for other businesses.

Undertake consultation with event hosts to prevent clashes where possible with other events i.e. such as peak short breaks visitation times. Build the concert and events activities where feasible to strategically increase visitation during shoulder and off peak times.

Attracting skilled hospitality staff and delivering quality customer service is a significant challenge for the tourism sector. Many of the local people who have hospitality training (eg TAFE Certificates) do not have the service mentality and/or the ‘soft’ skills that the hospitality industry is looking for.

Develop a broad industry approach and program (long term) that includes the engagement of the local community, partnerships with schools, youth services, TAFE and other businesses to promote the customer service culture needed and to develop ‘soft’ skills to ensure job readiness.

There is a concentration of golf facilities of high international standard and they offer a major opportunity to provide distinctiveness to the region.

Build and strengthen golfing activities within the LGA to provide distinctiveness and recognition for the region as an international golfing centre.

Extractive Industries While there are only two operational coal mines left in the LGA, there are Ensure that Cessnock LGA is involved in regional workforce and industry

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities around 30 mines within 60 minutes’ drive of Cessnock LGA. The industry remains very important to the LGA in terms of the employment of residents and the number of mining-related businesses that service the mining sector.

planning.

The LGA has a range of businesses servicing the mining and extractive industries, as well a significant proportion of the labour force working within these industries.

The LGA is well placed to continue to service the industry and with the right support and incentive may be able to further expand and diversify these services.

The vineyard areas around Pokolbin, Rothbury, Broke and Wollombi underpin the viability and sustainability of the wine and tourism industries within both the LGA and Hunter Region. It is critical that the vineyards and other significant agricultural lands are protected from the impacts of mining and CSG. It is equally important to protect the visual and scenic amenity of the LGA.

Advocate to ensure that planning and development controls at State, regional and local levels, recognise and protect both the vineyard areas and other significant agricultural land from urban encroachment and/or conflicting or inappropriate development, including coal mining and CSG extraction. The visual and scenic amenity of the area also needs to be given priority and protected and where possible, enhanced.

Manufacturing Manufacturing outputs in the LGA are very diverse. As traditional ways of doing things change, innovation, along with staying abreast of changing global markets, technologies and business processes will be the key to business expansion and growth.

Encourage manufacturers to work together to build the sector, forming clusters and/or joining organisations such as HunterNet to access technology, expertise, markets and training. Encourage businesses in Cessnock LGA to work together to bundle products and services, develop and sell solutions and to achieve competitive advantage and critical mass. Clusters can also lobby government, bundle training options, and target common markets.

Cessnock LGA has a workforce geared towards manufacturing. While many skills already exist at the ‘blue collar’ level, job skills need to become more diverse and geared towards higher end manufacturing where innovative skills in design (industrial, technological, interior, product, marketing, etc.) and technology are increasingly required.

The manufacturing sector needs to look at how it engages with existing and potential employees and training providers to ensure that the skills needed in the future are encouraged and supported.

A number of companies are involved in research and development in Cessnock LGA. Opportunities exist to build the capacity of research and development across the sector in the LGA and to establish niche innovative markets.

Position and promote Cessnock LGA as a centre for innovation, research and development. Endeavour to build the R&D sector to provide assistance and support to take industries into the future.

There are an increasing number of boutique food manufacturers in the LGA. Opportunities may exist for some of these manufacturers to move into the expanding ‘mainstream’ boutique product sector. Some products may translate into larger production runs; some may benefit from collaborative marketing and selling campaigns. Celebration and promotion of the diverse products in the Cessnock LGA will provide a point of difference that can be capitalised on in the positioning, marketing and branding of the LGA.

Support and build the boutique food manufacturing sector. Position Cessnock LGA as a focal point for quality, boutique food production and manufacturing, with this being a strong point of difference to other manufacturing locations within the surrounding regions. The branding and positioning needs to reinforce the lifestyle and tourism branding values of HVWC.

Construction There are clusters of construction businesses in commercial premises in the Adopt a ‘HunterNet-style’ approach by encouraging construction businesses to

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Branxton and Kurri Kurri areas as well as over 220 home-based businesses involved directly in building design and construction, and building repairs and maintenance. There are no large property development and construction companies in the LGA. The development of the proposed residential and industrial estates within the LGA will provide business opportunities for the local construction sector.

cluster together / form strategic alliances to achieve the efficiencies of large developers and bid for larger building contracts.

Retail The retail sector is undergoing significant structural change as businesses adapt to the competition posed from on-line sales, with businesses increasingly becoming multi-channel outlets in order to retain and grow their customer base.

Ensure that local businesses are aware of trends in the retail sector and the advantages and opportunities of integrating digital technology into the marketing, promotions and sales strategies. Implement the Cessnock CBD Masterplan. Encourage and support business and shop owners to remain abreast of latest trends and customer expectations in presentation and service.

The perception that Cessnock is not an attractive place to shop and that customer service is often poor, is influencing spending in and visitation to the centre. The amenity of the area needs to be addressed, with this supported by an effective branding and marketing program to re-position and promote the town centre as a quality lifestyle/cultural and retail experience. Good presentation and quality customer service can make a significance difference to the shopping experience. The proposed Huntlee town centre proposal could potentially have a significant impact on the Cessnock CBD.

As a priority, introduce strategies to develop and position the Cessnock CBD as a lifestyle centre, providing a very different shopping experience to the proposed shopping complex style development that will be provided at Huntlee and is provided in competitive centres within the surrounding region.

The by-passing of the Greta and Branxton town centres by the Hunter Expressway provides the opportunity to develop these centres into strong village centres, with these areas becoming the social hub and meeting place for the village communities.

Position Greta and Branxton as village centres, capitalising on their historic character. Implement streetscape / town centre improvement programs once the Expressway is open.

Creative and Cultural Industries

Innovation and creativity will be key drivers for the future of many of Australia’s industries with a world-wide emphasis on increased productivity, working smarter and developing innovative products and services to be more competitive. The demand for innovation and creative industries is growing.

Assess the level of innovation and contribution that creative industries make in Cessnock LGA. Further develop the capacity of this sector to facilitate and promote innovation and creativity across all economic activities in the LGA. Encourage innovative local industries to play an active and highly visible role in the development and implementation of the RDA Creative Industries Strategy for the Hunter Region. Focus on showcasing existing innovation and creativity as part of the strategy for re-positioning and promoting Cessnock LGA.

Whilst there is evidence that innovation and creativity are strong contributors to the economy in Cessnock LGA, due to the composite nature of the industry sectors, it is not known to what extent innovation and creativity are embedded in existing sectors. It is also not known whether many of the products and services are created and sourced locally or from elsewhere.

Cessnock has a diverse range of quality events and festivals, quality event venues and visual arts. These assets are not capitalised upon or effectively promoted.

Support the development, marketing and promotion of the performing arts, events and festivals and visual arts. Position and promote Cessnock LGA as a dynamic cultural and arts hub within the Hunter Valley.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Health and Social Services

In terms of employment, the health and social services sector is one of the fastest growing sectors in Cessnock LGA, as well as Australia-wide. There is currently a shortage of medical practitioners, allied health professionals, early intervention services, and health and child care workers throughout the LGA.

Strongly advocate for a major injection of funding to address current shortfalls in services and plan for future service delivery within the LGA. Encourage local residents to obtain health care, aged care and/or child care qualifications to meet the growing demand for skilled workers. With the population expected to double within the next 25 years, along with

ageing, the delivery of health and social services will be critical. There will be increasing demand for both aged care and child care staff. The proposed Hunter Valley Hospital will provide employment and business opportunities for Cessnock LGA.

Explore opportunities for local businesses to secure service and supply contracts.

Positions identified by local businesses as difficult to fill: Cellar Door - Sales, Marketing & Administrative Chefs & Apprentice Chefs Kitchen staff (experienced) Wait staff (experienced) Bar staff Front of House Staff Cleaners Casual Hospitality Staff – weekends & evenings Casual Shop Assistants Commercial Managers – hospitality & retail Vineyard pickers & pruners (seasonal) Child care workers University trained early childhood teachers Secretarial / Administrative / Clerical Boilermakers, Fitters Handyman Accountancy staff Property – Sales and Investment Managers Mechanics / Auto Electricians / Auto Trades Sales - Auto spare parts Electricians Professional across all sectors Engineers IT Engineers / Consultants / Technicians Nursing & Aged Care

Services identified as difficult to source locally: Early childhood intervention – Speech Therapy, Occupational Therapy, Psychologists, Counsellors Couriers Plumbers Electricians Builders Carpenters Cabinet Makers Printing Services Mechanics Spa Maintenance Telecommunications / Antenna Services Handy Man / General Maintenance IT / Computer Cleaning

There are a number of professions and services that are in demand whether in the mining, hospitality, health or construction industries for example. This provides opportunities for local business to capitalise on providing services and expanding their businesses as well as for skills development within the LGA.

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Land, Infrastructure, Facilities and Services to Support Economic Development Economic development is dependent on having land and premises available to accommodate businesses as well as the transport, utilities (water, electricity, gas, telecommunications etc), business services and education and training to support growth. Within Cessnock LGA the limited supply of industrial land and a lack of modern industrial and commercial premises is a constraint to attracting growth. Transport services and utility infrastructure are largely in place, with the LGA well supported with business and employment services. While there are a number of education and training providers within the LGA and surrounding region, limited skills within the local workforce remain an issue. Issue / Activity Strategic Considerations Strategic Directions / Opportunities Availability of Land & Premises Availability of industrial and commercial land and premises

Industrial and commercial development within the LGA is currently constrained by a shortage of available, serviced (ie development ready) land and a lack of modern industrial units and commercial premises available for purchase or lease.

Explore opportunities for improving the presentation of the existing industrial areas within the LGA. Endeavour to resolve issues with HEZ so that the land is ‘development ready’. Explore options for expanding the Kurri Kurri industrial area and/or providing additional employment lands in close proximity to the Hunter Expressway access ramps. Target strategic industries for the Huntlee and Freight Hub developments.

The existing industrial areas within Cessnock LGA are not competitive with the new industrial areas and business parks in the surrounding region. With the opening of the Hunter Expressway, businesses will be looking for industrial land and premises close to the expressway ramps in the corridor from Buchanan to Branxton. While appropriately zoned, a range of environmental issues need to be resolved before most of the land in the HEZ estate can be developed. It will take time before the employment lands included in the Huntlee development and the industrial land in the proposed Freight Hub are brought onto the market.

Availability of residential land

Large tracts of urban land within the LGA will be progressively developed over the next 25 years. Much of this land is concentrated in the Braxton-Greta-North Rothbury area. The lag time between when people move into this area and the opening of the Huntlee shopping centre will provide a window of opportunity for retailers and businesses in Cessnock, Branxton and Greta to service and build ‘relationships’ with new residents.

Encourage the establishment of goods and services to support the growing population. Encourage the local construction industry to capitalise on opportunities afforded by the development of the new estates.

Transport & Freight Services Road Access The Hunter Expressway will increase accessibility to the northern areas of

Cessnock LGA and change travel patterns within the LGA, with new points of entry into the LGA and the removal of much of the heavy vehicle traffic from the internal road network.

Capitalise on opportunities created by the Hunter Expressway. Provide strong links between the Expressway and the main activity nodes within the LGA.

A number of the main regional feeder roads within the LGA are in poor condition. In particular, the condition of some of the roads within the Wine Country area, and the road from Wollombi to Cessnock, are not

Continue improvements to key regional feeder roads and tourist routes.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities commensurate with a world-class tourist destination. Population growth is likely to result in increased congestion on local roads and in town centres. Increased traffic congestion could deter businesses from establishing in the LGA and also encourage residents in outlying areas, particularly along the Hunter Expressway corridor, to shop outside of Cessnock LGA.

Develop and implement an access and parking strategy to cater for the increased traffic that will be generated by the new development, and to ‘make it easy’ for people to shop in Cessnock.

Signage Effective signage is needed to support the tourism industry, with signage having an information and promotional role. This includes ‘inspiring’ gateway signs at the entry points into the LGA, place-making signs at the entrances to each of the towns and villages and Hunter Wine Country, information directories (maps) at the main entry points into the LGA and Wine Country, and comprehensive directional and facility (using the international icons) signs throughout the LGA. Ideally, frames to hang event signs should also be erected at strategic locations throughout the LGA

Prepare and implement a signage strategy.

Rail With the expected growth in population in the Branxton-Greta area there will be a need to increase passenger rail services between Branxton and Maitland / Newcastle.

Lobby for the current Maitland-Newcastle rail services to be extended to Branxton, with a bus-rail interchange and adequate car parking provided at Branxton Railway Station.

The Pacific National Train Support Facility at Greta may also offer opportunities for local engineering, fabrication and other support services.

Encourage local businesses to explore options for providing support services. Explore options for attracting other support and maintenance facilities to the Branxton-Greta area.

There appears to be significant spare capacity on the South Maitland Railway line.

Explore options for: - The re-introduction of passenger rail services on the South Maitland rail

line. - Access to the rail service for industries located in the Kurri Kurri industrial

area. - A spur line to service HEZ.

Air Services The proposed introduction of international air services and the expansion of domestic flights into Newcastle Airport opens up considerable opportunities for tourism as well as the possibility for exporting via air freight.

Assess the tourism opportunities generated by domestic and international air services and ensure that they are addressed in the Destination Management Plan for HVWC.

Cessnock Airport is used by both the tourism and mining sectors as an access point to the area. The Airport also supports a number of aviation businesses as well as recreational flying and aviation tourism.

Retain and upgrade Cessnock airport to accommodate larger planes and facilitate the establishment and growth of aviation businesses and aviation tourism within the LGA.

The expansion and upgrading of Cessnock Airport would enable Cessnock LGA to attract the small and medium sized recreational and charter operators that are being displaced from Bankstown and Newcastle Airports and will ultimately have to relocate from Warnervale, Belmont and possibly Rutherford.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Freight Services The proposed Hunter Freight Hub, to be located primarily in Cessnock LGA,

will provide business and employment opportunities for the LGA. There are a number of trucking / haulage companies based in Cessnock LGA, which are well positioned to capitalise on the increase in freight movements in the Hunter Region and the Freight Hub development.

Support and lobby for the Freight Hub development.

Public Transport Public transport services in Cessnock LGA are limited and will need to be improved to service the new urban release areas. Limited public transport may be a deterrent to some businesses and individuals looking to establish in the area.

Explore options for expanding public transport services in line with population growth. Advocate for improved public transport services. Develop a network of connected commuter cycleways to link key activity nodes.

Utilities Electricity The electricity supply infrastructure in the LGA is adequate to accommodate

growth over the next 5 years, with the infrastructure being progressively upgraded to accommodate the 2030 population and employment growth targets. With the closure of the Hydro Aluminium Smelter there is significant spare capacity in the Kurri Kurri area. Energy costs are now a major cost for businesses.

Explore opportunities for and encourage the development of local / onsite generation of power

Gas The gas supply to the Hunter Region is being augmented and ‘secured’ with the development of the Hunter – Queensland Gas Pipeline. There will be sufficient gas supplies for businesses that are intensive gas users looking to establish in the area.

Promote the availability of gas as one of the assets of the LGA.

Water & Sewerage Water and sewerage infrastructure is being progressively upgraded to accommodate the proposed growth in the area. Recycled water is available from the WWTP in Branxton, with the potential for recycled water to also be available from WWTPs in other parts of the LGA as part of plant upgrades.

Where feasible, provide access to recycled water from the WWTPs within the LGA.

Telecommunications The urban areas of Cessnock LGA have good 3G and 4G mobile networks. The rural areas have no or very poor coverage which limits potential for the establishment of home-based businesses dependent on high speed internet connections. Cessnock LGA is not part of the current roll-out of the NBN fibre optic cable network. The NBN is currently being installed in Newcastle, Lake Macquarie and parts of Maitland LGAs, which will give these areas a competitive advantage over Cessnock LGA.

Lobby for Cessnock LGA to be included in the NBN roll-out.

Waste Services Cessnock LGA has good waste services with no capacity constraints. Kurri Kurri is developing as a centre for innovative waste management and recycling, with potential to grow these activities further.

Look to consolidate and grow the Kurri Kurri area as a focal point for state-of-the-art, innovative resource and waste management and recycling industries.

Support Services Business Support Services

Businesses located in Cessnock City have access to a wide range of services that provide information, advice and support both locally and across the Hunter. The services are provided by Federal and State Government

Ensure that businesses in the LGA are aware of and are encouraged to use the support services available.

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Issue / Activity Strategic Considerations Strategic Directions / Opportunities Departments as well as a range of industry groups and networks.

Employment Services & Programs

There are a number of employment programs and employment service providers that assist people to find employment and assist employers recruit employees.

Ensure that employment support services are ‘delivering’ the skills required by industry sectors and employers.

Tertiary & Vocational Training

The Hunter Region is home to a number of quality educational institutions and educational organisations, including the University of Newcastle, TAFE NSW – Hunter Institute, Avondale College and Tocal College. The Hunter Hotel Academy is located at Kurri Kurri TAFE, with the TAFE also recognised as a Centre for Excellence for Plant and Heavy Vehicle Training, Horticulture and Viticulture. HPOTS also provides training for heavy vehicles and plant for the construction and mining industries.

Training programs available need to be promoted to businesses within the LGA.

Cessnock LGA does not have a culture of seeking university qualifications nor a workforce geared to management and higher professions.

Advocate for access to university programs and services within Cessnock LGA to encourage higher educational achievement and to build a qualified workforce.

Training Needs Identified by local businesses: Customer Service (by far the most requested) / Aussie Host Working with difficult customers / staff ‘Soft Skills’ – service & communication Degree courses in Hospitality Short courses for volunteers / casuals – eg food handling, RSA, RCG Short courses – office skills – book keeping, computers, administration IT / Computing Financial Management / Planning Meeting procedures / public speaking Photoshop / Image Enhancement Retail sales / protocols Building trades (practical focus) Numeracy & Literacy Public relations / media Digital sales & marketing Leadership Mediation How to attract & retain staff

The modern and new Kurri Kurri TAFE is the centre for the Hunter Hotel Academy and a centre of excellence for training in Plant and Heavy Vehicles, Horticultre and Viticulture. Komatsu is one company who utilises the training facilties for their on-the-job training.

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Introduction

Part 3 sets out the Priorities, Strategies and Actions that, when implemented, will assist in achieving the Strategic Objective and Desired Outcomes set out in the Cessnock Community Strategic Plan 2023.

Strategic Objective

The Strategic Objective is:

‘A sustainable and prosperous economy - achieving long term economic security through a mix of diverse business and employment options.’

To achieve this objective, Cessnock City Council will work collaboratively with business and industry associations, local businesses and the broader community to build a dynamic and innovative business environment that is sustainable and supports, protects and enhances the lifestyle, environmental and cultural assets of the LGA.

Cessnock Community Strategic Plan 2023

The face of manufacturing in Australia is changing with the sector increasingly becoming more automated and reliant upon more highly skilled employees. Cessnock LGA has many businesses such as Orica (photo), Ulrich Aluminium and Weston Aluminium that are leading the way in the development of innovative ways of doing things and new products.

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Desired Outcomes

Positioning of Cessnock LGA

• Cessnock City will be a dynamic and innovative local government area that offers a contemporary lifestyle, is culturally rich and regionally, nationally and globally connected.

• The rural and bushland setting will be retained and the vineyard areas will be protected from urban encroachment and inappropriate development.

• The towns and villages will be progressively developed as lifestyle centres – the meeting and focal point for local communities.

• The LGA will be promoted as ‘Family Friendly / Child Friendly’ – a friendly, caring community, ideal for raising a family.

• Creation of local long term and stable employment opportunities. • Diverse and long term appropriate investment in the local economy (built, environment, human). • Expansion of existing activities and the attraction of new business, government and industry to decrease the reliance on

dominant activities. • Ongoing investment in a skilled workforce. • A stronger local economy and improved resilience, enhancing Cessnock LGA’s amenity, image and quality of life. • Mutually beneficial, cooperative partnerships across the community. • The ability to recognise and act on opportunities and to respond and adapt appropriately to changes within the

economy.

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Drivers of Growth The economic activities in the LGA can be broadly divided into ‘Leading Economic Activities’ and ‘Responders’. Within Cessnock LGA the Leading Economic Activities are agriculture, forestry, wine production, tourism, extractive industries, some manufacturing and the Correctional Centre. ‘Responders’ are the activities that support and are dependent on the performance of other activities. ‘Responders’ are primarily the retail, construction and service industries. The performance of the ‘Responders’ is often impacted, both positively and negatively, by the performance of the ‘Leading Economic Activities’. For example, a downturn in the regional mining sector results almost immediately in a contraction in retail spending. Population growth and related health and socio-economic status also stimulate demand for retail, construction and a broad range of services. In addition, there are a number of factors that will influence change and growth in economic activities across all sectors. These factors include innovation and creativity; changing technologies; availability of land, premises and support infrastructure, facilities and services; the changing marketplace and consumer trends; education and training; the shift towards a carbon neutral economy and an increased focus on resource management. As the Cessnock economy is intrinsically linked with the regional, national and global economies, performance will be subjected to a range of external factors that are largely outside of the control of local businesses. The Economic Development Strategy needs to focus on providing a positive and supportive environment for local businesses and ensuring that businesses have access to the advice and services needed to enable them to capitalise on external opportunities and plan for and manage external threats.

LEADING ACTIVITIES Agriculture / Forestry Wine Production Tourism Extractive Industries (local

and regional) Manufacturing (some) Correctional Centre

RESPONDERS Retail Construction Manufacturing / Fabrication

(some) Commercial & Personal

Services Government Services Professional, scientific &

technical Lifestyle services/industries –

cafes, restaurants, sport and recreation & cultural activities

POPULATION GROWTH Natural Inward Migration Health and Socio-economic

Drives demand for

FACTORS THAT WILL INFLUENCE GROWTH & CHANGE IN INDUSTRY SECTORS Innovation & Creativity Technology Availability of land and premises, and support infrastructure, facilities and services Market growth & diversification Education & Training – a skilled, flexible, adaptive workforce Energy Costs, the move towards a carbon neutral economy and increased resource management

Drives demand for

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Priorities for Economic Development The Economic Development Strategy incorporates three priorities for economic development within the LGA. Key Strategies and Actions for each of the priorities are provided in the following sections. Priority 1: To ensure that the foundation ‘blocks’ needed to support and stimulate economic development are in

place. Strengthening the foundation blocks for economic development with a focus on strong leadership from Council and businesses, effective communication across economic sectors, and business and workforce development, will provide a solid base for economic development within the Cessnock LGA.

Priority 2: To support and nurture existing economic activities – to encourage increased productivity, sustainability, growth and employment. Adopting a ‘growth from within’ approach in which existing local businesses are supported and nurtured is the most effective way of fostering sustained business and employment growth. As identified in the Economic Profile, there are considerable opportunities to grow and/or diversify a number of existing economic activities.

Priority 3: To target new businesses and economic activities.

Build and diversify the local economy by targeting new businesses and economic activities that will fill ‘gaps’ and strengthen and broaden existing sectors.

Planning for population growth by developing land for residential purposes is one of the biggest challenges for Cessnock LGA.

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Initiatives that will Drive Economic Growth within all of the Priorities Leadership and Advocacy

Developing leadership that fosters collaboration and partnerships and advocates for growth and improved infrastructure, services and economic activities.

Collaboration & Networking

Building an innovative, collaborative business environment that encourages networking and effective communication, and the exchange of information and ideas, and builds confidence within local businesses.

Communication, Marketing & Promotion Providing dynamic marketing and promotion of Cessnock LGA as a premier place to live, work, visit and invest.

Planning for Population Growth

Ensuring that the infrastructure, facilities and services needed to support growth are in place and that the opportunities afforded by the expected population growth in Cessnock LGA and surrounding areas are fully capitalised upon.

Business and Industry Development

Growing existing businesses and encouraging new businesses and investment to the LGA.

Workforce Development

Developing a skilled workforce by aligning education and training with current and likely future employment requirements for qualifications and skills.

Liveability

Protecting the key lifestyle and natural assets of the LGA, coupled with providing the services and facilities needed to ensure that Cessnock LGA is an attractive place to live, work and invest.

Collaboration and networking across industry sectors is very important. Many people provided valuable input into the development of the Cessnock LGA Economic Development Strategy by attending workshops such as at the Cessnock Chamber of Commerce Business Breakfast (top) and at the Creative Industries workshop (below).

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Priority 1: To ensure that the foundation ‘blocks’ needed to support and stimulate economic development are in-place.

The immediate focus needs to be on building the foundation to support and stimulate economic development. Foundation Current Status Council ‘open for business’ – quality customer service, positive ‘can do’ attitude, and policies and procedures that encourage and facilitate appropriate and sustainable growth.

Not perceived to be in place.

Effective leadership, collaboration and communication. Partially in place. Cessnock LGA to have a positive image in the market place. Not in place. Ensuring that Cessnock LGA is an attractive place to live, work and invest. Physical environment protected but needs enhancing.

Built & cultural environments – need improvement, development and investment. Skilled workforce – with strong work ethics. Not in place in all sectors. Availability of suitable land and premises for commercial and industrial development. Not in place. Availability of infrastructure and services to support development. Transport services, utility infrastructure and business support services are

primarily in place – with utility infrastructure are being progressively upgraded to meet the population targets set in the Lower Hunter Regional Strategy.

Goals • To create a positive and supportive business environment. • To forge a strong collaborative partnership between Council, business and community organisations and local businesses. • To remove barriers to investment and development. • To ensure that Cessnock LGA is an attractive area to live, work and invest. Strategies 1. Cessnock City Council to be, and to be recognised as, pro-active and supportive of economic development. 2. Assess the capacity and potential of local industry sectors and businesses. 3. Establish effective leadership, collaboration and communication between key stakeholders. 4. Build a strong, positive profile for Cessnock LGA. 5. Ensure that Cessnock LGA is an attractive place to live, work and invest. 6. Ensure that the workforce has the qualification and skills required by local and regional businesses. 7. Ensure that there is suitable industrial and commercial land and premises available in the LGA to facilitate growth. 8. Ensure that the infrastructure and utilities needed to support economic development are in place.

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Strategy 1: Cessnock City Council to be, and to be recognised as, pro-active and supportive of economic development. Cessnock City Council is pivotal to successful economic development within the Cessnock LGA. Council is often the first point of contact for potential new businesses and residents and for developers and investors. It is essential that the first, and all subsequent interaction with Council, are positive experiences. Strategic Outcomes • Council to be (and to be perceived to be) welcoming, professional, efficient and proactive in its approach to economic development. • For Council to adopt a ‘can-do’ attitude with a focus on finding innovative solutions that will deliver appropriate, sustainable development.

Being pro-active means being welcoming and willing to discuss ideas, concepts and projects, and work through concerns and issues with the proponent to deliver the best outcomes for the LGA. It does not mean that Council should be endeavouring to approve all development, regardless of whether it is appropriate or not for the LGA. Initiative Key Actions

1.1 To ensure that the customer service procedures for handling development enquiries and processing development applications are ‘best practice’ – welcoming, helpful, professional and efficient.

1.1.1 Evaluate the effectiveness of the current procedures and protocols in handling development enquiries and applications. • Review and evaluate the feed-back received from the EDS consultation. • Seek feed-back from recent ‘clients’ who have made enquires or lodged development applications to discuss their

experience in dealing with Council. • Seek feedback from the business community – through consultation with business groups and/or via a business

leaders forum. • Explore ‘best practice’ initiatives from Councils that have been highly successful in attracting economic

development. • Evaluate the current enquiry process and customer service procedures – to identify opportunities for

improvement. 1.1.2 Develop and adopt ‘best practice procedures’, with Council staff fully briefed on these procedures. 1.1.3 Establish internal communication protocols - between reception, planning and economic development, with linkages

to the General Manager, Mayor, Leadership Group and Major Projects Committee. 1.1.4 Put in place a monitoring and feedback system and continue to improve practices and procedures.

1.2 Ensure that developers / investors and potential new residents and businesses have access to up-to-date, comprehensive information on Cessnock LGA and to other relevant plans, strategies etc.

1.2.1 Ensure that all plans, strategies and policies relevant to development, clearly articulate Council’s vision and objectives for the LGA, with these documents readily identified on Council’s website and easy to download.

1.2.2 Review the information available for potential developers / investors and up-date and improve where needed. 1.2.3 Prepare a ‘Welcome Pack’ for new residents – with information available in both hard copy and on-line from

Council’s website. 1.2.4 Develop a dedicated economic development website providing comprehensive information on the LGA as well as

useful information for prospective developers / investors and existing businesses. 1.2.5 Ensure that the Economic Development website is kept up-to-date and refreshed regularly.

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Initiative Key Actions 1.2.6 Link the Economic Development website to Council’s website.

1.3 Communicate Council’s commitment to economic development to the broader community.

1.3.1 Develop and implement a media and public relations strategy.

Strategy 2: Assess the capacity and potential of the industry sectors and businesses within Cessnock LGA. Having in place a data base that provides comprehensive information on the structure, capacity and potential of the industry sectors and businesses within Cessnock LGA is fundamental to improving communication, exchange of information, facilitating networking and clustering, identifying opportunities, setting directions and monitoring results. Strategic Outcomes • Comprehensive data bases of businesses in the LGA and the business support services available. • In-depth understanding of the capacity and potential of businesses within the LGA. • Strategy formulated with programs to assist local businesses. Initiative Key Actions Build business and services data bases 2.1 Develop data bases as the platform for

communication, assessment and monitoring. 2.1.1 Develop and maintain a comprehensive business data base and e-mailing lists 2.1.2 Develop and maintain a comprehensive business support services data base.

Assess business capacity & potential 2.2 Assess the capacity and potential of industry

sectors and individual businesses. 2.2.1 Undertake a Business Capacity Assessment Study to identify and assess capacity and potential, desire for expansion,

barriers to growth, skills needs, possible opportunities, including local procurement programs etc. 2.2.2 Further investigate opportunities and issues by sector identified in the Cessnock City Economic Profile. 2.2.3 Undertake additional research into the industry sectors to identify trends and opportunities. 2.2.4 Formulate a Business Retention and Expansion Strategy as the basis for working with local businesses.

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Strategy 3: Establish effective leadership, collaboration and communication between key stakeholders. There are a diverse range of stakeholders involved in the economic development process. These include Council, Government agencies (infrastructure & service providers), business and industry associations, business operators (both individuals and corporate entities) and community groups. Bringing these groups together and coordinating activities to deliver economic outcomes, will require strong leadership and strategic partnerships. Strategic Outcomes • For all stakeholders to be working collaboratively towards a shared vision for economic development within the City. • For Cessnock City Council to take a strong leadership role, particularly in the areas of coordination and advocacy. • To establish strong communication networks between Council and key stakeholders and between and within the various business and industry groups. Initiative Key Actions Cessnock City Council

3.1 Position Cessnock City Council as a leader and driver of Economic Development.

3.1.1 Ensure that Council’s culture, structure, roles and responsibilities and internal communication channels are conducive to driving economic development within the LGA.

3.1.2 Incorporate the EDS objectives, recommendations and actions into the Cessnock City Community Strategic Plan 2023 and supporting documents, and where relevant, into other strategies, plans and policies developed by Council.

Strategic Alliances & Partnerships 3.2 Build support for and commitment to the

Economic Development Strategy (EDS). 3.2.1 Identify the organisations that Council needs to work with to implement the EDS actions, the roles that these

organisations will play, and the activities / projects that need to be undertaken. 3.2.2 Brief each of the organisations on the EDS and work through with them how they can contribute. Endeavour to gain

support for the EDS and commitment to working with Council and taking responsibility for relevant activities and projects.

3.2.3 Develop a communications and media strategy to raise awareness of the EDS, and to keep the business community and public informed about activities and initiatives.

3.3 Continue to build relationships with local stakeholders and industry sectors.

3.3.1 Identify opportunities for clustering and strategic alliances and partnerships within and between industry sectors and businesses.

3.3.2 Provide direction and support to local business and community groups, not-for-profit organisations and businesses to undertake initiatives consistent with recommendations of the EDS.

3.3.3 Build relationships with key industry sectors both within the LGA and externally. 3.4 Harness the skills and experience available within

the LGA and surrounding region. 3.4.1 Explore options for establishing a ‘Business Leaders Forum’ to generate ideas and provide feedback to Council and

other levels of Government, from an industry perspective. 3.4.2 Where appropriate establish, encourage and support Task Forces / Working Groups, Networks and Business

Associations to address specific issues or pursue opportunities. 3.5 Strengthen relationships with Government

Agencies, infrastructure and service providers. 3.5.1 Establish / strengthen relationships with key Government Agencies and infrastructure and service providers. 3.5.2 Brief Trade & Investment NSW, RDA Hunter and other relevant organisations on the key priorities and projects for

Cessnock LGA, with the view to having these priorities / projects recognised in regional strategies and/or priority

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Initiative Key Actions lists.

3.5.3 Ensure that these Agencies / Organisations have access to the EDS, and are included in communications for the Strategy.

3.5.4 Actively participate in relevant forums and workshops run by these Agencies and respond to invitations to comment on draft plans, strategies etc.

3.5.5 When needed, lobby for improved infrastructure and services. 3.6 Continue to build strategic alliances with Councils

in the surrounding region. 3.6.1 Continue to build and strengthen the alliances and promote regional cooperation between CCC and neighbouring

Councils to achieve regional and sub-regional economic development outcomes. 3.6.2 Continue to be a member of and play an active role in Hunter Councils, Local Government NSW, Local Government

Managers Association and others as relevant, advocating in the best interests of Cessnock LGA. 3.6.3 Participate in regional training, economic development, marketing and promotional activities.

Communication 3.7 Continue to improve communication between

Council, local business, industry and community groups and with business operators.

3.7.1 Develop and implement a Business / Community Engagement Strategy. 3.7.2 Produce a business e.newsletter to maintain regular contact with key groups, business operators and other key

stakeholders. 3.7.3 Where possible, have a Council representative attend meetings of industry and business groups, with this

representative reporting back to Council. 3.7.4 Encourage and facilitate opportunities for business networking. 3.7.5 To build relationships and ensure continuity and commitment, nominate specific Council officers as the point of

contact for each of the business / industry groups. 3.8 Encourage business operators to communicate

with each other. 3.8.1 Encourage / support industry associations to hold functions and activities that will enable business operators to

communicate and network.

Strategy 4: Build a strong, positive profile for Cessnock LGA. Positively promoting Cessnock LGA as a place to live and invest is an imperative to attracting investment, development and new residents, particularly those from the surrounding region. Improvements in the presentation of the LGA coupled with a range of marketing and promotional initiatives will assist in re-positioning the LGA and raising awareness of its strengths and attributes. The marketing and promotional initiatives required are relatively low cost and can be commenced in the short term. Improving presentation will require a collaborative effort between Council, local communities and businesses as well as funds and resources to implement. It will take time to build momentum and achieve results.

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Strategic Outcomes • Cessnock LGA perceived as an innovative area which offers a contemporary ‘family friendly’ lifestyle, is culturally rich and regionally, nationally and globally

connected. • For local residents to be proud of the area. • For Cessnock City Council to be perceived as innovative, dynamic and proactive (See Strategy 1). • For Government Agencies and other organisations to have the confidence in Cessnock LGA to recommend the area to investors and businesses looking to establish in

the Region. Initiative Key Actions Marketing and promotional initiatives

4.1 Develop and implement a marketing and branding strategy to boost the profile of Cessnock LGA locally, regionally and beyond.

4.1.1 Develop a marketing plan that identifies target markets and strategies with key themes of: • A highly liveable LGA. • Opportunities for business development and investment. • A dynamic visitor destination.

4.1.2 Formulate and adopt a positioning and branding statement for the LGA that links together the key marketing and tourism themes.

4.1.3 Establish image and film vignette galleries and encourage the use of images that are consistent with the positioning and branding of the LGA. Regularly update images.

4.1.4 As part of the marketing plan and branding statement, feature emerging activity-based clusters that are consistent with the positioning and branding of the LGA – including research and development, fresh food production, boutique food and wine manufacturing, ‘green’ industries, creative and cultural activities. Focus on diversity, innovation and sustainability.

4.1.5 As part of the marketing and branding strategies feature the training strengths of the LGA – the Hunter Valley Hotel Academy, Plant and Heavy Vehicle Training Centre, HPOTS, Horticulture and Viticulture Centres of Excellence etc.

4.1.6 As part of the marketing and branding strategy feature the positive natural, social and cultural attributes that contribute to Cessnock LGA being highly liveable.

4.2 Provide quality information and promotional material on the LGA.

4.2.1 Revise the information, marketing and promotional material (hard and soft) for the LGA, adopting the positioning and brand values of the LGA in the content and presentation of the material. This material should include: • A new residents’ Welcome Kit – providing the information needed by new residents and to showcase the ‘liveability’

of the LGA. • An investment prospectus. • Business development and expansion directories (including businesses support services available, development

application processes, etc). • Comprehensive visitor information that includes all tourism products and services in the LGA. • Revised Council information and promotional material. • A comprehensive business / investment section on Council’s website.

4.3 Support a Council media program that 4.3.1 Support the formulation and adoption of a Public Relations and Media Strategy for Council and key industry and

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Initiative Key Actions encourages attitudinal change at the local and regional level and assists in building local pride in the LGA.

business groups. 4.3.2 Feature the emerging activity-based clusters and the training strengths of the LGA in the Public Relations and Media

Strategy. 4.3.3 Work with the local media to identify and strongly promote local ‘heroes’ and achievements – individuals (particularly

young achievers and emerging leaders) and businesses that are innovative and strongly reflect the desired positioning and branding of the LGA.

4.3.4 Explore options for raising the profile of and capitalising on the training strengths of the LGA – the Hunter Valley Hotel Academy, Plant and Heavy Vehicle Training Centre, HPOTS, Horticulture and Viticulture Centres of Excellence etc.

4.4 Encourage businesses to discard practices that are generating negative publicity for the LGA.

4.4.1 Work with business and industry associations to change practices and activities (eg price gouging during events) that are generating negative publicity for the LGA.

4.4.2 Encourage local organisations to raise issues with Council and endeavour to have them resolved before going to the media with negative stories / complaints.

Improve Presentation 4.5 Develop Cessnock CBD as an attractive place to

shop and socialise, with the CBD positioned as a lifestyle centre.

4.5.1 Implement the CBD Masterplan. 4.5.2 Work with the Cessnock Business Chamber to encourage building and business owners to improve the presentation of

their buildings and businesses. 4.5.3 Support the Business Chamber’s initiatives to improve customer service and the skills of retail operators and to market

and promote the Centre. 4.5.4 Ensure that the CBD is effectively sign-posted, including gateway entry signs on the approaches to the CBD.

4.6 Facilitate the development of the Branxton and Greta shopping centres as vibrant village centres.

4.6.1 Work with the Progress Association and community groups to implement streetscape and business improvement programs to create vibrant village centres.

4.7 Ensure that the Bellbird and Millfield areas create a positive first impression to encourage people to establish in these areas (will feed directly into Cessnock CBD)

4.7.1 Improve the presentation of the gateway arrival points, and undertake streetscape improvements in the Bellbird shopping strip.

4.8 Create a positive first impression of Cessnock LGA and each of the towns and villages.

4.8.1 Improve the presentation of the gateway arrival points into the LGA as well as the gateway arrival points in key localities within the LGA (place making) – through landscaping and gateway signage that reflects the character and brand values of the LGA / locality and has a high visual impact.

4.8.2 Provide information directories / orientation information at key gateway locations. 4.8.3 Update and improve the directional signage for localities, points of interest / attractions and facilities (eg toilets)

throughout the LGA. Use the internationally recognised symbols for facility signs. 4.9 Create a strong sense of arrival on each of the

gateways to Hunter Valley Wine Country. 4.9.1 In consultation with HVWTA, tourism operators and local community groups, develop the gateway and place-making

signage for the HVWC area. 4.10 Improve the presentation of the main travel

routes into and through the LGA, in particular the Maitland Road corridor between Cessnock and Kurri Kurri and the MR82 corridor into Cessnock.

4.10.1 Explore cost effective options of upgrading the presentation of the main visitor / travel corridors. 4.10.2 Continue with corridor tree planting programs (eg the Crepe Myrtles – Lagerstroemia ). 4.10.3 Work with the Chambers, property and business owners in Cessnock and Kurri Kurri to improve the presentation of the

industrial areas with frontage to the main travel routes.

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Initiative Key Actions 4.10.4 Formulate a Development Control Plan (DCP) to encourage quality development and landscaping along main road

corridors. 4.10.5 Work with the National Parks & Wildlife Service to actively manage the frontage of the National Park / State

Conservation Areas along the main road corridors, with emphasis on the removal of dumped rubbish, litter and weeds and the erection of signage promoting the National Park/SCA.

4.10.6 Introduce a program of regular lawn mowing, and weed and litter removal along the Maitland Road corridor. Strategy 5: Ensure that Cessnock LGA is an attractive place to live, work and invest. In the consultation for the Economic Development Strategy, ‘Lifestyle’ was nominated as the most significant asset of the LGA, with lifestyle factors including a relaxed, casual lifestyle, rural environment combined with friendly people and a strong sense of community. The country town / village atmosphere and the natural beauty (rural setting, vineyards, scenery, natural environment) of the LGA are highly valued. These assets provide Cessnock LGA with a marked point of difference to other LGAs within the Lower Hunter sub-region. The lifestyle and ‘liveability’ of a locality are very signficant factors in attracting new residents and businesses to an area. ‘Liveability’ is broader than lifestyle, and includes the physical setting, choice in housing, access to education and other facilities and services, local amenity, community spirit etc. The proposed residential estates are likely to appeal to younger families and it is imperative that these areas are ‘family friendly’ with a range of facilities and services for families and children.

Strategic Outcomes • Ongoing protection and preservation of the natural and rural environments and significant view corridors. • Progressive incorporation of the National Parks, State Conservation Areas and State Forests into the recreation and tourism base of the LGA – through improved

access, establishment of visitor facilities and quality interpretation, supported by information, education, marketing and promotion. • Strong, vibrant local communities. • Availability of a diverse range of quality cultural, entertainment and recreation activities and facilities. • Quality education, health and other services in place.

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Initiative Key Actions Protect & enhance the local environment

5.1 Continue to protect the natural assets and scenic landscapes of the LGA.

5.1.1 Continue to ensure that planning controls and policies at local, regional and State level, protect rural and bushland areas, the vineyards and significant view-sheds within the LGA from urban encroachment, inappropriate development and visual, dust and other forms of pollution from coal mining and extractive industries.

5.2 Build community pride in, ownership of and respect for bushland areas within the LGA.

5.2.1 Work with the National Parks & Wildlife Service (NPWS) and the Forestry Corporation of NSW to develop and implement a strategy that will educate LGA residents about the significant biodiversity and habitat value of the bushland and wetland areas within the LGA.

Continue to expand the range of recreational and leisure facilities available in the LGA to increase options and to cater for population growth. 5.3 Integrate the National Parks, State Conservation

Areas (SCAs) and State Forests into the recreation and tourism base of the LGA.

5.3.1 Encourage the NPWS and Forestry Corporation of NSW to identify local ‘gems’ and explore opportunities to increase access, establish walking trails and visitor facilities and provide quality interpretation and information.

5.3.2 Ensure that the tourism opportunities of the National Parks, SCAs and State Forests are recognised in both the HVWC Destination Management Plan and the Hunter Region Destination Management Plan and that strategies and actions are included to improve access and develop visitor facilities and infrastructure, as the basis for building nature and activity-based tourism.

5.3.3 Improve the presentation of the National Parks, State Conservation Areas and State Forests, particularly around the urban fringes along the main traffic routes, primarily through definition of access points and effective signage, removal of dumped rubbish and weed eradication.

5.4 Provide quality aquatic facilities. 5.4.1 Undertake an Aquatics Need Assessment to determine needs – current and future. 5.5 Ensure that each of the towns and villages has

family friendly facilities. 5.51. Progressively upgrade and expand playground facilities within each of the towns and villages. 5.5.2 Explore the feasibility of establishing a large (regional) adventure playground (eg. Speers Point), preferably in an

area close to shops to achieve spin-off. 5.5.3 Explore options for a BMX track and/or skateboard ramp in the larger villages where there are a concentration of

children. 5.6 Extend the cycling infrastructure 5.6.1 Continue to develop recreational and commuter cycleways throughout the LGA and provide support infrastructure

(eg bicycle rack, bicycle storage) in key locations. 5.6.2 Explore options for developing a network of mountain bike trails in the Werakata SCA and/or in the State Forests

located in close proximity to rural villages, for recreation and as the basis for mountain bike tourism and possibly events.

5.6.3 Ensure that cycleways are included in the Huntlee and Anvil Creek developments with these extended to the Branxton and Greta village centres and railway stations.

Encourage the development and diversification of Arts & Cultural activities 5.7 Raise the profile of Cessnock LGA as an arts and

entertainment hub. 5.7.1 Work with HVWTA, venue operators and event organisers to promote all entertainment events in the LGA. Ensure

all events are listed on the ‘What’s On Guide’ on Council’s website. 5.7.2 Actively promote performances and activities at the Cessnock Performing Arts Centre and ensure that the Theatre is

adequately funded to implement a range of audience development programs. 5.7.3 Advocate for resources for the development and operations of the Cessnock Regional Art Gallery to assist it to

contribute more fully to developing the Cessnock CBD as a cultural precinct. 5.7.4 Continue with the development of the arts and cultural precinct in Cessnock LGA.

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Initiative Key Actions 5.7.5 Endeavour to retain the Cessnock Cinema and the Drive-In at Heddon Greta, recognising that the Heddon Greta

drive-in is one of the few remaining in NSW and should be promoted as a tourist attraction. 5.7.6 Explore options for quality public art in Cessnock CBD and other strategic locations within the LGA. 5.7.7 Encourage and support the delivery of innovative, diverse and accessible visual and performing arts programs and

associated events. 5.7.8 Feature the arts, entertainment and other cultural activities in marketing and promotional material developed for

Cessnock / the LGA. Advocate for the expansion of services to accommodate the forecast population growth within the LGA

5.8 Continue to advocate for improved health services within the LGA.

5.8.1 Endeavour to attract more doctors, nursing and allied health professionals to the LGA, to be located in areas of need.

5.8.2 Advocate for comprehensive primary health care programs that address health issues within the LGA. 5.8.3 Advocate for the continued upgrading and expansion of Cessnock Hospital, and the reintroduction of a birthing unit,

in light of the expected increase in population from the release of large residential estates in the Bellbird and Millfield areas.

5.9 Ensure that there are sufficient child care places to cater for population growth.

5.9.1 Encourage the provision of additional child-care facilities within the LGA.

5.10 Ensure that there are sufficient youth programs and facilities to support population growth.

5.10.1 Advocate for and provide programs for youth that are designed to improve socialisation and employment skills, and that encourage creativity and innovation in young people.

5.11 Advocate for improved public transport 5.11.1 Advocate for increased rail services between Branxton and Maitland / Newcastle and explore the possibility of re-introducing passenger services on the South Maitland rail line.

Provide a diversity of dwelling types. 5.12 Ensure that there is a range of dwelling types

developed in the LGA 5.12.1 Encourage a diversity of dwelling types at different price points - including over 55 living, medium density

apartments and town houses and larger lot rural-residential sites within the LGA. 5.12.2 Encourage developers to provide innovative building and subdivision designs that are contemporary, and reflect the

rural character of the area and the quality of the development in the Vineyard areas. Build strong communities 5.13 Build community spirit- encourage and support

opportunities for community development 5.13.1 Encourage and support activities (eg events, sport, community projects) that will encourage residents to work

together, socialise and build pride in and commitment to their local community. 5.13.2 Explore options for community grants or a small annual allocation of funds to encourage and assist communities to

undertake projects. 5.13.3 In the design of new housing estates, include areas / facilities that encourage socialisation – eg playgrounds adjacent

to schools and as part of shopping centres, cycleways etc. 5.13.4 Develop pedestrian and cycleway networks that provide connectivity between communities.

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Strategy 6: Ensure that the workforce has the qualification and skills required by local and regional businesses.

Developing and maintaining a skilled workforce is critical to business growth and diversification and to build resilience within the Cessnock community. The workplace is changing with employers increasingly looking for skilled workers, strong socialisation and communication skills, and innovation and creative thinking. ‘Green’ skills (eg in manufacturing and construction) will also become increasingly important as Australia moves to a carbon neutral economy. The workforce in Cessnock LGA needs to be up-skilled to meet these requirements. There are already significant skills shortages within both the Cessnock and broader regional economy. The workforce of Cessnock LGA is highly mobile with some 9,000 people leaving the LGA daily. In addition, 5,000 people enter the LGA daily to work. This suggests that the jobs of the 5,000 people entering the LGA could be taken up by local residents if they have the right qualifications and experience. This is a significant opportunity for job growth. Alternatively there are 5,000 people who could be targeted to relocate to Cessnock LGA. Strategic Outcomes • A high skilled, innovative and adaptive workforce across all sectors. • A higher proportion of professional and technical skills within the local community. • More opportunities for younger people to enter into apprenticeships and traineeships locally. • Programs in place to provide ‘work-ready’ employees with the soft skills needed. • To break the cycle of generational unemployment.

Initiative Key Actions Workforce Requirements

6.1 Identify the qualifications and skills (hard and soft) needed now and in the future by industry sector.

6.1.1 Undertake research into future workforce requirements by industry sector. Endeavour to meet with regional, state and/or national bodies representing each sector to explore workplace trends and future needs.

6.1.2 Meet with key local business and industry groups and local businesses to discuss workforce issues and requirements.

6.1.3 Meet with local employment services and education providers (eg TAFE) to explore their perception of skills needs within the LGA.

6.1.4 Identify skill gaps – current and likely future 6.1.5 Prepare ‘Work Force Action Plans’ for key sectors.

6.2 Explore options for new approaches to addressing local workforce issues.

6.2.1 Instigate a series of ‘round table’ discussions between schools, tertiary education providers, employment and training providers, business and industry associations and business operators to explore options for up-skilling the local workforce, including developing the ‘soft’ skills needed.

6.2.2 Develop innovative programs and seek funding and/or support from State / Federal Agencies and Industry groups to run ‘pilot’ programs.

6.3 Instigate programs designed to break the cycle of generational unemployment.

6.3.1 Working with State / Federal Agencies, develop early childhood and school-based programs targeted at breaking the unemployment cycle.

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Initiative Key Actions 6.3.2 Strongly advocate for additional early childhood intervention services and resources to ensure that children have

the skills needed to enter and learn at school. 6.3.3 Explore options for introducing programs and activities into both the primary and secondary schools programs

that provide students with ‘life experience’, particularly exposure to hospitality type situations (eg restaurant, cafes) and future technology (eg robotics).

6.4 Endeavour to retain young people in the community by providing training and employment opportunities.

6.4.1 Build partnerships, such as mentor programs, between local businesses and schools. 6.4.2 Explore options for local businesses(both individually and cooperatively) to work with education and training

providers to sponsor and mentor students through traineeships, group projects, workplace training etc. 6.4.3 Investigate with the University of Newcastle, opportunities to run outreach programs with the high schools within

Cessnock, to provide transition courses through the TAFEs in Cessnock LGA and the possibility of establishing a University College in the LGA.

6.4.4 Provide role models – identify and profile local young people who are succeeding within the community. 6.5 Expand the range of courses offered by TAFE

within the LGA, with courses targeted to meet current and future skills gaps.

6.6.2 Strongly advocate for increased funding and resourcing of TAFE colleges in Cessnock LGA and explore options for industry – TAFE partnerships to provide relevant training.

6.6 Introduce a program of short courses for business owners.

6.6.1 Working with the Chambers and Industry Associations, explore business training needs and endeavour to run programs and/or identify appropriate on-line programs to address business needs.

Attracting & Retaining Staff 6.7 Assist local businesses to attract and retain staff. 6.7.1 Assist industry and business groups and individual businesses to develop strategies and programs and/or change

working conditions to attract and retain staff in the face of competition from the mining sector.

Strategy 7: Ensure that there is suitable industrial and commercial land and premises available in the LGA to facilitate growth.

Industrial and commercial development within Cessnock LGA is currently constrained by a shortage of available, serviced (ie development ready) land and a lack of contemporary industrial units and commercial premises available for purchase or lease. The existing industrial areas have limited land and premises available for purchase or lease, and are not competitive in terms of amenity and facilities, with the new industrial estates and business parks in surrounding LGAs. While additional land has been zoned for industrial development, it will take time for this land to become available. The lack of available commercial land and premises, particularly in Cessnock and Kurri Kurri is impeding the development of new commercial businesses include bulky goods retail outlets, and office-based services. This is contributing to the Cessnock town centre not being competitive with areas such as Rutherford.

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Strategic Outcomes • Improved competitiveness of existing industrial areas. • For businesses to establish in HEZ and other industrial areas in Cessnock LGA. • For the proposed Freight Hub to proceed as quickly as possible. • Availability of contemporary industrial units and commercial premises for purchase and lease.

Initiative Key Actions Increase the competitiveness of existing industrial areas

7.1 Establish a register of industrial and commercial land available for sale in the LGA.

7.1.1 Identify and assess the industrial and commercial land and premises available for sale and lease within the LGA. 7.1.2 Work with Real Estate Agents to establish and maintain a register of industrial and commercial properties available

within the LGA. 7.1.3 Ensure that relevant Government Agencies (eg RDA and Trade and Investment) are aware of, and have access to,

the register. 7.2 Improve the presentation of the Kurri Kurri

industrial area to take advantage of the interest that is likely to be generated from the increased access.

7.2.1 In conjunction with the Kurri Kurri Chamber, explore options for providing a rapid make-over of the Kurri Kurri Industrial area: • Lawn mowing, weed and rubbish removal • Gateway entrance signage plus a directory of businesses • Filling potholes • Land available for sale to be ‘cleaned-up’ and ‘for sale’ signs clearly displayed (existing damaged / old signs to be

replaced by the Agents) • Businesses, particularly those along Maitland Road, to clean-up their premises.

7.2.2 Generate media publicity about the Hunter Industrial Ecology Park in Kurri Kurri and the cluster of waste management and re-cycling businesses within the industrial estate. Also generate media coverage about the opportunities that the opening of the Hunter Expressway will generate for Kurri Kurri.

7.2.3 Ensure that the Kurri Kurri Industrial Area / Hunter Ecology Park and HEZ areas are effectively signposted from the Expressway exit ramps.

7.2.4 Endeavour to resolve local flooding / drainage problems in the Kurri Kurri Industrial area to enable flood liable land in the area to be developed.

7.3 Ensure that the industrial areas in Cessnock present well.

7.3.1 Work with the Cessnock Chamber, service clubs and property owners to improve the presentation of the industrial areas on the northern approach (Maitland Road) to Cessnock.

7.3.2 Encourage (through a DCP and/or conditions attached to development consent) quality design and landscaping of new industrial and business park subdivisions and premises in the Cessnock area – with the objective being to progressively enhance the visual appeal of the gateway entry points into Cessnock.

7.4 Encourage improvements in the presentation of the Branxton Industrial area that has frontage to the New England Highway.

7.4.1 As part of enhancing and strengthening the village atmosphere of Branxton, (post the opening of the Expressway), explore options with the Branxton community and property / business owners to improve the presentation of the industrial area along the Highway frontage in a way that will contribute to developing a village character.

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Initiative Key Actions Encourage the take-up of land in the Hunter Employment Zone (HEZ)

7.5 Ensure that the land available at HEZ is ‘development ready’.

7.5.1 Work with the developer/owner of HEZ and relevant Government Agencies to resolve environmental and other constraints to ensure that the sites are ‘development ready’. This will reduce uncertainty for potential purchasers and streamline the development approval process.

7.5.2 Improve directional signage to HEZ from the main road corridors within the LGA. 7.5.3 Notify RDA, Trade & Investment and other relevant Agencies when sites are available and invite them to undertake

a familiarisation tour of the estate. Request that information in the Regional Prospectus and in other land availability data bases is kept up to date.

7.6 Effectively market the opportunities. 7.6.1 Work with the developer / owner to instigate a positive public relations / media campaign about the estate and new tenants as they move into the area.

7.6.2 Encourage the developer/owner to launch their website with this supported by quality, print-based promotional material. Ensure that the promotional material is widely available within Cessnock LGA & the surrounding region.

7.7 Improve access to HEZ. 7.7.1 Re-visit the proposed by-pass around Pelaw Main, to ensure that this is the optimal location in terms of providing access to the Hunter Expressway, the proposed Freight Hub at Beresfield and major link roads within the LGA.

7.7.2 Explore the feasibility of establishing a spur line off the South Maitland Railway line to provide rail freight access to HEZ if needed.

Endeavour to release additional industrial land / premises in Cessnock LGA 7.8 Explore options for accelerating the release and

development of industrial / employment land within the LGA.

7.8.1 Encourage the early release and development of employment lands in the Huntlee Estate. Work with the developer to identify appropriate businesses for this area and to market the estate.

7.8.2 Explore options for expanding the Kurri Kurri Industrial area. 7.8.3 Advocate for the development of the Hunter Freight Hub. Endeavour to be involved in any working party / group

established to oversee the project. Also endeavour to link the Freight Hub name with Cessnock LGA rather than Beresfield / Newcastle.

7.8.4 Continue to explore options for the re-use of the Hydro Aluminium Smelter site. 7.8.5 Explore options for zoning additional land adjacent to the Hunter Expressway Access points, for industrial /

business park development. 7.8.6 Encourage the developer of the Business Park in Cessnock to build some modern industrial / business type units for

sale and/or leasing. 7.8.7 Ensure that a high standard of development and landscaping is provided for any property with main road frontage

and/or is visible from gateway arrival points (ie create a positive first impression of the LGA). Encourage Commercial Development

7.9 Endeavour to encourage commercial development in the Cessnock CBD.

7.9.1 Improve the presentation and functionality of the Cessnock CBD by implementing the CBD Masterplan and improving road access and circulation patterns.

7.9.2 Encourage the development of Cumberland Street as a commercial office and professional suite precinct. 7.9.3 Encourage the developer of the Business Park to build some contemporary commercial units for sale or lease.

7.10 Encourage the provision of commercial space in Kurri Kurri and Branxton.

7.10.1 Explore opportunities in Kurri Kurri and Branxton for the development of contemporary office space.

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Strategy 8: Ensure that the infrastructure and utilities needed to support economic development are in place. The availability and suitability (capacity) of transport, telecommunications and utility infrastructure are significant factors in the decision to relocate to / invest in an area. These factors can also influence the timing of land releases. Major infrastructure in the Hunter Valley is being progressively upgraded and expanded to service the target populations and land release areas nominated in the Lower and Upper Hunter Regional Strategies. As a result, the transport and utility infrastructure available to support economic development in Cessnock City is reasonably good. The key issues within the LGA are the poor condition of some of the regional feeder roads, ineffective signage, and poor mobile telephone and broadband coverage in the southern and south western areas of the LGA. Strategic Outcomes • Infrastructure to support development is in place. • Availability of the NBN and good mobile telephone and broadband coverage throughout Cessnock LGA. • Roads in good condition. • Comprehensive and up-to-date directional, facility and tourist attraction signage to and within Cessnock LGA. Initiative Key Actions Continue to improve the transport infrastructure to and within Cessnock LGA

8.1 Ensure that road access and condition supports population growth and economic development as well as the major events held within the LGA.

8.1.1 Continue to liaise with RMS to ensure that the feeder roads for the Expressway have the capacity to carry the additional traffic and are effectively signposted.

8.1.2 Review (or prepare a roads strategy ) to provide effective links between HEZ and the Hunter Expressway, and between employment / industrial areas and the proposed Hunter Freight Hub.

8.1.3 Continue to improve the condition of the regional roads and local roads in the vineyard area. Strongly advocate for more roads funding.

8.1.4 Ensure that the need to improve road conditions and signage and establish cycleways in the vineyard areas to support tourism, are identified in both the HVWC Destination Management Plan (DMP) and the Hunter Region DMP.

8.1.5 Develop a Traffic Management Strategy to reduce congestion from major events held in the Vineyard area. (To be in place when the Hunter Expressway opens). Event infrastructure, including traffic management, should also be addressed in the HWCT DMP.

8.2 Explore options to increase rail services. 8.2.1 Advocate for an increase in passenger rail services to Branxton and Greta to service the increase in population. 8.2.2 Provide adequate car parking areas at Greta and Branxton Railway stations, a bus terminal at Branxton Station as

well as a cycleway connections between Huntlee and Branxton Station and between Anvil Creek and Greta Station. 8.2.3 If passenger rail services cannot be increased, advocate for an express bus service to operate between Branxton-

Greta and Maitland / Newcastle. 8.2.4 Explore options for access to the South Maitland Rail line for the reintroduction of passenger services and/or freight.

8.3 Capitalise on the potential of Cessnock Airport. 8.3.1 Prepare a masterplan for the airport precinct to facilitate the expansion of the runway, upgrading of passenger facilities and the development of aviation and aviation-tourism based businesses.

8.3.2 Ensure that the importance and potential of retaining and upgrading Cessnock Airport for tourism, the broader visitor economy and air freight is recognised in both the HVWC and Hunter Region DMPS.

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Initiative Key Actions 8.4 Capitalise on opportunities provided by proximity

to Newcastle Airport. 8.4.1 Support initiatives to expand domestic air services, introduce international air services and increase air freight

capacity through Newcastle Airport. 8.4.2 Explore options for improving access between Newcastle Airport and Cessnock LGA.

Improve signage to and within Cessnock LGA 8.5 Provide effective signage both to and within

Cessnock LGA. 8.5.1 Undertake a signage audit and formulate and implement a strategy for improving signage across the LGA. The

Strategy needs to address: • Directional signage to the LGA from the surrounding main road network. • Gateway entry signage to the LGA, in each of the towns and villages and at the gateways to HVWC. • Directional signage within the LGA – localities, attractions, to off street parking. • Tourist attraction signage (white on brown signs) – including signage to the National Parks and State Forests. • Event signs (framework with insert panels for each event) – at gateway arrival points and strategic locations

throughout the LGA. • Facility signage (eg toilets) using international symbols. • Interpretative signage in relevant locations (eg National Parks, Ellalong Lagoon, Paxton Mine Heritage complex etc)

Availability and capacity of utilities – water, sewerage, drainage, electricity, gas 8.6 Ensure that the utilities available within Cessnock

LGA have the capacity to accommodate the expected growth.

8.6.1 Confirm with the utility providers (electricity, water, waste water, gas etc) that the infrastructure has the capacity to support growth, and obtain information on what the capacity limits are.

8.6.2 Advocate to have any constraints addressed in a timely manner to ensure that there are no capacity constraints that may impede development.

Improve telecommunication services 8.7 Ensure that Cessnock LGA has effective mobile

telephone and high-speed broadband. 8.7.1 Strongly advocate for Cessnock LGA to be included in the NBN roll-out. 8.7.2 Strongly advocate for significant improvements in the mobile telephone coverage and availability of broadband in

the rural areas of the LGA, including the Wollombi area, with this infrastructure critical for the establishment of home-based and rural businesses.

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Priority 2: To support and nurture existing economic activities and businesses. Adopting a ‘growth from within’ approach in which existing local businesses are supported and nurtured, is the most effective way of fostering sustained business and employment growth. As identified in the Economic Profile, there are a range of opportunities to grow and/or diversify existing economic activities within Cessnock LGA. Growth can be stimulated through a range of activities including:

• Encouraging networking and communication within and across sectors. • Knowledge sharing. • Developing strategic alliances and clusters. • Encouraging innovation and entrepreneurial activities. • Identifying market opportunities. • Providing access to data and research and co-operative activities. • Co-operative activities such as joint marketing and promotions, shared purchasing, skills sharing etc. • Education and training. Cessnock City Council will play a pivotal role in stimulating growth by improving communication, coordination and information distribution within the business community. There is also an extensive range of advisory programs and services available in the Lower Hunter Region and through State and Federal Government programs to assist businesses. Goals • Retention and growth of existing businesses and sectors. • Strong diversified economic base. • Resilience to cyclical fluctuations. • Increase employment. • For Cessnock LGA to be recognised for its vibrant, innovative businesses. Strategies 9. Work with existing businesses that have, or are seeking, development approval to expand to bring these expansion plans to fruition. 10. Encourage the development of business skills and expertise. 11. Provide opportunities for business diversification and expansion. 12. Work with industry sectors to address issues and capitalise on opportunities.

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Strategy 9: Work with existing businesses that have, or are seeking, development approval to expand, to bring these expansion plans to fruition.

There are a number of businesses within the LGA that have expansion plans, but have not proceeded to implement these plans. There may be opportunities to work with a number of these businesses in an open and transparent manner, to resolve the issues that are creating barriers to expansion. These projects could deliver economic growth in the short term. The initiative would also help to raise Council’s profile and start to build confidence within the business community. Strategic Outcomes • Business expansion. • Increased employment. • Raise profile of and confidence in Council’s commitment to appropriate economic development. Initiative Key Actions

9.1 Identify business that have, or are seeking, development approval to expand.

9.1.1 Obtain information from Council’s Planning section on businesses that have made enquiries in relation to expansion, as well as businesses that have received development approval to expand, but have not proceeded.

9.2 Encourage and support businesses that have made enquiries to expand, to progress their plans to the development application stage.

9.2.1 Meet with businesses to discuss plans and provide advice on directions forward. 9.2.2 Organise pre-DA lodgement meeting/s with relevant Council Officers to discuss the process, requirements and

matters to be addressed. 9.2.3 Retain contact with business and provide assistance as required to ensure that proponents meet the planning

requirements and that projects do not stall. 9.2.4 Work through any issues to provide solutions.

9.3 Endeavour to encourage businesses with development approval to proceed with their expansion plans.

9.3.1 Meet with businesses to discuss why plans to expand have not proceeded and what is required for expansion to proceed.

9.3.2 Where feasible, work with the business to find solutions to enable the development to proceed.

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Strategy 10: Encourage the development of business skills and expertise. Sound knowledge and business acumen skills are needed for businesses to remain viable and continue to grow. Encouragement and assistance is required for some businesses to improve skill levels and to focus on working ‘on’ their business not just ‘within’ their business. While there are a range of business advisory services and programs available within Cessnock LGA and the Lower Hunter Region, the use of these services by businesses located in Cessnock LGA is limited. Strategic Outcomes • Increased business skills. • Innovative, sustainable businesses. • Business growth and diversification. • Increased business confidence Initiative Key Actions Provide up-to date information and resources 10.1 Provide information and resources relevant to

local businesses. 10.1.1 Continue to develop and update the information contained within the Economic Profile, with this available on-line

for access by local businesses. 10.1.2 Explore the feasibility of establishing a ‘knowledge sharing’ centre or website. 10.1.3 Regularly feature information ‘highlights’ in the Economic Development e.newsletter and provide links to

information sources. 10.1.4 Through the e.newsletter, ensure that businesses are aware of relevant draft / gazetted plans and policies prepared

by Council, and State and Federal Government agencies. 10.1.5 Support businesses to implement social procurement.

Encourage businesses to access support services 10.2 Raise awareness of and increase access to the

business support services and programs available.

10.2.1 Prepare and maintain a guide to business advisory services, assistance available from Council, Government programs and grants etc.

10.2.2 Build relationships with service providers and provide an ‘introductory’ service for businesses wishing to access services and programs.

10.2.3 Regularly promote the services and programs through the e.newsletter as well as ‘success’ stories. 10.2.4 Explore the feasibility of having a service provider ‘Expo’ to raise the profile and awareness of the services available. 10.2.5 Regularly invite service providers to Chamber of Commerce meetings and other business networking activities. 10.2.6 Assist businesses to access Government funding programs to assist business start-up or expansion.

Provide opportunities for business skills development 10.3

Coordinate and host business training programs. 10.3.1 Work with business organisations and training providers to identify business training needs and suitable courses. 10.2.2 Offer a range of ‘Build your Business’ training programs, aimed at developing enhanced awareness and skills in key

areas including: • Organisational goal setting and business planning • Customer service • Merchandising

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Initiative Key Actions

• Market development • Marketing and promotion • Exporting • Management practices • Performance setting and measurements • Business growth and diversification • Networking • New technology

10.4 Harness business organisations and networks to increase access to training opportunities.

10.4.1 Encourage the exchange of ideas through business clusters and networks. 10.4.2 Explore options for business organisations and network to host and cooperatively fund training programs for

members. 10.4.3 Explore options to introduce a ‘Business Mentor’ program.

10.5 Encourage the adoption of ‘best practice’ principles.

10.5.1 Encourage innovative businesses to participate in State and National ‘best practice’ programs. 10.5.2 Showcase ‘best practice’ activities through the e.newsletter, presentations to business functions etc. 10.5.3 Ensure that local and regional business awards recognise ‘best practice’ initiatives.

10.6 Participate in Business Awards 10.6.1 Encourage local businesses to participate in Regional and State business awards to build awareness and recognition and potentially generate publicity for their business and the Cessnock LGA.

Strategy 11: Provide opportunities for business diversification and expansion. Working collaboratively can provide opportunities for businesses to improve their economies of scale, bid for larger contracts, reduce operating costs, increase productivity, access new markets and share resources. Strategic Outcomes • Businesses working collaboratively. • Business diversification and growth. Initiative Key Actions 11.1 Identify potential market opportunities. 11.1.1 Identify goods and services that are being ‘imported’ into the LGA and Hunter Region that could potentially be

supplied by local businesses. 11.1.2 Discuss with potential developers (eg developers of the residential estates), the goods and services that they will

require and endeavour to secure agreement that local businesses will be given the opportunity to ‘quote’. 11.1.3 Monitor ‘Tender’ and ‘New Project’ web sites and identify leads for local businesses. 11.1.4 Develop a ‘supply chain’ directory and implement a ‘buy local’ campaign targeted to local businesses to encourage

them to source goods and services locally.

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Initiative Key Actions 11.1.5 Explore cross-industry value adding opportunities. 11.1.6 Work with Trade & Investment NSW, other State and Federal Government Agencies and Peak Industry Associations to

identify export opportunities for local businesses. 11.2 Encourage businesses to join and/or form

strategic alliances / clusters. 11.2.1 Encourage local manufacturing, mining and engineering businesses to join HunterNet or establish a similar

organisation locally. 11.2.2 Endeavour to establish a ‘HunterNet’ style organisation for the local construction sector to bid for larger building

contracts within the LGA and surrounding region. 11.2.3 Identify and assess opportunities for joint purchasing, tendering, training, etc. 11.2.4 Endeavour to have relevant clusters registered on Local, State and Federal Government ‘accredited supplier’ lists.

11.3 Encourage participation in cooperative marketing.

11.3.1 Prepare sector specific marketing and promotional collateral and, where needed, sector specific websites or webpages for existing sites.

11.3.2 Identify opportunities for cooperative marketing and encourage businesses to participate and invest in these activities. 11.3.3 Encourage relevant businesses to participate in marketing activities (eg trade missions, industry and trade expos etc)

organised by regional, State and Federal Government agencies. Strategy 12: Work with industry sectors to address issues and capitalise on opportunities. The Economic Profile identifies the strengths, weaknesses, opportunities and threats for the main industry sectors within Cessnock LGA, with the ‘Strategic Considerations’ and ‘Strategic Directions / Opportunities’ summarised previously in this Strategy. Specific actions that will assist in strengthening, consolidating and/or growing these sectors are included below. These actions need to be read in conjunction with the Strategic Considerations and the Strategic Directions / Opportunities. Strategic Outcomes • Stronger, consolidated sectors. • Foundations in place to facilitate growth. Initiative Key Actions Agriculture – retention and diversification 12.1 Endeavour to support and retain the Agricultural

sector within the LGA. 12.1.1 Through local and regional planning controls, protect rural lands and agricultural activities in the LGA from

encroachment by urban, industrial and extractive activities and inappropriate development. 12.1.2 Prepare an Agricultural Industry Strategy to address opportunities and issues within the sector. In particular the

Strategy needs to explore emerging opportunities. 12.1.3 Advocate for the retention of key infrastructure needed to support the agricultural sector, eg Kurri Meatworks,

Baiada Chicken Processing Plant. 12.1.4 Encourage the development of infrastructure to support emerging sectors, eg processing of ‘high end’ poultry and

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Initiative Key Actions game birds.

12.1.5 Ensure that planning controls for rural land have the flexibility to accommodate new activities and innovative business models that may include horizontal or vertical integration.

12.1.6 Endeavour to have the Equine Sector within the LGA recognised in the Upper Hunter Agricultural Strategy (as has occurred with the Wine Industry).

12.2 Explore opportunities for product and market diversification.

12.2.1 Work with the Department of Agriculture to identify and assess potential new agricultural activities that could be undertaken in the LGA.

12.2.2 Work with Trade and Investment NSW and relevant Federal Government Agencies and Industry Associations to identify market opportunities including export market opportunities.

12.2.3 Work with local market organisers to grow participation by local agricultural producers and manufacturers. 12.3 Explore branding and positioning opportunities

for local produce. 12.3.3 Develop branding and positioning strategies for quality, boutique local produce that complements and reinforces

the HVWC brand values. Forestry 12.4 Endeavour to retain the forestry industry within

Cessnock LGA. 12.4.1 Advocate for the retention of State Forests and forestry activity within the LGA. 12.4.2 Advocate for the Sawmill to gain access to sawlogs past 2023. 12.4.3 Work with the Forestry Corporation of NSW to realise the tourism and recreation potential of State Forests, with

this recognised in the HVWC and Hunter Regional Destination Management Plans (DMPs). Wine Industry 12.5 Protect the vineyard lands. 12.5.1 Through local and regional planning controls, continue to protect the vineyard areas from urban encroachment and

inappropriate development. 12.5.2 Endeavour to have the Wollombi Valley excluded from the CSG Exploration Leases, and to have all exclusion areas

in the LGA protected through planning controls and regulatory legislation. 12.6 Work with the Wine Industry to ensure long term

sustainability of the sector. 12.6.1 Recognise the significance of the relationship between the wine and tourism sectors. 12.6.2 Encourage the diversification into activities that complement both the wine and tourism sectors. 12.6.3 Work with the wine industry to grow export markets.

Tourism Industry – it is State and Federal Government Policy that tourism development and marketing be undertaken within the framework provided by Destination Management Plans (DMPs). A DMP is a pre-requisite to attract funding for tourism development and marketing. DMPs are currently being prepared for the Hunter Region by Tourism Hunter and for Cessnock and Singleton LGAs by HVWTA. 12.7 Prepare and adopt a comprehensive DMP for the

Cessnock-Singleton sub-region. 12.7.1 Ensure that the DMP is prepared in accordance with the Australian Standing Committee of Tourism’s ‘Guide to Best

Practice Destination Management’ – which provides the framework and procedures for the preparation of DMPs. The DMP needs to include: • A comprehensive product and infrastructure audit and assessment . • Comprehensive market evaluation. • An assessment of product and market development opportunities. • An assessment of the infrastructure, facilities and services needed to meet market needs and expectations, and

support and facilitate growth. • Identification of ‘game changing projects’ as the basis for changing directions and/or stimulating growth.

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Initiative Key Actions • Information on destination positioning, branding and brand values. • Implementation, resourcing (including skills development) and monitoring strategies. Opportunities for development of new activities, products and experiences in Cessnock LGA are discussed briefly in the Economic Profile, and should be assessed in detail through the DMP process.

12.7.2 Work with HVWC Tourism, Singleton City Council and key stakeholders to implement the DMP. 12.8 Ensure the interests of Cessnock LGA / HVWC are

reflected in the Hunter Region DMP. 12.8.1 Endeavour to have the HVWC DMP recognised by the Hunter Region DMP, with priority projects in Cessnock LGA

identified as priority projects for the Region. 12.9 Build a skilled, professional, hospitality

workforce. 12.9.1 As part of addressing workforce issues and skills development (Strategy 6), work with HVWC Tourism and Tourism

and Cellar Door operators to build a skilled, professional hospitality workforce. Extractive Industries 12.10 Capitalise on mining activities and the mining

expertise available in Cessnock LGA. 12.10.1 Explore opportunities to capitalise on the mining skills available in the local workforce. 12.10.2 Explore opportunities for local companies servicing the mining sector to develop strategic alliances to target larger

mining contracts. 12.10.3 Explore opportunities for further value-adding to the extraction of Aggregate and Sandstone within the City.

12.11 Prevent / minimise the negative impacts of extractive industries within and adjoining the LGA.

12.11.1 Ensure that planning regulations prevent extractive industries from impacting negatively on the tourism, agricultural and the viticulture – wine sectors, and/or detracting from the visual and lifestyle attributes of the LGA.

Manufacturing 12.12 Strengthen the manufacturing sector and

position Cessnock LGA as a location for innovative manufacturing activities.

12.12.1 Encourage manufacturers to work together to build the sector, forming strategic alliances and/or joining organisations such as HunterNet, to access technology, expertise, markets and training.

12.12.2 Explore opportunities for businesses to work cooperatively to bundle products and services, develop and sell solutions, and to achieve competitive advantages and critical mass.

12.12.3 Develop strategies to grow and market emerging, innovative activities including Research & Development, boutique food production, waste and resource management etc.

Construction 12.13 Capitalise on the opportunities that will arise

from the proposed land releases and projects (eg schools, community facilities, etc) in and around Cessnock LGA.

12.13.1 Identify potential opportunities for the construction sector. 12.13.2 Explore options for adopting a HunterNet style approach for local construction businesses, provide the scale and

efficiencies needed to tender for larger building projects.

Retail 12.14 Encourage innovation in the retail sector 12.14.1 Work with the Chambers and business groups to ensure that retailers are aware of the trends in the retail sector,

particularly in relation to changing technology and changing consumer needs and expectations. 12.14.2 Work with the Chambers and business groups to provide opportunities for training and up-skilling, including courses

on: • Customer service • Staff training • Merchandising

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Initiative Key Actions • Shop window and merchandise display • Marketing • Use of digital technology for sales and marketing.

12.15 Differentiate the retail experience in Cessnock LGA from other centres in the surrounding region.

12.15.1 Implement the Cessnock CBD Masterplan and position and promote Cessnock town centre as a lifestyle destination. 12.15.2 Following the opening of the Hunter Expressway, facilitate the development and positioning of the Branxton and

Greta shopping centres as vibrant village centres. Creative & Cultural Industries 12.16 Encourage the growth and development of

creative and cultural industries within the LGA. 12.16.1 Assess the capacity and potential of the creative and cultural industries sector in Cessnock LGA.

12.17 Position Cessnock LGA as a node for creative and cultural industries across a diverse range of sectors.

12.17.1 Encourage innovative industries within the LGA to play an active and highly visible role in the development and implementation of the RDA Creative Industries Strategy that is being developed for the Hunter Region.

12.17.2 Encourage RDA Hunter to use Cessnock businesses in any pilot programs being trialled by RDA. 12.17.3 Focus on showcasing innovation and creativity as part of the Strategy for re-positioning and promoting Cessnock

LGA as an innovative, contemporary location for businesses. Health & Social Services 12.18 Address issues with shortfalls in health, child care

and early intervention services within Cessnock LGA.

12.18.1 Advocate for a significant injection of funds and resources to address current short-falls in services and to plan for the expansion of services to accommodate population growth.

12.19 Grow the health and social services workforce. 12.19.1 Encourage local residents to obtain health care, aged care and/or child care qualifications to meet the growing demand for skilled workers in this sector.

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Priority 3: To target new businesses and economic activities. There are opportunities in some sectors to attract new businesses and economic activities. The release of industrial and employment lands will increase the opportunities available. The ability to target new businesses will be dependent in part on having the foundation ‘blocks’ in place – being in the position to promote Cessnock LGA as an ideal place to live, work and invest. The initial focus should be on filling ‘gaps’ and strengthening existing sectors shifting to encouraging the take-up of industrial and business park sites, when released. Goals • Establishment of new businesses. • ‘Gaps’ in supply filled. • Increase in local jobs. Strategy 13: Formulate and implement a Business and Investment Attraction Strategy. Initiative Key Actions 13.1 Using the Business Capacity Assessment Study as

the base, develop a Business and Investment Attraction Strategy

13.1.1 Prepare a Business and Investment Strategy. Factors to be addressed include: • ‘Gaps’ and opportunities for new businesses and activities. • The marketing and promotional material required – eg Prospectus. • Council and other services and support available for new businesses. • Marketing and promotional initiatives. • Resources and budget available.

13.2 Meet the information needs of potential investors.

13.2.1 Ensure that there is comprehensive, up-to-date information is available. This information needs to include: • Demographic and economic profiles • Property (land & premises) available within the LGA • Sector specific information • Prospectus / marketing brochure • Information for new residents and businesses

13.3 Establish partnerships with key stakeholders. 13.3.1 Partner with: • Property developers • Real Estate Agents • Chambers and other local business groups and clusters • Key business people who could talk to / host potential investors • Relevant Government Agencies.

13.4 Implement the Business & Investment Attraction Strategy.

13.4.1 Promote Cessnock LGA as a location of choice for businesses. 13.4.2 Participate in relevant business attraction events organised by Government Departments and other organisations. 13.4.3 Direct marketing to target businesses.

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Reporting and Monitoring

The Reporting of the progress of the Economic Development Strategy will be undertaken in a number of ways. 1. Economic Development Unit will develop a ‘report card’ that highlights achievements and impediments. This will be provided to Council on a quarterly basis. The

Report Card will track Baseline Progress Measures. 2. Council will hold an annual forum of stakeholders to report on progress and to discuss trends, opportunities and issues of relevance to the Cessnock LGA economy.

3. The Economic Profile will be updated as data becomes available.

Baseline Progress Measures The Australian Bureau of Statistics (ABS) Census of Population and Housing is undertaken every five years. The Census Data provides a ‘snapshot’ of the state of the economy on the Census night and also enables time-series analysis. The socio-economic indicator statistics for the 2011 Census are provided in the Economic Profile. These statistics will provide baseline data for comparison to the 2016 Census data. In addition, the ABS, a number of Government Agencies and Cessnock City Council release statistics on a more frequent basis that can be used to monitor the economic ‘health’ of the Cessnock LGA and provide an indication of the progress of the Economic Development Strategy. Baseline Progress Measures (in addition to the Census) are summarised in the following Table. Measure Source Release Frequency Population Population growth ABS, Department Planning and Infrastructure Annual Population characteristics ABS Census of Population and Housing Every 5 years Employment Labour Force DEEWR, Small Area Labour Markets, Australia Quarterly Employment DEEWR, Small Area Labour Markets, Australia Quarterly Unemployment DEEWR, Small Area Labour Markets, Australia Quarterly Education School Enrolments NSW Department of Education & Communities Annual High School Retention Rates NSW Department of Education & Communities Annual TAFE Enrolments Hunter Institute of TAFE Annual Property / Development Lots Produced Cessnock City Council Development Approvals Cessnock City Council

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Construction Completion Cessnock City Council Vacant Shops Manual Count As needed Tourism Occupancy Rates – 15+ rooms ABS – Tourist Accommodation Statistics, NSW Quarterly Occupancy Rates HVWC Tourism Monitor Quarterly Business Events / Weddings HVWC Tourism Monitor Quarterly Cellar Door Visitation HVWC Tourism Monitor Quarterly Hunter Region Visitation Profile Destination NSW Quarterly Hunter Region Time Series Profile Destination NSW Quarterly Events & Attendance Event Organisers VIC patronage VIC Manager Monthly Wine – Hunter Wine District Planting, Production, Export Wine Australia Corporation Annual Coal Mining NSW Coal Industry Profile Trade & Investment NSW Annual Traffic Traffic Counts RMS – AADT figures

Cessnock City Council

Airport – plane movements Cessnock City Council Regional Performance Regional Indicators / LGA Data Hunter Valley Research Foundation – monitors a range of statistics and

sectors

Business Support Services Businesses using business support organisations Business Support Service Providers On request A number of Industry Associations (eg Manufacturing, Retail, Construction) monitor industry trends at National and State level and publish quarterly performance indexes. Key Performance Indicators The Economic Development Unit, will need to prepare annual delivery programs, with these programs incorporating key performance indicators (KPIs). Broad KPIs for Council for the 5 year time frame for this Economic Development Strategy are: KPIs - Cessnock City Council • Implementation of the Cessnock CBD Masterplan. • Implementation of streetscaping programs in Branxton & Greta.

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• Improved presentation of the Kurri Kurri Industrial Area. • Improved presentation of the Hunter Valley Wine Country Area, including effective gateway entry statements. • Preparation and implementation of an effective signage strategy, LGA-wide. • A significant improvement in the customer service provided by Council, • Business and community facilities enhanced. • Recognition of the Cessnock LGA and Cessnock CBD as an arts and cultural hub. • Population growth in line with predicted growth.

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