INFORMING STRATEGY - Sutherland Shire · World Bank, 2016 “ Defining Local economic development...
Transcript of INFORMING STRATEGY - Sutherland Shire · World Bank, 2016 “ Defining Local economic development...
INFORMING STRATEGYEconomic
Prepared by Sutherland Shire Council
Updated December 2018
Contact DetailsSutherland Shire Council 4-20 Eton Street Sutherland NSW AustraliaLocked Bag 17, Sutherland 1499T 02 9710 0333
[email protected]© Sutherland Shire Council
contents
Introduction ........................................4
Council's Integrated Planning and Reporting Framework ........................ 5
Our Vision, Purpose and Values ....... 6
Economic Strategy Principles ............................................. 8
Economic Strategy - at a Glance ........................................ 10
Outcome 1 ......................................... 12
Outcome 2 ........................................ 14
Outcome 3 ........................................ 16
Outcome 4 ........................................ 18
Key Definitions ................................. 20
References .........................................22
Appendix ...........................................23
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IntroDUCTION Council’s Integrated Planning and reporting framework
The Economic Strategy outlines the key economic outcomes which will contribute to enhancing the vibrancy, liveability, economic diversity and sustainability of the Sutherland Shire.
As a key informing strategy under Council’s Integrated Planning and Reporting Framework, the Economic Strategy is directly aligned to our Community Strategic Plan.
The Strategy was prepared by Council, in collaboration with a broad range of stakeholders including Sutherland Shire Councillors, the Economic Development and Tourism sub-committee, business chambers and local businesses.
The Strategy outlines four key outcomes centred on building a prosperous community with a fulfilling work life balance. This will be achieved through supporting a diverse, resilient and self-sustaining business community with a focus on tourism, supported by a skilled workforce contributing to growing the local economy.
Responsibility for progress towards achieving the Strategy outcomes rests with a range of agencies – Council, government agencies, not for profit and the local business community all having a part to play. The activities that Council will deliver to support progress of the Economic Strategy will be detailed in Council’s four year Delivery Program and annual Operational Plans.
DistrictPlan
REGIONALPlan
Local Strategic Planning
Statement20 years
Community Strategic Plan
10+ years
DELIVERY PROGRAMME
OPERATIONALPLAN
Business UnitPLAN
1 year
Informing Strategies
DELIVERY PROGRAMME
4 years
ANNUALREPORT
Local Environmental
PLAN
Development Control
PLAN
RESOURCINGSTRATEGY
Long Term Financial Planning
Workforce Management Planning
Asset Management Planning
Customer Experience Strategy
IM&T Strategy
COMMUNITY ENGAGEMENT
Including customer segmentation, Youth, Aging, etc.
OPEN SPACE ENVIRONMENTAL INTEGRATED TRANSPORT
ARTS & CULTURE ECONOMIC HOUSING
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ACTIVEWe have a can-do attitude and believe in delivering a positive contribution to our community
EVOLVINGWe embrace opportunity and change, championing new ideas and providing creative solutions to problems
COLLABORATIVEWe see ourselves as being one with our community, and build strong connections based on an open and understanding approach.
RESPECTFULWe act with integrity and listen to all, operating in a transparent way that values what makes the Shire special.
ACTIVEWe have a can-do attitude and believe in delivering a positive contribution to our community.
COLLABORATIVEWe see ourselves as being one with our community, and build strong connections based on an open and understanding approach.
EVOLVINGWe embrace opportunity and change, championing new ideas and providing creative solutions to problems.
RESPECTFULWe act with integrity and listen to all, operating in a transparent way that values what makes the Shire special.
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Our Purposewe believe in creating a thriving community of active lives connected to nature.
Our Visiona connected and safe community that respects people and nature, enjoying active lives in a strong local economy.
Our Values
The purpose of local economic development is to build up the economic capacity of a local area to improve its economic future and the quality of life for all. It is a process by which public, business and non-governmental sector partners work collectively to create better conditions for economic growth and employment generation.” World Bank, 2016
“
Defining Local economic development
ECONOMIC STRATEGY
PRINCIPLES
CONNECTEDConnected businesses are supported, informed and educated and better positioned to adjust to market changes and thrive.
INFORMEDKeeping abreast of economic trends and emerging markets.
ENABLINGSupport business growth through appropriate planning and effective place management.
RESPONSIVETo maintain the flexibility and adaptability to respond to change.
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ECONOMIC Strategy
AT A Glance
Bundeena Maianbar Chamber of Commerce
COMMUNITYENGAGEMENT
Engagement for the development of the Sutherland Shire Economic Development Strategy has been extensive. Agencies and organisations consulted via SC Lennon & Associates include;
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OUTCOME
OUTCOME
OUTCOME
OUTCOME
Provide a prosperous community with a fulfilling work/life balance.
A diverse, resilient and self-sustaining business community providing a prosperous and fulfilling lifestyle.
A skilled workforce contributing to the needs of the local economy.
Increased size and value of tourism’s contribution to the Sutherland Shire economy.
OBJECTIVE Increase the number of local jobs by 10,000 FTE (total 87,937 jobs) by 2030.
OBJECTIVE Increase Sutherland Shire’s business output (turnover) by 15% by 2030.
OBJECTIVE Increase the number of Sutherland Shire residents holding employment qualifications to 75% by 2030.
OBJECTIVE Increase the average tourism spend in the Sutherland Shire by 20% ($46m) by 2030.
OUTCOME OBJECTIVE
STRATEGIC APPROACH
Provide a prosperous community with a fulfilling work/life balance.
Increase the number of local jobs by 10,000 FTE (total 87,937 jobs) by 2030.
1.1 Connect tertiary education providers with local businesses to realise opportunities and benefits.
1.2 Encourage the growth of the professional, scientific and technical services and health care and social assistance sectors including supporting the development of The Australian Nuclear Science and Technology Organisation (ANSTO) Innovation Precinct at Lucas Heights.
1.3 Advocate to the Central & Eastern Sydney Primary Health Network and the Greater Sydney Commission to explore opportunities for increased specialisms in health services (ie cardiac, mental health, geriatric medicine, obesity).
1.4 Proactively market the Sutherland Shire as a location of choice to conduct professional, scientific and technical services and health care and social assistance services.
1.5 Informing local business of emerging opportunities to leverage demand generated by the National Disability Insurance Scheme (NDIS).
** Strategic Centres as defined by the South District Plan, Greater Sydney Commission, 2056
1
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Increase the number of local jobs by 10,000 FTE (total 87,937 jobs) by 2030.
OUTCOME OBJECTIVE
2 A diverse, resilient and self-sustaining business community providing a prosperous and fulfilling lifestyle.
Increase Sutherland Shire’s business output (turnover) by 15% by 2030.
STRATEGIC APPROACH
2.1 Create a strong collaboration of business across the Sutherland Shire through the evolution of one local business chamber by 2020.
2.2 Advocate to State Government departments to ensure small business programs are accessible and provide value to local businesses.
2.3 Proactively market the Sutherland Shire as a location of choice for business, commercial investment and a diversified skilled workforce.
2.4 Protect industrial and urban services land through strategic land use planning and regulation.
2.5 Assist local businesses to establish and operate by improving processing times and reducing Local Government red tape.
2.6 Activate Council public lands within 900m of town centres with third party events and experiences.
2.7 Survey Sutherland Shire businesses to understand their challenges, needs, trends, growth and confidence to inform decision making (2018).
2.8 Undertake research on opportunities for increased business accommodation within Sutherland and Miranda** by 2020.
2.9 Undertake research on opportunities for increased business accommodation in Sutherland Shire.
2.10 Facilitate a night time economy (NTE) that builds on current strengths and creates a diverse and vital offer that will meet the needs of the current and future population.
** Strategic Centres as defined by the South District Plan, Greater Sydney Commission, 2056
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Increase the number of local jobs by 10,000 FTE (total 87,937 jobs) by 2030.
OUTCOME OBJECTIVE
3 A skilled workforce contributing to the needs of the local economy.
Increase the number of Sutherland Shire residents holding employment qualifications to 75% by 2030.
STRATEGIC APPROACH
3.1 Explore opportunities for expansion of universities and other educational and training facilities and courses in the Sutherland Shire.
3.2 Undertake research to identify emerging needs, gaps in education and skill shortages within professional, technical and scientific services, health care and social assistance and construction.
3.3 Collaborate with secondary and tertiary education providers to create career pathways to meet shortages identified in the research.
3.4 Promote flexible learning opportunities in areas of identified emerging need offered by a range of providers in the education sector.
3.5 Support ANSTO and universities to establish business incubator programs to Sutherland Shire business, residents and students.
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Increase the number of local jobs by 10,000 FTE (total 87,937 jobs) by 2030.
OUTCOME OBJECTIVE
4 Increased size and value of tourism’s contribution to the Sutherland Shire economy.
Increase the average tourism spend in the Sutherland Shire by 20% ($46m) by 2030.
STRATEGIC APPROACH
4.1 Support and incentivise investment to increase short stay visitor accommodation opportunities in Cronulla and surrounding areas.
4.2 Collaborate with key stakeholders to enhance product development and grow visitor experiences in the Sutherland Shire.
4.3 Proactively market the Sutherland Shire as a destination of choice to potential visitors.
4.4 Leverage the historical significance of the anniversary of Cooks Landing in 2020 and beyond.
4.5 Develop a business case for the creation of a concept to attract major events to the Sutherland Shire.
4.6 Explore opportunities to improve navigation and accessibility to key visitor places/experiences, complimentary to the Open Space and Integrated Transport Strategies.
4.7 Ensure local operators have access to Government programs and initiatives to enhance skills and grow the local tourism sector.
4.8 Actively promote Sutherland Shire as a film-friendly location.
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Key Definitions
CONSTRUCTIONConstruction includes units mainly engaged in the construction of buildings and other structures, additions, alterations, reconstruction, installation, and maintenance and repairs of buildings and other structures. It also includes units engaged in blasting, test drilling, landfill, levelling, earthmoving, excavating, land drainage and other land preparation. Construction includes: Building Construction (Residential Building Construction, Non-Residential Building Construction); Heavy and Civil Engineering Construction; Construction Services (Land Development and Site Preparation Services, Building Structure Services, Building Installation Services, Building Completion Services, Other Services).
FILM-FRIENDLYMeans that Sutherland Shire Council welcomes and accommodates film requests in accordance with the Local Government Filming Protocol 2009.
QUALIFICATIONSOfficial completion of a Bachelor or Higher degree; Advance Diploma or Diploma; Certificate level I, II, III, IV.
FULFILLING LIFESTYLE; FULFILLING WORK/LIFE BALANCE
Living life in a balanced way, matching an individual’s expectation.
HEALTH CARE AND SOCIAL ASSISTANCE
The Health Care and Social Assistance includes units mainly engaged in providing human health care and social assistance. Units engaged in providing these services apply common processes, where the labour inputs of practitioners with the requisite expertise and qualifications are integral to production or service delivery. Health Care and Social Assistance includes: Hospitals; Medical and Other Health Care Services (Medical Services, Pathology and Diagnostic Imaging Services, Allied Health Services, Other Health Care Services); Residential Care Services; Social Assistance Services (Child Care Services, Other Social Assistance Services).
INDUSTRIAL AND URBAN SERVICES LAND
Industrial and urban services land refers to land identified in the NSW Department of Planning and Environment’s Employment Lands Development Monitor and includes industrial zoned land and some business zoned land which permits a number of industrial uses.
OUTPUT (BUSINESS)Output by industry is a gross measure of the total sales of each industry sector in Sutherland Shire. It does not measure how productive each industry sector is at producing this output – which is measured by value added.
PLACE ACTIVATIONPlanning for diverse human activity enlivening a place.
PLACE MANAGEMENTProcess of making places better. Improving a location or maintaining a desired standard of operation.
PROFESSIONAL, TECHNICAL AND SCIENTIFIC SERVICES
Professional, Scientific and Technical Services includes units mainly engaged in providing professional, scientific and technical services. Units engaged in providing these services apply common processes where labour inputs are integral to the production or service delivery. Units in this division specialise and sell their expertise. These services include scientific research, architecture, engineering, computer systems design, law, accountancy, advertising, market research, management and other consultancy, veterinary science and professional photography.
RESILIENTAbility to recover and adjust to the negative impacts of external economic shocks.
SME’SSmall to medium-sized enterprises or businesses.
SELF-SUSTAININGBusiness ability to maintain itself by independent effort.
SHORT STAY VISITORA visitor who spends between one and three nights away from home / overseas for holiday purposes.
STRATEGIC LAND USE PLANNING The process of assessment and identification of future land uses.
TOURISM SECTORIs the total of all businesses that directly provide goods or services to facilitate business, pleasure and leisure activities away from the home environment.
WORK HUBSA flexible workspace for modern micro businesses and mobile workers.
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REferences APPENDIX A – RESEARCH DATA & FIGURES
• SC Lennon & Associates, Consultation and Analysis for the Development of the Sutherland Shire Economic Strategy, May 2018
• Australian Nuclear Science & Technology Organisation, ANSTO Innovation Precinct, March 2017
• Greater Sydney Commission (October 2017), Our Greater Sydney 2056, Draft Greater Sydney Regional Plan, a metropolis of three cities – connecting people
• Greater Sydney Commission (October 2017), Our Greater Sydney 2056, Revised Draft South District Plan – connecting communities
• Sutherland Shire Council (2017), Our Community Plan: Working together to achieve our vision for the future
• Sutherland Shire Council (January 2017), Sutherland Shire Business Survey, prepared by Micromex Research.
• The Stafford Group (December 2015), Sutherland Shire Destination Management Plan, prepared for Sutherland Shire Council.
• .idcommunity (Informed Decisions), Sutherland Shire Council Economic Profile, economy.id.com.au/sutherland,
TABLE 1: OUTPUT BY INDUSTRY SECTOR
Sutherland Shire - Constant prices 2016/17 2011/12 Change
Industry $m %New
South Wales
%$m %
New South Wales
%
2011/12 to
2016/17
Agriculture, Forestry and Fishing 63.7 0.4 2.6 33.9 0.2 2.5 +29.8
Mining 17.6 0.1 2.3 8.8 0.1 2.1 +8.8
Manufacturing 1,881.2 10.7 9.0 3,772.0 23.6 11.6 -1,890.9
Electricity, Gas, Water and Waste Services 254.9 1.4 2.3 246.9 1.5 3.6 +8.0
Construction 2,040.5 11.6 11.2 1,308.7 8.2 10.2 +731.8
Wholesale Trade 844.7 4.8 4.9 730.9 4.6 4.6 +113.7
Retail Trade 1,279.6 7.2 3.7 1,161.3 7.3 4.0 +118.3
Accommodation and Food Services 760.9 4.3 3.0 681.6 4.3 3.0 +79.2
Transport, Postal and Warehousing 562.8 3.2 5.5 595.8 3.7 6.6 -33.0
Information Media and Telecommunications 250.5 1.4 4.8 188.2 1.2 4.4 +62.2
Financial and Insurance Services 1,081.9 6.1 10.7 693.3 4.3 9.9 +388.7
Rental, Hiring and Real Estate Services 2,868.2 16.2 13.2 2,042.8 12.8 11.0 +825.4
Professional, Scientific and Technical Services 2,008.0 11.4 8.6 1,378.5 8.6 7.9 +629.5
Administrative and Support Services 574.4 3.3 3.3 443.2 2.8 3.3 +131.2
Public Administration and Safety 541.7 3.1 4.0 482.6 3.0 4.4 +59.1
Education and Training 683.5 3.9 3.4 587.7 3.7 3.4 +95.7
Health Care and Social Assistance 1,155.6 6.5 4.6 899.4 5.6 4.3 +256.2
Arts and Recreation Services 269.2 1.5 1.1 201.8 1.3 1.1 +67.4
Other Services 517.4 2.9 1.7 511.5 3.2 2.1 +5.9
Total Industries 17,656.3 100.0 100.0 15,969.1 100.0 100.0 +1,687.2Source: National Institute of Economic and Industry Research (NIEIR) ©2016. Compiled and presented in economy.id by .id. Data are based on a 2015-16 price base for all years. NIEIR-ID data are inflation adjusted each year to allow direct comparison, and annual data releases adjust previous years’ figures to a new base year.
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TABLE 2
TABLE 3
TABLE 4: RESIDENT WORKERS QUALIFICATIONS
Sutherland Shire - Constant prices 2016/17 2011/12 Change
Qualification level Number %New
South Wales
%Number %
New South Wales
%
2011 to
2016
Bachelor or Higher degree 33,857 30.0 32.6 27,936 25.3 27.9 +5,921
Advanced Diploma or Diploma 15,571 13.8 11.2 14,542 13.2 10.5 +1,029
Certificate I and II Level 1,201 1.1 1.2 1,566 1.4 1.4 -365
Certificate III & IV Level 23,617 20.9 18.7 23,365 21.2 18.9 +252
Certificate Level, nfd 3,114 2.8 2.3 2,796 2.5 1.9 +318
No qualification 32,395 28.7 31.1 35,415 32.1 34.8 -3,020
Inadequately described or not stated 3,011 2.7 2.9 4,844 4.4 4.5 -1,833
Total [genders] 112,766 100.0 100.0 110,464 100.0 100.0 +2,302
Source: Australian Bureau of Statistics, Census of Population and Housing 2011 and 2016. Compiled and presented by .id
TABLE 5
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TABLE 6
TABLE 7: KEY TOURISM METRICS FOR SUTHERLAND SHIRE, 2013-2016
INTERNATIONAL DOMESTIC OVERNIGHT
DOMESTIC DAY
TOTAL
Visitors ('000) 26 292 1,008 1,326
Nights ('000) 551 837 - 1,388
Average stay (nights) 21 3 - 4
Spend ($m) 37 112 81 230
Average spend per trip ($) 1,420 385 80 174
Average spend per night ($) 68 134 - 108
Average spend (commercial accommodation) per night ($)
105 187 - 155
Source: Tourism Research Australia, Local Government Area Profiles 2013-2016
TABLE 8: KEY TOURISM METRICS FOR SUTHERLAND SHIRE, 2011-2014
INTERNATIONAL DOMESTIC OVERNIGHT
DOMESTIC DAY
TOTAL
Visitors ('000) 24 262 860 1,146
Nights ('000) 550 770 - 1,320
Average stay (nights) 23 3 - 5
Spend ($m) 35 99 68 202
Average spend per trip ($) 1,489 376 73 176
Average spend per night ($) 64 128 - 102
Average spend (commercial accommodation) per night ($)
97 166 - 128
Source: Tourism Research Australia, Local Government Area Profiles 2011-2014
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TABLE 9: EMPLOYMENT CAPACITY BY INDUSTRY
Sutherland Shire 2016/17 2007/08
Industry Local jobs
Employed residents
Ratio of jobs
to residents
Local jobs
Employed residents
Ratio of jobs
to residents
Agriculture, Forestry and Fishing 229 316 0.72 169 290 0.58
Mining 64 256 0.25 53 156 0.34
Manufacturing 4,947 8,102 0.61 7,260 12,017 0.60
Electricity, Gas, Water and Waste Services 556 1,366 0.41 480 1,648 0.29
Construction 8,101 13,871 0.58 4,973 8,498 0.59
Wholesale Trade 2,156 4,440 0.49 2,706 6,228 0.43
Retail Trade 12,428 12,336 1.01 11,807 13,127 0.90
Accommodation and Food Services 6,993 6,957 1.01 6,092 6,653 0.92
Transport, Postal and Warehousing 1,988 9,012 0.22 2,140 10,528 0.20
Information Media and Telecommunications 525 2,412 0.22 542 3,286 0.16
Financial and Insurance Services 1,625 6,976 0.23 1,579 7,252 0.22
Rental, Hiring and Real Estate Services 1,375 2,647 0.52 1,327 2,611 0.51
Professional, Scientific and Technical Services 5,940 11,083 0.54 5,069 10,141 0.50
Administrative and Support Services 2,708 4,321 0.63 1,915 3,750 0.51
Public Administration and Safety 2,638 8,420 0.31 2,555 8,160 0.31
Education and Training 7,724 12,277 0.63 6,182 10,396 0.59
Health Care and Social Assistance 12,429 14,873 0.84 8,732 11,814 0.74
Arts and Recreation Services 1,560 2,405 0.65 1,270 2,160 0.59
Other Services 3,951 5,043 0.78 3,636 5,085 0.71
Total industries 77,937 127,113 0.61 68,487 123,798 0.55
Source: National Institute of Economic and Industry Research (NIEIR) ©2016. Compiled and presented in economy.id by .id
TABLE 10
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TABLE 11
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4-20 Eton Street, Sutherland NSW 2232Locked Bag 17, Sutherland NSW 1499T 02 9710 0333 F 02 9710 [email protected]