DV18.86 - Att 1 of 3 - Small Business Friendly Charter Local Governments WESTERN AUSTRALIAN SMALL BUSINESS FRIENDLY LOCAL GOVERNMENTS Charter
Commitment to this Charter is a requirement for participation in the Small Business Friendly Local Governments (SBFLG) initiative and outlines what the local government agrees to do to support small business in their area.
1. Commitment to small business The local government agrees to: a) recognise that the small business community is an important stakeholder; b) undertake regular and targeted consultation with this group; b) work towards understanding how its local small business community operates, its needs and goals, and the key challenges; c) provide networking and other development opportunities for its local small business community; and d) actively engage, where appropriate, with the Small Business Development Corporation (SBDC) on matters affecting small business. 2. Commitment to customer service The local government agrees to: a) maintain open lines of communication with small businesses through both formal and informal approaches; b) provide clear advice and guidance to small businesses with a focus on assisting them to understand and meet their regulatory obligations, and to work with them to achieve compliance; c) publish a set of clear service standards setting out what small businesses can expect from them; d) consider the needs of local small business owners for whom English is not a first language; and e) publish a link on its website to take small business owners to resources available on the SBDC website, including the Business Licence Finder. 3. Administration and regulation The local government agrees to: a) take reasonable action to limit unnecessary administrative burdens on small business such as: i. only asking for information that is absolutely necessary; ii. not asking for the same information twice; iii. working collaboratively with other local governments; b) undertake regular policy reviews to limit their impact on small businesses, and to test new policies and procedures for ‘small business friendliness’; and c) ensure that its officers have the necessary knowledge and skills to apply plans and regulations in a consistent manner. 4. On-time payment policy The local government agrees to work towards ensuring all invoices from small business suppliers are paid within 30 days. 5. Small business engagement The local government agrees to regularly meet and consult with the small business community, including small business operators and members of representative bodies, to assist their understanding of small business needs in their local area.
Small Business Development Corporation 6. Dispute resolution The local government agrees to implement a timely, cost-effective and non-judicial process to manage any disputes it may have with small businesses and to publish details of this on its website. The process could include referring the dispute to an independent dispute resolution service (such as that offered by the SBDC). 7. Additional activities to support small business In addition to items 4, 5, and 6 above, the local government agrees to implement at least three other activities to improve the operating environment for small businesses within its authority. Details of the initiatives are to be included in the local government’s bi-annual reports to the SBDC. 8. Progress reports The local government agrees to: a) provide the SBDC with a biannual progress report that outlines the results achieved in relation to its small business friendly initiatives, including its policy relating to small business being paid on-time, business advisory group, and dispute resolution process; and b) forward success stories and case studies to the SBDC in relation to the SBFLG initiative when requested. 9. Promotion and marketing of the program The local government: a) agrees that the Mayor and Chief Executive Officer will make a public statement in relation to its commitment to the SBFLG initiative, and to post this statement on its website; b) will be provided with a logo which it agrees to use in accordance with the SBFLG style guide supplied by the SBDC; and c) is encouraged to promote the SBFLG initiative by displaying the approved logo on its online and printed marketing and communication materials. 10. Contact details The local government agrees: a) that the primary contact for the SBFLG initiative will be the Chief Executive Officer and that a secondary contact will also be nominated, as a delegate of the Chief Executive Officer; and b) to provide the SBDC with direct contact details for the nominated contacts.
Name Position Phone number Email address Primary contact Chief Executive Officer Secondary contact
11. Acceptance On behalf of [insert local government name], we agree to the terms outlined in this Charter and agree to implement the SBFLG initiative.
Mayor Chief Executive Officer
Print name: Print name:
Signature: Signature:
Date: Date: MAR17/006 DV18.86 - Att 2 of 3 - Town of Cambridge Draft Economic Development Strategy
ECONOMIC DEVELOPMENT STRATEGY - DRAFT 2018 - 2022 Photo by Jon Davison - eyeinthesky.com.au
2 Town of Cambridge – Economic Development Strategy 2018 - 2022 Contents
1.0 Overview 4 1.1 Context 4 1.2 Development Process 5 1.3 Our Goals 6
2.0 Economic Development 8 2.1 What is Economic Development 8 2.2 Role of the Town of Cambridge 9 2.3 A Framework for Decision Making 9
3.0 Our Town 10 3.1 Where are we now 10 3.2 Employment Quality 12 3.3 Consultation Outcomes 15
4.0 Where We Want To Be 16 4.1 Goals 17
5.0 Next Steps 20
6.0 Appendix 1 - Centre Growth 22 6.1 Town of Cambridge – Employment Floorspace 22 6.2 Centre Break Down 23 6.3 Consumer Centres 24 6.4 Knowledge Centres 26 6.5 Strategic Centres 28
Cover Photo by Jon Davison - eyeinthesky.com.au
Town of Cambridge – Economic Development Strategy 2018 - 2022 3 1.0 Overview
The Town of Cambridge Economic Development Strategy (the Strategy) recognises the needs of local businesses and that the benefits of local economic growth should be communicated to all. It is the first step in an ongoing program of economic development activities that seek to create a business-friendly environment that will assist in maintaining our high level of employment quality and attract further investment in our Town.
By supporting economic growth, the Town of Cambridge aims to ensure that our current levels of amenity, prosperity and quality of life are maintained as Perth continues to grow, and that the Town of Cambridge builds on the sense of community that make our Town a great place to live, work and enjoy. 1.1 Context This Strategy will guide future development activities to be carried out by the Town of Cambridge and relevant partners over the short to medium term. It aligns with the State and Local planning framework and builds on the Town’s previous efforts in developing the Strategic Community Plan 2017 | 2027, Corporate Business Plan 2014-2018 and Local Planning Strategy by providing strategic direction and goals for future economic development efforts, that will in turn strengthen the Town’s position as one of Perth’s most livable areas.
Figure 1 illustrates the relationship between the Town of Cambridge’s Planning framework and those of the State and adjacent Local Governments. FIGURE 1. PLANNING FRAMEWORK OVERVIEW
4 Town of Cambridge – Economic Development Strategy 2018 - 2022 1.2 Development Process The Strategy has been developed through a process of desktop review and direct consultation. Consultation consisted of a series of five business workshops held from November to December 2017, which were supported by an industry survey distributed to all registered businesses within the Town. This review and consultation process has guided the development of the Strategy’s goals and actions.
The Draft Strategy is subject to a process of public comment that will remain open to
FIGURE 2. DEVELOPMENT PROCESS
Town of Cambridge – Economic Development Strategy 2018 - 2022 5 OUR VISION We will understand the needs of our local businesses and work with industry to support economic activity that enhances the prosperity, safety and quality of life within our local communities.
1.3 Our Goals The Town currently supports approximately 3,914 businesses, with a number of centres ideally situated within close proximity to the Perth CBD and other major commercial centres. Businesses include regionally significant medical and community facilities, a spectrum of specialised professional and technical services, and a large number of small businesses and sole operators.
The objective of the Strategy is to meet the needs our business community and attract new businesses to service our increasing population. To ensure our high standard of living, our centres will need to develop in a manner that attracts high value activity while considering our broader community aspirations and environmental responsibilities. The goals outlined in this Strategy reflect these challenges and connect to the Town’s strategic focus areas laid out in the Strategic Community Plan 2017 | 2027. Looking forward, they establish a framework for ongoing consultation and the development of specific and measurable economic development actions to be undertaken by the Town of Cambridge.
STRATEGIC GOALS ALIGNMENT TO SCP FOCUS AREAS
1. Provide a high standard of communication and business support
2. Develop our unique centres to support population growth and attract high quality employment
3. Manage the activation of our centres and shared public spaces
4. Improve transport connections for centres and local businesses
Strategic Community Plan Focus Areas
Our Council Our Natural Environment
Our Planned Neighbourhoods Our Community Life
6 Town of Cambridge – Economic Development Strategy 2018 - 2022 Photo by Jon Davison - eyeinthesky.com.au
Town of Cambridge – Economic Development Strategy 2018 - 2022 7 2.0 Economic Development
2.1 What is Economic Development In the context of local government, economic development is the implementation of policy, regulations, programs and initiatives that collectively create an environment that encourages businesses to grow and prosper. It is important to recognise that economic growth is a business-led process and that local government economic development efforts must be guided by the needs of businesses and the broader community.
Economic growth is not an end in itself. In any local government activity there must be a clear justification for active participation or intervention. Balanced economic growth, that considers both the needs of businesses and the impact on the local community, can bring with it many benefits. The purpose of this Strategy is to establish the guiding principles, goals and strategic initiatives that encourage growth in targeted industries and centres, delivering economic and social benefits for us all.
8 Town of Cambridge – Economic Development Strategy 2018 - 2022 2.2 Role of the Town of Cambridge Within this process, the role of the Town of Cambridge is to act as a central regulator, coordinator and facilitator, working to understand the challenges facing local businesses including; linking businesses with appropriate resources, advocating on behalf of local businesses, and supporting specific projects where appropriate.
The levers available to local government can be described under the following hierarchy: CONTROL e.g. Establishing local policy and regulation, directing internal resources, utlisation of local government controlled land and assets, implementing programs and events, and supporting projects with seed funding INFLUENCE e.g. Facilitating the strengthening of networks that encourage the sharing of knowledge and investment opportunities, and supporting communication with State and Federal governments regarding the influence of wider policy, projects or funding decisions. MONITOR e.g. Tracking economic performance indicators and collecting feedback from businesses regarding current issues or opportunities. 2.3 A Framework for Decision Making Effective economic development strategy establishes a sound ongoing framework for the consideration of economic impact across all council activities and guides the allocation of limited resources in a way that creates measurable benefits for residents and businesses.
In order to ensure measurable outcomes, the Strategy is based on the following principles:
1. All activities should create outcomes that link to long term strategic goals of the Town of Cambridge, described in the Strategic Community Plan 2017 | 2027
2. Activities should be prioritised based on the sound assessment of business need and value for money, considering both economic and social benefits
3. The value of activities should be measurable under a universal framework of assessing impact versus the application of resources.
Town of Cambridge – Economic Development Strategy 2018 - 2022 9 3.0 Our Town
3.1 Where are we now The Town of Cambridge holds a strategic position in Perth’s western suburbs with close proximity to the Perth CBD, Subiaco and Leederville, and with direct access to rail and freeway. The area includes the suburbs of City Beach, Floreat, Wembley and West Leederville and a portion of Jolimont, Subiaco and Wembley Downs.
The Town is a predominantly residential area with regionally significant recreational and natural reserves. Single residential houses are prevalent, however townhouses and apartments have experienced the largest increase in the last five years, indicating the direction of change in the residential character of the town.
Strategic commercial centres are located along the urban corridor of Cambridge Street. St John of God Hospital and surrounding medical facilities significantly influence the employment base of the Town with more than half of all local jobs being in medical or associated community services.
*ESS - Employment Self Sufficiency *ESC - Employment Self Containment
10 Town of Cambridge – Economic Development Strategy 2018 - 2022 FIGURE 3. POPULATION DENSITY (2016)
FIGURE 4. CHANGE IN FLOORSPACE DENSITY (2009 TO 2017)
Town of Cambridge – Economic Development Strategy 2018 - 2022 11 3.2 Employment Quality Employment quality is a key indicator of the strength of a local economy. There are proportionally higher levels of Knowledge Intensive employment within the Town, which is reflective of the large number of medical and community facilities. Combined Knowledge Intensive and Strategic employment currently stands at 36% of total employment compared to the Greater Perth average of 33%. The Town’s high employment quality results in high relative employee wage levels. Maintaining or increasing current level of quality employment will be particularly important in efforts to strengthen our local economy and support our high standard of living.
WHAT IS EMPLOYMENT QUALITY?
Employment can broadly be understood in terms of knowledge requirements and markets. High knowledge employment is desirable as it is less prone to automation and is associated with higher levels of education, qualification and income. Strategic employment is termed so as it does not rely on a local population catchment, instead servicing broader regional, interstate or international markets. As strategic employment tends to be subject to greater competition it is also an area where focussed efforts to improve business conditions can have the largest impact.
Five employment categories have been defined to assist in understanding the dominant role of centres and identify target industries. KIPS and Export employment is collectively referred to as strategic.
Consumer Services: Basic business-to-consumer activity
Producer Services: Basic business-to-business activity
Knowledge Intensive Consumer Services (KICS): Business-to-consumer activity with high knowledge requirements
Knowledge Intensive Producer Services (KIPS): Business-to-business activity with high knowledge requirements
Export: Direct export related activity*
*Based on national averages of exports by industry
12 Town of Cambridge – Economic Development Strategy 2018 - 2022 FIGURE 5. TOWN OF CAMBRIDGE EMPLOYMENT QUALITY (2016)
FIGURE 6. PERTH METRO EMPLOYMENT QUALITY (2016)
FIGURE 7. HIGH KICS EMPLOYMENT INDUSTRIES FIGURE 8. HIGH STRATEGIC EMPLOYMENT (NUMBER OF JOBS) INDUSTRIES (NUMBER OF JOBS)
Town of Cambridge – Economic Development Strategy 2018 - 2022 13 FIGURE 9. KICS EMPLOYMENT DISTRIBUTION
St John of God Hospital and the adjacent medical precinct are a key location for Knowledge Intensive employment. This centre serves an anchor for a range of associated health and community services located in surrounding area.
FIGURE 10. STRATEGIC EMPLOYMENT DISTRIBUTION
West Leederville attracts a range of strategic industries including architecture, engineering, ICT and energy & resources. It also provides a range of associated business services that support this activity.
14 Town of Cambridge – Economic Development Strategy 2018 - 2022 3.3 Consultation Outcomes Achieving the desired economic and employment outcomes will require ongoing communication and cooperation between local government, local businesses and the broader community. The Town undertook an extensive consultation process in developing the Strategy to ensure industry needs and concerns are understood and addressed. Local businesses from a broad array of industries were consulted through a series of workshops with a supporting survey distributed to all registered businesses within the Town. The goals of the consultation were to:
• Understand local factors influencing the capacity for growth of population driven and export oriented industries
• Capture perceptions regarding the benefits and constraints associated with operating within the Town
• Identify local government activities that could contribute to development of the Town’s economy
A set of opportunities where identified through the consultation with a corresponding level of importance assigned to population driven and export orientated industries based on survey response rates.
The results highlight that economic development actions should be tailored to targeted industries and the economic function of each centre. As the primary strategic centre within the Town, West Leederville’s businesses see the affordability and availability of suitable premises, availability of parking and internet speed as key local factors influencing the success of their operations. For consumer (retail) centres, place activation, streetscape and high volume pedestrian traffic naturally plays a more important role.
The process also highlighted a number of key areas where local government could work with local business to ensure the Town’s economy continues to thrive. These included:
• Providing certainty regarding the Town’s position on development and densification
• The improvement of communication and approvals processes for businesses
• Developing a nuanced understanding of the local impact (or lack of impact) of various types of businesses
• Facilitating the creation of networking opportunities
• Providing small business support and information
• Event co-ordination and visitor attraction
Town of Cambridge – Economic Development Strategy 2018 - 2022 15 4.0 Where We Want To Be
THE CHALLENGE
The Town of Cambridge affords businesses with a range of important locational advantages, such as direct access to Perth CBD, major road and rail links, and a highly qualified resident base. These factors, combined with assets such as quality open spaces, beach frontage and the presence of major health, education and aged care facilities, create the underlying conditions for our strong local economy. However, there is room for improvement if the Town is to continue to accommodate growth, attract business investment and improve the activation of our spaces and centres. Central to the Town’s efforts is the building of an ongoing relationship with local businesses. A number of key opportunities have been identified through recent consultation and form the basis for our strategic goals and supporting strategies.
The State Government’s Perth and Peel @3.5million (March 2018) lays out a target of maintaining the 2011 Central Sub-Region Employment Self-Sufficiency (ESS) target of 139.7% to 2050. A large portion of this employment in contained within the Perth CBD and, as a predominantly residential area, the Town of Cambridge naturally has proportionally lower ESS, with a level of 79% in 2011. In order for this ESS to be maintained, both population driven employment and strategic employment will need to grow at approximately the same rate as population over the long term. This translates to a total of 16,500 jobs by 2050, compared to 10,300 jobs in 2011. From 2011 to 2016 an additional 2,800 jobs were created, giving an ESS of 96%, meaning that the Town has made significant advances towards this target. In achieving our long term goals we should be cognisant of broader growth cycles which lead to some periods of strong growth and other periods of little activity.
Many of the required jobs will be created naturally through planned population growth, attracting retail development in line with resident’s demands. However, if the Town’s economic strength is to be maintained, it will be necessary to support businesses in expanding and creating further high quality employment opportunities.
Through economic development activities, local living and working lifestyles will be encouraged. Such opportunities help increase the Town’s low Employment Self Containment (16%), which will result in a strengthening of the Town’s community connectivity and unique character while mitigating growing congestion issues.
The broad economic objectives are reflected in the following economic indicators and targets (see Figure 11).
16 Town of Cambridge – Economic Development Strategy 2018 - 2022 FIGURE 11. LONG TERM ECONOMIC INDICATORS
METRIC TARGET
Employment Self Sufficiency (ESS) Maintain a minimum ESS of 79% Employment Self Containment Increase from a baseline ESC of 16% (ESC) Maintain lower relative unemployment Unemployment 5.3% compared to 8.1% for Greater Perth Maintain higher relative wages Wages Mean employee income $98,222 vs $67,557 for Greater Perth (45% higher) Increase business satisfaction across a range of metrics relevant to Town of Cambridge activities, such as: • Town of Cambridge communication and internal processes Business Satisfaction • Development and infrastructure • Place activation and pedestrian traffic • Transport, parking and congestion As long term indicators, rapid changes in these metrics should not be expected. The tracking of these indicators should be supported with program and initiative level outcomes monitoring that focusses on gathering immediate feedback post project in program implementation. 4.1 Goals Four overarching strategic goals have been identified to guide our future economic development activities, they are:
STRATEGIC GOALS ALIGNMENT TO SCP FOCUS AREAS
1. Provide a high standard of communication and business support
2. Develop our unique centres to support population growth and attract high quality employment
3. Manage the activation of our centres and shared public spaces
4. Improve transport connections for centres and local businesses
Strategic Community Plan Focus Areas
Our Council Our Natural Environment
Our Planned Neighbourhoods Our Community Life
Town of Cambridge – Economic Development Strategy 2018 - 2022 17 GOAL 1: PROVIDE A HIGH STANDARD OF COMMUNICATION AND BUSINESS SUPPORT
Central to the Strategy is the development of an ongoing feedback loop between the Town of Cambridge and local business that will guide the development and prioritisation of future actions.
Strategy:
1.1 Encourage business liaison within the Town of Cambridge and advocate on behalf of business considerations
1.2 Provide a clear single point of contact for business queries and concerns
1.3 Conduct regular surveys of local business perceptions to collect and communicate key opportunities, challenges and actions
1.4 Develop and maintain a business information portal, with links to relevant industry networks and events, and practical information to assist small business operations within the Town
1.5 Implement a system to reduce the time of assessments for all applications
Opportunity
• An active business portal and streamlined approval processes will provide a clear message that the Town of Cambridge is ‘open for business’
GOAL 2: DEVELOP OUR UNIQUE CENTRES TO SUPPORT POPULATION GROWTH AND ATTRACT HIGH QUALITY EMPLOYMENT
Centres should be developed in a way that responds to their unique character and function, addressing business needs and considering our community aspirations and environmental responsibilities.
Strategy:
2.1 Encourage innovative urban planning and design that responds to the needs of businesses and promotes increased pedestrian traffic
2.2 Work to attract businesses that support high levels of employment quality by providing shared facilities and infrastructure appropriate to each precinct
2.3 Incorporate projected increases in population and employment floorspace provision in activity centre level planning
2.4 Investigate the use of development incentives to encourage the design of precincts and building with high levels of environmental quality and energy efficiency
Opportunities
• Implementation of fast free public wifi within strategic precincts can provide a key attractor for ICT and Professional Services industries
• Formal and informal shared work and meeting spaces will encourage the development of business-to-business links and cooperation
• Encouraging bespoke, rather than deemed to comply, solutions will allow for innovative urban design, helping us to develop the unique character of our centres and reduce our environmental impact
18 Town of Cambridge – Economic Development Strategy 2018 - 2022 GOAL 3: MANAGE THE ACTIVATION AND OUR CENTRES AND SHARED PUBLIC SPACES
Local businesses understand the needs of their customers and clients and, as providers of key services and amenity, they are well placed to support place activation and successful events.
Strategy:
3.1 Collect data and business feedback to inform the development of centre activation strategies
3.2 Build on the Town’s current community, recreation and cultural events schedule by further integrating local businesses and content
3.3 Investigate the development of targeted commercial uses, such as cafes, that will support the increased utilisation of our public open spaces and natural assets
Opportunities
• Improving signage and wayfinding within and around centres will support increased visitation and pedestrian traffic
• The input and support of local businesses will improve community links while allowing for the expansion of events programs and improvement of local amenity to the benefit of the community
GOAL 4: IMPROVE TRANSPORT AND CONNECTIVITY FOR CENTRES AND LOCAL BUSINESSES
A strategic approach to transport and parking can provide an important competitive advantage for our centres. Walkability, cycling links and effective public transport are key factors in encouraging a live-and-work local lifestyle.
Strategy:
4.1 Continue to improve walking and cycling links within the Town and to adjacent centres of Subiaco, Leederville and the Perth CBD
4.2 Identify optimal parking payment structures and infrastructure to support business activity in centres
4.3 Investigate improved public transport services that support our centres and encourage tourism and visitation
Opportunities
• The implementation of the West Leederville – Leederville link will improve walkability and public transport access to the West Leederville strategic centre, while helping to mitigate local congestion issues
• The linking of City Beach to Fremantle, Cottesloe and Scarborough via public transport services will support increased visitation
Town of Cambridge – Economic Development Strategy 2018 - 2022 19 5.0 Next Steps
A number of opportunities were identified through the consultation and review process and form the basis for the preliminary actions listed below.
Note: Timeframes are classified into Short – 1 to 2 years, Medium - 2 to 4 years and Long - 5 to 8 years
GOAL 1. PROVIDE A HIGH STANDARD OF COMMUNICATION AND BUSINESS SUPPORT
Strategy Preliminary Actions Timeframe Impact Metrics Item Investigate business liaison responsibilities and required 1.1 Short resources Review current processes regarding external business 1.2 communications and develop appropriate systems and Short protocols Business satisfaction rating relevant to a Develop and maintain a list of contact details for interested Short range of domains (to be defined) e.g. local businesses 1.3 - Effectiveness of communication Develop a suite of centre based business perception surveys Short - Speed of approvals Distribute surveys on an annual basis Short - Quality of information Investigate content and resource requirements for the 1.4 development of a business information portal/site within the Medium Town of Cambridge website Review current business related approvals processes and 1.5 Medium develop a set of process improvement recommendations
GOAL 2. DEVELOP OUR UNIQUE CENTRES TO SUPPORT POPULATION GROWTH AND ATTRACT HIGH QUALITY EMPLOYMENT
Strategy Preliminary Actions Timeframe Impact Metrics Item
Review current design guidelines and current processes for 2.1 assessing alternative solutions presented in development Medium applications Number of businesses (ABS Business Counts) Review NBN role-out schedule and collect perceptions of Short Total employment internet service quality post NBN connection (ABS Census) Investigate the introduction of high speed public wi-fi, or other ‘smart precinct’ initiatives for West Leederville in Employment quality by centre Short 2.2 support of planned development of the West Leederville – (based on analysis of ABS Census) Leederville link Incorporate collection of information regarding other Business satisfaction rating relevant to a desired shared spaces, facilities or common use Medium range of domains (to be defined) e.g. infrastructure in survey material - Urban design quality Finalise and distribute Local Planning Strategy Short - Office space affordability and Develop an active spatial database for monitoring current Medium suitability floorspace provision based on development approvals data 2.3 - Internet speed/reliability Review and update floorspace provision targets in relevant Long Activity Centre Plans
20 Town of Cambridge – Economic Development Strategy 2018 - 2022 GOAL 3. MANAGE THE ACTIVATION AND OUR CENTRES AND SHARED PUBLIC SPACES
Strategy Preliminary Actions Timeframe Impact Metrics Item Investigate and implement a data collection system to determine baseline levels of pedestrian activity and visitation Short for targeted centres (e.g. mobile phone data or pedestrian 3.1 counts) Review place activation performance of key centres and Pedestrian counts incorporate assessment of place activation principles within Long Local events content (%) future Activity Centre Plans New commercial floorspace Review local business content and partnership arrangements for current events programs with the objective of increasing Short 3.2 local partnership and content Business satisfaction rating relevant to a range of domains (to be defined) e.g. Investigate potential for hosting local business networking Medium - Place activation initiatives oriented events in partnership with industry associations - Facilitation of events Review public open space Activity Plans and investigate mechanisms of introducing appropriate commercial uses. 3.3 Priority will be given to Lake Monger reserve, with the Medium opportunity for development of a Café identified in the Strategic Community Plan 2017 | 2027 consultation process
GOAL 4. IMPROVE TRANSPORT AND CONNECTIVITY FOR CENTRES AND LOCAL BUSINESSES
Strategy Preliminary Actions Timeframe Impact Metrics Item
Implement recommendations of the parking strategy, public Short transport strategy and bike plan review process 4.1 Mode of travel data (ABS census) Investigate a ‘mode-shift’ program to encourage increased Long use of alternative modes of travel and commuting Bus service patronage
Conduct a study of parking limits and payment structures Business satisfaction rating relevant to a 4.2 with the objective of incentivising visitation, dwell time and Medium range of domains (to be defined) e.g. expenditure - Parking fees and limits - Parking availability Investigate alternative routes for Town of Cambridge funded public transport in partnership with other relevant local 4.3 Medium councils – e.g. Perth CBD to City Beach and/or Fremantle to Scarborough bus link
Town of Cambridge – Economic Development Strategy 2018 - 2022 21 6.0 Appendix 1 - Centre Growth
6.1 Town of Cambridge – Employment Floorspace The Town of Cambridge provides significant employment floorspace to meet the needs of both local population and industries. Employment related floorspace includes both community and commercial uses such as recreation facilities, health services, retail stores and office space amongst other uses. The Town will need to plan for appropriate commercial development, providing sufficient capacity to accommodate projected employment and support local population growth targets laid out in Perth and Peel @ 3.5 million.
Additional capacity will ensure that the local economy can thrive and provide the necessary services and offerings to meet local population demands. It is estimated that as Perth and Peel approaches a population of 3.5 million residents, our Town may need up to 300,000m2 in additional employment floorspace in order to maintain an ESS of 79%, including a mix of entertainment, food and beverage, health, education, office, utilities and retail uses. Additional floorspace will provide for a mix of local community needs as well as knowledge intensive and strategic activity that contributes significantly to the prosperity of our Town. FIGURE 12. ESTIMATED FLOORSPACE REQUIREMENTS TO 2050 (ALL CENTRES)
Source: Department of Planning 2015
22 Town of Cambridge – Economic Development Strategy 2018 - 2022 6.2 Selected Centre Break Down Centre function describes the role that centres play within the Town of Cambridge as well as their primary economic drivers
Centres can be described as either:
Consumer Centres: provide for the daily goods and services needs of a local population catchment
Knowledge Centres: provide for specialised education, health and social services for a broader inner Perth Metropolitan Area catchment
Strategic Centres: provide specialised services and products for other businesses or visitors who tend to be from outside of the Town of Cambridge, either in the broader Perth Metropolitan Area, interstate or overseas. SELECTED KEY CENTRES:
Town of Cambridge – Economic Development Strategy 2018 - 2022 23 6.3 Consumer Centres FIGURE 13. AVERAGE EMPLOYMENT QUALITY Consumer centres provide our community with the goods and services they need on a daily and weekly basis. Targeted densification around centres will therefore create a need for additional floorspace. Growth and diversification of offerings in these centres will help maintain and improve the quality of life in our communities.
There are a range of consumer based centres in the Town, including larger district centres such as Wembley and Floreat Forum and smaller local centres such as Grantham Street, Empire Village and Ocean Village. Some centres are predominately retail based, while others tend to be more diverse and provide important office floorspace for small local businesses.
Consumer Services are generally driven by population demand and future development will be driven by local population growth and targeted densification. Part time employment makes up almost half of total employed persons in these centres (49%). The centres employ a total of approximately 1,550 full-time and 1,500 part-time employees, or 17% of full time equivalent (FTE) positions in the Town. FUTURE FLOORSPACE FIGURE 14. SELECTED CONSUMER SERVICE CENTRE FLOORSPACE Retail floorspace makes up a large proportion of floorspace in these centres (40%). A retail needs assessment undertaken to support the Strategy indicates that retail floorspace is currently at appropriate levels, however additional floorspace will be required in response to local increases in population density.
There is a broader trend for traditional retail centres to offer a more diverse range of offerings, such as restaurants, cafes and small bars. The benefit of larger and more diverse centres is that they can attract a critical mass of visitation to support a broader range of offerings for the local community.
On the basis of the projected population growth to 2050, it is estimated that Consumer Services centres could require approximately 39,000m2 of additional employment floorspace in order to meet the needs of the local residents.
24 Town of Cambridge – Economic Development Strategy 2018 - 2022 DISTRICT CENTRES
Floreat Forum and Wembley Centre are both identified as district centres in State Planning Policy 4.2 (SPP4.2). As larger centres, they should meet the daily to weekly needs of residents with a local community focus, providing services, facilities and job opportunities that reflect the particular needs of their catchments. The policy outlines specific goals for district centres, including higher density residential development within a walkable catchment and a greater diversity of floorspace uses, particularly as a centre grows. FLOREAT FORUM FIGURE 15. FLOREAT FORUM FLOORSPACE
Floreat forum provides significant retail amenity to residents of the Town. Approximately 53% of the centre’s employment is in consumer services, the highest of any of the Town’s centres. Floreat Forum provides significant convenience and comparison retail offering from national brands with additional local food retailers. Employment is predominately part-time (64%) with a total of almost 890 employed persons. It is estimated that the centre could require an approximately 8,400m2 of additional employment floorspace in order to meet 2050 population projections. WEMBLEY FIGURE 16. WEMBLEY CENTRE FLOORSPACE
Wembley is a slightly more diverse centre with 43% of employment related to consumer services, reflecting a different role to Floreat Forum. Wembley is a main street centre that lends itself to more local owner operated establishments. Its employment breakdown is 60% full-time and 40% part-time with approximately 960 persons employed in the centre. It is estimated that the centre could require approximately 10,500m2 of additional employment floorspace in order to meet 2050 population projections.
Town of Cambridge – Economic Development Strategy 2018 - 2022 25 6.4 Knowledge Centres FIGURE 17. AVERAGE EMPLOYMENT QUALITY Knowledge centres provide important services, such as health and education, for our community and neighbouring communities alike. We are fortunate to have a significant asset, the St John of God hospital, within our Town, providing world class health care for many in our community and beyond. It is necessary to ensure that as our community and the Greater Perth population grows, there is a framework to help ensure appropriate strategic development of the areas surrounding our key medical centre.
There is a mix of large and small knowledge based centres in the Town. Smaller centres provide services for the local community including health and education (e.g. local health providers and primary schools). The Medical Precinct provides important health services for a large metropolitan catchment and is also a key employer for the Town, with approximately 2,300 jobs in the St John of God hospital alone. Total employment in Knowledge Centres is approximately 2,800, with a significant proportion of employment in Knowledge Intensive Consumer Services (KICS).
Major hospitals are an important anchor for a range of related activity driven both by the agglomeration of complimentary services and the demands of the large worker base. St John of God and the Town of Cambridge are currently progressing re- development plans, which include a dedicated research facility. Such developments will strengthen our Town’s position as a centre of world class knowledge and services. The land immediately adjacent to St John of God is important for the co-location of complimentary services that cannot be accommodated within the hospital site. Prioritisation of this land for related medical uses will support growth in high value small to medium businesses, allowing for a greater of diversity of medical services to develop around the hospital. FUTURE FLOORSPACE FIGURE 18. KNOWLEDGE CENTRE FLOORSPACE Health providers, education facilities and community services make up a large component of total floorspace (up to 50%) in these centres. It is estimated that Knowledge Centres could require approximately 18,000m2 of additional employment floorspace in order to meet the projected 2050 population (exclusive of St John of God Hospital).
26 Town of Cambridge – Economic Development Strategy 2018 - 2022 MEDICAL PRECINCT FIGURE 19. MEDICAL PRECINCT FLOORPSACE
The Medical Precinct plays an important role in providing floorspace for health-related industries that require proximity to the St John of God hospital. The proximity of the smaller businesses to a large anchor such as the hospital creates the opportunity for positive industry effects such as knowledge sharing and labour pooling. The Medical Precinct surrounding the SJOG Hospital is estimated to contain approximately 24,000m2 of floorspace, supporting between 250 and 300 jobs.
It is estimated that the Medical Precinct could require between 11,000m2 and 19,000m2 of additional employment floorspace in order to meet 2050 population projections. As a centre of highly specialised services located in an attractive location for business owners and employees, it is likely that demand would exist for additional expansion beyond this level.
Town of Cambridge – Economic Development Strategy 2018 - 2022 27 6.5 Strategic Centres FIGURE 20. AVERAGE EMPLOYMENT QUALITY Strategic centres will play an important role in ensuring our local economy can keep pace with the growth in our communities. The industries that locate in these areas tend to be business-to- business or export oriented, meaning they serve markets beyond our Town. We are fortunate to have a strategic employment hub in West Leederville that is ideally located on key transport routes and within walking distance of the Perth CBD and other major centres. As the Greater Perth population grows there will be the opportunity for West Leederville to continue to serve as an ideal location for targeted strategic industries and generate high skilled, high wage employment opportunities for our residents.
Like hospitals, concentrated strategic centres provide an anchor for a wide range of supporting consumer and business-to- business activity. Strategic employment should therefore not be viewed in isolation but as a multiplier for other local activity. Towards the City, strategic employment is associated with office floorspace with high concentrations of ICT, architecture, engineering and various professional and business services. On the coast, strategic employment is linked to tourism and visitation associated with the significant natural assets of the beach and surrounding public open space. Total employment in Strategic Centres is approximately 1,700, of which almost 80% is full time employment. These centres have the highest proportion of Knowledge Intensive Producer Services (KIPS) employment (28%),
FUTURE FLOORSPACE FIGURE 21. STRATEGIC CENTRE TOTAL FLOORSPACE It is estimated that Strategic Centres could require approximately 55,000m2 of additional employment floorspace in order to meet the projected 2050 population.
28 Town of Cambridge – Economic Development Strategy 2018 - 2022 WEST LEEDERVILLE FIGURE 22. WEST LEEDERVILLE FLOORSPACE
West Leederville is a key strategic centre that provides over 30% of the Town’s total office floorspace. It has significant comparative advantages such as proximity to the City, and proximity to train stations, pedestrian links and cycle paths, as well as being on the border of the Perth CBD Free Transit Zone. As a strategic employment centre, West Leederville also offers a high level of diversity with significant entertainment floorspace, retail floorspace and high-density residential development. In future, the centre is earmarked to grow significantly in terms of both residential and commercial uses. It is estimated that West Leederville could require approximately 51,000m2 of additional employment floorspace in order to keep pace with 2050 population projections. CITY BEACH AND FLOREAT BEACH CENTRES FIGURE 23. CITY BEACH AND FLOREAT BEACH FLOORSPACE The City Beach and Floreat Beach centres provide amenity for a significant population, including local residents, Greater Perth residents and tourists visiting from interstate and overseas. The centres provide a distinct offering compared to Cottesloe and Scarborough, with a unique family friendly environment. City Beach has recently been redeveloped and provides an important entertainment and recreation precinct in addition to valuable public open spaces. As the local population grows and visitation increases there will be a need to ensure that amenity keeps pace with demand. The success of the centres is highly dependent on the quality of the natural environment and surrounding spaces. It is estimated that, based on local population growth, the centre could require an additional 4,000m2 of employment floorspace by 2050. Further floorspace may be considered if the centres are to be developed to accommodate increases in local population density or attract additional tourism visitation.
Town of Cambridge – Economic Development Strategy 2018 - 2022 29 Administration/Civic Centre 1 Bold Park Drive, Floreat WA 6014 Monday to Friday 8.00am to 5.00pm PO Box 15 FLOREAT 6014 T: 08 9347 6000 F: 08 9347 6060 [email protected] www.cambridge.wa.gov.au
Photo by Jon Davison - eyeinthesky.com.au
Printed on recycled paper DV18.86 - Att 3 of 3 - Small Business Friendly Local Government - Potential Councils Activity List
Small Business Friendly has turned one
To help pave the way to more productive relationships between small business and local governments in Western Australia, in August 2016, the Small Business Development Corporation (SBDC) launched the Small Business Friendly Local Governments (SBFLG) initiative. The main focus of the initiative is to encourage local governments to work more closely with small business owners to support economic development in their local communities. This is through recognising organisations that are already demonstrating, or working towards, better practice in engaging with and supporting their small business community.
Now that we’ve reached this first milestone, it’s a good opportunity to look back on what has been achieved so far.
City of Armadale
The City of Armadale recently endorsed a digital strategy, developed in consultation with businesses across the City, which aims to increase the number of City-related transactions and interactions that can be carried out online, making life easier for business operators and local residents. The City is constantly on the lookout for additional programs and support it can offer local small businesses, and updates its website with details. Working with Business Foundations, it provides the Enterprise Development Program offering training across a range of business topics including financial management and operating in the digital world.
Shire of Brookton
Since joining, the Shire of Brookton has added a dedicated small business support page to its website, which includes links and information relevant to local small businesses. The content of the page was informed by direct consultation with small businesses, with the Shire also holding a business sundowner to announce the new resource. The Shire has launched a business directory on its website making it easier for residents to ‘buy local’ and also distributes a quarterly e-newsletter to disseminate business related information.
Small Business 13 12 49 Development Corporation smallbusiness.wa.gov.au City of Canning
The City of Canning has been working to build the capacity of local businesses to win work with the City through the Canning Supplier Development Program. The program offers a series of workshops covering the City’s planning and policy framework, Being ‘Small Business Friendly’ makes procurement policies and requirements, along a huge difference to our customers’ with tendering for state and federal government satisfaction. It makes us focus on the things projects. One-on-one tuition in tender writing has that are important to business – providing also been provided. development programs and workshops, offering a range of resources and The City has been encouraging busines newcomers advocating on their behalf’. to become involved through a series of workshops offered in partnership with fellow SBFLG participant Mark Holdsworth the Town of Victoria Park and other government Executive Manager Strategic Positioning agencies. The City has also updated its website and City of Canning launched a newsletter to provide more relevant information to local small businesses.
Shire of Chittering
Since joining, the Shire of Chittering has introduced a wide variety of initiatives to assist local small businesses including providing more The main benefit for the local community of small business content on its website, launching us being small business friendly is a raised a shop local social media campaign and sharing awareness for residents of what is actually procurement opportunities. available within the Shire. We understand that for every $100 spent at locally owned The Shire has also introduced a development businesses $68 will stay in the community. application checklist to combine planning, Whereas the same $100 spent at a national building and health requirements into one form. chain equates to just $43 staying in the In the SBDC’s experience, these are often community. So, we are leading by example areas where small businesses find it difficult to with this local economy booster, giving understand their regulatory obligations. Initiatives residents more opportunity, and motivation, like these are relatively easy to implement but can to ‘Shop #Chittering Support Local’. make a huge difference to small business. Alan Sheridan Chief Executive Officer Shire of Chittering
Town of Claremont
The Town of Claremont has established a Claremont Town Centre Advisory Committee and employed a dedicated place activation officer. Under the direction of the Committee, the Town has undertaken a range of actions including engaging with local business owners, forming the Claremont Town Centre Collective, and promoting local businesses.
The Shire of Dandaragan has made a difference to its local business community by providing empty space in Shire buildings, rent free, to start-up businesses for up to three months. This kind of boost can make a huge difference to newly launched businesses. The Shire has also been self auditing to ensure purchasing decisions are in line with Its policy of using local businesses as a priority. In conjunction with the Jurien Bay Chamber of Commerce, the Shire has hosted a business networking sundowner.
City of Gosnells
As an early adopter of the SBFLG initiative, the City of Gosnells continues to support its local small businesses by hosting free quarterly local business forums, covering topics such as an industry skills fund and the Business Local advisory program. The City also held a migrant business showcase, a free event with 36 local businesses given the opportunity to promote their goods and services to the public. Practical support is provided through the City-owned Gosnells Business Incubator and by organising regular networking events at local business premises. More than 7,000 local small businesses are kept up-to-date through an economic development newsletter, with a special welcome edition issued to newly registered businesses.
City of Joondalup
The City of Joondalup assists local small businesses by supporting the sixty27 co-working space at the NW Metro TAFE. This includes regular events and Signing up to the Small Business Friendly workshops held at the venue. Through a partnership Local Government initiative was an easy with the ECU Business Innovation Centre, the City decision for the City of Joondalup because ensures businesses using the facility are kept the required elements were already in informed about City of Joondalup news. place and the program is consistent with The City regularly updates its website to provide our objectives to support and encourage relevant small business information and access the growth of more sustainable, innovative to e-newsletters. A web page, dedicated to its and productive business, which will in partnership with ECU, provides a window for turn create wealth for the community and businesses to engage with the university to access support local job opportunities. knowledge and support. The City also delivers small business forums and supports events held Gary Hunt by partner organisations such as the Joondalup Chief Executive Officer Business Association. City of Joondalup
3 City of Kalgoorlie-Boulder
The City of Kalgoorlie-Boulder has been improving the quotation and tendering capacity of small businesses in its local area. This has included delivering information sessions on procurement policies, and providing sample tender and vendor panel information to the Kalgoorlie-Boulder Chamber of Commerce and Industry and the area’s Business Local provider. Moving forward, these workshops will be developed in response to feedback from local businesses. Barriers to local procurement such as the cost of bidding, pre-qualification processes, insurance levels and timeframes will also be examined. The City has supported a buy local media campaign, with further actions being developed in conjunction with the local Chamber of Commerce and other retail business representative groups and committees.
City of Karratha
The City of Karratha has elected to help local small businesses by accepting more online payments, increasing representation of small businesses in its supply chain and procurement contracts, and facilitating business networking events.
Shire of Nannup
Working with Business South West and the Business Initiative Group Nannup, the Shire of Nannup has been focusing on improving strategies for liaison between these groups and the small business community. The Shire is also reviewing website content to see what other small business information can be provided, and improving communications and customer service to local businesses.
Shire of Narrogin
The Shire of Narrogin has been assisting local small businesses to meet the occupational health and safety requirements needed to be included on the Shire’s preferred supplier list. The Shire is also promoting its commitment to the initiative by promoting it on its website, Facebook page and at local Chamber of Commerce events. The Shire will continue to revise the information available to small businesses on its website.
Town of Port Hedland
Improving communication and customer service has been a feature for the Town of Port Hedland, by rolling out a customer service has e-learning module, introducing an economic development team and facilitating small business forums and events in partnership with the Port Hedland Chamber of Commerce and Industry.
The City of Stirling has conducted a detailed survey of local small businesses to gain insight into their needs, concerns and requirements. The economic development team presented the findings to the City’s leadership team with follow-up meetings to discuss implementing practical solutions and improvements. As a result of the survey the City is planning to hold e-tendering workshops for local businesses to provide more opportunities for them to access work with the City. An al fresco dining policy is also being developed, and fees for mobile food trucks have been reviewed and reduced. These practical initiatives to assist small business have emerged directly as a result of targeted local consultation. The City is reviewing and updating business related content on its website, in line with small business needs and requests, as well as continuing to provide support to the Stirling Regional Business Incubator.
Town of Victoria Park
First to sign up to the SBFLG initiative, the Town of Victoria Park has consulted with local small businesses through workshops and café conversations to gather input for its revised At the Town of Victoria Park we aim to economic development strategy. The Town also assist small businesses where we can. surveyed local businesses to understand their Through the small business friendly training needs, and as a result now provides initiative we assessed how we can help workshops on topics such as web design, social market our local businesses and provide media, financial management and crowd funding. training which is beneficial to them. We also try to create the right environment The Town continues to look at ways to improve for business to prosper by trying to reduce its marketing, and to provide more opportunities red tape and enable innovation. Our local for businesses to be involved in local events. This community is very small business friendly includes its ‘#friyay’ social media campaign, where which has a direct impact on our local businesses offer a special deal in return for the businesses and the economic vitality Town ‘tagging’ them in a Facebook post and cross of the Town as a whole. promoting their offers. Anthony Vuletta Chief Executive Officer Town of Victoria Park
More information
Small businesses are the backbone of the Australian economy; in Western Australia alone there are more than 218,000 small businesses providing employment for almost half of the private sector workforce. If your local government isn’t already part of the Small Business Friendly Local Governments initiative contact us to find out how you can become involved. It’s easy to join and demonstrate your commitment to being small business friendly.
For more information E: [email protected] W: smallbusiness.wa.gov.au
5 Small Business Friendly Local Governments