DEVELOPMENT
STRATEGY
Background 4
Economic Vision 4
Value of Economic Development
in Port Phillip 4
Port Phillip Strategic Context 5 Strategic Policy Context 6
Economic Context 6 Strategic Directions 7 SECTION 1 INTRODUCTION 10 Background 10 Vision 10 Economic Development Strategy Framework 11 SECTION 2 ECONOMIC DEVELOPMENT AND THE ROLE OF THE CITY OF PORT PHILLIP 12 What Is Economic Development? 12 The Value Of Economic Development to the City Of Port Phillip 12 What Can Council Do to Influence Economic Development Within
Port Phillip? 14
SECTION 3
STRATEGIC CONTEXT 16 Strategic Location Context 16 Strategic Strengths 17 Strategic Weaknesses 17 Strategic Opportunities 18
Strategic Threats 18
and Business Activity 21 Environmental Sustainability
Policy and Direction 22 SECTION 5 ECONOMIC CONTEXT 24 Key Findings 24 Population Trends 26 Demographic Profile 27 Social Disadvantage 28 Commuting Patterns 28 Economy 29 SECTION 6
STRATEGY ACTION PLAN 40 Strategic Direction 1:
An Integrated and
Inclusive Local Community 42 Strategic Direction 2:
Sound Environmental Leadership 48 Strategic Direction 3:
A World-Class Tourism Destination Which Balances Visitation
and Amenity 51
Strategic Direction 4:
Flourishing Activity Centres 56 Strategic Direction 5:
Strong Economic Clusters 58 Strategic Direction 6:
The Creative City 63
SECTION 7
MONITORING
& EVALUATION 68
Figure 4: Spatial Distribution Of Professional Services & Property Businesses In Port Phillip 31
Figure 5: Map Of Manufacturing, Trade & Industry Businesses
In Port Phillip 32
Figure 6: Map Of Activity Centres
In Port Phillip 35
Figure 7: Concentration Of Creative Workers By Municipality 36
Figure 8: Spatial Distribution Of Creative Industries, Arts & Recreation Businesses
In Port Phillip 37
Figure 9: Clustering Of Performing Arts Businesses In Port Phillip 37 TABLES
Table 1: The Value of Economic
Development to the City of Port Phillip 13
Table 2: Population Trends,
2001–2006 26
Table 3: Population Forecasts,
2006–2026 26
Table 4: SEIFA 2006 Analysis (Index of Relative
Socio-Economic Advantage) 28
Table 5: Employment by
LGA Location, 2006 28
Table 6: Industry Sector Performance 30
Table 7: Major Industry Categories 31
Table 8: Overnight Visitors to City
of Port Phillip 34
Table 9: % Of Home Workers, 2006 39
Acknowledgement
City of Port Phillip acknowledges Urban Enterprise Pty Ltd in the development of the Port Phillip Economic Development Strategy 2012-2016.
Disclaimer
Parts of this document may contain estimates based on assumptions that may be subject to error. Although all care has been taken to verify such estimates readers must not alter their position or refrain from doing so in reliance on them. If you have any doubts about the accuracy of this document, we would advise that you find out from alternative sources.
THE MAYOR
OF TERMS
The City of Port Phillip
is a great place to
do business.
Visitor numbers are up, our local economy is strong and the first class facilities we are famous for have never looked so good.
The job of the Council and City in helping local business is an important one. Each year, we produce an Action Plan which supports our five-year Economic Development Strategy. The strategy has three objectives. These are to:
• Enhance competitive advantage for businesses in the municipality • Increase connections between
the business, not-for-profit sector, visitor and residential communities
• Drive prosperity across the entire Port Phillip community.
Council’s role is as an enabler of better business. Our job is to facilitate and influence so that local businesses are supported to grow and prosper. In order to do this we work with businesses and business groups, we promote innovative ways of doing business, we partner with State and Federal Government agencies, and we conduct activities, programs and campaigns to stimulate economic growth. The City of Port Phillip is a great place to live and it’s a terrific place to work. Local businesses have an exciting future ahead.
If you would like more information on this Economic Development Strategy, please call ASSIST on 9209 6777.
Rachel Powning Rachel Powning Mayor
ABS Australian Bureau of Statistics
APBCC Albert Park Business & Community Committee
C Council
CBD Central Business District CD Community Development
(City of Port Phillip Council Department)
CL Culture & Leisure (City of Port Phillip Council Department) CLUE Census of Land Use & Employment
CRM Customer Relationship Management CSR Corporate Social Responsibility
DIIRD Department of Innovation, Industry and Regional Development DoT Department of Transport
EDU Economic Development Unit (City of Port Phillip Council Unit) ESD Ecological Sustainable Development
FYC Families, Youth & Children
(City of Port Phillip Council Department) IMAP Inner Melbourne Action Plan
LGA Local Government Area
LLEN Local Learning and Employment Networks PCA Property Council of Australia
PS Property Services (City of Port Phillip Council Department) SD Statistical Division
SEIFA Socio-economic Indexes for Areas SKTA St Kilda Tourism Association SMM South Melbourne Market
(City of Port Phillip Council Department) SLA Statistical Local Areas
SP Strategic Planning Unit (City of Port Phillip Council Unit) SUS Sustainability (City of Port Phillip Council Department) SWOT Strengths, Weaknesses, Opportunities & Threats VFR Visiting Friends & Relatives
Photo: St Kilda Road Parkview Hotel
EXECUTIVE
SUMMARY
BACKGROUND
The City of Port Phillip Economic Development Strategy 2012-2016
is a key strategic document that will deliver Council’s vision by presenting a coherent and actionable plan for the next five years.
It has been informed by
consultation with the community (residents, businesses and their key representatives) and is underpinned by the Local Government Act 1989, the Council Plan and other strategic documents including Municipal Strategic Statement, Towards Zero Sustainable Environment Strategy,
Health and Wellbeing Plan and the
Sustainable Transport Plan.
The purpose of the Economic Development Strategy is to identify timely, practical and evidence-based strategies and actions that will: • Enhance competitive advantage
for businesses in the municipality • Increase connections between
the business, not-for-profit sector, visitor and residential communities
• Drive prosperity across the entire Port Phillip community
• Focus on ‘green’ business through supporting sustainable business operations and promoting participation in green business programs.
VALUE OF ECONOMIC
DEVELOPMENT
IN PORT PHILLIP
Economic development promotes prosperity and improved quality of life across the whole community by supporting, serving and advocating for local businesses. This is achieved through a range of value-added services which foster a sustainable, vibrant business environment. The value of economic development to the Port Phillip community is multi-faceted. It:
• Develops skills, knowledge and experience that can be celebrated and utilised by the community • Tackles climate change by
providing local businesses with practical advice and measures to reduce carbon emissions and reduce operational costs, thereby increasing the capacity of business
• Maximises local multiplier effects (where an increase in one economic activity starts a chain reaction in others)
• Facilitates social inclusion • Enhances the vibrancy,
atmosphere, diversity and liveability of the area
• Fosters economic growth and business prosperity
• Encourages local access to goods and services for the City of Port Phillip community, which supports local jobs and business growth in the municipality. The City of Port Phillip recognises that, although it does not directly deliver business outcomes, its role is as an enabler. The Council’s objective is to facilitate and promote economic development within the context of its wider environmental, social and cultural sustainability objectives. As such, Council’s role is to influence appropriate investment and business development in line with Council goals and facilitate a conducive business environment.
Achieving these outcomes requires a partnership approach i.e. close co-ordination between the Economic Development Unit, other units within Council and other levels of Government and business groups/representatives.
Council is an enabler of economic development. Its role is to create the environment where businesses can grow.
PORT PHILLIP
STRATEGIC CONTEXT
The City of Port Phillip enjoys a drawcard location.
Strategically positioned between the Melbourne CBD, the bay and the port, the City of Port Phillip is a landmark for a range of reasons. The area has convenient transportation access for freight and distribution as well as excellent public
transportation links. The City of Port Phillip has first class tourism assets and infrastructure and is home to some of Victoria’s best known attractions. Renowned for its unique atmosphere and diversity, the area
is an attractive destination for a wide cross-section of residents, visitors and businesses.
The City of Port Phillip is an iconic Victorian location with first class tourism assets, sophisticated infrastructure and celebrated diversity.
The City’s image is somewhat threatened by perceptions that there are safety/security issues in some areas which may impact on amenity. There are similar concerns relating to the impact of high rents on maintaining the City’s unique diversity and vibrancy. Stakeholder consultation conducted in development of this strategy revealed that some business people felt that major and neighbourhood activity centres within Port Phillip were becoming increasingly homogenised in their retail, food and entertainment offer.
Finally, Council’s development of this strategy aims to strengthen its engagement with local business and community members.
ECONOMIC VISION
Port Phillip will be a vibrant, inclusive,
prosperous and sustainable local economy
that meets the needs and aspirations
STRATEGIC
POLICY CONTEXT
A review of the existing regional and local policy context revealed a number of policy directions relating to creating a sustainable economic future for Port Phillip. These are outlined on page 20 of this document and key points include: • The importance of seeking to
achieve social, environmental and cultural sustainability aims, not just economic growth at whatever cost
• Port Phillip has a strong competitive advantage in professional services and property quality and that retaining these competitive strengths should be a priority • The City of Port Phillip has a
vision for a vibrant well-managed tourism industry and encourages visitation (local, domestic and international) which delivers benefits to the local community • The importance of retaining
the significant role of Fishermans Bend (Port Melbourne) as a manufacturing, trade and industry hub
• The City of Port Phillip supports a diverse, creative city with safe and affordable cultural events
• The development of lively, viable, diverse and attractive retail precincts
• Support for green business and encouraging businesses and organisations to be environmentally sustainable • Social inclusion, health and
well being, and social justice are underpinning principles in a range of existing policy.
A sustainable business environment in the City is underpinned by a range of government and business-based policies.
ECONOMIC CONTEXT
• Port Phillip's population is growing fast and this is set to continue in the short-medium term
• Port Phillip has a significant proportion of working age adults indicating a large resident workforce. Evidence suggests that people over 60 years of age are moving to Port Phillip, while at the other end of the scale, younger people under 24 years of age are moving out of the area
• Port Phillip is an area where a significant proportion of the population earn above the average Melbourne weekly income, suggesting that it is a relatively affluent area, however, there are localised pockets of social disadvantage within the municipality
• Although there are more jobs than working residents in Port Phillip, 75 per cent of working residents are employed outside the municipality. This diminishes local multiplier effects and impacts on environmental sustainability • Professional services and
property, manufacturing, trade and industry, tourism and retail trade account for over 75 per cent of jobs in the municipality • Emerging sectors within the
municipality include green businesses and home–based businesses.
The City of Port Phillip has a strong economic foundation. Further growth is predicted.
STRATEGIC DIRECTIONS
The strategic directions are the bridge between vision and strategy. They reflect the areas of focus and priorities for Council to achieve its vision. Council has defined six strategic directions, each of which links back to the Council Plan. A Strategy Action Plan is included in the final section of this document which outlines strategies and actions linked to each of the strategic directions.
Council has developed six strategic directions to set a course for the future.
STRATEGIC DIRECTION 1:
AN INTEGRATED AND INCLUSIVE LOCAL COMMUNITY
The Port Phillip community will be one where business people, residents, visitors and community organisations value and benefit from each other’s strengths to contribute to a greater sense of vitality, vibrancy, sustainability and liveability. Opportunities to meaningfully participate in community life by way of employment, recreation, education and social and civic activities are open to all community members.
Feature activities:
• Create partnerships between business and the community to promote diversity, support community interaction and create local employment
• Deliver the biennial Business Excellence Awards (to be held in 2012 and 2014) to reward and recognise the success and achievements of businesses in the Port Phillip community • Host a series of networking events,
training and mentoring sessions to strengthen the business community, build capacity and support growth of businesses • Establish an Economic
Development Advisory Panel to provide guidance to Council in relation to economic issues and to foster and encourage the achievement of sustainable economic development within the municipality.
STRATEGIC DIRECTION 2: SOUND ENVIRONMENTAL LEADERSHIP
Environmental sustainability will be at the forefront of the Port Phillip economy both in relation to existing business practices and development of innovative green business clusters.
Feature activities:
• Encourage participation in the CitySwitch program by employing a dedicated CitySwitch Officer to recruit participants to the program
• Collaborate with (or promote) Council, State and Federal Government climate change programs to local businesses in the City of Port Phillip
• Evaluate the effectiveness of the pilot Green Business Program and develop a staged implementation plan that progressively rolls out the program to various activity centres across the municipality over the next three years. STRATEGIC DIRECTION 3: A FIRST CLASS TOURISM
DESTINATION WHICH BALANCES VISITATION AND AMENITY Port Phillip will encourage sustainable tourism experiences and respectful visitation which does not compromise local amenity or the natural environment. Feature activities:
• Collaborate with City of Melbourne, City of Stonnington and City of Yarra through the IMAP Tourism Working Group to strategically develop and position Inner Melbourne as a vibrant and welcoming destination
• Help build the capacity of the St Kilda Tourism Association • Partner with Destination
Melbourne in the development of tourism publications, which will continue to grow all parts of Port Phillip as an exceptional visitor experience
• Promote and support the Tourism Accreditation Program, which enhances industry professionalism and improves standards.
vibrant, differentiated and accessible major and neighbourhood activity centres providing convenience and a connection to the local community for residents and visitors.
Feature activities: • Continue the ongoing
administration and governance of Special Rates Schemes, in partnership with Business Associations, to enable: —> Business Associations to
develop individual business plans which maintain a ‘point of difference’ and diversified business mix
—> Local self-sufficiency in the retail offering available to the community
—> The facilitation of business development and coordinated marketing and promotion. • Provide governance training
and capacity building for board members of Business Associations • Facilitate ‘Building Connections
– Business Associations Network’ between the Business Associations across the municipality.
state-wide significance supported by a variety of emerging industry clusters that serve to make the municipality a premium destination for employers and employees alike. Feature activities:
• Promote the strong competitive position of St Kilda Road as a core commercial hub
• Establish a dedicated business forum for Fishermans Bend Industrial Precinct
• Undertake primary research on Fishermans Bend to collect and analyse key data and information on businesses to support
economic development and planning initiatives
• Explore the significance of Fishermans Bend to the state and regional economy, and advocate on behalf of Fishermans Bend with other levels of Government • Actively promote Fishermans
Bend to a range of stakeholders using a variety of communication strategies and media formats.
nationally as the ‘creative city’, respected for its high proportion of creative businesses and workers, creative events and leading arts and cultural institutions.
The City of Port Phillip operates and/or is involved with a number of organisations, festivals, events and attractions across the municipality. This support and collaboration contributes to the cultural development, vibrancy and ongoing success of Port Phillip creative sector (refer page 63). Feature activities:
• Undertake an economic benefit analysis to understand the value of the creative sector to Port Phillip’s economy and identify opportunities for future business development and clustering • Work with Business Associations
in Albert Park and Elwood to support community festivals in non-levied neighbourhood activity centres to provide creative, community-based activities that stimulate business growth and development.
Figure 1
Economic Development Strategy Framework
Consultation
ExTERNAL: Business owners, Business Associations INTERNAL: City of Port Phillip stakeholders Vision & Themes Strategie
Policy Context
SWOT Economic Situation Analysis
Socio-Economic Profile
Strategic Directions
Where Council should be going to achieve its Vision
Strategies
How Council can get there
Actions
What Council can actually do
S tr a te g y Ac ti o n P la n
INTRODUCTION
BACKGROUND
The City of Port Phillip Economic Development Strategy 2012-2016
is a key strategic document that seeks to deliver Council’s vision by presenting a coherent and actionable plan for the next five years. It is informed by consultation with the community (residents, businesses and their key representatives) and is underpinned by the Local Government Act 1989, the Council Plan and other strategic documents including the Municipal Strategic Statement, Towards Zero Sustainable Environment Strategy,
Health and Wellbeing Plan and the
Sustainable Transport Plan. The purpose of this document is to identify timely, practical and evidence-based strategies that will enhance competitive advantage for businesses in the municipality, increase connectivity between the business, residential and visitor communities, and drive prosperity within the Port Phillip region.
The strategy is intended to provide an achievable plan for the future while responding to the challenges and opportunities presented by the local economic context (actions that underpin the strategy are outlined further in this document, commencing on page 44). In addition, Council is moving to position economic development in a much wider context of environmental, social and cultural sustainability, while being conscious of the need to balance these aims against the continued financial viability of local businesses. This strategy has been informed by a detailed economic profile and situation analysis, and consultation with stakeholders across the Port Phillip business community.
VISION
The City of Port Phillip’s vision for economic development is as follows:
Port Phillip will be
a vibrant, inclusive,
prosperous and
sustainable local
economy that meets
the needs and
aspirations of our
community.
‘Our community’ refers to the residents, businesses and visitors who have a stake in the Port Phillip economy.
ECONOMIC
DEVELOPMENT
STRATEGY FRAMEWORK
Figure 1 shows how the economic development strategy has been developed. The key components of the strategy are as follows:
• Consultation with internal departments of Council (e.g. Community Development, Sustainability, Strategic Planning, Communications and
Engagement) and external stakeholders (e.g. community
groups, Business Associations and local businesses) has helped to shape the vision and determine the strengths, weaknesses, opportunities and threats that apply to the City of Port Phillip economic context • The strategic directions are
informed by the vision and supported with background research to define the directions in which Council is heading with regards to economic development in the municipality
• Strategies define how Council will move towards achievement of its strategic directions
• Actions relate to the specific, tangible and measurable activities that Council undertakes to achieve realisation of the strategies, strategic directions and vision.
THE ROLE OF THE
CITY OF PORT PHILLIP
WHAT IS ECONOMIC
DEVELOPMENT?
Economic development is the practice of stimulating, attracting or maintaining business activity and/or employment within a defined geographic region. The task of economic development is usually undertaken by a responsible governing authority but can also be performed by community organisations and/or other independent agencies.
Successful economic development is typically characterised by an improvement to the economic wellbeing of an area and is
commonly quantified via measures such as an increase in the number of jobs, higher incomes, greater investment and/or higher tax revenues to fund infrastructure and services.
In the case of Port Phillip, the focus of economic development is to achieve sustainable economic growth that delivers positive outcomes for environmental, social and cultural sustainability within the municipality. As such, in addition to traditional measures of job growth and investment attraction, indicators relating to social inclusion, environmental business practices and creativity will also be relevant.
THE VALUE OF ECONOMIC
DEVELOPMENT TO THE
CITY OF PORT PHILLIP
Economic development promotes prosperity and improved quality of life across the whole community by supporting and serving the needs of local business people. This is achieved through a range of value-adding services that foster a sustainable, vibrant business environment.
Investing in economic development should not only deliver outcomes for the local business community but also create benefits for the wider community. Table 1 shows the value that economic development brings to the entire Port Phillip community, mapped against the Council Directions in the Council Plan. Achieving these outcomes requires close coordination and co-operation between the Economic Development Unit and other departments and units within Council which influence economic development directly or indirectly. For example, Sustainability, Strategic Planning, Events, Community Development,
Communications and Engagement, and South Melbourne Market.
COUNCIL DIRECTION
THE VALUE OF ECONOMIC DEVELOPMENT
1. Engaging and Governing the City The business community in Port Phillip contains a wealth of skills, knowledge and experience. Economic development facilitates sharing of these skills and knowledge with the wider community through facilitation of corporate citizenship, leadership and/or networking programs.
2. Taking Action on Climate Change Economic development can play a lead role in tackling climate change by advocating emissions reduction strategies for businesses in areas such as: —> Retrofitting buildings
—> Maximising renewable energy opportunities —> Reducing water use.
Economic development can help encourage green businesses to relocate to Port Phillip. Economic development is effective in maximising local multiplier effects in terms of getting more residents to work and shop locally, consequently minimising the need for car travel. Economic development influences the take-up of more sustainable modes of
transportation and advocates for improvements to public transport infrastructure. 3. Strengthening our Diverse
and Inclusive Community
Economic development can address social exclusion by increasing employment opportunities amongst disadvantaged groups. For example, by developing partnerships between industry and community organisations with the purpose of identifying jobs and training opportunities for the less advantaged.
It also provides a mutual benefit for business and community organisations as relationships are created, skills and expertise are shared and networks are extended. Economic development leverages from the City’s existing creative economic base to further enhance the vibrancy, atmosphere and cultural diversity of the area.
4. Enhancing Liveability Economic development, as its central aim, seeks to improve quality of life for all community members through supporting local businesses, and strengthening the links between local community and businesses.
Economic development broadens working opportunities available to residents by providing support for home-based businesses and entrepreneurs.
Economic development enhances the overall appeal and attractiveness of the area through well-managed tourism visitation and retail diversification, and access to a range of goods and services.
Table 1
The Value of Economic Development to the City of Port Phillip
WHAT CAN
COUNCIL DO TO
INFLUENCE ECONOMIC
DEVELOPMENT
WITHIN PORT PHILLIP?
Through its networks with local businesses and knowledge of industry, Council aims to strengthen business within Port Phillip, facilitate economic growth and reduce the barriers that impede growth within the municipality.
Within the City of Port Phillip, Council aims to produce a range of benefits for the business and community by:
• Improving financial returns
for business through various workshops and seminars • Facilitating business and
community partnerships to reduce unemployment and underemployment
• Exhibiting community leadership
and building community relations • Creating networking forums for
businesses to share knowledge, ideas and issues
• Improving environmental efficiency within business and educating business on sound environmental practises • Increasing the level of visitation
within the municipality while ensuring the impacts to the residential community are minimised
• Strengthening business capacity and resilience in major and neighbourhood activity centres in Port Phillip through building networks and promoting individual precincts • Increasing investment
and retention of business in the municipality
• Empowering different industries
critical to Port Phillip’s economic success through clustering • Strengthening the creative industry within Port Phillip, building on our competitive advantages to attract, retain and integrate businesses within this sector. PARTNERSHIPS WITH GOVERNMENT AND NON-GOVERNMENT AGENCIES In addition to delivering on its own initiatives, Council also aims to partner with the State and Federal Government to successfully deliver programs, services and information to local businesses.
The State and Federal Governments have a range of initiatives that target all industry types within Victoria and the City of Port Phillip is focused on selecting and communicating these initiatives that best suit the business, industry and community needs of the municipality, and which also contribute to the overarching Council Plan.
Accordingly, local knowledge and understanding of local business and community needs allows Port Phillip to achieve maximum value and effectiveness for these initiatives. The State and Federal Governments do not have the networks or the capacity to engage business at a local level as effectively as the City of Port Phillip. Therefore, it is considered part of the City of Port Phillip’s responsibility to ensure local businesses are made aware of the State and Federal Government’s offerings, disseminating information in a consistent, targeted and efficient manner.
Council has the local knowledge, the networks and understanding to interpret State and Federal Government initiatives most appropriate to local businesses.
In terms of partnership opportunities, Council is focused on a number of initiatives that meet local business needs and contribute to the goals and priorities of the City of Port Phillip. For example, Council has developed, and is currently developing, partnerships with a number of agencies including Tourism Victoria, the Department of Business and Innovation, Sustainability Victoria and AusIndustry.
These partnerships will contribute to a number of economic development strategies, such as delivering business mentoring, increasing visitation in the municipality and improving energy efficiency among local businesses.
Council also works with a number of local, non-government agencies and organisations in order to achieve economic development for Port Phillip. For example, Council is working closely with Destination Melbourne and the Victorian Employers' Chamber of Commerce and Industry (VECCI), focusing on a number of partnership opportunities in the areas of tourism marketing and development, and sustainability, specifically targeting small business.
Council also collaborates with other local government associations around Victoria, working together to improve the team’s service delivery and exploring ideas to better address key areas of economic development. Additionally, Council also works closely with Business Associations across the municipality’s major activity and neighbourhood centres to promote their precincts in Port Phillip and beyond, and to address issues impacting their ability to grow and prosper.
PARTNERSHIP WITH BUSINESSES Council works with businesses themselves. While it’s impossible for Council to engage with all of Port Phillip’s estimated 16,500 businesses individually, it is able to gain valuable information and knowledge by consulting with a large number of businesses within the municipality in a range of different industries.
Therefore, Council has an accurate assessment of local needs, and understands the key factors that not only contribute to economic growth, but the collective issues that impede economic growth. Subsequently, Council can use this knowledge to create a favourable framework to do business in Port Phillip by harnessing existing strengths, and reducing or removing barriers that suppress economic growth. The City of Port Phillip operates and/or is involved with a number of organisations, events and attractions across the municipality. This support and collaboration contributes to the ongoing success and vibrancy of Port Phillip. Council has involvement with the following:
MARKETS:
• South Melbourne Market
Council operates the South Melbourne Market, Melbourne's oldest continuing market, which has achieved remarkable status within the community as a leading market in Melbourne • St Kilda Esplanade Market
established in 1970 as an arts incubator and opportunity for the sale of arts and crafts produced by the local artists’ community.
ART GALLERIES: • The Gallery
located at the St Kilda Town Hall, The Gallery presents exhibitions which encourage an appreciation for arts and culture, and are of particular relevance to the area and its community
• The Linden Gallery
this gallery has been devoted exclusively to the exhibition of art produced by living artists for over 20 years
• Gasworks Arts Park
owned by the City of Port Phillip, this precinct is leased by Gasworks Arts Inc, a community based non-profit organisation which presents an annual program of festivals, events, exhibitions and performances.
The City of Port Phillip
works closely with
local businesses
and business
representative groups
to research, develop
and promote
initiatives which assist
local businesses.
N 0 0.5 1
KILOMETERS
CITY OF PORT PHILLIP
NEIGHBOURHOODS
ST KILDA BALACLAVA ELWOOD PORT MELBOURNE PORT OF MELBOURNE SOUTH WHARF SOUTH BANKMELBOURNE CBD CITY OF MELBOURNE CITY OF STONNINGTON ST KILDA ROAD CITY OF GLEN EIRA CITY OF BAYSIDE RIPPONLEA WINDSOR SOUTH MELBOURNE ST KILDA WEST ST KILDA EAST MIDDLE PARK ALBERT PARK
PORT PHILLIP BAY
STRATEGIC CONTEXT
STRATEGIC LOCATION
CONTEXT
The City of Port Phillip is an inner city Local Government Area (LGA) within metropolitan Melbourne. It is bordered by the City of Melbourne to the North and West, the City of Stonnington to the North East, the cities of Bayside and Glen Eira to the South East and Port Phillip Bay to the South and South West. The City contains the suburbs of South Melbourne, St Kilda, St Kilda West, Elwood, Albert Park, Middle Park, Ripponlea and Balaclava and parts of St Kilda East, Windsor, St Kilda Road (Melbourne) and Port Melbourne.
STRATEGIC STRENGTHS
The City of Port Phillip enjoys a drawcard location for residents, visitors and workers alike. Port Phillip’s strategic position between the Melbourne CBD, the Bay and the Port has allowed it to prosper economically and socially. The area has convenient transportation access for freight and distribution as well as excellent public transportation links to the CBD and elsewhere by train, tram and bus.
The City of Port Phillip has first class tourism assets and infrastructure and is home to some of Victoria’s best known attractions including Luna Park, the St Kilda Foreshore, Station Pier and the popular beaches along Port Phillip Bay.
Port Phillip is renowned for its unique atmosphere and cultural diversity which makes the area an attractive destination for a wide cross-section of residents, visitors and businesses.
STRATEGIC WEAKNESSES
The City of Port Phillip’s image is somewhat impacted by perceptions that there are safety/security issues in some areas which effect amenity for residents, visitors and businesses. There are similar concerns relating to the impact of high rents on maintaining the City’s unique diversity and vibrancy. For example, there is anecdotal evidence of a ‘creativity drain’ whereby artists and arts businesses are relocating to the inner North because they cannot afford Port Phillip rents.
Stakeholder consultation also revealed that some business people felt that major and neighbourhood activity centres within Port Phillip were becoming increasingly homogenised in their retail, food and entertainment offer.
Additionally, despite the abundance of local job opportunities, the vast majority of residents work elsewhere which leads to poor job containment.
Figure 2
City of Port Phillip Source: City of Port Phillip & Land Victoria data September 2011
STRATEGIC
OPPORTUNITIES
The strategic opportunities for the City of Port Phillip build on the comparative advantages of the municipality. Specifically, opportunities exist to:
• Strengthen relationships between the business community and local residents
• Facilitate employment partnerships to address social disadvantage and take the lead in creating a conducive business environment to attract green and creative businesses
• Increase the degree of connectedness between business and council and enhancing knowledge capital through research
• Continue to develop strong business networks with industry partners
• Develop Fishermans Bend to maximise the area’s business development potential
• Maximise the city’s location on port phillip bay for tourism development, including leveraging from cruise ships and st kilda as a key tourism destination for local, domestic and international visitors
• Harness the creative communities of port phillip to grow and
develop new business in the arts, production and media industries • Strengthen the city’s unique
activity centres to meet the needs of local residents and visitors • Further attract and retain
professional business services in St Kilda Road and South Melbourne.
STRATEGIC THREATS
External threats are where Council has little to no control. For example, fluctuations in the Australian dollar affect a number of industries, particularly tourism.
A higher Australian dollar results in more outbound international travel and decreases the level of inbound travel. Additionally, Council programs can hinge on the policies of the State and Federal Government, such as the introduction of the price on carbon, State Government related planning decisions and changes in interest rates. While Council has little to no control over these external factors, the key concern for Council will be knowledge sharing with industry and educating businesses on these factors and how it will affect them, including strategies that can mitigate their impact.
STRATEGIC
POLICY CONTEXT
A review of the existing policiesunderpinning this Strategy
revealed a number of general policy directions (as outlined below) that relate to creating a sustainable economic future for Port Phillip.
The City of Port Phillip Economic Development Action Plan 2005-2009 outlined a number of strategic directions for economic development in the municipality including fine-tuning (not structural change) of the local economy; a greater council role in economic development leadership; marketing and promotion of local businesses; creation of vibrant, bustling activity centres for neighbourhood shopping; and development of a business advisory board. In addition, the City of Port Phillip Tourism Strategy 2007-2010 sought to manage visitation; encourage visitor respectfulness; focus on promoting existing tourism strengths over building new product; develop stronger networks with industry partners; and provide positive support to the local tourism industry.
The strategy also encouraged active participation by local residents in what the community has to offer.
ECONOMIC
DEVELOPMENT POLICY
AND DIRECTION
• The City of Port Phillip Council Plan 2009-2013 aimed to:
—> Facilitate economic
development which supports a diverse and sustainable community and underlines the importance of seeking to achieve social, environmental and cultural sustainability aims, not just economic growth at whatever cost
—> Implement strategies to encourage positive behaviour from visitors
—> Promote the development of safe and affordable cultural events and the development of integrated arts and learning hubs whilst building a creative community.
• The Fishermans Bend Planning and Economic Development Strategy 2010 provides a number of initiatives that identify directions for further development into a high technology industrial precinct. This would deliver increased opportunities for employment and business development within an environmental industry business cluster, while redefining the role of industrial land in South Melbourne to accommodate a shift in land use to better utilise existing infrastructure • The Port Phillip Business
Confidence Survey 2011 identified up-skilling in “advertising and marketing” as the most popular business development services that Council can provide for businesses, followed by “networking” programs. These findings are consistent with the
Port Phillip Business Confidence Survey 2009 which found that businesses regarded networking and professional development as key services that council can provide.
CENTRES OF
INDUSTRIAL AND
BUSINESS ACTIVITY
Many of Port Phillip’s major activity centres are viewed as rejuvenated and powerful economic engines, drawing in visitors and destination shoppers from overseas, interstate and country Victoria as well as greater Melbourne. However, there is a need to ensure that Port Phillip’s activity centres serve the weekly shopping and convenience needs of the local population.
• The City of Port Phillip Activity Centres Strategy 2006 provided a holistic understanding of the complex role and function of activity centres. It further provides an understanding of the contribution activity centres make to creating and supporting sustainable communities
• The Municipal Strategic Statement
seeks to build on Port Phillip’s competitive strengths to maximise job opportunities in a changing economy through:
—> Protecting the core industrial hub of Fishermans Bend and its association with the Port —> Maintaining the role of st kilda
road as the city’s premier commercial strip
—> Facilitating the transition of key business clusters to capitalise on the proximity to the melbourne central business district, and the emerging demand for advanced business services and knowledge based industries. • The Fishermans Bend Planning
and Economic Development Strategy 2010 laid out a number of strategies for the Fishermans Bend precinct including strengthening existing business clusters, rolling out skill building programs and investigating the potential for limited rezoning in the area to attract different uses
• The South Melbourne Central Structure Plan 2007 aimed to establish South Melbourne Central as the principal retail , business, cultural and community centre within the local area
• The South Melbourne Activity Centre Business Plan 2007-12 vision is to develop the South Melbourne Business Precinct as the pre-eminent shopping, business and community centre in the City of Port Phillip and as one of the significant traditional activity centres in Melbourne
• The Port Melbourne Activity Centre Business Plan 2007-11 sought to position the precinct as the ‘heart’ of Port Melbourne, offering vibrant street life, local convenience shopping and a destination for tourists
• The Fitzroy Street Strategic Business Plan 2007-11 sought to create a Fitzroy Street brand and diversify the business mix to ensure the future viability of the precinct
• The St Kilda Village (Acland Street) Business Plan 2009-10 aspired to a vision of St Kilda Village becoming Melbourne’s most famous and loved seaside village, with a special vibe and atmosphere that is unique to St Kilda
• The Carlisle Street Activity Centre Structure Plan 2009 sought to enhance Carlisle Street’s retail offer and facilitate the evolution of a multi-functional activity centre • The Creative Futures Strategy
2008 aimed to promote Port Phillip as a home-base for cultural organisations, maximising the economic and cultural contribution of the arts industry to the municipality.
ENVIRONMENTAL
SUSTAINABILITY
POLICY AND DIRECTION
• The City of Port Phillip Council Plan 2009-2013 focuses on the role of environmental sustainability as a driver for development in the municipality
• The City of Port Phillip Budget 2011-12
announced significant funding for climate change programs including environmental retrofits of commercial buildings
• The Fishermans Bend Planning and Economic Development Strategy 2010
addresses the impact of industrial development on climate change, and is focused on establishing Fishermans Bend as the ‘premier’ environmental industry business cluster in Victoria
• The City of Port Phillip’s 2007 Toward Zero, Sustainable Environment Strategy set community emissions reduction targets to reduce the community’s greenhouse gas emissions by 50 per cent by 2020 —> The City of Port Phillip’s Draft
2011 Greenhouse Plan further outlines how Council intends to work with the community to reduce its greenhouse gas emissions
—> The City of Port Phillip’s
Water Plan sets targets for the community to reduce mains water consumption by 50 per cent by 2020 and outlines Council’s role in building community capacity to achieve this
—> The City of Port Phillip’s
Sustainable Transport Strategy
has a vision for Port Phillip to be a connected and liveable city where residents, visitors and workers can live and travel car-free by improving the convenience, safety, accessibility and range of sustainable travel choices across our City
—> The City of Port Phillip’s Walk and Bike Plans set out proposed strategies and actions to improve walking and bicycle riding in the City of Port Phillip from 2011-2020. These plans will help Council, together with the community, to take action on climate change by encouraging the use of sustainable transport modes that minimise energy use —> The City of Port Phillip’s
Climate Change Adaptation Plan
recognises the need for climate change adaptation in the future design and development of the municipality. To this end, the City will work with all sectors of the community, regional, state and federal stakeholders to deliver good planning policy and urban design, and ensure that development of infrastructure and public spaces are climate-adept
—> The Waste Management and Resource Recovery Plan 2009 - 2014 sets a target to achieve a 75 per cent reduction in per capita community waste to landfill by 2020, in collaboration with regional, state and federal partners.
• The City of Port Phillip’s Public Transport Advocacy Statement
outlines what upgrades to our public transport infrastructure are required to make the city more liveable and accessible, and to reduce our reliance on vehicle use
• The Port Phillip Business Confidence Survey 2011 found that 73 per cent of businesses agree that there is a role for Council in assisting local business understand and respond to issues arising from climate change. The most commonly identified was the need for Council to assist local businesses respond to climate change including “awareness, information and education” and “advice for/ communication with business” • The Municipal Strategic Statement
encourages the operation of commercial and industrial buildings to be environmentally sustainable.
Review and analysis of government, economic and environmental policies have been central to development of this strategy.
ECONOMIC CONTEXT
KEY FINDINGS
• The City of Port Phillip’s
population is growing rapidly and this is set to continue in the short to medium term
• Port Phillip has a significant proportion of working age adults indicating a large resident workforce. Evidence suggests that people over 60 years of age are moving to Port Phillip, while at the other end of the scale, younger people under 24 years of age are moving out of the area, as outlined in section 5
• Port Phillip, as a whole, is an area of significant social advantage. However, there are localised pockets of social disadvantage within the municipality. Opportunities exist to develop partnerships between industry and community organisations with the purpose of identifying employment, education and training opportunities for the socially disadvantaged and under-employed
• Although there are more jobs than working residents in Port Phillip, 75 per cent of working residents are employed outside the municipality. This diminishes local multiplier effects and impacts on
environmental sustainability
• Professional services and property, manufacturing, trade and industry, creativity and knowledge, tourism and retail trade account for over 80 per cent of jobs in the municipality. Opportunities exist to: —> Leverage from Port Phillip’s
competitive advantage in professional services and property to develop the area’s reputation as a hub for advanced business services
—> Transition Fishermans Bend towards the production and distribution of higher valued industrial products and services
—> Drive increased tourism yield and dispersal, better leverage from growth in the Australian cruise sector and maximise potential from events —> Position Port Phillip as the
‘creative city’ and develop key industry-attracting clusters to promote economic development within
the municipality
—> Brand and differentiate each of the major retail precincts to avoid homogenisation. There is also the potential to build on South Melbourne Central’s existing core retail role and transform it into a premier retail destination for an expanded catchment base.
• Emerging sectors within the municipality include green businesses and home–based businesses.
Opportunities exist to: —> Develop an environmental
business cluster in Fishermans Bend and
encourage existing businesses to adopt environmentally sustainable practices —> Recognise and nurture the
home-based business sector (acknowledging the important role these businesses play) by facilitating networking events and providing a small business hub.
0% 2% 4% 6% 8% 10% 12% 14% 16% 75+ 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 Melbourne (SD) Port Phillip (C)
POPULATION TRENDS
Table 2 shows the City of Port Phillip’s resident population for 2001 and 2006. The population rose from 80,552 in 2001 to 90,458 in 2006, representing an average annual growth rate of 2.45 per cent which is 0.88 per cent higher than the growth rate for Melbourne Statistical Division during the same period. The significant growth in the Port Phillip West SLA reflects the recent trend towards high density brownfield and infill redevelopment in the Port Melbourne vicinity. The City of Port Phillip resident population is forecast to grow by 31.1 per cent to 118,616 in 2026 (refer Table 3). This represents an average annual growth rate of 1.46 per cent, outstripping the expected annual growth rate for Melbourne Statistical Division. The greater opportunities for residential development intensification that exist in Port Phillip West (especially around Port Melbourne, Queens Road and St Kilda Road) are likely to continue to drive growth in the north-western areas of the municipality.
The City’s resident
population is
forecast to grow
by 31.1 per cent to
118,616 in 2026.
DEMOGRAPHIC PROFILE
Figure 3 shows that in 2006, 39 per cent of Port Phillip residents were aged between 25 and 39 years compared to only 23 per cent in Melbourne Statistical Division. Port Phillip is also significantly under-represented in the 5-19 years category (8 per cent compared to 19 per cent for Melbourne).
This data suggests that the primary demographic for Port Phillip is young couples, young families and single adults under 40. The large number of working age adults is indicative of a significant resident workforce within Port Phillip.
Between 2001 and 2006, there was a significant decrease in the 5-24 years age cohort and very low growth in the 65+ group which may indicate forced emigration of young people and older residents from
Port Phillip due in part to housing stock suitability, affordability and gentrification pressures. The highest proportion of Port Phillip residents are aged between 25 and 39 years.
The primary
demographic for
Port Phillip is young
couples, young
families and single
adults under 40.
ESTIMATED
RESIDENT
POPULATION 2001
2006
AVERAGE
GROWTH
AVERAGE
ANNUAL
GROWTH
Port Phillip (C) 80,552 90,458 12.29% 2.45% St Kilda (SLA) 48,545 52,770 8.7% 1.74% Port Phillip West (SLA) 32,007 37,688 15.07% 3.01% Melbourne (SD) 3,471,625 3,744,373 7.86% 1.57% Table 2 Population Trends 2001-2006 Source: ABS Census 2001, 2006ESTIMATED
RESIDENT
POPULATION 2006 2010 2015 2020 2026
AVERAGE
ANNUAL
GROWTH
Port Phillip (C) 90,458 96,135 102,984 109,981 118,616 1.46% St Kilda (SLA) 52,770 55,790 59,097 62,707 67,633 1.25% Port Phillip West (SLA) 37,688 40,345 43,887 47,274 50,983 1.55% Melbourne (SD) 3,471,625 4,018,336 4,334,338 4,644,070 5,000,048 1.36% Table 3 Population Forecasts 2006-2026 Source: VIF 2008 Figure 3Port Phillip Age Profile 2006 Source: ABS Census 2006
10 per cent of Local Government Areas (LGAs) in Victoria and significantly above the Melbourne metropolitan average. However, Port Phillip has several pockets of significant disadvantage and advantage which do not show up in aggregate Socio-economic Indexes for Areas (SEIFA) analysis. In particular, some areas of St Kilda rank as areas of moderate socio-economic disadvantage.
COMMUTING PATTERNS
Table 5 shows that 75 per cent of residents work outside the municipality and that more people work in the City of Melbourne (35 per cent) than in Port Phillip (25 per cent). The data clearly shows that the vast majority of Port Phillip residents look outside the area for work despite a high jobs-to-worker ratio of 1.64 within the municipality. This not only reduces local multiplier effects but also has implications for environmental sustainability, especially given that almost 25 per cent of residents travel a distance greater than 10km to get to work.
75 per cent of Port Phillip's working residents are employed outside the municipality.
its unique geographic position means that it is also significantly influenced by its high profile neighbours, namely, the Melbourne CBD and the Port of Melbourne. The Melbourne CBD is characterised by a highly diversified economy and plays a vital regional role in the finance, IT, professional services and tourism industries. Furthermore, the city wields considerable influence on the national economy as a whole and is home to the headquarters of some of Australia’s largest corporations including Rio Tinto and BHP (mining); NAB and ANZ (finance); telecommunications (Telstra) and automotive (Ford, Toyota, Holden). Melbourne’s role as an important national financial centre delivers flow-on benefits to neighbouring Port Phillip and has allowed for the development of a financial precinct along St Kilda Road.
indicating the significant economic impact the port has on Victoria as a whole. At the local level, the Port of Melbourne exercises substantial influence over Port Phillip through its key port infrastructure and the related industries that directly and indirectly service the port. The report indicates that the Port supports 248 jobs in Port Phillip, largely through transport, logistics and distribution companies.
The City of Port
Phillip enjoys a
strong economy,
bolstered by those
of neighbouring
councils.
Bayside (C) 1096 78 Glen Eira (C) 1071 75 Melbourne (C) 1049 68 Stonnington (C) 1088 77Melbourne (SD) Average 1002 N/A
LOCAL
GOVERNMENT
AREA
TOTAL
EMPLOYED
%
EMPLOYED
MEAN
TRAVEL
DISTANCE*
Melbourne (C) 16,494 35% 6.3km Port Phillip (C) 11,628 25% 0km Stonnington (C) 2,551 5% 2.2km Yarra (C) 2,301 5% 8.5km Monash (C) 1,396 3% 22.3km Boroondara (C) 1,255 3% 10.2km Glen Eira (C) 1,254 3% 3.8km Kingston (C) 1,041 2% 13.3km Bayside (C) 905 2% 5.9km Other/Not Stated 8,350 18%Travel less than 10km 76%
Travel more than 10km 24%
Total 47,447 100%
1Economic Analysis of the Port of Melbourne (PriceWaterhouseCoopers, 2007)
• Ranking out of 80, 80 being the highest.
Table 4
SEIFA 2006 Analysis (Index of Relative Socio-Economic Advantage) Source: ABS SEIFA, 2006
* Mean travel distance is calculated as the shortest distance given on Google Maps between the respective council offices for each LGA (for example St Kilda Town Hall to Prahran Town Hall gives a distance of 2.2km from Port Phillip to Stonnington).
Table 5
Employment by LGA Location 2006 Source: ABS Journey to Work, 2006; maps.google.com, 2010
ECONOMIC SECTOR OVERVIEW Table 6 provides an assessment of the economic contribution from each industry sector in the City of Port Phillip showing the total number and percentage of jobs in 2006, the total number of businesses in 2009 and the industry growth from 2001 to 2006 as represented by change in industry employment.
MAJOR INDUSTRY CATEGORIES Based on Table 6, it is possible to identify four major industry categories which, together, account for over 75 per cent of employment in the municipality.
Each of the four specific industry categories is described below and unique opportunities for growth and development are also identified.
PROFESSIONAL SERVICES & PROPERTY
Professional services and property is the most dominant sector of the Port Phillip economy, accounting for 37 per cent of jobs and almost 50 per cent of registered businesses in the municipality. Furthermore, several professional and property industries are identified as key growth sectors both globally and nationally, for example, accounting, financial planning and land development (IBIS World, 2009). Locally, between 2001 and 2006, the Professional Services and Property industry grew 6.1 per cent from 2001 to 2006 with Finance and Insurance Services expanding by almost 20 per cent.
Spatial analysis reveals that professional service businesses are concentrated in the St Kilda Road and South Melbourne areas of the city (refer Figure 4).
Opportunities exist for Port Phillip to further leverage from its competitive advantage in the professional services and property markets to continue to develop the City’s reputation as a hub for advanced business services.
At the same time, Council needs to be aware of the ongoing trend of converting commercial properties into residential use (especially in St Kilda Road) and understand what influence this may have on the Port Phillip economy.
Professional services and property is the largest sector of the economy, accounting for 37 per cent of jobs and almost 50 per cent of registered businesses.
INDUSTRY
SECTOR
TOTAL
JOBS
(2006)
%
OF JOBS
(2006)
NUMBER OF
BUSINESSES
(2009)
INDUSTRY
GROWTH
2001-2006
Accommodation and Food Services 5,644 7.2% 948 0.6% Administrative and Support Services 4,285 5.5% 948 -2.8% Agriculture, Forestry and Fishing 142 0.2% 194 2.6%Arts and Recreation Services 2,742 3.5% 598 9.8% Construction 4,007 5.1% 1359 24.9% Education and Training 2,559 3.3% 352 8.0%
Electricity, Gas, Water and Waste Services
695 0.9% 36 26.9% Financial and Insurance Services 7,260 9.3% 3200 19.4% Information Media and Telecommunications 3,701 4.7% 623 -12.4%
Health Care and Social Assistance 4,304 5.5% 792 15.5% Manufacturing 4,432 5.7% 569 -9.5% Mining 155 0.2% 82 -3.1% Other Services 3,295 4.2% 957 11.2% Professional, Scientific and Technical Services 15,863 20.2% 3913 5.8% Public Administration and Safety 2,851 3.6% 88 30.9%
Rental, Hiring and Real Estate Services
2,291 2.9% 2257 6.4% Retail Trade 5,538 7.1% 1124 9.4% Transport, Postal and Warehousing 2,991 3.8% 352 4.9% Wholesale Trade 4,106 5.2% 982 10.7% TOTAL 78,414 100.0% 19,374 8.8%
INDUSTRY
GROUPINGS
INDUSTRY
SECTORS
% OF
JOBS
Professional Services and Property
Financial and Insurance Services, Information Media and Telecommunications, Professional, Scientific and Technical Services, Rental, Hiring and Real Estate Services
37.1%
Manufacturing, Trade and Industry
Construction, Electricity, Gas, Water and Waste Services, Manufacturing, Transport, Postal and Warehousing, Wholesale Trade
20.7%
Tourism Accommodation and Food Services, Arts and Recreation Services
10.7%
Retail Trade Retail Trade 7.1%
Other industries 24.4%
TOTAL 100%
Table 6
Industry Sector Performance Source: ABS Census, 2006, ABR 2010
Table 7
Major Industry Categories
Figure 4
Spatial Distribution of Professional Services and Property Businesses in Port Phillip
SOUTH WHARF MELBOURNE SOUTH YARRA
ST KILDA
BALACLAVA ELWOOD
WINDSOR PORT MELBOURNE SOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
ELSTERNWICK NUMBER OF PROFESSIONAL SERVICES
& PROPERTY BUSINESSES BY SUBURB
2,930 to 2,950 (2) 400 to 700 (2) 1,750 to 2,930 (1) 60 to 400 (3) 700 to 1,750 (3)
the municipality. From 2001 to 2006, Port Phillip saw significant growth in the construction (24.9 per cent) and wholesale trade (10.7 per cent) industries while there was a decline in manufacturing (-9.5 per cent), a pattern which mirrors the national trend of a restructuring of the economy away from manufacturing towards service-oriented industries. Manufacturing, trade and industry activity is clustered in the northern parts of the municipality around
recognised as one of the most significant industrial precincts in the Melbourne metropolitan region. Employment in Fishermans Bend has contracted over the last two decades with wholesale trade picking up new jobs at the expense of manufacturing, transport and storage. As such, the City of Port Phillip is taking action to protect the area’s core function as a high amenity industrial hub.
trade and industrial businesses and to potentially develop new industry clusters to augment the existing economic landscape.
Construction
and Wholesale
Trade industries
are growing.
Figure 5Map of Manufacturing, Trade and Industry Businesses in Port Phillip
NUMBER OF MANUFACTURING, TRADE & INDUSTRY BUSINESSES BY SUBURB
514 to 524 (2) 53 to 93 (2) 255 to 514 (2) 14 to 53 (3) 93 to 255 (2) SOUTH WHARF MELBOURNE SOUTH YARRA ST KILDA BALACLAVA ELWOOD WINDSOR PORT MELBOURNE SOUTH MELBOURNE
ST KILDA WEST
ST KILDA EAST MIDDLE PARK
ALBERT PARK
PORT PHILLIP BAY
RETAIL TRADE
Retail trade is a significant industry in Port Phillip, accounting for 7 per cent of jobs and representing a reputation as a retail ‘hub’.
The municipality has five major activity centres of regional importance: Acland Street – St Kilda Village; Fitzroy Street and environs, St Kilda; Carlisle Street, Balaclava; South Melbourne Central; and Bay Street and surrounds, Port Melbourne. There are also six neighbourhood activity centres: Victoria Avenue, Bridport Street and Dundas Place – Albert Park; Armstrong Street – Middle Park; Elwood Village – Ormond Road and Glenhuntly Road; Tennyson Street – Elwood; Glen Eira Road
– Ripponlea; and Centre Avenue-Garden City (refer Figure 6) . Retail is well dispersed throughout the city although there is a significant concentration in the South Melbourne area influenced by the presence of the South Melbourne Market. The retail precincts serve both the needs of residents and visitors, providing daily and weekly convenience goods and services as well as promoting a broad retail offer that is attractive to tourists. Opportunities exist to apply unique branding to clearly differentiate each of the major retail precincts to avoid homogenisation and maximise local multiplier effects by encouraging more residents to shop locally.
At the same time, Council needs to ensure that local business associations are empowered to deliver positive outcomes, and is proactive in its efforts to build the capacity and resilience of these associations.
The major and
neighbourhood
retail–based activity
centres are vital to
the City’s profile
and economy.
Figure 6
Map of Activity Centres in Port Phillip Source: Adaptation from City of Port Phillip & Land Victoria data September 2011
TOURISM
Port Phillip is host to numerous natural and man-made tourist attractions of state-wide and national significance including St Kilda beach and foreshore, Luna Park and Station Pier. The city also enjoys a reputation as a thriving arts and entertainment hub boasting theatres, galleries, cinemas and several arts-based events and festivals. A significant number of visitors are attracted to the range of attractions and activities on offer, the diversity and atmosphere of the area and the quality of the experience.
Research and consultation have highlighted the need for improvements in visitor experience and increased dispersal throughout the municipality to relieve pressure on the St Kilda region. Port Phillip is part of the Inner Melbourne region, the second largest tourism market in Australia. The City attracted an estimated 1.4 million overnight visitors in the calendar year 2009. Visitors staying in commercial accommodation accounted for over 1 million of total overnight visitors, whilst visitors staying with friends and relatives accounted for an additional 341,000 visitors. The typical visitor to the City of Port Phillip is somebody who lives within the Melbourne metropolitan area. They are aged between 25-34 years old and visit alone or with their partner. Opportunities exist in Port Phillip to drive increased yield and dispersal, better leverage from the growth in the Australian cruise sector and investigate the potential for new community-oriented events.
Port Phillip is
home to numerous
first class tourist
attractions. During
2009, the City had
some 1.4 million
overnight visitors,
75 per cent of them
in commercial
accommodation.
Table 8
Overnight Visitors to City of Port Phillip Source: PAVE model, Urban Enterprise
CLASSIFICATION
VISITOR NIGHTS
VISITORS
Number of Visitors Staying in Commercial Accommodation
2,009,011 1,057,374
Number of Visitors Staying with Friends and Relatives
647,765 340,929 TOTAL 2,656,776 1,398,303 ST KILDA ROAD ST KILDA BALACLAVA RIPPONLEA ELWOOD PORT MELBOURNE SOUTH MELBOURNE ST KILDA WEST ST KILDA EAST MIDDLE PARK ALBERT PARK
PORT PHILLIP BAY
SOUTH WHARF MELBOURNE SOUTH YARRA WINDSOR ELSTERNWICK CENTRE AVENUE SOUTH MELBOURNE CENTRAL CARLISLE STREET GLEN EIRA ROAD TENNYSON STREET ELWOOD VILLAGE ST KILDA VILLAGE FITZROY STREET & ENVIRONS BAY STREET
& SUROUNDS ALBERT PARK VILLAGE
ARMSTRONG STREET
Major Activity Centres Neighbourhood Activity Centres
