Economic Development Strategy - Shire of Indigo · While the Tourism Strategy considers tourism development, industry development, marketing and visitor servicing, the two key areas

Economic Development StrategyAdopted 28 August 2018

3

Introduction 1

Part A. 14

Background

Part B. 26

Opportunities for Growth

Part C. 33

Economic Development Plan

Part D. 60

Appendix A

Contents

I

Indigo Shire was established in 1994 with the amalgamation of parts of the former shires of Rutherglen, Chiltern, Yackandandah and Beechworth. It now covers an area of 2,016 sq km and includes the townships of Wahgunyah, Rutherglen, Chiltern, Barnawartha, Yackandandah, Kiewa-Tangambalanga, Stanley and Beechworth, and the communities of Kergunyah, Sandy Creek and the Indigo Valley.

The shire is a rich amalgam of heritage architecture and pristine natural environment nestled between Murray River frontage in the north and the lush foothills of the alps in the southeast. In between are productive agricultural enterprises, renowned wine growing in the highlands and lowlands of the shire, a celebrated box ironbark national park in the centre, the green rolling hills of dairy farming in the east and rugged, granite outcrops with stark reminders of the once lucrative goldfields in the south.

Introduction

Victoria

YACKANDANDAH

KIEWA-TANGAMBALANGA

SANDY CREEK

KERGUNYAH

RUTHERGLEN

WAHGUNYAH

CHILTERN

BEECHWORTH

STANLEY

BARNAWARTHA

Indigo Shire

ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018

The Economic Development Strategy (EDS) is a five year strategy (2018/19 - 2022/23) that provides direction for Indigo Shire to build on its economic strengths, while supporting the economy through leadership and collaboration.

This document is reflective of a bold vision for Indigo Shire. Through investment in our local towns and our communities and by supporting innovation, Indigo Shire can capitalize on growth opportunities and strengthen its local economy.

At the heart of this strategy is the belief that our role in the region is vital, and that we can improve our economy and quality of life without losing any of Indigo Shire’s distinctive characteristics.

Introduction

Indigo Shire’s vision, as outlined in the Council Plan 2017-2021, is:

Indigo: Heritage Shire – Bold Future.

III

Our Principles

Strategic Objectives

The following strategic objectives have been identified to respond to the challenges, vision and principles outlined in this document. Each of these objectives are linked to the Strategic Performance Targets to drive Indigo Shire’s economic future.

There are five strategic objectives outlined in the Strategy:

Clean and Green: Indigo Shire will support business initiatives which are in keeping with maintaining our pristine environment

Future Focused: We will focus on the opportunities of the future

Collaborative: We will seek opportunities to collaborate regionally with the public and private sectors

Adaptable and Responsive: The nature of economic development is often opportunistic and we will be flexible to respond to opportunities when they arise

Diversity: We will encourage and support a diverse and resilient economy

1. Business engagement

2.Investment attraction

3. Infrastructure development

4. Vibrant and activated town centres

5. Support for agriculture and the agrifood sector


V

Strategic Performance Measures

The following targets are high level indicators of achievement and form measurable targets for the success of this strategy. There are internal and external factors which influence economic development at a broader level and are not within the control of Local Government. These above targets are measurable and linked to accessible data.

Gross Regional Product (GRP) has not been included as a measure within this Strategy as the opportunity to influence GRP goes beyond the implementation of the Strategy and is affected by other global forces. However, GRP will be captured and analysed each year to identify any new and emerging trends in the economy.

Population growth Achieve a 1% population growth by 2023.

This rate is a 0.4% increase on the current population growth and sits within the projected rate of growth of Wodonga (1.3%) and the average projected growth rate for non-metropolitan Melbourne Victoria (1.2%) as outlined in Victoria in Future 2016. Population growth is a long term measure of economic development.

Attract $50m in funding for private and public sector investment over the five year life of the Strategy This includes grant funding for projects delivered by Council and private sector business developments within Indigo Shire

All Indigo Shire Townships to achieve a Place Score of 65 or higher by 2023Place Score is a measurement tool which measures the visitor and residents experience and care factor of a mainstreet precinct. It then creates a PX score which allows townships to create a base level score, measure areas of improvement and benchmarks mainstreet precincts against other similar towns.

Grow the visitor economy• Increase visitors to 1.1m by

2023

• Increase in overnight visitor proportion to 40% by 2023

• Visitor economy output to $130m and tourism jobs will grow to 650 by 2023

1.

3. 4.

2.


This Economic Development Strategy was developed in consultation with local trader associations, local businesses and key stakeholders via a mix of workshops, focus groups and one on one interviews. Approximately 65 people participated in consultations for the development of this strategy.

A draft economic development strategy was endorsed by Council in December 2017 and following feedback over the 60

day exhibition period, the document was revised and refined.

There was a range of national, state, regional and local strategic documents that informed this strategy along with the results of the Indigo Shire business survey over the past three years. The Indigo Shire Economic Development and Tourism Advisory Committee was actively engaged to provide guidance and oversight.

How this Strategy was developed

Research and Analysis

• Analyse local economic strengths to identify and understand targeted economic opportunities

• Identify, collect and collate all relevant socio-economic data

• Apply economic development tools to further analyse economic opportunities

• Identify and analyse trends and influencing factors

Stakeholder Engagemet

• Engaging with key stakeholders to ensure they have the chance to contribute to and guide the process

• Engagement undertaken through a mix of one-on-one interviews, workshops and presentations

• Engagement will be guided by the learnings from the research and analysis and to also identify new and emerging opportunities

Strategy Development

• Bring together the structure of the plan and clearly communicate the opportunities and outcomes

• Develop vision, goals, strategic priorities, action plan, key peformance indicators and resources required to deliver the strategy

• Present the strategy to Council for consideration and feedback, amend accordingly and submit the final strategy for implementation.

Project Process


7

Celebrating Successes

The previous Economic Development Strategy 2012-2017 outlined a wide range of initiatives. During this period Indigo Shire successfully implemented the Chiltern Placemaking and Structure Plan project, attracted $1.8m for the Rutherglen Economic Revitalisation Project, participated in the North East Cycling Optimisation Plan and subsequently attracted funding for rail trail extensions and enhancements, and

supported the development of the SCT Rail Hub. In addition, there were many business-as-usual activities with great impact including Buy Local Campaigns and attendance at the Regional Living Expos in Melbourne. Another key feature of this period was the implementation of the Business Survey which establishes benchmarks, monitors trends and receives feedback from the business community.

ECONOMIC DEVELOPMENT STRATEGY INDIGO SHIRE COUNCIL 2018APart A.

Background

9

Strategic Alignment

Council Plan

Indigo Shire’s Council Plan drives the strategic direction of Council over the next four years. The Council Plan 2017-2021 is based on five themes:

1. Indigo’s People & Communities

2. Indigo’s Places, Townships & Infrastructure

3. Indigo’s Economy

4. Indigo’s Environment & Sustainability

5. Indigo’s Civic Leadership & Governance

‘Growing Indigo Shire’s Economy’ is identified in the Council Plan as a purpose of Council and a key strategic theme. Strategic themes identified in Council’s Plan relating to economic development are:

• 3.1. Indigo Shire has a growing local economy

• 3.2 Indigo Shire has a thriving tourism industry

There are actions within the Council Plan which have been included in the Action Plan for the Economic Development Strategy. These are marked with an asterix *

Indigo Destination Game Changer 2018/19-2022/23 (Tourism Strategy)

The Economic Development Strategy works in partnership with Council’s Tourism Strategy – Indigo Destination Game Changer. These two documents share a single objective to grow Indigo Shire’s economy. While the Tourism Strategy considers tourism development, industry development, marketing and visitor servicing, the two key areas where the Economic Development Strategy and Tourism Strategy align are:

• Maintaining strong and vibrant town centres

• Investment attraction

There are actions within the Economic Development Strategy which are also actions listed within the Tourism Strategy. These items are marked with a double asterix ** in the Action Plan.


Hume Strategy for Sustainable Communities

The Economic Development Strategy also takes into consideration the Upper Hume Sub Regional Plan as part of the Hume Strategy for Sustainable Communities. The Hume Strategy identifies the following four key directions under the economic theme – A thriving and dynamic economy:

• Strengthening a capable workforce

• Adapting and diversifying agriculture in an environment of change

• Facilitating research and innovation in tourism, manufacturing and industry to encourage new and evolving business

• Developing ICT and energy infrastructure that builds on existing competitive advantages

Regional Economic Development Strategy (REDS):

As identified in the Albury-Wodonga Regional Economic Development Strategy

2017-2021, Indigo Shire forms part of the Functional Economic Region (FER) along with Albury, Wodonga, Greater Hume, and Federation Councils. The REDS document analyses the opportunities and key areas for growth across the region and is an important consideration in the development of the Indigo Shire Economic Development Strategy. The REDS document outlines the following six elements:

• Support and grow Agribusiness and softwoods industries throughout the region

• Grow the Transport and Logistics sector

• Continue to develop and grow the Tourism sector and the visitor economy

• Grow the Healthcare sector through the development of a Health precinct in the region

• Attract and retain talent to sustain the supply of skilled workers by improving liveability throughout the region

• Capitalise on the region’s opportunity to be a special economic zone

Ovens Murray Regional Partnership

Indigo Shire is one of seven municipalities which make up the Ovens Murray Regional Partnership.

Established in 2016, the primary objective of the Regional Partnership is to give regions a stronger voice within State Government and to give them a direct pathway into State Government decision-making processes. Regional Partnerships bring a whole of government lens to the complex issues facing regional communities. The Ovens and Murray Regional Partnership 2017 Priorities are:

• Education and Skills

• Transport

• Digital Innovation and Inclusion

• Economic Growth

• Climate Change and Renewable Energy

• Local Amenity and Infrastructure

• Health and Wellbeing

Regional Plans

11

Economic Profile

Indigo Shire is located in Victoria’s picturesque north east and borders the Murray River and the Australian Alps. Indigo Shire is renowned for its natural beauty and historic towns. Industry in Indigo Shire is mainly rural in nature including agriculture, viticulture and horticulture. Agricultural value adds are also a strong contributor to the local economy.

Indigo Shire’s economy is largely driven by:

Manufacturing

AgricultureRetail, Food & Accommodation

Rental hiring & Real Estate Services

Construction

Primarily food and beverage manufacturing.

There is a heavy reliance on the manufacturing industry with it contributing 27.4% economic output and almost a quarter of local jobs.

Livestock, grains and viticulture

Traditionally form part of the tourism sector

While the sector is low in terms of employment, this sector places a value on housing and has strong linkages to other parts of the economy such as construction and trades;

27.4%

25% economic output

1/4 local jobs

Source: Remplan 2018


13

Industry sectors which experienced a decline in employment between 2011-2016 are:

Mining Industry 100% (or 13 jobs)

Manufacturing industry 9.83% (or 117 jobs)

Wholesale Trade 40.78% (or 31 jobs)

Employment by Industry

The biggest growth in employment has been in the following industries over the period of 2011-2016:

Administrative & Support Services 45.5%

Arts and Recreation Services 45.5%

Transport, Postal & Warehousing 21%

Employment

Indigo employed 4,826 people in 2016. The industries which employed the most jobs in Indigo are:

Manufacturing 22.3%

Agriculture, forestry & fishing 11.3%

Health Care and social assistance 10.3%

Retail Trade 8.9%

Accommodation & food services 8.9%

Mainemployment

sectors

Biggestgrowthsectors

Decliningindustrysectors

Source: ABS 2016


Indigo Shire is a small business economy, with over 97% of businesses employing under 19 people.

of businesses in Indigo Shire turnover less than $200,000 per annum

A full economic profile can be found in Appendix A.

66%

Source: ABS 2018

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SUMMARY OUTPUT $M EMPLOYMENT JOBS

WAGES AND SALARIES

$M

LOCAL SALES $M

REGIONAL EXPORTS $M

LOCAL EXPENDITURE

$M

REGIONAL IMPORTS $M

VALUE-ADDED $M

AGRICULTURE, FORESTRY & FISHING $137.04 546 $11.60 $81.87 $46.21 $34.73 $43.41 $58.90

MINING $2.11 6 $0.43 $1.87 $0.23 $0.34 $0.80 $0.97

MANUFACTURING $951.80 1,200 $113.99 $113.87 $769.95 $212.16 $520.59 $219.05

ELECTRICITY, GAS, WATER & WASTE SERVICES $2.74 11 $0.92 $2.10 $0.01 $0.42 $0.61 $1.72

CONSTRUCTION $109.59 240 $16.87 $40.11 $9.09 $40.67 $36.72 $32.21

WHOLESALE TRADE $28.05 76 $8.33 $10.52 $6.88 $4.93 $9.62 $13.50

RETAIL TRADE $45.88 419 $18.03 $8.52 $1.81 $6.70 $11.04 $28.14

ACCOMMODATION & FOOD SERVICES $57.81 367 $14.36 $7.47 $24.23 $10.63 $24.19 $22.99

TRANSPORT, POSTAL & WAREHOUSING $32.46 131 $7.79 $17.75 $5.53 $8.21 $10.00 $14.26

INFORMATION MEDIA & TELECOMMUNICATIONS $3.88 7 $0.64 $2.11 $0.58 $0.54 $1.70 $1.64

FINANCIAL & INSURANCE SERVICES $17.85 31 $4.81 $11.70 $2.56 $2.35 $3.27 $12.23

RENTAL, HIRING & REAL ESTATE SERVICES $134.44 13 $1.25 $6.29 $1.34 $11.57 $21.48 $101.39

PROFESSIONAL, SCIENTIFIC & TECHNICAL SERVICES $49.33 187 $16.20 $39.16 $3.32 $11.74 $14.42 $23.18

ADMINISTRATIVE & SUPPORT SERVICES $19.76 87 $8.97 $15.58 $2.37 $4.05 $5.69 $10.03

PUBLIC ADMINISTRATION & SAFETY $58.02 292 $28.20 $4.93 $7.18 $11.24 $13.00 $33.78

EDUCATION & TRAINING $32.30 290 $21.80 $0.32 $0.64 $2.85 $4.59 $24.86

HEALTH CARE & SOCIAL ASSISTANCE $54.92 505 $36.86 $0.58 $4.78 $5.10 $7.51 $42.31

ARTS & RECREATION SERVICES $5.16 39 $1.08 $0.88 $1.08 $1.23 $1.57 $2.37

OTHER SERVICES $15.09 116 $4.69 $6.95 $0.32 $3.12 $4.99 $6.98

TOTAL $1,758.23 4,563 $316.81 $372.56 $888.11 $372.56 $735.18 $650.49

Industry Overview

Source: Remplan 2018


Tourism is a significant contributor to the economy in Indigo Shire. Indigo Shire captures around 850,000 visitors per annum and the tourism industry contributed around $105M in output to the economy and over 500 jobs in 2017. This figure shows the allocation of tourism output by ANZSIC Division. The data shows that accommodation and food services is the largest contributor to the tourism sector, followed by manufacturing. The large contribution of the manufacturing sector is most likely due to wine production in the region.

Accommodation & Food Services $54.37

Manufacturing $26.25

Ownership of Dwellings $7.60

Transport, Postal & Warehousing $7.28

Retail Trade $4.61

Administitive & Support Services $1.77

Arts & Recreation Services $1.24

Other Sectors $2.82

The Visitor Economy

850,000 VISITORS

+500 JOBS$105M

Tourism Output 2017

Source Urban Enterprise

17

Demographic Profile

Population

The population of Indigo Shire is 16,035 (ABS 2016). Indigo Shire’s population is growing at approximately 0.6% per annum. Between 2006 and 2016 the population has grown from 15,038 to 16035 (+6.62%). Victoria in Future – the Victorian Government’s projection of population and households estimates that Indigo Shire’s population will grow to 16,346 by the year 2031.

Age Structure

The biggest age cohort in Indigo Shire is the 55-59 year old age group. Betweeen 2016 and 2031 the proportion of residents aged between 75 to 79 years is expected to grow dramatically along with the 80-84 year old group. This has implications for the long term demand for services such as hospitals and other forms of health and aged care.

Household Composition

The most common household type in Indigo in 2016 was one family households with only family members present, which formed 58.7% of all households in the area.

The most common family composition was couple family with no children (29.9%) followed by couple family with children under 15 (18.1%).

92.9% of dwelling structures are a separate house.

Education Attainment

78% of Indigo Shire residents have completed some form of post school qualifications. This is supported by the key occupations of managers 19.5% and professionals 14.4%. This demonstrates Indigo Shire’s increasingly skilled workforce and the ability of Indigo Shire to play a role in the regional goal in workforce attraction and retention.

A full demographic profile can be found in Appendix A

2016 16,035

AGE 55-59

2006 15,038

78% COMPLETED POST SCHOOLQUALIFICATIONS29.9% 18.1%

17

Source: ABS 2016


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Regional Context

One of Indigo Shire’s competitive advantages is its proximity to the regional cities of Albury/Wodonga and Wangaratta.

Wodonga is one of Victoria’s fastest growing cities, with its population expected to reach over 57,000 by 2036. Indigo has the opportunity to leverage this population growth by providing liveability opportunities to assist with attracting and retaining a skilled workforce.

Together Albury and Wodonga have primary transport links including air, rail and road. They also both have significant industrial estates with the ability to attract major manufacturing businesses. This presents opportunities for Indigo Shire to leverage off these businesses to grow the population in townships such as Kiewa-Tangambalanga, Yackandandah, Barnawartha, and Chiltern.

Wangaratta has a population of approx 28,000 people. Wangaratta is home to major manufacturing facilities,

transport and distribution activities and is the regional headquarters for several state government agencies. Milawa in the King Valley, is a hub for industries such as viticulture, cheese making and tourism.

The buoyant regional economy provides employment opportunities across a wide range of industries. The top employment sectors are manufacturing, trades, retail, agriculture and the health and community services industry.

Employment migration (Place of Work)

Sitting within the regional context is the analysis of migration of workers from Indigo Shires into other Local Government Areas. Approximately half the working population live and work in Indigo Shire (3137), a further 3,884 work elsewhere, predominately in Albury/Wodonga.

While there is some concern that this ‘commuter’ community may lead to escape expenditure (i.e. grocery shopping in Wodonga rather than

supporting local businesses), this also brings opportunity. By capitalising on the liveability of our townships, Indigo Shire can grow the population by providing lifestyle opportunities for people who work in the regional centres of Albury/Wodonga and Wangaratta. Population growth leads to higher demand for various goods and services and helps to generate increased consumer and business confidence leading to stronger levels of reinvestment and investment attraction.

Influencing Factors and Trends

There are a number of trends and factors which influence economic development in Indigo Shire. Actions which address these trends can be found in the Action Plan for this document.

Evolving Workforce Needs

The nature of work is changing. Due to technological advancements and the rise of the ‘gig’ economy, a growing number of people are choosing to work from home or in shared work environments. Regional areas provide a lifestyle opportunity for home based workers who can be flexible with their working environment. The increasing prevalence of home based work options can assist Indigo Shire to improve its retention of working age adults primarily in industries and professions which have historically been centred in capital cities. For example, knowledge based industries and professional occupations. Telecommunications infrastructure and access to high speed broadband is critical for Indigo Shire to capitalise on this trend along with the provision of innovative work solutions such as shared and flexible office based common use facilities, meeting spaces and conference facilities available for short term hire.

Situation Analysis

Source: Remplan

Federation (A)

Wangaratta (RC)

No Fixed Address (Vic.)

Alpine (S)

Towonga (S)

Moira (S)

Unincorporated (Vic.)

Melbourne (C)

East Pilbara (S)

Unincorporated (ACT)

Benalla (RC)

Mitchell (S)

0 400 800 1200 1600 1800

LG

A of U

sual W

ork

Jobs

Wodonga (C)

Albury (C)

Workforce Breakdown (Jobs) - Live in Indigo (S) (Dec 2017), work elsewhere


Changing Consumption Trends

Consumer preferences are constantly shifting in response to new trends and economic factors such as online shopping, increased demand for ready to consume products and the growth of local authentic experiences. Shifts in consumer preferences and the emergence of online shopping will continue to erode the need for traditional store based retail. With 8.9% of employment provided in the retail sector in Indigo Shire, the sector will need to be agile and responsive in their offering to grow their businesses. Emerging consumer trends highlight the demand for authentic local experiences and products. This is an opportunity for both retailers and the creative industries to meet the creative deficit by creating motivating, on trend products and experiences which meet the creative expectations of consumers.

Emerging technologies and Innovation

Continually evolving technology will play a major role in shaping the development of Victoria and Australia

over the next 30 years. Rapidly evolving energy, communications and transportation technologies will boost economic activity. Technology has the potential to stimulate industries already established and lead to higher levels of labour productivity while also lowering barriers and costs of new and emerging industries.

Regional cities of the future will need to compete on a different level as more traditional job roles face disruption from potential automation and a changing world of work. Agriculture, tourism, renewable energy, technology, manufacturing and transport and logistics are all strengths in Indigo Shire and have the capacity to be highly influenced by innovation.

Startups lie at the heart of job creation, investment attraction and economic growth across the world’s major economies. Startups are amongst the largest contributors to job creation in Australia creating more than 1.2 million new jobs between 2004 and 2011 and contributed $164 billion to the Australian economy.

But it’s not just about jobs – startups contribute to the ideas and innovative mindsets which will create the solutions to today’s challenges and potential

industries of the future. Indigo Shire will support innovation and foster an environment to encourage and grow new ideas and investment in technology.

Food Security

With the world’s population forecast to reach 8 billion by 2030, interest in the regions agricultural potential is likely to increase over the coming years.

North East Victoria is traditionally a strong agricultural area and is well positioned to capture some of the growth in demand for agricultural and higher value food products. However, this growth will be tempered by other factors, such as commodity cycles, climate, exchange rates, costs of production and global competition as well as competition from residential and high value industry uses for agricultural land.

Indigo Shire is home to a diverse range of agricultural and food production enterprises. Through regional collaboration Indigo Shire can develop and present a wider regional vision for North East Victoria in the face of dynamic economic circumstances and the risks of climate change.

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STRATEGIC LOCATION

Indigo Shire is located in close proximity to the major population centres of Albury-Wodonga and Wangaratta. This brings with it access to a diverse mix of education, health and medical and transport related infrastructure and services. In addition, Indigo Shire’s location also provides links to key transport and distribution hubs, including air, road and rail.

TOURISM

Indigo captures 850,000 visitors each year (PAVE model 2017) who come for festivals, food and drink, cycle tourism, heritage towns and cultural heritage tourism. With trail projects including the Beechworth to Yackandandah Rail Trail and Wahgunyah to Lake Moodemere Trail, and scoping for a Beechworth to Yackandandah mountain bike trail, Council is building its tourism offering in line with the Tourism Strategy.

AGRICULTURE

The combination of food and wine producers, dairy, value added production contributes significantly to the local economy. Environmentally, the area is of high value to farmers, with productive soil and access to secure and highly regulated water supply. Agriculture is also a significant driver of the visitor economy.

THE NATURAL AND HISTORICAL ASSETS OF INDIGO

The Shire is bountiful with picturesque landscapes along the mountains and foothills of the Great Dividing Range to the floodplains of the Murray River. The region is also home to a number of historical sites dating back more than 40,000 years with Aboriginal, Chinese, and European heritage. A unique feature of Indigo Shire is its collection of townships with beautifully-preserved historic streetscapes. These natural and built features add to the liveability of the area and also add to the tourism offer.

LIVEABILITY

Indigo Shire’s strong, small communities within commutable distance to regional cities provide a strong asset for Indigo Shire. By providing vibrant town centres, access to services, affordable blocks and a range of lifestyle and recreational opportunities, Indigo Shire can capitalise on the ‘tree change’ movement and the attraction of a skilled workforce into regional cities.

Competitive Assessment

Strategic Assets

The purpose of the strategic asset assessment is to identify competitive advantages of the Indigo Shire region by highlighting unique and specific assets that can be leveraged for economic development purposes. The following locational, geographical and existing industry characteristics are the strategic assets that further support growth opportunities:


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Roles and Responsibilities

The Role of Council

Council can both facilitate and enhance economic growth by providing an environment for business investment, innovation and entrepreneurship – key drivers of economic growth.

Council also has a role in working collaboratively at a regional level offering a wider regional vision in the face of changing economic circumstances. These include large scale projects, economies of scale, resource sharing and a greater capacity for advocacy and sharing of services.

Facilitation

The key role in this program that the Council can play is as a facilitator of opportunities. There is a really important role for Council to play in connecting the various stakeholders in order to achieve desired outcomes.

Council can act as the information link between government, business and consumers, as relevant information is vital in generating local awareness and demand for identified priorities.

The Council can promote events and activities that support business capacity building and other economic

development related initiatives, such as workshops to build the knowledge of businesses around skill development.

Planning and Regulation

The Council’s planning framework provides a mechanism to regulate and/or encourage certain activities and developments that influence economic activity. Specific opportunities that relate to the Economic Development Strategy is the role the Council plays in ensuring businesses understand their obligations, and in making sure a positive, proactive and solution focused approach is applied.


Provider of Services

Service provisions is one of the major functions of Local Government. A consistent and reliable supply of services and information can support economic development related opportunities.

Stakeholders

There are many economic development related initiatives that are developed and implemented across the community that the Council does not ‘own’ or is not viewed as the service provider for, but still remains a critical contributor to the successful implementation of the desired outcome. To this end, Indigo Shire Council provides support to businesses, development groups, state and federal agencies with networking, training and promotion opportunities.

The Role of Business Development Groups/Chambers of Commerce

Business Development Groups and Chambers of Commerce provide a vital link between businesses and Council. In addition, these organisations:

• Provide a networking opportunity for local businesses

• Advocate on behalf of the business community

• Work in partnership with Council to identify and solve issues relating to the business community

• Identify opportunities to build the capacity of local business

The Role of State and Federal Government

Indigo Shire Council works closely with the State and Federal Government to identify projects which may be eligible for funding. These may be infrastructure, planning or development projects. Where projects meet the criteria for funding, Indigo Shire Council then prepares a funding application for consideration. In addition, Council also participates in regional activities such as the Hume Economic Development Network and the Regional Partnerships initiative to ensure a high level of collaboration with both other local government areas and the State Government on Economic Development issues.

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Creating a Dynamic Business Environment

Based on the ‘Diffusion of Innovation Curve’ theory (Rogers 2003) this graphic adopts the model and applies it to the local business environment. This sets out a new way of engaging with the business community – switching our focus towards the Innovators to encourage a culture of positivity and change

• Thought leaders

• Drivers of change

• Willing to try new ideas

• Growing and investing in their business

• Understand current markets and trends and make decisions based on this understanding

• Self-contained, self-sufficient

• Works only with other innovators

• Capacity to positively influence Passive group

• Provide a high level of support

• Facilitate grant opportunities

• Provide opportunities for investment

• Comfortable with change

• Will adopt new ideas once they see demonstrated benefits

• Willing to invest but not sure where best to invest

• Need support to grow their business and understand market change

• Assist to innovate

• Provide information on current markets and trends to assist with investment decisions

• Link with innovators

• Build capacity to change

• Resistant to change

• Adverse to risk

• Fails to understand new markets and challenges

• Drives the conversation

• Build capacity to understand new business models and opportunities

• Encourage new investment

• Support for transition Tran

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BPart B.

Opportunities for Growth

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Across Indigo Shire

Natural Assets – water, mountainsIndigo Shire is rich in natural assets – from the forest and mountains to the Murray River and Lake Hume, these natural assets play a role in providing both a tourism growth opportunity and an attractive lifestyle opportunity.

Historical assets Indigo Shire’s history can provide an opportunity for growth by providing a historical backdrop for a contemporary experience of history – adding to the visitor experience.

Townships- vibrant mainstreets & communities Vibrant mainstreets have long been recongised a siginifcant factor in the decision of where people live. Indigo Shire has the opportunity to capitalise on our historic mainstreets to attract residential population growth and enhance the visitor experience. Building strong and vibrant communities and ensuring new subdivisions are well planned and meet best practice urban design will also also Indigo Shire to attract residential population.

Renewable Energy Brings together community led initiatives such as the Community Energy Retailer and investment opportunities in the renewable energy sector.

B 27


Industrial Land Taking into the consideration the LOGIC and Nexus developments in Wodonga and Albury, there is an opportunity for Indigo Shire to consider light industrial land developments.

Proximity to regional growth centres to achieve population growth Indigo Shire has the opportunity to capitalise on the growth of regional centres such as Albury-Wodonga and Wangaratta and provide lifestyle options which contribute to the population of our townships.

Proximity to Regional Transport HubsDue to its strategic location, Indigo Shire can promote growth opportunities for businesses based on the ability to reach domestic and international markets through key transport hubs.

Growing the visitor economy Tourism’s role in the Indigo Shire economy is significant, and the tourism industry is a sector which can be highly influenced by the role of Local Government.


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Agriculture and Agribusiness There are opportunities to grow innovation within the agricultural sector and explore niche opportunities for food, beverage and crop growing.

Health Sector

Yackandandah Health

The expansion of Yackandandah Health will bring considerable economic and jobs growth benefits.

NDIS

The implementation of the NDIS will provide employment opportunities as agencies expand into Indigo Shire.

Ageing population

The expected increase in older residents will generate greater demand for health care and medical services along with the potential for residential aged care facilities. Creative

Industries The Creative Industries represent an area of growth for Indigo Shire and there is an opportunity to support both intiatives which can drive tourism and the artists which support the vibrancy of our local communities.

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Township by Township

Wahgunyah

• Cycle Tourism and waterway activation

• Industrial Employment Land

• Population Growth

• Niche Business opportunities

• Solar farm development

• Access to Murray River

Beechworth

• Capitalise on tourism; cultural heritage, events, cycle, food/wine/craft beer, nature and revitalise supporting product strengths including accommodation and retail

• Redevelopment of Beechworth Gaol, Historic Precinct and Railway Precinct

• May Day Hills Development

• Commercial leverage of Cycle Tourism

• Expansion of Beechworth Prison

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Yackandandandah

• Capitalise on growth in tourism opportunities including Cycle Tourism

• Yackandandah Health expansion

• Leverage/grow renewable and solar opportunities

• Arts and Culture

• Local Food Culture

• Creation of new Industrial Employment Land

• Population Growth

Tangambalanga/Kiewa

• Placemaking and Structure Plan

• Residential development

• Sale of Murray Goulburn to Saputo

• Commercial and Industrial Developments

• Cycle tourism – extension of Murray to Mountains link – Osbornes Flat to Huon

• Dairy Industry – niche business and value adding opportunities


Chiltern

• Grow tourism visitation and retail offering

• Industrial Employment Land Opportunities

• Leverage proximity to Hume Freeway

• Implementation of Infrastructure projects Martins Lane and Connectivity project

• Investment attraction in line with Chiltern Placemaking and Structure Plan

• Review opportunities for streetscape beautification projects

Rutherglen

• Capitalise on wine tourism, nature activation including cycle, waterways and food/craft beer, and activate supporting accommodation and retail sectors

• Rutherglen Economic Revitalisation Project

• Heavy Vehicle Deviation

• Expansion of Gas line to Rutherglen Industrial Estate

Barnawartha

• Promximity to LOGIC Centre

• Transport and Logistics

• Business incubator

• Residential Development

• Vacant Railway Yard and Station

• Commercial and Industrial developments as per Structure Plan

• Recreation reserve – tourism, equine and alternative sports

• Development of a multi-disciplinary ‘Health Hub’

33CPart C.

Economic Development Action Plan


Economic Development Action Plan

Summary of Strategic Priorities

The Economic Development Strategy is designed to provide Indigo Shire Council with clear direction regarding priorities to be implemented which will assist in delivering the regions vision of a bold future. There are five strategic priorities under which the action plan will be developed. The purpose of this section is to provide more detail relating to each strategic priority, the rationale behind each priority and the anticipated outcomes.

The key priorities are:1. Business engagement 2. Investment attraction 3. Infrastructure development4. Vibrant and activated town centres 5. Support for agriculture and

the agrifood sector

Indicative Costs

The following Action Plan sets out indicative costs for the implementation of projects within the Plan. These figures indicate the overall cost of the project – not necessarily the direct cost to Council. Where possible, grant

funding will be sought from a range of State and Federal Government departments to assist with meeting the costs.

Business as Usual

There are a number of activities which are not listed within this action plan which are considered ‘Business as Usual’ – that is, everyday activities undertaken by the Economic Development Department. These activities form part of the work plan for the Economic Development Officer and are not included in the Action Plan.

35


Business engagement is the cornerstone of local economic development efforts. Council has a vital role to play in maintaining links between businesses and ensuring that businesses are supported and informed.

Central to improving business engagement with Council is a single point of contact for businesses who can assist in working through the permits and other requirements for starting a business in Indigo Shire. This customer service focus will

change the way Council supports businesses to establish and grow. This single point of contact will also support the work of local Chambers of Commerce and Tourism and Development Organisations. This deeper level of business engagement underpins the work in developing and supporting vibrant and active mainstreets. Continuing to engage with existing businesses, providing focused business support and improving Council processes will assist greatly in achieving the objectives of the Strategy.

As the workforce evolution takes place, Council can play a role in fostering a flexible work environment through the support and development of shared or collaborative work spaces. These opportunities to co-locate can also provide peer support, learning and networking

opportunities which in turn can provide the right ecosystem to support the growth of Startup enterprises.

STRATEGIC OUTCOMES

• Supportive relationships developed with the local business community

• Useful information provided for businesses

• Local businesses promoted

• Small business growth

• Small businesses supported to adapt to change

• Economic development embedded as a priority within Council decision-making

• Red tape reduced for new business initiatives

Key Priority 1: Business Engagement

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Key Project: Business Development Officer

There is an ongoing need to support the business community with capacity building, information sharing and promotion. The employment of a Business Development Officer will provide a vital link between Council and local business by providing ‘on the ground’ support to understand the issues facing businesses at local level.

The position will provide a stronger link between Council and local Chambers of Commerce.

These actions are currently part of the workload of the Economic Development Officer and take up a large percentage of time. By providing additional human resources to e conomic development Council can significantly progress both business engagement and also achieve the high level strategic outcomes within this document.

The Business Development Officer will work across both the tourism and Economic Development teams to provide support to tourism operators and non-tourism based business.


ACTIVITY WHO IS RESPONSIBLE PARTNERS AND COLLABORATORS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 INDICATIVE

COST

EMPLOY A BUSINESS DEVELOPMENT OFFICER TO PROVIDE AN ACTIVE AND VISIBLE PRESENCE TO THE BUSINESS COMMUNITY

Economic Development

x x x x

TBC

DEVELOP A DYNAMIC AND UP-TO-DATE BUSINESS DATABASE SYSTEM AND ENSURE INFORMATION IS CORRECT, UP-TO-DATE, AND CROSS REFERENCES THE MOST RECENT AUSTRALIAN BUSINESS REGISTER (ABR) DATA.


x x x x

Staff Resource

CONTINUE TO ENGAGE WITH SMALL BUSINESS VICTORIA TO ENSURE LOCAL SMALL BUSINESSES HAVE ACCESS TO STATE GOVERNMENT PROGRAMS

Economic Development Small BusinessVictoria

x x x x

Staff Resource

ENGAGE WITH BUSINESS THROUGH A RANGE OF METHODS INCLUDING AN E-NEWSLETTER AND REGULAR FACE TO FACE MEETINGS TO ENSURE COUNCIL HAS AN ON-THE-GROUND UNDERSTANDING OF LOCAL ISSUES

Economic Development Local Businesses

x x x x

Staff Resource

LIAISE WITH LOCAL CHAMBERS OF COMMERCE AND DEVELOPMENT ASSOCIATIONS

Economic Development Chambers of Commerce Tourism and Development Associations

x x x x

Staff Resource

Strategy 1.1: Engage and support new and existing businesses

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COST

PROVIDE A PROGRAM OF EVENTS AND ACTIVITIES AS PART OF THE NORTH EAST SMALL BUSINESS FESTIVAL

Economic Development Alpine Shire, Towong Shire Rural City ofWangaratta,WodongaChamber ofCommerce Benalla Council Small BusinessVictoria Local BusinessGroups

x x x x x

$2k per annum

PROMOTE LOCAL BUSINESSES THROUGH THE SMALL BUSINESS SUPERHEROES PROGRAM

Economic Development Local BusinessGroups x x x x x

$3k per annum

FACILITATE LOCAL BUSINESSES TO CONNECT TO GRANT FUNDING AND SUPPORT PROGRAMS

Economic Development RegionalDevelopmentVictoria Small BusinessVictoria

Staff resource

ESTABLISH A DIGITAL INNOVATION GRANTS PROGRAM TO ASSIST SMALL BUSINESSES TO DEVELOP THEIR ONLINE CAPACITY

Economic DevelopmentTourism

x x x x

$10k per annum

DEVELOP A LOCAL PURCHASING FRAMEWORK AND PROMOTE OPPORTUNITIES FOR LOCAL SUPPLIERS TO WORK WITH INDIGO SHIRE COUNCIL

Economic DevelopmentPlanningInfrastructure x x x x

Staff resource


COST

INVESTIGATE OPPORTUNITIES FOR AN INNOVATION HUB OR CO WORKING SPACE TO SUPPORT THE CHANGING WORKFORCE ENVIRONMENT

Economic Development Launch Vic ACRE RegionalBusiness Hubs

x x x x x

Staff resource

IDENTIFY FUNDING OPPORTUNITIES AND DEVELOPMENT PROGRAMS TO SUPPORT START UP ENTERPRISES

Economic Development Launch VIC

x x x x x

Staff resource

Strategy 1.2: Provide support to small business through promotion, information, networking and grants

Strategy 1.3: Encourage a culture of innovation and Start up Enterprises networking and grants


Key Priority 2: Investment Attraction

Economic diversification has been identified as a principle within this economic development strategy and the broader Hume Region. Indigo Shire currently has a strong reliance on the manufacturing sector, which contributes 33% of total industry value add, which is a way of describing those industries which contribute the most to the economic output of the Shire. This sector also contributes 22.2% of jobs in the Shire. The over reliance on the food manufacturing sector can lead to disinvestment and severe social impacts during periods of downturn in the sector (as demonstrated during the recent dairy crisis), and limits the diversity of job opportunities in the region.

Through investment attraction, Council can play a role in diversifying the business mix by identifying and providing incentives to businesses to set up or relocate to Indigo Shire. Council’s current investment attraction policy is limited to businesses which will potentially employ over 15 people. This area of large scale business attraction is well covered by State Government Programs. By broadening the scope of the policy, Council can encourage investment in events, contemporary accommodation investment and niche businesses. There is also an opportunity for Council to explore innovative incentive based support programs for new prospective investors.

Renewable energy innovation has been identified as an area of specialisation for Indigo Shire, building on the success of Totally Renewable Yackandandah and the move towards a community owned energy retailer. Investment in this area also meets State Government targets and builds on work already done in Indigo Shire to identify opportunities for Solar developments.

The rise of ‘Craft’ is also an opportunity for growth in Indigo Shire. One of the worlds ‘mega trends’, craft products are rapidly gaining market shares. Craft Beer, Whisky and Gin, bread and artisan products are all areas of specialisation for Indigo Shire.

By supporting niche opportunities within Indigo Shire, Council can target investment into the area which support the local economy and promote the broader vision for the region.

Strategic Outcomes

• An increased diversity of

jobs in Indigo Shire

• Growth of the Craft Industries

• Growth of the renewable energy sector

• Appropriate investment in Indigo Shire

• Tourism activities supported

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Community Energy

Council are working in partnership with Totally Renewable Yackandandah and Ausnet Services to develop a model of renewable energy generation, storage and retailing. The Yackandandah Mini Grid project is the first of its kind in the world and links together a number of houses who generate and share electricity.

The second phase of this project will change the way renewable energy is bought and sold, providing local options, solutions and employment in the renewable energy sector.


ACTIVITY WHO IS RESPONSIBLE PARTNERS AND COLLABORATORS

YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

INDICATIVE COST

REVIEW COUNCIL’S INVESTMENT ATTRACTION POLICY TO BROADEN THE SCOPE OF INVESTMENTS WHICH ARE SUPPORTED BY COUNCIL TO INCLUDE EVENTS, TARGETED BUSINESS WHICH MAY HAVE BROADER COMMUNITY, TOURISM OR ECONOMIC DEVELOPMENT BENEFITS

Economic Development Tourism Corporate Services

RegionalDevelopmentVictoria

x x

Staff Resource

REVIEW INCENTIVE PROGRAMS AVAILABLE INCLUDING RATE RELIEF OR GRANT PROGRAMS FROM COUNCIL TO SUPPORT APPROPRIATE AND TARGETED INVESTMENT

Economic Development Tourism Corporate Services

RegionalDevelopmentVictoria x x

$5k and staff resources


YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

INDICATIVE COST

ESTABLISH A RELATIONSHIP WITH CREATIVE VICTORIA TO PROMOTE INDIGO SHIRE’S INTEREST IN CREATIVE INDUSTRY INITIATIVES

Economic Development Community Development

Creative Victoria

x x

Staff Resource

SUPPORT LOCAL CREATIVE HUBS TO DELIVER PROJECTS AND PROGRAMS WHICH INCREASE THE CREATIVE PROFILE OF INDIGO SHIRE

Economic development Murray Arts Creative Victoria Local creativebusinesses andorganisations

x x x

Staff Resource

Strategy 2.1: Provide incentives for the attraction of business and investment that diversify and add value to the local economy

Strategy 2.2: Support ways to boost our economy through artistic and creative endeavours *

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YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

INDICATIVE COST

ENCOURAGE ESTABLISHMENT OF COMMERCIAL SOLAR DEVELOPMENTS E.G. SOLAR FARMS AND OTHER COMMUNITY INITIATIVES *

Economic Development Planning

TotallyRenewableYackandandah TotallyRenewableBeechworth Private investors

x x x x x

$1k per annum

WORK WITH TOTALLY RENEWABLE YACKANDANDAH TO DEVELOP THE MICRO GRID AND COMMUNITY ENERGY RETAIL PROPOSAL *

Economic Development TotallyRenewableYackandandah Business Victoria x x x x x

$500,000 Start up costs sought through New Energy Jobs Fund


YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

INDICATIVE COST

DEVELOP A PROSPECTUS FOR CONTEMPORARY ACCOMMODATION AND FOOD AND BEVERAGE EXPERIENCES INVESTMENT **


RegionalDevelopmentVictoria x x

align with Tourism Strategy

PROMOTE OPPORTUNITIES FOR INVESTMENT IN THE AGED CARE SECTOR

Economic development x x

Staff Resource

PROMOTE OPPORTUNITIES FOR INVESTMENT IN THE EDUCATION SECTOR

Economic Developmentx x

Staff Resource

Strategy 2.3: Encourage and facilitate investment in the Renewable Energy Industry

Strategy 2.4: Promote targeted investment opportunities


Key Priority 3: Infrastructure Development

Ongoing population growth will create increased demand on existing infrastructure and delivery of future infrastructure. Economic Development infrastructure ranges from key transport roads and bridges to industrial land availability and access to vital services for businesses.

Industrial land availability remains an area of economic development

interest. There are opportunities for Council to develop Industrial land precincts, however demand needs to be considered along with a regional context. With the LOGIC development in Wodonga and the $35M NEXUS development in Albury, Indigo Shire needs to critically evaluate land availability and zoning, assess demand, consider the types of businesses which may be suited to this development.

The inability to access to natural gas remains a cost barrier for many businesses in Indigo Shire. Natural gas is unavailable in most industrial areas in Indigo Shire and prevents the expansion of some light industrial businesses. Improving access to natural gas across the Shire could promote investment and expansion of businesses.

Critical tourism infrastructure and key private sector developments also form part of this key strategy.

In addition to Council infrastructure, National Projects such as the Inland rail project may provide potential to leverage opportunities over the longer term.

Strategic Outcomes

• Availability and demand for Industrial land assessed

• Increased Natural Gas availability across the Shire

• Increased tourism infrastructure

• Improved road transport links

• Improved historic streetscapes

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Key Project: Beechworth to Yackandandah Mountain Bike Trail

North East Victoria is Victoria’s and Australia’s premier cycling tourism destination.

With Cycle Tourism expected to grow significantly and with the recent success of the Yack Tracks and Beechworth Mountain Bike Parks, there is an opportunity to develop a new piece of cycle infrastructure – an International Mountain Bike Association (IMBA) recognised ‘Epic’ Trail linking the two towns of Beechworth and Yackandandah. An Epic Trail is an internationally recognised trail rating system. There are only a few Epic Trails throughout the world and having an Epic Trail would make Indigo Shire a premiere Mountain Bike Destination. An Epic Trail is the equivalent of a ‘hatted’ restaurant. Epic Rides are what Mountain Bikers live for and make travel plans around. An Epic trail from Beechworth to Yackandandah would provide Indigo Shire with Australia’s only all-weather Epic Trail.

A report produced by Urban Enterprise regarding the development of the Trail estimates an ongoing impact on the Indigo Shire economy of $5.13m per annum in output supported by 34 FTE jobs.

The Beechworth to Yackandandah Mountain Bike Trail has the potential to be a significant driver of the local economy in both Beechworth and Yackandandah and the broader Indigo Shire.



COST

PROGRESS THE RUTHERGLEN HEAVY VEHICLE DEVIATION PLANNING AND TRAFFIC MITIGATION*

InfrastructureCouncillors/Executive

RegionalDevelopmentVictoria x x x

$4M(VicRoads managed project)

IDENTIFY AND SUPPORT INITIATIVES TO UPGRADE ROADS AND BRIDGES ON KEY TRANSIT ROUTES.

InfrastructureCouncillors/Executive

StateGovernment x x x

TBD

IDENTIFY FUNDING AND IMPLEMENT STRATEGIES FROM THE KIEWA/TANGAMBALANGA PLACEMAKING AND STRUCTURE PLAN

Economic Development Planning Infrastructure Communications

RDV FederalGovernment x x x x x

TBD


COST

IDENTIFY FUNDING AND IMPLEMENT STAGE 2 OF CHILTERN INDUSTRIAL EMPLOYMENT PRECINCT AS IDENTIFIED IN THE CHILTERN PLACEMAKING AND STRUCTURE PLAN *

Economic DevelopmentPlanning

Funding bodies

x x x

TBD

UNDERTAKE AN ASSESSMENT AND FEASIBILITY STUDY OF INDUSTRIAL LAND AVAILABILITY AND OPPORTUNITIES ACROSS INDIGO SHIRE

Economic development and planning

Indigo Shirechambers ofcommerce anddevelopmentassociations

x x x

$25K

UNDERTAKE AN ASSESSMENT OF OPPORTUNITIES TO EXPAND THE NATURAL GAS NETWORK AND ADVOCATE FOR INCLUSION OF INDIGO SHIRE ONTO THE SMALL SHIRES LIST FOR NATURAL GAS

Economic Development StateGovernmentGas suppliers x x

TBD

Strategy 3.1: Lobby, advocate and attract funding for the delivery of priority infrastructure projects which enable and encourage economic development

Strategy 3.2: Ensure adequate employment land and services are available to support industry growth

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ACTIVITY WHO IS RESPONSIBLE PARTNERS AND COLLABORATORS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 INDICATIVE COST

PROGRESS THE NORTH EAST REGION TRACKS AND TRAILS EXTENSION AND ENHANCEMENTS, SPECIFICALLY BEECHWORTH TO OSBORNE’S FLAT, AND OSBORNE’S FLAT TO HUON *

Economic DevelopmentTourismInfrastructure

RegionalDevelopmentVictoria FederalGovernment TNE Other local Council’s

x x x x

$5.7M

PROGRESS THE DEVELOPMENT OF THE BEECHWORTH TO YACKANDANDAH MOUNTAIN BIKE TRAIL

Economic Development Tourism

RegionalDevelopmentVictoria DEWLP Parks VIC FederalGovernment TNE Yack Tracks BeechworthChain Gang

x x x

$245K design and planning $1.7M Construction

INCREASE ACTIVATION AND DEVELOPMENT OF THE BEECHWORTH HISTORIC PRECINCT INCLUDING THE BURKE MUSEUM AND THE OLD BEECHWORTH GAOL


ACRETNE RegionalDevelopmentVictoria

x x x x

TBD

Strategy 3.3: Implement investment in Tourism infrastructure with Economic Development outcomes


Key Priority 4: Vibrant and Active Townships

Mainstreet business and thriving town centres are at the heart of Indigo Shire’s small business economy. In addition to the heritage character of the streetscape itself, Indigo Shire’s mainstreets boast an impressive array of locally owned small businesses. However, as changes to the retail, food, beverage and accommodation sectors continue to impact local businesses there are key challenges to be faced.

Vacant shopfronts are an issue in a number of townships. While visitation and population have increased, empty

shopfronts indicate that retail is not meeting the demand of consumers. Retail is one of the sectors which is under the most pressure from digital change. Regional townships are not immune to the impact of digital change, the changing nature of retail and consumer behaviours. Council has a role to play in assisting businesses to keep up with the rapid change and ensuring our mainstreets are active and vibrant.

The Shopfront Activation Program as outlined (right) will be supported by a Place Activation grants program to implement micro events and activities across townships to improve the experience of the towns for visitors and residents.

One of the barriers to commercial activity in Indigo Shire is the restrictions on use of public land for commercial activities. Through the Tourism Strategy, Recreation Strategy and

Placemaking initiatives, there are mutual actions involving the activation of public space. The accessibility of food and beverages is becoming more and more important to users of public space and an essential ingredient in creating great places. Rather than deal with enquiries individually, a strategic and equitable approach can be made in identifying and facilitating business opportunities which enhance public space, without compromising the natural environment or recreational facilities.

Indigo Shire has a number of historic buildings which form part of our community and tourism infrastructure. These buildings are not only historically significant but form part of the social fabric of our communities. A number of these buildings are either in a state of disrepair, or are under utilised – receiving only the bare minimum of maintenance. There are opportunities to find modern uses for these buildings,

49

either repurposing them as community infrastructure i.e. Libraries, art galleries or to consider leasing them as commercial concerns.

While heritage streetscapes are a major attractor for visitors, they are also a measure of the prosperity of a town and form part of an investment decision. Encouraging private sector investment in shopfronts promotes partnerships between Council and private businesses. The Shopfront Refresh program will continue to be implemented across townships in Indigo Shire.

With population and visitation increases in small townships, pressures on residential developments, business, parking and infrastructure issues arise. Council is committed to a Placemaking approach to assist our communities in managing this change. Over the next four years, Council will implement a Placemaking approach in townships who are facing a number of strategic issues which can be addressed holistically.

Vibrant and active towns centres are a vital link in increasing the liveability of Indigo Shire townships, attracting investment and providing a positive experience for visitors.

Strategic Outcomes:

• Mainstreet precincts in key

townships have a vacancy rate of no more than 5%

• Heritage shopfronts are well maintained

• Micro activations create vibrant mainstreets

• Townships are engaged and planned for using a Placemaking approach

• Heritage buildings are used for contemporary uses

• Key public spaces are activated


1. Do Nothing

there will no doubt be interest in taking up some of the tenancies of commercial properties in Beechworth and Rutherglen. Without some kind of intervention, they are unlikely to be what is needed or a business which will drive change. With the current high vacancy rate, there is a very real risk that rental prices will drop and we will start to see a proliferation of ‘reject shop’ style of retail. This is the start of a spiral of decline for any Main Street and will impact the amenity of the destination, the audience segments who visit and return to Beechworth and Rutherglen and efforts to grow the visitor economy.

Potential Cost - Nil Potential impact - significant driver of declining economy

2. Targeted Investment Attraction

Following the gap analysis and research work, a preferred business will be identified which forms part of the ‘right mix’ for rejuvenated/innovative Beechworth and Rutherglen retail. Investment attraction materials will be produced including video, digital and print collateral, distributed to specific, targeted investor businesses. A range of investment incentives will be identified and offered such as rate relief, heritage advice etc.

Potential Cost – approx. $10,000 Potential impact - Impact is dependent on the investment attraction, but one ‘destination’ retailer addition to Beechworth and Rutherglen leads the way for further investment confidence and can significantly lift the visitor experience.

Key Project: Shopfront Activation Program

The Shopfront Activation Program will be an evidence based solution to the issues raised by community and businesses regarding the shopfront vacancy rate in some townships in Indigo Shire.

The Shopfront Activation Program will commence with a Place Score Assessment, followed by an audit of all the Shops in the Mainstreets of Beechworth and Rutherglen. This audit will assist in identifying gaps in the business mix, experience and opening hours. Based on the findings of the Place Score and the audit, Council will implement a range of strategies which will assist in promoting these townships as great places to invest – leading to increased tenancies.

There are four scenarios to consider:


51

3. Short Term Intervention

Using a series of short term ‘pop up’ style interventions, Council can rent empty shopfronts on a short term basis. Through an Expression of Interest process, Start Up businesses can be supported to trial a retail shopfront, potentially leading to longer term rentals and investment. While this is a lower cost scenario, there is less likely to be longer term benefits of businesses staying in the property after the Pop Up is completed. It may enhance the visitor experience in the short term.

Potential cost: $20,000 Potential impact - Enhance the visitor and retail experience in the short term. Showcase retail innovation to existing retailers. Mitigate declining confidence and slow a downward spiral, while longer term initiatives are pursued.

4. Longer term investment and outcomes.

This project involves a significant investment from Council which has the opportunity to significantly influence and change the outcomes for Beechworth and Rutherglen Main Streets. This project is modelled on the ‘Win This Space’ initiative. This would involve Council renting 2-3 shopfronts and subsidising the rental for one year on these properties. There would be a rigorous selection process for the type of business and the business owner, to confirm the long term viability of the business. The ideal outcome is that the business takes over the lease of the property after the one year period finishes.

Potential Cost: $100,000 Potential impact - Delivers a vibrant Main Street experience, leads the way for retail innovation and appeal to growth audience segments. Drives the future shape of Main Street retail.

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COST

IMPLEMENT THE SHOPFRONT ACTIVATION PROGRAM IN BEECHWORTH AND RUTHERGLEN (WITH OTHER TOWNSHIPS TO FOLLOW) WHICH ADDRESSES VACANT SHOPFRONTS AND THE NEED FOR CONTEMPORARY RETAIL PRODUCT


Chambers ofCommerce RegionalDevelopmentVictoria

x x x

TBD

DEVELOP A PLACE ACTIVATION GRANTS PROGRAM TO SUPPORT MICRO ACTIVATIONS IN TOWN CENTRES


x x x x x

$15k per annum

REVIEW CURRENT SUPPORT TO LOCAL CHAMBERS OF COMMERCE TO ENSURE ACTIVITIES ARE IN LINE WITH COUNCIL’S OBJECTIVES


Local Chambersof Commerceand TourismDevelopmentOrganisation

x

Staff Resource

DEVELOP A PARKING STRATEGY FOR BEECHWORTH AND YACKANDANDAH *

Economic Development Infrustructure

Chambers ofCommerce x x

TBD

DEVELOP AND IMPLEMENT A SHIRE-WIDE TREE PLAN INCLUDING PUBLIC SPACES, EG PLANTING AND REPLACEMENT *

Infrastructure x TBD

Strategy 4.1: Encourage Indigo Shire’s mainstreet precincts to be vibrant hubs of retail, community, hospitality and commercial activity

53


COST

COMPLETE A REVIEW OF ALL COUNCIL OWNED BUILDINGS AND DEVELOP AN OPTIONS PAPER FOR THE ONGOING USE

Economic Development Tourism Planning Infrastructure

Chambers ofCommerce LocalDevelopmentAssociations

x x x

$10K

IMPLEMENT THE SHOPFRONT REFRESH PROGRAM ON A TOWNSHIP BY TOWNSHIP BASIS *

Economic Development Planning

Chambers ofCommerce x x x x x

$15k per annum

IDENTIFY KEY OPPORTUNITIES FOR COMMERCIAL ACTIVITIES TO ACTIVATE PUBLIC SPACE AND SEEK BUSINESS INVESTMENT

Economic Development Tourism Planning x x

Staff Resource

Strategy 4.3: Encourage private sector investment and commercial opportunities across Indigo Shire


COST

DEVELOP A PLACEMAKING PLAN FOR YACKANDANDAH*

Economic Development Tourism Planning Communications Infrastructure

RegionalDevelopmentVictoria YackandandahChamber ofCommerce YackandandahCommunity

x x

$50K

INVESTIGATE OPTIONS AND PRIORITIES FOR APPROPRIATE PLACEMAKING IN OTHER TOWNS*

Economic Development Indigo Shirechambers ofcommerce anddevelopmentassociations

x x x x x

$50k per project

Strategy 4.2: Use a Placemaking approach to enhance lifestyle opportunities and attract residential population growth


Key Priority 5: Support for Agriculture and the Agrifood Sector

Agriculture is a significant part of Indigo Shire’s local economy and along with neighbouring shires, forms part of the broader Hume region’s agrifood sector.

A remarkable diversity of food grown is grown across the North East region. The dominant agricultural commodities are dairy, beef, grain and horticultural crops (grapes, apples, berries, nuts, olives, green tea), while a diversity of smaller enterprises produce honey, eggs, vegetables and niche crops such as oil, pumpkin seeds, saffron and capers.

The region also has a number of large food processing and distribution

facilities including Uncle Toby’s in Wahgunyah, the former Murray Goulburn site and Danone factory in Tangambalanga, Vitasoy in Wodonga, abattoirs in Wodonga, Wangaratta, Tallangatta and Ovens, numerous wineries, and the Woolworths Distribution Centre in Barnawartha

32% of the land area in North East Victoria is used for agricultural production, contributing around $475 million annually to the region’s economy.^ Australian Bureau of Statistics, 2016, Value of

Agricultural Commodities Produced, Australia, 2015-2016

Compared to other parts of the North East, agriculture in Indigo Shire is characterised by a large number of small farms with relatively low profit margins. These small scale operations are supported by Indigo Shire’s proximity to the regional centres of Albury-Wodonga and Wangaratta and the availability of off-farm employment.

^ Roots, J.M. (2013).

These smaller scale operations often do not have the volume of product for export and fall outside the area

of interest for State and Federal Government funding bodies. Local Government can play a role in advocating for the interests of local food producers and supporting opportunities for growth through innovation and collaboration.

The Upper, Central and Lower Hume Sub-regions Food Opportunity Strategy and Action Plan 2015-2018 identifies that unlike other part of regional Victoria which rely on commodities, the Hume region has a strong point of difference in the large number of very competent and award winning premium food and beverage producers.

These niche, small scale producers can provide a significant boost to the visitor economy by strengthening the regions food and wine tourism pillar through direct links to growers, providing a visitor experience which is directly linked to place, community and authentic product.

Local Government plays a leadership role in strengthening the local food economy by developing and implementing a local food policy. The development of a local food

55

policy is an action in the Indigo Shire Council Plan and highlights Council’s understanding of the social, economic and environmental benefits of locally grown food.

While Indigo Shire and North East Victoria is rich in natural assets which make it a high value agricultural area, an ageing farmer cohort, transition on and off farm, fluctuating commodity prices, regulatory barriers and climate

change present a set of challenges to the agricultural sector.

Indigo Shire is committed to working in partnership with other sector agencies such as the North East Catchment Management Authority, Landcare, Agriculture Victoria, the Victorian Farmers Federation, Murray Dairy, Local Health Agencies, and AgBiz Assist, along with other Local Government’s to provide opportunities to assist and support Agriculture across Indigo Shire and the North East.

Strategic Outcomes:

• A strengthened food economy

• Local farmers have access to local markets

• Local agricultural industry is supported to adapt to climate change

• Farmers are supported to transition on and off farm

• Agritourism sector experiences growth


This project aims to strengthen key aspects of the regional food economy, to enhance agribusiness viability and resilience in North East Victoria, which will deliver multiple economic, social and environmental benefits. It will involve activities targeted at building the capacity of individuals, as well as systems-level initiatives to drive long-term change, for maximum impact and effectiveness.

The Local Food Strategy will be a partnership between Local Government, Local Health Organisations, Farmers and key stakeholders, such as Landcare and NECMA.

The Strategy aims to:

• Improve the knowledge and skills of primary producers regarding opportunities for business diversification and adoption of industry sustainability frameworks.

• Build skills & strategies for improved mental health and resilience for primary producers

• To increase the financial well-being of farm businesses and the mental well-being of farmers, leading to increased capacity for primary producers to implement new on-ground land management practices that will protect the natural resource base and adapt to changes in climate, weather & markets.

• Strengthening the capacity for farmers to access local short food supply chains, providing the opportunity to by-pass many of the escalating post farm gate costs (processing, packaging, long-distance distribution, etc.) that contribute to low commodity prices and declining farm business profit margins.

• Strengthen the connection between local consumers and local farmers through short food supply chains

• Increase the demand of locally grown produce through marketing and education campaigns

KEY PROJECT: DEVELOPING A LOCAL FOOD STRATEGY

57


YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5 INDICATIVE COST

PARTICIPATE IN REGIONAL AGRICULTURAL FORUMS AND ACTIVITIES FOR THE AGRIFOOD SECTOR

Economic Development Environment and Sustainability

Ovens andMurray RegionalPartnerships Alpine ValleysDairy PathwaysProject (AVDPP)AgricultureVictoria

x x x x x

Staff Resource

CONTINUE TO PARTICIPATE IN THE DEVELOPMENT OF A REGIONAL FOOD STRATEGY WHICH PROVIDES INNOVATIVE APPROACHES TO SUPPORTING AGRIBUSINESS IN INDIGO SHIRE INCLUDING DIVERSIFICATION OF BUSINESS MODELS, SHORTENING SUPPLY CHAINS, MARKETING STRATEGIES AND SALES CHANNELS

Economic Development Community Development Environment and Sustainability

Beechworth FoodCooperative BeechworthHealth Gateway Health Local FoodNetworks FoodShareWodonga Local Farmersand foodproducers

x x x x x

$10k per annum for development of strategy and implementation

PARTICIPATE IN WORKFORCE DEVELOPMENT OPPORTUNITIES FOR THE AGRIFOOD SECTOR


Alpine Shire, Towong Shire Rural City ofWangaratta,North EastLocal LearningNetwork AVDPP RegionalDevelopmentVictoria

x x x x x

Staff Resource

Strategy 5.1: Participate in a regional approach to supporting and growing the Agrifood sector



COST

PROMOTE RENEWABLE ENERGY OPPORTUNITIES AND GRANTS WHICH CAN SUPPORT THE PROFITABILITY OF THE AGRICULTURAL SECTOR

Economic Development SustainabilityVictoria

x x x x x

Staff Resource

BE THE CONDUIT BETWEEN LOCAL PRODUCERS AND LEARNING AND DEVELOPMENT OPPORTUNITIES SUCH AS FOOD SOURCE VICTORIA GRANTS AND SCHOLARSHIPS AND YOUNG FARMERS SCHOLARSHIPS

Economic Development AgricultureVictoriaFood InnovationCentre, Monash

x x x x x

Staff Resource

CONTINUE TO SUPPORT TOURISM NORTH EAST IN THE RESEARCH AND DEVELOPMENT OF AGRI-TOURISM PRODUCTS

Economic DevelopmentTourism

Tourism NorthEast x x x x x

Staff Resource

ENCOURAGE NICHE FOOD, BEVERAGE AND CROP OPPORTUNITIES

Economic Development AgricultureVictoriaRegionalDevelopmentVictoria

x x x x x

Staff Resource

SUPPORT NEW INITIATIVES FROM THE SHIRE’S VIGNERON GROUPS

Economic Development BeechworthVignerons Rutherglen Vignerons

x x x x x

TBD

PROMOTE EXPORT AND GROWTH OPPORTUNITIES PROVIDED BY THE LOGIC CENTRE, NEXUS AND INLAND RAIL DEVELOPMENT

Economic Development City of Wodonga Albury City STC Inland Rail

x x x x x

Staff Resource

Strategy 5.2: Encourage and support innovation and build capacity and capability across the sector

59


COST

STRENGTHEN RELATIONSHIPS AND ENGAGEMENT WITH INDUSTRY, GROWERS AND PEAK BODIES

Economic DevelopmentCouncillors/Executive

AgricultureVictoria TAFCO, NECMA, AVDPP, VFF, Better Beef Local Business

x x x x x

Staff Resource

ADVOCATE AT A STATE AND FEDERAL GOVERNMENT LEVEL FOR SUPPORT FOR LOCAL FARMING OPERATIONS

Councillors/Excecutive Rural Council’s Victoria Municipal Association Victoria State and Federal MP’s Ovens and Murray Regional Partnerships

x x x x x

DEVELOP AND IMPLEMENT A LOCAL FOOD POLICY*

Economic Development Community Development Environment and Sustainability

Beechworth Food Cooperative Gateway Health Local Food Networks Local Farmers

x x x

$10k

Strategy 5.3: Play a leadership role in supporting the agrifood sector


DPart D.

Appendix

61

-2.25%15000

15500

16100

0%

1%

2%

3%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Population

Population

Source from top: Estimated Residential Population, Victoria in Future 2016, ABS Census 2016

Mt Alexander Growth Rate

Moira Growth Rate

Towong Growth Rate

Indigo (S)

Wodonga Growth Rate

Wangaratta Growth Rate

Alpine Growth Rate

Indigo Growth Rate

D SUMMARY ALPINE (S) VINDIGO (S)EMPLOYMENT JOBS MOIRA (S) MOUNT

ALEXANDER (S) TOWONG (S) WANGARATTA (RC) WODONGA (C)

1 YEAR AGO

SAME LGA AS 2016 83.98% 84.08% 83.78% 80.52% 84.15% 86.13% 82.03%

ELSEWHERE IN AUSTRALIA 15.47% 15.68% 15.80% 19.04% 15.72% 13.53% 17.41%

OVERSEAS 0.55% 0.24% 0.42% 0.44% 0.13% 0.34% 0.56%

5 YEARS AGO

SAME LGA 2011 68.74% 67.84% 68.86% 65.53% 68.79% 73.47% 63.54%

ELSEWHERE IN AUSTRALIA 29.66% 31.32% 29.77% 33.01% 30.17% 25.66% 34.85%

OVERSEAS 1.60% 0.83% 1.37% 1.46% 1.04% 0.87% 1.60%

Population Stability 2011-2016


Source from top: Estimated Residential Population, Victoria in Future, 2016; Estimated Residential Population, Victoria in Future, 2016

Estimated Residential Population 2011 to 2031

Wodonga

Wangaratta

Alpine

Indigo

Mt Alexander

Towong

Moira

2011

0

15,000

30,000

45,000

60,000

2016 2021 2026 2031

LGA 2011 2016 2021 2026 2031 AVERAGE ANNUAL GROWTH 2011-2031

ALPINE 12,068 11,835 11,801 11,864 11,942 -0.05%

INDIGO 15,317 15,465 15,689 15,983 16,346 0.33%

MOIRA 28,406 28,942 29,897 30,982 32,043 0.60%

MOUNT ALEXANDER 17,872 18,239 18,729 19,301 19,968 0.56%

TOWONG 5,918 5,747 5,657 5,578 5,503 -0.36%

WANGARATTA 27,212 27,040 27,162 27,433 27,804 0.11%

WODONGA 36,025 39,358 43,400 27,433 52,073 1.86%

Estimated Residential Population 2016 to 2031 and Average Annual Growth

63

Source: Estimated Residential Population, Victoria in Future, 2016

LGA ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA

2011 2016 2011 2016 2011 2016 2011 2016 2011 2016 2011 2016 2011 2016

0-4 YRS 5.22% 4.23% 5.47% 4.86% 6.17% 5.44% 4.54% 4.46% 4.81% 4.63% 6.06% 5.43% 7.60% 7.18%

5-9 YRS 5.50% 5.77% 6.54% 6.42% 6.29% 6.07% 5.63% 5.20% 5.82% 5.55% 6.44% 6.33% 6.93% 7.01%

10-14 YRS 6.39% 5.80% 6.93% 6.56% 6.88% 6.12% 6.11% 5.35% 7.35% 5.88% 6.44% 6.29% 7.17% 6.40%

15-19 YRS 5.61% 5.38% 7.16% 5.87% 6.37% 5.87% 5.95% 4.96% 6.33% 5.48% 6.75% 5.79% 7.78% 6.81%

20-24 YRS 3.50% 3.44% 3.26% 3.73% 4.10% 4.74% 4.05% 3.86% 2.89% 3.54% 4.39% 4.59% 7.44% 6.85%

25-29 YRS 3.16% 3.71% 3.20% 3.60% 4.55% 4.58% 3.30% 4.00% 3.07% 3.63% 4.59% 4.43% 6.55% 7.03%

30-34 YRS 3.95% 3.94% 4.35% 4.23% 4.55% 4.70% 4.31% 4.26% 3.46% 3.99% 5.15% 4.91% 6.37% 6.73%

35-39 YRS 5.69% 4.60% 6.05% 5.18% 5.66% 4.61% 5.61% 5.25% 5.23% 4.33% 5.90% 5.33% 6.64% 6.19%

40-44 YRS 6.52% 6.53% 7.28% 6.92% 6.27% 5.41% 6.92% 6.29% 6.62% 5.26% 6.85% 6.30% 6.97% 6.14%

45-49 YRS 7.63% 6.84% 8.10% 7.47% 6.74% 6.27% 7.64% 7.43% 7.69% 6.53% 7.11% 6.61% 6.74% 6.46%

50-54 YRS 8.63% 7.83% 8.35% 8.00% 6.89% 6.67% 8.27% 7.60% 8.44% 8.17% 7.31% 7.03% 6.28% 6.37%

55-59 YRS 8.38% 8.80% 8.18% 8.41% 6.77% 7.08% 8.54% 8.32% 8.05% 8.87% 7.11% 7.37% 6.03% 6.17%

60-64 YRS 8.07% 8.60% 7.93% 8.09% 7.16% 7.44% 8.29% 8.93% 8.34% 8.50% 6.68% 7.08% 5.27% 5.75%

65-69 YRS 6.73% 7.90% 5.85% 7.69% 6.12% 7.63% 6.46% 8.14% 7.00% 8.35% 5.38% 6.64% 3.86% 5.01%

70-74 YRS 5.37% 6.03% 4.24% 5.12% 5.24% 5.97% 5.13% 5.93% 4.94% 6.78% 4.45% 5.42% 2.87% 3.61%

75-79 YRS 4.00% 4.30% 2.88% 3.49% 4.20% 4.75% 3.53% 4.38% 3.68% 4.29% 3.52% 4.00% 2.17% 2.61%

80-84 YRS 3.01% 3.11% 2.09% 2.12% 3.20% 3.41% 2.95% 2.70% 3.06% 3.02% 3.10% 2.92% 1.78% 1.76%

85-89 YRS 1.78% 1.98% 1.34% 1.40% 1.93% 2.12% 1.76% 1.87% 1.95% 1.95% 1.85% 2.20% 1.08% 1.23%

90-94 YRS 0.71% 0.87% 0.59% 0.60% 0.75% 0.89% 0.79% 0.90% 0.98% 0.92% 0.79% 1.07% 0.37% 0.56%

95-99 YRS 0.10% 0.20% 0.19% 0.17% 0.14% 0.18% 0.16% 0.21% 0.22% 0.35% 0.15% 0.25% 0.06% 0.10%

100 YRS + 0.00% 0.02% 0.04% 0.06% 0.03% 0.02% 0.02% 0.03% 0.05% 0.00% 0.01% 0.04% 0.01% 0.02%

TOTAL 11880 12335 15179 15953 28124 29108 17592 18762 5889 5986 26814 28310 35519 39347

Population by Age


AGE GROUP (YEARS)

2016 2031 CHANGE2016-2031

NUMBER OF PEOPLE

PROPORTION OF TOTAL

POPULATION

NUMBER OF PEOPLE

PROPORTION OF TOTAL

POPULATIONNUMBER %GROWTH

0-4 772 5.0% 815 5.0% 43 5.62%

5-9 964 6.2% 907 5.6% -57 -5.88%

10-14 1066 6.9% 931 5.7% -135 -12.67%

15-19 1001 6.5% 831 5.1% -169 -16.90%

20-24 586 3.8% 673 4.1% 87 14.84%

25-29 513 3.3% 701 4.3% 188 36.61%

30-34 660 4.3% 796 4.9% 136 20.68%

35-39 837 5.4% 834 5.1% -3 -0.34%

40-44 1017 6.6% 873 5.3% -144 -14.12%

45-49 1117 7.2% 912 5.6% -204 -18.29%

50-54 1247 8.1% 966 5.9% -281 -22.53%

55-59 1304 8.4% 1096 6.7% -207 -15.91%

60-64 1226 7.9% 1183 7.2% -42 -3.45%

65-69 1168 7.6% 1276 7.8% 109 9.31%

70-74 795 5.1% 1234 7.5% 439 55.16%

75-79 523 3.4% 1011 6.2% 488 93.42%

80-84 281 1.8% 749 4.6% 468 166.68%

85 AND OVER 390 2.5% 555 3.4% 166 42.48%

TOTAL 15465 100% 16346 100% 882 5.7%

Projected Age Profile Indigo, 2016 and 2031

Source: Estimated Residential Population, Victoria in Future, 2016

65

ALPINE (S) INDIGO (S) MOIRA (S) MOUNT ALEXANDER (S) TOWONG (S) WANGARATTA

(RC) WODONGA (C)

HIGH SCHOOL COMPETION

COMPLETED YEAR 12 32.10% 33.02% 24.80% 36.88% 27.15% 30.44% 31.66%

DID NOT COMPLETE YEAR 12 67.90% 66.98% 75.20% 63.12% 72.85% 69.56% 68.34%

TOTAL 12339 15956 29122 18757 5982 28316 39351

POST SCHOOL STUDY

POSTGRADUATE DEGREE LEVEL 3.46% 4.67% 1.72% 7.12% 2.43% 3.14% 3.30%

GRADUATE DIPLOMA AND GRADUATE CERTIFICATE LEVEL 4.23% 4.85% 2.44% 5.90% 2.91% 3.87% 3.38%

BACHELOR DEGREE LEVEL 17.81% 18.65% 12.45% 20.86% 14.01% 17.27% 15.89%

ADVANCED DIPLOMA AND DIPLOMA LEVEL 15.75% 15.54% 13.89% 13.60% 15.45% 15.92% 16.65%

CERTIFICATE LEVEL 37.19% 36.10% 43.02% 26.97% 44.11% 38.59% 43.35%

LEVEL OF EDUCATION INADEQUATELY DESCRIBED OR NOT STATED

21.56% 20.22% 26.45% 25.54% 21.03% 21.11% 17.43%

TOTAL 6,265 8,283 12,422 10,541 2,920 13,484 18,211

Education

Educational Attainment 2016

Source: Census 2016, ABS


ALPINE INDIGO MOIRA MT ALEXANDER TOWONG WANGARATTA WODONGA

2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016

ONE FAMILY HOUSEHOLD WITH ONLY FAMILY MEMBERS PRESENT 46.68% 45.48% 43.47% 62.35% 60.73% 58.70% 57.60% 54.66% 52.20% 52.11% 50.36% 48.83% 53.42% 52.85% 49.20% 61.11% 56.67% 54.87% 63.51% 61.23% 58.70%

ONE FAMILY HOUSEHOLD WITH NON-FAMILY MEMBERS PRESENT 0.67% 0.56% 0.65% 0.89% 0.71% 1.11% 0.95% 1.15% 1.13% 1.03% 1.15% 1.16% 0.53% 0.79% 1.09% 0.89% 1.03% 0.96% 1.68% 1.51% 1.65%

TWO FAMILY HOUSEHOLD 0.34% 0.26% 0.33% 0.52% 0.57% 0.84% 0.49% 0.67% 0.78% 0.53% 0.67% 0.45% 0.33% 0.36% 0.39% 0.42% 0.56% 0.66% 0.55% 0.61% 0.69%

THREE OR MORE FAMILY HOUSEHOLD 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.03% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.00% 0.02%

LONE PERSON HOUSEHOLD 19.34% 20.51% 20.62% 20.43% 20.92% 21.23% 21.18% 22.83% 22.88% 24.87% 25.85% 26.01% 21.40% 21.71% 22.58% 23.44% 25.34% 25.33% 21.10% 23.06% 22.57%

GROUP HOUSEHOLD 1.54% 1.59% 1.63% 1.88% 1.77% 1.95% 1.81% 1.94% 1.99% 2.51% 2.46% 2.74% 1.25% 0.99% 1.54% 2.29% 1.92% 2.20% 3.76% 3.25% 2.71%

VISITORS ONLY 4.78% 4.15% 6.17% 1.02% 1.33% 1.59% 1.37% 1.50% 1.52% 0.81% 1.26% 1.31% 0.79% 1.15% 1.45% 0.74% 1.12% 1.02% 0.85% 0.97% 1.04%

OTHER NON-CLASSIFIABLE 2.21% 1.76% 3.91% 2.23% 2.08% 3.72% 2.08% 2.82% 4.55% 1.76% 2.10% 4.72% 1.35% 0.76% 4.11% 1.48% 1.38% 4.23% 1.15% 1.78% 4.21%

NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94 14.62% 14.42 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%

TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517

AVERAGE NUMBER OF PEOPLE PER HOUSEHOLD 2.4 2.3 2.2 2.6 2.5 2.4 2.5 2.4 2.4 2.3 2.3 2.2 2.4 2.3 2.3 2.4 2.4 2.3 2.6 2.5 2.5

Houshold Composition

Household and Family Composition

Source: Census, 2006, 2011, 2016, ABS

67


2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016

ONE FAMILY HOUSEHOLD WITH ONLY FAMILY MEMBERS PRESENT 46.68% 45.48% 43.47% 62.35% 60.73% 58.70% 57.60% 54.66% 52.20% 52.11% 50.36% 48.83% 53.42% 52.85% 49.20% 61.11% 56.67% 54.87% 63.51% 61.23% 58.70%

ONE FAMILY HOUSEHOLD WITH NON-FAMILY MEMBERS PRESENT 0.67% 0.56% 0.65% 0.89% 0.71% 1.11% 0.95% 1.15% 1.13% 1.03% 1.15% 1.16% 0.53% 0.79% 1.09% 0.89% 1.03% 0.96% 1.68% 1.51% 1.65%

TWO FAMILY HOUSEHOLD 0.34% 0.26% 0.33% 0.52% 0.57% 0.84% 0.49% 0.67% 0.78% 0.53% 0.67% 0.45% 0.33% 0.36% 0.39% 0.42% 0.56% 0.66% 0.55% 0.61% 0.69%

THREE OR MORE FAMILY HOUSEHOLD 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.03% 0.00% 0.00% 0.00% 0.00% 0.00% 0.02% 0.00% 0.00% 0.00% 0.02%

LONE PERSON HOUSEHOLD 19.34% 20.51% 20.62% 20.43% 20.92% 21.23% 21.18% 22.83% 22.88% 24.87% 25.85% 26.01% 21.40% 21.71% 22.58% 23.44% 25.34% 25.33% 21.10% 23.06% 22.57%

GROUP HOUSEHOLD 1.54% 1.59% 1.63% 1.88% 1.77% 1.95% 1.81% 1.94% 1.99% 2.51% 2.46% 2.74% 1.25% 0.99% 1.54% 2.29% 1.92% 2.20% 3.76% 3.25% 2.71%

VISITORS ONLY 4.78% 4.15% 6.17% 1.02% 1.33% 1.59% 1.37% 1.50% 1.52% 0.81% 1.26% 1.31% 0.79% 1.15% 1.45% 0.74% 1.12% 1.02% 0.85% 0.97% 1.04%

OTHER NON-CLASSIFIABLE 2.21% 1.76% 3.91% 2.23% 2.08% 3.72% 2.08% 2.82% 4.55% 1.76% 2.10% 4.72% 1.35% 0.76% 4.11% 1.48% 1.38% 4.23% 1.15% 1.78% 4.21%

NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94 14.62% 14.42 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%

TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517

AVERAGE NUMBER OF PEOPLE PER HOUSEHOLD 2.4 2.3 2.2 2.6 2.5 2.4 2.5 2.4 2.4 2.3 2.3 2.2 2.4 2.3 2.3 2.4 2.4 2.3 2.6 2.5 2.5



(RC) WODONGA (C)

COUPLE FAMILY WITH NO CHILDREN 28.2% 29.9% 29.0% 26.8% 32.9% 27.2% 24.7%

COUPLE FAMILY WITH CHILDREN UNDER 15 13.0% 18.1% 15.0% 13.8% 14.2% 16.6% 19.0%

COUPLE FAMILY WITH NO CHILDREN UNDER 15 6.4% 8.0% 7.2% 6.3% 6.5% 7.0% 7.0%

ONE PARENT FAMILY WITH CHILDREN UNDER 15 3.9% 4.4% 5.4% 4.5% 3.0% 5.0% 7.2%

ONE PARENT FAMILY WITH NO CHILDREN UNDER 15 3.2% 4.1% 4.1% 4.7% 3.1% 4.2% 4.7%

OTHER FAMILY 0.6% 0.5% 0.6% 0.8% 0.6% 0.8% 0.8%

NOT APPLICABLE 44.5% 34.7% 38.7% 43.0% 39.5% 39.2% 36.7%

TOTAL 5853 6633 12363 8314 2632 12267 16118

SAME SEX* 0.2% 0.3% 0.1% 1.2% 0.2% 0.2% 0.3%

Source From Top; ABS Census 2016 *Same sex couples are included in all family categories; ABS Census 2016

Family Composition 2016


(RC) WODONGA (C)

SEPARATE HOUSE 90.32% 92.78% 90.17% 94.40% 96.28% 86.94% 85.20%

SEMI-DETACHED, ROW OR TERRACE HOUSE, TOWNHOUSE ETC 4.52% 1.77% 3.52% 3.72% 1.17% 10.35% 11.37%

FLAT, UNIT OR APARTMENT 3.48% 3.96% 4.81% 0.76% 0.72% 1.38% 2.68%

CARAVAN, CABIN HOUSEBOAT 1.12% 0.86% 1.15% 0.60% 1.30% 0.98% 0.51%

IMPROVISED HOME, TENT, SLEEPERS OUT 0.25% 0.12% 0.16% 0.21% 0.13% 0.15% 0.10%

HOUSE OR FLAT ATTACHED TO A SHOP, OFFICE, ETC. 0.30% 0.52% 0.19% 0.33% 0.39% 0.20% 0.13%

TOTAL 7118 6951 13612 9226 3068 12998 16410

Dwelling Structure 2016

69

Source From Top: Census 2016, ABS *Monthly Mortgage Repayment as a proportion of total monthly household income; Census 2016, ABS * Weekly rent payment as a proportion of total weekly household income.

Mortgage Profile 2016

Repayment Rate

Alp

ine

29.9

4%

Indi

go 2

5.54

%

Moi

ra 2

8.11

%

Mt A

lexa

nder

29.

94%

Tow

ong

23.9

6%

Wan

agra

tta

27.

65%

Wod

onga

25.

92%

Rent Profile 2016

Payment Rate

Alp

ine

19.9

6%

Indi

go 1

5.81

%

Moi

ra 1

9.72

%

Mt A

lexa

nder

19.

96%

Tow

ong

19.1

8%

Wan

agra

tta

18.4

3%

Wod

onga

15.

71%


Home Ownership

Source: ABS Census 2016


2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016

FULLY OWNED 33.03% 32.28% 30.85% 36.13% 35.08% 35.52% 35.38% 33.76% 33.28% 37.39% 37.05% 35.88% 35.85% 35.70% 35.23% 36.53% 34.56% 33.89% 24.79% 23.63% 23.44%

BEING PURCHASED 19.44% 19.86% 20.09% 32.56% 32.36% 31.17% 25.74% 25.86% 24.31% 25.21% 26.22% 27.12% 23.44% 22.83% 22.70% 28.91% 28.96% 27.40% 32.84% 32.17% 29.75%

BEING PURCHASED UNDER A RENT/BUY SCHEME 0.00% 0.07% 0.14% 0.23% 0.09% 0.07% 0.21% 0.20% 0.08% 0.14% 0.25% 0.06% 0.26% 0.00% 0.00% 0.25% 0.23% 0.10% 0.14% 0.23% 0.06%

RENTED 16.11% 15.82% 15.54% 13.55% 14.81% 14.48% 16.44% 17.49% 17.33% 14.66% 14.04% 13.47% 11.52% 13.16% 12.36% 18.23% 18.55% 18.63% 30.70% 31.44% 30.68%

BEING OCCUPIED RENT-FREE 1.40% 1.59% 1.31% 1.52% 1.25% 1.09% 1.98% 1.92% 1.63% 1.24% 1.04% 0.81% 2.57% 2.57% 2.25% 1.48% 1.14% 1.10% 0.55% 0.46% 0.42%

BEING OCCUPIED UNDER A LIFE TENURE SCHEME 0.21% 0.14% 0.18% 0.29% 0.18% 0.24% 0.27% 0.32% 0.25% 0.36% 0.20% 0.26% 0.39% 0.10% 0.29% 0.53% 0.41% 0.40% 0.18% 0.14% 0.31%

OTHER TENURE TYPE 0.63% 0.75% 0.76% 0.42% 0.45% 0.43% 0.54% 0.52% 0.42 0.30% 0.45% 0.44% 0.59% 0.49% 0.58% 0.35% 0.38% 0.39% 0.20% 0.32% 0.27%

NOT STATED 4.69% 3.74% 7.93% 4.72% 4.00% 6.00% 4.81% 5.62% 7.77% 4.25% 4.70% 7.22% 4.48% 3.53% 6.94% 4.20% 3.98% 7.37% 3.31% 3.97% 6.67%

NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94% 14.62% 14.42% 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%

TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517

71


2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016 2006 2011 2016

FULLY OWNED 33.03% 32.28% 30.85% 36.13% 35.08% 35.52% 35.38% 33.76% 33.28% 37.39% 37.05% 35.88% 35.85% 35.70% 35.23% 36.53% 34.56% 33.89% 24.79% 23.63% 23.44%

BEING PURCHASED 19.44% 19.86% 20.09% 32.56% 32.36% 31.17% 25.74% 25.86% 24.31% 25.21% 26.22% 27.12% 23.44% 22.83% 22.70% 28.91% 28.96% 27.40% 32.84% 32.17% 29.75%

BEING PURCHASED UNDER A RENT/BUY SCHEME 0.00% 0.07% 0.14% 0.23% 0.09% 0.07% 0.21% 0.20% 0.08% 0.14% 0.25% 0.06% 0.26% 0.00% 0.00% 0.25% 0.23% 0.10% 0.14% 0.23% 0.06%

RENTED 16.11% 15.82% 15.54% 13.55% 14.81% 14.48% 16.44% 17.49% 17.33% 14.66% 14.04% 13.47% 11.52% 13.16% 12.36% 18.23% 18.55% 18.63% 30.70% 31.44% 30.68%

BEING OCCUPIED RENT-FREE 1.40% 1.59% 1.31% 1.52% 1.25% 1.09% 1.98% 1.92% 1.63% 1.24% 1.04% 0.81% 2.57% 2.57% 2.25% 1.48% 1.14% 1.10% 0.55% 0.46% 0.42%

BEING OCCUPIED UNDER A LIFE TENURE SCHEME 0.21% 0.14% 0.18% 0.29% 0.18% 0.24% 0.27% 0.32% 0.25% 0.36% 0.20% 0.26% 0.39% 0.10% 0.29% 0.53% 0.41% 0.40% 0.18% 0.14% 0.31%

OTHER TENURE TYPE 0.63% 0.75% 0.76% 0.42% 0.45% 0.43% 0.54% 0.52% 0.42 0.30% 0.45% 0.44% 0.59% 0.49% 0.58% 0.35% 0.38% 0.39% 0.20% 0.32% 0.27%

NOT STATED 4.69% 3.74% 7.93% 4.72% 4.00% 6.00% 4.81% 5.62% 7.77% 4.25% 4.70% 7.22% 4.48% 3.53% 6.94% 4.20% 3.98% 7.37% 3.31% 3.97% 6.67%

NOT APPLICABLE 24.43% 25.73% 23.25% 10.71% 11.84% 10.94% 14.62% 14.42% 14.92% 16.42% 16.09% 14.76% 20.90% 21.45% 19.46% 9.56% 11.90% 10.75% 7.34% 7.61% 8.41%

TOTAL 6697 6933 7239 6183 6619 7036 12353 13224 13794 8283 8813 9307 3038 3031 3114 11554 12425 13073 13310 14750 16517


2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

0

0.225

0.15

0.075

-0.075

-0.15

-0.225

-0.30.5

0.575

0.65

0.725

0.8

Mt Alexander % Change

Moira % Change

Towong % Change

Indigo Gross Regional Product $B

Wodonga % Change

Wangaratta % Change

Alpine % Change

Indigo % Change

Economy

Gross Regional Product

Source: Gross Regional Product, Remplan 2017.

73

Industry Value Add, 2016

Source: Industry Value Add, REMPLAN 2017

MANUFACTURING27.41%

RENTAL, HIRING & REAL ESTATE SERVICES15.64%

HEALTH CARE & SOCIAL ASSISTANCE6.88%

CONSTRUCTION6.75%

PUBLIC ADMIN & SAFETY5.54%

PROFESSIONAL, SCIENTIFIC &TECHNICAL SERVICES3.29%

EDUCATION & TRAINING4.76%

ACCOMMODATION & FOOD SERVICES4.27%

RETAIL TRADE4.31%

TRANSPORT, POSTAL & WARE- HOUSING2.87%

ADMIN & SUPPORT SERVICES2.66%

FINANCIAL & INSURANCE SERVICES2.36%

WHOLESALE TRADE1.03%

OTHER SERVICES1.03%

ELECTRICITY, WATER, GAS AND WASTE SERVICES

0.46%

AGRICULTURE, FORESTRY & FISHING9.95%



(RC) WODONGA (C)

AGRICULTURE, FORESTRY AND FISHING 24.91% 32.48% 38.19% 15.26% 52.30% 28.48% 7.73%

MINING 0.41% 0.17% 0.13% 0.40% 0.33% 0.16% 0.11%

MANUFACTURING 3.88% 4.89% 4.50% 5.42% 2.30% 4.39% 4.99%

ELECTRICITY, GAS, WATER AND WASTE SERVICES 0.20% 0.00% 0.26% 0.46% 0.33% 0.26% 1.82%

CONSTRUCTION 15.66% 16.84% 12.86% 16.18% 11.93% 15.63% 22.99%

WHOLESALE TRADE 2.11% 1.82% 2.11% 2.84% 1.97% 2.67% 2.39%

RETAIL TRADE 6.33% 6.31% 5.60% 8.65% 2.95% 5.44% 6.13%

ACCOMMODATION AND FOOD SERVICES 10.82% 5.52% 3.82% 4.82% 3.61% 4.26% 3.71%

TRANSPORT, POSTAL AND WAREHOUSING 4.22% 3.92% 5.77% 4.23% 5.58% 4.39% 5.49%

INFORMATION MEDIA AND TELECOMMUNICATIONS 0.34% 0.63% 0.13% 1.19% 0.00% 0.36% 0.25%

FINANCIAL AND INSURANCE SERVICES 4.90% 3.58% 4.24% 4.82% 2.95% 5.40% 7.45%

RENTAL, HIRING AND REAL ESTATE SERVICES 7.35% 4.78% 7.03% 7.00% 6.67% 7.85% 10.41%

PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 7.08% 8.13% 4.18% 12.88% 2.74% 5.79% 8.52%

ADMINISTRATIVE AND SUPPORT SERVICES 2.31% 1.76% 2.11% 2.18% 0.77% 2.57% 2.82%

PUBLIC ADMINISTRATION AND SAFETY 0.20% 0.00% 0.29% 0.20% 0.77% 0.10% 0.39%

EDUCATION AND TRAINING 0.54% 1.37% 0.58% 1.25% 0.00% 1.07% 1.10%

HEALTH CARE AND SOCIAL ASSISTANCE 2.79% 2.56% 2.43% 3.96% 0.88% 4.79% 5.38%

ARTS AND RECREATION SERVICES 0.68% 0.97% 0.71% 2.84% 0.33% 0.75% 0.89%

OTHER SERVICES 4.22% 3.58% 4.31% 4.10% 2.84% 4.72% 6.59%

CURRENTLY UNKNOWN 1.02% 0.34% 0.84% 0.59% 0.44% 0.62% 0.75%


Industry Business Count (By Turnover) June 2017

75


(RC) WODONGA (C)

NON EMPLOYING 60.99% 67.97% 62.20% 62.55% 71.88% 63.25% 59.34%

1-19 EMPLOYEES 37.85% 30.83% 36.41% 36.26% 27.79% 35.22% 37.78%

20-199 EMPLOYEES 1.36% 0.97% 1.68% 1.59% 0.33% 1.60% 2.49%

200+ EMPLOYEES 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.11%

TOTAL 1,469 1,758 3,087 1,514 914 3,072 2,806


(RC) WODONGA (C)

ZERO TO LESS THAN $50K 24.85% 27.47% 20.70% 27.68% 25.05% 26.89% 22.38%

$50K TO LESS THAN $200K 36.96% 38.96% 32.46% 38.71% 37.20% 36.33% 35.21%

$200K TO LESS THAN $2M 34.85% 31.34% 40.36% 30.52% 35.78% 32.36% 35.82%

$2M TO LESS THAN $5M 2.18% 1.19% 4.41% 2.44% 1.75% 2.99% 4.06%

$5M TO LESS THAN $10M 0.61% 0.74% 1.43% 0.40% 0.77% 0.91% 1.28%

$10M OR MORE 0.20% 0.23% 0.78% 0.59% 0.33% 0.78% 1.35%

Source from top: Counts of Australian Businesses, including Entries and Exits, Jun 2013 to Jun 2017, ABS 2018; Counts of Australian Businesses, including Entries and Exits, Jun 2013 to Jun 2017, ABS 2018

Business Count by turnover, June 2017

Business Count By Employment Size


Employment by Industry, POW, 2016


(RC) WODONGA (C)

AGRICULTURE, FORESTRY AND FISHING 10.18% 11.33% 18.60% 4.83% 31.25% 7.43% 1.02%

MINING 0.06% 0.00% 0.17% 0.58% 0.00% 0.31% 0.14%

MANUFACTURING 9.66% 22.23% 13.69% 21.90% 4.42% 9.60% 11.88%

ELECTRICITY, GAS, WATER AND WASTE SERVICES 2.01% 0.15% 0.67% 0.35% 0.65% 0.46% 0.70%

CONSTRUCTION 6.15% 5.53% 7.10% 5.80% 5.76% 5.70% 8.05%

WHOLESALE TRADE 1.36% 0.93% 1.77% 1.22% 1.79% 2.07% 2.55%

RETAIL TRADE 11.11% 8.91% 10.79% 9.75% 6.56% 11.13% 10.09%

ACCOMMODATION AND FOOD SERVICES 14.14% 8.91% 5.34% 6.08% 5.27% 7.26% 5.49%

TRANSPORT, POSTAL AND WAREHOUSING 2.86% 3.21% 3.51% 2.34% 2.73% 3.79% 5.73%

INFORMATION MEDIA AND TELECOMMUNICATIONS 0.32% 0.00% 0.32% 0.87% 0.45% 1.01% 0.79%

FINANCIAL AND INSURANCE SERVICES 1.36% 0.73% 1.17% 0.81% 0.84% 1.40% 1.37%

RENTAL, HIRING AND REAL ESTATE SERVICES 2.32% 0.39% 1.03% 0.82% 0.15% 0.89% 1.03%

PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 4.01% 3.61% 3.00% 4.69% 2.48% 3.26% 3.48%

ADMINISTRATIVE AND SUPPORT SERVICES 3.42% 2.38% 1.91% 2.33% 1.29% 3.22% 3.11%

PUBLIC ADMINISTRATION AND SAFETY 3.94% 6.51% 2.53% 8.62% 4.62% 6.41% 13.02%


HEALTH CARE AND SOCIAL ASSISTANCE 10.81% 10.32% 11.41% 12.98% 13.26% 19.01% 14.16%

ARTS AND RECREATION SERVICES 1.23% 0.99% 0.64% 1.79% 0.94% 1.15% 1.04%

OTHER SERVICES 3.10% 2.96% 3.66% 2.68% 3.92% 3.57% 3.95%

INADEQUATELY DESCRIBED 2.45% 2.22% 3.23% 3.60% 2.33% 2.66% 2.49%

NOT STATED 1.13% 1.68% 1.67% 1.19% 1.49% 1.28% 1.05%

NOT APPLICABLE 0% 0% 0% 0% 0% 0% 0%

TOTAL 4617 4826 10533 6913 2013 12310 18804


77

Indigo Employment Growth By Industry 2011 And 2016

2011 2016 2011-2016 GROWTH % GROWTH

AGRICULTURE, FORESTRY AND FISHING 529 547 18 3.40%

MINING 13 0 -13 -100.00%

MANUFACTURING 1190 1073 -117 -9.83%

ELECTRICITY, GAS, WATER AND WASTE SERVICES 6 7 1 16.67%

CONSTRUCTION 245 267 22 8.98%

WHOLESALE TRADE 76 45 -31 -40.79%

RETAIL TRADE 435 430 -5 -1.15%

ACCOMMODATION AND FOOD SERVICES 376 430 54 14.36%

TRANSPORT, POSTAL AND WAREHOUSING 128 155 27 21.09%

INFORMATION MEDIA AND TELECOMMUNICATIONS 10 0 -10 -100.00%

FINANCIAL AND INSURANCE SERVICES 35 35 0 0.00%

RENTAL, HIRING AND REAL ESTATE SERVICES 17 19 2 11.76%

PROFESSIONAL, SCIENTIFIC AND TECHNICAL SERVICES 180 174 -6 -3.33%

ADMINISTRATIVE AND SUPPORT SERVICES 79 115 36 45.57%

PUBLIC ADMINISTRATION AND SAFETY 301 314 13 4.32%

EDUCATION AND TRAINING 295 336 41 13.90%

HEALTH CARE AND SOCIAL ASSISTANCE 494 498 4 0.81%

ARTS AND RECREATION SERVICES 33 48 15 45.45%

OTHER SERVICES 131 143 12 9.16%

TOTAL 4442 4493 51 1.15%



Source: Census 2016, ABS + Note - As of 2016, no tobacco products were manufactured in Australia. However the category ‘Beverage and Tobacco Product Manufacturing’ is Subdivision 12 of the Manufacturing classification defined by the ABS.


(RC) WODONGA (C)

MANUFACTURING, NFD 3.14% 1.21% 3.81% 2.44% 0.00% 6.01% 6.04%

FOOD PRODUCT MANUFACTURING 16.37% 72.97% 77.74% 82.17% 64.04% 17.43% 39.97%

BEVERAGE AND TOBACCO PRODUCT MANUFACTURING + 19.51% 16.96% 1.04% 2.84% 3.37% 21.32% 0.72%

TEXTILE, LEATHER, CLOTHING AND FOOTWEAR MANUFACTURING 4.04% 0.84% 0.21% 0.53% 0.00% 15.99% 0.58%

WOOD PRODUCT MANUFACTURING 44.62% 3.08% 1.73% 0.33% 17.98% 17.17% 1.43%

PULP, PAPER AND CONVERTED PAPER PRODUCT MANUFACTURING 0.00% 0.28% 0.35% 0.00% 0.00% 0.51% 8.37%

PRINTING (INCLUDING THE REPRODUCTION OF RECORDED MEDIA)

0.00% 0.00% 0.21% 0.59% 0.00% 1.02% 1.34%

PETROLEUM AND COAL PRODUCT MANUFACTURING 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

BASIC CHEMICAL AND CHEMICAL PRODUCT MANUFACTURING 0.00% 0.56% 0.76% 0.00% 0.00% 1.18% 1.03%

POLYMER PRODUCT AND RUBBER PRODUCT MANUFACTURING 0.00% 0.28% 0.28% 0.00% 0.00% 0.34% 2.69%

NON-METALLIC MINERAL PRODUCT MANUFACTURING 1.12% 0.28% 1.73% 0.99% 0.00% 2.71% 4.21%

PRIMARY METAL AND METAL PRODUCT MANUFACTURING 2.02% 0.93% 1.60% 1.19% 0.00% 2.88% 10.47%

FABRICATED METAL PRODUCT MANUFACTURING 1.79% 0.84% 2.57% 0.53% 0.00% 3.64% 4.97%

TRANSPORT EQUIPMENT MANUFACTURING 0.90% 0.47% 2.08% 1.06% 0.00% 3.21% 3.98%

MACHINERY AND EQUIPMENT MANUFACTURING 1.35% 0.65% 4.02% 5.48% 0.00% 3.72% 12.35%


TOTAL 446 1073 1442 1514 0.00% 1182 2234

Indigo Employment Growth By Industry 2011 And 2016

79

Source: Census 2016, ABS + Note - As of 2016, no tobacco products were manufactured in Australia. However the category ‘Beverage and Tobacco Product Manufacturing’ is Subdivision 12 of the Manufacturing classification defined by the ABS.

Indigo Regional Imports By Industry Sector ($ Million), 2017

Source: Regional Imports by Sector REMPLAN, 2017.

Grain Mill & Cereal Product Manufacturing

Other Food Product Manufacturing

Dairy Product Manufacturing

Wine, Spirits & Tobacco

Sheep, Grains, Beef & Dairy Cattle

Sugar & Confectionary Manufacturing

Construction Services

Residential Building Construction

Ownership of Dwellings

Accommodation

Beer Manufacturing

Professional, Scientific & Technical Services

Other Agriculture

Public Administration & Regulatory Services

Retail Trade

Food & Beverage Services

Road Transport

Employment, Travel Agency & Other Admin Services

Non-Residential Building Construction

Sawmill Product Manufacturing

Basic Non-Ferrous Metal Manufacturing

Pre-School, Primary, Secondary & Special Ed.

Health care Services

Bakery Product Manufacturing

Wholesale Trade

Automotive Repair & Maintencance

Heavy & Civil Engineering Construction

Residential Care & Social Assistance

Finance

Public Order & Safety

Agriculture, Forestry & Fishing Support Services$40

$80

$120

$160


Source: Regional Exports by Sector REMPLAN, 2017.

Indigo Regional Exports by Industry Sector ($million), 2017

Grain & Cereal Product Manufacturing

Other Food Product Manufacturing

Dairy Product Manufacturing

Wine, Spirits & Tobacco

Sheep, Grains, Beef & Dairy Cattle

Sugar & Confectionary Manufacturing

Beer Manufacturing

Accommodation

Other Agriculture

Sawmil Product Manufacturing

Residential Building Construction

Basic Non-Ferrous Metal Manufacturing

Bakery Product Manufacturing

Employment, Travel Agency & Other Admin Services

Pre-School, Primary, Seconday & Special Education

Public Order & Safety

Road Transport

Public Adminministration & Regulatory Services

Non-Residential Building Construction

Professional, Scientific & Technical Services

Fruit & Vegetable Product Manufacturing

Construction Services

Residential Care & Social Assistance Services

Agriculture, Forestry & Fishing Support Services

Finance

Food & Beverage Services

Meat & Meat Product Manufacturing

Retail Trade

Ownership of Dwellings

Wholesale Trade

Transport Support Services & Storage$75

$150

$225

$300

81


Employment by Occupation, POW, 2016


(RC) WODONGA (C)

MANAGERS 18.76% 19.58% 20.08% 13.74% 33.08% 15.11% 10.85%

PROFESSIONALS 13.75% 14.42% 11.98% 18.15% 13.71% 19.76% 17.80%

TECHNICIANS AND TRADES WORKERS 14.60% 12.74% 12.52% 12.14% 9.79% 12.56% 16.63%

COMMUNITY AND PERSONAL SERVICE WORKERS 11.37% 11.87% 9.38% 12.54% 9.44% 11.85% 12.61%

CLERICAL AND ADMINISTRATIVE WORKERS 9.14% 8.85% 9.85% 8.19% 8.00% 11.68% 11.73%

SALES WORKERS 10.27% 7.13% 9.22% 7.25% 5.76% 10.32% 8.68%

MACHINERY OPERATORS AND DRIVERS 7.02% 6.26% 6.92% 4.66% 4.82% 6.37% 9.28%

LABOURERS 13.56% 17.53% 18.11% 21.83% 13.46% 10.89% 10.86%

INADEQUATELY DESCRIBED 0.82% 0.81% 0.71% 0.82% 0.55% 0.85% 0.98%

NOT STATED 0.61% 0.85% 1.19% 0.74% 1.29% 0.67% 0.62%

NOT APPLICABLE 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

TOTAL 4617 4826 10533 6913 2013 12310 18804


Source from top: Census 2016, ABS; Census 2016, ABS


(RC) WODONGA (C)

EMPLOYED, WORKED FULL-TIME 24.37% 26.85% 24.05% 20.61% 25.91% 25.31% 28.49%

EMPLOYED, WORKED PART-TIME 16.98% 16.75% 13.39% 17.29% 15.07% 16.41% 15.19%

EMPLOYED, AWAY FROM WORK 3.22% 3.35% 3.13% 2.40% 3.61% 2.85% 2.56%

UNEMPLOYED, LOOKING FOR FULL-TIME WORK 1.00% 1.25% 1.33% 1.30% 1.42% 1.29% 1.66%

UNEMPLOYED, LOOKING FOR PART-TIME WORK 0.75% 0.85% 0.83% 0.99% 0.72% 0.88% 1.28%

NOT IN THE LABOUR FORCE 30.90% 28.07% 32.84% 35.69% 30.77% 28.75% 25.10%

NOT STATED 7.00% 5.03% 6.82% 6.73% 6.28% 6.50% 5.11%

NOT APPLICABLE 15.83% 17.86% 17.63% 14.99% 16.05% 18.04% 20.60%

TOTAL 12335 15953 29108 18762 5986 28310 39347

Labour Force, 2016 Place of Usual Residence

Labour Force by Age, 2016

EMPLOYED UNEMPLOYEDNOT IN LABOUR

FORCE

NOT STATED OR NOT

APPPLICABLEFULL TIME PART TIME AWAY FROM WORK

SEEKING FULL TIME

SEEKING PART TIME

10-19 YEARS 4.84% 14.52% 1.36% 0.71% 1.82% 21.63% 55.12%

20-29 YEARS 45.04% 21.79% 6.75% 4.19% 2.22% 14.96% 5.04%

30-39 YEARS 45.00% 45.00% 6.20% 1.67% 0.47% 17.47% 4.60%

40-49 YEARS 50.96% 25.09% 3.75% 1.92% 74.29% 11.65% 5.89%

50-59 YEARS 46.43% 23.27% 4.85% 1.68% 0.99% 17.17% 5.57%

60-69 YEARS 20.57% 18.47% 3.73% 0.79% 0.52% 49.13% 6.55%

70-79 YEARS 5.11% 6.72% 1.68% 0.00% 0.00% 78.47% 8.25%

80-89 YEARS 2.67% 3.74% 0.89% 0.00% 0.00% 82.53% 9.80%

90-99 YEARS 2.40% 3.20% 0.00% 0.00% 0.00% 88.80% 9.60%

100 YEARS AND OVER 0.00% 0.00% 0.00% 0.00% 0.00% 33.33% 0.00%

83

ALPINE (S) INDIGO (S) MOIRA (S) MOUNT ALEXANDER (S) TOWONG (S) WANGARATTA (RC) WODONGA (C)

$4,342 $5,482 $4,394 $4,342 $4,520 $4,702 $5,516

Indigo Unemployment & Labour Force 2010-2017

Median Weekly Household Income, 2016

Source from top: Small Area Labour Markets — December quarter 2017, Department of Jobs and Small Business, Australian Government, 2018 ; Census 2016, ABS

Dec

201

4

Dec

201

5

Dec

201

6

Dec

201

7

Dec

201

8

Dec

201

9

Dec

202

0

Dec

202

1

Jun

2015

Jun

2016

Jun

2017

Jun

2018

Jun

2019

Jun

2020

Jun

2021

Mt Alexander Unemployment Rate

Moira Unemployment Rate

Towong Unemployment Rate

Indigo(S)

Wodonga Unemployment Rate

Wangaratta Unemployment Rate

Alpine Unemployment Rate

Indigo Unemployment Rate

2

45000

7500

10000

2500

0

6

8

0


Building approvals

The total value of residential building approvals in Indigo LGA increased by 52.7% in the 2015-16 financial year. Over the past five years, approvals values have increased at an average annual rate of 6.6%. Over this time frame, growth in local approvals values have outperformed all comparison regions. So far, in 2016-17 a total of $9 million in residential dwellings has been approved. On an annualised basis, this suggests a potential total of $36 million will be approved in the financial year, representing a decline of -9.7% from 2015-16 levels.

Residential Building Approvals

The total number of residential building approvals increased by 62.4% in the 2015-16 financial year. Over the past five years, approvals numbers have increased at an average annual rate of 3.3%. Over this time frame, growth in local approvals volumes have outperformed all comparison regions. So far, in 2016-17 a total of 21 residential approvals have been granted. On an annualised basis, this suggests a potential total of 84 approvals for the financial year, representing a decline of -28.1% from 2015-16 levels.

Economy

Source to right: ABS (2016d)

85

FINANCIAL YEAR INDIGO LGA WANGARATTA (LGA) ALPINE LGA TOWONG LGA MOIRA LGA WODONGA LGA

VALUE

2005-06 $27.6 $35.1 $25.4 $3.3 $60.8 $51.0

2006-07 $22.7 $45.3 $27.9 $6.5 $51.9 $54.2

2007-08 $28.3 $37.7 $25.7 $6.1 $46.4 $60.6

2008-09 $22.6 $34.5 $20.7 $4.9 $41.4 $65.0

2009-10 $29.2 $46.5 $25.6 $4.5 $59.8 $118.2

2010-11 $29.0 $42.0 $27.2 $7.5 $61.0 $75.8

2011-12 $27.4 $42.8 $24.7 $4.2 $41.2 $81.3

2012-13 $27.3 $39.7 $24.4 $8.2 $38.5 $81.1

2013-14 $31.8 $50.6 $20.2 $4.8 $55.9 $93.4

2014-15 $26.1 $50.0 $23.8 $6.5 $54.5 $112.0

2015-16 $39.9 $46.5 $26.8 $5.4 $69.4 $106.5

2016-17 YTD $9.0 $9.8 $6.3 $0.3 $14.2 $28.2

LATEST YEAR GROWTH (2014-15 TO 2015-16) 52.7% -7.1% 12.4% -16.2% 27.4% -4.9%

5 YEAR AVERAGE ANNUAL GROWTH 6.6% 2.1% -0.3% -6.3% 2.6% 7.0%

NUMBER

2005-06 102 149 96 16 286 213

2006-07 87 237 95 30 217 225

2007-08 101 162 77 21 178 238

2008-09 92 122 55 18 139 267

2009-10 109 188 83 19 238 533

2010-11 99 151 87 22 221 312

2011-12 78 148 66 10 150 336

2012-13 75 129 75 24 108 295

2013-14 89 173 50 12 101 341

2014-15 72 152 64 14 120 434

2015-16 117 142 75 16 159 383

2016-17 YTD 21 29 17 0 38 107

LATEST YEAR GROWTH (2014-15 TO 2015-16) 62.4% -6.6% 16.8% 15.0% 32.5% -11.8%

5 YEAR AVERAGE ANNUAL GROWTH 3.3% -1.2% -2.9% -5.9% -6.4% 4.2%

Figure A. 1. Residential Building Approvals, Values ($M) and Volumes (No.)

FINANCIAL YEAR INDIGO LGA WANGARATTA (LGA) ALPINE LGA TOWONG LGA MOIRA LGA MT ALEXANDER

SHIRE LGA WODONGA LGA

2005-06 $8.0 $16.3 $10.4 $3.3 $11.4 $15.3 $34.6

2006-07 $4.5 $20.5 $4.6 $1.2 $12.8 $6.2 $32.7

2007-08 $20.5 $29.8 $2.6 $2.1 $20.7 $5.7 $37.0

2008-09 $15.4 $32.8 $12.7 $2.7 $17.5 $8.7 $24.9

2009-10 $17.5 $38.2 $14.6 $7.7 $26.1 $86.0 $53.9

2010-11 $8.6 $16.6 $7.9 $0.1 $31.5 $7.5 $53.7

2011-12 $5.5 $12.1 $9.8 $1.8 $17.5 $6.2 $43.8

2012-13 $3.4 $30.8 $4.6 $2.2 $17.5 $64.4 $137.3

2013-14 $25.5 $29.8 $6.7 $3.2 $24.5 $8.6 $26.7

2014-15 $3.3 $14.6 $14.6 $8.6 $37.7 $7.2 $71.9

2015-16 $3.8 $37.4 $10.6 $0.6 $28.5 $15.6 $28.9

2016-17 YTD $0.3 $2.7 $0.6 $0.0 $5.5 $0.4 $20.9

LATEST YEAR GROWTH (2014-15 TO 2015-16) 14.1% 156.8% -27.0% -93.1% -24.6% 115.5% -59.7%

5 YEAR AVERAGE ANNUAL GROWTH -15.2% 17.7% 6.2% 32.6% -2.0% 15.9% -11.6%

Figure A2. Non-Residential Building Approvals, Values ($M)

Non Residential Building Approvals

The total number of residential building approvals increased by 14.1% in

the 2015-16 financial year. Over the past five years, approvals numbers have decreased at an average annual rate of -15.2%. Over this time frame, growth in local approvals volumes have lagged behind all comparison regions. So far, in 2016-17 a total of $0.3 million of non-residential buildings has been approved. On an annualised basis, this suggests a potential total of $1 million will be approved in the financial year, representing a decline of -73.2% from 2015-16 levels.

Source: Source: ABS (2016d)

PO Box 28 Beechworth Victoria 3747 1300 365 003 [email protected]

indigoshire.vic.gov.au

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