Dedjtr Delivers

DEDJTR DELIVERS STRATEGIC PLAN 2016 Front cover: Installation view of Ai Weiwei’s Forever Bicycles, 2015 Andy Warhol | Ai Weiwei at the National Gallery of Victoria, 11 December 2015 – 24 April 2016 © Ai Weiwei. Courtesy Lisson Gallery. Photo: Brooke Holm Disclaimer The information contained in this report is provided for general guidance and assistance only and is not intended as advice. You should make your own enquiries as to the appropriateness and suitability of the information provided. While every effort has been made to ensure the currency, accuracy or completeness of the content we endeavour to keep the content relevant and up to date and reserve the right to make changes as required. The Victorian Government, authors and presenters do not accept any liability to any person for the information (or the use of the information) which is provided or referred to in the report. Authorised by the Victorian Government Department of Economic Development, Jobs, Transport and Resources 1 Spring Street Melbourne Victoria 3000 Telephone (03) 9651 9999 July 2016 © Copyright State of Victoria 2016 Except for any logos, emblems, trademarks, artwork and photography this document is made available under the terms of the Creative Commons Attribution 3.0 Australia licence. This document is also available in PDF and accessible Word format at www.ecodev.vic.gov.au DEDJTR DELIVERS STRATEGIC PLAN 2016 3

CONTENTS

Message from the Secretary 5

Our vision and mission 8

Our 10 year outcomes 9

What is happening in the Victorian economy now? 12

Our strategies and priority actions 18

About DEDJTR’s work 24

Understanding our impact 27

Our enablers 30

About DEDJTR 34 4 5 01 MESSAGE FROM THE SECRETARY

DEDJTR aims to improve the lives and prosperity of all Victorians. I am proud to present this Strategic Plan – DEDJTR Delivers – which outlines the story and strategies behind the work we deliver to build a productive, competitive and sustainable economy.

The Strategic Plan builds firmly on the platform • introduces our new Outcomes Framework that we created in 2015. The focus of the department describes how we want to make a difference during our first year was to support the and measures the impact of our work government to pursue growth and create jobs • aligns with DEDJTR Connects – our in Victoria. We provided responses to immediate organisational development strategy – issues like the drought, while also advising the and focuses on developing our staff, culture, government about what we need to be prepared processes and systems so we can continue for: economic transformation, population growth, to evolve as a high-performing department technological disruption and workforce changes. that we are all proud to work for. The 2016 update drives DEDJTR even further The Strategic Plan is important for all of us in into delivery mode. It tells a fuller story about our DEDJTR. It sets our purpose and our priorities work. It sets the direction for DEDJTR: why we are to ensure we are working toward common goals. here and what we are here to do. Successful delivery of our ambitious Strategic The Strategic Plan: Plan will require the dedication of all our staff and strong collaboration across government, industry • focuses on strategies and actions that will and the community. deliver a stronger and more inclusive economy for all Victorians, recognising that those facing Together, we can work to deliver an economy particular barriers to entering the workforce that supports all Victorians. and participating in the economy may need additional help Richard Bolt • presents a greater emphasis on the Secretary geography of economic development – a new place-based strategy will focus our partnerships in the locations and places of most need DEDJTR DELIVERS STRATEGIC PLAN 2016

VISION MISSION

A productive, competitive and sustainable Victorian economy To lift the living standards and wellbeing of all Victorians by sustainably growing Victoria’s economy that contributes to a prosperous and inclusive society. and employment and by working with the private and public sectors to foster innovation, creativity, productivity, investment and trade.

TEN YEAR OUTCOMES HEADLINE INDICATORS FOUR YEAR STRATEGIES

What does success look like? Is it working? What are we doing about it?

Victoria is prosperous and inclusive • Trade and investment: • Natural resource economy: • Emergency management: Increase the value, speed and Sustainably grow our natural Minimise the impact of • Victorians build and share in income and wealth • Increased household incomes, targeting of trade and investment resource economy through emergencies through effective • Victorians participate in and are well connected including for low income households for Melbourne and Victoria whole-of-life stewardship that preparation, coordination, to jobs and education • Increased participation through strengthening and promotes investor confi dence response and recovery. • Victorians have dignity and respect in employment leveraging global connections. and meets community • Increased participation through expectations. • Collaboration and partnerships: business ownership • Supporting business: Proactively improve and • Creative and visitor economy: Victoria is liveable Support a thriving Victorian deepen our relationships with business sector by delivering Establish Victoria’s position our partners and stakeholders • Victoria’s places, towns and cities are accessible • Improved connectivity services that are valued, as a premier creative and in government, industry and and well connected, diverse, resilient and safe and quality of transport modernising regulation and visitor economy through the community by operating • Victoria’s society is open and its culture is vibrant improving access to markets. in towns and cities quality cultural, recreational collaboratively and inclusively. and diverse • Increased engagement with and tourism experiences. • Industry growth and transition: • Victoria’s natural environment is productively and arts and cultural activities ethically managed and enhanced for future generations • Improved sustainable Build resilience and support use of natural resources industry transition and jobs growth through industry policies Collaboration Trade Victoria is productive and and and strategies. partnerships investment • Victoria’s infrastructure and networks are effi cient, • Increased productivity • Inclusive local economies: reliable, well connected and digitally enabled • Improved public transport Apply place-based regional Emergency Supporting • Victoria’s business environment is competitive and road network reliability management business and provides confi dence • Enhanced confi dence and metropolitan partnerships in the economy and other models, to support the growth of inclusive local Victoria is innovative economies. Creative FOUR YEAR Industry • Victorians are adaptive, knowledgeable • Deepened level of and visitor growth and • Innovation: transition and entrepreneurial knowledge and skills economy STRATEGIES Strengthen Victoria’s innovation • Victorian businesses are inventive, responsive • Enhanced level and entrepreneurial culture and diverse of business innovation • Victoria creates and diffuses knowledge through and support the creation and Natural research, collaboration and commercialisation application of new knowledge, Inclusive local technologies and practices. resource economies economy Victoria is globally connected • Infrastructure and services: Enhance Victoria’s liveability • Victoria is a desired source of exports and Infrastructure Innovation • Increased exports by and competitiveness through and services destination for foreign investment Victorian businesses enabling the provision • Victoria is a desired location for visitors • Increased economic activity of transport and digital and global talent generated by tourism in Victoria infrastructure and services • Victorians learn from and contribute • Increased number of international that are effi cient, reliable to world’s best thinking These Strategies are each supported by a series of Priority Actions, students choosing to study in Victoria competitively priced and safe. which are outlined in the Strategic Plan - Priority Actions 2016-17

OUR ENABLERS OUR PEOPLE, OUR CULTURE, AND OUR PROCESSES AND SYSTEMS SUPPORT US TO DELIVER

Our portfolio delivers for Victorians Our People – Our Culture – encourages Our Processes are profi cient, integrity, continuous and Systems – We are effective – citizen-centred, knowledgeable, collaborative and innovative motivated improvement and are effi cient, effective We are effi cient – allocating our resources and effort productively and empowered achievement through and enabling We have integrity – accountable, transparent and exemplary initiative and collaboration DEDJTR DELIVERS STRATEGIC PLAN 2016 DEDJTR DELIVERS STRATEGIC PLAN 2016 7

VISION MISSION

TEN YEAR OUTCOMES HEADLINE INDICATORS FOUR YEAR STRATEGIES

What does success look like? Is it working? What are we doing about it?

OUR ENABLERS OUR PEOPLE, OUR CULTURE, AND OUR PROCESSES AND SYSTEMS SUPPORT US TO DELIVER

02 OUR VISION AND MISSION

DEDJTR has a clear vision and direction, that we are all working toward.

VISION A productive, competitive and sustainable Victorian economy that contributes to a prosperous and inclusive society.

MISSION Lift the living standards and wellbeing of all Victorians by sustainably growing Victoria’s economy and employment and by working with the private and public sectors to foster innovation, creativity, productivity, investment and trade.

“Our 10-year outcomes describe what the department seeks to achieve, the indicators that will demonstrate what we have achieved and the difference we have made.” DEDJTR DELIVERS STRATEGIC PLAN 2016 9

03 OUR 10 YEAR OUTCOMES

WHAT WE SEEK TO ACHIEVE

To achieve our vision for Victoria, DEDJTR has articulated a set of outcomes. Monitoring progress against these outcomes allows us to know if our work is making a positive difference to the lives and prosperity of all Victorians.

This section introduces the 10-year outcomes articulated through our Outcomes Framework. The Outcomes Framework helps us monitor DEDJTR’s impact on Victoria and the community. These 10-year outcomes:

• describe what the department seeks to achieve • include the indicators that will demonstrate what we have achieved • highlight the difference we have made.

The outcomes will ensure we focus our attention on what matters. What they tell us will inform future decision making.

The 10-year outcomes are presented below with an accompanying description of what DEDJTR is working toward.

White Night 2015 Picture taken by Ben Clement, image owned by Tourism Victoria. 10

Victoria is prosperous Victoria is liveable Victoria is productive and inclusive Victoria’s places, towns and Victoria’s infrastructure Victorians build and share cities are accessible and well and networks are efficient, in income and wealth connected, diverse, resilient reliable, well connected and safe and digitally enabled Victorians participate in and are well connected Victoria’s society is open and Victoria’s business to jobs and education its culture is vibrant and diverse environment is competitive and provides confidence Victorians have dignity Victoria’s natural environment and respect is productively and ethically managed and enhanced for future generations DEDJTR’s services connect people to opportunities and to DEDJTR is working towards a new places to live, work, learn more prosperous and inclusive DEDJTR works for a Victoria and play. Our infrastructure Victoria where all Victorians that is enriched by its urban underpins the competitiveness have the opportunity to and natural environments. and productivity of business – participate in and share the Together with a creative, vibrant connecting goods to markets benefits of Victoria’s economic culture and open society, they and businesses to customers. growth. Our transport networks ensure Victoria maintains high and services move people levels of liveability. DEDJTR works to create a around and enable them productive and competitive to access jobs, education DEDJTR’s provision of environment for business to and the markets they need. integrated, accessible transport encourage new investment, new networks and services connects business formation and growth. DEDJTR works across a diverse people to places and enhances group of industries and their enjoyment of those places. policy areas, from transport to creative industries, from All Victorians must feel welcome agriculture and regional anywhere in Victoria and have development to industry the opportunity to participate sectors, to make Victoria more in and shape Victorian culture. prosperous for all Victorians. DEDJTR’s strategies work Our industry strategies are to maintain the already high creating a positive business quality of Victoria’s environment, environment for businesses and through careful management industries to build wealth and of our natural resources that provide secure jobs. DEDJTR integrates social, environmental supports access to secure and economic needs. and safe employment and fair working conditions. The delivery of employment programs will help the most disadvantaged in our community to secure jobs.

DEDJTR works collaboratively with communities, businesses, other departments and across all tiers of government to bring bespoke solutions that meet the needs of local communities. DEDJTR DELIVERS STRATEGIC PLAN 2016 11

Victoria is innovative Victoria is globally DEDJTR’s Outcomes connected Framework includes an Victorians are adaptive, internally focused outcome knowledgeable and Victoria is a desired source – Our portfolio delivers for entrepreneurial of exports and destination Victorians. In the Strategic for foreign investment Victorian businesses Plan this outcome is presented are inventive, responsive Victoria is a desired location in Our Enablers (section 8) and diverse for visitors and global talent as it sets our vision for how Victoria creates and Victorians learn from DEDJTR works. diffuses knowledge through and contribute to world’s research, collaboration and best thinking Further information on commercialisation these outcomes is presented in DEDJTR’s Outcomes In order to succeed and thrive, Innovation is a central Framework. The Outcomes Victoria must connect to the driver of economic growth, Framework helps us to focus rest of Australia and to the productivity and international on priority areas and allows rest of the world. We work to competitiveness. us to be flexible and adapt increase the total value of quickly to where action is the goods we export and the DEDJTR is working to establish needed the most. an environment where investment we attract. innovative businesses can thrive. Outcomes, indicators and Our global connections measures are a resource for are a source of knowledge, DEDJTR’s support for innovation DEDJTR Groups to make technology, goods and services, and business formation aims informed decisions and monitor and bring valuable investment. to increase confidence in the progress. It will be embedded DEDJTR will work to connect Victorian economy. across DEDJTR’s existing Victoria to the best global structures, and will help us to We work to create workplaces sources of knowledge, and drive continuous performance which are fair, innovative increase our global recognition improvement across all and productive. as a source of knowledge. activities and at all levels. DEDJTR works to improve our The data and key trends will strong international image. be presented to the Executive Victoria attracts international Board and across the students and skilled migrants department. This analysis will who contribute positively to be used to support DEDJTR’s our economy and culture. planning and resourcing work. Maintaining and developing our state’s strong reputation in tourism and major events is critical to maintaining our image internationally. 12 04 WHAT IS HAPPENING IN THE VICTORIAN ECONOMY NOW?

DEDJTR was established because its What drives growth in the Victorian portfolios hold many of the levers that affect economy? the performance of the Victorian economy: The strength of the Victorian economy is most employment, industry development, trade commonly measured in the growth of gross missions, investment attraction, tourism and state product. This measure is the total value of the creative industries, transport services and Victorian production. If the gross state product infrastructure, agriculture and resources. (GSP) grows, the economy is expanding. We This section details the context that Victorian commonly measure GSP on a per capita basis communities and industries operate in, in as it is a measure of the standard of living of the global and local economy. It describes Victorians. the measures that define the strength of the There are three main drivers of growth: economy, how Victoria is tracking against some population growth, productivity improvements of these measures, and outlines the challenges and the work-force participation rate. Increases and opportunities the Victorian economy faces, in the population grow the economy because including what is likely to come over the horizon, there are more people to spend and invest. for which we need to be prepared. Productivity is an important driver of growth. Labour productivity is the value of output for the people employed during a given time period. It is important because higher labour productivity allows us to become more competitive and higher household incomes can be supported.

The workforce participation rate is the percentage of the population who are employed or seeking employment. If it increases, the labour force becomes larger relative to population size and provides greater growth potential for the economy.

“The Victorian economy has performed well. Economic growth... reflects solid household consumption, robust dwelling investment and growing international education and tourism exports” DEDJTR DELIVERS STRATEGIC PLAN 2016 13 14

State of the Victorian economy Participation If population, productivity and participation Victoria’s labour force participation rate drive economic growth, how are we performing? has reduced in recent years, in line with ‘000 an ageing population. 3,050 7.0 Growth Overall, Victoria’s labour market is improving. 3,000 6.5 The Victorian economy has performed well. Unemployment has fallen from a peak of 6.9 per 2,950 Economic growth in recent times reflects 6.0 cent in mid-2014 to 5.8 per cent in May 2016. solid household consumption, robust dwelling 2,900 5.5 Since November 2014, employment has increased investment and growing international education 2,850 5.0 by 120,000 people, with 85,200 new full-time jobs. and tourism exports, supported by low interest 2,800 4.5 rates and a lower Australian dollar. In 2016-17, Nearly two-thirds of jobs growth in Victoria over 2,750 4.0 growth in Victoria’s GSP is forecast to remain the past decade is attributed to four sectors: -11 -11 -12 -12 -11 -11 -12 -12 -13 -13 -14 -14 -15 -15 -16 -15 -15 -13 -13 -16 -14 above trend at three per cent. health care and social assistance; professional, -14 May Nov May Nov May May May Nov May Nov May Nov May Nov May Nov May May May Nov Nov scientific and technical services; accommodation Nov Population and food services; and construction. In recent years, population growth has underpinned Victoria’s economic growth The rate of unemployment in Victoria varies and accounts for the majority of our economic according to location. There are particular growth. Victoria now has Australia’s highest areas of Melbourne and regional Victoria where population growth and Melbourne has the unemployment is considerably higher than highest growth of any capital city in the country. average. In these areas, people are not uniformly Index 5 International migration has been an important benefiting from Victoria’s economic growth. 130 4 source of this growth. Because over the past 125 seven years population growth has been the Part-time employment is growing strongly as Start of the Global Financial Crisis 120 3 main driver of economic growth, GSP per capita businesses demand a more flexible workforce. 115 has not grown. This means our general standard 2 110 GSP per Projected of living has not improved. person ﬂat growth 105 between 1% p.a. 1 2007-08 next 100 and 2014-15 5 years Productivity 0 Labour productivity continues to grow in Victoria, 95 90 -1 albeit at a slower rate than across Australia. FY 1990-91 FY 1993-94 FY 99-2000 FY 2007-08 1998-99 2002-03 2006-07 2010-11 2014-15 2018-19 (p) to 1993-94 to 99-2000 to 2007-08 to 2014-15 Labour productivity in Victoria (and across the -2 OECD) has been slowing for several decades. (p) Projections VIC AUS VIC AUS VIC AUS VIC AUS

Labour productivity Participation Population GSP/GDP growth DEDJTR DELIVERS STRATEGIC PLAN 2016 15

Victorian employment Unemployment rate

‘000 3,050 7.0 3,000 6.5 2,950 6.0 2,900 5.5 2,850 5.0 2,800 4.5 2,750 4.0 -11 -11 -12 -12 -11 -11 -12 -12 -13 -13 -14 -14 -15 -15 -16 -15 -15 -13 -13 -16 -14 -14 May Nov May Nov May May May Nov May Nov May Nov May Nov May Nov May May May Nov Nov Nov

Victorian output (GSP) per capita Contributions to economic growth

Index 5 130 4 125 Start of the Global Financial Crisis 120 3 115 2 110 GSP per Projected person ﬂat growth 105 between 1% p.a. 1 2007-08 next 100 and 2014-15 5 years 0 95 90 -1 FY 1990-91 FY 1993-94 FY 99-2000 FY 2007-08 1998-99 2002-03 2006-07 2010-11 2014-15 2018-19 (p) to 1993-94 to 99-2000 to 2007-08 to 2014-15 -2 (p) Projections VIC AUS VIC AUS VIC AUS VIC AUS

Labour productivity Participation Population GSP/GDP growth

Source: Australian Bureau of Statistics and 2015-16 Victorian Budget Update (Nov-15) 16

Climate change With the slower Australian economy, the Reserve Climate change will continue to affect the Bank of Australia has cut interest rates to record Victorian economy by exacerbating the low levels and the Australian dollar has lowered frequency and severity of natural disasters, substantially, which may increase Victoria’s such as bushfires, floods and biosecurity events. attractiveness as an international business Drought has affected much of Victoria since and tourism destination. June 2014, particularly in the north west of the Changes in the nature of work state. Climate change reduces the resilience of our natural environment, and these ecosystems The combination of forces influencing our underpin our natural resource economy. economy and industries are changing the nature of work. Businesses are demanding a workforce The Victorian Government has set a target of net with different skills and capabilities. More zero emissions by 2050, and will set five-yearly people are working from home, and part-time interim targets that establish the pathway to employment is growing strongly. this long-term target. The government will also make pledges to reduce emissions from its own Career paths are less linear and there are more operations and to pursue policies and programs opportunities for freelancers and contractors. that reduce emissions across all sectors of Automation and advanced robotics have meant the economy. Adaptation Action Plans will be a shift away from routine tasks and low skilled developed to enhance the resilience of Victorian jobs, and an increasing demand for a better communities, businesses and natural systems educated and higher skilled workforce. to climate change. DEDJTR portfolios will have Victorians must upskill and become more an important role in contributing to emission innovative to adapt to these changes: science, reductions and climate change adaptation. technology, engineering and maths (STEM) skills, digital literacy and numeracy are increasingly Opportunities for us to seize important. So too are broader analytical and Global interconnectivity information synthesis capabilities, ‘soft’ skills such as interpersonal skills, and the aptitude and The economy is becoming more globally mindset to work in a more dynamic labour market. connected, increasing international competition. Future growth will be increasingly dependent on global demand and export opportunities. Victoria is meeting the challenges and seizing the opportunities In 2015, Victoria exported $42.8 billion of goods The Victorian economy is positioned to and services. Of this, there was $16.2 billion continually improve. It has diverse strengths: in services exports and $26.7 billion in goods Victoria is among the best places in the world exports. More than half of our merchandise to live; it has world-class education institutions, exports went to China (including Hong Kong), a culturally diverse population, strong India, South Korea, Japan and ASEAN countries. technological capability, a positive business China, India and other Asian countries are strong environment, quality infrastructure, transport contributors to growth in our education and visitor services, productive land, and significant natural economy services sectors. Asia’s rapidly growing resources and environmental heritage. We middle class provides an opportunity to grow our are well placed to deal with current and future exports in Asia in both goods and services. challenges, and to seize emerging opportunities.

Victoria can benefit from global changes affecting Australia. Declining global commodity prices have led to weakness in the Australian mining sector and mining-related investments – stimulating more investment in Victoria. DEDJTR DELIVERS STRATEGIC PLAN 2016 17

Victoria’s future economy

Regional Victoria Unemployment (%) Corio - Norlane 16.4 Morwell 17.2 Upper Yarra Valley 14.5 Moe - Newborough 12.7 Melton 12.1 Seymour 11.6 Melton South 11.6 California Gully – 10.1% Eaglehawk (Bendigo) 11.6 Bendigo 11.2

Metropolitan Melbourne Unemployment (%) Broadmeadows 22.6 Dandenong 21.6 Doveton 20.3 Campbellfield - 20.2 Coolaroo Meadow Heights 19.1 St Albans - South 15.4 Sunshine North 15.0 St Albans - North 13.6

Unemployment rate (Mar-16) >10% 8% to 10% 6% to 8% Victorian 4% to 6% average = 6% 0% to 4%

Source: Commonwealth Department of Employment (March Quarter 2016) www.employment.gov.au/small-area-labour-markets-publication 18 05 OUR STRATEGIES AND PRIORITY ACTIONS

WHAT WE ARE HERE TO DO to global connectedness, especially ensuring that Victoria is a desired source of exports and destination for foreign investment. The following strategies will position DEDJTR to meet our 10-year outcomes and generate genuine In 2016-17 DEDJTR will: change in the lives and prosperity of all Victorians. They will help us capitalise on current economic • Develop and implement an investment trends and meet the challenges we face. attraction strategy to target new investment opportunities that benefit Victoria through DEDJTR has a considerable scope of work and a highlighting our competitive strengths complex economic environment to navigate. The and advantages (Economic Development, strategies outlined below will help to guide and Employment and Innovation (EDEI) and frame the work of DEDJTR between now and 2019. Creative Victoria (CV)) The priority actions highlighted below are neither • Develop and implement a Trade Statement a comprehensive nor exhaustive picture of for Victoria that articulates the Victorian DEDJTR’s work program. The full list of priority Government’s vision for securing growth and actions for 2016-17 is outlined in the Strategic prosperity through trade and sets out actions Plan Priority Actions report. Beyond these actions, to support Victorian firms operating in global every day DEDJTR staff across Victoria and markets (EDEI) internationally deliver vital services and value • Establish new international offices in to Victorians and to the Victorian economy. Singapore and South America and plan for the establishment of a new international office Trade and investment in Turkey (EDEI and Corporate Services (CS)) • Establish the Lead, Intern, Volunteer, STRATEGY 1: INCREASE THE VALUE, SPEED AND TARGETING OF TRADE AND Experience (LIVE) initiative targeting INVESTMENT FOR MELBOURNE AND international and domestic students (EDEI) VICTORIA THROUGH STRENGTHENING AND LEVERAGING GLOBAL CONNECTIONS. Supporting business

Keeping Victoria globally connected will help ensure STRATEGY 2: SUPPORT A THRIVING VICTORIAN a steady flow of trade and investment, which is vital BUSINESS SECTOR BY DELIVERING SERVICES for Victoria’s continued economic growth. THAT ARE VALUED, MODERNISING REGULATION AND IMPROVING ACCESS TO MARKETS. Victoria is well-placed to attract investors. We are close to many emerging markets, Victorian businesses need government business particularly those in Asia, with growing middle services and regulatory settings to reflect classes eager to trade with and invest in Victoria. modern-day realities. The Victorian economy Our strong tradition of providing high-quality continues to transition to a knowledge and higher education to international students services based economy. The strategies means that many alumni of Victorian that we have developed for priority sectors institutions are now business leaders in Asia. acknowledge that these changes are occurring. Their implementation will equip the economy to This strategy will capitalise on the emerging manage and benefit from this transition. growth in China and other emerging markets, so that we can meet our outcomes related 19

DEDJTR needs to ensure that our strategies, services and settings across all of our groups are designed to meet current and future needs. This will help us to meet our outcomes relating to how productive and innovative Victoria’s businesses are, which in turn will increase the prosperity of Victorians.

In 2016-17 DEDJTR will:

• Deliver the Small Business Regulation Review through a series of sectoral studies aimed at identifying regulatory and related barriers that constrain small business formation and growth (Strategy and Planning (S&P) and EDEI)

• Develop regulatory frameworks and production systems for the supply of medicinal cannabis (Agriculture and Resources (A&R)) • Implement the Government’s animal welfare reforms (A&R, CS)

Industry growth and transition

STRATEGY 3: BUILD RESILIENCE AND SUPPORT INDUSTRY TRANSITION AND JOBS GROWTH THROUGH INDUSTRY POLICIES AND STRATEGIES.

Services and advanced manufacturing are growing and DEDJTR has designed policies and strategies to boost the growth of these sectors.

Transition policies and strategies will encourage new industries to grow and support workers to upskill and train for new jobs. They will also help workers in these industries to reskill for the jobs of the future. Helping workers maintain their participation in the economy will help deliver a Victoria that is prosperous and inclusive. 20

In 2016-17 DEDJTR will: DEDJTR aims to address this situation in order to help our economy be more prosperous, • Implement sector strategies and programs inclusive and well-connected. with a particular focus on the industries identified as key targets for growth (EDEI, CV) In 2016-17 DEDJTR will:

• Develop and deliver an Agriculture strategy • Implement the regional partnerships model that promotes a globally connected, innovative to give regions a stronger voice within State and resilient agriculture sector that contributes Government and a direct pathway into to the state’s prosperity and supports rural and decision-making processes (EDEI) regional communities (A&R) • Deliver the Jobs Victoria initiative and • Implement the Koori Business Strategy Employment Programs Reform (EDEI, S&P) (EDEI, All) • Develop an Economic Inclusion Policy • Implement Towards Future Industries: Framework to be applied across DEDJTR Victoria’s Automotive Transition Plan (EDEI) in collaboration with other departments (All groups) Inclusive local economies • Develop the Latrobe Valley Transition program (EDEI, A&R) STRATEGY 4: APPLY PLACE-BASED REGIONAL AND METROPOLITAN PARTNERSHIPS AND Innovation OTHER MODELS, TO SUPPORT THE GROWTH OF INCLUSIVE LOCAL ECONOMIES. STRATEGY 5: STRENGTHEN VICTORIA’S INNOVATION AND ENTREPRENEURIAL As outlined in the economic context, it is clear CULTURE AND SUPPORT THE CREATION that there are pockets of disadvantage in both AND APPLICATION OF NEW KNOWLEDGE, metropolitan and regional Victoria that are not TECHNOLOGIES AND PRACTICES. benefiting from Victoria’s economic growth as much as they should. In an economy driven by the services sector Inclusive economic growth often needs to be and advanced manufacturing, start-ups addressed on a local geographic basis. Local and small businesses are key. These start-ups businesses and communities have in-depth will be built around new technologies and information about the multiple and interacting innovative new ways of doing things. DEDJTR local factors that can prevent people getting is working to create an ecosystem where new into the workforce, impede the development and technologies are developed and new success of small business, or hinder employers businesses can thrive. finding skilled workers. Place-based approaches Achieving the cultural change required for this allow government to tap into this knowledge and innovation will help us to meet our outcome provide a way for local communities to pursue of creating a Victoria in which businesses are their own agenda in partnership with government. inventive, responsive and diverse. Addressing complex local issues requires a wide In 2016-17 DEDJTR will: range of government programs and services to be coordinated to address local need and • Develop a comprehensive innovation policy support local opportunity. In designing policies framework that recognises the national and strategies for economic development, one and global context and a related Innovation size does not fit all locations and all communities. Portfolio Strategy that will support the creation and growth of high performance businesses including enhancing their readiness for the digital economy (EDEI, S&P, A&R, CV) DEDJTR DELIVERS STRATEGIC PLAN 2016 21

• Design, undertake and deliver food and fibre • Implement Regional Network Development research, development and practice change Plan priorities needed to modernise the services (A&R) network with more tracks, more trains, better facilities and more services (T) Infrastructure and services • Identify and drive transport system reforms including bus contracting and ride share (T, CS) STRATEGY 6: ENHANCE VICTORIA’S LIVEABILITY AND COMPETITIVENESS • Establish the governance and operating BY PROVIDING TRANSPORT AND DIGITAL model for Development Victoria and INFRASTRUCTURE AND SERVICES THAT consolidate priority projects into the new ARE EFFICIENT, RELIABLE, COMPETITIVELY entity (EDEI) PRICED AND SAFE. Natural resource economy Infrastructure is the backbone of the Victorian economy: road and rail networks, water, STRATEGY 7: SUSTAINABLY GROW OUR communications, public transport services, energy NATURAL RESOURCE ECONOMY THROUGH and ports are all vital. DEDJTR is committed WHOLE-OF-LIFE STEWARDSHIP THAT to maintaining the high standards of current PROMOTES INVESTOR CONFIDENCE AND Victorian infrastructure as well as expanding MEETS COMMUNITY EXPECTATIONS. and modernising networks to reach more Victorians and improve the services they receive. Victoria’s natural resources are an important part of the economy. DEDJTR is working to Our infrastructure needs in Melbourne and strike a balance between commercial and Victoria are changing with strong population recreational uses of these resources so that and jobs growth and a changing workforce. Our future generations can continue to enjoy them. prosperity, liveability and productivity outcomes Their sustainable use will also boost long-term all rely on a Victoria that is well-connected within investor confidence. Melbourne, between our cities across the state, and to national and international gateways. DEDJTR is working to achieve a Victorian economy in which our natural environment In 2016-17 DEDJTR will: is productively managed and enhanced, • Establish Transport for Victoria by the end and our actions are intended to drive this. of 2016 to provide an integrated approach In 2016-17 DEDJTR will: to the planning, managing and coordination of Victoria’s transport system (Transport (T)) • Develop and implement policies and • Implement a new transport planning strategies to support the sustainable approach under the Network Development development of Victoria’s earth resources – Strategy (T, Office of the Coordinator General including a Coal Policy and strategy for the (OCG), S&P, CS) extractives sector (A&R) • Deliver city shaping transport infrastructure • Implement the Government response including the Melbourne Metro, Level Crossing to the inquiry into onshore gas (A&R) Removals, Mernda Rail Extension and the • Complete implementation of the Target Western Distributor (OCG, T) One Million Fishing initiative (A&R) 22

Creative and visitor economy Emergency management

STRATEGY 8: ESTABLISH VICTORIA’S POSITION STRATEGY 9: MINIMISE THE IMPACT AS A PREMIER CREATIVE AND VISITOR OF EMERGENCIES THROUGH EFFECTIVE ECONOMY THROUGH QUALITY CULTURAL, PREPARATION, COORDINATION, RESPONSE RECREATIONAL AND TOURISM EXPERIENCES. AND RECOVERY.

Victoria has long been a leader of major events The livelihood of all Victorians depends on the and business conferences, food and wine, diverse natural environment and on our infrastructure. multicultural communities, artistic and cultural Emergencies can occur. Events such as floods experiences and natural beauty. International and bushfires have the potential to damage markets are projected to account for 86 per cent our assets and disrupt our lives. of total growth in visitation to Victoria in the next 10 years. A significant proportion of this growth DEDJTR is putting strategies in place will come from Asia. This strategy will enable to minimise the risk of these emergencies DEDJTR to help Victoria capitalise on this growth. occurring in the first place. When they do occur, the department is preparing Cultural and creative industries are among contingency plans and strategies to reduce Victoria’s fastest growing industries. They are at their severity and the damage they cause the heart of Victoria and Melbourne’s character to Victorian infrastructure and communities. and liveability, global profile and economic future. Our cultural and creative offerings affect every This work will help Victorians to recover Victorian citizen and many of our visitors. quickly from the impact of emergencies, and help us to maintain productive and Effective 1 July 2016, the newly established well-connected infrastructure. Visit Victoria entity will be a single, unified voice, working together to sell our state’s great In 2016-17 DEDJTR will: strengths and growing Victoria’s $21 billion • Implement government-accepted tourism and events industry. recommendations from the Hazelwood Coal In 2016-17 DEDJTR will: Mine Fire Inquiry that reduce the risk to public safety and environment (A&R, CS, S&P) • Deliver the Visitor Economy Strategy • Implement the Victorian Critical Infrastructure underpinned by a Visitor Economy Resilience Strategy for portfolio essential Action Plan (EDEI) services industries (S&P, A&R, EDEI) • Develop a major events and conferences • Prepare for, respond to and support recovery strategy (EDEI, CV, A&R) from emergencies (e.g. biosecurity incursions) • Implement the Creative Industries strategy to enable market access and minimise (CV, S&P, CS) impacts (A&R, S&P, EDEI) • Develop and implement the Regional Tourism Infrastructure Pipeline (EDEI)

“Cultural and creative industries are among Victoria’s fastest growing industries. They are at the heart of Victoria and Melbourne’s character and liveability, global profile and economic future.” DEDJTR DELIVERS STRATEGIC PLAN 2016 23

Collaboration and partnerships

STRATEGY 10: PROACTIVELY IMPROVE AND DEEPEN OUR RELATIONSHIPS WITH OUR PARTNERS AND STAKEHOLDERS IN GOVERNMENT, INDUSTRY AND THE COMMUNITY BY OPERATING COLLABORATIVELY AND INCLUSIVELY.

Trends toward increasing complexity and change in the economy mean that DEDJTR is an organisation that will only be successful if it partners with others. Cross-cutting issues such as building a skilled workforce and developing responses to climate change and economic transformation will require us to collaborate across government and industry and seek out the deep knowledge in our communities.

The strength of our partnerships and ability to collaborate with stakeholders in business, Victorian communities, and within government are central to the delivery of all of our ten year outcomes.

In 2016-17 DEDJTR will:

• Reach agreement on the redirection of Commonwealth transport funding (T) • Engage with employers, employees and their unions to promote industrial relations based on consultation and cooperation (EDEI) • Develop and implement partnership and collaboration agreements with key organisations (S&P, CS, EDEI, A&R, OCG, T) • Engage with the Commonwealth on international policy issues, including trade and investment promotion, international education, migration, and FTA negotiation and business outreach (A&R, S&P, EDEI) 24 06 ABOUT DEDJTR’S WORK

The scope of DEDJTR’s work is tremendously of opportunity and financial security. diverse, from driving economic development and job creation through investment attraction; What we do at DEDJTR every day, affects connecting Victorians via transport services the lives of Victorians. This section contains and infrastructure; supporting the Victorian a snapshot of DEDJTR’s activities and quick agriculture sector, and improving opportunities facts about the sectors in which we operate. for Victorians at risk of being left behind. All figures are for the 2015-16 financial year unless otherwise indicated. This work is vital to ensuring that all Victorians have access to good jobs that underpin a life

Victoria is prosperous and inclusive

Supported 75 new 2,000 1,300 investments with over people supported • 4000 FTE jobs with employment businesses • $1.9 billion in new assistance assisted with capital investment their skill needs

Employment grew 23,000 new by 67,100 people employing businesses

Victoria is liveable

We manage: Transport Trips Metro Regional 21,500 km of arterial Train 234 million 18 million road and 11,010 km Bus 120 million 15 million of freeway Tram 195 million

Funded 150 creative Supported 455 projects, organisations companies and artists

Over 11.4 million people 21.7 million visited Victoria's overnight visitors cultural institutions spent $16.7 billion

Victoria is productive

Helped over 1,100 businesses resolve growth & productivity issues 65 businesses 100 industry roundtable Assisted 5,100 clients supported Engaged engagement forums with agriculture by the Future with 14,000 productivity services Industries Fund businesses

4 metropolitan and 7 regional bridge strengthening / replacements completed Victoria is prosperous and inclusive

Supported 75 new 2,000 1,300 investments with over people supported • 4000 FTE jobs with employment businesses • $1.9 billion in new assistance assisted with capital investment their skill needs

Employment grew 23,000 new by 67,100 people employing businesses

Victoria is liveable

We manage: Transport Trips Metro Regional 21,500 km of arterial Train 234 million 18 million road and 11,010 km Bus 120 million 15 million of freeway Tram 195 million

Funded 150 creative Supported 455 projects, organisations companies and artists DEDJTR DELIVERS STRATEGIC PLAN 2016 25

Over 11.4 million people 21.7 million visited Victoria's overnight visitors cultural institutions spent $16.7 billion

Victoria is productive

4 metropolitan and 7 regional bridge strengthening / replacements completed

Victoria is innovative

Developed Victoria produces 10 products 3,152 new employing 34% of Australia’s to improve businesses in professional, digital technology agriculture scientiﬁc and technical graduates productivity services

In 2015, Victorian organisations 159,300 won $295 million National Health people were employed and Medical Research Council in digital technology competitive grants funding occupations

Victoria is globally connected

clients engaged through trade and export programs 175,000 2,300 last ﬁnancial year International students studied in Victoria in 2015 5 new/amended interstate agriculture market access schemes 1.4 million international Our programs generated visitors over $ $418 million the year to in export sales for Victorian March 2016 spent $ businesses. The Port of Melbourne manages 36% 6.4 billion of containers, making it the largest port in Australia.

Our portfolio delivers for Victorians

Prepared 43 bills Managed almost 9,000 to support the government’s pieces of correspondence legislation program and briefs 26

Koorie Heritage Trust Picture taken by Lynton Crabb, image owned by Tourism Victora. DEDJTR DELIVERS STRATEGIC PLAN 2016 27 07 UNDERSTANDING OUR IMPACT

WHAT CHANGE WE EXPECT The indicators we particularly want to change are: TO SEE IN VICTORIA • An increase in household incomes, including for low income households, We need to know that the activities funded and which demonstrates rising living standards delivered by DEDJTR achieve value for money and inclusive growth for Victorians. for Victorians. We will evaluate what we do, so we • An increase in participation in employment, know when it works and when it doesn’t. which gives more people a chance to improve their living standards. We reflect on our progress toward the 10-year outcomes through outcomes-level monitoring and • An increase in the opportunities for Victorians reporting – from headline indicators that show to participate in the economy through the things we most want to change, to the detailed business ownership, which reduces the measures that build evidence from the ground up. barriers some people face to establish This complements the existing reporting against and maintain a business. department objectives and outputs through the Victorian Government Budget.1 Liveable Victoria is a state where the quality of our places Our headline indicators were chosen because and natural environment, and the openness and they show the parts of the Victorian economy vibrancy of our society, position Victoria among DEDJTR was established to influence and the most liveable locations in the world. enhance. They align with our four-year strategies and measure the benefit we deliver for Victorians. We build Victoria’s resilience and manage our The headline indicators are presented below. natural and built assets to support future needs. What we deliver links people to places, improves Prosperous and inclusive the public realm, enriches our culture, promotes Victoria is a state where people can access jobs the humane treatment of animals and enhances and education, share in income and wealth, our reputation as a place to visit, live, learn, work and enjoy dignity and respect. What we deliver and play. improves the prosperity of all Victorians. The indicators we are most interested in are: The impact that DEDJTR would like to have • Improvements to connectivity and quality in order to meet this outcome primarily relates of transport in towns and cities, increasing to income and participation rates. the liveability of Victoria and Melbourne, by We know that real income growth doesn’t always making it easier for everyone to get around follow improvements in gross state product, and will and move goods to market. be looking through our strategies to address this. • Increasing engagement with arts and cultural activities to enrich the lives of Victorians. • Improving the sustainable use of natural resources to ensure that future generations 1. DEDJTR’s Departmental Performance Statements can be found at: https://www.budget.vic.gov.au/budget- can continue to use Victoria’s resources papers to raise their quality of life. 28

Productive Globally connected Victoria is a great place to do business. What we Victoria actively engages with an increasingly deliver ensures our business environment and our globalised world. What we deliver increases our transport, digital and cultural infrastructure and trade and investment, strengthens our presence services are world-class. in Asia, and our standing in the world.

Increased productivity reflects more productive, Emerging markets and globalisation show high-performing businesses. Successful it is vital that we participate in and benefit from businesses in turn support economic growth. global trade. The indicators we are particularly To achieve this outcome, we need the right interested in are: transport infrastructure and environment. The indicators we are most interested in are: • Increasing exports by Victorian businesses, which demonstrates the international • Improving public transport and road competitiveness of Victorian industry and network reliability to increase the confidence contributes to Victorian economic growth. of Victorians in the transport system. • Increasing the level of economic activity This increases efficiency for Victorian people generated by tourism in Victoria, as spending and businesses. by visitors to Victoria delivers economic • A greater level of confidence in the economy, growth and jobs in our cities and regions. which encourages consumers to spend and investors to invest, both critical parts • Increasing the number of people who of economic growth. choose Victoria as a place to study and a source of education, which increases the value of the education sector. Innovative Victoria creates the businesses and jobs How the Outcomes Framework of the future. What we deliver supports innovation will help DEDJTR do its work as a vital means to success across every sector The Outcomes Framework describes the of the economy. outcomes DEDJTR aspires to for its own work – to deliver for all Victorians. We need new knowledge, products, services and skills to adapt to changes in the economy. What we do and how we work relies on our ability The indicators we are particularly interested in are: to work together. A key indicator of our success in delivering on our strategies will be the level • Deepening the level of Victorians’ of collaborative work practices and knowledge knowledge and skills, to give more people sharing across the portfolio. Knowledge sharing the skills necessary to succeed in the is a critical way in which the evidence held in industries of the future, particularly the department will be able to constructively STEM-related industries. influence our policy and program development. • Enhancing the levels of business innovation: Cost mapping work in 2016-17 will complement developing and bringing to market new ideas, this work and increase the evidence base of our services and products. This drives productivity efficiency and effectiveness. growth, lifts employment and opportunity, and improves the overall levels of well-being The diagram included on the following page, for Victorians. based on a model of adaptive learning, shows how our indicators and measures as contained in the Outcomes Framework will be used at different stages in the delivery of programs, initiatives and strategies. DEDJTR DELIVERS STRATEGIC PLAN 2016 29

PLAN We plan initiatives and interventions that will create inclusive economic development for all Victorians.

IMPLEMENT AMEND During delivery, we consider the We use the results of our indicators and measures that comparison to see if there are show if we are making adequate any gaps in our knowledge of the progress towards our goals. This issues. We then amend our work gives us a preliminary view of in order to better achieve our whether we are beneﬁting economic development goals. Victorians to the expected extent.

REVIEW We ask ourselves whether we have had our desired impact on Victoria’s economy and on Victorians. We compare the impact of our work to the desired outcomes, to see which goals have been met.

Figure: Adaptive learning and management - how evidence informs our work 30 08 OUR ENABLERS

DEDJTR IS EQUIPPED OUR ENABLING OUTCOME TO DELIVER

DEDJTR delivers advice, services, information and programs to the government and community. We are united by a common purpose, the directions set out in this Our portfolio delivers for Victorians Strategic Plan, and a common set of values. We are effective – citizen-centred, It is critical that we are a high-performing knowledgeable, collaborative and innovative organisation with a culture of excellence and We are efficient – allocating our resources collaboration to meet these expectations. and effort productively

DEDJTR Connects – our organisational We have integrity – accountable, transparent and exemplary development strategy – establishes a framework to ensure that our people, our culture and our processes and systems are empowered, efficient DEDJTR must at all times work in the interest of and effective. This is critical to the delivery of the Victoria and Victorians. Our three watchwords are department’s mission and its outcomes. It helps effectiveness, efficiency and integrity. support DEDJTR to meet its enabling outcome – our portfolio delivers for Victorians. DEDJTR seeks to continually improve the capability and performance of our staff. We are focused on increasing collaboration among staff and improving our knowledge base. We are also focused on the efficiency of the work we do.

We embrace accountability and transparency. We demonstrate impartiality to inspire positive changes within and outside DEDJTR. DEDJTR DELIVERS STRATEGIC PLAN 2016 31

DEDJTR CONNECTS

DEDJTR Connects is the overarching strategy to empower and connect staff, so that DEDJTR can perform at its best and deliver what the government and community expect from us.

The three DEDJTR Connects themes - our people, our culture and our processes and systems - set the framework for our enabling strategies and actions for 2016-17. A number of priorities are outlined and more detail can be found in DEDJTR Connects and in the Strategic Plan Priority Action document.

The DEDJTR Connects strategy will be supported by the establishment of the Corporate Services Group to better support the department to meet its objectives and deliver its outcomes. Corporate Services will seek to provide excellent customer service through more integrated and coordinated services, processes and systems, with a mix of centralised and local offerings. It will operate in partnership with groups to enable tailored services and solutions to be delivered to DEDJTR and its clients.

A Service Catalogue will be established to ensure a full suite of services are readily available throughout DEDJTR. This catalogue will cover services offered by Corporate Services and other groups.

These services will be measured against key performance indicators to ensure service delivery goals are met. Through bringing together the talents of corporate staff, building on their passions and pursuing the shared goal to transform the workplace, DEDJTR will have simpler, more portable, efficient and modern work practices. 32

DEDJTR CONNECTS - PRIORITY ACTIONS

Our People Our Culture Are proficient, motivated and empowered Encourages integrity, continuous • Develop the skills, confidence and practices of improvement and achievement through people managers so they can guide, support, initiative and collaboration empower and allow us to perform at our best, • Develop the cultural leadership skills and through a range of actions including: the practices of executive and equivalent officers so establishment of a manager development they lead, support and allow the organisational framework, manager impact assessment tool culture that we want and need (CS) and new programs to manage diversity for excellence and support managers to apply • Articulate a shared purpose and ways of using coaching skills (CS) the Victorian Public Sector values to build a unified culture and a common standard of • Support the development of established service excellence (CS) and future leaders through the leaders development portal, future leaders network • Implement an Integrity Framework to detect and development programs (CS) and protect DEDJTR from fraud, corruption and integrity issues (CS, delivered by all groups) • Improve economic literacy across DEDJTR, including through training and seminars, • Implement a Governance Framework for establishing communities of practice and Portfolio Performance to ensure activities development of an online economics hub (S&P) are aligned to government priorities (CS) • Strengthen DEDJTR’s procurement • Encourage participation in the VPS-wide capability to realise benefits from technology People Matters culture survey and use the and empower staff to procure efficiently results to inform initiatives to strengthen our and maximise procurement outcomes (CS) culture (CS, all groups)

“We need to know that the activities funded and delivered by DEDJTR achieve value for money for Victorians.” DEDJTR DELIVERS STRATEGIC PLAN 2016 33

DEDJTR, in partnership with the Department of Premier and Cabinet and Department of Treasury and Finance, will undertake a cost mapping exercise across all portfolios during 2016-17 in order to understand the efficiency and effectiveness of Government spending. Initial work will focus on collecting data as to the quantum of spend, how services are funded and how costs are allocated across outputs of activity. This work will consider how these activities Our Processes and Systems contribute to DEDJTR’s outcomes. Are efficient, effective and enabling More actions are presented in the Strategic Plan • Implement the Outcomes Framework, Priority Actions document and in the DEDJTR develop additional measures and link Connects strategy. data to the Departmental Performance Statements (S&P, CS) MEASURING OUR • Target a minimum 5 per cent efficiency improvement in key department-wide PERFORMANCE corporate business processes (CS) It is important to evaluate and measure • Finalise the consolidation of key systems, our performance to ensure efficient, including: full integration of finance systems; effective and integral outcomes. Through consolidation of records management our Outcomes Framework we will establish systems; and an interface built to connect indicators and measures that focus on our: finance and procurement systems (CS) • knowledge and expertise • Design and deliver a program of work to: enable single user sign on for key corporate • collaborative practices systems; enhance regional network • approach to innovation, continuous connectivity; enable document sharing improvement and application on mobile devices and; to refresh video of new technologies conferencing facilities to enhance collaboration and overall workplace mobility (CS) • timeliness and responsiveness • Plan and commence implementation of • delivery of value for money next-generation enterprise resource planning • integrity and standards of conduct (Finance, HR and Procurement) systems which are resilient to change and aligned to the • risk management structures. whole of Victorian Government blueprint (CS) In addition DEDJTR Connects has a series of measures aligned to its objectives. 34 09 ABOUT DEDJTR

DEDJTR was established DEDJTR on 1 January 2015. The department consists of five portfolio groups and two Economic enabling groups. Strategy and Development, Planning Employment and Innovation WORKING TOGETHER

DEDJTR’s many and complex functions require Corporate Agriculture a sophisticated approach to working together. Services and Resources Some expert functions are needed by many parts of the organisation, including business support, financial services, communications services, human resource management, Transport IT services, policy development, performance monitoring and reporting.

Where our organisation’s design locates similar activities across the organisation, central leadership establishes standards, streamlines Coordinator processes and enables coordination. General

Creative Victoria DEDJTR DELIVERS STRATEGIC PLAN 2016 35

Economic Development, Employment Creative Victoria and Innovation Championing, promoting and growing Actively supporting and facilitating economic Victoria’s creative industries spanning arts, development, innovation, business and culture, screen and design: employment growth in Victoria through a range of facilitation, policy and investment partnerships • Developing and promoting creative industries and interventions: • Supporting productivity, exports, investments and jobs in the screen, design and interactive • Industry strategic policy and program initiatives gaming sectors • Investment attraction and facilitation • Creative industry strategy, policy and data • Market access and facilitation services • International engagement in Victoria’s for exporters creative sector • Supporting growth and change in • Raising awareness of Victoria’s creative sectors regional Victoria • Support, funding and programs for creative • Positioning Victoria as a competitive tourism, industries agencies, arts organisations and conference and major event destination cultural institutions • Driving innovation and development • Overseeing state-owned arts facilities of new practices and technology and collections • Major economic capital projects • Coordinating relationships with other • Advice on private and public sector creative and cultural funding bodies. industrial relations • Aligning business workforce needs with labour markets • Providing business information, advisory and referral services

• Supporting growth in international education. 36

Agriculture and Resources Improving liveability and driving sustainable economic growth in the food and fibre, natural resources sectors.

Working with industry, primary producers, urban and regional communities to deliver:

• Policy and program development for agriculture, forest industries, food safety, food security, biosecurity, animal welfare, agriculture and veterinary chemicals, fisheries and earth resources • Preparedness, response and recovery to emergencies • Improved safety outcomes • Access to and management of minerals and natural resources • Facilitation of development projects • Community and industry engagement, education, practice change and enforcement services • Research and development and fostering innovation • Regulation and oversight of statutory regulators.

Transport Planning, delivery and oversight of Victoria’s transport system, infrastructure and services:

• Developing strategies, plans, standards, performance indicators, programs and projects • Transport system operations, asset management, and project management • Implement the Regional Network Development Plan • Improving transport services • Development and construction of new transport infrastructure DEDJTR DELIVERS STRATEGIC PLAN 2016 37

• Coordinating transport bodies Corporate Services • Strategic policy advice Supporting the effective operation of the department by leading the development • Regulatory policy of our governance, people, culture, systems • Data and research into the transport system. and capability:

• Human resource management and workplace Coordinator-General services for the department Delivering city-shaping transport • Support portfolio ministers in their cabinet, infrastructure projects: parliamentary and other responsibilities • Transport infrastructure project delivery • Delivering legislative programs including the Melbourne Metro Rail Project, Level Crossing Removal Project, the Mernda • Legal services and advice Rail Extension and Hurstbridge upgrade. • Internal audit, risk management, business continuity and business planning Strategy and Planning • Organisational development strategy and Strategic planning, research, analysis and cultural change program knowledge management, delivery of strategic projects, engagement with Commonwealth, • Promoting and fostering integrity state and local government and coordinating • Long-term budget strategy the department’s emergency responses: • Budget directions and financial sustainability • Strategic intent, including economic • Governance Framework for Portfolio reform priorities, and strategic planning Performance • Data, analysis, strategic research • Procurement framework and rules and evaluation • Financial systems, including reporting • Outcomes Framework and performance and compliance monitoring • Providing procurement and information services • Integrating strategic advice into an overarching economic strategy and narrative • Implementing the ICT strategy. • Cross-portfolio strategic projects • Coordinating Commonwealth-state engagement and collaborating with ESTABLISHING local government TRANSPORT FOR VICTORIA • Reforms to improve the regulatory environment In June 2016 the government announced it • Fostering economic inclusion through will legally establish a new central transport workforce access and participation agency by the end of 2016. Transport for • Communications advice, services and products Victoria will coordinate the state’s growing transport system and plan for its future. • Coordination of emergency management. This new agency will sit within DEDJTR and bring together the planning, managing and coordination of Victoria’s transport system and its agencies, and provide integrated advice to government. 38

OUR PORTFOLIO ENTITIES Ports AND AGENCIES • Port of Hastings Development Authority • Port of Melbourne Corporation Trends toward increasing complexity and • Victorian Regional Channels Authority change in the economy means that DEDJTR • Victorian Ports Corporation is an organisation that partners with others. The strength of our partnerships and ability Roads and Road Safety to collaborate are central to the delivery of our 10-year outcomes. • Transport Accident Commission • VicRoads DEDJTR’s functions and services are delivered through a diverse range of entities and agencies Creative Industries across the Transport, Creative Victoria, • Arts Centre Melbourne Economic Development, Employment and Innovation, and Agriculture & Resources Groups. • Australian Centre for the Moving Image DEDJTR also includes two administrative offices • Docklands Studios Melbourne under the Office of the Co-ordinator General. • Film Victoria Our entities and agencies are often the face of • Geelong Performing Arts Centre what we do. They build deep and meaningful • Melbourne Recital Centre relationships with communities • Museum Victoria and it is through the success of our partner • National Gallery of Victoria entities and agencies that we succeed. • State Library of Victoria DEDJTR’s key agencies are listed below. In addition to our agencies, DEDJTR oversees Tourism and Major Events a number of advisory committees and panels. • Australian Grand Prix Corporation Public Transport • Emerald Tourist Railway Board • Federation Square Pty Ltd • Chief Investigator, Transport Safety • Melbourne and Olympic Parks Trust • Level Crossing Removal Authority • Melbourne Convention and Exhibition Trust • Melbourne Metro Rail Authority • Melbourne Cricket Ground Trust • Public Transport Victoria • Visit Victoria • Taxi Services Commission • Transport Safety Victoria Major Projects • V/Line Corporation • Major Projects Victoria (to be incorporated • VicTrack into Development Victoria)

Regional Development • Regional Development Victoria DEDJTR DELIVERS STRATEGIC PLAN 2016 39

Agriculture • Agriculture Victoria Services Pty Ltd • Biosciences Research Centre Joint Venture Board • Dairy Food Safety Victoria • Game Management Authority • Geoffrey Gardiner Dairy Foundation • Greater Sunraysia Pest Free Area Industry Development Committee • Melbourne Market Authority • Murray Valley Wine Grape Industry Development Committee • PrimeSafe • Royal Melbourne Showgrounds Joint Venture Board • VicForests • Victorian Strawberry Industry Development Committee • Veterinary Practitioners Registration Board of Victoria

Small Business, Innovation and Trade • Launch Victoria • Office of the Small Business Commissioner

DEDJTR sites across Victoria

Mildura Epping Attwood Bundoora Mildura Epping Macleod Woori Yallock Carlton TottenhamAttwood Ringwood Altona North MelbourneBundoora Macleod Woori Yallock Swan Hill WerribeeCarlton Knoxﬁeld Ringwood Tottenham Dandenong Hopetoun Kerang Altona North Melbourne Swan Hill Werribee Knoxﬁeld Cranbourne Rutherglen Dandenong Hopetoun Kerang Wodonga Mornington Echuca Shepparton Cranbourne WRangautherrglenatta Tatura Wodonga Mornington MELBOURNE Horsham Bendigo Benalla Echuca Shepparton Ovens METRO Wangaratta Maryborough TSaetuymourra Horsham Bendigo MELBOURNE BroadforBenallad AlexandOvrensa METRO Ararat Daylesford Swifts Creek Maryborough Seymour Snobs Creek Wendouree BallarBatroadford Alexandra Mallacoota HamiltonArarat Daylesford Swifts Creek Bacchus Marsh Snobs Creek Bairnsdale Wendouree Maffra Lakes Entrance BallaratGeelong Mallacoota Hamilton Ellinbank BaccColachus MaQrueensclish ff TrarBairnsdalealgon Warrnambool LeongathaMaffra Lakes Entrance Portland Geelong CowEllinbankes Colac Queenscliff YTarraramalgon Warrnambool Apollo Bay Leongatha Portland Cowes Apollo Bay Yarram

Ballarat International Foto Biennale (2013) 40

OUR RELATIONSHIPS Ministerial advisory bodies DEDJTR works with a range of ministerial DEDJTR recognises that successful engagement advisory bodies across its portfolio areas and partnerships with a wide variety of of responsibility. government and community stakeholders is crucial to delivering outcomes for the people These bodies include the Ministerial Freight of Victoria. Advisory Council, Victorian Railway Crossing Safety Steering Committee, Regional Development DEDJTR will engage collaboratively with all Advisory Committee, Future Industries Fund our stakeholders to build relationships, share Ministerial Advisory Council, Victorian Agricultural knowledge, and engage in joint activity. Advisory Council, Earth Resources Ministerial Advisory Council, Visitor Economy Ministerial The government’s new Regional Partnerships Advisory Council, Creative State are central to the way DEDJTR will work Advisory Board, Public Transport Access collaboratively with communities, industry Committee, Building Industry Consultative and local, state and national governments Council, Transport Industry Council, and to deliver stronger outcomes for Victorians. Forestry Industry Council.

Victorian Government departments Victorian local governments DEDJTR works with all Victorian Government Underpinned by the Victorian State-Local departments. We work closely with the Government Agreement 2014, DEDJTR works with Department of Premier and Cabinet and all of Victoria’s 79 local government authorities Department of Treasury and Finance to implement to develop local economic opportunities, plan the government’s economic development strategy for growth and provide infrastructure. These and develop key economic initiatives. relationships have been strengthened through We have a well-established working relationship the Regional Partnership model. underpinned by a partnership agreement with DEDJTR and the City of Melbourne have the Department of Environment, Land, Water and established a partnership to work together Planning to address issues such as integrated on areas of joint interest relating to economic transport and land use planning and the many development and other related issues as they inter-relationships between economic development, affect our largest city. urban and regional planning, and climate change, environmental and water management issues. Commonwealth Government A collaborative agreement supports DEDJTR’s DEDJTR works with the Commonwealth close working relationship with the Department Government to deliver major infrastructure of Education and Training supports the projects and support a range of national development of a skilled and productive workforce. agreements and initiatives developed by the This will address disadvantage and help us meet Council of Australian Governments and portfolio- future skill needs. based national ministerial councils. DEDJTR also works closely with the Department of Health and Human Services on many aspects of our own mission, notably our desire to create inclusive growth. DEDJTR DELIVERS STRATEGIC PLAN 2016 41

REGIONAL AND METROPOLITAN PARTNERSHIPS

The Government is establishing nine Regional Partnerships across regional Victoria, so that we can work more closely with representatives from community, business and the three tiers of government.

The primary objective of this partnerships approach is to give regions a stronger voice within state government and a direct pathway into decision-making processes.

Partnerships will bring a whole-of-government lens to the complex issues facing communities on a regional basis and will give regional communities a voice straight into the heart of government by:

• Connecting regional priorities and regional investment opportunities directly with the Victorian Government’s decision-making processes • Ensuring all ministerial portfolios across government – from education to transport, health, justice and planning – are addressing rural and regional problems, with a strong focus on creating jobs and tackling disadvantage • Creating opportunities for local communities and individuals to have a greater say about the issues of importance to them.

The approach in establishing partnerships will align with the work of existing regional leadership, strategic planning and advocacy groups, looking at the strategic priorities regional communities have identified themselves. A lot of work has gone into Regional Strategic Plans over a number of years and these place-based regional plans that are locally owned and evidence-based will continue to be the principal mechanism to identify local priorities and set longer-term strategic directions.

DEDJTR is building on the Regional Partnership model with a collaborative approach to economic development in metropolitan Melbourne, through Metropolitan Economic Development. 42

Peak bodies and community OUR RESOURCES organisations DEDJTR works with a range of state-wide organisations, industry bodies, policy institutes, Resourcing for Services and universities. These relationships include The government’s economic strategy focuses research, policy development, program on supporting job creation and economic growth implementation and funding support. by building on Victoria’s strengths including our skilled workforce, diverse industry base Industry and business and strong transport links. DEDJTR works with industry and business to DEDJTR has around 2,800 staff, working in 60 identify and facilitate opportunities to improve locations throughout the CBD, metropolitan and the state’s productivity, attract new investment regional Victoria and 18 international Victorian and generate jobs. This includes engaging the Government Business Offices around the world. private sector on infrastructure planning and DEDJTR is funded through the budget to deliver delivery, and improving regulatory processes. a wide variety of services to the public. Total The department meets with thousands of funding in 2016-17 is $8.6 billion. businesses every year to identify ways to support their growth and identify systemic Resourcing for Asset Investment reforms to improve their business environment. The department and its agencies together deliver over half of the state’s capital investment, with the Unions department ($16.4 – $17.4 billion) and rail network DEDJTR works with unions to ensure a stable and owner VicTrack ($19.2 – $19.3 billion) being the two fair industrial relations climate exists in Victoria. largest capital investment managers.

London Frankfurt Beijing Seoul Chicago New York Nanjing Tokyo San Francisco Washington DC Chengdu Shanghai Dubai Hong Kong Mumbai Bangalore Kuala Lumpur Jakarta

Melbourne

DEDJTR’s global network of offices DEDJTR DELIVERS STRATEGIC PLAN 2016 43

White Night 2015 Picture taken by Ben Clement, image owned by Tourism Victoria. DEDJTR 9920/16