“Working for sustainable growth and development of the west”
AGENDA LEADWEST SECTION 86 COMMITTEE
MEETING DETAILS
Title: LeadWest Committee Meeting
Date: 13 May 2020 Time: 3.30pm – 5.30pm
Location: https://global.gotomeeting.com/join/628962621 hosted by Maribyrnong City Council
Chairperson: Jim Williamson
Invitees: Chairperson Jim Williamson Executive Officer Sue La Greca Brimbank City Council Cr Virginia Tachos CEO Helen Morrissey Hobsons Bay City Council Cr Sandra Wilson CEO Aaron van Egmond Maribyrnong City Council Cr Mia McGregor CEO Stephen Wall Melton City Council Cr Sophie Ramsey CEO Kelvin Tori Moonee Valley City Council Cr Andrea Surace CEO Bryan Lancaster Wyndham City Council Cr Peter Maynard CEO Kelly Grigsby
Conflict of interest:
Guests:
Apologies: Cr Virginia Tachos, - Cr Margaret Giudice will be attending as proxy for Cr Tachos
Cr Andrea Surace
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MEETING ITEMS
No. Topic Attach. (Y/N) Presented by For Time
1. Welcome, Acknowledgement of No Chairperson Information 3.30 traditional owners & apologies
2. Conflicts of interest to be No Chairperson Information 3.35 declared in accordance with the Local Government Act 2020.
3. Adoption of minutes 19 February Yes Chairperson Decision 3:40 2020 (Attachment 1)
4. Executive Officer’s Report Yes Executive Information 3:45 Officer (Attachment 2) including:
4.1 LeadWest Strategic Plan Yes Executive Information 3:45 Officer (Attachment 3)
4.2 North West Melbourne City No Executive Information 4:00 Deal Officer
4.3 Video of Western Yes Executive Information 4:15 Metropolitan Region Officer
Western Region Advocacy Project - Virtual Regional Tour - Final Video - Small File Size
20/202637 - Western Region Advocacy Project - Virtual Regional Tour - Final Video - Small File Size
Companion document – Attachment 4
4.4 External Stakeholder Executive Information 4:30 Meetings Officer
4.5 West of Melbourne Executive Information 4:45 Economic Development Alliance Officer (WoMEDA)
4.6 Financial Report Executive Information 5:00 Officer
4.7 LeadWest Ltd Executive Information 5:15 Officer
5. Other Business No Chairperson Information 5:25
6. Closure of Meeting No Chairperson Information 5:30
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Attachment 1
“Working for sustainable growth and development of the west”
MINUTES LEADWEST SECTION 86 COMMITTEE
MEETING DETAILS
Title: LeadWest Section 86 Committee Meeting
Date: 19 February 2020 Time: 3.30pm – 5.30pm
Location: Hobsons Bay City Council
Chairperson: Jim Williamson
Attendees: Chairperson Jim Williamson Executive Officer Sue La Greca Brimbank City Council Cr Virginia Tachos CEO Helen Morrissey Hobsons Bay City Cr Sandra Wilson Council CEO Stephen Wall Maribyrnong City Cr Sophie Ramsey Council CEO Kelvin Tori Melton City Council Cr Andrea Surace CEO Bryan Lancaster Moonee Valley City Cr Peter Maynard Council
Wyndham City Council
Conflict of Jim Williamson – Agenda item 8 and on the board of WoMEDA interest: Stephen Wall – On the board of WoMEDA
Guests: The Hon Wade Noonan, Executive Director – WoMEDA
Other Sanjay Manivasagasivam, Director Infrastructure & City Services - Attendees: Hobsons Bay City Council
Apologies: CEO Aaron van Egmond Hobsons Bay City Council CEO Kelly Grigsby Wyndham City Council Cr Mia McGregor Maribyrnong City Council Natalie Walker Wyndham City Council
Minute Marnie Giles LeadWest taker:
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MEETING ITEMS Attachment 1
No. Topic Key discussion points
1. Welcome, The chair welcomed all in attendance and opened the meeting at acknowledgement 3.30pm. of traditional The chair acknowledged the traditional owners of the land and paid owners & respects to the elders past, present and emerging. apologies
2. Conflicts of The Chair declared that he sits on the board of WoMEDA and also interest to be needed to be excused from the meeting for agenda item 8. declared in CEO Stephen Wall declared he also sits of the board of WoMEDA. accordance with No other declarations made. the Local Government Act 1989
3. Adoption of Minutes of the meeting held, 9 October 2019 were confirmed without minutes from 9 amendment. October 2019 Moved: Stephen Wall Seconded: Kelvin Tori
4. Executive The following points were noted in an overview provided by the Officer’s Report Executive Officer.: The current MOU between LeadWest and WoMEDA
is coming to a conclusion and performance milestones and progress was reported, and a new MOU is due commencing March 2020.
North/West City Deal Discussions on the proposed North/West City Deal (NWCD) are proceeding and this includes the following concept for a governance model comprising: - Champions Group - Leadership Group - Senior Officials Group In discussion, Cr Wilson reminded the Committee that a “city deal was requested when local government attended the Australian Parliament in 2017. Further discussion on the NWCD is provided under agenda item 6.
The EO will circulate the NWCD letter from Minister Tudge, and the summary of the other city deals prepared by Helen Morrissey.
Melbourne’s West Tour As part of the NWCD, there has been a request from the national and state governments to host a tour of Melbourne’s west to inform the subsequent discussions about the City Deal. Members were keen for each council to form part of the visit and the Chair advised that a consultant would be engaged to manage this important event.
The EO will email details of Melbourne’s West tour to councils, and CEO’s are to respond with which focal points each council would like listed.
External Stakeholders The EO reported on meetings and liaison with external
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Attachment 1
No. Topic Key discussion points stakeholders and will bring a more extended paper on this to May meeting.
Progress has been made on developing a 10 year forward look Strategic Plan and this was discussed in more detail under Item 5.
5. First Draft The EO and Chair provided some background on the development of Strategic Plan the draft Strategic Plan. It was noted that the draft has been prepared via a workshop with the Committee and a forum in
December 2019 with elected Councilors. The draft plan is built on five pillars or strategic goals: - Enterprise: Quality Jobs, Skills and Products - Vibrancy: A strong and vibrant social economy including arts/culture, sport and recreation and tourism
- Connectivity: An integrated transport network serving the west and beyond - Health & Wellbeing: A healthy, active and resilient west - Sustainable Futures: A leader in sustainable prosperity including housing
The Committee resolved that each CEO and council delegate would further consider and report back promptly on any proposed changes to the draft, especially on whether these are the right five pillars, have the right objectives been identified, and are the suggested activities the most appropriate ones. Their feedback would be forwarded to the EO for inclusion in a final draft that would be considered at the May meeting.
Moved: Stephen Wall Seconded: Cr Sandra Wilson
6. West of Guest speaker, Wade Noonan, Executive Director (ED) WoMEDA, Melbourne attended to discuss the relationship between LeadWest and WoMEDA, Economic and to consider how the two organisations may cooperate to secure a Development high quality North West City Deal (NWCD). Alliance The Committee resolved that discussion proceed between the (WoMEDA) WoMEDA ED and LeadWest EO to draft a new MOU that is consistent with the final draft of the Strategic Plan and give due consideration to how best to implement it, including any
reporting and resourcing issues. It was further resolved that the EO LeadWest make available to all Committee members each of the completed documents that have been prepared by WoMEDA during the current MOU.
North/ West City Deal
The ED of WoMEDA then spoke to the prospect that the NWCD
is likely to be a 10 – 20 Year program and a joint investment around western region priorities between the Australian, Victorian and local governments serving the north and west of Melbourne.
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Attachment 1
No. Topic Key discussion points He also informed the Committee that discussions have been proceeding to engage a consultant to assist in the preparation of an overview of key information and needs in the west and north of Melbourne. It is understood that some funding would be available from the State Government and the university sector.
The ED of WoMEDA indicated that this process could be assisted by access to a number of available information and data sets particularly as they related to each council area. The goal for a first draft of this background material is May 2020.
The Committee agreed that the three main recommendations arising from this discussion were the preparation of a new MOU, the distribution of WoMEDA reports, and supporting that the preparation of a joint North and West overview report should all proceed.
Moved: Kelvin Tori Seconded: Cr Sandra Wilson
7. New LeadWest First A draft budget for LeadWest was tabled and discussed. The future Draft Budget transfer of funds from LeadWest Ltd was also noted. An updated budget will be provided at the next Meeting. The Budget report was
noted and agreed.
Moved: Cr Sandra Wilson Seconded: Cr Andrea Surace
It was further noted and agreed that each council would contribute $40,000 for the 2019/2020 financial year.
Moved: Kelvin Tori Seconded: Helen Morrissey
8. Operational The Chair absented himself for this item and in his absence, Cr Peter matters: Council Maynard was acting chair. contributions and Moved: Kelvin Tori Chair’s Seconded: Stephen Wall honorarium The Committee resolved that the Chair would be remunerated with an
honorarium of $25,000 per annum (inclusive of GST) ongoing, for the term of his role as chairperson. This will be invoiced and paid quarterly.
Moved: Cr Andrea Surace Seconded: Cr Virginia Tachos
9. Stakeholder The Chair resumed his role and an update on external stakeholder Engagement activity was tabled and noted. In discussion, the Committee advised that links should be facilitated with the Western Metropolitan
Partnerships group (WMP) & the Metropolitan Transport Forum (MTF). Cr Surace advised the MTF have a great interest in the west and also
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Attachment 1
No. Topic Key discussion points a great interest in LeadWest.
The EO and Chair advised they would also like to meet with each council to consider primary stakeholder relationships.
It was concluded that it would be helpful to have a more extended discussion (eg 15-30 minute time slot) for a more in-depth discussion around eternal stakeholders.
10. Other Business Nil
11. Closure of The chair thanked all in attendance and closed the meeting at 5.30pm meeting:
Next meeting: 13 May 2020 Maribyrnong City Council Cnr Hyde and Napier Streets, Footscray
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Attachment 2
4.0 LeadWest - Executive Officer’s Report
March 2020 – May 2020
4.1 Development of the LeadWest Strategic Plan (attachment 3)
Workshop with LeadWest Committee on 15 November 2019 Workshop with Elected Representatives’ Forum (ERF) on 11 December 2019 Notes from ERF circulated to all CEOs and all Councillors on 20 December 2019 and on 29 January 2020 requested comments / feedback Three responses received and comments incorporated Workshop notes used as foundation for developing draft strategic plan Revised strategic plan (attachment 3) circulated to all Councillors, CEOs and Directors for final input with a questionnaire. Questionnaire and all feedback requested by 1 June to compile the final strategic plan.
4.2 North West Melbourne City Deal (NWMCD) WoMEDA and Northlink have engaged local government consultant Chris Eddy to prepare the North West Melbourne City Deal proposal. The proposal was originally due in May but due to covid-19 this deadline has now been moved to the end of June. The NWMCD working group and the steering committee, comprises representatives from LeadWest, WoMEDA, Northlink, Victoria University, La Trobe University, Northern Councils Alliance (NCA) as well as Stephen Wall CEO Maribyrnong City Council and Dominic Isola CEO Hume City Council. A draft report is being prepared with the guiding vision that the North West Melbourne Region, by 2050, will have a population of 3 million people requiring hundreds of thousands of new jobs delivered through the eight significant, connected employment precincts of Footscray, Sunshine, Werribee, Melton, La Trobe, Broadmeadows, Epping and Beveridge/Cloverton supported by an advanced, high tech, knowledge economy. The report has identified the major themes or pillars to develop the needed infrastructure and projects across the north west region as: o Future Economy o Transport and Connectivity o Health and Wellbeing o Liveability The report identifies major transformational projects and significant enabling projects across the region that relate to the themes and support development of the precincts. It will provide a compelling case for all three levels of government to support the identified projects.
4.3 Video of the Western Melbourne Metropolitan Region for the NWMCD
Prior to the current situation with covid-19, bus tours of Melbourne’s West and also Melbourne’s North were being organised by LeadWest and the NCA respectively to familiarise Federal and State Government officials with the regions and of the opportunities in the West and the North and to focus on areas where the City Deal can benefit the most. Then with social distancing, working from home and all restrictions put in place to deal with
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Attachment 2
covid-19, the bus tours could not go ahead. In their place, both LeadWest and NCA decided to produce videos or virtual tours of their respective regions. LeadWest has completed their video and a companion document while the northern region are about to commence theirs. The video can be viewed here:
Western Region Advocacy Project - Virtual Regional Tour - Final Video - Small File Size (for all non Brimbank staff and councillors)
20/202637 - Western Region Advocacy Project - Virtual Regional Tour - Final Video - Small File Size (for Brimbank staff and councillors)
And the companion document is provided as attachment 4
4.4 External Stakeholder Meetings
Meeting held with Dr Marilyn Oriff, Cr Sandra Wilson and Jacquie Bramwell from the Hobsons Bay Wetlands Centre for a tour of the Wetlands and a briefing on the proposed $5 million wetlands centre. Meeting with Australian Multicultural Community Services (Elizabeth Drozd and Loretta Menasi) in Maidstone regarding funding being sought to renovate Millennium House in Nicholson Street Footscray. LeadWest, WoMEDA and the local government CEOs met with Jim Round from the Department of Jobs, Precincts and Regions (DJPR) to consider local government participation in the Work for Victoria Fund (WfV).
4.5 West of Melbourne Economic Development Alliance (WOMEDA) and LeadWest
LeadWest and WoMEDA are in the process of negotiating a new memorandum of understanding which will formalise the project work that WoMEDA will do for the Western Metropolitan Region over the 12 month period to May 2021.
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Attachment 2
4.6 Finance Report
LeadWest Committee Financial Report as at 30 April 2020
2019/20 2019/20 2020/21 YTD actuals YTD forecast Next Year Budget
-57,815 -6,517 42,868
Grants - State - Operational 0 0 0 Grants - Comm - Operational 0 0 0 Council contributions -262,898 -262,898 -281,870
Salaries and wages 98,448 134,520 227,078 Superannuation on cost 8,945 9,390 21,493 LSL oncost 3,145 3,396 6,221 Workcover oncost 1,402 1,402 4,350 Lease 0 0 0 Consultants 64,815 79,246 22,728 Seminars/conferences 0 0 0 Subscriptions 401 500 1,000 Legal Fees 4,635 4,635 0 Corporate overheads 22,898 22,898 41,868 Catering/Functions 394 394 0
Total -57,815 -6,517 42,868
Notes:
1. Income is based on annual contributions from each council of $40,000 for membership and $6,978 for overhead costs. 2. These figures do not include the transfer of funds from LeadWest Ltd estimated to be approximately $326,000. These funds will be needed in subsequent years to cover expenditure on project work to be determined once the strategic plan is finalised. 3. The forecast figure for consultants covers payment to the interim CEO, work on strategic plan workshops, the Chair’s stipend and contribution to WoMEDA for economic analysis and the North West City Deal project. 4. Forecast expenditure for this year is close to budget ($6,517 under spent) 5. Next year’s salary budget includes one executive officer (1.0 FTE), one administration officer (0.6 FTE) and one communications officer (0.20 FTE) 6. Next year’s expenditure is already estimated at $42,868 over income, without any budget for projects.
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Attachment 2
4.7 LeadWest Ltd The application for deregistration of LeadWest Ltd has been submitted to ASIC. The application for deregistration has to be advertised on the ASIC website for a period of three months before deregistration is finalised. The annual report for 2018/19 has been prepared and the annual report for 2019/20 is currently being finalised.
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Attachment 3
LeadWest Strategic Plan 2020 – 2030
A Vision for Melbourne’s New West
Melbourne’s West comprises the local government areas of Brimbank, Hobsons Bay, Maribyrnong, Melton, Moonee Valley and Wyndham
A globally engaged, connected, enterprising, and dynamic region, delivering sustainable prosperity and healthy lives.
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Attachment 3
Table of Contents
Our Vision p. 3
Our Role, Purpose, Mission & Identity p. 3 - 4
Our Values p. 5
Our Current State p. 6
Our Future State p. 7
Our Strategy p. 8
Our Strategic Goals, Objectives and Activities p. 9 - 14
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Attachment 3
Our Vision Where we are going
A globally engaged, connected, enterprising and dynamic region, delivering sustainable prosperity and healthy lives.
Our Role, Purpose, Mission and Identity How we go about achieving our vision
The role of LeadWest is to identify and act on strategic goals consistent with our vision, namely:
1. Creating a dynamic public and private enterprise zone offering more high value adding and export-oriented jobs and economic development
2. Building a remarkable new generation mix of creative industries, sporting, tourism and leisure opportunities that leverage off our history and traditions.
3. Better connecting and transforming the West’s unique mix of air, sea, road and rail infrastructure and facilities whilst enhancing local neighbourhood amenity and liveability
4. Achieving new levels of improved preventative and acute health care that are accompanied by an increased capacity for applied health and wellbeing research
5. Becoming a national leader in sustainable prosperity through well planned initiatives to significantly reduce our carbon footprint within our communities, businesses, and households.
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Attachment 3
In doing this we will:
Advocate for, and influence significant improvements in the every-day lives in Melbourne’s west on behalf of the communities served by the six local governments of Melbourne’s Western Metropolitan Region.
Work closely with our member councils to build business cases to create additional economic and social opportunities that deliver a growth dividend to the region, whilst overcoming historically entrenched shortages in key services.
Identify and engage with other regional, state and national organisations and agencies on a positive agenda for the west, and to clarify who is best placed to lead particular tasks and challenges.
Design and successfully implement a ten-year strategic plan that mobilises the combined influence of our local communities and enhances the many economic, social and historical strengths in Melbourne’s west through agreed 4 year rolling plans
Further recognise, celebrate and promote our indigenous culture and diverse multiculturalism in ways that highlight our ancient origins and global connections
Have a more prominent gate-opener role in working with government and business to deliver much needed infrastructure and services.
Expect a higher standard of excellence in procurement and social procurement to ensure the benefits of regional projects are maximised for regional communities
Develop more sophisticated eco-system measures, and data sets of what actually constitutes success in regional development
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Attachment 3
Our Values How we behave while achieving our vision
Collaboration
Ensure local governments within the region work together to achieve identified goals that will benefit and contribute to sustainable regional development, and that LeadWest works in partnership with other regional stakeholders and all levels of government to maximise the benefits of sustainable growth.
Accountability
Ensure the implementation of the LeadWest Ten Year Strategic Plan through a series of four year rolling implementation plans and be accountable for all LeadWest projects and advocacy, and evidence based strategies. The Strategic Plan and Implementation Plans will be monitored, reviewed and reported on annually to all member councils.
Integrity
Perform at the highest level to achieve the best possible results for sustainable regional development for the communities of Melbourne’s West.
Respect
Through progressing the Strategic Plan, LeadWest will support sustainable growth and development of the region, giving regard to legislative requirements, available resources, existing initiatives and programs, economic, social and environmental values and respecting individual differences between member councils and communities.
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Attachment 3
Our Current State
Taking into consideration the vision, role, values and strategic goals for the West, this section describes the current situation. What are the key factors at play, what are the major risks and opportunities
The Western Region’s population is 964,259 and is forecast to grow to 1.75 million by 2051. The region is the fastest and largest growing region in Australia. The region’s Gross Regional Product (GRP) accounts for almost 10% of Victoria’s GRP, and has grown more quickly than Victoria’s GRP between 2006 and 2018. The region is particularly important to Victoria’s economy when it comes to the manufacturing, transport/warehousing and construction industries. The region is home to a large number of residents employed in professional services, but the majority work outside the region. Combined with a heavier reliance of driving to work than Greater Melbourne, commute times in the Western Region are longer than in other areas of Melbourne and can be up to 2 hours. With 30,000 to 50,000 new residents arriving every year, and over 40 babies born a day in the West, a youth movement is emerging with one in every five residents under the age of 15. This is the biggest generation of young people Melbourne has ever seen in any region, in any era. The region is somewhat more socio-economically disadvantaged than Greater Melbourne, and there are some significant differences between and within municipalities in the West. New employment precincts have emerged in Footscray, Sunshine, Werribee and Melton primarily focussed on education, health and logistics. Additionally, creative industries are emerging in the municipalities of Maribyrnong, Hobsons Bay and Brimbank. Available research estimates that Melbourne’s West will need to generate an additional 100,000 jobs before 2030 to fully meet the expanding job and skill needs of the rapidly increasing population over and above “naturally occurring” job growth. The rapidly growing population in Melbourne’s West is creating unprecedented and unmet demand for educational and medical services and facilities The Outer West (Wyndham and Melton) has the lowest number of General Practices, dental services and pharmacies per capita of any of the regions in the Metropolitan Health Plan1
1 Better Health Plan for the West 2011
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Attachment 3
The West has a culturally rich and diverse population with over a quarter of the population born overseas. This provides both enormous opportunities and challenges The West is well placed to provide strategic hubs for both passenger and freight transport Improving air and water quality and reducing the carbon footprint within our businesses and communities is currently both a major challenge as well as a major opportunity
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Attachment 3
Our Future State
Taking into consideration the vision, role and values and strategic goals for Melbourne’s West, this section describes the future situation – what success will look like
Melbourne’s West is a rapidly growing, vibrant and diverse community with a cohesive network of local councils and numerous regional organisations all with a shared goal to improve the prosperity and sustainability of the region, its residents, communities, businesses and environments. To do this, the major areas of focus will be:
1. A regional economy that provides an increased volume and diversity of jobs for regional residents with the number of jobs equal to the number of people in the workforce 2. A regional education and training sector that creates the conditions for future educational attainment of residents and better aligns with industry needs 3. An economy that is innovative, knowledge based and capitalises on new and emerging markets across established and emerging drivers of economic prosperity 4. Home to a new generation of sport and recreation facilities and opportunities, arts and cultural centres, and burgeoning tourism and creative industries that leverage off our ancient and modern demographics and traditions. 5. Further development and expansion of elite sporting facilities and associated research and interest that these codes bring 6. Specific initiatives to engage children, families and young people in arts, culture and leisure 7. Highlighting current tourism attractions and further developing and growing the visitor and night time economy 8. A region that makes the most of the unique mix of existing and evolving air, sea, road and rail infrastructure and facilities 9. Efficient and effective internal and external rail passenger and rail freight connectivity 10. Polycentric districts within the region where residents can readily move about, work, study and play 11. Transport hubs that foster vibrant, regional employment centres 12. A better mix of large-scale infrastructure projects and initiatives to foster improved local liveability and amenable neighbourhoods 13. A region where health services and facilities meet the needs of the growing population with state-of-the art child care and aged care 14. A region that is well known for its research and innovation in the health sector 15. Major hospital, health and industry precincts servicing the region based in Footscray, Sunshine, Werribee and Melton 16. A region that will work to be carbon neutral by 2050 with improved air and water quality, increased biodiversity and an increase in the use of renewable energy 17. Research and innovation into renewable energy and recycled waste 18. Adequate, well designed and connected open space and increased canopy cover to encourage walking, cycling and other forms of passive recreation for environmental and health benefits 19. A new era of sufficient, affordable and well-designed, sustainable housing 20. A highly respected and thriving region.
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Attachment 3
Our strategy
This section outlines the approach we will take to get from the current state to the future state.
The Strategic Goals identified to achieve our vision of a globally engaged, connected, enterprising, and dynamic region, delivering sustainable prosperity, and healthy lives.
Jobs and Skills
Create vibrant public and private enterprise zones offering more high value adding and export-oriented jobs and economic development.
Sports, Leisure, Culture, Arts, and Tourism (The Social Economy)
Offering a remarkable mix of enhanced sport and leisure, culture, arts and tourism opportunities that leverage off our Indigenous and multi-cultural demographics.
Internal and External Connectivity
Further transforming the West’s unique mix of air, sea, road and rail infrastructure and facilities whilst enhancing neighbourhood amenity and liveability.
Health and Wellbeing
Achieving new levels of improved preventative and acute health care, while building well respected health and wellbeing research capabilities.
Sustainability and Liveability
Becoming a national leader in significantly reducing our carbon footprint within our communities, businesses and households
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Attachment 3
Our Strategic Goals, Objectives and Activities
Strategic Goal 1.0: An Enterprising Region – Quality Jobs, Skills, Services and Products Create vibrant public and private enterprise zones offering more high value adding and export-oriented products, jobs and skills development.
Objective 1.1 Assist growth in identified business and employment centres across the region.
Activity 1.1.1 Collaborate with relevant agencies and through the North West Melbourne City Deal to consolidate quality jobs growth in an innovation region comprising priority precincts including Sunshine, Footscray, Werribee and Melton, including a major state or federal government agency in each precinct (T1- 25,000 job net gain in a decade per precinct)
Activity 1.1.2 Undertake necessary advocacy in the jobs space to ensure adjacent jobs growth and opportunities in Essendon Fields, and Hobsons Bay (T2- 10,000 jobs net gain over similar period per business centre)
Objective 1.2 Successfully intervene on key stages of education and training provision to better meet needs of local communities and changing business demands
Activity 1.2.1 Undertake coordinated action to improve the provision of early childhood and learning services to give all children a positive start in life (T3- …)
Activity 1.2.2 Cooperate with senior secondary schools and the tertiary sector to better align post school employment and business opportunities (T4 – Reduce proportion of young people aged 15-19 NEET by…)
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Attachment 3
Objective 1.3 Have a more detailed understanding of the contribution of local governments to economic progress, and actively foster the development on new economic products and services with a strong emphasis on global markets
Activity 1.3.1 Cooperate with local government to clarify and document the existing contribution of six local councils to the state economy including jobs, expenditure and multiplier effects (T5 – In line with expected population growth, double the jobs, income generation and associated multiplier effects within the decade)
Activity 1.3.2 Commission new research and business cases to identify ways in which local councils can foster development of new private sector and industry economic development including those with strong export opportunities. Will also involve constant review of best planning and resource use practices (T6 – Identify and increase commissioned research on agreed priority business activity eg modular housing, environmental solutions, water use)
Strategic Goal 2.0: A Dynamic West Offering a remarkable mix of enhanced sport and leisure, culture, arts and tourism opportunities that contribute to economic progress and social inclusion, and leverage off our Indigenous and multi-cultural demographics.
Objective 2.1 Significantly improve sporting and active leisure opportunities and facilities for community use while enhancing the west’s growing reputation for elite sport and health research.
Activity 2.1.1 Preparing a region wide road map for improved sport and active leisure facilities (T7 – Doubling of community participation throughput in sport and recreation facilities)
Activity 2.1.2 Enhancing and expanding the number and support for national and international sports and health teams and events in Melbourne’s west (T8 – continued growth in attendance for national sporting codes and creating one international event centre)
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Attachment 3
Objective 2.2 Build on and extend current Arts and Cultural hubs and centres that respect regional history and diversity and are well respected nationally and internationally, and support these with new creative industry incubators
Activity 2.2.1 Support collaborative private and publicly funded initiatives to establish leading edge arts, performance and cultural centres and hubs serving the whole region. These should have a strong focus on our indigenous and diverse cultural origins (T9 – Establish new creative arts centres/galleries in Footscray, Sunshine and Werribee)
Activity 2.2.2 Foster increased development of creative industry hubs around the three priority precincts with links through each local government (T10 – Treble the number of jobs in arts and culture across the west)
Strategic Goal 3.0: Connecting the West and Beyond Further transform the West’s unique mix of air, sea, road and rail infrastructure and facilities in ways that also improve neighbourhood amenity and liveability
Objective 3.1 Ensuring that each of the 100 plus suburbs and communities that comprise the west are developed in ways that maximise community amenity and liveability in a period of unprecedented population growth and infrastructure development.
Activity 3.1.1 Campaigning to be represented and heard at key decision making tables about major infrastructure projects, and anticipated economic, social and environmental impacts (T13 – representation and involvement in key infrastructure decision making forums)
Activity 3.1.2 Securing Victorian and Australian government funds to augment community neighbourhood amenity and facility associated with large scale physical infrastructure projects – these could be a mix of physical assets eg buildings but also bike tracks and river trails (T14 – 5% of total major project spend per project).
Objective 3.2 Improving transport connectivity within the west and between key community and business hubs, including the targeting of service poor neighbourhoods Activity 3.2.1 Developing and proposing a set of integrated transport and neighbourhood initiatives for consideration at State and Federal level which better connect and serve the rapidly growing west and connect people more readily to local jobs (T15 – Recognisable and tangible improvements in rail passenger, bus, tram and bicycle access to three main priority precincts)
Activity 3.2.2 Identifying and scoping out improved street regeneration and physical transport infrastructure including public transport (T16- Each council to identify one neighbourhood for further scoping and campaign)
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Strategic Goal 4.0: A Healthy and Resilient West Achieving new levels of preventative and acute health care, building well respected health and wellbeing research capabilities, and better meeting the needs of at risk cohorts.
Objective 4.1 To make significant inroads into improved preventative health challenges in the west through a mix of improved service delivery and research
Activity 4.1.1 To actively work to a better coordinated approach between the private and public sector and all levels of government to provide high quality preventative programs and services as close to community members as practicable (T19 – Clarify and agree geographic catchment areas for improved preventative and outreach services)
Activity 4.1.2 Enhance and improve the region’s research and data tracking capability in preventative health across all levels of government and the private sector (T20 – Strengthen and extend the capacity of the Health component of The Mitchell Institute to undertake the necessary regional data analytics in preventative health and applied research – both physical and mental)
Objective 4.2 Ensure acute public and private health services are provided in Footscray, Sunshine and Werribee with significantly enhanced public transport connectivity as well, whilst achieving new acute hospital provision in Melton Activity 4.2.1 Participate in key service provision discussions and projects in Footscray, Sunshine, Werribee and Melton and identify where local councils can assist with best possible service provision and land use (T21 – Development of integrated Health Precinct plans for Footscray, Sunshine, Werribee and Melton)
Activity 4.2.2 Contribute to discussions and success in achieving new and adequate acute hospital service provision in Melton (T22 – Construction by 2030)
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Attachment 3
Strategic Goal 5.0: Sustainable Futures Becoming a national leader in sustainable prosperity by significantly reducing our carbon footprint by better engaging with and enlisting our communities, businesses and households.
Objective 5.1 Increasing the role of renewable housing and energy in creating a more sustainable west
Activity 5.1.1 Facilitating increased public and private initiatives to design and build more affordable and sustainable housing and community developments (T25 – Increase in public housing units with high energy rating by 1000 per year across the region)
Activity 5.1.2 Publicising one major energy renewable initiative per council in consolidated energy renewable prospectus every four years (T26 – Consolidated data bank of contribution of all these projects over a decade)
Objective 5.2 Improving air, water and soil quality
Activity 5.2.1 Designing and agreeing on key reductions in air and water pollution targets across the region and reporting these biannually (T27 – Identified improvements in air and water quality)
Activity 5.2.2 Scoping out and registering significant improvements to rivers, reused land and tree canopy (T28 – double public authority spend on water and soil restoration)
Objective 5.3 Knowing more about international best practice in hazard reduction and management technologies
Activity 5.3.1 A coordinated set of national and regional visits by elected officials and senior staff to scan best international practice on air, water and soil rehabilitation (T29 – At least one major international and or national collaboration on each of these three focus elements for a sustainably prosperous region)
Activity 5.3.2 A significant increase in research in bio-diversity and associated scientific occupations in Melbourne’s west (T30 – Lead West Professorial role at …)
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Attachment 4
A Virtual familiarisation tour of
Melbourne’s Western Metropolitan Region
Highlighting landmarks and advocacy priorities
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Attachment 4
Introduction
Welcome to a virtual familiarisation tour of Melbourne’s West, one of the fastest growing regions in Australia.
The aim of the tour is to highlight significant projects and landmarks to familiarise State and Federal Government with the Western Metropolitan Region of Victoria and provide an introduction to some of the region’s key projects. Some of these projects will be part of the joint North and West strategic proposal, the North West Melbourne City Deal. The video illustrates both transformational and supporting projects that are required to support the future development of the West as well as profiling some landmarks.
Prior to covid-19, LeadWest was organising a bus tour of Melbourne’s Western Metropolitan Region, however, given the changed circumstances, this video is a virtual bus tour to familiarise the viewer with the broader region and geographic context. Post covid-19 and when social distancing restrictions have been lifted, a physical bus tour is still available.
Our projects
Projects supporting the future economy, transport and connectivity, health and wellbeing, and liveability will form part of the North West Melbourne City Deal.
Some transformational projects such as road and rail improvements already have government commitment and funding. Other advocacy priorities and projects identified by the six municipalities as regionally significant are in various stages of development, some needing support for business cases, some are currently in planning stages and others need funding for construction.
Melbourne’s West is diverse in its maturity with a mixture of growth areas and urban renewal projects, greenfield sites and established industrial precincts, priority precincts and metropolitan activity centres. Each of these areas offer significant opportunities to deliver critical economic development clusters and jobs for local residents.
The aim of the North West Melbourne City Deal (NWMCD) is to leverage off committed projects and fund transformational and supporting projects that unlock investment and value capture to create jobs and provide liveability.
A NWMCD strategic proposal is currently being developed jointly by both the North and West of Melbourne that will deliver a partnership between the Federal, State and Local Governments with industry and education.
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Brimbank City Council
Planning for major investment to support jobs, education and sustainability.
Melbourne Airport Rail Link (MARL) and the Sunshine Super Hub
The Melbourne Airport Rail Link (MARL) will connect the airport with the Sunshine Super Hub and the CBD, reinventing Melbourne’s west into a thriving economic centre. As part of an integrated plan for the west, the MARL will link people with jobs, safeguard network resilience and support freight efficiencies. Federal and state governments have already committed $10 billion to the MARL, and are in the process of developing a business case.
St Albans Health and Wellbeing Hub
The proposed redevelopment of the St Albans Leisure Centre into a new state-of-the-art health and wellbeing hub for the western region that is closely aligned to the Sunshine Hospital / Sunshine Health and Wellbeing Employment Precinct (SHWEP). The hub will provide a much-needed integrated centre for wellbeing and healthy living, improving outcomes across the strategic pillars of jobs, health, education and wellbeing. Funding is being sought from all levels of government to invest in this health and wellbeing project for construction, program and service delivery.
Sydenham Park – Environment, Recreation and Sport
Sydenham Park has been shortlisted, along with four other municipalities, to become the new “Home of Football” and “Home of the Matildas”. The proposed regional multi-sports facility (5,000 seat stadium) will accommodate the increase in demand for girls’ and women’s sporting facilities in the West. Football Victoria is engaged in the process, and the Victorian Government has already committed $200,000 towards a feasibility study. The Federal Government has committed $15 million towards constructing a site in Victoria. The City of Brimbank is seeking support for the Home of the Matildas to be built at Sydenham Park and deliver an elite sport training facility.
Melton City Council
Shaping the future by leveraging infrastructure investment to create jobs and increase skills
Cobblebank Metropolitan Activity Centre
The regionally significant Cobblebank MAC will provide for the New Melton Hospital as its cornerstone project. The Victorian Government committed $2.4 million for a business case (due for completion in 2020), to design and deliver a 24-hour public hospital. With the significant increase in population, a new hospital will improve health outcomes and reduce pressure on hospitals in Sunshine, Footscray, Werribee and Bacchus Marsh. The new hospital will be leveraged to attract commercial investment and jobs in the Cobblebank Metropolitan Activity Centre including health and human services, a justice precinct, university and TAFE education, civic buildings, commercial office facilities, residential accommodation and 70,000 sqm of retail space.
Western Business Accelerator and Centre for Excellence (BACE)
The successful Western BACE, initially funded by the Commonwealth Government in 2015, provides co-working spaces and a business accelerator to assist start-ups in the early growth phase. The BACE is now at capacity and an expansion of the current site is needed to help more businesses grow and transition to employing others. Located close to the proposed new hospital site and the Cobblebank
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Metropolitan Activity Centre, an expansion may incorporate an industry specific business incubator (e.g. health services, emerging or STEM, creative industries, youth enterprises), or provide a learning hub.
Western Intermodal Freight Precinct (WIFP)
Set on a footprint of 1,000 hectares, the WIFP includes a freight terminal that is the cornerstone of a significant freight precinct, a game changer to dramatically improving efficiencies in freight movement and attracting investment for job creation. With freight expected to grow by 26 percent by 2026, the WIFP is a crucial project in getting containers to the ports and roads and is strategically positioned close to existing warehousing and distribution facilities. The freight terminal will accommodate double stacked 1,800 metre trains and by bringing warehousing closer to freight terminals will alleviate capacity and access issues at the Dynon Precinct in Port Melbourne. The terminal will also attract supporting supply and logistics industry investment and create jobs as well as a key driver for investment attraction into the surrounding industrial precincts in Melton, Wyndham, Brimbank and Hobsons Bay.
Wyndham City Council
A growth city of economic significance, linking Melbourne with Geelong.
Werribee Tourism Precinct
In addition to significant employment, research and education precincts, Wyndham is a proven tourism destination. Werribee Tourism Precinct is recognised as a proven significant Victorian tourism destination with the Werribee Open Range Zoo and Werribee Park and Mansion attracting over 1.4 million visitors to the region each year. Strategically located close to the domestic and international Avalon Airport and connected by road and public transport links to Melbourne International Airport and the CBD, tourism generates $498 million per year for the regional economy and is a destination for major events and eco-tourism.
The new A-League Stadium
A new 15,000 seat football stadium in Tarneit will be the future home of a new Melbourne A-League expansion side, Western United Football Club. The development, being undertaken by Western Melbourne Group and Wyndham City Council, will be the first major sports stadium built in Australia via a public-private-partnership. The proposal represents a significant value capture opportunity that may include a new hotel, numerous office buildings and residential projects, as well as providing adjacent training facilities, a sports science treatment centre and research institutes. Residential and commercial precinct development is also planned for the surrounding area which, in combination with the future Sayers Road train station, represents a significant value capture opportunity and seeks State and Federal Government support for investment attraction.
Westlink and Ison Road Bridge
A continuous road link through the fast-growing area of Wyndham Vale, Tarneit and Truganina will provide much improved access to future employment hubs within and near the Werribee Junction precinct. A key piece of infrastructure that will link west Wyndham, across the Geelong railway line to the Princes Freeway is the Ison Road Bridge. This would be a game-changer for the area and will relieve traffic congestion, currently funnelled towards the Werribee City centre, and open up a new corridor for development projects.
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Wyndham Refuse Disposal Facility (RDF)
The Wyndham Refuse Disposal Facility is one of four major metropolitan landfills, providing disposal services for many other councils as well as commercial businesses. The vision is to develop the RDF into a waste management centre of excellence by transitioning away from a traditional landfill into a resource and energy recovery operation. The Wyndham RDF is an ideal location for government investment, in line with Recycling Victoria, to support improved municipal waste treatment.
East Werribee Employment Precinct
This proposed mixed-use development is part of the broader Werribee National Employment and Innovation Cluster, which features world-class research organisations, medical facilities and university campuses. Comprising 775 hectares of predominantly greenfield land for mixed-use city development, the precinct has tremendous potential for Wyndham as a bustling employment, technology and educational hub. The site lends itself to the development of a major commercial precinct of state significance and Wyndham City will be taking every opportunity to work with government to ensure that this occurs. Further industry investment attraction will provide substantial employment and research capability.
Hobsons Bay City Council
A coastal destination of choice featuring an active and environmental lifestyle with investment opportunities for employment and innovation.
Western Aquatic and Leisure Centre
As the population of Melbourne’s west grows, there is an increasing demand for large scale aquatic health, fitness and water play facilities. This proposed state-of-the-art centre in Altona Meadows needs an estimated $30 million for the feasibility study, and development of the project. Aquatic and leisure facilities play an important role in contributing to the health and wellbeing of our community and provides a place to build social networks and connections. As the population of Melbourne’s west grows, there is an increasing demand for large scale aquatic, health and fitness and water play facilities. To support this project, duplication of Central Avenue and improvements to the Point Cook Road and Princes Freeway interchange to are required to improve access by residents in growth region and relieving traffic congestion.
Hobsons Bay Wetlands Centre
The proposed wetlands centre will provide community recreation and education close to internationally recognised wetlands and biodiversity hotspots. The centre will encourage community to understand and enjoy the natural foreshore and other natural locations, close to Hobson Bay’s urban areas, which is of paramount importance to managing the impacts of urban growth on the environment and the community. It is envisaged that a multifunction building will include indoor public space, outdoor paths, wetlands, boardwalks, seating and nature play areas, classroom, field studies centre, offices and work spaces for a range of organisations, as well as a café and other amenities. Hobsons Bay City Council is working in partnership with Deakin University, Melbourne Water and the education and health sectors to progress the Centre’s development. Another goal is that it will contribute to economic growth by providing jobs in health, recreation, education and tourism.
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Hobsons Bay Foreshore Infrastructure
Hobsons Bay boasts approximately 24 kilometres of pre-dominantly low-lying beach and foreshore areas. This enviable coastline includes the Altona and Williamstown beaches and maritime infrastructure that the people of Melbourne’s north western region enjoy and rely on for swimming, fishing and boating – Altona and Williamstown beach. Given the significant growth projections for the region and subsequent patronage of these beaches, funding for foreshore and wetlands protection works is required.
Due to our coastal assets, Hobsons Bay, and the amenity of our beaches, is particularly susceptible to the impacts of climate change, which is having a profound effect on the condition of local foreshore areas and its infrastructure. Some of the immediate risks include the degradation of beaches and foreshore areas through loss of sand and foreshore edge erosion; flooding of public infrastructure and private assets in low lying areas; aged infrastructure with little or no maintenance over time and flash flooding due to drainage systems being overloaded.
Scienceworks, the National Museum for the Future
Scienceworks, a Spotswood venue as part of Museums Victoria that opened in 1992, administers the cultural, scientific and technological collections of the State of Victoria through modern interactive exhibitions, the Melbourne Planetarium and the Lightning Room. It currently hosts approximately 505,000 visitations annually, 80,000 of which are student visits. Scienceworks, as a precinct, is ripe with potential to grow exponentially and diversify its offering into a state of the art, multimedia technology and education precinct. It will not only more richly educate young minds, but also attract a state-wide and nation-wide following well beyond its current reach, positioning Melbourne’s northwest as the destination of choice for innovation and technology education and experience.
The vision includes an upgraded and expanded museum, with the additional components of a STEM School, a university, a TAFE and an industry partner. There is also the capacity for a Community Hub Science Garden. This innovative space will offer a permeable campus and, community facilities all set on scenic access to the riverfront.
Maribyrnong City Council
A thriving cultural centre and business precinct with significant health, education and housing development opportunities
West Footscray Community Facilities Plan – RecWest Redevelopment
An outstanding opportunity exists to redevelop RecWest (West Footscray) into an interconnected community, sport and recreation precinct. The redevelopment will cater for the continued growth of existing clubs and organisations, and provide a place of inclusion and wellbeing for the local community. As facilities that meet the standards of indoor sports are under-serviced in Maribyrnong, this important redevelopment will meet that community need.
Footscray Library and Community Cultural Hub - NeXT
The NeXT project will leverage existing investments and priorities for Footscray, including the hospital, the learning precinct and university town, and the community arts centre. It is the ideal time to capitalise on these assets and provide an inspiring cultural, educational and creative industry with employment
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opportunities. Investment in a quality performing arts centre, able to seat 500 people or more, would be the first of its kind in Melbourne’s west and would bring many benefits to the region.
Irving Street Interchange and Paisley Street improvements
Footscray is one of Melbourne’s priority precincts and is a major transport hub with train, tram and bus access. Funding is required for a bus terminal that is well integrated with train services and enhances city design. The consolidation of bus stops within a new transport interchange in Irving Street will improve access and connectivity, particularly between the train station, Victoria University and the new Footscray Hospital. Additionally, improvements to the public realm along Paisley Street are contingent upon the funding for the centralised transport interchange in Irving Street.
Footscray University Town – New Footscray Hospital
The Victorian Government has provided up to $1.5 billion to deliver a new hospital by 2025. Located adjacent to the Victoria University campus (Victoria Park), the new hospital will be the largest health infrastructure in the state, and will be a major contribution to revitalising Footscray. In collaboration with Victoria University, Footscray will be developed into a vibrant health, research, education and active living precinct. The active and public transport links and network improvements, are needed to underpin the success of the new hospital, and Footscray as a whole.
Northern Maribyrnong and Defence Site Maribyrnong
Situated on 127 hectares of Commonwealth land, the defence site in Maribyrnong represents a major urban renewal opportunity in an area already undergoing significant growth and transformation. The Victorian Government is committed to preparing a planning and transport framework to ensure optimal outcomes are achieved, and that the site is integrated as a valuable part of Northern Maribyrnong. It is critical that the site includes social and affordable housing, community infrastructure for residents with access to health and wellbeing, lifelong learning facilities and recreation areas.
Moonee Valley City Council
A key aviation and employment area Flemington Community Hub redevelopment
The Flemington Community Centre and Debneys Park Sports Pavilion is ageing and in need of an upgrade. Planning is underway to redevelop the centre into a new community hub that is welcoming and respectful of the diverse communities and cultures living in the area. The redevelopment will include spaces for children, youth and older people, as well as an exhibition space; training rooms and offices; an art room and a sports pavilion. Intersection upgrades - Moonee Ponds and Essendon North
The Victorian Government has committed funding in the 2019-20 budget to develop ideas to improve the safety and amenity of the Moonee Ponds Junction, noted as one of the worst locations for pedestrian crashes in Moonee Valley, and the third-worst in the state. The other intersection needing upgrades is the Mount Alexander, Bulla, Keilor and Lincoln Roads in Essendon North, which was the site of a pedestrian fatality in late-2018. These upgrades are critical to the road safety and liveability for residents, and the visitors to the Moonee Valley Racecourse, Clock Tower Theatre and vibrant shopping precincts.
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Airport West and Essendon Fields
Airport West has been identified as a key aviation, technology and employment precinct. As a regional location for retail and commercial activity, the precinct generates significant employment and economic opportunities. With the prospects that exist in the area, there is a need for improved public transport and a train station to increase productivity and reduce traffic congestion on the Tullamarine Freeway. Western Transport Infrastructure Projects
Unlocking major investment and employment precincts
Western Rail Plan
The need for fast, high capacity rail network to service the rapidly growing west and regional cities, will include two electrified metropolitan rail-lines in Melton and Wyndham Vale, with increased capacity between Sunshine and the CBD to cater for faster and more frequent metropolitan and regional trains. Staging of this project is being considered and will be incorporated alongside planning for the Melbourne Airport Rail Link (MARL).
Outer Metropolitan Ring (Road and Rail) (OMR) – E6
The Outer Metropolitan Ring Transport Corridor (OMR)/E6 is a vital infrastructure project. A 100- kilometre-long high-speed road and rail transport link for people and freight, it will be transformative for Melbourne and surrounding regional areas. It will create better connections to key international transport hubs such as Melbourne Airport, Avalon Airport, the Port of Geelong, and the proposed Western Intermodal Freight Precinct. The OMR will provide a more direct, high speed alignment for inland rail and will also link residential and employment growth areas in Melbourne’s West, including Wyndham and Melton. A business case has been co-funded by State and Federal Governments and Infrastructure Australia has identified acquiring the land necessary for this corridor as a national priority.
Suburban Rail Loop
A new underground rail link connecting Melbourne’s middle suburbs and a line from Werribee via Melbourne Airport to Frankston in the east.
Conclusion
The West of Melbourne is a culturally diverse region providing a vibrant visual and performing arts community, innovative business incubators and major employers in health, education, advanced manufacturing, hospitality, warehousing and distribution, oil and gas and retail businesses.
The video is a quick familiarisation tour of the West and it is difficult to capture the full profile of the region. We hope the video has provided an adequate introduction to the Western Metropolitan Region. We look forward to working closely with the Northern Metropolitan Region and the Federal and State Governments to deliver investment that secures economic prosperity and creates jobs. If you have any queries or would like further information please contact:
Sue La Greca Executive Officer LeadWest [email protected] 0447 065 690 Page 33 of 33
“Working for sustainable growth and development of the west”
Addendum to LeadWest Section 86 Committee Meeting 13 May 2020
Item 3A Matters arising from the minutes of the LeadWest Committee meeting held on Wednesday 19 February 2020 and progress to date
Item Action Taken Status
MOU between LeadWest and Discussions between LeadWest and WoMEDA In progress WoMEDA Review of work undertaken and planning of future work
North West Melbourne City Deal Draft NWMCD proposal being developed. In progress Deadline for submission to government moved from 30 May to 30 June.
Letter from Minister Tudge, Circulated Completed summary of other City Deals and WoMEDA reports to be circulated to all LW committee members
Bus Tour of Western Metropolitan Due to covid-19 the bus tour was replaced by Completed Region with CEOs providing a virtual tour / video of the region including details of focal points to LW EO all focal points.
External stakeholder engagement Being developed in line with the strategic plan In progress plan and meeting between LW Chair and EO with each Council re Meetings delayed due to covid-19 stakeholder relationships
Strategic plan Draft Strategic Plan circulated to all CEOs, In progress Councillors and Directors of all six Councils with a questionnaire on the vision and strategic objectives. Responses due by 1 June with analysis and finalised plan by 12 August
Updated operational budget Provided in Executive Officer’s report item 4.6 Completed on page 10
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