knox economic development strategy 2008 – 2018€¦ · the knox economic development strategy...

Council & Community: A Partnership in Progress

knox economicdevelopment strategy

2008 – 2018

2

contents

Disclaimer

The information contained herein is believed to be reliable and accurate. No responsibility or liability for any information, opinions or commentary contained herein, or for any consequence of its use, will be accepted by Knox City Council, or by any person involved in the preparation of its publication.

© Knox City Council

3

knox economic development strategy

4 introduction

6 preface

6 overview

7 regional context

7 strategy context

7 how does council develop plans?

8 knox vision 2025

9 community & council plan 2006–10 (2007 update)

10 strengths

10 competitive advantages & opportunities

12 challenges

12 approach to economic development

14 new dimensions of competition

14 sources of competitiveness

14 economic development & local government

14 key issues

15 specificchallengesfortheknoxeconomy

16 strategic objectives, tasks & actions

38 implementation, monitoring & evaluation

39 implementation

39 monitoring and evaluation

40 economicprofile

41 summary of recent statistical indicators, city of knox

42 population

43 gross regional product

44 business numbers

45 economic diversity

46 household projections

47 labour market

48 employmentprofile

49 income distribution

50 qualifications

4

Knox City Council’s vision for the City of Knox is of an

internationally competitive, inclusive and dynamic

economy. This vision is of a municipality which is a great

place to live, a great place to do business, a place of skilled

people and a place bustling with dynamic enterprise.

To achieve this, the City must be:

• Internationallycompetitive,astheCityiscompeting

to attract and retain skilled people and resources and

to sell goods and services in overseas markets;

• Inclusive,becausetherearesomeinthecommunity

who are not participating in the economy or equitably

gainingthebenefitsofeconomicactivityandwealth

creation; and

• Adynamiceconomycapableofreactingtofast

changing and unpredictable global conditions.

The Knox Economic Development Strategy 2008-18 (EDS)

is a ten-year economic planning instrument that includes

strategies to assist the City develop as an economy, a

skilled employment centre and key business centre.

The primary objective of the EDS is to identify practical

strategies to enhance economic development in the City

of Knox, its employment base and community wellbeing.

The EDS is aligned with the goals and objectives of

FederalandVictoriangovernments.Itcomplimentstheir

policies and strategies and, more importantly, provides

these other levels of government with a very effective and

efficientmeansforthedeliveryoftheirstrategies.Forits

part Council is cognisant of its limited resources and will

be reliant on the establishment of effective partnerships.

introduction

5


TheEDSidentifiesthemeansbywhichCouncilandthe

community will facilitate employment and economic

growthintheCity.Itisstructuredintofourparts.

• Section1setsthestrategiccontextfortheCity’s

approach to economic development.

• Sections2,3and4outlinethemaineconomic

development opportunities, strengths and challenges

thatwillinfluencethenatureandrateoftheCity’s

economic growth over the coming decade.

• Section5outlinespracticalstrategies,tasksand

actions that Council is committed to in achieving the

goals of economic development.

• Section6providesaneconomicprofileoftheCity

including detailed industry and economic projections

andprofiles.

Sustainabilityprincipleshaveinfluencedthedevelopment

of the EDS. While the aim of this Strategy is to provide

a clear direction for the City’s economy, it is recognised

that the goal of any economic development strategy

is to deliver increased prosperity to current and future

generations. Prosperity is most easily thought of in terms

of social, environmental and economic objectives and,

to be sustainable, a strategy must deliver against each

of these.

Overall, the EDS focuses on eleven key objectives and

associated strategies, tasks and actions that have been

selected as the most practical and effective ways by

which they can be achieved. Paramount in the EDS is a

realisation that while traditional factors of production

are still important in regional economic growth, the

intensificationofknowledgeasakeybusinessinputnow

plays a critical role in determining economic success. To

this end, the strategy focuses on developing the relevant

networks, systems and skills in the City of Knox necessary

to attract and retain modern knowledge-based industries.

The strategy has been thoroughly researched and

provides a framework for the coordination of all City

initiatives, either public or private to ultimately grow

stable, high value local jobs – and to position the City of

Knox as a place of choice to work, live and play.

For further information on the Economic Development

Strategy please contact Knox City Council’s Economic

DevelopmentUniton0392988511,email

[email protected] or visit our websites

www.knox.vic.gov.au; www.knoxbusinessdirect.com.au

6

overviewKnox City Council recognises economic development

as one of the most important factors in improving the

qualityofpeople’slivesandtohelpaddresssignificant

issues such as social inclusion and lifelong learning. Local

economic development relates to strategic activities

undertaken by local authorities to address the challenges

in maintaining economic prosperity, enabling business

success and enhancing community wellbeing.

KnoxCityCouncilleadsand/orsignificantlycontributes

to numerous economic development initiatives both

within the City and across the region. The management

of individual projects is carried out at the corporate level,

in partnership with others, or at an individual service

level. Such activities have far reaching implications for the

economic stability of the City. Knox City Council takes a

coordinated approach to inward investment and business

development to maximise opportunities and outcomes.

preface

7


strategy contextThe Knox Economic Development Strategy 2008-18 aims

to identify and respond to opportunities and challenges

within the local economy in a sustainable manner. The

EDS sits within a hierarchy of strategies prepared by

Knox City Council, headed by Knox Vision 2025.

how does council develop plans?Developing plans is an ongoing and complex process

involving:

• communityengagement

• research

• collaborationbetweenCouncilstaff,Councillorsand

other stakeholders

• considerationofmanyexternalfactorsincluding

legislation and industry standards

economic development

strategy

community health &

well being strategy

sustainable city

strategy

people & organisation

excellence strategy

long term financial strategy

regional contextStrategically located at a pivotal point in Melbourne’s

Outer East, Knox is an established centre for

manufacturing whilst being at the same time home to

around 152,000 residents. It is a major economic force

in the region with a gross regional product of $5,870.1

million in 2006/07. With around 60% of its resident

workforce working outside of Knox, the local economy is

closely linked to other municipalities in the region.

In recent periods, key industries in Knox, in common

with other areas of the region, have become more

skills-intensive, partly as a response to globalisation and

increased specialisation, particularly in manufacturing.

This has also led to greater interaction across the region,

e.g. in establishing supply links with other businesses

and the establishment of relationships with specialist

providers of technological expertise including Swinburne

and Monash Universities.

The continued outward expansion of Melbourne has also

resulted in closer synergies with neighbouring areas.

This is particularly so with municipalities to the south

and west where some Knox businesses have relocated

lesser value added processes to areas where land has

been less expensive. With little land left for expansion

in inner suburbs to the west of Knox, there is now a

greaterdemandfrombusinessesseekinggreenfieldsites

relocating to the City. The Australian Synchrotron project

has also stimulated greater interest in Knox as a site for

new high tech industries.

In terms of its geographic location, Knox is extremely

well placed in a position that links the south and

east of Melbourne with other areas of the city. This is

reinforced by the Eastlink freeway, Australia’s largest

urban infrastructure project comprising 40 kilometres of

expresswaywhichprovidesquick,efficientaccesstoall

areas of Melbourne including ports and airports.

8

knox vision 2025The City of Knox’s long-term planning framework is based

on the Knox Vision 2025 strategic document, which

provides direction for improving the social, economic

and environmental well being of the City. Vision 2025

describes the community’s hopes and aspirations for

how Knox will look, feel and be like in the year 2025.

Vision 2025 consists of seven key themes that have been

articulated by the community for the community:

• Healthy,ConnectedCommunities

• CulturallyRichandActiveCommunities

• DynamicServicesandFacilities

• AccessibleTransportChoices

• SustainableNaturalEnvironment

• BalancedQualityUrbanDevelopment

• AProsperous,ModernEconomy

This document takes primary guidance from the

Prosperous Modern Economy theme, within which eight

elementshavebeenidentifiedasaspirationsfor2025:

1. A global economy: Knox businesses are in tune

with the global market and are exporting their

products and services. They have a global reputation

for innovation in emerging high technology and

knowledge-based industries.

2. Leading edge, environmentally sustainable

industry and technology:Inpartnershipwith

the Swinburne University’s National Centre for

Sustainability and Environmental Design, local

industry, educational facilities and residents establish

Knox as a centre of excellence for sustainability and

energyefficiency.Industrythatspecialisesinthe

design and production of sustainable and energy

efficientproductsandservicesarenurtured.Residents

and businesses are encouraged to adopt best practice

insustainabilityandenergyefficiency.

3. Contemporary business opportunities:

Contemporary businesses are attracted to and

retained in Knox because the business and investment

climate is highly regarded. Knox has established key

industryclustersespeciallyinthefieldsofadvanced

manufacturing and biotechnology that build on the

Scoresby/RowvilleEmploymentPrecinctandKnox’s

closeproximitytotheAustralianSynchrotron.

4. Support for entrepreneurship: Entrepreneurship

is recognised, valued and encouraged as a driver of

social and economic growth.

5. Activity centres with a unique and valued identity

and image: Local activity centres continue to develop

their uniqueness as community hubs and provide

a desirable and enhanced amenity for residents

and traders.

6. Business precincts that are recognised nationally:

Designed in consultation with industry, business

precincts take into account business needs and

provide the necessary infrastructure including access,

whichprovidessignificantcostsavingstoindustry.

They continue to attract new investment and provide

new employment opportunities for residents.

7. Employment opportunities for all: Younger people

and mature age workers are strongly represented

across the full range of industries. Employees of

local businesses are attracted to living in Knox.

Numerous local education, trade and apprenticeship

opportunities provide people with contemporary

skills within the local community. The resident labour

force is fully utilised and people are fully equipped

with the skills that local businesses require. The

experience and skills of those aged over 55 is highly

valued and they are gainfully employed – often

serving as mentors.

8. Retail and industrial business attraction:Retail

and industrial businesses are proud of their physical

setting.Animprovedbusinessmixisaresultofwell-

planned infrastructure and planning, including high

quality support services.

9


community & council plan 2006–10 (2007 update)Council continually develops its long term strategy

documents and action plans, which are a blueprint

for community sustainability and for Council as an

organisation. The four-year Community & Council

Plan 2006-10 was the start of the process to convert

aspirations and strategy into planned work activities, and

identifiedthefollowingkeyobjective:

‘To encourage leading edge, sustainable, economic

development.’

This objective for economic wellbeing is an integral

part of the Community and Council Plan and has been

adopted as the foundation for this EDS in response to the

following trends:

• Changingeconomicopportunitiesinlocal

shopping precincts.

• Changingbusinessneedsinlightofnewand

emerging global trends.

• Competitionfromregionalshoppingcentresand

business hubs in nearby municipalities.

• CompletionofEastlinkandconnectionbetween

Knox business hubs and other parts of metropolitan

Melbourne.

• TheemergingSouth-EastMelbourneeconomy

(Mitcham to Frankston) along the Eastlink route.

• Thepopulationincreasinglywantstoliveand

work locally.

• Theimpactofgrowinge-business.

Councilhasidentifiedninemajorstrategiceconomic

development initiatives that will contribute to the

Prosperous Modern Economy theme. These are:

1. Promote Knox as a centre of excellence for

sustainability,energyandwaterefficiencyby

nurturing business that specialise in the research,

design and production of sustainable energy, products

and services.

2. Support the development of the Scoresby/

RowvilleEmploymentPrecinctbyencouraginghigh

technology research and development.

3. Maximiseeconomicdevelopmentopportunities

arising from Eastlink.

4. Attractstrategicprivatesectorinvestmentintoactivity

centres to build on the place management approach.

5. Promote the physical setting of Knox’s commercial and

industrial areas.

6. Promote networking and training opportunities to

local businesses and community based organisations.

7. Promote local employment opportunities by

encouraging the development and growth of small to

medium enterprises.

8. Advocatetogovernmenttoassistthetrainingand

employment of local young people to help facilitate

their employment into local businesses.

9. Advocatetolinkpublicandprivatetransportto

industrial and employment precincts.

10

strengths

competitive advantages & opportunitiesFromtheCityofKnoxEconomicProfile,(referSection6)

the following key strengths and competitive advantages

havebeenidentified:

• Agreaterindustryconcentrationthanthenational

economy in the Wholesale Trade, Manufacturing and

RetailTradesectors;

• Abalanceofsectoralemploymentbetween

secondary (goods-based), tertiary (commerce-based)

andquaternary(informationandfinance-based)

industries;

• InrelationtoMelbourneandVictoria,Knoxhas

a comparatively high average industry turnover,

particularly in the Wholesale Trade, Manufacturing,

Finance&InsuranceandRetailTradesectors;

• Lowunemploymentrateindicatinghighcurrent

availability of jobs for City residents; and

• Comparativelyhighlevelsofhouseholdandfamily

incomes when compared to averages for Melbourne

and Victoria as a whole.

11


Aswageandsalary,employmentandunemployment

statistics are comprehensive measures of the local

economy’s performance; this demonstrates that the

City of Knox enjoys a solid economic base. Further, the

Cityhassignificantlocationalandinfrastructureassets,

including:

• Proximity/accesstoEastlink,a$2.5billionfreeway

linking a large area of Melbourne’s eastern and south-

easternsuburbsandpartoftheMetropolitanRing

Roadproject;

• Technologicallyadvancedindustries,including

nanotechnology and biotechnology based

investments;

• Integratedsupplychannels;

• Highqualitybusinessprecincts;

• Qualitygreenfieldsites;

• Highqualitynaturalenvironment;

• NationalCentreforSustainability,Swinburne

University of Technology;

• SwinburneUniversityandTAFE;

• ProximitytoandpartnershipswithMonashUniversity;

and

• ProximitytotheAustraliansynchrotronproject.

The local economy is steadily growing more diverse, with

Knox’s industry mix ensuring robust growth in periods

of strong economic growth and greater stability when

the economy slows. Moreover, the emerging health

care and education sectors, connected to the City’s

institutional links, are not as volatile during downturns as

secondaryandcommerce-basedindustries.Inaddition

to its sectoral diversity, the City also has a latent reserve

of intellectual capital and innovation capacity that will

provide new responses and attract new revenue streams

even in more challenging economic times.

12

approach to economic developmentthe principal goal of the Knox Economic Development

Strategy2008-18istoimproveliveabilityandwellbeing

in the City through economic growth that creates high

quality jobs, generates wealth and investment, and

helpsensuretheCity’slongtermfiscalhealth.When

implemented, the strategic directions and actions taken

will enhance the competitive position of individuals in

theKnoxlabourforce,localfirms,exportclusters,theCity,

and the region as a whole, by building on core strengths,

addressing barriers to growth, and mobilising collective

resources.Itaimstocreatemorenumerousandhigh

quality employment opportunities for local residents.

The state of the global (and consequently local)

economy, the nature of competitiveness, the role of

cities, technology and business organisations have all

undergonesignificantchangesoverthelastdecade.

Council, in response to these events, has accepted that

it must adopt and adapt its own thinking, models and

approaches to economic development to position Knox

anditsstrategyfirmlywithinthecontextoftheemerging

realities of global competition, a knowledge economy,

regional cities and technological change.

Council will increasingly be required to make decisions

and investments on the basis of its ability to advance

the City of Knox’s unique local attributes in a rapidly

changing global marketplace, fuelled by information,

communication and technology.

challenges

13


Economic Development: Traditional and Contemporary Approaches

Traditional(Basic)Approach Contemporary(AddedValue)Approach

Objectives Attract jobs and assessment High quality jobs

Globally-competitive, high value-added

companies

Nature of Competition Lowest cost for standard mass produced

product

Flexibility, responsiveness, innovation,

customisation

Competitors Regional, national Global

CompetitiveAssets Low cost land

Low cost labour

Buildings

Energy

Hard infrastructure

Skilled labour force

Regional institutions

Quality of life

Research & development

Technology

Access to capital

Global connectivity

Businessmodels Single, large integrated factory/office,

regional scope

Networks, clusters, strategic alliances,

global mandate

Economic Development

Strategies

Business retention and attraction Build specialised economic foundations

Move up the value chain

Comprehensive economic strategy

Actions Tax incentives, marketing Skills development

Innovation

Entrepreneurship

Supportive business climate

Partnerships

14

new dimensions of competitionThe nature of competition in the global knowledge

economyissignificantlydifferentfromthatofthe

industrialera.Inastable,massproduction-oriented

economy, the company that was able to produce a

standard product for the lowest cost generally held

the competitive advantage. This was achieved through

economies of scale obtained by using routine processes

to make virtually identical products. Cost factors such

as transportation costs (to market and to raw materials);

energy and raw material production costs; capital costs

of plant, equipment and infrastructure; and labour costs

were paramount. Cities which for geographical, historical

or other reasons had a cost advantage along any of these

dimensions possessed a strong competitive advantage.

Inthemoderneconomy,whilecostremainsakey

consideration, competition takes place along a number of

different dimensions:

• Flexibility

• Timeliness

• Accesstoinformationandknowledge

• Abilitytoinnovate

sources of competitivenessThe sources from which competitiveness is derived in the

global knowledge economy are also different than those

of a traditional economy, and include:

• Intellectualcapital/skilledlabour;

• Qualityoflife;

• Economicstructure;

• Infrastructure;

• Financing/funding;

• Costsofdoingbusiness;

• Networking;

• Localinstitutions;and

• Unityofvision.

economic development & local governmentWithin the context of a local economy, the capacity to create

wealth for local residents occurs through the attraction

of new investment, bringing new wealth into the area or

by using local resources such as labour and land more

productively (thus creating a higher return per unit of input).

Researchindicatesthemostcommonbarriersto

growth are:

• Availabilityofland;

• Lackofskilledlabour;

• Highlandcosts;

• Lackofcapitalandfunding;

• Residentopposition;

• Limitednumberofmajoremployers;and

• Trafficcongestion.

key issues• Intheinterestsofachievingbestvalueitshouldbe

recognised that whilst individual programs may apply

tospecificareastheyneedtobeappraisedonthe

basis of what they provide to the municipality as a

whole.

• Manyprogramswillbemosteffectivewhen

coordinated across an organisation. For example:

sales and marketing; education and training; cluster

strategies; networking and partnerships.

• Awarenessofeconomicdevelopmentprograms

and initiatives need to be communicated to all

organisations in Knox, interested parties and

stakeholders.

• Asanexpensetothecommunity,economic

development initiatives must produce adequate and

demonstrablepublicbenefitstojustifythesubsidy

(how programs are to be evaluated needs to be

established at the outset).

• Leadershipisanotherimportantissueforlocal

economic development programs. The ability to

attract good leadership to pull local efforts together

and get things moving needs to be a high priority.

15


• Linkagesandpartnershipswithhighereducation

are becoming increasingly important in the

implementation of economic development programs

and leadership skills programs.

Initsapplication,EconomicDevelopmentprogramsshould:

• Focusonprovidingemploymentandfiscalbenefitsto

local residents, while preserving the quality of life;

• Includestrategiesthatarefocussedonbusiness

attraction, business retention, new business start-ups,

high technology and land whose usage raises special

concerns;

• Betargetedonbusinessesthataremostlikelyto

providesignificantemploymentandfiscalbenefits

(which includes businesses that are willing to be

involved with local training and jobs programs);

• Includecustomisedtrainingprogramsthatcan

effectively service the needs of both the business

community and the unemployed;

• Facilitatetheprovisionofbasicinformationthatwill

help increase business productivity and survival; and

• Engageprivatebusinesses,educationalinstitutions

and organisations as partners in building the local

community.

specific challenges for the knox economyAnalysisoftheKnoxeconomy(refertoSection6;Knox

EconomicProfileforessentialdata)suggeststhattheCity

is presented with a number of challenges to achieving

significanteconomicdevelopment,namely:

• Lowerforecastpopulationandhouseholdgrowth

than the wider Melbourne metropolitan region, which

willinfluencelocalspending,revenuegenerationand

the size of the local labour force, potentially forcing

the import of labour from neighbouring areas;

• Anageingpopulationandresidentworkforce;

• Aconcentrationofindustry/employmentinthe

WholesaleTrade,ManufacturingandRetailTrade

sectors, creating a less diverse local economy subject

to downturns in these particular industries;

• Limitedavailabilityoflandforgreenfieldssite

developments and need for redevelopment of older

brownfieldindustrialareastomeettherequirements

of modern industry;

• Atightlabourmarket,signalledbyacomparatively

low unemployment level amongst City residents,

leading to a reduced surplus of labour for industry/

economic expansion, again leading to a necessity to

import skills and labour;

• Acomparativelylowratioofjobstoresidentlabour

force, leading to the net export of jobs/workers to

employment areas outside the City and lower rates of

skills retention and resident expenditure;

• Lowerproportionofhighlyskilledlabourthanthe

Melbourne metropolitan region, making transition to

information-basedindustriesmoredifficult;

• Lowlevelofpostsecondaryeducationfacilitieswithin

the municipality including absence of University level

facility,

• Poorprovisionofhighfrequencypublictransport

services;inparticularalackoffixedrailservicestothe

southern areas and

• Accesstohighqualitypublictransportfacilitiesto

reduce reliance on motor vehicles.

To meet these challenges, the goal of economic

development in the City of Knox will be to focus on key

factors that will facilitate local economic and industry

development/growth and employment, including:

• Importreplacementbylocalproductionandbarriers

preventing this;

• Higherdegreeofvalue-addingtolocallyproduced

goods and services;

• Developlocalresourcesandstrengths;

• Maximiseemploymentgeneratingopportunities,

including the prioritisation of the designation and

development of appropriate, well-located sites for

employment purposes;

• Clusteringandlinkagesforsupportandefficiencies;

• Capacitytotapinnovationandassistanceprograms/

marketing, etc;

• Greaterunderstandingoflocalindustry’scompetitive

advantage in the context of national and global trade;

and

• Matureageworkforceparticipation.

Meeting these challenges is also a matter for State and

Federal government. To effectively implement this

Strategy and achieve its objectives relevant State and

FederalGovernmentsupportiscritical.

16

The implementation plan contained in the following

sectionspecifieshowCouncilwillworktoachievethe

economicdevelopmentoutcomes.Itoutlineshow

Councilproposestomonitortheactions.Italsoidentifies

the services and partners primarily responsible for

implementing the plan. The implementation plan also

encapsulates policy links between the EDS outcomes and

Council’s corporate objectives and priorities.

The implementation plan is organised around key

objectivesoftheEDSwhichhavebeenidentifiedby

Knox Council Economic Development Committee in

consideration of Council and community Knox Vision

2025strategicdocument,specifically:

Objective 1 Development of Knox Central Principal

ActivityCentre

Objective 2 EstablishmentofHighTechLearning

Centres

Objective 3 DevelopmentoftheScoresby/Rowville

Employment Precinct

Objective 4 Establishment of Strong, Sustainable

EnergyEfficientIndustryClusters

Objective 5 StrongSecondary,TertiaryandIndustry

LinkagesProvidingfortheNeedsofHigh

TechIndustries(supportservices,technical

backup and marketing).

strategic objectives, tasks & actions

17


Objective 6 Fully Developed and highly functional

Major,NeighbourhoodandLocalActivity

Centres

Objective 7 AMoreBalancedBusinessMix,including

MoreBusinessSupportServicesand

TertiaryIndustries

Objective 8 AStrongKnox-wideIndustryNetwork

Promoting Knox Products and Services

NationallyandInternationally

Objective 9 Establishment of a Centre for

EntrepreneurialDevelopmentIntegrating

Education,NewStart-upsandBusiness

Incubators

Objective 10 RedevelopmentoftheBayswater/

BayswaterNorthIndustrialPrecinct

Objective 11 AvailabilityofWorld-Competitive

InfrastructureinTransport,

Telecommunications and Supporting

Services

Whilst there is a level of interdependence each of these

Objectives will be achieved within the context of a range

of individual strategies and actions. These are set out in

the following section as follows:

Objective

Strategies

Tasks & Actions

Timeline Start

Timeline FinishOutcome

objective 1:

18

development of the knox central principal activity centre

Strategy 1.1: Rembrandts site (Burwood Hwy, Wantirna South) redeveloped with a mix of commercial, accommodation and residential uses

Tasks&Actions Timeline Start Timeline Finish Outcome

1.1.1 Work with landowner/developer to facilitate

redevelopment and rezoning of the site in accordance

with Knox Central Urban Design Framework objectives

Ongoing September

2010

Rezoningcompletedand

commitments secured for 50%

of the site

1.1.2 WorkwithrelevantStateGovernmentagencies

to ensure appropriate supporting infrastructure (e.g.

trafficsignals,telecommunications,power)areincluded/

provided in any redevelopment plans.

August2008 September

2009

Infrastructureneedsidentified

and committed to or works

underway

Strategy 1.2: Former Department of Primary Industries site redeveloped as a mixed use precinct


1.2.1 WorkwiththeStateGovernmenttofinalisea

development master plan for the site in accordance

with the objectives of the Knox Central Urban Design

Framework.

Ongoing December

2009

Master Plan adopted by

Council

1.2.2 Inliaisonwithrelevantauthoritiesfacilitatethe

necessaryPlanningSchemeAmendmenttoputinplace

the required planning controls to allow the site to be

redeveloped in accordance with an approved master

plan

Ongoing December

2009

Amendmentinplace

1.2.3 Contactandestablishpositiverelationshipswith

prospective developers/purchasers (where possible

identify potential developers and work with them to

prepare development outcomes)

December

2009

Ongoing Developers/interested parties

identifiedandanprogramin

place for engagement

Strategy 1.3: Planning controls in place to encourage investment in the redevelopment of potential sites


1.3.1 Identifypriorityredevelopmentsitesand

associated preferred uses in accordance with the Knox

Central Urban Design Framework.

April2008 September

2008

Sitesidentifiedanpriority

listed

1.3.2 Implementinaprioritisedmannerthenecessary

planning controls to encourage redevelopment of

potential sites.

August2008 July2009 Planning controls schedule in

place

1.3.3 Establishadatabaseofavailablesitesfor

potential investors/developers

August2008 December

2008

Established

objective 1:

19


Strategy 1.4: Secure at least 5 landmark tenancies


1.4.1 Inpartnershipwithowners/developers

identify and market sites suitable for large scale

commercial uses.

November

2008

December

2012

Sites committed to by

investors/developers

1.4.2 Preparespecificinvestmentattractionpacksfor

each site – planning provisions; available infrastructure;

local business environment, community resources, etc.

November

2008

June2009 Inplace

1.4.3 WorkincollaborationwiththeStateGovernment

to attract major businesses to locate in Knox Central.

Ongoing Ongoing Demonstrated program

of successful contacts and

meetings

Strategy 1.5: Provision of major conference & accommodation facilities


1.5.1 Undertake a needs analysis for major

accommodation and conference facilities including

theidentificationofpotentialsites.InvolveStateand

regional tourism authorities as part of research.

February2008 August2008 Researchcompletedto

schedule

1.5.2 Prepare marketing, information and incentive

packages to attract investors/developers.

September

2008

January2009 Prepared and available

1.5.3 Liaisewithindustry/majoroperators/

investors developers

Ongoing Ongoing Contactsidentifiedand

schedule of regular

meetings/contact in place

1.5.4 Developandimplementanactivepromotionplan August2008 Ongoing Promotion plan adopted,

being implemented

with annual review

for effectiveness and

recognition

Strategy 1.6: Long term planning for a civic precinct


1.6.1 Develop a long term civic precinct master plan Ongoing December

2008

Adopted

1.6.2 Work with the owners of Knox City Shopping

Centre to encourage development in accordance with

the Knox Central Urban Design Framework

Ongoing December

2008

Demonstrated positive and

active engagement

1.6.3 Identifyappropriateimplementation

mechanisms

Ongoing December

2008

Agreedandformalised

objective 2:

20

establishment of high tech learning centres

Strategy2.1: Toprepareandimplementaprogramtoencourageindustryspecificskills development at secondary school and tertiary education levels


2.1.1 Reviewcurrentandanticipatedskillsshortages

at regional (geographic) and industry levels; to be

undertaken every two years

Ongoing December 2007

to be reviewed

every two years

Achievedandongoing

commitment for reviews

2.1.2 Identifynewandemergingindustriesand

associatedskillsprofilesneededtomatchtheneedsof

these industries

December

2007

August2008 Formal analysis document

prepared

2.1.3 Establishallianceswitheducationprovidersto

encourage curriculum development and linkages with

industry:

• Knoxsecondaryschools

• Universities&TAFE(inclMonash,Synchrotron&Swinburne)

• Governmentdepartments

June2008 May2009 Keystakeholdersidentified,

contacted and ongoing basis

for engagement established

Strategy 2.2: Advocate for the development of facilities for mature age learning and programs to match industry needs


2.2.1 Undertake a study to assess needs and

opportunities

October2008 February2009

+ ongoing

Study completed and

documented

2.2.2 Identifyappropriateagenciesforthedeliveryof

programs

August2008 Ongoing Listed and evaluated

2.2.3 Undertakealeadagencyroleintheformation

of partnerships, to act as an advocate and to provide

assistance to partners with the preparation of funding

submissions

September

2008

Ongoing Criticalpartnersidentifie

21


Strategy 2.3: Encourage industry to be actively involved in training and skills development programs and placement of trainees


2.3.1 Undertakeaseriesofindustryconsultation

sessions to create an awareness and appreciation of the

potentialindustrybenefitsoftheseprograms

Ongoing 2 per year Programs prepared –content

and speakers and format(s)

established

2.3.2 Organiseindustryvisitsandtoursforeducation

providers to ensure they are kept up to date with latest

developments, needs and issues

Ongoing Ongoing Format established and

program in operation

2.3.3 Compileseminarprogramjoiningtogether

education providers and key industry representatives

July2008 July2008 Format and arrangements in

place for 2 seminars pa

Strategy 2.4: University level teaching facility located within the city


2.4.1 Workwithuniversityproviderstodetermine

needed preconditions and prepare project plans to

realise university level teaching facilities

July2009 October2009

– June/2010

Contact established with

relevant areas in universities.

Plans prepared and being

initiated

objective 3:

22

scoresby/rowville employment precinct – at least 50 new businesses established strong, sustainable energy efficient industry clusters

Strategy3.1: Amendexistingplanningrestrictionsonofficefloorspacedevelopment


3.1.1 UndertakeaPlanningSchemeamendment

toresolvecurrentrestrictionsonofficefloorspace

development

Ongoing June2008 Adopted

3.1.2 Assessdevelopmentplanapplicationsfor

CaribbeanBusinessParkinaccordancewithPlanning

Scheme provisions

December

2008

June 2012 Ongoing

3.1.3 Developamarketingandinvestmentattraction

strategy in partnership with major stakeholders

July2008 March2009 Prepared and adopted

Strategy 3.2: Stamford Park fully developed as a regional community facility


3.2.1 Finaliseandimplementdevelopmentplan

for Stamford Park to establish it as a major multi use

community facility

July2008 Ongoing Prepared and adopted

Strategy 3.3: Facilitation by Council of investment attraction programs through strategic alliances & partnerships with business & government


3.3.1 Refercomment3.1.3reinvestmentattraction

toolkit.

June2008 Ongoing InplacebyDecember2008

3.3.2 Prepareaninvestmentattractionstrategy;which

will also identify target markets/industries , their needs

and requirements; key response generators

August2008 Ongoing InPlacebyDecember2008

3.3.3 Gathermarketintelligencetoensuremarketing

targets are current and relevant and to adjust as

required to suit changing operating environments

Ongoing Ongoing Formatandprocessidentified

3.3.4 Identifykeystakeholderandnetwork

opportunities

Ongoing Ongoing Completed

3.3.5 BuildingKnoxasa‘frontofmindawareness’

municipality for organisations and investors when

considering relocation and sites for high tech and high

quality and knowledge based industry

Ongoing Ongoing Concepts adopted, materials

prepared and ongoing

implementation from

December2008–9

3.3.6 Workwithresearchfacilitiesfor

commercialisation of opportunities generated from

research programs – e.g. linking research and industry

through annual showcase

Ongoing Ongoing Ongoing

objective 4:

24

establishment of strong, sustainable energy efficient industry clusters

Strategy 4.1: Identify opportunities to establish a business incubator specialising in sustainable technologies in association with Swinburne University’s National Centre for Sustainable Enterprise and Development


4.1.1 Undertakeafeasibilityanalysisandidentify

required resources, recommendations and timelines for

introduction

July2008 July2009 Analysissatisfactorily

completed

4.1.2 Throughaformationofalliancesgainsupportof

key stakeholders.

September2009 March 2010 Stakeholdersidentifiedand

commitments in place

4.1.3 EstablishmentofSustainableTechnologies

IncubatorBoardtooverseeplanninganddevelopment–

comprising major stakeholders

March 2011 Ongoing Established in line with

adopted timelines

4.1.4 Identifyandsecurefundingforworksassociated

with establishment of the incubator and ongoing

commitment for funding of is operations

March 2010 March 2011 Fundingsourcesidentified

and agreement in place

Strategy 4.2: Investment attraction program to attract businesses with sustainable technologies


4.2.1 Refer1.5.3;3.1.1toreviseandadaptfor

sustainable technologies

March 2011 Ongoing Strategies and

methodologies adopted and

in operation

25


Strategy 4.3: Establish a Business Institute for Sustainable Investment and Practice (BISIP), in association with the Swinburne University National Centre for Sustainable Enterprise and Development


4.3.1 Liaisonwithpotentialparticipantsand

partnerships to generate interest and gather support for

the project

Ongoing Ongoing Potential partners

identified,supportsecured

and program being

implemented

4.3.2 Identifycommercialisationandpotential

commercial applications for new technologies and

innovation

March 2010 August2009

plus ongoing

Methodologiesidentified

and mechanisms adopted

4.3.3 Secureahighprofilepatron/spokespersonas

headoftheBISIP

September2009 March 2010 Achieved

4.3.4 Promotionofincubatorprogramandlinking

toresearch/industry/financesectorsassupportfor

incubator innovation and businesses

July 2010 Ongoing Secure representative

form these sectors on an

Incubatoradvisorypanel

4.3.5 MemorandumOfUnderstandingwithsignificant

stakeholders as a basis for ongoing collaboration in the

provision of support and commitment

July 2010 August2010 Signed

4.3.6 Securefundingcommitmentsforpreparationof

abusinessplanandoperationsoftheBISIP(Business

planpreparationtoberesponsibilityofBISIP)

December 2010 Ongoing Secured

4.3.7 ImplementationofBusinessIncubatorandBISIP

projects

Ongoing Ongoing Projectsidentifiedand

committed

Strategy 4.4: Facilitation between business and government to access grant funding, venture capital, etc


4.4.1 Refer4.1.3;4.3.1asafunctionofincubatorboard

and strategies for commercialisation of innovation

Asreferred Ongoing Ongoing

26

strong secondary, tertiary & industry links providing for the needs of high tech industries (support services, technical backup and marketing)

Strategy5.1: Toensurethateducationprovidersareawareofthespecificandwiderneedsof existing and potential Knox based high tech and knowledge based enterprises


5.1.1 Buildingontheresultsofresearchintoindustry

skillsprofilesandneedstogetherwithresearchintothe

structure and composition of Knox’ industrial sector

determine the level of industry interactivity and the

need for support services

August2008 February2009 Program adopted

and in operation

Strategy 5.2: Facilitate linkages between industry and education to identify skills required to meet local employment requirements


5.2.1 Buildingonallianceswitheducationproviders

establishedunder2.1.3andindustryconsultation

programsunder2.3.1and2.3.2toestablishaformal

consultative committee to ensure regular contact and

ongoing communication between the two sectors.

December2008 Ongoing Program adopted and in

place

Strategy 5.3: Strategic alliances with all tiers of government to ensure there is across government understanding and support for the needs of Knox industry and education providers in adopting a cooperative approach to skills building and development


5.3.1 Toidentifyandmakecontactwithkey

Governmentdepartmentsandagencies.Arrange

Individualmeetingsandatleastonegroupmeetingat

this level each year

Ongoing Ongoing Allcriticalpartiesidentified

and cooperation secured

with ongoing programs and

projects

objective 5:

objective 6:

27


fully developed and functioning major, neighbourhood & local activity centres

Strategy 6.1: Total implementation of Bayswater place management program


6.1.1 RefertoPlaceManagementprogram Ongoing Ongoing Satisfactory progress in line

with adopted schedule

Strategy 6.2: Implement Boronia Place Management Program




Strategy 6.3: Implementation of the Mountain Gate Place Management Program




Strategy 6.4: Implementation of the Stud Park Structure Plan




Strategy 6.5: Implementation of the Place Management Program of all Neighbourhood activity centres

(including Cnr Boronia and Scorseby Rd, Boronia; Glenfern Rd, Ferntree Gully; 598-624 Mountian Highway

Bayswater;67-79AnneRoad,Knoxfield,ManukaDrive,FerntreeGully;CnrColemanandLewisRd,Wantirna)




objective 7:

28

a more balanced business mix, including more business support services & tertiary industries

Strategy 7.1: To ensure planning controls are in place to encourage investment in potential sites and precincts


7.1.1 Identifyprioritysitesandprecinctsinconjunction

with other major projects and programs e.g. Knox

Central;Scoresby/Rowvilleemploymentprecinctand

place management

Ongoing Referother

programs

Identifiedplanningcontrol

changesidentifiedandin

line with other projects in

place

Strategy 7.2: Refer to strategies for Objective 3 re planning controls, investment attraction and formation of local alliances and strategic partnerships


7.2.1 Buildoninvestmentattractionandmarketing

programs being developed in relation to other

objectives

Ongoing Asreferred Programs in place

Strategy7.3: RefertostrategiesforObjective10,inrelationtoBayswaterbrownfieldssitesredevelopmentasinitialfocusforspecificbrownfieldsredevelopment


7.3.1 Applyprogramsandconceptsdevelopedas

partofObjective10BayswaterIndustrialprecinct

redevelopment strategies and actions

Ongoing Asreferred Implementationof

strategies underway

Strategy 7.4: To develop a more integrated and balanced local economy


7.4.1 UndertakeadetailedanalysisofcurrentKnox

industrystructure(complementarytoskillsprofile)

July2008 December2008 Completed

7.4.2 Refertosections2.1.1and2.1.2(reviewofcurrent

skillsprofileandneedsofemergingindustriesandnew

technologies application) for skills analysis and needs

togetherwithcurrentskillsprofileofKnoxresidents

November2008 Completed

7.4.3 Identifypriorityareas.Basethisnotonhighest

priorities but for this exercise on ease of implementation

(priority areas dealt with under precinct and incubator

development)

November2008 Inplace

29


Strategy 7.5: Preparation of marketing strategy


7.5.1 Identifyrangeofactionsandmaterialsneededto

assist and guide achievement of goals.

November2008 November2008 Formalised and adopted

Strategy 7.6: Introduction of investment attraction programs


7.6.1 Referto1.5.3;3.1.3inrelationtoKnoxCentraland

Scoresby/RowvilleEmploymentPrecinctandmodifyas

appropriate

June2008 April2009 Programs adopted and in

place

Strategy 7.7: Council facilitated business education training programs


7.7.1 Education and training programs represent a

major commitment as part of Economic Development

responsibilities to grow local businesses through skills

development and technology transfer. This program

involves:

• Needsanalysis

• Securingfunding/programgrants

• Planningandmarketing(databasemaintenance

and management )

Ongoing Ongoing Annualprograms

undertaken successfully in

accordance with planned

annual schedules

objective 8:

30

a strong knox-wide industry network for national and international promotion of knox products & service facilities

Strategy 8.1: Establishment of ongoing strategic alliances with major stakeholders including, industry, State and Federal Governments, tertiary institutions etc


8.1.1 Identifyandrankstakeholderandprincipal

alliance targets (individuals, companies, government

agencies and organisations)

July2008 November2008 Completed

8.1.2 Organiseannualschedulesforcontactand

visitation (includes events and functions such as Mayor’s

BusinessLunch)

June2008 September2008 Completed

8.1.3 Identifykeyinterestsofalliancepartnersand

introduce regular round of contact/contact strategies

(need not be in person or one-to-one. Letters/

publications/phone calls can be used where appropriate

formaximumefficiencies)

October2008 Ongoing Project plans adopted

and being implemented

accordingly

Strategy 8.2: Facilitation of exporting, import replacement supply chain channels


8.2.1 Assessmentofindustrycapabilities–useexisting

data,e.g.informationfromDepartmentofInnovation,

IndustryandRegionalDevelopment(DIIRD);Austrade;

AusIndustry;IndustriesCapabilityNetwork

October2008 Reviewevery2

years

Completed

8.2.2 Identifyareas(andpotentialareas)of

comparative and absolute advantage and niche market

opportunities

February2009 July2009 Completed

8.2.3 Establishanalternateyearglobaltrade

market (this should be done on a semi regional basis

in association with a number of agencies including

Austrade,AusIndustryandDIIRD)

May2009 Alternateyears Planning for event

completed

8.2.4 Buildalliancesbetweencompaniesandgroups

of companies to establish a network designed to take

advantage of cooperative tendering opportunities (e.g.

major defence industry contracts)

Ongoing Ongoing Networking and formal

linkages methodologies

established

31


Strategy 8.3: Facilitation of secondary/tertiary/mature age training linkages


8.3.1 Establishanonlineskillsdatabaseand

employment opportunities through www.

knoxbusinessdirect.com.au

July2009 December2009 Project in operation

8.3.2 Securefunding/partnershipsforongoing

operations perhaps in association with a provider

May2009 July2009

plus ongoing

One major partner

agreement in place

8.3.3 EmploymentandCareersExpo:supportfor

existing programs to build into a major event

September2009 Annually Arrangementsinplaceand

supported by potential

participants

Strategy 8.4: Gathering and distribution of market intelligence and trade opportunities, includes preparation and maintenance of a Knox industry capability database


8.4.1 Attendanceatindustrydevelopmentandtrade

opportunity seminars conducted by government and

privatesectoragencies;needtolinkinwithidentified

areas of interest and opportunity.

Ongoing Ongoing Reportonattendance

8.4.2 Refer8.2.1;8.2.2onindustrycapabilitiesand

areas of natural/competitive advantage

Ongoing Ongoing Identifiedandactionplan

prepared

8.4.3 Distributeinformationonlinethroughwww.

knoxbusinessdirect.com.au ; email (where appropriate);

KnoxBusinessLife;seminarsandworkshops

Ongoing Ongoing Achieved(monitoring

feedback)

Strategy 8.5: Development of a strategy to build recognition and Knox ‘brand’ awareness


8.5.1 Preparationofamarketingandbrandingplanto:

• RaiseprofileonKnoxinexternal(stateandnational)

economicdevelopmentforums.Attendanceandactive

participation at seminars; workshops etc.

• Definetheimageandshapestrategiesaroundthe

promotion of Knox as a progressive business friendly

municipality

Ongoing Ongoing with

Branding

concepts in

place by March

2009

Key branding concepts

identifiedbyMarch2009

and being applied. Need

for annual tests as to brand

awareness,

8.5.2 Selectivesponsorshipsandparticipationintrade

and business development events

Ongoing Inplace–Provideannuallist

of events etc.

8.5.3 Developdisplaymaterials.Development

of graphics and styles that can be used (subject to

authorisation) by private organisations.

Need for annual

review (tie in

with brand

awareness)

Materials review completed

by November in each yea

objective 9:

32

establishment of a centre for entrepreneurial development integrating education, start ups & business incubator

Strategy 9.1: Refer to Objective number 4. relating to specialised sustainable technologies business incubator


9.1.1 IncorporatedinactionsreferredtoinObjective4

but with direction to entrepreneurial development:

• Feasibilityanalysis

• Identifycriticalpartners

• Preparationofbusinesscase

• Identificationoffundingneedsandsourcesoffunding

June2009 June 2011 Allphasesofwork

completed to schedule

Strategy 9.2: Establish alliances with Swinburne University, State and Federal Government agencies


9.2.1 Organiseindividualmeetingswithkey

stakeholders to gain support.

August2009 March2009 Achievedwitheitherformal

or informal cooperative

agreements in place

9.2.2 Organiseworkshoptoconsolidatesupportand

commitments

June2009 August2009 Successfully completed

Strategy 9.3: Conduct an independent needs analysis for home based businesses, identifying their needs


9.3.1 Undertakeananalysisofstudiesundertaken

in other municipalities to provide guidance and

understanding of useful methodologies

October2008 December2008 Completed

9.3.2 Securefundingforindependentsurveyofhome

based businesses

December2008 March2009 Grantofsponsorship

funding secured

9.3.3 Prepareinformationkitforhomebasedbusinesses April2009 July2009 Completed

9.3.4 EstablishabusinessnetworkforKnoxhome

based businesses

July2009 January 2010 Inplacewithmin50

members and active

executive

9.3.5 Providespecialisedprogramsforhomebased

businesses

Ongoing Ongoing Inplace

33


Strategy 9.4: Encourage entrepreneurial educational programs in secondary schools


9.4.1 EstablishallianceswithKnoxschoolsandother

education providers to introduce entrepreneurial

skills development programs into secondary and post

secondary education programs

March2009 February 2011

plus ongoing

Formal program with

recognised outcomes in

place

9.4.2 Provideaward/recognition/scholarshipto

encourage entrepreneurial initiatives in schools and

for young people. Link with industry group(s) such as

AustralianIndustryGroup(AIG);AustralianInstituteof

Management(AIM)forsponsorshipandsupport

February 2010 February 2010

plus ongoing

Inplace

9.4.3 Investigatepotentialformajorentrepreneurial

event (e.g. Camp Enterprise or similar with a major

sponsor)

July2009 February 2010 Assessmentcompleted

9.4.4 EstablishrelationshipwithYoungAchievement

Australiaorganisationinworkingwithschoolson

entrepreneurial development programs

Ongoing Ongoing Inplace

Strategy 9.5: Establish programs to encourage leadership in small business


9.5.1 WorkwithSmallBusinessCounsellingService

(SBCS)andVictorianBusinessCentre(VBC)toidentify

programs and to secure funding on an ongoing basis

Ongoing Ongoing Specificprogramsprepared

and arrangements in place

9.5.2 Establishanannualprogramtorecognise

achievementinsmallbusiness:publicise(e.g.KnoxGold

StarAchievement);civicrecognitionawards,etc

February2009 September2009

plus ongoing

Inplace

objective 10:

34

redevelopment of the bayswater/bayswater north industrial land precinct

Strategy10.1: Toidentifypotentialforredevelopmentof‘brownfieldsites’ in the Bayswater/Bayswater North Industrial precinct


10.1.1 Undertake an internal review of previous studies

and planning documents to identify and evaluate

potential outcomes and priority actions


10.1.2 IdentifyrelevantareaswithinCouncilforcarriage

of project and associated programs e.g. City Strategy;

Sustainability

October2008 December2008 Completed

10.1.3 Identifyandimplementactionsfor

areas where partnerships may be required, e.g.

Neighbouring Councils and government agencies

August2008 February2009 Actionsidentifiedand

priorities agreed to with

partner stakeholders

Strategy 10.2: Develop appropriate investment attraction programs


10.2.1 Reviewmarketingproposalpreparedaspart

of original study

April2009 July2009 Completed

10.2.2 Prepare cooperative marketing concepts and

themes (and potential partners)


Strategy 10.3: Explore potential partnerships with neighbouring councils


10.3.1 InpartnershipwithMaroondahCityCouncil

andYarraRangesShireCouncilinitiateacoordinated

approach to implementation of projects

November2009 January 2010 Partnership agreements

in place and commitment

toidentifiedprograms/

projects

Strategy 10.4: Link in our plans for this precinct with objective 8.1 in establishing on going strategic alliances with major stakeholders and interested parties


10.4.1 Referactions8.1inrelationtoidentification

of key parties and individuals, contacts and visitation;

also noting key areas of interest and concern for

potential partners

Ongoing Ongoing Alliancessecuredand

ongoing basis for

relationships in place

objective 11:

36

availability of world-competitive infrastructure in transport, telecommuni cations and supporting services

Strategy 11.1: Develop an understanding of infrastructure requirements of new technologies and industry


11.1.1 Referearliersectionsonliaisonandnetworking Ongoing Ongoing Demonstrated ability to

liaise effectively with key

stakeholders

11.1.2 Attendanceatrelevantseminars,workshops,

industry functions and conferences

Ongoing Ongoing Attendanceatrelevant

events

11.1.3 Subscriptionsanddeskresearch Ongoing Ongoing Demonstrated knowledge

Strategy 11.2: Encourage developers to provide state of the art communicationsinfrastructureandfutureproofing


11.2.1 Develop an understanding of needs and

opportunities

Ongoing Ongoing Demonstrated ability to

liaise effectively with key

developers

11.2.2 Direct contact with developers and companies Ongoing Ongoing Preparation and successful

completion of annual

schedule

37


Strategy 11.3: Explore potential partnerships with neighbouring councils


11.3.1 InconjunctionwithKnoxMarketingDepartment

and Council’s Public transport Consultative Committee

identify key messages for promotion of improved public

transport services and utilise in Economic Development

forums and communications as relevant

Ongoing Ongoing Key messages and strategies

of advocacy determined and

being implemented

11.3.2 Inconjunctionwithdevelopersseektoenhance

the provision of public transport facilities and services in

new commercial/industrial projects

Ongoing Ongoing Identifyandsecure

commitment to at least one

significantproject

11.3.3 InconjunctionwiththeEasternTransport

Coalition

Ongoing Ongoing Refer11.3.1above

Strategy 11.4: Complete the off-road bicycle network


11.4.1 Internalandexternalliaison,e.g.Portof

MelbourneAuthority(PMCA)andneighbouringCouncils

–ActiveLinksproject


meetings

Strategy 11.5: Advocate for ongoing road improvements


11.5.1 Internalandexternalliaison,promotionthrough

communications,e.g.KnoxBusinessLifeandforums


meetings and news items

reportedinKnoxBusiness

Life and website as relevant

and opportune

38

implementation, monitoring & evaluation

39


implementationTheEconomicDevelopmentStrategyconfirmstheKnox

City Council’s commitment to the Knox Vision 2025 which

is an expression of the community’s aspiration for a better

and more liveable city particularly as expressed in the

goalofa‘ProsperousandModernEconomy’.Indoingso

it provides a bridge between the vision and the means by

whichitwillbeachieved.Itisadetailedstrategyandwith

its focus on development of innovation, high-tech and

knowledge based industry, together with the provision of

education and skills development opportunities for the

Knox resident workforce, is comprehensive in its scope.

The Economic Development Strategy is based on

partnershipsandcooperation.Ittakesadvantageoflocal

government’s unique position as the direct interface with

its local community to provide the means by which many

StateandFederalGovernmenteconomicstrategiescan

be transformed into action.

TheFederalGovernmenthasacknowledgedtheneedto

findwaystoincreaseinnovationperformanceacrossthe

economy and to ensure that business has better access to

new ideas and technologies that bridge the gap between

industryandresearch.Itstatesthatitisaboutbuilding

a strong, robust and truly national innovation system

tobolsterAustralia’sinnovationperformance,boosting

productivity and helping secure high-wage, high-skill jobs

forthefuture.(SenatorKimCarrMinisterforInnovation,

Industry,ScienceandResearch,January2008)

TheVictorianGovernments’overarchingpolicyforState

developmentissetoutinitsdocument ‘GrowingVictoria

Together’.InitsaspirationsfortheState’seconomyits

vision is complemented by Council’s Knox Vision 2025

Themeof ‘AProsperousModernEconomy’.

InMarch2007theVictorianGovernmentpublishedits

‘NationalInnovationAgenda’whichhighlightedfivekey

themes or needs, i.e.:

• Increasebusinessinnovation;

• Providetheinfrastructuretoenableinnovation;

• Developskillsfortheinnovationeconomy;

• Createabetterregulatoryenvironmentfor

innovation; and

• Forgebetterconnectionsandcollaborations.

ThisAgendaalsomakestheimportantpointthat

innovationisnotconfinedtohigh-techindustries

and that it should not be treated as a research and

development or science and technology issue.

Innovation,itstates,isamajoreconomicstrategythat

mustflowthroughallsectorsofAustraliafromclassrooms

to workrooms to boardrooms.

monitoring and evaluationthe Knox Economic Development Strategy is totally

alignedtothesegoalsandobjectives.Atalocallevelit

is committed to delivering these policies with a detailed

prescription of tasks and actions. Through cooperation

and the creation of strategic alliances and partnerships,

the Strategy provides an effective means by which the

aspirations of all three levels of government can be

achieved.Howeveronlylimitedfundsareavailablefrom

localresources.Additionalresources,particularlythose

that can be made available through government agencies

whose strategic objectives align with this strategy, will be

needed to deliver this strategy.

InherentintheEconomicDevelopmentStrategyis

an awareness that the economy is subject to constant

changeandevolution.Itisalsorecognisedthatthespeed

of change has accelerated enormously in recent periods.

Whilst this in no way affects the community’s goal of a

‘Prosperous and Modern Economy’ it can and almost

certainly will have implications for the manner in which

this goal will be achieved.

Inthiscontextandintheinterestsofaccountability

and transparency the Economic Development Strategy

will be monitored by Council’s Economic Development

Committee.Itwill:

• Atitsregularmeetingreceiveprogressreportsfrom

Council staff responsible for implementation of the

Strategy.

• ProvideanannualreporttoCouncilontheprogressive

implementation of the Strategy.

• In2010and2012undertakeanextensivereviewofthe

Strategy to ensure ongoing relevancy and priorities of

tasks and actions.

• In2013reviewkeyobjectivesoftheStrategyand

detail appropriate and relevant tasks and actions for

their implementation.

Every task and action in the Strategy is matched to a

definedoutcome.Aspartofthereportingprocessthese

will also be evaluated to ensure they are delivered on

time and to a high standard.

40

economic profile

The Knox economy is well-placed to achieve sustainable

economic growth, which is important in providing for

increased community wellbeing in the City. Key economic

and business drivers demonstrating recent and forecast

growth in the City include:

• Averageannualpopulationgrowthof0.7%between

2001 and 2006 and forecast average annual growth of

0.48%(or17,945persons)throughuntil2031;

• EstimatedGrossRegionalProduct(GRP)of

approximately$5.9billionin2006/07,anincreaseof

3.8%fromthelevelrecordedin2005/06;

• Forecastincreaseof11,594households(or21.3%)

from2006to2031,representinganaverageannual

increaseof0.8%overthisperiod;

• Estimatedaverageindustryturnoverofapproximately

$1.3million,withthehighestindustryturnovers

recorded by the Wholesale Trade ($6.7 million),

Manufacturing($2.5million)andFinance&Insurance

($2.5 million) sectors;

• Unemploymentrateof3.6%,lowerthantheaverages

forMelbourneSD#(4.6%),Victoria(4.8%)andAustralia

(4.6%);and

• Averagehouseholdincomeof$1,316.96,higher

thanbothMelbourneSD($1,278.45)andVictoria

($1,201.36).

41


summary of recent statistical indicators, city of knoxPopulation

EstimatedResidentPopulation(2006) 152,388

ProjectedPopulation(2031) 170,333

ProjectedHouseholds(2031) 66,114

Employment

EmployedPersons(SepQtr2007) 84,548

UnemploymentRate(%)(SepQtr2007) 3.4

LabourForce(SepQtr2007) 87,531

ParticipationRate(%)(SepQtr2007) 69.7

Business Investment

GrossRegionalProduct($m)(2006/07) 5,870.1

No.ofBusinesses(June2006) 14,355

AvgIndustryTurnover($’000)(June2006) 1,306.4

IndexofEconomicDiversity(Australia=1)(2006) 0.668

Demographics

Avgweeklyindividualincome($)(2006) 607.38

Avgweeklyhouseholdincome($)(2006) 1,316.96

Occupation – managers/professionals (%) (2006) 28.4

Employment by sector – primary (resources-based) (%) (2006) 0.3

Employment by sector – secondary (goods-based) (%) (2006) 25.9

Employment by sector – tertiary (commerce-based) (%) (2006) 29.2

Employmentbysector–quaternary(informationandfinance-based)(%)(2006) 27.1

Employment by sector – quinary (domestic, household-based) (%) (2006) 15.0

%ofpopulation15+yrswithqualification(2006) 49.0

Qualifications–bachelordegreeorhigher(%)(2006) 27.5

# SD refers to Melbourne Statistical Division, which is situated on the northern and

easternsideofPortPhillipBaydowntotheMorningtonPeninsula.Itcoversanareaof

approximately9274.50sqkm.

42

42

populationThe estimated resident population of the City of Knox

in2006was152,362persons,anincreaseof4,955

persons, or average annual growth of 0.7%, from the level

recorded in 2001. This was lower than the average annual

population growth rates for Melbourne SD (1.5%) and

Victoria(1.3%)overthesameperiod.

Population – Knox

100,000

105,000

110,000

115,000

120,000

125,000

130,000

135,000

140,000

145,000

150,000

155,000

160,000

165,000

170,000

175,000

1996 2001 2006 2011 2016 2021 2026 2031

ProjectedActual

Source: ABS 3218.0, forecast.id

Overtheperiodto2031,thepopulationoftheCityof

Knoxisexpectedtoincreaseby17,945persons–or

anaverageannualrateof0.4%–toapopulationof

approximately170,333persons.Thegrowthrateforthe

City of Knox is lower than that forecast for Melbourne

SDandVictoria(both0.8%).TheCityofKnoxisexpected

to contribute 2.1% of the total increase in population of

MelbourneSD(854,001persons)overtheperiodto2031.

In2006,Knoxaccountedfor4.1%ofthepopulationof

MelbourneSDand3.0%ofthepopulationofVictoria.By

2031,theseproportionsareprojectedtodecreaseslightly

to3.8%and2.7%respectively.

Estimated Residential Population

Level

2001

Level

2006

5-Year

Ann % chg

Level

2031

Avg Ann Growth,

2006–31

Knox(a) 147,433 152,388 0.7 170,333 0.4

Melbourne SD 3,471,625 3,744,373 1.5 4,538,462 0.8

Victoria 4,804,726 5,128,310 1.3 6,225,477 0.8

Note:PopulationprojectionsforKnoxrecentlyupdatedbyi.d.consultingP/L.(‘forecasted,2007’).Revisedfiguresfor

Melbourne SD and Victoria are currently under preparation (Department of Planning and Community Development) but

unavailable at time of publication

Source: ABS 3218.0, Dept of Sustainability & Environment, forecast.id

43


gross regional productTheGrossRegionalProduct(GRP)oftheCityofKnox

wasestimatedatapproximately$5.9billionin2006/07,

representinganincreaseof3.8%fromthelevelrecorded

in 2005/06 ($5.7 billion). The City of Knox contributed

3.4%and2.4%,respectively,tothegrossregional/state

productsofMelbourneSD($172.4billion)andVictoria

($247.4billion)in2005/06.

With regard to industry, the largest contribution was

made by the Manufacturing sector, with approximately

$1,518.6million,or25.9%ofthetotalGRPfortheCityof

Knox.TheWholesaleTrade(12.6%),Property&Business

Services(8.5%)andRetailTrade(7.0%)industrieswerethe

nexthighestcontributorstotheGRPoftheCityofKnox.

Gross Regional Product – Knox 2006/07

0 200 400 600 800 1,000 1,200 1,400 1,600

Manufacturing

Wholesale Trade

Property & Business Services

Retail Trade

Ownership of dwellings

Health & Community Services

Construction

Finance & Insurance

Education

Transport & Storage

Communication Services

Personal & Other Services

Government Admin & Defence

Cultural & Recreational Services

Accomm, Cafes & Restaurants

Electricity, Gas & Water Supply

Non Classifiable Industry

Mining

Agriculture, Forestry & Fishing

$ million

Goods Sector

Services Sector

Other

Source: Lawrence Consulting

Gross Regional Product, 2006/07

Knox Melbourne SD Victoria

Industry

Level ($m)

% of GRP

Ann % chg

Level ($m)

% of GRP

Ann % chg

Level ($m)

% of GRP

Ann % chg

Agriculture,Forestry&Fishing $15.5 0.3 -22.0 $867.2 0.5 -22.0 $5,085 2.1 -19.6

Mining $16.7 0.3 6.9 $1,601.4 0.9 6.9 $4,836 2.0 4.5

Manufacturing $1,518.6 25.9 3.8 $26,041.5 15.1 3.9 $29,585 12.0 2.2

Electricity,Gas&WaterSupply $46.3 0.8 -5.8 $2,049.5 1.2 -5.8 $5,588 2.3 -2.0

Construction $233.7 4.0 5.2 $5,460.9 3.2 5.3 $15,020 6.1 10.1

Wholesale Trade $737.9 12.6 -1.2 $10,560.0 6.1 -1.1 $13,136 5.3 6.4

RetailTrade $412.7 7.0 2.6 $9,092.6 5.3 2.7 $12,584 5.1 2.3

Accommodation,Cafes&Restaurants $47.9 0.8 -11.3 $2,322.6 1.3 -11.2 $3,720 1.5 2.8

Transport & Storage $126.5 2.2 14.7 $5,881.4 3.4 14.8 $9,503 3.8 11.3

Communication Services $100.3 1.7 12.9 $5,838.2 3.4 13.0 $7,127 2.9 2.4

Finance&Insurance $227.6 3.9 2.9 $16,322.0 9.5 2.9 $20,214 8.2 12.7

Property&BusinessServices $497.4 8.5 14.7 $25,122.9 14.6 14.7 $31,722 12.8 7.2

GovernmentAdministration&Defence $54.0 0.9 4.0 $3,759.3 2.2 4.0 $6,333 2.6 8.8

Education $214.3 3.7 3.6 $8,479.3 4.9 3.7 $12,639 5.1 9.9

Health&CommunityServices $316.9 5.4 11.1 $9,710.8 5.6 11.1 $15,498 6.3 7.3

Cultural&RecreationalServices $50.1 0.9 1.0 $2,270.8 1.3 1.0 $3,537 1.4 4.4

Personal & Other Services $79.3 1.4 -6.6 $2,436.1 1.4 -6.6 $3,964 1.6 3.0

NonClassifiableindustry $36.4 0.6 4.4 $1,128.5 0.7 4.4 0.0

TotalIndustryFactorIncome $4,732.1 80.6 4.2 $138,945.2 80.6 5.5 $200,091 80.9 5.6

Ownership of dwellings $407.8 6.9 3.0 $11,975.1 6.9 4.2 $17,245 7.0 4.3

GRP at Factor Cost ($m) $5,139.9 87.6 4.1 $150,920.4 87.6 5.4 $217,336 87.8 5.5

Taxes less subsidies on production and imports $729.5 12.4 1.0 $21,419.1 12.4 2.2 $30,845 12.5 2.3

Statistical discrepancy (I) $0.7 0.0 $19.4 0.0 $28 0.0

Gross Regional Product ($m) $5,870.1 100.0 3.8 $172,358.9 100.0 5.0 $247,440 100.0 4.8


44

business numbersThemostrecentAustralianBusinessRegisterindicated

therewereanestimated14,355businessesoperating

intheCityofKnoxinJune2006.Intermsofbusiness

numbersbyindustry,theProperty&BusinessServices

sectorwasthelargestsectorwith3,360businesses(or

23.4%oftotalbusinesses),followedbytheConstruction

(20.9%),RetailTrade(12.5%)andManufacturing(11.8%)

industries.

Number of Businesses by Industry Knox, June 2007

0 500 1,000 1,500 2,000 2,500 3,000 3,500




Education


Finance & Insurance


Transport & Storage

Accomm, Cafes & Restaurants

Retail Trade

Wholesale Trade

Construction


Manufacturing

Mining


Source: ABS Australian Business Register – June 2007

The estimated average turnover of all businesses in

theCityofKnoxregionwasapproximately$1.3million,

with the Wholesale Trade sector recording the highest

average industry turnover ($6.7 million), followed by the

Manufacturing($2.5million)andFinance&Insurance

($2.5 million) industries.

Business Numbers by Industry & Average Turnover, June 2006

Industry Division No.

% of

total

Avg

turnover

($’000)

Agriculture,Forestry&Fishing 261 1.8 615.1

Mining 6 0.0 350.0

Manufacturing 1,698 11.8 2,534.3

Electricity,Gas&WaterSupply 24 0.2 434.4

Construction 3,000 20.9 395.3

Wholesale Trade 1,044 7.3 6,679.3

RetailTrade 1,797 12.5 1,026.0

Accommodation,Cafes&Restaurants 210 1.5 503.9

Transport & Storage 723 5.0 314.5

Communication Services 234 1.6 215.5

Finance&Insurance 765 5.3 2,481.0

Property&BusinessServices 3,360 23.4 398.4

Education 129 0.9 124.1

Health&CommunityServices 420 2.9 698.6

Cultural&RecreationalServices 249 1.7 649.2

Personal & Other Services 435 3.0 419.0

Total 14,355 100.0 1,306.4

Note:Includesbusinesseslocatedwithinpostcodes

in the City of Knox. The number of businesses in

theGovernmentAdministration&Defenceindustry

classificationwasnotavailableforpublication.

Source: ABS Australian Business Register – June 2006

45


economic diversityTheRegionalIndexofEconomicDiversitymeasures

economic or industrial diversity within a region by

determining the degree to which the region’s industry mix

differs from that of the nation. When the index value is

closetoone,theindustrialprofileofaregionmirrorsthat

of the national economy and is considered more diverse.

TheindexvaluefortheCityofKnoxis0.668,whichranks

ninthofallLGAscomprisingSouthEastMelbourne.By

comparison, the index values for South East Melbourne,

MelbourneSDandVictoriaare0.821,0.904and0.960,

respectively. When the index is calculated using the state

economy as the comparative benchmark, the City of Knox

hastheseventhhighestindexvalueofallLGAswithin

South East Melbourne (0.757).

With regard to location quotients, the City of Knox has

a greater industry concentration (i.e. location quotient

greater than 1) than the national economy in the

WholesaleTrade(2.30),Manufacturing(2.21)andRetail

Trade(1.30)industries.

Index of Economic Diversity

0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0

VIC

Melbourne SD

Frankston

SE Melbourne

Bayside

Casey

Whitehorse

Maroondah

Monash

Mornington Peninsula

Cardinia

Knox

Kingston

Greater Dandenong


Location Quotients

0.0 0.5 1.0 1 .5 2.0 2.5




Education

Government Admin & Defence


Finance & Insurance


Transport & Storage

Accom, Cafes & Restaurants

Retail Trade

Wholesale Trade

Construction


Manufacturing

Mining


Knox

Melbourne SD

Victoria


Index of Economic Diversity

Diversity Index

(Australia)

Rank

(SE Melbourne)

Diversity Index

(Victoria)

Rank

(SE Melbourne)

Knox 0.668 9 0.757 7

Bayside 0.812 2 0.843 2

Cardinia 0.671 8 0.656 10

Casey 0.802 3 0.818 5

Frankston 0.822 1 0.851 1

GreaterDandenong 0.578 11 0.674 9

Kingston 0.590 10 0.695 8

Maroondah 0.746 5 0.821 4

Monash 0.721 6 0.810 6

Mornington Peninsula 0.712 7 0.619 11

Whitehorse 0.795 4 0.826 3

South East Melbourne 0.821 0.899

Melbourne SD 0.904 0.962

Victoria 0.960 n.a.

46

household projectionsOvertheperiodfrom2006to2031,thenumberof

households in the City of Knox is expected to increase

by21.3%–oranaverageannualrateof0.8%–to

approximately64,559households.Thegrowthratefor

the City of Knox is slightly lower than that forecast for

the South East Melbourne region and Melbourne SD

(both1.2%)aswellasVictoria(1.3%).TheCityofKnoxis

expected to contribute 2.2% of the total increase in the

numberofhouseholdsinMelbourneSD(515,941)over

theperiodto2031.

Household Projections

Level

2001

Level

2006

Level

2011

Level

2016

Level

2021

Level

2026

Level

2031

Avg Ann

Growth,

2006–31

Knox 51,056 54,520 57,121 59,600 62,062 64,193 64,559 0.8

Melbourne SD 1,309,401 1,420,121 1,533,890 1,646,759 1,757,080 1,853,060 1,936,062 1.2

Victoria 1,833,623 1,987,078 2,147,059 2,307,596 2,465,384 2,601,659 2,719,200 1.3

Note:HouseholdnumbersforKnoxhaverecently

been updated by i.d. consulting P/L (‘forecast id 2007’)

RevisedfiguresforMelbourneSDandVictoriaareunder

preparation (Department of Planning and Community

Development) but unavailable at time of publication.

Source: Dept of Sustainability & Environment

Households – Knox

30 ,000

35 ,000

40 ,000

45,000

50,000

55 ,000

60,000

65 ,000

70 ,000

1996 2001 2006 2011 2016 2021 2026 2031

ProjectedActual

Source: Dept of Sustainability & Environment

47


labour marketThe number of employed persons in the City of Knox

wasestimatedat84,548intheSeptemberQuarter2007,

representinganannualincreaseof4.0%fromthelevel

recordedintheSeptemberQuarter2006.TheCityofKnox

contributed4.5%totheestimatednumberofemployed

personsinMelbourneSD(1,894,100)intheSeptember

Quarter2007.

TheunemploymentrateintheCityofKnoxwas3.4%in

theSeptemberQuarter2007,whichwas0.5percentage

points lower than the rate recorded in the September

Quarter2006.TheunemploymentrateintheCityofKnox

has remained below the level of 5% since the December

Quarter2003.TheCityofKnox’sunemploymentrateis

also historically lower than the averages for Melbourne

SD,VictoriaandAustralia,levelsforwhichinthe

SeptemberQuarter2007were4.5%,4.7%and4.4%,

respectively.

Unemployment Rate

2.5

3.0

3.5

4.0

4.5

5.0

5.5

6.0

6.5

Sep-04 Mar-05 Sep-05 Mar-06 Sep-06 Mar-07 Sep-07

Knox Melbourne SD Victoria Australia

%

Source: DEWR

The City of Knox has a job provision rate (i.e. the ratio of

jobs per resident labour force) of 0.75 jobs per resident,

whichislowerthantheratiosfortheneighbouringLGAs

ofMonash(1.13)andDandenong(1.20),aswellasthe

averagefortheMelbourneSD(0.90).Thisindicatesthat

the City of Knox is a net exporter of jobs/workers to areas

outsidetheLGA.

Labour Market, September Quarter 2007

Employed persons Unemployed Unemployment rate(a) Labour force

No. Ann%chg No. Ann%chg

% Ann%chg No. Ann%chg

Knox 84,548 4.0 2,983 -10.2 3.4 -0.5 87,531 3.4

Melbourne SD 1,894,100 2.0 90,100 -4.5 4.5 -0.3 1,984,200 1.7

Victoria 2,576,700 2.6 127,400 -6.5 4.7 -0.4 2,704,100 2.1

Note: (a) Unemployment rate changes are percentage point changes.

Source: DEWR, Lawrence Consulting

48

employment profileThe largest industry of employment for residents in the

CityofKnoxin2006wasManufacturingwith12,439

persons, or 16.5% of total industry employment. The

RetailTrade(13.5%),HealthCare&SocialAssistance

(9.5%)andConstruction(8.6%)sectorsarealsosignificant

industry employers in the City of Knox.

The most common occupational grouping amongst

employed residents in the City of Knox in 2006 was

Clerical&AdministrativeWorkers,accountingfor17.5%of

totalemployment,followedbyProfessionals(16.8%)and

Technicians & Trades Workers (16.5%).

Employment By Industry

0% 2 4 6 8 10 12 14 16 18 20

Other Services

Arts & Recreation Services

Health Care & Social Assistance

Education & Training

Public Administration & Safety

Administrative & Support Services

Professional, Scientific & Technical Services

Rental, Hiring & Real Estate Services

Financial & Insurance Services

Information Media & Telecommunications

Transport, Postal & Warehousing

Accommodation & Food Services

Retail Trade

Wholesale Trade

Construction

Electricity, Gas, Water & Waste Services

Manufacturing

Mining


2006

2001

Source: ABS 2006 Census

Employment By Industry & Occupation (%), 2006 M

anag

ers

Pro

fess

ion

als

Tech

nic

ian

s &

tra

des

w

ork

ers

Com

mun

ity &

per

sona

l se

rvic

e w

ork

ers

Cle

rica

l & a

dm

in

wo

rker

s

Sale

s w

ork

ers

Mac

hin

ery

op

erat

ors

&

dri

vers

Lab

ou

rers

Inadequately

des

crib

ed/

no

t st

ated

% o

f tot

al e

mpl

oym

ent

by

ind

ust

ry

Agriculture,Forestry&Fishing 0.6 0.1 0.2 0.0 0.2 0.1 0.2 0.6 0.2 0.2

Mining 0.2 0.2 0.1 0.0 0.1 0.0 0.2 0.1 0.0 0.1

Manufacturing 19.1 8.4 23.9 0.7 12.6 7.4 36.2 31.7 17.7 16.5

Electricity,Gas,Water&WasteServices 1.0 0.8 0.9 0.0 1.4 0.3 1.6 0.4 1.0 0.8

Construction 6.6 1.5 30.9 0.2 5.5 0.9 5.6 10.5 4.6 8.6

Wholesale Trade 11.7 5.2 3.0 0.2 10.6 9.7 16.0 4.0 6.1 7.3

RetailTrade 18.0 3.5 5.2 1.6 7.0 59.8 8.1 10.3 6.1 13.5

Accommodation&FoodServices 7.0 0.3 3.4 14.2 1.0 6.6 0.8 11.6 2.3 4.7

Transport, Postal & Warehousing 3.9 1.0 0.8 0.9 6.2 1.6 21.8 1.7 2.1 3.8

InformationMedia&Telecommunications 2.4 3.3 2.7 0.1 2.4 2.5 0.6 0.5 2.1 2.1

Financial&InsuranceServices 5.0 6.3 0.5 0.2 11.3 1.4 0.2 0.3 3.1 4.0

Rental,Hiring&RealEstateServices 1.5 0.5 0.4 0.2 1.7 3.8 0.6 0.5 1.0 1.2

Professional,Scientific&TechnicalServices 5.9 16.4 4.4 0.4 9.2 1.4 0.6 1.3 3.9 6.2

Administrative&SupportServices 2.3 2.2 2.4 2.9 3.7 0.8 2.1 11.2 2.0 3.3

PublicAdministration&Safety 2.9 4.4 1.3 17.9 6.6 0.4 0.6 2.0 2.6 4.2

Education & Training 3.4 22.0 1.6 12.1 4.4 0.2 0.3 1.3 1.2 6.2

HealthCare&SocialAssistance 3.8 19.6 2.5 36.8 9.5 0.4 1.2 6.1 4.6 9.5

Arts&RecreationServices 1.5 1.1 0.6 5.7 1.2 0.8 0.1 1.0 1.0 1.3

Other Services 2.3 2.2 13.0 4.8 3.3 0.7 1.3 3.1 1.8 4.2

Inadequatelydescribed/notstated 1.3 1.3 2.3 1.1 2.2 1.1 1.9 1.9 36.3 2.3

% of total employment by occupation 11.7 16.8 16.5 7.9 17.5 11.6 6.7 9.5 1.8 100.0


49


income distributionIn2006,theaverageindividualweeklyincomefortheCity

ofKnoxwas$607.38,whilsttheaveragesforMelbourne

SDandVictoriawere$624.12and$597.66,respectively.

With regards to household income, the City of Knox

recordedahigherweeklyaverage($1,316.96)thanboth

MelbourneSD($1,278.45)andVictoria($1,201.36).

Weekly Individual Income Distribution 2006

0

2

4

6

8

10

12

14

16

-ve/Nil $1 -$149 $150 -$249

$250 -$399

$400 -$599

$600 -$799

$800 -$999

$1,000 -$1,299

$1 ,300 -$1 ,599

$1,600 -$1,999

$2,000 or more

Knox Melbourne Victoria

%


Weekly Income Distribution (%)


Negative/Nil income 8.4 8.9 8.3

$1-$149 8.8 8.1 8.2

$150-$249 12.3 14.5 15.4

$250-$399 12.9 12.8 13.9

$400-$599 15.3 14.1 14.9

$600-$799 13.2 11.7 11.7

$800-$999 10.0 9.3 8.9

$1,000-$1,299 9.4 8.8 8.3

$1,300-$1,599 4.5 4.6 4.2

$1,600-$1,999 2.6 2.8 2.5

$2,000 or more 2.8 4.3 3.7

Not Stated 8.4 8.9 8.3

Total 100.0 100.0 100.0

Avgwklyindividualincome($) 607.38 624.12 597.66

Avgwklyhouseholdincome($) 1,316.96 1,278.45 1,201.36

Avgwklyfamilyincome($) 1,453.30 1,445.17 1,370.02


qualificationsIn2006,79.7%%ofpersons15yearsandoverintheCity

ofKnoxhadacertificateorhigherlevelqualification,

which was higher than the averages for Melbourne SD

(76.5%) and Victoria (75.7%). The most common form

ofqualificationintheCityofKnoxwasacertificate,with

36.1%ofthepopulationaged15yearsandoverattaining

aqualificationatthislevel.TheCityofKnoxrecordeda

lower proportion of the population 15 years and over

who held a bachelor degree or higher (27.5%) than both

MelbourneSD(36.2%)andVictoria(32.7%).

Qualifications–Population15 Years and Over 2006

0 5 10 15 20 25 30 35 40

Certificate

Advanced Diploma and Diploma

Bachelor Degree

Graduate Diploma and Graduate Certificate

Postgraduate Degree

%

Knox

Melbourne SD

VIC


Non-SchoolQualifications–Population15YearsandOver


No. % of total No. % of total No. % of total

Postgraduate Degree 2,042 3.4 95,916 6.1 108,123 5.2

GraduateDiplomaandGraduateCertificate 1,615 2.7 58,034 3.7 74,045 3.5

BachelorDegree 12,769 21.4 418,334 26.5 502,516 24.0

AdvancedDiplomaandDiploma 9,608 16.1 223,276 14.1 289,645 13.8

Certificate:

Certificatenfd 1,946 3.3 42,185 2.7 56,368 2.7

CertificateIII&IV(c) 18,398 30.8 345,725 21.9 516,489 24.7

CertificateI&II(d) 1,169 2.0 24,286 1.5 37,558 1.8

Total 21,513 36.1 412,196 26.1 610,415 29.2

Level of education inadequately described 1,815 3.0 39,022 2.5 52,370 2.5

Level of education not stated 10,302 17.3 333,718 21.1 455,296 21.8

Total 59,664 100.0 1,580,496 100.0 2,092,410 100.0


Knox City Council

511BurwoodHighway

WantirnaSouth VIC 3152

Australia

Telephone:0392988000 Fax:0398003096

International:+61392988000

HearingAssisted(TTY):0392988521

knox economic development strategy 2008 – 2018€¦ · the knox economic development strategy...

Documents