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LATROBE REGIONAL STRATEGY PLAN
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This document has been placed on exhibition in accordance with the Latrobe Regional Commission Act for public discussion. The document has not yet received State Government approval.
STEPS AHEAD
LATROBE REGIONAL STRATEGY PLAN
MINISTRY FOR PLANNING ANO ENVIRONMFNT LIBRARY
Latrobe Regional Commission 43 Grey Street, Traralgon 3844 P. O. Box 620, Traralgon Telephone: (05 1) 7 4 8055 711 . 3099 6038651 Facsimile: (051) 74 6174 456 LAT:S Latrobe regional strategy APRIL 1988 Strategy plan : public discussion copy I document
l . Chairman's Foreword
This Latrobe Regional Strategy Plan has been written in a climate of changing predictions for the Region's future development and rate of growth. It is the first serious attempt to identify these changes and develop a program of actions dedicated to ensuring that a high quality of life is achieved for the regional community. The need for such a plan was born in the early 1980s when scenarios predicted 21 brown-coal-fired power stations spread throughout the Region. At the time, such development of our resources of coal, oil, gas and timber, while vital to Victoria's development, was subjecting the Region to major change and pressures. Those scenarios have changed to such an extent that future brown-coal-fired stations are being challenged as uneconomic and the long term future of the Region is under threat. As such, the priorities of a Latrobe Regional Strategy Plan must now be the need to diversify the Region's economy away from being almost totally reliant on power generation. It also needs to take steps to avoid the problems created by cyclic industrial activity. I believe we can succeed. Just as circumstances have changed since the early 1980s, the future is likewise uncertain. Although we are able to make informed predictions about future growth patterns, the Latrobe Regional Strategy Plan will need to be constantly monitored to ensure its effectiveness in meeting the needs and aspirations of the community. Thus the 1988 Latrobe Regional Strategy Plan is the first step in an on-going process. The Plan will be released simultaneously with the Latrobe Regional Land Use Policy and Latrobe Regional Environment Policy. Together these documents comprise a package entitled Steps Ahead. As the title Steps Ahead suggests, the Latrobe Regional Strategy Plan and its companion documents are intended to provide clear directions for the Region. They will be on public exhibition for three months, during which, submissions will be invited. They should be lodged with the LRC by 13 July, 1988. Following consultation, and if necessary appropriate modification, it is anticipated that the Latrobe Regional Strategy Plan will be adopted as Government policy for all agenr,ies involved in decision making within, and on behalf of, the Region. I commend this plan to you. It is an attempt to maintain this beautiful area's rightful place as the Jewel in Victoria's Crown. I hope that all people interested in the future of this exciting Region will read it, comment and act in accordance with it to further the interests of the regional community. The future development of our Region depends on it.
Robert J. Seear CHAIRMAN Acknowledgments
The preparation of the material comprising Steps Ahead is the culmination of a great deal of work which would not have been possible without the generous assistance provided over an extended period of time by many individuals, groups, organizations, local Councils and Government Departments and Agencies. The Commission wishes to express its particular thanks to: • ·All those individuals, groups and organizations too numerous to mention, who contributed by participation in search conferences and advisory groups, submission of written and verbal material and other ways; • Members of the Regional Strategy Plan Advisory Panel: Ms Undy Cochrane Mr Brian Dwyer Dr Kevin Foley Mr David Green Dr Max Neutze and Ms Alison.Teese, for their advice and assistance; and • The Coal Corporation of Victoria, the Department of Agriculture and Rural Affairs, the Department of Industry, Technology and Resources, the Latrobe Valley Water and Sewerage Board, the Ministry for the Arts and the Ministry for Planning and Environment for providing funds and staff for the preparation of major developmental reports. In addition, the Commission wis-hes to thank all those .LRC participants involved in the preparation of Steps Ahead and in particular, those individuals listed in Appendix I.
1 '",.(," Table of Contents
Page No.
EXECUTIVE SUMMARY (i)
1. INTRODUCTION
2. STRATEGIC PLANNING IN THE LATROBE REGION 4
3. THE REGION IN 1988 - A Community Profile 6 .
4. THE FUTURE 12
5. ISSUES FOR THE 1988 .STRATEGY PLAN 15
6. THE REGIONAL STRATEGY 16
7. ACTION PROGRAM 25
Objective 1 26 Objective 2 32 Objective 3 36 Objective 4 38 Objective 5 42 Objective 6 46 Objective 7 54
APPENDICES
LRC PARTICIPANTS IN THE PREPARATION OF STEPS AHEAD .57
II LIST OF SUPPORTING PAPERS 59
Ill STATE POLICY FRAMEWORK 61
BIBLIOGRAPHY 63
ABBREVIATIONS 64 Executive Summary
The Latrobe Region has recently emerged from a period of intense economic activity, chiefly, but not entirely, associated with the construction of Loy Yang A power station. During that period the cumulative effects of peaks of act1v1ty, interspaced with equally significant troughs, led to considerable problems. Compounding these problems was a lack of effective planning and decision making. The challenges for the Region over the coming decade are likely to be substantially different from those of the past. Where past problems were caused by rapid growth and lack of co-ordinated planning, the problems of the next decade, and beyond, are ant1c1pated to be those of low growth and possible stagnation. It is likely that any growth will sl1ll t.Je subject to cyclic impacts but of less magnitude and evidence would suggest the Region is better placed to cope. Extensive consultation has shown the overwhelming concerns of the regional community to be the need for lmprovea regional employment and economic stability while simultaneously ensuring the social well being of the community. . For these reasons, the Latrobe Regional Strategy Plan seeks to focus on these economic and social concerns of the community. Actions proposed in the plan are designed to create more stability in the Region by d1vers1ty1ng the regional economy. This will reduce the impact that cyclic industrial activity has, and will . continue lo <:HllSP.. Expanded opportunities tor business and employment together with improved planning and co-ordination of intrnstr11r.t11rP will hPnPfit the whole commLinity.
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The plan identifies seven objectives which form the socio-economic focus of the strategy. Each is accomoo.n1od by dotn1lcxl n1.t1on nlnns The objectives are: 1. To encourage development of "grass roots" regional enterprises; 2. To attract investment from outside the Region in new industries and in those industries able to employ the under-ut111sfH1 skills ot thA rP.01onr.il community; 3. To support established industries to ensure there is no net decline in the total number of employment opportunities in indu.st1·i~::, ull1~1 l11d11 111dju1 cu11::;l1ucliu11 industries; 4. I u ensure that education and vocational training within the Region are oriented towards establishing a wider skills base which will encourage economic growth and meet the employment aspirations of the community; 5. To co-ordinate the provision of infrastructure related to industrial and economic activity; 6. To ensure that, through more responsive planning processes, services are matched to the needs of the regional community at all times; and 7. To promote the lifestyle opportunities of the Region in order to attract new professional and managerial staff.
s A range of actions has been developed to meet these objectives and create a more diverse and robust economic base. These are: • Io assist local people to develop businesses using their own skills, a range of business assistance programmes will be made available and potential new industry prospects in horticulture, agroforestry, wood products, tourism and the arts will be encouraged;
• To assist in bringing new businesses to the Region, a range of identified opportunities in the timber drying, horticultural and brown coal industrios will bo marketed; ::ind
• To support established local businesses, a range of business services and support mechanisms will be establist1ed. I hese will include a power industry forum to continuously monitor the progress of the Latrobe Region's biggest single employer. The following set of complementary actions is proposed: • To ensure that education and vocational training are appropriate, a range of actions is proposed to support the development of specialist courses by education and training institutes;
• To ensure that infrastructure commensurate with community development is provided, the LRC will push for the early determination of infrastructure nE'eds, the equitable sharing of the costs related to major project development, the upgrading of major highways and rail links, and the provision of adequate water reserves and waste disposal systems;
• The LRC proposes an expanded and comprehensive set of planning, co-ordination, participation and monitoring systems to more effectively determine and provide services which match the needs of the community; and
• A comprehensive promotional campaign is proposed to particularly attract professional and managerial staff. Implementation of the plan will require wide acceptance and ready co-operation by the regional community and agencies operating in the Region.
Specific targets have been set for each objective. Among these the LRC aims to: • Create 50 new jobs a year through the encouragement of grass roots enterprises; • Create a further 50 new jobs per year through the attraction of outside investment in new industries in the Region; and • Ensure there is no net decline in existing employment opportunites. At the same time as the Latrobe Regional Strategy Plan is released, two further documents Latrobe Regional Land Use Policy and Latrobe Regional Environmental Policy are being released. Together, t hese three documents comprise a package called Steps Ahead. As the name Steps Ahead suggests, they mark an important step towards the development of a better Region for us all.
ii 1. Introduction
In 1983, through the Latrobe Regional Commission Act, the Victorian Government defined the Latrobe Region as an area of Central and South Gippsland comprising ten municipalities: the Cities of Moe, Sale and Traralgon; the Shires of Alberton, M irboo, Morwell, Narracan, Rosedale, South Gippsland and Traralgon. The Region, shown on the back cover, encompasses an area of 9,382 square km with a population of 113,511 (ABS Census, 1986). Together with the adjacent Bass Strait oil and gas field , it includes most of Victoria's energy resources as well as large areas of forest and fertile agricultural land. The Act also established the Latrobe Regional Commission as a partnership between the Victorian Government and the ten regional municipalities. The Act specifies the objects of the Commission as follows: "6. (1) The objects of the Commission shall be - (a) to co-ordinate the planning of the economic, physical, environmental and social development of the Latrobe region; (b) to improve the co-ordination of and to facilitate the development of major projects in the region; (c) to assist the implementation of State policies in relation to the region; (d) to assist in the economic development of the region; and (e) to involve the regional community in decision-making in relation lu lt1e region.'' The Latrobe Regional Commission operates in four key functional areas with emphasis on co-ordination, monitoring, planning and regional development: Economic Providing business and project development services, co-ordinating infrastructure and stimulating economic growth; Land Use On February 16, 1988, the LRC became the regional planning authority pursuant to the Planning and Environment Act 1987. The LRC is charged with preparing land use policies for inclusion in the regional section of Planning Schemes for each municipality; Environment Proposing actions for resolution of regional environment issues; and Social Co-ordinating, monitoring and assisting the planning, development and enhancement of the social resources of the Region. The Act requires the Latrobe Regional Commission to prepare a regional strategy plan and specifies objectives for the Plan as follows: "21. (a) the co-ordination and integration of the use and conservation of the economic, environmental, physical and social resources of the region; (b) the balanced economic and social development of the region; and (c) the increase of employment opportunities in the region ." Steps Ahead Being released in conjunction with the strategy plan are two further documents - the Latrobe Regional Land Use Policy and the Latrobe Regional Environment Policy. These three documents have been named Steps Ahead. Together they are designed to assist the achievement of the goal for the region, which has been expressed simply as: To ensure a high quality of life for the people of the Region and the responsible use and management of the Region's resources. Steps Ahead is the result of a strategic planning process and as such acknowledges the on-going nature of strategic planning. The 1988 Latrobe Regional Strategy Plan concentrates on issues that are of both immediate concern to the regional community and vital to the achievement of a high quality of life. Consequently, the Latrobe Regional Strategy Plan is the first step. The Latrobe Regional Land Use Policy complements the objectives and actions contained in the strategy plan. It has been prepared in accordance with the legislative requirements of the Planning and Environment Act 1987. The Latrobe Regional Environment Policy has been prepared at the request of the Minister for Planning and Environment and is a complementary document to the Strategy Plan. Both the latter documents will assist in the implementation of the Strategy Plan while also addressing other key issues. Additional information to explain, expand or support actions included in the Steps Ahead documents is available in a series of Supporting Papers. Where studies were undertaken externally by consultants or other agencies, the papers include the study as well as a brief · assessment. The Supporting Papers are listed in Appendix 11 and have been cross referenced where appropriate in the Steps Ahead documents.
Implementation· The LRC Act requires a formal review of the Regional Strategy Plan every four to six years, however the emergence of new issues may necessitate more frequent reviews. Following the preparation of each edition of the Regional Strategy Plan, its adoption by the Latrobe Regional Commission and its ultimate approval by the Governor-in-Council, it becomes an approved Victorian Government Strategy for the Latrobe Region. It will then be encumbent on Government agencies including the LRC and the municipalities of the Region to implement the Plan through their normal process of annual budgeting and planning.
State Government and Agencies There are a number of avenues through which the State Government and its agencies will implement the strategy. The action program accompanying the Strategy Plan specifies a set of actions for Government agencies. This could involve a revision of priorities within each agency and between agencies which will be reflected in their budget submissions to State Government. The Government and its agencies have a range of other powers which are relevant. These inc:lude statutory mechanisms such as the land and property development powers and infrastructure co-ordination powers available to the LRC, land use planning powers and non-statutory mechanisms such as discretion in the allocation of resources and incentives, and the right to lobby other decision making processes. In addition, the LRC can utilise the Latrobe Region Investment Fund and the Latrobe Region Special Development Fund to assist the Region.
2 The Latrobe Region Investment Fund's primary purpose is to provide financial resources to encourage economic development and create employment which will be of particular importance within an expected moderate to low.growth environment. Investment Fund projects may range from projects entirely financed from borrowings, where the LRC expects to make a financial return consistent with normal commercial expectations, to projects financed from grants where the benefits are essentially of a social nature without direct cash value. Certain projects will be preferred for Investment Fund allocation. These ·include: • export-oriented industries and, in particular, those with identifiable long term growth prospects; • those which bring new professional and technical standards to the Region; • those which encourage new investment; and • those which. expand female and youth employment opportunities.
Local Government Local municipalities also have a range of property and development powers, municipal enterprise powers, and are providers of physical and I Ir social infrastructure. They car) also provide assistance to industry.
Implementation Appraisal As the strategic planning agency for the Region, the LRC must regularly appraise agency performance against the targets set by the strategy plan to ensure they are being achieved.
3 2. Strategic Planning in the Latrobe Region
Strategic planning is a planning process that aims to focus attention on key issues within a comprehensive framework. As a consequence, a strategy plan has a number of characteristics. It must: • have a vision for the future to guide actions; • deal with issues that are central to the achievement of the long term vision; • deal with the issues that require resolution now; and • be responsive to change. Strategic planning is a continuous process requiring regular reviews and revisions. Consequently, regional strategy plans should be seen as steps in that continuous process.
The Vision for the The Latrobe Region will be a vibrant economic and social centre within Latrobe Region Victoria. It will offer its residents a wide range of economic and social opportunities in an attractive environment. The efficient use of its natural and human resources for the benefit of all Victorians and especially the Region's residents will be its hallmark. This vision builds on the exceptional attributes and distinctive features of the Region. It organizes and guides the steps toward achieving the stated goal of ensuring a high quality of life for the people of the Region and the responsible use and management of the Region's resources. The vision embodies the principles of social justice for all residents, namely equal access to economic resources and power, meaningful exercise of legal, industrial and political rights, equitable access to essential goods and services, and increased participation by people in decision making. Consequently, better access to a much greater range of employment opportunities in a wider range of locations will be provided as will better access to a greater range of social infrastructure. Better planning processes and co-operative approaches by the members of the community will assist in the resolution of problems in the social area and in capitalizing on the resources available to the community for the benefit of the community. Because the Latrobe Region is made up of a diverse range of communities and in particular, is split geographically by the Strzeleckis, a re-distribution of resources and Government services may be necessary to meet the needs of people living outside the major towns. The establishment of better transport links, particularly roads, to and between the major centres is also required. These elements are addressed by the Latrobe Regional Strategy Plan. The following elements are addressed in the Latrobe Regional Land Use Policy and the Latrobe Regional Environment Policy. There is no one dominant town now and none is foreseen. Instead, in expanding and upgrading community services and facilities, the main highway towns will be encouraged over time to develop their own distinctive range of specialist functions. In this way, the traditional service roles and cohesiveness of towns will be built upon and strengthened. Like Canberra, the Latrobe Region will have very good, fast and efficient transport links between the major towns; links that are uncluttered with development to ensure fast, safe access. It also means
4 that development of major facilities and, in particular, commercial developments between these towns which would detr9-Ct from the strength and attraction of the e.xisting towns will be discouraged. Individuals, business and agencies will be made aware of the specialized diversity which makes the separate centres of the Region distinctive and attractive. In the rural areas the natural assets will be protected to maximize community benefit now and for future generations. Urban development and rural residential living will not be developed within coal boundaries or prime agricultural areas. However, rural residential living. is one of the Region'.s lifestyle attractions and will be provided for and encouraged, away from these areas. · Increased environmental awareness and controls and consideration of environmental issues will help maintain the Region's attractiveness. Achievement of the vision through the range of actions proposed in the Latrobe Regional Strategy Plan and through the policies of the two other Steps Ahead documents .will substantially contribute to attaining the Region's stated goal, as expressed in chapter one.
5 3. The Region in 1988 - A Community Profile
While much of the following information has been well documented and is known to government and its agencies, it is through an analysis of this data that an appropriate strategy for the long term well-being of the regional community will evolve. For further details of the community profile refer to Supporting Papers Nos. 1 and 2.
Cyclic Development The development of the Latrobe Region has been characterized by the peaks and troughs of activity associated with the development of brown coal and other natural resources. The cyclic pattern of accelerated development followed by periods of slow growth or decline has paralleled the development of power stations and is a characteristic of resource-based communities. Cycles of development and stress associated with the brown coal resource have at times been exacerbated by concurrent investment by Esso-BHP in oil and gas exploration and production, the expansion of production facilities at APM's Maryvale Mill and major public capital works. For example, the last "peak" of the late 1970s and early 1980s involved concurrent major construction activities associated with projects of the SECV, APM , Esso-BHP, the Rural Water Commission and the Melbourne and Metropolitan Board of Works. The influx of up to 6,000 construction workers during the peak placed severe strains on the social and physical infrastructure of the Region. The strain on local government services was particularly severe. During this peak period, plans for a further 21 power stations and other energy projects were mooted. Time has proven these plans to be overly optimistic. In 1988, the Region finds itself with a slump in economic activity and the prospect of slower growth than the State average in the foreseeable future. The Region is also affected by wider economic trends which have impacted upon all of Australia's major industrial centres.
A Dominant Principal Sector The Latrobe Region's workforce is 4 7,528 comprising 30,861 males and 16,667 females, according to the 1986 census. The Region is dominated by the activities of three principal-sector organisations - the State Electricity Commission of Victoria (electricity generation}, APM Pty. Ltd. (forestry, paper and pulp production) and Esso-BHP (oil and gas). They employ almost one third of the regional labour force and produce 55% of the regional output. The SECV is the largest of the three, employing about 10,000 people and indirectly supporting more than 16,000 other jobs. The dominance of this principal sector in the Latrobe Region can be demonstrated by comparing the distribution of regional employment with that of the State as a whole. The electricity, gas and water sector accounts for 19.8% of the Region's workforce compared with 2.2% of the State's. The largest industry groups in the State - Manufacturing, Wholesale and Retail Trade and Community Services account for 54.8% of the State's workforce and 39.7% of the Region's workforce. (ABS Census, 1986.) The dominance of the principal sector has produced a unique range of workforce and demographic characteristics: • a young male dominated workforce with limited opportunities for females;
6 • a re latively high percentage of tec hn ical and trade skills; • a corresponding under-representation of professional and managerial positions; • a regular net inflow of single males and males with young fam ilies leading to a high proportion of population in the 25-40 age group; and • net outflows of population in th e 15-19 and 45 years and over age groups. Wh ile there are greater percentages of females employed in other sectors, the large imbalance in the principal sector remains a concern. (see Graph 1)
GRAPH 1 EMPLOYMENT BY INDUSTRY LATROBE REGION 1986
COMMUNICATION to TRANSPORT & STORAGE CD I e MINING C] C:J MALES REC, PERSONAL, OTHER SERVlCES I C:J FEMALES PUBLIC ADMIN, DEFENCE I I
FINANCE, PROP & BUS.SERVlCES I 1
CONSTRUCTION I I r e MANUFACTURING I I
AGRIC, FORESTR Y, FISH & HUNTING 1 I
COMMUNllY SERVlCES I I
WHOLE$ALC & RETAIL TRADE I I e ELECTRICllY, GAS & WATER I I
10 THOUSA NDS • Prlnclptll sector Industry employment la largely In these sectors Source ABS Census 1986
Female employment grew faster than male employment in most sectors during the 1981-86 period. However, in the principal sector, the dominance of male employment has not altered significantly. Employment in the construction industry has fluctuated dramatically. By 1986, 8.9% of the Region's labour force was employed in construction related activities compared to 11 .9% in 1981 . Because of the close link between local industry and the principal sector, fluctuation s in principal sector construction activities are felt throughout the economy. Spatially, impacts are greatest upon those local government areas in close proxi mity to developments. That development, and hence employment and population, has been concentrated in the major Princes Highway towns. These trends have serious implications for these localities in a time of economic downturn.
7 Population Characteristics Table 1 shows key demographic characteristics of the Latrobe Region Popu lation compared wi th Country Victoria, and Victoria as a whole. Sign ificant factors are the hi gher percentage of youth and lower percentage of older residents leading to a rapid increase in potential demand for employment withi n 5 to 10 years un less the current high levels of outmigration (indicated by the numbers changing address between 1981 to 1986) continue and increase.
TABLE 1: POPULATION CHARACTERISTICS LATROBE REGION, COUNTRY VICTORIA AND VICTORIA 30 JUNE 1986
Latrobe Country Region Victoria Victoria
Youth (0 - 14) % Population 27.5 25.2 22.9 Aged (65 and over) % Population 7.8 11 .2 10.5 Male: Female Ratio Males/ 100 Females 104.0 100.4 98.2 Overseas born % Population 16.6 11.9 24.6 Low income families % Families $0. $15,000 20.4 27.0 20.7 High income families % Families $40,001 + 17.3 12.4 19.2 Same address in 1 981 % Population 47.6 50.8 52.0
(Source: ABS Census. 1986)
While the percentage of the Region's population aged 65 and over is below that of country Victoria and the State, the majority of elderly li ve in a one family household (ABS Census, 1986). This group is most vulnerable in terms of health and need for community support. The Region has previously been characterised by relativel y high incomes because of the large construction sector, availability of overtime during construction periods and the large number of shift workers in the electricity industry. Since the downturn however, income levels more closely resemble the State average.
Community Impacts of Several reg ional indicators have been documented to describe the Current Downturn cyclic impacts of resource development in the Regional community.
Unemployment During the active construction period of the late 1970s and early 1980s unemployment levels in the Region were wel l below the State and Australian averages. Since 1981 many major projects have been completed and regional unemployment has risen substantiall y, particu larly for employees in construction related sectors. Regional unemployment levels in 1986 were higher than the State average, th ough still lower than the Australian average. Unemployment levels have always been significantly higher for females in the Latrobe Reg ion than tor the State as a whole. Between 1981 and 1986 the g ap between the Region and State female unemployment levels widened from 0.7% to 2.5%; unemployment rates for females in the Reg ion have remained slightly above the National average. With the decline in unemployment opportun ities , the overall participation rate (the ratio of the total number of people in the workforce to the popu lati on 15 years and over) has fa llen. While the participation rate for males also has fal len, that for females has risen as a result of more females entering the workforce. These changes reflect both State an d National trends.
8 Population Change Historically, the patterns of population growth and change in the Latrobe Region have correlated very closely with the development stages of major new projects in the principal sector. While the population of the Latrobe Region increased from 72,4 43 in 1954 to 113,511 in 1986, the rates of growth between census collections varied considerably during this period. Individual communities showed major variations during this period, largely in accordance with their proximity to major projects. (See Table 2.)
TABLE 2 - LATROBE REGION: AVERAGE ANNUAL POPULATION CHANGE
Percentage Change Local Government 1954 1961 1966 1971 1976 1981 Areas 1961 1966 1971 1976 1981 1986
Sale 3.0 1.9 4.2 3.2 1.4 0.9 Alberton 0.8 - 0.3 - 0.1 - 0.4 0.9 0.2 Mirboo 1.5 0.6 - 1.4 - 0.6 + 1.8 3 .2 Moe 3.5 1.4 - 1.1 - 0.3 1.7 0.4 Morwell 5.8 2 .7 1.6 0.2 2.4 1 .1 Narracan 1.2 - 0.6 - 1.0 - 0.1 5.1 0.04 Rosedale 2.6 1 .5 0.4 0.7 4.2 3.9 South Gippsland 1.1 0.6 0 .0 0.8 1.3 - 0.1 Traralgon City 5.6 2 .9 0.8 0.6 3.9 1.3 Traralgon Shire 0 .5 0.6 1.1 6 .6 17.4 4.9 Yallourn Works Area - 1.5 - 3.0 - 4.8 - 8.7 -1 9.7
Tota l 2.9 1.3 0.3 0.3 2.4 1.1
(Source: ABS Census)
There are indications that since 1986, the Region's population growth has slowed further and could even have declined.
Housing Regional housinq patterns have paralleled, ;:inrl hP.Frn rrim;:irily driven by, development and employment patterns in the principal sector. The housing sector is particularly sensitive to economic upturn and decline. While house and land prices increased until 1985, the number of houses for sale, house sales, building approvals and housing commencements all fluctuated between growth and decline from 1978 to 1987. All now indicate that the housing sector, as a component of the regional economy, is on the decline. Between 1985 and 1986 commencements fell by about 25% while a 90% increase in houses for sale has been accompanied by a general decline in actual sales. Further evidence of this downturn can be seen in a comparison of 1981 and 1 986 census data showing a 32% decrease in new houses awaiting occupancy with a 19.5% increase for the State. These fi gures, however, have also been influenced by national economic factors such as interest rates. In parallel with these trends, the demand for rental accommodation increased significantly from 1977 and by 1981 rental levels in the Latrobe Region were substantially higher than for equivalent accommodation in Melbourne. With decline in the Region however, demand for rental accommodation has eased and between 1981 and 1986 vacancy levels in rental properties increased by 117.2%.
9 Caravan Dwellers During the 1977 to 1981 period, the number of people living in caravan parks in the Latrobe Region increased significantly. By 1981 3.2% of the population, or about 2,250 people were in this situation, consisting of single male workers associated with major projects and a significant number of local residents who were displaced by the rising home rentals during the peak period. With the present decline in cyclic activity, about 1.2% of the Region's population remain in caravan accommodation compared to 0.6% for the State.
Community Well-Being Periods of growth and decline impact upon individuals, families and communities in a variety of other ways which may be difficult to directly quantify. While care is advised in interpreting the following data, some social trends can be identified that reflect the growth and decline in the regional economy.
• Income Security The number of pension and benefit recipients has increased at a significant rat~ in the Region since 1976. In particular supporting parents, unemployment, sickness and invalid beneficiaries recorded large increases of 584.1%,127.5%, 131.0% and 171.2% respectively in this period. With such increases, pension and benefit recipients now constitute a larger proportion of the population than in 1976. In the case of supporting benefit recipients, service providers attribute a rapid increase since 1 980 to two factors: (a) the allocation of some Ministry of Housing stock to single parents from outside the Region; and (b) the outmigration of some 'breadwinners' in search. of employment following delays in commencement of Loy Yang 81 and 82 power station construction with subsequent family breakdown occurring. Services providing emergency relief assistance also report a significant increase in demand for financial help.
• Poverty There are an estimated 3,230 or 18.6% of the Region's families with children living on or below the poverty line compared with 18% for the State. · Variations across the Region can be identified with the most dramatic differences being in South Gippsland (33.9%) and Alberton (28.4%). Even more alarming is the proportion of single parent families in this Region living on or below the poverty line - 57% compared to 46% for Victoria. The number of families living in poverty was calculated. using May 1986 Poverty Lines produced by the Institute of Applied Economic and Social Research. There are several shortcomings in using income as the only factor determining a state of poverty- one of which is the low income but high assets which characterize some farmers and other businesses. These figures should be used with these limitations in mind.
10 Conclusion At present, socio-economic indicators of community well-being and buoyant economic conditions are declining and those reflecting social distress are increasing. While this chapter has documented some of the impacts that cyclic industrial activity has caused in the Latrobe Region, the following chapter explores likely future development and growth patterns as well as assessing whether the impacts of future cyclic activity will be of the same magnitude as in the past. This is essential in order to develop a relevant and appropriate strategy plan that can achieve the Region's goal.
11 4 . The Future
Population In the next 5 to 10 years, the Region will be largely influenced by developments in the principal sector, and in particular, by the sequencing and timing of construction of power stations. The State Government has already approved SECV plans to construct Units 1 and 2 of Loy Yang B Power Station and, at present, the Parliamentary Natural Resources and Environment Committee (N REC) is considering power station options, within and outside the Region, for operation after the mid-1990s. A preliminary recommendation has supported the construction of Units 3 and 4 of Loy Yang B Power Station as the next power station project. However, N REC has recommended that sites outside the Region be seriously considered for power station construction following completion of Loy Yang B. A State Government decision is expected in mid-1988. Stu dies in conjunction with the N REC Inquiry clearly suggest that even un der the most favourable alternative, ie. where all future base load power stations are located in the Latrobe Region, a period of rapid regional growth cannot be expected. The more likely outcome, without any major change of directions or unforeseen circumstances, is one of low to modest population growth in the next 20 years. Whereas in 1981 , forecast annual population growth for the next 20 years varied between 1.2% and 2.8% per annum, 1987 forecasts for the next 20 years estimate rates varying from -0.9% to 1.4% per annum. These forecasts are illustrated in Graph 2. The high growth scenario assumes relatively strong growth in the Australian and Victorian economies and that brown coal would fuel most of Victoria's electricity generation. The median scenario assumes modest growth in National and State economies and that electricity generation would be fuelled by a combination of brown and black coal. The low growth scenario assumes little growth in the National and State economies and only a minimal contribution to electricity generation from brown coal.
GRAPH 2 LATROBE REGIONAL POPULATION ACTUAL AND ESTIMATES 1961-2006
THOUSANDS
1601------c, 80 1------ 01----.----..----,r----,-----.----~----.--"""T""--..------.- 1961 1966 1971 1976 1981 1986 Hl91 1996 2001 2006 Th e seriesdfffet.-ioe In 1988 re'llecta Source: Tables 7.2b,7. '411 and 7.4b !he discrepancy between ABS CENSUS and NIEIR report 1987 and, ABS eatlmates used by NEIR ABS C.-.au1 12 During the ten year period to 1996, Loy Yang B is likely to be involved in all alternatives. For the purposes of this edition of the Latrobe Regional Strategy Plan, it is not important to determine power station policy beyond Loy Yang B. (For further details refer to Supporting Paper No. 3). Labour Demand The workforce implications of the N REC recommendation to complete Loy Yang Bare some growth in power station construction labour until 1990 followed by a levelling off between 1990 and 1992, and a decline until 1995. As in the case of population forecasts, the SECV construction workforce forecasts beyond 1996 will depend on whether power stations are constructed within, or outside, the Latrobe Region. When the above impact of SECV construction labour is included in the total workforce forecasts, the impact is as shown in Graph 3. This forecast assumes continuation of existing growth rates in the service sector and the continuation of brown-coal-based power generation. (For further details refer to Supporting Paper No. 1.) GRAPH 3 EXPECTED REGIONAL EMPLOYMENT COMPOSITION ESTIMATES 1986 TO 2006 TH OUSANDS Construction Employment 20 Soun:e: NIEIR/SECV Sc.10 NREC onquky (Sconarlo 10 - Al b Whilst Graph 3 shows a relatively steady growth in demand for labour, there are, however, still significant fluctuations in labour demand. Employment Although an accurate prediction of the availability of, and demand for employment over the next ten years is not possible, the population characteristics and the related demand for jobs, based on projections from 1986 census information, indicate the potential shortfall in new employment opportunities. This may be as many as 2,500 by 1991 (compared with 1986) with a further 2,800 by 1996. The number of positions actually required will tend to be less than these figures as a result of outmigration, early retirement and retention in schooling or training. However, any reduction in employment through productivity gains and/ or technology changes or a failure to sustain current growth rates in the services sector, will increase the employment shortfall. (Refer also to Supporting Paper No. 1.) Clearly, th e wel l-being of the regional community wil l depend on the Region's ability to develop new employment opportunities in non traditional areas to offset this shortfall. During this process, it can be anticipated that social adjustment issues will arise which will require specific strategies for their effective resolution. 13 Opportunites for Growth Notwithstanding the above forecasts, there could be significant changes should the Coal Corporation of Victoria be successful in attracting major coal-based development and/or should the proposed Very Fast Train running between Melbourne, Canberra and Sydney, via Gippsland, come to fruition. Both developments would have major ramifications for the Region, particularly in terms of infrastructure, environmental effects and settlement patterns. For example, major coal to oil developments could see the creation of thousands of employment opportunities and significant expansion of coal mining. The Very Fast Train proposal has implications for the Region both in the design and construction stages as well as for tourism. Overseas evidence (Mitsumasa Iwata, 1984) suggests that towns at which the trains stop en route experience significant growth. The Regional Strategy Plan is framed with an awareness of such possibilities and needs to incorporate strategies to encourage favourable decisions, consistent _with the environmental and social aspirations of the community. Apart from such larger projects, there is also a field of smaller developments including tourism, horticulture, mariculture and specialist manufacturing industries, which offer potential for the creation of additional employment. Despite the possibility of success in attracting or establishing new industries in non-traditional areas, it is not likely that future cyclic variations in economic activity and employment will be avoided. Economic and social strategies capable of dealing with future cyclic development are therefore important components of the Regional Strategy Plan. Personal Development While the Region may be able to identify, attract and establish new industries in· non-traditional areas which provide employment in significant numbers, it is unlikely that existing workforce skills will be entirely suited to these industries. It will therefore be necessary to develop new workforce skills including multi-skilling, either through new training programs for school leavers or retraining programs for others. Conclusion It can be seen from this chapter that while cyclic development will continue in the years ahead, the magnitude of its impact on the regional community will be less. And in fact, the most likely scenario is one of modest population growth in the next 20 years, a shortfall in new employment opportunities and the well-being of the regional community depending upon the Region's ability to develop opportunities in non-traditional areas. Therefore, it is necessary to frame the 1988 Latrobe Regional Strategy Plan with an awareness of the need to diversify the Region's economic base away from being almost totally reliant on power generation. 14 5. Issues for the 1988 Strategy Plan The following are the key issues for the 1 988 Latrobe Regional Strategy Plan: • meeting the community's employment expectations in relation to the number of jobs, stability of jobs, range of employment types and location of employment; • the identification and provision of an appropriate range of social infrastructure; • the need for improvements in freight and personal transport services; and • the need for greater community involvement in decision making. These issues have been identified in a number of ways: • a process of public consultation; • special studies and investigations, including those outlined in the previous two chapters; and • State Government Strategies. (See Appendix 111.) In planning and conducting an extensive process of public consultation, the LRC issued three documents for public review and comment, "Towards an Economic Strategy for the Latrobe Region", May 1986, "An Overview of the Latrobe Region Environment", November 1986 and "Talking Points", December 1986. The community concern in relation to employment was reinforced during the N REC Inquiry. The serious possibility of power station construction outside the Latrobe Valley which was mooted, led to a substantial raising of community awareness of the need for the power industry in the Region to be effic:iP.nt and competitive. The low to modest growth estimates indicated that pressures on land use and environmental matters are unlikely to be intense in the short term. However, there is still a need to establish a long term framework, particularly to respond strategically to land use and environmental issues associated with matters such as energy resource development which has a very long time frame. For this reason and because they are supportive of the detailed actions being proposed, the land use and environmental policies have been presented separately. These will be exhibited concurrently with the Latrobe Regional Strategy Plan, in Steps Ahead. 15 6 . The Regional Strategy Responses to Major Issues While the primary issue is that of securing economic development to meet the employment expectations of the community, many of the social issues that have arisen also stem from either the decline in economic activity or its cyclic nature. Effective attention to the economic and employment issues will substantially improve the likelihood of the social aspirations of the people of the Region being realized. While specific initiatives are essential in securing economic growth, meeting social aspirations requires both the provision of social infrastructure and the capacity to effectively plan for community needs. Economic growth can significantly contribute to the development of improved social infrastructure and community well-being, but effective social development also requires effective co-ordination, planning, participation and consultation processes within the Region. Economic development will concentrate on diversifying the economy by making it less dependent upon the activities and demands of the principal sector. The relevant economic objectives aim to maximise employment opportunities. This will require a three-pronged approach, (Refer to Supporting Papers No. 1 for details), which aims to: • develop local "grass roots" industry; • attract external investors; and • rlefend established industries. Each of these elements requires a distinctive set of actions. The employment development programs outlined in the Regional Strategy Plan will not, of themselves, provide sufficient jobs for the Reqion's expected population. The employment development programs are intended to provide a climate conducive to investment, by all sectors of the community, and to demonstrate to the community at large that the Region offers many sound investment opportunities. The role of the Regional Strategy Plan in employment development is one of creating and maintaining a momentum for growth. While economic growth does not directly solve problems of cyclic development, the larger the employment growth in other industries the less will be the relative effects of major construction activity. Availability of appropriate infrastructure and personnel are important factors influencing the prospects for new industry, however, the expansion of employment opportunites must focus on meeting the needs of existing residents as well as attracting new residents able to bring the skills and knowledge necessary to establish new forms of industry. Failure to do so successfully will mean reduced employment opportunities within the Region for existing residents, leaving them with the choice of moving or suffering all the consequences of a shortage of work. Social strategies will help with the identification of need and effective allocation of responsibilities and resources to satisfy those needs. At a State level, ongoing support is required including a more equitable distribution of community service resources to eliminate this Region's relative disadvantage compared to others. At a regional level actions are proposed to more effectively utilize existing resources. To effectively respond to these issues and to achieve the objectives of this Strategy Plan, high levels of commitment and co-operation within the Region will be required. While external inputs both public and private are well recoqnized as essential to the Region's future well being, many of the actions proposed are clearly the responsibility of the agencies, institutions and people of the Region. Commitment, co-operation, co-ordination and the effective participation and contribution 16 ot all parties concerned will be required. The Strategy Plan provides the framework and direction for such processes and on their success will depend the Region's future development. Strategy Objectives The objectives, listed below and described in detail on the following pages, define A set of initiati ves which iointly 1,omririsr. thr. RPainn;:il Strategy Plan. They rirc specific, and each one will be implcrr1cnled by a sot of o.ctions which is described in the Action Prooram Taken together, the objectives and actions descr ilJe a delailod program of how the Strateqy will assist the achievement of the overall regional goal. The objectives will also assist with performr1nce evaluation which is fundamental to the ongoing success of the Strategy. Progress towards achievement of the objectives can be measureJ by both the responsible agencies and by members of the cornmunily. The objectives are: 1. To encourage development of "grass roots" regional enterprises; 2. Io attract investment from outsirle the Region in new industries and in those industries able to employ the under-utilised skills of the regional community; 3. To support established industries to ensure there is no net decline in the tot;:il number of employment opportunities in industries other than major construction industries; 4. To ensure that education and vocational training within the Region are oriented towards establishing a wider skills base which will encourage economic growth and meet the employment aspirations of the community; 5. To co-ordinate the provision of infrastructure related to industrial and economic activity; 6. To ensure that, through more responsive planning processes, services are mritr.hed to the needs of the regional community at all times; and 7. To promote the lifestyle opportunities of the Region in order to attract new professional and managerial staff. Objective 1 rass roots ~egio'lal erterpnses. Target: 50 new jobs per year This objective aims to enhance community initiatives and ensure diversification of the economy. It recognises that regionally owned and operated enterprises usually maintain a commitment to regional location. It aims to enable residents to convert identified opportunities, or their own marketable ideas and skills, into businesses, and also to help existing enterprises expand and/or diversify. The new enterprises should, as far as possible, provide goods and services not adequately provided within the Region and not be dependent upon major construction projects. The programs embraced by this objective can be implemented over the whole Region and not just in the established industrial and commercial centres. The methods used to encourage investment by the regional community will need to cater for a range of different groups. Part of the program will be designed to provide support for th ose not able to access traditional business services. The program requires the services of enterprise fa ci litators supported by financial and business advice as currently provided by the LRC , the Small Business Development Corporation and the Victorian Economic 17 Development Corporation. LRC staff will also be able to introduce new enterprise developers to other complementary businesses and support services. A Community Enterprise Corporation is proposed as the vehicle for enterprise facilitation. The proposed corporation will be an independent org;=inisrition designed to attract.private sector, trade union and government support. A study of agricultural opportunities in Gippsland indicated the potential for increasing horticultural production, together with a range of other new opportunities for rural producers. Reginn;=il timher resources will progressively become available for processing leading to opportunities for a value-adding wood products iri Objective 2 .,..o att•act i•westme'1t from outs1ae the Req•on i'1 rew industr es a•H.l 1•1 those 1'1d...1str1E's ble to emo.oy under ...1t1 ised ski Is of t'"le req onal r.omrY)11nit 1 Target: 50 new jobs per year. External investment in new industries will bring new technical and professional skills to the Region and expand regional exports or reduce the need for qoods and services to be imported. !t would be inappropriate to simply poach established industries trom other parts of Victoria by offering special incentives. 1 he program seeks to attract those industries wishing to locate in the Region because of competitive advantages which they would enjoy by so doing. The advantages of regional location are a combination of closeness to rnw materials, enerqy or other inputs, proximity to a major market, availability of uniquely skilled labour, availability of capital and the availability of appropriate industrial sites. A key role of the LRC is to identify and develop the Region's competitive advantages and communicate details of them to potential investors. The types of industries attracted to the Region should diversify its' economic base and provide employment for groups where existing job nrrortunities are low or declining, eg. women, metal trades workers, etc. They should not be dependent upon major project construction. The actions identified seek development opportunities in those industries where the Region has a demonstrated competitive advantage within the State and National context. The development of new brown coal products will typically require large inputs of capital and high level technical expertise which is not available within the Region . The diversified development of brown coal industries will therefore be largely dependent on attracting external investment. Horticulture and mariculture have been identified as potential strengths of the Region. Investors in these industries would generally be established producers having technical and marketing expertise and operational distribution outlets. The efficient development of horticulture m;:iy require some innovative changes to planning schemes. ., ;/' r: PLAl'- 1'-'J!\IG AND U•i • ·u. · i,; L.lgRARY' Investment opportunities need to be identified and promoted both within and beyond the Region, targeted at potential investors. While it is possible that local industries may not possess the necessary expertise or financial resources to develop the opportunities in their own right, the potential for joint ventures between local companies and organisations should not be overlooked. The Reqion also needs to ;:irlrlrnss riny weaknesses porocivcd by investoi-s in corr1p<-1rison with other investment locations. In particular, the LRC and local \JUVernment need to co-operate in minimising the impact of difficulties and delays associated with obtaining planning and other n~L,~::,~ ...ny per111ils. UbJect1ve 3 To suppo•t establ shed ndL.str es tc ePsure t'1erc 1s no net declrne ir the tota rumb~r u' errployment onnn••un ties iri ndustries other t'1an nia or c:onstrur:t,op rPdus.t•res. Target: No net decline in employment. This objective aims to ensure that the existino industrial base is maintained. While diversification is a long term goal, the principal sector activities underpinning the regional economy cannot be ignored. These industries and, in particular, the power industry will continue to dominate the regional economy into the foreseeable future. The regional economy is sensitive to changes in SECV construction activity. SECV proposals for production improvements during the next five years, which entail expenditure of $450 million, will provide a significant stimulus. This expenditure is in addition to the operations expenditure of $350 million and local spendin\J uf $383 million on the construction of Loy Yang 81 and 82 power stations. Evidence presented at the N REC Inquiry into future power generation options demonstrated the fundamental importance of the SECV's operations to the regional economy. It has become clear that the Region can only secure its' long term future as the natural base of Victorian power generation if it remains a price competitive power source. t:lecause of the large scale of boiler plant required, new brown-coal fired power stations suffer significant competitive disadvantage. Such stations have high capital costs and require a long construction period. At a time when public sector debt is high, the brown coal stations may therefore be less attractive than those using other fuels. In order to be confident about the Region's future competitive position in power generation, it is essential to seek ways and means of reducing the capital costs of brown-coal-fired power stations. All possible avenues for cost reduction must be explored including technological, industrial and organisational approaches. The task of remaining competitive is daunting, but not impossible. To adt as an initiator for the work required, the LRC proposes to lead the establishment of a representative power industry forum for the Latrobe Region. Supporting the continued development of all the principal sector industries will require continued input to government decision making processes such as Parliamentary Inquiries. The LRC, in particular, has a responsibility to lead the case for the Region to these inquiries. It also has a responsibility to maintain community support for regional industry and likewise to ensure regional industries recognise their commitments to the community. I mp roved productivity for the Region is assisted by co-ordination of infrastructure and co-ordination of land use planning. Protection and sequencing of coal resources and ensuring adequate softwood supplies for APM are key areas for attention. The metals industry which depends on the construction requirements of the principal sector, has traditionally suffered from cyclic effects. 19 Benefits will accrue from identifying and producing for alternative markets. Industries outside the principal sector such as the small textile, clothing and footwear manufacturers and cement manufacturers are an important source of diversification of the regional economy. Some of those industries also help to achieve some social objectives, such as maintaining employment opportunities for women. Defence of these industries requires assistance which will increase inrl11stry efficiency, product quality and market access. The tyf)P.S of assistance available include the preparation of business plans to improve market identification and production processes, appropriate financial assistance from the Victorian Economic Development Corporation, access to Small Business Development Corporation services, referrals to other industry advisors such as the Australian Productivity Council, access to energy audits, assistance with developing business contacts and other technical advice. The actions selected to support this objective reflect the experience ot the LRC in the delivery of business services, the analysis of the general economy ;rnrl the recommendations in the specific sector studies which have provided inputs to the Regional Strategy Plan. Mnnitnring of specific industries is vital if the State Government and the LRC is to be aware of changes. Monitoring of performance is a key element of tt·1is strategic thrust The metals industry has borne the brunt of reductions in construction rir.tivity, The actions identified for this industry were recommended by a mP.tals engineerinq study (Refer to Supporting Paper No. o tor details) and has been P.ndorsed by members of the industry . Objective 4 . ·--- -· --~ _ ... _ '" ... t'1e Heg1or are or erted •award PStao1J5r1ng w dt•r ::ok1l.s base W'11cr .vii enco..irage ecoro'Tiic growt"' arid meet !'1e empk>yn erit aspirat1ors ot the ~omrn111"\ •v Taryel. A::, ::,d fu( specific program s. Improvement of female representation in the workforce. Basic attitudes to P.mployment and industry are formed in the early years of maturity. The provision of specific school based programs such as " Know Biz" and other programs such as "Young Achievers" will assist in developing positive and less traditional attitudes to business and wnrk A range of existing and new actions wi ll be employed aimed at matching the training of employees to the needs of existing and new industries. Therefore, a wirlP. range of vocational training will be necessary. It is acknowledged that the Latrobe Region has a blue collar, male· dominritP.d labour force. Statistics clearly demonstrate that the ratio of male to female workers is higher in th is Region than in country Victoria and Victoria. Sim il arly, female participation rates are below the Victorian average. The dominance of male employment in the Region's principal sector, largely the SECV, APM , Esso-BHP and associated construction activity, accounts for the very high proportion of males in the Region's labour force. Support will be given to programs that are directed towards increasing school retention rates and the range of training opportunities, widening the skills base, enabling the provision of retraining programs for the unemployed and supporting the development of the Region's economy. The development of centres of excellence within tertiary institutions focused on regional resources and assets will provide a stimulus for new economic opportunities. Examples of th e types of benefits that can flow to the Reg ion are the computing developments in Silicon Valley in California and the timber value-adding in Tasmania. 20 Objective 5 ro cc ord1'1atn tre p•ovi 10'1 of infrastruct ..HE" relatP.rl to ·rd1.s+r al nd ...... _.._•,.. - .1.' I Target: Infrastructure to be in place concurrently with need. Appropriate infrastructure is necesssary to assist the development of efficient and competitive economic activity and to provide for a standard of living acceptable to the regional community. In particular, the following aspects must be addressed: • the need to provide adequate road networks for transportation of goods, people and produce, particularly between the north and the south of the Region, and to Melbourne; • the need to provide suitable ra il services to directly link regional industries producing bulk commodities with export potential to the proposed upgraded bulk handling facilities at Westernport; • the need to ensure adequate water resources for future development of the Region; and • the nee Adequate water is an essential component of many of the ex isting or potential reg ional industries. A good water supply is a major factor in µruviuiny a t1iyl1 quality ur life Lu tt1e residents. The potential development of the Region's natural resources is linked with the avai lability of good 2 1 quality water supplies. The State Government initiative to prepare the South East Water Management Strategy is supported and the LRC through involvement, will ensure the Region's interests are protected. Waste disposal within the Reqion has been raised as an issue by municipalities, the Latrobe Valley Water and Seweraqe Board and the Environment Protection Authority. The efficient disposal of all waste is an important component of maintaining a high quality of life and an efficient economy. Management of municipal wastes is beinq studied through the Regional (Municipal) Waste Management Committee, however industrial waste issues have been raised by the Latrobe Valley Water and Sewerage Board and the Environment Protection Authority. Municipal waste can contain domestic wastes, as well as, non hazardous and non-toxic wastes from commerce and industry. Industrial wastes are usually considered to contain hazardous and/ or toxic components. A task force and consultative committee to prepare a regional industrial waste strategy is to be convened jointly by the Environmental Protection Authority and the LRC. The Region is characterised by some substantial public sector resource developments such as the SECV's power stations and the Department of Conservation, Forests and Lands forestry operations. These operations often have siqnificant initial and continuinq impacts upon local infrastructure. This infrastructure is provided mostly by local government, but not necessarily by the host municipality. These public projects do not pay rates which may adversely affect municipal financinq. There are a number of mechanisms by which municipalities may be compensated for the loss of rates due to these resource development projects. These include: • ex gratia payments; • Latrobe Region Special Development Fund allocations; and • Victorian Grants Commission allocations. While private resource development projects do pay rates , the situation can also arise where rates accrue to one council but the major impacts arc tclt by another. The LRC will seek to ensure that major resource pro1ects are accompanied by the infrastructure needed by the regional community. The Commission will also ensure that the implications of ongoing resource exploitation are addressed. Proposals to rate public sector resource developments and to introduce systems for equitable sharing of rates are not new. However the introduction of such proposals is a Statewide issue difficult to address at a regional level. The LRC will raise the issue with the appropriate State Government instrumentalities. (Refer to Supporting Paper No. 4 for details.) The LRC will also continue to administer the Special Development Fund as the State Government's existinq primary vehicle for equitable financing of required infrastructure. (Refer to Supporting Paper No. 5 fu1 d'e'la1il~.) The need for a sinqle body to co-ordinate the provision of infrastructure to large, State and regionally significant projects is recognised in the LRC Act. Sections 43 and 44 prescribe relevant developments and the contents of required Infrastructure Co-ordination Plans. Identification of projects to be prescribed will necessitate an early brief analysis of the expected major impacts of the project throuqh a Preliminary Infrastructure Evaluation. Projects thus identified and prescribed will have an Infrastructure Co-ordination Plan prepared for them. The Infrastructure Co-ordination Plan will: • assess impacts on infrastructure caused by the projects; • assess impacts on infrastructure caused by flow-ons from the project; • delineate the standard, scale and timing of the provision of intrastructure to be provided; and 22 • allocate responsibilities for provision of the infrastructure. (Refer 10 Supporting Paper !\Jo. 5 for details.) Objective 6 To el'sJrE' •he • tt rough more ·espon::;1v '"llannhg processe&, service., are mdtcred •o the reeds oJ tt>e re!;iiona community t a I times Among the assumptions underlying these actions is a belief that the community has a right to expect that: • community services will be planned and delivered efficiently in ric:cnrcfrinc:P. witl1 nP.P.ds ; • consumers and communities will be able to influence the planning, development and management of services; • there will be close co-operation and co-ordination between agencies, a high level of policy and practice consistency between them, and minimum overlap, duplication and contlict; and • services will be accountable to consumers and the community. Numerous planning reports over the past ten years have highlighted deficiencies in social planning in the Region to the detriment of the regional community, and the qeneral inability of aqencies to plan for and accommodate social changes associated with major developments. In addition, the lack of co-operation and co-ordination between agencies, the lack of community participation in the planning and development of the Region, and the extent to which this Region is disadvantaged in terms of the provision of community services are issues that have been repeatedly identified as requiring attention. While the LRC is not a social service delivery agency, it has a clear legislative role as outlined in Chapter 1. The LRC's approach emphasizes effective social monitoring, planning and development at both individual inter-agency levels and proposes more effective levels of community participation and co-ordination of planning and development functions of agencies within the Region. These processes describe a social development model which embodies sensitivity and responsiveness to the changing needs of the regional community and is vital to the social, health and well-being of the Region. Previous chapters have documented this Region's peak-trough phenomenon and the socio-economic impacts that have resulted from it. The pattern has not only caused considerable social and economic difficulties for the people of the Region, but also for the agencies responsible for the planning and provision of services to accommodate such changes. The regional community has well noted that the responses have been largely reactive and inadequate. Where it can be validated that the Latrobe Region is disadvantaged in terms of service provision compared with other regions, actions are proposed to resolve such instances of disadvantage. It behoves all agencies to address both inter- and intra-regional inequalities within the context of the State Social Justice Strategy. The range of specific actions proposed relates to the roles and functions of both the LRC and the wide variety of other agencies involved in the social planning and development of the Region. Community service and planning agencies are a significant community resource aimed at improving the well-being of individuals, groups and communities in a planned, co-operative and co-ordinated manner. There is an emphasis on accountability to consumers and an orientation towards involving consumers and the community in the decision making process. 23 Objective 7 To p omotE •hn I ft style opporh.rities of 'he Reo n ,., order t0 dttract ,. -J _...., _, ~-S.S. Target: To halve the present number of professional and managerial vacancies by the end of 1988. Workforce studies have identified an under-representation of professional and managerial classifications. The consequent skill deficiencies will hinder the establishment of new enterprises and the growth of existing enterprises. Such skill deficiencies will also have an impact upon the provision of services. Many professionals are unaware of lifestyle options in the Region and the Region's poor image often deters them. An information kit promoting the benefits of the Region will be incorporated into existing brochures. The kit wil l be provided to potential new res ident professionals and managers in Melbourne and other major cities outside the Latrobe Region. 24 7. Action Program The Action Program is presented as a set of actions to address each of the seven objectives that define initiatives to be taken to implement the Strategy. The actions are listed individually and detail the agencies involved, the targets to be aimed at and other comments, including cross references where appropriate. There is no attempt in the Action Tables to provide the full reasoning for the choice of particular actions. Should the reader require further elaboration, Supporting Papers dealing with individual sets of actions are available. These are listed in Appendix 11. 25 To encourage the development of "grass roots" regional Objective 1 enterprises. Target: 50 new jobs per year. Proposed Actions Other Targets Comments Agencies/Groups Involved BUSINESS SUPPORT SERVICES The LRC will provide services to support the planning and establishment of DITR Provide initial The delivery of business services throughout the new enterprises directly and in association with the SBDC and VEOC . These Local government. interviews to Region is crucial if potential and existing services will be: 500 enterprises enterprises are to be effectively helped to and prospective establish and grow. (a) new enterprise feasibility study assistance; enterprises per year. (b) advice on business establishment procedures; (c) assistance with business planning; Provide comprehensive (d) assistance with marketing plans; and ass istance to (e) advice on complying with government regulations and controls. 30 prospects per year. These services will be delivered at centres throughout the Region. I\) Ol BUSINESS NETWORK DEVELOPMENT The LRC will work to develop regional business networks through: Pub lish 4 issues Knowledge of the available business support programs annually. is essential for business development. (a) publication of Biznotes to improve local knowledge of regional business; Address regional business groups (b) encouragement and support to local industry forums; and monthly. (c) maintenance of close liaison between development officers and the business community. COMMUNITY ENTERPRISE CORPORATION The LRC will lead the establishment of a Community Enterprise Corporation GTLC Establish the This action reflects the experience of the LRC in as a non-profit company with members recruited from the private sector, Regional business Corporation delivery of economic development services and the trade unions, local and State Government. The Corporation will employ Local government. and employ 2 preliminary success of the community enterprise economic development facilitators to assist people not normally involved facilitators network it has established. with business to commercially develop their ideas. by the end of 1988 . .. METALS INDUSTRY The LRC will lead the establishment of, and support, a regional DITR Established by The company was proposed in the " Latrobe Region Metals Industry Marketing and Development Company. The Company will MTIA the end of 1 988 Metals Industry Study" (for details see Supporting Paper have interested firms in the local metals industry as its shareholders. Its Regional industry. and issue 4 major No. 6) and endorsed by members of the industry. The purpose will be to facilitate joint venturing by local firms to increase their tenders by the end of Company will act as a vehicle for joint tendering by potential markets. 1989. local industry for projects they would not be able to tender for separately. AGRICULTURE CREATE AN AGRICULTURAL ENTERPRISE BUREAU The LRC will encourage DARA to establish a pilot Gippsland Agricultural VCAH - McMillan Established by The Bureau should be set up within the Gippsland Enterprise Bureau 'to expand local capacity to produce for market niches Rural Studies. the end of 1988 . regional office of DARA and act as a specific vehicle for and to assist farmers to produce more value added goods. Review at the end of implementing the recommendations of the report - 1990. "Opportunities for Agriculture in Gippsland" (for details see Supporting Paper No. 7). The Bureau will: (a) identify market niches; (b) assist in evaluation through business planning; (c) develop technology networks; (d) promote development of appropriate horticultural production; (e) Promote winter milk production and value adding to dairy and bull calves; and (f) evaluate and market bull/beef production. The LRC will make its business support services available to the bureau. EXAMINE FEASIBILITY OF A NURSERY FACTORY DARA and LRC wil l undertake a feasibility study of, and if appropriate CSIRO. Feasibility Study The scope for development of specialist cheese markets establish, a small scale nursery factory for dairy products. completed by the was identified in the paper "Opportunities for Agriculture end of 1988. in Gippsland" (for details see Supporting Paper No. 7) . The establishment of a small scale facility would increase the regional value added comporient to primary production. ENCOURAGE CARPET WOOL PRODUCTION DARA will continue to research and develop techniques and infrastructure Ongoing. The paper "Opportunities for Agriculture in Gippsland" appropriate for carpet wool production. (for details see Supporting Paper No. 7) identifies carpet wool as a potential economic strength of west and south Gippsland. To encourage the development of "grass roots" regional Objective 1 enterprises. Target: 50 new jobs per year. Proposed Actions Other Ta rgets Comments Agencies/Groups Involved ARTS BUSINESS SUPPORT The LAC will promote the business support program to the arts community in MA Aim for 5 arts It is essential that a firm economic infrastructure be in Gippsland to assist with the development of arts enterprises. Footscray enterprises in 1988/ 89. place in order to support the development of arts Institute enterprise in the Region. The actions recommended will of Technology provide the starting point and the necessary knowledge GIAE for the on-going development of successful enterprises LRAB. in the arts. (For details see Supporting Paper No. 10.) PROVISION OF DATA The LAC will provide data for a marketing study into arts products from LRAB To be completed the Region. Crafts Council by late 1988 . Victoria MA Reg ional Arts/Craft I\) co associations. REGIONAL ARTS ENTERPRISE The LAC and the LRAB will work to establish a regional "art bank" enterprise Regional galleries By the end of 1 988. The Region does not have a retail outlet for arts of any to provide a supply of quality art works to be available for sale, rent, or hire to GIAE. significance. An "art bank" enterprise v.ould service the the many private and public interests in the Region. need for requests for art works on a hire basis and also provide a market for local artists. PROMOTIONAL ACTIVITIES The LAC and the LRAB will organize a display of quality arts and crafts from MA To be held by The promotion of the arts is vital to communicate both the Region to display the diversity and variety of works available to potential Regional galleries August 1 988. the marketing aspect of the arts as well as the quality of local, metropolitan and interstate reta il agencies. GIAE life of the Region. Crafts Council Victoria. EXPORT DEVELOPMENT The Ministry for the Arts will work with the LRAB and the LAC to develop the It 1s necessary to establish formal distri:iution networks Arts Export Development Scheme as proposed by the State Government's Regional Estab ish a process Arts for assessing through galleries and art dealers so that products from Economic Strategy. / Craft associations. this Scheme by this Region will be directed to them via a central agency August 1 988 . (to be developed by the Ministry for the Arts). .. MARKETING STRATEGIES The LRAB will conduct a seminar with professional arts and crafts people Crafts Council To be held by Strategies need to be based on a sound knowledge of from the Region to determine a set of marketing strategies. Victoria August 1988. the quality, quantity and variety of products available. MA LRC Regional Arts/Crafts Associations. EDUCATION AND TRAINING The GIAE and Yallourn College of TAFE will continue to develop existing On-going courses in professional practices, arts administration and business practices to enable graduates to develop both the creative and enterprise aspects of the arts. WOOD PRODUCTS TIMBER SEM INAR The LRC will run an annual seminar on the wood products industry to DCF&L Annually. This seminar could provide advice to DCF&L and other discuss: Regional industry. Government agencies on issues affecting their interests. (a) resource development; (b) industry development; (c) value adding opportunities; and (d) development of a regional timber image for the marketing of local timber. ESTABLISH NEW SOFTWOOD PLANTATIONS DCF& L will ensure the planting of the 11 ,600 ha of softwood plantation as LRC. 11 ,600 ha to be As required by the Forest/Wood Pulp Agreement required by the State Government Agreement with APM Ltd . The LRC will planted by the end of Act 1984. provide planning and assistance with community consultation. 1991 . CRAFT WOOD PACKAGING The LRC recommends that DCF&L prepare product specifications and DCF&L Saleable packages This was identified in the " Latrobe Region Value Added identify specialist timber availability for craft wood packages for sale to MA. developed by Wood Products Study" (for details see Supporting Paper woodcraft and furniture industries to provide markets for shorts, off-cuts and the end of 1989. No. 8) as a potential market for off-cuts and timber high value log sections. unsuited for construction work. It can be a high value added use for existing timber not 1ust an off-cut market. To encourage the development of "grass roots" regional Objective 1 enterprises. Target: 50 new jobs per year. Proposed Actions Other Targets Comments Agencies/Groups Involved TOURISM The LRC will lead the establishment of a series of product groups to develop The areas ha·1e been selected after evaluation of the tourism planning units in specifi c areas including: existing market potential of the areas and an evaluation of the current tourist industry development 1n these (a) the 'Gourmet Deli' tourist area; VTC Group established areas. The Study "A Tourism Industry for the Latrobe SECT by mid 1988. Region" (for details see Supporting Paper No. 9) DA RA identified the Tourism Planning Units and the names Shire of Mirboo assigned refl;,ct the ideas of local tourist operators. The Shire of Narracan target market groups iden:i fied are those classified in Local industry. the Banks Report on tourism in Victoria. fhe market w strategies will focus on au-acting these selected groups 0 (b) Wils:ms Promontory VTC Group es tablished to maximise the potential tourist devel::ipment in the SECT by mid 1988. Region. Sh ire of South Gippsland, Local industry. (c) Port Albert and Environs; VTC Group established SECT by the end of 1988. Shire of Alberton Local industry. (d) Sea Lakes; and VTC Plans by the SECT end of 1989. Shire of Rosedale Ci ty of Sale Product Local industry. development by ea rly 1990. (e) Mountain Rivers. VTC Product SECT development by Shire of Narracan the end of Local industry. 1990. EDUCATING ENTERPRISE DEVELOPERS TAFE wi ll be requested to develop a capacity to provide ad-hoc training LRC Establish the Although TAFE has a wide range of ongoing courses, courses for specific business opportunities. framework by there is no real capacity to provide courses on an August 1 988. ad-hoc basis which could support specific enterprise opportunities. IMPROVING GENERAL BUSINESS ADVICE The LRC will work with local financial and business services to improve their GIAE Address meetings of Local finance and business services are often limited in capacity to assist new business developments. TAFE . relevant groups. th e scope of the services they provide particularly in marketing and productivity improvement. INVESTMENT CAPACITY DEVELOPMENT The LRC will sonduct a feasibility study regard ing the establishment of DITR Complete by Currently there are few vehicles for small investors regional investment tru sts for companies. DMB the end of 1 988. wishing to invest in enterprises within the Region and Regional industry. few sources for those seeking investm ent support. Objective 2 To attract investment from outside the Region in new industries and in those industries able to employ the under-utilised skills of the regional community. Target: 50 new jobs per year. Proposed Actions Other Targets Comments Agencies/Groups Involved IDENTIFY MARKET OPPORTUNITIES The LRC will continue to evaluate the st rengths, weaknesses, opportunities DC F& L It is a major function of a regional econo-nic and threats of existing and potential regional industries, including: DITR development organisation. to provide Gcvernment and DA RA investors with current information on opportunities. (a) textiles. clothing and footwear; CCV (a) By August 1 988. (b) high technology industry development; Local government. (b) By the end of 1988 . (c) brown coal industry; (c) By mid 1 989. (d) energy intensive industry; and (d) By the end of 1989. (e) other sectors. (e) As appropri ate. PROMOTE REGIONAL OPPORTUNITIES w I\.) Th e LR C wi ll promote identified opportunities through: DITR To attract To ensure identified opportun1t1es are acopted and lead AUSTR ADE investment leading to employment creation. (a) seeking requests for proposals; DMB to a further (b) direct industry contact; 30 jobs per annum. (c) development of appropriate infrastructure; (d) publishing regular opportu nity statements; (e) publishing promotion investment handbooks; and (f) us in g governmen t informati on se rvices. HELPING INVESTMENT The LRC will facilitate investment proposals through: Local Government 2 day turn-around To ensure potential investors will be efficientl y serviced DI TR between requests for by regional decision makers to increase the li kelihood (a) development and maintenance of a regional socio-economic data base; VED C informati on and of successful investment in the Region. Regional industry. supply. (b) maintenance of close liaison wi th reg ional fin ance and bu si ness services; and (c) establishment of a one-stop shop for poten ti al investors provid ing: (i) i nform ati on on reg ional characteri sti cs; (ii) business advice; (iii) investm ent facilitation; and (iv) planning permit and application advice. EVALUATE INDUSTRIAL RELATIONS IMPACTS The LRC will establish a regional Industrial Relations Monitoring Study to SECV First report Industrial relations problems are often cited as a provide current information on industrial realities for regional industry, and APM by August 1988, then regional disadvantage. Regular monitoring can evaluate the real impact of industrial conditions on the regional economy. Esso-BHP quarterly thereafter. establish the real conditions of labour relations in the 3TLC Region. Employer organisations Jepartment of _abour. METALS INDUSTRY The LRC, with the Metals Industry Forum (discussed in Ob1ective 3) will Complete study by This was identified in the " Latrobe Region Metals identify engineered metal products currently imported to the Region by September 1988. Industry Study" (for details see Supporting Paper No. 6) regional operations activities which alternatively could be supplied by industry currently located in, or able to be located in, the Region. WOOD PRODUCTS w w KILN DRYING The LRC and DCF&L will conduct a feasibility study on the drying of timber DITR Complete feasibility Identified 1n " Latrobe Region Value Added Wood in the Region. Fiegional industry. study by the end Products Study" (for details see Supporting Paper No. 81 of 1988. as potentially feasible and as being essential for the development of an integrated regional industry. SOFTWOOD PRESERVATION The LRC and DCF&L will conduct a feasibility study of opportunities for DITR Complete study by This opportunity was also identified in the " Latrobe investment in regional timber preservation plants. Regional industry. mid t 990. Region Value Added Wood Products Study" (for details see Supporting Paper No. 8). EVALUATING REGIONAL TIMBER SUPPLIES The LRC will encourage DCF&L to produce a regional supply and demand DCF&L 6 monthly reports. A major difficulty in preparing the " Latrobe Region Value balance sheet indicating quantity and quality of logs available to the Region Added Wood Products Study" (for details see Supporting and committed over the next 15 years. Paper No. 8) was the lack of data on the availability of timber resources. These reports could aid in planning resource use and marketing investment opportunities. Objective 2 To attract investment from outside the Region in new industries and in those industries able to employ the under-utilised skills of the regional community. Target: 50 new jobs per year. Proposed Actions Other Targets Comments Agencies/Groups Involved BROWN COAL SELL BROWN COAL RESOURCES The CCV will ensure that the Coal for Industry (CF I) Program uses the Achieve 5 million Details of the program are given in the paper " Brown 5 m1ll1on tonnes per annum of brown coal made available by the State tonne target by the Coal" (for details see Supporting Paper No. 11 ). Government. end of 1994. ESTABLISH REQUIRED PHYSI CAL SERVICES The CCV and LRC will co-operate to ensure the prov1s1on of suitable sites for Local government Ensure site availability Attractively packaged purchase and lease back industries participating in the CFI Program. The terms should be both attractive LVW&SB within a month of arrangements can provide the competitive edge for to the industry and commercially feasible over the pro1ect's life. DITR receiving a firm attracting industries seeking to use the regional brown V/Line proposal. coal resource. SECV. IMPROVE BRIOUETIE SALES The CCV will continue to seek to expand briquette sales through improved Increase annual sales packaging and sales to domestic and export markets where of briquettes. profitable. Develop plant This is essential if markets for briquettes are to be SECV and CCV will continue to co-operate to optimise the plant life and improvement program developed on a long term basis. productive capacity of the Morwell Briquette Factory. in accordance with product markets. RESEARCH OPPORTUNITIES The CCV will continue its research into alternative brown coal products, SECV To identify an ongoing The coal by-products industry is highly competitive and particularly those related to the needs of registrants for the CFI Program. GIAE. series of commercial subject to strong product substitution. Research therefore applications for plays a crucial role in maintaining competitiveness. brown coal. AGRICULTURE RELOCATE HORTICULTURE DARA and the LRC will prepare marketing material to promote horticultural DITR First promotional Horticulture is identified as a potential strength of the areas of the western Latrobe Region to horticulturists located outside the Local government. package produced by Victorian economy in 'Victoria - The Next Decade'. The Region in areas affected by urban development. August 1988. Western Latrobe Region is highly SL1ted for this type of production. USING HAZELWOOD HOT WATER The LRC will continue to promote the potential of the Hazelwood hot water SECV To have four separate This is a continuation of an already successful pro1ect. pondage facility for further horticulture/ mariculture development. DITR enterprises using the DARA pondage facility by DCF&L. the end of 1992. HOT WATER INDUSTRY The LRC will evaluate the potential for using hot water from other regional DITR Establish new These sources of waste heat are potentially of greater power stations and geothermal sources and reach appropriate user SECV. industry by value than the successful Hazelwoo1j developments. agreements. the end of 1991 . (,.) 01 ENERG Y RESOURCE DEVELOPMENT EVALUATE THE POTENTIAL The LRC will complete a study of the Region's potential for energy intensive DITR Complete by the Preliminary analysis of the gas resource and infor11ation industry. SECV end of 1989. in the report "Some Economic Issues for the Latrobe GFCV Region" (for details see Supporting Paper No. 3) DMB. indicates the potential for this type of developmert. PROMOTE INVESTMENT The proposed waste outfall pipeline would add to the attractiveness of the Region for sume industrial The LRC will promote opportunities identified in the above study. developments. Objective 3 To support established industries to ensure there is no net decline in the total number of employment opportunities in industries other than major construction industries. Target: No net decline in employment. Proposed Actions Other Targets Comments Agencies/Groups Involved PRINCIPAL SECTOR ESTABLISH POWER INDUSTRY FORUM The LRC, in association with the SECV, GTLC, key agencies and DITR To ensure the Region The recent Parliamentary Natural Resources and employer groups and the regional community, shall establish the MPE continues to provide Environment Committee Inquiry into power generation Latrobe Region Power Industry Forum, to initiate action to produce CCV more than 80% of options has reinforced the need for Latrobe Region a more competitive electricity industry and in particular to seek DMB. Victoria's electricity electricity generation to maintain its competitive means of reducing the capital costs of brown-coal-fired plant. generation. edge. If the Region remains a competitive producer, its economic future will be more certain as th is use of brown coal is the major competitive advantage of the Region. ENSURE TIMBER SUPPLIES The LRC will co-operate with APM to assist it to continue DCF&L As agreed between APM is a major employer in the Region. The LRC to operate efficiently in the Latrobe Region, ,especially through APM and the State therefore should co-operate with APM to ensure it ensuring there are adequate sources of timber for processing. Government. can operate efficiently and to the maximum benefit w CJ) of the Region. SEEK TO INCREASE LOCAL INPUTS TO OIL AND GAS INDUSTRY The LRC will monitor developments in this industry to ensure the efficient GTLC Beg in discussions While the oil reserves in Bass Strait are slowly development of the remaining oil and gas reserves and will continue to work DITR in mid 1988. depleting, the industry will continue to invest with Esso-BH P, local metals industry and unions to encourage competitive MTIA. in gas exploration and in more expensive recovery supply of local fabrication and construction services. processes. Local fabrication of infrastructure has been replaced by imports from other states due to the high construction costs at Barry Beach. If the Region is to gain the most benefit from this industry, it must ensure production services can be competitively supplied by regional industry (For details see Supporting Paper No. 12). SECTOR DEFENCE PLANS The LRC will develop industry sector defence plans aimed at To be able to quickly increasing efficiency and competitiveness through: respond to potential sector problems. (a) regional advocacy; (b) investment assistance where appropriate; (c) co-ordination of government support to industry; and (d) network and market development programs. AD· HOC ASSISTANCE MEASURES The LAC will, when necessary, provide ad·hoc assistance to DITA Ongoing. distressed industries. VEDC SBDC. MONITOR INDUSTRY ACTIVITY The LAC will regularly monitor industry changes througt1: To be constantly Maintenance of existing employment opportunities is aware of change in the essential for the health of the economy. The LAC should (a) industry liaison with enterprises especially major employers. economy. therefore be aware of changes 1n regional industry and employers of female labour or industries with growth potential; be able to respond with packages designed to improve the competitive capacity of threatened firms . (b) researching trends in relevant industry environments; (c) evaluation of the Co-ordinated Plan of Works; and All Government Annual Report. This is a requirement of the LAC Act and provides a agencies good indicator of expected levels of economic activity Lccal government because it includes 3-4 year forecasts of major capital Major industries. works expenditure. (d) the conduct of an annual census of employment levels in the Annual Report This can indicate ma1or employment trends and regional economy. by August each structural changes on an annual basis. year. METALS INDUSTRY DEVELOPMENT AND DEFENCE The LAC, in association with regional industry and unions, will establish a GTLC To maintain All of these actions reflect the recommendations in the Metals Industry Forum to ensure industry viability and growth and reduce MTIA current employment " Latrobe Region Metals Industry Study" (for details see dependence on the construction requirements of the ma1or industries. This Regional industry. levels in these Supporting Paper No. 6) . The industry and GTLC have will lead the implementation of the Metals Industry Study recommendations. industries. already agreed to partly finance an industry support officer with the LAC. The LAC will: All of these actions were ident1f1ed 1n the " Latrobe Region Metals Industry Study" (for details see (a) provide research and adm1nistrat1ve support to the regional Metals Industry Supporting paper No. 6) as helpful for the efficient Forum; development of the regional industry. (b) promote a regional seminar of National Engineering Industry Service; (c) promote seminar training program on SECV, "CAN" quality assurances Seminars to be The CAN quality assurance program is to introduce program; and conducted Canadian Quality Standards to be used by the SECV in during 1988/89. future construction programs. (d) encourage development of relevant TAFE and GIAE programs. Objective 4 To ensure that education and vocational training within the region are oriented towards establishing a wider skills base which will encourage economic growth and meet the employment aspirations of the community. Target: As set for specific programs. Improvement of female representation in the workforce. Proposed Actions Other Targets Comments Agencies Involved TRAINING AND DEVELOPMENT Through negotiation the LRC will ensure the local provision ol training and ME Ongoing Co-ordination and co-operation between regional development programs which are relevant to the needs of local business, education providers and between employers and industry and the community. providers will be necessary if the needs of this Region are to be met efficienlly and effeclively. TARGETING INFORMATION The LRC will provide targeted information to community members on GIAE Ongoing This action complements the above in ensuring that existing education and training opportunities through the: TAFE members of the regional community are aware of the Scope range ol education and training programs available. w co (a) business advice programs; ME. (b) Employment and Training Advisory Group; (c) Social Planning Advisory Group;. and (d) Community Enterprise Corporation. REVIEW ETAG The LRC's Employment a:1d Training Advisory Group(ETAG) will be reviewed to All membership Review completed by Constant monitoring of all facilitative groups is assess the opportunities it provides for: agencies and the end of 1 988. necessary to ensure their relevance and efficiency. groups (a) information exchange; represented. (b) needs identification; and (c) policy and service development. CENTRES OF EXCELLENCE The LRC will support and encourage the establishment or expansion of GIAE Ongoing The Latrobe Region has a very 1mpress1ve tertiary "centres of excellence" in the region to provide specialist research capacity TAFE education base which should be seen as a particularly which will strengthen the potential of the Region's most productive desirable work and training location. resources. Many professionals want to work 1n, and people want to train and retrain in, educational institutions noted for their research development, achievements and courses in certain disciplines. The Latrobe Region has the ability to establish and expand these centres of excellence. REGIONAL TIMBER TRAINING FACILITIES By negotiation with industry and government, the LRC will encourage Timber industry. A facility established There are no regional timber tra1n1ng facilities 1n involvement by TAFE in regional timber training facilities. with students Gippsland despite it having a ma1or proportion of in attendance by 1991 . Victoria's wood products industry. w (!) STUDENT ACCOMMODATION The LRC will support and advocate the provision of appropriate student Assistance 1n the provision of accommodation for accommodation to support the activities of tertiary colleges within the Ongoing. students is necessary 1n the Region, given the dispersed Region. population patterns resulting in excessively lerigthy 1ourneys for students from within the Region, and the numbers of students from outside the Region attending specialist courses. EMPLOYMENT RESOURCE CENTRE The LRC will investigate the leas1bil1ty of a combined employment resource Report The centre would provide economies of scale for the centre in M orwell to provide offi ce accommodation for the Women's finished by ind1v1dual organ1zat1on and assist co-ord1nat1on 1n thP.1r Employment Re source Centre. Community Youth Support Scheme and the end of integrated functions. Fusion. 1988. Objective 4 To ensure that education an d vocational training within the region are oriented towards establishing a wider skills base wh ich will encourage economic growth and meet the employment aspirations of the community. Target: As set for specific programs. Improvement of female representation in the workforce. Proposed Actions Other Targets Comments Agenc ies Involved CAREERS ADVICE SUPPORT FOR CAREERS TEACHERS A deputation compr1s1ng an LRC Commissioner and representatives of ME By the end of 1988. There 1s a need for more effective careers counselling in ETAG will meet with the Minister for Education, or his delegate, to facilitate: the Region's schools together with support for school careers counsellors at the regional level. (a) additional support for the role of careers teachers in the Region's secondary schools; (b) increased provision for careers training programs in the Region to enable careers teachers to update their qualifications; and (c) support the developrr.ent of careers programs in secondary schools in the Region. CAREER LIAISON OFFICER The LRC will investigate funding for the employment of an independent ME By the end of 1988 . The prospects of funding through the " Know Biz" industry based Career Liaison Officer: Victorian pro1ect a field officer to develop industry vis its for Employers secondary schools is currently being explored. (a) to operate in conjunction with the Regional Office of Education to Federation. provide resource information and services to careers teachers in the Additional funding will be requ11ed to support a full time Region; officer. (b) to assist careers teachers negotiate work experience and industry visits for students; (c) to assist resourcing a mobile careers information bureau; and (d) to co-ordinate the development of a careers Via tel data-base. j I Objective 5 To co-ordinate the provision of infrastructure related to industrial and economic activity. Target: Infrastructure ;o be in place concurrently with need. Proposed Actions Other Targets Comments Agencies/Groups Involved INFRASTRUCTURE PROVISION ENS~READEOUATEINFRASTRUCTURE The _RC will advocate to ensure that adequate infrastructure is provided to Infrastructure lntrastructure for mee1 the soci o- economic objectives of the Region. provision agencies. regional development which matches demand. INFRASTRUCTURE CO-ORD INATION The LRC will co-ordinate the provision of infrastructure in respect of major development projects: (a) The LRC will annually prepare a Co-ordinated Plan of Works Statutory Annually. To ensure effective co-ordination of infrastructure it is for all capital works with a value of $250,000 or more being authorities necessary to identify the projects to which the carried out in the Region by government agencies and selected Government provisions of the LRC Act will apply. The Co-ordinated private companies; agencies Plan of Works and the Preliminary Infrastructure Evaluation Selected private will enable identification and analysis of projects tc companies. evaluate impacts and assess probable infrastructure needs. Such assessments will assist the LRC in developing recommendations for prescription of developments (and subsequent preparation of infrastructure co-ordination plans) or negotiation o' infrastructure packages under the LRC's general co-ordination charter. (For details see Supporting Paper No. 5). (b) The LRC will prepare a Preliminary Infrastructure Evaluation Service agencies As necessary. for all proposed developments with an estimated cost Project proponents. of $1 00 million or more. or where the LRC considers that the conditions of Clause 42(2) of .the LRC Act are met; (c) Where recommended by a Preliminar·1 Infrastructure Evaluation, Local government As r ecessary. the LRC will negotiate infrastructure r::ackages with the Service agencies appropriate responsible bodies; and Project proponents. (d: The LRC will prepare an Infrastructure Co-ordination Plan All service agencies As necessary. for all prescribed developments and project proponents. ROADS PRINCES HIGHWAY DUPLICATION The LRC will advocate the completion of duplication of the Princes Highway RCA between Melbourne and Traralgon to be brought forward to the early 1990s to bolster the economic strengths of the Region and allow the Region to take maximum advantage of proposed major projects like the Very Fast Train. INTERNAL ROAD NETWORK MAINTAINED The LRC will advocate to ensure that adequate road systems exist for the RCA Both actions recognize the importance of transportation efficient extraction of timber from State and private forests and plantations. Local government. to the efficiency of the regional economy. The LRC will advocate for sufficient funds to maintain the existing road RCA networks for regular and efficient carriage of products and produce. Local government Federal Government ::Otate government. NORTH-SOUTH LINKS The LRC will advocate to ensure appropriate north-south transport links are RCA developed and maintained between the central Latrobe Region and South Local government. Gippsland to ensure a high level of access by South Gippsland residents to the higher order services provided in the central Latrobe Region. RAIL IDENTIFY INDUSTRIAL NEEDS The LRC will work with the STA to identify the needs of industry for external CCV This is an issue raised in the State Government economic transport network development including the provision of a link between strategy- "Victoria, The Next Decade". Western Port and the Latrobe Valley. IDENTIFY HIGH SPEED LINK The LRC will work with the STA to identify the needs for a high speed conventional parcel freight"and passenger service between the Region and Dandenong. EVALUATE VERY F.1'.ST TRAIN The LRC will identify issues. impacls and opportunities presented by the VFT 1oint venture Maximise regional Detailed evaluation of this proposal is required for the Very Fast Train proposal during its construction and operation. company opportunities Region to prepare a fully informed response. DITR presented by Other agencies as VFT proposal. appropriate. Objective 5 To co-ordinate th e provision of infrastru c ture related to industrial and economic activity. Target: Infrastructure to be in place conc urrently with need. Proposed Actions Other Targets Comments Agencies/ Groups Involved WATER AVAILABILITY The LRC will. through officer participation in the South East Region Water RWC Management Strategy, ensure sufficient water is available for future DWR industrial. residential and commercial development of the Region Other agencies as appropriate. WASTE DISPOSAL INDUSTRIAL WASTE The LRC and the EPA will 101ntly convene a task force and consultative MPE Draft report committee to develop a regional approach for the disposal of industrial MMBW by October 1 988. waste. CCV SECV APM LVW&SB Local government Other agencies and groups as appropriate. MUNICIPAL WASTE The LRC will encourage a regional approach to management of Local government This will contritute to irrplemrntation of tre State municipal wastes through participation in the regional waste MPE. Conservation St·ategy. management committee. REFUSE DISPOSAL REGION The LRC will press for a declared Refuse Disposal Region for the central EPA Declared Refuse Latrobe Region municipalities. Central Latmbe Disposal Region. Region Local governments. PUBLIC SECTOR DEVELOPMENT The LRC will advocate that all public sector resource development agencies All public sector Provision of Refer to the Financial Relations between Local and ensure adequate infrastructure systems exist in the Region by ex-gratia resource sufficient funds to State Government Study (for details see Supporting payments to infrastructure provider agencies based on the impact of development infrastructure Paper No. 4) . resource development operations on that infrastructure. agencies agencies to Local government. provide/maintain necessary levels. Objective 6 To ensure that, through more responsive planning processes, services are matched to the needs of the regional community at all times. Proposed Ac tion s Other Targets Comments Agencies/ Groups Involved SERVICE PLANNING AND DELIVERY LR C DATA SERVI CE The LRC will co-ordinate the collection and dissemination of information Information is necessary to effective y pla1 fo· t1e soci::i whi ch is relevant to informed decision making by members of the economic resources of this regicn. It is essenti<:I t::i have community, agencies and businesses. In order to achieve this the LRC: in place a regional planning and decision naki1g framework which has flexibil ty to both res::io1d to present regional issues and orotlems, a~d o develop responses to a changing range cf future inf11..en:::es. (a) will continue to produce and update Municipal Statistical Profiles and the Municipal Latrobe Region Statistical Profile; Statistical Profile updated by end of 1988. La trobe Regional Statistical Profile updated and expanded quarterly. (b) will produce " State of the Region" reports on an annual basis to Annual documen: to provide members of the community and agencies wi th data and first available by agencies with data and information on matters of regional the end of 1988. significance; and (c) will produce Quarterly Social Indicator Reports featuring selected To commence by key variables from the social monitoring system. the end of 1988. GOVERNMENT AGENCIES (a) All government agencies will be encouraged to develop All government By the end of 1991 . Refer to Supporting Paper No. 2 3-5 year strategic plans for regional service delivery. agencies. Such plans should take account of the need to: (i) Evaluate existing service distribution and identify needs; (ii) Establish service and funding priorities which will enable an equitable distribution of services and resouces across the Region; and (iii) Incorporate mechanisms for measuring and evaluating service delivery. (b) Government funding agencies will be encouraged to effectively All government Ongoing. co-ordinate with local government to assist effective planning, monitoring agencies and delivery of programs provided by local government. Local government LOCAL GOVERNMENT The LRC acknowledges local government's important role in community Refer to Supporting Paper No. 2 services planning, development and delivery. (a) (i) The LRC supports an expanded role for local government Local government in human services and one which is supported by CMS an appropriate level of budgetary responsibility; CLG csv. (ii) The LRC encourages the Government to consider the phased implementation of block funding for a range of human services to those municipalities or groups of municipalities which have indicated readiness to undertake an expanded role in human service provision; and (iii) The LRC supports the implementation of a pilot project involving block funding for Jwman services in the Latrobe Region. (b) The LRC will encourage and assist regional municipalities to Local government. Ongoing. develop local 3-5 year social plans which establish priorities and strategies for addressing human service issues. SOCIAL SUPPORT The LRC supports research into issues of regional significance, the results of which will enhance the capacity of agencies to effectively plan for the reg iona l community. For example: (a) the LRC will enable agencies to apply to the LRC for its Government To comme1ce by This mechanism will assist th e LRC to determine its conduct of development research projects. These applications agencies December 1 988. research priorities fo r the pe rf ormance of its supportive must be submitted for negotiation in December each year; Local government. advocacy role. Co-ordinate approaches to address regional issues wi ll be encouraged and adopted whe·e possible. (b) little information is available on disability services in the Region. The LRC CSV By the end of 1989. · will negotiate with CSV and CSV (OIDS) regarding the necessity to CSV(OIDS). prepare a comprehensive regional assessment of disability services so that gaps and duplication in service provision can be identified; and (c) there is no sound basis upon which recreation projects DS&R. By the end of 1 988. currently being proposed can be assessed. The Department of Sport and Recreation, in con1unction with the LRC, will conduct a study to assess regional recreation needs. SPECIALIST ADVICE The LRC will provide spec1al 1st advice and support 1n response As necessary. Refer to Supi:orting Paper No. 2 to specific requests from agencies and community groups where such requests meet the LRC's gu1del1nes for involvement. Objective 6 To ensure that, through more ·esponsive planning processes, services are matched to the needs of the regional community at all times. Proposed Ac tions Other Targets Comments Age ncies/Groups Involved CO-ORDINATION LRC ROLE The LRC will undertake a leading role 1n co-ordination and integration of Effective co-ordination between all agencies planning social. economic and physical planning at the regional level. and delivering community services will eliminate overlap and duplication, promote a higher level of coherence and consistency in the provision of services at the regional level, and ensure that the needs of the community are addressed. INTER- DEPARTMENTAL WORK ' NG PARTIES The LRC will support the establishment of inter-departmental working parties All relevant Ongoing. The LRC has a major role to ensure that matters which to address regionally significant issues, e.g. poverty, crime, long-term agencies and are not the functional responsibility of a single agency unemployment and housing to determine priorities and strategies for groups. are addressed in a co-ordinated way. co-ordinated responses. REVIEW SOCIAL PLANNING ADVISORY GROUP The LRC's Social Planning Advisory Group will be reviewed to assess the All membership Review These co-ordinative mechanisms have not previously opportunities it provides for: agencies and completed by been evaluated. Roles and performance should be groups mid 1988. reviewed in light of proposals in the Regional Strategy (a) information exchange; represented. Plan. (b) needs identification; and (c) policy and service development. MINISTRY FOR THE ARTS The LRC will continue to co-opera:e with the Ministry for the Arts and the Ongoing. It is the LRAB's role to provide a forum for the Latrobe Regional Arts Board in its development and implementation of the discussion and implementation of strategies to further Regional Arts Strategy Plan. benefit the arts in this region, consistent with the State Government's Social Justice and Economic strategies. MONITORING DATA COLLECTION BY AGENCIES Al l Govern ment and local government agencies will be requested to collect All government and To commence by The regional data base needs to be expa~ded to include data relating to the operations of their own activities and to co-operate with local government the end of 1988 a range of additional human service data to assist more the LR C in: agencies. and ongoing. effective planning in the Region. (a) development of expanded data base; (b) identification of responsibilities in data collection for an expanded data base; (c) development of effective procedures for data collection; (d) ensu ring the availability of up-to-date information on all social indicators to agencies and the regional community; and (e) determining the resource needs implicit in operating an expanded monitoring system. REV IEW GRIS The LRC will review th e regional inform atio n collection, storage and By July 1988. Rapid advances are occurring in accessioility to disseminati on systems currently in pl ace and in particular its relationship sophisticted computer hardware and software. In with the Gi ppsland Regional Information Bank. response, several regional agencies have established varying levels of computerization. The potential for a more direct involvement of agencies in the regional information system should be explored given the likelihood of improved information shar ng, and the need to ensure compatibility of regional computer facilities. MONITO RING HOUSING NEEDS The LAC will negotiate co-operative approaches with the Ministry of MH&C To commence by This was identified in the " Regional Hous ng Study". Housing and Construction, municipalities and other relevant agencies in Local government. the end of 1 %8, (For details see Supporting Paper No. 13). order to: ongoing. (a) develop a comprehensive housing needs monitoring system; and (b) investigate the preparation of available land inventories. LOCAL GOVERNMENT AND HOUSING The LAC will support and co-operate with municipalities in developing a />.II municipalities. Ongoing. Refer to Supporting Paper No. 13. more active involvement of local government in housing. Objective 6 To ensure that, through mere responsive i: lannin!; processes, services are matched to the needs of the regional community at all tines. Proposed Acti ons Other Ta rgets Comm ents Agencies/ G·::iup3 lnvolv ~.; COMMUNITY PARTICIPATION PARTICIPATION IN LR C ACTIVITIES The LRC will continue to recognize the valuable contr1but1on to commLnit~' support and well-being made by non-government organisations, comrr un -y groups and volunteers. (a) The LRC will prepare a set of gu1del1nes for community part1c1pat1o n ard By the en.j of 1988. The regional community has a right to part1c1pate in consultation in the act1v1t1es of the Commission; decisions which affect 1t. (For details see Supporting Paper No. 2) . (bl The LRC will ensure regular assessment of community needs and Relevant Biennially Refer to Supporting Paper No. 2. expectations to complement the statistical monitoring system and community g-·JLPS commencing 1989. provide input to the Regional Strategy Plan evaluation. This will be n the CGRCC form of a Search Conference conducted biennially, and (c) The LRC acknowledges the contribution of regional community grcups. Latrobe Val ey Ongoing. The LRC will continue to consult with community groups such as the Community Fe rum . Central Gippsland Regional Consultative Council, Regional Housirg LJl Council and Strzelecki District Health Council. 0 CONSULTATION BY AGENCIES Government agencies and municipalities will be encouraged to enable Ongoing. Community input must be achieved through the full effective consultation with and participation by their service communit es range of mechanisms and it is the responsibility of during the preparation of plans, service delivery and evaluation. decision makers to ensure that their decision-making processes are designed to allow for public input. SKILLS DEVELOPMENT The LRC will negotiate and support the development of appropriate Consultant-; Ongoing and Community groups and ind1v1dua1s must have access tc education opportunities for skills adoption to enable wider partic1pc.tion b~ · Scope targeted to a full range of education and training courses designed the community in regional decision-making processes. Clay meet special to develop skills which will enhance effective The Centre needs. participation. VOLUNTEER SUPPORT Volunteer workers provide much needed assistance within the community. All relevant Funding agencies have confirmed difficulties associated This support is being threatened by rising costs incurred by volunteers agencies. with rising costs and volunteer groups have met within themselves. Agencies which provide funding for local community support the Region to discuss costs inherent 1n volunteer work. initiatives must recognise and determine strategies to overcome the finan:ial burdens being placed upon volunteer workers. LOCAL INITIATIVES The LRC will continue to advocate and support local initiatives which Ongoing. The community must be empowered with a knowledge enhance community involvement and empowerment 1n decision making and understanding of effective commun1cat1on strategies e.g. proposal by Shire of Narracan to introduce Local Neighbourhood and the channels by which to affect communication. Advisory G roups and City of Traralgon which is nearing completion of a training kit for volunteer workers. REGIONAL DISADVANTAG E AREAS OF REGIONAL DISADVANTAGE In order to resolve areas of regional disadvantage: The LRC will support and advocate the provision of regional services and support structures essential to the maintenance of quality of life for the regional community. (a) The Minister for Education is requested to approve an (a) The is a backlog in the Education Department's immediate increase in this Region's alocation from 6% to 10% to capital maintenance pro9ram in this Region. At enable clearance of the capital maintenance backlog 1n this present, the Region works to an 11 year maintenance Region's schools; cycle compared to 6-7 year cycles in other regions. (b) CSV is requested to examine its resource allocation to and within the (b) Regional per capita expenditure 1985/86, in central Gippsland Region so that per capita allocations reach a level CSV's Central Gippsland Region was $22.31 commensurate with other regions of the State and services can be compared with a Country Regional Average of 01 distributed 1n an equitable manner across the Region; and $26.11 . (For details see Supporting Paper No. 2) . (c) A commitment is sought from the State and Federal Governments (c) Refer to Supporting Paper No. 2 to increase funding to the Yallourn College of TAFE and Gippsland Institute of Advanced Education (GIAE) to enable an expansion of facilities and curriculum to meet the demands of a widening student population. SOCIAL JUSTICE In order to address improvements in social justice: (a) The LRC proposes to conduct a Social Justice Conference to All relevant By July 1988. This will enable community oart1c1pat1on and input to enable comprehensive community consideration of regional social agencies social 1usllce policy development. 1ustice issues and initiatives; and Community groups. (b) The LRC wlll 1nvesllgate the establishment of a Regional Social Justice Development of the Social Justice strategy has been a Action Group to liaise with the central policy developers. centrally located and directed process. There has been some specific agency input through respective central offices but there has not been any serious involvement at the community regional level. The conference proposal with its various ob1ect1ves is relevant to the implementation of human service programs and of State Government policies. Objective 6 To ensure that, through more responsive planning processes, services are matched to the needs of the regional community at all times. Proposed Actions Other Ta rg ets Com ments Ag encies/ Groups Involved EQUITABLE DISTRIBUTION OF RESOURCES All agencies responsible for funding community services should be All agencies. Ongoing. Support services funding should be targeted to those accountable for the distribution of resources in an equitable manner individuals and groups who are in the most need. within the Reg ion. SOCIAL IMPACT ASSESSMENT The LRC will conduct Social Impact Assessments where appropriate to Relevant As necessary. Where the LRC measures a need or approves a request ensure that the social resources of the Region are effectively integrated into agencies and to examine the community impacts of a development al l aspects of decision making. community project, a social impact assessment will be conducted. groups. Agencies and the regional community will be involved. (}1 I\) SPECIAL DEVELOPMENT AND INVESTMENT FUNDS Special Development Fund and Investment Fund resources wi ll This was identified in the Human Services Study, be used to enhance the viability and well being of the Latrobe Regional Latrobe Region. community. (For details see Supporting Paper No. 2). [ Objective 7 To promote the lifestyle opportunities of the Region in order to attract new professional and managerial staff. Target: To halve the present number of professional and managerial vacancies by mid 1989. Proposed Actions Other Targets Comments Agencies/Groups Involved REGIONAL PROMOTION PROMOTIONAL MATERIALS AND ACTIVITIES The LRC will continue its program to promote the Region. Regional Ongoing. A more balanced and attractive picture of the Region community. must be provided, not only to existing residents (in order Spec1f1c promotional material will include: to encourage better attitudes towards their living environment), but also to attract new residents general magazines; (a) feature articles 1n specialist and particularly professionals and managers. As a product of displays inside and outside the Region; (b) this promotion, these groups can and will contribute to ; and (c) quarterly newsletter " Latrobe Link" the maintenance, growth and diversification of the (d) investor oriented material (e .g. folders with data). Region's economy. activities will include: Promotional Specific staff shortages will be closely monitored to ensure relevant focus is maintained for the (a) presentations to schools, community groups and organisations; promotions. (b) media interviews; and (c) regional report - 5 minute monthly segment on TVS . The promotion program aims to develop a recognition that the Latrobe Region is one of exceptional economic, physical, and social significance to Victoria, which combines extensive energy production with other resources including natural tourism attractions, comprehensive community and visitor facilities, and attractive lifestyles. PROMOTION OF REGIONAL IDENTIFICATION The LRC wil l promote use of the slogan "A World within a Region" and the Regional Ongoing. The slogan and logo have been used extensively on a regional logo on all regional promotional material. community. range of products. Continued use will reinforce the concept of regional identification. PROMOTIONS COMMITTEE The LAC will establish, and act as convenor to, a Latrobe Region Promotions Iv.ember Established in 1988, The LAC and committee will assist member Committee. rrunicipalities ongoing role. organisations and others with the preparation of material SECT Strategies in place and to promote a consistent set of images and highlight Government priorities set for strengths of the Reg ion . a·;iencies promotion of the GIAE Region, identifying The Committ ee wi ll take up the excellent work of the GTLC specific preferred Professional Staff Shortages Action Un it and pursue LRAB target groups targeted promotions campaigns to attract and retain PS SAU by the end of 1988. professionals and managers. This was identified in the private the " Regional Promotion Strategy". (For details see s9ctor. Supporting Paper No. 14). <.n <.n APPENDIX I LRC Participants in the Preparation of "Steps Ahead" 1. BOARD OF COMMISSIONERS ROLE: Decision-Making and Review Chairman: Mr Robert Seear Deputy Chairman: Cr Ron Harvey Members: Mr Bill Campbell Mr Angus Pollock Mr Russell Cheffers Cr Graeme Roberts Mr Philip Edwards Mr Paul Strickland Mrs Norma Ford Mrs Kerry Sunderland Mr Keith Hamilton Cr Don Sykes Mr Crofton Hatsell Cr James Taylor Cr Eddie Keating Cr Jack Vinall Cr Lance Moon Cr Peter Wells Past Members: Mr Peter Harwood Cr Phillip Seabrook Cr Peter Jones Mrs Helen Snape Mr Ross Miles Mr George Wragg 2. COMMISSIONER TASK GROUP ROLE: Policy Direction and Co-ordination Chairman: Mr Robert Seear Members: Mr Bill Campbell Mr Crofton Hatsell Mr Russell Cheffers Mrs Kerry Sunderland Past Members: Mr Peter Harwood Mrs Helen Snape 3. CORPORATE MANAGEMENT GROUP ROLE: Review, Co-ordination and Resource Allocation Chief Executive Officer: Philip Shanahan Members: Mr Bruce Graham (Acting) Mr John Noble Mr John Kane Mr Alex Shilton Mr David Langmore Past Members: Mr Tony Hambleton Mr John Northage Mr Ken McKenzie 4. REGIONAL STRATEGY PLAN TEAM ROLE: Preparation of the Plan Manager: Mr Alex Shilton Assistant Manager: Mr Ian Whalley Members: Mr John Grimes Miss Karen Stewart Mrs Karen Owen Mr Bill Unkles Past Members: Mr Andrew Jackson Mr Barry McKenzie Mr David Langmore Mr Tim McMahon 5. OTHER KEY STAFF ROLE: Professional, Support and Typing Services Members: Mr Bob Ayres Ms Cathy Kiss Mrs Sandy Cuartero Mr Mervyn Moon Mrs Dianne Goulding Mrs Fiona Tukaokao Miss Janice Horsfield Mr Michael Willis 57 APPENDIX II Supporting Papers This series of papers>provides further information which has been used in the preparation of Steps Ahead. A number of studies were undertaken by Government agencies and consultants to address identified strategic issues. These studies are included as part of the relevant supporting paper as well as the strategic stance taken on the study in terms of the actions specified in the Latrobe Regional Strategy Plan. Paper No. Title 1 Economic Rationale 2 Human Services Study 3 Economic and Demographic Scenarios 4 Financial Relations between Local and State Government 5 Infrastructure Co-ordination Plan 6 · Metals Engineering 7 Opportunities for Agriculture 8 Wood Products 9 Tourism 10 Arts 11 Coal 12 Oil and Gas Industry 13 Housing 14 Promotion 59 APPENDIX Ill State Policy Framework Three key State Government strategies form a framework within which the Latrobe Regional Strategy Plan has been developed, namely: "Victoria, the Next Decade"; " Protecting the Environment"; and " People and Opportunities". These documents deal with economic, environmental and social justice matters. In addition, the existence of a wide range of other relevant policy material has been considered in the preparation of the Latrobe Regional Strategy Plan. The Latrobe Regional Strategy Plan reflects these key State Government strategies. The Latrobe Regional Strategy Plan represents the " regionalisation" of statewide policies. These key Government Strategies are relevant to the Latrobe Region as follows: ECONOMIC STRATEGY - " Victoria, The Next Decade" The strategy identifies the brown coal resources of the Latrobe Region as a major competitive advantage of Victoria, together with the gas resources of Bass Strait. Other competitive strengths listed for the Region include: • potential for specialist horticulture; • potential for value-added processing of timber; and • mariculture opportunities. The Government has made a commitment to maintaining the Coal Corporation of Victoria to develop and provide the brown coal resource, and the provision of efficient transport links between the Region and its major markets and ports. The Strategy introduced major initiatives in support of small business including the enhancement of small business training provided by the Yallourn College of TAFE. The Latrobe Regional Strategy Plan has been developed to complement and capitalize on opportunities identified at the State level. CONSERVATION STRATEGY - " Protecting the Environment" The Strategy complements the Economic Strategy in development and expansion of the economy and creation of jobs. Th e basic principle of the Strategy is to promote sustainable development. All regional strategy plans and planning schemes must be consistent with, and incorporate the principles of the State Conservation Strategy. The Latrobe Regional Environment Policy has been developed in accordance with this approach as a free standing document to accompany the Regional Strategy Plan. SOCIAL JUSTICE STRATEGY - " People and Opportunities" The broad objectives of the strategy are: (i) to red uce disadvantage caused by unequal access to economic resources and power; (ii) to protect, extend and ensure the effective exercise of equal legal, industrial and political rights; (i ii) to increase access to essential goods and services according to need; and (iv) to expand opportunities for genuine participation by all Victorians in decisions which affect their lives. The Latrobe Regional Strategy Plan will become the mechanism by which the socio-economic, physical and environmental well-being of the community will be regularly monitored and evaluated by concentrating on processes d irected towards the more effective reduction of disadvantage and resolution of issues within the Region. 61 Bibliography Ackehurst C.A. & Associates, "Road Needs and Funding for Municipalities in R.C.A. Central Gippsland Region", 1987: Advisory Committee, "Land Over Coal and Buffers Study", December 1987. Arthur Andersen and Co., "Latrobe Region Value Added Wood Products Study, Final Report", Latrobe Regional Commission, September 1987. AUSDA and Price Waterhouse Urwick, "Latrobe Region - Air Services and Aerodrome Facilities Study'.', July 1986. Australian. Bureau of Statistics, "Census of Population and Housing 1981 and 1986", Melbourne, 1987. Banks Consulting Group, "Victorian Holiday Market - Qualitative Exploration ·Of Victorian Holiday Values", Prepared for the Victorian Tourism Commission, October 1985. · Camp Scott Furphy Pty Ltd, "Regional Waste Disposal Study", July 1987. ~I Central Gippsland Regional Consultative Council, Department of Community Services, "Children's Services Study", December 1986. Coal Corporation of Victoria, "Brown Coal", December 1987. Department of Agriculture and Rural Affairs, "Opportunities for Agriculture in Gippsland", Latrobe Regional Commission, October 1987. Department of Industry, Technology and Resources and Ministry for Planning and Environment, "Latrobe Region Framework for the Future", May 1986. Department of Industry, Technology and Resources and Latrobe Regional Commission, "Latrobe Region Metals Industry Study Report", September 1987. Department of Industry, Technology and Resources, and Ministry for Planning and Environment, "Latrobe Region Framework for the Future, Final Report", October 1987. Department of Industry, Technology and Resources, "Oil and Gas Industry Matters Relating to Formation of an LRC Strategy Plan", December 1987. Government of Victoria, "Victoria - The Next Decade", April 1987. Government of Victoria, "Protecting the Environment - A Conservation Strategy for Victoria", June 1987. Government of Victoria, "People and Opportunities - Victoria's Social Justice Strategy", August 1987. · Government ot Victoria, "Victoria - Big Opportunities tor Small Business'', October 1887. Hamilton A., "Developing a Model and Strategies for the Co-ordinated Planning and Delivery of Human Services in the Latrobe Region", July 1987. Horwath and Horwath Services Pty Ltd, "Latrobe Region Tourism Plan Phase 3", Latrobe Regional Commission, August 1987. IBIS Deloitte Pty Ltd, "Funding Principles for Local Government in the Latrobe Valley Region", July 1987. Latrobe Region Environment Advisory Committee, "An Overview of the Latrobe Region Environment", November 1986. Latrobe Regional Commission, "Towards an Economic Strategy for the Latrobe Region", May 1986. L"atrobe Regional Commission, "Talking Points - Latrobe Region Strategy Directions - The First Step'', December 1986. Latrobe Regional Commission, "Promotions Strategy;', December 1986. Latrobe Regional Commission, "Third Submission to the Parliamentary NREC Inquiry, Electricity Supply and Demand Beyond the Mid 1990's", October 1987. Latrobe Regional Commission, "Rationale for the Economic Objectives", December 1987. Mitsumasa Iwata, "Present Situation and Effects of the Shinkansen", A paper presented to an International Conferenc.e, Trains and Grande Vitesse Aspects Socio-Economiques, Paris, November 1984. National Institute of Economic and Industry Research, "Some Economic Issues for the Latrobe Region", March 1987. National Institute of Economic and Industry Research, "A Study of the Socio-Economic Impact of Future Power Project Scenarios, Volumes 1 and 2", State Electricity Commission of Victoria, July 1987. Newton Dr. P., "Regional Housing Study", August 1987. U.S.E. Consultants Pty Ltd in conjunction with Gutteridge, Haskins & Davey Pty Ltd and Dr. Kevin O'Connor, "Latrobe Region Urban Settlements Strategy'', November 1987. 63 Abbreviations ABS Australian Bureau of Statistics EPA Environment Protection Authority NREC Parliamentary Natural Resources and Environment Committee APM Australian Paper Manufacturers GFCV Gas and Fuel Corporation of Victoria (A division of AMCOR ltd.) RCA Road Construction Authority GIAE Gippsland Institute of Advanced Education AUSTRADE Australian Trade Commission RHC Regional Housing Council GRIS Gippsland Region Information Bank CCV Coal Corporation of Victoria RWC Rural Water Commission GTLC Gippsland Trades and Labour Council Coal for Industry SBDC Small Business Development Corporation HDV Health Department Victoria CGRCC Centrai Gippsland Regional Consultative Council SDF Special Development Fund ICP Infrastructure Co-ordination Plan CSIRO Commonwealth Scientific and Industrial Research SECT South East Coast Tourism Comp!'lny Organisation LRAB Latrobe Regional Arts Board SECV State Electricity Commission of Victoria csv Community Services Victoria LRC Latrobe Regional Commission SPAG Social Planning Advisory Group LRC Act CSV (OIDS) Community Services Victoria Latrobe Regional Commission Act, 1983 $TA State Transport Authority (Office of Intellectual Disability Services) LVW&SB Latrobe Valley Water and Sewerage Board TAFE Technical and Further Education DARA Department of Agriculture and Rural Affairs MA Ministry for the Arts TPU Tourism Planning Unit DCF&L Department of Conservation, Forests and Lands MMBW Melbourne and Metropolitan Board of Works VCAH Victorian College of Agriculture and Horticulture DHC (Strzelecki) District Health Council ME Ministry of Education VEDC Victorian Economic Development Corporation DITR Department of Industry, Technology and Resources MH&C Ministry of Housing and Construction VFT Very Fast Train DLG Department of Local Government MPE Ministry for Planning and Environment VTC Victorian Tourism Commission .DMB Department of Management and Budget MTIA Metal Trade Industry Association DS&R Department of Sport and Recreation PIE Preliminary Infrastructure Evaluation DWR Department of Water Resources PS SAU Professional Staff Shortages Action Unit ,I A~V~Sl1 lN3WNUtJ/ANJ ONV ~NINN'tld ~U:J A~lSINIW D L / -'I_. --. 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