Economic 2021 Development Strategy

newcastle.nsw.gov.au

Economic Development Strategy 2021 1 2 City of Newcastle Welcome to attain justice. and Torres Strait Islander peoples of this community address disadvantages andto Aboriginal support ofThe City Newcastle reiterates its commitment to hundred years of resistance. acknowledge the proud survivors of more than two land of the Awabakal andWorimi peoples. We beliefs andcontinuing relationship with the We recognise andrespect the cultural heritage, Acknowledgment and aspecial guest talk by artist Saretta Fielding. included; Wakakulang Dance Troupe, Aboriginalcatering Centre buildingat12 Stewart Avenue. Theceremony also Smoking ceremony heldatthenew Administration City Economic Development Strategy 2021 3 4 City of Newcastle © 2021 of City Newcastle newcastle.nsw.gov.au [email protected] Phone 4974 2000 Fax4974 2222 PO Box 489, Newcastle NSW 2300 ofCity Newcastle Published by Phone 4974 2000 Economic Strategy andGovernment Relations Manager For information contact Enquiries Executive Summary Contents Action Plan2021-22 Appendix A References Vibrant City Shaping City Innovative People Skilled People StrategicOur Approach Engagement Our ChallengesOur New Local Framework Business Attraction Partnerships Economic Development Collaborators The Regional Context ofCity Newcastle Context CollaborativeOur Approach GlobalCommitmentOur EconomicOur Journey Newcastle ataGlance StrategicCommunity Plan City Our EconomicOur Opportunities Map Economic Development Strategy 2021 5

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6 City of Newcastle 2 1 competitiveness. for enterprise to enableboth local andglobal labour supply hasbecome themost critical input To enabletheInnovation Arc, askilled anddiverse to locate andcreate new opportunities. to establish andscale, aswell asfor new talent provide the rightcircumstances for new enterprises or private-sector investment. Importantly, they of whichhave received significant government of these areas isalignedto anindustry, many add SummerhillWaste ManagementCentre. Each Broadmeadow Centre. andtheCity To these we Health andInnovation Precinct, Hunter Park/ University of Newcastle Callaghan, John Hunter of Newcastle (andsurrounding industrial lands), sites includeWilliamtown (Newcastle Port Airport), Greater Newcastle Metropolitan Plan.These catalyst Arc isdefined asthecatalyst areas identifiedinthe the Innovation Arc inthisStrategy. TheInnovation surrounding centre, thecity whichare described as Newcastle hasarange of economic opportunities foropportunity Newcastle to strengthen its economy. This ischangingmigration patterns andoffers an trend accelerated hasbeenfurther by COVID-19. jobs are nolongeranchored to alocation. This based economy of the21st meanthatmany century technology, combined withtheincreasingly service- people. Theimprovements to communications and jobs. Thisischanging.Jobs are beginning to follow Historically, ithasbeenassumed thatpeoplefollow infrastructure andenhanced by avibrant lifestyle. and innovative supported community by key city and investment. Strategy Our seeks to buildaskilled creativity andultimately theformation of new jobs of ourpeople. These skills leadto innovation, economy isbuiltonthetalent, skills andingenuity viewOur isthatthesuccess of ourlocal andregional deliberate people-centred andplace-led approach. perspective to economic development witha Strategy (EDS) 2021 offers atransformative ofThe City Newcastle’s (CN)Economic Development Summary Executive Buss 2014. Goldstein 2018; Heath2020. 1 Theservice-based economy advisory role to theimplementation of theStrategy. Advisory Committee, whoprovide animportant be reported annuallyto CN’s Strategy &Innovation Governance: Thedelivery programs andactionswill plans willbeupdated annually. every four years (next in2025). Action Review: programs andone-year actionplans. will beachieved through four-year delivery for theNewcastle economy. These outcomes Horizon: people withskills for thefuture. Mission:Our Empower, retain andattract economic opportunities for allinthe2020s. Vision:Our Strengthen existing andcreate new many cases, targeted to populations. minority skill gaps. programs Our willbeinclusive and,in to attract new talent to to thecity fillexisting suite of opportunities for local residents andseek investments. delivery Our programs willprovide a people, theirskills, theirnetworks andtheir First andforemost, ourStrategy willinvest in and reimagines therole of local government. place-led approach to economic development, which advocates for apeople-centred and is based onaframework called ‘New Local’ Economic Development Strategy. approach Our The CNisresponding to these trends inthis population are skilled international migrants. school qualification andless than15% of our almost 50% of ourpeopledonot have apost- skills base of theNewcastle population,where Consequently, thispresents achallengefor the new jobs willrequire post-school qualifications. with research indicating nineoutof every ten of the21st demandsaskilled century workforce The Strategy willberefreshed The Strategy targets ten-year outcomes 2

research, whichidentifiedsignificant shifts in been informed by theCSIRO’s globalmegatrend facing ourlocal community. These challenges have StrategyOur also fronts upto thechallenges the Newcastle context andunderpinallourwork. mainstreets. Theten principles have beenappliedin and regenerative communities, cities, towns and economic development, whichbuildsresilient a people-centred andplace-led approach to international experts, New Local advocates for and climate emergency world. Developed by reboot ourlocal economy inapost COVID-19 which provide aroadmap to restart, renew and development. New Local isaseries of ten principles, the New Local framework to inform ourStrategy actions. We have engagedwithandimplemented establishing delivery programs andproposing evidence-driven approach to priorities, identifying Approach:Our Strategy Our hastaken an where theLGA boundaries are not considered. is more effectively delivered ataregional level, region. view Our isalso thatbusiness attraction incentivising big corporates to relocate to the businesses andenablingthemto grow, rather than of return isgreater ininvesting in existing local increasingly demonstrates thatthemarginal rate our own business attraction processes. Research Business Attraction Committee rather thanlead to supplement thework of Regional NSW andthe attraction approach. of TheCity Newcastle willseek Newcastle willnot actively pursue abusiness StrategyOur also articulates of thattheCity circular economy asnew emerging opportunities. Summerhill Waste ManagementCentre andthe that willenabletheirsuccess. We have identified (LGA) catalyst areas beingidentifiedwiththeskills Plan, withallNewcastle Local Government Area vision from theGreater Newcastle Metropolitan ecosystem inNewcastle. We have maintained the supplement thework of theeconomic development Collaboration:Our Strategy Our seeks to that City ofthat City Newcastle andpartners willimplement. then asuite of clear, timelyandmeasurable actions are anumberof four-year delivery programs, and opportunities inNewcastle. there Foreachpriority of ourcity, whichenable peopleto create theirown two priorities focus onenhancingthefoundations of Newcastle isskilled andinnovative. Theremaining investing inpeopleandensuring thatthepopulation ShapingandVibrantCity City. Two priorities focus on in thisStrategy –SkilledPeople, Innovative People, approach hasledto four priorities beingidentified Priorities:Our detailed Our andevidence-driven young peopleandinternational students. the COVID-19 economic recession including with populationgroups most impacted by Engagement also includedtargeted conversations business, innovation sectors. andcommunity Taskforcethe City andrepresentatives from the our Strategy &Innovation Advisory Committee, has beenundertaken. Thisincludedworkshops with extensive stakeholder andexpert engagement In developing thisEconomic Development Strategy, impacts exacerbated dueto COVID-19. transition, climate emergency andeconomic four categories: population challenges, industry challengesOur have beendisaggregated into that willplayoutover thecoming decades. environmental, economic andsocial conditions Economic Development Strategy 2021 7 8 City of Newcastle

Delivery programs include: Novocastrians willbeknown asaskilled people. hiring andtargeted training practices. would see widespread adoption of skills-based experience. Government, industry andbusiness skills required to doajob, rather thanyears of seekers, employers andeducators focus onthe local skills-based labourmarket where job visionOur isto see Newcastle strengthen a theyuplift can provide for thelocal economy. the delivery programs andrecognise theimportant to integrate marginal populationgroups into allof tertiary institutions. Importantly, SkilledPeople seeks partnerships withbusiness, industry andlocal in Newcastle. Thiswillbedelivered through and drive existing andfuture opportunities expanding these humancapabilities to strengthen The SkilledPeople Priority isaboutenablingand Skilled People: 3 Markle Foundation2018. Networks International Newcastle Inclusive Attraction Talent People Local Business NewSkills international business networks. migrants andnew partnerships with to attract international skilled forSupport local business people corporate governance practices. their environmental, social and Incentives for businesses to improve people to move to Newcastle. to encourage talented andskilled domestically andinternationally, Targeted campaigns, both operations. to grow andexpand theirlocal the skills, knowledge andnetworks localsupport business peoplewith Associations) anddata insights to partnerships (Business Improvement New communication channels, to gainnew skills. advocacy to enablelocal residents Research, promotion, fundingand Delivery programs include: Novocastrians willbeknown asaninnovative people. innovative inalljobs andworkplaces across thecity. environment thatenables local residents to be visionOur isto see Newcastle create asupportive are more typically globallycompetitive. novelty are more resilient to disruption and and enterprises withahigherdegree of differentiate oureconomy. Organisations and invest inchangehelps to diversify and the rightconditions for peopleto experiment and generate new economic growth. Enabling forcapacity local residents to solve problems The Innovative People Priorityisaboutincreasing Innovative People: Innovation Scaling Innovation Inclusive Living Lab Ecosystem Innovation markets. operations to nationalandglobal local innovators to scale their Dedicated programming to support the local economy. resources andtools to allsectors of Spread awareness of innovation new ideasfor commercialisation. problems, prototype andvalidate A city-wide platform to solve innovators to flourish across thecity. to allentrepreneurs support and information, governance andtraining Provision of physical spaces, Delivery programs include: you can create your own opportunity. Newcastle willbeknown where asacity and attracts peopleto live and invest. thatenablescity business competitiveness visionOur isthatNewcastle emerges asaglobal leverage growth sectors of thenew economy. skills. Thispositions Newcastle effectively to capability, such asengineeringandmanufacturing while still retaining strengths from its industrial innovative knowledge andservices-led economy, from aheavyindustrial past to amore diverse and industrial Gateway City. Itismanagingatransition Newcastle hasemerged asAustralia’s leadingpost- economic diversification andimproved amenities. transformation of Newcastle towards increased ShapingPriorityisaboutcontinuing the The City Shaping City City AnalyticsCity Economy Circular Advocacy Relations Government Strategic Investment Capital and Local Infrastructure Digital Development Planning and Strategic programs. Embeds evaluation into all of our social and economic dynamics. program to underlyinglocal identify Research anddata analytics economy. productive potential of thecircular for thetransformative and framework to enablelocal support Development of astrategic national Gateway Cities Alliance. continued engagementwiththe collaboration initiatives and renewed for support regional based strategic advocacy plans, Development of staged, evidence- alternative financing models. more grassroots investors and of options of andthenurturing to local finance through awareness Improving theconnection of SMEs Living Lab testbed. Things and5G, andexpanding the networks, includingInternet of Corridor, enablingnext-generation Deployment of Digital theCity centres’ growth. Arc anddistributed local economic planning to enabletheInnovation forSupport strategic landuse Delivery programs include: will belocally distinctive andgloballyiconic. with asense of suprise, delightandwonder. It Newcastle of willbeacity loveable places, where you enjoy living,working andplaying. things are happening,dayandnight.Itisacity visionOur isfor Newcastle to where beacity managing thecity’s cultural andcivicvenues. anddirectionsupport for thetourism sector and throughcity facilitating major events, providing plays animportant role avibrant innurturing cultural consumption. of TheCity Newcastle activation, performance, interaction and the sectors thatdrive vibrancy city through The Vibrant Priorityisaboutenhancing City Vibrant City Economy Creative and Diversity Multiculturalism EventsCity Visitor Economy Dark Newcastle After ActivationCity CBD. precinct within theNewcastle Development of aformal cultural events. culturally focused programs and meaningful conversations and Celebrations of diversity through and evaluating events. attracting,identifying, promoting principles andguidelines for entire events lifecycle including and strategic approach to the Action Planto provide aholistic Development of Events aCity Destination ManagementPlan. Implementation of the and buildtheeconomy. After DarkStrategy to promote Implementation of theNewcastle vibrant city. tocommunity drive andshape a sponsorships to enablethe ofCity Newcastle grants and Business Rate funding and Strategic approach to Special Economic Development Strategy 2021 9 10 City of Newcastle University of Newcastle 2020s. for allinthe opportunities creating new existing and Strengthen Vision:

Economic Development Strategy 2021 11 12 City of Newcastle Economic Development Strategy 2021 13 14 City of Newcastle Newcastle 2040 will soon beconsidered by Council. ofThe City Newcastle is revising it's Strategic Community Plan. to meet theirneeds. ofability future generations without compromising the of thepresent generation is aboutmeeting theneeds sustainability. Sustainability environmental andfinancial Sustainable -are both and recreation possibilities. and cultural, entertainment educational opportunity, social stability andequity, economic prosperity, and natural environments, of life, includingthebuilt that influence ourquality Liveable -are thefactors innovation andcreativity. thriving ecosystem to drive and works to develop a and urbaninfrastructure; digitally connected public centre; enjoys and smart puts its atits community that -isacity Smart Vision Definitions will beachieved withinaframework of openandcollaborative leadership. places andspaces, connected transport networks anduniqueurbanism.This employment opportunities. We willbealeadinglifestyle withvibrant city public integrity, innovation andcreativity. business Support growth, education and we willstrive for equalrights andaccess for all.We willface challenges with ourpeopletoand support thrive andprosper. As aninclusive community, We willcelebrate ourcultural heritage andhistory, protect ournatural environment sustainable globalcity liveablebe asmart, and In 2030, Newcastle will Our City Our for social interaction. provides opportunities healthy communities and promotes active and safe and activated places; Urban form thatencourages culture, heritage andplace. pedestrians, andrespects public spaces, isscaled for environment thataddresses Planning Strategy) isthebuilt to of City Newcastle’s Local Newcastle Urbanism -(refer stakeholders. businesses, visitors and everyone; residents, workers, Community -refers to embrace differences. but to actively recognise and just bewelcoming andopen, the community’s desire to not Inclusive -isused to reflect Our EconomyOur WorkforceOur

Our PeopleOur Population by 2041: 863,131 Greater Newcastle/Hunter region population 2019: 747,381 Population by 2041: 199,680 Newcastle LGA population 2020: 167,363 PopulationOur at aglance Newcastle have formal professional qualifications 102,800 1% Estimated annualpopulation growth rate: (about 8.8% of total population) 20-24 year olds Largest agecohort: Over 65,000 30% 80% $1.15 billion Value of buildingapprovals in2019-20 Newcastle is hometo:

Newcastle residents jobs inNewcastle of developed industrial space of the Hunter’s office space

NSW $18.2 billion Product (2019, nominal) Newcastle’s Gross Regional 18,880 jobs, or19.4% AssistanceSocial Health Care and Largest industry sector by employment: Strait Islander as AboriginalorTorres of ourpopulation identify 3.5% Economic Development Strategy 2021 15 Source: ABS 2017a, ABS 2017d, Remplan 2021. Source: Remplan 2021, of City Newcastler Source: NSW DPIE2020, ABS 2020a Newcastle Source: ABS 2021a 16 City of Newcastle 6 5 4 (coal) asafuelsource. to rec the first peoples intheworld The Awabakal peoplewere ne­cessities. ceremonial with theseasons andfor the lore, carefully moving and family obligationsand according to theircultural and farming theirlands Living asettled life managing wetlands andhin­ river andcoast, around the to have lived alongthe of clangroups were known food crop4 tradi­ to alocal sea fern thatwas people. Its nameisattributed traditional namefor the of years. Muluubinbaisthe date backtens of thou­ and cultural ties to New known thattheirher­ coastal environ­ wetlands, rivers, creeks and Newcastle LGA, including the landsituated withinthe the traditional custodians of peoples are descendants of The Awabakal andWorimi Pre 1700’s EconomicOur Journey opcit. City of City Newcastle 2020a. Hunter 1998. Lycett, Joseph, approximately 1775-1828 tionally harvested asa ­ognise theuse of Nikkin . Large numbers ments. Itis terlands. itage sands ­castle the colony inNew vital intheestablishment of and buildingmaterials were food, water, bush medicines settlers. Thesecuring of in thesurvival of those early wascountry fundamental the flora andfauna of this intricate knowledge of and Worimi peoples. Their be attributed to Awabakal became Newcastle, can Muluubinba, andthenwhat survival andgrowth of onset of settlement, the traditional life withthe complete upheaval of Surviving whatwas the a British­ first export commodity from Newcastle coal became the to ship overseas -thus stockpiles hadbeengathered collect coal. By 1799, sufficient Sydney to theHunter to several ships sailed from and over thenext two years was immediately apparent, dance of coal inthearea the Hunter River. Theabun­ came ashore onthebanks of first timeBritish colonists The year 1797 marked the 1797 colonised Australia5 ­castle. . of adirect rail lineto Sydney in18966 rapidly, accelerated by theopening and Hamilton miningvillages grew Tighes Hill,Carrington, Lambton Wallsend, Merewether, Stockton, constructed. Thepopulationsof other municipal buildingshadbeen lighting, telegraph services and roads network, sewerage, street harbour infrastruc­ of thecentury, schools, churches, more fre ­ sea transport to Sydney became im­ Newcastle’s coal industry grew in 1800’s portance duringthe1800sand Newcastle Regional Library Honeysuckle 1935, GoldCollection, Looking across thesilo wharffrom quent. By thelatter part ture, arudimentary . 9 8 7 1900s ABS 1962 ABS 2017b. ABS Kirkwood 2019. provide new opportunities for thefuture. linked to energy production, whichmay strengths inthefieldsof engineering However, Newcastle continues to have share of employment hadfallen to 5.9%9 as of 2016, themanufacturing industry’s In 1999, theBHPsteelworks closed and, economy hasdeclined since the1970s tiger econo ­ policy changes andtherise of theAsian declining internation­ trends towards larger countries over thepast 50 years. to Due decline of manufacturing indeveloped industry exposed Newcastle to thestructural fell be­ number of jobs atthesteelworks never this sec­ was by far thelargest single employer in of thetotal work­ industries aloneaccounting for over 26% metalworking, founding andengineering 39% of total employment inthecity, withthe in 1961 manufacturing jobs peaked atover centre for heavyindustry andmanufacturing: steelworks also marked Newcastle asakey was interlinked withthe city’s growth. The economy for muchof the20th and century 1915. Thisfacility dominated New BHP openedasteelworks in inthecity toDue theabundance of coal intheregion, 30th September 1999, Newcastle Libraries Collection BHP Newcastle Steelworks closure: final walkout, low 10,0008 tor. Between 1960 and1975, the mies, Newcastle’s industrial force7 .Thisreliance onheavy 11 10 al shipping costs, trade ABS 2020c. ABS ABS 2021. ­scale production, . TheBHPsteelworks ­castle’s . at ahistoric low of 3.5% unemployment rote intheNew prior to thepandemicoutbreak, theofficial longer-term trends 2020,10. InJanuary immediately to “economic conditions”, whichagainwas well below three local businesses re­ above long-term averages. Inthesame year, only building ap­ 14,312. Intheyear ended30June2019, thevalue of of operating businesses increased from 12,475 to example, between 2015 and2019, thetotal num­ and growth for New pandemic, there were many indica­ manufacturing industries. Prior to theCOVID-19 technology, service industries andadvanced the past two decades, withthegrowth of digital Newcastle’s economy haschangedsignificantly in 2000s to Today Newcastle’s next chapter of its eco­ Development Strategy isto enactaplanfor for transfor ­ economic networks, mayoffer opportunities further the COVID-19 pandemic, andtherise of more local and growing oppor aerospace, aswell asthecreative industries, are new manu­ sector centred onrenewable energy, advanced Precinct, coupled withavi­ CSIRO and theJohn Hunter HealthandInnovation institutions, such astheUniversity of Newcastle, economy. Thegrowth of local world-class research a more diversified, resilient andsus for thecity’s development ishow to transition to facturing, healthtechnologies, defence and mation. Therole of thisEconomic provals was more than$814 million,well ­tunities. Newcastle’s response to ­castle’s local economy. For 11 . Thecontinued challenge ported insolvencies relat brant entrepreneurial Economic Development Strategy 2021 17 ­castle region was ­tainable local tions of strength nomic progression. ber ber ed ­ed 18 City of Newcastle SDGs inourcore Strategy documents. to thishasbeentheimplementation of the on theSDGs since thiscommitment. Central in thestrategic implementation andaction ofThe City Newcastle hasbeenproactive Sustainable Development Goals(theSDGs). countries to commit to theUnited Nations In September 2015, Australia was oneof 193 The SDGs underpinourwork Commitment Global Our implementation hasbeenoutlinedasfollows. SDGs for theregion. Thecore alignment and educating andleadingtheachievement of the ofThe City Newcastle hasanessential role in targets andindicators throughout thisStrategy. applied, not just atagoallevel butembeddedas the globallanguageof the SDGs hasbeen economy over thenext 10years. Consequently, vision anddelivery programs for theNewcastle The Economic Development Strategy willprovide The SDGs andthe Economic Development Strategy: AND INFRASTRUCTURE INDUSTRY, INNOVATION ECONOMIC GROWTH DECENT WORK AND EDUCATION QUALITY ACTION CLIMATE FOR THEGOALS PARTNERSHIPS AND PRODUCTION CONSUMPTION RESPONSIBLE jobs andsustainable and inclusive growth This willleadto the development of green decarbonisation of allaspects of oureconomy. transition -investments must accelerate the climate change andits impacts. Green SDG 13 -Take urgent actionto combat for sustainable development. and revitalise theglobal partnership Strengthen themeansof implementation SDG 17 Partnerships for theGoals- waste andthegrowth of a circular economy. for thisSDG directly relate to thereduction of and production patterns. Allof thetargets Production -Ensure sustainable consumption SDG 12Responsible Consumption and and enhancingscientific research. infrastructure, withafocus onsustainability Targets 9.4 and9.5, address upgrades to industrialisation andfoster innovation. promote inclusive andsustainable Infrastructure resilient -Build infrastructure, SDG 9Industry, Innovation and employment anddecent work for all. economic growth, fullandproductive Promote sustained, inclusive andsustainable SDG 8Decent Work andEconomic Growth - all. and promote lifelong learningopportunities for equitable education high-quality EducationSDG 4Quality –Ensure inclusive and SDG andtargets

Renewable Energy Zone inNewcastle and highlights of the opportunity a of ourexisting skills base to green jobs Plan. TheStrategy supports thetransition already undertaken intheClimate Action The Strategy supports thedetailed work partnerships to achieve them. By virtue, itfollows thatouractionswillrequire collaborative approach to implementation. This Strategy iscentred around a across industry. taken both by of theCity Newcastle and economy andproposes more work to be development of opportunity thecircular This Strategy identifies theeconomic is embeddedthroughout theStrategy. analytics incorporatingCity scientific research infrastructure) are priorities of thisStrategy. Initiatives (includingadvocacy anddigital The Innovation Economy andCity-Shaping and to remove barriers to access. program isdesigned to beinclusive new opportunities for all.Every The vision of thisStrategy is to create opportunities to gainnew skills. programs willprovide local residents with the priorities of thisStrategy. Anumberof A skills-based labourmarket isoneof Development Strategy How itis addressed inthe Economic Economic Development Strategy 2021 19 20 City of Newcastle strategic work. Secondly, theregional context Newcastle’s Strategic Community Planandother the Strategy’s relationship of with theCity our Economic Development Strategy. Firstly, The section beginsby outliningthecontext of establish delivery programs andpropose actions. the approach we have taken to priorities, identify enhanced by avibrant lifestyle. Thissection details people supported by key infrastructure city and Strategy seeks to buildaskilled andinnovative people-centred andplace-led approach. Our to economic development withadeliberate Strategy offers atransformative approach ofThe City Newcastle’s Economic Development Approach CollaborativeOur we have undertaken to develop thisStrategy. extensive stakeholder engagement andcommunity viewpoint. Thesection concludes by summarising the transition, climate emergency andCOVID-19 Newcastle economy from apopulation,industry This section thendetails thechallenges facing the number of ourproposed delivery programs. to ourapproach andprovides context for a framework. New Local hasbeenfundamental Following isadescription of theNew Local local economic development ecosystem. strategies andamapof thekey actors inthe including outlines of key State Government 2018-2022 After Dark Newcastle 2016-2019 Events Plan 2021-2025 2021-2025 Plan Management Destination Economic Development Strategy Community Strategic Plan 2018-2028 2018-2028 2017-2021 2017-2021 Strategy City Smart 2021-2025 2021-2025 Strategy Local Social Economic Development Strategy 2021 21 2016-2019 Strategy Live Music 22 City of Newcastle A culture of change, innovation and renewal. across theregion. Hospital Precinct andlarge-scale development plans internationalport, university, airport, theJohn Hunter World-class infrastructure, includingadeep-water beaches andbushland. suburban living,andeasy community access to The vibrancy of ametropolitan lifestyle withgreen renewable energy initiatives. technology, city smart cleantech industries and a globallycompetitive economy andleadership in A dynamicandentrepreneurial business culture, with attractive lifestyle withthefollowing city benefits: as akey economic hubfor NSW, northern andan Newcastle Metropolitan Newcastle Planidentify Both theHunter Regional Planand theGreater ofheart Australia’s leadingregional economy. to assert Newcastle asthevibrant metropolitan visions for theregion into alocal context, and Strategy aimsto translate andalignthestrategic ofCity Newcastle’s Economic Development Government Area (LGA) andfour neighbouringLGAs. tighter geographic focus ontheNewcastle Local contains amore detailed actionplanandhasa the vision set by theHunter Regional Planbut Newcastle Metropolitan Plan2036 aimsto achieve infrastructure fundingdecisions. TheGreater for landuse plans, development proposals and Plan provides anoverarching strategic framework population growth intheregion. TheHunter Regional be theblueprintto deliver future economic and 2018 respectively, these plansare intended to Published by theNSW Government in2016 and documents of thatimpacttheCity Newcastle. regional economic development planning Newcastle Metropolitan Plan2036 are thekey The Hunter Regional Plan2036 andtheGreater Regional Context 12 NSW DPE2018: 14. & Central Coast EnablingAdaptation report. Productivity Commission Green Paper andHunter including theNSW Economic Blueprint2040, integrations withother NSW Government Strategies ofThe City Newcastle also acknowledges key other Lower Hunter Councils andvice versa. economic opportunities in Newcastle benefits the are irrelevant to economic development. Expanding delivery programs. view Our isthatLGA boundaries will seek to embrace thecollaboration inallof our shared vision for theircity” business, industry to andcommunity deliver a government collaborate andwork together with cities succeed andperform best whenalltiers of Newcastle Metropolitan Plan:“Metropolitan and levels of government. As stated intheGreater regional collaboration across council boundaries Metropolitan Plan2036 strongly advocating for Regional Plan2036 andtheGreater Newcastle There isarecurring narrative throughout theHunter 12 . The City of. TheCity Newcastle Collaborators Economic Development Local Infrastructure Authorities Networks Local Business/Industry Local Coordinating Partners Hunter Water Port of Newcastle Newcastle Airport of Australia Urban Development Institute Hunter Chapter Property Council of Australia Group Newcastle Tourism Industry Ai Group Hunter Region HunterNet Business Groups Local Business Chambers and Hunter Business Chamber Associations (BIAs) Business Improvement Committee for the Hunter Australia Hunter Regional Development Development Corporation Hunter Central Coast Hunter Joint Organisation Regional NSW International Partners National Partners Education Partners Local Research/ Creative Networks Local Innovation & Local SmallBusiness Support G20 Pioneer Cities Gateway Cities Alliance Research (NIER) National Institute for Energy (CSIRO) and Industrial Research Commonwealth Scientific Institute (HMRI) Hunter Medical Research TAFE NSW The University of Newcastle Eighteen04 I2N Alliance Newcastle (ICAN) Independent Creative Hunter iF Hunter Water Port of Newcastle Newcastle Airport Data &Analysis Federal Government Partners State Government Partners Warehouse Australian Tourism Data Australian Business Register Spendmapp REMPLAN id Population Experts Infrastructure Australia Business Commissioner NSW of Office the Small Create NSW Destination NSW NSW Treasury Infrastructure NSW Transport for NSW Health Infrastructure Hunter New EnglandHealth Industry andEnvironment of Department Planning, Economic Development Strategy 2021 23 24 City of Newcastle complement existing initiatives rather thanreplicate. boundaries. of TheCity Newcastle are seeking to size andscale, whichoften extends beyond theLGA development andattraction isbest achieved with regional lensandinpartnership withindustry. Business cohesive approach to business attraction through a by theHunter Joint Organisation. Council supports a Local Government isrepresented ontheCommittee a concierge service, managedby Regional NSW. process for responding to incoming enquiries through The Committee hasalso established anoperational business attraction activities intheHunter Region. formulate thestrategy anddirection of collaborative established aBusiness Attraction Committee (BAC) to In 2019, theNSW Government’s Regional NSW Partnerships Business Attraction evidence base. engaging presentations andadetailed local Demonstrate thevibrancy of Newcastle through opportunities. enabling infrastructure required to multiplylocal Advocate onbehalfof local business peoplefor the and regular communications. local business peoplethrough training opportunities Instil confidence withthebreadth of for oursupport the city. investment inattracting skilled andtalent workers to Provide confidence withourlocal leadership and commercial sites Working collaboratively to potential identify prospectivesupport businesses by: Furthermore, of theCity Newcastle proposes to size (>20 employees) to theBAC concierge service. the BAC by referring allnew business enquiries of through local government. We willseek to support Many new business enquiries initiallyengage Economic Development Strategy 2021 25 26 City of Newcastle been alignedto atleast oneNew Local principle work inthisStrategy. Allof ourdelivery programs andactionshave provide thetheoretical framework thatunderpinstheprograms of The ten principles have beenappliedintheNewcastle context and cities, towns andmainstreets. development, whichbuildsresilient andregenerative communities, people-centred andplace-led approach to economic climate emergency world. New Local advocates for a restart, renew andreboot ourlocal economy inapost COVID-19 and New Local isaseries of ten principles, whichprovide aroadmap to Community Economics.Community and MichaelShuman,anEntrepreneur on andleadingvisionary Rochecouste,- Gilbert GlobalPlacemaking thoughtleader and positive change” ofand partner social innovation becomes anenabler, facilitator creative entrepreneurship and and planet first, unleashes and roadmap that puts people economic development vision a compelling 21st century global leader indeveloping tothe opportunity be a of“The City Newcastle has New Local Place a sense of ownership andlivability. about equity, accessibility andfostering that benefit allpeople, every day. Place is collaborative process of makingplaces inclusive andconnected places. Itisthe ofPlacemaking istheart creating meaningful, Regeneration to improve the local environment. them to think aboutwhatthey can do feel prideincontributing to it,supporting enterprises to of bepart theirplace and resilient. Regeneration empowers local and strives to make itbetter andmore we take out.Itaddresses thewholesystem into ourecological andsocial fabric than Regeneration iswhere we putbackmore Connectivity becoming dangerously dependent onit. best of whattheworld offers, without will allow you to take advantage of the with people, culture, andknowledge – International connections –especially Economic Development Strategy 2021 27 28 City of Newcastle Diversification promising export sectors. wealthier andhasmany more that ismore self-reliant isoften Paradoxically, acommunity reliance andstronger reliance. diversification, greater self- encourages economic advantages, theNew Local to achieve comparative of world-class industries ofnurturing asmallnumber development encourages the While traditional economic civic engagementandsustainability. ownership have more social equality, communities withhigherlevels of local growing bodyof evidence shows that Local ownership of business matters. A Ownership Reinvestment funds andmore local superannuation options. banking, more local securities, more local investment global businesses to local ones. Itmeansmore local and governmental bodies redirecting theircapital from Reinvestment meanshelpinglocal residents’, businesses, Equity of social identity. other dimensions race, class and irrespective of readily andlocally, and opportunities, to basic needs equitable access about providing is equity Social Culture sense of place andlocal identity. values andcultural assets enhance a voices. Strong, collective community risk-taking andshowcasing diverse through freedom of expression, creative Culturally richplaces are shaped Democracy governance tools andmodels. by powerful engagementand engagement atits core, supported has afoundation of authentic resilience andeconomic development local ecologies. Anew approach to affecting theirlives, communities and directly participate inthedecisions people, where empowered citizens Democracy isaboutpower to the Innovation chronically unemployed andpeoplewithadisability. young, retirees, immigrants, peopleof colour, the come from allsectors of thepopulation,such asthe networks andfinance to succeed. Entrepreneurs with thetechnology, assistance, space, mentors, launch new ones. Itmeansproviding entrepreneurs expand andimprove existing businesses, andsuccessfully Innovation involves continuously lookingfor ways to Economic Development Strategy 2021 29 30 City of Newcastle (2.4%) Geelong (2.3%), Adelaide (2.5%) andtheGoldCoast grew slowly compared to similar regional centres like average growth rate of 1.4%. Newcastle’s population population grew by 1.1%,compared to acapital city opportunities. Intheperiod2019-20, Newcastle’s slower economic diversification, outputand major population centres, whichmaycontribute to population growth compared to Australia’s other A past challengefor Newcastle hasbeenourlagging Moderate Population Growth: Population Challenges climate emergency andeconomic impacts exacerbated dueto COVID-19. challengesOur have beendisaggregated into four categories: populationchallenges, industry transition, a in environmental, economic andsocial conditions thatwillplayoutover thecoming decades. challenges have beeninformed by theCSIRO’s globalmegatrend research, whichidentifiedsignificant shifts This Strategy acknowledges andfronts upto thechallenges facing thelocal Newcastle economy. These away from Newcastle is15to 24-year-old people suggests most thepopulationcohort likely to move the local skills base. provides for anopportunity retaining andexpanding This isacommon trend for auniversity town, butalso post-school education and entering theworkforce. which istheagegroup most likely to beengagingin choosing to relocate here toleaving thecity live elsewhere inAustralia than are negative for Newcastle, meaningmore peopleare movement of peoplewithinAustralia) hasremained Net internal migration (whichmeasures the leaving Newcastle, andatwhatstage of theirlives. population growth isthecomposition of whois Related to theissue of lower-than-average Local Brain Drain: 16 15 14 13 Our ChallengesOur ABS 2017a. ABS 2021a ABS 2020d. ABS ABS 2021b. 13 . 19 18 17 for Migration 2020: Chap5. 14 International Organisation TheTreasury 2018: 1 Massey & Parr 2012. . Regional population data 15 , the Federal Treasury andother research and fewer international connections exposure to diverse cultures andinnovative practices, development. significant hindrance onthecity’s economic attracting migrant populationsmaytherefore bea languages (89.5% versus 77.7%) likely to onlyspeakEnglish athomerather thanother born inAustralia (85.4% versus 71.7%)andare more residents of Newcastle are more likely to have been Compared to therest of Australia’s population, Lack of Diversity: drive economic productivity provide multiplyingbenefits to local communities and local labourforce. Collectively, migrant populations and providing skills thatsupplement theneedsof the more likely to beemployed, earninghigherincome economic dividendto local economies, withmigrants identified thatmigrant populationsdeliver an 19 . Newcastle’s lagin 16 . This may signify less. Thismaysignify 17 . Additionally, 18 have Source: ABS 2017a; ABS 2012; ABS 2007. 21 20 % of the population aged 20 years orabove Educational attainment inNewcastle opportunities andincrease into economic inequality thefuture. would have asubstantial impactontheNewcastle economy andthreaten to polarise employment slightly above populationgrowth post-school qualifications increased by approximately 1.1%peryear between 2011 and2016, whichis attained apost-school qualification of Certificate IIIorabove. Therate of thepopulationwith At the2016 Census, just over half(53.1%) of Newcastle’s populationabove theageof 20 years had Low Education: qualifications Goldstein 2018; Heath 2020. ABS 2017a; ABS 2012; ABS 2007. Measure of diversity home –English only Language spoken at inAustraliaBirthplace 2006 41.4% 21 , there islikely to beasignificant declineindemandfor anunqualifiedlabourforce. This 20 . With nineoutof ten future jobs estimated to require post-school Australia 47.5% 2011 71.7% 77.7% % of the population 53.1% 2016 Economic Development Strategy 2021 31 Newcastle 85.4% 89.5% 32 City of Newcastle were employed directly intheminingsector people inNewcastle and12,000 peopleintheregion region related jobs across theNewcastle andHunter have claimedthatthere are 36,000 coal mining the coal mining sector there hasbeenanoverall declineinemployment in forecasts are for thistrend to continue estimated to have decreased by seven percent, and Between 2018 and2020, globalcoal consumption is 24 23 22 billion greater Newcastle andHunter region was $7.8 indirect economic impactof coal mininginthe exports. In2015-16, itwas estimated thedirect and 95% of thePort of Newcastle’s trade were coal through thePort of Newcastle. Untilrecently, about extracted intheUpperHunter region andexported in ourlocal economy, coal thatis particularly The miningsector continues to playasignificant role Sunset Industries: Industry Transition economic impact warehousing andtechnical services have alarger such asadvanced manufacturing, transport, However, intermediate inputs into theminingsector other key sectors, bringinguncertainty to apreviously imposed restrictions import onAustralian coal and December 2020, thegovernment of Chinaformally aimed atrapidly reducing carbon emissions. In the European Union)have adopted policysettings Australian Korea coal (including Japan, South and Furthermore, many other important importers of Geopolitical Tensions: industry. accelerate through increased automation inthe particularly intheUnitedparticularly States, Europe andChina heating andindustrial production hasbeendeclining, the absolute share of coal consumption for electricity, term downturns intheindustry. Forthepast decade, highlights Newcastle’s exposure to volatility andlong- The significance of coal miningto thelocal economy Port of Newcastle 2017: 6 ABS 2017b; ABS 2017c. MacroPlanDimasi 2017: 31. 22 25 . At the2016 Census, approximately 1,200 . 24 ,andcoal industry advocates 28 , which may further , whichmayfurther 27 26 25 IEA 2020b. IEA International Energy Agency 2020a. (IEA) Port of Newcastle 2017: 6. 27 . Since 2012, 23 . 26 . pursued. on Newcastle’s local economy ifdiversification isnot developments can have rapid anddetrimental impacts were damaged and billionsof dollars of buildings andinfrastructure deaths.than 445 Over 3,000 homes were destroyed bushfires andsmoke from thefires was linked to more climate emergency. 33 peoplelost theirlives inthe study of theeconomic, social andecological costs of a throughout eastern Australia in2019-20 are acase economic andsocial fabric. Thedevastating bushfires and pandemics –allwithindeterminate impactonour flooding, extreme heatandincreased risk of disease events includemore frequent andwidespread bushfires, The likely effects of hotter andmore extreme climate 2016 asthehottest years onrecord. hottest ever recorded, and2020 effectively tiedwith on oureveryday lives. Globally, the last decade was the beginning to glimpse theimpacts of achangingclimate economic challengefor the21st century. We are already The climate emergency hasbecome the key social and Climate Emergency Impacts: Climate Emergency Challenges production” developments inIndia’s indigenousthermalcoal to theevolution of Chinese policies import and medium-term outlookishighlyuncertain… withregard for coal, theInternational Energy Agency states: “the the Port of Newcastle. Regarding future globaldemand immediate andsignificant impactonexports through Australian coal, therefore hashadan thispolicyshift annually. China hasbeenthesecond-largest market for established coal export market worth almost $14billion normal economic activity. represent acostly andfundamental disruption to these types of events continues to increase, itwill meat, wool andhoney). Ifthe severity andfrequency of (such as tourism andagricultural production of milk, biodiversity andindustries reliant onnatural resources animals died,withlong-term ramifications for burned duringthebushfires andmore thanabillion 30 29 28 IEA 2020b. IEA Australian Industry andSkillsCommittee 2020. UNEP2020 29 . These factors underscore how geopolitical 30 . Eighteen millionhectares were pandemic compared to around onlyfour percent priorto the the official local unemployment rate peakingat11%, 33 32 31 on record fell by seven percent, thelargest quarterly decrease Australia. IntheJune2020 quarter, thenation’s GDP unprecedented economic andsocial challengefor The COVID-19 pandemichasbeenan Challenges COVID-19 Pandemic 70% of consumption electricity and private businesses were responsible for about carbon emissions were from generation, electricity example, in2018-19 themajority(61%) of Newcastle’s of Newcastle’s economy andits stakeholders. For represent adisruptive force for themodusoperandi transition isnot acost-neutral process andwill emergency through emissions reductions. Economic at theforefront of responding to theclimate for themajorityof carbon emissions andneedto be economic growth. Cities are inparticular responsible Environmental limits are placingconstraints onlocal Economic Transition: community, willberequired. from businesses, aswell asgovernment andthe opportunities, collective actionandcommitment In order to affect lasting changeandcreate new 30% attheearlypeakof thepandemic impacted withunemployment climbingto almost City of City Newcastle 2020b: 21 ABS 2020e. ABS ABS 2020f. ABS $m 300 200 350 250 Total expenditure activity inNewcastle LGA, Jan 2019 -Dec 2020 Figure 1:Economic downturn duringthe COVID-19 pandemic: 100 150 50 0

Jan-19 32 33 . Thistrend was mirrored inNewcastle with Feb-19 . Young peoplewere even more severely

Mar-19

Apr-19 graph indraft form above. 35 35 34 May-19 ABS 2020f; 2020g. 2020f; ABS Spendmapp 2021. See

Jun-19 31 .

Jul-19

Aug-19 34 .

Sep-19

Oct-19 38 37 36 TheTreasury 2021. 1991 LaBerge et al2020. Spendmapp, opcit. Nov-19 region technologies intheworkplace across theAsia-Pacific accelerated theadoption of digitisation indicated thattheCOVID-19 pandemic hasgreatly Newcastle’s economic development. Research has Alongside these challenges are new opportunities for 15 percent Sydney CBDin2021 ispredicted to fall by asmuch return to normaltrading levels disproportionately impacted andare struggling to sectors such astourism andhospitality have been recovered strongly towards theendof 2020, other living considerations andcompetitive infrastructure. the working populationenticed by lifestyle, cost of to attract more internal migration to Newcastle, with pandemic, NSW atsignificantly higherrates thanpriorto the Sydneysiders are choosing to emigrate to regional regional areas. There are indications that congested capital cities to second cities and turn isencouraging ademographic away drift from arrangements for workers inmany industries, whichin uptake of more long-term Working from Home 2019 the peakChristmas trading periodinDecember felleconomic activity by almost halfcompared to thefirstDuring periodof lockdown inApril2020, local September 2020 for JobKeeper payments between Apriland approximately 6,500 businesses permonthapplied Jobseeker income andanaverage support, of Dec-19 35 . Many thousands of Novocastrians relied on

Jan-20 38 . Thistechnological isfacilitating shift the 39 Feb-20 40 andtheuptake of office space inthe . These trends represent anopportunity

Mar-20 36 . Althoughsome industries

40 39 Apr-20 Wright &Duke 2021. Lenaghan 2021.

May-20

Jun-20 37 .

Jul-20

Source: Spendmapp2021 Aug-20

Sep-20

Oct-20

Nov-20

Dec-20 34 City of Newcastle the community sector.the community Thefirst meeting was inmid-April andtheTaskforce concluded inDecember 2020. manufacturing, smallbusiness, financialservices, tourism, transport andlogistics, arts andculture, workers, education and oversee the recovery phases of theCOVID-19 pandemic. Taskforce TheCity was madeupof 17key leaders city from across Strategy, were directly contacted. engagement periodfor theEconomic Development everyone who hadcontributed to theinitial economic development stakeholders, including for members community to provide feedback. Key public exhibition periodto promote theopportunity A communication planwas activated throughout the language) students from TAFE NSW. cohorts of international (English asasecond non-English speakingbackgrounds, talking to four also focused onengagingwithpeoplefrom of Newcastle andtheHunter Young Professionals. We withTAFEpartnering NSW, HunterNet, theUniversity successfully helddiscussions withyoung peopleby COVID-19 economic recession. Inparticular, we with populationgroups most impacted by the engagementincludedtargetedOur conversations opportunities for all. development withaninclusive focus of creating a new people-centred approach to economic was shaped by aDiscussion Paper, whichproposed innovation sectors. andcommunity engagement Our from State Government agencies, andthebusiness, of Counci workshops withourStrategy &Innovation Committee face-to-face workshops. andvirtual Thisincluded through acommunity-wide survey andarange of andstakeholdersengaged withourcommunity forums.virtual Across two monthsinlate 2020, we approach to engagement,withagreater focus on global pandemic, we responded andchangedour Strategy beganinearly2020. As aresult of the The preparation for theEconomic Development How we have engaged: Engagement Our 42 41 innovative technologies, infrastructure, smart andhighvalue investment, andmajor events andtourism. and identification of challenges andopportunities, inrelation to activation of Newcastle asadestination leading in representatives. Thepurpose of theCommittee isto provide advice andguidance onthedevelopment of strategies, TheStrategy andInnovation Advisory Committee consists of Councillors andkey stakeholder &community The City Taskforce, TheCity ledby of theCity Newcastle, was established to actasthelocal coordinating advisory committee to 41 , the City Taskforce, theCity 42 andrepresentatives exhibition period Figures includeboth earlyengagementand public Your webpage Say visits to the Have 1,500+ 30 organisations andgroups. attendees representing over workshops with 200+ 11 260,000 were completed. community surveys 187 indirectly engaged directly and individuals were 400+ A social media reach of Economic Development Strategy 2021 35 36 City of Newcastle Newcastle Institute for Energy andResources Skilled People Priority Priorities StrategicOur strategies/plans ofCity Newcastle Links to other Local Framework Links to New Benefit Community Objective Links to CSP Indicator Community look like? success What does to achieve? you want What do change? community How willour Disability Inclusion Action Plan. Local Strategy, Social InfrastructureSocial Strategy (forthcoming), Connectivity, Diversification, Equity, Culture. 6.3 6.2 6.1 4.1 business. Newcastle willeffectively establish a skills-based labourmarket. Newcastle andtheembedding of inclusive practices inallactionsof local The growing of ourlocal skills base, anincrease inskilled migration to 1.5 1.4 1.3 1.2 1.1 • • • •

networks, theattraction whichsupport of skilled migrants to Newcastle. International networks: To establish new anddeliberate international Newcastle using economic incentives. governance practices amongst smallandmediumenterprises in Inclusive Newcastle: To drive environmental, social andcorporate people to live andexpand theirbusiness interests inNewcastle. Talent attraction: To attract talented domestic andinternational their existing operations inNewcastle. Local business people:To local support business peopleto expand businesses to acquire new skills thatdrive innovation andemployment. NewSkills: To facilitate opportunities for Newcastle residents and A thriving city thatattractsA thrivingcity peopleto live, work, invest andvisit. at alllevels. A culture thatsupports andencourages innovation andcreativity excellence andresearch. A vibrant, diverse andresilient economy builtoneducational A welcoming thatcares community andlooks after eachother. (Feb 2020 baseline). International student numbers inNewcastle doubleby 2030 The numberof active skilled migration visas inNewcastle increases. per annum. Newcastle’s populationgrows atanaverage of two percent by 2030, whichrepresents two per cent year-on-year growth. 75% of theNewcastle populationhasapost-school qualification Economic Development Strategy 2021 37 38 City of Newcastle 43 scientificinnovation? whose competitive advantage istechnical and How can we encourage local growth of industries Promoting the knowledge economy: products andservices? technologies to access new markets andcreate new their onlinepresence andleverage digital What opportunities are there for businesses to boost Capitalising ondigitisation: renewable energy sector? extractive miningindustries towards agrowing How can we planfor asmooth transition away from Energy industry transition: goods andservices required? and thelocal workforce to effectively deliver the How can we work onencouraging local industries Localisation of industry supply chains: respond andprotect against existing challenges: This Strategy isproposing key skills opportunities to the long-term away shift from carbon-based energy. as those prompted by theCOVID-19 pandemicand resilience to structural changes intheeconomy, such development buildsinflexibility andpromotes A people-centred approach to economic the local economy. recognise theimportant they uplift can provide for groups into allof thedelivery programs and People seeks to integrate marginal population and local tertiary institutions. Importantly, Skilled delivered through partnerships withbusiness, industry future opportunities inNewcastle. Thiswillbe human capabilities to strengthen existing anddrive Priority isaboutenablingandexpanding these individuals andwithinenterprise. TheSkilledPeople centre of local economic development, both as ofand ingenuity ourpeople. Thus, peopleare atthe NewcastleOur economy isbuiltonthetalent, skills MarkleFoundation 2018.

establish alocal skills-based labourmarket In thelong-term, ourvision isto see Newcastle development narrative. putting local peopleatthecentre of theeconomic skills-based approach highlights theimportance of both theirplace andtheirculture. Apeople-centred, engage intheirown communities, whoare proud of self-reliant, diversely-skilled people, empowered to The New Local framework emphasises thevalue of be known asaskilled people. and targeted training practices. Novocastrians would would see widespread adoption of skills-based hiring experience. Government, industry andbusiness skills required to doajob, rather thantheyears of job seekers, employers andeducators focus onthe 43 where 45 44 Goldstein 2018; Heath 2020. ABS 2017a. Case Study can address local market gaps. government assistance, inpartnership withindustry, be established inNewcastle. Targeted local seen anumberof new bookable tourism products market. Since commencement theprogram has sell tourism products andexperiences to awider provided advice onhow to develop, promote and with access to professional mentors. These mentors training organisation to provide 15local businesses ofThe City Newcastle partnered witharegistered significant shortage inbookable tourism product. Research identifiedthatNewcastle hada approach to economic development. program isanexample of apeople-centred 300 relocating workers. Thistalent attraction applications, two billiondigital impressions and was highlysuccessful withmore than10,000 and work from Tulsa, Oklahoma.Theprogram to encourage remote workers intheUSto move offered a$10,000 grant andadditionalbenefits Remote Tulsa was aone-year program that school qualifications future jobs willrequire post-

9/10 45 in drivingopportunities across our city. practices andengages local businesses program drives inclusive community localor supporting businesses. The neighbourhood, volunteering for charities challenges like helpingoutintheir members andearnpoints by taking surrounding areas sign upto be residents livingintheNewcastle and Lean inNewy isanonlineplatform where qualification have apost-school of Newcastle’s population 53% of Newcastle in2020. enrolled with the University international students 7,399 44 Economic Development Strategy 2021 39 40 City of Newcastle Hunter Medical Research Institute Delivery Programs 46 are projected to require post-school qualifications rapidly-changing world, where 9outof 10future jobs played asignificant role. However, ina Organisations. Traditionally, local government hasnot TAFE for andsupport arange of Registered Training State Government delivers tertiary education through Government fundsuniversity education whilethe training andskills development. TheFederal both publicandprivate, involved inthedelivery of There isalarge anddiverse range of organisations, Objective 1.1 NewSkills training programs. Government to maximise thelocal investment in Advocacy: groups. courses,short for particularly marginalised population fund local training organisations to deliver targeted Funding: groups, includingschool children. guidance service isrequired, whichservices allage comprehensive andlocal information, advice and skills attainment opportunities inNewcastle. A the city, promote thediverse range of learningand Promote: existing skill gaps inourpopulation. Research: Using novel local data sources to identify NewSkills willhave four program focuses: opportunities andaddressing local skill shortages. facilitating andcoordinating targeted local local government can have animportant role in Goldstein 2018; Heath 2020. Where clearskill gaps have beenidentified, In collaboration withkey providers across Partner withState andFederal 46 , economic activity andcustomereconomic activity information. analytics to provide easy-to-access insights onlocal Insights: the BIAs across andsuburban precincts. thecity Associations): Continued investment for andsupport Partnerships (withBusiness Improvement operations. local enterprises to improve andexpand existing and actonfeedback abouthow we can support communication channels, we willconsistently listen Communication: By establishing regular program willincludethree focus areas: more value-add to ourlocal business people. The traditional role asplanningassessors to providing The Local Business People program willexpand our to thetraded economy. networks to grow andexpand theirlocal operations these local businesses withtheskills, knowledge and entrepreneurs across thecity. role Our isto support on thedecisions andskills of thousands of local Newcastle economy. Thesuccess of SMEs depends the large majorityof jobsinthe andactivity Small andmediumscale enterprises (SMEs) comprise Objective 1.2 Local Business People Lead thedevelopment of new data Economic Development Strategy 2021 41 42 City of Newcastle through regional collaboration. to Newcastle. Thisplatform would bebest delivered insights to provide peoplewithconfidence to move Digital Prospectus, whichprovides real-time data Newcastle asanalternative location to live. internationally, to encourage peopleto consider Targeted campaigns, both domestically and two focuses, including: The Talent Attraction delivery program willinclude housing affordability. other pressures, such asecological sustainability and strategic objectives needto bebalanced against liveable andattractive regional centres. These away from large metropolitan centres to more Newcastle’s growth, dueto thedemographic drift pandemic hasafforded new opportunities for the city’s growth anddevelopment. TheCOVID-19 peoplewithskills whocanparticular contribute to internal andexternal migration to ourregion, in implement strategies aimed atencouraging more The Talent Attraction delivery program willseek to population. the lackof skills anddiversity intheNewcastle the populationchallenges section, whichhighlights significant barrier to jobs growth. Thiswas reflected in accessing andretaining labourinNewcastle asa organisations. Stakeholder engagementidentified labour hasbecome themost critical inputfor many transportation andcommunication technology, service-based economy, withconstant innovation in national andglobalcompetitiveness. Ina Access to alarge andskilled workforce isvital for Objective 1.3 Talent Attraction

for CALD, First Nationsandpeoplewith a disability. change work practices to enablenew opportunities Advocacy withinthebusiness onhow community to thesesupport communities. Procurement prioritisation for businesses which programs andworkplace education programs. establishing employment targets, mentoring ofThe City Newcastle leadingby example by community. Celebrating diversity more broadly withinthe local businesses andjobs. Providing mentoring programs to linkgraduates with a disability joiningtheirworkforce. value of eachof CALD, First Nationsandpeoplewith guidelines to improve workplaces understanding the Education of businesses through training and Common themes emerged: partnership withtheLocal Strategy. Social populations. This program willbedelivered in to enablenew economic opportunities for these research andengagements have beenundertaken three populationsinNewcastle. minority Focused First Nationspeopleandwithadisability are Culturally andLinguistically Diverse (CALD) people, opportunities inthecity. will drive labourforce growth andeconomic tothe ability access employment opportunities, we market fails. By ensuring thatallof ourresidents have all levels hasarole to playinintervening where the deliver for themajority of people, butGovernment at approach isthatthelocal economy willorganically population groups inNewcastle. Thepremise of this designed to drive programming to marginal support This Economic Development Strategy hasbeen Objective 1.4 Inclusive Newcastle Newcastle andbusinesses. approach for implementation by both of City Developing anInclusive Newcastle procurement of Newcastle. through arange of forums thatpromote thediversity Connecting businesses andpotential employees governance practices. to improve theirenvironmental, social andcorporate andincentivising businessesIdentifying andindustries key focuses: The Inclusive Newcastle program willincludethree the barriers to gainingskills andemployment. be supported by mentors would assist inovercoming enable skills, connect withpotential employers and For allthree populationgroups, targeted programs to particularly acrossparticularly Asia. business, industry andgovernment networks, will also explore direct engagementwithinternational navigate thevisa application process. Thisprogram and provide for support local business peopleto facilitate international talent attraction campaigns The International Networks delivery program will networks andmultiplyopportunities into thefuture. increase thelocal skills base, expand international destination. Alarger andmore diverse population will international migrants choosing Newcastle astheir implement arange of strategies to increase The International Networks delivery program will exports by theChinese Government. imposing of restrictions import placed onAustralian geopolitical tensions have increased withthe than many other regions of Australia. Simultaneously, important to note thatNewcastle isless exposed While significant for many sectors andindustries, itis international business transactions online. shifting international students andvisitors andthemajorityof Newcastle economy through reductions in halted. Thishasamultitudeof implications for the between countries, themovement of peoplehas networks. While themovement of goodscontinues COVID-19 hasradically transformed international Objective 1.5 International Networks Economic Development Strategy 2021 43 44 City of Newcastle Innovative People Priority Objective Benefit Community Indicator Community Newcastle strategies/plans Links to other of City Local Framework Links to New Links to CSP to achieve? you want What do look like? success What does change? community How willour 2.4 2.3 2.2 2.1 globally scalable business. are plentiful.Newcastle where isacity anyone can nurture anideainto a Entrepreneurship isencouraged andtheresources neededto create change industry are confident to experiment and collaborate to create new growth. We are thatembraces acity andcultivates innovation. Business and Smart City Strategy, City Smart Library Strategy. Innovation, Culture, Democracy, Equity, Connectivity. 6.2 • • • • on commercialising innovation for globalconsumption. and clustering of entrepreneurs andenterprise focused Innovation:Scaling To accelerate andimprove theincubation,scale the Newcastle economy. nurture allkindsof entrepreneurs, enablinginnovation inevery sector of platforms of knowledge sharing, and resources, support thatreach and Inclusive Innovation: To facilitate andpromote opencommunities and commercialising andscaling ventures. trialling andvalidating innovation to entrepreneurs support in Living Lab: To create aLivingLab, acity-scale testbed for prototyping, create, scale andengageinnovation. and factors, thatprovide entrepreneurs withaccess to resources to interconnected andlocalised innovation ecosystem of enablingactors Innovation Ecosystem: To maintain andfoster anadaptive, 2% year-on-year. 2021 baseline to beestablished. Local SME’s engagingwiththeinnovation ecosystem increases by 2021 baseline to beestablished. Investment into innovative enterprise increases by 2% year-on-year. established. and globalmarkets across afour-year horizon. 2021 baseline to be 10% growth inthenumberof enterprise scaling innovation for national four-year horizon. 2021 baseline to beestablished. meetups provided by theecosystem throughout across thecity a 15% increase inengagementatallinnovation programs, events and at alllevels. A culture thatsupports and encourages innovation andcreativity Economic Development Strategy 2021 45 Liftango 46 City of Newcastle 49 48 and differentiate oureconomy. Organisations and experiment andinvest inchangehelps to diversify Enabling therightconditions for peopleto or improvement. impact, beitthrough anew product, service, process modification andadoption of changeto make an anywhere, anovel ideacan involve theinvention, commercialisation of novel ideas. Originatingfrom andease theimplementationamplify and of enablingexternal resources thataccelerate, concentrates anaccessible onnurturing ecosystem change andcreate impact require resources external to themselves to achieve Innovative people, also known asentrepreneurs, resources neededto create change. entrepreneurial andaccess capability to the these advantages through equippingpeoplewith and productive local economy. Newcastle can attain innovation produces amore globallycompetitive people andbusinesses more resilient. Economically, advantages thatcan improve well-being andmake community. Outputs solve challenges andintroduce The benefits of innovation permeate throughout our Office of Office theChief Economist 2017. FeldandHathaway 2020. 48 . This priority . Thispriority competitive resilient to disruption more andtypically globally enterprise withahigherdegree of novelty are more their ideato create globalimpact. enabling environment thathelps anyone to scale diverse economy. Importantly we willcreate an people thatwillhelpbuildamore resilient and Newcastle willretain andattract entrepreneurial solving. By thisinnovation nurturing ecosystem, andencouragesopportunity aculture of problem provides afoundation for innovative peopleto create visionOur isto create asupportive ecosystem that existing strengths to generate new economic growth. tocapacity implementsolutions andbuildupon Innovative People Priority isaboutincreasing innovation wherein isshared opportunity equally. The and aculture. We envisage aninclusive modelof Local framework. Innovation isamindset, aprocess Innovation isoneof theten key principles of theNew of sectors andorganisations. embed these advantages inamore diverse portfolio conducive environment more openandinclusive to 49 . ThisStrategy endeavours to make this Case Study 33% validate innovation. designed to help and factors are ecosystem actors of innovation around over 60new local jobs since 2015. raised over millioninfundingandcreated $8.46 experienced mentors. Resident startups have co-working space, startup capital and citiessmart startups withaccess to collaborative Incubator Eighteeen04 provides cleantech and strong of community entrepreneurs. over $6millioninfunding.I2Nisa4,400 supported 71businesses to scale andraise entrepreneurship. Theirprograms have business growth through innovation and I2N isaninnovation hubthatisdriving

innovation in2018. implemented of Hunter businesses 45% which work from theirNewcastle HQ. and Europe. Pegasus employs 120 staff, 100of Accel-KKR to take theiroffering to theUS, UK, million from Silicon Valley tech investment firm year growth. More recently, Pegasus raised $28 Pegasus has experienced close to 25% year on Woolworths, BHPandLendlease. Since 2013, delivering solutions for bigbusiness such as Pegasus is alocal software-based company Australian andinternational investors. jobs inNewcastle andraised $7.3 millionfrom traction inEurope. SwitchDin hascreated 27 is atgrowth stage inAustralia andhasearly resources visible andcontrollable. Thestartup utilities thatmakes distributed energy SwitchDin develops technology for electricity entrepreneurs innovate. dedicated to supporting local actors andfactors 180 into local innovation in2020. in private was equity invested $50m approximately Economic Development Strategy 2021 47 48 City of Newcastle market. commercialisation creating faster pathways to platform willhelpentrepreneurs accelerate ideas for commercial application. Providing this solve problems, to prototype andvalidate novel innovative peoplewitha foundation from whichto trial innovation. Thisprogram focuses onproviding to publicinfrastructure, communities andservices to The LivingLab isaframework thatfacilitates access Objective 2.2 Living Lab Delivery Programs capital leveraged through actionsto increase support achieved through focusing onfour levers thatcan be maintaining andfostering theseven capitals. Thisis thematuringofsupport the ecosystem by The Innovation Ecosystem program isdesigned to supportive capital. play arole inproviding these seven types of and cultural capital financial, intellectual, physical, network, institutional innovation for scale. These are identifiedashuman, access to theseven capitals to commercialise are complex andadaptive. Entrepreneurs need problems. Theresources required to create change have access to theresources neededto solve Developing theInnovation Ecosystem ensures people Objective 2.1 Innovation Ecosystem Culture Lever: Mindset andattitude. Lever:Social Governance andshared goals. Information Lever: andnetworking. Connectivity Physical Lever: Tangible assets andinfrastructure. 51 51 50 Ibid. Ibid. 51 : 50 . Multipleactors andfactors in local anddistant markets atscale. of theresources neededandopportunities to trade jobs. role Our isto help local entrepreneurs beaware more local business scale to create globally-resilient sectors to beglobalandinvestor-ready, willhelp opportunities. Assisting startups, SMEs andcorporate navigate challenges to meet new market ambition to scale local solutions andtransform to economic opportunities through their nurturing We local willsupport entrepreneurs to create new industry andnew enterprise. types of entrepreneurs to retain andattract future ecosystem issupportive of andattractive to these exports. We needto ensure innovation thatourcity local economy through diversifying andincreasing and globalconsumers, willhelpbuildamore resilient delivering scalable innovation for international trade andattractingSupporting entrepreneurs focused on Objective 2.4 InnovationScaling innovation accessible for allof Newcastle. and controlled enterprises. We want to make ofbuild thecapacity innovative Aboriginalowned entrepreneurs. focus Thiswillincludeaparticular to ensure we are reaching allkinds of andnurturing attune to adaption andgrow novelty. aimisto Our businesses, organisations andsectors become more build resilience inthelocal economy asmore understanding of innovation willhelpto diversify and to helpmake andaccelerate change. Increasing awareness of theecosystem andthetools available an idea.Thepurpose of thisprogram isto spread resources available to helpthemimplementorgrow being innovative orbeaware of theknowledge and However, many peoplemaynot understand they are organisation, industry andsector imaginable. People are innovative inevery of type business, Objective 2.3 Inclusive Innovation Economic Development Strategy 2021 49 The Creative Incubator Newcastle 50

City of Newcastle Image: Wiltliving Photography. Mural artist: Fintan Magee(undertheBigPicture Fest); City ShapingPriorityCity Links to CSP Indicator Community Newcastle strategies/plans Links to other of City Links to New Local Framework Benefit Community Objective change? community How willour look like? success What does to achieve? you want What do • • • • • • 6.3 6.2 6.2 Newcastle exports both thingsandideas. are economically resilient andincreasingly trade beyond thelocal economy. internationally for its diverse, advanced andcompetitive economy. Local SMEs revitalisation issignificantly progressed onBroadmeadow. Newcastle isknown City. Newcastle boasts adynamicandsophisticated mixed-use CBD, and investment, whichcontinues Newcastle’s emergence asapremier Gateway Success looks like strategic planningandadvocacy securing significant competitive advantages andreflecting globalopportunity. employment andinnovation precincts withspecialisations leveraging existing sufficiently skilled tomeet these challenges. Urban development has provided range of growth sectors are locally available, andtheNewcastle workforce is economy withstrong globalconnections. jobs Highquality across awide Newcastle hasfullyemerged onto theworld stage asadiverse local 6. 5. 4. 3. 2. 1. Strategy andLocal Strategic Planning Statement. Sustainable Newcastle Strategy (forthcoming), Local Housing Strategy, City Smart Waste Strategy (forthcoming), Placemaking, Connectivity, Diversification, Reinvestment, Innovation.

to zero waste andnet zero emissions. Newcastle industry isaccruing thebenefits of leadinganationaltransition Local peopleinvest in the local economy. populationcentrehigh-density andlifestyle livingprecinct. Revitalisation of Broadmeadow includingHunter Park creates asecond Newcastle businesses enjoy access to future-ready digital networks. precincts. New industry sectors are fostered through thedevelopment of innovation Housing affordability and cost of living remain competitive. comprehensive local evidence base. Analytics:City To leverage research anddata expertise providing a benefits of transitions to zero-waste andnet zero emissions. Circular Economy: To industry support transformation leveraging economic local consensus, stage-based evidence andstrategic investment. approach to government relations advocacy andcity based on Strategic Government Relations andAdvocacy: To implementan and industry development. infrastructure andinvestment local supporting creativity Local Capital andInvestment: To increase access to innovative financial businesses andgrowth industries. toand high-speedconnectivity andattract support innovative Digital Infrastructure: To enableadvanced digital technology population growth. facilitates investment, enables local economic diversification and supports Strategic PlanningandDevelopment: To ensure urbandevelopment A thriving city thatattractsA thrivingcity peopleto live, work, invest andvisit. at alllevels. A culture thatsupports andencourages innovation andcreativity excellence andresearch. A vibrant, diverse andresilient economy builtoneducational Economic Development Strategy 2021 51 Development Corporation Museum Park, Hunter Central Coast 52 City of Newcastle 52 new economy well-positioned to leverage growth sectors of the capability, engineeringandmanufacturing thatsee it economy, yet retaining important ties to industrial diverse andinnovative knowledge andservices-led transition from aheavyindustrial past to amore post-industrial Gateway City. Itismanaginga Newcastle hasemerged asAustralia’s leading of local inputs community andimpacts of these The New Local framework reminds usnot to lose sight opportunities. significant economic value by new supporting growth due to theirscale andcomplexity, andthey deliver they occur typically over extended periodsof time demonstrate tightcalibration to existing challenges, projects share certain characteristics: they history isatale of such transformative projects. These to bedeveloped andsupported. Newcastle’s recent fundamentally transformative city-shaping initiatives Continuation of thistrajectory requires boldand Gateway Cities Alliance 2019. 52 . as aplace to live andinvest. citizens andincrease theattractiveness of Newcastle competitiveness, opportunities support for our emerging globalcity, enablebusiness of high-value moves thatposition Newcastle asan economic success of andhighquality life. Itisaseries improved thatstand amenity asindicators of towards increased economic diversification and to accelerate thetransformation of Newcastle The intent of ShapingInitiatives theCity program is more diverse growth. is aproven inputinto higher economic resilience and and leveraging itto drive ever greater reinvestment, Simultaneously, increasing asense of local ownership, Newcastle into community theglobaleconomy. international trade andindustry connections links the and prospects. Thecreation of local places with changes have real local impacts onopportunities geographically andacross industry sectors. These isdiversificationpriority of theeconomy –both ambitious city-shaping initiatives. Akey focus of this 55 55 54 53 Case Study ABS 2020a. 1 ABS 2020b. ABS Spendmapp 2021. monthly value of DAs is$14.1million,resulting inanadditional$1.38billioninvested into Hunter Street. the announcement of theheavyrail lineclosing were approximately $1.4million.Since then, theaverage average value of development assessments (DAs) lodgedalongHunter Street inthe12monthspriorto Light Rail hasdelivered unprecedented development investment into centre. thecity Themonthly of thathastranslated thecity into asustained boomincommercial andresidential development. The project provided certainty to investors andunleashed arenewed sense of confidence inthefuture impact onlocal smallbusiness duringtheconstruction phase. The installation of theNewcastle LightRail was ahugepublicinfrastructure project thathadsignificant Light Rail City centreCity population changes 2019-20 10,000 12,000 13,000 New centre city residential population trend 11,000 8000 9000 7000 0 Net overseas migration Net interal migration Natural increase 2001 +414

127 244 43

New centre city residents

| | | 31% 59% 10% 2006

54 : 53 : 2011 Percentage populationchanges 2016 (2019-20) in the local economy from centre city resident Average expenditure $13,211 expenditure annually $66m an additional residents would equate to 5,000 additional centre city Economic Development Strategy 2021 53 55 local economic 2019

10% 18% 14% 12% 16% 0% 8% 6% 54 City of Newcastle to COVID-19, was used by more than1.27 million Newcastle isaglobaltransport Airport hub that,prior facilities represents $4billioninpotential investment. energy resources andbulkgoodsimport/export containerisation capacity, intermodal connection, heavy rail network. Port diversification to enable portside connections landandberth-side to the tochannel, capacity doubletrade volumes, available the Australian east coast withadeep-water shipping 19th century. Port of Newcastle isthelargest on port intheHuntereconomic activity region since theearly Port of Newcastle hasbeentheepicentre of education, tourism, innovation andbusiness. sophisticated waterfront CBDwithafocus on technologies are drivingtheemergence of a infrastructure, publicdomainandnext-generation civic andcultural facilities, andinvestment in 56 57 industrial space of theregion’s office space and30% of its developed cultural capital of Greater Newcastle, withabout80% Newcastle Centre City istheregional economic and investment. received significant government orprivate-sector areas are alignedto anindustry andhave often enterprise to establish andscale. These catalyst across thecity, whichprovide opportunities for new The Innovation Arc isdefined asthecatalyst areas Innovation Arc Economic Catalyst Areas foundations of inacentury. thecity most significant transformation of theeconomic across Newcastle. Collectively, they represent the A widerange of ShapingInitiatives City are underway Places of Economic Opportunities since 2014 centre inthecity residential andcommercial buildingdevelopments revitalisation hasencouraged over $1.7billioninnew by theState Government investment inurban City of City Newcastle 2021. Remplan 2021. 56 . Significant development triggered 57 . Thisprecinct ishometo campus. and innovation atits unique bushland Callaghan transformation through industry-engaged research Medicine (STEMM) hubfor drivingregional Science, Technology, Engineering, Mathsand significant planningapproval for a$200 million the introduction of lightrail andhasreceived state Campus atHoneysuckle onlands madeavailable by UoN iscurrently developing anexpanded City UoN come from low socio-economic backgrounds. University Rankings. Most notably, 27% of students at currently ranked 197th intheworld by theQS World our regions andacross theglobe. Theuniversity is university focused onimproving of thequality life in University of Newcastle (UoN) isaresearch-intensive government fundingfor stage 1. has beenapproved with$780 millioninstate The John Hunter Hospital andInnovation Precinct spearhead thegrowth of thehealthservices sector. including theHunter Medical Research Institute, to industry-led innovation andtechnology facilities, hospital willbeco-located withuniversity and NSW asahealthtechnology precinct. Anupgraded referralprimary andteaching hospital for Northern subject of State Government plansto renew the John Hunter Hospital andInnovation Precinct isthe manufacturing anddigital services. significant firms indefence, aerospace, advanced Aerospace Precinct are hometo internationally allocated funding.Astra Aerolab andWilliamtown Special Activation Precinct withupto $200 millionin designated by theNSW State Government asa Employment landssurrounding have theairport been Wedgetail Joint andF-35A Strike Fighter programs. with theRAAFBase Williamtown, hometo the across a20-year horizon. isco-located Theairport deliver $12.7billioninregional economic activity project ismodelledto create 4,400regional jobs and to code Estatus enablinginternational flights. This Government fundingfor theexpansion of therunway people annually. hasreceived TheAirport Federal industrial re-use andremediated land. redevelopment of several edgesites including around improved transportation networks, and the and publicdomains, increased of density housing transformation asHunter Park: providing new facilities life.community Major investment willsee its infrastructure, whichprovide asignificant role in features existing andentertainment sporting Broadmeadow iscentrally located intheLGA, It isthenext stage of Newcastle’s revitalisation. city change insurrounding centres andresidential areas. also provides amixof uses thatfacilitate growth and significant andentertainment sporting precinct that The development of Broadmeadow asanationally material andby-product markets. reprocessing, anddevelopment of secondary energy innovation, advanced manufacturing and creation ingrowth areas includingcircular economy, Innovation Arc withthepotential to drive new jobs Summerhill forms thesixth site intheNewcastle resource recovery hubandgreen energy precinct. and a5MWsolar farm istransforming Summerhillasa landfill gas-capture andonsite power generation, resource recovery centre, organics recycling facility, Newcastle investment atSummerhillinto Cell 9, the ofCity Newcastle andbroader region. of City in thedelivery of waste managementservices to the Summerhill Waste ManagementCentre isakey asset micro-catchments of local neighbourhoods commercial withinthe andpublicamenity economy andensuring appropriate retail, reflecting theirrole and local inthecommunity infrastructure renewal works to enliven these centres, Newcastle ten-year program of upgrades and Centres PublicDomainProgram (LCPDP) of isaCity community, aswell aslocal employment. TheLocal entertainment, recreational andsocial needsof the play akey role inproviding for theretail, to multiplethrivinglocal commercial centres. They municipal councils in1938, theNewcastle LGA ishome By of virtue its history asanamalgamationof eleven Local Centres Upgrade Program technology focused SMEs andtwo data centres. manufacturing, theCSIRO energy &resources facility, River ishometo traditional andadvanced New EnglandHighway. onoldBHPland,Steel Built and rail connections to Sydney, Brisbane andthe Business District andwithaccess to key arterial road industrial landadjacent to theNewcastle’s Central Steel River Industrial Estate isprimewaterfront release enablinggrowth andexpansion of industries. withsignificantactivity industrial landavailable for complementary manufacturing andlightindustrial integrated freight andlogistics hub, with Beresfield/Black Hillrepresents potential asan the globalgateways of andairport. theport connections linkingtheeconomies of theHunter with Greater Newcastle. Thesite straddles rail androad intersection of three local government areas in Beresfield/Black Hillisacatalyst site located atthe Economic Catalyst Sites Economic Development Strategy 2021 55 56

City ofCity Newcastle Poles Smart City of Newcastle Delivery Programs 59 58 aspirationswith community which enableeconomic development inalignment planning anddevelopment assessment activities, growth. of City Newcastle undertakes awiderange of and cost of living,aswell asthecity’s sustainable development of industry, housing density, affordability economic activity, theattraction, location and such asdetermining thescale andmixof landuses for Planning iscritical to fundamental economic factors in theevolution of thelocal andregional economy. Strategic PlanningandDevelopment isadrivingforce Objective 3.1 Strategic PlanningandDevelopment Enabling theInnovation Arc. centres. forSupport adistributed local economy incommercial growth. Strategic landuse planningto sustainable support Program focuses include: objectives of thisprogram. approach to analytics andinsight are theprimary catalyst areas to fruition,andarobust andinnovative to bringtheprecincts of theInnovation Arc and strengthening local centres, strategic planningsupport decentralisation of thelocal economy through The ongoingrevitalisation of thecity, the foregrounded. andself-relianceopportunity across is thecity pandemic, thevalue of ensuring diverse economic development. As theworld emerges from the and entertainment precinct, includingtransit-oriented Broadmeadow transforms into aworld-class sporting next stage of Newcastle’s revitalisation as on p8-9),retail, transport andlogistics sites, andthe those sites identifiedastheInnovation Arc (see image competitive economy. These catalyst areas include areas capable of underpinningadiverse andglobally Greater Newcastle thatrepresent industry growth range of catalyst areas across the‘metro core’ of The Greater Newcastle Metropolitan Planidentifies a regional planningwithState Government. Katz &Wagner 2014. City of City Newcastle 2018. 61 City of City Newcastle 2020c 58 , coordination and a globalcompetition for talent andcapital innovation isclear:Suchplaces are attractive within internationally competitive business productivity and Expand theLivingLab Testbed. Leverage next generation networks (IoTand5G). Deploy Digital theCity Corridor. Program focuses include: new opportunities for economic growth. technology adoption, faster business innovation and and data services thatenableaccelerated IoT-enabled city, future 5Gdeployments anddigital physical andnetwork infrastructure for an wireless for connectivity centre city buildings, the Newcastle centre. city Thisincludes thefibre and next generation network technologies inthe Investment infrastructure city insmart isembedding investment into lightrail andeducation precincts. economic growth majorcentre andsupport city attract digitally-focused businesses, whichdrive a transformative piece of infrastructure that will Delivery of high-speeddigital represents connectivity spaces tocapacity drive theeconomy andenliven urban of thevalue of innovation city districts for their global scale. There isgrowing international evidence ofpart theattractiveness of emerging acity onto the highspeed digital forms connectivity anessential Increasingly, work isnolongeranchored to place and Objective 3.2 Digital Infrastructure 59 . Theintersection of digital infrastructure and

Economic Development Strategy 2021 57 60 . 58 City of Newcastle approach to enable change. we were contributing, andoffered apartnership united across thecity, detailed local stories of how solid foundation from whichto build.Advocacy was response to theCOVID-19 economic crisis provide a Advocacy memoscreated by Taskforce theCity in funding decisions by State andFederal Governments. Newcastle isproperly recognised inpolicyand for andregion thecity iscrucialto ensuring that A strategic andcollaborative approach to advocacy Objective 3.4 Advocacy Strategic Government Relations accessBuild to investment capital. andmobilise grassrootsIdentify local investors. Connect SMEs to local finance options. Program focuses include: grassroots investors andinvestment vehicles. awareness of options, of andthenurturing more SMEs to local finance through both increasing seeks opportunities to improve theconnection of and addedvalue ineachtransaction. Thisprogram place, andits circulation delivers multipliereffects money stays local itisaninvestment inthefuture of a localsupport business get started andgrow. When local sources of investment capital andresources to There isenormouseconomic potential indeveloping priorities. and thewellbeing of thelocal community, as necessarily have thestrength of thelocal economy, who maynot be locally based andtherefore donot sources such asbanks, venture capital andinvestors, investment and,onmany occasions, turnto standard people lookingto start orexpand abusiness seek access to theresources to bringitto fruition. Typically, Rarely does theperson withtheideahave direct entrepreneurial actionrequires access to capital. The realisation of andinnovation opportunity through Objective 3.3 Local Capital andInvestment

repurposing. Maximising the use andvalue of for landfillinuse for aslong aspossible through keeping products andmaterials otherwise destined impact. Acircular economy values resources by to minimise waste andto reduce ourenvironmental the way we produce, assemble, sell anduse products Adopting thecircular economy principles willchange 3. 2. 1. principles: A circular economy isunderpinnedby three main Objective 3.5 Circular Economy (like Newcastle), ina post particularly COVID-19 world. value of investing inmid-tier cities orGateway Cities decision-makers onthestrategic andeconomic Cities Alliance. TheAlliance isseeking to influence key alongside peercities nationallythrough theGateway Gateway Cities Alliance: Strategic policypressure collaboration across borders, andbetween sectors. transportation and environmental planningrequire area boundaries. Pressing regional challenges like donotthe city start andstop withlocal government Newcastle Metro Plan,andmany challenges facing collaboration of isattheheart theGreater regional collaboration initiatives. Regional Regional Collaboration: Renewed for support evidence-based progression. challenges through incremental staging and acknowledges theircomplexity andaddresses the Action Plansfor key city-shaping initiatives, which Federal Governments. We willdevelop Advocacy recommendations andfundingrequests to State and approach to advocacy for key policy Strategic Advocacy: City We willembrace anew DeliveryOur Program willfocus onthree key areas: Regenerate natural systems Keep products andmaterials inuse; and Design outwaste andpollution

61 61 Developing Summerhillas anInnovation Precinct. Enabling Industry Transformation. An actionplanfor enablingtheCircular Economy. Program focuses include: designing outwaste intheinitialsystem designs. monetising waste to create new industries and seek to drive broader industry transformation by the Summerhillprecinct of theInnovation Arc and the circular economy. These strategies willcentre on the vast transformative andproductive potential of mitigation strategies. Thisprogram acknowledges economy across waste, environment andclimate framework for establishing anddeveloping acircular ofCity Newcastle isdeveloping astrategic for waste streams. models thatwillcreate domestic andexport markets manufacturing, andinembracing new business products andmaterials, includingthrough advanced economic gains, whichwillcome from designing new innovation iscrucialto realising Australia’s largest National Circular Economy Roadmap found the same amountof waste sent to landfill 10,000 tonnes of waste, compared to only2.8jobs for recycling sector currently generating 9.2 jobs per job opportunities of thecircular economy withthe value annually. Furthermore, CSIRO hasidentifiedthe circular economy asdelivering hundreds of dollars of Economic Forumestimates theglobaltransition to a new services, technologies andproducts. The World drivinginnovation,economic opportunity developing transformation onaglobalscale, andisarich Circular economy represents anenormousindustrial zero-waste possibilities andaregenerative system. Circular economy concepts provoke theideaof new system designs whichare nolongerlinear. circular economy also promotes innovation through objectives around carbon emission reduction. The on the environment andhelpingto meet our growth andjobcreation, whilereducing ourimpact environmental benefits. It contributes to innovation, resources bringsmajor economic, social and CSIRO 2021 62 . The . The underpin local evidence digital,Building data andanalysis capabilities to institutions collaborativeBuilding partnerships withresearch Monitoring, Evaluation andLearning (MEL)Frameworks Developing best practice benchmarkingand Program focuses include: evidence-based action. Newcastle asasite of knowledge generation and exploring localised trends anddynamics willestablish solutions. focus Aparticular onmixed methodologies knowledge gapanddeliver research anddata program existing willidentify oremerging areas of Through apartnerships Analytics modeltheCity City’s Internet of Things (IoT)network. analytics frameworks, includingthose enabledby the partners across theregion, andby using bigdata skills from government, academic andindustry bringing together data, information andanalytical social dynamics of Newcastle. Thiswillbeachieved by stimulate appliedresearch into theeconomic and Program willbetter inform policydecision-making and international best andnext practice. Analytics TheCity investment iswell-targeted, data-led andbased on There isavital needto ensure thatstrategy and Objective 3.6 AnalyticsCity Economic Development Strategy 2021 59 60

Photo: Renae Saxby Music People Episode 7. Coral Lee, Cooks &Bakers City of Newcastle Links to CSP Indicator Community Newcastle strategies/plans Links to other of City Links to New Local Framework Benefit Community Objective Vibrant Priority City change? community How willour look like? success What does to achieve? you want What do • • • • • 6.3 6.2 6.1 4.1 3.3 3.2 3.1 wonder. Itwillbelocally distinctive andgloballyiconic. Newcastle of willbeacity loveable places, withasense of surprise, delightand consumption, itisaboutthecreation of local creative andcultural content. of Newcastle’s population, ourcultural andcreative economy. More thanjust to be. They are dynamicandactivated places, whichhighlightthediversity Newcastle CBDandsuburban precincts are locations where peoplechoose 4.6 4.5 4.4 4.3 4.2 4.1 Events Action Plan(forthcoming), Live Music Strategy. Newcastle After DarkStrategy, Destination Management Plan, Placemaking Diversity

percent year-on-year. 2021 baseline to beestablished. The numberof peopleemployed inacreative business increases by two to beestablished. events increases by two percent year-on-year. 2021 baseline The numberof visitors to from thecity outside theLGA to attend specific significant increases inthenumber of visitors. Newcastle willestablish arole andreputation asadestination with to expand, for particularly multicultural communities. The diversity of options inNewcastle’s night-time economy continues increases by two percent year-on-year. The numberof peopleemployed inNewcastle’s night-time economy A thriving city thatattractsA thrivingcity peopleto live, work, invest andvisit. at alllevels. A culture thatsupports andencourages innovation andcreativity and research. A vibrant, diverse andresilient economy builtoneducational excellence A welcoming thatcares community andlooks after eachother. Safe andactivated places thatare used by peopledayandnight. Culture, heritage andplace are valued, shared andcelebrated. social connections. Public places thatprovide for diverse andstrengthen activity our economic andsocial strengths. Creative Economy: To industry support development leveraging existing and diversity so thatitbecomes central to thecity’s identity. Multiculturalism andDiversity: To celebrate thecity’s multiculturalism and conferencing events sector. of signature events inNewcastle, includingthegrowing of thebusiness Events:City To leadandcollaborate ontheattraction anddevelopment and coastal experiences. food scene, avibrant night-time economy, andaccessible nature-based a premier Australian visitor destination, showcasing cultural arichart, and Visitor Economy: To leadandcollaborate to enableNewcastle to become economic revitalisation of Newcastle. nightlife andthatcontributes significantly to thecultural and night-time economy characterised by its creative, vibrant andsafe Newcastle After Dark:To lead andcollaborate to enableacity development opportunities. precincts witharange of events, promotions, beautifications andindustry andPrecinctCity Activation: To leadtheactivation of ourbusiness Economic Development Strategy 2021 61 62 City of Newcastle 63 63 these factors into thefuture. live, work andplay, protecting itandenhancing Celebrating whatmakes agreat ourcity place to performance industries, Facilitating arenewed focus onlive music and the city’s night-time economy, Collaborating, advocating andactively promoting Running atourism information centre, Managing thecity’s cultural andcivicvenues, sector, Providing anddirection support to thetourism events, Managing fundingof smalleractivations and Managing business grants, support Facilitating major events, local scale through: thevibrantnurturing atboth city astrategic and Currently, of City Newcastle plays anactive role in academic concept butareality. accessibility, where a30-minute isnot city just an beaches andurbanbushlands -to our diverse natural assets -such asourworld-class Newcastle are numerous from ourbeautiful and playing inandaround. Thelifestyle benefits of want to be, thatyou acity enjoy living,working and avibrantheart, isaplace thatyou city actively people visit andfeel of part thecommunity. At its arts are celebrated. Itisawelcoming city, where where multiculturalism, aboriginalculture andthe involved andactively shape theircity. Itisacity where are thecommunity empowered to be things are happening,dayandnight.Itisacity A vibrant isanattractive city city. where Itisacity Feld &Hathaway, ibid:35. special city withadynamicfuture.special city diverse, connected andcreative Newcastle asa its people. TheNew Local framework identifies a provides theintangible attractiveness of aplace and Moreover, they provide therichcultural life that billions of dollars annuallyto thelocal economy. industrysupport sectors individuallycontributing vibrant city. Thisprogram aimsto accentuate and and thecreative landscape to underpinauniquely Newcastle isundoubtedly richwithnatural amenities creative people,” amenities, andto bearound other exciting and They also desire plentifulcultural, social andnatural housing, access to transit schools. andhigh-quality more thantraditional attractors like affordable workers, entrepreneurs, andstartup employees want Hathaway, state: “Today’s knowledge-economy Innovation ecosystem experts, Brad FeldandIan local economy. retain peoplewhowillengagewithandgrow the the value of havingavibrant willattract city and theother.supporting Taking abroader perspective, intrinsically linked, withactionsto foster onealso activated publicspaces. Vibrancy andcreativity are nurtures creativity andperformance, andprovides for delighted by thatshowcases acity local talent, vibrant vision. Residents city andvisitors alike are economic contractions butremain central to our impacted by theCOVID-19 pandemicandrelated cultural consumption. These sectors were heavily through activation, performance, interaction and enhancing thesectors thatdrive vibrancy city Within thiscontext, thisStrategy isfocused on 63 . Case Study Newcastle, the results were: was undertaken by of City In 2018, alive music census 70 visitor participating economy businesses. between December 2020 2021 andFebruary at 3,500 entries were submitted with$50,000 spent vouchers awarded to local residents. More than destination. Acompetition was runwith100$500 tourists andto asatourism engagewithourcity incentivise local residents to visit Newcastle as The Hometown Holidayproject aimedto Newcastle were severely impacted by COVID-19. Visitor economy businesses throughout of thecity Hometown Holiday 12,000 employs more than The nighttime economy across the LGA. local venues 80 local artists. 700 local gigs. 460 of theNewcastle 500 in2017 included: The research identifiedthatthebenefits economic andnon-economic impact. independent investigation into the Foundation Centre (HRFC)undertook an east endsince 2017. TheHunter Research calendar. Ithasbeenrunninginthecity’s A major event sporting intheannual Newcastle 500 novocastrians. viewers tuned into each episode of theMusic People program. for affiliated creative industries jobs. On average, over 6,000 performance opportunities andongoingemployment positions Additionally, theprogram offered over 140musicians paid audience whenthepandemiclimited touring opportunities. innovative broadcast modelgave ourlocal industry anational collaboration to reach anetwork of social mediaaudiences. This diversity of musical talent using acity-wide live stream audience andanincome. Music peopleshowcased Newcastle’s pivot to allow ourlocal music scene to have anoutlet, an People, a12-episode live music program provided theperfect options for alternative income sources orto share Music theirart. made impossible by publichealthorders. Musicians hadlimited cancelled andmost opportunities for informal performance were COVID-19 hitthemusic industry hard. particularly Allevents were Music People Highlights 2019: Visitor Economy audience of more than14millionpeople. Reaching acombined domestic mediastories.344 83,000 visitors to thecity. output. $30.1 millionincrease inlocal economic visitors 5.1m of total jobs 4,920 $954m Economic Development Strategy 2021 63 64 City of Newcastle Delivery Programs Newcastle economy –$1.6billionin2019 Novocastrians andaccounting for 5.7% of thetotal productivity, directly employing more than12,000 night-time economy isequallyaplace of work and civic life andallow cultural to activity flourish. Yet the this demandfor spaces thatfacilitate publicand atnighthavethe city evolved over decades to meet life.community Theleisure andconsumer patterns of The nightlife of hasclose acity links to its cultural and Objective 4.2 Newcastle After Dark welcoming andculturally richenvironments. is to enhance publicspaces to become safe, ofCity Newcastle grants andsponsorships. vision Our and four suburban precincts, aswell astherange of the SpecialBusiness Rate program centre inthecity activationscity primarilythrough thedistribution of ofCity Newcastle hasanimportant role infacilitating centres, highstreets andsuburbs. trails. We want to embedvibrancy into allof ourlocal from street festivals art to augmented reality walking eventscommunity andmarkets to pop-upshops, and love theircity. Activations can range from about empowering to thecommunity actively shape adding upto abroader atmosphere of vibrancy. Itis ActivationCity isaboutanumber of smallacts Objective 4.1 ActivationCity Dark Strategy includes areas: six priority visitor economy events. andcity TheNewcastle After role to activation playinconnecting city withthe well-planned night-time city economy hasacentral Strategy in2018 to guidethisprogram of work. A economy anddeveloped aNewcastle After Dark We recognise theimportance of thenight-time sixth-largest night-time economy inthecountry. national andregional scale; presently itisthe Newcastle night-time economy issignificant ata 65 Council of Capital Lord City Mayors 2019: 23-24. 65 . The . The Industry collaboration andproduct development. Events, festivals andconferencing. Nightlife, food, wineandferments. Creativity, culture and heritage. Nature, coastal andwellness. andcapacity.Connectivity Identity, awareness andplacemaking. areas of work: competitive market. TheDMPincludes seven priority influences andchanges inadynamicand economy, enablingitto become resilient to external growth of andviability theNewcastle visitor program of work. TheDMPwill helpto ensure the Destination ManagementPlan(DMP)to guidethis tourism to thelocal economy anddeveloped a ofThe City Newcastle recognises theimportance of jobs for almost 5,000 people. in total economic outputeachyear andprovides Newcastle isestimated to beworth almost $1billion than five millionvisitors ayear. Thevisitor economy in visitation over thepast ten years, attracting more Newcastle hasexperienced significant growth in Objective 4.3 Visitor Economy Research andevaluation. Regulation planningandlicensing. Cultural andactivation. participation Night-time design. Night-time economic development. Strategic Alcohol Management. 67 66 opportunities to local communities deliver aneconomic dividendand multiplying it istoday. Research shows thatmigrant populations andenterpriseingenuity thatmakes Newcastle what labour andideasto ourcity. They have given energy, recent arrivals, have brought much-neededskills, inclusion. Migrants to Newcastle, includingourmost residents andexpresses oursense of fairness and our city’s vitality. Multiculturalism isintheinterest of all an integral of part ourcity’s andisintrinsic to identity Newcastle’s ethnic, religious andcultural diversity is A vibrant isonethatwelcoming city andsafe for all. Objective 4.5 Multiculturalism andDiversity space andmajor event infrastructure. for theplanningandmanagementof openpublic Action Planwill also discuss best practice approach economic outputof events to theCity. TheEvents framework for andevaluating identifying the the Events Action Planwilldevelop aconsistent and promoting events inNewcastle. Most importantly, principles andguidelines for attracting identifying, approach to theentire events lifecycle including Events Action Planwillprovide aholistic andstrategic Plan 2021-2024 to guidethisprogram of work. The economy andwillbedeveloping anEvents Action We recognise theimportance of events to thelocal their stay. role inattracting visitors to andextending our city development. Importantly, events also playamajor andcontributeidentity to economic andcommunity showcase ourcity, develop oursense of place and something amazingorjust have fun.Events also with other people, learnsomething new, see Events provide opportunities for peopleto connect Objective 4.4 EventsCity culturally focused events and activities. seek to facilitate meaningfulconversations and more diversity to ourcity. delivery Our program will multiculturalism of ourexisting population andattract We want to celebrate thediversity and McIntyre, Pet al2019: 12-15. Massey & Parr 2012. 68 Gibson, Cet at2017. 66 . generation and investment, marketing city andemployment Creative industries are connected to future urbangrowth creative industry, accounts for more than2,500 jobs Regional Product. Specifically, of inthecity Newcastle, the contribute close to $1billionto theHunter Region Gross creative industries are conservatively estimated to opportunities withclearsocial andfinancialbenefits. The economy, there are considerable employment established filmindustry. Within these sectors of the advertising anddesign, publishing, radio, through to an performing arts, visual arts, architecture, fashion, Creative Economy covers thefullspectrumfrom music, dynamic makers across allthecreative sectors. Our Newcastle isacreative withanestablished city history of Objective 4.6 Creative Economy also been identified. opportunities to expand andgrow thefilmindustry have existing deliverables from theLive Music Strategy. New Furthermore, thisdelivery program will encompass the local, regional andinternational stakeholders. synergistic partnerships, andcollaborative projects with is theestablishment of avibrant, diverse culture resulting in The value inthisorganic co-location of creative industries with abroad range of tenants across thecreative sector. creative-manufacturing-social enterprise SMEs operating former industrial area andnow contains 38 Clyde Street, Hamilton This precinct North. islocated ina outputs. Acreative manufacturing precinct hasemerged in distribution andconsumption of creative products and cultural infrastructure theproduction, supporting only themost high-profile surface of adeeplyembedded development. cultural Theprimary andcivicinstitutions are istheneedforSecondly infrastructure to creative support growth.enable further Newcastle CBDandprovide aframework for planningto toopportunity define aformal cultural precinct withinthe significant economic value to the city. There isan allow usto tell andshowcase ourown stories, anddrive institutions provide important markers of cultural value, on thevalue of ourcreative economy. These cultural are essential to andeducating supporting thecommunity Regional Gallery, Art CivicTheatre andNewcastle Museum showcase creativity. Venues such astheNewcastle enhancing performance andexhibition infrastructure to enable local infrastructure for theCreative Economy. Firstly, deliveryOur program willhave two distinct focuses to 68 . 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Economic Development Strategy 2021 71 72 City of Newcastle newcastle.nsw.gov.au